Proposal to Provide Parking Management & Operations

For the Los Angeles Law Library Parking Facility

Presented To:
Patrick OLeary
Sr. Director, Administrative Services
LA Law Library
301 West First Street
Los Angeles, CA 90012
Phone: 213-785-2520
Fax: 213-680-1727

Presented By:
Mason Mehrjerdian
Executive Vice President
AAA Parking
10250 Constellation Boulevard
23rd Floor
Century City, CA 90067
Phone: 310-525-3588
Fax: 310-525-3528

July 29, 2013

TABLE OF CONTENTS
I. Organization
Company History & Experience
Management Philosophy
Key Personnel
Current Los Angeles Facilities
Commitment to Customer Service
II. References
III. Accounting/Audit/Internal Controls
Report Samples
Auditing
IV. Financial
Management Fee
Additional Staffing
Valet Services Fee
Sample Reports
V. Insurance and Risk Management
Insurance
Risk Management Program
Claims Policy & Procedure
VI. Operations/Personnel/Staffing
Management Approach
Staffing Plan
Absent Staff
After-hours Vehicle Retrieval

Organization
We are honored to present our organization the LA Law Library. We look forward to exceeding
your expectations. We take great pride in our history, reputation and service delivery and our
entire team shares your desire to establish a long-term partnership. You will find that AAA
Parkings reputation in the industry is unrivaled and that we have never lost sight of whats
most important in our businessproviding exceptional parking services to our customers while
driving value and profit for our partners. Its this type of simplicity and attention to service
that has allowed AAA Parking to thrive for over fifty-seven years.

Company Profile & History

AAA Parking was established in 1956 by George E. Williams in Atlanta, Georgia. The company's
unique emphasis on relationship building and quality service quickly pushed AAA Parking to the
forefront of the industry. Acquired by Selig Enterprises (www.seligenterprises.com) in 1981,
AAA Parking's success continued to soar. Over fifty years later, the company
boasts an impressive roster of blue-chip clients and a debt-free balance sheet.
Still a family-operated business, President Ron Williams continues to instill the
same values his father did in 1956. Despite the company's exponential growth,
AAA Parking maintains its core values, emphasizing a commitment to customer
service, employee growth and relational business practices. Although Atlanta
remains the corporate home of AAA Parking, a Regional Office in Los Angeles,
California was opened in June, 2013 to support our projected growth in the
state. The new office is headed by AAA Parkings Executive Vice President,
President, Ron Williams
Mason Mehrjerdian.
Additionally, our team provides parking management services in
seventeen metropolitan areas across the country. From Miami, Florida to
Los Angeles, California, AAA Parking operates over 200 properties,
employs more than 1700 employees & manages nearly 80,000 parking
spaces daily. Our portfolio boasts luxury hotels and resorts, major office
buildings, garages, surface lots and mixed-use projects, hospitals, country
clubs, schools, sports venues and private events around the country.

Executive Vice President, Mason Mehrjerdian

Just a Few AAA Parkings National Clients

AAA Parking manages and operates parking services at over 200 properties across the country,
in 17 metropolitan markets, from Savannah to Los Angeles, and St. Louis to South Beach.

Objectives & Management Philosophy

Owner Satisfaction

Customer Satisfaction

Maximization of Revenue

Employer/Employee Satisfaction

Owner Satisfaction
Owner satisfaction is the number one goal of AAA Parking. Since AAA Parking deals with so
many diverse owners, we tailor our service to the needs and desires of each individual owner.
Our clients range from small parking lot owners to large hotels and metropolitan authorities.
Each location comes with its own unique features and each owner comes with their own idea of
how they want their services delivered. Large corporations, cities, hotels, and sole investors all
appreciate the attention that AAA Parking offers.
AAA Parking offers self-parking management, valet parking services and event parking. AAA
Parking offers the best resources in the parking business, and guarantees owner satisfaction.

Customer Satisfaction
AAA Parking proposes to operate the Los Angeles Law Library parking facilities with an intense
focus on customer satisfaction. As operator of over 250 parking properties around the country,
many of which are large event parking facilities, upscale hotel valet operations, and Class A
professional buildings, AAA Parking has the knowledge and experience to offer the highest
quality service and to do so most efficiently.
An Operations Manager shall be assigned to the parking facility. He or she will conduct regular
monitoring and governing of the garage and surface lots. Parking patrons shall be directed to
areas of the garage that contain parking spaces via mobile signage; areas of the facility shall be
closed off so that customers are not searching for parking spaces unnecessarily.
The Operations Manager shall expediently address any customer related issue. Maintenance
concerns, safety hazards, and customer service comments shall be collected and reported to
AAA Parkings President and Vice President. Depending on the severity of the issue, a letter
may be sent to the customer as follow-up. The Operations Manager is required to immediately
acknowledge the issue by personal contact or telephone.

AAA Parking employees shall be properly trained as outlined herein. Cashiers shall also be
aware of the surrounding property and capable of offering directions to the major highways;
maps and/or direction cards shall be issued to assist in offering such.
Maximization of Revenue
As a result of strict revenue controls, AAA Parking has experienced increased revenue results at
many properties acquired over the years. Several properties have increased revenues by more
than 30% once AAA Parking began the management of the parking facilities.
Outlined herein is a standard revenue collection and reporting procedure as utilized at most
AAA Parking managed, valet and self-parking facilities. Some adjustments are made to this
process at each property based upon the specific requirements of the property.
With proper use of the approved parking equipment, strict revenue controls and internal
auditing processes, and appropriate interviewing, screening, training and hiring as implemented
by AAA Parking, a high return in gross revenue is predicted for the Los Angeles Law Library
parking facilities.
Employer/Employee Satisfaction
AAA Parking selects and hires those individuals who demonstrate a sincere desire to be in
service to others.
Prospective employees are processed through three interviews, one each with the Operations
Manager and City Manager, on final interview with both managers present. Prospects must
pass a basic test designed for simple mathematics and reading, and each must be able to speak
English fluently. References are checked and past employment verified; all prospects are
subject to a security interview. Background checks are conducted prior to hiring. A
AAA Parking employs an outside firm to conduct a background check, including criminal record
check, motor vehicle report and credit reference check. All drug and alcohol screening is
performed by the Howell Industrial Clinic. All new hires are on a thirty-day trial basis, where a
supervisor and an experienced cashier administer on-the-job training. Specifics of our liability
insurance provide for employee fidelity bonding at $400,000 per employee.
AAA Parking receives many compliments on the courtesy, efficiency and excellent manners of
our employees.

Key Personnel
AAA Parkings executive management staff is composed of veteran parking industry managers.
Each supervisor and manager has several years experience (with many possessing over fifteen
years experience) in the business and is thoroughly versed in all phases of parking operations
and equipment maintenance. Ronald F. Williams, President, has been with the company for
forty years. Mr. Williams, a member of the State Bar of Georgia for over thirty years, is involved
daily with all projects.
Executive Vice President, Mason Mehrjerdian has over twenty years in the hospitality business
and a doctorate in economics. Mason collaborates with executive committee members
including the Director of Hotel Operations, Administrative Manager, Financial Manager, and
Human Resources Manager. He monitors properties via meetings with Operations Managers
and conducts random property inspections. He takes an active role in determining the
company financial goals.
AAA Parkings Proposed Operations/Facility Manager has full responsibility for interviewing and
hiring of personnel. Supervisory responsibilities include:
Overseeing shift managers and staff employees
Conducting pre-shift meetings,
Performing spot inspections of property and appearance inspection of employees,
Scheduling proper personnel for each day and event,
Acting as liaison between company and property management,
Preparing and delivering bank deposits,
Verifying the payroll time sheets and issuing paychecks.

See Resumes that follow.

Company President

RONALD F. WILLIAMS
950 RIVER OVERLOOK COURT
ATLANTA, GEORGIA 30328-3501
404-252-2762

SUMMARY OF QUALIFICATIONS:
Proficient in all phases of operations and administration
Attorney-at-law
EDUCATION:
Florida State University
Bachelors Degree in Finance
John Marshall University
Juris Doctor
EMPLOYMENT HISTORY:
June 1967 to Present

AAA PARKING, Atlanta, Georgia

Company President
Responsible for all operations and administration of 100
properties and over 500 employees

AFFILIATIONS:
National Parking Association
National Parking Institute
Parking Association of Georgia (past President)
International Municipal Parking Congress
State Bar of Georgia
Atlanta Bar Association
American Bar Association
Central Atlanta Progress
Atlanta Chamber of Commerce
United Way

Company Executive Vice President

MASON MEHRJERDIAN
513 WILLSFORD COURT
ALPHARETTA, GA

SUMMARY OF QUALIFICATIONS:
Operations Management

Employment Staffing and Scheduling

Budget Management

Proficiency in Organization

EDUCATION:

La Salle University, Atlanta, Georgia

Doctorate Degree in Economics, 2002

Georgia State University, Atlanta, Georgia
Masters Degree in Business Economics, June 1991

Mercer University, Atlanta, Georgia

Master of Business Administration, June 1988

Teachers Training University, Overseas

B.A. English, September 1979

EMPLOYMENT HISTORY:
1991 to Present
AAA PARKING, Atlanta, Georgia
Director of Hotel Operations
Responsible for overseeing all parking operations of seven
prestigious hotels

Manage a staff of 275 employees including 25 Managers and 30

Supervisors

Manage an annual payroll budget of over $2,000,000.00

Responsible for Management Orientations to include Total

Quality Management Seminars (TQM)

1986 to 1992

SYSTEM MANAGEMENT INC., Atlanta, Georgia

Hotel Parking Operations Manager (1990 to 1982)
Atlanta Marriott Marquis Hotel
Responsible for managing 50 employees, including 3 Assistant
Managers and 6 Supervisors

Managed an annual payroll budget of approximately

$500,000.00.

