Parking Supply and Demand Analysis

Parking Supply and Demand Analysis

2/19/2014

Jason Schrieber, AICP, Principal

Nelson\Nygaard Consulting Associates

Prepared for the Downtown Port Washington Business Improvement District

Agenda

■ Parking Inventory

■ Parking Utilization

■ Parking Principles, Strategies, and Recommendations

Nelson\Nygaard Consulting Associates, Inc.

Phase Task Description

1 Project Kick-Off

2 Public Outreach

3Parking Conditions

and Photo Recon

2SEWRPC Data

Collection

4Land Use Analysis

and Projections

5Parking Management

Recommendations

6Final Presentation

and Deliverables

4SEWRPC

Implementation Plan

- Indicates Nelson\Nygaard lead role - Indicates SEWRPC lead role

- Indicates Nelson\Nygaard supporting role - Indicates SEWRPC supporting role

Spring 2013 Summer 2013 Fall 2013

1

3

Winter 2013-14 Spring 2014

Study Process

BID, Main Streets, Town, SEWRPC, Nelson\Nygaard

Existing Parking Supply

■ Total Inventory:

– 1,529 spaces total

• 1,121 public spaces

– 434 on-street

– 687 off-street

• 408 private spaces

■ Utilization Counts:

– 1,189 spaces:

• All 1,121 public spaces

• 68 private spaces (Dockside / PW State Bank lot)


Parking Inventory


On-Street Parking Regulation

Regulation Spaces

Metered 183 None posted 167 Parking pass for overnight parking 86 Trailer parking only 82 Customer parking, 30 minutes 68 Marina Pass 53 Metered, 10 hour 37 Metered, 2 hour 26 2 hour 24 Trailer parking only May 1 - Sep 30 20 30 minute parking 9 Total 755

Off-Street Parking Regulation

Regulation Spaces

2 hour limit 8-6 Mon-Thurs + Sat, 8-9 Fri, Sun/Hol exempt 254 2 hour limit 6pm-Midnight Fri-Sun May 1 - Oct 1 75 2 hour limit 8-8 43 No signed limit 31 2 hour limit 13 2 hour limit 24 hours a day 12 15 minute limit 6 Total 434

Parking Utilization Analysis

Average Summer Weekday (Thursday)

