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Exhibit A Town of Los Gatos, CA January 31, 2019 Dixon Resources Unlimited Town of Los Gatos, CA March 8, 2019 Dixon Resources Unlimited Proposal: Comprehensive Downtown Parking Analysis EXHIBIT A Dixon Resources Unlimited – Town of Los Gatos | 1 Proposed Scope of Work Dixon Resources Unlimited (DIXON) is pleased to submit this proposal to provide professional services to the Town of Los Gatos (Town) for a Comprehensive Downtown Parking Analysis. Each task listed below includes a corresponding Not to Exceed (NTE) budget amount. DIXON aims to partner with either National Data & Surveying Services (NDS) or Idax Data Solutions (IDAX) for the data collection portion of the project—both cost proposal options are provided for the Town’s reference. Based on the Town’s preference, one of the data collection contractors will be selected as a sub-contractor for DIXON with a 0% mark-up in price. A breakdown of estimated hours and the project timeline is provided at the conclusion of this proposal. We are prepared to begin work immediately upon receipt of a Notice to Proceed (NTP) from the Town. The timeline is adaptable based upon the Town’s needs. Task 1. Project Management An initial project kickoff meeting will allow DIXON to prioritize objectives and tasks, finalize the schedule, and request background data from the Town. During this phase, DIXON will achieve a thorough understanding of site context in order to clarify the Town’s short, medium, and long- term planning horizons. The kick-off meeting will introduce key internal stakeholders to the DIXON team, allowing each member’s role to be thoroughly communicated to all parties. DIXON will prepare and distribute an agenda and minutes for the kick-off meeting. Alignment with the Town’s goals will be central to ensuring that recommendations translate into high level requirements. Our approach will build from the Town’s driving goals to provide a customer-friendly experience, optimize utilization, maintain small-town charm, achieve a park- once solution, support an economically vibrant downtown, and achieve a balance between residential and non-residential parking needs. In coordination with Town staff, DIXON will work to obtain all relevant data to assist us with the project including, but not limited to, prior parking-related studies, parking counts, staffing reports, Town Council agenda reports, and existing parking management strategies. We have already reviewed some information available through the Town website, and we will continue to examine all relevant material, existing vendor agreements, and strategic planning documents in order to prepare for the on-site assessment. DIXON will schedule bi-weekly (every two weeks) reoccurring project update calls with designated staff to provide status updates and work through any issues that may arise. Deliverables • Kick-off meeting agenda and minutes Task 1 NTE: $6,500 Dixon Resources Unlimited – Town of Los Gatos | 2 Task 2. Detailed On-Site Assessment DIXON will complete a detailed on-site assessment, focusing on the following core areas: • High School Area Parking – DIXON will examine the known and potential effects of high school parking spillover, leverage available information to provide recommendations for the high school area parking both with and without support from the high school, including any potential impacts on the Town’s overall mobility strategy. • Civic Center Area Parking – DIXON will examine the use of public, reserved, and employee parking to understand the inter-connections between the high school, downtown, and business parking areas. • Downtown Area Parking – DIXON will examine the effects of existing parking demand management and observe the use of remote lots, such as the Miles Avenue and North Lots. DIXON will also consider the upcoming one-way street pilot, parklets, and other policy initatives. • Permit Parking Areas – DIXON will examine the effects of on-street permit parking near the high school, in the surrounding residential areas, and in limited parts of the business area. DIXON will also assess the policies, procedures, and technologies utilized to implement this program. • Enforcement – DIXON will examine how Parking Control Officers manage parking in downtown. We will arrange a ride-along with a Parking Control Officer to examine job duties and work procedures in the field. DIXON will review current enforcement practices including staffing, deployment, work schedules, and policies and procedures. DIXON will also evaluate existing and upcoming enforcement technology and equipment. • Transportation Demand Management – DIXON will assess the Town’s overall mobility programs, including opportunities to leverage alternative modes of transportation, such as transit and shuttle services. DIXON will also consider the upcoming one-way street pilot, the potential for sidewalk expansions, and other mobility options. • Wayfinding and Branding – DIXON will examine the impacts of the Town’s current wayfinding and branding campaign to consider recommendations to reduce traffic and parking demand in the downtown area and effectively manage the Town’s existing parking supply and make recommendations regarding parking regulatory signage. • Other Priorities - Along with a review of current and upcoming policy and strategies, information and feedback will be gathered during interviews with key staff while on-site. These interviews will enable DIXON to further refine the Town’s priorities and operational requirements. Deliverables • Findings from the on-site assessment will be incorporated into subsequent stakeholder meeting presentations (Task 4) and the Roadmap report (Task 7). Task 2 NTE: $3,975 Dixon Resources Unlimited – Town of Los Gatos | 3 Task 3. Data Collection and Analysis DIXON will partner with either NDS or IDAX for the data collection described below. The Town has the option of selecting either data collection contractor for this project. For reference, both cost proposal options are provided. DIXON will offer data collection services with a zero-percent (0%) mark-up in price. A separate price breakdown has been provided to account for the additional data analysis provided by DIXON. At the Town’s direction, DIXON will arrange additional parking counts and utilization data as desired. The study area is based upon the parking map provided by the Town (Attachment A). The following data collection plan is proposed for each area of the map: Map Area Data Collection Types Civic Center Parking space occupancy and turnover: on-street parking and Town public off-street parking facilities Downtown Business Parking space occupancy and turnover: on-street parking and Town public off-street parking facilities Downtown Residential Parking space occupancy: on-street parking High School Visual observations by DIXON while on-site High School Residential Parking Visual observations by DIXON while on-site An initial inventory of existing parking supplies will be conducted to determine and verify existing parking space inventories and posted policies such as time limits, hours of operation, and parking restrictions. Data will be collected on one (1) Wednesday and one (1) Thursday each month over a four (4) month period (likely April, May, June, and July). DIXON recommends Wednesday and Thursday to collect a representative sample of typical weekdays. This will allow DIXON to develop recommendations that are tailored to address the typical parking needs for the majority of days. Peak demand periods during holidays and events should be managed by exception and will be addressed separately within the Roadmap report (Task 5). Specific data collection dates and months are flexibile and will be coordinated and agreed upon with the Town. For each data collection day, data will be conducted during four (4) rounds starting at 9:00 AM, 12:00 PM, 3:00 PM, and 6:00 PM. If the Town chooses to utilize IDAX, the most cost effective approach will be to schedule two (2) hour data collection periods (from 9:00 AM-11:00 AM, 12:00 PM-2:00 PM, 3:00 PM-5:00 PM, and 6:00 PM-8:00 PM). If the Town chooses to utilize NDS, the most cost effective approach will be to schedule one (1) hour data collection periods (from 9:00 AM-10:00 AM, 12:00 PM-1:00 PM, 3:00 PM-4:00 PM, and 6:00 PM-7:00 PM). During the initial month of data collection (likely April), an additional Saturday data collection day will be conducted with the same set of data collection periods as described above. The purpose of the additional data collection during the initial month of data collection is to give the Town and Dixon Resources Unlimited – Town of Los Gatos | 4 stakeholders the opportunity to understand weekend parking impacts. Based upon the data analysis results and stakeholder feedback, the Town has the option of adding the weekend data collection to the remaining three (3) months as an optional service. If the Town chooses to go utilize NDS, an additional evening data collection period will be provided during the initial month of data collection from 7:00 PM-8:00 PM. Based upon the data analysis results and stakeholder feedback, the Town has the option of adding the evening data collection period to the remaining three (3) months as an optional service. This supplemental data collection period is not included with the IDAX data collection plan because the last two (2) hour data collection period in their case would be scheduled from 6:00 PM-8:00 PM, which already extends into the evening period. DIXON understands the importance of making data-driven decisions and addressing the community’s perception of parking availability in the Town. DIXON will analyze the raw data provided by the selected data collection contractor to understand parking occupancy and turnover trends. Deliverables • All raw data will be provided to the Town in Excel format. • Data analysis results and findings will be summarized in subsequent stakeholder presentations (Task 4). • Data analysis results and findings will be referenced throughout the Roadmap report in various formats including charts, graphs, and heat maps, and an overview summary of all results will be included as a Report appendix (Task 7). NDS IDAX Data Collection (provided with 0% mark-up) $20,180 $56,595 DIXON Data Analysis* $14,200 $4,600 TOTAL Task 3 NTE Budget $34,380 $61,195 *The DIXON data analysis budget differs between NDS and IDAX due to differences in the raw data output and mapping tools. While IDAX has a higher price for data collection than NDS, the IDAX data collection output and mapping tool is projected to reduce the amount of time that DIXON will spend during the data analysis portion of the project. To account for the additional data analysis required along with NDS, the Town should anticipate an estimated 4-6 week extension to the overall project timeline. DIXON is willing to work with either vendor. Task 3 NTE: $34,380 - $61,195 Dixon Resources Unlimited – Town of Los Gatos | 5 Task 4. Stakeholder Engagement Ongoing community input will be an essential part of this project. DIXON will assume a leadership role in coordinating a public involvement strategy to ensure inclusion and transparency with a broad range of stakeholders to solicit feedback and improve recommendations. Site Visit #1 In conjunction with the initial on-site assessment site visit (Task 2), DIXON will also meet with a series of internal and external stakeholder groups. The goal of this first round of meetings is to understand individual perceptions, needs, and priorities. Meetings with interal Town staff that manage elements of the parking program will allow DIXON to understand the variety of departmental services and needs. Staff meetings could include, but are not limited to, representatives from Police Services, Public Works, Community Development, the Finance Department, and the Town Manager’s office. During the same site visit, DIXON will meet with various external stakeholders during Focus Group meetings. Focus Group meetings will provide an opportunity for stakeholder groups to focus on the specific parking needs and challenges that impact them. Focus Groups could include, but are not limited to, High School staff, downtown residents, downtown business owners, downtown employees, and property developers. The Town may also assemble a core group with representative community members to form a Parking Steering Committee for a collaborative discussion with DIXON about parking and mobility. Online Survey DIXON will work with the Town to issue an online survey, advertised through social media, in order to maximize stakeholder participation. DIXON will develop online survey questions that inquire about community demographics, parking perceptions, parking needs, alternative modes of transportation, and solicit feedback for incorporation into the overall Roadmap report. Online survey analysis results will be provided as an appendix to the Roadmap report (Task 7). Online survey results will be summarized and included in future stakeholder outreach presentations for reference. Site Visit #2 Following completion of the initial round of data collection (Task 3), DIXON wil return for a second site visit to present the data analysis results to the various stakeholder Focus Groups and the Steering Committee. This will be an opportunity for stakeholders to provide feedback about the data collection methodology to determine whether adjustments should be considered for the subsequent months (i.e. weekend and evening data collection). DIXON will also present an overview of parking management options and ideas based upon stakeholder feedback and the findings from the initial site visit. Dixon Resources Unlimited – Town of Los Gatos | 6 In addition to Focus Group meetings, DIXON understands the importance of engaging a wide variety of stakeholders. Often times, the best way to reach downtown employees is through direct “Knock-and-Talk” surveys. DIXON will develop a succinct employee survey and set aside at least four (4) hours during the second site visit to go door-to-door at downtown businesses to survey employees. DIXON will log each business name where surveys were conducted and provide an analysis of results within an appendix of the Roadmap report (Task 7). Knock-and-Talk survey results will be summarized and included in future stakeholder outreach presentations. The second site visit could also include a Town Hall or public community meeting as an opportunity for the public to learn about the study to date, and for DIXON to solicit feedback about parking and mobility in Los Gatos. During the Knock-and-Talk surveys, DIXON will promote the Town Hall meeting time to those who are interested in learning more and sharing their feedback with a larger audience. Site Visit #3 At the conclusion of the four (4) month data collection effort described in Task 3, DIXON will return for a third site visit to present the data analysis findings and the draft Roadmap report recommendations to the various stakeholder Focus Groups, Steering Committee, and internal Town staff for feedback. DIXON intends to share the draft report with stakeholders in advance of the meeting to provide ample time for review. Stakeholder feedback will be incorporated into the Final Roadmap report (Task 7). At the direction of the Town, DIXON can also attend a Council Study Session during this site visit to discuss project progress to date, present initial findings, explain draft recommendations, and solicit feedback about Council priorities. Final Presentation Based on the feedback collected during the previous round of stakeholder engagement, DIXON will revise the report and present the final Roadmap report to the Council during a fourth site visit. Deliverables • Stakeholder meeting agendas and PowerPoint presentations. • A summary of stakeholder feedback will be incorporated into an appendix of the Roadmap report (Task 7). • Knock-and-Talk Survey results will be provided in Excel format and summarized in an appendix of the Roadmap report (Task 7). • Online Survey results will be provided in Excel format and summarized in an appendix of the Roadmap report (Task 7). Task 4 NTE: $34,984 Dixon Resources Unlimited – Town of Los Gatos | 7 Task 5. Municipal Code Review (Optional) As an optional service, DIXON will conduct a thorough municipal ordinance review to determine recommended adjustments that will “future proof” the language to prepare the Town for the implementation and management of future parking policies and technology. Our extensive experience working with cities throughout California and around the country will allow us to identify potential issues and address gaps in the existing codes. We will compile all relevant code sections and provide a revised version for consideration. This will include instances where the Town may be able to simplify municipal language to improve program efficiency. Ordinance recommendations will be incorporated into the Roadmap report (Task 7). Deliverables • Draft ordinance language for recommended adjustments and additions. Optional Task 5 NTE: $3,625 Task 6. Financial Modeling Workbook (Optional) As an optional service, DIXON will build a Financial Modeling Workbook that may be used to forecast potential paid parking revenues and expenditures, if paid parking is considered as a parking management solution. There are a number of technology solutions and rate models that the Town may consider for projections. The model will allow the Town to forecast a number of scenarios for a paid parking program and determine the optimal solution if paid parking is to be implemented. The model will be an easy-to-use tool for the Town that allows for the adjustment of both on- and off-street variables including equipment and technology, operating days/hours, permit types, occupancy rates, compliance rates, and pricing. Occupancy and turnover rates can be plugged into the workbook based on recent data. A number of rate models can be compared, including hourly rates by zone, time of day, and escalating rates. Equipment costs will also be forecasted based on the quantity of single-space meters, multi-space meters, and parking access revenue control systems, as well as estimated installation costs, meter warranties, software fees, and credit card processing fees as applicable. Financial forecasts will be displayed side-by-side on a dashboard for comparison. Deliverables • Financial Modeling Workbook that includes estimated on- and off-street paid hourly and permit parking revenues and expenditures. • Financial forecast results will be incorporated into the Roadmap report as applicable to the report recommendations (Task 7). Optional Task 6 NTE: $5,400 Dixon Resources Unlimited – Town of Los Gatos | 8 Task 7. Roadmap Development Based on the results of the on-site evaluation, data analysis, ongoing stakeholder engagement, ordinance review (if applicable), and financial modeling (if applicable), DIXON will prepare a Roadmap report that presents a series of parking strategies broken down by short, medium, and long-term planning horizons. Report recommendations will take into consideration stakeholder feedback, data analysis, and additional information gathered during the on-site assessment. Each recommendation will be organized by phase with a list of detailed implementation steps, highlighting any required follow-up actions and specific cost estimates. Recommendations will be designed to address the Town’s specific parking challenges with the goal of having an immediate impact on the Town’s parking management operations. Opportunities for change will be detailed on a block-by-block basis. Our report will include location-specific details, program geographic limits, feasibility and rate, revenue, and specific cost estimates. The Roadmap will address parking management strategies for the downtown, civic center, residential, and high school areas of Los Gatos. The Roadmap will include, but is not limited, to the following areas: • Ongoing Outreach Plan – An ongoing education and outreach plan will allow the Town to continually solicit stakeholder feedback and ensure that the community is adequately informed and prepared for upcoming and future program adjustments. The plan will include multiple levels of public outreach and marketing support. Successful 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. We believe that the use of positive, rather than prohibitive, language can improve the visitor experience when communicating parking regulations. We will provide reference information and a step-by-step guide on how to successfully implement an education and outreach campaign in Los Gatos. • Parking Demand Management – The Roadmap will make parking demand management recommendations to maximize the use of existing and future parking supply. The Roadmap will consider potential phased adjustments to time limits, hours of operation, operating days, and paid parking rate models that will address overall objectives and priorities. The recommendations will consider the results from the data collection effort (Task 3), industry best practices, programs in comparable municipalites, as well as stakeholder feedback. • Special Event Management – DIXON will consider the unique and peak parking demand impacts during special events and will include recommendations within the Roadmap to address parking and mobility challenges during special events. • Shared Parking – The Roadmap will identify potential shared parking opportunities that the Town may pursue to maximize the efficiency of existing parking supply. The Roadmap will also outline considerations for different types of shared parking agreements and the contractural requirements that should be assessed during a negotiation process. Dixon Resources Unlimited – Town of Los Gatos | 9 • Parking Infrastructure and Technology – The Roadmap will identify the recommended infrastructure and technology to support the overall parking system. This will include an overview of parking technology options such as digital signage, sensors, paid parking equipment, as well as the estimated costs (including installation and ongoing maintenance). In some cases, multiple options will be provided for consideration, along with a description of their costs and benefits. The Roadmap will also consider potential investments in additional parking supply or a future parking facility. • Parking Enforcement – A parking program cannot be successful without adequate enforcement. The Roadmap will address the necessary enforcement staffing, beats/routes, policies, and technologies including license plate recognition (LPR) cameras that will optimize the paid parking program. It is important to ensure consistency and compliance. The Roadmap will make recommendations for any citation and permit management enhancements and procedural adjustments to support current and future initiatives. • Employee Parking – The Roadmap will address employee parking requirements, including considerations for unlimited parking supply, potential permit programs, affordable service worker permits, and other options for the overall management of employee parking. The Roadmap will also consider existing automated permit management technology and make recommendations as needed to support the current and future needs of the operation. • Residential Parking – The Roadmap will address residential parking management opportunities, including potential permit and incentive programs for the areas surrounding the downtown and High School. The Roadmap will also consider existing automated permit management technology and make recommendations as needed to support the current and future needs of the operation. • High School Area Parking – The Roadmap will incorporate feedback from High School staff and recommend solutions that can address the impact of spillover parking and congestion in the area around the High School. • Maintenance and Operations Requirements – The Roadmap will also include a detailed description of the necessary maintenance, collections, and adjudication requirements that come along with the potential implementation of paid parking in the future. • Loading Zones – The Roadmap will include recommendations for the placement, enforcement, and management of loading zone spaces, including commercial loading and passenger loading. • Staffing Resources – The Roadmap will address staffing needs to support the recommended implementation of recommendations. Staffing needs will vary depending on the Town’s utilization of various technologies that can provide automation. The report will also make recommendations for overall departmental structure and management as necessary. • TDM Measures – Recommendations in the Roadmap will be developed with the intention of a comprehensive approach to TDM and encouraging alternative modes of transportation, including walking, biking, public transit, and ridesharing. DIXON will consider the Town’s upcoming one way street pilot, opportunities for sidewalk expansions, parklets, potential shuttle programs, and other downtown revitalization efforts as they relate to TDM and parking. DIXON will explore and recommend a variety of incentive Dixon Resources Unlimited – Town of Los Gatos | 10 programs and strategies to maximize the use of alternative modes of transportation. The Roadmap will make clear connections between parking management and TDM, and it will outline strategies for the implementation of various TDM initiatives. Consideration will be made for different user groups, such as employees, visitors, and residents. • Wayfinding Program – The Roadmap will make recommendations for a Wayfinding Program that will allow the Town to better promote and direct drivers to designated parking locations. This will include consideration for signage branding, signage placement, and in-ground loop counters and/or sensors to display parking availability on signage or through a web application. An effective wayfinding program can improve the overall parking experience in Los Gatos, and it can help maximize the use of any underutilized parking locations. • EV Charging – The Roadmap will consider the utilization of existing EV charging infrastructure, and make recommendations for future implementation and phasing, time limits and/or rates, placement, and options for encouraging EV charger users to patronize downtown businesses during their charging sessions. • Revenue Management Plan – In addition to the specific cost estimates that will be provided with each recommendation, the Roadmap will include a proposed revenue management plan and distribution schedule for any potential future parking revenue. This will include consideration for ongoing revenue management, review, and potential allocations. First, paid parking revenue should be allocated to support the equipment and operating costs so that the program is self-sustaining. Then, the Town will have a number of options for allocating the additional revenue. Program enhancements, such as technology upgrades, improved wayfinding, and additional enforcement resources should be considered. A certain amount of discretionary funding could be allocated based on the recommendation of an advisory body and/or Council. It is also expected that ongoing stakeholder engagement will highlight certain areas that can be improved with the additional revenue overtime. • Ongoing Data Collection – The Roadmap will provide a recommended data collection plan and methodology that the Town may utilize for ongoing analysis. The plan will include recommendations for how to interpret the data and make data-driven decisions to inform future decisions. The Roadmap will explain the “trigger points” for decision making based upon the ongoing data collection. DIXON will factor in the Town’s existing and future staffing and technology resources and develop a cost-effective approach for data collection that may include the use of LPR. Deliverables • Draft and final versions of the Roadmap report, including appendices for Tasks 3 and 4 as described above. Task 7 NTE: $17,150 Dixon Resources Unlimited – Town of Los Gatos | 11 Task 8. Implementation Support (Optional) Following final adoption of the parking Roadmap by Council, DIXON is available to assist with project implementation, including, but not limited to, updating municipal ordinances, writing specifications, and managing vendors. An integral component of this phase will be to implement a decision support system that provides the Town with modular and flexible solutions capable of growing and expanding with the Town’s evolving needs. DIXON has experience working with and amending existing vendor agreements to identify integration requirements and incorporate these priorities into any specification development. Additionally, DIXON can with the Town to define performance standards which could be incorporated into the vendor solicitation process and drafted into the final vendor agreement. These essential measures ensure vendor accountability and product reliability. DIXON always recommends that the community has the opportunity to provide feedback during any opportunities to pilot test technology solutions. DIXON will act as the Parking Project and Implementation Manager to guide the Town through the preparation, procurement, implementation and deployment of parking and transportation solutions. The minimum agreement for this option is a six (6) month contract at a $7,888 per month rate, including three (3) on-site visits. This is a program management model that will provide the Town with direct support needed to ensure an efficient and optimized parking operation, especially for the long term. Optional Task 8: $8,813 per month 6-Month Total: $52,878 Dixon Resources Unlimited – Town of Los Gatos | 12 Budget Summary This cost proposal is based upon a Time & Materials (T&M) approach to ensure that the project is managed in the most cost-effective and efficient manner. Each task is listed with a NTE amount, and we will deliver within that budget, customizing our solution to focus on what the project needs to achieve its objectives and adapting in order to ensure that the project is completed within the agreed upon budget and timing. The budget amounts include all required travel or related expenses, which are based upon GSA standards and will be billed per Town requirements and guidelines. The DIXON bill rate schedule for each job classification is provided below: Classification Labor Rate Per Hour Principal Consultant $225/hour Senior Associate $175/hour Associate $145/hour Junior Associate/Analyst $105/hour The estimated hours and budget per task is outlined below: Task Name Hours Budget 1 Project Management 40 NTE $6,500 2 On-Site Assessment 23 NTE $3,975 3 Data Collection and Analysis (with NDS vs. IDAX) NDS IDAX NDS IDAX 120 40 NTE $34,380 NTE $61,195 4 Stakeholder Engagement 152 NTE $34,984 5 Optional: Municipal Code Review 25 NTE $3,625 6 Optional: Financial Modeling Workbook 40 NTE $5,400 7 Roadmap Development 110 NTE $17,150 8 Optional: Implementation Support 270 $52,878 for 6 months ($8,813 per month) TOTAL BUDGET (without optional tasks) NDS IDAX $96,989 $123,804 TOTAL BUDGET (with optional tasks) NDS IDAX $158,892 $185,707 Dixon Resources Unlimited – Town of Los Gatos | 13 Estimated Project Timeline The proposed project plan, timeline, and pricing will be responsive to the Town’s needs and can be modified to suit the Town’s evolving priorities. To account for the additional data analysis time required by DIXON with the selection of NDS, the Town should estimate an additional 4-6 weeks in the overall timeline. Dixon Resources Unlimited – Town of Los Gatos | 14 Attachment A Los Gatos Parking Legend Civic Center Downtown Business Downtown Residential High School High School Residential Parking 1000 ft N➤➤N © 2018 Google © 2018 Google © 2018 Google Gray Buildings © 2011 CyberCity Gray Buildings © 2011 CyberCity Gray Buildings © 2011 CyberCity Town of Los Gatos, CA January 31, 2019 Dixon Resources Unlimited Town of Los Gatos, CA January 31, 2019 Dixon Resources Unlimited Proposal: Comprehensive Downtown Parking Analysis Dixon Resources Unlimited – Town of Los Gatos | 1 Table of Contents Cover Letter .................................................................................................................... 2 Section A. Qualifications and Experience ........................................................................ 4 Section B. Project References ........................................................................................ 6 Section C. Project Team ............................................................................................... 13 Section C.1 Project Lead ........................................................................................... 19 Section C.2 Presentations ......................................................................................... 19 Section D. Project Approach ......................................................................................... 21 Section E. Project Schedule .......................................................................................... 25 Section F. Exceptions .................................................................................................... 27 Section G. Rate Sheet ................................................................................................... 27 Section H. Supporting Documentation .......................................................................... 27 Attachments A. Comprehensive Strategies Report, dated January 2018, prepared for the Los Angeles City Council District 4 B. Stakeholder Presentation for Comprehensive Strategies Report, dated January 2018, prepared for the Los Angeles City Council District 4 C. Parking Action Plan, dated May 2018, prepared for the City of Paso Robles D. Comprehensive Strategies Report, dated November 2018, prepared for the City of Napa Dixon Resources Unlimited – Town of Los Gatos | 2 Cover Letter January 31, 2019 Matt Morley Department of Parks and Public Works Town of Los Gatos 41 Miles Avenue Los Gatos, CA 95030 Dear Mr. Morley, Dixon Resources Unlimited (DIXON) is pleased to submit this Proposal to the Town of Los Gatos (Town) to provide parking consultant services for a comprehensive downtown parking analysis. We take pride in our hands-on approach that goes above and beyond a one-size-fits-all solution. Our firm brings the local experience from nearby communities, the implementation experience from some of the largest parking programs in the country, and the creative experience to workshop adaptive solutions for your community. Our uniquely-qualified team consistently proves its ability to identify and implement operations, management, and technology recommendations to transition municipal parking operations to long-term, sustainable programs. We have worked in many of the cities surrounding and nearby the Town of Los Gatos, including Mountain View, Palo Alto, Monterey, San Leandro, Napa, and Sausalito, and our project references highlight the range of programs that have benefited from our services. To demonstrate our enthusiasm for this project, we visited the Town of Los Gatos and performed a visual assessment of the Town’s parking inventory, permit parking zones, and wayfinding program. We understand that a project like yours requires a personal touch in order to cater to a diverse community, so our approach is customizable to your needs. It merges our operational experience and an extensive stakeholder outreach plan with a data-driven decision framework. One of our key business objectives is to support our clients with the development of their customized parking technology roadmaps and, most critically, to define their current and future parking and transportation needs. In order to demonstrate our ability to deliver a comprehensive product, we have included reports prepared for the Los Angeles City Council District 4, City of Paso Robles, and City of Napa (Attachments A, C, and D). Each of these reports presents a series of strategies broken down by short, medium, and long- term planning horizons with specific and actionable implementation steps. Our commitment to all stakeholders distinguishes our model from the competition. We look forward to guiding Town staff through the stakeholder engagement process in order to solicit meaningful feedback and keep the public informed about upcoming policy Dixon Resources Unlimited – Town of Los Gatos | 3 changes. By encouraging buy-in at all levels of governance, we empower decision - makers to translate recommendations into successful, on-the-ground programs. We will not come into this project with a preconceived solution for the Town of Los Gatos. Based on recent occupancy counts, there are potential opportunities to balance near- term and long-term parking occupancy, use shared parking agreements to maximize existing supply, leverage remote parking, and implement shuttle services on main thoroughfares such as University Avenue and Santa Cruz Avenue . We are excited to explore potential avenues for change, assume a leadership role in the public outreach and engagement process, and design a solution that works for you, both now and in the future. DIXON is a woman-owned business, certified as a Small Business Enterprise (SBE) by the Santa Clara Valley Transportation Authority (VTA). Julie Dixon is the Principal Consultant and will serve as the designated contact for this proposal. DIXON acknowledges receipt of Response to Written Questions, issued on January 28, 2019, and has complied with all instructions included in the RFP. We look forward to assisting the Town of Los Gatos with the ongoing parking needs of your community. Sincerely, Julie Dixon, President 3639 Midway Drive, Ste. B345 San Diego, CA 92110 (213) 716-6933 julie@dixonresourcesunlimited.com Dixon Resources Unlimited – Town of Los Gatos | 4 Section A. Qualifications and Experience With over 27 years of parking and transportation management experience, Julie Dixon founded Dixon Resources Unlimited with the direct goal of supporting municipal parking programs. We consider ourselves to be “Parking Coaches” because we offer best in class municipal parking solutions across a broad spectrum, including: Parking Management Best Practice Comparisons Parking Studies Stakeholder Engagement Financial Reporting Officer Training Programs Technology/Automation Revenue Reconciliations Procurement/Solicitations Monetization Modeling Integrated Solutions Contract Management Based upon industry awareness and familiarity with parking technology and current developments, DIXON has been sought for feedback and direction from parking programs both nationally and globally. Our familiarity with parking processes, policy and overall technology and service solutions will provide a direct benefit to the Town of Los Gatos. DIXON has directly supported municipalities throughout the United States, developing extensive knowledge and hands-on experience with the solicitation, development, deployment, operation, and maintenance of solutions ranging from municipal parking programs to automated enforcement systems. We have been responsible for establishing policies, defining objectives and delivering on initiatives for municipalities of all size s, working at all levels within the administration, enforcement, and adjudication processes. We have direct experience reviewing and assessing the organizational structure, operational services, and staffing levels for municipalities. Our work has garnered an impressive client list delivering results that are tailored to each City’s needs, including the following cities: CA Alameda CA Pasadena MI Birmingham CA CA CA Anaheim Beverly Hills Chico CA CA CA Paso Robles Riverside San Francisco NC NJ NJ Hendersonville Atlantic City Princeton CA Davis CA San Jose NM Albuquerque CA Downey CA San Leandro NV Las Vegas CA Livermore CA Sausalito NV Reno CA Los Angeles (DOT) CA Seal Beach OR Portland CA Los Angeles County CO Denver TX Austin CA Monterey CT New Haven TX Dallas CA Mountain View CT Stamford UT Park City CA CA Napa National City FL FL Brevard County Seaside UT UT Salt Lake City Springdale CA Newport Beach HI Maui WA Seattle CA Oakland ID Boise WA Spokane CA CA Oceanside Palo Alto IL MI Oak Park Ann Arbor WA WI Vancouver Milwaukee Dixon Resources Unlimited – Town of Los Gatos | 5 Operating Policies DIXON is a small, agile company and our name includes Unlimited because there is no limit to the parking support services that we provide. We treasure our clients and always deliver on our commitments. Each of our municipal contracts has been extended beyond the original scope of work due to the positive impact that our project deliverables have made and the level of professional service that we have provided. We have delivered all of our projects under budget and on time with a concentration on delivering a customized set of recommendations. Our clients will tell you that though we are small, we leave a powerful impression, and our parking expertise and understanding of solutions offer an innovative and cost-savings perspective. We believe in and stand behind the work that we do. Our Commitment. We are a committed team and the work we do is important to the communities in which we live and work. Our exceptional work ethic enables our customers to achieve success and realize their goals and initiatives. Our Flexibility. DIXON is technology agnostic. We provide recommendations based upon your needs. We have the opportunity to provide the Town of Los Gatos with the most recent parking solutions and proven technology recommendations available, regardless of vendor. Our Belief. We believe a job worth doing is a job worth doing incredibly well. The extra energy required to be exceptional is the way that we conduct our business. Parking Management, Operations, and Technology We have assessed, designed, built, and operated successful parking programs. Our experience and operational understanding of the details involved provides a unique perspective unlike any other consulting firm. DIXON can support the Town’s overall parking operation, including a full review of existing conditions, review of past parking discussions and policies, outreach to stakeholders, data collection and analysis, and development of implementation strategies. Our approach typically incorporates innovative strategies focused on five functional areas: financial analysis, operations, asset management, workforce management, and maintenance. Each of these functional areas provides a critical foundation for the development, ongoing, and future planning of a city’s parking program, whether setting parking rates or determining parking inventory supply. An integral component of this foundation is learning how to implement a decision support system that provides a robust and reliable plan that can expand with evolving needs. We always deliver specific, actionable recommendations and deliverables. Our specific areas of expertise include on-street and off-street parking, stakeholder engagement, operating plans, and policy development, such as municipal code updates. There is no other consulting firm that matches our familiarity of current and developing parking solutions along with our understanding of technology integration. Our firm is Dixon Resources Unlimited – Town of Los Gatos | 6 technology agnostic, and we provide recommendations based upon the most current operational solutions and technology available, regardless of vendor. We pride ourselves on staying up-to-date with current and upcoming vendor features , and we have the operational experience to integrate these features with practical solution s. DIXON’s understanding and experience with parking solutions, technology, vendors, and overall operational strategy is unmatched in the industry. Section B. Project References The following section highlights our project experience. Each project summary includes a description of the project scope, recommendations and findings, and implementation timeline. Our team has worked in many of the cities surrounding and nearby the Town of Los Gatos, including Mountain View, Palo Alto, Monterey, San Leandro, Napa, and Sausalito. We encourage the Town to contact our references directly. Project 1. Paso Robles, CA Parking Management Services March 2018 – Present Project Value: $65,000 In March of 2018, the City of Paso Robles commissioned DIXON to perform a Downtown Parking Existing Conditions and Needs Assessment study. Between April and August of 2018, DIXON conducted a series of on-site visits and community engagement meetings to ensure a thorough review of existing downtown parking conditions, during which time staff met with City Council Members, a Steering Committee comprised of residents and business owners, and a diverse number of community stakeholders. Following its assessment, DIXON submitted a Parking Action Plan (PAP) recommending steps to establish an effective and efficient parking program in the City of Paso Robles (Attachment C). DIXON’s recommendations addressed the current, upcoming, and long- term parking challenges and needs of the community. In June of 2018, the City adopted the PAP, creating the framework for a tailored parking program to address the City’s parking challenges. In August of 2018, City staff began the implementation of near-term solutions to include a comprehensive update to the Paso Robles Municipal Code. Consistent with Council and community direction, DIXON provides the City with ongoing expert support to implement the PAP’s designated solutions, including but not limited to: updating municipal code ordinances to support parking management strategies; continuing outreach and education efforts with residents, merchants, employees, and visitors; establishing dedicated employee parking locations; initiating a virtual Employee Parking Permit (EPP) pilot program with the use of LPR for enforcement; implementing a pilot special event paid parking program; implementing a citation and permit management system; and, allocating enforcement resources to manage access, traffic flow, and safety for event parking. Dixon Resources Unlimited – Town of Los Gatos | 7 The City acknowledges DIXON’s demonstrated expertise and ability to aid the City with implementing the foundational building blocks necessary for a reliable , modular, and flexible downtown parking program capable of growing with the City’s evolving needs. DIXON’s expedited project timeline represents its capacity and skill to perform crucial services in a timely manner. Ty Lewis, Chief of Police, Paso Robles Police Department (805) 227-7438, tlewis@prcity.com Project 2. Napa, CA Parking Management Services August 2015 – Current Project Value: $120,000 The City of Napa is a popular tourist and commuter destination located within the heart of California wine country. The community’s parking needs are evolving with increasing development in Downtown Napa and the Oxbow District. At peak times, parking concentrates along main corridors, leaving outlying parking garages underutilized. There is currently no paid parking within the City of Napa, and minimal staffing and technology resources have led to inconsistent enforcement of existing time limits. DIXON was initially retained in 2015 to provide support services as the City considered implementing paid parking, including the coordination of stakeholder outreach and the solicitation of a parking technology pilot. As a result of City staffing changes, the project was delayed. Throughout the delay, DIXON remained available to staff to provide parking consulting services on an as-needed basis. In 2016, the City expanded DIXON’s support services to address both on -street hardware and garage parking, including considerations for electronic wayfinding, parking guidance systems, and license plate recognition (LPR) technology. DIXON developed a comprehensive financial modeling workbook to support the City with revenue forecasts and projections that included hardware costs and technology expenses. In 2018, the City hired a Parking Programs Manager, Tony Valadez, to centralize its management approach. Eager to incite change, Mr. Valadez worked with DIXON to analyze existing conditions, collect stakeholder feedback, define program priorities, and address immediate action-items. As part of these efforts, DIXON developed a Comprehensive Strategies Report (CSR), including a number of goals identified by the project team to optimize the City’s parking operation (Attachment D). Each goal included a number of strategies for consideration and a suggested timeline for implementation, spanning areas such as wayfinding and parking guidance, enforcement technology and hours of operation, parking program management, special event management, permit parking, accessibility, safety, and mobility. The CSR makes recommendations for Dixon Resources Unlimited – Town of Los Gatos | 8 updating the City’s municipal code to prepare for upcoming program changes and technology investments. DIXON continues to provide ongoing coaching support to Mr. Valadez as he prepares for upcoming budget decisions, parking vendor and technology reviews, a Parking Logix pilot program, and strategic investments in enforcement resources and technology. Tony Valadez, Parking Programs Manager, City of Napa (707) 257-9272, tvaladez@cityofnapa.org Project 3. Park City, UT Parking Technology Consulting December 2016 – Current Project Value: $250,000 Park City retained DIXON in December of 2016, through a formal Request for Proposals (RFP) process to provide consulting and project management for the solicitation and implementation of integrated parking technology services. The parking technology services included: • Integrated wayfinding and parking guidance systems (PGS); • Real-time available space count and pricing displays; • Parking Access Revenue Control System (PARCS) in the City’s China Bridge garage; • Updated pay stations for on-street paid parking spaces; • Updated mobile payment applications and incentive-based programs; and, • Citation and permit management software, new enforcement handhelds, and a license plate recognition (LPR) system. The project included an aggressive implementation schedule to ensure that the new parking solution was operational for the 2017-18 winter season. DIXON worked with the City to develop a proactive stakeholder engagement campaign. While focused on educating and informing both the internal and external community, DIXON developed the specifications necessary to solicit a comprehensive and integrated parking technology system. DIXON’s hands-on approach allowed the City to move forward and focus on its key transportation priorities, including reducing traffic congestion and single occupancy vehicle trips. The Park City project proved DIXON’s agile nature and ability to customize a community- specific solution. The parking technology was integrated with transportation demand management (TDM) implementation and incorporated a progressive incentive program that encouraged the use of alternative transportation including transit and carpool programs. After initial reluctance, both the public and City Council were supportive of the introduction of off-street paid parking. Concerns about parking were transformed and the stakeholders embraced the implementation process. During implementation of the Dixon Resources Unlimited – Town of Los Gatos | 9 technology, DIXON focused on developing a rate model that incorporated demand-based pricing, serving both the peak- and non-peak seasons. Additionally, DIXON provided training and development support services with the parking enforcement staff that focused on a parking ambassador approach. DIXON worked with the City to develop a transportation and parking brand that would ensure an easy parking experience with increased information available to guests and residents. DIXON introduced an incremental implementation schedule that allowed the community to adapt to the technology and policy changes that included rate changes. Our team continues to support the City including presenting to City Council, coordinating public outreach forums, and speaking on local radio programs. Even though the Park City parking and transportation objectives were ambitious, we were able to implement a comprehensive integrated solution that was fully operational by December of 2017. The Park City operation has become a model for TDM and parking solutions. Kenzie Coulson, Manager, Parking & Fleet- Public Work, Park City Corporation (435) 615-5371, mckenzie.coulson@parkcity.com Figure 1. The wayfinding and signage program developed by PICTOFORM complements Park City’s cultural and historical elements. Dixon Resources Unlimited – Town of Los Gatos | 10 Project 4. San Leandro, CA Parking Management Services August 2017 – Current Project Value: $220,000 The City of San Leandro hired DIXON to implement the City’s Downtown Parking Management Plan, playing a central role in the transformation of the downtown business district. Due to outdated parking technology and inconsistent enforcement, the parking spaces in the downtown core weren’t being maximized, resulting in time limit overstays and congestion. Leveraging our expertise, DIXON has implemented several strategic and cost-effective initiatives designed to improve the management of parking in San Leandro. The City’s program was recognized as the 2018 Public Parking Program of the Year by the California Public Parking Association (CPPA). After meeting with several key stakeholders, DIXON assisted the City with a revie w and update of the City’s municipal code. The code updates defined the parking management plan and provided the City with the flexibility to adapt policies over time including the institution of a “No Reparking” ordinance to support the posted time limits and encourage longer-term parking in the garage. Employee and residential permit programs were developed and customized for the San Leandro community to manage demand and address spillover concerns. DIXON leveraged the City’s existing citation and permit management vendor to implement online and automated permit management services to allow San Leandro to handle the increase in permit demand. This included automation processes such as equipping parking enforcement officers with fully integrated handheld devices and optimizing a previously installed LPR system. The integrated solution that has been deployed is more advanced than most , and the configuration allows a parking enforcement officer to manage the updated ordinances and regulations, including addressing time limit management challenges and parking zone coordination. Developing a modern and integrated technology solution that was adaptive and cost effective for the needs of San Leandro was a priority. DIXON developed several specifications to support this effort including supporting competitive bids and implementation of a mobile payment application, pay-by-plate pay stations for the Estudillo Garage, single space smart meters to support a monetized shared parking agreement, and parking enforcement support services. The City also plans to implement wayfinding signage throughout the downtown area. Through on -site assessments, DIXON identified optimal locations for signage and is assisting the City by developing design recommendations, soliciting signage vendors, identifying placement , and coordinating installations. DIXON is committed to providing San Leandro with the hands-on support and industry knowledge necessary to modernize its parking program and facilitate the ongoing development of program enhancements that will continue to benefit its community. Mariana Garcia, Economic Development Project Specialist, City of San Leandro (510) 577-3323, MGarcia@sanleandro.org Dixon Resources Unlimited – Town of Los Gatos | 11 Project 5. Seal Beach, CA Parking Consulting & Project Management May 2017 - Current Project Value: $200,000 The City of Seal Beach retained DIXON in May of 2017 to provide ongoing consulting and project management for the City’s parking program. Seal Beach staff recognized the need for an overhaul of its parking operation, including community outreach, technology refresh, and parking policy assessment, and lacked the dedicated parking management staff to manage these projects. As a result, the City hired DIXON to act as its Interim Parking Manager, tasked with facilitating the implementation of new technology, including updating paid parking technology, streamlining the permit management process, and implementing new handheld citation writers and LPR technology for enforcement. To ensure the selection of the best solution for the City, DIXON organized a paid parking pilot that included three different vendor technologies. Our team facilitated multiple demonstrations and ride-alongs with LPR vendors and solicited proposals from each company. With the trials and demonstrations completed, in coordination with City staff, we presented the technology recommendations to City Council in February of 2018. As part of this demonstration phase, the City evaluated handheld enforcement devices and DIXON negotiated the expansion of the citation management vendor support agreement. As a result, the City has successfully transitioned from manually issued citations to real - time, electronic citations. Additionally, the City implemented a streamlined permit renewal process in time for the December renewal process. Residential customers are now able to submi t proof of residency online or elect for the permit vendor to perform a DMV check that verifies residency. The responses from customers and staff have been overwhelmingly positive due to the time-saving and customer conveniences resulting from the automation. As DIXON continues to manage successful implementation of the above technologies, additional efforts are underway to refresh other aspects of the City’s parking program. A comprehensive ordinance code review was recently approved by the City Council with recommendations for policy revisions that will facilitate enforcement and support the City’s future growth. Based upon concerns raised by residents, DIXON also completed a red-curb and signage inventory that helps the City identify inconsistencies and safety issues. Community outreach and stakeholder engagement are always important when considering major changes to a parking program. Our team has made efforts to engage City staff, Council Members, and the community to solicit opinions and obtain feedback about proposed changes. The engagement process to date has included multiple Council meetings, equipment demonstrations, City staff meetings and public parking forums, and DIXON will continue these outreach efforts throughout the duration of its engagement. Dixon Resources Unlimited – Town of Los Gatos | 12 The implementation process continues in preparation for the upcoming peak summer season. The process has not been without challenges and our hands -on management approach has allowed DIXON to troubleshoot and address vendor technology issues directly. This combined with ongoing outreach is typical of DIXON’s effective management style. Steve Bowles, Commander, Police Department, City of Seal Beach (562) 799-4100 Ext. 1117, sbowles@sealbeachca.gov Project 6. Springdale, UT Parking Management Study March 2017 – August 2017 Project Value: $54,000 Located at the gateway to Zion National Park, the Town of Springdale, which has fewer than 600 residents, received over four million visitors last year. The Town had minimal parking resources, no paid public parking, and no stop lights. Meanwhile, Park visitors were squeezing their vehicles into any available space along the highway for miles, including oversized vehicles which were causing traffic safety hazards. The Town retained DIXON in early 2017 to provide an initial operational assessment and to develop a comprehensive parking management strategy and implementation plan. Extensive stakeholder engagement was incorporated throughout the development of the strategies, including two well-attended Town Hall meetings. Parking occupancy and inventory data was collected and factored into a financial modeling workbook for the Town. The workbook allowed the Town to forecast potential revenue and expected equipment and operating costs for the implementation of on - and off-street paid parking. With the aid of the financial projections, the Town Council decided to proceed with the recommended on-street paid parking technology pilot. This pilot was successfully implemented for the remainder of the 2017 summer season and proved the success of paid parking in Springdale. Following an initial assessment, the final phase of the Study was the development of a PAP. The PAP was a detailed implementation plan for the Town that included a list of short-, mid-, and long-term steps. Each of the steps were organized by category into a comprehensive implementation timeline that factored in the necessary prerequisites for each component of the plan. A detailed review of the Town’s ordinances identified the necessary changes to the Town Municipal Code to support the recommended approach. Most of the parking resources within the Town are privately owned, so the PAP introduced creative strategies to promote public-private collaboration. This has allowed the Town to take a more comprehensive approach toward parking management. A detailed unified wayfinding program and monetized shared parking model were incorporated into the PAP and have since been successfully implemented by the Town. Dixon Resources Unlimited – Town of Los Gatos | 13 For the implementation of paid parking, the PAP included an enforcement staffing plan and detailed technology requirements, including the specifications to consider for an integrated citation and permit management system. Remote parking was also considered in the development of the strategies, along with establishing the guidelines for expanding the shuttle/bus system to improve access into the Town and Zion National Park. Upon the completion of a successful paid parking pilot, Springdale moved forward with the implementation of the recommendations outlined in the PAP. In less than one year, the Town successfully implemented a comprehensive paid parking program including enforcement, citation and permit management software, ordinance updates, a variety of shared parking agreements, and wayfinding signage throughout the Town. Thomas Dansie, Director of Community Development, Town of Springdale (435) 772-3434, dcd@infowest.com Section C. Project Team The DIXON approach is a team-based approach. On each project, a project lead is designated as the primary point of contact for day-to-day project details. DIXON’s agile size gives the company the ability to respond to evolving project needs and immediately address Town concerns. Typically, two associates are paired together to perform all project work, overseen and directed by the principal consultant. Julie Dixon – Principal Julie Dixon is the President and Founder of Dixon Resources Unlimited, a woman-owned business, focused on providing parking consulting services to municipalities. With over 27 years of experience in parking and transportation management, Julie built her firm to provide ‘best in class’ municipal parking solutions across a broad spectrum of areas including operations management, technology, customer service, enforcement, citation processing, field maintenance, financial reporting, procurement, and integrated solutions. Julie began her career as the first parking enforcement officer for the Santa Barbara County Sheriff’s Department while completing her bachelor’s degree at UC Santa Barbara. As her career path evolved, Julie directed and mana ged all aspects of various complex transportation programs, including both the City and County of Los Angeles Automated Enforcement/Red Light Camera Programs, the City and County of San Francisco Parking Meter Counting, Collections and Management System , and the City of Los Angeles Parking Meter Collections Program. She has been responsible for establishing policies, defining objectives and delivering on initiatives for municipalities of all sizes, working at all levels within the administration, enforcement and adjudication processes and has been solicited to present at a variety of Dixon Resources Unlimited – Town of Los Gatos | 14 parking industry events regarding her project experiences. She has extensive knowledge and hands-on experience with the solicitation, development, deployment, operation, and maintenance of solutions ranging from municipal parking programs to automated enforcement systems. Julie was directly involved with the San Francisco Municipal Transportation Agency (SFMTA) for the internationally-recognized SFpark program. SFpark was the first parking project in the United States to evaluate both on- and off-street parking technology and policies and their direct impact on congestion mitigation in the City. Using real -time information to determine parking availability, SFpark successfully implemented a demand-responsive pricing model that continues to be evaluated and debated throughout the parking industry. She was directly responsible for the development of specifications, solicitations, contract negotiations, and technology integration/impl ementation oversight. This extensive experience will bring a direct benefit to the Town of Los Gatos. Beginning in 2007, Julie supported two of the largest U.S. parking programs; the City of Los Angeles and the City and County of San Francisco, and the customer-service-based parking enforcement program for the City of West Hollywood. Julie has been engaged in all levels of the parking programs, including the collection and reconciliation for more than $80M in annual parking meter revenue with a reconciliation rate consistently over 99.99%. Accustomed to a mixture of technologies, both old and new, she supported the extensive documentation and procedures necessary to be accountable for and manage over 60,000 parking meters in Los Angeles and San Francisco. Considering the volume of collections and revenue counted, Julie has faced multiple security issues and revenue anomalies. Each municipality is unique, but she knows what to look for and how to outline a program that recognizes irregularities or variances as a standard practice. Regardless of project size, documentation, procedure, and accountability are the keys to a successful revenue and enforcement program, and the lessons learned from these programs can be adapted for the needs of the Town. One of DIXON’s primary business objectives is to define and recommend parking policy for its customers. Since founding DIXON in 2012, Julie has been focused on coaching municipalities through operational and technology assessments and implementation and procurement processes. Julie is responsible for the overall management of each project for the DIXON team and prides herself on being labeled the “Parking Coach.” You won’t find another consultant that has a more well-rounded and operational understanding of the City’s needs. Dixon Resources Unlimited – Town of Los Gatos | 15 Kevin Holliday – Senior Associate Kevin Holliday joined DIXON as a Senior Associate at the end of 2018. He is an experienced urban planner with public and private sector experience. Recently, he managed one of the largest vanpool programs in the country. Having also worked on the high- profile SFpark pilot program, Kevin has complex program management skills and knows the inner workings of municipal government. Throughout his career, Kevin forged successful and productive working relationships with fellow planners, meter shop technicians, department heads, and external government officials. He has written and edited RFPs and has overseen evaluation processes for multiple procurements, most recently managing a $45 million procurement for the LA Metro Vanpool Program Vehicle Supplier bench. Kevin has negotiated contracts and navigated relationships with numerous suppliers and consultants. At the University of Southern California, Kevin managed a $500,000 research grant from the California Department of Transportation (Caltrans) to study and encourage the use of public-private partnerships in the transportation sector. As part of the project, he conducted original research including literature reviews, stakeholder interviews, and detailed comparative analysis of contracts. Kevin served on an interdisciplinary team to implement SFpark, a radical program to revise San Francisco’s on- and off-street parking policies. The City’s $24 million program introduced demand-based, variable pricing for City-managed parking. He presented the Program’s concepts and goals to internal and external audiences. Kevin wrote and edited numerous policy documents and studies that resulted in improved policies, such as extended operating hours for parking meters and reforming the City’s disabled placard policy. His incremental revenue analysis regarding proposed parking policy changes were used to support SFMTA’s decision to charge for parking on most holidays. Earlier in his career, Kevin worked in product management at Oracle Corporation. He drove the requirement definition process for a budgeting and planning system designed to assist financial services institutions. He also presented product demonstrations at client and industry conferences. Dixon Resources Unlimited – Town of Los Gatos | 16 Emily Kwatinetz – Associate Emily Kwatinetz has been with DIXON for almost three years, managing projects ranging from parking and mobility studies to detailed implementation plans. Through operational audits, data analysis, stakeholder outreach, and the development of strategic recommendations, she has a track record of comprehensive support for a variety of municipalities. Emily was recently inducted into the National Parking Association’s 40 Under 40 Class of 2018. Emily has gained extensive experience with DIXON supporting numerous parking and mobility projects during her tenure. For the City of Palo Alto, Emily made recommendations to prepare the City for future growth, including active monitoring, tiered parking rates, transportation demand management (TDM), walkability, car sharing, and employee mobility strategies. Emily also collected and analyzed LPR data to produce occupancy heat maps. As the project lead for the Town of Springdale, Emily developed innovative solutions for the Town’s unique challenges and limitations. Her recommendations have helped to address shared parking, wayfinding technology, residential parking impacts, and the overall technology solution. With DIXON’s support, the Town recently implemented a successful paid parking technology pilot near the entrance to Zion National Park. Emily’s recommendations outlined the tools to effectively implement and manage a comprehensive paid parking solution to address the millions of visitors that visit the small Town each year. In the County of Maui, Emily developed individualized implementation plans for Lahaina City and W ailuku City. She produced financial modeling workbooks to forecast equipment and operating costs as well as projected revenue for the implementation of paid parking in each City. Through a detailed ordinance review, Emily