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Contract 39749
CITY CONTRACT ce CONTRAC iNo. � 3. 1 BETWEEN THE CITY OF FORT WORTH AND STANDARD PARKING CORPORATION FOR MANAGEMENT AND OPERATION OF THE WILL ROGERS MEMORIAL CENTER PARKING FACILITIES THIS Contract is made and entered into by and between the CITY of Fort Worth, a home -rule municipal corporation of the State of Texas, located within Tarrant, Parker, Wise and Denton Counties, (hereinafter referred to as ("CITY"), acting by and through Thomas Higgins, its duly authorized Assistant CITY Manager, and Standard Parking Corporation, a Delaware corporation (hereinafter called "OPERATOR"), acting by and through Edward Simmons, its duly authorized Executive Vice President. WITNESSETH: WHEREAS, the Will Rogers Memorial Center and Fort Worth Convention Center provides or makes available certain services to meet the needs of both tenants and users of the facilities; and WHEREAS, parking services are an integral part of the success of the Will Rogers Memorial Center, the Fort Worth Cultural District and the Fort Worth Convention Center; and NOW THEREFORE, in consideration for the covenants and Contract hereafter set forth, the parties hereto agree as follows: 1. TERM 1.1 The initial term of this Contract shall be for three years, from February 1, 2010 ("Commencement Date"), through and including January 31, 2013, unless terminated as hereinafter provided. OPERATOR'S compensation and initial work shall commence as of the Commencement Date. The City will provide the Operator with written notice of the date for the implementation of the paid parking services. The parties acknowledge and agree that the late start-up penalty set forth in Section 5.17.1 of the RFP (attached as Exhibit "A" hereto) shall not apply during the period from February 1, 2010, through the date the City sets as the date for implementation of the paid parking services. 1.2 In addition to the initial term hereof, the CITY and OPERATOR may mutually agree annually for a one-year renewal of this Contract, not to exceed three one-year options, upon the same terms and conditions, and upon thirty (30) days written notice by the CITY prior to the expiration of the current term. In the event the OPERATOR is requested to continue operation of the parking facilities after expiration of the term of the Operating Contract, such continuance shall be construed to be a tenancy from month -to -month, on the same terms and conditions. 2. DESCRIPTION OF SERVICES 2.1 OPERATOR's Services. OPERATOR shall perform the services in a manner satisfactory to CITY and consistent with that level of care and skill ordinarily exercised by members of the profession currently practicing in the same locality under similar conditions, all consistent with CITY's Request for Proposal dated July 22, 2009, hereinafter referred to as the "RFP", OPERATOR's bid response, hereinafter referred to as Bid Response and includes the RFP response dated September 3, 2009, as amended by the Best and Final Offer dated October 22, 2009, as further amended by the follow-up letter dated November 2, 2009, and the terms of this Contract. In the event of a conflict between these documents, such conflicts shall be resolved as follows: the Contract takes prece ence over the RFP and OFFICIAL RECORD Page 1 of 15 CITY SECRETARY Uc. 10885JCB#5 FT. WORTH, TX A the Bid Response, and the RFP takes precedence over the Bid Response. Both the RFP and the Bid Response are incorporated herein and made a part hereof for all purposes as if the had been copied herein verbatim. A copy of the RFP is attached as Exhibit "A" and a copy of the Bid Response is attached as Exhibit "B". For all valet services at Will Rogers Memorial Center ("WRMC") and the Fort Worth Convention Center ("FWCC"), the Operator can sub -contract for valet services only if the sub -contractor procures Garage Keeper's liability insurance as outlined in Section 7 of this Contract. 2.2 OPERATOR shall work closely with the Director of the Department of Public Events, or his/her designee, hereinafter referred to as "Director", in the performance of any and all related tasks required by the Director in order to fulfill the intent of this Contract. 2.3 OPERATOR shall deliver all aspects of operating the parking facilities specified in the RFP, including but not limited to, maintenance, revenue collection and control, parking enforcement, and staffing which result from its services to the Director in such form as described in Section 5: Scope of Work and Expectations contained in the RFP including Section 5.18, Alternative Services. 2.4 OPERATOR represents that all of its employees and subcontractors who perform services under this Contract shall be qualified and competent to perform the services required herein. OPERATOR agrees to replace any employee or subcontractor that the CITY, in its reasonable opinion, finds unacceptable. 2.5 OPERATOR will provide services for the parking facilities except for approximately thirty (30) days each year that the Southwestern Exposition and Livestock Show leases the entire WRMC; provided, however, that OPERATOR shall be entitled to receipt of its Management Fee during such period. 2.6 The CITY gives the OPERATOR the right to exercise the options listed below: 2.6.1 On or before February 1, 2010, and under the terms of the RFP, Operator will exercise the option to manage and operate valet and RV Parking at the WRMC. 2.6.2 On or before October 1, 2010, and under the terms of the RFP, OPERATOR will exercise the option to manage and operate the two FWCC parking facilities as well as valet and RV parking at FWCC. 2.6.3 Upon written request by the City, OPERATOR may begin to operate and manage the two FWCC facilities plus the valet and RV parking earlier than October 1, 2010. 2.6.4 When OPERATOR begins management and operation of the FWCC parking facilities, CITY employees will be subject to the CITY's Reduction in Force policy (RIF). 2.6.5. Operator agrees to allow current City parking employees at FWCC and WRMC to apply for employment with Operator's company. 3. COMPENSATION 3.1 MANAGEMENT FEE: CITY agrees to compensate OPERATOR, and OPERATOR agrees to accept in full satisfaction for the services required by this Contract to manage and operate the Will Rogers Memorial Center Parking System, a Management Fee of Sixty -Six Thousand Five Hundred Dollars ($66,500.00) per year to be paid in monthly installments of Five Thousand Five Hundred Forty Dollars and Sixty Seven Cents ($5,541.67). OPERATOR will fund up to Ten Thousand Dollars for a public relations campaign to include outside consultants and advertising dollars for the first year of the Contract. The Operator agrees that the compensation for RV services at WRMC is included in the Page 2 of 15 Loc. 108851CB#5 w management fee paid to Operator by the City as outlined in this section 3.1 of this Contract. 3.2 OTHER OPTIONAL MANAGEMENT FEE FOR CONVENTION CENTER'S TWO GARAGES, VALET AND RV PARKING: If OPERATOR agrees to exercise one of its options in Section 2.6 of this CONTRACT, the CITY agrees to compensate OPERATOR, and OPERATOR agrees to accept in full satisfaction for the services required by this Contract to manage and operate the Fort Worth Convention Center Parking Garages on Houston Street and Commerce Street and the valet and RV parking operations at the FWCC for a Management Fee of Twenty One Thousand Dollars ($21,000.00) per year to be paid in monthly installments of One Thousand Seven Hundred Fifty Dollars and No Cents ($1,750.00). 3.3 GENERAL LIABILITY INSURANCE - WRMC: CITY agrees to reimburse OPERATOR, and OPERATOR agrees to provide insurance coverage with the limits specified in Exhibit "A" of the RFP at a cost of Forty -Three Thousand Nine Hundred Forty Eight Dollars ($43.948.00) per year of the Contract to be paid in monthly installments of Three Thousand Six Hundred Sixty Two Dollars and Thirty Four Cents ($3,662.34). The insurance rate will be effective for years one and two of the Contract. Any future increases will be capped at five percent (5%) per year. The foregoing insurance charge includes coverage for RV parking as well as the other self park operations. As valet operations are requested by the CITY, OPERATOR will Contract with a valet provider and require the valet provider to procure garagekeepers legal liability insurance in conformity with the requirements of Exhibit A of the RFP. The amount charged by the valet provider for such insurance shall be reimbursed by the CITY. 3.4 GENERAL LIABILITY INSURANCE - FWCC: CITY agrees to reimburse OPERATOR, and OPERATOR agrees to provide insurance coverage for the Fort Worth Convention Center garages with the limits specified in Exhibit A of the RFP at a cost of Twelve Thousand Six Hundred Twenty Eight Dollars ($12,628.00) per year of the Contract to be paid in monthly installments of One thousand Fifty Two Dollars and Thirty Four Cents ($1,052.34). The insurance rate will be effective for year one and two of the Contract. Any future increases will be caped at five percent (5%) per year. The foregoing insurance charge includes coverage for RV parking as well as the other self park operations. As valet operations are requested by the CITY, OPERATOR will Contract with a valet provider and require the valet provider to procure garagekeepers legal liability insurance in conformity with the requirements of Exhibit A of the RFP. The amount charged by the valet provider for such insurance shall be reimbursed by the CITY. 3.5 OPERATING EXPENSES: CITY agrees to compensate OPERATOR for, and OPERATOR agrees to provide, labor, materials, supplies, equipment and other services necessary to operate the WRMC Parking System, FWCC Parking Garages, Valet Services and RV Parking services (including all labor, materials, delivery, tax, assembly, and installation, as applicable). CITY shall pay OPERATOR said Consideration in accordance with the approved, budgeted operating expenses. The budget of operating expenses for the initial period of February 2, 2010 through September 30, 2010 is attached hereto as Exhibit "C". No budgeted operating expense item shall be exceeded by more than 5% per line item without written authorization from the CITY. If at any time during the period covered by an approved Budget it appears to OPERATOR that the actual total of all Operating Expenses likely to be incurred during said period will exceed the Budget's projected total by more than five percent (51/6), OPERATOR shall promptly so advise CITY, and CITY and OPERATOR shall jointly discuss what actions, if any, could be taken to minimize the Operating Expenses without substantially impairing the operation of the parking facilities. 3.6 OPERATING EXPENSES for each subsequent fiscal year of October 1 through September 30, shall be submitted by the preceding March 15 for each fiscal year of the Contract in order to be included in the authorized budget of the CITY. The Fort Worth CITY Council will be the sole authority relating to the parking system budget for each fiscal year. Page 3 of 15 Loc. 108853CB#5 3.7 START-UP EXPENSES: CITY agrees to compensate OPERATOR a fixed fee for the services related to start up operations in accordance with the authorized operating budget in the first month of the Contract attached hereto as Exhibit "C". 3.7.1 The CITY shall allocate $11,838.00 to OPERATOR for one-time start up operating expenses for WRMC parking facilities upon the execution of this CONTRACT. This allocation includes, but is not limited to recruitment and training, and shall be paid within thirty (30) days after receipt of CITY'S receipt of OPERATOR'S invoice for same. 3.7.2 On February 8, 2010, or the starting date that OPERATOR begins management services at WRMC parking garage, the CITY will advance OPERATOR the sum of $163,277.34 for two months' Operating Expenses plus one month's Management Fee of $5,541.60 for a total payment of $168,818.90. The advance of $163,277.34 will be settled at the end of the CONTRACT term. 3.8 PAYMENT TERMS: Within thirty (30) days after the date of OPERATOR'S monthly statement and invoice (required pursuant to Section 3.9 below), the CITY shall remit payment to OPERATOR for the Operating Expenses (including the management fees) actually incurred in the prior month. 3.9 REPORTS AND RECORDS: Within fifteen (15) days after the end of each calendar month, OPERATOR shall provide the CITY a statement showing all revenue, Operating Expenses and Management Fees of the preceding month, together with an invoice for the prior month's Operating Expenses and Management Fees. Within ninety (90) days following the last month of the term of this Contract, OPERATOR shall mail a like final statement. OPERATOR shall keep complete and accurate reports and records (collectively, "Records") of all revenue and Operating Expenses relating to the parking facilities. Such Records shall be kept in accordance with good accounting practices. OPERATOR shall permit CITY to inspect the Records in accordance with Section 9 below. 4. OPERATOR: RESPONSIBLE INDIVIDUAL(S) The Responsible Principal(s) set forth in the Bid Response to the RFP shall be principally responsible for OPERATOR's obligations under this Contract and shall serve as principal liaison between CITY and OPERATOR. Designation of another Responsible Principal by OPERATOR shall not be made without the prior written consent of CITY, which consent shall not be unreasonably withheld. The Responsible Principals shall have no personal liability under this Contract. OPERATOR shall be entirely responsible for any acts or omissions of the Responsible Principals. 5. PERSONNEL OPERATOR represents that it has, or shall secure at its own expense, all personnel required to perform OPERATOR's services under this Contract. All personnel engaged in the work shall be qualified to perform such services. 6. INTERESTS OF OPERATOR. OPERATOR affirms that it presently has no interest and shall not have any interest, direct or indirect, which would conflict in any manner with the performance of the services contemplated by this Contract. No person having any such interest shall be employed by or be associated with OPERATOR. T INSURANCE OPERATOR shall procure, pay for, and maintain during the term of this Contract, with a Page 4 of 15 Loc. 10885JCB#5 A company authorized to do business in the State of Texas and acceptable to CITY, the minimum insurance coverage contained in Attachment "A" to the RFP, together with comply with all other requirements of said Attachment "A". 8. INDEMNIFICATION OPERATOR covenants and agrees to and does hereby indemnify, hold harmless and defend, at its own expense, the CITY, its officers, servants and employees, from and against any and all claims or suits for property loss, including but not limited to, Workers' Compensation Act liability, lost profits, property damage, damage and/or personal injury, including death, to any and all persons, of whatsoever kind or character, whether real or asserted, arising out of the use or occupation of the facilities by Operator except to the extent caused by the negligence, gross negligence or willful acts or omissions of the CITY. RIGHT OF REVIEW AND AUDIT 9.1 OPERATOR agrees that CITY shall, until the expiration of three (3) years after final payment under this Contract is made to CITY, have access to and the right to examine and photocopy any directly pertinent books, documents, papers and records of OPERATOR involving transactions relating to this Contract. OPERATOR agrees that CITY shall have access during normal working hours to all necessary OPERATOR facilities and shall be provided adequate and appropriate workspace in order to conduct audits in compliance with the provisions of this section. 9.2 OPERATOR further agrees to include in all its subcontracts hereunder a provision to the effect that the subcontractor agrees that CITY shall, until the expiration of three (3) years after final payment under the subcontract, have access to and the right to examine any directly pertinent books, documents, papers and shall be provided adequate and appropriate work space, in order to conduct audits in compliance with the provisions of this article. CITY shall give the subcontractor reasonable advance notice of intended audits. 9.3 OPERATOR and subcontractor agree to photocopy such documents as may be requested by CITY. CITY agrees to reimburse OPERATOR and/or subcontractor for the cost of copies at the rates as contained in the Texas Administrative Code at the time payment is made. 10. GIFT TO PUBLIC SERVANT 10.1 CITY may terminate this Contract immediately if OPERATOR has offered, conferred, or agreed to confer any benefit upon a CITY employee or official that the CITY employee or official is prohibited by law from accepting. 10.2. For purposes of this section, "benefit" means anything reasonably regarded as pecuniary gain or pecuniary advantage, including benefit to any other person in whose welfare the beneficiary has a direct or substantial interest, but does not include a contribution or expenditure made and reported in accordance with law. 10.3. Notwithstanding any other legal remedies, CITY may require OPERATOR to remove any of its employees or subcontractors from the Project who has violated the restrictions of this section or any similar state or federal law, and obtain reimbursement for any expenditures made to OPERATOR as a result of the improper offer, Contract to confer, or conferring of a benefit to a CITY employee or official. 11. TERMINATION 11.1 CITY may terminate this Contract for its own convenience or for cause in the event of default of Page 5 of 15 Loc. 10885JCB#5 this Contract by OPERATOR, which default is not cured within thirty (30) days after written notice thereof to OPERATOR, with the understanding that all services being performed under this Contract shall cease upon the date specified in such notice. If the CITY terminates this Contract for convenience pursuant to this Section, the CITY shall pay OPERATOR for services actually and satisfactorily performed in accordance herewith prior to such termination, in accordance with a final statement submitted by OPERATOR documenting the performance of such work. OPERATOR shall have the right to terminate this Contract upon written notice to the CITY in the event the CITY fails to remit any payment of operating expenses or management fees when due, provided the CITY is first given written notice of such failure and is permitted fifteen (15) days after receipt of such notice in which to cure the alleged failure. 11.2 OPERATOR shall not be entitled to lost or anticipated profits in the event this Contract is terminated as provided for herein or in the event that the CITY, in its sole discretion, decides not to exercise any option period. Notwithstanding the foregoing, or any other provision of this Contract, if this Contract is terminated for any reason prior to complete amortization of certain equipment and improvements which OPERATOR agreed to purchase pursuant to the RFP and Bid Documents, then the CITY shall reimburse OPERATOR for the depreciated value of said equipment and improvements. The equipment and improvements cost is estimated to be approximately $75,000 and the amortization period shall be three (3) years. The CITY agrees to pay OPERATOR for the unamortized cost of the equipment and improvements on the termination date of this CONTRACT. Upon receipt of full reimbursement, ownership of the equipment and improvements will vest in the CITY. 11.3 Upon termination of this Contract or expiration, OPERATOR shall not remove any property or equipment vital to the service provision until: 11.3.1 The ownership of the property is determined; and 11.3.2 The Will Rogers Memorial Centel has time to replace or purchase the property or equipment to maintain the ability to provide the parking services contemplated herein. 11.4 Termination on Default The following shall be deemed events of default by OPERATOR under this Contract: A. OPERATOR fails to pay any of the funds when due or any other payment of reimbursement to CITY required hereunder; B. Failure by the CITY to take any action upon default by OPERATOR of any of the terms, covenants or conditions required to be performed, kept and observed by the OPERATOR shall not be construed to be or act as a waiver of default or in any subsequent default of any of the terms, covenants and conditions herein contained to be performed, kept and observed by the OPERATOR; C. Any act or omission which results in the suspension or revocation of any act, power, license, permit or authority, which terminates the conduct and operation of the Parking Services at the Will Rogers Memorial Center and/or Fort Worth Convention Center by the OPERATOR, or suspends it for any time in excess of thirty (30) days; D. OPERATOR attempts to assign this Contract without the prior written consent of CITY; E. OPERATOR fails to use the parking facilities as per the terms and the purpose of this Contract without written consent of the CITY; Page 6 of 15 Loc. 10885JCB#5 F. The levy of any attachment or execution, or the appointment of any receiver, or the execution of any other process of any court of competent jurisdiction which does, or as a direct consequence of such process, will interfere with OPERATOR's operation of the parking services at the Will Rogers Memorial Center and/or Fort Worth Convention Center and will interfere with its operations under this Contract and which attachment, execution, receivership, or other process of such court is not enjoined, vacated, dismissed, or set aside within a period of thirty (30) days; G. OPERATOR makes a transfer in fraud of creditors, or makes an assignment for the benefit of creditors; H. A petition under any part of the Federal bankruptcy law, or an action under any present or future solvency law or statute is filed against OPERATOR and OPERATOR's operations hereunder are interfered with or adversely affected thereby, or OPERATOR is adjudicated as bankrupt. Upon notification that the OPERATOR has declared bankruptcy, the CITY may immediately make other arrangements to ,provide parking services to its customers until an arrangement is worked out between the CITY and the Court. The OPERATOR will not share in any of the revenues derived from such temporary arrangements; or, I. OPERATOR abandons, deserts, vacates or discontinues all or part of its operation of the parking services or any other action that results in a failure by OPERATOR to provide public and others with the service required. If OPERATOR defaults in performing any covenant or term of this Contract and does not correct the default within thirty (30) days after receipt of written notice from CITY to OPERATOR or an additional reasonable period if OPERATOR is proceeding with diligence to cure the default, CITY may declare this Contract, and all rights and interest created by it, terminated. 11.5 Other Remedies Any termination of this Contract as provided in this article will not relieve OPERATOR from paying any sum or sums due and payable to CITY under the Contract at the time of termination, or any claim for damages then or previously accruing against OPERATOR under this Contract. Any such termination will not prevent CITY from enforcing the payment of any such sum or sums or claim for damages by any remedy provided for by law, or from recovering damages from OPERATOR for any default under the Contract. All CITY's rights, options, and remedies under this Contract will be construed to be cumulative, and not one of them is exclusive of the other. CITY may pursue any or all such remedies or any other remedy or relief provided by law, whether or not stated in this Contract. 11.6 Upon meeting the requirements of either 11.3.1 or 11.3.2, OPERATOR at its sole expense, shall remove from the Will Rogers Memorial Center and/or Fort Worth Convention Center all equipment and material which OPERATOR owns. 11.7 OPERATOR recognizes that the services provided pursuant to this Contract are vital to the CITY's efforts to provide convenient parking services; that continuity thereof must be maintained at a consistently high level without interruption; that upon expiration or earlier termination of this Contract a successor may continue these services; that any successor OPERATOR shall need phase -in training; and that OPERATOR must cooperate in order to effect an orderly and efficient transition. OPERATOR shall cooperate with a smooth, seamless transition and have a cooperative approach. There shall be no negative correspondence in OPERATOR's communications to Licensees or users. 11.8 OPERATOR shall be required to provide phase -out services to its successor OPERATOR for up to thirty (30) days prior to Contract expiration at no charge to the CITY. Phase -out orientation shall Page 7 of 15 Loc. 10885JCB#5 comprise a minimum of 30 working days, 8 hours per day. Orientation may include system operations procedures, record keeping, reports, and procurement procedures, etc. OPERATOR shall be totally responsible for providing the services called for by the Contract during its Phase -out period. CITY agrees to work with OPERATOR to prevent disclosure of OPERATOR's trade secrets during the Phase -out period. 12. CITY'S RESPONSIBILITIES. CITY shall provide OPERATOR with all pertinent data, documents, and other requested information as is available for the proper performance of OPERATOR's services. 13. INFORMATION AND DOCUMENTS All data, information, documents and drawings prepared for CITY and required to be furnished to CITY in connection with this Contract shall become the property of CITY, and CITY may use all or any portion of the work submitted by OPERATOR and compensated by CITY pursuant to this Contract as CITY deems appropriate. Notwithstanding the foregoing, Operator reserves all rights to Operator's intellectual property, including but not limited to its trade names, trademarks and any and all on -site parking amenities programs (the "Intellectual Property"), and the parties agree that, upon termination of this Contract for any reason, Operator shall have the right, at its sole cost and expense, to remove the Operator's Intellectual Property from the parking facilities, and the CITY shall refrain from all further use of the Operator's Intellectual Property. 14, CHANGES IN SCOPE OF WORK The CITY shall have the right to order, in writing, changes in the scope of work or the services to be performed. Any changes in the scope of work requested by OPERATOR must be made in writing and approved by both parties. To the extent a change in the scope of work or services performed changes OPERATOR's operating expenses, the budget shall be modified accordingly. 15. NONDISCRIMINATION As a condition of this Contract, OPERATOR covenants that it will take all necessary actions to insure that in connection with any work under this Contract, OPERATOR, its employees and subcontractors, will not discriminate in the treatment or employment of any individual or groups of individuals on the grounds of race, color, religion, national origin, age, sex, or handicap unrelated to job performance, either directly, indirectly or through Contractual or other arrangements. OPERATOR shall also comply with all applicable requirements of the Americans with Disabilities Act, 42 U.S.C.A. § 121 O 1-12213, as amended. In this regard, OPERATOR shall keep, retain and safeguard all records relating to this Contract or work performed hereunder for a minimum period of three (3) years from final Contract completion, with full access allowed to authorized CITY representatives, upon request, for purposes of evaluating compliance with this and other provisions of the Contract. 16. APPLICABLE LAWS 16.1 If any action, whether real or asserted, at law or in equity, arises on the basis of any provision of this Contract, venue for such action shall lie in state courts located in Tarrant County, Texas or the United States District Court for the Northern District of Texas — Fort Worth Division. This Contract shall be construed in accordance with the laws of the State of Texas. 16.2 This Contract shall be construed under the laws of the state of Texas. This Contract has been fully negotiated between the parties and any ambiguity contained herein shall not be construed adversely Page 8 of 15 Loc. 10885JCB#5 to either party based upon which party may have written the Contract. 17. CONTRACT TRANSFER OR ASSIGNMENT This Contract shall not be assigned, transferred or sublet without, in whole or in part, without the prior written consent of the CITY and any such attempt to assign, transfer or sublet without the written consent of the CITY shall be void. This Contract shall be binding upon and inure to the benefit of the parties hereto and their respective heirs, executors, administrators, successors and, except as otherwise provided in this Contract, their assigns. 18. NOTICES All notices, communications, and reports required or permitted under this Contract shall be personally delivered or sent via certified mail to the respective parties by depositing same in the United States mail, postage prepaid, at the addresses shown below, unless and until either party is otherwise notified in writing by the other party, at the following addresses. Mailed notices shall be deemed communicated as of the date of receipt. If intended for CITY, to: Public Events Department Will Rogers Memorial Center 3401 W. Lancaster Fort Worth, Texas 76107 If intended for OPERATOR, to: And: Standard Parking Corporation Attn: Chris Conley, Senior Vice President 1675 Broadway, Suite 2160 Denver, CO 80202 Standard Parking Corporation Attn: Legal Department 900 N. Michigan Ave., Suite 1600 Chicago, IL 60611 19. INDEPENDENT OPERATOR OPERATOR shall operate. hereunder as an independent Contractor and not as an officer, agent, servant, or employee of the CITY. OPERATOR shall have the exclusive control of, and the exclusive right to, control the work designated to the OPERATOR to be performed hereunder, and all persons performing the same, and shall be solely responsible for the acts and omissions of .its officers, agents, servants, Contractors, subcontractors and employees. Neither CITY nor OPERATOR shall be responsible under the Doctrine of Respondeat Superior for the acts and omissions of its officers, agents, servants, Contractors, subcontractors, or employees. It is understood and agreed that the CITY is not involved as a party to any activities that may be carried on by OPERATOR pursuant to this Contract. OPERATOR acknowledges itself solely responsible for such activities and for all persons and property involved or used in connection with OPERATOR's parking operations. Provided, however, that no Page 9 of 15 Loc. 10885JCs#5 provision of this Contract shall operate or be construed as a waiver by either party of any immunity from liability which it has or could be asserted under the doctrine of governmental immunity or any other immunity which it has under law. 20. MISCELLANEOUS PROVISIONS 20.1 In case any one or more of the provisions contained in this Contract shall for any reason be held to be invalid, illegal, or unenforceable in any respect, such invalidity, illegality, or unenforceability shall not affect any other provision thereof and this Contract shall be considered as if such invalid, illegal, or unenforceable provision had never been contained in this Contract. 20.2 This Contract may be executed in any number of counterparts, each of which shall be deemed an original and constitute one and the same instrument. 20.3 Force Majeure. Timely performance by both parties is essential to this Contract. However, neither party is liable for delays or other failures to perform its obligations under this Contract to the extent the delay or failure is caused by Force Majeure. Force Majeure means fires, floods, and other acts of God, explosions, war, terrorist acts, riots, court orders, and, the acts of superior governmental or military authority or other similar incidents outside the control of the parties that renders the performance of this Contract impossible. This relief is not applicable unless the affected party does the following: uses due diligence to remove the effects of the Force Majeure as quickly as practicable; and provides the other party with prompt written notice of the cause and its anticipated effect. The CITY may perform functions itself or Contract them out during periods of Force Majeure. Such performance is not a default or breach of this Contract by the CITY. If the Force Majeure continues more than sixty (60) days, the CITY may terminate this Contract by giving seven (7) days written notice to the OPERATOR. In the event the CITY terminates the Contract, pursuant to this section, the CITY will reimburse the OPERATOR the balance of any unamortized capital improvements made at the facility by the OPERATOR, such termination not being based upon a default or breach of this Contract 20.4 Strike. OPERATOR WAIVES ANY CLAIM IT MAY HAVE FOR FINANCIAL LOSSES OR OTHER DAMAGES RESULTING FROM THE TERMINATION. OPERATOR is not relieved from performing its obligations under this Contract due to a strike or work slowdown of its employees. OPERATOR shall employ only fully trained and qualified personnel during a strike. 20.5 Total Contract. This CONTRACT, together with the Exhibits incorporated therein, embodies the complete Contract of the parties hereto, superseding all oral or written previous and contemporary Contracts between the parties and relating to matters in this Contract, and except as otherwise provided herein cannot be modified without written Contract of the parties to be attached to and made a part of this Contract. 20.6 Application of Provisions In any dispute over the meaning or application of any provision of this Contract, this Contract shall be interpreted fairly and reasonably, and neither more strongly for or against any party, regardless of the actual drafter of this Contract. 20.7 No Termination on Bankruptcy. Bankruptcy, insolvency, assignment for the benefit of creditors, or the appointment of a receiver will not affect this Contract as long as OPERATOR and CITY or their respective successors or legal representatives continue to perform all covenants of this Contract. 20.8 Captions and Headings. The captions to the various clauses of this Contract are for informational purposes only and shall not alter the substance of the terms and conditions of this Contract. 20.9 Governmental Powers. It is understood that by execution of this Contract, the CITY does not Page 10 of 15 Loc. 10885JCB#5 waive or surrender any of it governmental powers. 20.10 Non-anDronriation of Funds. In the event no funds or insufficient funds are appropriated by the CITY in any fiscal period for any payments due hereunder, CITY will notify Consultant of such occurrence and this Contract shall terminate on the last day of the fiscal period for which appropriations were received without penalty or expense to the CITY or any kind whatsoever, except as to the portions of the payments herein agreed upon which funds shall have been appropriated. 21. PUBLIC INFORMATION ACT Consultant understands and acknowledges that the CITY is a public entity under the laws of the State of Texas and as such, all documents held by the CITY are subject to disclosure under Chapter 552 of the Texas Government Code. Consultant shall clearly indicate to the CITY what information it deems proprietary. If the CITY is required to disclose any documents that may reveal any Consultant Proprietary Information to third parties under the Texas Government Code, or by any other legal process, law, rule or judicial order by a court of competent jurisdiction, the CITY will notify Consultant prior to disclosure of such documents, and give Consultant the opportunity to submit reasons for objections to disclosure. The CITY agrees to restrict access to Consultant's information to those persons within its organization who have a need to know for purposes of management of this Contract. The CITY agrees to inform its employees of the obligations under this paragraph and to enforce rules and procedures that will prevent any unauthorized disclosure or transfer of information. The CITY will use its best efforts to secure and protect Company's information in the same manner and to the same degree it protects its own proprietary information; however, the CITY does not guarantee that any information deemed proprietary by Consultant will be protected from public disclosure if release is required by law. The foregoing obligation regarding confidentiality shall remain in effect for a period of three (3) years after the expiration of this Contract. [The Remainder of the Page Intentionally Left Blank] Page 11 of 15 Lac. 10885JCB#5 IN WITNESS THEREOF, the parties hereto have made and executed this Contract in multiple originals the day and year first above written, in Fort Worth, Tarrant County, Texas. CITY OF FORT WORTH: Tom Higgins, Assistant CIT anager RECOMMENDED: JSlaughter, Director Public Events Department APPROVED AS TO FORM AND LEGALITY: f t2 Ch r K. Byles Assistant CITY Attorney ATTEST: OPERATOR: Standard Park M. Marty Hendrix CITY Secretary Contract P_Uthorizatiox Page 12 of 15 Loc. 10885JCB#5 Ed Simmons, b a�f0�0e_�k- $.�� 60 �nOa u� d U ve Vice President OFFICIAL RECORD CITY SECRETARY FT (NORTH, TX EXHIBIT A Request for Proposals (RFP) For Management & Operation of the Will Rogers Memorial Center Parking Facilities (Attached) Page 13 of 15 Loc. 10885JCB#5 EXHIBIT B Proposal Dated September 3, 2009 And Best and Final Offer dated October 22, 2009 And Letter Dated November 2, 2009 (Attached) Page 14 of 15 Loc. 10885JcB#5 EXHIBIT C Budget for Period of February 2, 2010 through September 30, 2010 (Attached) Page 15 of 15 Loc. 10885JCB#5 City of Fort Worth, Texas Mayor and Council Communication COUNCIL ACTION: Approved on 1/12/2010 - Ord. No. 18991-01-2010 DATE: Tuesday, January 12, 2010 REFERENCE NO.: C-24024 LOG NAME: 25WRMCPARKOPERATOR SUBJECT: Authorize the Execution of a Contract with Standard Parking Corporation for the Management and Operation of the Will Rogers Memorial Center Parking Facilities for a Management Fee of $66,500.00 Per Year and Adopt Supplemental Appropriation Ordinance (COUNCIL DISTRICT 7) RECOMMENDATION: It is recommended that the City Council: 1. Authorize the execution of a Contract beginning February 1, 2010, with Standard Parking Corporation for the management and operation of the Will Rogers Memorial Center Parking Facilities for a management fee of $66,500.00 per year for an initial term of three years, with three one year renewal options upon the same terms and conditions; and 2. Adopt the attached supplemental appropriation ordinance increasing appropriations in the Municipal Parking Fund by $772,685.00 and decreasing the unaudited, unreserved, undesignated fund balance by the same amount. DISCUSSION: On April 21, 2009, (City Secretary Contract No. 38674) City Council authorized a Professional Services Agreement (Agreement) with Walker Parking Consultants for the development of a Request for Proposals (RFP) for the selection of a private sector operator for the consolidated parking system at the Will Rogers Memorial Center (WRMC). On July 22, 2009, the city issued the (RFP) to identify a parking operator for the management and operation of the WRMC parking facilities. The parking facilities encompass 6,167 parking spaces and provides parking for the Cultural District including the Western Heritage Parking Garage scheduled for completion in early 2010. The Agreement excludes approximately 30 days per year when the Southwestern Exposition and Livestock Show leases the entire WRMC complex. An evaluation panel consisting of representatives from Walker Parking Consultants, the City Manager's Office, the Public Events Department, the Transportation and Public Works Department and an independent parking manager conducted interviews with the top responders and provided additional opportunity for informational exchange and clarification of the scope of work. The evaluation factors included relevant experience, proposed business plan, qualifications and proposed management fee and operating budget. Standard Parking Corporation was determined to be the best evaluated firm for the contract for an annual management fee of $66,500.00 to be paid in monthly installments. The city will reimburse budgeted and authorized operating expenses each month. This M&C is seeking approval for a supplemental appropriation of $772,685.00 that includes start up expenses, the management fee and operating expenses for the eight months remaining in the Fiscal Year 2010. The annual management fee of $66,500.00 and annual operating expense of $991,502.00 will be included in the Fiscal Year 2011 Logname: 25WRMCPARKOPERATOR Pagel of 3 budget request as an exception package. The RFP also included alternates to manage and operate the two Fort Worth Convention Center (FWCC) garages, to manage and operate Valet parking at the WRMC and FWCC facilities and to manage and operate the Recreational Vehicle (RV) parking at the WRMC and FWCC facilities. Staff is recommending that the option to manage and operate Valet and RV parking at the Will Rogers Memorial Center be exercised effective February 1, 2010. Staff is recommending exercising the option to manage the FWCC parking garages, as well as Valet and RV at the FWCC facilities, beginning October 1, 2010, for an annual management fee of $21,000.00. The management fee and operating expense will be included in the Fiscal Year 2011 budget request as an exception package. ADVERTISEMENT - The RFP was advertised in the Fort Worth Star -Telegram on July 23, 2009, July 29, 2009, August 5, 2009, August 12, 2009, August 19, 2009, August 26, 2009 and September 3, 2009. Eight responses were received from Ace Parking Management, Ampco System Parking, Imperial Parking, LAZ Parking, Parking Company of America, Parking Concepts, Inc., Republic Parking and Standard Parking Corporation. MM/BE - A waiver of the goal for M/WBE subcontracting requirements was requested by the Public Events Department and approved by the M/WBE Office because the purchase of goods and services is from sources where subcontracting or supplier opportunities are negligible. CONTRACT TERM - Upon City Council's approval, the contract will begin February 1, 2010 and end January 31, 2013 and excludes the approximately 30 days each year in January and February that the facility is leased to the Southwestern Exposition and Livestock Show. RENEWAL OPTIONS - This contract may be renewed for up to three additional one-year terms at the city's option. This action does not require specific City Council approval provided that the City Council has appropriated sufficient funds to satisfy the city's obligations during the renewal term. The Will Rogers Memorial Center is located in COUNCIL DISTRICT 7, but will serve Fort Worth residents in ALL COUNCIL DISTRICTS. ADMINISTRATIVE INCREASE - An administrative increase or amendment for this contract may be made by the City Manager, or his designee, for a total amount of the lesser of 25 percent or $25,000.00, per state law and the city code and does not require specific City Council approval so long as sufficient funds have been appropriated. FISCAL INFORMATION / CERTIFICATION: The Financial Management Services Director certifies that upon approval of the above recommendations and adoption of the attached supplemental appropriation ordinance, funds will be available in the current operating budget, as appropriated, of the Municipal Parking Fund. Upon approval, the unaudited, unreserved, undesignated fund balance of the Municipal Parking Fund will exceed the minimum reserve as outlined in the Financial Management Policy Statements. The Public Events Department is responsible for the collection and deposit of all funds due to the City . FUND CENTERS: TO Fund/Account/Centers FROM Fund/Account/Centers PE59 539120 0208510 $772,685.00 PE59 539120 0208510 CERTIFICATIONS: Submitted for Citv Manaaer's Office bv: Thomas Higgins (6575) Oriainatina Department Head: Kirk Slaughter (2501) $772.685.00 Logname: 25 WRMCPARKOPERATOR Page 2 of 3 Additional Information Contact: Betty Tanner (2502) ATTACHMENTS 1. 25WRMCPARKOPERATOR.doc (Public) 2. MWBE Waiver.pdf (CFW Internal) Logname: 25 WRMCPARKOPERATOR Page 3 of 3 Ordinance No. AN ORDINANCE INCREASING ESTIMATED RECEIPTS AND APPROPRIATIONS IN MUNICIPAL PARKING FUND IN THE AMOUNT OF $772,685.00 FROM AVAILABLE FUNDS FOR THE PURPOSE OF FUNDING THE MANAGEMENT AND OPERATION OF THE WILL ROGERS MEMORIAL CENTER PARKING FACILITIES; PROVIDING FOR A SEVERABILITY CLAUSE, MAKING THIS ORDINANCE CUMULATIVE OF PRIOR ORDINANCES IN CONFLICT HEREWITH; AND PROVIDING AN EFFECTIVE DATE. BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF FORT WORTH, TEXAS: SECTION 1. That in addition to those amounts allocated to the various City departments for Fiscal Year 2009-2010 in the Budget of the City Manager, there shall also be increased estimated receipts and appropriations in the Municipal Parking Fund in the amount of $772,685.00 from available funds for the purpose of funding the Management and Operation of the Will Rogers Memorial Center Parking Facilities. SECTION 2. That should any portion, section or part of a section of this ordinance be declared invalid, inoperative or void for any reason by a court of competent jurisdiction, such decision, opinion or judgment shall in no way impair the remaining portions, sections, or parts of sections of this ordinance, which said remaining provisions shall be and remain in full force and effect. SECTION 3. That this ordinance shall be cumulative of Ordinance No. 18809 and all other ordinances and appropriations amending the same except in those instances where the provisions of this ordinance are in direct conflict with such other ordinances and appropriations, in which instance said conflicting provisions of said prior ordinances and appropriations are hereby expressly repealed. SECTION 4. This ordinance shall take effect upon adoption. APPROVED AS TO FORM AND LEGALITY: Assistant City Attorney ADOPTED AND EFFECTIVE: City of Fort Worth Departmental Request for Waiver Of MBE/WBE Subcontracting/ Supplier Goal �JUL DN1' NAM ESTIMATED COST Tc o n���dE NAME OFVUJYd-tlBID: 14 f I&I ti j ,F 5 at- Wes. 50 7— OP /PROJECT MANAGER EXTENSION f)ATt NIGP CODE b / PROPOS DA E DO'/PROJECT NO}.i; Prior to advertisement. the contracting/managing department shall determine whether the bid/proposal is one which MBE/WBE requirements should not be applied. MBE/WBE requirements may be waived upon written approval of the M/WBE Manager. If one of the conditions listed below exists, the contracting/managing department shall notify the Manager via this form, stating the specific reason (s) for requesting a waiver. If the contracting/managing department and the Manager are in conflict over the granting of a waiver, either may appeal to the City Manager, or designee, and his/her decision is final. Please Check Applicable Reason: A. A public or administrative emergency exists which requires the goods or services to be provided with unusual immediacy; or �B. Purchase of goods or services from source(s) where subcontracting or supplier opportunities are negligible; or C. The application of the provisions of this ordinance will impose an economic risk on the City or unduly delay acquisition of the goods or services; or D. The MWBE Waiver is solicited based on the information provided to the MWBE Office by the managing department's project manager. Justify Commodity or Service Waiver Request: — The Public Events Department is seeking qualified vendors to submit proposals to manage and operate the - - parking facilities at the Will Rogers Memorial Center. The parking facilities are composed of three - -- parking structures and various surface lots. The City has worked with Walker Parking Consultants to - - develop the request for proposals and will assist in the evaluation of the proposals. The selected vendor - - will be responsible for collecting parking revenues for parking services for the events at the WRMC, and -- - adjacent facilities. It is anticipated that the vendors will propose a monthly management fee and propose - -- reimbursables such as salary, supplies, etc., however, we anticipate that the subcontracting or supplier - - opportunities will be neglible. We, therefore, respectfully request a waiver of the MBW/WBE - -- Sub ' ntracting/Supplier Goal. -- M/WBE OFFICE USE ONLY: Approved Signature of M/WBE Authorized Personnel Date Not Approved Signature of M/WBE Authorized Personnel Date Rev. V2VU W"J INSWU a standard Parking corporation Attn: Risk Manager Ph#312.274.2185; Fax#312.640.8218 900 North Michigan Avenue Suite 1600 Chicago IL 60611-1542 USA crime coverage crime Policy: 005218552 Effective: 06/01/08 - 07/01/09 National Union Fire Ins co of Pittsburgh Limit: $1,000,000 crime Policy: 018947936 Effective: 07/01/09 - 01/01/11 National union Fire Ins co of Pittsburgh Limit: $1,000,000 J. I `� Certificate No : 570034971686 Attachment to ACORD Certificate for standard Parking corporation The terms, conditions and provisions noted below are hereby attached to the captioned certificate as additional description of the coverage afforded by the insurer(s). This attachment does not contain all terms, conditions, coverages or exclusions contained in the policy. INSURER F Liberty insurance underwriters, Inc. 19917 INSURED standard Parking Corporation INSURER Attn: Risk Manager Ph#312.274.2195; Fax*312.640.8218 INSURER 900 North Michigan Avenue suite 1600 Chicago IL 60611-1542 USA INSURER INSURER ADDITIONAL POLICIES if a policy below does not include limit information, refer to the corresponding policy on the ACORD certificate form for policy limits. INSR ADDT POLICY NUMBER POLICY POLICY L1R INSRD TYPE OF INSURANCE POLICY DESCRIPTION EIPECTTV6 EXPIRATION LIMITS DATE DATE EXCESS LIABILITY US00005541L109A 01/01/2009 01/01/2010 Limit of D Liability -Ea EXC219573-3 31/01/2009 01/01/2010 Limit of E Liability - F LQ1B71202540046 01/01/2009 01/01/2010 Aggregate Each occurrence DESCRIPTION OF OPERATIONS/LOCATIONSNEMCLESIEXCLUSIONS ADDED BY ENDORSEIENT/SPECIAL PROVISIONS Certificate No : 570034971686 $25,000,000 $25,000,000 $25,000,000 $25,000,000 DATE(MM/DD/YYYY) CERTIFICATE OF LIABILITY INSURANCE I 06,12/2009 PRODUCER Aon Risk services central, Inc, THIS CERTIFICATE IS ISSUED AS A MATTER OF INFORMATION ONLY Chicago IL Office AND CONFERS NO RIGHTS UPON THE CERTIFICATE HOLDER. THIS 200 East Randolph CERTIFICATE DOES NOT AMEND, EXTEND OR ALTER THE Chi cago IL 60601 USA COVERAGE AFFORDED BY THE POLICIES BELOW. a INSURERS AFFORDING COVERAGE NAIC # � PmoNE.