418 458 496 486 504 471 422 393 372 439 433 436

772 731 694 703 685 719 767 797 818 750 756 753

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

9am 10am 11am 12pm 1pm 2pm 3pm 4pm 5pm 6pm 7pm 8pm

Occupied Vacant

418 458 496 486 504 471 422 393 372 439 433 436

772 731 694 703 685 719 767 797 818 750 756 753

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%


Occupied Vacant

418 458 496 486 504 471 422 393 372 439 433 436

772 731 694 703 685 719 767 797 818 750 756 753

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%


Occupied Vacant

418 458 496 486 504 471 422 393 372 439 433 436

772 731 694 703 685 719 767 797 818 750 756 753

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%


Occupied Vacant

418 458 496 486 504 471 422 393 372 439 433 436

772 731 694 703 685 719 767 797 818 750 756 753

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%


Occupied Vacant

418 458 496 486 504 471 422 393 372 439 433 436

772 731 694 703 685 719 767 797 818 750 756 753

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%


Occupied Vacant

418 458 496 486 504 471 422 393 372 439 433 436

772 731 694 703 685 719 767 797 818 750 756 753

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%


Occupied Vacant

418 458 496 486 504 471 422 393 372 439 433 436

772 731 694 703 685 719 767 797 818 750 756 753

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%


Occupied Vacant

418 458 496 486 504 471 422 393 372 439 433 436

772 731 694 703 685 719 767 797 818 750 756 753

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%


Occupied Vacant

418 458 496 486 504 471 422 393 372 439 433 436

772 731 694 703 685 719 767 797 818 750 756 753

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%


Occupied Vacant

418 458 496 486 504 471 422 393 372 439 433 436

772 731 694 703 685 719 767 797 818 750 756 753

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%


Occupied Vacant

418 458 496 486 504 471 422 393 372 439 433 436

772 731 694 703 685 719 767 797 818 750 756 753

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%


Occupied Vacant

418 458 496 486 504 471 422 393 372 439 433 436

772 731 694 703 685 719 767 797 818 750 756 753

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%


Occupied Vacant

Study Area- Overall Weekday


Parking Utilization Count Comparison: Weekday

Tuesday, June 11


451 475 518 494 524 500 444 376 357 424 416 324

1078 1054 1011 1035 1005 1029 1085

1153 1172 1105 1113 1205

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%


Occupied Vacant

Wednesday, August 7


384 441 473 478 484 441 400 409 386 454 450 350

1145 1088 1056 1051 1045 1088 1129 1120 1143 1075 1079 1179

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%


Occupied Vacant

Parking Utilization Count Comparison: Weekday

On-Street Utilization - Weekday


165 180 209 206 213 203 185 174 176

221 216 218

269 254 225 228 221

231 249 260 258

213 218 216

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%


Occupied Vacant

Off-Street Public Lots Utilization - Weekday


222 243 249 240 244 231 202 192 172 193 199 147

465 444 438 447 443 456 485

495 515 494 488 540

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%


Occupied Vacant


32 36 38 41 48

37 36 27 24 26

19

8

36 32 30 27 20

31 32

41 44 42 49

60

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%


Occupied Vacant

Dockside / PW State Bank Lot - Weekday


Boundaries for Sub-Area Analysis


Core

Area 1

Sub-Core

Area 2 (includes A)

Sub-Core

Area 3 (doesn’t

includes 46

space lot)

Area A

Area B

20 22

29 32 33

22

29

19 24 26 25 25

22 20

13 10 9

20

13

23 18 16 17 17

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%


Occupied Vacant

Core Area 1 – Weekday

(All Public)


1

117 132 139 141 137 125

110 96 91 84 84 76

126 111 104 102 106 118

133 147 152 159 159 167

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%


Occupied Vacant

Sub Core Area 2 – Weekday

(Public)


2 2

80 83 93 88 92 92 73

91 95 130 120 125

178 175 165 170 166 166

185 167 163 128 138 133

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%


Occupied Vacant

Sub Core Area 3 – Weekday

(Public)


3 3

3

A Area – Weekday

(All Public Parking)


24 32 30

34 32 29 25 25 23 20

15 17

39 31 33

29 31 34 38

38 40 43 48 46

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%


Occupied Vacant

A



B Area – Weekday



50 53 50 47 45 45 43 51 61 75 76 75

199 196 199 202 204 204 206 198 188 174 173 174

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%


Occupied Vacant

B



Parking Utilization Analysis

Average Summer Weekend Day (Saturday)

