Santa Monica City Council
September 30, 2025

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Packet Pg. 586
Attachment: SP Plus Original Contract (7191 : Parking Contract Extensions (SP Plus, Skidata, and Beach staffing schedule
Traffic DirectorsTraffic Director Pay Rate Saturday Sunday Monday Tuesday Wednesday Thursday FridayTraffic Director-AM $ 10.15 10am-6:30pm 10am-6:30pm OFF OFF OFF OFF OFF  Traffic Director-AM-Seasonal $ 9.91 2pm-10:30pm 2pm-10:30pm 2pm-10:30pm 2pm-10:30pm 2pm-10:30pm OFF OFF Traffic Director-PM $ 10.40 3:30pm-12am 3:30pm-12am OFF OFF 3:30pm-12am 3:30pm-12am 3:30pm-12am  Traffic Director-PM-Seasonal $ 9.91 3:30pm-12am 3:30pm-12am OFF OFF 3:30pm-12am 3:30pm-12am 3:30pm-12am Traffic Director-PM-Seasonal $ 9.91 3:30pm-12am 3:30pm-12am OFF OFF OFF OFF OFF  152 56
Average Hours 88
Beach MaintenanceMaintenance Pay Rate Saturday Sunday Monday Tuesday Wednesday Thursday Friday Maintenance #1 $ 12.51 OFF OFF 6am-2:30pm 6am-2:30pm 6am-2:30pm 6am-2:30pm 6am-2:30pm  Maintenance #2 $ 11.33 Bike Valet Bike Valet 6am-2:30pm 6am-2:30pm 6am-2:30pm OFF OFF   80 80
Average Hours 80
Office Workers - Customer Service/PhonesOffice Staff Pay Rate Saturday Sunday Monday Tuesday Wednesday Thursday Friday Assistant Facility Manager $ 18.48 7:30am-4pm 7:30am-4pm 7:30am-4pm OFF OFF 7:30am-4pm 7:30am-4pm  Bookkeeper 1 $ 11.81 8am-4:30pm 8am-4:30pm 8:30am-5pm 9am-5;30pm 9am-5;30pm OFF OFF  Bookkeeper 2 $ 11.81 9am-5;30pm 9am-5;30pm 9am-5;30pm OFF OFF 9am-5;30pm 9am-5;30pm   120 120
Average Hours 120
Management TeamManager/ Asst. Manager Pay Rate Saturday Sunday Monday Tuesday Wednesday Thursday Friday Senior Facility Manager As Needed As Needed 8am-5:30pm 8am-5:30pm 8am-5:30pm 8am-5:30pm 8am-5:30pmOffice Manager $ 16.00 OFF OFF 8am-4:30pm 8am-4:30pm 8am-4:30pm 8am-4:30pm 8am-4:30pm   40 40
Average Hours 40

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Packet Pg. 587
Attachment: SP Plus Original Contract (7191 : Parking Contract Extensions (SP Plus, Skidata, and Project Management Team Budget: Beach and Structures
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Packet Pg. 588
Attachment: SP Plus Original Contract (7191 : Parking Contract Extensions (SP Plus, Skidata, and Proposal Response to the City of Santa Monica Request for Proposals Parking Management Services Printed on 100% post-consumer recycled content paper.

Proposed Incentive Programs to Validate Quality Operations SP+ would like to work with the City of Santa Monica to create financial and customer satisfaction metrics that would indicate our performance in the field, including our handling and responding to customer and/or facility issues through C-SAM, and the sample Key Performance Indicators highlighted below.

The proposed Incentive Fee component is suggested at $25,000 annually, but can be adjusted based on the City’s preferences for such a program. A sample Incentive Management Fee program follows:

Incentive Management Fee: The Incentive Management Fee shall consist of two portions, a Customer Service Performance portion and a Financial Performance portion.

Customer Service Performance Incentive. Measurements of customer service would be taken quarterly during the term of the Agreement. Patrons will be asked a series of questions in a customer survey about their level of satisfaction with the City of Santa Monica operations. The survey shall be designed to elicit responses ranging from Excellent to Poor regarding the manner in which specific categories of services are being provided. These specific categories of service shall include:
o Was the parking attendant and/or enforcement Ambassador you spoke with helpful?
Excellent, Good, Fair, or Poor?
o Was the parking attendant and/or enforcement Ambassador you interacted with easy to speak to (i.e., pleasant, courteous, well groomed, neatly uniformed, polite, etc.)?
Excellent, Good, Fair, or Poor?
o Do you believe that the parking attendant and/or enforcement Ambassador that you spoke to made every attempt to assist you?
Excellent, Good, Fair, or Poor?’
o Overall, would you say that you were satisfied with your customer service experience?
Excellent, Good, Fair, or Poor?

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Packet Pg. 589 Attachment: SP Plus Original Contract (7191 : Parking Contract Extensions (SP Plus, Skidata, and Windcave)) Proposal Response to the City of Santa Monica Request for Proposals Parking Management Services Printed on 100% post-consumer recycled content paper.

Each survey response will be scored according to the information listed below:
 Excellent 3 points
 Good 2 points
 Fair 1 point
 Poor 0 points
The scores of all of the Surveys received in each quarter of the Agreement Year shall be tallied and the Customer Service Incentive shall be calculated according to the following criteria:
o If the average score per survey of all surveys tallied is equal to or greater than 1.5 points, the Customer Service Performance Incentive Management Fee payable to the Operator shall be $______;
o If the average score per survey of all surveys tallied is equal to or greater than 2.0 points, the Customer Service Performance Incentive Management Fee payable to the Operator shall be $______; and
o If the average score per survey of all surveys tallied is equal to or greater than 1.5 points, the Customer Service Performance Incentive Management Fee payable to the Operator shall be $______.

Financial Performance Incentive. The proposed Financial Performance Incentive shall be calculated based on the following sample criteria:
o If annual Net Operating Income in each year of the Agreement is equal to or in excess of an amount that is ten percent (10%) greater than the amount of the annual Budget, exclusive of rate increases, the Financial Performance Incentive Management Fee payable to the Operator shall be $______; o If annual Net Operating Income in each year of the Agreement is equal to or in excess of an amount that is five percent (5%) greater than the amount of the annual Budget, exclusive of rate increases, the Financial Performance Incentive Management Fee payable to the Operator shall be $______; and, o If annual Net Operating Income in each year of the Agreement is equal to or in excess of the amount of the annual Budget, exclusive of rate increases, the Financial Performance Incentive Management Fee payable to the Operator shall be $______.

Key Performance Indicators (“KPI’s”): To ensure top notch operations and customer service, SP+ will establish a series of KPI’s for the City of Santa Monica that measure revenue and expense performance, related activity and response times to service related issues (see C-SAM technology solution). Though monitored privately, SP+ is also prepared to provide the public at large (at the City’s discretion) an inside look at how SP+ is performing on the City’s behalf. The final determination will be made

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Packet Pg. 590 Attachment: SP Plus Original Contract (7191 : Parking Contract Extensions (SP Plus, Skidata, and Windcave)) Proposal Response to the City of Santa Monica Request for Proposals Parking Management Services Printed on 100% post-consumer recycled content paper.

through conversation with the City; however, the following sample criteria can be measured and tracked as part of our contract and the aforementioned Incentive Fee Component:
o Budget
Revenue growing at a rate exceeding local CPI year over year Expenses growing at a rate less than local CPI (not including wages) year over year
Increasing NOI year over year
o Customer Service
 Customer Complaints - no more than 3 per month
 Customer Compliments - no less than 4 per month
 Customer Satisfaction survey score of X% or better
 Surveys to be distributed via email, website, social media and other methods
 See a small portion of a survey developed by SP+’s Casey Jones, Vice President of Institutional Services, while at Boise State University:
 Please note the survey focused on monitoring the consumer’s satisfaction with certain areas of the operation and not the operation as a whole. This will allow us to target areas of improvement in Santa Monica, as well as indicate the service levels we need to sustain.

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Packet Pg. 591 Attachment: SP Plus Original Contract (7191 : Parking Contract Extensions (SP Plus, Skidata, and Windcave)) Proposal Response to the City of Santa Monica Request for Proposals Parking Management Services Printed on 100% post-consumer recycled content paper.

Contractor must provide a web-based service to pre-sell events. Contractor must propose the transaction cost, including credit card processing costs, in its proposal.

Solutions must include a bar-coded or QR-coded printout 22 with directions and/or map to the parking facilities. Contractor must provide samples and screen shots of the proposed solutions. Subcontractor services will be accepted.

Selling and Distributing Permits for Events
As referenced in our Operational Plan, there are several methods to distribute permits to the City’s parkers. As a Customer Service based alternative (a discretionary Option for the City), we hereby offer Click and Park as an option for the distribution of event parking permits and more. There is no cost to the City for Click and Park. Rather, the end-user pays a one-time Convenience/Service Fee of the Greater of 15% of the face value of the Permit, or a $2.00 per permit minimum fee.

Parking Inventory, Advance Reservations,
Other Options… The Click and Park on-line
permit reservation system lets customers
reserve and pay for their parking in advance.

Click and Park is an open solution designed to support the management and distribution of parking inventory around any type of venue or facility. While our initial objective is to support event usage while accommodating daily commuter parking operations, if the City so chooses, the Click and Park system can be expanded to support the selling and distribution of monthly or quarterly parking permits, selling parking at other municipal parking facilities, and supporting parking and transportation for local events. This system has the ability to present all parking options or a limited number of options to the customer based on criteria established by the City.

We believe this application will be significantly advantageous to the City and its parking customer base (existing and new); not only in terms of its practical uses and application, but in order to address Sustainability in the context of the forthcoming contract.

The following narrative is intended to describe in detail, the merits of Click and Park relative to the ongoing management and enhancement of the subject parking garages and lots. Again, this is a customer option only, for which they pay a nominal convenience fee, and we are proposing this as an additional service only for the City’s consideration.

Subject to nominal additional user fees, Click and Park is an easy, convenient pay for customers to reserve a parking space for future dates or events. The Click and Park online reservation tool enables the parking customer to take the worry out of where to park, as well as enabling the property owner (in this case the City of Santa Monica) to collect its funds efficiently.

This program provides not only the assurance that the customer’s parking space will be ready when they arrive, but also a customized set of directions that instructs them how to best manage their way through traffic.

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Packet Pg. 592 Attachment: SP Plus Original Contract (7191 : Parking Contract Extensions (SP Plus, Skidata, and Windcave)) Proposal Response to the City of Santa Monica Request for Proposals Parking Management Services Printed on 100% post-consumer recycled content paper.

The Click and Park (CNP) System was developed by parking and event transportation industry leaders as a proactive transportation planning and travel demand management tool.

The CNP System is comprised of two web-based applications, Click and Park and Click and Ride. Facilitated through a simple reservation process, the system captures the demand for transportation assets and services, resulting in lower operating costs and less traffic congestion, while at the same time generating new revenue sources, reducing carbon emissions and leveraging the use of alternative modes of transportation to promote sustainability.

We believe the CNP System is the only complete and economical traffic and parking demand management system available in the marketplace today. Click and Park can:

Sell parking spaces or transit tickets via the internet and mobile devices Manage both the pricing and availability of groups of parking spaces and transit options based on specific operational needs
Distribute permits via “print at home” functionality or a physical permit fulfillment process Minimize transit congestion with custom routing and management tools Coordinate shuttle and public transit activity to provide clients with complete oversight of the transportation network supporting their facility
Provide customers with online tools to self-manage their accounts and to review past and current purchases
Deliver detailed reporting on past and current transportation and parking activity CNP includes a North American based customer service center to assist parking customers with their issues and questions. This includes helping website users, answering questions about a facility or airport, resolving transportation issues, and in general providing a voice for customers to discuss their questions and resolve any issues.

CNP has been recognized for its capabilities by the Vancouver Olympic Organizing Committee in 2010 when we were awarded the Sustainability Star, and by the International Parking Institute in 2011, when we received the Award of Excellence in “Innovation in a Parking Operation or Program.”
Unlike many of the other web-based reservation systems that direct patrons to their website, Click and Park is an engine that operates behind the scenes of the City’s or a custom-designed website.

Click and Park is a travel demand and permit management application designed to help customers get from their door to your parking destination as smoothly as possible. As a transaction engine, it can be embedded within or linked to the City’s website to provide parking options and generate reservations. The Click and Park service includes:

Our hosted, permit management application branded as a City of Santa Monica website.

The application manages the distribution of parking inventory from a variety of sources and can sequence the release of inventory to match the City’s objectives.

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Packet Pg. 593 Attachment: SP Plus Original Contract (7191 : Parking Contract Extensions (SP Plus, Skidata, and Windcave)) Proposal Response to the City of Santa Monica Request for Proposals Parking Management Services Printed on 100% post-consumer recycled content paper.

A Click and Park Project Manager will manage permit distribution, parking inventory and the use of Click and Park by the City.

A full service customer service center to respond to website and parking questions. Our Customer Service team and procedures will use scripted responses approved by the City.

Banking, accounting, and tax payment processing and reconciliations to ensure funds are distributed appropriately and timely.

Click and Park can be embedded within the City’s existing website or we can design and build new parking-centric websites to support the City’s goals.

Fully-hosted and Reliable On-line Availability… Because Click and Park is an Internetbased, fully-hosted system, you’ll always have the most current software. With a robust infrastructure, a professionally managed data center and redundant servers and communications lines, your site is always online and selling. We rely on an infrastructure that is distributed across data centers throughout the US. Specifically, the City of Santa Monica and its parking customers will receive:

A fully hosted reservation and reporting application that can be embedded within the City’s existing website. We will supply 24 hour website monitoring to ensure Click and Park is continuously available to users, except for regularly scheduled maintenance windows.

System infrastructure will include server redundancy which will be scaled to support the City’s volume for maximum support and system uptime.

The Click and Park system allows for easy accessibility to change rates and access codes in a timely manner and all changes are managed by your assigned Click and Park Project Manager.

Reports
The City of Santa Monica will be able to access reporting via the system administrative portal or via requests to the Click and Park Project Manager for special reports. These reports will include – but are not limited to up to date annual sales, monthly sales, daily sales and other detailed reports. If applicable, Click and Park will evaluate the City’s reporting needs for the subject parking garages and lots, and as necessary build additional reports to support the City’s operational and administrative activities.

Revenue and Access Control Interfaces
The Click and Park system has the capability to interface with numerous parking access and revenue control systems. This is a critical capability as many parking operations are eliminating parking attendants and transitioning to a partially or wholly automated parking operations.

With Click and Park, a patron can purchase a permit and enter a parking facility without the need to interact with an attendant to facilitate the transaction. We currently have integrations with the leading parking and access control providers in North America. These integrations are used at various locations throughout North America to raise gates automatically (if applicable)

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Packet Pg. 594 Attachment: SP Plus Original Contract (7191 : Parking Contract Extensions (SP Plus, Skidata, and Windcave)) Proposal Response to the City of Santa Monica Request for Proposals Parking Management Services Printed on 100% post-consumer recycled content paper.

when a patron presents a CNP permit. We have a very flexible interface that provides all of the necessary information to each partner system to operate successfully.

Permit as a Credential
The most important aspect of the program is making the permit work for the customer. Neither the City nor Click and Park can afford to have a customer make a purchase and then fail to be able to enter or utilize a parking facility due to ineffective operating procedures in the parking facility.

Because we are also a parking operating company, we have defined operational procedures to effectively use online permits in a variety of venues. We will share that knowledge with the City.

We will ensure the solution not only provides a parking permit, but that the permit works successfully for the end user at each of the parking facilities covered by the RFP.

Click and Park can support many different reservation types. We can support the reservation practice of using a permit as an access credential or using the permit as a coupon. You can decide to utilize the web reservation permit in a variety of ways including:

Parker prints their permit and displays it on their dashboard as proof of payment.

Permit is linked to a license plate and enforcement officers review license plates for valid parkers.

Parker purchases online and receives a permit in the mail.

Parker purchases a shuttle pass for parking at a remote lot and being shuttled to the station. Shuttle pass allows a fixed number of rides which are deducted from the pass electronically for each ride.

We can support all of the above applications through a single user interface. For these reasons and many more (not described in this narrative), we believe Click and Park is an ideal customer based alternative to enhance the functional attributes of the City’s garage and lot portfolio.

SAMPLE PERMITS FOLLOW (Such Permits can be customized for the City, but we have included samples from our City of Stockton operations).

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Packet Pg. 595 Attachment: SP Plus Original Contract (7191 : Parking Contract Extensions (SP Plus, Skidata, and Windcave)) Proposal Response to the City of Santa Monica Request for Proposals Parking Management Services Printed on 100% post-consumer recycled content paper.

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Packet Pg. 596 Attachment: SP Plus Original Contract (7191 : Parking Contract Extensions (SP Plus, Skidata, and Windcave)) Proposal Response to the City of Santa Monica Request for Proposals Parking Management Services Printed on 100% post-consumer recycled content paper.

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Packet Pg. 597 Attachment: SP Plus Original Contract (7191 : Parking Contract Extensions (SP Plus, Skidata, and Windcave)) Proposal Response to the City of Santa Monica Request for Proposals Parking Management Services Printed on 100% post-consumer recycled content paper.

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Packet Pg. 598 Attachment: SP Plus Original Contract (7191 : Parking Contract Extensions (SP Plus, Skidata, and Windcave)) Proposal Response to the City of Santa Monica Request for Proposals Parking Management Services Printed on 100% post-consumer recycled content paper.

OPTIONAL: The contractor may include in its proposal traffic circulation planning services and resources related to ensuring smooth flow of traffic as vehicles enter and exit the City seeking parking in relation to large events and on high volume Summer weekends. These services are proactive in nature to assist the City with routine planning and staffing for high volume parking days that compliment required services outlined in this RFP for special events and traffic circulation.

In order to address the City’s request for optional traffic circulation planning services and resources related to ensuring a smooth flow of traffic as vehicles enter and exit the City while seeking parking in relation to large events and on high volume Summer weekends, we also provide a copy of our proposal for the SP+ GAMEDAY traffic and way-finding study and plan herein. As an incentive to retain this coveted contract, SP+ hereby offers the consulting services outlined in the SP+ GAMEDAY proposal AT NO COST TO THE CITY! Please see the following pages for our proposal for traffic circulation planning services.

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Packet Pg. 599 Attachment: SP Plus Original Contract (7191 : Parking Contract Extensions (SP Plus, Skidata, and Windcave)) $SULO
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Packet Pg. 600 Attachment: SP Plus Original Contract (7191 : Parking Contract Extensions (SP Plus, Skidata, and Windcave)) June 18, 2015

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Packet Pg. 601 Attachment: SP Plus Original Contract (7191 : Parking Contract Extensions (SP Plus, Skidata, and Windcave)) Proposal to Provide
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Table of Contents
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Scope of Work
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Task 1: Venue Capacity Population Model (VCPM™)
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Task 2: Venue Parking Inventory Need Analysis and Plan  6FRSH
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Task 3: Venue Ingress and Egress Analysis and Plans
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Task 5: Venue Traffic Management Plan
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Task 6: Venue Pedestrian Flow Analysis and Plan
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Packet Pg. 608 Attachment: SP Plus Original Contract (7191 : Parking Contract Extensions (SP Plus, Skidata, and Windcave)) 3URSRVDOWR3URYLGH3DUNLQJ 7UDIILF&RQVXOWLQJWR7KH&LW\RI6DQWD0RQLFD 3DJH
Pricing Proposal
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Phase I
1 Pre-Site Work and Information Review on Venue 16 $90 $1,440 2 Initial Site Visit (projected 5 days) Plus expenses* (3 Consultants) 120 $90 $10,800 3 Task 1: Venue Capacity Population Model 16 $90 $1,440 4 Task 2: Venue Parking Inventory Need Analysis and Plan 16 $90 $1,440 5 Task 3: Venue Ingress and Egress Analysis and Plans 16 $90 $1,440 6 Task 4: Venue Shuttle Support Analysis and Plan 16 $90 $1,440 7 Task 5: Venue Traffic Management Plan 16 $90 $1,440
8 Task 6: Venue Pedestrian Flow Analysis and Plan 16 $90 $1,440 9 Task 7: Travel Demand Management Model and Configuration 16 $90 $1,440 10 Follow Up Site Visit (projected 4 days) Plus expenses* (3 Consultants) 96 $90 $8,640 Initial Phase I Report Progress Consulting 344 $90 $30,960 11 Current Client Discount 50% 1 $15,480
Phase I Total $15,480
Venue Parking, Shuttle, Traffic and Pedestrian Flow Study Observation & Review of Implementation
Phase II
1 Site Visit (projected 5 days) Plus expenses* (3 Consultants) 120 $90 $10,800 2 Task 1: Venue Capacity Population Model 4 $90 $360
3 Task 2: Venue Parking Inventory Need Analysis and Plan 4 $90 $360 4 Task 3: Venue Ingress and Egress Analysis and Plans 4 $90 $360 5 Task 4: Venue Shuttle Support Analysis and Plan 4 $90 $360 6 Task 5: Venue Traffic Management Plan 4 $90 $360
7 Task 6: Venue Pedestrian Flow Analysis and Plan 4 $90 $360 8 Task 7: Travel Demand Management Model and Configuration 4 $90 $360 9 Follow Up Site Visit (projected 4 days) Plus expenses* (3 Consultants) 96 $90 $8,640 Phase II Implementation Progress Report 244 $90 $21,960 10 Current Client Discount 50% 1 $10,980
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Service Description Hours Rate Cost
Service Description Hours Rate Cost
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Packet Pg. 609 Attachment: SP Plus Original Contract (7191 : Parking Contract Extensions (SP Plus, Skidata, and Windcave)) 3URSRVDOWR3URYLGH3DUNLQJ 7UDIILF&RQVXOWLQJWR7KH&LW\RI6DQWD0RQLFD 3DJH

Venue Parking, Shuttle, Traffic and Pedestrian Flow Study Observation & Final Review of Implementation
Phase III
1 Initial Site Visit (projected 5 days) Plus expenses* (3 Consultants) 120 $90 $10,800 2 Task 1: Venue Capacity Population Model 4 $90 $360
3 Task 2: Venue Parking Inventory Need Analysis and Plan 4 $90 $360 4 Task 3: Venue Ingress and Egress Analysis and Plans 4 $90 $360 5 Task 4: Review Public and Private Transporation Modes 4 $90 $360 6 Task 5: Venue Traffic Management Plan 4 $90 $360
7 Task 6: Venue Pedestrian Flow Analysis and Plan 4 $90 $360 8 Task 7: Travel Demand Management Model and Configuration 4 $90 $360 9 Final Written Report 80 $90 $7,200
9 Final Stakeholder Meetings/Presentations (projected 2 days) Plus expenses* (2 Consultants) 8 $90 $720
Phase III Fianl Report 236 $90 $21,240
10 Current Client Discount 50% 1 $10,620
Phase III Total $10,620
Venue Parking, Shuttle, Traffic and Pedestrian Flow Study 3 Phase Total
1 Total Phase I, II & III 824 $90 $74,160
2 Current Client Discount 50% 1 $37,080
3 Total Phase I, II & III $37,080
Service Description Hours Rate Cost
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Service Description Hours Rate Cost
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Packet Pg. 621 Attachment: SP Plus Original Contract (7191 : Parking Contract Extensions (SP Plus, Skidata, and Windcave)) 3URSRVDOWR3URYLGH3DUNLQJ 7UDIILF&RQVXOWLQJWR7KH&LW\RI6DQWD0RQLFD 3DJH
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Senior Manager, Large Venue Operations
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Senior Manager, Large Venue Operations
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Packet Pg. 622 Attachment: SP Plus Original Contract (7191 : Parking Contract Extensions (SP Plus, Skidata, and Windcave)) Exhibit E
Parking Operations Management Request for Proposals
-SEE ATTACHED4.C.f
Packet Pg. 623 Attachment: SP Plus Original Contract (7191 : Parking Contract Extensions (SP Plus, Skidata, and Windcave)) 1 CITY OF SANTA MONICA

REQUEST FOR PROPOSAL

PARKING OPERATIONS MANAGEMENT SERVICES
TITLE: REQUEST FOR PROPOSALS PARKING MANAGEMENT SERVICES ISSUE DATE: TUESDAY, APRIL 21, 2015
MANDATORY PRE-BID CONFERENCE: 9AM TO 11AM, FRIDAY, MAY 8, 2015 AT PUBLIC SAFETY FACILITY CONFERENCE ROOM 5, 333 OLYMPIC DR., SANTA MONICA, CA 90401 QUESTIONS DUE: 12:00 NOON, MONDAY, MAY 18, 2015
SUBMITTALS DUE: 12:00 NOON, MONDAY, JUNE 8, 2015

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Packet Pg. 624 Attachment: SP Plus Original Contract (7191 : Parking Contract Extensions (SP Plus, Skidata, and Windcave)) 2 Proposer RFP Checklist
10 Most Critical Things to Keep in Mind
When Responding to an RFP for the City of Santa Monica
Read the entire document. Note critical items such as mandatory requirements; supplies/services required; submittal dates; format and number of copies required for submittal; contract requirements (i.e., insurance, performance and or reporting, etc.).

Note the City’s contact name, address, phone numbers, and email address. This is the only person you are allowed to communicate with regarding this RFP and is an excellent source of information for any questions you may have.

Attend the pre-proposal conference if one is offered. These conferences provide an opportunity to ask clarifying questions, obtain a better understanding of the project, or to notify the City of any ambiguities, inconsistencies, or errors in the RFP.

Take advantage of the “question and answer” period. Submit your questions to the City contact by the due date listed on the front page of the RFP document. View all answers given in the formal addenda issued for the RFP. All addenda issued for an RFP are posted on the City’s online vendor portal: Planet Bids and will include all questions asked and answered concerning the RFP.

Follow the format required in the RFP when preparing your response. Provide point-bypoint response to all sections in a clear and concise manner.

Provide complete answers/descriptions. Read and answer all questions and requirements. Don’t assume the City or evaluator/evaluation committee will know what your company capabilities are or what items/services you can provide, even if you have previously contracted with the City. The proposals are evaluated based solely on the information and materials provided in your response.

Use forms provided, i.e., cover page, sample budget form, certification forms, etc.

Check the City’s online vendor portal: Planet Bids for RFP addenda. Before submitting your response, check whether any addenda were issued for the RFP. If so, you must submit a signed acknowledgment for each addendum issued along with your response.

Review and read the RFP document again to make sure that you have addressed all requirements. Your original response and the requested copies must be identical and be complete. The copies are provided to the evaluators/evaluation committee members will be used to score your response.

Submit your response on time. Note all the dates and times listed on the front page of the RFP document, and be sure to submit all required items on time. Late proposals are never accepted.

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Packet Pg. 625 Attachment: SP Plus Original Contract (7191 : Parking Contract Extensions (SP Plus, Skidata, and Windcave)) 3 I. INTRODUCTION
The City of Santa Monica, (referred to hereafter as “the City”) is inviting proposals from qualified persons or firms interested in providing Parking Operations Management Services for an initial term of five (5) years, with five (5) options for renewal of one (1) year each, to be exercised at the City’s sole discretion.

A. BACKGROUND
The City of Santa Monica seeks to procure the services of a professional Parking Contractor to manage and operate its off-street public parking facilities.

The City of Santa Monica considers public parking a valuable, limited resource and a service to residents, merchants, visitors and the workforce. The goal of the City is to utilize this resource and to operate City parking facilities according to the highest standards of customer service. The Contractor will be required to manage and coordinate all work in the City’s parking structures and lots. Effective communication with the users of the facilities, including visitors, merchants whose customers and employees use the facilities, stakeholders, and City staff, is required. The Parking Contractor is expected to be an integral partner with the City in delivering world class parking services to the public.

The City seeks a single Contractor to operate most of the City owned off-street public parking facilities, including the list provided in this RFP. The project will include approximately 15,000 parking spaces. The City reserves the right to add or delete lots, structures, and services as needed. For example, the City may add the Memorial Park lot due to the pending installation of pay on foot equipment.

Proposer must account separately for revenues, costs, and staffing by location and zone.

Submitted proposals must include an overall staffing and operating plan covering all the facilities, as well as separate operating and staffing plans for each category of grouped facilities. The City operates on a July to June fiscal year.

Parking facility information, including locations, number of parking spaces, and parking rates are illustrated in Exhibit C and a map is provided in Exhibit D.

All parking facilities are operational 365 days per year. The Contractor’s office is required to be staffed 24 hours a day, 7 days a week, 365 days per year.

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Packet Pg. 626 Attachment: SP Plus Original Contract (7191 : Parking Contract Extensions (SP Plus, Skidata, and Windcave)) 4 B. CITY CONTACT
The City has designated Salvador Valles, as its contacts (the “City Contact”) for this request for proposals (this “RFP”). The City Contact’s information is listed below:

Salvador M. Valles, Acting Chief Administrative Officer City of Santa Monica,
Planning and Community Development Department
1685 Main Street, Suite 212
Telephone: (310) 458-2216
E-mail: [email protected]
Office Hours:

Monday through Thursday, 7:30 AM to 5:30 PM
Alternate Fridays 8:00 AM to 5:00 PM
The City of Santa Monica offices are closed every other Friday. Please call to ensure that offices are open and that staff is available.

Any inquiries or requests regarding this procurement should be submitted to the City Contact in writing. Proposers may contact ONLY the City Contact regarding this solicitation.

Other City officers, agents, employees or representatives do not have authority to respond on behalf of the City. Contact with unauthorized City personnel during the selection process may result in disqualification.

CITY’S ONLINE VENDOR PORTAL
The website for this RFP and related documents is: Planet Bids or http://vendors.planetbids.com/SantaMonica/bidsearch4.cfm All project correspondence will be posted on the Planet Bids website. It is the responsibility of Proposers to check the website regularly for information updates and RFP clarifications, as well as any RFP addenda.

C. ORIGINAL DOCUMENTS
Proposer shall complete and return the following documents:
 Proposal (including cost proposal)
 RFP Addenda if issued
 Non-Discrimination Policy Acknowledgement
 Non-Collusion Affidavit (this does not need to be notarized)  Oaks Initiative Disclosure Form
 State of Arizona Disclosure Form
 Living Wage Certification (if applicable)
 Certification Regarding Debarment
The entire RFP does not need to be returned. The foregoing is provided as a courtesy only.

Proposers should read the RFP carefully for document requirements. All documents contained in this RFP will be incorporated into any contract entered into with the best qualified person or firm.

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Packet Pg. 627 Attachment: SP Plus Original Contract (7191 : Parking Contract Extensions (SP Plus, Skidata, and Windcave)) 5 D. BEST QUALIFIED PERSON OR FIRM
The award, if any, will be made to the best qualified person or firm(s). In evaluating whether a proposer(s) is (are) the best qualified person or firm(s) pursuant to the Santa Monica Municipal Code, City staff may utilize some or all of the following criteria:

1. The training, credentials and experience of the person or firm;

2. The demonstrated competence, ability, capacity and skill of the person or firm to perform the contract or provide the services;

3. The capacity of the person or firm to perform the contract or provide the service promptly, within the time specified, and without delay;

4. The sufficiency of the person’s or firm’s financial and other resources;

5. The character, integrity, reputation and judgment of the person or firm;

6. The ability of the person or firm to provide such future service as may be needed;

7. The price which the person or firm proposes to charge, including whether the price is fair, reasonable and competitive; and

8. Any other factor which will further the intent set forth in Section 608 of the City Charter.

The City shall have absolute discretion in determining the applicability and weight or relative weight of some or all of the criteria listed above and is not required to select the lowest monetary proposer.

E. PROJECT DESCRIPTION

GENERAL INFORMATION
Automation, Operating Times, and Staffing
Unless otherwise noted, parking facilities are equipped with pay machines. All pay machines in parking structures can be remotely operated by the centralized control panel located in the Contractor’s office.

Although the parking facilities are automated, Contractor is required to provide equitable staff performing revenue control, ambassador and supervisory duties. This includes, but is not limited to, assisting customers using the pay machines and resolving any equipment or operational problems. Depending upon usage, the structures may require additional staffing for special events or seasonal peak times. Contractor must provide labor to support all aspects of the daily operation, including holidays. Contractor is allowed to propose a reduced labor schedule during off-peak seasons and holidays. The staffing plan must be approved by the City prior to execution.

All parking facilities are operational 365 days per year. The Contractor’s office is required to be staffed 24 hours a day, 7 days a week, 365 days per year.

As described above, during the year the City experiences a number of special events that may cause an increase in demand for parking services. During these events, and during peak periods, Contractor staff may be required to provide verbal instructions and basic traffic and pedestrian control at the facilities. Contractor staff may also need to distribute

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Packet Pg. 628 Attachment: SP Plus Original Contract (7191 : Parking Contract Extensions (SP Plus, Skidata, and Windcave)) 6 written materials or maps detailing alternate parking locations and other Contractor duties as assigned.

The Contractor is expected to provide a minimum staffing level for City parking facilities.

Facilities Available to Contractor
The City of Santa Monica provides an office in Parking Structure 5, located at 1444 4th Street, for use by the Contractor’s Parking Services Manager and administrative staff. The office houses the centralized control panel and processing unit for the revenue control system. An additional office is available for the Contractor’s Beach and Pier parking operations at 2610 Barnard Way.

Office furniture and equipment currently found in these two offices will be made available to the Contractor. If the Contractor desires additional or replacement furniture and/or equipment, the costs of these items must be included in the Proposer’s submitted budget.

Office furniture and equipment may be amortized over the five-year contract period. The City of Santa Monica will own all office furniture and equipment that are reimbursed or amortized through operating budget funds.

Parking Permits, Keycards, and Validations
Contractor staff will sell monthly permits, keycards, and parking validations to the public from this office in accordance with the City’s adopted Parking Fee Resolution, parking operations guidelines, and all other applicable rules and guidelines. The Proposer must include in their budget all costs for producing and issuing tickets, receipts, monthly passes, keycards, permits, and/or any other supplies used for the operation. See Exhibit E.

Uniforms
Contractor must supply and personnel are required to wear appropriate, clean uniforms and identification badges or nametags at all times when on City parking facility premises during working hours. The uniforms shall be clearly identifiable and visible to customers, utilizing bright, primary colors and clear identification as parking staff. Uniforms are subject to approval by the City.

Communications
Contractor must provide communications equipment to employees to enable managers, assistant managers, supervisors, attendants, and cashiers to communicate with each other at all times. Costs of communication devices and telecommunication services used for business purposes, including office telephone and fax lines located in Contractor offices and cashier booths, cell phones, pagers, and radios must be included in the cost proposal. The Contractor is financially responsible for costs incurred by personal use of calls made from business communication devices by Contractor personnel. In addition, the Manager and the Corporate Representative must be able to communicate with each other and the Contractor Office by email and cell phone. The City of Santa Monica Parking Operations unit is the contract administrator for all Parking Operations services. As such the Contractor will communicate solely with City of Santa Monica Parking Operations regarding the contract, payments, and other relevant matters.

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Packet Pg. 629 Attachment: SP Plus Original Contract (7191 : Parking Contract Extensions (SP Plus, Skidata, and Windcave)) 7 Audits
The Contractor shall be subject to an annual third-party audit of all revenue and expense accounts, including but not limited to cash receipts, wages, and salaries. The Contractor must include its policies and procedures for conducting internal audits. Each employee at every parking facility and Contractor office must be audited a minimum of two times every month. The City will approve the policies, procedures, and scope required for internal and external audits.

Standard Operating Procedures
Proposers must include Standard Operating Procedures (SOP) in the proposal. Failure to submit will be grounds for disqualification. The SOP shall be tailored to the specifics of each type of operation.

Parking Fee
All parking fees must be collected based on the City’s Parking Fee Resolution adopted by City Council without exception throughout the entire year. Contractor is not allowed to change or create any parking rates. Contractor is also not authorized to offer any validations without the City’s approval.

DOWNTOWN PARKING FACILITIES
Parking Structures 1 through 6 and 9
These structures serve visitors and employees of the downtown area of Santa Monica, including monthly customers. The facilities are located throughout downtown, on 2nd and 4th Streets between or near Wilshire and Broadway. Parking Structure 6 has electric vehicle charging stations.

Downtown Santa Monica, Inc., a Business Improvement District (BID), has a high degree of involvement in these parking structures, including the management of an advertising program within the structures, an ambassador program for restroom facilities, and delivers specific maintenance services. The BID is responsible for daily cleaning of the structures, including:
 Clean restrooms
 Sweep, mop, and wipe down all stairwells and landing areas  Conduct pan and broom maintenance
 Document maintenance issues for reporting to the Contractor  Remove, or paint graffiti
 Remove debris as needed
 Pull trash and replace trash bags on each level of parking structures and wipe down cans  Wipe down interior signage of structure as well as fire and electrical boxes  Clean up spills as needed
 Power washing of structures
Note: Parking Structure 3 is expected to be demolished in late 2016.

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Packet Pg. 630 Attachment: SP Plus Original Contract (7191 : Parking Contract Extensions (SP Plus, Skidata, and Windcave)) 8 Parking Structures 7 and 8 (Santa Monica Place Parking) The Santa Monica Place mall houses two City parking structures, PS7 and PS8. Besides providing parking for mall patrons and employees (many with monthly keycards), these structures serve visitors to the Third Street Promenade, Santa Monica Pier, Palisades Park, Civic Center, and surrounding area. The facilities utilize multiple entrance and exit lanes from 2nd Street, Colorado Avenue, Broadway, and 4th Street. Santa Monica Place Mall is active in various aspects of these two structures, and participates in both a parking revenue sharing agreement and advertising agreement. These parking structures have electric vehicle charging stations.

Parking Structure 10 (Third Street and Wilshire Blvd.)
This multi-level facility is not gated and has pay by space machines.

Main Library Parking Facilities
The entrance to the Library Parking Structure is located on 7th Street, north of Santa Monica Boulevard. With three levels of underground parking, the Library Structure provides parking for library employees, patrons, monthly keycard holders, and guests of special events held at the Main Library. There is also a short-term surface parking lot at the Main Library.

Parking Lot 29 (Colorado Ave. and 5th Street)
This small lot is not gated and uses pay on foot machines. It has monthly permit holders and may be developed in the near future.

Fifth and Arizona Parking Lots (Lots 27 & 28)
This is a high turnover location for short-term parking and monthly permit holders. Each year an ice skating rink utilizes Lot 27 from October to February, occupying half of the parking lot. Parking operations will remain at the south portion of the lot. Revenue collection and maintenance service continue during these five months.

The Ken Edwards Center (4th Street between Broadway and Colorado Ave.) The Ken Edwards Center is designed specifically for the needs of seniors and people with disabilities. WISE & Healthy Aging, a non-profit agency, is a tenant of the Ken Edwards Center. In March 2013, the City’s Senior Center relocated to the Ken Edwards Center. Of the 92 parking spaces, 51 are available to the public with the remaining spaces assigned to the building’s tenants. The structure operates to primarily serve the needs of the Center, with additional public parking available during off peak hours. There are 4 metered parking spaces off of the alley, the revenue from which is collected by City staff.

MID-TOWN PARKING FACILITIES
Mid-Town Parking Lots 7, 8, and 12
These lots are mainly used by UCLA Medical Center, Santa Monica staff and visitors. There are some grandfathered monthly permit holders as well. These lots are not gated and use pay by space machines.

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Packet Pg. 631 Attachment: SP Plus Original Contract (7191 : Parking Contract Extensions (SP Plus, Skidata, and Windcave)) 9 Memorial and Stewart Park Parking lots
Currently, these lots provide free parking for park patrons. The City is currently in the process of installing pay machines in anticipation of the arrival of the Expo Line light rail stations which are opening nearby.

BEACH AREA PARKING FACILITIES
Beach and Pier Parking
The City of Santa Monica manages approximately three miles of California state shoreline.

The City’s responsibilities include the management and maintenance of the beach parking lots, the Annenberg Community Beach House, bicycle valet services, and maintenance of the beaches, pier, adjacent walkways and the beach bike path.

The Santa Monica Pier is operated by the City of Santa Monica. The City has recently installed new Parking Access and Revenue Control System (PARCS) equipment and automated the lot, with two pay-on-foot machines. However staff is still present in the lot to assist with customers and traffic flow.

Beach parking is provided year-round with seasonal fluctuations in patronage. It is estimated that approximately three million people visit the Santa Monica Pier annually, with more than 11 million visitors to Santa Monica’s beach areas overall. In recent years, the City has made a substantial investment in improving the pier and beach infrastructure, including parking lot and landscaping enhancements. Electric vehicle chargers are located on the Pier parking deck.

The area is a major recreational resource, drawing visitors not only from the Los Angeles region, but attracting national and international clientele as well. The location and popularity of the Santa Monica State Beach offer an outstanding management opportunity to serve a diverse clientele of visitors to Santa Monica. During the summer season, many of these facilities regularly exceed capacity, and traffic control and revenue collection plans need to anticipate and accommodate these peak demands.

The City sells various permits to beach users and Pier employees, including daily, monthly, and annual permits.

Primarily, the beach lots are open from sunrise to sunset. However, Lot 1 North, located at 1550 Pacific Coast Highway operates year-round from 6 AM until 2 AM seven days a week, and the Pier Deck operates twenty four hours a day, seven days a week Event producers and film companies use the beach and pier lots throughout the year.

Contractor staff may provide special event services as defined in the Scope of Services section of this RFP.

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Packet Pg. 632 Attachment: SP Plus Original Contract (7191 : Parking Contract Extensions (SP Plus, Skidata, and Windcave)) 10 Annenberg Community Beach House Parking Lots
The Annenberg Community Beach House is a community-oriented beach facility. Hours for the Annenberg Community Beach House may vary slightly from other beach parking lots due to special events.

MAIN STREET PARKING FACILITIES
Parking Lots 9 through 11 and 26
These lots are located between Main Street and Neilson Way, from the 2300 block to the 2800 block. They provide parking for merchants, customers, and residents in the Main Street neighborhood. Parking permits issued by the City are accepted in lieu of payment at these locations.
265 Norman Place
This parking lot contains 12 parking spaces, 6 of which are open for public use with single space parking meters. The other 6 parking spaces are assigned to Santa Monica Conservancy and Ocean Park Branch Library staff. Contractor will provide janitorial and maintenance services for this location.

CIVIC CENTER AREA PARKING FACILITIES
Civic Center Parking Structure
The Civic Parking Structure (CCPS) is located at 333 Civic Center Drive and has 683 spaces. It was completed in 2007 and is the world’s first LEED certified parking structure.

Located adjacent to Santa Monica’s City Hall, Public Safety Facility, Civic Auditorium, and the Los Angeles County Courthouse, this structure provides parking for municipal and county employees, litigants, jurors, and visitors, as well as providing parking for events held at the Civic Auditorium, nearby hotels, and Santa Monica High School events. The structure has 14 electric vehicle charging stations and 20 ADA spaces.