(866) 283-7122 FAX4_847) 953-5390 INSURED INSURER A ACE American Insurance Company 22667 •• standard Parking Corporation IINSURERB: ACE Fire underwriters Insurance Co. 20702 t.7 Attn: Risk Manager Ph#312.274.2185; Fax#312.640.8218 IINSURER C; ACE Property &Casualty Insurance Co. 20699 900 North Michigan Avenue Suite 1600 INSURERD: XL Insurance America Inc 24554 Chicago IL 60611-1542 USA ,o INSURERE: Great American Insurance Company of NY 22136 0 COVERAGES SIR applies per terms and conditions of the policy THE POLICIES OF INSURANCE LISTED BELOW HAVE BEEN ISSUED TO THE INSURED NAMED ABOVE FOR THE POLICY PERIOD INDICATED. NOTWITHSTANDING '— ANY REQUMEMENT, TERM OR CONDITION OF ANY CONTRACT OR OTHER DOCUMENT WITH RESPECT TO WHICH THIS CERTIFICATE MAY BE ISSUED OR MAY PERTAIN, THE INSURANCE AFFORDED BY THE POLICIES DESCRIBED HEREIN IS SUBJECT TO ALL THE TERMS, EXCLUSIONS AND CONDITIONS OF SUCH POLICIES. AGGREGATE LIMITS SHOWN MAY HAVE BEEN REDUCED BY PAID CLAIMS, INSR ADDT LIMITS SHOWN ARE AS REQUESTED . LTR IKSRD TYPE OF INSURANCE POLICYNUMBER POLICY EFFEGTIVEPOLICY EXPIRATION LDHITS A ;ELERAL LIABUM X COMMERCIAL GENERAL LIABILITY CLAIMS MADE ® OCCUR GENI. AGGREGATE LIMIT APPLIES PER: L�� IIJ POLICY PRO- M LOC IECT A AUTOMOBILE LIABILITY X AN AUTO ALL OWNED AUTOS SCHEDULED AUTOS HIRED AUTOS NON OWNED AUTOS J A GARAGE LIABILITY A � ANY AUTO c EXCESS I UMBRELLA LIABILITY n ® OCCUR ❑ CLAIMSMADE L DEDUCTIBLE BRETENTION HDOG2374685A ]:SA H08250820 riDOG2374885A Garage Liability ISA H08250820 GaragekeeperS Liability XOUG23365750 D.'1,�/V1fYyYY DATEtp/YYYY1 9 01/01 2010 EACH OCCURRENCE DAMAGE TO RENTED PREMISES (Ea occurrence) MED EXP (Any one Person) PERSONAL & ADV INJURY 01/01/2009 01/01/2010 01/01/2009 01/01/2010 01/01/2009 01/01/2010 GENERAL AGGREGATE PRODUCTS - COMP/OP AGO COMBINED SINGLE LIMIT (Ea accident) BODILY INJURY ( Per Person) BODILY INJURY (Per accident) PROPERTY DAMAGE (Per accident) AUTO ONLY - EA ACCIDENT OTHERTHAN EA ACC AUTO ONLY: AGG 01/01/2009 01/01/2010 EACH OCCURRENCE AGGREGATE S2,000,000 $100.000 Excluded tD $2,000,000 lico, r-1 $2,000,000 $2,000,000 0 0 r. $2,000,000 z d 4; 'L d U $2,000,000 $2,000,000 $15,000,000 S25,000,000 $25,000.000 8 WLRC44359455 WORKERS COMPENSATION AND 01/01/2009 ul/Ul/[Ulu X JTWC STATU-I IoTH_ tTORY L1 NIT,.S ER EMPLOYERS' LIABILITY Y / N ADS A SCFC44359492 01/01/2009 01/01/2010 E.I. EACH ACCIDENT S110001000 ANY PROPRIETOR /PARTNERI EXECUTIVE WI E.LDISEASE-EA 51,000,000'�•y OFFICFPMEEREXCLUDED? � A (Mandatory InNlT) WLRC44359418 EMPLOYEE 01/01/2009 01/01/2010 E.LDISEASE-POUCYLMUT S1,0001000 If yes, describe under SPECIAL PROVISIONS below CA 0 OTHER c JDESCRIPTION OF OPERA'TONS/LOCATIONSNEHICLESIEXCLUSIONS ADDED BY ENDORSEMENT/SPECIAL. PROVISIONS Re: For RFP purposes only, Insurance charges will include all applicable premiums and costs, as well as retained exposure charges established by the Named Insured. CERTIFICATE HOLDER CANCELLATION standard Parking Corporation r� SHOULD ANY OF THE ABOVE DESCRIBED POLICIES BE CANCELLED BEFORE THE EXPIRATION +� 100 North Michigan Avenue DATE THSREOF,THE ISSUING INSURER WILL ENDEAVOR TO MAIL suite 1600 30 DAYS WRITTEN NOTICE TO THE CERTIFICATE HOLDER NAMED TO THE LEFT, ,© J Chicago IL 60611-1542 USA OF AUT NYYINDiDURE UPPONTHEINSSURII ITS AGENTS GENTS NO OR REPN OR LIABILITY RESENTATIVES. AUTHORIZED REPRESENTATIVE ACORD 25 (2009/01) 01988-2009 ACORDCORPORATION. All rights reserved= The ACORD name and logo are registered marks of ACORD Standard Parking Insurance Coverage H 122 I I .1 �J J 1 7 TEXAS WORKFORCE COMMISSION TAX DEPARTMENT COLLECTIONS SECTION AUSTIN. TEXAS 78778-0091 TEXAS WORKFORCE COMMISSION Atbstin, Texas 78778 TAX RATE NOTICE DECEMBER 8, 2008 STANDARD PARKING CORPORATION i TALX UCM SERVICES INC UC EXPRESS PO BOX 283 SAINT LOUIS MO 63166-0283 Itlir111111tl,ll I IIBIII II,IIIIled ltllt1ltlttlti11let III tilts II $99.264.41 CHARGEBACKS S21,583,110.B7 -- TAXED WAGES 0.a6°A = BENEFIT RATIO 1.2a X REPLENISHMENT RATIO 0.60% = GENERAL TAX RATE 0.90% PRIOR YEAR RATE 0.00% BOND OBLIGATION ASSESSMENT RATE ACCOUNT NUMBER �j1-�0&510_p EFFECTIVE DATE JAN 1, 20118 Bermfits charged to your account along with any related predecessor accounts) within the period 10/1/05 to 9130108. Taxable Wages upon which tax has been timely and within the period 10/1/05 to 9130108. Chargebacks dmded by Taxed Wages The quotient is rounded up to the next hundredth Computed according to State Lew and is the same for each employer entitled to an experience rate Benefit Ratio multiplied by Replenishment Ratio The product is rounded up to the next tenth and may not exceed 6 00. The sum of your prior year's General, Deficit, and Replenishment Tax Rates The product of your prior year rate. Obligation Assessment ratio and Yield Margin (percentage) rounded to the nearest hundredth + INTEREST TAX RATE Assessed to pay interest incurred on advances from the Federal 0.004e Trust Fund and is the same for each employer 0.00% = UNEMPLOYMENT._ OBLIGATION Obligation Assessment Rate is the sum of the Bond obligation ASSESSMENT RATE Assessrlrent Rate and Interest Tax Rate DEFICIT TAX RATE Friar Year Hate multiplied by Deficit Ratio The product is NONE rounded to the nearest hundredth and may not exceed 2 001T. EMPLOYMENT AND TRAINING Assessed to fund development of new job incentive programs, the skills INVESTMENT ASSESSMENT development program and the Texas Enterprise Fund This assessment is C.10% the same for each employer entitled to an Experience Rate 0.16% REPLENISHMENT TAX RATE Computed according to State Law and is the same for each employer entitled to an Experience Rate 0.86% EFFECITVE TAX RATE Effective Tax Rate is the sum of amounts shown in the shaded areas. THE TAXABLE WAGE BASE LIMIT IS $9000 Per Employee, Per Year. Your tax account services and detail chargeback information can be accessed online at h1IDe//yyW1%IexaSWarkforce.o[ghi/t x(Enftaxinfa.htmi or tax@twc.stjMe,tx,ms or TEXAS WORKFORCE COMMISSION STATUS - ROOM 514 101 E. 15TH STREET AUSTIN TX 78778-DODI FAX (512) 463-8185 IF YOU HAVE ANY QUESTIONS CONCERNING YOUR TAX RATE, PLEASE CONTACT YOUR TWC REPRESENTATIVE- EDUARDO ZUNIGA AT (512) 463-2777 ti7n i I I v J�- I Unemployment Tax Rate for Texas 121 Exhibit B Proposal for Management and Operations Will Rogers Memorial Center Parking Facilities And Convention Center Garages Fort Worth, Texas FoRTMORTH Submitted to City of Fort Worth Purchasing Division RFP #09-0151 I September 3, 2009 Standard Parking 02009 by Standard Parking Corporation All rights reserved. No material may be used, reproduced or distributed without the written permission of Standard Parking Corporation. OFFICIAL RECORD CITY SECRETARY FT. WORTH, TX Table of Contents Cover Letter 8.1 Management Summary 8.2 Experience / References 8.3 Contract Terminated 8.4 Financial Stability :. 8.5 Organization Chart 8.6 Key Personnel 8.7 Operating Plan 8.7.1 Staffing Plan 8.7.2 Revenue Control Procedures 8.7.3 Report Forms 8.7.4 Procedures for Customer Complaints 8.7.5 Quality / Training Program 8.7.6 Parking Enforcement Report 8.8 Budget 8.9 Management Fee 8.10 Commission 8.11 Insurance Costs 8.12 State Unemployment Rate 8.13 Acceptance of Conditions 8.14 Alternate #5. 18.1 8.15 Alternate #5. 18.2 8.16 Alternate #5. 18.3 Addendum Standard Parking® 4 Greenway Plaza, Suite C950, Houston, TX (713) 965-1776 • Fax (713) 965-1775 September 3, 2009 City of Fort Worth Purchasing Division Attn: Lance Wright Lower Level 1000 Throckmorton Street Fort Worth, TX 76102 Re: Proposal for Management and Operation of the Will Rogers Memorial Center Parking Facilities Dear Mr. Wright: We appreciate the opportunity to submit our proposal for Management and Operation of the --- Will Rogers Memorial Center parking facilities. Our submission, as outlined in the Table of Contents, contains all the information requested in RFP #09-0151. We believe we are the best -qualified firm to partner with The City of Fort Worth based on the following: • We are delivering a full service Parking, Transportation, Traffic Management, Valet, RV Management, Neighborhood Program and Maintenance Product for both the Will Rogers Memorial Center and Convention Center Garages • Stakeholders — We have reached out in meetings with the stakeholders and will build consensus with the stakeholders as the Will Rogers Memorial Center converts to pay parking • Expertise in Event Parking Management - The City will receive the expertise of the most experienced full service event parking management team in the industry. We are providing the experience of Standard Parking and Game Day to the City • The Highest Quality Service - Our approach is to provide a high level, quality service with the best people, which will ensure a positive impression and deliver an exceptional customer experience • Financial Strength — Standard Parking has the financial strength to provide the capital to start up this operation and to offer to arrange financing for our recommended improvements • Strict Parking Accounting Controls — Our parking accounting and audit controls are unparalleled in the industry that will produce significantly greater revenue We have thoroughly analyzed the Will Rogers Memorial Center campus and the Convention Center Garages to develop our operating plans. 3 For the Will Rogers Memorial Center parking program we reviewed the proposed operating scenario suggested in the RFP using multiple'pay and display machines and enforcement. Standard Parking is presenting a different operating plan that proves to be significantly more economical year over year to operate and will deliver superior customer service. We discuss the advantages and disadvantages of each program. This plan was developed with meaningful input from the stakeholders on the campus. Our plan is to operate using perimeter controls. On light event days during the year we will operate with minimum staff and not all entry pavilions open. On the remaining heavy event days of our operation, we will open the required numbers of pavilions to serve the events for the day and add the necessary support staff of Customer Service Representatives and maintenance personnel. This operating method provides: • Consistency and ease of operation for the customers • The most economical operating method • The greatest control for the operation • Allows for advanced technology • Provides for architecturally significant entry pavilions • Is a sustainable plan The success of the parking program requires the input, buy in and promotion of each of the venues onsite. For this reason we met with the following stakeholders and incorporated their needs into the parking program we are presenting herein: We held meetings with Mr. Brad Barnes — Executive VP & General Manager of the Southwestern Exposition & Livestock Show, Pat Riley — Executive Director of the Cowgirl Museum, Mr. Van Romans — CEO, Mr. Tom Mitchell — Executive VP and Mr. Carl Hamm — Senior VP of the Fort Worth Museum of Science and History. We also met with Mr. Wally Jones — President & Executive Producer of Casa Mariana. For the Convention Center Garages we are presenting a plan to aggressively market the facilities and drive revenue. Standard Parking has no competing locations and will work solely to increase revenue for the City. We present a substantial improvement plan for the Commerce Street Garage that allows the facility to operate using the system in the Houston Street Garage. To gather meaningful input from the area stakeholders we met with Mr. Ed Netzhammer — General Manager of the Omni Hotel. Standard Parking also agrees to reach out to the Fort Worth Community for all our labor and supplies. We further commit to reaching out to M/WBE firms for a large percentage of our spend. Standard Parking has the financial relationships to arrange the required capitol to finance the recommended improvements. The program will not require the City of Fort Worth to finance any of the proposed equipment. We certify that Standard Parking has the ability to begin operations no later than February 8, 2010, and we request an earlier start date for the Convention Center Garages. 4 Authorized Standard Parking Official Representations for Standard Parking can be made by: Jay Layden Director, Business Development 4 Greenway Plaza, Suite C 950 Houston, Texas 77046 Phone (713) 965 - 1770, Fax (713) 965 - 1775 ilavden(a),standardnarkina.com Securities Exchange Act and Sarbanes-Oxley Compliance As a public company subject to the requirements of the Securities Exchange Act of 1934 and the Sarbanes-Oxley Act, we adhere to accounting, internal control and reporting standards that are more rigorous than those typically followed by our non-public competitors. Our revenue controls and internal audits intend to maximize profitability while minimizing liability. Commitment! We can unequivocally state that we would commit all of our resources, both locally and nationally, to provide continuous support through the transition period and every single day. We believe that our credentials, vision for the future and commitment to unrelenting personal attention from our executive and senior management provide the basis for our confidence in our team's ability to meet your ongoing expectations at Will Rogers Memorial Center. We look forward to being your partner of choice for parking operations. Again, thank you for the opportunity to submit our proposal. We look forward to discussing our proposal in more detail with you and your team. We look forward to hearing from you. Sincerely, Jay Layden Director, Business Development 5 a Ti PURCHASING DIVISION REQUEST FOR PROPOSALS (RFP) for Manazement & Operation of the Will Rogers Memorial Center Parkirm Facilities RFP No. 09-0151 Issued- July 23,2009 PROPOSAL SUBMISSION DEADLINE: *W*****August 20,2009 by 1.30PM Local Time NO LATE PROPOSALS WILL BE ACCEPTED RESPONSES SHALL BE DELIVERED TO: RESPONSES -SHALL BE MAILED TO: CTrY OF FORT WORTH PURCHA%,NG DMSION CITY OF FORT WORTH PURCHASING, DIVISION LOWER LEVEL LOWER LEVEL 1000 THROCKMORTON STREET 1000 THROCKMORTON STREFT FORT WORTMTEXAS 76102 FORT WORT11,1'EXAS 76102 A Pre -proposal Conference. will be held Thursday, NAME AND ADDRESS OF COMPANY August 6, 2W9 at 10.00 a-rn. in the Silver Spur SUBMITTING MOPOSAL: Room, Amon G. Carter Exhibits Hall, Will Rogers Memorial Center, 3401 W. Lancaster, Fort Worth, Standard Parking Texas 76107 4 Greenway Plaza, Suite C 950 FOR ADDITIONAL INFORMATION Haustion, I TX 771146 REGARDING -THIS RFP PLEASECONTACT- Befty'Tanner, Assistant Facilities and Publie Events Director Betty.Tannerle- fortworthgov.org I Contict Person: Jay Layden Richard Raskin, Consultant Richard.Raskin, walkerparking.com Phone., ((713194$1770 Fax-((713)365%j775 sfgnah REFURN THIS COVER SHEET WITH _-, / k-/ 6 RESPONSETO: Printed Name.- Jay Layden Lance Wright, Buyer Director, Business Development Purchasing Division Financial Management Services Department AcknoivIedgment of Adden.&7 41, . .... . .... #2 #3 44 #5 6 8.1 Management Summary Designee for Correspondence and Notifications Representations for Standard Parking can be made by: Jay Layden Director, Business Development 4 Greenway Plaza, Suite C 950 Houston, Texas 77046 Phone (713) 965 - 1770, Fax (713) 965 - 1775 ilavden( standardnarkina.com 7 8.2 Experience / References Standard Parking: Credentials and Qualifications A parking facility is more than just a place to leave a car. It often makes the critical first and last impressions that a customer retains regarding the overall property itself. For this reason, the owners of prestigious properties throughout the United States —where image and stature are paramount —consistently turn to Standard Parking as the provider of their parking management services. Corporate Overview Standard Parking Corporation (NASDAQ:STAN) operates approximately 2,200 parking facilities throughout the United States and Canada. We manage the parking facilities in properties of all kinds (office, mixed -use, retail, residential, sports stadium, special event, municipal, hospital, airport, commercial). In total, we oversee more than one million parking spaces in over 320 cities. The corporate headquarters is located in Chicago, with numerous regional offices in major metropolitan areas across America. Our Mission We have achieved our success through a tireless effort to improve the parking experience for our clients and customers. Our mission is to maximize the value provided to our clients through excellence, innovation and efficiency in management services, delivered by a superior team of transportation and parking professionals dedicated to the highest levels of customer service. Premier Properties Across the Country We provide parking management services for the managers and owners of premier properties across the country. Examples include: ➢ Airports —Austin Straubel International; Baton Rouge Metropolitan; Bradley International; Chicago Midway International Airport; Chicago O'Hare International; Cincinnati / Northern Kentucky International; Cleveland Hopkins International; Denver International; El Paso International; Pensacola Regional; Richmond International Airport; Savannah/Hilton Head International; Tallahassee Regional. ➢ Colleges and Universities —George Mason University in Fairfax, Virginia; Boston University and Harvard Medical School in Boston; Massachusetts Institute of Technology in Cambridge; University of Colorado at Denver; Arizona State University in Phoenix; University of Maryland Baltimore. ➢ Hospitals and Medical Centers—Froedtert Hospital in Milwaukee; Calgary Health Region in Calgary, Alberta; St. Joseph's Healthcare in Hamilton, Ontario; Northwestern University Medical Center in Chicago; Methodist Hospital in Houston; Sinai Hospital in - Baltimore. 8 ➢ Hotels —The Four Seasons Hotel and The Ritz -Carlton in Chicago; Grand Hyatt in New York; Hyatt Columbus Convention Center in Columbus; Omni Austin Hotel in Austin; Halekulani Hotel in Honolulu; Westin Grand Bohemian in Orlando. ➢ Municipal Facilities —Navy Pier, McCormick Place and Chicago Transit Authority in Chicago; St. Paul RiverCentre in Minneapolis; Kukui Plaza and Hale Pauahi in Honolulu; public parking operations in Fort Myers and Coral Gables, Florida. ➢ Office Buildings —Wells Fargo Place and the Washington Square Office Complex in Minneapolis; Greenway Plaza in Houston; Met Life Building in New York; Key Tower and BP Tower in Cleveland; One Atlantic Center in Atlanta; One Nashville Place in Nashville; BCE Place in Toronto ➢ Residential Buildings—Citylights in Long Island; Montgomery Greene in New York; Lake Point Tower, Fordham and Presidential Towers in Chicago; Beretania North and Kamakee Vista in Honolulu. ➢ Retail & Mixed -Use —Rego Park Mall in New York; Houston Galleria in Houston; Westfield Century City in Los Angeles; Rowes Wharf in Boston; Chicago Place, 900 N. Michigan Ave. and Water Tower Place in Chicago; Yonge Eglinton Centre in Toronto; KC Live in Kansas City, Missouri. ➢ Sports, Entertainment and Convention Facilities —Kemper Arena in Kansas City, Missouri; U. S. Cellular Field, Soldier Field, United Center and Toyota Park in Chicago; Lakewood Amphitheater in Atlanta; Dodger Stadium in Los Angeles; Nationwide Arena and Crew Stadium in Columbus, Ohio; Yankee Stadium in New York. Parking -Related Services ➢ Consulting —In addition to operating parking facilities, we provide guidance and consultation regarding design, graphics, lighting, security, signage, and automated traffic and revenue control equipment. Over the years, we have provided consulting services in conjunction with the parking component of numerous real estate development projects. ➢ Ground Transportation --We provide ground transportation services for hospitals, universities, offices, hotels, airports and off -airport parking facilities including Sacramento International, Akron Canton Regional and Dallas/Fort Worth International Airports; Summa Health System; and Case Western Reserve University. ➢ Parking Enforcement —Standard Parking leverages its expertise in parking management services to parking enforcement activities including parking meter collections, parking ticket writing, mobile license plate recognition systems and vehicle immobilization. We __. handle parking enforcement services for numerous cities including New Orleans, Fort Myers and Miami Beach. 9 Our Expertise at Sports, Entertainment and Convention Facilities Sports and entertainment venues present unique demands, requiring the parking operator to handle a large volume of vehicles during very compressed time periods. Standard Parking has extensive experience in such parking environments, such as: ➢ U. S. Cellular Field (Chicago White Sox), Soldier Field (Chicago Bears) and the United Center (Chicago Bulls and Chicago Blackhawks) in Chicago. ➢ Dodger Stadium (Los Angeles Dodgers). ➢ Yankee Stadium in New York. ➢ Kemper Arena in Kansas City. ➢ Nationwide Arena in Columbus. Standard Parking's extraordinary emphasis on stringent revenue control procedures is extremely important in such parking venues, which typically do not have the controls provided by parking and revenue control equipment technology. We also are well acquainted with the crowd -control requirements associated with such parking venues. For example, we have operated Kansas City, Missouri's 4,000 space Kemper Arena parking operation since 1995, which is host to numerous entertainment events, industry trade shows and sporting events each year. Upwards of 15,000 people can attend one or more events on a single day. Our Slogan: Ambiance in Parking® Standard Parking applies innovation and creativity to set the industry standard in parking amenities and customer service programs, revenue control, financial reporting, expense containment, employee professionalism and pro -active management. Through our implementation of Ambiance in Parking,® we maximize facility profitability while at the same time making the parking experience a first-class, enjoyable one for the parking patrons. Amenities and Customer Service We stand out from the competition through the customer service and amenity programs we offer, which include: ➢ Books -To -Go® CD Lending Library Monthly parkers borrow, free of charge, popular audio titles. ➢ Films -To -Go® DVD Lending LibraryMonthly parkers borrow, free of charge, popular movies. ➢ Standard Road Assist® Emergency Services —Flat -fee auto care services via toll -free number. ➢ CarCare Services —Drop-off service for car repairs. ➢ Courtesy Umbrellas ➢ Complimentary Vehicle Assistance Services —Tire inflation, tire change, battery jump start, windshield cleaning. ➢ Customer Appreciation Day Promotions 10 Musical Theme Floor Reminder System Our Musical Theme Floor Reminder System plays a different song on each parking level — consistent with a common theme selected for that facility (for example, famous Broadway musicals) --to help customers recall where they parked their cars. The system has generated national and international recognition, drawing extensive attention for the properties that we serve, in publications such as Forbes Magazine, The Wall Street Journal, Time Magazine, The New York Times, The Los Angeles Times, The Boston Globe and The Washington Post. Systems and Technology We are an innovator in advanced systems and technology to enhance revenue generation and cost controls. ➢ Client View" financial reporting software. ➢ Standard Equipment & Technology Upgrade Program" Services (SETUP®) ➢ Automated central cashiering systems. _. ➢ Automated credit card lanes. ➢ Centralized accounting and auditing through our information network. ➢ Computerized monthly billing and keycard control systems. ➢ Hand-held cashiering units for peak usage periods. ➢ License plate inventory systems. Procurement Our enterprise -wide requisitioning system enhances our spending visibility and controls, ensures compliance with our contracts and improves our client reporting tools. Strategic sourcing initiatives focus on maintenance, repair and operating supplies, including tickets, uniforms, office supplies, technology products, lighting, and paint. Our volume purchasing power allows us to provide items for our clients at lower prices. Workforce Management Standard Parking's Internet -based workforce management system enhances the effective management of the human capital deployed at our clients' locations and results in reduced labor - related operating costs and local management better able to focus on revenue generation and customer service. The automation of error -prone manual processes allows us to accurately apply pay policies, provide managers with real-time labor data and offer tools to control costs and enhance productivity. Maintaining compliance with labor laws and regulations offers clients substantial employment risk reduction. 11 Protecting the Environment We are the industry leader in advocating sustainable business practices and "green" products, and were a recent winner of Oracle Corporation's "Empower the Green Enterprise" award for corporate initiatives that support green business practices. Our policies and programs have a demonstrative positive impact on the environment. Our electronic billing and payment methods for monthly parkers, for example, reduce annual paper consumption by 312 tons. Internal Audit /Revenue Control Standard Parking watches over client revenues and facilities more carefully than any other parking operator. Standard Parking accomplishes this objective through rigorous control programs and an independent Internal Audit Department that reports to the Audit Committee of the company's Board of Directors. Securities Exchange Act and Sarbanes-Oxley Compliance As a public company subject to the requirements of the Securities Exchange Act of 1934 and the Sarbanes-Oxley Act, we adhere to accounting, internal control and reporting standards that are more rigorous than those typically followed by our non-public competitors. Under the direction of our Board's Audit Committee, our Internal Audit Department plays an instrumental role in ensuring that the company meets these standards. Sarbanes-Oxley Certification The company completed an assessment of its internal controls over financial reporting as of the end of 2008, which were found to be effective and without material weakness. The company's independent auditor, Ernst & Young, LLP, has completed its evaluation and testing of our internal control over financial reporting, and has issued its unqualified opinion supporting this conclusion. Commendations and Awards _- Over the years, Standard Parking has been honored by the International Parking Institute with nine awards for excellence in parking design, program innovation and facility restoration, including an Award of Merit for a parking facility with less than 800 spaces. Standard Parking has also received BOMA Associate Member of the Year Awards (2002 and 2004), the St. Paul Business Journal Corporate Citizenship Award (2005), an Excellence in Customer Service award from the City of New Orleans (2007), Certificate of Achievement from the City of Miami Beach (2007) and the "Empower the Green Enterprise" award from Oracle Corporation (2008). 12 Standard Parking References The RFP section 5.1 request at lease two references of facilities that operate with utilizing pay - on -foot pay stations, pay -on -entry and pay -on -exit scenarios with a minimum of 600 spaces each for the past two years. The addendum number 2, under clarifications number 6, request we provide the properties managed or operated in the State of Texas. The following is a representative list of properties we operate in the State of Texas. We operate many more properties from Office Building Garages to Medical Office Building parking to shuttle services to cleaning contracts to surface lots. We also included a representative list of sports, entertainment and event properties we operate to illustrate this specific expertise. Of the facilities indicated in the following list, the facilities that meet the minimum standards of section 5.1 are: • First City Tower Garage • The Houston Galleria • The Woman's Hospital of Texas • Houston Center - installation in process Please note we operate many more facilities throughout the country that meet the minimum standards. Some of these include our sports, entertainment and event properties. 13 ' r- Fort Worth Select References Project Name: Calhoun Garage Project Description: Parking Garage designed to serve the Tarrant County Downtown Campus Responsibilities: Manage the visitor parking operation. Hire and train a professional staff to deliver the highest level of customer service. Maintain over 325,000 sq. ft. including sweeping, washing, cleaning, painting, and porter duties. Contact Information: Mr. Clarence Pressley Tarrant County Facilities Director 100 West Weathorford, Rm 460 Fort Worth, Texas 76196 (817) 884 - 3708 epressley@tarrantcounty.com Project Name: Plaza Medical Center Project Description: A 320 bed hospital located in the heart of the Fort Worth Medical District. Responsibilities: Operation of the transportation system Contact Information: Mr. David Zents Director of Facilities Management Plaza Medical Center 900 8`� Avenue Fort Worth, TX 76104 (817)347-5853 Fort Worth Surface Lots: Multiple 14 Dallas Select References Project Name: Bank of America Plaza Project Description: Office Complex with two garages and four surface lots including the Texas Club Garage containing in all 1,806 spaces Responsibilities: Hire and train a professional staff to deliver the highest level of customer service. Maintain over 600,000 sq. ft. including sweeping, washing, cleaning, painting, and porter duties. Manage the parking operation. Contact Information: Mr. Greg Chilton, Senior Property Manager Cushman & Wakefield of Texas 901 Main Street Dallas, Texas 75202 Phone: (214) 761 - 6210 achiltone.cwnlaza. c om Project Name: Fountain Place Project Description: Parking garage with 865 spaces and a surface lot with 342 spaces Responsibilities: Manage the parking operation. Hire and train a professional staff to deliver the highest level of customer service. Maintain over 420,000 sq. ft. including sweeping, washing, cleaning, painting, and porter duties. Contact Information: Ms. Sharon Haines Walhood Senior Property Manager Crescent Real Estate Equities 1445 Ross Avenue Dallas, Texas 75202 (214) 855-7766 swalhood(a,crescent.com 15 Project Name: Lincoln Plaza Project Description: Spurgeon Harris and First Baptist Garages Responsibilities: Manage the parking operation. Hire and train a professional staff to deliver the highest level of customer service. Maintain over 450,000 sq. ft. including sweeping, washing, cleaning, painting, and porter duties. Contact Information: Mr. Jim Hardwick Property Manager CBRE Real Estate 500 North Akard, Suite 3150 Dallas, Texas 75202 (214) 954-3307 James.hardwick(a,cbre. com Project Name: 2100 Ross Project Description: 468 space self park garage Responsibilities: Manage the parking operation. Hire and train a professional staff to deliver the highest level of customer service. Maintain over 160,000 sq. ft. including sweeping, washing, cleaning, painting, and porter duties. - Contact Information: Mr. Keith Bartlett Asst. Property Manager CBRE Real Estate 2100 Ross Avenue, Suite 100 Dallas, Texas 75202 (214) 754 - 2988 16 Houston Select References Project Name: Post Oak Central Project Description: Three office buildings with over 1.27 million square feet of office and retail. Parking has over 3,000 spaces in multiple garages and surface lots. Responsibilities: Hire and train a professional staff to deliver the highest level of customer service. Maintain over 945,000 sq. ft. including sweeping, washing, cleaning, painting, and porter duties. Contact Information: Mr. Ted Fryer Property Manager Crescent Real Estate Equities 2000 Post Oak Blvd. Suite 1950 Houston, Texas 77056 Phone: (713) 871 - 0500 TFreyerAcres cent. com Length of Service 10 years Project Name: Greenway Plaza Project Description: Office complex with over 4.250 million square feet of office and retail. Multiple parking garages and surface lots with 12,000 spaces Responsibilities: Manage the parking operation. Hire and train a professional staff to deliver the highest level of customer service. Maintain over 3.7M sq. ft. including sweeping, washing, cleaning, painting, and porter duties. Contact Information: Mr. Bob Carlen Vice President, Property Management Crescent Real Estate Equities Nine Greenway Plaza, Suite 650 Houston, Texas 77046 (713) 966 - 3900 BCarlen(@,crescent.com Length of Service 10 years 17 Project Name: Project Description: Responsibilities Contact Information Automation: Project Name: Project Description: Reference: Automation: First City Tower Office building with over 1.28 million square feet of office and retail. Parking �. garage has over 2,200 spaces Hire and train a professional staff to deliver the highest level of customer service. Maintain over 700,000 sq. ft. including sweeping, washing, cleaning, painting, and porter duties.*. Mr. David Johnson Associate Director*„ CBRE 1001 Fannin Houston, Texas 77002 Phone: (713) 752 - 5101 Dav id. i ohnson(iUctower. c om Standard Parking has operated First City Tower since 1993. We converted the facility to automation two years ago with pay -on -foot and pay -in -lane technology. The Galleria The Houston Galleria is a mixed use complex that contains over 2.3 million square feet of retail, three office towers, two hotels, an athletic club and many special event functions. The parking consists of 13,800 spaces in multiple garages and surface lots. This facility was one of the first to be controlled by automation. To operate the location we have multiple pay -on -foot machines to serve the several Express Parking locations. Ms. Kristen Sellentin CBRE 2700 Post Oak Blvd. Suite 200 Houston, Texas 77056 (713) 621-9010 Kristen.sellentin@cbre.com The Galleria has operated under Standard Parking for the past 15 years utilizing multiple pay -on -foot pay stations. 18 Project Name: Project Description: Reference: Automation: The Woman's Hospital The Woman's Hospital consists of the hospital and multiple medical office buildings. Standard Parking controls this campus with perimeter controls. Every customer entering the campus pulls a ticket or uses an access card. Visitors can park in multiple garages, multiple surface lots or valet. We have multiple pay -on -foot and pay -in -lane payment options with a variety of validations, weekly and monthly passes. We have operated the campus with automation since 2006. Mr. Chip Whitten 7600 Fannin Houston, Texas 77054 (713) 791 — 7272 Chio.whittena,hcahealthcare.com The Woman's Hospital has operated under Standard Parking for the past 3 years utilizing multiple pay -on -foot pay stations and pay at exit. Project Name: American General Center Project Description: American General Center is a multi building office complex located just west of Downtown Houston. The project has five garages and four large surface lots and contains over 5,292 spaces. Contact Information: Mr. Chuck Moore Senior Property Manager Cushman & Wakefield of Texas, Inc. American General Center 2727 Allen Parkway, Suite 340 Houston, Texas 77019 (713) 831-2563 19 Project Name: The Methodist Office Building Scurlock Tower, Smith Tower, Texas Woman's Hospital, Methodist Tower and Neuro Sensory Project Description: Multiple medical office buildings and hospital complex located in the heart of the Texas Medical Center. We operate five parking garages, some with automation and some converting to automation. The garages contain over 3,500 spaces. We operate two valet operations that park over 500 cars per day each. We also operate an employee shuttle operation from remote parking facilities to the many on and off -site facilities. Contact Information: Mr. John Tolleson Director of Real Estate Services Methodist Hospital 6550 Fannin Houston, Texas 77030 (713) 394-6491 Project Name: Five Post Oak Park Project Description: Class A office tower located in the Galleria area of Houston. The building is served by a 1,640 space parking facility. Contact Information: Ms. Melissa Munson Property Manager Five Post Oak Park 4400 Post Oak Parkway, Suite 2180 Houston, Texas 77027 (713)623-2705 20 Project Name: Houston Center pj Project Description: Houston Center is a Class A multiple building portfolio located in Downtown Houston. The complex consists of One Houston Center, Two Houston Center, Fulbright Tower, Four Houston Center and The Park Shops. We operate six garages and two surface lots that serve the complex with over 7,500 parking spaces. We are currently in the process of automating the entire campus. The parking �. serves events at Minute Maid Park and Toyota Center as well as the Houston Pavilions. Contact Information: Mr. Frank Staats Vice President Property Management Crescent Real Estate Equities Houston Center 909 Fannin, Suite 100 Houston, Texas 77010 (713) 655-5502 Automation: Standard Parking has operated Houston Center since 1993. We are currently in the process of converting the entire campus to automation. Project Name: Regency Parking Garage Project Description: Regency Garage serve multiple office buildings in downtown Houston. The garage contains over 2,700 spaces. We recently completed a lighting retrofit and equipment upgrade. Contact Information: Mr. Jeff Stones Facilities CenterPoint Energy 611 Clay Houston, Texas 77002 (713) 207 - 2295 21 Project Name: Travis Place Garage Project Description: A 1,296 space parking garage serving El Paso Corporation's Houston Headquarters. Contact Information: Mr. Greg Schindler El Paso Corporation 1001 Louisiana Houston, Texas 77002 (713) 420-5106 22 r - 3 Standard Parking Austin References t Project Name: l_ Frost Bank Tower Project Description: Parking facility on the first levels of the building containing over 1,400 spaces Responsibilities: Manage the parking operation. Hire and train a professional staff to deliver the highest level of customer service. Maintain over 490,000 sq. ft. including sweeping, washing, cleaning, painting, �- and porter duties. Contact Information: Ms. Sammie Baker Property Manager Thomas Properties Group 401 Congress, Suite 1850 Austin, Texas 78701 (512) 536-8400 sbaker(&t-p re.com Project Name: One American Center Project Description: 871 space self park garage Responsibilities: Manage the parking operation. Hire and train a professional staff to deliver the highest level of customer service. Maintain over 503,800 sq. ft. including sweeping, washing, cleaning, painting, and porter duties. Contact Information: Daryl Chalberg - Property Manager Thomas Properties Group u 600 Congress, Suite 265 - - Austin, Texas 78701 (512) 536-8430 DChalberg@tpgre.com F S t i 23 1� u Project Name: 300 West 6`h Street Project Description: Parking facility with 1,264 parking spaces. Responsibilities: Manage the parking operation. Hire and train a professional staff to deliver the highest level of customer service. Maintain over 490,000 sq. ft. including sweeping, washing, cleaning, painting, and porter duties. Contact Information: Kimberley Morgan Property Manager Thomas Properties Group 300 West 6th Street Austin, Texas 78701 (512) 536-8400 KMorgan@tpgre.com Project Name: One Congress Plaza Project Description: 861 space self -park garage across the street from the building with an underground tunnel connection Responsibilities: Manage the parking operation. Hire and train a professional staff to deliver the highest level of customer service. Maintain over 300,000 sq. ft. including sweeping, washing, cleaning, painting, and porter duties. Contact Information: Ms. Lisa High Property Manager Thomas Properties Group 111 Congress Austin, Texas 78701 (512) 536-8410 LHigh@tpgre.com 24 Project Name: San Jacinto Center Project Description: Parking facility with 640 parking spaces and a surface lot. Responsibilities: Manage the parking operation. Hire and train a professional staff to deliver the highest level of customer service. Maintain over 225,000 sq. ft. including sweeping, washing, cleaning, painting, and porter duties. Contact Information: Mr. Dan Light Property Manager Thomas Properties Group 98 San Jacinto Blvd. Suite 320 Austin, Texas 78701 (512) 536-8410 DLight@tpgre.com Project Name: Austin Centre Project Description: 585 space garage below the building, shared with the Omni Hotel valet Responsibilities: Manage the parking operation. Hire and train a professional staff to deliver the highest level of customer service. Maintain over 323,547 sq. ft. including sweeping, washing, cleaning, painting, and porter duties. Contact Information: Kim Williams Property Manager T. Stacy & Associates _ 710 Brazos Street Austin, Texas 78701 (512) 320-5800 kwilliams@tstacy.com Project Name: Omni Hotel Project Description: First Class Hotel Valet Operation Responsibilities: Manage the valet parking operation. Hire _ and train a professional staff to deliver the highest level of customer service. Contact Information: Gene McMenamin General Manager Omni Hotel 700 San Jacinto Austin, Texas 78701 (512) 476-3700 - gmcmenamin@omnihotels.com Project Name: 816 Congress Ave. Project Description: 493 space garage Responsibilities: Manage the parking operation. Hire and train a professional staff to deliver the highest level of customer service. Maintain over 430,000 sq. ft. including sweeping, washing, cleaning, painting, and porter duties. Contact Information: Matthew Chittum Property Manager Grubb & Ellis 816 Congress Avenue Austin, Texas 78701 (512)703-2700 Matthew.Chittum@ Grubb-Ellis.com 26 Project Name: AMLI Downtown Project Description: 450 space garage Responsibilities: Manage the parking operation. Hire and train a professional staff to deliver the highest level of customer service. Maintain over 430,000 sq. ft. including sweeping, washing, cleaning, painting, and porter duties. Contact Information: Mr. Lewis Lively Property Manager AMLI 201 T.nvara CtrPet Austin, Texas 78701 (512) 472-1711 Project Name: Strictly Pediatrics Project Description: 750 space garage Responsibilities: Manage the parking operation. Hire and train a professional staff to deliver -- the highest level of customer service. Maintain over 430,000 sq. ft. including sweeping, washing, cleaning, painting, and porter duties. Contact Information: Ms. Sharon Wilkens, RPA Property Manager 1301 Barbara Jordan Blvd. Austin, Texas 78723 (512) 656 - 9220 27 , Select Special Event References Dodger Stadium -. Dodger Stadium, home to the Los Angeles Dodgers, we have onsite parking for more than 21,000 automobiles on 21 terraced lots that are all adjacent to the same elevations as the six different seating levels. This contract has now been extended to our 5`' season. We accept both credential and cash parking, we utilize Ticketmaster at this stadium, the cars are parked using the Speed Park Method, we accept credit cards in the lane, and we operate the employee shuttle. In addition, - we operate in the traffic management control center. r- Reference: Mr. Dennis M. Mannion President and Chief Operating Officer Dodger Stadium 1000 Elysian Park Avenue Los Angeles, CA 90012 (323) 224-1329 Soldier Field The stadium complex and Museum Campus offer a multitude of options to visitors including banquet facilities, sporting events, concerts, a sledding hill, children's garden, veteran's sculpture and the Memorial Water Wall. Patrons visiting Soldier Field, the Field Museum, Shedd Aquarium, Adler Planetarium and Burnham Harbor park in a new garage that is a 2,500 space, fully -automated, pay -on -foot, parking .facility operated by Standard Parking for SMG and the Chicago Park District. Standard Parking supervised the parking for the 1994 World Cup games and several other international soccer matches. At Soldier Field we use the Speed Park Method and use Click and Park for pre -paid Darkine. Reference: Mr. Tim LeFevour General Manager Soldier Field 1410 South Museum Campus Drive Chicago, IL 60605 (312) 235-7168 28 r-^ Nationwide Arena District i Nationwide Arena, home of the NHL's Columbus Blue Jackets, Huntington Ballpark and Lifestyles Communities Pavilion was developed by Nationwide Realty Investors. The arena is located in the Nationwide Arena District, comprised of nearly two million square feet of commercial office and retail space and several hundred residential units. Standard Parking has provided comprehensive management services for all of the parking facilities, encompassing nearly 10,000 parking spaces, since July 2000. For pre -paid parking we utilize Click and Park. Reference: Mr. Christopher Thompson a Senior Equities Manager Nationwide Realty Investors 375 North Front Street Suite 200 Columbus, Ohio 43215 �- (614) 857-2338 '. United Center The United Center is home to the Chicago Bulls and the Chicago Blackhawks. The United Center is the largest arena in the United States, hosting over 200 events each year, Standard Parking operates over 6,000 parking spaces in the lots surrounding the United Center. Reference: Mr. W. Rockwell Wirtz Chairman, Chicago Blackhawks 680 N. Lake Shore Drive Chicago, IL 60611-2083 (312) 943-7000 29 L_ U. S. Cellular Field This is the home of the Chicago White Sox. U.S. Cellular Field (formerly the new Comiskey Park) opened in 1999. Standard Parking operates all of the lots serving the ballpark and administers the coupon program for season ticket holders parking at the venue. Reference: Mr. Howard C. Pizer Executive Vice President Chicago White Sox'; 333 West 35th Street Chicago, IL 60616 (312) 674-5501 Kemper Arena /The American Royal Center Kemper Arena is a premier venue for concerts, national conventions, touring family shows and professional and collegiate sporting events. As part of the American Royal Center, Kemper Arena offers on -site parking for 4,000 vehicles. Standard Parking has been instrumental in making these venues a success for Global Spectrum. Reference: Mr. Larry Hovick General Manager Global Spectrum Kemper Arena/American Royal Center 1800 Genessee Kansas City, MO 64106 (816) 513-4050 30 8.3 Contracts Terminated Standard Parking has not had any cancellations, defaults or notices of default for lack of payment of rents or any other reason within the past five years. However, in the normal course of our business, locations are occasionally terminated for reasons unrelated to performance, defaults or lack or payment of rents (property ownership changes, redevelopment, etc.). Although we do not maintain company -wide records identifying these specific locations, we can certify that no terminations have involved performance claims or lack of payment of rents against Standard Parking. 31 8.4 Financial Stability Financial Institution References Copies of our financial statements are included under separate cover per the RFP instructions. Our financial references are; Bank of America, N.A. 135 South LaSalle Street Chicago, IL 60603 Contact: Craig W. McGuire, SVP 312-828-1320(phone) 312-974-0333 (fax) craie.mcauirea,bankofamerica.com U. S. Bank One U.S. Bank Plaza 7t' & Washington St. Louis, MO 63101 Contact: Karen D. Myers, SVP 314-418-8014 (phone) 314-418-1963 (fax) karen. d.mv ers(&,usb ank. c om Wells Fargo 230 West Monroe Street Suite 2900 Chicago, IL 60606 Contact: Steven A. Nickas, VP 312-762-9009 (phone) 312-795-9388 (fax) nickas(a,wellsfarao. com Audited Financial Statements Standard Parking is a publicly traded company on the New York Stock exchange under the symbol STAN. As a public company we are subject to stringent requirements of the SEC and the Sarbanes-Oxley Act which gives the City of Fort Worth a basis for receiving the highest possible level of accountability. We have enclosed our audited consolidated financial statements of Standard Parking Corporation for the years ended December 31, 2006, 2007 and 2008. 32 8.5 Organization Chart Regional — Headquarters Support Standard Parking maintains regional and city offices throughout the United States and Canada in order to support approximately 13,000 employees and approximately 2,200 parking facility operations. These offices serve as the central bases through which the company provides the employees to staff parking facilities as well as the on -site and support management staff to oversee those operations. The administrative staff accountants are based in those same offices and facilitate the efficient, accurate and timely production and delivery of monthly reports to clients. Our overall basic corporate functions in the areas of finance, human resources, risk management, legal, purchasing and procurement, general administration, strategy and information and technology are based in a Chicago corporate office. The Chicago corporate office also supports and promotes consistency throughout field operations by developing and administering operational, financial and administrative policies, practices and procedures. Relationship Between Field Operations and Corporate Headquarters Standard Parking will assemble a highly qualified field management team to oversee operations, which will receive substantial support and guidance from corporate headquarters located in Chicago, Illinois, where we have in place the industry's strongest and most experienced corporate administrative staff. The corporate resources that would support parking facility operations include: • Claims —Handles all corporate insurance and leasing issues. • Finance Separate Accounts Payable, Accounting, Internal Audit, Payroll, and Treasury departments work together to provide billing, accounting and payroll functions for our field offices. • Human Resources —Addresses union issues and relationships, employee benefits, and employee hiring and discharge issues. • Legal —Provides parking managers with litigation, contract maintenance, government reporting, and management/employment agreements assistance. • Marketing —Assists in the development and production of promotional and marketing materials. • MIS —Provides technical support for PCs used at parking facilities throughout the company. • Operations —Senior management for operations ensures consistency and uniform application of parking management policies. 