89 Implementation
Phase
3 1.
Prior to the implementation of paid parking, e
valuate the feasibility of
a
PBD
and
update the ordinances to allow for one.
a.
Adopt a revenue distribution schedule. The paid parking operation should be self
-
sustaining, with any surplus
revenue reinvested into program and
downtown improvements.
b.
Establish an authorized oversight committee
for any discretionary funding
.
c.
A set of predefined allocation rates will ensure transparency for the community and will allow for a series of community
and program improvements.
2. Ongoing
allocation of funds
.
90 Goal: Improve Downtown Access and Mobility
Strategy #1. Implement a Shuttle Service
Priority:
Medium
Cost:
$$$$
Considerations:
Cost, route location, frequency, staffing, outreach
Prerequisites:
Funding
A shuttle program could be an effective way
to incorporate remote parking locations by
giving drivers the ability to park and ride into
the downtown core. Additionally, if the City
wants to promote the “Park Once”
approach, then a shuttle program could be
an effective way for drivers to rely upon the
shuttle for shorter trips, rather than re
-
parking their vehicle. A shuttle program
could also effectively bridge the gap
between the downtown and Oxbow District
areas, providing visitors an easy way to
move bet
ween the two locations.
Recently, the Parking Programs Manager has been
coordinating with a shuttle company named The Free Ride to determine the feasibility of a potential pilot program. It is recommended that the City proceed with a four to six
-
month
pilot to evaluate the compan
y prior to making a long
-
term
investment.
The Free Ride is a free shuttle program that has been
successfully implemented in several cities throughout the country. The shuttle program is free to the users because the staffing and operating costs are compl
etely funded by
advertisements. There are moving billboards, videos for passengers and even sample products that are given out
during the rides. The vehicles are all electric and each fit up to five passengers. Additionally, a mobile application will allow
users to
request a ride within certain boundaries; users
are prompted to select their pick up and drop of locations, and the application provides real time driver ETAs and
notifications.
The benefit of utilizing smaller vehicles is that the insurance cos ts are significantly reduced.
Additionally, The Free Ride offers a revenue share option for advertising monies. This can further offset the cost of the shuttles for the City.
Image
26 . The Free Ride Shuttles
Image
27 . San Diego FRED
Application
91 So far, The Free Ride has been implemented in South Florida, California, the Ha mptons, and
the Jersey Shore. In the City of San Diego, The Free Ride operates under a partnership between the City, Civic San Diego and the Downtown San Diego Partnership. In San Diego, the program is called “FRED,” which stands for “Free Ride Everywhere Downtown.” The initial
funding of $500,000 for the program came from downtown parking meter revenue. The City purchased a fleet of 15 vehicles for $200,000, and the additional $300,000 of funding went towards storage, charging stations and start
-
up personn
el costs. The shuttles operate
between 7:00 a.m. and 9:00 p.m., Monday through Thursday, until Midnight on Friday and Saturday, and from 9:00 a.m. to 9:00 p.m. on Sunday. Drivers earn $14.66 per hour. Staffing and operating costs are funded by advertisemen
t revenue.
Extensive outreach will be necessary to inform visitors and employees about the shuttle service. Signage and flyers should encourage visitors to download the application.
Typically,
The Free Ride
program is structured as an on
-
demand service
, however the City
could solicit the company about the potential for a fixed route program if desired . A fixed
-
route
option could be designed to serve a remote employee permit parking location, for example .
Implementation
Phase 1
1. Continue to work with Th
e Free Ride to determine the feasibility of doing a low -
cost
pilot for four to six months.
a.
Work with downtown stakeholders and the City Council to determine program priorities and goals.
Phase 2
1. Proceed with a pilot program with The Free Ride or a similar
shuttle company.
a.
The City should retain a portion of advertisement revenue.
b.
Extensive education and outreach will be required to promote the program.
c.
Ongoing monitoring of program participation.
Phase 3
1. Support any remote parking locations with a fixed r
oute shuttle service.
92 Strategy #2. Effectively Utilize and Manage Micro
-
transit Services
Priority:
Low
Cost:
$
Considerations:
Enforcement, outreach, permitting process
Prerequisites:
Updated ordinances
Bike and scooter sharing
could
provide the
City with
additional
resources
to
mitigate
the first mile/last mile problems
and
provide increased accessibility throughout
downtown. Bike and scooter sharing can
also help support remote parki
ng locations
.