Civic Auditorium Parking Lot
The Santa Monica Civic Auditorium is located at 1855 Main Street and the Civic Auditorium Parking Lot (CAPL) stretches from Main Street to 4th Street and from Pico Boulevard to Civic Center Drive. The CAPL has 1,009 spaces, including several spaces dedicated for charging of electric vehicles. It has entrances and exits on both Civic Center Drive and Main Street.

In addition to serving the same clientele as the CCPS, the CAPL can be booked in conjunction with Civic Auditorium East Wing events. Contractor staff may provide special event services as defined in the Scope of Services section of this RFP. 1665 Ocean Avenue (Lot 30)
This parking lot is adjacent to the Chez Jay restaurant and new Tongva Park. The restaurant has 12 reserved parking spaces as part of their lease with the City. The additional 10 spaces are operated by an automated pay machine and are available for general public parking.

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Packet Pg. 633 Attachment: SP Plus Original Contract (7191 : Parking Contract Extensions (SP Plus, Skidata, and Windcave)) 11 F. PROJECT SCOPE OF WORK
The Contractor shall perform the following:

1. Manage, operate, and maintain the City’s public parking facilities, which currently include but at the time of Agreement execution may not be limited to the following:
twelve (12) Santa Monica public parking structures, one (1) Civic Center parking lot, fourteen (14) Santa Monica Beach parking lots, thirteen (13) surface parking lots, one (1) Santa Monica Pier Deck parking lot, one (1) Annenberg Community Beach House parking lot, and bicycle valet services (hereafter “City parking facilities”).

Ensure that parking operations at City parking facilities (hereafter “parking operations”) continue to operate as smoothly as possible during any periods of construction or modification of the City parking facilities. The City reserves the right to add or delete lots, structures, and services as needed.

2. Collect parking revenues from the public for daily parking, monthly parking permits, keycards, and validation sales. “Gross revenues” include all revenue generated from City parking facility operations including but not limited to, parking fees collected by the Contractor from the daily parking of vehicles, parking permit revenue, and special user fees. “Gross revenues” is also defined as the cash register total for each shift at each City parking facility. See additional information under Revenue Control section below.

3. Provide revenue forecasts based on City-proposed or adopted parking fees beginning with Fiscal Year 2016/17 (which begins July 2016) as well as assist with revenue forecasting related to rate change proposals submitted to City Council, and may participate in staff presentations to Council. Parking fees are established and approved by the City Council prior to implementation. At its sole discretion, the City shall set and regulate prices, rates, and fees for the use of City parking facilities by the public, and hours of operation. Revenue forecasts must be updated to account for any approved rate changes.

4. Collect and pay the City’s Parking Facility tax which is included in the established parking rates. Pay the ten percent (10%) tax on gross revenues generated from City parking facilities and collected by the Contractor, per City Council ordinance effective July 1, 1993. While certain exemptions exist, City parking facility revenues are taxed.

5. Prepare deposits of all gross revenues received by Contractor in its operation of the City parking facilities. Deliver deposits by means of armored transport to the City’s bank and deposit into City’s account. All gross revenue received by the Contractor shall, immediately upon collection and receipt thereof, become property of the City.

The Contractor shall be responsible for the gross revenue until such time as it is deposited with the City’s bank. See additional information under Revenue Control section below.

6. Reimburse the City for any lost revenues that can be clearly verified due to, but not limited to, robbery, theft (employee or otherwise), or negligence.

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Packet Pg. 634 Attachment: SP Plus Original Contract (7191 : Parking Contract Extensions (SP Plus, Skidata, and Windcave)) 12 7. Provide maintenance services for City parking facilities, using environmentallyfriendly cleaning materials and equipment whenever possible. Work with City’s Office of Sustainability and Environment to obtain training in environmentally-friendly materials, equipment, and techniques. Inspect and coordinate City parking facility maintenance services performed by City staff. Provide costs, schedules, a list of proposed subcontractors, and maintenance manuals. Additional information is outlined as part of the Maintenance Services for Parking Facilities section below.

8. Consult with regularly and advise the City on matters regarding the operation of the City parking facilities.

9. Obtain prior City approval of changes to established parking operation procedures prior to implementation.

10. Ensure all special uses of City parking facilities, such as special events, filming, maintenance work, or other non-parking use are in accordance with established permitting and approval requirements.

11. Honor all special parking permits and services approved by the City in parking lots, structures, and pier parking facility approved by the City from time to time.

12. Obtain and maintain, during the term of the Agreement with the City, all appropriate permits, licenses, and certificates that may be required in connection with the performance of parking management services, including a City business license.

Contractor is required to maintain a business license and pay business licenses taxes in accordance with local law.

13. Provide all services in a manner commensurate with the highest professional standards by qualified and experienced personnel. All services shall be provided directly by the Contractor, and no subcontract may be entered into without the prior written approval from the City.

14. Adjust operations as necessary to accommodate lot additions, construction, earthquake retrofitting, improvements, and installation of new revenue equipment, hardware or software, modifications of entrance/exit locations, addition of or changes to landscaped areas, or any other change the City may make at its sole discretion.

15. Comply with all federal, state and local legislation prohibiting discrimination against any person because of their race, color, religion, sex, gender, gender identity, marital status, sexual orientation, disability, military or veteran status, age, national origin, or ancestry.

16. Operator shall enter into an Agreement with the City and shall be required to commence operation of the parking facilities in accordance with the start-up date stipulated in the Agreement.

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Packet Pg. 635 Attachment: SP Plus Original Contract (7191 : Parking Contract Extensions (SP Plus, Skidata, and Windcave)) 13 17. Provide validations to the City as requested within 48 hours.

18. Maintain and manage a waiting list for monthly keycards.

19. Provide the City with a robust web-based reporting platform enabling the City to generate reports and view data as to occupancy, revenues, expenditures, tickets, et al. This system should integrate with Data Park, T2/Digital Payment Machines, and IPS.

REVENUE CONTROL
Control of Parking Cash Receipts
The Contractor shall design, implement, and maintain a system of internal controls to account for parking facility and office receipts. Tickets must be printed to the City’s specifications. The system shall, at a minimum, include the following at each parking facility:

1. Use of sequentially numbered, time-stamped tickets for all attendant parking, and the use of pay machines, parking revenue control system, and point of sales system according the City’s specifications.

2. A secure system for collecting and moving cash from parking lots and structures to a cash-counting facility, including the use of armored transport to the deposit location designated by the City. Pursuant to item V5 of the General Services section above, the City must approve the armored transport company proposed by the Contractor.

3. Procedures that keep collected revenue separate from the various operations or parking facilities.

4. Procedures that ensure separation of duties, including separating cashiers and supervisors in City parking facilities from the Contractor office staff responsible for counting cash and reconciling cash receipts. Cashiers and supervisors will not pull reports or reconcile the cash, to ensure the required separation of duties. There will be a minimum of two (2) staff present at all times during counting and reconciling activities to ensure checks and balances and to minimize collusion. Contractor staff assigned to generate revenue reports must also be separated from staff responsible for cash counting and deposit preparation duties to avoid forced balancing.

5. Record issued ticket numbers, batch numbers, and total tickets sold at each City parking facility daily.

6. Cash out all pay machines and deposit revenues daily.

7. Log all of the above entries daily. Contractor must report all overages and shortages daily.

8. Maintain tickets in a manner consistent with industry standards, allow for independent audit verification of reports of gross receipts, and approved by the City.

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Packet Pg. 636 Attachment: SP Plus Original Contract (7191 : Parking Contract Extensions (SP Plus, Skidata, and Windcave)) 14 The Contractor shall provide the City with a monthly report on the purchase and disposition of all parking tickets and permits. Reports shall indicate serial numbers of tickets assigned and sold at each parking facility. The City must be granted access and will periodically audit inventory of used, unused, and retained tickets, transactions, receipts, and records.

Credit Card Transactions
To facilitate payment of parking fees by credit card, the City has installed credit card equipment and software at certain parking facilities. Contractor agrees to cooperate with the City, including the City’s designated third party vendors, to facilitate the payment of parking fees through credit cards. Contractor will report the need for any service request immediately (within 4 hours) to the City and to the City’s third party vendors, DataPark, Inc. and T2 Systems. From time to time, the City may provide additional direction to the Contractor in writing regarding services required to facilitate payment of parking fees by credit cards.

Deposit of Cash Receipts/Revenues
The City has the right to install, monitor, and service recording devices including, but not limited to video, audio, and digital equipment at all locations where cash receipts/revenue are handled. Security equipment may also be located in areas where Contractor staff who do not handle cash are working. The Contractor shall follow procedures consistent with industry standards and approved by the City Treasury Section for the depositing of daily cash receipts.

While the funds collected are the property of the City, the Contractor is responsible for the funds until they are deposited into the City’s bank account.

Daily submission of Parking Access and Revenue Control System (PARCS) equipmentgenerated reports, daily cash receipts, copies of deposit slips, and equipment-generated summary of credit card sales must be submitted to Parking Operations no later than 48 hours after collection of revenue. PARCS reports and revenue summary reports must not be pulled or prepared until after the daily deposit has been transported to the bank to minimize possibility of forced balancing.

MAINTENANCE SERVICES FOR PARKING FACILITIES
Contractor shall serve as the City’s parking facilities manager. Included in these duties will be the requirement to maintain an inventory of all equipment and associated maintenance schedule. Contractor shall be responsible for preparing and submitting to the City routine checklists to document the performance of maintenance on a monthly, quarterly, and annual basis as established by City.

Contractor shall perform the following services, in accordance with all applicable City regulations, policies, and guidelines:

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Packet Pg. 637 Attachment: SP Plus Original Contract (7191 : Parking Contract Extensions (SP Plus, Skidata, and Windcave)) 15 Sweep Parking Lot and Structure Surfaces
Sweeping of assigned parking lots and structures shall be done by hand with a broom a minimum of once per day, and more often if deemed necessary by the City, to maintain the highest level of cleanliness. Sweeping shall include sidewalks and entrances directly abutting the parking lot or structure.

Sweep all high-traffic areas of beach lots a minimum of once per day, and as much as necessary, to keep areas free of litter and debris. Coordinate sweeping schedule with the City’s Resource Recovery and Recycling Division which will machine-sweep accessible portions of the beach lots. Sweep sand and debris out of areas inaccessible to the sweeper machines into the sweeper machine-accessible areas. This includes, but is not limited to, the areas in, around, and adjacent to the kiosks, wheel stops, landscaped islands, entry gates, parking lot corners, and parking lot perimeters.

Trash Removal
Retrieve and remove litter and debris from lots and structures, landscaped islands, planter beds or boxes, as well as the hillsides on the eastern side of the 2030 Ocean Avenue parking lot.

Clean Signage
Wash all structure, lot signs, and awnings a minimum of once a week, up to once daily, as needed.

Clean Booths & Control Equipment
Clean windows, doors, walls, and work surfaces of the cashier booths a minimum of once per week, up to once daily, as needed. Clean the parking control equipment housings as needed.

Graffiti Removal
Report all graffiti to Parking Operations immediately, complete documentation requirements, notify the Police Department, and proceed in accordance with established procedures, including abatement.

Clean Contractor Offices
Vacuum floor, dust, empty trash receptacles, and perform other cleaning a minimum of once a week, up to once daily, as needed to keep offices clean and presentable to the public.

Landscape Maintenance
Remove weeds from all paved surfaces and planted areas in the beach lots and structures.

Tree trimming will be conducted by the City.

Pay-by-Space, Pay-and-Display, and Pay-on-Foot Machines Clean, service, and perform routine maintenance and minor repair of Beach, Main Street, Mid-City, and Downtown lot pay machines a minimum of once per week, up to once daily, as needed. Cash out all pay machines daily and deposit revenues daily.

Inventory
Inventory signage, bollards, trash receptacles, etc. to ensure that all items are in the correct place and replace if missing.

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Packet Pg. 638 Attachment: SP Plus Original Contract (7191 : Parking Contract Extensions (SP Plus, Skidata, and Windcave)) 16 Light Carpentry and Touchup Painting
Perform minor repairs to the parking facilities, including touch up painting of small areas of structures and booths, repair or replacement of small fixtures such as cover plates, carpeting, stair treads, etc.

ENGINEERING SERVICES
Equipment Rooms
Ensure all equipment rooms and room keys are maintained, including in accordance with state and local law if applicable.

Lighting Maintenance
Provide daily lighting inspections, replace as needed, and provide a weekly report of all burned-out or damaged lights and fixtures.

Emergency Maintenance
Test and maintain the fire extinguishers monthly to ensure that they are in working condition in accordance with established standards and law. Repair or replace equipment as necessary. Remove trash from top and inside of extinguisher box.

Ensure that fire sprinkler systems and stand pipes are tested and serviced in accordance with established standards and law. Work with the Fire Department during routine inspections. The Contractor will repair or replace equipment as necessary to ensure that equipment is in working condition. Ensure equipment room keys are maintained in accordance with state and local law.

Test and repair fire alarm and fire sprinklers as follows:

1. All work shall be performed in accordance with the standards listed in the (California Code of Regulations, Title 19) & (NFPA 13, 25, & 72) or per the City of Santa Monica Fire Department’s Fire Marshal. Water based fire protection systems shall be inspected, tested and maintained in accordance with the frequencies required by the NFPA.

Contractor shall provide the best testing, inspections and repair maintenance services and practices per the manufacturer’s specifications to fire sprinkler systems, fire alarm systems plus associated equipment. If work performed is rejected by the City’s facilities maintenance or designated City representative(s), contractor shall remedy the situation as soon as possible at no additional cost to the City.

2. Contractor shall assist the fire alarm central station monitoring vendor (name to be provided by the City) with access to (fire alarm control panels – programing information).

3. Availability / Response Time: Contractor(s) must have personnel with the ability to respond to emergency repair requests on a 24hr/7days a week basis. Contractor(s) must be able to be on-site at Santa Monica location(s) within four (4) hours of notification by City staff. Some testing, repairs, and installations work may also be scheduled on weekends or after-hours to accommodate the operations at various City facilities.

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Packet Pg. 639 Attachment: SP Plus Original Contract (7191 : Parking Contract Extensions (SP Plus, Skidata, and Windcave)) 17 4. Additional Fire Prevention Services Repairs Testing & Inspections to Include (5yr.

Tests): Shall be quoted on an individual as needed basis. No work shall be performed by the contractor without prior approval from the City’s representative(s). The City reserves the right to accept or deny any services quoted by the contractor. The City reserves the right to use other vendors for services beyond the scope of the work contained in this bid packet.

5. Reporting: Contractor(s) shall submit signed and dated written service and repair performed for each fire prevention piece of equipment specified in this bid to the City.

Contractor(s) shall maintain maintenance logs & inspection reports at the contractor’s office. Contractor shall provide a written report for all service calls detailing any work performed and/or recommendations for further repairs/modifications & a copy of the service report will be submitted with invoices.

6. Safety Requirements / Materials Disposal: Contractor shall perform all work to meet or exceed all accepted standards for safe hazardous material handling. Contractor shall remove any trash or waste materials / liquids generated by service(s) and or repairs.

The City reserves the right to issue restraint or cease orders to the contractor if unsafe or harmful acts are observed or reported.

7. Test and maintain emergency lights and exit signs monthly to ensure that they are functioning properly. Repair or replace equipment as needed.

8. Test and maintain alarm systems to ensure that they are in working condition. Respond to alarms that may be sounded in accordance with established procedures.

9. Test and maintain emergency backup generators and systems to ensure that they are functioning properly. Repair as needed.

Test and repair emergency generators as follows:

1. All work shall be performed in accordance with the standards and frequencies required through maintenance testing, inspections, repair maintenance services, and practices per the manufacturer’s specifications. If work performed does not meet the standards set forth by Facilities Maintenance, the contractor shall remedy the situation as soon as possible at no additional cost.

2. Contractor shall submit signed and dated written service and repair reports performed for each site and equipment covered under the scope of this bid. Contractor shall maintain maintenance logs and inspection reports on-site and at the Contractor’s office.

Contractor shall maintain all permits current & comply with all AQMD South Coast Air Quality Management District notices to comply. During the term of the agreement, the Contractor shall maintain callback and repair data, a record all routine maintenance, programmed run-times, and power outages in the units log per AQMD Guidelines.

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Packet Pg. 640 Attachment: SP Plus Original Contract (7191 : Parking Contract Extensions (SP Plus, Skidata, and Windcave)) 18 Elevator Maintenance
Maintain the elevators in parking structures to ensure their safe and proper operation, including sump pumps. Perform all minor repairs and scheduled maintenance to elevators in every parking structure managed. Retain repair person available on-call to make any necessary emergency repairs, 24 hours a day. Pay any expenses for regular maintenance repairs needed to pass the inspection and keep the elevators operating. Post signs on all levels indicating alternative elevator locations when an elevator malfunctions. Oversee warranties on any new elevators and ensure compliance with warranty requirements.

Present Contractor’s recommendations for, and obtain City approval of, any major rehabilitation or refurbishment of elevators prior to commencement of work.

Act on behalf of the City to work with the State of California Department of Industrial Relations, Division of Occupational Safety and Health (CAL-OSHA), Elevator, Ride and Tramway Unit to obtain all permits required for the operation of these elevators. Display copies of such permits in appropriate elevators and maintain a copy in the Contractor’s office. Deliver original permit(s) to City of Santa Monica Parking Operations. Maintenance schedules to be agreed to by City and Contractor.

The City requires licensed contractors (“contractor”) who can program, troubleshoot, test and repair the elevators/conveyance equipment listed in this bid. However, the city reserves the right to determine/select vendor(s) with the best qualification and experience to service, test, inspect, troubleshoot, and repair the equipment.

Contractor shall provide periodic/systemic maintenance services to elevators or wheelchair lifts / conveyance equipment, emergency call out services and 24 hour year round dispatching services at City of Santa Monica facilities as directed by the City’s facilities maintenance division, or designated City representative(s).

Contractor must have the ability to respond to emergency repair requests on a 24/7 basis.

Contractor shall provide 24 hour, year round dispatching service for all elevator or wheelchair lift / conveyance equipment phone units listed in this bid at no additional charge per the monthly rate submitted on the pricing sheet. In the event an emergency elevator malfunction occurs between regular hours and after hours contractor shall provide a technician/mechanic to perform emergency callback service within one (1) hour of emergency notification. Emergency call back during non-regular business hours or after hours shall be billed per the pricing sheet. Contractor shall resolve call-out service issues / problems within 48 hour time frame to the satisfaction of the City’s representative.

Contractor shall submit signed and dated written service and repair performed for each elevator / conveyance equipment specified in this bid. Contractor shall maintain maintenance logs & inspection reports on-site and at the contractor’s office during the term of the agreement.

Contractor shall perform all work to meet or exceed all accepted standards for safe hazardous material handling. Contractor shall remove any trash or waste materials / liquids generated by service(s) and or repairs. The contractor shall maintain all work sites free of hazards to persons and/or property resulting from their operations. Contractor will secure the

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Packet Pg. 641 Attachment: SP Plus Original Contract (7191 : Parking Contract Extensions (SP Plus, Skidata, and Windcave)) 19 area and remedy any hazardous, unsafe, sub-standard, or non-working condition immediately upon discovery and report the situation immediately to the appropriate City representative(s). This will include any damages by accident, vandalism, theft or acts of god.

The facilities maintenance manager or his/her designee reserves the right to issue restraint or cease orders to the contractor if unsafe or harmful acts are observed or reported.

Parking Equipment Maintenance
Provide service by a reputable technician familiar with City’s parking control and communications hardware. Repair or replace equipment as needed. Work closely with the City’s Information Systems Department to ensure system communications uptime. Clean, service, and perform routine maintenance and minor repair of pay machines as needed.

Cash out all pay machines daily and deposit revenues. The City currently has Service Maintenance Provider Contracts with two third-party parking equipment vendors. Upon execution of the Agreement these vendors will become the Contractor’s subcontractors. As appropriate, service contracts with equipment vendors may be assigned to the Contractor with the Contractor serving as the primary contact for the vendor.

Air Conditioning Maintenance
Repair and maintain air conditioning equipment in the Contractor offices and cashier booths.

Other Information
Information presented in this proposal is for general informational purposes only. Proposers are encouraged to inspect and investigate the parking facility premises and environs.

PARKING OPERATIONS
The Contractor shall incorporate the following requirements into the parking operation:

Quality Control
The Contractor shall establish and maintain a system of quality control to ensure that contract requirements are met. The system should include, but not be limited to, the following:

1. Design, implement, and maintain a Customer Service and Community Relations Program that shall ensure all members of the public are treated with courtesy, that all complaints are handled and resolved quickly and effectively, and that the public is informed of parking policies and procedures.

2. Maintain all work sites free and clear of all hazards resulting from its operations to persons and property. Inspect each City parking facility during hours of operation for hazards, maintenance needs, and threats to employee or public safety. Inspections must be conducted against an approved inspection form with items to be reviewed and on an approved schedule. Maintain inspection logs including findings and dispensations, and make log available for City review. The inspection shall include, but not be limited to, the interior of all elevators, restrooms, trash areas, walkways, and stairways. Contractor shall immediately report any suspicious activity, including the presence of suspected gang graffiti, any hazardous conditions, or any threat to public safety to the Santa Monica Police Department and City of Santa Monica Parking

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Packet Pg. 642 Attachment: SP Plus Original Contract (7191 : Parking Contract Extensions (SP Plus, Skidata, and Windcave)) 20 Operations Division. Contractor shall notify Parking Operations if areas not under Contractor’s contractual jurisdiction are in need of maintenance or repair or may create a public safety concern.

3. Write inspection procedures that cover all services. Include the method(s) for identifying and preventing deficiencies in the quality of services performed. Also, detail activities that will be inspected, including if inspection will occur on a scheduled or unscheduled basis, frequency of inspections, name(s) and title/position of the individual(s) performing the inspection, and name(s) and title/position of individual(s) inspected. Maintain a file for all inspections conducted by the Contractor, including the necessary corrective action taken. Make inspection documentation available to the City upon request.

4. Utilize monthly “mystery shoppers” to evaluate the customer service provided. Provide copies of results to the City at the close of each month.

5. Operator shall oversee the operation of the Parking Access and Revenue Control System (“PARCS”) daily and also work closely with the City and their parking equipment service providers to ensure the PARCS is fully operational. Operator shall monitor the service and repair of the equipment, including recording the removal of equipment and/or parts and maintaining an adequate spare parts inventory.

Operator and its personnel shall be trained in the proper use of the PARCS and related software, and maintain the ability to generate comprehensive reports including the following, and any other reports requested by the City:
 Daily event log
 Shift reports
 POF reports
 Transaction reports
 Credit card reports
 Exception reports
 Validation reports
 Outstanding ticket reports
 Daily and monthly summary reports
 Activity and use report
City shall have access to the parking equipment at all times and will enter into a maintenance service agreement with Contractor for preventative maintenance and repairs.

Standard Operations and Procedures Manual
The Contractor shall prepare and maintain an up-to-date Operation and Procedures Manual that shall reflect the method of parking lot operations as proposed by the Contractor and approved by the City. At a minimum, the Manual shall include the following:

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Packet Pg. 643 Attachment: SP Plus Original Contract (7191 : Parking Contract Extensions (SP Plus, Skidata, and Windcave)) 21 1. General operating and management policies

2. Procedures for cash control, accounting and auditing

3. Personnel staff schedules and job descriptions

4. Personnel performance and quality assurance standards

5. Personnel training plan

6. Customer service standards and Quality Control Plan

7. Facility maintenance procedures and schedule

8. Equipment inventory, maintenance schedule, and replacement schedule

9. Inspection procedures and schedule

10. Contractor corporate office support staff and their duties

11. Company personnel policies, including Affirmative Action Plan

12. Procedures for exception tickets (lost ticket, promise-to-pay, refusal-to-pay, etc.)

13. Emergency procedures (to include both natural and man-made events)

14. Ethical Standards

15. Alarm Procedures

16. Graffiti Abatement
Traffic Circulation
The Contractor shall provide sufficient staff to ensure a smooth flow of traffic entering and exiting the parking facilities, thereby avoiding traffic buildups within parking lots and structures and on contiguous public streets. Within any parking lot or structure, there should be no waiting time to exit in excess of fifteen (15) minutes. Contractor shall ensure the provision and maintenance of adequate permanent signage to facilitate safe and smooth traffic flow. Additional staff may be needed during special event performances and peak traffic periods which occur during holidays and weekends caused by the public patronizing movies, restaurants, and shops. Additional staff may also be needed at the pier and the beach parking lots during summer peak periods, on holidays and weekends, during large special events. The City may request, at its sole discretion, the deployment of additional staff resources to address peak traffic conditions. Contractor shall provide a flat labor per hour rate for budgetary purpose.

Special Event Services
Event producers and film companies use parking facilities, primarily the beach, Civic Center, and Pier lots, throughout the year. Contractor staff may assist with booking events or commercial uses, issuing use permits, and collecting fees. Contractor staff handles on-site set up including directing traffic, sectioning off reserved areas, and ensuring City procedures are followed and parking lot is used as spelled out in the booking documents. Contractor may also assist with event permit and special commercial use compliance monitoring, including coordinating with Community and Cultural Services Event Staff, City Code Enforcement staff, and Police and Fire Department staff.

Contractor is required to provide a web-based service for pre-sale event parking. City of Santa Monica has multiple large scale events each year, such as LA Marathon and Cirque Du Solei. City manages tens of thousands of vehicles parked during these events. Webbased pre-sale parking is a solution that the City currently uses to effectively allocate event transient parkers. Contractor must propose the transaction cost, including credit card processing costs, in its proposal. Solutions must include a barcoded or QR-coded printout

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Packet Pg. 644 Attachment: SP Plus Original Contract (7191 : Parking Contract Extensions (SP Plus, Skidata, and Windcave)) 22 with directions and/or map to the parking facilities. Contractor must provide samples and screen shots of the proposed solutions. Subcontractor services will be accepted.

OPTIONAL: The contractor may include in its proposal traffic circulation planning services and resources related to ensuring smooth flow of traffic as vehicles enter and exit the City seeking parking in relation to large events and on high volume Summer weekends. These services are proactive in nature to assist the City with routine planning and staffing for high volume parking days that compliment required services outlined in this RFP for special events and traffic circulation.

Standardized Apparel
The Contractor shall require every on-duty employee to wear a uniform or other standardized apparel and a visible photo identification badge furnished by the Contractor.

Well-maintained uniforms and photo identification badges must be approved by the City.

Uniform must not be covered by outer garments that are not part of the uniform and photo identification badge must be visible at all times (e.g., worn outside of approved uniform outerwear.) No pins or buttons shall be worn except those authorized by the Contractor and approved by the City. Contractor’s proposal should include a detailed description of the proposed uniform(s), identification badges, and pins.

Advertising
The Contractor may not place any advertising on parking lots or uniforms, except the firm’s own logos or symbols, which identify the firm under contract and its personnel as employees of the firm, all of which are subject to prior approval by the City. The City may also require messaging be placed on the back of all parking tickets and other public information, such as an anti-litter logo.

Safety
The Contractor shall:

1. Maintain the work sites free of hazards to persons and property resulting from its operations. Any hazardous conditions noted by the Contractor shall be immediately corrected. If the responsibility for causing correction does not fall to the Contractor pursuant to the Agreement, Contractor shall immediately report the condition to the City’s Parking Operations.

2. Furnish and maintain fire extinguishers, flares, flashlights (baton and regular), and flashlight batteries for each of the parking facilities. Provide enough flashlights for each employee to use during power outages and other emergencies. To ensure against theft, such articles should not be stored in kiosks when closed. Procedures informing employees whom to contact and what to do in the event of emergency shall be posted in each cashier booth located at all City parking facilities and Contractor offices.

3. Perform all work in such a manner as to provide safety to the public and to meet or exceed the safety standards outlined by CAL-OSHA. If unsafe or harmful acts by Contractor staff or sub-contractor, dangerous or hazardous conditions at City parking facilities, or any event which could adversely affect public safety are observed or reported to the City, the City reserves the right to issue orders of restraint or cease-and4.C.f Packet Pg. 645 Attachment: SP Plus Original Contract (7191 : Parking Contract Extensions (SP Plus, Skidata, and Windcave)) 23 desist to the Contractor, or terminate the contract with 24 hours’ notice under this provision.

Incidence Reports and Procedures
The Contractor shall implement procedures to handle all incidences, accidents or events possibly giving rise to a claim for liability, thefts, vandalism, property damage, and customer complaints, which includes, at a minimum, the following:

1. Inspect City parking facilities daily. Report items of disrepair and the corrective action taken by Contractor to the City.

2. Complete incidence reports detailing theft, property damage, bodily injury, and vandalism, etc. at City parking facilities. Transmit the reports to the Santa Monica Police Department and Parking Operations Division.

3. Resolve complaints to the City’s satisfaction within 24 hours, or provide to the City within 24 hours a proposed timeframe and method of resolution. The City shall resolve complaints received about City policy and City-maintained or -repaired facilities.

4. Maintain a written log of all complaints, written or oral, received directly from the public or forwarded to the Contractor by the City. Include complaints about employee appearance, attitude, services; quality or lack of facility maintenance; charging or amounts of fees; safety concerns; and any other issues concerning the day-to-day operation of the City parking facilities. The log shall contain the date and time of receipt of complaint, nature of the complaint, date and time of Contractor action or reason for Contractor non-action and staff name and title of Contractor staff who handled the complaint. Submit a copy of the complaint and its resolution Parking Operations no later than ten (10) days from Contractor’s receipt of complaint. Forward an updated copy of the complaint log to the Parking Operations Division every month.

5. Maintain Contractor office telephone landline staffed 24 hours a day. List the landline number in local telephone directories under the name by which the Contractor is commonly known. Staff the landline at all times with responsible person(s) empowered to take any action necessary to satisfy any inquiry or complaint from the public or the City. Post the landline telephone number at all City parking facilities, specifically at all entrances, exits, cashier booths, inside elevators, outside elevator doors on every floor, and in stairwells on every floor and landing. Provide preprinted materials with Contractor’s name and landline telephone number at cashier booths and Contractor offices to the public, upon request.

Bicycle Valet Services
Bicycle valet services operate on the same principle as a vehicle valet operation. The City requires producers of large events to provide bicycle valet services to encourage the environmentally-preferable use of bicycles over vehicles. Contractor must provide staff to set up, break down, and store bicycle valet station(s), to receive, park, secure, and retrieve bicycles. Current need for bicycle valet services include (but may be expanded to include more in the future): the Main Street Farmers Market, three to five (3-5) attendants, Sundays from 9 AM to 3 PM, year-round; Twilight Concert Series, held at the Santa Monica Pier, six

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Packet Pg. 646 Attachment: SP Plus Original Contract (7191 : Parking Contract Extensions (SP Plus, Skidata, and Windcave)) 24 to ten (6-10) attendants for ten (10) Thursdays from 5:00PM to 11:00PM, between July and mid-September; and from six to ten (6-10) miscellaneous events per year, with varying hours, requiring from six to ten (6-10) attendants.

The Contractor is required to provide labor for staffing bicycle valet services. The City prefers inclusion of all overhead costs, payroll and insurance to be budgeted as a flat labor per-hour rate.

Farmer’s Market Parking and Refund Booth Services
Virginia Avenue Park
Contractor is required to provide staff to assist with high volume traffic control needs at Virginia Avenue Park Farmers Market each Saturday from 7:00 AM to 2:30 PM. Duties include, but are not limited to, providing great customer service, directing cars into available parking spaces, storing and transporting traffic control supplies, and coordinating day-to-day projects with the Farmers Market Coordinator. Three (3) on-site employees and supervisory duties are required.

Refund booth
Contractor is required to provide staff to manage transient/validated transactions for Lot 5 South located at 2600 Barnard Way during Main Street Farmers Market hours, from 10:00 am to 2:00 pm on Sundays only. This individual is required to handle cash/revenue transactions associated with the Main Street Farmers Market operations.

Customer Service
Contractor personnel are responsible for providing the best customer service to the patrons of the City parking facilities.

Develop ongoing customer service training program with auditable standards and submit to City for approval. Implement the approved plan, training, monitoring, documenting, and correcting of employee customer service skills when needed. Staff of the Annenberg Community Beach House shall attend site-specific orientation and customer service training provided directly by the City approximately four (4) hours per year.

Each coordinator, attendant, cashier, supervisor, office staff, manager and maintenance personnel provide certain levels of customer service that intertwine in each transaction. The staffing plan proposal shall be arranged so that response time to any specific location is between 1 and 5 minutes. If the response time by an attendant or supervisor is longer than 5 minutes, the Manager on Duty must become involved in the situation to resolve any issues. Contractor must propose sufficient staffing levels to cover all operation needs and perform the best possible customer service.

Customer service and staffing levels will be measured by random audits performed by City staff on quarterly basis. During these audits, employees and Contractor will be rated based on items pertaining to their customer service training. Audits will be based on the quality of measured items, including but not limited to, response time, operational efficiency, uniforms, presentation, body language, and attitude.

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Packet Pg. 647 Attachment: SP Plus Original Contract (7191 : Parking Contract Extensions (SP Plus, Skidata, and Windcave)) 25 Staffing
The Contractor shall:

1. Employ and supervise the minimum number of personnel to manage, operate, and ensure customer service standards are met at all times in City parking facilities, and provide additional personnel to accommodate special events and peak periods.

Provide adequate staffing to meet the level of usage during peak periods and special events. Control labor costs, dissuade excessive overtime hours, and budget adequately for staffing.

2. Employ a Project Manager and one or more Assistant Managers to oversee the day-today operations of the parking lots and parking structures. Proposed candidates for these positions are subject to City review and approval. Supervisory responsibilities include, but are not limited to:
 Supervising the shift supervisors and any clerical employees  Maintaining a current employee schedule
 Performing personnel functions, such as hiring, training, terminations, and suspensions
 Reviewing and approving daily cash and ticket reports that are submitted to the City  Investigating and processing all customer complaints and accident reports as required by the City
 Performing inspections of City parking facilities and parking operations  Ensuring that all other services are provided as required by the Agreement The Manager shall be on-site during peak occupancy periods. Supervisory staff shall be available on-site twenty-four (24) hours a day, seven (7) days a week, 365 days a year.

3. Assign to the City a Corporate Representative of higher rank than Manager, responsible for:
 Representing the Contractor at all times in day-to-day parking operations at City parking facilities
 Liaison between the Contractor and the City
The Corporate Representative (or an approved alternate) must be always available by telephone during all hours of City parking facilities operation (seven days a week, every day of the year). If the Contractor or City deems it necessary to replace the Manager or the Corporate Representative, the City shall have the right to approve or reject the individual selected as the replacement.

4. Provide supervisors. Supervisor responsibilities will include, but are not limited to:
 Supervising cashiers or attendants
 Supervising traffic controllers and any on-site clerical employees

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Packet Pg. 648 Attachment: SP Plus Original Contract (7191 : Parking Contract Extensions (SP Plus, Skidata, and Windcave)) 26  Closing out all cashiers at the end of their shifts, and reconciling cash against the cashier’s shift report
 Issuing and documenting written and oral warnings to cashiers who fail to follow procedures
 Notifying the manager of any emergencies
 Keeping a daily log
 Filling out accident and customer complaint reports
 Noting any equipment failures and maintenance problems and reporting them to the Manager and/or Parking Operations Division
 Maintaining sufficient supplies, including tickets and receipts for cashiers to perform their duties
 Encouraging quality customer service skills by example

5. Provide attendants whose responsibilities will include, but are not limited to:
 Collecting parking charges from patrons
 Performing outstanding parking citation checks on permit applications, if necessary  Maintaining the parking kiosks, PARCS, pay machines and booths in a clean and orderly manner
 Responding courteously, appropriately, and professionally to patron requests, complaints, comments, and questions
 Notifying the supervisor of any unresolved complaints, problems, or equipment failure
 Filling out lost ticket forms for patrons who have misplaced their parking tickets  Obtaining patron’s signature on promise-to-pay forms
 Providing receipts as requested

6. Provide other on-site personnel whose responsibilities may include, but are not limited to:
 Providing office clerical support
 Collecting revenue from pay-by-space and pay-on-foot machines  Servicing parking access and revenue control equipment  Maintaining parking areas as specified
 Directing traffic to unoccupied parking spaces during peak occupancy periods  Placing traffic cones and barricades to facilitate traffic flow  Assisting with planning for high traffic events and weekends to ensure proper staffing  Monitoring of special events

7. Ensure that all Contractor personnel, staff, City-approved subcontractors, agents, or Corporate Representative (hereafter “Contractor personnel”) assigned by the Contractor to perform services in the City parking facilities are at all times under the management and control of the Contractor. The Contractor shall have the sole right to hire, suspend, discipline, or discharge Contractor personnel. If the City finds any Contractor personnel unsatisfactory, the City will provide written notice to the Contractor to remove or replace such Contractor personnel. The Contractor must transfer such

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Packet Pg. 649 Attachment: SP Plus Original Contract (7191 : Parking Contract Extensions (SP Plus, Skidata, and Windcave)) 27 Contractor personnel out of City parking facility operation within seven (7) calendar days of receipt of written notice from the City. Once such Contractor personnel have been transferred, they may not return to work at any City parking facility.

In the event of egregious unsatisfactory Contractor personnel conduct, including but not limited to: theft, including manipulation of records, equipment, or receipts; being under the influence of alcohol or illegal drugs while on duty; violence in the workplace including verbal, physical, sexual harassment, intimidation or abuse; vandalism or misuse of City property, including supplies, equipment, telecommunication devices, or City parking facilities; conducting personal business while on duty; or adverse customer service issues, the City will give Contractor written notice. The Contractor personnel involved shall be immediately transferred from the City parking facilities and parking operations. Contractor personnel found egregiously unsatisfactory may never return to work City parking facilities.

The City has the right, in its reasonable discretion, to require Contractor to remove unsatisfactory employee. However, in no event shall the City's demand for removal of employee from the City parking facilities be construed as a demand or suggestion by City that any such employee be discharged from Contractor's employment. Contractor shall comply with all labor and worker's compensation requirements. At Contractor’s cost, Contractor shall perform motor vehicle license checks on each employee and refrain from allowing anyone with an unacceptable record from working or being present at any of City's parking facilities. At Contractor’s cost, Contractor shall conduct background checks to determine if any prospective employee has any misdemeanors, felonies, or criminal convictions. Contractor shall not allow anyone who has had any such unacceptable convictions to work or be present at the City parking facilities.

8. Require all Contract personnel, including subcontractors, to comply with CAL-OSHA requirements and all other local, state and federal regulations. Ensure subcontractors obtain all pertinent and required permits to conduct work at City parking facilities.

Provide a written list of proposed subcontractors to the City for approval. The City will supply written approval or disapproval of subcontractor(s) to Contractor.

Subcontractors not approved by the City may not work at City parking facilities. The City recognizes that from time to time, the Contractor may desire to change subcontractors. Contractor must notify the City in writing of desired changes. The City will supply written approval or disapproval of changes to the approved subcontractor list.

9. Audit the performance of Contractor personnel, without personnel knowledge, at least twice each month. Include in the audit:
 Tracking and tracing tickets through the system to ensure that charges have been handled correctly and accurately
 Proper cash handling procedures
 Professional appearance and attitude
 Maintenance of the City’s high level of customer service standards

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Packet Pg. 650 Attachment: SP Plus Original Contract (7191 : Parking Contract Extensions (SP Plus, Skidata, and Windcave)) 28 10. Not discriminate against any employee or applicant for employment because of race, color, religion, sex, gender, gender identity, marital status, national origin, ancestry, sexual orientation, military or veteran status, age, or condition of physical or mental disability, in accordance with state and federal laws.

Transportation Allowance and Employee Parking
The contractor shall:

At their own expense, Operator may provide parking to employees who drive to work.

However, in order to disincentivize employees from driving to work, such parking will be offered to employees at a cost equal to or greater than the cost of a monthly regional transit pass. In lieu of utilizing a parking space purchased from Operator or otherwise obtained, all employees shall have the option to receive from the Operator a monthly Transportation Allowance equal to 100% of the value of a monthly regional transit pass (e.g. Metro EZ Pass or equivalent) if he or she utilizes non-single occupancy vehicle transportation for the journey to work and executes a contract agreeing that he or she will not drive to work more than 5 business days per month. The employee may choose to use the transportation allowance to cover expenses associated with non-single occupancy vehicle commuting including but not limited to transit passes; Bike Center memberships; vanpool, carpool and other shared ride expenses; and bike share and car share expenses. This condition will be incorporated into the Operator’s annual employer trip reduction plan.

Reports and Records
The Contractor shall:

1. Maintain complete and accurate records of sales, costs, expenses, receipts, occupancy and other such information required by the City. Report revenue from each City parking facility separately, and classify as permit sale type, transient parking fee, parking tax, or keycard purchase. Revenue must also be aggregated by facility group type, as well as in total.

2. Maintain adequate, sufficiently-detailed service and maintenance records to allow proper evaluation of services in a clearly identified, easily-located, and readilyaccessible location. Include:
 Schedules and logs of all maintenance, repair, and inspection activities conducted by Contractor personnel, including subcontractors
 Complaint log detailing complaint and resolution

3. Maintain accounting records of all income and expenses related to the management and operation of the City parking facilities pursuant to the minimum requirements established in the Performance Standards and generally accepted accounting principles.

4. Provide monthly variance reports for revenues and expenses based on approved budgets.

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Packet Pg. 651 Attachment: SP Plus Original Contract (7191 : Parking Contract Extensions (SP Plus, Skidata, and Windcave)) 29 5. Provide monthly payroll report (e.g., ADP report) as well as a labor analysis report including staff names and the number of hours worked at each location.

6. Provide free access to representatives of the City, or its designees, at any time to all such books and records. Allow the City immediate access to examine and audit same, and to make transcripts or copies thereof, as deemed necessary by the City or its designees, and to allow inspection of all work, data, documents, proceedings, and activities related to the Agreement with the City. The City has the right at any time, with no prior notice, to examine, copy, seize, or remove any records.

7. Keep such records, together with supporting documents, separate from other documents and records.

8. Submit operational performance reports required by the City on the approved schedule (e.g. occupancy, revenue, lost tickets, expenses, complaints, response times, etc). The City will approve the schedule of reports required by the Contractor at the start of the contract.

9. Submit required operations budget for the following fiscal year by December 1 of each year. The fiscal year budget is for the period starting July 1 and ending the following June 30. The budget shall contain all staffing costs, operational costs, amortized equipment and furniture costs, and management fees.

10. Provide the City with a monthly report on the purchase and disposition of all monthly permits sold. The report shall include a listing of monthly keycard/passes sold, revenues collected, refunds made, and a reconciliation of cards or passes activated and deactivated.

11. Maintain all necessary records, receipts, tickets, reports, etc. on-site or in a Cityapproved storage facility until a third-party auditor audits them. Records should be accessible and available for inspection by City Staff at any time. All documents and records identified above and any other information that demonstrates performance under this Agreement, for a minimum period of three (3) years after termination or expiration of the Agreement with the City, or for any longer period required by law, must be maintained by the Contractor.

