Addendum #3
for
Request for Proposals
For Parking and Valet Services
at
Charlotte Douglas International Airport
for the
City of Charlotte, North Carolina
Dated January 21, 2014
1. Computerized Valet System. CLT has yet to finalize a decision in regards to its
Computerized Valet System. However, CLT has decided that it would like to provide and
manage its own system and is not open to any company specific proprietary system.
2. Questions and Answers. Included below are all the questions submitted to CLT and relevant
answers. Please review this information and submit any questions relating to clarifying the
information provided below by 1 p.m. on January 23, 2014. CLT will make its best efforts
to post a response by the end of the day on January 23, 2014 but will not include a respond
to any question which is not limited to clarifying the answers provided.
RFP Process
Question 1: Would you consider an extension for the proposal due date?
Question 2: Based on the number of questions being submitted, we request to have until
February 7th to submit the final proposal.
Question 3: Will the original bid submission due date of Friday, 1/24/14 be extended by 5 to 10
business days?

Answer to Questions 1 – 3: After further consideration, CLT will extend the proposal due
date even further to January 29th at 3 p.m. by CLT’s clock. Due to the timeline to ensure
the Service Agreement is negotiated and presented to Charlotte City Council in a timely
manner, we cannot push this date out any further.
Question 4: Why was the requirement made for the experience of five years? And what
transactions and parking space numbers should be used in determining similar size?
Question 5: Section III. a. Initial Eligibility of Proposers refers to Exhibit D in determining
similar size operations but Exhibit D refers to multiple transaction numbers and space counts.
Please specify the transaction numbers and space counts that should be used to determine
comparable experience.
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
Answer: Our intent is to ensure the selected proposer is able to handle CLT’s operation
in a way that ensures first class customer service. In determining if your company has
experience with a similar size operation, the transaction range of 21,973 – 31,474 per
month should be used for Business and Curbside Valet and a range of 115,864 – 134,563
per month for Self-Parking transactions and the Post Nov. FY15 number of parking
spaces are relevant for the Staffing Services.
Question 6: We wish to request a variance in regards to the number of transactions requirement.
For the valet portion of the RFP, the qualifications listed are at least five years’ experience,
similar transaction volume and experience in an airport environment. Our focus is to serve
airports and have built a business catered to the unique environment associated with flight
delays, changes, etc. We are in our ninth year serving DFW Airport. Due to limitations of DFW
Airport, our transaction volume is less than that of CLT. However, our staffing size is
comparable due to the complexity of DFW Airport with five terminals and thirty different meet
and greet locations.

Answer: CLT would prefer a company that currently has an operation within the range of
transaction and parking space numbers provided in the answer to Questions 4 & 5
above, however, if your company can demonstrate specific experience that would clearly
meet CLT unique operation needs based on the number of locations where the vehicles
are stored, distance between two drop-off/pick-up area and types of positions requested,
please include a description of such in your proposal. This information will be evaluated,
and if it is deemed in the sole discretion of CLT to meet our needs, the proposer will be
deemed to have the necessary qualifications.
Question 7: Would CLT reconsider allowing the Proposers to be allowed to bid on more than 1
of the 3 options?

Answer: As previously stated in Addendum #2, a proposer may submit separate
proposals for more than one package.
Question 8: Would you give preference to respondents who provide capital expenditure for new
technology/equipment at no cost to CLT?
Question 9: What value will be placed upon innovative initiatives for the parking services in
scoring the submitted responses from potential vendors?

Answer to Questions 8 & 9: CLT is open to new ideas and innovative thinking. Please
provide these items under the Service Operation Plan for evaluation.
Question 10: Should Proposers include (audited) financial statements or other financial
information in their proposals?
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
Answer: No, however CLT reserves the right to request this information as part of the
interview process, if such process occurs.
Compensation & Reimbursable Expenses
Question 11: What is the Airport’s policy regarding the acceptance of tips?

Answer: The successful proposer is allowed to accept tips however, the associated
financial and operational details will be negotiated upon award of the Service
Agreement.
Question 12: Does the City provide any operating funds – e.g., for cashier banks?

Answer: CLT does provide money for cashier banks and will also provide the approved
monthly budgeted amount for reimbursable expenses in advanced.
Question 13: In the pre-proposal meeting it was mentioned the airport fiscal year is July 1 - June
30th. Is the yearly incentive amount the current provider is paid based on the same dates? How
and when is this amount paid?

Answer: The current incentive is paid within thirty days of the annual accounting which
takes place at the end of the fiscal year. The amount currently paid is five percent (5%)
of the operating revenues minus any expenses paid to the operator. However, for the new
Service Agreement CLT is open to suggestions on how the performance incentive, if any,
will be handled.
Question 14: Under Reimbursable Expenses you have a category for “Salaries and Wages.”
Does Salary and Wages refer to gross payroll paid directly to workers?

Answer: Yes, this does refer to gross payroll paid directly to the workers. This and other
Reimbursable Expenses are subject to annual approval by the City through the budget
process.
Question 15: General office supplies is listed as a Non-Reimbursable expense. Will the receipt
paper for the valet fee computer systems be considered general office supplies or will these be
reimbursable?

Answer: CLT will consider receipt paper a Reimbursable Expense. Please provide a line
item for this on the budget table provided in Exhibit A.
Question 16: The RFP states that valet tickets are a reimbursable expense; however, parking
tickets are not addressed. Are respondents responsible for purchasing parking tickets, and if so,
is it a reimbursable expense?

Answer: CLT provides the parking tickets.
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Question 17: Will the reimbursement for labor costs include benefits offered and utilized by the
staff?

Answer: If the proposer would like benefits reimbursed, please include this as part of the
proposal, including details on what specific benefits would be offered and who would
receive them. All proposed reimbursable expenses are subject to CLT approval.
Question 18: Credit Card & Bank Fees are listed under Reimbursable Expenses on page 24 of
the RFP. Under what circumstance would Operator incur Credit Card or Bank Fees if City is
Merchant of Record and cash is deposited into the City’s account?

Answer: Merchant credit card fees are directly paid by CLT. However, where the
successful proposer incurs other credit card and bank fees directly associated with the
provision of the Services, those fees will be reimbursable where they are included and
approved in the annual budget.
Question 19: Please indicate whether the following (potential) expenses will be designated as
Reimbursable or Non-Reimbursable:

Answer: CLT is willing to consider any reimbursable expense that is directly related to
the provision of the Services. Where such expense is not currently listed (or even listed as
non-reimbursable) in the RFP, please include as part of your proposal the request that
the expense be reimbursed, including any necessary detail to clearly define what is
included in the expense. However, as detailed below, some items are limited, not
necessary or expressly excluded from consideration.
1.
2.
3.
4.
5.
6.
Payroll Taxes & Benefits
Workers Compensation Insurance – Premiums only.
Postage
Armored Car Service – Contracted and paid for by CLT.
Equipment Rental
Repair & Maintenance of vehicles and equipment (including add’l van(s) provided by
Operator)
7. Fuel (including add’l van(s) provided by Operator)
8. Supplies (other than “General Office”)
9. Employment Ads
10. Taxes, Licenses and Permit Fees – specific to the CLT operation
11. Annual CPA Audit – Not allowed.
12. Payroll and AP Processing
13. Performance Bond Premium – Not allowed.
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Question 20: Should any type of parking tax, sales tax, gross receipts or other tax apply to the
parking revenues collected under the proposed management agreement, will the City be
responsible for payment of those taxes? If the Operator should be responsible, will the cost of
the taxes be a reimbursable expense?

