SR-10-13-2015-3OParking Management Services - City of Santa Monica
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various City departments, including Finance, Police, Community and Cultural Services, and Transportation
Management Division, as well as a representative from the Bayside District Corporation, Pier Restoration
Corporation (PRC), City of Long Beach, and Macerich (owner of Santa Monica Place). Staff received and
reviewed five bid proposals; Parking Office staff evaluated references and Finance Department staff
evaluated information on financial stability. During January and early February 2009, the selection
committee reviewed and ranked all submitted proposals.
The top three candidates were selected for oral interviews which were held in February. Pursuant to SMMC
2.24.072, the selection panel ranked the bidders according to the bidder’s price and fiscal responsibility;
quality of services offered; the ability, capacity, and skill of the bidder to provide services; the capacity of the
bidder to provide the service promptly, within the time specified, and without delay or interference; and the
character, integrity, reputation, judgment, training, experience, and efficiency of the bidder.
The selection committee’s top-ranked candidate is Central Parking Corporation, with Modern Parking Inc.
ranked second.
The list below highlights those qualifications exhibited by Central Parking Corporation:
· Largest national parking industry company
· Overall highest quality of services provided among interviewed firms
· Largest number of employees in southern California so they are best qualified to immediately handle
the size of the City’s parking operation
· The City of Long Beach reported extreme satisfaction with Central Parking’s performance stating that
they have “gone above and beyond the call of duty” and “have reduced costs to meet operational
needs.”
· The human resources support provided by the firm (training, customer service) was the best of the
three interviewed firms
· The Central Parking management team exhibited the strongest experience and ability to work with
City staff
· Financially, Central Parking Corporation is the soundest of all interviewed firms
Financial Impacts & Budget Actions
The first-year (FY 09-10) contract cost for facilities already in operation is $3,714,200, the same as budgeted
for FY 08-09, reflecting the focus on managing and controlling costs. Staff is requesting additional services
in the amount of $484,108 for the first year (FY 09-10) for the Annenberg Community Beach House and to
operate Santa Monica Place (assumed open for public parking in December 2009) as an attended parking
facility. These additional expenses are expected to be offset by new gross revenue, which is estimated to
cover the contract costs for FY 09-10. Costs for the Annenberg Community Beach House facility are also
included in a separate enhancement request made for the entire facility.
The 13 month contract cost is $4,558,738 from June 2009 through June 2010. For June 2009 costs, funds of
$360,430 are available at account 01417.555010. For FY2009-10 costs, appropriations will be included in
Parking Management Services - City of Santa Monica
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the FY2009-10 Proposed Budget for Council's review and approval. The contract cost for the first month
(June 2009) for facilities already in operation is $352,463. Staff is requesting additional services in the
amount of $7,967 for the first month (June 2009) for enhanced services for the Annenberg Community
Beach House.
The addition of the Santa Monica Place and Annenberg Community Beach House facilities will require an
expansion of the City’s current Parking Office functions. This expansion would require additional resources
to be included in future year operating budgets, which would be offset by increased revenues.
Total costs for the three-year contract plus two optional one-year extensions are not to exceed those costs
shown on the table below, subject to appropriation of funding by City Council in future year operating
budgets.
Estimated Parking Management Services Costs
Parking Facility First 13 Months
FY 10-11 FY 11-12 FY 12-13 FY 13-14FY 08-09 (June
’09)
FY 09-10
PS 1 -6, 9, 10, Main
St., CCPS, Civic
Aud., Library, Main
St., Beach, & Pier
(Facilities already in
operation)
$352,463 $3,714,200 $4,445,942 $4,664,860 $4,897,879 $5,146,249
Annenberg
Community Beach
House
$7,967 $101,979 $101,979 $113,926 $119,180 $124,735
PS 7-8 (SMP)$0 $382,129 $860,817 $906,196 $954,813 $1,006,982
TOTAL
$360,430 $4,198,308
$5,408,738 $5,684,982 $5,971,872 $6,277,966$4,558,738 (First 13 Months)
Staff has developed these cost estimates in coordination with Finance Department staff.
Comparison of Cost to Provide this Service In-House
If the City were to provide all parking management services described within the RFP, the total estimated 13
month (June 2009 through June 2010) costs would be approximately $7.2 million, approximately 58% more
than the estimated parking management services costs for Central Parking Corporation (See Attachment A).