Annual Audit
The Contractor shall allow the City to conduct an annual audit by a third party. At the conclusion of the audit, the City will schedule a meeting with the Contractor and the Auditor to discuss the report and findings. The Contractor will be responsible for implementing any necessary changes as a result of the audit. The Contractor will be responsible for any shortages or revenue losses found in the audit. The Contractor shall furnish all information and reports required by the City or its agent, and shall permit access to the books, records, and accounts of the Contractor during normal business hours by the City or its agent for the purpose of the audit.

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Packet Pg. 652 Attachment: SP Plus Original Contract (7191 : Parking Contract Extensions (SP Plus, Skidata, and Windcave)) 30 Performance Measurements
The Contractor shall allow the City to establish and publish an annual performance measurement report based on the requirements of this RFP and the terms of the agreement. The factors to be measured will be established prior to the implementation of such measurements and presented to the Contractor for input.

Records Retention and Inspection
The Contractor shall maintain all required records, receipts tickets, reports, etc. on-site until the third-party audit is completed. Records shall be accessible and available to City Staff at any time. All reports must be maintained for the contract period and made available to the City at the end of the contract period. After the third-party audit is completed the records may be kept off-site with written permission by the City. Electronic format is acceptable.

EQUIPMENT AND FACILITIES
The Contractor shall:

1. Furnish all supplies and materials to properly perform the services specified, except that equipment provided by the City at the time of contract execution.

2. Be allowed, if desired, the use of buildings and equipment found in the Contractor offices. Such buildings and equipment shall be returned to the City upon the termination or expiration of the Agreement and shall be in its original operable condition less normal wear and tear. An inventory of the buildings and equipment is provided upon request.

3. Submit detailed written requests to the City for reimbursement of improvements or supplements to existing City equipment and buildings prior to procurement or installation. If approved, costs will be reimbursed by the City. All such improvements or supplements become the property of the City immediately upon payment. In addition, upon expiration or termination of the Agreement, the City shall have the right to retain any equipment for which the Contractor paid, but was not reimbursed under the Agreement, upon payment by the City. Thirty (30) days minimum prior to the Agreement expiration, Contractor must submit written request and original proof of purchase and installation costs to the City. The amount the City will pay is the original costs minus depreciation figured from the date of purchase. On the date of payment by the City, the improvements become the property of the City. Should the City decline to retain such equipment or improvements, the Contractor shall, at the Contractor’s own cost and expense, remove all such equipment and improvements within ten (10) days after the date of termination or expiration of this Agreement.

4. Obtain written approval of the City (and any other required approval from local, state or federal agencies, including but not limited to, the California Coastal Commission) prior to any modification of City parking facility layout, structure or traffic routing. If modifications are made without prior City approval, immediately restore modifications to original conditions, at Contractor’s expense. Contractor’s failure to restore to City’s

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Packet Pg. 653 Attachment: SP Plus Original Contract (7191 : Parking Contract Extensions (SP Plus, Skidata, and Windcave)) 31 satisfaction, the original condition shall result the City reconstructing the modifications at the Contractor’s expense.

5. Provide communications equipment to employees to enable managers, assistant managers, supervisors, and cashiers to communicate with each other at all times.

Costs of communication devices and telecommunication services used for business purposes, including office telephone and fax landlines located in offices and cashier booths, cell phones, pagers, and radios must be included in the cost proposal. The Contractor is financially responsible for costs incurred by personal use of calls made from business communication devices by Contractor personnel, including subcontractors.

6. Provide vehicle(s) for business-related use in the operation of City parking facilities.

The cost associated with the vehicle(s) is a reimbursable expense by the City.

7. During the operation of City parking facilities, not interfere in any way with the public’s general or specific use of the beaches or pier, nor interfere with use of, nor block access to or by emergency services, lifeguard, police, or fire vehicles at any City parking facility. City parking facility entrances and exits shall be operated to prevent any obstacles that block public roadways or cause traffic disruptions.

8. Reimburse the City at Contractor expense for any equipment that is damaged by Contractor personnel, including subcontractors, through negligence, theft, misuse, or vandalism.

Signage
The Contractor shall:

1. Ensure that adequate signage is posted for all facilities. Contractor is responsible for routinely inspecting all facilities and providing allowances in the budgets proposed for installation of required signs.

2. Post signs at each parking lot, stating parking fee per vehicle. The size, color, and format of signs used on City parking lots and structures shall be approved by the City prior to installation and shall be designed using the City’s graphic identity. Signs shall be kept in clear view of vehicles entering the facilities, clear of debris, and free of graffiti. If signs are vandalized, broken, or stolen, the Contractor shall notify the City in writing within twenty-four (24) hours of event. Submit a weekly graffiti report to the City.

3. Allow the City to post any signs it wishes in and around the City parking facilities and Contractor offices.

4. Ensure that adequate signage and traffic control is provided in each lot and structure to facilitate safe and orderly flow of traffic and pedestrians.

5. Post signs to inform patrons of any temporary closure of stairs or elevators due to inoperable or impassable conditions, repair, maintenance, or for any other reason.

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Packet Pg. 654 Attachment: SP Plus Original Contract (7191 : Parking Contract Extensions (SP Plus, Skidata, and Windcave)) 32 Such signage shall refer patrons to the nearest alternate facilities that are open, including alternatives available to disabled persons, and list the Contractor landline telephone number.

6. Have the right to install and display signs bearing its name and logo in or about the parking facility subject to approval of the City. City approval shall not be unreasonably withheld.

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Packet Pg. 655 Attachment: SP Plus Original Contract (7191 : Parking Contract Extensions (SP Plus, Skidata, and Windcave)) 33 II. CONDITIONS GOVERNING THE PROCUREMENT
A. GENERAL REQUIREMENTS
This procurement will be conducted in accordance with the City of Santa Monica procurement codes and procedures.

1. Receiving Time / Late Proposals
It is the responsibility of proposer to see that their proposal is submitted with sufficient time to be received by the City prior to the proposal closing time. The receiving time in the City Office will be the governing time for acceptability of proposals.

Late proposals are not accepted regardless of postmark and will be returned unopened to the sender.

2. Acceptance of Conditions Governing this RFP
Submission of a proposal constitutes acceptance of the Evaluation Factors contained in this RFP.

3. Incurring Cost
Any cost incurred by the proposer in preparation, transmittal, presentation of any proposal or material submitted in response to this RFP shall be borne solely by the proposer. Any cost incurred by the proposer for set up and demonstration or for interviews shall be borne solely by the proposer.

4. Prime Consultant Responsibility
Any agreement that may result from the RFP shall specify that the prime consultant is solely responsible for fulfillment of the agreement with the City. The City will make agreement payments only to the prime consultant.

5. Sub-consultants
Use of sub-consultants must be clearly explained in the proposal, and major subconsultants must be identified by name. Prime consultants shall be wholly responsible for the entire performance whether or not sub-consultants are used.

6. Amended Proposals
A proposer may submit an amended proposal before the deadline for receipt of proposals. Such amended proposals must be complete replacements for a previously submitted proposal and must be clearly identified as such in the transmittal letter. City personnel will not merge, collate, or assemble proposal materials.

7. Proposer’s Rights to Withdraw Proposal
Proposers will be allowed to withdraw their proposals at any time prior to the deadline for receipt of proposals. The proposer must submit a written withdrawal request signed by the proposer’s duly authorized representative addressed to the City Contact.

8. Proposal Offer Firm
Responses to this RFP, including proposal prices, will be considered firm for ninety (90) days after the due date for receipt of proposals or sixty (60) days after receipt of a best and final offer, if one is requested.

9. Best and Final Offer
The City reserves the right to request Best and Final Offers from any or all proposers.

This will be the only opportunity to amend or modify proposals based on feedback from

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Packet Pg. 656 Attachment: SP Plus Original Contract (7191 : Parking Contract Extensions (SP Plus, Skidata, and Windcave)) 34 the City. Information from competing proposals will not be disclosed to other proposers prior to submission of a Best and Final Offer.

10. Living Wage Requirement
Any agreement issued as a result of this Request for Proposal may be subject to the City’s Living Wage Ordinance, Santa Monica Municipal Code Chapter 4.65 (LWO), and its implementing regulations.

11. Disclosure of Proposal Contents
All proposals are subject to the provisions of the California Public Records Act, California Government Code section 6250 et seq., and any information submitted with a response is a public record subject to disclosure, unless a specific exemption applies.

12. No Obligation
This RFP in no manner obligates the City to the eventual rental, lease, purchase, etc., of any goods or services offered until a valid written agreement is executed by the City and the selected proposer.

13. Termination
This RFP may be canceled at any time and any and all proposals may be rejected in whole or in part when the City determines such action to be in the best interest of the City of Santa Monica.

14. Sufficient Appropriation
Any agreement awarded for multiple years as a result of this RFP may be terminated if sufficient appropriations or authorizations do not exist. Such termination will be effected by sending written notice to the selected proposer. The City’s decision as to whether sufficient appropriations and authorizations are available will be accepted by the selected proposer as final.

15. Errors and Restrictive Specifications
If a proposer discovers any ambiguity, conflict, discrepancy, omission, or other error in the RFP, the proposer should immediately notify the City Contact designated in Section I, B. Without disclosing the source of the request, the City may issue a written addendum to clarify the ambiguity, or to correct the problem, omission, or other error.

If prior to the submission date, a proposer knows of or should have known of an error in the RFP but fails to notify the City Contact of the error, the proposer shall submit their proposal at his, her or its own risk, and, if awarded an agreement, shall not be entitled to additional compensation or time by reason of error or its later correction.

16. Legal Review
The City requires that all proposers agree to be bound by the General Requirements contained in this RFP.

17. Governing Law
This RFP, and any agreement entered into pursuant to this RFP, are governed by the laws of the State of California.

18. Oral Changes and Basis for Proposal
Proposers may not rely upon oral explanations. All changes and addenda will be issued in writing. Only information supplied by the City in writing through the City’s Contact, or in this RFP should be used as the basis for the preparation of proposals.

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Packet Pg. 657 Attachment: SP Plus Original Contract (7191 : Parking Contract Extensions (SP Plus, Skidata, and Windcave)) 35 19. Agreement Terms and Conditions
The agreement between the City and the selected proposer(s) will follow the format specified by the City and contain the terms and conditions set forth in Exhibit A, Parking Contractual Services Agreement. However, the City reserves the right to negotiate with a successful proposer the final provisions or provisions in addition to those contained in this RFP. The contents of this RFP, as revised and/or supplemented, and the successful proposal will be incorporated into and become part of the agreement.

Should a proposer object to any of the City’s terms and conditions, as contained in this Section or in Exhibit A, that proposer must propose specific alternative language in his, her, or its proposal. Proposer must provide a brief discussion of the purpose and impact, if any, of each proposed changed followed by the specific proposed alternate wording. The City may or may not accept the alternative language. General references to the proposer’s terms and conditions or attempts at complete substitutions are not acceptable to the City and may result in disqualification of the proposer.

20. Proposer’s Terms and Conditions
Proposers must submit with the proposal a complete set of any additional terms and conditions that they expect to have included in an agreement negotiated with the City.

21. Proposer Qualifications
The City may make such investigations as necessary to determine the ability of the proposer to adhere to the requirements specified within this RFP.

22. Right to Waive Minor Irregularities
The City reserves the right to waive minor irregularities and the right to waive mandatory requirements, provided that all of the otherwise responsive proposals fail to meet the same mandatory requirements and/or doing so does not otherwise materially affect the procurement. This right is at the sole discretion of the City.

23. Change in Agreement or Representatives
The City reserves the right to require a change in the selected proposer or representatives if the assigned representatives are not, in the opinion of the City, meeting its needs adequately.

24. City Rights
The City reserves the right to award the proposal to separate proposers on any of the services as set forth in the proposer’s proposal. It is further understood that if the proposer to whom any recommended award is made fails to enter into an agreement with the City, award may be made to the next best qualified person or firm, who shall be bound to perform as if she, he or it received the award in the first instance.

25. Right to Publish
Throughout the duration of this procurement process and agreement term, potential proposers, and proposers, must secure from the City written approval prior to the release of any information that pertains to the potential work or activities covered by this procurement or the subsequent agreement. Failure to adhere to this requirement may result in disqualification of the proposer or termination of the agreement.

26. Ownership of Proposals
All documents submitted in response to the RFP shall be become the property of the City of Santa Monica and are subject to the provisions of the California Public Records Act, as described in Section II. A. 11. herein.

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Packet Pg. 658 Attachment: SP Plus Original Contract (7191 : Parking Contract Extensions (SP Plus, Skidata, and Windcave)) 36 27. Agreement Award
Proposal will be evaluated by a committee comprised of City staff and may include outside consultants (the “Evaluation Committee”). The Evaluation Committee will make an award recommendation to City staff. City Council may give approval of the agreement and/or direct staff to negotiate the final terms and execute the agreement.

This agreement shall be awarded to the proposer or proposers whose proposal is best qualified, taking into consideration the evaluation factors set forth in the RFP. The most qualified proposal may or may not have received the most points or be the lowest cost proposal. Proposers will be notified when the award is being made or an award recommendation goes to the City Council for approval.

28. Protest Deadline
All parties wishing to file a protest shall comply with the procedures found in Section

2.24.105 of the Santa Monica Municipal Code. Proposer may file a written protest with the Purchasing Agent at [email protected] no more than seven calendar days following the posting of award recommendation on the City’s online vendor portal website.

Protests received after the deadline will not be accepted.

29. Records and Audits
The Consultant shall maintain such detailed records as may be necessary to demonstrate its performance of the duties required by this Agreement, including the date, time and nature of services rendered. These records shall be maintained for a period of three years from the date of the final payment under this Agreement and shall be subject to inspection by City, but in all cases a full fiscal year must be maintained.

The City shall have the right to audit any billings or examine any records maintained pursuant to this Agreement both before and after payment. Payment under this Agreement shall not foreclose the right of City to recover excessive and/or illegal payments.

30. Enforcement of Agreement/Waiver
A party's failure to require strict performance of any provision of this Agreement shall not waive or diminish that party's right thereafter to demand strict compliance with that or any other provision. No waiver by a party of any of its rights under this Agreement shall be effective unless expressed in writing and signed by the party alleged to have granted the waiver. A waiver by a party of any of its rights shall not be effective to waive any other rights.

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Packet Pg. 659 Attachment: SP Plus Original Contract (7191 : Parking Contract Extensions (SP Plus, Skidata, and Windcave)) 37 III. SUBMISSION FORMAT AND ORGANIZATION
A. RECYCLING / SUSTAINABILITY BID SUBMISSION GUIDELINES When submitting documents to the City, prospective proposers are required to comply with the following guidelines: All submittals and copies shall be printed on 100% postconsumer waste recycled content or tree free paper.  The minimum requirements for recycled content are as follows:
 20 lb. paper – 100% post-consumer recycled content.
 Color bond paper; cover stock – minimum 30% post-consumer recycled content.  Glossy paper – minimum 15% post-consumer recycled content.  All copies shall be double sided.
 The use of binders, plastic covers or dividers should be avoided.

These guidelines were developed as part of Santa Monica’s Sustainable City Program to promote waste reduction and resource conservation within the community. Thank you for your cooperation.

B. NUMBER OF RESPONSES
Proposers may submit multiple proposals, if desired. The City is not recommending or suggesting that proposers submit multiple proposals. The City is merely stating an available option. If a proposer chooses to submit multiple proposals, each must be entirely separate from the others. The Evaluation Committee will not collate, merge, or otherwise manipulate the proposer’s proposals.

C. NUMBER OF COPIES
Proposers shall provide ten (10) identical copies of their proposal to the location specified in Section I. B on or before the closing date and time for receipt of proposals.

D. PROPOSAL FORMAT

1. Letter of Transmittal
a. Identify the submitting organization;
b. Identify the name, title, telephone and fax numbers, and e-mail address of the person authorized by the organization to contractually obligate the organization; c. Identify the name, title, telephone and fax numbers, and e-mail address of the person authorized to negotiate the contract on behalf of the organization; d. Identify the names, titles, telephone and fax numbers, and e-mail addresses of persons to be contacted for clarification;
e. Be signed by the person authorized to contractually obligate the organization; f. Acknowledge receipt of any and all amendments to this RFP.

2. Qualifications
Provide a brief summary of your firm’s history, its capabilities, and its recent relevant experience (last five years). Also, describe your demonstrated experience with similar projects and qualification including professional licenses and certifications.

3. Key Personnel
Describe the project team composition and include resumes of key personnel. Proposed members should be available for ninety (90) days from the proposal due date. The City must be promptly notified of any changes in key personnel prior to award.

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Packet Pg. 660 Attachment: SP Plus Original Contract (7191 : Parking Contract Extensions (SP Plus, Skidata, and Windcave)) 38 4. References
List a minimum of three (3) references for whom comparable services were provided to in the last five (5) years. Include the name of the firm, name of the contact, telephone number of the contact, email address of contact (if available), brief description of the services provided and your firm’s role, and the start and completion date.

5. Project Work Plan
Describe your understanding of the project and approach. Include deliverables, milestones, assumptions, and identify potential risks that could delay the project. List any resources you expect the City to provide.

6. Cost Proposal
For the purpose of evaluation, proposer must include an overall staffing and operating plan covering all the facilities, as well as separate operating and staffing plans for each parking location, zone of grouped facilities, and event specific programs, accounting separately for revenues, costs, and staffing. The Contractor is required to provide labor for staffing bicycle valet services. The City prefers inclusion of all overhead costs, payroll and insurance to be budgeted as a flat labor per-hour rate.

Office furniture and equipment currently found in these two offices will be made available to the Contractor. The Proposer must include in their budget all costs for producing and issuing tickets, receipts, monthly passes, keycards, permits, transaction costs for web based services, and/or any other supplies used for the operation. Costs of communication devices and telecommunication services used for business purposes, including office telephone and fax lines located in Contractor offices and cashier booths, cell phones, pagers, and radios must be included in the cost proposal. If the Contractor desires additional or replacement furniture and/or equipment, the costs of these items must be included in the Proposer’s submitted budget. Additionally, if applicable, a schedule of reimbursable expenses should be included. The City operates on a July to June fiscal year. See scope of services for additional information.

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Packet Pg. 661 Attachment: SP Plus Original Contract (7191 : Parking Contract Extensions (SP Plus, Skidata, and Windcave)) 39 IV. EVALUATION
Proposals will be evaluated by an Evaluation Team. The Evaluation Team will be responsible for the review of all proposals and determining if all the requirements have been met. Proposals deemed non-responsive will be eliminated from further consideration. Once the proposal has been evaluated for requirements it will move on to the next phase of the evaluation. The Evaluation Team will consider the completeness of each proposal and how well the proposal meets the requirements of this RFP.

A. EVALUATION POINT SUMMARY
The evaluation factors reflect the totality of considerations represented in the requested proposal responses. In determining and evaluation the best proposals, cost will not necessarily be the controlling factor, but quality, efficiency, utility, suitability and reputation of the service in general use will also be considered with any other relevant factors. The primary objective is to choose the proposal that offers the highest quality services that will achieve the program goals and objectives within a reasonable budget.

All proposals meeting the requirements will be further evaluated using the same criteria and point structure. Evaluations will be based on the criteria listed below, which correspond to information requested in various sections of the proposal:

The following is a summary of the criteria identifying points assigned to each item. These weighed factors will be used in the evaluation of the proposals.

To participate in this procurement, proposer, at a minimum, must have throughout the past five consecutive years, been continuously and actively operating as the primary parking facility operator for a municipal parking operation with both parking lots and parking structures. A minimum of 80 total points must be achieved to be considered.

CRITERIA MAXIMUM POINTS
Parking Management Experience 25
Staffing Service Plan 15
Customer Service Plan 15
Operation Plan 15
Operating Budget 15
Event Experience 15
TOTAL POINTS 100
B. EVALUATION FACTORS
A maximum of 100 points may be awarded based upon the quality and thoroughness of the proposer’s response to each evaluation factor as follows.

Parking Management Experience: Evaluators will consider the background, qualifications, and experience of the proposer managing complex parking operations in a high volume dense urban environment. The City will consider the quality of past performance with regard to customer service, reliability of service, and facility maintenance. Evaluation will be based

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Packet Pg. 662 Attachment: SP Plus Original Contract (7191 : Parking Contract Extensions (SP Plus, Skidata, and Windcave)) 40 on documented experience with similarly sized programs, experience with operations in an environment with high volume seasonal peaks and special events, and financial stability.

Experience working with publically owned parking facilities.

Staffing Service Plan: Evaluators will consider the quality, comprehensiveness, and feasibility of the proposer’s plan for staffing, management personnel, and training.

Evaluators will consider the quality, comprehensiveness, and feasibility of the proposer’s staffing plan for special event and peak parking demand periods. The proposer is expected to employ professional, well-trained staff, including qualified and trained supervisors, attendants, cashiers, checkers, cleaners, clerks, security and others to assure a high standard of service to fulfill its obligations under the agreement.

Customer Service Plan: Evaluators will consider the quality, comprehensiveness, and feasibility of the proposer’s customer service plan. The proposer is expected to include performance standards and systems to ensure high quality customer service levels, including high peak parking demand periods.

Operation Plan: Evaluators will consider the quality, comprehensive nature, and feasibility of the Proponent’s Operations Plan for the proposed structure, procedures and methods of operation as presented in Proponent’s Operations Plan, including incorporation of best practices, performance measurements and reporting, training, and quality control. Brief descriptions of previous experiences should be used as examples of how quality control was achieved with former clients. Evaluation will be based on documented experience.

Operating Budget: Evaluators will consider the proposed Operating Budget a full fiscal year (July to June), and the first Contract Year (October 1, 2015 through September 30, 2016) of operations and will specifically evaluate the thoroughness, completeness, and reasonableness of the proposed expenses. The consultant’s overall operation should encourage cost effective work and services. Cost control, performance within budget allocations, prudent accounting practices, management and clear communication with City staff are essential to the success of this program.

Event Experience: Experience with deploying parking plans for large volume seasonal and event based parking demands, including TV and Movie filming, high profile events (e.g. marathons, concerts, conventions), and seasonal beach visitors and tourist.

C. EVALUATION PROCESS:

All proposals will be reviewed for compliance with the mandatory requirements as stated within the RFP. Proposals deemed non-responsive will be eliminated from further consideration. The City may contact the proposer for clarification of their response. The City may use other sources of information to perform the evaluation, including Internet searches. Responsive proposals will be evaluated on the factors in Section IV that have been assigned a point value. The responsible proposers with the highest scores may be selected as finalist based upon their initial proposals or the City may proceed with the proposer receiving the best score.

Finalists who are asked or who choose to submit revised proposals for the purpose of obtaining best and final offers will have their points recalculated accordingly. Points awarded from oral presentations and product demonstrations will be added to the previously assigned points to attain final scores.

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Packet Pg. 663 Attachment: SP Plus Original Contract (7191 : Parking Contract Extensions (SP Plus, Skidata, and Windcave)) 41 The responsible proposer whose proposals is most advantageous to the City, taking into consideration the evaluation factors in Section IV, will be recommended for contract award to the City Council. Please note, however, that a serious deficiency in the response to any one factor may be grounds for rejection regardless of overall score.

D. CONSULTANT SELECTION PROCESS
The proposals will be evaluated by a review group selected for this project. The evaluation group will assess and rate each proposal based on the information submitted. A short list of firms may be selected and interviewed. The review group will score the firms and the highest ranking firm will be notified to begin contract negotiations and enter into an agreement. If an agreement cannot be reached, the City will begin negotiations with the second highest ranking firm.

The City of Santa Monica has the sole authority to select the consulting firm and reserves the right to reject any and all proposals. The City reserves the right to approve all subconsultants and or engineers proposed to be retained by the prime consultant. Upon signing of the agreement, no change in proposed personnel or sub-consultants can be made without the City’s review and written authorization.

By submitting a response to this RFP, prospective consultants waive the right to protest after award or seek any legal remedies whatsoever regarding any aspect of this RFP. The City reserves the right to select any number of finalists. In addition, the City reserves the right to issue written notice to all participating firms of any changes in the proposal submission schedule, should the City determine in its sole and absolute discretion that such changes are necessary. The City reserves the right to request additional information from any proposing firm and to reject any and all proposals. All original work products, including computer files, shall remain the property of the City.

The City reserves the right to retain an expert to evaluate the consultant’s work or qualifications at all stages in the selection process. Additionally, any contract entered into will be subject to termination at any stage if in the judgment of the City, such termination is in the best interest of the City. In the event such decision is made, appropriate written notice would be given before any termination and the consultant would be compensated on a pro-rata basis for work performed.

Final Selection
The responsible proposer whose proposal is the most advantageous to the City, taking to consideration all the evaluation factors will be recommended for the contract award.

Notwithstanding the Evaluation Team’s selection, the City reserves the right to award this RFP and the resultant Contract in any manner it deems to be in the best interest of the City and make the selection based on its sole discretion. The City is the sole and exclusive judge of quality and compliance with proposal specifications in any of the matters pertaining to this RFP.

Contract Award and Execution
Selection of a proposer with whom the City enters into contract negotiations with or a recommendation of an award by the Evaluation Team or any other party does not constitute an award of Contract.

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Packet Pg. 664 Attachment: SP Plus Original Contract (7191 : Parking Contract Extensions (SP Plus, Skidata, and Windcave)) 42 The City may negotiate with the selected Proposer to acquire the combination of functionality that best meets the City needs. Alternatively, the City of Santa Monica reserves the right to enter into a Contract without further discussion of the submitted proposal.

Therefore, the Proposal should be initially submitted on the most favorable terms the proposing party can offer. The City’s proposed Contract for Professional Services is provided in Exhibits A.

Please review the Contracts prior to submitting a proposal. The City of Santa Monica intends to use these Contracts as the baseline agreements with the successful Vendor. In addition, the City requires compliance with several other policies and ordinances, Proposers will need to complete these Exhibits and submit with their Proposal.

The foregoing should not be interpreted to prohibit either party from proposing additional contract terms and conditions during the negotiation of the final Contract.

The RFP document and the successful party’s proposal response, as amended by agreement between the City of Santa Monica and the successful party, may become part of the Contract documents. Additionally, the City of Santa Monica may verify the successful party’s representations that appear in the proposal. Failure of the successful party to perform as represented may result in elimination of the successful party from further negotiation or in Contract cancellation or termination.

No oral explanation or instruction of any kind or nature whatsoever given before the award of a contract to a Vendor shall be binding. The City of Santa Monica shall not be bound, or in any way obligated, until the City has awarded the Contract and all documents have been executed. The proposing party may not incur any chargeable costs prior to final Contract execution.

V. SUPPLEMENTAL FORMS AND DOCUMENTS
 Non-Discrimination Policy Acknowledgement
 Non-Collusion Affidavit (this does not need to be notarized)  Oaks Initiative Disclosure Form
 State of Arizona Disclosure Form
 Living Wage Certification
 Certification Regarding Debarment

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Packet Pg. 665 Attachment: SP Plus Original Contract (7191 : Parking Contract Extensions (SP Plus, Skidata, and Windcave)) 43 City of Santa Monica
Non-Discrimination Policy Acknowledgment
A. Discrimination.

Discrimination in the provision of services may include, but not be limited to the following:
(a) Denying any person any service, or benefit or the availability of a facility. (b) Providing any service, or benefit to any person which is not equivalent, or in a nonequivalent manner or at a non-equivalent time, from that provided to others. (c) Subjecting any persons to segregation or separate treatment in any manner related to the receipt of any service.
(d) Restricting any person in any way in the enjoyment of any advantage or privilege enjoyed by others receiving any service or benefit.
(e) Treating any person differently from others in determining admission, enrollment, quota, eligibility, membership, or any other requirement or condition which persons must meet in order to be provided any service or benefit.
(1) Consultant shall take affirmative action to ensure that intended beneficiaries of this Agreement are provided services without regard to race, color, religion, national origin, ancestry, sex, age, sexual orientation, marital status, AIDS or disability. (2) Consultant shall further establish and maintain written procedures under which any person applying for or receiving services hereunder, may seek resolution from Consultant of a complaint with respect to any alleged discrimination in the provision of services by Consultant's personnel.

At any time any person applies for services under this Agreement, he or she shall be advised by Consultant of these procedures. A copy of these procedures shall be posted by Consultant in a conspicuous place, available and open to the public, in each of Consultant's facilities where services are provided hereunder.

B. Non-discrimination in Employment
(1) Consultant certifies and agrees that it will not discriminate against any employee or applicant for employment because of race, color, religion, national origin, ancestry, sex, age, sexual orientation, marital status, AIDS or disability in accordance with the requirements of City, State or Federal law. Consultant shall take affirmative action to ensure that qualified applicants are employed, and that employees are treated during employment, without regard to race, color, religion, national origin, ancestry, sex, age, sexual orientation, marital status, AIDS or disability, in accordance with the requirements of City, State and Federal law. Such shall include, but not be limited to, the following:
(a) Employment, upgrading, demotion, transfer, recruitment or recruitment advertising, layoff or termination, rates of pay or other forms of compensation. (b) Selection for training, including apprenticeship.

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Packet Pg. 666 Attachment: SP Plus Original Contract (7191 : Parking Contract Extensions (SP Plus, Skidata, and Windcave)) 44 (2) Consultant agrees to post in conspicuous places in each of Consultant's facilities providing services hereunder, available and open to employees and applicants for employment, notices setting forth the provisions of this non-discrimination policy. (3) Consultant shall, in all solicitations or advertisements for employees placed by or on behalf of Consultant, state that all qualified applicants will receive consideration for employment without regard to race, color, religion, national origin, ancestry, sex, age, sexual orientation, marital status, AIDS or disability, in accordance with the requirements of City, State or Federal law.
(4) Consultant shall send to each labor union or representative coworkers with which it has a collective bargaining agreement or other contract or understanding a notice advising the labor union or workers' representative of Consultant's commitments under this nondiscrimination policy. (5) Consultant certifies and agrees that it will deal with its sub-consultants, bidders, or vendors without regard to race, color, religion, national origin, ancestry, sex, age, sexual orientation, marital status, AIDS or disability, in accordance with the requirements of City, State and Federal law.
(6) In accordance with applicable State and Federal law, Consultant shall allow duly authorized representatives of the County, State, and Federal government access to its employment records during regular business hours in order to verify compliance with this nondiscrimination policy. Consultant shall provide other information and records as the representatives may require in order to verify compliance with this non-discrimination policy. (7) If City finds that any of the provisions of this non-discrimination policy have been violated, the same shall constitute a material breach of agreement upon which City may determine to cancel, terminate, or suspend this Agreement. While City reserves the right to determine independently that this nondiscrimination policy has been violated, in addition, a determination by the California Fair Employment and Housing Commission or the Federal Equal Employment Opportunity Commission that Consultant has violated State or Federal non-discrimination laws shall constitute a finding by City that Consultant has violated the provisions of this non-discrimination policy.
(8) The parties agree that in the event Consultant violates any of the non-discrimination policies set forth herein, City shall be entitled, at its option, to the sum of five hundred dollars ($500) pursuant to Civil Code Section 1671 as liquidated damages in lieu of canceling, terminating or suspending this Agreement.
(9) Consultant hereby agrees that it will comply with Section 504 of the Rehabilitation Act of 1973, as amended (29 U.S.C. 794), all requirements imposed by applicable Federal Regulations, and all guidelines and interpretations issued pursuant thereto, to the end that no qualified disabled person shall, on the basis of disability, be excluded from participation in, be denied the benefits of, or otherwise be subjected to discrimination under any program or activity of the Consultant receiving Federal Financial Assistance. ___________________________________ ____________________________________ Signature/Date Name of Proposer

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Packet Pg. 667 Attachment: SP Plus Original Contract (7191 : Parking Contract Extensions (SP Plus, Skidata, and Windcave)) 45 NON-COLLUSION AFFIDAVIT TO ACCOMPANY

PROPOSALS OR BIDS
STATE OF CALIFORNIA }
COUNTY OF LOS ANGELES }
, being first duly sworn, deposes, and says: that He/She is:

(Insert “Sole Owner,” “A Partner”, “President,” “Secretary,” or other proper title) of
(Insert name of proposer)
Who submits herewith to the City of Santa Monica the attached proposal; that He, She, It, or They is (are) the person(s) whose name(s) is (are) (strike out words not appropriate) signed to the hereto attached proposal; that said proposal is genuine; that the same is not sham or collusive; that all statements of fact therein are true; that such proposal was not made in the interest or on behalf of any person, partnership, company, association, organization or corporation not therein named or disclosed.

Affiant further deposes and says: that the proposer has not directly or indirectly by agreement, communication or conference with anyone attempted to induce action prejudicial to the interests of the public body which is to award the contract or of any other proposer, or anyone else interested in the proposed contract; that the proposer has not in any manner sought by collusion to secure for himself, herself, itself, or themselves, an advantage over any other proposer. (strike out words not appropriate) Affiant further deposes and says that prior to the public opening and recording of proposals the said proposer:
(a) Did not, directly or indirectly, induce or solicit anyone else to submit a false or sham Proposal;
(b) Did not, directly or indirectly, collude, conspire, connive or agree with anyone else that said proposer or anyone else would submit a false or sham proposal, or that anyone should refrain from proposing or withdraw his/her proposal; (c) Did not, in any manner, directly or indirectly, seek by agreement, communication or conference with anyone to raise or fix any overhead, profit or cost element of his, her, its, their price, or of that of anyone else; and
(d) Did not, directly or indirectly, submit his, her, its, or their proposal price or any breakdown thereof, or the contents thereof, or divulge information or data relative thereto, to any corporation, partnership, company, association, organization, depository, or to any member or agent thereof, or to any individual or group of individuals, except to the awarding authority or to any person or persons who have a partnership or other financial interest with said proposal in his, her, its, or their business. (strike out words not appropriate)
I declare under penalty of perjury that the foregoing is true and correct.

____________________________ _____________________________ Signature/Date Name of Proposer

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Packet Pg. 668 Attachment: SP Plus Original Contract (7191 : Parking Contract Extensions (SP Plus, Skidata, and Windcave)) 46 CITY OF SANTA MONICA

BUSINESS LICENSE
WHO NEEDS A BUSINESS LICENSE?
The City of Santa Monica Municipal Code requires all businesses operating or located in Santa Monica to obtain a business license. A separate business license is required for each location and for each business activity operated in Santa Monica. The license period is July 1st through June 30th of each year.

Check where applicable:

1. Do you come into the City of Santa Monica to conduct business? _____________Yes __________________No

2. Do you deliver parts and/or products in your own company vehicle? _____________Yes __________________No
If you checked “yes” to either question, please refer to the information below for business license requirements.
 If you come into the City of Santa Monica to conduct business, you will be required to have a City of Santa Monica business license AND insurance (see agreement for descriptions).  If you deliver parts and/or products in your own company vehicle and do not perform any service except delivery, you will be required to have a City of Santa Monica delivery license ONLY.

BUSINESS LICENSE APPLICATION
Please call 310-458-8745 or visit our website for further information at:

APPLY ON-LINE

BUSINESS/DELIVERY LICENSE
WWW.BUSINESSLICENSE.SMGOV.NET

DOWNLOAD FORMS TO MAIL IN OR APPLY IN PERSON
 If your business is located at a commercial location in Santa Monica, download and complete the COMMERCIAL BUSINESS LICENSE APPLICATION.
 If your business is operated from your residence in Santa Monica, download and complete the RESIDENTIAL BUSINESS LICENSE APPLICATION.
 If your business is located outside of Santa Monica and you come into the City to perform work or provide services, download and complete the OUT-OF-CITY BUSINESS LICENSE APPLICATION.

The business license documentation is only required from the successful Proposer.

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Packet Pg. 669 Attachment: SP Plus Original Contract (7191 : Parking Contract Extensions (SP Plus, Skidata, and Windcave)) 47 CITY OF SANTA MONICA

OAKS INITIATIVE NOTICE

NOTICE TO APPLICANTS, BIDDERS, PROPOSERS

AND OTHERS SEEKING DISCRETIONARY PERMITS, CONTRACTS, OR OTHER

BENEFITS FROM THE CITY OF SANTA MONICA
Santa Monica’s voters adopted a City Charter amendment commonly known as the Oaks Initiative. It prohibits a public official from receiving specified personal benefits from a person or entity after the official votes, or otherwise takes official action, to award a “public benefit” to that person or entity. Examples of a “public benefit” include public contracts to provide goods or services worth more than $25,000 or a land use approval worth more than $25,000.

The Oaks Initiative requires the City to provide this note and information about the Initiative’s requirements. An information sheet on the Oaks Initiative is attached. You may obtain a full copy of the Initiative’s text from the City Clerk.

In order to facilitate compliance with the requirements of the Oaks Initiative, the City compiles and maintains certain information. That information includes the name of any person who is seeking a “public benefit.” If the “public benefit” is sought by an entity, rather than an individual person, the information includes the name of every: (a) trustee, (b) director, (c) partner, (d) officer, or (e) ten percent interest in the entity. Therefore, if you are seeking a “public benefit” covered by the Oaks Initiative, you must supply that information on the Oaks Initiative Disclosure Form – see next page.

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Packet Pg. 670 Attachment: SP Plus Original Contract (7191 : Parking Contract Extensions (SP Plus, Skidata, and Windcave)) 48 CITY OF SANTA MONICA

OAKS INITIATIVE DISCLOSURE FORM
All persons or entities receiving public benefits defined below from the City of Santa Monica shall provide the names of trustees, directors, partners, and officers, and names of those with more than a 10% equity, participation or revenue interest. This information is required by City Charter Article XXII—Taxpayer Protection.

Name of Entity: ____________________________________________ Name(s) of persons or entities receiving public benefit:

Name(s) of trustees, directors, partners, and officers:

Name(s) of those with more than a 10% equity, participation, or revenue interest:

Public benefits include:

1. Personal services contracts in excess of $25,000 over any 12-month period;

2. Sale of material, equipment or supplies to the City in excess of $25,000 over a 12-month period;

3. Purchase, sale or lease of real property to or from the City in excess of $25,000 over a 12- month period;

4. Non-competitive franchise awards with gross revenue of $50,000 or more in any 12-month period;

5. Land use variance, special use permit, or other exception to an established land use plan, where the decision has a value in excess of $25,000;

6. Tax “abatement, exception, or benefit” of a value in excess of $5,000 in any 12-month period; or

7. Payment of “cash or specie” of a net value to the recipient of $10,000 in any 12-month period.

Prepared by:_________________________
Signature:____________________________________
Date:______________________________ Title:_________________________________ FOR CITY USE ONLY:

Bid/PO/Contract # _________________________ Permit # ___________________________________

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CITY POLICY ON DOING BUSINESS WITH ARIZONA FIRMS

NOTICE TO APPLICANTS, BIDDERS, PROPOSERS AND OTHERS SEEKING TO DO

BUSINESS WITH THE CITY OF SANTA MONICA

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SANTA MONICA

DENOUNCING ARIZONA'S ANTI-IMMIGRATION, LAW SUSPENDING OFFICIAL

TRAVEL TO THE STATE OF ARIZONA AND DEVELOPING ADDITIONAL FINANCIAL

SANCTIONS UNTIL SUCH TIME AS THE NEW LAW IS REVOKED
The City Council of the City of Santa Monica adopted Resolution No. 10479 (CCS) on May 25, 2010, which requires a review of all current and likely future agreements and contracts with Arizona-based businesses to examine the feasibility of acquiring such products and services elsewhere while the Arizona law remains in effect.

Additionally, vendors offering goods or services to the City of Santa Monica must complete and sign the attached disclosure form; this applies to all solicitations, including but not limited to, bids and proposals. Please review, sign and submit the form with your bid packet prior to the closing date of bid.

Contractors that do not have headquarters in the State of Arizona and those that will not be working with Arizona-headquartered subcontractors to provide goods and/or services as specified in this solicitation will take priority in the bidding process.

NOTE: Headquarter location or residency may not be considered as a factor if prohibited by applicable law.

Failure to return this form or inability to certify as to its provisions will render your bid or proposal non-responsive.

State of Arizona Disclosure Form - see next page.

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Packet Pg. 672 Attachment: SP Plus Original Contract (7191 : Parking Contract Extensions (SP Plus, Skidata, and Windcave)) 50 CITY OF SANTA MONICA

STATE OF ARIZONA DISCLOSURE FORM

TO BE COMPLETED BY ALL VENDORS PROVIDING GOODS AND SERVICES TO

THE CITY OF SANTA MONICA
Headquarter location or residency may not be considered as a factor if prohibited by applicable law.

Please check the appropriate boxes below.

Our company’s headquarters are located in the State of Arizona.

Yes No
Goods or services pertaining to this solicitation will be provided by a subcontractor whose business is headquartered in the State of Arizona.

Yes No
If the response to the statement above was “yes”, please list any and all subcontractors headquartered in the State of Arizona that may be providing goods or services (pertaining to this solicitation) to the City of Santa Monica.

If more than one, attach a list of additional subcontractors, including the physical address of each location.

Name of Subcontractor:

Street Address:

City: State: Zip Code:

*** PORTION BELOW TO BE COMPLETED BY ALL VENDORS ***
**************************************************************************************************** I declare under penalty of perjury under the laws of the State of California that the foregoing is true and correct.

Signed: Date:

Printed name: Title:

Name of Company:

Street Address of Headquarters:

City: State: Zip Code:

Telephone # (including area code): Email:

FOR CITY USE ONLY
NOTES: _______________________________________________________________

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CITY OF SANTA MONICA

LIVING WAGE ORDINANCE
Certification for Providers of Services to the
City of Santa Monica
(Fiscal Year 15/16 – July 1, 2015 through June 30, 2016)

TO BE COMPLETED BY ALL CONTRACTORS PROVIDING SERVICES TO THE CITY OF SANTA MONICA IN EXCESS OF $54,200
The City of Santa Monica Municipal Code Chapter 4.65, Living Wage Ordinance (LWO), establishes a Minimum Wage of $15.37 per hour1 for certain employees of contractors providing services to the City where services exceed $54,200 or more and requires that contractors also provide the same health care and other benefits to employees’ same sex spouses and domestic partners as are provided to other employees’ spouses.

An employee covered by the LWO is any person who does not actually work as a manager, supervisor, or confidential employee, and who is not required to possess an occupational license.

The Living Wage Ordinance applies the services sought pursuant to this bid and bidders are required to prepare and return the Living Wage Certification Form. If the bidder is selected, the bidder must maintain payroll records that include, at minimum, the full name of each employee providing services under the contract, job classification and rate of pay. Bids that fail to include Certification Forms may be considered non-responsive and excluded from further consideration.

Please prepare the following certification if you are a contractor engaging in a contract for services with the City of Santa Monica in excess of $54,200.

Your signature on this certification grants the City permission to review any and all payroll books and records and any company documents pertaining to the benefits offered to employees to assure your compliance with the LWO during the term of the contract.

