Standard Parking Case Studies

900 N. Michigan Avenue
Suite 1600
Chicago, IL 60611

Phone: 888-700-PARK
1 5 t h a n d Tr e m o n t — D e n v e r Fax: 312-640-8210
www.standardparking.com

R a te A n a l y s i s , Au to m a t i o n
B o o s t R e ve n u e s , I m p rove S e r v i c e
The Situation. The 15th and Tremont garage is a Brookfield Properties 12-story parking
facility in downtown Denver that offers both monthly and visitor parking. A comprehen-
sive review of garage operations indicated that the facility could benefit from the installa-
tion of auto-cashier equipment to reduce operating expenses. The implementation plan,
however, had to ensure that changes would not adversely impact the 1,100 monthly
parkers and 280 daily transient parkers.

Equipment Installed. Standard Parking promptly arranged for the installation of the appropriate cashier stations and
token dispensing machines in the elevator lobby, allowing for the exclusive use of automated cashiering in all but the
busiest four hours of the day.

Parking Rates Reviewed and Revised. Standard Parking found—based upon an analy-
sis of transient parking tickets and customer parking habits—that incremental parking
rates, although common in the area, were not revenue enhancers. Standard Parking rec-
ommended the conversion of the ½-hour incremental rates to a flat fee-per-day rate. The
result: a 48% increase in transient revenues in the first year, without a rate increase!

Costs Reduced, Revenue Increased. As a result of our initiatives, labor costs dropped
more than $16,000 a year and transient revenue increased nearly $100,000 a year. This
was achieved with a capital expenditure of only $46,500 for the cashier stations, resulting
in a full return on investment for the client in less than one year. The results are another
Excellence in example of how Standard Parking uses its expertise to enhance the value of a parking
Execution property in a highly-competitive central business district.

Please Contact Us For Details on How We Can Help You
Achieve Your Financial Goals

Suite 1600
Chicago, IL 60611

Phone: 888-700-PARK
Fax: 312-640-8210
10 5 5 W . 7 t h S t r e e t — L o s A n g e l e s www.standardparking.com

S e l f - Pa rk , C a s h i e rl e s s O p e ra t i o n s
C o n t ro l S t a ff i n g C o s t s
The Situation. The parking facility for this Class-A office building in downtown Los Angeles
was incurring unusually high operating costs, due mainly to its labor-intensive valet and
cashier parking procedures. The facility was designed to use single-space parking stalls as
well as tandem parking stalls that accommodate two vehicles parked one behind the other.
Standard Parking was asked to review parking facility procedures and the labor costs associ-
ated with the tandem stalls, and offer recommendations to reduce operating costs.

Single Park Stalls Replaced Tandem Stalls. Although tandem stalls do maximize space
utilization, they also can result in a labor intensive parking operation because valet atten-
dants are required to assist customers by moving the front tandem vehicle in order to allow
the second vehicle to exit. Because this parking facility had ample parking capacity to accommodate demand without
the use of tandem spaces, Standard Parking chained off the tandem stalls to effectively convert them into single
spaces. This eliminated several full-time parking attendant positions.

Paystation Eliminated Need for Cashiers. The parking facility had been using two
cashier booths staffed by three full-time employees. Standard Parking recommended
eliminating cashiering hours through automation of the facility. An automated pay station
was installed in the parking lobby, where visitors now pay their parking fees.

Labor Reductions, Automation Helped Contain Costs. The labor savings realized by
removing the tandem parking stalls and automating the facility saved the client nearly
$180,000 per year in operating costs. The facility, previously staffed with ten employees,
Excellence in now operates with a manager and a maintenance employee, without a negative impact
Execution on customer service. Creative, cost-savings suggestions such as these exemplify how
Standard Parking helps it clients enhance the value of their parking services.


Suite 1600
Chicago, IL 60611

Phone: 888-700-PARK
Fax: 312-640-8210
1125 Seventeenth Street— Denver www.standardparking.com

H e av y B a n k Tra ff i c a C h a l l e n ge
to Pa rk i n g Au to m a t i o n
The Situation. Downtown Denver’s 1125 Seventeenth Street is a Class-A office building
containing a multi-level underground parking facility with 445 spaces. Ownership required
full implementation of parking equipment automation but was wary of customer service
implications given that one of the building’s major tenants – a large bank – had many cus-
tomers visiting throughout the day. Standard Parking met the challenge by implementing a
multi-faceted plan to maintain high customer service levels throughout an equipment instal-
lation and transition process.

Communications, Training Crucial for Success. The Standard Parking management team
conducted individual tenant meetings to explain the parking equipment changes, demon-
strate how the equipment worked and walk through the new validation controls and how
they would help tenants reduce their validation costs. A parking ambassador was hired to assist customers at the pay-
in-lane exit machine, which smoothed the transition and allowed for a quicker implementation of staffing changes.

