Exhibit A
Scope of Services
GENERAL PROVISIONS
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 SP+’s office.
Although the parking facilities are automated, SP+ 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. SP+ must provide labor to support all aspects of the daily operation, including holidays. SP+ 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 SP+’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, SP+ staff may be required to provide verbal instructions and basic traffic and pedestrian control at the facilities. SP+ staff may also need to distribute written materials or maps detailing alternate parking locations and other SP+ duties as assigned.
SP+ is expected to provide a minimum staffing level for City parking facilities.
Facilities Available to SP+
The City of Santa Monica provides an office in Parking Structure 5, located at 1444 4th Street, for use by the SP+’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 SP+’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 SP+. If SP+ desires additional or replacement furniture and/or equipment, the costs of these items must be agreed to in advance. 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
SP+ 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. SP+ 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.
Uniforms
SP+ 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
SP+ 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 SP+ offices and cashier booths, cell phones, pagers, and radios must be included in the cost proposal. In addition, the Manager and the Corporate Representative must be able to communicate with each other and the SP+ 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 SP+ will communicate solely with City of Santa Monica Parking Operations regarding the contract, payments, and other relevant matters.
Audits
SP+ 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. SP+ must include its policies and procedures for conducting internal audits, which are subject to approval by the City.
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. SP+ is not allowed to change or create any parking rates. SP+ is also not authorized to offer any validations without the City’s approval.
SCOPE OF WORK DETAIL
SP+ shall perform the following:
1. Manage, operate, and maintain the City’s public parking facilities, which currently include : 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.
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. Prepare deposits of all Gross Revenues received by SP+ 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 SP+ shall, immediately upon collection and receipt thereof, become property of the City. SP+ 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.
5. 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.
6. 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 environmentallyfriendly 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.
7. Consult with regularly and advise the City on matters regarding the operation of the City parking facilities.
8. Obtain prior City approval of changes to established parking operation procedures prior to implementation.
9. 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.
10. 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.
11. 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. SP+ is required to maintain a business license and pay business licenses taxes in accordance with local law.
12. Provide all services in a manner commensurate with the highest professional standards by qualified and experienced personnel. All services shall be provided directly by SP+, and no subcontract may be entered into without the prior written approval from the City.
13. 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.
14. 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.
15. Provide validations to the City as requested within 48 hours.
16. Maintain and manage a waiting list for monthly keycards.
17. 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. In the event that these technology systems change, SP+ will make reasonable efforts to integrate with the new system.
REVENUE CONTROL
Control of Parking Cash Receipts
SP+ shall design, implement, and maintain a system of internal controls to ensure the timely deposit of all Gross Revenues into the City's bank account and account for Parking Facility and office tickets and 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 4of the Scope of Work Detail section above, the City must approve the armored transport company proposed by the SP+.
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 SP+ 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. SP+ 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. SP+ 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.
SP+ 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. SP+ agrees to cooperate with the City, including the City’s designated third party vendors, to facilitate the payment of parking fees through credit cards. SP+ will report the need for any service request immediately (within 4 hours) to the City and to the City’s third party vendors. From time to time, the City may provide additional direction to SP+ 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 SP+ staff who do not handle cash are working. SP+ 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, SP+ 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
SP+ shall serve as the City’s parking facilities manager. Included in these duties will be the requirement to maintain an inventory of all equipment and associated maintenance schedule. SP+ shall be responsible for preparing and submitting to the City routine checklists to document the performance of maintenance on a monthly, quarterly, and annual basis as established by City.
SP+ shall perform the following services, in accordance with all applicable City regulations, policies, and guidelines:
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 SP+ 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.
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. SP+ 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. SP+ 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. SP+ 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: SP+ must have personnel with the ability to respond to emergency repair requests on a 24hr/7days a week basis. SP+ 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.
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: SP+(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. SP+(s) shall maintain maintenance logs & inspection reports at the contractor’s office. SP+ 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: SP+ shall perform all work to meet or exceed all accepted standards for safe hazardous material handling. SP+ 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. SP+ shall submit signed and dated written service and repair reports performed for each site and equipment covered under the scope of this bid. SP+ shall maintain maintenance logs and inspection reports on-site and at SP+’s office.
SP+ shall maintain all permits current & comply with all AQMD South Coast Air Quality Management District notices to comply. During the term of the agreement, SP+ shall maintain callback and repair data, a record all routine maintenance, programmed run-times, and power outages in the units log per AQMD Guidelines.
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 SP+’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 SP+’s office. Deliver original permit(s) to City of Santa Monica Parking Operations.
Maintenance schedules to be agreed to by City and SP+.
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.
SP+ 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).
SP+ must have the ability to respond to emergency repair requests on a 24/7 basis. SP+ 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. SP+ shall resolve call-out service issues / problems within 48 hour time frame to the satisfaction of the City’s representative.
SP+ shall submit signed and dated written service and repair performed for each elevator / conveyance equipment specified in this bid. SP+ shall maintain maintenance logs & inspection reports on-site and at the contractor’s office during the term of the agreement.
SP+ shall perform all work to meet or exceed all accepted standards for safe hazardous material handling. SP+ 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. SP+ will secure the 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 SP+’s subcontractors. As appropriate, service contracts with equipment vendors may be assigned to SP+ with SP+ serving as the primary contact for the vendor.
Air Conditioning Maintenance
Repair and maintain air conditioning equipment in SP+ offices and cashier booths.
PARKING OPERATIONS
SP+ shall incorporate the following requirements into the parking operation:
Quality Control
SP+ 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. SP+ 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 Operations Division. SP+ shall notify Parking Operations if areas not under SP+’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 SP+, 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. SP+ 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. SP+ 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.
SP+ 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 SP+ for preventative maintenance and repairs.
Standard Operations and Procedures Manual
SP+ shall prepare and maintain an up-to-date Operation and Procedures Manual that shall reflect the method of parking lot operations as proposed by SP+ and approved by the City. At a minimum, the Manual shall include the following:
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. SP+ 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
SP+ 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. SP+ 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. SP+ 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. SP+ staff may assist with booking events or commercial uses, issuing use permits, and collecting fees. SP+ 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.
SP+ 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.
SP+ 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. Web-based pre-sale parking is a solution that the City currently uses to effectively allocate event transient parkers. SP+ must propose the transaction cost, including credit card processing costs, in its proposal. Solutions must include a barcoded or QR-coded printout with directions and/or map to the parking facilities. SP+ must provide samples and screen shots of the proposed solutions. Subcontractor services will be accepted.
SP+ will provide 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
SP+ shall require every on-duty employee to wear a uniform or other standardized apparel and a visible photo identification badge furnished by SP+. 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 SP+ and approved by the City. SP+’s proposal should include a detailed description of the proposed uniform(s), identification badges, and pins.
Advertising
SP+ 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
SP+ shall:
1. Maintain the work sites free of hazards to persons and property resulting from its operations. Any hazardous conditions noted by SP+ shall be immediately corrected. If the responsibility for causing correction does not fall to SP+ pursuant to the Agreement, SP+ 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 SP+ 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 SP+ 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-desist to SP+, or terminate the contract with 24 hours’ notice under this provision.
Incidence Reports and Procedures
SP+ 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 SP+ 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 SP+ 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-today 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 SP+ action or reason for SP+ non-action and staff name and title of SP+ staff who handled the complaint. Submit a copy of the complaint and its resolution Parking Operations no later than ten (10) days from SP+’s receipt of complaint.
Forward an updated copy of the complaint log to the Parking Operations Division every month.
5. Maintain SP+ office telephone landline staffed 24 hours a day. List the landline number in local telephone directories under the name by which SP+ 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 SP+’s name and landline telephone number at cashier booths and SP+ 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. SP+ 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 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.
SP+ 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 perhour rate.
Farmer’s Market Parking and Refund Booth Services
Virginia Avenue Park
SP+ 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) onsite employees and supervisory duties are required.
Refund booth
SP+ 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
SP+ 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. SP+ 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 SP+ 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.
Staffing
SP+ 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-to-day 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 SP+ at all times in day-to-day parking operations at City parking facilities
• Liaison between SP+ and the City
The Corporate Representative (or an approved alternate) must be reasonably available by telephone during all hours of City parking facilities operation (seven days a week, every day of the year). If SP+ 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 • 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 SP+ personnel, staff, City-approved subcontractors, agents, or Corporate Representative (hereafter “SP+ personnel”) assigned by SP+ to perform services in the City parking facilities are at all times under the management and control of SP+. SP+ shall have the sole right to hire, suspend, discipline, or discharge SP+ personnel. If the City finds any SP+ personnel unsatisfactory, the City will provide written notice to the SP+ to remove or replace such SP+ personnel. SP+ must transfer such SP+ personnel out of City parking facility operation within seven (7) calendar days of receipt of written notice from the City. Once such SP+ personnel have been transferred, they may not return to work at any City parking facility.
In the event of egregious unsatisfactory SP+ 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 SP+ written notice. SP+ personnel involved shall be immediately transferred from the City parking facilities and parking operations. SP+ personnel found egregiously unsatisfactory may never return to work at City parking facilities.
The City has the right, in its reasonable discretion, to require SP+ 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 SP+’s employment. SP+ shall comply with all labor and worker’s compensation requirements. At SP+’s cost, SP+ 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 SP+’s cost, SP+ shall conduct background checks to determine if any prospective employee has any misdemeanors, felonies, or criminal convictions. SP+ 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 CALOSHA 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 SP+. Subcontractors not approved by the City may not work at City parking facilities. The City recognizes that from time to time, SP+ may desire to change subcontractors. SP+ 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. 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.
Reports and Records
SP+ 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 readily-accessible location. Include:
• Schedules and logs of all maintenance, repair, and inspection activities conducted by SP+ 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.
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 SP+ 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 SP+.
Annual Audit
SP+ 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 SP+ and the Auditor to discuss the report and findings. SP+ will be responsible for implementing any necessary changes as a result of the audit. SP+ will be responsible for any shortages or revenue losses found in the audit. SP+ shall furnish all information and reports required by the City or its agent, and shall permit access to the books, records, and accounts of SP+ during normal business hours by the City or its agent for the purpose of the audit.
Performance Measurements
SP+ 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 SP+ for input.
Records Retention and Inspection
SP+ 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
SP+ 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 SP+ 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 SP+ paid, but was not reimbursed under the Agreement, upon payment by the City.
Thirty (30) days minimum prior to the Agreement expiration, SP+ 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, SP+ shall, at SP+’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 SP+’s expense. SP+’s failure to restore to City’s satisfaction, the original condition shall result the City reconstructing the modifications at SP+’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. SP+ is financially responsible for costs incurred by personal use of calls made from business communication devices by SP+ 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 SP+ expense for any equipment that is damaged by SP+ personnel, including subcontractors, through negligence, theft, misuse, or vandalism.
Signage
SP+ shall:
1. Ensure that adequate signage is posted for all facilities. SP+ 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, SP+ 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 SP+ 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. Such signage shall refer patrons to the nearest alternate facilities that are open, including alternatives available to disabled persons, and list the SP+ 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.
[end]
Exhibit B-1
Budget
Exhibit B-2
Management Incentive Bonus Fee Criteria
The City shall provide a management incentive program. The incentive program details measurable performance standards for delivery of services and the pay incentives proposed to the Contractor for delivery of the program. The incentive fee will be paid, at the City’s sole discretion, within 60 days following the end of year one (1) of the Agreement and each subsequent year. The management incentive is based on the Contractor meeting measurable performance standards. This is not a billable expense or fee. The incentive bonus fee paid by the City shall be based on the parking operator’s performance in the following areas:
Customer Service - Mystery Parker Program (40 Points Possible) Contractor will initiate and utilize the Mystery Shop program on a monthly basis through a third party agency. Each mystery parker will be given a mystery parker form prepared by the contractor and approved by the City to complete. Included on the form will be general items pertaining to the cleanliness of booths, equipment and the facilities in general, customer service, appearance and attitude of the employee, adherence to certain standard operating procedures, and professionalism.
A total of six (6) Mystery Parker visits will be done on a monthly basis, for a total of seventy-two (72). A copy of each mystery parker report will be delivered to the City directly from the agency performing the service at the same time the reports are delivered to the Contractor. A summary of the surveys and copies of the mystery parker forms, with comments that were discussed with the employee that was surveyed, will be submitted to the Senior Manager and the City.
Scores for mystery parker reports are based on a 0% to 100% range. Contractor’s incentive bonus will be based on the average rating from all 72 mystery shops over the course of the year.
Points are distributed as follows:
Cumulative Average Score Points
91% to 100% 40
81% to 90% 25
71% to 80% 15
<71% 0
Maintenance Checklist Adherence (40 Points Possible)
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(s) shall maintain maintenance logs & inspection reports at the contractor’s office.
City staff shall conduct routine unscheduled inspections of the facilities using an approved checklist agreed to with the Contractor. A representative from the Contractor shall be present during all unscheduled inspections. The checklist shall include specific maintenance items as well as a review that maintenance logs and inspection reports are up to date.
Contractor’s incentive bonus will be based on cumulative percentage obtained for all unscheduled inspections completed by staff. A minimum of 18 total inspections shall be conducted annually.
Cumulative Average Score Points
91% to 100% 40
81% to 90% 25
71% to 80% 15
<71% 0
Signage (20 Points Possible)
Contractor is required to place signage in a timely manner and must comply with the following:
1. Signage must reflect correctly the verbiage, placement, size, and manner that was requested and approved by the City.
2. Signage must be in place for the entire time that was scheduled, including by the scheduled start time and removed by the scheduled end time.
3. Signage may not be posted without prior approval of the City.
If at any time any of the three requirements outlined above are not met, the City will notify the Contractor and document the occurrence. All signage specifications must be approved in writing by City (email qualifies as written approval). Contractor will be issued one point for each occurrence. Signage that is requested by the City with less than 12 hours’ notice shall not apply.
Contractor’s incentive bonus will be based on the number of points issued.
Penalty Points Issued Points
0 to 2 20
3 to 5 15
6 to 8 10
>8 0
Management Incentive Fee Table
Category Points Possible
Customer Service 40
Maintenance 40
Signage 20
Total 100
Total Points Achieved Percent Bonus
91 to 100 100%
81 to 90 75%
71 to 80 50%
61 to 70 25%
<61 0
Exhibit C
Insurance Requirements
SP+ 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 SP+, 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 SP+ 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 SP+ 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 SP+. 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 SP+ 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 SP+’s insurance at least as broad as Insurance Services Office Form CG 20 10 11 85.
b. Primary Coverage: For any claims related to this Agreement, SP+’s insurance shall be primary as respects the City of Santa Monica, its officers, officials, employees and volunteers. Any insurance or selfinsurance maintained by the City of Santa Monica, its officers, officials, employees or volunteers shall be in excess of SP+’s insurance and shall not contribute with it.
c. Waiver of Subrogation: SP+ hereby grants to the City of Santa Monica a waiver of any right of subrogation which any insurer of SP+ may acquire against the City of Santa Monica by virtue of payment of any loss. SP+ 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 SP+, its employees, agents and subcontractors.
Further, SP+ shall provide the City with notice before any policies required herein are cancelled.
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 SP+ 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
SP+ 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 SP+’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 SP+, 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 in accordance with Section 16.1 of this Agreement and pursue damages from SP+ 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 SP+, the City may deduct from sums due to SP+ any premium costs advanced by the City for such insurance.
Subcontractors
SP+ 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.
Exhibit D
Excerpts of SP+ Proposal (Tabs 5 and 6, Pages 39 to 197) -SEE ATTACHED-
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Project Work Plan
Proposal Response to the City of Santa Monica Request for Proposals Parking Management Services Printed on 100% post-consumer recycled content paper.
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.
Our Proposed Management Approach
We hereby confirm our understanding of the RFP and the overall project operations. We have responded to the City’s RFP using substantive, site-specific content and form, and are prepared to be the City’s Parking Management Partner Now and in the Future; by continuing to provide the City and its stakeholders with an invaluable and unlimited bank of parking knowledge and human and Company resources to meet the City’s current and future operational needs.
Our approach to this assignment is derived from our in-depth experience operating these facilities successfully since 2009, our comprehensive review of the RFP, attendance at the prebid conference, and our keen understanding of the City’s parking, traffic and circulation variables given our existing infrastructure throughout the City of Santa Monica. This includes our vast private sector operations that surround the City’s parking facilities. Finally, we reviewed all the questions which were asked by Operators, and answered by the City.
Our overriding goal with our response and hereafter is to meet the Scope of Work in strict adherence with the RFP and any resulting Contract, and to provide exceptional customer service, efficient operations and maintenance reporting, astute, proactive traffic management (for convenient ingress and egress), cutting-edge website design and hosting, technical innovation to improve the customer experience, and streamlined operating expenses.
Planned Communications and Interfacing with the City & Key Stakeholders: A vital part of operating these facilities and determining appropriate staffing levels for ongoing operations and events is constant, effective communications between City Staff and our parking management team; just as it exists today. We anticipate having our on-site Project Manager, Angel Diaz, CAPP, and Regional Vice President, Tim Downey, as well as our Senior Vice President of Operations, Dave Kilfoyle, participate in those portions of the City's regular staff meetings regarding parking which among other items address upcoming functions, events, and expected garage/lot occupancy levels. This is in practice today. Approaching daily parking management and special event needs in this proactive manner not only enhances our ability to plan for and facilitate efficient staffing schedules, but also fosters a feeling that our management team and the front-line parking staff are a part of the “City of Santa Monica family,” which in turn encourages optimal performance. Moreover, we currently attend meetings with various Santa Monica Stakeholder groups throughout the City. This includes (to name a few) Downtown Santa Monica, Inc. (DTSM), Macerich, the Santa Monica Police Activities League, Santa Monica High School, the Santa Monica Chamber of Commerce, Kiwanis, the Santa Monica Pier Lessees Association and similar local organizations. Please see the enclosed letters of support from some of these organizations for details. As the contract continues to evolve, we anticipate attending front-line meetings as necessary Proposal Response to the City of Santa Monica Request for Proposals Parking Management Services Printed on 100% post-consumer recycled content paper.
(and requested by the City) with business and neighborhood groups in Santa Monica, and if a major initiative comes up, we may even 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. This is all subject to the City’s approval of course.
Proposal Response to the City of Santa Monica Request for Proposals Parking Management Services Printed on 100% post-consumer recycled content paper.
Attention to Detail
SP+ has a keen understanding of, and forward-thinking approach to operating these facilities, and displays the required technical skills and human and Company resources in order to meet the City’s objectives outlined in the RFP.
SP+ understands that each parking facility and the services they support are unique to that venue and its locale within the City’s portfolio. Schedules, logistics, parking accommodations, equipment loading, maintenance protocol, security, communication and access considerations, are among many of the factors that are paramount to our successful City of Santa Monica parking portfolio operation.
SP+ has tailored our Operating Plan(s) (our Current and Enhanced Management Plan) accordingly, to address all of the existing protocol from our Downtown Structures and Beach and Pier Operations, and the vital components and considerations that follow:
Operational Methodology: Our approach includes a seamless integration of best practices and new technology that will result in continuous program improvements; including enhanced operational standards and best practices for accountability and improved efficiency, staffing, training and customer service. We offer the City of Santa Monica a highly qualified, locally informed, on-site Project Manager, Angel Diaz, CAPP, to facilitate our operational plan. Our goal is to operate each facility from a demand perspective and operate the overall portfolio with enhanced management techniques and site-specific protocol. Our Company also embraces accountability to our clients’ stakeholders through maintaining superlative revenue controls, audit-driven processes and transparent client reporting. To achieve these goals, we approach each project individually. While performance standards and established metrics must be met in every operational endeavor, SP+ seeks to avoid cookie cutter solutions. Each project is managed based on the individual goals, needs and dynamic unique to each client and location;
Leveraging a Vast Local Infrastructure and Employment Base: With an active labor force of literally hundreds of local employees and an existing infrastructure within and that surrounds the City of Santa Monica, SP+ Municipal Services will allocate its human resources appropriately to meet the needs of the City while making a priority existing staff, and continuing to offer them upwardly mobile job opportunities in our current City of Santa Monica operations, or at other locations managed by our Company.
Revenue Control Methodologies: SP+ has demonstrated its distinct understanding of established off-street revenue control protocol, including our in-depth understanding of the DataPark equipment and Digital Payment Technologies meters, and offers the City an enhanced set of operational best practices, policies, procedures, checks and balances, and hardware/software applications to continue improving revenue control and security, while yielding superior reporting and tracking tools to continually advance the City’s operations to Next Generation status;
Proposal Response to the City of Santa Monica Request for Proposals Parking Management Services Printed on 100% post-consumer recycled content paper.
Financial Aspects: Our value-driven pricing model offers the City a competitive, market-based, BEST VALUE approach, geared towards the City’s current economic needs and future program upside. In order to demonstrate our economic and sentimental commitment to the City, we reduced our Base Management Fee and have introduced a proposed Performance-Based Incentive component based largely on customer service criteria and Key Performance Indicators (this is similar to the language outlined in the Sample Contract).
Technology ~ An Integrated Approach: A forward-thinking, sustainable, and redundant set of technology solutions and enhanced protocol will be utilized to continue expanding the City’s reporting and monitoring capabilities ~ with unrestricted oversight controls. SP+ employs a multitude of new solutions and technologies to improve our clients’ revenue control systems and tracking capabilities. SP+ will provide open and adaptive technology solutions to address the City’s evolving and expanding off-street parking programs, with an eye towards future roll-outs in conjunction with the City’s technology roadmap;
Training: SP+ Municipal Services’ reputation for excellence in on-site management is built on a comprehensive, award-winning training system. Our training process identifies and develops the skills and behaviors that are required to enable all of our employees to perform up to our stringent expectations. No other parking company places as high a premium on customer service enhancement and its direct linkage to a professional, inhouse training department. We will spend the necessary time and attention to keep training our staff members (existing and new) to ensure the City of Santa Monica and its parking customers benefit from excellent customer service; One-Stop Shop: SP+ and its personnel offer the City of Santa Monica a one-stop shop for a complete catalog of cutting-edge off-street parking management services.
