HomeMy WebLinkAbout11-13-2018 Item 1 Parking Mgt Issues and Strategies
Meeting Date: 11/13/2018
FROM: Daryl Grigsby, Public Works Director
Prepared By: Tim Bochum, Deputy Director of Transportation, Public Works
SUBJECT: STUDY SESSION ON PARKING MANAGEMENT ISSUES AND
STRATEGIES
RECOMMENDATION
Receive a presentation on the status of parking and access issues facing the City of San Luis
Obispo and provide feedback and direction on various policy and program elements that will
guide future parking management and policy revisions.
REPORT-IN-BRIEF
The City of San Luis Obispo operates a comprehensive parking management program that
encompasses all areas of the city. The City’s parking program has similar qualities to those in
much larger cities (i.e. structured and surface parking, pay for use operations such as meters or
permits, neighborhood parking programs, parking demand reduction, park and ride facilities,
etc). The economic vitality and quality of life in the downtown, commercial areas and the
neighborhoods is dependent on actively managed parking. Trends such as changes in the
downtown, growth patterns in the city, technological enhancements, Cal Poly student housing,
and others have current and future impacts on parking and access. Periodic review of parking and
access issues is important in assessing the needs of the community. Consequently, the report
below includes discussion on the current state of parking, recent and upcoming changes in the
Parking Management program, residential parking issues, emerging technology, and other
changes. The report concludes with possible policy questions for Council’s discussion and
direction that can serve as a basis for an update of the upcoming Parking and Access Plan.
DISCUSSION
The City of San Luis Obispo oversees parking on public streets, in surface lots and parking
structures. Additionally, the City regulates and oversees private parking areas for developmental
standards to reduce neighborhood conflicts between land use areas and area residents. The
parking standards for development projects was recently updated as part of the City’s zoning
ordinance.
In 2014, Walker Parking Consultants completed and organizational assessment of the City’s
Parking services Division and summed up their conclusions as follow:
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:
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• 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.
There were also short and long-term recommendations from that Study. A summary of the
recommendations and their status is below:
Short-term
1. Continue institutional investments Ongoing
2. Create Assistant Parking Manager Completed
3. Reclassify Administrative Assistants Completed
4. Adjust meter hours to reflect nighttime Future
5. Use revenue for Active Demand Management of Parking
system; including use of improved parking access and revenue
controls system
In Progress
6. Establish metrics for improved management Future
7. Determine need for Palm/Nipomo Completed
Long-term
1. Procure enhanced parking access system for structures In progress
2. Establish metrics based on improved system Future
3. Utilize demand-based pricing Future
4. Consider comprehensive dashboard reporting system Future
Currently, the City manages 272 spaces in the Railroad Square area and over 2,600 spaces in the
downtown. The City’s Parking Services Division is guided by several plans and policies. The
most significant of these is the 2011 Parking and Access Plan. This plan addresses parking issues
throughout the City and provides policy and programs for parking and access purposes. This
document works in coordination with others such as:
• Circulation Element
• Short Range Transit Plan
• Bicycle Transportation Plan
• Land Use Element
• Zoning Code
• Municipal Code
• Community Design Guidelines
• Vehicle Codes.
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The Parking and Access Plan’s last update occurred in 2011 with future updates deferred until
other important projects such as the LUCE and Zoning Code updates were completed. It is now
appropriate to update the Parking and Access Plan to address new provisions established in
various City documents such as the Zoning Code (2018), Downtown Concept Plan (2017),
Circulation Element (2014) and Climate Action Plan (2012). Currently, $100,000 has been set
aside in FY 2017-18 carryover funds to begin the update to the Plan. Staff anticipates moving
forward with an RFP for these services in early 2019 and processing the update at the same time
the Active Transportation Plan is updated.
Additionally, significant new emerging technologies and services such as Transportation
Network Companies (i.e. Uber, Lyft), autonomous vehicles, electric vehicles and shared service
applications will all influence access, mobility and parking needs for the City in the future. A
revised Parking and Access Management Plan will be necessary to coordinate these issues and
secure long-term sustainability for the City and Downtown area. This study session will present
various issues for Council’s consideration and seek input on topics that should be reviewed in the
Plan update.
A summary of key dates in the history of the Parking program is noted below:
1. First meters installed 1948
2. Establishment of Parking Fund 1976
3. Establishment of first Residential Parking District 1979
4. First Parking Management Study 1987
5. Opening of 842 Palm parking structure 1988
6. Opening of 871 Marsh parking structure 1990
7. Parking and Management Plan updated 1990
8. Residential Parking Zones added 1990s, 2000s, 2010s
9. Downtown Parking and Access plan 1997
10. Marsh structure expansion 2002
11. Opening of 919 Palm structure 2006
12. Closing of surface lots for development 2000s-2010s
13. Access and Parking Management Plan 2011
14. Parking Organization Assessment 2014
15. Council confirmation of Palm-Nipomo structure 2016
16. Implementation of License Plate recognition 2018
17. Implementation of Parking Access system 2018
BACKGROUND
The Current State of parking
Public parking has been organized in the City of San Luis Obispo since 1947 when parking
meters were first introduced to manage parking in the city and provide shared parking in the
downtown area.
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However, a specific enterprise fund for parking was not established until 1976. Before this,
parking-related activities were accounted for as a General Fund expenditure like police, fire or
street maintenance. During this time, any parking-related revenues were incorporated into the
General Fund. Enterprise funds are used to account for services that are similar to private sector
activities where the intent is to finance or recover the cost of providing services primarily
through user charges.
Each enterprise fund is a separate and distinct accounting entity, and as such, the operations of
each fund are accounted for within a separate set of self-balancing accounts that comprise its
assets, liabilities, fund equity, revenues and expenses. This means that the financial condition
and results from operations can be uniquely determined for each enterprise fund.1
Parking Guiding Principles
As discussed above, the Parking and Access Management Plan establishes vehicle parking
policies and programs utilized throughout the City with a primary focus on downtown parking
management. The current Plan has the following objectives:
1. Support the commercial core as a viable economic and cultural center while preserving
its historic character.
2. Support the goals of the Conceptual Physical Plan for the City’s Center.
3. Provide parking in the commercial core for visitors and employees.
4. Reduce the demand for employee parking through various programs such as carpooling,
vanpools, transit subsidies, and bicycle and pedestrian systems development.
5. Support the transportation strategy presented in the General Plan Circulation Element.
6. Support the residential component of mixed-use development downtown as presented in
the Land Use Element.
7. Carry out the actions described in the Access & Parking Management Plan within budget
constraints and be consistent with Financial Plan goals and policies that are updated
every two years.
8. Neighborhood Wellness - The City will create residential parking districts when needed
to manage parking and maintain the quality of life in residential areas.
The City’s Parking Manager is responsible for interpreting and implementing the provisions of
the Plan. The Parking Manager works with the Chamber of Commerce, Downtown SLO,
Residents for Quality Neighborhoods (RQN), and other resident and stakeholder groups as well
as the public to implement the plan and coordinate daily parking programs.
1 Some enterprise funds are mandated by Proposition 218, such as water, sewer and solid waste. Parking however, is
not a property related fee and therefore, not subject to Proposition 218.
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Recent Changes to the Parking Management Program
As mentioned previously, the City manages 272 spaces in the Railroad Square area and over
2,600 in the downtown. Lots and structures are managed 365 except major holidays. Significant
upgrades and efforts are underway to modernize the parking operations which include;
1. The City Council approved a multi-year rate increase plan for hourly and monthly
parking to stabilize parking revenues for the foreseeable future. The initial modifications
were implemented in January 2018 with periodic increases that continue through July 20202.
The approved increases will provide funding for future structures, increased and upgraded
meters, deferred maintenance in the parking structures as well as continued improvements
using wayfinding and other technologies available to enhance the parking experience.
2. Installation and use of License Plate Recognition (LPR) systems to assist in enforcement,
data collection and officer efficiencies. This project went live in summer 2018 and is now in
the final stages of implementation. Technically the systems are working very well and after a
warning period the system is now being used for enforcement. Feedback from officers
indicate a general feeling that citation numbers have not significantly increased (likely due to
the advanced notification program) and that the system performs as intend. Occupancy
studies have not yet been completed with the new system.
Figure 1 - License Plate Recognition System
3. Replacement and upgrade of Parking Access and Revenue Control System (PARCS) in
the three existing parking structures in downtown. This project is a significant reinvestment
in the operating equipment of the parking structures. It replaces the antiquated system that
was initially installed in the early 2000’s.
2 Parking Structure rate increases approved by the City Council in July 2017, increased the hourly rate in the
structures on the following schedule: January 1, 2018 from $1.00 to 1.25 per hour, and effective July 1, 2020 from
$1.25 to $1.50 per hour. The first hour is still free at each of the structures.
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The new system will allow multiple forms of payment with increased pay-on-foot locations,
enhanced data collection and the ability to provide live parking availability data through
mobile applications. The system also allows for collection of payments in the overnight
period that are currently not possible under the manned gate system. The project is currently
under construction and anticipated to be fully operational in late November.
Figure 2 - PARC’s – Pay On Foot Machine at 919 Palm Structure
4. The installation of EV charging stations in two of the public structures is in process. This
will include the installation of up to 33 publicly available charging stations, and 10 charging
stations for City fleet vehicles. Installation of the EV stations in the Marsh Street Structure
has begun. Installation of EV station in the 919 Palm structure will follow as a Phase II
project later this year or early 2019.
5. Parking Services and City Administration are working on developing an MOU with the
County and a private developer to investigate a joint venture for the construction of a new
parking structure located east of Santa Rosa along Higuera Street to meet the future needs of
new development projects, provide additional public parking and accommodate County
office expansions. While still in the initial stages of discussion the project may ultimately be
managed by the City through the Parking Division with shared costs by each entity.
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6. The Palm Nipomo structure is continuing with the next step being the final project
approval and then design phase leading to construction. In January 2016 Council directed
staff to move forward with final environmental review and design for the Palm-Nipomo
project with an objective of achieving 400 or more spaces. On July 7, 2018 the Council
certified the Final environmental impact report (FEIR) for the project along with the adjacent
SLO Rep Theater.
Figure 3: Proposed site layout of the parking structure with the
SLO Repertory Theatre and office/commercial space
The project will construct up to 400 parking spaces on the corner of Palm and Nipomo Street.
The consultant team is now tasked with developing a design consistent with the approved
FEIR and process that through the City for discretionary approvals. A contract for this work
as well as for final construction design will be brought forward for Council approval in late
2018.
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The consultant for the project has provided a projected schedule for moving forward that
includes City process and approval through June of 2019, final design and construction
documents through January of 2020 and bidding and construction by April of 2020.
Construction would be anticipated to last 12-18 months.
7. Recent Zoning Code Changes. LUCE policy calls for a gradual move toward reduced use
of private cars and trucks, with a goal of a 50 percent travel mode shift to biking, walking,
and use of transit and other shared services. The Climate Action Plan establishes a
framework through immediate and future actions to substantially reduce greenhouse gas
emissions. Encouraging and accommodating use of electric vehicles are a key means to
reduce emissions since transportation sector is the largest generator of emissions.
Thus, efforts for the Zoning Regulations Update have focused on the parking regulations
that: 1) generally reduce the amount of parking required for new development, 2) encourage
shared parking, 3) require and promote increased parking for bicycles, and 4) require
facilities for electric vehicle parking/recharging equipment. As directed at the Council study
session, the parking requirements have been adjusted to be more consistent with the Institute
of Transportation Engineers (ITE) standards and rely on a project specific parking study for a
parking reduction instead of the six possible scenarios under the current Zoning Regulations
for parking reductions. This will result in more specific information and better decision
making by determining the actual impacts of a parking reduction based on the unique
circumstances of a particular project.
Parking Services, Revenues and Expenses
Parking revenues are comprised of a variety of sources including service and use charges, fines
& forfeitures, parking in-lieu fees and others. Table 1 and Figure 1 show FY 2017-18 Parking
Fund revenues. Attachment 1 includes the FY 2017-18 Parking Services Annual Report that
details out many of the statistics of the Parking Enterprise Fund. The following summarizes
some key issues discussed in the report.
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Parking Services consists of approximately 23 full time equivalent staff members with many of
the booth attendants being part time positions.
For FY 2017-18 Parking Fund revenues were in excess of $5.5 million. Annual revenues can
vary depending upon issues such as the amount of in-lieu fees collected, weather, rate changes
and construction activities.
Parking Revenue Source Amount %
Meters 1,775,860$ 32.03%
Structures 1,484,631$ 26.78%
Long-Term 863,916$ 15.58%
Fines 620,665$ 11.19%
Leases 480,222$ 8.66%
Investment and Property 168,044$ 3.03%
In-Lieu Fees 149,215$ 2.69%
Other 2,172$ 0.04%
5,544,725$
As reflected above, on street parking meters on City streets and parking lots are the Fund’s largest
revenue source, generating about $1.78 million annually accounting for almost one third of total
parking revenue. Hourly parking fees at the three parking structures generates about $1.5 million
annually. Long-term revenues of $864,000 for use of 10 Hour Meters and monthly parking passes
at the structures, along with Fines and Forfeitures at $621,000, comprise the top four sources of
Parking Fund revenue. These four sources account for 85% of total Parking Fund revenues.
Figure 4 – Current Parking Services Staffing
Figure 5 – FY 2017-18 Parking Revenues &
Chart
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Operating expenses of the Fund were just under $3 million for FY 2017-18 with a capital
projects expenditure of approximately $2.4 million (including depreciation). Any revenues more
than expenditures are currently allocated to working capital
Figure 6 – FY 2017-18 Parking Expenses & Chart
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Residential Permit Parking Districts – Neighborhood Wellness
There are currently ten residential permit parking districts (RPPD) administered by the City. The
Figure 7– Residential Permit Districts
first district – Alta Vista was established in 1979 to address impacts of student and employee
parking near Cal Poly.
Figure 8 – Residential Parking District Statistics
Overall, the City annually manages over 1,600 residential parking permits that cover more than
800 households.
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Some issues have emerged in considering current parking issues in the residential areas.
First, as seen in Figure 8. The existing RPPD’s have a variety of operating and enforcement
hours. This situation has developed over time and is a result of the City’s flexibility in its
enacting ordinance that allows each district to choose and customize hours and days of parking
limitations that address concerns. The varied hours, however, do result in more difficult
enforcement and confusion among residents and visitors. Staff has discussed this issue with some
residents in RPPD’s. While many understand the difficulties of the nonuniform restrictions, some
residents wish to maintain their set periods since they were enacted to address specific issues in
each area.
Second, in 2017, Cal Poly implemented a new policy that freshman students would not be issued
parking passes at the University and were instructed not to bring vehicles to campus. Freshmen
are housed at the University and as such can be regulated regarding parking permit issuance.
This policy is supported by the City in that it reduces the vehicles brought to the area. In
addition, currently, all students receive bus fares that are paid by the University for use on SLO
Transit3 and there are other transportation options available to reduce the need for personal
vehicles.
One side effect of this policy has been a general perception that more vehicles are being parked
within the surrounding neighborhoods near Cal Poly where permit restrictions are not in place.
The most recent permit district change (Ferrini expansion in 2018) appeared to be partially a
result of this. Currently, it is unknown if the issue will persist or if subsequent classes of students
will bring fewer vehicles to the city. The University draft Master Plan also envisions potential
expansion of this program to include second year students.
Additionally, as surface lots have been removed on campus and on campus parking restrictions
have been put in place, there has been a noticeable trend of Cal Poly students who park near bus
stops that provide a short quick trip to campus. It appears that parking restrictions on campus are
having unintended impacts in surrounding neighborhoods and near certain transit stops.
Finally, there has been discussion regarding the need for the City to take a more proactive role in
establishing or initiating new residential parking permit districts. The current program primarily
requires that the neighborhood residents themselves develop a grass roots effort to investigate,
survey, promote, and then vote for a district to be formed in their area.
Emerging Issues and Technologies.
Earlier this year, the International Parking Institute (IPI) released a report on a recent survey that
asked its members about issues facing parking professionals and organizations. This document
(Attachment B) outlines the significant changes currently facing many municipalities and
agencies that conduct parking management
3 Cal Poly provides an annual subsidy to Transit to pay for this program.
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Figure 9 – Source: 2018 Emerging Trends in Parking Survey – International
Parking Institute
The summary of the survey reflects the new paradigm that cities face:
“The way we get around has shifted with the introduction of Uber, Lyft, convenient
bike networks, and effective and pleasant mass-transit systems; transportation
methods are interconnected and interdependent; and mobility choice is a big
priority with a growing preference against driving alone.”
Emerging technologies are creating new lifestyles that put transportation and mobility center-
stage. This has resulted in parking trends focused on curb management strategies,
inventory/utilization space counts technology and alternative commuting/parking methods. (see
Figure 10).
These issues are not new to San Luis Obispo and some work is already underway regarding these
trends. Examples of this include: 1) we have already begun to address curbside management with
the recent proposals to address Uber/Lyft operations in the Downtown, 2) the PARCS system in
the structures is being upgraded with new payment options and pushing information to mobile
apps; 3) New EV charging stations in two public structures; and 4) shared use of the structures
include allowing overnight residential parking.