Effective Signage. New signs displayed on the exit equipment and throughout the park-
“Standard Parking has been
ing facility significantly enhanced equipment usability. Standard Parking worked with
creative and responsive to
building management and its design consultant to develop a way-finding signage package
resolving our operational
that appropriately coordinated the building’s existing theme with the parking facility’s
challenges and has
provided a professional level identification system.
management team
approach that I have not Automation Sparked Service, NOI Improvements. The automation resulted in more
seen with other parking effective revenue controls, as a result of which the number of unaccounted for tickets
operators.” was significantly reduced and lost tickets virtually eliminated. By accepting credit cards
for payment, we reduced parker exit times. Most importantly, Net Operating Income in-
Mindi J. Romoff, RPA
creased by 16% over the previous year. Automation was just one more parking enhance-
General Manager
ment at the facility that has produced seven straight years of improved NOI.


Suite 1600
Chicago, IL 60611

Phone: 888-700-PARK
Fax: 312-640-8210
11 6 01 W i l s h i r e — L o s A n g e l e s www.standardparking.com

S e g re ga t i n g Ve h i c l e R e t ri e va l
Po i n t s E l i m i n a te s C o n ge s t i o n
The Situation. The Wachovia Center, a Class-A office building located on the prestig-
ious west side of Los Angeles, contains 1,000 parking spaces used by retail and com-
mercial real estate companies, financial institutions, professional services firms and a
gym. Poor customer service, traffic delays and high operating expenses plagued the
facility for many years, which prompted ownership to bring in Standard Parking’s team
to evaluate facility operating plans and recommend improvements.

Valet Program Backed Up Traffic at Entrance. The building’s parker profile ranged
from short-term parking customers of the bank to longer-term, high-profile visitors of
the professional and financial services firms. All visitors used the same entry lanes as
the building’s monthly parkers, and valet parking drop-off points hindered other cars
from entering, causing long lines and much congestion. The extra personnel needed to
address the frequent bottlenecks increased parking facility labor costs.

Single Vehicle Retrieval Point Eliminated. Standard Parking eliminated the valet pro-
gram and instead directed customers to self-park spaces, a tandem-assist area or bank
customer self-park spaces. Parkers now retrieve their vehicles from separate, discrete
locations. Standard Parking also moved the central pay point from the parking facility to
the building lobby to further reduce customer congestion. Having eliminated traffic con-
gestion on the main drive, traffic now flows smoothly to the various parking levels.

Service Up, Labor Costs Down. Making the facility easier to use led to a notable im-
provement in visitor and monthly parker opinions of the parking facility. Moreover, elimi-
Excellence in nating the valet program saved $72,000 a year in labor costs. Standard Parking’s creative
Execution evaluation of parking operations and procedures again proved that a well conceived revi-
sion to an operating plan can be a valuable asset in enhancing overall property value.


Suite 1600
Chicago, IL 60611

B u f fa l o N i a g a r a Phone: 888-700-PARK
Fax: 312-640-8210
I n te rn a t i o n a l A i rp o rt www.standardparking.com

B u s y A i r Trave l S e a s o n s R e q u i re
C re a t i ve Pa rk i n g S o l u t i o n s
The Situation. At the Buffalo Niagara International Airport,
like many other airports across the country, access to on-site
short-term and long-term parking lots can be severely strained
during peak travel seasons. Airport officials in Buffalo, antici-
pating a holiday week spike of almost 20% in average daily
passenger count and not wanting to tell travelers to find alter-
native ways of getting to the airport, called on Standard Parking to creatively address the temporary parking space
shortage.

Temporary Expansion of Shuttle Capabilities. Having determined that the best short-term fix was to temporarily
expand shuttle bus capabilities, the airport located eight small, temporary parking areas within three miles of the air-
port, and asked Standard Parking to direct customers to these lots and shuttle them to the terminals. Standard Park-
ing immediately rented two 12-passenger vans and deployed two 14-passenger shuttle buses from its operations in
another state.

Tapping Additional Managers and Drivers. Two out-of-state Standard Parking man-
gers and four shuttle bus drivers were quickly dispatched to the airport. The additional
staff stayed in Buffalo over the four day weekend holiday to direct traffic, drive shuttles
and provide additional resources and support for the on-site parking team.

Swift Action = High Marks for the Airport. Due to the efforts of Standard Parking’s
on-site team, airport travelers were able to avoid unnecessary taxi rides and inconven-
iences and, most importantly, were able to catch their planes on time, while the airport
Excellence in
was able to avoid directing parkers to non-airport lots. Standard Parking again demon-
Execution strated that key people and planning are critical components of successful airport park-
ing management.


Suite 1600
Chicago, IL 60611

Phone: 888-700-PARK
Fax: 312-640-8210
Boston Medical Center www.standardparking.com

C h a n ge s to D ri ve way D ro p - O ff
P ro c e d u re s I m p rove d Va l e t S e r v i c e
The Situation. Boston Medical Center, located in the historic South End of
Boston, provides over 3,000 parking spaces in two garages for patients, visitors,
faculty, employees, staff and students. Valet parking also is available for pa-
tients and visitors. Because many valet customers are critical care patients, the
ability to quickly enter and exit the Center is essential to their care. When the
prior parking operator failed to adequately address customer complaints about
long wait times for valet-parked vehicles, the Center turned to Standard Parking
because of its broad experience in handling these issues for hospitals.

Clearing the Way for Valet Parkers. We identified poor traffic control in a driveway as the root cause of the prob-
lem – shuttle buses and cars were dropping off passengers even though doing so completed blocked traffic. We
changed procedures by proactively greeting drivers and directing traffic through the driveway, and, working with BMC
departments and the shuttle bus and ambulance companies, moving drop-off points to less congested driveway areas
in order to keep one traffic lane open at all times.