Answer: Tax obligations related to the Services, if any, are directly paid by CLT.
However, if the successful proposer incurs any parking tax, sales tax, gross receipts or
other tax applicable to the parking revenues, the amount paid by the successful proposer
would be a reimbursable expense.
General Staffing & Valet Operation
Question 21: When is the new Hourly and Business Valet decks set to open?

Answer: They are both set to open in November of 2014
Question 22: When the new hourly deck is completed how will that affect the “man hours”
compared to the estimates printed in your RFP?

Answer: There are no staffing positions dedicated to the hourly deck. Thus, the hours
provided in the RFP should not be significantly affected by the opening of the new hourly
deck. However, a second toll plaza will be added to support the new deck. At this point in
time CLT estimated this will add an additional two manned positions, but this is subject
to change.
Question 23: When did CLT open curbside, was it after the old hourly deck closed?

Answer: Curbside valet was the first valet service offered at CLT. It opened in July 2003.
The Hourly deck was removed in the early of 2013.
Question 24: Who will provide security in the overflow lot?

Answer: A separate company hired by CLT will provide the security.
Question 25: If CLT is able to find someone to advertise on the claim tickets, will that advertiser
cover the cost to print those tickets?

Answer: If the advertiser would pay for the cost of printing the claims tickets, it would be
discussed at the time CLT negotiates the deal with the advertiser. However, regardless,
the expense to purchase claims tickets for the Valet Services is reimbursable.
Question 26: Will CLT employees continue to park on Level 1 of the Business Valet Garage? If
so, how many spaces will be set aside for them?
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
Answer: Yes, the total number of spots will remain the same as the amount reserved
currently which is 300 parking spaces.
Question 27: Does CLT have an estimate on the impact to the valet revenues when the hourly
parking deck is reopened?

Answer: CLT does not have an estimate on how the opening of the new hourly deck will
impact valet revenues. However, in anticipation of the new deck CLT is considering a
price adjustment to the parking facilities which is intended to help regulate the effect of
the new hourly deck.
Question 28: Marketing and Promotions are listed as a goal and priority of the City for the
Company. What level of involvement does the City foresee from the Company? Does the City
expect a dedicated marketing resource to the operation? Does the City expect the Company to
design, implement, evaluate, and report marketing and promotional efforts or does the City seek
the Company to provide City resources with industry-specific suggestions for programs and
promotions?

Answer: CLT requests that proposals include a marketing and promotions plan. The level
of commitment from each proposer is an individual decision. Any suggestion between the
range of total design, implementation, evaluation and reporting and providing industry
specific suggestion is acceptable. While open to all ideas, CLT is not requiring that there
be a dedicated person.
Question 29: Is the respondent responsible for replacing existing operating supplies such as,
safety cones, podiums and key safes?

Answer: No, these are provided by CLT.
Question 30: Will the Airport provide a space for scheduled staff training sessions and staff
meetings?

Answer: Yes, however, availability is subject to CLT’s approval and needs. As part of the
proposal include the frequency and time that the use of CLT’s meeting space may be
utilized.
Question 31: Will vehicle curbside inspections be conducted by Company or City personnel?
Please provide the inspection requirements. Please provide any liability or training
responsibilities expected of the Company for staffing this position. Is this position included in
any of the staffing hours provided in the RFP?

Answer: The inspections are conducted by CLT. The successful proposer will only be
expected to assist in making sure the vehicle is held until inspected. The exact details of
the inspections will be provided to the successful proposer.
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Question 32: Does CLT require the new service provider to offer positions to the current staff?
Is this desired or expected?

Answer: CLT does not require that positions be offered to the current staff. The decision
to do so will be left solely in the hands of the successful proposer.
Customer Shuttles, Valet Runner Van & Other City Provided Vehicles
Question 33: Who provides the valet shuttle?
Question 34: Please confirm that the City will provide on shuttle van for the valet operation.

Answer to Questions 33 & 34: Currently the customer shuttle is provided by the valet
management company, but under the new agreement it will be provided by CLT.
Question 35: The airport has specified to provide one bus to shuttle valet drivers to and from the
deck to the curb, will the airport provide an additional bus should the need arise?
Question 36: When the 1 van that CLT provides for the Valet Transportation needs is being
serviced or unavailable, will the proposer be allowed to provide its own shuttle/van as a
reimbursable expense?
Question 37: Only one shuttle van will be provided to the valet service provider to transport
valet runners, but two temporary satellite lots are being use to store valet vehicles until the
completion of the new business valet deck in November. Is the current provider responsible for
the cost of additional shuttle vans and will the new provider be responsible to lease or purchase
additional shuttle vans until the new deck is completed in November?\
Question 38: During peak times when there is a demand for an additional shuttle. Would the
airport (city) provide a shuttle and driver at a cost to the valet service provider? What would that
cost be?

Answer to Questions 35 – 38: CLT is open to suggestions on how this should be handled.
Include as part of your proposal how the movement of valet runners should be handled,
including who would provide the vehicles. If the vehicles would be provided by the
successful proposer, include what cost associated with those vehicles would be
considered a reimbursable expense. However, the valet runners may not use the customer
shuttle. Further, for clarification, at the time the Service Agreement goes into effect there
will only be one satellite lot utilized by the Valet Service.
Question 39: Will Airport be providing service vehicles to the Operator for its use in the parking
operation and will Operator be responsible for insuring these vehicles? If so, please provide
Year, Make, Model and current mileage for any City-owned vehicles the Operator will insure.
Also, will Operator be responsible for fueling and/or maintaining these vehicles?
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
Answer: The successful proposer will be required to obtain insurance as stated in the
Service Agreement. However, CLT owned vehicles are covered under CLT’s insurance.
Any damage to those vehicles or other CLT property caused by the successful proposer’s
employees will be the responsibility of the successful proposer.
Question 40: If the new valet service provider must purchase a shuttle vehicle, does the vehicle
have to be branded the same as all airport shuttles currently used.

Answer: The customer shuttles are provided by CLT and the valet runner vehicles are not
required to have CLT branding. If the valet runner vehicles would include the successful
proposer’s company branding, please provide an image of the proposed branding as part
of your proposal.
Customer Claims
Question 41: If the claims are the responsibility of the successful proposer, will it be the sole
determination of the successful proposer on which claims are valid?

Answer: No. While the successful proposer will handle and be responsible for the
claims, any disagreement between the customer and the successful proposer must be
resolved by CLT.
Question 42: Can you provide the average number and cost of valet damage claims?