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Figure 10 – Source: 2018 Emerging Trends in Parking Survey – International
Parking Institute
As we move forward into the update of the Access and Parking Management Plan these issues
will need to be considered. There are, however, other municipalities that have confronted these
same issues. One city that shares similar visions in circulation and mode share goals to San Luis
Obispo is the City of Boulder, Colorado. Boulder recently updated its Parking Access
Management and Parking Strategy (Attachment C) to address many of the issues we now face. It
provides a detailed discussion of their efforts to identify emerging issues and refocus on
strategies to achieve their modal split objectives. This document is included as it appears to
represent an example of Best Practices in the field of parking management, particularly as it
relates to technology and other trends.
Access and Parking Management Plan Update
The following are brief discussions on some of major issues and trends that are anticipated to be
addressed in our update to the Access and Parking Management Plan.
Curbside Management Strategies
Issues regarding curbside management are not new in the determination of effective and
successful parking and access programs. However, the changing technology is establishing new
expectations and demands well beyond historical time restrictions and location. Emerging issues
such as curbside sharing, dynamic use zones, valet needs, and charging programs are now
requiring new ways of doing business to address customer and user demands.
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The National Association of City Transportation Officials (NACTO) is developing a Blueprint
for Autonomous Urbanism that:
” …lays the groundwork and sets a vision for city streets in the automated future that are
designed for people. It is rooted in our cities’ goals for building safe, accessible and
equitable communities with strong economies and vibrant communities. The ideas and vision
presented in the Blueprint adapt NACTO’s foundational principles to the rapidly changing
technology and transportation realm.”
Similar to the IPI survey results, NACTO has identified that curbside management will play a
critical role of the future particularly in limited downtown areas such as San Luis Obispo.
Curbside flex zones may play many roles in the future, from public space to loading zones that
can change at any time over the course of the year, week or even day.
Specific to San Luis Obispo, the Downtown Concept Plan (2017) proposes to change the
characteristics of many streets in the downtown area including Marsh, Higuera and Monter ey
Streets. The figure below shows one such conceptual cross section and the potential changes that
may be necessary.
Figure 11 – Downtown Concept Plan – Conceptual Street B layout
To implement the configuration noted above, or other designs which modify the existing use
areas of downtown streets, issues such as displaced parking will need to be addressed. Flexible
curbside management strategies may help alleviate some of the effects of these types of
conversion and should be analyzed in the Access and Parking Management Plan update.
Autonomous and Connected Vehicles
Much attention has been given to “autonomous vehicles (AV)” and speculation on their
disruptive impact on the transportation and parking industry. Large cities are investing in
potential integration of AV infrastructure to prepare for the eventual use of these mobility
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devices in the public realm. Substantial private investment and research is being made in AV
technology, and there is work in the regulatory, legal and transportation spheres to advance
future AV use. How and when this all transpires remains to be seen and the potential effect on
parking is debatable at this point in time.
Industry experts are concerned that if AV are ultimately used to provide additional trips without
an increased in shared trips, there could be an increase in overall trips and congestion. In other
words, if our future includes one-way trips with vehicles being dispatched home or to another
location during non-use, then Vehicle Miles Traveled (VMT) could increase in our roadway
system to the detriment of increased mobility and access. How parking programs, facilities and
transportation systems make best use of these technologies needs much investigation prior to
making significant investments or policy changes based upon supposition.
Finally, there are varied opinions on when AV ownership and use would begin to significantly
shift our driving patterns from human-operation to AV. At a recent conference of experts, it was
noted the range could be from 10-40 years, depending on a number of factors and variables.
These include perception of safety, cost, driver adaptation, social marketing, and other factors.
The New Data Driven Environment
Data and information exchange have become big business in the private and public realms and
transportation and parking is no exception. The City is spending significant funding to upgrade
the PARC’s equipment at our structures to allow the public greater access to available parking
supply, payment options and pricing strategies. The new parking management plan will need to
consider data-driven management practices and continuous real-time monitoring and reporting to
improve efficiencies and share information effectively and fairly. Potential revenue models
should be considered that help pay for and make data collections systems sustainable.
Shared Travel Options
As discussed in the curbside management section above integration, expansion and regulation of
shared access options is a future contingency that will need to be addressed. Major TNC’s such
as Uber and Lyft are indirectly and directly leading policy discussions that have local impacts.
However, there are currently fifteen (15) California Transportation Commission (CTC) approved
TNC’s that can operate in California. This does not mean that all fifteen would find a need to
operate within San Luis Obispo, but it does demonstrate that the City has little control and
influence of which TNC’s could launch services in the City or the number of businesses that may
need coordination in the public realm. Sharing the limited public spaces within the right of way
is only one issue that needs to be addressed in creating successful shared travel options for
vehicles or other devices such as bike shares. The recent proposal to bring shared, electric
scooters to San Luis Obispo and then other devices will need similar consideration to become an
effective option for success in out modal access and circulation inventory.
Other options for shared travel that has the potential to reduce overall parking demand is through
programs or incentives to encourage a variety of private and public transportation. For example,
the City could encourage sustainable transportation such as Pedi-cabs to stimulate their use and
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thus reduce the need for short Downtown car trips. Last Spring the City Manager along with
Council Members and Downtown SLO representatives attended a Main Street conference in
Walnut Creek. Walnut Creek uses parking fund revenues to enhance their downtown trolley
services and thus reduce parking demand from hotel and other areas. The Parking Fund currently
funds the Downtown Access Pass program that allows downtown employees to ride the SLO
Transit system for free. Staff is currently exploring expanded use of the Parking Fund to increase
parking reduction demand programs and will be bringing initial recommendations forward for
Council consideration at Mid-year.
The Changing State of Parking
San Luis Obispo has long had a robust Circulation Element that strives to achieve high
alternative mode percentages and integrate the various transportation functions, parking being an
integral piece of the system to achieve things such as trip reduction goals as well as accessibility
to homes, places of employment and shopping. But the role of parking in the emerging areas of
transportation is evolving.
Fortunately, the City is in a very good position to help in this evolution since parking has been
integrated with many of the other transportation modes already and is currently managed through
the Transportation Division of Public Works. Parking and access are already evolving from
primarily coordinating the movement and storage of large bulky vehicles to a systemwide,
holistic approach that achieves balanced options that provide choice, diversity and accessibility
for all users in lieu of today’s limited options for travel.
STUDY SESSION QUESTIONS FOR COUNCIL
The intent of the study session is to present a status of parking programs, projects, and issues,
seek community input on areas that require attention and policy updates. Lastly, it provides the
Council with an opportunity to provide direction for immediate issues as well as what should be
included in the scope of work for the Parking and Access Management Plan update.
There are numerous issues that have been discussed in this report however here are some of the
larger issues that Council may want to provide direction on related to parking.
1. Residential Districts/Neighborhood Wellness
The City has heard both pros and cons to changing the process for establishing and managing
residential parking districts. Changing current practice will have operational and financial issues
that would need to be addressed.
a. Should the city more proactively establish Residential Parking Districts or maintain the
current community-initiated process?
b. Should the city work with residents to consider consistent hours and days on existing and
future Residential Permit Parking Districts?
c. If substantial new districts are envisioned, what expectations exist for level of
enforcement particularly recognizing that there are current limitations on Police and
SNAP personnel for overnight enforcement?
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2. Downtown Investment and Success
a. Implementing the conceptual strategies contained in the Downtown Concept Plan will
significantly affect parking supply, how curb space is utilized and many of the current
beliefs in how people need to access the downtown area. Should a detailed
implementation plan be developed to assist in the discussion and process in educating
stakeholders of potential changes that could impact how things currently work?
b. Should other funding mechanisms be considered to help achieve parking and access goals
of downtown in lie of increased rates, fees and fines? (see question 5)
c. Should the city engage the downtown business sector with a dynamic program for
providing different trip choices for downtown employees to increase available supply for
shoppers and visitors? Do we encourage change or require the changes necessary to meet
our modal split objectives and achieve parking efficiencies?
3. Palm Nipomo Parking Structure
a. Are there any significant issues with the proposed Palm/Nipomo structure design concept
at this time? If Council wants a change in fundamental design issues, now is the time
before significant funds are spent on design and project schematics.
In January 2016 Council received a presentation on the need for the Palm-Nipomo Parking
Structure and unanimously voted to move forward with final design and environmental review.
As part of that project and due to limitations in location, adjacent existing uses, the proposed
SLO Rep Theater and other issues, the Palm-Nipomo Parking Structure is proposed as a
conventionally designed structure. EV Charging stations, IT technologies and advance PARC’s
equipment will be incorporated into the project.
Due to constraints, adaptive reuse has not been incorporated into the design because it would
lead to increased building height or significant loss of parking spaces. Adaptive reuse would
likely require all floors to be increased to ten foot minimum and overall lead to a much taller
building (10-15 feet). It is time to complete final design an approval of the project and
modifying the design will significantly delay the project. As directed by Council staff is moving
forward with the design of a conventional parking structure with the intent of looking at
adaptive reuse inside of Palm-Nipomo, adaptive reuse of the oldest parking structure (Palm 1)
would make for better investments in the long term.
4. Emerging Technologies and Investments
a. How aggressive should the City be in pursuing new forms of access and mobility? Are
there any technologies, strategies, or changes Council has seen effective in other cities to
enhance the City’s parking management program that we may not have considered?
b. Should the city aggressively invest in Bike/Share, CarShare, shuttles, a heavily marketed
program to increase pedestrian trips downtown from adjoining neighborhoods, and other
strategies? What about parking demand strategies like promoting trolleys and pedi-cabs?
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5. Sustainable Fiscal Policies – Much of the funding for parking services is currently based
upon user charges and fines and forfeitures. While it is always an option to increase rates and
fines to achieve objective rates that are set too high can be a deterrent to accessing areas of
the downtown, may push vehicles into the surrounding neighborhoods or make residential
districts too costly.
a. Should the City investigate additional financial participation in the ways we fund our
parking programs? These may include special assessment areas, private-public
participation, improvement districts or expanded in-lieu areas.
b. Do you feel the current and proposed rates can accomplish the parking management goals
of the City or do we need to look at other ways to spread the costs?
CONCURRENCES
Staff has notified several stakeholder and resident groups about the study session and solicited
feedback on issues included in this report. These included Residents for Quality Neighborhoods,
Downtown Association and Save Our Downtown, Their issues are summarized in separate
Council correspondence.
ENVIRONMENTAL REVIEW
This study session is not considered a project under the State of California Environmental
Quality Act. Individual projects and the future update to the Parking and Access Management
Plan may require individual environmental review if required under CEQA.
FISCAL IMPACT
There is no fiscal impact pertaining to the action before Council. All existing programs described
are currently funded in the Parking Enterprise Fund. Any direction provided by Council will
include follow up action items with appropriate fiscal impacts.
ALTERNATIVES
The study session does not require formal action by the Council. The issues addressed in t he
report are under the discretion of the Council and as such, the Council is at liberty to offer
alternatives to staff’s direction or proposed actions. The Council could so choose as a group, or
as individuals, to not comment on the proposed issue and instead provide feedback by other
mechanisms such as the update to the Parking and Access Management plan or in the context of
the FY 2019-21 Financial Plan process.
Attachments:
a - 2017-18 Parking Annual Report
b - International Parking Institute - Emerging Trends In Parking Survey 2018
c - City Of Boulder, Colorado - Access Management and Parking Strategy Final Report
Packet Pg. 25
Item 1
City of San Luis Obispo
Parking Services
FY 2017-18 ANNUAL REPORT
Prepared by: Parking Services, a Division of
the Public Works Department
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This page is intentionally left blank
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Moving Forward While Looking Back
As we move forward into a new fiscal year with new staff members, we are excited
to continue to provide the same high-level of services to residents, businesses, and
visitors alike.
New Parking Manager
On behalf of the Parking Services Division I am proud to present our Annual Report
for July 2017 to June 2018. I am honored to be a member of the Parking Services
team and to lead us into a new era. The Parking Services Division has not
experienced significant staff or management turnover in the past few years and this
has led to a solid team that is performing well and making significant progress on
many key projects and programs.
This report provides insight into the many different services we provide and touches
on some of the areas this division is headed. The staff of Parking Services has
achieved many goals during the past fiscal year. These accomplishments would
not have been possible without the committed and knowledgeable staff in the
Parking Services Division.
The main focus of this division is customer service while providing a parking
program that meets the needs of the City and its citizens. The staff strives to go
above and beyond the expectations of the businesses, tourists, students,
employees and the city leaders.
Parking Services has strived to improve the level and quality of service provided,
and this will continue under my leadership. I have years of experience running
successful parking programs in other cities, and my experience in conjunction with
the knowledge and experience of the staff, makes this an exciting time for our
division. We look forward to continuing to provide parking services to this great city
for many years to come.
Scott Lee
Parking Services Manager
June 2016 - present
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Table of C ontents
PAGE
GENERAL INFORMATION .......................................................................... 6
ACCOMPLISHMENTS & PARTNERSHIPS ................................................. 9
PARKING INVENTORY .............................................................................. 11
HOURS OF OPERATION ........................................................................... 13
PARKING RATES ...................................................................................... 14
RESIDENTIAL PARKING PERMIT DISTRICTS ........................................ 17
SALES & SERVICES ................................................................................. 18
PARKING ENFORCEMENT & ADJUDICATION ....................................... 19
PARKING STRUCTURE USE .................................................................... 20
PARKING/TRANSPORTATION DEMAND MANAGEMENT ..................... 21
PARKING ENTERPRISE FUND ................................................................. 22
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General I nformation
This annual parking report is presented to identify key accomplishments,
partnerships, issues, challenges, achievements, and a general “state of parking”
and access in the City of San Luis Obispo. It is the goal of this report to meet these
objectives and to provide clarity about the Parking Services Division and the
Parking Enterprise Fund. The time frame for this report is for the fiscal year
beginning July 1, 2017 until June 30, 2018.
Mission Statement
Working in partnership with the community, we
are committed to providing equitable and high-
quality parking services to the citizens, visitors,
and businesses in the City of San Luis Obispo
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Parking Guiding Principles
• Support the commercial core as a viable economic and cultural center while
preserving its historic character.
• Support the goals of the Conceptual Physical Plan for the City’s Center.
• Provide parking in the commercial core for visitors and employees.
• Reduce the demand for employee parking through various programs such as
carpooling, vanpools, transit subsidies, and bicycle and pedestrian systems
development.
• Support the transportation strategy presented in the General Plan Circulation
Element.
• Support the residential component of mixed-use development downtown as
presented in the Land Use Element.
• Carry out the actions described in the Access & Parking Management Plan within
budget constraints and be consistent with Financial Plan goals and policies that
are updated every two years.
• Neighborhood Wellness
Background
Public parking has been organized in the City of San Luis Obispo since 1947 when
parking meters were first introduced as a method of managing parking in the city.
The main management and enforcement of parking was moved from the Police
Department to Public Works in the 1980s. Since that time the management,
operation, and substantial enforcement of parking has been its own division.
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City of San Luis Obispo Organization Chart
Parking Services Organization Chart
Citizens
Mayor & City Council
City Manager
Public Works
Transportation
Parking Services
Parking
Services
Manager
Parking
Services
Supervisor
Parking
Coordinator
Booth Attendants
(12.0 FTE)
Parking
Enforcement
Officers
(4.0 FTE)
Parking Meter
Repair Worker
Supervising
Administrative
Assistant
Administrative
Assistants
(2.0 FTE)
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Accomplishments &
Partnerships
2017-18 Accomplishments
1. Operationalized new Parking Enforcement Management System (PEMS)
2. Implemented the new License Plate Recognition (LPR) system to assist in
enforcement and data collection which will link with new PEMS system.
3. Completed Structural Assessment and Maintenance Report for all three public
parking structures.
4. Began installation of the new Parking Access and Revenue Control System
(PARCS) in all three parking structures
5. Authored new City policy on the use of License Plate Recognition systems and
scheduled adoption for July 2018.
6. Entered into new service contracts for Structure and Lot cleaning and
maintenance.
7. Worked with PG&E to coordinate new EV charging stations in two parking
structures to meet public needs and City fleet needs. Preliminary designs are
complete, and installations projected for winter 2018/19.
8. Implemented new rate structure in January 2018 to assist in funding services and
future Palm – Nipomo Parking Structure.
9. Completed environmental review of the Palm-Nipomo Parking structure project
and scheduled review by Council in July 2018.
10. Opened new Park and Ride lot at Calle Joaquin and US 101.
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Partnerships
Parking Services Division actively partners with local groups to improve the level
of service for the community.
Parking
Services
San Luis
Obispo
Downtown
Association
San Luis
Obispo
Chamber of
Commerce
Resident
Groups
The Railroad
Square
Parking
Group
The
Neighbor-
hood
Services
Team
Cal Poly San
Luis Obispo
University
Police
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Parking Inventory
Parking Services manages three different types of public parking in the City: on-
street parking, surface lot parking, and structure parking. On-street parking is
comprised of all metered parking spaces in the downtown area. Surface lot parking
is comprised of all metered and permitted parking spaces available to the public.
Structure parking is comprised of all the parking spaces (excluding handicap
spaces).