Valet Wait Times Drop to Under Five Minutes. The effects were dramatic – valet re-
trieval times were reduced from an average of 20 minutes to less than five, and improved
efficiency and controls at the two valet stations resulted in revenue increases of 31% and
103%, respectively.

Parking as Amenity and Revenue Source. Hospitals and medical centers often view
parking as more of an amenity than a revenue source, but our success at BMC indicates
that both goals often can be met simultaneously. Our management of traffic flow elimi-
Excellence in nated customer service complaints and enhanced valet parking as an amenity, while
Execution more rigorous controls resulted in more revenue. This two-pronged impact allows Stan-
dard Parking to keep medical facilities ahead of the curve.


Suite 1600
Chicago, IL 60611

Phone: 888-700-PARK
C r e s c e n t R e a l E s t a t e — Au s t i n Fax: 312-640-8210

E q u i p m e n t , S e a m l e s s l y I n te g ra te d ,
G e n e ra te d $ 1 M i l l i o n i n N e w R e ve n u e
The Situation. Crescent Real Estate Equities owned four Class-A office buildings
in downtown Austin, Texas. Faced with a tightening parking market, revenue
needed to be increased without negatively affecting customer service in the
highly competitive CBD parking market. Crescent called on Standard Parking to
implement enhanced revenue controls and devise an improved utilization plan for
the properties’ 3,500 parking spaces.

Integrated Access and Exit Equipment. Standard Parking managed the installa-
tion of new equipment and technology to control inventory, maximize parking space oversell and improve the function-
ality and profitability of the parking assets. The new system fully integrated all access and exit equipment with both
“read” and “write” capabilities to encode tickets. We synchronized the equipment installation with other improve-
ments, and by purging the card inventory and utilizing new data to analyze parking facility traffic, we were able to add
more vehicles while maintaining inventory for existing customers.

Staged Implementation Made Transition Seamless. Standard Parking assumed the
role of Project Manager for the equipment upgrade, and had lane equipment staged dur-
“Standard Parking has ing the week and installed at night and on the weekends. All systems were run in parallel
provided great service to until a new access card was delivered to each contract customer. Instructions on card
me and my team, I highly usage were reinforced with a personal greeting and an offer of assistance at entrances
recommend their service.”
during the first week of the transition.
Thomas J. Petrie
Vice President / General Over $1 Million in New Revenue Generated. As a result of the upgrades, the four fa-
Manager
cilities generated over $1 million in new revenue. Adoption of electronically encoded pre-
paid validation tickets eliminated validation fraud. Our understanding of and expertise
with new technology make us the clear choice for enhanced revenue generation.


Suite 1600
Chicago, IL 60611

Phone: 888-700-PARK
DST Realty—Kansas City Fax: 312-640-8210

M a n a ge m e n t O ve r s i g h t , Au d i t i n g
G e n e ra te R e ve n u e I m p rove m e n t s
The Situation. DST Realty, a major facilities management and development firm
in Kansas City, Missouri, is responsible for a portfolio of 29 parking facilities con-
taining over 10,000 spaces. In 2004, Standard Parking was asked to manage the
portfolio because the prior operator was unable to adequately control revenues and
expenses, offer enhanced customer services or submit monthly statements in a
timely manner.

Hands-On Approach Enhances Revenue. Standard Parking quickly assessed the performance issues and installed
new revenue monitors including key card auditing, cashier lane controls and new facility operating hours during special
events. We also provided our client with access to our Client Viewsm electronic financial reporting system so that our
client had easy, quick online access to its monthly operating statements.

Overhauling Facility Appearance and Services. To control expenses and enhance facil-
ity aesthetics, Standard Parking implemented in-house snow plowing, power washing and
“Standard Parking’s power sweeping services. When teamed with new customer care services such as battery
proactive approach to jump starts, vehicle location reminders and windshield washing stations, DST Realty re-
managing our parking ported a noticeable jump in customer service ratings.
facilities has resulted in
a significant increase in
Revenue Posted an 11% Gain. Standard Parking’s revenue and auditing programs, ex-
our parking revenues as
well as better customer pense containment policies and enhanced financial reporting capabilities led to a $700,000
service” improvement in parking-related revenue. We are committed to helping DST Reality expand
its presence in the Kansas City area.
Vincent P. Dasta
President, DST Realty


Suite 1600
Chicago, IL 60611

Equity Office Properties – Phone: 888-700-PARK
Fax: 312-640-8210
Los Angeles www.standardparking.com

M u l t i - P ro p e rt y “ G re e n” A p p ro a ch to
M a i n te n a n c e H a s C l i e n t A p p e a l
The Situation. Over 20 Equity Office Properties Class-A office locations in the Los
Angeles area were utilizing different maintenance contractors to handle pressure wash-
ing and dry-sweeping services. These contractors were not following “green” prac-
tices, which prompted EOP to turn to SP Plus® Maintenance, a service line of Standard
Parking, to provide environmentally-friendly pressure washing and dry sweeping ser-
vices on a consolidated basis.

