2011-27658 Reso RESOLUTION NO. 2011 -27658
A RESOLUTION OF THE MAYOR AND CITY COMMISSION OF THE CITY OF
MIAMI BEACH, FLORIDA, ACCEPTING THE RECOMMENDATION OF THE
CITY MANAGER PERTAINING TO THE RANKING OF PROPOSALS
PURSUANT TO REQUEST FOR PROPOSALS (RFP) NO 17- 10/11, FOR
PARKING ATTENDANTS FOR THE CITY'S PARKING GARAGES;
AUTHORIZING THE ADMINISTRATION TO ENTER INTO NEGOTIATIONS
WITH THE TOP - RANKED PROPOSER, STANDARD PARKING
CORPORATION, AND SHOULD THE ADMINISTRATION NOT BE
SUCCESSFUL IN NEGOTIATING AN AGREEMENT WITH THE TOP - RANKED
PROPOSER, AUTHORIZING THE ADMINISTRATION TO NEGOTIATE WITH
THE SECOND - RANKED PROPOSER, SEVEN ONE SEVEN PARKING
ENTERPRISES; AND FURTHER AUTHORIZING THE MAYOR AND CITY
CLERK TO EXECUTE AN AGREEMENT UPON COMPLETION OF
SUCCESSFUL NEGOTIATIONS BY THE ADMINISTRATION.
WHEREAS, at its February 9, 2011 meeting, the Mayor and City Commission
authorized the Administration to issue a Request for Proposals (RFP) for Parking Attendants
for the City's Parking Garages; and
WHEREAS, RFP No. 17 -10/10 was issued on February 22, 2011, and notices sent to
over 55 firms, which resulted in the receipt of six (6) proposals from the following proposers:
1. Double Park;
2. Elite;
3. Impark;
4. Laz and Denison Joint Venture;
5. Seven One Seven;
6. Standard Parking; and
WHEREAS, as part of the RFP process, mandatory pre - proposal submission meetings
were held on March 4, 2011, March 8, 2011, respectively; and
WHEREAS, on April 19, 2011, the City Manager, via Letter to Commission (LTC) No.
091 -2011, appointed the following individuals to serve as Evaluation Committee members (the
"Committee "):
• Kathie Brooks, Director of OBPI;
• Hector Castro, Assistant Public Works Director;
• Josephine Pampanas, Transportation and Parking Committee Member;
• Steven Vincenti, Leadership Academy Graduate;
• Allison Williams, CPA, Chief Accountant; and
WHEREAS, Kathie Brooks was unable to serve as a Committee member; therefore,
James Sutter, CPA and Internal Auditor, was appointed to replace Ms. Brooks; and
WHEREAS, Steven Vincenti was unable to attend the Committee's May 2 meeting;
therefore, alternate Committee member Arshan Borhan was appointed to replace Mr. Vincenti;
and
WHEREAS, on May 2, 2011, the Committee convened and listened to presentations
from all proposers, and thereafter conducted question and answer sessions, followed by
deliberations; and
WHEREAS, the Committee unanimously voted to recommend Standard Parking as the
top- ranked firm, and Seven One Seven as the second - ranked firm; and
WHEREAS, the City Manager has considered the Committee's recommendation and,
after conducting his own independent review of the proposals, concurs with the Committee's
recommendation.
NOW, THEREFORE, BE IT RESOLVED BY THE MAYOR AND CITY COMMISSION
OF THE CITY OF MIAMI BEACH, FLORIDA, that the Mayor and City Commission hereby
accept the recommendation of the City Manager, pursuant to Request for Proposals (RFP) No
17- 10/11, for Parking Attendants for the City's Parking Garages, and authorize the
Administration to enter into negotiations with the top- ranked proposer, Standard Parking
Corporation; and should the Administration not be successful in negotiating an agreement with
the top- ranked proposer, authorizing negotiations with the second - ranked proposer, Seven
One Seven Parking Enterprises; and further authorizing the Mayor and City Clerk to execute
an agreement upon completion of successful negotiations by the Administration.
PASSED AND ADOPTED THIS // DAY OF 2011.
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COMMISSION ITEM SUMMARY
Condensed Title:
A Resolution Accepting The Recommendation Of The City Manager Pertaining To The Ranking Of
Proposals Pursuant To Request For Proposals (RFP) No 17- 10/11, For Parking Attendants For The City's
Parking Garages; Authorizing The Administration To Enter Into Negotiations With The Top- Ranked
Proposer, Standard Parking Corporation, And Should The Administration Not Be Successful In Negotiating
An Agreement With The Top- Ranked Proposer, Authorize The Administration To Negotiate With The
Second - Ranked Proposer, Seven One Seven Parking Enterprises, And Further Authorize The Mayor And
City Clerk To Execute An Agreement Upon Completion Of Successful Negotiations By The Administration.
Key Intended Outcome Supported:
Improve parking availability
Supporting Data (Surveys, Environmental Scan, etc.):
The 2007 Miami Beach Customer Service Survey indicates 19% of residents rated the availability of parking
on Miami Beach as about the right amount.
Issue:
1 Shall the City Commission adopt the Resolution?
Item Summary /Recommendation:
At its February 9, 2011 meeting, the Mayor and City Commission authorized the Administration to issue a
Request for Proposals (RFP) for Parking Attendants for the City's Parking Garages.
The City's existing contract term with Imperial Parking (Impark) for parking attendants will expire on August
11, 2011, with two (2) one -year renewal options, upon the same terms and conditions, at the City's sole
discretion. An Evaluation Committee appointed by the City Manager convened on May 2, 2011, and
listened to presentations from all proposers; conducted question and answer sessions; and deliberated.
The Committee unanimously voted to recommend Standard Parking as the top - ranked firm, and Seven One
Seven as the second - ranked firm.
The City Manager was briefed on and has considered the Committee's recommendation; after conducting
his own independent review of the proposals, the City Manager agrees with the Committee's
recommendation
Utilizing the average annualized number of hours (average number of hours for the last three fiscal years)
of 184,463. Impark's blended hourly rate, effective October 1, 2011, is $16.73. This equates to an annual
cost of $3,086,154. Standard Parking's annual cost is $2,675,652 with benefits and $2,827,123 without
benefits. This equates into a hypothetical hourly billing rate ranging between a low (best case) of $14.51 per
hour; $14.92 average; and a high (worst case) of $15.33 per hour. This translates to an annual savings
ranging between $259,031 and $410,502, contingent upon with benefits ori without benefits.
Impark SP Diff
Blended Hourly Rate w /Benefits: $16.73 $14.51 ($2.23) 13.3%
Average Hourly Rate: $16.73 $14.92 ($1.81) 10.8%
Blended Hourly Rate w/o Benefits: $16.73 $15.33 ($1.40) 8.4%
Therefore, in all cases, Standard Parking cost proposal is more cost effective when compared to the existing
options available under the Impark contract. Please refer to the attached cost comparison for more detailed
analysis. It is therefore recommended that if the Administration is unsuccessful in negotiating with Standard
Parking, that the Administration commence negotiations with Seven One Seven.
ADOPT THE RESOLUTION.
Advisory Board Recommendation:
Financial Information:
Source of Amount Account Approved
Funds:
OBPI Total
Financial Impact Summary:
City Clerk's Office Legislative Tracking:
Gus Lopez: Ext. 6641
Sign -Offs:
Depart ent Director Assistant City Manager City Manager
GL SF 41 , JGG JMG oL�_
T:IAGENDAl20 1\5- 11- 111 17 -10 -11 Parking Attendants Summary.doc
AGENDA ITEM X27/4
Vielfr MI AMIBEACH
MIAMI BEACH
City of Miami Beach, 1700 Convention Center Drive, Miami Beach, Florida 33139, www.miamibeachfl.gov
COMMISSION MEMORANDUM
TO: Mayor Matti Herrera Bower and Members of the City Commission
FROM: Jorge M. Gonzalez, City Manager
- ?1 DATE: May 11, 2011
SUBJECT: A RESOLUTION OF THE MAYOR D CITY COMMISSION OF THE CITY OF
MIAMI BEACH, FLORIDA, ACCEPTING THE RECOMMENDATION OF THE CITY
MANAGER PERTAINING TO THE RANKING OF PROPOSALS PURSUANT TO
REQUEST FOR PROPOSALS (RFP) NO 17- 10/11, FOR PARKING ATTENDANTS
FOR THE CITY'S PARKING GARAGES; AUTHORIZING THE ADMINISTRATION
TO ENTER INTO NEGOTIATIONS WITH THE TOP- RANKED PROPOSER,
STANDARD PARKING CORPORATION, AND SHOULD THE ADMINISTRATION
NOT BE SUCCESSFUL IN NEGOTIATING AN AGREEMENT WITH THE TOP -
RANKED PROPOSER, AUTHORIZE THE ADMINISTRATION TO NEGOTIATE
WITH THE SECOND - RANKED PROPOSER, SEVEN ONE SEVEN PARKING
ENTERPRISES; AND FURTHER AUTHORIZE THE MAYOR AND CITY CLERK TO
EXECUTE AN AGREEMENT UPON COMPLETION OF SUCCESSFUL
NEGOTIATIONS BY THE ADMINISTRATION.
ADMINISTRATION RECOMMENDATION
Adopt the Resolution.
KEY INTENDED OUTCOMES SUPPORTED
Maintain or improve traffic flow and improve parking availability.
ANALYSIS
At its February 9, 2011 meeting, the Mayor and City Commission authorized the
Administration to issue a Request for Proposals (RFP) for Parking Attendants for the City's
Parking Garages.
The City's existing contract term with Imperial Parking (Impark) for parking attendants will
expire on August 11, 2011, with two (2) one -year renewal options, upon the same terms and
conditions, at the City's sole discretion.
Request for Proposals (RFP) No. 17 -10/10 was issued on February 22, 2011, and notices sent
to over 55 firms, which resulted in the receipt of six (6) proposals from the following proposers:
• Double Park;
• Elite;
• Impark;
• Laz and Denison Joint Venture;
• Seven One Seven; and
• Standard Parking.
Commission Memorandum
RFP -17-10/11 For Parking Attendants for the City's Parking Garages
May 11, 2011
Page 2 of 10
RFP REQUIREMENTS
Proposers were required to base their costs on the following guaranteed minimum number of
hours annually:
Attendant l's: 64,000 80%
Attendant II's: 16,000 20%
Total: 80,000100%
A. RESPONSIBILITY OF THE SUCCESSFUL PROPOSER
The successful Proposer shall be responsible for the following:
1. Providing trained and uniformed parking attendants at each of the designated
parking facilities below, Monday through Sunday, including holidays and during
special events. The parking facilities are located at:
• 7th Street & Collins Avenue Garage
• 17th Street Garage
• 13th Street Garage
• 42nd Street Garage
• 12th Street & Drexel Garage
• City Hall Garage
• "5 and Alton" Garage
• Pennsylvania Avenue Garage
• Preferred Parking Surface Lot (Convention Center Lot)
• Anchor Garage - 16 Street and Collins Avenue
• Multiple municipal surface parking lots, including during special
events and/or seasonally.
2. Proposer's parking attendants must:
A. Collect parking fees, validate tickets, and perform related duties.
B. Provide financial and ticket reports at the conclusion of each shift.
C. Submit all monies representative of the shift's activity to the shift/facility
Attendant II's, and assist in the recordation and deposit of the daily shift
cash receipts.
D. Maintain a clean work area, including the adjacent booth area and
access control equipment. Each shift shall be responsible to maintain
the fee computer as to cleanliness, dust, and appropriate use.
E. Provide directions and general information to the public.
F. Maintain a neat, well - groomed appearance at all times.
G. Maintain a friendly, courteous and service- oriented attitude at all times.
H. Consistently demonstrate the ability to communicate effectively in the
English language with the general public, supervisors, and City
management.
Be qualified to complete all required cash and ticket reports to ensure
the accurate and complete recordation of such reports. Demonstrate
ability to add, subtract, multiply, and divide in a consistent and accurate
manner.
Commission Memorandum
o dum
RFP -17 -10!11 For Parking Attendants for the City's Parking Garages
May 11, 2011
Page 3 of 10
J. Be familiar with City parking policies pertinent to:
• Monthly Parking Program
• City Decals and Permit Parkers
• Special Event Parking
• iPark
• Hotel Hang -Tag Program; and
• Any other programs implemented by the City
L. Be familiar with the location, hours of operation, and rates of all City
parking facilities.
M. Trained in operating the City's gated parking revenue control equipment.
N. Perform all other related duties as assigned by the City.
3. Proposer shall provide and require its employees to wear a uniform:
A. Sport/polo shirt or collared shirt (no t- shirts), dark pants, shorts or skirt.
B. The firm's employees will be issued official City of Miami Beach photo
identifications and these shall be required to be worn daily as part of the
employee's official uniform.
C. The Proposer must include its name on the badge or uniform.
D. The City reserves the right of final approval of the uniform selected by
the Proposer.
4. Proposer will provide one (1) trained Attendant 11 per location, as requested on
each shift. The responsibilities of the Attendant II will be:
A. Attendance verification: Verify at the beginning of each shift that all
booths are staffed. If personnel are absent or call in sick, it is the
responsibility of the Attendant II to replace the Attendant 1 immediately.
The Attendant II shall issue a bank for each Attendant I, whose duties
are to cashier, per shift.
B. Scheduling of shift locations and replacements for daily and weekly
schedule and scheduling for vacations and emergencies.
C. The shift shall serve as the City contact for any problems or questions
during each shift.
D. Provide required assistance to parking attendants during shift closeout
procedures. Prepare all deposits for shift cash receipts.
E. Perform the duties of a Parking Attendant I, when and if necessary.
F. Perform other related duties as requested by City staff.
5. If required by the City, Proposer shall use best efforts to transition employees of
the existing service provider who choose to migrate to the selected firm.
6. All contract employees must report any facility maintenance issues, including
but not limited to graffiti; Tight bulb replacement; restriping; signage; etc. that
needs to be addressed.
7. Proposer shall schedule monthly performance meetings with City management
to review performance issues.
Commission Memorandum
RFP- 97- 9019 9 For Parking Attendants for the City's Parking Garages
May 11, 2011
Page 4 of 10
8. Proposer shall notify the City of a 24 hour contact via telephone and /or pager.
A minimum of two (2) contact names must remain on file with the City at all
times.
9. Proposer shall respond to any complaint received from the general public or the
City Administration, in writing, within 24 hours of receipt of complaint.
10. All training is the sole responsibility of the Proposer. Proposer will provide
written rules of conduct for its personnel, which must be approved by the City's
Parking Director.
11. Proposer must provide a Facilities Operation Manual to each employee and a
permanent manual containing standard operating procedures shall be stored in
each cashier booth and central facility office.
12. All of Proposer's employees shall be bonded and insured.
13. Smoking, eating, and/or mobile phone use on the job or in a parking facility is
strictly prohibited.
14. Proposer must supply a $100.00 bank for each shift at each facility. The
$100.00 bank shall consist of sufficient variety of currency and /or coin to
properly provide change. The City reserves the right to alter the composition of
the $100 bank; however, typically, eighty (80) one - dollar bills and two (2) rolls of
quarters will be required.