Throughout this document, we cite several value-added programs and services, customer conveniences and amenity platforms, many of which are in place today, and the City may rely upon to continue forging a strong, sound and beneficial relationship with a fully committed customer service Company. SP+ Team Members will Receive Substantial Operational and Administrative Support from our locally based Corporate Support Office, including the following Company resources for the City: These departments and our personnel will ensure that appropriate levels of attention are provided to each discipline, and that the work will be properly performed to ensure a seamless customer experience (see following list of departments):
o Operations—Our Senior management personnel and operating teams ensure consistency and the uniform application of our parking management policies; o Purchasing—National purchasing policies and volume discounts for utilization at all field locations;
o Training and Recruitment—Our Training Department develops corporate-wide recruitment and training programs and initiatives for management and nonsupervisory personnel. SP+ University®; Proposal Response to the City of Santa Monica Request for Proposals Parking Management Services Printed on 100% post-consumer recycled content paper.
o Claims and Risk Management—Handles corporate insurance, leasing issues and Risk Mitigation Plans;
o Finance—Separate Accounts Payable, Accounting, Internal Audit, Payroll, and Treasury departments work together to provide billing, accounting and payroll functions for our field offices;
o Human Resources—Addresses HR issues and relationships, compliance with laws, employee benefits – including health insurance, 401k and retirement programs, and employee hiring and discharge issues;
o Legal—Provides our parking managers and clients with industry-accepted contracts, contract maintenance, government reporting, management employment agreements and assistance in litigation;
o Marketing—Assists in the development and production of promotional and marketing materials;
o MIS—Provides technical support for PCs and software used at parking facilities throughout the company.
Community Based Operations: Our community efforts include using local vendors when possible, hiring from community employment programs, lending support to community initiatives, and joining local associations. We believe it is our obligation to improve the communities we serve. For example, we are currently promoting local hiring opportunities at Santa Monica City College.
Event Parking, Traffic Control and Pedestrian Access: We will utilize our knowledge, innovation and collaborative capacities as key components when working with and on behalf of the City of Santa Monica to create successful event plans for the subject parking garages and lots. This is evidenced by our performance at past events including Cirque du Soleil, the LA Marathon, The Glow and others. See Event Experience for more details.
Click and Park (“CNP”): SP+ brings the latest parking technologies and techniques into the civic realm. For example, the Click and Park online advanced reservation system. CNP is ideal in this case to address the real and perceived parking and traffic issues that face City visitors (those which park cars on event days). The Click and Park application can be leveraged and branded specifically for the City of Santa Monica, in the same capacity it was recently utilized for Super Bowl XLIX, to improve way-finding, parking and traffic concerns, while adding convenience and ease-of-use for customers.
The program also provides:
o Confidence of knowing a space is waiting - no matter when a patron gets there; o Security of knowing personal information is dealt with securely and won’t be shared;
o Convenience of print-at-home capabilities; allowing customers to obtain their parking permits online, anytime (similar to the airline industry); o Real-time text messaging notification informs CNP customers of last minute traffic changes to improve access and ingress/egress considerations.
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Standard Operating Procedures (“SOP’s”): SP+ will provide a detailed, site-specific Operating Manual (Standard Operating Procedures or SOP’s) for the parking garage and lot operations within sixty (60) days of the Contract award date. The manuals will be subject to the review and approval of the City. Our Project Manager, Angel Diaz, CAPP, will use the SOP’s in the daily management of the City’s parking facilities. This manual and any sub-manuals will be available to the City at anytime upon request, and can be altered to address changing policies throughout the duration of the Contract.
Experts with Data Park and Digital Payment Technologies Equipment: Please note, as referenced herein in the detailed narrative regarding our Experience Working w/Multiple Revenue Collection Systems, we want to reiterate that we are experts with Data Park and Digital Payment Technologies equipment, as we currently operate with these equipment brands at various operations throughout the country. We are proactive with our internal training and maintenance initiatives for each make of equipment, which are part and parcel of a responsible equipment maintenance plan to be implemented in conjunction with this contract;
Safety and Security Plans: Because parking patrons are less likely to return to a facility in which they do not feel safe, we are extremely sensitive to the importance of providing a parking environment that the public perceives to be safe. Our facilities Proposal Response to the City of Santa Monica Request for Proposals Parking Management Services Printed on 100% post-consumer recycled content paper.
always maintain an active safety plan and security presence, utilize the latest in technological safeguards, and present themselves in a clean, bright and attractive manner;
Safety Training Program: Our safety training program is designed to help managers and employees establish and maintain a safe environment in our parking facilities. In addition to providing the training, Facility Managers are required to perform daily inspections of the facility, monthly hazard evaluations and an annual Safety Program Assessment. Components of our safety training program include: safe work practices; emergency procedures; vehicle safety; use of man-lifts; use of tools & equipment; proper work shoes and other personal protective equipment; code of safe practices; training on any toxic materials; when and where to report unsafe conditions; how, when and where to report accidents and injuries; policy on medical treatment for work related injuries; and progressive disciplinary policy for safety violations;
Facility Safety: We develop and implement Facility Safety plans that include routine inspections and ongoing preventative maintenance and repair protocols. Additional services include installing speed bumps and making curb cuts for ADA approved ramps.
For sidewalks, access ramps, curbs and other concrete surfaces, and asphalt surfaces requiring seal coating or repair, our clients rely on the professional expertise of SP+ Maintenance;
Next Generation Services: As a “Next Generation” service provider, we offer the City of Santa Monica an opportunity to leverage our cutting-edge information technology platform, which includes: Client Viewsm; a proprietary online client portal that provides our municipal and private sector clients with online access to site-level financial and operating information for each facility. We also offer comprehensive training programs for our on-site employees, including web-based SP+ University® training programs for management-level personnel, and a proprietary Internal Auditing Department (and Contract Compliance Group) to monitor cash and operational controls.
Big Picture Outlook: Our Program Approach is tailored to identify solutions and foster positive working relationships, in and around the City. We will emphasize user-friendly parking themes and operations – where common sense, excellent customer service and community engagement rule the day. It is our goal to leave a lasting positive impression on all those who visit the City’s parking facilities. SP+ will achieve that goal (and others) while strictly adhering to the Scope of Work identified in the RFP, and catering diligently to the evolving needs of the City and its parking customers. A Big Picture thought process is the overriding message of our Proposal and value proposition for the City, and SP+ will implement our plan seamlessly if we are retained. Of equal importance, all of these objectives can be achieved at a reasonable price.
Connecting the Dots: As you may have surmised by reading this proposal, our Program Approach goes well beyond the simple premise of managing parking spaces.
We begin to connect the dots, and operate from a place not only of protocol, but of passion and excellence. By the same token, SP+ seeks to support the City as its trusted parking management partner, advisor, consultant, and effective advocacy arm.
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PLAN OF OPERATIONS
Santa Monica Downtown Structures
The parking facilities at the Santa Monica Downtown Operation consist of up to thirteen (13) structures, including the Civic, Library, Ken Edwards Center and two lots. The Civic Lot and a shared responsibility with the Santa Monica Pier deck lot. The cashier booths at the Library and Pier are manned based on the schedule approved by the City of Santa Monica.
SP+ is proud to be a part of this prestigious project and will strive to provide the highest level of service to its parking patrons. This Plan of Operations will be updated and revised as warranted.
Any and all updates and revisions shall be approved by the City of Santa Monica prior to implementation.
SP+ will work closely with the City of Santa Monica in order to maintain the high standards of customer service expected at the Downtown Parking Operations. Our on-site Senior Manager, Angel Diaz, will be fully responsible for all aspects of the operation and will be supported by the On-site Facility Manager, Guadalupe Calderon, and the Vice President of Municipal Operations, Tim Downey.
CHANGES TO PLAN OF OPERATIONS
In order to change any part of this proposed Plan of Operation, the proposed changes must be approved, in writing, by the City Parking Office and SP+. SP+ is to review on an ongoing basis and provide analysis of the services, budgeting, graphics, security, marketing, and all other facets of the operation.
In addition, SP+ will, at least ninety (90) days before the beginning of each fiscal year, prepare and deliver to the City an updated Operating Plan. The Operating Plan will contain all proposed rates, projected revenues and expenses for the budget year. SP+ will utilize an Operating Plan budget format and individual accounts in accordance with the City Parking directive.
OPERATIONAL PHILOSOPHY
The Downtown parking facilities consist of approximately 8,394 spaces (combined). Visitors are the primary users of the facilities. Among other considerations, the intent of the City’s parking program is to provide easily accessible and convenient parking for all users of the Downtown parking Structures by operating appropriate policies and procedures that benefit customers. The rates for transient and contract patrons will be reviewed on a regular basis, with all cash control procedures being enforced to ensure that revenue will be maximized at the facilities.
RATES AND HOURS OF OPERATION
Hours of Operation
All of the facilities in the Downtown are open 24 hours per day, seven days per week. The library cashier booth will be staffed Monday through Sunday, from 7:00 a.m. until 12:00 a.m.
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Parking Rates
Below are the current rates which are approved by the City of Santa Monica Parking Office:
DAILY PARKING RATES
Rates effective October 1, 2012
Downtown Structures (except Library)
First 90 minutes Free
Next 1 hour $1
Each add’l 30 minutes $1.50
Daily max $14
Sundays 6:00 AM - 11:00 AM Free
Civic Center Structure and Lot
First 30 minutes Free
Each add’l hour $1
Daily max $5
Rates effective March 1, 2013
Main Library Garage
First 30 minutes Free
Next 2 hours $1 per hour
Each add’l 30 minutes $1
Daily max $10 weekdays, $5 weekends
Rates effective October 1, 2012
Downtown Lots
Each 30 minutes $1
Daily max $14
All Lots/Structures
Special Event rate Up to $25
Reserved parking for filming,
construction, or other exclusive use
3x daily max per space per day
Downtown Structures (except Library)
Weekday/Daytime (Mon-Fri, 6:00 AM-7:00 PM) $120
Nights (4:00 PM - 6:00 AM) & Weekends $75
Multi-Structure, Anytime* $160
* Limited to PS 1-6 and 9. Available to current monthly pass-holders only Vehicles with Disabled Placards owned
and operated by residents of multifamily buildings located within the area bounded by 2nd St, Wilshire Blvd, 4th
$65
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St, and Colorado Ave, when:
(i) 100% of the building's units are
affordable housing; and
(ii) No onsite parking exists
Civic Center Structure and Lot
Anytime $65
Nights (3:30 PM - 6:00 AM) & Weekends $50
Pre-paid pass $3 per entry
Main Library Garage
8:00 AM – 11:00 PM, 7 days a week $82.50
Holiday Hours of Operation
The Downtown parking facilities will remain open during all holidays (listed below):
New Year’s Day January 1
Memorial Day Last Monday in May
Independence Day July 4
Labor Day First Monday in September
Thanksgiving Day Fourth Thursday in November
Christmas Day December 25
Traffic Controls
Traffic flow within the facilities will be controlled through clear and concise signage and easy-tounderstand graphics placed in necessary positions throughout each facility. SP+ will constantly review signage and graphics to ensure ease of ingress and egress within the facility.
Another control which will be utilized is staffing and scheduling. Scheduling of attendants will be done so that payroll cost is minimized, but customer service is maximized. All entrance and exit lanes will be staffed as necessary during peak traffic times. These times normally occur during the noon lunch (11:00 a.m. to 1:00 p.m.) and evening (4:00 p.m. to 8:30 p.m.) rushes.
In the event of an unusually high ingress or egress period, management and clerical staff, as well as the porters on duty, will be dispatched by the Project Manager to key positions within the facilities to direct traffic or staff cashier booths until traffic returns to normal levels.
Terms for Daily Space Rentals
Daily space rentals for transient parkers will be allowed on a first-come, first-serve basis.
Transient parkers will be charged based on the daily rate that will be predetermined by the City of Santa Monica.
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Through the twice-daily space counts (performed at peak occupancy hours), available space in the facilities will be monitored. When a facility is nearly full, a traffic director will be sent to control entry to facility and signs will be placed in the entries.
Transient parkers will be denied access to the facility at these times. Once a sufficient number of parking spaces become available, the traffic director will remove the signs and transient customers will be allowed to enter the facility.
Customer and Public Relations
In order to uphold the highest level of customer service, the following procedures will be followed once an unsatisfactory situation has occurred:
If the complaint is directed to a line level employee, i.e. an attendant or porter, the employee will listen intently to the explanation given by the customer. At this point the employee is to direct the customer to contact the Downtown parking office and request a representative from the office to come to the location to file the complaint from the customer.
The management representative and the Project Manager will be available to address any further concerns the City Parking Office may have on complaints that are filed.
If the complaint is of a material nature, the Project Manager will prepare a full report of the incident with an appropriate proposed solution (recommendation) or itemized alternatives to the City Parking Office within twenty-four (24) hours of the incident.
The Project Manager will respond to such complaints as directed by the City Parking Office with the City’s approval or changes to any recommendation made by the Manager.
Mystery Parker Program
SP+ will initiate and utilize the Mystery Shop program on a monthly basis. Each mystery parker will be given a mystery parker form to complete. Included on the form will be general items pertaining to the cleanliness of booths, equipment and the facilities in general, customer service, appearance and attitude of the employee, and was the interaction and transaction done in a professional manner.
A total of six (6) Mystery Shops will be done on a monthly basis. A summary of the surveys and copies of the mystery parker forms, with comments that were discussed with the employee that was surveyed, will be submitted to the Senior Manager. A copy of each shop will also be provided to the City.
ON-SITE PAY ON FOOT AUDIT PROCEDURES
The on-site collections and equipment auditing is facilitated by the Assistant Facility Manager.
This is done randomly at the POF machines. The audits are based on the following procedures Proposal Response to the City of Santa Monica Request for Proposals Parking Management Services Printed on 100% post-consumer recycled content paper.
(see below). Every month, all POF machines are divided among each Assistant Facility Manager to be audited. Following are the steps need to perform the audit.
AFM’s will need their personal cyber-key, along with the POF keys, to be able to unlock the machine. Protocol follows:
Insert the cyber-key and wait for the green light, acknowledging access to the machine.
Turn the cyber-key 90 degrees/180 degrees clockwise.
Turn the POF key two (2) full turns clockwise.
You now have access to the machine.
Insert the Service Card in the ticket/card section to access the menu. Use the keyboard’s letter “A” for down and “B” for up to navigate the menu. Press “Enter” to select an option.
Check the balance and write all of the information down in the Audit Sheet.
Go back.
Select “Clear/Unload” from the main menu. (Cash)
Cassettes - Press Enter.
$1 - Press Enter.
Notes to keep: 0 (Make sure the NumLock is off).
Select “Confirm” and press Enter.
Go back.
Cassettes - Press Enter.
$5 - Press Enter.
Notes to keep: 0 (Make sure the NumLock is off).
Select “Confirm” and press Enter.
Go back.
Cassettes - Press Enter.
Drop Cassette - Press Enter.
When you’re asked if you’d like to unload the cash vault’s bills manually, select “Yes” and press Enter.
Go back.
Select “Clear/Unload” from the main menu. (Coins)
Slots 1, 2, and 3:
Select “Full Clear” to each and every one of the three slots, one at a time, separating each drop into a different bag to make your count easier.
Make sure to have a bag ready right where the coin change comes out before pressing Enter each time on “Full Clear”.
Go back.
Count all of the money (cash and coins) and write down the amounts you have, then compare them with the amounts shown in “Balance” earlier.
Select “Restock”.
Manually load all coins into the appropriately labeled coin hoppers.
Select each slot, for example “Slot 1,” and Edit the numbers to match the units you entered.
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Select “Confirm”.
Go back and exit.
Manually load each bill after selecting cassettes for restocking.
Close the door and pull away your access card from the machine. You will get two different receipts “Balance Report” and “Z-Total Report.” Receipts will show all activity that was done in the POF.
Check the receipts for inaccuracies and shortages / overages.
DAILY BUSINESS REPORT
The Downtown Daily Business Report (DBR) is a statement of all ticket and monetary activities involving for the date in question, for both transient and permit parkers. The report is divided into several functional sections as explained below:
1) TICKETS ISSUED - Determines the number of tickets dispensed "Tickets Issued" is then calculated as the difference between closing and opening ticket numbers
2) Non- revenue TICKETS - Summarizes each category as follows (this tickets are kept by the cashier):
A. Log In and Log Out
B. Special Event: Occasional events approve by the City of Santa Monica Parking office
C. Validations: tickets sold to client or customers for special occasions.
Tickets validated by the restaurant or location visited.
D. Disabled: Approve by the City of Santa Monica all disable plates or tag don’t pay the daily rate at the Civic locations and Library.
E. Voids: Includes tickets clear tickets spit by mistake or tickets not properly issued
3. TICKET SUMMARY - Indicates number of tickets issued.
4. REVENUE - All income for the day’s business, including:
A. Day and Night Transient: Total of all cashiers' revenue for the day.
B. Taxable Monthly: Payment received in the office for contract parking.
C. Special Events: Any revenue not covered by above.
D. Over/Short: Difference between actual cashiers' receipts and value that should have been collected on all tickets.
F. Daily Sales: Includes all of the above categories summed to show total revenue collected for the day.
G. Total Deposit: Daily Sales plus or minus any over/short amount.
5. DROP INFORMATION – Records the deposit slip number and amount of deposit for each slip.
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In addition, any unusual conditions or events significantly affecting the report are presented here briefly. The report is presented with all back-up, including bank deposit slips, coupon sales log, recap of collection, and other documentation as required.
ACCOUNTING
Original books of entry will be maintained by SP+ in the Downtown office. All records will also be maintained in the SP+ corporate office. These records will be available for inspection at any time by designated representatives of Property Management or Ownership.
Cash Receipts
All parking revenues are deposited into an owner depository account at Bank of America. The City of Santa Monica will provide SP+ with an operating advance at the execution of the contract. The City of Santa Monica will, upon receipt of a detailed monthly invoice, reimburse SP+ for all monthly operating expenses. Daily cash reports are reported in TELEREV, an SP+ revenue reporting system.
Cash Disbursements
All invoices will be submitted to the Senior Manager for payment. The invoices will be reviewed, approved by the Project Manager and Operations Manager and paid when due. Duplicate copies of all invoices submitted for payment are maintained in the Downtown office. All invoices will be paid through the Operating Account.
Accounts Receivable
Account receivables are processed monthly through our corporate office, and customers are invoiced and monitored as detailed in the Contract Parker section. Supporting documentation and account control cards are maintained in the Downtown office to document all receivable activity.
Copies of the control cards and aged receivable trial balances are sent to the Accounting office monthly and balanced to the general ledger.
Sales Tax Collections, Remittance and Reporting
All parking fees and transactions include a 10% sales tax charge. All applicable sales tax will be paid from the owner depository account. SP+ will assist the City of Santa Monica in any way deemed necessary in the calculation or remittance of the sales tax as instructed by the City.
MONTHLY REPORT
A monthly report is prepared by SP+ and submitted to The City of Santa Monica Parking office on or before the 15th of each month. The monthly report contains the following items:
Monthly Operating Report;
Monthly Revenue
Monthly non-revenue and revenue ticket count
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The forms and content of the monthly report are determined between SP+ and The City of Santa Monica Parking Office.
TICKET INVENTORY, STORAGE AND DISTRIBUTION
Tickets
Ticket-stock at the Downtown Facilities includes numbered tickets that are color-coded based on the location for which they are designated. Tickets will remain in sequence until the supply is exhausted. When tickets are removed from inventory to restock the Cashier’s booth, the tickets are logged out on the master ticket inventory log by recording the date, series numbers removed, location to be restocked and the signature of the person who removed the tickets.
Tickets will only be removed from the storage room and restocked by either the Project Manager or office personnel. All tickets will be ordered through SP+ by the Project Manager.
When new ticket stock is received, it will be logged into the master ticket inventory log for tracking.
The tickets are returned to the Downtown office for audit. Once the tickets have been audited, they are bundled, labeled with the date the tickets were processed and placed in a storage box.
When a box becomes full, it is labeled with the location and dates of the tickets it contains, and is placed in a locked storage room. Used tickets are held in storage according to the records retention schedule outlined below.
Records
SP+ will keep and maintain Records at the facility or principal office in Santa Monica. The Books and Records will be kept in accordance with generally accepted accounting principles for the following specific periods:
Parking Tickets 3 months
Time Cards, Invoices 3 years
Summary Sheets 1 year
Electronic Data 5 years
The Project Manager will notify the City of Santa Monica and obtain approval before any records are destroyed or deleted.
TELEREV Daily Report of Business CONTROL
It will be the responsibility of the Project Manager to ensure all daily revenue is reported and entered in TELEREV in a timely manner. The office employee responsible for the reporting should make sure that the daily revenue report is provided not later than three (3) business days after the revenue is collected and by 4:00 p.m. Pacific Time.
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MAINTENANCE
SP+ personnel are responsible for observe and report functions pertaining to maintenance and up-keep of the City of Santa Monica parking facility areas. Cleaning is done on a regularly scheduled basis with special projects being done as necessary.
Repair and maintenance of the equipment associated with the upkeep of the facilities is the responsibility of SP+ personnel, directly, or through the City’s equipment vendor. Inoperative equipment is checked to determine if needed-repairs can be made prior to calling outside service contractors. Outside vendors may be used when necessary to repair and maintain equipment in the facilities. Any repairs of a capital nature (over $2,000) will be sent to the City of Santa Monica with estimates for approval prior to undertaking the project, unless it is a dire emergency.
The Project Manager will ensure preventive maintenance procedures are maintained on all equipment to ensure longer life and lower regular maintenance costs. SP+ will maintain the parking facilities as outlined below:
Depending on the location, regular sweeping and debris removal from the facility floors, driveways and sidewalks, with extra attention paid to problem areas as reported or when reasonably requested by the City of Santa Monica.