Synergies of Parking and Maintenance Services. Standing Parking, as the parking
operator for EOP’s Los Angeles properties, used its parking team as a bridge to en-
hanced maintenance services. We added value by coordinating service dates for dry
sweeping and setting dates for pressure washing consistent with budgetary timelines.
We also were able to offer expanded maintenance liability insurance coverage.

Water Reclamation and Safe Detergents. SP Plus® Maintenance’s pressure washing
techniques not only ensure water reclamation – in itself a sound business practice – but
also helped EOP score LEED points for one of its buildings. The water is reclaimed and
filtered, thus capturing pollutants and using less water. Moreover, the citrus-based deter-
gent used by SP Plus® Maintenance does not emit any noxious odors.

Saving Money and the Environment. SP Plus® Maintenance was able to reduce EOP’s
annual maintenance costs and enhance the value of the EOP properties, all with a keen
eye on environmental protection. Our pressure washing charges for the EOP portfolio
represented a 17% discount from market rates, and our charges for dry sweeping pro-
Excellence in
vided EOP with a 10% savings compared to its previous vendor. This concern for our
Execution
clients’ pocketbooks and reputations – as well as for the environment – is yet another
example of how Standard Parking goes the extra value-added mile.


Suite 1600
Chicago, IL 60611

Georgetown University Phone: 888-700-PARK
Fax: 312-640-8210
Hospital www.standardparking.com

I s s u a n c e o f N e w Pa rk i n g Ac c e s s
C a rd s E n h a n c e s R e ve n u e
The Situation. Georgetown University Hospital is one of the largest healthcare
delivery networks in the area, consistently ranked among the best in the nation
by U.S. News and World Report. However, parking availability is at a premium
given the hospital’s urban and campus location. The hospital needed to elimi-
nate the constant competition for parking spaces among faculty, staff, students,
medical center employees, patients and visitors. That’s when Standard Parking
came aboard as the parking operator.

Clearing Up Access Card Problems. Standard Parking quickly identified the problem: a parking access card distribu-
tion system that was not being effectively monitored. We immediately issued new access cards only to authorized
employees and deactivated more than 8,000 unauthorized cards. With this control in place, the hospital eliminated
labor costs incurred to stack park up to 200 vehicles a day, increased parking availability and enhanced revenue.

Immediate Revenue Growth. Revenue controls put in place by Standard Parking, par-
ticularly in the areas of accounting and cash handling, led to immediate increases in reve-
nue from both employee and public parking. During the first year under Standard Park-
ing’s watch, hospital parking revenue jumped 85%.

Higher Revenues Allowed for Reduction in Permit Fees. The hospital was able to
translate the parking revenue increase into a 20% permit fee reduction for employees.
The unwavering focus on auditing and parking revenue controls is an added value that
Standard Parking brings to its clients.
Excellence in
Execution


Suite 1600
Chicago, IL 60611

Phone: 888-700-PARK
G r a n d H y a t t N e w Yo r k Fax: 312-640-8210

H i g h Pe r fo rm a n c e Va l e t s C u t
Ve h i c l e R e t ri e va l T i m e s
The Situation. The Grand Hyatt New York, one of the crown jewels of the
Hyatt hotel chain, offers valet parking to its guests. Consistent with the hotel’s
stature, the valet parking operator must offer — at all times and under all condi-
tions — prompt and impeccable customer service. When wait times for cus-
tomer vehicles became excessive (running on average over 20 minutes), the
hotel replaced its operator with Standard Parking.

Vehicle Wait Times Cut in Half. Standard Parking quickly evaluated the traffic circulation pattern and vehicle retrieval
procedures and found that inefficient routes were being used and valets lacked adequate training. By mandating the
use of more direct routes and implementing comprehensive valet training programs, Standard Parking was cut vehicle
retrieval times in half!

Theft and Damage Claims Also Reduced. During the former parking operator’s ten-
ure, hotel guests frequently reported items missing from their cars. Proper valet
screening and strict enforcement of Standard Parking’s ten-point Valet Code of Conduct
virtually eliminated theft and related problems. Valet performance was also enhanced
through implementation of a training program tailored to the hotel’s specific parking
valet environment.

Better Service Without Higher Parking Fees. Standard Parking implemented the cus-
Excellence in tomer service improvements sought by the hotel without raising parking fees. The pro-
fessional appearance of the valets and fastidious attention to details like key handling
Execution
procedures and ticket stub placements reinforced the Grand Hyatt’s confidence in Stan-
dard Parking’s valet parking services. Prompt and attentive customer service is a cor-
nerstone of Standard Parking’s commitment to its valet parking clients.


Suite 1600
Chicago, IL 60611

Hamilton Health Sciences Phone: 888-700-PARK
Fax: 312-640-8210
a n d S t . J o s e p h’s H e a l t h c a r e www.standardparking.com

R e m o te M o n i to ri n g , C e n t ra l i ze d
O p e ra t i o n s H e l d D ow n E x p e n s e s
The Situation. Hamilton Health Sciences and St. Joseph’s Healthcare are
among Canada's largest multi-site hospitals, serving more than 2.3 million resi-
dents of Hamilton, Central South and Central West Ontario. Like many other
healthcare institutions facing budget shortfalls, these organizations looked to
Standard Parking to find innovative ways to reduce costs without having a nega-
tive impact on services.