403 431 462 476 440 433 417 437 449 474 464 408

786 759 728 713 749 757 772

753 740 715 725 781

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%


Occupied Vacant

403 431 462 476 440 433 417 437 449 474 464 408

786 759 728 713 749 757 772

753 740 715 725 781

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%


Occupied Vacant

403 431 462 476 440 433 417 437 449 474 464 408

786 759 728 713 749 757 772

753 740 715 725 781

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%


Occupied Vacant

403 431 462 476 440 433 417 437 449 474 464 408

786 759 728 713 749 757 772

753 740 715 725 781

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%


Occupied Vacant

403 431 462 476 440 433 417 437 449 474 464 408

786 759 728 713 749 757 772

753 740 715 725 781

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%


Occupied Vacant

403 431 462 476 440 433 417 437 449 474 464 408

786 759 728 713 749 757 772

753 740 715 725 781

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%


Occupied Vacant

403 431 462 476 440 433 417 437 449 474 464 408

786 759 728 713 749 757 772

753 740 715 725 781

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%


Occupied Vacant

403 431 462 476 440 433 417 437 449 474 464 408

786 759 728 713 749 757 772

753 740 715 725 781

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%


Occupied Vacant

403 431 462 476 440 433 417 437 449 474 464 408

786 759 728 713 749 757 772

753 740 715 725 781

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%


Occupied Vacant

403 431 462 476 440 433 417 437 449 474 464 408

786 759 728 713 749 757 772

753 740 715 725 781

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%


Occupied Vacant

403 431 462 476 440 433 417 437 449 474 464 408

786 759 728 713 749 757 772

753 740 715 725 781

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%


Occupied Vacant

403 431 462 476 440 433 417 437 449 474 464 408

786 759 728 713 749 757 772

753 740 715 725 781

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%


Occupied Vacant

Study Area- Overall Weekend


403 431 462 476 440 433 417 437 449 474 464 408

786 759 728 713 749 757 772

753 740 715 725 781

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%


Occupied Vacant

Weekday

Parking Utilization Count Comparison: Weekend

Saturday, June 29


346 391 409 460 398 410 389 390 410 405 411 369

1183 1138 1120 1069 1131 1119 1140

1139 1119 1124 1118 1160

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%


Occupied Vacant

Parking Utilization Count Comparison: Weekend

Saturday, August 17


460 470 514 492 482 455 445 483 488 543 517 446

1069 1059 1015 1037 1047 1074 1084 1046 1041 986 1012 1083

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%


Occupied Vacant

On-Street Utilization - Weekend


146 166 192 189 169 155 147 146 171 194 209 187

288 268 242 245 265 279 287 288 263 240 225 247

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%


Occupied Vacant

Weekday

227 233 232 243 240 252 252 272 264 267 244 212

460 454 455 444 447 435 435 415 423 420 443 475

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%


Occupied Vacant

Off-Street Public Lots Utilization - Weekend


Weekday

31 32 38

45

32 26

18 19 15 14 11 10

37 36 30

23

36 42 50

49 53 54 57 58

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%


Occupied Vacant


Dockside / PW State Bank Lot - Weekday

Weekday

Boundaries for Core Analysis


Core

Area 1

Sub-Core

Area 2 (includes A)

Sub-Core

Area 3 (doesn’t

includes 46

space lot)

Area A

Area B

31 32 35 35 33

29 29 25

29 30 29 23

11 10 7 7 9 13 13

17 13 12 13

19

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%


Occupied Vacant

Core Area 1 – Weekend

(All Public)


1

Weekday

105 123 130 137

114 103 96 97 91 89 93 76

138 120 113 106

129 140 147 146 152 154 150

167

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%


Occupied Vacant

Sub Core Area 2 – Weekend

(Public)


2 2

Weekday

64 78 94 80 81 86 78

94 96 120 118 109

194 180 164 178 177

172 180 164 162 138 140 149

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%


Occupied Vacant


Sub Core Area 3 – Weekday (Public)

3 3

3

Weekday

A Area – Weekend



46 50

44 51

37 38 34

38

27 24 24 17

18 13

20 12

26 25

30 26

37 40 40 47

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%


Occupied Vacant

A

Weekday

B Area – Weekend



120 103 96 99 94 103 110 110 115 115 105 90

130 146 153 150 156

147 139 140 135 135 144 159

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%


Occupied Vacant

B

Weekday

Parking Utilization Summary

■ Weekday and weekend utilization patterns are similar

■ At peak on weekdays and weekends, 40% of parking is full

■ Peak hour is around lunch; the Marina parking lot is more

heavily utilized during dinner time

■ Core Area 1 along N Franklin Street is the most heavily

utilized

■ B Area (Marina) is underutilized during the weekday and

barely reached 50% during weekend


Parking Principles and Strategies

Downtown Parking Myths

1. More parking attracts more customers

2. Each business needs its own dedicated supply of parking

3. Time limits are needed for customer turnover

4. Parking is all about parking

5. Pricing parking hurts businesses


MYTH #1:

MORE PARKING ATTRACTS MORE CUSTOMERS


Supply-Side Solutions: Build a Parking Garage

Brown, Hess and Shoup 2003

■ Show pic of lot about to be redeveloped

90

4:15pm Thursday

$20,000

$20,000 $20,000

$20,000

$20,000

$20,000

$20,000

$20,000

$20,000

$20,000

$20,000

$20,000 $20,000

$20,000 $20,000

$20,000 $20,000 $20,000

$20,000 $20,000

$20,000 $20,000

$20,000 $20,000

$20,000

$20,000 $20,000

418 458 496 486 504 471 422 393 372 439 433 436

772 731 694 703 685 719 767 797 818 750 756 753

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%


Occupied Vacant

403 431 462 476 440 433 417 437 449 474 464 408

786 759 728 713 749 757 772

753 740 715 725 781

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%


Occupied Vacant

Recognize Value

■ On-Street spaces are the most valuable space on any Main

Street

– Without regulation/pricing, who parks there?