There is an additional surface parking lot on Mill Street; however, the lot is
comprised of only six parking spaces and is currently leased for use by the
adjacent commercial property. The following breakdown of the number of parking
spaces by type of parking does not include the six additional parking spaces.
Total Number of Parking Spaces
Type of Parking No. of Spaces
Parking Lots 545
On-Street Parking 1,147
Parking Structures 1,177
Totals:2,869
19%
40%
41%
Parking Lots
On-Street
Parking
Structure
Parking
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Surface Lot Parking
Location Address Meters Disabled Permit Reserved M/C Total
Lot 4 860 Pacific 47 5 6 5 8 71
Lot 8 990 Palm 2 38 7 1 48
Lot 9 680 Monterey 19 2 4 25
Lot 10 640 Higuera 27 2 29
Lot 14 630 Palm 77 2 79
Lot 15 699 Monterey 12 12
Old Library 888 Morro 9 9
R/R Square 11 249 7 5 272
Totals:182 24 293 32 14 545
Structure Parking
Downtown Area On-Street Parking
Location Opened Cost (in Millions) No. of Spaces
842 Palm 1988 $3.7 415
871 Marsh 1990 $4.4 252
Expansion 2002 $7.6 268
919 Palm 2006 $12.2 242
Totals: $27.9 1,177
Street Qty. Street Qty.
Broad 59 Morro 93
Carmel 11 Nipomo 57
Chorro 47 Osos 73
Garden 48 Pacific 67
Higuera 196 Palm 137
Marsh 160 Pismo 39
Mill 28 Santa Rosa 12
Monterey 73 Toro 47
Subtotal: 622 Subtotal: 525
Totals: 1,147
Note: construction in the
Downtown has displaced
certain parking spaces during
FY 2017-18 that are not
reflected in this table.
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Hours of Operation
Parking Services hours of operation vary depending on the type of service. In 2012
operating hours for parking lots, parking structures, and on-street parking were
expanded to include Sunday afternoons from 1:00 pm to 6:00 pm.
Parking Lots and On Street Meters
9:00 am to 6:00 pm Monday to Saturday
1:00 pm to 6:00 pm Sunday
Parking Structures
• 842 Palm & 919 Palm 8:00 am to 7:00 pm Monday to Wednesday
8:00 am to 11:00 pm Thursday to Saturday
1:00 pm to 6:00 pm Sunday
• 871 Marsh 8:00 am to 10:00 pm Monday to Wednesday
8:00 am to 11:00 pm Thursday to Saturday
1:00 pm to 6:00 pm Sunday
Parking Services Office
8:00 am to 5:00 pm Monday to Friday
871 Marsh St. Parking Structure
919 Palm St. Parking Structure
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Parking Rates
Parking rates are used to manage different types of parking. As an example, on-
street metered parking in the “Super Core” is $1.75 per hour for a limit of 2 hours
to accommodate short-term parking in high demand areas. Whereas on-street
metered parking outside of the downtown core is $1.00 per hour for a limit of 10
hours to accommodate long-term parking.
Metered Lots and On-Street Rates
• 2-Hour Super Core Meters $1.75 an hour
• 2-Hour Core Meters $1.50 an hour
• 10-Hour Non-Core Meters $1.00 an hour
• Motorcycle Meters $0.60 an hour
Structure Rates
• 1st 60 Minutes Free
• $1.25 an Hour or fraction thereof
• $12.50 Daily Maximum
• Proxcard Rates
– All Structures $85 a month, $255 a quarter
Permit Rates
• 10-Hour Meter $60 a month
• 10-Hour Downtown Residential $10 a year
• Commercial Loading Zone $60 a year
• Residential Parking District Permit $10 a year
• Replacement of Residential Parking
District Permit $15 for the 1st, $25 thereafter
Other Parking Rates
• Construction Meter Bag $20 per meter per day
• Meter Cash Key Deposit $25 (Refundable)
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• Validation Stickers/Tokens 40% discount off hourly rate in
each of the parking structures
• Parking In-Lieu Fees New Construction
$19,588 per space
$9,794 per space community
partners
Occupancy Change
$4,897 per space
$2,448 per space community
partners
Fees shown are FY 2017-18
only. Fees will be increased
in July 2018 based upon
CPI.
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Downtown Parking Rate Zone Map (Updated Fall 2018)
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Residential Parking Permit Districts
Beginning in the late 1970s Parking Services began implementing and enforcing
residential permit parking districts. The City has 10 Residential Parking Permit
Districts (RPPDs) that were formed at the request of residents living at these
locations. The newest RPPD was approved by City Council July, 17th 2018 and will
take effect September, 15th 2018.
Residential Permit Parking Districts
Residential Parking Citation Statistics
In 2017-18, the two most common citations issued in residential areas of the City
were:
a. No Residential Permit violations (Failure to display a valid
residential parking permit)
b. Overtime Parking violations (Parking beyond the posted time
limit)
District Date of
Origin
No. of
Households
No. of
Permits
Linear
Feet
Days of
Enforcement Hours of Enforcement
Alta Vista Aug. 1979 175 350 16,612 Mon – Fri 2am-5pm & 2am-10pm
South
Tassajara Oct. 1994 56 112 4,777 Mon – Sun 24hrs & 10pm-6am
Parkview Apr. 1996 144 288 10,860 Mon – Sun 12am-7am
Monterey
Heights May 1997 162 324 15,480 Mon – Fri 2am-10pm
College
Highlands Feb. 2001 143 286 10,960 Mon – Sun 10pm-10am
Ferrini June 2003 20 40 1,100 Mon – Sun 12am-5pm
Murray May 2004 32 64 1,519 Mon – Fri 8am-5pm
Palomar-
Serrano June 2005 43 86 1,925 Mon – Sun 10pm-6am
Mission
Orchard May 2014 67 134 1,054 Mon – Fri 6am-6pm
Anholm
Area July 2018 47 94 2,800 Mon – Sun 8am-3am
Totals: 889 1,778 67,087
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Sales & Services
Parking Services administrative staff interacts with customers, residents, and
visitors through front counter transactions, phone calls, mail, and email.
Administrative staff also process administrative parking citation reviews, direct
individuals to appropriate city departments, and distribute parking information;
which are not reflected in the summary of transactions. Though the information
shown is sale transactions, providing superior customer service is the main focus.
Several other city offices will accept parking fine payments, but the majority of
transactions occur at the Parking Services office.
The cash register transactions shown below include all the transactions completed
by the various city offices. The breakdown of the transactions shown below, by
type, include some of the more popular transactions that take place at the Parking
Services office front counter.
Cash Register Transactions
There were 10,117 cash register transactions in 2017-18
Transactions by Type
• 10-Hour Monthly Meter Permits 5,744
• Residential Parking Permit Districts 1,485
• Parking Validations / Tokens (100 Hours each) 151
• 10-Hour Residential Parking Permits 54
• Cash Keys sold 24
• Commercial Loading Zone Permits 94
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Parking Enforcement &
Adjudication
Parking Enforcement Officers perform multiple service roles for the City. In addition
to enforcing parking violations, they act as ambassadors providing directions,
finding lost vehicles, assisting the City’s Police Department, and providing
suggestions and locations of various downtown businesses.
Philosophy of Parking Enforcement
An effective Parking Services program must protect and fairly apportion parking
spaces for all legitimate users by ensuring that those who violate parking
regulations are: held accountable for doing so, encouraged to comply with existing
regulations, and discouraged from parking over the time limit.
Parking fines for non-payment of citations must be high enough to discourage
violators from being habitual offenders, but not so punitive as to create an
economic disincentive to park downtown.
Parking Enforcement Officers Statistics
• Number of parking citations issued 23,686
Parking Adjudication (§ 40215 California Vehicle Code)
• Administrative Reviews 1,732
% Dismissed 36%
• Administrative Hearings 115
% Dismissed 36%
Parking Fine Collection Rate
• 2017-18 Collection Rate 92% (est.)
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Parking Structure Use
Parking structure usage differs based on several variables including: day of week,
time of year, and by individual parking structure. The 1st hour of structure parking
is free as a way to incentivize downtown guests to use the structures as opposed
to on the street or in the parking lots. Monitoring parking structure usage helps
Parking Services staff track parking trends over the life of the structures, identify
peak parking demand times, and account for revenue generated by the structures.
842 Palm Street (415 public parking spaces)
• Annual revenue of daily parkers $335,935
• Average Daily Revenue $ 920
• Average Occupancy Rate * 52%
• Daily average of cars parked * 588
• Annual cars parked * 195,783
871 Marsh Street (520 public parking spaces)
• Annual revenue of daily parkers $752,058
• Average Daily Revenue $2,060
• Average Occupancy Rate * 65%
• Daily average of cars parked * 1,458
• Annual cars parked * 478,975
919 Palm Street (192 public parking spaces)
• Annual revenue of daily parkers $389,184
• Average Daily Revenue $1,066
• Average Occupancy Rate * 84%
• Daily average of cars parked * 617
• Annual cars parked * 203,914
* Based on FY 16-17 data
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Parking/Transportation Demand
Management
Parking and transportation demand management is part of a city-wide effort to
alleviate the negative impacts of vehicle use by supporting and increasing
residents’ access to alternative forms of transportation. For more information on
parking and transportation demand management initiatives, please see the City’s
2011 Access and Parking Management Plan.
Parking Demand Reduction Initiatives
a. Funding of the SLO Transit Downtown Access (bus) Pass
b. City’s Trip Reduction Program
c. Providing reserved spaces at no charge for carpools at 842 Palm
Street Structure
d. Ride-on dedicated spaces with free 10-hour meter permits
e. One car share vehicle parking space in City Hall lot
f. Bicycle Coalition rental exchange at 860 Pacific Street
g. Downtown commuter bicycle locker parking program
h. Reserved juror parking in 842 Palm Street Structure
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Parking Enterprise Fund
In 1975, the Parking Enterprise Fund was established to account for parking
revenues and expenditures separate from the General Fund.
Parking Enterprise Fund Fiscal Policies
a. Under generally accepted accounting principles, different types of
governmental activities are accounted for differently depending on their
purpose.
b. Each fund exists as a separate financing entity from other funds, with its
own revenue sources, expenditures, and fund equity.
c. The City will set fees and rates at levels which fully cover the total direct
and indirect costs including: operations, capital outlay, and debt service.
d. The City will review and adjust enterprise fees and rate structures as
required to ensure that they remain appropriate and equitable.
e. All parking fine revenues will be allocated to the Parking Enterprise
Fund, except for those collected by the Police Department (who are
funded by the General Fund) in implementing neighborhood wellness
programs.
f. The City will maintain a minimum fund balance of at least 20% of
operating expenditures in the Parking Enterprise Fund.
g. The City will set enterprise fund rates at levels needed to fully cover debt
service requirements, as well as, operations, maintenance,
administration, and capital investment costs. The ability to afford new
debt for enterprise operations will be evaluated as an integral part of the
City’s rate review and setting process.
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Parking Revenues
Parking Services is funded through multiple revenue sources with over one-quarter
from on-street metered parking alone. The only major difference from 2015-16
fiscal year is the significant increase in long-term parking revenue. Long-term
parking revenue includes: cash keys, 10-hour meter permits, Proxcard,
commercial loading zone permits, etc.
Parking Services oversees 15,000 sq. ft. of retail space, 5,300 sq. ft. of office
space, and three residential parcels located in the downtown area. The retail space
and office space contribute to the Parking Fund as part of the Leases revenue
type.
Operating Revenue Sources
Parking Revenue Source Amount %
Meters 1,775,860$ 32.03%
Structures 1,484,631$ 26.78%
Long-Term 863,916$ 15.58%
Fines 620,665$ 11.19%
Leases 480,222$ 8.66%
Investment and Property 168,044$ 3.03%
In-Lieu Fees 149,215$ 2.69%
Other 2,172$ 0.04%
5,544,725$ 100%
32%
27%
15%
11%
9%
3%3%0%Meters
Structures
Long-Term
Fines
Leases
Investment and Property
In-Lieu Fees
Other
Annual parking in-
lieu fees can vary
widely depending
upon development
in the downtown
area.
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Parking Expenses
Staffing costs, including benefits, accounts for 41% of the total Operating
Programs expenses for the 2017-18 fiscal year. Much of this cost is staffing of the
booth attendants for the parking structures. Contract services include such items
as: security, coin collection, elevator maintenance, citation processing, and
document management; accounts for 21% of the total Operating Programs
expenses. Contract Services is down from the previous fiscal year as a result of
lot closures.
Operating Expense Sources
Operating Programs Amount %
Salaries and benefits 1,225,364$ 40.98%
Supplies and Maintenance 271,775$ 9.09%
Contract services 638,177$ 21.34%
General Government 622,189$ 20.81%
Credit Card Fee 75,190$ 2.51%
One Time Only 157,644$ 5.27%
2,990,339$ 100%
Capital Programs Amount %
Depreciation 571,435$ 24.17%
Capital Improvement Projects 825,000$ 34.90%
Debt Service 967,372$ 40.92%
2,363,807$ 100%
“One Time” only
costs reflect the
Parking Fund’s
investment in the
new City enterprise
software system
known as Motion.
41%
9%
21%
21%
3%5%
Salaries and benefits
Supplies and
Maintenance
Contract services
General Government
Credit Card Fee
One Time Only
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Item 1
If you have any further questions and or inquirers regarding the
Parking Services Division, please email us at parkinginfo@slocity.org
or call 805-781-7230
Thank you for reading our Annual Report!
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Item 1
2018 Emerging Trends in Parking
Report on a survey conducted by
the International Parking Institute
It’s All About the Curb
New lifestyles put transportation and mobility
center-stage, shining a spotlight on curb management,
alternative commuting methods, and parking.
parking.org
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It’s All About the Curb
New lifestyles put transportation and mobility center-stage, shining a spotlight on curb
management, alternative commuting methods, and parking.
The future everyone’s been talking about is closer
than ever: The way we get around has shifted
with the introduction of Uber, Lyft, convenient bike
networks, and effective and pleasant mass-transit
systems; transportation methods are interconnected
and interdependent; and mobility choice is a big
priority with a growing preference against driving
alone. According to the International Parking
Institute’s 2018 Emerging Trends in Parking Survey,
professionals in parking, transportation, and mobility
are making huge shifts in their organizations’
priorities and the way they do business.
First bit of proof? Survey respondents—62 percent of them—point to the explosive growth of ride-hailing/transportation network
companies (TNCs). Other factors behind the shift, say respondents (many of whom work in municipalities and universities),
include the desire for more livable, walkable communities (45 percent), increased traffic (42 percent), changes in commuting
choices (35 percent), urban density (31 percent), and mindfulness of environmentally friendly choices and sustainability.
Transformative Technology
Parking technology remains a game-changer and
tech-based trends include the prevalence of mobile
apps that provide real-time information on pricing
and availability (nearly 50 percent), technologies
that improve access control and payment (47
percent), and demand for guidance systems that
help drivers find parking (43 percent). Many of
these technology improvements dovetail with the
parking industry’s drive to make parking more
environmentally sustainable by reducing the
time it takes to find parking, decreasing fuel
consumption and fuel emissions.
About 40 percent of respondents report noticing increased collaboration between parking, transportation, and decision-
makers as the landscape shifts. That’s a trend the CEO of the International Parking Institute, Shawn Conrad, CAE, welcomes.
“Successful projects depend on collaboration,” Conrad says. “Too often, challenges that could have been avoided by tapping
into parking expertise early in the planning process create headaches down the road.”
What Societal Changes are Influencing Parking?
62%
44%
41%
35%
31%
25%
18%
Increased use of ride-hailing/
transportation network
companies (Uber/Lyft)
Desire for more livable,
walkable communities
Increase traffic congestion
Change in ways people
commute to work
Increased density in urban areas
Focus on the environment
and sustainability
Autonomous vehicles
Need for curb management strategies
Prevalence of mobile applications
Technologies to improve accesscontrol and payment
Demand for guidance systems to helpdrivers find parking
Collaboration between parking,
transportation, and decision makers
Need to accommodate electricvehicles/charging stations
Demand for electronic(cashless) payment
Anticipating the effects of
autonomous vehicles
Pressure to maintain existing parkingrevenues in the face of mobilityand transportation options
Shared use of parking facilitiesby different users 25%
26%
30%
38%
39%
41%
43%
46%
49%
52%
Top Emerging Trends in Parking
What societal changes are influencing parking?
What are the Top Emerging Trends in Parking
Note: Percentages for certain charts may add up to more than 100 percent because multiple
responses were accepted.
1 Packet Pg. 52
Item 1
More than Parking Cars
The survey reinforces the hugely transformed role of parking
professionals into transportation experts. They are coordinating
car-sharing services (48 percent), operating shuttles (45
percent), and collecting data to influence service and policies
(44 percent). Many work to improve access for cyclists through
bicycle improvements (43 percent), bike-sharing (40 percent),
and bike/transit integration (36 percent); they’re also
focused on easy access for pedestrians (35 percent).
Even industry titles have changed; nearly 44 percent note
their department/entity names encompass both parking and
transportation, and 32 percent of departments have been renamed
in the past five years. Nearly 60 percent identify as “parking, transportation,
and mobility professionals” and more than 50 percent agree that perceptions of
their profession have improved during the past five years, as more planners,
architects, and decision-makers realize the importance of parking expertise at
the earliest stages of a project. Some 69 percent would encourage students to
pursue parking-industry careers.
