HomeMy WebLinkAbout11-18-2014 B1 Parking Services Organizational AssessmentCity of San Luis Obispo, Council Agenda Report, Meeting Date, Item Number
FROM: Daryl Grigsby, Director of Public Works
Prepared By: Peggy Mandeville, Interim Parking Services Manager
SUBJECT: PARKING SERVICES ORGANIZATIONAL ASSESSMENT
RECOMMENDATION
Receive and file the 2014 Parking Services Division Organizational Assessment (Attachment 1).
DISCUSSION
As part of the 2013-15 Financial Plan, Council approved the funding of an organizational
assessment of the Parking Services Division. The primary purpose was to perform an objective
assessment to determine the adequacy of existing staff resources and opportunities for
reorganization. Specifically, the Division sought to identify organizational recommendations to
continue or enhance the existing high level of service. This is the first organizational assessment
conducted of the Parking Services Division.
In December 2013, the City Council reviewed and approved a Request for Proposal (RFP) to
retain a consultant for the assessment. In April 2014, after evaluating four proposals and
conducting interviews with selected finalists, Walker Parking Consultants (consultant) was
awarded the contract to carry out the organizational assessment.
The scope of work for the assessment consisted of seven major tasks listed below. In addition to
the major tasks, the consultants conducted in-person and phone interviews with City staff,
Council members, the City Manager, as well as external stakeholders from the Downtown
Association, Chamber of Commerce, Cal Poly, and Residents for Quality Neighborhoods.
Organizational Assessment Tasks:
• Analysis and evaluation of the Division’s organizational structure
• Effectiveness and capacity of parking operations and systems
• Supply and demand of parking in the downtown area
• Best management practices and performance measures from comparable agencies
• Existing and future customer service needs
• Parking trend analysis
• Recommendations for change
Once the tasks were completed and information compiled into a draft report, the consultant
presented the findings and recommendations to project stakeholders and requested feedback.
The consultant’s response to the feedback received is summarized in Attachment 2.
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Findings and Recommendations
Based on the interviews conducted with internal and external stakeholders, review of Parking
Services operations and systems, and examination of current and future conditions, the
organizational assessment concluded the Division:
1. Provides a comprehensive approach to parking management;
2. Actively focuses on customer service;
3. Receives positive feedback from engaged and knowledgeable stakeholders;
4. Employs competent and motivated staff members; and
5. Maintains a financially responsible and solvent operation.
The assessment also identified that the Division’s high level of service is not sustainable based
on the following:
• The broad range of responsibilities that fall within the Parking Manager position’s
purview (including day-to-day operations and policy development);
• The lack of a position that overseeing day-to-day on- and off-street parking operations;
• An imminent expansion of the Division’s operational responsibilities including the
construction, opening and operation of a new parking structure (Palm/Nipomo), the
likelihood of expanded meter operations, and a growing number of parking permit
districts located beyond the Division’s historical Downtown focus;
• An increasing number of parking planning-related responsibilities associated with
increased development in the City’s Downtown;
• The imminent retirement of several key staff members; and
• A culture in which current employees’ willingness and ability to go above and beyond
their official or defined job responsibilities could present challenges to maintaining the
current level of productivity, as experienced staff members turn over.
The organizational assessment provided 11 recommendations divided into near-term and longer-
term recommendations.
Near-term recommendations
1. Recognize the institutional investment needed to maintain the City’s parking system by
committing the necessary resources to achieve this goal;
2. Create an Assistant Parking Manager position that will focus on day-to-day operations;
3. Reclassify the (Public Works) Administrative Assistants I and II who work in the Parking
Services Division to Parking Resource Specialists I and II in recognition of the unique
responsibilities, understanding and experience necessary for these positions;
4. Adjust daytime and nighttime on-street parking prices to reflect the demand for parking
spaces and increase on-street parking availability. The priority should be extending the
hours of enforcement into the evening;
5. Use revenue generated by more active demand management of the parking system (noted
above) to fund improvements to the parking system;
6. Establish metrics using the data currently available to Parking Services in order to better
manage the parking operation; and
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7. Reevaluate the City’s goals – and plans for additional development in the downtown – to
determine at what point and under what scenarios the Palm/Nipomo Parking Structure as
currently envisioned might exceed (a baseline of) 60% capacity.
Longer-term recommendations
1. Procure an improved off-street parking access and revenue control system for the parking
structures;
2. Establish metrics that utilize the upgraded reporting capabilities of any improved system
that the City acquires;
3. Using principles of demand-based pricing, as a matter of policy actively manage the
public parking supply to raise parking prices in high demand locations and high demand
times while lowering parking prices in low demand locations and at low demand times,
for the purpose of accommodating more vehicles within the parking system; and
4. Consider the implementation of a comprehensive dashboard reporting system during the
replacement of any parking access and revenue control equipment.
The assessment identifies increased revenue potential from new technologies and improved
parking management practices. The revenues will cover all project costs including additional
staffing. The assessment also identifies that these operational changes may accommodate future
parking demand without the need for the Palm Nipomo parking structure.
For more detailed information on the findings and recommendations, see the Parking Services
Organizational Assessment (Attachment 1).
Next Steps: Moving Forward
Recommendations identified in the assessment that operational in nature and can be implemented
at a staff level will be integrated into the division’s operations and programs. The remaining
recommendations will continue to be evaluated and considered when developing future funding
requests and other appropriate requests for the City Council’s consideration (such as with future
Financial Plans).
CONCURRENCES
City departments including Community Development, Human Resources, Police, and
Administration have reviewed the assessment and understand their staff will be involved in the
further evaluation or implementation of recommendations in the assessment.
FISCAL IMPACT
The primary objective of the Parking Services Organizational Assessment was to provide a
comprehensive analysis of the division’s existing operations, service, organization and staffing
levels. As such there are no immediate fiscal impacts of this item. Staff will continue to evaluate
and research each recommendation to determine potential savings and efficiencies as well as the
need to present requests to the City Council as part of the upcoming Financial Plan.
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ATTACHMENTS
1. Parking Services Organizational Assessment
2. Consultant Response to Comments
T:\Council Agenda Reports\2014\2014-11-18\Parking Services Organizational Assessment (Grigsby-Horch)\Council Agenda Report - Pkng Srvcs Org Assmt.docx
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ORGANIZATIONAL ASSESSMENT
CITY OF SAN LUIS OBISPO
PARKING SERVICES
SAN LUIS OBISPO, CALIFORNIA
Prepared for:
City of San Luis Obispo
September 18, 2014
Attachment 1
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CITY OF SAN LUIS OBISPO
PARKING SERVICES ORGANIZATIONAL ASSESSMENT
SEPTEMBER 18, 2014
TABLE OF CONTENTS
EXECUTIVE SUMMARY ..................................................................................................................................................... i
INTRODUCTION ................................................................................................................................................................ 1
PARKING SUPPLY AND DEMAND .................................................................................................................................. 5
Current Public Parking Supply ................................................................................................................................ 6
Effective Parking Supply .......................................................................................................................................... 6
Current Parking Demand ........................................................................................................................................ 8
Future Parking Supply Downtown ........................................................................................................................ 11
Future Parking Demand ........................................................................................................................................ 12
Shared Parking Analysis ......................................................................................................................................... 12
Walker/ULI Shared Parking Methodology Summary ........................................................................................ 12
Garden Street Terraces ......................................................................................................................................... 15
Chinatown Mixed Use ............................................................................................................................................ 16
Pacific Courtyards .................................................................................................................................................. 17
Monterey Place ....................................................................................................................................................... 18
Marsh Street Commons ......................................................................................................................................... 19
590 Marsh Street ...................................................................................................................................................... 20
Summary of Future Parking Demand .................................................................................................................. 20
Findings ..................................................................................................................................................................... 23
Near-Term Recommendations ............................................................................................................................. 24
Long-Term Recommendations ............................................................................................................................. 25
EXISTING CONDITIONS AND TRENDS ANALYSIS ....................................................................................................... 27
Assistant Parking Manager (APM) Position ........................................................................................................ 27
Job Description ....................................................................................................................................................... 27
Limits of Control ...................................................................................................................................................... 28
Compensation ........................................................................................................................................................ 29
Comparable Parking Operations: Parking Services Staffing In Context ..................................................... 29
Monterey .................................................................................................................................................................. 30
Santa Barbara ......................................................................................................................................................... 31
Santa Cruz ............................................................................................................................................................... 32
Ventura..................................................................................................................................................................... 33
San Luis Obispo Parking Operations and Systems ........................................................................................... 33
Benchmarking Summary ....................................................................................................................................... 34
Management Practices, Performance Measures, and Benchmarks .......................................................... 35
Revenue Potential from Improved Parking Management ............................................................................ 37
Increased Efficiency through Technology ........................................................................................................ 37
Proposed Metrics for Parking Services................................................................................................................ 42
Purpose of Performance Metrics ......................................................................................................................... 43
Performance Measurement Dashboard Options ............................................................................................ 44
Current Measurement Opportunities ................................................................................................................. 45
Future Measurement Opportunities .................................................................................................................... 45
Attachment 1
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PARKING SERVICES ORGANIZATIONAL ASSESSMENT
SEPTEMBER 18, 2014
Table 1: Current Parking Supply Downtown .............................................................................................................. 7
Table 2: Current Conditions Observations ................................................................................................................ 8
Table 3: Projected Future Parking Supply Downtown ............................................................................................ 11
Table 4: Shared Parking Model Assumptions by Land Use .................................................................................... 13
Table 5: Parking Demand Garden Street Terraces ................................................................................................. 15
Table 6: Parking Demand Chinatown Project ......................................................................................................... 16
Table 7: Parking Demand Pacific Courtyards ......................................................................................................... 17
Table 8: Parking Demand Monterey Place .............................................................................................................. 18
Table 9: Parking Demand Marsh Street Commons ................................................................................................ 19
Table 10: Parking Demand 590 Marsh Street ........................................................................................................... 20
Table 11: Projected Parking Demand including Six Future Projects and Palm/Nipomo ................................. 21
Table 12: Comparison of Key Metrics at Comparable Cities ............................................................................... 30
Table 13: Parking Enterprise Fund Plan...................................................................................................................... 35
Table 14: Extended Enforcement Cost Benefit Analysis ........................................................................................ 36
Table 15: Digital Permit System Cost Benefit Analysis ........................................................................................... 37
Table 16: Parking Permit Policies in Comparable California Cities .................................................................... 38
Table 17: Automating Garages: Potential Expenses and Revenue .................................................................... 40
Table 18: Potential Performance Measurements ................................................................................................... 43
Table 19: Parking Division – Range of Base Performance Measurement Dashboard(s)................................. 44
Matrix 1: Consolidated Stakeholder Comments ....................................................................................................... 2
Figure 1: Current Parking Demand for Saturday 6:00 pm to 8:00 pm ................................................................. 10
Figure 2: Locations of Future Development, Parking Structures, and Parking Lots .......................................... 14
Figure 3: Projected Future Parking Demand ............................................................................................................ 22
Figure 4: San Luis Obispo Parking Services Organizational Structure .................................................................. 29
Figure 5: Monterey Organizational Structure ........................................................................................................... 30
Figure 6: Santa Barbara Organizational Structure .................................................................................................. 31
Figure 7: Santa Cruz Organizational Structure ......................................................................................................... 32
Figure 8: Ventura Organizational Structure .............................................................................................................. 33
Figure 9: Continuous Management Process ............................................................................................................ 42
APPENDIX A Scope of Services ........................................................................................................... To be included
APPENDIX B List of Stakeholders interviewed ................................................................................... To be included
Attachment 1
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CITY OF SAN LUIS OBISPO
PARKING SERVICES ORGANIZATIONAL ASSESSMENT
SEPTEMBER 18, 2014
EXECUTIVE SUMMARY
The City of San Luis Obispo’s Parking Services Division is an exemplary public parking operation.
Within municipal parking operations, the Division is a leader in parking organizational and
management best practices. We base this conclusion on our experiences analyzing municipal
parking departments across the Country and what we have learned over the course of our
analysis of the Division:
The Division’s comprehensive approach to parking management;
A strong and active focus on customer service;
Positive feedback from engaged and knowledgeable stakeholders;
Competent and motivated staff members; and
A financially responsible and solvent operation.
While the following document must be read and understood in the context of the Division’s
overall high level of performance, some changes to operating procedures and organizational
structure are recommended for the Division to perform well both in the near term and in the
future. We are concerned that the current high level of service is unsustainable based on the
following findings:
The broad range of responsibilities that fall within the Parking Manager position’s
purview;
The lack of a position that supports the Parking Manager with regard to overseeing
day-to-day on- and off-street parking operations;
An imminent expansion of the Division’s operational responsibilities including the
opening and operation of a new parking structure (Palm/Nipomo), the likelihood of
expanded meter operations, and a growing number of parking permit districts located
beyond the Division’s historical Downtown focus;
An increasing number of parking planning-related responsibilities associated with
increased development in the City’s Downtown;
The imminent retirement of several key staff members; and
A culture in which current employees’ willingness and ability to go above and beyond
their official or defined job responsibilities could present challenges to maintaining the
current level of productivity, as experienced staff members turn over.
