Signage
We develop and deploy signage as a means to market a facility to the driving public. For example, we often use a double-sided, so-called “wind-master” sign positioned at the facility entrance—visible to both vehicle and pedestrian traffic—to promote special “Early Bird” rates in the morning hours, which then can be reversed to display the other side, featuring the facility’s regular monthly parking rates.
We also work directly with our clients to identify and improve way-finding opportunity within their facilities. We would work directly with the City to enhance the existing signage program at the subject facilities. Recommendations would be made and implemented within applicable budgetary constraints;
Banners: Under appropriate property and market conditions, we create large, easily seen banners to hang on the side of the building itself, clearly identifying the facility’s availability, parking rates and any other applicable information. As an added service, our signage specialists can create parking facility graphics compatible with each property’s brand identity;
Stakeholder Engagement
We know first-hand there are many businesses and stakeholder groups with powerful political voices in and around City – many of which are stakeholders in existing City parking programs.
These groups voice their concerns over matters affecting public policy and parking, including at each of the facilities in the Santa Monica portfolio, and this puts additional emphasis on the balance SP+ must employ on behalf of the City to serve the needs of all user groups.
Operating in this environment takes a skilled messenger; not only to navigate the inherent terrain, but to help identify cost-effective solutions to improve the status quo. As we have learned working with multiple cities and stakeholder groups in Santa Monica, it’s not so often the message, but rather the way that message is delivered to certain stakeholders and the general public, and how a given initiative serves the public good. Recognizing the special nuances of municipalities such as budgets, revenue streams, long-range planning and economic development, we are mindful of the City’s and the community’s demand for improvement and change in its parking operations.
Under the direction of the City, SP+ will keep the Santa Monica public informed of existing and developing parking policies at the subject facilities through a comprehensive Stakeholder Engagement Plan (see details herein);
Stakeholder Engagement Overview: As referenced above, intentional, inclusive and targeted outreach to the City of Santa Monica’s diverse constituencies as part of the City’s desire to enhance its Parking Management Program will provide the City important insight into the real and perceived impacts of its parking programs and associated access challenges regularly faced by employees, residents and visitors to its facilities.
Proposal Response to the City of Santa Monica Request for Proposals Parking Management Services Printed on 100% post-consumer recycled content paper.
SP+ has conducted stakeholder engagement meetings in support of our contracts at multiple cities throughout the United States. We anticipate attending several front-line meetings with business and neighborhood groups in Santa Monica and may opt to enhance our Stakeholder Engagement strategies with sub-contracted full-time professionals that exclusively focus their efforts on stakeholder engagement and policy implementation; all based on stakeholder feedback.
An effective public engagement process:
Places parking and transportation strategies, access management, and related programs and policies within the larger context of economic development; Identifies key messaging that will resonate with a community’s diverse user groups; Provides insight into both real and perceived access and parking challenges, as well as areas of opportunity for future development; and,
Includes key community leaders, elected officials, businesses and citizens in planning and development efforts from the beginning, building a strong foundation for strategy buy-in and implementation.
TASK APPROACH AND DELIVERABLES
Develop a Stakeholder Engagement and Education Strategy Review existing materials, plans and studies related to stakeholder engagement, communications, educational campaigns and special projects Develop a comprehensive stakeholder engagement strategy, including identification of appropriate format(s), i.e., focus groups, town hall style forums, individual interviews, survey tool
Conduct Stakeholder Engagement Meetings & Outreach… Conduct Stakeholder engagement sessions using the above referenced process, which could include:
Targeted stakeholder focus groups
o Property owners, realtors, developers
o Business owners, merchants, restaurants/bars/nightlife o Arts/culture/entertainment venues
o Downtown residents
o Neighborhood Associations
o If applicable: Downtown Associations, BIDs, Area Chamber of Commerce Town hall style public meetings
Individual interviews
Online Survey
New and social media outreach strategies
Information and data collected from the stakeholder outreach methodologies of choice will be collected, documented and analyzed. Findings from the data will be presented in a written Proposal Response to the City of Santa Monica Request for Proposals Parking Management Services Printed on 100% post-consumer recycled content paper.
report that will outline the key themes and suggested messaging strategies that support the overall project.
Information gathered through intensive stakeholder outreach will also provide a strong foundation for the creation of a long-term Strategic Communications Plan that will identify traditional and new media communication tools and partnerships that will keep the general public and key user groups informed.
Strategic Communications and Marketing “Work-back” Plan Develop a project-based communications plan, that guides our staff and City leadership through identification of communication vehicles, user groups, and media relations strategies to keep stakeholders informed, educated and to build excitement about the City’s Parking Program(s).
Strategies will be developed specifically for targeted market segments and identified user groups. Items to be addressed in the plan include the following:
Clear identification of target audiences and unique messaging strategies to reach those audiences
Tactical recommendations for communications, media relations and marketing efforts according to the priorities set in the plan, including (but not limited to):
o Project messaging
o Media relations strategies
o Stakeholder relations/engagement vehicles
o Educational campaign recommendations
o Public relations and communications strategies
o Web presence, including social and new media
Implementation Strategy
The final step in creating a Strategic Communications and Marketing “Work-back” Plan to support implementation of the enhanced parking management program is the creation of a detailed implementation plan (provided herein by SP+) that provides recommendations for putting the marketing plan into action.
Upon review and approval, final recommendations (if applicable) will be broken down to offer short, mid-and long-term implementation strategies for the City. The Final plan will also provide budget estimates for suggested strategies.
Marketing Support Capabilities
The Parking Experience Starts Before Parkers Arrive to the City’s facilities! SP+ has made significant investments in human and Company resources to support marketing and customer service efforts for our clients’ parking operations. In addition to advanced online system platforms and marketing capabilities, SP+ has assembled an Interactive Marketing Department whose members have multiple years of experience with digital and traditional marketing campaigns.
Proposal Response to the City of Santa Monica Request for Proposals Parking Management Services Printed on 100% post-consumer recycled content paper.
Our Interactive Marketing Department team members gained their knowledge working on behalf of major companies across multiple industries, and, by virtue of the multiple public and private sector clients they currently serve at SP+. SP+ has also contracted with external support agencies to ensure access to the latest technology and capabilities (see our detailed Marketing Plan herein). See www.ParkHarrisburg.com and http://dca.spplusparking.com as two (2) of many relevant municipal website examples that showcase our ability to design such websites, develop content, and offer promotional programs and valuable coupons around our parking programs.
No other Company has made such a robust and ongoing investment in this highly proprietary realm than SP+. We have highlighted the capabilities of our Interactive Marketing Department in our Marketing Plan below;
In-House Interactive Marketing Department
SP+ has made significant investments in resources to support marketing efforts on behalf of its clients. In addition to advanced system platforms and marketing capabilities, SP+ has assembled an internal marketing team whose members have multiple years of experience developing and implementing digital and traditional marketing programs.
SP+ Interactive Marketing Department team members gained their knowledge working for major companies across multiple industries, and honed their craft focusing exclusively on parking management related marketing endeavors. In addition, SP+ has contracted with external support agencies to ensure access to the latest technology and capabilities.
The combined efforts of the SP+ Interactive Marketing and the local SP+ Field Operation team, provides clients with a strong front-end marketing engine coupled with superior at facility operations to deliver a unique consumer experience.