Encourage a
career in parking
Would not
recommend a
career in parking
Not sure
20%
69%11%
Bike/transit integration 35%
Marketing programs 36%
Pedestrian
improvements
36%
Shared parking29%
Guaranteed ride home
22%
Commuter trip
reduction programs
19%
Bike-sharing 39%
Alternative
work schedules25%
Specialevents 43%
Bicycleimprovement 43%
Traffic calming25%
Car-sharing 48%
Transit improvements34%
Park and ride32%
Access restrictions/
management22%
Shuttle services 45%
Data collection 44%
Security improvements33%
Accommodating
TNCs* (Uber/Lyft)29%
25%
18%
How Parking Professionals self-identity:
60%
14%
14%
6%
5%
Parking, transportation,
and mobility professional
Parking and
transportation professional
Mobility professional
Parking professional
Transportation professional
Would you recommend a career in parking?
Beyond Parking Cars:
Parking is about
Transportation
and Mobility
Which of the following best describes the parking
professional of the future?
Have perceptions of parking changed
in the past five years?
1%
Perceptions
have improved
Perceptions are
about the same
Perceptions
are worse
No opinion
13%
32%
54%
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Item 1
Paving the Way for Autonomous Vehicles
Nearly all respondents agree that autonomous vehicles
will have a significant effect on parking, transportation,
and mobility, but opinions vary from there. About
60 percent believe autonomous vehicles will create
congestion at pick-up and drop-off areas, but 45 percent
feel consumer reluctance will delay the cars’ widespread
adoption. About 20 percent predict many more
autonomous vehicles on the road within five years;
others feel that change may take 10 (30 percent),
20 (17 percent), or 15 years (16 percent). More
than 60 percent predict parking lots and garages will
become transportation hubs where people park cars
before selecting other transportation options for the
last leg of their trip.
All that said, respondents are skeptical that driving
and the need for parking will disappear in the near
future. As evidence, 60 percent say many business
owners believe most of their customers drive and
require close parking access.
“Making parking frictionless so people can more
easily get where they want to go is our goal,”
explains Conrad. “We can’t predict the future, but
parking, transportation, and mobility professionals
are uniquely positioned to navigate the road ahead.”
Beyond 30 years
30 years
Already having
an impact
15 years
20 years
5 years
10 years 30%
20%
17%
16%
5%
4%
4%
How soon will autonomous vehicles have a
significant effect on parking, transportation,
and mobility?
What will be the effect of autonomous vehicles?
Top Five Answers:
What challenges are you facing regarding mobility options as an alternative to parking?
Top Seven Answers:
1. Congestion created at pick up/drop off areas. 63%
2. Parking lots and garages will become transportation
hubs where people park and then have a selection
of other options for the last leg of their trips.
57%
3. Consumer reluctance to use autonomous vehicles
will slow their widespread adoption. 45%
4. Reduced parking revenue. 38%
5. Vehicle manufacturers will produce much more
fuel-efficient and lower-cost traditional-vehicle
options so consumers will choose to continue to drive.
34%
1. Many businesses are convinced the majority of their customers drive and need
proximate parking access. 60%
2. We still need places to load/unload people and goods and can’t simply remove all parking/access. 56%
3. Our customers do not want options; they drive their own vehicles. 48%
4. Parking is the funding source and any alternatives offered reduce parking revenue. 41%
5. Our operation has no funding for alternatives. 30%
6. We are required to use a portion of our revenue to fund alternatives but our customers are not
fully using the alternatives we bring to our operation. 27%
7. We are being overrun by ride-share or other mobility services because we do not yet have policies
or infrastructures in place to manage them or we are unable to require them to comply with policies. 26%
3 Packet Pg. 54
Item 1
Common Parking Problems and Mistakes
What is the most common parking operations, design, or management problem or mistake
you’ve encountered that you feel could have been avoided had competent parking expertise
been used?
This question was open-ended. The most common responses fell into a few broad categories:
p Not having a parking expert involved in the beginning of project.
p Not looking at transportation, parking, and mobility as one large connected picture.
p Not fully considering the experience of the customer/driver.
p Not keeping up with rapidly changing advances in parking technology.
p Not using proper signage for wayfinding.
p Not utilizing data to make decisions.
p Not investing in professional development and training of staff.
A sampling of responses:
“Underestimating the strategic importance of parking, mobility, and access management.”
“The improper use of technology either in the design phase, or as an enhancement.”
“Ingress and egress issues that cause conflicts with pedestrians or other vehicles.”
“Underestimating the need to have parking rates keep pace with costs and capital maintenance requirement.”
“Offering free parking in a high-demand situation.”
“Number, placement, slope, and visibility of garage entrances.”
“Planning multiple large events in the same area with conflicting times.”
“Poor directional/wayfinding signage within a facility.”
“Taking a one-size-fits-all approach to parking planning and design.”
“Not utilizing mixed use parking.”
“Short-term build mentality.”
“Focusing on form at the expense of function.”
“Poor planning of entrances and exits.”
“Use of too many reserved parking spaces.”
“Not realizing that parking is part of economic development.”
“Failure to plan for the future.”
“Poor lighting.”
4
Most commonly
cited mistake?
“Not having a parking
expert involved at
the beginning of
a project.”
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Item 1
parking.org
Survey Methodology
The 2018 Emerging Trends in Parking Survey was distributed to members of the International Parking
Institute, the world’s largest association of parking, transportation, and mobility professionals. The vast
majority of respondents were parking and transportation managers, consultants, department heads,
owners and operators who are involved in the planning, design, management, and operations of parking
for municipalities, colleges and universities, airports, hospitals, retail, sports and entertainment venues,
and corporations. Results were tabulated and analyzed by the Washington, D.C.-based Market Research
Bureau, an independent consultancy. Questions on the survey related to accessible parking and disabled
placard abuse will be reported separately by the IPI-led Accessible Parking Coalition.
This report may be downloaded at parking.org
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ACCESS MANAGEMENT
& PARKING STRATEGY
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Throughout this report, this icon indicates an area of text that contains
additional resources. Simply click on the underlined text, and you will be
redirected to a web page or a PDF document outside of this report.
Table of Contents
3 . . . . . . . . . .Acknowledgments
4 . . . . . . . . . .Introduction to AMPS
6 . . . . . . . . . .Guiding Principles
10 . . . . . . . . .Public Involvement
14 . . . . . . . . .“AMPS in Action” Case Studies
28 . . . . . . . . .Performance Measures
30 . . . . . . . . .Accomplishments & Ongoing Work
34 . . . . . . . . .Preparing for the Future
Acknowledgments
City Council
Planning Board
Transportation Advisory Board
Environmental Advisory Board
Boulder Junction Access District
Parking Commission
Boulder Junction Access District
Demand Management Commission
Downtown Management Commission
University Hill Commercial Area
Management Commission
Consultant Support
Kimley-Horn and
Associates, Inc
Vanessa Solesbee
Dennis Burns
Brett Wood
Chuck Reedstrom
City Staff
MANAGEMENT AND ADMINISTRATION
Jane S . Brautigam—City Manager
Mary Ann Weideman—Deputy City Manager
Sandra Llanes—Senior Assistant City Attorney, City
Attorney’s Office
COMMUNITY VITALITY
Molly Winter—Executive Director, Community Vitality
Melissa Yates—Manager, Access and Parking,
Community Vitality
Donna Jobert—Financial Manager, Community Vitality
Lane Landrith—Business Assistance and Special Events
Coordinator, Community Vitality
Sarah Wiebenson—Coordinator, University Hill
Redevelopment
Nathan Wolfe—Supervisor, Parking Enforcement,
Community Vitality
TRANSPORTATION
Michael Gardner-Sweeney—Director of Public Works
for Transportation
Kathleen Bracke—GO Boulder Manager, Transportation
Chris Hagelin—Senior Transportation Planner,
Transportation
Randall Rutsch—Senior Transportation Planner,
Transportation
David “DK” Kemp—Senior Transportation Planner
Jean Sanson—Senior Transportation Planner
Bill Cowern—Principal Traffic Engineer
HOUSING AND SUSTAINABILITY
Jay Sugnet—Senior Planner, Boulder Division of Housing
Karl Guiler—Senior Planner, Planning, Housing and
Sustainability
Elaine McLaughlin—Senior Planner, Planning, Housing and
Sustainability
COMMUNICATIONS
Ben Irwin—Manager, Communications
Lisa Smith—Specialist, Communications
Deanna Kamhi—Specialist, Communications
Fox Tuttle Hernandez,
RRC
Bill Fox
Carlos Hernandez
UrbanTrans North America
Matthew Kaufmann
Ulla Hester
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Introduction
to AMPS
The City of Boulder is a recognized national
leader in providing a variety of options for
access, parking, and transportation. To support
community’s social, economic, and environmental
goals, Boulder acknowledges the need to
continuously innovate and prepare for a world
that is rapidly changing. In early 2014, an
interdepartmental team of city staff began a new
project called the Access Management and Parking
Strategy or AMPS.
The purpose of AMPS was to develop a process
through which city staff, leadership, boards/
commissions, and the community at large could work
collaboratively to continuously improve Boulder’s approach
to multimodal access and parking management across
the city and within special districts, such as Downtown
Boulder, Boulder Junction, and University Hill . AMPS was
designed as a “lens” through which existing and future
access management policies and practices could be
evaluated to develop context-appropriate strategies, using
the existing districts as models for other transitioning areas
within the community . The work done as part of AMPS also
acknowledged numerous past, current, and anticipated
planning efforts and initiatives, such as the Sustainability
Framework, the Boulder Valley Comprehensive Plan
Update, the Transportation Master Plan, the Economic
Sustainability Strategy, and the Climate Commitment .
PROJECT GOALS
Define priorities and develop overarching policies,
tailored programs, and tools to address citywide access
management in a way that supports the community’s
social, economic, and environmental sustainability
principles .
Create a state-of-the-art parking management and
multimodal access system for Boulder that works well
for people of all ages and abilities .
Evolve and continuously improve citywide access and
parking management strategies and programs tailored
to address the unique character and needs of the
different parts of Boulder .
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PEARL DIAGONAL9
3
/
B
R
O
A
DW
A
Y
US
3
628th ARAPAHOE
FOOTHILLSAccess Management
& Parking Strategy
Boulder is a national leader in providing options
for access, parking and transportation. To support
the community's social, economic and environmental
goals, it is important to create customized solutions
that meet the unique access goals of Boulder’s
diverse districts, residential and commercial.
AMPS: A balanced approach to enhancing
access to existing districts and the rest of the
community by increasing travel options — biking,
busing, walking and driving — for residents,
commuters, visitors and all who enjoy Boulder.
Longmont
LafayetteNederland
Golden
Denver
mixed use
neighbor-
hoods
• North Boulder
historic
commercial
• Downtown
• University Hill
residential
• Mixed Use
• Multi-Family
• Single-Family
office park
• East Arapahoe
• Flatirons Park
transit
oriented
development
• Boulder Junction
Depot Square
suburban
commercial
• 29th Street
• Table Mesa
• BaseMar
Lyons
district
management
codepricing
TOOLS FOR CHANGE
technology parking
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options
minute
neighborhood
15Mixed-income, mixed-use
neighborhoods where residents
can easily walk or bicycle to meet
all basic daily, non-work needs.
bouldercolorado.gov/amps
PROVIDE FOR ALL TRANSPORTATION MODES: Support a balance
of all modes of access for a safe transportation system . Modes
include pedestrian, bicycle, transit, and multiple forms of motorized
vehicles—with pedestrians at the center .
CUSTOMIZE TOOLS BY AREA: Use a toolbox with a variety of
programs, policies, and initiatives customized for the unique needs
and character of Boulder’s diverse neighborhoods, both residential
and commercial .
SUPPORT A DIVERSITY OF PEOPLE: Address the transportation
needs of different people at all ages, stages of life, and mobility
levels—residents, employees, employers, seniors, business owners,
students, and visitors .
SEEK SOLUTIONS WITH CO-BENEFITS: Find common ground and
address trade offs between community character, economic vitality,
and community well-being . Seek elegant solutions—those that
achieve multiple objectives and have co-benefits .
PLAN FOR THE PRESENT AND FUTURE: While focusing on
today’s needs, develop solutions that address future demographic,
economic, travel, and community design needs . Align with Boulder ’s
master plans, including the updated Transportation Master Plan, the
Climate Commitment and Sustainability Framework .
CULTIVATE PARTNERSHIPS: Be open to collaboration and public-
private partnerships to achieve desired outcomes .
GUIDING PRINCIPLES
At the outset of the project, a interdepartmental
AMPS Steering Committee was created that
included representation from Community Vitality,
Transportation, Planning, and Communications.
The first task of this Steering Committee was to
define a set of high-level Guiding Principles to
serve as a shared vision for the work done as part
of AMPS.
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PHASE 1 (2014)
ORGANIZATION &
BASELINE ASSESSMENT
• Project initiation
• Creation of interdepartmental AMPS Steering Committee
• Background research and planning
• Development of Guiding Principles
• Identification of Focus Areas
• Best practices and peer/aspirational city research
PHASE 2 (2015)
PUBLIC INVOLVEMENT & TARGETED
PROJECT WORK BY FOCUS AREA
• Multiple rounds of internal and external
stakeholder outreach
• Staff workshops
• Board/Commission presentations and meetings
• Project open houses
• City Council feedback and direction
• Online engagement opportunities
• Focus Area project work
(See pg. 30 for a complete list of accomplishments)
PHASE 3 (2016–2017+)
PROCESS DEFINITION &
MEASURING PROGRESS
• Documentation of AMPS Process and
Operational Path (See pg. 15)
• Identification of Performance Measures (See pg. 28)
• Presentation of AMPS Final Report to community
stakeholders and city leadership
• Development of online AMPS Resource Library
BEST PRACTICES SUMMARY
The first activity for the AMPS
Steering Committee was to
develop a visionary set of Guiding
Principles, define Key Focus
Areas, and conduct best practice
research .
FOCUS AREAS: Tools for Change
Using the Guiding Principles as a framework, the Steering Committee developed the
following six Focus Areas (Tools for Change) to organize the work done as part of
AMPS . 1DISTRICT MANAGEMENT: Address the enhancement and
evolution of existing access and parking districts, and the
consideration of new districts . Develop a toolkit of policies,
implementation strategies, and operational procedures to assist in the
creation of new districts .
2ON- AND OFF-STREET PARKING: Investigate potential
policy developments and changes regarding the use of
on-street public parking, such as parking for people with disabilities,
loading zones, time restrictions, car share parking, electric vehicle
(EV) parking, neighborhood permit parking, and the re-purposing
of parking spaces for bike parking or parklets . Include all surface
lots and parking garages that are city-owned and managed in the
off-street analysis .
3TRANSPORTATION DEMAND MANAGEMENT (TDM): Explore
existing and new/future programs, policies, and incentives to
increase travel options and reduce single-occupant vehicle trips .
4TECHNOLOGY AND INNOVATION: Assess parking garage
access equipment and internal systems used for permitting
and reporting . Ensure systems are compatible and can “talk” to
one another to streamline processes and create efficiencies . Explore
customer-focused technology to make parking more convenient,
lessen unnecessary driving, promote mobility as a service (i .e .,
Transportation Network Companies [TNCs]), and provide integrated
access to multimodal options . Prepare for autonomous vehicles, in
both policy and physical infrastructure .
5CODE REQUIREMENTS: Explore needed updates to the land use
code for citywide parking requirements and identify longer-term
code changes to ensure responsiveness to changes in travel behavior,
such as increased bicycle and transit use .
6PARKING PRICING: Review and analyze the relationship of
parking pricing and enforcement fees through researching
comparable cities . Analyze options, including variable and
performance-based pricing and graduated fines . Refocus parking
management activities to emphasize proactive education, customer
service, and regulation to better serve the community .
district
management
codepricing
TOOLS FOR CHANGE
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AMPS Best Practices and
Peer City document
ACCESS MANAGEMENT & PARKING STRATEGY
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INTERNAL GROUPS
• City staff
• Boards & Commissions
• City Council
AMPS STAKEHOLDER GROUPS
EXTERNAL GROUPS
• District-specific residents
• Boulder residents
• Regional transportation partners (i .e ., RTD)
• Commuting workforce
• University of Colorado Boulder (CU Boulder)
• Visitors and tourists
• Neighborhood advisory groups (i .e ., HOAs,
property owners, and business leaders)
Designing a comprehensive and inclusive public
involvement process was a foundational element
of AMPS. The public involvement philosophy
for AMPS was grounded in two of the Guiding
Principles: Support a Diversity of People and
Customize Tools by Area. It was recognized early
in the AMPS project that public involvement efforts
would need to be phased, tailored, and flexible so
that both internal and external stakeholder groups
would have multiple opportunities to learn, digest,
respond to, and assimilate information provided by
city staff and consultant teams.
A variety of public involvement strategies and activities have been
employed to inform, educate, and engage the community . Outreach
activities for the AMPS project were conducted from Summer 2014 through
Spring 2017 .