Answer: CLT believes that due to the way this currently works under the Valet contract
the data will be misleading and not reflective of the actual risk the successful proposer
may incur.
Amenities
Question 43: Are the Valet amenity services currently being provided by the Valet operator, by
a subcontractor, or a combination?
Question 44: Are any of the amenity services performed off-site? And if so, by who?

Answer to Questions 43 & 44: All amenities are currently subcontracted through the
Valet operator. The car wash is offered on-site, all other services are offered off-site.
1. Car wash and detailing services? – Platinum Touch
2. Tire service, oil changes, fueling and inspections? – Rocket Tire
Question 45: Will the new service provider be able to provide input and take control of any
outsourced amenities, i.e. oil change and car detailing, some of which is currently done off site?
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
Answer: Yes, CLT expects the successful proposer to subcontract for the provision of the
Amenities. Any new ideas or suggestions will be welcomed and should be included as
part of the proposal.
Question 46: The RFP does not identify terms for the current valet amenities agreements. Please
define what terms the City requires for such amenity agreements such as auto detailing and oil
changes.
Question 47: What is the percentage fee paid by the vendor to the city for any “amenities”?
Also, is this percentage based upon the gross revenue of the amenity or upon the markup? For
instance, if the wash is currently charged to the customer at $30 but the vendor is paying his
subcontractor $20, is the fee based on $30 or on $10? Similarly for gas; are the city fees
calculated on the full tank of gas, or on the service fee added to getting gas?

Answer to Questions 46 & 47: Currently, the Valet operator subcontracts for the
amenities and directly pays each subcontractor. The price paid by the customer is
included in the revenues collected and submitted to CLT. The Valet operator is then
reimbursed the cost of paying the subcontractor for those services.
Airport Badging
Question 48: Please define what positions the City currently requires employees to have Airport
badges. Airport badging can add considerable time to the hiring process as well as disqualify
what would be otherwise considered acceptable candidates from low level positions that do not
offer any risk to the City. Will the costs of badging be considered a reimbursable expense?
Question 49: What are the costs for the required background check and Airport Security Badge?

Answer to Questions 48 & 49: All positions require Airport badges. The cost of badging
and associated background check is covered by CLT and will not be the responsibility of
the successful proposer. Employment background checks, as included in the proposal,
will be conducted by the successful proposer, however any associated cost with
performing the employment background checks will be a reimbursable expense.
Question 50: How long does it take (average amount of time) for a new hire to obtain a badge
once an application is submitted?

Answer: Two weeks is the average amount of time it takes for a new hire to obtain a
badge.
Service Operation Plan
Question 51: CLT is continuing to grow, and the operation requires an ability to constantly
adapt. How often will the management fee be revisited in order to account for changes in service
structure - i.e., staffing levels as the new garage opens?
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
Answer: As part of the proposal, any adjustment to management fee, and what events
would trigger an adjustment, should be included as part of the proposal.
Question 52: Please confirm one supervisor is to be scheduled for both the self-park and valet
operations 24/7.

Answer: If the Service Agreements are awarded to two separate providers (under
Package A & B), then yes one supervisor for both self-park and valet operations is
required on a 24/7 basis. However, if the Service Agreement is awarded under Package
C, please include as part of the proposal how supervision would be managed.
Question 53: Will the Company be allowed to charge wages for the General Manager, auditing
staff, and HR Manager and will this staff be allowed to be staffed onsite? We encourage the City
to consider this - as by allowing the Company to charge for this makes these expenses
transparent and allows for the City to provide input into duties. These positions are critical to the
operation. The General Manager will oversee the customer service standards and marketing
efforts and the HR Manager will be key in reducing turnover, increasing retention, and
maintaining staffing levels. For revenue control, auditors should not serve as cashiers.

Answer: CLT is open to any suggestions on how to staff the Services to ensure our goals
of outstanding customer service and employee continuity and retention. As part of the
proposal please include the staffing positions suggested. This includes, without
limitation, a General Manager, HR Manager and auditing/reporting staff. Office space
is very limited, where space is available CLT will allow the suggested staff to be staffed
onsite.
Question 54: The provided list of hours does not appear to allow for break staff for key positions
such as the cashiers and lot attendants. For example, cashier total hours does not account for any
break staff. Will break staff wages be reimbursable?

Answer: Currently there is no set break policy in place. As part of the proposal please
include how your company would recommend handling this from an operational
perspective. If break staff are provided their wages will be reimbursable if included and
approved in the annual budget.
Question 55: Please provide the hours, by day, of what the airport considers “peak” travel
periods for the purpose of improving the efficiency of our schedule.

Answer: Please see the times listed below.
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MONDAY: 4:00a.m.-9:30a.m.
TUESDAY: 4:00a.m.-9:30a.m.
WEDNESDAY: No set peak time, slightly busier in the early afternoon.
THURSDAY: 5:00p.m.-11:30p.m.
FRIDAY: 7:00p.m.-1:00a.m.
SATURDAY: No set peak time
SUNDAY: 7:00 p.m.-1:00a.m.
Question 56: Given the Airport is to reimburse for the labor costs, will the Airport accept more
staff for areas of mutually accepted needs leading to improvement of customer service?

Answer: Yes! CLT realizes that the proposing companies are the experts in this area.
Please include as part of your proposal your suggested staffing plan.
Question 57: The staffing Position and Hours Worked information provided does not define
what the City’s expectations for the number of positions staffed and the hours the positions are to
be staffed for the following categories:

Answer: A recent Staffing Weekly Schedule which is broken down by day is provided
below. This provides detail for each position requested below. Cashiers at the valet
operation are staffed 24/7.
1. Please provide the schedule the City expects the valet cashier positions to be staffed per
day.
2. Please provide the schedule the City expects the Taxi Starters/Dispatcher positions to be
staffed per day.
3. Please provide the schedule the City expects the Commercial Lane Representative
positions to be staffed per day.
4. Please provide the schedule the City expects the Customer Service Representatives
positions to be staffed per day.
5. Please provide the schedule the City expects the Spotters staff to be staffed per day.
Current Valet & Staffing Operation & Revenues
Question 58: Who are the current providers of the valet and staffing services?

Answer: Everything Parking, Inc. (Park Inc.) provides the Valet Services and Customer
Driven Staffing provides the Staffing Services.
Question 59: In the current staffing contract it states that labor rates are set by the city. Going
forward, will the labor rates for valets, cashiers, customer service reps, etc. be set by the vendor
or by the city?

Answer: The labor rates will be set by the successful proposer.
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Question 60: Please provide details of any paid holidays, vacation and sick leave, health care,
pensions and/or any other benefits currently being provided to employees engaged in the
operation of the Parking Services and Valet.

Answer: Currently these items, if provided, are not reimbursed by CLT. If desired,
include as part of your proposal which of these would be offered, to whom and what cost,
if any, would be reimbursable.
Question 61: Please provide the most recent operating expense budget for the Parking and Valet
operations, by category.