15. Proposer shall be responsible for all pay -on -foot stations, including but not
limited to: providing all funds necessary for replenishing all cash for change
bins (two bins per pay on foot station and $5,000.00 per bin is required);
balancing all transactions at all pay -on -foot stations at applicable facilities; and
performing all other related duties pertaining to pay-on-foot stations, as
assigned by the City. Proposer must have sufficient cash on hand to ensure
that at no time any pay -on -foot stations are depleted of change (smaller bill
denominations). Proposer shall use best efforts to keep all pay on foot stations
operational at all times including, but not limited to, minor repairs such as
misread tickets; bill jams; receipt rolls, etc.
16. Proposer shall maintain a trained and courteous workforce.
17. Proposer shall ensure that each cashier booth and facility office is equipped
with the following:
A. City of Miami Beach Parking Guide
B. Chamber of Commerce Visitor Guide
C. Any other materials provided by the City.
18. Proposer shall be responsible for any cash shortages or missing tickets.
Missing tickets shall be calculated at the maximum daily parking rate. All
shortages shall be delivered to the City of Miami Beach Parking Department,
c/o the Finance Manager, within 72 hours of notice of the shortage by the City.
Commission Memorandum
RFP -17- 10/11 For Parking Attendants for the City's Parking Garages
May 11, 2011
Page 5 of 10
19. Proposer shall provide continuous and on -going procedural and equipment
training to its employees. Proposer shall provide a roster of all trained
employees to the City. Employees receiving training at the City's parking
facilities must be scheduled to work at City parking facilities. Under no
circumstances is the Proposer to train employees at City parking facilities and
relocate the employee to another contract or client for any period of time
without the prior written consent of the City.
20. Proposer shall provide sufficient vehicles, (in such number as reasonably
determined by the City) for its employees to ensure the effective and efficient
transport of attendants to assigned locations throughout all shifts.
21. Proposer shall perform a background check, in such manner as approved by
the City, on all of its employees, as part of its employment process. The
employee must agree to submit to the successful completion of these screening
processes as a condition of their employment within the first thirty (30) days of
said employment. Proposer may also be required to conduct other screening
and /or investigative measures at the request of the City. The City has the right
to refuse any personnel supplied by the firm. Any person employed by the
successful Proposer whom the Parking Director, in sole and reasonable
discretion, may deem temporarily or permanently incompetent or unfit to
perform the work, shall be removed promptly from the job and such person
shall not again be placed with the City.
22. Proposer shall include its audit and intemal controls including, but not limited to,
the following: code of conduct and a confirmation process; hiring and promoting
of employees; continuous training; fair and balanced discipline; implementing
and monitoring internal controls; having a strong and independent audit
committee; and hiring effective internal auditors. The City reserves the right to
require Proposer to conduct investigative measures, including audits, and /or
surveillance, to ensure the integrity of the system and their employees.
24. Proposer shall provide samples of its standard monthly, quarterly, and annual,
reporting forms. Said reporting may include, but is not limited to, any and all
financial and /or operational reporting to the City, including invoicing; employee
attendance; etc.
25. The City will at no time be responsible for any and all overtime payroll expense
incurred by the Proposer unless the City authorizes said overtime in advance,
in writing. Said authorization shall only be granted under extenuating
circumstances such as a force majeure event, homeland security event, or
other similar type of event.
B. MOST FAVORED CUSTOMER
The successful Proposer shall warrant and represent to the City that the prices,
warranties, benefits and terms set forth in the resulting contract negotiated
between Proposer and the City shall be at least equal to (or more favorable to)
the City than the prices, warranties, benefits and terms now charged or offered by
the firm, or that may be charged or offered during the term of the City contract for
the same or substantially similar services as defined in the contract.
Commission Memorandum
RFP -17 -10/1 1 For Parking Attendants for the City's Parking Garages
May 11,2011
Page 6 of 10
If at a time during the Term of the City contract, the successful Proposer enters
into another agreement on a basis that provides prices, warranties, benefits and
terms more favorable than those provided the City hereunder, then the successful
Proposer shall, within thirty (30) calendar days thereafter, notify the City of such
fact and regardless f whether
o such notice is sent by the successful Proposer Y oser or p
received by the successful Proposer or received by the City, the City contract
shall be deemed to be automatically amended, effective retroactively to the
effective date of the more favorable agreement, to provide the same prices,
warranties, benefits and terms to the City; provided that the City shall have the
right and option to decline to accept any such change, in which event such
amendment shall be deemed null and void.
C. PERFORMANCE STANDARDS
1. Uniforms /Name -tags:
Proposer's employees must be in full uniform with their respective name -tag at
the start of their shift. Failure to do so may result in a request to replace said
employee with one in full uniform /name -tag.
2. Customer Service /Conduct:
Employees must comport themselves in a respectful and courteous manner
when addressing the public /customers. Conduct unbecoming shall include:
smoking, eating, mobile phone use, rudeness, belligerence, hostility,
quarrelsome, antagonistic, aggression, sarcasm, contempt, and mocking. All
employees shall further refrain from smoking, eating, and /or drinking while on-
duty. Complaints pertaining to customer service including, but not limited to, the
behavior outlined above shall be immediately addressed by the firm.
The City reserves the right, at its sole discretion, to determine if the employee is
unfit or incompetent to perform the duties and may require the immediate
removal of the employee and replacement with another within one (1) hour of
said request.
D. RESPONSIBILITY OF THE CITY
The City shall be responsible for the following:
1. The City will provide a clean and safe workplace.
2. The City shall provide Proposer with a calendar of events at the City of Miami
Beach Convention Center, The Fillmore at the Miami Beach Jackie Gleason,
and New World Symphony. The City shall also provide Proposer with a copy of
the City of Miami Beach annual calendar.
3. The City shall use reasonable business efforts to notify Proposer of any special
events and their specific parking requirements at least one week (seven
calendar days) prior to commencement of the event.
4. The City shall provide a comprehensive list of events requiring the staffing of
surface parking lots.
Commission Memorandum
RFP -17 -10/11 For Parking Attendants for the City's Parking Garages
May 11, 2011
Page 7 of 10
5. The City shall be responsible for all preventive maintenance; regular
maintenance; and repairs of all pay on foot stations.
MANDATORY PRE - PROPOSAL SUBMISSION MEETINGS
As part of the RFP process mandatory pre - proposal submission meetings were scheduled for
2:00 pm on March 4, 2011, and at 2:00 pm on March 8, 2011.
Attendance at one (1) of the aforementioned pre - proposal submission meetings was
mandatory and required in order for a proposer to be deemed responsive and receive
consideration. On March 4, 2011, a total of 16 firms were represented at the pre - proposal
submission meeting. And On March 8, 2011, a total of 14 firms were represented at the pre -
proposal submission meeting. See Attendance Sign -In Sheets at Attachments A and B.
On April 19, 2011, the City Manager via Letter to Commission (LTC) No. 091 -2011, appointed
the following individuals to serve as Evaluation Committee members (the "Committee "):
Kathie Brooks, Director of ()BPI
Hector Castro, Assistant Public Works Director
Josephine Pampanas, Transportation and Parking Committee Member
Steven Vincenti, Leadership Academy Graduate
Allison Williams, CPA, Chief Accountant
Alternates:
Asrshan Borhan, Leadership Academy Graduate
Xavier Falconi, Senior Planner
Kathie Brooks was unable to serve as a Committee member due to previous commitments
and her involvement in the budgeting process. James Sutter, CPA and Internal Auditor, was
appointed the Committee Chair and replacement to Ms. Brooks.
Steven Vincenti was unable to attend the Committee's May 2 meeting, therefore, alternate
Committee member Arshan Borhan was asked to replace Mr. Vincenti.
On May 2, 2011, the Committee convened and listened to presentations from all proposers;
conducted question and answer sessions; and deliberated.
The Committee ranked all proposers using the following evaluation criteria, which is verbatim
from the RFP:
Evaluation Criteria Weight
Experience and Qualifications of the Proposer 15 pts
Experience and Qualifications of Proposer's Management Team 20 pts
Total Additional Costs (Price Proposal Form Sec. E + F) 30 pts
Past Performance (due diligence) 15 pts
Corporate Responsibility: 10 pts
Additional Hours Profit/Percentage (Price Proposal Form Section H): 10 pts
TOTAL 100 pts
Commission Memorandum
RFP -17 -10/11 For Parking Attendants for the City's Parking Garages
May11,2011
Page 8 of 10
The Committee discussed the proposals and the corresponding presentations, and proceeded
to score and rank the proposals as follows:
FINAL RANKING
-----------------------------------------------
------------------------------------------------
Allison Jim H
so J r Josephine Ar h an
ecto Jose e s
p
__ <__< Williams Sutter Castro Pampanas Borhan
Double Park 6(75.7) 5(69) 3(82) 4(69) 7
( ) 6 (9) 3(8 } (69) 3( 2)
Elite Parking 4(80.5) 6(62) 5(78) 6(62) 6(52)
Impark 3(81.7) 2(75) 4(80) 3(70) 4(69)
Laz/Denison 5(78) 4(71) 4(80) 5(68) 5(66)
Seven One
Seven _ 2(83.6) 3(73) 2(85) 2(77) 2(75)
Standard
Parking 1(88.25) 1(89) 1(87) 1(84) 1(77)
Committee member Hector Castro moved to rank Standard Parking as the top- ranked firm and
Seven One Seven as the second - ranked firm. Said motion was seconded by Josephine
Pampanas. The Committee unanimously voted to recommend Standard Parking as the top -
ranked firm, and Seven One Seven as the second - ranked firm.
Attached please find Standard Parking's qualifications; staffing plan; resumes of key
personnel; corporate responsibility; attendant staffing and services; special events staffing;
transition plan; recruitment and hiring; and training.
Attached please find Seven One Seven's executive summary; company information; executive
team; operational plan; training; customer service; corporate responsibility; and resumes of
key personnel.
CITY MANAGER'S DUE DILLIGENCE
The City Manager was briefed on and has considered the Committee's recommendation; after
conducting his own independent review of the proposals, the City Manager agrees with the
Committee's recommendation based on the following:
1. Double Park. Although Double Park offered the lowest total cost, Judge Goderich
ordered a 60 -day suspension of their valet parking licenses at various locations in
the South Beach area. The Appellate Court denied Double Park's motion for
rehearing on the appeal. Therefore, the City prevailed and will proceed with the
institution of the suspension order from Judge Goderich.
2. Elite Parking. Elite Parking is a small parking operator with only one corporate
officer, Mr. Dane Grey. Elite's primary experience is with valet parking operations
with no clients provided or referenced in providing management and operations of
municipal parking garages. Elite did not identify a project manager.
Commission Memorandum
RFP -17 -10/11 For Parking Attendants for the City's Parking Garages
May 11, 2011
Page 9 of 10
3. Imperial Parking ( "Impark "). Impark's base cost proposal was the second
highest, and when including the additional profit for additional hours, further
increase the disparity with the lowest and best bidders.
4. LazlDenison. The Laz and Denison Joint Venture cost proposal was the highest
of all bidders. They also failed to provide detail information for their cost for
unemployment insurance and workmen's compensation insurance.
5. Seven One Seven. Vice President Mike McKeon when employed by Impark
spearheaded a smooth transition from former parking operation to Impark, and
provided a strong transition plan and working knowledge of the obstacles
associated with a transition. Seven One Seven is the largest operator in Florida in
terms of locations and employees, and has recently expanded their locations to
South Florida.
6. Standard Parking. Unanimously selected by the Evaluation Committee as the
top- ranked proposer based on the following:
a. Partnership Approach;
b. Value added;
c. Dedicated Team of Municipal Experts (over 100 years);
d. Local Presence & Local Team;
e. Industry Specific Training and Development;
f. Over 10 years of community involvement;
g. UNIDAD — Annual Holiday Toy Drive;
h. Florida Municipal Experience:
(1) City of Miami Beach — Meter Collections
(2) City of Coral Gables
(3) City of Fort Myers
(4) City of Orlando
(5) City of Pensacola
(6) City of Tampa;
i. Management Fee of $75,000 /year;
j. All expenses itemized;
k. All possible additional expenses identified;
I. Double the hours and the Management Fee remains the same;
m. Environmentally conscious;
n. A Travel Demand Management application that sells parking and other services
online;
o. Click & Park Value Added:
(1) Residential Decal Program One day residential visitor pass;
(2) Special Events;
(3) Convention Center events and concerts;
(4) On- street Special event parking permit;
(5) Communicate to parkers via email & text messaging;
(6) Custom route directions to reduce traffic issues;
(7) Custom supply /inventory management.
Commission Memorandum
RFP -17 -10/11 For Parking Attendants for the City's Parking Garages
May 11, 2011
Page 10 of 10
A hypothetical comparison of the Standard Parking price proposal yields an annual savings
versus the current contract with Impark.
Utilizing the average annualized number of hours (average number of hours for the last three
fiscal years) of 184,463. Impark's blended hourly rate, effective October 1, 2011, is $16.73.
This equates to an annual cost of $3,086,154.
Standard Parking's annual cost is $2,675,652 with benefits and $2,827,123 without benefits.
This equates into a hypothetical hourly billing rate ranging between a low (best case) of $14.51
per hour; $14.92 average; and a high (worst case) of $15.33 per hour. This translates to an
annual savings ranging between $259,031 and $410,502, contingent upon with benefits or
without benefits.
Impark SP Diff
Blended Hourly Rate w /Benefits: $16.73 $14.51 ($2.23) 13.3%
Average Hourly Rate: $16.73 $14.92 ($1.81) 10.8%
Blended Hourly Rate w/o Benefits: $16.73 $15.33 ($1.40) 8.4%
Therefore, in all cases, Standard Parking cost proposal is more cost effective when compared
to the existing options available under the Impark contract. Please refer to the attached cost
comparison for more detailed analysis.
CONCLUSION
The Administration recommends that the Mayor and City Commission adopt the attached
Resolution which accepts the recommendation of the City Manager pertaining to the ranking of
proposals pursuant to Request for Proposals (RFP) No 17- 10/11, for Parking Attendants for
the City's Parking Garages; authorize the Administration to enter into negotiations with the top -
ranked proposer, Standard Parking Corporation, and should the Administration not be
successful in negotiating an agreement with the top- ranked proposer authorize negotiations
with the second - ranked proposer, Seven One Seven Parking Enterprises; and further
authorize the Mayor and City Clerk to execute an agreement upon completion of successful
negotiations by the Administration.
