Anup Nitin Patel, PMP August 14, 2020 Senior Project Manager Venice Community Housing, (VCH) 200 Lincoln Los Angeles, CA 90291

Dear Mr. Patel,

It is with great enthusiasm that we herein submit our qualifications as a Parking Partner for the Reese Davidson Community (RDC) parking component development. Our firm is grounded on doing what is right for the environment & community, and we would be delighted to be involved in this exciting project. Founded in 2003, today Parking Design Group, LLP can offer what no other proposer can on this P3 or any other parking project in the country.

A unit of Parking Design Group LLP, Park Green ® LLC equips parking asset owners to make their facilities able to generate significantly more revenue, as well as safer and sustainable. By partnering with our team, the City can license a Park Green ® management system for the RDC facility, and benefit enormously from the patented real-time parking management solution, our leading-edge of pedestrian safety devices and premises liability expertise and over 100 years of combined in-house parking planning, design and mobility consulting experience on over 3,000 domestic and international projects.

While the RDC project is absolutely unique in its mission and needs, our experience advising AECOM Capital on the Ivy Station project in Culver City and Sunset West Hollywood in West Hollywood, CA seems most specifically relevant in scope. Although these were larger projects, at Ivy Station, we were able to help the client re-envision the parking plan the subterranean garage, realign ramping and vertical circulation elements, develop an appropriate PARCS and operational approach for the facility, and integrate additional amenities that enhanced the overall experience for office, retail, hotel, and residential user groups. On the Sunset West Hollywood project, we similarly refined ramping solutions and maximized parking efficiency in a limited footprint while adhering to local parking design ordinances.

If selected, the Parking Design Group team will collaborate with the co-developers to deliver the country’s first truly sustainable parking concession agreement and parking facility. The facility will generate a significant upside revenue stream and also equip the City to measure and respond to demand on a daily basis. Our team can then partner with the City to leverage meaningful percentages of this up-side revenue back into the community as part of a comprehensive corporate philanthropic model and convey that approach to Venice Beach and Reese Davidson Community residents and parking consumers on a daily basis.

Respectfully,

Warren C. Vander Helm - Partner Parking Design Group LLP 712-722-1586 Direct

A. Executive summary

Over the last five years or so, being inspired by Donald Shoup, Phd. and others, we’ve been fortunate to be able to patent and bring to the domestic marketplace the intellectual property key to the complete transformation of the commercial parking industry, on a global scale. That key is selling parking spaces like seats on a commercial airline.

Parking Design Group (PDG) partners began in 1982 as consultants to the nations largest parking operator and then subsequently operated fifty-five parking facilities in the Dallas market as Vice President of Operations for that same firm as well as Director of Design on a national level. Subsequently in 2003, under the Parking Design Group LLP moniker, the partners oversaw and directed the design of over 3,000 parking facilities globally in all market types, the vast majority in California. We have also recently advised the residential developer Greystar with three “Texas wrap” projects in the State.

Parking Design Group LLP has evolved into an industry think tank and a firm recognized as specialists and experts in the field, specifically offering expert testimony in premises liability associated with parking facilities, as well as other areas of the commercial parking practice.

We have additionally gained a thorough understanding of the planning, design and construction of the appropriate self-park, robotic or hybrid solution for a given property by conceptualizing competent solutions on a daily basis for many years. Each site is unique and the agility and expertise of the consultants guiding the planning and conceptualizing process can reap big dividends for municipalities, owners and all stakeholders.

Ready in 2020, we can now equip the City with a RDC parking facility that will allow customers to purchase their space or tier upon entry to the facility and then be guided to their pre-determined Park Green ® space. Tracking daily patron choices will aid the City, its planners and policymakers in setting future maximum parking requirements based on timely, actionable data.

Charging market rates for individually managed spaces will allow the City to do more with less spaces at the RDC facility by leveraging the best performing spaces in real-time. Most importantly, the City can now realize significant upside revenue streams to reinvest in the community.

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B. Problem Statement & Management Summary Density The most obvious major issue given this project site is providing enough density within the proposed parking envelope while observing height and depth of construction limitations. We understand that a 35 ft vertical height limit applies in this instance along with depth limits associated with close proximity to the coast.