Provide maintenance related observe and report functions for the Scope performed by Downtown Santa Monica, Inc.
Maintenance of revenue control equipment
Annual floor striping and curb painting by request of the City of Santa Monica Routine maintenance of signs
Replacement of lights
Inspection and recharging of Fire Extinguishers
Cleaning windows, walls, and interiors of cashier booths Re-painting of cashier booths and bollards as needed or requested by the City of Santa Monica
Report graffiti or markings to DTSM or the City
OPERATIONAL PROCEDURES
Supervisors’ Job Description
Puller Supervisor (4:00AM – 12:30PM)
Pullers are responsible for collecting all revenue from all of the Pay on Foot machines. Each Puller will be assigned to a certain location by a Manager, and an Attendant will accompany to assist. All Pullers (Supervisors and Attendants) must be in the office at 4:00 AM, everyday, in full uniform.
Morning Supervisor
Check Entrance tickets at assigned Structures (1, 3, 5, Library for 4th Street; 2, 4, 6, Civic Structure and Auditorium for 2nd Street; 7 and 8 for 7/8 Supervisor).
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Do Structure inspections for assigned structures.
Check ticket levels at exit for receipts.
Check Pay on Foots for receipts.
Help customers with any issues at the machines (Entrance, exit, and Pay on Foots).
Fix any equipment malfunctions (broken gates, ticket jams, etc…).
Pick up morning Library drops (4th Street Supervisor).
Supervise Attendants and ensure all staff members are at their scheduled locations and their breaks are provided on time.
Afternoon Supervisor
Check Entrance tickets at assigned structures (1, 3, 5, Library for 4th Street; 2, 4, 6, Civic Structure and Auditorium for 2nd Street; 7 and 8 for 7/8 Supervisor).
Do Structure inspections for assigned structures.
Check ticket levels at exit for receipts.
Check Pay on Foots for receipts.
Help customers with any issues at the machines (Entrance, exit, and Pay on Foots).
Fix any equipment malfunctions (broken gates, ticket jams, etc…).
Collect tickets at the end of night (2nd Street Supervisor collects Downtown, 7/8 Supervisor collects 7 and 8, 4th Street Supervisor collects Library).
Pick up the Library Attendant and Library drops (4th Street Supervisor).
Drop all Attendant drops.
Light Inspection (On Sundays).
Block off any spaces for any upcoming events.
Supervise Attendants and ensure all staff members are at their scheduled locations and their breaks are provided on time.
Overnight Supervisor
Help customers with any issues at machines (Entrance, exit, and Pay on Foots).
Fix any issues (broken gates, ticket jams, etc…).
Helps print reports for Pullers.
Helps recharge CDC’s for 7 and 8.
Answers calls from customers with overnight coordinator.
Perform a car count and proceed to call Hi-Tech to update necessary signs in the next morning.
Supervisor (Pullers) Daily Collection Procedure
All Pullers must be in the office at 4:00 AM.
All staff must be in proper uniform:
o Parking staff jacket.
o Polo shirt.
o Name tag.
o Black shoes.
Each Puller will be assigned a specific location, Downtown or 7 and 8, by Management. o Downtown: PS1, 2, 3, 4, 5, 6, 9, Civic Center, and Civic Lot. o 7 and 8: PS 7, 8, and Ken Edwards Center.
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The Coordinators will provide each Puller with $500 worth of change/funds in order to replenish the Pay-on-Foot banks. ($500 for Downtown’s Puller and $500 for 7 and 8’s Puller).
Pullers will have to count the money to verify the amount, and then sign the bank log specifying if the amount was correct.
There will be one Service Card assigned to each Puller during their shift. The card will be returned to the Coordinators upon completing the pulling process.
The keyboard cord needs to be wrapped around the keyboard when a Puller finishes using it. There should be no loose cables in the Pay-on-Foot machine.
Check the receipt printer (red flashing light means it is not operational) prior to pulling money, and fix if needed, in order to get the receipt of record.
Bill-to-Bill faceplates need to be properly placed.
The following steps must be taken before you sign in and out for keys:
o All keys must be checked for defects (chips, cracks, etc…) o All keys must be labeled with proper POF numbers. Advise an Equipment Specialist if any label is missing).
o Keys will be counted before signing them out.
The following steps must be taken anytime there is a free moment:
o Cyber-keys have to be charged and programmed.
o Cyber-keys should be synced at least once a week to guarantee access to the POF machines.
Supervisors will need their personal Cyber-key, along with the POF keys, to be able to unlock the machine.
o Insert the cyber-key and wait for the green light, acknowledging access to the machine. Turn the cyber-key 90 degrees/180 degrees clockwise. o Turn the POF key two full turns clockwise.
o You now have access to the machine.
o Insert the Service Card in the ticket/card section to access the menu. Use the keyboard’s letter “A” for down and “B” for up to navigate the menu. Press “Enter” to select an option.
Check the balance - Each POF machine should have:
o 50 bills in $1 = $50
o 30 bills in $5 = $150
o 120 quarters = $30
o Total = $230
o Anything more than $230 is your revenue.
o Go back.
Select “Clear/Unload” from the main menu. (Cash)
Cassettes - Press Enter.
o $1 - Press Enter.
o Notes to keep: 50 (Make sure the NumLock is off).
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o Select “Confirm” and press Enter.
o Go back.
Cassettes - Press Enter.
o $5 - Press Enter.
o Notes to keep; 30 (Make sure the NumLock is off)
o Select “Confirm” and press Enter.
o Go back.
Cassettes - Press Enter.
o Drop Cassette - Press Enter.
o When a Supervisor is asked if they’d like to unload the cash vault’s bills manually, select “Yes” and press Enter.
o Go back.
Select “Clear/Unload” from the main menu. (Coins)
o Slots 1, 2, and 3:
o Select “Full Clear” to each and every one of the three slots, one at a time, separating each.
o Make sure to have a bag ready right where the coin change comes out before pressing Enter on “Full Clear”.
o Go back.
Select “Restock”.
o Manually load 120 quarters into the “$0.25” labeled coin hopper. o If the machine gives less than 120 quarters when first unloading the quarters’ section, the Supervisor needs to replace that amount and have it back at 120. o Select “Slot 1” and Edit the numbers to 120 units.
o Select “Confirm”.
o Go back and exit.
o Remove coins from vault.
o Supervisors will get two different receipts “Balance Report” and “Z-Total Report.”
o Receipts will show all activity that was done in POF. o Swap the bill canister with an empty one and take the loaded one back to the office.
SWAPPING OUT BILL CANISTERS WITH EMPTY ONES
Segregation/Separation of Duties
Supervisors are to pull the entire bill canister out and swap them with empty ones upon dropping the money into it. The bill canisters will be moved to the office and opened and counted by another employee.
Shift Closing
All drops (money) need to be in the office safe before the Supervisor and Manager on duty leave.
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Inventory the keys, radios, and CDCs and make sure no item is missing.
The golf carts are charging overnight.
All tickets from the structures’ exits need to be collected and brought back to the office by the Supervisors, for the tickets to be packed and stored in labeled boxes by the overnight Coordinator.
The Library drops are complete and dropped in the safe, and the Library glass door to the right of the ground level elevators is locked by 11:30PM.
Keep the graveyard/overnight Supervisor and Coordinator updated regarding pending issues, besides mentioning them in the Daily Operational Log.
Technicians Job Description
Entrance/Exit Lanes
Entrance lanes are checked daily for their ink printing opacity, and replaced when necessary.
Training
Train new Supervisors and assist current Supervisors with calls that might require two people to finish faster.
Repairing
Repair coders / POF machines if a Supervisor is not able to, or describe the situation to HUB if extra assistance is needed.
Preparing broken gates and salvaging clean, working pieces from them for later use. Assist in setting up new equipment and maintaining them.
Attendants Job Description
Puller Attendant (4:00 AM – 12:30 PM)
The Attendant’s main duty is to assist the Supervisor with the process of pulling money. The Supervisor and Attendants will be going from one Structure to another in a Golf cart to collect the revenue form the POF’s. Once in the office, the Attendant will deposit the money to the safe after it was checked and reviewed by the Supervisor.
Morning and Afternoon Attendant
Attendants are the front line of our Company, and first point of contact with the visitors. All attendants are fully uniformed before leaving the office, and each attendant will be assigned to a certain Structure or street by the Manager on duty. Radio and CDC card will be provided to the Attendant upon arriving to the office, and they will be informed and/or instructed if there are any special events.
Duties
Provide assistance to the customers with any payment or ticket issues at the machines (Exit and Pay on Foots).
Collect cash if customers don’t have a credit card.
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Issue manual receipt if customer forgot to press the receipt button at any of the machines.
Direct traffic when needed.
Assist with incoming traffic by pulling tickets at the entrances.
Assists the Supervisor with blocking lanes non-functioning lanes and re-direct the visitors
All Attendants have a thorough knowledge of all areas of the garage, thorough knowledge of the major streets, landmarks and freeways in the area of the facilities.
Help customers with any issues at machines (Entrance, exit, and Pay on Foots).
Direct traffic when traffic when needed.
Assist customers at the exit with inserting their tickets properly and calling the office and/or their Supervisor for additional help.
Accept cash payments using their CDC cards at the exit, to avoid having the customer leave their car and go out looking for a machine to pay cash in.
Courteously assist Customers by answering any questions they may have. If necessary, direct the Customer to the Facility Manager for further assistance.
CDC (Cash Debit Card)
Each Attendant and Supervisor will be assigned to their own CDC card on their first day at work.
The card will have $500 in it to allow our staff to accept cash at the exit lanes, while using their CDC to allow the customer to exit. Employees will receive their CDC when they arrive to the office with an additional $20.00 bank from the Coordinators to whom they sign off.
How to Use
1. Insert the customer’s ticket into the exit machine. Make sure the fee is accurate when it is displayed.
2. Ask the customer for the amount in cash, and make sure to count it in front of them clearly.
3. Upon receiving the correct amount, the Attendant/Supervisor will swipe their CDC card in front of the machine where it says “cards,” at the bottom left corner from the customer’s point of view. The machine will charge the fee shown on the display to that CDC card, and will deduct the amount from it.
4. Attendant/Supervisor will log the date, time, amount, structure, and the exit lane number in which they used the CDC every time, in order to make the Cashier’s Report at the end of their shift. The report will be checked by the Supervisor or Manager and the collected money will be dropped by the end of the shift.
Cell Phone and Electronic Device Policy
The following devices are prohibited from use and/or open display while on duty:
Personal Cell Phones
Cameras
iPods, MP3 Players, CD Players & Radios
TVs & Gaming Devices
Headphones & Earpieces (Only exception is for employees with driving related duties that must wear a hands-free device that is connected to a company phone) Proposal Response to the City of Santa Monica Request for Proposals Parking Management Services Printed on 100% post-consumer recycled content paper.
The above items may be used while not in uniform during breaks, but not within the visible vicinity of a work related area (cashier booth, office lobby, office, etc.) Violations of this policy will be documented and subject to disciplinary action. If employees have a concern regarding their family or friends’ ability to contact them in case of an emergency, employees will provide them with the office phone number (310) 576-4743.
Employees will speak with a Manager if they have any questions regarding the above policy.
Uniforms
Employees must wear assigned uniforms at all times.
Employees must have shirts tucked in whenever they are on the clock or whenever they are within a working area (Parking Structure, Office, Booth, etc.) Employees must wear their nametags at all times.
Employees must have on all black shoes at all times. Stripes, colored laces, glitter, etc. are unacceptable.
Employees must wear their hats straight, not sideways or backwards. SP+ logos must be centered above the employee’s face.
Any tattoos must be completely covered.
Hair and makeup must be worn conservatively.
No facial hair may be worn around the lower lip or chin.
EMPLOYEES ARE EXPECTED TO BE IN UNIFORM AT THE TIME THEY WALK INTO THE OFFICE.
Customer Service Standards
Greetings
Every employee should start an interaction with a customer with a greeting, as follows:
Hello.
Good Morning.
Good Afternoon.
Good Evening.
REMEMBER TO SMILE!
Be Respectful
Always use “please” and “thank you” when interacting with a customer.
Goodbye
Every employee should end an interaction with a customer with a wish of a goodbye, such as “Have a nice day!”
Customers Not Receiving a Ticket at the Entrance
Every Entrance coder column has an A4 sized, 8.5x11inch sign that informs the customer of their responsibility to obtain a ticket. When the machine does not issue a ticket, or for any other reason that leaves a customer ticketless during their entering process, the customer is advised to press the “Assistance” button to speak to an Office Coordinator; otherwise, they will be charged a lost ticket amount at the exit.
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The Office Coordinator will add the customer’s name on a list with the date and time, in addition to the location from which they entered, and advise the customer to press the Assistance button when exiting. The Coordinator will then call a Supervisor to check on the Entrance coder and inspect it, or even possibly fix it when needed.
Elevators
Every night, the overnight Supervisor does an inspection of all elevators to make sure that they operate safely. The inspection includes:
Checking the elevators from every level to ensure the door opening and closing correctly with no issues.
Testing the elevators’ call buttons on every level to ensure operability.
Inspecting the lights inside the elevator to ensure public safety.
When an elevator is not operational and has nobody inside, each Supervisor has a key that accesses the elevator room, and can turn it off and then on again to reset it. When an elevator is not operational and has someone inside, the Supervisor will notify the Office, which will then call the Fire Department.
Lighting Inspection
Every Sunday night our nightshift Supervisors go through every level of the Structures to which they are assigned and inspect the lighting. Every broken or malfunctioning light fixture is reported, with its precise location, on a single-sheeted report that is sent to the City on Monday morning. The stairs and elevator lights are also inspected at this time and are included on the report.
Employee Breaks
All employees that work five (5) or more hours in one (1) day must take a 30-minute lunch break and two (2) separate ten (10) minute breaks, one before and another after their 30-minute lunch break. Breaks must be taken away from the work area (booth, exit/entry lanes, etc.) and after changing or covering the uniform. Employees will contact the Office from an intercom prior to going on break and after returning from either the ten (10) minute or 30-minute lunch breaks to ensure proper coverage.
Oversized Vehicles
Every Entrance lane has height limit signs posted.
If rates are ignored and a customer drives in, and then is not able to continue, we send a Supervisor, with the help of an Attendant, who will direct the customer to an emergency exit.
If the emergency exit is not open, for any reason, our staff will then block the Entrance and assist the customer with exiting through the Entrance.
Promise to Pay
A Promise-to-Pay form is issued to customers who are not able to pay, often because of the loss of their wallet/payment method.
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The customer is first given several possible payment options. We accept cash, coins, Visa, MasterCard, Discover, and American Express.
When the customer says they have no payment method at all, they must be offered the option of backing up and pulling over to look for their ticket or for money (nearby banks).
The customer is then asked to call a friend or family member who can help them out, if they cannot get anyone to help them, we can send a Supervisor their way, and then have the Supervisor offer a Promise to Pay. Explain that their name will be added to a list and their second offense will be responded to by SMPD.
A Promise-to-Pay form asks for a customer’s personal information including their name, address, ID number, vehicle license plate number/ type/color, and the amount of the ticket owed. The PTP will then allow the customer three (3) days to send the envelope and a check back to our office for what they owe. Remember to always keep customer service in mind during this process!
Refusal to Pay
When a customer refuses to pay, for whatever reason, a Supervisor should be sent to that customer’s location to diffuse the situation. SMPD may be called depending on the situation and the hostility of the customer. When the necessary identifying information is obtained from the customer, the Supervisor will call the Coordinators to manually open the gate. The information is then given to a Manager.
Library Operations
We have two Attendants that operate the Library lot every day. The first Attendant works from 7:45AM to 4:15PM. They open the Library from 8:00 AM to 4:00 PM, and use the rest of the time to go to and come back from the Library to the office.
The second Attendant works from 3:30 PM to 12:00 AM. They takeover the Library operation from 4:00 PM to 11:30 PM, and use the rest of the time to go to and come back from the Library to the office. The Attendants scheduled to be on 4th Street, or Supervisors if necessary, can cover the two (2) Attendants’ ten (10) minute breaks and 30-minute lunch breaks.
The Supervisor scheduled to be on 4th Street (or who leaves at 12:30 AM) heads to the Library to pick up the drop bags made by the Attendant of their shift, and brings them back to the office at the end of their shift, whether first or second. That amount, with the report attached, will then be calculated and dropped in the Office safe. Generally, the first shift ends at 4:00 PM, while the second ends at 11:30 PM, which is when each Supervisor needs to pick up the drops.
The Library lot closes at 11:30 PM and a roller gate comes down at 12:00 AM, blocking access for incoming traffic, while allowing cars parked inside to leave for free as the gates open automatically for exiting vehicles at 11:30 PM. The glass door (to the right side when facing the ground level elevators) needs to be locked at the time of picking up the night time drops by that Supervisor.
Bike Valet Standard Operating Procedures
Bike Valet Parking in the City Of Santa Monica is like a coat check for bicycles. Patrons are issued a claim ticket in exchange for their bikes and our staff guards them in a secure corral.
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Secure Bike Parking and Storage
People don’t ride to events where their bikes aren’t safe. SP+ Bike Valet Attendant services ensure that even accessories will not be stolen. Cyclists appreciate the extra security, the friendly service, and the acknowledgement that they deserve special treatment. We are proud to say that we can serve up to 750 bikes in a secure location per event, and we can staff up to ten (10) Bike Valet Attendants on short notice.
Encourage Safe Cycling
We care about rider safety too. If we notice a potentially dangerous mechanical problem, we alert the rider and with their permission, if we can, we’ll fix it on the spot. We do not accept bikes on the street for safety purposes. We accept their bikes on the sidewalk.
Reduce Traffic Problems
Several thousand cars descending on an event means community disruption and attendees grumpy from long searches for parking. Given a little encouragement, many will come by bike, and then be pleasantly surprised when they can ride right into the event.
Event liaison
The Manager meets with the event organizers to discuss the venue, the event, expected numbers, and any special requirements.
Proposal Submitted
The Manager meets and submits a quotation outlining approach and costs associated with providing bike valet parking for the event.
Site Recognizance and Planning
The Manager visits the event site and prepares a site plan including suggested signage points, location and set-up of the parking, lighting requirements (if needed). The site plan is submitted to the City of Santa Monica and the event organizers for approval.
Preparation
The Manager will deliver the equipment and tickets that are needed for the event to the location; he/she will also organize staffing for the event and stay if needed. The site set-up reflects upon the organization managing the Bike Valet. We make sure the site looks professional, safe, secure and informative. We also have our staff wearing identifiable clothing; common T-shirts, orange vest, etc. We have also been implementing our Instagram account for marketing of these events.
Event Parking / Bike Valet
Bike Valet Attendants will direct the Cyclists to the event; we will have clear signage at entrance points to the venue. They are met with a smile and hello by staff at the parking entrance. They swap their bike for an individually-numbered ticket.
Attach one ticket/tag securely on their bike. Provide the bicyclist with the duplicate number (the claim ticket) and make sure they understand that they MUST hold on to it, both to re-enter the corral and get their bike. Staff advises them of closing time and wishes them a good time.
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Closing Time
The Manager and Attendants will dismantle all the equipment and racks by the end of the event.
Report
The Manager will report to event Organizers on the number of bicycles parked during the event and notes any areas that need improvement for future events, in addition to sending the invoice.
Personnel
All personnel at the Structure Operations parking facilities will be employees of SP+. All potential employees will be screened by SP+. An employment application is completed by each prospective employee and all persons interested in employment must fill out a pre-employment honesty survey.
All interviews for line-level employees are done by the on-site Facility Manager, with interviews for clerical or management positions being approved by the Senior Manager. There is a 90-day probationary period for all new employees. At the conclusion of this period, the employee's job performance is discussed in confidence and a determination is made regarding whether or not they meet our criteria for continued employment beyond the probationary period. All employees are paid by SP+, which is also responsible for making all payroll deductions and filing all required local, state and federal taxes.
It is SP+'s policy to grant promotions and pay increases on a "merit" basis. Raises are not given automatically, or on a routine basis, but rather only when an employee exhibits above average performance and the pay increase has been approved by the Senior Manager. Merit pay raises are typically given to hourly employees in January and to clerical and management staff in October.
An "open door" policy is maintained at SP+. This works to facilitate communication from employees at every level, and helps to better determine any needs that might affect the operation of the facility. All SP+ employees are expected to behave in a professional and courteous manner at all times.
All SP+ Corporate Office and Regional Office staff members, including Company officers, are available to assist the staff on all matters relating to the operation of these facilities. All managers are on call 24 hours per day, seven days per week, to attend to the operation of the structures.
Listed below, please note the Project Manager's schedule:
Monday - Friday Saturday - Sunday
7:30 AM - 5:30 PM On-Call
During the Project Manager's vacation and in any emergency situation, the management of the facility will be covered by the Assistant Manager, the Operations Manager, or other personnel as may be approved by SP+.
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The facilities are staffed and scheduled in such a manner as to ensure a smooth, efficient operation, regardless of the time of day or season of the year. To keep overtime at a minimum, part-time employees are utilized to the maximum extent possible.
All employees are required to follow the rules and regulations of SP+ as specified in the SP+ Employee Handbook. Each new employee receives and reads a copy of the SP+ Employee Handbook, and must sign a statement attesting to this fact. A copy of “The Requirements of All Employees” is also provided to each new employee. For positions such as cashiers, maintenance personnel and valets, manuals outlining specific job duties are provided.
Employees of SP+ are expected to behave in a professional and courteous manner. The employees represent not only SP+, but also the City of Santa Monica. Any conduct to the contrary will be dealt with quickly and in a manner that is firm but fair.
The first violation of Company rules or policy, depending on the severity of the infraction, will typically be dealt with through a verbal warning. If the infraction is considered to be of a more severe nature or is a second offense, a written warning will be issued and placed in the employee’s personnel file. A third violation will result in a second written warning and a suspension of the employee. Any further violations will result in immediate termination.