Centralizing Operations Hold Down Costs. Standard Parking recommended centralizing the administrative proc-
esses for parking operations across Hamilton, with all revenue control functionality and reporting performed online.
Installation of the centralized system now allows Standard Parking to monitor equipment and perform other tasks at all
six locations via CCTV, Intercom and revenue control systems. The centralization of auditing and accounts receivables
in one office significantly reduces on-site management costs and allows for more efficient operations.

“Standard Parking leaders
Maintaining Quality Customer Service. All sites have customer service representa-
were very knowledgeable in tives during regular business hours. During off-peak hours, intercom and CCTV monitor-
recommending technology ing across Hamilton is transferred to one central office, eliminating the need for over-
to support change,
implementing processes to night Customer Service Representatives at other sites while maintaining timely re-
effectively manage the sponses to customer service inquiries.
change and in completing
evaluation metrics at each
phase of work.” Expense Reductions. The centralization of the operations has produced a reduction in
annual wage costs to Hamilton Health Sciences and St Joseph’s Healthcare of
Shelley Moneta, MBA $320,000. Remote monitoring systems and consolidation reflect the proactive actions
Director, Integrated taken by Standard Parking to increase efficiency and hold down costs at multi-facility
Corporate Services
parking locations.


Suite 1600
Chicago, IL 60611

Phone: 888-700-PARK
Hyatt Regency Columbus Fax: 312-640-8210

Ac c e s s to N e a r by G a ra ge E a s e s
H o te l Pa rk i n g C ru n ch
The Situation. Located adjacent to the Greater Columbus Convention
Center, this 631-room convention hotel is within blocks of the state
capital, corporate office plazas and Nationwide Arena, and near Port
Columbus International Airport and Ohio State University. The hotel’s
bustling surroundings and limited guest parking capacity prompted the
hotel to seek out Standard Parking for, among other things, overflow
parking solutions and creative new ideas.

Access to Self-Park Garage. Standard Parking quickly partnered with the owner of a nearby self-park garage to sig-
nificantly increase parking availability of parking for the hotel at significantly reduced rates. This decreased the hotel’s
parking expenses by nearly 30% per space while increasing occupancies and net cash flow for the garage owner.

Providing Guests with a Self-Park Option. An added benefit of the new parking ar-
rangement was to make a self-park option available to hotel guests. Guests can charge
“We look forward to a their parking fees to their rooms, with complimentary in/out privileges and accessibility to
continued positive and
and from the hotel via an enclosed and covered walkway
professional working
relationship in our efforts to
enhance, even further, the Enhancements Translated into Profits. Through these enhancements, Standard Park-
service we provide every
Hyatt and Standard Parking ing improved the hotel’s parking profitability by over 46% after the first year and demon-
customer.” strated the tangible benefits that a premier and pro-active parking management company
can bring to the table.
Tim Dant, GM
Hyatt Regency Columbus


Suite 1600
Chicago, IL 60611

Kansas City Phone: 888-700-PARK
Fax: 312-640-8210

R o b u s t A i rp o rt s R e q u i re To p - F l i g h t
R e ve n u e C o n t ro l s
The Situation. Kansas City International Airport’s parking facilities include three ga-
rages, four large surface lots and a valet-style shuttle lot comprised of over 24,000 park-
ing spaces. Because the prior operator’s revenue control and staffing procedures were
inadequate for an operation of this size, competing off-airport parking operations were
taking away significant amounts of business from KCI. Standard Parking was asked to
oversee necessary revenue control, financial reporting and customer service upgrades.

Better Audits and Revenue Control Reporting. Standard Parking established the po-
sition of Revenue Control System Administrator to oversee financial reporting and infor-
mation systems, and put in place structured requirements for internal shift audits and reporting. A cash drop system
was created, as were improved security methods for cash counting and depositing of daily receipts. These procedures
virtually eliminated the penalties for poor revenue control performance routinely assessed against the prior parking
operation. The timely reports now available provide a clear audit trail and detailed accounting of revenues and activity.

Addressing Competition By Off-Airport Facilities. Standard Parking implemented a
multi-phased marketing program to promote on-airport parking. The program started with
a customer sweepstakes to create excitement and awareness, and that program in turn
generated a parker database upon which a frequent parker loyalty program was built.
That program now has over 18,000 members. A valet-style parking facility was success-
fully opened in a location formerly operated by an off-airport competitor.

Operational Quality Noticeably Improved. Increasing supervisory coverage and train-
ing programs contributed to measurable customer service improvements. Standard Park-
Excellence in
ing’s assumption of facility maintenance and management of certain large subcontracts
Execution allowed the airport to more efficiently allocate airport staff. These are the types of proac-
tive initiatives that make Standard Parking the national leader in airport parking services.


Suite 1600
Chicago, IL 60611

Phone: 888-700-PARK
M a c y ’s P l a z a — L o s A n g e l e s Fax: 312-640-8210

P ro p e rt y Va l u e R i s e s Fo l l ow i n g
Au to m a t i o n , S i g n a ge I m p rove m e n t s
The Situation. Macy's Plaza (one of downtown LA’s two largest shopping centers),
a Sheraton hotel and an office building, are all served by a nine–level, 2,000 space
garage. The parking facility accommodates over 500,000 vehicles per year and during
the holidays handles 4,000 vehicles a day, with a 2x turnover rate for each parking
stall. Because the owners were considering selling the property, they wanted to re-
duce operating expenses and improve parking cash flow

Pay Stations, Signage Promptly Installed. Standard Parking coordinated the selection, purchase and installation of
a pay-on-foot system, always making sure that parking customers were comfortable with the conversion from manual
to automated operation. Enhanced signage was also installed to help the retail shoppers, health club members, hotel
banquet guests, office workers and other customers navigate through the facility. The equipment installation was
completed on time, within budget and without adversely affecting customer service.