While Lime
, Bird
and other dockless
mobility device
share companies offer
improved convenience and flexibility for
users
(
because they are not required to
leave the bike at a designated location
).
dockless programs can be
challenging
to
manag
e and regulate. Many cities
experience a significant amount of
complaints due to dockless bikes,
especially regarding blocked sidewalks and
ramps, which limits ADA accessibility. The
City should adopt ordinance language that
allows the City to hold vendors
accountable when bikes are left in locations where they cause a public nuisance.
Adding a fee to the collection of bikes that have been impounded by the City encourage s
bikeshare programs to inform their users on the
correct locations to leave bicycles when they are
done.
While a
docked bike share program could
mitigate most of the problems associated with
dockless program
, docked bike programs are
expensive to impleme
nt and manage, and may
not be heavily utilized unless implemented on an
expansive scale. Dockless bike and scooter
programs offered by private companies are a
tremendous opportunity for improving mobility at
no upfront cost to the City. The main financial
impact results from the additional monitoring
and enforcement required to manage the
impacts.
Image
28 .
Dockless Lime Bike
Image
29 . Dockless Bird Scooter
93 The City of Santa Monica recently adopted an ordinance addressing the permitting and use of shared mobility devices. This ordinance gives Santa Monica additiona l control and oversight
through a permitting process. For reference,
excerpts from
Chapter 3.21 of the Santa Monica
Municipal Code is included below:
Chapter 3.21 SHARED MOBILITY DEVICE PILOT PROGRAM
3.21.010 Purpose.
Consistent with the City’s goals of enhancing mobility and access, easing traffic congestion, and promoting sustainability, this Chapter creates a limited term pilot program to facilitate the use of shared mobility devices while ensuring the protection of
public health and safety,
including the safety of the public traveling by foot, bicycle, or vehicle on public sidewalks, streets, and other public rights
-
of
-
way.
3.21.020 Definitions.
(f)
“Shared mobility device” shall mean any transportation devic e by which a person can be
propelled, moved or drawn, that is displayed, offered or placed for rent in any public area or public right
-
of
-
way, except that a “shared mobility device” does not include any device being vended or made available for rent exclus
ively from a vehicle pursuant to a valid City vending
permit; a car share vehicle, as defined by Chapter
3.06 of this Code; a device authorized by
the City bike share system pursuant to Chapter
3.20 of this Code; a taxicab as regulated in
Chapter
6.49 of t
his Code, a device operated by the Los Angeles County Metropolitan Transportation Authority; or any other device excluded pursuant to administrative regulations.
3.21.040 Maximum number of shared mobility operator permits and shared mobility devices pe
rmitted.
(a)
The Director may issue up to four shared mobility operator permits authorizing the deployment of a shared mobility device within the City. Two shared mobility operator permits shall be issued to operators that propose to deploy electric sc ooters as shared mobility
devices and two shared mobility operator permits shall be issued to operators that propose to deploy electric bikes as shared mobility devices. No shared mobility operator permits shall be issued to any operator that proposes to d
eploy a shared mobility device that is exclusively
powered by the human body or powered by combustion engine.
(b)
The Director may establish the number of shared mobility devices authorized under each shared mobility operator permit. No more than on a
weekly basis or within fourteen days
following any City Council action adjusting the number of permitted operators or devices pursuant to Subsection (d), the Director may adjust the maximum number of devices authorized by each shared mobility operator perm
it. The Director shall take into consideration
market needs, the number of devices deployed in the City, device utilization, and any other criteria set forth in administrative regulations. The Director shall first publish his or her tentative adjustment de
cision under this Section, along with reasons supporting the decision, and solicit comments prior to making a final determination. The Director’s determinations under this Section shall constitute the final decision of the City and are not subject to furth er
administrative review. No person shall fail to comply with the Director’s established device limitation.
(c)
No operator may be granted authorization for less than two hundred fifty shared mobility devices.
94 (d)
At any time, in the City Council’s
discretion, the City Council may reassess the number
of shared mobility operator permits authorized for issuance. The City Council, in its discretion, may determine by resolution that the number of shared mobility operator permits or the number of total a
uthorized devices should be reduced or increased. (Added by Ord. No. 2578CCS § 1, adopted 6/26/18)
3.21.100 Impoundment of devices.
(a)
A shared mobility device that is displayed, offered, or made available for rent, or abandoned, in the public righ
t
-
of
-
way or a public area in violation of Section
3.21.030
shall
be subject to immediate impoundment by the City.