Custom Client Parking Guide
Understanding the importance of maintaining an online
presence for its client’s parking facilities SP+ has developed custom parking guides that drive online visitors to a client’s location. These custom built guides are developed
exclusively with the client’s needs in mind, and provide a strong online brand presence for the client’s parking
facilities.
Through a combination of well-developed location
information, feature rich functionality, destination focused content, and an exceptional user experience, SP+ provides its clients access to industry leading capabilities that attract and retain customers. Custom parking guides have been
implemented across multiple industry segments including Mix Use, Offices, Residential, Municipal, and Airports.
Guides can be designed with a unique look and feel or can Proposal Response to the City of Santa Monica Request for Proposals Parking Management Services Printed on 100% post-consumer recycled content paper.
incorporate the specific design elements of the client’s website to maintain a uniform user experience. Examples include:
Office / Mix Use: SunTrust Orlando
http://suntrustcenter.orlando.parkingguide.com/
Residential: The Hub Apartments Ohio
http://thehubshortnorth.parkingguide.com/
Municipal: Harrisburg Parking Authority Harrisburg
http://parkharrisburg.com/
Airport: Buffalo International Airport Buffalo
http://parking.buffaloairport.com/
All parking guides are optimized for mobile device access, search engine optimized and are tracked via Google Analytics to ensure maximum performance. Monthly performance reports are provided for client review.
Currently SP+ Interactive Marketing has developed, implemented and manages 75 SP+ branded websites and over 70 parking guides and online sales websites for it management clients.
City of Santa Monica Website
In addition to the custom parking guide, a client location is also listed on the appropriate consumer facing SP+ City website. SP+ has websites supporting over 60 major
cities across the country. Placement on the site allows presentation of the client’s facilities to consumers that are conducting general searches for parking or accessing the SP+ City website directly.
These website placements provide increase exposure
though their integration with SP+’s promotional activities.
Marketing programs include Pay per Click advertising,
Search Engine Optimization, Local Attraction listings,
Major Events promotion and Email Marketing campaigns.
To further enhance exposure local partnerships and linking programs are used to supplement these activities. In
addition to location listings on the SP+ City website,
dedicated attraction page can be developed to specifically promote client properties.
The attraction page is designed with custom content for search engine optimization and improved organic search performance, and can be used to promote the popular destinations, local businesses, and special events.
Proposal Response to the City of Santa Monica Request for Proposals Parking Management Services Printed on 100% post-consumer recycled content paper.
Attraction Page Examples
Rincon Center
http://sanfranciscoparking.spplus.com/attractions/Offices/San-Francisco-Rincon-CenterParking.html Market Street Railway Museum
http://sanfranciscoparking.spplus.com/Museums/San-Francisco-Market-Street-RailwayMuseum-Parking.html San Francisco Chinatown
http://sanfranciscoparking.spplus.com/attractions/Attractions/San-Francisco-ChinatownParking.html Each garage location has a dedicated location page that communicates all the necessary information including address, hours of operation, rates, promotions, payment options and directions. In addition, email and print capabilities allow for the easy access of location information. There is also the ability to add promotional offers/coupons and direct links to online pre-purchase of parking.
Mobile Apps/Optimized Mobile Website
SP+ has developed a feature rich mobile app that
has generated tens of thousands of downloads as
well as an optimized mobile website to
support the on-the-go-consumer. Client
garages are added to the app and
optimized mobile web to increase visibility
with the mobile consumer. The app is
supported on iOS and Android platforms
and contains expanded facility
information.
Both the app and optimized mobile website
have advanced functionality that includes GPS based
location identification with Take Me There turn by turn directions, Mobile Coupons, Address Search, and
Text-a-Head capability that allows for “in-advance” car retrieval.
To simplify the car retrieval process Text-N-Go, text-ahead capabilities can be introduced in your locations allowing a parker to text ahead to the garages so their car is ready when they arrive.
Both the Mobile App and Optimized Mobile Website have the ability to offer online parking prepurchase though our proprietary Click and Park® platform. The integration of an online payment option coupled with the placement of mobile phone scanner hardware at the facility allows us to provide a complete end to end paperless solution for the on-the-consumer.
Proposal Response to the City of Santa Monica Request for Proposals Parking Management Services Printed on 100% post-consumer recycled content paper.
The user can search for parking on their device, identify the location where they wish to park, pre-purchase their parking and redeem it at the location all from their hand held device.
To download the mobile app on Android mobile devices the user accesses Google Play and searches on SP+ Parking.
To download the mobile app on Apple mobile devices the user simply accesses the Apple App Store and searches on SP+ Parking.
Technology Integration
The expanded feature
functionality available through
smart phones has enabled the
delivery of enhanced consumer
experiences. Leveraging these
capabilities, SP+ has
implemented at location
consumer programs that
provides for an improved and
unique user experience.
Utilizing QR codes SP+ can
provide Parking Reminders in
client garages to ensure
customers remember where
they parked, and also allow them to easily find their way back to the facility with walking directions.
To add incremental value to building tenants and local business, garage posters can be developed to promote parker access to promotional offers delivered via a QR code and a website landing page.
Scan the QR Code below for a demonstration of the SP+ Parking Reminder functionality.
Linking Programs
Website links play an important role in driving website traffic. In addition to the direct traffic generated through partner linking programs, additional links increases Google quality scores and results in improved organic search rankings.
The Company’s marketing team has developed aggressive linking strategies in connection with partner programs with major employers and member organizations, as well as local merchant programs that give businesses access to a downloadable Parking Widget for placement on their websites.
Proposal Response to the City of Santa Monica Request for Proposals Parking Management Services Printed on 100% post-consumer recycled content paper.
These programs have resulted in thousands of links between SP+ city websites and a network of partner websites delivering increased site visibility and improved organic search results.
Placement of a client’s garage on the SP+ dedicated City site result in their locations receiving the benefits of these activities.
In addition, similar linking strategies and tactics are used to support the custom parking guide. The local SP+ Operations Team works with tenants and local area businesses to develop linking programs that directly benefit client properties. By offering reciprocal linking programs coupled with special promotional offers SP+ can incent local business to list links to a client’s custom parking guide.
To simplify the implementation of parking links on local business sites, SP+ Interactive Marketing provides an easy to implement parking widget that allows the local business to design their own parking button. In addition, they provide custom website code that can be cut and pasted onto the local business’ site. The custom code links users directly to the appropriate location page for easy access to specific parking information.
Search Marketing
Understanding that current consumer behavior has resulted in a significant shift to consumers searching for information online, SP+ has implemented a number of digital marketing programs designed to attract leads and generate sales for clients. Currently SP+ manages digital marketing programs in support of over 100 company and client websites.
Search Engine Optimization
Utilizing trained internal resources, external agency
expertise and the latest in SEO software, our SP+
Interactive Marketing team utilizes tactics and
techniques to improve quality scores and deliver high
organic search ranking for our clients’ parking guides.
Through the development of well-defined website
tagging, rich website content developed through
keyword search analysis, and partner linking strategies, SP+ Interactive Marketing ensures increased visibility
through organic search results.
Local Search Marketing listings will also be used in
support of client locations. SP+ uses a customized
and proprietary set of techniques to submit and update
a client’s business and geographic information on major search engines and directories.