33 • Purchasing —Implements national purchasing policies for utilization at field locations across the country. • Training and Recruitment —Develops corporate -wide recruitment and training programs for management and non -supervisory personnel. The close relationship between our corporate and local offices ensures that our local parking staffs provide exemplary customer service and operate the parking facilities in the most efficient and cost-effective manner possible. 34 Corporate Organization Marilyn Brooks Irce Pfewdent Business Devebpmen NOW Drow vca ftsKwt Smewc Inbahves Owl F, 35 1 Will Rogers Memorial Center and Convention Center i Garages Organization a ��cra7.�'�n7,F. ACregM, due�ausgbeiwA�errn}nd FiMG ��ti �itX+ k4S�nag er WFiW +k-SalataHk i4i8T��ae ' a-_ ,4c;.nunlJhgzMroO.mwltlw f;knyRrrkian C.3mar J . a_ s ^ 'J4�hAC kl�pit�nance �up�r~+asar 1— i Fauliky Man3oer. III f C;Gnvrrr12rr Cr, mer 3er-2.jan Asys!aoil Mfrrrgaer t� J a I 36 ' 8.6 Key Personnel Standard Parking has the most relevant experience in operating The Will Rogers Memorial Center and the Convention Center Garages. Our offering is a full service including parking, transportation, traffic management, valet, RV management, maintenance, redevelopment and parking control installation. The following are the significant team members that will oversee this important operation. Our Team Tom Hagerman, Chief Operating Officer and Executive Vice President, located in Columbus, Ohio, has 18 years in the parking business. Mr. Hagerman reports to our President and Chief Executive Officer, Jim Wilhelm. Mr. Hagerman is responsible for the operations of Standard Parking. He is a member of Standard Parking's steering committee. His responsibilities include ensuring operations comply with our strict guidelines. Mr. Hagerman actively reviews each locations key matrix. Ed Simmons, Executive Vice President, located in Los Angeles, California. Mr. Simmons has served as our senior vice president -operations since May 1998. Mr. Simmons has also served as executive vice president -operations since August 1999. Previously, he was president, chief executive officer and co- founder of Executive Parking, Inc. Prior to joining Executive Parking, Inc., Mr. Simmons was vice president/general manager for Red Carpet Parking Service and a consultant on facility layout and design and general manager of J & J Parking. Mr. Simmons is a current board member of the National Parking Association and the International Park Institute. Mr. Simmons is a past executive board member and past president of the Parking Association of California. Bruce Kubena, Senior Vice President, located in Houston, Texas, has 18 years parking experience. As Senior Vice President Mr. Kubena is responsible for the application of Standard Parking's Excellence in Execution initiative for each property. Mr. Kubena is a Certified Parking Facility Manager and graduate of Stephen F. Austin State University. 37 Jeff Jones, Regional Manager, located in Dallas Texas, has 18 years parking experience. Mr. Jones directs the company's operations in the State of Texas and Louisiana. This includes oversight of more than 100 facilities, 8 Senior Managers and over 200 employees. His responsibilities include operations, client relations, human resources, personnel recruitment, and training, marketing plans and presentations, consultation and administration, contractual negotiations and budget formulation and implementation. Mr. Jones received his bachelor's degree in Accounting from Otterbein College. Anthony Squeo, Senior Manager II Special Events, Based in Southern California has over 13 years of special event parking experience. Mr. Squeo has extensive exposure to all areas related to event parking for many types of venues. Including Soldier Field (Chicago Bears), US Cellular Field (Chicago White Sox), United Center (Chicago Bulls and Blackhawks), Dodger Stadium (Los Angeles Dodgers), Nationwide Arena (Columbus Blue Jackets), Huntington Ballpark (Columbus Clippers), Columbus Crew Stadium (Columbus Crew) and Ohio State Fairgrounds. Additionally Mr. Squeo oversees our Special Event Transition Team that opens new venues around the country. Maureen Griffin, Special Event Manager, located in Columbus, Ohio, has 14 years of special event parking experience. Maureen came to Standard Parking 14 years ago at Soldier Field/Museum Campus in Chicago, Illinois. She currently oversees the parking operations in the Arena District in Columbus where she S manages over 250 employees. Along with her strong focus on customer service, Maureen has an extensive comprehension of logistics for multiple event venues, r- creating, implementing and executing new traffic patterns, facilitating the ingress/egress of vehicles and pedestrians during events. Maureen is a key member of the Special Event Transition Team. Jay Layden, Director, Business Development, located in Houston, Texas, has 20 years parking experience. Mr. Layden is responsible for marketing Standard Parking in Texas and Louisiana. In addition, Jay applies his experience in consultation projects, developing efficient operating and marketing plans and developing and maintaining customer relations. Mr. Layden received his bachelor's degree in Finance from The University of Texas at Austin. 38 8.7 Operating Plan Standard Parking's approach to the operation will provide an exemplary parking experience to every customer. This is imperative as the campus is converting from free to pay parking. Standard Parking will provide the value customers must receive in order to make the transition to pay parking seamless. Standard Parking will provide a full service Parking, Transportation, Traffic Management, Valet, RV space sales, maintenance and Customer Service solution to the Will Rogers Memorial Center. We present herein our expertise and experience in each of these areas. Our team has made multiple site visits to Will Rogers Memorial Center and the Convention Center Garages to view events in process. More importantly we have met with the stakeholders and listened to their needs and considered their input. Our stakeholder meetings included the following: Southwestern Exposition & Livestock Show Brad Bames — Executive VP & General Manager Cowgirl Museum Pat Riley — Executive Director Fort Worth Museum of Science and History Van Romans — CEO Tom Mitchell — Executive VP Carl Hamm — Senior VP _ Casa Mariana Wally Jones — President & Executive Producer From these observations and meetings we developed what we believe to be the best operating solution for the campus which we are presenting herein. To perfect the plan we will continue to work with the stakeholders, the City of Fort Worth and the consultant to develop the best final product. To operate the campus effectively and efficiently year after year the campus should be perimeter controlled. The Will Rogers Memorial Center has a perfect layout for this control method. We control many large campus operations with multiple interior parking options with this method. Perimeter Controls provides: • Consistency for the customers • Customer Service Ambassador at the entrance • The most economical operating method • The greatest control for the operation • Allows for advanced technology To economically apply our perimeter control method, and because the activity level of the campus varies constantly we propose to alter the operation to fit the appropriate day's event schedule. 39 To control the perimeter we are proposing to construct entrance plazas in certain locations. We suggest the entry plazas be architecturally significant and tied to the theme of the campus. Fortunately the traffic pattern on the campus is very adaptive to perimeter controls. The Plazas will be located as shown on the following map. 1N.1 1! i 5. , : ow� .-T f , 1Z�• _ 111 _ ` ILL1 ,ter �..._ � t ...µ � .�,:> �..>� r ..`_.._r Bmna1lTan0�Oma ..:.,r-......___ ....-. _ .. _ •- � _�^—�i_� q��Y [ .. -Lr6J, y^- �_L_ L.-JH) 2 If If _ N e Biillhtlasu4in C+assitps _fMYPlm'6 Standard Parking is recommending the Entry Plazas be integrated architecturally into the campus. They should be an impressive first and last impression to visitors. 40 Proposed Entry Plaza Look at the North Gendy Street Entrance We project that for approximately 214 days of the year the campus will be able to be operated by staffing the North Gendy and the South Gendy pavilion and potentially another pavilion that is convenient to any ongoing event. All closed pavilions will have clear signage directing traffic to the next open pavilion. For the balance of the 121 days, the campus is projected to have major events. For these days we will open the appropriate number of pavilions to provide superior customer service. For large night and evening events, we will operate the appropriate number of pavilions during the day and then open the appropriate number of pavilions two to three hours before the event starts. The pavilions will be equipped with technology to process customers for pre -pay entry and for pay at exit. In addition we will have technology to collect after hours. The technology proposed will use the computer equipment at the Western Heritage Garage to operate the equipment in the pavilions. We are proposing the Western Heritage Garage be operated within the perimeter controls instead of as a stand alone facility. This will provide significant savings in labor costs and we can redeploy some of the equipment programmed for the garage into the perimeter control plan. The main operating system will remain in place in the garage and operate the campus from this control Station. Our program we will be able to accept the following for access: • Cash • Credit Card with PCI compliance and real time verification • Pre -paid credentials through o Ticketmaster 41 o Click and Park o Event produced credentials o Others • Contract parker credentials for staff and volunteers • Credentials that allow drop off for children attending area classes • Validations that are pre -paid • Value cards — that we sell • VIP passes • Weekly and monthly or event passes • We can review technology to add the capability to read Toll Tags or Sundance Tags We will work with each venue to customize a parking solution for their various needs. Many venues will want to offer validated parking, offer a drop off solution for school children, offer member discount parking, and offer pre -paid parking pass with ticket purchase and more. Events held on the campus might pre -pay for all their guest parking, validate parking, send out a parking credential, offer discount parking or other scenario. For patrons of long-term events, parking credentials will be given in the event packet for unlimited access. Credentials can be for the duration of the event. The credential is valid only for the actual days of the event. When the event is over, the credential expires. We will develop a value pass with a certain value that customers buy. Each use deducts the appropriate amount of value. Customers can always add value to these cards. Standard Parking can create a Value Card for parking that can also be accepted in concessions. This is a perfect offering to provide children of exhibitors. Standard Parking has extensive experience operating venues that host Cutting Horse competitions and other livestock related events. Our experts in managing these events are on our team. We have the processes and procedures in place to handle the unique needs these events have. We discuss some of the solutions we employ below. For trailer parking, we sell a permit for the anticipated number of days the trailer will be onsite. This credential must be displayed on the trailer and will have the date the credential is valid through. Our system tracts when these credentials expire and our enforcement officer can ensure they have departed the premises or pay for additional days. We will have the option for all customers to buy all types of pre -paid credentials online through our Click and Park system which is discussed below. Customers can buy one time parking, trailer parking, weekly passes, event passes, RV passes and all other types of credentials available. 42 The RV customers will have the ability to reserve and pre pay for their RV space online through Click and Park. If they have an additional vehicle, they can buy another credential of their choosing. The bottom line is we have the solution in place through our experience for all these scenarios and more. A significant benefit to perimeter controls is the personnel at each entrance will be ambassadors for the Will Rogers Memorial Center. Each employee will be intimately familiar with the campus. In addition, they will be knowledgeable about each day's event schedule and will be able to hand out maps to assist with directions and answer customer's questions or direct them to sources that can help them. Our employees will be Ambassadors for The Will Rogers Memorial Center Maps will be available to assist customers Each Entry Plaza Entrance will be equipped with a pre -pay terminal. This terminal operates off the Amano system proposed for the garage. The system is required to maintain proper controls on the campus. 43 Western Heritage Garage The Western Heritage Garage operation will primarily serve the patrons of the cultural venues in the area including the Fort Worth Community Arts Center, Scott Theater, Fort Worth Museum of Science and History and the National Cowgirl Museum and Hall of Fame as well as events in the Amon G. Carter Jr. Exhibits Hall. Under our proposed perimeter controlled campus, the entrance to the Western Heritage Garage off Gendy Street will be inside the controls and the other entry from Watonga Street off of Montgomery is outside the perimeter controls therefore we will redirect traffic off Montgomery to the North or South Gendy entrances. Our plan is to redeploy the capital programmed for the Western Heritage Garage parking operating system to use in building the Perimeter Control System. The Western Heritage Garage will then be opened to any customer parking just like the other parking spaces. This scenario will save over $60,000 per year in operating costs by eliminating the garage cashiers. The Watonga Street entry off of Montgomery Street can be opened and used as an entrance for events as needed. Amon Carter Garage We consider the Amon Carter Garage a premier well located parking facility with its own entrance off of West Lancaster. Our plan calls for this facility to operate stand alone. Also, we are proposing to operate this facility as an automated location. We are proposing to install a full entry and exit lane with a pay -on -foot and pay -in -lane. All traffic will be directed through the West Lancaster entrance and exit. For events the garage will be pre -cashier. We suggest this is a premium parking location that can command a higher rate. Cowgirl Lot In discussions with the National Cowgirl Museum and Hall of Fame, we learned their multiple uses and designed a parking program to fit their needs and maximize revenue. Per the plans we were provided the Cowgirl Lot will have an entrance off of Harley Street. This places the lot in a position outside our proposed perimeter controls. We are proposing to operate this lot as a stand alone facility using an attendant for busy times and automation thereafter. For this location we are recommending that variable parking rates are charged. The museum has a restaurant and a $5.00 flat rate might deter customers from coming just to eat. We are proposing a short term rate that will not deter customers, but over 2 hours the rate goes to the all day rate. We are proposing to install an entry lane with a gate and ticket dispenser and an exit lane with a booth, exit terminal, gate and for after hours an automated exit unit. Customers will take a ticket upon entering the lot, then, upon exit, they will pay the cashier or the exit terminal. 44 Harley Lot We are proposing to operate the Harley Lot on slow days with a pay and display operating method. We are proposing two solar powered machines be installed. The pay and display machine operation works as follows. After the customer parks, they go to a the payment machine. At the machine they will see the on board instructions. Customers are prompted through each step of the payment process on a digital screen. Customers may pay by credit card, cash or coin. After payment, the customer is issued a receipt. They return to their vehicle and place the receipt on the dashboard of their vehicle to show payment has been made. The receipt placed on the dashboard contains the information that tells enforcement officer the customer has paid and the time paid too. The advantage of this payment method is: • Its relatively low capital cost • The machines are solar powered and communicate via a cellular network eliminating the need to run power or data cable • The machines accept credit cards, credit card approval is real time over the cellular network • They also accept cash or coin • The machines send an alarm if there is any problem so maintenance can be immediately dispatched • These are proven machines with years of solid operating history The challenge with this payment method is: • Customers have to walk to the machine after parking, retrieve a ticket and walk back to their car to place the ticket on the dashboard. The solution is strategically placed _ machine. • There is an educational curve to teach customers how to use the machines. The solution is clear concise graphics. Harley lot Sign For large events we will staff the lot for pre -pay. We suggest entry pavilions be constructed on the lot. If this is not possible, we will install parking booths at the entrance and can operate using remote technology. 45 To convert the lot we will bag (shut off) the pay and display equipment and staff the entrance. Customers will pay the attendant at the entrance. We will have the technology at each entrance to accept credit cards and pre -paid credentials. Enforcement Technology We use T-2 handheld units to issue tickets. The hand held requires the enforcement officer to enter information about the violator. If the violator is a repeat offender with a balance due, the officer is notified and can take the appropriate steps. The officer will issue tickets to violators. We will place a payment box on the lot so any violator can pay before leaving the lot with cash or a check. We will set up an online payment location where customers can pay with a credit card. Our goal is to provide a positive experience and we believe this is not a location to use aggressive collection techniques unless it is a habitual repeat offender. Credit Card and Credential Acceptance In addition to promoting pre -paid parking, another recommendation to minimize cash is to accept credit cards in the lane. To do this we use a real time approval credit card terminal that is connected via cell phone technology. These units are designed to be used in this type of application and we successfully deploy them in other venues. Staff and Volunteers Standard Parking recommends the staff and volunteers be assigned to certain lots. The decision of where they park is up to the City. Our recommendation is to place as many as possible on the Harley Lot and leave the prime spaces for the visitors. We do not show any revenue from this source. 46 Comparison of Standard Parking Plan to Plan Contemplated in RFP Standard Parking initially took the approach as suggested in the RFP. This plan calls for operating the campus with pay and display units and applying enforcement to guarantee payments are made. On busier days, we contemplated opening the locations with attendants that are near the event venue operating that day. Then on the busy days, the campus would need to be perimeter controlled to handle the incoming traffic. We determined approximately 132 days could be operated with the pay and display machines only, 82 days would require at least some locations to be operated with an attendant and the remaining 121 days are the very busy that perimeter controls is the only way to properly control the campus. The disadvantages we note of this plan are: • Some percent of customers will not pay, due to not knowing they have to, not knowing how to or just refuse to pay which is revenue lost • It is our belief that the typical customers of Will Rogers Memorial Center will not be familiar with a pay and display system and cause some anxiety • Enforcement, be it ticketing, booting or towing is not customer friendly • The lots are large and pay and display forces customer to walk a long way to pay and then return to their cars to place the ticket on their dash -- • Customers with trailers will need to be educated on how to pay for trailers • The cultural venues that want to offer some discount might have difficulty • Locations like the area around the equestrian bam parking will be difficult to enforce _ • Enforcement will be difficult and expensive as customers come and go several times a day • The program is not sustainable as future construction can alter the parking system The advantages to our operating system are: • Each customer must drive through the entry gate where they will pre -pay or receive a ticket to pay on exit making the percent of customers that pay much higher than the pay and display option • Customers will have the opportunity to interact with a customer service representative at the entrance who can explain the process and answer other inquiries as well • There is minimal enforcement (just Harley Lot) and therefore the enforcement labor and equipment cost are minimal • Customer Service is superior as there will be no ticketing, booting or towing on the main campus • We can sell trailer or even RV permits from the entries to customers • The entire campus is controlled including streets and other areas that are not well market as parking lots, this will increase revenue. • The program is sustainable as the entry pavilions will be permanent fixtures on the campus 47 The Numbers Revenue With the perimeter controls the goal will be to have 100% of the customers pay. With the pay and display, industry standards are as high as 5% of customers will not pay. Therefore revenue is potentially $172,000 higher per year. Expenses Per Standard Parking's pro -forma the labor cost to operate under the scenario contemplated in the RFP is $621,000 per year. Our proposed operating plan can operate with $520,000 in labor per year. The equated to a year after year savings of $100,000 per year. Equipment The estimated equipment cost to operate under the RFP proposed scenario is over $675,000, which is in addition to the cost of the system being installed in the Western Heritage Garage. The estimated equipment cost for our plan is a similar cost to the above for substantially more equipment and we will realize savings from the Western Heritage Garage as some of that equipment can be redeployed. 48 Start Up Capital The RFP requires the operator to fund the start up capitol for certain items. Start up Costs The costs per Attachment `B-2" are start up cost that includes: • The cost to recruit, process and hire our staff • Any Labor and related cost related to the start up These costs are detailed in the budget section and added into the budget under "Start up" costs. Required Costs Other required Start up Costs to be funded by the operator includes: • The FFE of the onsite office including the phone system • The initial and ongoing costs of two way radios We also will fund: • Two golf carts for management and customer service • One Customer Service vehicle • All materials to equip the customer service vehicle • Small tools and equipment • 15 windmaster signs and inserts • One Gator with trailer for maintenance • Backpack blowers • Brooms, dustpans and other supplies • Traffic Control equipment to include o Cones o Bike rack barricades • Umbrellas and miscellaneous supplies The cost of these items is paid for by Standard Parking and is recovered within our management fee. Parking Equipment Costs Standard Parking is proposing a parking operating method that is an alternate method to that suggested in the RFP. For this reason we are suggesting we discuss the cost of our plan that will include parking gates, loop detectors, ticket dispensers, booths, entry and exit terminals and pay in lane machines. Our offer is to arrange the financing of these costs over the term of the agreement at a competitive rate. The cost will show as an operating expense on the P & L. Under our program, this equipment costs will not show on the books of the City of Fort Worth. At the end of the term, the equipment belongs to the City. The details of the above costs are in the Budget Section herein. 49 By Standard Parking arranging to finance the equipment, the City of Fort Worth will not be required to spend any capital dollars. Value Added Services Ticketmaster, Click and Park and GAMEDAY Management Group Standard Parking has extensive experience and personal relations with Ticketmaster. For events offering tickets through ticketmaster, customers can pre -purchase their parking tickets on line and print the credential, present the credential at entry and enter. This speeds the entry process, lowers the amount of cash on hand and is controlled by a bar code so the credential can only be used once. We have and continue to work with Ticketmaster to maintain and improve this system for the past 5 years. _dicAM"m Your Space Is ftady Vfi1 eu YW AW Click and Park Company Overview a division of Standard Parking. Standard Parking has worked with Click and Park over the years and we recently purchased the company. ChCkRFVMRf I� Tha 4 Y-j, w -g Pc -di •fir:,.. svx ��,:�.�.- '4aw.s.•;y,y,:... „�...•x: T+'a"..�tiy: •,.:,. `'&.I.hvi �;�•..3.yi••..e. �.aC'iv%4trt.•e1J.'u;Fa�J.— ,n'�i•.'.?;Y`rr ..4 �.rt".w r: We also utilize Click and Park for pre -sold tickets. Click -0U.Th and Park is an online parking and traffic management system used by event planners and parking managements. companies to provide consumers access to pre -registered , ` 'Y parking for special events. Customers can reduce the needriot �� i for personnel to manage transactions and earning revenuera in advance of the actual event. The Click and Park service also helps to alleviate traffic and parking troubles by providing detailed routing instructions to all permit`s purchasers. These detailed directions support the venue's transportation management plan — resulting in a more efficient, time saving flow of traffic. Click and Park has been used in supporting Super Bowl XXXIX - XLIV, Soldier Field and the 2009 Presidential Inauguration. • How it Works Your event attendees simply visit ClickandPark.com or a URL of your choice, select their event, and purchase a parking permit. Along with the permit, they are sent customized routing instructions that outline the best way for them to get to their reserved parking space. • Why it Works 50 Parking lot inventories and roadway capacities are closely monitored with only the appropriate number of cars directed their way. Clear directions distribute incoming traffic evenly resulting in less traffic and satisfied attendees. The Click and Park ePermit option allows customers to easily print their permit at home reducing order fulfillment and shipping costs while still accommodating those who feel more comfortable receiving their pass in the mail. Thus promoting sustainability by lowering the carbon footprint of your venue. The ePermit template is made specifically for simple permit interpretation, assisting public safety in filtering traffic and clearly monitoring access control points. Your Venue, Your Branding With Click and Park's custom branded website the customer always feels a part of the Will Rogers Memorial Center. From the time they click to purchase parking to the time they arrive at the venue, the Will Rogers Memorial Center and the supporting sponsors are highlighted every step of the way. You can also include advertising on the pass itself to generate additional revenue. Flexible Integration and Program Installation CNP's permit validation and reporting system is easily deployed. Utilizing the Motorola MC70 series which communicates by a cellular or wi-fi signal enables the venue to receive data in real-time to ensure maximum sales and optimal permit authentication. Click and Park can integrate with the existing parking revenue control equipment. • Customer Service Support Click and Park customer service specializes in transportation and parking information. Understanding and communicating the up to date traffic information for every customer coming to your venue. Or just assisting with the purchase process, our customer service is integrated in the parking operations to ensure every customer receives the highest level of support and information. The Result Satisfied customers. Earlier arrival times equate to increased concession revenue and pre -paid parking reservations realize revenue in advance of the event. Our services represent a comprehensive, problem -solving approach to parking and traffic troubles. By recognizing origination points of traffic, anticipating volume, communicating efficient directions and distributing traffic evenly around your venue Gameday and Click and Park has the curbside knowledge your event needs to succeed at Will Rogers Memorial Center. (j; A I r M' I E 0 Er kyy �UA MANAGEMENT GROUP. Game Day management group is also a division of Standard Parking. The years of experience and expertise will be applied to the comprehensive parking and transportation management plan of the Will Rogers Memorial Center. 51 Travel Demand Management Travel Demand Management is a flexible tool that can encompass the entire transportation experience of all constituent groups for any event. It is any action or set of actions aimed at reducing the impact of travel by influencing people's travel behavior. A staple of the Travel Demand Management tool is Click and Park our state of the art permitting and routing system. Clients utilizing the tool can expect improved traffic congestion and parking revenues while decreasing operational costs. Venue Transportation Planning Venue Transportation Planning is a concept designed to address and record all transportation information that should be considered to ensure your event runs efficiently. Venue Transportation Planning serves as the foundation for each event that Gameday Management Group undertakes. The components of Venue Transportation Planning include: • Wayfmding Signage Planning & Placement • Parking Management • Permit Management • Staffing Management • Communications • Traffic Management Plan • Maintenance of Traffic Device Plan • Vehicle Screening • Management of Access Control Points Systems Planning Systems Planning is what sets Gameday Management Group apart from our competitors. While other claim to operate a full systems plan the truth is, they only service part of a complete systems plan. In support of the systems planning phase the Systems Operations Plan (SOP®) is developed for each transport constituent group. Each (SOP®) includes the following components. • Systems Design • Staffing Plans • Communications • Equipment Procurement • Signage Plans • Sustainability • Systems Management • Maintenance Facilities • Fleet Management • Public Agency Integration • Driver Training Programs • Dispatch Plans • System Operation Schedules Sustainability Planning In today's world, we all know the importance of creating sustainable solutions in how we conduct business. Creating the most efficient, carbon -reducing plan for ingress and egress can significantly contribute to the overall success of the venue's sustainability plan. Through proper analysis, measurement, and planning, a delivered environmental savings can both be measured and sustained throughout all venue operations. Better incorporation of mass transit options are always a factor in the plan design and operations. Technology GPS / AVL 52 Gameday Management Group utilizes the most advanced and only LIVE real-time tracking GPS in the market, configurable for 1, 5, or 10-second updates depending on the client needs. Our technology is capable of worldwide coverage, tracking hundreds of vehicles at once all on the same screen, thus allowing vision of vehicle speeds LIVE and can even replay everywhere those vehicles have been. Virtual fences send notification via SMS text -message or email whenever vehicle enters or leaves the preset zones. Speed alerts send notification via SMS text -message or email whenever vehicle exceeds defined speeds. Such state-of-the-art GPS technology allows better management of assets and more efficient operations in support of the various constituent groups needs. RFID / Smart Credentials This Gameday Management Group program is a valuable asset for any company that needs to validate, monitor and evaluate business transactions and processes. The "Smart cards" are becoming increasingly popular for facilitating tracking, ticketing and security access. The "Smart cards" provide a means of effecting smooth VIP processing in a flexible, secure way with minimal human intervention, and can be deployed by Gameday Management Group to create a seamless business process. Spectator Measurement & Tracking People counting technology is a versatile tool that has become an integral part of how a company evaluates their business's performance. Gameday Management Group uses electronic counting solutions that have been designed to service the event. Some of the more common uses for this technology include: Measuring the effectiveness of an out -of -home ad campaign • Retail intelligence to measure pedestrian traffic, asset placement, traffic patterns and venue layout Service planning for maintenance and cleaning Safety in the event of an evacuation or emergency • Resource usage for stadiums, arenas, and performing arts centers. 53 Traffic and Weather Tied directly into our command post, both local traffic and weather is monitored through direct feeds allowing more timely modifications to the operational plan when conditions dictate. Whether it is a series of passing storm bands, or traffic back up on one of the major arteries, Gameday Management has the ability to predict, plan, and modify needed changes minimizing potential disruptions to a fluid service delivery. Travel Demand Management Our patent pending Click and Park technology educates attendees on the best way to get to and from an event. The results are organized parking & traffic flow patterns that not only enhance the attendee experience, with more time on site at the event but also enhancing your overall vending revenues. Click and Park works well with large events... particularly those with a large contingent of attendees having little to no knowledge of a venue's road & parking infrastructure. Our service organizes attendees and individually routes them according to the transportation management plan (TNT), resulting in a more efficient flow of traffic. Exuerience When it comes to experience, Gameday Management Group stands above the competition. At Gameday Management Group, we have managed some of the most comprehensive events domestically and internationally. Gameday has established itself as a leader in the transportation services industry through an unrivaled standard of client service and commitment to quality. Following is a list of some of the events we have managed. 54 • Super Bowls XXXIII — XLIV (1999-2010) • 2010 Vancouver Winter Olympics • 2010 World Equestrian Games (Lexington, KY) • 2002 Salt Lake Winter Olympics (Salt Lake City, UT) • Daytona 500, 2004-Present (Daytona, FL) • New York Jets and New York Giants, 2007 -2010 (Rutherford, NJ) • City of Glendale, AZ; University of Phoenix Stadium, 2006-Present • Champs Sports Bowl (Orlando, FL), 1994-Present • Capital One Bowl (Orlando, FL), 1994-Present • University of Florida, 2001-Present • 2008 NCAA Women's Final Four (Tampa) • 2008 World Market Center, (Las Vegas) • 2007 Cricket World Cup (West Indies) • 2007 Men's Gold Cup (Various U.S. Cities) • 2006 Winter Olympic Games Consultant (Torino, Italy) • 2005 Presidential Inauguration (Washington, DC) • 2004 G8 Summit (Sea Island, GA) • 2004 Summer Olympic Games Consultant (Athens, GA) • 2004 World War II Memorial Dedication Ceremony (Washington, DC) • 2004 & 2005 Major League Baseball All Star Games (Houston, TX & Detroit, MI) • 1999 NCAA Men's Final Four (Tampa) • 1999 Women's World Cup (Various U.S. Cities) • 1996 Summer Olympic Games (Atlanta, GA) • 1994 Men's World Cup (Various U.S. Cities) 55 Consultation Standard Parking is offering our consultation expertise to the City of Fort Worth at the Western Heritage Garage. As an operator, we bring significant value to the design and construction process. As the facility is under construction we request to start as a consultant as soon as possible. Value that we bring to projects include review of such items as follows to name a few: • Ensure technology is utilized where possible to save costs in the parking operation • Review the lighting system for light coverage, energy efficiency and light zones, review stairwell lights and design • Review water and drain availability and EPA regulations • Comment on the layout and traffic flow, both in the garage and entering and exiting from the street • Review graphics including interior and exterior • Review parking equipment, fire control equipment communications and request provisions to expand the parking operating system to cover other locations a Comment on other items such as roll gates, cameras, intercoms, fencing, pedestrian gates, stairwell design and clearance issues • Review clearance issues and ADA specifications including van space clearance • Insure the conduit for power and data and the intercom system as well as potential expansions are provided for • Ensure phone and DSL connections are present • Other issues we have encountered in our experience Neighborhood Residential Permits The conversion to pay parking at the Will Rogers Memorial Center will cause some customers to seek free parking. This can place a burden on the surrounding neighborhood. To address this issue we suggest the neighborhood utilize a residential permit system. This system is used in many municipalities. It simply requires signage stating no parking is allowed on the street without a permit. Residences are issued permits for their vehicles and they can be issued permits for their guest. Standard Parking has the experience and is offering to implement this system. Enforcement must be by Fort Worth Police as enforcement will be on city streets Parking Meter on Surrounding Streets Also when the Will Rogers Memorial Center converts to pay parking, parkers will park on the surrounding streets that are not marked as residential or no parking. To address this issue Standard Parking will produce a plan to control the surrounding streets. This plan will contain suggestions for no parking zones, deploy parking meters in the area, or suggest other curb uses. If meters are deployed we will recommend if they should be single space or the pay and display type of meter. Standard Parking can assist the city of Forth Worth with purchasing, installing, and maintaining the meters. Again the enforcement must be by Fort Worth Police. 56 Lighting Review Standard Parking is a leader in saving clients significant energy dollars by retrofitting lighting systems in parking facilities. We will have our consultants review the lighting in the Amon Carter Garage and the Equestrian Center Garage. They will analyze the lighting on site, and develop an ROI to determine if relamping and installing a lighting system makes sense. If so, we can review providing a firm to finance the retrofit. The gain is always greater savings and better lighting. Traffic Management Standard Parking is an integral part of the Transportation Center operation at the venues we operate. We will reach out to the Fort Worth traffic management department and offer our expertise in handling similar events. The Transportation Center at Dodger Stadium uses over 60 cameras to monitor 255 acres of parking. The center is manned by a transportation manager, a Standard Parking manager and a representative from the LA Department of Transportation. We are in constant communication with our 200 parking attendants and 33 traffic officers and are able to make traffic and parking adjustments as needed. Standard Parking Manager in the Transportation Center and our Lot Count System Lot Count The equipment we are proposing to monitor the parking can be configured to communicate wirelessly to the Transportation Center. This allows the people in the control room to monitor the occupancy of each lot per the vehicle count system. By monitoring lots as they fill, traffic can be redirected earlier to available parking lots. This assists in making the arrival experience more efficient and timely. Taxi, Bus & Limo Management Standard Parking has extensive experience in managing taxi, limo, and bus transportation. We perform this function at various venues including airports and hotels and special event venues. We have the established protocol to provide this service. Drop off Service We have included in our plan, personnel required to monitor and maintain a safe environment in the drop off and pick up area. We will work to ensure the drop off operates smoothly with 57 additional signage and communication. For the pick — up we will work to set up a cell -phone lot - (similar to an airport cell — phone lot) Shuttle Service Standard Parking is one of the largest shuttle bus operators in the country. We operate many employee shuttles including the one at Dodger Stadium where we transport over 3,000 employees on an event day. We have an extensive operation at the DFW Airport. Arranging for Transportation Standard Parking can arrange transportation for the complex venues. We can be arranging for multiple full size busses to transport for one time events, a transportation system to operate during events, including a tram, to a limo service to transport VIP's to and from the airports. ��� I Standard Parkin can arrange for all es of transportation needs. gtypes P Traffic Direction and On -Site Graphics Standard Parking will recommend a complete wayfmding system. This includes signage that directs customers into the venue and signage once on site. The goal is to make the arrival and departure experience flow smoothly. A sample of our arrival graphics will include: • On street graphics set out each day of a major event operation a block or two away giving directions via an arrow • Graphics a block away splitting the traffic between the different entrances and those dropping off 1 58 ' Parking Rates Standard Parking recognizes the City desires to charge a flat rate. We are presenting the concept of charging a premium rate for certain locations. For instance the Amon Carter Garage can be a premium location for events in the Auditorium and Coliseum. We can charge premium rates by lot to maximize revenue. We can also adjust the rate by event. This is very common practice in the industry. Certain events command premium rates. We suggest the City authorize a maximum rate, say of $25 and management will set the rates by event. We have discussed the Cowgirl Lot charge a variable rate with a lower short term rate for the benefit of the restaurant. Cell Phone Technology A growing option for a pay and display operation is pay by Cell Phone. Standard Parking will introduce cell phone payment technology through our partnership with Verrus. Pay by Cell Phone is becoming a common method for customers to pay for parking. It is simple, convenient and easy to use. The process is the customer opens an account online with Verrus. We will place a link on the parking section of the Will Rogers Memorial Center and Convention Center Parking web site. The customer then parks, calls the posted phone number, enters the specific location and enters the time. The parking fee and a service charge are debited from the customer's account and the parking fee is posted to our account for the respective location. Standard Parking is also proposing to work with the City of Fort Worth Parking division to introduce Pay by Cell phone on a citywide basis for the on street meters. Paying by Cell Phone 59 The enforcement process is simple as well. If an officer notes a vehicle not displaying a valid parking ticket on the dashboard, they call to check the PayYourPa payment received log for the location from Verrus. The log will indicate the license of the vehicle so the officer can verify if payment was made. Cali PoThe advantage of this system is:e • There is minimal capital outlay, just signs Enter • It is easy to use and track payment Location • Eliminates walking back to your car to ., :, ,, 1 u1 1 display a ticket Eater • No ongoing operating cost Time • The popularity of this payment method is growing • Once established in Port Worth, we will Benefits introduce the technology to the on street operation o Coors The challenge of the technology is: • It is most desirable for frequent users of QRCAS parking so the infrequent visitor typically All you need is I does not have an account. The benefit is the your mobile phone. more exposure the technology receives the more used it becomes. � `°TtL14f U.55 Extend your time from any phone. 60 ' O Be automatically reminded when time is almost uR 103 fRpgf All RE Stay safe & comfortable while paying. Customer Services Standard Parking is known for providing exceptional customer service. We are proposing the following services be implemented on the Will Rogers Memorial Center campus and in the Western Heritage Garage. We will work to ensure each customer has a seamless experience while parking in the garage. We are in a perfect position to make the arrival experience more that just parking the car. Amenities we suggest are: Themed Floor Reminder System The Western Heritage Garage is a perfect location for a floor reminder system. The system entails Themed Super Wall Graphics tied to the level identifier system. This is a great method to assist patrons of cultural or event facilities remember their parking location. The themes to use should be tied to the Western theme or to events or venues at Will Rogers Memorial Center. If allowed by the City, Standard Parking will locate a sponsor for the system and potentially the garage. In this way the garage actually will make money on the graphics. For example a car company might sponsor the garage and place different vehicles on each floor. Themed Floor Reminder System Level Locator Cards To complement the floor graphics we suggest using a level reminder cards. These are business size cards placed in a receptacle in the elevator lobbies. Customers take them to remind them of their parking location. Courtesy Umbrellas Customers of the Western Heritage Garage are required to walk outside to their destinations. We are prepared to assist customers in inclement weather by offering free loaner umbrellas. Customers simply take one, use it on the campus and return it when they return to the garage. 61 Refreshment Center Recognizing customers that arrive and depart might desire a drink or snack we recommend a refreshment center as a customer amenity. In addition, a profit will be generated from the space. We recognize the City might have a current concession agreement for this but are offering our assistance to implement the program. Maps and Event Postings We want customers to have access to all the data they need to ensure a quality visit to the Will Rogers Memorial Center. We would like to create a customer center that is a small extension of the visitor's center on the west side of the campus. The center would have maps of the complex and other relevant data. We also want to post the daily events to give customers an opportunity to know everything that is available for them to do on the campus. Then direct the customer to the event. The goal is to increase the number of venues visited by each customer therefore increasing attendance. The ideal delivery method is a computer made message posted on a flat screen monitor in the elevator lobbies. Another method is to produce a daily activity sheet we post on a pedestal in the lobbies. - Transportation Assistance — Customer Service Vehicle Standard Parking is introducing a customer service vehicle for the campus. We deliver immediate much needed customer assistance. The services include: • Lost car locator assistance • Assisting customers for one venue to another + Transporting customers to distant destinations • Assistance with vehicle problems such as • Provide jump starts for dead batteries • Hdve compressed air for low or flat tires • Assist in calling a locksmith service or dealer to retrieve keys • Call tow trucks when necessary • Call cabs or transportation services if needed • Tour dignitaries around the campus • Multiple other uses • Vehicle Escort • Free Fuel 62 - To assist in the cost of operating the Customer Service vehicle we find sponsors willing to advertise on the carts for a period of time. This is great exposure to the advertiser especially during any of the extended events. Standard Road Assist sm Emergency Services Standard Parking customers experiencing vehicle problems beyond weak batteries and low tire pressure or other issues beyond what we are equipped to provide on site can call our toll -free number to receive a basic package of emergency services, including towing up to five miles, jump-starting, flat tire changing, fuel delivery, extracting a vehicle from the side of the road and lock -out service. The emergency services can be provided at the parking facility or anywhere on the road. Complimentary Services/Customer Appreciation Days A variety of complimentary services can be provided as a special way of saying "thank you" to our parking patrons. Coffee, donuts and/or newspapers can occasionally be made available to customers. On certain holidays, candy can be distributed to customers as they exit (with wrappers that can be customized with the facility logo). Personalized promotional items, such as ice scrapers and key -chains, also can be distributed. This is a unique opportunity for sponsors to promote their items in conjunction with our promotion, again so the amenity will be at no cost to the city of Fort Worth. Ticket Advertising Advertising can be placed on both "spitter" parking tickets and oversized valet tickets. This - initiative reduces (and in some cases eliminates completely) the facility's annual costs for parking tickets, thus dropping directly to the facility's bottom line and increasing profitability. 