ATTACHMENT 1
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 should 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 public 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 maximize 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 enhancements 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 maintenance. 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
ATTACHMENT 1
97 applicants for 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 available 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. Insurance 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 wayfinding 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. Ideally, 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 necessary 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 geography 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.
ATTACHMENT 1
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 property 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 bike 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 outreach 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.
Phases 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 alternative compared with parking downtown.
3. Install required signage and technology at the remote locations to identify, promote and manage the program.
ATTACHMENT 1
99 Strategy #3. Develop Additional 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 strategies 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 constructing an additional parking facility. However, the 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 the 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%, the City could consider developing additional parking supply.
ATTACHMENT 1
100
Goal: Ensure Ongoing Maintenance and Collections
Capabilities
Strategy #1. Cross-train Staff for Parking Equipment Maintenance and Collections
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 collections 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 service 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 starting 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 that 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 option 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 influence 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 are 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 needing 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 monies ever being exposed. This is considered an industry best practice because it reduces opportunity for revenues to be siphoned away.
ATTACHMENT 1
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 controls 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 third-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 Parking 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 trained 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- referenced 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 limited number of staff should have authorization to access paid parking keys.
ATTACHMENT 1
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 variance 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.
ATTACHMENT 1
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 this page.
Image 30. City of Napa Website Parking Information
ATTACHMENT 1
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 sheet 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 City should define and communicate its overall parking ethos.
The Seattle Department of Transportation (SDOT) has an 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
ATTACHMENT 1
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 livable 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 parking, 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 regard to paying parking tickets, digital tools, and contacts.
Image 32. City of Seattle "Can I Park Here?" Brochure
ATTACHMENT 1
106
Seattle has also implemented the “Play Like a Parking Pro” 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
ATTACHMENT 1
107
Implementation
Phase 1
1. The City 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 cohesiveness.
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 the 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 City’s education and outreach campaign. Equally important, the flyers should incorporate the C ity’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 City 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 City 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.
ATTACHMENT 1
108
Conclusion
The strategies throughout this report are meant to optimize the City’s parking operation and provide realistic implementation steps. While the strategies 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 dependent 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 Automated
Permit Management
System
• Establish a No Re-parking
Ordinance
• Establish Regulations for
Electric Vehicles
• Utilize an Effective
Education and Outreach
Campaign to Promote
Parking Information
• Integrate with a Parking
Guidance Application
• Extend Enforcement
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
Agreements
• 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
ATTACHMENT 1