Proposal Response to the City of Santa Monica Request for Proposals Parking Management Services Printed on 100% post-consumer recycled content paper.
Listings are kept up to date with industry standards and search engine guidelines to ensure a client’s business has maximum visibility in search engine results.
Business data updates include Logos, Photos, Videos, Coupons, Address, Phone Numbers, Website, Maps & Directions, Products & Services, and more. We focus on the most productive search engine and directories including Google, Yahoo, BING, YP.com, Yelp, Manta, Hotfrog, Citysearch, Superpages, Insiderpages, Apple Maps, 4Sq.
Paid Search Advertising
The combination of paid search marketing, and
search engine optimization have proven to be a
powerful approach for increased visibility and
traffic generation. SP+ has developed an
integrated strategy that leverages both of these
capabilities.
With the support of an external agency, SP+
Interactive Marketing professionals develop
custom pay per click campaigns to support the
specific needs of the client’s facilities.
To support these efforts, extensive keyword
analysis coupled with competitive assessments
assist the team in developing high performing
campaigns. Local attractions and popular
destinations will also be assessed to determine
their value in driving parkers to your facilities.
Social Media
Understanding the growing need to participate in
social media, SP+ has begun to develop target
city and market segment programs to evaluate
the effectiveness of marketing in social media
channels.
Through the development and implementation of
city Facebook pages and Twitter campaigns, our
Marketing and Local Field Operations teams have
gained experience and knowledge for supporting
these efforts.
In addition, our marketing department has
implemented Facebook promotional ad and social media engagement campaigns that have generated Facebook Likes and Followers on Twitter.
Proposal Response to the City of Santa Monica Request for Proposals Parking Management Services Printed on 100% post-consumer recycled content paper.
SP+ works directly with client marketing teams to identify the appropriate social media applications that best support their business objectives and social strategy. Examples of SP+ Social Media executions include:
Twitter: https://twitter.com/ParkingMiami
https://twitter.com/SPPlusdenver
Facebook: https://www.facebook.com/minneapolisparkingspecials?ref=hl Fliers/Marketing Materials
While digital marketing activities have proven to be a valuable tool in driving traffic and revenue, traditional marketing materials continues to provide addition value in many markets.
Through the SP+ internal creative development staff as well as third party creative services, SP+ Interactive Marketing works with the SP+ Field Operation team to develop effective printed materials that deliver results.
Executions include garage posters, promotional fliers, take one displays, and promotional packages that are delivered through feet on the street marketing. In addition the marketing team has integrated advanced capabilities such as QR codes into the materials allowing for expanded up-to-date content promotion.
Promotional Copy
Accurate, well written copy is an important factor in the success of promotional campaigns the delivery of website traffic. Well written copy ensures user engagement and also allows pages on the website to rank well for related searches in organic search results.
To support these efforts, SP+ Interactive Marketing has dedicated copywriting professionals on staff to assist in the development of high quality promotional copy. These resources work with the local SP+ Operations team and directly with the client to develop specific copy to meet their individual needs.
In addition, these resources are available to assist in developing informational content including popular destination, area attraction, local event and retail location copy to drive incremental traffic and revenue. The team uses the same strategy and tactics on client parking guides to ensure the copy engages the user and ranks well in organic search listing.
Online Sales
For many parkers knowing they will have a parking spot waiting for them when they reach their final destination is comforting thought. Whether they are attending an important business meeting, heading for a theater or museum, or trying to make a dinner reservation, reserving a space can be a real advantage.
Proposal Response to the City of Santa Monica Request for Proposals Parking Management Services Printed on 100% post-consumer recycled content paper.
Through the use of Click and Park, SP+ can provide parkers with the ability to pre-purchase both event and daily parking.
The capabilities have been implemented on desktop website, mobile apps and optimized mobile website platforms so users can access these capabilities from the convenience of their home or office, as well as on the go from their mobile phone or tablet devise.
Additional Website Examples and Templates
AboutParking.com
AboutParking.com is a website that provides parking,
restaurant, and entertainment information to users,
with the objective of selling parking online. We sell
monthly parking, daily parking, and event parking.
Nola.clickandpark.com
Nola.clickandpark.com is classified as basic landing page – the most basic format of all templates. The website sells online permits for three different venues in New Orleans.
Arenadistrictparking.com
Arenadistrictparking.com is a Great and easy to use landing page that looks like a webpage and allows our firm and clients to sell for multiple venues from one site. It’s an easy interface for parkers to find their desired parking.
GovernmentCenterGarage.com
GovernmentCenterGarage.com is classified as an existing website and developed by our client. Click and Park supplies a sales link, which is a common application with our platform.
PruCenter.com
PruCenter.com is classified as an existing website and provides sales for all events listed – There is a simple Click and Park link to access the sales process.
Marketing Summary
Effective marketing is an essential function for a parking company in creating revenue on behalf of its clients, and it’s a key distinction for evaluating parking operators, as outlined above. SP+ takes tremendous pride in its marketing programs and related initiatives, and these programs produce proven bottom line results for our clients.
Marketing / Customer Service Budget
While we provide the platforms and services listed above for a monthly fee (depending on the desired programs selected by the City), we hereby waive the monthly fees charged by SP+ for the first year of the proposed contract. Fees paid to SP+ thereafter for online services will not exceed $1,000 per month, including the cost of set up and customization for websites.
Proposal Response to the City of Santa Monica Request for Proposals Parking Management Services Printed on 100% post-consumer recycled content paper.
Printing costs for Promotional Copy and/or for Paid Search Advertising and third party social media advertising (if and as applicable) shall be passed on to the City based on the cost charged by any/all third party providers.
Remote Management Services (“RMS”)
Remote Management Services is the leader in Centralized Parking Management. Remote Management Services, which fully integrates with most major parking equipment systems, is currently used at garages in all regions of the country—ranging from healthcare facilities and office buildings, to retail and entertainment venues.
A team of trained Remote Management Services professionals offers easy availability to meet customer needs. Whether via e-mail, phone or other communication channels, our customer support team is readily accessible by parking customers. Centralized databases provide the team with customer-related information on a City-by-City basis to ensure that customers receive a quick response and the highest level of service.
It is one of today’s most powerful tools to control and manage an operation’s daily, monthly, and validation revenue streams. Locations that converted to Remote Management Services experienced revenue increases of up to 30%, by eliminating cashiers and centralizing onsite financial reporting and management.
Clients have daily access to business activity data, and Remote Management Services’ roundthe-clock coverage improves service and extends operating hours, which can generate more revenue. In fact, Remote Management Services is such an advantage that nearly 100% of all RMS locations still remain as clients years later.
Technology That’s Transforming the Parking Business
Remote Management Services adds an
array of IP cameras and T1-connected
voice to all customer interaction points,
including entrance and exit lanes, payon-foot stations, pedestrian access points, and elevators. The parking
garage is connected and integrated with
Remote Management Services’
Command Center in Austin, Texas,
where all car movements and
transactions are monitored by its analytic tools.
Command Center Customer Service Specialists are available to handle individual customer needs. Calls appear on Command Center monitors, while an integrated video system allows Specialists to interact directly with customers and immediately resolve a service issue through the access and revenue control system, or by dispatching a local Customer Service Ambassador.