63 Indoor Billboards High -traffic areas provide excellent signage opportunities. Tasteful advertising at client -approved locations within the parking facility can include indoor billboards, wall art or digital signage. Always subject to client approval to ensure compatibility with the image of the facility and associated properties, such advertising can be an important source of facility revenue. 64 Facility Maintenance .An integral part of Standard Parking's culture is to maintain our facilities in a first class manner. Our approach to the Will Rogers Memorial Center Campus and the Western Heritage Garage will be to maintain the facility to look like new, year after year. By maintaining and improving the aesthetics we improve the customer's experience. Some recommendations are: • Implementing the cleaning program as contemplated in the RFP specifications. This includes power sweeping monthly, we provide for power sweeping on an as needed basis to clean after certain events and steam clean the entire garage quarterly. Note all cleaning will be accomplished with strict adherence to environmental regulations. • We recommend painting the ceiling area of the elevator landings on each level to enhance - the lighting in these pedestrian critical areas. We would also recommend enhancing the signage and striping to communicate to drivers that pedestrians could be present in this area. • We recommend painting all curbs and islands with Standard Parking's signature black, grey and white color scheme. Tire marks do not show in our color scheme. Our color scheme does not show black tire marks and is a clean crisp look Standard Parking will implement our maintenance program in full compliance with all environmental regulations. We promote the use of green cleaning methods which have proven to be economical and effective. We will reach out to the M/WBE community to provide certain cleaning services. - Our program includes an on site maintenance supervisor and a full staff with at lease two other personnel on site per day and more as required to perform the required on site maintenance. Our results driven process will bring the facilities to a condition that compares to a any first class facility. Standard Parking is proposing to purchase the equipment required to perform all general repair and maintenance on the campus. We are proposing to use vendors to power sweep the locations and steam clean the garages. We have included in our budget the bid numbers for these services. We will contract our sweeping service and stream cleaning to an outside Fort Worth vendor, preferable a M/WBE vendor. We will schedule each location to be power swept monthly at a M. minimum and then we will power sweep any location as needed to maintain each facility. Our quarterly steam cleaning will be performed with strict adherence to environmental regulations. Maintenance Checklist. A comprehensive campus maintenance checklist would be developed that details all of the maintenance duties required in the parking property over the course of a year, and assigns responsibility for each duty. Upon development, the checklist will be posted on a daily basis for the maintenance personnel's easy reference. The daily use of this checklist will help the facility's maintenance personnel and management stay abreast of all required maintenance duties, and alert them to matters requiring attention before your parking patrons experience a problem. The entire facility is surveyed daily for routine cleaning and to ensure all equipment is working efficiently and effectively. We promptly notify property management of any non -routine maintenance items. The maintenance duties to be performed are outlined below on a stabilized basis. We plan on ramping up our contracted services as needed. Brief Daily Sample of Tasks 1. Sweeping will be performed in all heavy traffic areas and on other areas of the garage and or lots so that 100% of facility is ready for the day's events. 2. General litter pickup: i.e. cans, bottles, paper at least twice daily of all areas of campus including stairwells. 3. Clean ash urns, empty trash cans, at least twice daily or as needed. 4. Clean garage office and booth - carpet shampoo and/or floor waxing will be done as needed. 5. Clean and pickup litter in elevator lobbies on parking levels as required. 6. Check oil stains; apply degreaser promptly for stain removal. 7. Sweep or wash along curbs and landings. 8. Clean gates, ticket spitters and card key boxes, parking booths and pavilions. 9. Sweep standing water to drains. 10. Check and clean light fixture lenses as required. Report lights in need of replacement to Manager. Weekly Or As Needed 1. Clean or wash garage graphics. 2. Brush down walls, columns and beams. As Needed 1. Power wash deck - no less than quarterly. 2. Remove water from deck and ramps in compliance with all Local and Federal codes. 3. Paint walls, columns and pipes. Quarterly 1. Clean all pipes, columns, louvers and other apparatus Inspections: Standard Parking ensures that the level of cleanliness we strive for is achieved by inspecting the garage on a regular basis. There are several types of inspections: 66 • Maintenance Personnel — Daily inspections by each person in this position • Facility Manager — Daily check of the facility • Senior Manager — Weekly inspections by the Senior Manager • Secret Shopper Service — Several components of these audits relate to a "customer's eye view" of the parking facility's appearance and maintenance. • Internal Audit Team — A large part of the audit relates to maintenance and appearance. Standard Parking will comply with the following; Maintenance Specifications l . Paint curbs, island and doors as needed. 2. Check drains, drain baskets, and drain lines for leaks weekly and report any problems to Manager. 3. Perform (or contract for) painting of garage striping as necessary. 4. Note areas of deteriorating concrete, expansion cracks and rusting metal and report same to Manager. 5. Keep equipment in a neat and clean condition. 6. Maintain maintenance schedule on all equipment even though work may be performed by others. 67 8.7.1 Staffing Plan Standard Parking is bringing the most professional and experienced management team to The Will Rogers Memorial Center Parking Operation. We understand the importance of developing and implementing the best parking program possible for the campus. Our team consists of seasoned Standard Parking event managers and personnel from our fully owned company Game Day. The On -Site Management Team Our service will be organized and supported in order to provide the City of Fort Worth with pro- active management solutions. Our team will be available to immediately respond and provide solutions if any situation arises. The Facility Manager will oversee the parking operations and work cooperatively with the City. They will be highly visible on weekends and during events. They will oversee all aspects of the operation including the daily revenue collection and deposit, supervising, planning, scheduling, hiring and supervising employees, evaluating employee performance and any disciplinary actions. They will respond timely to customer issues and resolve conflicts and process claims. They will oversee all aspects of the revenue control equipment and any installations. The Manager will be a pro -active position that will make frequent recommendations to the City and be a liaison with all the venues on site. They will be responsible as the primary contact person to all stakeholders on site. The Manager will perform employee evaluations. Evaluation forms are included in the Addendum herein. The manager will make frequent inspections of the site and ensure our daily check sheets are reviewed and appropriate actions taken to resolve any issues. Samples of our daily inspection checklist in included in the addendum herein. The assistant Facility Manager will support the Facility Manager. They will be responsible for having a strong presence during all operating times. They will be responsible for scheduling of employees, ensuring employees are uniformed with a name tag that all operating supplies are available and all equipment is working properly. They will be responsible for ensuring all revenues are collected, deposited and reported properly. They will be responsible for facility inspections, customer issues and equipment problems and regular maintenance. They will work closely with the maintenance manager to schedule and prepare for special projects and to oversee the daily maintenance process. Cashiers will be the ambassadors to the facility. They will have knowledge necessary to assist customers with any questions, provide information and directions to al the daily events and be able to direct customers to the next appropriate level for additional information. We have our cashiers be responsible for the area around their work area and inside the booth. They are well trained in customer service procedures and technical responsibilities. Our Maintenance personnel are responsible for taking any corrective actions noted on the daily check sheets. They will have, daily, weekly and monthly tasks that will be recurring. They will 68 also be available for special projects related to the events on site. Base responsibilities include ensuring the campus is litter free, trash cans are empty, and lights are working properly, light maintenance tasks and some painting. In addition there are special projects that we will initiate in order to maintain the facilities in a first class manner. Our plan calls for a single bookkeeper. If awarded both locations, this individual will be responsible for both the Will Rogers memorial Center and the Convention Center Garages accounts. We plan to have this individual office out of the Western Heritage Garage to provide on site coverage during the day from 8:00 AM to 5:30 PM, Monday through Friday. Our personnel will be in uniform with a visible name tag. Standard Parking proposed to develop a unique uniform program in conjunction with the City that matched those of the Will Rogers Memorial Center. Please see our staffing plan in the Budget Section 8.8, herein that indicates wage rates. The description of our benefits, recruitment and training is included in 8.7.5 Proposed Service Quality / Training Program section below. 69 - 8.7.2 Revenue Control Procedures Standard Parking's audit program provides audit procedures for daily routine audits, field audits by senior managers; and annual reviews by our corporate audit staff. Revenue and ticket information is gathered, summarized and reported during all hours of operation. Cashier shift reports are audited and compiled into daily revenue reports by the manager or supervisor, recording: tickets issued, tickets collected, revenue collected, extended stay car counts and bank deposit amount. Cashier shift reports include: • Beginning and ending ticket numbers issued. • A count of the number of tickets collected in each rate category, with dollar extensions reflecting the total dollars represented by those tickets. • Shift revenue. • Deposited amount (as counted and recorded by the Manager/Supervisor). • Cash over/short amounts. • A separate count of all non -cash tickets. • Revenue collection date and shift. • Cashier's (Manager/Supervisor) name. Shift report tapes are generated from the fee computer at the end of each shift, and "Grand Total" report tapes are generated at the close of each business day, coinciding with the recording of ending ticket numbers, and physical car counts. The shift report tapes provide revenue _. information, by rate categories, as well as non-resettable continuous audit totals. At the close of each business day, tickets remaining in the garage are recorded by ticket number, and then physically verified to the respective car in the garage. Routine Audits The manager audits each shift, verifying all parking tickets are accounted for and calculated correctly. Non -cash tickets are reviewed for proper authorization. In reviewing each cashier report, the manager also insures that: • The amount of currency deposited matches the shift revenue. • The opening ticket number matches the closing ticket number from the previous shift. • The total number of transactions per the fee computer shift tape equals the total number of transactions on the cashier report. • The total number of transactions per the non -resetting audit totals equals the total number of transactions on the cashier report. The manager then prepares the Daily Sales Recap recording each shift's revenue total, and calculating total revenue collected for the day. A reconciliation of total revenue to cash deposited per the deposit acknowledgement from delivery of the cash to the bank is shown on the Daily Sales Recap. The total revenue for the day per the Daily Sales Recap is verified to the fee computer Grand Total tapes, and non -resetting totals. 70 - - An Ingress/Egress report is prepared, including the tickets issued for the day, as compared to the tickets collected for the day. The physical count of the cars in the garage at the close of business day is verified to the difference between tickets issued and tickets redeemed. Cars in the facility for multiple days are tracked on the ticket inventory until the ticket is redeemed. Any discrepancies in the daily reconciliation are noted and investigated by the manager. The daily revenue reports are completed by the manager and sent to Standard Parking's Regional Office for downloading into the AS400 computerized information system. Updated performance data can then be viewed and analyzed by the appropriate field and headquarters staff. Utilization of this proprietary software also helps clients compare revenue and ticket information by customer type as well as analyze the entire parking mix, thus allowing for the development of effective promotional campaigns. Unannounced and Spot Audits Unannounced lot audits are performed to on a regular basis, to physically verify the inventory of tickets issued as compared to the vehicles in the facility. If unexplained discrepancies are found during the course of routine audits, the manager informs both the corporate officer and the company auditor (who also provides a further layer of audit control by personally performing random, "spot" audits). Both investigate and take the necessary corrective action (including any employee disciplinary action that may be warranted). These daily, strictly enforced cash and revenue control procedures are designed to eliminate employee theft. Nevertheless, parking is a cash business and there will be times when a certain employee is tempted to be dishonest. Once an employee is identified in an act of dishonesty (i.e., theft of funds), immediate disciplinary action is taken by the operator, including, if warranted, prosecution to the fullest extent of the law. Corporate Audit Standard Parking's corporate staff will make a minimum of one unannounced visit to the location each year to conduct an audit. The Corporate Audit consists of a comprehensive examination of reporting, bookkeeping, procedure compliance, customer satisfaction and inspection of facilities and equipment. The Corporate Audit will also include ticket "shopping." Anonymous "shoppers" park in the facility and their ticket is processed as a typical parking transaction. The corporate audit staff researches the tickets shopped to ensure they have been processed and reported correctly. Ticket shopping allows the audit staff to evaluate the fidelity of the cashiers at the location, as well as the level of customer satisfaction. Unlike many parking management companies, Standard Parking maintains this 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. 71 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 Standard Parking'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. Self -Audit Standard 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. Cush Security i. Arc raasfirts t�iskkg awps'rc1.lhei+sAu to rgik� Ile amaurt art ma�a n tfic (g90�m�+t2itCaShOrawaran�4toM1vnaln6nlawahcs frinaMhnum �E f IEIa. 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Forfar I fCca._+7t'C. din II Br"a MhWas t9salavvakdhanutv2S? - _ & Arem cardeixbts & Aro9 r2r�rV61Y9�1 6aLana�hwrxc�aEly currerre Sample Sheet of the Self -Audit Unannounced Audit Department Audits Our Internal Audit Department staff conducts regular internal audits of our facilities. They may be performed either on a scheduled —or 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. 72 The Garage will be audited by our internal audit department once each year 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. 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. - Our cash and revenue control 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. ➢ 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 73 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 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 no -charge 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 74 relative to any invoice, the Facility Manager will be contacted for further explanation and/or discussion before the Senior Manager signs off on payment. 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. Bookkeeping and Report Reconciliation The cashier reports are 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 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 no -charge 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). 75 Revenue Control System The following is a narrative based on this cashier -less parking system proposal for parking facilities. This system provides for a cashier -less solution incorporating pay -on -foot technology as well as credit card payment in the lane. Transient Entry If the customer chooses to obtain a ticket rather than insert a credit card the customer will be instructed via a voice annunciator with a pre-recorded message that will instruct the customer that this is a pay -on -foot facility and to take their ticket with them after parking their vehicle. Once a valid credit card is inserted or a ticket is removed from the entry station the gate will raise and remain upright until the vehicle passes forward crossing over the vehicle detector loop at which time the gate will lower. Signage throughout the garage, in the elevator lobbies and in stairwells will remind parkers to take their transient ticket with them. Transient Exit Following the recorded message in the entry station and the reminder signage, upon exiting the patron with a transient ticket will proceed to one of the pay -on -foot (POF) stations located within the facility. The ticket obtained from the entry station will be inserted in to the POF at which time the correct fee will be calculated based on the entry time and date. Once the correct fee is displayed the patron will choose one of three payment methods. Method one will be via credit card, method two will be with cash and method three will be using an automated validation ticket. Once the transaction has been satisfied the original transient ticket is encoded and the customer can proceed to retrieve their vehicle in order to exit. Once the customer arrives at an exit lane they insert the ticket and the gate will raise and the patron will exit the facility. It is important to note that a pre-programmed "grace" period will be programmed onto the ticket allowing for ample time for the patron to proceed to the exit lane without accumulating additional charges. In the event that the patron did not proceed to the POF prior to approaching the exit lane or if additional fees have incurred as a result of a lapsed grace period, the appropriate fee will be displayed on the LCD screen with visual instruction to insert their credit card. Pre Encoded Tickets The proposal provides for the ability to generate "pre -encoded" discount tickets (Chaser Tickets). This is an "on-line" device that is used with the management system (PC) located in the office. This gives the operator the ability to encode a discount value based on time or a monetary amount. To use the encoded discount ticket, the parking patron must first insert their regular ticket (obtained from the entry station) into the POF or exit station, once the fee is displayed the encoded discount ticket is entered and the correct dollar amount will be reflected. The additional fees (if any) will be satisfied as previously explained. Communications The entry/exit stations will be equipped with a telephone intercom system (T.I.S.). In the event a customer requires assistance they will push the help button. Once the help button has been pushed, the T.I.S. will dial out to a pre-programmed phone number. If the first number does not answer, two additional numbers may be programmed in. When the call is answered, the patron will have hands free two way communications with a Standard Parking representative. The 76 T.I.S. will be equipped with a program feature that will allow for raising the gate via telephone _ keypad from a remote location. This system has video activation as well. Contract Compliance Standard 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. Revenue Control and Efficiency Are Top Priorities Treasury and Credit Card Reconciliation Our Daily Bank Deposit Reconciliation program provides assurances against theft, 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 30-45 days using 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. Standard Parking is the only major parking operator that utilizes an automated system to accomplish this important task. We are currently reconciling 5,000 daily deposits for 900 locations. 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. The reconciliation function verifies that funds for all authorized Visa, MasterCard, American Express, Discover and Diners transactions submitted 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. Revenue Reporting — All of our parking facilities report revenue through a system that is monitored by our audit group. NSF Check Recovery — Use of our state-of-the-art electronic check recovery system results in high collection rates on bad checks. Monthly Parker Collections — Accounts past due by 60 days are sent to a professional collection agency via software designed to enhance collection rates. Automated Monthly Access Card Reconciliation — This process reconciles active monthly access cards to those being billed. Accurate reconciliation ensures that millions of dollars are correctly routed to our clients from monthly parking customers. Mystery Shopping Program Conducted monthly or quarterly, this program utilizes an outside firm to shop the cashiers, further identifying discrepancies and/or areas in need of attention and o 77 r improvement. Reports generated from these shops are shared with management. If a cashier attains a good grade in the shop positive reinforcement is given the form of a reward. If discrepancies are noted, appropriate corrective action is taken. Tenant Lease Management System Our fully secured Internet -based software allows accurate management of chenthenant lease contracts. The system stores all pertinent lease information and provides an automatic trigger and alert mechanism when contract terms change to ensure accurate billing. The system also allows facility owners and/or property managers to view tenant lease contract terms, facility profiles, detailed monthly parking revenue information, and can be linked up with Client View". A wide range of functionality is available through the system. 78 8.7.3 Report Forms to be utilized for Revenue control and Operations Analysis Financial Reporting Please see our report forms used in our operation to control revenue in the addendum herein.. We are glad to provide additional reports for your review. Client Vie%?m, our fully -secured Internet -based system, gives clients the flexibility and convenience to access and download monthly financials and detailed backup reports, including: ➢ Statement of Revenue and Expense ➢ Labor Analysis Report — Employee Name — Pay Date — Hours Worked — Total Earnings (regular and overtime) — Employer Payroll Taxes — Workers Compensation Cost ➢ Revenue Summary Report — Revenue Data by Day — All Revenue Types (transient, meter, monthly, validation, coupon, miscellaneous) — Sales Tax Data — Average Ticket Data — Tickets Issued — Tickets Collected — Weekly and Monthly Summaries - ➢ General Journal Report (detail that supports Statement of Revenue and Expense) — General Ledger Reference — Vendor Reference — Invoice Number ➢ 13-Month Trend Analysis - The system also provides line item drill down capability (general ledger detail, vendor reference and scanned image of invoices), rolling 24-month historical data and the ability to convert reports to Microsoft Excel files. 79 Financial Reports State -of -the art information systems allow Standard Parking to supply all the information you need to stay on top of facility performance. We can provide standard monthly reports, formatted to meet clients' needs, covering: ➢ Budgets by month, quarter and year. ➢ Monthly P & L reporting vs. budget by month, quarter and year. ➢ Revenue detail reporting. ➢ Payroll, overtime, benefit detail reporting. ➢ Insurance claim analysis reporting. ➢ Monthly ledger detail reporting. ➢ Invoice copies. ➢ On-line inquiry between corporate and local offices. 80 4 Statement of Revenue and Expenses fr-- 3 e 3 L �g� a SI;?tldard Parking Client View" Francial Rapc4in7 am MarrAn O.WM% .r.0 $1.0two t+f Payepne i E"Mrwe glom- ak 3002 MT MONTH WiON }M M I MANOL5 5a151.S0 556-0 AWAWPAblap ZfiF(0 pTI'm TIAMY11F+#000 C7531.(0 15ac0 Capal.Rnv "M .(D 1,01620 BWG#p0M1MUVPdi9*r 10 910:10 Venda PId11AMMMq :0 11MV rSftalM1 .f9 54410 UbdM E VW rR :Ir tama.r.'llnit _ffnTAP_ Lim_ T7yl rwox RXP"OM* Ily I$Li §L107ax�a1►1+Q1 resrl(F�1�iey Lull pw•ark+. + 1.OIO.L0 11MILY0 + "dzu014M nal.Tsr + 103.60 f15031J ♦ {JL-„� YEAR-7Q•p0.TE ' ArMllAl p197S1T 'xa1T' V.." 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M 1C, L11 IF Ali CuftAIMLsrlwlpl V 111 h1 1, 1110 0i 71 2:.00 2:75 b3mPrm"Nuf &Z 216:•_m rZ5455Qi 2,6c:.90 + •.300 1?.0O 340 93*ch3ws A6 21-_x NO 21S.00 + i� CR P170ad....-`, .1A C:611* } ,.,lu, .�f4' "-m %. d.-.I :E+.MrRr_:FI�, l•_.';,41.rar_r _.,..,wi. ter.. �s � Ilu,tt 83 V8 .11.4 k0kAl'. $169 S.'se s ST. 4.% S. ftl *1 ei k1A1 M-im Wow gM iO lx,t is M --*V-IWO+ (AA OM -""Afiwu-duill OUR �W L%I.Kel.VJ 4 W*nW* -. A-+vf �4N sljuq3 A, AW: ICN MOAN 3310AUI 8.7.4 Procedures for Customer Complaints Handling Complaints and Customer Feedback Primary and foremost, customer service is our business. Therefore, Standard Parking has very specific policies and procedures to properly document and address all customer complaints, concerns and most any situation that may arise at any facility we manage. It is a prime responsibility of the onsite parking General Manager, the Customer Service Coordinator, and all facility staff to properly respond to all customer issues. Incidents and Accident Reports Our general policy for incidents includes the completion of an Incident Form, completed by the Manager on Duty in cooperation with the customer. If an accident occurs, an Accident Investigation Form is also completed and photographs are taken whenever possible. The documents are forwarded to the regional office for review by the Regional Manager and all accident investigation forms are forwarded to the Standard Parking Claims Department. The customer receives a written confirmation that the relevant information is received and is kept abreast of the investigation of the claim through to its resolution. Standard Parking Hotline The Standard Parking Hotline is also available to both employees and patrons. The Standard Parking Hotline is a Call Line that gives you a voice for alerting the Company of employee misconduct, questionable business practices, and violations of the Code of Conduct, harassment or other events or behavior that may result in harm, injury or liability. If there is any suspicion of theft, fraud, discrimination or any situation that needs to be addressed promptly, a phone call can be placed anonymously to the Hotline. A complete investigation commences and continues until the situation is resolved. All calls are taken as serious matters from the onset and are handled promptly. Customer Service Representatives At our larger facilities and as proposed for the Will Rogers Memorial Center parking facility, we propose on staffmg Customer Service Representatives (CSR) during most peak operating hours at key sites in the facilities to assist parking customers with questions, directions and any problems they may encounter while parking on site. These CSR employees have excellent communication and customer service skills and are specifically trained and knowledgeable to effectively assist customers as needed. Contact Information Standard Parking has a company wide policy to post conspicuously the names and contact phone numbers of all managers and supervisors responsible for the parking facilities. We propose to post these contact information signs at key areas so that any customer desiring to speak with management will be able to easily obtain this contact information. Any comments or complaints can also be addressed at our website and selecting contact us at www.standardparking.com. 85 8.7.5 Service Quality and Training Program Quality Control: Patron Retention Once the patron has parked, the impact of Ambiance In Parking® —from our array of amenity programs and customer services to the impeccable cleanliness and physical appeal of the facility itself to our courteous, professional, service -oriented staff —creates customer loyalty and thus enhances long-term parking revenues. Moreover, as confident as we may be in our management abilities, we are never complacent. We routinely develop (in conjunction with property management) and conduct Customer Surveys to provide us with the parking public's current perceptions about the parking facility, thus enabling us to identify any areas needing improvement, and to develop and promote a customized operating and marketing strategy that takes into account the specific parking needs and views of all of the facility's users. Recruitment and Training Our Human Resource Department will manage the entire hiring and training process. Our goal will be to target quality individuals only that will reflect positively on the City of Fort Worth. Our personnel are typically the first and last impression guest have of their experience. Our job is to ensure we present a seamless guest experience with the highest quality personnel. Our Recruiting will target the citizens of Fort Worth. Tools we will utilize are: • Leverage our membership in local community organizations • Web add at TCU • Fort Worth area Craig's List add • Target advertising of our special website • Job Fairs The application process will be conducted at the job fairs and on site. Our proven process includes each applicant filling out our application form, we copy all required documentation and begin the background check information process. We will thoroughly explain to each applicant the job requirements, specific required capabilities, expectations and most importantly the responsibility and privilege they will have as a representative of The City of Fort Worth. Employee Training. Standard Parking's reputation for excellence in on -site management 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 excellence of our comprehensive training programs has been recognized by both the parking and training industries. We have been the recipient of five national awards, including two Telly 86 awards, and a national award for excellence by the National Association of Industrial Office Properties (NAIOP). The National Parking Association's Certified Parking Facility Manager (CPFM) program establishes an industry -wide standard of parking operational knowledge accepted by all parking management companies. Standard Parking leads the industry with the most CPFM managers of any parking company in the United States. Tapping the Internet as a training resource, Standard Parking also has an in-house, Web -based training system —Standard University ® —to supplement formal classroom and frontline training programs. Most importantly, Standard Parking recognizes 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. Frontline Training, Right from the Start Training of new Standard Parking 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. 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. ➢ Key #I —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 Standard Parking and the service to be received. ➢ Key #2—Successful Customer Interactions. Nary a minute goes by without cashiers, valet attendants and bus drivers interacting in some way with parking customers. To make sure these interactions always 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. 87 ➢ Key O—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. Reinforcing Customer Service: Strive for Excellence To reward positive customer service and operations standards, Standard Parking follows up its training with Strive for Excellence, a compilation of more than 40 distinct employee motivation and rewards initiatives that reinforce the skills learned during the training process. Some of these reward and recognition programs: ➢ Frontline Jeopardy is a month -long game led by facility supervisors to encourage employee knowledge of operational and customer service policies and details. Employees who answer 12 questions correctly in a given month receive a prize, such as a gift certificate. ➢ Awesome Attendance rewards team efforts at being on the job every day for a month. Winning teams receive pizza parties and certificates of achievement. ➢ Beat the Clock helps reduce tardiness by rewarding employees who show up early for work each day. ➢ Looking Good gives every employee properly in full uniform for a week a playing card. At the end of the month, the employee with the best poker hand wins a gift certificate, although everyone gets a prize. ➢ A is for Accuracy recognizes cashiers who complete accurate daily revenue reports. ➢ I've Got the Drive showcases shuttle bus drivers and valet attendants who provide top- notch customer service and meet performance goals. Employees are also required to attend formal refresher training sessions to "brush -up" on their customer service skills. These sessions cover topics such as customer relations, creating first impressions and organizing workstations. Customer Service Coordinators To ensure that training objectives are met at each Standard Parking 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 Coordinator launches and implements new training programs, establishes the training system at new locations, manages the Strive for Excellence Program and measures the results of these programs for continuous improvement. The Coordinator is responsible for aligning company standards with the specific needs of clients and locations. 88 Standard University® —Customized, On-line Training Materials Standard Parking understands the connection between solid employee training, employee performance and the impact of both on our clients. We ensure that frontline, support and management employees make excellence in execution, safety and customer service a reality, everyday. Standard Universitysm- On-line Training Available 24/7 to All Employees Standard University is the foundation of all our formal training programs including soft skills,— technology, software, leadership skills and operating STANDARD UNIVERSITY procedures. These courses are deployed using a multitude of methods including classroom sessions, THE STANDARD PARKING TRAIN' NGCENTER web based sessions, and self managed computer based training (CBT). By offering our employees continuing education results in higher than industry average employee retention. The best practices we employ assist our employees in consistently demonstrating the highest degree of professionalism when dealing with you and your customers which will ensure they return time and time again. Employees that are empowered are employees that are dedicated to excellence. We empower our employees through utilizing the following best practices: • Utilization of a Learning Management System: Standard University (www.standarduniversity.com) is our learning management system which offers 24/7 access to all our training content as well as our reward and recognition program tool. • Tracking and Analyzing Training Records: Standard University tracks the training records of all employees and offers many reporting functions. By analyzing the training records we can identify learning trends, employee strengths and weaknesses so that we can adjust the training as necessary to meet the needs of facility. • Giving Employees a Voice: If employees do not see the course they are looking for within their curriculum, they can request the content be added. By giving our employees an avenue to express their needs we can better service them. Also, it allows us to prioritize our development efforts to ensure the most requested content is developed first. • Requiring Training Programs: Each employee is required to participate in training specific to their job role. All new employees are required to view the New Hire Video which discusses our company history as well as our future goals. Employees must also complete the Three Keys to Customer Satisfaction program. Facility Managers are required to attend the - Facility Manager Training program which is a blended program consisting of online learning and an intensive two day instructor led session. Offering Employees Job Function Curriculums: Each employee is assigned a course curriculum that is linked to their job function. Each functional need is reviewed and the appropriate training is included in the curriculum to ensure each employee has the tools needed to succeed in their position. • Providing Employees a Career Path: Through the use of curriculums each employee not only can become proficient in their current role but also review what skills are necessary to 89 L_ move up to the next level allowing the employee to take charge of their advancement potential. • Evaluating the Employees' Course Score: Employees are required to take evaluations for all courses they complete. The evaluations are reviewed and trainers personally contact employees fall short of the required scoring to review and discuss the concepts the employee had difficulty grasping. • Properly Designing craw " Courses: The training .MY URM UL.UM' Y programs and courses in place at Standard Parking YIG[YIYimYCYA:,f1 �osvYlouaparw{Yrte rRai+te•„ ta,6 YY1„Y,;;Y., 1FY ry;/k: 4x •ASYhYW172.rRY Kt (JY]Pp ` are designed to be��•.aY.Y�.y.�,��YY<;„.�,Y.Yt«,., YysdalPurwRFllPaFttlaYK.FY'GYY109l5`Y,'t..YbYrlth4ixnYs+lY17+7•*'Fvun�>i 1yLY11\YM1 `` ,o.IbfW. uu►rT y�kle bYsn�s�l+fiiaps - f! flexible and grow as our .tea-+• dYYinYwN•YKYt.YN•�iwYY.7pT d hSYrVr.Y industry changes. The fAv7j Y'si gAlll®M,Y�f{l►j,>r: YYTti7'YNw.w't IY.•k Yy,4�tegYIF�AMV �rtrrr.Sv e7 YGYt �f� E���Y„.�tYPuYxyYrc.P.}mid.nYfYY4•.ts '7 flexibility in the design 4�..[MV-0{etti}f !>H CY.fF•'IfMY tN VFprfYys Ht�¢.Ax(71irsY'Nh ilf4 hau.le..Yp ,IYfmlfen a,Aan Ycail this}.yc Ecru fn ¢�i 1. .el 0M, .lNL1JlW45 R&IIanwo allows us to easily {1YIldl NIL•YM.EUAtRYM;QRYt. ialYp„.QIHbiP, SdYYdF .ial P={+!p,Yup Yw�l a��, ta.:,fmw..ya. .•Y tlYrt •Ipvf la 4Yr.uciY lYrt 11 L+ c �: customize to fit {({i111k. KYiki OhYM a1j�C!i}:Mx PIrtY OWYYWjj CE)kiYYSfZ}A9f�'nID IU►j %y �YY�t%E=y.1. 9Y11cltat��lm. Z'.Ica WefLc1 L't�:FiTRY+1 gMl�ffY 1ii19ilt _ &�ki4��{pyy programs P b� 1hihYYi ai�4t(jflel f#`fiid7 CttA4i, {Cii,i�MYf�liv tr..3A1MY11Yis.`0 NYt IY the needs of our clients. phwvl TFmYxt g4n91c�1Y Courses are designed oNE�tasf4 1'aYtrPY7W�4Y4 afY1l�RpYdfdYYdYr«7Ya+rYYn.,{Y►41.Ya71Yfil Yp YYY7YdtlsYx•. «.nYY9!R MFi7f isFY.1Y4Y. wMiia!rtRYaY,re+.y:Yel'nawr..namrsa��.:erw{atf+uwa� with a business metric in mind to ensure the course is impacting what it should be. �Y1• FiF;rrFY�kYuagflY.. YTY{CF. fFfviri+fl i . dti Utilizing Qualified`, Trainin Staff: Our g eYewae7ortYea� YYl.o .gYOpO 01U M M Yr courses are designed and raYeYellsuneyF �- w.y+oa eNa q Y• - -- built by in - t,!}R "UVYfY,lY00 KID naw N wl M FM professionals -,,.,.�-,..,: .,......�- ,�.....--,.w.. -. -„ .-4,..- the learning industry who have a comprehensive knowledge of h*,Y.�4fMe�l tfM Kl17rY• ffiL NY fY�YYYY Ilt. W„C!Y ra In instructional design and ,Yt,INNYMYYNYi � RIYN/•Y i9C Ns NY tv adult leaming theory to `"'°'ftwl f •' 0 low M 'a ensure the courses we ` ""'"" 7 provide are conducive to• • Customization and Attention to Detail: We realize that all facilities aren't created equal. We critically examine the training needs and learning style of the employee workforce in conjunction with the needs of the facility. By analyzing the training need on the front end we are able to build custom content that suits the learning style of each employee to ensure comprehension and retention. 90 • Dedication to Continuous Learning: At Standard Parking we believe training should be continuous in order to ensure retention of new concepts. Therefore, we utilize refresher programs for our frontline employees so that important concepts are continually re -enforced. 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 on-line 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. Monitoring Employee Performance We augment our training program 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. ➢ In-house Auditing. Our in-house auditing team, as well as our corporate training department, 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. 91 ➢ 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. First -Class Training = First -Class Customer Service Frontline employees, through their professional appearance and provision of services, are the people most responsible for meeting customer service goals. Client satisfaction depends on exemplary service provided everyday by cashiers, valets, shuttle bus drivers and maintenance employees. Standard Parking leads the industry in all the benchmarks of customer satisfaction due to the strength of its multi -faceted training programs and the company's commitment to training. 92 8.7.6 Parking Enforcement Report Standard Parking is proposing to use enforcement on the Harley Lot only. This location will be operated on slow event days using a Pay and Display Operating Method. Our enforcement officer will visit the lot frequently to ensure payment compliance. In addition to the Harley Lot, we are suggesting the City review our proposition to install on street meters on the streets surrounding the Will Rogers Memorial Center as parkers will seek free parking opportunities. Our solution to enforcement is through T2 Systems. The handheld includes real-time communication and capturing images in the field. The ticket writers work with T2 FlexTM software. The handhelds allow you to write citations and warnings, download scofflaw lists and permits, issue temporary parking permits, take payment for parking at events, and give field officers the information they need, when they need it. The Motorola -Symbol MC75 is an ultra -durable, rugged handheld device. Its environmentally sealed keypad with multiple keyboard options protects it against rain and dust. The image capture and laser scanner provide for optimal field usage. The MC75 offers simplicity and is a great option for those that don't require an integrated printer. Works with T2 PermitNowTM permit issuance handheld software Pay -by -space functionality with real-time wireless 93 Will Rogers Memorial Center Budget Staff schedule Supplies and R & M back Up Start up costs per `B — 2" Standard Parking start up costs Recommended equipment costs Convention Center Garages Budget Staff schedule Supplies and R & M back Up Start up costs per `B — 2" Recommended equipment costs 8.8 Budget 94 9/2/2009 REVENUE Transient $3,787,430 Validations 0 Monthly 0 Advertising Revenue 0 less Credit Card Processing Fee (47,234) Gross Parking Revenue 3,740,197 Sales Tax (288,6491 TOTAL ANNUAL REVENUE $3,461,647 OPERATING EXPENSES Salaries & Wages $430,132 Payroll Taxes & Burden 42,112 Health, Welfare & Pension 11,431 Workers Compensation 36,561 Uniforms & Laundry 7,795 Printing 11,114 Amenities & Supplies 9,780 Repairs & Maintenance 153,824, Depreciation/Amortization - To be Determined 0 License & Permits 0 Liability Insurance 64,616 Rental Expense 0 Vehicle and Equipment Financing 0 Utilities (Western Heritage estimate) 111,700 Advertising & Publicity 3,000 Start Up Expenses (one time charge) 11,838- Postage & Freight 900 Telephone 4,260 Corporate Travel 0 Accounting and Audit 0 Legal Expense 300 Data Processing 3,759 Contract Security 0 Employee Processing 1,663 General Expense 3,942 Auto Damage and Other Claims 0 Armored Car 6,448 Base Management Fee 116,591 TOTAL OPERATING EXPENSES $1,031,766 OPERATING INCOME $2,419,783 PrcForma WIN Rogers MemorW Censer 2009 - Ver, 2 , STANDARD PARKING Will Rogers Memorial Center Management Staff Senior Management Facility Manager Assistant Manager Accountant (shared with Convention Center Garages) Cowgirl Lot Oceratina Time Booth One 8:00 AM to 4:00 PM $8,750 $60,000 $36,000 $20,800 Management Cost $125,550 Hours/Day DayslYear HoursNear Rate Pay Per Year 8 335 2680 $7.75 $20,770.00 Employee Cost $20,770.00 Enforcement - Customer Service Representative Enforcement I Customer Service Officers Personnel Average Ooeratina Time Hours/Day DayslYear Hoursryear Rate Pay Per Year Position One 8:00 AM to 4:00 PM 8 335 2680 $7.75 $20,770.00 Position Two 4:00 PM to 10:00 PM 6 335 2010 $7.75 $15,577.50 Employee Cost $36,347.50 Perimeter Control Non - Major Event Days Maximum pratina Time Average Location I Entrance Personnel Varies v Event Hours/Day DayslYear HourslYear Rate Pay Per Year North Gendy Pavilion One Cashier 8:00 AM to 4:00 PM 8 214 1712 $7.75 $13,268.00 4:00 PM to 8:00 PM 4 214 856 $7.75 $6,634.00 South Gently Pavilion One Cashier 8:00 AM to 4:00 PM 8 214 1712 $7.75 $13,268.00 4:00 PM to 8:00 PM 4 214 856 $7.75 $6,634.00 Other Pavilion - One Cashier 8:00 AM to 4:00 PM 6 214 1284 $7.75 $9,951.00 Varies on event schedule 4:00 PM to 8:00 PM 3 214 642 $7.75 $4,975.50 Major Event Days Maximum ClpMratinq Time Average Location I Entrance Personnel Varies by Event Hours/Da y DaysNear HoursNear Rate Pay Per Year North Gently Pavilion One Cashier 8:00 AM to 4:00 PM 8 121 966 $7.75 $7,502,00 4:00 PM to 8:00 PM 4 121 464 $7.75 $3,751.00 Two Cashier 8:00 AM to 4:00 PM 5 121 605 $7.75 $4,688.75 South Gently Pavilion One Cashier 8:00 AM to 4:00 PM 8 121 968 $7.75 $7,502.00 4:00 PM to 8:00 PM 4 121 454 $7.75 $3,751.00 Two Cashier 8:00 AM to 4:00 PM 7 121 847 $7.75 $6,564.25 North RIP Johnson Pavilion One Cashier 8:00 AM to 4:00 PK 6 121 726 $7.75 55,626.50 4:00 PM to 8:00 PM 3 121 363 $7.75 $2,813.25 Two Cashier 8:00 AM to 4:00 PM 5 121 605 $7.75 $4,688.75 South RIP Johnson Pavilion One Cashier 8:00 AM to 4:00 PM 4 60 240 $7.75 $1,660.00 4:00 PM to 8:00 PM 2 60 120 $7.75 $930.00 Two Cashier 8:00 AM to 4:00 PM 4 60 240 $7.75 $1,860.00 Watt Pavilion One Cashier 8:00 AM to 4:00 PM 5 121 605 $7.75 $4,688.75 4:00 PM to 8:00 PM 2 121 242 $7.75 $1,875.50 Two Cashier 8:00 AM to 4:00 PM 5 121 605 $7.75 $4,688.75 University Pavilion One Cashier 8:00 AM to 4:00 PM 4 60 240 $7.75 $1,850.00 4:00 PM to 8:00 PM 2 60 120 $7.75 $930.00 Two Cashier 8:00 AM to 4:00 PM 4 60 240 $7.75 $1,860,00 Amon Carter Garage North Entrance One Cashier 8:00 AM to 4:00 PM 7 60 420 $7.75 63,255.00 4:00 PM to 8:00 PM 4 60 240 $7.75 $1,860.00 Harley Lot One Cashier 6:00 AM to 4:00 PM 6 60 360 $7.75 $2.790,00 4:00 PM to 8:00 PM 3 60 160 $7.75 $1,395.00 Two Cashier 8:00 AM to 4:00 PM 5 60 300 $7.75 $2,325.00 Traffic Directors I set-up 8:00 AM to 4:00 PM 8 121 958 $7.75 $7,502.00 4:00 PM to 8:00 PM 4 121 484 $7.75 63,751.00 8:00 AM to 4:00 PM 5 60 300 $7.75 $2,325.00 4:00 PM to 8:00 PM 2 60 120 $7.75 $930.00 Employee Cost $148,304.00 Maintenance Personnel Supervisor Maintenance Maintenance Maintenance Avenne Ooeratina Time Hours/Day . DayslYear Hours/Year Rate Pay Per Year 8:00 AM to 4:00 PM 8 335 2680 $10.00 526,600.00 4:00 PM to 12:00 PM 8 335 2680 $9.00 $24.120.00 8:00 AM to 4:00 PM 8 335 2680 $9.00 $24,120.00 2:00 PM to 10:00 PM 8 335 2680 $9.00 $24,120.00 Employee Cost $99,160.00 Total Employee Cost $430,132 ANNUAL GLCODEX SUPPLIES RATE UNIT NUMBER UNITS EXPENSE a51051 Garage Supplies and Smell Tool• $250.DO per mmW 12 months $1.000 451051 Land—pe Supplier $0.00 per month 12 months SO 051053 Car Waal, Sgpllea so.. per month 12 months >D X51053 OMca Supplies 3250A0 Pe, month 12 manthf $3, 000 X51053 other Ganes Supplle, $300.00 pe, month 12 months $3.600 051053 Weler Olapensar (J.B) $15.00 pe, month 12 moth, $180 a51051 Battery Stan, 30.00 pe, month 12 monlhe $0 051051 TIrtln0albn 50.00 per month 12 monlhe S0 a51d60 Ca, AAo— M.Op pe, month 0 vehlcbe $0 B51051 Klndahbld Sareloe 30.. pe, month 12 monlhe SO SOppN Sub - Tota SB,1B0 Toal Amendlea and Soppllei SS,)Ba ANNUAL OLCODE N REPAIRS & MAINTENANCE RATE UNIT NUMBER UNITS EXPENSE .5105140 Cleanlnp Supple, $250.00 per month 12 months $3.000 $5105175 Lampe and Light Bulb, $0.50 Par apace 5167 apace. $2.5114 05106263 Landa eping 30.00 per month 12 months $0 051M1 Plu ruing $0.00 per month 12 ..nine 30 OSIO61 Electrical A Supplier MOD Per apaee 5167 .pace. $D 051061 Una Striping 33.00 per space ... third of the apace, 1705.11 apace. 