Responsible for all aspects of customer service

Proposed Operations/Facility Manager

Parviz Farhangian

2588 Tritt Springs Trace NE

Marietta, GA 30062

Home Phone (770) 485 1893

Cell Phone (404) 840 1218
[email protected]

OBJECTIVE
To achieve my full potential in my chosen profession, and becoming a valued member of a working team.
KNOWLEDGE
Parking industries
Rules and regulation of FDCPA.
Skiptracing. Trough Experian, Trans Union, CBI Equifax, Voters Registration, Title Company, NBYS, and Utilities.
A/P, A/R, Bank deposit and reconciliation, journal entries and account analysis.
Extensive knowledge of Credit Card and Auto Deficiency.
Proficient in Microsoft office.
WORK HISTORY
Nov. 2007- Present Operations Manager, AAA Parking
Started as assistant director of claims and customer service. Review the incidents and investigate
the claims regarding accidents in companys properties in order to approve or decline a claim.
Direct contact with claimants and insurance companies. Approval of payments for repairs and
rental cars. Interact with the property managers to keep the incidents to a minimum.
Transfered to Bank of America Plaza building as Operations Manager in January 2009.
Managing two parking facilities which includes monthley patrons, visitors and valet. Direct contact
with the property management, tenants and vendors. Making sure all parking equipments are in
working order. Issuing parking cards and overlooking the income and past due accounts.
Controlling the budget. Hiring and training personel.

Jun 2006- Sept. 2007 Mortgage Loan Processor, Financial Remedies Bancorp
Review clients credits and process the new loans. Direct contacts with banks, escrow offices and
title companies to get approval and finalize the closing of the loan on home purchase or refinance
on a timely manner.

Jan.1998-Sept. 2005 Manager, Onyx Acceptance Corporation

Started as a collector. Handled deficiency balance collection, arrangement of settlement and
payment by phone and mail. Direct report to credit agencies(Experian, Trans Union and Equifax).
Constantly hitting and going over my personal goal. Promoted to Department Supervisor in June
1999, Handling a team of 23 employees. Increased the collection by 25%. Promoted to Operations
Manager in May 2001. Worked directly with the other department managers to audit for
proficiency and performance of the department and the employees. Increased the revenue by 20%.
I was assigned as Legal, Deficiency and Insurance Department Manager in 2003.
EDUCATION
1978-1982

Bachelors in Civil Engineering, Somerset University, England.

Los Angeles AAA Operated Facilities

Location/Description

InterContinental Los Angeles

Century City

Crowne Plaza
Los Angeles Airport

# Spaces

300

70

Start Date

Contact

May 1, 2009

Steve Choe
General Manager
2151 Avenue of the Stars
Los Angeles CA 90067
310.284.6504
[email protected]

March 1, 2009

Michael Payton
General Manager
Crowne Plaza LAX
5985 West Century Blvd.
Los Angeles, CA 90045
310.642.7500
micheal.payton.ihg.com

Our Commitment
We understand that there are different needs for different properties, which is why it sometimes
makes sense to enter into a management agreement, while at other times a revenue sharing
agreement or a profit sharing agreement is more appropriate. We do believe however that it is always
important to remember that the property is better served with a partner who has skin in the game.
It is not difficult to show substantial profits on a management proposal by enhancing revenues and/or
reducing expenses, but when the operator is on the hook for a portion of either the revenues and/or
the expenses the situation is different.
All AAA Parking agreements are customized to reflect the specific conditions for the property in
question. Terms vary based on size of the property, location of the garage, rates charged, services
provided (valet, door, bell), etc.
Our philosophy has always been that We dont want to be where we are not wanted, so all our
agreements include a sixty day out clause without cause. This also puts pressure on us to continue to
perform up to the property standards in order to remain the parking operator of choice.
We cannot guarantee that there will not be any issues once we are awarded an agreement, as a
matter of fact we can pretty much guarantee that there will be issues. We also guarantee however
that when there are issues we will be responsive from the onsite property manager to the President
of the company and everyone in between to resolve these issues with a sense of urgency.
Since 1956, AAA Parking has maintained a tradition of commitment and service. As one of the oldest
and most established parking management companies in the United States, we have a history of
excellence that it unsurpassed. We have a perfect contractual performance record having NEVER
failed on any contract or management agreement in our history and our team is comprised of career
hospitality executives, tenured managers and the best employees in the industry.
Thank you for your consideration and we look forward to becoming your partner of choice in parking.
Respectfully,
Mason Mehrjerdian
Executive Vice President

References: Self-Parking Facilities

Location/Description

Florida Atlantic University

Georgia World Congress Center

& Georgia Dome

Auburn University

Grady Health System

Northside Hospital Complex

# Spaces

10,133

4900

4000

3800

2600

Start Date

Contact

August 10, 2012

Mr. Mitch Silverman

Assistant Athletic Director - Facilities
Department of Athletics
777 Glades Road
Boca Raton, FL 33431
561.297.0211
[email protected]

January 15, 1998

Mark Zimmerman
General Manager
GWCC Authority
285 International Blvd., NW
Atlanta, Georgia 30313
404.223.4000
[email protected]

July 1, 2011

Bob Ritenbaugh
Assistant Vice President
Auxiliary Services
102 Samford Hall
Auburn, AL 36849-5171
334.844.4190
[email protected]

January 10, 2007

Dallas Terry
Administrative Director
Public Safety
80 Jesse Hill Jr. Drive SE
Atlanta, Georgia 30303-3050
404.616.3405
[email protected]

September 23, 1994

John McDonald
Director of Security
1000 Johnson Ferry Road
Atlanta, Georgia 30342
404.851.8784
[email protected]

References: Self-Parking Facilities

Location/Description

Piedmont Hospital

Ravinia III

Georgia State University

Administrative Offices
(25 Park Place)

Spelman College

the Pinnacle

# Spaces

2330

2330

1426

1300

1287

Start Date

Contact

1993-2006
and
June 1, 2009

Gary LaClair
Director of Parking
1968 Collier Road
Atlanta, Georgia 30309
404.605.1739
[email protected]

June 1, 1998

Brett Koutnik
Koger Equity
Three Ravinia Drive
Atlanta, Georgia 30346
770.395.5200
[email protected]

October 1, 1999

Julie Walker
SunTrust Corporate Real Estate
919 East Main Street
Richmond Virginia 23219
804-782-7374
[email protected]

August 1, 1995

Robert D. Flanagan
Vice President for Business
And Financial Affairs
350 Spelman Lane SW
Atlanta, Georgia 30314-3643
404.681.3643
[email protected]

December 1, 1998

Linda Beauchamp
Senior Property Manager
Cushman & Wakefield
3445 Lenox Road, Suite 575
Atlanta, Georgia 30326
404.407.2258
[email protected]

The Pavilion at Lake Hearn

Medical Complex

1131

March 23, 1998

Larry Cooper, M.D., President

1100 Lake Hearn Drive
Atlanta, Georgia 30342
404.705.5065
[email protected]

References: Self-Parking Facilities

Location/Description

Cobb Energy Performing Arts

Centre

# Spaces

1100

Start Date

August 2, 2007

Contact

Michael Taormina
Managing Director
2800 Cobb Galleria Parkway
Atlanta, Georgia 30339
770-916-2802
[email protected]

Egleston Childrens Hospital

at Emory University

1050

October 10, 1994

John Rucker
Director of Facilities
1001 Johnson Ferry Rd., NE
Atlanta, Georgia 30342
404.929.8309
[email protected]

999 Peachtree Street

990

January 8, 2007

David Tracht
Senior Property Manager
Jamestown Commercial
Management Co.
999 Peachtree St., Suite 750
Atlanta, GA 30309
404.249.1700
[email protected]

Chastain Park Amphitheater

850

May 1, 1991

Tanner Smith
Chastain Director
Atlanta Symphony Orchestra
1280 Peachtree St. NE, 4th Floor
Atlanta, GA 30309
404.733.4885
[email protected]

Metropolis

800

January 1, 2009

David Tracht
Senior Property Manager
Jamestown Commercial
Management Co.
999 Peachtree St., Suite 750
Atlanta, GA 30309
404.249.1700
[email protected]

References: Self-Parking Facilities

Location/Description

Two Live Oak

# Spaces

727

Start Date

June 30, 1996

Contact

Linda Beauchamp
Senior Property Manager
Cushman & Wakefield
3445 Lenox Road, Suite 575
Atlanta, Georgia 30326
404.407.2258
[email protected]

55 Allen Plaza

30 Allen Plaza

260/270 Peachtree

Northwest Medical Center

624

572

525

500

February 19, 2009

Rocque Miller
Tenant Service Coordinator
55 Allen Partners LLC
c/o Lincoln Property Co.
Commercial, Inc.
55 Ivan Allen Jr. Blvd., Suite 535
Atlanta, GA 30308
404.389.9180
[email protected]

November 1, 2005

Precious Carter
Avison Yang
30 Ivan Allen Jr. Blvd., Suite 900
Atlanta, GA 30308
404.658.0705
[email protected]

September 1, 1997

Morris Harrison
President
RB Management
260 Peachtree
Suite 2500
Atlanta, GA 30303
404.584.5912
[email protected]

April 1, 2002

Thomas W. Tift, III

Managing Partner
HealthAmerica Realty Group
Six Piedmont Center
Suite 210
Atlanta, GA 30305
404.869.2670
[email protected]

References: Hotels & Resorts

Location/Description

The Westin Diplomat

Resort & Spa

# Spaces

1500

Start Date

June 1, 2005

Contact

Ed Walls
General Manager
3555 South Ocean Drive
Hollywood, Florida 33019
954.602.8201
[email protected]

Hilton Orlando Bonnet Creek

1000

June 4, 2009

Peter Kacheris
Managing Director
14100 Bonnet Creek
Resort Lane
Orlando, Florida 32821
407.597.3714
[email protected]

Marco Island Marriott Beach

Resort Golf Club & Spa

919

June 4, 2004

Rick Medwedeff
General Manager
400 South Collier Boulevard
Marco Island, Florida 34145
239.642.2601
[email protected]

Renaissance Ross Bridge Golf

Resort & Spa

700

August 12, 2005

Steve Miller
General Manager
4000 Grand Avenue
Hoover, AL 35266
205.916.7677
[email protected]

Mondrian South
Beach Hotel

700

December 1, 2008

Alex Novo
General Manager
1100 West Avenue
Miami Beach, FL 33139
305-672-2000
[email protected]

Bonaventure Resort and Spa

700

April 1, 2013

Jim Mauer
General Manager
250 Racquet Club Drive
Weston, FL 33321
954.349.5701
[email protected]

References: Hotels & Resorts

Location/Description

Atlanta Marriott
Marquis Hotel

# Spaces

600

Start Date

September 1, 1991

Contact

Erica Qualls
General Manager
265 Peachtree Center Avenue
Atlanta, Georgia 30303
404.586.6101
[email protected]

Sheraton Atlanta Hotel

570

February 12, 2001

Niles Harris
General Manager
165 Courtland Street
Atlanta, Georgia 30303
404.659.6500
[email protected]

