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Parking and Snow Management District Feasibility Study - APPENDIX PARKING SYSTEM TECHNICAL MANUAL 1) PARKING SYSTEM GUIDING PRINCIPLES 2) PARKING DISTRICT MODELS 3) CHARACTERISTICS OF EFFECTIVE PARKING
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Parking and Snow Management District Feasibility Study - APPENDIX PARKING SYSTEM TECHNICAL MANUAL 1) PARKING SYSTEM GUIDING PRINCIPLES 2) PARKING DISTRICT MODELS 3) CHARACTERISTICS OF EFFECTIVE PARKING MANAGEMENT PROGRAMS 4) PARKING SYSTEM OPERATING METHODOLOGIES 5) PARKING FACILITY DESIGN CONSIDERATIONS 6) RECOMMENDED PARKING GARAGE MAINTENANCE PROCEDURES PARKING SYSTEM TECHNICAL MANUAL 1 Parking System Guiding Principles The following is recommended set of program goals and guiding principles for a proposed parking system in Mammoth Lakes. These program goals and principles help to put the potential parking program structural options and funding mechanisms into perspective. Establishment of a Parking District Setting the Right Course Defining Program Goals and Guiding Principles The following is a preliminary set of program goals and guiding principles. The following vision and mission statements and draft guiding principles are based on a variety of other community parking programs from around the country and are intended to provide a starting point for discussion and should be refined and amended to reflect the specific needs and culture of the Town of Mammoth Lakes. Draft Vision Statement: The Mammoth Lakes Parking Management Organization will strive to develop a superior, customer-oriented parking system, responding to the current and future needs of parkers, including visitors, employees, employers and property owners through active planning, management, coordination and communications. The Parking Management Organization shall be considered an integral component of the community s economic development strategies and programs. Draft Mission Statement: The Mammoth Lakes Parking Management Organization is committed to enhancing the parking experience for Mammoth Lake s customers and stakeholders. Parking and transportation policies, planning and programs will effectively support the community s strategic goals and objectives. Draft Guiding Principle Categories: 1. Organization/Leadership 2. Customer Service Orientation 3. Community and Economic Development 4. Integrated Transportation/Sustainability 5. Leveraging Technology 6. Communications/Branding /Community Education 7. Program Development/Responsiveness 8. Information Clearinghouse/Coordinated Programs 9. Planning /Urban Design 10. Safe, Attractive & Well-Maintained Facilities 11. Effective Management/Accountability 12. Self-Funding/Accountability A statement better defining each the twelve draft guiding principles is provided below. Guiding Principle # 1 ORGANIZATION/LEADERSHIP The parking management program will be organized to be vertically integrated with responsibility for: Managing on-street parking Coordination of off-street parking Parking enforcement Parking planning and development Parking demand management Consolidating the various parking functions under a single parking management organization will establish a consolidated system that is action-oriented, responsive, and accountable with improved coordination and operating efficiencies. Recruiting a strong leader is a key element for success. The organization leader must have strong vision and communications skills, specialized parking and planning expertise, and be capable of educating other community leaders, stakeholders and private sector partners on the importance and relevance of a strong parking management organization. Strong general management and financial program development skills are also required. Guiding Principle #2 CUSTOMER SERVICE ORIENTATION Parking will support the downtown as a desirable destination for businesses, shopping, dining, and recreation by making parking a positive element of the overall downtown experience. The parking management organization will strive to develop and coordinate private and publically owned parking facilities that are clean, convenient, safe, and secure for both the general public and their staff. Parking enforcement program staff will present a friendly and professional appearance and receive on-going customer service and downtown ambassador training. The parking program will be responsive to community needs, open to fresh ideas and be actively engaged in community planning and events. Management of the parking system will ultimately be enhanced through investments in new technology and a strong focus on customer friendly parking policies. Guiding Principle # 3 COMMUNITY & ECONOMIC DEVELOPMENT The parking system will be guided by community and economic development goals and adopted policy directives that are the result of collaborative processes between parking management organization staff, other agencies and involved stakeholders. The parking management organization will use its resources to promote mixed-use and shareduse parking strategies as well as promoting alternative transportation modes through the creation of incentives, partnerships and programs to attract private investment; this will include reviewing and updating existing city parking requirements, as appropriate. Guiding Principle # 4 INTEGRATED TRANSPORTATION/ SUSTAINABILITY The Parking Management Organization will support the Downtown Main Street Plan to promote a Park Once concept and a balance of travel modes, including bus, vehicular, bicycle and pedestrian, to meet community-wide access goals. The parking management plan will promote a park once strategy that uses parking supply efficiently and emphasizes linkages to other forms of transportation. Green strategies that can result in more efficient use of parking facilities and provide other benefits, including reduced congestion, improved transportation choices, more efficient land use, and improved streetscape aesthetics will be explored and supported. Guiding Principle # 5 LEVERAGING TECHNOLOGY The Parking Management Organization will be an early adopter of technology solutions to enhance customer service and enhance parking program efficiency and effectiveness. A key goal is to make parking less of an impediment to visiting Mammoth Lakes and more of an amenity. Technology will be leveraged to streamline and simplify access to parking and will be a key parking management strategy. Another key technology related goal is to enhance the efficiency and effectiveness of parking management staff and programs. Guiding Principle # 6 COMMUNICATION/BRANDING/COMMUNITY EDUCATION Parking management programs and facilities will be developed to function as a positive, marketable