Answer: The most recent Operating Expense Budget is provided below.
Question 62: Please provide the actual operating expenses for the Parking and Valet operations,
by line-item category for each of the previous three (3) years.

Answer: The Valet expenses per month, not broken out by line item, are provided below
in the Valet Revenues & Expenses Summary. Under the current contract, the Staffing
Services do not receive reimbursable expenses.
Question 63: Please provide the amount of gross Parking and Valet revenues collected, by
month, for the past 2 fiscal years and current year-to-date.

Answer: The Parking and Valet gross revenues are provided below in the Valet Revenues
& Expenses Summary.
Question 64: What are the typical day-to-day employee staffing levels for both the valet parking
and self-parking operations? In other words, how many attendants are working on each and
every shift in the typical 24 hour period for both self & valet parking?
Question 65: Please provide current staffing schedules, including those for typical holiday
periods and other peaks for the Parking and Valet operations.

Answer to Questions 64 & 65: The detailed staffing information was not provided by our
current Valet Services operator. However, a summary of hours staffed is provided below
in Question 85. The detailed staffing information for the self-parking operation is
provided below in the Staffing Weekly Schedule. The staffing levels do not change during
the holidays.
Question 66: The “2013 Current Staffing Position & Hours Worked” on page 38 of RFP does
not include Valet Staffing, a GM, Audit or Clerical personnel. Please provide staffing
information for Valet and any required office staff.

Answer: The high level summary of the Valet staffing hours is provided below in the
answer to Question 85. The Staffing Services do not currently include a General
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Manager or Auditor or Clerical personnel. CLT currently provides, and will continue to
provide the required auditor functions. However, any other positions that you believe
should be a part of the Services should be included as part of your proposal.
Question 67: It was indicated at the pre-proposal meeting that the hours for certain noncashiering functions (e.g. preparing shift and daily reports) are included in the cashier hours
provided in the RFP.

Answer: There are not any non-cashier positions included in the cashier hours. Customer
Service Representative and Spotters cover the responsibilities listed in bullets 2,4, 5, 6, 7,
8, 9, 10,11, 12, and 13 under the Required Services section of Package A in the RFP.
1. Please provide a breakdown of non-cashier positions included in the cashier hours, with
area of responsibility and hours
2. Please provide a breakdown of any positions included in other categories (e.g., Customer
Service, Spotter, etc) that have duties other than the indicated position, with area of
responsibility and hours
Question 68: If given, may we see a report of the current staffing, including daily and weekly
scheduling?

Answer: The current Staffing Weekly Schedule is included below.
Question 69: Please provide a more detailed description of each of the positions listed in the
RFP. During the tour, position names were inter-changed and this information is key for
providing the operating plan demonstrating the bidder’s understand of the operation.
Question 70: What is the difference in duties between the spotters and the customer service
representatives?

Answer: The required services and responsibilities that must be provided under the
Service agreement are provided in the Required Services section of Package A. The
requirements for staffing for the Valet Services are listed in Package B. The current
division of responsibilities, the titles and number of positions staffed are irrelevant to
CLT. As part of your proposal include how your company will meet these requirements,
including the responsibilities for each job title, the number of people provide under each
job title and the proposed work schedule. This should be included as a Staffing Plan
under your Service Operation Plan.
Computerized Valet System
Question 71: We who have our own software for our company, would we be able to utilize that
software, or would we have to utilize what the city provides?
Question 72: Will the Airport consider a valet parking system offered by the selected vendor?
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
Answer to Questions 71 &72: As stated in Section 1 of this Addendum, the selected
proposer will be required to use the system provided by CLT.
Question 73: In reference to the airport’s decision on software for this service, will the service
provider have any say in the decision, and if not how soon can we expect to see a decision made?

Answer: The final decision on software for the Valet Services will rest solely with CLT
and is still in the process of being made as stated above. Once a final decision is made,
that information will be provided.
Question 74: Who is the current computerized valet system provider?

Answer: AVPM is our current provider.
Question 75: Who responded to your recent RFP for Computerized valet system?

Answer: AVPM, STS, and Zip Park responded to the recent RFP.
Question 76: Will a camera system to photograph customers’ cars be provided by CLT? Is there
an appropriate place it may be installed in the garage?

Answer: CLT’s present intent is to purchase a system to photograph customers’ cars in a
location that will not significantly impact the required time to move valeted vehicles.
However, this decision is subject to change. Once the final determination is made, all
relevant details will be provided.
Question 77: When will the valet parking system now pending be ready for implementation?

Answer: The final date is yet to be determined, however, any upgrades or changes will
be implemented prior to the effective date for the Valet Services under the Service
Agreement.
Exhibit D – Transactions, Revenues, Parking Spots & Current Staffing Numbers
Question 78: Will the new 3,000 parking spaces be located in the hourly deck near the terminal?

Answer: No, the new 3,000 spaces for the Valet Services will be located in the second
business valet deck, located beside the current business valet deck. The new hourly deck
will add an additional 4,000 self-park spaces.
Question 79: Please clarify the discrepancies in the RFP between the FY and monthly
breakdown in revenue and transactions, particularly in the valet operations where there seems to
be a significant difference.
Question 80: Please clarify the differences in the Revenues and Transactions as outlined on
Exhibit D of the RFP. (FY 2013 vs. CY 2013)
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Question 81: Do you know why the revenues & transactions by fiscal year listed in exhibit D are
very different from the same information listed for year 2013?

Answer to Questions 79 - 81: The significant difference in transactions and revenues
between FY 13 and CY13 as shown in Exhibit D is a result of the total closing of the
hourly deck in March of 2013. This resulted in a decreased to the self-parking operation
and an increase to the Valet Service. The change occurred late in the FY13 and thus
affected CY13 much more significantly.
Question 82: In which of the categories of staff in Exhibit D are the valet parking attendants
listed?
Question 83: In Exhibit D there is no breakdown between Staffing Positions and Hours worked
for the parking and valet operations. Can you provide the positions and hours for valet services
only?
Question 84: Current staffing and positions worked were provided for the parking management
but not for valet. Can you please provide a similar breakdown for the valet operations?
Question 85: Will you be able to provide us with the same information provided in exhibit D
with the current staffing positions by hours worked for the Valet service?

Answer to Questions 82 – 85: The current operator declined to provide CLT the detailed
information requested above. However, the total hours invoiced to CLT by type of
service by month for Calendar Year 2013 (“CY13”) is included below.
Month
January
February
March
April
May
June
July
August
September
October
November
December
Total Hours
2013:
Curbside
11,543.03
11,429.72
12,680.75
11,221.50
11,503.88
11,260.19
11,762.44
12,853.25
11,576.66
12,846.20
11,841.89
11,960.08
142,479.59
Business
2,626.13
2,610.13
3,322.25
3,792.00
4,111.86
4,038.31
4,562.06
5,386.65
5,539.85
6,593.31
8,240.29
9,679.04
60,501.88
15
Total Hours Worked
14,169.16
14,039.85
16,003.00
15,013.50
15,615.74
15,298.50
16,324.50
18,239.90
17,116.51
19,439.51
20,082.18
21,639.12
202,981.47
Service Agreement
Question 86: Will the agreement start date for services by the selected vendor begin April 1st or
July 1st? The RFP presents both dates as the estimated start dates.