(b)
The City Council may adopt impound fees by resolution, which shall reflect the City’s enforcement, investigation, storage and impound
costs.
(c)
No person shall retrieve any impounded shared mobility device except upon demonstrating proper proof of ownership of the device and payment of applicable impound fees.
Implementation
Phase 1
1. Update the municipal code to include provisions for shared mobility device programs.
2. The City should consider implementing an impound fee for bikes and scooters.
Phase 2
1. If shared mobility device companies intend to operate in Napa, the City should ideal ly
utilize a controlled permitting process to set limitations on the number of companies, mobility devices, and performance and safety standards.
Phase 3
1. Consider allocating dedicated parking stalls for bikes and scooters.
2. Conduct ongoing monitoring of s
hared mobility device trends to determine program
adjustments and policy changes.
95 Strategy #3. Encourage Carpooling
Priority:
Low
Cost:
$
Considerations:
Enforcement, outreach, technology
Prerequisites:
Automated employee permit program
Carpooling
incentives can be an effective
strategy to encourage commuters that have similar
work schedules and routes to ride together. There are already several vendors and applications that provide carpooling services to commuters. Scoop and Waze are two
of the
more recognizable carpooling apps, but there are
others that are growing in popularity as well
.
Commuters that carpool could be offered discounted parking permits, reduced hourly rate coupons for parking meters and dedicated carpool
-
only parking sp
aces in employee parking
areas.
For example
, Inugo, a Bluetooth parking technology provider, has parking beacons that can verify whether drivers are actually carpooling or not.
These Bluetooth beacons could be
installed in conjunction with a carpool permit
program.
Implementation
Phase 1
1. Update ordinances to allow for the implementation of a carpooling permit program if desired.
2. In conjunction with the implementation of an automated permit management system and employee permit parking program, the City
should consider providing a discounted
carpooling permit.
3. Conduct ongoing education and outreach about carpooling incentives.
Phase 2
1. Consider investing in verification technology, such as the Inugo Bluetooth beacons that support the carpooling program.
a.
V
erification technology should be installed in any dedicated carpool permit spaces.
Phase 3
1. Based upon program utilization, consider allocating additional carpool permit parking spaces in convenient locations throughout downtown.
96 Goal: Expand
Parking Supply
Strategy #1. Establish Shared Parking Agreements
Priority:
Medium
Cost:
$
Considerations:
Enforcement, liability, monetization
Prerequisites:
None
The City could pursue shared parking agreements with businesses and landowners that may have parking availability. It is important to maximize existing parking resources in the area in
and
around downtown and consider all potential solutions. The City shou ld consider offering
a monetized shared parking option that would be mutually beneficial to the private lot owners and the City, to allow for a more comprehensive approach to parking management in Napa
.
Shared parking agreements could be established for
pu
blic or
permit parking. Shared parking
agreements work best with companies that have regular operating hours such as banks and office buildings that support medical and commercial tenants. Typically, these types of locations
have non peak hours
that
would
be able to provide added capacity during weekday
evening hours and on weekends.
There is a County
-
owned lot near the Public Works building and the Fifth Street Garage that could be considered. The
City could pursue a partnership with the County
to maximi
ze the use
of existing facilities, especially during the weekends when there is less parking demand from County staff
.
A shared parking agreement downtown
would provide an affordable alternative
for increasing public parking supply without having to build an additional garage or lot.
A portion of
any
revenue from shared parking should be set aside to support the enforcement, maintenance
,
and upkeep of
the
shared parking locations. Additionally, funds could be used to guarantee certain parking
facility
enh
ancements as an additional value add from the
shared parking program. The City
could
install the necessary meters or pay stations, help
establish the appropriate parking rates, designate any necessary time limits, and provide enforcement and basic maintena
nce. The shared parking agreement
should
establish any
potential revenue splits
.
Any shared parking location available to the public should be clearly communicated using the City’s public parking brand and signage. Signage can be swapped or digital signa ge can
include updated messaging during private parking versus public parking hours.
Implementation
Phase 1
1. Amend the ordinances to allow for shared parking.
2. Establish a framework for a negotiation process for off -
street shared/public parking
agreements in areas with high parking demand. This process would occur between owners of privately
-
operated off
-
street parking facilities, property owners and
97 applicants f
or new developments. Some considerations to have when pursuing shared parking agreements with business owners are:
a.