For our team, a major issue in many projects is encouraging the owner to right-size the facility to the benefit of the environment and community. In this instance, all stakeholders can move ahead confidently since the parking capacity target of 220 spaces is a replacement number only, and that number also happens to be approximately the maximum parking capacity the garage envelope can feasibly accommodate, as our concept drawings will demonstrate.

We have already engaged in a thorough conceptual design process where we carefully study any and all reasonable potential options for this site. We have determined that the only financially feasible approach given the available building envelope is to construct a 3-level, flat-floor parking facility that includes vehicle lift systems on both the ground level and roof level. This design yields 209 parking spaces with (49) of those being lift spaces. One way the capacity can be expanded to 220 spaces is by adding 11 more lifts to the roof level. Obviously, we’ll fully vet this approach in concert with EOM Architects and the development team if selected. (see appendix)

Financial feasibility We have already engaged in our own financial feasibility study for this location, to estimate revenue, expenses and financial performance. Within the study structure we considered specifics like current and future demand estimates; turnover and occupancy considerations; historical and current rates for public and private parking; proposed parking rates, use estimates and projected revenues; estimates on operating and maintenance expenses and limiting assumptions.

We can then work to ensure financial feasibility by developing a competent operating proforma including debt service payments for any option being considered. In most instances this step in the process will

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clearly illustrate the most financially feasible approach. Again, we have already engaged in development of operating proforma illustrating how a 220-space self-park facility with lifts and attendants on this site can be managed with each one of the valuable spaces as an individual profit center, to enable a fair and equitable demand-driven rate structure. Our operating pro forma and revenue projections are as follows and illustrate the first five years and final 2 years of the 30-year proposed lease term:

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Revenue & Expense Assumptions

1. Beach and Venice retail parkers will be the primary user group.

2. Building occupancy is shown as 100% to be conservative and fair to both Park Green ® and traditional revenue projections.

3. The average ticket/transaction of $12.83 as shown in the revenue-expense projection combines the three Park Green ® tiers as a demand-driven, “snap-shot-in-time” with regard to price of the tier and number of spaces in the tier, both which will fluctuate from day to day.

4. Our selection as Parking Partner will mean that the residents living on-site will have the opportunity to be employed in the facility as a manager, parking ambassador or attendant. It is our intent to operate the facility without engaging a traditional parking “operator” for staffing and accounting functions but rather to train and employ those individuals from the on-site resident group who seek employment with fair and equitable compensation and benefits. An allocation for 4 fulltime individuals is included in the projection.

5. The Park Green ® licensing fee equates to $2,700 per space one-time fee paid during years 1-3 and then an 4% annual royalty calculated on gross receipts in perpetuity.

6. Undedicated revenue in bottom line A will be transferred to the owner just as in any subsequent Park Green ® deal or concession agreement. This is a significant revenue stream that we will be encouraging the City/LADOT to invest a considerable share of back into the Reese Davidson and Venice community over the 30-year term, in a philanthropic manner.

7. Alternate net revenue is shown in bottom line B and assumes only traditional one price fits all parking revenues are achieved and that there would be no Park Green ® license fee or royalty.

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Important steps All can agree that financially self-supporting parking facilities are a rarity in this country, but no one in the industry has ever revealed the fundamental problem. Ever since the 1950’s commercial parking facilities began operating in the US, the management approach required patrons to search for a space in a facility where just one price, or level of utility was offered. Virtually every other business model offered price- point choices to consumers of nearly all other goods and services.

Too much parking development driven by minimum requirements, and the one-price-fits-all practice has driven down the value of those assets resulting in “disfigured communities” (Shoup) . Reserved parking, other entitlements and unsustainable lease deals further diminish asset value, squander potential upside revenue opportunities and meager profitability limits reinvestment in the asset and community.

The most important step in any future parking development is to recognize and embrace the changes needed to move forward in a sustainable way. For more on this see Part D. Parking Analysis Capabilities.