Answer: The Staffing Services will begin April 1st and the Valet Services will begin July
1st.
Question 87: Please provide a list of all proposed fines and liquidated damages. Please provide a
history of such fines and damages assessed over the past year. This information is important in
identifying risk and calculating the management fee.

Answer: The fines proposed for violation of specific provisions in the Service Agreement
are included below. Under the current contracts there are no fines assessed.
Section
4.3 – Annual Budget
4.8 – Monetary Shortages
5.1 – Certified Annual Revenue Statement
5.2 – Monthly Expense and Revenue Statement
6.2 – Quarterly Meetings
6.3 – Reporting
6.6 – Staffing Services
6.7 – Staffing Level Adjustments (understaffed)
6.8 – Employee and Operational Handbook
6.9 – Uniforms
6.10 – Training
6.11 – Customer Complaints
6.13 – Incident Report
6.14 – Background Check
6.20 – Vehicle Inventory
8.2 – Insurance
Fine Amount
$250
$1000
$250
$150
$500
$500
$1000
$500
$250
$500
$500
$500
$250
$500
$500
$1000
Question 88: I wanted to see what insurance will be provided? Will it include health care?

Answer: Premiums covered as a Reimbursable Expense are only for those types of
insurance required under the Service Agreement. This will not include health care
insurance for employees of the selected proposer, however, if desired, the successful
proposer can include in the proposal the request to include the cost of health care
insurance as a reimbursable expense.
16
Question 89: What are the minimum insurance limit requirements?

Answer: The minimum insurance limit requirements are set forth in the Service
Agreement provided in Addendum #1.
Question 90: Section 6.5 - Is there a charge for City-provided employee parking?

Answer: No, however the location is subject to change in the sole discretion of CLT.
Question 91: Section 6.15 - In lieu of employee bonding, would the City agree that Contractor
may provide crime insurance with coverage for employee theft and other criminal activity?

Answer: Yes.
Question 92: Section 8.1 - Would the City agree to add language to the Agreement whereby the
parties would agree to apportionment of liability where injuries or damages or other losses are
caused by the negligence or willful misconduct of both the City and Contractor?

Answer: Service Agreement language will be negotiated with the successful proposer.
Question 93: Section 9.3 - Regarding ADA, would the City agree that, to the extent compliance
with ADA & similar laws require modifications to the parking facilities of a structural or capital
nature, the City (rather than Contractor) shall be responsible?

Answer: Yes, currently all of our facilities are ADA compliant.
Question 94: Please provide an example of how the City foresees understaffing creating a cost
they would expect the Company to reimburse the City for.

Answer: After further consideration CLT has decided to handle this not as a
reimbursable cost for the Company to pay but as a fine in the amount stated in the
answer to Question 87. CLT believes this could occur where employee retention issues
require CLT to divert their staff to cover positions that should be provided by the
successful provided under the Service Agreement.
ACDBE
Question 95: Why were there no specified SBE’s?

Answer: This contract is subject to the Airport Concession Disadvantaged Business
Enterprise (“ACDBE”) Program, which is a federal program. The federal regulation
that governs this program indicates that where CLT is meeting its annual overall goal
(which we are) we should no longer set contract specific goals. Nevertheless, CLT still
encourages ACDBE participation by requesting ACDBE information in proposals and
negotiating participation after selection.
17
Question 96: Will firms receive credit during the RFP bid submission process/scoring phases for
having previously submitted their “application” for ACDBE certification to the State of NC? (In
some states if a firm does not already have their actual certification, they are given credit for
having their application for certification filed and in process with the particular state).
Question 97: Can we use a DBE who has applied for ACDBE certification but at the time of
proposal has yet to receive final approval?

Answer to Question 96 & 97: Yes, but the firm should receive ACDBE certification
approval by the time negotiations with the selected proposer begin. Please include
ACDBE application confirmation documentation where applicable as part of your
proposal.
Question 98: Please confirm that the level of ACDBE participation is to be negotiated during the
contract negotiation process.

Answer: The level of participation will be negotiated with the successful proposer.
However, include as part of your proposal the ACDBE firms you intend to use and the
services they will provide.
Question 99: Please provide the name, scope of work and dollar value for any ACDBE or DBE
certified firms currently providing services – via subcontract, joint venture or other arrangement
– under the current agreements for Parking Services and Valet.

Answer: The current contract does not have an ACDBE goal.
Miscellaneous
Question 100: What is the Charlotte Douglas International Airport’s fiscal year?

Answer: It is July 1st through June 30th.
Question 101: The transponders you mentioned on the tour; are they only for Airport use or are
they available to the public?

Answer: They are only used by CLT’s vehicles.
Question 102: What plans have been discussed should the City happen to lose the
administration and oversight of the airport operations to the Regional Commission? Specifically,
will this/these contract(s) be cancelled?

Answer: No, under the Commission legislation the Commission is required to honor all
contracts with third parties.
18
Question 103: Are any employee groups currently represented by unions? If so, what unions
represent each employee category?

Answer: Currently there are no unions represented.
Question 104: Will the City allow the successful Proposer to operate competing parking
facilities? Or will there be a prohibition against any management, operational or ownership
interest in public parking facilities within a specified distance (e.g., 5 miles) of the Airport?

Answer: Yes the successful proposer may operate competing parking facilities and there
will be no limitation on this ability.
Question 105: If available, please provide a description of off-airport parking facilities that
currently serve CLT, to include if available, number of spaces, types of service, parking rates,
etc.

Answer: CLT only has one Off-Airport provider. The company is Park ‘N Go. More
information about their operation can be found at www.bookparkngo.com.
Question 106: If applicable, please provide gross revenues and transactions reported for offairport parking operations, by Operator, for 2012 and 2013. Any competitive analysis you may
have, such as pricing comparisons, market share or other data would also be helpful.

