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HomeMy WebLinkAbout11-18-2014 B1 PresentationNovember 18, 2014 Parking Services Organizational Review And Recommendations •Purpose of the Study •Data review •Findings •Recommendations •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. •The impacts of new development •Additional parking demand •City planning and policy goals •Maintaining a high level of customer service •New technology •Comparable municipal parking operations •Developing metrics with which to measure •Other trends Based on its: •Comprehensive approach to parking management; •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 we conclude that Parking Services “is an exemplary public parking operation . . . is a leader in parking organizational and management best practices.” •Parking Manager’s multiple responsibilities regarding oversight of the operation, developing policy, and performing stakeholder outreach; •Lack of a position that supports the Parking Manager with regard to overseeing day-to-day on- and off-street parking operations or can succeed the Manager; •Imminent expansion of the Division’s operational responsibilities - Palm/Nipomo - need for expanded meter operations - growing number of parking permit districts beyond Downtown •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 and operation in which current employees’ willingness and ability to go above and beyond their official or defined job responsibilities presents challenges to maintaining the current level of productivity, as experienced staff members turn over. •Prioritize programmatic and capital investments to properly oversee and maintain the system’s long-term performance and high level of service to the public including the addition of adequate staff and customer-friendly technology. •Create an Assistant Parking Manager position to oversee the parking operation to allow the Parking Manager to devote greater effort to strategic planning and outreach; •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. •Adjust daytime and nighttime on-street parking prices to reflect the demand for parking spaces and increase on-street parking availability. We recommend until 9:00 pm to better manage existing parking spaces. Use revenue generated by more active demand management of the parking system to fund the improvements recommended in the report. •Establish metrics using the data currently available to Parking Services in order to better manage the parking operation. In addition, 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. •Determine 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 new spaces necessary to be provided; and -The extent to which more cost effective alternatives could be used, such parking guidance systems or parking alternatives. •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; -Easy in- and out- access in the evenings for future Downtown residents, hotel guests and the public 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 an improved system. •Use principles of demand-based pricing to raise and lower parking prices in high and low demand locations and times while lowering parking prices in low demand locations in order to accommodate 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 recommends five (5) categories of measurement that help support the core mission of Parking Services including: - Operations; - Communication; Financial; - Community Perception; and - Project and Program Measurements. •Parking Services is a well-run and does an excellent job of serving the City and the community. •However, current and future challenges will require the implementation of improvements. •Improved management policies that are necessary for continued high customer service and consistency with broader city policies will also generate additional revenue. •The additional revenue can be used to fund the personnel and technology improvements necessary to maintain the Division’s high level of performance. Questions?