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<br />78 <br />Page 12 <br /> <br />i <br /> <br />DOWNTOWN REDWOOD CITY <br />A Parking Management Proposal <br /> <br />A manager will be assigned to the locations, and willovetseeall <br />aspects of the operation of the three !acUities. The manager will be <br />the key day-to--day contact with the City and will be responsible for aU <br />accounting, cashcoßection and banking aspects of the operation, <br />including hancHing the routine servicing needs of .the automated <br />equipment. They will also oversee the daily work of the proposed <br />supervisors and attendants as weD as the subcontracted janitorial <br />personnel a$Signed to Reap the façi/ities in a clean and presentable <br />condition every day. (Complete' details on our proposed cleaning and <br />housekeeping maintenance program for thefaciJities . are provided <br />elsewhere in this section.) . <br /> <br />We believe it is critically important to provide additional staffing initially <br />once the new pay-an-foot operating systems are activated. Our <br />concept is to provide "Customer Service Ambassadors" (CSAs) to <br />shepherd patrons through the process of using theautornated patking <br />payment machines at each of the facilities, as deemed necessary,until <br />such time as :patrons begin to readßyaccept and understand how to <br />operate these simple units. <br /> <br />Per the specifications, our enclosed budgets do not address these <br />additional personnel, in order togíve the City a better understanding of <br />our proposed on-going cpsts to operate the facilities under stabilized <br />conditions. That said, we estimate the ,additional cost to provide such <br />personnel at approximatety $3,250 per month. for each fulltime CSA <br />required, assuming a base wage of $12.00 per hour, plus taxes, <br />benefits and uniform$. Thi$ work$ out to just over $100 per day for <br />each fulltime CSA provIded. If se1ected to manage and operate the <br />City of Redwood City parking facilities, we will workclosøly with City <br />staff to develop an interim staffing and deployment plan for these <br />personnel, based on the various~ak demand periods of each of the <br />facilities. <br /> <br />Proposed staffingleveJsand wage rates are shown in the table <br />presented on the foUowing pagè, based on thèspecified operating <br />hours. <br /> <br />Ampc:o System Parking <br />PageS <br />