C. Programming Plan & Process

Programming We’ll consider the pros, cons, applicability and relative costs of the ideal system/approach, including preliminary operating pro forma, which will ultimately inform the client and development team moving forward. We are thought leaders in the industry and will not be constrained by industry norms or rudimentary practices, but rather our goal will be to deliver the best solutions available in the marketplace to help all stakeholders benefit the community and sustain this development well into the future. As we have programmed facilities in the past we’ve evaluated and considered at a minimum the following:

• prioritizing the pedestrian over the vehicle and premises liability considerations • proposed parking capacity and the sound justification for constructing same • segregation of user groups • evaluation of self-park, valet/attendant operations, mechanical lifts system, fully automated • site considerations (ingress/egress options/locations; internal vs. external ramping) • costs of construction • MEP considerations (mechanical vs. natural ventilation systems; fire protection options)

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• structural considerations • payment systems and solutions to maximize parking revenue – parking rate structure • EV charging considerations • code compliance and best practices recommendations • parking access and revenue control systems (PARCS) • automatic license plate recognition (ALPR) and parking guidance system (PGS) capabilities • security system features and performance expectations • autonomous vehicle and ride-share access and considerations • other functions or spaces

As noted earlier, we have already determined that the only financially feasible approach given the available building envelope is to construct a 3-level, flat-floor parking facility that includes vehicle lift systems on both the ground level and roof level. We intend to fully vet this programming approach in concert with the development team if selected.

Financing plan & process

For the RDC project we are proposing that the entire cost of the parking component project is funded by our financial partner at tax-exempt rates and leased to the City of Los Angeles over a 30-year lease term. After the lease ends or prepayment of the financing, title to the project reverts to the City.

We propose a revenue‐risk (RR P3) model where the City grants PDG the authority to collect parking fees directly, with PDG partially responsible for achieving the demand and revenue levels needed to make the project financially sustainable. We propose to receive a relatively limited upside and pass the bulk of the net revenue to the City. The Park Green ® management system creates the unique opportunity to generate a significant on-going revenue stream for the City/LADOT and in exchange for that we respectfully propose that the public entity guarantee debt service payments through the 30-year term.

Operate parking structures

PDG firm partners began their parking operations experience in 1982 as in-house consultants and advisors to parking facility operators in 80 U.S. cities. At the time, Allright Auto Parks, Inc was the world’s largest commercial operator in the space so our daily exposure to parking operations covered a broad spectrum of challenges, approaches and solutions. Considerable broad experience and project diversity included

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comprehensive parking operational and design solutions for major airport, commercial, retail, hospitality, healthcare, education, and entertainment projects. Through subsequent mergers and acquisitions Allright Auto Parks, Inc assets moved under the moniker of Central Parking and ultimately Standard Parking (SP+).

In 1986 Warren C. Vander Helm was promoted to Vice President and City Manager with Allright Parking System in Dallas, TX, and while there expanded on and developed the profitability of 60 downtown and airport commercial parking operations.

At that same time David Vogel was promoted within the Allright organization to the position of Director of Design and continued to advise and support parking facility operators in 80 U.S. cities.

As 50/50 partners in PDG that operational expertise and foundation applies to most of our engagements today where we offer the support to firms like AECOM Capital.

Raise Capital & Procure work team Financial Sponsor - Parking Design Group, LLP is in advanced discussions with a New York based investor, owner, developer, and manager of infrastructure assets to serve as financial sponsor (the “Financial Sponsor”) for the Reese Davidson Community Parking Project (the “Project). The Financial Sponsor leads, organizes, and participates in consortiums for critical infrastructure projects that spur economic development in markets across the U.S. where the experience of its leadership team in public and private infrastructure development brings unique value to the transaction. A preferred infrastructure asset class of the Financial Sponsor is transportation, with a strong emphasis on parking systems. The Financial Sponsor’s investment professionals bring extensive parking experience specifically in the areas of sourcing, demand & feasibility analysis, design, development, financing, operations, and management. The Financial Sponsor will lead the capitalization of the Project including sourcing both debt and equity and will assist with design, development, and operations.

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D. Parking Analysis Capabilities

Strategy

Problem Statement How Municipalities can re-envision the future & their parking assets - “research reveals an investment in parking that is out of balance with the current demand for parking in almost all cases, and even less in tune with what appears to be declining future demand” 1

1950’s – Commercial parking facilities began operating in the US as those that required patrons to search for a space in a facility where just one price or level of utility was offered to the consumer.