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MAXIMIZING YOUR AUTOMATION INVESTMENT
While there are significant benefits to be gained from automating parking facilities, in many cases the original return on investment objectives have not been met and/or the investment has not been fully leveraged. Remote Management Services solutions are designed to deliver on the three critical components of an automation investment:
COST REDUCTIONS
RMS solutions allow our clients to maximize the cost savings from their automation investments.
RMS’ tiered solutions provide clients the opportunity to choose the level of remote management that best fits their operations and needs.
Utilized today across diverse parking venues, RMS solutions allow SP+ clients to maximize their labor and cost reductions while improving service levels and revenue capture.
REVENUE ENHANCEMENT
Maximizing revenue is an important step in improving the bottom line. While automation has been proven to be a significant factor for achieving this objective, Remote Management Services solutions allow clients to maximize revenue opportunities.
From online monitoring of facilities to robust solutions that allow full-time, off-site management of parking operations, RMS solutions are designed to ensure that revenue loss is minimized through accurate revenue and exception management.
SERVICE LEVEL IMPROVEMENTS
Improved customer service and increased customer satisfaction are important objectives for any business to maintain or enhance its brand. Automation and quality of service are often in conflict with each other, which is a significant reason why automation levels do not achieve their original return expectations.
RMS solutions connect customers to best-in-class customer service support 24/7, and a local staff which is available for on-site support to ensure the highest quality service levels for your customers.
Command Center (HUB)
Utilizing Command Center professionals, RMS allows for the management of all exception transactions. Specialists provide aggregated exception counts along with a detailed exception issues log for more accurate tracking and reporting of exception transactions.
By integrating with the POS system, RMS allows processing of lost and unreadable tickets to ensure maximum revenue capture.
In addition, centralized monitoring and reporting of all exception transactions ensures accurate tracking that can be used to develop action plans to reduce or eliminate lost revenue.
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Resources for the City to Provide
Continued open communications with City Staff and all Stakeholders We would like for the City to consider a 30-day Operating Advance in order to cover the estimated operating costs of the Contract based on the final City-approved budget.
Proposal Response to the City of Santa Monica Request for Proposals Parking Management Services Printed on 100% post-consumer recycled content paper.
Quality Control Achieved w / Former Clients
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.
Will Rogers Memorial Center – Fort Worth, Texas
The Situation. The Will Rogers Memorial Center is a multipurpose entertainment complex spread over 85 acres in the heart of the Fort Worth Cultural District. The historical tradition of providing free parking at the Center often resulted in limited access to attractions and events. To ease congestion, the City of Fort Worth constructed a new parking garage and engaged SP+ to implement a paid parking system for the complex’s lots and garages.
Helping Area Businesses Adjust. The Center’s move from a free to a paid parking environment required that special care be taken to address the concerns of local businesses. In Fort Worth, SP+ held meetings with area museums, art galleries and event sponsors prior to the opening of the new garage, and developed policies designed to ensure adequate parking access for the Center’s patrons. Discount garage validation programs were established with participating venues, and multiple day passes were made available to exhibitors, contestants, vendors and sponsors.
Getting the Word Out. Working with the City of Fort Worth, SP+ participated in a public relations campaign touting the benefits of the Center’s parking system and the ability of customers to pre-purchase parking. The campaign included news releases, e-mail blasts, postings on web sites and the construction of a custom web site that allowed customers to arrange and pay for parking online, in advance, using the Click and Park online reservation system. The online purchasing capability can be used for daily, event, recreational vehicle and trailer parking permits. Fees Helped Pay Down Debt, Acquire Parking Equipment. The City of Fort Worth used parking revenues derived from the new system to retire debt on the new garage and purchase parking equipment. By implementing solid parking plans for the Cultural District, SP+ and the City helped ensure the District’s vitality by providing an ample supply of parking to service the Cultural District venues for years to come.
Westfield Century City – Los Angeles, California
The Situation. This bustling, high-end retail shopping center in Los Angeles is home to over 170 stores and a 3,000-space parking garage.
SP+, the operator of the parking facility for more than 20 years, was asked to convert the facility from a pay-in-lane operation to a fully automated pay-on-foot operation. The owner’s mandate was to reduce operating expenses while enhancing service levels for the more than Proposal Response to the City of Santa Monica Request for Proposals Parking Management Services Printed on 100% post-consumer recycled content paper.
four million vehicles that use the garage every year. Given local shopping center competition, smooth implementation of an express parking plan was essential.
Maintaining Service During Installation. SP+ selected the best equipment option and developed an installation timeline with the stated goal of maintaining proper revenue control and service levels throughout the installation period. Multiple entry and exit driveways and numerous escalator and stairwell access points presented special operational challenges.
Expenses and Transaction Times Reduced. Installation was completed on time, within budget and without adversely impacting customer service. The project lowered overall payroll and fringe benefit costs, increased revenues on the average ticket and reduced exit lane transaction times from an average of 20 seconds to seven seconds.
Return on Investment Came Quickly. The return on investment on the cost of the equipment, physical improvements, signage and operating expense savings was 68%, representing a full payback in less than two years. At peak periods during the holidays, Westfield Century City can now more efficiently handle 15,000 vehicles a day, resulting in a 5x turnover rate for each parking stall. SP+’s expertise in equipment selection and installation proved to be a valuable asset for the client.
Southwest Florida International Airport, Fort Myers, Florida The Situation. Over the past ten years, Southwest
Florida International Airport has been one of the
country’s fastest growing airports. When the airport
decided to build a new state-of-the-art airline terminal building, they needed help transitioning to a new
12,400 space parking lot and, concurrently, starting up one of the largest on-airport bumper-to-bumper shuttle
service operations in the country.
Parking Operations Seamlessly Transitioned. SP+ successfully transitioned the entire parking operation from an old split terminal to a new mid-field terminal and parking complex. We applied our expertise to review traffic flow for the new parking facility, create a comprehensive transition document, manage and oversee a new revenue control system, secure a variety of expanded vendor services and implement a new employee shuttle service to transport employees to the new terminal.
Bumper-to-Bumper Shuttle Service. The airport’s new parking configuration more than tripled the number of required shuttle vehicles. SP+ now operates thirty 14- passenger shuttle vehicles, serving over 8,000 spaces in the long-term parking facility. The buses traverse a 3.3 mile loop and are dispatched to accommodate on-demand service to every parking patron. SP+ designed the system using a ‘smart loading’ technique in which patrons are directed into specific parking areas via customer service agents or movable signage.
Proposal Response to the City of Santa Monica Request for Proposals Parking Management Services Printed on 100% post-consumer recycled content paper.
A Full Service Solutions Provider. Successful management of rapid parking growth and installation of enhanced customer services are trademarks of SP+’s operations at Southwest Florida International Airport. Whether it’s parking management, facility planning, shuttle buses or curbside services, SP+ brings the full range of customer amenities, services and solutions to airport clients across the country.
New Jersey Transit
The Situation. Covering a service area of 5,325 square miles, NJ TRANSIT is the nation's third largest provider of bus, rail and light rail transit, linking major points in New Jersey, New York and Philadelphia. SP+operates numerous commuter garages and surface lots for the agency, including the Morristown station, which recently opened a new 415-space garage constructed on the previous site of the rail station parking lot. As the new garage neared completion, a marketing campaign was needed to bring new monthly parkers to the garage.