Public Involvement
IN-PERSON STRATEGIES
Presentations to Community Groups
• Downtown Boulder Partnership
• Downtown Boulder Business
Improvement District
• The Hill Boulder
• Frasier Meadows
• Senior Services Advisory Board
• Better Boulder
• Code for America
• Commercial Brokers of Boulder
• Boulder Tomorrow
• PLAN Boulder County
• Open Boulder
Presentations to Boards and Commissions
• Boulder Junction Access District
• Downtown Management Commission
• Planning Board
• Joint Board Workshops
• University Hill Commercial Area
Management Commission
• Transportation Advisory Board
• Environmental Advisory Board
“Coffee Talks”
• Gunbarrel
• Spruce Confections NoBo
• The Cup
• Buchanan’s
• Ozo on Pearl
Focus Groups
Project- and/or topic-specific focus groups were utilized on an as-needed basis .
Focus groups were typically organized and led by city staff or consultant partners
and included community stakeholders . For example, members of the development
community provided feedback on proposed parking code changes and on the TDM
toolkit for private development .
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ONLINE & DIGITAL MEDIA STRATEGIES
Inspire Boulder
This online engagement platform has covered multiple
topics, including TDM, curb management, and general access
management questions, through surveys and polls .
Social Media
Twitter: @BoulderParking @Bouldergobldr #BoulderAMPS
Commonplace
Commonplace is a geographically-based online engagement tool that
allows participants to make a comment or “rate a place” using a map of
Boulder County . Boulder hosted the first installation of Commonplace
in the United States .
WHAT WE LEARNED
2014-2015 COFFEE TALKS
How are community members getting around Boulder?
• Driving, walking, and biking
How could the way you access Boulder be improved?
• More off-street parking
• Bike parking, lockers, and
bike sharing offerings
• Cheaper parking
• More options that
connect to other regional
destinations
What do you think is the future of transportation in Boulder?
• Better bus and rail
• More bicycle use
• Education on alternatives
2015-2016 COMMONPLACE DIGITAL ENGAGEMENT TOOL
• First use of this tool in the U .S .• 1,001 unique visitors
Top 5 themes across all comments:
1 . Crosswalk enhancements
2 . Bike lanes
3 . Sidewalk improvements
4 . Traffic calming/pedestrian safety
5 . Streetscaping
2016 OCTOBER COMPLETE STREETS WORKSHOP
2016 SEPTEMBER VALUE OF PARKING WORKSHOP
Open Houses
Four total Open Houses, three specific to AMPS and one joint Open House
with the Civic Area Project, were held .
Walking Audit with the Youth Opportunities Advisory Board (YOAB)
The project team partnered with the Boulder Walks program to gather youth input
and perspectives on the current walking environment and opportunities for improving
multimodal access to the University Hill Commercial Area . Students documented
feedback during the Walking Audit through the Commonplace digital engagement
tool .
Connecting People and Places Series: Value of Parking and Complete Streets
The Value of Parking Workshop (with downtown and mobility management leaders from
Ann Arbor, MI; Seattle, WA; San Francisco, CA; and Aspen and Denver, CO) was the first in
a series of practitioner panels as part of the theme “Connecting People and Places .” This
was followed in Fall 2016 by Boulder’s Complete Streets panel, which included staff and
elected officials from Austin, TX; Cambridge, MA; Davis, CA; and Denver, CO .
• Increase mobility and options; don’t focus
on fewer trips, focus instead on different
modes .
• Create viable long-term programs .
• Support economic vitality and access for all
(social equity) .
• Understand that a “multimodal” city
includes parking too .
• Improve relationship management; inform
“peer champions” .
• Think in terms of human scale, not car
scale—we’re in the business of placemaking .
• Increase compliance and efficiency of
enforcement; reduce complaints .
• Consider demographic shifts and trends .
• Consider demographic shifts and trends
(i .e ., no car and “car-lite” households,
seniors, youth, and lower-income
individuals without good transit access) .
• Ensure greatest and best use for the
public right-of-way .
• Actively follow new technology (i .e .,
autonomous vehicles and micro-transit) .
• Emphasize economic vitality initiatives .
• Promote voluntary compliance over
enforcement .
• Improve access to “real” regional and
local transit options
Common Themes:
• Design places for people, not cars .
• Leverage pricing to encourage use of
all modes .
• Manage congestion .
• Support climate commitment
and TMP .
• Develop a shared vision with
stakeholders .
• Make data-driven decisions .
• Increase mobility and options .
• Be mindful of social equity issues .
• Hold parking pricing workshop .
• Establish Public-Private partnerships .
Common Themes:
• Support climate commitment and
TMP .
• Develop shared vision with
stakeholders .
• Connect town and gown .
• Clearly define and communicate
the “value proposition” .
• Create one-stop-shop portal/
app; ease of use; communication;
customer service/experience .
• Tailor information for audiences;
offer solutions for individuals .
• Increased shared use/Public-
Private partnerships .
• Use data-driven decision-making .
ACCESS MANAGEMENT & PARKING STRATEGY
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SUSTAINABILITY
FRAMEWORK
6EVALUATE
5IMPLEMENT
4INTEGRATE
3COMMUNICATE
2COLLABORATE
“Where we want to go”“How we’re going to get there”
OPERATIONAL PATH
IDENTIFY
Project type
Workload balance
Budget
Timing
COLLABORATE (INTERNAL)
Project management structure
Intra-/Interdepartmental partners
Consulting support
COMMUNICATE (EXTERNAL)
Public involvement
Key audiences
Tools
Public/media relations
Messaging
INTEGRATE
Incorporate feedback
Identify key issues
Develop recommendations
Coordinate with partners
Re-engage community
IMPLEMENT
Pilot
Ordinance revision
New program
Define/refine policy
EVALUATE
Document process and results
Performance measure review
Process improvement
1
2
3
4
5
6
1IDENTIFY
ACCESSMANAGEMENT
& PARKINGSTRATEGY
GUIDING PRINCIPLES
Customize tools by area
Provide transportation modes
Plan for the present and future
Cultivate partnerships
Seek solutions with co-benefits
Support a diversity of people
Plan for
the present
and future
Support
a diversity
of people
Provide
for all
transportation
modes
Seek
solutions with
co-benefits
Customize
tools
by area
Cultivate
partnerships
The AMPS project is a new
lens through which future
parking and multimodal access
projects will be approached .
As such, it is important to
illustrate how the AMPS vision
and Guiding Principles are put
into practice and tested through
a well-defined operational path .
Shown on the following page,
the operational path serves as
the guiding framework through
which future parking and access
management projects will be
approached today and in the
future .
This chapter features key
local case studies “AMPS in
Action,” organized by Guiding
Principle . The case studies each
highlight a different Focus Area .
They have been organized as
practical, and in many cases
replicable, illustrations of how
the AMPS Guiding Principles
have transitioned from vision to
planning to implementation .
AMPS in ACTION Case Studies
“”
AMPS IN ACTION
PROVIDE FOR ALL TRANSPORTATION MODES
Case Study (CS): Downtown Boulder
Tools for Change (TC):
CUSTOMIZE TOOLS BY AREA
CS: Boulder Junction Access District
TC:
SUPPORT A DIVERSITY OF PEOPLE
CS: University Hill
TC:
SEEK SOLUTIONS WITH CO-BENEFITS
CS: Chautauqua Area Management Plan (CAMP)
TC:
PLAN FOR THE PRESENT AND FUTURE
CS: East Arapahoe Transportation Plan
TC:
CULTIVATE PARTNERSHIPS
CS: d2d Pilot
TC:
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management codepricing
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PROVIDE FOR ALL TRANSPORTATION MODES
CASE STUDY: DOWNTOWN BOULDER
Introduction
Downtown Boulder is both the heart of the community and one of the city’s oldest
neighborhoods . Boulder has long been a progressive, forward-thinking community and
Downtown Boulder is the best example of the city’s innovative spirit in action . Historic
photographs show the evolution of passenger rail travel dating back to the 1800s; at
one point an estimated 16 railroad and streetcar lines snaked through the community .
Boulder’s first parking meters were installed in 1946 . Since that time, Downtown
Boulder has evolved into a nationally-recognized, multimodal access hub that supports
transit, bicyclists, and pedestrians, alongside vehicular parking . In the 1970’s the
downtown created a special property tax district, Central Area General Improvement
District (CAGID) that was created to fund, build and manage parking for the entire
downtown . In the intervening years CAGID constructed five parking garages that
accommodate both permit (employee) and short term (customer and visitor) parking .
This concept for shared parking became the foundation for the SUMP principles
– shared, unbundled, managed and paid – which are the hallmarks for Boulder’s
parking management . As Downtown Boulder grew and matured, the city’s parking
management philosophy paved the way for investment in other transportation
modes and enhanced public spaces . In 1977, the construction of the ionic Perl Street
pedestrian mall solidified Boulder’s commitment to designing the built environment for
people and the places they love, not just for the car .
Over the past decades, Downtown Boulder has served as the testing ground for
parking and access management policies, programs and technology . From creating
dedicated bike lanes and installing bike-sharing stations, piloting an employee bus pass
program that evidentially became the regional RTD Eco Pass and providing free Eco
Passes to all full time downtown employees, to supporting car share programs, “crazy
ideas” sparked and cultivated right in the heart of Downtown Boulder, have shaped
own residents and visitors travel to and around Boulder . These multi-modal strategies
are all in service of the city’s goal of promoting all transportation modes and reducing
the impacts of single occupant vehicle trips .
One example of how AMPS has continued to highlight Downtown Boulder as an
innovation hub is through the “Parking Cash Out” pilot with downtown businesses .
Parking Cash Out
Parking Cash Out is a financial incentive offered to employees to encourage the use of
commute modes other than driving alone, which both reduces parking demand and
helps ensure that company benefits are distributed equitably . Commuters can choose
to keep an employer-subsidized parking spot at their employment site or accept the
approximate cash equivalent of the cost of parking within that facility or system and
use an alternative transportation option . Essentially, parking cash out programs pay
employees to not drive alone to and park at work .
SolidFire, Boulder, CO
SolidFire is a Boulder-based company with 262 employees that builds cloud-based, all
flash storage systems for next-generation data centers . Located in Downtown Boulder,
within the CAGID, SolidFire was facing a shortage of available employee parking .
SolidFire developed its parking cash out program, ATIP (Alternative Transportation
Incentive Program), to encourage employees to commute via alternative transportation
modes, such as walking, biking, taking transit, or carpooling . The company now pays a set
amount per month to any employee who foregoes a monthly parking pass or reimburses
employees for occasional daily or hourly parking charges . Full-time employees are also
eligible to receive an RTD EcoPass, which is an unlimited- access annual transit pass .
Initially limited to full-time employees, ATIP was recently expanded to part-time employees .
Currently, 86 of SolidFire’s employees,
33 percent of its Boulder workforce,
participate in ATIP . The company
estimates that the net savings of this
program amounts to approximately
$17,000 per month . Employees enjoy
the program and SolidFire believes
it is beneficial in recruiting and
retaining employees .
Observations
• Parking Cash Out has resulted in
lower parking demand and single-
occupant vehicle travel rates .
• Implementation can be as simple or
elaborate as desired .
• Implementation and administration
costs tend to be low, and in some
cases the employer saves money .
• Designing a flexible program that
takes into account occasional
parking needs can result in higher
participation because it allows for
incremental change .
• Employees considered cash out
programs to be fair and both
employers and employees see
them as win/win solutions .
Public Involvement
KEY PLAYERS
• Downtown Boulder Partnership
• Downtown Business Improvement
District (BID)
• Downtown property and
business owners
• Boards/Commissions
TOOLS
• Focus group meetings
• Presentations to Boards/
Commissions
• Online engagement tools
(i .e ., Commonplace, InspireBoulder)
What’s in the Works?
• Pilot of Smarking, a data analytics
company, which connects on- and
off-street parking data points from
five different sources into one
comprehensive dashboard .
• Analysis of in-bound traffic and
identify sites for satellite/edge
parking (pilot/demonstration area
is ready) .
• Consideration for potential for
shared parking with developments
in the parking district .
• Comprehensive review of parking
pricing .
• Comprehensive review of the
existing Neighborhood Parking
Permit Program (NPP), including
stakeholder engagement and best
practice and peer/aspirational
community research .
Resources:
• AMPS website
“ This program is simple to use and a
great way to incentivize employees to
use alternate modes of transportation,
especially since there are not enough
parking spaces in Downtown Boulder” .
– Mia Sanchez-O’Dell, Global Total Compensation & Services Manager, SolidFire on Parking Cash Out Pilot
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ACCESS MANAGEMENT & PARKING STRATEGY
17
Packet Pg. 65
Item 1
CUSTOMIZE TOOLS BY AREA
CASE STUDY: BOULDER JUNCTION ACCESS DISTRICT (BJAD)
Introduction
Boulder Junction (previously known as the Transit Village) is a 160-acre redevelopment
area that is being transformed into a mixed-use, pedestrian-oriented neighborhood
with regional transit connections and public spaces that will benefit the entire
community . Since the adoption of the Transit Village Area Plan (TVAP) in 2007,
Boulder, RTD, and private developers have begun implementing the vision outlined for
Boulder Junction .
To realize the goals of the TVAP and create a transit-oriented development, two
general improvement tax districts were created in 2010: a parking district and a TDM
district . They were named Boulder Junction Access General Improvement District-
Parking (BJAD-P) and Boulder Junction Access General Improvement District-
TDM (BJAD-TDM) . These two overlapping districts were based on the successful
Downtown Boulder parking district . In some sense, Boulder Junction has become the
city’s “proving grounds”, a culmination of lessons learned from innovative policies
and programs that were initially piloted in Downtown Boulder . These programs were
initially implemented in conjunction with zoning regulations for parking maximums (for
residential uses) to reduce single-occupant vehicle trips and promote transit and other
alternative modes .
BJAD-TDM provides funding for EcoPasses, car and bike share programs . BJAD-P
provides mechanisms to create parking that follow Boulder’s “SUMP” philosophy . To
purchase EcoPasses, BJAD-TDM uses residential and commercial property taxes and
payment-in-lieu-of-taxes (PILOT) fees that developers pay for the first two years after
they are issued a certificate of occupancy . BJAD-TDM also uses these taxes and fees to
provide discounted Boulder B-Cycle memberships and free carshare memberships for
all residents and employees of Boulder Junction .
Key Goals
• Create a lively and engaging place
with a diversity of uses, including
employment, retail, and arts and
entertainment, with housing that
serves a diversity of ages, incomes,
and ethnicities .
• Don’t overplan; allow a “charming
chaos” that exhibits a variety of building
sizes, styles, and densities .
• Offer both citywide and
neighborhood-scale public spaces .
• Attract and engage a broad spectrum
of the community, not just people who
live and work in the district or come to
access transit in the area .
• Emphasize and provide for alternative
energy, sustainability, walking, biking,
and possible car-free areas .
Observations
• Development at Depot Square
presented the opportunity to
construct a shared parking garage
for BJAD-P and the other Depot
Square uses, including the hotel, the
Depot, RTD, and the housing units .
The Depot Square parking garage is
now shared between five different
users through a condominium
association and BJAD-P has 100
spaces to manage . The goal is to
support the access needs of all
users within the district .
• With district-wide limitations on
parking for residential units (one
parking space per unit), Boulder
Junction may not be for everyone .
The district was developed with the
goal of prioritizing pedestrians first,
cyclists second, transit users third,
and automobile users fourth .
Staff & Consultant Collaboration
CITY OF BOULDER
• Community Vitality
• Transportation, Planning, Housing
& Sustainability
• Public Works
• City Attorney’s office
• Fire Department
C ONSULTANTS
• Fox Tuttle Hernandez, RRC
Public Involvement
KEY PLAYERS
• BJAD-P Commission
• BJAD-TDM Commission
• District property owners
• Private developers
• Depot Square owners’ association
• RTD
TO OLS
• Boards/Commission meeting
presentations
• Online engagement tools
(i .e ., Inspire Boulder)
• Open Houses
• Inside Boulder News
What’s in the Works?
• Develop the city-owned site at
30th and Pearl in the context of
affordable housing .
• Reimagine transit, including
the RTD “HOP” route along the
Pearl Street Corridor, particularly
between Downtown Boulder and
Boulder Junction .
• Collaborate with RTD to increase
transit service to Boulder Junction .
• Add other petitioning properties
into BJAD-TDM .
Resources:
• Transit Village Area Plan
• Boulder Junction website
• BJAD Commission website
• BJAD-P Map
• BJAD-TDM Map
Hyatt Place Boulder/Pearl Street boulderpearlstreet.place.hyatt.com
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ACCESS MANAGEMENT & PARKING STRATEGY
19
Packet Pg. 66
Item 1
SUPPORT A DIVERSITY OF PEOPLE
CASE STUDY: UNIVERSITY HILL
Introduction
University Hill is a dynamic historic neighborhood adjacent to the main CU Boulder
campus . The Hill features an eclectic mix of housing, restaurants, shops, and
entertainment venues . As a parking district, similar in organization to Downtown
Boulder and Boulder Junction, planning for parking and access is a fundamental
part of promoting economic vitality on the Hill . The focus of AMPS for The Hill has
been on intentionally identifying and promoting connectivity for all modes, with
specific emphasis on reducing The Hill’s auto-oriented feel and making the area more
accessible and inviting for pedestrians and bicycles .