We make these determinations based on an analysis of dozens of hours of interviews with a
diverse group of San Luis Obispo stakeholders and hundreds of pages of documents.
The City’s parking operation and infrastructure should not be viewed solely as an important
service, or a planning and economic development tool. Public parking should be managed
as a valuable asset that must be maintained in order to function properly. Owing to a sound
management and financial structure, and high demand for parking in San Luis Obispo’s
Downtown, we believe that the resources exist to maintain the investment. The City must take
steps to ensure that it does so. We recommend that the City:
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PARKING SERVICES ORGANIZATIONAL ASSESSMENT
SEPTEMBER 18, 2014
NEAR-TERM RECOMMENDATIONS
Recognize the institutional investment needed to maintain the City’s parking system by
committing the necessary resources to achieve this goal. Such recognition means
requires prioritizing programmatic and capital investments to properly oversee and
maintain the system’s long-term performance and high level of service to the public. It
requires the addition of adequate staff and technology to properly operate the parking
system. The acknowledgement of the value of the parking operation and willingness to
invest in the operation and management of the parking system is particularly important
in light of the new development that we have determined will stress the existing parking
operation’s ability to accommodate parking demand Downtown in a convenient
manner for drivers;
Create an Assistant Parking Manager position. The purpose of this position is to manage
the parking operation thereby allowing the Parking Manager to officially devote
greater effort to strategic planning that will address current and future parking issues;
Reclassify the (Public Works) Administrative Assistants I and II who work in the Parking
Services Division to Parking Resource Specialists I and II in recognition of the unique
responsibilities, understanding and experience necessary for these positions. We suggest
that Parking Resource Specialist is a more accurate title for the Administrative Assistant
position than is the current title. Based on our review of positions in other parking
operations in Comparable Cities, these positions are classified in this more specific
manner;
Adjust daytime and nighttime on-street parking prices to reflect the demand for parking
spaces and increase on-street parking availability. The priority would be extending the
hours of enforcement into the evening. We recommend until 9:00 pm. The
recommended parking management policies will better manage existing parking
spaces and have the benefit of generating additional revenue, which is needed for the
Parking Services Division and the Parking system.
Use revenue generated by more active demand management of the parking system
(noted above) to fund improvements to the parking system, which we recommend
include:
- the Assistant Parking Manager position within Parking Services;
- an evening attendant responsible for providing service and security in the garages
overnight for new residents and hotel guests who will be parked Downtown. The
position is that of a roving customer service representative, similar to a booth
attendant, who would respond to issues that occurred overnight in the garages,
and provide basic security as they regularly monitored the garages;1
1 We budget this position as two FTEs in Table 17, in which we analyze the expenses and revenues
associated with operating the garages 24 hours per day. We assume that some additional contracted
security patrol would be part of the security effort; the customer service representative would not be the
sole source of security.
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PARKING SERVICES ORGANIZATIONAL ASSESSMENT
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- procurement of parking access and revenue control system (PARCS) for the off-
street parking operation that will allow for improved reporting of data from the
parking structures; and
- possible procurement of on-street parking enforcement technology, as will be
expanded upon in the following section.
Establish metrics using the data currently available to Parking Services in order to better
manage the parking operation. As a first step, consider developing and administering
an annual downtown parking survey, a perpetual feedback survey, and online forum
for the purpose of measuring its delivery of parking services.2
Reevaluate the City’s goals – and plans for additional development in the downtown –
to determine at what point and under what scenarios the Palm/Nipomo Parking
Structure as currently envisioned might exceed (a baseline of) 60% capacity on a
design day in order to determine:
- If or when the parking structure should be built;
- The number of spaces that are necessary to be provided within the new
(Palm/Nipomo) Parking Structure; and
- The extent to which more cost effective alternatives could be used, such as
investments in parking guidance systems or other technology, to accommodate
parking demand more effectively than building more parking spaces at the
proposed location.
LONGER-TERM RECOMMENDATIONS
Procure an improved off-street parking access and revenue control system for the
parking structures that will allow for:
- Improved reporting capabilities for Parking Services including the incorporation of
new metrics to evaluate the performance of the Division;
- Easy in- and out- access in the evenings for future Downtown residents and hotel
guests who currently cannot be accommodated using the current system; and
credit card acceptance for parking patrons.
Establish metrics that utilize the upgraded reporting capabilities of any improved system
that the City acquires;
Using principles of demand-based pricing, as a matter of policy actively manage the
public parking supply to raise parking prices in high demand locations and high
demand times while lowering parking prices in low demand locations and at low
demand times, for the purpose of accommodating more vehicles within the parking
system;
Consider the implementation of a comprehensive dashboard reporting system during
the replacement of any parking access and revenue control equipment. Walker
2 Given the online nature of these surveys, we would not expect the need to allocate more than 60
hours of staff time per year to this effort.
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PARKING SERVICES ORGANIZATIONAL ASSESSMENT
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recommends five (5) categories of measurement that help support the core mission of
Parking Services. These categories include Operations Measurements, Communication
Measurements, Financial Measurements, Community Perception Measurements, and
Project and Program Measurements.
Attachment 1
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CITY OF SAN LUIS OBISPO
PARKING SERVICES ORGANIZATIONAL ASSESSMENT
SEPTEMBER 18, 2014
INTRODUCTION
Walker Parking Consultants (“Walker”) performed the following Organizational Assessment in
response to a request by the City of San Luis Obispo’s Parking Services Division for:
an objective organizational assessment to determine the adequacy of existing
staff resources and opportunities for reorganization. Specifically, the Division is
interested in determining what aspects of the organizational structure need
adjustment in order to continue to provide a high level of service that meets City
Council and City residents’ expectations.3
The detailed scope of services for this engagement is provided in Appendix A of this
document. However, in brief, Walker set out to evaluate the success of the Parking Services
Division in terms of its current defined mission and highlight challenges we observe regarding
the Division’s ability to maintain the mission.
Current Mission Statement
The San Luis Obispo Parking Services’ mission is to partner with the community
and provide equitable and high-quality parking services to the citizens, visitors,
and businesses in the City of San Luis Obispo.
Our evaluation of whether or not Parking Services is successfully fulfilling its mission, and the
extent to which the Division can be equipped to do so, took a multifaceted approach which
included the following components:
Detailed interviews with nearly thirty stakeholders with significant interaction with
Parking Services;
A quantitative evaluation of future parking demands on the Division and its
infrastructure;
A review of similar parking organizations and their organizational structures; and
An evaluation and recommendation of metrics that can be used for the purpose of
managing the Parking Services Division.
Walker staff interviewed stakeholders including Parking Services staff, City staff, elected
officials, Downtown Association, Chamber of Commerce, and representatives from Residents
for Quality Neighborhoods and Cal Poly State University in order to gauge the level of service
and effectiveness that each would assign the Parking Services Division. A list of the positions of
those interviewed is included in the appendices at the end of this document.
Each stakeholder was asked to provide insight with regard to the effectiveness of the Parking
Services Division based on their professional and personal experiences. The following summary
highlights common topics and reflects key comments received from stakeholders. Specific
comments on potential developments or proprietary operating information are excluded from
3 Notice Requesting Proposals for Organizational Assessment of the Parking Services Division per Specification No.
91282, City of San Luis Obispo,
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this written report, but considered by the project team when preparing the analysis. The
following table briefly summarizes the highlights of these discussions.
Matrix 1: Consolidated Stakeholder Comments
Issue Primary Comment
1 Customer Service and
Community Perception
Parking Services is professional, fair and provides a high level of service to internal and external
stakeholders, while enforcing regulations as necessary. Overall no complaints.
2 Managing the Parking
Operation
Some internal and external stakeholders believe that more resources are necessary for Parking
Services to adequately address the long-term strategic planning that is necessary to maintain the
current high level of service that SLO constituents expect, particularly given the amount of new
development planned for Downtown.
3 Parking Enforcement
Downtown
Parking enforcement is fair, but some stakeholders said or report that others complain that the $33
parking citation rate is high and/or excessive.
4 On-street Parking Finding an on-street parking space in the core area is challenging. The hours of enforcement may
need to be extended into the evening as that time of day gets busier.
5 Parking Structures The structures are a convenient option for people who cannot find an on-street space or are
concerned about receiving a parking citation for overstaying the on-street time limit.
6 Parking Structure
Usage
The parking garages are underutilized while some people complain about the lack of on-street
parking availability and receiving parking tickets for overstaying the meter limit. Recent signage
improvements help, but for some reason the driving public is not using the parking structures to the
extent they should be.
7 Efforts for Future
Planning
The current Parking Manager is adept in addressing future parking planning processes, but there
is concern that not enough is being done to plan for the parking needs of future development. The
Parking Director is overstretched with regard to his ability to address planning issues. A future,
new Parking Director is likely to be even more overstretched as the "get up to speed."
8 Leadership and
Succession
The current Parking Manager does an excellent job of implementing parking policies and
interfacing with internal and external stakeholders, particularly as other experienced employees
retire. There is great concern and uncertainty regarding from where the next parking director will
come and that person's ability to lead and engage on the same level as the current director. A
more reliable succession plan should be put in place.
9 Process Parking Services effectively engages in the necessary process in order to address issues that are
of concern to stakeholders.
10 Proposed Metrics for
Success
Most stakeholders struggled to define appropriate metrics for evaluating the performance of
Parking Services. Those who did suggested (a low) number of complaints, revenue, and
reasonable availability of on-street spaces along with greater utilization of spaces in the Parking
Structures. Source: Walker Parking Consultants, 2014
Matrix 1 demonstrates that responses to Parking Services operation were overwhelmingly
positive. However, to the extent that concerns or issues were raised, we attempt to address
these within this report.
The Parking Manager is responsible for overseeing the operations of the Parking Services
Division and interfacing with the public regarding operational and policy issues. The Parking
Manager’s expertise is also required to assist City staff, stakeholders and elected officials in
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planning-related decisions and implementation. The Parking Manager must therefore engage
in public outreach efforts as part of both parking planning and operational responsibilities.
Fulfilling dual roles, operations and planning, is not necessarily different than what is required of
the parking operation in other cities. However in San Luis Obispo, the Parking Manager position
is directly responsible for both roles. Over the course of our study, we learned that this was not
the case in the past. The efforts of the individual previously in this position were focused on the
day-to-day operation of the parking operation. In some respects, thanks to the current Parking
Manager and the needs of the operation, the position has evolved into its current form and by
all accounts the feedback from stakeholders has been very positive.
The Parking Manager in San Luis Obispo is without the support of an assistant to oversee the
day-to-day responsibilities of the operation, a position that the equivalent of the parking
manager position in similar municipal parking organizations have assisting them. Further, our
observations suggest that planning-related demands in other cities appear to be less than
what we see and currently and project for the future in San Luis Obispo. While the input from
stakeholders indicates a high level of satisfaction with the Manager’s effort in planning,
stakeholders also said that more input would ultimately be needed from the Parking Manager
for the City’s future growth, and the resulting parking issues, to be properly accommodated.
Despite the excellence with which Parking Services fulfills its mission overall, and the positive
feedback we heard from stakeholders, we observed that the demands of the Parking
Manager’s dual role (policy planning and operations oversight) results in what we would
consider gaps in coverage within both roles.
Planning efforts put significant demands on the resources of the Parking Manager. These
demands reduce the Manager’s ability to oversee and manage the off -street and on-street
operations, the parking coordinator and parking meter repair positions respectively.
Although we did not receive negative feedback from internal or external stakeholders
regarding customer service or performance, our observations indicate that the parking
operation requires more active oversight in these areas, most specifically regarding:
Cash handling, particularly in the parking structures, including the need for greater
auditing measures; and
The parking structure and parking meter management and maintenance operations.
A significant gap in the organizational structure exists between the Parking Manager and that
position’s direct reports, particularly the Parking Coordinator, Meter Repair Technician and to
a lesser extent the Parking Enforcement Officer. On a regular basis, the gap can result in
challenges for the operation when an employee is out sick, on vacation, or simply
unavailable.
The gap in the organizational structure can also result in missed communication between staff
within the organization. Based on our conversations and observations, when this occurs
administrative assistants may step in to facilitate communication and solutions regarding
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problems with the parking operation. The importance of the understanding of the parking
operation and the role of Parking Services’ Administrative Assistant positions in these instances
is one example of the unique nature of their positions, different from Administrative Assistants in
other areas of the Public Works Departments.
Comparable Cities may also provide guidance regarding the role of an administrative
assistant. In Monterey, Santa Cruz and Ventura, there are no defined administrative assistants.
In Monterey, accounting staff may most closely fulfill that role. In Santa Cruz, there are parking
office representatives who report to the parking office supervisor. While in Ventura,
technicians or attendants may fulfill that role. Santa Barbara is the only comparable with
administrative staff. There, the administrative and accounting staff are under the operations
supervisor.
With the exception of the City of Ventura, the other Comparable Cities have larger, and more
defined parking organizations, thereby eliminating the need for an Administrative Assistant
role. By comparison, given the relatively simple structure of San Luis Obispo’s parking
organization, the role of an Administrative Assistant must be necessarily fluid in order to offer
the highest level of customer service. Given the need for Administrative Assistants to fulfill
multiple roles and duties, we believe it is justified to reclassify them into a different title, in order
to differentiate them from Administrative Assistants in other areas of Public Works.