Prepared by:
Sam Morrissey, Planning and Community Development
Approved: Forwarded to Council:
Name
Eileen Fogarty, Director, Department of
P. Lamont Ewell
City Manager
Parking Management Services - City of Santa Monica
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Planning and Community Development
ATTACHMENTS
Reorganizations - City of Santa Monica
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City Council and
Parking Authority Report
City Council Meeting: April 8, 2014
Agenda Item: 8-C
To: Mayor and City Council
Chairperson and Parking Authority Members
From: Gigi Decavalles-Hughes, Director of Finance
David Martin, Director of Planning and Community Development
Donna Peter, Director of Human Resources
Subject: Transition of Parking Operations Section to the Planning and Community Development
Department and Further Modification to Reorganizations in the Police Department and City
Manager’s Office
Recommended Actions
Staff recommends that the City Council and Parking Authority:
1. Adopt a Resolution establishing classification and salary rates for various positions detailed in
Attachment A;
2. Approve the position and classification changes detailed in Attachment B; and
3. Appropriate FY 2013-14 expenditure and revenue budget adjustments and approve corresponding
adjustments to the FY 2014-15 budget plan as detailed in Attachment C.
Executive Summary
Since the February 11, 2014 Midyear Budget review, a number of important transitions require expedient
budget adjustments in order to maintain operations at their optimal levels. Responding to the growing need
to connect parking with traffic and circulation and planning, staff is proposing to consolidate the City’s
parking and transportation engineering, operations and planning functions into one department.
Staff is proposing budget adjustments for the transition of the Parking Operations Section of the Finance
Department to the Transportation Engineering and Management Division of the Planning and Community
Development Department. Additionally, staff is proposing to transfer the oversight and administration of the
franchise-based system for the regulation of taxi cab operations with the City from the Finance Department
to the Planning and Community Development Department. These adjustments would have no net budget
impact.
Further changes in the salary resolution and position control are necessary to complete the Police
Department reorganization. These were unable to be included in the Midyear budget as they required that
the City meet and confer with the impacted bargaining groups. Agreement was reached so the changes can
now be implemented. There are no additional FTEs and no budget adjustments required based on this
action.
Finally, the new position that would replace the retiring Deputy City Manager had not been finalized at the
time of the Midyear budget but has since been completed and is included in the attached resolutions.
Background
Reorganizations - City of Santa Monica
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On February 11, 2014, Council received the FY 2013-14 through FY 2017-18 Financial Status Update of the
City’s current and projected fiscal status as the City enters the FY 2014-15 exception based budget
preparation process. Council also approved FY 2013-14 midyear expenditure and revenue budget
adjustments and staffing changes.
Discussion
Since the Midyear budget session, staff has identified a number of staffing reorganizations and changes that
require immediate attention in order to maintain operations at their optimal levels, as follows:
Parking and Taxi Franchise Operations
For more than four years, the Parking Operations Section in the Finance Department has collaborated
closely with the Transportation Engineering and Management Division in the Planning and Community
Development Department. The Parking Operations Section, currently housed in the Administration Division
of the Finance Department, manages the operation of the City’s 12 parking structures, 27 lots and
approximately 5,900 parking meters, develops and implements policy related to parking structures, lots and
rates, administers the fulfillment of all parking permits (preferential, beach, etc.), and collects revenue for
these areas and administrative parking citations. The Planning and Community Development Department,
on the other hand, is responsible for the planning of metered space locations and time restrictions, new
parking structures and temporary lots, preferential parking zones, valet areas and permits, wayfinding, and
shared parking in the City. The experience of parking a car is directly related to operating a vehicle on City
streets, and both groups have supported each other in implementing key components of the Land Use and
Circulation Element (LUCE) and other Council policies. By moving the Parking Operations Section into the
Planning and Community Development Department, the City would create a more direct connection between
parking operations, traffic and circulation, and transportation planning. This change would ensure that
transportation planning strategy is informed by all aspects of traffic and circulation, including parking and
vice versa.
The taxi franchise program is currently operated in the Business and Revenue Operations Division of the
Finance Department, and would be moved into the Planning and Community Development Department.
The operation of taxis on City streets is directly related to the City’s traffic and circulation policies and
operations, as well as planning for the City’s evolving mobility and enforcement of existing codes.
Therefore, the consideration of these critical elements would be integral in the development of a new
franchise agreement on January 1, 2016.
Police Department
The Police Department reorganization was presented and recommended changes were approved when the
Midyear budget was presented to Council. At that time, the City was still meeting and conferring with two
bargaining groups that were impacted by some of the changes. Agreement was reached. The department is
ready to move forward with implementation but it is necessary to include these final changes in the attached
salary and position control resolutions.