T:\ AGENDA \2011 \5 -11 -11 \RFP- 17 -10 -11 Parking Attendants.doc
PARKING ATTENDANTS FOR THE CITY's PARKING GARAGES
RFP# 17 -10/11
DOUBLEPARK Elite Parking IMPARK Laz Parking Seven One Seven SP Plus
D LABOR SUB -TOTAL (PROVIDED BY CITY) - Sub -Total 1,125,920.00 $ 1,125,920.00 $ 1,125,920.00 $ 1,125,920.00 $ 1,125,920.00 $ 1,125,920.00
E CONTRACTOR SERVICES ANNUAL COSTS: 176,648.72 $ 281,794.24 $ 433,864.22 $ 540,958.00 $ 206,410.18 $ 306,173.28
F FIRMS ANNUAL PROFIT 72,000.00 $ 10,000.00 $ 100,000.00 $ 140,000.00 $ 112,500.00 $ 75,000.00
G Contracted Services Annual Costs and Annual Profit 248 648.72 291 794.24 533 864.22 680 1
3 8 910.18 381 173.28
TOTAL COST D +G 1,374,568.72 1,417,714.24 1,659,784.22 1,806,878.00 1,444,830.18 1,507,093.28
H ADDITIONAL HOURS - ADDITIONAL PROFIT
Attendant Is Profit ( %) Profit ( %) Profit ( %) Profit % °
Profit ( %) Profit ( / °) Profit (%)
(a) 1st Additional 6,000 Hours
w /Benefits $10.72 8.4% 30.0% 10.0% 0.0% 0.0%
$ 5,402.88 $ - $ 19,296.00 $ 6,432.00 $ - $ -
w/o Benefits $12.17 7.4% 2.0% 30.0% 10.0% 0.0% 0.0%
$ 5,403.48 $ 1,460.40 $ 21,906.00 $ 7,302.00 $ - $ -
(b) 2nd Additional 6,000 Hours
w /Benefits $10.72 8.4% 30.0% 10.0% 0.0% 0.0%
$ 5,402.88 $ - $ 19,296.00 $ 6,432.00 $ - $ -
w/o Benefits $12.17 7.4% 2.0% 30.0% 10.0% 0.0% 0.0%
$ 5,403.48 $ 1,460.40 $ 21,906.00 $ 7,302.00 $ - $ -
(c) Above 76,000 Hours
w /Benefits $10.72 8.4% 30.0% 10.0% 0.0% 0.0%
w/o Benefits $12.17 7.4% 2.0% 30.0% 10.0% 0.0% 0.0%
Attendant Its Profit ( %) Profit ( %) Profit ( %) Profit % °
Profit ( %) Profit (%) Profit ( / °)
(a) 1st Additional 2,000 Hours
w /Benefits $11.72 7.7% 30.0% 10.0% 0.0% 0.0%
$ 1,804.88 $ - $ 7,032.00 $ 2,344.00 $ - $ -
w/o Benefits $13.17 6.8% 2.0% 30.0% 10.0% 0.0% 0.0%
$ 1,791.12 $ 526.80 $ 7,902.00 $ 2,634.00 $ - $ -
(b) 2nd Additional 2,000 Hours
w /Benefits $11.72 7.7% 30.0% 10.0% 0.0% 0.0%
$ 1,804.88 $ - $ 7,032.00 $ 2,344.00 $ - $ -
w/o Benefits $13.17 6.8% 2.0% 30.0% 10.0% 0.0% 0.0%
$ 1,791.12 $ 526.80 $ 7,902.00 $ 2,634.00 $ - $ -
(c) Above 20,000 Hours
w /Benefits $11.72 7.7% 30.0% 10.0% 0.0% 0.0%
w/o Benefits $13.17 6.8% 2.0% 30.0% 10.0% 0.0% 0.0%
w /Benefits (a) & (b) only
Direct Cost for Attendant Is (12,000 hrs)(10.72 /hr) $ 128,640.00 $ 128,640.00 $ 128,640.00 $ 128,640.00 $ 128,640.00 $ 128,640.00
Direct Cost for Attendant Its (4,000 hrs)(11.72 /hr) $ 46,880.00 $ 46,880.00 $ 46,880.00 $ 46,880.00 $ 46,880.00 $ 46,880.00
PROFIT $ 14,415.52 $ - $ 52,656.00 $ 17,552.00 $ - $ -
SUB - TOTAL w /BENEFITS - ADDITIONAL HOURS $ 189,935.52 $ 175,520.00 $ 228,176.00 $ 193,072.00 $ 175,520.00 $ 175,520.00
TOTAL COST D + G $ 1,374,568.72 $ 1,417,714.24 $ 1,659,784.22 $ 1,806,878.00 $ 1,444,830.18 $ 1,507,093.28 I
I TOTAL w /BENEFITS $ 1,564,504.24 $ 1,593,234.24 $ 1,887,960.22 $ 1,999,950.00 $ 1,620,350.18 $ 1,682,613.28 1
w /out Benefits (a) & (b) only
Direct Cost for Attendant Is (12,000 hrs)(12.17 /hr) $ 146,040.00 $ 146,040.00 $ 146,040.00
$ 146,040.00 $ 146,040.00 $ 146,040.00
Direct Cost for Attendant Its (4,000 hrs)(13.17 /hr) $ 52,680.00 $ 52,680.00 $ 52,680.00 $ 52,680.00 $ 52,680.00 $ 52,680.00
PROFIT $ 14,389.20 $ 3,974.40 $ 59,616.00 $ 19,872.00 $ - $ -
SUB - TOTAL w /OUT BENEFITS - ADDITIONAL HOURS $ 213,109.20 $ 202,694.40 $ 258,336.00 $ 218,592.00 $ 198,720.00 $ 198,720.00
I TOTAL COST D + G $ 1,374,568.72 $ 1,417,714.24 $ 1,659,784.22 $ 1,806,878.00 $ 1,444,830.18 $ 1,507,093.28 I
I TOTAL w /OUT BENEFITS $ 1,587,677.92 $ 1,620,408.64 $ 1,918,120.22 $ 2,025,470.00 $ 1,643,550.18 $ 1,705,813.28 1
F:\ PING \ WAN \RAR \ Attends nts- Cashiers \Price Proposals - 2011April -JMG Tab: SUMMARY 5/4/2011 4:13 PM
PARKING ATTENDANTS FOR THE CITY's PARKING GARAGES
RFP# 17 -10/11
IMPORTANT NOTE:
This analysis is done for comparitive purposes.
The City intends to enter into a Management Agreement and not have hourly rates.
I SP PLUS RATES VS. IMPARK RATES I
ACTUAL ACTUAL PROJECTED
FY08 /09 FY09 /10 FY10/11 AVG 3 YEARS
Attendant I 165,360.00 107,887.25 86,000.00 119,749.08
Attendant II 64,494.25 64,647.95 65,000.00 64,714.07
v) TOTAL HOURS 229,854.25 172,535.20 151,000.00 184,463.15
m INCLUDED IN BASE BID 64,000.00
O
= INCLUDED IN BASE BID 16,000.00
(A) Base Bid Sub -Total 80,000.00
Attendant I 55,749.08
Attendant II 48,714.07
(B) Additional Hrs Sub -Total 104,463.15
(A) Base Bid COST 1,507,093.28
Attendant I $ 10.72 $ 597,630.17
Attendant II $ 11.72 $ 570,928.86
(B) Addt'I Hrs Sub -Total w /Benefits $ 1,168,559.03
(A +B) TOTAL w /BENEFITS $ 2,675,652.31
Total Hours 184,463.15
0 SP PLUS Blended Hrly Rate w /Benefits $ 14.51
a.
00 (A) Base Bid COST 1,507,093.28
a Attendant I $ 12.17 $ 678,466.34
a
N Attendant II $ 13.17 $ 641,564.26
(B) Addt'I Hrs Sub -Total w /out Benefits $ 1,320,030.60
(A +B) TOTAL w /OUT BENEFITS $ 2,827,123.88
Total Hours 184,463.15
SP PLUS Blended Hrly Rate w /out benefits $ 15.33
SP PLUS AVG Hrly Rate (w /benefits and w /out)I $ 14.92
1-- IMPARK CURRENT CONTRACT w /OCT 2011 RATES
CZ Attendant I $ 16.32 $ 1,954,305.04
u Attendant II $ 17.49 $ 1,131,849.03
a $ 3,086,154.07
a Total Hours 184,463.15
IMPARK Blended Hourly Rate $ 16.73
IMPARK SP PLUS DIFF % DIFF
Blended Hourly Rate w /Benefits $ 16.73 $ 14.51 $ (2.23) -13.3%
AVG Rate (w /benefits & w /out) $ 16.73 $ 14.92 $ (1.81) -10.8%
Blended Hourly Rate w /out Benefits $ 16.73 $ 15.33 $ (1.40) -8.4%
STANDARD PARKING
m MIAMI BEACH PARKING ATTENDANTS FOR THE CITY'S PARKING GARAGES
+
Qualifications of Proposer
City of Miami Beach
From 2000 to 2008, Standard Parking Corporation managed the City of Miami Beach contract for
; parking attendants and supervisors, overseeing the daily operations of nine (9) municipal parking
facilities with over 6000 parking spaces and 68 surface lots with over 8,500 spaces across the
City; coordinating the training of the cashiers, attendants and supervisors at each of the designate
parking facilities, including holidays and during Special Events. Field expert in coordinating and
executing schedules, training and guidelines for parking attendants during events held at the City
of Miami Beach Convention Center, Fillmore Theater, and Lincoln Theater as well as high profile
events such as the Car Show, Boat Show, Food and Wine Festival, Art Basel, etc.
Experience with Transportation and Parking
Standard Parking Corporation (NASDAQ: STAN) is a leading national provider of parking
y facility management services, providing on -site services at multi -level and surface parking
facilities for all major markets of the parking industry. We manage parking facilities containing
more than one million parking spaces in hundreds of cities across the United States and Canada.
} Founded in 1929, our history and resulting experience have allowed us to develop and
standardize a rigorous system of processes and controls that enable us to deliver consistent,
transparent, value -added and high quality management and operational services. We serve
myriad municipalities and government facilities, colleges and universities, healthcare facilities,
airports, hotels, commercial real estate, residential communities and retail establishments.
Through our SP Plus Municipal Services operating division, we bring together a tremendous
depth of talent and expertise specific to public enterprises. It is this precise understanding of
municipal operations in addition to our corporate resources that allow us to confidently state that
we are able to provide the City world class service and exceptional value.
National and Regional Support Groups
Our on -site management team will be closely and constantly monitored and supported g y y b
pP by our
Regional, Municipal and National Support Groups. We have a dedicated National Municipal
Support Group which monitors and assists all of our governmental operations around the county.
Our National Support Group provides extensive resources including:
Human Resources Environmental Protection
Safety and Training Risk
�' g Management
Labor Relations IT
Finance Legal Services
Facility Development and Maintenance Strategic Planning
Logistics and Maintenance Purchasing
Nature of Customer Base and Related Experience
Our diverse client base includes many public institutions, the nation's most prestigious colleges
and universities, hospitals and medical centers, managers and developers of commercial and
residential properties, and sports and special event complexes.
i
8
MIAMI BEACH PARKING ATTENDANTS FOR THE CITY'S PARKING GARAGES
Accounting Capabilities
Publically listed since 2004, we are 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
1 instrumental role in ensuring that the company meets these standards. The Department's work
includes the documentation of all business processes, control design analysis, key control
identification and ongoing testing of controls for operating effectiveness. The Internal Audit
Department also oversees the identification and testing of the company's entity -level controls,
including the company's 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 virtually every aspect of our business and thus, helps to assure our
'1 clients that their parking facilities are properly controlled.
Sarbanes -Oxley Certification
The company completed an assessment of its internal controls over financial reporting as of the
end of 2009, 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.
Employee Time and Attendance Management
Our internet -based workforce management tool enhances the effective deployment of personnel,
which results in reduced labor - related operating costs and local managers better able to focus on
customer service. Our enhanced automation capabilities address:
• Time recording and employee tracking
Labor utilization (scheduling)
• Compliance with DOL and labor agreements
• Shift tracking ,, ■rte
• Premium (O /T) hours management till mum
• Time off management (i.e., vacations and holidays), and f S` *i> ,
access to employee information
Additionally, we utilize the Stromberg automated payroll system. This system allows our
) operations management team to review up to date payroll information. Supervisors can quickly
view the status of assigned employees and edit tune, employee file information, exceptions and
schedules to match anticipated need. Once the time and attendance data is collected and stored,
} we can process the information and generate over 50 different reports. These reports provide a
complete overview of employee statistics, including overtime calculations.
Employee excc exceptions and
p policy compliance can be tracked over long periods of time.
Exceptions include early or tardy arrivals, late departures, long shifts, long meals, missed punches
and frequent absences. As employees use the system, the program collects the exceptions defined
9
' � 1
[D MIAMI BEACH PARKING ATTENDANTS FOR THE CITY'S PARKING GARAGES
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1 Mrory ' 113
within the payroll rule assigned to each employee, enabling managers to quickly identify
unfavorable trends. At any time, supervisors can request a "snapshot" of exceptions, by employee
in a calendar format that show the number and type of exceptions recorded by the system.
j Beyond the local time and attendance management, the senior operations management team
review staffing levels and labor costs on a monthly basis and make adjustments as needed. We
place an intense focus on labor costs and understand that these costs represent a significant
percentage of each location's operating expenses. In order to provide a secondary expense
control, our Internal Audit Department reviews all payroll and labor information as part of the
internal audit process.
Benefits of our automated system include:
r No More Paper Timesheets: Automation of the manual processes of tracking employee time and
attendance eliminates paper timesheets and improves the accuracy of time data for each
.
employee.
Improved Payroll Accuracy: The systems approach reduces human error, which allows us to
process payroll more efficiently and accurately.
Better Oversight of Labor Costs and Absenteeism: Managers have improved visibility into
overtime and absenteeism, using real -time data to make informed workforce decisions.
Compliance with State and Federal Time Recording Requirements: Consistent pay policies are
1 automatically enforced, with managers having the ability to review time accounting reports in real
i •�
time. A full audit trail of time card edits and approvals is readily available.
Garage Contract Labor Time Management
Our systems will serve as added accountability for the City's scheduling and time management
interface. Our time clock system and reporting will increase the effectiveness of tracking actual
hours worked by employees.
,
10
f ,
1 m MIAMI BEACH PARKING ATTENDANTS FOR THE CITY'S PARKING GARAGES
Effectiveness of Past Performance
Our performance can best be judged by our ability to maintain a stable client base. We have a
track record of providing our clients and customers with a consistent, value -added and high
quality experience, as reflected by our high location retention rate, which was approximately 89%
for the year ending December 31, 2010. Over the past five years, and through trying Y g a P Y g �' economic
times, our retention rate approximated 90 %!
As our clients continue to outsource the management of their parking operations and look to
consolidate the number of their outsourcing providers, we believe this trend can benefit
companies like ours, which has a national footprint and scale, extensive experience, broad process
} capabilities, and a demonstrated ability to create value for our clients.
l
}
}
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f ,
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• MIAMI BEACH PARKING ATTENDANTS FOR TI 1E CITY'S PARKING GARAGES
STAFFING PLAN (OPERATIONAL)
tD MIAMI BEACH
Roamy R. Valera, CAPP
Vice President
Municipal Services
j Brian Scoggins, CAPP
Managing Director Janice Puig
Municipal ;Services
p Regional Manager
Yessenia Cintron
Senior Manager
Administrative Assistant .' Jose Torres
HR Coordinator Project Manager
Attendant II 's
1
Attendant I's
}
12
CLA M I AM I B EAC H. PARKING ATTENDANTS FOR TILE CITY'S PARKING GARAGES
Local Support:
Roamy Valera, CAPP, Vice President, Municipal Services
) As Vice President of Municipal Services, based out of the Miami office, and the local resident
expert, Roamy will be onsite working with Brian during the transition and throughout the
contract. As an International Parking Institute (IPI) instructor specializing in employee training
and development, he will play a key role in the planning, evaluation and analysis of the
operations. With a background in the parking industry that extends over 20 years, including 11
years in the public sector, Roamy previously served as the Miami Parking Authority's Deputy
Executive Director, supervising all on- street and off - street operations, planning and development
directives, as well as the Customer Service Department. He also spent a period of two (2) years
working as the Associate Director of Professional Development for the IPI, where he handled the
training and development for the association on a nationwide initiative, as well as the Technical
Department.