– For how long?

– Who is best able to game the current system – you, your

employees, or your customers?

Let Demand Determine Rates

Focus on Availability

Curbs are a fixed supply

Customers determine market and price for each

option

Adjust for location, time of day, day of week

Pricing Comparisons


Community On-Street Rates Off-Street Rates

Rockport MA $0.50 - $2 / hr Free + walk or $1

shuttle

Annapolis MD $2 / hr

($1 Jan – March)

$2 / hr or $15-$20 /

day

Alexandria, VA $1.25 - $1.75 / hr $2 / hr before 5pm

$1 / hr after 5pm

$2 / day weekends

Sausalito, CA $1 / hr $1-3 / hr

$5 – 25 / day

Nantucket, MA Free hour “in town” $10-$15 / day at

ferry terminals

Portsmouth, NH $1 - $1.50 / hr $0.75 / hr + 1 hr

free

MYTH #1:

MORE PARKING ATTRACTS MORE CUSTOMERS


REALITY:

AVAILABILITY (NOT SUPPLY) ATTRACTS

MORE CUSTOMERS

MYTH #2:

EACH BUSINESS NEEDS IT OWN DEDICATED SUPPLY

OF PARKING


Principal Use PW Regulation ITE Peak Parking Demand Rates PW vs. ITE

Multiple Family Dwelling Unit 1.75 spaces per dwelling unit with a minimum of 60% of the

required spaces to be enclosed and 10% minimum of 3 spaces

shall be accessible to visitors

1.4 spaces per dwelling unit Above

Elderly (55 years and older) Multiple

Family Dwelling Units

1 space per dwelling unit of which 75% shall be enclosed and

10% (a minimum of 3 spaces) shall be at grade and accessible

to visitors, except in the B-4 Central Business District where

0.5 spaces per unit shall be required.

0.59 spaces per dwelling unit for senior adult housing. Below

Churches 1 space for every 5 seats based on the maximum capacity of the

facility

1.5 spaces per 5 seats Below

Theatre 1 space for every 5 seats based on the maximum capacity of the

facility

1.65 spaces per 5 seats Below

Hotel and Motel 1 space for each room 1.3 spaces per room (hotel)

1.0 spaces per room (motel)

Above and Below-

depends on type of

establishment

Hospital 1 space for every 3 beds, plus 1 space for each medical staff

member, plus 1 space for every 3 employees for the work shift

with the most employees

4.7 spaces per bed plus .82 spaces per employee Below

Nursing Home 1 space for every 3 beds, plus 1 space for each staff member

employee for the work shift with the most employees

.5 spaces per bed plus 1.3 spaces per employee Below

Commercial Office Buildings 3 spaces per 1,000 sq ft of GSA 4 spaces per 1,000 sq. ft Below

Retail Stores 3 spaces per 1,000 sq ft of GSA 5.0-6.7 spaces per 1,000 sq ft (depending on store type) Below

Restaurant 1 space for every 100 sq ft of GLA 2 spaces per 200 sq ft at quality restaurants.

1.42 spaces per 200 sq ft at high-turnover (sit-down) restaurants.

1.52 spaces per 200 sq ft at a fast-foot restaurant with drive-

through window.

Below

Shopping Center 1 space for every 200 sq ft of GLA 0.82 spaces per 200 sq ft (strip)

0.98 spaces per 200 sq ft (neighborhood/ community)

1.1 spaces per 200 sq ft (regional)

Above and Below-

depends on type of

establishment

Commercial Recreation 1 space for every 200 sq ft of GLA 0.62 spaces per 200 sq ft (recreational community center)

1.14 spaces per 200 sq ft (Health/ fitness club)

Above and Below-

depends on type of

establishment

Warehouse 1 space per 5,000 sq. ft. of GSA 2.5 spaces per 5,000 sq. ft Below

Manufacturing, processing, fabrication,

and storage operations

1 space per 2,500 sq. ft. of GSA. 3.25 spaces per 2,500 sq. ft Below

Port Washington Zoning Comparison to ITE Standards

0.60

0.17

1.02

1.02

1.02

3.40

1.70

1.70

0.07

0.14

0.0 1.0 2.0 3.0 4.0 5.0

Multiple Family Dwelling Unit

Elderly Multiple Family Dwelling …

Commercial Office Buildings

Retail Stores

Customer Service Establishments

Restaurant

Shopping Center

Commercial Recreation

Warehouse

Manufacturing

Building Sq. Ft. Parking Sq. Ft.