helped the County prepare for the implementation of paid parking, parking benefit districts, and shared parking. Emily recently managed an Access and Mobility Study for Council District 4 in the City of Los Angeles. The recently completed Data Analysis Report factors in daily traffic volum es, parking occupancy, and bike and pedestrian data for the neighborhoods surrounding the Hollywood Sign (Attachments A and B). Pulling from her urban planning background, combined with extensive stakeholder engagement and data analysis, she developed a Comprehensive Strategies Report with short-, mid-, and long-term recommendations to improve safety, access, and mobility in and around Griffith Park and the Hollywood Sign. The strategies consider potential impacts from subjects like ridesharing, public tran sit programs, wayfinding, street reconfigurations, and parking restrictions. Emily assisted the City of San Leandro with the implementation of a comprehensive parking program. Leveraging strategic investments, she helped improve the City’s paid parking, permit program, and enforcement operation. The City’s program was recently recognized as the 2018 Public Parking Program of the Year by the California Public Parking Association (CPPA). Dixon Resources Unlimited – Town of Los Gatos | 17 Emily is currently managing the near-term implementation steps of a Parking Action Plan for the City of Paso Robles, including an employee permit parking pilot program, public outreach campaign, and an integrated permit and citation management system (Attachment C). Additionally, she recently produced a Comprehensive Strategies Report to improve the efficiency of the City of Napa’s parking program and provide alternative mobility solutions (Attachment D). Throughout the process, Emily assisted the City with identifying vendor solutions and pilot opportunities for parking guidan ce technology and a shuttle program. Jennifer Rentz – Associate Jennifer Rentz is an Associate Consultant with expertise in leading large-scale projects, technology initiatives, and operations management. With sixteen years’ experience in the parking industry, she brings a wealth of knowledge regarding industry best practice and customer service to assist our municipal clients. Jennifer’s DIXON projects include the development of comprehensive parking citation and permit management RFP for both the City of Palo Alto, CA, and the Village of Oak Park, IL. In addition to RFP development, she managed parking technology pilots for the Village of Oak Park to test pay-by plate with several technology vendors. The engagement with Oak Park also included an evaluatio n of Village ordinances and parking policy. This process began with input from key Village staff and the Transportation Commission along with community stakeholder meetings that helped define a direction for proposed changes to parking regulations. The goa l of this process was to streamline parking restrictions and permit zones to facilitate enforcement and ensure parking availability for residents and visitors. Jennifer is currently supporting the Seal Beach project to enhance and advance the current parking technology and operations. In addition to managing a variety of vendor technology trials, she reviewed the existing municipal ordinances and provided recommended changes to ensure the ongoing operational needs of the downtown community. Jennifer will also provide a signage assessment that is anticipated to introduce an improved wayfinding solution for the City. Her skills and experience are particularly valuable for clients engaging in technology upgrades, vendor assignments, and ongoing operational procedures. Prior to joining DIXON, Jennifer most recently served as Executive Vice President of West Coast Operations for Complus Data Innovations, Inc., a parking citation management firm. In her role with Complus, Jennifer was responsible for oversight of the company’s west coast office with responsibility for staff, client relations, revenue generation and administration. She also oversaw research and development of new mobile technology features and integrations. She has worked directly with over 150 cities, towns, villages, universities and private operators to help strategize parking procedures, maximize revenue, and implement the latest in parking technologies. Jennifer has Project Management Professional (PMP) certification, a bachelor’s degree in Marketing Dixon Resources Unlimited – Town of Los Gatos | 18 Management and graduate coursework in the field of Data Science. She was recently named one of National Parking Association’s “40 Under 40” in the parking industry and has been an active member of International Parking In stitute’s Technology Committee for the past six years. Brett Porter – Associate As an Associate Consultant, Brett brings eight years of transportation and community planning and public engagement experience to the DIXON team. Specifically, he provides tr ansit, land use, long range, and comprehensive planning; data and location analysis; and expertise in cartographic principles and Geographic Information System (GIS) applications and practices. In addition to Project Management Support, Brett provides exploratory data analysis, report development, and quality assurance concerning delivery of client services and project deliverables. Originally from Ohio, Brett’s tenure in California’s planning industry began in 2015 at Moore & Associates, a transit planning consultancy in Los Angeles. As an Associate Planner, he authored multiple planning projects in both California and surrounding states, developing or overseeing existing condition reports, socio-demographic profiles of study areas, fixed-route and demand-response assessments, Capital Improvement Plans (CIP), financial plans, and public engagement plans. Making successful operational, administrative/policy, and capital recommendations, Brett was quickly promoted to Planning Group Manager, leading his team an d ensuring projects and proposals were completed successfully and on schedule. Prior to his move to California, Brett served five years as an Associate Planner in Ohio for the Lima-Allen County Regional Planning Commission. During that time, he authored several comprehensive land use reports for member jurisdictions, as well as completing the West Central Ohio Regional Transportation Coordination Plan. He also provided data analysis and project strategies for the 2040 Long Range Transportation Plan, assiste d in the development and periodic update of the Allen County Traffic Demand Model, and coordinated efforts for the completion of the Allen County Regional Transportation Improvement Program. He was responsible for maintaining relationships with area agencies and presenting information and recommendations about urban planning practices and principles to city officials and county commissioners. Brett holds an M.A. in Geography and Planning from the University of Toledo (OH) and is AICP-certified by the American Planning Association. Dixon Resources Unlimited – Town of Los Gatos | 19 Section C.1 Project Lead Based on her experience and regional support of projects in Palo Alto and Mountain View, Emily Kwatinetz will be assigned project lead. She will be directly supported by Kevin Holliday and Julie Dixon. Other team members may support project components depending on specialty needs. The Town can expect to interact with Emily 50% of the time, Kevin 30% of the time, and Julie 20% of the time. Julie will be directly involved in community outreach, stakeholder engagement, Town Council presentations, and high - level interaction. Section C.2 Presentations In addition to the information provided in the Project References (Section B), we have provided the following links to presentations/materials to governing bodies by the project lead and the project team: 1. Park City, UT • Link to the Park City website describing transportation strategies, parking technology, and a brief history of parking management. Included on this page Figure 2. Project team performing a site reconnaissance in Los Gatos: (featured left to right) Julie Dixon, Kevin Holliday, Emily Kwatinetz. In their excitement, Emily and Kevin clashed over who could best serve the Town as Project Lead. Dixon Resources Unlimited – Town of Los Gatos | 20 are additional links to outreach materials, City staff reports, and news involving DIXON. https://www.parkcity.org/departments/parking-old/parking-test/transportation- strategies-and-parking-technology-project • Link to local news hour where Julie Dixon and Park City Parking Manager, Kenzie Coulson, discuss implementation of the City’s Old Town Parking Management Plan. https://www.kpcw.org/post/local-news-hour-may-25-2017#stream/0 • Link to local news hour where Julie Dixon and Park City Parking Manager, Kenzie Coulson, talk about the City’s $2.6M Parking Management Solution, implementation, and outreach plan. https://www.kpcw.org/post/local-news-hour-april-13-2107#stream/0 2. Springdale, UT • Link to Town Council minutes detailing DIXON’s presentation of the Parking Management Study and possible action concerning the Springdale Parking Action Plan, dated August 9, 2017. Additional links have been provided for a Paid Parking Press Release, dated April 4, 2018, and Town Council Meetings from July 12, 2017 (Item B1 Parking Ordinance Revisions), and August 25, 2017 (Item C1 Springdale Parking Action Plan). https://www.springdaletown.com/AgendaCenter/ViewFile/Minutes/_08092017 -472 https://www.springdaletown.com/DocumentCenter/View/852/Paid -Parking- Policies-Press-Release-040418?bidId= https://www.springdaletown.com/AgendaCenter/ViewFile/Agenda/_07122017 - 463?html=true https://www.springdaletown.com/AgendaCenter/ViewFile/Agenda/_08252017 - 474?html=true 3. Los Angeles City Council District 4, CA • Link to a community engagement initiative for the Hollywood Sign Plan detailing DIXON’s release of our access, safety, and mobility study. http://davidryu.lacity.org/hollywood_sign Dixon Resources Unlimited – Town of Los Gatos | 21 Section D. Project Approach We take pride in our hands-on approach. Our firm brings the local experience from nearby communities, the implementation experience from some of the largest parking programs in the country, and the creative experience to workshop adaptive solutions for your community. To demonstrate our enthusiasm for this project, we visited the Town of Los Gatos and performed a visual assessment of the Town’s parking inventory, permit parking zones, and wayfinding program. W e understand that a project like yours requires a personal touch, so our project approach, outlined below, is customizable to your needs. The following milestones define our proposed Scope of Work: 1. Project Kickoff – An initial project kickoff meeting will allow DIXON to prioritize objectives and tasks, finalize the schedule, and request background data from the Town. During this phase, DIXON will achieve a thorough understanding of site context in order to clarify the Town’s short, medium, and long-term planning horizons. The kick-off meeting will introduce key internal stakeholders to the DIXON team, allowing each member’s role to be thoroughly communicated to all parties. This meeting will also give our team the opportunity to make final adjustments to the scope of work based upon local culture and history, which will dictate design of the stakeholder engagement process. DIXON will prepare and distribute an agenda and minutes for the kick-off meeting. Alignment with the Town’s goals will be central to ensuring that recommendations translate into high level requirements. Our approach will build from the Town’s driving goals to provide a customer-friendly experience, optimize utilization, maintain small-town charm, achieve a park-once solution, support an economically vibrant downtown, and achieve a balance between residential and non-residential parking needs. In coordination with Town staff, DIXON will work to obtain all relevant data to assist us with the project including, but not limited to, prior parking-related studies, parking counts, staffing reports, Town Council agenda report s, and existing parking management strategies. We have already reviewed some information available through the Town website, and we will continue to examine all relevant material, existing vendor agreements, and strategic planning documents in order to prepare for the on-site assessment. 2. Detailed On-Site Assessment – DIXON envisions focusing on the following core areas: • High School Area Parking – Examine the known and potential effects of high school parking spillover, which has led to an expansion of the Town’s residential parking program; leverage available information to provide recommendations for the high school area parking both with and Dixon Resources Unlimited – Town of Los Gatos | 22 without support from the high school, including any potential impacts on the Town’s overall mobility strategy. • Civic Center Area Parking – Examine the use of public, reserved, and employee parking to understand the inter-connections between the high school, downtown, and business parking areas. • Downtown Area Parking – Examine the effects of existing parking demand management; observe the use of remote lots, such as Miles Avenue and North Lot. • Permit Parking Areas – Examine the effects of on-street permit parking near the high school, in some residential areas, and in limited parts of the business area; if requested by the Town, assess the policies, procedures, and technologies utilized to implement this program. We are experienced in reviewing permit management processing, payment, and collections in order to identify opportunities for improvement. • Enforcement – Examine how Parking Control Officers manage parking in downtown. DIXON is prepared to review current enforcement practices including staffing, deployment, work schedules, and policies and procedures. We are experienced in reviewing citation issuance technology, collection practices, security measures, and reconciliation processing. • Transportation Demand Management – Assess the Town’s overall mobility program, including opportunities to leverage alternative modes of transportation, such as transit and shuttle services. • Wayfinding and Branding – Examine the impacts of the Town’s current wayfinding and branding campaign; make recommendations to reduce traffic and parking demand in the downtown area and effectively manage the Town’s existing parking supply; make recommendations regarding parking regulatory signage. • Other Priorities - Along with a review of current policy and strategy, information and feedback will be gathered during interviews with key staff. These interviews will enable DIXON to further refine the Town’s priorities and operational requirements. 3. Data Collection and Analysis – DIXON will use information gained from the detailed on-site assessment to supplement existing data and make recommendations on the quantity and timing of additional parking counts for public and private parking. At the Town’s direction, DIXON will collect additional parking counts and utilization data, and provide the results in a separate report. Dixon Resources Unlimited – Town of Los Gatos | 23 DIXON recognizes that the Town plans on implementing a one‐way street pilot during the summer of 2019 for a period of four months. DIXON is prepared to recommend the collection of baseline data in anticipation of additional analysis. 4. Stakeholder Engagement – Parking is typically the first and last experience for patrons visiting a destination. In many cases, the overall perception held by tourists and residents is defined by their parking experiences. Our solution thrives when we are able to guide Town staff through the stakeholder engagement process in order to solicit meaningful feedback and keep the public informed about upcoming policy changes. To this end, we believe community input will be an essential part of this project. Identifying and engaging the local community for feedback, such as private businesses in the Civic Center Area, representatives from the High School, residential and mixed-use communities in the downtown area, restaurants, public transit, and private parking firms and transportation services, will improve the development and success of the Town’s selected strategies. DIXON will assume a leadership role in establishing a public involvement strategy to ensure inclusion and transparency with a broad range of stakeholders to solicit feedback and improve recommendations. This could involve a variety of methods including on-site meetings, webinars, social media outreach, and door-to-door “knock-and-talks.” DIXON will work with the Town to issue an online survey, advertised through social media, in order to maximize stakeholder participation. Figure 3. Examples of stakeholder engagement materials from previous projects. Dixon Resources Unlimited – Town of Los Gatos | 24 In order to demonstrate our ability to engage a diverse cross-section of needs, we have included an outreach presentation prepared for the Los Angeles City Council District 4 (Attachment B). The stakeholder campaign for this project required special sensitivity to navigate the diverse group of residents who live Griffith Park and the Hollywood Sign. Due to the fact that each stakeholder group lives near different entrances to the park, our recommendations needed to take a wide range of perspective into account. It is anticipated that we will have a consistent presence in the Town in order to support an open and transparent relationship with internal stakeholders. If desired by the Town, DIXON will schedule reoccurring project update calls with designated staff to provide status updates and work through any issues that may arise. These efforts may include assistance with staff project status reports and staff presentations at Town Council meetings. In addition to stakeholder engagement during project development, our approach emphasizes the importance of ongoing education and outreach during project implementation. 5. Roadmap Development – Based on the results of data analysis and stakeholder engagement, DIXON will prepare a roadmap that presents a series of parking strategies broken down by short, medium, and long-term planning horizons. The recommendations will take into consideration stakeholder feedback, data analysis, and additional information gathered during the detailed on-site assessment. Each recommendation will be organized by phase with a list of detailed implementation steps, highlighting any required follow-up actions. The recommendations will be designed to address the specific parking challenges of your community with the goal of having an immediate impact on the City’s parking management operations. Figure 4. Julie Dixon moderating the discussion at the Northern California Parking Resource Forum. Dixon Resources Unlimited – Town of Los Gatos | 25 Opportunities for change will be detailed on a block-by-block basis. Our report will include location-specific details, program geographic limits, feasibility and rate, revenue, and cost estimates. Recommendations will also address opportunities for paid parking, changes to time limits, changes in permit programs, and TDM. Technology recommendations including hardware, software and services, can be tailored to the Town’s existing context with consideration for streamlining processes to allow for the development of the Town’s future infrastructure. In order to provide dynamic TDM solutions, DIXON has extensive experience partnering with technology firms to deliver integrated mobility tools, such as web-based mobile apps. We have also have experience piloting License Plate Recognition (LPR) technology to optimize data collection efforts, enforcement, and general parking operations. In order to demonstrate our ability to deliver a comprehensive product, we have included reports prepared for the Los Angeles City Council District 4, the City of Paso Robles, and the City of Napa (Attachments A, C, and D). Each of these reports presents a series of strategies broken down by short, medium, and long- term planning horizons with specific and actionable implementation steps. 6. Project Implementation – Following final adoption of the parking roadmap, DIXON will assist project implementation, including, but not limited to, updating municipal ordinances, writing specifications, and managing vendors. An integral component of this phase will be to implement a decision support system that provides the Town with modular and flexible solutions capable of growing and expanding with the Town’s evolving needs. DIXON has experience working with and amending existing vendor agreements to identify integration requirements and incorporate these priorities into any specification development. Additionally, DIXON would offer to work with the Town to define performance standards which could be incorporated into the vendor solicitation process and drafted into the final vendor agreement. These essential measures ensure vendor accountability and product reliability. DIXON always recommends that the community has the opportunity to provide feedback during any opportunities to pilot test technology solutions. Section E. Project Schedule The Proposed project plan, timeline, and pricing will be responsive to the Town’s needs and can be modified to suit the Town’s evolving priorities. A copy of the proposed project schedule has been included in a Gantt chart format on the following page. Section E. Project Schedule Dixon Resources Unlimited – Town of Los Gatos | 26 Dixon Resources Unlimited – Town of Los Gatos | 27 Section F. Exceptions DIXON has reviewed the Town of Los Gatos Standard Agreement and is prepared to accept the terms and conditions of the Agreement, including Insurance Requirements. No exceptions to the Agreement have been noted. DIXON does not have any financial, business or other relationship with the Town that may have an impact upon the outcome of this proposal, nor does DIXON have any current clients who may have a financial interest in the outcome of this consultant services agreement. Section G. Rate Sheet When requested, our cost proposal can be prepared using a Time & Mater ials (T&M) approach to ensure that the project is managed in the most cost -effective and efficient manner. All milestones will include a Not-To-Exceed amount for each project task, and we will deliver within that budget, customizing our solution to focus o n what the project needs to achieve its objectives and adapting in order to ensure that the project is completed within the agreed upon budget and timing. Any required travel or related expenses will be based upon GSA standards and billed per Town requirem ents and guidelines. The Proposed project plan, timeline, and pricing will be responsive to the Town’s needs and can be modified to suit the Town’s evolving priorities. Billing Rate Schedule Classification Labor Rate Per Hour Principal Consultant $225/hour Senior Associate $175/hour Associate $145/hour Junior Associate/Analyst $105/hour Section H. Supporting Documentation Details of the firm’s qualifications and experience are provided in the above sections. Our team has worked in many of the cities surrounding and nearby the Town of Los Gatos, including Mountain View, Palo Alto, Monterey, San Leandro, Napa, and Sausalito. We are proud of our work, and we encourage the Town to contact our references directly. In order to further demonstrate our commitment, we have included examples of our work product from several projects. Additional materials, including reports, presentations, and outreach materials can be made available upon request. The following reports have been provided: • Attachment A – Comprehensive Strategies Report, dated January 2018, for improving access, safety, and mobility around Griffith Park and Hollywood Sign, prepared for the Los Angeles City Council District 4. Dixon Resources Unlimited – Town of Los Gatos | 28 • Attachment B – Stakeholder Presentation to support the Comprehensive Strategies Report, dated January 2018, prepared for the Los Angeles City Council District 4. Summary: Beginning in the summer of 2015, DIXON worked with the Los Angeles Department of Recreation and Parks (RAP) to develop the Griffith Park Transportation and Parking Action Plan. The project focused on circulation improvements that would reduce congestion and improve access in and around Griffith Park, while protecting the natural environment. In addition to community stakeholders, the project team worked extensively with the Los Angeles Department of Transportation (LADOT) Transit Services DASH and Metro to expand a shuttle service into the Park. Due to popularity and demand, the schedule was expanded to provide daily service between the Red Line to the Greek Theatre and the Griffith Observatory. In the spring of 2017, the Los Angeles City Council approved a request for a comprehensive study for improving access, safety, and mobility in and around Griffith Park and the Hollywood Sign. DIXON prepared the Comprehensive Strategies Report to enhance pedestrian safety, improve traffic flow, reduce congestion, improve access to Griffith Park and trailheads, ensure emergency vehicle access, increase parking efficiency and compliance rates, expand transit opportunities, and actively manage visitor opportunities. Stakeholder engagement was a crucial part of the project approach, i ncluding participants representative of the community and nearby Griffith Park, such as residents, business owners, and community organizations. Attendees were invited to be updated and briefed on project progress, the results of data collection efforts, and they were solicited for feedback. The stakeholders widely agreed that an integrated approach was needed to address the issues facing their hillside neighborhoods. • Attachment C – Parking Action Plan, dated May 2018, for reimagining the City of Paso Robles Parking Program. Summary: Dixon Resources Unlimited was contracted to review the existing conditions of Paso Robles to identify potential areas for improvement and create a parking implementation roadmap for proposed program enhancements and solutions. The parking priorities for the assessment were to manage on -street demand to maintain occupancy rates, use technology to improve the parking experience, and create an employee parking program. A detailed ordinance review was conducted to identify any issues that could affect future implementation. Recommendations within the Parking Action Plan were developed following a series of meetings held with City staff and external stakeholders. Valuable input was provided from the City Manager’s Office, Police Department, Public Works, Maintenance Services, and Community Development. A Steering Committee of stakeholders that lived, worked, and owned businesses in and around downtown was assembled, including representatives from the Main Street Association, Dixon Resources Unlimited – Town of Los Gatos | 29 Chamber of Commerce, Planning Commission, and Travel Paso. An open house held in the City Council chambers was standing room only. Many of the issues and ideas examined in the Parking Action Plan resulted from diverse public engagement led by our team. • Attachment D – Comprehensive Strategies Report, dated November 2018, for optimizing the City of Napa Parking Program. Summary: The City of Napa has experienced tremendous growth in tourism and business in recent years. As a result, parking demand has increased in the downtown commercial core and Oxbow District. In 2015, DIXON was selected to provide support services as the City considered implementing paid parking. To begin this process, DIXON met with internal stakeholders on the City’s parking related committees to build consensus on the benefits of paid parking, provide technology recommendations for the City, identify desired outcomes, and determine roles and responsibilities. The next steps included coordinating a parking technology pilot solicitation for pay stations and meters, including identifying and negotiating vendor interest for a potential city-wide pay station rental program. In the fall of 2016, the City expanded DIXON’s support services to address both on-street hardware and garage parking, including considerations for electronic wayfinding, parking guidance systems, and license plate recognition (LPR) technology. DIXON developed a comprehensive financial modeling workbook to support the City with revenue forecasts and projections that included hardware costs and associated technology expenses. The Comprehensive Strategies Report is the culmination of DIXON’s efforts to date. The Report includes a number of goals and implementation strategies identified by the project team to optimize the City’s parking program. Attachment A Comprehensive Strategies Report, dated January 2018, prepared for the Los Angeles City Council District 4 Comprehensive Strategies Report Improving Access, Safety, and Mobility around Griffith Park & the Hollywood Sign January 2018 Dixon Resources Unlimited Commissioned by: Los Angeles Council District 4 Comprehensive Strategies Report, 1 Table of Contents Introduction 3 Background 3 Report Overview 7 1. Enhance Pedestrian Safety 8 Strategy #1. Install Sidewalk Bulb -Out Along Beachwood Drive 8 Strategy #2. Implement Traffic Calming Measures in Problem Areas 10 Strategy #3. Post Walkability Signage 11 Strategy #4. Install a Sidewalk Along Canyon Drive 12 2. Improve Access to Griffith Park and Trailheads 13 Strategy #1. Implement an Electric Shuttle Service Connecting Nearest Metro Station with Beachwood Drive Park Entrance 13 Strategy #2. Implement the Alternate Access Trail Plan at Beachwood Drive 16 Strategy #3. Relocate the Wonder View Trailhead and Install a Pedestrian Gate on Lake Hollywood Drive 18 3. Expand Transit Opportunities 21 Strategy #1. Extend DASH lines or Shuttle Routes to and from Highly Congested Areas 21 Strategy #2: Implement Ridesharing Zones 24 Strategy #3. Supplement the Griffith Park Circulation System with an Aerial Tram 27 4. Improve Traffic Flow and Reduce Congestion 31 Strategy #1. Obscure Views of the Hollywood Sign from the Smaller Vista Points Along Mulholland Highway 31 Strategy #2. Implement a District-Wide Wayfinding Strategy 33 Strategy #3. Discourage Illegal Maneuvers along Mulholland Highway 34 Strategy #4. Collaborate with Google and Waze to Communicate Accurate and Helpful Information 35 5. Improve Emergency Vehicle Access 37 Strategy #1. Temporarily Close Narrow Streets with the Highest Safety Risks During Peak Periods 37 Strategy #2. Convert Some Narrow Two-Way Streets to One-Way Streets 38 6. Increase Parking Efficiency and Compliance Rates 39 Strategy #1. Adjust Existing Preferential Parking District Time Limits and Days of Operation 39 Strategy #2. Consolidate Preferential Parking District Regulations 41 Strategy #3. Implement Paid Parking and/or Time Limits in Popular Tourist Destinations 43 Strategy #4. Increase Citation Amounts in High -Impact Tourist Locations 46 Strategy #5. Increase Parking Enforcement in Impacted Areas 47 7. Actively Manage and Provide Optimized Visitor Opportunities 50 Strategy #1. Enhance the most Accessible and Safe Hollywood Sign Viewing Locations and Hikes 50 Strategy #2. Develop a Hollywood Sign Visitor Center 54 Comprehensive Strategies Report, 2 Strategy #3. Build a Hollywood Sign Viewing Platform 55 Strategy #4. Implement a Hollywood Sign Art Program 57 Strategy #5. Replicate the Sign on the Other Side of the Mountain 58 Strategy #6. Support a Dedicated Hollywood Sign Website 59 Strategy #7. Implement a Social Media Marketing and Outreach Campaign 60 Strategy #8. Install Restroom Facilities at Key Locations 62 Conclusion 64 Acknowledgements City Los Angeles Council District 4 Department of Recreation and Parks Stakeholders Beachwood Canyon Neighborhood Association Friends of Griffith Park Griffith Park Advisory Board Hollywood Chamber of Commerce Hollywood Hills West Neighborhood Council Hollywood Knolls Community Club Hollywood Sign Trust Hollywood United Neighborhood Council Hollywoodland Homeowners Association Lake Hollywood Homeowners Association Los Feliz Improvement Association Los Feliz Neighborhood Council The Oaks Homeowners Association Comprehensive Strategies Report, 3 Introduction Background Beginning in the Summer of 2015, Dixon Resources Unlimited (DIXON) worked with the Los Angeles Department of Recreation and Parks (RAP) to develop the Griffith Park Transportation and Parking Action Plan. The project focused on circulation improvements that would reduce congestion and improve access in and around Griffith Park , while protecting the natural environment. In addition to community stakeholders, the project team worked extensively with Los Angeles Department of Transportation (LADOT) Transit Services DASH and Metro to expand a shuttle service into the Park. Due to popularity and demand, the schedule has expanded to provide daily service carrying visitors from the Red Line to the Greek Theatre and the Griffith Observatory. The change in traffic patterns has improved traffic flow and access, allowing DASH to provide reliable service. Paid parking was also implemented near the Griffith Observatory in the Spring, and it is anticipated that the generated revenue could fund RAP’s goal to implement a parkwide circulator. In March of 2017, the Los Angeles City Council approved Councilmember David Ryu’s request for a comprehensive study for improving access, safety, and mobility in and around Griffith Park and around the Hollywood Sign. Based on DIXON’s existing project with RAP in Griffith Park, Councilmember Ryu’s office reached out to DIXON to inquire of services for the comprehensive access and mobility study. As such, DIXON was retained and completed an initial site visit to the neighborhoods within District 4 and Griffith Park on July 3rd, 2017. An overview of the study’s components is summarized below. Data Analysis Report In conjunction with this Comprehensive Strategies Report (CSR), DIXON completed a separate Data Analysis Report. The Data Analysis Report discusses the data collection methodologies and includes the data analysis results from each round of data collection. Some of the data analysis results are referenced in this CSR to support the recommended strategies. An overview of the data collection efforts is outlined below: Data Collection: Round 1 DIXON procured the services of National Data & Surveying Services (NDS) to complete the data collection. Round 1 data collection consisted of a two-week period in September 2017. Week 1 comprised Friday, September 1st through Monday, September 4 th, and Week 2 comprised Friday, September 15th through Monday, September 18th. Data collection included average daily traffic (ADT) volume counts, on - and off-street vehicle occupancy counts, and pedestrian and bike counts. The study areas are outlined below: Comprehensive Strategies Report, 4 Figure 1. Data Collection Study Areas and Types: Round 1 Stakeholder Meeting The Los Angeles District 4 stakeholder meeting was held on November 11, 2017. This meeting included participants representative of the community and nearby Griffith Park including residents, business owners, and community organizations. Attendees were invited to be updated and briefed on the progress of the project, the results of data collection efforts, and solicited for feedback on proposed short-term recommendations. It was widely agreed among stakeholders, that a comprehensive approach is needed to address the issues facing the hillside neighborhoods directly, so that problems do not migrate to other areas. Much of the group discussion focused on wayfinding, Preferential Parking Districts (PPDs), street classifications, and cellphone service. Stakeholders agreed that wayfinding would be a useful tool in mitigating many of the neighborhood’s parking and mobility issues that arise from tourists visiting the Hollywood Sign. A wide rang e of PPD opinions were expressed. Several stakeholders wished to extend coverage and hours of PPDs, while others were completely opposed to PPDs altogether. One stakeholder wished to see any proposed changes to PPDs in the neighborhoods justified with data to demonstrate how they would mitigate both vehicular and pedestrian traffic. A key theme that surfaced in the stakeholder meeting was the need for additional data collection efforts before determining final recommendations. Several participants Comprehensive Strategies Report, 5 promoted the idea of conducting an intercept survey. This survey would be designed to identify details like from where tourists visited, their chosen mode of transport, and identify how they located their destination . Stakeholders suggested an additional survey of potential recommendations distributed to a wider audience of residents to gauge interest in each proposed recommendation. Finally, there was consensus among many in the group about the need to collect more average daily traffic (ADT) data in additional locations. Meeting participants provided feedback on preliminary recommendations and presented various other recommendations to DIXON and District 4 Staff. Potential recommendations discussed will be considered moving forward with the project. Finally, sta keholders were encouraged to reach out to DIXON to discuss any recommendations and concerns via email. Stakeholders were supportive of: • Developing a comprehensive Wayfinding Plan that identifies sign locations, ideal vista and photo opportunities, and rideshare pick -up/drop-off zones. Such a plan would also create a recognizable Hollywood Sign brand, installing digital messaging to redirect drivers, and with special attention to how pedestrians can safely enter and exit the neighborhood. • Developing a dedicated Hollywood Sign website drafted by the community that contains information about parking access, sign history, and other relevant visitor information. This website would ideally be promoted on other travel sites. • Implementing or extending PPD hours at certain locations including Deronda Drive and Tahoe Drive. Some stakeholders also wished for a way to visit neighboring areas without the need for a guest pass. • Tailoring recommendations to different groups. Participants that there are two distinct groups of visitors who pass through their neighborhoods - those viewing the Hollywood Sign, and those visiting Griffith Park. • Replicating the Hollywood Sign on the Burbank-facing hillside of Griffith Park and installing smaller signs at different locations. These signs would draw visitors to other locations and provide additional photo opportunities. • Developing the Vista Site at Lake Hollywood Park for visitors to include restroom facilities and parking meters, possibly staffed with a full-time LADOT officer during the summer months. Parking meters could be a source of revenue for neighborhood improvements projects. • Relocating access points to share visitor traffic across the area. One location promoted for alternate trail access was the top of Beachwood Drive south of the current gate. • Adjusting the service of the Griffith Park Circulator (DASH) to alleviate residents’ concerns about pedestrian safety and congestion. Several stakeholders suggested extending service to Canyon Drive, N Beachwood Drive, and possibly Ledgewood Drive. • Presenting recommendations in list form based on impact versus cost. Comprehensive Strategies Report, 6 Data Collection: Round 2 Round 2 of data collection consisted of a one -week period in December 2017 commencing Thursday, December 14th through Monday, December 18th. The locations selected for this round of data collection were based upon stakeholder feedback and potential report recommendations. During this round of data collection, a combination of pedestrian and bike counts, ADT volume counts, and intercept surveys were collected. The intercept surveys were meant to discover where visitors are traversing from, how they traveled to each location, their purpose for visiting, how they found out about it, and how long they planned on staying. The following map outlines the data collection locations: Figure 2. Data Collection Study Areas and Types: Round 2 Comprehensive Strategies Report, 7 Report Overview The CSR is organized based on seven main goals (Figure 3). These goals are not ranked in any particular order. The goals have been identified by the project team, and together they are meant to improve access, mobility, and safety in and around Griffith Park and the Hollywood Sign. For each goal, there are several potential strategies for consideration. These strategies each include a suggested implementation timeline, organized into short-, mid- and long- term steps. The implementation steps are meant to be realistic and actionable. It is important for the City to take a comprehensive approach to implementing recommendations; In many cases, the strategies will complement one another for improved effectiveness. There are also steps that the City can take in the shor t-term to adequately prepare for some of the longer-term solutions. The s trategies are each assigned either low, medium, or high priority. The relative cost is also identified for each strategy from $ to $$$$. There are many factors that will influence cost and there may be different levels of ongoing expenditures. The relative cost attempts to compare the strategies to each other, and does not identify a particular dollar amount or range. Their prioritization is based upon the estimated costs versus the potential benefits. This has been gauged through a mix of extensive stakeholder outreach, data analysis, industry best practices, and prior experience. The prioritization in this report is not a definitive guide for the City. Public and City Council review, environmental analyses, engineering evaluations, and cost appraisals, among other factors, will ultimately influence whether a strategy is viable, the prioritization, and a feasible timeline for implementation. This report’s discussion of possible environmental o r CEQA requirements is for idea generation, and is not a definitive statement of required environmental compliance . 1.Enhance Pedestrian Safety 2.Improve Traffic Flow and Reduce Congestion 3.Improve Access to Griffith Park and Trailheads 4.Improve Emergency Vehicle Access 5.Increase Parking Efficiency and Compliance Rates 6.Expand Transit Opportunities 7.Actively Manage and Provide Optimized Visitor Opportunities Figure 3. Report Goals Comprehensive Strategies Report, 8 1. Enhance Pedestrian Safety Strategy #1. Install Sidewalk Bulb-Out Along Beachwood Drive Overview People often stand in the middle of the street along Beachwood Drive to take a picture with the view of the Hollywood Sign. To address the pedestrian safety concerns along Beachwood Drive, the City should consider implementing a sidewalk bulb -out. A bulb-out on the east side of Beachwood Drive near Glen Holly Street would allow pedestrians to stand on the projecting sidewalk to safely take a picture of the Hollywood Sign without standing in the travel lane. The sidewalk bulb-out would also have the added advantage of traffic calming, which could help make the intersection safer. Upon further analysis, if there is not space for the bulb-out, the City could also consider installing a traffic circle. This would allow pedestrians to stand in the traffic circle o ut of the way of traffic, but it would still require photo seekers to cross the street for access at a designated crosswalk. Time limits can be an effective way to regulate visitor behavior. The City should also consider converting some parking spaces and clearly identifying this location, near the bulb-out, to short-term, 5-minute parking spaces to give visitors a space to park for a quick photo. Locating the 5-minute spaces on the same side of the street as the bulb-out would minimize the number of people crossing the street, therefore improving safety. The spaces on the opposite side of the street would then likely be utilized by longer -term parkers such as the residents. This can be achieved through the use of signage and curb paint to indicate the applicable areas. Category: Pedestrians Priority: High Cost: $$ Considerations: Traffic flow, spillover parking, construction impacts Comprehensive Strategies Report, 9 Figure 4. Beachwood Drive Sidewalk Bulb-Out Benefits ➢ Gives visitors a safe location to take a picture ➢ Reduces the number of traffic obstructions and improves traffic flow ➢ Traffic calming effect would likely improve safety ➢ More sidewalk space promotes walkability Implementation Short-Term 1. Conduct a traffic engineering study to determine the feasibility of implementing a sidewalk bulb-out along Beachwood Drive. 2. Develop construction specifications and plans. 3. Construct sidewalk bulb-out and repaint travel lanes. 4. Install 5-minute time limit signage on the same side of the road as the bulb -out. a. Coordinate construction and time limit conversion with the potential PPD extension. Comprehensive Strategies Report, 10 Strategy #2. Implement Traffic Calming Measures in Problem Areas Overview Cars speeding or missing stop signs on residential streets can cause a pedestrian safety issue. Adding speed humps or radar speed signs to problem areas may help to slow down traffic. The City should also consider adding crosswalk striping or flashing lights at intersections to improve visibility. However, flashing lights are not recommended in residential areas due to the light pollution they can cause. One potential location to consider for traffic calming measures is the intersection of Tahoe Drive and Canyon Lake Drive. The crosswalk is unmarked here, and there is a view of the Hollywood Sign that may be distracting for some drivers. The City should solicit resident input on the type of traffic calming measures that would be appropriate for this location, if any. It should also be considered that speed humps can reduce emergency vehicle response times. The City’s Department of Transportation has Speed Hump Evaluation Guidelines 1 that must be considered when evaluating potential locations. Feasibility relies on factors such as street type, roadway grade, drainage, and traffic volume. Another location to consider is along Canyon Drive within the Park next to the playground. There is currently a marked crosswalk, but it lacks striping. This may make it less noticeable to drivers. The City should also consider pain ting the word ‘SLOW’ on the roadway at this location as a reminder to drivers. Signage could also be included to 1 LADOT, “Request Speed Hump”: http://ladot.lacity.org/how-do-i/request-speed-humps Category: Pedestrians Priority: Medium Cost: $ Considerations: Traffic flow, visual impact, increased vehicle noise, increased emergency vehicle response time Image 1. Tahoe Drive and Canyon Lake Drive Intersection Comprehensive Strategies Report, 11 remind drivers to share the road – further along Canyon Drive, pedestrians must walk in the roadway where there is no sidewalk space. Benefits ➢ Reduces the speed of traffic and improves pedestrian safety ➢ More drivers may notice stop signs and intersections Implementation Short-Term 1. The City should work with residents to determine locations that may need traffic calming measures. 2. Paint ‘SLOW’ near the crosswalk along Canyon Lake Drive near the playground. 3. Additional signage should be posted where necessary. 4. Crosswalks should be fully marked in problem areas with stripes. Strategy #3. Post Walkability Signage Overview Pedestrians currently have limited guidance on where to walk, how long it will take, and the ideal routes. Walkability signage can help improve the overall pedestrian experience throughout the community. Wailuku Town in Maui has a good example of simple temporary directional signage that indicates the walk time to popular destinations (Image 2). This is a low-cost signage solution that adds a significant amount of place -making value. Similar signage could be posted to encourage walkability in and around the Park entrances. Just as in Maui, the QR code included in the signage can also be used to link users to walking directions, maps, and information about the City and/or Park. The San Francisco Maritime National Historic Park has another example of walkability signage (Image 3). This signage has simplified branding and information, including pictograms to communicate general Park rules. Walking distances are listed along the right side of the sign. Similar signage could be installed Category: Pedestrians Priority: Low Cost: $ Considerations: Visual impact, ability to post unofficial signage Image 2. Wailuku Walkability Signage Comprehensive Strategies Report, 12 in and around locations like Lake Hollywood Park to communicate walking distances to popular destinations and hikes. Benefits ➢ Encourages visitors to walk and provides helpful information ➢ Outreach opportunity for the City Implementation Short-Term 1. Create a comprehensive list of popular destinations in and around Griffith Park 2. Develop City-branded walkability signage, or work with WalkYourCity to develop and install walkability signage throughout the community. a. Visit walkyourcity.org for more information. 3. Use QR codes to promote desired information about the City and/or Park. Strategy #4. Install a Sidewalk Along Canyon Drive Overview Currently there is no sidewalk leading towards the Canyon Drive Gate or continuing through the park, which impacts the ability of pedestrians to safely enter the park and utilize the playgrounds and access the Brush Canyon Trailhead. The City could consider installing a sidewalk along one or both sides, depending on roadway width. Initially, the City could install the sidewalk from the Park gate to the playgrounds. As a longer-term solution, Council staff could work with the City’s Bureau of Engineering (BOE) to install a sidewalk leading up to the Park gate on the east side of the street. Category: Pedestrians Priority: Medium Cost: $ Considerations: Visual impact, roadway width Image 3. San Francisco Walkability Signage Comprehensive Strategies Report, 13 Benefits ➢ Improves walkability and pedestrian safety Implementation Short-Term 1. Recreation and Parks (RAP) should install a sidewalk from the Canyon Drive Park entrance to the playgrounds. Mid-Term or Long-Term 1. Work with BOE to install a sidewalk leading to the Park gate on Canyon Drive. 2. Improve Access to Griffith Park and Trailheads Strategy #1. Implement an Electric Shuttle Service Connecting Nearest Metro Station with Beachwood Drive Park Entrance Category: Park Access Priority: High Cost: $$ Considerations: Traffic flow, staffing, route impacts Figure 5. Proposed Canyon Drive Sidewalk Comprehensive Strategies Report, 14 Overview The recent closure to pedestrian access at the Beachwood Gate limited one access point to the Hollyridge Trail in Griffith Park. Because the City still maintains rights to the easement road north of the Beachwood Gate, an electric shuttle could be used to transport visitors through the gate to the Hollyridge Trail. This shuttle route would allow the City to transport visitors to the Hollyridge Trail without requiring any roadway or trail reconfigurations. The shuttle could originate from a nearby Metro station, and there is also an opportunity for a shuttle to connect locations like the Hollywood and Highland Center or Hollywood and Vine. The shuttle could also have a stop within the residential area near the Beachwood Gate to allow nearby residents easier acces s to the trail. The Beachwood shuttle could play a narration of the history of Hollywoodland and the Hollywood Sign as it travels to the Gate. This would be similar to the narration by Jeopardy’s Alex Trebek on the shuttle that carries visitors to Hearst Castle. This would be a method to improve the overall visitor experience. Benefits ➢ Opens another access point to the Hollyridge Trail ➢ Encourages the use of public transit ➢ Minimal environmental review likely required ➢ Does not require the level of construction as proposed in the Alternative Access Trail Plan (See Strategy #2) Implementation Short-Term 1. Determine shuttle route and stops, route frequency, and cost. 2. Dedicate adequate turn-around space at the end of the route within the Park. 3. Begin education and outreach process about upcoming shuttle program. a. Outreach should focus on nearby residents and visitors. b. Information about the shuttle cost, route, frequency, operating hours, and the Hollyridge Trail should be included in outreach materials. 4. Purchase shuttle vehicle(s) based upon estimated ridership levels and desired route frequency. Ideally, the shuttles should be small, electric vehicles to ensure minimal environmental impact. a. If desired, develop a Hollywoodland narration to be played on t he shuttle(s). 5. Identify and allocate necessary staffing for the management of the shuttle program. Mid-Term 1. Implement shuttle route along with posted signage. Assess ridership levels to determine any necessary program adjustments. Comprehensive Strategies Report, 15 Figure 6. Proposed Shuttle Route for the Hollyridge Trail Comprehensive Strategies Report, 16 Strategy #2. Implement the Alternate Access Trail Plan at Beachwood Drive Overview As stated above in Strategy #1, the recent closure to pedestrian access at the Beachwood Gate limited one access point to the Hollyridge Trail. While Strategy #1 is recommended as the ideal solution, Strategy #2 is another potential solution for the City to consider. The Alternative Access Trail Plan has been proposed by stakeholder groups. This proposal suggests bypassing the existing gate to Sunset Ranch with a new, nearby gate. The proposed access point would require removing a panel of the existing fence near the gate. Drawbacks Due to the steep elevation, the proposed trail would likely have switchbacks, possibly with stairs, to bypass the Sunset Ranch gate and connect the hill with the Hollyridge Trail. A significant amount of engineering and construction work would be required to assess and implement this option. This proposal will also require environmental review to ensure compliance with CEQA regulations. This would likely be a lengthy and expensive process for the City. There could also be significant litigation costs incurred by the City from ongoing or future lawsuits. The amount of time and resources required to assess the alternative access plan means that this plan should not be considered as a short-term solution. Category: Park Access Priority: Low Cost: $$$$ Considerations: Environmental impact, engineering/construction demands, maintenance and upkeep, pedestrian flow, current litigation Comprehensive Strategies Report, 17 Figure 7. Alternative Access Plan for the Hollyridge Trail Benefit ➢ Opens another access point to the Hollyridge Trail Implementation Short-Term 1. Pursue strategy #1 as the ideal short-term solution for access to the Hollyridge Trail. Mid-Term 1. Conduct the necessary engineering, construction, and environmental assessments to determine the feasibility of the Alternative Access Plan. a. This plan will likely require an Environmental Impact Report (EIR) per CEQA regulations. 2. Litigation issues will need to be addressed. Comprehensive Strategies Report, 18 3. Finalize plans. 4. Solicit community feedback. Long-Term 1. Construct connecting trail and replace fence panel with a new pedestrian gate. Strategy #3. Relocate the Wonder View Trailhead and Install a Pedestrian Gate on Lake Hollywood Drive Overview The existing Wonder View Trailhead is located along a residential portion of Wonder View Drive. This narrow stretch of steep road is precariously impacted with blind turns and it sometimes can be congested with cars, pedestrians, and large shuttle busses or vans. Congestion in this location is a safety issue for pedestrians and for emergency vehicle access. Down the hill, along Lake Hollywood Drive, there may be an opportunity to create a new access point and connecting trail near the Toyon Tanks. This would be a more accessible location for visitors and would help to reduce congestion along the upper end of Wonder View Drive. There are two potential trail routes that may be considered (See Figure 8). Further north, Option A is located closer to the majority of the parking spaces along Lake Hollywood Drive. It also would create a trail that has a similar distance to the existing Wonder View Drive route. Additionally, it may minimize the environmental impact by limiting the amount of impacted land. On the other hand, Option B would utilize a portion of existing trail which could reduce construction costs for the City. Both proposed locations may extend through the Department of Water and Power’s (DWP) parcels B and C. If necessary, the City should work with DWP to determine the viability of extending the trail through their property. An environmental review to ensure compliance with CEQA regulations will also likely be required. If the City proceeds with the relocation plan, the existing gate should be closed to minimize congestion along Wonder View Drive. A new gate or fence would have to be Category: Park Access Priority: Medium Cost: $$$ Considerations: DWP easement, environmental impacts, traffic and pedestrian flow Comprehensive Strategies Report, 19 constructed to effectively close this access point. Additionally, a marked crosswalk may improve pedestrian safety leading up to the gate across Lake Hollywood Drive: Benefits ➢ Would likely reduce the number of vehicles and pedestrians traversing up Wonder View Drive ➢ Because there are no residences located along Lake Hollywood Drive near the proposed entrance, this could become an ideal location to promote to visitors ➢ This area may be able to safely handle more congestion and parking demand in comparison to other access points to the Park ➢ More accessible location for shuttle and tour buses to drop-off and pick-up passengers than Wonder View Drive Implementation Short-Term 1. Develop project specifications and begin environmental analysis to determine project feasibility per CEQA regulations. a. Determine optimal trail route. Mid-Term 1. Construct the trail. 2. Close off the existing gate and install a new access gate for the trail extension. 3. Post signage. 4. Relocate any existing ridesharing zones and/or shuttle stops (see pages 21 and 26) closer to the new entrance point. Image 4. Proposed Crosswalk Location for Relocated Trailhead Comprehensive Strategies Report, 20 Figure 8. Potential Relocations of the Wonder View Trailhead Comprehensive Strategies Report, 21 3. Expand Transit Opportunities Strategy #1. Extend DASH lines or Shuttle Routes to and from Highly Congested Areas Overview In certain Hollywood Sign viewing and hiking locations, there is limited accessibility by public transportation. The City should consider conducting a traffic engineering evaluation to determine the viability for DASH service extensions or shuttle routes. Some of the underserved locations have limited roadway space , which means that any DASH extension would likely require engineering and environmental review, depending on the impacts. This means that shuttle routes may be the optimal solution to minimize construction and environmental impacts. Smaller shuttles could allow for easier access to areas with less turn-around space. The City could treat the shuttle route similarly to a bus route, including designated shuttle stops for ease of understanding and use. When determining any route additions, the City should consider that the success of public transportation routes will depend on a number of factors including route convenience, frequency, reliability, ridership levels, and cost. The City is planning to expand the DASH operating hours from 6 to 7 days per week. Wonder View Trailhead During the December 15-18 data collection, over 2,000 cars were counted each day along Lake Hollywood Drive near Wonder View Drive. There is currently no public transportati on route that services this location. LA Metro Bus 222 stops along Barham Boulevard at the Lake Hollywood Drive intersection. This route can be accessed from the Hollywood and Highland Center. Unfortunately, this bus stop is approximately a 0.7 mile walk to the Wonder View Trailhead. Typically, between 0.25 and 0.5 miles is considered a reasonable walking distance for public transportation use. To improve access by public transit to the Wonder View Trailhead, the City could consider extending a shuttle rout e from this Metro bus stop to Lake Hollywood Drive closer to Wonder View Drive (See Figure 9). Category: Traffic & Congestion Priority: High Cost: $$ Considerations: Traffic flow, staffing, route impacts, parking space reductions Comprehensive Strategies Report, 22 Ideally, this bus stop should include a shelter or overhang for shade, along with a bench. This would improve the visitor experience for those transferring at this location to the shuttle. Additionally, if the City proceeds with the proposed relocation of the Wonder View Trailhead (Page 18) there may be an opportunity to locate a shuttle stop near the new entrance. A traffic engineering study may be required to determine route feasibility. Brush Canyon Trailhead There are no public transit stops located within reasonable walking distance to the Canyon Drive Park entrance and Brush Canyon Trailhead. The Hollywood DASH route stops at the intersection of Franklin Avenue and Bronson Avenue, a block before Canyon Drive. This stop is approximately a 1 mile wal k from the Canyon Drive Park entrance. Also, the Beachwood Canyon DASH stops at Beachwood Drive and Westshire Drive, which is approximately the same distance from the Park. The City may want to consider extending a shuttle route from one of these nearby DASH stops to service the Canyon Drive Park entrance. Currently there is minimal roadway width to accommodate a turn-around area along Canyon Drive. One solution could be to dedicate a portion of one of the Canyon Drive parking lots for shuttle use. While this would eliminate a number of parking spaces, the shuttle route could potentially reduce the parking demand. During the December 15 -18 data collection, over 300 cars were typically counted in each direction at Canyon Drive (north of Carolus Drive) each day. Figure 9. Proposed Wonder View Trailhead Shuttle Route Comprehensive Strategies Report, 23 Beachwood Drive The City should consider extending the existing DASH line or a shuttle route further north along Beachwood Drive. Currently DASH goes along Beachwood Drive until Westshire Drive. There may be an opportunity to implement an electric shuttle route to access the Hollyridge Trail. It is recommended that this shuttle originate from a nearby Metro station. This recommendation was described in more detail on page 13. Ford Theatre Trail With the upcoming implementation of the Ford Theatre Trail, the City should consider adding a DASH or shuttle stop near the new trailhead. See page 52 for more information on the Ford Theatre Trail. Griffith Park Transit Hub See Page 27 for more information on the recommended development of a Griffith Park Transit Hub. Benefits ➢ Congestion reduction ➢ Encourages the use of public transportation and may reduce Single Occupancy Vehicle (SOV) trips ➢ Improves access to Griffith Park and/or Hollywood Sign viewing locations ➢ Improves public safety Implementation Short-Term 1. Conduct a traffic engineering study to determine the viability of extending public transit lines and/or implementing shuttle routes to and from highly congested areas. a. Any locations that would require roadway reconfigurations for turnaround space may require environmental review to be compliant with CEQA regulations. 2. Finalize upcoming route and bus/shuttle stop locations, operating hours, and frequencies. 3. Distribute outreach and marketing materials about upcoming DASH or shuttle routes. 4. Determine fleet and staffing requirements. Figure 10. One Potential Shuttle Extension Comprehensive Strategies Report, 24 Mid-Term 1. If necessary, procure additional fleet vehicles. 2. Develop a staffing schedule and allocate the required staff. 3. Install bus/shuttle stops and signage. Long-Term 1. Consider conducting periodic ridership counts to determine any necessary route adjustments including stop locations, operating hours, and frequencies. 2. If the City develops the recommended Griffith Park Transit Hub (page 27), the City should extend bus and shuttle routes to service this location. Strategy #2: Implement Ridesharing Zones Overview There are several popular destinations throughout Hollywood that are being accessed with ridesharing applications. Ridesharing applications can supplement public transportation routes, providing an efficient alternative to underserved locations. Alas, ridesharing vehicles sometimes stop in the middle of the road or in no parking zones, and drivers also can be seen queuing up, waiting for passengers. While parking demand can be eased by the number of ridesharing vehicles, they can also have a negative impact on roadway congestion and traffic. The City should take a proactive approach to managing the impact of ridesharing throughout Hollywood and Griffith Park by designating drop-off and pick-up zones for ridesharing companies, including taxis, in popular destinations. Unfortunately, it can be difficult to enforce parking regulations such as red curb violations for ridesharing vehicles, because they only remain at their drop -off or pick-up location for a short period of time. Drivers and passengers are also not incentivized to utilize ridesharing zones if it will extend the length of their session, due to the cost of the service. Most ridesharing applications also rely on a rating system for reviewing their drivers, so drivers will often favor efficiency and convenience for their passengers, over utilizing a designated ridesharing zone. That is why it is important for any ridesharing zones to be conveniently located in order to encourage their use. The main goal of having ridesharing zones should be to ensure that there is adequate space available for safe drop-offs and pick- ups. Without ridesharing zones, high parking occupancy rates may lead drivers to drop Category: Traffic & Congestion Priority: High Cost: $ Considerations: Reduction of parking supply, difficulty of enforcement, longer walking distances for users Comprehensive Strategies Report, 25 off or pick up their passengers in the travel lane, which can cause issues with traffic congestion. Ridesharing companies have a track record of working closely with cities to address their ridesharing concerns and issues. For example, Lyft recently worked with the City of Las Vegas to develop a parking solution for the Life is Beautiful Festival. The festival was located in the heart of Downtown Las Vegas, with approximately 150,000 attendees. Lyft worked with the City to establish drop - off/pick-up zones to service the festival, as well as appropriate queuing areas. Service features like in -app geo-fencing, signage, and marketing channels can sometimes be used to improve event planning and management. Drivers can also be incentivized to service certain areas of a city. The City should work with popular ridesharing companies like Lyft and Uber to request trip data for impacted destinations. This will allow the City to better understand the impact of ridesharing on congestion throughout the City. The City could consider carrying over the design of the LAX ride service signage into any ridesharing zones implemented throughout the City. Many visitors utilizing ridesharing applications to get around the City may have first used it upon their arrival at the airport. By carrying the signage design throughout the City, the zones may become more recognizable and understandable for visitors. The City could also work with nearby hotels to encourage the establishment of hotel drop-off and pick-up zones for ridesharing. This will allow visitors to more easily utilize ridesharing services throughout their stay. Lake Hollywood Park Lake Hollywood Park is a common destination due to an ideal view of the Hollywood Sign. At times, ridesharing vehicles can be seen stopping in the travel lanes or u -turning along Canyon Lake Drive and Mullholland Highway. The Intercept Survey data shows that between 10% and 13% of those surveyed at Lake Hollywood Park and the Mullholland Highway Vista utilized a ridesharing application to get there. The simplest solution would be to convert a number of existing on-street parking spaces along Canyon Lake Drive into ridesharing drop-off and pick-up zones that incorporate no idling and no stopping regulations and signage. Parking occupancy rates around Lake Hollywood Park did not reach 85% during the September data collection. This could be a result of high turnover rates, or the use of ridesharing to access this location. Ridesharing vehicles dropping off or picking up passengers were not counted towards the parking occupancy numbers during this study if the driver did not exit the vehicle to park. The highest rates observed along Canyon Lake Drive were from Arrowhead Drive to Mulholland Highway, which peaked at 77% at noon. Therefore, there may be space to substitute a number of parking spaces with designated ridesharing zones on each side of the street. However, spillover parking in Image 5. LAX Ride Service Pick Up Sign Comprehensive Strategies Report, 26 the neighborhoods is still a potential impact, which is why a PPD zone has been suggested for consideration in this location (see page 40). Canyon Drive Another location to consider for a ridesharing zone is near the Brush Canyon Trailhead. One or two parking spaces either on- or off-street could be converted for use by marked ridesharing vehicles, including taxis. This would give drivers a convenient place to drop off and pick up passengers when parking spaces may otherwise be full. This would also give drivers a safe area to turnaround without obstructing traffic. On Thursday of the December data collection, 20% of those surveyed at the Brush Canyon Trailhead indicated that they used a ridesharing application to get there. Lake Hollywood Drive The City should also consider implementing a ridesharing zone along Lake Hollywood Drive near the entrance to Wonder View Drive. The Intercept Survey results showed that on Thursday, 5% respondents utilized a ridesharing application to access the Wonder View Trailhead, increasing to 12% on Saturday. A ridesharing zone would allow passengers to conveniently access the Wonder View Trailhead , but it would hopefully discourage the ridesharing drivers from continuing up the hill along Wonder View Drive. With an easy to notice ridesharing zone, drivers may be more likely to utilize the designated space. During the September data collection weeks, on -street parking occupancy along Lake Hollywood Drive (between Wonder View Drive and the gated DWP area) did reach above 85% in the morning during Week 2. However, due to the proximity of the Wonder View Trailhead, the parking was likely more heavily occupied at the top of the hill. Therefore, a designated ridesharing zone may be beneficial for ridesharing and taxi accessibility. Griffith Park Transit Hub See Page 27 for more information on the recommended developme nt of a Griffith Park transit hub. Benefits ➢ Potential for improved traffic flow ➢ Safer drop-off and pick-up locations available ➢ Improves public safety Implementation Short-Term 1. Work with popular taxi and ridesharing companies, such as Uber and Lyft, to request ridership data at popular destinations, including Lake Hollywood Park. 2. If possible, collaborate with the ridesharing companies to establish designated drop-off/pick-up zones at Lake Hollywood Park, Lake Hollywood Drive and Canyon Drive as described above. Comprehensive Strategies Report, 27 a. Determine locations that are convenient and easy to notice. Ideally, the designated zones should be immediately adjacent or within a short walking distance to encourage compliance. A traffic study may need to be conducted to determine viable locations. b. If possible, the ridesharing application should automatically direct drivers to the designated zones. c. When users request a ride, they could be instructed through the app to meet their driver at the designated zone like at the LAX airport. 