Offenses that warrant immediate termination are outlined on page fifteen (15) in the SP+ Employee Handbook.
Coordinator Duties
Remote Management Systems Location Guidelines / Customer Service Office We offer Coordinators inside of the Parking Office to address customer inquiries in the City’s Downtown Structures operations. Through our centralized Remote Management Services Center, we can also offer the City and its parking customers with national customer service expertise to enhance consistency and performance. Our Coordinator’s duties include, but are not limited to the following:
Respond to and resolve DataPark intercom system customer assistance calls.
Answer Office Phones if no one is picking up the line from the Offices.
Collect PTPs (Promise to Pay) envelopes and record on the log sheet.
Distribute and collect radios; ensure they are logged in/out. Contact Supervisors if radios are missing.
Contact Managers if Supervisors are not responding to Coordinator service directions.
Distribute and collect banks for the attendants.
Record meal break times for attendants.
Prepare deposit slips for POF terminals from the night/early morning collections.
Verify that keys are signed in and out correctly.
Verify the petty cash amount at the end of their shift.
Log complaints on a form in the binder.
Handle refunds if the customer asks and collect a phone number.
Ensure that Supervisors are signing in when retrieving a CDC (master keycard).
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Etiquette Guidelines
Answer the intercom calls within one ring, when possible.
Ask for help if the calls are backed up or if the other Coordinator is on a break.
No chewing gum or eating while sitting at the intercom systems.
No cell usage or reading of books or magazines.
Basic Intercom Greeting
Thanks for calling SP+. This is Name. How may I help you?” Basic Intercom Salutations
If you are not thanked say: “Thank You! And have a good day.” If you are thanked say: “You are very welcome. Thank You! And have a good day.” Intercom Scripts for Coordinators
Issue Resolution
1. Customer lost ticket I’m sorry. Unfortunately, without the original ticket, you are responsible for the lost ticket amount of $14. If you’d like, you could turn on your hazard lights and back up to look for the ticket OR I can send the lost ticket amount to your screen and you can insert a debit/credit card.
2. Customer doesn’t have
enough money to pay the
ticket
Oh I’m sorry. Please give us a few minutes and a Supervisor will be there to assist.
(S9 Only: Please back up carefully and move your vehicle so that other patrons may exit.)
3. Ticket stuck in the POF
machine
I’m sorry that happened. What does the screen say?
Insert a Ticket: OK, please wait for a few minutes and a Supervisor will come to assist you.
Ticket jam call Operator: OK, please wait for a few minutes and a Supervisor will come to assist you.
4. Customer needs a receipt
at the end of the
transaction
Please drive to the exit and press the Help button when you get there.
We will send someone to give you a receipt.
5. Credit card stuck in the
POF machine
I’m sorry that happened. First, press the Cancel button. Second, wait about 40 seconds and the credit card should come out. If it doesn’t come out, press the Help/Assistance button.
6. POF machine can’t read
the ticket
I’m sorry that happened.
Data Park: Please hold your ticket up to the camera (the black circle at the top of this machine) so that I can read your ticket. OK, thank you.
I’m sending the amount to your screen based on the time noted on your ticket. When you see the amount on the screen please insert your debit, credit card or cash. (If necessary, review the garage rates with the customer).
7. POF machine charged the
incorrect price
Data Park: Please hold your ticket up to the camera (the black circle at the top of this machine) so that I can see the time on your ticket. OK, thank you. I’m sending the amount to your screen based on the time on your ticket. When you see the amount on the screen please insert Proposal Response to the City of Santa Monica Request for Proposals Parking Management Services Printed on 100% post-consumer recycled content paper.
Issue Resolution
your debit, credit card or cash (If necessary, review the garage rates with the customer).
8. Customer’s key card is
deactivated
Data Park: May I have the numbers on your key card? I’m going to open the gate for you. When you’re ready to exit, drive to the exit and press the Assistance button and we’ll let you out from there.
9. Customer used the wrong
slot to insert their credit
card
I’m sorry that happened. First, press the Cancel button. Second, take your ticket and wait about 40-seconds. The POF machine will return your credit card. When the machine returns your card, re-insert your ticket first. Then insert your debit/credit card in the same slot as the ticket. If your credit card does not come back, please press the Assistance button and I will send someone to assist you.
10. Customer left their ticket in
the POF.
I’m sorry that happened, but how may I help you? What time did you enter the garage? Ok, I can send you the amount based on that time and you can pay here with a debit or credit card.
11. System is down. Employee Directions
Attention all Attendants and Supervisors: the system is currently down.
Attendants, please go to the designated POF machines to direct customers. Supervisors, please go to the designated exits to open the gates and allow customers to exit.
New Coordinator Guide
Login to DataPark
General Folder
Intercom Client
DP Remote (use sign in password to access)
Intercom Basics
Intercom numbers begin with the structure number; followed by the station number. o e.g. 7-45
o 7 would be the Structure and 45 is 4th Street exit (station number) All stations begin with structure number; except, the Library, the Civic Structure and Auditorium (CAPL, CCPS,) Ken Edwards (KEC) and the Pier.
Special Locations
o Library (Begins with 1)
o Civic Structure (Begins with 2)
o Civic Auditorium (Begins with 3)
o Pier (Begins with 4)
o KEC (Begin with 5)
A useful hint!
o Special locations have a higher station number e.g.
o PS 5, Exit 536
o KEC, Exit 593
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o Station numbers are high verses low
ADA/Handicapped
ADA or Handicapped parking is only free at these locations:
Pier
Civic Structure/Civic Auditorium
Library
To enter ADA/Handicapped information
Select other (Reasons Column)
Always ask to see the plaque
Enter text ADA; the ADA number; followed by the amount
o e.g. ADA G123456 $2.00
Sending Lost Ticket and General Amounts
To send general amounts (Downtown)
o Click Transient Assistance (Located in DPRemote icon) o Click Generate
o Change time (Insert time from customers ticket)
o Change letter (select A)
o Click Generate
o Click Run
To send LT (Lost ticket) (Downtown)
o Click Transient Assistance (Located in DPRemote icon) o Click Generate
o Change letter (select H)
o Click Generate
o Click Run
To send general amount (Civic)
o Click Transient Assistance (Located in DPRemote icon) o Click Generate
o Change time (Insert time from customers ticket)
o Change letter (select D)
o Click Generate
o Click Run
To send LT (Lost ticket) (Civic)
o Click Transient Assistance (Located in DPRemote icon) o Click Generate
o Change letter (select I)
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o Click Generate
o Click Run
Also, customers can go to the POF’s (Pay on Foot Machines) to pay for a lost ticket, via the “LOST TICKET” button; however, you MUST send lost ticket amounts to the coder (exit) at the Civic.
Streets and Structures
4th Street (All odd numbers)
o PS 1
o PS 3
o PS 5
o Library
2nd Street (All even numbers)
o PS 2
o PS 4
o PS 6
o PS 9 (Located on 4th street, but handled by the 2nd Street Supervisor) Santa Monica Place (Mall)
o PS 7
o PS 8
o Civic Structure
o Civic Auditorium
o
Figure 1.1
4th Street Diana
2nd Street Rhon
7/8/ Civic Danyee
o Swallowed Credit Card at PS 4; Rhon
o Ticket Jam at PS 3; Diana
o Coder out of tickets at Civic Auditorium; Danyee
o Broken Gate at Library; Diana
A useful hint!
o All Supervisors are assigned to FOUR locations.
Intercom Etiquette
Hello, how may I help you?
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Always listen to the customers in entirety – DO NOT interrupt.
Always say please when asking a customer to complete a task.
Always end the call with a thank you very much.
Radio Etiquette
Base to: whomever you are calling (Always call by name) Relay message
Radio checks; loud and clear
Phone Etiquette
To call out dial: (#55123891:area code and phone number) Whom to Call
Attendants
To give receipts
To assist customers with payments
To verify unreadable/bad tickets
To help with code blacks (traffic backups)
Supervisors
Swallowed Credit Card at coders (exits)
Swallowed coins or cash at POF (Pay On Foot)
PTP (Promise to pay)
Code Black (traffic backups)
Broken Gates (also call an on duty technician)
Ticket Jams
Upset/Irate Customers (Code Red/Purple)
Exits and POF’s
POF’s that Accept Cash
PS 1-5; customers can pay with cash on level 2
PS 6; customers can pay cash up the ramp if in basement; down ramp if on level 2 PS 9; POF inside structure
PS 7 and 8; all POF’s accept cash
If customer is in vehicle or at POF on ground level and needs to pay cash:
o PS 1-5 can pay cash on level 2
o PS 6 and 9 can refer to top notes
o All POF’s at 7 and 8 accept cash
PS 7 – 4th Street exit to the right is a POF machine
PS 8 – Colorado exit to the right, behind wall is a POF machine Proposal Response to the City of Santa Monica Request for Proposals Parking Management Services Printed on 100% post-consumer recycled content paper.
Helpful Information
Maximum time to park at Structures: 72 hours.
First ninety minutes free; one dollar first additional hour; $1.50 each half hour; daily maximum $14.00 (Downtown)
First thirty minutes free; one dollar every additional hour; daily maximum 5.00. (Civic) Customers have twenty minutes to exit the structure after validating ticket.
Structures are opened 24 hours; except Library, closes at 11.
As coordinators, we are responsible for logs and making sure every attendant takes lunch BEFORE fifth hour!
ALWAYS watch cameras inventively!
EMERGENCY PROCEDURES
Vehicles Leaking Gasoline
The area around the vehicle will be blocked off by SP+ personnel. Do not flush with water! This will spread the gasoline. An employee will be stationed near the area around the vehicle and pedestrian traffic will then be prevented from entering the area. The Santa Monica Fire Department will be called.
Robbery
Each employee has specific instructions to follow in the event of a robbery as outlined in the Robbery Procedure Guidelines.
Theft of a Vehicle
In the event of a reported vehicle theft, the costumer will be directed to Santa Monica Police Department.
Auto Damage
No claims are to be accepted for damage to a vehicle unless obviously caused by a parking gate. SP+ personnel or Project Management will handle these claims and complete a damage report form, after the form is completed will be directed to City Parking Office.
Fire
In the event of a fire at a facility, personnel on duty will immediately notify the Santa Monica Fire Department, then the Santa Monica Parking Office and then the SP+ Operations and District Managers. All pedestrians and all personnel will be evacuated from the immediate area to a safe area to be predetermined by SP+ and Fire Department.
The facility’s entrance equipment will be turned off if possible and blocked with cones (fire department vehicles will be allowed to enter). All exit lanes will be opened by whatever means necessary (i.e. breaking gate arms or manually opening gates) to allow uninterrupted flow out of the facility. The Project Manager will meet the fire truck(s) at the entrance and direct them to the fire. Other employees will be stationed at the facility’s entrance to prevent any customers from entering the garage. Fire extinguishers will only be used by SP+ employees if it is obviously safe to do so.
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On The Job Injuries
In the case of a work-related injury, the Project Manager will first make sure the injured person is provided with immediate medical attention. Photographs will be taken, details pertinent to the injury will be recorded, and if possible, elimination of the cause will be undertaken. A written report will be forwarded to the City Office, Corporate Office and the Worker's Compensation Insurance carrier, relating to all details of the injury/accident.
Fall Downs or Personal Liability
The Project Manager will be notified in order to handle the situation according to the following procedures. In the event of the Project Manager's absence, the cashier will complete the following procedures:
Page the Operations Manager and call the City Office;
Ask the injured person if they need medical assistance, calling an ambulance if necessary;
Make the injured person as comfortable as possible;
Have them explain, in their own words, exactly what happened; Complete an incident report and obtain the names and addresses of any witnesses; Photograph the area where the injury occurred and, if necessary, the injured party.
This information will be documented and forwarded to the City Office and SP+ Office for review.
The staff is instructed not to alter the condition of the accident scene without the SP+ District Manager's approval. The area will be blocked off with traffic barriers or cones if conditions warrant. Once the scene is cleared, the SP+ Project Manager will take pictures of the accident scene.
A first notice of injury will be sent to notify the insurance carrier of the situation. Our main responsibility is to obtain all information possible. SP+ personnel are instructed NEVER TO ADMIT ANY LIABILITY WHATSOEVER.
Mugging and / or Assault
In the event of a reported mugging or sexual assault, facility personnel will make the victim as comfortable as possible and immediately contact the Project Manager. The Project Manager will then notify the Santa Monica Police Department and request an ambulance if necessary.
Facility personnel will block off the area and not allow anything to be touched or moved. SP+ will cooperate fully with any police investigation. The Project Manager will notify the City Parking Office and the SP+ Regional Manager immediately.
The staff will not discuss details of the incident, levels of security, or any other aspects of this situation with anyone except the police, SP+ management, and City Parking Office.
Safety Precautions
The Safety Precautions enumerated below are designated to acquaint our employees with the dangers inherent in the search, discovery and handling of suspected bombs, upon either notification of a bomb, or if they have other reason to suspect that a bomb exists in the facility.
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While some of the following Safety Precautions may seem elementary, employees shall not dismiss them as unimportant, nor take them for granted. Adequate knowledge of their precautionary provisions may save their life, the lives of fellow employees, and the lives of individual customers and visitors who frequent the Facilities.
Water is provided to each Structure on a daily basis to keep employees hydrated during their shifts.
Do not use radio equipment to transmit messages.
Do not smoke
Do not accept the contents of any container as "bona fide", simply because it was delivered by routine means!
Do not accept container markings and/or appearance as sole evidence of their contents, identification and legitimacy!
Do not touch a suspected bomb!
Do not shake, shock, or jar a suspected bomb!
Do not cover a suspected bomb!
Do not carry a suspected bomb!
Do not assume a suspected bomb is of a specific (high explosive or incendiary) type! Do not open any suspicious container or object!
Do not cut a string, cord, or wire on a suspicious container or object! Do not remove the wrapper of suspicious container.
Do not unscrew the cover of a suspicious container or object.
Do not move the latch or hook on the cover of a suspicious container or object.
Do not raise or remove the cover of a suspicious container! Do not change the position of a suspicious container or bottle! Do not place a suspicious container or object into water.
ROBBERY PROCEDURES
Remember: Personal safety is worth more than any amount of money. EMPLOYEES SHALL NOT TRY TO RESIST.
In the event of any attempted robbery, employees shall always cooperate completely with the demands of the thief.
Remain calm and cooperative.
Follow the robber’s instructions. Give the robber the money if that’s what the robber wants. Do not resist in any way.
Mentally record as much information as possible about the robber.
Race
Height and Weight
Approximate age
Hair and eye color
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Facial Hair
Description of clothing
Tattoos or Scars
Direction robber flees
Make/color of vehicle, if any
Only after it is confirmed the robber has left, does the employee call 911 and their Supervisor immediately. Write down all details regarding the robbery while they are still fresh in the employee’s memory.
Follow instructions given by authorities. Do not touch any items or surfaces the robber may have touched.
Bomb Threats
It has been clearly proven that the vast majority of these calls are indeed false alarms, meant only to disturb or disrupt the normal work of a person or company. However, because of the possibility of terrorist threat, at no time should any call be regarded as “just another false alarm.” Should a threat call be received, the following procedures shall be used as a guide to protect the lives and property of employees, tenants and visitors.
Keep the caller on the line as long as possible. Ask the caller to repeat the message. Be calm.
Be courteous. Listen carefully to what is said and make notes. Do not interrupt the caller.
THINK!
1. Obtain as much information from the caller as possible:
Location of the bomb.
Time of detonation.
Outside appearance or description of bomb.
Reason for planting the bomb.
The caller’s identity
2. Remind the caller that the Location is occupied and an explosion might cause the death of many innocent people.
3. Listen for background noises that might help in determining from where the call was made, such as public address systems or vehicular traffic noises.
At the conclusion of the call, during normal business hours, immediately report the call to the Project Manager and the City Parking Office, giving as much of the following information as possible:
Employee name.
Employee location and phone number.
Name of the initial recipient of the threat.
Name of anyone listening in to the threat.
Name of any employee threatened by the caller.
Normal work location of the threatened employee.
TIME the bomb is supposed to explode.
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Exact LOCATION where the bomb is supposed to be.
Outside appearance or description of the bomb.
Reason for the bomb.
Time.
4. Notify Supervisor about the bomb threat call.
UNIFORMS
Except for the Project Manager and clerical staff, who dress in appropriate business attire, all employees are required to wear company-provided uniforms at all times during working hours.
Employees are not allowed to wear company-provided uniforms when off-duty or away from work.
The design and colors of these uniforms are subject to change at the direction of the City of Santa Monica. A nametag will identify each individual as an employee of SP+. Uniforms are either rented from an outside uniform vendor or purchased based on quality, service and cost.
To ensure that all employees maintain an impeccable appearance, spare uniforms will be kept in the Project Manager’s office in the event an employee’s uniform should become soiled or damaged during the performance of their job.
Any employee not meeting the requirements of the uniform policy will not be allowed to clock-in, will receive the appropriate disciplinary action, and will not be allowed to return to work until all requirements as they relate to appearance and uniforms have been met.
Uniform Laundering
Employees are responsible of keeping the uniform in good and clean condition.
Loss Control
Inspections of the facilities will be made monthly by SP+. A report will then be submitted to the City Parking Office and will include all items contained on the Parking Facility Inspection Checklist.
Employee Benefits
Employees are provided benefits as outlined in the SP+ Employee Handbook. These benefits include paid vacations, sick leave with pay, stock purchase options, a retirement plan, Company provided health insurance, and in some cases, life insurance.
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Operations Plan
Santa Monica Beach & Pier Parking Locations
The following Operations Plan is designed to provide a comprehensive overview for the parking facilities and operations at the Santa Monica Beach Lots and Pier Deck (“Santa Monica Beach Operation”).
The subject parking facilities that comprise the Beach, Pier, Main Street and ancillary lots (the “Beach and Pier Operations”) consist of approximately 28 facilities, plus the Santa Monica Pier deck lot and the Annenberg Beach House. The cashier booths are manned based on the schedule approved by the City of Santa Monica.
This Plan of Operations will be updated and revised as necessary and/or as directed by the City. Any and all updates and revisions shall be approved by the City of Santa Monica prior to implementation.
CHANGES TO PLAN OF OPERATION
In order to change any part of this Plan of Operation, the proposed changes must be approved in writing by the City Parking Office and SP+. SP+ will continually review the services we provide, in addition to our budgeting, graphics, security, marketing and all other facets of the parking operation.
In addition, SP+ will, at least ninety (90) days before the beginning of each fiscal year, prepare and deliver to the City an updated Operating Plan. The Operating Plan shall contain all proposed rates, projected revenues and expenses for the forthcoming budget year. SP+ will utilize an approved Operating Plan budget format and individual accounts in accordance with the City Parking directive.
OPERATIONAL METHODOLOGY
SP+ works closely with City of Santa Monica in order to maintain the high standards of customer service expected at the Santa Monica Beach Parking Operations. Our on-site Senior Facility Manager, Eduardo Sanchez, is fully responsible for all aspects of the operation and will be supported by the Senior Manager, Angel Diaz, CAPP, and the Vice President of Municipal Operations, Tim Downey.
The Beach parking facilities consist of approximately 5,537 spaces (combined). Visitors are the primary users of the facility. The intent of our operational approach is to provide easily accessible and convenient parking for all users of the Santa Monica Beach Parking Operations by employing appropriate policies and procedures that lead to efficient operations.
The rates for transient and contract parking patrons will be reviewed on a regular basis with the City, with all cash control procedures being enforced to ensure that revenue will is maximized at the facilities.
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Traffic Controls
Traffic flow within the facilities is controlled through clear and concise signage and easy-tounderstand graphics placed in necessary positions at the entrances of and throughout each facility (as applicable). SP+ will review signage and graphics routinely to ensure ease of ingress and egress into and within each facility.
Another control which is and will continue to be utilized to mitigate traffic issues at the Beach Operation is staffing and scheduling. Scheduling of cashiers will be facilitated so that payroll costs are minimized, but customer service is maximized.
All booths will be staffed as necessary during peak traffic times. These times normally occur during the lunch hour (11:00 a.m. to 1:00 p.m.) and evening (4:00 p.m. to 5:30 p.m.) rushes. In the event of an unusually high ingress or egress period, management and clerical staff, as well as any remaining staff on duty, will be dispatched by the Senior Facility Manager to key positions to direct traffic or staff cashier booths until traffic returns to normal levels.
Terms for Daily Space Rentals
Daily space rentals for transient parkers will be allowed on a first-come, first-serve basis.
Transient parkers will be charged based on the daily rate that will be predetermined by the City of Santa Monica.
Through twice-daily space counts (performed at peak occupancy hours) available space in the facilities will be monitored. When a facility is nearly full a Traffic Director will be sent to control entry into the location and signs will be strategically positioned at the entrances of the facilities.
Transient parkers will be denied access to a given facility at these times, and directed to an alternate location. Once a sufficient number of parking spaces become available, the traffic director will remove the signs and transient parkers will be allowed to enter the facility.
RATES AND HOURS OF OPERATION
Hours of Operation
All of the facilities in the beach are open from sunrise to sunset seven days a week. The cashier booths will be staffed Monday through Sunday, from 7:30 a.m. until 5:30 p.m. during the summer time. During the winter season the locations are open from 7:30 a.m. until 5:30 p. m., with the exception of Lots 4 and 5 South which close at 4 p.m. The Santa Monica Pier is staffed until 12 a.m. Sunday to Thursday, and until 2 a.m. on Saturday and Sunday. However the lot is fully automated so it is still operational 24 hours per day, 7 days per week. The 1550 Lot opens at 7:30 a.m. to Midnight during the winter, and during the summer the lots will close at 2:00 a.m. 2030 Green Area
The green area is open during holidays and busy summer weekends, or as needed. During holiday weekends signs are posted on Friday notifying customers that the green area will be open for additional parking. On a busy summer weekend the signs are posted early in the morning. Lot 2030 rates are listed below.