Hyatt Regency
Atlanta Hotel

520

November 15, 1993

Joe Hindsley
General Manager
265 Peachtree Street
Atlanta, Georgia 30303
404.577.1234
[email protected]

W - South Beach Hotel &

Residences

520

July 2, 2009

George Cozonis
General Manager
201 Collins Avenue
South Beach, FL 33139
954.245.3059
[email protected]

Grand Hyatt Hotel

485

January 2, 1996

Ruth Benjamin
General Manager
3300 Peachtree Road
Atlanta, Georgia 30305
404.364.6889
[email protected]

InterContinental
Buckhead Hotel

450

June 7, 2005

Sharon Kilmartin
General Manager
3315 Peachtree Road N.E.
Atlanta, GA 30326
404.946.9101
[email protected]

References: Hotels & Resorts

Location/Description

Atlanta Airport
Marriott Gateway

Hyatt Regency
Savannah

# Spaces

420

400

Start Date

Contact

August 1, 2010

Crissy Wright
General Manager
2020 Convention Center Concourse
College Park, Georgia 30345
404.459-5681
[email protected]

December 14, 2004

Scott Snipes
General Manager
Two West Bay
Savannah, GA 31401-1189
912.238-1234
[email protected]

Sheraton Gateway
Airport Hotel

Little Rock Marriott

400

350

June 1, 2007

August 1, 2013

Kerry Ringham
General Manager
1900 Sullivan Road
College Park, GA 30337
770.994.2486
[email protected]
Bill Fontes
General Manager
3 Statehouse Plaza
Little Rock, AR 72201
501.399.8001
[email protected]

Atlanta Marriott
Suites Midtown

Hyatt Regency Birmingham

(The Wynfrey Hotel)

320

300

January 1, 2001

John Pizzuro
General Manager
35 14th Street, NE
Atlanta, Georgia 30309
404.888.3660
[email protected]

November 1, 2003

Andy Peters
General Manager
1000 Riverchase Galleria
Birmingham, Alabama 35244
205.444.5704
[email protected]

References: Hotels & Resorts

Location/Description

Memphis Marriott
Downtown Hotel

W Hotel & Residences

# Spaces

300

300

Start Date

Contact

February 15, 1999

Tony Goebel
General Manager
250 North Main Street
Memphis, Tennessee 38103
901.527.7300
[email protected]

January 2009

Tim Dahlen
General Manager
45 Ivan Allen Jr. Boulevard
Atlanta, Georgia 30308
404.582.5800
[email protected]

Tampa Airport
Marriott Hotel

The Crowne Plaza Memphis

InterContinental Los Angeles

Century City

300

300

300

September 1, 1998

Zachary Curry
General Manager
Tampa International Airport
Tampa, Florida 33607
813.879.5151
[email protected]

July 1, 2009

Steve Book
General Manager
300 N 2nd St
Memphis, TN 38105
Phone: 901.525.1800
[email protected]

May 1, 2009

Steve Choe
General Manager
2151 Avenue of the Stars
Los Angeles CA 90067
310.284.6504
[email protected]

Hilton Savannah DeSoto

250

April 1, 2008

Kevin Brockway
General Manager
15 East Liberty Street
Savannah, GA 31401
912.443.2001
[email protected]

References: Hotels & Resorts

Location/Description

Sheraton Galleria

Embassy Suites
Montgomery

Cheshire Hotel

Shore Club

# Spaces

250

250

250

208

Start Date

Contact

December 8, 2009

Kerry Ringham
General Manager
2844 Cobb Parkway, SE
Atlanta, GA 30339
770.916.3160
[email protected]

February 1, 2012

Roger Buck
General Manager
300 Tallapoosa Street
Montgomery, AL 36104
334.269.5055
[email protected]

June 16, 2012

Tony Dandino
General Manager
6300 Clayton Road
St. Louis, MO 63117
314.647.7300
[email protected]

February 4, 2008

General Manager Pending

1901 Collins Avenue
Miami Beach, FL 33139
305.695.3204
[email protected]

Crown Miami Beach Hotel

JW Marriott Hotel
at Lenox

200

200

April 1, 2013

December 30, 1995

Jason Hsiang
Vice President of Development
Commune Hotels & Resorts
54 Thompson St. 5th Floor | New
York, NY, 10012
212.204.6473
[email protected]
Mike Giamundo
General Manager
3300 Lenox Road, N.E.
Atlanta, Georgia 30326
404.262.3344
[email protected]

References: Hotels & Resorts

Location/Description

Hilton Garden Inn Atlanta

Airport

Four Points by Sheraton

Historic Savannah

# Spaces

196

175

Start Date

Contact

January 1, 2013

DeShawn Clayton
General Manager
2301 Sullivan Road
College Park, GA 30337
678.686.8282
gm@[email protected]

November 1, 2007

Deci Arce
General Manager
520 West Bryan Street
P.O. Box 1385
Savannah, GA 31401
912.790.1000
[email protected]

Courtyard by Marriott Atlanta

Airport South

Courtyard by Marriott
Miami Beach Oceanfront

169

160

January 1, 2013

November 4, 2003

Zsuzsa Nagy
General Manager
2050 Sullivan Road
College Park, GA 30337
770.997.2220
[email protected]
Joe LaFleur
General Manager
3925 Collins Avenue
Miami Beach, FL 33139
305.538.3373
[email protected]

South Beach Marriott

160

May 22, 2007

Sam Crooke
General Manager
161 Ocean Drive
Miami Beach, FL 33139
305.536.7700
[email protected]

Renaissance Waverly Hotel

150

December 1, 1997

Joseph Uhl
General Manager
2450 Galleria Parkway
Atlanta, Georgia 30339
770.953.4500
[email protected]

References: Hotels & Resorts

Location/Description

Hilton St. Louis

at the Ballpark

Mansion on Forsyth Park

# Spaces

150

150

Start Date

Contact

April 4, 2004

Jayson Pollard
Vice President and General
Manager
One South Broadway
St. Louis, MO 63102
314.259.3382
[email protected]

July 1, 2009

Joseph Kelley
700 Drayton Street
Savannah, GA 31401
912.721.5010
[email protected]

Andaz Savannah

120

January 1, 2009

Pedro Perez
General Manager
14 Barnard Street
Savannah, GA 31401
912. 233.2116
[email protected]

Courtyard By Marriott Coconut

Grove

Hilton Garden Inn Atlanta

Midtown

120

120

February 19, 2010

Thomas Langone
General Manager
2649 South Bayshore Drive
Miami, FL 33133
786. 866.8200
[email protected]

December 1, 2012

Juan C. Mera
General Manager
97 10th Street
Atlanta, GA 303009
770.38/0.0126
[email protected]

Courtyard By Marriott,
Miami South Beach

100

April 1, 2002

General Manager Pending

1530 Washington Avenue
Miami South Beach, FL 33139
305.604.8887
[email protected]

References: Hotels & Resorts

Location/Description

Bohemian Hotel

# Spaces

100

Start Date

July 1, 2009

Contact

Kurt Englund
General Manager
102 West Bay Street
Savannah, GA 31401
912.721.3800
[email protected]

Hyatt Atlanta Midtown

100

July 16, 2013

Andy Papoutsis
General Manager
125 Tenth Street
Atlanta, Georgia 30309
404.443.1234
[email protected]

The Sheraton
Read House Hotel

Crowne Plaza
Los Angeles Airport

Hotel Urbano

The Renaissance Battle House

80

70

55

50

August 1, 2003

Paul M. Mezik
General Manager
The Read House
827 Broad Street
Chattanooga, Tenn. 37402
423.643.1222
[email protected]

March 1, 2009

Michael Payton
General Manager
Crowne Plaza LAX
5985 West Century Blvd.
Los Angeles, CA 90045
310.642.7500
micheal.payton.ihg.com

January 6, 2010

Donna Candreva
Regional Manager
2500 Brickell Avenue
Miami, FL 33129
305.205.7048
[email protected]

April 1, 2007

Margo Gilbert, Hotel Manager

The Battle House, A Renaissance
Hotel & Spa
64 South Water Street
Mobile, AL 36602
251.415.3096
[email protected]

Accounting/Audit/Internal Controls
In 2010, AAA Parking launched a robust and proprietary Online Data Management System (ODMS),
including a real-time Revenue Management System (RMS), that has dramatically streamlined the
companys revenue reporting. ODMS is currently in place at all AAA Parking managed properties.
SolTech Solutions of Atlanta (www.soltech.net/Home.aspx) was selected to custom design an exclusive
cloud-based software solution that would encompass every aspect of AAA Parkings revenue systems.
Some of the features of AAA Parkings proprietary ODMS include:
Requires a unique and secure log-in for every user.
Strict controls and user tracking information while
remaining user friendly at the property level and flexible
for AAA Parkings accounting team.
Cashiers complete a shift report on RMS, which
eliminates all user errors while ensure every transaction
is logged and collections are accurate.
Operations managers and accounting personnel have immediate access to reports in real time.
Following each days reports, the onsite operations manager completes a daily report which
consolidates transactions from each of the previous days shifts. The daily report also verifies
vehicle inventory. Any amendments to the cashier shift reports by the operations manager are
tracked by RMS and an explanation must be provided for all variations.
From an accounting perspective, ODMS offers immediate access to historical data and the ability to
produce customized and accurate reports much more efficiently. Bank deposits are reconciled
automatically and imported to AAA Parkings general ledger, eliminating manual keying. Month-end
client billing will be prepared and delivered earlier and parking validations are calculated in the ODMS
system creating increased efficiencies.
Perhaps the most conspicuous aspect of the ODMS is the vast reduction of paper use and overnight
shipping costs. In the past, daily paper reports were submitted to the corporate office along with
property consolidation reports, which resulted in thousands of sheets of paper use daily, some of
which had to be stored for up to seven years in an offsite secure facility. While previous years
documents will continue to be stored as required contractually, reports generated through the ODMS
are now stored electronically. AAA Parking estimates more than 400,000 sheets of paper are saved
annually from property reports along with another 300,000 sheets from internal revenue reporting and
reports to clients, which will also be offered in electronic format.

