Parking Management:Parking Management: The Salem Experience The Salem Experience
Tom Daniel, AICPTom Daniel, AICPCity of GloucesterCity of GloucestersPARKing New Ideas, April 8, 2014sPARKing New Ideas, April 8, 2014
Downtown Parking in Zoning Code
• 1980’s had high vacancy and little vibrancy
• To facilitate downtown residential development, ordinance changed– 1 space required for existing buildings
• can be on site or in a facility within 1,000 ft.
– 1.5 spaces required on site for new construction
• No spaces required for commercial uses
• Public Parking- Off-street
- Two garages (914 and 207 spaces, 1,121 total)- 10 parking lots (38-123 spaces, 728 total)
- On-street- Metered (331 spaces)- Time limit (38 spaces)- Resident Only (50 spaces)- Unregulated (42 spaces)
• Private Parking (2,500 spaces)
• 2010: first pay stations installed
Parking Study• In response to redevelopment question• Goals of study:
- Develop a comprehensive approach to managing parking
- Have greater efficiency in parking management to improve availability for residents, customers, employees, and visitors
- Balance parking needs of different users to allow for economic development in downtown
• Did not address all parking issues:- e.g., snow emergencies, citywide residential
parking
Public Process: Working Group- Destination Salem (Tourism Office)- Downtown Business Owners - Downtown Developer- Downtown Residents- Salem Chamber of Commerce - Salem Department of Planning and
Community Development- Salem Main Streets- Salem Parking Board- Salem Parking Department- Salem Police Department- Salem Redevelopment Authority- The Salem Partnership (Public/Private Group)
Public Process
• Public workshops
• Survey
• Stakeholder interviews
• Report submitted to City Council July 2010
• Additional outreach prior to Sept 2010 City Council action- NIAC, Chamber of Commerce, Parking Board
Public Process• Outreach September 2010-April 2011
- Large employers/users: District Attorney, National Park Service, PEM, Salem Five, YMCA
- Small employers and residents- Presentations: Salem Partnership (with Destination
Salem), Salem Rotary, Salem Chamber of Commerce, Salem Main Streets, Salem Parking Board, NIAC
• City Councilor Briefings (March-June 2011)• City Council Presentations April, May, June 2011• Additional Downtown Stakeholder Presentations
(April-June 2011)• Newspaper articles and editorials• 30 public workshops, presentations, or meetings
There’s no parking downtown!
I always find parking downtown.
I’ll walk 15 minutes if it’ll save me a buck.
I don’t care what it costs to park.
I pay Salem property taxes so I should be able to park for free.
I feed the meter, but not in front of my business.
I buy passes for my employees so they’re not at customer spaces out front.
I’m willing to risk a $15 ticket for convenience.
R
R
M
M
P
Convenience and location matter most.
What is the most important consideration for you in choosing
where to park in Salem?
- 76% said ease of finding a space and location
- 10% said price
Even at peak weekday time, there is parking available.
Parking availability is unbalanced.
On-street regulations are confusing.
Ruane JudicialCenter
NPS Visitor Center
Post Office
Waterfront Garage
Pricing is unbalanced.
On-street availability is key.
City Council adopted policy objective for the parking system to operate at 15% on-street
availability per block face.
ObjectiveHave 1 out 8 on-street spaces open
to create a better experience for customers, residents, and visitors
Key Methods- Use relative pricing
- Provide additional options
Additional Anticipated Outcomes- Simplified regulation
- Reduced employee meter-feeding
Recommendations from the Parking Study Working Group
for City Council Action
1. Address Existing Concerns
- Eliminate conflicting signage- Improve pay station kiosk interface- Improve exiting for pass holders at Downtown
Garage- Install signage identifying Crombie Street and
One Salem Green lots- Remove accessibility barriers- Install signage to intercept courthouse users- Work with Office of the Jury Commissioner to
provide parking (and other) information
2. Implement Relative Pricing
- High demand areas are priced more than low demand areas
- On-street is priced more than off-street
2. Implement Relative Pricing
On-Street Meters Formerly Currently
- Zone 1 $0.50 $1.50
- Zone 2 $0.50 $0.75
- Zone 3 $0.50 $0.50
Parking Garages Formerly Currently
- Downtown $1.50 $0.75
- Waterfront $1.50 $0.25
2. Implement Relative Pricing
Parking Lots Formerly Currently
Church Street West $1.50 $1.00
Church Street East $0.50 $1.00
Salem Green $0.50 $1.00
Sewall Street $0.50 $0.75
Front Street $0.50 $0.75
Klop Alley $0.50 $0.75
Crombie Street $0.50 $0.50
Riley Plaza East $0.50 $0.50
Riley Plaza West $0.00 $0.50
Bridge Street $2.00/day $4.00/day
Relative Pricing
Ruane Judicial Center
NPS Visitor Center
Post Office
Waterfront Garage
3. Revise Existing Pass Program and Add Low Cost Option
- Revise Pricing- $65/month for Downtown Garage (a $5/month
increase)- $25/month for Waterfront Garage (a $35/month
decrease )- Note: Annual pass for garages now a 10% discount
instead of 31% discount
- Add New Low Cost Monthly Pass Area- $25/month for on-street zones and one lot
- Establish Maximum Number of Passes- 75% of parking supply in a specific parking asset
4. Extend Time Limits
- Four-hour time limit on-street and in lots
- Limited exceptions: - On-street spaces by the post office
proposed to stay 30 minutes- Church Street West lot (original pay station
lot) to remain unlimited
5. Revise Enforcement Hours and Fines
- On-Street: 8:00 AM to 6:00 PM (Mon-Sat)
- Lots: 8:00 AM to 6:00 PM (Mon-Sat)
- Parking ticket increase from $15 to $25
6. Increase Weekday On-Street Supply
7. Increase Availability of Convenience Parking in Downtown Garage
8. Increase Off-Street Supply
9. Implement New Governance Model
10. Establish Parking and Transportation Fund
11. Develop and Implement Communications and Information Plan
How did it go?
Implementation
• Implementation Team- Dedicated group- Knowledge gaps and organizational
challenges- Be aware of reporting structures- Include hearing officer and meter control staff
early in process
- Culture and systems shifts- Problem-solving approach- Electronic-based data vs. paper-based data
Implementation
• All Technology is not Equal
• New Technology Brings Its Own Issues
Implementation
• Timing is Everything- The Steve’s Market Kerfuffle
(a/k/a the meter vs. the loaf of bread)
Implementation
• A Good Communications Plan Matters
(and you don’t need any
new technology to do this!)
Implementation• Don’t like
- paying for what had been free- paying more for annual pass
(10% discount vs. 31% discount)
- the new enforcement hours (because I got a ticket)
• Love - the low cost of Waterfront Garage- the monthly zone
(except if I used to park there for free)
- the smart meters and want more- the brochures and website
Implementation
• Met City Council objective of one space open per block in most areas
• Increased utilization in Waterfront Garage and Crombie Street Lot
• Decreased number of tickets issued
Summary• Data is essential• Educate, outreach, and partnership from start• Package policy changes • Make sure technology is right for you• Remember low tech• Implement swiftly• Manage the system: evaluate, adjust, and
resist pressure to make changes before system fully balanced
Tom Daniel, AICPCommunity Development
Director
City of Gloucester978 281-9781