1960’s – Cruising for free or undervalued parking, cheap gas and little mass transit creates lots of carbon emissions, road construction and frustrated consumers. Minimum parking requirements based on statistically unreliable data sets then become the primary catalyst for overbuilding parking in cities across America (Shoup).

1970’s thru 2010 – Little change occurs in commercial parking and operators continue to apply one price to groups of parking spaces, rather than offering price-point choices just as with consumers of nearly all other goods and services. Too much parking development driven by minimum requirements, and the one- price-fits-all practice drives down the value of those assets resulting in “disfigured communities” (Shoup). Reserved parking, other entitlements and unsustainable lease deals further diminish asset value, squander potential upside revenue opportunities and meager profitability limits reinvestment in the asset and community (Park Green ®).

2010 to 2020 – Sensor units and camera-based guidance systems companies become common in the parking marketplace, along with improvements in robotics, dynamic signage, LPR, AVI, cloud-based analytics, multiple payment systems and of course lots of reservation apps. Nevertheless, patrons today are still generally afforded a single price choice for a space in any given parking facility, and even if a guidance system exists, the customer is still required to search for a space.

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As noted earlier we see that the fundamental downfall for the parking industry ever since the beginning, is the practice that required patrons to search for a space in a facility where just one price or level of utility was offered to the consumer. When you think about measuring demand for most any product or service you begin to see why the parking industry has always been challenged.

Take the owner of a commercial airliner who offers various price/convenience choices across the finite number of seats on their plane in tiers like first class, business class and coach. By responding to demand with price adjustments to individual tiers, these operators run considerably less risk of losing customers due to price increases, while still being able to maximize revenues. Its logical to see how airline operators make the bulk of the revenue on each flight from the first class and business tiers, but also fill planes by managing the coach tier accordingly.

Imagine the airline operator who priced all the seats on their daily LA to Denver flights at the same rate of $150 and the first patrons who arrived at the gate would the pick of the best seats. Would it be reasonable to assume that on Mondays the operator might not be able to fill the plane but on Wednesdays and Fridays they would easily fill planes for that same price due to greater demand?

The garage owner in any city, private or public, has always faced the same dilemma of measuring demand associated with for example a 300-space facility with one price. Since a search for a space has always been required on the part of patrons, the industry also had to establish the guideline that parking facilities are perceived as “full” by searching patrons once the facility reaches 85 to 90% occupancy. ______

As noted earlier, 2018 research reveals that “The 1.6 million parking spaces in Seattle’s inventory have an estimated value, or a replacement cost, of $35.8 billion, which is $118,000 per Seattle household. Jackson is home to over 100,000 parking spaces that would cost $711 million to replace, or $192,000 per household. The per household share of the parking inventory in Des Moines and Philadelphia is $77,000 and $30,000 respectively. New York’s per-household cost is $6,570, a fraction of that of the other cities.” 1

1RESEARCH INSTITUTE FOR HOUSING AMERICA SPECIAL REPORT Quantified Parking: Comprehensive Parking Inventories for Five U.S. Cities - Mortgage Bankers Association May 2018

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Industry trends

Our competition in this RFP process will price their transient parking the traditional way where they will set if not a flat-rate, a daily max of something around $10 and then charge approximately $3.50 per hour so once the person has exceeded 2.5 hours to 3 hours on-site they reach the maximum, and there is no longer an incentive for the customer to vacate the space. (impedes turnover) Furthermore when demand dictates a rate increase, they will need to increase their single rate across the board. This rudimentary pricing approach has precipitated other inefficient and long-standing management practices to prevail historically, such as the early bird special, reserved parking, collecting a flat rate upfront, and offering discounts and below-market rate monthly contracts.

The solution In 2020 customers purchase their space or tier upon entry to the Park Green ® facility and are guided to their pre-determined space. Tracking daily patron choices aids municipalities, planners and policymakers in setting maximum parking requirements based on timely, actionable data. Charging market rates for individually managed spaces will allow owners to do more with less spaces by leveraging their best performing spaces in real-time (Park Green ®). The public and private sector should then develop the excessive land-bank of over-built parking into affordable housing, community gardens and other sustainable building projects.