Term and extension: evaluate return on investment and ensure terms that allow for potential redevelopment.
b.
Use of Facilities: establish avai
lable hours, number of spaces, time limitations
and ensure base user will retain use at the end of the sharing period.
c.
Maintenance: evaluate the added cost of maintenance and operation.
d.
Operations: consider revenue collection operations (when applicable)
and
needed signage.
e.
Utilities and Taxes: determine the responsible parties and any cost sharing agreements.
f.
Signage: consistency with City signage can improve the public experience.
g.
Enforcement/Security: determine who handles enforcement and towing.
h.
In
surance and Indemnification: consider litigation with any cost sharing.
i.
Termination
3. Explore the possibility of any shared parking agreements with potential locations, including
the County parking facility.
4. Incorporate the City’s parking brand and wayfind
ing program into the shared parking
agreement contract. Each location should also be required to participate in the wayfinding program.
Phases 2 and 3
1. Work with property owners to determine the appropriate hourly rates and time limits for each location. Id
eally, the convenient parking outside of businesses should be time limited to ensure turnover and accessibility to the businesses.
2. Determine the appropriate revenue split rates to sustain the program
if pursuing a
monetized agreement
.
3. Allocate the necess
ary parking enforcement resources to manage the participating locations. This may require additional staff.
4. Install paid parking technology at participating shared parking locations
as required
.
The actual amount of equipment depends on the unique geograp hy and configuration
of each location, and it is typically 1 pay station for every 30 parking spaces. Pay Stations should be configured the same as on
-
street which provides continuity for
parkers and ease of enforcement.
5. Install the appropriate signage to
indicate paid parking and time limits.
6. Continue to evaluate for new opportunities between the City and private business/land owners.
98 Strategy #2. Establish a Remote Parking Location
Priority:
Medium
Cost:
$$$$
Considerations:
Accessibility, distance, safety and security, cost
Prerequisites:
None
Providing remote parking is an opportunity for the City to increase parking supply without dedicating valuable land in the downtown core to parking. The City owns a four -
acre proper
ty
near Walmart which could be a tremendous opportunity. As discussed previously, this property is just a 20
-
minute walk or a short 5
-
minute drive from the core downtown area. If the City
were to utilize this location for remote parking, a shuttle and/or b ike share program could be
utilized to provide access to and from downtown. A remote parking lot would likely be most successful if utilized for an employee permit parking program. This controlled approach allows the City to focus the education and outreac
h messaging, rather than trying to inform tourists
and visitors of the system. Additionally, it is potentially simpler to implement a shuttle route for employees. In general, employees would arrive to the parking lot around the same time in the morning and
return at a similar time in the evening. Knowing this, the City could provide more frequent shuttle service during the peak periods to meet demand.
Implementation
Phase 1
1. Assess potential remote parking lot locations around downtown Napa.
a.
Consider any City or privately
-
owned lot that could be retrofitted as a parking
lot.
b.
Consider accessibility to and from the location and downtown. Begin budgeting and planning for a mobility program such as a shuttle system or a shared bike program.
Phase
s 2 and 3
1. Convert any identified locations into remote parking lots.
2. Begin education and outreach regarding upcoming parking alternative.
a.
If the City implements an employee permit parking program, the remote parking location could be an affordable alternat
ive compared with parking downtown.
3. Install required signage and technology at the remote locations to identify, promote and manage the program.
99 Strategy #
3 . Develop
A
dditional
Parking Supply
Priority:
Low
Cost:
$$$$
Considerations:
Cost,
location, maintenance and upkeep
Prerequisites:
Budget, design
There are a number of potential upcoming projects that would provide additional parking supply, such as the Civic Center garage, which would include approximately 330 public parking stalls.
As Napa continues to grow, there may be an increasing demand for parking.
This report includes a number of parking demand management strategies that would aim to offset parking demand with alternative modes of transportation. Additionally, a number of stra
tegies are included to maximize the use of existing resources and improve the management of the parking operation. Over time, if the City continues to see consistent occupancy rates above 85% for on and off
-
street parking, the City may benefit from
constru
cting an additional parking facility. However, t
he construction of a parking garage
would be a significant investment for the City. It is anticipated that if the City strategically manages its existing supply it can avoid constructing a parking garage in t he near
-
term. Space
in the downtown core is limited, so the City should invest in land uses that improve the overall vibrancy of the downtown.