Expenses Reduced, Revenues Increased. As a result of Standard Parking’s initiatives,
annual payroll and fringe benefit costs were reduced by more than $125,000, and the
average rate per ticket rose from $4.43 to $5.63. An added bonus was a reduction in
exit lane transaction times, from an average of 21 seconds to an average of 7 seconds.

Parking Improvements Helped Enhance Property Value. The property owners sold
their newly-improved asset 15 months later. The parking operation’s improved cash
flow played an important role in generating an enhanced return on their investment.

Excellence in
Execution


Suite 1600
Chicago, IL 60611

Phone: 888-700-PARK
Fax: 312-640-8210
Navy Pier—Chicago www.standardparking.com

Pa rk i n g Pay S t a t i o n s Ke e p Tra ff i c
M ov i n g a n d G a ra ge s Ac c e s s i b l e
The Situation. Located on the shores of Lake Michigan just east of Chicago’s
downtown, Navy Pier is one of the country's most unique recreation and exposition
facilities. With more than 8.6 million visitors a year, Navy Pier’s on-site parking ga-
rages (1,600 spaces) were often taxed to the limit, slowing down entrance to the
garages and clogging drive lanes around the facilities. Excess congestion also led to
unacceptable staffing levels.

Parking Pay Stations Improved Service. Standard Parking reviewed the situation
with the client and recommended installation of automated parking equipment and
a flat-rate pricing structure. We supervised the installation of the pay stations at various locations throughout Navy
Pier, which allowed visitors to pay for parking in advance, any time during their visit to the Pier. The new equipment
resulted in better customer service, a reduction in multiple cashier shifts and overnight staff, and improved reporting.

Automation Also Benefits Employees. Simultaneous with the automated system for
guests, Standard Parking implemented an automated system for Navy Pier employees.
Those with identification badges issued by Navy Pier can access one of three pay stations
to add value directly to their cards, and also can use the badges as access credentials.
The system can provide discounted rates and complimentary parking as part of an em-
ployee recognition program.

Helping Keep a Tourist Destination #1. Navy Pier is a unique destination, showcasing
amusement rides, restaurants, exhibitions, entertainment venues, shopping, dining
cruises and tour boats. The parking system that supports these activities must accom-
Excellence in
modate all types of facility users and their associated traffic patterns. Standard Parking
Execution
met the challenge with its automation expertise and flat-rate pricing, helping Navy Pier
maintain its position as the number one tourist and leisure destination in the Midwest.


Suite 1600
Chicago, IL 60611

Phone: 888-700-PARK
One Nashville Place Fax: 312-640-8210

Tra n s i e n t Pa rk i n g , B e tte r S e r v i c e
P ro d u c e d Q u i ck R e ve n u e H i ke
The Situation. One Nashville Place is a 25-story office building with a 532-space
self-park facility, located one-half block from the hub of Nashville’s Central Business
District The parking facility’s net operating income and facility expansion targets
were not being met by the parking operator, and customer service was perceived as
poor. The property owner selected Standard Parking to overhaul parking operations
consistent with the expectations for this Class-A office building.

Finding New Sources of Revenue. Standard Parking quickly honed in on untapped sources of new transient revenue
from special events in the area. On weekends, for example, we started staffing the back entrance of the parking facil-
ity to tap into local club activity. Prior to scheduled football games at nearby Adelphia Coliseum, we opened the park-
ing facility earlier than our competitors, gaining additional parkers as a result. To increase transient revenue, we elimi-
nated the “monthly only” sign that had deterred potential parkers in the morning.

Tackling Customer Service Issues and Aesthetics. We addressed substandard cus-
tomer service practices by implementing a targeted Three Keys to Customer Satisfaction
training program that emphasized facility and employee appearance, constructive cus-
tomer relations and positive resolution of customer concerns. New signage and graphics
were installed in the garage, painting projects were started and new procedures were
adopted to eliminate incorrect billings and timely process parker account changes.

Betters Operations Translated into 14% More Revenue. After only a few months un-
der our management, the parking facility posted a 14% increase in revenue and a 9%
decrease in expenses, allowing Standard Parking to jump-start the necessary training,
Excellence in
signage and painting projects. Our ability to work with a property manager, understand
Execution
how the parking facility fits into the property’s bigger picture and deliver on a realistic
budget are characteristics that earn our clients’ trust.


Suite 1600
Chicago, IL 60611

Phone: 888-700-PARK
Regency Garage—Houston Fax: 312-640-8210

R e p l a c i n g O u t d a te d Sy s te m s
I m p rove s O p e ra t i o n a l R e p o rt i n g
The Situation. The Regency Garage is one of Houston’s largest and most complex park-
ing facilities, spanning 14 levels served by two circular ramps, with each level priced
based on its location within the garage. The facility is located in the heart of the central
business district and provides access to the city’s tunnel system and the Regency Hyatt
Hotel. The owner of the facility, CenterPoint Energy, sought out Standard Parking to maxi-
mize revenues and enhance service levels provided by the previous parking operator.