asset for downtown. One major goal of the parking management organization is to create a well-branded and marketable program that will create for the visitor an easy to understand and easy to access parking program. This will be accomplished through the use of program branding and marketing, an integrated signage plan, validation programs, a web-based information clearing house and special event parking programs. Another important role that the parking management organization will play is that of community educator on parking. Parking management strategies and programs will be cross-marketed to promote downtown as a unique and visitor-friendly regional destination. The parking management organization will develop an effective branding and marketing program. Parking availability shall be well publicized to enhance the perception of parking as a positive element of the downtown experience. Reinvestment of parking resources back into the downtown will be encouraged and promoted. In addition to web-based information, the parking management organization will develop a variety of educational materials and workshops to promote parking management programs. The parking management organization will work closely with the TBID, community economic development and other downtown agencies/stakeholders to promote, educate and market parking programs in downtown Mammoth Lakes. Guiding Principle # 7 PROGRAM DEVELOPMENT/RESPONSIVENESS Responsiveness to the Needs of a Diverse Customer/Citizen Base The parking management organization should aim high and strive to achieve a best-in-class parking program. All aspects of the Mammoth Lakes parking program should reflect an understanding of what the customer desires in terms of a positive and memorable experience. Special programs to address retail enhancement initiatives, shared-use parking, employee parking, special/large events parking, etc. will be developed. These programs will be developed in a collaborative manner and designed to support larger community goals and objectives. A range of program options should be developed to address the unique needs of different seasons as well as special programs for permanent residents as contrasted to tourism based parking programs. Guiding Principle # 8 INFORMATION CLEARINGHOUSE/ COORDINATED PROGRAMS Parking Information Clearinghouse & Coordination of On-Street, Off-Street, and Special Event Programs The Parking Management Organization shall take a lead role in parking program coordination. From a planning and information clearinghouse perspective, the parking organization will be a unifying and centralized resource that will coordinate and distribute information related to parking supply, availability, planning, and special programs, event activities and other resources such as the TBID. This will be done through physical signage, branding and marketing, a robust planning function and a strong web-based information program. Guiding Principle # 9 PLANNING / URBAN DESIGN The Parking Management Organization shall have an active and comprehensive planning function. The Parking Management Organization will be included in all City and regional strategic and transportation planning efforts. The Parking Management Organization will work with City staff to review and evaluate parking zoning requirements, the development of parking design standards that promote good urban design principles related to parking structures and mixed-use projects, and the creation of parking standards for transit oriented development. Effective parking planning will mean an improved understanding of parking supply/demand, and the development of parking infrastructure that will enhance and better support the community strategic goals and urban design objectives. Guiding Principle # 10 SAFE, ATTRACTIVE & WELL-MAINTAINED FACILITIES Clean, Safe, Attractive and Well-Maintained Facilities Emphasis will be placed on enhancing parking facility appearance, maintenance, safety and security, regardless of facility ownership. The Parking Management Organization will promote standards to encourage comprehensive and pro-active facility maintenance and security plans. Facility maintenance reserves and other maintenance best practices will be encouraged in Town owned facilities. Publicly available parking facilities marketed through the Parking Management Organization will agree to a community developed set of parking facility standards. Participating facilities will be routinely monitored. Some parking facilities incorporate public art and creative level identification and theming to enhance the parking experience for their patrons and make large parking facilities more navigable. Continued development of these initiatives will be supported. Guiding Principle # 11 EFFECTIVE PARKING MANAGEMENT/ACCOUNTABILITY The Parking Management Organization will be a forward thinking, best in class parking program. The Parking Management Organization should anticipate future patron needs in the context of the Main Street plan and other planning initiatives and seek to integrate supportive parking and multi-modal access strategies as appropriate. Evaluation of other parking management best practices and new technologies should occur on an on-going basis. Effective facility maintenance, infrastructure reinvestment and other system management fundamentals will be routinely addressed. Guiding Principle # 12 SELF-FUNDING/ACCOUNTABILITY The parking system will work toward a goal of being financially self-supporting and accountable to stakeholders. Parking management will work toward developing a parking system that is self-supporting and sets aside funds for maintenance reserves and future capital asset funding. By aligning approved parking revenue streams from on-street, off-street, enforcement, (and potentially special assessment fees and fee-in-lieu programs), it is possible to develop a parking system that self-funds all operating and maintenance expenses, facility maintenance reserves, planning studies and future capital program allocations. A consolidated parking revenue and expense statement should be developed to document all parking related income streams and expenditures to give a true accounting of parking finances. Parking management strategies and programs should provide an integrated, action-oriented and accountable system that supports, facilitates and contributes to creating an ideal downtown. Guiding Principles Summary: These Guiding Principles will serve as a foundation for near and longterm decision-making and implementation of parking management strategies in the Town of Mammoth Lakes. These strategies are intended to support the on-going economic development and vitality of Mammoth Lakes. This is a process not a one-time task. By