3. Implement a significant fine for violating the ridesharing regulations. This fine amount should be posted on signage. 4. Install signage and road markings to indicate the drop -off/pick-up zones. a. Consider designing signage to be consistent with the ride service pick up signage at LAX. Mid-Term 1. Utilize any provided or collected data to determine any necessary adjustments to drop-off/pick-up zones. Additionally, the City should continue to implement ridesharing zones in impacted locations. Long-Term 1. Integrate ridesharing opportunities with any future development of a Griff ith Park Transit Hub (see page 27). Strategy #3. Supplement the Griffith Park Circulation System with an Aerial Tram Overview Many of the Hollywood Sign viewpoints are in fairly inaccessible locations. Visitors often wander into residential neighborhoods in search of a good photo of the Hollywood Sign. The narrow residential streets cannot always safely accommodate the resulting level of congestion. But, the City cannot legally close these streets to pub lic access – Instead, the City must encourage visitors to seek their photos elsewhere. The best way to encourage them may be to give them an option for a significantly better view. Currently, there is not an up-close view of the front of the sign, which le aves many visitors disappointed. Many Category: Tourism, Traffic & Congestion Priority: Medium Cost: $$$$ Considerations: Construction impacts, environmental concerns, traffic flow, maintenance and upkeep, partially obstructs Hollywood Sign view Comprehensive Strategies Report, 28 visitors also find themselves confused or uninformed about the best and legal locations to view the Hollywood Sign or hike in Griffith Park. If the City were to construct a Griffith Park Transit Hub, there would be opportunities to expand multi-modal access to serve various areas of the Park. This could include an aerial tram, which would allow the City to create an improved viewpoint of the Hollywood Sign that does not interfere with the residential areas. The aerial tram would become part of the broader circulation system of Griffith Park. A Transit Hub and aerial tram would give the City the ability to promote this centralized location as the ideal way to access Griffith Park and view the Hollywood Sign. It would be easier to understand and navigate for visitors, and it would allow the City to promote alternative modes of transportation. Currently, there is a significant amount of underutilized land in Griffith Park near the Martinez Arena. This area is conveniently positioned next to the CA-134 Freeway exit 4, which leads to Forest Lawn Drive. Sitting across from this plot of land is the Department of Water and Power’s (DWP) Headworks Reservoir. In a partnership with the DWP, the City could evaluate the feasibility of constructing the Griffith Park Transit Hub at this location. There would be sufficient space for a park and ride lot, loading zones, transit connections, and amenities. There could be connections at this location to Metro bus routes, DASH, community buses like Glendale’s Beeline Bus and the BurbankBus, shuttles and tour buses, bike-share, ridesharing zones, and potentially an aerial tram. From this location, visitors would have easy access to information about the Park and City, and there could be connections to some of the Hollywood Sign viewing locations and popular hiking trails. As explained on page 54, this location could also be considered for a Hollywood Sign Visitor Center. Depending on the location of the Visitor Center, it should provide transportation or access to the aerial tram. The City could consider installing an aerial tram, originating from the north or northeast side of the Park, that would travel towards the base of Mount Lee. Pote ntial origins to consider are2: • the proposed Griffith Park Transit Hub near the Martinez Arena, • near the Los Angeles Zoo, or • near the Wilson & Harding Golf Courses The aerial tram route could also reach a viewing platform to allow visitors to spend time outside to take their photos with the Hollywood Sign. From this location, visitors would have the best possible photo opportunity of the Hollywood Sign. Providing this viewpoint may ultimately have the greatest impact on visitor behavior, and it has the potential to significantly decrease the level of congestion in some of the residential streets 2 Outside locations such as Universal City, have been suggested by a number of stakeholders. However, the route from this location would not be entirely over RAP property. Ideally, the aerial tram should not pass over priv ate property to avoid jurisdictional limitations. Comprehensive Strategies Report, 29 south of Griffith Park. This approach could also relocate th e majority of the traffic to the opposite side of the Park. By identifying this as the primary access point, wayfinding signage and freeway exit signs could be adapted to direct visitors to this location. Even with the potential construction of the aeria l transit system, the City should not abandon other public transportation options. Instead, the aerial tram should be developed to supplement the Griffith Park circulation system. A more comprehensive and efficient set of multi-modal options will help reduce the number of drivers in and around Griffith Park. Extensive environmental analysis and engineering work will be required to determine the feasibility of constructing a Griffith Park Transit Hub and an aerial tram. The City should consider conducting a study to evaluate the potential of these recommendations. Figure 11. Potential Aerial Tram Origins Comprehensive Strategies Report, 30 Benefits ➢ Would encourage the use of public transportation in and around Griffith Park ➢ The Griffith Park Transit Hub could include connections to a variety of transit options for multi-modal use ➢ An aerial tram and viewing platform for the Hollywood Sign would likely decrease neighborhood congestion by becoming the optimal viewing point and experience ➢ A Griffith Park Transit Hub could be easily promoted to visitors as the preferred way to access the Park and Hollywood Implementation Short-Term 1. The City should consider conducting a study to evaluate the feasibility of a Griffith Park Transit Hub and aerial tram. a. Environmental impacts will need to be assessed to ensure compliance with CEQA regulations. b. An engineering assessment will be required to determine structural viability. 2. If feasible, the study should determine the ideal Transit Hub location and aerial tram route. a. The route should not interfere with the cemeteries or any nearby residential areas. b. If necessary, the City should work with DWP to ensure feasibility of building around the underground Headworks Reservoir. Mid-Term 1. After a rigorous evaluation process, the project designs shou ld be finalized. This should include plans for sufficient parking, loading zones, transit connections, and amenities. a. The City should work with nearby communities like Burbank and Glendale to identify potential public transportation route additions or adjustments for the Transit Hub. Long-Term 1. The City should construct and implement the Griffith Park Transit Hub and the aerial tram. These should be integrated with the overall Griffith Park circulation system. 2. Public transportation routes should be implemented to service this location. 3. Extensive education and outreach should be conducted to promote this Transit Hub as the ideal location to access Griffith Park and view the Hollywood Sign. 4. Ideally, the Hollywood Sign Visitor Center should be located near the Transit Hub. See page 54 for more information. Comprehensive Strategies Report, 31 4. Improve Traffic Flow and Reduce Congestion Strategy #1. Obscure Views of the Hollywood Sign from the Smaller Vista Points Along Mulholland Highway Overview Mulholland Highway, from Lake Hollywood Park to Durand Drive, is often congested with cars and pedestrians. Due to the view of the Hollywood Sign traveling along Mullholland Highway, some drivers stop their car in the roadway illegally to capture a quick photo, blocking traffic or causing a safety hazard. Some visitors even drive their cars onto the dirt vistas. To improve the traffic flow, the City should plant the smaller vistas to obscure the Hollywood Sign view from vehicles that are traveling southbound along Mullholland Highway. Native plants, such as the Tecate Cypress or the Tipuana Tipu Tree, should be used to ensure minimal upkeep and watering requirements. The Tipuana Tipu Tree has the added benefit of a full and fast-growing canopy. The City should also consider installing fencing to physically prevent vehicles from entering the dirt vista points. This is a more immediate solution to address the issue. However, the plants are still recommended to obscure the view. Category: Traffic & Congestion Priority: High Cost: $$ Considerations: Visual impact, maintenance and upkeep Image 6. Tecate Cypress in Cleveland National Forest, Source: nathistoc.bio.uci.edu Comprehensive Strategies Report, 32 Many visitors also walk up the road from Lake Hollywood Park to access the dirt vista points for photo opportunities slightly closer to the Hollywood Sign. With only a small dirt path, some pedestrians choose to walk in the street to traverse to the vistas. This can cause further congestion, and it is a safety concern. Additionally, some pedestrians wander further up into the neighborhood in search of better photo opportunities. If the views of the sign are obscured along Mullholland Highway, this may reduce the number of people walking up Mullholland Highway into the residential areas. Benefits ➢ Improved traffic flow and safety ➢ Possible reduction in the number of pedestrians wandering into the neighborhood up the hill Implementation Short-Term 1. Install fencing. 2. Hire a landscape planner to determine the appropriate native plant(s) to adequately obscure the Hollywood Sign from vehicles driving southbound on Mullholland Highway. 3. Consider any potential environmental impacts. 4. Ensure that the chosen plants will require minimal watering and upkeep. 5. Determine the appropriate plant positions. 6. Determine any upkeep requirements. 7. Plant the vistas once the landscape design is finalized and the plan is approved. Mid-Term and Long-Term 1. Continue to maintain the landscaping. Image 7. Tipuana Tipu Tree in San Diego, Source: Four Seasons Tree Care Figure 12. Proposed Planting Locations Comprehensive Strategies Report, 33 Strategy #2. Implement a District-Wide Wayfinding Strategy Overview Inconsistent signage throughout the neighborhoods can be confusing to visitors. Some signage is inaccurate or misleading. There is no consistent brand or message and it can be complicated for visitors to follow along with the limited existing signage or discern particular routes. The City should take a comprehensive approach to developing a wayfinding strategy. The goal is to minimize the number of drivers that are wandering, lost, or confused and to promote a positive experience. The strategy should include the development of a consistent and recognizable brand. Ideally, the signage should be consistent with the wayfinding design implemented in downtown Hollywood. However, the design may be tweaked slightly between the locations to distinguish between the various interest points. For example, the wayfinding signage for viewing the Hollywood Sign could incorporate design elements related to the Hollywood Sign. A consistent brand helps ensure reliable messaging for easier understanding. To develop a wayfinding strategy, the primary interest and vista points, as well as the common routes that drivers traverse to access these locations, should be identified. Once the common and preferred routes are identified, it will be important to outline the road jurisdictions to determine the appropriate groups that will need to be involved for implementation. Signage should be posted along main arterials and in easy to notice locations along the routes. The City can also determine routes that may be able to handle more congestion relative to others. Finally, wayfinding signage can be used to direct visitors to the desired routes. This will impact certain neighborhoods more than others based on prioritization of routes and the identification of ideal locations. Digital messaging signage can also be an effective tool for the City to promote real-time wayfinding and traveler information. Digital signage can also be more noticeable than typical wayfinding signage. In-ground vehicle counters can relay real-time traffic data and allow the City to promote certain routes during peak congestion periods. Traffic data would also allow the City to better understand traffic impacts and determine any necessary adjustments to the wayfinding approach. The City could also better determine when temporary soft road closures are needed in certain locations to address safety concerns. More information on temporary road closures can be found on page 37. Category: Traffic & Congestion Priority: Medium Cost: $$ Considerations: Visual impact, traffic flow, maintenance and upkeep Comprehensive Strategies Report, 34 Benefits ➢ Potential for improved traffic flow ➢ Ability to influence driver behavior and direction of travel ➢ Consistent signage and messaging may be more noticeable and effective ➢ Recognizable brand could be beneficial for education and outreach campaigns Implementation Short-Term 1. Consider hiring a branding consultant to develop the signage a nd brand. Ideally, the design should be consistent with the design implemented in downtown Hollywood. This will allow the comprehensive wayfinding signage system to have a unified and consistent brand that is easily recognizable. a. This branding should be u tilized on all directional wayfinding signage related to the Hollywood Sign, and it can be used in any relevant marketing or outreach material. 2. Identify the ideal Hollywood Sign viewing locations throughout the City that will be the least impacted by congestion issues relative to others. a. The City should also identify the neighborhoods that do not have access to Hollywood Sign views or hikes to adequately deter visitors. 3. Identify the ideal locations to install signage where drivers will notice the signs a nd have enough time to react and influence the direction of travel. 4. Install branded wayfinding signage to direct visitors away from inaccessible areas to encourage optimal Hollywood Sign viewing locations. 5. Determine the appropriate locations for digita l messaging signs based on peak demand periods. Locations that are heavily impacted with congestion during peak demand periods can benefit from digital messaging that discourages drivers from visiting these locations. 6. Purchase and install the signage. 7. Consider installing in-ground vehicle counters to collect real-time traffic data. This data can be referenced for digital sign messaging purposes. 8. Signage should be utilized during peak demand periods based on historical data and real-time information. Strategy #3. Discourage Illegal Maneuvers along Mulholland Highway Category: Traffic & Congestion Priority: Medium Cost: $ Considerations: Visual impact, enforcement, maintenance and upkeep Comprehensive Strategies Report, 35 Overview Some cars turn around illegally along Mulholland Highway near Lake Hollywood Park, which can block or slow down traffic during congested periods. Some ridesharing vehicles likely turn around after picking up or dropping off passengers, and other drivers ma y turn around after capturing their photos of the Hollywood Sign. ‘No U -Turn’ signage could be posted along Mullholland Highway and Canyon Lake Drive to discourage drivers from u - turning. Additionally, the signs could include the fine amount to encourage compliance. Enforcement would be difficult, but the signage could serve as a helpful deterrent to drivers. Another issue along Mullholland Highway is that some drivers pull their car directly onto the dirt vistas. As discussed on page 31, fencing can be installed in these locations to physically prevent this issue. Benefits ➢ May improve traffic flow ➢ May improve safety Implementation Short-Term 1. Install fencing to block drivers from entering the dirt vista points along Mullholland Highway. 2. Install ‘No U-Turn’ signage along Mullholland Highway and Canyon Lake Drive. a. Signage should include the fine amount to encourage compliance. Strategy #4. Collaborate with Google and Waze to Communicate Accurate and Helpful Information Overview Google and Waze are common navigation applications that visitors use to access Griffith Park, hiking trails, and a variety of Hollywood Sign viewing locations. In the past, there have been instances of erroneous information displayed through these applications. Additionally, some of the routing choices may increase con gestion to certain neighborhoods. Category: Traffic & Congestion Priority: Medium Cost: $ Considerations: City versus company priorities, user base Comprehensive Strategies Report, 36 The City should consider designating a staff member to periodically work with Google Maps and Waze staff to ensure that information is accurate and reflective of current conditions. Th e staff member should be responsible for checking the District 4 area details posted on Google Maps and Waze at least once per month. This routine verification process will help ensure consistency and allow the City to contact Google/Waze to resolve potential issues more promptly. Ideally, the applications should not direct drivers to at-risk areas, including roads that may be temporarily closed on red flag days. More information on the potential for temporary road closures can be found on page 37. Road closure information can be utilized to re-route drivers before they get close to the closure site. The City may also consider sharing up-to-date information and data with Google and Waze for problem areas. For example, Waze’s Connecting Citizens Program may allow the City to have more input about the routing offered. Shared parking restriction data may be helpful to promote parking regulations and information to drivers. Benefits ➢ Visitors using Google or Waze for navigation or trip planning could be provided with helpful information to improve access, safety, and efficiency ➢ A strategic partnership between the City and Waze/Google could be beneficial t o systematically address traffic and transportation issues Implementation Short-Term 1. Designate a staff member to check the District 4 conditions on Google Maps at least once per month. a. Add the task to the staff member’s schedule to ensure consistency and allow the City to contact Google/Waze to resolve potential issues. b. Consider increasing the number of staff checks to once per week during peak demand times such as during the Summer or Spring Break. 2. Consider applying to join Waze’s Connecting Citizens Program. a. Once involved, the City can choose to share and receive relevant data. Comprehensive Strategies Report, 37 5. Improve Emergency Vehicle Access Strategy #1. Temporarily Close Narrow Streets with the Highest Safety Risks During Peak Periods Overview Due to the roadway width and configuration, congestion can become more of an issue on certain streets during peak weekends and holidays, which inhibits emergency vehicle access. The City cannot permanently restrict public access to any public streets per the California Vehicle Code. However, temporary street closures due to safety concerns may be permitted. Due to the legal complexities of the California Vehicle Code, the City will need to assess the legality of any potential street closures. At a minimum, the City may be able to close roads that are impacted on red flag days. However, some of the peak congestion times may not occur on red flag days. Any further road closures related to safety may require an amendment to the California Vehicle Code. In 2014, the City of San Francisco temporarily closed Lombard Street, known as the “Crooked Street” on Saturdays and Sundays from Jun e 21st through July 13th, and on Friday, July 4th. This street is a popular destination and its congestion has caused safety hazards for motorists, residents, and pedestrians. For the pilot, SFMTA closed the street to all public vehicle access; only reside nts, taxis, and emergency vehicles could access the street on the restricted days. The City Attorney should be consulted regarding this option to determine viability in Los Angeles. Benefits ➢ Improves emergency vehicle access by reducing congestion ➢ Improves public safety Implementation Short-Term 1. The City Attorney should be consulted regarding permissible temporary road closures with relation to safety. Category: Safety Priority: High Cost: $ Considerations: Traffic flow, reduction in parking, enforcement Comprehensive Strategies Report, 38 a. Any allowable road closures will be dependent on the California Vehicle Code. b. At a minimum, red flag day closures should be pursued to improve emergency vehicle access during days with high fire risk. 2. The City should identify and allocate the necessary staffing resources to manage road closures and enforcement. Strategy #2. Convert Some Narrow Two -Way Streets to One-Way Streets Overview The City should consider studying the feasibility of converting overcrowded two -way streets into one-way streets, with an emergency vehicle lane. Traffic impacts would have to be thoroughly assessed in a traffic engineering study to determine the impact on the surrounding neighborhoods in any considered locations. A temporary adjustment or pilot may be required to determine the impact on traffic flows. By converting an existing two-lane road to a one-way road, the remaining lane could allow for emergency ve hicle access. This may improve emergency vehicle response times significantly. The lane could be blocked off with retractable bollards that would provide emergency vehicle drivers the ability to lower them on-demand. Bollards could also be lowered during non-peak congestion hours however, depending upon on scheduling and coordination this could cause confusion. Another benefit of roadway conversions is the improved level of pedestrian safety and walking space. By blocking one of the travel lanes from traf fic, this emergency vehicle lane could be safely utilized by pedestrians as well. This would be particularly beneficial in areas that do not currently have sidewalks, or where existing sidewalks are narrow. Benefits ➢ Emergency vehicle access improved ➢ Improves pedestrian access and safety ➢ Eliminates the ability for cars to U-turn Category: Safety Priority: Medium Cost: $$ Considerations: Traffic flow, pedestrian access Comprehensive Strategies Report, 39 Implementation Short-Term 1. The City could conduct a traffic engineering study to identify and assess potential roadway conversion locations. a. Any location should be thoroughly assessed to determine the impact on the surrounding neighborhoods and traffic flow. b. Stakeholder outreach should ideally be a significant component of this study. Mid-Term 1. Any potential locations identified in the traffic engineering study, with the supp ort of the impacted stakeholders, could be trialed or piloted with temporary cones and signage. This would allow the City to measure traffic congestion patterns and levels before and after the roadway reconfigurations. a. The locations to be permanently conv erted to one-way streets should be finalized. Long-Term 1. Update roadway paint, install retractable bollards, and updated signage. a. Bollards could be lowered during non-peak congestion periods. 2. Continue to assess traffic flow impacts to determine any necessary adjustments. 6. Increase Parking Efficiency and Compliance Rates Strategy #1. Adjust Existing Preferential Parking District Time Limits and Days of Operation Overview Data analysis shows that, in some locations, current PPD restrictions do not span all peak demand periods. Some locations may benefit from permit restrictions that apply 365 Category: Parking Priority: Medium Cost: $$ Considerations: Enforcement needs, spillover parking, guest parking impacts Comprehensive Strategies Report, 40 days per year. The PPD adjustments recommended in this report should not be implemented without the support of the impacted residents. Recommended adjustments are based on Average Daily Traffic (ADT) volume counts, stakeholder feedback, and proposed recommendations that may impact residential parking availability. It is important to take a comprehensive approach to parking management to ensure that parking resources are adequately and efficiently managed for all uses. PPD 192 Average Daily Traffic (ADT) volume counts were conducted along Deronda Drive just south of Mt. Lee Drive during September. Total ADT peaked at 579 vehicles on Sunday, September 17th, but the preceding Friday was not significantly less, at a total o f 544 vehicles. Additionally, 333 vehicles counted on Monday, September 4 th and 405 on the Monday the 18th. In addition to the ADT counts, pedestrian counts were conducted at the Deronda Drive Trailhead. In both weeks, more pedestrians were observed on Mon day than on Friday. Pedestrian counts peaked at 467 on Sunday, September 17 th. The high ADT volumes and pedestrian counts indicate that the residents around Deronda Drive could benefit from the expansion PPD 192 to include weekday restrictions and enforcement. PPD 195 In September, ADT volume counts were also collected along Mullholland Highway within PPD 195. ADT peaked on Saturday, September 16th at 992 vehicles, but there were still a significant number of vehicles counted on the weekdays of data colle ction. For example, the day before on Friday, September 15 th, there was an ADT volume count of 785. With the amount of traffic passing through this area, PPD 195 may benefit from weekday restrictions. Lake Hollywood Park The recommendation to replace so me parking on Canyon Lake Drive with ridesharing zones could increase the on-street parking occupancy rates in the surrounding residential streets. Additionally, if the City decides to implement paid parking around Lake Hollywood Park, this may cause further spillover parking. Based on data collection results, there may be sufficient supply to handle this issue as it is today. However, the City and nearby residents may decide to take a proactive approach to managing spillover parking. The residential streets near Canyon Lake Drive may benefit from PPD restrictions. These streets include Innsdale Drive, Lake Hollywood Drive, Tahoe Drive, and Arrowhead Drive. During September data collection, on-street occupancy rates in this area were higher on Sunday than Fr iday and Monday during Week 2, but during Week 1 (Labor Day Weekend), Monday experienced the highest parking occupancy rates. This data indicates that the residential areas around Lake Hollywood Park may benefit from weekend and holiday PPD restrictions. Canyon Drive If the City proceeds with the suggested implementation of paid parking near the Brush Canyon Trail (page 44), there could be spillover parking impacts in the surrounding Comprehensive Strategies Report, 41 residential streets. Currently there are no PPD restrictions along Canyo n Drive or the surrounding streets. Benefits ➢ Safeguards the neighborhoods from spillover parking and the influx of visitors during peak periods ➢ May prepare residential areas for the potential impact of proposed recommendations Implementation Guide Short-Term 1. Engage impacted residents about potential PPD boundary and operating hour adjustments to get community feedback and solidify a plan. 2. Identify proper enforcement resources for expanded hours of operation. 3. Implement updated PPD regulations. a. Install updated signage. Long-Term 1. Continue to assess parking occupancy rates in impacted residential areas to determine any necessary adjustments. Strategy #2. Consolidate Preferential Parking District Regulations Overview Existing PPD zones have a variety of operating hours and days. The inconsistent policies are more difficult for drivers to understand and it complicates parking enforcement. The City could consider consolidating PPD zone restrictions so that operating hours are consistent. With the current program, permit holders are also restricted to parking within one zone only. Residential permit policies could be enhanced to allow residents to park within any PPD restricted area rather than being restricted to a single PPD zone. This could allow residents to bypass the need for a guest permit when visiting other residential areas. For consistency, PPD restrictions could apply 7 days per week in all Category: Parking Priority: Low Cost: $ Considerations: Enforcement adjustments, signage, determining optimal operating hours Comprehensive Strategies Report, 42 locations. However, depending on the severity of spillover parking and tourism impacts, each location could have a different level of enforcement on weekdays versus weekends to address the peak demand periods. The option of converting all PPD zones to one type of permit would need to be thoroughly vetted with the City and with the residents. Benefits ➢ Simplified PPD restrictions are easier to understand and enforce ➢ Potentially more convenient for residents ➢ May allow residents to bypass the need for guest permits in other PPD zones ➢ Standardized signage ➢ May be easier to adjust PPD boundaries when necessary Implementation Guide Short-Term 1. The City should engage in stakeholder outreach to determine whether residents would prefer existing or consolidated PPD restrictions. 2. Residents should be involved in deciding on potential standardized PPD restrictions. 3. Upon agreement, the City should identify the areas that will be impacted and will require updated signage. 4. The City should update any necessary parking ordinances to streamline PPD regulations. 5. Impacted residents should be notified about upcoming program adjustments. 6. Parking enforcement beats should be adjusted to accommodate updated PPD restrictions and operating hours. Mid-Term 1. Updated PPD signage should be created and installed where necessary. 2. Enforcement beats should be adapted to ensure consistent enforcement. 3. The City should continue to solicit resident feedback to assess the new program and identify any potential areas for improvement. Long-Term 1. Continue to assess parking occupancy rates in impacted residential areas to determine any necessary adjustments. Comprehensive Strategies Report, 43 Strategy #3. Implement Paid Parking and/or Time Limits in Popular Tourist Destinations Overview Paid parking can be an effective management tool to encourage parking space turnover in impacted areas. Additionally, paid parking may encourage some visitors to utilize alternative modes of transportation. The industry standard for the target occupancy rate is 85%. At this level, there are typically enough vacant parking spaces to minimize congestion from drivers searching for a space. At the same time, the 85% rate ensures that a location is not providing too much parking supply, which can be considered an inefficient and costly use of valuable land. Occupancy rates have effectively been managed using paid parking programs. Paid parking revenue can be an opportunity for cities to invest monies directly within the impacted community and provide program enhancements. For District 4, paid parking revenue could be dedicated for neighborhood mitigations, and it could help support projects or programs that improve access, mobility, and safety in and around Griffith Park and the surrounding neighborhoods. Single-Space vs. Multi-Space Meters The convenience and ease of use of single-space meters is what makes them effective for dense, high-turnover areas. Smart single-space meters accept credit card (and therefore debit card) payments and are enabled with back office tools and real-time access to information and data. This would allow the City to monitor the meters and be notified of any maintenance issues. The selected equipment must meet the Payment Card Industry (PCI) security standards for credit card transactions to make sure only the last four digits of each card number is stored. Additional ly, all payment information can be tracked and audited to ensure proper revenue reconciliation during collections. Most single-space meter vendors offer meter management systems to edit the display screen, manage rate structures and run reports. Smart sing le-space meters range in price from around $400 to $600 per meter mechanism plus approximately $250 to $400 for the meter housing and pole (not including shipping). There is an ongoing $6 to $8 per meter per month for data management in addition to transaction fees. Multi-space pay stations, depending on configurations, are approximately $8,500 per unit with monthly data management fees of approximately $70.00 per pay station per month. This pay station rate estimate does not include installation and frei ght. The City should consider including the optional added features such as a motion -controlled light bar and Category: Parking Priority: Medium Cost: $$ Considerations: Traffic flow, enforcement, revenue allocations, spillover parking Comprehensive Strategies Report, 44 a tilt board security feature with a siren. The typical pay station vendor also provides a meter management system that provides real-time access to pay station information and maintenance support requirements. Additionally, following year one, the City should budget approximately $30.00 per month for each pay station warrant y. While not required, the warranties are recommended to safeguard the prog ram and ensure equipment performance and system uptime. Pay stations typically support 7 to 12 on-street parking spaces, depending upon geographic conditions. A typical off-street surface lot requires 1 to 4 pay stations, depending upon the configuration a nd number of access points. There are three main operational configurations for multi-space pay stations: pay and display, pay by space, and pay by plate: • Pay and Display: The driver parks, purchases parking session time at the pay station, and then returns to their vehicle to display the receipt on their dashboard. • Pay by Space: The driver parks in a numbered space, and then pays at the pay station using the parking space number. The driver is not required to return to their vehicle because their payment is electronically tied to their space number. Parking enforcement is able to use a web application to verify payment status by parking space number. • Pay by Plate: Similar to pay by space, but the driver enters their license plate number at the pay station to record their payment. This method does not require drivers to return to their car as well and, similarly, parking enforcement verifies payment status by license plate using a web application. Canyon Drive The City could consider implementing paid parking near the entrance to the Brush Canyon Trail within the Park on Canyon Drive and within the two parking lots. The City could implement pay stations that allow visitors to pay a small hourly fee or pay a maximum daily rate, like the Griffith Observatory parking lot, to park for the day while hiking. A pay by plate configuration would require visitors to enter in their license plate number, and the pay stations can be integrated with law enforcement for added security. Paid parking revenue could be used for enhanced security. Ideally, the surrounding neighborhoods should be safeguarded with PPD restrictions to prevent spillover parking. More information on PPD recommendations can be found on page 39. Figure 13. Paid On-street Parking: Canyon Drive Comprehensive Strategies Report, 45 Lake Hollywood Park Another location to consider for paid parking is surrounding Lake Hollywood Park. Parking meters could be a source of revenue for investment in neighborhood improvement projects. Paid parking may increase spillover parking into the surrounding residential streets, which is why a PPD has been recommended for this area (page 40). Based on the parking occupancy data collected in September, there is likely sufficient parking supply to handle spillover parking for now, but if this becomes a problem, PPDs restrictions could be added. Additionally, the recommendation to replace some parking on Canyon Lake Drive with ridesharing zones could raise the on-street parking occupancy rates in the surrounding area (page 24). Beachwood Drive Paid parking or time limits could also be considered along Beachwood Drive near the proposed sidewalk bulb-out (page 8) and surrounding the Beachwood Market. The average parking occupancy for the Beachwood Study Area during data collection was approaching 85% at certain points during the day. Beachwood Drive from Woodhaven Drive to Belden Drive, and from Westshire Drive to Glen Oak Street came under the heaviest strain in terms of parking availability. Both street segments exceeded 85% occupancy during the 9:00am and 12:00pm time periods. Additionally, Belden Drive from Beachwood to Woodshire Drives is another location where parking availability should be monitored. At certain times occupancy at this location came close to exceeding 80%. With the proposed in stallation of a sidewalk bulb-out, parking spaces will likely be lost. Marked 5-minute time limited spaces are recommended that are adjacent to the sidewalk bulb -out to provide photo- takers a place to park for a short amount of time. Ideally, these time limited spaces should be on the same side of the road as the bulb-out to minimize the number of pedestrians crossing the street. In addition, the City could consider implementing 2-hour time limits immediately surrounding the commercial area to promote turnover and create more availability for patrons. Benefits ➢ Paid parking can create a revenue stream for the communities for investment in program and community enhancements ➢ May promote parking space turnover and efficient utilization ➢ Could encourage more public transit, ridesharing, or carpooling use Figure 14. Paid On-Street Parking: Canyon Lake Drive Comprehensive Strategies Report, 46 Implementation Short-Term and Mid-Term 1. Based on parking occupancy data, stakeholder feedback, and the proposed recommendations, the City should identify the location(s) for paid parking and/or time limits. 2. Begin education and outreach about the upcoming implementation of paid parking and/or time limits in the identified location(s). This should include notification of the planned rate structure and how to use the paid parking equipment. 3. Consider a paid parking pilot program. Parking technology vendors typically offer municipalities a 60-day pilot to test their equipment solutions. The upfront costs would include shipping, installation, training, paper (if applicable) and software fees. If the pilot is successful, the City would have the opportunity to purchase the paid parking technology at a discounted rate, or begin a 3-year leasing agreement. 4. Draft and issue a Request for Proposal (RFP) for paid parking technology. Equipment should primarily accept credit/debit card only and pay stations should be in the ‘Pay by Plate’ configuration. The vendor solicitation should be a turnkey solution that includes the following services: a. Communications testing, b. Installation, c. Level 2 maintenance support, d. Signage, and e. System testing 5. Parking technology should be installed. a. A thorough assessment by the selected vendor should be conducted to determine the specific locations for the pay stations or single space poles. Safety and accessibility should be considered in the ev aluation. b. Ground preparation: When choosing the equipment locations, the level of traffic, customer accessibility, and safety should be considered. The pay stations should also be mounted on concrete with appropriate anchoring. c. Accessibility: In order for the paid parking equipment to be ADA compliant, they must have a clear floor space of at least 30’’ x 48’’ for wheelchairs. Strategy #4. Increase Citation Amounts in High- Impact Tourist Locations Category: Parking Priority: Medium Cost: $ Considerations: Enforcement, legislative ability Comprehensive Strategies Report, 47 Overview By increasing citation fine amounts, the City may be able to achieve higher compliance rates with parking, driving, and smoking regulations . Instead of raising fine amounts for the whole City, there may be an opportunity to update the ordinances to apply a higher amount only to certain high-impact locations, like moving violations in a freeway construction zone. This should be considered based on the level of safety impacts that may result. Additionally, because certain areas are impacted more heavily by tourism, the citation revenue differential could be allocated to fund additional enforcement resources. Even if the risk of being caught is low, some drivers and pedestrians may be less likely to take risks if the fine is higher, especially if the fine amount is included on posted signage as a deterrent. The City should consider raising the citation amount of violations such as red curb violations, no u -turning, and no smoking regulations. Benefits ➢ Improved compliance with posted signage ➢ Improved public safety ➢ Citation revenue resulting from high-impact locations could fund increased enforcement resources or program enhancements in impacted areas Implementation Short-Term 1. Work with the City Attorney to determine the viability of establishing high -impact tourist zones to be eligible for higher citation fine amounts. 2. Determine appropriate fine amounts that will properly encourage compliance. 3. Identify and establish high-impact zones based on factors like the level of tourism, congestion, and public safety risks. Mid-Term 1. To encourage compliance, posted signage should indicate citation fine amounts for the adjusted fees. Strategy #5. Increase Parking Enforcement in Impacted Areas Category: Parking Priority: Medium Cost: $$ Considerations: Staffing and equipment needs Comprehensive Strategies Report, 48 Overview Most of the visitors driving into the neighborhoods and congesting the streets are doing so to try and find the best photo opportunities of the Hollywood Sign. Any parking or standing restrictions that are put in place within the neighborhoods are ultimately difficult to enforce. This is because visitors may just pull over their car to take a photo for a short amount of time. Without having enforcement officers posted on every block throughout the day, many visitors will can violate the rules will minimal chance of being caugh t. The City could increase parking enforcement staff resources or assign existing staff directly to impacted areas during peak times. Part-time staff could be utilized primarily during weekends and holidays to provide additional resources. The following map highlights the areas where parking citations were issued in 2016 (Figure 15). 17,432 citations were issued in 2016 for the area shown in the map. While it is valuable to see where citations were commonly issued, it is important to consider that this data is based upon the enforcement staffing and routes utilized in 2016. Any adjustments to the enforcement operation could impact which areas receive a higher volume of citations. Furthermore, the lack of citations in certain areas does not necessarily indicate that there was parking compliance. There could have been violations occurring that were not captured. An increased frequency of beats/routes in impacted areas throughout the neighborhood could be considered. Locations to consider include Beachwood Drive, Deronda Drive, Ledgewood Drive, Canyon Lake Drive, Mullholland Highway, Wonder View Drive, and Lake Hollywood Drive. Enforcement areas should be prioritized based on safety concerns. Comprehensive Strategies Report, 49 Figure 15. Citation Issued in 2016 Comprehensive Strategies Report, 50 Benefits ➢ Higher compliance rates ➢ Increases in citation revenue ➢ Improves public safety Implementation Short-Term 1. Existing enforcement staff beats/routes can be evaluated to determine any adjustments that would increase the level of enforcement in impacted areas. a. Areas that are considered for increased enforcement should be prioritized based upon safety and congestion levels. b. The City should also consider how program changes, based upon the recommendations in this report, may impact the need for enforcement in certain areas. Mid-Term and Long-Term 1. If the City proceeds with the implementation of paid parking in the locations recommended in this report (page 43), a portion of the paid parking revenue could be allocated for additional enforcement staff. 2. The City should continue to evaluate citation data to determine any necessary adjustments to enforcement routes/beats. 7. Actively Manage and Provide Optimized Visitor Opportunities Strategy #1. Enhance the most Accessible and Safe Hollywood Sign Viewing Locations and Hikes Overview Many visitors wander through the neighborhoods in search for Holly wood Sign photo opportunities. An effective way to reduce congestion in the neighborhoods may be to Category: Tourism Priority: High Cost: $$ Considerations: Traffic flow, education and outreach, access and congestion Comprehensive Strategies Report, 51 motivate the visitors to capture their pictures elsewhere, therefore dispersing the impact of tourism. Rather than trying to prohibit certain locations, which can be difficult to enforce, influencing behavior with positive experiences could be more effective. The ideal locations for hiking to and taking photos of the Hollywood Sign should ultimately be determined by the City based on accessibility, safety, and parking availability. Then, the focus can be on making sure that these designated locations will be attractive and safe for visitors. Visitors can be influenced to take their photos of the Hollywood Sign and hike in certain areas using art installations that will improve the photos and make them into their own recognizable destinations. Each designated location could have a different theme or style. Some potential installations could be a large frame for the Sign or colorful pedestals for guests to stand on. For example, the Black Sun sculpture within Volunteer Park in Seattle is a popular destination to take a picture of the Space Needle. This is because the sculpture, from the right angle, frames the Space Needle from afar. The proposed wayfinding strategy could also provide a method for the City to direct drivers to desired locations. More information on the wayfinding strategy can be found on page 33. Lake Hollywood Park There is a view of the Hollywood Sign from Lake Hollywood Park and the vista point where Canyon Lake Drive transitions into Mullholland Highway. This is a common location that to take photos of the sign. There are ways to enhance this location with amenities that will improve the visitor experience (see page 62). The recommendation to plant the smaller vistas could improve visitor safety and reduce the impact of tourism on the residential areas up the hill (page 31). Brush Canyon Trail Canyon Drive leads to the Brush Canyon Tr ailhead, where hikers have another opportunity to reach views of the Hollywood Sign. This hike is considerably longer than some of the other hiking locations mentioned in this report. The City should consider enhancing this area, potentially with permanent restroom facilities (page 62) and a sidewalk (page 12). Additionally, the recommended implementation of paid parking may encourage turnover and allow the City to fund security and safety improvements (page 44). Wonder View Trail From the Wonder View Trailhead, hikers can reach a view of the backside of the Hollywood Sign only. This location is more accessible than others because of the amount of parking spaces along Lake Hollywood Drive. Unlike in other destinations, paid parking is not suggested along Lake Hollywood Drive. With the proposed relocation of the Wonder View Trailhead (page 18), this becomes one of the more accessible and safe locations for hiking. Lake Hollywood Drive, at this location, is not a residential street, wh ich minimizes the impact on the residents. Comprehensive Strategies Report, 52 Griffith Park Next to the Griffith Observatory, in Griffith Park, there is an iconic view of the Hollywood Sign, and it should be promoted as among the best locations to view the sign. This location does not require a hike and is easily accessible. It is also already supported by the existing DASH shuttle system that connects with the Metro’s Sunset/Vermont stations, as well as ridesharing locations. Viewing the sign in this location provides the added appeal of v isiting the Griffith Observatory in the same trip, which also provides some of the best views of the City basin. By promoting the Griffith Park experience, this may encourage some visitors to avoid the surrounding residential streets. Ford Theatre Trail Council District 4 is currently working with County Supervisor Sheila Kuehl’s office on funding the development of a new hiking trail. The Ford Theatre Trail project will provide spectacular views of the Hollywood Sign, Hollywood Reservoir, Griffith Observ atory, Hollywood Bowl, Downtown Los Angeles, and the Pacific Ocean, among many other landmarks. A portion of the trail will be ADA accessible and facilities will include shaded rest areas, ADA compliant restrooms, and parking. Hollywood and Highland Mall It is important that this location is ‘picture worthy’ to compensate for the fact that it is a further distance from the Hollywood Sign than the neighborhood streets. There should be a focus on the complete visitor experience at this location, with more t o attract visitors than just a viewing area. Artistic installations and unique food and art vendors at the location could help make it a desirable destination to view the sign. It will be important for the City to promote this location online, through travel organizations, at the airport, and in flyers. Comprehensive Strategies Report, 53 Figure 16. Hiking and Hollywood Sign Viewing Locations to be Enhanced Benefits ➢ Could reduce the demand for some problem areas ➢ Amenities and strategies could improve visitor safety ➢ Viewing the Hollywood Sign could become a more positive experience Comprehensive Strategies Report, 54 Implementation Short-Term 1. Implementation steps are dependent on the City’s identification of ideal hiking and Hollywood Sign viewing locations. The City should work to enhance a variety of locations to improve accessibility, safety, and improve the visitor experience. 2. Safety enhancements should be prioritized in the short-term. 3. The City could hire local artists to develop design plans for any artistic installations that may enhance visitors’ photos. Mid-Term 1. Continue to implement amenities, safety enhancements, and art projects. Strategy #2. Develop a Hollywood Sign Visitor Center Overview Currently there is not a visitor center where tourists can visit to learn about the Hollywood Sign and the history of the area. A Hollywood Sign Visitor Center should ideally have a view of the Hollywood Sign, but at a minimum, it should include an option to take a shuttle to view the Hollywood Sign. Binoculars could be provided for an up-close look. The Visitor Center should be designed like an information center or museum with information about the history of the Hollywood Sign and the community. Interactive exhibits could be provided for children. Brochures, maps, and information about Los Angeles and Griffith Park shuttles should be available in multiple languages. The Visitor Center could have a small admission fee. One location that could be considered as a short-term solution is near the Hollywood and Vine Metro Station near the Vine Street Garage. There is a vacant storefront and the DOT parking garage has 5 levels. This location could be ideal because of its proximity to Griffith Park, and the nearby public transportation routes. The existing bus loading zones could also be utilized for a shuttle route from this location. When determining a Category: Tourism Priority: Medium Cost: $$$ Considerations: Construction, environmental impacts, staffing, upkeep, access, traffic flow Comprehensive Strategies Report, 55 location, the City should also consider proximity to downtown, the Walk of Fame, Metro transit lines, and hotels. A shuttle could be utilized to connect the Visitor Center with a future aerial tram route. This would allow for a more comprehensive and connective transportation system that ties in the visitor center and aerial tram. If the City proceeds with the recommended development of a Griffith Park Transit Hub near the Martinez Arena (page 27), this could eventually become the ideal location for the Visitor Center. Benefits ➢ Promotional opportunity for the City to educate and inform visitors. ➢ May decrease the number of visitors entering the neighborhoods to see the Hollywood Sign ➢ Revenue from the Visitor Center could be allocated to support community mitigations. Implementation Short-Term 1. Identify and secure a location for a Hollywood Sign Visitor Center. 2. Develop center layout designs, informational content, and interactive exhibits. Mid-Term 1. Construct the Visitor Center and hire/train staff. 2. Begin education and outreach campaign about the Visitor Center, as well as public transportation and/or shuttle route opportunities. Long-Term 1. Eventually, the Visitor Center should be tied into any future aerial tram system (page 54). This would likely be a shuttle that patrons can utilize to reach an aerial tram access point. This would give visitors to ability to view the Hollywood Sign up close, while connecting them to a broader transportation network. Strategy #3. Build a Hollywood Sign Viewing Platform Category: Tourism Priority: Medium Cost: $$$ Considerations: Environmental impacts, maintenance and upkeep, traffic flow Comprehensive Strategies Report, 56 Overview Currently there is no formalized location for the City to promote as the ideal Hollywood Sign viewing spot. Unfortunately, some of the best views of the Hollywood Sign can be found within residential neighborhoods, located along winding narrow streets. Thi s causes an issue with neighborhood congestion, which inhibits emergency vehicle access and causes a safety concern. The City should consider constructing a Hollywood Sign viewing platform that can be promoted to visitors. One location to consider is along Mount Hollywood Drive. The Recreation and Parks Department previously opened a portion of Mt. Hollywood Drive to traffic, and had mixed reactions from the public. The Department should consider the impacts that a viewing platform in this location may have on bicyclists, pedestrians, and traffic congestion . This viewing platform could be an exciting experience for visitors, and could help encourage more people to view the Sign from within the Park rather than within the residential areas. While this would be an expensive project, it could help mitigate traffic impacts and improve the visitor experience. Any revenue resulting from a viewing platform could be allocated to support neighborhood mitigations. Another option to consider is that the viewing pla tform could be constructed in conjunction with the proposed aerial tram (page 27). This could be a tremendous asset for the City to promote to visitors, therefore decreasing neighborhood congestion. The aerial tram could give visitors the ability to exit their pods onto a viewing platform to take pictures and enjoy the view of the sign. This route and platform would not be accessible by foot, and it should be positioned to not interfere with the nearby residential areas. Benefits ➢ Could become a draw for the Park and it could help mitigate the impact of tourism in the neighborhoods ➢ The City has the opportunity to allocate revenue from the viewing platform for program enhancements and neigh borhood mitigations for tourism Implementation Short-Term 1. The City should conduct the necessary environmental and engineering analyses to determine the feasibility of constructing a viewing platform in either of the two proposed locations. Long-Term 1. If the City proceeds with the recommendation to build an aerial tram, a viewing platform should be constructed as part of this plan. Otherwise, the City could consider constructing the viewing platform elsewhere in the park, such as along Mount Hollywood Drive. Comprehensive Strategies Report, 57 Strategy #4. Implemen t a Hollywood Sign Art Program Overview A significant amount of the visitors traveling through the neighborhoods are in search of a picture with the Hollywood Sign. This results in increased neighborhood congestion, therefore reducing safety and limiting emergency vehicle access. The City could consider establishing a Hollywood Sign Art Program to implement several Hollywood Sign replicas at selected locations. Similar to how the iconic “I Amsterdam” monument was installed at the Amsterdam Airport, additional Hollywood Signs replicas would allow visitors to take up-close pictures with the Sign in other locations, thus reducing the amount of traffic for the original Sign. These Hollywood Signs could be decorated by local artists, with the designs possibly voted on by the community. The City’s Department of Cultural Affairs could potentially administer the program. Signs could be installed in popular tourist destinations such as the LAX airport, Hollywood Boulevard, the Farmer’s Market, Los Angeles County Museum of Art, Hollywood Bowl, and within local parks. Benefits ➢ Opportunity to promote local neighborhood attractions, culture, and local artists ➢ Would give visitors more options for photos with a Hollywood Sign, which could decrease the amount of congestion surrounding the original sign ➢ Visitors would have opportunities to take up -close photos with sign replicas Implementation Short-Term 1. Council Office staff should collaborate with the City’s Department of Cultural Affairs, or another relevant department, to develop a Hollywood Sign Art Program. 2. Determine Hollywood Sign replica installation locations. 3. Engage with local artists to develop potential Hollywood Sign designs. 4. Through a public review process, the final designs should be selected. a. Each community could have their own set of potential designs, to be assessed through an online poll. Category: Traffic & Congestion Priority: High Cost: $$ Considerations: Visual impact, community outreach, neighborhood support, traffic flow Comprehensive Strategies Report, 58 Mid-Term 1. Blank replica Hollywood Signs should be developed for the winning artists to decorate. 2. Decorated signs should be installed in their respective locations. 3. An education and outreach campaign, including social media outreach (see page 60) should be utilized to promote these alternative sign locations. Strategy #5. Replicate the Sign on the Other Side of the Mountain Overview Neighborhood congestion results in areas with a view of the Hollywood Sign from visitors seeking a photo opportunity. Not only is congestion a nuisance for the residents, but it also inhibits emergency vehicle access and reduces pedestrian safety. Currently, the best views of the sign are in impacted locations, typically along narrow residential roads. For example, 72% of those surveyed at the Mullholland Highway Vista were there to capture a photo of the Hollywood Sign, and this vista point can only be accessed by traversing through residential areas. Visitors sometimes walk along narrow roads with blind turns to access the viewpoints, and some popular areas lack sidewalks or the appropriate pedestrian infrastructure. Tour vans also have difficulty navigating the roads and turning around at dead ends. The City could construct another Hollywood Sign on the north side of the park or on the LA Zoo side of the Park. The backdrop behind the sign would still look similar to the original if it is located on the mountain. This would give the City the opportunity to promote the replica sign viewpoints as more accessible locations for photos than in the residential neighborhoods south of the Park. One downside of this strategy is that it would take away from the history of the original Hollywood Sign and Hollywoodland. For educational and historical purposes, it may make the most se nse to maintain only the original sign. An additional sign is proposed as a strategy to consider because of its potential to improve safety and reduce neighborhood congestion. Category: Traffic & Congestion Priority: Medium Cost: $$ Considerations: Visual impact, community buy-in, traffic flow, wayfinding, environmental impacts Comprehensive Strategies Report, 59 Benefits ➢ An additional sign could spread out the impact of photo -seekers to both sides of the park ➢ Could decrease congestion on some of the impacted neighborhood streets Implementation Short-Term 1. A replica Hollywood Sign location should be identified to minimize community impact. a. Environmental impacts should be evaluated. 2. The City should solicit public feedback and stakeholder input about the potential of constructing a second Hollywood Sign. Long-Term 1. If the City decides to proceed with a second Hollywood Sign, the Sign should be constructed in the longer-term, along with an education and outreach campaign. Strategy #6. Support a Dedicated Hollywood Sign Website Overview For information on how to view the Hollywood Sign, visitors solicit a variety of websites, which have a mix of information. Sometimes this information is inaccurate or it can direct visitors through residential streets, further intensifying the safety and congestion issues that the City is aiming to combat. When visitors search for how to view the Hollywood Sign, the top result on the common search engines should ideally be a website that provides accurate, up to date, and reliable information. This could be a City-managed website, or an existing website, such as the Hollywood Sign Trust website, which could be improved and promoted. The City should work with travel sites to provide a link to the website. Category: Tourism Priority: Medium Cost: $ Considerations: Developing a cohesive message and comprehensive strategy, management and upkeep Comprehensive Strategies Report, 60 Benefits ➢ This would create a consolidated place for helpful information related to the Hollywood Sign ➢ The website could help reduce the number of visitors in certain locations by promoting ideal routes and viewing points ➢ Opportunity to involve residents and stakeholders in defining content Implementation Short-Term 1. Determine the appropriate City department or external group to manage a Hollywood Sign website. 2. The City should work with stakeholders to determine priorities and develop website content. a. Content should be available in several languages. 3. A web designer should be hired to incorporate the City’s wayfinding brand and the appropriate outreach information. The website should be easily naviga ted and the display should adapt to a variety of viewing platforms including mobile phones. Mid-Term and Long-Term 1. Advertising monies could be dedicated to ensure the Hollywood Sign website is a top search result on the common search engines. 2. Content should continually be reviewed and refreshed to ensure that information is up-to-date and consistent with the City’s safety and mobility goals. Strategy #7. Implement a Social Media Marketing and Outreach Campaign Overview Recently, social media and online blogs have started to play a significant role in how visitors plan their trips. Often times, these sites promote information that may not coincide with the City’s goals and objectives for access, safety, and mobility. The City could use this platform as an opportunity to reach a wide audience of visitors and provide helpful travel information and tips. The Intercept Survey confirmed that social media and blogs Category: Tourism Priority: Medium Cost: $$ Considerations: Traffic flow, increased tourism in certain areas Comprehensive Strategies Report, 61 had a significant role in how visitors learned about each of the destinations. On Saturday, the majority (42%) of visitors that were surveyed at the Wonder View Trailhead heard about the location from social media. Additionally, on Thursday at Lake Hollywood Park, 19% of those surveyed learned of the location from social media, and an additional 11% heard about it from a blog or YouTube. Many large brands retain social media bloggers to feature their products as a marketing tactic. The City could consider setting aside a portion of paid parking revenue for Hollywood Sign access and viewing marketing. Part of this fund could be used to pay local bloggers to feature the recommended viewing areas on their websites, YouTube channels, or social media accounts. Additionally, any alternative sign locations per the recommended Hollywood Sign Art Program (page 57) should be incorporated into the social media outreach campaign. This could be done partly through a hashtag campaign to gain visibility. Benefits ➢ Will allow the City to educate more visitors during their trip planning process ➢ Could allow the City to better promote ideal viewing locations ➢ Would allow the City to reach a broader audience of visitors Implementation Short-Term 1. The City should consider allocating a portion of marketing dollars towards a social media and marketing outreach campaign. 2. Marketing staff should work to identify social media bloggers and influences with large following bases that could feature Griffith Park hikes and Hollywood Sign viewing locations through their platforms. Mid-Term 1. Marketing staff should begin outreach to identified social media bloggers and influencers. a. Staff should collaborate with them to develop marketing and outreach plans. Staff should consider the hikes and/or Hollywood Sign viewing locations to be featured. b. Bloggers should be instructed to discuss and recommended safety tips, parking regulations, and/or public transportation routes. c. Appropriate compensation rates should be identified and proposed. 2. Any alternative sign locations per the recommended Hollywood Sign Art Program (page 57) should be incorporated into the social media outreach campaign. Long-Term 1. Continue to collaborate with social media bloggers and influences to reach a broader audience for education and outreach purposes. Comprehensive Strategies Report, 62 a. Any future strategies that are implemented could be enhanced with a social media campaign. Strategy #8. Install Restroom Facilities at Key Locations Overview Currently there are no permanent restroom facilities located at Lake Hollywood Park or near the Brush Canyon Trail. These areas have proven to be popular destinations and in the past there have been issues with public defecation . To improve the visitor experience and address sanitation and health concerns, the City should consider installing permanent restroom facilities in these locations. During the December Intercept Surveys, 80% of those surveyed on Thursday and Saturday at the Brush Canyon Trailhead indicated that they were planning to stay at the location for more than an hour. This is likely due to the length of the hiking trail. This highlights the need for a restroom facility in this location. At Lake Hollywood Park, of those surveyed on Thursday and Saturday, 57% said they were planning to stay between 15 minutes and an hour. This indicates that many of the Park visitors want to stay and enjoy the park, rather than just snapping a quick photo and leaving. Amenities like a restroom facility could improve their visit. To reduce the impact, the restroom facilities can be designed to use solar power. Sustainable restrooms would allow the City to conserve water and energy. Ideally, the system should be low flow, and use a limit amount of water per flush. Category: Safety Priority: High Cost: $$ Considerations: Vagrancy, cleaning and upkeep, environmental impact Comprehensive Strategies Report, 63 Some City officials have expressed concern about illicit behavior in bathrooms, which is why the facilities should be designed to deter drug use. Fluorescent blue lighting is sometimes used in public restrooms to discourage injection drug use by making it difficult for drug users to see their veins. Additionally, bathroom stall doors should offer minimal privacy. While this is not ideal, it is better to offer semi-private restrooms than none at all. The City should also make sure to secure the restroom facilities at night when the Parks are closed. Benefits ➢ Improvement to the visitor experience ➢ Will help address sanitation and safety concerns Implementation Short-Term Steps 1. Identify a location that can accommodate the utilities and sewage requirements in Lake Hollywood Park and in Griffith Park near the Brush Canyon Trailhead. 2. Begin the facility design process. It is recommended that the restroom facility in the Observatory parking lot be considered as an example for process and design. 3. Consult with City planners to confirm if an Environmental Impact Report (EIR) will be required to meet CEQA guidelines. If environmental analysis is required, the City should proceed with the review process straightaway. Mid-Term Steps 1. Finalize restroom facility designs. 2. Complete any necessary environmental analysis required for each location. 3. Begin construction. 