Property management has access to ODMS through the Property Management Portal. The General
Manager and others on the propertys Executive Committee can register for a personal username and
password on ODMS in order to access their propertys information in real time. Information thus
available includes the following reports in real time for any date range selected:
Daily Reports & Shift Reports
Overnight rate analysis
Revenue report
Transient (non-overnight) rate analysis
Adjustment report
Validation

The
Property Management Portal also gives the authorized individuals access to detailed claim information for
their property. Claims can be searched by claimant, type of damage, by claim number, by date or by the
individual parking the vehicle.
Detailed claims reports include the following information:
Statements from the guest, the manager on duty, and the parking and pulling valet involved
Detailed description of the incident
Photos of the damage

A chronological log of any interaction with the claimant

These interactions are time stamped by the system so there is no question about the time any
conversations took place of e-mails were sent out
Copies of any e-mails sent to the claimant
Copies of the ticket(s) used in the transaction with the claimant
Copies of repair estimates
Copies of check request(s) where applicable

Additional screen shot of the claims maintenance component:

Real time revenue menu options:

Daily reports search based upon your criteria.

ODMS allows for customized data exports in a variety of file formats.

Below is a sample of a data export from ODMS.

Monthly statements are packaged and mailed. The following reports are included.

Auditing
Auditing procedures are a critical component of parking operations. Although procedures vary based
upon the type of property and access control systems, the same basic rules and standards apply at all
properties: Every vehicle and every transaction must be accounted for.
Upon award of the contract to operate the LA Law Library Parking Facility, AAA Parking will produce a
customize operations manual and audit procedure for the facilities.
An example of an Operations Manual, which includes Auditing Procedures, follows this page.

1075 PEACHTREE ST.

OPERATIONS MANUAL
2012
AAA PARKING

OPERATIONS MANAGER
CHAD LAMB
TABLE OF CONTENTS
Introduction
Garage Space Details

4
5

Section 100 Phone List/Emergency Contact

Section 101 Self-Parking Operations Contact List
Section 102 Valet Parking Operations Contact List
Section 103 Property Management Contact List
Section 104 Tenant Contact List
Section 105 Vendor Contact List

6
6
6
7
7
8

Section 200 General Garage Information

Section 201 Parking Space Information
Section 202 Entrance/Exit Locations
Section 203 Parking Rates

8
8
9
9

Section 300 Garage Personnel/Job Descriptions

Section 301 Facility Manager
Section 302 Supervisors
Section 303 Cashiers
Section 304 Valets
Section 305 Porters/Maintenance

9
9-10
10-11
11
11-12
13-15

Section 400 - Garage Operating Procedures

Section 401 Opening Procedures
Section 402 Cashier Responsibilities
Section 403 Property Auditing Procedures
Section 404 Closing Procedures
Section 405 Lot Full Procedures
Section 406 Ordering Supplies
Section 407 Abandoned Vehicles
Section 408 Pay in Lane Procedures

16
16
16
16-17
17
17
17
17
18-19

Section 500 Garage Maintenance

Section 501 Operation of Power-Washer and Wrangler

19
19

Section 600 Monthly Accounting

Section 601 Monthly Cardholder Policies and Procedures
Section 602 Types of Accounts and Payments
Section 603 Account Maintenance Procedures
Section 604 Delinquent Account Procedures
Section 605 Monthly Account Audit Procedures
Section 606 Pucks

20
20
20
20-21
21
21
21

Section 700 Revenue Accounting

Section 701 Daily Deposits
Section 702 Summary Reports/Logs

21
21
22

Section 703 Cash/Deposit Discrepancies

22

Section 800 Human Resources/Employee Policies and Procedures

Section 801 New Hire Procedures
Section 802 Attendance Policy
Section 803 Uniform and Appearance
Section 804 Drug and Alcohol Policy
Section 805 Radio Usage
Section 806 Customer Service Policy
Section 807 Policy Questions
Section 808 Employee Information
Section 809 Workplace Visitors
Section 810 Solicitations and Distributions at Work
Section 811 Employee Vehicles
Section 812 Employee Break Policy
Section 813 Overtime Policy
Section 814 Employee Evaluations
Section 815 Employee Training Procedures
Section 816 Cultural Diversity and Sexual Harassment
Section 817 Honesty Policy______________________

22
22
23
23-24
24-25
25
25
25
25
26
26
26
26
26
26
27
27-28
28

Section 900 - Safety Procedures

Section 901 - Emergency Procedures
Section 902 - Reporting Accidents and Maintenance Issues
Section 903 - Reporting Work Related Injuries

28
29
29
29

Section 1000 - Common Forms

29

Section 1100 Access Control Equipment References

30

Section 1200 Event Parking____________________________________31

Introduction

1075 Peachtree St. Garage

There are 12 levels of parking with a total of 1724 spaces.

Entrances/Exits

11th Street monthly cardholder and valet entrance/exit

12th Street monthly cardholder and visitor entrance/exit
Juniper Street Reserved Monthly parking entrance/exit only

Office Visitor Spaces

1251 total spaces, located on levels P3, P4, P5, P6, P8, P9, P10, P11 & P12.

Retail Visitor Spaces

163 total spaces, located on levels P7 & P9.

Hotel Spaces

200 total spaces, located on levels P6, P7, & P8.

Office Reserved Spaces

288 total spaces, located on levels P1 & P2.

Section 100 Phone List/Emergency Contact

Garage Operations, Valet Parking Operations, Property Management, Tenants, and Vendor
Contact lists below.

Section 101 Self-Parking Operations Contact List

Phone List

AAA PARKING
SELF PARKING OPERATIONS
Operations Manager
Chad Lamb
Office (404) 347-2458
Cell - (678) 571-1143
Assistant Manager
Jacob Hughes
Office (404) 347-2458
Cell - (678) 571 0584
1st Shift Cashier
Name: Devon Moorer
Cell - (678) 793-8505

2nd Shift Cashier

Name: Mulatu Hagos
Cell - (404) 441-6294
3rd Shift Cashier
Name: Emmanuel Hollis
Cell - (404) 652-9225
Day Porter
Name: Hailye Demissie
Cell - (404) 399-4231

Section 102 Valet Parking Operations Contact List

Phone List

AAA PARKING
Operations Manager
Jeff Snabes
Office - (404) 745-5000
Ext. 6080
Cell - (404) 441-4220

2nd Shift Supervisor

Name: Hakim Haile
Cell - (404) 914-5958

Section 103 Property Management Contact List

Phone List

Daniel Corporation

Email: [email protected]

Melissa Clark Property Manager

Ph: 404-920-2355
Cell: 404-985-8262
Fax: 404-920-2351
Email: [email protected]

Jeff Johnson Ops Manager

Ph: 404-920-2350
Cell: 678-642-0718
Email: [email protected]

Yami Platero Asst. Property Manager

Ph: 404-920-2357
Cell: 678-521-9389
Fax: 404-920-2351

Security Walden Security

Gene R. Stephenson II - Director of Security
Ph: 404-693-2082
Cell: 678-251-6304
Fax: 404-978-0808
Email: [email protected]

Section 104 Tenant Contact List

Phone List
Boston Consulting Group
Pat Degbor
404-877-5226
IMG
Mark Linton
770-956-0520
Servcorp
Karina Childs
404-965-3704
PWC
Charles Gunti
404-419-1113
Exhale Spa
Barbara Schultz
770-487-2138
STK
Marcus Marshall
404-793-0132

404-720-5000
Seyfarth & Shaw
David Naugle
404-885-6737
Fisher & Phillips
Karen Lindgren
404-240-5848
Atlanta Capital Management
Julie Blevins
404-6882-2440
Dorris & Associates
Jason Dorris
Duane Morris
Brian Gedeon
404-253-6941

Section 105 Vendor Contact List

Phone List

Overhead Door
Service Department
Ph: 404-602-3199
Email: overheaddooratlanta.com

Convergint - Access Cards

Mike Sacklyn - Project Specialist Supervisor
1346 Oakbrook Dr. Ste. 100
Norcross, GA 30093
Ph: 770-840-7007
Cell: 678-787-1625
Fax: 770-840-7072
[email protected]

ITR - Service
Mike Givens President
3346 Montreal Station
Tucker, Ga. 30084
Ph: 678-775-6214
Cell: 770-652-2308
Email: [email protected]

B & M Sweeping/Pressure Washing

Lisa Stone
605 Patrick Industrial Dr.
Winder, Ga. 30680
678-425-2362

Section 200 General Garage Information

Storage

AAA Parking Storage is located on level 8, room # 807

Section 201 Parking Space Information

The parking garage at 1075 Peachtree Street is used for tenants/visitors of 1075, 1065
and the Loews Hotel, as well as Public Parking for the surrounding areas. The deck
can be used for Special Events parking on a case by case basis, with the approval of
property management.

Section 202 Entrance/Exit Locations

Entrances/Exits

11th Street monthly cardholder and valet entrance/exit

12th Street monthly cardholder and visitor entrance/exit
Juniper Street office reserved monthly entrance/exit

Section 203 Parking Rates

$3.00 for the first hour
$1.00 each additional 20 minutes
$12.00 a day maximum
$12.00 lost ticket

Section 300 Garage Personnel/Job Descriptions

Chad Lamb
Jacob Hughes
Devon Moorer
Mulatu Hagos
Emmanuel Hollis
Hailye Demissie

Operations Manager
Assistant Manager
1st shift Cashier
2nd shift Cashier
3rd shift Cashier
Maintenance

Section 301 Facility Manager

Garage Operations Manager Responsibilities & Guidelines
Maintain the following operating hours for 1075 Peachtree: Monday-Friday, 6:00
am 10:00 pm, and as necessary during special events.
Ensure staff is in place on time by monitoring the work and assigning special task
to be performed. First shift staff schedule: 12:00 pm - 8:00 pm; second shift
staff schedule: 4:00 pm 2:00 am; third shift staff schedule: 8:00 pm - 4:00 am.
Inspect staff and ensure proper uniform and appropriate grooming. Employees
must be professionally groomed as described in the employee manual. Male
employees are not permitted to wear any type of facial jewelry (earrings, etc.).
Female employees may wear professional styled earrings, provided they are no

larger than 1 inch in diameter and no more than one in each ear. Hair must be
professional off of the face.
Inspect all parking equipment to ensure it is in proper working order. Check ticket
spitters, ensuring an adequate supply of tickets, replenish, if necessary. Check
bolts and hinge mechanism on gate arms; notify maintenance if repairs are
needed. Test and verify card readers are receiving signal; verify fee computers
are functioning properly.
Inspect garage for cleanliness. Remove loose debris and trash, or request
maintenance personnel to do so. Be especially particular in inspecting the
entrance area to the facility.
Inspect facility signage and directional lettering. Schedule maintenance, repairs
or updates, with approval from property management.
Monitor the facility entrance/exit to ensure smooth traffic flow. Assist any patron
with access difficulties.
Check voice-mail and return calls. Professionally respond to any complaints from
patrons; notify property management staff, if necessary. Notify AAA Parking
senior management of any issue that needs formal, written response.
Process daily deposit from previous day cash receipts. Prepare deposit slip and
take to Wachovia bank for deposit.
Check in with property management for any specific tasks that need to be
performed. Establish appropriate communication with property manager and on
an amicable consistency.
Establish a meeting once monthly, at minimum.
Schedule/perform task requests.
Provide orientation training to the garage personnel on directions to building
entrances, directions to outgoing customers on local landmarks, streets, and
interstate highways by providing maps and brochures and also by looking up in
Internet for them.
Process payroll each Monday (or subsequent business day). Verify hours recorded
match hours worked by each employee. Adjust accordingly and return to Human
Resources. Include any Status Change forms with payroll. Submit separation
notices on a timely basis, with no more than four days delay.
Report to AAA Parking senior management on a regular basis and/or as
necessary. Report any technical, maintenance, or employee related issues.
Prepare a monthly report detailing active cards, average parkers per day, cash
receipts, validated tickets, or any additional information as required by property
management. These reports are available and sorted on FCMS system. They can
be pulled by going to FCMS Access Control System.