Postcard Distribution Helps Fill New Garage. After reviewing available options, SP+ designed and distributed approximately 7,000 “new garage open” postcards placed on train seats at the Dover and Hoboken stations. Thirty new monthly parkers were acquired through a direct mail campaign to people on a waiting list for Morris Plains station parking. Nearby Harding Township distributed postcards at high-traffic locations within its jurisdiction. Overall, NJ TRANSIT significantly increased its visibility in townships surrounding the Morristown garage.
Union Station Equipment Upgrade for PCI Compliance. At NJ TRANSIT’S Union Station, the parking for which is also operated by SP+, payment equipment required upgrading in order to comply with Payment Card Industry security standards. SP+ supervised the project, installing compliant equipment that also provided change and eliminated the need for tokens. The realtime credit card transactions reduced the incidence of lost revenue from the acceptance of invalid credit cards.
Partnering to Expand Public Transit Options. Transit agencies across the country are seeking ways to improve public transit options, including new and expanded commuter parking facilities. SP+, working with its municipal clients and developers of new parking facilities, helps its clients maximize revenue opportunities in this area while enhancing customer service with the latest parking technology.
Navy Pier – Chicago, Illinois
The Situation. Located on the shores of Lake Michigan just east of Chicago’s downtown, Navy Pier is one of the country's most unique recreation and exposition facilities. With more than 8.6 million visitors a year, Navy Pier’s on-site parking garages (1,600 spaces) were often taxed to the limit, slowing down entrance to the garages and clogging drive lanes around the facilities. Excess Proposal Response to the City of Santa Monica Request for Proposals Parking Management Services Printed on 100% post-consumer recycled content paper.
congestion also led to unacceptable staffing levels.
Parking Pay Stations Improved Service. SP+ reviewed the situation with the client and recommended installation of automated parking equipment and a flat-rate pricing structure. We supervised the installation of the pay stations at various locations throughout Navy Pier, which allowed visitors to pay for parking in advance, any time during their visit to the Pier. The new equipment resulted in better customer service, a reduction in multiple cashier shifts and overnight staff, and improved reporting.
Automation Also Benefits Employees. Simultaneous with the automated system for guests, SP+ implemented an automated system for Navy Pier employees. Those with identification badges issued by Navy Pier can access one of three pay stations to add value directly to their cards, and also can use the badges as access credentials. The system can provide discounted rates and complimentary parking as part of an employee recognition program.
Helping Keep a Tourist Destination #1. Navy Pier is a unique destination, showcasing amusement rides, restaurants, exhibitions, entertainment venues, shopping, dining cruises and tour boats. The parking system that supports these activities must accommodate all types of facility users and their associated traffic patterns. SP+ met the challenge with its automation expertise and flat-rate pricing, helping Navy Pier maintain its position as the number one tourist and leisure destination in the Midwest.
Emory University – Atlanta, Georgia
The Situation. Emory University in Atlanta hosted several public events in connection with the Dalai Lama’s U.S. visit in 2010. Many activities, involving thousands of visitors, were scheduled to take place while classes were in session,
precluding the use of existing on-campus parking. SP+’s regional team was asked to identify and coordinate access to several thousand parking spaces in the area and arrange transportation to and from the scheduled events.
Securing Additional Parking and Shuttles. SP+ identified four nearby properties that could be used for guest parking, and tapping the expertise of its SP+ Event Logistics and SP+ Transportation divisions, arranged for the use of 36 buses to provide transportation to and from the remote parking lots. Bus services, routing and overall guest logistics were planned and coordinated with numerous Emory University departments, law enforcement agencies and local transportation operators.
Online Parker Registration Aided Logistics Planning. Utilizing the Click and Park online parker reservation technology, we efficiently accommodated all the vehicles and patrons arriving each day. Systemic data provided to us before each event enabled us to assess demand and staffing needs. Accordingly, we were able to appropriately plan and locate staff, provide informational signage and set bus routes to meet patrons at their registered lots, ultimately delivering an exceptional guest experience.
Proposal Response to the City of Santa Monica Request for Proposals Parking Management Services Printed on 100% post-consumer recycled content paper.
Operations Expanded to Parking, Enforcement Agreements. Emory University’s success hosting the multi-day events was in many ways built upon our expert and time sensitive coordination with University and City departments, bus companies and parking facility owners.
Confidence in our wide-ranging abilities was a significant factor in the University’s subsequent decision to award campus-wide parking and parking enforcement contracts to SP+.
BamaJam – Enterprise, Alabama
The Situation. The Verizon Wireless BamaJam Music and Arts Festival is a country music festival held each summer in Enterprise, Alabama. With over 100,000 music fans attending the 3-day / 3- night festival each year, traffic usually backs up for miles, and proper controls for collected parking revenues historically were not used. Festival organizers, recognizing the need for professional parking and traffic control assistance, decided to outsource the event’s parking operations to the experts: SP+.
Parking Areas Enlarged, Professionally Filled. SP+ worked with event staff to systematically fill parking locations as guests arrived throughout each day. Experienced parking management personnel supervise the line staff and direct vehicles to parking areas, ensuring a continuously smooth flow of vehicles to the site.
Traffic Plans Eliminated Back-Ups. New traffic plans enhanced efficient vehicle flow on the roads leading to the event as well as within the festival site. Controls on the interior roads allowed for efficient vehicle queuing, and the use of the proper number of pay lanes minimized wait times. The plans ensured that adequate staff was in place for over 18 hours each day at the required locations. This professional advanced planning produced dramatic improvements in traffic flow that received enthusiastic reviews from Alabama State Troopers and event organizers alike.
New Revenue Controls Boost Financial Results. The sale of multi-day parking passes and the need for accurate collection and payment processing procedures required SP+ to implement controls to track collections and match vehicle counts to collected revenues. Doing so helped festival promoters post significantly higher revenues than in prior years. By carefully tracking revenue and efficiently handling traffic, SP+ delivered a comprehensive solution to BamaJam’s transportation needs, setting the performance bar for the future.
City of Fort Myers Parking System – Fort Myers,
Florida
The Situation. The Fort Myers Redevelopment Agency, through a management contract with SP+, operates 573 on-street spaces and 1,525 off-street spaces in the downtown area. Soon after the contract was awarded, the city removed over 150 downtown parking meters, implemented time-zone parking, and began Proposal Response to the City of Santa Monica Request for Proposals Parking Management Services Printed on 100% post-consumer recycled content paper.
downtown reconstruction projects. These initiatives required Standard Parking to address headon the inevitable dislocations and parking inconveniences that they caused.
Customer-Friendly Approach to Time-Zone Enforcement. In conjunction with the switch to time-zone parking, SP+ participated in training programs with the parking enforcement officers to implement a fair and equitable enforcement program. The technique of “chalking” was adopted and implemented as part of the officers’ daily activities. New signage, highlighting a “read the SIGN, avoid the FINE” slogan, was recommended.
Parking Officers as City “Ambassadors.” SP+ recommended that our parking enforcement officers also serve as “Ambassadors” for the city, helping to educate parkers on the new regulations and procedures during construction. As the city reduced its on-street parking inventory and redirected parkers to parking garages and lots, this “delivering good will” approach worked especially well, producing frontline employees who were engaged and invested in the city.