4. During construction, the City should identify the necessary staffing resources for cleaning and maintaining the additional facilities. Additionally, staff should be allocated for locking and unlocking the restrooms for security purposes. Figure 17. Green Flush Technologies Sustainable Restroom Design Comprehensive Strategies Report, 64 Conclusion The seven goals presented in this CSR are intended to improve access, mobility, and safety in and around Griffith Park and around the Hollywood Sign. The outlined strategies were developed based upon a series of site visits, extensive stakeholder feedback, data analysis results, and industry best practices. The feasibility and prioritization of the strategies will ultimately be dependent on the City’s ongoing review, public feedback, environmental impacts, engineering viability, and estimated costs. In the coming weeks and months, Councilmember Ryu and DIXON will be meeting with City officials and departments to discuss the viability of the various strategies presented in the CAP, as well as next steps. In addition, the City will continue to seek input an d feedback from the community. Attachment B Stakeholder Presentation for Comprehensive Strategies Report, dated January 2018, prepared for the Los Angeles City Council District 4 Comprehensive Strategies Report Improving Access, Safety, and Mobility around Griffith Park & the Hollywood Sign Commissioned by: Los Angeles Council District 4 Dixon Resources Unlimited January 2018 Background 2 Data Collection: Round 1 Friday –Monday •September 1 –4 •September 15 –18 Data Types •Average Daily Traffic (ADT) •Parking Occupancy •Pedestrian & Bike Counts 3 Data Collection: Round 2 Thursday –Monday •December 14 –18 Data Types •ADT •Pedestrian & Bike Counts •Intercept Surveys 4 Round 2 Data Analysis Highlights Range Deronda Dr.Rockcliff Dr. Lake Hollywood Dr. (N/S) Lake Hollywood Dr.(E/W) Canyon Dr.Fern Dell Dr.Vermont Ave. High 288 (Sun.) 241 (Sun.) 3,244 (Sat.) 2,816 (Sat.) 777 (Sat.) 6,545 (Sat.) 11,830 (Sun.) Low 240 (Fri.) 179 (Mon.) 2,260 (Mon.) 2,009 (Mon.) 597 (Fri.) 4,019 (Mon.) 6,703 (Mon.) ADT Range by Location: Pedestrian & Bicycle Counts: Beachwood & Ledgewood Dr. 12-3pm was typically the most congested period Total North & South Counts Friday Sunday Monday Pedestrians 250 312 210 Bicycles 11 20 17 5 Visitor Survey Results Survey Question:Wonder View Trailhead Mt. Lee Trailhead Brush Canyon Trailhead Lake Hollywood Park Mulholland Highway Vista Dirt Mulholland Where are you visiting LA from? Local (86% Thu.) Local (46% Thu.) Local (68% Thu.) Local (45% Thu.) International (58% Thu.) International (44% Thu.) How did you travel to this location? Driving (95% Sat.) Walking (71% Sat.) Driving (95% Sat.) Driving (85% Sat.) Driving (81% Sat.) Driving (66% Sat.) What is your main reason for being here? Hike (81% Thu.) Photo (62% Sat.) Hike (63%Sat.) Photo (52% Sat.) Photo (77% Thu.) Photo (73% Thu.) How did you find out about this location? Word of mouth (57%Thu.) Word of mouth (41% Thu.) Word of mouth (49% Sat.) Word of mouth (34% Sat.) Word of mouth (38% Sat.) Mapping Program (48% Thu.) How much time do you think you will stay at this location? >1 hr. (59% Sat.) 15 min –1 hr. (53% Sat.) > 1 hr. (85% Sat.) 15 min –1 hr. (63% Sat.) 15 min –1 hr. (54% Sat.) 5 –15 min. (49% Sat.) Top Answers by Location: 6 Comprehensive Strategies Report Overview Goals: 1.Enhance Pedestrian Safety 2.Improve Access to Griffith Park and Trailheads 3.Expand Transit Opportunities 4.Improve Traffic Flow and Reduce Congestion 5.Improve Emergency Vehicle Access 6.Increase Parking Efficiency and Compliance Rates 7.Actively Manage and Provide Optimized Visitor Opportunities Strategies •Low, medium, or high priority •Relative cost: $ -$$$$ Estimated based on stakeholder feedback, data analysis, industry best practices, & prior experience Prioritization is not meant to be a definitive guide Strategies will need public and City Council review, environmental and legal analyses, engineering evaluations, and cost appraisals 7 1. Enhance Pedestrian Safety 1.Install Sidewalk Bulb-Out Along Beachwood Drive 2.Implement Traffic Calming Measures in Problem Areas 3.Post Walkability Signage 4.Install a Sidewalk Along Canyon Drive 8 1. Install Sidewalk Bulb-Out Along Beachwood Drive •Safe photo opportunity •Traffic calming •5-minute time limit spaces Short-Term: Traffic engineering study needed Category:Pedestrians Priority:High Cost:$$ Considerations:Traffic flow, spillover parking, construction impacts Proposed Sidewalk Bulb-Out Location 9 2. Implement Traffic Calming Measures in Problem Areas •Resident Input •Speed humps •Radar speed signs •Crosswalk striping •‘SLOW’ Potential locations to consider: Tahoe Drive & Canyon Drive Category:Pedestrians Priority:Medium Cost:$ Considerations:Traffic flow, visual impact, increased vehicle noise, potential increased emergency vehicle response time Tahoe Drive and Canyon Lake Drive Canyon Drive 10 3. Post Walkability Signage Signage could include: •Where to walk •How long it will take •Ideal routes •QR Codes •Signage should have simplified branding Category:Pedestrians Priority:Low Cost:$ Considerations:Visual Impact, ability to post unofficial signage Wailuku WalkYourCity Signage San Francisco Maritime Signage 11 4. Install a Sidewalk along Canyon Drive •Park gate to playgrounds •Work with Bureau of Engineering for a sidewalk leading up to Park gate •Improves pedestrian safety and accessibility Category:Pedestrians Priority:Medium Cost:$ Considerations:Visual impact, roadway width 12 2. Improve Access to Griffith Park and Trailheads 1.Implement an Electric Shuttle Service Connecting nearest Metro Station with Beachwood Drive Park Entrance 2.Implement the Alternative Access Trail Plan at Beachwood Drive 3.Relocate the Wonder View Trailhead and Install a Pedestrian Gate on Lake Hollywood Drive 13 1. Implement an Electric Shuttle Service Connecting Nearest Metro Station with Beachwood Park Entrance Recent closure of pedestrian access at Beachwood Gate Transport visitors through the gate to the Hollyridge trailhead •Minimal construction •Minimal environmental review likely required Category:Park Access Priority:High Cost:$$ Considerations:Traffic flow, staffing, route impacts Narration of history of Hollywoodland (similar to Alex Trebek recording for Hearst Castle) 14 2. Implement the Alternative Access Trail Plan at Beachwood Drive •Electric Shuttle (Strategy #1) is ideal •Alternative Access Plan could be considered for a longer-term solution •Further analysis needed and significant cost evaluated Category:Park Access Priority:Low Cost:$$$$ Considerations:Environmental impact, engineering/ construction, maintenance and upkeep, pedestrian flow, current litigation 15 3. Relocate the Wonder View Trailhead and Install a Pedestrian Gate on Lake Hollywood Drive •Two potential routes •Work with DWP •Environmental review •Close existing gate •Reduce congestion on Wonder View Drive Category:Park Access Priority:Medium Cost:$$$ Considerations:DWP easement, environmental impacts, traffic and pedestrian flow 16 3. Expand Transit Opportunities 1.Extend DASH lines or Shuttle Routes to and from Highly Congested Areas 2.Implement Ridesharing Zones 3.Supplement the Griffith Park Circulation System with an Aerial Tram 17 1. Extend DASH lines or Shuttle Routes to and from Highly Congested Areas •Over 2,000 cars counted per day during data collection •Closest Metro stop is 0.7 mile walk from trailhead Category:Traffic & Congestion Priority:High Cost:$$ Considerations:Traffic flow, staffing, route impacts, parking space reductions Proposed Wonder View Trailhead Shuttle 18 1. Extend DASH lines or Shuttle Routes to and from Highly Congested Areas (continued) One Potential Shuttle Extension Brush Canyon Trailhead •Closest transit stops are 1 mile away from trailhead Beachwood Drive •As discussed earlier, could extend electric shuttle to Hollyridge Trail Ford Theatre Trail •Upcoming implementation of trail 19 2. Implement Ridesharing Zones •The main goal of ridesharing zones should be to ensure that there is adequate space available for safe drop-offs and pick-ups. •Proactive approach •Must be conveniently located Category:Traffic & Congestion Priority:High Cost:$ Considerations:Reduction of parking supply, enforcement, longer walking distances for users •Collaborative approach •Ideally, the application should notify users where to go •Request trip data •Replicate LAX design throughout City •Areas to consider: •Lake Hollywood Park •Brush Canyon •Lake Hollywood Drive •Griffith Park Transit Hub 20 3. Supplement the Griffith Park Circulation System with an Aerial Tram •Many Hollywood Sign viewpoints are in fairly inaccessible locations •Neighborhood congestion •Visitors confused & uninformed about best and legal locations to view sign •Change visitor behavior by providing an optimal view of the sign that does not interfere with residential areas Category:Tourism,Traffic & Congestion Priority:Medium Cost:$$$$ Considerations:Construction impacts, environmental concerns, traffic flow,maintenance and upkeep, partially obstructs Hollywood Sign View •Griffith Park Transit Hub •Multi-modal access •Centralized location to visit Griffith Park and view Hollywood Sign •Martinez Arena •DWP Headworks Reservoir •Next to CA 134 Freeway •Hollywood Sign Visitor Center 21 Potential Aerial Tram Origins •Ideally, the route should be over RAP property to avoid jurisdictional limitations •Supplements the Griffith Park Circulation System •Extensive environmental analysis and engineering work will be required 22 4. Improve Traffic Flow and Reduce Congestion 1.Obscure Views of the Hollywood Sign from the Smaller Vista Points Along Mulholland Highway 2.Implement a District-Wide Wayfinding Strategy 3.Discourage Illegal Maneuvers along Mulholland Highway 4.Collaborate with Google and Waze to Communicate Accurate and Helpful Information 23 1. Obscure Views of the Hollywood Sign from the Smaller Vista Points Along Mulholland Highway •Obscure viewpoints •Native plants •Discourage visitors from wandering into neighborhood •Fencing •Prevent cars on dirt vistas Category:Traffic & Congestion Priority:High Cost:$$ Considerations:Visual impact, maintenance and upkeep Tipuana Tipu (Source: Four Seasons Tree Care) Tecate Cyprus (Source: nathistoic.bio.uci.edu)24 2. Implement a District-Wide Wayfinding Strategy •Some existing signage is inaccurate or misleading •Comprehensive approach •Minimize the number of drivers that are wandering, lost, or confused •Consistent and recognizable brand •Digital messaging •In-ground vehicle counters Category:Traffic & Congestion Priority:Medium Cost:$$ Considerations:Visual impact, traffic flow, maintenance and upkeep 25 3. Discourage Illegal Maneuvers along Mulholland Highway •Cars stop or turn around illegally •Traffic congestion •Standing prohibited •‘No U-Turn’ •Include fine amounts to encourage compliance •Fencing at dirt vistas Category:Traffic & Congestion Priority:Medium Cost:$ Considerations:Visual impact, enforcement, maintenance and upkeep Stakeholder submitted video from Mulholland Highway 26 4. Collaborate with Google and Waze to Communicate Accurate and Helpful Information •Instances of erroneous information •Collaborate with mapping companies •City staff member should periodically check maps •Data sharing •Road closure information Category:Traffic & Congestion Priority:Medium Cost:$ Considerations:City versus company priorities, user base 27 5. Improve Emergency Vehicle Access 1.Temporarily Close Narrow Streets with the Highest Safety Risks During Peak Periods 2.Convert Some Narrow Two-Way Streets to One-Way Streets 28 1. Temporarily Close Narrow Streets with the Highest Safety Risks During Peak Periods •City cannot permanently restrict public access to a public street •Legal complexities of the California Vehicle Code •Consult City Attorney Category:Safety Priority:High Cost:$ Considerations:Traffic flow, reduction in parking, enforcement •Temporary closures due to safety concerns may be allowed •Need to assess legality or lobby for State Code change •At a minimum, the City should aim to restrict public access on Red Flag Days 29 2. Convert some Narrow Two-Way Streets to One -Way Streets •Thoroughly assess traffic impacts •Retractable bollards in one lane for emergency vehicle access •Extra space could be utilized by pedestrians •Bollards could be lowered during non-peak congestion periods, however this could cause confusion Category:Safety Priority:Medium Cost:$$ Considerations:Traffic flow, pedestrian access Example Retractable Bollards (Source: Image Bollards)30 6. Increase Parking Efficiency and Compliance Rates 1.Adjust Existing Preferential Parking District Time Limits and Days of Operation 2.Consolidate Preferential Parking District Regulations 3.Implement Paid Parking and/or Time Limits in Popular Tourist Destinations 4.Increase Citation Amounts in High-Impact Tourist Locations 5.Increase Parking Enforcement in Impacted Areas 31 1. Adjust Existing PPD Time Limits and Days of Operation PPD 192 •Add weekday restrictions •ADT Counts: Friday, September 15th had 544, Monday had 405, and Sunday peak had 579 vehicles Category:Parking Priority:Medium Cost:$$ Considerations:Enforcement needs, spillover parking, guest parking impacts PPD 195 •Add weekday restrictions •ADT count on Friday, September 15th was 785, versus peak of 992 on Saturday. Lake Hollywood Park •Potential spillover parking from recommended ridesharing zones and paid parking Canyon Drive •Recommended implementation of paid parking may cause spillover parking 32 2. Consolidate PPD Regulations (alternative to strategy #1) •Residents could park within any PPD area, instead of being restricted to one •Bypass the need for a guest permit when visiting other residential areas •Each location could still have a different level of enforcement •Standardized signage Category:Parking Priority:Low Cost:$ Considerations:Enforcement adjustments, signage, determining optimal operating hours Map of Hollywoodland PPDs33 3. Implement Paid Parking and/or Time Limits in Popular Tourist Destinations •Target occupancy rate: 85% •Single-space vs. multi-space meters Canyon Drive and 2 Parking Lots •Fund enhanced security •Pay stations, pay by plate •Small hourly fee or daily rate like Observatory lot Category:Parking Priority:Medium Cost:$$ Considerations:Traffic flow, enforcement, revenue allocation, spillover parking 34 3. Implement Paid Parking and/or Time Limits in Popular Tourist Destinations (continued) Lake Hollywood Park •Fund neighborhood improvement projects •Single-space meters or pay stations Beachwood Drive •5-minute time limited spaces on the same side of the street as the recommended bulb- out •2-hour time limit around commercial area •Create more availability for patrons 35 4. Increase Citation Amounts in High-Impact Tourist Locations •Higher fines could lead to higher compliance rates •Similar to moving violations in a freeway construction zone •Red curb violations, no U-turning, no smoking •Fine amount posted •Additional revenue could be used to fund additional enforcement resources Category:Parking Priority:Medium Cost:$ Considerations:Enforcement, legislative ability 36 5. Increase Parking Enforcement in Impacted Areas •Increase staffing or assign existing staff directly to impacted areas during peak times •Part-time staff on weekends and holidays •Prioritize based on safety concerns 2016 Citation Map: 17,432 citations issued: Category:Safety Priority:Medium Cost:$$ Considerations:Staffing and equipment needs 37 7. Actively Manage and Provide Optimized Visitor Opportunities 1.Enhance the Most Accessible and Safe Hollywood Sign Viewing Locations and Hikes 2.Develop a Hollywood Sign Visitor Center 3.Build a Hollywood Sign viewing platform 4.Implement a Hollywood Sign Art Program 5.Replicate the Sign on the Other Side of the Mountain 6.Support a Dedicated Hollywood Sign Website 7.Implement a Social Media Marketing and Outreach Campaign 8.Install Restroom Facilities at Key Locations 38 1. Enhance the Most Accessible and Safe Hollywood Sign Viewing Locations and Hikes •Dispersing the impact of tourism •Influencing behavior with positive experiences •Art installations •Example: Black Sun Sculpture in Seattle •Amenities Category:Tourism Priority:High Cost:$$ Considerations:Traffic flow, education and outreach, access and congestion Black Sun Sculpture (Source: Seattle.gov) Locations to consider: •Lake Hollywood Park •Brush Canyon Trailhead •Wonder View Trailhead •Griffith Park •Ford Theatre Trail •Hollywood & Highland Mall39 2. Develop a Hollywood Sign Visitor Center Long-Term Considerations •Connections with aerial tram •Griffith Park Transit Hub could eventually become the ideal location for a Visitor Center Category:Tourism Priority:Medium Cost:$$$ Considerations:Construction,environmental impacts, staffing, upkeep, access, traffic flow •Information center •History of Hollywood Sign and Community •Interactive Exhibits •Maps and brochures in multiple languages Short-Term •Potential location near the Hollywood and Vine Metro Station •Vacant storefront •DOT parking garage •Existing loading zones 40 3. Build a Hollywood Sign Viewing Platform •Currently there is no formalized location for the City to promote •Any revenue could be allocated to neighborhood mitigations •Would need environmental review Category:Tourism Priority:Medium Cost:$$$ Considerations:Environmental impacts, maintenance and upkeep,traffic flow Potential locations: •Mount Hollywood Drive •Consider impacts on bicyclists, pedestrians, and traffic congestion •Aerial Tram end-point •Would provide optimal view of the Hollywood Sign 41 4. Implement a Hollywood Sign Art Program Category:Traffic & Congestion Priority:High Cost:$$ Considerations:Visual impact, community outreach, neighborhood support, traffic flow •Replica Hollywood Signs •Could be decorated by local artists & voted on by community •City’s Department of Cultural Affairs could administer the program Potential Locations: •LAX •Hollywood Boulevard •Farmer’s Market •LA County Museum of Art •Hollywood Bowl, Local ParksSan Diego CowParade (Source: San Diego 7 News) “I Amsterdam” sign at Amsterdam Airport San Diego CowParade •San Diego and Tijuana artists •Charity fundraiser 42 5. Replicate the Sign on the Other Side of the Mountain •North side of park or on the LA Zoo side •Would have similar backdrop •Opportunity to promote the replica viewpoints as more accessible locations for photos rather than in the residential neighborhoods •Could disperse the impact of tourism •Downside: not historically relevant Category:Traffic & Congestion Priority:Medium Cost:$$ Considerations:Visual impact, community buy-in,traffic flow, wayfinding, environmental impacts 43 6. Support a Dedicated Hollywood Sign Website •Visitors solicit a variety of websites •Mix of information •Sometimes inaccurate or it can direct visitors through heavily impacted areas •Potential to bolster the Hollywood Sign Trust Website •Or, develop City -managed website •Work with travel sites to promote the website Category:Tourism Priority:Medium Cost:$ Considerations:Developing a cohesive message and comprehensive strategy, management and upkeep 44 7. Implement a Social Media Marketing and Outreach Campaign Category:Tourism Priority:Medium Cost:$$ Considerations:Traffic flow, increased tourism in certain areas Intercept Survey Data •On Saturday, the majority (42%) of visitors that were surveyed at the Wonder View Trailhead heard about the location from social media. •On Thursday at Lake Hollywood Park, 19% of those surveyed learned of the location from social media, and 11% from a blog or YouTube. •Social media and blogs starting to play a significant role in how visitors plan their trips •Many large brands retain bloggers & influences to feature their products 45 Conclusion •The 7 goals are intended to improve access, mobility, and safety in and around Griffith Park and around the Hollywood Sign. •The feasibility and prioritization of the strategies will ultimately be dependent on: •the City’s ongoing review, •public feedback, •environmental impacts, •engineering viability, and •estimated costs Next Steps •In the coming weeks and months, Councilmember Ryu and DIXON will be meeting with City officials and departments to discuss the viability of the various strategies presented in the CSR, as well as next steps. •The City will continue to seek input and feedback from the community. 46 Acknowledgements City Los Angeles Council District 4 Department of Recreation and Parks Stakeholders Beachwood Canyon Neighborhood Association Friends of Griffith Park Griffith Park Advisory Board Hollywood Chamber of Commerce Hollywood Hills West Neighborhood Council Hollywood Knolls Community Club Hollywood Sign Trust Hollywood United Neighborhood Council Hollywoodland Homeowners Association Lake Hollywood Homeowners Association Los Feliz Improvement Association Los Feliz Neighborhood Council The Oaks Homeowners Association 47 Contact Information Dixon Resources Unlimited Julie Dixon julie@dixonresourcesunlimited.com Emily Kwatinetz emily@dixonresourcesunlimited.com 48 Attachment C Parking Action Plan, dated May 2018, prepared for the City of Paso Robles Parking Action Plan City of Paso Robles, CA May 2018 Dixon Resources Unlimited Paso Robles Parking Action Plan, 1 Table of Contents 1. Introduction ................................................................................................................. 2 2. Education and Outreach .............................................................................................. 4 3. Parking Demand Management .................................................................................... 9 4. Special Events .......................................................................................................... 18 5. Parking Benefit District .............................................................................................. 20 6. Employee Permit Parking .......................................................................................... 22 7. Residential Permit Parking ........................................................................................ 24 8. Enforcement Staffing ................................................................................................. 27 9. Enforcement Technology .......................................................................................... 29 10. Wayfinding .............................................................................................................. 33 11. Shared Parking........................................................................................................ 35 12. Pedestrian Safety .................................................................................................... 37 13. Bike Sharing ............................................................................................................ 39 14. Free Ride Everywhere Downtown (FRED) Shuttle .................................................. 40 15. Valet ........................................................................................................................ 42 16. Parking Garage ....................................................................................................... 43 Appendix A: Budget Estimates ...................................................................................... 45 Appendix B: Comprehensive Timeline .......................................................................... 47 Appendix C: Ordinance Review .................................................................................... 48 Paso Robles Parking Action Plan, 2 1. Introduction This Parking Action Plan (PAP) is intended to outline the recommended near, mid, and long-term implementation steps to establish an effective and efficient parking program in Paso Robles. The recommendations have taken into consideration stakeholder feedba ck, previous studies, and on-site operational audits. Each recommendation has been organized by phase into the PAP with a list of detailed implementation steps. Any required follow up actions have also been highlighted in this plan. These recommendations a re meant to address the current, upcoming and long-term parking challenges and needs of the community. Many of the recommendations will have an immediate impact on the parking management in the City and will establish the basis for future improvements. The recommended steps and timelines are meant to be realistic and achievable. Project Background Paso Robles has had two previous Parking Management Studies done, one in 2002 and the other in 2008. The 2002 study by Kimley-Horn and Associates concluded that there was sufficient available parking to meet the demand in Paso Robles. It found that employees comprised a majority of the parking and that only during peak hours between 11am and 1pm on weekdays did some locations in downtown see demand that exceeded capacity. The study suggested that, without proper parking management, more spaces may be needed downtown. The findings in the 2008 study by Parking Design Group were consistent with those from the previous study. Employees were still the majority of parkers and peak hour demand was roughly the same. The study also concluded that almost 600 additional spaces would be required in downtown Paso Robles as a result of the lack of demand management strategies, combined with new and planned developments. 2018 Existing Conditions and Needs Assessment Dixon Resources Unlimited was contracted to review the existing conditions of Paso Robles to identify potential areas for improvement and to create a parking implementation roadmap for proposed program enhancements and solutions. The parking priorities for this assessment are: • Manage on-street demand to maintain occupancy rates, • use technology to improve the parking experience and • the creation of an employee parking program. A detailed ordinance review was also conducted to identify any issues in the municipal code that may affect future implementation. Stakeholder Engagement Recommendations within this PAP were developed following an initial site visit to Paso Robles on April 16th and 17th, 2018. A series of meetings were held with both City staff and external stakeholders. Valuable input was provided from the City Manager’s Office, Police Department, Public Works, Maintenance Services, and Community Development. Paso Robles Parking Action Plan, 3 Additionally, a Steering Committee of stakeholders that lived, worked, and owned businesses in and around downtown was assembled, including representatives of the Main Street Association, Chamber of Commerce, Planning Commission, and Travel Paso. Leading up to the site visit, City staff distributed invitations to a community open house about parking in downtown for the evening of the 16th. The open house was held in the City Council chambers and was standing room only. Many of the issues and ideas examined in this PAP was a direct result of the public feedback. Another key component of the on-site assessment included walking and driving tours of the City to understand the visitor parking experience. An initial overview of stakeholder feedback and initial findings was presented to City Council on the evening of the 17th. DIXON would like to thank and acknowledge everyone who participated in the stakeholder meetings. The feedback and ideas that were provided by participants allowed us to create customized solutions for Paso Robles. Paso Robles Parking Action Plan, 4 2. Education and Outreach To successfully implement the recommendations throughout this report, such as time limit zones, increased enforcement, and paid parking, Paso Robles should begin by launching an education and outreach program to inform the public about the upcoming program changes. Successful 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 the City’s tiered pricing program using easy to understand graphics (Image 1). This sheet includes instructions on how to understand the signage, how to pay for parking including mobile payment information, and how the pricing structure works in the different tiered zones. The sheet is also branded with the “SacPark” brand that is included on all the parking outreach materials and signage. Sacramento also has an instructional video posted on their website to demonstrate how to use their smart meters. Image 1. City of Sacramento On-Street Paid Parking Guide Paso Robles Parking Action Plan, 5 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 the overall parking ethos. The Seattle Department of Transportation (SDOT) has a good website example1 about the importance of managing on-street parking (Quotes 1 and 2). SDOT is also effective in using positive wording to communicate parking regulations. Seattle’s “Can I Park Here?” brochure (Image 2) shifts the focus to what is allowed instead of what is prohibited. 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. 1 https://www.seattle.gov/transportation/permits-and-services/permits/parking-permits “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.” Quote 1 Quote 2 Paso Robles Parking Action Plan, 6 Image 2. SDOT “Can I Park Here?” Brochure Excerpt Seattle 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 education campaign, the City improves the overall perception of parking while providing useful information. The City uses playful flags along with the Monopoly signage at the meters (Images 3 and 4). Image 3. Seattle Parking Flag Paso Robles Parking Action Plan, 7 Image 4. Seattle Play Like a Parking Pro Sign Implementation Guide Near-Term Steps: 1. The City should establish an easily recognizable unified parking brand with a graphic or symbol to represent the Paso Robles Parking Program. This should be included on all outreach materials, signage, and parking meters. This will allow the program to maintain cohesiveness. 2. Flyers should be mailed 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, Paso Robles Parking Action Plan, 8 the flyers should incorporate the City’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 Paso Robles through effective parking management. Parking should be simple and easy to find and pay for. As identified on the SDOT webpage, there are also several proven benefits of parking management that may be highlighted. b. The City should also consider using positive language to communicate parking regulations. 3. Paso Robles 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. Paso Robles Parking Action Plan, 9 3. Parking Demand Management It is the industry standard that the target parking occupancy rate is 85%. At this level there are enough vacant parking spaces to minimize congestion from drivers searching for a space. At the same time, the 85% rate ensures that a location is not providing too much parking supply, which is an inefficient and costly use of valuable land. The area of study for this PAP consists of the downtown area of Paso Robles which is roughly between 6th & 15th Streets and between Riverside & Vine Streets. The core of downtown is between 10th & 13th Streets and between Pine & Spring Streets. Based on the previous parking studies and stakeholder f eedback, the peak parking occupancy periods are between 11am-1pm and 4pm-8pm, during the lunch and dinner rushes. While on-site, we observed that the parking spaces around Paso Robles City Park began to fill up as early as 7:30am in the morning while most of the businesses were still closed. This is an indication of business owners and employees parking in the downtown core. Additionally, while surveying the study area during peak periods, we observed a high occupancy level despite there being very few people walking about downtown. This indicates that employees are continually utilizing the convenient parking spaces throughout the day, therefore displacing potential customers. While the core area of downtown, especially the spaces around the park, were experiencing high occupancy rates, there were often vacant spaces available within a two to three block distance, as well as within the nearby parking lots. The observed parking patterns and previous parking study results indicate that currently Paso Robles likely has a parking management issue, rather than a parking supply issue. Without strategic management, parking demand will often cluster tightly around certain locations, resulting in constrained availability precisely where most drivers would prefer to park. The City should ensure the effective distribution of parking demand to optimize the use of existing parking capacities. Without management cues toward less-obvious parking options, this pattern typically creates a strong perception that “there is nowhere to park”, even when ample availability can be found on nearby blocks. The only parking restrictions that exist today in Paso Robles are for the Farmers Market that takes place Image 5. Existing Regulatory Sign Paso Robles Parking Action Plan, 10 along 11th Street. No parking is allowed in that location every Tuesday from 2pm -6pm and every Saturday from 7am-2pm (Image 5). Time Limits One parking management strategy the City can consider is implementing on-street time limits within the downtown core. Enforcement hours could start at 8am and end at 9pm on weekdays and Saturdays to start. The City could consider expanding the time limits to Sundays based upon need. The proposed 8am start time encourages employees and long-term parkers to utilize parking lots when they first arrive to downtown as opposed to parking on-street first and moving their cars later. Ending enforcement hours at 9pm will help create turnover and availability for visitors going to dinner later in the evening, especially during the summer season which draws visitors to City well into the evening. There is a tradeoff for the City to consider between a 2 or 3-hour time limit on-street. A 2- hour limit would make it difficult for employees to move their cars from space to space because of the amount of times in a typical shift that would be required to move the vehicle. Therefore, employees would likely park more remotely and/or participate in an employee permit parking program. This would create more availability for customer and visitor parking. However, it should be noted that a 2-hour time limit may not be sufficient for all visitors, such as those going downtown to see a movie. Therefore, in this case longer-term parkers would be required to find spaces within an off-street parking lot or on the edges of downtown that do not have time limits. On the other hand, the City could consider doing a 3-hour time limit for on-street parking instead. The 3-hour limit would allow visitors to spend a longer amount of time downtown while utilizing on-street parking. However, the reduced amount of turnover could impact parking availability. And, the negative impact of a longer time limit is that employees could more easily move their car during a shift to avoid time limit violation, while still parking in the convenient on-street spaces. Regardless, on-street time limits encourage long-term parkers to use lots on the edges of downtown. Employees and business owners should not be using valuable spaces in front of restaurants and shops for long-term parking. However, the problem with time limit parking on its own is that it allows employees to shuffle their cars from space to space and may not be enough of a deterrent to encourage them to use par king lots. Extensive outreach and incentive programs may increase employee compliance, but the convenience of parking closer to work may be too much of a hurdle to overcome with time limits alone. Time limits on their own create little incentive for employees to change their behavior. If the City chooses not to charge for on-street parking it will also be difficult to encourage employees to purchase a parking permit and the City will not be able to create monetary incentives using rate models. With the time limit only model, it is recommended that the City begin with on -street time limits only and consider implementing off-street time limits if it becomes necessary. If off - street time limits become necessary, the City should ideally implement a longer limi t for Paso Robles Parking Action Plan, 11 the off-street locations than the on-street. The purpose of this is to ensure a higher turnover rate on-street. Achieving compliance with time limits will require consistent and effective enforcement. To do so, there will be a significant cost to the City with regard to enforcement and administrative staffing, technology, and signage. It is possible that parking citation revenue and in-lieu of fees may be sufficient to sustain the enforcement program, but financial sustainability and the ability to invest in program enhancements and technology may be hindered without the implementation of paid parking. Section 12.38.050 of the City’s Municipal Code states: “When appropriate signs are in place indicating limited time parking, or parking meters are installed, no vehicle shall be parked for more time than specified on the appropriate signs or meters, between nine a.m. and five p.m., except Sunday and holidays, on any street or portion of a street as designated from time to time by resolution of the City Council.” Ideally, the City should add a no reparking clause to improve the effectiveness of time limits. A no reparking clause would require drivers to move their cars either out of the block face, lot, or a certain distance away to be awarded a new tim e limit period. Additionally, the City should consider adjusting the hours of operation to 8am – 9pm, as described above. Finally, the City should delegate the decision-making authority of adjusting the times and days to the City Manager and/or a Traffic E ngineer. See Appendix C for more information. The City should also be sure that regulatory signage is placed in any time limited zones to make it clear to drivers how long they are able to park on each block. Ideally, one sign should be placed at the beginning and one at the end of each time limited block face. For short segments with between 1-5 parking spaces, one time limit sign at the entrance to the time limited area is sufficient. For block faces that are longer than 200 -250 feet, the City could add a third sign in the middle of the block face for ease of messaging to drivers. Paid Parking Paid parking is an opportunity to improve the management of the City’s parking assets. A paid parking operation should be self-sustaining, and a successful program will allow the City to invest in the development of parking and transportation resources that directly benefit the community. Paso Robles could also consider implementing paid parking in conjunction with, or separate from, time limits. The disadvantage of a time limit only model is that the City’s parking operation will likely not be self-sustaining. As outlined in Appendix A, the City should expect to budget approximately $200,000 per year for enforcement staffing to effectively manage parking regulations. With the goal of compliance, the City should not rely on citation revenue to support the enforcement staffing budget. Additionally, there are a number of other investments in technology, signage, safety, and mobility enhancements that should be budgeted for, totaling $1,100,000 in Year 1 and between $370,000-$560,000 per year thereafter. It is estimated that the annual revenue Paso Robles Parking Action Plan, 12 from paid parking would allow the City to make these recommended investments, while possibly creating a surplus that can be allocated towards the City’s broader mobility goals. Not only will paid parking allow for a sustainable operation, it is also an important management tool for effecting change in driver behavior. Without assigning a baseline monetary value to the City’s parking assets, it will be challenging to implement effective incentive programs. Paid parking can discourage employees from parking in convenient spaces meant for customers without having to implement time limits. A common stakeholder concern was that the 2 or 3-hour time limits would impact visitors’ ability to eat a meal, watch a movie or shop during the same trip. While a longer time limit of 4- hours is an option to guarantee some turnover of parking spaces, this time limit wouldn’t be as effective at combating employee use of on-street spaces downtown. Instead, the City can use certain rate models to achieve the desired amount of turnover. Paid parking hours could be between 10am and 9pm on weekdays and Saturdays. Paid parking allows for a later start time compared to the time limit only model because it will still discourage most employees from parking in the paid spaces. This provides a customer service benefit to those visiting downtown early in the day for brea kfast or going to the park, but it will still address the peak lunch and dinner periods later in the day. If Paso Robles proceeds with the implementation of paid parking, the City should focus on the downtown core as a starting point. Only on -street spaces should be metered to begin with, with the exception of the parking lot next to Marv’s Pizza due to its central location. The City could also consider implementing paid parking in the City Hall Lot, but a number of spaces should be left available for library patrons. This can be achieved through signage, validation and enforcement. Single-Space Meters vs. Pay Stations The convenience and ease of use of single-space meters is what makes them effective for dense commercial areas. Smart single-space meters accept credit card (and therefore debit card) payments and are enabled with back office tools and real-time access to information and data. As opposed to any customer-facing services, the back-office tools are the software or web applications that are utilized by municipal staff to access information like data, maintenance updates, reporting tools, transaction h istories, payment processing, noticing, and more. This would allow the City to monitor the meters and be notified of any maintenance issues. The selected equipment must meet the Payment Card Industry (PCI) security standards for credit card transactions to make sure only the last four digits of each card number is stored. Additionally, all payment information can be tracked and audited to ensure proper revenue reconciliation during collections. Most single-space meter vendors offer meter management systems to edit the display screen, manage rate structures and run reports. Smart single-space meters range in price from around $400 to $600 per meter mechanism plus approximately $250 to $400 for the meter housing and pole (not including shipping). There is an o ngoing $6 to $8 per meter per month for data management in addition to transaction fees. Paso Robles Parking Action Plan, 13 Pay stations are sometimes preferred because they require less infrastructure, therefore minimizing the impact on the streetscape. Pay stations, depending on configurations, are approximately $8,500 per unit with monthly data management fees of approximately $70.00 per pay station per month. This pay station rate estimate does not include installation and freight. The City should consider including the optional added features such as a motion-controlled light bar and a tilt board security feature with a siren. The typical pay station vendor also provides a meter management system that provides real- time access to pay station information and maintenance support requirem ents. Additionally, following year one, the City should budget approximately $30.00 per month for the pay station warranties. While not required, the warranties are recommended to safeguard the program and ensure equipment performance and system uptime. Pa y stations normally support 7 to 12 on-street parking spaces. A typical off-street surface lot requires 1 to 4 pay stations, depending upon the configuration and number of access points. There are three main operational configurations for multi -space pay stations: pay and display, pay by space, and pay by plate: • Pay and Display: The driver parks, purchases parking session time at the pay station, and then returns to their vehicle to display the receipt on their dashboard. • Pay by Space: The driver parks in a numbered space, and then pays at the pay station using the parking space number. The driver is not required to return to their vehicle because their payment is electronically tied to their space number. Parking enforcement is able to use a web applica tion to verify payment status by parking space number. • Pay by Plate: Similar to pay by space, but the driver enters their license plate number at the pay station to record their payment. This method does not require drivers to return to their car as well and, similarly, parking enforcement verifies payment status by license plate using a web application. It is recommended that the City install pay stations for on-street parking and potentially some off-street parking lots, such as the one next to Marv’s Pizza and the City Hall lot. Stakeholder feedback identified sidewalk clutter from single space meters as one of the main deterrents to paid parking. However, single space meters are recommended for block faces with 5 spaces or less because of cost savings compared to an additional pay station. The pay by plate configuration is recommended for ease of enforcement and can be integrated with License Plate Recognition (LPR) technology. It is recommended that the City primarily implement credit card/coin payment options. Bill note acceptors typically require a substantial amount of maintenance support. Credit card payments are an easy-to-use, customer convenience with minimal maintenance support requirements. Bills and coins also require revenue collections and accounting. For blocks that have single-space meters, the meters will indicate the paid parking requirement to drivers, therefore eliminating the need for signage. However, if there are time limits, signage is still recommended as de scribed above. With pay stations, more Paso Robles Parking Action Plan, 14 signage is required in order to make it clear to drivers which locations require payment. Signage should direct parkers to the nearest pay station. It is also recommended that the City offer a mobile payment feature for customer convenience. A mobile payment solution allows drivers to pay for a parking session using their cellphone. They can either call a number to pay, or they can simply create an account on a mobile application to pay online. Zone numbers are assign ed to each paid parking area for enforcement purposes, and the active paid parking sessions are tracked and verifiable by license plate number. A mobile payment solution can be provided to the City by a vendor at no cost to the City. Instead, the vendor is fully funded by the convenience fees charged to the user. The vendor would provide decals for the meters and would be responsible for the education and outreach. Mobile payment vendors also typically offer more robust validation programs that could be useful for managing library parkers in the City Hall Lot. Currently, Section 12.42.080 of the Municipal Code states: “When any vehicle shall be parked in any space alongside of or next to which a parking meter is located in accordance with the provisions of this chapter the operator of said vehicle upon so parking shall, and it shall be unlawful to fail to, deposit immediately one or more one cent coins or one or more five cent coins of the United States in such parking meter.” This language only allows for payment by coin. Multiple payment types should be accepted. More information can be found in Appendix C. Loading Zones It is possible to charge for parking in loading zone spaces during non-loading zone hours. If the City restricts commercial loading to before a certain time, paid parking can be required afterwards. This can be communicated through the use of signage, and often times a municipality will choose to use a yellow colored meter head or pay station w rap to communicate to drivers that it is a loading zone area. Paso Robles should consider requiring commercial deliveries before 10am to reduce congestion on City streets during peak periods. While on-site we observed what appeared to be loading zones that were illegitimate. Before implementing paid parking within loading zones, the City should be sure to do an audit of curb paint to identify any discrepancies. Some zones looked like they had been painted by the business owner to discourage people from parking in front of their location. In addition to signage, the City may choose to paint the passenger and commercial vehicle loading zone curbs green and white. If the City decides to paint the curbs, the City should determine the appropriate staff and/or volunteers that will be responsible for periodically repainting them. While curb paint can make the regulated boundaries clearer, this creates demand for additional maintenance and upkeep. Additionally, the loading Paso Robles Parking Action Plan, 15 zone curb paint will make it difficult to adjust regulations during special events and overtime if desired. Rate Structures There are several different rate structures available as options to the City. Each structure has positive and negative externalities associated with the way that rates are applied that should be considered. Regardless of the rate structure, municipalities will typically price on-street spaces higher than off -street in order to encourage longer-term parkers to store their cars off-street. This can create higher turnover on-street, which will increase access to nearby businesses for customers. Flat Rate A flat hourly rate with time limits across the downtown area would ensure turnover in on - street parking spaces. In this case ideally, the City would start by charging $0.75 per hour with a 2-hour limit. This model is easy to implement and communicate to parkers. The problem with a flat rate model is that it does not incentivize drivers through tiered rates to park farther from the downtown core. However, if the primary issue is employee parking, then a flat hourly rate could address the core root of the City’s occupancy issues. Zone-Based/Tiered In a zone-based model, rates are adjusted by zone and zones are created based on demand. This model can encourage longer-term parkers to park more remotely. However, it can also be more difficult to communicate for optimal effectiveness. A potential model for Paso Robles would have 3 zones. Zone 1 would encompass within 2 blocks of the park and charge $1.50 per hour. Zone 2 would be between 3-4 blocks from the park and have a rate of $0.75 per hour. Zone 3 would be beyond 4 blocks from the park and be free to park. These rates could be adjusted based on demand overtime to ensure optimal turnover and availability. San Luis Obispo (SLO) uses a zone-based rate model for its on-street parking ranging from $1.00 to $1.75 per hour depending on the zone. SLO has multiple off-street parking options including 3 parking garages and several parking lots. The parking garages give the first hour of use free and charge $1.25 per hour after the 1st. Their parking lots charge per hour consistent with the rate of the zone in which they are located. Escalating/Pay-to-Stay An escalating or pay-to-stay rate would incentivize longer-term parkers to store their cars in off-street lots or remote locations, but it would still give visitors the option to park on- street for a longer term if they are willing to pay. This provides more flexibility to visitors, but it does not ensure turnover. This model works by charging a higher rate for longer stays. For example, the first hour or two could be a low hourly rate, but then the price to park for hours 3 and 4 could be significantly higher. It would be important to choose a rate model that is high enough to discourage visitors and/or employees from storing their cars on-street all day long. If too many visitors and/or employees are willing to p ay the Paso Robles Parking Action Plan, 16 maximum rate, this model can fail to achieve turnover. The other downside to consider is that parkers may try to illegally feed the meters to receive a lower rate for longer stays instead of paying for their time upfront. The only way to combat this is by using single space sensors, which are not recommended for Paso Robles due to their high cost and variable level of accuracy. A possible escalating rate model for Paso Robles would have hours 1-2 be $0.75 per hour, hours 3-4 be $1.50 per hour, and beyond 4 hours would be $2.00 per hour with off-street lots charging $0.50 per hour all day. A visitor parking on-street in the City would pay $32.50 for the day if they remained there during enforcement hours. Alternatively, a visitor parking off -street would pay $5.50 for the day providing the visitor with enough incentive to park off -street outside of the core downtown area. Typically, time limits are recommended to ensure turnover, however, it seems as though the occupancy problem in Paso Robles is primarily due to employee parking impacts. By implementing an escalating rate structure, this will discourage employees from park ing on-street, while giving visitors/customers the flexibility to utilize the on -street parking as they desire. This rate model may be the optimal strategy to address the primary issue of employee parking and achieve the City’s on-street occupancy objectives. Regardless of the rate structure that the City decides to implement, Section 12.42.070 of the Municipal Code needs to be updated. As of now, the code only allows for one cent or five cent coins, and it establishes the time allotments for each: “Parking meters, when installed, shall be so adjusted as either to show legal parking during a period of twelve minutes upon and after the deposit of a United States one cent coin therein, or twenty-four minutes upon and after the deposit of two United States one cent coins therein, or thirty-six minutes upon and after the deposit of three United States one cent coins therein, or forty-eight minutes upon and after the deposit of four United States one cent coins therein, or sixty minutes upon and after the deposit of five United States one cent coins or one United States five cent coin therein, or one hundred twenty minutes in such zones as may be designated by the city engineer upon and after the deposit of ten United States one cent coins or two United States fiv e cent coins therein. Payment of the aforesaid amounts for the aforesaid periods shall be made for parking in the areas set forth above.” The City should designate the City Manager or staff member to establish the parking meter rates, within a predefined range. For more information, see Appendix C. Paso Robles Parking Action Plan, 17 Implementation Guide Near-Term Steps 1. Update ordinances to allow for time limits and paid parking (See Appendix C). a. Establish distribution schedule for paid parking revenue. b. Establish a discretionary fund that can be directed towards program enhancements and community improvement projects. c. Paid parking revenue should support equipment operating costs. 2. Begin education and outreach about time limits and/or paid parking. 3. Determine optimal time limit and/or paid parking rate model for Paso Robles. a. The City could choose to implement time limits only in the near-term to determine the impact prior to considering paid parking. b. Or, the city may choose to implement paid parking straight away to optimize the management of the City’s resources and improve the sustainability of the parking program. This could be done through a paid parking pilot program. 4. Audit loading zone curb paint throughout downtown. Mid-Term Steps 5. Following the competition of a paid parking pilot, the City should draft and issue a Request for Proposals (RFP) for paid parking technology, including mobile payment. 6. Select the vendor and install the meters. 7. Continually monitor on- and off-street occupancy on a bi-annual basis to determine any necessary rate or program adjustments. Paso Robles Parking Action Plan, 18 4. Special Events Paid Parking If paid parking is implemented, the rates can be easily modified for special events that impact downtown parking in Paso Robles. Special event rates may help motivate drivers to park farther away or seek alternative modes of transportation. A special event rate can be easily integrated and implemented with smart paid parking technology. For ease of messaging, it is recommended that the City utilize a flat rate for special events. Any flat rate should be commensurate with the value of the existing rates for on- and off-street parking locations. Additionally, the City can utilize magnetic covers that are flush with the edges of any regulatory signage to alter the regulations during events. To apply a special event rate, the City will need to establish criteria for when the rate would apply, the amount and the advanced notification requirements. Based upon these criteria, the City will have the option to increase special event pricing for any downtown special events, depending upon the need. It is important to keep in mind that special event rates will require increased hours of enforcement for any extended paid parking hours. A unique approach to parking management could be to implement pay stations for special event management before considering on-street paid parking on a daily basis. While the infrastructure and technology cost would be significant, the large number of special events that take place in and around Paso Robles would likely sustain the program on its own without requiring paid parking year-round. This approach would allow drivers to get accustomed to the paid parking technology prior to considering a full blown paid parking operation. Additionally, many of the business owners and employees are concerned about how downtown essentially turns into a “parking lot” for special events. Paid parking would hopefully create more turnover and improve accessibility for those who want to shop and eat downtown during events. At a minimum, it would create a revenue source for the City that could be reinvested into the downtown. Alternative Modes of Transportation Promoting alternative transportation options should be encouraged thro ughout all levels of special event planning and promotions. For example, there are many cross- promotions occurring with services such as Lyft and Uber that both promote the City event and their services to encourage other transportation sources and reduce parking demand. Municipalities across the country are coordinating directly with these resources to encourage alternative transportation. Special event planning should ideally incorporate safe and accessible location(s) for the drop-off and pick-up of passengers. Paso Robles Parking Action Plan, 19 Implementation Guide Near-Term Steps 1. Begin outreach to ridesharing companies, Uber and Lyft about the potential to implement ridesharing incentive programs and drop -off/pick-up zones for special events. 2. Develop a Special Event Enforcement Plan and allocate the necessary enforcement resources to manage access, traffic flow and safety issues in Paso Robles. 3. Consider implementing paid parking technology such as pay stations on-street and in certain off-street lots to manage special event parking. 4. Establish criteria for when a special event parking rate will apply. Paso Robles Parking Action Plan, 20 5. Parking Benefit District If the City decides to implement paid parking, the establishment of a Parking Benefit District (PBD) is recommended. Ideally, the parking program in Paso Robles should be self-sustaining, with a portion of the revenue reinvested into the downtown. A PBD would allow revenue from permit fees and paid parking to be directed into a Special Parking Fund. For more information on the recommended ordinance updates, see Appendix C. PBDs have been successfully implemented in many municipalities to help fund special projects and program improvements. Program improvements could include but are not limited to improved enforcement, technology, security enhancements, signage, transportation programs, and maintenance. An oversight committee should be established to define goals and allocate funds. Predefined goals and objectives will create a level of transparency for the allocation of the funds. Below is a sample revenue distribution schedule for a PBD: Sample Revenue Distribution Schedule Revenue Allocation Percent Operating Costs • Equipment • Personnel • Ongoing Maintenance and Upkeep 35% Parking Program Improvement • Technology • Parking Supply • Wayfinding • Safety/Security 40% Transit Alternative Programs/ Discretionary • Shuttle Route • Bike Share • Based upon Council approval 25% Implementation Near-Term Steps 1. Evaluate feasibility of PBD in Paso Robles. 2. Adopt necessary ordinances to support the program (See Appendix C) 3. Establish an authorized oversight committee, such as a Parking Advisory Committee (PAC) a. Or, this could be the Downtown Main Street Association. Paso Robles Parking Action Plan, 21 4. Define the revenue distribution schedules. A set of predefined allocation rates will ensure transparency for the community and will allow for a series of community and program improvements. Long-Term Steps 5. Continue allocation of funds set by oversight committee goals and objectives. Paso Robles Parking Action Plan, 22 6. Employee Permit Parking Employee parking should be proactively addressed prior to the implementation of time limited or paid parking to ensure that employees have an affordable location to park. Ideally, the most convenient parking should only be utilized for near-term customer parking if possible, and employees should be storing their cars off-site. There are multiple parking lots located on the edges of downtown that are optimal for employee permit parking, including the Park and Ride section of the transit station on Railroad street, the lot located on the corner of 17th and Park, the Old City Hall lot (4th and Pine St) and the Hunter Auto lot after 5pm for evening/late-night workers. In some areas of Paso Robles, residential curbsides go largely unused much of the day, including in areas where nearby employees struggle to find appropriate parking options. Many cities have successfully addressed this opportunity by creating permits for local employees to allow them to park on residential streets during the daytime. The number of employee permits issued should be limited to ensure that local curbsides can accommodate the demand without constraining resident parking access . The recommended employee permit rate should cover the cost of the added administrative requirements, but it should still be affordable to employees. If the City implements paid parking, the employee permit rate needs to be more affordable to incentivize participation in the program. A reasonable rate could be $20.00 per month. If the City charges the recommended escalating rate structure, a 5 -hour shift would cost $8.50 to park on-street. With 20 days of work in a month, that would amount to $170.00 per month. Therefore, the recommended rate of $20.00 is a much more affordable option. Regardless, the cost of the permit should sustain the cost of administering and managing the program. The City should also consider offering a low-income/service worker permit for those that have an annual or hourly income under a predefined threshold at a discounted rate of $10.00 per month. Maintaining downtown employees at all pay scales is important to the success and vibrancy of downtown Paso Robles. If the City does not implement paid parking on-street, it may be difficult to get employees to participate in the permit program. Therefore, rates would need to be very minimal. And, the City will likely need to offer other incentives to employees to encourage remote parking. Therefore, paid on-street parking is recommended to effectively manage the employee parking issue. Implementation Near-Term Steps 1. Update the ordinances to allow for an employee permit parking program (See Appendix C) a. Consider establishing a low-income/service worker permit rate. 2. Identify and designate the employee permit parking locations. Paso Robles Parking Action Plan, 23 a. This should primarily include parking lots located on the edges of downtown and/or remote parking lots. 3. Determine a nominal cost for employee parking that will sustain the program while allowing employees to park at a discount compared to on-street parking. 4. Educate the local businesses about the upcoming program. 5. Implement the online permit application process through the City’s selected permit management vendor. a. Proof of employment should be required. b. The permitting system should be fully digital, based on license plates c. The City should allow for monthly, quarterly, or annual purchases 6. Publish information online and send mailers to inform businesses and employees of the upcoming program. 7. Install appropriate signage to indicate employee parking areas. Long-Term Steps 8. Renewal notices should be sent by mail at least 30 days in advance of the permit expiration date. 9. Based upon parking occupancy rates, more remote parking locations could be considered in the future if necessary. a. These locations could be supported by a bike share program or shuttl e route. b. One location to consider is the Fair Parking Lot. Paso Robles Parking Action Plan, 24 7. Residential Permit Parking In preparation for the implementation of paid parking, the City should initiate a residential parking permit (RPP) program to prevent spillover parking in the residential neighborhoods. This program would allow only residents of these areas, and their guests, to park on street. The City should update the ordinances to allow the residential neighborhoods to be permit eligible. This means the program will be available, and enacted only if desired. This will allow the residents to determine the impacts in their neighborhood and allow them the opportunity to consider an RPP program. More information on the specific required ordinances is outlined in Appendix C. Typically, a petitioning process is established that allows residents to enact the specific permit regulations allowed by ordinance. Qualifying residents would then obtain a hangtag or sticker based upon proof of residency. A progressive outreach campaign should be implemented by the City that would allow surrounding neighborhoods to ‘opt in’ to the RPP program based upon their proximity to the paid parking program. There is usually a minimal charge to residents, at a minimum, to cover the administrative and support costs associated with the RPP program. There are a few locations in the commercial area of downtown that include residential dwelling units. These residents should also have the opportunity to participate in a residential permit parking program. Parking permits could be p rovided upon implementation of timed or paid parking. The downtown residential permits could be valid in certain parking lots. Ideally, they should not be valid on -street where there is metered parking due to the expense and purpose of the meters. Many municipalities choose to have an online customer portal for residents to apply for a permit and upload supporting documentation. Typically, RPP programs also allow for a certain number of guest parking permits per household, which can also be managed online. Ideally, for ease of enforcement, a license plate would be linked to a permit for easy verification by a Parking Ambassador. It will also be important for the City to install signage identifying the RPP zones. This will ensure that visitors are notified of the parking restrictions in the residential areas, and that it will be easily enforceable. The City will need to update the Municipal Code to prepare for a RPP program. For information can be found in Appendix C. Implementation Near-Term Steps 1. Establish a set of predefined residential permit restrictions that neighborhoods may be eligible for. Neighborhoods should be required to agree upon one of the standardized permit restriction formats to apply for the program. Paso Robles Parking Action Plan, 25 a. The City should consider the appropriate hours and days of the week that permits could be required based on occupancy rates and enforcement resources. 2. Update the ordinances to make the residential neighborhoods and downtown residences permit eligible through a petitioning process. a. A threshold should be set that requires a certain percentage of each neighborhood to sign the petition to implement a residential permit parking restriction. b. The City should proactively recommend the residential permit parking program to neighborhoods prior to the implementation of paid parking. An educational outreach campaign will be necessary to safeguard the neighborhoods and prevent spillover parking. 3. Determine any limitations on permits or guest permits. Typically, municipalities limit the number of guest permits per property and/or the number of valid days per guest permit to prevent fraud and over-parking. 4. Determine the permit cost, if any, and the costs associated with operating and supporting the program. There is a cost associated with administering a nd enforcing the permits. A small fee for the permit can help the City recover this cost. To keep the cost low, the City may want to subsidize the permit program with other revenue streams generated from paid parking and/or citations. Long-Term Steps 5. Design and order the necessary signage. 6. Utilize the City’s selected permit management vendor for the RPP program. An online web portal should request that users create an account and upload documents for proof of residency. This software solution should b e included within the permit and citation management RFP solicitation. a. Residents should also have the ability to sign up in person at a designated location in the City. Residents should be required to have the required documents with them when applying in person. City staff or an outsourced vendor should verify and enter the information into the software system. This will allow the information to be fully integrated with the enforcement handhelds for validation. b. Uploaded proof of residency documentation should be reviewed and verified by a designated administrator. Typically, acceptable proof of residency includes a utility bill, bank statement, or credit card bill from the last 30 days. c. This web portal should also be used for employee permit applications . 7. Publish information online and send mailers to the residents that will be affected by the residential permit parking zones. Instructions for how to sign up for the program should be provided. 8. Require that participants renew their permits on an annual b asis. This will ensure that residency status is up to date. It is recommended that the City deny renewal to any residents with outstanding parking tickets. a. Renewal notices should be sent by mail at least 30 days in advance of the permit expiration date. Paso Robles Parking Action Plan, 26 9. Install signage at the entrances to the zones that indicate residential permit parking only. Paso Robles Parking Action Plan, 27 8. Enforcement Staffing Currently the City uses sworn police enforcement officers for any parking related citations. However, their primarily concern is management health and safety issues, not parking. Instead, dedicated non-sworn enforcement officers should be allocated to support the parking enforcement needs in Paso Robles. Consistent enforcement is critical for the success of time restrictions, residential and employee permit management and paid parking programs. The City should take a compliance-based Parking Ambassador approach to enforcement. Compliance-based approaches include issuing warning notices before citations for first time offenders, educating parkers on regulations and answering customer questions. Often times parking enforcement staff may be the only interaction that visitors have with City employees, so they should be a positive representation for the community. The parking ambassador approach puts a positive spin on that interaction, creating a better image for the City. Ideally the City should have 2 full-time Parking Ambassador positions. Depending on the operating hours and days, the City may want to consider additional part time staff. However, if the City procures the recommended enforcement technology, there may be an opportunity to adjust staffing levels due to the added efficiencies. Handheld devices and license plate recognition technology are recommended to improve operational efficiency. The Parking Ambassadors can also be trained to provide Level 1 maintenance and revenue collections for the parking pay stations. Level 1 maintenance is the basic and preventative maintenance that is typically handled by city staff. Other maintenance support can be provided by the vendor. Updates to ordinances will be required to increase the citation amount and can be based on comparable cities. Implementation Near-Term Steps 1. Update ordinances (See Appendix C). 