Please direct any questions and send the completed, signed Certification to:

City of Santa Monica Finance Department
Attention: Living Wage Compliance Section
1717 4th Street, Suite 250
Santa Monica, CA 90401
You can also contact staff regarding living wage ordinance questions by e-mail at [email protected] or by phone 310-458-8281.
1 Adjusted annually each July 1 by an amount corresponding to the previous year’s change (January to January) in the Consumer Price Index for Urban Wage Earners and Clerical Workers 1982-84=100 for Los Angeles-Riverside-Orange County, California

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CITY OF SANTA MONICA

LIVING WAGE ORDINANCE CERTIFICATION
July 1, 2015 through June 30, 2016

TO BE COMPLETED BY ALL CONTRACTORS PROVIDING SERVICES TO THE CITY OF SANTA MONICA IN EXCESS OF $54,200
MINIMUM WAGE - $15.37 per hour
Please read, complete, and sign the following:

THIS CONTRACT IS SUBJECT TO THE LIVING WAGE ORDINANCE

THIS CONTRACT IS NOT SUBJECT TO THE LIVING WAGE ORDINANCE If this contract is not subject to the Living Wage Ordinance requirements, please note the reason below and attach supporting documentation for exemption. For example, in order to be exempt pursuant to a collective bargaining agreement, a signed collective bargaining agreement must be attached.
(a) ________ contractor is a government agency and is exempt (b) ________ contractor is a City grantee and is exempt (c) ________ contractor is a non-profit corporation and is exempt (d) ________ contractor is an employer whose employees are covered by a bona fide collective bargaining agreement where the waiver is explicitly set forth in an agreement in clear and unambiguous terms
(e) ________ contractor is a corporation providing banking services The undersigned, on behalf of himself or herself individually and on behalf of his or her business or organization, hereby certifies that he or she is fully aware of Santa Monica’s Living Wage Ordinance (LWO), and the applicability of the LWO, and the applicability of the subject contract, as determined herein. The undersigned further agrees to be bound by all terms of the LWO, as mandated in all sections of Santa Monica Municipal Code, Chapter 4.65. If, at any time during the term of the contract, the answers to the questions posed herein change so that Contractor would be subject to the LWO, Contractor will promptly notify the Director of Finance in writing. Contractor further understands and agrees that the failure to comply with the LWO, this certification, or the terms of the Contract as it applies to the LWO, shall constitute a default of the Contract, which shall be grounds for termination. City shall have the right to examine all books and records of the Contractor as they relate to compliance with the LWO. Payroll records shall at a minimum include the full name of each employee performing labor or providing services under the contract, job classification, and rate of pay.

These statements are made under penalty of perjury under the laws of the State of California.

Printed Name: _____________________________Title: _______________________________ Signature: ___________________________________ Date: __________________________ Contractor: ____________________________________ Bid Number (if applicable):_________ Service Description:
___________________________________________________________________________

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CITY OF SANTA MONICA

CERTIFICATION REGARDING DEBARMENT, SUSPENSION, PROPOSED

DEBARMENT, AND OTHER RESPONSIBILITY MATTERS
This certification must be completed for your proposal to be considered.

The undersigned certifies, to the best of his or her knowledge and belief, that:

1.) The Proposer and/or any of its Principals, contractors, subcontractors and sub recipients are not presently debarred, suspended, proposed for debarment, or declared ineligible for the award of or voluntarily excluded from participating in contracts by any Federal agency and are not presently on the Excluded Parties List System (EPLS) or being considered for the EPLS OR ineligible to work on contracts for violations of California Labor Code Sections 1777.1 or 1777.7; and

2.) If awarded a contract, the Proposer shall provide immediate written notice to City of Santa Monica, Procurement if, at any time, the Proposer learns that the certification provided herein was erroneous when submitted or has become erroneous by reason of changed circumstances.
“Principals”, for purposes of this certification, means officers, directors, owners, partners, and persons having primary management or supervisory responsibilities within a business entity (e.g., general manager, plant manager, head of a subsidiary, division, or business segment, and similar position).

A certification that any of the items listed herein exists will not necessarily result in withholding of an award under this solicitation. However, the certification will be considered in connection with a determination of the Proposer’s responsibility. Failure of the Proposer to furnish a certification or provide such additional information as requested by City of Santa Monica may render the Proposer non-responsive. Nothing contained in the foregoing shall be construed to require establishment of a system of records in order to render, in good faith, the certification required herein. The knowledge and information of the Proposer is not required to exceed that which is normally possessed by a prudent person in the ordinary course of business dealings.

The certification required herein is a material representation of fact upon which reliance was placed when making award. If it is later determined that the Proposer knowingly rendered an erroneous certification, in addition to other remedies available to the City, the City of Santa Monica may terminate the contract resulting from this Request for Proposals for default and pursue any other available legal remedies.

By signing below, I, the undersigned, declare under penalties of perjury that the forgoing certifications and assurances, any other statements made by me are true and correct.

Name (printed): _______________________________ Title: ___________________________ Signature: ______________________________________ Date: ____________________ Name of Company: __________________________ RFP No. : ____________

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EXHIBIT A
Contract No. ____ (CCS)

CONTRACTUAL SERVICES AGREEMENT
This Contractual Services Agreement (“Contract”), entered into this _________ day of ___________, 20_______ (“Execution Date”), by and between the CITY OF SANTA MONICA, a municipal corporation (“City”), and ABC CORPORATION (“ABC”), is made with reference to the following:

RECITALS:

A. The City is a municipal corporation duly organized and validly existing under the laws of the State of California with the power to carry on its business as it is now being conducted under the statutes of the State of California and the Charter of the City.

B. ABC is qualified to do business, and is doing business, in the State of California.

ABC represents it has the background, knowledge, experience and expertise necessary to provide the services set forth in this Contract.

C. The City and ABC desire to enter into an agreement for the ABC to provide contractual services to the City as set forth herein, upon the terms and conditions set forth below.

NOW, THEREFORE, it is mutually agreed by and between the undersigned parties as follows:

TERMS AND CONDITIONS

1. Incorporation of Recitals; Definitions.

The foregoing Recitals are incorporated into and made a part of this Agreement. As used in this Agreement, the following terms shall have the following meanings:

1.1 “Agreement” shall mean this Agreement and all Exhibits attached hereto and incorporated herein by this reference.

1.2 “Downtown Santa Monica” shall mean the area within the City bounded by Wilshire Boulevard on the north, Fourth Court on the east, Broadway on the south, and First Court on the west.

1.3 “Gross revenues” shall mean and refer to all revenue (cash and non-cash receivables) generated from the operation of the Parking Facilities, the Parking Office, the Pay By Space Machines and the Pay on Foot Machines, and any other equipment for other collection of parking fees, including but not limited to, parking fees collected by ABC from the daily parking of automobiles, monthly parking permit revenue, any fees from any parking validation program approved by the City, the City’s Parking Facility Tax, film revenue, advertising fees, and

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special user fees excluding (i) all sales taxes or other charges required to be remitted to any governmental agency, and (ii) credit card service fees.

1.4 “Management Fee” shall mean and refer to the fixed monthly payment made by the City to ABC as compensation for general management and administrative services performed by ABC in the operation of the Parking Facilities, pursuant to this Agreement as set forth in the Management Fees line items of the annual budget (“Budget”) attached hereto as Exhibit __.

1.5 “Net Revenue” shall mean and refer to audited Gross Revenue (from regular operations excluding any special events as predetermined by the City) less the audited Operating Expenses and Management Fee of ABC.

1.6 “Operating Expenses” shall mean and refer to the annual expenses associated with the direct operations of the Parking Facilities pursuant to this Agreement and as specified in the Budget, Maximum Operating Expenses, set forth in Exhibit __ attached hereto.

1.7 “Parking Office” shall mean the office provided by the City for use by ABC in the provision of services under this Agreement located in the retail space on the first floor of Parking Structure Number 5 and shall house the central processing unit and printers for the revenue control and access system and shall accommodate the Manager and other administrative staff.

1.8 “Proposal” shall refer to the proposal received by the City from ABC in response to the Request for Proposals (RFP) issued by the City on ______, 2015, and incorporated herein as Exhibit __.

1.9 “Request for Proposals (RFP)” shall refer to the document issued by the City on _________, 2015, requesting bids from parking operators for the parking management services provided under the terms of this contract, and incorporated herein as Exhibit __.

2. Term. This Agreement begins on the Execution Date and terminates on June 30, 20___, unless sooner terminated in accordance with Section 14.

3. ABC Services. ABC will perform all of the services (“Services”) described in Exhibit __, Scope of Services. ABC will complete the Services in accordance with Exhibit __, Budget.

4. City Services. The City agrees to:

4.1 Make available to ABC any currently existing documents, data or information required for the performance of the Services.

4.2 Designate a representative authorized to act on behalf of City.

4.3 Promptly examine and render findings on all documents submitted for staff review by ABC.

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5. Compensation, Operating Expenses, and Management.

The City will compensate ABC for the Services performed in an amount not to exceed $__________, as set forth in Exhibit __.

As compensation for ABC’s services in managing, supervising, operating and administering the Parking Facilities, ABC shall be reimbursed by the City for documented and allowable operating expenses in an amount which shall not exceed the maximum annual amount allowable pursuant to the total Budget as specified in Exhibit __. Reallocation of funds between line items without exceeding the Maximum Operating Budget shall be made only at the sole discretion of the City. Budget shall be made only at the sole discretion of the City.

5.1 Maximum Annual Amount. ABC agrees that the maximum annual amount for all contract line items is subject to appropriation of funding by City Council in future year operating budgets. The total Budget is not-to-exceed the amount specified in Exhibit __.

5.2 Reimbursable Operating Expenses. ABC shall be entitled to reimbursement for annual operating expenses in an amount not to exceed the maximum operating expenses as specified in Exhibit __.

5.2.1 Wages and Salaries. City agrees to reimburse ABC at the actual rate of compensation paid by ABC for all salary and hourly wage costs which are actually necessarily and reasonably incurred and paid by ABC to achieve the results and goals set forth in this Agreement provided that the maximum annual amount does not exceed the amount set forth in Exhibit __. ABC has waived the provisions of the City’s Living Wage Ordinance with a bona fide collective bargaining agreement, pursuant to Santa Monica Municipal Code Section 4.65.040.

5.2.2 Fringe Benefits. City agrees to reimburse ABC its actual costs for the following fringe benefits provided to ABC’s employees assigned to perform services set forth in this Agreement: health and dental insurance, sick leave, holiday and vacation pay pursuant to ABC’s personnel policies provided that the maximum annual amount does not exceed the amount set forth in Exhibit __.

5.2.3 Taxes. City shall reimburse ABC for all actual employee payroll taxes and costs incurred for FICA, Federal Unemployment Insurance, and State Unemployment Insurance, for employees of ABC assigned to perform services set forth in this Agreement provided that the maximum annual amount does not exceed the amount set forth in Exhibit __. This provision does not waive ABC’s obligations to pay Business License tax or any other state or local taxes as required by law.

5.2.4 General Operating and Maintenance Expenses. City agrees to reimburse ABC for actual services and supplies purchased in accordance with this

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Agreement, including onsite utilities and telephone, office supplies, printed forms and tickets, equipment purchases as approved by the City, signage fabrication and installation, maintenance supplies, liability insurance and claims/deductibles for liability and Workers’ Compensation insurance at rates established by ABC, and contracted services operations of the Parking facilities pursuant to this Agreement.

5.3 Reasonable Expenditures. ABC shall not incur any costs or expenses for which City is required to reimburse ABC under this Agreement unless such expenditures are necessary and reasonable for the performance by ABC of its duties and obligations and to achieve the results and goals set forth in this Agreement. Cost overruns in any specific cost category with in the Total Maximum Operating Budget may not be offset by cost savings in other categories, without prior written authorization from the City’s Transportation Planning Manager. No diminishment in the performance of ABC’s services required herein will be permitted as a result of any offsetting cost overruns.

In the event that, in the best judgment of ABC, it will be necessary to incur additional costs that will exceed the Total Maximum Operating Budget as specified in Exhibit __, ABC shall immediately notify the Transportation Planning Manager of the necessity for such expenditures. This notification shall be in writing and shall take place prior to the incurring of such costs. The notification shall include: (a) designation of the unbudgeted costs as either (i) additional expenditures that support the ongoing operations of the Parking Facilities pursuant to this Agreement, or (ii) un-projected onetime expenditures that support activities related to the Parking Facilities but not included as a ABC responsibility pursuant to this Agreement; (b) a description of the expenditures, the unit cost (if applicable) and the total amount of funds needed; (c) an explanation of why funds are not available in the total Budget; and (d) a date by which the funds are needed.

ABC shall incur said costs only if authorized in writing by the Parking Manager, Assistant Director of Planning and Community Development, or Director of Planning and Community Development.

5.4 Monthly Management Fee. City shall pay ABC a fixed monthly management fee as specified in Exhibit __. This fee shall be general compensation for the management, supervision, operation and administration of the Parking facilities In addition, ABC may be eligible for the Management Incentive Fee Program, in the City’s sole discretion, provided that the ABC meets the City’s performance standards, deadlines, and customer service structure, and other criteria to be set forth by the City pursuant to attached Exhibit __.

5.5 Monthly Payments. Reimbursable expenses and monthly management fees permitted by this section shall be set forth in detail and billed by ABC within 15 days after the close of each calendar month. ABC shall attach to each bill

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supporting documents satisfactory to the City showing that ABC is entitled to the amount of payment claimed for the month. If approved by the Transportation Planning Manager, each bill shall be payable by the City within 30 days after receipt by the City. The City may withhold payment until all requested documentation and required reports are submitted and approved by the City pursuant to this Agreement; such action shall not limit the City’s actions pursuant to Sections 16 of this Agreement. However, the City will not withhold payment as to the adequately documented and undisputed portion of any bill.

6. ABC’s Duties to Manage, Supervise, Operate and Administer the Parking Facilities ABC shall perform all of the duties required to be performed pursuant to this Agreement to manage, supervise, operate and administer the Parking Facilities, including all of the services set forth in the RFP specified as Exhibit __ attached to this Agreement in full compliance with this Agreement and with any future actions, policies, regulations and directives of the City and pursuant to staffing schedules provided in Exhibit __ to achieve the results and goals set forth herein.

Notwithstanding the above, ABC shall have general authority to manage, supervise, operate and administer the Parking Facilities as an independent ABC using whatever means, tools and personnel ABC chooses in its best judgment to achieve the goals and results set forth herein; provided that ABC meets all of the requirements set forth in this Agreement. ABC may use any of the City equipment listed in the RFP (Exhibit ____) during the term of this Agreement. In addition to ABC’s general responsibilities, ABC shall assist the City with research regarding rates, vehicle occupancy and duration, operation and services that may be provided and comparison studies of other parking rates within the vicinity of the City.

7. Invoices. ABC will invoice the City for the Services in accordance with Exhibit __ and the City will pay any undisputed amount within 30 days of receipt.

8. Notices. All notices, demands, requests or approvals to be given under this Agreement, must be in writing and will be deemed served when delivered personally, by email, or on the third business day after deposit in the United States mail, postage prepaid, registered or certified, addressed as follows:

8.1 All notices, demands, requests or approvals to the City:

Planning and Community Development
Parking Operations
City of Santa Monica
1685 Main Street, Suite 214
Santa Monica, California 90401
Attention: Parking Administrator
Re: Contract No. <Number>

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with a copy to:

Santa Monica City Attorney’s Office
1685 Main Street, Third Floor
Santa Monica, California 90401
Attention: City Attorney
Re: Contract No. <Number>

8.2 All notices, demands, requests or approvals to ABC:

ABC
1234 Main Street
Anytown, USA
Attention: ABC Person
<ABC’s Contact Information>
Re: Contract No. <Number>

9. Independent Parties. Both parties to this Agreement will be acting in an independent capacity and not as agents, employees, partners, or joint venturers of one another.

Neither the City nor its officers or employees will have any control over the conduct of ABC or any of ABC’s agents, employees, or subconsultants, except as otherwise provided in this Agreement.

10. Integrated Contract. This Agreement represents the full and complete understanding of every kind or nature whatsoever between the parties. Any preliminary negotiations and agreements of any kind or nature are merged into this Agreement. No oral agreement or implied covenant may be held to vary the provisions of this Agreement.

This Agreement may be modified only by written agreement signed by City and ABC, and approved as to form by the City Attorney.

11. Insurance. Prior to commencing work, ABC must procure, maintain and pay for insurance against claims for injuries to persons or damage to property that may arise from or in connection with the performance of the Services by ABC or ABC’s agents, representatives, employees or subconsultants for the duration of this Agreement. ABC must obtain insurance that, at a minimum, meets the requirements for insurance set forth in Exhibit __, Insurance Requirements and Verifications.

12. Defense and Indemnification.

12.1 ABC agrees to defend, indemnify, protect, and hold harmless the City, its agents, officers, boards and commissions, and employees (collectively, “City”) from and against any and all liability, claims, demands, damages, or costs, including but not limited to attorney’s fees, or payments for injury to any person or property (collectively, “Losses”) caused or claimed to be caused by the act, errors, and/or omissions of ABC, or ABC’s employees, agents, officers, and subconsultants. ABC’s responsibilities under this Section 10.1 include liability

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arising from, connected with, caused by, or claimed to be caused by the active or passive negligent acts or omissions of the City, which may be in combination with the acts or omissions of ABC, its employees, agents or officers, or subconsultants; provided, however, that ABC’s duty to defend, indemnify, protect and hold harmless shall not include any Losses arising from the sole negligence or willful misconduct of the City. Notwithstanding ABC’s obligation to defend City hereunder, City has the right to conduct its own defense and seek reimbursement for reasonable costs of defense from ABC, if City chooses to do so.

12.2 Enforcement Costs. ABC agrees to pay any and all costs the City incurs enforcing the indemnity, defense and hold harmless provisions set forth in Section 12.1.

13. Prohibition Against Transfers.

13.1 ABC may not assign, hypothecate, or transfer this Agreement or any interest therein directly or indirectly, by operation of law or otherwise without the prior written consent of City. Any attempt to do so without the City’s consent will be null and void, and any assignee, hypothecatee or transferee acquires no right or interest by reason of such attempted assignment, hypothecation or transfer.

13.2 The sale, assignment, transfer or other disposition of any of the issued and outstanding capital stock of ABC or of any general partner or joint venturer or syndicate member of ABC, if a partnership or joint venture or syndicate exists, which results in changing the control of ABC, will be construed as an assignment of this Agreement. Control means 50% or more of the voting power of the corporation.

14. Permits and Licenses. ABC, at its sole expense, must obtain and maintain during the term of this Agreement all required business and professional permits, licenses and certificates.

15. Waiver. A waiver of any breach of this Agreement may not be deemed a waiver of any subsequent breach of the same or any other term, covenant, or condition of this Agreement.

16. Default and Termination.

16.1 Termination by City for ABC’s Breach. In the event ABC fails or refuses to perform any of the services or requirements pursuant to this Agreement in the time and manner required, ABC shall be deemed to be in default in the performance of the Agreement. If such default is not cured within a period of ten (10) days after receipt by ABC from City of written notice of default, specifying the nature of such default and the steps necessary to cure such default, the City may terminate the Agreement forthwith by giving to ABC written notice that the Agreement is terminated. Upon such termination, all rights, powers, privileges and authority granted to ABC under this Agreement

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shall cease, and ABC shall immediately thereupon vacate the Parking Facilities.

The City’s right to terminate this Agreement under this Section is not its exclusive remedy, but is in addition to all other remedies provided to it by law or the provisions of this Agreement.

16.2 Termination by Either Party. Either party shall have the option, at its sole discretion and without cause, to terminate the Agreement by giving thirty (30) days’ prior written notice of termination to the other party, in the manner as provided in the Agreement.

16.3 Termination by City for ABC’s Replacement. City reserves the right to facilitate another RFP process anytime during the contract term (including prior to the expiration of the Management Services Agreement), at it sole discretion and without cause. If a new Contractor is selected, the City shall have the option, at it sole discretion and without cause to terminate the Agreement with a thirty (30) day written termination notice to ABC.

16.4 Duties Upon Termination. Upon termination of this Agreement, ABC shall pay all revenues due to the City through the effective date of termination. The City shall reimburse ABC for all approved operating expenditures and management fees incurred prior to termination less cumulative payments made to date, pursuant to the Budget (Exhibit __).

The City shall assume responsibility for any payments for parking access and revenue control system (PARCS) equipment for the period from the termination date until the end of the Agreement Term. Any revenue received after termination or expiration but realized pursuant to the Agreement shall be remitted to the City.

Upon the effective date of termination, ABC shall deliver to the City the originals of all books, permits, records or other documents pertaining to the operation of the Parking Facilities, any insurance policies, bills of sale or other documents evidencing title to personal property of the City, and any and all other records or documents pertaining to the services provided pursuant to this Agreement, whether or not such records or documents are enumerated herein, which are requested by the City or necessary or desirable for the operation and management of the Parking Facilities. ABC further agrees to do all other things reasonably necessary to cause an orderly transition of the management and operation of the Parking Facilities without detriment to the rights of the City or to the continued management of the Parking Facilities.

16.5 Ownership of Equipment upon Termination. Upon the installation of any improvements reimbursed by the City, such improvements shall automatically become the property of the City. In addition, upon expiration or termination of the Agreement, the City shall have the right to retain any new equipment purchased by ABC which has not been reimbursed by the City as part of the

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Management Services Agreement upon payment by the City of the cost of such equipment as evidenced by the original cost submitted in writing to the City, less accumulated depreciation computed from the date such equipment was submitted for approval. In the event the City declines to retain such additional equipment or improvements, ABC shall, at its own cost and expense, remove all such equipment and improvements within ten (10) days after the date of termination or expiration of this Agreement. ABC shall reimburse the City at its own expense for any City owned equipment that is damaged by the parking operator’s own negligence, theft, misuse or vandalism.

16.6 Invoices upon Termination. Upon completion or termination of the Agreement, ABC shall submit all final invoices for reimbursement to the City within forty five (45) days of the date of Agreement completion or termination.

Invoices submitted after the forty five (45) day time period will not be reimbursed.

17. Compliance with Law. ABC must comply with all laws of the State of California and the United States, and all ordinances, rules and regulations enacted or issued by City.

18. Discrimination. ABC may not discriminate in the provision of services hereunder because of race, color, religion, national origin, ancestry, sex, age, sexual orientation, marital status, AIDS or disability.

19. Nuisance. ABC may not maintain, commit, or permit the maintenance or commission of any nuisance in connection with the performance of services under this Agreement.

20. Records.

20.1 ABC must maintain complete and accurate records with respect to costs, expenses, receipts and other such information required by the City for any services provided where compensation is on the basis of hourly rates, subconsultant costs, or other direct costs. ABC must keep the records, together with supporting documents, separate from other documents and records and maintain them for a period of three years after receipt of final payment.

20.2 ABC must maintain records in sufficient detail to permit an evaluation of the Services and in accordance with generally accepted accounting principles. ABC must clearly identify all records and make them readily accessible to the City. At the City’s request, ABC must provide records in an electronic format and, if necessary, access to any proprietary software to view such electronic records.

20.3 ABC must allow the City to have free access to ABC’s books and records and to inspect all work, data, documents, proceedings and activities related to this Agreement. The City has the right to examine or audit ABC’s records, and ABC agrees to cooperate with any examination or audit of its records. If a City audit discloses an error of 5% or more in information reported by ABC, ABC agrees to pay the cost of the City’s audit computed on the basis of four times the direct

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payroll of the audit staff completing the audit and audit report.

21. Work Product; Reports.

21.1 Any work product prepared or caused to be prepared by ABC or any subconsultant for this Agreement will be the exclusive property of City. No work product given to or prepared by ABC or any subconsultant pursuant to this Agreement may be made available to any individual or organization by ABC without prior written approval by City.

21.2 At the City’s request, ABC must furnish reports concerning the status of the Services.

22. Standard of Care. ABC agrees to provide all Services, including services performed by any subconsultant, in a manner consistent with the level of care and skill ordinarily exercised by members of ABC’s profession currently practicing in the same locality under similar conditions.

23. Subconsultants.

23.1 If ABC proposes to have any subconsultant perform any part of the Services, ABC must submit a request for approval in writing, describing the scope of work to be subcontracted, the name of the proposed subconsultant, and the total price or hourly rates used in preparing an estimated cost for the subconsultant’s services. The City, in its sole discretion, may grant or deny the request.

23.2 ABC will be responsible for the quality of any subconsultant’s work. Every subcontract or agreement of any kind entered into between ABC and any subconsultant (or between any subconsultant and others) must contain the following provision:

This agreement is consistent with all terms and conditions of the Agreement No. ______ (CCS) entered into between the City of Santa Monica and ABC on _________.

24. Governing Law. The laws of the State of California, without regard to any choice of law provisions, will govern this Agreement.

25. Venue and Jurisdiction. The City and ABC agree that the Services will take place in Los Angeles County. Any litigation arising out of this Agreement may only be brought in either the United States District Court, Central District of California, or the Superior Court of California, County of Los Angeles, West District, as appropriate.

The parties agree that venue exists in either court, and each party expressly waives any right to transfer to another venue. The parties further agree that either court will have personal jurisdiction over the parties to this Agreement.

26. Survival of Provisions and Obligations. Any provision of this Agreement, which by its nature must be exercised after termination of this Agreement, will survive termination

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Packet Pg. 686 Attachment: SP Plus Original Contract (7191 : Parking Contract Extensions (SP Plus, Skidata, and Windcave)) - 64 -
and remain effective for a reasonable time. Any obligation that accrued prior to termination of this Agreement will survive termination of this Agreement.

27. Exhibits. The following exhibits are incorporated by reference into this Contract as though fully set forth herein.

Exhibit __ Scope of Services
Exhibit __ Budget
Exhibit __ Insurance Requirements
In witness whereof, the parties have caused this Agreement to be executed the day and year first above written.

ATTEST:
______________________________
SARAH P. GORMAN
City Clerk
APPROVED AS TO FORM:
______________________________

MARSHA JONES MOUTRIE
City Attorney

CITY OF SANTA MONICA,
a municipal corporation
By: ______________________________
ELAINE M. POLACHEK
Interim City Manager
ABC Corporation
By: ________________________________
Name: _____________________________
Title: ______________________________

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Packet Pg. 687 Attachment: SP Plus Original Contract (7191 : Parking Contract Extensions (SP Plus, Skidata, and Windcave)) - 65 -

EXHIBIT B
Insurance Requirements
Contractor shall procure and maintain for the duration of the Agreement insurance against claims for injuries to persons or damages to property that may arise from or in connection with the performance of the work hereunder by the Contractor, its agents, representatives, employees or subcontractors.

Minimum Scope and Limits of Insurance
Coverage shall be at least as broad as:

1. Commercial General Liability (CGL): Insurance Services Office Form CG 00 01 covering CGL on an “occurrence” basis, including products and completed operations, property damage, bodily injury and personal and advertising injury, with limits of no less than $5,000,000 per occurrence.

2. Automobile Liability: Insurance Services Office Form CA 00 01 covering Code 1 (any auto), or if Contractor has no owned autos, Code 8 (hired) and Code 9 (non-owned), with limits of no less than $2,000,000 per accident for bodily injury and property damage.

3. Workers’ Compensation: Workers’ Compensation insurance as required by the State of California, with Statutory Limits and Employers’ Liability Insurance with limits of no less than $1,000,000 per accident for bodily injury or disease

4. Crime Bond: Comprehensive crime coverage policy with a minimum limit of $1,000,000. Coverage to include (i) employee theft, (ii) money and securities coverage both inside and outside the premises, and (iii) forgery and alteration.

If the Contractor maintains higher limits than the minimums shown above, the City of Santa Monica requires and shall be entitled to coverage for the higher limits maintained by the Contractor. Any available insurance proceeds in excess of the specified minimum limits of insurance and coverage shall be available to the City of Santa Monica.

Other Insurance Provisions

1. The insurance policies are to contain, or be endorsed to contain, the following provisions:
a. Additional Insured Status: The City of Santa Monica, its officers, officials, employees and volunteers are to be covered as additional insureds on the CGL policy with respect to liability arising out of work or operations performed by or on behalf of Contractor including materials, parts or equipment furnished in connection with such work or operations.

General liability coverage can be provided in the form of an endorsement to the Contractor’s insurance at least as broad as Insurance Services Office Form CG 20 10 11

85. 4.C.f
Packet Pg. 688 Attachment: SP Plus Original Contract (7191 : Parking Contract Extensions (SP Plus, Skidata, and Windcave)) - 66 -
b. Primary Coverage: For any claims related to this Agreement, the Contractor’s insurance shall be primary as respects the City of Santa Monica, its officers, officials, employees and volunteers. Any insurance or self-insurance maintained by the City of Santa Monica, its officers, officials, employees or volunteers shall be in excess of the Contractor’s insurance and shall not contribute with it. c. Notice of Cancellation: Each insurance policy required herein shall state that coverage shall not be cancelled except after notice has been given to the City of Santa Monica.
d. Waiver of Subrogation: Contractor hereby grants to the City of Santa Monica a waiver of any right of subrogation which any insurer of said Contractor may acquire against the City of Santa Monica by virtue of payment of any loss. Contractor agrees to obtain any endorsement that may be necessary to affect this waiver of subrogation, but this provision applies regardless of whether or not the City of Santa Monica has received a waiver of subrogation endorsement from the insurer.

The Workers’ Compensation policy shall be endorsed with a waiver of subrogation in favor of the City of Santa Monica for all work performed by the Contractor, its employees, agents and subcontractors.

Deductibles and Self-Insured Retentions
Any deductibles or self-insured retentions must be declared to and approved by the City of Santa Monica. The City of Santa Monica may require the Contractor to purchase coverage with a lower deductible or retention or provide satisfactory proof of ability to pay losses and related investigations, claim administration, and defense expenses within the retention.

Acceptability of Insurers
Insurance is to be placed with insurers with a current a current A.M. Best rating of no less than A:VII, unless otherwise acceptable to the City of Santa Monica.

Verification of Coverage
Contractor shall furnish the City of Santa Monica with original certificates and amendatory endorsements or copies of the applicable policy language providing the insurance coverage required herein. All certificates and endorsements are to be received and approved by the City of Santa Monica before work commences. However, failure to obtain required documents prior to the work beginning shall not waive the Contractor’s obligation to provide them. The City of Santa Monica reserves the right to require complete, certified copies of all required insurance policies, including the endorsements required herein, at any time.

Failure to Maintain Insurance Coverage
If Contractor, for any reason, fails to maintain insurance coverage which is required pursuant to this Agreement, the same shall be deemed a material breach of contract.

The City of Santa Monica, at its sole option, may terminate this Agreement and obtain

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Packet Pg. 689 Attachment: SP Plus Original Contract (7191 : Parking Contract Extensions (SP Plus, Skidata, and Windcave)) - 67 -
damages from the Contractor resulting from said breach. Alternatively, the City of Santa Monica may purchase such coverage (but has no special obligation to do so), and without further notice to the Contractor, the City may deduct from sums due to the Contractor any premium costs advanced by the City for such insurance.

Subcontractors
Contractor shall require and verify that all subcontractors maintain insurance meeting all the requirements stated herein. All exceptions must be approved in writing by the Risk Manager.

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Packet Pg. 690 Attachment: SP Plus Original Contract (7191 : Parking Contract Extensions (SP Plus, Skidata, and Windcave)) - 68
-

EXHIBITC
Current Facilities Locations, Capacity and Adopted Parking Rates Facility Address Standard
Spaces
ADA
Spaces
Total Spaces Transient Rates
# of Pay
Stations
# of Exit lane Pay
Stations
PS-1 1234 4th Street 330 8 338 First 90min Free , Next 1hr= $1, Additional 30min = $1.50, Daily Max $14 3 2 PS-2 1235 2nd Street 630 17 647 First 90min Free , Next 1hr= $1, Additional 30min = $1.50, Daily Max $14 3 2 PS-3 1320 4th Street 323 8 339 First 90min Free , Next 1hr= $1, Additional 30min = $1.50, Daily Max $14 4 2 PS-4 1321 2nd Street 639 12 652 First 90min Free , Next 1hr= $1, Additional 30min = $1.50, Daily Max $14 4 2 PS-5 1431 4th Street 652 13 665 First 90min Free , Next 1hr= $1, Additional 30min = $1.50, Daily Max $14 4 2 PS-6 1432 2nd Street 428 /290 16/10 744 First 90min Free , Next 1hr= $1, Additional 30min = $1.50, Daily Max $14 4 3 PS-7 320 Broadway St 794 26 820 First 90min Free , Next 1hr= $1, Additional 30min = $1.50, Daily Max $14 6 4 PS-8 1555 2nd Street 1008 32 1040 First 90min Free , Next 1hr= $1, Additional 30min = $1.50, Daily Max $14 7 4 PS-9 1136 4th Street 287 7 294 First 90min Free , Next 1hr= $1, Additional 30min = $1.50, Daily Max $14 1 1 PS-10 1125 3rd Street 76 6 82 30 min $1, Additional 30 min $1.00, Daily max $14 3 - Facility Address Standard
Spaces
ADA
Spaces
Total Spaces Transient Rates
# of Pay
Stations
# of Exit lane Pay
Stations
Civic Structure 333 Civic Center Dr 165 5 170 First 30min Free , Additional 1hr = $1, Daily Max $5 2 2 Civic Lot 1855 Main Street 979 30 1009 First 30min Free , Additional 1hr = $1, Daily Max $5 3 2 Facility Address Standard
Spaces
ADA
Spaces
Total Spaces Transient Rates
# of Pay
Stations
# of Exit lane Pay
Stations
Main Library 601 Santa Monica 514 11 525 First 30min Free , Next 1hr= $1, Additional 30min = $1.50, Daily Max $14 1 2 Facility Address Standard
Spaces
ADA
Spaces
Total Spaces Transient Rates
# of Pay
Stations
# of Exit lane Pay
Stations
KEC 1527 4th Street 85 7 92 First 30min Free , Next 1hr= $1, Additional 30min = $1.50, Daily Max $14 1 1 Facility Address Standard
Spaces
ADA
Spaces
Total Spaces Transient Rates
# of Pay
Stations
# of Exit lane Pay
Stations
Lot 7 1217 Euclid Street 48 2 50 1hr $1.00, Additional hour $1.00, Max 14 1 n/a Lot 8 1146 16th St 20 1 21 1hr $1.00, Additional hour $1.00, Max 14 1 n/a Lot 9 2601 Neilson Way 159 10 169 30 min $0.50, Additional hr $1.00, Max $14 10 n/a Lot 10 2601 Neilson Way 37 3 39 30 min $0.50, Additional hr $1.00, Max $14 2 n/a Lot 11 2501 Neilson Way 126 5 131 30 min $0.50, Additional hr $1.00, Max $14 3 n/a Lot 12 1211 14th Street 47 3 50 1hr $1.00, Additional hour $1.00, Max 14 2 n/a Lot 26 2301 Neilson Way 14 1 15 15min $0.25, 30 min $0.50, 45 min $0.75 Additional hr $1.00, Max $14 1 n/a Lot 27 1320 5th Street 146 7 153 30 min $0.50, Additional 30 min $1.00, Max $14 5 n/a Lot 28 1323 5th Street 23 2 25 30 min $0.50, Additional 30 min $1.00, Max $14 1 n/a Lot 29 1630 5th Street 54 6 60 30 min $0.50, Additional 30 min $1.00, Max $14 1 n/a Lot 30 1665 Ocean Ave 10 0 10 30 min $0.50, Additional 30 min $1.00, Max $14 1 n/a Lot - Main
Library 601 Santa Monica Blvd 2 n/a
Facility Address Standard
Spaces
ADA
Spaces
Total Spaces Transient Rates
# of Pay
Stations
# of Exit lane Pay
Stations
Lot 4N 1060 PCH 87 87 1hr $1.00, Additional hour $1.00, Max 14 2 n/a

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Packet Pg. 691 Attachment: SP Plus Original Contract (7191 : Parking Contract Extensions (SP Plus, Skidata, and - 69
-
Summer
April 1 - October 31
Winter
November 1 - March 31
Hours of Operation
S=Summer, W=Winter
10N 445 PCH (Annenberg Beach House) 276 6 282 $3/hr, $12 max $3/hr, $8 max S:7am-9pm, W:7am-7pm 5 n/a 9N 530 PCH 79 79 $10 weekend / $8 weekday $8 weekend / $6 weekday S:7am-7pm, W:7am-4pm 1 n/a 8N 810 PCH 214 214 $10 weekend / $8 weekday $8 weekend / $6 weekday S:7am-7pm, W:7am-4pm 1 n/a 7N 930 PCH 85 85 $10 weekend / $8 weekday $8 weekend / $6 weekday S:7am-7pm, W:7am-4pm 1 n/a 6N 950 PCH 75 75 $10 weekend / $8 weekday $8 weekend / $6 weekday S:7am-7pm, W:7am-4pm 1 n/a 5A 1018 PCH 42 2 44 $10 weekend / $8 weekday $8 weekend / $6 weekday S:7am-7pm, W:7am-4pm 1 n/a 5N 1030 PCH 57 57 $10 weekend / $8 weekday $8 weekend / $6 weekday S:7am-7pm, W:7am-4pm 1 n/a 4N 1060 PCH 87 87 $10 weekend / $8 weekday $8 weekend / $6 weekday S:7am-7pm, W:7am-4pm 2 n/a 3N 1150 PCH 460 4 464 12 $8 weekend / $6 weekday S:7am-7pm, W:7am-4pm 3 n/a 1N 1550/1440 PCH 1129 26 1155 12 $8 weekend / $6 weekday Year Round 6am - 2am 2 n/a 1S 1640 Appian Way (Short-term) 66 66 $1/hr, $2 max $1/hr, $2 max S:7am-7pm, W:7am-4pm 2 n/a 2S 1670 Appian Way 63 63 12 $8 weekend / $6 weekday S:7am-7pm, W:7am-4pm 1 n/a 3S 1750 Appian Way 120 1 121 12 $8 weekend / $6 weekday S:7am-7pm, W:7am-4pm 2 n/a 4S 2030 Ocean Avenue 1334 15 1349 $10 weekend / $8 weekday $8 weekend / $6 weekday S:7am-7pm, W:7am-4pm 1 n/a 4S 2030 Ocean Avenue (Short-term) 177 177 $1/hr, $2 max $1/hr, $2 max S:7am-7pm, W:7am-4pm 2 n/a 5S 2600 Barnard Way 784 9 793 $10 weekend / $8 weekday $8 weekend / $6 weekday S:7am-7pm, W:7am-4pm 1 n/a 5S 2600 Barnard Way (Short-term) 87 87 $1/hr, $2 max $1/hr, $2 max S:7am-7pm, W:7am-4pm 2 n/a Pier SM Pier Deck - West end of Colorado 268 11 279 $3/hr, $15 max $2/hr, $10 max/ $3/hr, $12 max 24 hours/7 days 2 n/a * 1) Bus rate is three (3) times the rate year round in Southern lots, 2) Bus rate in 1550 PCH Lot 1 North six (6) times daily rate, 3) Rv rates are four (4) times the rate year round in all lots # of Exit lane
Pay Stations
# of Pay
Stations
Transient Rates and Hours of Operation*
Facility Address Standard
Spaces
ADA
Spaces
Total
Spaces

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Packet Pg. 692 Attachment: SP Plus Original Contract (7191 : Parking Contract Extensions (SP Plus, Skidata, and - 70 -
EXHIBIT D - Current Facilities Locations Map (click here to access online version)

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Packet Pg. 693 Attachment: SP Plus Original Contract (7191 : Parking Contract Extensions (SP Plus, Skidata, and - 71 -
Exhibit E
Monthly Permits, Keycards, and Parking Validations.

Estimated Average Number of Monthly Parking and Cash Debit Card holders:

Billable Monthly Parking 2,720
Cash Debit Cards 711
Non-billable keycards 2,276
Total 5,707
Estimated DataPark Magnetic Stripe Spitter Ticket Issuance:

Transient Tickets 9,000,000
Validations 110,000
Blank Receipts 3,390,000
Total 12,500,000
Estimated Boca Ticket Issuance:

Beach Lots 2,000,000
Digital Payment Technologies Pay Machine Transactions – Projection for Fiscal Year 2014/15:

Beach Lots 850,000
Main Street Lots 480,000
Mid-Town Lots 95,000
5 th and Arizona Parking Lot 135,000
Downtown Parking Lots 135,000
Total 1,695,000

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Packet Pg. 694 Attachment: SP Plus Original Contract (7191 : Parking Contract Extensions (SP Plus, Skidata, and Windcave)) 1 FIRST MODIFICATION OF AGREEMENT NO. 10201 (CCS)
This First Modification of Agreement Number 10201 (CCS) (“First Modification”), entered into as of _________________(“Execution Date”), by and between the City of Santa Monica, a municipal corporation (“City”), and SP Plus Corporation (“SP Plus”) is made with reference to the following:

RECITALS
A. On or about November 30, 2015, the City and SP Plus entered into Agreement Number 10201 (CCS) for consolidated parking management and ancillary special event activation and hospitality services (“Original Agreement”).

B. On or about October 14, 2019, the City and SP Plus extended the term of the agreement for an additional two years through November 30, 2022 for a new total amount not to exceed $38.2 million. The term was administratively extended by exercising the renewal options included in Section 2.2 of the Original Agreement.

C. On or about February 1, 2020, Moss Adams LLP performed a third-party contract performance audit of the Original Agreement between the City and SP Plus focused on testing for compliance with significant requirements in the Original Agreement. Moss Adams presented the final report to the City’s Audit Subcommittee on August 18, 2020, which included the best practice recommendations.

D. The City and SP Plus desire to modify the Original Agreement to extend the contract term to October 31, 2025 for a new total amount not to exceed $68.7 million over a ten year period; to revise the annual contract Budget; to revise the criteria used to determine the Incentive Management Fee, to incorporate the Moss Adams LLP Parking Contract Review and Best Practice Recommendations into the Agreement; and to provide for administrative adjustments to contract language to address operational needs.

TERMS AND CONDITIONS
Now, therefore, the undersigned parties do hereby mutually agree to modify the Original Agreement as follows:

1. Section 1.6 of the Original Agreement shall be deleted in its entirety and replaced as follows:

1.6 “Parking Manager” means the City’s designated representative for purposes of administrating this Agreement.

2. Section 2 of the Original Agreement entitled “Term” shall be deleted in its entirety and replaced with the following paragraph:

Term. This Agreement begins on the Execution Date and terminates at midnight on October 31, 2025 (“Termination Date”), unless terminated earlier as set forth in Section 16 of the Original Agreement.

DocuSign Envelope ID: 11D9426A-3C13-43D1-A9A2-FA54BF3E82BB 6/24/2021

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Packet Pg. 695 Attachment: SP Plus First Modification (7191 : Parking Contract Extensions (SP Plus, Skidata, and Windcave)) 2 3. Section 5.1 of the Original Agreement entitled “Compensation” shall be deleted in its entirety and replaced with the following:

5.1 Compensation. The City will compensate SP Plus for the Services provided under this Agreement. The total contract price for services pursuant to the Original Agreement and this First Modification shall not exceed $68.7 million over ten years. The Total Operating Expenses and Management Fees Budget in Exhibit B-3 shall be deemed as the annual not to exceed amounts, for Years 5 through 10, subject to Change Orders approved by the City in accordance with Section 3.4.