New Garage Equipment Boosted Revenue and Redevelopment. SP+ assisted in the procurement and installation of new parking equipment for the city’s parking garages. The fully automated, credit card friendly garages can now remain open 24 hours per day, every day.
Around-the-clock operations, an enhanced revenue stream and reduced labor expenses, coupled with creative approaches to downtown parking rules and construction, all produced demonstrable benefits to the City of Fort Myers.
PRINTED ON 30% POST
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Cost Proposal
Proposal Response to the City of Santa Monica Request for Proposals Parking Management Services Printed on 100% post-consumer recycled content paper.
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.
Please see our Pro Forma and Proposed Staffing Plans on the following pages. We have developed this proposal with the City’s stated objectives in mind, and have offered the City a number of new and exciting value propositions that are in contrast to the reduced pricing and management fees we offer in our pro forma(s) below.
Our all-inclusive hourly rate for Special Events and the Bicycle Valet is $18.50 per hour.
First Year Pro Forma
City of Santa Monica Renewal - 2015
Year 1 Year 2 Year 3 Year 4 Year 5 Total
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First Year Pro Forma
City of Santa Monica Renewal - 2015
Year 1 1 North 1 South 2 South 3 North 3 South 4 North
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153
First Year Pro Forma
City of Santa Monica Renewal - 2015
ExpensesPayroll & Benefits
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Payroll & Benefit ExpenseOther Operating Expenses8QLIRUPV /DXQGU\3ULQWLQJ$PHQLWLHV 6XSSOLHV5HSDLUV 0DLQWHQDQFH/LFHQVH 3HUPLWV/LDELOLW\,QVXUDQFH5HQWDO([SHQVH8WLOLWLHV$GYHUWLVLQJ 3XEOLFLW\7HOHSKRQH$FFRXQWLQJDQG$XGLW'DWD3URFHVVLQJ&RQWUDFW/DERU(PSOR\HH3URFHVVLQJ*HQHUDO([SHQVH$XWR'DPDJHDQG2WKHU&ODLPVTotal Operating ExpenseManagement Fee7UDGLWLRQDO0DQDJHPHQW)HH,QFHQWLYH0DQDJHPHQW)HH7UDQVSRUWDWLRQ$OORZDQFH0DQDJHPHQWIHHTotal Management FeeExpense Total 4 South 4 South- B Short Term 5 North 5 South 5 South -B Short Term 5-A North
19,607 7,612 2,272 18,876 5,748 2,359
154
First Year Pro Forma
City of Santa Monica Renewal - 2015
ExpensesPayroll & Benefits
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Payroll & Benefit ExpenseOther Operating Expenses8QLIRUPV /DXQGU\3ULQWLQJ$PHQLWLHV 6XSSOLHV5HSDLUV 0DLQWHQDQFH/LFHQVH 3HUPLWV/LDELOLW\,QVXUDQFH5HQWDO([SHQVH8WLOLWLHV$GYHUWLVLQJ 3XEOLFLW\7HOHSKRQH$FFRXQWLQJDQG$XGLW'DWD3URFHVVLQJ&RQWUDFW/DERU(PSOR\HH3URFHVVLQJ*HQHUDO([SHQVH$XWR'DPDJHDQG2WKHU&ODLPVTotal Operating ExpenseManagement Fee7UDGLWLRQDO0DQDJHPHQW)HH,QFHQWLYH0DQDJHPHQW)HH7UDQVSRUWDWLRQ$OORZDQFH0DQDJHPHQWIHHTotal Management FeeExpense Total 6 North 7 North 8 North 9 North Annenberberh House Civic Center Garage
2,459 2,663 8,457 2,217 11,840 59,038
155
First Year Pro Forma
City of Santa Monica Renewal - 2015
ExpensesPayroll & Benefits
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27,211 11,766 40,623 2,552 4,658 1,283 2,153 6,868 2,771 2,150
156
First Year Pro Forma
City of Santa Monica Renewal - 2015
ExpensesPayroll & Benefits
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933 2,281 1,353 12,747 27,652 45,922 2,928 63,926 53,039
157
First Year Pro Forma
City of Santa Monica Renewal - 2015
ExpensesPayroll & Benefits
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66,185 170,956 36,414 61,385 81,794 27,235
158
Staffing Plans
$XWR2SHUDWLRQ6XPPHU 6$17$021,&$(03/2<((6758&785(623(5$7,216&+('8/(' Ambassadors & Attendants
Summer
Staffing
Winter
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AM Shifts Pay Rate Saturday Sunday Monday Tuesday Wednesday Thursday Friday HRS HRSAttendant-2nd $ 10.15 OFF OFF 9am-5:30pm 9am-5:30pm 9am-5:30pm 9am-5:30pm 9am-5:30pm Attendant-4th $ 10.15 8AM-4:30PM 8AM-4:30PM 9am-5:30pm 9am-5:30pm OFF OFF 9am-5:30pm Attendant- Civic $ 15.03 OFF OFF 7:45AM-4:15PM 7:45AM-4:15PM 7:45AM-4:15PM 7:45AM-4:15PM 7:45AM-4:15PM Attendant- PS7 $ 9.91 8am-4:30pm OFF OFF OFF 8AM-4:30PM 8AM-4:30PM OFF Attendant- Ps8 $ 9.91 8AM-4:30PM 8AM-4:30PM 9am-5:30pm 9am-5:30pm OFF OFF 9am-5:30pm Library Attendant $ 14.35 OFF OFF 8AM-4:30PM 8AM-4:30PM 8AM-4:30PM 8AM-4:30PM 8AM-4:30PM Bike Valet $ 9.91 12pm-8:30pm 12pm-8:30pm 12pm-8:30pm 12pm-8:30pm 9am-5:30pm OFF OFF Bike Valet $ 13.05 Bike Valet Bike Valet 8AM-4:30PM 8AM-4:30PM 8AM-4:30PM OFF OFF Bike Valet $ 9.91 Bike Valet Bike Valet 8AM-4:30PM OFF OFF 8AM-4:30PM 8AM-4:30PM PM ShiftsAttendant-2nd 10.69 $ OFF OFF 4PM-12:30AM 4PM-12:30AM 4PM-12:30AM 4PM-12:30AM 4PM-12:30AM Attendant-Library $ 10.15 3:30pm-12am OFF OFF 3:30pm-12am 3:30pm-12am 3:30pm-12am 3:30pm-12am Attendant- PS7 $ 9.91 3:30pm-12am 3:30pm-12am OFF OFF 3:30pm-12am 3:30pm-12am 3:30pm-12am Attendant- PS7 $ 9.91 4pm-12:30am 4pm-12:30am 4pm-12:30am 4pm-12:30am OFF OFF 4pm-12:30am Attendant- PS6 $ 9.91 3:30pm-12am 3:30pm-12am OFF OFF 3:30pm-12am 3:30pm-12am 3:30pm-12am Attendant- Ps8 $ 9.91 4pm-12:30am 4pm-12:30am 4pm-12:30am 4pm-12:30am OFF OFF 4pm-12:30am Attendant- 4th $ 10.69 7:45am-4:15pm 7:45am-4:15pm 4pm-12:30am 4pm-12:30am OFF OFF 4pm-12:30am
Average Hours 469.3333
Zone SupervisorsSupervisor AM Pay Rate Saturday Sunday Monday Tuesday Wednesday Thursday FridaySupervisor - 2nd $ 12.65 OFF 8am-4:30pm 8am-4:30pm 7am-3:30pm 7am-3:30pm OFF OFF Supervisor- 4th $ 12.65 8am-4:30pm 8am-4:30pm 6am-2:30 7am-3:30pm 8am-4:30pm OFF OFF Supervisor - 7 &8 $ 12.65 10am-6:30pm 10am-6:30pm 10am-6:30pm 10am-6:30pm OFF OFF 8am-4:30pm Supervisor - Civic $ 12.32 OFF OFF 8am-4:30pm 8am-4:30pm 8am-4:30pm 8am-4:30pm 8am-4:30pm Supervisor PMSupervisor- 4th 12.00 $ 3pm-11:30pm 3pm-11:30pm OFF OFF 3pm-11:30pm 3pm-11:30pm 3pm-11:30pm Supervisor - Civic $ 15.82 3pm-11:30pm 12pm-8:30pm 3pm-11:30pm 3pm-11:30pm OFF OFF 3pm-11:30pm Supervisor - Rover $ 12.00 OFF 3pm-11:30pm 3pm-11:30pm 3pm-11:30pm 3pm-11:30pm 3pm-11:30pm OFF Supervisor - 7 &8 $ 12.99 4pm-12:30am 4pm-12:30am 4pm-12:30am 4pm-12:30am OFF OFF 4pm-12:30am Supervisor- Rover $ 12.32 12am-8:30am OFF 4pm-12:30am 4pm-12:30am OFF 5pm-1:30pm 10pm-6:30am Supervisor - 2nd $ 12.00 4pm-12:30am 4pm-12:30am OFF OFF 4pm-12:30am 4pm-12:30am 4pm-12:30am Supervisor- Overnight $ 12.00 OFF 10pm-6:30am 10pm-6:30am 10pm-6:30am 10pm-6:30am 10pm-6:30am OFF
Average Hours 432