Better Operational Reports. Because the facility was not generating the types of re-
ports necessary to property manage operations, Standard Parking conducted a revenue
and access control system audit. The audit revealed that the reporting deficiencies were
caused by an outdated operating system. Standard Parking arranged for the installation of
necessary system upgrades at a reasonable cost.

Enhancing Occupancy and Aesthetics. Standard Parking also audited the garage and
“We have been very relocated customers to appropriate levels, calculating the potential oversell for each
pleased with our level. A successful marketing program increased occupancies to an average 8% over-
decision to change to sell. In addition, Standard Parking tightened revenue control procedures to better handle
Standard Parking. They the cash generated from visitor and hotel parkers. To improve energy efficiency, a com-
are proactively plete lighting retrofit replaced the existing fixtures.
managing our asset.”
Improved Revenues. In less than a year after assuming responsibility for the parking
Jeff Stones operations, Standard Parking’s superior revenue control, financial reporting, expense con-
CenterPoint Energy tainment and pro-active management programs increased revenue 24%.
Facilities Management


Suite 1600
Chicago, IL 60611

Phone: 888-700-PARK
Sinai Hospital of Baltimore Fax: 312-640-8210

C o n t ro l s o n Fre e Pa rk i n g
I m p rove d H o s p i t a l ’s F i n a n c e s
The Situation. Sinai Hospital of Baltimore, a major provider of health and health-related
services in the Baltimore metropolitan area, offers parking for patients, visitors and guests.
The hospital was aware that its parking operation was losing money and that it needed to
enhance revenue through a reduction in discounted and free parking being provided, but at
the same time recognized that it needed to do so without upsetting hospital users.

Setting Targets for Complimentary Parking. Standard Parking was brought in to address
the problem and found that the posted-rate parking fees were being collected only 20% of
the time, and that the remaining tickets were either being validated or waived for various
reasons. We recommended adoption of a free parking target limit of 20%, which would
accommodate the legitimate special situational needs of the hospital’s patients.

Multi-faceted Approach to Replace Free Parking. Working with the hospital, Stan-
dard Parking adopted a phased approach to eliminate free parking, which included sub-
stituting value coupons for selected patrons instead of free parking. In addition, a re-
view of validation entitlement provisions in medical office building leases led to a 50%
reduction in the number of tenants entitled to use coupons. Finally, new parking equip-
ment was installed and rates were minimally raised to increase revenue without undue
hardship on patients, visitors or staff.

Excellence in Controls Led to a 530% NOI Improvement. These changes allowed the hospital to
open new garages, eliminate the need for stack parking in the visitor lot and reduce la-
Execution
bor costs. As a result of Standard Parking’s advice and expertise, the hospital’s Net
Operating Income improved 530% over a four-year period!


Suite 1600
Chicago, IL 60611

S o u t h we s t F l o ri d a Phone: 888-700-PARK
Fax: 312-640-8210

O p e ra t i o n a l E xc e l l e n c e R e q u i re d to
M a n a ge A i rp o rt G row t h
The Situation. Over the past ten years, Southwest Florida International
Airport has been one of the country’s fastest growing airports. When the
airport decided to build a new state-of-the-art airline terminal building,
they needed help transitioning to a new 12,400 space parking lot and,
concurrently, starting up one of the largest on-airport bumper-to-bumper
shuttle service operations in the country.

Parking Operations Seamlessly Transitioned. Standard Parking successfully transitioned the entire parking opera-
tion from an old split terminal to a new mid-field terminal and parking complex. We applied our expertise to review
traffic flow for the new parking facility, create a comprehensive transition document, manage and oversee a new reve-
nue control system, secure a variety of expanded vendor services and implement a new employee shuttle service to
transport employees to the new terminal.

Bumper-to-Bumper Shuttle Service. The airport’s new parking configuration more than
tripled the number of required shuttle vehicles. Standard Parking now operates thirty 14-
“Standard Parking
passenger shuttle vehicles, serving over 8,000 spaces in the long-term parking facility.
continues to do a
tremendous job with our The buses traverse a 3.3 mile loop and are dispatched to accommodate on-demand ser-
comprehensive parking vice to every parking patron. Standard Parking designed the system using a ‘smart load-
management and bumper- ing’ technique in which patrons are directed into specific parking areas via customer ser-
to-bumper shuttle service vice agents or movable signage.
operations.”
A Full Service Solutions Provider. Successful management of rapid parking growth and
Jeffrey Gray, A.A.E.
Department Director
installation of enhanced customer services are trademarks of Standard Parking’s opera-
Lee County Port Authority tions at Southwest Florida International Airport. Whether it’s parking management, facil-
ity planning, shuttle buses or curbside services, Standard Parking brings the full range of
customer amenities, services and solutions to airport clients across the country.