Four key access management and parking projects/concepts are currently underway
on The Hill, including:
• Ecopass Pilot
• Alleyway Project
• “Event Street”
• Potential New Garage & Hotel
Ecopass Pilot
In 2016, a Hill Employee EcoPass program was piloted to reduce employee parking
demand and expand multimodal access to The Hill . Pilot goals included:
• Increase connectivity between Downtown Boulder and The Hill, to both reduce
parking demand and address topographical challenges for pedestrians .
• Improve access to The Hill for lower income and/or service industry employees .
Alleyway Project
Boulder recently selected designer Russell + Mills Studios, whose work in Fort Collins,
CO has helped improve access to and the utilization of alley spaces . The Hill’s alleyway
beautification project seeks to:
• Create greater connectivity and make alleyways more inviting for pedestrians
and cyclists;
• Open up additional space for Hill businesses to interact with public spaces;
• Maintain access for delivery trucks; and
• Prioritize alleyway access in a balanced way that supports students, businesses,
residents, and visitors .
“Event Street”
The intersection of 13th Street and Pennsylvania Avenue is being
redesigned into an “event street”, to provide much-needed
community gathering space in The Hill Commercial Area and to
accommodate smaller community events, such as outdoor film
screenings and poetry readings . This project is funded by the
Community, Culture, and Safety sales tax adopted by Boulder voters
in 2014 . The event street will remain an active street with parking .
Potential New Garage and Hotel
Boulder is pursuing a public-private partnership with the local
development community to create a new hotel and conference
center, to be located at the intersection of University Avenue and
Broadway . The project will include 400 new hotel rooms, 1,500
sqft . of ballroom space, 30,000 sqft . of new retail and dining
space, and a 250-car public garage . The vision is for a truly shared-
use facility, all on one street, that could potentially house a transit
hub similar in scale to the BJAD’s, with amenities like a bus to the
Denver International Airport and B-cycle stations .
Observations
• Connectivity between Downtown
and The Hill is key, both to reduce
parking demand and address
topographical challenges .
• Access to the Hill needs to be
improved for lower income and/or
service industry employees .
• Alleyways present an opportunity
to activate underutilized space .
• Infrastructure and connectivity
improvements are essential for
creating people-oriented places .
Staff & Consultant Collaboration
CITY OF BOULDER
• Community Vitality
• City Attorney’s office
• Arts & Culture
• Zero Waste Boulder
• Transportation
CONSULTANTS
• Russel + Mills Studio
• RRC Associates
Public Involvement
KEY PLAYERS
• CU Boulder
• The Hill Boulder
• University Hill Commercial Area
Management Commission
• Hill property and business owners
TOOLS
• Design workshops
• Presentations and meetings to
boards, commissions, and other
neighborhood stakeholder groups
• Project website
What’s in the Works?
• Assess EcoPass pilot in 2017 .
• Implement Alleyway project .
• Implementation of the Event Street
project, concluding construction by
Fall 2017 .
Resources:
• Hill Event Street Project website
• Hill Event Street Design Concept
• Zero Waste Boulder
Sketch from Russel + Mills Studio University Hill Event ConceptUniversity Hill (photo courtesy of Sam Veucasovic, City of Boulder, May 2017)
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ACCESS MANAGEMENT & PARKING STRATEGY
21
Packet Pg. 67
Item 1
SEEK SOLUTIONS WITH CO-BENEFITS
CASE STUDY: CHAUTAUQUA ACCESS MANAGEMENT PLAN
Introduction
Chautauqua is an iconic landmark that attracts a wide variety of people . Attractions
like the National Historic Landmark District, open space trails, the dining hall, city park
land, park ranger talks, rentable meeting space and cottages, and much more make
Chautauqua very popular . However, with popularity comes challenges, especially
during peak times . This is particularly true for parking, which impacts people who live,
work, and recreate in and around Chautauqua .
In response to this longstanding issue, Boulder, the Colorado Chautauqua Association
(CCA), and community members teamed to create a Chautauqua Access Management
Plan (CAMP) . Their goal was to create a plan to improve the experience of traveling
to and from the Chautauqua area, which includes the National Historic Landmark,
adjacent green space, and trailheads . The plan was also developed to minimize the
impacts of vehicles to neighbors, visitors, and the area’s natural and cultural resources .
A diverse working group appointed by the city manager helped staff evaluate the
challenges and opportunities of Chautauqua access .
Data Collection
During Summer 2016, multiple types of data collection efforts were undertaken, including
more traditional parking supply/demand and duration counts, customer intercept surveys,
and visitation count reviews . Specifically, data collection focused on understanding:
• Travel pattern and arrival routes
• Vehicle traffic and speeds
• Parking supply, duration, and utilization
• Bicycle parking and utilization
• Shared street interactions
Observations
The following key issues have been identified from the data collection, evaluation, and
public engagement process to date . Summer 2017 pilot projects will target and aim to
mitigate these key issues in preparation for development of the final CAMP strategy:
• The vast majority of visitors to the
Chautauqua area arrive by automobile,
which, combined with the popularity
of the area, creates traffic congestion,
neighborhood livability/parking
congestion, and greenhouse gas
emission levels that do not meet
Boulder’s transportation mode choice
or environmental goals .
• Parking demand within the
Chautauqua complex (including access
to the trailheads) exceeds supply .
Because of this, the surrounding
neighborhood streets often serve as
overflow parking for the site, which
creates a variety of concerns for
the residents of those streets . This
includes a lack of access to on-street
parking for their own homes; illegal
parking that limits sight distance to
conflict areas; and issues with trash,
noise, and verbal conflicts .
• Within the National Historic Landmark
itself, pedestrians walking
in the street (where there are no
sidewalks) come into conflict with
motor vehicles, including those looking
for parking spaces .
• Chautauqua Auditorium event night
shuttle buses become problematic for
the neighborhood east of Chautauqua
when shuttle riders request Americans
with Disabilities Act (ADA) drop-
offs at the Auditorium via Columbine
Avenue opposed to regular drop-
offs on Baseline Road . This creates
noise and odor concerns for east-side
neighborhood residents, and conflicts
with pedestrians and other vehicles
along Columbine .
• The Chautauqua Working Group
(CWG) recommended adding
speeding on residential streets within
and outside of the historic district as
an issue for future consideration .
Staff & Consultant Collaboration
CITY OF BOULDER
• Open Space and Mountain Parks
CONSULTANTS
• Fox Tuttle Hernandez, RRC
• RRC Associates
Public Involvement
KEY PLAYERS
• CAMP Working Group
• CCA
• Open Space users
• Boulder Convention and Visitors
Bureau
• Residents in Chautauqua
neighborhoods
• City of Boulder
› Community Vitality
› Transportation
› City Attorney’s office
› Parks and Recreation
TOOLS
• Online questionnaire
• Open houses
• City Council, Boards, and
Commission presentations
• Project website
What’s in the Works?
• Implement pilot strategies (only on
weekends) in Summer 2017, based
on direction from City Council . The
holistic pilot approach includes:
›Improving transit and other ways
to get to and from Chautauqua .
› Implementing managed parking
in Chautauqua and/or in
surrounding neighborhood .
› Exploring innovative solutions
like real-time parking
information, ridesharing, and
TNCs (i .e ., Uber and Lyft) .
› Implementing transportation
incentives for Chautauqua
employees .
Resources:
• CAMP website
• 2016 Chautauqua Lease between
CCA and City of Boulder
• OSMP–Chautauqua Trailheads
website
• CAMP PowerPoint presentation
• 2016 Fox Tuttle Hernandez, RRC
data report
• Transit Analysis
• CAMP: City Council Information
Packet Jan . 17, 2017
• CAMP Questionnaire results
OPEN HOUSE
CHAUTAUQUAACCESSMANAGEMENTPLAN
What Do We Know?
There were several key ndings from the Chautauqua Parking Analysis
Study and the Chautauqua Study Area Visitation Monitoring Report.
ChautauquaAccessManagementPlan.com
• Chautauqua Core Area and Dining Hall have steady use
in all time periods
• Approximately half 53% of people were heading for
open space with the peak occurring in the afternoon
• Chautauqua Green has steady use in the morning and
afternoon but drops off in the evening
• Peak use is seasonal (summer)
• As expected, nighttime peak for the auditorium
• The site experiences its greates use in the afternoon
Chautauqua Area Parking Demand
• 80% of Chautauqua visitors arrive by car
• Carpooling: average of 2.7 passengers per vehicle
• Parking supply adequate for demand most of the year
• Parking demand exceeds supply during summer months -Supply is 478 Spaces in Chautauqua Area
-Summer demand is >700 spaces during peak visitation
Overow parking impacts (during peak summer months)
• Chautauqua core (cottage) area
• Surrounding neighborhood
• Parking on South side of Baseline Road
Key Findings from Chautauqua Parking Analysis
Study (2013) and User Intercept Survey (2013):
Use of Chautauqua area • Visitation to OSMP trails was
consistently higher on weekend days
compared to weekdays
• Total daily OSMP visits ranged from
188 to 5,126 (average 2,570)
Key Findings from OSMP Chautauqua Study
Area Visitation Monitoring Report (2015):
Note: Counts collected from 8-1 to 11-30 in 2004 and 2015.
Month 2004 Visits 2015 VisitsAugust
SeptemberOctoberNovember
42,000
36,00035,00019,000
103,905
81,27074,12554,244
Total 132,000 313,544
OSMP Visitation Estimates at Chautauqua
OPEN HOUSE
CHAUTAUQUAACCESSMANAGEMENTPLAN Where Do You Live?
ChautauquaAccessManagementPlan.com
Longmont
Denver
LafayetteArapahoe Ave
Baseline Rd
Canyon St
Broadwa
yB
roadwa
y
Br
o
a
d
w
a
y
Arapahoe AveFoothills PkwyBroadway28th St28th StPearl St
75th St755th StFoothills PkwyLouisville
Erie
BROA
D
W
A
Y
BRO
A
D
W
A
Y
GOLDE
NR
OD
DRKINNIKINIC RD18TH STAURORA AV
CASCADE AV
EUCLID AV
BASELINE AV
AURORA AV
UNIVERSITYOF COLORADOCAMPUSAURORA AV
CASCADE AV CASCADE AV
EUCLID AV
BASELINE AV BASELINE AV19TH ST17TH STMARIPOSA AV
COLUMBINE AV
ASTOR LN
Sierra Dr 16TH STBLUEBELL AV
CLEMATIS DR
KING AV 20TH ST18TH ST19TH ST17TH ST18TH ST17TH ST20TH ST19TH ST20TH ST21TH ST22TH ST21TH ST22TH ST15TH ST15TH ST14TH ST12TH ST13TH STLINCOLN PL16TH ST7TH ST8TH ST6TH ST9TH STGRANT PL11TH ST10TH ST29TH ST27TH ST28TH ST27TH WYHISTORIC CHAUTAUQUA DISTRICT
OPEN HOUSE
CHAUTAUQUAACCESSMANAGEMENTPLAN What is our Planning Process and Timeline?
ChautauquaAccessManagementPlan.com
PROJECT
PHASES
BOARDS &
CITY COUNCIL
MEETINGS
KEY PUBLIC
ENGAGEMENT
OPPORTUNITIES
ongoing outreach and engagement
Project
Planning
Spring
2016
Data
Collection
Summer
2016
Data
Analysis
Fall
2016
Draft
Strategies
Winter
2016/17
Conrm
Pilot
Strategies
Spring
2017
Pilot
Project &
Analysis
Summer
2017
Rene &
Finalize
Plan
Fall/Winter
2017
Boards from CAMP presentation
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ACCESS MANAGEMENT & PARKING STRATEGY
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Packet Pg. 68
Item 1
PLAN FOR THE PRESENT AND FUTURE
CASE STUDY: EAST ARAPAHOE TRANSPORTATION PLAN
Introduction
In 2014, an RTD Northwest Area Mobility Study recommended State Highway 7
Corridor (Arapahoe Avenue to 287, and Baseline Road east to I-25) between Boulder,
Lafayette, and Brighton as a strong candidate for a regional arterial Bus Rapid Transit
(BRT) line .
As part of the East Arapahoe Transportation Plan, Boulder began looking at how
a BRT might function (design, service, and operations) . Community stakeholders
involved in the project urged Boulder to consider a number of potential transportation
improvements within the East Arapahoe Corridor (in addition to BRT feasibility),
including TDM programs, and managed parking . Today, the East Arapahoe Corridor is
one of Boulder’s busiest regional travel corridors .
As Boulder plans for the future, exponential growth in surrounding communities will
likely place additional demands on the corridor’s existing transportation system . From
people commuting into Boulder for work or school, traveling to Boulder for healthcare
services, or simply accessing recreational and shopping amenities, forecasted regional
transportation demands on the East Arapahoe Corridor will continue to impact how
the corridor functions today and in the future .
Key Goals
• Provide Complete Streets in the East Arapahoe Corridor that offer people a
variety of safe and reliable travel choices .
• Increase the number of trips the East Arapahoe Corridor can carry to
accommodate growing local transportation needs and projected growth in
surrounding communities .
• Promote a more efficient use of TDM, manage parking, and offer people
multimodal travel options .
• Deliver cost-effective transportation solutions that can be phased over time .
• Develop transportation improvements that support Boulder’s Sustainability
Framework and the Boulder Valley Comprehensive Plan Update .
Observations
• Regional transportation demands
will change how the East Arapahoe
Corridor functions .
• Effective stakeholder engagement
can produce unexpected and
creative solutions .
• East Arapahoe used to be a
“pass-through” corridor; with
CU Boulder’s East Campus, it is
now more of a destination .
• The corridor provides an
opportunity to implement edge/
satellite parking concepts .
Staff & Consultant Collaboration
CITY OF BOULDER
• Community Vitality
• Comprehensive Planning
• Transportation
• Parks and Recreation
CONSULTANTS
• Nelson\Nygaard Consulting
Associates
• Fox Tuttle Hernandez, RRC
• Fehr & Peers Transportation
Consultants
Public Involvement
KEY PLAYERS
• Community working group
• Small and large businesses
• Neighborhood associations
• Cycling advocates
• Disabled community
• Community at large
• Boards/Commissions
TOOLS
• Community working group
• Online questionnaire
• Public workshops
• Small group meetings
• Project website
• Webinars
• Email
What’s in the Works?
• Continue working on draft district
cross section alternatives, designed
with input from a community
working group and public
comment .
• Provide edge/satellite parking
options in Erie, Lafayette,
Broomfield, and East Boulder to
encourage commuters to transition
out of their cars sooner .
• Implement a targeted marketing
campaign to better inform
commuters about their options .
• Expand the EcoPass program .
• Encourage the use of ridesharing
options with regional TNCs .
Resources:
• Project website
• Public input summary
• Community working group website
• Open House boards
• Best Practice and Case Study
Research
• Draft District Cross Sections
• Area Maps
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ACCESS MANAGEMENT & PARKING STRATEGY
25
Packet Pg. 69
Item 1
CULTIVATE PARTNERSHIPS
CASE STUDY: DOOR TO DOWNTOWN (d2d PILOT)
Introduction
In November 2016, Boulder and the Downtown Boulder Partnership debuted a new
service that provided discounted door-to-door access to and from Downtown Boulder .
The pilot program, Door to Downtown, or “d2d,” was a collaborative, Public-Private
partnership between Boulder, the Downtown Boulder Partnership, TNCs Uber and
Lyft, taxi company zTrip, the Rocky Mountain Institute (RMI), and mobility technology
provider Commutifi .
The goal of the d2d pilot, which initially ran over the 2016-17 holiday season from
Thanksgiving to New Year’s Day, was to bring holiday shoppers and diners from their
homes directly to their Downtown Boulder destinations and back again . The program
provided a $25 credit good for five $5 credits on rides into Downtown Boulder
between 11 a .m . and 9 p .m ., and participating merchants offered a $5 credit for the
trip home with a purchase of $50 or more . The initial pilot was extended through
Valentine’s Day 2017 .
According to key partner, RMI, “the long-term opportunity d2d presents is exciting .
To date, great research has been done to understand how the cost of a mobility
service affects demand . However, in practice (at current prices) door-to-door services
are more expensive than operating a car in most situations . The d2d pilot offers a
unique opportunity to test the demand for new transportation options when they are
essentially the same price as driving and parking . For the first time, we can test the
price elasticity of demand for mobility services .”
Key Goals
• Reduce Downtown Boulder parking demand by customers who currently drive
and park single-occupant vehicles (SOVs) .
• Support the economic vitality of Downtown Boulder during the holiday season .
• Introduce a new mode to a demographic that reportedly does not visit Downtown
Boulder due to the cost/perceived lack of parking .
• Provide increased roadway safety for return trips after an evening
Downtown Boulder .
• Encourage customers to explore a new way of accessing Downtown Boulder .
Observations
• Potential d2d users responded to
the idea of a subsidy but did not
fully utilize the provided benefit .
• The subsidized ride was the
primary motivation for using the
service, over avoiding traffic/
parking or as an alternative to
driving impaired .
• Younger demographics are more
comfortable with accepting of
the technology versus older
demographics .