Revenue Equipment Collection StaffSupervisor - Pay Station Collector 13.70 $ OFF OFF 4am-12:30pm 4am-12:30pm 4am-12:30pm 4am-12:30pm OFF Supervisor -Pay Station Collector $ 13.32 4am-12:30pm 4am-12:30pm 4am-12:30pm OFF OFF OFF 4am-12:30pm Pay Station Collector $ 11.87 4am-12:30pm OFF OFF 4am-12:30pm 4am-12:30pm 4am-12:30pm 4am-12:30pm Pay Station Collector $ 11.55 4am-12:30pm 4am-12:30pm 4am-12:30pm OFF OFF 4am-12:30pm 4am-12:30pm Pay Station Collector $ 10.69 OFF 4am-12:30pm 4am-12:30pm 4am-12:30pm 4am-12:30pm OFF OFF
Average Hours 176
159
Command Center Staffing
Coordinators Pay Rate Saturday Sunday Monday Tuesday Wednesday Thursday FridayCoordinator AM $ 11.91 6am-2:30pm OFF OFF 6am-2:30pm 6am-2:30pm 6am-2:30pm 6am-2:30pm Coordinator AM $ 11.00 OFF 6am-2:30pm 6am-2:30pm 8am-4:30pm 8am-4:30pm 8am-4:30pm OFF Coordinator AM $ 11.00 8am-4:30pm 8am-4:30pm 8am-4:30pm 2pm-10:30pm OFF OFF 8am-4:30pm Coordinator PM $ 11.29 2pm-10:30pm 2pm-10:30pm OFF OFF 2pm-10:30pm 2pm-10:30pm 2pm-10:30pm Coordinator PM $ 11.00 4pm-12:30am 4pm-12:30am 4pm-12:30am 4pm-12:30pm OFF OFF 4pm-12:30am Coordinator PM $ 11.29 10pm-6:30am OFF 2pm-10:30pm OFF 4pm-12:30am 4pm-12:30am 10pm-6:30am Coordinator Overnight $ 13.11 OFF 10pm-6:30am 10pm-6:30am 10pm-6:30am 10pm-6:30am 10pm-6:30am OFF
Average Hours 280
Equipment TechniciansTech Pay Rate Saturday Sunday Monday Tuesday Wednesday Thursday Friday Tech #1 $ 15.40 OFF OFF 7am-3:30pm 7am-3:30pm 7am-3:30pm 7am-3:30pm 7am-3:30pm Tech #2 $ 15.00 6am-2:30pm 6am-2:30pm 2pm-10:30pm 2pm-10:30pm 2pm-10:30pm OFF OFF Tech #3 $ 15.00 2pm-10:30pm 2pm-10:30pm OFF OFF 3pm-11:30pm 2pm-10:30pm 2pm-10:30pm
Average Hours 120
Structure MaintenanceMaintenance Pay Rate Saturday Sunday Monday Tuesday Wednesday Thursday FridayMaintenance #1 $ 13.00 OFF OFF 6am-2:30pm 6am-2:30pm 6am-2:30pm 6am-2:30pm 6am-2:30pm Maintenance #2 $ 13.05 Bike Valet Bike Valet 6am-2:30pm 6am-2:30pm 6am-2:30pm OFF OFF
Average Hours 80
Office Workers - Customer Service/PhonesOffice Staff Pay Rate Saturday Sunday Monday Tuesday Wednesday Thursday Friday Monthly Coordinator $ 13.00 OFF OFF 8:30am-5:00pm 8:30am-5:00pm 8:30am-5:00pm 8:30am-5:00pm 8:30am-5:00pm Accounts Payable $ 15.40 OFF OFF 6am-2:30pm 6am-2:30pm 6am-2:30pm 6am-2:30pm 6am-2:30pm Bookkeeper $ 13.36 OFF OFF 6am-2:30pm 6am-2:30pm 6am-2:30pm 6am-2:30pm 6am-2:30pm
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-5:30pmOffice Manager $ 15.40 OFF OFF 8am-4:30pm 8am-4:30pm 8am-4:30pm 8am-4:30pm AFM- Morning $ 20.54 6am-2:30pm OFF OFF 9am-5:30pm 9am-5:30pm 9am-5:30pm 6am-2:30pm AFM- Night $ 18.99 2pm-10:30pm 2pm-10:30pm 2pm-10:30pm OFF OFF 2pm-10:30pm 2pm-10:30pm AFM- Night $ 18.99 OFF 4pm-12:30am 4pm-12:30am 4pm-12:30am 4pm-12:30am 4pm-12:30am OFF AFM- NIght $ 18.50 4pm-12:30am OFF OFF 3pm-11:30am 3pm-11:30am 3pm-11:30am 4pm-12:30am
Average Hours 200
160
Beach staffing schedule
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Cashier & Attendants
Summer
Staffing
Winter
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AM Shifts Pay Rate Saturday Sunday Monday Tuesday Wednesday Thursday Friday HRS HRSCashier $ 11.33 OFF OFF 9am-5:30pm 9am-5:30pm 9am-5:30pm 9am-5:30pm 9am-5:30pm Cashier $ 10.40 8AM-4:30PM 8AM-4:30PM 9am-5:30pm 9am-5:30pm OFF OFF 9am-5:30pm Cashier $ 11.67 8am-4:30pm OFF OFF OFF 8AM-4:30PM 8AM-4:30PM OFF Cashier $ 10.40 OFF OFF 7:45AM-4:15PM 7:45AM-4:15PM 7:45AM-4:15PM 7:45AM-4:15PM 7:45AM-4:15PM Cashier $ 10.70 8AM-4:30PM 8AM-4:30PM 9am-5:30pm 9am-5:30pm OFF OFF 9am-5:30pm Cashier-Seasonal $ 10.15 8am-4:30pm OFF OFF OFF 8AM-4:30PM 8AM-4:30PM OFF Cashier $ 9.91 8AM-4:30PM 8AM-4:30PM 9am-5:30pm 9am-5:30pm OFF OFF 9am-5:30pm Cashier $ 9.91 7:30am-4pm 7:30am-4pm OFF 7:30am-4pm OFF 8AM-4:30PM 8AM-4:30PM Cashier $ 9.91 9am-5:30pm 9am-5:30pm 9am-5:30pm 9am-5:30pm 9am-5:30pm OFF OFF Cashier $ 9.91 9am-5:30pm 9am-5:30pm 9am-5:30pm 9am-5:30pm 9am-5:30pm OFF OFF Cashier Seasonal $ 9.91 12pm-8:30pm 12pm-8:30pm 12pm-8:30pm 12pm-8:30pm 9am-5:30pm OFF OFF Cashier-Seasonal $ 9.91 9am-5:30pm 9am-5:30pm 9am-5:30pm 9am-5:30pm 9am-5:30pm OFF OFF Cashier-Seasonal $ 9.91 OFF OFF 9am-5:30pm 9am-5:30pm 9am-5:30pm 9am-5:30pm 9am-5:30pm Attendant-Seasonal $ 9.91 9am-5:30pm 9am-5:30pm 8am-4:30pm 8am-4:30pm 8am-4:30pm OFF OFF Attendant-Seasonal
OFF OFF OFF OFF OFF 8AM-4:30PM 8AM-4:30PM Attendant-Seasonal $ 9.91 OFF OFF 9am-5:30pm 9am-5:30pm 9am-5:30pm 6pm-10pm 9am-5:30pm PM ShiftsCashier 11.67 $ 3:30pm-12am 3:30pm-12am OFF OFF OFF OFF OFF Cashier $ 11.55 3:30pm-12am 3:30pm-12am 3:30pm-12am 3:30pm-12am 3:30pm-12am OFF OFF Cashier $ 11.33 3:30pm-12am 3:30pm-12am 3:30pm-12am 3:30pm-12am 3:30pm-12am OFF OFF Cashier $ 10.70 OFF OFF 3:30pm-12am 3:30pm-12am 3:30pm-12am 3:30pm-12am 3:30pm-12am Cashier-Seasonal $ 9.91 3:30pm-12am 3:30pm-12am 3:30pm-12am OFF OFF 3:30pm-12am 3:30pm-12am Cashier $ 10.40 3:30pm-12am 3:30pm-12am 3:30pm-12am OFF OFF 3:30pm-12am 3:30pm-12am Cashier-Seasonal $ 9.91 12pm-8:30pm 12pm-8:30pm OFF OFF 12pm-8:30pm 12pm-8:30pm 12pm-8:30pm Cashier $ 10.40 9am-5:30pm 9am-5:30pm 9am-5:30pm OFF OFF OFF 3:30pm-12am Attendants-Seasonal $ 9.91 12pm-8:30pm 12pm-8:30pm OFF OFF 12pm-8:30pm 12pm-8:30pm 12pm-8:30pm 940 568
Average Hours 692
SupervisorSupervisor AM Pay Rate Saturday Sunday Monday Tuesday Wednesday Thursday Friday Supervisor 11.72 $ 9am-5:30pm 9am-5:30pm OFF OFF 9am-5:30pm 9am-5:30pm 9am-5:30pm Supervisor $ 10.15 OFF 9am-5:30pm 9am-5:30pm 9am-5:30pm OFF 9am-5:30pm 9am-5:30pm Supervisor PMSupervisor 13.43 $ 3:30pm-12am 3:30pm-12am 3:30pm-12am 3:30pm-12am 3:30pm-12am OFF OFF 120 120
Average Hours 120
Revenue Equipment Collection Staff/Equipment TechniciansPay Station Collector 18.94 $ OFF OFF 4am-12:30pm 4am-12:30pm 4am-12:30pm 4am-12:30pm OFF Pay Station Collector $ 12.99 4am-12:30pm 4am-12:30pm 4am-12:30pm OFF OFF OFF 4am-12:30pm Pay Station Collector $ 12.39 4am-12:30pm OFF OFF 4am-12:30pm 4am-12:30pm 4am-12:30pm 4am-12:30pm 120 120
Average Hours 120
161
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
162
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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?
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 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.
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.
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.
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) 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).