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Rates
Below are the current rates that were established in an effort to achieve the objectives of the City and as stated in our Operational Plan(s). The rates are given by the City of Santa Monica Parking Office.
LOCATIONS
Summer Daily Flat Rate (May-Sept) Weekdays/ Weekends
415 PCH Everyday $3 per Hour/Max $12
530 PCH $8 / $10
810 PCH $8 / $10
930 PCH $8 / $10
950 PCH $8 / $10
1030 PCH $8 / $10
1018 PCH $8 / $10
1060 PCH $8 / $10
1150 PCH $12 / $12
1550 PCH $12 / $12
1640 PCH Everyday $1.00 per Hour/Max 2 hour parking
1670 Appian Way $8 / $12
1750 Appian Way $8 / $12
2030 Barnard Way $8 / $10
2600 Barnard Way $8 / $10
Short Term Parking:
2030 Barnard Way Everyday $1.00 per Hour/Max 2 hour parking 2600 Barnard Way Everyday $1.00 per Hour/Max 2 hour parking Winter Daily Flat Rate (Nov-Mar) Weekdays/ Weekends
415 PCH $6 / $6
530 PCH $6 / $8
810 PCH $6 / $8
930 PCH $6 / $8
950 PCH $6 / $8
1030 PCH $6 / $8
1018 PCH $6 / $8
1060 PCH $6 / $8
1150 PCH $6 / $8
1550 PCH $6 / $8
1640 PCH $6 / $7
1670 Appian Way $6 / $8
1750 Appian Way $6 / $8
2030 Barnard Way $6 / $8
2600 Barnard Way $6 / $8
Short Term Parking:
2030 Barnard Way Everyday $1.00 per Hour/Max 2 hour parking 2600 Barnard Way Everyday $1.00 per Hour/Max 2 hour parking Proposal Response to the City of Santa Monica Request for Proposals Parking Management Services Printed on 100% post-consumer recycled content paper.
Santa Monica Pier Summer Rates:
Hourly Rate $3
Max Rate $15
Santa Monica Pier Weekday Winter Rates:
Hourly Rate $2
Max Rate $10
Santa Monica Pier Weekends Winter Rates:
Hourly Rate $2
Max Rate $12
Parking Permit Rates
All permits are given by the Santa Monica City Parking office.
SP+ Employees
Management and Employees Pay Regular Fee
Except if the employee is provided with a City Permit by the Facility Manager Holiday Hours of Operation
The Beach and Pier parking facilities will remain open during all holidays (listed below):
New Year’s Day January 1
Memorial Day Last Monday in May
Independence Day July 4
Labor Day First Monday in September
Thanksgiving Day Fourth Thursday in November
Christmas Day December 25
COMPLIMENTARY PARKING
Complimentary parking at the Beach parking facilities is given and authorized by the City Parking Office. Passes are issued to authorize complementarily parking. Customers should display at all times the complementary City of Santa Monica Exempt City parking permit to avoid being charged the daily rate at the location.
PERMIT PARKING
All permit parking passes are currently being issued and managed by the City of Santa Monica.
CHECK ACCEPTANCE POLICY
All daily parking fees are to be collected in cash. Checks are to be accepted from transient parkers only for special events. When accepting checks the following procedures will be performed:
A. Verify and write on the front of the check the following information:
B. Driver’s license number.
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C. Home address.
D. Home and work phone numbers.
If unable to obtain this information, the check will not be accepted. All checks should be made payable to the City Of Santa Monica. There is a $25.00 service charge on all returned checks.
CASH CONTROL PROCEDURES
A working day generally runs from 7:00 a.m. to 6:00 p.m., with the exception of the Santa Monica Pier and 1550 Lot which close at 2:00 AM.
Ticket Accounting Procedures
The number of tickets issued during a business day will be determined by the sequence of the opening and closing ticket of the previous day. This allows SP+ to determine how many tickets were issued by each cashier on the previous business day.
We then compare the total number of tickets issued vs. the number of non-revenue tickets turned in by the Cashier. We will have a total count of revenue tickets sold. If a variance exists the situation is investigated.
This will be done by retrieving all reports of the tickets issued by the Cashier from the system database (POS) and determining which tickets were issued that have not been collected. Any missing tickets will be compared to the cashier journal report to see if discrepancies exist in the way transactions were processed.
The Facility Manager at the beginning of the next day’s shift will deliver the non-revenue tickets and cashiers report to the auditor for entry into the daily ticket composite on the daily business report (DBR). Fees collected will be either in cash, check or coupon validation.
If a customer does not have the proper amount of validation coupons or did not have their ticket validated by the restaurant or facility that was visited, and refuses to pay the fee, they are given a promise to pay (PTP) for them to mail their payment. Validation tickets are only accepted at the Pier Deck. At shift end, the Cashier will fill out a Cashier report that lists the amount of any deposits and the non-revenue tickets counted. The reports will be audited and review the following morning.
Cash Deposits
During the Cashier's shift, whenever revenue reaches $300.00 over the operating bank, the Cashier is required to make a deposit into the drop safe. Each cash drop will be recorded on the cashier’s report.
Every evening, the Facility Manager or Assistant Manager will retrieve the previous day’s deposits from the safes in the cashier’s booth. The cash is then counted by the Facility Manager and/or Assistant Manager and recorded on a daily cash control sheet.
This sheet breaks down the total deposits made by each Cashier at each location. A bank deposit is prepared and deposited a minimum of once per day from the facility office to the Proposal Response to the City of Santa Monica Request for Proposals Parking Management Services Printed on 100% post-consumer recycled content paper.
bank. Copies of each check are made and kept with the daily cash control sheet. A validated deposit slip is also attached when it is returned from the bank.
The cash is reconciled to the daily ticket composite by the Ticket Auditor and any overages/shortages are reported. All work is reviewed and supervised by the Facility Manager and/or Assistant Manager.
ON-SITE AUDIT PROCEDURES
The on-site ticket auditing is done by the Supervisor in the location and it’s done randomly to the Cashiers. The audits are based on the following procedures: The tickets will be compared to the computer totals (POS System) and any discrepancies will be investigated and reported to the Facility Manager and/or Assistant Facility Manager.
The on-site audit procedures include the steps listed below:
1. Check all the non-revenue tickets match the POS
2. Check that Cashiers have the correct Log In and Log ticket based on the previous ending number.
3. Verification of the amount and time of any drops noted on their reports
4. Reconciliation of the validation stamps (if any).
5. Preparation of a written report by the Auditor concerning any mistake in the Cashier's processing of tickets.
6. Verification of the Cashier's report totals, recording the date, location, lane number, and shift hours of their check-out sheets.
7. Any discrepancies will be reported to the Facility Manager for review.
The Beach Daily Business Report (DBR) is a statement of all ticket and monetary activities involving the date in question, for both transient and permit parkers. The report is divided into several functional sections as explained below:
1. TICKETS ISSUED - Determines the number of tickets dispensed "Tickets Issued" is then calculated as the difference between closing and opening ticket numbers
2. Non- revenue TICKETS - Summarizes each category as follows (these tickets are kept by the Cashier):
A. Log In and Log Out
B. Special Event: Occasional events approved by the City of Santa Monica Parking office
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C. Validated: Tickets validated by the restaurant or location visited.
VALIDATED TICKETS ARE ONLY ACCEPTED AT THE SANTA
MONICA PEIR LOT.
D. Disabled: Approve by the City of Santa Monica all disable plates or tag don’t pay the daily rate.
E. Day Permit: Includes all permit issued by the City Parking Office F. Transaction Cancelled or not completed: This tickets are issued due to a Cashier’s mistake or a customer’s car not stopping on top of the loops;
G. U-turn: These types of tickets are issued due a customer entering the lot by mistake;
H. Beach Staff: Includes tickets from entry of the City of Santa Monica Police Department, Maintenance Department, SP+ employees and City officials;
I. Voids: Includes tickets, clear tickets, spit by mistake, or tickets not properly issued.
3. TICKET SUMMARY - Indicates number of tickets issued.
4. REVENUE - All income for the day’s business, including:
A. Day and Night Transient: Total of all Cashiers' revenue for the day.
B. Taxable Monthly: Payment received in the office for contract parking.
C. Other Income: Any revenue not covered by above.
D. Over/Short: Difference between actual Cashiers' receipts and value that should have been collected on all tickets.
F. Daily Sales: Includes all of the above categories summed to show total revenue collected for the day.
G. Total Deposit: Daily Sales plus or minus any over/short amount.
5. DROP INFORMATION – Records the deposit slip number and amount of deposit for each slip.
In addition, any unusual conditions or events significantly affecting the report are presented here briefly. The report is presented with all back-up, including bank deposit slips, coupon sales log, recap of collection, and other documentation as required.
TRAFFIC DETAIL
For the Beach facilities we have traffic directors for the busier lots where the traffic flow is heavy. These lots are also opened and closed periodically throughout the day based on the occupancy levels and to keep the street traffic flowing at a smooth pace. We have a winter and Proposal Response to the City of Santa Monica Request for Proposals Parking Management Services Printed on 100% post-consumer recycled content paper.
summer Traffic Director and Attendant staffing schedule to deal with the different volumes throughout the year.
Traffic Directors
The Traffic Directors have several roles when working at the lots. Their responsibility areas follow:
Direct cars to available parking spaces throughout the lots.
Conduct car counts periodically in each lot.
Alert supervisor when the lots are reaching capacity.
Supervisors will coordinate with Traffic Directors when lots need to be closed and conedoff.
At this point Traffic Directors monitor the lots and re-open them when the occupancy level is at fifty (50) or more available spaces. This process is continued throughout the day.
Traffic directors also assist with vehicles exiting especially when there is a back up do to street traffic.
Pier Deck Lot Detail
All the steps above are followed with a few additional responsibilities. When the Pier Deck Lot gets full, the Traffic Director must close the lot entrance off at the Ocean Avenue/Colorado Street entrance. The traffic director will then alert SMPD.
At this point, SMPD will close the Ocean Avenue northbound left turn entrance lane to the lot.
This will keep the traffic flowing on Ocean Avenue and minimize any back-ups. Once the Pier Lot has an acceptable amount of spaces, the Traffic Director will re-open the lot and alert SMPD.
1North (1550) Lot
Lot 1 North also has some added responsibilities unlike any other Beach lot. When the Lot 1N is reaching capacity a few things occur. First, the lot has four (4) Traffic Directors because of its size and heavy utilization.
When closing the lot, one (1) Traffic Director closes off Appian Way with barricades. Barricades are used instead of cones here due to the fact that the cones are often moved by patrons trying to enter. The second Traffic Director closes the PCH entrance to the lot with cones. This process is done periodically throughout the day based on utilization. SMPD is notified when this occurs.
Traffic Directors Staffing Levels
During the Winter Months we only have a few Traffic Directors in the 1550 (adjusted as necessary). However, during the Summer Months we use the following staffing levels? Proposal Response to the City of Santa Monica Request for Proposals Parking Management Services Printed on 100% post-consumer recycled content paper.
For the Lot 1 North we use four (4) Traffic Directors: One (1) to handle Appian Way traffic, one (1) to handle the lot’s exit onto PCH, and two (2) car counters that remain in the lot.
At Lot 4 South we have one (1) Traffic Director for the Summer Months.
At the Annenberg Beach House we utilize two (2) Traffic Directors. One (1) handles the North side and the other handles the south side.
At the Pier Deck Lot we have one (1) Traffic Director which handles the car counts and daily lot closures referenced above.
Attendant Staffing Levels
During the Summer Months the Parking Attendant staffing levels increases as well, as follows:
Lot 1 North: There are six (6) Attendants in the Winter Months and twelve (12) in the Summer Months. This is because all the lanes are opened; Lot 4 South: Increases from one (1) to two (2) Attendants; Lot 5 South: Increases from one (1) to (2) Attendants in the Summer Months:
Lot 3 North: In the Winter Months it is only staffed on the weekends with one (1) Attendant. During the Summer Months it is staffed seven (7) days per week with one (1) Attendant;
Lot 8 North: In the Winter Months it is only staffed on the weekends with one (1) Attendant. During the Summer Months it is staffed seven (7) days per week with one (1) Attendant.
ACCOUNTING
Original books of entry will be maintained by SP+ in the Beach office. All records will be scanned and saved digitally. Hard copies will be kept for one (1) year. These records will be available for inspection at any time by designated representatives of the City.
Cash Receipts
All parking revenues are deposited into a City-designated depository account. The City of Santa Monica provided SP+ with an operating advance at the execution of the contract.
The City of Santa Monica will, upon receipt of a detailed monthly invoice, reimburse SP+ for all monthly operating expenses. Daily cash reports are reported in TELEREV, an SP+ revenue reporting system.
Cash Disbursements
All invoices will be submitted to the Senior Manager for payment. The invoices will be reviewed, approved by the Facility Manager and Operations Manager and paid when due. Duplicate copies of all invoices submitted for payment are maintained in the Beach office. All invoices will be paid through the Operating Account.
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Sales Tax Collections, Remittance and Reporting
All parking fees and transactions include a 10% sales tax charge. All applicable sales tax will be paid from the City’s depository account. SP+ will assist the City of Santa Monica in a manner the City deems appropriate in the calculation and remittance of the sales tax.
MONTHLY REPORT
A monthly report is prepared by SP+ and submitted to the City of Santa Monica Parking office on or before the 5th of each month. The monthly report contains the following items:
Monthly Operating Report
Monthly Revenue
Monthly non-revenue and revenue ticket count
The forms and content of the monthly report are determined by a partnership agreement between SP+ and the City of Santa Monica Parking Office.
TICKET INVENTORY, STORAGE AND DISTRIBUTION
Tickets
Ticket stock at the Beach Facilities consists of numbered tickets and is color-coded based on the location. Tickets will remain in sequence until the supply is exhausted. When tickets are removed from inventory to restock the Cashier booths, the tickets are logged out on the master ticket inventory log by recording the date, series numbers removed, location to be restocked and the signature of the person who removed the tickets.
Tickets will only be removed from the storage room and restocked by either the Facility Manager or authorized office personnel. All tickets will be ordered through SP+ by the Facility Manager. When new ticket stock is received it will be logged into the master ticket inventory log for tracking.
The tickets are returned to the Beach office for audit. Once the tickets have been audited they are bundled, labeled with the date the tickets were processed and placed in a storage box.
When a box becomes full, it is labeled with the location and dates of the tickets it contains, and is placed in a locked storage room. Used tickets, as may be applicable are held in storage according to the records retention schedule outlined below.
Records
SP+ will keep and maintain Records at the Beach office in Santa Monica. The Books and Records will be kept in accordance with generally accepted accounting principles for the following specific periods:
Parking Tickets 3 months
Time Cards, Invoices 3 years
Summary Sheets 1 year
Electronic Data 5 years
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The Facility Manager will notify the City of Santa Monica and obtain approval before any records are destroyed or deleted.
MAINTENANCE
SP+ personnel are responsible for maintenance and up-keep of all the City of Santa Monica Beach parking facility areas in accordance with our contract. Cleaning is done on a regularly scheduled basis, with special projects being done as necessary.
Repair and maintenance of the equipment associated with the upkeep of the facility is the responsibility of SP+ personnel. Inoperative equipment is checked to determine if neededrepairs can be made prior to calling outside service contractors.
Outside vendors may be used when necessary to repair and maintain equipment in the facilities.
Any repairs of a capital nature (over $2,000) will be sent to the City of Santa Monica with estimates for approval prior to undertaking the project, unless it is a dire emergency.
The Facility Manager will ensure preventive maintenance procedures are maintained on all equipment to insure longer life and lower regular maintenance costs.
SP+ will maintain the parking facilities as outlined below:
Regular sweeping and debris removal from the facility floors, driveways and sidewalks, with extra attention paid to problem areas as reported or when reasonably requested by the City of Santa Monica.
Maintenance of revenue control equipment
Annual floor striping and curb painting by request of the City of Santa Monica Routine maintenance of signs
Replacement of lights
Inspection and recharging of Fire Extinguishers
Cleaning windows, walls, and interiors of cashier booths Re-painting of cashier booths and bollards as needed or requested by the City of Santa Monica
Removal of graffiti or marking of the facility
TELEREV Daily Report of Business CONTROL
It will be the responsibility of the Project Manager to ensure all daily revenue is reported and entered in TELEREV in a timely manner. The office employee responsible for the reporting should make sure that the daily revenue report is provided not later than three (3) business days after the revenue is collected and by 4:00 p.m. Pacific Time.
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SECURITY
SP+ will cooperate with the security protocol identified in the RFP and contract. SP+ will work closely with the City’s representatives to control after hours exiting and other related matters (as instructed in writing by the City of Santa Monica).
After-Hours Open Lot Access
There is no after-hours parking access to the Beach facilities. The parking facilities at the Beach lots will remain closed until the starting of the next business day. Exits/gates at all locations will remain open. Santa Monica Harbor Patrol is responsible for the opening and closing of gates at the Beach Lots.
PERSONNEL
All personnel at the Beach Operations parking facilities will be employees of SP+. All potential employees will be screened by SP+. An employment application is completed by each prospective employee and all persons interested in employment must fill out a pre-employment honesty survey. All interviews for line-level employees are done by the on-site manager, with interviews for clerical or management positions being approved by the Senior Manager.
There is a 90-day probationary period for all new employees. At the conclusion of this period, the employee's job performance is discussed in confidence and a determination is made on whether or not they meet our criteria for continued employment beyond the probationary period.
All employees are paid by SP+, who is also responsible for making all payroll deductions and filing all required local, state and federal taxes.
It is SP+’s policy to grant promotions and pay increases on a "merit" basis. Raises are not given automatically, or on a routine basis, but rather only when an employee exhibits above average performance and the pay increase has been approved by the General Manager. Merit pay raises are typically given to hourly employees in January and to clerical and management staff in October.
An "open door" policy is maintained at SP+. This works to facilitate communication from employees at every level, and helps to better determine any needs that might affect the operation of the facility. All SP+ employees are expected to behave in a professional and courteous manner at all times.
All SP+ Corporate Office and Regional Office staffs, including Company officers, are available to assist the staff on all matters relating to the operation of the facility. All managers are on call 24 hours per day, seven days per week, to attend to the operation of the facility. Listed below, please note the Facility Manager's schedule:
Monday - Thursday Sunday
7:30 AM - 5:30 PM 7:30 AM – 5:30 PM
During the Facility Manager's vacation and in any emergency situation, the management of the Beach and Pier facilities will be covered by the Assistant Manager, the Operations Manager, or other personnel as approved by SP+.
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The facilities are staffed and scheduled in such a manner as to ensure a smooth, efficient operation, regardless of the time of day or season of the year. To keep overtime at a minimum, part-time employees are utilized to the maximum extent possible.
All employees are required to follow the rules and regulations of SP+ as specified in the SP+ Employee Handbook. Each new employee receives and reads a copy of the SP+ Employee Handbook, and must sign a statement attesting to this fact. A copy of “The Requirements of All Employees” is also provided to each new employee. For positions such as cashiers, maintenance, and valet, manuals outlining specific job duties are provided.
Employees of SP+ are expected to behave in a professional and courteous manner. The employees represent not only SP+, but also the project. Any conduct to the contrary will be dealt with quickly and in a manner that is firm but fair.
The first violation of Company rules or policy, depending on the severity of the infraction, will typically be dealt with through a verbal warning. If the infraction is considered to be of a more severe nature or is a second offense, a written warning will be issued and placed in the employee’s file.
A third violation will result in a second written warning and a suspension of the employee. Any further violations will result in immediate termination. Offenses that warrant immediate termination are outlined on page 15 in the Employee Handbook.
UNIFORMS
Uniform Policy
Except for the Facility Manager and clerical staff, who dress in appropriate business attire, all employees are required to wear company-provided uniforms at all times during working hours.
Employees are not allowed to wear Company-provided uniforms when off-duty or away from work.
The design and colors of these uniforms are subject to change at the direction of City Office. A nametag will identify each individual as an employee of SP+. Uniforms are either rented from an outside uniform vendor or purchased based on quality, service and cost.
To ensure that all employees maintain an impeccable appearance, spare uniforms will be kept in the Facility Manager’s office in the event an employee’s uniform should become soiled or damaged during the performance of their job. Any employee not meeting the requirements of the uniform policy will not be allowed to clock - in, will receive the appropriate disciplinary action, and will not be allowed to return to work until all requirements as they relate to appearance and uniforms have been met.
Uniform Laundering
Employees are responsible of keeping the uniform in good and clean conditions.
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Theft Deterrence
SP+ will use its best efforts to implement parking management policies that discourage crime in the Beach locations. SP+ employees will make reasonable efforts to investigate and log all short-term parkers (less than 5 minute tickets) leaving the facilities.
Cashiers will try to note the make of vehicle and general description of the driver, as well as make inquiries into the nature of business conducted at the facility; in an effort to assist management or the Police Department with any investigations of vandalism or auto theft.
EMERGENCY PROCEDURES
Vehicles Leaking Gasoline
The area around the car will be blocked off by SP+ personnel. Do not flush with water! This will spread the gasoline. An employee will be stationed near the area around the vehicle and pedestrian traffic will then be prevented from entering the area.
The Santa Monica Fire Department will be called.
Robbery
Each employee has specific instructions to follow in the event of a robbery as outlined in the Robbery Procedure Guidelines.
Theft of a Vehicle
In the event of a reported vehicle theft, the costumer will be directed to Santa Monica Police Department.
Auto Damage
No claims are to be accepted for damage to a vehicle unless obviously caused by a parking gate. SP+ personnel or Project Management will handle these claims and complete a damage report form. After the form is completed it will be directed to City Parking Office.
Fire
In the event of a fire at a facility, personnel on duty will immediately notify the Santa Monica Fire Department, then the Santa Monica Parking Office and then the SP+ Operations and Regional Managers. All pedestrians and all personnel will be evacuated from the immediate area to a safe area to be predetermined by SP+ and the Fire Department.