Suite 1600
Chicago, IL 60611

Phone: 888-700-PARK
Wa t e r f r o n t P l a z a — H o n o l u l u Fax: 312-640-8210

M o n i to ri n g o f Pa rk i n g S p a c e U s a ge
C ri t i c a l to R e ve n u e G a i n s
The Situation. Waterfront Plaza is a complex of seven corporate buildings in the
heart of Honolulu, infused with a promenade of shops, restaurants and entertainment.
The covered parking structure contains 1,226 full-size parking stalls with optional valet
parking available. Top-notch customer service and adequate revenue controls were
not being provided by the parking operator, which prompted the property manager to
call on the expertise of Standard Parking.

Before We Took Over. The client reported poor management of parking stall inventory, untracked lease allocations,
inaccurate rate billing and poor communications by an unreliable parking staff.

What We Did. Standard Parking documented and regularly maintained a “parking rent roll,” itemized stall allocations
against actual usage, corrected billing rate records and implemented comprehensive, customer service oriented train-
ing for all employees that included written Standard Operating Procedures for use by all employees.

“I hired Standard Parking Comprehensive Rate Structure Review. In addition, Standard Parking reviewed all
because they could provide early-bird, employee discount, validation and other parking programs, and made specific
proactive revenue and recommendations as to which to retain, discontinue or adjust.
physical management of
the garage, supported by The Result: 36% Revenue Gain. Net income for the facility rose by 36% in the first ten
independent audits and
months under Standard Parking’s management. The customer service and staffing en-
quality control.”
hancements, along with revenue control recommendations – capturing lost tickets at the
Cecily A. Ching, (B)
exit stations, limiting cash handling and closing validation loopholes – all played a role in
Shidler Hawaii Investment creating a financially efficient parking operation.
Partners, LLC


Suite 1600
Chicago, IL 60611

Phone: 888-700-PARK
We s t f i e l d C e n t u r y C i t y Fax: 312-640-8210

E x p re s s Pa rk i n g E x p e d i te s Tra ff i c
F l ow - a n d P ro f i t s !
The Situation. This bustling, high-end retail shopping center in Los Angeles is home
to over 170 stores and a 3,000-space parking garage. Standard Parking, the operator
of the parking facility for more than 20 years, was asked to convert the facility from a
pay-in-lane operation to a fully automated pay-on-foot operation. The owner’s man-
date was to reduce operating expenses while enhancing service levels for the more
than four million vehicles that use the garage every year. Given local shopping center
competition, smooth implementation of an express parking plan was essential.

Maintaining Service During Installation. Standard Parking selected the best equip-
ment option and developed an installation timeline with the stated goal of maintaining
proper revenue control and service levels throughout the installation period. Multiple
entry and exit driveways and numerous escalator and stairwell access points presented special operational challenges.

“Frankly, I can’t say enough
Expenses and Transaction Times Reduced. Installation was completed on time, within
about how smooth the
budget and without adversely impacting customer service. The project lowered overall
changeover went. We
payroll and fringe benefit costs, increased revenues on the average ticket and reduced
were all here for the first
exit lane transaction times from an average of 20 seconds to seven seconds.
day, which was on
schedule. There were
virtually no complaints. We Return on Investment Came Quickly. The return on investment on the cost of the
now have a true read on our equipment, physical improvements, signage and operating expense savings was 68%,
traffic and our revenue. representing a full payback in less than two years. At peak periods during the holidays,
That’s a real benefit.” Westfield Century City can now more efficiently handle 15,000 vehicles a day, resulting in
a 5x turnover rate for each parking stall. Standard Parking’s expertise in equipment selec-
Paul Kurzawa,
Vice President, Westfield
tion and installation proved to be a valuable asset for the client.


Suite 1600
Chicago, IL 60611

Phone: 888-700-PARK
Fax: 312-640-8210
Ya n k e e S t a d i u m www.standardparking.com

Au to m a t i o n , Pa rk i n g R e s e r va t i o n Sy s te m
M a ke a W i n n i n g Te a m !
The Situation. The Yankee Stadium parking operation encompasses over
7,500 parking spaces in five garages and eight surface lots. The manual
collection of parking fees, congested traffic patterns, customer frustration
with “lot full” signs and the inability to reserve parking in advance all
prompted management to retain Standard Parking to modernize parking
operations and improve the parking experience for Yankee fans.

Leading Off: Revenue Control Equipment. Standard Parking installed pay-on-foot technology in the garages and
started to use hand-held computers and printers in the surface lots. In the two newly-built garages, parking and traffic
flow plans were developed and implemented to accommodate automation and eliminate the need to turn away poten-
tial parkers. Customer service booths were installed in all surface lots.

The Home Run: Online Parking Reservations. The ability to reserve and pay for event
“Your group has been parking on line, in advance of game day was made possible through implementation of
extremely responsive and our Click and ParkSM online parking reservation system, which also provides parkers with
has brought forth very detailed driving directions. New signage, improved lighting and crisper employee uni-
valuable recommendations forms also enhanced the customer experience.
on how to improve
operations and the
Removing Cash Handling From the Equation. Standard Parking’s expertise with reve-
customer experience.”
nue control equipment and the opening of new garages has improved the monitoring of
William Loewenstein the Yankee Stadium facilities and substantially reduced cash handling. Approximately
President 24% of all event revenue now comes from prepaid parking, and half of the garage event
parking fees are paid on-site via credit card. Let Standard Parking help you get ready for
Bronx Parking Development your next game.
Company, LLC


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