On a broader, strategic level, this gap in the organizational structure results in a lack of a
successor to the Parking Manager. Despite the uniqueness of the City of San Luis Obispo,
based on the organizational structure of the Parking Services Division, currently a new parking
manager likely must come from outside the City. Stakeholders indicated dissatisfaction with
filling the position with someone who was not sufficiently familiar with San Luis Obispo, its
parking operation, and the relatively unique role currently played by the Parking Manager.
Based on the issues raised by stakeholders, as well as the operational and planning issues
observed by the Walker team, we suggest that Parking Services needs additional resources if
the City is going to maintain the high level of service that this crucial Division provides.
However, the supply and demand for parking in San Luis Obispo is not static. The parking
supply changes based on a number of factors including the location and specifics of new
development and even on-street parking policies, which could effectively change the
availability of on-street parking. New development also generates the demand for additional
parking. New development that is planned in the Downtown will make parking conditions
particularly dynamic over the next three to five years. The personnel, financial, and capital
resources to address these issues must be considered in a dynamic context and upcoming
changes. In the following section we quantify the current and projected future demand for
parking in order to determine the future challenges that Parking Services will face – and the
additional resources that will be needed – to adequately those challenges.
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PARKING SUPPLY AND DEMAND
In our meetings with stakeholders, a recurring theme was a concern over the accommodation
of parking demand generated by new development. Was the City and Parking Services
prepared for the new parking demand coming to Downtown? Not only will the new
development bring more cars, much of it will take place on, and therefore eliminate, existing
public parking lots.
In addition, the nature of some new development, and consequently its parking needs, will be
different from Downtown’s current mix of land uses. However, the new development will still
generate and rely on automobile trips and their demand for parking spaces.
In addition to the parking demand generated by the new development, a significant number
of parking spaces are scheduled to come on line Downtown when the long-planned
Palm/Nipomo Parking Structure is built. The question is whether these spaces, in this location,
can or will mitigate the parking issues created by the new development and what efforts by
Parking Services will be necessary to make the most of Palm/Nipomo.
The purpose of this section of the report is to quantify, to the extent currently possible, the
overall demand for parking that new development will have on the Downtown parking system
in order to determine what will be required of Parking Services to accommodate this demand.
We emphasize that the development of a detailed parking supply and demand analysis and
plan for the Downtown is a significant undertaking that is beyond the scope of services of this
report. Further, the impacts identified in this section in some cases will be extremely localized.
While quantifying these impacts precisely can be challenging, the following analysis is
sufficiently detailed to identify the issues and quantify the impacts that are likely to result from
the new development – and the level of effort and resources needed from Parking Services to
address the parking issues that will result from the new development.
In this section we analyze:
1. Downtown’s current parking supply and demand;
2. Expected changes in the parking supply that will result from six developments planned
for the Downtown;
3. Projected changes in parking demand resulting from new development;
4. Impacts of future parking demand on the parking supply assuming the implementation
of optimum parking management measures;
5. The policies and operational practices that will be required to adequately address
changes in parking supply and demand; and
6. The resources that will be required from Parking Services to put these policies and
operational practices in place;
Attachment 1
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CITY OF SAN LUIS OBISPO
PARKING SERVICES ORGANIZATIONAL ASSESSMENT
SEPTEMBER 18, 2014
CURRENT PUBLIC PARKING SUPPLY
The parking supply in Downtown San Luis Obispo consists of on-street metered spaces, off-
street public parking lots and three public parking structures, and privately owned and
controlled parking spaces. Compared to many downtowns the number of private spaces in
Downtown San Luis Obispo appears relatively small; in some cities the number of privately
owned spaces exceeds the number of public spaces. An analysis of the private spaces is not
included in this section except when we identify private spaces that will be built as part of the
planned development.4
EFFECTIVE SUPPLY
It is an accepted principle in the parking industry that a parking facility or system cannot
operate efficiently when it is filled to capacity. Some empty spaces should be available at all
times to provide for more efficient circulation, and to ensure that motorists do not spend
excessive time looking for the one or two remaining spaces in a large facility or area. This
need to search for the last remaining spaces results in frustration, a perception of an
inhospitable area, people being late to appointments or deciding not to visit or return to the
area.
It is also recognized that if a parking system is planned to meet demand exactly, there will
inevitably be parking shortages due to mis-parked vehicles, repairs or other obstructions, and
minor construction. Therefore, in evaluating the ability of a parking supply to meet demand,
and in planning the size of future parking facilities, we use the “effective” supply rather than
the full supply.
The effective supply is the supply that is realistically usable by patrons or employees, usually
five to ten percent smaller than the actual “full” supply depending on the space type and
whom those spaces are designed to serve. Employees, for example, know the facilities well
and tend to park in more or less the same place each day. They also stay for long periods,
and thus do not generate as much in-and-out traffic; they therefore spend less time searching
for spaces. Visitors generally are unfamiliar with the parking system and generate higher
turnover. Consequently, this group often needs a greater circulation cushion. Size of the
supply is also a consideration when setting the correct effective supply ratio. For example, if
within a supply of 10 spaces one vehicle is mis-parked and takes two spaces, the supply is
reduced by 10%; whereas, if within a supply of 100 spaces it would take 10 mis-parked cars to
influence the supply the same way. A parking supply needs a smaller percentage cushion as
it increases in size. The effective supply cushion varies by land use and user group.
4 Private parking spaces represent an often underutilized resource in a downtown given the land and construction
costs devoted to these spaces. They are often not included in the Downtown parking inventory because of their
lack of availability to the general parking public. Although their numbers are not included in this portion of the
analysis, elsewhere in the report, we recommend that one of the City’s parking policy – and operational - priorities
should be an effort to make some spaces more available for use by some or all members of the parking public.
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CITY OF SAN LUIS OBISPO
PARKING SERVICES ORGANIZATIONAL ASSESSMENT
SEPTEMBER 18, 2014
We typically use an effective supply factor of 0.85 to 0.90 for on-street or visitor parking areas
and 0.95 to 1.00 for employee parking. For the purposes of our analysis we use an effective
supply factor of 0.90 for on-street parking spaces and a blended factor of 0.92 for off-street
parking spaces.
The availability of parking spaces is expressed in terms of parking adequacy, which is:
Effective supply of parking
-Parking occupancy
= Parking adequacy
A negative result indicates an inadequate supply of parking while a positive result indicates a
surplus of parking spaces.
The following represents our assumptions regarding the current and effective supply of public
parking in Downtown San Luis Obispo for the purposes of our organizational study.
Table 1: Current Parking Supply Downtown
Lot
Metered and
Permitted Spaces
Effective
Supply @
0.92 Ratio
Garage
Spaces
Effective
Supply @
0.92 Ratio
Lot 2 59 54 919 Palm 192177
Lot 3 72 66 842 Palm 415382
Lot 4
Included as part
of the Marsh
Structure
Marsh Structure and
Lot 4 567522
Lot 8 Not included
Total Downtown
Garages 11741081
Lot 9 19 17
Lot 10 27 25
On-street
Spaces
Effective
Supply @
0.90 Ratio
Lot 11 73 67
Super Core
Metered 202182
Lot 13Not included Core Metered 326293
Lot 14 77 71
Total Downtown
Core On-street
Spaces 528475
Lot 15 12 11
Total Parking Supply
for Study 20411868
Total
Downtown
Lots
339 312
Source: City of San Luis Obispo, Parking Services 2013, and Walker Parking Consultants, 2014.
Attachment 1
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CITY OF SAN LUIS OBISPO
PARKING SERVICES ORGANIZATIONAL ASSESSMENT
SEPTEMBER 18, 2014
CURRENT PARKING DEMAND
Walker conducted parking occupancy observations and sampled counts during several
weekdays and one weekend over the course of this study. We also reviewed the summary of
occupancy data contained in Parking Services’ 2012 – 2013 annual report to understand
current parking demand in the Downtown system. Our observations with regard to current
conditions are presented in the following table.
Table 2: Current Conditions Observations – Parking Supply and Demand in the Downtown San
Luis Obispo Super Core and Core
Parking Lots
Metered and
Permitted
Spaces
Effective
Supply @ 0.92 Parked Cars Adequacy Parked Cars Adequacy Parked Cars Adequacy Parked Cars Adequacy
Lot 2 59 54 59 -5 59 -5 39 15 61 -7
Lot 3 72 66 42 24 57 9 52 14 63 3
Lot 9 19 17 19 -2 7 10 21 -4 21 -4
Lot 10 27 25 15 10 23 2 29 -4 29 -4
Lot 11 73 67 21 46 37 30 53 14 65 2
Lot 14 77 71 8 63 3 68 11 60 13 58
Lot 15 12 11 11 0 11 0 12 -1 12 -1
Total
Downtown
Lots
339 311 175 136 197 114 217 94 264 47
Garage All Spaces Effective
Supply @ 0.92 Parked Cars Adequacy Parked Cars Adequacy Parked Cars Adequacy Parked Cars Adequacy Parked Cars Adequacy Parked
Cars Adequacy
919 Palm 192 177 137 40 84 93 143 34 83 94 149 28 152 25
842 Palm 415 382 162 220 64 318 101 281 94 288 276 106 220 162
Marsh and Lot
4 567 522 176 346 124 398 407 115 354 168 326 196 318 204
Total
Downtown
Garages
1174 1081 475 606 272 809 651 430 531 550 751 330 690 392
On-streetSpaces Effective
Supply @ 0.9 Parked Cars Adequacy Parked Cars Adequacy Parked Cars Adequacy Parked Cars Adequacy
Super Core
Metered 202 182 182 0 192 -10 182 0 196 -14
Core Metered 326 293 228 65 261 32 220 73 298 -5
Total
Downtown
Core On-street
Spaces
528 475 410 65 453 22 402 73 494 -19
Total Public
Parking
Supply for
Study
2041 1867 1060 807 922 945 1270 597 1289 578
AMonday occupancy data was collected on June 23, 2014.Peak Occupancy 63%
BSaturday occupancy data was collected on August 2, 2014.
CThursday occupancy data was collected on June 26, 2014.
DAverage annual garage occupancy data was obtained from the Parking Services 2012 - 2013 Annual Report, Page 13.
ThursdayC 2:00 PM AverageD
Monday Noon
Observations
Monday 6:30
Observations
Saturday 12:00 pm to
2:00 pm Counts
Saturday 6:00 pm to 8:00
pm Counts
MondayA Noon Monday 6:30 SaturdayB Noon Saturday 6:00 PM
Monday Noon Monday 6:30 Saturday Noon Saturday 6:00 PM
Sources: Walker Parking Consultants 2014 and City of San Luis Obispo, Parking Services 2013.
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CITY OF SAN LUIS OBISPO
PARKING SERVICES ORGANIZATIONAL ASSESSMENT
SEPTEMBER 18, 2014
Figure 1 shows a heat map of parking demand during the Saturday evening peak. Important
findings include:5
There are some parking spaces always available within the Downtown system,
particularly large numbers of available spaces in the parking structures;
On-street parking space availability in the “Super Core” is effectively zero during peak
times; during the Saturday evening peak parking space availability in the Super Core
and Core was effectively zero;
Parking availability in some public surface lots is effectively zero at some times of the
day; and
During the observed period of peak demand, more than 90% of the available parking
spaces were located in the three public parking structures. This availability resulted in a
61% occupancy rate during the peak hour, an occupancy rate that we find to be
consistent with other popular, small city downtowns where the demand for on-street
parking is high while parking spaces in the garages are underutilized.
5 We note that metered on-street spaces beyond the Core were not included in this analysis.
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CITY OF SAN LUIS OBISPO
PARKING SERVICES ORGANIZATIONAL ASSESSMENT
SEPTEMBER 18, 2014
Figure 1: Current Parking Demand for Saturday 6:00 pm to 8:00 pm
Source: Walker Parking Consultants, 2014.
Attachment 1
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CITY OF SAN LUIS OBISPO
PARKING SERVICES ORGANIZATIONAL ASSESSMENT
SEPTEMBER 18, 2014
FUTURE PARKING SUPPLY DOWNTOWN
We assume changes to the parking supply Downtown will result from:
The elimination of surface lots as a result of new development;
The addition of parking spaces, in some cases reserved parking spaces, built in
association with planned new developments; and
The construction of the Palm/Nipomo Parking Structure.
In meetings with stakeholders, some City staff and citizens expressed interest in replacing on-
street parking spaces along certain (unspecified) blocks for the purpose of improving
pedestrian and bicycle facilities. Given the lack of specificity with these plans, we do not
include a loss of on-street spaces in this analysis.