The facility entrance equipment will be turned off if possible and blocked with cones (fire department vehicles will be allowed to enter). All exit lanes will be opened by whatever means necessary (i.e. breaking gate arms or manually opening gates) to allow uninterrupted flow out of the facility.
The Facility Manager will meet the fire truck(s) at the entrance and direct them to the fire. Other employees will be stationed at the facility entrances to prevent any customers from entering the facilities. Fire extinguishers will only be used by SP+ employees if it is obviously safe to do so.
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On The Job Injuries
In the case of a work-related injury, the Facility Manager will first make sure the injured person is provided with immediate medical attention. Photographs will be taken, details pertinent to the injury will be recorded, and if possible, elimination of the cause will be undertaken. A written report will be forwarded to the City Office, Corporate Office and the Worker's Compensation Insurance carrier, relating to all details of the injury / accident.
Fall Downs or Personal Liability
The Facility Manager will be notified in order to handle the situation according to the following procedures. In the event of the Facility Manager's absence, the Cashier will complete the following procedures:
Page the Operations Manager and call the City Office;
Ask the injured person if they need medical assistance, calling an ambulance if necessary;
Make the injured person as comfortable as possible;
Have them explain, in their own words, exactly what happened; Complete an incident report and obtain the names and addresses of any witnesses; Photograph the area where the injury occurred and, if necessary, the injured party.
This information will be documented and forwarded to the City Office and SP+ Office for review.
The staff is instructed not to alter the condition of the accident scene without the SP+ Regional Manager's approval. The area will be blocked-off with traffic barriers or cones if conditions warrant. Once the scene is cleared, the SP+ Facility Manager will take pictures of the accident scene.
A first notice of injury will be sent to notify the insurance carrier of the situation. Our main responsibility is to obtain all information possible. SP+ personnel are instructed NEVER TO ADMIT ANY LIABILITY WHATSOEVER.
Safety Precautions
The Safety Precautions enumerated below are designated to acquaint you with the dangers inherent in the search, discovery and handling of suspected bombs, upon either notification of a bomb, or if you have other reason to suspect that a bomb exists in the facility.
While some of the following Safety Precautions may seem elementary, do not dismiss them as unimportant, nor take them for granted. Adequate knowledge of their precautionary provisions may save your life, the lives of your fellow employees, and the lives of the individual customers and visitors who frequent the Facility.
1. Do not use radio equipment to transmit messages.
2. Do not smoke
3. Do not accept the contents of any container as "bona fide", simply because it was delivered by routine means!
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4. Do not accept container markings and/or appearance as sole evidence of their contents, identification and legitimacy!
5. Do not touch a suspected bomb!
6. Do not shake, shock, or jar a suspected bomb!
7. Do not cover a suspected bomb!
8. Do not carry a suspected bomb!
9. Do not assume that a suspected bomb is of a specific (high explosive or incendiary) type!
10. Do not open any suspicious container or object!
11. Do not cut a string, cord, or wire on a suspicious container or object!
12. Do not remove the wrapper of suspicious container.
13. Do not unscrew the cover of a suspicious container or object.
14. Do not move the latch or hook on the cover of a suspicious container or object.
15. Do not raise or remove the cover of a suspicious container!
16. Do not change the position of a suspicious container or bottle!
17. Do not place a suspicious container or object into water.
ROBBERY PROCEDURES
Remember: Employee safety is worth more than any amount of money. DO NOT TRY TO RESIST.
In the event of any attempted robbery, always cooperate completely with the demands of the thief.
Remain calm and cooperative.
Follow the robber’s instructions. Give him the money if that’s what he wants. Do not resist in any way.
Mentally record as much information as possible about the robber. a) Race
b) Height and Weight
c) Approximate age
d) Hair and eye color
e) Facial Hair
f) Description of clothing
g) Tattoos or scars
h) Direction robber flees
i) Make/color of vehicle, if any
Only after you are sure the robber has left, call 9-1-1, your supervisor immediately.
Write down all details regarding the robbery while they are still fresh in your memory.
Follow instructions given by authorities. Do not touch any items or surfaces the robber may have touched.
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Loss Control
Inspections of the facility will be made monthly by SP+. A report will then be submitted to the City Parking Office and will include all items contained on the Parking Facility Inspection Checklist.
Cash Handling and Auditing
SP+ Parking’s cash and revenue control and auditing procedures accurately identify actual daily transactions and sales and also protect and safeguard parking revenues.
These procedures (which can vary slightly for any given location depending upon the facility’s specific equipment and bookkeeper staffing) are summarized in the following paragraphs.
Cash Handling & Revenue Control Procedures
Revenue Collection
Cash Bank. A cash bank is issued to each cashier at the start of the shift. The cashier initials the bank inspection log, indicating receipt of the cash bank. At various times during the shift, the cashier deposits all cash in excess of $200 into a drop safe. The cashier places the excess cash in an envelope, notes on the envelope the amount of cash enclosed, seals and initials the envelope, and drops the envelope into the drop safe located in the cashier booth. At the end of the shift, the total revenue collected is recorded on the cashier report form, with an attached fee register computer tape identifying sales activity during the shift.
Bank Deposits. The manager collects all of the transient cash each day by retrieving the cashiers’ drop envelopes from the safes in the cashier booths. The manager then deposits those funds in the operating bank account. The deposit is usually made the same day but in any case no later than the next business day. For audit purposes, the bank sends a copy of the deposit receipt to the bookkeeper.
Cashier Reports. Each cashier prepares a daily report for each shift and each day of the week. This report contains the following information: beginning and ending ticket numbers; total tickets collected in each rate category (with dollar extensions reflecting the total dollars represented by those tickets); all non-cash tickets; lane number; revenue collection date; cashier’s name; shift revenue (as reported by the cashier); deposit amount (as counted and recorded by the cashier); and over/short amounts.
Bookkeeping
The cashier reports and parking tickets are reviewed by bookkeeping for accuracy. The bookkeeper verifies that the amount of the currency dropped matches the amount on the cashier report and the deposit acknowledgement received from the bank. The bookkeeper also Proposal Response to the City of Santa Monica Request for Proposals Parking Management Services Printed on 100% post-consumer recycled content paper.
verifies that the opening numbers on all meters match the closing numbers from the previous shift and that the number of metered entrances agrees with the amount of cash collected.
The shift totals from the cash register (fee computer) should match the sales recap total in the sales report, and the total number of transactions on the register tape should equal the total number of transactions on the cashier report.
The fee computers used by the cashiers record all sales, voids, and no-charge types of transactions, and shift totals are summarized by category and dollar/credit card sales. The bookkeeper prepares a daily sales report using the data from the fee computers, entrance/exit meter readings, and the cashier shift reports.
The daily sales report is a reconciliation of the total tickets issued to daily exits. The physical inventory, taken later in the evening, is used to reconcile the entrances to paid exits (all void and no-charge tickets are accounted for during this reconciliation process). Also a reconciliation of total revenue by lane as compared to cash dropped is shown, with a summary of taxable units, parking tax and net parking revenue for the day.
An ingress/egress report measures vehicle activity by comparing tickets issued and corrected to various meters at the entrance and exit lanes. Some non-standard transactions are anticipated, such as parking by approved personnel while on specific business for the facility. These nocharge transactions are identified and verified from a pre-approved authorization list and verified as valid by the bookkeeper during the daily ticket audit and review.
Should the bookkeeper be unable to identify or verify a certain ticket, the bookkeeper must procure an acceptable explanation from supervisory personnel before that day's audit review can be completed.
If unexplained discrepancies of any kind are discovered, the bookkeeper notifies the facility manager and the regional comptroller, who investigate and take necessary corrective actions (including employee disciplinary action, if warranted).
Expenses: Accounts Payable
Initial Approval—Facility Manager. Our Facility Manager is required to review and approve each and every invoice prior to payment. In doing so, the Facility Manager verifies that the service has been rendered or that the goods have been received, and that the expenditure is within the approved operating budget. Approved invoices are then forwarded to the bookkeeper, who prepares the checks and forwards them to our Senior Manager for further review.
Second Approval—Senior Manager. Upon receipt, our Senior Manager reviews the approved invoices and the checks. If our Senior Manager has any questions or concerns relative to any invoice, the Facility Manager will be contacted for further explanation and/or discussion before the Senior Manager signs off on payment.
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Final Approval—Corporate Officer. The checks themselves actually are signed by a corporate officer. This procedure not only provides yet an additional measure of protection and review, but also serves an important function in providing the officer with ongoing information regarding the parking facility’s financial performance.
These payment and review procedures result in our constant monitoring of cumulative, actual year-to-date expenses, allowing us to anticipate potential expense variances from the operating budget at the earliest practicable time.
Reconciliation of Parking Facility Revenue Data to Financial Statement Data Each day’s parking activity goes through a series of checks and balances designed to ensure the integrity of the revenue collection process. The key to SP+’s system is the controlling, recording and balancing of tickets, revenue and vehicle counts as recorded by revenue control equipment.
No longer is this limited to manual processes, at least not at SP+-operated facilities. Through advances in revenue control technology, SP+ Parking utilizes online software to monitor and control revenue reporting, facility counts, card access account data, and license plate inventories.
Using SP Plus Corporation’s advanced systems and procedures provides local management with the tools necessary to perform this check and balance process faster and more accurately than ever before. These systems, procedures and SP+’s required documentation provide our corporate-based audit department with the information necessary to perform detailed audits of the entire process both on location and remotely.
SP+ utilizes a series of cross-referenced procedures and reports which detail all revenue and tie revenue transactions back to individual tickets. With strong ticket control procedures in place, revenue control becomes an issue of first applying and collecting the proper rate and second, balancing cash received and deposited to the transaction record that is generated from register tapes. Specific procedures and checkpoints for each major type of revenue generation and collection activity are outlined below.
Daily Shift Reports: Cashiers collect time-coded, sequentially numbered tickets from customers. Fee computers gather data from the ticket, determine the proper fee and record both on register journal tapes. Each cashier’s shift report summarizes revenue of all transient transactions and ensures that revenue collected ties to cashier tapes.
Daily Master Reports: Clerical support and/or local management ties revenue collected to cashier tapes for each cashier shift. These reports balance tickets and car counts in order to summarize and balance a full day’s activity.
Daily Revenue Summary Reports: Clerical support and/or local management document all types of revenue generating activities including credit card charges and payments on account in order to reconcile cash deposits to the day’s activities. Full day tickets and car count activity is recorded and reconciled on these reports as well. This allows for Proposal Response to the City of Santa Monica Request for Proposals Parking Management Services Printed on 100% post-consumer recycled content paper.
daily reviews by management and audit checks of all elements of the revenue control process (i.e., tickets, revenue, vehicle counts and overnight inventory) on a single report.
Cash Management Practices: Along with proper accounting procedures and controls, a critical element of revenue control is establishing and maintaining sound cash management practices. Such practices minimize the risks of theft or fraud. SP+’s cash management policies and procedures reduce the handling of cash and speed the transfer of funds from collection point to a local site control to secure central banks.
SP+’s revenue control, accounting and cash management practices minimize the risk of fraud at all levels, provide a complete audit trail, and enable maximum control. With SP+’s revenue control system, top line revenue can be tracked from corporate reports to clients and all the way back to individual transactions at the location.
Bar-Coded Laser Audits
Decals on the windshields of monthly parkers are bar-coded, which allows us to scan each decal with a laser gun and feed the information into a hand-held computer. Using this technology, we automatically compare the scanned information to the current billing database, quickly producing an exception report identifying vehicles not on the current billing list. This technology reduces floor audit times by 90% and significantly increases auditing accuracy.
T-Recs®
Our Daily Bank Deposit Reconciliation program, using our automated T-Recs® software1 , provides
assurances against theft and embezzlement, and eliminates the need to wait for monthly bank statements to reconcile bank deposit and location deposit data. The system uncovers bank errors and detects missing deposits, shorts, overages and late deposits within 2-5 days rather than the 30-45 day cycle attributable to conventional/manual deposit reconciliation methods.
This increase in efficiency reduces back office costs and in turn allows us to pass savings on to our clients.
The technology works by automatically matching revenue and bank deposits. Discrepancies are detected by our software and fed to a treasury analyst charged with resolving the issues.
Accounts are reconciled within the first business week of each month for the previous month’s business.
Financial Data
With all of SP+’s technological reconciliation programs in place, our clients can count on the integrity of our revenue collection process. In addition, our clients can easily access and download all of the detailed financial data through Client View®, our fully-secured Internet-based system.
1 T-Recs® is a registered trademark of Chesapeake System Solutions, Inc.
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Credit Card Reconciliation
The reconciliation function verifies that funds for all authorized Visa, MasterCard, American Express, Discover and Diners Club transactions are received in the designated bank account at the end of the settlement process. The function also streamlines the credit card payment process by eliminating the need to use a separate credit card system for processing this payment type. The posting process is automated, resulting in enhanced organizational efficiency, fewer bills to send and a reduced need for back-end collection efforts.
Audit Procedures
Unlike many parking management companies, SP+ maintains an independent Internal Audit Department that reports to the company’s Audit Committee. This direct and independent reporting line ensures the integrity and objectivity of facility audits by eliminating potential conflicts of interest inherent in audits conducted within the operations function itself. All required internal audits are administered under the supervision of the Director of Internal Audit.
The Internal Audit Department is also responsible for the company’s internal controls certification process required by the Sarbanes-Oxley Act. This work includes the documentation of all business processes, control design analysis, key control identification and ongoing testing of controls for operating effectiveness.
The Department oversees identification and testing of the Company’s entity-level controls including the Code of Ethics and other high-level controls that ensure the integrity of SP+’s business processes and financial statements.
Managing this process puts the Department in touch with every aspect of the business and assures our clients that their parking facilities are properly managed.
Internal Auditing Programs
SP+ Parking watches over client revenues and facilities more carefully than any other parking operator. Ensuring the integrity and objectivity of parking facility audits is critical to evaluating and improving the financial performance of client properties. SP+ accomplishes these objectives through an independent Internal Audit Department that reports directly to the company’s Chief Financial Officer. This direct reporting line eliminates the potential conflicts of interest inherent in audits conducted within the operations function.
SP+ Parking accomplishes these objectives through rigorous control programs and an independent Internal Audit Department that reports to the Audit Committee of the company’s Board of Directors. This direct reporting line eliminates the potential conflicts of interest inherent in audits conducted within the operations function.
Internal Audit Department staff members—including Certified Public Accountants and facility management experts—conduct audits that are performed either on a scheduled (but unannounced) basis or at the specific request of senior management. These audits cover a broad spectrum of operations including revenue controls, payroll procedures, accounts Proposal Response to the City of Santa Monica Request for Proposals Parking Management Services Printed on 100% post-consumer recycled content paper.
receivable, cash security, public and employee safety, customer service and facility appearance.
Our auditors are familiar with industry parking technology and its impact on revenue collection.
The conversion of manual cashier systems to pay-on-foot, pay-at-exit and pay-at-entry equipment, and the associated increase in credit, debit and smart card use, must be carefully monitored to reflect the complex mix of payment options.
Each facility audit, which produces recommendations to improve operations where necessary, is retained in a database for further analysis. The database provides an objective evaluation of manager performance and assists senior management in identifying areas that need improvement and additional training resources.
Audits are not considered final until all recommendations have been implemented successfully.
Moreover, a significant portion of the compensation payable to SP+’s management team is based on the audit scores achieved at their facilities.
Self-Audit
SP+ Parking requires all staffed locations to be self-audited once a year by field managers. A formal Survey of Operations Report is completed by the facility manager and retained for reference at each facility. A subsequent formal internal audit by our Internal Audit Department includes a review of this Survey for completeness and consistency with current operations.
Regional Office Audits
There are many business transactions conducted at our regional offices involving accounts payable, accounts receivable and payroll that have a direct impact on facility operations. Audits of these offices are also stored in a database to ensure that all aspects of a facility’s operation are being monitored for compliance with company policies and procedures.
Unannounced Audit Department Audits
Our Internal Audit Department staff conducts regular internal audits of our facilities. They may be performed either on a scheduled-but unannounced-basis or at the specific request of senior management. These audits cover a broad spectrum of operations including revenue controls, accounts payable, payroll procedures, accounts receivable, cash security, public and employee safety, customer service and facility appearance.
For larger, new projects, “start-up” audits are performed within the first month of operation. The results of unannounced field audits are shared as a matter of policy with the property owners.
After visiting the site and preparing its specific audit report, complete with ratings and recommendations, our Internal Audit Department staff reviews the report with our regional and senior managers, who must formally respond to the reports and agree upon firm implementation dates for any recommendations the audit report may contain.
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Our audit team later will verify implementation of all such recommendations. Final reports are submitted to senior management and placed in the company's audit database. This independent and thorough internal auditing process assures our clients of optimal facility performance and maximized parking revenues.
Contract Compliance
SP+ Parking’s auditing group has a specialized contract compliance component that ensures that all facility accounting is properly plugged into our financial reporting system. Compliance personnel also monitor the client reporting accountants to ensure that the monthly client statements are accurate and reconciled with the company’s general ledger system.
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Facility Operating Recommendations
Our recommendations are based upon our ongoing inspections of the subject parking facilities, our familiarity with the Santa Monica parking market (and the surrounding areas) and our mission to maximize the City’s value and facility image attributes through excellence in management services and the application of creativity and innovation—Excellence in Execution® .
We anticipate sitting down with the City to discuss these recommendations and any associated costs in greater detail, with a view to adopting a final operating plan containing such components as the City may select in order to achieve targeted goals within applicable budgetary constraints.
NEW COLLECTION VEHICLE LEADS TO REDUCED STAFFING
SP+’s’ analysis of the collection methods after the recent DataPark installation suggested that further synergies and increased security could be achieved with the introduction of a Collection Vehicle. The existing collection structure provides for two (2) foot-teams of two (2), for a total of four (4) employees, six (6) hours per day, seven (7) days per week.
The introduction of a Collection Vehicle reduces the labor needed to three (3) bodies, six (6) hours per day, seven (7) hours per week. The elimination of one Full-Time Employee position with benefits equates to roughly $38,000 annually, which would be offset by roughly $8,000 in gas and insurance coverage.
As part of SP+’s commitment to the C-SAM initiative, our model includes a new, customized 2015 Nissan NV 200 cargo van to secure the City’s structure revenue. SP+ assumes ALL cost for the vehicle purchase which is provided for use on the City contract for the life of the base term, as well as any future extensions.
NEW PROPRIETARY TECHNOLOGY (C-SAM)
SP+ takes pride in being the premier customer service-focused provider in the parking industry.
Customer Service is a fundamental element of any service industry, but especially so in such a dynamic environment that often serves as the first and last impression for a consumer.
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The hallmark of any successful business relationship is transparency. In the same vein, with the progression of technology, SP+ felt it necessary to invest in developing tools and platforms to give our clients increased functionality and visibility into our operations for the sake of accountability.
The SP+ Customer Service and Accountability Model (C-SAM; described below) takes these factors into consideration while providing the City of Santa Monica the necessary tools to monitor key performance matrices ensuring the standards of the City; while providing relevant data sets for analysis.
The Customer Service Accountability Model (C-SAM) is the first of its kind in the off-street parking environment. Utilizing off-the-shelf, reliable, proven technology from other sectors, SP+ and its technology partner, OSSI, have repurposed the technology to serve as an accountability tool for the City of Santa Monica to better manage its contract and serve its constituents.
The C-SAM is a proprietary development of SP+ and OSSI. The solution is provided as part of our service and there is no line-item or chargeback to the City of Santa Monica for this program.
Platform highlights include:
Real-time GPS tracking for all Downtown Structure personnel, as well as historical recall for verification and research
Geographical and corridor fencing to ensure compliance with approved staffing deployment
Comprehensive work order platform
o Automatic geo-locating issue assignment
o Response time tracking, resolution time tracking
o Automatic issue escalation based on time limits
o Work order queuing based on employee classification
o Sharable platform with all other partners like DTSM for maintenance needs, and graffiti or safety hazards.
Web-based platform for easy access by City Administrators Command Center touch-screen interface for ease of use and rapid information entry Upgrading the Existing intercom modules to record all equipment call buttons Data-Warehousing and Analytics
The key to any technology is making it easy to use, useful, allowing a more efficient allocation of resources. The C-SAM accomplishes all of these requisites!
DATA CAPTURE AND ANALYSIS
The Structures operation is an ideal scenario for data capture and analysis. The SP+ C-SAM solution makes quantifying responsiveness possible while gathering data into a manageable, usable single-source platform for work orders and relevant maintenance event-logs.
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The most applicable customer service staffing models in a full-automated scenario, like that of the Structures portion of the City’s operation, it is essentially a zone defense. The allocation of resources is critical to serving the best interests of the patrons while remaining fiscally responsible in light of the considerable Parking and Revenue Control System (PARCS) infrastructure investment the City has made.
There are 87 intercom units associated with the DataPark equipment currently ringing to the central command center in Structure 5. On average, the SP+ Command Center Team fields roughly 1,000 inbound calls per day. The initial DataPark equipment installation did not provide for inbound intercom call recording. SP+’s C-SAM solution includes upgrading the existing intercom module to enable three-channel intercom call recording. SP+ believes this a valuable asset to the City of Santa Monica from a training and accountability perspective to monitor our interactions as the City sees fit. The upgrade is a no cost, value-add for the City.
The existing protocol has command center agents fielding these intercom calls and relaying requests for service to the field team. The effort is often hindered by spotty radio communication and gaps in service for some areas of the operation. In addition, personnel tracking as to which employee is occupied by what issue can become cumbersome during high volume traffic instances like weekends and daily work ingress and egress.
The SP+ C-SAM solution takes the identification of the proper responding party, as well as the task completion follow-up, out of the hand of the command center staff so they can stay focused on the needs and of the customer for which they are currently interacting.
The C-SAM solution provides an intuitive graphic interface touch-screen allowing the command center staff to input a work order in less time than a traditional radio call for field service on a tablet. The intelligent system assigns the work order by the closest available responder, by employee type and call classification, allowing an appropriate hierarchy for response.