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City Manager’s Office
The change in the Deputy City Manager position was discussed in the mid-year staff report but the job
classification review had not been completed. The review was recently concluded and the revised
classification and salary are included in the attached resolutions.
Position Changes
The Parking and Taxi Franchise operations transfer would result in nine full time equivalent (FTE) positions
moving to the Planning and Community Development Department from the Finance Department. While
there would be no net change to the General Fund, the City’s financial policies require that the City Council
approve all budget changes made between departments. Based on this transfer from one department to
another, temporary changes in staffing are necessary in the Transportation Engineering and Management
Division in Planning and Community Development. Principal Traffic Engineer and Traffic and Parking
Manager classifications are being created to allow for the increased supervision and management of this
additional function. Any final changes, if necessary, would be included in the exception based budget. In
regards to the Police Department and City Manager’s Office adjustments, there would be no change in FTEs
but a division change is necessary in the Police Department. The changes are detailed in Attachments A
and B.
Financial Impacts & Budget Actions
The proposed adjustments reflect the budget transfer of $34.5 million in revenues and $13.1 million in
expenditures from the Finance Department to the Planning and Community Development Department. The
net change to the General Fund is $0. Detail for the FY 2013-15 adjustments is included in Attachment C.
Prepared by: Susan Lai, Budget Manager
Approved: Forwarded to Council:
Gigi Decavalles-Hughes
Director of Finance
Rod Gould
City Manager
David Martin
Director of Planning and Community
Development
Reorganizations - City of Santa Monica
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Donna Peter
Director of Human Resources
Attachments:
Attachment A Resolution for Position Changes
Attachment B Position and Classification Changes for FY 2013-14
Attachment C FY 2013-15 Budget Adjustments
Address Standard
Spaces
ADA
Spaces Total Spaces Transient Rates # of Pay Stations # of Exit lane Pay
Stations
1234 4th Street 330 8 338 First 90min Free , Next 1hr= $1, Additional 30min = $1.50, Daily Max $14 3 2
1235 2nd Street 630 17 647 First 90min Free , Next 1hr= $1, Additional 30min = $1.50, Daily Max $14 3 2
1320 4th Street 323 8 339 First 90min Free , Next 1hr= $1, Additional 30min = $1.50, Daily Max $14 4 2
1321 2nd Street 639 12 652 First 90min Free , Next 1hr= $1, Additional 30min = $1.50, Daily Max $14 4 2
1431 4th Street 652 13 665 First 90min Free , Next 1hr= $1, Additional 30min = $1.50, Daily Max $14 4 2
1432 2nd Street 428 /290 16/10 744 First 90min Free , Next 1hr= $1, Additional 30min = $1.50, Daily Max $14 4 3
320 Broadway St 794 26 820 First 90min Free , Next 1hr= $1, Additional 30min = $1.50, Daily Max $14 6 4
1555 2nd Street 1008 32 1040 First 90min Free , Next 1hr= $1, Additional 30min = $1.50, Daily Max $14 7 4
1136 4th Street 287 7 294 First 90min Free , Next 1hr= $1, Additional 30min = $1.50, Daily Max $14 1 1
1125 3rd Street 76 6 82 30 min $1, Additional 30 min $1.00, Daily max $14 3 n/a
Address Standard
Spaces
ADA
Spaces Total Spaces Transient Rates # of Pay Stations # of Exit lane Pay
Stations
333 Civic Center Dr 663 20 683 First 30min Free , Additional 1hr = $1, Daily Max $5 2 2
1855 Main Street 979 30 1009 First 30min Free , Additional 1hr = $1, Daily Max $5 3 2
Address Standard