Our assumptions with regard to future parking supply within the area studied are shown in
Table 3:
Table 3: Projected Future Parking Supply Downtown
Lot Metered and Permitted Spaces Effective Supply
@ 0.92 Ratio Garage Spaces Effective Supply
@ 0.92 Ratio
Lot 2 Displaced by Garden Street Terraces N/A 919 Palm 192 177
Lot 3 Displaced by Chinatown Development N/A 842 Palm 415 382
Lot 4 Included as Part of Marsh Structure N/A Marsh Structure and Lot 4 567 522
Lot 8 Not included in observations.N/A Palm/Nipomo 445 409
Lot 9 19 17 Total Downtown Garages 1,6191,490
Lot 10 27 25
Lot 11 Displaced by Chinatown Development N/A On-street Spaces Effective Supply
@ 0.90 Ratio
Lot 13 Not included in observations.N/A Super Core Metered 202 182
Lot 14 Displaced by Palm Nipomo Parking Structure N/A Core Metered 326 293
Lot 15 Displaced by Monterey Place N/A Total Downtown Super Core and Core
On-street Spaces 528 475
Total Parking Supply for Study 2,1932,007Total Downtown Lots 46 42
Source: Walker Parking Consultants and City of San Luis Obispo, 2014
Attachment 1
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CITY OF SAN LUIS OBISPO
PARKING SERVICES ORGANIZATIONAL ASSESSMENT
SEPTEMBER 18, 2014
FUTURE PARKING DEMAND
Future parking demand in the Downtown was projected by adding the parking demand
projected for six developments that are expected to be completed and leased/operated in
the Downtown within the next two to three years. The projects, related assumptions, and the
projected parking demand for each, are listed below. We then combine the projects together
in a shared parking model to demonstrate the overall parking impact on Downtown. The
location of the projects is shown in the map contained in Figure 2.
SHARED PARKING ANALYSIS
We project parking demand for the projects together and then combined using the
Walker/Urban Land Institute (ULI) Shared Parking Model. Walker led the research effort to
update the most recent ULI Shared Parking Model in 2005. Walker’s internal shared parking
model is based on the ULI model but includes more detail, data points and specific land uses.
We then localize the model based both on conditions we observe “on the ground” and within
the individual developments.
WALKER/ULI SHARED PARKING METHODOLOGY SUMMARY
Shared parking is the use of a parking area to serve two or more individual land uses without
conflict or encroachment. The ability to share parking spaces is the result of several conditions
including:
1. Variations in the accumulation of vehicles by hour, by day, or by season at the
individual land uses;
2. Relationships among the land uses that result in visiting multiple land uses on the same
trip; and
3. The availability of alternatives to access a destination.
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CITY OF SAN LUIS OBISPO
PARKING SERVICES ORGANIZATIONAL ASSESSMENT
SEPTEMBER 18, 2014
We recognize that land uses within each development may, in some cases, generate parking
demand differently but for the purpose of this analysis the same assumptions are used for
each land use. They include the following:
Table 4: Shared Parking Model Assumptions by Land Use
Land use
Parking space
base ratio at
Peak MetricDrive Ratio Non-captive
Time of
day/week/
month
Retail/Commercial Space3.2/ksf GLA60% - 70%90%
Employee0.8/ksf GLA70% - 80%100%
RestaurantA 17.0/ksf GLA60% - 70%76% - 88%
Employee3.0/ksf GLA70% - 80%100%
Specialty Grocery 3.7/ksf GLA60% - 70%85%
Employee0.5/ksf GLA65% - 75%100%
Hotel 1.0/room 90%100%
Employee0.18/room65% - 75%100%
Office 0.3/ksf GFA60% - 70%100%
Employee3.25/ksf GFA70% - 80%100%
Residential First space per unit reserved 70%100%
Studio1.0/d.u.70%100%
1-bdrm1.5/d.u.70%100%
2-bdrm1.75/d.u.70%100%
3-bdrm2.0/d.u.70%100%
Visitor0.15/d.u.70%100%
Varies
AThis is the base ratio assumed in the model, however at just 100 seats the 6,000 sf restaurant described for the
Chinatown project was characterized as generating parking at a significantly lower density. A downward adjustment
was therefore made to the model for that development.
Source: Walker/ULI Shared Parking Model, 2014.
Shown in Figure 2 is location of each of the six developments analyzed and the walking
distances to the planned Palm/Nipomo parking structure. The level of service (LOS) for the
walking distance to the parking structure is included as well in order to demonstrate the
planned parking structures ability to serve the new development. Following the map, we
discuss each of the new developments and the specific program assumptions used.
Attachment 1
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CITY OF SAN LUIS OBISPO
PARKING SERVICES ORGANIZATIONAL ASSESSMENT
SEPTEMBER 18, 2014
Figure 2: Locations of Future Development, Parking Structures, and Parking Lots
Source: Walker Parking Consultants and the City of San Luis Obispo, 2014
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CITY OF SAN LUIS OBISPO
PARKING SERVICES ORGANIZATIONAL ASSESSMENT
SEPTEMBER 18, 2014
GARDEN STREET TERRACES
The Garden Street Terraces project is a mixed-use retail, hotel, and residential development
located on parcels bordered by Garden, Marsh, and Broad Streets and Garden Alley. Parking
demand is based on program data provided6 that assume:
Residential: 8 2-bedroom units
Hotel: 64 “keys” (guest rooms)
Retail: 8,042 sf
Specialty Grocery:7 12,500 sf
Parking: 41 on-site private spaces
Based on these assumptions, as a standalone development, we preliminarily project peak
parking demand for the development to be 101± spaces on a weekend evening, the same
peak period currently observed in the study area. Based on a planned supply of 41 on-site
parking spaces, the result is a 60± space parking deficit, which we have assumed would be
accommodated in the Marsh Street parking structure. A summary of this parking demand is
shown in the following table.
Table 5: Parking Demand Garden Street Terraces
Parking User Groups
Garden Street
Terraces Peak
Demand
Customer/Guest, All Uses 77
Employee, All Uses 17
Reserved Resident 7
Total Typical Day No Event 101
Planned Supply 41
Parking Space Surplus (+)/Deficit (-)-60
Source: Walker Parking Consultants, 2014
The projected increase in demand for parking in the Marsh Street parking structure is included
in the projected future parking demand shown in Table 11.
Source of program data is http://www.slocity.org/communitydevelopment/archrev/Staff%20Reports/1118132.pdf ,
provided by City of San Luis Obispo staff.
7 The size of this store given suggests to us a Trader Joe’s. The specialty grocery ratios used were for stores th at
generate parking at a rate significantly lower than Trader Joe’s, which tends to generate parking at a rate much
higher than other specialty grocers.
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CITY OF SAN LUIS OBISPO
PARKING SERVICES ORGANIZATIONAL ASSESSMENT
SEPTEMBER 18, 2014
CHINATOWN MIXED USE
The Chinatown project is a mixed-use retail, hotel, and residential development located on
parcels bordered by Garden, Marsh, and Broad Streets and Garden Alley. Parking demand is
based on program data provided8 that assume:
Residential: 1 4-bedroom unit
14 3-bedroom units
17 -bedroom units
4 live-work units
Hotel: 68 “keys” (guest rooms including a manager unit)
Retail: 43,700 sf
Restaurant: 6,000 sf9
Office: 4,600 sf
Parking: 122 on-site private spaces10
Based on the assumptions used, as a standalone development, we preliminarily project peak
parking demand for the development of 245 ± spaces on a weekend evening, the same peak
as currently observed in the study area. Based on the planned supply of 122 parking spaces,
the result is a 123± space parking deficit, which we assume would need to be
accommodated across the street in the 842 Palm parking structure. A summary of this parking
demand is shown in the following table.
Table 6: Parking Demand Chinatown Project
Parking User Groups
Source: Walker Parking Consultants, 2014
8 The source of development program data is
http://www.slocity.org/communitydevelopment/docsandforms/ChinatownFinalAddendum.pdf , which was
provided by City of San Luis Obispo staff.
9 Program data received indicates seating for 100 people. As this suggests a relatively low density space, this
restaurant has been modeled at 3,000 sf in the shared parking model.
10 Plans for a valet operation were noted although this is not expected to impact the overall demand for parking,
but rather where vehicles could be parked.
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CITY OF SAN LUIS OBISPO
PARKING SERVICES ORGANIZATIONAL ASSESSMENT
SEPTEMBER 18, 2014
The projected increase in demand for parking in the 842 Palm parking structure is included in
the projected future parking demand shown in Table 11.
PACIFIC COURTYARDS
Pacific Courtyards is a mixed-use residential and commercial project that may be constructed
on what is currently a private parking lot located just southeast of the intersection of Morro
and Pacific Streets. This development will be outside of the Parking In-Lieu fee district. Parking
demand is based on program data provided11 that assumes:
Residential: 2 3-bedroom units, each with a 2-car garage
6 2-bedroom units, with one 2-car garage
1 1-bedroom unit
Office: 8,500 sf (projected to have 40 employees)
Parking: 2 2-car garages as noted above
Based on the assumptions used, as a standalone development, we preliminarily project peak
parking demand for the development of 40 ± spaces on weekdays. However, the peak is
much lower during the study areas overall peak, weekend evenings, when peak parking
demand for the site is projected to be 13 spaces. Based on the planned supply of 4 reserved
residential parking spaces, the result is a 9± space parking deficit. A summary of this parking
demand is shown in the following table.
Table 7: Parking Demand Pacific Courtyards
Parking User Groups
Pacific
Courtyards
Evening Peak
Demand
Employee, All Uses 7
Reserved Resident 4
Reserved Office 24/7 2
Total Typical Day No Event 13
Planned Supply 4
Surplus (+)/Deficit (-)-9
Source: Walker Parking Consultants, 2014
The projected increase in demand for parking in the Marsh Street parking structure is included
in the projected future parking demand shown in Table 11.
11 The source of the program data used for the analysis was a Transportation Demand Management Plan created
for the project and dated July 14th, 2014. The data were then provided to the City by email.
Attachment 1
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CITY OF SAN LUIS OBISPO
PARKING SERVICES ORGANIZATIONAL ASSESSMENT
SEPTEMBER 18, 2014
MONTEREY PLACE
Monterey Place is a mixed-use residential and commercial project that may be constructed
on what is currently Lot 15 at roughly the southwest corner of Broad and Monterey Streets.
Parking demand is based on program data provided12 that assumes:
Residential: 20 2-bedroom units
3 1-bedroom units
Hotel (Bed and Breakfast) 13 keys (rooms) including a manager’s unit
Office: 14,000 sf
Restaurant: 7,400 sf
Based on the assumptions used, as a standalone development, we preliminarily project peak
parking demand for the development of 91± spaces during the weekend evening peak.
Based on the current assumption that no parking will be built on the site of this development,
the result is a 91± space parking deficit, which we assume would be accommodated in the
future Palm Nipomo parking structure. We note that Lot 14, where Palm/Nipomo will be
constructed, currently shows 60± spaces available during the weekend evening peak. A
summary of the peak parking demand projection for Monterey Place is shown in the following
table.
Table 8: Parking Demand Monterey Place
Source: Walker Parking Consultants, 2014
The projected increase in demand for parking in the future Palm Nipomo parking structure
from Monterey Place parkers is included in the projected future parking demand shown in
Table 11.
12 The source of this program data is the Planning Commission Agenda Report dated October 23, 2013, which can
be found at http://www.slocity.org/communitydevelopment/plancom/Staff%20Reports/1023131.pdf . Program data
was provided by City staff. City staff subsequently updated some of this information to reflect that onsite parking
spaces will likely not be provided on the site of the development.
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CITY OF SAN LUIS OBISPO
PARKING SERVICES ORGANIZATIONAL ASSESSMENT
SEPTEMBER 18, 2014
MARSH STREET COMMONS
Marsh Street Commons is a mixed-use residential and commercial project that has been
constructed on currently vacant commercial space and parking at the southwest corner of
Marsh and Nipomo Streets. Parking demand is based on program data provided13 to us that
assumes:
Residential: 8 3-bedroom units
4 2-bedroom units
Retail 8,600 sf
Parking: (8) 2-car garages for each of the 3-bedroom units
Based on the assumptions used, as a standalone development, we preliminarily project peak
parking demand for the development of 34± spaces during the weekend evening peak.
Based on the planned supply of 16 reserved residential parking spaces, the result is an 18±
space parking deficit, which we assume would be accommodated in the future
Palm/Nipomo parking structure. A summary of (weekend) evening parking demand from
Marsh Street Commons is shown in the following table.
Table 9: Parking Demand Marsh Street Commons
Source: Walker Parking Consultants, 2014
The projected increase in demand for parking in the future Palm Nipomo parking structure
from Marsh Street Commons’ parkers is included in the projected future parking demand
shown in Table 11.
13 The source of this data is the Architectural Commission Review Agenda Report dated December 12, 2011, which
can be found at http://www.slocity.org/communitydevelopment/archrev/Staff%20Reports/1212111.pdf. City staff
provided the actual program data to Walker Parking Consultants.
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CITY OF SAN LUIS OBISPO
PARKING SERVICES ORGANIZATIONAL ASSESSMENT
SEPTEMBER 18, 2014
590 MARSH STREET
590 Marsh Street is a mixed-use residential and residential project that may be constructed on
the current Foster’s Freeze site at the northwest corner of Marsh and Nipomo Streets, across
the street from the Marsh Street Commons planned project site. Parking demand is based on
program data14 that assumes:
Residential: 2 3-bedroom units
7 2-bedroom units
4 1-bedroom units
Retail: 7,400 sf
Parking: 16 on-site parking spaces
Based on the assumptions used, as a standalone development, we preliminarily project peak
parking demand for the development of 29± spaces during the weekend evening peak.