The system then starts an internal tracking time to respond to the equipment column associated with the intercom call. The response time stays active until the responding filed-team member scans the geo tag associated with the work order, which is attached to the intercom equipment.
After the worker order has been resolved, the responding agent closes the work order providing two-tiered tracking monitoring response and resolution times. The system has a multitude of safeguards built in with automatic escalation to other team members and managers for work orders that have not been closed out in a pre-defined time limit.
The proprietary SP+ C-SAM model not only holds the City’s contract personnel accountable, it yields considerable amounts of data for analytics. Customer-facing dashboard portals are created for quick views of average response time and the amount of work orders created, as well as access to database on historical work orders for research. All data fields are query searchable by any number of qualifiers such as a particular piece of equipment, a classification of equipment, an individual employee or employee class, by facility, and a multitude of qualifiers.
C-SAM also lets you know where your personnel are right now, as well as where they have been their entire shift. The bread-crumbing application allows for historical access of routes and Proposal Response to the City of Santa Monica Request for Proposals Parking Management Services Printed on 100% post-consumer recycled content paper.
geo-coordinates of personnel. It provides geo-fencing and corridor-fencing alerting the management staff if someone is outside their designated areas. The intelligent system knows who is available and who isn’t based on existing assignments and workflow queues while providing supervisors and mangers a bird’s eye view of the entire Structures operations allowing for the most efficient resource allocation and accountability in any off-street parking application in existence!
C-SAM is a sharable work order platform allowing the City, its designated partners like Macerich and Downtown Santa Monica, to interface in real time. System functionality allows field personnel to enter in work orders, as well as when they come across them. An example might be a fresh graffiti-tag or a particular maintenance need not covered under the parking contract.
A Parking ambassador can enter in the work order with pictures and instructions. C-SAM automatically routes and notifies the responsible party, eliminating a sometimes arduous notification process; thereby allowing issues to be resolved in much more expedient manner.
For a stakeholder such as Macerich, it allows viewable tracking of responses and resolution notification. Thus, allowing their management team transparent access into all communications between departments and SP+.
SO WHAT CAN THE C-SAM DATA BE USED FOR?
Our initial design centers on accountability and providing meaningful metrics. In many ways it centralizes the data management of the operation. All actions and personnel are logged appropriately allowing for an unbiased assessment of staffing, responsiveness and historical information on parts, repairs and resolution.
What is the appropriate response time? What is the appropriate resolution time? It is difficult to assess these questions until we have quantifiable data and fully understand where the current operation is at this given point in time. The implications of the data analysis and application of the metrics will have a wide-reaching IMPACT on how the City conducts business. The C-SAM solution provides the City and SP+ new avenues for adaptive management practices based on reliable data.
The solution is as simple as it is elegant. C-SAM does not inhibit workflow, but rather enables the streamlining of resources with seamless integration into the existing intricacies of day-to-day operations. The design is purposeful with an ease of use that is intuitive from the user and analyzer’s perspective.
SP+ and OSSI are eager to share C-SAM with the City and the Evaluation Panel and demonstrate its capabilities if given the opportunity for a formal presentation.
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Facility Maintenance / Observe, Report and Maintain
Parking Structures 1 through 6 and 9
These facilities are located throughout Downtown, on 2nd and 4th Streets between or near Wilshire and Broadway. 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
At SP+, proper maintenance protocol and service means cleanliness and attention to detail.
Working through the reporting hierarchy with Downtown Santa Monica, Inc., our front-line staff members will conduct regular site inspections and assist our Project Manager, Angel Diaz, CAPP, and our Structures Facility Manager, Guadalupe Calderon, in reporting directly to Downtown Santa Monica as it pertains to the Structures.
In addition, our front-line team will support Beach and Pier Facility Manager, Eduardo Sanchez, in identifying needed services and proposals covering a wide range of ancillary maintenance services for the Beach and Pier Lots in accordance with our responsibilities with those operations.
A subjective condition-assessment-evaluation with City officials from time to time will establish a common goal for SP+ to custom-design a program to meet the needs of each individual parking facility. Service frequencies, intervals and sequencing will be set to optimize equipment efficiency, the maintenance budget and service results.
This unique approach allows scheduled service to be more closely aligned, setting the stage for the full array of required services to meet goals set during the self-assessment for cleanliness and customer experience. This methodology puts ‘custom’ back into customer and delivers service with a purpose.
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With respect to the requirements listed in the RFP, SP+ has provided for maintenance positions, personnel and equipment in our financial pro forma, to self-perform and control the outcome of relevant services. These employees will work in staggered shifts in order to perform the required work efficiently and productively.
Where We Shine
SP+ can sub-contract for, and in fact offers through SP+ Maintenance, a service line of our Company, a complete line of preventative and restorative services to keep our managed parking facilities and surface lots in clean and safe conditions. For example:
Power sweeping: Utilizing top of the line Night Hawk Sweeper, our highly skilled crew is able to provide concrete and asphalt sweeping services on surface lots that will not only improve the appearance of your facility, but will also help to prolong the life of the surface lots. SP+ also provides deep sweeping in parking garages with the NilfiskAdvance CS7000 industrial sweeping equipment, designed to recover fine grit, sand and pebbles pavement from the toughest environments.
Power scrubbing: Dual mode operation on the Nilfisk-Advance CS7000 will remove grime, dirt, grease, gum, fight oil and grease stains while brightening parking stall lines and painted parking surfaces.
Pressure washing: Pressure washing will help to ensure the life and appearance of your facility by washing away any damaging or corrosive agents that may accumulate over time. All services are in full compliance of federal, state, county and local environmental laws, regulations and guidelines. SP+ standard pressure washing equipment reclaims, filters, recycles and reuses the same water during the same service call. When compared to traditional pressure washing services water consumption is reduced by over 80%, results are superior and practices are compliant with environmental requirements.
Parking space restriping: Our seasoned striping crew is able to restripe and repaint your location, and will adhere to all government codes and guidelines.
Graffiti removal and painting: Graffiti creates an unsightly appearance in your facility; our crew of highly trained professionals will be work to return your facility to your exacting standards.
Gum removal: With SP+’s newest recurring service your sidewalks, ramps, entranceways, bus stops and parking facilities will be free of the dark, ugly and unhealthy gum stains.
Overhead pipe cleaning and Facility Maintenance: Initial cleaning of all soot, grime and common dust from pipe drains, fire standpipe, light fixtures and electrical conduit.
Preventive maintenance programs are available.
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General Housekeeping Service: including litter control, sweeping, washing floors, window cleaning, mopping, elevator interiors, stair towers, office cleaning, restroom cleaning, public areas, minor painting, cleaning and preventive maintenance of parking control equipment and other services.
Concrete and Asphalt Repairs - We develop and implement pavement management plans that include routine inspections and ongoing preventative maintenance and repair protocols. Additional services include installing speed bumps and making curb cuts for ADA-approved ramps. For sidewalks, access ramps, curbs and other concrete surfaces, and asphalt surfaces requiring seal coating or repair, property owners rely on the professional expertise of SP+ Maintenance.
Daily Facility Inspection Checklist - There are several tools to ensuring proper maintenance protocol in the off-street facilities, generally and on a site-specific basis, including specific forms. The Facility Checklist below can be used to perform Daily Facility and Operations Inspections at the various off-street facilities throughout the City’s portfolio (as applicable). All items requiring action will be immediately addressed and documented by the Contract Manager. The completed checklist will be stamped via time clock to document the inspection date.
Rating Evaluations: S=Satisfactory U=Unsatisfactory N=Not Applicable Equipment Review
1. Is all parking equipment locked (gates, ticket dispenses, meter boxes, auto-cashiers, etc.)?
2. Do cashiers have limited access to equipment keys?
3. Are gates working properly? Are the arms horizontal and do they have protective padding?
4. Are the fee displays working properly and are they viewable to customers?
5. Is the fee computer and validator working properly?
6. Is the time synchronized between the fee computer, time clocks and ticket dispensers?
7. Are the ticket dispensers and fee computers armed?
Appearance
1. Is the facility clean and free of trash, dangerous oil spots, especially at the entrance and exits?
2. Are employees in uniform, including name badges?
3. Are all lights working in the facility?
Safety
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1. Are cashier booths, storage rooms, and the facility office kept locked?
2. Are there any unsafe conditions in the facility that put customers’ or employees' safety in jeopardy, i.e. exposed electrical wires, trip hazards, falling concrete, etc?
Monthly Revenues
1. For key card systems, is the anti-pass-back features enabled?
2. For key card systems, are daily card activity reports reviewed for passback violations or other irregularities?
3. Are the key card readers armed at the entrances and exits?
4. For hangtag locations, do all parked vehicles display valid hangtags?
5. Are monthly card audits being performed?
6. Are accounts receivable past due balances reasonably current? Transient Revenue Control
1. Are there exit counters (meters) on each exit device: card reader, fee computer arming loop, exit gate/ exit gate closing loop?
2. Are exit counters working and being recorded properly?
3. Are non-resettable counters being recorded and tracked to verify sequential numbers from shift to shift or close of business to the opening of business the next day?
4. Are the correct revenue reports being used and completed properly?
5. Are ticket-to-tape audits being conducted weekly for cleared transactions?
6. Are lost ticket forms being used?
7. Are opening and closing car inventories being recorded and used on lines 70 and 76 of the PT-70 (AS400 Input Form)?
8. Are non-revenue tickets being checked for validity?
Daily Logs: Are the following daily logs being kept?
Managers Log
Ticket loading Log
Ticket Re-computation Log
Cash Over/Short Log
Over-ring/Under-ring Log
Surprise Cash Count Log
Customer Short (Balance Due) Log
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Payroll
Has payroll been audited recently to ensure there are no “ghost” employees?
Is payroll within budget and are overtime hours justified? Completed By: _________________________ Facility Number: ______________ Facility Manager: _______________________ TIME/DATE STAMP ONLY:
Prioritization of Action: U1=Immediate U2=Within 48 Hours U3=Within 1 Week U4=Action Plan
Recurring Cleaning Program
SP+ Maintenance proposes a comprehensive recurring cleaning program at the facilities, consistent with the services defined in the RFP. This program is built on a foundation that aligns and sequences specific services to optimize the net result of surface cleaning and issues that result over time, and incorporates additional spot-cleaning while being compliant with environmental laws, ordinances and regulations.
The services that comprise this program are familiar to garage operators and property managers alike; however, our approach changes the service delivery model, which then minimizes potential interruption of daily operations, reduces large service ‘events’, and carries the objective of keeping the City’s parking facilities in a perpetually clean state.
Variables such as weather conditions, occupancy, and traffic will influence the conditions of the parking facilities on a day-to-day basis. Our program is designed to adapt to changing conditions, and focuses on areas requiring a higher degree of attention - without significant disruptions to the operation.
Daily Trash Collection
Trash collection will occur through at the parking facilities during operating hours. Our staff members will tour the facilities to check trash cans, and they will collect debris on parking deck surfaces. NOTE: construction debris, if applicable, will be the responsibility of relevant contractors, and is considered out of scope for this response.
This important activity sets the stage for the recurring power sweeping services to be performed during overnight hours. Large debris present in the facilities will impede the rotating brushes and cylindrical brooms on the industrial sweeping equipment. When the facilities are free of large debris, the sweeping operation runs more efficiently.
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Cleaning near Elevators and Stairwells
SP+ Maintenance recommends a three (3) service approach to keep floors in common pedestrian areas clear of spills, gum and accumulated dirt. The program begins with lightly soapy water on all concrete stairs and landings in the stair wells. The next level of service incorporates power scrubbing with cold water, and light detergent with an Advance SC750 or SC800 walk-behind scrubber. Lastly, on a frequency of every 4-6 weeks, steam cleaning equipment will be used to remove difficult gum spots or stains from beverages leaking from trash receptacles.
The service for cleaning the stairwells and elevator landings will be per the specifications in the RFP. From January through late March, the frequency of mopping and scrubbing will be increased to keep the facility in presentable condition as winter conditions tend to track more dirt into parking facilities.
SP+ Maintenance may utilize a rechargeable, battery-operated walk behind Advance SC750 or SC800 scrubber for landings leading to stairwells, near elevator doors and behind bollards along pedestrian cross-walks. This equipment has been selected for its versatility, cleaning yield and ease of operation.
Hand Rails, Door Surfaces and Wipe Down of Surfaces
As needed, SP+ Maintenance will wipe down door handles, push bars or outer elevator doors and service buttons with disinfectant, all-purpose cleaner or stainless steel cleaner (as needed).
Disposable paper towels will be utilized in lieu of laundering facilities. Sample SDS for cleaning solutions are available for inspection at the request of the City.
The wipe-down of surfaces in parking structures includes garage signs reached without the aid of a ladder, periodically wiped down to remove dust, dirt and other accumulated particles. This wipe-down service will include any fire extinguisher boxes or fire hose boxes, revenue control equipment, gates and the tops of bollards. Any flat surfaces adjacent to the openings on trash receptacles will be wiped down with a lemon disinfectant after the trash is changed.
SP+ will report any damaged surfaces, receptacles, signs, railings or other fixtures to the City and/or parking operations management team. Cleaning and wipe down services on damaged items may be suspended (with approval from the City) until repaired.
We dispose of all sweeping waste only at approved disposal sites. From recycling to submitting paperless reports to seeking out local suppliers and alternative fuels, we work hard to reduce our carbon footprint.
We acknowledge the need to cover any graffiti within 24 hours, and hereby commit to monitor, inspect, and report graffiti in accordance with the Contract, our Maintenance Standards and Maintenance Schedule respectively. Specialty steam cleaning equipment has proven to be effective in the removal of gum and graffiti; however, large areas of graffiti may require repainting with matching colors and finishes.
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Our staffing schedule enables us to address these tasks on a routine basis. Moreover, our rigorous housekeeping and maintenance standards are incorporated into detailed inspection checklists customized to the specific requirements of each parking facility. We always bear in mind that attention to the less obvious details of facility maintenance can make a dramatic impact in creating inviting, user-friendly environments. We make our parking properties shine by attending to little touches such as entrance landscaping, flower boxes and crisply painted directional arrows, as well as spring and fall cleanups and regular debris removal.
We hereby acknowledge the importance of the requirements set forth in the RFP (relative to the City’s maintenance expectations), and commit to monitor, inspect, and maintain the parking facilities in strict accordance with the Maintenance Standards and Maintenance Schedule respectively. We have budgeted accordingly.
Inventory of Lighting Assets
SP+ Municipal Services understands it will be assuming responsibility for maintaining existing City assets, including perhaps lighting, fixtures, hardware and related equipment. As our first order of business, it is suggested that an inventory of lighting assets be taken prior to, or immediately upon the commencement of our management services agreement. Tasks shall include the following:
Carefully planned infrastructure investment can maximize the economic potential and visual attractiveness of the facilities for the benefit of the community; Locate any/all burned out bulbs
Identify relevant third party vendors that will provide lighting repair services to the City; Subject to City approval, our Contract Manager and Senior Manager will contact these vendors to let them know our firm will be assuming responsibility for maintaining the City’s parking facilities and lighting components in a front-line capacity. We will ask to set up a meeting with each vendor and their representatives, and invite the City to join us if it cares to do so.
Long Term Viability of the Facilities
SP+ Municipal Services understands the critical observe and report functions we assume as the City’s Parking Management Partner and the important role we play in helping to facilitate repairs and major capital improvement projects on behalf of the City.
We acknowledge the importance of these requirements, and commit to the City that we will monitor, inspect, maintain and clean the parking facilities in strict adherence with the RFP and approved Maintenance Standards and Schedules respectively.
We will rely on our keen understanding of parking facility aging behavior and the standards and practices which are required to ensure the long term viability of parking assets while administering our plan.
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Good infrastructure management and investment are needed to ensure basic health and safety for citizens at public parking facilities;
Carefully planned infrastructure investment can maximize the economic potential and visual attractiveness of the facilities for the benefit of the community; Prudent management of the parking facilities and investments in maintaining the facilities today can reduce future operating costs and help avoid higher replacement costs and unexpected crises in the future; and,
A more systematic approach to multi-year financial and capital planning can also benefit the facilities and the community by improving the basis for lower-cost financing and access to federal or state grants/funding.
Our Financial Commitment to Making Capital Improvements We understand there may be limited budgets to achieve some of these recommendations, and can phase in our recommendations over time, or even advance the capital required to make such enhancements as may be appropriate with the City’s long range planning.
Our firm has a proven track record of enhancing parking assets in world-class cities. We also have the creativity and financial wherewithal to work with large sets of stakeholders in and outside governmental agencies to develop efficient and effective methods of purchasing new equipment, investing in capital projects, and/or enhancing existing City programs; especially those of a sensitive nature. We are fully prepared to invest capital in upgrading the City’s offstreet facilities, as the City deems appropriate, subject to the mutual approval of both parties.
Revenue Control Equipment
The choices facing municipalities today are much more complex in terms of pricing and constituent satisfaction as it relates to revenue control and the selection of hardware and software. We view as a significant part of our job, providing our municipal clients with various options and scenarios that weigh all of the desired constituent outcomes against the cost elasticity of providing them. In our view, this type of analysis is not static; rather, it evolves continuously based on the cost variables of an ever-changing marketplace. Thus, we commit to provide analysis and recommendations to the City of Santa Monica on an ongoing basis Experts with Cutting-Edge Parking Equipment – We do not manufacture or distribute revenue control devices, nor do we write our own software programs. We are not “married” to particular manufacturers or providers of hardware and software in the narrowly focused market segment of parking equipment and back-office technology solutions. Thus, we have no vested interest in selling a specific product; rather, our interest is in selecting the best products on behalf of our clients, and managing them to their best effect, without prejudice.
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Experience with Multiple Systems
Having been a leader and innovator in the parking industry for over eighty-five (85) years, SP+ has experience with most major revenue control hardware and software configurations in use today. This includes the existing Data Park and Digital Payment Technologies equipment found within the City of Santa Monica parking portfolio. We also have a great deal of experience in the selection, planning and installation of revenue control systems. Thus, if the City elects to purchase additional equipment in the future we can be instrumental in assisting the City in that endeavor. Details follow below.
Experience in Technical Specification Development
Through our technical service arm, we have been providing our clients with technical specifications and engineering support services to meet their diverse needs. Our technical staff has consulted with our clients on a wide range of revenue control issues from complex multiphased analysis of available systems, to very specific detailed specifications for competitive processes.
Moreover, given our position as a major purchaser and user of revenue control systems, we’re able to procure systems at significant discounts and pass those savings along to our clients. As your parking operator, we would provide project supervision and oversee all aspects of any equipment installation, subject to additional arrangements and specifics required by the City.
Ongoing Technical Support
Our technical service group is trained in the repair and maintenance of revenue control equipment and serves our field operations across the country. We utilize this specialized group for higher-level equipment repairs and maintenance. Regardless, our on-site management staff is often able to troubleshoot technical problems before having to call in outside service. This technical support has resulted in cost savings to our clients, and perhaps the City of Santa Monica can save additional money in servicing its existing equipment.
We are also able to provide a high level of training to the field, allowing our on-site personnel to complete many of the minor repairs and preventive maintenance required in our facilities. It is important to note that basic maintenance agreements with the installers of such systems are recommended, as there will always be situations (especially with electronics) in which equipment professionals will need to be involved with a specific repair.
Our on-site maintenance personnel can perform equipment maintenance functions such as:
cleaning of the print heads, lubrication of the cutter blades, adjusting of the belts, blowing out microscopic debris from the moving parts weekly and other routine tasks, which will decrease the frequency of visits required by third party equipment technicians.
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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.
Our hand-picked, front-line management team and associated personnel In this case we will utilize Angel Diaz, CAPP, Senior Manager (Project Manager), our two (2) highly qualified Facility Managers for the Structures and Beaches respectively (Guadalupe Calderon and Eduardo Sanchez), Tim Downey, Vice President of Municipal Operations, and Dave Kilfoyle, Senior Vice President of Operations; each of whom is personally and professionally committed to provide the service levels and operational excellence the City of Santa Monica strives for, and its community expects. These highly qualified individuals, each with years of experience in municipal and event-based operations, are fully supported in their respective capacities by our local team members (all bios referenced herein) and our corporate support office, administrative departments, associated personnel and Municipal Subject Matter Experts.
Our Santa Monica team has unlimited Company resources and qualified team members to succeed, and the City will be able to tap everything it could envision for its evolving and expanding off-street parking program(s).
Our Commitment to Diversity
SP+ is an equal opportunity employer and does not discriminate against any individual in hiring or employment because of race, creed, color, ancestry, gender, sexual orientation, marital status, religion, national origin, age, disability, veteran status, or any other legally protected status as defined by applicable laws.
Employment opportunities at SP+ are based on non-discriminatory factors such as job qualifications, quality of work, prior job performance, attendance and length of service. SP+ will not retaliate against anyone in any manner for exercising rights under this policy.
Equal Opportunity Employer
SP+ Municipal Services is committed to the goal of equal and representative opportunities for minorities and women. The Company’s philosophy with respect to the quality management of parking facilities is based upon prudent business principles, combined with a creative and flexible view of opportunities.
Our day-to-day challenge in operating our clients’ facilities is to provide and manage such locations with care and attention to detail that is unparalleled in the parking industry. Similarly high standards are also applied to our efforts related to equal opportunity and participation by Minority Business Enterprises (MBE) and Women Business Enterprises (WBE).
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Women’s Advisory Form
SP+ recognizes that having a more diversified workforce at every level will create a more innovative and successful enterprise. Our goal is to support the organization in achieving meaningful gender diversity when every level of leadership, from facility manager and above, is more reflective of the gender mix of the entire company.
SP+ has created the Women’s Advisory Forum (WAF) which is dedicated to fostering growth, leadership and success for women in the company. The principal objective of the WAF is to advance an environment of inclusion that ensures that the most talented and innovative SP+ professionals have the necessary resources and opportunities to contribute to the company’s future growth. The WAF has established a robust plan to recruit a more diverse workforce, retain more female talent and encourage an executive level that addresses the sensitivity of gender stereotypes in the workplace.