Take up-side revenue and reinvest in the community (Shoup) through P3’s and philanthropy (Park Green ®). End reserved parking deals and unbundle parking from tenant leases in all markets. Greatly improved revenues enable re-investment in sustainable programs, practices, technologies, philanthropy and most importantly, the residents of the community.

For Reese Davidson Community Our entry device will at this point be configured to offer four options for RDC parking customers identified as Premium, Value, Economy or ADA (represented by accessible symbol). Once the selection is made, the space assigned to the customer will be conveyed to them visually and audibly at the entry device. The customer will then locate their space via static and dynamic signage. Covered levels of structured parking

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will also identify each space with a light/sensor fixture mounted above and displaying the corresponding color to the selected space, either purple, amber, green or blue.

The ADA tier will adjust in real-time to meet demand, and for the most part will be located closest to elevators and ADA paths of travel in the facility. If a customer selects “Premium” for example, and all ten of the Premium spaces are occupied, that customer will instead be sold the best “Value” space in the tier. The following day or other time period, the system will add another space to the Premium tier, or leave the tier sized at ten spaces but increase the tier price to meet demand in real-time. In some instance, the system will add an 11th space to the Premium tier as the selection is made, by converting a Value space to Premium, when considering the above example.

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The above description with regard to sensors and indicator lights above spaces will generally apply to the self-park P1 mid-level with variations to address those other garage areas with lifts, such as some parts of the grade and roof levels.

Plan to arrive at a capacity As noted earlier we have determined that the only financially feasible approach given the available building envelope is to construct a 3-level, flat-floor parking facility that includes vehicle lift systems on both the ground level and roof level. This design yields 209 parking spaces with (49) of those being lift spaces. This is a good thing since the replacement parking threshold is 219 spaces.

“Another concern is the Reese Davidson Community Project effectively “freezing” public parking supply for the next 50+ years and constricting the City’s flexibility to add additional public parking to accommodate future parking demands. There is no [best practice instrument] to accurately forecast future parking demand for 50+ years; if LADOT’s top priority is maintaining flexibility for an unpredictable future, then it should select a public parking alternative within the Reese Davidson Community East Site that maximizes the amount of public parking spaces. The current architectural design for the East Site

garage does not allow the City to provide more than 301 spaces for public parking.” Tierra West Advisors Parking Study – June 2020

Best practice instrument is now here Since we are managing a finite number of individual spaces there will be no need to define short/long-term parking capacities. Managing demand across the three pricing verticals in real-time will allow pricing and tier sizing adjustments in line with Park Green ® principles of projecting that the best 20% of the spaces generate the bulk of the revenue and shift a savings on to the economy tier which comprises the other 80% of the spaces at any given time. This is what our modeling suggests but all must keep in mind that the price of a particular tier of spaces, along with the number of spaces in the tier will fluctuate according to real- time demand in a beach parking marketplace.

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E. Design & Construction Methods

Project coordination It is our intent to engage a construction manager at risk (CMAR) early in the process, to stay on-board through design, pre-construction, procurement and construction phases, thereby reducing Park Green ® LLC’s, as well as the City of LA’s potential overall risks. Once Park Green ® LLC and the City accept the guaranteed maximum price from the firm, any additional cost overruns will become the obligation of the CMAR.

While all parking facility projects are unique, the RDC facility will be the first of its kind with regard to the Park Green ® brand, but additionally it’s state-of-the-art PARCS and PGS technology proposed, as well as the use of mechanical lifts in a transient facility. Consequently, we will also likely propose that the CMAR also serve as the Engineer of Record for this project, where they would be tasked with closing out contracts at the end of the project and handle the creation and storage of final documents.

Cost and quality control Given our expertise with design and estimating associated with this special building type, and the fact that we oversee/control cost on the technology integration aspect, our close relationship with the CMAR will ensure tight controls on cost and quality. As noted earlier in the revenue/expense chart we are projecting a turnkey estimate of $5.2M for the facility.