Janice Puig, Regional Manager
Ms. Puig, based out of the Miami office, has over ten (10) years of parking experience with
Standard Parking and helped to develop Miami's portfolio into the successful city it is. Janice is
actively involved and responsible for the current meter collections contract for the City of Miami
Beach and was part of the team that managed the City's Labor agreement for over eight (8) years
from 2000 -2008. Her oversight of over 250 employees, nine (9) public parking facilities and over
1 8,500 parking spaces earned her numerous commendations from the City's Parking Department.
ii Janice will report directly to Roamy Valera in our Regional Miami office.
Yessenia Cintron, Senior Manager
Ms. Cintron joined Standard Parking in 2001 and has since assumed supervisory and management
roles within the Miarni region. Her experience in municipal operations extends to her current
oversight of the City of Coral Gables parking attendant contract. She is responsible for the
operational oversight, reporting and compliance and will report directly to Janice Puig.
Jose Torres, Sr. Facility Manager
Mr. Torres joined Standard Parking in 2008 and has handled the Miarni region special events and
operations, which has included Bayside Marketplace and Mary Brickel Village. Jose will be
responsible for the day -to -day operations of the management and operations for the City of
Miami Beach. His experience in special event parking and his ability to handle staffing levels
have exceeded our clients' expectations. Jose will report to directly to Yessenia Cintron.
Corporate Support:
t } Brian P. Scoggins, CAPP, Managing Director, Municipal Operations
As a Managing Director for the Company, Brian will direct the transition, training, and will
provide consistent oversight and consulting throughout the life of the contract. With more than
30 years of parking experience, including 25 years as the City of Orlando Parking Operations
Manager, he is a Certified Administrator of Public Parking (CAPP) and has direct experience
- managing and directing all the activities for parking garage and surface lot operations, special
event parking, studies and surveys, enforcement, violations processing and collection, accounting
and every other aspect of parking systems. Brian serves on the advisory council for the
1 ) International Parking Institute.
13
MIAMI BEACH PARKING ATTENDANTS FOR THE CITY'S PARKING GARAGES
Steve Warshauer — Executive Vice President
1 Mr. Warshauer has served as our executive vice president - operations since March 1998. Mr.
Warshauer joined the company in 1982, initially serving as vice president and subsequently as
senior vice president. Mr. Warshauer received his B.S. Degree from the University of Northern
`:\ Colorado in 1976 with a major in Accounting.
i
Jim Stevenson — Sr. Vice President
1' Jim Stevenson is responsible for numerous properties in Tampa, Miami, Orlando, Atlanta,
Memphis, Nashville, Cleveland, Columbus, Akron and Kansas City. He was previously
responsible for facilities in Washington, D.C., Baltimore, Indianapolis, Columbus and Ft. Wayne.
In his role as Sr. Vice President, Mr. Stevenson oversees all of the operational, financial and
j l marketing functions of his properties.
Prior to joining the company in 1995, Mr. Stevenson worked for Edison Parking for five (5)
) years. He is a member of the Building Owners & Managers Association (BOMA) and the
Institute of Real Estate Management (IREM), and sits on the Board of the Historic Gateway
Neighboring Council of Cleveland.
1
Mr. Stevenson received his B.A. degree from Skidmore College and his M.B.A. from New York
University.
f �l
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1
0. MIAMI BEACH PARKING ATTENDANTS FOR THE CITY'S PARKING GARAGES
I �
Resumes
} ROAMY R. VALERA, CAPP
Vice President — SP Plus Municipal Services
Mr. Valera has a background in the parking industry that extends over 21
� P g �' ears Y
including 11 years as a public administrator. As Vice President of SP Plus
Municipal Services, Mr. Valera is charged with all of Standard Parking's
Municipal efforts and client relations on a national level.
EDUCATION Prior to joining Standard Parking, Mr. Valera served as a Vice President of
Timothy Haahs and Associates, where he supervised the firm's Florida
Barry University, operations, including project and financial management and business
Bachelor of Public development. Mr. Valera also served as the Miami Parking Authority's Deputy
Administration, Executive Director. He supervised all on- street and off - street operations and
1 planning and development directives. He managed policies and procedures for
Certified Administrator of the Miami Parking Authority, and served as the Executive Director in his
Public Parking absence. Mr. Valera directed a comprehensive development program for the
University of Miami Parking Authority, including managing capital construction projects. He
Virginia /International was also responsible for all historical restoration projects. He served numerous
Parking Institute management positions at the Agency through out his eleven -year (11) career at
the parking authority.
PROFESSIONAL AFFILIATIONS He served as Vice - President and Regional Manager for Standard Parking
Corporation, in the State of Florida, overseeing over 80 locations and 300
employees, including the City of Miami Beach on- street and off - street programs,
International Parking Institute the City of Coral Gables, and the City of Orlando. Mr. Valera also spent a period
Florida Parking Association of two (2) years working as the Associate Director of Professional Development
Greater Miami Chamber of Commerce
Coral Gables Chamber of Commerce for the International Parking Institute, where he handled the training and
Switchboard of Miami development for the association on a nationwide initiative, as well as the
Technical Department.
Mr. Valera is a Certified Administrator of Public Parking, a highly coveted
certification that is sponsored by the University of Virginia in Charlottesville and
the International Parking Institute. Mr. Valera is a graduate of the Greater Miami
Chamber of Commerce Leadership Miami program, and has been involved in
community -based programs ranging from child advocacy groups to elderly care
) facilities. His community focus has been children and youth programs, and Mr.
Valera is a volunteer for the Switchboard of Miami, a non - profit organization that
provides services to those in need.
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15
i
MIAMI BEACH PARKING ATTENDANTS FOR THE CITY'S PAR1CING GARAGES
Janice Puig
Regional Manager
BACKGROUND SUMMARY
Experienced Senior Manager from 2000 to 2008 overseeing the City of Miami Beach Contract.
Oversaw the daily operations of nine (9) municipal parking facilities with over 6000 parking
l spaces and 68 surface lots with over 8,500 spaces across the City. Responsible for overseeing and
coordinating the training of the cashiers, attendants and supervisors at each of the designate
parking facilities, including holidays and during Special Events. Field expert in coordinating and
executing schedules, training and guidelines for parking attendants during events held at the City
of Miami Beach Convention Center, Fillmore Theater, and Lincoln Theater as well as high profile
events such as the Car Show, Boat Show, Food and Wine Festival, Art Basel, etc. Strong and
effective leader, who oversaw a project manager, over 30 supervisors, and up to 250 employees.
Parking Facility Management • Areas of Strength & Expertise
• P &L Responsibility • Strategic Planning & Initiatives
,) • Employee Relation • Policy/ Procedure Development
• Time Management • Contract Review/Recommendation
• Staff Oversight & Development • Vendor Negotiation
• OSHA Compliance • Recruiting /Staffing
• Budgeting & Expense Reports • A/P Processing
PROFESSIONAL EXPERIENCE
Standard Parking Inc., Miami Fl
1998 to Present
Regional Manager
Fast -track career promotion through a series of increasingly responsible management positions
leading large -scale parking operations in South Florida. During her tenure, she has overseen
thirty- two (32) locations, which consist of Class A Office Buildings, Hotels, Retail/ Mix -used,
Residential, Municipal Parking for the City of Coral Gables and City of Miami Beach On- Street
} Meter Collection.
Responsibilities in Operation Management:
• Oversees the development of operating plans and budgets of assigned locations.
+
• Monitors financial and operational results and is responsible for the effective
operation of assigned locations and ensuring that all contractual provisions are
being met.
• Approves expenditures.
• Audit compliance.
• Supervision of day- to -day activities of senior managers, facility managers, supervisors
and attendants.
• Function as liaison between the building management/ owner and field and
executive staff as necessary.
16
m MIAMI BEACH PARKING ATTENDANTS FOR THE
CITY'S PARKING GARAGES
- • Recruits the management team and establishes performance goals.
• Monitor and review the performance of direct reports.
• Visiting all locations assigned on a regular basis. The personal visits are to
ensure that proper operating procedures, corporate policies, and rules and
regulations are followed. A thorough inspection is to be conducted at a
minimum frequency of once per week with emphasis on cleanliness, appearance
of attendants, revenue control and safety.
• Direct and decisive leadership qualifications with particular strengths in planning,
performance improvement, quality improvement, and productivity gain.
• Experienced in the start -up and leadership of new operations and organizations.
EDUCATION
Miami- Dade Community College, Kendall Campus, Miami Fl.
Associate in Science, AS Degree 1997
)
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17
+� MIAMI BEACH PARKING ATTENDANTS FOR TI-IR CITY'S PARKING GARAGES
Yessenia Cintron
Senior Manager
) Professional
Standard Parking, Miami Florida August 2001 - Present
Title: Senior Manager
o Responsible for the daily operation of approximately twenty -three locations within South
Florida.
o Ensure that all existing accounts operate in accordance with the specific SOX operation
plans.
o Works closely with the Regional Manager to expand our operations.
o Supervise day -today activities of all managers, supervisors and attendants as well as many
• other individuals as assigned by the Regional Vice President.
o Provide proper staff at all locations within her Portfolio. Direct responsibility for filling shift
vacancies occurring during normal operating hours as a result of employee absences; personal
administration of vacation requests.
o Supervise safe handling of cash and the timely deposit of cash for all locations.
o Ensure proper revenue trails are established for all transactions and that all locations are in
compliance with internal audit policies and procedures. This includes proper ticket receipts,
proper completion of cashier shift reports, revenue entry into the billing system, control over
monthly permits and validation stamps.
- o Ensure the prompt completion of daily and monthly revenue control logs and reports.
-., P P P Y Y g P
o Function as a liaison between the building property management team and field and executive
- staff as required.
o Establish operating manuals for all accounts and updating existing operating manuals as
• 1 needed.
o Supervise training of all employees; Uphold all company policies and procedures as stated in
the employee handbook and human resource guide.
o Function as the Customer Service Coordinator (CSC) for the Region responsible for the
implementation and monitoring of the customer service program and refresher training
modules and certificates of completion.
o Personally visit all locations to ensure that proper operating procedures, corporate policies,
) rules and regulations are being followed. Inspect the facilities to ensure proper aesthetics,
appearance, and safety and recommend necessary improvements to building property
management.
} o Resolve customer complaints and provide prompt referral of problems and complaints that
cannot be immediately resolved by Regional Manager.
o Prepare and review client budgets, financial monthly statements and aged trial balances.
o Handle accounts payables for all locations within the portfolio; set -up contracts with vendors
for all office equipment necessities.
o Perform other functions and duties as required for the safe and sufficient operation of the
accounts /locations by the Regional Manager.
•
1
)__
18
1
m MIAMI B EAC H PARKING ATTENDANTS FOR THE CITY'S PARKING GARAGES
Education
Barry University, Miami Shores, August 1995- December 1997
Bachelors of Science Degree
Major: Sports Medicine - Athletic Training
Honors: President's Scholarship Recipient
Cum Lade Graduate
Dean's List
Miami -Dade Community College - Kendall Campus, Miami, Florida August 1992 -June 1995
Associates in Arts Degree - Pre - Physical Therapy
Honors: Highest Honors Graduate
} Dean's List
President's List
Skills
Extensive understanding and handling of FAPD parking/revenue equipment, including APS (pay -
on foot) and PIL (Pay -in -lane) machines, Microsoft Word, Excel, Microsoft Outlook, Internet
Explorer, POSPER. FACTS, AS400, Fed -Ex 2.1, 12 -Line Switchboard, Bilingual, PARIS, Strong
analytical and interpersonal communication skills, Detailed oriented and extremely organized.
Experience in managing class `A' office building such as Datran Center One and Two, Miami
Center and centers combining valet/retail /residential /office building such as Village of Merrick
Park, which is currently under her direct management; Experience with valet operations at hotel
and malls. Scored over 100% in major SOX compliance audits from Standard Parking and
General Growth Properties (Village of Merrick Park owners)
1
1
1
s
19
MIAMI BEACH PARKING ATTENDANTS FOR THE CITY'S PARKING GARAGES
} Jose L. Torres
Senior Facility Manager
BACKGROUND SUMMARY
1 Experienced Project Manager with six years of progressive operational management in the Parking
Industry; Innovative, hands -on, results - driven manager with excellent record of exceeding
> performance management goals with proven expertise in the areas of marketing, management and
development of new business relationships. Career includes multiple leadership roles and a
consistent record of accomplishing business objectives and increasing revenues. Technologically
savvy leader with a reputation for strategic vision, effective leadership, and flawless execution aiding
in improving corporate - community partnerships; career skills include the following:
• Parking Operational Skills
• Marketing & Strategic Planning
• Personnel Management
• Budget Preparation and P &L Analysis Skills
• Project Management
• Customer Relations Management
• Leadership Skills
• Employee Coaching and Development
EDUCATIONAL BACKGROUND
University of Tennessee
Knoxville, TN —1994
Bachelor of Science in Business Administration
Concentration in Marketing
l Florida Metropolitan University
Tampa, fl
Graduate School of Management —1996
Master of Business Administration
Concentration in International Business
PROFESSIONAL EXPERIENCE
STANDARD PARKING, Miami, FL
Ambiance in Parking Mar 2008 — Present
Senior Facility Manager
Senior Facility Manager — Responsible for managing four parking facilities in Miami — Mary
Brickell Village, Brickell Bayview Centre, Camden Brickell and 999 Brickell. Portfolio includes
class `A' office buildings, condominiums and a shopping mall; ensure that all existing accounts
operate in accordance to Standard Parking's auditing and policy guidelines; supervise the daily
activities of all staff (over 55 employees) including supervisors, bookkeepers, attendants and
maintenance
porters; establish and maintain close working relations with the clients of the portfolio; ensure
that proper revenue trails are establish for all transactions. This is to include proper ticket control,
control over monthly permits and validation stamps and the accurate maintenance of receipts,
card lists and inventories. In addition to his duties mentioned above, his position is also
20
• G M I AM I B EAC H PARKING ATTENDANTS FOR TIIE CITY'S PARKING GARAGES
)
responsible for the training and coordination of all special events scheduled in the Miami area
within the Standard Parking Portfolio, such as Bayside Marketplace and Mary Brickell Village.
4- Bayside Marketplace: Administered over one hundred (100) major special events, which
1 included Heat Games, concerts, New Year and 4 of July events and parked over 2
' million vehicles in the two (2) years he was in charge. Gross Revenues exceeded over
) three million per year. All 1,200 parking spaces were fully maximized during events in
order to capture all the revenue for General Growth Properties.