35.115 051061 Painting Walls and Cokannt $0.O0 Per year 30 051061 Painting Office and Ve,l,hule, $0.00 per Va., 30 OSIC61 Ovethead Doom 31,800.00 Per doe, 0 doors so 0SIW2 Locke A Key, $0.10 per apace 5167 spaces $517 051062 Revenue Control Equlpmsn 5175.00 par d'H 3 stalls Peryear 1525 05106221 Perking Equlpmr.nl (gales, spl8en, time clocka,ele. $175.00 per visit 4 V1s11. per Veal 37111) 05106221 Parking Equipment Conirac $0.00 per lane 0 1.ne. $0 #5106221 Fire Equlpmem $125.00 per month 12 menthe SI,500 #5106240 S„eeper Contract per montl 32.900.00 per month 12 month, 334,eoo 05108240 Sleeper - protected once 320.350.00 par year 1 year $20,350 051062C Steam Clean per Bmr $13,000A0 per quarter 4 quad.. $52,000 05106240 Scru6her Malnlenanct 30.01) per quads, 4 quarters $0 051062C PoserM,her $0.00 per cleaning 0 cleanings $0 05106240 0.9 Cad Leave 50.00 per month 12 month. $0 051062C Golf Cad Malnlenanct $175.00 per month 12 month. $2.100 #5106341 Contract Cle,NnS 30.00 per month 12 month. 30 05106250 El nior Unscheduled Repair. $250.00 per month 12 monlhe $3.000 OSIM250 El-lor Maintenance Cammr 31,287.50 par month 12 month. $15.450 451062 Sign, SO,SD per apace $167 apaee $7.584 051062 Radio. (Le..e; $0.00 per -nth 12 month. $0 051062 Communications Equlpmen $0.00 per -nth 12 month. SO 051062 Munk $0.00 per month 12 -nth. $0 05106284 Security System, 30.00 par month 12 month. 30 05106284 Security System Contra, $0.00 per month 12 monlhe 30 $5106315 Trash Semlce $250.00 per month 12 month. $3.000 NSIO6315 Peet Control $0.00 per month 0 month. SO 051063 Exhaust Malnlenanct $250.00 par month 12 month, 33,001) 05105401 011lca Equipment Malnlenanc, $25.00 par month 12 months 33D0 N51066 Gas All.-nc, $75.00 per month 12 month, $900 A51231 Mlsc. 3200.00 per month 12 month, 32.4D0 Total 0/6],021 mc Start Up Costs for Will Rogers Memorial Center To be reimbursed in month one Employee Recruitment costs HR Personnel 1 $1,250.00 $1,250.00 Job Fair 1 $925.00 $925.00 Adds 4 $300.00 $1,200.00 Background Checks 50 $26.45 $1,322.50 Initial Training 1 $2,500.00- $2,500.00 Labor Taxes and Benefits $4,640.00 Total $11,837.50 Will Rogers Memorial Center- Standard Parking Start Up Costs Item Quantity Cost Extended Required Office Furniture Desk 2 $250.00 $500.00 Chairs 6 $125.00 $750.00 Fax 1 $225.00 $225.00 Computers 2 $2,225.00 $4,450.00 Printers 2 $150.00 $300.00 Copier Phone System 1 $1,695.00 $1,695.00 Safes 1 $557.00 $557.00 Money Counters 2 $602.00 $1,204.00 Time Clock 1 $450.00 $450.00 Initial Office supplies 1 $750.00 $750.00 Flags 25 $7.00 $175.00 Flashlights, cones and Batteries 25 $30.00 $750.00 Radios 25 $625.00 $15,625,00 Total Required $27,431.00 Other Start Un Costs Item Quantity Cost Extended Golf Carts - Manager and Supervisor Transportation 2 $6,750.00 $13,500.00 Customer Service cart 1 $9,250.00 $9,250.00 Battery jump Starters 2 $150.00 $300.00 Compressed Air machine 1 $125.00 $125.00 Small tools for Customer Service Vehicle 1 $75.00 $75.00 Sign Stands - windsigns with rollers 15 $276.00 $4,140.00 Sign inserts 60 $75.00 $4,500.00 Maintenance Equip Gators for Maintenance 2 $10,500.00 $21,000.00 Gator Trailers 1 $1,500.00 $1,500.00 Blowers 2 $550.00 $1,100.00 Br000ms and dustpans 4 $75.00 $300.00 Ladders 1 $75.00 $75.00 Misc. Equip 1 $750.00 $750.00 Traffic Control Equipment Cones 50 $22.00 $1,100.00 Bike Rack Barracades 25 $115.00 $2,875.00 Miscellaneous Umbrellas 50 $9.50 $475.00 Contencency 1 $1,500.00 $1,500.00 Total Other Start up $62,566.00 Total Equipment and Other $89,996.00 Will Rogers Memorial Center Recommended Parking Equipment Item Quantitv Cost Extended Digital Pay and Display Meters 2 $10,500.00 $21,000.00 Hand Held Enforcement System (by City) 1 $0.00 $0.00 Payment Boxes 2 $1,500.00 $3,000.00 Hand Held unit for Credit Card 12 $1,750.00 $21,000.00 Free Out Gates 4 $7,950.00 $31,800.00 Parking Booths 11 $12,500.00 $137,500.00 Parking Booths for Pavilion Locations Entry and Exit Plazas Amano Event System for Plazas 5 TBD 13 $35,000.00 TBD $455, 000.00 Sub - total Equipment $669,300.00 REVENUE Transient $1,547,452 Validations 0 Monthly 497,100 Advertising Revenue 0 Less Credit Card Processing Fee (8,322) Gross Parking Revenue 2,036,230 Sales Tax (155,820) TOTAL ANNUAL REVENUE $1,880,410 OPERATING EXPENSES Salaries & Wages $266,930 Payroll Taxes & Burden 24,614 Health, Welfare & Pension 8,703 Workers Compensation 22,689 Uniforms & Laundry 3,700 Printing 4,578 Amenities & Supplies 3,517 Repairs & Maintenance 75,782 Depreciation/Amortization - To be Determined 0 License & Permits 0 Liability Insurance 19,844 Rental Expense 0 Vehicle and Equipment Financing 0 Utilities 180,400 Advertising & Publicity 1,360 Start Up Expenses (one time charge) 9,596 Postage & Freight 360 Telephone 5,220 Corporate Travel 0 Accounting and Audit 0 Legal Expense 300 Data Processing 7,139 Contract Security 0 Employee Processing 2,466 General Expense 5,982 Auto Damage and Other Claims 0 Armored Car 5,469 Base Management Fee 71,325 TOTAL OPERATING EXPENSES $719,973 OPERATING INCOME $1,160,437 ProForma Fort Worth Convention Center Garages 2009 STANDARD PARKING 912l2009 Convention Center Garages Management Staff Senior Management Oversite $5,250 Facility Manager $50,000 Assistant Manager $32,000 _ Accountant (shared with Convention Center Garages) $11,200 Management Cost $98,450 Houston Street Garage Average Ooeratina Time Hours/Day Days/Year Hours/Year Rate Pav Per Year Cashier I Customer Service Rep Booth One 8:00 AM to 4:00 PM 8 364 2912 $8.00 $23.296.00 4:00 PM to 10:00 PM-12:OOPM 7.3 364 2651.74 $8.00 $21,213.92 Customer Service Representative As needed 8 208 1664 $8.00 $13,312.00 Customer Service Representative As needed 8 156 1248 WOO $9,984.00 Employee Cost $67,80&92 Commerce Street Garage Average Ooeratina Time Hours/Day Days/Year Hours/Year Rate Pav Per Year Cashier I Customer Service Rep Booth One 8:00 AM to 4:00 PM 8 364 2912 $8.00 $23,296.00 4:00 PM to 10:00 PM-12:OOPM 7.3 364 2551.74 $8.00 $21,213.92 Employee Cost $44,509.92 Maintenance Team Average Ooeratina Time Hours/Day Days/Year Hours/Year Rate Pav Per Year Maintenance / CSR 5:00 AM to 1:00 PM 8 364 2912 $9.00 $26,208.00 Maintenance / CSR 12:00 PM to 8:00 PM 6 364 2912 $9.00 $26,208.00 Maintenance / CSR Variable 4 104 416 $9.00 $3,744.00 Employee Cost $56,160.00 Total Cost $266,926 SUPPLIES RATE UNIT NUMBER UNITS Garage Supplk.end Smell Took $1.00 Per space 1604 .0... tape Supplkr 30.00 per apace IaN .pace. Ce, Weah Svppllea 30.0D per apace 1504 apace. Gmca sum., $0.65 pe, .pace 1.04 apace. other Gang. Supply" Sg.00 per specs Is" .pee.. Wale, Dl.p.— Oeg) SIS.DD per month 12 mohlh. Rnllery Sdh. $0.00 Per month 12 month. The In3elbn $0.00 pal month 12 month. Ca, ASp— $0.00 pal month 0 vehlc4. W.d.hkld S—k. $0.00 per month 12 month. Supply SO - Ton Tota1A-01.. end Supplu, ANNUAL EXPENSE SI,SOA 30 S0 51,500 $0 $180 $0 e S0 SO SO 0.517 $3,311 PnFenru FodVnda Cvm.niun Finn, GenwaTp ANNUAL REPAIRS 8 MAINTENANCE RATE uMr NUMBER UNITS EXPENSE Cleaning Supplies $150.00 per month 12 months $1,000 limps uM Light BWbe 31.Dn Per apace C....... niy 75D spaces $750 Landscaping 3D.D0 per moral 12 months Su pl—sing $0.00 Per month 12 months 30 Electrical S Supplies 30.00 per space 1804 space, s0 Uns Striping $0.00 per space 1504 apace. so Painting Walls and Column $0.00 Per year $0 Painting Ot0a .IN V..11bulet $0.00 per yaai $0 Overhead Doan $1.800.00 Per door 0 da.n 30 Locks Key. 30.10 per apace 1304 apace. $180 Revenue Conlml Equlpmen $125.00 Per vlelt 3 ralt. $375 Parking Equlpad-I (,at.,..pit ers. bme clock..etc 3125.00 per Mall 3 vblls $375 Parking Equipment Contra. 32000.00 per lens 0 lens, $D Fire Equipmenl and ,lean monhorin $75.00 per month 12 months $900 Sweeper Le... 3500.00 Per month 12 month. $9000 Sweeper M.I.I.n.n. SO..0 Per quads, 4 qu.dsn s0 Scrubber Lease 30,00 per month 12 months $0 Scrubber M.Nlenoncl $0.00 per quadel 4 quaden $0 St —Cie.. 53.50D.00 Per .leaning 4 cleanings $34.000.00 G.11 Cad Lee.. $0.00 per month 12 month. 30 Got[ Cad M,Inl.mnn 545.00 per month 12 months $540 C.dI..I Cleaning 30.00 per month 12 month. 30 Elevator UnschedWed Repaln $200.00 Per car 0 can 30 Elevator Melnlenanc, Conan[ 31.971.-1 per month 12 month. $23.659 Sign, 30.30 per space 1304 sPc.. S902 Radio&(Leass; 30.00 per month 12 month. 30 Communications Equlpmen $000 per month 12 month, 30 Mumk $0.00 per month 12 month. 30 Security Systems $0.00 per month 12 month. 30 S,curlty System Con1mc f0.00 per month 12 month. 30 Treat, S,nla $75.00 per month 12 month. $900 Pest Central $000 per month a monUn 30 E,hauet mainlmalce (mname. $0.00 per month 12 month. so OR . Equipment M.Intenanct $25.00 per month 12 months 5300 Gas All—mcs $25.00 per month 12 month, $300 MI.. 3100.Do per month 12 month. $1.200 Total $79,712 Start Up Costs for Convention Center Garages To be reimbursed in month one Employee Recruitment costs HR Personnel 1 Job Fair 1 Adds 4 Background Checks 50 Initial Training 1 Labor Taxes and Benefits $875.00 $925.00 $300.00 $26.45 $2,500.00 $875.00 $925.00 $1,200.00 $1,322.50 $2,500.00 $2,773.12 Total $9,695.62 Convention Center Garages Start Up Costs Commerce Garage Item Quantity Cost Bat removal 1 $153,992.00 New Operating System 1 $334,170.00 Graphics - interior 1 $15,000.00 Signs - exterior 1 $10,000.00 Striping 1 $8,500.00 Houston Street Garage Item Signs Exterior - estimate Quantity Cost 1 $10,000.00 Extended $153, 992.00 $334,170.00 $15,000.00 $10,000.00 $8,500.00 $521,662.00 Extended $10,000.00 Total Potential $531,662.00 Attachment "B-3" SCHEDULE OF RATES The selected Parking operator shall be paid as hourly rate for any as needed parking personnel assigned to other parking facilities owned or operated by the City of Fort Worth in accordance with the proposed hourly rates listed below: PROPOSED HOURLY RATES CASHIER: $18.00 PARKING MAINTENANCE ATTENDANT: $22.00 PARKING ENFORCEMENT ATTENDANT: $23.00 OTHER: depends on position 95 8.9 Management Fee Per the RFP we are submitting a management fee that is an annual fee to be paid in 12 monthly installments. _ For the Will Rogers Memorial Center Garage we are proposing a fee as follows; Annual Fee $116,591.00 paid in 12 monthly installments of $9,716.00. Standard Parking provides significant value within this fee. Just a few of the items included in this fee is: • Consultation services for the Western Heritage Garage • Lighting review • Standard Parking's independent audit encompassing both operational and financial points • Our strict accounting standards that meet all SEC and SOX requirements, which is a positive if any bond is required now or in the future • We will pass on our 30% to 40% equipment discount on parking equipment • Our extensive employee training and on line Standard University • Standard Parking's Roadside Assist program • Our extensive corporate services - • Our legal services that will review every contract we enter into • Our detailed procedures for cleaning per environmental regulations • Our Client View reports program - • Full consultation by our Game Day group and all specific work by our Click and Park programmers • Contingency for fines • On going cost of the two way radios Also included is the amortization of our cost of equipment provided by Standard Parking including all the office FFE, phone system, radios, repair and maintenance equipment, traffic control cones and barricades, and the Customer Service Vehicle. The total cost of what we are providing is $90,000. For the Convention Center Garages we are proposing a fee as follows; Annual Fee $71,325.00 paid in 12 monthly installments of $5,944.00. The fee is inclusive of similar value items listed above. 96 8.11 Insurance Costs General Liability Insurance costs are $11 per space for the Will Rogers Memorial Center and the Convention Center Garages. We also provide insurance coverage for vehicles that include the customer service vehicle, golf carts and gators. Workers' Compensation Insurance is based upon 8.5% of payroll for both the Will Rogers Memorial Center and the Convention Center Garages. 8.12 State Unemployment Rate Our State Unemployment Effective Rate is 0.86%. Please see our Texas Workforce Commission Tax Rate notice in the Addendum herein. 99 8.13 Acceptance of Conditions 1) Our insurance review noted the following; • Attachment A.c Industry standard financial stability requirements are "A- VII" the RFP calls for "A- VET' requesting change • Attachment A.d Deductibles are not normally listed on certificates — requesting this requirement should be removed • Attachment A.e Our policies are not written on a claims made basis — this section can be reviewed • Attachment A.g We have a large deductible of $250,000 per occurrence, this needs to be approved by the client • Attachment A.j We do not provide full copies of our insurance policies. We will, however, provide certificates of insurance and applicable endorsements as needed. • Attachment A.1 Please note, we will "endeavor to" provide 30 days written notice in the event of policy cancellation, non -renewal or material change — this is required by our insurance carrier. 2) Per Section 5.17.1 Start up date, Standard Parking and the City will agree upon a reasonable start up date in the contract considering their might be delays in the process. In addition, the status of the operating equipment installation for the start up date needs to be agreed upon as parking equipment has a lead time to order the equipment and the Southwest Exposition and Livestock Show activities might prevent installation work during their event. 100 8.14 Alternate #5. 18.1 Management and Operation of the Convention Center Parking Garages Our approach to the operation of the Fort Worth convention Center Garages is to offer a first class guest experience to every customer. Our Plan includes needed improvements for customer service and revenue growth for the Houston Street Garage and an improvement plan for the Commerce Street Garage. We will market the facilities to drive revenues as we have no competing locations. We are interested in discussing of discussing potential synergies with Standard Parking operating the City of Fort Worth employee garage. Our offer includes our full service Parking, Transportation, Traffic Management, Valet, RV management, maintenance and renovation services. Houston Street Garage Standard Parking will market the Houston Street Garage to maximize the utilization of every space. Our marketing plan will target al potential users. Exterior Signs Convention Center attendees and guests of the OMNI Hotel are typically new to the area. For this reason it is imperative the garage be aggressively marketed to attract these visitors. The garage is architecturally impressive but to be functional, exterior "PARKING" graphics must be added. As a visitor to the area searching for parking there is no sign on the building or otherwise to indicate the building is a parking garage or where to enter the garage. The Building is architecturally impressive although not identified as a Parking Facility 101 A new sign over the entrance will attract customers Signs will be placed on the corners of 1 Ph and Houston and 1 Ph and Throckmorton to attract customers. In addition, when events are loading we will place flaggers on the street to encourage customers to enter the garage. Standard Parking will market for monthly customers to fill the spaces allocated for monthlies. We will begin an aggressive campaign to sell contracts. Successful marketing requires innovative incentives to reward customers to park at the Houston Street Garage. Thereafter, we offer superior customer services and amenities to retain these customers. A brief listing of our proposed incentives is: • Coupon for Free Parking for one day • Half month free (half price 12t' month) • 2 days rental for DVD's • Refer a friend - Half month free • Numerous Amenities for customers 102 • Customer Services • Lunch Parking Special • Group Rates Delivery To deliver the message to the customers we propose the following media: • Tri-fold brochure with incentive — we pass these out in the area in the morning and at lunch, work with area merchants to add these to any display, deliver them to corporate break rooms and do mailers • We use a tasteful temporary sign on the exterior of the garage • Deploy a wind sign that will deliver the message and catch potential customers eyes by using a theme or other method • We are proposing a garage specific website in addition to the ability to locate the garage on our site • We will do target marketing including cold calls, meetings, presentations, events for the brokerage community and more • Send letters — target customers will be our census • Advertise in downtown papers and magazines • Catchy welcome sign on the garage exterior Census We will build a target database to direct our marketing efforts. These include: • Area employers and businesses within a designated radius • The office leasing community • Downtown Fort Worth Inc. representatives Reporting As part of our weekly agenda we will report our marketing efforts and results. These reports will be a part of the monthly report too. Reports will cover: • Inquiry report — list all incoming calls and customers entering the office 103 • Activity report — list all o Companies visited o Brochure hand out activities o Mailers o Follow up calls o Coupon receipt list o New and lost parker report • New and lost parker report In addition to Monthly Parkers we will introduce an Early Bird Parking Program. This rate will pull cars from competing garages and the increase in volume will offset the revenue lost from current parkers. We will also advertise for day parkers. 104 Automation Graphics The Houston Street Garage is configured to be operated by automation of cashiers. To efficiently operate the garage Standard Parking will promote the use of automation and reduce the dependence on cashiers. We will do this by installing our sign package specifically designed to instruct customers on the use of automation. Standard Parking has developed a proven graphics package to communicate to customers the use of the automated system. We will develop a complete graphics package to roll out. Our in-house sign shop will produce the signs at a discount to ensure a high quality product. As additional educational material, we will produce brochures that will instruct customers on the use of the equipment. r-- Wall Mounted Sign Economics We conservatively project our marketing plan for transient packers will generate another $140,000 per year in revenue. Our marketing program for monthlies is projected to generate another $60,000 per year in revenue. This additional revenue will pay for the new exterior and interior signs. The cost of the exterior signs will vary greatly based upon the actual sign chosen. The interior sign package will cost under $20,000. The payback will be well under one year. Commerce Street Garage For the Commerce Street we will implement similar programs as the Houston Street Garage. Marketing As we are proposing for the Houston Street Garage, we will implement a similar marketing program for the Commerce Street Garage. We will first improve the controls to ensure all the contract parkers in the garage are actually j paying. As the garage has a free out, it is likely customers are passing cards and sharing parking. We will perform a detailed audit and ensure the proper equipment is in place to control the facility. 105 We will market to daily parkers with an Early Bird to pull customers from the adjacent surface lots. Note Standard Parking has no competing locations so our sole focus is to increase revenue for the City. Exterior signage needs to be enhanced to attract new customers. We are proposing new exterior signs on the exterior of the garage to replace the existing signs. The current sign is tired looking and is a hazard to pedestrians due to the sharp edges next to the path pedestrians use. We propose a professional monument sign attracts attention and blocks the pedestrian path across the dirt and force pedestrians to use the stairs into the elevator lobby. We will also improve the entrance area by installing a professional barricade on the first level and repairing the exit area. For our initial operation we will immediately install control equipment at the cashier entrances. _ This will include activating the gates, installing loops and a count system as we observed no current accounting controls. Our long term plan will be to add equipment similar to the Houston Street Garage and operate this facility as a satellite facility. Standard Parking will install accounting controls Long term equipment should be installed to operate this facility like the Houston Street Garage 106 Standard Parking is recommending substantial improvements to the facility. Our recommendations are as follows: Humanely Remove the Bats The garage is home to thousands of bats. We recognize bats are an important part of the ecosystem although we believe the bats are creating a serious health threat to customers in the facility. We have an initial proposal from a professional firm to remove the bats. The amount is $150,000. The garage will be netted after the bats leave for the night to not allow them back in which will force them to go elsewhere. The entire facility must then be steam cleaned and disinfected. Then each area where they nested must be filled with a foam insulation so they can not return. Bats are a health concern in the garage Cleaning A part of the bat removal process is steam cleaning the entire garage. Standard Parking will ensure all cleaning is performed in compliance with environmental regulations. Traffic Flow and Restriping The facilities traffic pattern forces customers into an inefficient search pattern to locate a space. This pattern also creates a condition on each level where head on collisions are likely. We are proposing to re lay out the garage in a manner that will make the parking process faster and safer. With customers parking faster, they are into the venue quicker. We have found this increases concession sales creating a payback for the cost of restriping. Along with this process we will restripe the entire garage. Interior Graphics The interior graphics are not effective, missing and will need to be replaced to accommodate the new traffic pattern. We use proven graphics to direct traffic. 107 Lighting Standard Parking has engaged a lighting firm to review the garage lighting. The current fixtures do not supply the proper amount of light into the garage. They are older technology using inefficient bulbs and ballast. We will immediately analyze the return of re lamping the facility to gain significant energy savings and supply better lighting to the facility. Current light levels are low, we will relamp the facility with efficient fixtures and save significant energy costs and increase the lighting levels. Parking Equipment The Houston Street Garage has a new parking operating system that is capable of operating the Commerce Street Garage as a satellite location. This saves significant cost in upgrading the equipment in this facility. Our long-term solution is to install equipment similar to Houston Street, including pay -on -foot and pay -in -lane. For this facility we will use the pay -on -entry method for the larger events. Economics We conservatively project our marketing plan for transient parkers will generate another $50,000 per year in revenue. Our marketing program and controls for monthlies is projected to generate another $18,000 per year in revenue. The improvement projects we are recommending are required for the long term sustainability of this facility. Improvement estimates are: Bat removal and cleaning $150,000 New parking operating system $175,000 Interior signs $15,000 Exterior signs $10,000 New traffic flow and striping $8,500 Total Costs $360,000 108 Improvement Financing Standard Parking can arrange the financing on the improvements recommended above. Our financing program will not affect the financing of the City. The cost will show as a monthly operating expense. Transition Standard Parking is ready to transition the Convention Center Garages as soon as the contract is awarded. Standard Parking has developed a comprehensive phased approach to transitioning new properties. This field tested approach has been used successfully in transitioning many parking operations. In each transition, we first meet with the client and customize our task list to meet unique requirements. During the transition we assign key operating personnel to critical processes that are specific to their area of focus. Similarly, Standard Parking places significant importance in the training and orientation of our employees. Each phase of the transition is assigned a pre -determined milestone completion in order to assure a smooth transition. Milestone periods or implementation and completion of transition periods are proposed as follows. Phase 1— Pre -transition (from contract award — start up date) Phase 2 — Transition (the first 90 days of operation) Phase 3 — Post transition (ongoing support) During transitions Standard Parking uses a team approach that is carefully coordinated and - administered by Senior Operations management. The team consists of experienced professionals from both our field operations and corporate support staff. Throughout the transition process, the team maintains an open line of communications with client staff to measure progress on an ongoing basis. Transition Specialists Transition team members will be drawn from the following areas of expertise: • Human Resources • Revenue Control/Auditing • Training • Technical Services • Marketing and Promotions • Information Systems The following will serve to delineate specific tasks and objectives for each of the transition components: 109 Phase 1— Pre -Transition General Schedule — detailed on the working document Week 1 • Meet with the City of Fort Worth representatives and their designees • Review all programs • Review signage and recommendations • Review staffing plans and hours of operations • Obtain current listings for all monthly parkers • Obtain Tenants' lease for parking — abstract • Interview existing staff at all locations, discuss with management their views and suggestions regarding retention of capable staff • Conduct inventory of parking maintenance and office equipment, and supplies at all locations. Order additional equipment and services as necessary with management and schedule delivery as appropriate • Contact the appropriate equipment vendor to obtain current maintenance contracts and evaluate any potential improvements to service procedures or equipment • Schedule meeting with stakeholders as deemed necessary by Management • Set a meeting schedule for updates Week 2 • Order equipment for new services as approved • Meet with management to reconcile any differences related to the monthly parkers • Input all monthly parkers into billing system and generate billings • Meet with stakeholders to introduce Standard Parking management team and address concerns and issues • Conduct a thorough maintenance and safety inspection of all facilities with representatives of management to obtain opinions and expectations relative to cleanliness and maintenance standards • Meet with representative provide update Week 3 • Finalize all hiring and scheduling of employees • Conduct training sessions for all employees — classroom • Issue uniforms to all staff and provide Standard Parking management contact lists • Contact all vendors to ensure complete transition from current operator • Meet with representative provide update Week 4 • Conduct final inventories and verify checklists of supplies and equipment to be assumed by Standard Parking • Meet with representative provide update The task, owner, status, and completion are reviewed daily on our internal meetings / calls and noted on our transition working document. 110 A detailed inventory sheet is developed for the time of the actual transition so all critical items that are turned over from the City of Fort Worth operator to Standard Parking are initialed by both parties. Phase 2 — Transition This phase addresses an action plan from the commencement date through the first 90 days of operation. Team members' primary objectives during transition include: • Provide regularly follow up training with all personnel • Provide hands on assistance and coaching as necessary • Submit written evaluations on progress of staff • Implement all policies and procedures as outlined in the procedures manual • Evaluate the performance of subcontractors It is important to note the transition team remains in a support role long after their on -site roles are relinquished. Phase 3 — Post Transition As your service provider, Standard Parking will maintain an ongoing commitment to excellence in operation of the parking facilities. We will ensure this high standard of performance through frequent appraisals performed by our senior management staff. Standard Parking has the most comprehensive corporate and management support structure in the business. Our support of field operations goes well beyond the transition with site -specific policies and procedures to address: • Company Orientation • Customer Service and satisfaction • Basic elements of parking operations • Ticket controls • Revenue controls • Shift and management reporting systems • Insurance safety and claims management • Hiring guidelines and procedures • Personnel policies Specific to the Convention Center Garages we will introduce our new sign recommendations for the exterior and the interior ticket man graphics. For the Commerce Street Garage we will submit a detailed presentation of our recommendations and a time frame for implementation. 111 8.15 Alternate #5. 18.2 Valet Services To supply the valet component of our proposal we believed it is important to support the local Fort Worth business community. For this reason and the fact that Rent A Frog has a proven tract record in Fort Worth, Standard Parking and Rent A Frog formed a partnership to deliver superior valet service. About Us Rent A Frog Valet is the largest, locally owned valet operator in Fort Worth. Warren Prescott started Rent A Frog in 1996 after graduating Texas Christian University and remains CEO of the company. Our corporate office is off Hulen and I-30 which allows us to easily service events anywhere in Fort Worth. Who Trusts Us Fundraisers and galas are extremely important to the people who hire us. They want a trustworthy valet company who is reliable and professional. While we do thousands of events a year, here are a few local venues that use Rent A Frog Valet exclusively for all of its events. National Cowgirl Museum, Museum of Science & History, Modern Art Museum, Amon Carter Museum, Kimbell Art Museum, Fort Worth Public Library and The Fort Worth Promotional Fund. Vested Interest Since we are a Fort Worth owned valet company, we have a vested interest in continuing to provide great service to Will Rogers Memorial Center and The Fort Worth Convention Center. Warren's family lives in Fort Worth and is deeply involved in the community beyond just valet, which magnifies the importance of the relationship with The City of Fort Worth. We work here, live here and play here and do not go home to Dallas or Mid -Cities at night. Pricing Rent A Frog Valet performs over 2,000 special events annually in North Texas and that experience makes us uniquely qualified to understand the market rate for valet parking. RAF charges $30/hour per valet attendant for events that are not Non -Profit events. We charge $25/hour per valet attendant for Non - Profit events. RAF would propose paying the City of Fort Worth 20% of gross sales before sales tax for events that occur at Will Rogers Memorial Center or The Fort Worth Convention Center. 112 Insurance Rent A Frog Valet has comprehensive insurance to valet park cars and is an approved vendor with The City of Fort Worth. To my knowledge, we are the only Tarrant County valet operator that carries Workers' Compensation and carries a $250k per auto limit coverage. Please see attached. I have included an attached list of some of the area Ground Breakings and Grand Openings Rent A Frog Valet has done over the years. As you will see, The Fort Worth Convention Center, The National Cowgirl Museum and The Museum of Science & History are on this list. We have provided the valet at these venues since their beginnings, which is why this proposal is especially important. It is my opinion that a Rent A Frog partnership with Standard Parking would provide the best valet service with the best parking lot management company and the City of Fort Worth and its citizens would benefit from the local partnership. RentA Frog Valet provided the valet parking services for the following Groundbreakings or Grand Openings. Museums /Entertainment: Fort Worth Convention Center Fort Worth Museum of Science & History National Cowgirl Hall of Fame Modern Art Museum Fort Worth Amon Carter Museum (Ground Breaking for Renovation) The Bass Performance Hall - Developments: Montserrat The Omni Hotel — Fort Worth The Texas & Pacific Lofts The Museum Place — Camp Bowie Montgomery Plaza The Tower — downtown Fort Worth Le Bijou Townhomes — downtown Fort Worth Pecan Place Condominiums — downtown Fort Worth Art House Condos - 7a` Street Neil P. Building Condominiums — downtown Fort Worth Banks: Park Cities Bank - Camp Bowie American National Bank -7t' Street Liberty Bank - Camp Bowie Worth Bank - Camp Bowie Bank of Texas - 7a' Street Regions Bank — downtown Fort Worth Southwest Bank - Camp Bowie Southwest Bank - Hulen 113 General Business: Radio Shack — Downtown Fort Worth office campus Acme Brick — Corporate office 8.0's Bar — downtown Fort Worth Park Place Mercedes Dealership 114 8.16 Alternate #5. 18.3 RV Site Services We have experience with RV parking specifically for different horse shows around the country. Our first task will be to analyze the demand. We potentially will set two to three rate areas with the higher rate in close proximity to the venue. If demand warrants we will develop a process to expand and contract the RV area as needed for additional electrical and water. The market rates vary from $30 per day to over $100 per day at some venues. We operate the RV section with a reservations system just like an RV park. Our Click and Park pre purchase option can offer pre -paid RV parking with reservations for specific locations. We also will have a method to sell upon the arrival of any RV. To serve our RV customers we will create an amenity package just them to include: • Contact name and numbers for RV service centers and dealers Location of the nearest dump station - - • We can provide diesel delivery for generators • We will have a special services map to include; o Laundry services o Auto, truck and trailer parts houses o Area restaurants and other attractions o Local stores for dry goods o Feed stores o And more 115 Facility Inspection Forms 11 I I 1. I I Standard Parking DailyMeekly Facility Inspection Location # This Is a guideline and may not be applicable to all locations The Facility Manager or approved employee must complete all items daily and weekly. Immediately address and document all items requiring corrective action. Retain completed checklists per Company policy. Dates for corrective action are reauired. Name of person completing this form, and date completed, are reauired below each checklist Rating Evaluations: Y=YES N--NO X=Not Applicable (Place a mark In the appropriate box) �j For every NO response, corrective action is required. Document (date and time) when the item has been corrected_ Daily Checklists CHECKLIT ITEM :.. Y ..N.. X 1. Entire facility is free of debris and water accumulation, to Include elevators, stairwells, and parking areas 2. Facility lighting is functioning properly. Replace burnt -out bulbs. Replace worn or damaged fixtures 3. Emergency Exits are free from obstructions (immediate corrective action required if no) 4. Bathroom facilities are clean and sanitary Completed By: Date/Time: CHECKLIST ITEM ` 1. Facility is free of debris and water accumulation (immediate corrective action required if no) 2. Facility lighting is functioning properly. Replace bumt-out bulbs. Replace worn or damaged fixtures 3. Emergency Exits are free from obstructions (immediate corrective action required if no) 14. Bathroom facilities are clean and sanitary Completed By: CHECKLIST ITEM 1. Facility is free of debris and water accumulation (immediate corrective action required if no) 2. Facility lighting is functioning properly. Replace burnt -out bulbs. Replace worn or damaged fixtures 3. Emergency Exits are free from obstructions (immediate corrective action required if no) 4. Bathroom facilities are clean and sanitary Completed By: Revised February 2009 Y N X CORRECTIVE ACTION Date/Time: Y N X Date/Time: CORRECTIVE ACTION i. Facility is free of debris and water accumulation (immediate corrective action required if no) 2. Facility lighting iofunctioning properly. Replace burnt -out bulbs. Replace worn ordamaged fixtures O. Emergency Exits are free from obstructions (immediate corrective action required ifno) 4. Bathroom facilities are clean and sanitary Completed By: OatnDlme: `�:'!���;�r� | 1. Facility is free of debris and water accumulation (immediate | corrective action required »no) |2. Facility lighting ing properly. Replace burnt -out ! bulbs. Replace worn o,damaged fixtures �3. Emergency Exits are free from obstructions Vmmo iate | corrective action required Ifno) �4. Bathroom facilities are clean and sanitary Completed By: Date/Time: TEM Y. ^^�� 1. Facility is free of debris and water accumulation (immediate corrective action required ifno) 2. Facility lighting !nfunctioning properly. Rap|eoabumt-out bulbs. Replace worn ovdamaged fixtures 3. Emergency ExItnare free from obstructions (Immediate corrective action required ifno) 4. Bathroom facilities are clean and sanitary Completed By: DataDlme: . ,' 1. Facility Is free of debris and water accumulation Vmmediate corrective action required ifno) | 2. Facility lighting iofunctioning Replace burnt -out | bulbs. Replace worn o,damaged fixtures | 3. Emergency Exits are free from obstructions (immediate | ounaoUvmaction required ifno) | |4. Bathroom facilities are clean and sanitary Completed By: Date/Time: Revised February 2OUQ CORRECTIVE A( Weekly Checklist 1. Surface conditions are free of trip hazards; i.e. pot holes and cracks 2. Absorbent is available and used on oil spots 3. Curbs are intact, free of trip hazards and visible 4. Signage and mirrors are in place and visible 5. All gate arms have adequate cushioning and are operating properly 6. Cashier booths are clean and in good condition with minimal reaching required 7. Wet floor signs in use for pedestrian walkways on wet days and emolovees can locate sians if needed 8. All drivers wearing seat belts (observe) 9. Unattended vehicles are locked or secured with a key valet 10. Keys are removed from unattended vehicles (observe) 11, Vehicle headlights on and drivers honking at blind comers to wam pedestrians (observe) 12. Work space is clean and free of hazardous conditions 13. Surfaces are dry and slip -resistant 14. Aisles and passageways are clear Completed By: Date/Time: Notes: Revised February 2009 ^I Standard Parking® PERFORMANCE APPRAISAL Hourly Employee I LOCATION #: LOCATION NAME: ,J EMPLOYEE NAME (Please orint): EMPLOYEE #: �1 SENIOR MANAGER (Please orint): J C� L� �1 i 0 2004 Standard Parking , I SAFETY: SCORE: J Does the employee understand and follow the safety programs of the organization. Does the employee maintain a safe operational environment by eliminating hazardous elements? (i.e. Spills, broken glass, loose wheel stops, standing water) Comments: I PERFORMANCE OF DUTIES: SCORE: How skillfully does the employee perform? Does performance conform to expectations and qualifications of the position? Does the employee display the competence necessary to perform these duties without direct supervision? Comments: CLEANLINESS: SCORE: I Consider the appearance of the employee's location and workstation. Does the employee do what is expected of himther to maintain a clean workstation? (i.e. Are the grounds, signs, railings, booth and parking equipment clean?) Comments: j CUSTOMER RELATIONS: SCORE: Consider employee's ability to positively effect customer relations. Does employee treat customers with proper courtesy and respect? Does the employee have the capabilities to communicate well (IN ENGLISH) with the customer? .Comments: 4 COOPERATION: SCORE: Consider employee's willingness to work with his/her supervisor or manager. Does the employee follow through with the work -related obligations delegated by the supervisor or manager? Are projects completed on a timely basis? Comments: EMPLOYEE RELATIONS: SCORE: I Does the employee work well with other employees of the organization? Does the employee display leadership capabilities? Is the employee supportive of other employees within the organization? `) Comments: I 0 2004 Standard Parking PERSONAL APPEARANCE: SCORE: Consider the employee's appearance on the job. Does the employee present a positive image for Standard? Does the employee report to work neatly dressed in the proper uniform? Is his/her shirt ironed and clean? Comments: ATTENDANCE: SCORE: Does the employee report to work on time? How often is the employee absent? Comments: MOST SIGNIFICANT ASSET: What is the most important attribute, which this employee brings to the job? Consider the benefits to the organization. In what way is this employee's performance most outstanding? Comments: MOST SIGNIFICANT JOB LIMITATIONS: I What is this employee's most undesirable work attribute or trait? In which area of responsibility within the job does this employee need assistance and development most? Consider needs and benefits to the organization. Comments: REVIEW SUMMARY Hire Date Last increase date Score performance in each category on a scale of 9 — 6, (9 = Failing 16 = Outstanding) EMPLOYEE COMMENTS: NONE YES (Explanations and statements on back side) MANAGER: / DATE: Signature Print name EMPLOYEE: / DATE: Signature Print name SENIOR MANAGER: I DATE: Signature Print name 0 2004 Standard parking I I I I I j I I I J- I I j Daily Reports 119 Date Location Number Location Name Cashier Name Shift Report# 08f31109 I I I I Shift Lane Time In Time Out Monday 1st I�rr I1 I Entrance Register Non-Resetable Non-Resetable Tickets Transaction # Sales $ Amount Close Number Close Number 0 $0.00 Open Number Open Number 0 $0.00 Difference 0 Difference 0 $0.00 Exit Fee Computer Key Cards Arming Loop Closing Loop Close Number 0 Open Number Difference 0 0 0 0 �nnrr - oxwroxn rxxsa�s.�- -�+rt +n ■nni < (73) Non-Revenue/Full CouponlFulI Validation Ticket Quantity = I (74) Void Ticket Quantity = (107) Total Validations to be Billed $ Amount = $0.00 SALES TYPE Ticket Quantity Tax Exempt $ Amount Taxable $ Amount TRANSIENT CASH AND CC (1) O $0.00 $0.00 MTLHY HANGTAGIKEYCRD (4) 0 $0.00 $0.00 VALET PARKING (6) 0 $0.00 $0.00 VALIDATIONS (NON AIR) (7) 0 $0.00 $0.00 MISCELLANEOUS (10) D $0.00 $0.00 SPECIAL EVENT (11) 0 $0.00 $0.00 HOTEL (201 D $0.00 $0.00 REVENUE REC.-NOT COLL. (22) 0 $0.00 $0.00 .... COUPONSlDEBITCARDS (25)„_ $0.00 $0.00 OPEN LINE (26) 0 $0.00 $0.00 TOTAL = (72) 0 $0.00 $0.00 CASH ADJUSTMENTS PETTY CASH - GENERAL (40) $0.00 PETTYCASH-SUPPLIES (41) I $0.00 PETTY CASH - UNIFORMS (45) $0.00 Offset to Line 22 (47) $0.00 VISAIMASTERCARD (61) 0 $0.00 AMERICAN EXPRESS (62) 0 $0.00 DINER'S CLUB (63) 0 $0.00 DISCOVER CARD (64) 0 $0.00 TOTAL ADJUSTMENTS = $0.00 TOTAL OVERRRINGS = $0.00 TOTAL UNDERRINGS = I $0.00 (50167168) TOTAL DEPOSITS = `I 1 �xo a_c e s r �0i ,a w a .. .. andard Parking Eg .aulJl'J m n Date Location Number Location Name Cashier Name Shift Report 0 6/31/2009 I 0 I 0 I I 1 JI( Day Shin Lane Time In Time Out Monday I Relief l a ,'v ter-, 1 .. Entrance Register Non-Resetable Non-Resetable Tickets Transaction # Sales $ Amount Close Number 0 Close Number 0 $0.00 Open Number 0 Open Number 0 $0.00 Difference 0 Difference 0 $0.00 Exit Fee Computer Key Cards Arming Loop Closing Loop Close Number 0 Open Number Difference 0 0 0 0 (73) Non-Revenue/Full Coupon/Full Validation Ticket Quantity = (74) Void Ticket Quantity ( (107) Total Validations to be Billed $ Amount= $0.00 ! SALES TYPE Ticket Quantity Tax Exempt $ Amount Taxable $ Amount `] TRANSIENT CASH AND CC (1) 0 $0.00 $0.00 MTLHY HANGTAGIKEYCRD (4) 0 $0.00 $0.00 VALET PARKING (6) 0 $0.00 $0.00 VALIDATIONS (NON AfR) (7) 0 $0.00 $0.00 MISCELLANEOUS (10) 0 $0.00 $0.00 SPECIAL EVENT (11) 0 $0.00 $0.00 HOTEL (2D) O $0.00 $0.00 REVENUE REC.-NOT COLL. (22) 0 $0.00 $0.00 COUPONSlDEB{T CARDS (25) $0.00 $0.00 OPEN LINE (28) 0 $0,00 $0.00 TOTAL = (72) 0 $0.00 $0.00 CASH ADJUSTMENTS 1 PETTY CASH - GENERAL (40) --- $0.00 JPETTYCASH - SUPPLIES (41) $0.00 PETTY CASH - UNIFORMS (45) $0.00 Offset to Line 22 (47) $0.00 VISAIMASTERCARD (51) 0 $0.00 AMERICAN EXPRESS (52) 0 $0.00 ` DINER'S CLUB (63) 0 $0.00 DISCOVER CARD (54) 0 $0.00 TOTAL ADJUSTMENTS = $0.00 1 TOTAL OVERRRINGS = $0.00 1 TOTAL UNDERRINGS = $0.00 (50167168) TOTAL DEPOSITS = h ✓ -...1. '� .�. We s_. 00/c - �1J.L�Lcisil�iLoJl�s .� I...w.avw[u..�a.....+r. ���ifll �f111[iil:/}t�lLL1�41I Date Location Number Location Name Cashier Name Shift Report # 8/3112009 ( 0 0 1 I . I Day Shift Lane Time In Time Out MondayISM l I I . hMOW Entrance Register Non-Resetable Non-Resetable Tickets Transaction # Sales $ Amount Close Number 0 Close Number 0 $0.00 Open Number 0 Open Number 0 $0.00 Difference 0 Difference 0 $0.00 Exit Fee Computer Key Cards Arming Loop Closing Loop Close Number I 0 Open Number I` 0 Difference 0 0 0 0 (73) Non-Revenue/Full Coupon/Full Validation Ticket Quantity = (74) Void Ticket Quantity = 0 (107) Total Validations to be Billed $ Amount w $0.00 SALES TYPE TRANSIENT CASH AND CC (1) MTLHY HANGTAGIKEYCRD (4) VALET PARKING (6) VALIDATIONS (NON AIR) (7) MISCELLANEOUS 110) SPECIAL EVENT (11) HOTEL (20) REVENUE REC.-NOT COLL. (22) COUPONSIDEBIT CARDS (25) OPEN LINE (28) TOTAL = (72) CASH ADJUSTMENTS PETTY CASH - GENERAL (40) PETTY CASH - SUPPLIES (41) PETTY CASH - UNIFORMS (45) Offset to Line 22 (47) VISAIMASTERCARD (51) AMERICAN EXPRESS (52) DINER'S CLUB (53) DISCOVER CARD (54) TOTAL ADJUSTMENTS = TOTAL OVERRRINGS = TOTAL UNDERRINGS = (60167168) TOTAL DEPOSITS = Ticket Quantity Tax Exempt $ Amount 0 $0.00 0 $0.00 0 $0.00 0 $0.00 0 $0.00 0 $0.00 0 $0.00 0 $0.00 ..#. $0.00 0 $0.00 0 $0.00 0 0 0 0 Taxable $ Amount $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 g- TIN0 faia.- 7 and Parking. Date Location Number Location Name Cashier Name Shift Report # 8/3112009 ( 0 I 0 I I 1 Day Shift Lane Time In Time Out Monday I I I I or -k : di t Entrance Register Non-Resetable Non-Resetable Tickets Transaction 0 Sales $ Amount Close Number 0 Close Number 0 $0.00 Open Number 0 Open Number 0 $0.00 Difference 0 Difference 0 $0.00 Exit Fee Computer Key Cards Arming Loop Closing loop Close Number 0 Open Number 0 Difference 0 0 0 0 0-REMMIM-m-S" �lon°as;t .... �i _ (73) Non-Revenue/Full CouponlFuil Validation Ticket Quantity = 0 (74) Void Ticket quantity = 0 (107) Total Validations to be Billed $ Amount = $0.00 SALES TYPE Ticket Quantity Tax Exempt $ Amount Taxable $ Amount TRANSIENT CASH AND CC (1) $0.00 $0.00 MTLHY HANGTAGIKEYCRD (4) 0 $0.00 $0.00 VALET PARKING (6) 0 $0.00 $0.00 VALIDATIONS (NON AIR) (7) 0 $0.00 $0.00 MISCELLANEOUS (10) 0 $0.00 $0.00 SPECIAL EVENT (11) 0 $0.00 $0.00 HOTEL (20) 0 $().Go $0.00 REVENUE REC.-NOT COLL. (221 0 $0.00 $0.00 COUPONSIDESIT CARDS (25) -....._.___ .............._ .' $0.00 $0.00 OPEN LINE (28) 0 $0.00 $0.00 TOTAL = (72) 0 $0.00 $0.00 CASH ADJUSTMENTS PETTY CASH - GENERAL (40) PETTY CASH - SUPPLIES (41) PETTY CASH - UNIFORMS (45) Offset to Line 22 (47) J VISAIMASTERCARD (51) AMERICAN EXPRESS (52) DINER'S CLUB (53) DISCOVER CARD (54) TOTAL ADJUSTMENTS = TOTAL OVERRRINGS = =1 } TOTAL UNDERRINGS = (50167168) TOTAL DEPOSITS = 0 0 0 0 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 E $0.00 $0.00: 0 ns,� Date Location Number Location Name Cashier name Shift Report # 1fo11eo0 Day Shirt Lane Time In Time Out Monday l I I I I Entrance Register Non-Resetable Non-Resetable Tickets Transaction # Sales $ Amount Close Number 0 Close Number 0 $0.00 Open Number 0 Open Number 0 $0.00 Difference 0 Difference 0 $0.00 Exit Fee Computer Key Cards Arming Loop Closing Loop Close Number 0 Open Number 0 Difference 0 0 0 0 (73) Non-RevenuelFuli Coupon/Full Validation Ticket Quantity = 0 (74) Void Ticket Quantity = 0 (107) Total Validations to be Billed $ Amount = $0.00 SALES TYPE Ticket Quantity Tax Exempt $ Amount Taxable $ Amount TRANSIENT CASH AND CC (1) $0.00 $0.00 MTLHY HANGTAGIKEYCRD (4) 0 $0.00 $0.00 VALET PARKING (6) 0 $0.00 $0.00 VALIDATIONS (NON AIR) (7) 0 $0.00 $0.00 MISCELLANEOUS (10) 0 $0.00 $0.00 SPECIAL EVENT (11) 0 $0.00 $0.00 HOTEL (20) 0 $0.00 $0.00 REVENUE REC.-NOT COLL. (22) 0 $0.00 $0.00 COUPONSIDEBiTCARDS (25)i. .......... )is $0.00 $0.00 OPEN LINE (28) 0 $0.00 $0.00 TOTAL = (72) 0 $0.00 $0.00 CASH ADJUSTMENTS PETTY CASH - GENERAL (40) "-"' -- -'-- '^'- $0.00 PETTY CASH - SUPPLIES (41) $0.00 PETTY CASH - UNIFORMS (45) $0.00 Offset to Line 22 (47) $0.00 VISAIMASTERCARD (51) 0 $0.00 AMERICAN EXPRESS (52) 0 $0.00 DINER'S CLUB (53) 0 $0.00 DISCOVER CARD (54) 0 $0.00 TOTAL ADJUSTMENTS = $0.00 TOTAL OVERRRINGS = $0.00 TOTAL UNDERRINGS = $0,00 (50167168) TOTAL DEPOSITS = $0.00 TF a r,+--r- ? i i�S:k'.^•'a +.sna:.a�. 1��� ` i �v ^`q {30%6� SltE (5h"O rppA' $0.00 WE 0 ^' MM Standard Parking. J 7 I X $0.00 x $a.00 x $0.00 X $0.00 X $0.00 X $0.00 1 X $0.00 I X $0.00 X $0.00 X so.00 Ilj x $0.00 x $0.00 x $0.00 X $0.00 x $0.00 x $0.00 X $0.00 X $0.00 X $0.00 X $0.00 X $a.00 X $0.00 x $0.00 X $0.00 x so.00 X $0.00 X $0.00 x $0.00 �OTALS Taxable Tax Exempt 'Note; Oetautt Is set for all vaUdatlons to be taxable. The formula must be changed to accommodate any tax exempt validations. Standarr! Parking. TOTAL = 0, Subtotals TOTAL $AMOUNT TOTAL TRANSACTIONS BATCHTOTAL$ 0.00 0 0 0.00 0.00 I 0.00 0.00 Oates Loeallon Name 08131/09 0 CASHACRE CADS 1 TRANBIeNTCABHAADCC 3 METER 4 MTL)IYINNOTIICIKEVCRD I` E VALFr PARKIMa 7 VAUDAMNSINONAIR) A KEY DEPOSNS-NO AIR 10 KIBCETLAHEOUB IT SPECLALEVENT 20 MOTEL 22 REVENUE REC.NOT COLL. 23 CARWASH 25 COUPONSIDESIT CARDS 29 OPEN LINE 29 BUSTOTAL (AGO LINES I THRU III RECLNABL! PAYMENTSI AONSTMENTK UNDERRINO3 31 REDEPDBR OF CHECKS 32 RECEIVEDONACCOUNT 34 A SUBTOTAL (ADD WRIM Il THRU 30 CASH DISBURSEMENTS !ADJUSTMENTS 40 PEM CASH. GENERAL 41 PETTYCASH-SUPILIEB 45 PETTYCABN.UNIFORMS 47 OFTBEFTDLINE2IABOVE 4B OVERRINGB DEPOSITS ICKEWCAROS!ADJUSTMENTS AD OWNERBANKDEPDXT 31 VISA)MASTERCARO $2 AMEWANEXPAEaS 33 031,113MCLUS " OOCOVER CARD Is 97 TRUSTEE BANK DEP031T BB APCOAISTANDA RO SA NK DE➢OBR H BUBTOTAL(ADD LINES 40THRtI54 SOOB T07 �CASxoVEw[6HOaTI-18•p iDTALVAUDATIONB TO BE WLLeo "META IS D I• ENDING TICKET NUMBER I- aWINNING TICKET NUMBER i 71 .TICKETBISBUED I TICKETS COLLECTED 70 CARSATOPER 71 4 TICKETS ISSUED 72 - REVENUE RCKETS COLLECTED 73 - NON41ITMUETICKETS COLLECTED 74 - VOID TICKETS COLLECTED 7E 1-0--BE ACTUALCARCOUNT 0 I � i I MAn.prlT.unM x.n.wr IN-'T.0 MR. CAR 02 i 0.00 0.00 0.00 1100 0.00 i 0.00 0.00 I 0.00 0.00 0.00 0.00 i 0.00 0.00 0.00 i DAD I 0.00 i 0.00 0.00 0.00 i I 0.00 0.00 , 0,00 I 0.00 0.00 0.00 I 0.00 I 0.00 0.00 0.00 o.00 0.00 I 0.00 0.00 ' 0.00 0.00 0.00 0.00 I 0.00 0.00 i 0.D0 0.00 0.00 o.Op Ij 0.00 0.00 0.00 + 0.00 M_ fr.ux.1 Mx .91-T..) CAR RT CAR IA 0.00 0.00 0.00 0.00 ~' 0.00 0.00 0.00 Mw.D.I R.uN.) CSRA1 CAR In O.DD N 0.00 0.00 0.00 i 0.00 0.00 0.00 0.00 0.00 0.00 0.00 I 0.00 0.00 0.00 OAO i 0.00 i MNI.D.r(TY.AI.) Ki-w OS CARS/ CSRA2 0.00 0.00 0.00 0.00 IJ 0.00 0.00 0.00 0.00 0,00 0.00 i 0.00 1 0.00 I O.DO i 0.00 ' 0.00 i 1 0.00 t 0.00 0.00 0.00 I a 0.00 i 0.00 0.00 O.OD 0.00 I 0.00 DNpn..r K1 0 0 0 i DNpn.wAl I ..0 .l i. .e.: . 