building community consensus in support of these principles, they should provide a solid foundation from which to begin implementation of an effective program of parking and access management strategies designed to support the larger strategic and economic development goals of Mammoth Lakes. It will be important for the Town of Mammoth Lakes to codify the Guiding Principles for Parking Management as part of the City or agency code to assure their on-going role in facilitating decision-making for the parking systems over time. Teamwork and collaboration between the Parking Management Organization, Town officials, downtown organizations, transportation agencies and other stakeholders will be a key for success moving forward. The Parking Management Organization will support the Main Street plan, other Town s General Plan, and the programs and projects of the Town s Department of Community and Economic Development. Parking District Models The following is an overview of effective parking system organizational models for review as the Town of Mammoth Lakes considers a range of parking program options. This document provides an overview of key issues, program organizational options, examples of other city programs and potential benefits and drawbacks of the various options. Effective Parking System Organizational Models There are several very effective parking system organizational models, each with its own strengths and weaknesses depending on several factors such as the parking system s size, programs offered, political landscape, etc. The four primary successful organizational models are: A Consolidated ( vertically integrated ) City Department model The Parking Authority model The Contract or Downtown Association model The Parking District model There are of course several variations and hybrids of these models, but these are the four primary alternatives. All have one common factor that contributes to their success: They address the major problem associated with horizontal fragmentation of a parking system. You may remember the old story about a group of blindfolded men being led into a room that contained an elephant. Each man was directed to a different part of the elephant and asked to describe it. One said it seemed most like a tree trunk. Another said it seemed more like a snake. Another said it was more like a fire hose. You get the idea. In a parking program where each department only manages one aspect of the parking system, such as on-street parking, enforcement or parking structures often times no one has responsibility or the perspective to manage all these interrelated components as a system. In short, no one entity sees the whole set of issues or takes advantage of potential solutions that might be available if all the variables were fully understood and managed as a system. In one study where different departments each had a small amount of parking to manage (for example a couple decks and surface lots) along with responsibilities for several other areas, the observation was made that parking was everyone s part-time job, but no one s full-time job. This is a common problem we are hopeful the Town of Mammoth Lakes can side-step with the right organizational framework. Parking Organizational Options Evaluation Criteria When Kimley-Horn evaluates which organizational option might work best in a given community, we often use the following technique with various stakeholder groups. First we explain how each model typically works and describe in detail its defining characteristics. We then ask the stakeholders to envision each model as it might develop in their community. Then we have them rank each organizational option by the following criteria Which organizational option: Best supports economic development Is most efficient/cost effective Is most customer-friendly Is most politically feasible Is most focused on the vision Is easiest to achieve Is most responsive to businesses and stakeholders Is most financially viable Provides the most effective coordination The process is very effective in helping communities evaluate the organizational options and begin the process of revolutionizing and reinventing their parking system. An effectively organized parking program can be a significant contributor and partner in helping communities achieve their larger strategic goals and objectives. One entity needs to take ownership of parking issues and be the central point for all coordination, complaints and services. The following is a brief description of parking system organizational models that have shown demonstrated success in recent years. Each description is illustrated by an example of a specific program based on that model. Consolidated ( Vertically Integrated ) City/District Department Model A Consolidated Vertically Integrated City/District Department Model is essentially a typical department lead by a department head and consisting of a varying assortment of support staff. The defining characteristic of this model is that the department director has complete responsibility for the management of all parking related program elements. The primary elements of these being: Off-street parking facilities On-street parking resources Overall program financial performance Parking system planning Parking enforcement There are numerous other related areas that can also be included: Transportation demand management (Trip Reduction Programs, Preferential Parking for Car/Van Pools, transit programs, etc.) Parking system branding, marketing, and community outreach. Implementation of new technologies. Parking system planning (e.g., zoning, financial planning). Residential permit parking programs. Interface with downtown development and economic development The City of Fort Collins, Colorado has a consolidated parking management program that incorporates off-street parking (parking structures and surface lots), on-street parking (time limited on-street spaces), and parking enforcement. The city s Parking Manager also has developed a program to promote effective coordination and collaboration with the owners of private parking to better support evening restaurant parking demands and for special events. Another feature arising from this integrated approach is that the city is currently embarking on a parking technology assessment. A key feature of this assessment is to identify technology options that could link on-street/enforcement systems (Auto-Vu LPR enforcement technology/t-2 systems software) with the next generation of off-street parking equipment and potentially new on-street multi-space meters.) This type of creative and integrated thinking is more common in systems with a vertically integrated organizationa
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