Based upon previous occupancy studies, the 2012 Downtown Specific Plan identified that an additional 300 to 400
parking spaces within the Downtown west of Soscol Avenue would be required to accommodate future parking demand. The Downtown Specific Plan also recommended an additional 75 to 100 public parking spaces for the Oxbow District. The City should continue to
monitor parking occupancy trends to determine when and where a parking structure may be needed in the future.
Implementation
Phase 1
1. The City should implement the aforementioned parking management and demand management strategies prior to considering
the development of parking garage.
2. Pursue adequate budget for future parking facilities development(s).
Phases 2 and 3
1. Continue to monitor occupancy rates to assess the need for a parking garage. If downtown occupancy rates consistently
exceed
85%, t
he City could consider
developing additional parking supply.
100
Goal:
Ensure
Ongoing Maintenance and Collections
Capabilities
Strategy #1. Cross
-
train
S
taff for
P
arking
E
quipment
M
aintenance and
C
ollections
Priority:
High
Cost:
$
Considerations:
Technology, equipment, closed vs. open can, variance threshold, armored transport
Prerequisites:
Paid parking equipment
If the City implements paid parking, maintenance and collections support must be identified.
Several municipalities have maintenance
and revenue collection
s
within the Public Works
Department, but it is also common for municipalities to cross -
train Parking
Enforcement
staff
in these additional duties.
Level 1 maintenance includes basic preventative maintenance and responses to servic e calls,
such as addressing jammed credit cards. Level 2 maintenance is typically managed by the parking technology vendor. The frequency of revenue collections will depend on utilization.
Meter revenue should be collected at least once per week as a start ing point. The revenue
collections schedule can be reassessed once demand and utilization are fully understood.
The paid parking technology software is also able to notify staff of any maintenance issues and collection requirements. While this is a helpful
tool, the City should not rely solely on the
parking software. It is recommended that maintenance staff visit each location at least once every two weeks to ensure that there are no unidentified issues such as graffiti or vandalism.
It is recommended tha
t any paid parking technology be configured to minimize maintenance and revenue collections. The installation
of smart parking meters that
can
accept credit
/
debit
cards
will reduce the amount of payments by coin. Additionally, providing a mobile payment op
tion is another added benefit to discourage the use of coin. Ideally, the City should minimize the number of pay stations with bill note acceptors (BNA), which will reduce the level of maintenance
.
The City should also consider how the hourly rate will inf luence coin usage.
Ideally, the hourly rate should be at least $1.00 per hour to minimize coin usage.
When the City procures meters, electronic locks (e
-
locks) such as the Medeco NexGen locks
should be included. E
-
locks are an electronic key system that a
re programmed for the daily
collection routes. This adds another layer of security for the City. Typical key systems are less secure because there is no electronic record of use. Additionally, if there is any meter theft, this can result in the City needin
g to re
-
key the meters.
A
closed
-
canister (closed
-
can) system for meters is
also
recommended. This means that the
coin canister located inside the meters is retrieved by collection staff, inserted and emptied into a larger collection can without the monie
s ever being exposed. This is considered an
industry best practice because it reduces opportunity for revenues to be siphoned away.
101
Smart meters have a back
-
end software system that will allow the City to compare the amount of money recorded by the meters
versus the amount of money collected and counted.
Additionally, the amount counted by the City should always be verified against the amount recorded by the bank once submitted. When the City expands the paid parking operation, there should be tight contro
ls and procedures in place. Ideally, the meters should be collected based upon consistent routes, and the counted monies should be tracible back to specific pay stations, meter routes, and collectors. This will allow the City to compare revenue trends over
time for both predictive purposes and for added security. Any abnormalities in trends should be investigated.
In conjunction with the implementation of paid parking, the
City
could
consider
hiring
2 full
-
time maintenance and collections technicians. Two
positions
will likely
be sufficient to
meet
the needs of the City
. However,
the cross
-
training of
Parking Enforcement or Public Works staff
is also recommended to provide further support and coverage,
especially in cases when the
technicians are unavailable.
It is anticipated that maintenance and revenue collections staff support
could
be fully funded by paid parking revenue.