4. Mary Brickell Village (MBV): Manage this multi -use parking facility with 844 spaces,
) processing over 1,500 tickets daily; experience with a wide variety of customers and
demographics. The addition of Publix Supermarkets as well as LA Fitness gym has made
this parking facility and mall extremely popular. Gross sales are expecting to reach over
two million (2M) this year.
1
CENTRAL PARKING SYSTEM, Miami, FL
May 2006 — Feb 2008
Operations Manager
Responsible for overseeing the parking operations of over 25 facilities throughout the Miami -
Dade area. Properties range from company lots, to class `A' office buildings, hospitals and valet.
Effectively and successfully managed a $20 million annual budget. Researched service needs and
negotiated appropriate vendor contractual relationships. Hired, interviewed and trained a staff of
100+ professional and service level employees. Supervised all bookkeeping and accounting
operations including payroll expenses, accounts payable and accounts receivables.
.. STANDARD PARKING, Miami Beach, FL
Ambiance in Parking Jan 2006 — May 2006
Senior Facility Manager
Managed the daily parking operations for two 24 hour operation facilities with an annual budget
in excess of $2 million. Interviewed, trained, motivated and supervised a staff of 30 employees to
achieve maximum performance. Served as communications liaison for clients and executive
management. Implemented and enforced policies and procedures that improved revenues by more
than 15% from the previous year.
LANIER PARKING SYSTEMS, Tampa and Miami
Jul 2004— Oct 2005
-' General Manager
t Responsible for business development (prospecting and marketing to new clients) to increase
Lanier Parking Systems market share in the Central and South Florida regions. Responsible for
1 the management and development of the Central and South Florida regions. Managed the
• ) accounting function to insure accuracy and receipt of all income. Human Resource
administration, which includes recruitment, selection, training, coaching, counseling, problem
resolution, performance management and terminations. Managed and monitor the overall
i . ) operations to insure adherence to corporate guidelines and standards. Preparation of budgets for
all locations in the region. Developed strategic business plans for Central and South Florida
regions. Responsible for developing client relationships and business retention.
21
MIAMI B EAC H PARKING ATTENDANTS FOR THE CITY'S PARKING GARAGES
CENTRAL PARKING SYSTEM, Atlanta, GA
Oct 2000 —June 2004
Area Manager
Supervised the daily operations of three parking facilities for CNN and Philips Arena: CNN
Decks, Centennial Garage, and Bank of America Premium Deck; He was responsible for creating
and following a $4.0 million budget operating budget. He also oversaw a department of over 50
employees including police officers. Major accomplishments added increasing revenue during
his first year in charge by more than 25% in all three garages.
Supervised cashiers with clients to ensure that complaints, disagreements or misunderstandings
about rates or services are resolved appropriately. Responsible for designing business
development plans for acquisition of new business in the Atlanta downtown area. Ensured that
proper parking, security, cash control, and customer service procedures are being followed by all
employees. Handled all personnel issues and paperwork for hiring, termination and training of
support staff. Supervised special events at Philips Arena, The Georgia Dome and Georgia World
Congress Center or functions as they relate to the parking facility in order to ensure that incoming
customers are served efficiently and properly. Responsible for coordinating all parking
arrangements for the Atlanta Hawks professional basketball team as well as the Atlanta Thrashers
professional hockey team. Monitored maintenance of the facility to ensure that is clean and
maintained according to CNN's policies and procedures. Trained fellow managers in Six Sigma
) process improvement efforts. Monitored office audits of daily cashier reports to ensure that
proper sales totals are reported and recorded on time and to maintain security vigilance over
possible employee theft and /or inefficiencies. Handled general accounting duties such as accounts
a able payroll, e cash and budgeting.
)
payable, P�Y cash, g g-
)
22
6.11 MIAMI B EAC H PARKING ATTENDANTS FOR THE CITY'S PARKING GARAGES
} Brian P Scoggins, CAPP
Managing Director of Municipal Operations, Standard Parking
Professional Background:
Mr. Brian Scoggins is the Managing Director of Municipal Parking Operations with
Standard Parking. He is responsible for all municipal operations on a national level to
evaluate operations, technologies and implement improvements. Also to ensure proper
operating procedures, auditing and industry standards are followed. He has 33 years of
experience with on street parking operations. He is an expert with all aspects of on street
parking. He will be available during all phases of the contract to provide guidance and
final authority for the entire team and will allocate any time necessary during critical
phases of the proposed contract.
Current and Past Relevant Employment:
Brian worked for the City of Orlando as Parking Operations Manager and retired in 2003
with over 25 years parking management experience. Brian managed all aspects of the
municipal parking operations with direct oversight of parking meter management,
parking enforcement, parking citation processing, parking facility management, special
event operations and traffic control. Brian has been with Standard Parking Corporation
since retiring from the City of Orlando.
Education: Associate in Arts, Business & Accounting Valencia Community College
? Orlando, Florida
Certifications:
Brian is a Certified Administrator of Public Parking (CAPP) through IPI and the
University of Virginia. His knowledge will be instrumental in the City of Atlanta Parking
Management transition along with operational planning and development. Brian is a
member of the Florida Parking Association, MidSouth Parking Association, Texas
Parking Association, Parking Association of Georgia, Carolinas Parking Association and
serves on the advisory council of the International Parking Institute.
Relevant Projects: City of Miami Beach
Client Name: City of Miami Beach
Project Name: Parking Management Services
Project Description: On and off street meter collections and auditing of over 6,000
single space and 30 multi -space meters
Role: Responsible for planning/development & oversight
Relevant Projects: City of Fort Myers
Client Name: City of Fort Myers
J Project Name: Parking Management Services
Project Description: Operation of entire parking system including enforcement, meter
management, ticket processing, booting, garage operations, events, etc.
Role: Responsible for transition, planning/development & oversight.
Relevant Projects: City of Pensacola Beach
Client Name: City of Pensacola Beach
Project Name: Parking Management Services
23
MIAMI BEACH PARKING ATTENDANTS FOR THE CITY'S PARKING GARAGES
Project Description: Parking Enforcement, multi -space meter management, single space
meter management, collections
Role: Responsible for transition, planning /development & oversight.
Location: With offices in Orlando and Knoxville, Tennessee Brian will lead the
operational transition, on going oversight along with planning and development.
•
..
24
CA MIAMI BEACH PARKING ATTENDANTS FOR THE CITY'S PARKING GARAGES
1 _
I � '
Scope of Work
} SP Plus Municipal Services has based our price proposal on the guaranteed minimum number of
hours annually as provided by the City:
Attendant I's: 64,000 - 80%
Attendant II's: 16,000 - 20%
} Total: 80,000 - 100%
A. RESPONSIBILITY OF SP PLUS MUNICIPAL SERVICES
SP Plus Municipal Services will be responsible for the following:
1. Providing trained and uniformed parking attendants at each of the designated parking facilities
Monday through Sunday, including holidays and during special events. The parking facilities
are located at:
.• 7th Street and Collins Avenue Garage
• 17 Street Garage
• 13 Street Garage
• 42n Street Garage
} • 12 Street and Drexel Garage
• City Hall Garage
• 5 and Alton Garage
• Pennsylvania Avenue Garage
• Preferred Parking Surface Lot (Convention Center Lot)
• Anchor Garage -16 Street and Collins Avenue
} • Multiple municipal surface parking lots, including during special Events and/or
) seasonally.
2. SP Plus Municipal Service attendants will:
A. Collect parking fees, validate tickets, and perform related duties.
B. Provide financial and ticket reports at the conclusion of each shift.
C. Submit all monies representative of the shift's activity to the shift/facility Attendant II,
and assist in the recording and deposit of the daily shift cash receipts.
D. Maintain a clean work area, including the adjacent booth area and access control
equipment. Each shift shall be responsible for the cleanliness of the fee computer and its
appropriate use.
i
E. Provide directions and general information to the public.
F. Maintain a neat and well - groomed appearance at all times.
25
MIAMI BEACH PARKING ATTENDANTS FOR TI-EE CITY'S PARKING GARAGES
G. Maintain a friendly, courteous and service- oriented attitude at all times.
H. Consistently demonstrate the ability to communicate effectively in the English
language with the general public, supervisors, and City management.
ti I. Be qualified to complete all required cash and ticket reports to ensure the accurate and
complete recording of such reports. Demonstrate ability to add, subtract, multiply, and
divide in a consistent and accurate manner.
J. Be familiar with City parking policies pertinent to:
} • Monthly Parking Program
• City Decals and Permit Parkers
• Special Event Parking
• iPark
• Hotel Hang -Tag Program; and
• Any other programs implemented by the City
L. Be familiar with the location, hours of operation, and rates of all City parking
} facilities.
M. Trained in operating the City's gated parking revenue control equipment.
N. Perform all other related duties as assigned by the City.
l I
3. SP Plus Municipal Services will provide and require its employees to wear a uniform:
A. Sport/polo shirt, dark pants, shorts or skirt.
B. SP Plus Municipal Services employees will be issued an official City of Miami Beach
photo identification, which shall be required to be worn daily as part of the employee's
official uniform.
C. SP Plus Municipal Services will include its name on the badge.
D. SP Plus Municipal Services acknowledges that the City reserves the right of final
1 approval of the uniform selected by SP Plus Municipal Services.
4. SP Plus Municipal Services will provide one (1) trained Attendant II per location, as requested
on each shift. The responsibilities of the Attendant II will be:
A. Attendance verification: Verify at the beginning of each shift that all booths are
staffed. If personnel are absent or call in sick, it is the responsibility of the Attendant II to
replace the Attendant I immediately. The Attendant II shall issue a bank for each
Attendant I, whose duties are to cashier per shift.
B. Scheduling of shift locations and replacements of daily and weekly schedules;
scheduling for vacations and emergencies.
C. The Attendant If will also serve as the City contact for any problems or questions
during each shift.
•
26
MIAMI BEACH PARIQNG ATTENDANTS FOR THE CITY'S PARKING GARAGES
D. Provide required assistance to parking attendants during shift close out procedures.
Prepare all deposits for shift cash receipts.
-) E. Perform the duties of a Parking Attendant 1, when necessary.
•
F. Perform other related duties as requested by City staff.
5. SP Plus Municipal Services shall use its best efforts to transition those qualified employees of
the existing service provider who choose to migrate.
6. All of SP Plus Municipal Services employees will report any facility maintenance issues,
including but not limited to graffiti, light bulb replacements, re- striping, signage, etc. that need
to be addressed.
7. SP Plus Municipal Services shall schedule monthly performance meetings with City
management to review performance issues.
8. SP Plus Municipal Services shall notify the City of a 24 hour contact via telephone and /or
pager. A minimum of two (2) contact names must remain on file with the City at all times.
) 9. SP Plus Municipal . Mual Services shall respond to
any complaint received from the public or general P P Y P g p
-) the City Administration, in writing, within 24 hours of receipt of the complaint.
10. All training is the sole responsibility of SP Plus Municipal Services. SP Plus Municipal
Services will provide written rules of conduct for its personnel, which must be approved by the
City's Parking Director.
11. SP Plus Municipal Services will provide a Facilities Operation Manual to each employee and
) .a permanent manual containing the SP Plus Municipal Services operating procedures, which shall
i , } be stored in each cashier booth and central facility office.
12. All of SP Plus Municipal Services employees shall be bonded and insured.
13. Smoking, eating, and /or mobile phone use on the job or in a parking facility will be strictly
} prohibited.
14. SP Plus Municipal Services will supply a $100.00 bank for each shift at each facility. The
$1 00.00 bank shall consist of sufficient variety of currency and /or coins to properly provide
change. The City reserves the right to alter the composition of the $100 bank.
15. SP Plus Municipal Services shall be responsible for all pay -on -foot stations, including but
not limited to: providing all funds necessary for replenishing all cash for change bins (two
y bins per pay -on -foot station, which each require $5,000.00), balancing all transactions at all pay-
) on -foot stations at applicable facilities, and performing all other related duties pertaining to pay -
on -foot stations as assigned by the City. SP Plus Municipal Services will have sufficient cash
on hand to ensure that at no time any pay -on -foot station is depleted of change (smaller bill
denominations). SP Plus Municipal Services shall use its best efforts to keep all pay -on -foot
stations operational at all tunes including, but not limited to, minor repairs such as misread
27
ea MIAMI BEACH PARKING ATTENDANTS FOR TIKE CITY'S PARKING GARAGES
tickets, bill jams, receipt rolls, etc.
16. SP Plus Municipal Servivces shall maintain a trained and courteous work force.
17. SP Plus Municipal Services shall ensure that each cashier booth and facility office is equipped
} with the following:
A. City of Miami Beach Parking Guide
B. Chamber of Commerce Visitor Guide
} C. Any other materials provided by the City
18. SP Plus Municipal Services shall be responsible for any cash shortages or missing tickets.
Missing tickets shall be calculated at the maximum daily parking rate. All shortages shall be
sort
g YP g g
delivered to the City of Miami Beach Parking Department, c/o the Finance Manager, within 72
hours of notice of the shortage by the City.
19. SP Plus Municipal Services shall provide continuous and on -going procedural and
equipment training to its employees. SP Plus Municipal Services shall provide a roster of all
trained employees to the City. Employees receivin training at the City's parking tY• receiving g tY ' P g facilities
must be scheduled to work at City's parking facilities. Under no circumstances is SP Plus
} Municipal Services to train employees at the City's parking facilities and relocate the
employee to another contract or client for any period of time without the prior written consent
of the City.
20. SP Plus Municipal Services shall provide two (2) vehicles, (in such number as reasonably
■ determined by the City) for its employees to ensure the effective and efficient transport of
attendants to assigned locations through out all shifts. During special events, more vehicles
may be needed. The City may require SP Plus Municipal Services to rent additional vehicles.
These costs will be passes to the City.
)
21. SP Plus Municipal Services shall perform a background check, in such manner as
approved by the City, on all of its employees, as part of its employment process. The employee
must agree to submit to the successful completion of these screening processes as a condition of
their employment within the first thirty (30) days of said employment. SP Plus Municipal
Services may also be required to conduct other screening and /or investigative measures at the
request of the City. The City has the right to refuse any personnel supplied by the firm. Any
person employed by SP Plus Municipal Services whom the Parking Director, in sole and
reasonable discretion may deem temporarily or permanently in competent or unfit to perform
the work, shall be removed promptly from the job and such person shall not again be placed
with the City.
22. SP Plus Municipal Services shall include its audit and internal controls including, but not
) limited to, the following: code of conduct and a confirmation process, hiring and promoting of
employees, continuous training, fair and balanced discipline, implementation and monitoring of
internal controls, have a strong and independent audit committee, and hiring effective internal
auditors. The City reserves the right to require SP Plus Municipal Services to conduct
investigative measures, including audits and /or surveillance to ensure the integrity of the
system and their employees.
25. SP Plus Municipal Services will be responsible for any and all over time payroll expense
incurred by SP Plus Municipal Services unless this overtime is caused by the failure of the City to
28
MIAMI B EAC H PARKING ATTENDANTS FOR THE CITY'S PARKING GARAGES
notify SP Plus Municipal Services of any special events and their specific parking requirements at
least one week (seven calendar days) prior to the commencement date of the event.