Answer: Park ‘N Go’s gross revenues are provided below. Only revenues for FY13 and
YTD FY 14 are provided as prior to that time Park ‘N Go did not operate at CLT.
Transactions are not included in the report provided to CLT.
Month
July
August
September
October
November
December
January
February
March
April
May
June
Total
FY 13
$17,183.68
$44,623.86
$59,812.59
$61,961.30
$65,550.31
$67,327.08
$64,916.86
$54,631.45
$68,222.12
$82,159.77
$99,496.21
$106,888.64
$792,773.87
19
YTD FY14
$157,968.70
$132,135.81
$143,865.78
$145,765.99
$129,561.19
$709.297.47
Valet Revenues & Expenses Summary
July
Parking Revenue
Ancillary Revenue
Total Revenue
$
$
303,990.09
17,573.09
321,563.18
Monthly Expense (Operator)
Monthly Expense (CLT)
Total Expense
$
$
69,742.60
4,947.37
74,689.97
$
Parking Revenue
Ancillary Revenue
Total Revenue
$
Monthly Expense (PSI)
Monthly Expense (City)
Valet Deck Utilities
Shuttle Bus Expense
Total Expense
$
Excess Revenues-Curbside
Excess Revenues-Business
$
$
69,163.94
5,720.25
74,884.19
240,830.29
$
72,970.32
3,071.32
76,041.64
$
$
$
19,891.39
778.25
6,958.98
23,141.12
50,769.74
$
25,271.90
$
$
$
$
77,400.36
6,256.36
83,656.72
246,678.99
$
68,627.00
3,681.00
72,308.00
$
$
$
19,671.15
854.20
7,280.15
24,052.06
51,857.56
$
20,450.44
$
Parking Revenue
Ancillary Revenue
Total Revenue
$
Monthly Expense (PSI)
Monthly Expense (City)
Total Expense
$
$
$
89,691.82
12,632.14
102,323.96
$
Parking Revenue
Ancillary Revenue
Total Revenue
$
Monthly Expense (PSI)
Monthly Expense (City)
Valet Deck Utilities
Shuttle Bus Expense
Total Expense
$
Excess Revenues-Business
$
78,703.89
8,824.38
87,528.27
$
77,864.08
7,539.51
85,403.59
$
246,958.04
$
305,094.28
$
251,317.13
$
79,552.53
4,299.31
83,851.84
$
88,556.53
5,005.53
93,562.06
$
83,099.00
4,169.00
87,268.00
$
$
$
24,478.56
1,932.01
5,410.47
33,423.13
65,244.17
$
$
25,663.68
2,160.57
5,707.55
29,358.69
62,890.49
$
$
20,151.51
905.14
7,082.84
26,082.63
54,222.12
$
29,629.72
$
30,671.57
$
22,023.83
$
$
$
95,131.88
7,109.28
102,241.16
276,458.58
$
106,411.00
4,460.82
110,871.82
$
$
$
22,364.96
3,639.33
5,445.57
34,214.81
65,664.67
$
45,207.15
$
$
396,979.89
12,669.33
409,649.22
$
Sept
334,934.25
11,152.49
346,086.74
$
$
$
$
91,836.86
7,815.13
99,651.99
215,317.52
$
108,602.50
3,798.90
112,401.40
$
$
$
24,602.35
1,862.45
5,490.41
32,803.69
64,758.90
$
47,642.50
$
$
$
403,720.60
14,459.87
418,180.47
$
$
$
$
Nov
$
$
117,313.93
8,150.21
125,464.14
$
104,240.55
7,066.95
111,307.50
$
246,434.75
$
262,205.95
$
227,096.31
$
119,252.00
4,939.00
124,191.00
$
125,971.03
5,651.56
131,622.59
$
119,868.55
4,955.00
124,823.55
$
$
$
28,031.54
2,544.08
5,327.58
31,084.50
66,987.70
$
$
31,776.01
2,773.23
6,583.89
33,903.44
75,036.57
$
$
27,089.43
2,743.80
7,693.38
30,928.81
68,455.42
$
55,735.58
$
56,586.02
$
57,835.85
$
$
$
$
328,380.91
10,022.90
338,403.81
Aug
$
$
Oct
375,165.02
12,505.07
387,670.09
July
Parking Revenue
Ancillary Revenue
Total Revenue
$
$
$
Nov
324,577.36
12,143.36
336,720.72
Aug
304,009.70
13,548.98
317,558.68
$
363,538.00
15,244.54
378,782.54
$
Oct
376,412.06
16,210.49
392,622.55
July
Excess Revenues-Curbside
Sept
312,707.13
17,907.63
330,614.76
$
298,797.13
16,723.13
315,520.26
Aug
$
Sept
$
$
397,908.92
10,931.21
408,840.13
$
$
Oct
$
$
474,443.73
14,376.02
488,819.75
$
$
$
$
Nov
$
$
401,406.10
14,405.13
415,811.23
$
$
Fiscal Year 2011
Curbside Valet
Dec
Revenue
288,655.71
12,322.75
300,978.46 $
Expense
84,728.14
6,405.56
91,133.70 $
209,844.76 $
Business Valet
Revenue
81,485.21 $
2,967.21
84,452.42 $
Expense
23,448.62 $
1,835.47
5,526.12
36,613.06
67,423.27 $
17,029.15
$
Fiscal Year 2012
Curbside Valet
Dec
Revenue
344,368.54
10,682.97
355,051.51 $
Expense
99,805.60
6,240.65
106,046.25 $
249,005.26 $
Business Valet
Revenue
122,456.00 $
4,355.00
126,811.00 $
Expense
25,614.29 $
2,167.86
5,943.61
31,531.69
65,257.45 $
61,553.55
$
Fiscal Year 2013
Curbside Valet
Dec
Revenue
366,426.49
11,653.67
378,080.16 $
Jan
332,478.83
15,004.83
347,483.66
Feb
$
329,186.89
14,344.89
343,531.78
72,087.76
7,510.66
79,598.42
Mar
$
398,375.92
15,328.92
413,704.84
$
92,436.70
6,969.26
99,405.96
267,885.24
$
79,783.41
4,019.41
83,802.82
$
18,995.55
1,841.66
5,975.06
34,622.25
61,434.52
$
22,368.30
$
353,103.02
17,166.02
370,269.04
$
69,776.47
9,551.88
79,328.35
244,125.82
$
81,860.00
3,970.00
85,830.00
$
$
$
21,804.31
1,817.04
4,919.70
28,096.63
56,637.68
$
29,192.32
$
Jan
331,341.46
11,812.55
343,154.01
$
88,384.04
8,361.64
96,745.68
$
$
93,591.27
6,681.67
100,272.94
$
106,338.05
7,103.40
113,441.45
334,376.49
$
280,063.58
$
314,827.04
$
292,261.43
$
3,234,263.09
98,276.14
5,124.14
103,400.28
$
92,632.00
4,129.00
96,761.00
$
109,476.17
5,123.00
114,599.17
$
110,801.83
4,293.83
115,095.66
$
1,047,120.14
49,852.75
1,096,972.89
$
$
23,565.23
5,048.37
33,624.53
62,238.13
$
$
28,407.51
1,920.35
4,720.99
37,374.94
72,423.79
$
$
22,789.68
2,270.65
5,866.52
33,833.88
64,760.73
$
$
22,122.62
2,449.59
5,270.97
33,320.44
63,163.62
$
270,989.81
18,764.93
69,767.72
373,543.36
733,065.82
$
40,236.66
$
32,000.27
$
42,175.38
$
52,857.53
$
363,907.07
$
$
Mar
$
$
97,685.99
7,731.08
105,417.07
246,408.33
$
126,561.49
4,976.14
131,537.63
$
26,284.76
3,193.38
5,973.33
34,834.25
70,285.72
$
61,251.91
$
112,686.01
9,344.34
122,030.35