Based on the planned supply of 16 parking spaces, the result is a 13± space parking deficit,
which we assume would be accommodated in the future Palm/Nipomo parking structure. A
summary of (weekend) evening parking demand from 590 Marsh Street Commons is shown in
the following table.
Table 10: Parking Demand 590 Marsh Street
Source: Walker Parking Consultants, 2014
The projected increase in demand for parking in the 842 Palm parking structure is included in
the projected future parking demand shown in Table 11.
SUMMARY OF FUTURE PARKING DEMAND
The Table below demonstrates a projected weekend evening parking spillover from the
planned developments contained in the analysis and overlays them on the future adjusted
14 The source of this data is the Architectural Review Commission Report dated December 1, 2008, which can be
found at http://www.slocity.org/communitydevelopment/archrev/Staff%20Reports/1201083.pdf . City staff provided
the actual program data to Walker Parking Consultants.
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CITY OF SAN LUIS OBISPO
PARKING SERVICES ORGANIZATIONAL ASSESSMENT
SEPTEMBER 18, 2014
parking supply. The subsequent figure illustrates this projected parking demand in a heat map
format.
Table 11: Projected Parking Demand including Six Future Projects and Palm/Nipomo
Projected
Spillover Parking
Demand Peak Weekend
Garden Street Terraces 60 early evening
123 August 6 pm
Monterey Place 91 at 6 to 8 pm
Pacific Courtyard 9 weekend 7 pm
590 Marsh Street 14 All peaks
Marsh Street Commons 18 All peaks
Parking Lots
Metered and Permitted
Lot Spaces
Existing Parking
Demand Projected to
Move to
Effective
Supply @
0.92
Observed
Occupancy
Parking Ade-
quacy
Lot 2
To be replaced by
Garden Street Terraces.
Marsh Street
Structure 0 61 -61
Lot 3
To be replaced by
Chinatown
Development. 842 Palm Structure0 63 -63
Lot 4
Included as Part of Marsh
Structure N/A N/A N/A N/A
Lot 8
Not included in
observations.N/A N/A N/A N/A
Lot 9 19 N/A 17 21 -4
Lot 10 27 N/A 25 29 -4
Lot 11
To be replaced by
Chinatown
Development. 842 Palm Structure0 65 -65
Lot 13
Not included in
observations.N/A N/A N/A N/A
Lot 14
To be replaced by Palm/
Nipomo Parking Structure
Palm/Nipomo Parking
Structure 0 11 -11
Lot 15
To be replaced by
Monterey Place
Palm/Nipomo Parking
Structure 0 12 -12
Total Future
Downtown
Lots
46 N/A 42 262 -220
Garage Public Spaces
Existing Parking
Demand Projected to
Move from
Effective
Supply @
0.92
Projected Future
Occupancy
including New
Projects Available spaces
919 Palm 192 N/A 177 83 94
842 Palm 415
Chinatown
Development 382 345 37
Marsh
Structure and
Lot 4
567
Garden Street
Terraces and Pacific
Courtyard
522 484 38
Palm/Nipomo
445
Monterey Place, 590
Marsh Street, and
Marsh Commons
409 146 263
Total
Downtown
Garages
1619 As shown above 1490 1058 432
On-street Spaces Effective
Supply @ 0.9 Occupancy Available Spaces
Super Core
Metered 202 182 196 -14
Core Metered 326 293 298 -5
Total
Downtown
Core On-street
Spaces
528 475 494 -19
Total Public
Parking Supply
for Study
2193 2007 1332 193
Saturday 6:00 pm to 8:00 pm Counts
Marsh Street
Palm/Nipomo
Palm/Nipomo
Saturday 6:00 PM Observed Peak
Saturday 6:00 PM
Palm/Nipomo
Project
Possibly Served by Parking Structure
Marsh Street
Chinatown 842 Palm
Source: Walker Parking Consultants, 2014
Attachment 1
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CITY OF SAN LUIS OBISPO
PARKING SERVICES ORGANIZATIONAL ASSESSMENT
SEPTEMBER 18, 2014
Figure 3: Projected Future Parking Demand
Source: Walker Parking Consultants, 2014
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FINDINGS
Our preliminary analysis suggests that the number of spaces provided on site by the new
development will need to be augmented by public parking spaces. Our understanding is that
this expectation already exists. However, our analysis also suggests that the number of public
spaces necessary to serve the new development appear to be available in the existing
parking structures. Only a fraction of the spaces in the Palm/Nipomo parking structure appear
to be necessary at this time to serve the new development. In the case of the Marsh Street
developments it is questionable as to whether walking distances will discourage the use of that
structure.
Even if the demand for parking spaces for the new developments is higher than projected,
with the exception of Monterey Place, the use of the Palm/Nipomo parking structure will be
challenging given the location vis-à-vis the new development. At the very least, significant
parking management and policy efforts would need to take place to shift current and future
parking into the Palm/Nipomo parking structure from other locations.
While more spaces in the Palm/Nipomo structure may eventually be needed to
accommodate parking to serve development that is unforeseen or not identified in our study,
more than half the spaces planned are not currently needed, now or in the foreseeable
future. The significant cost of the structure suggests to us that greater efforts should be made
to manage the existing supply of parking to accommodate the new development rather than
simply adding spaces, especially when those spaces are not convenient to new
development. While a Palm/Nipomo parking structure built with fewer parking spaces than
planned would increase the cost per net new parking space added, a smaller parking
structure would be less expensive to contract than the currently planned parking structure.
For the purpose of our organizational analysis, these future conditions project more stress on
the Downtown parking system, both in terms of the City’s management organization and the
physical infrastructure. We know that the new development will result in an increased demand
for the existing, on-street supply of parking.15 On-street parking is most drivers’ parking location
of choice.
What is currently described in the industry as performance-based, or demand-based, pricing
that is lowering parking prices where spaces are underutilized and raising prices where the
demand for parking spaces exceeds supply, will need to be implemented in order to properly
utilize the existing on street and off street supply of parking spaces. Technology that helps
Parking Services staff better measure the performance of the on-street and off street parking
systems will be important to achieve this goal.
Based on these findings we make the following recommendations.
15 A recent study by Michael Manville for the University of California Transportation Commission found that reduced
parking requirements can be effective, but must be implemented in tandem with appropriate on-street pricing and
regulations in order to work properly.
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NEAR-TERM RECOMMENDATIONS BASED ON CURRENT AND FUTURE CONDITIONS FINDINGS
Recognize the institutional investment needed to maintain the City’s parking system by
committing the necessary resources to achieve this goal. Such recognition means
requires prioritizing programmatic and capital investments to properly oversee and
maintain the system’s long-term performance and high level of service to the public. It
requires the addition of adequate staff and technology to properly operate the parking
system. The acknowledgement of the value of the parking operation and willingness to
invest in the operation and management of the parking system is particularly important
in light of the new development that we have determined will stress the existing parking
operation’s ability to accommodate parking demand Downtown in a convenient
manner for drivers;
Create an Assistant Parking Manager position. The purpose of this position is to manage
the parking operation thereby allowing the Parking Manager to officially devote
greater effort to strategic planning that will address current and future parking issues;
Reclassify the (Public Works) Administrative Assistants I and II who work in the Parking
Services Division to Parking Resource Specialists I and II in recognition of the unique
responsibilities, understanding and experience necessary for these positions. We suggest
that Parking Resource Specialist is a more accurate title for the Administrative Assistant
position than is the current title. Based on our review of positions in other parking
operations in Comparable Cities, these positions are classified in this more specific
manner;
Adjust daytime and nighttime on-street parking prices to reflect the demand for parking
spaces and increase on-street parking availability. The priority would be extending the
hours of enforcement into the evening. We recommend until 9:00 pm. The
recommended parking management policies will better manage existing parking
spaces and have the benefit of generating additional revenue, which is needed for the
Parking Services Division and the Parking system.
Use revenue generated by more active demand management of the parking system
(noted above) to fund improvements to the parking system, which we recommend
include:
- the Assistant Parking Manager position within Parking Services;
- an evening attendant responsible for providing service and security in the garages
overnight for new residents and hotel guests who will be parked Downtown. The
position is that of a roving customer service representative, similar to a booth
attendant, who would respond to issues that occurred overnight in the garages,
and provide basic security as they regularly monitored the garages;16
16 We budget this position as two FTEs in Table 17, in which we analyze the expenses and revenues associated with
operating the garages 24 hours per day. We assume that some additional contracted security patrol would be part
of the security effort; the customer service representative would not be the sole source of security.
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- procurement of parking access and revenue control system (PARCS) for the off-
street parking operation that will allow for improved reporting of data from the
parking structures; and
- possible procurement of on-street parking enforcement technology, as will be
expanded upon in the following section.
Establish metrics using the data currently available to Parking Services in order to better
manage the parking operation. As a first step, consider developing and administering
an annual downtown parking survey, a perpetual feedback survey, and online forum
for the purpose of measuring its delivery of parking services.17
Reevaluate the City’s goals – and plans for additional development in the downtown –
to determine at what point and under what scenarios the Palm/Nipomo Parking
Structure as currently envisioned might exceed (a baseline of) 60% capacity on a
design day in order to determine:
- If or when the parking structure should be built;
- The number of spaces that are necessary to be provided within the new
(Palm/Nipomo) Parking Structure; and
- The extent to which more cost effective alternatives could be used, such as
investments in parking guidance systems or other technology, to accommodate
parking demand more effectively than building more parking spaces at the
proposed location.
LONG-TERM RECOMMENDATIONS
Procure an improved off-street parking access and revenue control system for the
parking structures that will allow for:
- Improved reporting capabilities for Parking Services Personnel
- Easy in- and out- access in the evenings for future Downtown residents and hotel
guests who currently cannot be accommodated using the current system; and
- Credit card acceptance for parking patrons.
Using principles of demand-based pricing, as a matter of policy actively manage the
public parking supply to raise parking prices in high demand locations and high
demand times while lowering parking prices in low demand locations and at low
demand times, for the purpose of accommodating more vehicles within the parking
system;
Establish metrics that utilize the upgraded reporting capabilities of any improved system
that the City acquires. Consider the implementation of a comprehensive dashboard
reporting system during the replacement of any parking access and revenue control
equipment. Walker recommends five (5) categories of measurement that help support
the core mission of Parking Services. These categories include Operations
Measurements, Communication Measurements, Financial Measurements, Community
17 Given the online nature of these surveys, we would not expect the need to allocate more than 60
hours of staff time per year to this effort.
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Perception Measurements, and Project and Program Measurements, as will be
explained later in this report.
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EXISTING CONDITIONS AND TRENDS ANALYSIS
In this section we describe, in greater detail, the Assistant Parking Manager position that was
recommended previously in the report. We also develop cost-benefit analyses for funding the
position as well as additional recommendations for the use of additional technology within the
parking operation.
ASSISTANT PARKING MANAGER (APM) POSITION
JOB DESCRIPTION
The purpose of the Assistant Parking Manager position is to support the Parking Manager in the
day-to-day operation and oversight of the parking system. This includes organizing,
overseeing and reviewing programs, staff and activities related to the operation an d
maintenance of the City’s on-street and off-street parking supply. This would allow the Parking
Manager to focus on planning, policy and outreach activities knowing that the day-to-day
operation is being actively managed
Examples of duties and responsibilities are:
Plans, organizes, administers, reviews and evaluates the work of the parking
coordinator, parking enforcement officers, meter repair technician, and parking lot
attendants; provides training, policy guidance and interpretation to staff; administers
contracts for support staff.
Ensures that staff provides a high degree of service to both internal and external
customers that supports achieving the department’s and the City’s mission, objectives
and values.
Contributes to the overall quality of the department’s service by developing, reviewing
and implementing policies and procedures to meet legal requirements and City needs.
Recommends, implements and reviews maintenance programs for parking facilities.
Prepares analyses and recommends parking fees, fines and enforcement programs to
further operational goals.
Coordinates and consults with the City Principal Transportation Engineer in areas
affecting traffic operations.
Recommends parking control equipment and signage.
Recommends changes in parking control, passenger and commercial loading zones.
Performs or oversees internal audits of on-street and off-street parking.
Assists the Parking Manager in providing information and responding to questions and
complaints regarding parking.
Works with the Police Department to ensure coordinated parking program goals,
activities and enforcement.
Monitors the budget for parking program.
Purchases and maintains supplies as required for the parking program.
Knowledge of the following is required:
Principles and practices of parking management and operations.
Management of capital improvement projects.
Applicable laws, programs and ordinances regarding parking regulation and
management.
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Principles and practices of employee supervision, including work planning, assignment,
review and evaluation and the training of staff in work procedures.
Computer applications related to the work.
Basic public administration policies and practices.
Basic budgetary and contract administration policies and procedures.
Standard office practices and procedures, including the use of standard office
equipment.