Section 302 Supervisors

Garage Asst. Manager Daily Responsibilities & Guidelines
Assisting the Operations Manager.
Directly report to the Operations Manager.
Attending to the machines: PIL, ticket spitters and card readers.
Responsible for getting the cash from the machine every day and leave
required change ($200 in $1.00 coins) in the machines.
Balancing the cash collected with the tickets and reports. Report to the
manager if not balanced. Managers will then review and check the cash,
the report and the machines for accuracy.
Making bank deposit (Wachovia Bank).
Preparing the cash and credit card report for accounting department
through FCMS.
Issue/Cancel parking cards.

Section 303 Cashiers

Cashiers must arrive on schedule and ready to begin work.
Required uniforms must be properly pressed and clean prior to each shift.
During each shift, cashiers must maintain an exceptional level of customer
service to all parking customers here at 1075 Peachtree upon entering and
exiting the facility.
Cashiers must maintain an accurate count of change ($100), and revenue,
i.e. cash, credit cards, and validations.
Cashiers are responsible for cleaning and maintaining their work stations.
Cashiers must be fully trained and qualified on all equipment that pertains
to their daily duties.
At the end of each shift cashiers must fill out Consolidation reports neatly
and accurately attaching the shift transaction report, with all revenue from
the days shift.
All tickets for the days transactions must be separated and turned in with
daily paperwork.
Validations need to be separated per each client
No sales tickets must have signature & company visited
The use of cell phones is prohibited unless for an emergency.

Section 304 Valets

Loews Hotel Valets report to Adrian Hernandez.
STK Valets report to Pat Wallace.

Summary

Greet guest, park and retrieve guest vehicle within parking facility.

Essential Duties & Responsibilities

Greet guest in an attentive, courteous and efficient manner.

Provide guest with a positive first and last impression of facility.
Post up if not parking or retrieving vehicle.
Assist guest with directions in and out of the facility.

When parking a vehicle:

Place time stamped and numbered ticket in guest vehicle to be parked

Gives guest a similar ticket to be used when guest departs
Inspects vehicle for previous damage and records on ticket
Drives vehicle to parking space
Does not roll down the windows
Does not change vehicle radio stations
Walk to motor lobby and place vehicle keys in key room
Returns to post up position until next guest arrives

When retrieving a vehicle:

Collect parking ticket from guest

Retrieve vehicle keys from key room
Locate vehicle from parking space, drive vehicle to motor lobby and
surrender to guest
Return to post up position until next guest arrives
Other duties may be assigned

Qualifications

Must have a valid drivers license

Must be at least 18 years of age
Agree to background check, drug testing, and motor vehicle report

Education & Experience

High school education or equivalent preferred. Previous experience in valet

parking preferred.

Language Skills

All employees must have the ability to speak clearly, the ability to read and
comprehend simple instructions, short correspondence, and memos. Have
the ability to write simple correspondence and have the ability to effectively
present information in one-on-one and small group situations to guest.

Mathematical Skills

Ability to add and subtract two digit numbers

Reasoning Ability

All employees must be able to convey information and ideas clearly, must
work well in stressful, high pressure situations and must be effective in
handling problems in the workplace, including anticipating, preventing,
identifying and solving problems as necessary. All employees must also be
effective at listening to, understanding, and clarifying the issues.

Certificates, Licenses, Registrations

Valid Drivers License

Physical Demands

Flexible and occasionally long hours required

Heavy work: Exerting up to 100 lbs. of force occasionally and/or 50 lbs. of
force frequently and/or up to 20 lbs. of force constantly to lift, carry, pull,
or otherwise move objects.
Employees must have the following abilities: Ability to stand during entire
shift. Must also have the ability to climb, stoop, kneel or crouch. Have the
ability to run or walk fast for short periods of time. Specific vision abilities
required by this job include distance vision, peripheral vision, and depth
perceptions.

Work Environment

While performing the duties of this job, the employee is occasionally

exposed to fumes or airborne particles from vehicle exhaust and outside
weather conditions. The noise level in the work environment is usually
moderate.

Section 305 Porters/Maintenance

Maintenance
The following operations shall be performed on an as necessary basis.
Preventive maintenance of traffic control equipment, related computers and
software by the garage manager or assistant manager.
Management computers and software as determined by the garage
manager or property management by a qualified technician.
Painted surfaces including striping, horizontal and vertical surfaces by
subcontractor as determined by garage manager or property management.
Horizontal and vertical painted signage (by subcontractor) as determined
by property management.

Monthly power sweeping of parking facility floors (by subcontractor). The

security is notified by an email. B & W will send an email to the garage
manager one week prior to when they will be in the building to sweep.
Maintenance shall immediately report to Garage Operations Manager:
Damage to or malfunction of building entrance/exit gates.
Damage or malfunction to building elevators.
Malfunction or outages of lighting or illuminated signs.
Daily Maintenance Tasks
All tasks will be monitored by the Garage Operations Manager.
Trash, objects and debris removal from the parking deck, as well as all the
stairwells
Check and verify proper operation of all lighting.
Check and verify proper operation of all building gates.
Check and verify proper operation of all traffic control devices.
Check and verify proper operation of all illuminated signs.
Look for: Cars with lights left on, Cars still running, improperly parked cars,
Odd people walking around the garage.

Maintenance Schedule

Full-time maintenance worker must be on-site from 6:00 am 2:00 pm,

Monday through Friday.
6:00
AM:

6:55

7:00 9:00
AM:
9:05 11:30
AM:

11:30 AM
12:00 PM:
12:00 1:00
PM:
1:00
PM:

2:00

Check all trash cans, change trash as needed, (no

more then half-full) from levels P1 through P12.
Walk & clean all common areas focusing primarily
on areas around trash cans, entrances and exits.
Work at the entrances to help with traffic flow
entering the garage.
Thorough garage walk-through, removing any trash
or debris from garage deck/floors and stairwells.
During this time check/replace any burned out light
bulbs. Clean all parking equipment, cashier booths
which includes: Gates, ticket spitters, trash cans in
booths, and windows.
Be sure to check the
stairwells periodically.
30 Minutes Lunch break.
Thorough walk-through of level 1 & 2, cleaning all
trash & debris at 1010 Peachtree. Clean gates,
ticket spitters, and pay machines at 1010.
Check and empty all trash cans if need be, walk
entire garage cleaning trash and debris, sweep,

mop, and clean all common areas including

smoking area on P12. Check stairwells to be sure
no trash or debris is on the stairs.
Check in with Ops Manager before shift ends.
From 7am to 8am blow and clean, removing all
leaves, trash, and debris at entrance/exit ramp on
Juniper Street, from top to bottom.
Sweep, Mop, and remove trash from garage
operations management office.

2:00 PM:
Every
Tuesday:
Once weekly:

Note: This schedule will be pre-empted for removal of standing water,

snow or ice. Additionally, maintenance personnel may be required to
perform other maintenance related tasks periodically including dust
removal, pressure washing and painting.

Maintenance Checklist:

Ref. #

Ye
s

Item
Were all gates functioning properly?

Were gates level and painted?

Were all
properly?

ticket

spitters

functioning

Are there any lights out?

Were entrances, exits, stairwells, and
drive lanes free of obstructions?
Were floors, stairwells, and drive lanes
free of trash and debris?
Were all areas free of dust and dirt?
Including overhead lines, camera
housings, etc.
Were trash receptacles less than 1/2
full?
Were all drains
obstruction?

clear and free

of

Were fire extinguishers present and

marked?

N
o

N/
A

Comments

Was all unused equipment out of site

and properly stored?
Were all hazardous materials properly
stored?
Were
storage
organized?

areas

clean

and

Section 400 Garage Operating Procedures

See Sections 401 through 408 below.

Section 401Opening Procedures

At 12 p.m. when the first shift cashier arrives, all spitters will be checked to
ensure an adequate amount of tickets are present and that the PIL is
stocked with gold coins.
Parking equipment will be checked to ensure proper functionality.
Cashier will enter cashier code and log on for the shift to begin.
Cashiers begin and end each shift with $100 in change.

Section 402 - Cashier Responsibilities

Cashiers must arrive on schedule and ready to begin work.
Required uniforms must be properly pressed and clean prior to each shift.
During each shift, cashiers must maintain an exceptional level of customer
service to all parking customers here at 1075 Peachtree upon entering and
exiting the facility.
Cashiers must maintain an accurate count of change ($100), and revenue,
i.e. cash, credit cards, and validations.
Cashiers are responsible for cleaning and maintaining their work stations.
Cashiers must be fully trained and qualified on all equipment that pertains
to their daily duties.
At the end of each shift cashiers must fill out their Consolidation reports
neatly and accurately, they must be attaching the shift transaction report,
with all revenue, and backup from the days shift, then to be dropped in
office managers safe located in the office.
All tickets for the days transactions must be separated and turned in with
daily paperwork.

Validations need to be separated per each client

No sales tickets must have signature & company visited

Section 403 Property Auditing Procedures

A audit on all cashiers will be done on a weekly basis.
A full shift report will be printed off the FCMS cashier computer.
All validations, tickets, revenues, change and no sale counts will be
compared to the recently printed shift report, and checked for accuracy.
A secondary shift report will be printed off the central computer in the
Operations Manager office and double checked for accuracy/discrepancies.
Should there be any discrepancies, found during the audit; appropriate
disciplinary actions will be taken.