4. Section 8.1 of the Original Agreement entitled “Notices” shall be deleted in its entirety and replaced as follows:

8.1 All notices, demands, requests, or approvals to the City:

Department of Transportation
Parking Operations Division
City of Santa Monica
1444 4TH Street
Santa Monica, CA 90401
Attn: Parking Manager
Re: Contract No. 10201
With a copy to:

City Attorney’s Office
City of Santa Monica
1685 Main Street, Third Floor
Santa Monica, CA 90401
Attn: City Attorney
Re: Contract No. 10201

5. Exhibit B-1 of the Agreement entitled “Budget” shall be deleted in its entirety and replaced with Exhibit B-3, attached hereto and incorporated by reference herein.

6. Exhibit B-2 of the Agreement entitled “Management Incentive Fee Criteria” shall be deleted in its entirety and replaced with Exhibit B-4, attached hereto and incorporated by reference herein.

DocuSign Envelope ID: 11D9426A-3C13-43D1-A9A2-FA54BF3E82BB

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Packet Pg. 696 Attachment: SP Plus First Modification (7191 : Parking Contract Extensions (SP Plus, Skidata, and Windcave)) 3 7. Exhibit F entitled “Moss Adams LLP Parking Contract Review and Best Practice Recommendations” shall be added to the agreement, attached hereto and incorporated by reference herein. By incorporating and accepting this Exhibit, the parties acknowledge and agree that implementation of the recommendations in Exhibit F shall be done by Change Order pursuant to Section 3.4 of the Original Agreement, and such changes shall not constitute an increase or decrease in the Scope of Services or the Budget as described in Exhibits A and B-3, respectively.

8. Except as expressly modified by this First Modification, all other terms and conditions of the Original Agreement shall be and remain in full force and effect.

IN WITNESS WHEREOF, the parties have executed this First Modification as of the date and year first written above.

ATTEST:
______________________________

DENISE ANDERSON-WARREN
City Clerk
APPROVED AS TO FORM:
______________________________

LANE DILG
City Attorney

CITY OF SANTA MONICA,
a municipal corporation
By: ______________________________

RICK COLE
City Manager
ABC Corporation
#VENDOR
By: _______________________________
DocuSign Envelope ID: 11D9426A-3C13-43D1-A9A2-FA54BF3E82BB 6/21/2021
George S. Cardona
Interim City Attorney
6/21/2021
Jason Johnston
SP Plus Corporation
Senior Vice President
Lane Dilg
Interim City Manager
6/24/2021
Denise Anderson-Warren
6/24/2021
City Clerk

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Packet Pg. 697 Attachment: SP Plus First Modification (7191 : Parking Contract Extensions (SP Plus, Skidata, and Windcave)) Exhibit B-3
Budget
Year 5 Year 6 Year 7 Year 8 Year 9 Year 10
FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 Expenditure Category
July 1 to June
30 July 1 to June
30 July 1 to June
30 July 1 to June
30 July 1 to June
30 July 1 to Oct.
31 Salaries and Wages
Salaries and Overtime $ 2,479,800 $ 3,400,000 $ 3,468,000 $ 3,537,400 $ 3,608,100 $ 1,226,800 Retirement $ 51,300 $ 80,000 $ 81,600 $ 83,200 $ 84,900 $ 28,900 Medical Insurance $ 568,200 $ 660,000 $ 673,200 $ 686,700 $ 700,400 $ 238,100 Workers' Compensation $ 234,700 $ 340,000 $ 346,800 $ 353,700 $ 360,800 $ 122,700 Total, Salaries and Wages $ 3,334,000 $ 4,480,000 $ 4,569,600 $ 4,661,000 $ 4,754,200 $ 1,616,500 Supplies and Expenses
Accounting Fees $ 29,234 $ 30,000 $ 30,800 $ 31,600 $ 32,400 $ 11,000 Armored Car Security Services $ 50,111 $ 51,400 $ 52,700 $ 54,000 $ 55,400 $ 18,800 Automobile Costs $ 80,000 $ 82,000 $ 84,100 $ 86,200 $ 88,400 $ 30,100 Credit Card Fees $ 38,400 $ 39,400 $ 40,400 $ 41,400 $ 42,400 $ 14,400 Liability Insurance $ 150,400 $ 154,200 $ 158,100 $ 162,100 $ 166,200 $ 56,500 Maintenance - Elevators $ 227,000 $ 218,400 $ 223,900 $ 229,500 $ 235,200 $ 80,000 Maintenance - Fire Protection $ 63,200 $ 64,800 $ 66,400 $ 68,100 $ 69,800 $ 23,700 Maintenance - Parking Facilities $ 214,500 $ 219,900 $ 225,400 $ 231,000 $ 236,800 $ 80,500 Maintenance - Plumbing $ 100,000 $ 102,500 $ 105,100 $ 107,700 $ 110,400 $ 37,500 Misc. Office Supplies and Equipment $ 177,625 $ 182,100 $ 186,700 $ 191,400 $ 196,200 $ 66,700 Miscellaneous License Fees $ 10,800 $ 11,100 $ 11,400 $ 11,700 $ 12,000 $ 4,100 Parking Equipment $ 457,700 $ 394,100 $ 404,000 $ 414,100 $ 424,500 $ 144,300 Signage $ 41,200 $ 42,200 $ 43,300 $ 44,400 $ 45,500 $ 15,500 Utilities $ 61,000 $ 62,500 $ 64,100 $ 65,700 $ 67,300 $ 22,900 Total, Supplies and Expenses $ 1,701,170 $ 1,654,600 $ 1,696,400 $ 1,738,900 $ 1,782,500 $ 606,000 One-Time Capital Expenses
Fleet/Vehicle Replacements $ 150,000
Maintenance - Deferred Projects $ 470,000 $ - $ - $ - $ - $ - Parking Equipment - T2 Systems Warranty $ 280,000 $ - $ - $ - $ - $ - PARCS System - T2 Systems $ 921,400 $ - $ - $ - $ - $ - PARCS System - POS and Credit Cards $ 250,000 $ - $ - $ - $ - $ - Total, One-Time Capital Expenses $ 2,071,400 $ - $ - $ - $ - $ - Special Program Costs
Bike Valet Support - Farmer's Market $ 50,000 $ 51,300 $ 52,600 $ 53,900 $ 55,200 $ 18,800 Crossing Guard Support - SaMoHigh $ - $ - $ - $ - $ - $ - Traffic Support - Go With The Flow $ 45,000 $ 100,000 $ 102,500 $ 105,100 $ 107,700 $ 36,600 Total, Special Program Expenses $ 95,000 $ 151,300 $ 155,100 $ 159,000 $ 162,900 $ 55,400 Total Operating Expenses Budget a $ 7,201,570 $ 6,285,900 $ 6,421,100 $ 6,558,900 $ 6,699,600 $ 2,277,900 Management Fees
Traditional Management Fee $ 260,173 $ 266,700 $ 273,400 $ 280,200 $ 287,200 $ 97,600 Incentive Management Fee $ 51,150 $ 52,400 $ 53,700 $ 55,000 $ 56,400 $ 19,200 Total, Management Fees $ 311,323 $ 319,100 $ 327,100 $ 335,200 $ 343,600 $ 116,800 Grand Total - Operating Expenses and
Management Fees Budget b $ 7,512,893 $ 6,605,000 $ 6,748,200 $ 6,894,100 $ 7,043,200 $ 2,394,700 a / The Total Operating Expenses Budget is used for purposes of Section 5.2.7 Cost Overruns. b / The Grand Total - Operating Expenses and Management Fees Budget is used for purposes of Section 5.1 Compensation.

DocuSign Envelope ID: 11D9426A-3C13-43D1-A9A2-FA54BF3E82BB

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Packet Pg. 698 Attachment: SP Plus First Modification (7191 : Parking Contract Extensions (SP Plus, Skidata, and Windcave)) Exhibit B-3
Budget
Fiscal Year Months Category Amount
FY 2015-16
Dec. 1 to June
30 Prior Year
Actuals $ 3,573,425
FY 2016-17
July 1 to June
30 Prior Year
Actuals $ 5,803,676
FY 2017-18
July 1 to June
30 Prior Year
Actuals $ 7,350,591
FY 2018-19
July 1 to June
30 Prior Year
Actuals $ 7,913,541
FY 2019-20
July 1 to June
30 Prior Year
Actuals $ 6,860,674
FY 2020-21
July 1 to June
30 Budget $ 7,512,893
FY 2021-22
July 1 to June
30 Budget $ 6,605,000
FY 2022-23
July 1 to June
30 Budget $ 6,748,200
FY 2023-24
July 1 to June
30 Budget $ 6,894,100
FY 2024-25
July 1 to June
30 Budget $ 7,043,200
FY 2025-26 July 1 to Oct 31 Budget $ 2,394,700
TOTAL NOT TO EXCEED CONTRACT BUDGET $ 68,700,000
Agreement #10201 (CCS) was executed on November 30, 2015. Below is a summary of the prior year annual spending on this agreement, and the budget projections through the term ending October 31, 2025.

DocuSign Envelope ID: 11D9426A-3C13-43D1-A9A2-FA54BF3E82BB

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Packet Pg. 699 Attachment: SP Plus First Modification (7191 : Parking Contract Extensions (SP Plus, Skidata, and Windcave)) Exhibit B-4
Management Incentive Bonus Fee Criteria
The City shall provide a management incentive program. The incentive program details measurable performance standards for delivery of services and the pay incentives proposed to SP+ for delivery of the program. The incentive fee will be paid, at the City’s sole discretion, within 90 days following the end of each fiscal year ending June 30 throughout the life of the Agreement. The management incentive is based on SP+ meeting measurable performance standards. This is not a billable expense or fee. The incentive bonus fee paid by the City shall be based on SP+’s performance in the following areas:
_________________________________________________________________________ Customer Service - Mystery Parker Program (40 Points Possible) SP+ will initiate and utilize the Mystery Shop program on a monthly basis through a thirdparty agency. Each mystery parker will be given a mystery parker form prepared by SP+ and approved by the City to complete. Included on the form will be general items pertaining to the cleanliness of booths, equipment and the facilities in general, customer service, appearance and attitude of the employee, adherence to certain standard operating procedures, and professionalism.

A total of six (6) Mystery Parker visits will be done on a monthly basis, for a total of seventy-two (72) annually. Each parking facility that SP+ manages must be shopped at least once through the course of the year. A copy of each mystery parker report will be delivered to the City directly from the agency performing the service at the same time the reports are delivered to SP+. A summary of the surveys and copies of the mystery parker forms, with comments that were discussed with the employee that was surveyed, will be submitted to the Senior Manager and the City.

Scores for mystery parker reports are based on a 0% to 100% range. SP+’s incentive bonus will be based on the average rating from all 72 mystery shops over the course of the year.

Points are distributed as follows:

Cumulative Average Score Points
91% to 100% 40
81% to 89% 25
71% to 79% 15
<71% 0
____________________________________________________________________________ DocuSign Envelope ID: 11D9426A-3C13-43D1-A9A2-FA54BF3E82BB

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Packet Pg. 700 Attachment: SP Plus First Modification (7191 : Parking Contract Extensions (SP Plus, Skidata, and Windcave)) Maintenance Checklist Adherence (40 Points Possible)
SP+ shall serve as the City’s parking facilities manager. Included in these duties will be the requirement to maintain an inventory of all equipment and associated maintenance schedule.

SP+ shall be responsible for preparing and submitting to the City routine checklists of each facility to document the performance of maintenance monthly. SP+ shall maintain maintenance logs & inspection reports at the contractor’s office.

City staff shall conduct routine unscheduled inspections of the facilities using an approved checklist agreed to with SP+. A representative from SP+ shall be present during all unscheduled inspections. The checklist shall include specific maintenance items as well as a review that maintenance logs and inspection reports are up to date. Any items identified as needing correction must be corrected within 3 days. If correction cannot be completed within 3 days, SP+ must present a plan with a deadline for completion within three days. SP+ will then be held accountable for the agreed upon extended deadline for correction.

SP+’s incentive bonus will be based on cumulative percentage obtained for all scheduled inspections completed by staff and ability to correct and address maintenance items within the 3- day window. A minimum of 12 total inspections shall be conducted annually.

Cumulative Average Score Points
91% to 100% 40
81% to 89% 25
71% to 79% 15
<71% 0
________________________________________________________________________ Reporting and Auditing (20 Points Possible)
SP+ shall:

1. Maintain complete and accurate record of revenues, expenses, receipts, inventory, and other such information required by the City.

2. Maintain accounting records of all revenue and expenses related to the management and operation of the City’s parking facilities in accordance with generally accepted accounting principles.

3. Maintain payroll reports as well as labor analysis report including positions, staff names, and the number of hours worked at each parking location.

4. Provide monthly budget to actuals variance analysis report.

5. Manage parking operations in a way that ensures adherence to annual budgetary limits outlined in the Agreement.

DocuSign Envelope ID: 11D9426A-3C13-43D1-A9A2-FA54BF3E82BB

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Packet Pg. 701 Attachment: SP Plus First Modification (7191 : Parking Contract Extensions (SP Plus, Skidata, and Windcave))

6. Maintain adequate, sufficiently detailed service and maintenance records to allow proper evaluation of services.

7. Provide free access to representatives of the City, or its designees, at any times (with reasonable notification) to all such books and records.

8. Perform random internal audits throughout the year of SP Plus staff involved in revenue collection processes, including the tracing parking tickets through the system to ensure proper cash handling procedures were implemented and that all charges have been handled correctly and accurately.

SP+’s incentive bonus will be based on the cumulative percentage obtained for receiving these reports by the date that is agreed upon by SP+ and the City.

Cumulative Average Score Points
91% to 100% 20
81% to 89% 15
71% to 79% 10
<71% 0
_________________________________________________________________________________ Management Incentive Fee Table
Total Points Achieved Percent of
Budgeted
Bonus
91 to 100 100%
81 to 90 75%
71 to 79 50%
61 to 70 25%
<61 0
DocuSign Envelope ID: 11D9426A-3C13-43D1-A9A2-FA54BF3E82BB

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Packet Pg. 702 Attachment: SP Plus First Modification (7191 : Parking Contract Extensions (SP Plus, Skidata, and Windcave)) This report is intended for the internal use of City of Santa Monica, and may not be provided to, used, or relied upon by any third parties.

Proprietary & Confidential

FINAL REPORT
City of Santa Monica

PARKING CONTRACT REVIEW
August 11, 2020
Moss Adams LLP
999 Third Avenue, Suite 2800
Seattle, WA 98104
(206) 302-6500
DocuSign Envelope ID: 11D9426A-3C13-43D1-A9A2-FA54BF3E82BB

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Packet Pg. 703 Attachment: SP Plus First Modification (7191 : Parking Contract Extensions (SP Plus, Skidata, and Windcave)) Parking Contract Review Report

FOR INTERNAL USE OF CITY OF SANTA MONICA ONLY
Table of Contents
Executive Summary 1
Scope and Methodology 4
Findings and Recommendations 7
A. Employee Parking Cards 7
B. SP+ Reporting to the City 9
C. Daily Cash Collections, Deposits, Reporting, and Reconciliations 10 D. SP+ Invoicing to the City 11
E. Parking Equipment and Maintenance Tracking 13
F. Accounts Receivable/Billing Collections and Monitoring 14 G. Standard Operating Procedures (SOP) 15
DocuSign Envelope ID: 11D9426A-3C13-43D1-A9A2-FA54BF3E82BB

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Packet Pg. 704 Attachment: SP Plus First Modification (7191 : Parking Contract Extensions (SP Plus, Skidata, and Windcave)) Parking Contract Review Report | 1

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EXECUTIVE SUMMARY
The City of Santa Monica (the City) entered into an agreement (the Agreement) with SP Plus Municipal Services, an operating division of SP Plus Corporation (SP+) on November 30, 2015, and renewed the Agreement on October 14, 2019. The Agreement is now extended through November 30, 2022. For the full extended contract term of seven years, the Agreement amount was not to exceed $38.2 million, with an average of $5.5 million annual budget overseen each year. The Agreement requires SP+ to manage and operate parking operations on behalf of the City, which includes, but is not limited to, the following:
• Managing, operating, and maintaining the City’s public parking facilities which includes:
○ 13 off-street parking structures/garages with approximately 7,000 spaces; and, ○ 28 off-street surface parking lots with approximately 6,000 spaces. • Collecting and depositing parking revenues from the public for daily parking, monthly parking permits, keycards (for non-meter parking), and validation sales. In fiscal year 2018-19, approximately 10 million customers were serviced totaling $42.4 million in revenue collected across multiple funds (General Fund, Beach Recreation Fund, and Pier Fund). • Providing revenue forecasts based on City-proposed or adopted parking fees. • Providing maintenance and engineering services for City parking facilities, equipment, and elevators.
• Providing the City with a robust web-based reporting platform, enabling the City to generate reports and view data.
• Designing, implementing, and maintaining a system of internal controls. • Providing ancillary services to support City programs including:
○ Parking facility maintenance, including plumbing, painting electrical, fire protection, etc.; ○ Elevator repairs and maintenance (via subcontract);
○ Go-with-the-Flow traffic management special event activations; ○ Bike Valet and Farmer’s market staffing support; and, ○ Santa Monica High School crossing-guard services.

SP+ does not oversee the on-street parking meter program, as this program is co-managed by City departments (Community Development Department and the Finance Department).

Under the Agreement, the City may subject SP+ to an annual third-party audit. Moss Adams LLP was asked by the City to perform a contract review of the current Agreement between the City and SP+ for parking management services. The goal of the review was to assess whether SP+ was in compliance with significant aspects of the Agreement, as well as to determine whether adequate controls over contract compliance had been established. Our contract audit took place between February and June 2020.

The contract review was completed under the consultancy standards of the American Institute of Certified Public Accountants (AICPA). As such, this work was not an audit of internal controls that resulted in a formal opinion or other form of assurance. The specific methods used for testing contract compliance are presented in the Scope and Methodology section below. The scope of our review was DocuSign Envelope ID: 11D9426A-3C13-43D1-A9A2-FA54BF3E82BB

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focused on testing for compliance with significant requirements in the Agreement. Our review included testing procedures in the following areas:
• Employee parking cards
• SP+ reporting to the City
• Daily cash collections, deposits, reporting, and reconciliations • SP+ invoicing to the City
• Parking equipment and maintenance tracking
• AR/Billing collections and monitoring
• Standard operating procedures (SOPs)
• Purchasing
There were some areas where SP+ appeared to be in compliance with Agreement requirements and solid internal controls were in place. Some examples of commendable areas include:
• SP+ submits invoices on a monthly basis to the City, and invoices tested were adequately supported and included charges allowable, including the proper calculation of the program management fee, per the Agreement.
• Reports on monthly activity and revenue were prepared by SP+ and submitted to the City for review.
• Cash collections, and the related deposits, were performed within the established timelines of the Agreement.
• The cash collection and deposit process appears to be well-controlled and automated, resulting in minimal human interaction and overall protection over the payments collected. In the daily collections assessed during this review, the automatic process was in place and multiple reconciliations were performed by SP+ and the Division, as well as Finance, to ensure that all funds collected were ultimately deposited.

Similar to most contract reviews, there were areas where practices were not in compliance with Agreement requirements, and there were opportunities to strengthen policies, procedures, systems, and controls. Suggested priorities to address over the next 6 to 12 months include, but are not limited to:
• Increase monitoring of City parking cards and restrict system access to key parking card functions.
• Clarify reporting timelines and ensure deadlines are met. Implement cross-training for reporting responsibilities to support the timely submission of reports to the City. • Improve tracking and reporting related to parking equipment, including tracking inventory, maintenance performed, replacement schedules, and related issues as they are identified and resolved. Assess the overall impact/cost (revenue, time, customers, etc.) of continuing to use outdated parking equipment.

The City is planning to request a modification to the Agreement with SP+ in the near future, which would extend the Agreement term an additional three years (i.e., the full Agreement term would be ten years through November 2025). If the Agreement is modified (extended), the recommendations included in the detailed report below should be considered, and language should be incorporated into DocuSign Envelope ID: 11D9426A-3C13-43D1-A9A2-FA54BF3E82BB

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the amended Agreement, where appropriate. Adding clarified language to several areas within the Agreement will help to better define roles and responsibilities between the City and SP+ and better align expectations.

DocuSign Envelope ID: 11D9426A-3C13-43D1-A9A2-FA54BF3E82BB

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Packet Pg. 707 Attachment: SP Plus First Modification (7191 : Parking Contract Extensions (SP Plus, Skidata, and Windcave)) Parking Contract Review Report | 4

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SCOPE AND METHODOLOGY
The scope of our contract review included an evaluation of the Agreement, SP+ standard operating procedures, and applicable City parking policies and procedures. To gain an understanding of the processes and controls in place, we conducted extensive interviews with key personnel from both SP+ and the City’s Parking Operations Division (the Division). Through these interviews, we gained insight on key functions related to parking operations, concerns, or areas that could be improved, and an overall understanding of the roles and responsibilities of each party as well as the current control structure.

The specific focus areas of the contract review, as well as a summary of the procedures performed to test for compliance, included the following:

To assess whether employee parking cards were well controlled and only issued to current employees, we performed the following:
• Obtained a list of current City employees and a list of all current active parking cards. We selected a random sample of 100 active parking cards to determine whether they were issued to current City employees. For all parking cards that were issued to an individual who was not on the list of current City employees, we inquired and requested documentation to determine whether the card was appropriately issued and supported. • Obtained a SKIDATA system access report showing all individuals who have access to activate/deactivate City employee parking cards and assessed the report to determine whether access appeared to be well-controlled and whether only employees who warranted access to this system function had been granted access.
• For the month of January 2020, we requested the report submitted to the City by SP+ showing the reconciliation of parking cards activated/deactivated to determine whether the reconciliation was performed and properly supported.

We obtained an understanding, per the Agreement, of the reporting SP+ is required to provide to the City, the methods SP+ uses to prepare and approve those reports, and the deadlines for submission.

To test for compliance with reporting requirements, we randomly selected two months during the review period (December 2019 and January 2020) to assess whether:
• The required reports were prepared, approved, and submitted by SP+. • SP+ maintained supporting documentation for the reports submitted. • The deadlines for the monthly submissions were met.

We randomly selected a period of five consecutive dates within our review period (July 16 through July 20, 2019). For each date selected, we obtained all system-generated cash receipt reports, DocuSign Envelope ID: 11D9426A-3C13-43D1-A9A2-FA54BF3E82BB

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deposit and reconciliation documentation, credit card sales reports, and daily reports produced and submitted to the City. We utilized this information to:
• Assess the personnel responsible for key functions in the process to determine whether proper segregation of duties and reviews/approvals were in place. • Document the dates of collection, deposit, and reporting to the City and assess for compliance with the Agreement.
• Attempt to determine whether sequentially ordered receipts/tickets were being used. • Evaluate the process for internal controls to mitigate risks associated with cash receipt handling.

We randomly selected three months during the review period (July, August, and September 2019).

For each month, we assessed the SP+ invoice and supporting documentation as follows:
• Reconciled the invoices to supporting documentation.
• Recalculated the program management fees to assess for compliance with the defined fee structure in the Agreement.
• Assessed the SP+ invoice review process prior to submission to the City, and subsequent payment by the City to SP+.
• Compared charges on the monthly invoices to the allowable charges per the Agreement. • Assessed the submission date of the invoice to the City for compliance with the due dates presented in the Agreement.
• Assessed whether there appeared to be controls for ensuring City procurement policies and procedures were adhered to.

In addition, we gained an understanding of the process for budgeting for expenses incurred by SP+ on behalf of the City, as well as internal processes for comparing expenses to the budget available and actively monitoring it on a regular basis. For the months selected for testing, we assessed whether there was documentation that a budget to actual analysis was performed and whether it appeared that it was being used effectively as an operational tool.

We obtained an understanding of the various types of parking equipment in place and the system/software that the equipment runs on. Given that a lot of the parking equipment is very old, we attempted to assess the overall impact/cost associated with utilizing the old equipment through:
• Determining if a parking equipment list was maintained to track the age of equipment. • Determining if a system or process was in place to track maintenance, issues, and costs related to specific pieces of equipment.
• Assessing the maintenance and daily inspection logs maintained by SP+ for compliance with Agreement requirements.
• Assessing whether trend analysis by specific pieces of equipment could be performed to identify potential repetitive issues/problems.

DocuSign Envelope ID: 11D9426A-3C13-43D1-A9A2-FA54BF3E82BB

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• Analyzing the customer complaint tracking and reporting processes for adequacy, including documenting resolution and assessing for trends.

We obtained A/R aging, billing, and collection reports for two months (August and September 2019) during the audit period. We assessed the reports available to determine:
• Whether monthly invoicing was occurring for the monthly parking passes that were still active. No new parking passes were being issued; however, existing ones were still honored. • If old aged accounts (over 90 days) appeared to be actively managed, and either collected or written-off.
• If a reconciliation of A/R balances between the months could be performed (i.e., whether the ending balance was equal to the beginning balance plus new billings, less collections).

We assessed the Agreement to identify what SP+ is required to have documented in a current Operations and Procedures Manual or detailed SOPs to guide parking operations and management for the City. We obtained all existing SOPs that related to City operations and management from SP+ and assessed whether the required areas of coverage were included and if they appeared to be current and up to date.

Due to the COVID-19 pandemic, which was occurring at the time of this contract review, we were unable to perform certain planned procedures as we were unable to go on-site for testing.

Specifically, we were unable to perform the following:
• Physical observations of the inventory on-hand, including parking permits, parking validations, and parking ticket stock.
• Assessment of the overall management and tracking of inventory, the accounting for sequential ticket stock, and other inventory controls. We were also unable to assess whether tickets were being issued in sequential order, and that all ticket numbers were being accounted for. • A walkthrough to include tracing ticket numbers from each system to assess for gaps or nonsequential tickets. • A walkthrough of the functionalities of the portal used by SP+ to maintain, and give the City access to, all parking operations supporting documentation, including detailed purchase support such as quotes obtained, requisitions, and documentation of bids/proposals, and reporting tools.

The walk-through was meant to physically try using the system functionalities to assess the ease of use of the overall portal.

Properly managing and controlling inventory stock, including the tracking of sequential receipts, helps to prevent misappropriation or lost revenue. The portal houses information, support, and reports that are required by the Agreement, and aids in assessing the overall management of key functions of operations, such as performing and documenting the procurement process, and providing access to real-time reporting tools. The City should consider including these additional on-site procedures during a future follow-up review.

DocuSign Envelope ID: 11D9426A-3C13-43D1-A9A2-FA54BF3E82BB

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FINDINGS AND RECOMMENDATIONS
Based on the input gathered from interviews, document review, detailed testing and other procedures, as well as comparisons to best practices, we prepared a comprehensive set of findings and recommendations, which are detailed below.

1. Finding Parking card monitoring could be improved to ensure that all active cards are issued appropriately and that cards are deactivated timely upon an employee’s termination or when an third-party (non-employee) ceases work with the City.

Recommendation Develop a process for actively monitoring employee and non-employee parking cards and ensure parking cards are deactivated timely upon an employee’s termination or a non-employee no longer requiring access.

SP+ is responsible for managing and monitoring employee and non-employee (i.e., contractors, temporary employees, etc.) parking cards. This includes handling all parking card activations and deactivations, providing regular reporting on parking cards to the City, and ensuring access to the SKIDATA system is controlled. At the time of this review, there were approximately 1,500 active parking cards.

During our analysis of a sample of 100 active parking cards as of March 2020, we identified the following:
• In two instances (2% of the sample), an employee had been terminated, but the card had not been deactivated. The last dates of employment for the two individuals were December 28, 2019 and January 2, 2020.
• There were eight instances (8% of the sample) where a parking card was assigned to someone who was not included on the City’s Active Employee Listing. Upon inquiry, we were informed that these were likely due to temp agency personnel, volunteers or contractors that were working with various City programs. However, a current list of all active non-employee individuals working with the City could not be provided to assess whether the related active non-employee cards were appropriate.

The instances identified above imply that employee parking cards are not always deactivated timely upon termination and that a monitoring process for non-employee-issued cards needs to be implemented. In addition, while SP+ performs a reconciliation of all activations/deactivations on a monthly basis and reports the results to the City, the non-employee parking cards are not included on this reconciliation.
• Employee Cards: The process by which SP+ activates, deactivates, and reconciles parking cards should be evaluated. SP+ and the Division should coordinate with Human Resources (HR) to receive a monthly “City Employee Separation Report”. SP+ and the Division should review this report monthly to proactively deactivate parking cards timely for terminations. In general, the process should ensure that parking cards are cancelled on, or shortly after, an employee’s last DocuSign Envelope ID: 11D9426A-3C13-43D1-A9A2-FA54BF3E82BB

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day of employment. As a control to ensure that all terminations were communicated and that deactivation occurred, the list of active employee parking cards should be reconciled to the Active City Employee Listing on a monthly basis by SP+.
• Non-Employee Cards: It was unclear how parking cards issued to non-employees are being monitored. These parking cards should be subject to monitoring and regular oversight; however, given that there are several programs throughout the City that request non-employee cards for different situations, a full reconciliation each month may not be possible. However, a SKIDATA report of all active non-employee cards should be run each month and a reasonableness review should be performed by someone within SP+ or the Division. This reasonableness review should consider if any known changes have occurred (i.e., contracts expiring, volunteer events ending, etc.) that would affect parking cards. Where appropriate, the reviewer should reach out to the program that initially requested the card to confirm that it is still needed. In addition, consider requiring an expiration date for non-employee cards, upon which the program working with the non-employee must resubmit documentation to ensure the parking cards are still warranted. Nonemployee parking cards should be deactivated immediately when they are no longer needed for City business.

2. Finding Access to the activation/deactivation function for City parking cards within the SKIDATA system is not adequately restricted.

Recommendation Properly restrict system access to SKIDATA activation/deactivation functions to City employees and SP+ personnel who warrant access based on their current roles within the City’s parking function.

The City purchased the SKIDATA hardware and software system in 2017 for the Downtown Civic and Pier Deck off-street parking facilities. The parking equipment and system is used to provide controlled arm-gate access to these facilities and various payment options for parking fees. SP+ is responsible for operating the SKIDATA system, coordinating and scheduling SKIDATA technicians, and providing supplemental equipment maintenance and repairs in the field.

We obtained a SKIDATA system access report showing all users able to activate or deactivate a City parking card. This report showed that there were 81 accounts set up that may have activation/deactivation access granted; however, only four of these accounts were for current City and SP+ employees whose current job responsibilities warranted access. Of the remaining 77 accounts, 29 appeared to be “system accounts” that were not directly attributable to a specific person, and it was unclear who would have knowledge of the relevant login credentials. The remaining 48 accounts appeared to be related to individuals who were not City employees; thus, they may be for individuals employed with SP+. There also appeared to be duplicate accounts set up for some users.

There are varying levels of access rights that can be setup in SKIDATA, and it was unclear if all of these active accounts had inappropriate access; however, we could verify that approximately half of them were assigned “Administrator” access which gives them access to all system functions. SP+ and the City should work together to review the current list of 81 accounts and determine if any are warranted, based on job responsibilities, outside of the four individuals identified as needing access.

Access to sensitive functions (i.e., activation/deactivation) should be removed for all other individuals and system accounts to prevent unauthorized changes. System access reports should be reviewed regularly to ensure that only required access to sensitive functions is granted. Controlling system DocuSign Envelope ID: 11D9426A-3C13-43D1-A9A2-FA54BF3E82BB

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access helps to mitigate the risk that someone could inappropriately activate old parking cards or misappropriate parking cards in the inventory stock for personal use/benefit.

3. Finding Required monthly reports are not consistently submitted to the City by the established deadline.

Recommendation Establish a process to ensure reports are submitted by the required deadlines, even in the event of an employee’s absence. Ensure reports are submitted by the deadlines presented in the Agreement, or document an alternate due date (i.e., the 15th) that is acceptable to both the City and SP+.

The Agreement requires SP+ to prepare and submit two detailed monthly reports to the City:
• Downtown Structures Monthly Report, which includes a monthly operating report, monthly revenue report, and monthly non-revenue and revenue ticket counts. This report is due to the City by the 15th of the following month.
• Beach and Pier Parking Locations Monthly Report, which includes a monthly operating report, monthly revenue report, and monthly non-revenue and revenue ticket counts. This report is due to the City by the 5th of the following month.

During our assessment of the reports for December 2019 and January of 2020, we found that these reports are not consistently submitted to the City by the deadlines in the Agreement. Specifically, we found:
• The December 2019 reports, which were due on January 5th (Beach) and January 15th (Downtown), were not submitted until March 5, 2020.
• The January 2020 reports, which were due on February 5th (Beach) and February 15th (Downtown), were not submitted until March 5, 2020.

After discussions with SP+ and City personnel, it was determined that the delays were due to an employee being out on leave, and the reports not being prepared and submitted until they returned.

SP+ provided support for five additional months, which showed that both reports (Downtown and Beach) were typically submitted by the 15th of the following month. Standard practice was to prepare and submit the reports at the same time, rather than on the 5th and 15th, as required by the Agreement. While this did not seem to be of concern to the Division, it does result in the Beach report being submitted subsequent to the deadline each month.

Given that reports are typically submitted by the 15th of each month, SP+ should implement the following to ensure that requirements of the Agreement are adhered to:
• Cross-train additional personnel to perform the reporting function in the event of an absence.

Discuss the reporting date discrepancy (5th versus 15th) with the Division and come to a mutual understanding of whether the deadlines in the Agreement must be adhered to, or whether consistently submitting reports on the 15th is acceptable. If both parties agree that an alternative due DocuSign Envelope ID: 11D9426A-3C13-43D1-A9A2-FA54BF3E82BB

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date, outside of those presented in the Agreement, is appropriate, document the agreed-to requirements and obtain approval by both parties to support contract compliance.

4. Finding Parking Access and Revenue Control System (PARCS) equipmentgenerated reports were not being submitted to Division daily, as defined by the Agreement.

Recommendation SP+ should evaluate how their internal process for preparing and submitting daily reporting packages to the Division could be improved to ensure the 48-hour deadline is consistently met.

The Agreement requires daily submission of PARCS equipment-generated reports, daily cash receipts, copies of deposit slips, and an equipment-generated summary of credit card sales to the Division no later than 48 hours after collection of revenue. PARCS is the operating system for most of the Division’s parking equipment, and it interfaces with SKIDATA and other system used.

During our analysis of the cash receipt, deposit, and reporting support for five days of the reporting period (July 16 through July 20, 2019) for both the Downtown and Beach sites, we found that nine of the ten daily reports were not submitted within the 48-hour timeline as required by the Agreement.

The reports were submitted between one and eight days after the 48-hour deadline. The Division was able to provide an email in which the expected delayed submissions were communicated due to turnover that had occurred; however, the Agreement does not state in what circumstances a delayed timeline is acceptable, and in some of the instances identified, the actual reporting date did not meet the revised schedule submitted in the email. It is important to note that the delays in reporting to the City did not affect the actual depositing of the related revenue, as all deposits were processed on the same date that the cash/payments were collected.

SP+ should evaluate the internal processes that occur between when time collections are performed and the related deposit made, and when reports are ready for submission to the Division. Given that almost all (nine of the ten) reports tested were submitted late, indicates that an improvement to the overall process for preparing daily reporting packages, reviewing them internally, and submitting them to the Division needs to be made. Cross-training other individuals, outside of the primary person responsible for this reporting function, to either assist in the process or fill in if there is an absence, could help to ensure the deadline is consistently met.

If it is determined that the 48-hour deadline is not reasonable, or typically not achieved due to factors that cannot be prevented, such as pending information, system capabilities, etc., then SP+ and the Division should discuss to determine whether a later deadline is acceptable and appropriate. Any decisions that affect the language in the Agreement should be documented and that support should be maintained with the Agreement.

DocuSign Envelope ID: 11D9426A-3C13-43D1-A9A2-FA54BF3E82BB

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5. Finding It is unclear whether SP+ is required to follow procurement requirements (due diligence, bids, proposals, etc.) for purchases made on the City’s behalf.

Recommendation Clarify with SP+ as to whether the City’s AI must be followed for all purchases made on the City’s behalf.

The City and SP+ work together to develop an annual budget for parking operations. Once this budget is approved, SP+ carries out parking operations and incurs expenses on the City’s behalf, which are subsequently reimbursed by the City through the monthly invoicing process. Budget to actual monitoring is performed monthly. This arrangement provides significant benefit to the City as it allows SP+ to process purchases, issue disbursements, and manage operations in real time, and allows for the City to benefit from the national market share discounts that SP+ obtains. SP+ and the Division communicate regularly and most purchases are preapproved by the City prior to the actual purchase being made.

It is unclear within the Agreement as to whether SP+, along with the Division, is responsible for ensuring that City purchases under this Agreement are subject to the overall City Procurement Administrative Instruction (AI) (IV-4-1). Specifically, the AI establishes thresholds in accordance with the City Code for due diligence (informal or formal quotes, bids or proposals) requirements based on dollar amount to ensure a competitive process is followed for purchases over the set threshold. The Agreement does include procurement provisions related to the approved budget and addressing reallocating budget line items, reasonable expenditure approval authority and cost overruns. SP+ also has internal corporate procurement guidelines. However, given that purchases are made by SP+ on behalf of the City, related purchases and the supporting documentation must adhere to the City’s AI.

During our testing of monthly invoices, we attempted to select a sample of larger purchases to assess whether its underlying documentation was in compliance with the AI; however, given the ways the invoices are prepared, expenses are budgeted, and individual invoiced charges related to one larger purchase spread across several months, we were unable to perform this testing.

SP+ and the Division should define the purchasing requirements for purchases made by SP+ on the City’s behalf. While preapproval of expenses is typically provided by the City, and the overall Agreement budget is agreed to, clarification should be made as to what due diligence is required for purchases. Competitive purchasing benefits the City by ensuring a fair and reasonable price is obtained for goods and services. An assessment of whether or not competitive purchasing is required, and how it must be documented, should be performed and documented. If SP+ is required to comply with the City Procurement AI, an analysis should be performed to determine whether this has been occurring on all past purchases. The Agreement is unclear in this area.

DocuSign Envelope ID: 11D9426A-3C13-43D1-A9A2-FA54BF3E82BB

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6. Finding The annual detailed budget process for those expenses that are charged through the SP+ contract as part of the Agreement, is not formalized, and adjustments are not processed formally.

Budget to actual tracking is performed; however, it is difficult to trace individual purchases to budget line-items.

Recommendation SP+ and the Division should collaborate to prepare operating budgets on a yearly (fiscal) basis, as it relates to expenses through the Agreement.

The budgets should be agreed to and significant changes should be documented and approved.

The recording of actual expenditures against budgeted line-item categories should be evaluated for more accurate ways to monitor budget to actual by line-item.

The Agreement included a budget (Exhibit B-1) for operating expenses that could be paid by SP+ and reimbursed by the City of approximately $4.4 million to $5.0 million per year. However, this budget was approved by the City based on an assessment of operations in place in 2015 and had not been updated until the fiscal year ending June 2020. That budget was meant to cover each year of the contract; however, significant changes to parking operations have occurred since the time it was developed. The Agreement allows for “non-material adjustments,” including additions, deletions, or other revisions, to be made to the scope of services or budget. Reallocation of line item budgets can be performed with “reasonable approval by the City, as long as the expenses do not exceed the total operating expenses for each year.”
SP+ and the Division appeared to be monitoring budget to actual reports each month; however, for 2015 through June of 2019, the annual detailed budget from 2015 was not updated proactively between SP+ and the Division reflect changes in operations, responsibilities of SP+, added services, or other significant changes. Rather, the City tracked the SP+ budget based on a bottom-line approach, ensuring that the total expenses each year did not exceed the total budget allowed. This approach did not allow for meaningful monitoring to be performed on a detailed line-item basis between 2015 and 2019. Beginning in early fiscal year ending June 2020, SP+ and the Division collaborated to develop a more meaningful budget and updated individual line items to reflect anticipated spending based on actual expected expenses in each line-item category.

In addition, given the ways in which individual invoices and expenses are charged back to the City on a monthly invoice, we were unable to determine if the budget truly could be used to monitor line item balances real-time. Instead, a monthly reconciliation approach was being utilized to compare budget to actual amounts by line item. SP+ does provide a sub-system (SP+ Client View) that could provide more meaningful line-item budget to actual reporting; however, for the months tested during this review, an overall reconciliation approach was being used rather than a real-time line item monitoring approach.

SP+ and the Division should work together each year to develop a detailed line-item budget that accounts for all changes that have occurred and are expected in the upcoming year. The Agreement should be modified to reflect what is required, including approvals and monitoring reports, each year as right now the Agreement includes the same budget that was approved back in 2015. When there DocuSign Envelope ID: 11D9426A-3C13-43D1-A9A2-FA54BF3E82BB

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are non-material adjustments, the approval should be documented in some way, and the budget should be amended/changed to reflect the adjustment to allow for more accurate ongoing budget to actual monitoring. The current process/system for tracking and reporting actual expenditures by category should be evaluated to provide a consistency between budget and actual expenditure tracking.

7. Finding Some of the City’s parking equipment, and the related systems the equipment runs on, is nearing end of life. Additionally, there is limited tracking of maintenance issues or equipment problems related to parking equipment.

Recommendation The overall age of the City’s parking equipment, the systems the equipment runs on, and the impact/cost of using older equipment should be assessed.

The Agreement requires that SP+ serve as the City’s parking facilities manager, which includes the requirement to maintain an inventory of all equipment and associated maintenance schedules. SP+ is also responsible for managing the contracts for performing parking equipment maintenance with a Service Maintenance Provider and ensuring all customer complaints are handled and resolved quickly and effectively. There are several system and equipment providers, including SKIDATA, T2 and Hi-Tech, that SP+ works in conjunction with to fulfill these Agreement responsibilities.

During interviews, it was communicated that a lot of the parking equipment currently in use is very old, prone to mechanical and other issues, and runs on systems that do not provide adequate reporting. During our assessment of the impact of the older equipment, we identified the following issues contributing to the problem:
• A current list of all parking equipment, tracking the date of purchase and other key information, is not maintained; therefore, we were unable to assess the overall age of the equipment being utilized for City parking operations. SP+ or the Division could not provide this listing. • While daily inspection logs and issues logs are maintained, the information provided on those logs does not denote the specific machine/piece of equipment. Issues identified are not tracked by machine/piece of equipment, and the resolution of specific issues is not always documented.