Scheduling Project scheduling is key in any project where housing wraps a parking component, but this project is even more unique given that parking for the housing component is to be on the west site. Additionally, the Tierra West Advisors Parking Study addresses the displacement of revenue producing spaces during construction, another key scheduling factor. Its worth nothing that we do see opportunities to construct the facility and begin parking operations prior to the completion, or even construction of the housing wrap. The fact that parking access can and will occur from two streets will be a contributing factor in this value-engineering and scheduling question.

Constructability PDG will work closely with our design builder as well as the CMAR and EOM Architects to ensure that the design and construction approach is fully compatible with the coastal location. A flat-floor, short-span, and fully enclosed parking facility with lifts appears to be the most feasible configuration.

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F. Identify Key Business Terms

Revenue sharing We propose the City consider a revenue ‐risk (RR P3) model or similar, and grant PDG/Park Green ® the authority to collect parking fees directly, with PDG/Park Green ® partially responsible for achieving the demand and revenue levels needed to make the project financially sustainable. We propose to receive a relatively limited upside and pass the bulk of the net revenue to the City. As noted earlier, the Park Green ® intellectual property and management system creates the unique opportunity to generate a significant on- going revenue stream for the City/LADOT, and in exchange for that opportunity we respectfully propose that the City of Los Angeles guarantees debt service payments through the 30-year term.

Philanthropy The Park Green ® business model is grounded on philanthropy and repaying society, particularly black and brown urban communities for our past ineffective and damaging parking policies.

As noted in the revenue and expense chart assumptions in proposal Section B, undedicated revenue in bottom line A will be transferred to the City/LADOT just as in any subsequent Park Green ® deal or concession agreement. This is a significant revenue stream that we will be encouraging the City/LADOT to invest a considerable share (50%) of back into the Reese Davidson and Venice community over the 30- year term, in a philanthropic manner.

Property maintenance and management plan The RDC facility management plan development and updating, annual audits, general maintenance and up- keep will be the responsibility of Park Green ® LLC. This will include maintenance and repair/motor replacement for the 2-post and four-post mechanical lifts proposed for this facility. At the end of the 30- year lease Park Green ® royalty payments and auditing function would continue but management, maintenance and up-keep would transfer to the City of Los Angeles.

Jobs The Park Green ® model and ultimate plan is to employ residents of the RDC as parking ambassadors for full-time operation and management of the facility. Park Green ® LLC will recruit, train and employ these individuals throughout the 30-year lease term. The labor and related allocations shown in the revenue and expense chart assumptions in proposal Section B identify these labor and related expenses assuming four full-time ambassadors are employed. 16

G. Business Organization & References

Will Korchek – Ivy Sation and Pendry W. Mr. Robin Blair Hollywood Director of Planning, Operations and Parking Development Manager Los Angeles County AECOM Capital Metropolitan Transportation Authority M +1-213-200-7456 1 Gateway Plaza, [email protected] Los Angeles, CA 90012-2952 8410 W Sunset Boulevard T (323) 466-3876 F(n/a) West Hollywood, CA 90069, USA [email protected] www.metro.net Jonathan Hayes Senior Director, Development Greystar – wrap projects Mr. Ben Neil II – Union Station 450 Sansome Street, Suite 500 Senior Project Manager San Francisco, CA 94111 Morlin Asset Management, LP Direct (415) 489-3906 800 N. Alameda St., Suite 100 Mobile (415) 425-3293 Los Angeles, CA 90012 [email protected] T 213-223-6360 F (n/a) greystar.com [email protected] www.morlinmgmt.com Architect Ivy Station – KFA PEDRO MELIS, AIA, LEED AP Daniel Mansueto - Deputy Attorney Killefer Flammang Architects CALTRANS ( reference Plaza West Covina ) 1625 Olympic Boulevard California Dept. of Transportation Santa Monica, CA 90404 Legal Division (310) 399-7975 x273 100 S. Main Street, Suite 1300 [email protected] Los Angeles, CA 90012 kfalosangeles.com (213) 687-6000 (phone) - (213) 687-8300 (fax) [email protected] Owner – College of the Canyons Will Karrat, Director, Facilities Projects Architect - Maintenance Design Group College of the Canyons LAMTA Division 13 26455 Rockwell Canyon Road Jon Holler, W. Regional Manager Santa Clarita, CA 91355 Maintenance Design Group 661-362-3233 16 N. Marengo Ave, Suite 716 [email protected] Pasadena, CA 91101 (626) 389-2440 www.maintenancedesigngroup.com Owner – Brookfield Office Properties FIGAT7TH Laura Longsworth, V.P. Parking Assets Frank Ching Brookfield Office Properties, Inc LA Metro 370 17th Street, Ste. 3700 Deputy Executive Officer Denver, CO 80202 Countywide Planning & Development (303) 595-7009 213.922.3033 W [email protected] 310.345.8806 C