270,257.33
$
138,582.00
5,346.00
143,928.00
$
$
$
27,826.85
2,932.83
6,857.49
32,035.19
69,652.36
$
74,275.64
$
$
388,582.44
17,120.44
405,702.88
$
$
973,867.70
85,681.32
1,059,549.02
$
May
$
$
Jun
4,105,093.57
188,718.54
4,293,812.11
Total
$
432,356.62
16,438.76
448,795.38
$
99,271.27
8,191.37
107,462.64
$
111,319.14
9,310.06
120,629.20
$
105,509.73
3,148.21
108,657.94
323,086.80
$
311,971.91
$
328,166.18
$
349,588.47
$
3,305,997.39
160,343.25
6,761.51
167,104.76
$
143,249.10
6,046.75
149,295.85
$
166,146.12
6,439.17
172,585.29
$
180,165.20
5,740.46
185,905.66
$
1,617,608.24
63,470.31
1,681,078.55
$
$
30,664.63
6,266.74
32,916.31
69,847.68
$
$
30,281.96
3,525.15
4,586.10
34,953.50
73,346.71
$
$
25,983.60
2,914.93
4,929.72
32,975.94
66,804.19
$
$
29,866.26
3,469.65
5,949.64
35,443.75
74,729.30
$
330,386.64
31,766.69
71,047.46
397,625.88
830,826.67
$
92,375.46
$
82,491.66
$
99,238.58
$
116,057.98
$
850,251.88
$
Feb
$
$
Apr
$
564,967.32
13,457.03
578,424.35
Total
82,034.44
8,171.02
90,205.46
402,078.84
17,355.71
419,434.55
Jan
Jun
$
424,485.55
20,631.60
445,117.15
$
May
398,226.99
16,872.99
415,099.98
Feb
361,553.05
14,121.35
375,674.40
576,049.69
13,907.22
589,956.91
Apr
$
Mar
$
670,942.02
14,962.47
685,904.49
$
Apr
$
529,854.06
9,586.00
539,440.06
$
$
442,702.80
15,543.61
458,246.41
$
$
1,212,876.82
95,101.06
1,307,977.88
$
May
$
591,062.33
13,313.65
604,375.98
$
$
Jun
$
572,035.19
13,260.99
585,296.18
4,444,914.74
169,060.53
4,613,975.27
Total
$
$
5,945,796.34
156,982.59
6,102,778.93
Monthly Expense (PI)
Monthly Expense (City)
Total Expense
$
104,006.20
17,879.90
121,886.10
$
Parking Revenue
Ancillary Revenue
Total Revenue
$
Monthly Expense (PI)
Monthly Expense (City)
Valet Deck Utilities
Shuttle Bus Expense
Total Expense
$
Excess Revenues-Curbside
Excess Revenues-Business
FY 2012
FY 2013
YTD FY 2014
$
$
108,865.26
8,133.54
116,998.80
287,763.12
$
160,717.55
5,965.00
166,682.55
$
$
$
29,891.24
7,291.50
6,382.56
33,128.31
76,693.61
$
89,988.94
$
$
$
July
1,687,117.00
3,298,062.00
2,540,572.00
$
$
98,819.80
7,989.30
106,809.10
301,181.67
$
180,796.00
6,218.39
187,014.39
$
$
$
30,865.66
3,614.98
8,644.73
33,691.44
76,816.81
$
110,197.58
$
$
$
Aug
2,692,228.00
3,283,151.00
2,423,828.00
$
$
119,215.67
8,859.29
128,074.96
302,031.03
$
189,061.80
6,347.18
195,408.98
$
$
$
33,056.70
3,580.70
8,324.94
32,472.44
77,434.78
$
117,974.20
$
$
$
Sept
2,385,920.00
3,017,166.00
2,271,399.33
$
$
109,264.47
7,549.81
116,814.28
$
360,744.79
$
298,996.95
$
205,321.00
6,923.17
212,244.17
$
192,704.00
6,890.04
199,594.04
$
$
$
31,686.69
3,635.95
7,634.31
31,561.50
74,518.45
$
$
31,828.65
3,838.33
7,614.51
32,346.56
75,628.05
$
136,616.12
$
125,075.59
$
$
$
$
Oct
1,169,104.00
3,234,193.00
2,396,409.00
$
$
$
Nov
2,632,152.00
2,938,189.00
1,891,310.00
$
$
$
$
Expense
107,437.13
8,251.65
115,688.78 $
262,391.38 $
Business Valet
Revenue
172,302.50 $
5,873.00
178,175.50 $
Expense
34,211.57 $
4,007.26
7,413.69
33,817.31
79,449.83 $
98,725.67
$
134,237.44
14,169.24
148,406.68
$
129,949.51
13,689.97
143,639.48
441,550.23
$
224,202.55
8,353.59
232,556.14
$
44,520.01
5,248.04
8,732.24
41,184.31
99,684.60
$
132,871.54
Parking Revenues
Dec
Jan
$ 2,433,809.00 $ 2,420,232.00
$ 2,320,238.00 $ 1,877,770.00
$ 1,733,741.00
$
146,697.56
16,502.61
163,200.17
434,784.87
$
253,625.85
7,866.19
261,492.04
$
$
$
50,073.23
5,903.05
8,141.85
36,076.44
100,194.57
$
$
$
$
$
130,749.56
13,028.21
143,777.77
522,704.32
$
347,390.59
11,123.00
358,513.59
$
$
$
50,207.68
8,451.42
7,795.22
40,743.75
107,198.07
161,297.47
$
Feb
2,327,841.00
2,346,123.00
$
$
$
$
138,101.77
14,049.15
152,150.92
395,662.29
$
390,370.72
13,737.99
404,108.71
$
$
$
54,722.26
7,209.88
7,401.25
42,582.19
111,915.58
251,315.52
$
Mar
2,295,068.00
2,259,762.00
$
$
$
$
$
137,137.66
4,791.68
141,929.34
$
1,464,482.03
134,894.35
1,599,376.38
452,225.06
$
443,366.84
$
4,503,402.55
449,427.81
10,683.00
460,110.81
$
461,794.63
10,159.88
471,954.51
$
3,227,715.00
100,140.43
3,327,855.43
$
$
59,583.48
7,106.91
43,115.50
109,805.89
$
$
57,818.10
10,256.98
6,559.13
43,867.44
118,501.65
$
508,465.27
63,038.09
91,751.34
444,587.19
1,107,841.89
292,193.13
$
341,609.16
$
362,148.62
$
2,220,013.54
Apr
2,762,245.00
2,351,089.00
$
$
May
2,921,736.00
2,499,032.00
$
$
Jun
3,015,795.00
2,582,760.00
$
$
$
Total
28,743,247.00
32,007,535.00
13,257,259.33
$
$
$
Operating Expense Budget
Jul 13
Aug 13
Sep 13
Oct 13
Nov 13
Dec 13
Jan 14
Feb 14
Mar 14
Apr 14
May 14
Jun 14
TOTAL
Ordinary Income/Expense
Income
4010 Operations - Sales
947,838.93
954,545.88
955,225.90
1,104,656.91
973,006.41
878,927.36
1,086,280.34
1,115,268.48
1,070,249.32
927,743.52
1,018,363.65
1,059,180.93
12,091,287.63
4020 Rev. returned to customer
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
4030 Billable Expense Income
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
947,838.93
954,545.88
955,225.90
1,104,656.91
973,006.41
878,927.36
1,086,280.34
1,115,268.48
1,070,249.32
927,743.52
1,018,363.65
1,059,180.93
12,091,287.63
Total Income
Expense
5000 Payroll/Taxes/Expenses
125,507.58
126,818.12
126,185.60
147,127.17
128,486.48
116,248.75
145,500.34
147,678.37
142,440.19
124,231.94
135,496.02
140,286.57
1,606,007.15
5040 Disability Insurance (BWC)
6,099.67