Controlling Labor Costs: SP+ Municipal Services utilizes the Stromberg automated payroll system. This system allows our operations management teams to review up to date payroll information. Our managers are able to quickly assess staffing levels, attendance, and hours worked at their locations on a daily basis. In addition, our managers are trained to review staffing schedules at their locations on a weekly basis.
Adjustments to the staffing profile of a location are made according to anticipated needs.
Additionally, senior operations management review staffing levels and labor costs on a monthly basis and make adjustments as necessary. We place an intense focus on labor costs and understand that these costs represent a significant percentage of each location’s operating expenses. In order to provide a secondary expense control, our Internal Audit Department reviews all payroll and labor information as part of the internal audit process;
Go with the Flow: Our participation in the Go with the Flow traffic management program is an important flex-staffing initiative for the City. This Program’s main purpose is to provide sufficient staff to ensure a smooth flow of pedestrian and vehicular traffic entering and exiting the parking facilities on a daily basis, and during events, thereby avoiding traffic buildups within the structures and/or lots on contiguous public streets and sidewalks. Additional staff may be deployed during special events and peak traffic periods occurring during holidays and weekends. SP+ uses our SP+/GAMEDAY personnel throughout the nation for large scale events, including the NFL, MLB, and even the Olympic Games. This same team worked tirelessly to support the recent Super Bowl in the City of Phoenix, AZ.
Key Personnel & Organizational Chart
Please see Tab 3 Key Personnel, page 18 for our Key Personnel and Organizational Chart.
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Structures Staffing Plan
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Santa Monica Beach Staffing Plan
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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.
Our team members, enhanced with the support of our Event Logistics Subject Matter Experts at SP+ GAMEDAY (credentials referenced throughout this response), have extensive experience with event parking, traffic and pedestrian access management, and transportation services.
Our firm plans for and has the ability to foresee and mitigate traffic and parking issues before any disruption occurs. That’s key to these operations given how busy the City of Santa Monica is as a general rule, let alone during special events and evening and weekend activity.
As a holistic master parking and transportation planner, advisor and provider, SP+ GAMEDAY is the only A to Z General Contractor for all event and venue parking and transportation needs. Together, with and on behalf of City of Santa Monica, the SP+ team will create efficient traffic management plans, establishing communication with relevant agencies such as Santa Monica Police and Fire Departments, and the City’s traffic engineers, to ensure smooth operations on the front lines.
In fact, we anticipate working closely with the City (just as we do now) to coordinate all of the constituencies involved in the City’s large-scale event parking operations, from presenters, attendees, politicians, VIP’s and media, to employees and vendors, to transportation providers and law enforcement. Moreover, our operating systems and strategies reduce traffic congestion, carbon emissions and visitor stress on Downtown streets while increasing garage and lot revenues — and that’s a win-win outcome for everyone involved.
Traffic and Circulation: We combine proven success with scalable traffic control services that can be tailored to venues of all sizes, whether operating year-round or on a more limited, event-specific basis. Our expertise includes but is not limited to the following components: Vehicular Traffic Management, Pedestrian Traffic Management, WayFinding Signage Planning and Placement, Permit Management, Staffing Management, Maintenance of Traffic Device Plan, Online Booking for Parking and Transportation, Vehicle Screening, Management of Access Control Points, Communications and Sustainability Planning.
In short, we have the hands-on experience in Santa Monica to understand what traffic control components are required for events and operations of all sizes, the resources to ensure courteous staffing and appropriate placement, and proprietary tools to seamlessly facilitate revenue collections and vehicular movement. We have the expertise to bring all of these elements together for the City of Santa Monica to deliver a customer experience that’s second to none;
See comprehensive overview of Click and Park at the Cost Proposal Section; Proposal Response to the City of Santa Monica Request for Proposals Parking Management Services Printed on 100% post-consumer recycled content paper.
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.
Well trained, professionally attired and groomed frontline employees are the people most responsible for delivering excellent customer service.
Frontline Training, Right from the Start
Training new frontline employees—cashiers, valet attendants, maintenance workers and shuttle bus drivers—begins on the day of hire with an orientation session that, in addition to formally introducing the company to the employee, sets out the specific technical and customer service training programs the employee will be required to attend.
Orientation is promptly followed by technical skills training, which provides employees with the mentored, on-the-job learning experience needed to begin contributing to facility performance right from the start.
Employee Training / SP+ University™
Our reputation for excellence in customer service and on-site management starts with and is built on a comprehensive, award-winning training system. The process identifies and develops the skills and behaviors required to enable all of our employees to perform up to our stringent expectations. No other parking company places as high a premium on customer service enhancement and its positive linkage to a professional, in-house training department.
The National Parking Association’s Certified Parking Professional (CPP) [formerly Certified Parking Facility Manager (CPFM)] program establishes an industry-wide standard of parking operational knowledge that is accepted by all parking management companies. We lead the industry with the most CPP and CPFM managers of any parking company in the United States.
Tapping the Internet as a training resource, our in-house, web-based training system—SP+ University™—supplements formal classroom and frontline training programs.
Most importantly, we recognize that every location has unique, individual requirements for defining and carrying out operational excellence. To that end, we always consult with our clients to ensure that all operational expectations and location-specific needs are identified and addressed in the development of our training solutions.
Mastering the Three Keys to Customer Satisfaction
Within the first three months of employment comes the enhancement of customer service skills through our targeted Three Keys to Customer Satisfaction classroom-based training program.
Our reputation for outstanding customer service has been built on these formal training sessions that emphasize facility and employee appearance, constructive customer relations and positive resolution of customer inquiries and concerns.
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Key #1—First Impressions: Facility and Employee Appearance. Employees learn the importance—both for themselves and the parking facility—of maintaining a well-groomed appearance. As the company’s classroom trainers point out, in just ten seconds a typical customer forms eleven distinct impressions about us and the service to be received.
Key #2—Successful Customer Interactions. Cashiers, valet attendants and bus drivers regularly interact in some way with our customers. To make sure these interactions proceed smoothly, Company trainers emphasize the importance of looking good, warmly greeting customers, communicating in a polite and professional manner, and saying good-bye with a sincere thank you.
Key #3—Effectively Resolving Customer Issues. Some customers want information, some want solutions and some just want an ear to bend. Training helps frontline employees to identify the issue and the appropriate approach to take.
These sessions optimize learning through exercises that encourage interaction between participant and trainer.
Customized, Online Training Materials
We have found that the wide array of management skills that we require—from technical skills such as accounting procedures and computer efficiency to management skills such as employee development, customer service proficiency and the ability to successfully delegate and supervise others—necessitates the use of several training methodologies. We use videobased classroom sessions, self-directed learning packages and computer-based training programs to form a comprehensive, effective program providing management employees with the tools they need to successfully manage parking facilities up to our exacting standards.
Utilizing the Internet to effectively combine and leverage these training activities, our proprietary, web-based training system—SP+ UniversityTM—provides every manager with the knowledge and skills needed to successfully perform specific job responsibilities.
From a secure company web site, each facility manager’s supervisor downloads SP+ UniversityTM content to create a customized training plan for that manager. Each module of selected information contains corporate policies, instructions and exercises that blend learning theory with practical, on-the-job applications. The supervisor evaluates the manager’s work product to ensure that the participant has mastered the content and identified location-specific requirements.
The web site also houses related materials to support continuing education and career development. Our corporate training department downloads status information from the web site to assist management in assessing the training progress of individual employees.
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Specific Training Plans for Managers
Facility Managers. New facility managers participate in an independent training program that includes a workbook and a supplemental video that emphasize the development of leadership skills; keys to recruiting, interviewing, hiring and training skilled employees; understanding the disciplinary process; and meeting our demanding customer service standards.
In addition, we provide our facility managers with several local resources to augment and complete their training. Each facility manager receives a computer-based training program that guides the manager through the company’s online information computer database system. This computer-based training itself is then supplemented with a job and accounting guide.
Senior Managers. Our senior managers participate in a similar self-directed training program that focuses on supervisory skills as well as planning, organization, delegation and motivation.
The training program design also allows managers to practice their new skills while on the job.
This supervisory skills development package is complemented with an orientation at our corporate headquarters, where each senior manager spends time enhancing his or her skills in the fields of hiring and payroll processing, revenue control and auditing procedures, profit and loss statement analysis, budget forecasting, and marketing for maximum profitability.
Customer Service Coordinators
To ensure that training objectives are met at each location, the company designates an operations manager or other administrative employee to be a Customer Service Coordinator for a group of locations.
Working in partnership with the training department, the Customer Service Coordinator launches and implements new training programs, establishes the training system at our facilities, manages the Strive for Excellence Program and measures the results of these programs for continuous improvement. The Customer Service Coordinator is responsible for aligning company standards with the specific needs of clients and locations.
HOW MAY I HELP YOU CAMPAIGN
As part of SP+’s customer service initiative in the City of Santa Monica, we started a program for all our employees, from front-line staff to upper level management, known as the How May I Help You Campaign. The overall goal with this program is for our employees to remain keenly focused on the customer service experience in our City operations. All of our front line-staff members in Santa Monica interact with customers throughout each day. A significant portion of the customer population includes tourists. In an effort to ensure customers and tourists have a positive parking experience we employ the How May I Help You Campaign because it directly caters to the tourist-driven City.
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The How May I Help You campaign starts with a simple button that is part of each employee’s uniform, but sends an important internal message to our employees. The goal of the button is to show the public that our Attendants also take on the role of Ambassadors to the City, and should be approached with questions outside of the parking world. Our staff is well-trained in customer service. They each attend our Three Keys to Customer Satisfaction training course, which is through our Training Department. Included in this training, our staff also gets an indepth education about the City of Santa Monica itself. From Landmarks, to parking rates, and where our lots and structures are located, the goal is to know answers to as many questions that a first-time visitor might ask. From simple questions such as (“Where is the Santa Monica Pier?”) to more complex questions like (“Where is the Metro and Big Blue Bus Stop”). This program has significantly elevated our level of service as it pertains to interactions with day-today parkers.
Providing a Customer-Centric Approach to Service
In March 2014, Roamy Valera shared with Mid-South Transportation and Parking Association attendees in the keynote address our approach to providing a customer-centric service within a municipal environment. In our view, the first step in the process begins with establishing an employee-centric environment. For an employee-centric environment to be in place management should:
Focus on the conditions front line employees serve within Establish an open dialogue between management and front-line staff Provide public acknowledgement of good performance and reward them for their efforts Increase face to face time with front-line staff
As management and front line staff’s behavior become more aligned, the process of establishing a customer-centric philosophy is in place. Within this environment the operation will:
Allow for an open dialogue between the customer and the operation Establish performance metrics based on service and not solely production (tickets) Serve as Ambassadors to the community
Actively engage stakeholders
Publicize new events and program changes
As the approach begins to take place, overall program performance is bound to improve as a result of employee moral leading to less employee turnover. More importantly, the public’s trust in the system will add credibility to our and the program’s efforts.
Attitude, Appearance and Conduct/Employee and Public Relations Throughout our more than 85 years of operation, we have pursued an unwavering philosophy – provide excellent customer service! This goal permeates and drives our culture. It is our Proposal Response to the City of Santa Monica Request for Proposals Parking Management Services Printed on 100% post-consumer recycled content paper.
mission, and the root of our success. In fact we recently were awarded the Excellence in Customer Service award from the City of New Orleans in recognition of this dedication.
Each component of our business plan, be it broad or narrow, highly visible or quietly supportive, is based upon placing qualified and trained personnel in positions, with appropriate resources and tools, to perform clearly defined and structured tasks, and deliver timely, courteous, efficient and memorable service.
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Performance Standards to Ensure High Quality Customer Service Monitoring Employee Performance
Our Parking Ambassadors are expected achieve certain performance levels for which goals, objectives and standards have been established. Our Ambassadors will receive periodic evaluations as a method for ongoing training and measurement for rewards. Please see the following Performance programs and protocol. These programs can be customized for the City of Santa Monica to accompany the sample Key Performance Indicators highlighted in the proposed Incentive Fee section.
Helping individuals understand parking regulations and where they can park; Maintaining professionalism in use of 2-way radio; Using the Alpha Codes and 10 codes; Keeping transmissions brief, to the point and business related; Ensuring language is professional and in compliance to FCC standards; Teamwork and support of fellow employees; Wearing approved uniform and maintaining it in a clean and presentable condition; Arriving at work on time; Early notification of absenteeism; Assisting with maintenance projects as requested; Assisting with office projects as requested; Assisting with other project/responsibilities as requested, and attending approved training classes/courses.
Public Relations and Customer Service
Whether in uniform or out, and/or engaged in front-line activities, a Parking Ambassador is usually easily recognizable. Therefore, the Ambassador must be professional and on their best behavior at all times. Being representatives of the City of Santa Monica, an SP+ Ambassador shall freely offer assistance to the public when called upon or when an obvious situation exists that requires help from an Ambassador. Examples include: answering questions related to parking policies, providing information on local events, giving directions, offering assistance with disabled vehicles, comforting the sick, hurt or elderly until help arrives, resolving conflicts to the best of their ability, and helping in situations that are obvious and/or deemed necessary.
Emergency Assistance
If a situation arises where medical assistance or police assistance is needed, the Ambassador must contact their supervisor or call 911 depending on the severity of the situation.
Independent judgment must be used before contacting 911. This should be done before administering any first aid or assistance to ensure help is on the way. All safety precautions will be used.
We augment our training programs with a multi-faceted monitoring system designed to ensure satisfactory on-the-job performance.
Training Compliance. To guard against any new employees “slipping through the cracks,” our corporate training department monitors compliance reports to verify that each new employee has participated in the appropriate training programs.
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In-house Auditing. Members of our in-house auditing team visit locations on an annual basis to evaluate employee performance in technical as well as customer service proficiency.
Senior Manager Audits. Senior managers supplement our in-house audits by performing their own regional audits three times a year.
Customer Surveys. Customer surveys are routinely and randomly conducted so that our parkers can provide direct feedback and observations regarding the quality of our employees.
Recognizing and Rewarding Exceptional Customer Service: Our Kudos Program To reward an employee’s exceptional customer service or exceeding operational standards as noted by co-workers, managers and customers, we’ll feature the employee in our corporate communications and on our Intranet. The employee will also receive a certificate of appreciation and a gift card. The employee’s manager can additionally authorize the employee to select a gift through a designated online thank you service.
Customer Inquiries
Our on-site management personnel are specifically trained to be highly visible and readily available to respond to any and all questions that patrons may have. In addition, our on-site management staff will establish and maintain direct, "proactive" relationships with the various stakeholders to determine exactly what specific needs they may have, and then devise whatever programs are necessary to satisfy those needs. This one-on-one approach reinforces our dedication to customer service. All customer complaints (if applicable) that cannot be effectively resolved by the SP+ General Manager are immediately forwarded to the attention of the Senior and Regional Managers respectively, and ultimately the Senior Vice President of Operations. All Customer Satisfaction programs will be subject to the review and approval of the City prior to their implementation.
Administering Customer Complaints
In order to effectively deal with customer service complaints, we will employ prudent complaint abatement procedures. SP+ will provide our parking personnel, including our in-office staff, with City of Santa Monica-specific complaint abatement protocol that will be further bolstered by our extensive operational and customer service training, as referenced below. We will augment our training program to include site-specific complaint abatement procedures, while employing a multi-faceted monitoring system designed to ensure satisfactory on-the-job performance.
Training Compliance. To guard against any new employees “slipping through the cracks,” our corporate training department monitors compliance reports to verify that each new employee has participated in the appropriate training programs.
In-house Auditing. Our in-house auditing team and corporate training department visit our locations on an annual basis to evaluate employee performance in technical as well as customer service proficiency.
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Senior Manager Audits. Senior managers supplement our in-house audits by performing their own regional audits three times a year.
Customer Surveys. Customer surveys are routinely and randomly conducted so that our parkers can provide direct feedback and observations regarding the quality of our employees.
Adding to our expertise and customer service capabilities, we are committed to the development of tomorrow’s parking professionals (our employees, at all levels) through the International Parking Institute, and many of our existing employees hold the distinguished IPI CAPP designation, and/or are currently enrolled in the program.
Damage Claims
If our staff becomes aware of or is informed of a damage claim or vehicular accident, staff must contact the Manager/Supervisor on duty and relay the following information: Type of damage, location of the incident, if injuries were sustained, the number of vehicles and/or persons involved; and the severity of the damage sustained. An incident report form must be completed and forwarded to our Risk Department. As the City’s facilities are self-park facilities, the claim form is used for insurance documentation purposes. In the event a personal injury has occurred, our staff members follow these steps: Do not move the victim; try to get information of the type of injury the person has sustained and inform the Manager so they can make the necessary call to 911. Once the appropriate care has been administered, the applicable safety incident form should be completed as soon as possible after the incident. On-site staff shall contact the Contract Manager for further instruction;
Hiring & Pre-Employment Screening
SP+’s hiring and pre-screening process helps us retain qualified employees for the long-term, which in turn facilitates excellent customer service. In addition to reducing turnover costs, this gives our clients and parking customers the opportunity to establish the personal relationships and trust that facilitate a positive and profitable parking environment.
Automated Recruiting Solutions: Our automated online application process provides access to a broad pool of qualified candidates in a centralized candidate database.
Frontline applicants can apply 24/7 from anywhere with Internet access (or through our toll-free job hotline), and our managers can quickly identify and pre-screen potential candidates. This process greatly enhances the quality of hiring decisions and compliance with employment regulations.
Screening, Background / Drug Checks: We use a comprehensive pre-employment screening program to make sure that only the most qualified candidates are chosen for employment. Pre-employment screening is an effective risk management tool that promotes a safe and profitable workplace by helping to limit the uncertainty inherent in the hiring process. Our pre-screening techniques significantly reduce potential violence, Proposal Response to the City of Santa Monica Request for Proposals Parking Management Services Printed on 100% post-consumer recycled content paper.
theft, financial loss, sexual harassment and other workplace problems. Every employee is vetted through a background check specifically geared to their job duties and responsibilities. These checks include (depending on the position) Social Security Number validation, criminal background (including applicable arrest record), motor vehicle record, credit, and employment and education verification. All operations candidates also must pass a pre-employment drug test.
Preliminary Pre-Interview Screening: At the front-end of the process, we often use a professional telephone interviewing service to pre-screen candidates before they are invited in for formal interviews. Hiring managers are trained in how to narrow down the potential pool of applicants to qualified individuals, and how to thoroughly check employment and personal references.
Prior Operator Employee Retention: This is not applicable in this case, as SP+ is the City of Santa Monica’s incumbent, but for background purposes, when we assume management responsibility of an existing parking operation from another operator, we typically consult with the client and interview existing personnel in an attempt to retain those qualified employees who have an operating history at that particular facility. Our experience has been that replacing existing staff members—who often are quite knowledgeable about existing conditions and the personal idiosyncrasies of regular parkers—merely for the sake of change often is unnecessary and, in fact, counterproductive since their retention usually enhances and facilitates a smooth transition. Thus, our preference is to retain qualified staff members when possible, and to focus instead on teaching them new techniques as necessary in the context of our performance standards and expectations.
Employee Appearance & Uniforms
We require all of our employees to be neatly uniformed and well-groomed at all times. Experience has demonstrated that proper attire and grooming also serve to enhance employee performance and our customer service potential. Our customary uniform consists of a white shirt with a black tie, black blazer/vest, black slacks and black, well-shined shoes.
We do, however, frequently work with our clients to create uniforms that are specifically designed and tailored to be consistent with a property's distinctive logo, colors and design scheme.
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Premier Amenity Programs
Our customer amenity programs send a clear message to the parking public that the City’s facilities go the extra mile when it comes to customer conveniences. These programs not only make a parking experience more enjoyable, but also convey a sense of the City’s sensitivity to and appreciation of the needs of its parking customers. These programs serve to enhance the value of the City’s parking portfolio while creating a customer-friendly parking experience.
CarCare Maintenance Services. Under an agreement with us, a car care company will pick up a customer’s car from one of our locations, contact the customer with an estimate, service the car during normal working hours and return it to the facility before the end of the business day. All the customer needs to do is notify the parking facility manager, who contacts the nearby participating service shop. No advance reservations are required, and car care company provides this service at no cost to the parking facility.
Courtesy Umbrellas. Courtesy umbrellas, embossed with either our or the property’s logo (depending on the client’s preference), can be loaned to customers on rainy days.
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Driver Assistance Services
Several free amenity services can be provided by our employees to help parking facility customers. These include:
Locating lost cars
Jump-starting dead batteries
Inflating flat tires
Changing tires
Escorting patrons to vehicles
Assisted or self-service cleaning of windshields and headlights Replenishment of windshield wiper fluid
Customized local maps
Customer Appreciation Days
As a “thank-you” to City of Santa Monica customers for their patronage, SP+ can roll out a Customer Appreciation Day in select facilities periodically throughout the year. Most typically, customer appreciation days involve the distribution of the following items at least once a quarter:
Beverages such as coffee, hot chocolate or bottled water Candy
Newspapers
Travel mugs, umbrellas and other promotional items
Musical Theme Floor Reminder System
In facilities equipped with our musical theme floor reminder system, a different song―consistent with the “theme” that has been chosen for that particular parking―is played on each parking level, helping customers recall where they left their cars. The music is reinforced on each floor by
dramatic graphics—distinctive to the specific song being played on that floor—displayed in the elevator vestibules and throughout that level’s parking bays.
“Tear-off” sheets, located near the elevators, are often provided for customers as reminder notices. All elevator cab panels specifically integrate the same graphics that are displayed on the various floors. The graphics are also displayed on the main parking facility directory and in garage maps.
Quality Amenities Promote Customer Loyalty
Most of these programs are available at little or no cost to the City. However, increased customer loyalty pays handsome dividends in terms of enhanced location revenue, as people prefer to park at a facility where they feel more comfortable and know that their business is appreciated.
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