Techniques for effectively representing the City in contacts with contractors,
governmental agencies, community groups and various business, professional,
regulatory and legislative organizations. Although this knowledge may not be
frequently called upon in the Assistant Parking Manager position, to the extent the
position could be used as a successor role to the Parking Manager, these skills would be
helpful.
Techniques for providing a high level of customer service to public and City staff, in
person and over the telephone.
The following abilities are required:
Plan, organize, assign, coordinate, supervise and evaluate the work of assigned City
and contract staff.
Develop, implement and review programs and policies related to the development,
maintenance and improvement of parking facilities.
Plan, organize, administer, coordinate, review, evaluate and personally participate in
programs and capital improvement projects to improve parking within the City.
Prepare, analyze and recommend parking fees, fines, loading zones and enforcement
programs.
Interpret, apply and explain complex laws, codes, regulations and ordinances.
Prepare and administer public agency budgets and contracts.
Prepare clear and concise reports, correspondence, policies, procedures and other
written materials.
Use tact, initiative, prudence and independent judgment within general policy and
legal guidelines.
Effectively represent the City in contacts with governmental agencies, community
groups and various business, professional, regulatory and legislative organizations.
Establish and maintain effective working relations with those contacted in the course of
work.
Work in a team atmosphere and participate on a variety of departmental and City-
wide committees to enhance the provision of all City services.
Work occasional overtime and evening or off-hour shifts.
Work in a standard office setting with time spent monitoring parking facilities and on-
street parking.
LIMITS OF CONTROL
The position would report directly to the Parking Manager. Six full-time equivalents (FTEs) would
become direct reports to the Assistant Parking Manager.
3.0 FTE Parking Officers
1.0 FTE Parking Coordinator
1.0 FTE Meter Repair Technician
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1.0 FTE Part-Time Parking Officers (2 positions)
Staff within the span of control of these FTEs would also then fall under the Assistant Parking
Manager’s responsibility. The following organization chart illustrates what Parking Services
staffing would look like juxtaposed with the current structure.
Figure 4: San Luis Obispo Parking Services Organizational Structure – Future and Current
Future Current
Source: Walker Parking Consultants
COMPENSATION
We would recommend the midpoint between the Parking Manager and Supervising
Administrative Assistant positions. This is equivalent to $28.69 to $35.60 per hour or $59,675 to
$74,038 per year.
COMPARABLE PARKING OPERATIONS: PARKING SERVICES STAFFING IN CONTEXT
Walker surveyed the municipal parking operations in eight other cities that were identified as
“comparables” by City staff and Walker. The cities surveyed were Chico, Davis, Monterey,
Napa, Palm Springs, Santa Barbara, Santa Cruz and Ventura, which were selected due to one
or more of the following factors: population, location, popularity as destinations, and their
proximity to large universities.
Davis, Napa and Palm Springs were found not to have defined parking entities within their
cities; several different departments or divisions oversee different aspects of the parking
systems in these cities. In the case of Chico, a single engineer is in charge of that city’s parking
system. In response to our inquiries, we received information from Monterey, Santa Barbara,
Santa Cruz and Ventura, which provided the following information.
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Table 12: Comparison of Key Metrics at Comparable Cities
Parking Spaces Paid Spaces
City Off-StreetOn-StreetTotalOff-Street LotsGaragesOn-StreetTotalTotal FTEs
Levels of
Hierarchy
Maximum
Span of
Control
Monterey3,6103,0006,6101,7751,835 563 4,173 37 5 9
Santa Barbara3,30003,300 973 2,19503,168 25 5 3
Santa Cruz2,498 819 3,3171,0021,496 819 3,317 41 5 15
Ventura 1,7801,0752,8550 0 33133121 3 8
San Luis Obispo1,9651,1253,090 392 1,1771,1252,694 22 3 11
Source: Individual Cities; Walker Parking Consultants, 2014
MONTEREY
The City of Monterey has approximately 4,200 paid parking spaces with 1,775 spaces in off-
street lots, 1,835 spaces in garages and 563 spaces located on the street. There are a total of
36.7 FTEs in Monterey’s parking division within five levels of hierarchy. The maximum span of
control is nine staff members.
The following organization chart illustrates the City of Monterey’s parking division. The parking
superintendent reports to the community services director.
Figure 5: Monterey Organizational Structure
Source: City of Monterey, 2014
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SANTA BARBARA
The City of Santa Barbara has approximately 3,200 paid parking spaces with approximately
1,000 in off-street lots and 2,200 in garages covered under the Downtown parking division. The
department is headed by one superintendent, two supervisors (one handling operations, the
other handling maintenance), one resource specialist (in charge of residential permits), three
coordinators and three assistant coordinators. The operations office staff consists of nine full-
time and nine part-time employees. The maintenance staff consists of 12 full-time and a
handful of part-time employees. Per the most recent two-year financial plan and annual
budget, there were 24.6 FTEs handling Downtown parking in fiscal year 2013. There are five
levels of hierarchy and the maximum span of control is three.
The following organization chart depicts the Downtown parking division. The Downtown
parking superintendent reports to the City’s transportation manager.
Figure 6: Santa Barbara Organizational Structure
Source: City of Santa Barbara, 2014
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SANTA CRUZ
The City of Santa Cruz has approximately 3,300 paid parking spaces with 1,000 spaces in off-
street lots, 1,500 spaces in garages and 800 spaces on-street. There are a total of 41.0 FTEs in
their parking services division with five levels of hierarchy. The maximum span of control is 15.
The following organization chart depicts the parking services division. The parking programs
manager reports to the City’s transportation manager.
Figure 7: Santa Cruz Organizational Structure
Source: City of Santa Cruz, 2014
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VENTURA
The City of Ventura has approximately 331 paid parking spaces all of which are on-street.
There are a total of 21.0 FTEs in their parking services division with three levels of hierarchy. The
maximum span of control is eight.
The following organization chart illustrates the hierarchy but does not include enforcement FTEs
as this is handled by the police department. The associate engineer managing parking falls
under the City’s transportation manager.
Figure 8: Ventura Organizational Structure
Source: City of Ventura; Walker Parking Consultants, 2014
SAN LUIS OBISPO: PARKING OPERATIONS AND SYSTEMS
San Luis Obispo’s Parking Services division has 21.5 FTEs spread over three levels of hierarchy.
The maximum span of control, or largest number of reports to a given position, is 23 part-time
booth attendants which equate to 10.5 FTEs. The parking coordinator uses one attendant for
maintenance and training.
The Parking Manager has 7.5 FTEs as direct reports:
1.0 FTE Supervising Administrative Assistant
3.0 FTE Parking Officers
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1.0 FTE Parking Coordinator
1.0 FTE Meter Repair Technician
1.0 FTE Part-Time Parking Officers (2 positions)
0.5 FTE Assistant to Parking Manager
Monterey, Santa Barbara and Santa Cruz have more hierarchy compared to San Luis Obispo
(five levels compared to three). Ventura also has three levels of hierarchy.
San Luis Obispo and Ventura are also the most lightly staffed parking organizations of the peer
group. Ventura has 21.0 FTEs and San Luis Obispo has 21.5 FTEs. Per a City of Santa Barbara
fiscal year 2014 public works department summary report, there are 24.6 FTEs in Santa
Barbara’s Downtown parking division. Santa Barbara also has 125 hourly lot attendants that it
utilizes. Monterey and Santa Cruz have the largest number of FTEs in their parking
organizations with 36.7 and 41.0 FTEs, respectively.
The maximum span of control in San Luis Obispo is on the higher end at nearly 11. In San Luis
Obispo, 23 part-time booth attendants (equivalent to 10.5 FTEs) report to a parking
coordinator. On the low end, in Santa Barbara, three administrative staff report to a resource
specialist. On the high end, in Santa Cruz, a parking services supervisor covering maintenance
has 15 staff underneath that position (one senior maintenance worker, seven maintenance
workers and seven maintenance assistants). Monterey and Ventura have similar spans of
control. In Monterey, a senior parking enforcement officer has nine staff, mainly parking
enforcement officers with a couple of staff handling wharf parking. In Ventura, the associate
engineer oversees the parking staff of eight.
Parking organization heads in all the comparable cities have fewer direct reports; the parking
manager in San Luis Obispo has 7.5 FTEs as direct reports. The next closest is Monterey where
the parking superintendent has four. Santa Barbara and Santa Cruz each have two, while in
Ventura there is just one reporting to the transportation manager.
BENCHMARKING SUMMARY
Based on our benchmarking of comparable cities, we draw the following conclusions.
San Luis Obispo has a relatively flat parking organization.
The parking manager in San Luis Obispo has too many direct reports.
Not enough emphasis is being placed on meter operations while the garage
operations are well covered from the perspective of the number of staff.
Overall, it is our opinion that San Luis Obispo has a very efficient parking organization that
could use a few adjustments to further maximize its performance and increase customer
service in the current term. This finding does not take into account the additional demands
that will be placed on the organization in the future, as discussed elsewhere in this report, with
the addition of new development in the Downtown, which will increase the demand for
parking and realize the need for overnight parking for hotel and residential uses.
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MANAGEMENT PRACTICES, PERFORMANCE MEASURES, AND BENCHMARKS
Walker reviewed the most recent Parking Enterprise Fund operating budget which includes
staffing for the upcoming Palm-Nipomo Garage.
Table 13: Parking Enterprise Fund Plan
2012-132013-142014-152015-162016-172017-18
ActualRev. BudgetProjectionProjectionProjectionProjection
Revenues
Service Charges
Parking Meter Collections
Lots 519,900525,100530,300349,900353,400344,400
Streets 1,278,3001,311,9001,325,0001,520,1001,535,3001,550,600
Parking Structure Collections821,600822,600863,8001,044,2001,054,7001,071,400
Long-Term Parking Revenues386,700387,600391,500430,600434,900439,300
Lease Revenues 205,300216,100218,300480,500482,900485,300
Parking In-Lieu Fees 822,20018,30018,5001,105,30020,60020,800
Other Service Charges 27,300 100100100100100
Total Service Charges 4,061,3003,281,7003,347,5004,930,7003,881,9003,911,900
Investment and Property Revenues33,60035,00021,00023,40031,00036,800
Fines and Forfeitures 631,100701,300708,300700,200710,800710,700
Other Revenues
Total Revenues 4,726,0004,018,0004,076,8005,654,3004,623,7004,659,400
Expenditures
Operating Programs
Transportation 1,848,5002,126,4002,044,7002,074,3002,126,8002,173,300
General Government 592,100609,320604,200604,200604,200604,200
Total Operating Programs 2,440,6002,735,7202,648,9002,678,5002,731,0002,777,500
Capital Improvement Plan Programs56,3002,197,80017,200027,10023,615,700
Debt Service 1,498,7001,474,600969,100970,800969,4001,669,500
Total Expenditures 3,995,6006,408,1203,635,2003,649,3003,727,50028,062,700
Net Income (Not Including Capital)786,700-192,320458,8002,005,000923,300212,400
Working Capital at End of Year 6,587,0004,196,8804,675,8556,199,8907,368,0411,584,806
Source: City of San Luis Obispo, 2013 – 2015 Financial Plan
REVENUE POTENTIAL FROM IMPROVED PARKING MANAGEMENT
We suggest that on-street revenue collections may be conservative given the level of
demand we observed during hours of operation and in the evenings. Longer hours of
enforcement and higher hourly parking rates in some locations appear justified from a parking
management stand point. As noted elsewhere in the report, the current lack of evening
enforcement results in poor availability of on-street parking spaces; on-street parking
occupancy rates in the super core were observed to be nearly 100% in the evening. Based on
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these observations we recommend extending enforcement and meter hours of operation to
9:00 PM on Monday to Saturday in order to improve the availability of parking spaces on the
street and shift long-term parkers into the plentiful available parking spaces in the City’s public
parking garages.
Based on a preliminary cost/benefit analysis we suggest that extending the hours of on-street
parking enforcement into the evening could generate significant additional revenue; we
preliminarily project nearly $435,000 per year.
Table 14: Extended Enforcement Cost Benefit Analysis
Hours of enforcement/meter operation
Current hours per week 59
Additional hours per week 18
Total hours per week 77
Percent increase 31%
Additional PEO
Additional FTE 0.9
PEO salary (high end of scale)$51,189
Benefits burden 48.5%
Fully loaded PEO salary (1.0 FTE)$76,016
Additional PEO expense $69,574
Productivity adjustment 85%
Additional revenue
Additional enforcement revenue$163,658
Additional meter revenue $340,490
Total revenue $504,148
Net income $434,574
Source: Walker Parking Consultants
Extending hours of enforcement and meter hours of operation to 9:00 PM from Monday to
Saturday would result in a 31% increase in hours. We have applied that figure to existing PEO
staffing in order to determine additional PEO staffing required. We assume that the APM may
also assist at times. Working these hours would provide an opportunity for the APM to have
greater interaction with the business community.
In projecting revenue, we have applied the 31% increase to enforcement and meter revenue
figures from the 2012/2013 annual report and applying a productivity adjustment of 85%, or a
reduction of 15%, relative to the enforcement and meter revenues collected during the
current hours of enforcement. This is a conservative assumption that activity would be lighter
in the 6:00 PM to 9:00 PM period than the current 9:00 AM to 6:00 PM hours of enforcement
and meter operation.