The daily logs primarily relate to minor issues (cosmetic-type problems, trash/cleanliness, or sign issues), and typically only denote “pass” or “needs follow-up” rather than the specific issue and the related resolution.
• A formal reporting system for customer complaints related to parking equipment or facilities is not in place; however, SP+ deploys a secret shopper program to assess the customer experience.

Given the items above, it is not possible to track the impact of issues and malfunctions of older equipment and the related systems/software, or to assess the overall impact/cost of potential lost revenues to the City. As such, we were unable to determine the overall impact that aged equipment has on parking operations and the related revenue to the City. As identified in the Standard Operating Procedures finding below, SP+ does not have SOPs covering Equipment Inventory or Maintenance and Replacement Schedules for equipment, which could be a cause of the issues presented above.

DocuSign Envelope ID: 11D9426A-3C13-43D1-A9A2-FA54BF3E82BB

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SP+ and the City should collaborate to determine ways to begin tracking equipment-related information, including maintenance performed, issues reported, resolution of issues identified, and customer complaints. Going forward, a means of reporting and monitoring the impacts/costs associated with old equipment should be tracked and reported to allow the City to perform a costbenefit assessment for replacing old equipment. A full equipment inventory, which tracks the date of original purchase or an estimated date, as well as maintenance and replacement schedules for all equipment, should be developed and maintained on an ongoing basis.

Given the systems/software that the parking equipment uses are old, the reporting and controls over these systems should be assessed to determine what risks they pose to the City. Older systems are more prone to errors in reporting and allow for controls to be more easily bypassed, which could result in misappropriation going undetected.

SOPs covering Equipment Inventory, Maintenance Schedule, and Replacement Schedule should be developed and implemented, in compliance with the Agreement. Refer to the Standard Operating Procedures below.

8. Finding There are large A/R credit and debit balances in the 120 days or older category that have not been fully addressed to remove them from the A/R listing.

Systems access to the billing system is not restricted to only individuals with billing responsibilities.

Recommendation SP+ should work with the City to ensure the old A/R is cleaned up in the system, and that only balances in which collection efforts are currently being made on, are included. Old accounts should be written-off allowing for more accurate reporting and monitoring of the rolling A/R balances.

Systems access should be restricted to only those individuals that are responsible for billing activities related to the City of Santa Monica A/R.

SP+ is responsible for billing and collection efforts related to parking keycard permit access monthly cards (parking cards) that are still being honored by the City. New monthly parking cards are not being issued. SP+ bills customers in advance (i.e., the month before) in all cases except for specialized license agreements, using the SP+ Central Accounts Receivable System (CARS).

Customers remit payment directly to SP+, and all A/R and payment activity is recorded in CARS, not in the City’s system, which results in the related A/R not being included on the City’s balance sheet.

SP+ then remits payment to the City via wire transfers to the City’s bank account, at which time, the payments are recorded as revenue by the City.

In fiscal year 2017–2018, Moss Adams performed a review in this area and provided recommendations to improve the management of billing and collections related to parking card A/R.

Following that review, SP+ and the Division implemented several improvements to the overall A/R monitoring and management function. Based on our analysis of the current A/R function, it does appear that significant improvements have been made and there is a process in place to keep A/R DocuSign Envelope ID: 11D9426A-3C13-43D1-A9A2-FA54BF3E82BB

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balances current by deactivating cards if payment is not received within 60 days of the due date.

However, there are a few large account credit balances (approximately $1.5 million) on old accounts that are now being billed manually versus utilizing the system. In addition, there were some old accounts with debit balances that had not been adjusted or written off.

Based on our discussions with management, they have been trying to correct these accounts for several years; however, had not been successful in getting them resolved (i.e., adjusted or written-off) as of the time of this review. There had initially been plans to resolve the issues in early 2020; however, due to COVID-19’s effect on City operations and priorities, this had not been resolved.

These old aged accounts make A/R reporting and monitoring more difficult as it is difficult to distinguish if new A/R balances are hitting the 90-day or older categories.

Finally, based on a memo provided by SP+ and a systems access report related to the City of Santa Monica account in the CARS billing system, it appears that there 590 SP+ users with access to the account. Systems access should be restricted to only individuals who are responsible for billing and collections on the City of Santa Monica A/R, and SP+ should ensure that none of those individuals are also responsible for handling the related payments (cash receipts) on those accounts.

SP+ and the City should work together to resolve the system issues and clean-up the old A/R. Going forward, a roll-forward should be performed each month to ensure the ending balance, plus new billings, less collections, ties to the ending A/R balance. In addition, any A/R that hits the 90-day+ categories should be addressed immediately. It is difficult to determine if this is occurring regularly given the large A/R balances residing in the 120+ days category. If the Agreement is modified, the City should consider modifying the language around billing and collections to be more consistent with the City’s current AI in this area.

9. Finding Many of the SOPs that SP+ is required to develop and keep current, in accordance with the Agreement, were either incomplete, did not appear sufficient to meet the requirements or did not exist.

Recommendation SP+ should review all SOPs, compare them to Agreement requirements, make updates or draft new SOPs to meet the requirements of the Agreement, and obtain City approval.

The Agreement requires SP+ to prepare and maintain an up-to-date Operations and Procedures Manual (SOPs) that reflect the method of parking lot operations proposed by SP+. These SOPs must be proposed to, and approved by, the City. The manual must cover 16 key areas of operations specified by the Agreement.

In our analysis of the SOPs provided by SP+, we identified the following:
• Many of the 16 required SOPs were available. However, several were incomplete, did not appear sufficient to meet the requirements of the Agreement, or were not included, including:
○ Graffiti Abatement – An SOP covering this area was not provided. ○ Quality Control (QC) Plan – A QA Assessment was provided; however, a detailed QC Plan was not.

DocuSign Envelope ID: 11D9426A-3C13-43D1-A9A2-FA54BF3E82BB

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○ Facility Maintenance Procedures and Schedule – Some elements of these were covered throughout other SOPs; however, a comprehensive set of procedures and detailed schedule were not provided.
○ Equipment Inventory, Maintenance Schedule, and Replacement Schedule – The SOPs provided covered facility inspections and a 2020 space count inventory; however, SOPs covering equipment inventory or maintenance and replacement schedules were not provided. ○ Company personnel policies, including Affirmative Action Plan – SP+ personnel policies were provided; however, not an Affirmative Action Plan.
○ Alarm Procedures – SP+ has an Emergency Plan that requires location supervisors to familiarize themselves with the local alarm system and ensure employees understand its function; however, there are no other alarm procedures included. • Most of the SOPs are not dated; therefore, we were unable to determine whether they are up to date and reflect current practices. The three SOPs that were dated indicate the last updates occurred in 2016, 2017, and 2020.
• There was no documentation available as to whether the SOPs were originally submitted to the City for approval, or if significant updates to the SOPs over the years had been submitted to the City for approval.

A full review of the SP+ SOPs should be performed. All SOPs required by the Agreement should be either updated to ensure they reflect current practices, or developed if they do not exist. SP+ and the Division should work together to ensure that the SP+ SOPs meet the requirements of the Agreement, including detailed language throughout the Agreement on what the responsibilities of SP+ are in these areas, and ensure, where appropriate, that they are consistent with City policies.

Once drafted/updated, the full set of SOPs should be submitted to the City and documentation of approval should be maintained. These SOPs should be evaluated at least annually to ensure they are up to date, and any significant changes should be submitted to the City for review and approval.

DocuSign Envelope ID: 11D9426A-3C13-43D1-A9A2-FA54BF3E82BB

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Packet Pg. 720 Attachment: SP Plus First Modification (7191 : Parking Contract Extensions (SP Plus, Skidata, and Windcave)) DocuSign Envelope ID: 11D9426A-3C13-43D1-A9A2-FA54BF3E82BB

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Packet Pg. 721 Attachment: SP Plus First Modification (7191 : Parking Contract Extensions (SP Plus, Skidata, and Windcave)) Management Responses to the City of Santa Monica Parking Contract Review By Parking Operations Division, Community Development Department, City of Santa Monica Moss-Adams Auditors, LLP, audit preparer August 11, 2020 A. Employee Parking Cards

1. Finding: Parking card monitoring could be improved to ensure that all active cards are issued appropriately and that cards are deactivated timely upon an employee’s termination or when a third-party (non-employee) ceases work with the City.

Recommendation: Develop a process for actively monitoring employee and non-employee parking cards and ensure parking cards are deactivated timely upon an employee’s termination or a non-employee no longer requiring access.

Manager’s Response: We agree. The Division will develop a process between Parking Operations and Human Resources to monitor and provide information of terminated employee and non-employee to SP+ in a timely manner for the purposes of deactivation of parking access media.

2. Finding: Access to the activation/deactivation function for City parking cards within the SKIDATA system is not adequately restricted.

Recommendation: Properly restrict system access to SKIDATA activation/deactivation functions to City employees and SP+ personnel who warrant access based on their current roles within the City’s parking function.

Manager’s response: We agree. The Division will review SP+ access policy and confirm access restrictions for activation/deactivation be limited to managers explicitly directed to make changes on behalf of the City. All others will be limited to read-only modes to verify active key card use.

B. SP+ Reporting to the City

3. Finding: Required monthly reports are not consistently submitted to the City by the established deadline.

Recommendation: Establish a process to ensure reports are submitted by the required deadlines, even in the event of an employee’s absence. Ensure reports are submitted by the deadlines presented in the Agreement, or document an alternate due date (i.e., the 15th) that is acceptable to both the City and SP+.

DocuSign Envelope ID: 11D9426A-3C13-43D1-A9A2-FA54BF3E82BB

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Packet Pg. 722 Attachment: SP Plus First Modification (7191 : Parking Contract Extensions (SP Plus, Skidata, and Windcave)) Manager’s response: We concur with this finding. Division staff will work with SP+ staff to ensure that all required operating reports are produced and presented by their contractually established due dates.

C. Daily cash Collections, Deposits, Reporting, and Reconciliations

4. Parking Access and Revenue Control System (PARCS) equipment generated reports were not being submitted to Division daily, as defined by the Agreement.

Recommendation: SP+ should evaluate how their internal process for preparing and submitting daily reporting packages to the Division could be improved to ensure the 48-hour deadline is consistently met.

Manager’s response: We concur with this finding. SP+ staff will evaluate internal processes to improve upon submittal deadlines. The Division will review these processes to ensure 48-hour deadlines are met consistently.

D. SP+ Invoicing the City

5. Finding: It is unclear whether SP+ is required to follow procurement requirements (due diligence, bids, proposals, etc.) for purchases made on the City’s behalf.

Recommendation: Clarify with SP+ as to whether the City’s AI must be followed for all purchases made on the City’s behalf.

Manager’s response: The Division will clarify this requirement with SP+. Generally, SP+ follows fair and competitive bid practices for provision of third-party services and equipment supplies but City will confirm to what extent the contract requires closer adherence to procurement requirements.

6. Finding: The annual detailed budget process for those expenses that are charged through the SP+ contract as part of the Agreement, is not formalized, and adjustments are not processed formally. Budget to actual tracking is performed; however, it is difficult to trace individual purchases to budget line-items.

Recommendation: SP+ and the Division should collaborate to prepare operating budgets on a yearly (fiscal) basis, as it relates to expenses through the Agreement. The budgets should be agreed to and significant changes should be documented and approved.

The recording of actual expenditures against budgeted line-item categories should be evaluated for more accurate ways to monitor budget to actual by line-item.

DocuSign Envelope ID: 11D9426A-3C13-43D1-A9A2-FA54BF3E82BB

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Packet Pg. 723 Attachment: SP Plus First Modification (7191 : Parking Contract Extensions (SP Plus, Skidata, and Windcave)) Manager’s response: The Division concurs on this request and will continue to refine monitoring and approval processes.

E. Parking Equipment and Maintenance Tracking

7. Finding: Some of the City’s parking equipment, and the related systems the equipment runs on, is nearing end of life. Additionally, there is limited tracking of maintenance issues or equipment problems related to parking equipment.

Recommendation: The overall age of the City’s parking equipment, the systems the equipment runs on, and the impact/cost of using older equipment should be assessed.

Manager’s response: The Division agrees with this. Industry best practices indicate that new equipment be listed with its expected useful life, include a regular maintenance schedule and parts consumed, and that prior to end of useful life, an assessment be done to consider replacement options based on return on investment.

F. Accounts Receivable/ Billing Collections and Monitoring

8. Finding: There are large A/R credit and debit balances in the 120 days or older category that have not been fully addressed to remove them from the A/R listing. Systems access to the billing system is not restricted to only individuals with billing responsibilities.

Recommendation: SP+ should work with the City to ensure the old A/R is cleaned up in the system, and that only balances in which collection efforts are currently being made on, are included. Old accounts should be written-off allowing for more accurate reporting and monitoring of the rolling A/R balances. Systems access should be restricted to only those individuals that are responsible for billing activities related to the City of Santa Monica A/R.

Manager’s response: The Division concurs. City staff will arrange with SP+ to address outstanding A/R clean-up issues as a first order priority, and address access authority.

G. Standard Operating Procedures (SOP)

9. Finding: Many of the SOPs that SP+ is required to develop and keep current, in accordance with the Agreement, were either incomplete, did not appear sufficient to meet the requirements or did not exist.

Recommendation: SP+ should review all SOPs, compare them to Agreement requirements, make updates or draft new SOPs to meet the requirements of the Agreement, and obtain City approval.

Manager’s response: The Division agrees with this finding and will implement such measures.

DocuSign Envelope ID: 11D9426A-3C13-43D1-A9A2-FA54BF3E82BB

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Exhibit E
Sentry’s Statement of Work Proposal

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C o m m e r c i a l i n C o n f i d e n c e

1. Cover Letter for City of Santa Monica PARCS Upgrade
Thank you for the opportunity to submit this comprehensive proposal from the Sentry SKIDATA Group (“Sentry”) to deliver a world-class PARCS system for the City of Santa Monica (“COSM”).

Sentry is at the forefront in implementing state of the art parking enhancements throughout the United States. In fact, our specific niche is managing the implementation and service of large scale, automated systems in demanding, multi-location, continuously operating environments. As such, Sentry has built an impressive resume of references, supporting more than 400 sites, that can further assure COSM that Sentry clearly understands how to deliver these projects well. The Sentry technical and management team selected for this project are specialists, who have local experience gained on projects of similar size and scope.

Furthermore, Sentry’s support infrastructure and post install service reputation is unparalleled; this is enabled through the investments we continue to make in establishing, developing, and building the best support structure in the industry, lessons learnt from more than 30 years in business.

In this proposal we highlight and detail how Sentry is a unique partner for COSM:

1. As the most technically astute and financially prudent choice – we are owned by the PARCS manufacturer receiving full, direct and fast tracked support;

2. Being uniquely capable of installing a platform that truly enables the COSM’s ambition for many years to come – we know how to take the platform we deliver and extend its capability over the life of the system, as we have done for many networked, multi-garage installations;

3. Sentry is capable of extending our scope further than others, to offer true turnkey; implementation and mitigate delivery risk for COSM – with dedicated resourcing that does not draw from service, and professional project management, ensure projects are designed and delivered to be on time and on budget with no surprises;

4. SKIDATA solutions are mature, internationally market proven and importantly have a long history of delivering for clients, not start-ups offering prototypes or businesses with no infrastructure returning from bankruptcy with a cheaper price. For the best value, greater compliance out of the box and long term success can only be assured with Sentry;

5. It is only Sentry that is able to offer proven promotional integrations and full compliance with PCI, EMV compliance, we understand it having lead the market with SKIDATA for many years, competitors that do not meet current PA-DSS requirements (3.1), introduce unnecessary risk.

Should there be any aspect of our proposal which needs further clarification, or if any reason should arise which would preclude COSM from selecting Sentry for this, please contact our team, and we would value the opportunity to specifically address any concerns in order to move forward together.

With kind regards,
Mike Brill
[email protected]
(818) 919-3290
"Sentry is a specialist
systems integrator that
offers world-class
customer help and
innovations to optimize
revenue for our
customers over the long
term."

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C o m m e r c i a l i n C o n f i d e n c e
City of Santa Monica
SKIDATA PARCS Upgrade
Statement of Work Proposal
Version: 1
Date: July 22, 2016

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CONTENTS

1. Cover Letter for City of Santa Monica PARCS Upgrade .................................................................1

2. Qualifications and References.......................................................................................................4

3. Project Manager’s resume listing qualifications and experience...................................................18

4. Data sheets for primary equipment in project. ............................................................................23

5. Detailed project schedule. ..........................................................................................................48

6. Exceptions and Substitutions ......................................................................................................58

6. Detailed price sheet with itemized costs .....................................................................................61

7. Detailed price list for on-going fees or subscription based services...............................................61

13. List manufacturer of each primary component of system.............................................................61

14. Recommended spare parts list w/pricing. ...................................................................................61

8. Warranty/Extended Warranty/Service Agreement. .....................................................................62

9. Report samples...........................................................................................................................63

10. Sample training program. ...........................................................................................................65

11. Sample punch list. ......................................................................................................................69

12. List of Sub-Contractors................................................................................................................70

15. List of Attachments ....................................................................................................................71

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IMPORTANT NOTE: The following response format follows the numbers in F. Response Format and includes the required items numbers as the SECTION 3 – RFP SPECIFICATIONS 1. Proposal Submittals.

2. Qualifications and References.

D. Financial Statements
Please refer to attached documents 1. Financials.

F. Manufacturer’s Qualifications:

1. In continuous operations for previous five years.

Sentry presents a comprehensive and considered proposal that will provide a world leading Parking Access and Revenue Control System (PARCS) upgrade for COSM.  Sentry is SKIDATA’s largest subsidiary worldwide and a specialist systems integrator with more than 30 years of PARCS experience and more than 400 customer sites.  SKIDATA is the leading international PARCS provider with more than 10,000 installations, helping clients optimize performance and maximize profits.

In California, the Sentry team has implemented and continues to service 250+ PARCS systems, supporting parking operations at many of the highest profile event destination, commercial and shopping facilities. We are strongest in service, contract delivery and multi-site operations networking.

The Sentry niche is the implementation and servicing of large scale, automated parking systems in demanding, continuously operating environments exactly like those of the COSM. We high-caliber, dedicated project manager’s with many years PARCS experience to deliver multi-site projects all the time – many included in our references and one of the latest is 9 Casino hotel locations at MGM Las Vegas in double quick time.

Sentry has built an impressive resume of references that can attest to how well these projects are delivered and the remarkable outcomes that follow. Sentry has been in business since 1979 (37 years) and employs more than 150 PARCS professionals

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2. Primary components installed in three or more parking facilities of similar size and complexity.

The following Three locations use the SKIDATA Parking.logic PARCS across multiple garage locations.

Reference 1
Company Name CITY OF BEVERLY HILLS
Company Address 55 North Rexford Drive, Beverly Hills, California, 90210 Contact Name Chad Lynn
Telephone Number 310 288 2807
Email Address of Contact [email protected]
Start and End Dates of Project 2012 - Ongoing
Brief Description of Project 14 City owned parking Structures • 73 Lanes
• 73 Barrier Gates
• 16 Cash/Credit Pay on Foot
• 22 Credit Only Pay on Foot
• AVI Readers
Brief Description of Key
Accomplishments
• SENTRY SKIDATA GROUP installed the 14 parking structures using a phased installation approach. Sentry has completed the SKIDATA Installation in all parking Structures which are connected via the city’s fiber optic network. Each parking structure is unique. Some parking structures employ Pay on Foot technology to fully automate the facility while others employ booth cashiering in addition to express exit lanes. • SENTRY SKIDATA GROUP installed the 14 parking structures using a phased installation approach. Sentry has completed the SKIDATA Installation in all parking Structures which are connected via the city’s fiber optic network. Each parking structure is unique. Some parking structures employ Pay on Foot technology to fully automate the facility. Some parking structures employ booth cashiering and express exit lanes.

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Reference 2
Company Name COUNTY OF ORANGE
Company Address 300 East Chapman Avenue in Orange California 92866 Contact Name Ron Kozma
Telephone Number (714) 667-9618
Email Address of Contact [email protected]
Start and End Dates of Project 2011 - Ongoing
Brief Description of Project 12 County owned parking Structures • 56 Lanes
• 56 Barrier Gates
• 7 Cash/Credit Pay on Foot
• 1 Credit Only Pay on Foot
Brief Description of Key
Accomplishments
• Orange County is the home of a wide range of tourist attractions. Orange County boasts a thriving business economy and a well-educated work force.

The County of Orange is a regional service provider and planning agency whose core businesses include public safety, public health, environmental protection, regional planning, public assistance, social services and aviation. • SENTRY SKIDATA GROUP installed 56 lanes and 8 Pay on Foots these 12 parking structures all located throughout the county. All parking garages are connected via secure wireless Ethernet. The project and deployment is similar to the City of Beverly Hills.

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Reference 3
Company Name JOHN WAYNE AIRPORT
Company Address 3160 Airport Way Costa Mesa, CA 92626
Contact Name Tim Harris
Telephone Number (949) 252-5246
Email Address of Contact [email protected]
Start and End Dates of Project 2012 - Ongoing
Brief Description of Project • 57 Lanes
• 57 Barrier Gates
• License Plate Recognition (LPR)
• Automated Valet
Brief Description of Key
Accomplishments
• John Wayne Airport It is located approximately 35 miles south of Los Angeles, between the cities of Costa Mesa, Irvine, and Newport Beach. The service area includes more than three million people within the 34 cities and unincorporated areas of Orange County. In 2014, more than nine million passengers were served.
• JWA converted to SKIDATA in 2011/2012. The Exits were changed from multiple booths to 1 booth per exit plaza. 57 lanes, 17 visitors’ entry lanes, 10 attended booths, 16 visitors unattended exit column lanes, 2 CC in/out with LPR integration. Automated Valet Electronic Count Signage with Real Time updates.

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G. Installer Qualifications:

1. Licensed in California.

Sentry Control Systems LLC, California Contractor License No.100 7233

2. Continuously worked with equipment manufacturer, including providing installations and maintenance, for minimum of three years.

Sentry has worked with SKIDATA A.G. for more than a decade.

3. Approved in writing by PARCS manufacturer(s).

SKIDATA A.G. is the majority owner of Sentry Control Systems LLC. http://www.sentrycontrol.com/about-skidata
Hugo Rohner (CEO of SKIDATA A.G.) is an officer of Sentry Control Systems LLC.

The team we propose for the project is highly
experienced in designing, implementing, and
servicing PARCS in large scale, dynamic
environments, comprising industry experts
located in Los Angeles, California.

Since Sentry’s customer listing is extensive,
we have chosen to represent our broad local
capabilities visually; we can provide
supplemental information, including
addresses and contacts for every customer
represented on this map.

Each of the projects represented
on this map includes the core SKIDATA
Parking.Logic application we propose for the
PARCS at COSM.

The map to the right represents projects sold
by Sentry in excess of $100,000 since January
2011. The illustration shows, for example, that
there have been 74 in the Los Angeles area.

Sentry has more than 400 installations in the United State alone, which does not include the hundreds of other locations installed by SKIDATA authorized distributors. Both SKIDATA and Sentry are profitable and the breadth of our local customer sites means new customers such as the COSM enjoy all the investments and expertise gained from this history. In addition, Sentry has developed a remarkable internal culture founded on teamwork and customer outcomes, supported by continual professional development that empowers individuals to deliver; as a result, Sentry has as large core of long-term employees, something that no other businesses in our industry has, and just one of the reasons we continue to attract the very best talent.

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4. Documentation of manufacturer’s installation training within previous two years.

Product Quality Assurance
All SKIDATA subsidiaries and partners are certified through ongoing training and each individual has training certification. As we are manufacturer owned, Training for the technical team is run in-house with courses delivered by Stefan Perner and registered on an electronic portal, a sample report of recent activity is shown as an example of the training delivered over the previous two years. Each technical employee attended the sessions which are provided multiple times to allow service to continue.

STEFAN PERNER – 10 years PARCS experience
Product Manager
Stefan has been with Sentry since 2007. As a native of Austria, Stefan worked with SKIDATA headquarters prior to joining Sentry. With 15+ years of parking experience, Stefan played an integral role in establishing the North American subsidiary, SKIDATA INC. He holds degrees in industrial and mechanical engineering from a Hoehre Technische Lehranstallt in Salzburg, Austria. Stefan is the lead technical consultant for the SKIDATA family of products which the COSM may use in this upgrade. Stefan’s team leadsthe training department which will deliver the operational, management and technical assistance to allow COSM to thrive.

SESSION SCHEDULE
Commend Basic for SKIDATA part1 – WC 7/20/2016 6:30
Commend Basic for SKIDATA part1 – WC 7/6/2016 6:30
Basic Relay Logic and Wiring WC 6/29/2016 6:30
What’s NEW in Parking.Logic V9 6/28/2016 10:00
Basic Relay Logic and Wiring WC 6/22/2016 6:30
Basic Relay Logic and Wiring WC 6/15/2016 6:30
Basic Relay Logic and Wiring WC 6/8/2016 6:30
INDECT Technician TRAINING - WC 3 DAY 5/31/2016 8:30
SKIDATA Members Platform Navigation 5/16/2016 9:00
SKIDATA Members Platform Navigation 5/11/2016 10:00
Commend Basic for SKIDATA part1 – WC 5/11/2016 6:30
What’s NEW in Parking.Logic V9 5/10/2016 9:00
What’s NEW in Parking.Logic V9 5/5/2016 13:30
SKIDATA Members Platform Navigation 5/5/2016 8:00
SKIDATA Members Platform Navigation 5/4/2016 11:00
Folding Gate arm (Barrier 98) Repair and Service - WC 5/4/2016 6:30 Folding Gate arm (Barrier 98) Repair and Service - WC 4/27/2016 6:30 Configuring Commend 4/19/2016 14:00
What’s NEW in Parking.Logic V9 4/18/2016 7:30
Commend Basic for SKIDATA part1 – WC 4/13/2016 6:30
EMV- Payment Express Terminal in Parking.Logic v8 4/12/2016 7:00 SENTRY SKIDATA New Hire Overview Training 4/4/2016 9:00 SKIDATA Members Platform Navigation 3/31/2016 8:30
Commend Basic for SKIDATA part1 – WC 3/30/2016 6:30

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INDECT Sales and Project TRAINING 3/24/2016 9:00
SKIDATA Parking.Logic Cashier Overview WC 3/23/2016 10:00 SENTRY SKIDATA Car Access - Installation/Basic configuration 4-DAY WC 3/15/2016 8:30 SENTRY SKIDATA Car Access - System overview/Operation WC 3/14/2016 8:30 SKIDATA Parking.Logic Cashier Overview 2/26/2016 10:00
POW Session v25 GUI 2/25/2016 6:45
POW Session Column 2/24/2016 6:30
SKIDATA Car Access - Refresher 2DAY WC 2/23/2016 8:30
POW Session Barrier Gate 2/23/2016 6:45
XO Portal Learning Session 2/17/2016 9:00
SENTRY SKIDATA Car Access - Installation/Basic configuration 4-DAY WC 2/16/2016 8:30 SENTRY SKIDATA Car Access - System overview/Operation WC 2/15/2016 8:30 Parking.Logic and Interface Training for Westfield LAB 2/9/2016 8:30 SENTRY SKIDATA Car Access - Installation/Basic configuration 4-DAY WC 2/2/2016 8:30 SENTRY SKIDATA Car Access - System overview/Operation WC 2/1/2016 8:30 SKIDATA Parking.Logic Cashier Overview WC 1/29/2016 10:00 SKIDATA Members Platform Navigation 1/19/2016 10:00
SKIDATA Members Platform Navigation 12/22/2015 8:00
SKIDATA Car Access - Refresher 2DAY 12/16/2015 8:30
SKIDATA Car Access -Level 1 Installation/Basic configuration 5-DAY 12/7/2015 9:00 SKIDATA Parking.Logic Cashier Overview 12/3/2015 9:00
SKIDATA Members Platform Navigation 11/18/2015 10:15
SKIDATA Parking.Logic Cashier Overview 11/16/2015 10:00 SKIDATA Car Access - Commissioning 2DAY 11/10/2015 8:30 Sentry SKIDATA Car Access - System overview/Operation 11/10/2015 8:00 Certification - Car Access - "System Engineer" 11/4/2015 9:30 SKIDATA Members Platform Navigation 11/2/2015 10:00
SKIDATA Certified Trainer 10/26/2015 9:00
SENTRY SKIDATA New Hire Training 10/21/2015 9:30
SENTRY SKIDATA Car Access - V8 and New Hardware Refresher 2DAY 10/6/2015 8:30 SENTRY SKIDATA Car Access - Installation/Basic configuration 4-DAY 9/15/2015 8:30 SENTRY SKIDATA Car Access - System overview/Operation 9/14/2015 9:00 SENTRY SKIDATA New Hire Training 9/11/2015 9:00
EMV- Six Terminal in Parking.Logic v8 8/28/2015 8:00
SKIDATA Validation Creation and Reporting 8/19 8/19/2015 9:00 SKIDATA Keycard Creation and Articles 8/6/2015 9:00
SENTRY SKIDATA Car Access - V8 and New Hardware - sales 8/5/2015 9:00 SKIDATA Validation Creation and Reporting 8/5/2015 9:00 SENTRY SKIDATA New Hire Training 8/3/2015 10:30
E-Ticketing in Parking.Logic basic overview 7/23/2015 7:30 SENTRY SKIDATA New Hire Training 7/21/2015 10:30
Parking.Logic Review R21- V8 7/14/2015 8:00
JWA PlateTech 2.0 tech and troubleshooting JWA 6/25/2015 8:30

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5. Proven ability to provide service and support after installation, meeting minimum requirements as specified herein.

Sentry’s culture fosters a business environment based upon high ethical standards and integrity. These characteristics flow through the entire organization and directly to the relationships Sentry has with its customers. Sentry strives to ensure its clients are successful, and it knows the best way to achieve this is by continually delivering on commitments in an ethical manner and with the highest degree of integrity.

SPIRIT OF SUPERIOR STRONG SETTING

PASSION RELIABILITY COMMITMENT TRENDS
For SKIDATA, core values are not descriptions of the work Sentry does or strategies to accomplish business success, these values underlie the work ethic of the entire Sentry team, how team members interact with each other, and are the focus points in the choices we make every day.

In practicing business with the highest ethical standards, Sentry strives to create customers for life. Sentry knows that reputation is the life-blood of success for a small business.

Many customers have upgraded again and again with Sentry —the ultimate compliment in this industry.

INVESTMENT IN LONG STANDING RELATIONSHIPS
What better way to get a feel for the validity and success of a company than learning what their current customers say about the service they receive:
“Thank you very much, and we appreciate the prompt manner you handle our calls for help.” - Bethesda Towers
“Everyone on your team is always very responsive, detailed, and efficient solution providers’—thank you for helping Impark achieve success.” -Impark Parking For many equipment suppliers, once they implement and install a parking control system, they are done. Sentry is never done. The support structure we have developed over 30 years allows Sentry’s clients to have the assurance that Sentry will always be there, ready to provide additional services, to help with any challenge in software, transactions, maintenance, and repair—for as long as COSM are in Parking.

Sentry’s focus isn't just to install equipment—our mission is to match the best solutions with the best service possible to enable your business to success and continue to outshine your peers. The outcome is the maximum return on an investment from the solution with a support life of more than 10 years.

Sentry’s warranty services ensure operational capacity and system uptime is maximized. Sentry shall warranty all parts, materials, and workmanship following Final System Acceptance or, following the first day of beneficial use.

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Sentry established its support standards over three decades ago and continues refining its methods. This continual commitment to servicing and helping customers separates Sentry from its competition.

Sentry’s dedicated service team is a salient characteristic which sets Sentry apart as an innovator in the industry.

It is rare—if not impossible—to find another local organization anywhere in the United States with the critical mass to employ dedicated teams for service.

Sentry’s field service technicians are comprised of a team of factory certified specialists, trained on the details of the PARCS systems, ready to respond at a moment’s notice. Each technician’s vehicle is stocked with an inventory of spare parts, consumables, and tools needed to respond effectively to virtually all types of service calls. Even then, no technician operates alone—each is supported by an extensive network of service professionals on the team, with a variety of expertise. Sentry has team members in place to provide remote service, either over the phone and/or via a network connection, to help expedite resolutions to customers’ technical requests.

Sentry is likely to have very nearby technicians delivering preventative maintenance and ready to act for immediate resolution of issues. All service requests are initially received by the coordinator/dispatcher—the service department has the ability to remotely service, troubleshoot, and triage any and all service requests. The remote service assistance will either resolve the issue, or, it will dispatch the call to the nearest available field technician. This process ensures an initial triage takes place, so that the proper personnel with the correct parts respond promptly to the service request. In addition to the locally available support resources, Sentry has a direct line with the manufacturer (unlike distributors who typically will not), and is therefore able to include them on the remote service session, as well.

Sentry has recently upgraded the way we run our ServiceDepartment. Our first-time fix rate is unmatched – historically over 80% with very few requiring Level 2 support elevation. We scan in every part that enters our warehouse or goes on a technician's truck. By tracking each technician's vehicle via GPS, when a service call comes in, Sentry knows in real time where technicians are located, what qualifications they have and what parts are on their truck. This gives our customer the right person for fix with the correct part in the least amount of time. This eliminates one trip to diagnose and another trip to get the correct part for the job. If the problem is software related Sentry can remotely access systems to fix that problem without having to send someone onsite. This is just an everyday service that Sentry provides for the life of your equipment.

For remote diagnostics and support, Sentry can operate tools which monitor the network and report back any chances in condition, these condition changes can be sent as alerts and allows the diagnosis and response to be underway immediately, particularly where the condition requires a fix involving the COSM or one of the COSM’s third party contractors. Alerts can be reported and are available pending the system design deployed by COSM.

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Technology = Efficiency and Accuracy
Sentry’s Enterprise Resource Planning (ERP) system assists with streamlining processes, and ensuring our customers’ needs are escalated efficiently and effectively. This system allows us to gain real-time information regarding the service request, and enables Sentry’s service department to coordinate a faster response and help our customers see an accelerated
resolution. With the usage of this ERP system, Sentry is able to:
 View inventory on hand, and resupply field personnel
 Manage inventory of parts and promptly resupply
 Maintain serialized inventory for chain of custody, life of part, warranty purposes, etc.
 Gather data analytics for continued improvement
 View detailed reports on requests and likely resolutions  Provide detailed Service Level Agreement reporting
This is assisted by two concepts that are implemented in the current generation of SKIDATA equipment (1) many of the devices can be serviced without requiring special tools to simplify restoration and (2) common components between the devices, which allows spares to be shared reducing the compliment of spares required and extending the life of systems.

SERVICE HIGHLIGHT: COMPONENT REPAIRS
By using the unique design of SKIDATA components, Sentry is able to quickly remove, replace, repair and restore components, minimizing the need to entirely procure new components – significantly extending the value of the initial investment.

Sentry maintains $4M in parts at our facility in Los Angeles, including components and complete units. This is vital in a scenario where full units need to be replaced (i.e. vehicle incident) and this can be delivered immediately following the preceding responsibilities of electrical and cabling support.

Advanced Part’s Replacement Strategy
Sentry is able to offer an advanced part replacement program that reduces downtime of equipment and lost revenue when technical issues arise—this means Sentry can provide a “support part”, get you back up and running and then deal with the repair. Most companies simply take the part and send it out for repair and do not address the issue until the part is returned—leading to an accumulation of lost revenue and huge inconvenience to the customer. This service will be available to the COSM.

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RESOLUTION TIMES
Sentry understand the desire and shared responsibility to resolve problems quickly, when compared to other vendors, Sentry is best placed to achieve response KPIs with our local resources, better solution design, investment in the right support structures and a reputation for service. A feature of the SKIDATA solution is that once commissioned, it is a remarkably reliable and flexible software environment—it is uncommon for clients to experience software/network/ integration issues.

Note that blanket SLAs around effective repair times are not practical for this industry given the electrical, traffic management and array of third party sub-systems which contribute to system performance. i.e. responding to an electrical spike which fails a hard-drive, a resolution which may take 4 hours to resolve or a case where a third party network issue impacts the performance of the PARCS system, which may require a number of hours of discovery. In other related maintenance contracts with COSMs and Event destinations, Sentry has negotiated response and resolution KPIs based on categories of specific component faults and would recommend this to the Authority to ensure that service costs are minimized. Sentry will report on all service types and their durations, forming an agenda for the review of service levels provided.

Service shall be available 24 hours a day with calls outside the 9-hour period (8am to 5pm EST) billed according to the Afterhours Rate schedule. With this contract, COSM will receive business service coverage from are 8 a.m. to 5 p.m., Monday through Friday, excluding holidays, with a guaranteed response time—both during the one-year warranty period and extended.

Sentry will maintain equipment operational during the warranty period and equipment shall be serviced within the response timeframe, following notification by the COSM.

The two tables below illustrate Service Level Performance Metrics and associated describe the Service Level Priority Definitions. Priority Codes are defined in the below grid, Service Level Priority Definitions.

SERVICE LEVEL PRIORITY DEFINITIONS
Priority Scope Examples
1 Emergency: An entire critical subsystem is down or an entire parking structure is inoperable.
 A structure cannot exit any cars
 The Credit Processing System is down
 An entire entry or exit plaza within a structure is
down
2 Urgent: An important sub-system is
down or a major aspect of a parking
structure is not functional.
 A manned cashier booth is down
 Two or more express lanes are down
simultaneously within a single parking structure
3 Normal: Normal, daily break/fix
activity.
 Coder not functional or POF lock broken
 LPR not functional in a single lane in one structure
 One of the master handsets in the Command
Center is not functional
 An electronic sign at an entry or exit lane is not
functional
4 Scheduled Maintenance or Priority 1 –
3 delayed with permission.
 Routine Scheduled Maintenance activity
 If we have permission for delay on Priority 1–3, the
authorized contact name must be logged

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SERVICE LEVEL
During Operational Hours After Hours
Priority
Code
Remote
Response
On-Site
Response
Repair
Resolution
Remote
Response
On-Site Response Repair Resolution
1 1 hour Within 2 hours
of service call
Same day or
notification is
required
1 hour Within 2 hours of
service call
Same day or
notification as
required
2 2 hours Within 4 hours
of service call
Same day or
notification is
required
2 hours
Within 4 hours of
service call or 8 am,
whichever is last
Same day or
notification as
required
3 4 hours Within 8 hours
of service call
Same day or
notification is
required
10 a.m. the
nearest
business day
Noon the nearest
business day
Same day or
notification as
required
4 As scheduled As scheduled
Same day or
notification is
required
As
scheduled As scheduled
Same day or
notification as
required

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6. Manufacturer approved service center located within two hours driving distance of site.

The team we propose for the project is highly experienced in designing, implementing, and servicing PARCS in large scale, dynamic environments, comprising industry experts located in Los Angeles, California.

The support office for COSM is located at 6611 Odessa Ave, Van Nuys.

The Van Nuys service center features:
 Dedicated training environment with all proposed technology  Spares and components to the value of approximately $4m  12 Full-Time Field Management (Install, Service, IT, Training)  35 Full-Time Field Service and Maintenance Technicians  25 Full-Time Field Installation Personnel
 20 Network Specialists and Remote Service Technicians

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H. References: Provide a minimum of three (3) references of similar size and scope (multiple facilities w/multiple lanes, pay on foot machines in remote locations, etc.).

See response to #2. The following recent installations are available for contact.

Parent Account Locations City Value Period PARCS LPR AVI PGS EMV PA-DSS e:VAL ABM Parking Services Pier 39 Garage San Francisco $ 750,000 Q3-2015 Yes Yes - Yes Yes Yes Yes Ace Parking Palm Springs COSM Palm Springs $ 500,000 Q1-2016 Yes - - - Yes Yes - AEG LA Convention Center Los Angeles $ 1,000,000 Q1-2015 Yes - Yes - - Yes Yes Bomel Construction Alameda Square Las Vegas $ 1,500,000 Q2-2015 Yes - Yes Yes Yes Yes Yes Clarendon Regency LLC Market Common Arlington $ 750,000 Q2-2014 Yes - - - - Yes Yes Federal Realty Invest. Pike and Rose Block #7 Rockville $ 750,000 Q1-2015 Yes - Yes - - Yes Yes Highwoods Properties Four Orlando Garages Raleigh $ 1,500,000 Q2-2016 Yes - Yes - Yes Yes Yes Holy Cross Hospital Holy Cross Hospital Germantown $ 750,000 Q2-2014 Yes - - Yes - Yes - Hotel Del Coronado Hotel Del Coronado Coronado $ 750,000 Q1-2015 Yes - - - - Yes Yes Irvine Spectrum Spectrum Center Irvine $ 1,500,000 Q2-2014 Yes - - Yes - Yes - LAZ Parking Beverly Connection Los Angeles $ 750,000 Q1-2016 Yes - - Yes Yes Yes Yes LAZ Parking 1 Bank of America Center Charlotte $ 750,000 Q2-2016 Yes Yes - - Yes Yes Yes Macerich Kings Plaza Brooklyn $ 1,500,000 Q2-2014 Yes - - - - Yes Yes Macerich Broadway Plaza Walnut Creek $ 3,500,000 Q3-2014 Yes - - Yes - Yes Yes MGM Resorts MGM Casinos Las Vegas Las Vegas $13,500,000 Q1-2016 Yes Yes - Yes Yes Yes Yes Park SFO Park SFO San Francisco $ 750,000 Q1-2014 Yes - Yes - - Yes Yes Pier 5 Baltimore Pier 5 Baltimore Baltimore $ 750,000 Q4-2015 Yes - - - Yes Yes Yes Pointe Orlando Pointe Orlando Orlando $ 750,000 Q2-2015 Yes - - - Yes Yes Yes SP Plus River Center San Antonio $ 1,000,000 Q3-2015 Yes - - - - Yes Yes SP Plus 555 Capital Mall Sacramento $ 500,000 Q2-2016 Yes - - Yes Yes Yes Yes The Ratkovich Co. The Bloc Los Angeles $ 1,000,000 Q4-2015 Yes - Yes - Yes Yes Yes The Village at Topanga Westfield Topanga Canoga Park $ 1,500,000 Q4-2014 Yes - Yes Yes Yes Yes Yes Union Station Union Station Washington DC $ 1,000,000 Q1-2016 Yes Yes Yes Yes Yes Yes Yes USPTO USPTO Alexandria, VA $ 750,000 Q3-2015 Yes - Yes Yes Yes Yes Yes Westfield Century City Westfield Century City Century City $ 4,000,000 Q2-2016 Yes Yes - Yes Yes Yes Yes

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3. Project Manager’s resume listing qualifications and experience.

I. Project Manager

JAMES MAGLOTHIN
James has over 15 years of experience providing parking technology consulting services to aviation, casino, education, health care, hospitality, municipal, retail and other private clientele. He has extensive project experience with a wide range of parking technologies including Automated Parking Guidance Systems (APGS), Automated Vehicle Identification (AVI), Parking Access and Revenue Control Systems (PARCS), and Valet.