1 . 0 r r0 I r r CSRn CAR KI CAR" TOTAL T 0.00 0.00 0.00 $0.00 Woo 0.00 0.00 0.00 Ij so.DD 0.00 0.00 0.00 ;0.00 0.00 0.00 i O.Oo MOD i $0.00 0.00 0.00 I 0.00 $0.00 I 0.00 I 0.00 I 0.00 I $0.00 0.00 I 0.00 0.00 $0.00 0.00 I ODD 0.00 ' $0.00 I I $0,00 0.00 i 0.00 O.DD I $0.00 0.00 i 0.00 0.00 Ij $0.00 0.00 ' 0.00 0.00 $0.00 CAR CAR CIA" TOTAL 0.00 0.00 0.00 ( so.00 l so= so.00 SO.00 O.DD I MOD 0.00 I 0.00 Ij CAR. MR A. CAR 66 1 TOTAL 0.00 0.00 0.00 I s0.00 0.00 i 0.00 0.00 i $0.D0 0.00 I 0.00 0.00 I $0.00 0,00 Ij 0,00 0.00 s0.00 $0.00 0.00 I 0.00 0.00 $0.00 CARP DSR S. CAR AA t TOTAL SOAO o,Do 0.00 0.00 ! so.00 0.00 MOD o100 i $0.00 D.00 0.00 O.OD i $0.00 o,OD 0.00 0.00 I $D.00 $0.00 $0.00 30.00 D.W O.W I am I $0.00 0.00 0.00 I 0.00 I $D.00 0.00 o.00 Goo smoo G.pn..rq 1 DYpHnwM 1 OI.pM.rM 1OTAL - 0 I 0 0 0 i 0 0 o i o o I 0 IR .... 63 1 obp.n.r B4 OJIp.. TOTAL i 0 0 10, D 0 0 O I o 0 D I 0 0 I o cmalmi I 0 L M 8/31/2009 0 0 R Nq MA-1 Aft, Rm 20 "' ' , q - . mi il 104 MONTHLY HANGTAGS I Ti�NSIENT CASH AND C $0.00 3 METER $0.00 107 VALIDATIONS 4 MTLHY HANGTAG/KEYCRD $0.00 108 KEY CARD DEPOSITS 6 VALET PARKING 1 $0,00 911 110 MISCELLANEOUS PARKING 7 IVALIDATIONS (NON AIR) 1 $0.00 128 8 IKEYCARD DEPOSITS - NON A/R I $0.00. 129 TOTAL (LINES 104 THRU 128) 10 IMISCELLANEOUS $0.00 11 ISPECIAL EVENT 1 $0,00 . . . . . . 130 TAXABLE 20 HOTEL 1 $0.00 M. 131 TAX EXEMPT 22 IREVENUE REC.-NOT COLL. $0.00 139 TOTAL (LINES 130 + 131 SHOULD EQUAL LINES 29 129) 23 (CAR WASH $0.00 W all 25 ICOUPONS/DEBIT CARDS I $0.00 27 141 OWNER SALES TAX 28 IOPEN LINE $0.00 141 `APCOA/STANDARD SALES TAX 29 (SUBTOTAL (LINES I THRU 28) $0.00 PLUS 70 CARS AT OPEN 30 ICASH OVER $0.00 M 71 1+ TICKETS ISSUED 31 REDEPOSIT OF CHECKS $0.00 72 1- REVENUE TICKETS COLLECTED 32 (RECEIVED ON ACCOUNT $0.00 73 NON -REVENUE TICKETS COLLECTED 34 I $0.00 74 VOID TICKETS COLLECTED LESS 75 = CARS AT CLOSE 36 CASH SHORT $0.00 fln" 76 ACTUAL CAR COUNT 40 PETTY CASH -GENERAL $0.00 41 PETTY CASH - SUPPLIES $0.00 45 PETTY CASH - UNIFORMS $0.00 47 OFFSET TO LINE 22 ABOVE $0.00 48 49 (TOTAL (LINES 29 THRU 48) $0.00 gi �q�' "mcm9mam "m u-jyj m w so (OWNER BANK DEPOSIT 1 $0.00 180 PTT S 1 $0.00 181 OPTT�l 51 IVISAIMASTERCARD CHARGES OR TLf (NO TAX) 62 1AMERICAN EXPRESS CHARGES I $0.00 182 $2.01 - $5.74 f$0.75 TAX) 53 DINERS CLUB CHARGES I $0.00 W 183 1$5.7 - $13.49 ($1.60 TAX) 64 DISCOVER CARD CHARGES $0.00 184 1$13.50 OR GREATER($2,00 TAX) 66 $000 192 HOLD $2.00 - $5.74 (0.75 TAX) 67 TRUSTEE BANK DEPOSIT I $000 193 HOLD $5.75 - $13.49 ($1.50 TAX) 68 APCOAISTANDARD BANK DEPOSIT 1 $6.06 194 $13,50 OR GREATER ($2.00 TAX) 69 TOTAL (LINES 50 THRU 68) I $0.00 1,-, .. , , - , a $0.00 $0.00 $0.00 WOO t 0.00 0.00 WAR $0.00 $0.00 $0.00 0 0 0 0 0 0 0 0 I Training Manual I I I I a l I I I I 120 i i � Standard Parking's 11 Three Keys to Customer Satisfaction A Customer Service Training Program developed exclusively for Standard Parking Frontline Employees Standard Parking' Welcome to Standard Parkin9 's Three Keys to Customer Satisfaction Frontline Training Program Our continued success depends on the service you provide everyday to our customers. When customers evaluate the quality of Standard Parking, they do not think of an office or the field management team; rather they think of you and the service you deliver. The service you provide is so important that we have set specific standards for each frontline employee to meet with every customer. Realizing that maintaining a high level of service with every customer is challenging, we have developed the Three Keys to Customer Satisfaction. Our customer service training program provides you with all the information and tools you need to meet this challenge. In addition, during your career with Standard Parking, you will participate in our Refresher Training and Strive for Excellence programs. Annually, you will refresh your customer service and technical skills by participating in one of several Refresher Training programs developed to reinforce our standards of service. The Strive For Excellence consists of reward and recognition programs that focus on specific training objectives such as proper uniform, being on time and presentable work areas. In addition, the Standard of Excellence newsletter publishes commendation letters written by customers and clients about the excellent service you Jdeliver. Our company goal is to support, reward and recognize your efforts toward delivering our Ll high standards of customer service, starting today with this training. Please use this JJ workbook during today's session and as a reference tool throughout your career with Standard Parking. We wish you much success and appreciate your efforts to keep Standard Parking the ( leader in customer satisfaction. �l `� 0 2004 Standard Parking April, 2004 Confidentiality Sheet This workbook is yours to keep during your employment with Standard Parking. The information contained in this workbook is confidential and constitutes the proprietary information of Standard Parking. Copying any part of this workbook is strictly prohibited. You alone are authorized to view the contents. No one should be given access to this program without the written consent of your manager. This sheet must be signed by you to acknowledge that you understand this information. It will be placed in your personnel file. Employee Signature Employee Printed Name Facility Name and Number Date Place this signed confidentiality sheet in the employee's personnel file. © 2004 Standard Parking 2 April, 2004 Table of Contents Section I Standard Parking Orientation ................................................ 4 Section II Three Keys to Customer Satisfaction .................................... 7 Key #1 — Create A Positive First Impression .................11 Key #2 — Achieve Successful Customer Interactions ....13 Key #3 — Resolve Customer Issues...............................16 0 2004 Standard Parking 3 April, 2004 Section I Corporate Orientation Training Objectives After you complete this section, you will be able to discuss: • Standard Parking as a company and its divisions. • The types of facilities Standard Parking manages. • The services and products Standard Parking provides its clients and customers. • The importance of your role as a frontline employee. • Standard Parking's mission, values and top ten company goals. 0 2004 Standard Parking 4 April, 2004 I I 1 I I I 7 Standard Parking Standard Parking has managed thousands of airport and urban facilities across the United States and Canada since 1929. Operations cover a wide range of markets: special events, residential, offices, hospitals, colleges and universities, hotels, rental vehicle shuttles, parking lot shuttles, employee shuttles and inter -terminal shuttles. Scope of services includes monthly parker special services, white -glove valet services, traffic control, ground transportation, taxi dispatches and customer amenities. Standard Parking: • Support Office located in Chicago, Illinois. • Over 11,000 employees. • Major presence across the United States and Canada, in both urban and airport markets, in both large and small cities. • A reputation of operational excellence through the development and implementation of client services, Ambiance in Parking® and customer amenity programs. Standard Parking Mission Our mission is to maximize the value provided to our clients through excellence, innovation and efficiency in management services provided by a superior team of transportation and parking professionals dedicated to the highest levels of customer service. Standard Parking Core Values Integrity — Committing to behavior that reflects well on our character and reputation. Excellence — Continuously striving for higher quality in who we are and everything we do for our clients, customers, stakeholders and each other. Innovation — Encouraging creative and 'outside -of -the -box" thinking in everything we do, and delivering industry leading products and services. 0 2004 Standard Parking April, 2004 Standard Parking Services Patented Musical Theme Floor Reminder System and signage helps customers remember where they parked their vehicles. Allows our clients to see their facility's revenue on a daily or monthly basis directly from their own computer. Clients are able compare revenue from the current year to past years. Allows customers the flexibility to pay their parking fees in a variety of ways — credit card, debit card, monthly pass. 0 2004 Standard Parking 6 Customer Amenity Programs Offers services such as Books -To -Go®, CarCare Services, courtesy umbrellas and ParkNeto traffic information. April, 2004 1 J Section II Three Keys to Customer Satisfaction Training Objectives After you complete this section, you will be able to: • Identify Customer Types and Expectations. • List Standard Parking's Three Keys to Customer Satisfaction: Key #1 Create A Positive First Impression Activity • List your responsibilities for keeping your area of responsibility clean and safe. • List the specific frontline employee dress code requirements for your facility. Key #2 Achieve Successful Customer Interactions Activity • List and discuss professional ways to greet and communicate with customers. �Jaft Key #3 Resolve Customer Issues Activity • Discuss different approaches to resolving customer issues. • Discuss the reasons why customer service and customer retention are the J most important aspects of your job. I ©2004 Standard Parking 7 April, 2004 J Three Keys to Customer Satisfaction Overview As discussed earlier, customer impressions are formed based on the service that you, the frontline employee, deliver. To begin learning the Three Keys to Customer Satisfaction, let us first put you in the customer's shoes. Complete the activity below and when you are done discuss the results in the classroom. Customer Service — Activity Listed below are two commonly known retail/service companies. Complete the list by writing five additional companies that you frequent. Rate each one's level of service by checking the appropriate box. Excellent Average Terrible Service Service Service 1. WalMart/Kmart 2. Postal Service 3. 4. 5. 6. 7. For those companies that you rated as being excellent in service, list below the specific reasons why you chose them: 0 2004 Standard Parking 8 April, 2004 l 7 7 Many of the words used to describe those companies rated excellent in service are the same words we strive to have our customers use when describing Standard Parking. Who is our customer? Your customer may be a vacation or business traveler, a special -event parker or building resident. Because each type of customer has different requirements, it is important to identify the type of customer you will be working with. Can you find six types of customers in the Word Search below? Resident R T O U R I S T V Event E P R E P P O H S Transient S T L A B A B P E Tourist T N N G N F U O W Business V E Q H N S S I Q Shopper Z D W J M F I U A E I E K Q G N E S R S T N E V E Y N Z E R L W J S T D A R Y X E K S R F List each type of customer who parks in your facility. B X Z L K J H T G What are our customer's expectations? What expectations do you think our customers have when they park their vehicles with Standard Parking? List your answers below. The expectations you listed are the keys to achieving customer satisfaction. if we identify our customers and what they expect when parking in our facility, we can then meet those expectations using the Three Keys to Customer Satisfaction. What are the keys? They are: © 2004 Standard Parking J 0 a April, 2004 I 1 Three Keys to Customer Satisfaction Key #1 Create A Positive First Impression QQW Key #2 Choose YourAttifude! ty Achieve Successful Customer Interactions arl have the every to chh all our attitude everyday. The question to ask yourself is: Key #3 "VVl! !choose to be Resolve Customer Issues positive at work today?" Once you are able to use each one of these keys, you will meet the requirements of your job and contribute to our customers' positive evaluation of our facilities and our company. To help you remember the Three Keys, just think of C.A.R. — Create, Achieve, Resolvel if we do not constantly strive to offer our customers good service, we run the risk of losing them. It is critical to understand and use the Three Keys to Customer Satisfaction in everything we do. To learn the value of these keys, let's examine each one fully. The Nice Customer "You know me. I'm a nice person. When I get lousy service, I never complain, I never kick, I never criticize and 1 wouldn't dream of making a scene. I'm one of those nice customers. And 1'll tell you what else I am. I'm the customer who doesn't come back. I take whatever you hand out, because I know I'm not coming back. I could tell you off and feel better, but in the long run, it's better to just leave quietly. You see, a nice customer like me, multiplied by others like me, can bring a business to its knees. There are plenty of us. When we get pushed far enough, we go to one of your competitors," Bits and Pieces J© 2004 Standard Parking J 10 April, 2004 11 11 P Create A Positive First Impression The facility and your appearance establish our customers' first impressions of the service they will receive. As a company we strive to put our best foot forward during each shift by keeping the facility and our personal appearance looking their best. The Facility Before customers come in contact with you, their first impressions of Standard Parking and the service they will receive comes from the facility itself. While the maintenance of a facility is primarily the porter's responsibility, all employees have a responsibility to keep their work areas and the facility looking their best. Here are some ways to meet this responsibility: Keep a constant lookout for trash - immediately throw away any trash you find. • Keep the area surrounding your booth or valet stand neat, clean and free of debris. • Report any oil spills to your supervisor. • Report any broken fixtures to your supervisor. • Share ideas with your supervisor that would improve facility appearance. The Employee Your personal appearance plays a key role in the impression customers form of the service they will receive. Your uniform tells the customer that you are a professional working in the facility and that you are a reliable source for assistance and information. JYour uniform plays a crucial role in the overall service you deliver. Therefore, it is your responsibility to always follow Standard Parking's uniform policy: J• You must report to work in full uniform and stay in uniform throughout your shift. • Your uniform should be neat and pressed for each shift and shoes must be clean. 1 • Each facility has its own policy regarding jewelry and personal J grooming. Discuss with your supervisor your facility's policy. In 90 seconds, a customer forms 99 impressions about By keeping the facility and yourself looking their best you send the company and the service a message that you work in a professional facility and that you they will receive. are a source of information and service to our customers. J 0 2004 Standard Parking 11 April, 2004 Key #1 — Create Directions: Answer each question below. Discuss your answers in class. 1. What does the "C" in C.A.R. stand for? 2. A customer forms impressions about the company and service they will receive in seconds? 3. What are some things you can do to ensure your work area and facility look their best? 4. List all of the articles of clothing and accessories that define your uniform. 5. Sloppy Sally is wearing her uniform incorrectly. List the seven things she needs to fix before she can go to work. 1. 2. 3. 4. 5. 6. 7. © 2004 Standard Parking 12 April, 2004 I LJ 7 7 Achieve Successful Customer Interactions After you create a positive first impression, your next step toward customer satisfaction is ensuring that each interaction is a successful one. The most common type of interaction is the cashier collecting the customer's ticket and money. Other types of interactions include: • Valets parking and retrieving vehicles; • Shuttle bus drivers transporting passengers; and • Frontline employees providing directions or assisting customers. To ensure that each interaction is successful, use the Five Customer Service Behaviors. 1. Look Good Pay attention to your non-verbal communications. Your gestures should welcome customers. Use the following tips. • Smile! • Look customers in the eye; avoid looking down or past the customer. • Keep your arms open or down; avoid folding your arms. • Avoid twirling your hair with your finger or playing with an object such as your nametag or a pen when interacting with a customer. • Nod your head when listening - it sends the message that you are paying attention. • Be conscious of facial expressions and gestures that you use. 2. Greet Each Customer There is no substitute for a positive greeting. Listed below are some suggested phrases: • "Hello. Welcome to the " • "Hello. How may I help you?" • "Good morning." • "Good afternoon." People believe what they see before they believe what they hear. • Thank you for coming to the I hope you enjoy your stay." • "Hello. My name is How may I help you?" By using these phrases, customers feel welcomed and identify you as the source for information and assistance when they park their vehicles in our facility. At some facilities, certain greetings are not appropriate (for example, at a hospital, you would avoid saying to customers, "Welcome") or clients may want you to use a very specific greeting (for example, "Welcome to the Acme Hotel. Enjoy your stay.") =1 © 2004 Standard Parking 13 April, 2004 7 Key #2 -Achieve Directions: Answer each question below. Discuss your answers in class. 1. What does the "Kin C.A.R. stand for? 2. Write three phrases from the list on the previous page or phrases of your own that you like to use when greeting customers. 3. Practice greeting customers. Each participant will give one example of a greeting they use on the job. 3. Be Polite When communicating to customers, words like "please" and "thank you" make the difference between mediocre and excellent service. Always be aware of the words you use and the tone of your voice when speaking to customers. 4. Be Professional Being professional goes hand -in -hand with being polite. When communicating with a customer, never use slang or curse words. When you give information to customers make it complete. If you don't know the answer to a question, say, "I don't know, but Pll ask my supervisor." Customers appreciate your honesty. When you talk to customers, how you say something is just as important as what you say. When communicating, refer to the Magic and Deadly Words. J Magic Words Here are some words to use when speaking to customers: Deadly Words Here are some words you should not say when speaking to customers: • Here are some options . Have to... I made a mistake . I need you to.... ;-� • I understand . What's your problem? • I understand your concern • 1 can'ttyou can't... 1 I apologize for ..... (be specific) . Would you mind? l However..... . But.... • Will/Willing.... . It's just a .... . Able/Unable..... Must, Required, necessary..... `) 0 2004 Standard Parking 14 April, 2004 I J Key #2 - Achieve Directions: Next to each phrase, write a better phrase that communicates the same message politely and/or professionally. "What?" "It's against policy." "I can't understand you." "It's not my job." "I can't do that." "What's your problem?" Radio communications require a professional attitude. Inappropriate or profane language is not acceptable while talking on the radio. Your customers, your facility's client and the other employees all have access to hearing the radio. If your position requires you to use a radio, you will learn specific radio procedures as park of your technical skills training. 5. Thank Every Customer End each customer interaction by showing customers that you appreciate their business. Here are some phrases to communicate your appreciation: • "Thanks for parking at I hope to see you again." • "Thanks and have a good day." • "Thank you, come again." • "Thank you and drive safely." As with greeting customers, some phrases may not be appropriate to use or your facility's client may want you to say a specific phrase. Check with your supervisor on the appropriate phrases to use. By using these phrases you have concluded your interaction professionally. Each of the Five Customer Service Behaviors helps to achieve successful customer interactions. I 1 0 2004 Standard Parking 15 April, 2004 I Key #3 Resolve Customer Issues There are three types of customer issues you will be responsible for resolving: • Customers looking for information; • Customers looking for a solution; and • Customers who want to be heard. Each issue requires a specific approach. Follow the guidelines below to effectively resolve each type of customer issue. 1. Customers looking for information Information usually sought includes: • hours of operation; • ticket rates; and • directions. The best approach is to know the information ahead of time so you can quickly answer and resolve the customer issue. If you don't know the answer to a particular customer issue, be honest with the customer. Say that you don't know, and ask /your supervisor for the information. 2. Customers looking for a solution Typical examples of customers looking for a solution are: • Customers who have lost their tickets. • Customers who don't have enough money to pay for their tickets. The best approach for solving these issues is to know the information ahead of time. Standard Parking has specific policies and procedures to follow for these types of issues. Discuss them with your supervisor so you are clear as to your responsibility. 3. Customers who want to be heard These customers can be the most challenging because sometimes they are angry or upset to the point where they feel they need to complain. You will find that some of these customers are looking to "vent" their frustrations and they want you to be their listener. Listen effectively to them to identify the issue. Remain professional, patient and offer a solution. Remember the "Magic" and "Deadly" phrases discussed earlier and choose the most appropriate words when offering a solution. Above all never take the customer's words personally. If a customer does not want to accept your solution, call your supervisor. He or she will always be available to assist with these situations. By using the appropriate approach to resolve customer issues you will provide a professional level of service and perform the responsibilities of your position. j© 2004 Standard Parking 16 April, 2004 7 J J 7 7 I Ll :l Be Prepared Providing the best in service with the different types of customers everyday is the biggest challenge of your job. Here are some tips to help you remain professional with all types of customer situations: Keep Your Cool Staying calm will help you remain professional and in control of any situation. Here are some tips that will help you remain calm: • Make eye contact when possible. • Keep your voice at an even pitch and your words clear. • Treat everyone with respect. • Don't take the bait - if the customer is being difficult or uncooperative, don't join in and be difficult towards the customer. Information Saying the right words the right way makes the difference between a satisfied customer and a difficult situation: • Turn "You" statements into "I" statements. For example, instead of saying, "You said..." use "I heard..." • Avoid using phrases that don't offer any type of help. For example, "I don't know," "It's not my job," "That's against policy." • Only offer information that you know is accurate. If you are not sure of an answer, call your supervisor. Keep your instructions simple. Show Sensitivity Some customers may want to express their dissatisfaction with our facility while others want to talk about an issue that has nothing to do with our operations. Whether a customer is unhappy about the facility rates or because his son is failing math, here are some tips to help the situation: • Listen attentively and express your understanding. • Apologize for any inconvenience the customer may have experienced and offer any information that may help better explain the situation: "I am sorry you couldn't find our facility. Due to construction we had to temporarily remove our signage." • If you don't understand what the customer is saying, ask for clarification: "I am not sure I understand, could you please repeat that for me?" Employees and Difficult People There will be times when you encounter rudeness and anger. Keep in mind: • There are no difficult people; only people who behave in a difficult manner. • Don't take it personally. Most likely these types of customers are going to be rude no matter who is working at the facility. • Your job is to state and follow the policy, not to enforce it. If a situation gets out of hand, call your supervisor. I r] © 2004 Standard Parking 17 April, 2004 Key #3 —Resolve Directions: Answer each question below. Discuss your answers in class. 1. What does "R" in C.A.R. stand for? 2. What are some customer issues you will be responsible for resolving? 3. What's the best way to prepare yourself to help a customer looking for information or a solution? 4. What are some things you can do to ensure you have this information available? 5. Write a better phrase. Turn the following phrase into an "I" statement: "You didn't say that." 0 2004 Standard Parking is April, 2004 III Key #3 —Resolve 6. Read the three situations below and on the following page and determine how to best resolve the issue. A. You are an attendant at a garage at a large mall. You are walking through the garage when a customer approaches you and says he cannot find his car. He tells you he has looked on all four levels but is unable to find it. What customer service tips would you use to make this interaction a success? What is your facility's procedure for helping to locate lost vehicles? B. A customer pulls up to the cashier booth searching for her ticket but is unable to find it. What customer service tips would you use to make this interaction a success? © 2004 Standard Parking fik7 0 April, 2004 Key #3 -- Resolve Write your responsibilities and the procedure for resolving the lost ticket situation. C. While you hand a customer his change and receipt, he starts yelling at you because there was a long exit line and now he is late for a meeting. Before you can reply, he shuts his window and drives away. What would you do to keep your attitude positive for the rest of your shift? 0 2004 Standard Parking 20 April, 2004 7 7 I 7 I 7 I 7 7 I J I "-1717 Create, Achieve, Resolve Putting It All Together Our customers appreciate the first class customer service Standard Parking offers. You play an important role in that customers will look to you when they have questions about the facility or their vehicle. Discuss these details with your supervisor so you will be well prepared to answer all customer questions in a professional manner. Putting it all together: creating a positive first impression, achieving successful customer interactions, and resolving customer issues not only guarantees satisfaction but also retention! Today's session, combined with our Refresher Training programs, provides the necessary tools to help you maintain the highest possible level of customer service. When you participate in the Strive for Excellence Program you meet the customer service and technical skills objectives and you have the opportunity to be recognized for a job well done. Our success begins and ends with you. Standard Parking wishes you the best of luck and thanks you for delivering the level of customer service that makes Standard Parking the leader in the parking industryl 1 © 2004 Standard Parting I 21 April, 2004 I 7 I L Standard Parking® Standard Parking Staffing, Training and Communications Department 2004 This training program is protected by copyright law and international treaties. Unauthorized reproduction or distribution of this program, or any portion of it, may result in severe civil and criminal penalties, and will be prosecuted. FLT-18 Exhibit A PURCHASING DIVISION REQUEST FOR PROPOSALS (RFP) for Management & Operation of the Will Rogers Memorial Center Parking Facilities RFP No. 09-0151 Issued: July 22, 2009 PROPOSAL SUBMISSION DEADLINE: *******August 20, 2009 by 1:30PM Local Time ****** NO LATE PROPOSALS WILL BE ACCEPTED RESPONSES SHALL BE DELIVERED TO: CITY OF FORT WORTH PURCHASING DIVISION LOWER LEVEL 1000 THROCKMORTON STREET FORT WORTH, TEXAS 76102 RESPONSES SHALL BE MAILED TO: CITY OF FORT WORTH PURCHASING DIVISION LOWER LEVEL 1000 THROCKMORTON STREET FORT WORTH, TEXAS 76102 A Pre -proposal Conference will be held Thursday, NAME AND ADDRESS OF COMPANY August 6, 2009 at 10:00 a.m. in the Silver Spur SUBMITTING PROPOSAL: Room, Amon G. Carter Exhibits Hall, Will Rogers Memorial Center, 3401 W. Lancaster, Fort Worth, Texas 76107 FOR ADDITIONAL INFORMATION REGARDING THIS RFP PLEASE CONTACT: Betty Tanner, Assistance Facilities and Public Events Director Betty.Tanner@fortworthgov.org Richard Raskin, Consultant Richard.Raskin@walkerparking.com RETURN THIS COVER SHEET WITH RESPONSE TO: Lance Wright, Buyer Purchasing Division Financial Management Services Department Contact Person: Phone:( ) Signature: Printed Name: Fax: ( OFFICIAL RECORD CITY SECRETARY ' FT.1iliORTH, U I Acknowledgment of Addenda: #1 #2 #3 #4 #5 TABLE OF CONTENTS Section 1.0 INVITATION 3 Section 2.0 PURPOSE STATEMENT 4 Section 3.0 BACKGROUND & FACILITY INFORMATION 4 Section 4.0 SOLICITATION PROCESS 5 Section 5.0 SCOPE OF WORK AND EXPECTATIONS 5 Section 6.0 EQUIPMENT 18 Section 7.0 PROPOSAL INSTRUCTIONS 20 Section 8.0 RESPONSE FORMAT 22 Section 9.0 SELECTION CRITERIA 23 Attachment A BASIC INSURANCE REQUIREMENTS 25 Attachment B-1 SCHEDULE OF PAYMENT & OPERATING BUDGET 27 Attachment B-2 PROPOSED START-UP COSTS AND PROJECTED LABOR COSTS 28 Attachment B-3 SCHEDULE OF RATES 29 Attachment C DEFINITIONS 30 2 INVITATION 1.1 The City of Fort Worth is requesting proposals from qualified parking operators for the management and operation of the City -owned parking facilities located at the Will Rogers Memorial Center. Copies of the Request for Proposals may be obtained from: Purchasing Division City of Fort Worth 1000 Throckmorton Fort Worth TX 76102 For vendors with Internet service, you may download the RFP from the City Website at www.fortworth.gov.orq/. Click on "Business" then "Bids" One original and six (6) duplicate copies of the sealed proposal, marked MANAGEMENT AND OPERATION OF WILL ROGERS MEMORIAL CENTER PARKING FACILITIES will be accepted until August 20, 2009 @ 1:30 P.M. Responses received after the above date and time will not be considered. It is the Proposers duty to make sure that the responses are received by the City prior to the stated deadline: Purchasing Division City of Fort Worth 1000 Throckmorton Street Fort Worth, Texas 76102 1.2 Responses must be in 8'/2" by 11" format. Any materials that are larger than this size should be folded to fit into the 8'/z" by 11" format. Proposals must include at least the requested information. The City reserves the right to request additional information during the RFP review period. 1.3 The outside of the package should be clearly marked with the following: "MANAGEMENT AND OPERATION OF WILL ROGERS MEMORIAL CENTER PARKING FACILITIES".. "Due by 1:30p.m. August 20, 2009". 1.4 RESPONSES THAT ARE NOT SUBMITTED IN A SEALED ENVELOPE OR CONTAINER MAY NOT BE CONSIDERED. TELEGRAPHIC OR FACSIMILE RESPONSES WILL NOT BE ACCEPTED. 1.5 Questions regarding the required procedure for the submittal of proposals must be submitted in writing and emailed to Lance Wright, Buyer at Lance.Wright@fortworthgov.org. Responses to questions will be provided in writing to all known participants. Questions should be submitted by August 5. 2009 to ensure a timely response. 1.6 Respondents' contact regarding this RFP with employees or officials of the City other than the Purchasing Department, Public Events Department or the Minority and Women Business Enterprise (M/WBE) Office may result in disqualification from this procurement process. Any oral communications are considered unofficial and non -binding with regard to this RFP. 3 2 PURPOSE STATEMENT 2.1 The City anticipates entering into an Operating Agreement ("Agreement') with a proposer for management and operation of the Will Rogers Memorial Center Parking Facilities, as defined elsewhere in the proposal. Under the Agreement, the Proposer will be contracting for the operation of the parking facilities for the activities described in the Scope of Work and Responsibilities and Expectations in Section 5 of this Request for Proposal. 2.2 The scope of work includes, but is not limited to, providing all aspects of operating the parking facilities, including but not limited to, maintenance, revenue collection and control, parking enforcement and staffing. 2.3 Proposer shall furnish all services, labor and materials necessary to manage and operate the parking facilities. 3 BACKGROUND AND FACILITY INFORMATION 3.1 The Will Rogers Memorial Center complex is located west of downtown Fort Worth and is bordered by West Lancaster Avenue to the north, University Drive to the east, Harley Avenue to the south (including the Harley Lot south of Harley Avenue) and Montgomery Street to the west. Currently there are two existing parking structures with approximately 1,168 parking spaces and approximately 3,782 parking spaces spanning six separate surface parking lots. Currently construction is underway on a six level 1,117 parking space Western Heritage Parking Garage with completion scheduled for December 2009 located west of Gendy Street and east of Montgomery Street between the Museum of Science and History and the Community Arts Center. 3.2 Will Rogers Memorial Center is a multi -purpose entertainment complex under 45 acres of roof and spread over 85 acres in the heart of the Fort Worth Cultural District. This City owned center, includes a Coliseum, Auditorium, Exhibits Hall, Equestrian Center and 9 livestock areas and hosts an estimated 2.5 million visitors to a variety of events each year. 3.3 The parking facilities also serve as the primary parking location for other venues in the Cultural District including the Fort Worth Community Art Center, Fort Worth Museum of Science & History, National Cowgirl Museum and Hall of Fame, Amon Carter Museum and Casa Manana. Casa Manana utilizes the lower level of the John Justin Parking Garage by contract as additional parking area 3.4 The operating agreement will be for eleven months of each year of the term of the agreement. The Southwestern Exposition and Livestock Show, a Texas not -for - profit corporation leases the entire venue for approximately 30 days each year in January through February and holds exclusive rights to provide parking services during the term of their agreement. 3.5 Historically, parking has been provided free of charge within the parking facilities with the exception of the Southwestern Exposition and Livestock Show. 3.6 The City also operates parking services for two parking garages at the Fort Worth Convention Center. Proposers are invited to submit an alternate proposal for the operation of the Fort Worth Convention Center parking facilities. 4 SOLICITATION PROCESS 4.1 The following projected timetable should be used as a working guide for planning purposes. It is the goal of the City of Fort Worth for the parking services to be in place on February 8, 2010, with start-up activities to begin on approximately December 1, 2009 The City of Fort Worth reserves the right to adjust the timetable as required during the course of the RFP Process: 4.1.1 Issue RFP, July 22, 2009 4.1.2 Pre -Proposal Conference and Site Visit — August 6, 2009 @ 10:00 a.m. in the Silver Spur Room of the Amon G. Carter Exhibits Hall, Will Rogers Memorial Center, 3401 W. Lancaster Avenue, Fort Worth, Texas, 76107 4.1.3 Addendum(s) Issued, August 13, 2009 4.1.4 Responses due, AUGUST 20, 2009 @ 1:30p.m. 4.1.5 Oral Presentations/Interviews (if necessary), September 2, 2009 4.1.6 Final Evaluation & Negotiation, September 9, 2009 4.1.7 Recommendations to the City Council (Pre -Council), October 6, 2009 4.1.8 Approval of Agreement by the City Council, October 13, 2009 4.1.9 Contract Execution, October 27, 2009. 4.1.10 Parking Operator Services Commence on February 8, 2010. 5 SCOPE OF WORK AND EXPECTATIONS The Proposer, at a minimum, must achieve and maintain the performance outcomes listed below, consistent with acceptable standards otherwise agreed to through an agreement resulting from this RFP. Proposer may also propose to achieve additional performance outcomes beyond those minimally required. The OPERATOR shall perform the following services: DETAIL SPECIFICATIONS 5.1 Minimum Qualifications. Parking operators who have directly managed at least two parking facilities, utilizing pay -on -foot pay stations, pay on entry and pay on exit scenarios with a minimum of 600 spaces each, for a minimum of two years within the last five years, are qualified for consideration of award of a contract to operate the garage. Proposers not meeting the minimum qualifications will be disqualified. 5.2 Term of Operating Agreement. The term of the Operating Agreement will be for a period of three years. The City will reserve the right to extend the Agreement for three additional terms of one year each, upon the same terms and conditions, and upon thirty 30 days written notice by the City prior to the expiration of the current 5 term. In the event the Parking Operator is requested to continue operation of the parking facilities after expiration of the term of the Operating Agreement, such continuance shall be construed to be a tenancy from month -to -month, on the same terms and conditions as set forth in this RFP and the Operating Agreement. 5.3 Method of Compensation. The selected Parking Operator shall be paid a fixed monthly management fee for the operation of the parking facilities, plus compensation for budgeted operating expenses. Operating expenses shall be reimbursed during the month for which they are incurred in accordance with Attachment B-1. However, no budget item shall be exceeded without written authorization from the City. The selected Parking Operator shall be paid a fixed fee for start up costs in accordance with Attachment B-2. The selected Parking Operator shall be paid an hourly rate for any "as needed" parking personnel assigned to other parking facilities owned or operated by the City of Fort Worth in accordance with the proposed hourly rates listed in Attachment B-3. 5.4 Scope of Work and Responsibilities. The City will be contracting for operation of the parking facilities for the activities described in this section. The scope of work consists of all aspects of operating the parking facilities, including but not limited to, maintenance, revenue collection and control, parking enforcement, and staffing. The Parking Operator is expected to begin performing these services on February 8, 2010. All costs incurred by the Parking Operator from the award of the contract through February 7, 2010 shall be included in Attachment B-2, with the exception of the Parking Operator's management fee. The parking facilities will be operated and maintained in a manner consistent with that of a First -Class Project. For purposes of this RFP, a First -Class Project is one which upholds quality standards one would come to expect of a premium, parking garage and lots in a large city or major metropolitan area. 5.4.1 Parking Rates and Hours of Operation The maximum permissible rates to be charged for the garage are determined by the City Council of the City of Fort Worth, as published in the annual schedule of fees and charges, and are indicated in the table below. Current Parking Rates are anticipated to be $5.00 per day for Year 1 with no in and out privileges Hours of Operation are determined by the scheduled events at the Will Rogers Memorial Center and adjacent museums and Community Arts Center. Public Events Department retains the right to negotiate rates with facility licensees for parking fees and use of parking facilities for special events. Parking revenue collection may at times be pay on entry, via pay stations, pay on exit or a combination thereof to accommodate parking requirements for events. Note: The operation, and this contract, is for a period of 11 months per annum. C. 5.4.2 Garage Plan and Access. The parking facilities (see attached maps and descriptions — Attachment "D") Location Approx. Cowgirl Lot 120 Harley Lot 2,000 West Lot 546 East Coliseum Lot 220 North Richardson/Bass Lot 810 Moncrief Lot 186 Amon Carter Garage 410 Equestrian Center Garage 758 Western Heritage Garage (in construction) 1,117 Total 6,167 5.5. Monthly Parking. The parking facilities are to be operated as a public parking facility with the primary focus being the short-term parking needs of the public in the vicinity of the parking facilities and the attendees of the Will Rogers Memorial Center. Monthly parking is permitted to the extent that transient parking is not negatively impacted. Monthly customers may be provided proximity key cards or other pertinent identification to access the parking facilities. The City will authorize the number of parking permits at the rate set forth in the Schedule of Fees and Charges. 5.6 Validation Program. City reserves the right to implement a validation program with Cultural District Stakeholders and other entities. 5.7 Staffing Requirements. Upon commencement of the Operating Agreement, the Parking Operator will be expected to provide City staff with a parking facilities staffing schedule which clearly defines the number of proposed employees and corresponding work schedules. The Parking Operator shall ensure that all new employees undergo a pre -employment background check prior to commencement of employment. Parking staff are prohibited from performing duties while under the influence of alcohol or illegal drugs or, if performance is impaired, while under the influence of lawfully prescribed or over-the-counter drugs. If in the opinion of the City official, parking staff is suspected of being impaired due to the influence of illegal drugs or lawfully prescribed or over-the-counter drugs or alcohol, they may be rejected at any time during the shift. Parking staff may be subject to random drug and alcohol testing in accordance with the City's regulations. The following are job descriptions of key personnel: 5.7.1(a) Parking Manager. The Parking Operator will employ an on - site Parking Manager to oversee the parking operations of the parking facilities and work cooperatively with City staff. This manager shall maintain a highly visible presence within the parking facilities, including weekends and periods with high usage, and shall be responsible for overseeing all aspects of the parking operations, including but not limited to, daily revenue collection and deposits, 7 supervising, planning, and scheduling all aspects of employee duties, hiring and dismissing of employees, evaluating employee performance, counseling and disciplining employees, investigating and responding to customer complaints, resolving conflicts, and overseeing the operation of the revenue control equipment. The Parking Manager shall oversee the removal of cash from the parking facilities and ensure that the parking facilities are sufficiently staffed at all times. The Parking Manager will be expected to recommend operational enhancements to City staff and to provide revenue forecasts for any proposed parking rate adjustments. The Parking Manager shall perform a written performance evaluation of each staff member's performance at least once during a twelve month period and other required supervisory duties. Said evaluation shall be available for inspection by City staff upon request. A copy of the employee evaluation form must be provided with the Parking Operator's Proposal. The Parking Manager will be responsible for conducting routine inspections of the parking facilities on a daily basis. The daily lot inspections should be documented in the form of a checklist or log and must be available to City staff upon request. These inspections shall include, but not be limited to, lot maintenance, cleanliness, safety hazards, public safety, proper functioning of revenue control equipment, attendant performance, and cash and accounting audits. It is expected that the Parking Manager will ensure that all problems within the parking facilities are promptly addressed and corrected. Should the Parking Operator find it necessary or desirable to replace the Parking Manager following the commencement of the Operating Agreement, the City Manager or his or her designee shall participate in and have the right to approve or reject the selection of a replacement Parking Manager. 5.7.1(b) Assistant Parking Manager. The Assistant Parking Manager shall be responsible for supporting the Parking Manager in all aspects of the parking facilities operations, including but not limited to, overseeing the administration of the parking office, developing procedures, processing paperwork, planning work schedules, reviewing and approving documents, monitoring employee performance and counseling employees, coordinating employee work activities, counting money, investigating revenue discrepancies, auditing employee and customer use of monthly key cards, ensuring that revenues collected are accurately recorded and properly secured, coordinating bank deposits, reviewing and preparing parking revenue reports, conducting parking facility inspections, responding to customer concerns and complaints, and ensuring that the parking facilities are sufficiently staffed at all times. 5.7.1.(c) Cashiers. The Cashiers will collect parking fees in the parking facilities. The responsibilities shall include, but not be limited to, issuing parking tickets, collecting parking fees, completing revenue and shift forms, providing information and directions to the customers, daily sweeping of all parking facilities, including the entrance and exit ramps, picking up trash and debris, sweeping and mopping the garage stairwells, cleaning and maintaining the area immediately surrounding the garage elevator and escalator core, cleaning the parking office, emptying waste baskets, cleaning and emptying ashtrays, touch-up painting, directing traffic and placing and removing directional sign stands, parking barricades and traffic cones. This position will involve heavy interaction with the public. 0 5.7.1(d) Parking Maintenance Attendants. The Parking Maintenance Attendants will clean and maintain the parking facilities and parking offices on a daily basis. The responsibilities shall include, but not be limited to, daily sweeping of all parking facilities, including the entrance and exit ramps, picking up trash and debris, sweeping and mopping the garage stairwells, cleaning and maintaining the area immediately surrounding the garage elevator and escalator core, cleaning the parking office, emptying waste baskets, cleaning and emptying ashtrays, touch-up painting, directing traffic and placing and removing directional sign stands, parking barricades and traffic cones. This position may involve interaction with the public in directing the public and answering questions. These duties may be performed by Cashiers. 5.7.1 (e) Parking Enforcement Attendants. The Parking Enforcement Attendants will monitor the parking system and enforce parking fee collection, ensuring that vehicles parked in the complex have made the appropriate payment for services and issuing violations to vehicles that have not paid. The responsibilities shall include, but not be limited to monitoring parking facilities, verifying parking fees are paid, issuing parking citations, completing reports, operating vehicle, reporting maintenance and other related duties. 5.8 Employee Training and Development. The Parking Operator must provide a formal training program for all new hires to develop their knowledge, skills and abilities for achieving quality work performance. The program should involve classroom and field instruction and encourage employee participation. The training program shall include, but not be limited to, cashier training, reporting procedures, lot maintenance and safety inspections, ticket transactions, professional conduct, customer service and effective communication techniques, dispute handling, emergency procedures, and safety and security measures. The Parking Operator shall provide refresher training courses to existing employees every six months. A copy of the Training Program Manual must be submitted with the proposal. 5.9 Employee Quality of Service. The Parking Operator shall maintain the highest degree and standards of courtesy on the part of its employees. All employees must perform assigned duties in an orderly and professional manner. Employees must always be respectful of others and not engage in profanity or unsafe or illegal behavior. 