Spaces
ADA
Spaces Total Spaces Transient Rates # of Pay Stations # of Exit lane Pay
Stations
601 Santa Monica 514 11 525 First 30min Free , Next 1hr= $1, Additional 30min = $1.50, Daily Max $14 1 2
Address Standard
Spaces
ADA
Spaces Total Spaces Transient Rates # of Pay Stations # of Exit lane Pay
Stations
1527 4th Street 85 7 92 First 30min Free , Next 1hr= $1, Additional 30min = $1.50, Daily Max $14 1 1
Address Standard
Spaces
ADA
Spaces Total Spaces Transient Rates # of Pay Stations # of Exit lane Pay
Stations
1217 Euclid Street 48 2 50 1hr $1.00, Additional hour $1.00, Max 14 1 n/a
1146 16th St 20 1 21 1hr $1.00, Additional hour $1.00, Max 14 1 n/a
2601 Neilson Way 159 10 169 30 min $0.50, Additional hr $1.00, Max $14 10 n/a
2601 Neilson Way 37 3 39 30 min $0.50, Additional hr $1.00, Max $14 2 n/a
2501 Neilson Way 126 5 131 30 min $0.50, Additional hr $1.00, Max $14 3 n/a
1211 14th Street 47 3 50 1hr $1.00, Additional hour $1.00, Max 14 2 n/a
2301 Neilson Way 14 1 15 15min $0.25, 30 min $0.50, 45 min $0.75 Additional hr $1.00, Max $14 1 n/a
1320 5th Street 146 7 153 30 min $0.50, Additional 30 min $1.00, Max $14 5 n/a
1323 5th Street 23 2 25 30 min $0.50, Additional 30 min $1.00, Max $14 1 n/a
1630 5th Street 54 6 60 30 min $0.50, Additional 30 min $1.00, Max $14 1 n/a
1665 Ocean Ave 10 0 10 30 min $0.50, Additional 30 min $1.00, Max $14 1 n/a
601 Santa Monica Blvd 26 2 28 15min $0.25, 30 min $0.50, 45 min $0.75 Additional hr $1.00, Max $2 2 n/a
Attachment D
Summer April
1 - October 31
Winter November
1 - March 31
Hours of Operation
S=Summer, W=Winter
10N 445 PCH (Annenberg Beach House)276 6 282 $3/hr, $12 max $3/hr, $8 max S:7am-9pm, W:7am-7pm 5 n/a
9N 530 PCH 79 79 $10 weekend / $8 weekday $8 weekend / $6 weekday S:7am-7pm, W:7am-4pm 1 n/a
8N 810 PCH 214 214 $10 weekend / $8 weekday $8 weekend / $6 weekday S:7am-7pm, W:7am-4pm 1 n/a
7N 930 PCH 85 85 $10 weekend / $8 weekday $8 weekend / $6 weekday S:7am-7pm, W:7am-4pm 1 n/a
6N 950 PCH 75 75 $10 weekend / $8 weekday $8 weekend / $6 weekday S:7am-7pm, W:7am-4pm 1 n/a
5A 1018 PCH 42 2 44 $10 weekend / $8 weekday $8 weekend / $6 weekday S:7am-7pm, W:7am-4pm 1 n/a
5N 1030 PCH 57 57 $10 weekend / $8 weekday $8 weekend / $6 weekday S:7am-7pm, W:7am-4pm 1 n/a
4N 1060 PCH 87 87 $10 weekend / $8 weekday $8 weekend / $6 weekday S:7am-7pm, W:7am-4pm 2 n/a
3N 1150 PCH 460 4 464 12 $8 weekend / $6 weekday S:7am-7pm, W:7am-4pm 3 n/a
1N 1550/1440 PCH 1129 26 1155 12 $8 weekend / $6 weekday Year Round 6am - 2am 2 n/a
1S 1640 Appian Way (Short-term)66 66 $1/hr, $2 max $1/hr, $2 max S:7am-7pm, W:7am-4pm 2 n/a
2S 1670 Appian Way 63 63 12 $8 weekend / $6 weekday S:7am-7pm, W:7am-4pm 1 n/a
3S 1750 Appian Way 120 1 121 12 $8 weekend / $6 weekday S:7am-7pm, W:7am-4pm 2 n/a
4S 2030 Ocean Avenue 1334 15 1349 $10 weekend / $8 weekday $8 weekend / $6 weekday S:7am-7pm, W:7am-4pm 1 n/a
4S 2030 Ocean Avenue (Short-term)177 177 $1/hr, $2 max $1/hr, $2 max S:7am-7pm, W:7am-4pm 2 n/a
5S 2600 Barnard Way 784 9 793 $10 weekend / $8 weekday $8 weekend / $6 weekday S:7am-7pm, W:7am-4pm 1 n/a
5S 2600 Barnard Way (Short-term)87 87 $1/hr, $2 max $1/hr, $2 max S:7am-7pm, W:7am-4pm 2 n/a
Pier SM Pier Deck - West end of Colorado 268 11 279 $3/hr, $15 max $2/hr, $10 max/ $3/hr, $12 max 24 hours/7 days 2 n/a
*1) Bus rate is three (3) times the rate year round in Southern lots, 2) Bus rate in 1550 PCH Lot 1 North six (6) times daily rate, 3) Rv rates are four (4) times the rate year round in all lots
# of Pay
Stations
# of Exit lane
Pay StationsFacilityAddressStandard
Spaces ADA Spaces Total
Spaces
Transient Rates and Hours of Operation*
Reference:
Agreement No. 10201
(CCS)