The City could also consider outsourcing maintenance and collections to a th ird
-
party service
vendor. The City could consider this in conjunction with or separately from the outsourcing of enforcement. Both options should be assessed for their feasibility and cost savings benefits to determine if the solution is right for the City
.
Implementation
Phase 2
1. Consider budgeting for two full
-
time maintenance and collections technicians.
a.
Develop job descriptions and begin hiring process prior to implementation of paid parking.
Phase 3
1. Ensure that any paid parking equipment is configured to minimize revenue collections and maintenance. Meters should ideally have secure coin canisters and electronic locks for added security.
2. Identify an internal resource, such as Public Works staff or Pa
rking Enforcement
, to
cross
-
train for
Level 1 maintenance and revenue collections
support
. City staff should
be trained by the paid parking vendor(s) on how to respond to common service calls and how any monies are securely collected.
a.
Staff should be train
ed by the paid parking equipment vendors.
3. Establish a protocol for paid parking collections and revenue reconciliation. The technology will keep track of the deposited money. Therefore, the amount of cash and coin collected and counted should be cross
-
refe
renced with the meter management
systems to ensure that all the monies are being reconciled. It is important that the paid parking collection process is securely managed.
a.
Equipment keys should be stored securely, key access should be monitored and only a l
imited number of staff should have authorization to access paid parking keys.
102
b.
Revenue counting and reconciliation procedures must be established and monitored by designated City accounting staff, including:
i.
Cash and coin counting processes.
ii.
Credit card var
iance and verification.
iii.
Deposits into a City bank account.
c.
There are cases where the improper use of the paid parking technology may result in a minor variance. An acceptable variance threshold should be identified upon implementation and then re
-
evaluated
90 days after initiation.
4. Adjust revenue collections schedule as needed based on demand patterns.
103
Goal: Improve Public Engagement
Strategy #1. Utilize an Effective Education and Outreach Campaign to Promote Parking Information
Priority:
High
Cost:
$
Considerations:
Stakeholder groups, social media platforms, ongoing updates
Prerequisites:
None
To successfully implement the recommendations throughout this report, the City should begin by launching an
education and outreach program
to inform the public about upcoming
parking
program changes. The City should also utilize available community resources
such as Visit
Napa Valley, the Downtown Association, and the Chamber of Commerce
to help
provide
information into the community.
The
City currently has a webpage on the City’s website with information about downtown parking. This is a great location to include educational information about the program as it changes. The City should continue to proactively promote information through thi s page.
Image
30 . City of Napa Website Parking Information
104
Successful
outreach
campaigns in other municipalities have included social media pages, online video instructions, flyers, press releases, and field parking ambassadors to assist with education and demonstrations. A useful example is the City of Sacramento’s online pricing sh
eet that explains its tiered pricing program using easy to understand graphics (Image 31).
This sheet includes instructions on how to understand signage, how to pay for parking, including mobile payment information, and how the pricing structure works for different tiered
zones. The sheet is also branded with the “SacPark” brand that is included on all parking outreach materials and signage. The City of Sacramento has an instructional video posted on its website to demonstrate how to use its smart meters.
Image
31 . City of Sacramento Parking Guide
When communicating to the residents and the public about the parking program, it will be important for the City to
explain the program purpose, goals, and benefits of any changes.
The
Cit
y should define and communicate its overall parking ethos.
The Seattle Department of Transportation (SDOT) has a
n effective
example
1 on their website
about
the importance of managing on
-
street parking:
1 https://www.seattle.gov/transportation/permits
-
and
-
services/permits/parking
-
permits
105
“Parking is a key piece of the transportation
puzzle. As a limited
resource that’s often in high demand, SDOT manages on
-
street parking
to: balance competing needs (transit, customers, residents, shared vehicles), move people and goods efficiently, support business district vitality, and create livabl
e neighborhoods
”
“
The Seattle Department of Transportation (SDOT) manages street parking to support a vibrant city with connected people, places, and products. Curbspace used for on
-
street parking (as well as transit,
deliveries, and many other things) is
a limited resource in high demand.
So, we carefully balance competing needs in order to move people and goods efficiently, support business district vitality, and create livable neighborhoods. That’s why we regulate curbspace, install and maintain paid par
king, loading, and short
-
term access in business districts as
well as restricted parking zones in residential areas.”