B. MOST FAVORED CUSTOMER
SP Plus Municipal Services shall warrant and represent to the City that the prices, warranties,
benefits and terms set for thin the resulting contract negotiated between SP Plus Municipal
Services and the City shall be at least equal to (or more favorable to) the City than the prices,
} warranties, benefits and terms now charged or offered by the firm, or that may be charged or
offered during the term of the City contract for the same or substantially similar services as
defined in the contract. If at a time during the Term of the City contract, SP Plus Municipal
j } Services enters into another agreement on a basis that provides prices, warranties, benefits and
terms more favorable than those provided the City here under, then SP Plus Municipal Services
shall, within thirty (30) calendar days there after, notify the City of such fact and, regardless of
whether such notice is sent by SP Plus Municipal Services or received by SP Plus Municipal
y Services or received by the City, the City contract shall be deemed to be automatically
amended, effective retroactively to the effective date of the more favorable agreement, to
► provide the same prices, warranties, benefits and terms to the City; provided that the City shall
have the right and option to decline to accept any such change, in which event such amendment
shall be deemed null and void.
' ) C. PERFORMANCE STANDARDS
1. Uniforms/Name -tags:
SP Plus Municipal Service employees will be in full uniform complete with name -tag
at the start of their shift. Failure to do so may result in a request to replace said employee
with one in full uniform /name -tag.
l 2. Customer Service /Conduct:
SP Plus Municipal Services employees must comport themselves in a respectful and
courteous manner when addressing the public /customers. Conduct unbecoming shall
include: smoking, eating, mobile phone use, rudeness, belligerence, hostility,
quarrelsome, antagonistic, aggression, sarcasm, contempt, and mocking. All employees
} shall further refrain from smoking, eating, and /or drinking while on -duty. Complaints
pertaining to customer service including, but not limited to, the behavior outlined above
shall be immediately addressed by the firm. The City reserves the right, at its sole
discretion, to determine if the employee is unfit or incompetent to perform the duties
and may require the immediate removal of the employee and replacement with
another within one (1) hour of said request.
i
I /
29
,
M 1 AM I B EAC H PARKING ATTENDANTS FOR THE CITY'S PARKING GARAGES
l
Proposer's Corporate Responsibility
--)
^l
Standard Parking's Commitment to the Communities We Serve
) Our commitment extends beyond parking management and operations. In addition to Standard
Parking being 110% committed to the City of Miami Beach, we are also (and always have been)
l committed to being a responsible corporate citizen in communities we serve. By way of
example, on December 20, 2010 Standard Parking and UNIDAD of Miami M Beach celebrated P � g 1 lebrated their
12 year of providing toys t
o s o the underprivileged
y p g y youth and elderly in Miami Beach. Although
every year it is rewarding, this past year, we were proud to distribute holiday gifts to over 450
children and 400 elderly during this troubled economy. el.
UNIDAD of Miam .leach, I nc.
,- *
? andarkin � *
• -
� ,� r ( presents �?
�, L 1 �.sy '. p..-2,1 F f a 1 ., I
, ''''-. ,,-.--.,,, ''''. ,'- rizl -; W, ': "; : : , Llit4 7
1 ' \) ; - •�O v j _ 1. .1%.i.';',. ,y
J -d f� R Dzo SQ�N6. �xmgry I . ,,,,,, s ,-,R
�, .� Y ' 1
1 —0 rogo �n
•
4 fl i es
) U NIDAD f Miami Be ach Inc.
j =�X Standard d .Park • — 5 tanda'd Parking
j ,'.. ; �, • t�pisent
c A: /
fi rr++ ^ ;- z j., �' '' - no tc) ..
. ..,,„ , • _ , , .. • ' rttc.„,, i iii .. Li i : ,, , , .., ::
. 0 , , ,
t
) r
, :ts x .. ~� k � {, ' tea y ,t„4, 4, ,' .,:,, ^G �i " ! '
• p ki k"ry' yr i IXL ',• 1 . F } : 1 '` ,y_ 1 , K „!� • ;�i
4t ? a. to •? Au L "A t ti x . 4 a a r ° Y , SS Sy f , .,
si - 'o 1 • 1 , s
}
a olio Tr . ., Miami Beach, ' Flo r ida
i
i
1
37
(t� MIAMI BEACH PARKING ATTENDANTS FOR TIME CITY'S PARING GARAGES
For the past three (3) years, Standard Parking and has provided Halloween costumes to
underprivileged children in the community. In 2008, our donations were directed to the
Children's Home Society. As you can see below, the real stars of the program were the children
themselves who were able to trick or treat with costumes in 2008.
"'''"'''f .tr 1 ff�
'% ,� r / te e 1 r! .^ r. 1+
k . i 4 , . )
t t ( 45' 9 f sy
•
." p t:
'yam * a Y
In addition to the examples above, we are proud that the South Florida Standard Parking Team
has been active participants in donating time or funds to many other wonderful organizations like
- the American Cancer Society, Habitat for Humanity, Humane Society, Boy Scouts of America,
South Florida Urban Ministries, Beaux Art, and Lighthouse for the Blind (to name a few).
Commendations and Awards
Over the years, Standard Parking has been honored by the International Parking Institute with
} nine (9) 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).
Professional Organizations
We strongly believe in multi - faceted benefits of professional organizations. Standard Parking is
active in most State parking associations throughout the United States. Below you will find a
sampling of the associations that Standard Parking has been active over the years.
Standard Parking has been an active member of the Florida Parking Association through Board
participation, committee participation, and sponsorship of the annual conference for the past nine
years. In addition to having general members of the International Parking Institute, Michael
Swartz of Standard Parking, sits on the Board of Directors and Brian Scoggins is on the Board of
38
)
1
MIAMI BEACH PARKING ATTENDANTS FOR THE CITY'S PARKING GARAGES
I
} Advisors. Standard Parking also participates in local associations as an active member of the
1 Coral Gables Chamber of Commerce, BOMA — Miami Dade, and CREW.
)
1p -' -I CORAL GABLES ^� •�..
1 C HAMBER OF COMMERCE ::
i Dto ctopirrgllwiness • •BuildurgCommuui9 , =a Y, ® a
k
) Founded (o�nrJ�ul i 21,1994
^ www.S.FLHCC.com
Inio@SFLI
Chairman Emeritus
'The Gateway to the Hispanic Business Comrnun "
it
Eloy Ccpare G y P� y
`1 Board of Directors
Chairman
Luis E. Bouc, CPA
Past Chairman '''; t
Armand °Trabanco �' t ` , , ' South Fioi da Hlspaini
f - �f " Glt +.t -;ix•r ct f„nf eY.',d,'t:,Yi
Chairman -Elect } 1
Rafael Gonzalez- Jacobo
Vice Chairman
Ricardo Morales
Secretary /Tr
L m t• Ma " la March 9, 2011
Preside# I/CEO
Laiam M. Lopez Mr. Roamy R. Valera, CAPP
? Abraham Abtamovich
R:miouAlecto Vice President, Municipal Services
bele Rape Standard Parking
tluriJnlStrkinuA>,wcietivn Rudy Bustamanic
Luis A. caws 901 S. Miami Avenue Suite 303.
Louisa Ferrara Miami, FL 33130
Santiago Quintana
Orlando Romero
NcryTurrent Dear Mr. Valera:
. )
'• Diamond Circle
Blue Ores Blue shield Florida As President/CEO of the South Florida Hispanic Chamber of Commerce, it gives me
i Crn General Motors great )ensure to write this letter of support for Standard Parkin . i Gcnaal Motors P PP Parking.
United Heath Catty
M
C orporate Partners We have worked with Standard Parking for many years and appreciate the
NI, 1 ': ` A r i k ;f 3 Vrriaavpur +csen aYS.lnc• astern Financial Florida involvement and support that the company has given to the South Florida Hispanic
E
.) Credit Union Chamber of Commerce.
Florida Power &Light
GAL P,o;,am
Macy's Florida Standard Parkin is a company that has the reputation of commune
Mercantil Commcreebank g p Y P community involvement,
PBS & 3 something extremely important and that not all organizations do. We commend
) Staples
Sprint Standard Parking for their community work!
JP Morgan Chase
Waste Mmtagonent Sincerely,
f Board of Trustees
AFLAC
Art Basel Miami Beach 'f
1 AT &T
AT6cT Mobility , � � ?
R1 Cl f71 f AxAAdvis�rs L.I.0 / t%�®I• fr
I Bank Atlantic ill m M. Lopez f
a Dank of America
Bati Hed resident /CEO
Bapptist Health South Florida
I CareAcccss
CitiBank
CSA Group
Eastern National Bank
Florida Marlins
Greater &Band Convention &
Visitors Bureau
HSBC Bank
Mango's Tropical Cafe. Inc
New York Life
r Office Depot
Publik Supermarkets, Inc
Regions Bank
Southwest Airlines
l SunTrust Bank
TransAUanta Bank 333 Arthur Goc][ roa Road, Suite 410 • Maud Boaeir,FL33140•Te1 :305 - 534- I903-Fatc3305- 534 -8365 1
Walgreens
. i
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39
IsA MIAMI BEACH PARKING ATTENDANTS FOR TIIE CITY'S PARICING GARAGES
Green Initiative
• •
r''M Standard ParkirIg J SP PIU5 "
61114iiin ADA
Area Compettur) Huw Standard Parking Measures Up
utainability • lacreing global seusilifit Company commitments:
• to adopting procses and
• • procedes at protect the, o Reclegn office processes to reduce e paper use
• em ' o Reduce vehicle 1 carbon emissions
o EPA-complizt proce.sses for wane water ree.1 ia.natior., solid waste disposal 171:11 31%
o Uzeof€ier-eft
• • A.r.bievemp..nt examples:
o Nkrinner of Orac.ie's Entpcnrer the Gr6611 ENtel?prizzAivard recopution of
Vied office procmses that each year .save:
• 312 tow of paper • . 600,000 lbs. of solid svaste
• 624 tom of trees 19,000 lbs. of enisions
• 5.1 Eon oftexer •
o Propiietary Click and Pori; online reset-ration system left- cu,-tomen reserie
parkkg and provide user-specific routing that integrate.s roadway capacities
with demand to reduce travel times aad cut =bon emissiom.
o Proprierary and Ride online resen-ahon system lets custoinem merve
- - . - . -
bus seatuag and leave their cars at home.
• Proprietaty Stattdand thiirmieire.ining cuticula focused specifically on
n-aste water reclanntion and hazardous solid waste dipos-.1 in accordance
with. federal and local emirorrmentll rules and rep/ado.
o We're helped client convert thouninds- of inecient light fixtures to more
efficient. models. EI)A stati the ensironmenta.1 impact of
converting only 100 inefficie.nt fixtures:
Annual Reductions Eauivalen=
• 107,000 lbs. of carbon cliode • Planting 14 acres of
• 434 lbs. of sulfur dioxide • Saving 9i50 gallons of cis
• lbs. of nitrogen osides • Taking 10 cars falm the road
A.pplying these per-hiinared-fa-mre tat to the thousands of fixtures
we've convened translates into dramatic enrizzAmmtal
Ow ifi;:ion: To chi.' ouT riiinc' goal: thitaupi oceitcncc, nutoranon and 117p. 17.1
40
MIAMI BEACH PARKING ATTENDANTS FOR THE CITY'S PARKING GARAGES
Attendant Staffing and Services
Our cash and revenue control procedures accurately identify actual daily transactions and sales
and also protect and safeguard parking revenues. These procedures are summarized in the
following paragraphs.
,` -- 1 Revenue Collection
1 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
supervisor deposits all cash in excess of $200 into a drop safe. The supervisor 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. At the end of the shift, the total revenue
^ l collected is recorded on the cashier report form.
fl Bank Deposits: The Attendant II collects all of the transient cash each day by retrieving the
cashiers' drop envelopes from the safes in the cashier booths.
Cashier Report: Each cashier prepares a daily report for each shift and each day of the week.
This report contains the following information: beginning and ending ticket numbers; total tickets
collected in each rate category (with dollar extensions reflecting the total dollars represented by
.) those tickets); all non -cash tickets; lane number; revenue collection date; cashier's name; shift
revenue (as reported by the cashier); deposit amount (as counted and recorded by the cashier);
and over /short amounts.
' - SHIFT AND REVENUE REPORTING GUIDELINES
Listed below are general guidelines to follow when reporting revenue for each shift.
1
• Locations will use the City approved shift reports.
'..
• Each attendant will submit a Cashier Shift Report at the end of his /her shift.
� I
• Verify start bank. Attendants should sign their Cashier Shift Report in order to document that they
have verified the start bank.
�.'
• For all attended facilities, attendants should drop excess cash receipts into a safe. The excess
1 threshold amount will be determined by the City.
•
• Cash drops /deposits will be made per the City's policies and procedures
•
• Cash drawers should be emptied and left open when the booth is unattended;
,1 • Whenever possible, attendants should lock the booth doors for security reasons.
)
52
•
•
- a
MIAMI BEACH PARKING ATTENDANTS FOR THE CITY'S PARKING GARAGES
DAILY AUDITING
Below is a list of the type of transactions or revenue control elements that should to be audited and
reconciled frequently (preferably on a daily basis):
• Cleared transactions
• Non - Revenue tickets
•
• Mutilated (Void) tickets
• Manually swiped credit card transactions
1 • Lost tickets
• Full and Partial Coupon tickets
• Full and Partial Validations- to -be- Billed Tickets
• V.I.P. Cards
) • Overrings/Underrings
• Travelers ' Checks
• Sequential flow of non- resettable meters, tickets and credit card batches
• Ticket re- computation test
DAILY LOGS
The following logs should be maintained daily:
• Over /Short Cash Log
• Overring/Underring Log
• Balance due Log
• Ticket loading Log as needed
• License plate Inventory
• Manager's Log
)
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53
+� MIAMI BEACH PARKING ATTENDANTS FOR THE CITY'S PARIING GARAGES
Special Events
Periods of peak demand and special events represent an opportunity to generate large amounts of
auxiliary revenue very quickly. We will be prepared to ramp up staffing to provide a smooth
flow of traffic and maximize the opportunity.
Meeting the demands of a special event begins with planning. Generally, special events come in
two types: those which are one time events and those that occur with regular frequency. One time
events don't follow a fixed schedule while recurring events follow a predictable and known
schedule. While reoccurring events can be predicted with a fair degree of certainty, it is critical
to be in communication with the coordinator of the event for any one time events. Once the event
information is known, staffing, supplies, signage and other needs can be determined.
Staffing
> Typically, the following roles will be involved in the staffing of special events:
Management - A member of management will be on site during the ingress and egress of special
events. We believe that on site management allows us the greatest opportunity to have a
successful event which includes delivering high levels of customer service.
Pre- Collect Cashiers - We will utilize cashiers to collect parking fees upon entry. They should
be located within the parking facility or lot to create a queuing area, thus allowing staff to service
several vehicles at once and to move traffic off of the streets.
r "
,) Traffic Directors - During events we recommend the use of a flagging position to assist in
attracting customers to the facility /lot and to help direct them within. Cashiers can accomplish
this task when they are not actively engaged with a customer.