2. Identify potential Parking Ambassador positions. Create at least 2 dedicated Parking Ambassador positions. a. Additional Parking Ambassador positions should be considered based on the volume of citations and the level of infrastructure to be enforced. 3. Write a job description for the Parking Ambassadors. a. The Parking Ambassadors may also be responsible for preventative maintenance and revenue collections. Ideally, police officers should be focused on public safety matters, not parking enforcement. Paso Robles Parking Action Plan, 28 b. The Parking Ambassadors, under general supervision, should patrol the assigned areas to enforce parking regulations and ordinances, maintain records, and issue citations. c. Examples of duties include observing vehicles for parking violations, issuing citations, operating computer equipment and handhelds, filling out data fields related to code violations and VINs, acting as an ambassador to the public to answer questions, and notifying police when appropriate. 4. Create a training manual with detailed job guidelines and policy and procedures for dedicated Parking Ambassadors. This should cover all aspects of the enforcement, maintenance, and revenue c ollections work. A manual of policies and procedures is necessary for guidance and direction for the enforcement officers. A manual is not just about personnel issues; it is also a "how to do the job" guideline, detailing enforcement policies so that every officer enforces in the same manner. 5. Hire and train the Parking Ambassadors. 6. Cyclical enforcement beats, or routes, should be established to allow for a minimum of 3-4 patrols per shift for each enforcement area. Long-Term Steps 7. Continually monitor and evaluate citation data and enforcement demand to make any necessary adjustments to enforcement staffing, hours, or beats. a. Staffing requirements may change due to efficiencies provided by any future investments in enforcement technology. Paso Robles Parking Action Plan, 29 9. Enforcement Technology To ensure efficiency, parking enforcement staff should be equipped with citation issuance handheld devices. This will ease the burden of required management support as well as provide violators with immediate and accessible payment options. It is also recommended that the City solicit a citation processing management system. This solution will automate the administrative processes, including DMV look ups and notice generation. Most importantly, the system will be integrated with th e recommended citation enforcement handheld equipment. Violators should be able to access, appeal and pay their citations online. Additionally, citation processing software solutions typically offer delinquent collection services specific to parking, with collection rates above 90%. The recommended increase in enforcement will likely result in a significant increase in citations—the efficiencies and automations offered by a vendor solution will be essential for citation management by the City. Parking Ambassadors should utilize citation issuance handheld devices and Bluetooth printers instead of issuing paper tickets. These devices can integrate in real-time with paid parking technology and permit management systems, as well as License Plate Recognition (LPR) technology. LPR is recommended to improve time limit enforcement by allowing the Parking Ambassadors to virtually chalk for time limit violations. LPR will significantly increase parking enforcement efficiency. Currently, section 12.38.070 of the City’s code classifies parking citations as a misdemeanor offence: “Any person violating any provisions of this chapter is guilty of a misdemeanor, and upon conviction thereof, shall be punishable by a fine not exceeding five hundred dollars, or by imprisonment in the county jail of San Luis Obispo County for a period not exceeding six months or by both such fine and imprisonment.” The Municipal Code should be updated to reflect the decriminalization of parking citations. Parking citations should be classified as civil infractions. More information can be found in Appendix C. Implementation Near-Term Steps 1. Update the Municipal Code to reflect the decriminalization of parking citations. 2. Consider system pricing and feature options to anticipate budget requirements. a. There are vendors that provide comprehensive citation and permit management solutions. The City may choose to utilize all or a portion of the offered solutions. Paso Robles Parking Action Plan, 30 3. Draft and issue a Request for Proposals (RFP) for a Citation and Permit Processing Management System, including enforcement handhelds and License Plate Recognition (LPR) technology. a. Determine the citation and permit processing tasks to be completed by the City versus those that will be managed by a vendor. The following checklist (Figure 2) includes the typical parking citation and permit processing tasks. The City may use this checklist to decide which tasks should be either outsourced to a vendor, included as an optional service in an RFP, or kept in-house to be managed by the City. It is recommended that the City process the citations in-house while utilizing vendor software to automate tasks such as DMV lookups and noticing. The vendor solutions will allow the City to scale up the size of the operation due to the efficiencies and automations offered by the software. Paso Robles Parking Action Plan, 31 Parking Citation Processing Tasks Task Outsource To vendor Optional vendor service Keep In- house Citation entry (handwritten citations) ☐ ☐ ☐ Mail-in payment processing ☐ ☐ ☐ Appeal processing ☐ ☐ ☐ Customer support (phone/email) ☐ ☐ ☐ DMV lookups ☐ ☐ ☐ Notice mailing ☐ ☐ ☐ DMV holds ☐ ☐ ☐ Debt collections ☐ ☐ ☐ Develop/supply handheld citation stock ☐ ☐ ☐ Develop/supply handwritten citation books ☐ ☐ ☐ Parking Permit Processing Tasks Task Outsource to vendor Optional vendor service Keep in- house Renewal mailing ☐ ☐ ☐ Permit Application review (validate eligibility) ☐ ☐ ☐ Fulfillment of physical permit ☐ ☐ ☐ Develop/supply permit stock ☐ ☐ ☐ Customer support (phone/email) ☐ ☐ ☐ b. Additionally, the City should consider the following features for the handheld ticket writers: i. Real-time transmission; ii. Ability to take, send, and view color photos; iii. Ability to view prior citations, warnings, and valid permit information during the citation issuance process; iv. The use of a chalking feature; v. The use of a default citation; vi. A simple and user-friendly user interface; and vii. Customizable public-facing web user interface to pay and appeal parking citation viii. A toll-free telephone number to accept citation payments over the phone. Paso Robles Parking Action Plan, 32 4. Implement the citation and permit management system. This solution should include an online web portal for permit applications and payments. 5. Utilize the selected citation management vendor for parking citation collections and noticing. The following graphic (Figure 3) depicts a recommended timeline for noticing and collections, and when to advance to a 3 rd party collections agency. Owner name is obtained •Day 1 Fine escalated •Day 11 Fine escalated & courtesy notice is sent •Day 16 DMV hold is placed •Fine escalated •Day 45-60 3 more notices are sent •Day 90- 180 3rd party collections begin •Day 180- 365 Paso Robles Parking Action Plan, 33 10. Wayfinding The signage and parking brand should be consistent throughout Paso Robles, including sign format, symbols and colors. There are currently some parking wayfinding signs mounted throughout downtown, as seen below. The lettering on the existing signs is too small, and they aren’t always placed effectively to director drivers to th e parking lots. Also, the format is inconsistent, and there isn’t always a “P” included. Ideally, the City should establish an easily recognizable parking brand to incorporate into the signage. A wayfinding signage refresh could be beneficial, especially o nce the City starts to implement some of the recommendations throughout this PAP. Additionally, the City should consider naming the various parking lots to incorporate their names into the overall wayfinding system. A unified parking brand provides an improvement to the overall customer experience. The direction of the signage needs to be clear and easy to understand. The wayfinding signage located throughout the City should focus on directing visitors to the parking lots located throughout downtown. Signage should be placed strategically to direct drivers to the lots in a manner that does not contribute to the congestion around the core of downtown. Any City-managed parking area including those established with a shared parking agreement needs to be clearly identified and the signage should promote the parking location, any time restrictions and any applicable rates/fees. For shared parking agreements, the parking brand/signage should be required in conjunction with the terms and conditions of the agreement. The City can deliver parking information through multiple outlets including vehicle messaging systems, wayfinding signage, and various websites, including the tourism Image 6. Existing Wayfinding Signage Paso Robles Parking Action Plan, 34 board, hotel, travel and parking sources. The technology exists to provide parking and transportation information in real-time if desired. The City must be proactive to educate and inform those preparing to visit Paso Robles. Implementation Near-Term Steps 1. Define parking brand or logo for Paso Robles. 2. Consider naming the parking lots for ease of communication. 3. Update signage to direct vehicles to parking lots on edges of downtown core utilizing the parking brand. Long-Term Steps 6. In the future, any City-owned lot could be equipped with a vehicle counting system so that available parking information may be displayed and promoted in real-time. a. In-ground induction loop systems can provide real-time occupancy counts. This is the simplest and most cost-effective method of aggregating the number of available spaces throughout a lot. The loop system would be installed at the ingress and egress points of the lots, and software algorithm uses a simple formula based on the total inventory of the lot to determine how many spaces are available at any time. b. Occupancy data can be displayed via the internet for real time parking availability information. c. The number of available spaces should be displayed on digital messaging monument signage. 7. Place programmable LED signage at 4 main entrances to downtown with parking information. a. North and South end of Spring St. b. 101 offramp near 17th c. 13th St. Paso Robles Parking Action Plan, 35 11. Shared Parking The City could pursue shared parking agreements with businesses and land owners that may have parking availability. It is important to maximize existing parking resources in the area 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 Paso Robles. A portion of the revenue from shared parking should be set aside to support the enforcement, maintenance and upkeep of shared parking locations. Additionally, funds could be used to guarantee certain parking lot enhancements as an additional value add from the shared parking program. The City would 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 wo uld establish any potential revenue splits. Implementation Near-Term Steps 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 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 any potential locations, including: a. Paso Robles Inn b. Fair Parking Lot Paso Robles Parking Action Plan, 36 c. Pioneer Museum d. Hunter Auto Body Shop 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. Long-Term Steps 5. 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. 6. Determine the appropriate revenue split rates to sustain the program. 7. Ensure that existing paid parking vendor contract allows for the ordering of additional infrastructure and order the additional paid parking technology needed. 8. Allocate the necessary parking ambassador resources to manage the participating locations. This may require additional staff. 9. Install paid parking technology at participating shared parking locations. 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. Like on-street, the pay stations should be in the pay and display configuration for ease of enforcement. 10. Install the appropriate signage to indicate paid parking and time limits. 11. Continue to evaluate for new opportunities between the City and private business/land owners. Paso Robles Parking Action Plan, 37 12. Pedestrian Safety A frequent concern of the stakeholders was the level of pedestrian safety and walkability throughout downtown. If the City wants drivers to utilize parking outside of the immediate core, there should be an effort to ensure that the pedestrian routes into downtown are safe and accessible. For example, some sidewalks are unfinished and don’t connect some of the lots to the core. Additionally, 13th Street is a busy thoroughfare and crosswalks are hard to see for the driver. Better lighting along Railroad Street between the transit station and downtown would improve visibility at night for pedestrians and drivers. The City should ensure that walking routes are pedestrian-friendly to improve the overall visitor experience. One good feature that was noted can be seen in Image 7. The sidewalk bulb-outs in this case have a traffic- calming effect and can make it safer and easier for pedestrians to cross the street. This type of approach should be considered in other locations with low visibility. It was also noted that some City-owned parking lots are uneven and ADA noncompliant. If the City wants to implement an overall parking brand, and eventually paid parking, these parking lots should be improved. Implementation Near-Term Steps 1. Get feedback from community on which parts of downtown are the least walkable. a. Focus primarily on areas that connect remote parking to the downtown core. Image 7. Sidewalk Bulb Out Image 8. Noncompliant ADA Space Paso Robles Parking Action Plan, 38 2. Clearly designate crosswalks along 13th Street and other identified areas of concern according to stakeholder feedback. 3. Finish sidewalk along Railroad Avenue and other identified areas according to stakeholder feedback. Mid-Term Steps 4. Improve lighting along Railroad Street. 5. Resurface parking lots that are unsafe. 6. Making ADA compliant, restriping. Paso Robles Parking Action Plan, 39 13. Bike Sharing Paso Robles has been making considerable improvements to its bikeability to increase ridership around the City. Paso Robles should consider partnering with a Bike Share Company to start a pilot program downtown and to/from nearby hotels. Docking stations located around downtown and next to more remote parking lots would make parking in remote lots more feasible for visitors that view the walks as too far. Additionally, the City should consider implementing electronic bikes (e-bikes) that would allow riders to move about more easily, making it more appealing on hot days. Dockless Bike Share is also an option but poses potential problems because they can be left anywhere and can be hard to manage and regulate. Many cities experience a significant amount of complaints due to dockless bikes, especially regarding blocked sidewalks and ramps, which limits ADA accessibility. Bike sharing has been successfully implemented in municipalities across the country, including Denver and San Francisco, and it is a low-cost option to make remote parking viable in Paso Robles. These programs can be outsourced at no cost to the City, funded by advertising monies. Implementation Near-Term Steps 1. Assess need when planned updates and creation of bike lanes are completed. 2. Consider starting a bike share pilot program in downtown, ideally with docked e - bikes. Long-Term Steps 3. If the pilot is successful, proceed with the full implementation of a bike s hare program. 4. Continue to assess the level of ridership. Paso Robles Parking Action Plan, 40 14. Free Ride Everywhere Downtown (FRED) Shuttle 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 completely 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 5 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. So far, The Free Ride has been implemented in South Florida, California, the Hamptons, 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 $500,000.00 for the program came from downtown parking meter revenue. The City purchased a fleet of 15 vehicles for $200,000.00, and the additional $300,000.00 of funding went towards storage, charging stations and start-up personnel costs. The shuttles operate between 7:00am and Image 9. The Free Ride Shuttles Image 10. San Diego FRED Application Interface Paso Robles Parking Action Plan, 41 9:00pm, Monday through Thursday, until Midnight on Friday and Saturday, and from 9:00am to 9:00pm on Sundays. The drivers earn $14.66 per hour. The staffing and operating costs are funded by advertisement revenue. A program like FRED has the potential to be very successful in Paso Robles. The level of tourism would be ideal to support The Free Ride’s platform. The City could pursue a partnership with a free shuttle program such as FRED to improve access and mobility throughout downtown. These shuttles could be utilized for remote employee and visitor parking, and they would be a convenient service for any visitors who may have difficulty getting around the City by foot or bike. 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 FRED 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. Implementation Near-Term Steps 1. Pursue a partnership with a free shuttle company such as The Free Ride. a. Ideally, a portion of the projected paid parking revenue should be earmarked for the purchase of the vehicle fleet, vehicle storage, charging station and start-up personnel costs. b. The City should work with The Free Ride to determine the feasibility of implementing both on-demand versus fixed route services. 2. Assess number of shuttles needed to meet expected demand in Paso Ro bles. Mid-Term Steps 3. Procure required number of shuttles and hire drivers. 4. Promote program to employees and visitors through outreach campaigns. Long-Term Steps 5. Continually assess ridership levels and wait times to determine any necessary program changes. 6. Paso Robles may need to add to fleet if ridership increases. Paso Robles Parking Action Plan, 42 15. Valet Paso Robles frequently has events and a consistently busy summer season, which may support a valet program within the downtown core. Drivers are typically more willing to consider valet parking during events. Certain pricing structures could be used to encourage valet use by long-term parkers. An example of this could be offering to lower the hourly rate for customers that stay longer during an event. For example, a customer that utilizes valet for 2 hours could pay $3 per hour, but a customer that utilizes valet for 5 hours could receive a $2 per hour rat e. This type of rate structure could encourage long-term parkers to utilize the valet program. It would also help incentivize customers to stay downtown longer, while having a minimal impact on parking availability. Valet can be used to achieve greater capacity out of existing parking facilities, as valet-parked vehicles can be organized into tandem arrangements (bumper to bumper) that can increase capacity by as much as 40%. Implementation Near-Term Steps 1. Assess need and demand for a valet program. Long-Term Steps 2. Research and solicit nearby valet operators. 3. Identify ideal locations a. Merv’s lot could be considered for drop-off/pick-up b. Cars could be stored at the Transit Center or City Hall on evenings/weekends c. The City should also consider the potential of converting Hun ter’s Auto Body Shop into a parking lot that could be used for valet storage as well. 4. Create a rate model for days and hours of operation. a. Define the special event rates. b. Determine a rate structure that will incentivize use of the program. Paso Robles Parking Action Plan, 43 16. Parking Garage A significant amount of the stakeholders were in favor of constructing a parking garage to address the parking availability issue in Paso Robles. While a parking garage may solve the occupancy issue, there is no guarantee that the convenient on -street spaces will improve in availability, which is the priority. Currently, employee parking is unregulated, meaning that the City likely has a parking management issue rather than a parking supply issue. The construction of a parking garage would be a si gnificant investment for the City. Instead, the City should first implement parking management strategies such as time limits, paid parking, enforcement, and demand management strategies that promote alternative modes of transportation. It is anticipated that, if the City strategically manages the existing supply, that the City can avoid constructing a parking garage for at least the near and mid-term. There is also a significant amount of remote parking resources that the City could tap into if necessary. Supported by a bike share program or shuttle route, remote parking is a preferable alternative to constructing a parking garage for a number of reasons: Remote parking would be significantly less expensive to implement, the amount of vehicle congestion in the downtown core would be limited, and the land that would otherwise be utilized for a parking garage could be dedicated to a better purpose. Space i n the downtown core is limited, so the City should strategically invest in land uses that improve the overall vibrancy of the downtown. Following the implementation of the aforementioned strategies, if the City is continuing to experience high occupancy rates, the City should at that point consider constructing a parking garage. One location proposed by stakeholders is along Railroad Street behind the movie theater. Another location proposed is on top of the existing City Hall parking lot. Implementation Near-Term Steps 1. The City should implement the aforementioned parking management and demand management strategies prior to considering the development of parking garage. Image 11. City Hall Parking Lot Paso Robles Parking Action Plan, 44 Long-Term Steps 2. Continue to monitor occupancy rates to assess the need for a parking garage. a. If downtown occupancy rates consistently reach above 85%, the City could consider constructing a parking garage. Paso Robles Parking Action Plan, 45 Appendix A: Budget Estimates The following table outlines the recommended budget amount by year for the various recommendations described in the PAP. The estimated upfront capital amounts are meant to be conservative estimates to account for any unforeseen costs. The City should also consider that the majority of parking meter and pay station vendors have meter rental programs that would reduce the upfront capital investment amount. The City could likely pursue a 30-60 day pilot with the option to buy the infrastructure at a discounted rate. Estimated Upfront Capital Budget Budget Item Year 1 Year 2 Year 3 Year 4 Year 5 Pay Stations and Fees* $700,000 $250,000 $250,000 $250,000 $250,000 Signage $40,000 $20,000 $10,000 $0 $0 Citation and Permit Management System, Including Handhelds $15,000 $20,000 $20,000 $20,000 $20,000 2 Parking Ambassador Positions $200,000 $200,000 $200,000 $200,000 $200,000 1 Vehicle: Acquisition and Fuel $75,000 $10,000 $10,000 $10,000 $10,000 License Plate Recognition Technology $120,000 $10,000 $10,000 $10,000 $10,000 Pedestrian Safety Improvements $50,000 $50,000 $50,000 $0 $0 Parking Lot Repaving and Striping $100,000 $10,000 $10,000 $10,000 $10,000 Shuttle Program $0 $0 $200,000 $200,000 $200,000 TOTAL $1,300,000 $570,000 $760,000 $700,000 $700,000 The next table outlines the estimated annual revenue if the City were to implement paid parking. The estimated revenue from special events is included separately to allow the City to determine the variance between charging only during special events versus year- round. Both estimates are meant to be conservative. These amounts do not include citation revenue because the goal of the program is compliance. However, in some cases, the enforcement staff can be sustained by citation revenue. Additionally, revenue from residential and employee permit programs was not included because the cost of the permits should ideally be just enough to sustain those programs. Paso Robles Parking Action Plan, 46 Estimated Revenue Annual Meter Revenue $700,000 Annual Special Event Meter Revenue $380,000 TOTAL $1,080,000 Based upon the estimated expenses and revenue, the below table outlines the estimated net profit per year and the cumulative amount of profit overtime for Year s 1-5. It is anticipated that a paid parking program in Paso Robles would be self -sustaining and profitable overtime to allow the City to make investments in mobility and safety improvements. Paid Parking Profit Profit Year 1 Year 2 Year 3 Year 4 Year 5 Net Profit per Year ($220,000) $510,000 $320,000 $380,000 $380,000 Cumulative Net Profit ($220,000) $290,000 $610,000 $990,000 $1,370,000 Paso Robles Parking Action Plan, 47 Appendix B: Comprehensive Timeline The following table outlines the recommended implementation phasing for the steps described throughout the PAP. Parking Action Plan Section Phase 1 Phase 2 Phase 3 Phase 4 Phase 5 Phase 6 Education and Outreach 1-3 2 Parking Demand Management 1-3 4-5 6 7 Special Events 1-4 1 Parking Benefit District 1-2 3-4 5 Employee Permit Parking 1 2-4 5-7 8 8-9 Residential Permit Parking 1-3 4-5 6-7 8-9 8 Enforcement Staffing 1-4 5-6 7 Enforcement Technology 1-3 4-5 5 Wayfinding 1 2-3 3 6-7 Shared Parking 1-4 5-8 9-10 11 Pedestrian Safety 1 2-3 4-6 Bike Sharing 1-2 3 4 FRED Shuttle 1-2 3-4 5-6 Valet 1 2-4 Parking Garage 1 2 Paso Robles Parking Action Plan, 48 Appendix C: Ordinance Review Adjustments to Existing Ordinances The table below includes the sections of the Paso Robles Municipal Code that have recommended adjustments based on industry b est practices and the recommendations in the PAP. The red text in the ‘current language’ column are areas of concern, the blue text in the ‘suggested ordinance language’ column are the portions that have been adjusted, and the green text in the ‘reference ordinance language’ column are the sections that have been highlighted for consideration and reference. Current Code Reference Current Language Comments Suggested Ordinance Language Reference Ordinance Language Reference Ordinance 12.32.060 - Storing vehicles on street. A. Time Limit. No person who owns or has possession, custody or control of any vehicle, trailer or trailer coach shall park such vehicle, trailer or trailer coach upon any street or alley for more than a consecutive period of forty- eight hours. B. Removal. In the event a vehicle is parked or left standing upon a street or alley in excess of a consecutive period of one hundred twenty hours, any member of the police department authorized by the chief of police may remove said vehicle from the street in the manner and subject to the requirements of Division 11, Chapter 10, Articles 1, 2 and 3 of the vehicle code of the state of California. The City should consider adjusting this to 72-hours to make enforcement easier to manage. A. Time Limit. No person who owns or has possession, custody or control of any vehicle, trailer or trailer coach shall park such vehicle, trailer or trailer coach upon any street or alley for more than a consecutive period of seventy-two hours. B. Removal. In the event a vehicle is parked or left standing upon a street or alley in excess of a consecutive period of one hundred twenty hours, any member of the police department authorized by the chief of police may remove said vehicle from the street in the manner and subject to the requirements of Division 11, Chapter 10, Articles 1, 2 and 3 of the vehicle code of the state of California. E. Seventy-Two (72) Hour Limitation - No person shall park or leave standing, or cause to be parked or left standing any vehicle on any street, parking lot or parking area on the property of the San Diego Unified Port District for seventy-two (72) or more consecutive hours. This Seventy-Two (72) Hour limitation applies to any street, parking lot or parking area within the San Diego Unified Port District's jurisdiction, regardless of any other posted parking designations and/or restrictions. A vehicle must move at least one-tenth (1/10) of one mile in order to park and be afforded a seventy-two (72) hour period. San Diego Port Authority Section No. 8.16 - Parking Restrictions No person who owns or has possession, custody or control of any vehicle shall park such vehicle upon any street or alley for more than a consecutive period of seventy-two hours. City of San Luis Obispo 10.36.050 12.38.050 - Limited time parking. When appropriate signs are in place indicating limited time parking, or parking meters are installed, no vehicle shall be parked for more time than specified on the appropriate signs or meters, between nine a.m. and five p.m ., except Sunday and holidays, on any street or portion of a street as designated from time to time by resolution of the City Council. The City should add a no reparking clause to improve the effectiveness of time limits. The City should consider adjusting the hours of operation and delegating the decision to a City staff member such as the City Manager or Traffic Engineer When appropriate signs are in place indicating limited time parking, or parking meters are installed, no vehicle shall be parked for more time than specified on the appropriate signs or meters. A vehicle will be deemed to have been parked longer than the posted time limit, if it has not been moved at least "out of the block face" or parking lot after the expiration of the maximum time limitation indicated on the posted signage or parking meter. A block face is defined as the block in which the vehicle is parked, bordered by an intersection at each end. A vehicle may not return to the initial block face or parking lot sooner than two hours following the expiration of the initial time period. The City Manager or their designee may set and adjust the posted time limits or period of operation of parking meters between the hours of 7:00am A vehicle will be deemed to have been parked longer than the posted time limit if it has not been moved at least "Out of the Block Face" after the expiration of the maximum time limitation indicated on posted signage or meter ends. A Block Face is defined as the block in which the vehicle is parked, bordered by an intersection at each end. A vehicle may not return to the same block sooner than two hours following the expiration of the initial time period. 11.72.440 City of Seattle Paso Robles Parking Action Plan, 49 Current Code Reference Current Language Comments Suggested Ordinance Language Reference Ordinance Language Reference Ordinance and 10:00pm on any day with the intent of achieving the target utilization rate of 85 percent. E. Seventy-Two (72) Hour Limitation - No person shall park or leave standing, or cause to be parked or left standing any vehicle on any street, parking lot or parking area on the property of the San Diego Unified Port District for seventy-two (72) or more consecutive hours. This Seventy-Two (72) Hour limitation applies to any street, parking lot or parking area within the San Diego Unified Port District's jurisdiction, regardless of any other posted parking designations and/or restrictions. A vehicle must move at least one-tenth (1/10) of one mile in order to park and be afforded a seventy-two (72) hour period. San Diego Port Authority Section No. 8.16 - Parking Restrictions (b) The City Manager may set and adjust the time period of operation of parking meters before 8:00 a.m., but no earlier than 7:00 a.m., and later than 6:00 p.m., but no later than 11:00 p.m., every day except on Sundays and holidays, but in no event for a length of time less than ten hours each day, consistent with achieving the target utilization rate of 85 percent, based upon parking utilization data and community input as set forth in City Council Policy No. 100-18. San Diego Municipal Code: 86.0128 12.38.060 - Citation for violation— Procedures. Any operator or owner of a vehicle to whom a citation has been issued for a parking violation as defined in Chapters 12.32, 12.36 and 12.38 may within forty-eight hours of the time of issuance of said violation, pay to the Police Department as a penalty for and in full satisfaction of such violation the sum of five dollars. The failure of such owner or operator to make such payment within forty-eight hours shall render such owner or operator subject to the penalties While this is good motivation for violators to pay their citations promptly, a $5 rate does to encourage compliance with parking regulations. Instead, an escalation schedule should be adopted. Remove ordinance and create an escalation schedule, including the code number, violation, rate if paid within 48 hours, rate if paid within 21 days, rate if paid after 21 days, and rate if paid after 56 days. (b) For the purpose of regulating the use of streets and traffic thereon and as a deterrent to illegal parking, the following fees are established: [See Table in San Diego Unified Port District - Pot Code Section No. 8.15] San Diego Unified Port District Section 8.15 Paso Robles Parking Action Plan, 50 Current Code Reference Current Language Comments Suggested Ordinance Language Reference Ordinance Language Reference Ordinance hereinafter provided for violations to the provisions to these chapters. 11.31.120 - Monetary penalties. A. A person found to have committed a traffic infraction shall be assessed a monetary penalty. No penalty may exceed $250.00 for each offense unless a higher penalty is specifically provided for in this title or by statute. B. There shall be a penalty of $25.00 for failure to respond to a notice of traffic infraction, to appear at a requested hearing or to pay a monetary penalty imposed pursuant to this chapter. City of Seattle 12.38.070 - Penalties for violations. Any person violating any provisions of this chapter is guilty of a misdemeanor, and upon conviction thereof, shall be punishable by a fine not exceeding five hundred dollars, or by imprisonment in the county jail of San Luis Obispo County for a period not exceeding six months or by both such fine and imprisonment. The City should decriminalize parking citations to make them civil infractions instead of misdemeanors. Failure to perform any act required or the performance of any act prohibited by this chapter is designated as a traffic infraction and may not be classified as a criminal offense. 11.31.010 - Violations as traffic infractions. Except as otherwise provided in Section 11.34.020 or elsewhere in this title, failure to perform any act required or the performance of any act prohibited by this title is designated as a traffic infraction and may not be classified as a criminal offense. City of Seattle Section 11.31 Parking notices Whenever any motor vehicle without an operator is found parked, standing or stopped in violation of this subtitle, the officer finding it may take its registration number and any other information displayed on the vehicle which may identify its user, and shall fix conspicuously to such vehicle a notice of traffic infraction. 11.31.030 - Parking notices. Whenever any motor vehicle without an operator is found parked, standing or stopped in violation of this subtitle, the officer finding it may take its registration number and any other information displayed on the vehicle which may identify its user, and shall fix conspicuously to such vehicle a notice of traffic infraction. (RCW 46.63.030(3)) Notice of traffic infraction—Determination—Response. A notice of traffic infraction represents a determination that an infraction has been committed. The determination will be final unless contested as provided in this chapter. 11.31.040 - Notice of traffic infraction—Determination— Response. A notice of traffic infraction represents a determination that an infraction has been committed. The determination will be final unless contested as provided in this chapter. (RCW 46.63.060) Paso Robles Parking Action Plan, 51 Current Code Reference Current Language Comments Suggested Ordinance Language Reference Ordinance Language Reference Ordinance Any person who receives a notice of traffic infraction shall respond to such notice within twenty-one (21) days of the date of notice. [Include instructions on how to contest a citation] 11.31.050 - Response to notice of traffic infraction— Contesting determination—Hearing—Failure to appear. A. Any person who receives a notice of traffic infraction shall respond to such notice as provided in this section within fifteen (15) days of the date of the notice. B. If the person determined to have committed the infraction does not contest the determination the person shall respond by completing the appropriate portion of the notice of infraction and submitting it, either by mail or in person, to the Municipal Court of Seattle. A check or money order in the amount of the penalty prescribed for the infraction must be submitted with the response. When a response which does not contest the determination is received, an appropriate order shall be entered in the court's records, and a record of the response and order shall be furnished to the Department of Licensing in accordance with RCW 46.20.270. C. If the person determined to have committed the infraction wishes to contest the determination the person shall respond by completing the portion of the notice of infraction requesting a hearing and submitting it, either by mail or in person, to the Municipal Court of Seattle. The court shall notify the person in writing of the time, place, and date of the hearing, and that date shall not be sooner than seven (7) days from the date of the notice, except by agreement. Paso Robles Parking Action Plan, 52 Current Code Reference Current Language Comments Suggested Ordinance Language Reference Ordinance Language Reference Ordinance 12.42.020 - Streets listed. The following portions of streets within the city are hereby established as parking meter zones: (1) North side of Tenth Street from Park Street to Spring Street. (2) South side of Eleventh Street from Park Street to Spring Street. (3) Both sides of Twelfth Street from Railroad Street to the Alley immediately East of Vine Street. (4) Both sides of Thirteenth Street from Railroad Street to Oak Street. (5) Both sides of Fourteenth Street from Pine Street to Spring Street. (6) Both sides of Pine Street from Eleventh Street to Fourteenth Street. (7) West side of Park Street from Tenth Street to Eleventh Street and both sides of Park Street from Twelfth Street to Fifteenth Street. (8) East side of Spring Street from Tenth Street to Eleventh Street and both sides of Spring Street from Twelfth Street to Fifteenth Street. Parking zones should be established at the discretion of a designated City staff member for flexibility. The City Manager or designee shall establish parking meter zones upon streets or portions of streets of the City of Paso Robles, and the City Manager shall cause parking meters to be installed and hall cause parking meter spaces to be designated, as hereinafter provided. The Council, on recommendation of the City Manager, may change or eliminate any of said zones. The Council of the City of San Diego, on the recommendation of the City Manager, shall by ordinance from time to time as traffic conditions require, establish zones to be known as “Parking Meter Zones,” upon such streets or portions of streets of the City of San Diego as are selected for the location of said parking meter zones; and the City Manager shall cause parking meters to be installed and shall cause parking meter spaces to be designated, as hereinafter provided. The Council, on recommendation of the City Manager, may change or eliminate any of said zones. San Diego Municipal Code: 82.04 12.42.050 - Markings—Painting—Parking within. The city engineer shall have lines or markings painted or placed upon the curb or street adjacent to each parking meter designating the parking space for which said meter is to be used, and each vehicle parked adjacent or next to any parking meter shall park within the lines or markings so established. It shall be unlawful to park any vehicle across any such line or marking or to park a vehicle in such a position that the same shall not be entirely within the space designated by such lines or markings. This ordinance should be updated to allow for multi-space meters (pay stations) The city engineer shall have lines or markings painted or placed upon the cur or street for each metered parking space, whether it be a single-space or multi-space metered area. For single-space parking meter zones, each parking meter shall be placed upon the curb immediately adjacent to individual parking spaces. Each single-space parking meter shall be placed or set in such manner as to display whether the parking space adjacent to that meter is legally in use or not. Multi-space parking meters installed in parking meter zones shall be placed upon the curb immediately within the parking meter zone(s) or portions thereof to which they apply. It shall be unlawful to park any vehicle across any such line or marking or to park a vehicle in such a position that the same shall not be entirely within the space designated by such lines or markings. Where the Council of the City of San Diego creates a parking meter zone, the installation and operation of parking meters shall be as follows: (a) Single-space parking meters installed in parking meter zones established as provided in Section 82.04 shall be placed upon the curb immediately adjacent to individual parking spaces. Each single-space parking meter shall be placed or set in such manner as to display whether t he parking space adjacent to that meter is legally in use or not....(b) Multi-space parking meters installed in parking meter zones established as provided in Section 82.04 shall be placed upon the curb immediately within the parking meter zone(s) or portions thereof to which they apply. San Diego Municipal Code: 82.06 Paso Robles Parking Action Plan, 53 Current Code Reference Current Language Comments Suggested Ordinance Language Reference Ordinance Language Reference Ordinance 12.42.060 - Overparking— Exceptions. It shall be unlawful for any person between the hours of nine a.m. and six p.m. of any day to cause, allow, permit, or suffer any vehicle registered in his name or operated or controlled by him to be parked in any parking space upon any street within a parking meter zone adjacent to which a parking meter is established for more than the time indicated by proper signs placed in such parking meter or zone indicating the maximum parking time allowed in such parking space or any time during which the meter is displaying a signal indicating that the space is illegally in use, except during the time necessary to set the said meter to show legal parking, and excepting also during the time from six p.m. to nine a.m., and on Sunday and on legal holidays. This should be adjusted to allow for multi-space meters and a no reparking clause should be added. It shall be unlawful for any person, except outside of the designated parking meter hours and days of operation, to cause, allow, permit, or suffer any vehicle registered in his name or operated or controlled by him to be parked in any parking space upon any street within a parking meter zone for more than the time indicated by proper signs placed in such parking meter zone indicating the maximum parking time allowed in such parking space. A vehicle will be deemed to have been parked longer than the posted time limit, if it has not been moved at least "out of the block face" or parking lot after the expiration of the maximum time limitation indicated on the posted signage or parking meter. A block face is defined as the block in which the vehicle is parked, bordered by an intersection at each end. A vehicle may not return to the initial block face or parking lot sooner than two hours following the expiration of the initial time period. A vehicle will be deemed to have been parked longer than the posted time limit if it has not been moved at least "Out of the Block Face" after the expiration of the maximum time limitation indicated on posted signage or meter ends. A Block Face is defined as the block in which the vehicle is parked, bordered by an intersection at each end. A vehicle may not return to the same block sooner than two hours following the expiration of the initial time period. 11.72.440 City of Seattle 12.42.070 - Coins listed for certain time limits. Parking meters, when installed, shall be so adjusted as either to show legal parking during a period of twelve minutes upon and after the deposit of a United States one cent coin therein, or twenty-four minutes upon and after the deposit of two United States one cent coins therein, or thirty-six minutes upon and after the deposit of three United States one cent coins therein, or forty-eight minutes upon and after the deposit of four United States one cent coins therein, or sixty minutes upon and after the deposit of five United States one cent coins or one United States five cent coin therein, or one hundred twenty minutes in such zones as may be designated by the city engineer upon and after the deposit of ten United States one cent coins or two United States five cent coins therein. Payment of the aforesaid amounts for the aforesaid periods shall be made for parking in the areas set forth above. The City should designate the City Manager or staff member to establish the parking meter rates, within a predefined range. (a) It is the intent of the City Council to establish a target utilization rate of 85 percent for all parking meters within the City of Paso Robles. Utilization rate refers to the amount of time that vehicles occupy a parking meter space during the allowed hours of operation of the parking meter. The establishment of the target utilization rate of 85 percent is based on well-accepted planning studies as well as the example of other municipalities. The City Council finds that the establishment of the target utilization rate of 85 percent is one of the most effective strategies for managing on-street parking and for recovering at least a portion of the estimated reasonable costs associated with parking and traffic control and management impacting the parking of vehicles within parking meter zones. (b) All parking meter rates heretofore established shall be and remain in effect, unless otherwise set or adjusted by the City Manager or City Council as proscribed in this subsection. The City Council establishes a range of hourly parking meter rates from $0.50 to $5.00. The City Manager, or their designee, shall set the rate of the parking meter zones, consistent with achieving the 85 percent target utilization rate, based upon parking utilization data and community input. (a) It is the intent of the City Council to establish a target utilization rate of 85 percent for all parking meters within the City of San Diego. Utilization rate refers to the amount of time that vehicles occupy a parking meter space during the allowed hours of operation of the parking meter. The establishment of the target utilization rate of 85 percent is based on well-accepted planning studies as well as the example of other municipalities. The City Council finds that the establishment of the target utilization rate of 85 percent is one of the most effective strategies for managing on-street parking and for recovering at least a portion of the estimated reasonable costs associated with parking and traffic control and management impacting the parking of vehicles within parking meter zones. (b) All parking meter rates heretofore established shall be and remain in effect, unless otherwise set or adjusted by the City Manager or City Council as proscribed in this subsection. Under the authority of California Vehicle Code section 22508, the City Council establishes a range of hourly parking meter rates from $0.25 to $2.50. The City Manager shall set the rate of a parking meter, consistent with achieving the 85 percent target utilization rate, based upon parking utilization data and community input as set forth in Council Policy No. 100-18; except that, whenever the Council of the City of San Diego, by resolution or ordinance, sets the parking meter rate, the effective rate shall be the rate set by the Council. City of San Diego §86.0123 Parking Meter Rates —Authority Paso Robles Parking Action Plan, 54 Current Code Reference Current Language Comments Suggested Ordinance Language Reference Ordinance Language Reference Ordinance 12.42.080 - Coin deposit required. When any vehicle shall be parked in any space alongside of or next to which a parking meter is located in accordance with the provisions of this chapter the operator of said vehicle upon so parking shall, and it shall be unlawful to fail to, deposit immediately one or more one cent coins or one or more five cent coins of the United States in such parking meter. This language only allows for payment by coin. Multiple payment types should be accepted. When any vehicle is parked in any space alongside of or next to a single-space parking meter which is located in accordance with the provisions of this chapter, or when any vehicle is parked in any space or zone adjacent to which a multi-space parking meter is located in accordance with the provisions of this chapter, the operator of said vehicle shall, upon entering said parking space or zone, immediately cause to be deposited coins in the appropriate denomination, or otherwise immediately purchase time using an approved method of payment, according to the time interval desired within the maximum limit and the posted parking rates. (c) When any vehicle is parked in any space alongside of or next to a single-space parking meter which is located in accordance with the provisions of this chapter, or when any vehicle is parked in any space or zone adjacent to which a multi-space parking meter is located in accordance with the provisions of this chapter, the operator of said vehicle shall, upon entering said parking space or zone, immediately cause to be deposited coins in the appropriate denomination, or otherwise immediately purchase time using an approved method of payment, according to the time interval desired within the maximum limit and the posted parking rates. San Diego Municipal Code: 86.0123 12.42.090 - Substitutes—Slugs. It shall be unlawful to deposit or cause to be deposited in any parking meter, any slug, device or metallic substitute for one cent or five cent coins of the United States. This is too specific to one and five cent coins. It shall be unlawful to deposit or cause to be deposited in any parking meter, any slug, device or metallic substitute for lawful payment. No person shall deposit or cause to be deposited in any parking meter any slugs, device, metal substance, or other substitute for lawful payment. Santa Monica Municipal Code: 3.16.280 12.42.110 - Citation for violation— Procedure. It shall be the duty of each police officer to take the number of any meter at which any vehicle is over-parked, as provided in this chapter; the state vehicle license of such vehicle; the time and date of such over-parking, and the make of such vehicle; and issue, in writing and attach to such vehicle a citation for illegal parking in the same form and subject to the same procedure provided for by the laws of the state of California applicable to the traffic violations within this city. Any operator or owner of a vehicle to whom a citation has been issued may, within forty-eight hours of the time of the issuance of said citation, pay to the police judge of the city court of this city as a penalty for and in full satisfaction of such violation the sum of one dollar. The failure of such owner or operator to make such payment within forty-eight hours shall render such owner or operator subject to the penalties hereinafter provided for violation of the provisions of this chapter. While this is good motivation for violators to pay their citations promptly, a $5 rate does to encourage compliance with parking regulations. Instead, an escalation schedule should be adopted. Remove ordinance and create an escalation schedule, including the code number, violation, rate if paid within 48 hours, rate if paid within 21 days, rate if paid after 21 days, and rate if paid after 56 days. (b) For the purpose of regulating the use of streets and traffic thereon and as a deterrent to illegal parking, the following fees are established: [See Table in San Diego Unified Port District - Pot Code Section No. 8.15] San Diego Unified Port District Section 8.15 Paso Robles Parking Action Plan, 55 Current Code Reference Current Language Comments Suggested Ordinance Language Reference Ordinance Language Reference Ordinance 11.31.120 - Monetary penalties. A. A person found to have committed a traffic infraction shall be assessed a monetary penalty. No penalty may exceed $250.00 for each offense unless a higher penalty is specifically provided for in this title or by statute. B. There shall be a penalty of $25.00 for failure to respond to a notice of traffic infraction, to appear at a requested hearing or to pay a monetary penalty imposed pursuant to this chapter. City of Seattle Additional Reference Ordinances In addition to the suggested ordinance adjustments outlined above, the City will need to introduce a number of new ordinances to prepare for the recommendations throughout the PAP. This list of ordinances is meant to be a reference for the City to ensure that all of the necessary ordinances are in place should the City choose to implement any or all of the recommendations. This list has been compiled based on industry best practices. PAID PARKING ORDINANCES Parking Meter Rates – Authority Source Ordinance Text Comments San Diego Municipal Code: 86.0123 (a) It is the intent of the City Council to establish a target utilization rate of 85 percent for all parking meters within t he City of San Diego. Utilization rate refers to the amount of time that vehicles occupy a parking meter space during the allowed hours of operation of the parking meter. The establishment of the target utilization rate of 85 percent is based on well-accepted planning studies as well as the example of other municipalities. The City Council finds that the establishment of the target utilization rate of 85 percent is one of the most effective strategies for managing on-street parking and for recovering at least a portion of the estimated reasonable costs associated with parking and traffic control and management impacting the parking of vehicles within parking meter zones. (b) All parking meter rates heretofore established shall be and remain in effect, unless otherwise set or adj usted by the City Manager or City Council as proscribed in this subsection. Under the authority of California Vehicle Code section 22508, the City Council establishes a range of hourly parking meter rates from $0.25 to $2.50. The City Manager shall set the rate of a parking meter, consistent with achieving the 85 percent target utilization rate, based upon parking utilization data and community input as set forth in Council Policy No. 100-18; except that, whenever the Council of the City of San Diego, by resolution or ordinance, sets the parking meter rate, the effective rate shall be the rate set by the Council. The City should consider setting the same target utilization rate as outlined in San Diego’s code. Paso Robles should designate a City employee or board/ commission with the authority to adjust parking meter rates. Santa Monica Municipal Code: 3.16.170 (2) At least annually and not more frequently than quarterly, the City shall survey the average occupancy for each parking meter zone or area in the City that has parking meters. Based on the survey results, the City may adjust the parking rates up or down in twenty-five cent intervals to seek to achieve the target occupancy rate. The base parking meter rate, and any adjustments to that rate made pursuant to this Chapter, shall become effective upon the programming of the parking meter for that rate. A current schedule of parking meter rates shall be available at the City Clerk’s office A parking study can be conducted to determine any necessary adjustments to meet target utilization goals. A limit to the rate of change will ensure an incremental approach. Use of Meters San Diego Municipal Code: 86.0123 (c) When any vehicle is parked in any space alongside of or next to a single-space parking meter which is located in accordance with the provisions of this chapter, or when any vehicle is parked in any space or zone adjacent to which a multi-space parking meter is located in accordance with the provisions of this chapter, the operator of said vehicle shall, upon entering said parking space or zone, immediately cause to be deposited coins in the appropriate denomination, or otherwise immediately purchase time using an approved method of payment, according to the time interval desired within the maximum limit and the posted parking rates. Santa Monica Municipal Code: 3.16.120 (b) Subsection (a) of this Section shall not require an operator of a vehicle to deposit payment in a parking meter when: (1) The parking meter indicates an unexpired portion remains of the period for which payment had been previously made; or (2) An officer of the Fire or Police Department has determined a period of emergency exists; or Paso Robles Parking Action Plan, 56 (3) In compliance with the directions of a police officer or traffic control sign or signal; or (4) A posted sign at the parking space indicates words similar to “Except Sunday” or “Except Sundays and Holidays” and the day is a Sunday or a holiday. The City could outline exceptions, but it is important to have the flexibility to change operating days Parking Meters – Parking Regulated San Diego Municipal Code: 86.0124 (a) The City Manager is instructed to have lines or markings painted or placed upon the curb or upon the street adjacent to each single-space parking meter for the purpose of designating the parking space for which said meter is to be used, and each vehicle parking alongside of or next to any single-space parking meter shall park within the lines or markings so established, and the City Manager is instructed to have lines or markings painted or placed upon the curb or upon the street in any parking meter zone that is controlled by a multi-space parking meter that does not produce a receipt to be used by the parking user as proof of valid parking as described in section 86.0126. (b) No person shall park any vehicle across any line or marking or park said vehicle in such position that the same shall not be entirely within the area so designated by such lines or markings. (c) When a parking space in any parking meter zone is parallel to the adjacent curb or sidewalk, any vehicle parked in such parking space shall be parked so that the foremost part of such vehicle shall be alongside of and nearest the single-space parking meter except where the single-space parking meter is mounted to the rear of the parking space, in which case, any vehicle parked in such parking space shall be parked so that the rearmost part of such vehicle shall be alongside of and nearest the single-space parking meter. (d) When a parking space in any parking meter zone is diagonal to the curb or sidewalk, any vehicle parked in such parking space shall be parked with the foremost part of such vehicle directly at and nearest to such single-space meter except where the single-space parking meter is mounted to the rear of the parking space, in which case, any vehicle parked in such parking space shall be parked so that the rearmost part of such vehicle shall be directly at and nearest to such single-space parking meter. Space markings are important to ensure that metered spaces are not utilized improperly Parking Meter Zones – Established San Diego Municipal Code: 86.0125 (a) All parking meter zones heretofore established shall be and remain in effect, unless revised or adjusted in accordance with section 82.04. (b) When parking meter zones are hereafter established or when it is determined by the City Council that there is a need for reconsideration and revision of the existing parking meter zones, the City Manager shall conduct a study of the area involved . (c) The City Manager’s study shall be directed toward an analysis of the efficiency, safety and regulation of the traffic upon the public streets. The City Manager shall recommend areas in which new parking meter zones shall be established and recommend changes in existing parking meter zones. The City Manager’s recommendation shall be based upon the following considerations: (1) Character of the neighborhood; (2) Density of metering; (3) Amount and type of off-street parking; (4) Relative vehicle turnover; (5) Such other information as the Council may require or the Manager may deem appropriate. The regulation of traffic by parking meters and the use of any approved method of payment in such meters shall become effective upon the installation of appropriate parking Parking Meter – Extra Time Prohibited San Diego Municipal Code: 86.0127 (a) No person shall permit a vehicle to remain parked beyond the period of legal parking time established for any parking met er zone. (b) No person shall purchase time from any parking meter using any method of payment for the purpose of increasing or extending the parking time of any vehicle beyond the legal parking time which has been established for the parking space or zone adjacent to which said parking meter is placed. (c) Notwithstanding the foregoing, car share vehicles that are operated as part of a fleet owned and operated by a City-approved car share vendor that was selected through a competitive process to participate in a City car share program are exempt from this Section (c) may be disregarded; car sharing is not recommended for Paso Robles at this time. Paso Robles Parking Action Plan, 57 section, except when the meter, receipt, card, or electronic device is located in a parking meter zone with a time limit of less than 2 hours. Parking Meter – Time of Operation San Diego Municipal Code: 86.0128 (a) Parking meters shall be operated in parking meter zones every day between the hours of 8:00 a.m. and 6:00 p.m., except Sundays and holidays, unless otherwise determined by the City Manager as set forth in section 86.16 (b) or (c); provided, however, that whenever the Council of the City of San Diego specifies by resolution or ordinance the time period of operation of parking meters, the parking meters shall operate during the times set by the City Council. (b) The City Manager may set and adjust the time period of operation of parking meters before 8:00 a.m., but no earlier than 7:00 a.m., and later than 6:00 p.m., but no later than 11:00 p.m., every day except on Sundays and holidays, but in no event for a length of time less than ten hours each day, consistent with achieving the target utilization rate of 85 percent, based upon parking utilization data and community input as set forth in City Council Policy No. 100-18. (c) The City Manager may set and adjust the time period of operation of said parking meters for any length of time between the hours of 7:00 a.m. and 11:00 p.m. on Sundays and holidays, consistent with achieving the target utilization rate of 85 percent, based upon parking utilization data and community input as set forth in City Council Policy 100-18. Parking Meter – Tampering With San Diego Municipal Code: 86.0129 It shall be unlawful for and a violation of the provisions of this Chapter for any unauthorized person to deface, injure, tamper with, open or willfully break, destroy or impair the usefulness of any parking meters installed under the provisions of this Chapter. Parking Beyond Meter Space Santa Monica Municipal Code: 3.16.260 No owner or operator shall allow any portion of his or her vehicle to be parked across any line or marking designating a metered parking space. Slugs Santa Monica Municipal Code: 3.16.280 No person shall deposit or cause to be deposited in any parking meter any slugs, device, metal substance, or other substitute for lawful payment. Proper display of proof of payment receipt Seattle Municipal Code: 11.76.005 and 15 It is unlawful to park or permit to be parked any vehicle in a space controlled by a "pay and display" parking pay station without properly displaying a receipt issued from a pay station controlling the space in the manner as described in this section, unless valid payment has been made by mobile device (d) It is unlawful to park or permit to be parked any vehicle in a space controlled by a parking pay station without payment properly recorded as described by the instructions posted on the parking payment device. “as described by the instructions posted on the parking payment device” allows for any configuration, including pay by plate. Parking Meter Zones – Authority San Diego Municipal Code: 82.04 The Council of the City of San Diego, on the recommendation of the City Manager, shall by ordinance from time to time as traffic conditions require, establish zones to be known as “Parking Meter Zones,” upon such streets or portions of streets of the City of San Diego as are selected for the location of said parking meter zones; and the City Manager shall cause parking meters to be installed and shall cause parking meter spaces to be designated, as hereinafter provided. The Council, on recommendation of the City Manager, may change or eliminate any of said zones. Parking Meters – Installation San Diego Municipal Code: 82.05 The City Manager is hereby authorized to install or place parking meters in such parking meter zones provided for herein, or to be provided hereafter; and the City Manager is hereby directed to maintain said meters in good workable condition. Parking Meters – Installation and Operation San Diego Municipal Code: 82.06 Where the Council of the City of San Diego creates a parking meter zone, the installation and operation of parking meters sha ll be as follows: (a) Single-space parking meters installed in parking meter zones established as provided in Section 82.04 shall be placed upon the curb immediately adjacent to individual parking spaces. Each single-space parking meter shall be placed or set in such manner as to display whether the parking space adjacent to that meter is legally in use or not. Upon the deposit of coins or the purchase of time using an approved method of payment, each single-space parking meter shall be set to display a sign indicating Paso Robles Parking Action Plan, 58 legal parking and shall continue to operate for that period of time not exceeding the limit of parking time which has been established for that area or zone. Upon the expiration of legal parking time, each single-space parking meter shall indicate by proper signal that the lawful parking period has expired. (b) Multi-space parking meters installed in parking meter zones established as provided in Section 82.04 shall be placed upon the curb immediately within the parking meter zone(s) or portions thereof to which they apply. (c) Upon the purchase of time using an approved method of payment, a multi space parking meter shall either produce a receipt to be used by the parking user as proof of valid parking as described in section 86.14, or electronically record the expiration of the time purchased for an individual parking space entered by the parking user, which may be checked for enforcement or other purposes. A receipt produced by a multi-space parking meter shall be displayed by the parking user in a fully visible and conspicuous location as instructed on the receipt, in order to be valid or otherwise considered effective. A vehicle is lawfully parked in a parking meter zone if: (1) the vehicle displays a receipt which is legible to an enforcement officer, evidencing purchase of parking meter time at the posted parking rate and within the maximum time limit at the multi-space parking meter located immediately adjacent to the parking meter zone where the vehicle is parked. The receipt, shall indicate the expiration of parking time, which shall be the equivalent of an expiration time indicated by the parking meter; or (2) the vehicle is parked in a designated parking space which has a multi space parking meter that does not produce a receipt for display, but which indicates a valid parking time. Paso Robles should allow for the use of mobile payment Electric Vehicle Charging Stations, Definitions City of San Leandro 6-2-500 The definitions given in this section govern the construction of this Article: (a) An “Electric Vehicle (EV)” shall be defined as any motor vehicle registered to operate on California public roadways and operates either partially or exclusively on electrical energy from the grid, or an off -board source, that is stored on-board for motive purpose. Electric vehicle includes: (1) a battery electric vehicle (BEV); (2) a plug-in hybrid electric vehicle (PHEV); (3) a neighborhood electric vehicle (NEV); (4) an electric motorcycle. (b) “Charging” shall mean an electric vehicle parked at an electric vehicle charging station that is electrically connected to the charging station equipment. (c) “Electric Vehicle Charging Station (EVCS)” shall mean a public parking space that is served by battery charging station equipment that has as its primary purpose the transfer of electric energy (by conductive or inductive means) to a battery or other energy storage device in a plug-in electric vehicle. Parking at Public Electric Vehicle Charging Stations City of San Leandro 6-2-505 Each electric vehicle parking stall will be clearly marked with signage. When so marked, it is unlawful to park in a designated