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

tdaniel@gloucester-ma.gov