Land Needed to Meet Parking Requirements

Parking Space

10’ x 20’ = 200 ft2

Tensions

Bedroom 9’ x 11’ = 99 ft2

Office Cubicle

8’ x 9’ = 72 ft2

Restaurant Table

5’ x 5’ = 25 ft2

Shared Parking Principles:

■ Permit a developer to provide less than the minimum

parking normally required if two or more uses have peak

demand at different times of day or day of week

– e.g. office peak demand M-F 9AM-5PM; housing

peak demand 6PM-8PM.

School

Shop

Play Work

P P

P

P

P P

T T T T

T T T

T T T

T

T

Conventional Development

Mixed Use, Park Once, Downtown

School

Work

Play

Shop

P

T T

Results:

• <½ the parking

• <½ the land area

• ¼ the arterial trips

• 1/6th the arterial turning movements

• <¼ the vehicle miles traveled

-

200

400

600

800

1,000

1,200

1,400

1,600

1,800

-

200

400

600

800

1,000

1,200

1,400

1,600

1,800

Office (150k SF): Real Demand Unshared Supply

2pm

-

200

400

600

800

1,000

1,200

1,400

1,600

1,800

-

200

400

600

800

1,000

1,200

1,400

1,600

1,800

Restaurant (150k SF): Real Demand Unshared Supply

12pm

-

200

400

600

800

1,000

1,200

1,400

1,600

1,800

-

200

400

600

800

1,000

1,200

1,400

1,600

1,800

Unshared Supply Residential (1000 units): Real Demand

2 am

-

200

400

600

800

1,000

1,200

1,400

1,600

1,800

-

200

400

600

800

1,000

1,200

1,400

1,600

1,800

-

200

400

600

800

1,000

1,200

1,400

1,600

1,800

Shared Uses:

Real Demand

38% Less

Office

Restaurant

Residential

Restaurant

-

200

400

600

800

1,000

1,200

1,400

1,600

1,800

-

200

400

600

800

1,000

1,200

1,400

1,600

1,800

Residential

Unshared Supply

Office

Existing Land Use in Port Washington

Existing Land Use in Port Washington


Land Use Sq Ft or Unit

General Retail 87,636

Office 92,004

Government Office 77,460

Quality Restaurant 32,712

High Turnover Restaurant 32,712

Bank 14,707

Drive-In Bank 10,416

Fast Food 2,788

Hotel 106 rooms

Low-Mid Rise Apartments 69 units

-

200

400

600

800

1,000

1,200

1,400

1,600

1,800

2,000 Fast Food

Hotel

Low to Mid Rise Apartment

Bank

Drive-In-Bank

High Turnover Restaurant

Quality Restaurant

General Retail

Office

Government Office


TOTAL Supply: 1,529

Public Supply: 1,189

Expected Demand (Unshared): 1,588

Unshared Demand

-

200

400

600

800

1,000

1,200

1,400

1,600

1,800

2,000 Fast Food

Hotel


Bank

Drive-In-Bank


Quality Restaurant

General Retail

Office

Government Office


Expected Peak

Demand (Shared): 774 Excess Public Capacity: 296 spaces

Public Reserve Supply: 1,070 (90%)

TOTAL Reserve Supply: 1,377 (90%)

Shared Demand

TOTAL Supply: 1,529



-

200

400

600

800

1,000

1,200

1,400

1,600

1,800

2,000 Fast Food

Hotel


Bank

Drive-In-Bank


Quality Restaurant

General Retail

Office

Government Office


Excess Capacity: 612 spaces

Actual Demand – Public ONLY



TOTAL Supply: 1,529



-

200

400

600

800

1,000

1,200

1,400

1,600

1,800

2,000 Fast Food

Hotel


Bank

Drive-In-Bank


Quality Restaurant

General Retail

Office

Government Office


Est. Private Demand

Public + ESTIMATED PRIVATE DEMAND



TOTAL Supply: 1,529




-

200

400

600

800

1,000

1,200

1,400

1,600

1,800

2,000 Fast Food

Hotel


Bank

Drive-In-Bank


Quality Restaurant

General Retail

Office

Government Office


Public + EST. PRIVATE W/25% FEWER VACANCIES



TOTAL Supply: 1,529




MYTH #2:

EACH BUSINESS NEEDS IT OWN DEDICATED SUPPLY

OF PARKING


REALITY:

A MIX OF USES REDUCES OVERALL

PARKING DEMAND

MYTH #3:

TIME LIMITS ARE NEEDED FOR CUSTOMER TURNOVER


Redwood City, CA

■ Plagued by traditional

parking “problems”:

100% utilization on

Broadway all day long

Perception of parking

unavailability

• BUT: Ample unused parking around the corner from commercial strip

Peak occupancy 69% in city-owned lots (ideal is 85%); 78% at

the height of the dot-com boom

Photo by BWChicago


Redwood City, CA

■ City staff asked, “Do we actually have a parking

shortage, as perceived by motorists, or a parking

management problem?”

■ Decided on a strategy set:

1. Institute Market-Rate Pricing

2. Eliminate Time Limits

3. Convert the Core to Computerized “Pay-by-Space”

Meters

4. Modify the Parking Permit Program


Redwood City, CA

■ #1: Institute Market-Rate Pricing

– Fee structure set to

price most desirable

spots the highest

– Maintain 85%

occupancy (by

ordinance)

– Priced differently at

highest-use times than

at off-peak times


Redwood City, CA

■ #2: Eliminate Time Limits

– Time limits impose an artificial

restriction on usage and are

inconvenient

– Enforcement is costly to manage

– Time limits not efficient at producing

even 85% occupancy

– Allow pricing to create turnover

instead


Redwood City, CA

■ #3: Convert to Pay-by-Space Meters

Source: Digital Payment Technologies, 2005

– Able to track occupancy

rates and adjust price

rates accordingly

– A host of other benefits: • Better urban design

• Quicker repairs

• Solar power

• Better information

• Revenue control

• Better data collection

• Convenience


Redwood City, CA

– To accommodate

employees, crafted a

parking permit program

for spaces in garages

with varying levels of

access for purchase

■ #4: Modify the Parking Permit Program


Redwood City, CA

■ Program has been highly successful:

– Parking distributed more evenly across district

– Average length of stay 72 minutes

(previously 1 hour limit)

– Monthly permit sales up 50%

– $1 million in added revenues for added public

services such as increased police protection

and cleaner sidewalks

– 82% occupancy on Broadway


MYTH #3:

TIME LIMITS ARE NEEDED FOR CUSTOMER TURNOVER


REALITY:

TIME LIMITS TELL YOUR CUSTOMERS

“YOU’RE NO LONGER WANTED HERE”

MYTH #4:

PARKING IS ALL ABOUT PARKING


Melrose, MA

Medford MA

Melrose, MA

Medford MA

$7.5 M for 105 spaces

or

$1.5 M for 90 spaces and

improved public space


Medford Square Garage Project Results

Rockport, MA


Rockport MA

Rockport MA

$.50/hr on Broadway, High Street, and Mt. Pleasant Street south of T wharf;

$1/hr on Mt. Pleasant Street north of T wharf, Dock Square, Main and School streets;

$2/hr on Beach Street

Blue Gate Parking Lot is free (and 3/4mi walk from Rockport; $1 shuttle available)

Rockport MA

Rockport, MA


Rockport, MA


Rockport MA

MYTH #4:

PARKING IS ALL ABOUT PARKING


REALITY:

PARKING IS ALL ABOUT CONVENIENCE

MYTH #5:

PARKING PRICING HURTS BUSINESS


Annapolis, MD


Annapolis, MD

Annapolis, MD

$1/hr between January 1-March 31,

$2/hr April 1-December 31

Gott's + Hillman Garages:

$2/hr in each of two city garages;

gets progressively more expensive with each hour,

up to $15/day in Gott's Garage or $20/day in Hillman Garage.

$2 shuttle to the rest of downtown Annapolis

Annapolis, MD

Alexandria, VA


Alexandria, VA


Alexandria VA

$1.25/hr at single-space meters,

$1.75/hr at multi-space meters

Lots:

$2/hr before 5pm weekdays up to $8/day;

$.50/hr Sundays through Thursdays after 5pm;

$1/hr Fridays after 5pm, all day Saturdays, holidays and Sundays before 5pm up

to $2/day.