Education, Registrations, Recognitions & Affiliations
Texas A&M University
2001| Bachelor of Science, Civil Engineering
Professional Engineer (P.E.)
2006 | Civil Engineering – TX, WA, NY
Project Management Professional (PMP)
2010 | Project Management Institute
40 Under 40, US Parking Professionals
2015 | National Parking Association
Parking Consultants Council
Southern Region Chair
2009-Present | National Parking Association
International Parking Institute
2002-Present | Member
Recent Projects
MGM Resorts International, Las Vegas Strip 2016
James served as the project manager for the ground breaking paid parking implementation project at all nine of MGM’s properties along the Las Vegas Strip. The technology implementation was led by Sentry Control Systems and consists of 119 lanes of equipment and 69 pay-on-foot stations representing the largest SKIDATA installation in the world. In addition, the project consists of an Indect single space parking guidance system encompassing over 14,000 parking spaces making it the largest Indect installation in the US and the 2nd largest in the world.

Other parking technology solutions include Inex LPR, Payment Express EMV credit card processing, Commend VoIP intercom, Frog Parking surface lot sensors, and Global multi-space parking meters.

Tampa International Airport 2014/2015
James served as the lead PARCS consultant on a design-build team comprised of Manhattan Construction Company, Walker Parking Consultants, Lumin Advisors, Aberdeen Management Group and HUB Parking Technology. The Tampa Airport owns approximately 22,000 public parking spaces spread across their Hourly Parking Garage, Daily Parking Garage and Economy Parking Garages. The project included the demolition and reconstruction of the majority of the Airport’s entry and exit plaza islands in order to accommodate a state of the art communications network and new PARCS devices such as LPR cameras. The new PARCS includes features and third party integrations including QR code readers, EMV credit card terminals, VoIP intercom with pinhole camera integration, valet parking, employee parking, SunPass™ Plus toll road AVI payment, private AVI access, proximity card access, Indect level count PGS, roving cashier handhelds, dynamic message signage and CCTV, among others.

Dallas-Ft. Worth International Airport 2012/2013
James served as senior project engineer and PARCS consultant on the program management team that managed the implementation of DFW’s new SKIDATA PARCS. DFW owns over 20,000 parking spaces including five parking garages and four surface parking lots. The project included the demolition and reconstruction DFW’s north and south toll plazas which control parking access via a toll road that is routed through the center of DFW’s five terminals.

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J. Organizational Chart of all relevant staff.

Project Delivery Team
Participation %
Project Design &
Sponsorship
Solution Design &
Site Surveys
Pre-Install
&Testing
Installation &
Commissioning
Support Service

RESOURCE NAME PROJECT ROLE
Management Team
Lester Mascon Executive Project Sponsor 80% - - - -
Chris McKenty Executive Project Sponsor 80% - - - -
Project Man. Team
James Maglothin Project Manager 10% 100% 100% 100% -
Greg Corpodian Construction Manager 10% 10% 20% 30% -
Joshua Powers Project Operations Manager 10% - - 15% -
Supported by team of five 10% 10% 20% 30% -
System Engineers
Patrick Brooke Network Configuration Manager 100% 100% 20% 20% - Supported by team of five 10% 10% 20% 20% -
Noe Carrillo Lead Tester - 10% 100% 10% -
Supported by team of five - - 100% 10% -
Install Team
Jim Stanley Installation Manager - - 50% 100% -
Supported by team of eight - - 50% 100% -
Training Team
Stephan Perner Product Manager 10& - - 5% 5%
Supported by a team of four - - - 10% 5%
Service Team
Robert De Bruine Service and Maintenance - - - - 5%
Supported by team of thirty - - - - 5%
Sentry has a wide range of experience to draw on to handle a project of this magnitude. Only individuals with extensive training and field experience in their respective disciplines are placed in critical positions, including SKIDATA certification.

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The following team will form the leadership roles for the delivery of the project, ensuring the solutions are delivered to the project schedule. Each has the requisite certifications to perform their duties. Sentry warrants and insures the performance of each person and their actions. Each participant is available for interview as is required for the project to determine the suitability of all appointments, we know of no other who will make this offer.

We invite the COSM to compare and contrast the extensive local resources available from Sentry with any of the competition, the projects listed in Los Angeles were delivered by this team and we believe the COSM will determine our team is the only qualified team with the concentration of local resources to complete the project on-time, on-budget and within the service levels required by the COSM. If it happens a participant cannot contribute when the project is scheduled, then a second with equal experience, drawn from the Los Angeles team will be made available for approval.

Sentry will be the sole responsible entity for the delivery of the Projects which includes project management, system design, integration, installation, commissioning, testing, training and service support for the duration for the project, warranty and after warranty support. During the course of this project, Sentry will rely on in-house talent and experience, including with each selected partner supplier to design a project with an intimate understanding the scope, core competencies and limitations.

Various individuals have roles across the project stages and note that lesser support, administrative or low participation contributors are not listed. There are more than 100 employees that constitute Sentry’s Californian presence, each technician receives a constant stream of professional development, by way of our in-house training department run by Stefan Perner. Our training environment includes a full and complete demonstration area and dedicated class-room, this is because Sentry understands that quality training leads to first time results, a great culture, loyalty staff and higher levels of engagement, all of which are crucial to delivering our service values.

LESTER MASCON - 15 years PARCS experience
Executive Project Sponsor
Lester (Executive VP) has been with Sentry for many years and is a former United States Marine. He manages all field personnel at Sentry. Lester began as a Wireless Network engineer and then followed up with 12 years working on Construction and IT Projects. While with Sentry, Lester has attended and received a certification in all available levels of SKIDATA training.

Lester has overseen more than 100 projects with Sentry, from inception to support and to refreshment.

Lester's is available to customer for design advice, project discussion and as a reference point to ensure the smooth delivery of the project from every angle.

CHRIS MCKENTY – 15 years PARCS experience
Revenue Specialist / Project Sponsor
Chris McKenty joined the company as Vice President of Sales, West Region. Chris has been a pioneering evangelist of cloud technologies, having co-founded one of the earliest SaaS businesses that supplied cloud-based parking reservation and yield management solutions to over 80 international Airports and car park managers and owners

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world-wide. Chris understands how COSM can understand their customers from the car-park perspective to ensure that all goals such as automation, improved customer experience, increased revenue and competing with the competition are met.

After nearly 17 years serving in the Royal Navy where he earned numerous commendations, including two citations from the U.S. Navy, McKenty spent 25 years selling and supporting technology solutions across numerous continents, assisting clients to grow their revenues and margins.

Most recently he successfully led sales and business development in two successive cloud based parking technology businesses and expanded these solutions across Europe and the Middle East and more recently across Canada, US and Asia Pacific.

PATRICK BROOKE – 8 years PARCS experience
PCI/IT Security & Network/Server Manager
Patrick has been with Sentry since the mid-2000s and graduated from Embry Riddle, with a Bachelor of Science in Aerospace Studies. Prior to joining Sentry, Patrick worked at Bob Hope COSM as a customer of Sentry during the PARCS implementation. After the project, Patrick joined Sentry, as he was interested in the opportunity to help Sentry and SKIDATA develop its model for delivering high availability PARCS systems in other dynamic environments.

Patrick holds the Payment Card Industry Security Standards Council (PCI DSS) Payment Card Industry Professional (PCIP) qualification, is a SKIDATA certified technician and has achieved various accreditations in Cisco, Microsoft and all related PARCS system components in this offer. Patrick designed the high availability system architecture concept.

Patrick is a key resource for the design, implementation and maintenance of UCLA PCI and will be for COSM.

STEFAN PERNER – 10 years PARCS experience
Product Manager
Stefan has been with Sentry since 2007. As a native of Austria, Stefan worked with SKIDATA headquarters prior to joining Sentry. With 15+ years of parking experience, Stefan played an integral role in establishing the North American subsidiary, SKIDATA INC. He holds degrees in industrial and mechanical engineering from a Hoehre Technische Lehranstallt in Salzburg, Austria. Stefan is the lead technical consultant for the SKIDATA family of products which the COSM may use in this upgrade.

Stefan’s team leads the training department which will deliver the operational, management and technical assistance to allow COSM to thrive.

JOSHUA POWERS – 8 years PARCS experience
Director of Installations
Josh (IT Manager, Technical Services) is the project's leader in software commissioning. Josh will deliver the project's IT scope including developing plan and deliverables. A central role, Josh works closely with Greg to assemble and coordinate project staff, providing programming direction and support to installation and service departments. His role includes monitoring quality assurance and supervising system implementations as they occur.

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GREG CORPODIAN – 25 years Construction experience
Construction Manager
Greg Corpodian has worked in the construction business for over 25 years, and has assisted in projects like The FBI Building, San Diego, The Getty Museum, VA Hospital, Dodger Stadium locker room remodel, and the Hotel Del Coronado, to name a few larger projects. Greg is a member of the UNLV Football Hall of Fame where he graduated with his BS Degree, and holds an MBA in Finance, and Negotiations and Conflict Management, where he graduated with both degrees Summa Cum Laude. Greg also holds a certification in Six Sigma.

JIM STANDLEY – 31 years PARCS experience
On-Site Installation Manager
Jim is one of the parking industry’s most experienced installation technician’s having successfully led installs for over 30 years across many markets and differing parking products. Jim has been with the Sentry team for over 20 years now and is a State of California certified electrician is also OSHA certified in California. Jim has successfully completed all required SKIDATA training to commissioning equipment. Jim’s deep experience of parking, SKIDATA and the requirements needed to successfully deploy a PARCS solution makes him a key and invaluable team member.

NOE CARRILLO – 18 years PARCS experience
Lead Tester
Noe is one of Sentry’s leading testers having led major PARCS installation and upgrades test phases across many differing projects including John Wayne Airport, Westfield Topanga, and Phoenix Plaza and is leading testing shortly at Long Beach Airport. Noe commenced his career with Sentry as a System Commissioner and has progressed to be responsible for many installations and upgrades.

ROBERT DE BRUINE - 18 years PARCS experience
Service and Maintenance
Robert works with internal and external customers to coordinate the Sentry response to service, repairs and maintenance of equipment. Robert joins Sentry after a role as Head of Operations for SKIDATA. Robert will be the contract administrator over the term of the installation, working on matters such as ensuring certifications are up to date, documentation is maintained and to assist with escalating matters remotely as well as on-site.

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4. Data sheets for primaryequipment in project.

A.Product Data:

1. Product description for each component including the following:

Refer to attached product submittals 4a1 and 2013 reply.

System Concept

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SKIDATA PARCS FMS TECHNOLOGY
SKIDATA Parking.Logic is the PARCS FMS system proposed to COSM.

This solution has a remarkable pedigree of development since 1977, it’s the world’s most successful PARCS.

The central control software for SKIDATA is Parking.Logic, it is designed to;  Unify the whole parking management into a single system  Provide comprehensive remote management of facilities  Integrate with external systems (ERP, Building Access, CCTV etc.)  Scale from simple parking area to complex cross-linked parking networks  Always comply with Credit Card Processing standards (PCI-DSS/EMV)  Allow flexible rate schedules and deliver comprehensive reporting The Parking.Logic GUI is intuitive to navigate with point/click features – the system features more than 50 modules that provide easy integration and expansion to extend functionality. These are provided under a licensing system which allows further modules to be accessed.

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Parking.Logic provides a control console indicates the current system status as well as any system events as they occur. The Control Console also allows the operator to switch between the main applications such as the Administration Centre, Control Centre, Sales Centre and Online Help.

Each workstation can be set to standard or extended display mode:
 System events can be configured to show up on either of the two available system event lists (errors are assigned to one list, and intercom transactions to the other by default)  Events can be set to require additional acknowledgement (confirmation dialogue)  Error handling and marking from any workplace on the system  Windows of the main programs (Control Centre, Admin Centre, Sales Centre and Online Help can be placed anywhere on the screen
 System status is indicated by easily identifiable symbols and plain-text messages  Display of status and system event messages on control console  Definable alert sound notifies operators of system events  Easily identifiable system status icons
 Authorization setup for each function
 Default selection of car parks displayed on-screen can be configured for each Workstation  Setting affects all functions and display of error and status messages  Authorized operators may edit settings temporarily via Control Centre (settings will automatically revert to defaults upon log-off)  Configuration and display of operating parameters for car park notice boards and storey counters  Functions for establishing/terminating intercom or closed-circuit video connections  All the control of all peripheral devices
 Special control functions for parking columns and barriers: manual opening of barriers for a single passage; activation/deactivation of Keep Open / Keep Closed position of a barrier; deactivation/reactivation of a barrier unit; activation/deactivation of Keep Open position of a shutter

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door; activation/deactivation of automated barrier operation (barrier actuation via vehicle detection loop); reversal of direction of reversible lanes to entry or exit; cashing up and unlocking cash terminals of Electronic Purses; activation/deactivation of License Plate Identification  Control functions for Automatic Payment Machines: deactivation of activated alarm, deactivation/reactivation of APM, staff member can allow/block issuing of replacements for lost tickets; adjustable price, display or print data of the last transactions, cash up and unlock terminals of Electronic Purses, shutdown device, details listed include filling levels of hoppers, main cash container, main banknote container and dispenser
 Control functions for Pay Stations: cash up and unlock terminals of Electronic Purses,  shutdown device, details listed include cash and check levels  Control functions for Administration Unit, Workstations: Shutdown device  Global control functions for multiple car parks / multiple facility systems: activation/  deactivation of Keep Open / Keep Closed position of all barriers, deactivation of  transaction control (‘Anti-pass-back function’) for one transaction (e.g. following a power failure), deactivation of section transaction control (e.g. following a power failure), activation/deactivation of automated operation of all barriers, Fire Alarm function (sets all entrance barriers to Keep Closed and all exit barriers to Keep Open), close/open Car Park
 if a car park is closed only cards have entry permission which are also allowed to enter the car park if full; exit is granted as usual
SKIDATA has high level integration with “Commend”; these systems are integrated at the production level in the SKIDATA factory. This gives the customer a fully functional solution including “divert-to-mobile” and remote barrier control on ALL entries and exits. The Commend system is the market leading platform, the system has proven to be able to grow with multiple site/system interoperability, with each location indicated differently and rules of priority able to be applied.

The control server and station allow for full remote operation and monitoring of all parking lanes and pay on foot locations. The system monitors in real-time for any alerts, and attend to intercom calls as they are requested.

SKIDATA Parking.Logic collects and reports on any activity across the system allowing different user groups to produce administrative reports on revenue collection and operational performance metrics.

As the components of a SKIDATA system operate on a closed network, security issues are minimized and mitigated by the application of COSM security protocols. The design of the SKIDATA architecture to meet the requirements of PCI required specific design to ensure the scope of the PCI audits are minimized. In further discussions the COSM should talk with Sentry regarding our deployments for the University of California and our working relationship with PCI Auditor CoalFire, which has successfully delivered a program that clearly relates requirements and responsibilities that ensure audits are routine and compliance assured.

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ADDITIONAL FUNCTIONALITY
SKIDATA can produces not only standard reports on transit times/volume by period, plus alarms and payments by type within in the system but also customized granular reports across definable periods presented in matrixes that can be exported to a range of systems.

The greatest possible data views to analyze and enhance performance:
 Offers ability to integrate reports to Finance and/or HR systems Ability to produce feed to external systems to that streamline reporting/auditing  Able to provide output to data warehousing for storage of all system data Ability to collect and securely store all vital data automatically  Provides remote access for administration and monitoring Enables full system access offsite to credentialed users  Automatically update external roadside or zone occupancy signage Enable the ability to provide basic occupancy guidance
 Enables definable rate structures within your Car Parks by duration or location Provides for early bird discounts and staff parking zones in the lowest utilized areas  Enables parkers to reserve car parks by mobile phone app Send a reservation to the system to reserve a space
 Provides variable validations that can be applied by retailers as well as the center Control the administration of validations and avoid the potential for lost revenue  Provides system monitoring and remote diagnostics to respond to requests Supplier can respond immediately to alarms and enhance uptimes.  Provides full audit and compliance with PCI-DSS and EMV Is structure and design allows SKIDATA to move fast and inexpensively to meet changes in compliance
 Provides the option for single space/zone counting parking guidance Provides drivers with signage directions straight to the closest available bay and illuminated space indicators for the fastest turnover that eliminates search frustration

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Parking Credential Media
Barcode Tickets
For short term parking, thermal tickets that are printed on entry with a barcode, this represents the standard method of record. Thermal barcode tickets are the most economical, have less risk of misreads and their optical reading means minimal wear when compared to magnetic stripe entry and exit media. SKIDATA is committed to providing the most reliable solutions in the industry, and SKIDATA’s barcode ticket issuance process does not compromise this standard. Each ticket is printed then read by a barcode scanner prior to being issued to a customer. If a ticket is unreadable, then the system will not issue the ticket to the customer, rather it will invalidate the first ticket then issue another ticket, following the same process. The benefit is SKIDATA’s ticket issuing methodology is designed to ensure tickets issued are not unreadable at a payment device or upon exit, so the patron experience is improved and so the system results in fewer exception transactions. A barcode that is 25% diminished is generally still usable in SKIDATA. 2D/3D Barcodes
SKIDATA allows the combination of your parking discount or entry ticket to be provided within brochures and e‐ mails; redeemed by phone at barcode scanners on Entry or Exit Columns and Pay on Foot (POF) Paystations.

Guests can use phones to scan QR codes and receive barcodes for early bird validations or ticket validations at a Point of Sale (POS.) The proposed barcode readers easily read printed and digital barcode media. Barcodes can be generated natively within the PARCS for distribution or they can be created via external systems to a prescribed format. Barcodes can be associated with a number of SKIDATA services—called Articles.

Reservations, Contract Parkers, Validations, Discounts, Quota Based Cards, and Personalized Cash Debit Cards can all be assigned to barcode media, using their associated SKIDATA articles. SKIDATA’s native e-ticketing service enables an authorized PARCS administrator to issue barcode passes for any of the above uses.

Pass Cards
Whereas others are only starting to offer this type of data carrier in their systems, SKIDATA have been using card based data carriers in parking for over 10 years.

SKIDATA supports external system cards include ISO 7811, ISO 14443 and 15693 (RFID data carriers) and ISO 7813 cards or its own 13 Mhz range. This allows customers to take advantage of existing Mifare, Legic, Weigand, HID Prox or other 3rd party cards within the parking system, adding parking to one of many applications on the card.

The ability to import card information can provide the ability to smoothly the transition registered users to the new equipment and provides opportunities to align park-and-ride services on the one card. The integration to TAP is discussed further in the proposal.

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EMV Card Processing Terminals by Payment Express
Unattended Contact Readers and Contactless (option) are provided for bankcard acceptance at exit terminals.

The readers are a component of our terminal based end to end encryption solution for bankcard processing.

True to SKIDATA’s open architecture, the readers are not proprietary, as the terminals are EMV and PCI Compliant to fully meet all the regulations. One of the reasons why SKIDATA has selected Payment Express is because of the security features, these credit card readers are able to process the credit cards coming with the secure chip technology.

Summary of Payment Express uniqueness:
 End to end encryption of all data that potentially can significantly reduce COSM PCI scope;  No single point of failure with the ability for payments to be taken offline;  Rapid transaction processing time < 3-4 seconds for online authorisation;  Upgrades to meet regulation changes are able to be achieved easily with a very low cost;  Updates are deployed remotely over a secure internet line.

Payment Express provides a customer portal providing the ability to make attended card transactions (such as processing IOUs) and delivers additional reporting functionality, such as card reporting, that is otherwise not visible to the PARCS due to EMV and PCI requirements. Payment Express supports a large range of integrations and gateways, they will need to be consulted on any proposed change of financial institutions as would be best practice for COSM, to maintain PCI assurance and to ensure service continuity.

SCR200E CARD READER
 Combinedmagneticstripecard and
ICC(chipcard)reader
 Contactless capable (when
combinedwithBRF210)
 End-end encryption of all data (Pointto-Point Encryption, P2PE)  Employsindustryleading3DES
encryptionwithtamperdetection
 32-bit ARM7 crypto-processor
 Extremely fast processingtime
 Rearmountmetal bezel
BRF210 CONTACTLESS ANTENNA
 Supports mobile payments
(e.g. Apple Pay,Google Wallet, SamsungPay)
 4displayLEDs-verticalor horizontal orientation
 32-BitCortexM3120MHz processor
 Contactless card interfaces- ISO14443A/B

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LANE CONTROLS
For the perfect first and last impression – SKIDATA Barrier Gate, Lite and Power.Gate Quick Movements!
Configurable opening times: openings are up to 15%
quicker than other systems.

Energy saving!
The best in its field, operates in a wide range of
temperatures possible without any extra heating or
ventilation.

The Barrier.Gate is a robust device
featuring high reliability and longevity. It
consists of a three-phase, geared motor
with frequency converter control – that
allows for start and stop control of the
Barrier arm without the use of limit
switches, increasing reliability and reducing
spare part requirements. The self-locking
gear system ensures that the Barrier arm
cannot be lifted manually. The barrier is
free of any front line maintenance requirements – no need for lube jobs, limit switch settings, etc.

All Barrier arm breakages / removals are logged as part of the system audit trail. The Barrier arm is able to be refitted without the use of specialized tools and manual removed in a power outage.

The Gate is not configured to auto raise to control vehicle entry in times of no power.

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To ensure longevity, the Barrier and arm is manufactured from materials such as high-grade noncorrosive steel and/or durable impact resistant plastic and conforms to ISO 9001 Quality Assurance standards. The signal to the Barrier to ‘open’ is an intelligent command, and not a simple relay switching device. Barriers that are opened by a simple relay switch can easily be bypassed with basic tools (e.g. a pair of pliers).

The SKIDATA Column proposed entry control stations are an attractive and robust solution presenting customers with self-explanatory, easy to understand on screen instructions and controls.

A graphic LCD display is incorporated into the device, to display user messages for guidance and operation, and to facilitate maintenance procedures. The Entry device is activated by the presence of a vehicle on a detection loop. This sensing device has frequency and sensitivity settings.

Highlights:
 7” Color Graphic Display with touchscreen availability  Dual feed barcoded ticket dispenser – can stock up to 10,000 tickets  SKIDATA proximity cards reader and 2D Barcode Reader
 Commend Intercom Point and Pinhole camera
 EMV Credit Card Reader and Contactless (Options)
 Interchangeable SKIDATA coder – Reading & Printing tickets  Large footprint for 3rd party devices
Full Color LCD screen for
instructions/messaging
Programmable Buttons
Additional Functions Area:
- External Card Reader
- 3
rd Party Barcode Scanner
- EMV readers
- Future Functionality
Illuminated ticket slot with
Ticket request button
Integrated Intercom Button
Large Ticket Storage 5,000+
Quick restocking design

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C o m m e r c i a l i n C o n f i d e n c e
There are two types of lane control columns, the Power.Gate and Lite.Gate which have been selected to suit the requirements.

ADDITIONAL FEATURES

1. Illuminated barrier arm (upgrade)
Enables the highest visibility in outdoor, morning and evening light settings

2. Rubber protection strip on barrier bottom
In case of barrier falling on vehicle, safety strip means no or minimal damage is done

3. Self-locking barrier
Prevent barrier from being manually raised by passenger or similar

4. Constructed from non-corrosive materials including support base Enables the longest possible life for components and upgrade with minimum costs

5. Sacrificial Failure Points
If barrier driven through, it can be quickly replaced by installing a new plastic screw, means no motor damage and next to immediate recovery.

6. Maintenance free barrier
A system which requires no maintenance and guaranteed for 5,000,000+ cycles

7. Product support and spares availability for 10 years Infrastructure investment able to be amortized to act reliably for an extensive period

8. Ticket Column contains LCD instructions and audio greeting Able to quickly communicate the required actions to drivers in under 3 seconds

9. Reads barcode parking tickets in 4 ways
Allows the customer to insert ticket in the fastest possible action

10. Integrate CCTV camera overwatch or pinhole camera
Monitor the lane and provide remote assistance to drivers who call for help

11. Accept Contactless Bankcards
Ability to quickly pay by credit card by holding their card in close proximity or Apple Pay equipped phones.

12. 2D/3D Barcode Scanner
Ability to read vouchers, e-tickets or smartphone images to apply validation rules

13. Accept stored value cards and 3rd party cards
Provides the ability for Staff and VIPs etc. to use the features of RFID card or tags

14. System capable of providing following
 License Plate Recognition (LPR)
 Long Range Readers for RFID
 Near Field Communications (NFC)

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C o m m e r c i a l i n C o n f i d e n c e
License Plate Camera System (Available Option)
Parking.Logic is able to associate multiple distinct identifying form factors with a parking Article. Vehicle License Plates are more commonly becoming a critical form factor to allow ingress and egress of vehicles in paid and controlled parking applications. The proposed solution focuses heavily on delivering the functionality for enhanced revenue control functionality and for ticket based exception handling; however, the SKIDATA Parking.Logic platform extends License Plate functionality to articles other than for transient parking tickets.

License Plates can be used to identify reservation, contract parker, and pre-paid accounts. The LPR of choices if from Inex-Zamir:
 Fully digital All-In-One imager and processor in a single housing  Fan-less, Ultra-Low Power, Super-Small Intel® Atom™ processor  Available in a wide ranging Fields-of-Views
 Dual-streaming Digital Color Overview Output for Color Scene Imaging and ONVIF-Compliant Video for VMS/NVR/DVR
 Ideal for lane overviews, a better alternative to pinholes at COSM
Mounted to a pole the IZA500 SERIES ALL-IN-ONE IMAGER automatically captures all vehicles crossing its path. Each passing vehicle’s identifying data is captured, read, and stored in a database within milliseconds. The imager/processor produces up to 60 frames of video per second. With built-in synchronized LED illumination in a ruggedized IP66 housing, ensures accurate vehicle identification data at any time of the day, regardless of weather or lighting conditions.

License Plate Management System
A necessary feature of car park management, particularly powerful in SKIDATA is the ability to create lists of any type, configure their characteristics and apply automated responses which members ‘on or not’ on the list are recognized. It also provides this by importing list updates. Lists are configurable within SKIDATA incorporating Parking.Logic rules is possible with this native module, design for this purpose. This can work to identify vehicles without plates for further investigation and to stop such vehicles at exit for engagements.

License Plate Notifications are produced when the parking system searches for a Ticket Number by providing a Plate Number. If SKIDATA finds a match for the provided Plate Number, then the Ticket Type and Ticket Number are both returned to the parking system.

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C o m m e r c i a l i n C o n f i d e n c e
Pay on Foot Station
The Easy.Cash comprises self-explanatory payment system that is burglar-proof. It meets all ADA design standards so as to enable use by everyone in the community, additionally an intercom help point is integrated into the payment device. To ensure longevity (proven upwards of 10 years,) the machine is manufactured from high-grade non-corrosive steel and durable impact resistant plastic.

An LCD display device is incorporated into the Payment device, to display user messages and intuitive guidance or to assist in facilitating maintenance procedures. The Payment device is activated by the insertion of a ticket/card
into the unit’s mouthpiece (the screen
saving displays the instruction to insert
ticket.) It is able to accommodate the
payment of short term paper-based
tickets and the reading of a variety of
season (staff, customers, etc.) cards.

Note readers, coin accepters, ticket
coders, cash vaults and coin hoppers
are all monitor. These components can
be interchanged as business processes
change, to adopt to new payment types
and as cash becomes less prevalent, to
use the systems to extend the spares
pool. Interchangeability also provides
the ability to management the different
lifecycle patterns of low volume areas
with high volume areas.

Credit card only system shown in inset.

Large full color LCD screen for instructions and
payment assistance
Accepts Bankcard Payment and can be used to
recharge stored value cards.

Pay with Coins,
Cards and Cards
Space for additional readers
and scanners, including EMV
and contactless terminals.

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C o m m e r c i a l i n C o n f i d e n c e

ADDITIONAL FEATURES/OPTIONS

1. Complies with Americans with Disabilities Act (ADA) and displays multiple languages Enables highest level of public inclusion

2. Manufactured from non-corrosive and impact resistant materials, forced entry resistant Longest service life and secured cash management

3. Payment machine that contains LCD instructions (and audio as an option) Able to quickly communicate the required actions in under 3 seconds

4. Accepts all current and future Coins and Notes with changes in configuration only Quickly update cash acceptance without the need to install new equipment

5. Has a significant storage of coins and notes, with the ability to self-replenish High capacity self-replenishing storage means less cash collections

6. Integrate CCTV camera overwatch
Provide remote assistance to drivers who call for help and monitor remotely

7. Contactless Paywave (option)
Ability to quickly pay by credit card by holding their card in close proximity

8. 2D Barcode Scanner
Ability to read vouchers, e-tickets or smartphone images to apply validation rules

9. Accept and recharge stored value cards and Third Party cards Provides the ability for Staff and VIPs etc. to use the features of RFID card or tags

10. Sizable and flat front panel area
Provides the ability to decal the unit with easy to follow messaging/branding

11. Large illuminated top panel
Provides the ability to see the unit from increased distance

12. Parking system to have the following environmentally sensitive modes and functions  Energy saving modes such as standby
 Thermal print head for reduced printer decay
 Interchangeable components between high and low volume locations

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C o m m e r c i a l i n C o n f i d e n c e
Remote and Attended Cashier Station
Cashiers can offer customers special service and individual consultations at your manned point of sale or deliver these services remotely via intercom call exchanges. With the multifunctional workstation you'll be able to keep a firm grip on the complete parking management solution, including generating financial reports. The system is a well-organized user interface with stable and reliable hardware.

The POS supports different keyboards, printers, monitors, client displays, scanners and coding devices, including Touchscreen options and Cash drawer interface. All components can be interchanged and relocated. It has all the necessary functions at an affordable price, with scalable scanning and coding devices for the centralized collecting of payment and collecting of payment at exit.

Multifunctional and secure
 Secure barcode and credit card payment
 Conveniently handles RFID data carriers (e.g. charging of Keycard)  Rapid ticket production and Easy shift management
 Controlled access to software modules and operating system  Comprehensive functions for handling items
Available suite of options

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C o m m e r c i a l i n C o n f i d e n c e

2. Description of the CMS software and hardware including the following:

Configuration diagram – Network Concept

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C o m m e r c i a l i n C o n f i d e n c e
A2. Project Component Deliverables

PROJECT ITEM QUANTITY
Garage Components
In addition to re-usable components held by COSM

1.Entry Power.Gate Unlimited, HID / Refurbish to Power.Gate 8/12 Exit Power.Gate Unlimited, HID / Refurbish to Power.Gate 12/19

2.Pinhole Camera 98
Power.Gate Print@Home 51
Laser Printer, Keyboard, Monitor, Mouse 1

3.UPS vA 500 18

4.Smart UPS 1000va, Rack Mount 1

5.Payment Express Unattended EMV Reader - Card Insert SCR200 Bundle 78

6.Payment Express Attended EMV Reader with PinPad (IPP350) 7

7.HP 5810 PC 23

8. RS2 HID Proxcard II 2,000

9.SKIDATA Desktop Coder Unlimited 4
Replacement SKIDATA Pay on Foot Baseboard 35

10.RDR Door Reader w/ Intercom 8

11.Commend GE300 5-8 Subscribers with Tel Card 14

12. Credit Card Only POF 4

13. Full Service Easy Cash POF with HID 8

14. Barrier.Gate-ADA Non-Illuminated 40
Barrier.Gate-Standard Illuminated 10' 11
Network
SFP Transceiver for SM Fiber 100 Base FX GBIC 30

15. Cisco 24 Gigabit Managed Switch 15

16. License, Symantec Endpoint, 1yr, (1-24) 70

17. HP DL380 large scale Server with VM ware 2
Cable, Belden 4PR/Cat5/PL/Blue 210
Software
In addition to existing licenses held by COSM
SW-EPI/LICENSE (For EMV) 105

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C o m m e r c i a l i n C o n f i d e n c e
Projects
Scan / X-Ray of deck (Non-Destructive) 3
Training 40
All 115 VAC power at Sentry specified locations 1
All final wiring terminations of low voltage communications 1 All new conduit with pull string and junction boxes. 1
All required low voltage communication or control. 1
Re-installation of COSM Stored components 1
Final system testing and checkout 1
Exclusions to be delivered by others
Obtaining required permits 1
Internet Access at Server Locations 1
Assure existing Conduit is usable 1
Priced Option

18.Payment Express BRF210 Contactless Antenna 85

19. Sweb.Validate eVAL 1
b. Software platforms and programming language.

ITEM MANUFACTURER APPLICATION
PARCS MODULES SENTRY SKIDATA PARKING.LOGIC
SERVER/PCs MICROSOFT WINDOWS 7 / SERVER 12

ANTIVIRUS SYMANTEC END POINT

PAYMENT GATEWAY PAYMENT EXPRESS PAYMENT EXPRESS
c. Communication protocol, polling procedures and transaction message flow from peripheral devices to and through CMS.

The system requires a TCP/IP network and access to a phone line (intercom) - all items on the network are IP addressed. Parking.Logic is polls devices constantly, see item D. d. Communication failure/error identification and recovery.

Sentry is able to use sensor tools from Paessler to provide comprehensive technology based monitoring for IP addressable components and subsystems within the PARCS, allowing notification of changes.

Sentry is able to monitor IP addressable components and systems - see:
https://www.paessler.com/prtg/features#comprehensive
https://www.paessler.com/manuals/prtg/available_sensor_types

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C o m m e r c i a l i n C o n f i d e n c e
Once a change is alerted, the appropriate support is applied either remotely, with an immediate instruction to site or a site visit.
e. Fault tolerance.

Along with the other fail-over and off-line operations previously described, the proposed system is designed to allow for redundant servers (where requested), power supplies, network cards, in VM Ware Essentials Plus on UPS back-up.

This creates a very stable environment with high availability redundancy for automatic cutover to continue its intended operations instead of failing. This gives you a very high fault tolerant design that is self‐stabilized.

Sentry follow best practice criteria in our design to eliminate single point of failure by establishing appropriate redundancies within the software and head end servers.
f. Back-up procedures.

Data storage is a configurable able to meet the required IT policies of the client. Typically, this involves establishing a back-up procedure to a separate mirror drive or sent on a routine basis (nightly) to remote storage.

Internally, SKIDATA has the facility to decentralize the storage of duplicate operational data on its own devices, pushing data to physically remote locations for secure back-up.

SKIDATA’s more demanding customers run fully redundant networks with physically separate and remote offsite data warehousing. It is up to the COSM to determine the level of automation and back-up your business continuity warranty and IT policy dictates.
g. Data storage and retrieval procedures.

Archived data can be reviewed by accessing the storage location through Parking.Logic. In an instance of the need for the recovery from a critical event, SKIDATA support will be on hand for guidance and support.

3. Photos of actual installations.

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C o m m e r c i a l i n C o n f i d e n c e
City of Santa Barbara
UCLA Santa Monica Westfield Topanga
For more visit:
www.skidata.com/en/parking-management.html

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C o m m e r c i a l i n C o n f i d e n c e
B. RCS Credential: Proposer shall provide rationale for offering one of the following:

For short term parking, SKIDATA uses thermal tickets that are printed on entry with a barcode, this represents the standard method of record. Thermal barcode tickets are the most economical, have less risk of misreads and their optical reading means minimal wear when compared to magnetic stripe entry and exit media. SKIDATA is committed to providing the most reliable solutions in the industry, and SKIDATA’s barcode ticket issuance process does not compromise this standard. Each ticket is printed then read by a barcode scanner prior to being issued to a customer. If a ticket is unreadable, then the system will not issue the ticket to the customer, rather it will invalidate the first ticket then issue another ticket, following the same process. The benefit is SKIDATA’s ticket issuing methodology is designed to ensure tickets issued are not unreadable at a payment device or upon exit, so the patron experience is improved and so the system results in fewer exception transactions. A barcode that is 25% diminished is generally still usable in SKIDATA.

C. Detailed description of cloud-based validation system functions and features. e:VAL by SKIDATA Sweb.Validate
e:VAL® is a unique solution developed by Sentry designed to allow users to securely validate parking tickets using a web browser with or Smart phone. It allows for the value associated with validations to the specific user who provides them. eVAL provides reporting on validation and cash accounting activity to remove associated theft entirely. In achieving the above, e:VAL® allows parking facility managers to sell or otherwise provide electronic validation funds to departments and tenants and retailers, who can then use to validate parking tickets.

Each tenant can be configured or configure their own different validation options to suit the needs. For the COSM, this can mean City wide promotions and loyalty schemes.
e:VAL® Advantages:
 Eliminates theft and fraud of validations
 Eliminates lost paper validation tickets
 Visitor tracking
 Validation reordering
 Comprehensive reporting
 Reduced paper waste
 Reduced exit lane congestion
 e:VAL® is fast and easy
e:VAL is exclusively available with SKIDATA and Sentry.

For its full range of features, refer to the electronic attachment. "Using e:VAL as our validation
solution has enabled us to streamline
the ordering/delivery process and
improve fiscal controls. Our tenants
love the paperless aspect of the
system and the ease at which they
can obtain detailed reports for their
transactions." - Josh Boen,
Division Manager, Five Star Parking

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C o m m e r c i a l i n C o n f i d e n c e
Other SKIDATA Validation Opportunities
In addition to e:VAL, SKIDATA offers several other card/ticket types that can be used to discount or credit value to the individual Parker, these card/ticket types can be configured on barcode, and/or RFID media.

1. Cash Coupon
A cash coupon is an anonymous follow-up card with a user defined cash value that is inserted after the transient ticket is inserted and the parking fee is displayed. The parking fee will be reduced based on the applicable value on the card.

2. Cash Debit Card
A cash debit card is an anonymous cash value decrementing card that is used to enter and exit the parking facility. The parking fee due is deducted at the exit and the balance remaining is encoded on the card. The card balance will be displayed to the Parker at both the Entrance and Exit Columns and the Parker can recharge their cash debit card at any work station with the desk top coder or at the Pay-on-foot Station.

3. Discount Card
A discount card is an anonymous follow-up card with a user defined percentage value that is inserted after the transient ticket is inserted and the parking fee is displayed. The parking fee will be reduced based on the applicable percentage.

4. Time Debit Card
A time debit card is an anonymous follow-up card with a user defined time value that is inserted after the transient ticket is inserted and the parking fee is displayed. The parking fee will be reduced based on the applicable time discount.

5. Multiple Time Debit Card
A multiple-time debit card is an anonymous follow-up card with a user defined time value that is inserted after the transient ticket is inserted and the parking fee is displayed. The parking fee will be reduced based on the applicable time discount on the card. The multiple-time debit card can be reused during the programmed validity period.

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C o m m e r c i a l i n C o n f i d e n c e
SKIDATA offers COSM a promotional platform
The SKIDATA system can deliver a range of service integrations which the COSM should take into deep consideration as it evaluates the relative revenue potential.

1. Electronic Barcodes
Consider allowing other qualifying businesses to generate barcodes which could be used to validate parking in the PARCS. SKIDATA’s External Card Systems module can be used to effectively enable other ticketing programs to become 3rd party sales channels for validation coupons. This would need cooperation from COSM and the participating carriers; however, if parties decide to cooperate, then Sentry can enable the reading of certain parameters in a generated barcode, allowing Parking.Logic to apply a validation to the parking rate.

This information could be used to allow a configurable discount, % OFF, $ OFF, Time Reduction, free upgrade (i.e. Daily Rate for Hourly Lot) or other desired promotional synergies – delivered across a range of media.

2. PARCS Synergies
Promote Parking through incentivized 3rd party sales aggregation channels through PARCS, allowing them to reserve and pay for parking through the SKIDATA system.

For example:

Parkmobile— is fully integrated into Parking.Logic for mobile payment of transient parking tickets. Parkmobile has millions of users in the area. COSM and Parkmobile can partner to encourage Parkmobile customers.

Parking Panda is fully integrated into Parking.Logic for reservation sales. Parking Panda has active/ loyal customers in the Los Angeles market. The COSM could partner to encourage Parking Panda customers.

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C o m m e r c i a l i n C o n f i d e n c e

3. Use SKIDATA to grow COSM Non-Parking Revenue
COSM can utilize the Entry Terminal, Exit Terminal, and POF Terminals to issue high quality media, including color advertising, promotions on tickets, and unique vouchers with configurable time-bound discounts.

SKIDATA allows a flexible range of physical and digital media designs to be read and vended.

Utilize Entry Terminal and Exit Terminal video displays to synergize with COSM campaigns. x

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C o m m e r c i a l i n C o n f i d e n c e
L. PCI Compliance: Provide proof that the proposed PARCS is compliant with current Payment Card Industry Data Security Standard (PCI DSS) requirements.

SKIDATA has the best track record in the industry in maintaining software for payment applications validated according to the relevant PCI / PA-DSS standard. If COSM selects Sentry, it will have chosen a company who takes the responsibilities associated with PA-DSS compliance very seriously. SKIDATA has made a significant commitment to protecting cardholder data and ensuring that operators and owners reduce liability, and Sentry follows this investment by ensuring its business systems, business practices, and employee training programs focus on ensuring that PARCS systems implemented and serviced by Sentry follow PA-DSS best practices. This is exemplified in that SKIDATA was the first and potentially only PARCS to be listed as supporting a PA-DSS v3.x payment application. SKIDATA is able to continually make this commitment due to its architecture, release based software approach, and due to its adherence to following ISO 9001 standards in software development.

To support this leading position, the proposed EMV terminals from Payment Express are P2PE certified.

Source: www.pcisecuritystandards.org/approved_companies_providers/validated_payment_applications.php IMPORTANT: If other proposers are PA-DSS v3 compliant at time to submission, then they do not know what it will take to attain this compliance for their solution and will likely design a network/system architecture which does not enable compliance to be met in the future. It will either lead to a security compliance risk or a significant upgrading to the network or hardware technology that the COSM will need to accommodate, either by downtime or by further investment internal resources.

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Commercial in Confidence
Q. Anti-Tailgating: Tailgating has been a problem proposer shall describe system features that will address this issue.

From 2013
Anti-Tailgating Loop detector – The specialized loop detector included in our proposal is designed to detect minuet changes in the magnetic field emitted by each vehicle. The system will detect when a vehicle is too close to the car in front by recognizing the change in the magnetic field.

Additional Speed Bump - Installing a speed bump in the exit lane will help to separate the cars that are tailgating to allow the specialized loop detector to detect the change in the magnetic field sending a close signal to the gate and only allow one vehicle to exit at a time.

Further advice
License Plate Recognition (option) - Our recent installation at MGM Casinos featured the use of License Plate Recognition, by capturing plates, those who chose to tailgate can have their fee associated to their Account (if they have registered), be blacklisted / challenged at Entry when they return or pursued for payment (some Airport seek recompense this way.)
Where LPR cannot be deployed and as a general comment, minimizing tail gating requires multiple interventions, including improved communications at entry, more convenient payment options and locations for POFs, lane monitoring CCTV and encouraging Parker’s to register, so offenders can be known to COSM.