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H. APPENDIX

Resumes

David Vogel – Parking Design Group, LLP - Managing Partner For over 40 years David has been advising architects, city planners, contractors and developers on just about every conceivable parking structure and land-use application, on hundreds of projects across the country, and continues to broaden this knowledge base today as one of two firm partners. He held a previous position as Director of Planning for Allright Corporation in Houston, TX. While there he consulted nationally in a variety of areas including municipal code-based design, parking operations, functional design, graphics/signage programs, land-use planning and feasibility/demand studies.

EDUCATION - 1981 University of Northern Iowa, BA Industry. AFFILIATIONS - National Parking Association; International Parking Institute; Parking Consultants Council.

Warren C. Vander Helm –Parking Design Group, LLP - Partner & Park Green ® Managing Partner For over 40 years Warren has exceled in parking facility design, demand/feasibility studies, cost estimating, pro forma, site planning, operations, programming and functional design for structures serving from 200 to 7,000 cars. As a partner with Parking Design Group, he is involved in all phases of parking facility design, from master planning through design development and is responsible for coordinating the involvement of all design disciplines as well as expert testimony services.

EDUCATION - 1982 University of Northern Iowa, BA Construction Management AFFILIATIONS - National Parking Association; International Parking Institute.

Roles and Responsibilities

David Vogel will be the design lead for the RDC project and responsible for ensuring the construction documents adhere fully to the original design intent.

Warren C. Vander Helm will be the operational and concession lead for the project and as Park Green ® Managing Partner will lead the negotiations with the client in branding, revenue stream, operations and philanthropic aspects of the project.

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Relevant Completed Work – Parking Design Group, LLP

Greystar - 1130 Kifer Road, Sunnyvale, CA - Residential parking in this instance is divided into two multi- story garages, surrounded by units and not visible [Texas Wrap]. Each garage is a 5-story concrete building with a total of approximately 850 parking spaces. The proposed project is located within the Lawrence Station Area Plan in Sunnyvale, CA, a unique transit-oriented development opportunity area within the Silicon Valley. Parking Design Group considered various parking solutions, layouts, column placements, ramping solutions, striping details and configurations to maximize potential parking counts and user group distributions; ascertain compliance with local parking guidelines and ordinances; address ADA and Title 24 (accessible) parking. Proposed is a 5-story 520-unit apartment project with a density of 65 du/ac on an 8 acre site, a building height up to 65’, structured parking, and retail.

SCAG - The Los Angeles Transit Oriented Development report presents the results of a project sponsored by the Southern California Association of Governments (SCAG) as part of its Compass Blueprint program to investigate parking supplies and utilization at case study locations within the City of Los Angeles around Transit ‐Oriented Districts (TODs). For the study, eight TOD areas in Los Angeles were chosen for detailed empirical analysis. The eight locations were chosen to represent a cross section of various types of TODs including heavy rail, light rail, commuter rail, bus rapid transit, downtown, suburban and village areas. Iteris, in association with Parking Design Group, LLP was chosen to conduct the technical analysis and the consultant team was guided by a Technical Advisory Committee (TAC) consisting of representatives of SCAG and the City of Los Angeles. The scope of work included research, extensive in ‐field observations, parking counts, interviews, surveys and analysis of the collected information. The results of the study will help inform the City regarding issues such as parking code standards in transit districts, potential parking “maximums” and how parking pricing may be used in TOD areas.