6,163.36
6,132.62
7,150.38
6,244.44
5,649.69
7,071.32
7,177.17
6,922.59
6,037.67
6,585.11
6,817.93
78,051.95
5080 Liability Insurance
5,445.33
5,483.87
5,487.77
6,346.25
5,589.92
5,049.44
6,240.68
6,407.22
6,148.58
5,329.89
5,850.50
6,084.99
69,464.45
5100 Employee Benefits
3,512.21
3,521.12
3,544.32
3,655.60
3,998.65
3,450.94
13,545.31
13,663.33
13,524.54
13,431.98
13,926.56
13,540.82
103,315.38
5200 Claims/Tickets/Towing
5350 Auto - Customer Services
5400 Communications
6,409.11
6,485.96
7,380.42
6,611.48
5,953.67
7,175.57
7,537.53
7,160.97
6,131.68
6,817.67
7,154.96
81,225.04
18,327.28
18,340.34
21,209.41
18,681.72
16,875.41
20,856.58
21,413.15
20,548.79
17,812.68
19,552.58
20,336.27
232,152.72
152.63
152.63
152.63
152.63
152.63
152.63
152.63
152.63
152.63
152.63
152.63
152.63
1,831.56
5600 Valet Tickets
0.00
0.00
0.00
4,825.00
0.00
0.00
0.00
1,825.00
0.00
3,000.00
0.00
1,825.00
11,475.00
5650 Uniforms/Carabiners
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
5800 Signs/Podiums/Locks
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
5850 Small Tools & Equipment
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
1,200.00
5860 Shipping
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
1,200.00
5900 Misc. Operating Expense
219.90
220.23
222.48
253.80
226.76
204.30
247.20
258.74
246.20
211.22
234.37
245.62
2,790.81
6100 Office Expense
722.32
729.55
726.45
846.10
739.73
669.14
836.13
849.92
819.23
713.93
779.32
807.35
9,239.16
6200 Recruiting
800.91
805.05
808.23
930.33
823.45
743.16
911.89
942.38
901.73
778.93
858.15
894.86
10,199.09
33,108.13
6400 Professional Fees
2,259.14
2,282.73
2,271.34
2,648.29
2,312.76
6,292.48
2,619.01
2,658.21
2,563.92
2,236.17
2,438.93
2,525.16
6800 Taxes
142.18
143.18
143.28
165.70
145.95
131.84
162.94
167.29
160.54
139.16
152.75
158.88
1,813.69
7800 Management Fee Expense
900.00
900.00
900.00
900.00
900.00
900.00
900.00
900.00
900.00
900.00
900.00
900.00
10,800.00
170,566.40
172,156.22
171,601.02
203,791.09
175,113.99
162,521.44
206,419.60
211,830.94
202,689.91
181,307.87
193,944.60
201,931.05
2,253,874.13
777,272.53
782,389.66
783,624.88
900,865.82
797,892.42
716,405.92
879,860.74
903,437.54
867,559.41
746,435.65
824,419.05
857,249.88
9,837,413.50
777,272.53
782,389.66
783,624.88
900,865.82
797,892.42
716,405.92
879,860.74
903,437.54
867,559.41
746,435.65
824,419.05
857,249.88
9,837,413.50
Total Expense
Net Ordinary Income
Net Income
6,406.02
18,198.51
Staffing Weekly Schedule
Where the cell states "Staffed," one individual was provided on that day during that specified time.
Cashier Daily Lot
SATURDAY
SUNDAY
MONDAY
TUESDAY
WEDNESDAY
THURSDAY
FRIDAY
0700-1530
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
0700-1530
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
1530-2330
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
1530-2330
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
2300-0700
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Cashier Long Term Lot
SATURDAY
SUNDAY
MONDAY
TUESDAY
WEDNESDAY
THURSDAY
FRIDAY
0500-1230
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
0500-1230
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
1200-1930
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
1200-1930
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
1900-0200
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
1900-0200
Customer Service Representative
SATURDAY
SUNDAY
0500-1300
0600-1000
0600-1400
0700-1500
Staffed
Staffed
1500-2300
1600-2400
WEDNESDAY
THURSDAY
FRIDAY
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
1100-1900
1400-2200
TUESDAY
Staffed
0900-1700
1030-1830
MONDAY
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
1700-0100
1830-0230
2200-0600
2300-0700
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Taxi Starter/Dispatch
SATURDAY
SUNDAY
MONDAY
TUESDAY
WEDNESDAY
THURSDAY
FRIDAY
0615-1515
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
0615-1515
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
1515-2430
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
1515-2430
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Spotters
SATURDAY
SUNDAY
MONDAY
TUESDAY
WEDNESDAY
THURSDAY
FRIDAY
0600-1400
Staffed
Staffed
Staffed
Staffed
Staffed
0600-1400
Staffed
Staffed
Staffed
Staffed
0600-1400
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
1330-2000
Staffed
Staffed
Staffed
Staffed
Staffed
0800-1400
Staffed
Staffed
Staffed
Staffed
Staffed
1330-2000
Staffed
Staffed
Staffed
Staffed
Staffed
1330-2000
Staffed
Staffed
Staffed
Staffed
Staffed
0600-1200
0600-1400
1330-2000
Staffed
License Plate inventory
SATURDAY
SUNDAY
MONDAY
TUESDAY
WEDNESDAY
THURSDAY
FRIDAY
2330-0430
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
2330-0430
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
2330-0430
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
2330-0430
2330-0430
Staffed
Staffed
Staffed
Commercial Lane (Stop 1)
SATURDAY
SUNDAY
0900-1700
1700-0100
MONDAY
TUESDAY
WEDNESDAY
THURSDAY
FRIDAY
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
SATURDAY
SUNDAY
MONDAY
TUESDAY
WEDNESDAY
THURSDAY
FRIDAY
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Staffed
Commercial Lane (Stop 2)
0900-1700
1700-0100
Staffed
Staffed