Proposal Response to the City of Santa Monica Request for Proposals Parking Management Services Printed on 100% post-consumer recycled content paper.
Proposal Response to the City of Santa Monica Request for Proposals Parking Management Services Printed on 100% post-consumer recycled content paper.
Proposal Response to the City of Santa Monica Request for Proposals Parking Management Services Printed on 100% post-consumer recycled content paper.
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. $SULO
Salvador Valles
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x Filming of Multiple Event Zones and Types of Events
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Proposal to Provide
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Table of Contents
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Cover Letter
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Re: Proposal to Provide Parking & Traffic Consulting
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Scope of Work
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In Summary:
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Task 1: Venue Capacity Population Model (VCPM™)
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Task 3: Venue Ingress and Egress Analysis and Plans
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Pricing Proposal
3ULFLQJLVEDVHGRQDWKUHHSKDVHSURFHVVRYHUWKHFRXUVHRIWLPH Venue Parking, Shuttle, Traffic and Pedestrian Flow Study Observation & Review
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
Phase II Total $10,980
*Travel expenses are in addition to the site visit hourly rate. *Travel expenses are in addition to the site visit hourly rate.
Service Description Hours Rate Cost
Service Description Hours Rate Cost
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Venue Parking, Shuttle, Traffic and Pedestrian Flow Study Observation & Final Review of Implementation
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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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Exhibit E
Parking Operations Management Request for Proposals
-SEE ATTACHED-
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
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.
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. 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.
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 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.
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. 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.
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.
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.
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. 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.
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. 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:
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.
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. 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.
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 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 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:
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 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-and- 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 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.
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 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 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 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.
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.
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 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. 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.
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 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. 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.
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.
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. 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. 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 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.
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.
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
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.
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
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
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. 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.
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 # ___________________________________ 49 CITY OF SANTA MONICA
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.
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: _______________________________________________________________ - 51 -
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
- 52 -
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:
___________________________________________________________________________ - 53 -
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. : ____________ - 54 -
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 - 55 -
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 - 57 -
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 - 58 -
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 - 60 -
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 - 61 -
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 - 62 -
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 - 63 -
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 - 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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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. - 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 - 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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EXHIBIT C
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 - 69
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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
- 70 -
EXHIBIT D - Current Facilities Locations Map (click here to access online version) - 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