Lowe Enterprises - Ivy Station - Culver City, CA - Parking Design Group is providing design assistance to the owner for the 4-level parking facility with approximately 1,580 parking spaces. The Ivy Station Project is a mixed-use development that has office, retail, hotel and residential land uses. It will also provide parking for the nearby Culver City Metro Station. Parking Design also assisted in and made

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recommendations for the Parking Access and Revenue Control System (PARCS), vehicular vertical circulation, accessible parking layouts and paths of travel and graphics/wayfinding.

AECOM Capital - Pendry West Hollywood – West Hollywood, CA - PDG provided consulting design for the 7-level parking facility with 326 valet parking spaces. Pendry West Hollywood is a mixed-use development located at the former site of The House of Blues. It includes a 149-room hotel, retail, restaurant, bar, and upscale private condominiums. Recommendations were provided for parking layouts, traffic flow, vehicular turn radii, and valet operations. We also assisted in development of and made recommendations for the Parking Access and Revenue Control System (PARCS), vehicular vertical circulation, accessible parking layouts, and paths of travel.

LA MTA - Union Station Parking Garage – Los Angeles, CA - PDG developed design and re-design solutions for numerous transit station parking lots and facilities in the Greater Los Angeles MTA system. We assisted in the re-design and re-model of the 2,500 car Metro Transit Authority facility in downtown LA. This involved upgrading to more efficient parking configurations and layouts, new wayfinding, and operational improvements.

LAMTA - LA MTA Division 13 – Los Angeles, CA - Parking Design Group, LLP provided parking consulting design for the parking component of this bus maintenance facility in the shadow of Metro’s Headquarters Building in downtown Los Angeles. Parking Design Group designed and made recommendations for the parking and traffic flow layouts, Parking Access and Revenue Control System (PARCS), vehicular ingress/egress, accessible parking layouts and paths of travel and graphics/wayfinding.

LADOT - Vine Street Parking Structure, Hollywood, CA - Parking Design Group provided lead design services for a 4.5-level parking facility, grade plus 3.5 supported levels and yielding approximately 450 parking spaces for the Los Angeles Department of Transportation and ultimately the City of LA. The original design included plans to add two additional supported parking levels in the future. The structure is located on a parcel approximately 114’ wide and 360’ long. The recently completed facility is situated between Ivar and Vine Avenues and one-half block off Selma Avenue. Parking Design Group provided on- going consulting oversight services during the construction administration phase. The users of the facility

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are public parking patrons to the nearby theaters and patrons of the adjacent residential/mixed-use development located at the corner of Ivar and Selma.

Brookfield - FIGAT7TH Parking Facility – Los Angeles, CA - PDG was awarded the National Parking Association’s Innovative Sustainability Project of the Year for our work assisting Brookfield Office Properties with this 2,500-space, 12-story facility remodel effort. This included License Plate Recognition and camera-based operational and guidance systems, new wayfinding, new layouts and design, and implementation of state-of-the-art pedestrian safety devices.

Greystar – Mountain View, CA - A new mixed-use urban neighborhood bounded by San Antonio Road, California street, and Pacchetti way. The project is located within easy walking distance of the San Antonio Station, and Phase 2 of the Village at San Antonio. The design establishes an urban block pattern with new streets and open spaces, and 4 new buildings with 642 apartments and 20,600 sf of retail space. Parking Design Group, LLP advised this major residential developer on how to best make use of the available footprint for subterranean parking – separate facilities under different buildings totaling roughly 600 parking spaces.

Greystar – Redwood City, CA - This residential podium project located near Caltrain included three level subterranean parking facility. Parking Design Group considered various parking solutions, layouts, column placements, ramping solutions, striping details and configurations to maximize potential parking counts and user group distributions; ascertain compliance with local parking guidelines and ordinances; addressed ADA and Title 24 (accessible) parking, address unloading and paths of travel; identified traffic circulation and parking configuration solutions, including valet area set-up and vehicle lift solutions that improved operational flow, efficiency and pedestrian safety; modified the design to minimize tandem parking and accommodate operational solutions such as nesting of certain user groups.

College of the Canyons – Santa Clarita, CA Parking Design Group, LLP assisted this college with a campus-wide parking re-design effort and development of bridging documents for a new 500-space parking structure for a select site. The effort included a schematic design for the structure to serve as a basis for the design-build team to construct the facility.

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