electric vehicle charging station parking stall unless the vehicle is actively charging. Paso Robles should require active charging only for use of the public EV charging stations Fees City of San Leandro 6-2-510 Fees will be charged for electric vehicle charging in conformance with the latest adopted Title 6, Chapter 4, Section 6.4.100 of the San Leandro Administrative Code. In order to encourage and facilitate maximum usage of the charging station, fees will be charged in two (2) tiers. The first four (4) hours of charging will be at the initial rate, and shall be the first tier; any hour or portion of an hour beyond four (4) hours will be charged at the rate specified in the City user fees and service charges, and shall be the second tier. ENFORCEMENT Enforcement of all parking regulations by Parking Meter Division City of Monterey Municipal Code: Sec. 20-18 All persons duly assigned by the City Manager to the Parking Meter Division, either as permanent or temporary personnel of such division, are hereby empowered and directed to enforce all laws of the state and the City regulating the parking of motor vehicles. Such regulations include but are not limited to time limits, meter violations, loading zones, no stopping zones, passenger zones, permit parking zones and double parking. Such persons shall have the same authority as peace officers in the enforcement of such regulations including the authority to issue citations, or notices to appear and to execute complaints for violations thereof. COLLECTIONS Accounting for Money San Diego Municipal Code: 82.09 (a) The City Manager is authorized, to designate a person or persons to make regular collections of the money deposited in said parking meters. The person or persons so designated shall collect and deliver to the Treasurer of the City of San Diego all Paso Robles Parking Action Plan, 59 money deposited in the parking meters; the Treasurer shall keep accurate account of all the parking meter money so delivered to him and any parking meter funds generated through other methods of payment. (b) Money deposited in the parking meters and any parking meter funds generated through other methods of payment may be expended to meet the costs and expenditures involved in the inspection, repair, regulation, installation, operation, control and use of the parking spaces and parking meters described herein, and the costs involved in the regulation, management, and control of the parking of vehicles and the control of traffic, which may affect or be affected by the parking of vehicles in the parking meter zones created hereby, including the purchase, replacement, installation, repair, servicing and operation of mechanical or electrical traffic signals for the direction of said traffic or said parking, and the cost of painting streets, curbs and sidewalks with appropriate markings, lines and signs, and the purchase, construction, erection, repair and replacement of street and curb signs for the direction of said traffic or said parking, and for the cost of patrolling said parking meter zones and enforcing therein all traffic laws and regulations concerning the parking of vehicles and the movement of traffic which may affect or be affected by such parking of vehicles, or for any of said purposes. It is recommended the City establish Parking Benefit Districts. Examples can be found below. PARKING BENEFIT DISTRICT EXAMPLE #1: CITY OF VENTURA, CA Establishment of district and of district boundaries Ventura Municipal Code: Sec. 4.400.010 A Downtown Parking District is hereby established. The boundaries of the district shall be the same as the Downtown Specific Plan Boundary as approved by the City Council in March 2007, as it may be amended from time to time. District boundaries will determine the allocation of revenue. Purpose Ventura Municipal Code: Sec. 4.400.020 The Downtown Parking District is established to manage public parking supply and demand within the district boundaries as well as improve transportation and parking related facilities and programs. Typically, Parking Benefit Districts are meant to improve parking and transportation related programs and facilities within the boundaries. Use of revenue Ventura Municipal Code: Sec. 4.400.030 All revenues collected from parking pay stations, meters, leases, and permits, in the Downtown Parking District shall be plac ed in a special fund, which fund shall be used exclusively for activities benefiting the parking district. The speci fic authorized use of revenues shall be as follows: (1) For purchasing, leasing, installing, repairing, maintaining, operating, removing, regulating and policing of pay stations and/or parking meters in the parking district and for the payment of any and a ll expenses relating thereto. (2) For purchasing, leasing, acquiring, improving, operating and maintaining on - or off-street parking facilities. (3) For installation and maintenance of alternative mode programs, landscaping, pedestrian linkages, sidewalk c leaning, street furniture, way finding systems, and traffic -control devices and signals. (4) For the painting and marking of streets and curbs required for the direction of traffic and parking of motor vehicles. (5) For proper security within the district. (6) For the proper regulation, control, enforcement and inspection of parking and traffic upon the public streets and off -street parking facilities. (7) To be pledged as security for the payment of principal of and interest on financing mechanisms used by the city to meet any of the purposes authorized by this section. (8) For transportation and parking planning, marketing and education programs related to the Downtown Parking District. (9) For construction and maintenance of public restrooms that enhance parking facilities. (10) Revenues from residential parking permits may, in addition to the foregoing, be used for sidewalk, landscaping and other transportation, pedestrian or bicycle enhancements on streets where the residential permit parking is provided . The City should establish a special parking fund. EXAMPLE #2: CITY OF HOUSTON, TX Paso Robles Parking Action Plan, 60 Designation of district; time limit, continuation, modification or termination of district Houston Municipal Code Sec. 26-711 (a) City council hereby designates the Washington Avenue Corridor as a parking benefit district for a period ending on the 180th day following the first anniversary of the effective date of its designation (December 12, 2012), provided that the par king benefit district shall cont inue after the expiration of this period unless city council takes action to terminate the district. (b)As soon as practicable after the time period provided in subsection (a) of this section: (1) The director shall report to city council on the effectiven ess of the parking benefit district and provide his recommendations for continuation, modification or termination of the district; and (2) The Washington Avenue Corridor Advisory Committee created in division 4 of this article may make recommendations to the mayor and city council regarding modifications to the parking benefit district. (c) Upon recommendation from the traffic engineer, city council may modify or terminate the parking benefit district prior to or after the time period provided in subsection (a) of this section if the traffic engineer determines that termination or modification is necessary for public safety or mobility purposes. Disposition of revenue Houston Municipal Code Sec. 26-714 (a) All fees and revenues generated from the use of parking meters in a parking benefit district and the issuance of permits under this article shall be allocated to the parking benefit district. All fees and revenues generated from the issuance of p arking citations in a parking benefit district shall be allocated to the parking management special revenue fund. (b) All the total combined fees and revenue of a parking benefit district and the parking management special revenue fund shall be first expended to defray the total administ rative costs, signage, enforcement, debt service, and the installation, operation and maintenance of parking meters placed in service in a parking benefit district on or after the effective date of designation of the parking benefit district. The total adm inistrative costs shall be shared and paid by a parking benefit district and from the parking management special revenue fund in proportion to the total combined fees and revenue generated by or deposited into each respectively for the previous year. (c) Sixty percent of fees and revenues in excess of the total administrative costs shall be applied to the projects recommended by the advisory committee. The remaining funds shall be deposited in the parking management special revenue fund. (d) The threshold amount of net revenue (the remaining total combined fees and revenue of a parking benefit district and the parking management special revenue fund after the total administrative costs are paid) that must be generated before a project may be initiated is $100,000. (e) Fees and revenue generated from a parking benefit district may be used in conjunction with other public funds or public - private partnership funds available for projects to benefit the district. (f) In the event that a parking benefit district is terminated, any fees and revenues generated from the use of parking meters in the parking benefit district that have not been expended shall be transferred to the parking management special revenue fund. The City may want to consider establishing an advisory committee to determine the use of a portion of revenue. TIME LIMITS Limited Parking San Diego Municipal Code: 86.0106 The City Manager is authorized to determine the parking time limit on any designated street or portion thereof. Such limitations shall be effective when appropriate signs giving notice thereof are erected upon such street. Rather than listing each location, the City should consider simplifying the code with general language, similar to that found in San Diego’s municipal code. Posted signage can indicate the parking requirements. San Diego Municipal Code: 86.0108 The City Manager is hereby authorized to determine the location of Loading Zones, Passenger Loading Zones, Bus Loading Zones, Taxi Zones, prohibited Standing or Parking Zones, Time-Limited Parking Zones of 30 Minutes or Less, Time-Limited Parking Zones for Ballpark Event Residential Permit Parking Districts, Safety Zones, Disabled Persons Parking Zones, Alley Paso Robles Parking Action Plan, 61 Parking Zones, Consular Parking Zones, Street Sweeping Zones, Pedicab Resting Zones, Pedicab Parking Zones, Electric Vehicle Charging Station Zones, and Car Share Parking Zones. Such zones shall be effective when appropriate signs or curb markings giving notice thereof are erected upon such zones. Parking in excess of 72-hours prohibited San Diego Municipal Code: 86.0118 No person shall park or cause to be parked or allow to remain standing any vehicle upon any street or highway in excess of seventy–two (72) consecutive hours. RESIDENTIAL PERMIT PARKING Legislative purpose San Diego Municipal Code: 86.2001 This Division is enacted in response to the serious adverse effects caused certain areas and neighborhoods of the City of San Diego by motor vehicle congestion, particularly the parking of motor vehicles on the streets of such areas and neighborhoods by non–residents thereof. As set forth in more specific detail in Section 86.2002 of this Division, such long–term parking by non– residents threatens the health, safety and welfare of all the residents of the City of San Diego. In order to protect and promote the integrity of these areas and neighborhoods, it is necessary to enact parking regulations restricting unlimited parking by non– residents therein, while providing the opportunity for residents to park near their homes. Uniform parking regulations restricting residents and non–residents alike would not serve the public interest. Rather such regulation would contribute to neighborhood decline while ignoring the public transit alternatives to automobile travel available to non– residents. For the reasons set forth in this Division, a system of preferential resident parking is enacted hereby for the City of San Diego. The City should consider proactively enacting a residential permit parking program. The goal is to make the neighborhoods “permit ready” prior to the implementation of paid parking. Legislative findings San Diego Municipal Code: 86.2002 (a) General Finding. The City Council finds as a result of public testimony, evidence generated by both professional planning studies and derived from other sources, that the continued vitality of the City of San Diego depends on the preservation of safe, healthy and attractive neighborhoods and other residential areas therein. The Council further finds that the flight of residents and property owners from major metropolitan cities can be traced in part to the deterioration of such cities as attractive and comfortable places in which to reside. The Council further finds that one factor that has contributed to this deterioration is the excessive and burdensome practice of non– residents of certain areas and neighborhoods parking their motor vehicles for extended periods of time therein. Since there is in certain areas of the city at any one time a large surplus of motor vehicles over available on and off–street parking spaces, this condition detracts from a healthy and complete environment. A system of preferential resident parking will serve to reduce a number of strains on residents of the city and thus promote the general public welfare. (b) Specific Findings. The following specific legislative findings of the City Council in support of preferential resident parking are set forth as illustrations of the need compelling the enactment of this Division. They are intended as illustrations only and do not exhaust the subject of the factual basis supporting its adoption: (1) The safety, health and welfare of the residents of the city can be greatly enhanced by maintenance of the attractiveness and livability of its neighborhoods and other residential areas; (2) It is a fact of modern living in the city that a large number of San Diego residents possess automobiles and as a result are daily faced with the need to store these automobiles in or near their residences; (3) Certain neighborhoods and areas of the city do not have sufficient on or off–street space to accommodate the convenient parking of motor vehicles by residents thereof in the vicinity of their homes; (4) Such areas as described in (3) above are often further burdened by influxes of motor vehicles owned by non–residents which compete for the inadequate available on–street parking spaces; (5) There further exist certain parking “attractors” within the City of San Diego, i.e. hospital, university, and industrial complexes, military bases, beaches, and locations convenient for commuter parking, which further aggravate resident parking problems; (6) Unnecessary vehicle miles, noise, pollution, and strains on inter– personal relationships caused by the conditions set forth herein work unacceptable hardships on residents of these neighborhoods and other residential areas by causing the deterioration of air quality, safety, tranquility, aesthetics and other values available in a residential environment; (7) If allowed to continue unchecked, these adverse effects on the residents of the city will contribute to a further decline of the living conditions therein, a reduction in the attractiveness of residing within said city and consequent injury to the genera l public welfare; Implementing a residential parking program will help Paso Robles maintain urban neighborhoods as attractive and comfortable places to reside. Paso Robles Parking Action Plan, 62 (8) A system of preferential residential parking as enacted in this Division will serve to promote the safety, health and welfare of all the residents of the city by reducing unnecessary personal motor vehicle travel, noise and pollution, and by promoting improvements in air quality, the convenience and attractiveness of urban residential living, and the increased use of public mass transit facilities available now and in the future. The public welfare will also be served by ensuring a more stable and valuable property tax base in order to generate the revenues necessary to provide essential public services. Designation of residential permit parking areas San Diego Municipal Code: 86.2004 The City Council shall upon recommendation of the City Manager, consider for designation as residential permit parking areas those residential areas meeting and satisfying the objective criteria therefor established in this Division. It may in its di scretion then designate by resolution certain residential areas as residential permit parking areas in which resident motor vehicles displaying a valid parking permit may stand or be parked without limitation by parking time or parking area restrictions established by this Division. Said resolution shall also state the applicable parking regulation and period of the day for its application, and the fee to be charged upon permit issuance. Paso Robles should prepare urban neighborhoods for permit parking. Designation criteria San Diego Municipal Code: 86.2005 (a) A residential area shall be deemed eligible for consideration as a residential permit parking area if based on surveys an d studies prepared at the direction of the City Manager or his designee, objective criteria establish that the residential area is impacted by commuter vehicles for any extended period during the day or night, on weekends, or during holidays. (b) In determining whether a residential area identified as eligible for residential permit parking may be designated as a residential permit parking area, the City Manager and the City Council shall take into account factors which include but are not limited to the following: (1) The extent of the desire and need of the residents for residential permit parking and their willingness to bear the administrative costs in connection therewith; (2) The extent to which legal on–street parking spaces are occupied by motor vehicles during the period proposed for parking restriction; (3) The extent to which vehicles parking in the area during the period proposed for parking restriction are commuter vehicles rather than resident vehicles; and (4) The extent to which motor vehicles registered to persons residing in the residential area cannot be accommodated by the number of available off–street parking spaces. Designation process San Diego Municipal Code: 86.2006 (a) Upon receipt of a verified petition by residents of a least 50% of the living units in the area proposed for designation, the City Manager or his designee shall undertake or cause to be undertaken such surveys or studies as are deemed necessary to determine whether a residential area is eligible for residential permit parking. Such surveys or studies shall be completed within 90 days of receipt of a petition calling for such surveys or studies to be undertaken, unless otherwise provided by the City Council. (b) Within thirty days of the completion of surveys and studies to determine whether designation criteria are met, the City Manager or his designee shall notice as herein provided a public hearing or hearings in or as close to the neighborhood as possible on the subject of the eligibility of the residential area under consideration for residential permit parking. Said hearing or hearings shall also be conducted for the purpose of ascertaining boundaries for the proposed residential permit parking area as well as the appropriate area prohibition or time limitation on parking and the period of the day for its application. The City Clerk shall cause notice of such hearing or hearings to be published twice in a newspaper of general circulation printed and published in this city. The first publication shall be not less than ten days prior to the date of such hearing. The City Manager or his designee shall direct the Superintendent of Streets to, and such Superintendent shall cause notice of such hearing to be conspicuously posted in the proposed residential permit parking area. The notice shall clearly state the purpose of the hearing, the location and boundaries tentatively considered for the proposed residential permit parking area and, if applicable, the permit fee to be charged therefor. During such hearing or hearings, any It is recommended that the City implement a petitioning process for residents that reside in the permit-ready neighborhoods. Paso Robles Parking Action Plan, 63 interested person shall be entitled to appear and be heard, subject to appropriate rules of order adopted by the City Manager or his designee. Recommendation of the City Manager San Diego Municipal Code: 86.2007 (a) Within sixty days of the completion of the hearing or hearings conducted with regard to a particular residential area, the City manager shall recommend by written report to the City Council, based on the record of such hearing or hearings and the surve ys and studies performed, whether to designate the residential area under consideration as a residential permit parking area. (b) In the report of the City Manager, he shall set forth the evidence generated as a result of surveys and studies performed, significant subjects and concerns raised at the public hearing or hearings conducted, the findings relative to those designation criteria listed in Section 86.2005 deemed applicable to the residential area and conclusions as to whether the findings justify preferential residential parking for that particular area, the proposed boundaries of the residential permit parking area, any proposed area prohibition or time limitation and period of day for its application. (c) The designation process and designation criteria set forth in this Division shall also be utilized by the City Manager and the City Council in determining whether to remove designation as a residential permit parking area from a particular residential area. Issuance of Permits San Diego Municipal Code: 86.2008 (a) The City Manager is hereby authorized and directed to issue, upon written application therefor, a parking permit. Each such permit shall be designated by the City Manager or designee to state or reflect thereon the particular residential permit parking area as well as the license number of the motor vehicle for which it is issued. No more than one parking permit shall be issued to each motor vehicle for which application is made. The City Manager is authorized to issue such rules and regulations, not inconsistent with this Division, governing the manner in which persons shall qualify for parking permits. (b) Parking permits may be issued for motor vehicles only upon application of the following persons: (1) A legal resident of the residential permit parking area who has a motor vehicle registered in his name, or who has a motor vehicle for his exclusive use and under his control; (2) A person who owns or leases commercial property and actively engages in business activity within a residential permit parking area. However, no more than one parking permit may be issued for each business establishment for a motor vehicle registered to or under the control of such a person. (c) Proof of residency or ownership shall be demonstrated in a manner determined by the City Manager. (d) The City Council may, by resolution, limit the number of permits issued to any resident or dwelling unit if such limitation would further the goals of the residential permit parking program. (e) Proof of motor vehicle ownership or vehicle use and control shall be demonstrated in a manner determined by the City Manager. (f) Temporary residential parking permits may be issued for vehicles which are: (1) owned, rented or under the operational control of any person who owns or leases property in the residential permit area; or (2) used in providing services to persons or property in the residential permit area. Temporary residential parking permits may also be issued to vehicles owned by temporary visitors who are residing in the residential permit parking area. Such temporar y residential parking permits shall have all of the rights and privileges of a regular permit. A temporary parking permit shall be valid for no more than fourteen (14) days from the date of issuance. No resident of a residential permit parking area shall be issued more than two temporary parking permits at any one time. A temporary residential parking permit issued to a vehicle providing services or to vehicles owned by temporary visitors shall be considered to be a temporary permit issued to the resident of the property where the services are provided or the temporary visitors are residing. (g) A visitor parking permit is a permit which is not affixed or assigned to an identified vehicle and which may be used on r esident or nonresident vehicles as the user may need. The City Council may, by resolution, authorize the issuance of visitor parking License plate numbers should be used as the unique identifier for each permit. It is important to require proof of residency or ownership to prevent fraud. In most cases, the number of permits will need to be limited. Paso Robles Parking Action Plan, 64 permits in any residential permit parking area. When authorized, visitor parking permits may be issued under the following conditions: (1) The permit is issued to a person who qualifies under Section 86.2008(b). (2) The applicant for a visitor parking permit has not reached the limits, if any, set by the Council pursuant to Section 86.2008(d). (3) Only one visitor parking permit shall be issued to any resident or dwelling unit within the permit parking area. (4) Such other conditions and restrictions that the City Council by resolution imposes or that the City Manager deems appropriate. Posting of Residential Permit Parking Area San Diego Municipal Code: 86.2009 Upon the adoption by the City Council of a resolution designating a residential permit parking area, the City Manager pursuan t to Section 82.01 of this Code shall cause appropriate signs to be erected in the area indicating prominently thereon the area prohibition or time limitation, period of the day for its application, and conditions under which permit parking shall be exempt therefrom. Display of Permits San Diego Municipal Code: 86.2010 Permits shall be displayed in a manner determined by the Chief of Police. Permit Parking Exceptions San Diego Municipal Code: 86.2011 A resident motor vehicle or transient motor vehicle on which is displayed a valid parking permit as provided for herein shall be permitted to stand or be parked in the residential permit parking area for which the permit has been issued without being lim ited by time restrictions or area prohibitions established pursuant to this Division. Said resident motor vehicle or transient mot or vehicle shall not be exempt from parking restrictions or prohibitions established pursuant to authority other than this Division. All other motor vehicles other than vehicles specified in Section 81.06 of this Code and vehicles where the operator or the passenger being transported by said vehicle is physically disabled and the vehicle displays a license issued under the provisions of Section 9105 or Section 22511.5 of the California Vehicle Code, parked within a residential permit parking area shall be subject to the time restrictions or area prohibitions adopted as provided in this Division as well as the penalties provided for herein. Application for and Duration of Permit San Diego Municipal Code: 86.2012 Each parking permit issued by the City Manager or designee shall be valid for not more than one year from date of issuance. Permits shall expire on the last day of the anniversary month of the formation of the area for which it was issued. Permits may be renewed during the anniversary month of the area in such manner as may be required by the City Manager. Each application or reapplication for a parking permit shall contain information sufficient to identify the applicant, his residence address or address of real property owned or leased within a residential permit parking area, and the license number of the motor vehicle for which application is made, and such other information that may be deemed relevant by the City Manager. Permit Fees San Diego Municipal Code: 86.2013 (a) The fees for a residential permit parking shall be set by the Council based upon the recommendation of the City Manager. The City Manager shall from time to time recommend such fees to the Council that reflect an amount to equal but not to exceed the cost of the administration of the program. (b) A copy of the fee schedule shall be filed in the rate book of fees on file in the office of the City Clerk. Penalty Provisions San Diego Municipal Code: 86.2014 (a) It shall be unlawful and a violation of this Division unless expressly provided to the contrary herein, for any person to stand or park a motor vehicle for a period exceeding the time limitation or in violation of the area prohibition established pursuant hereto. Said violation shall be an infraction punishable in accordance with the provisions of Section 12.0201 of this Code. Paso Robles Parking Action Plan, 65 (b) It shall be unlawful and a violation of this Division for a person to falsely represent himself as eligible for a parking permit or to furnish false information in an application therefor. (c) It shall be unlawful and a violation of this Division for a person holding a valid parking permit issued pursuant hereto to permit the use or display of such permit on a motor vehicle other than that for which the permit is issued. Such conduct shall constitute an unlawful act and violation of this Division both by the person holding the valid parking permit and the person who so uses or displays the permit on a motor vehicle other than that for which it is issued. (d) It shall be unlawful and a violation of this Division for a person to copy, produce or otherwise bring into existence a facsimile or counterfeit parking permit or permits without written authorization from the City Manager or designee. It shall further be unlawful and a violation of this Division for a person to transfer the beneficial ownership of or a continuous right to use a visitor parking permit or to knowingly use or display a facsimile or counterfeit parking permit in order to evade area prohibitions or time limitations on parking applicable in a residential permit parking area. A violation of this subsection shall be a misdemeanor punishable in accordance with the provisions of Section 12.0201 of this Code. Revocation of Permit San Diego Municipal Code: 86.2015 The City Manager or designee is authorized to revoke the residential parking permit of any person found to be in violation of this Division and, upon written notification thereof, the person shall surrender such permit to the City Manager or designee. Fail ure when so requested, to surrender a residential parking permit so revoked shall constitute a violation of law and of this Division. Attachment D Comprehensive Strategies Report, dated November 2018, prepared for the City of Napa 1 City of Napa Parking Program Comprehensive Strategies Report Prepared by: Dixon Resources Unlimited November 14, 2018 2 Table of Contents Introduction .................................................................................................................................... 6 Report Overview ......................................................................................................................... 6 Project Background .................................................................................................................... 6 Existing Conditions ..................................................................................................................... 7 Parking Program Building Blocks ............................................................................................ 15 Parking Focus Group................................................................................................................ 16 Goal: Improve Wayfinding and Parking Guidance ..................................................................... 18 Strategy #1. Create a Public Parking Brand........................................................................... 18 Strategy #2. Install Parking Occupancy Counting Technology .............................................. 20 Strategy #3. Integrate with a Parking Guidance Application ................................................ 27 Goal: Improve the effectiveness of parking enforcement ......................................................... 29 Strategy #1. Utilize License Plate Recognition (LPR) Technology ........................................ 29 Strategy #2. Hire Additional Enforcement Officers ................................................................ 32 Strategy #2. Extend Enforcement Hours ................................................................................ 33 Strategy #3. Move the Enforcement Division under the Parking Programs Manager ........ 35 Strategy #4. Outsource Parking Enforcement Services ........................................................ 37 Strategy #5. Utilize a Customer Service Parking Ambassador Model .................................. 40 Strategy #6. Utilize Self-release Boots or Windshield Immobilizer Devices for Scofflaw Enforcement ............................................................................................................................. 41 Goal: Develop a Special Events Plan .......................................................................................... 43 Strategy #1. Charge for Parking During Large Special Events ............................................. 43 Strategy #2. Encourage Alternative Modes of Transportation During Events ..................... 45 Goal: Improve Employee Parking Management ......................................................................... 47 Strategy #1. Develop a Downtown Employee Permit Parking Program. .............................. 47 Strategy #2. Utilize an Automated Permit Management System ......................................... 51 Goal: Safeguard Residential Areas from Spillover Parking Impacts......................................... 57 Strategy #1. Develop a Residential Permit Parking Program ............................................... 57 Goal: Improve management of parking demand ....................................................................... 63 Strategy #1: Adjust the Length of On- and Off-street Time Limits ........................................ 63 Strategy #2. Establish a No Re-parking Ordinance ............................................................... 67 Strategy #3. Implement Paid Parking ..................................................................................... 70 Strategy #3. Establish Regulations for Electric Vehicles ....................................................... 81 Goal: Improve Safety and Accessibility ....................................................................................... 83 3 Strategy #1. Improve Safety in Parking Structures ............................................................... 83 Strategy #2. Collaborate with Transportation Network Companies (TNCs) ......................... 85 Strategy #3. Expand Functionality of Loading Zones ............................................................ 86 Goal: Utilize Parking Revenue for Program and Downtown Improvements ............................. 88 Strategy #1. Establish a Parking Benefit District ................................................................... 88 Goal: Improve Downtown Access and Mobility .......................................................................... 90 Strategy #1. Implement a Shuttle Service ............................................................................. 90 Strategy #2. Effectively Utilize and Manage Micro-transit Services ..................................... 92 Strategy #3. Encourage Carpooling ........................................................................................ 95 Goal: Expand Parking Supply ...................................................................................................... 96 Strategy #1. Establish Shared Parking Agreements .............................................................. 96 Strategy #2. Establish a Remote Parking Location ............................................................... 98 Strategy #3. Develop Additional Parking Supply ................................................................... 99 Goal: Ensure Ongoing Maintenance and Collections Capabilities ......................................... 100 Strategy #1. Cross-train Staff for Parking Equipment Maintenance and Collections ...... 100 Goal: Improve Public Engagement ........................................................................................... 103 Strategy #1. Utilize an Effective Education and Outreach Campaign to Promote Parking Information ............................................................................................................................ 103 Conclusion ................................................................................................................................. 108 4 Figures Figure 1. Citations Issued per Year ............................................................................................. 11 Figure 2. Citations Issued by Day of Week: FY 2014-18 ........................................................... 11 Figure 3. Citations Issued by Time of Day: FY 2014-18 ............................................................ 12 Figure 4. Percent of Citations Issued by Location: FY 2014-18 ............................................... 13 Figure 5. Citations by Type: FY 2014-18 .................................................................................... 13 Figure 6. Parking Permit Processing Tasks ................................................................................ 51 Figure 7. Downtown Napa Parking Map ..................................................................................... 63 Figure 8. Downtown Napa Potential Pay Station Locations ...................................................... 73 Images Image 1. July 2014: Peak Thursday Occupancy Rates (1:00 PM) ............................................ 8 Image 2. July 2014: Peak Saturday Occupancy Rates (7:00 PM) .............................................. 8 Image 3. June 14, 2018: Thursday Occupancy Counts (1:00 PM) ............................................ 9 Image 4. June 21, 2018: Thursday Occupancy Counts (1:00 PM) ............................................ 9 Image 5. Existing Wayfinding Sign .............................................................................................. 18 Image 6. San Jose Parking Guidance Signage .......................................................................... 21 Image 7. ParkEyes Overhead Sensor ......................................................................................... 21 Image 8. Parking Logix Sensor .................................................................................................... 22 Image 9. McCain OPTIPARK Sensor ........................................................................................... 22 Image 10. Google Maps Parking Information ............................................................................ 27 Image 11. Parkopedia Map of Napa .......................................................................................... 28 Image 12. Genetec LPR System ................................................................................................. 29 Image 13. Paylock SmartBoot..................................................................................................... 41 Image 14. Barnacle Windshield Immobilizer ............................................................................. 42 Image 15. BottleRock website parking information .................................................................. 43 Image 16. Paso Robles Flyer (Front) .......................................................................................... 53 Image 17. Paso Robles Flyer (Back) ........................................................................................... 54 Image 18. Paso Robles Instruction Guide .................................................................................. 55 Image 19. Existing Time Limit Signage....................................................................................... 64 Image 20. San Leandro Meter Decals ........................................................................................ 68 Image 21. No re-parking sign by PICTOFORM ............................................................................ 68 Image 22. San Leandro Parking Zones ...................................................................................... 69 Image 23. Portland's Parking Kitty Application .......................................................................... 74 Image 24. SacPark Escalating Payment Guide ......................................................................... 77 Image 25. TNC logos .................................................................................................................... 85 Image 26. The Free Ride Shuttles .............................................................................................. 90 Image 27. San Diego FRED Application ..................................................................................... 90 Image 28. Dockless Lime Bike.................................................................................................... 92 Image 29. Dockless Bird Scooter ............................................................................................... 92 Image 30. City of Napa Website Parking Information ............................................................ 103 Image 31. City of Sacramento Parking Guide ......................................................................... 104 Image 32. City of Seattle "Can I Park Here?" Brochure .......................................................... 105 Image 33. Seattle Parking Flag ................................................................................................ 106 Image 34. Seattle "Play Like a Parking Pro" Sign ................................................................... 106 5 Tables Table 1. Parking Logix Overview ................................................................................................. 22 Table 2. McCain OPTIPARK Overview ......................................................................................... 24 Table 3. Employee Permit Rate Comparison ............................................................................. 48 Table 4. Sample Revenue Distribution Schedule ...................................................................... 88 6 Introduction Report Overview This Comprehensive Strategies Report (CSR) includes a number of goals identified by the project team to optimize the parking operation in the City of Napa (City). Each of the goals includes a number of strategies for consideration. A suggested implementation timeline, included for each goal, is organized into three phases: • Phase 1: November 2018 through April 2019 • Phase 2: May 2019 through fiscal year 2021 • Phase 3: Fiscal year 2022+ The implementation steps are meant to be realistic and actionable. It is important for the City to take a comprehensive implementation approach. In many cases, the strategies will complement one another for improved effectiveness. There are also near-term steps that the City can take to adequately prepare for longer-term solutions. Each strategy is assigned low, medium, or high priority. Strategy priority is based upon the estimated costs versus the potential benefits, gauged through an assortment of stakeholder outreach, data analysis, industry best practices, and prior experience. The priorities established in this report do not provide a definitive guide for the City. The relative cost is also identified for each strategy from $ to $$$$. There are many factors that influence cost , so there may be different levels of ongoing expenditures. The relative cost provides a baseline comparison for each strategy, rather than identifying a particular dollar amount or range. Among other factors, Public and City Council review and cost appraisals will ultimately influence whether a strategy is viable, prioritized appropriately, and whether the implementation timeline is feasible. Project Background The City of Napa has experienced tremendous growth in tourism and business in recent years. As a result, parking demand has increased in the downtown commercial core and Oxbow District. The May 2015 Downtown Parking Management Plan (2015 Plan) identified occupancy trends for both on- and off-street parking facilities, presented ways to improve the existing parking supply, and recommended policies to both stabilize and generate funding for the parking program. DIXON Resources Unlimited (DIXON) was initially selected in 2015 to provide support services as the City considered implementing paid parking. To begin this process, DIXON first identified the City’s objectives and goals for implementing paid parking. As a key component to this process, DIXON met with internal stakeholders on the City’s parking related committees to build consensus on the benefits of paid parking, provide technology recommendations for the City, identify desired outcomes, and determine roles and responsibilities. The next steps included coordinating a parking technology pilot solicitation for pay stations and meters, including identifying and negotiating vendor interest for a potential city-wide pay station rental program. 7 By early 2016, DIXON developed a Request for Qualifications (RFQ) that was customized for the City’s paid parking technology pilot. As a result of City staffing changes, the project was delayed. Throughout the delay, DIXON remained available to staff, actively responding and providing parking consulting services on an as-needed basis. In Fall 2016, the City expanded DIXON’s support services to address both on- street hardware and garage parking, including considerations for electronic wayfinding, parking guidance systems and license plate recognition (LPR) technology. Additionally, DIXON developed a comprehensive financial modeling workbook to support the City with revenue forecasts and projections that included hardware costs and associated technology expenses. Existing Conditions There are over 3,100 public parking spaces within the Downtown core and Oxbow District, 44% of which are on-street. The City of Napa owns three garages (Pearl Street, Clay Street, and Second Street) and 13 surface lots, 11 of which offer three-hour parking. The City has a long-term license to use a portion of the garage owned by the County of Napa (Fifth Street) with all-day parking. There are another 2,100 off-street, privately-owned parking spaces within the two areas. Less than 1,000 of the approximately 5,700 city-wide parking spaces are located within the Oxbow District and are predominantly located in off-street facilities. Parking Lot X was recently developed and provides additional parking near the Oxbow District. The City has also presented the site concepts for the Cinedome project which could include a 300+ space parking structure. A garage for the new Civic Center is in the planning stages with just enough parking to serve the parking demand for City employees and Civic Center visitors. The City offers parking permits for designated spaces in City-owned parking facilities. These locations include level two of both the Clay and Pearl Street garages, level three of the Second Street garage, and Lot X. To obtain a permit a driver must provide the make and model of the vehicle, the license plate number, and business name and address. Permits cost $30 per month and can be purchased on a quarterly, monthly, or annual basis from City Hall. Since the 2015 Plan, the Downtown core and Oxbow District have continued to attract more visitors. Visit Napa Valley performs an in-market survey every two years to gather visitor information and assess the impact of tourism on the City of Napa and Napa Valley. The most recent study completed in 2016 revealed a 6.3% increase in the number of tourists since 2014, equating to an additional 200,000 visitors over the two-year period. To mitigate existing and future parking and mobility challenges, the City will ultimately need to consider a combination of policy, technology, infrastructure, and management adjustments and investments. An understanding of existing conditions, combined with stakeholder feedback, will allow the City to determine the appropriate near-term steps and long-term implementation strategies. The City recently hired a Parking Programs Manager, Tony Valadez, to centralize the management approach. However, much of the program remains dispersed among various departments and divisions within the City. For example, the Police Department is responsible 8 for parking enforcement and Public Works coordinates maintenance, repairs and manages the on-street parking supply, parking counts and inventory. As a result, parking is not the primary focus of these departments; This horizontally fragmented structure has likely been a main contributing factor to the lack of progress with the recommendations outlined in the 2015 Plan. Additionally, the program has not historically been self-sustaining financially. Eager to incite change, Valadez is working with DIXON to analyze existing conditions, collect stakeholder feedback, define program priorities, and begin to address any immediate action-items that result. As the City’s parking program continues to evolve, a centralized management structure can improve the level of oversight, expedite change, and effectively steer the program to meet the City’s overall goals and priorities. A review of prior occupancy data suggests that, while there is a consistently high usage rate of on- street parking spaces throughout the day, most of the off-street facilities are often underutilized. In July 2014, occupancy data was collected on a Thursday and Saturday every two hours between 9:00 AM and 9:00 PM from both publicly and privately-owned facilities within the study area. Images 1 and 2 show peak period occupancy for each location. On S Occupancy: Green = 0-49% Yellow = 50-69% Orange = 70-84% Red = 85%+ Image 2. July 2014: Peak Saturday Occupancy Rates (7:00 PM) Occupancy: Green = 0-49% Yellow = 50-69% Orange = 70-84% Red = 85%+ Image 1. July 2014: Peak Thursday Occupancy Rates (1:00 PM) S 9 Thursday, occupancy peaked in the Downtown core and Oxbow District at 1:00 PM. But, on Saturday it varied between the areas, with the Oxbow District peak period occurring between 11:00 AM and 1:00 PM while occupancy didn’t peak in the Downtown core until 7:00 PM. During each peak period, high parking occupancy (greater than 85%) was identified along 1st street, Water Street, and Main Street; at surface lots F, GN, I, J, K, and Xw; and the Second Street garage. The study also identified low occupancy (less than 50%) or underutilized parking facilities on 1st Street, 2nd Street, and 3rd Street; at surface lots G, Ge, and H; and the Pearl Street Garage. An inventory of license plate numbers was also collected every hour from 10:00 AM to 7:00 PM on a Wednesday in July 2014 to determine whether drivers were occupying short-term parking spaces beyond the posted time limits. 150 of the 332 observed cars (45.2%) were parked in short-term spaces for three hours or longer, despite the posted time limits. Meanwhile, 20% of the observed vehicles were parked for four hours or longer within the two-hour time limit zones. A low compliance rate with time limits is often indicative of inconsistent enforcement. A number of Downtown employees were also observed moving their vehicles between nearby parking spaces to avoid citations. The City does not currently have an ordinance prohibiting drivers from re-parking, to prevent this parking space “hopscotching”. More recently in June 2018, a sampling of occupancy counts was collected by Napa City staff at off-street parking facilities on two Thursdays at 1:00 PM (See Images 3 and 4). The purpose of this data collection was to provide a cursory understanding of any changes in demand patterns, without commissioning another full-scale occupancy study. Findings revealed that S Occupancy: Green = 0-49% Yellow = 50-69% Orange = 70-84% Red = 85%+ Image 3. June 14, 2018: Thursday Occupancy Counts (1:00 PM) S Occupancy: Green = 0-49% Yellow = 50-69% Orange = 70-84% Red = 85%+ Image 4. June 21, 2018: Thursday Occupancy Counts (1:00 PM) 10 parking occupancy decreased at two off-street locations (Gn and Xw lots) between 2014 and 2018, while occupancy increased at five lots (A, B, G, Ge, and H). Lots G, Ge, and H were likely impacted by the recent developments along 1st Street, including First Street Napa, Napa Square, and Napa Center which have brought more than 325,000 square feet of retail, residential, hotel, and office space. While on-street counts were not part of recent data collection efforts, it is anticipated that on- street parking occupancy will remain at or above the level it was in 2015. This is due to the convenience of on-street spaces, the increased demand of off-street parking facilities, and the growing population and tourism industry. Despite the Pearl Street garage being underutilized during both the 2014 and 2018 occupancy studies, the City has received complaints regarding a potential lack of long-term parking. Other all-day parking garages and lots also failed to reach capacity, even during the peak periods on Thursday and Saturday. This indicates that there may be sufficient long-term parking supply, but it’s possible that drivers don’t know where to look for it. This could indicate a need for improved vehicular wayfinding and parking guidance system (PGS) signage. The City could also incorporate real-time parking occupancy counts into the PGS signage using sensors. The City of Napa has been slowly adding publicly accessible electric vehicle (EV) charging stations since 2014, and currently has a total of four, each with two plugs. Between July 2016 to June 2017 (FY 17) there were a total of 4,892 uses versus a total of 7,797 uses in FY 18. While the number of uses increased by 59.4%, the average duration remained around 1 hour and 45 minutes to 2 hours long. This shows that although turnover at the charging stations has remained constant, charging station usage continues to grow. The City should consider how the demand for EV charging may grow overtime and how this might influence certain parking management decisions such as EV charging time limits, rate models, as well as charging station supply and placement. An analysis of enforcement data from the City’s parking citation management vendor, Data Ticket revealed a 28% decline in the number of parking citations issued between 2013 and 2018, despite the increase in parking demand (Figure 1). A comparison of the peak year (2014) and the most recent year (2018) revealed a 58% decline, or 3,199 fewer citations in 2018 (Figure 5). 11 Figure 1. Citations Issued per Year The data also revealed that 73% of citations were issued between Tuesday – Thursday (Figure 2), and the majority of these were issued during the late-morning or mid-afternoon (Figure 3). This is likely a result of the enforcement staffing schedule; Currently, the City employs two Community Service/Parking Control Officers to provide enforcement in the Downtown core and Oxbow District. Each officer works four 10-hour shifts each week, and as a result, there is only one officer working on Mondays and Fridays. Also, neither of them work on weekends, which explains why only 4% of all parking citations were issued on a Saturday or Sunday between 2014 - 2018 (Figure 2). Meanwhile, occupancy data collected in 2014 suggests that peak parking demand occurs later into the evening and over the weekend, when parking enforcement is not present. This indicates that the current enforcement schedule and/or staffing levels may not be adequately managing peak demand periods. Figure 2. Citations Issued by Day of Week: FY 2014-18 5,485 5,446 6,479 7,069 8,684 7,685 0 1,000 2,000 3,000 4,000 5,000 6,000 7,000 8,000 9,000 2018 2017 2016 2015 2014 2013 Number of Citations IssuedYear 2% 2% 12% 24% 25% 24% 12% 0%5%10%15%20%25%30% Sunday Saturday Friday Thursday Wednesday Tuesday Monday Percentage of Citations IssuedDay 12 Figure 3. Citations Issued by Time of Day: FY 2014-18 0.21% 0.18% 0.11% 0.13% 0.13% 0.07% 0.11% 1.66% 3.67% 5.67% 6.56% 11.82% 14.84% 12.02% 15.97% 14.56% 8.03% 2.10% 0.36% 0.52% 0.51% 0.32% 0.22% 0.21% 0.00%2.00%4.00%6.00%8.00%10.00%12.00%14.00%16.00%18.00% 12 AM 1 AM 2 AM 3 AM 4 AM 5 AM 6 AM 7 AM 8 AM 9 AM 10 AM 11 AM 12 PM 1 PM 2 PM 3 PM 4 PM 5 PM 6 PM 7 PM 8 PM 9 PM 10 PM 11 PM Percentage of Citations Issued Time 13 It should also be noted that two-thirds of all parking citations were issued for on-street parking infractions between FY 2014 and FY 2018 (Figure 4). This indicates that the Community Service/Parking Control Officers are likely focusing their efforts on-street, which should continue to be the priority. Figure 4. Percent of Citations Issued by Location: FY 2014-18 Over the five-year period, nearly half (48%) of all citations were issued for overtime infractions (Figure 5). This compliments the results from the license plate inventory conducted in 2014 where 45% of parked cars were observed to have parked in short-term parking spaces beyond the posted limit. Furthermore, between 2014-2018, 22% of overtime citations were issued to repeat offenders, showing a recurrence of time limit violations. Recurring violations could be a result of a number of factors, including insufficient enforcement, citation fine amounts, and ineffective wayfinding. Figure 5. Citations by Type: FY 2014-18 66% 19% 13% 2% On-street Surface lots Garages Other 10% 2% 5% 5% 7% 10% 13% 18% 30% 0%5%10%15%20%25%30%35% Other Prohibited parking area Parking in unauthorized location Off-street permit parking Stopping in a prohibited zone Curb marking authorized Vehicle registration violation Overtime parking in lots Overtime in or out of CBD Percentage of Citations IssuedType of Citation 14 Currently the time limits are being enforced via manual chalking of tires. This is inefficient and can be cumbersome to track compared with the use of license plate recognition (LPR) technology. LPR systems can automate the monitoring of time limited zones to increase enforcement efficiency. The City does provide each parking enforcement officer with a Data Ticket citation issuance handheld device. Data Ticket is a parking and administrative citation and permit processing company that provides system automations, integrations and efficiencies. The City has had a positive service experience with Data Ticket and is preparing to extend the existing agreement. The City is currently in the process of reviewing and updating the existing municipal code ordinances relating to the parking program. This process will allow the City to identify opportunities for improvements and efficiency in managing the parking supply by promoting the potential provision of shared, publicly accessible parking. Initial findings identified where the parking program could benefit from revised language to allow for more flexibility in establishing parking rules and regulations as well as defining the appropriate management structure to complement the parking program. The City of Napa needs to address a parking management issue, rather than a parking supply issue. While there are concentrated areas of high parking demand, other areas are underutilized. This points to a lack in vehicular wayfinding and PGS signage, which could improve availability messaging and guidance for drivers. Moreover, recent feedback from stakeholders has suggested a shortage in long-term parking supply and a difficulty with finding available spaces, especially in locations where construction is taking place. To address these concerns, as well as future issues and impacts, the City can consider a number of parking management strategies. 15 Parking Program Building Blocks The following six core parking program building blocks were considered throughout the development of the CSR. The strategies and corresponding implementation steps consider each of these topics. It is important that the City take a comprehensive approach to parking management to optimize the operation and create a solid foundation for ongoing growth and development. Technology Enforcement Policy Budget Organizational Structure Capital Projects 16 Parking Focus Group On August 23, 2018 DIXON hosted a stakeholder meeting with the Parking Focus Group. The focus group included representatives from the City, County, Visit Napa Valley, DoNapa, Oxbow Public Market, and the Chamber of Commerce. The goal of the meeting was the better understand the existing operation and the community’s parking goals and objectives. Below is a summary of stakeholder feedback and ideas organized by topic: Employee Parking • Employees often shuffle their vehicle between spaces every few hours to avoid the time limits. • The City should encourage employees to park outside of the downtown core. • There is a need for more long-term parking options for employees. Parking Enforcement • Enforcement hours could be extended to evenings and weekends. • The City should consider the potential impact of dockless bikes and scooters. • Manual chalking of tires for time limit enforcement is inefficient. • Currently the parking enforcement operation is understaffed. • Existing enforcement License Plate Recognition technology is not in use. • An escalating citation fine schedule could increase compliance. Parking Demand and Utilization • The parking garages are underutilized, possibly due to concerns about distance and safety. • Improved wayfinding and parking guidance could align perception of parking with reality of availability. • Lack of oversize vehicle/RV parking for tourists. • There has been a recent increase in visitors using Transportation Network Companies (TNCs) such as Uber and Lyft. • High density housing developments are causing a shortage in on-street parking and spillover parking impacts. • The City should be promoting the “Park Once” mentality. • Remote parking, served by a shuttle system, could support the downtown. • The three-hour time limit in the Oxbow District could be shortened to 2-hours to create more turnover. Paid Parking • Paid parking should be considered, but the City should take a phased implementation approach. Initially, paid parking could be implemented for the premium parking locations only. • A positive marketing campaign could improve the success of a future paid parking operation. • The City should consider that free parking can be attractive to tourists. • If paid parking is implemented, the City should also utilize a mobile payment vendor. 17 • Paid parking could encourage more drivers to utilize the garages for long-term visits. • A validation program could be implemented with paid parking. • Visitors may be more willing to pay for parking if they have the convenience of having no limits. 18 Goal: Improve Wayfinding and Parking Guidance Strategy #1. Create a Public Parking Brand Priority: High Cost: $ Considerations: Consistency, signage, outreach materials, shared parking Prerequisites: Wayfinding RFQ/P The City recently released a Request for Qualifications and Proposals (RFQ/P) for an update to the downtown wayfinding signage program. The existing wayfinding signage has been installed since 2001, and many of the signs need replacement. Additionally, as the downtown has grown, the overall circulation plan and directional guides should be updated. The RFQ/P is aiming to update the vehicular and parking directional signs. The signage and parking brand should be consistent throughout Napa, including sign format, symbols and colors. A unified parking brand provides an improvement to the overall customer experience. The direction of the signage needs to be clear, easy to understand, and simple to follow along with. The City should also expand the public parking branding to any future shared parking agreement locations. For shared parking agreements, the parking brand/signage should be required in conjunction with the terms and conditions of the agreement. Expanding the public parking brand to shared parking locations will provide consistency to the drivers, making it easier to identify public parking locations, regardless of ownership. Implementation Phase 1 1. Review wayfinding RFQ/P proposals and select a vendor. 2. Work with the wayfinding vendor to develop an updated signage plan, including the development of a public parking brand. 3. Utilize the parking brand/logo in all public parking program outreach materials. Phase 2 1. Consider integrating the wayfinding brand with any future digital signage installations or parking guidance applications. Image 5. Existing Wayfinding Sign 19 2. Update the City’s website to include the parking brand, information about parking availability and locations. Phase 3 1. Continue to integrate the City’s parking brand with any additional signage and outreach materials. 20 Strategy #2. Install Parking Occupancy Counting Technology Priority: Medium Cost: $$ Considerations: Budget, sensors and technology, signage placement Prerequisites: Wayfinding plan In addition to static wayfinding signage, the City can deliver parking information through multiple outlets including vehicle messaging systems, digital signage, and various websites, including the tourism board, hotel, travel and parking sources. Wayfinding is an integral part of any parking operation. Patrons need to be informed of facility locations, space availability, time restrictions, and parking rates. Navigation from place to place within a parking facility is often overlooked and undervalued. Knowing where one is in a facility, where there are available spaces and knowing how to navigate to those spaces is one of the most fundamental aspects of a successful parking program. The addition of wayfinding signage may significantly improve the ability of a patron to enter, leave and return to a facility. Vehicle counting systems coupled with automated wayfinding systems are helping to revolutionize how the public utilizes parking resources. Integrating these systems with everyday phone and mapping applications has provided drivers with the ability to plan their parking experiences before leaving their homes, enabling them to make more informed decisions about how to get to their destinations and evaluate alternative modes of transit. Dynamic signage allows the City to redirect patrons toward alternative, underutilized parking locations. The City should consider installing occupancy count technology in the surface lots and garages located throughout downtown. Automated Parking Guidance System (APGS) signs can promote parking availability and mitigate congestion in the vicinity of parking facilities. The APGS/wayfinding signage can indicate parking lot status (open/closed), space availability (Full/Available or the number of spaces available), event parking details, alternative parking areas, and targeted messaging. This methodology allows drivers to prepare their direction of travel upon approach, thereby reducing traffic flow impact, discouraging backups, and addressing maximum capacity concerns. Another benefit to wayfinding signage and real-time parking information is that parking availability can be linked to a variety of publicly available, free parking applications. This information can be monitored both remotely and on-site by parking operations personnel to anticipate traffic flow impacts and capacity levels, especially for special event management. A useful example of clear directional wayfinding that has been successfully implemented is in the City of San Jose, CA, displayed in Image 5. The City’s integrated approach highlights where parking is located and the number of available parking spaces at each location. In addition, positioning of the signage is equally important. Motorists exiting the major interstate highway are immediately met with clear wayfinding signage, signaling the locations of available parking opportunities prior to entering the downtown district. 