I'.
Revenue Control
Revenue Control is critical to the overall success of any special event. Because there is a
,) significant amount of cash being collected in a limited amount of time, management is
responsible for being very visible and conducting spot audits to ward against the following:
4. Re- selling tickets - Cashiers will only issue one part of the three part tickets to the
) customer and sell the same ticket twice and pocket the additional revenue.
4- Over/Under charging customers - Friends get one rate and the public another to make
up the difference.
"Dealing from the bottom" - Cashiers will sometimes use tickets from the bottom or
middle of their stack in the hopes that an audit will not be performed and that those
I ) tickets will not be accounted for in the final total that they are required to return.
'
1� )
Event Travel Demand Management (Service is available for an
additional cost during major events)
54
� C
+m M 1 AM (BEACH PARHING ATTENDANTS FOR THE CITY'S PARKING GARAGES
We recognize that effective planning for any event requires demand management that will
�} encompass the entire parking and transportation experience of all user groups. We stand by to
work with the City to incorporate our state of the art permitting, routing, and reservation system.
This tool can lead to improved traffic flows, reduced congestion, and increased parking revenues
~� while decreasing operational costs. Direction and implementation of this program will be
;�- overseen by a veteran of these services:
"\} Mike Witte, Vice President Event Operations
Mike is responsible for transportation planning, development and operational implementation of
major transport programs and annually oversees events such as the Super Bowl. His experience
also includes work with International and National Law Enforcement Agencies in developing
-- comprehensive and efficient transportation & security access plans at five Olympic Games (2010
Vancouver, 2006 Torino, 2004 Athens, 2002 Salt Lake and the 1996 Atlanta Summer Olympics).
) Mike has communicated and presented complex transportation and security access plans to
various departments, committees and communities nationally and internationally during his 12
year career. He is a graduate of Castleton College and has served eight years in the U.S. Army.
} Through initial planning we will address and record all transportation information that should be
considered to ensure your events runs efficiently. This planning includes:
Wayfinding Signage Planning /Placement Traffic Management Plan
Parking Management Maintenance of Traffic Device Plan
�1 Permit Management Vehicle Screening
)
Staffing Management Management of Access Control Points
Communications
} Further, while others claim to operate a full systems plan the truth is, they only service part of a
) complete systems plan. We develop a Systems Operations Plan for each transport constituent
group which includes the following components
Systems Design Systems Management
System Operation Schedules Dispatch Plans
Staffing Plans Communications Plan
i
Equipment Procurement Public Agency Integration
Fleet Management Driver Training Programs
Maintenance Facilities Signage Plan
By implementing this system, we can provide you with the most comprehensive plan for
managing your event's parking and transportation needs. It's --only through our developmental
methodology and implementation of our plan that you can receive the high -end of service that we
} provide regardless of the size or budget of your event.
i l
In addition to many regular clients, we have managed scores of complex events both domestically
and internationally through our Gameday subsidiary. Following is a representative list:
55
1
MIAMI BEACH PARKING ATTENDANTS FOR THE CITY'S PARKING GARAGES
1
-1 2011 Super Bowl XLV 2007 Daytona 500
+ r e. 2010 World Equestrian Games 2007 Cricket World Cup
2010 Vancouver Winter Paralympics Games 2006 Winter Olympic Games Consultant
[• 2010 Vancouver Winter Olympic Games 2006 University of Phoenix Stadium
2010 Super Bowl XLIV 2006 Super Bowl XL
' 2009 Super Bowl XLIII 2006 Michigan International Speedway
2009 NCAA Men's Final Four 2006 Daytona 500
2009 Daytona 500
200
5 Super Bowl
yt XXXIX
P
2009 Carfax 400 2005 Presidential Inauguration
2008 World Market Center 2005 Michigan International Speedway
' 2008 Super Bowl XLH 2005 Major League Baseball All Star Game
2008 NCAA Women's Final Four 2005 Daytona 500 - Daytona, FL
' 2008 Michigan International Speedway 2004 World War II Memorial Dedication
2008 Daytona 500 2004 Super Bowl XXXVIII
2007 to Present - NY Jets and NY Giants 2004 Summer Paralympic Games
2007 Michigan International Speedway 2004 Summer Olympic Games Consultant
. 2007 Super Bowl XLI 2004 Michigan International Speedway
2007 Men's Gold Cup 2004 G8 Summit
f Click & Park .••�..
In addition to the already stated special ^' = "�' 5" "°wi priFF
event staffing operations methods and - . ... ..... „„ ....,=
.) capabilities, our team alone can offer AIP:R- -
C lick & ou r proprietary service to gcW *am °° ® ° °x .4.......:..* ' • . I 0 ,,
" - P P ary - �7 � ,"' U DR � ,0D%x.
j sell and reserve event parking online. D12001202A {A4
Once purchased, patrons print out a - -
i ticket with a unique barcode that they '�G
Ill SALT LAKE 2002 Ams�n2211 "" � 1 SPEEDWAY
can use to access the parking facility. u�. ^� e , p l y , . .
The printout will also include an
.} individualized map to the facility as well .,1.~ '� --``
P �' � �,�1 *.fit \
' ' , , _, ��
} as advertising if so desired. The system A� � `i � 1 r � 1 X C �_ "�M . S .
knows the capacity of each road leading
to the event and routes each individual ,
•
patron accordingly -this drastically ` ` x a - ,'•,,'' , : rP,➢
471, „ i ., . • l ' Nl'LAGD
reduces the clogging of surrounding 10 C `''`'K'"°`'d` °p
streets and makes the whole experience a ; ,r , "" ^h
more pleasant one The system has been i gs 000 ___ OQocaccx a ^F a y, .
f ■
used by the NCAA, MLB, NFL and ;,
},;� cwt
Olympics just to name a few. We will
work with you to establish and market
the system aggressively. e jam)
W a ld Fgmesalan Wmes
J y - IX7t RIYA11,4t 1rfl,.. n°iw .. .u p � y yY "` • ���
}
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56
m MIAMI BEACH PARKING ATTENDANTS FOR TIIE CITY'S PARKING GARAGES
Transition Plan
SP Plus Municipal Services has developed a comprehensive phased plan for transitioning
parking operations. During each phase of the transition, we will use a team approach that is
carefully coordinated and administered by Senior Management. Each transition team member
will be assigned specific responsibilities within his or her area of expertise. Throughout the
transition process, we will maintain open lines of communication with the City staff to measure
-, i progress on an ongoing basis.
Our goal is to maintain operations while minimizing disruptions. We take a very detailed
approach to ensure continuity, service levels are maintained and revenues are collected and
properly accounted for.
The transition process starts with pre - transition, which is already underway, right up through
actual implementation. We are anticipating process as follows:
Pre - Transition
Use existing operations, which consist of 213 local employees ready for deployment;
> management and infrastructure to observe and become involved in activities and existing
conditions. Allocate resources for our Municipal Team to conduct site visits and perform initial
due diligence.
Post award - Transition
Upon receiving notice of award we propose to utilize our municipal team in partnership with the
City to perform a comprehensive evaluation of operations, personnel and processes. Our proposed
transition is as follows:
Phase
• Meet with representatives from key City staff members to identify priorities, critical
issues, immediate needs and future plans. This will be crucial to identify needs and
supplies within the first 6 months to ensure there is no lapse or delay.
• Complete initial evaluation of operations.
• Engage in respectful discussions with current operator to ensure continuity of operations
► and services and to offer assistance for smooth transition.
• Begin discussions with all existing employees to introduce who we are, create a dialogue
of trust, ease tensions and discuss recruitment.
• Make fmal decision and hire project manager with City's approval.
• Begin initial recruitment efforts and set expectations.
• Determine initial needs for supplies, equipment, etc.
57
[ La MIAMI B EAC H PARKING ATTENDANTS FOR THE CITY'S PARKING GARAGES
Phase II
• Continue processes from Phase I.
■ Implement comprehensive recruitment process from Phase I — initial training and
expectations are communicated — ongoing process.
• Continue system evaluations and needs — ongoing process.
• Weekly communications with the City staff /representatives.
■ Inventory and order supplies, parts, office equipment, etc.
• Determine what office equipment is needed and
place order.
• Training program initiated.
Phase III
■ Set up office, establish e -mail addresses, and obtain cell phones.
■ All potential employees are identified and processed.
• Comprehensive training sessions conducted — on going process.
• Development/revision of SOP manuals.
■ Establish phone lines, DSL connections, etc.
• Continue all tasks begun in Phase I and Phase II.
' ) ■ Maintain communications.
} Phase IV
• Final needs assessment between City staff/ representatives, SP Pius Municipal Services
and current operator.
• Finalize trailing for all employees.
• All new employees will job shadow next to existing employees.
• • All uniforms received and distributed.
■ Final inventory for all supplies, equipment and processes.
}
• Final meeting with transition team and City officials.
N Contract begins.
Planning is the key to successful implementation of any large complex project. Our experienced
staff and management team will work closely with the City in the planning phase to ensure that
the groundwork is laid for a successful, one -time implementation and a well - designed overall
system that will exceed your expectations. Over the years we have developed an implementation
methodology that has proven extremely successful.
} The key aspects of this process include:
• Assignment of an experienced task oriented Project Manager to oversee the process from
the first pre- implementation meetings to the actual implementation and the post
- implementation operations phase.
• A well-defined and documented process that allows the City and SP Plus Municipal
Services, the existing contractor and all stakeholders to monitor the progress of the
project and measure key milestones.
58
0- MIAMI BEACH PARKING ATTENDANTS FOR THE CITY'S PARKING GARAGES
• Preparation and execution of a comprehensive test of operations prior to final transition
to ensure that all processes, functions and equipment are working as designed and that the
) system works as expected.
• Utilization of timelines and checklists to assign and verify completion of specific tasks.
The final phase of transition entails our ongoing commitment to excellence in the operation of the
parking system. We will ensure this high standard of performance through frequent field
appraisals performed by our Senior Management staff. SP Plus Municipal Services has the most
comprehensive corporate and management support structure in the industry. As with all phases
of the transition plan, we will communicate frequently with staff on pertinent issues and provide
progress reports.
, •
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59
I .
MIAMI BEACH PARKING ATTENDANTS FOR THE CITY'S PARKING GARAGES
; T ' } Recruitment and Hiring
SP Plus Municipal Services is committed to hiring the most qualified applicants for all positions,
providing the residents of Miami Beach priority status. Pursuant to Company policy, all
employees of the current operator that meets SP Plus standards and qualifications will be afforded
the opportunity to work for us. We value their experience. We value their expertise. We value
their commitment and loyalty to the City.
Our programs and plans are designed to attract and retain the very best people available. We
> recognize that each position needs to be filled by an individual who has high integrity, a good
work ethic, a service orientation and is safety conscious. Because we know that satisfied
employees provide the best customer service, our wage and benefits packages are highly
competitive and attractive.
We recognize the need to recruit effectively and have developed position - specific, structured
interviews to ensure that both technical competencies and the behaviors needed for employees to
Th succeed are being evaluated. Most importantly, because we understand that the City has unique
r ) requirements for defining and implementing operational excellence, we will consult with you to
ensure that all operational expectations and specific needs are identified and addressed in the
development of our recruitment process.
Potential Employee Identification
�. , We utilize a number of different recruitment sources to post positions and invite applications and
resumes including the following:
o Partner with UNIDAD /Miami Beach Hispanic Community Ctr.
o Internal Job Posting Program
o Major Internet Job Boards
- o On -line Career Centers
► o Community Organizations
) o Participation in Industry Associations and Organizations
Once identified and giving qualified Miami Beach residents priority, candidates are directed to
our on -line application process which allows frontline applicants to apply 24/7 from anywhere
with internet access (or through our toll -free job hotline), and our managers to quickly identify
and pre - screen potential candidates. This structured program greatly enhances the quality of
hiring decisions and compliance with employment regulations.
Postings for management and administrative positions can also be found on our online career
► center. This is an effective tool in helping us brand ourselves as an "employer of choice" by
enabling us to share key information that we feel is relevant to any prospective employee, such as
potential career paths, benefits, training opportunities, and our commitment to diversity, among
other things. Effective employment branding also helps us attract the caliber of candidates we are
seeking for this contract.
At the front -end of the process, we often use a professional telephone interviewing service to pre-
screen candidates before they are invited in for formal interviews. Hiring managers are trained in
how to narrow down the potential pool of applicants to qualified individuals, and how to
69
,
CA MIAMI BEACH PARKING ATTENDANTS FOR THE CITY'S PARKING GARAGES
i .. )
thoroughly check employment and personal references. Our re- screening techniques have been
P g q
shown to significantly reduce potential violence, theft, financial loss, sexual harassment and other
workplace problems.
-} We have found our approach and process for sourcing, interviewing, evaluating and testing
candidates for employment has reduced turnover rates and staffed our operations with a quality
f team of professionals.
Retaining Existing Employees
In those cases where we assume management responsibility of an existing operation, as will be
the case here at the City, we always interview existing personnel in an attempt to retain those
qualified employees who have a successful operating history. Our experience has been that
replacing existing staff members, who often are quite knowledgeable about existing conditions,
merely for the sake of change often is unnecessary and, in fact, counterproductive since their
retention usually enhances and facilitates a smooth transition. Thus, our preference is to retain
qualified staff members when possible, and to focus instead on teaching them new techniques as
necessary in the context of our performance standards and expectations.
j Our hiring and pre - screening process helps us retain qualified employees for the long -term,
... which, in addition to reducing turnover costs, allows established personal relationships to be
maintained.
Equal Employment Opportunity
As an organization, we are committed to providing equal economic opportunity to all through
employment in our offices and at the locations we serve. We have adopted a policy of equal
r employment for all workers, regardless of sex, color, age, race or creed and strive to ensure and
maintain a working environment free of harassment, intimidation, and coercion.
) In addition to our compliance with all applicable federal and state laws regarding equal
) employment opportunity, we often work with community groups to increase the accessibility of
job opportunities to as diverse a group of applicants as possible.
) Through our Community Hiring Program, we work with city - funded job agencies which offer
community residents employment services such as skill assessment, career planning, job
placement, and job resource information. All our job openings are posted with numerous
) agencies, and these agencies notify us immediately of any qualified candidates they may have,
who then participate in our traditional interviewing and hiring process. We also work with
TJNIDAD /Miami Beach to hire young men and women looking for a summer job or who might
be interested in a career in the retail /service industry (on a national level, we work with the
nationally recognized READY program that helps prepare young people for careers in retail).
Through our comprehensive policies, we not only meet but go far beyond the established goals of
} our governmental clients, recognizing the potential impact of these programs on our continued
success and on the growth and vitality of the communities in which we operate.
t
Screening Requirements
We will meet all federal, state, local, and regulatory requirements for the hiring and employment
of each position to be assigned. Our employees are vetted through a comprehensive pre-
employment screening program with an applicable background check specifically reflective of
their job duties and responsibilities. These checks are conducted by Hire Right, an outside
background service, and include (depending on the position) the following:
•
It'tlt } L I RE S . HIRE SMART. HIRERIGHT.