SDOT is also effective in using
positive wording
to communicate parking regulations. Seattle’s
“Can I Park Here?” brochure shifts the
focus to what is allowed instead of what is prohibited
(
Image 32
). It concisely identifies signage information, how to avoid parking tickets, and how to “Park Like a Pro.” Additionally, it is a one
-
stop shop for parking information and resources
with regar
d to paying parking tickets, digital tools, and contacts .
Image
32 . City of Seattle "Can I Park Here?" Brochure
106
Seattle has also implemente
d the “Play Like a Parking P
ro”
program
. Using Monopoly
-
style card signage, along with a
series of funny informational videos, the City communicates new parking program changes and regulations. This
campaign is meant to educate drivers about the parking
system, so they can park smart
, understand the rules, and
use tools like mobile payment and online maps to improve their experience. By taking a fun approach to an educational campaign, the City improves the overall perception of
parking while providing useful information. The City use s
playful flags along with Monopoly signage at its meters (Images
33 and
34 ).
Image
33 . Seattle Parking Flag
Image
34 .
Seattle "Play Like a Parking Pro" Sign
107
Implementation
Phase 1
1. The C
ity
should establish an easily recognizable unified parking brand with a graphic or symbol to represent
the Napa
P
arking
Program
. This should be included on all
outreach materials, signage, and parking meters. This will allow the program to maintain cohesiven
ess.
2. Flyers
and emails
should be
sent
out to residents, business owners, and employees
with information about upcoming parking program changes. Additionally, all information should be available on the
City
website and any business community
webpages.
If t
he City implements
paid parking, information should include the type of
meters, meter locations, the program start date, how to use the meters, and the program purpose. Any information about residential or employee permits should also be incorporated into
the C
ity
’s education and outreach campaign. Equally important,
the flyers should incorporate the C
it
y’s parking brand, which will help to provide
residents and employees a familiar marker when
visiting downtown
.
a.
The program purpose should focus on program
benefits and improving the
visitor experience in
Napa
through effective parking management. Parking
should be simple and easy to find and pay for.
b.
The C
it
y should also consider using positive language to communicate parking regulations.
3. Napa
should host forums for public feedback and comments in preparation for the
implementation of time limits and/or paid parking
. This will allow the C
it
y to incorporate
public feedback into
any implementations.
Phases 2 and 3
1. Ongoing education and outreach a
s program adjustments are made and as new
policies and technology are implemented.
108
Conclusion
The strategies throughout this report are meant to optimize the City’s parking operation and provide realistic implementation steps.
While the strategie
s in the CSR include detailed
implementation steps for all three phases, for simplicity, the categorization below reflects the phase that would be the primary focus for the City. The feasibility and prioritization of the strategies will ultimately be depen
dent on the City’s ongoing review and public feedback.
Phase 1
Phase 2
Phase 3
•
Create a
Public Parking
Brand
•
Install Parking Occupancy
Counting Technology
•
Utilize License Plate
Recognition Technology
•
Hire Additional
Enforcement Officers
•
Move the
Enforcement
Division under the
Parking Programs
Manager
•
Outsource Parking
Enforcement Services
•
Utilize a Customer Service
Parking Ambassador
Model
•
Charge for Parking During
Special Events
•
Develop a Downtown
Employee Permit Parking
Program
•
Utilize an Automa
ted
Permit Management
System
•
Establish a No Re
-
parking
Ordinance
•
Establish Regulations for
Electric Vehicles
•
Utilize an Effective
Education and Outreach
Campaign to Promote
Parking Informatio
n
•
Integrate with a Parking
Guidance Application
•
Extend Enforcemen
t
Hours
•
Utilize Self
-
release Boots
or Windshield Immobilizer
Devices for Scofflaw
Enforcement
•
Encourage Alternative
Modes of Transportation
During Events
•
Develop a Residential
Permit Parking Program
•
Adjust the Length of On
-
and Off
-
street Time Limits
•
Improve Safety in Parking
Structures
•
Collaborate with
Transportation Network
Companies
•
Expand Functionality of
Loading Zones
•
Implement a Shuttle
Service
•
Effectively Utilize and
Manage Micro
-
transit
Services
•
Encourage Carpooling
•
Establish Shared Parking
Agr
eements
•
Establish a Parking
Benefit District
•
Implement Paid Parking
•
Establish a Remote
Parking Location
•
Develop Additional
Parking Supply
•
Cross
-
train Staff for
Parking Equipment
Maintenance and
Collections