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Commercial in Confidence

5. Detailed project schedule.

O. Project Schedule:

1. Submit a detailed project schedule (from signed contract to acceptance testing), identifying milestones along the way, as well as potential challenges to the schedule.

Sentry offers an illustrative schedule that can only be defined with detailed agreement on desired sequencing, contract commitment and with the return of required project data to Sentry. The below chart shows the tasks and milestones, to deploy a single garage – where the greyed area would be repeated for each PARCS garage either concurrently or sequentially or to an agreed upon start.

Task Name Duration Start Finish
City of Santa Monica PARCS Upgrade
Initiation Processes
Executed Contract and Deposit Received - Commencement Date 1 day Mon 8/22/16 Mon 8/22/16 Submit insurance documents (as required) 2 days Tue 8/23/16 Wed 8/24/16 Initiation Processes COMPLETE 0 days Wed 8/24/16 Wed 8/24/16 Order Equipment
Submit equipment order to SKIDATA 1 day Tue 8/23/16 Tue 8/23/16 Obtain estimated delivery date 60 days Wed 8/24/16 Tue 11/15/16 Order Equipment COMPLETE 0 days Tue 11/15/16 Tue 11/15/16 Required Site Works and Shop Drawings
Provide shop drawings in CAD for Sentry to Update 1 day Tue 8/23/16 Tue 8/23/16 Updated Shop Drawing submitted for Plan Check and Electrical Permit 15 days Wed 8/24/16 Tue 9/13/16 Detail site works and schedule external contractor 2 days Wed 9/14/16 Thu 9/15/16 Required Pre-Works and Shop Drawings COMPLETE 0 days Thu 9/15/16 Thu 9/15/16 Submit Required Samples
Project Kick-Off Meeting / Submit Required Samples 2 days Wed 9/14/16 Thu 9/15/16 Review Credit Process for setting up Merchant Account 0 days Thu 9/15/16 Thu 9/15/16 Review DSL Line requirements for Credit Cards 0 days Thu 9/15/16 Thu 9/15/16 Review POT Line (Plan old telephone for call forwarding) 0 days Thu 9/15/16 Thu 9/15/16 Review Parking Rates 0 days Thu 9/15/16 Thu 9/15/16
Review Validations 0 days Thu 9/15/16 Thu 9/15/16
Review Project schedule and phasing plan 0 days Thu 9/15/16 Thu 9/15/16 Review Permit Status- Talk about delays if any 0 days Thu 9/15/16 Thu 9/15/16 Review Ticket Stock 0 days Thu 9/15/16 Thu 9/15/16
Review Training schedule and set date for training at Sentry Training Center 0 days Thu 9/15/16 Thu 9/15/16 Review work times 0 days Thu 9/15/16 Thu 9/15/16
Set Go Live date 0 days Thu 9/15/16 Thu 9/15/16
All Customer Deliverables Completed 2 days Fri 9/16/16 Mon 9/19/16 Required Submission of Samples/Permits COMPLETE 0 days Mon 9/19/16 Mon 9/19/16 Pre-Installation
Equipment delivered to warehouse 1 day Wed 11/16/16 Wed 11/16/16 Perform pre-install maintenance on equipment 2 days Thu 11/17/16 Fri 11/18/16

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Commercial in Confidence
Complete internal release documentation 1 day Thu 11/17/16 Thu 11/17/16 Pre-Installation COMPLETE 0 days Wed 11/16/16 Wed 11/16/16 Site Works - (Where applicable)
Form new islands and install new inner island conduits 1 day Tue 9/20/16 Tue 9/20/16 Rough Electrical Inspection for islands prior to concrete 1 day Wed 9/21/16 Wed 9/21/16 Conduit Infrastructure 5 days Thu 9/22/16 Wed 9/28/16
Cable pulls to lanes (power and data) 3 days Thu 9/29/16 Mon 10/3/16 Provision Testing Documents 2 days Tue 9/20/16 Wed 9/21/16 Provision of Training Plan 4 days Thu 9/22/16 Tue 9/27/16 Install Garage
Ship, Install and Remove, Commission and LAT 5 days Thu 11/17/16 Wed 11/23/16 Installation COMPLETE 0 days Wed 11/23/16 Wed 11/23/16
Training
Complete Training 2 days Thu 11/24/16 Fri 11/25/16
Training COMPLETE 0 days Fri 11/25/16 Fri 11/25/16
Soft Launch Go Live - Substantial Completion
Operational Demonstration Testing
Operational Demonstration Testing Period 30 days Mon 11/28/16 Fri 1/6/17 ODT period COMPLETE 0 days Fri 1/6/17 Fri 1/6/17
Final System Acceptance
Perform site walk with customer 1 day Mon 1/9/17 Mon 1/9/17 Complete punch list items from all inspections 2 days Tue 1/10/17 Wed 1/11/17 Perform final site walk 1 day Thu 1/12/17 Thu 1/12/17
Final System Acceptance COMPLETE 0 days Thu 1/12/17 Thu 1/12/17 Post Implementation Review
Identify and document lessons learned 1 day Fri 1/13/17 Fri 1/13/17 Review documents with maintenance team 1 day Mon 1/16/17 Mon 1/16/17 Post Implementation Review COMPLETE 0 days Mon 1/16/17 Mon 1/16/17 Project Closure
Complete final as-builds and close-out documentation 3 days Thu 1/12/17 Mon 1/16/17 Issue final completion documents including as-builds and warranties 1 day Tue 1/17/17 Tue 1/17/17 Obtain customer sign-off 1 day Wed 1/18/17 Wed 1/18/17
Release project resources and Close Project 1 day Thu 1/19/17 Thu 1/19/17 Complete contract closure 1 day Fri 1/20/17 Fri 1/20/17 Project Closure COMPLETE 0 days Fri 1/20/17 Fri 1/20/17 And 4. Provide an expedited installation schedule for Structure 6 (first installation).

From final design to go-live, the duration can be as little as 16 weeks - all sites delivered concurrently.

However, lane installation schedules are driven by many factors, least likely is the availability of Sentry to deliver the installation.

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2. Describe how Proposer will maintain the schedule

PROJECT MANAGEMENT APPROACH
The following section addresses the plan and approach to meet the objectives of the Functional Specification, including project installation phasing, the deactivation of the existing PARCS solution, the activation and phasing of the new proposed Sentry team’s PARCS solution and finally the rigorous testing to ensure a successful system acceptance. To achieve these project goals, the Sentry project management team will utilize the PMI Project Management methodologies, specifically the following ten knowledge areas used to successfully manage this project.

Scope Management identifies and documents the work required to complete the requirements of the project. Sentry will outline the scope of work through a Work Breakdown Structure and ultimately use this to create the Master Project Schedule for the COSM.

Time Management defines the processes for developing and managing the Master Project Schedule to ensure project completion is on time. Sentry aims to approach the installation with multiple crews and shifts for various aspects of the work that we have found to be best practice. The PARCS portion of the project normally can be done after any peak periods during the day shift without causing disruption to the operations of each parking location. Lastly, the network infrastructure work would best be performed at night as to not effect operations.

Cost Management for developing and managing the project budget to ensure the project completed onbudget. Sentry proposes to hold monthly executive meetings on budgetary items to ensure the budget of the project stays on track. Throughout the project the use of specific cost control methods within Sentry’s ERP system are used to evaluate and report on the projects overall budgetary health.

Quality Management for Sentry is ensuring the process of quality assurances, quality control activities and milestones are met with each project. We do this by thorough testing at the Factory Acceptance Testing, Pre-Installation and Post-Installation phases on each device installed. Beginning with inspection of equipment upon arrival set up and pre-build of units before installation, standardized installation methods, to final installation and testing of the lane with lane acceptance test scripts are all examples of the quality control procedures that go into every installation we perform. We understand the COSM has rigorous Quality Control standards and we are very confident that not only do we meet those standards but will exceed them.

HR Management focuses on identifying the most qualified team members, support staff, and the training needed to support the project team. We use rigorous standards to develop a project team. As outlined in Section Three, we have chosen a team of experts in their industry to meet the COSM’s project needs.

Project Communication is one of the single most important aspects of managing a successful project.

Effective, timely communication of the project status and other key information is critical to project success.

This is why Sentry invests so much time in the communication plan through a clear concise process that shows an effective reporting structure and escalation process. Building a clear communications plan, using project control documents as part of the first stages of the planning process is key to the success of our projects.

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Project Risk Management identifies, validates and rates risks to the project overall success and project path to minimize or eliminate potential or foreseen risks to the project. Sentry then develops a proactive plan to minimize the likelihood and impact of the risk ever hitting the project.

Project Procurement Management defines the process for purchasing the products and equipment, services, general materials, resources for the project. We have a tried, true and tested methodology for Project Procurement starting with the review process by the Project Manager, submittal submission and approval and ending with actual procurement, all based on the COSM’s critical path schedule which are incorporated into the Master Project Schedule.

Stakeholder Management focuses on identifying and supporting all project stakeholders from the COSM to ensure effective stakeholder engagement and agreement. This is carried out by Sentry through various avenues of communication, whether it be phone, email, site visits, meetings, reports or shared web portals, we strive to provide all information to all COSM stakeholders in a timely and efficient manner.

Integration Management brings the areas above into a focus under a comprehensive Project Management approach. The COSM will find this exemplified in our solution approach and project schedule.

The designated Project Manager, will be responsible for submittals regardless of the original source, to review, approve, log, file, and transmit all submittals to COSM. Sentry will maintain a current Submittal Schedule and will ensure that all subcontractors and suppliers are timely with their submittals.

Sentry will also maintain a Submittal Status Log with an up-to-date status of each required submittal. Sentry will certify that each submittal is in compliance with all applicable plans and specifications. Additionally, the team proposes using a Submittal Data Sheet that includes the following:
 A unique submittal number, which remains with it throughout its existence and routing.  Revised submittals will carry the same number as the original, but will clearly state the Revision number and revision date.
 A description of the submittal, any deviations noted in the submittal will be highlighted.

The Sentry project management team will also review submittals returned by the COSM’s team. Sentry will maintain an up-to-date master-set of all shop, field, fabrication, and construction drawings and procedures from vendors, suppliers, subcontractors and company sources. Changes to shop, field, fabrication, and construction drawings and procedures will be transmitted, reviewed, and distributed to the applicable persons or organizations. The receipt and distribution of revised documents will be noted in the Document Distribution Log in the same manner as the original documents.

The Sentry team places great importance on how this project will be managed and documented to ensure accountability and transparency from the outset to ensure project deliverables are of the highest quality.

The project management team led by the Project Manager has the necessary skillsets and experience to provide the COSM with the personnel to successfully design, test, deactivate and phase out the existing PARCS equipment, and install PARCS solution that meet the specification objectives.

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3. Describe existing PARCS removal and new PARCS installation will occur without ceasing existing operations.

Project Schedule
The current Sentry project schedule comprehends several phases within the deployment.

The schedule considers the following key phases:
 Contract Execution: Deposit for long lead items
 Critical design meetings
 Review of acceptance testing procedures
 Deployment of the central data management system
 System Installation and Training
 Acceptance testing
 Commencement of Warranty period
Sentry proposes to complete the scope of work determined once the schedule of completion of the required precursors and the deposit payment is received by Sentry. A comprehensive project Gantt chart, developed utilizing Critical Path Method scheduling techniques, incorporating designed float, and highlighting predecessors and dependencies will be delivered once this is agreed at contract.

Transition Plan
The Sentry team work to the following key components to ensure a successful transition:
 Prepare a training plan with the project team
 Prepare a lane acceptance testing and inspection plan  Prepare a system acceptance test plan and unit tests
The Sentry team’s project schedule considers the following key factors:
 Review of existing conditions, parking design and services  Migration of Account information into SKIDATA as required (by others)
 Factory acceptance testing of all equipment
 Installation of the new network, garage infrastructure and testing  Installation and testing of data servers
 Installation and testing of bank card servers connected to the clearing house  Installation of new PARCS hardware in the parking facility  Training of COSM staff on the SKIDATA PARCS solution
Depending upon the mutually agreed upon timeframe between Sentry and COSM, Sentry would recommend cutting over individual car parks and managing these with the existing system side by side.

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Execution Strategies
Sentry prides itself on providing the highest quality installation services. The Sentry team is highly experienced in installing SKIDATA hardware, software and any parking component. Typically, an Installation and Cutover Plan is provided including a providing a pre-construction checklist. Sentry verifies that the site is ready for equipment installation to ensure that any discrepancies between the actual conditions and the design conditions are brought to COSM’s attention.

Sentry do not recommend proceeding until any major discrepancies have been resolved. Sentry takes great care using the project schedule to ensure the availability of a maximum number of operable lanes to meet peak period activity.

This includes the exploration of any existing infrastructure that can be incorporated into the project. Once provided the Notice to Proceed a complete implementation strategy will be developed in conjunction with COSM, via a managed Project Gantt chart, which will consider, at least:
 Anticipated Duration of Design Phase
 Discovery and Evaluation of Existing—As-built conditions  Acceptance Testing of equipment
 Installation of any new network infrastructure and testing  Installation of new Data Servers and testing
 Installation of new Credit Card services and connection to clearinghouse  Coordination with the removal of the existing PARCS
 Installation of new field equipment and training
 Integration and development of other services as required  Assistance with communicating the transition to the new operation Experience working on other City projects has shown that Sentry will require to manage and involve multiple stakeholders to completely understand the exact needs of the COSM and to thoroughly provide a plan of activity that means the requirements of all, these needs are not necessary detailed in the documented RFP and will emerge with further engagement (e.g. COSM department heads, multi-layered ICT departments, Parking operations and contract arrangements, transport budget and black periods, planning and permits, other integrated technologies) requiring flexibility and knowledge of their interests in order to ensure a contribution which leads to ultimate success.

The project deliverables are per the pricing and requirements, noting that the RFP requirements are broad, in some areas contrasting and open ended. There will need to be greater definition of a final design and an understanding of what is to be delivered in the initial phase of the project.

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Installation Design
Sentry prides itself on providing the highest quality installation services.

The Sentry team are highly experienced in installing SKIDATA hardware, software and any parking component. Typically, an Installation and Cutover Plan is provided including a providing a pre-construction checklist. Sentry verifies that the site is ready for equipment installation to ensure that any discrepancies between the actual conditions and the design conditions are brought to COSM’s attention.

Sentry shall provide COSM as soon as contract award drawings of equipment installation which indicate details on all equipment installation, location, orientation, and electrical and communication connections.

These will be made available for COSM’s review and approval. Sentry typically also performs a site inspection to verify any construction cleanup at the completion of our construction activities. Sentry shall notify COSM at least forty-eight hours prior to conducting the postconstruction inspection.

Before installing any field equipment, Sentry will co-ordinate with COSM IT team to install all the SKIDATA application software on the data management system servers. Sentry will install at the direction of COSM. All SKIDATA applications will be installed at the data center locations that were identified by COSM during the design phase.

Equipment Installation
Sentry shall co-ordinate all lane closures with COSM management team and all the SKIDATA equipment will be installed to the highest levels of SKIDATA’s recommendations. Any site preparation or island construction will be coordinated and communicated with COSM team.

Before Sentry installs the first lane equipment, Sentry will install and configure the workstations and printers.

Sentry will confirm that all the parking office equipment will function properly and communicate with the SKIDATA PARCS network and is fully operational.

Equipment Field Testing
After the lane equipment has been installed, Sentry will perform its post-installation field test to confirm that the communication and functionality of all devices in the lane are operating as required. Prior to the first field test, Sentry will provide COSM with the field test script for each device so that COSM can review and approve.

The field test will include testing of all individual lane equipment, the communications network, the subsystem controllers, the computer, workstation and the core SKIDATA reports. At the conclusion of all the field testing, Sentry will provide COSM will all the results and each lane can remain close until after the successful completion of lane testing.

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Device Acceptance Testing
Assuming the post-installation testing phase performs as expected, Sentry will assist COSM in performing the device acceptance test for each lane. Sentry has an extensive list of unit tests that can be reviewed in further detail at each location prior to going live. Sentry will assist in this process by providing one member of the team will full knowledge of the devices to assist with any issues that may arise. Sentry will also assist by providing the required number of test tickets, test media and test credentials per COSM’s requests.

After a successful device acceptance test, COSM can commission the device and open for public use. COSM may be prudent to reserve the right for the device to operate for a specified period of time prior to releasing other lanes for installation.

System Acceptance Testing
Depending on any other acceptance testing provided by COSM, Sentry will perform operational acceptance tests to operate the complete system for after all of the project has been completed. Sentry will record all the test data and provide COSM with a continuous log of system performance.

Training Approach
Sentry’s training department will provide a comprehensive training program and outline for COSM’s personnel on all hardware and software related topics of the PARCS. Standard training manuals used by Sentry will be tailored to meet COSM’s needs. It is our experience that manufacturer materials typically often prove to provide too much information and therefore are submitted along with a recommended abridged version written by Sentry that will be tailored for COSM.

Each trainee will be provided with a printout of the documentation, handouts and manuals covered in the respective training class. Sentry recommends training be held in its own offices where a full complement of items is specifically set up and available.

Sentry recommends that all operational decisions are made prior to the beginning of training and that an administrator is present at all classes of supervisor and maintenance personnel to provide feedback to operational questions to it employees that are not related to the functionality training of the PARCS.

Sentry will work with COSM on the appropriate training start and end times. Sentry’s training hours are typically Monday to Friday from 8 am to 6 pm local time but can be adjusted to COSM’s needs. Sentry proposes the training course to be undertaken two weeks prior to ‘Go Live’ during the first phase with any remedial training provided during Go Live.

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5. As a separate sub section to the installation schedule, provide a Data Conversion Plan.

In the instance where registered parking accounts need to be converted, typically COSM will send their legacy data in one or more spreadsheets. The format is not necessarily important, so long as we can clearly identify the Account data (name, address, email, phone, etc.), the Parker data (name, maybe card number, billing rate, maybe license plates, etc.), and which Account each Parker belongs to. A lot of times, there will be one spreadsheet with Account information and one with Parker information, and Account Number appears in both spreadsheets (so details can be linked.) Once data is received in the correct format, Integrapark turn it into a format that Paris knows how to load it can be done within 24 hours. There are other processes which can be applied to allow this to be done in house where protecting information may be a concern. Paris can be added if the City does not already have a license.
a. Plan shall detail how each parking garage or lot will be brought on line with the new PARCS while the “yet to be converted” lots and garages continue operations under the current system.

At a more granular level, here are more detailed transition plan steps for a garage include.  Inspection and discovery of the suitability of existing conditions  Install the following components:
o SKIDATA software
o Firewall and switches
o Intercom server
o Antivirus software
 Connect to the server and test for at least 7 days before ‘Go Live’  Commence training parking staff on transitioning cardholder database o Parking staff will build the cardholder database with cardholder information  Work with COSM’s management on how best to inform customer of the day to day operational transition.  Pull all data cable to the POF machine locations and lane locations as required  Install POF machines and test (where the existing location replaces a POF, this is to be coordinated to minimize disruption.)
Ideally, Sentry crews will be on-site continuously to perform the following:
 Provide preparatory lane works.
 Close down one lane in each area at a time, and leave the adjacent lanes open for customers.  Remove existing and Install new SKIDATA gate then test the loops.  Remove existing and Install the new Exit or Entry Column  When one lane is complete, Sentry will cover the lane until ‘Go Live’.

As we move towards ‘Go Live’, the Sentry team will train the parking staff in preparation. When all the lanes have the SKIDATA equipment installed, the system will undergo full acceptance testing and move towards the agreed ‘Go Live’ date. At the ‘Go Live’ date, the following actions will occur by the Sentry team:

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 On the day of the ‘Go Live’, the Sentry team will be on-site to turn on the SKIDATA POF machines  Sentry training team will be on-site during the ‘Go Live’ to instruct the parking team and do on-the-job training.
 Operations staff are to be available to communicate and manage the transition  Locations which have no redundant lanes and are operating in tandem at the site level can be managed to cut-over during the late hour (e.g. 2am), quietest day in order to minimize the number of outstanding tickets.

Preceding the transition, COSM should be pro-active in their communications to parkers of the forthcoming change and use the shift as an opportunity to engage with the parking public on any other audit or parking concern.
b. Plan shall discuss how both systems shall run in tandem until such a time that the news PARCS can take full control of all facilities.

The most important factor is COSM's predetermined priorities based on the least disruption to customers, fast transition and the most efficient project completion.

As outlined in the schedule, after the contract and procurement period begins, we will engage all parties to coordinate with civil, electrical, network requirements with the COSM’s relevant departments and related parties to define responsibilities and timelines. The COSM will need to permit the works.

For this project, the installation sequence is straight-forward with server and network first, lane equipment exchange and the pay on foot terminals installed at the end, testing as we progress. Sentry can step through many alternative suggestions to align with operational needs and methods to prevent customer confusion.

As we install, the lane devices we will bring online with the server for testing and acceptance as outlined in the schedule. If applicable and as specific locations conditions allow, existing PARCS can operate in parallel while the site is being installed. If there is to be planned disruption, this will be agreed early on for alternative means of access and revenue control to be in place for the outage window.

Where practical, after the Server and POFs are online at each site, lanes are installed sequentially and where possible alternative lanes are left in operation, so there is always a way to enter or exit the car park, regardless of the system you are using. For a full-cut over, some locations allow the lanes to be installed side by side and covered over, awaiting a late night go-live.

Where lanes cannot be closed at a particular location (e.g. a one entry and one exit garage or for some other another reason) once Server and POFs are installed, then Entries are converted during the evening, ready for the next day’s entries and the Exits are bought online during the morning to minimize the number of parkers with old ticket stock.

There are many specific tactics which are largely determined by COSM requirements and can be workshopped as final sequencing is determined.

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6. Exceptions and Substitutions
Sentry’s proposal contains the following declarations where not otherwise stated. # Reference Clause Exception taken Proposal
SECTION 4 - ADMINISTRATIVE INFORMATION
1 RFP Page
46 B. Liquidated
Damages
Item 1. is restrictive and
responsibility can rest
with 3rd Party systems
and operators. Does
not consider the role of
minimization of loss by
failing over to alternate
means to operate.

If a service contract is signed,
Sentry can agree to response
time and the withholding of a
portion of monthly fee for
responses which do not meet
the agreed SLA.

Item 3. does not
consider a specialist
parts, new manufacture
or response required for
damage by accident,
mis-use etc.

Sentry recommends an available
parts list to be agreed.

Customer can rely on Sentry's
local warehouse, advanced part
replacement strategies.
2 RFP Page
47 F. Payment
Terms
Terms are request in
this clause. States "If
there are any
problems, operational
dissatisfaction, and/or
glitches before the
completion of the ninety
(90) - day period, the
count of days will restart
with day one (1) until a
full ninety (90)-day cycle
is completed without
problems in order to
release the final
payment.”
Deposit Check (50%) - On
Contact Signing
Installation Ready (30%) – Once
the Equipment is installation
ready, an invoice will be issued
Substantial Completion (10%) -
As the project Go-Live is
reached, the final invoice will be
issued.

We propose this updated
language: “If there are any
material problems, operational
dissatisfaction, and/or glitches
before the completion of the
ninety (90) - day period, the
count of days will restart with
day one (1) until a full ninety
(90)-day cycle is completed
without problems in order to
release the final payment.” We
are aiming to specifically
exclude common Operational
challenges associated with an
Operator's responsibilities.

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Technical
# Reference Clause Proposal
1 4. WARRANTY A Warranty will be extended to currently
possessed CoSM SKIDATA components
following inspection and certification by
Sentry.
2 A Each garage Warranty will start from their
first day of beneficial use or final acceptance,
whichever comes first.
3 5. ADD
ALTERNATE:

Extended
Warranty
The fee presented is a commercial estimate
allowing reasonable market comparison, but
cannot be guaranteed beyond 5 years.

7. DESIGN CRITERIA
4 B.2 This cannot be priced.
5 B.6 There is a range of requirement and scope
not clearly defined for this element - who,
what, where.
6 D.3 In accordance with the Amendment
responses, Sentry is proposing Payment
Express EMV terminals as a superior P2PE
solution, the option for Six Card exits.
8 D. 4 Sentry offers the priced option to install EMV
and separately can price options for NFC.
9 D.7 This remains an open item to be specified by
the City.
10 A
III) Sentry has provided reader for cards and
barcodes, but this remains an open item to
explore as it requires input, testing and
management by Third Parties.
d.
e.
11 Invoicing
Package
Sentry can supply pricing for the IntegraPark
PARIS system, if still required, once the
operation is fully defined.
12 B1 Lane Columns are IP43 rated and Easy.Cash
shelter if outside.
13 C1. May not provide audible instructions
throughout transaction process

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12. BARRIER GATES
14 A. Sentry will use gate lengths and bollards
suitable for the lane.
15 G. SKIDATA barriers are design not to autoraise to avoid tail-gating, including manual raising by person.
16 Other Design Permits and Internet access to be
responsibility of the City.
17 Daktronics SKIDATA has a proven integration which can be priced
18 PC-DSS PCI PA-DSS Compliance – unknowable costs
of future compliance cannot be calculated
and the scope of PCI is to be agreed between
COSM IT, Operator and Sentry during the
design phase.
19 Existing Stock The existing (used) SKIDATA equipment owned and stored by COSM is assumed to
be re-used, if these are assessed to be
defective a change order for reconditioning
/ replacement will be issued.
20 Existing Datapark Assumption is existing system is to be rubbished by Sentry to its most efficient
way, if COSM requires careful preservation
or other disposal, this will need to be
priced.
21 Network Accces COSM IT must provide open firewall access and not delay Sentry’s scheduled works.

Delays will add cost to COSM.

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The sequence of the following requested items is re-ordered for a consistent narrative.

6. Detailed price sheet with itemized costs

7. Detailed price list for on-going fees or subscription based services

13. List manufacturer of each primary component of system Please refer to separate price quotation

14. Recommended spare parts list w/pricing.

PARCS EQUIPMENT Quantity Unit Price Extended Price
Gate Arm 5 $505 $2,525
Sheer Bolts 100 $5 $500
POF Spare Cash Box 6 $1,209 $7,254
QR/2D reader 2 $2,900 $5,800
Coder Unlimited 2 $8,858 $17,716
Coder Unlimited feeder+ 2 $1,612 $3,224
SPARE PARTS TOTAL $37,019
ADD/ALTERNATE 10-year Extended Maintenance
Refer to agreement from 2013 and attached pricing.

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8. Warranty/Extended Warranty/Service Agreement.

M. Warranty: Submit a copy of Warranty and clear details of procedures in the event of failure and instances that may affect validity or limitations of warranty.

Sentry Control Systems Warrants that all SKIDATA manufactured Parking and Revenue Control Systems (PARCS) provided by Sentry and delivered hereunder will be free of defects in material and workmanship for the period agreed. The purchaser shall be obligated to promptly report any failure to conform to this warranty, in written communication within said period, whereupon Sentry Control Systems shall, at its option, correct such nonconformity, by suitable repair to such product or, furnish replacements parts provided the purchaser has stored, installed, maintained and operated such product in accordance with good industry practices and has complied with specific recommendations of Sentry Control Systems. Accessories or products furnished by Sentry Control Systems and manufactured by others than SKIDATA shall carry whatever warranty the manufacturers have conveyed to Sentry Control Systems and which are passed on to the purchaser. Sentry Control Systems shall not be liable for any repairs, replacements, or adjustments to the product or any costs of labor performed by the purchaser or others without Sentry Control Systems’ prior written consent. The effects of corrosion, vandalism, improper use or installation, any act of God and normal wear and tear are specifically excluded. The purchaser shall not operate product which is considered to be defective without first notifying Sentry Control Systems in written communication of its intentions to do so.

Any such use of product will be at the purchasers’ sole risk and liability.

Refer to attached 8. SKIDATA Warranty

FUNCTIONAL OVERVIEW
The response center is the initial point of contact for all service incidents. Initial service call is to be logged by the client’s representative with Sentry. Where condition is covered by Warranty, part will be repaired onsite, replaced with a working spare and returned for repair, depending on the service contract. In order to expedite a response, the following details should be supplied to Sentry when registering a service request.  Client Name, Customer or Contract Number, Client Contact (Name and Number/s)  Problem Description, to include lane/equipment details  Site specific details
 Required Response time, relative to defined priority of the service request  Client reference number or Purchase Order number (if applicable) In response, Sentry will provide client with:
 The technicians estimated time of arrival (ETA)
 The service request number confirming receipt of job
 Each completed service request will be accompanied by a job sheet detailing the contact, time and description of work carried out
Where it is possible to investigate an issue remotely, COSM will be notified of any online diagnostic results, provided the immediate solution and/or have it scheduled to be applied onsite.

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9. Report samples.

D. Sample reports as defined throughout this document.

SKIDATA is strong on Auditing and has a range of ways to customize reports - refer to electronic attachments 9 for examples and the 2013 reply.

Daily Report

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Monthly Report

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10. Sample training program.

N. Training Plan: Submit a comprehensive training plan.

Sentry’s training department will provide a comprehensive training program and outline for COSM’s personnel on all hardware and software related topics of the PARCS. Standard training manuals used by Sentry will be tailored to meet COSM’s needs. Each trainee will be provided with a printout of the documentation, handouts and manuals covered in the respective training class. Sentry recommends training be held in a classroom environment to achieve the best knowledge transfer. Sentry requests COSM HQ to provide a proper training location, which can host up to ten trainees per class or Sentry offers facilities in Van Nuys to travel to. The location requires network access to the PARCS so training can be performed using the installed equipment.

Sentry will work with COSM on the appropriate training start and end times, the number of participant and their roles will have determined the duration and class structure. In the instance where more training is required that the proposed or at a different time, then Sentry can schedule further sessions against an hourly rate. Sentry’s training hours are typically Monday to Friday from 8 am to 6 pm local time and can be adjusted to COSM’s needs.
2 Weeks Prior to Go Live

MONDAY TUESDAY WEDNESDAY
System Managers Class Supervisors Class - Maintenance Class 8 am -12 pm 9 am – 12 pm 9 am – 12 pm
1 pm - 5 pm 1 pm - 3 pm 1 pm – 3 pm
Total 8 hours Total 5 hours Total 5 hours
Sentry will submit a list of trainee’s who participated in the training class and shall inform COSM of all tasks covered. A custom certification program for COSM’s Maintenance Staff can be arranged upon request. During the Certification program, each trainee will be subject to a pass/fail certification test over the covered material. After the Go-Live the training team is available to respond to Operational enquiries and to refresh trainees on areas they may not immediately recall, in order to ensure the first days are as uninterrupted as possible.

Training Outline
Below are sample training outlines of the training topics to be covered for the following positions:
 Management staff
 Supervisor staff
 Maintenance staff
The content, group and structure will be tailored to suit the operational needs to the COSM.

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Packet Pg. 818 Attachment: Skidata / Sentry Original Contract (7191 : Parking Contract Extensions (SP Plus, Skidata, and Windcave)) 66 | P a g e
Commercial in Confidence
Management Staff Training
It is the most comprehensive of the training groups. It will focus on an overview of the system, a walkthrough of all the features available and their usage. Topics include:
 Terms and Definitions
o General Computer Terms
o SKIDATA Terms
 Pay Station (Cashier Screen)
o Logging On
o Shift Float
o Processing a Parking Ticket
o Manual Credit Card Payments
o Manually Selecting a Validation
o Producing a New Short Term
Parking Ticket
o Producing a “Lost Ticket”
o Replacing a Damaged Ticket
o Issuing a Belated Receipt
o Reading a Ticket or Permanent
Card
o Logging Off
 Main Menu - Money
o Reports
o Validations
o Cash Flow
o Shift Report
o Statistics
 Main Menu - Customers
o Customer Administration
o Present Cards
o Parking Movements
o Validation Provider
 Main Menu – Settings
o Parking Facility
o Pay Stations
o Automatic Payment Machine
o Articles
o Rate Management
o Holidays/Shopping Days
 Main Menu – Credit Cards and Debit Cards
o Account Settlement
o Present Credit Cards
o Parking Movement
 Main Menu – System
o Staff
o System Journal
o System Events
o File Synchronization
 Control Center
o Remote Barrier Control
o Adjusting Car Park Counters
 Report – Auditing
o Revenue Report – Revenue
Categories
o Revenue Report – Payment
Method
o Net Revenue Report
o Sales Report
o Payment Method Report
o Validation Report
o System Totals Report
o Car Park Balance Sheet
o Parking Duration Report
o Theoretical Revenue Report
o Fee Group Analysis Report
 Hardware Directions
 Monthly Maintenance
 Diagnosing & Resolving Common Faults
o Ticket Jam
o Coin Jam
o Barrier Break
o Emergency Mode
o Ticket Out
o Barrier Stuck Upright
o MBNC Removed
o MCC Removed
o PDL Activated
o Bank Note Tester Defective
o Barcode Unreadable/Defective or
Damaged Ticket
o Miss Used Ticket
o Printer Head Defective
o Key Products Only
o Out of Order

4.C.h
Packet Pg. 819 Attachment: Skidata / Sentry Original Contract (7191 : Parking Contract Extensions (SP Plus, Skidata, and Windcave)) 67 | P a g e
Commercial in Confidence
Supervisor Training
This training is a selection from the management training curriculum that is determined by the experience of our training staff. It also includes many of the management topics and cashier topics.  Terms and Definitions
o General Computer Terms
o SKIDATA Terms
 Pay Station (Cashier Screen)
o Logging On
o Shift Float
o Processing a Parking Ticket
o Manual Credit Card Payments
o Manually Selecting a Validation
o Producing a New Short Term
Parking Ticket
o Producing a “Lost Ticket”
o Replacing a Damaged Ticket
o Issuing a Belated Receipt
o Reading a Ticket or Permanent
Card
o Logging Off
 Main Menu - Money
o Reports
o Cash Flow
o Shift Report
 Main Menu - Customers
o Customer Administration
o Present Cards
o Parking Movements
 Main Menu – System
o Staff
o System Journal
o System Events
o File Synchronization
 Control Center
o Remote Barrier Control
o Adjusting Car Park Counters
Hardware Directions:
 Monthly Maintenance
 Diagnosing & Resolving Common Faults
o Ticket Jam
o Coin Jam
o Barrier Break
o Emergency Mode
o Ticket Out
o Barrier Stuck Upright
o MBNC Removed
o MCC Removed
o PDL Activated
o Bank Note Tester Defective
o Barcode Unreadable/Defective or
Damaged Ticket
o Miss Used Ticket
o Printer Head Defective
o Key Products Only
o Out of Order

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Packet Pg. 820 Attachment: Skidata / Sentry Original Contract (7191 : Parking Contract Extensions (SP Plus, Skidata, and Windcave)) 68 | P a g e
Commercial in Confidence
Maintenance Training
Maintenance training covers the physical components of the PARC solution. It includes the fundamental components of the system, common troubleshooting, and daily maintenance.  SKIDATA operator Monthly Maintenance
o Data Central (DAU) and Cashier Workstations
o Entry and Exit Columns
o Barrier Units
o Automatic Payment Machines
 Diagnosing & Resolving Common Faults
o Ticket Jam
o Coin Jam
o Barrier Break
o Emergency Mode
o Ticket Out
o Barrier Stuck Upright
o MBNC Removed
o MCC Removed
o PDL Activated
o Bank Not Tester Defective
o Barcode Unreadable
o Miss Used Ticket
o Hopper Time out
o Hopper Min
o Hopper Max
o Hopper Empty
o Ticket Shortage
o Printer Head Defective
o Key Products Only
o Out of Order

Follow up training and any additional training required will be identified during the training process. It is expected that needs may be identified during this process that should be addressed with additional training.

Sentry anticipates this need and is prepared to add classes or modify the curriculum when needed.

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Packet Pg. 821 Attachment: Skidata / Sentry Original Contract (7191 : Parking Contract Extensions (SP Plus, Skidata, and Windcave)) 69 | P a g e
Commercial in Confidence

11. Sample punch list.

In addition, refer also to attached 11, for an example Daily Safety Log and an example Daily Progress Log.

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Packet Pg. 822 Attachment: Skidata / Sentry Original Contract (7191 : Parking Contract Extensions (SP Plus, Skidata, and 70 | P a g e
Commercial in Confidence

12. List of Sub-Contractors.

K. List of sub-contractors, identifying nature of work.

1. DEDICATED PROJECT MANAGER
James Maglothin, P.E., PMP
James is the President and founding member of 20/20 Parking Consultants, LLC. 20/20 is a specialty consulting firm that provides an array of services related to the recommendation, design, and implementation of automated parking technologies and systems that increase customer service, operational efficiency, and parking program profitability.

James is proficient in all aspects of the project life cycle related to the successful implementation of state-of-theart parking technologies including system analysis and recommendation, cost estimating, financial feasibility, preparation of functional specifications, Request for Proposal package development, contract negotiation and award services, project management, construction administration, and acceptance testing. He has expertise in the design of parking-related civil, communication, and electrical infrastructure as well as construction administration during the execution of the designs.

Prior to founding 20/20, James served as the Director of Car Park Management Systems for Walker Parking Consultants, Inc., leading Walker’s national and global business sectors focused on off-street parking technology consulting. Prior to Walker he served as an Associate/Senior Project Manager for Kimley-Horn & Associates, Inc. focusing on recommendation, design and project management of complex parking technology implementations.

2. OPTIONAL ELECTRICAL
The use of subcontractors is not envisaged, however, we may engage Berg Electric (310) 337-1377 for electrical services.

14. 2013 Reply
Attached in electronic form is a copy of the 2013 – items in the 2016 reply take precedence were relevant.

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Packet Pg. 823 Attachment: Skidata / Sentry Original Contract (7191 : Parking Contract Extensions (SP Plus, Skidata, and Windcave)) 71 | P a g e
Commercial in Confidence

15. List of Attachments
Where practical Sentry has included supporting hard-copy materials, more extensive material, such as manuals are provided in electronic edition only for ease of review.

1. Financials (Electronic Only)
2013 Sentry Statements
2014 Sentry Statements
2015 Sentry Statements
2015 Kudelski (SKIDATA AG)
4a1. Data Submittals (Electronic Only)

1. Power.Gate

2. Axis P1204 Pinhole

3. UPS VA 500

4. UPS 1000

5.PX_SCR200

6.PX_Ingenico_IPP350

7.RP 58100

8. Prox-ii-cards

9. CoderBasic-Unlimited-Desktop

10. DoorReader

11.Commend GE300

12. CreditCash

13.EasyCash

14. BarrierGate

15.Cisco DataSheet

16.Endpoint

17.HP_DL380

18.PX_BRF210
19a. sweb eVAL explainer
19b. swebValidate

6. Pricing Offer
SKIDATA Pricing

8. Warranty (Electronic Only)
SKIDATA Warranty

9. Reports and Auditing Manuals (Electronic Only)
Administrative_Manual
Cashier Workbook
Reporting_Manual
Supervisor Workbook
ParkingLogic-Software-Modules

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Packet Pg. 824 Attachment: Skidata / Sentry Original Contract (7191 : Parking Contract Extensions (SP Plus, Skidata, and Windcave)) 72 | P a g e
Commercial in Confidence
ParkingLogic-Articles
Reports
Customisable Reports
Report Samples Folder

11. Sample punch list (Electronic Only)
Example Daily Progress Log
Example Daily Safety Log

14. 2013 Reply (Electronic only)

COSM RFP

15. Mandatory Bid Forms
Executed forms.

4.C.h
Packet Pg. 825 Attachment: Skidata / Sentry Original Contract (7191 : Parking Contract Extensions (SP Plus, Skidata, and Windcave)) Investment Summary
July 28, 2016
Quote Valid for 30 Days
Corporate HQ: Mid-Atlantic Office:
6611 Odessa Ave 21580 Beaumeade Circle, Suite 210
Van Nuys CA, 91406 Ashburn VA, 20147
Phone: (800) 246-6662 Phone: (202) 448-8954
Fax: (818) 786-2910
www.sentrycontrol.com
Purchasing Agreement with Terms & Conditions:
• Installation includes mounting equipment listed on the attached equipment list. Sentry will assemble and test the system and will verify that it operates properly. • Document Table “SENTRY CONTROL SYSTEMS’ SCOPE OF WORK & RESPONSIBILITIES” defines Sentry’s responsibilities • Sentry will provide training as well as commissioning services associated with the items on this proposal. Additional training can be scheduled and will be provided at the rate of $950.00 per day. Initial Here:_____
• The cost of required permits is not included in this proposal. Initial Here:_____ • Payment Terms:The deposit stated above is due upon acceptance of this proposal. You will be billed Net 30 as equipment is delivered to Sentry, with the balance due upon completion. A cancellation or restocking charge of 40% may be assessed on cancelled orders. Special order items may carry up to 100% cancellation/restocking fee based on factory return policies. • This proposal is covered under the Mechanics Lien Laws. • Warranty commences on the date Sentry receives materials from the parts supplier. Initial Here:_____ • A performance bond is Required.
• Pricing Does Not include PLA—Union Labor Rates. Pricing Does include Prevailing Wage Labor Rates. Initial Here:_____ • Invoices not paid within the terms of this proposal are subject to Service Charges at the rate of 2.0% per month. In the event outside mediation is necessary for the collection of an unpaid invoice, the customer is responsible for collection costs and reasonable attorney's fees. • All Images are for display purposes only. Actual image may vary from options selected. • Purchaser covenants and agrees that it will fully and strictly comply with the acknowledgement documents and with all protocols and licenses outlined in the acknowledgement documents, as they may be amended by sentry and affiliated parties from time to time. Acknowledgement documents can be viewed at this HYPERLINK, whose address or destination folder may be changed from time to time. Initial Here: ___

SENTRY CONTACT CITY OF SANTA MONICA
Mike Brill
(818) 381-5226
[email protected]
Accepted By: Date:

Print Name: Sentry Approved By:

PROJECT INFORMATION
Project Name: CITY OF SANTA MONICA - REINSTALL SKIDATA Asset Operator:

Account Name: CITY OF SANTA MONICA Asset Manager:

Proposal #: 164402 Asset Owner:

BILLING INFORMATION SHIPPING INFORMATION
City of Santa Monica
1717 4th Street #105
Santa Monica, CA 90401
City of Santa Monica
1717 4th Street #105
Santa Monica, CA 90401

LIMITED WARRANTY INVESTMENT SUMMARY
Warranty on Labor (Months):

Warranty on Parts (Months):
12 12
Total System Investment:

Deposit Amount:
$ 2,428,563
$ 1,214,282

SERVICE & MAINTENANCE OPTIONS (MONTHLY)
HTTP://WWW.SENTRYCONTROL.COM/SERVICES
Equipment:

Sales Tax:

Labor:

Freight:

Sub-Contracted Total:

Wage or Insurance Premiums:
$ 1,741,144
$ 157,248
$ 251,700
$ 29,222
$ 131,250
$ 76,499

SEE ATTACHED MAINTENANCE

PRICING

4.C.h
Packet Pg. 826 Attachment: Skidata / Sentry Original Contract (7191 : Parking Contract Extensions (SP Plus, Skidata, and Windcave))