Section 404 Closing Procedures

At 4a.m., third shift cashier will log off the cashier computer. A shift report
will automatically print and the cashier will complete a Daily Transient
Report and separate all tickets from the shift. Tickets will be separated by
validation, Hotel validation, payment tickets, and No Sale tickets.
Ticket spitters will be checked again to ensure ticket levels and PIL coins
will be checked.
Booths will be locked at the end of the third shift.
At this point the PILs (Pay-in-Lanes) will take over the cashier
responsibilities until the next shift begins at 12pm (Monday Friday), 6pm
(Saturday), and 2pm (Sunday). PILs are located at the 12th Street & 11th
Street entrance/exits.

Section 405 Lot Full Procedures

In the event the parking garage is full the Lot Full sign at every
entrance/exit will automatically turn on and the entrance gates will not
operated until a vehicle exits.

Section 406 Ordering Supplies

Operations Manager must place any/all office/garage supplies through the
corporate office. All orders must be submitted by filling out a supply order
form and submitted to corporate office for approval. Upon approval order
will be placed, supplies will then be sent to our corporate office for
Operations Manager to retrieve upon receipt.

Section 407 Abandoned Vehicles

Once an abandoned vehicle has been identified the Operations Manager will
verify:
The vehicle does not belong to an overnight guest at the hotel.
The vehicle does not belong to a monthly parker for 1075, 1065, or any of
our retail clients.
Verify and confirm that the vehicle does not belong to any employees that
work in the building.
The vehicle is stolen, (this is verified by having Midtown Blue run the
license plate). If the vehicle is stolen the proper authorities will be notified
and the vehicle will be towed.
If the vehicle is not identified by steps 1-4, mentioned above, AAA Parking
will have the vehicle towed at owners expense.

Section 408 Pay in Lane Procedures

Pay in Lane Procedures
Processing a Cash or Credit Card Transaction
Tickets that have not been validated must be processed as a cash
transaction. To complete a cash transaction, follow these steps:
Insert the ticket into the machine, the machine calculates the time and will
display the fee.
The patron will then insert cash or credit card in the slot. The change will
be given and receipt can be printed on request. Handwritten receipt can be
issued if there is a problem with the machine by the cashier or by the
Operations Manager.
Transaction is completed and the arm will be raised.
Processing a Validated Ticket
Enter the ticket that was pulled when entering the garage.
The applicable parking fee will appear.
Insert validation ticket.
In some cases the validation will not cover the entire period of time
the parker was in the garage. In this case there will be a fee to exit
and the gate will open.

If the validation covers the time parked the gate will open.
Canceling a Transaction
A situation may arise in which it will be necessary to cancel a transaction. A
transaction may be canceled by pressing the Cancel key. The ticket will be
rejected from the machine.
Processing a Lost Ticket
Press the LOST Button key.
The machine will ask for $12.00
Patron can pay by cash or credit card.
Loading Tickets
Open the side door on the machine
Remove the empty box
Replace a new box with tickets
Insert the first ticket in the designated slot
The machine will load automatically
Changing the Receipt Paper
Open the front cover door
Remove the empty stool
Insert the stool in the new paper roll
Place the new roll into its place
Press the button below to feed the paper
Cut the extra paper from the front
Close and lock the front cover door
Fixing Paper Jams
Open the front cover door
Cut the paper
Remove the paper by either pushing on the button or pulling the paper
from the front
Repeat step 4 to 7 from changing the receipt paper
Fixing Ticket Jams
Open the front cover door
Turn the machine off by the switch inside
Wait for 15 to 20 seconds then turn the machine on again
The ticket will be spitted out
If the Steps above Fail
Turn off the machine again
Open the ticket spitter by unscrewing the screws

Remove the ticket

Tighten the screws
Turn the machine on and close and lock the door
Unreadable Tickets
From time to time, some tickets may not be readable due to the magnetic
stripe on the ticket being damaged. One of the garage personnel needs to
physically go to the location and calculate the amount owed.
After
collecting the money, then raise the arm manually. This will also be
reported on the daily cash report.

Section 500 Garage Maintenance

See section 305

Section 501 Operating of Power-Washer/Wrangler

See power washer operating manual.

Section 600 Monthly Accounting

All revenue and daily cashier reports are submitted in the RMS system
daily.

Section 601 Monthly Cardholder Policy & Procedures

Monthly and Validated Ticket Revenue
Monthly Contract Parking
The Garage Operations Manager works in conjunction with property
management in monitoring and controlling the monthly accounts. The
Garage Operations Manager controls the distribution of all monthly parking
wands (access device) in accordance with the lease provisions provided by
property management.
Validated Tickets
Each validation will have 2 receipts one for the tenant and one for AAA
Parking.

Section 602 Types of Accounts & Payments

Monthly Contract Parkers
Hourly Parkers
Validations
Payment options include: Cash, Checks, Credit Cards, and ACH Payments
Please Note: Any returned checks for insufficient funds, will be accessed a
$30.00 return check fee.

Section 603 Account Maintenance Procedures

All new monthly parkers must have a monthly contract completed and
submitted to corporate office. If a change needs to be made, such as
name change, address change or a vehicle change, a Status Change form
must be completed and submitted to the Operations Managers office with
the updated information.

Section 604 Delinquent Account Procedures

If payment not received by 5th of each month, Parker will be notified by
phone or email of their delinquent account. If payment has not been made
by 10th of the month parking access will be cut off.

Section 605 Monthly Account Audit Procedure

A parking access report for all monthly parkers will be generated through
the access control system monthly.
That report will be cross checked with the AAA Accounting Department and
the tenant that each parker is employed with to ensure that all parkers in
the system are active.
If parking access is active to a cardholder that should not have access, the
access card will be deactivated.

Section 606 All Wands

Parking Wands
All wands will be assigned by Operations Manager, pending receipt of
monthly contract and payment as stated in section 603. Upon termination,
all access must be returned to Operations Manager, should access puck not
be returned, client will be billed $40.00 lost fee. Security is responsible for

activating access cards. Tenant information will be given to AAA for record
keeping.

Section 700 Revenue Accounting

Includes:

Daily Deposits, Preparation of Consolidation Reports, reviewing summary

logs, Reconciliation of Cash deposit variances.

Section 701 Daily Deposits

Deposits should be made on a daily basis. Upon completion of the
Consolidation Reports, for each day, all cash & checks should be deposited
into our Wachovia Bank account. Fill out deposit slip legibly and accurately,
be sure that each check is listed separately on the deposit slip, make sure
your total of deposit matches your reconciliation on your Consolidation
Report. Be sure to get back pink & yellow copies of the deposit slips along
with the validated copy from the bank.

Section 702 Summary Reports/Logs

Consolidation Reports must be completed on a daily basis. Consolidation
Report should also have a Transient Report for each shift, along with the
summary report for the day, and a validated deposit slip.
To complete the Consolidation Report you must have the daily summary
report for the day. You need to include each shift on a separate line of the
Consolidation Report.
Each shift needs to list the following items
separately for their shift:
Total
Total
Total
Total
Total

Revenue $ amount for their shift

amount of Transactions per shift
$ amount of Validations
$ amount of Credit Cards
$ amount of Cash

Section 703 Cash/Deposit Discrepancies

All discrepancies are to be handled by the Operations Manager. Review
and reconcile all payments to see if can locate the discrepancy, if you can

not find discrepancy, be sure to notify Finance Director at corporate for

further review. Should there be an unjustified discrepancy (i.e. short cash
in drawer, or miscalculation of funds) the cashier will be disciplined
according to AAA policy & procedures.

Section 800 Human Resources/Employee Policies & Procedures

See Sections 801 through 817.

Section 801 New Hire Procedures

All new hires must submit application and new hire paperwork to our corporate office.

Section 802 Attendance Policy

Absenteeism/Tardiness

The successful operation of the business depends upon every team

member coming to work and arriving on time. Absenteeism and tardiness
become a burden to your coworkers and may result in a less-than-perfect
experience for our customers. Unauthorized absenteeism/tardiness shall
be handled with the appropriate disciplinary action according to AAA
Policies.

Section 803 Uniforms & Appearances

All employees must take pride and present a professional, well-groomed
appearance.

Cleanliness and Personal Hygiene

Good personal hygiene levels are required. Your fellow employees, as well
as clients, have a right to expect general cleanliness from you, as you do
from them. Each employee is expected to bathe or shower daily and to use
an appropriate deodorant.
Proper dental care is also essential for good appearance. Brush your teeth
and use a good mouthwash. An excessive amount of perfume or cologne is
offensive to most people, so please use discretion.

Grooming Standards

Your manager/supervisor will inform you if business needs warrant

additional requirements for your position. Excessive gels, lotions and
distinct shaven styles are not acceptable. Hair must be clean, neat and
well groomed.
Males: Hair must be neat and trimmed or above the collar line. Mustaches
are acceptable if trimmed and neat and do not extend below the upper lip.
The face must be clean-shaven. Beards are not permitted. Exceptions
may be made for medical and religious reasons, so long as the employee
provides validation and keeps the beard well-groomed.
Females: Hairstyles should not be distracting, obtrusive or cover the eyes.
Simple hair accessories are permitted. Braids must be neatly maintained.

Standards of Dress

All employees, for whom a uniform has been provided, must wear the
appropriate uniform. Uniforms must be neat and clean at all times. Nonuniformed employees are to wear business attire. Casual clothing or
extreme styles are not permitted.
All employees must wear proper
undergarments.
Shoes must be in compliance with the Occupational Safety and Health Act.
They should present a business-like appearance, be polished and in good
repair.
Sunglasses are acceptable only in outdoor areas where sunshine may
impair your vision.
Hats are only to be worn if they are part of the uniform.
Hair standards are to be adhered to even if a hat is part of the uniform.
Head coverings may be permitted for religious reasons with validation.
** Please check with our corporate Human Resources office for direction in
regard to religious accommodations.
Jewelry should only be worn in moderation. Jewelry of any kind may not
be affixed to the uniform.