• Consistent and creative marketing,
along with an easy to use customer
interface, is important .
• The program was more effective
when the pilot period was
extended from the original six
weeks .
• The Thanksgiving to New Year’s
Day period may not have been
ideal—many potential users were
out of town or otherwise engaged .
• People respond better to surveys
when meaningful incentives are
provided .
Staff & Consultant Collaboration
CITY OF BOULDER
• Community Vitality
• Transportation
• City Attorney’s office
CONSULTANTS
• Commutifi
• Rocky Mountain Institute
Public Involvement
KEY PLAYERS
• Downtown Boulder Partnership
• TNCs Uber and Lyft
• Taxi company zTrip
• Commutifi
• Downtown property and business
owners
• Boards/Commissions
TOOLS
• Customer surveys
• Promotion through local media
channels—print, digital, and
televised
What’s in the Works?
• Consider another pilot in the future,
based on this assessment .
Resources:
• Program Information and FAQ
• RMI final report
“ This project demonstrates how public and private
partners can collaborate to bring innovative mobility
solutions to cities . If we can replicate and scale such
efforts, we will see more people relying on mobility
services, rather than owning their own cars, which sit
unused 95 percent of the time .”
– Jeruld Weiland, Managing Director Rocky Mountain Institute
OVER
5,200
PEOPLE
participated in the d2d pilot
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ACCESS MANAGEMENT & PARKING STRATEGY
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Packet Pg. 70
Item 1
AMPS is designed to integrate with and support
Boulder’s existing master plans and other
community planning efforts while also offering
an opportunity to build on and evaluate existing
measures in new ways . Making use of measures
that can be evaluated citywide and/or by local area
(i .e ., district, neighborhood, or activity center)
provides more flexibility for measuring the social,
economic, and environmental impact of projects
approached through the AMPS process .
This context-sensitive approach supports the AMPS Guiding Principles, and can be
more qualitative in measurement . It promotes a more open process for realigning
and adjusting while projects are in progress, as opposed to waiting until projects are
completed to measure their effectiveness . It also supports the basic premise of AMPS,
which is to look at parking and access management initiatives through an integrated
lens . The following performance measures, organized by the AMPS Guiding Principle,
are offered as guidelines for future parking and access management projects and are
based on performance measures from existing master/strategic plans and readily-
available data .
AMPS Guiding Principle: Provide for All Transportation Modes
PERFORMANCE MEASURES:
• Change in mode share by residents and non-residents
• Change in mode share by employees during workday
• Miles of bikeway
• Transit ridership
• Parking utilization
Performance MEASURES
AMPS Guiding Principle: Customize Tools by Area
PERFORMANCE MEASURES:
• Percentage of defined districts/activity nodes aligning with the
15-minute neighborhood concept
• Alignment of transportation alternatives with districts experiencing
the largest job growth
• Transit service changes over time—both locally and regionally
• Impacts on commercial areas and businesses, measured through
surveys and feedback, including economic benefits
AMPS Guiding Principle: Support a Diversity of People
PERFORMANCE MEASURES:
• Average commute distance for resident and
non-resident employees
• Accessibility of employee mobility options by diverse income levels
• Relationship between availability of transit service and
availability of jobs
• Percentage of older adults and people with disabilities
served by transit
AMPS Guiding Principle: Seek Solutions with Co-Benefits
PERFORMANCE MEASURES:
• Vehicle miles traveled per capita for employees and residents
citywide and within districts
• Traffic congestion to/from prioritized nodes of workforce
trip generation
• Travel options that support economic vitality
AMPS Guiding Principle: Plan for the Present and Future
PERFORMANCE MEASURES:
• Impact of TDM Toolkit implementations (i .e ., adoption rate of parking
cash out, EcoPass, and alternative work schedules utilization) related
to mode share and Vehicle Miles Traveled (VMT) reduction goals
• Support for pilot programs that explore new technologies and travel
options
AMPS Guiding Principle: Cultivate Partnerships
PERFORMANCE MEASURES:
• Utilize the existing Boulder Valley Employee Survey and Downtown
Intercept Survey to track progress over time
• Consider developing district-specific intercept surveys
• Build on the existing d2d partnership with Downtown Boulder, TNCs,
and technology provider Commutifi
• Use public-private partnerships to minimize needed parking and
maximize a mix of uses
EXISTING PLANS & RESOURCES
• Sustainability Framework
• Climate Commitment
• Boulder Valley Comprehensive
Plan (BVCP)
• Transportation Master Plan
(TMP) and Transportation
Report on Progress (TROP)
• Safe Streets Boulder: Toward
Vision Zero (TVZ)
• Human Services Strategy
• Economic Sustainability
Strategy
• District and Corridor Plans
• Resiliency Strategy
• Boulder Valley Employee
Survey
• Downtown Employee
Travel Survey
• Hill Employee Travel Survey
• TVAP Plan
• Downtown Boulder Intercept
Survey
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Item 1
2015 Accomplishments cont.
Since AMPS was initiated in Spring 2014, interdepartmental teams of city staff have
collaborated with a variety of consultant partners and community members to
complete an impressive list of accomplishments .
PHASE 1 ORGANIZATION & BASELINE ASSESSMENT
The first activity for the AMPS project team was to develop a visionary set of Guiding
Principles, define key Focus Areas, and conduct best practice research . The team also
spent much of 2014 developing a comprehensive community engagement plan to
support the AMPS process .
2014 Accomplishments
• Completed an AMPS Best Practices
and Peer City document .
• Completed short-term auto and bike
parking code changes .
• Developed a Request for Proposals for
the replacement of Downtown Boulder
garage access equipment .
• Developed and reviewed TDM Toolkit
for private development options .
• Installed pilot Parklet on The Hill
May through October .
• Installed solar-powered charging
stations at Broadway and
Spruce Street .
• Implemented pay-by-cell in all
parking districts .
• Installed variable messaging signage
in Downtown Boulder garages .
PHASE II: PUBLIC INVOLVEMENT &
TARGETED WORK BY FOCUS AREA
Throughout 2015, the extensive community engagement planning work was put into
practice . From Open Houses and “Coffee Talk” meetings to a new online engagement
platform, Commonplace, the public was given multiple opportunities to provide input
on the AMPS philosophy and project Focus Areas (“Tools for Change”) .
Targeted work by Focus Area included:
• Refined options and draft
recommendations for TDM policies
for new developments .
• Explored potential modifications to
long-term on-street parking (“72-hour
Rule”) .
• Reviewed options for edge/satellite
parking .
• Analyzed shared parking policies
between districts and private
developments .
• Examined parking-related code
changes .
2015 Accomplishments
• Issued a Request for Proposals for the
replacement of Downtown Boulder
garage access equipment, revenue
control, and permitting systems to
a state-of-the-art system that will
coordinate with other technologies
such as the variable messaging system .
• Negotiated Public-Private partnerships
for a mixed-use project with a shared
parking option between the CAGID
and Trinity Lutheran Church in
Downtown Boulder .
• Initiated a public-private partnership
redevelopment of the UHGID 14th
Street parking lot .
• Explored a mobility hub for North
Boulder, at the intersection of North
Broadway and US36, with CDOT, RTD,
and Boulder County .
• Increased the Downtown CAGID
long-term parking permit rate for
Downtown Boulder and Hill surface
lots and garages .
• Completed best practice and peer city
reviews of on-street car share parking
policies to provide flexibility with new
car share programs .
• Implemented the community-wide
Downtown Employee Travel Survey .
• Coordinated parking management
and TDM program development
for the mixed-use neighborhood in
anticipation of the completion of
Depot Square at Boulder Junction .
• Coordinated with Southwest Energy
Efficiency Project (SWEEP) and
Climate Commitment staff regarding
EV charging stations at parking
facilities .
• Implemented Civic Area parking
and TDM plans .
• Studied Downtown Boulder parklet
to determine potential criteria and
locations, operational parameters
and considerations, installation
requirements, and recommendations
for potential sites .
• Evaluated the pilot parklet on The Hill .
• Worked with multiple parties—the
hotel, RTD, affordable housing, and
Boulder Junction Parking District—to
implement a parking management
system to accommodate the variety
of users of the shared parking garages
in the Depot Square mixed-use
development .
• Developed a parking pricing strategy
in BJAD to implement the SUMP
principles and reflect the market of the
surrounding area .
• Conducted a Downtown Boulder bike
rack occupancy count .
• Partnered with Downtown Boulder
startup company, Parkifi, to install
parking sensors .
Phase 1
Resources
• Oct . 28, 2014
AMPS Memo
• July 29,
2014 AMPS
Presentation
• June 10, 2014
AMPS Memo
Phase II
Resources
• AMPS
infographic
• Open House
Boards &
Project Update
• Spring 2015
Community
Engagement
Summary
• Fall 2015
Community
Engagement
Summary
• May 26,
2015 AMPS
Presentation
• May 26, 2015
AMPS Memo
ACCOMPLISHMENTS &Ongoing Work
Phase III continued on next page
PHASE III: PROCESS DEFINITION & MEASURING PROGRESS
The following projects are ongoing, with start dates between 2016 and 2017 .
CAMP
The CAMP project began as part
of a new lease with the CCA in
October 2015 . The lease included
a commitment to develop an access
and parking management plan for
the historic district and surrounding
area . The traffic and parking data
collection and a visitor intercept
survey were completed in Summer
2016 . A CAMP working group was
created to work with staff to develop
recommendations for trial, short-term
measures to be implemented and
evaluated in Summer 2017 to create
a final CAMP .
Next Steps
• Implement CAMP Summer 2017
pilot on Saturdays and Sundays,
June 3 through August 27, 2017 .
• Collect data throughout the
pilot period .
• Share results of data collection
and public input, re: visitor
experience with the community,
Boards and Commissions, and
City Council to determine future
CAMP implementation strategies .
ACCESS MANAGEMENT & PARKING STRATEGY
31
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Item 1
Next Steps
• Initiate process with parking industry
consultant to assist with a research
comparison of similar organizations with
neighborhood permit programs .
• Examine the NPP and regulations
starting in the 4th quarter of 2016 into
2017 .
• Consider the NPP and related issues
within the broader AMPS context .
• Provide a recommendation of guiding
principles from the working group to city
council .
• Create a public outreach process .
Parking Pricing
In Fall 2016, Community Vitality
and Parking Services conducted a Parking
Pricing Practitioner Panel
on the “Value of Parking” . The panel was
comprised of parking and downtown
management professionals from across
the nation . Public process and feedback
led to the formation of next steps and an
action timeline . During 2017, Community
Vitality and Parking Services plan to analyze
parking-related fees in an effort
to maximize the management of parking
resources in commercial areas . The review
will include an analysis of on-street parking
fees, garage short-term parking rates, rates
between different garages, and parking
citation fines .
In addition to reviewing specific rates,
staff will also consider parking pricing as a
tool to redistribute parking demand in the
Downtown Boulder area .
Next Steps
• Initiate process with parking industry
consultant to assist with demand-based
pricing research comparison with like
organizations .
• Analyze “big data” collected from vendor
on and off street to help guide pricing
decision making .
• Form a working group from boards and
commissions and other organizations
to assist with determining the “Value of
Parking” .
• Provide a recommendation of guiding
principles from the
working group to city council .
• Initiate public outreach and
communication of proposed
parking rate changes, if approved .
TDM Plan Ordinance for New Developments
The purpose of having a TDM plan
ordinance is to require new developments
to meet specific goals related to reducing
the development’s impact on Boulder’s
transportation system and to ensure
compliance . In 2016, the project team
evaluated nine commercial and seven
residential developments that were required
to submit TDM plans . The project team
measured the plans’ effectiveness and
their evaluations informed the design and
administration of the proposed TDM plan
ordinance .
Next Steps
• Update Boards, Commissions, and
Council on findings of TDM plan
evaluations .
• Present updated TDM plan ordinance
design concept to Boards, Commissions,
and Council .
• Initiate the process of implementing
the TDM ordinance for future new
development, if council gives direction
to move forward .
Civic Area Parking Management
and TDM Programs
In 2016, a new parking management
system was implemented that
holistically manages all the lots in
the Civic Area, provides one and
a half hours of free parking, and
employs license plate recognition
to enforce paid parking . For city
government employees, the expanded
TDM program provided satellite
parking options, a parking cash out
program, and personalized concierge
travel assistance .
Next Steps
• Continue evaluating parking
supply and demand and
the effectiveness of the
TDM program .
• Expand EcoPass benefits to
new categories of city
government employees .
• Increase vanpool rebate from
$20 to $40 per month for city
government employees .
Parking Code Changes
The intent of this project is to update
Boulder’s parking code to include
supply rates by land use type and
area type, as appropriate, to:
• Reflect the actual parking supply
and demand rates that currently
exist throughout Boulder .
• Minimize the construction of
underutilized parking spaces .
• Reflect the multimodal goals of
the Transportation Master Plan .
• Reflect changing market
conditions nationwide .
• Decrease the number of parking
reductions that are requested .
• Coordinate and align parking
supply rates with Boulder’s
evolving TDM goals, ordinances,
and regulations .
In 2016, the project team conducted
additional parking supply and
occupancy observations at 20
sites, including commercial, office,
industrial, mixed-use, and residential
land uses . These observations
supplemented the more than 30 sites
that had previously been studied in
2015 . A range of draft parking rate
recommendations, including parking
maximums and minimums, were then
developed for consideration . The
potential to coordinate and link
the recommended parking supply
rates with the evolving TDM ordinance
was also identified .
Next Steps
• Refine the draft parking code
changes and develop scenarios
that range from minimum
changes to significant reductions
in required parking .
• Coordinate with the ongoing
TDM ordinance development
process to link the range of
parking reductions in each
scenario to comply with specific
TDM regulations .
• Update Boards, Commissions and
Council on findings re: existing
parking supply and utilization by
land use .
• Present the updated parking
supply rate scenarios to Boards,
Commissions, and Council for
consideration .
• Based on feedback from
Boards, Commissions, and
Council, develop a recommended
set of parking code updates .
Phase III continued
NPP Review
During 2017, Community
Vitality and Parking Services,
with guidance from city
council, plans to undergo a
review of the NPP . The review
will include an analysis of NPP
zone creations and expansions;
resident, commuter, and visitor
permit pricing; and zone time
limits for commuters . Staff will
also consider neighborhood
parking issues that are not
addressed by current NPP
regulations .
ACCESS MANAGEMENT & PARKING STRATEGY
33
Packet Pg. 73
Item 1
This concluding chapter touches on a few emerging trends that will likely influence
and shape how people travel to and around Boulder for years to come:
• Shared travel options
• Data-driven management
• Adaptive reuse principles
• Autonomous and Connected Vehicles
(AV/CV)
• Electric Vehicles (EVs)
AMPS was designed to be a guiding framework
that balances today’s multimodal access needs,
trends, and choices while also preparing for
inevitable shifts in demographics, economics, travel
choices, physical design, and technology .
Preparing for
THE FUTURE
SHARED TRAVEL OPTIONS
Promote shared travel options over
tools that push users to a single mode
each day.
One-way travel options are rapidly
expanding . These include walking, transit,
bike share (B-Cycle), TNCs, carsharing
(eGo), and much more . In the near future,
shared autonomous vehicles will likely
also join this category of transportation
options . These travel choices give users
even more choices for first- and last-mile
connectivity and greater opportunity
to live a car-free or “car-lite” lifestyle .
Boulder’s existing SUMP philosophy for
parking management is a great example
of how the city is effectively managing
a limited resource today while also
preparing for changing travel behaviors in
the future .
DATA-DRIVEN MANAGEMENT
Pursue data-driven management
practices to improve system efficiency
and share information effectively.
Performance-based parking pricing,
Uber’s “surge pricing,” and peak-hour
transit fares are all examples of how to
use pricing to address peak demands .
Real-time data collection and analysis—
such as commute mode detection that
can distinguish between biking, SOV,
carpooling, and transit use—will lay
the foundation for effective system
management moving forward . Boulder
has demonstrated a commitment to
making data-driven parking and access
management decisions by updating its
PARCS equipment in publicly-owned
parking garages and collaborating with
data analytics company, Smarking .
Informed decision-making is a Boulder
community value . By putting these
tools in place now, Boulder will be well-
positioned for future policy updates and
financial investments .
ADAPTIVE REUSE PRINCIPLES
Consider adaptive reuse principles in new investments that are based
on current conditions.
While autonomous vehicles are likely to have a profound effect on
transportation systems in the coming years, there are simply too many
uncertainties to be able to accurately predict associated changes in land
use . Flexible design principles that allow buildings to adapt to different
uses are likely to be cost-effective investments . Developing new parking
structures that are able to either incorporate an automated vehicle
storage and retrieval system (AVSRS) or transform to an alternate use
will ensure that the structures are cost-effective investments, whether
parking demands increase or decrease .
AUTONOMOUS & CONNECTED VEHICLES
Q&A with Dr. Doug Gettman
Global Director of Smart Mobility
and AV/CV Consulting Services,
Kimley-Horn and Associates, Inc.
Q: What is the single most significant
impact of AV/CV to the parking
industry, from your perspective?