5.10 Uniforms and Appearance. The Parking Operator must furnish all employees with uniforms acceptable to the City consisting of a jacket, shirt, and full-length pants. Employees must be attired in clean uniforms bearing the Parking Operator's company name, and be well-groomed at all times while on duty. Closed toe shoes or athletic shoes will be worn at all times (sandals and open -toed shoes will not be permitted). Hats are optional, but no hat will be worn with any promotion, logo, or advertisement. Hats must be clean and free of rips, holes or tears. Employees shall wear name tags to clearly identify themselves to the public and to City staff. 5.11 Elevator and Escalator Core. Regular pedestrian ingress and egress to the garage is through the elevator and escalator core with landings on each floor of the garage. Maintenance and repair of the escalators, elevators, light fixtures and art work within the elevator lobbies and escalator landing areas is provided by the Parking Operator and is funded through the parking system budget, as approved by the City. W 5.12 Security Services. The Parking Operator is not responsible for providing regular security services; however, the Parking Operator shall promptly notify the City and the owner whenever problems or unusual circumstances occur regarding security, security equipment or security issues within the parking facilities. 5.13 Scope of Maintenance Services. The selected Parking Operator shall maintain the parking facilities in good order, condition and repair consistent with that of a First - Class Project. Should the parking facilities not be properly maintained according to the standard acceptable to the City and that of a First -Class Project, the City reserves the right, after reasonable notice and opportunity to cure, to clean the parking facilities and/or perform repairs or necessary maintenance activities. The City will deduct the cost of these services from the monthly compensation due to the Parking Operator. 5.13.1 Cleaning. The Parking Operator shall remove all papers, debris, refuse and surface waters and thoroughly sweep paved areas on a daily basis. The stairwells shall be swept and cleaned on a daily basis. No garbage or trash shall be permitted to accumulate, except in covered containers of a type approved by the City. The Parking Operator shall provide for regular trash collection services so as to maintain a clean and safe condition within the garage and the parking facilities. Trash receptacles shall be cleaned, as needed. The Parking Operator shall remove all oil and grease deposits from the parking surface on an as -needed basis. 5,13.2 Power Sweeping. Power sweeping shall be performed at the direction of the City and/or Will Rogers Memorial Center, and the Parking Operator shall be reimbursed for any direct expenses incurred. A written estimate must be approved by the City Of Fort Worth prior to service being rendered. 5.13.3 Steam Cleaning. Steam cleaning shall be performed at the direction of the City, and the Parking Operator shall submit in the budget a line item for steam cleaning. 5.13.4 Entrances. The Parking Operator shall maintain, repair, and replace parking area entrance, exit and directional signs, markers and lights required for safety and consistent with that of a First -Class Project. The Parking Operator shall periodically paint the curbs within the parking facilities to maintain a clean appearance. All work described in this paragraph shall be performed at the direction of the City and Parking Operator shall submit in the budget a line item for entrances. 5.13.5 Lighting. The Parking Operator shall clean lighting fixtures and re -lamp and re -ballast them as needed. The parking facility shall be kept lighted for security purposes seven days each week and uniformly distributed throughout the parking facility. Light bulbs shall be replaced no later than 24-hours from the time of failure. All work described in this paragraph shall be performed at the direction of the City and Parking Operator shall submit in the budget a line item for lighting. 5.13.6 Signage. The Parking Operator shall clean, maintain, re -lamp and repair all existing signs in the parking facility, including parking rate signs, directional and other signage related to parking functions. The Parking Operator is not responsible for the directional signage pertaining to the elevator and escalator core, pedestrian only landing areas and elevator lobbies. The Parking Operator may be required by the City to provide additional signage in the parking facilities from time to time, at the City's expense, subject to the approval of the City before installation. All work 10 shall be performed at the direction of the City and Parking Operator shall submit in the budget a line item for signage. 5.13.7 Graffiti Removal. The Parking Operator will be required by the City to remove graffiti from the parking facilities and paint and touch up garage surfaces and fixtures, as necessary. The City will require that the Parking Operator utilize the most recent technology to adequately remove graffiti and paint over damaged areas to ensure that the work is commensurate with that of a First -Class Project. All work shall be performed at the direction of the City and Parking Operator shall submit in the budget a line item for graffiti removal. 5.13.8 Fire Alarm Monitoring. The Parking Operator shall maintain and oversee the operation of the fire alarm system within the parking facilities. All work shall be performed at the direction of the City and Parking Operator shall submit in the budget a line item for Fire Alarm Monitoring. 5.13.9 Exhaust Maintenance. The Parking Operator shall maintain and oversee the operation of the exhaust system within the garage. All work shall be performed at the direction of the City and Parking Operator shall submit in the budget a line item for Exhaust Maintenance, 5.13.10 Other Services. The City reserves the right to request the Parking Operator to perform other services in special circumstances, the initial cost of which shall be assumed by the Parking Operator. The cost for these services will be reimbursed to the Parking Operator for the month incurred upon presentation of substantiating invoices, provided the Parking Operator obtained prior written approval from the City to perform these services at an agreed -upon price. Such services may include, but are not limited to, the purchase of equipment and supplies, the installation of materials and equipment, and the performance of special maintenance activities in connection to the operation of the garage. 5.13.11 Parking Enforcement. The Parking Operator shall provide parking enforcement services within the Will Rogers Memorial Center complex. 5.13.12 Rights Reserved. The City reserves the right to perform services in special circumstances, the initial cost of which shall be assumed by the Parking Operator. The cost for these services will be reimbursed to the Parking Operator for the month incurred upon presentation of substantiating invoices, provided to the Parking Operator from the City to perform these services at an agreed -upon price. Such services may include, but are not limited to, the operation of the garage. 5.14 GENERAL REQUIREMENTS FOR GARAGE OPERATIONS 5.14.1 Operations Office. A central office and a records retention area shall be provided by the City (if not available within the garage facility). A 24-hour telephone service shall be maintained for emergency contact with the Parking Operator. The selected Parking Operator shall provide this number to the City Manager or his or her designee and shall notify the Department of any changes. The selected Parking Operator shall ensure that the emergency number is answered at all times and that a response to any call will be provided within 30 minutes. 11 5.14.2 Reserved Spaces. No spaces shall be reserved for patrons or businesses without prior written approval by the City. 5.14.3 Restriction on Use. The Parking Operator, in its operation of the parking facilities, shall be subject to all orders, directions or conditions issued by the City, and all Federal, State, and Municipal Laws, Regulations and Codes. Other uses, including but not limited to storage of vehicles, film permit related usage, public and private events, and retail or wholesale commercial activities, are permissible only with a written request to and advance approval by the City. 5.14.4 Improvements and Alterations. No improvements, structures, facilities, alterations or additions shall be made in, to or upon the parking facilities by the Parking Operator without the prior written consent of the City Manager or his or her designee. 5.14.5 Non -Parking Revenues. The Parking Operator shall not enter into any agreements concerning non -parking uses of the parking facilities without the prior written consent of the City Manager or his or her designee. Non -parking uses include, but are not limited to, product promotions or commercial advertising on City property or on ticket stock. Any revenues generated by such non -parking uses shall be identified and reported each month as part of the total revenue from the garage. 5.15 PROPOSED MONTHLY COMPENSATION FOR THE OPERATION AND MANAGEMENT OF THE GARAGE. For the management and operation of the parking garage as outlined under Sections 5.4 Scope of Work and Responsibilities through Section 5.14, General Requirements for parking facilities operations, the proposer should propose to charge the City a monthly compensation. The monthly compensation shall be paid a fixed monthly management fee for the operation of the parking facilities, plus compensation for budgeted operating expenses. Operating expenses shall be reimbursed during the month for which they are incurred in accordance with Attachment B-1. However, no budget item shall be exceeded without written authorization from the City. The selected Parking Operator shall be paid an hourly rate for any "as needed" parking personnel assigned to other parking facilities owned or operated by the City of Fort Worth in accordance with the proposed hourly rates listed in Attachment B-3. The proposed monthly compensation must be accompanied by supporting documentation in the form of a detailed cost breakdown itemizing all operating and maintenance expenses. Further, this cost breakdown must contain a sufficient level of detail to clearly justify the compensation requested. The proposer must complete and submit as an attachment to the response to the RFP Proposed Monthly Compensation for Operation of the Will Rogers Memorial Center/Cultural District Parking Garage(s) and Facilities. A sample cost breakdown spreadsheets are provided in Attachment B-1, B-2, and B-3. Detailed cost summaries may not include costs for employee bonuses or holiday gifts. The selected Parking Operator will be paid a fixed compensation for the management fee, to be paid in twelve equal monthly installments. In addition, the Parking Operator will be reimbursed for all direct operating expenses in the approved budget. Operating expenses shall not exceed any budgeted line item without written authorization from the City. For parking personnel services provided at other City owned or operated parking facilities, the City shall pay the Parking Operator in accordance with Attachment B1. Deductions to the Monthly Compensation may be applied, as presented in Section 5.17.9, Monthly Compensation Deductions, if deemed appropriate by the City. 12 In addition, the proposer should submit the proposed cost to the City for one-time compensation for the start-up costs pertaining to staff recruitment, training, and pre -employment background checks. The one-time compensation should be included in the proposer's operating budget as a reimbursement during the first month of parking operations. Said one-time compensation must be accompanied by supporting documentation in the form of a detailed cost breakdown itemizing all expenses and must contain a sufficient level of detail to clearly justify the compensation. The proposer must complete and submit Attachment B-2 - Proposed Start-up Costs and Projected Labor Cost 5,16 BANK DEPOSIT OF REVENUES 5.16.1 Revenue Control, Collection, and Deposit Procedures. The Parking Operator shall implement revenue control procedures which account for parking fees collected and deposited, vehicles parked in the facility, tickets issued and collected, and lost tickets. Daily reports and logs, which contain the name of the parking personnel who open and close the garage and lots, opening and closing ticket numbers, opening and closing car counts, time of opening and closing, time of change of shifts, and list of overnight vehicles with amount due, shall be maintained. Daily audits shall be conducted by the Parking Operator, in addition to monthly reporting, complete audits, and surprise field audits shall be conducted periodically by the Operator. The Parking Operator will be required to implement a secure system for collecting and moving cash from the pay -on -foot stations to the on -site Parking Management Office. The Parking Operator shall ensure that all collected revenues are accurately counted and must provide a safe(s) and security devices that will prevent theft or expose pilferage. A copy of the Revenue Control, Collection, and Deposit Procedures must be included as part of the Parking Operator's Proposal. 5.16.2 Bank Deposit of Gross Revenues. The Parking Operator shall deposit all gross revenues collected daily from the parking facility into the City's Bank Account by the close of the next business day. The Parking Operator shall transmit the daily listing of deposits to the Administrative Services Manager or designee electronically or by facsimile machine every business day. The Parking Operator is responsible for the safekeeping of parking revenues at all times, including overnight and weekends, until they have been deposited into the City's Bank Account. The Parking Operator shall transport revenues via the City -contracted armored transport carrier at the Parking Operator's expense. "Gross revenues" shall include all revenues generated from parking facility operations including but not limited to, parking fees collected from the daily parking automobiles, special events, monthly parking permit revenue, and other revenue as designated by the Administrative Services Manager. The Parking Operator's deposit of gross revenues due to the City is delinquent if not received by the City by the close of the next business day following the day on which the revenues were collected. If the deposit is delinquent, the Parking Operator shall pay penalties according to the following schedule: 5.16.2(a). If any gross revenues are deposited within one to 30 calendar days after the due date, a penalty may be assessed up to five percent (5%) of the amount of gross revenues due. 13 5.16.2(b). If any gross revenues are delinquent for over 30 calendar days after the due date, a penalty may be assessed up to ten percent (10%) of the amount of gross revenues due. The City shall have the right to attach or garnish the Parking Operator's Performance Bond to cover the amount due and late payment charges. The City retains the right to waive or reduce such penalties as assessed under this section in its reasonable discretion. 5.16.3 Petty Cash Account. The Parking Operator shall be required to maintain a petty cash account to ensure timely deposits of all gross revenues into the City's Bank Account for the purposes of managing daily activities. The petty cash account shall also cover all change or replenishment needed for the parking booths and pay -on -foot machines. 5.17 PERFORMANCE CRITERIA AND MONITORING 5.17.1 Lot Operation Start -Up Penalties. The selected Parking Operator will enter into an Operating Agreement with the City and shall be required to commence operation of the parking facilities in accordance with the start-up date stipulated in the resultant Operating Agreement. Should the Parking Operator fail to commence operation of the parking facilities in compliance with the start-up date, the City reserves the right to assess the Parking Operator penalties in the amount of $15,000 per day. 5.17.2 Meetings Between Parking Operator and City Management Meetings between the Parking Operator and responsible City management will be held, at the direction of the City (at least once per quarter) or at another mutually agreed upon site, at a mutually agreed upon time. This meeting will review all fundamental operations performance indices and any other key operational issue which the City requests to have presented. Key performance data include all items specified in 5.17.5 using the (monthly performance summary) consolidated into a quarterly review document, also a gap analysis between performance level and operational targets will be discussed and reviewed and action items drawn up to close the gaps reviewed at each of these quarterly meetings 5.17.3 Problem and Complaint Abatement/Maintenance of a Written Log. The Parking Operator shall resolve any operational problems and/or patron complaints and accurately report these problems and/or complaints to the City within twenty- four hours and follow up with a written report within ten days of the incident. The Parking Operator shall maintain a written log of all complaints, injuries and accidents, security problems, damage to the facilities and equipment, and other unusual incidents occurring on the parking facilities. The Parking Operator shall note the location, dates and times, as well as the action taken or the reason for non -action. The log shall be available for inspection by the City staff at all reasonable times. 5.17.4 Reporting Requirements. The Parking Operator will be required to submit monthly reports as deemed necessary by the City. 5.17.5 Monthly Summary of Parking Operations. A Monthly Summary of Parking Operations Report shall be turned in no later than the fifteenth of the month following the reporting period. Information to be reported includes, but is not limited 14 to, the parking utilization of the parking facilities and permitted non -parking uses, corresponding revenues, payment due the Parking Operator and/or the City, ticket usage, unusual incidents occurring in the garage such as security problems, damage to facilities or equipment, citizen complaints, and other actions that are noteworthy but not specifically covered in other reports. The report should also include recommendations for revenue enhancements. These reports are to be submitted to the City. 5.17.6 Incident Notification. Any occurrences in the parking facility involving fire and law enforcement authorities or reports of personal injury resulting from incident(s) in the parking facilities shall be immediately reported to the City and must be followed by a written incident report within seven calendar days of any such incident. 5.17.7 Approved Uses of the Parking Facilities Other Than Regular Fee Parking. The Parking Operator will be required to immediately advise the City, of the nature of any requests for use of the parking facilities other than for regular fee parking. Any such use shall be approved in advance, in writing, by the City. 5.17.8 Parking Operator's Books and Records/Audits and Inspections. After execution of the Operating Agreement, City staff will meet with the Parking Operator to review record keeping methodologies in place and recommend changes, as necessary to ensure adequate reporting to the City. 5.17.8(a) At any time during normal business hours and as often as the City may deem necessary, the Parking Operator shall make available to the City for examination, all books, ledgers, journals and accounting records which reflect receipts derived from the operation of the garage as well as accounting records pertaining to expenditures relative to the operation and maintenance of the parking facilities. The City shall have the authority to audit, examine and make excerpts or transcripts from records, including but not limited to, all contracts, invoices, materials, payrolls, records of personnel, conditions of employment and other documents or statistical data relating to the operation of the parking facility. 5.17.8(b) The aforementioned records, and all source documents, including, but not limited to tickets/ticket stubs, receipt for monthly parking, logs, validation receipts, daily bank deposit slips, invoices of services and other related records, should be retained by the Parking Operator for a period of not less than three (3) years or until the examination of the source documents are completed and the audit reports are finalized. 5.17.8(c) In the event that the Parking Operator fails to provide the City with the requested documents, including but not limited to books, ledgers, journals, accounting records or source documents during the examination and audit, the Parking Operator shall be fined a penalty of $10,000 and the City shall have the right to terminate the Operating Agreement. 5.17.8(d) In the event that the City discovers any unreported revenues during the examination and audit, the Parking Operator will pay the City the entire unreported amount and a penalty of five hundred dollars ($500) for every incident, and one percent (1 %) accrued interest per month. An additional one percent (1 %) interest may apply until the requested unreported revenue(s) is/are fully paid. The Operating Agreement may also be terminated as a result of the discovered unreported revenue(s). 15 5.17.8(e) The City reserves the right to dispatch auditors of its choosing to the parking facilities. The Parking Operator shall provide an adequate private working area for the City's auditor. The auditor(s) shall have ready access to a photocopy and facsimile machine. The auditor(s) shall be allowed to interview any employees of the Parking Operator. 5.17.8(f) The selected Parking Operator shall agree that examination of the Parking Operator's books and records are made in accordance with generally accepted auditing standards applicable in the circumstances and that as such, said examination does not require a detailed audit of all transactions. Testing and sampling methods may be used in verifying reports submitted by the Parking Operator. Deficiencies ascertained by the use of such testing and sampling methods, by applying the percentages of error obtained from such testing and sampling to the entire period under examination, will be binding on the Parking Operator and shall be admissible in court to prove any amounts due the City from the Parking Operator. This shall not prevent the Parking Operator from producing all actual records and figures in court to rebut the sampling method. The City shall then conduct an audit of all the records for the audit period. In the event the deficiency ascertained is 2% or more of the amount reported to the City, the Parking Operator shall pay the City for the entire cost of the audit. 5.17.9 Monthly Compensation Deductions. Upon review of the parking facilities operations and required reports, the City reserves the right to deduct fees from the selected Parking Operator's monthly compensation under any of the conditions listed below. These monthly compensation fee deductions do not preclude, minimize, or replace the Parking Operator's responsibility for ensuring that appropriate corrective actions are taken when necessary and employee reimburses City for loss. (For the purposes of monthly compensation fee deductions, "Office Employee" is defined as any individual performing duties as a Manager, Assistant Manager, and Office Clerk. "Field Employee" is defined as any individual performing duties as a Cashier/Public Valet Attendant/Attendant Supervisor, Parking Enforcement Attendant or Cashier and Parking Lot Attendant. "Paperwork" is defined as any documents used by the Parking Operator at the direction of the City to record daily business activities, including but not limited to, payroll records, incident reports, monthly revenue reports, fee collections, parking validations, over -rings and under - rings, and bank deposits.) $25 will be deducted for each individual page of paperwork that the Parking Operator processes and fails to submit to the City at the direction of the City. $25 will be deducted for each individual page of paperwork that the Parking Operator submits to the City that is not properly completed, missing required information or contains inaccuracies. $50 will be deducted for each instance that an Office Employee or Field Employee is absent from an assigned work area for reasons of abandonment or personal, non -emergency interest. Such penalty will not preclude the Parking Operator from initiating the employee disciplinary process. 16 • $50 will be deducted for each instance that an Office Employee or Field Employee rudely interacts with a customer while performing his/her duties. • $200 will be deducted each time the Parking Operator fails to submit the required Monthly Summary of Lot Operations Report by the end of the business day on the due date. • $200 will be deducted for each instance that a Field Employee fails to adequately anticipate the need for open lanes by not scheduling off-peak period employee breaks, thereby resulting in exiting delays for the public. • $200 will be deducted for each instance that a Field Employee engages in activity that detracts from a professional and alert stance while on duty (including, but not limited to drinking alcohol, sleeping, eating meals, maintaining lengthy personal conversations, or holding non -emergency telephone calls.) Drinking water, cold drinks and hot beverages is acceptable, but should not be consumed while assisting the traveling public. Such penalty will not preclude the Parking Operator from initiating the employee disciplinary process. • $500 will be deducted for each instance that an Office Employee or Field Employee commits vandalism or deliberate disabling or defacing of property and equipment (including revenue control equipment) belonging to the City. In addition, the Parking Operator will be required to return said damaged property to its original condition or better. Such penalty will not preclude the Parking Operator from initiating the employee disciplinary process or either entity reporting said employee to the appropriate authorities. • $500 will be deducted for each instance that an Office Employee or Field Employee commits theft of City revenues or City property. Such penalty will not preclude the Parking Operator from initiating the employee disciplinary process or either entity reporting said employee to the appropriate authorities. • $500 will be deducted for each instance that an Office Employee or Field Employee commits theft of property belonging to the parking public, Parking Operators, visitors, or retail tenant employees. Such penalty will not preclude the Parking Operator from initiating the employee disciplinary process or either entity reporting said employee to the appropriate authorities. • $500 will be deducted for each instance that improvements, structures, facilities, or additions are made in, to, or upon the Parking Facility by the Parking Operator without receiving prior written authorization from the City. In addition, the Parking Operator will be required to return said property to its original condition or better. The City retains the right to waive or reduce such penalties as assessed under this Section in its reasonable discretion. 17 5.17.10 Parking Operator Performance. At the end of this contract, the City will conduct an evaluation of the Parking Operator's performance. The City may also conduct evaluations of the Parking Operator's performance during the term of the contract. Evaluations will be based on a number of criteria, including the quality of the work product or service performed, the timeliness of performance, financial issues, and the expertise of personnel that the Parking Operator assigns to the contract. A Parking Operator who receives a "Marginal" or "Unsatisfactory" rating will be provided with a copy of the final City evaluation and allowed 14 calendar days to respond. The City will use the final City evaluation, and any response from the Parking Operator, to evaluate proposals and to conduct reference checks when awarding other services contracts. 5.18 Alternate Services 5.18.1 The City owns and operates two parking garages described below. Proposers are invited to submit an alternate proposal for the management and operation of the Convention Center Parking Garages. Commerce Street Parkina Garage: Opened in 1980's 750 spaces on six levels 250 maximum monthly parkers (250 current) Pay on entry configuration Cash or pre -paid coupons only (no credit card technology). Credit cards and Checks accepted for monthly parking only. Houston Street Parkina Garaae: Opened 2009 1,054 spaces on 11 levels 15' floor has 28,200 s.f. retail space (leased by Omni Hotel) Two pay on foot stations in garage lobby Accepts cash and credit cards at attendant booths and pay on foot stations Hourly/daily/monthly rates Pay on exit normal operation Pay on entry for special events Monthly parkers 400 maximum (150 current) Serves as self parking lot and overflow valet parking for Omni Fort Worth Hotel 5.18.2 The City desires to provide valet services upon request for certain events. Proposers are invited to submit an alternate proposal for the management and operation of the exclusive valet services at the Will Rogers Memorial Center and/or the Convention Center Parking Garages. 5.18.3 The City currently provides Recreational Vehicle (RV) parking sites on the parking facilities with a waste dumping station. Currently there are 120 permanent sites with water and electrical hookups. Proposers are invited to submit an alternate proposal for the management and operation of the RV sites. EQUIPMENT Prior to the commencement of parking operations, the selected Parking Operator shall be required to purchase certain equipment and supplies to operate the parking facilities in a manner consistent with that of a First -Class Project, as detailed below: 18 6.1 Parking Management Office. The parking facilities contain one Parking Management Office located in the Western Heritage Parking Garage under construction. The selected Parking Operator will be required to equip the Parking Management Offices with adequate resources, including but not limited to, office furniture, personal computers, printers, telephones, office safe(s), facsimile machine, photocopy machine, time clock, and any other equipment or materials necessary to effectively administer the office. The equipment shall remain the property of the Parking Operator unless costs are reimbursed by the City. 6.2 Telecommunications Equipment. The Parking Operator will be responsible for the provision of at least one business telephone for the Parking Operator's Parking Management Office. The Parking Operator will be responsible for telecommunication services at the parking facility, the cost of which shall be considered an operating expense. However, long distance telephone charges shall not be reimbursed by the City. 6.3 Radios. The Parking Operator will be required to obtain two-way radios or similar devices to facilitate communications between managers, supervisors, and parking staff. Costs associated with the two-way radios shall be at the Parking Operator's sole expense and such equipment will remain the property of the Parking Operator. All telecommunication equipment shall be operational during business hours. 6.4 Revenue Control Equipment. The parking facilities will be furnished with a Associated Time revenue control system and will be remotely linked to the City, Department of Public Works and Transportation, Parking Operations Division. The City shall have access to the revenue control equipment on -site at all times. The City proposes to enter into a maintenance service contract for preventative maintenance and emergency service of the revenue control equipment. The Parking Operator will be required to oversee the operation of the revenue control equipment on a daily basis and work closely with the contract service vendor and the City to ensure that the equipment is fully operational during special events and high -volume periods. The Parking Operator will be required to monitor the service and repair of the revenue control equipment, including recording the removal of revenue control equipment parts by the service vendor, and maintaining an accurate spare parts inventory. The Parking Operator and its personnel will be expected to be trained in the proper use of the revenue control equipment and related software and the ability to generate comprehensive reports, including but not limited to, revenue and validation reports, occupancy counts and monitoring, equipment functions, and parking facilities usage counts. Parking Operator shall be financially responsible for any damages due to negligence. 6.5 Attendant Booths. There are currently no attendant booths on the parking facilities. Proposers should determine if attendant booths are critical for the management and operation of the parking facilities and include the cost of the booth in the proposed operating or start-up budget. 19 7 PROPOSAL INSTRUCTIONS 7.1 Compliance with the RFP. Proposals must be in strict compliance with this Request for Proposals. Failure to comply with all provisions of the RFP may result in disqualification. 7.2 Acknowledgement of Insurance Requirements. By signing its proposal, Proposer acknowledges that it has read and understands the insurance requirements for the proposal. Proposer also understands that the evidence of required insurance must be submitted within 10 calendar days following notification of its offer being accepted; otherwise, the City may rescind its acceptance of the Proposer's proposal. The insurance requirements are attached as Attachment "A". 7.3 Evaluation of Proposals 7.3.1 City will examine proposals to eliminate those, which are clearly non- responsive to the stated requirements. Therefore, Proposer should exercise particular care in reviewing the terms and conditions set forth in this RFP. 7.3.2 The detailed evaluation that follows the initial examination may result in more than one finalist. At this point, City may request presentations by Proposers, and carry out negotiations for the purpose of obtaining best and final offers. 7.3.3 The City reserves the right to withdraw this RFP at any time and for any reason and to issue such clarifications, modifications, and/or amendments, as it may deem appropriate. 7.3.4 Receipt of a proposal by City or a submission of a proposal to the City implies no rights upon the Proposer nor obligates the City in any way. 7.3.5 City retains the right to waive minor irregularities in proposals, provided that such action is in the best interest of the City. Any such waiver shall not modify any remaining RFP requirements or excuse the Proposer from full compliance with the RFP specifications and other contract requirements if the Proposer is awarded the License Agreement. 7.4 Ambiguity, Conflict or Other Errors in the RFP 7.4.1 If a Proposer discovers any ambiguity, conflict, discrepancy, omission or other error in the Request for Proposal, it shall immediately notify the assigned Buyer in the Purchasing Division of such error in writing and request modification or clarification of the document. If the Buyer determines that a change in requirements, or terms and conditions is required, the Buyer shall amend the RFP, in writing, and distribute the modification to all parties receiving the RFP. 7.4.2 The Proposer is responsible for clarifying any ambiguity, conflict, discrepancy, omission or other error in the RFP prior to submitting the proposal or it shall be waived. 7.5 Proposals and Presentation Costs. -- City will not be liable in any way for any costs incurred by any Proposer in the preparation of its proposal in response to this RFP, nor for the presentation of its proposal and/or participation in any discussions or negotiations. 20 7.6 Rejection of Proposals. -- City reserves the right to accept or reject in whole or in part any or all proposals submitted. The City shall reject the proposal of any Proposer that is determined to be non -responsive. The unreasonable failure of a Proposer to promptly supply information in connection with respect to responsibility may be grounds for a determination of non -responsibility. 7.7 Acceptance of Proposals. -- The City shall accept all proposals that are submitted properly. The City reserves the right to request clarifications or corrections to proposals. 7.8 Requests for Clarifications of Proposals. -- Requests for clarification of proposals shall be in writing. A request for clarification shall not allow for the alteration of a Proposer's pricing information contained in its cost proposal. 7.9 Validity of Proposals. 7.9.1 All proposals shall be valid for a period of 180 calendar days from the bid closing date. 7.9.2 If a Proposer does not desire proprietary information in the proposal to be disclosed, it is required to identify all proprietary information in the proposal. This identification will be done by individually marking with the words "Proprietary Information" on each page which such proprietary information is found. If the Proposer fails to identify proprietary information, it agrees, by submission of the proposal, that those sections shall be deemed non- proprietary and made available upon public request. 7.9.3 Proposers are advised that the confidentiality of their proposals will be protected by the City to the extent permitted by law. Proposers are advised to consider the implications of the Texas Open Records Act, particularly after the proposal process has ceased and the License Agreement awarded. While there is provision in the Texas Open Records Act to protect proprietary information, particularly under Section 3(9) and Section 3(10) of this Act, where the Proposer can meet certain evidentiary standards, please be advised that a determination on whether those standards have been met will not be decided by the Purchasing Division of the City of Fort Worth, but by the Office of the Attorney General of the State of Texas. 7.9.4 Information requested in the RFP and deemed to be privileged and confidential may be submitted in a separate envelope marked "Privileged and Confidential Information." The City will use its best efforts to protect such information from disclosure to the extent allowable by law. 7.10 The City shall provide the release of all public information concerning the project, including selection announcements and contract awards. Those desiring to release information to the public must receive prior written approval from an authorized representative of the City. 7.11 Neither the City nor any of its officers, agents, employees, or consultants shall be responsible for the accuracy of any information provided as part of this RFP. All Proposers are encouraged to independently verify the accuracy of any information provided. The use of any of this information in the preparation of a response to the RFP is at the sole risk of Proposer. - 7.12 The Proposer shall not collude in any manner or engage in any practices with any other Proposer(s), which may restrict or eliminate competition or otherwise restrain 21 trade. Violation of this instruction will cause the City to reject the Proposer's submittal. This prohibition is not intended to preclude joint ventures or subcontracts. 7.13 All Proposals submitted must be the original work product of the Proposer. The copying, paraphrasing or other use of substantial portions of the work product of another Proposer is not permitted. Failure to adhere to this instruction will result in the rejection of the Proposal. RESPONSE FORMAT The items listed herein shall be submitted with each proposal and should be submitted in the order shown. Each section should be clearly labeled, with pages numbered and separated by tabs (8.1 Management Summary, 8.2 Experience/References, , etc.). Failure by a Proposer to include all listed items may result in the rejection of its proposal. All reports, charts, schedules, or other appended documentation to any proposal, content of basic proposal, or contracts and any responses, inquiries, correspondence, and related material submitted by Proposer shall become the property of the City upon receipt. 8.1 Management Summary — Provide a cover letter indicating the name, address and telephone number of the company submitting the proposal. Include the name of a single contact person and one designee for all correspondence and notifications. 8.2 Experience/References — Provide a listing of all parking structures currently managed by your company that meet the minimum qualifications in Section 5.1 of the RFP . Include the name of the contact person and telephone number. Provide information that documents your firm's qualifications to produce the required outcomes, including its ability, capacity, skill and financial strength. 8.3 Contracts Terminated — Provide the name, location and date of any parking contracts or management agreements that have been terminated prior to the expiration date within the past five years. 8.4 Financial Stability — Furnish a statement of income, balance sheet and statement of changes in financial position, including notes thereto, prepared by a Certified Public Accountant. The financial statements should be as of or for the period ending on the last day of your most recent completed fiscal year or the preceding fiscal year. All financial information should be provided in a separate sealed envelope and marked "privileged and confidential". 8.5 Organization Chart — Provide a company organization chart. 8.6 Key Personnel — Provide resumes of key personnel, including the individual or individuals who will be involved with the off -site supervision of the structure. 8.7 Operation Plan 8.7.1 Staffing Plan including job descriptions, wage rates, benefits, recruitment and training. 22 8.7.2 Revenue Control Procedures 8.7.3 Report forms to be utilized for revenue control and operations analysis 8.7.4 Procedures for administering customer complaints 8.7.5 Proposed service quality/training program. 8.7.6 Parking enforcement report 8.8 Budget — Provide a detailed operating budget for the parking facilities for the first eleven months of operation. 8.9 Management Fee — Provide the dollar amount of the monthly management fee for the term of the agreement. 8.10 Commission — Provide the percentage of net revenues to be charged for the term of the agreement. 8.11 Insurance Costs — Provide the monthly charge for all insurances referred to in the proposed budget of the response. Liability insurance may be stated as a percentage of payroll or a dollar amount per parking space. Workers' compensation insurance should be stated as a percent of payroll. All insurance rates must be guaranteed for one year. 8.12 State Unemployment Rate — Provide proof of your State Unemployment Tax Rate in effect as of the current year. The payroll tax charges shall be subject to maximum limits per employee. 8.13 Acceptance of Conditions — Indicate any exceptions to the general terms and conditions of the RFP and to insurance requirements and other requirements listed in the RFP. 8.14 Alternate #5.18.1 Management and Operation of Convention Center Parking Garages — Provide the monthly management fee and operating budget along with operational strategy for the operation of the two garages at the Fort Worth Convention Center. 8.15 Alternate #5.18.2 Valet Services - Provide the fee and operational strategy for providing valet services at (a) Will Rogers Memorial Center and (b) Fort Worth Convention Center. 8.16 Alternate #5.18.3 RV Site Services — Provide the fee and operational strategy for managing and operating the RV site rentals. SELECTION CRITERIA 9.1 In order to qualify for the award of the Operating Agreement, Proposers must meet or exceed and will be evaluated on the following minimum qualifications. The qualifications as set forth herein are designed to establish an experience criteria demonstrating the Proposers capability to manage and operate parking services for facilities similar to the Will Rogers Memorial Center. The evaluation and award will be based on the best value to the City. 23 9.1.1 Recent experience, satisfactory to the Review Committee, (within immediate five year period) in managing and operating parking facilities facility similar to the Will Rogers Memorial Center. (25%) 9.1.2 Responsiveness and feasibility of proposed Business Plan considering overall approach/philosophy to providing the service, proposed contract team and organizational structure, detailed plan of approach (including major tasks and subtasks), and proposed service quality program. (25%) 9.1.3 Proposer's ability, capacity, skill and financial strength to provide service and begin full operations no later than February 8, 2010. Proposer must be able to obtain all necessary permits and licenses required by all governmental entities and must furnish proof of ability to obtain adequate liability insurance acceptable to the City of Fort Worth. (20%) 9.1.4 Proposer's stipulated management fee and operating budget (30%) 9.2 To provide information with regard to these minimum qualifications, Proposer must submit the following to the Purchasing Manager or his designee by no later than August 20, 2009. 9.2.1 Proposer shall further certify that he has the ability to begin full operation no later than February 8, 2010. 9.2.2 Proposer must submit a current financial statement, which is not to be older than one (1) year after the close of the most recent accounting period. The statement must be prepared by a certified public accountant. In addition, Proposer must submit financial statements for each of three (3) years preceding the most current statement. 9.2.3 Literature, brochures, and other visual materials the Proposer deems useful in determining the operating experience and business reputation of the Proposer and its ability to begin operations is acceptable. 9.2.4 List of references 9.3 The Review Committee may require additional information as deemed necessary to ascertain the qualifications of a Proposer. 9.4 The decision of the City as to the acceptable qualifications of Proposer shall be final. 24 Attachment "A" BASIC INSURANCE REQUIREMENTS The Concessionaire shall procure and maintain at all times, in full force and effect, a policy or policies of insurance to provide the types and limits of coverage specified herein. Commercial General Liability (CGL) Insurance Policy — Garage Operations either endorsed or a stand alone policy $1,000,000 each occurrence $2,000,000 aggregate limit 2. Automobile Liability Insurance Policy $1,000,000 each accident on a combined single limit basis or $250,000 Property Damage $500,000 Bodily Injury per person per occurrence A commercial business policy shall provide coverage on "Any Auto", defined as autos owned, hired and non -owned. 