Jewelry guidelines:

A maximum of two simple rings per hand

No necklaces outside of the uniform
One bracelet or wristwatch per arm
No attachments other than nametag, length-of-service award or company
sponsored promotion
Only one earring per ear on females, and no dangling or extreme styles; no
earrings on males
No facial ornaments, including jewelry

Section 804 Drug & Alcohol Policy

AAA Parking is committed to maintaining a safe, healthy and productive
work environment for all its employees.
Abuse or involvement with
alcohol, drugs or controlled substances can adversely affect the work
environment, job performance and safety of all employees and customers.
Therefore, the use or possession of prescription drugs without a valid
prescription; the offer to sell prescription drugs; the use, consumption of,
or reporting to work or working while under the influence of alcohol or
illegal drugs are expressly prohibited.
General Points:
AAA Parking intends to provide a safe, drug-free environment for all its
employees.
AAA Parking recognizes alcohol and chemical dependencies as treatable
illnesses.
An employee who has an alcohol or chemical dependence and requests
treatment will be given one opportunity to see professional treatment,
provided no grounds for termination exist. If a personal Leave of Absence
is requested and granted, Leave of Absence policy guidelines will apply.
Even though an employee may have an alcohol or chemical dependency,
he/she is expected to comply with AAA Parking policies and performance
standards.
Possession or use of illegal substances may result in the immediate
termination and prosecution. Unauthorized possession and/or use of
alcohol on the job and/or property may result in disciplinary action, up to
and including immediate termination.
When there is a reasonable belief that drugs or alcohol are present in a
company-provided property, a search may be conducted.
The above policy applies to all AAA Parking properties.

Section 805 Radio Usage

Radio #1 Maintenance will have radio #1 Monday thru Friday 6am 2pm
; Saturday 9am 5pm. The 12th street cashier will have radio #1 Monday
thru Friday 2pm 8pm ; Saturday and Sunday 8pm 4am.
Radio #2 AAA parking office will have radio #2 Monday thru Friday 8am
4pm. The 11th street cashier will have radio #2 Monday thru Friday 4pm 2am ; Saturday 6pm 2am ; Sunday 2pm 10pm.

Section 806 Customer Service Policy

The Business of Hospitality & Service

Our business is parking in a hospitality environment and our role, as

employees of AAA Parking, is to make our customers feel welcome and
secure while they are parking with us, knowing we are taking care of them
and their vehicles.
Our jobs depend completely on them and their satisfaction. How we treat
customers in every contact we have with them defines our success. The
warmth of your welcome, the sincerity of your smile, and the graciousness
of your greeting, along with your carefully handling the customers vehicle,
will make the difference and win loyalty.
Our success depends on your hospitality. Your challenge, then, is to
deliver exceptional service by anticipating customers needs, by paying
attention to detail, and by exceeding every customers expectation of firstclass, quality service.

Remember, you will never get a second chance to make a good first
impression!!!

Section 807 Policy Questions

Any questions regarding Policy & Procedures that are not clear, should be
directed to your Manager/Supervisor, if they are unable to assist, they will
contact upper management for clarification.

Section 808 Employee Information

All employee records and information is properly secured at the AAA
Parking corporate office.

Section 809 Workplace Visitors

Visitors are not allowed on the property except in the case of an
emergency. Visitors must be cleared through your supervisor/manager.

Section 810 Solicitations & Distributions at Work

Solicitation of employees during work time by, or on behalf of, an
individual, organization, club or society is prohibited. The distribution of
any literature, pamphlets or other material in a company work area is
likewise prohibited. Employees may not solicit others while they are in the
workplace, engaged in the performance of work tasks.

Section 811 Employee Vehicles

Employees must park their vehicles as assigned by the Operations
Manager.

Section 812 Employee Break Policy

Employees are entitled to a 15 minute break and a 30 minute meal break.
All employees will be relieved for their break by the Assistant Manager, Ops
Manager or a member of Security.

Section 813 Overtime Policy

Department managers and supervisors on a weekly basis determine
schedules; employees should clock in and out according to that schedule.
All overtime is to be approved by the manager or supervisor prior to the
employee working beyond the scheduled time. Overtime will be paid
according to the companys policy, which will meet the requirements of
federal and state law. Please check with your supervisor or manager for
your property policy.

Section 814 Employee Evaluations

Performance Reviews

Periodically, formal written performance appraisals will be prepared by your

supervisor/manager. A performance evaluation is done at least once a
year. A copy of your appraisal will be placed in your personnel file.

Section 815 Employee Training Procedures

Attendance at meetings, training programs, and similar activities required
by your supervisor/manager are considered working time. If an employee
is scheduled to be off, the employee will be paid a minimum of two hours
to attend a mandatory function.
If the function is not mandatory,
employees will be paid for actual time in attendance. All time will be
subject to overtime requirements.

Section 816 Cultural Diversity & Sexual Harassment

AAA Parking strives to provide for all employees a professional and
congenial work environment, and will take all necessary steps to ensure
that the work environment remains pleasant for all employees. An integral
part of this type of work environment is for all employees to treat each
other with courtesy, consideration, and professionalism.
The company will not tolerate harassment of any employee by any other
employee, supervisor, vendor, customer, client, or customer. Harassment
for a discriminatory reason, such as race, color, sex, national origin,
disability, sexual orientation, age, religion or veteran status, is prohibited
by state and federal laws in the U.S., and may subject the company and/or
the individual harasser to liability for any such unlawful conduct. With this
policy, the company prohibits no only unlawful harassment, but also other
unprofessional and discourteous actions.
Definition of Harassment:
AAA Parking also prohibits harassment on the basis of race, color, national
origin, religion, gender, physical or metal disability, sexual orientation, age,
veteran status or any other characteristic protected by applicable law.
Such prohibited harassment may also be evidence by similar verbal, nonverbal, or physical conduct as described in the sexual harassment category.
Sexual Harassment:
Sexual harassment includes unwelcome sexual advances, requests for
sexual favors, or any other visual, verbal, or physical conduct of a sexual
nature when:
Submission to the conduct is made either implicitly or explicitly a condition
of the individuals employment.
Submission to or rejection of the conduct is used as the basis for
employment decision affecting the harassed employee.

The harassment has the purpose or effect of unreasonably interfering with

the employees work performance or creating an environment that is
intimating, hostile, or offensive to the employee.
Each employee must exercise his or her own good judgment to avoid
engaging in conduct that may be perceived by others as harassment. The
following is a partial list of conduct that would be considered sexual
harassment.
Verbal
Repeated sexual innuendoes, sexual epithets, derogatory slurs,
sexually explicit jokes, obscene or sexually suggestive
comments about a persons, body, offensive or unwelcome
flirtation, unwanted sexual advances or propositions, threats or
suggestive or insulting sounds.
Visual/Non-verbal
Derogatory or sexually explicit posters, cartoons, photographs,
magazines, drawings, or other printed items; suggestive
objects, or pictures; e-mails, graphic commentaries; leering, or
obscene gestures.
Physical
Unwanted physical contact, including touching, interference
with an individuals normal work movement, or assault.

Section 817 Honesty Policy

It has always been AAA Parkings policy to conduct business ethically and
with integrity. And we expect our employees to uphold our high standards
of business conduct. Unfortunately, people dont always make the right
decision. If you know of any unethical conduct, please email your concerns
confidentially to [email protected].

Section 900 Safety Procedures

Accident Prevention
Accident prevention is a vital part of AAA Parking. AAA Parking works hard
throughout its corporate division, and operations facilities, to provide the
proper equipment, maintenance, and working conditions so you will be safe
while at work. Each operation institutes safety programs and policies so all

of the employees are familiar with the safety procedures that must be
followed at that operation.
Disciplinary action may be taken in the event unsafe work practices are
observed.
If you are involved in an incident causing damage to a
customers vehicle or property, you may be required to attend a safe
driving seminar at your expense. You will have two weeks after notification
to complete this seminar. Your safety performance is an important part of
your responsibilities and your performance appraisal. You must report all
accidents or incidents immediately to your manager/supervisor.
At
properties where AAA Parking has implemented a post-accident drugtesting program, substance abuse testing will be conducted when
appropriate under company policy.

Section 901 Emergency Procedures

In case of emergency please dial 911
Atlanta Fire Department 404-853-7000
Atlanta Police Department 404-614-6544
Notify your manager/supervisor of the emergency.
If related to the
property, please make sure to also notify property management (see
Daniel Corporation contacts). Depending on the nature of the emergency
be sure to notify AAA Parking upper management as needed.

Section 902 Reporting Accidents/Maintenance Issues

All accidents/maintenance issues should be reported to Operations Manager
immediately. An incident/conduct report will be completed pertaining to the
specific incident. Any further actions will be determined by the severity of
the specific incident.

Section 903 Reporting Work Related Injuries

All work related injuries must be immediately reported to your
manager/supervisor, as well as, to your corporate Human Resource
Department for further instructions.

Section 1000 Common Forms

Consolidation Report
Daily Transient Report
Monthly Contract Form
Status Change Form

Section 1100 Access Control Equipment References

Magnetic Autocontrol Security with Technology manual located in
Operations Managers office, in cabinet drawer.

Section 1200 Event Parking

Event Parking The procedures for events depends strictly on the size of
the event.
Small events will require the guests to pay at the exit (no event tickets
given out at entrance).
Large events (500+) will be a flat rate with staffing at all entrances of the
garage. Large events will require event tickets and cash collection at the
entrance. Event ticket paperwork will be required with a total start ticket
count and final ticket count. Event tickets can be picked up at the
corporate office.
Additional staffing will be required to handle the large events (2 attendants
at the entrances 11th street and 12th street and a manager on duty.
Signs are located in the storage room on P8.