A: If I have to pick just one, I would say
in the long-term, likely more than ten
years from now, as Level 4 driverless
vehicles (aTaxis, whether or not they
are shared-rides) become more
capable to negotiate the majority of
roadway facilities, the vast seas of
parking lots we currently have around
malls and shops in some parts of the
country will not be as necessary. We
currently seem to build parking lots
for the 99th percentile demand day,
generating so much land area that
goes unused most of the time. The
Level 4 driverless fleets of aTaxis may
be more efficiently parked in different
configurations—perhaps more like
how rental car facilities are currently
operated (nose-to-tail) since availability
of individual vehicles in the middle of
the lot is not necessary. SUVs, small
vehicles, trucks, etc. could be parked
in separate lanes and the next vehicle
of a certain type could be dispatched
to a user from the front of the queue.
Self-driving Level 3 vehicles (privately
owned) will still need some traditional
parking facilities, as individual owners
will need access to their own vehicles
at any time.
Q: When should cities start
thinking about how
AV/CV technology will
impact them?
A: We’re asked these kind of
questions from our public
agency clients now; however, the
industry as a whole doesn’t need
to start redesigning parking lots
for at least another five years or so.
Most of the release dates we see from
AV/CV developers for revenue service
for taxis are not until at least 2021.
However, it isn’t clear what capabilities
those aTaxis will have initially. Being
able to drive on “any” street from any
origin to any destination (and park
in any lot), completely driverless, is
a pretty big challenge. Businesses
and parking lot/garage owners
that want to be early-adopters or
trailblazers could start partnering
today with AV developers and
parking facility designers to start
piloting new concepts and doing
demonstration projects.
Q: What are your best “go-to” resources
on the topic?
A: Alain Kornhauser from Princeton/
Soterea has an excellent curated
newsletter of AV-related news items ,
including his seasoned commentary,
that he distributes about once a month.
ITS America’s SmartBrief newsletter
typically picks up AV announcements
as they happen within 1-2 days.
Traffic Technology Today has an
excellent email newsletter.
IMPACTS OF EVs
To help support the trend of
increased EV ownership, cities
across the nation are looking at
how to incorporate and prioritize
EV investments into existing
infrastructure .
Items for consideration include:
• Quantity and location
of charging stations,
including possible location
prioritization
• Variety of charging stations
offered (Levels 1-3)
• Fee schedule or time stay
limit for EV spaces
• Full or self-service offerings
• Communication and signage
to promote utilization
• Payment options
ACCESS MANAGEMENT & PARKING STRATEGY
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Item 1
CITY OF SAN LUIS OBISPO PARKING SERVICES
Study Session – November 13th, 2018
1
1
Study Session
2
Receive a presentation on the status of parking and access issues facing the City of San Luis Obispo
Receive Public Comment
Provide feedback and direction on various policy and program elements that will guide future parking management and policy revisions
2
History
3
City Ordinance No. 57 May 15th, 1916
No person having the control of any wagon, cart or other vehicle or any horse shall allow the same to remain or stand for a length of time greater than two hours in front of any store,
dwelling house or other buildings, without the consent of the owner of such store or building.
3
Managed Parking History
4
First Parking Meters
1948
1940
1950
2018
1970
1980
1990
2000
2010
Parking Fund Created
1976
First Residential District
1979
Palm 1
1988
Marsh St
1990
First Parking Plan
1987
Update Parking Plan
1990
Marsh St Exp
2002
919 Palm
2006
Parking Downtown Access Plan
1997
Access and Parking Management Plan Update
2011
Org Assessment
2014
Palm-Nipomo EIR
2018
Study Session
2018
Lot Conversions
2004 - 2016
Downtown Parking Study
1977
4
Access & Parking Management Plan (2011)
Mission Statement
Working in partnership with the community, we are committed to providing equitable and high-quality parking services to the citizens, visitors, and businesses in the City of San Luis
Obispo
5
5
Parking Guiding Principles
Support the commercial core as a viable economic and cultural center while preserving its historic character.
Support the goals of the Conceptual Physical Plan for the City’s Center.
Provide parking in the commercial core for visitors and employees.
Reduce the demand for employee parking through various programs such as carpooling, vanpools, transit subsidies, and bicycle and pedestrian systems development.
6
6
Parking Guiding Principles
Support the transportation strategy presented in the General Plan Circulation Element.
Support the residential component of mixed use development downtown as presented in the Land Use Element.
Carry out the actions described in the Access & Parking Management Plan within budget constraints.
Neighborhood Wellness
7
7
Organization Structure
8
8
Downtown Parking Map
9
9
Hours of Operation
PARKING METERS and PARKING ENFORCEMENT
9 am to 6 pm Monday to Saturday
1 pm to 6 pm Sunday
Credit Card Capable Parking Meter
PARKING STRUCTURES
842 Palm & 919 Palm
8 am to 7 pm Monday to Wednesday
8 am to 11 pm Thursday to Saturday
1 pm to 6 pm Sunday
871 Marsh
8 am to 10 pm Monday to Wednesday
8 am to 11 pm Thursday to Saturday
1 pm to 6 pm Sunday
PARKING SERVICES OFFICE
8 am to 5 pm Monday to Friday (Excluding holidays)
Our offices are located on the ground floor of the Marsh Street parking structure. Customers can purchase permits, pay and contest parking citations, and get information about parking
in the City.
10
10
Parking Inventory
11
11
Parking Lot Inventory
Parking Services operates 9 surface parking lots, 7 of which are available for public use. The largest lot is located next to the train station and services train passengers, local business
customers, and serves as overflow parking during large downtown events.
12
12
Structure Parking Inventory
Marsh Street Parking Structure
The City owns and operates three parking structures. All of the structures are available for parking by the public.
The City is currently planning the construction of a fourth parking structure at the intersection of Palm Street and Nipomo Street.
13
13
Parking Rates
PARKING STRUCTURES
Parking structures are designed for long-term parking. The rates in the structures are lower than the Tier 1 and 2 parking meter rates to encourage the use of the structures. Each of
the three parking structures are strategically located around the periphery of downtown.
1st Hour Free
$1.25 an Hour or fraction thereof
$12.50 Daily Max
Monthly Access Card - $85 per month
PARKING METERS
Parking meter rates are used to manage the demand for parking. Higher rate meters are located in high demand areas to encourage turnover while lower rate meters are located in low demand
areas to accommodate long-term parking.
Tier 1 Rate - $1.75 an Hour
Tier 2 Rate - $1.50 an Hour
Tier 3 Rate - $1.00 an Hour
Motorcycle Meters - $0.60 an Hour
PARKING PERMITS
The City also offers different parking permits that are available for purchase through the Parking Services office.
14
14
Parking Enforcement Stats
Parking Services employs three full-time and three part-time Parking Enforcement Officers (PEOs) to enforce parking regulations throughout the City. The PEOs goal is to gain compliance
with state and local laws through on-on-one conversations, verbal and written warnings, and citations. Below are the top 10 most common citations issued during the 2016-17 fiscal year.
15
15
FY 2017-18 Revenues
16
16
FY 2017-18 Expenses
17
17
Residential Districts
18
18
Residential Parking Permit Districts
Parking Services began implementing and enforcing residential permit parking districts in the late 1970s. The City has nine (9) residential permit parking districts that were formed
at the request of residents living at these locations. The newest Residential Parking Permit District, Anholm, was approved by City Council in 2018
19
19
Residential Districts
20
Potential New Districts
Dana Street
Serrano/Murry Merger and Expansion
20
Recent Changes in Parking Management
21
21
License Plate Recognition
Went Live Summer 2018
Adopted New Enforcement Policies – July 2018
Advance Warning Campaign in Downtown
22
22
Parking Access and Revenue Control Upgrade (PARC’s)
Installation Started October 2018
Majority of Work Completed
Pay on Foot at all Structures
Multiple Methods of Payment
Advanced Push Technologies for Mobile App use
23
23
EV Charging Stations
24
Marsh Street Underway (22 spaces)
919 Palm – Phase II (under design/code review - up to 20 spaces)
24
Zoning Code Update - 2018
25
Old Zoning Code
Parking Requirements 50% Higher Than Current National Parking Demand Rates (ITE) For Many Uses
Automatic Reductions Given for Shared & Mixed Use Development, Bicycle Parking, & TDM Plans. Could be up to 50%.
New Zoning Code
Parking Requirements Aligned with Current National Parking Demand Rates (ITE)
Parking Reductions No Longer Automatic, must show measures that actually reduce demand and are supported by data.
25
Parking Structure Assessment Report 2018
26
Hired Firm to inspect all three structures and make recommendations to extend useful life
Developed High/Medium/Low priority items along with short/medium/long term improvement list
Developed Preventive Maintenance program Recommendations
In time for FY 2019-21 Financial Plan
Estimates up to $6.8 million needed in next 10 years
26
Parking Structure Assessment Report 2018
27
27
842 Palm - Assessment Report 2018
28
Barrier cable anchors have no end caps
Steel guardrail at structure perimeter as vehicle barrier system
Minor concrete spall at a concrete bumper wall
Minor concrete spall with exposed reinforcement at floor surface
Cracks in CMU blocks
High Priority Items: $349,000 Total: $2.38 million
28
Palm-Nipomo Parking Structure
29
January 2016 Council Reaffirmed moving forward with Project and Environmental
400+ Spaces
July 2018 – EIR For Project Certified by Council
January 2019 – CC Approval of final design contract
29
2016 Analysis - Updated Prior Study
Used New Occupancy Data Collected by City
Enhanced new development forecast
Developed Two Demand Forecasts:
Phase 1 (3-5 Years)
Phase 2 (5+ Years)
30
Palm Nipomo Proximity of Development
31
Consultants Conclusions
32
Long term
Demand 364
82% - 91%
(400 - 445 Spaces)
3- 5 years:
Demand: 204
46% - 51%
(400 - 445 Spaces)
32
Effects of Lot Closures
33
Staff conducted additional analysis to determine potential effect of closures of Lot 2, 3 & 11 on general Supply
Peak time change – 67% Occupancy rate increases to 71%
33
Other Factors
34
Future Downtown Concept Plan
Dana Street RPPD
Downtown Area RPPD
34
Palm-Nipomo Parking Structure
35
Conventional Parking design
Height Constraints due to adjacent uses
Adaptive Reuse Means Higher Floor Height = means taller or less parking
Limited Adaptive reuse inside
Instead, focus on adaptive reuse of older structures (842 Palm Street (Mixed Parking/Other)
35
Emerging Issues & Technology
36
Significant Changes Occurring in Access & Mobility (not all good)
Technological Improvements and data needs
Changing role of parking
36
What the Experts are Saying
37
37
What the Experts are Saying
38
38
NACTO - Blueprint for Autonomous Vehicles
Dynamic Curbside Management
39
39
NACTO - Blueprint for Autonomous Vehicles
40
40
Shared Mobility
41
41
Shared Mobility Issues
42
42
A Simple Projection
Source: Boston Consulting Group (2018)
43
43
Example: Boulder, Co
44
44
Example: Boulder, Co
45
Guiding Principles
45
Example: Boulder, Co
46
46
Questions for Access & Parking Management Plan Update
47
47
What People are saying about Parking
48
Open City Hall
49
The 3 Questions
Comments very thoughtful and reflect a range – from – there is not enough parking downtown so build palm Nipomo right away, and have more surface lots available – to – we don’t need
to accommodate every car as technology changes the future of car ownership. From make sure we accommodate an aging population to street parking is not an unalienable right. From –
many who don’t come downtown any more – to other concerned too much space is used to accommodate parking.
With comments in between – and – important to note – clear connection between parking – or lack thereof – to quality of life.
Can be found in the last 22 pages of todays agenda correspondence
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Organization outreach
Comments found also in memo
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Residential Districts/Neighborhood Wellness
Should the City more proactively establish Residential Parking Districts or maintain the current community-initiated process?
Should the city work with residents to consider consistent hours and days on existing and future Residential Permit Parking Districts?
If substantial new districts are envisioned, what expectations exist for level of enforcement particularly recognizing that there are current limitations on Police and SNAP personnel
for overnight enforcement?
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Downtown Investment and Success
Implementing the conceptual strategies contained in the Downtown Concept Plan will significantly affect parking supply, how curb space is utilized and many of the current beliefs in
how people need to access the downtown area. Should a detailed implementation plan be developed to assist in the discussion and process in educating stakeholders of potential changes
that could impact how things currently work?
Should other funding mechanisms be considered to help achieve parking and access goals of downtown in lie of increased rates, fees and fines? (see question 5)
Should the city engage the downtown business sector with a dynamic program for providing different trip choices for downtown employees to increase available supply for shoppers and visitors?
Do we encourage change or require the changes necessary to meet our modal split objectives and achieve parking efficiencies?
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Palm Nipomo Parking Structure
Are there any significant issues with the proposed Palm/Nipomo structure design concept at this time? If Council wants a change in fundamental design issues, now is the time before
significant funds are spent on design and project schematics.
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Emerging Technologies and Investments
How aggressive should the City be in pursuing new forms of access and mobility?
Are there any technologies, strategies, or changes Council has seen effective in other cities to enhance the City’s parking management program that we may not have considered?
Should the city aggressively invest in Bike/Share, CarShare, shuttles, a heavily marketed program to increase pedestrian trips downtown from adjoining neighborhoods, and other strategies?
What about parking demand strategies like promoting trolleys and pedi-cabs?
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Sustainable Fiscal Policies
Should the City investigate additional financial participation in the ways we fund our parking programs? These may include special assessment areas, private-public participation, improvement
districts or expanded in-lieu areas.
Do you feel the current and proposed rates can accomplish the parking management goals of the City or do we need to look at other ways to spread the costs?
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Where to from here
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Complete the PARC’s installation in all structures - Nov 2018
Complete EV Installations in Marsh Street Structure – Dec 2018
Final Design contract & Bid Documents for Palm-Nipomo Structure (January 2019)
MOU with County of SLO and NKT Development for preliminary investigation of structure east of Santa Rosa (January 2019)
Prepare Scope of Work for Parking and Access Management Plan Update (Feb/March 2019)
Parking Manager Recruitment – March/April 2019
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Questions
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Occupancy Studies
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Average Wednesday Occupancy by Type
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Peak
Free Parking
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Average Occupancy by Type Comparison
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AVERAGE
Wednesday
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Newer Heat Maps 2018
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Comparison
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Parking Assessment Tools
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Enterprise Funds
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Enterprise Funds
Good evening Mayor Harmon and council members. I am Scott Lee, and am pleased to present the Parking Fund to you for your consideration.
Parking begins on page 196 – 204 or page H 8 of the supplement.
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Parking Fund
Share of problem over Plan’s 3 year term is approximately $175,000.
Unique position, rate changes (not tied to the problem) provide adequate resources to address fiscal sustainability.
Application of the plan to 2018-19 Supplement propose more efficient contract services and prepayment of unfunded liability (to be reviewed and considered in detail on June 19, 2018)
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Enterprise Funds
The Parking Fund is in a unique position based on the health of the fund and its anticipated future costs and revenues.
Approach of pre-paying is being thoroughly analyzed
This will be brought back to Council later for consideration
If approved by Council and the Fund pays off the unfunded balance in the future, then the Fund will not have any further obligations other then concessions which apply regardless.
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Parking Fund Revenue
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Parking revenues are projected to increase in 18-19 due to the approved parking rate increases that took effect on January 1, 2018. The first half of the increase is reflected in the
FY17-18 Mid year budget amounts, and the increases are fully recognized in FY18-19. There is a minimal increase in usage projected.
The parking fines and forfeitures increase is due to the approved fine amounts in 2017 also implemented on January 1st.
The second approved increase will occur on July 1, 2020 and are reflected on the next slide
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Parking Fund: 5-Year Forecast
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Enterprise Funds
Revenues are projected to outpace expenditures except for FY19-20 when I have included the down payment on Palm Nipomo.
The second approved rate increase will take effect on July 1, 2020. Without these approved increases, the forecast would show the expeditures outpacing the revenues.
It is important for the Parking Fund to continue to maintain a long range plan to fund future programs (ie structures, lots, meter replacement and expansion, etc.) and not rely on debt
financing whenever possible.
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2018-19 Parking Services Revenue
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Revenue breaks down at 35% from meters, 30% from hourly garage payments, 17% from permits and monthly parking passes, 8% lease revenue and 10% from parking fines.
The industry standard is a ratio where the majority of the revenue is from paid parking. For SLO, 72% of revenue comes from paid parking (hourly, passes, permits) and only 10% from fines.
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2018-19 Parking Services Expenditures
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Parking Expenditures are 23% staffing, 12% retirement and unfunded liability payments, 15% contract services, 11% for general city services, 14% for CIP projects, 20% for debt service
and 5% for other.
If the Council later considers and allows the Parking Fund to pay its share of unfunded liability, then the percentage of expenditures related to UAL will decrease from that point going
forward.
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Parking Fund: CIP
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Enterprise Funds
Parking Services projects to spend a significant amount of working capital on replacement and maintenance of existing assets in the next 3-5 years.
Many of these projects will increase the productivity of the division, increased revenue and better customer satisfaction.
The Parking Fund maintains its long range plan to fund these projects and prepare for the uncertainty of the future.
Thank you for allowing me to present the Parking Fund to you.
I now will turn it over to G to present the Transit Fund.
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Source: Boston Consulting Group (2018)
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