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INCREASED EFFICIENCY THROUGH TECHNOLOGY
There are several opportunities to improve the efficiency of the operation through the use of
technology.
A digital permit system for residential parking permit program would support online
purchasing and management of residential parking program permits. It would eliminate
the need to process applications and payments, order actual physical permits and then
mail permits. It creates a more sustainable process through the elimination of paper. It
requires continued enforcement using license plate recognition equipment. Such a system
would provide the City with the added benefit of offering preferential parking for residents
including discounts on parking in city garages as well as free parking periods at on-street
and off-street meters. Staff currently working on administering this program may be shifted
to other needs within the Division.
From a cost/benefit standpoint, we preliminarily project that moving to such a system
would cost approximately $4,500 per year more than the City spends today. The City’s
current costs are estimated to be 0.20 FTE administrative assistant plus cost of permit stock
(assumed to be $2.00 each) multiplied by total permits issued annually.
Table 15: Digital Permit System Cost Benefit Analysis
Current Costs
Fully loaded administrative assistant$75,000
Administrative assistant FTEs 0.20
Annual permit cost (1,500 x $2.00 each)$3,000
Total annual current costs $18,000
Projected Costs
Upfront cost of web-based system$45,000
Annual subscription for system $10,000
License plate recognition system x 2$80,000
Annual projected cost $22,500
Source: Walker Parking Consultants
Annual amortized cost assumes a 10-year life for the equipment, which is applied against
upfront capital costs for the web-based system and the two license plate recognition
setups ($40,000 each) plus the annual $10,000 subscription fee. However, implementing
such a system would yield additional productivity gains for enforcement as the license
plate recognition (LPR) system would allow PEOs to cover more territory and perform their
jobs more efficiently.
Also, having such a system could facilitate formation of additional residential permit
districts, which is expected to occur in the near future. Note that assuming current permit
volume of approximately 1,500 permits per year, increasing the cost of permits from $10 to
$13 per year would cover the cost of such a system. Relative to other cities, the cost of
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residential parking permits in San Luis Obispo is low as demonstrated in the following table.
We note that the City currently provides permits by household rather than by vehicle. A
digital permit system does not preclude a by-household system. Residents would need to
be instructed as to how to switch the permit between different vehicles using an online
system.
Table 16: Parking Permit Policies in Comparable California Cities
City Price/Permit ExpirationAreaType of Permit Policy Physical Permit
$ 11.50 1 Year ResidentialResidential 3 Per Address Sticker
$ 11.50 1 YearResidential Guest 2 Per Address Sticker
$ 15.00 1 YearResidentialResidential 2 Per Address Sticker
$ 15.00 14 Consecutive
Days Residential Guest N/A Placard
No Fee Not SpecifiedResidentialResidential N/A Sticker
No Fee Not SpecifiedResidential Guest 2 issued with 1 Residential Placard
$ 10.00 1 YearDowntown Residential (2 Hour
Free)
2 Hour Free Parking
Downtown (Residents)Sticker
$ 10.00 1 YearDowntown Residential (50%
Discount )
50 % Off Parking Downtown
(Residents)Sticker
Napa N/A N/A N/A N/A N/A N/A
Palm
Springs N/A N/A N/A N/A N/A N/A
$ 20.00 1 YearResidentialResidential 3 Per Address Sticker
Not
Specified Not SpecifiedResidential Guest 1 Per Address Placard
$ 25.00 1 YearResidentialResidential 3 Per Address Sticker/Hangtag
(Choice)
$ 25.00 1 YearResidential Guest 2 Per Address Hangtag
$ 2.00 1 DayResidentialGuest (Daily)30 Per AddressHangtag (Disposable)
$ 20.00 2 YearsResidentialResidential 1 Per Residential Unit/ 3 Per
Parcel Hangtag
Not
Specified
7 Consecutive
Days Residential Guest 4 Per Address Hangtag
Ventura
Chico
Davis
Monterey
Santa
Barbara
Santa Cruz
Source: Walker Parking Consultants, 2014
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CITY OF SAN LUIS OBISPO
PARKING SERVICES ORGANIZATIONAL ASSESSMENT
SEPTEMBER 18, 2014
Additional smart meters in areas where meter rates of $1.00 per hour or higher may be
justified. Smart meters offer increased customer service through credit card acceptance.
The meters also provide notification if coin collection or maintenance is required, which
would free up staff who perform regular rounds collecting coins and performing
maintenance to perform other tasks. Revenue reporting would be easier as it automates
some of this task.
In order to justify the cost of smart meter purchase and upkeep, we recommend charging
at least $1.00 per hour at these meters. As development occurs on surface lots in the
Downtown, moving the existing IPS smart meters to on-street spaces not currently served by
meters that accept credit cards should result in added convenience for drivers and
increased revenue for the City (as has been observed where smart meters have been
installed in other locations in the Downtown). We understand that the City’s cash key
payment method (which the IPS meters cannot accommodate) is popular among some
residents, but that the credit card acceptance capability has also proven to be popular,
once implemented, as well.
Automating existing garages with pay-on-foot machines that accept cash and credit card
payment, as well as credit card payment acceptors at the garage exits, would advance
Parking Services key goal of improving convenience for customers by providing them with
a higher level of service through greater – and faster – payment options. reduce the
amount of time it takes for drivers to exit the structures. Although the current
Automating the garages would also free up parking attendants. Instead of being
stationed in cashier booths at exits, parking attendants could serve as roving customer
service representatives who would assist parkers throughout the garages. This approach
would reduce the potential for cash shrinkage and would allow for more flexible staffing of
parking attendants.
Automating existing garages would also help to support the 24/7 operation of the garages
as is projected to be necessary with the increased number of residents living and parking in
Downtown as well as hotel guests doing the same. As new projects are built in Downtown
San Luis Obispo, there would be an opportunity to attrac t parkers who stay after current
closing hours and more monthly parkers without the need to provide parking attendants at
exits. The following table illustrates potential expenses and revenues.
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CITY OF SAN LUIS OBISPO
PARKING SERVICES ORGANIZATIONAL ASSESSMENT
SEPTEMBER 18, 2014
Table 17: Automating Existing Garages: Potential Expenses and Revenue
Expenses
Equipment
Cost per lane $55,000
Number of lanes 13
Total capital (upfront)$715,000
Total capital (amortized)$71,500
Annual maintenance $156,000
Outsourced security patrol
Fully loaded cost per hour $30.00
Additional annual hours 4,420
Annual security cost $132,600
Additional staffing
Additional attendant FTEs 2.0
Annual hours per FTE 2,000
Cost per hour $15.00
Annual additional staffing cost $60,000
Total annual expenses $420,100
Revenue
After hours transient
Average ticket value $3.00
After hours tickets per day - weekday 200
After hours tickets per day - Saturday 100
Number of additional tickets per year57,200
Additional revenue $171,600
Permits
Rate $75.00
Additional permit sales per month 90
Number of permit-months 1,080
Additional revenue $81,000
Total annual revenue $252,600
% credit card 50%
Credit card fees 5%
Total annual net revenue $246,285
Net income -$173,815
Source: Walker Parking Consultants
We have assumed a 10-year life on new equipment, an additional two FTEs to assist parkers
after current operating hours and that an outsourced security service would patrol the
garages overnight. This would allow the City to support 24/7 operation of its garages.
Revenue assumptions are informed by our modeling of demand in the Downtown area after
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all projects are complete and after hours car count data provided by the City. This analysis
does not include the upcoming Palm-Nipomo garage as we would assume that it would be
planned and built to support 24/7 operation. We would characterize our equipment
assumptions as conservatively high as we are assuming full replacement of equipment. It may
be possible to retrofit existing equipment for less than we have outlined in order to support
credit card acceptance and/or acceptance of tickets that have been paid for using pay-on-
foot machines. While there are costs associated with credit card acceptance, they are likely
lower than the cost of cash collection when shrinkage and cash handling costs are
accounted for.
The new APM position may be funded out of the $256,000 surplus generated if increased
enforcement and hours of operation are pursued (approximately $435,000 in revenue) after
factoring in the annual costs of supporting overnight parking (approximately $174,000 in
expenses) and possible implementation of a digital permit system supported by LPR
(approximately $5,000 in expenses). These assumptions include the addition of one PEO and
two parking attendants.
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CITY OF SAN LUIS OBISPO
PARKING SERVICES ORGANIZATIONAL ASSESSMENT
SEPTEMBER 18, 2014
PROPOSED METRICS FOR PARKING SERVICES
Management of the public parking assets can become more complex as the local market
dynamics change and new assets are added to the public parking portfolio. This section of
the report identifies the development and use of performance measurements to help Parking
Services achieve its mission. At present, Parking Services does not use performance metrics or
measurements to manage the parking system.
Performance measurements are instruments used by leadership to articulate progress and
help achieve strategic outcomes. The starting point for selecting which performance
measurements are meaningful should be those that leadership uses to assess the Division. In
our experience, many public parking systems tend to only report financial performance
indicators, even though they may be trying to communicate and implement strategies such
as maximizing use of public assets, improving customer service, or increasing local transit
ridership. The purpose for defining meaningful measurements is to allow leadership to assess
progress against the stated mission and specific quantitative and qualitative objectives.
At present, the Division prepares an annual parking report that presents key accomplishments,
partnerships, issues, challenges, achievements, and a general “state of parking” and access in
the City of San Luis Obispo. The goal of the Annual Report is to communicate the
accomplishment of key objectives and to provide clarity about the Parking Services Division
and the Parking Enterprise Fund. It is our professional judgment that the objectives for the
Annual Report are achieved and the report represents best practices in the industry.
The operating information maintained by Parking
Services is useful in the development of base
performance measurements. The existing
operating data and system statistics presented in
the Annual Report, although static, could serve as
an integral part of a continuous management
process where the Parking Services plans,
implements, checks and acts, with specific focus
on fulfilment of the mission. The exhibit to the right
shows the continuous management process as
well as where performance measurements are
used to check progress toward strategic plans.
Parking system performance measurements will to
a degree be conditioned by the industry. For
example, the parking industry often measures
performance of a parking system on a per space
basis. However, we recommend that the Division
not feel bound to preexisting standards used by other municipal parking systems. The
overriding need is for the performance measurements to be relevant to the Division and align
with the stated mission. Performance measurements inform leadership with meaningful and
reliable data that, when combined with observation and political realities, allows for more
sound decisions.
Figure 9: Continuous Management Process
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CITY OF SAN LUIS OBISPO
PARKING SERVICES ORGANIZATIONAL ASSESSMENT
SEPTEMBER 18, 2014
The following discussion provides recommendations for performance measurements that may
help the Division measure and articulate progress toward achieving its mission and strategic
outcomes. As noted the current annual report demonstrates static information. The use of the
measurements proposed below would represent a dynamic dashboard that would be “wired”
to the current system, updating changes as they occurred in the system.
Table 18: Potential Performance Measurements
1Number of Public Parking Spaces1Comment Response Time 1Annual Community Parking Survey
2Parking Spaces by Allocation and Fee2Occupancy Data by Location 2Online Forum
3Historical Occupancy Data 3Parking Rates by Location 3Perpetual Feedback Survey
By Area 4Annual Report
By Location Type
By Time Parameter 1New Technology Implementation
Occupancy Heat Map 1Revenue to Expense Ratio FTE Efficiencies
Revenue Overlay 2Cost to Transaction Ratio PEO Route Efficiencies
4Citations Issued 3Operating Revenue Historical Transaction Volume Comparisons
By Enforcement Officer Per Device Type Historical Transaction Type Comparisons
By Area Per Location Type Device Uptime Comparisons
By Citation Type Per Area 2Demand Reduction Initiatives
Citation Heat Map Per Space Lost Parking Revenue Allocation
5Citation Collection Rate Per Citation Type Lost Revenue to Demand Reduction Ratio
6Citation Adjudication Rate 4Operating Expense
By Citation Type Per Device Type
By Issuance Location Per Location Type
7Meter Uptime Per Area
8Meter Downtime Per Space
By Reason Per Citation Type
By Area 5Net Operating Income
9Number of Employees (FTE)Per Device Type
10 Annual Revenue Per Employee (FTE)Per Location Type
11 PARCS Audits Per Area
Lost Ticket Analysis Per Space
Active Permit to Invoice Audit Per Citation Type
Location Occupancy Count AuditsDebt Coverage Ratio (Enterprise Fund)
Transaction Revenue Audits Operating Budget Reserve
Capital Repair & Maintenance Reserve
6In-Lieu Parking Revenue
Operations Measurements Communication Measurements
Financial Measurements
Community Perception Measurements
Project and Program Measurements
Source: Walker Parking Consultants, 2014
PURPOSE FOR PERFORMANCE METRICS
Performance measurements, as shown in the previous exhibit, serve as a lens through which
the public parking policies are evaluated and operating decisions are made. The parking
systems measurements help monitor the current operating status as well as the potential
impact which system changes may have on the stated mission. As the size and complexity of
the SLO public parking system increases to serve the changing needs of the downtown
community, there is a need for understanding the big picture and the operating details
together to help inform local leadership on policy and planning decisions. An operating
dashboard is the recommended instrument for monitoring the performance metrics.