3. Workers' Compensation Insurance Policy Statutory limits Employer's liability $100,000 Each accident/occurrence $100,000 Disease - per each employee $500,000 Disease - policy limit 4. Garagekeeper's Liability Insurance Policy (if valet service is proposed) $1,000,000 each accident on a combined single limit basis General Insurance Requirements: a. The City, its officials, employees, agents and officers shall be endorsed as an "Additional Insured" to all policies except Employers Liability coverage under the Operator's Workers Compensation policy. b. All policies shall be written on an occurrence basis. If insurance policies are not written for specified coverage limits, an Umbrella or Excess Liability insurance for any differences is required. Excess Liability shall follow form of the primary coverage. c. All policies shall be written by an insurer, with an A- VIII or better rating by the most current version of the A. M. Best Key Rating Guide or with such other financially sound insurance carriers acceptable to the City. d. Deductibles shall be listed on the Certificate of Insurance and shall be on a "per occurrence" basis unless otherwise stipulated herein e. If coverage is underwritten on a claims -made basis, the retroactive date shall be coincident with or prior to the date of the License Agreement and the certificate of insurance shall state that the coverage is claims -made and the retroactive date. The insurance coverage shall be maintained for the duration of the License Agreement and for five (5) years 25 following completion of the service provided under the License Agreement or for the warranty period, whichever is longer. An annual certificate of insurance submitted to the City shall evidence such insurance coverage f. Certificates of Insurance shall be delivered to the City of Fort Worth, 3401 W. Lancaster Avenue, Fort Worth, Texas 76107, evidencing all the required coverages, including endorsements. g. The deductible or self -insured retention (SIR) affecting required insurance coverage shall be acceptable to the Risk Manager and/or Public Events Department of the City of Fort Worth in regards to asset value and stockholders' equity. In lieu of traditional insurance, alternative coverage maintained through insurance pools or risk retention groups must also be approved. h. All policies shall be endorsed with a waiver of subrogation providing rights of recovery in favor of the City. i. Any failure on part of the City to request required insurance documentation shall not constitute a waiver of the insurance requirement specified herein. j. The City shall be entitled, upon request and without expense, to receive certified copies of policies and endorsements thereto and may make any reasonable requests for deletion or revision or modifications of particular policy terms, conditions, limitations, or exclusions except where policy provisions are established by law or regulations binding upon either of party or the underwriter on any such policies k. The City, at its sole discretion, reserves the right to review the insurance requirements and to make reasonable adjustments to insurance coverages and their limits when deemed necessary and prudent by the City based upon changes in statutory law, court decision or the claims history of the industry as well as of the contracting party to the City of Fort Worth. The City shall be required to provide prior notice of ninety (90) days I. Thirty (30) days notice of cancellation or non -renewal is required and shall contain the following language: "This insurance shall not be canceled, limited in scope or coverage, cancelled or non -renewed, until after thirty (30) days prior written notice has been given to the City of Fort Worth. A ten days notice shall be acceptable in the event of non-payment of premium. "►W Attachment "B - 1" SCHEDULE OF PAYMENT & OPERATING BUDGET The selected Parking Operator shall be paid a fixed monthly management fee for the operation of the parking facilities, plus compensation for budgeted operating expenses. Operating expenses shall be reimbursed during the month for which they are incurred in accordance with Attachment B1. However, no budget item shall be exceeded without written authorization from the City. OPERATOR shall submit an itemized statement to CITY for its services performed, which shall include documentation setting forth in detail a description of the services rendered. CITY shall pay OPERATOR the amount of such billing within thirty (30) days of receipt of same. PROPOSED MONTHLY MANAGEMENT FEE: $ PROPOSED OPERATING BUDGET: LABOR — TAXES & BENEFITS $ HOURLY WAGES: (d� per hour $ UTILITIES $ INSURANCE — GL $ SUPPLIES $ ROUTINE MAINTENANCE $ CONTRACTED SERVICES $ PARKING ENFORCEMENT $ TOTAL: $ 27 Issued July 22, 2009 City of Fort Worth RFP — Management & Operation of Will Rogers Memorial Center Parking Facilities Attachment "B - 2" PROPOSED START-UP COSTS AND PROJECTED LABOR COSTS The selected Parking Operator shall be paid a fixed fee for start up costs in accordance with the submittal below. No budget item shall be exceeded without written authorization from the City. PROPOSED START UP COSTS BUDGET: RECRUITMENT $ TRAINING $ PRE -EMPLOYMENT BACKGROUND CHECKS $ LABOR — TAXES & BENEFITS $ SUPPLIES $ TOTAL: $ In addition, the proposer should propose to charge the City a one-time compensation for the start- up costs pertaining to staff recruitment, training, and pre -employment background checks. The one-time compensation should be included in the proposer's operating budget as a reimbursement during the first month of parking operations. Said one-time compensation must be accompanied by supporting documentation in the form of a detailed cost breakdown itemizing all expenses and must contain a sufficient level of detail to clearly justify the compensation. The proposer must complete and submit Appendix B1- Proposed Start-up Costs and Projected Labor Costs. Issued July 22, 2009 City of Fort Worth RFP — Management & Operation of Will Rogers Memorial Center Parking Facilities Attachment "B-3" SCHEDULE OF RATES The selected Parking Operator shall be paid an hourly rate for any "as needed" parking personnel assigned to other parking facilities owned or operated by the City of Fort Worth in accordance with the proposed hourly rates listed below: PROPOSED HOURLY RATES: CASHIER: H PARKING MAINTENANCE ATTENDANT: $ PARKING ENFORCEMENT ATTENDANT: $ OTHER (List title): H. Issued July 22, 2009 City of Fort Worth RFP — Management & Operation of Will Rogers Memorial Center Parking Facilities Attachment "C" DEFINITIONS A. Accountinq Period: Refers to a calendar month, which eleven calendar months occur each fiscal year, for a total of 335 days. B. "Aareement"-shall refer to the Operating Agreement executed between the Contractor and the City in accordance with these specifications and the Contractor's proposal submitted to the City, which will be incorporated into the License Agreement. C. "Facility" shall refer to the parking facilities located at the Will Rogers Memorial Center bordered by West Lancaster Avenue to the north, University Drive to the east, Harley Avenue to the south (including the Harley Lot south of Harley Avenue) and Montgomery Street to the west. Currently there are two existing parking structures with approximately 1,168 parking spaces and approximately 3,782 parking spaces spanning six separate surface parking lots. Currently construction is underway on a six level 1,117 parking space Western Heritage Garage with completion scheduled for December 2009 located east of Gendy Street and west of Montgomery Street between the Museum of Science and History and the Community Arts Center. D. "City" shall refer to the City of Fort Worth, Texas. E. "City Manaqer or his Desiqnee" shall refer to the City Manager of the City of Fort Worth, Texas or his authorized representative. F. Proposal Documents: Shall apply to this RFP and other documents related to the proposal of the Proposer and the Agreement. G. "Proposer" shall refer to any qualified person or entity submitting a proposal to provide the services as defined by and in accordance with these specifications. H. Request for Proposal (RFP): This document. Issued July 22, 2009 City of Fort Worth RFP — Management & Operation of Will Rogers Memorial Center Parking Facilities Attachment "D" PARKING FACILITIES MAP WILL ROGERS MEMORIAL CENTER r7l ,vwr,'7T- R LM 1814) C.U.M 44 Lome) V %,4—" R9.W...5-!=tt�ffft,� I - IFTT awlammo Now SHU 'Ro 01 Mms W" WRMU num ip,�- ,�, 4io 0 LUKO ouam M Wow"Rom oww,Fk" tam (6jr,�t rOAMWAZ MM 6`uMwvoc OULWAM ow, me, s, a.. o.; a., 00 vim: o; 0 090 00 d. 00 00 00 d. 006 0&. d. o! oft 00 00 0 d 00 00 00 00, 00 Best and Final Offer for the Management and Operation of the Will Rogers Memorial Center Parking Facilities And Convention Center Garages Fort Worth, Texas Submitted to Ms. Betty Tanner Assistant Facilities & Public Events Director RFP #09-0151 October 22, 2009 Standard Parking® 1 r. Table of Contents ow ®.. 00. ow ow Cover Letter Our Proposed Manager oft Will Rogers Memorial Center Transition oft Will Rogers Memorial Center Operating Plan oft Ob oft Will Rogers Memorial Center Insurance and Fee 4 • Convention Center Garages Insurance and Fee 00 4 Will Rogers Memorial Center Budget No Convention Center Garages Budget A Oft A, A Oft A 3 so Standard Parking 4 Greenway Plaza, Suite C950, Houston, TX (713) 965-1776 • Fax (713) 965-1775 October 22, 2009 Ms. Betty J. Tanner Assistant Facilities & Public Events Director Fort Worth Convention Center/Will Rogers Memorial Center City of Fort Worth 1201 Houston Street Fort Worth, TX 76102 Re: Best and Final Offer for the Management and Operation of the Will Rogers Memorial Center Parking Facilities and Convention Center Garages Dear Ms. Tanner: On behalf of Standard Parking and our partners we appreciate the opportunity to submit our Best and Final Offer for Management and Operation of the Will Rogers Memorial Center Parking Facilities and the Convention Center Garages. We have the strength and depth in Texas to transition and operate these World Class Facilities. This submission presents the following plan for the operation: • Our Proposed Manager • Transition Process that includes: o The Transition Team o Our experience and examples in transitioning facilities from free to pay o Transition Manual o Public Relations • Operating Plan • Will Rogers Memorial Center Insurance and Fee • Convention Center Garages Insurance and Fee • Will Rogers Memorial Center Budget • Convention Center Garages Budget Again, thank you for the opportunity to submit this best and final offer. In the final analysis we believe our people will deliver the highest level of experience and professionalism to the City of Fort Worth. Our team will orchestrate a seamless transition to pay parking. The value we provide will result in greater net operating income to the City of Fort Worth and superior customer satisfaction. We look forward to discussing our best and final offer this Thursday. Sincerely, Jay Layden Director, Business Development 4 7. Our Proposed Manager Standard parking is proposing Patrick McCurley as our proposed manager. Patrick is a native A< Texan and a graduate of Stephen F. Austin University. Patrick has extensive management OW experience with HEB Grocery and Standard Parking. He has also worked as a Math, Algebra and geometry teacher. His recent experience with Standard Parking includes the management of one of our premier Class A buildings in our Houston Center Portfolio. The operation of this facility includes all the customer relations within the facility which has a prominent Law Firm as a lead tenant. Patrick has successfully completed extensive facility improvements at this facility. One of the larger accomplishments is the installation and implementation of a new parking operating system. The system is the Amano system with automation which is similar to the system at the Western Heritage Garage. We look forward to making the introduction at our presentation this Thursday. Transition 00% Standard Parking is presenting our plan for the transition and operation of the Will Rogers 0 Memorial Center. The actions we take in our planning and implementation of the transition are essential to the success of the business plan and the customer service objectives. We will ensure revenue goals are met and public acceptance is maximized. Following is our implementation plan for the conversion of the Will Rogers Memorial Center from free to pay parking. But first we want to share with you out team members and recent N^ experiences we have in converting locations from Free Parking to Pay Parking. Transition Team The transition and operating plan will be implemented by the most experienced team in the parking industry. To ensure our success we are bringing in our experts from the many disciplines required to transition and operate the Will Rogers Memorial Center. Our team has pro actively reached out to several stakeholders to open the relationships that will facilitate this transition. The team consists of the following specialist along with their primary function: Ed Simmons, Executive Vice President. Mr. Simmons will ensure all required resources are allocated from a corporate level to ensure the success of the transition and operation. The Will Rogers Memorial Center has the utmost interest from the highest level of our company. We have the local expertise and experience here in Texas on the ground along with our subject matter experts that will be a part of your transition and operating team. ✓Bruce Kubena, Senior Vice President. Mr. Kubena lived and worked in the parking business in Fort Worth for many years. Bruce will use his knowledge and relationships in Fort Worth to achieve our goals. Bruce has extensive municipal experience and is an expert in transitions and operations. Bruce will ensure every detail is covered and we deliver "Excellence in Execution'. ✓Jeff Jones, Regional Manager. Mr. Jones is our Regional Manager who will oversee the day to day operation. Jeff has extensive experience in operating special event venues as well as operating many different types of parking methods. Jeff is committed to the success of this transition and operation and will be a key team member on a day to day basis. Kenneth Barr, Partner. Mr. Barr is a long time partner of Standard Parking. Mr. Barr envisioned the day that the Will Rogers Memorial Center would convert to pay parking. He is = committed to ensuring that the conversion is properly executed. Mr. Barr will be an integral part in building consensus with all the stakeholders including the Museums, the neighborhood and all involved parties. Mr. Barr will also be critical in coordinating our public relations campaign. David Chappell, Partner. Mr. Chappell is also a long time partner of Standard Parking. Mr. Chappell's expertise will be applied to also coordinate with the stakeholders. Mr. Chappell brings extensive experience in consensus building and will be a key person in crafting our 0% public relations campaign. Jay Layden, Director Business Development. Mr. Layden will bring extensive parking operational experience to the transition and operation. Mr. Layden has experience in operating such venues as the Reliant Center in Houston. He is also a committee member of the Houston Livestock Show and Rodeo and has extensive knowledge of what it takes to successfully operate the parking for this multifaceted event. Jay will work with the stakeholders to set the policies and coordinate the public relations campaign and present best practices to the stakeholders to guide the operational suggestions. A Patrick McCurley, Proposed Manager. Patrick will be on site and involved with every aspect of the transition and operation. Mr. McCurley is a graduate of Stephen F. Austin University and has had extensive experience in operating a first class multifaceted parking operation. Patrick will integrate with the operation of the Will Rogers Memorial Center as soon as practical. He will be involved in meeting each of the stakeholders, be a part of the policy meetings and the public relations campaign. He will be very involved in the hiring and training process of our staff. Patrick and our assistant manager will also be very involved ry� with training on the new equipment. gAnthony Squeo, Senior Manager II Special Events, Mr. Squeo has over 13 years of special r event parking experience. Mr. Squeo has extensive exposure to all areas related to event parking for many types of venues. Including Soldier Field, US Cellular Field, United Center, Dodger Stadium, Nationwide Arena (American Quarter Horse Association Show), Huntington Ballpark, Columbus Crew Stadium and Ohio State Fairgrounds. Additionally Mr. Squeo oversees our Special Event Transition Team that opens new venues around the country. Mr. Squeo is committed to be on the ground for the transition and through the first several events to ensure the operation exceeds our expectations. Brian Scoggins, Director of Municipal Operations. Mr. Scoggins spent the majority of his career in a municipal position operating on street and off street programs. His role with Standard Parking is to manage the sensitivity of operating in the public arena. In addition, Brian is an expert in the transition and operation of municipal facilities. He is currently involved in a large conversion of a free to pay parking system that is very successful, largely due to his expert guidance. Brian brings extensive experience to the team for public relations, meter operations and enforcement. R 1) Mike Drow, Advanced Parking Technology. Mr. Drow is Standard Parking's in house parking equipment and technology expert. Mike is involved with the design, procurement, installation and start up of parking systems throughout the country. The Will Rogers Memorial Center has a huge parking equipment requirement. Mike will ensure the system is properly designed and fully integrated, and that our pricing is as competitive as possible, and the installation and start up are flawless. `' John Giantonio, Gameday. Mr. Giantonio is part of our new acquisition, Gameday. 0% Gameday will provide expertise in the engineering of the traffic management program and signage. Gameday focuses exclusively on special event venues and has operated the 0% Olympics, Super Bowls and multiple large scale event venues similar to Will Rogers. John 0% also will be an integral part of the integration of Click and Park, our on line parking reservation system. John will also be assisting in the media communications. 0% Karla Villeneuve, Human Resources and Training. Ms. Villeneuve is our regional HR 0% representative and Training Specialist. Karla will lead the recruiting, hiring and training of our staff. Her focus will be in hiring the personalities that can work in an entertainment environment. It is imperative that our front line staff portray the image and professionalism � required, but at the same time, maintains a festive environment to fit the venue. Recent Free to Pay Parldng Experience 0% Chicago Parks District Standard Parking was recently awarded the contract to convert the previously free parking to 0 pay parking for the parks. The District has multiple parking facilities around the lakes and municipal parks. We are installing 350 Digital Multi Space Parking Meters to cover the 5,500 spaces. The conversion is close to 50% complete and we are glad to report the transition has been very successful due to our knowledge and pro active approach to the transition. This is what we will deliver to the Will Rogers Memorial Center! We have Brian Scoggins, our Municipal Coordinator, who coordinated this project and many others, on our team to successfully guide the conversion of the Will Rogers Memorial Center to pay parking. An important part of our transition for the Parks District was public relations. Our policy for public relations is: We will get in front of the media before the media gets out in front of us, in this way, we drive the story. Other important aspects of the success of the Parks conversion that we will utilize at Will Rogers are: • Ambassadors on site to assist customers in the initial stages • Pre -determined responses to questions to provide a consistent message • Clear and concise signs • A web site with FAQ's, a phone number and e-mail for questions 7 4 0. 0. 0. 0%: 0% 0 0 1111%. 01111: • Informational Brochures Our plan for Will Rogers includes reaching out to each of the stakeholder groups and customizing a plan for each specific need, The web site created for the parks district explains the use of the parking system and answers FAQ's. Please go to the site at the location noted below. htti)://www.chicaeot)arkdistricti)arkin2.conV SP Plus Municipal Services Rs•e. aa.rs• O•nb NerAr� MANAGED BY SP PLUS MULTI -SPACE PARKING METERS Easy to .. "Pay S Display" MUti- Space Parking Meters IAA be repbdng the oldsingle st g ken at Chl agD ,pace parking Park Didri t metered Parking - .Amq the lakefrover lakefront. Othe mud _ -- -- 8 months "Pay 6 Display" .il be installed at Clsiogo Park District lakefront parking lots. - - - PHASE 1 PAY 5 DISPLAY LOCATIONS a 63rd2ayes (Ack.on park)• • 63rd St. Beach sio 0 • U k.. Park Driving Range• • Brwdw.y Armory FREQUENTLY ASKED QUESTIONS • TonAy and Sheridan 0.d. (IAyole Park)*" ',A/hat is a Pay F, Display meter? • L t Ent of Sheridan Rd. (L yda Prk)a• They are a.lommasers which parking masewhich repi.c• the traditional single space • 310 St. Beach- parking das. These .,domted meters arvice ,.,Rpie parking spaces. AN customers pay the meter and display the payment receipt on their vehide's dashboard. PAY A DISPLAY RATES How do I use the meter? S130/Hms 9 m — 9 pm The meters are very user friendly. Just look for the Instructions looted below S035Abu 9 pm — 9 am it. face of..ch meta. 1. Press any key ^These lots are dosed and locked 2. Input desired hours from 11:00 pm it,. 6;00 am. 3. Make payment -Pu,wnt 10 agreement with a. Bills, coins, or credit card b. Esact dunge niqui id Aid. Joe Moore, - Payment is ,.qL*.d from 7Pm to Sane 4. Take receipt Carhibukon of lld""nic Rands S. Receipt Placement to be .,ad for Utogo Pak . Face up on Driver's side dashboard District caps l improvements. b. For metvcycks, display b&et on arty surface vtdble tD an enforcement olRcar PAYMENT ACCEPTED What method of payment can I use? Coins, cash or these oredit cards. For you convenience, all pay and display meters accept carrc, bills, debR and Amu, Mastercard, visa a Discovar. Nowera, the machines do not give VISA d ange. What if I paid for more dme than I need? Urdorhmstdy, there are no refund, for Bme purdnaed. Customer Service 24/7 877-636-3716 CHICAGO PARK DISTRICT ,.¢ Q..... NLtti MONS �% ,.NwflMse, a.Da aTpe �. MR' fm.�•�ran teamO weer [ahn, �'s•GNIC•J .. Taae,Yalat axisnma w9xs rremt Hatt � ur, a Ne tlrrc� isim mncma Sams see We- epee•Limse c•esnswd• and segSesusson Finnil: Mts38De: The Children's Museum of Houston The museum expanded into a new location and expanded and improved their parking lot. In order to fund the project the parking converted from free to pay. The issue of rates, communication and how to handle membership and functions and other issues was addressed at the board level with our guidance. A clear plan was developed that included the new policies and procedures. We then crafted the release of the information to the membership and then the public. The timing of the information is critical as rumors with miss information get out quickly and we must be ahead of them! The transition was smooth with minimum complaints. We believe a key to the success was the communication but also the customer must see value for the dollars they spend. 8 The value was in our customer services, we had ambassadors assist with parents taking strollers out of cars, we assisted with directions and would help in crossing the street to the museum, we had car care assistance and most importantly we were visible and gave a the customer a good feeling! Will Rogers Memorial Center Transition Process 7 Transition Manual Standard Parking has transitioned hundreds of properties. To seamlessly accomplish the transition we follow a proven "Transition Manual". The key to any transition is frequent communication and staying on schedule. In the transition at Will Rogers Memorial Center we will address the transition of free to pay parking in a pro active manner. We will have a sample of the Transition Manual at our presentation for your review. 00 Transition Meetings 00 A key component to this transition is frequent communication. We will host weekly formal 00 meetings to discuss the transition items. In addition we anticipate several side meeting will need to be hosted with the stakeholders. We also request to be invited to other weekly planning meetings. In this way we can start to be integrated with the entire operating team. 09 Setting Policies and Procedures A critical item of this transition is the Public Relations Campaign. In order to communicate 09 the policies and procedures, they will have to generally be established prior to the campaign. 09 This will take a series of meetings with key decision makers, stakeholders, event coordinators, Standard Parking and others. Standard Parking will guide the discussions with a list of items and our recommendations that d need to be addressed. A brief example of items is; • Validation accounts and procedures • Credentials for show participants and events • Pricing for the various events and vehicles • In and Out privileges, for pay and display tickets and credential holders • Enforcement policy and procedures, ticketing, fines and payment method • Conversion to policy from pay and display to pre -pay • Amenities to be offered and Customer Services, and more After setting these policies and procedures we will be able to roll out our public relations campaign. 00 Public Relations Plan A The goal of the public relations campaign is to effectively communicate the change to the public. The communication will be designed to ensure public perception is positively A received. We will accomplish the public relations campaign using: 00 A • News releases 00 • Direct mailings (or e-mailings) to event owners and hosts 7 04 OR A --I A w • Direct mailings (or e-mailings) to museum lists • Advertising • Web site • Brochures • Signage • Customer Service Representatives Our communications plan will contain our "Key Messages", when we will release them, and the methods to deliver the message. This method guarantees the maximum understanding by the greatest number of people. The question we need to address is why the parking is converting to pay parking. Our suggested answer might be "to support the expansion and improvements to the Will Rogers Memorial Center Parking". These messages will also be the scripted line used by our front line employees when asked this question by customers. This provides consistency in our message to the public. Implementing this communications plan will greatly reduce the number of customers who are surprised by the changeover, and educate the vast majority of customers about the benefits of the new parking management system. In addition to making the public aware of the change to pay parking the communications will explain how the system works and what each customer can expect. We also will highlight the new Western Heritage Garage and promote its benefits and significance to the campus. In addition, we will introduce the new amenities and customer services that will be offered to the public. We will plan ahead to minimize any criticism and its effect on public perception. We will plan communications to address concerns that might arise and how to best respond. It is imperative that all the stakeholders communicate a consistent positive message. Key Messages It is critical to create the proper "Key Message". Standard Parking uses a formal process with the involvement of critical stakeholders to develop this message. Once the message is decided upon we craft the verbiage in plain easy to understand language. Again, it is imperative that all involved in the operation, including front line staff of the Will Rogers Memorial Center and parking staff understand and know the proper answers. Standard Parking will conduct training to ensure the message is consistent throughout the campus. We will also train everyone in the use of the parking system so everyone can have answers for the customers. In return, all of Standard Parking employees are encouraged to take part in training offered by Will Rogers Memorial Center that is appropriate. Media Relations Standard Parking has the experienced personnel to create the media releases. We will release the appropriate information at the appropriate time to accomplish our goals. We will leverage our partner's relationships to gain the appropriate level of media and other attention that we need. 10 Advertising It will be important to include the new parking charge in advertising. We will work with the shows and all groups that host events at Will Rogers Memorial Center on how to convey the message to their customers. For example, in advertisements for a gun show, we will provide the recommended verbiage to include in the show advertisement so customers are prepared 7 for pay parking and how it will work. Brochures Informational brochures will be developed to inform the public about the change. The brochures will be deployed at the visitor's center, at entrances, at the museums and other critical locations. In addition to our specific brochures, we will encourage all the stakeholders to change their brochures to include the pay parking provision. Web site Standard Parking in conjunction with the City will develop a parking page specific to Will Rogers Memorial Center. This information will also be included on the "City Parking �1 Facilities" link. 0^ The page will have a map, rates and explanation of how to pay the meters, and explain if Oft there is an event to expect to pre pay. It will inform the customers of payment options and include a link to our Click and Park pre -payment feature. �1 We have several examples of web sites for our facilities. Please look at some that we maintain. For Parking at the Houston Galleria we created and maintain the Parking at the Galleria site. Oft This site is linked from The Gallerias main site. 00% httn://narkinizattheizalleria.com/default.asnx 0^ For parking at Post Office Square we created and maintain the following site. N^ htti)://www.t)oscivare.com/ For parking at Yankee Stadium we maintain the site below. Please note the Click and Park link on this site which will be on the Will Rogers Memorial Center Site and the Convention Center Garages site to allow for customers to pre pay for parking and reserve their spot. littix/lbaseball-mrkina.com/ - 4 . Red& Yatrr SpatsReserrred: 11 !� Customer Service Representatives In an effort to ensure a smooth transition to pay parking Standard Parking is recommending in the initial stage that we employ customer service representative in strategic locations to vi assist customers. This strategy can mitigate frustrated customers and prevent negative 00, comments. OW Parking Assistance Line and E-mail Address of We will open a dedicated line to our office that will be answered 24/7 to provide customer oft assistance. We will also have an e-mail address that will be published so we can receive comments and hear any issues. We will respond to the a -mails in a timely manner in an effort r# to provide better customer service. A Signage A Clear and concise signage is a key element to making the parking experience stress free. We q understand that the majority of visitors to the Will Rogers Memorial Center may not be familiar with a pay and display type of parking operation or other types of parking that we 4 will have. For this reason we will develop a comprehensive graphics package for the campus. A The signs will begin at entrances to each parking lot. The signs will instruct the customer A what to do before they park. Instructions 1. Inset Credit Card at Entry 2. Take receipt 3. Park Thank You for questions call 818-555-4444 Standard Parking' Superior People. Superior PW r.-- Instructions 1. Park Vehicle 2. Pay at Meter 3. Take Receipt and Place on Dash Thank You for questions call 818-555-4444 rm Standard Parking' Superior People, Superior PeAormance. 12 '7 0 y 4 Operating Plan Standard Parking has extensive experience implementing multifaceted, integrated parking programs such as our proposed program at the Will Rogers Memorial Center. We have the established accounting controls and auditing procedures for each of the various operating methods. We also have the in house expertise to integrate the different operating systems. We understand various operating methods are possible for the different parking lots. We plan on discussing the various systems with the City and the Consultant in order to implement the best plan for the each particular lot. Following is a discussion of the various proposed methods to operate the lots based upon our observations and discussions with stakeholders. We then discuss on a location by location basis the operating method we believe to be the most advantageous. Pay and Display The pay and display machine operation works as follows. After the customer parks, they go to the payment machine. At the machine they will see the on board instructions. Customers are prompted through each step of the payment process on a digital screen. Customers may pay by credit card, cash or coin or we have a smart card option. After payment, the customer is issued a receipt. They return to their vehicle and place the receipt on the dashboard of their vehicle to show payment has been made. The receipt is placed on the dashboard and contains the information that tells enforcement officer the customer has paid and the time paid to. Customers also park at the Pay in Display Machine, purchase their ticket and then park. The advantage of this payment method is: • Its relatively low capital cost • The machines are solar powered and communicate via a cellular network eliminating the need to run power or data cable • The machines accept credit cards, credit card approval is real time over the cellular network • They also accept cash or coin or smart cards • The machines send an alarm if there is any problem so maintenance can be immediately dispatched • These are proven machines with years of solid operating history 04 Meter Locations It will be important to place the meters in the proper locations and to place the proper number 04 of meters to handle the anticipated demand noting that for peak demand days the locations 04 will be operated with pre -cashiering. In addition to the placement we can review placing the 00 meter in a shelter that will shield the meter and the customer in case of inclement weather. 04 ADA Compliance we Standard Parking will install the meters in compliance with ADA. We are familiar with the policy and will invite the city representative to approve of each installation to ensure such 00 compliance. Digital Meter 09 09 00 13 ON A Standard Parking is proposing to install the Digital Payment technology LUKE meter. This meter is a proven machine that is well supported in the market. The features we specified for the machine are: • Solar Powered • Wireless connectivity • Multiple language option • Accept Credit Card with real time verification • Accept dollar bills • Accept coin • Accept a "Smart Card" • Mounted on a concrete pad • Bollards for protection Enforcement Technology We use handheld units to issue tickets. The hand held requires the enforcement officer to enter information about the violator. If the violator is a repeat offender with a balance due, the officer is notified and can take the appropriate steps. The officer will issue tickets to violators. We will place a payment box on the lot so any violator can pay before leaving the lot with cash or a check. We will set up an online payment location where customers can pay with a credit card. Our goal is to provide a positive experience and we do not recommend the use of aggressive collection techniques unless it is a habitual repeat offender. Gated Operation For the busier lots that require more flexibility we are recommending a gated type of parking operation. In this operation customers pull a ticket or use a credential to enter the lot. Upon exit the customer pays a cashier or pays a Pay in Lane machine or uses a credential to exit. This is the operating method that will be in use in the Western Heritage Garage. Also note this method can be fully automated with a pay on foot machine and can operate as a pay on entry. For all the locations that we are recommending a gated lot, the equipment will be compatible with the Amano equipment in the Western Heritage Garage. In addition, the equipment will operate off the CPU in the garage and be connected via a DSL line. Each of the entry and exit lanes will have the ability to scan a credential that can be issued to event attendees. The advantage of this operating method is: • It provides a high level of control for the lot • There is a good audit trail • Access is controlled by a barrier gate • It is a familiar type of operation to customers • Allows for use of validations and credentials • Use of variable rates is easier 14 • This operation can utilize the control system already installed in the Western Heritage Garage Typical Gated Entry Pay — Park — and Go Standard Parking has developed a new operating method that we named Pay, Park and Go. With this method of operation the parking lot is gated. As the customer enters they pay a pay in lane machine with a credit card. The gate opens and the customer parks. To exit the customer departs through a barrier gate that opens as the vehicle approaches. The advantages to this system are: • Lower capital cost than a typical gated operation • No enforcement required as the only way in requires payment • The system is real time credit card verification Recommended Operating Methods by Lot Standard Parking is respectful of the time and dedication of the consultant and the committee that has extensively studied the best operating method lot by lot. Standard Parking did reach out to a select group of stakeholders as a part of our proposal process and gained valuable information from this group. At this time we are open to operating the individual locations in the manner determined by the group. Our point is we have the experience and capability to implement any parking system that is chosen. Our current recommendations are: Western Heritage Garage The Western Heritage Garage is fully equipped with a new Amano gated parking system with cashier booths and pay in lanes. Standard Parking will operate the garage as envisioned. The system has the capability to manage remote gated parking lots on the campus. West Lot The West Lot will serve a variety of customers that will primarily be visitors to the Fort Worth Community Arts Center, The Fort Worth Museum of Science and History, The 15 Cowgirl Museum, The Amon Carter Exhibit Hall and the Will Rogers Auditorium. The customers will be casual visitors to the museums, participants in conventions and shows or attending a luncheon or dinner function. For this reason we believe the operation needs to have the flexibility to handle various credentials and validations. We also believe the operating system needs to be customer friendly. This lot appears to be an active lot and will generate significant revenue. For these reasons we are suggesting the lot be operated by the Pay and Display method although we plan to have Customer Service Representatives on the lot at critical times. We are recommending the lot be configured with: • One Pay and Display Machine toward the northwest part of the lot • Two Pay and Display Machines in the middle of the lot • One Pay and Display Machine to serve the southern end of the lot ■# For event mode: • We will pre -cashier in the entry lanes Amon Carter Garage i� We consider the Amon Carter Garage to be a VIP parking area. For this garage we are recommending the Garage be operated with our Pay Park and Go method. 0% We are recommending the lot be configured with: 0 • One entry lane off the drive from Lancaster with the payment terminal • A exit lane onto the drive to Lancaster and the back exit (exit is a free out) For event mode: • We will pre -cashier in the entry lane A Cowgirl Museum Lot 4 The Cowgirl Museum Lot will primarily serve the Cowgirl Museum and the Fort Worth Museum of Science and History. For this reason we believe the operation needs to have the Oft flexibility to handle various credentials and validations. We also believe the operating system needs to be customer friendly. We are recommending a gated access system for this Lot. The rates should be accommodating to the Museum Restaurant by using an increment rate schedule. Oft We are recommending the lot be configured with: • One entry lane off the drive from Harley, and q • A cashier exit lane with a pay in lane onto the drive to Harley For event mode: A • We will pre cashier in the entry lane q East Coliseum The East Coliseum Lot is a prime parking location and can be used for VIP parking for events. For non-event operations we suggest the lot operate with a Pay and Display Meter. We noted this lot has several entry and exit points and we would loose valuable spaces installing a gated entry and exit. 16 1W We are recommending the lot be configured with: 0* • Two Pay and Display Machines For event mode: • We will direct customers to two entry Ianes and staff with two pre -cashiers off of Rip Johnson Drive North Richardson / Bass Lot This lot frequently has large trucks, trailers and RV's parked on the lot. For this reason a gated access system will be difficult as the entry exit points are not designed for large vehicles. /% We are recommending the lot be configured with: • Two Pay and Display Machines in the southwest corner of the lot, and - • Two Pay and Display Machines toward the middle of the lot A 00% For event mode: • We will direct customers to three entry lanes and staff with three pre -cashiers off of 00% Rip Johnson Drive, and i% • We can open a drive off of the University entrance with one cashier Equestrian Center Garage 004 The Equestrian Center Garage will be operated with our Pay Park and Go gated automated 00% system. A We are recommending the Garage be configured with: For the upper deck; • Create one entry lane off Watt Drive with a payment terminal, and • One exit lane onto Watt Drive 00% For the lower deck; ' • Create one entry lane off Watt Drive with a payment terminal, and • One exit lane onto Watt Drive 00) • Close the back exit 00 For event Mode: 11 • Have a pre -cashier for the upper deck who can use the existing booth • Have a pre -cashier for the lower deck OP • Open the university drive Moncrief Lot This Lot can be operated and controlled with a Pay and display type operation for non-event mode. ot We are recommending the lot be configured with: • Two Pay and Display Machines located toward the northwest corner of the lot For event mode: • We will direct customers to the north entry lane and staff with one pre -cashier off of Watt Drive and open the south entrance only for fast loading events 17 Harley Lot This Lot can be operated and controlled with a Pay and Display type operation for non-event mode. We are recommending the lot be configured with: • Two Pay and Display Machines located by the west entry lane off of Harley For event mode: • We have provisions to create two cashier lanes for the west and east drives. This will allow for four cashiers to load the lot. For larger events that will load quickly we can add additional staff in the lanes to ensure an efficient ingress. Visitor Center and Ticket Office Parking This drive can remain no charge short term parking. The use of these spaces will be monitored by our enforcement personnel to ensure only short term parking. We will monitor 0" the usage and determine if we can add pay spaces and retain the right number of spaces for short term use. 0" Livestock Barn Area This area typically has RV's, trucks and trailers. For this lot we are recommending a Pay and 0% Display Operation. We are recommending the lot be configured with: • One Pay and Display Machine in the west area of the lot 0 • Three Pay and Display Machines along the south area of the lot, and 0 • One Pay and Display Machines in the east area of the Lot. 0% For event mode: • We will close off the area off of Rip Johnson to create one entry and staff with one 0% pre -cashier off of Rip Johnson Drive, and • We can open the drive off of the Bumett/Tandy Drive with one cashier On Campus Streets As part of the strategy to increase revenue, the on street spaces must be controlled. The alternatives are to install pay and display machines, allow permit parking only or do not allow 0% parking on the streets. Streets Surrounding the Campus Parkers will quickly find free parking spaces. For this reason we will review adding Pay and Display machines to control the surrounding on street spaces or sign the area as no parking. It might also be required issue residential parking permits in the adjacent neighborhoods to 0% prevent an influx of parkers on the neighborhood streets. Transition from Pay and Display to Pre -Pay Operation for Events or "Event Mode" For the large events the parking lots will transition from a pay and display operation to a pre- 0% pay cashier operation. Standard Parking has extensive experience and guidelines to implement this transition. This transition will start several hours before an event start, the 18 exact time depends on the specific event, or for all day and multiple day large events, the lots �! will be operated by a cashier for the entire day. O' Event Mode Ob During the planning session for the upcoming events we will determine if any lots need to RO operate under event mode to support a large influx of customers. We will determine which lots will open for event mode, when they will open and how long they will stay open. We will 601 also be very familiar with the event and any credentials or special parking arrangements that need to be made. We will also be aware of any expected RV's, trailers and special needs for the event. We will want to know any load in and load out schedule and the arrangement with 0-0 all the event support vehicles. We will post an advance schedule so everyone on the campus is familiar with our upcoming 00 operating plans. For the transition from any pay and display locations we will bag the meter on the lot, change the entrance sign and open with a cashier. We will do similar task for other operations in order to pre — collect. 0% For event mode we will pre -cashier. We are proposing to install parking booths at the chosen 4 entrances to each lot. The cahier will be able to accept cash, pre -paid click and park tickets, 0% credentials and credit cards. Each pre -cashier will have a handheld unit. 4 Credit Card and Credential Acceptance In addition to promoting pre -paid parking on Click and Park, another recommendation to iq minimize cash is to accept credit cards in the lane. To do this we use a real time approval credit oft card terminal that is connected via cell phone technology. In addition, the handhelds have bar code readers. With the bar code reader we will verify tickets purchased on line through Click and Oft Park and we can verify credentials issued for the event. These units are designed to be used in this type of application and we successfully deploy them in other venues. Click and Park Standard Parking now owns Click and Park. Click and PARKPark enables customers to pre -purchase their parking tickets on line. We will implement click and park at Your Space isReadyWhen You Are"' the Will Rogers Memorial Center and the Convention Center Garages. Using Click and park has many advantages to the customer and the facility owner. It is an easy to use tool for the customer and guarantees them a spot in the facility they choose. It is a benefit to the facility in that a rout to the facility is provided which facilitates traffic flow. The ingress process is faster as the ticket just needs to be scanned and the facility received the money for the parking sooner. 19 NA Will Rogers Memorial Center Insurance and Fee Insurance Standard Parking has extended to the Will Rogers Convention Center our 2010 rates for the facility in our presentation on October 9, 2009 which was confirmed in a letter of the same date. We want to take this opportunity to explain an important aspect of our insurance program. Our program is first dollar coverage from the insurance carrier; we do not have a large self insured retention as some of our competitors do. For programs with a large self insured retention, if an incident occurs, you are relying on the financial stability of the parking operator to pay the claim. With our program you are relying on the insurance company to pay the claim. Our cost for General Liability proposed in the presentation is $43,948. This coverage meets and exceeds your requirements. Please note this includes the General Liability coverage and coverage for the vehicles we are proposing to purchase for the operation. In addition, Standard Parking agrees to the following: • This premium price will be constant for the first two years of the contract • We will cap any future increase at 5% per year Fee In our presentation we were able to adjust our management fee to $66,500.00. For this Best and Final offer we agree to: • We will fund the public relations campaign to include outside consultants and advertising dollars up to $10,000.00 in the first year out of our fee 20 Convention Center Garages Insurance and Fee Insurance As we stated in our presentation for the Will Rogers Memorial Center, our insurance premium was reduced to our new 2010 rates. The new rates are lower due to a lower claims rate that is a result of our risk management department and our daily facility checks. • The new insurance premium cost for the Convention Center Garages is $12,628.00 per year. In addition to lowering the rate, Standard Parking agrees to the following: • This price will be the same for the first two years of the contract • We will cap any future increase at 5% per year Fee For our best and final offer we are restating our fee offer for the Houston Street Garage and the Commerce Street Garage including the RV Lot. • Fee to be $1,250 per month as a base fee. • As an incentive fee Standard Parking shall earn 7.5% of the increase in net revenue (revenue less sales tax) over the previous 12 months net revenue. 21 II I i, JI. li.�.,o.1��,.uxt,iiiSea�l�dli�oi�����ustuiE:�L��,oa�a�:9ueh�$i�LiduVdV�dlh @ 0" POW PO 0@ 04 vio 006 04 04 004 oil* so 04 006 04 A a Will Rogers Memorial Center Budget 22 is 0 io REVENUE Transient $3,787,430 Validations 0 Monthly 0 Advertising Revenue 0 less Credit Card Processing Fee (47,234) Gross Parking Revenue 3,740,107 Sales Tax (288,649) TOTAL ANNUAL REVENUE $3,451,547 OPERATING EXPENSES Salaries & Wages $496,208 Payroll Taxes & Burden 48,628 Health, Welfare & Pension 11,761 Workers Compensation 42,178 Uniforms & Laundry 10,495 Printing 11,353 Amenities & Supplies 9,780 Repairs & Maintenance 153,824 Depreciation/Amortization 0 License & Permits 0 Liability Insurance 43,948 Rental Expense 0 Vehicle and Equipment Financing 0 Utilities 111,700 Advertising & Publicity 3,000 Start Up Expenses (one time charge) 11,838 Postage & Freight 900 Telephone 4,260 Corporate Travel 0 Accounting and Audit 0 Legal Expense 300 Data Processing 4,227 Contract Security 0 Employee Processing 1,793 General Expense 3,942 Auto Damage and Other Claims 0 Armored Car 2,755 Base Management Fee 66,500 Depreciation 18 613 TOTAL OPERATING EXPENSES $1,058,002 OPERATING INCOME $2,393,545 23 A 0% 00 0e) 05 Oe 05 Oft Oft Oe 06 00 05 00 00 06 Se 00 ie so ie ie Convention Center Garages Budget 24 REVENUE Transient $1,547,452 Validations 0 Monthly 497,100 Advertising Revenue 0 Less Credit Card Processing Fee (8,322) Gross Parking Revenue 2,036,230 Sales Tax (155,820) TOTAL ANNUAL REVENUE $1,880,410 OPERATING EXPENSES Salaries & Wages $266,930 Payroll Taxes & Burden 24,614 Health, Welfare & Pension 8,703 Workers Compensation 22,689 Uniforms & Laundry 3,700 Printing 4,578 Amenities & Supplies 3,517 Repairs & Maintenance 75,782 Depreciation/Amortization - To be Determined 0 License & Permits 0 Liability Insurance 12,628 Rental Expense 0 Vehicle and Equipment Financing 0 Utilities 180,400 Advertising & Publicity 1,360 Start Up Expenses (one time charge) 9,596 Postage & Freight 360 Telephone 5,220 Corporate Travel 0 Accounting and Audit 0 Legal Expense 300 Data Processing 7,139 Contract Security 0 Employee Processing 2,466 General Expense 5,982 Auto Damage and Other Claims 0 Armored Car 5,469 Base Management Fee 15,000 TOTAL OPERATING EXPENSES $656,432 OPERATING INCOME $1,223,978 INCENTIVE: 7.5% of increse in net revenue over $0 the previous 12 months OPERATING INCOME BEFORE REAL ESTATE TAXES $1,223,978 ►IR a Exhibit C OPERATING EXPENSES Salaries & Wages Payroll Taxes & Burden Health, Welfare & Pension Workers Compensation Uniforms & Laundry Printing Amenities & Supplies Repairs & Maintenance Depreciation/Amortization License & Permits Liability Insurance Rental Expense Vehicle and Equipment Financing Utilities Advertising & Publicity Start Up Expenses (one time charge) Postage & Freight Telephone Corporate Travel Accounting and Audit Legal Expense Data Processing Contract Security Employee Processing General Expense Auto Damage and Other Claims Armored Car Base Management Fee Depreciation TOTAL OPERATING EXPENSES $496,208 48,628 11,761 42,178 10,495 11,353 9,780 153,824 0 0 43,948 0 0 111,700 3,000 11,838 900 4,260 0 0 300 4,227 0 1,793 3,942 0 2,755 66,500 18,613 $1,058,002 OPERATING INCOME $2,393,545 23