Alexandria, VA

Sausalito, CA


Sausalito CA

Sausalito CA

$1/hr for up to 3 hours, 9am to 6pm every day

Lots #1 + 2: $3/hr up to $25/day;

Lot #3: $2/hr up to $25/day;

Lot #4: $1/hr up to $5/day

Nantucket

Nantucket


Nantucket

Nantucket

$20/day off-street

-

200

400

600

800

1,000

1,200

1,400

1,600

1,800

2,000 Fast Food

Hotel


Bank

Drive-In-Bank


Quality Restaurant

General Retail

Office

Government Office


Public + EST. PRIVATE W/25% FEWER VACANCIES



TOTAL Supply: 1,529




-

200

400

600

800

1,000

1,200

1,400

1,600

1,800

2,000 Fast Food

Hotel


Bank

Drive-In-Bank


Quality Restaurant

General Retail

Office

Government Office


Public + EST. PRIVATE W/25% FEWER VACANCIES WITHOUT PIER PARKING (339 SPACES)


TOTAL Supply: 1,529



Reserve Supply w/o Pier: 1,071 (90%)

Supply w/o Pier: 1,190

MYTH #5:

PARKING PRICING HURTS BUSINESS


REALITY:

POOR ENVIRONMENT HURTS BUSINESS

Recommendations

■ Signage and Wayfinding

■ Eliminate Zoning Minimums

■ Flip Pricing

■ Shared Parking Program

■ In-Lieu Fee/Parking Assessment


Recommendations



■ Flip Pricing


■ In-Lieu Fee/Parking

Assessment

■ Make it easy for

visitors to park

■ Eliminate confusion on

who can park where

■ Provide simple information

before arriving to town (web),

during arrival (gateway), and

after (pedestrian oriented)





Recommendations



■ Flip Pricing



Assessment

■ Promote a walkable

downtown

■ Grow downtown as a

mixed-use, shared

environment

■ Utilize existing supply

before investing in more

parking

■ Encourage smart

development projects


Recommendations



■ Flip Pricing



Assessment

■ Put a value on your most

desirable spaces

(N Franklin St)

■ Introduce limited on-street

pricing balanced by lower

off-street prices

■ Use pricing for availability

(not time-limits)

■ Encourage customer and

visitor activity

■ Balance monthly permit

prices with on- and off-

street visitor rates


Recommendations



■ Flip Pricing



Assessment

■ Lean on private sector for

additional supply

■ Utilize and lease under-

utilized private parking

facilities

■ Can be used for short-term

or long-term parking

■ Less expensive than

building more municipal

parking

■ Amend zoning to encourage

shared parking


Recommendations



■ Flip Pricing


■ In-Lieu Fee/ Parking

Assessment

■ Larger new developments

pay into transportation

system

■ In-lieu fee or assessment

dedicated to downtown

improvements:

– Streetscape

– Façades

– Signage/Wayfinding

– Downtown ambassadors

– Events

– Clean-up

– More


Recommendations



■ Flip Pricing


■ In-Lieu Fee/Parking Assessment


Phase Task Description

1 Project Kick-Off

2 Public Outreach

3Parking Conditions

and Photo Recon

2SEWRPC Data

Collection

4Land Use Analysis

and Projections

5Parking Management

Recommendations

6Final Presentation

and Deliverables

4SEWRPC

Implementation Plan

- Indicates Nelson\Nygaard lead role - Indicates SEWRPC lead role

- Indicates Nelson\Nygaard supporting role - Indicates SEWRPC supporting role

Spring 2013 Summer 2013 Fall 2013

1

3

Winter 2013-14 Spring 2014

Study Process

BID, Main Streets, City, SEWRPC, Nelson\Nygaard

NELSON\NYGAARD CONSULTING ASSOCIATES © 2014

Jason Schrieber, AICP, Principal

77 Franklin Street, 10th Floor

Boston, MA 02110

617-521-9404 (main)

617-521-9403 (direct)

[email protected]

Date post:	10-Feb-2017
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Parking Supply and Demand Analysis

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