70
m MIAMI BEACH PARKING ATTENDANTS FOR THE CITY'S PARKING GARAGES
(
r Motor vehicle record (for Supervisors when applicable)
-- Social security number validation.
Social security number trace.
Criminal background (including applicable arrest record).
( Verification that the individual is able to work in the United States.
( `) Benefits and Wage Rates (in compliance with the City of Miami Beach
) Living Wage Ordinance)
-.,) SP Plus® Municipal Services is committed to providing a total compensation and benefits
package to its employees. It is an integral part of our larger mission to enhance operational
) excellence, a customer - centric culture and ongoing innovation and idea generation. We
understand that proper compensation and benefits motivate employees to perform at a very high
)
level and minimizes turnover.
In addition to competitive hourly wages, the compensation package includes the following
offering:
Medical Insurance Holiday Pay
Dental Insurance Vacation Pay
Health and Dependent Care Reimbursement Sick Pay
Flexible Spending Accounts 401(k) Savings Plan
Vision Plan
)
r
)
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t
)
71
MIAMI BEACH PARKING ATTENDANTS FOR THE CITY'S PARKING GARAGES
Training
Appropriate and relevant training is vital to the success of any successful parking operation, all
the more so at the outset of a transition. We will work with you to ensure that our training
programs are customized to convey and instill principals desired by the City. It is because we
place such a tremendous importance on quality training that these programs will be led by
( industry leaders including designated International Parking Institute trainers. No other firms can
deliver the quality of training or depth of expertise that we will bring to bear.
SP Plus Municipal Services is committed to a smooth and seamless start-up as we partner with
you to transition from the current operator. Our goal is to maintain operations while minimizing
disruptions. In addition to our internal training programs, we will work with you to ensure
^� continuity and that service levels are maintained.
Tracy Lendi, our Director of Training and Development will design the training program for each
position working in tandem with our internal experts in municipal parking operations.
Tracy Lendi, Director of Training and Development
) Starting with Standard Parking in 2006 Tracy serves as our Director of
Training nd Development. She will be responsible for overseeing the a fir:
g P P g
design and implementation of the numerous customized classroom and , 3 "
online training programs. Previously employed at Underwriters Laboratories, . x
Tracy participated in the oversight, design and development of engineering $'
training programs and the development of UL University. Tracy holds a "
•
/ Wes
Masters degree in Training and Development from Roosevelt University
and is currently in the dissertation phase of her PhD in Instructional Design r `
for Online Learning at Capella University. Tracy was recognized by Training '
Magazine in 2008 as one of the Top Ten Young Trainers across the United States and was
recently selected as a 2010/2011 Woman of the Year by the National Association of Professional
Women.
Our programs have been recognized by numerous industries and we have been the recipient of
five national awards, including two Telly awards, and a national award for excellence by the
National Association of Industrial Office Properties (NAIOP). No other company places as high
a premium on customer service enhancement and its positive linkage to a professional, in -house
training department.
To supplement formal classroom training, we utilize the interne as a training resource through
our in- house, web -based training system — Standard University'. From a secure website,
specific content is made accessible to create a customized training plan for each individual
employee. Each module of selected information contains corporate policies, instructions and
exercises that blend learning theory with practical, on-the-job applications. Our corporate
training department downloads status information from the website to assist management in
assessing the training progress of individual employees.
72
•
Ca MIAMI BEACH PARING ATTENDANTS FOR TIME CITY'S PARKING GARAGES
i Below is a sampling of the type of training programs we have created and implemented in other
accounts. We will work hand in hand to create a training program appropriate for the City. Some
' } of these programs will not apply to this contract.
—� 5ts.rdpirk:r, Mktsuft lntsnst Water tJ:,
j'
; 0 i G % 1 : v: � x . �t ter : _!3
L e —..
Cit a .s" .e Fd`ta. G •, ro 3r. i :2= — -
xt- lrttw.dtL•L:+,tuaY.af q.
kr"" •"Ad", tid Tape Audit Overview
vrrn: •rr ..rere untinrory r..n.o,.n,,.,.r. n.� i
•
r_\ T- Re: r;- •Co d
•
-44'A 4: a ( IETt 3 1! se.;° - ' Rc . en r..n..�ne N... £ t
' n ,ten S _ ^ (MNMtWy tYu+/a,eMi
n� nmm� ta t.M Y nMtMP - - . 404 Q
, MI rte.
teas RN.sw lh, Cubit r Rem.itysinti lhs
'� d.e.nmt,,...•fin „». S.!Ropo1 fen compsto, shl.'ILpn. ,
S:rtl,.
It
ht [,ggNet Ynitt I,rr
. nv en trun0
Th r hrt +Aln let
We are happy to give a demonstration of this system and a tour of Standard University at
your request.
Training of new frontline employees begins on the day of hire with an orientation session that, in
addition to formally introducing the company, sets out the specific technical and customer service
•
training programs the employee will be required to attend. Orientation is rom tl followed b
P P Y by
technical skills training, ch provides employees with the -
entored on-
g P on-the-job learning
� J
1
experience needed to begin contributing to facility performance right from the start.
Attitude, Appearance and Conduct/Employee and Public Relations
Throughout our more than 80 years of operation, we have pursued an unwavering philosophy –
provide excellent customer service! This goal permeates and drives our culture. It is our
mission, and the root of our success. In fact we recently were awarded the Excellence in
•
Customer Service award from the city of New Orleans in recognition of this dedication.
. 1
Each component of our business plan, be it broad or narrow, highly visible or quietly supportive,
u ase
is based upon placing qualified and trained personnel in positions, with appropriate P P gq P P � pPriate resources and
P
tools, to perform clearly defined and structured tasks, and deliver timely, courteous, efficient and
memorable service.
• Our targeted Three Keys to Customer Satisfaction classroom -based training pro am is our first
�'
step to continually enhancing customer service skills. The reputation we have developed for
outstanding customer service has been built on these formal training sessions that emphasize
vehicle, facility and employee appearance, constructive customer relations and positive resolution
of customer inquiries and concerns. These sessions optimize learning through exercises that
encourage interaction between participant and trainer.
Key #1 - First Impressions: Facility and Employee Appearance. Employees leans the •
importance —both for themselves and the client—of maintaining a well- groomed appearance. As
our classroom trainers point out, in just ten seconds a typical customer forms eleven distinct
• impressions about the Company and the service to be received.
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MIAMI BEACH PARKING ATTENDANTS FOR THE CITY'S PARKING GARAGES
Key #2- Successful Customer Interactions. Never a minute goes by without attendants
interacting in some way with customers. To make sure these interactions always proceed
smoothly, trainers emphasize the importance of looking good, warmly greeting customers,
communicating in a polite and professional manner, and saying good -bye with a sincere thank
you.
Key #3 Effectively Resolving Customer Issues. Some customers want information, some want
solutions and some just want an ear to bend. Training helps frontline employees to identify the
} issue and the appropriate approach to take.
In addition to Three Keys to Customer Satisfaction, employees are also required to attend formal
refresher training sessions to "brush -up" on their customer service skills and receive further
customer service training in the following modules:
)
Making a Positive First Impression
Properly Greeting Customers
Communication Skills
Basics of Effective Communication
Conflict Avoidance
We value our customers, the residents, employees and visitors to the City of Miami Beach. Each
individual is special and must be treated with respect, dignity, care and compassion. His/her
questions will be promptly answered, complaints /compliments will be timely addressed and
resolved, and input will be taken seriously. All feedback will be viewed as constructive.
With your permission, assessment of customer service will be provided through electronic
surveys, online forums, and distribution of physical surveys. We will develop a mutually
agreeable process for direct feedback and observation regarding the quality of our employees and
the service we provide. Our management staff will review all customer surveys and provide
prompt responses to any complaints or inquiries.
Cashiering
We recognize that every location has unique requirements for defining and carrying out
! operational excellence. To that end, we will consult with the City to ensure that all expectations
and location - specific needs, including the City's parking policies and an understanding of the
City of Miami Beach area, are identified and addressed in the development of our training
} solutions. These sessions optimize learning through exercises that encourage interaction between
participant and trainer. Following is an outline of the minimum training each cashier will go
through:
} Introduction/Overview /Policies "Three Keys to Customer Satisfaction"
Advanced Customer Service
Conflict Avoidance
' ' Stress Management
Communication Skills
•
Lost and Found Procedures
ADA Sensitivity
Complaint Handling
Company /Client Orientation
Employee Handbook and Manual
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t m MIAMI BEACH PARKING ATTENDANTS FOR THE CITY'S PARKING GARAGES
Sexual Harassment Prevention
Diversity /Sensitivity
Drug /Alcohol Policy
Facilities Orientation and Tour
Customer Service Training
Cashier Procedures: The Fundamentals of Being a Cashier at Standard Parking
Module I: Introduction
Welcome to Standard Parking!
Rules of the Road!
Military Time
Cashier Shift Report
Equipment Inspection and Maintenance
Securing the Facility and Keeping it Safe
Radio Communications
- y
Closing a Shift
Module 2: Tickets (where applicable)
Various Types of Tickets
Non - Revenue Tickets
Void Tickets
Validations
Coupons
VIP Cards
Monthly Permits or Hang Tags
Lost Tickets
Manual and Exception Tickets
Validations
Grace Period
- �
Module 3: Revenue Operations (where applicable)
Coin Box Operations (Honor Box Operations)
.) Cash Transactions
} Exact Amount
Change is Due
Refund is Due
Pre -set Daily Rate
Check Acceptance
Personal Checks
Traveler's Checks
Third party and Employee Checks
Credit Card Acceptance
' Credit Card Transactions
Manual Transactions
Payment Card Industry (PCI) Data Security Policy
Credit Card Refunds
i Credit Card Revenue Reporting
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Ca_ MIAMI B EAC H PARKING ATTENDANTS FOR THE CITY'S PARKING GARAGES
Fee Computer Shift Tape
Currency vs. Counterfeit
Bank Deposits
Balance Due Transactions
Balance Due Report
- Cash Overrings & Underrings
Cleared Transactions
} Executing a Cleared Transaction
Documenting a Cleared Transaction
Module 4: Emergency Procedures
•
Customer Damage Claims
..., In Case of Emergency
Fire Prevention and Control
First Aid
Accident or Theft
Intoxicated guest requests a vehicle:
Conclusion
Cashier Shift Report: An Automated Revenue Collection and Reporting Process
Module 1: Standard Parking and Our Mission
Role, Accountability and Professional Expectations
We Need Your Help!
Introduction Activity
Module 2: Cashier Shift Report (where applicable)
Objectives for this Module:
Locating and Installing the CSR Program
} The CSR File Structure
Create or Edit a Location Template
Rate Detail in the Location Template
Transient Cash and Credit Cards
Rate Detail in the Location Template
Editing the Revenue Category on the Location Template
Creating and Setting Up a New Cashier Shift Report
Entering Data into the Cashier Shift Report
The Tabs in the Cashier Shift Report
Cashier Shift Report Program Maintenance
Deleting Cashier Shy Reports
In addition to Cashier Procedures and Cashier Shift Report, parking attendants and other
personnel can receive further training in the following categories and modules:
Operations
Cash Over /Short
Check & Credit Card Acceptance
Claims Management
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MIAMI BEACH PARKING ATTENDANTS FOR THE CITY'S PARKING GARAGES
Cleared Transactions Review
Coupon & Hangtag Administrator Program
Equipment Meters and Ingress /Egress Reporting
Environmental Protection and Compliance
Exception Tickets
Honor Box Overview
Internal Audit Overview
Key Card Reconciliation
Manual Ticket Review
Mystery Shopper Program
Organizing Your Work Station
Overrings and Underrings
Non - Harassment and Diversity
} Pay Station Revenue Reporting
Rate Change Analysis
Segregation of Duties
} Ticket to Tape Audit
Valet and Hand Issued Tickets
Validations to be Billed Program
Personal Wellness
Managing Personal Stress
Recognizing and Avoiding Burnout
Recognizing and Managing Anger
Balancing Work and Family
Safety
Safety Overview
Robbery Procedures
OSHA 300
CPR Training and Certification
Information on this page contains confidential or proprietary information. Please do not share
with any person other than the representatives of the City of Miami Beach and those responsible
for evaluating the responses to this RFP.
Beyond those stated, we offer many classes in the following categories to all employees (where
applicable):
Operations, Safety, Personal Wellness, Accounting and Finance, Business Development,
Business Essentials, Communication, Customer Service, Employee Relations, Internal Systems,
Management and Leadership, Project Management and Office Applications among others.
Ongoing Training and Quality Assurance
We will follow up initial 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. 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. The following are some
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C MIAMI BEACH PARKING ATTENDANTS FOR THE CITY'S PARKING GARAGES
•
examples of these reward and recognition programs (these programs are only samples and may
) not be applicable to the City):
Frontline Jeopardy is a month -long game led by 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.
.,l 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 employees who complete accurate daily reports.
To ensure that training objectives are met at each location, the Company designates an operations
manager or other administrative employee to be a Customer Service Coordinator for a group of
locations. Working in partnership with the training department, the 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 our standards with the specific needs
and goals of the City.
We further augment our training program with a multi- faceted monitoring system designed to
ensure satisfactory on-the-job performance. Compliance reports are circulated and reviewed by
} all levels of our organization to ensure training standards are maintained.
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.
Customized Training Initiatives: Unique situations at an operation often require more in -depth
. ) analyses to precisely determine specific training needs. Our processes allow personnel to
document and discuss issues with a member of our training staff who will then customize a
training program specific to the needs of the operation and its employees. This system not only
provides customized training, it also provides insight into the needs of the Company as a whole
and focuses where we need to concentrate development efforts.
)
Secret Shopper Service: Our "Secret Shopper Service" audits and evaluates parking facility
attendants and enforcement staff. The shopper evaluates the ticketing procedure and tickets
themselves, the staff in terns of appearance and customer service, and the cleanliness of the area.
A report is generated and sent to management who then pull the ticket to ensure proper ticketing
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MIAMI BEACH PARKING ATTENDANTS FOR THE CITY'S PARKING GARAGES
:
procedures were followed and the transaction was accurate. Based on the aspects of the shopper's
report, necessary actions will be taken (one par month per facility —10 max)
• Customer Surveys: Customer surveys are routinely and randomly conducted (with permission
. ) and approval of the City) so that customers can provide direct feedback and observations
regarding the quality of our employees.
Annual Performance Review: We mandate annual review of employee's performance. These
sessions are invaluable. Not only are employees' strengths and weaknesses discussed and
addressed, but they serve as an excellent forum to discuss the service in general and potential
ways of improvement.
As previously discussed, Standard University' is the face of our learning management system
which not only houses and tracks our training content and users, it also allows us to set up job
•• specific curricula. This provides the employee a definitive learning path to not only master his or
her current position but to take the steps necessary to advance within the Company. Standard
University is available to our employees 24/7 so they are able to get the training they need,
when they need it. The broad reporting features allow managers the ability to view the status of
all completed training initiatives and respective evaluation scores as well as those courses that are
1 currently in progress by the employee.
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