Financial
AAA Parking (Operator) shall operate the parking management services for the LA Law Library
(Owner) as a first class valet and self-parking service. The company shall employ, train, and
supervise all personnel and shall provide all supervision and management as necessary for the
highest quality performance of the various services and functions.
Term
The term shall be for three (3) years commencing on a date to be mutually decided by Owner and
Operator and terminating three (3) years thereafter, with one (1) year automatic renewals at the
end of the initial term. Either party shall have the right to notify the other sixty (60) days in
advance of the end of any calendar month of their desire not to continue the Agreement.
Guaranteed Fee (Base Monthly Fee)
Operator agrees to pay Owner a guaranteed fee equal to four hundred eighty thousand dollars
($480,000) per year payable in twelve (12) equal monthly installments of forty thousand
($40,000) dollars (Base Monthly Fee).
Additional Fee (Annual Bonus Fee)
Additionally, Operator agrees to pay Owner a yearly fee (Annual bonus fee) equal to sixty percent
(60%) of the Gross Parking Revenue exceeding six hundred thousand dollars ($600,000) per
contract year. See pro forma statement included herein.
Capital Expenditure
Operator shall purchase and maintain the Pay-by-Space machine equipment at its sole cost. The
ownership of such equipment shall be that of AAA Parking.
Expenses
Operator shall pay from the Gross Parking Revenue collected all reasonable items of expense
incurred by it in the operation of the facilities, including, but not limited to the following:
a. Owners Base Monthly Fee and Annual Bonus Fee
b. Payroll and payroll taxes, including valet payroll cost for special events
c. Employee benefits
d. Workers Comp Insurance
e. Garage Liability Insurance
f. Tickets and Supplies
g. Uniform
h. Maintenance of equipment

Gross Parking Revenue

Gross Parking Revenue is defined as the sum of all parking revenue received by Operator as well
as Owner collections, less Los Angeles parking surcharges and the credit card fees.
Alternative Proposed Fee:
As an alternative to Base Monthly Fee and Annual Bonus Fee payable to Owner, AAA Parking
offers to operate for Owner for an all- inclusive hourly rate of $18.98 per man-hour, for both
scheduled self-parking attendees as well as valet drivers for special events. AAA Parking will be
responsible for all expenses as outlined.

Report Samples
Please see section III of this proposal for report samples.

Proposed Budget Option I: Fee and Bonus Fee

Los Angeles Law Library

Date:

7/26/2013

Revenue
Daily Transient Revenue
Special Event Valet

Oct

Nov

Dec

Jan

Feb

Mar

Apr

May

Jun

59,485

50,387

43,042

56,600

51,624

57,003

63,407

61,690

60,273

1,500

1,500

1,500

1,500

1,500

1,500

1,500

1,500

1,500

Total Insurances $60,985 $51,887 $44,542 $58,100 $53,124 $58,503

Personnel
Salaries, wages
Benefits
Payroll taxes
Commissions and
bonuses

Jul

Aug

Sep

Total

59,458

53,397

46,752

1,500

1,500

1,500

$64,907 $63,190 $61,773 $60,958 $54,897

$48,252

8,280

7,560

7,920

7,920

7,200

7,560

7,920

7,920

7,560

8,280

7,560

7,920

828

756

792

792

720

756

792

792

756

828

756

792

1,097

1,002

1,049

1,049

954

1,002

1,049

1,049

1,002

1,097

1,002

1,049

227

248

227

238

$9,545 $10,454

$9,545

$9,999

248

227

238

238

216

227

238

238

Personnel Total $10,454

$9,545

$9,999

$9,999

$9,090

$9,545

$9,999

$9,999

$663,118
18,000
$681,118
$93,600
9,360
12,402
2,808
$118,170

Insurances

$4,500
$7,675
2,100
$14,275

Garage Insurance
Workers' Comp Insurance

375

375

375

375

375

375

375

375

375

375

375

375

679

620

649

649

590

620

649

649

620

679

620

649

Medical Insurance

175

175

175

175

175

175

175

175

175

175

175

175

$1,229

$1,170

$1,199

$1,199

$1,140

$1,170

$1,199

$1,199

$1,170

$1,229

$1,170

$1,199

Other
Electricity

350

350

350

350

350

350

350

350

350

350

350

350

Telephone

75

75

75

75

75

75

75

75

75

75

75

75

Tickets & Supplies

175

175

175

175

175

175

175

175

175

175

175

175

Equipment Maintenance

100

100

100

100

100

100

100

100

100

100

100

100

$700

$700

$700

$700

$700

$700

$700

$700

$700

$700

$700

$700

$4,200
900
2,100
1,200
$8,400

Other
MISC Expenses

100

100

100

100

100

100

100

100

100

100

100

100

$1,200

Management Fee &

Overhead

500

500

500

500

500

500

500

500

500

500

500

500

6,000

$600

$600

$600

$600

$600

$600

$600

$600

$600

$600

$600

$600

$7,200

Total Insurances

Other Total

Total Overhead and

Management Fee

Total Operator's Fee $12,982 $12,014 $12,498 $12,498 $11,530 $12,014

Owner's Base Fee
Owner's Bonus Fee

40,000

40,000

40,000

40,000

40,000

40,000

Total Owner's Fee $40,000 $40,000 $40,000 $40,000 $40,000 $40,000

$12,498 $12,498 $12,014 $12,982 $12,014

$40,000 $40,000 $40,000 $40,000 $40,000

$148,045
$480,000
40,000
48,671
48,671
$88,671 $528,670.80

$12,409 $10,692

$52,917

40,000

40,000

40,000

40,000

40,000

Total Operator's Profit

$8,003

-$127

-$7,956

$5,602

$1,594

$6,489

$9,759

$7,976

$2,883

$12,498

$4,402

Proposed Budget Option II: All-Inclusive Hourly Rate

Los Angeles Law Library

Date:

7/26/2013
Oct

Nov

Dec

Jan

Feb

Mar

Apr

May

Jun

Jul

Aug

Sep

Total

Personnel
Salaries, wages

8,280

7,560

7,920

7,920

7,200

7,560

7,920

7,920

7,560

8,280

7,560

7,920

828

756

792

792

720

756

792

792

756

828

756

792

1,097

1,002

1,049

1,049

954

1,002

1,049

1,049

1,002

1,097

1,002

1,049

248

227

238

238

216

227

238

238

227

248

227

238

Personnel Total $10,454

$9,545

$9,999

$9,999

$9,090

$9,545

$9,999

$9,999

$9,545 $10,454

$9,545

$9,999

375

375

375

375

375

375

375

375

375

375

375

375

679

620

649

649

590

620

649

649

620

679

620

649

Benefits
Payroll taxes
Commissions and bonuses

$93,600
9,360
12,402
2,808
$118,170

Insurances
Garage Insurance
Workers' Comp Insurance
Medical Insurance

$4,500
$7,675
2,100
$14,275

175

175

175

175

175

175

175

175

175

175

175

175

$1,229

$1,170

$1,199

$1,199

$1,140

$1,170

$1,199

$1,199

$1,170

$1,229

$1,170

$1,199

Other
Electricity

350

350

350

350

350

350

350

350

350

350

350

350

Telephone

75

75

75

75

75

75

75

75

75

75

75

75

Tickets & Supplies

175

175

175

175

175

175

175

175

175

175

175

175

Equipment Maintenance

100

100

100

100

100

100

100

100

100

100

100

100

$700

$700

$700

$700

$700

$700

$700

$700

$700

$700

$700

$700

$4,200
900
2,100
1,200
$8,400

Other
MISC Expenses

100

100

100

100

100

100

100

100

100

100

100

100

$1,200

Management Fee &

Overhead

500

500

500

500

500

500

500

500

500

500

500

500

6,000

$600

$600

$600

$600

$600

$600

$600

$600

$600

$600

$600

$600

$7,200

Total Insurances

Other Total

Total Overhead and

Management Fee

Total Operator's Fee $12,982 $12,014 $12,498 $12,498 $11,530 $12,014 $12,498 $12,498 $12,014 $12,982 $12,014 $12,498 $148,045
Per-Hour Fee

$18.82

$19.07

$18.94

$18.94

$19.22

$19.07

$18.94

$18.94

$19.07

$18.82

$18.46

$18.94

$18.98

Certificate of Insurance

EMPLOYEE INJURY
REPORTING PROCEDURES
Step 1

Follow your internal procedures to gather as much

information as possible to report claim to our Claim Reporting
Center- call 800 832 7839 24/7. Retain assigned claim
number for future reference.

Step 2

Provide employee with a First Fill Form for their use in the
event they have a prescription filled

Step 3

Provide employee with claim number received from

telephone reporting

Step 4

Provide injured worker with My Workers Compensation

Website information. Notify them to contact assigned
adjuster upon any condition change. Change would include
work or medical status.

Step 5

Check for claim acknowledgement from Travelers and attach

to your file on specific injury

Step 6

Contact Travelers assigned adjuster upon any condition

change. Change would include work or medical status.

CLAIM REPORTING PROCEDURES

Step 1

When an incident has occurred, step out of the vehicle

leaving it there and alert your management on site.

Step 2

Assess the situation and start completing the claim report

accordingly to type of incident damage, injury, property
damage or theft.

Step 3

Take photos of the damage, and prepare statements.

Step 4

All claims should have managers statement, and all driver

statements Parker and Puller. The incident report form
should be completed in its entirety.

Step 5

If criminal acts have taken place for example: stolen vehicle,

missing items, or vandalism, etc. contact the owner of the
vehicle and suggest filing a police report.
If our employee is injured as a result of the incident report, be
sure to file an injury report (Workers Comp with AAA
Parking HR)
If a guest has sustained injuries due to the incident call 911
for emergency assistance. Always engage the propertys
security department and or loss prevention as needed.

Step 6

Always verify all information with vehicle owners and all

parties to the loss. Each party should be provided a copy of
the incident report along with AAA Parking Claim Guide.

Step 7

Enter the report on our claim database to ensure that proper

contact will be made with the claimants and the claim process
is addressed appropriately.

Operations/Personnel/Staffing
Maximizing Customer Service, Efficiency, and Revenue
As a leader in the Hospitality industry, AAA Parking operates many prestigious hotels and parking
facilities with an outstanding customer satisfaction record. AAA Parking will apply the same
customer service tactics to service delivery for the LA Law Library Parking Facility.
All visitors will be greeted promptly and cordially, access control equipment will be clean and in
good working order, and customers will be efficiently issued a parking ticket and directed to open
parking spaces. Our trained employees will make sure all cars are parked properly and efficiently.
Special rates will be offered after-hours when demand for parking diminishes. Our management
staff will market the spaces for special events to maximize the revenue for the property through
temporary signage, flagmen, and various Guerrilla marketing tactics.

Staffing Plan
AAA Parking schedules part-time employees to cover the minimum hours (30 hours per day). By
overlapping the hours, AAA Parking make sure all employees to take lunch breaks as well as 15
minute breaks, one at a time, insuring the sufficient staff stay at duty.

Absentee Coverage
AAA Parking will provide coverage for absentee staff with a pool of on-call attendants. The
property manager has immediate access to the on-call pool and can contact staff directly.

After-Hours Access
Visitors have access to the top-floor spaces after hours. We will have clear signage at the
entrance, advising our hours of operations. We will also provide customer access after-hours by
the manager on duty. Visitors will be provided retrieval service for left over vehicles for a fee.
Customers will also have the option to pick up their vehicle the next day and only pay the
additional parking fee.