21 Once the real-time occupancy data are collected, transmitting it to digital wayfinding signage located throughout the garage, the surrounding streets and/or a website/application is relatively simple. Most vendors that provide the counting hardware described above will be able to provide additional digital signage and an API that will allow the data to be used in websites and applications. In addition to basic signage, supplementary signage can typically be purchased. The pricing on this signage depends on the sign and the application for it, hence the significant price range. For signage placed in areas outside the garage, there are potential costs associated with transmitting information to the digital display signs. In most cases, wireless transmissions are possible for a small monthly data fee, or signs can be directly hardwired and the costs will vary significantly depending on the distance between the fiber line and the sign. A critical component of any technology installation, especially a PGS solution, is maintenance and upkeep. If a PGS is installed, it is recommended that a responsible party (i.e., subcontractor) be designated and held accountable for system upkeep. If this support is to be a subcontracted service, performance standards should be defined and incorporated into the vendor service agreement with performance penalties for system support failures. Digital wayfinding has taken parking guidance to a new level with the ability to display real- time parking space occupancy data while directing patrons to available spots within a parking garage. Overhead space indicators (sensors) for garage facilities can provide color notification to identify real-time parking space availability (Image 7). Space indicators provide in-depth data with the ability to show parking occupancy by level and by row within each level. This type Image 6. San Jose Parking Guidance Signage Image 7. ParkEyes Overhead Sensor 22 of system can mitigate congestion at the entrance of the garage and also throughout each level and row. However, instead of installing a sensor per space, a more cost effective approach would be to include a sensor at the entrances/exits of each location or at each level of the facilities for a level count. This information can be provided by technology such as in- ground or above ground loops, or by camera-based sensors. Ultimately, the simplest and most cost-efficient method to provide real-time occupancy is to show one aggregate count for available spaces throughout the entire garage. This communicates the most useful information to drivers at the lowest price. The City should consider starting with facility-wide occupancy counts to begin with, and later expand to level or row-based counts in the future if there is significant congestion within the garages. The exception to this would be for nesting any permit parking or reserved areas, as to not inflate the public parking availability on signage. The City’s Parking Programs Manager has already been engaged with two parking occupancy counting technology vendors, Parking Logix (Image 8) and McCain (Image 9) for potential pilot program opportunities. It is recommended that the City proceed with a pilot with one or both of these systems to assess their accuracy and effectiveness. Each technology solution has the ability to count and report vehicular occupancy rates, and they can each be integrated through the use of an application program interface (API). The below tables summarize the two vendors, including the installation process, maintenance, and estimated cost. The City should continue to engage these vendors to assess their ability to improve wayfinding and parking guidance in and around the parking facilities. Table 1. Parking Logix Overview Parking Logix US Installations Currently has over 120 sites installed across the US in under 2.5 years since they opened. Currently installed in over 80 university lots, 20 municipal lots, commuter lots, etc. Installation Process The sensors are either drilled down in 15-20 min each or glued down to the facility or surface ground in under 10 minutes by the City. For signage and repeater installation, local power is to be brought to the final signage or repeater destination by the Port, or they can accommodate solar panels to reduce the need for local power costs. Image 8. Parking Logix Sensor Image 9. McCain OPTIPARK Sensor 23 Provides all mounting brackets, glue, lag bolts, but the City could be responsible for the physical installation with the assistance of technicians over the phone. Can be installed in less than 6 hours, with more complex systems taking 1-2 days with a crew of 2-4 staff. The equipment leaves no structural damage to the property and can be removed simply and easily. Equipment Range Counts at the ingress and egress points Can be implemented for any number of lanes and is only limited to the display maximum of 9999 cars on the 4-digit display board. Accuracy Can be affected by tailgating and idling over the sensors for longer than 300 seconds. The accuracy of the system is based on the total miscounts divided by the total of ingress and egress events. To accommodate the small inaccuracies that the system may have, the system can auto-reset to ensure that facilities show a fresh count for peak morning egress, where the system can be reset to any number of spaces at any time on any day. Data and Analytics The system has reports for: • Daily/weekly occupancy • Ingress • Turnover • Custom reports are available for an additional development fee to be determined upon scope of report development work. The City owns the data, but it is stored on their servers for use. The equipment utilizes cellular technology to send the count to the cloud where the client gets instant system data via a dashboard, with full online reporting and sign control functionality. • The system updates online within 1 min. Integrations An open API is used to allow integrations with any equipment or app providers. • For example, Parking Logix has integrated with Parkopedia Also provide a simple widget to display all counts from all sites on a web page 24 Customer Service Customer services is available by phone and email Mon-Fri, 8am-5pm EST. Out of hours are also typically supported by email through the technical account manager. Maintenance All systems come with a 2-year warranty. Battery life of 3-5 years. • Cost to replace: $650 The signs/ repeaters are built with a 10-year life expectancy. Estimated Cost $7,500 for the basic system, including 2 sensors and 1 sign. • $650 per additional sensor $85 per month per lot data hosting fee. $8,800 for a 7-level sign and $3,800 for a 2-level sign The only ongoing fees for the PL system are the monthly data plans should the client wish to use an API or view occupancy online at $85 per month per site. • The fees cover sim card costs, hosting fees, online dashboard access, online reporting functionality, and online sign and system control. Differentiators • Easy and quick installation • Most accurate basic counter on the market • Most affordable • Minimal maintenance • Custer-centric support team • Can integrate with unlimited number of APIs for all for the same one monthly price. Table 2. McCain OPTIPARK Overview McCain US Installations 20 installations in US (200 in Europe) • Largest overall PGS installation is ExxonMobil headquarter with 8,500+ sensors • Largest OPTIPARK installation is City of Long Beach (4 garages throughout the city) 90% of traffic light systems in Southern California and 30% in the United States Installation Process Small anchors used to mount the cameras (4 screws per device) Conduits to each device need anchors. 25 2-week installation + 2 weeks of fine tuning. City must provide steady remote access to the garages as well as a range of IP addresses for the equipment. Equipment Range OPTIPARK cameras count zones. Physical obstacles (e.g. static signage or beams) or low mounting height can limit the field of view. Accuracy Counts vehicles driving through the zone in the intended manner with an accuracy of 99%. Due to continuous counting feature, in an event of losing communication for a certain period, all counts are preserved and recuperated by the central server once connection is reestablished. Accuracy can be impacted by the automatic reset value which is required for every system in the market. Data and Analytics Historical occupancy over a custom time span and granularity (days, hours, minutes). • Custom reports • Percental occupancy • Free spaces Real time pie charts and bar charts. Can be exported as CSV Files. Integrations OPTIPARK software comes with an open REST based API that can be integrated into any third-party software. Currently interface with: • SKIDATA • TIBA • Flash Parking Working on interfaces with: • ParkMe • Inugo Customer Service Parking staff is available Mon-Fri 6:30am-5pm. Technical service team that can assist Mon-Fri between 6am-8pm PST. Maintenance Most (95%+) of all SWARCO / McCain equipment has been deployed without needing replacement parts. The only possible part could be a LED board whereas the replacement would cost approx. $350 (depending on model). Estimated Cost OPTIPARK • $2,500 per camera, with additional installation infrastructure cost • No monthly service fees • Approximately $7,000-$10,000 with signage, counting, software, configuration, etc. 26 • The initial cost includes the license fee for the first 36 months after commissioning. Consequently, the license fee will be $2,990 per year. Differentiators • Component sourcing • Detection of tailgating • Local support • Lifetime counts • Company background • Market footprint • Smart-city / future proof Implementation Phase 1 1. Pilot Parking Logix and/or OPITPARK sensors along with LED signage. It is recommended that the City start with a parking garage to provide a facility-wide occupancy count. a. Collect stakeholder feedback throughout the process. b. Collect parking occupancy data using the system(s). c. Following a successful pilot, the City should consider purchasing a system from the preferred vendor. Parking occupancy should ideally be collected on a facility-wide basis for each pubic parking location. 2. Following the City’s selection of a wayfinding vendor, the City should coordinate with the vendor to incorporate any future parking occupancy LED and Parking Guidance signage. Phase 2 1. Consider expanding the occupancy counting technology to include level or row-based counts in the parking garages. 2. Utilize occupancy counting technology in the parking lots. 3. Broadcast parking occupancy data through additional LED signage located at major arterial roads and entrance points throughout downtown. Ideally, if one facility is at capacity, the City should have the ability to automatically redirect drivers to available parking through dynamic messaging signage. 4. Parking occupancy data can be shared through an open API through any mapping applications such as Parkopedia. 5. Utilize parking occupancy sensors to collect ongoing data and assess parking occupancy trends. This information can be utilized to support policy decisions, determine appropriate time limits and/or paid parking rates. Phase 3 1. Continue to integrate the City’s parking brand with any additional signage. 2. Ongoing data collection and analysis. 27 Strategy #3. Integrate with a Parking Guidance Application Priority: Low Cost: $ Considerations: Application program interfaces (APIs), data granularity Prerequisites: Occupancy counting sensors If the City prefers, a basic integrated independent mobile application (provided by the APGS system provider) can be developed. The overall cost of the mobile application development does vary depending on the type of information to be displayed, any specific branding or graphics requirements, and additional features such as find my car, directions, traffic information, parking reservations, or 3rd party integrations. If the City was to invest in an interactive City-developed website or application, the cost could be significant based upon the overall web design and features. However, there are several existing, free parking availability and guidance applications, such as Inrix (formerly ParkMe) and Parkopedia (Image 11), that leverage available public parking information using an interactive parking application. A growing number of parking vendors are delving into the mobile application space, many utilizing web applications that can feed from open source data platforms. Real-time data can be integrated with several existing parking applications. To stay competitive in today’s market, most parking technology vendors recognize that an open platform is necessary. Parking and transportation data can be directed to popular mapping applications such as Google Maps and Waze. Many municipalities understand that sharing data with any platform will allow the information to reach a broader audience, thus improving the overall operation and user experience. Because applications like Google Maps and Waze have such a large user base, it may not be valuable for the City to compete by introducing a standalone Napa mobile application. Some municipalities aim to create their own mobility applications; however, this can be a significant undertaking and often requires a costly software development process that must be maintained and supported on an ongoing basis. Implementing this solution on-street can be challenging. A significant number of sensors and/or cameras would be required to manage guidance on a space by space basis, especially without parking meters. In the future if the City does implement paid parking, the City could attempt to predict occupancy based on meter payment data. However, not all drivers will pay for the meter – a portion of the drivers may not comply, and there are often a significant number of ADA placard holders that can skew the occupancy and payment data. This is why some parking technology companies attempt to use a predictive algorithm to Image 10. Google Maps Parking Information 28 estimate which areas are likely to have spaces available. Regardless of the approach, there are different issues with accuracy and users are guided based upon the probability of available parking and should not be directed to a specific parking space. Image 11. Parkopedia Map of Napa Implementation Phase 1 1. Based upon the City’s priorities and objectives, the City could consider budgeting for a standalone parking guidance application. However, it is recommended that the City integrate with existing, free solutions as a more effective alternative. Phase 2 1. When the City implements occupancy counting technology, the vendors should always be required to support integrations through an open API. Real-time occupancy data can be shared through a number of platforms such as Google, Waze, and Parkopedia. 2. The City can also post occupancy information in the form of a map or a list on the City website in case drivers want to plan where they are going to park before they leave for their destination. Phase 3 1. Continue to integrate with any trip planning and guidance applications to display real- time parking occupancy data. If possible, the City should utilize these applications to push information to drivers about parking alerts, especially during events. 29 Goal: Improve the Effectiveness of Parking Enforcement Strategy #1. Utilize License Plate Recognition (LPR) Technology Priority: High Cost: $$ Considerations: Integration with automated citation/permit management systems, enforcement vehicles, training, data retention Prerequisites: None License Plate Recognition (LPR) technology can significantly improve enforcement efficiency, especially for time limit management. Rather than relying on physical chalking, the LPR cameras can automatically track license plate reads based upon their GPS location and notify the Enforcement Officer when there has been a violation. LPR increases efficiency in several ways, including the automation of vehicle location and time occupied monitoring to enforce the time limits that are currently being tracked manually with chalk. Additionally, if the City were to transition to using digital, license plate -based permits, and if any future parking pay stations are configured for pay by plate, then the LPR can efficiently verify valid payment status. Other databases can also be integrated with the LPR system for enforcing scofflaws and stolen or wanted vehicles. The LPR system also provides the opportunity for enforcement officers to more efficiently manage scofflaw records and vehicles with five or more unpaid delinquent parking citations. LPR vendors provide specialized technology for parking enforcement purposes and have developed the software to integrate with the variety of citation, permit management and technology hardware vendors which will provide the City with a comprehensive program. The LPR solution includes visual evidence of an infraction when it occurs and further when a citation is issued. This is invaluable for adjudication purposes. The City currently utilizes the Data Ticket automated citation management system for enforcement. The selected LPR Image 12. Genetec LPR System 30 vendor should be required to integrate with Data Ticket to provide a more seamless parking enforcement operation. For time limit management, several of the LPR vendors offer a digital chalking feature that uses software to track the location of a vehicle, how long the vehicle was parked at a specific location or within a designated zone/area and simultaneously compares that to the time limit posted in that area. Digital chalking has helped several cities provide a more accountable and consistent approach to time limit management without having to invest in additional labor and provides an additional level of visual evidence that tends to reduce adjudication efforts. Historically, Genetec has been the parking industry leader when it comes to LPR technology. However, the recent expiration of a patent used for time limit management has opened the door to other vendors. Vigilant is an example of a widely utilized LPR vendor in the law enforcement arena that has only recently entered into the parking industry. The City should pay close attention to the shift in the LPR industry as it is predicted to see a reduction in equipment and software cost with the introduction of increased vendor competition. LPR also has the added benefit of providing occupancy and utilization data. Data can be exported to Excel for ongoing analysis and review. The City could develop a data collection plan with fixed routes, days, and hours. Collecting data with LPR would be a cost effective way for the City to understand on and off-street occupancy and utilization trends, which would allow for data-driven decisions about potential policy adjustments. The City should consider proceeding with an LPR pilot, including Genetec and/or Vigilant. Based upon predefined measures of success, system features, and pricing options the City should proceed with the preferred vendor. It is recommended that the City immediately equip two enforcement vehicles with LPR to provide more consistent and effective enforcement. Effective enforcement is critical for the City to understand the actual impact of existing policies and time limits. Without compliance with the posted rules, it is challenging to understand the true need and the root of parking program impacts. Implementation Phase 1 1. The City should consider piloting LPR with Genetec and/or Vigilant and proceed with the purchase of two mobile LPR systems. a. The City should verify that existing and future vehicles are compatible with LPR specifications. b. Enforcement officers will need training on how to use the system software. 2. LPR should be utilized to improve the management of on- and off-street time limits. 3. LPR data can be accessed from the vendor backend portal and exported to Excel for analysis. The City can use this data to better understand parking occupancy and utilization trends. 4. Based upon the selected LPR vendor, the City should coordinate with Data Ticket to ensure that the systems are fully integrated for enforcement. a. Ideally, the LPR system should be able to send violation data to the enforcement handheld. The officer can then efficiently issue a citation from a handheld device. 31 5. The City should consider transitioning to an automated permit management system with digital license plate-based permits. LPR can be utilized for this plate-based enforcement if integrated with the City’s selected permit management vendor. 6. An LPR policy document must be posted at the City’s website. Phase 2 1. Based upon the success of the LPR program, the City could consider purchasing an additional LPR unit. 2. Continue to monitor LPR data for occupancy and utilization trends. Phase 3 1. Perform ongoing data analysis and reporting. 2. Continue to integrate LPR systems with any future citation or permit management system. 32 Strategy #2. Hire Additional Enforcement Officers Priority: High Cost: $ Considerations: Hours of operation, full time vs. part time, management structure, technology Prerequisites: None The City’s parking operation is significantly understaffed. Currently the City has two full time parking enforcement officer positions, each of whom are assigned ten hours per day and four days per week (4-10). One officer is assigned to Monday through Thursday, and the other is assigned to Tuesday through Friday. Currently, there is no weekend or evening enforcement. To adequately management the existing and future time limits and parking impacts in the downtown and Oxbow District areas, four parking enforcement officer positions are recommended. This can be staffed through a mix of full time and part-time staff, depending on the staffing schedule. It is important that the City has sufficient staffing levels for instances where an officer may be on vacation or on sick leave. Parking enforcement is critical to support the parking operation because it will improve compliance with regulations. Implementation Phase 1 1. Budget for and hire two additional Parking Enforcement Officer positions. This can be a mix of full time and part-time staff. a. All enforcement officers should be equipped with citation issuance handheld devices. Additionally, all officers should be trained on how to use existing and future enforcement technology, including LPR. 2. Based upon the number of positions, the City should develop an enforcement plan that maximizes officer efficiency and provides consistent enforcement to the downtown and Oxbow District areas. Phase 2 1. Depending on any adjustments to the City’s time limit hours of operation, permit program, and/or the implementation of paid parking, enforcement staffing may need to be adjusted. Depending on the efficiency of deployed technology, the City may be able to provide more effective enforcement coverage. Phase 3 1. Perform ongoing data analysis and reporting to track officer statistics and effectiveness. 33 Strategy #2. Extend Enforcement Hours Priority: High Cost: $ Considerations: Parking occupancy trends, Downtown vs. Oxbow District impacts Prerequisites: Staffing The City’s parking enforcement hours should align with peak parking impact periods. The City should also be aware of how this may vary between the downtown and Oxbow District areas. Currently, enforcement officers are staffed on Monday through Friday, meaning that there is no weekend enforcement. This is inconsistent with some posted signage, which indicates that time limits apply on weekends. However, it is likely that many drivers are aware of the lack of weekend enforcement and are not complying with posted regulations. The majority of stakeholders in the Parking Focus Group were supportive of a seven day per week enforcement operation, especially in the Oxbow District where parking is challenging to find on weekends. Evening enforcement should also be considered due to the growing nightlife in Napa. The City should consider extending the hours of enforcement to 7 or 8pm, depending on parking occupancy trends and peak parking impacts. The benefit of extending enforcement and time limits to the evening is that it improves the management of parking during the peak dinner rush. Without evening time limits, it is likely that evening shift employees are utilizing the convenient on-street spaces for long-term parking. Time limits and enforcement can encourage more turnover and create more parking space availability for visitors. The City’s municipal code section 10.08.030 currently includes Saturdays and Sundays in the definition of holidays. The City should consider amending this code section as shown below, to allow for time limits and paid parking operating hours to apply on weekends. 10.08.030 Holidays. For the purpose of traffic and parking enforcement pursuant to this title, “holidays” are as established in this section: (1) Saturday and Sunday; (21) January 1st; (32) Martin Luther King Jr. Day; (43) President’s Day; (54) Memorial Day; (65) July 4th; (76) Labor Day; (87) Admission’s Day; (98) Columbus Day; (109) Veteran’s Day; (110) Thanksgiving Day and the day following; and (112) Christmas Day. For enforcement purposes, the holiday shall be the day so stated. , or the Friday before or Monday following, if that is the day designated as the observance day for the indicated holiday. If the City decides to extend the time limits later into the evening, the City will need to update the municipal code. Currently, the time limit hours of operation are restricted to between 8:00am and 6:00pm: 10.36.220 Time limits in central business district. When authorized signs are in place giving notice thereof, no person shall stop, stand or park any vehicle within the central business district between the hours of 8:00 a.m. and 6:00 p.m. of any day except Saturday, Sunday and holidays for a period of time longer than that designated by signs. 34 Implementation Phase 1 1. Based upon occupancy trends and stakeholder feedback, the City should consider extending the hours of operation for time limits and enforcement into the evening and weekends. a. The operating hours will likely vary between the downtown and Oxbow District areas due to variations in demand. 2. Based upon the proposed extended hours, the City should ensure that the enforcement operation is sufficiently staffed. Phase 2 and 3 1. Ongoing monitoring of parking occupancy and stakeholder feedback should be considered when determining any future adjustments to enforcement hours and days. 35 Strategy #3. Move the Enforcement Division under the Parking Programs Manager Priority: High Cost: n/a Considerations: Management and oversight, job duties, training and access to technology Prerequisites: None Currently the enforcement officers are housed within the Police Department. The Police Department is, and should be, primarily focused on health and safety concerns. Because of this, parking typically becomes a lower priority for the Department. Knowing th at effective parking enforcement is critical to the success of the parking operation, it is important for the officers to have effective management and oversight. With the recent hire of a Parking Programs Manager, the City should consider shifting the enforcement division under his oversight. This reorganization would provide a more centralized approach to parking management. The Parking Programs Manager could monitor and adjust the enforcement procedures and routes based upon ongoing data results. The City’s automated citation management system vendor, Data Ticket, provides granular enforcement data that can be used to monitor citation issuance trends per officer, location, and violation, among other factors. With consistent route-based enforcement, the City can effectively utilize this data to understand trends over time. This would give the Parking Programs Manager the ability to monitor officer effectiveness and provide gap management. Gap management is the process of ensuring that officers are effectively using their time in the field. As enforcement effectiveness improves, the City can expect increased levels of compliance, resulting in a decrease in the number of issued citations. Gap management will allow the Manager to understand whether a decrease in citations is due to ineffective enforcement or due to higher compliance. Any large gaps in time between citations should be accounted for, whether the officer is chalking tires, providing warning notices, or conducting other job duties. LPR data can also be used to help manage parking enforcement activity for gap management. The GPS locations of plate reads map out daily enforcement routes. This will allow the City to track officer productivity without basing it on the number of citations issued. To proceed with the suggested reorganization, the City will need to ensure that the municipal code is addressed. Parking enforcement staff outside of the Police Department must be designated the proper authority to issue parking citations. Additionally, the City will likely need to update existing job descriptions, requirements and qualifications. Knowing this, it is important to verify whether existing staffing agreements or union plans do not conflict with the proposed adjustments. Finally, the City should plan for the transfer of enforcement vehicles, updated uniform and patches, and the transfer of any Police Department managed parking enforcement technology. 36 Currently, Chapter 10.12 of the Municipal Code assigns the Police Department, or members assigned by the Police Chief, to enforce the street traffic regulations: 10.12.010 General duties of police. It is the duty of members of the Police Department or such members as are assigned by the Police Chief to enforce the street traffic regulations of this city and all of the state vehicle laws applicable to street traffic in this city, to make arrests for traffic violations, to investigate traffic accidents and to cooperate with the Traffic Engineer and other officers of the city in the administration of the traffic laws and in developing ways and means to improve traffic conditions, and to carry out those duties specially imposed upon said Department by this chapter and the traffic ordinances of this city. For Napa, the parking regulations are not separated from the traffic regulations in the enforcement definitions. The City should consider designating the authority for parking enforcement to Parking Ambassadors. Sample language is included below: A. The Chief of Police is hereby authorized to designate regularly employed and salaried employees of the City as Parking Ambassadors. B. Civilian employees of the City of Napa, as well as special contractors designated by the Chief of Police, shall enforce provisions of this title and the California Vehicle Code relating to the standing or parking of vehicles that legally may be enforced by persons other than peace officers. C. Parking Ambassadors shall enforce the provisions relating to regulation of stopping, standing and parking of vehicles contained in the City of Napa Municipal Code and in the Vehicle Code of the State of California. Implementation Phase 1 1. Verify feasibility of reorganizing the management of parking enforcement by transferring the parking enforcement staff under the Parking Programs Manager. a. Consider union agreements, job descriptions, and staffing agreements. 2. Update the municipal code to designate authority for parking enforcement outside of the Police Department. 3. Update job descriptions and organizational structure. 4. Provide new uniforms. 5. Transfer parking enforcement technology and equipment from the Police Department. Phases 2 and 3 1. The Parking Programs Manager should provide ongoing monitoring of parking enforcement staff. a. Adjust routes and procedures as required. b. Utilize the citation management system database to track performance and provide gap management. 37 Strategy #4. Outsource Parking Enforcement Services Priority: High Cost: $$ Considerations: Existing staff, cost, performance standards Prerequisites: Approval by City Attorney, budget As previously described, the City’s enforcement operation is understaffed. An alternative to hiring additional officers could be outsourcing the operation. This approach requires the City to establish the number of labor hours, uniforms, equipment, vehicles, and any office space needed to support the City along with the specified enforcement services. Most vendors will offer an existing employee transition program, subject to minimum qualifications, background checks, and specified hiring criteria. The City could specify this approach in any solicitation. Private parking operators offer both union and non-union labor. The City can specify this requirement as well. The type of labor will impact the cost of the enforcement support services. The City Attorney should confirm the ability to outsource enforcement services. This approach should be evaluated for feasibility and its degree of cost savings. Managing parking enforcement and the related support services can be expensive and an administrative burden. Several California agencies have successfully outsourced parking enforcement operations for nearly two decades. These outsourced programs have continually demonstrated not only a significant annual cost savings to the agency but also an increased level of service and consistent application of the parking regulations that had not been supported by their internal resources. With each outsourced program, the City provides oversight and audit control of the parking enforcement operation including frequent meetings with program managers and regularly scheduled audits to ensure the productivity, efficiency and service levels of the vendor. Though the day-to-day parking enforcement operations is managed by a service provider, the level of transparency in the relationship is critical to the success of the overall program. These programs are closely monitored by designated city staff and, in some case, vendors are even co-housed within existing city facilities. Contract performance requirements strictly regulate how to address customer complaints and the notification protocols for any community issues that may arise. Polices and operational procedures must be approved by the City and vendors must closely monitor their field staff to ensure compliance and customer satisfaction. Several California cities have successfully supported an outsourced parking enforcement service agreement, including Palo Alto, West Hollywood, Pasadena, and Newport Beach. Typically, services are procured through a standard Request for Proposals (RFP) process identifying the type of parking enforcement support services needed. In some cases, cities have outsourced their entire enforcement operations, while others have solicited supplemental services to assist with specific enforcement policies like street sweeping, meter enforcement and overnight parking regulations. Contracts are structured based upon a flat monthly fee, an hourly rate by position with a specified number of annual service hours or a combination of both. Depending upon the agreement, some cities only provide the enforcement devices and, in others, the vendor is required to provide turnkey services, including vehicles, uniforms, office space and the enforcement devices. In either case, the 38 City typically specifies the enforcement needs for the services requested and mutually establishes an enforcement schedule in coordination with the vendor’s scope of contracted services. Outsourced parking enforcement services have demonstrated an improvement in the efficiency of enforcement, including an increase in paid parking revenue (on and off street). After the first year of their outsourced parking operation, in 2012, the City of Newport Beach reported to the Finance Committee a 24% increase in parking meter revenue and salary savings of nearly $500,000. Importantly, the vendors primary responsibility is to encourage customers to pay at the meter before issuing the citation, including trying to find customers in nearby stores and cafes. Even with this effort, the results also included an increase in parking meter citation revenues by 36%. The supplement parking enforcement program began with parking meter enforcement only and has since expanded to include time limits and off-street parking lots. Napa could expect to see a higher level of compliance with posted time limits if the enforcement operation were to be outsourced. Just this year, the City of Breckinridge, CO, made the decision to outsource its enforcement. The City mentioned that the vendor services would be provided a flat fee, therefore providing no incentive based upon the number of citations issued. Instead, the City has promoted a parking ambassador model that focuses on compliance and educating the community and visitors on how to pay for parking rather than a hard stance on issuing citations – with the goal being compliance. For over 15 years, the City of Pasadena has been supplementing their parking enforcement operation with outsourced services. The most recent contract was approved in 2015 with an annual value of $967,000. Turnkey parking enforcement services have been provided to the City of West Hollywood for over two decades and, the most recent 5-year contract extension was approved in 2015 with an estimated value of $2.3M. The West Hollywood enforcement program has been recognized as a high-profile, customer centric model operation in a densely populated region of Los Angeles. Since 1996, the City of Alhambra has utilized a private contractor. Prior to outsourcing, parking enforcement was supported by police cadets reporting to a traffic sergeant. The productivity of the cadets was often impacted by other assignments and the limited annual cap of hours. The City has recognized that the outsourcing of parking enforcement services allows for uninterrupted staffing of the parking detail allowing the City to sustain a consistent level of services and productivity. Since the initial implementation, parking citations have increased yearly. The City’s experience has proven to be very productive and cost effective. The primary enforcement responsibilities include overnight parking, time limit zones, day/night street sweeping, scofflaw identification and vehicle abatement. The City of Palo Alto implemented a new residential parking permit program (2015) that is enforced by supplemental parking enforcement support services. A three-year contract was awarded for $1.5M to enforce the new program. The vendor provides the bicycles and enforcement vehicles and the City provides the enforcement handhelds. 39 Vendors that provide parking enforcement support services include: • SP Plus • Serco Inc. • LAZ Parking • Republic Parking Systems • PCI (currently contracted by Alameda for garage maintenance services). Prior to considering any outsourcing potential of parking enforcement services in Napa, it is recommended that the City solicit the City Attorney to confirm the legal viability of outsourcing parking enforcement support services. This has been an issue of concern for other California municipalities. Recently, the City of San Leandro issued an RFP for outsourced parking enforcement services. The City is currently reviewing proposals and will implement the operation in mid-January. The City of Napa may have an opportunity to learn and benefit from this contract. Regardless, the effectiveness of the City’s enforcement operation should be addressed during Phase 1 to ensure the effectiveness of any future parking operation investments and policy changes. Implementation Phase 1 1. Assess the viability of outsourcing the enforcement operation with the City Attorney. 2. Contact other California municipalities to vet their success with outsourcing enforcement and inquire about any lessons learned and vendor feedback. 3. Consider learning and benefitting from the City of San Leandro’s outsourced parking enforcement agreement and RFP. a. Specifications should define minimum qualifications, employee transitions, and performance standards. b. Outsourced parking enforcement services should fall under the management and oversight of the Parking Programs Manager. Phases 2 and 3 1. Perform ongoing management and oversight of the enforcement vendor services by the Parking Programs Manager. 2. Consider any necessary adjustments to staffing and hours of operation to meet the City’s parking occupancy goals. 40 Strategy #5. Utilize a Customer Service Parking Ambassador Model Priority: High Cost: $ Considerations: Training Prerequisites: None The City should take a compliance-based Parking Ambassador approach to enforcement. A compliance-based approach includes issuing warning notices before citations for first-time offenders, educating parkers on regulations, and answering customer questions. Often times parking enforcement staff may be the only interaction that visitors have with City employees, so they should be a positive representation for the community. The Parking Ambassador approach puts a positive spin on the parking-enforcement/public interaction. It is recommended that the Parking Ambassadors serve as community liaisons and parking educators for a more customer friendly approach to compliance. While we are not encouraging an enforcement state, consistency and compliance should be mandates to safeguard the community. Implementation Phase 1 1. If necessary, update existing enforcement officer job descriptions to be consistent with a customer-service Parking Ambassador model for enforcement. Adjust training information and procedures to align with a customer-service focused approach to achieving compliance. a. Parking enforcement officers could be renamed as Parking Ambassadors. 2. Provide de-escalating and customer service training to Parking Ambassadors. Phases 2 and 3 1. Perform ongoing management and oversight of Parking Ambassadors to ensure a customer service approach to enforcement. 2. Utilize gap management analysis to ensure that any reductions in parking citations being issued is due to increased compliance rather than ineffective enforcement. 41 Strategy #6. Utilize Self-release Boots or Windshield Immobilizer Devices for Scofflaw Enforcement Priority: High Cost: $ Considerations: Hours of operation, full time vs. part time, management structure, technology Prerequisites: None The City does not currently boot for scofflaw violations. Scofflaws are cases where vehicles are tied to five or more unpaid citations. In order to increase compliance and collect on unpaid citations, the City should consider performing scofflaw enforcement. The City should consider booting as a more efficient alternative to towing. The traditional boot is being replaced with more innovative, automated, and customer- convenient options. Officer safety is always a concern during any boot release. If the City assumes booting responsibilities, there are two immobilization devices that the City should evaluate and consider that specifically address the issue of officer safety - Paylock SmartBoot and Barnacle. Each of these immobilization devices provide a self-release service feature that allows the customer to manage delinquent citation payments and do not require PEO field presence to complete a transaction. This minimizes wait time and mitigates the often harsh exchange that can occur when the traditional boot is removed from the vehicle. The Paylock SmartBoot looks just like a traditional boot, however, with embedded electronics that allow for programmed release. When a scofflaw is identified by a PEO, the SmartBoot is deployed by attaching it to the wheel. The violator can contact customer service immediately and pay the designated penalties due to the City. Prior to the payment process, the violator must acknowledge the financial responsibility to return the SmartBoot to a designated location. A credit hold is placed and if the equipment is not returned within the specified timeframe (typically 24 hours), the specified value is processed to the violator. The values range from $500 to $750 and equipment return compliance is high. While also equipped with a violator release feature, the Barnacle is attached to the windshield rather than the tire. This is another enhanced opportunity for officer safety because, rather than bending down to attach the boot, the Barnacle can be attached to the windshield from the curbside. Industrial suction cups adhere the device to the windshield thereby obstructing the driver’s view. The Barnacle is GPS-enabled and includes an anti-tamper alarm. Same as the SmartBoot, a violator must acknowledge financial responsibility for the device and, if not returned, they will be charged for the device at a price similar to the SmartBoot. Image 13. Paylock SmartBoot 42 Both solutions are a tremendous innovation to the traditional booting process. It is recommended that if the City assumes booting responsibilities, either of these options should be considered to more efficiently manage the process. Each of these solutions provide a management system that will automatically send a notification if an immobilization time limit is defined in the system identifying when a vehicle should be towed. The City can determine if this notification should be sent directly to the tow company or if an officer should solicit the service. Implementation Phase 1 1. Request scofflaw data from citation management vendor. a. Ensure that any LPR system is equipped with the ability to automate scofflaw enforcement. The LPR should automatically notify the enforcement officer when a scofflaw is identified. Phases 2 and 3 1. Consider purchasing SmartBoots or Barnacle devices to aid with scofflaw enforcement. 2. Continue to monitor the use of the City’s immobilizing technology to determine whether more equipment is needed. Image 14. Barnacle Windshield Immobilizer 43 Goal: Develop a Special Events Plan Strategy #1. Charge for Parking During Large Special Events Priority: Medium Cost: $ Considerations: Pricing, parking supply, mode alternatives, BottleRock impacts Prerequisites: Payment technology/equipment, ordinance updates, rate model The City of Napa is an increasingly popular tourist destination and has a number of special events that impact parking, including the BottleRock Music Festival. The ability to charge for parking during special events will give the City additional income to improve parking and transportation management. The BottleRock website currently promotes the fact that there is free all-day parking in downtown Napa. Event attendees that utilize downtown parking displace potential customers to downtown businesses. Ideally, to offset the downtown impact, the City could reinvest paid parking revenue into the downtown. Additionally, by charging for parking, the City may encourage more visitors to utilize alternative modes of transportation to access events like BottleRock. The BottleRock website does promote alternatives such as rideshare, biking, and public transit. Latitude 38 Entertainment is the organization that arranges the BottleRock festival. This year, the City established a Property Entry Agreement with Latitude 38 Entertainment for the use of parking facilities for paid BottleRock parking. Payment to the City for the use of Parking Lot X, Lot B, and the Third Street Lot is based upon a rate of just $5.00 per space per day. Meanwhile, Latitude 38 Entertainment charges patrons $35.00 per day in the three aforementioned lots. This is a significant missed revenue opportunity for the City. The remaining 15 facilities are available to the public for free, and are often heavily utilized for event parking. This displaces parking valuable supply from downtown patrons and employees. The City should also consider that when drivers park in a municipal facility, they are expecting a high quality municipal experience. Without providing management oversight during BottleRock and other major events, the City does not have control over the parking experience. It is recommended that the City manage special event parking. To charge for parking during special events, the City can utilize handheld devices to accept payment. There is also an Image 15. BottleRock website parking information 44 opportunity to do a presale for parking so that attendees can pay for parki ng in advance. To improve security, whenever possible, the City should minimize the amount of cash handling. The City can hire temporary staff or reallocate existing staff to manage parking during special events. If paid parking meters are implemented for on- and/or off-street parking, the rates can be easily modified for special events that impact downtown parking. Special event rates may help motivate drivers to park farther away or seek alternative modes of transportation. A special event rate can be easily integrated and implemented with smart paid parking technology. For ease of messaging, it is recommended that the City utilize a flat rate for special events. Any flat rate should be commensurate with the value of the existing rates for on- and off-street parking locations. Additionally, the City can utilize magnetic covers that are flush with the edges of any regulatory signage to alter the regulations during events. To apply a special event rate, the City will need to establish criteria for when the rate would apply, the amount and the advanced notification requirements. Based upon these criteria, the City will have the option to increase special event pricing for any downtown special events, depending upon the need. It is important to keep in mind that special event rates will require increased hours of enforcement for any extended paid parking hours. Implementation Phase 1 1. Update municipal code to allow for paid parking during special events. 2. Establish criteria for when a special event rate will apply and define the rate structure. a. A flat rate is recommended for ease of messaging. However, tiered rates can also be applied based upon the location and demand. 3. Begin to charge for parking during the upcoming events in and around downtown. a. The City should identify the proper staffing resources to manage the paid parking operation during events. This can be staffed with existing resources or with temporary staff. b. Minimize cash handing, accept credit card payment upon entry and/or allow for pre-payment. 4. Conduct ongoing education and outreach regarding special event parking. a. Promote alternative modes of transportation to reduce congestion impacts. Phase 2 1. If the City implements paid parking equipment, program the parking meters to charge a special event rate based upon a calendar of events or manual inputs. 2. Update digital messaging signage with parking information about special events, as applicable. Phase 3 1. Consider adjusting special event rates over time based upon demand and occupancy. 45 Strategy #2. Encourage Alternative Modes of Transportation During Events Priority: Medium Cost: $ Considerations: Incentives, company goals, enforcement, geo-fencing Prerequisites: Relationship with ridesharing companies Promoting alternative transportation options should be encouraged throughout all levels of special event planning and promotions. For example, there are many cross-promotions occurring with services such as Lyft and Uber that both promote the City event and their services to encourage other transportation sources and reduce parking demand. Municipalities across the country are coordinating directly with these resources to encourage alternative transportation. Special event planning should ideally incorporate safe and accessible location(s) for the drop-off and pick-up of passengers. The organizers of BottleRock already coordinate with ridesharing companies to improve transportation management. Ridesharing companies have a track record of working closely with cities to address their ridesharing concerns and issues. For example, Lyft recently worked with the City of Las Vegas to develop a parking solution for the Life is Beautiful Festival. The festival was located in the heart of Downtown Las Vegas, with approximately 150,000 attendees. Lyft worked with the City to establish drop-off/pick-up zones to service the festival, as well as appropriate queuing areas. Service features like in- app geo-fencing, signage, and marketing channels can sometimes be used to improve event planning and management. Drivers can also be incentivized to service certain areas of a city. The City should work with popular ridesharing companies like Lyft and Uber to request trip data for impacted destinations. This will allow the City to better understand the impact of ridesharing on congestion throughout the City. Ford, Uber and Lyft recently announced an agreement to share data through a new platform that provides cities with the ability to manage congestion. The SharedStreets platform is meant to be a way for these companies to provide helpful data about road traffic. The City should monitor the developments of this platform and consider how this data could help inform ongoing parking and traffic management decisions. Implementation Phase 1 1. Perform ongoing outreach to ridesharing companies, Uber and Lyft, about the potential to implement ridesharing incentive programs and drop-off/pick-up zones for special events. a. Define safe pick-up and drop-off locations and coordinate with ridesharing companies to geo-fence the locations as allowable loading areas. Phases 2 and 3 1. Conduct ongoing promotion of alternative modes of transportation for special events. 2. Utilize any provided ridesharing data to adjust the program. 46 a. Monitor SharedStreets platform and any other future data sharing platforms to access traffic data. 47 Goal: Improve Employee Parking Management Strategy #1. Develop a Downtown Employee Permit Parking Program. Priority: High Cost: $ Considerations: Parking space allocations, cost, permit management Prerequisites: Municipal code updates, automated permit management, LPR Currently, the City issues parking permits for designated permit parking spaces within City facilities. Permits can be purchased at City Hall at the Finance Department. Applicants must provide their name, license plate number, vehicle make, model, color, phone number, email address, business name and business address. Each permit costs $30 per month and may be purchased on a monthly, quarterly or annual basis. The price has not been increased for at least 17 years. Permit parking is available on the second level of the Clay Street Garage, Lot X, second level of the Pearl Street Garage, and the third level of the Second Street Garage. Despite offering permits as an option, many downtown employees continue to park on-street and move their vehicles periodically to avoid the time limits. Despite the affordable price of $30 per month, it is challenging for the City to promote this alternative to employees without the implementation of shorter on-street time limits and/or paid parking. However, if the City implements a no re-parking ordinance, shorter time limits, and/or paid parking, it is expected that there will be an increase in demand for employee parking options. Therefore, before making any adjustments to the on-street parking regulations, it is recommended that the City develop a downtown employee permit parking program. Ideally, employees should store their cars in off-street locations, thus creating more availability on-street for customer parking. With any employee permit program, the City should also consider eliminating any reserved parking stalls. Instead, permit parking areas can be designated to allow permit holders to park in any designated permit parking stall. Reserved parking stalls are an inefficient use of space because they sit empty whenever the particular assigned vehicle is not on site. By opening up stalls to every permit holder, the City can start to manage the spaces more effectively based upon demand. Many municipalities choose to implement an oversell amount, meaning that the number of permits sold is higher than the number of permit parking stalls. The City can assume that permit holders will not always need parking at the same time. However, any oversell amount should be carefully monitored to ensure that there is adequate availability. The below table includes the annual parking permit rates for a number of nearby municipalities. In comparison to the City of Napa, the surrounding locations charge significantly more per year. The City should consider raising the permit cost to be more consistent with the market rate. It is recommended that the City raise the permit rate incrementally on an annual basis, eventually reaching an annual rate between $600 and $1,000, or roughly between $50 and $80 per month. 48 Table 3. Employee Permit Rate Comparison Location Annual Employee Permit Cost City of Napa $360 City of Mountain View $336 City of Palo Alto $750 City of Sausalito $440 - $1,040 City of Redwood City $480 - $1,200 City of San Jose $1,200 - $1,500 City of Sacramento $540 - $3,000 Average $586 - $1,169 Along with the revised rate structure, one critical recommendation for the City is the establishment of a low-income/service worker permit option. It is critical for downtown success that low-income employees have an affordable option for parking. The City should establish an income threshold for qualification, and with proof, employees could qualify for a reduced permit rate. For example, the City of Sacramento offers a Discounted Employee Parking Program (DEPP). The DEPP is designed to provide an affordable alternative to those who make an hourly wage of $16 or less and who work within a designated area of downtown Sacramento. In order to determine permit eligibility, the City of Santa Monica has implemented a Worksite Transportation Plan that must be completed by the participating business to determine their available parking options. The City of Santa Monica offers substantial discounts and transportation subsidies for the use of alternative transportation modes including municipal bus passes and bikes. A monthly evening parking permit, valid daily between 4:00pm and 6:00am is available for $82.50. The City also provides a discounted monthly parking permit that is available for $20.00 with proof of employment. In addition to raising the permit price, the City should also consider a tiered pricing approach. The highest demand off-street parking locations should be priced at a higher monthly rate than the lower demand locations. This can be an effective way to encourage employees to store their vehicles in more remote locations. As seen in the above table, a number of the nearby municipalities offer a large range of permit parking rates. This range is due to the higher cost of premium parking stalls in comparison to the discounted areas. Pricing can be an effective way to influence parking behavior. The City should also consider any remote parking locations that could be utilized to store employee vehicles. One example is the City-owned property located north of downtown nearby Walmart. This four-acre lot could become a significant remote parking opportunity for the City. This property is only around a 20-minute walk or a short 5-minute drive from the core downtown area. If the City was to utilize this location for remote employee parking, it is recommended that a discounted or free rate be offered to encourage utilization. This location could also be supported by a shuttle route and/or bike share system. Ideally, revenue from the permit parking program downtown could be utilized to support a remote parking location. 49 To prepare for an employee permit parking program, the City will need to update the municipal code. Currently, Section 10.36.270 defines the specific locations for a physical permit: 10.36.270 – Off-street lots – Permit parking. A. Whenever the Council shall determine by resolution and when authorized signs are in place giving notice thereof, no person shall stop, stand or park any vehicle within any off- street city parking lot so designated without first obtaining a permit therefor and displaying said permit as provided in this section. B. The resolution shall designate the off-street parking lots or portions of lots to be permit parking only, parking time limits, if any, charge rate and time period or other conditions of permits to be issued. C. Monthly parking permits issued by the City Collector shall not be valid until affixed to the vehicle windshield in the lower left corner of the rear windshield or left side of rear bumper. The City will need to add a section allowing for the establishment of an employee parking permit program. The suggested language is included below: A. The City Manager or designee may issue downtown employee parking permits with a term not to exceed one year subject to the requirements set forth in this subsection of this chapter and in administrative rules and regulations issued pursuant to this chapter. B. A vehicle with a valid downtown employee parking permit shall be permitted to stand or be parked in an employee permit parking zone for which the permit has been issued. Any vehicle that has not been issued a valid parking permit shall be subject to the requirements and restrictions related to parking within the parking zones. C. This chapter shall not be interpreted or applied in a manner that shall abridge or alter regulations established by authority other than this chapter. Implementation Phase 1 1. Update ordinances to allow for a downtown employee permit parking program. 2. Define permit parking locations. Ideally, permit parking should be located in off-street facilities, particularly on the upper levels of garages or in more remote parking lots. a. Remove dedicated permit parking stalls and instead create permit parking areas. 3. Develop a permit parking rate structure. a. Incrementally adjust the monthly permit rate to reach the market rate of surrounding municipalities. b. Implement a low-income/service worker permit parking program with a discounted, affordable rate. c. The rate structure can be tiered based on demand. 4. Ideally, the City should utilize an automated permit management system to manage the permit parking operation. 5. Launch an education and outreach program encouraging employees to utilize the program. 50 a. Before implementing shorter time limits, a no re-parking ordinance, and/or paid parking, it is important that employees are aware of alternatives to on-street parking. Phase 2 1. Conduct ongoing monitoring of permit sales to adjust oversell amounts, permit parking rates, and supply. 2. Consider remote parking opportunities that could be utilized for employee parking as a discounted rate. a. Remote parking locations may require a shuttle service and/or bike share program for access into the downtown. 51 Strategy #2. Utilize an Automated Permit Management System Priority: High Cost: $ Considerations: Vendor features, digital permits Prerequisites: LPR Currently, the City is managing the permit program manually. Drivers are required to purchase their permits at the Finance Department, and do not have the option of filling out an online application. If the City intends to expand the permit program, an automated permit management system is recommended. A turnkey vendor solution would minimize visitors to City Hall and would ease the management burden. The City’s existing citation management vendor, Data Ticket, also offers an automated permit management system that could be considered by the City. Whether the City utilizes Data Ticket or another permit management vendor, the automation of the program is recommended. Regardless of the selected vendor, the City should offer an online portal. Applicants should be required to submit proof of employment to qualify for a permit. Proof of employment can include a recent paystub or a letter from an employer, for example. The supporting documentation should be reviewed by an administrator and approved prior to acc epting payment from the applicant. A vendor system will also allow the City to ability to set a cap on the number of permits with a wait list capability. The vendor system administrator portal should also allow the City to view applications, run reports and track program utilization. There are a number of services offered by permit management vendors. During a solicitation process, the City should determine which services to keep in-house and which services to outsource to the vendor. Figure 6 below outlines certain services and features for consideration: Figure 6. Parking Permit Processing Tasks Task Outsource to vendor Optional vendor service Keep in- house Renewal mailing ☐ ☐ ☐ Permit Application review (validate eligibility) ☐ ☐ ☐ Fulfillment of physical permit ☐ ☐ ☐ Develop/supply permit stock ☐ ☐ ☐ Customer support (phone/email) ☐ ☐ ☐ It is also recommended that the City transition to the use of digital permits. With digital permits, the license plate number becomes the permit identifier for enforcement, removing the need for physical hangtags or stickers. Digital permits will allow the City to efficiently enforce with the use of LPR technology. This will be more efficient than the visual verification process currently required with the hangtags. 52 When transitioning to an automated permit management system, the City should also be prepared to implement an education and outreach campaign. Ideally, employees should learn how to use the new system rather than relying upon ongoing administrative support. While this adjustment period can be challenging at the start, the vendor systems are typically designed with a user-friendly interface which should mitigate customer questions and complaints. In conjunction with the launch of the program, employees should be provided with information about the program, how to use the online portal, general information about LPR enforcement, and step by step instructions for purchasing a permit. For reference, the City of Paso Robles recently launched their first employee permit parking program. The Paso Robles Employee Parking Permit Pilot (PREP4) included the following outreach materials along with the program launch. These outreach materials from PREP4 are examples of using positive wording to communicate a program. Additionally, they incorporate the City’s parking brand color palette for consistency. The use of these instructions and information has helped to provide a smoother transition for the City. A similar outreach approach is recommended for the City of Napa. 53 Image 16. Paso Robles Flyer (Front) 54 Image 17. Paso Robles Flyer (Back) 55 Image 18. Paso Robles Instruction Guide Implementation Phase 1 1. Utilize the City’s existing citation management vendor, Data Ticket, or release an RFP for an automated permit management system. a. A turnkey solution is recommended for the City to minimize the amount of administrative support. 56 b. The Parking Programs Manager can oversee the implementation and operation of the program. 2. The City should transition to utilizing digital, license plate-based permits in conjunction with the use of LPR for enforcement. 3. Launch an education and outreach program encouraging employees to utilize the program. a. Include instructions about how to utilize the online portal, including step-by-step instructions for purchasing a permit. Phases 2 and 3 1. Conduct ongoing monitoring of permit sales to adjust oversell amounts, permit parking rates, and supply. 57 Goal: Safeguard Residential Areas from Spillover Parking Impacts Strategy #1. Develop a Residential Permit Parking Program Priority: High Cost: $ Considerations: Hours of operation, full time vs. part time, management structure, technology Prerequisites: LPR, automated permit management system Whenever parking regulations are introduced in a downtown area, the surrounding residential areas are at risk for spillover parking. Spillover parking is when drivers who are looking to avoid a time limit or parking rate park further away. If the City implements paid parking downtown, residential neighborhoods may experience additional spillover from drivers looking to avoid paying for parking. To safeguard the neighborhoods, the City should update the municipal code to allow for a residential permit parking (RPP) program. Afterwards, the City should make sure that it proactively educates residents about the RPP program, and any future changes to these programs, prior to implementing paid parking downtown. While a residential permit program may not be required for everywhere around downtown, residents should be prepared with the ability to enact the program if desired. In addition to the surrounding neighborhoods, the City should also be considerate of any residents that live within the downtown. There may be a benefit to separating the programs, with different rules for downtown versus non-downtown residents. Ideally, there should be a cap on the number of permits allowed per address, or an escalated or tiered permit rate structure. Another consideration is that with the ongoing intensification of development and multi-family housing developments, there will likely be residential areas that have impacted on-street parking without an external source. Typically, RPP programs are designed to safeguard residents from external impacts, such as spillover from a commercial area, hospital, or university. However, when the only impact is other residents, it is challenging for the City to develop an equitable RPP program, knowing that all residents would qualify to participate in a program. The City cannot reasonably guarantee that all residents in a dense area will have adequate on-street parking. An example of this is the City of Seattle’s Restricted Parking Zones (RPZs) program. In Seattle, RPZs are residential areas around commuter traffic generators – like hospitals or light rail stations – where on-street parking is restricted for those except residents and short-term visitors. To establish a new RPZ, the block must be adjacent to an existing RPZ, at least 75% of spaces on a block are full, and 60% or more of households on the block sign a petition to join the RPZ. 58 The City of Napa should also consider combining any future RPP program with the selected automated permit management system so there is one consistent online portal for users. More information about the online portal is described in the employee permit parking section. Residents should be required to upload proof of residency to qualify for a permit. Proof of residency can include a recent utility bill and a car registration with the correct address, for example. A web-based permit management system will allow residents to electronically submit applications and supporting documentation. Residents should have the ability to establish an online account that allows them to manage the permit requirements. The eligibility requirements for the different RPP areas can be defined by business r ules based upon address or any other specification designated by the City. The permit management solution can also be integrated with the suggested LPR system. This will provide the parking enforcement officers with real-time valid permit status. Ideally, with the use of LPR, the City can utilize a digital parking permit process and there would be no need for a physical permit to be displayed on a vehicle, the license plate would become the identifier. The City does have a Preferential Parking Permit program established, per Chapter 10.38 of the Municipal Code. However, it only applies to 30 parking spaces along Brown Street. These parking spaces are meant for visitors, invitees, and employees of the Napa City-County Library and the Napa Mill Planned Development Overlay District. The City could expand this Chapter or introduce a new chapter to include a residential program. Suggested language is included below for consideration: Purpose Public streets in neighborhoods in the City have parking accessible to residents in those neighborhoods. Parking by non-residents causes inaccessibility to parking and congestion on neighborhood streets. Such parking by non-residents threatens the health, safety and welfare of all residents of Napa. In order to protect and promote the integrity of these neighborhoods, it is necessary to enact parking regulations restricting unlimited parking by non-residents, while providing the opportunity for residents to park near their homes. Definitions 1. “Designated preferential parking permit area” means any contiguous area upon which the Council imposes parking limitations pursuant to the authority granted by this Chapter. 2. “Non-residential vehicle” means a motor vehicle not eligible to be issued a residential parking permit, pursuant to the terms and conditions of this Chapter, for the specific area in which it is parked. 3. “Visitor permit” means a parking permit issued pursuant to this Chapter or an ordinance enacted pursuant to the authority granted herein, which shall exempt the vehicle from parking time restrictions established pursuant to this chapter for a period defined by the City Manager or designee, beginning upon the date authorized. Residential Permit Exemption A. A motor vehicle that has been assigned a valid residential parking permit as provided for herein shall be permitted to stand or be parked in the residential parking permit area for 59 which the permit has been issued without being limited by time restrictions established pursuant to this Chapter or any resolution hereunder. Any vehicle that has not been issued a valid parking permit shall be subject to the residential parking permit regulation and consequent penalties in effect for such area. B. A residential parking permit or any other permit as designated by the Council shall not guarantee or reserve to the holder thereof an on-street parking space within the designated residential parking permit area. C. This Chapter shall not be interpreted or applied in a manner that shall abridge or alter regulations established by authority other than this Chapter. Designation of a Residential Parking Permit Area A. The City Manager or designee shall consider whether a residential parking permit (RPP) area within a designated area, would promote certain benefits or would result in adverse impacts. B. Benefits that may lead to establishing an RPP area include, but are not limited to: increased access for area residents, reduced traffic congestion, increased traffic or pedestrian safety, reduced air or noise pollution, reduced commuter parking in neighborhoods, prevention of blighted areas, and promoting the use of alternative modes of transportation. 