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CITY OF SAN LUIS OBISPO
PARKING SERVICES ORGANIZATIONAL ASSESSMENT
SEPTEMBER 18, 2014
Walker recommends that Parking Services consider the benefits and future use of a cross-
platform access dashboard to help guide short- and long-term operating decisions. Key
benefits include but are not limited to:
The ability to access up to date operating information and manage the system dashboard
from a mobile device in the field or in the office at one’s computer.
The ability to personalize the Parking Services analytics and define the information
management wants to examine.
The ability to quickly share customized parking information via reports and graphing tools.
PERFORMANCE MEASUREMENT DASHBOARD OPTIONS
The following exhibit includes a comparison of performance measurement dashboard options
and range of potential costs.
Table 19: Parking Division – Range of Base Performance Measurement Dashboard(s)
Potential Cost
An
a
l
y
t
i
c
O
p
t
i
o
n
s
Performance Measurement Dashboard Options High Med-High Medium Med-Low Low
Full system replacement with integrated solution
(Automated Real Time)
Partial system replacement + custom Business
Intelligence (BI) tool integration
(Automated Semi-Real Time)
Business Intelligence app custom development
(Automated semi-Real Time)
Business Intelligence app out of box integration
(Automated Semi-Real Time)
Business Intelligence app integration
(Automated Batch)
Business Intelligence app integration
(Manual Batch)
Basic report tool + database + server/hosting
(Batch + Manual)
Basic report tool + database + server/hosting
(Manual)
Conventional Excel report
(Manual)
Source: Walker Parking Consultants, 2014
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CITY OF SAN LUIS OBISPO
PARKING SERVICES ORGANIZATIONAL ASSESSMENT
SEPTEMBER 18, 2014
CURRENT MEASUREMENT OPPORTUNITIES
A full operating system replacement with integrated real-time analytics may not be
achievable in the near-term. Consequently, the technological limitations of the current
operating systems would restrict the development of a comprehensive management
dashboard. The Potential Performance Measurements previously identified in this section
represent an optimal management dashboard. In the near-term, Parking Services can still
make progress towards effectively measuring the mission of the Division by focusing on
Community Perception Measurements. Walker recommends that Parking Services consider
developing and administering an annual downtown parking survey, a perpetual feedback
survey, and online forum for the purpose of measuring its delivery of parking services. In our
professional judgment, the measurement of community perception would yield the most
valuable information at the lowest cost.
FUTURE MEASUREMENT OPPORTUNITIES
A comprehensive dashboard reporting system should be considered during the replacement
of any parking access and revenue control equipment. Walker recommends five (5)
categories of measurement that help support the core mission of Parking Services. These
categories include Operations Measurements, Communication Measurements, Financial
Measurements, Community Perception Measurements, and Project and Program
Measurements.
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APPENDIX
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A
After the presentation of this draft document to stakeholders in City of San Luis Obispo
government and the public, Walker received comments and questions with regard to the
findings and recommendations presented. The following is a summary of those questions and
our responses:
PARKING ENFORCEMENT
Comment - Officer Safety: The report recommends establishing later enforcement hours for
metered parking, possibly two to three hours beyond the current 6:00 pm daily end of meter
enforcement. The extension of enforcement into the evening creates a concern with regard
to parking enforcement officer (PEO) safety; it is dark at this hour and PEOs would be working
alone. Currently the only direct communication with PD dispatch is by cell phone (when away
from the vehicle) and there are many times officers are put on “hold” due to other calls
(police and fire emergencies) being directed by the dispatch center. Currently there are no
official or professional training programs being offered for PEOs other than on the job training
and guidance from senior officers who may not be working the same shifts. There are some
seminars but we have not heard of a hands-on training program. After hours and weekend
shifts leave no one to directly communicate with in the Parking office.
Response - Officer Safety: Safety concerns of PEOs regarding the extension of enforcement
hours into the evening can and should be addressed by Parking Services but we do not
believe these concerns are reasons not to enforce parking meters in the evening. Evening
enforcement of parking meters is becoming increasingly common in response to increased
parking demand generated by restaurants and bars. PEOs enforce metered parking until 8:00
pm or beyond (in some cases until midnight) in a number of California cities including Santa
Monica, West Hollywood, Huntington Beach and Los Angeles. Direct communication with the
police department from the field should be established for PEOs if they believe this is necessary
to safely do their job in the evening.
Comment – License Plate Recognition Enforcement (LPR): With many new parking
enforcement areas springing up, would Walker recommend “License Plate Recognition”
systems for the enforcement vehicles? With a new downtown residential district the likelihood
of more types of downtown enforcement areas should be expected. Currently we have to
physically chalk the vehicles due to having no other time saving methods to record multiple
vehicles. LPR systems also create safer working conditions for officers.
Response – License Plate Recognition (LPR) Enforcement System: Within the report we discuss
the increased productivity and PEO efficiency of implementing LPR. We also discuss the costs
and potential cost offsets. We believe that LPR would have a positive effect on the Parking
Services efficiency and operation if the City is willing to make the investment using the
recommended cost offsets. We also suggested that the City consider charging lower fees for
first time parking violations and larger amounts for frequent offenders. LPR facilitates the
administration of such a system.
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Comment – Additional Staffing for Extended Enforcement: There was a recommendation to
increase parking enforcement to 9:00 p.m. but I didn’t see a recommendation about
increasing enforcement officers. Wouldn’t you need to, to cover the additional hours?
Response – Additional Staffing for Later Enforcement: We assume the need for an additional
enforcement officer in our budget calculations only if on-street enforcement is extended into
the evenings as recommended. The assumption is shown in page 37 and Table 14 of the draft
report. The recommendation is tied to the policy and should pay for itself. The other
humanresource-related changes are recommended under current operating conditions, but
in this case only if the policy change is made.
Comment – Parking Coordinator Span of Control: Is the Coordinator’s span of control
appropriate?
Response – Parking Coordinator Span of Control: The Parking Coordinator has many reports,
but it appeared to us that in the parking operations for comparable cities, there are
employees with larger spans of control than the Coordinator in San Luis Obispo. Private
parking operators have much larger spans of control.
Comment – Assistant Parking Manager: 100% agree with the Assistant Parking Manager
recommendation though it seems like an analyst could also provide what’s necessary to
support the department.
Response – Assistant Parking Manager: We see the person in this position as someone with
significant parking operations experience in the field. We would be concerned that making
this an analyst position would discount the need for hands-on parking operations knowledge
and experience, and the managerial role needed to oversee the on and off-street parking.
Comment – Roving Attendant: I don’t understand the roving attendant position (in the
evenings).
Response – Roving Attendant: When a parking facility or several parking facilities within close
proximity to each other automate (allowing drivers to exit without needing to conduct a
transaction with a cashier), an attendant should be made available on call in case a driver
encounters a problem exiting the parking facility and for general customer service purposes.
Comment – Public Parking Operations in Comparison Cities: Some of the comparison cities
don’t make sense. Way larger with much larger parking departments and spaces to manage.
Response – Public Parking Operations in Comparison Cities: Although not perfect
comparables, we believe that the cities surveyed were reasonably similar to San Luis Obispo to
offer useful comparisons for the parking operation. The cities surveyed were Chico, Davis,
Monterey, Napa, Palm Springs, Santa Barbara, Santa Cruz and Ventura, which were selected
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C
due to one or more of the following factors: population, location, popularity as destinations,
and proximity to large universities.
Comment - Extension of Meter Enforcement into the Evening: I really like the recommendation
of extending hours of enforcement but 9:00 pm seems a tad excessive right out of the gate. I
can foresee the increase in enforcement to 9:00 being met with opposition from merchants
and restaurants Downtown as well as a lot of residents.
Response - Extension of Meter Enforcement into the Evening: Currently the policy of ending on-
street meter enforcement at 6:00 pm effectively let’s drivers park at 4:00 pm for eight hours
while only paying for two hours of parking. Extending the meter restrictions until 9:00 pm would
help ensure that on-street parking spaces are available to customers and not dominated by
employees, who we recommend should park in the parking structures. Currently on-street
parking availability after 6:00 pm in the Super Core is effectively non-existent. This policy
recommendation is meant to provide some parking availability on the street. To the extent
that a two-hour parking time limit is believed too short in the evening, it could be extended to
three hours. To encourage turnover the hourly on-street parking rate could be increased in the
evening as well. We understand that such changes would require significant outreach to the
business community and citizenry, demonstrating the need for an Assistant Parking Manager
position to allow for these efforts to be made by the Parking Manager.
Comment – Digital Permit System: The proposed digital permit system is good, but the turnover
of tenancy in parking districts is going to be a problem with permits because property owners
don’t have their acts together. Rolling that out could be challenging.
Response – Digital Permit System: Providing and enforcing parking permits with an online
system should provide flexibility with the allocation of permits for the City and residents. That
said, significant outreach explanation of the system to residents will need to occur.
GENERAL COMMENTS
Comment - Automated Garages: Yes!
Comment – Parking Occupancy: I was surprised to see statistics indicating that we have only a
63% peak occupancy rate throughout the district.
Response – Parking Occupancy: This occupancy rate is consistent with what we have seen in
busy downtowns in small cities in California. Typically it reflects high on-street usage and
underutilized off-street parking facilities.
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PARKING SERVICES ORGANIZATIONAL ASSESSMENT 37-8412.00
D
Comment – Parking Demand Survey: I would like to have seen the adequacy survey
conducted on a Thursday or a Friday night. I imagine that those results would be substantially
different.
Response – Parking Demand Survey: Although the analysis was meant to focus on the
Organization, we thought it useful to sample current parking demand conditions. We did
conduct an occupancy count on a Thursday and, surprisingly, overall parking demand was
slightly lower than the amount we observed on Wednesday.
Comment – Overnight Parking Services: I would like to see more elaboration on overnight
parking services or at least begin discussion on the implementation of that matter as more
near-term than long-term. While there are future projects that will need the spaces there are
currently residents and businesses that would benefit implementation now. We would benefit
largely from an expansion of the overnight program into the Marsh Street structure.
Response – Overnight Parking Services: The study was meant to be an analysis of the Parking
Services organization. Greater study of an overnight parking plan is beyond the scope of our
study.
Comment – Credit Card Acceptance in the Parking Structures: Would the use of credit cards
lower the cost of cash handling? Should drivers pay more to use a credit card?
Response – Credit Card Acceptance in the Parking Structures: There are costs associated with
the acceptance of credit cards. That said, this assumption is generally correct. There are
significant costs to cash handling and the use of credit cards would lower the cost of cash
handling. Given the added benefits to the City of credit card usage, including less cash
handling, we suggest that the City not charge an additional fee for credit card usage. It
should be considered if the credit card fees charged the City were exorbitant, but we think
the City could negotiate reasonable terms that would not make this necessary.
Comment – Contracting Out Garage Services: Should the City contract out some garage
services?
Response - Contracting Out Garage Services: Parking Services already contracts out some
garage maintenance and other services. If the question refers to the contracting out of
garage operations to a private parking operator, our preliminary review suggests that such an
idea is impractical given the lack of a large commercial parking operator in the local area.
Comment – Senior Administrative Assistant Title: Given the recommendation to reclassify the
(Public Works) Administrative Assistants I and II to Parking Resource Specialists I and II, doesn’t it
make sense to change the Senior Administrative Assistant’s title as well?
Response – Senior Administrative Assistant Title: Agreed.
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E
Comment – Parking Enforcement Officer Succession: There is a career series with the current
Administrative Assistants’ positions, with a path to advancement. The same career series
doesn’t exist for Parking Enforcement Officers. Should there be a lead Parking Enforcement
Officer?
Response - Parking Enforcement Officer Succession: Based on our observations, a lead Parking
Enforcement Officer position would be beneficial.
Comment - Public Valet: Should Parking Services consider operating a public valet operation
Downtown?
Response – Public Valet: Some smaller cities in California, or their downtown business
associations, have operated public valet parking operations. Culver City and Del Mar are
examples of such operations. They provide a service to some members of the general public
although such operations are labor intensive and costly to run and it must be determined who
should pay for the operation. In addition, our general observation is that often such operations
are ultimately not highly utilized by the driving public.
Comment – Pedestrian Lighting: Should funds be expended to improve pedestrian lighting
and enhance parking structure access?
Response – Pedestrian Lighting: If necessary, yes. An efficient and customer-friendly parking
operation relies on pedestrian trips to and from the parked vehicles. Measures that improve
the pedestrian environment and facilitate walking can effectively increase the parking supply
and improve the overall parking experience.
Comment – Uptown Parking: Did you consider parking issues in the Uptown area and the
possible need for special benefit zones?
Response – Uptown Parking: Yes, but only generally. City staff suggested that providing and
allocating parking for new development in the Uptown area was likely to become a policy
issue as new development occurs there. These concerns, and proactively developing
appropriate policies to deal with these issues, are yet another example of the significant policy
role that the Parking Manager must fulfill in San Luis Obispo, and the need for an Assistant
Parking Manager to oversee the day-to-day operations of the parking system while the
Parking Manager performs this policy role.
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