1. Adverse impacts that may prevent establishing an RPP area include, but are not limited to: transferring a parking problem to a different area, inability to effectively enforce program restrictions, lack of alternative transportation modes, and availability of simpler, cheaper or more effective solutions. 2. There shall be two (2) alternative processes by which the City Council can consider any area for designation as a residential parking permit area: i. Resident’s Petition. The City Council shall consider for designation as a residential parking permit area any proposed area for which a petition has been submitted that meets and satisfies both requirements and any administrative guidelines adopted by the City Council. ii. The City Council or City Manager shall consider for designation as a residential parking permit area a location that satisfies both requirements and any administrative guidelines adopted by the City Council. C. The City Council or City Manager shall initiate the process for establishing the area as a residential parking permit area. 1. A notice of intent to establish permit parking shall be sent to all addresses within the proposed residential parking permit area. 60 D. Upon receipt by the City Council of a resident’s petition with at least 51% of the residential addresses within the designated area or upon City Council or City Manager initiation as described above, the City traffic engineer shall do the following: 1. Undertake or cause to be undertaken any surveys or studies which it deems necessary; 2. Present to the City Council for consideration a resolution that would establish a residential parking permit area based upon the aforementioned proposal and studies, including all regulations and time restrictions determined by the City Council to be reasonable and necessary in such area. E. The City Council may, by resolution, modify a designated residential parking permit area in any manner consistent with this Chapter. Issuance of Permits A. Residential parking permits shall be issued by the City in accordance with requirements set forth in this Chapter. Each such permit shall be designed to state or reflect thereon the identification of Permits will be valid in the particular residential parking permit area for which it is issued. B. The City is authorized to issue such rules and regulations necessary to implement this Chapter that are consistent with it. Residential Parking Permit A. The City Manager, or his or her designee, shall issue residential parking permits with a term not to exceed one year to residents that comply with the requirements set forth in this Chapter. B. A residential parking permit may be issued only to an applicant who can demonstrate that he or she is currently a resident of the area for which the permit is to be issued. C. Proof of motor vehicle ownership or vehicle use and control and valid registration shall be demonstrated in a manner determined by the City Manager or his or her designee. Permits are not valid for non-motorized vehicles (i.e. trailers). D. The City Council may, by resolution, limit the number of permits issued to any resident or dwelling unit if such limitation would further the goals of the residential permit parking program. Visitor Permits A. A visitor parking permit may be used on resident or nonresident vehicles. The City Council may, by resolution, authorize the issuance of visitor parking permits in any residential permit parking area. When authorized, visitor parking permits may be issued under the following conditions: 61 1. The applicant for a visitor parking permit has not reached the limits, if any, set by the City Council. 2. Such other conditions and restrictions that the City Council by resolution imposes or that the City Manager, or his or her designee, deems appropriate. B. Visitor permits must be registered with the City and comply with permit regulations to be valid. A visitor permit shall be tied to a specific address, license plate number, name, permit area, and date range. C. A visitor permit shall, for the period determined by the City Manager or designee, commencing upon the date indicated upon purchase of said permit authorized, exempt the applicable vehicle from parking time restrictions established pursuant to this Chapter. Posting of Residential Parking Permit Area Upon adoption by the City Council of a resolution designating a residential parking permit area and after at least sixty percent (60%) of the households have purchased permits, the City traffic engineer, or designee, shall cause appropriate signs to be erected in the area, indicating prominently thereon the area prohibition or time limitation, period of its application, and conditions under which permit parking shall be exempt therefrom. Parking Permit Fees The annual fee and renewal fee for residential parking permits and for visitor permits, or any other parking permit designated by the City Council, shall be established by City Council resolution. Penalties, Liability and Enforcement The following acts shall constitute fraudulent use of a permit punishable by a fine to be prescribed by City Council resolution and/or revocation of any permit currently held. Violations of this Chapter shall include, but are not limited to, the following: A. The distribution or sale of residential or visitor permits for any purpose, other than residential parking, is prohibited. Residential and visitor permits may not be sold or distributed for special event parking or any external attractions outside of the residential area. B. Falsely representing oneself as eligible for a parking permit or furnishing false information in an application therefor. C. Copying, reproducing, or otherwise bringing into existence counterfeit parking permit or permits without written authorization from the Finance Director. D. Knowingly using or displaying a facsimile or counterfeit parking permit in order to evade time limitations on parking applicable in a residential parking permit area. 62 E. Changing dates on a visitor parking permit without written authorization from the Finance Director. F. Knowingly committing any act that is prohibited by the terms of this Chapter or any ordinance or resolution enacted by authority granted by this Chapter. Revocation of Residential Parking Permit Area A. A residential parking area may be revoked by resolution of the City Council after following the same procedures for establishing a residential parking permit area as set forth in this Chapter. B. If sixty percent (60%) of the households in a residential parking area fail to purchase permits after being duly noticed, the City Manager may revoke the residential parking area upon notice to the residents without further action of the City Council. Implementation Phase 1 1. Update the municipal code to allow for a residential permit parking program. a. The program should require residents to go through a petitioning process to enact a permit zone. b. The program guidelines should define the price, permit sales, guest parking pass rules, and acceptable hours of operation. c. The City should require an external impact, outside of dense residential development, to qualify for the program. d. An on-street parking occupancy study should be conducted by the City to verify whether a location is truly in need of an RPP program. 2. Implement an automated permit management system in conjunction with the employee permit program. Phase 2 1. The City should proactively notify the residential permit parking program to neighborhoods prior to the implementation of paid parking. a. An educational outreach campaign will be necessary to safeguard the neighborhoods and prevent spillover parking. Phase 3 1. Perform ongoing monitoring of program utilization to determine necessary adjustments to permit price and caps. 63 Goal: Improve management of parking demand Strategy #1: Adjust the Length of On- and Off-street Time Limits Priority: High Cost: $ Considerations: Demand, turnover, on vs. off-street, signage Prerequisites: Ordinance updates, enforcement The parking industry standard for the target occupancy rate is 85%. At this rate, there are enough vacant parking spaces to: 1) minimize congestion from drivers searching for spaces; and, 2) reduce oversupply, which is an inefficient and costly use of valuable land. The City should also aim to encourage long-term parking off-street, allowing for more turnover in the convenient on-street spaces. The goal is to improve access for customers and visitors. The existing time limits are outlined on the map, below. The City of Napa owns three garages (Pearl Street, Clay Street, and Second Street), and the City has a long-term license to use a portion of the garage owned by the County of Napa (Fifth Street) with all-day parking, and 13 surface lots, 11 of which offer three-hour parking. The Pearl Street, Clay Street, Second Street, and Fifth Street Garages have all day parking. Parking lots X and K also have all day parking. The remaining off-street parking lots have 3-hour time limits. There are also a number of on- street time limited locations with 3-hour time limits. Figure 7. Downtown Napa Parking Map 64 During a recent data collection effort in 2014, 150 of the 332 observed cars (45.2%) were parked in short-term spaces for three hours or longer, despite the posted time limits. Meanwhile, 20% of the observed vehicles were parked for four hours or longer within the two- hour time limit zones. A low compliance rate with time limits is often indicative of inconsistent enforcement. Low compliance makes it challenging to know the true impact of the existing time limits. The City should ensure consistent and effective enforcement before considering any adjustments to on- street time limits. The high occupancy rates typically observed for on-street parking are likely a result of employees parking on-street. The City should not adjust the on-street time limits until there has been consistent enforcement during the posted hours of operation. By improving enforcement, the City can expect that more employees will utilize the long-term parking options instead. As it is today, many employees are able to park on- street with minimal risk for a citation. Additionally, the City could implement a no re- parking ordinance, which would prohibit drivers from returning to the same block or zone after the time limit expires. More information on no re-parking ordinances is included below in the next strategy. The City should also consider partnering with the Oxbow Public Market to provide parking enforcement services in their parking lot. This would improve the effectiveness of any existing or future time limits in this location. Once the City addresses the enforcement recommendations, the on-street parking occupancy rates and utilization patterns should be reevaluated to determine whether an adjustment to the time limits is warranted. If on-street occupancy continues to exceed the 85% target rate, then the City could consider shortening the time limits and/or implementing paid parking. The benefit of shorter time limits is that it encourages more turnover. However, this also requires additional enforcement support to be effective. While more turnover can be helpful, it has the downside of making it more challenging for visitors and customers to spend their time downtown. To maximize the customers’ ability to stay downtown, longer-time limits in conjunction with a no re-parking ordinance can be ideal. The no re-parking ordinance would address the issue of employees parking on-street, without needing to shorten the time limit. Image 19. Existing Time Limit Signage 65 Ideally, off-street parking should be utilized by long-term parkers since its less convenient. A 5-minute walk from a parking facility to a destination is not a significant inconvenience for a long visit to downtown. Despite the Pearl Street garage being underutilized during both the 2014 and 2018 occupancy studies, the City has received complaints regarding a potential lack of long-term parking. 3-hour parking spaces within the parking garages and lots often did not reach capacity, even during the peak periods on Thursday and Saturday. This indicates that there may be an imbalance between short and long-term parking supply, but it’s possible that drivers don’t know where to look for it. This could indicate a need for improved vehicular wayfinding and parking guidance system (PGS) signage. The City could also incorporate real- time parking occupancy counts into the PGS signage using sensors. More information on wayfinding can be found in wayfinding and parking guidance section. Demand for all day parking will likely increase once on-street parking enforcement is improved. However, rather than creating all day public parking for employees, this is an opportunity for the City to promote a new employee permit parking program. The City will need to closely evaluate the demand for long-term parking throughout the adoption and implementation of a permit program to ensure that the distribution of parking supply remains appropriate. The City should adopt a “Park Once” motto for parking management. The Park Once approach encourages drivers to store their car in a single location per visit to downtown, rather than moving their vehicles between time limited spaces. This means that long-term parkers should be storing their vehicles in long-term parking stalls. The Park Once approach will minimize congestion downtown and improve the effectiveness of time limits. This approach can also be geared towards employees, who should ideally be participating in an employee permit parking program for long-term parking. Implementation Phase 1 1. Update the municipal code to allow for more flexibility with adjusting on and off-street time limits. 2. Before considering any adjustments to on-street time limits, address enforcement recommendations. a. Consider adopting a no re-parking ordinance. 3. Consider partnering with the Oxbow Public Market to provide enforcement services. 4. Promote all day parking areas using wayfinding and parking guidance technology. 5. The City should aim to encourage long-term parking off-street and short-term parking on-street. a. The Park Once motto can be adopted to influence parking planning and policy decisions. 6. The City should utilize an employee permit parking program to manage all day parking by employees. Phase 2 1. Once parking enforcement is consistent during the posted hours of operation, the City should monitor on- and off-street parking occupancy and utilization trends. 66 a. If on-street parking continues to reach above the 85% occupancy target, the City could consider shortening time limits and/or implementing paid parking. Phase 3 1. Conduct ongoing monitoring of occupancy to determine potential adjustments. 67 Strategy #2. Establish a No Re-parking Ordinance Priority: High Cost: $ Considerations: Enforcement, signage, distance, timing Prerequisites: Adequate enforcement, LPR The City should consider developing a “No Re-Parking” ordinance. A ‘No Re-Parking’ ordinance would prohibit drivers from shuffling their cars on the same block, within a parking lot, or within a structure to avoid time limit restrictions. For time limits t o be fully effective, a driver should not be allowed to re-park within the same block or zone on the same day or within a defined period of time. This will help ensure that long-term parkers are not utilizing the spaces meant for short-term visitors. Furthermore, employees would be more likely to purchase a parking permit instead of utilizing the short-term spaces meant for customer parking. However, it is critical that before the City decides to implement a no re-parking ordinance that a low-income service worker permit be offered (see the employee permit parking section). Some examples of existing no re-parking ordinances are listed below: City of Portland, OR (16.20.260 Time Zones) A. A vehicle may park in a time zone only for a period not to exceed the posted time limit. B. A vehicle may not return to a time zone in the same block face or within 500 feet of where previously parked on the same block face for a 3-hour period. C. Upon expiration of the designated time limit, as indicated by the parking zone sign, a citation may be issued if a vehicle remains parked or stopped on the same block face unless: a. The vehicle has moved 500 or more lineal feet, measured along the curb or edge line; b. The vehicle has moved to an unregulated parking area in the same block face; or c. The vehicle has vacated the block face for 3 hours. City of San Francisco, CA (Sec. 1002. Shifting of Parking Vehicles) For the purpose of Parking regulations other than a violation of Division I, Section 7.2.29 (Parking Prohibited for More than 72 Hours), any vehicle moved a distance of not more than one block or one-tenth of a mile during the limited Parking period shall be deemed to have remained stationary. City of Seattle, WA (11.72.240 Moving vehicle to avoid time limit) No person shall move and repark a vehicle on either side of a street within the same block in order to avoid a parking time limit regulation specified for either side of the street in that particular block. 68 Based upon industry best practices, the following no re-parking ordinance is recommended for Napa. A. A vehicle may park in a time zone only for a period not to exceed the posted time limit. B. A vehicle may not return to a time zone in the same block face or within 1,000 feet of where previously parked for a 3-hour period. C. Upon expiration of the designated time limit, as indicated by posted signage, a citation may be issued if a vehicle remains parked or stopped on the same block face unless: I. The vehicle has moved 1,000 or more lineal feet, measured along the curb or edge line; II. The vehicle has moved to an unregulated parking area in the same block face; or III. The vehicle has vacated the block face for 3 hours. However, if the City chooses to establish parking zones, then the City should consider utilizing a no re-parking ordinance that is based upon zones rather than the 1,000 foot rule. For example, a parking zone could be all on-street parking within the downtown core. Another zone could be the on-street parking in the Oxbow District. By prohibiting drivers from re- parking within the same zone, this will make time limits even more effective. This will prevent drivers from parking a block away – instead, they will need to park in an separate zone. The challenge with this approach is ensuring that drivers are aware of the specific zones. This approach typically requires additional signage and messaging. A zone-based approach may be better suited in the case of Napa implementing paid parking. The paid parking equipment can be branded and wrapped with zone-based information. A successful example of this is in the City of San Leandro. The parking meters in San Leandro were rebranded using decals, and each zone is color coordinated. This makes it simpler for drivers to see which areas are priced higher or lower. The City of San Leandro established a total of seven zones, each with different time limits and hourly rates. This includes both on- and off-street public parking areas. The decals and signage all of information highlighting the no re- parking rules. Drivers are prohibited from re- parking in the same zone beyond the posted time limit. In San Leandro, drivers are required to wait for a period of at least two hours before returning to the zone. The red no re-parking signage was designed by the company, PICTOFORM. For reference, the following map outlines the parking zones in San Leandro. Image 21. No re-parking sign by PICTOFORM Image 20. San Leandro Meter Decals 69 Image 22. San Leandro Parking Zones Implementation Phase 1 1. Update the municipal code to prohibit re-parking within the same block face or zone. 2. Design, order, and post signage indicating the new no re-parking rules throughout downtown. 3. Parking enforcement officers should initially issue warning notices to violators of the no re-parking. a. Information about all day parking and an employee permit parking program should be shared. It’s important that employees have alternative parking options available prior to the implementation of a no re-parking regulations. 4. Recommended LPR equipment should be configured to allow for time limit enforcement and digital chalking. Phases 2 and 3 1. Conduct ongoing monitoring of on- and off-street parking occupancy and utilization to determine whether to adjust certain time limits or regulations. 70 Strategy #3. Implement Paid Parking Priority: Low Cost: $$ Considerations: Rate structure, occupancy, technology and equipment, enforcement Prerequisites: Enforcement, ordinance updates, occupancy monitoring, outreach Paid parking is another parking management strategy that could be considered by the City of Napa. However, there are a number of other strategies included in this report that should be addressed first. Importantly, the City needs to ensure that parking enforcement is consistent. The City should understand how the existing regulations impact parking occupancy and utilization trends with proper enforcement and improved compliance. The City cannot accurately predict which locations would benefit from paid parking equipment without proper enforcement. The City should not risk investing in paid parking technology and infrastructure without first achieving program stability. Therefore, it is recommended that the City consider paid parking as a longer-term solution, depending on parking occupancy trends and the success of other parking management strategies. There are a number of benefits to paid parking, including the ability to offer incentive programs, utilize rates structures to influence driver behavior, and encourage drivers to shift to alternative modes of transportation. Additionally, revenue from paid parking can support a sustainable and effective parking operation, including the ability to fund the required management, enforcement, and maintenance staffing and resources. A paid parking operation should be self-sustaining, and a successful program will allow the City to invest in the development of parking and transportation resources that directly benefit the community. If the City implements paid parking it would be able to reinvest revenue back into downtown, provide incentive programs to residents and more efficiently influence parking behavior. With the current time limit only model, the City’s parking operation is unlikely to be self-sustaining and will unlikely provide the City with the resources required to improve other mobility and pedestrian related solutions in downtown. Without paid parking revenue, citation revenue is often looked to for supporting the operation. However, the primary goal of enforcement should always be compliance with the posted regulations. This means that that drivers are following the regulations, and therefore the City is achieving their parking management goals. Therefore, if the efficiency and staffing of the City’s enforcement operation is improved, this will further decrease the City’s revenue from citations. Typically the revenue from paid parking allows a municipality to make these investments, while possibly creating a surplus that can be allocated towards the City’s broader mobility goals. Paid parking, combined with time limits, is an important management tool for influencing driver behavior and increasing turnover rates. Without assigning a baseline monetary value to the City’s parking assets, it will be challenging to implement effective incentive programs. Paid parking is an effective way to discourage employees from parking in convenient spaces meant for customers. 2-hour and 3-hour time limits may impact the ability of visitors to both shop and eat meals during the same visit. While longer time limits in some areas may improve 71 visitor experience, they are not effective at reducing employee use of on-street spaces in the downtown core. Instead, the City can utilize paid parking rate models to achieve its desired turnover rates in these cases. Depending on the rate model, paid parking can discourage employees from parking in paid spaces. The City should be considerate of the cost of a parking permit in comparison to metered parking to ensure that employees have an incentive to purchase a permit rather than pay for hourly parking. Encouraging employees to store their vehicles off-street will increase parking availability for customers and visitors. If the City proceeds with the implementation of paid parking, it should focus on the on-street parking within the downtown core and Oxbow District as a starting point. However, prior to the implementation of paid parking, the City needs to ensure that there is adequate parking alternatives available for employee and downtown resident parking. The City should continue to collect occupancy data on a recurring basis to monitor the growth of the program and determine appropriate program adjustments. Occupancy data can be used to determine if and when adjustments to rates or expansion of the program is needed to maintain the target goal of 85 percent occupancy. Whenever parking occupancy rates reach above 85%, this is the ideal time for the City to consider adjusting time limits and/or paid parking rates. Single-Space Meters vs. Pay Stations The convenience and ease of use of single-space meters is what makes them effective for dense commercial areas. Smart single-space meters accept credit card (and therefore debit card) payments and are enabled with back office tools and real-time access to information and data. As opposed to any customer-facing services, the back-office tools are the software or web applications that are utilized by municipal staff to access information like data, maintenance updates, reporting tools, transaction histories, payment processing, noticing, and more. This would allow the City to monitor the meters and be notified of any maintenance issues. The selected equipment must meet the Payment Card Industry (PCI) security standards for credit card transactions to make sure only the last four digits of each card number is stored. Additionally, all payment information can be tracked and audited to ensure proper revenue reconciliation during collections. Most single-space meter vendors offer meter management systems to edit the display screen, manage rate structures, and run reports. Smart single-space meters range in price from around $400 to $600 per meter mechanism plus approximately $250 to $400 for the meter housing and pole (not including shipping). There is an ongoing $6 to $8 data management cost per meter per month in addition to transaction fees. Multi-space pay stations, depending on configurations, are approximately $8,500 per unit with monthly data management fees of approximately $70 per pay station per month. This pay station rate estimate does not include installation and freight. The City should consider including the optional added features such as a motion-controlled light bar and a tilt board security feature with a siren. The typical pay station vendor also provides a meter management system that provides real-time access to pay station information and maintenance support requirements. Additionally, following year one, the City should budget approximately $30 per month for the pay station warranties. While not required, the 72 warranties are recommended to safeguard the program and ensure equipment performance and system uptime. Pay stations normally support 7 to 12 on-street parking spaces. A typical off-street surface lot requires 1 to 4 pay stations, depending upon the configuration and number of access points. It is also recommended that pay stations and single space meters limit the primary payment method to credit card. Machines that accept cash and coin require more maintenance and collections because of the added mechanical parts in bill note acceptors and coin slot jamming. The State of California currently requires municipalities to offer either coin or cash, the payment method does not necessarily need to be applied across the operation consistently. The City can also encourage credit card payments through pricing. Rates higher than $0.75 per hour make coin usage less convenient. There are three main operational configurations for multi-space pay stations: pay and display, pay by space, and pay by plate: • Pay and Display: The driver parks, purchases parking session time at the pay station, and then returns to the vehicle to display the dashboard receipt. • Pay by Space: The driver parks in a numbered space, and then pays at the pay station using the parking space number. The driver is not required to return to the vehicle because payment is electronically tied to the space number. Parking enforcement is able to use a web application to verify payment status by parking space number. • Pay by Plate: Similar to pay by space, but the driver enters the license plate number at the pay station to record payment. This method does not require drivers to return to their cars. Parking enforcement verifies payment status by license plate using a web application and/or LPR technology. To minimize the amount of infrastructure and street clutter, it is recommended that the City utilize pay stations for on and off-street paid parking. While single space meters are convenient, they also require more ongoing maintenance. Pay stations can also be easier to enforce in conjunction with a mobile payment solution. This is because mobile payment status is tied to the users’ license plate number. More information on mobile payment i s included below. The City should utilize the pay by plate configuration with any pay stations. This would allow the City to enforce efficiently with the use of License Plate Recognition (LPR) technology. If the City decides to proceed with paid parking, the City should consider implementing a three to six-month paid parking pilot. A RFQ could be issued soliciting a single vendor interested in providing approximately 60 parking pay stations and integrated mobile payments for a pilot period. The vendor would be responsible for the hardware installation, implementation and communications requirements. Due to the size of the pilot area and the number of pay stations, this is a different approach than followed by most agencies. However, this method will provide the City with the data needed to validate utilization for both on and off street parking locations and will also identify the potential revenue projections if the on street parking assets are monetized. The cost of the parking technology pilot cannot be determined without the RFQ vendor proposal responses. However, most vendors are willing to provide a parking pay station rental option to the City. This costs approximately $600 per month per meter. Some v endors also 73 suggest a 50:50 revenue share for a “free” 12-month pilot program with revenue caps to the amount paid to the vendor. The City may also be able to arrange a free technology pilot, but the requirement would be a significantly lower number of pay stations and a small fee to cover the cost of installation and training. If the City decides not to proceed with the paid parking model, the rental agreement will include the cost for equipment removal. If the City elects to proceed, a lease option to purchase can be outlined as a requirement within the RFQ. Figure 8 is a rough outline of the proposed street block locations for the estimated pay stations that would be required for the parking technology evaluation pilot for the Downtown area, including on street parking and surface lots. Figure 8. Downtown Napa Potential Pay Station Locations The City should also consider paid parking within the Oxbow District. Pay stations could be installed along First Street and the side streets. Additionally, if the Oxbow Public Market were to implement paid parking, the City could establish a revenue share agreement for providing the paid parking equipment and enforcement. During a paid parking pilot the technology should be evaluated and monitored throughout the entire duration. For example, any maintenance issue or downtime could be tracked by using a bi-weekly vendor performance matrix. This matrix could include the date and time of the issue, what the issue was, the vendor resolution to the issue and the time and date of resolution along with any additional comments needed. A performance matrix can serve as the maintenance log to evaluate customer service, uptime, complaints and any anomalies with the parking technology. Evaluation criteria should be defined within the solicitation, and 74 vendors should have a clear understanding of the performance requirements for the evaluation criteria. Along with maintenance, the revenue reporting features should be monitored and managed using the selected vendor’s parking management software (PMS) program. The PMS will provide the City with the reporting capabilities, revenue reconciliation and software flexibility for the selected vendor. The revenue deposit procedures should be determined based upon how the City proceeds with parking revenue collection, counting and reconciliation support services. Revenue reconciliation, including credit card and mobile payments, should be coordinated. Ongoing monitoring and auditing support will ensure that procedures are established and followed to ensure accountability and accuracy of revenues paid versus deposited. Mobile Payment It is also recommended that the City offer a mobile payment feature for customer convenience. A mobile payment solution allows drivers to pay for parking sessions using their cellphones and can be implemented with any rate structure. Drivers can either call a number to pay, or they can simply create an account on a mobile application to pay online. Users are able to complete one-time uses or establish accounts with the mobile payment provider that allow them to pay for parking and extend their stays without returning to their vehicles. Zone numbers are assigned to each paid parking area for enforcement purposes, and the active paid parking sessions are tracked and verifiable by license plate numbers. A mobile payment solution can be provided to the City by a vendor at no cost to the City. Instead, the vendor is fully funded by the convenience fees charged to the users. The vendor would provide decals for the meters and would be responsible for education and outreach. Mobile payment vendors typically offer robust validation programs including resident discount programs. Utilization of mobile payment typically falls between 3% and 10% in most cities, and users pay a small transaction fee, usually between $0.10 and $0.35. Mobile payment can be integrated with either the single space meters or pay stations. While current utilization may seem low, with the continued widespread use of smart phone technology, it is recommended that the City implement a mobile payment system for all paid parking locations once the paid parking program is operational. Verification of mobile payment will require enforcement staff to use a web application to verify payment status, or it can be done through the use of LPR. Single space meters can receive a real-time update of mobile payment status to provide a visual verification for enforcement purposes, but this feature drains the parking meter battery. Some vendors offer a white label service, which allows cities to utilize their own branding for the mobile payment service. A great example of this is Passport’s Parking Kitty application in Portland, Oregon. This customized application turned paying for parking into a more positive and fun experience for drivers. Currently, Passport is the only mobile payment provider that offers a white labelled application. But, while white Image 23. Portland's Parking Kitty Application 75 labeling would allow the promotion of the City’s brand, it would take away from the ability to have a broader and unified parking experience region-wide. To encourage utilization, the City should consider implementing the same mobile payment vendor utilized in neighboring agencies. This way drivers will not be required to download different applications for different locations. Rate Structures There are several rate structures available to the City for consideration. Each structure has positive and negative externalities associated with the way that rates are applied. Regardless of the rate structure, municipalities typically price on-street spaces higher than off-street in order to encourage longer-term parkers to store their cars off-street. This tiered approach encourages a higher turnover rate on-street, therefore increasing customer access to nearby businesses. Previously, DIXON developed a Financial Modeling Workbook to allow the City to estimate potential revenues based on a variety of different scenarios. The workbook lets the City adjust the paid parking variables such as rates, hours of operation, and compliance, to project how changes in rates and demand may influence revenue. The City should utilize this workbook to determine an ideal rate structure that will meet the goals of the City. Flat Hourly Rate A flat hourly rate means that the same rate is charged for each hour of the parking session, regardless of location, time of day, day of week, or any other factor. This rate model can be combined with time limits to ensure turnover. If the City were to proceed with this rate model, it is recommended that the City retain an on-street time limit to ensure turnover. Additionally, the City should consider how the hourly rate compares to the permit parking rates. It’s important that the employee permits provide a cost saving in order to encourage participation in the program. The benefit of a flat hourly rate is that it is simple to communicate and understand. However, without any tiered pricing structure or variations in price, it does very little to change behavior. Therefore, if this flat hourly rate is implemented, it is possible that the existing occupancy trends would remain fairly similar, with most drivers continuing to favor the prime parking locations. Zone-Based/Tiered The City could also consider a zone-based or tiered parking rate model. In a zone-based model, rates are adjusted by zone, and zones are typically created based on parking demand. Rather than blanketing the downtown and Oxbow areas with the same rate model, as described above, this tiered rate model would give the City more flexibility to influence driver behavior. By offering a lower rate in the more fringe or remote locations, this rate model can encourage longer-term parkers to utilize the parking locations that are traditionally less desirable. Setting a higher rate in the prime parking locations can also help encourage more turnover and is more conducive for shorter visits. The key for this type of rate model to be effective is that the tiered rates must be clearly communicated and easy to understand. 76 Time of Day/Day of Week The City could also consider adjusting the parking rate based upon the time of day or day of week. This rate model is common in scenarios where there are extreme occupancies peaks, such as during the lunch or evening rushes. The City may consider charging an escalated rate during peak periods to encourage drivers to visit Napa during non-peak periods. However, this can be challenging to communicate to drivers and may not influence driver behavior significantly. For example, a visitor coming to downtown Napa for lunch will likely not adjust their lunch hours based on parking rates. While this rate model could be effective at maximizing revenue, it does not necessarily influence occupancy trends unless communicated effectively. Escalating/Pay-to-Stay An escalating or pay-to-stay rate model gives drivers the ability to park for as long as they desire, but at an escalated rate. For example, the rate charged during hours 1 and 2 could escalate to a higher hourly rate during the following hours. When utilized strategically, this type of rate model can encourage longer term parkers to store their cars in more affordable locations, such as off-street lots or remote locations. However, it still gives visitors the option to park on-street for a longer term if they are willing to pay a premium for it. Without using time limits, this provides more flexibility to visitors, but it does not ensure turnover. Relying on rates alone to encourage turnover may be risky, so it’s important to monitor occupancy rates in this case. Additionally, this rate structure has the potential to create an inequitable parking experience where high-income visitors tend to occupy the convenient spaces for as long as they please, and it may not effectively influence driver behavior. An escalating rate model is most effective when combined with sensors. Parking meter sensors or in-ground sensors can aid in enforcement. It’s important that when the initial payment expires, that a driver cannot “feed” the meter for a lower rate. The sensors can identify whether a vehicle has exited or entered a space. This will ensure that drivers are paying for the actual amount of time that they’re using. Some of the parking meter vendors, offer an integrated sensor that provides the opportunity to reset the meter. A meter reset occurs when a vehicle pulls out of the space it was parked in, the sensor determines there is no longer a vehicle parked there and then automatically resets the meter to zero time or a designated courtesy time allotment. It is estimated that this can increase revenue by up to 10%. The City of Santa Monica implemented the meter reset technology and increased their annual parking revenue by nearly $1M as a result. However, inaccurate citations increased as a result of the meters resetting incorrectly. There is a trade-off for the City to consider between accuracy and revenue when it comes to managing parking through a meter reset and the impact on the overall user experience. Parking meter integrated sensors also alert parking enforcement by identifying unpaid occupied parking spaces within a set amount of time. Without a sensor, the parking meter will display expired time and required visual verification by an enforcement officer. The integrated parking meter sensor can also provide an anti-feeding solution that prevents users from feeding the meter to extend time beyond the posted time limits. Sensors can also report that the vehicle has parked for more than the allotted time, even if the meter has been paid. Sensors also provide the opportunity to provide a designated grace period in a parking space. 77 The City of Sacramento’s parking program is a great example of an escalating rate model. The SacPark program allows drivers to extend their time beyond the posted time limit for a premium escalated rate. This works by assigning a base meter rate for the initial time period, and any amount of time beyond that costs significantly more per hour. Sacramento also uses Parkmobile for mobile payment, which will automatically remind drivers if the paid time is nearing expiration. This allows users to remotely extend their time without returning to the meter. The parking program in the City of Sacramento, SacPark, utilizes several automated technologies to improve efficiency and shrink the program’s bottom line. The program operates more than 4,500 IPS single space meters with attached sensors throughout the City. However, the sensors are not without challenges. The City struggled with sensors resetting, a problem recently resolved through firmware updates from IPS, and issues with large trucks resetting meters as they drove past. In addition to their single space meters SacPark installed Parkeon pay-stations for nearly 1,700 on-street spaces and City-run parking lots. The pay stations are either pay-by-space or pay-by-plate and the City is currently phasing out pay-by- space to move toward a completely automated pay-by-plate system. Garages The City may also want to consider implementing paid parking within the City-owned garages. The City has the option to install parking access revenue control systems (PARCS) equipment which includes gate arms and pay on foot technology or retain open access to the garage entries supported by multi-space meters located throughout the garages for paid parking. PARCS gate arms will create controlled ingress/egress points, allowing the City to better manage facility access. This also automates the enforcement of time limits and/or paid parking by requiring drivers to pay at a machine before they exit. PARCS are typically most effective in garages because of the controlled access points; In surface lots, there is no guarantee that drivers will not avoid the gates by driving over the curb. While PARCS do cost more, the added level of security and the ability to allocate enforcement resources to other locations can be beneficial. Additionally, a PARCS will ensure that drivers pay for the amount of time used. This is particularly effective when combined with LPR technology. LPR could be mounted at the garage ingress/egress points to record license plate numbers. This can expedite ingress and egress for patrons that have already paid for parking, therefore lifting the gate automatically. Image 24. SacPark Escalating Payment Guide 78 If the City chooses to implement paid parking in the garages, PARCS is recommended due to the long-term cost savings and because it will be easier to monitor and enforce. However, the design of the garage ingress and egress points may limit the ability to install PARCS equipment. A site survey would be required by a PARCS professional to determine the potential for installation. If the City implements paid parking in the garages, it is recommended that the rates for garage parking be the most affordable to encourage longer-term parking at these locations. In general, the City should charge more for on-street parking than off-street parking. Prerequisites to a Successful Program To adequately support a paid parking program, a consistent parking enforcement staffing model needs to be implemented. Paid parking will not be successful without consistent enforcement to ensure compliance. Additionally, it will be important to consider safeguarding the neighborhoods with a residential permit parking program to prevent spillover parking. Identifying alternative employee parking locations along with an affordable employee permit parking program should be established prior to implementing paid parking. This will ensure that there is an affordable location for employees to park without impacting the surrounding residential community. Municipal Code Updates There are a number of municipal code updates that would be required to prepare the City for a future implementation of paid parking. Chapter 10.40 of the Napa Municipal Code outlines the parking meter regulations. • Section 10.40.20 allows for the establishment of parking meter zones. Instead, the City should consider “parking management zones”. This could include time limits and/or paid parking. With parking management zones, the City has the ability to implement a zone-based no re-parking ordinance, if desired. • Section 10.40.030 establishes the specific parking meter zones. Rather than listing each individual location, the City should define the paid parking zones based upon the installation of meters and/or posted signage. This would provide more flexibility, and would allow for adjustments without requiring Council approval each time. • The City will need to update Sections 10.40.050 and 10.40.60 to allow for the use of multi-space meters/pay stations. Currently, the language requires meters to be installed alongside individual spaces. Additionally, the existing language is not compatible with mobile payment because it requires the payment to be displayed on the meter – while this is possible, it causes battery drain. • Currently, Section 10.40.090 of the Municipal Code defines the specific hours of operation for parking meters. The City should consider updating this to allow for more flexibility based upon the hours and days of operation. Rather than defining it within 79 the code, the City could define it based upon posted signage or as indicated on the parking meters. • Section 10.40.160 defines the use of monies received from the meters. The City will also need to update this language to allow for revenue collections from mobile payment devices. Additionally, the language currently restricts payment to coins, and does not consider credit card payments. • The City should consider establishing an acceptable range of hourly rates to allow the Parking Programs Manager to adjust them as necessary. Ideally, adjustments should be made based upon the 85% occupancy target. Sample language is included below that establishes the occupancy target and paid parking range: A. It is the intent of the City Council to establish a target occupancy rate of 85 percent for all parking meter zone spaces within the City of Napa. Occupancy rate refers to the percentage of vehicles that occupy the parking zone spaces. The establishment of the target occupancy rate of 85 percent is based on well-accepted planning studies as well as the example of other municipalities. The City Council finds that the establishment of the target occupancy rate of 85 percent is an effective strategy for managing on-street parking and congestion. B. All parking zone time limits and/or meter rates heretofore established shall be and remain in effect, unless otherwise set or adjusted by the City Council. The City Council establishes a range of hourly parking meter rates from $0.50 to $5.00. The Parking Programs Manager, or their designee, shall set the rate structure of each parking meter zone, consistent with achieving the 85 percent target utilization rate, based upon parking occupancy data and community input. Implementation Phase 1 1. Update the municipal code to allow for the possibility of a paid parking operation. The ordinance should designate the ability to set paid parking rates within a Council - approved range. a. Ordinance language should allow for multiple payment types and technology. b. A paid parking revenue distribution plan should be identified. Phase 2 1. Conduct ongoing monitoring of occupancy rates while other parking management strategies are implemented. a. The City should ensure that enforcement is consistent before considering paid parking. 2. Continue to engage local stakeholders regarding the possibility of paid parking and/or time limits. 80 Phase 3 1. If occupancy rates warrant consideration of paid parking, the City should draft and issue an RFQ for a three to six-month paid parking pilot. a. Pay stations are recommended for on- and off-street parking downtown and in the Oxbow District areas. b. Define pilot criteria, goals and measures of success. c. Define an appropriate paid parking rate structure using the Financial Modeling Workbook and estimated occupancy rates. i. It is recommended that the City implement higher on-street rates as compared with off-street rates. d. Review proposals and vendor interviews. 2. Establish maintenance, collections, and revenue reconciliation resources and procedures. 3. Install paid parking signage and equipment. 4. Conduct ongoing monitoring throughout the pilot. a. Consider system downtime, maintenance, collections, customer service, back- end portal and reporting, and user experience. 5. Based upon pilot results, the City should consider purchasing the equipment or a long- term meter rental agreement. 6. Continuous monitoring of occupancy on an annual or bi-annual basis can help determine any necessary rate or program adjustments. Active monitoring can help ensure program efficiency by keeping the parking rate structure up to date with current occupancy statistics. It is recommended that the City evaluate parking occupancy on a weekday and a weekend day on at least an annual basis to understand how parking rates and time limits impact occupancy rates. 81 Strategy #3. Establish Regulations for Electric Vehicles Priority: Medium Cost: $ Considerations: Electric vehicle adoption rate, usage trends, cost of electricity Prerequisites: None In 2014, the City installed its first electric vehicle (EV) charging station within the City Hall parking lot. This charger has two charging ports. An additional three charging stations were installed in Lot X and Lot G. In 2017 there were 6,509 EV charging station uses, averaging around two uses per charging port per day. The City has seen a steady increase in utilization of the chargers over time. As EVs become increasingly common, the City will need to determine the appropriate way to manage EV charging stations and parking demand. It is recommended that the City charge the user for the electricity, just as a gas station would charge a customer for gas. In addition to charging for electricity, the City should also have the ability to charge for parking. While this may raise concern about “double charging” customers for the same parking space, it does not make sense for the City to provide either of those resources for free, in the event that there is paid parking downtown. It is also recommended that the City require “Active Charging Only”, meaning that an EV cannot be parked within the EV charging station stall unless it is actively being charged. This regulation helps improve turnover and gives Parking Enforcement the ability to better manage these spaces. Suggested municipal code language is included below as a reference: Electric Vehicle Parking Regulations A. Definitions. 1. “Electric vehicle” means either a battery electric vehicle or a plug-in hybrid electric vehicle. 2. “Battery electric vehicle” means a vehicle fueled entirely by electricity stored in the onboard battery. This type of vehicle is often referred to as a zero emission vehicle. 3. “Plug-in hybrid electric vehicle” means a vehicle that is fueled by both a battery and another fuel source, such as a gasoline-powered internal combustion engine. This type of vehicle runs on electricity from the onboard battery until the battery is exhausted and then switches to an alternate power source. 4. “Charger” means an electrical component assembly or cluster of component assemblies designed specifically to charge batteries or other energy storage devices within electric vehicles. 5. “Actively charging” means the time during which the connector from the charger at a charging station is inserted into the inlet and electrical power is being transferred for the purpose of recharging the electric vehicle’s on-board batteries. 82 6. “Electric vehicle charging station” means a parking space that is served by a charger. 7. “Electric vehicle charging station zone” means a dedicated parking zone for electric vehicles to park and actively connect to chargers. 8. “Connector” means a device inserted into the inlet for an electric vehicle that establishes an electrical connection from the charger to the electric vehicle for the purpose of charging and exchanging information. 9. “Inlet” means the device on the electric vehicle into which the connector is inserted for charging and information exchange. B. Only plug-in electric vehicles that are actively charging, as indicated by the electric vehicle charging station monitor display, may be parked at electric vehicle charging stations or in electric vehicle charging station zones located on any street or any parking facility owned, leased, or operated by the City of Napa. C. No person shall park or cause to be parked or allow to remain standing any vehicle at an electric vehicle charging station or in an electric vehicle charging station zone located on any street or in any parking facility owned, leased, or operated by the City of Napa, unless the vehicle is an electric vehicle, is actively charging, and has not exceeded any applicable parking time limit. Implementation Phase 1 1. Update the municipal code to address EV charging regulations. 2. Update signage to include an “Active Charing Only” requirement. Phases 2 and 3 1. Conduct ongoing monitoring of occupancy rates to determine any necessary adjustments to the rate structure. 2. Based upon demand, the City could consider installing additional EV charging stations throughout the City. 83 Goal: Improve Safety and Accessibility Strategy #1. Improve Safety in Parking Structures Priority: Medium Cost: $$$$ Considerations: Employee parking, technology, cost, upkeep Prerequisites: Budget A number of stakeholders indicated that they prefer to park on-street because the garages feel unsafe. If the City intends to encourage more drivers to utilize the garages, it’s important that people feel safe in and around the facility. There are a number of garage improvements that could be considered to change this perception, including several strategies for Crime Prevention Through Environmental Design (CPTED). CPTED is the practice of using physical design to improve safety through improved visibility, uniformity, access control, and maintenance. Based upon the following suggestions, the City should begin to budget for these safety and accessibility improvements. Lighting The City should consider swapping out any existing lighting with LED bulbs for added brightness, and in areas that are not already well lit, additional lighting could be installed. Motion-sensing lights could also be installed, which when activated during afterhours, could even trigger an alert. Additionally, the City should evaluate the existing lighting provided along pathways to and from the garage facilities. If the City implements an employee permit parking program within the garages, employees will expect to have safe and accessible pathways to and from the facilities. This is particularly important for the evening shift workers, who must return to their vehicles in the dark. Security Cameras The City could also consider installing security cameras within the garage facilities. Strategically placed, and well-marked police camera boxes can improve safety and reduce crime. Additionally, fixed-mount LPR cameras may be utilized at garages ingress/egress points to record a log of vehicles that are being stored in facilities. This can help with crime investigation and provide alerts based upon stolen or wanted vehicles. Alerts can go to the Police Department who can dispatch an officer to the site. Maintenance and Cleaning A well maintained and clean facility can improve the perception of safety. The City should ensure that sufficient funding allocated towards routine maintenance and upkeep in the garages. This can include scheduled power washing, sweeping, painting, removing cobwebs, replacing burnt out lightbulbs, litter removal, and damage repairs. The City could also consider repainting the garage interiors white, which provides more visual brightness. 84 Implementation Phase 1 1. Consider budgeting for routine garage maintenance and upkeep, additional lighting, paint, and cameras. Phase 2 1. Install LED lighting in and around garage facilities in areas that are dimly lit or dark in the evenings. 2. Install security cameras throughout the facilities. a. Consider installing fixed-mount LPR at garage ingress/egress points. 3. Repaint the interior of the garages white. 4. Conduct ongoing maintenance and upkeep, including power washing, sweeping, and litter removal. Phase 3 1. Conduct ongoing maintenance and upkeep of the garage facilities. 85 Strategy #2. Collaborate with Transportation Network Companies (TNCs) Priority: Medium Cost: $ Considerations: Geo-fencing, compliance, data, signage Prerequisites: Relationship with TNCs, enforcement The City should take a proactive approach to managing the impact of ridesharing by designating drop-off and pick-up zones for ridesharing companies, including taxis, in popular destinations. Unfortunately, it can be difficult to enforce parking regulations such as red curb violations for ridesharing vehicles, because they only remain at their drop-off or pick-up location for a short period of time. Drivers and passengers are also not incentivized to utilize ridesharing zones if it will extend the length of their session, due to the cost of the service. Most ridesharing applications also rely on a rating system for reviewing their drivers, so drivers will often favor efficiency and convenience for their passengers, over utilizing a designated ridesharing zone. That is why it is important for any ridesharing zones to be conveniently located in order to encourage their use. The main goal of having ridesharing zones should be to ensure that there is adequate space available for safe drop-offs and pick-ups. Without ridesharing zones, high parking occupancy rates may lead drivers to drop off or pick up their passengers in the travel lane, which can cause issues with traffic congestion. In coordination with the TNCs, geo-fenced locations can be defined within the application to guide users to specific pick-up and drop-off locations. Implementation Phase 1 1. Coordinate with TNCs regarding the potential of geo-fencing certain pick-up and drop- off locations. a. Locations should be identified in areas that will improve safety and traffic flow downtown. Phase 2 1. The City should install signage to indicate any passenger loading areas. 2. Continue to work with the TNCs to request available data. TNC data may be helpful for the City in making parking and transportation policy decisions moving forward. Phase 3 1. Conduct ongoing monitoring and enforcement of zones. Image 25. TNC logos 86 Strategy #3. Expand Functionality of Loading Zones Priority: Medium Cost: $ Considerations: Utilization rates, hours of operation, locations, enforcement, signage Prerequisites: Enforcement, utilization study The City should evaluate the locations and utilization of existing loading zones throughout downtown. Some stakeholders indicated that there may not be enough loading zones, and as a result, they’ve seen double-parked vehicles on-street. This causes congestion and is a traffic safety hazard. The City should also consider the locations of loading zones, and whether certain blocks could use additional or fewer loading spaces. There is a significant amount of curb space in front of Visit Napa Valley that may impact parking availability for nearby businesses. It’s important that there be a mix of loading and regular parking spaces on-street to cater to the varying needs of visitors and businesses. For consistency, some communiti es have chosen to include one loading zone space at the end of each block. This approach ensures that there are loading zones within a reasonable distance of every business, without disproportionately impacting any of them. Another benefit of having loading zones throughout downtown is that they can also be used for passenger loading, especially with the growing popularity of TNCs. The City may also consider restricting commercial loading to before 10:00am or 11:00am. While this can be challenging to implement and enforce, it means that after-hours, the loading zones spaces can be multi-purposed. If the City implements paid parking, it’s also possible to charge for parking in loading zone spaces during non-loading zone hours. If the City restricts commercial loading to before a certain time, paid parking can be required thereafter. This can be communicated through the use of signage, and often times a municipality will choose to use a yellow-colored meter head or pay station wrap to communicate to drivers that it is a loading zone area. Section 10.36.020 of the Napa Municipal Code defines the curb marking meanings. To provide more flexibility for management, the City should consider defining the loading zone hours based upon posted signage, rather than within the code language. Loading can also be indicated by signage, rather than relying on curb paint alone. The City can also require active loading within this section. An example is included below. 10.36.020 Curb markings authorized—Meanings—Obedience. A. The Traffic Engineer is authorized subject to the provisions and limitations of this title to place, and when required herein shall place, the following curb markings to indicate parking or standing regulations, and said curb markings shall have the meanings as set forth in this section: 1. When signs or red curb markings are in place, the specified area shall mean no stopping, standing or parking at any time except as permitted by the State Vehicle Code, and except that a bus may stop in a red zone marked or signed as a bus zone; 2. When signs or yellow curb markings are in place, the specified area shall mean no stopping, standing or parking at any time, indicated by posted signage, except for the 87 purpose of active loading or unloading of passengers or materials, provided that the loading or unloading of passengers shall not consume more than three minutes nor loading or unloading of materials more than 20 minutes, during which the operator must be in attendance; Implementation Phase 1 1. Update the municipal code to allow for multi-purposing of loading zone spaces, based upon posted signage. Phase 2 1. Work with downtown businesses to coordinate delivery times before 10:00am or 11:00am. a. Develop an enforcement plan to address the loading zones. b. Consider using time lapse cameras to study loading zone utilization. 2. Install signage requiring “Active Loading Only”. Signage should also indicate commercial loading zone hours and whether passenger loading is allowed after hours. Phase 3 1. Conduct ongoing monitoring of loading zone utilization to determine whether the City needs more/fewer loading zones on each block. a. Consider consistently having one loading zone per block. Additional loading zones may be required in certain locations to accommodate tour busses. 88 Goal: Utilize Parking Revenue for Program and Downtown Improvements Strategy #1. Establish a Parking Benefit District Priority: High Cost: $ Considerations: Revenue allocations, program sustainability Prerequisites: Ordinance updates If the City decides to implement paid parking, the establishment of a Parking Benefit District (PBD) is recommended. A PBD would allow revenue from paid parking to be reinvested into the areas of Napa that have paid parking. The parking program in Napa should be self- sustaining, with a portion of the revenue reinvested into the downtown and Oxbow District areas. For example, surplus revenue can be invested in walkability and pedestrian improvements, public transportation and alternative modes as well as improved bike access and additional parking supply and technology. A PBD would allow revenue from permit fees and paid parking to be directed into a Special Parking Fund. PBDs have been successfully implemented in many municipalities to help fund special projects and program improvements. Program improvements could include, but are not limited to, improved enforcement, technology, security enhancements, signage, transportation programs, and maintenance. An oversight committee could be established to define goals and allocate funds. A sample revenue distribution schedule is outlined below. Table 4. Sample Revenue Distribution Schedule Revenue Allocation Percent Operating Costs • Equipment • Personnel • Ongoing Maintenance and Upkeep 35% Parking Program Improvement • Technology • Parking Supply • Wayfinding • Safety/Security 40% Transit Alternative Programs/ Discretionary • Shuttle Route • Bike Share • Based upon Council approval 25% 89 Implementation Phase 3 1. Prior to the implementation of paid parking, evaluate 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 between 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 company 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 completely 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 costs 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 Hamptons, 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 personnel 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 advertisement 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 The 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 route 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 parking 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 manage 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 implement 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 additional 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 device 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 exclusively 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 this 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 permitted. (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 deploy 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 permit. 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 decision 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 further 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 authorized 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 right-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 shared 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 spaces 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. Verification 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 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 signage 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 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. 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. 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. 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 th e 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. 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. 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. 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 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 example1 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 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 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 uses 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 City should establish an easily recognizable unified parking brand with a graphic or symbol to represent the Napa Parking 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 City’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 as 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 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