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Parking & Traffic Consultants' presentation on On-street parking for Transpoquip Conference in Brazil, November 2012.

Parking & Traffic Consultants' presentation on On-street parking for Transpoquip Conference in Brazil, November 2012.

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On-street Parking Presentation Transcript

  • 1. A Parking Management Guide for Local Governments Cristina Lynn Presented at Transpoquip Sao Paulo, November 2011
  • 2. The Parking Journey
  • 3. Pay Parking- An OverviewWhy Pay Parking?• Local Government agencies have an obligation to improve the quality of their urban spaces.• Congestion dominated sidewalks and roads do nothing for the aesthetics of any urban hub and leaves it dominated by a handful of cars
  • 4. Pay Parking- An Overview Why Pay Parking?• Pay Parking can immediately improve traffic flows and accessibility• Generate revenue for public works on a user pays model.• Is a vital part of a regional transport management program
  • 5. Simple........Isn’t It?Pay Parking ….Just cementing parking meters onthe sidewalk sounds simple - butis a very complex process toactually implement
  • 6. Simple........Isn’t It?SOME OF THE OBSTACLES: – Public disapproval : “ruins businesses”, “bad for local retail/office workers that businesses” transport” cannot use public transport”, “residents complain because it impacts their visitors” visitors” – No formal bureaucratic processes in place sword?” – Internal coordination “Who is going to be the one that falls on their sword?” – Budget constraints for new infrastructure – Traffic Management Policy
  • 7. The Complex Dialogue that is Pay Parking
  • 8. Key Components Stakeholder Consultation Along every step of the process Communications and media Strategy Alternative transport options Resident parking Schemes Technology for parking & Has allowance been made for enforcement bicycles, car sharing, public Myriad of alternative options transport and contribution available; consider future proofing schemes EMV Credit CardCurrent and Future Demand & Local Government On street versus off street – pricing strategySupplySurvey for comparison with futurescenarios (match supply and Pay Parking Holistic approach required to achieve an integrated parking policydemand) Strategy Feasibility Study Reporting, reconciliation Consider operational, and audit requirements technological and enforcement Government processes issues for an overall assessment of Does system stand up to scrutiny? revenues and expenses; how will Traffic Management Can processes be implemented revenues be used? Consistent with Traffic management strategy
  • 9. Key Components Stakeholder Consultation Along every step of the process Communications and media Strategy Resident parking Schemes Local Government Pay Parking Strategy
  • 10. Stakeholder Consultation - The KeyMake sure you are never accused of not having communicated enough!!! enough!!!External Consultation• Residents that depend on kerbside parking• Local retailers and small businesses• Other authorities – Neighbouring government agencies – Regional transport authoritiesBut.....Leave the media out of it!!!!
  • 11. Stakeholder Consultation - The KeyMake sure you are never accused of not having communicated enough!!! enough!!!Internal Consultation• Policy advisors (that report to the Councillors)• Departments that are likely to be impacted• Media department
  • 12. Key Components Stakeholder Consultation Along every step of the process Communications and media Strategy Resident parking Schemes Technology for parking & enforcement Myriad of alternative options available; consider future proofing EMV Credit Card Local Government Pay Parking Strategy
  • 13. Technology Research• Pay and display• Multi bay• Pay by space• Licence Plate Recognition• Bay Sensors• Credit card technology• Off-street• Enforcement• Integration of various systems
  • 14. Pay & Display (PAD)• Advantages – User familiarity, tried and tested technology – Easy to enforce – Receipt issued with every transaction – Can potentially maximise usage by marking area, not individual bays
  • 15. Pay & Display (PAD)• Disadvantages – Consumable costs (paper) – Increased maintenance (ticket refills, ticket jams) – Expensive to enforce – Integration with bay sensor technology
  • 16. Pay by Bay (PBB)• Advantages – No ticket issued – Easy to enforce (officer checks meter for all expired bays) – Convenience (user does not need to return to vehicle after payment) – Tried & tested in on-street environments – Easily integrated with bay sensor technology for enforcement, resetting of meters, space availability information, etc
  • 17. Pay by Bay (PBB)• Disadvantages – Unused time automatically handed to next parker – Individual bays need to be marked /numbered – If meter not functioning all the bays linked to that meter become inoperable – Need to educate and inform users (e.g. note bay number before paying) – Need to specify issue of receipt on request
  • 18. Pay by Plate (PBP)• Advantages – No ticket issued (reduced paper, reduced maintenance etc) – Unused time not transferable to next parker – Convenience (user does not need to return to vehicle after payment)
  • 19. Pay by Plate (PBP)• Disadvantages – Enforcement more complex than PBB – Ranger enters/scans licence plate into PDA and system checks that vehicle has paid for parking – Each check takes between 5-30 seconds, depending on communications method – User needs to spend more time at meter inputting licence plate in addition to payment – Potential for licence plate input errors
  • 20. Pay by Phone• Advantages – Fewer meters / machines required (only as back up) – Unused time not transferred to next parker – User receives warning of expiry – able to top up without returning to vehicle – No cash handling
  • 21. Pay by Phone• Disadvantages – Some meters still required and usually less convenient as more spaced out – User usually needs to pre- register for service – Registration not attractive for occasional users, tourists – Different entry methods (keypad, voice recognition)
  • 22. Pay on Foot• Benefits: – Improved security for users (reduced risk of car theft) – Recycling of notes/coin allows for less frequent cash handling – Regular users can pay via stored value card (rechargeable at the pay stations) – High level of reporting and data generated by system – No enforcement activity required – Can use loop counters at entry/exit to inform dynamic signage
  • 23. Individual Bay Sensors• Advantages – Together with meters, they provide an integrated, efficient and effective enforcement regime – Alert sent to parking officer when overstay detected, enabling targeted enforcement – Can provide comprehensive reporting of occupancy & turnover of spaces – Allows unspent transactions to be reset (increased revenues to the authority)
  • 24. Individual Bay Sensors• Advantages – Visible sign of control (reduces overstays and encourages turnover of bays) – No wiring required (battery or solar powered) – Can be integrated with dynamic signage to provide accurate, real-time space availability to users
  • 25. Implementation of a Parking Management Strategy
  • 26. De-centralised parking management –all too common occurrence What happens if there is little cohesion or coordination between various stakeholders and government entities???????
  • 27. Business as usual $%^&*%$%&& Finance Dept. Reporting, reconciliation Parking Permit Parking Operations and audit Administration Technical team Procurement Required to achieve Installations an integrated Contract parking policy management Traffic Management Performance policy management Traffic Operations Enforcement Kerbside allocations requires regular for parking. monitoring and Surveys updating Transport Strategy Traffic engineering Ensure that bicycles, car sharing, operational functions public transport are in-line with strategic direction Media Unit Public Consultation required along every step of the IT Service Dept process Assists with the Communications and media implementation of Strategy parking Customer Service management Resident support Dept systems Report meter faults and general Inbound complaints
  • 28. Traffic Management Issues• Civil works, roadside works, special events are not communicated appropriately.• Transport planning need to understand on-street demands• Areas where parking meters are required are not identified and conveyed to the right parties• Changes to kerbside parking allocation not communicated to the other departments• Parking fees set outside of traffic management parameters
  • 29. Enforcement issues• Parking meter revenue is influenced by enforcement efficiencies.• Enforcement officers are less motivated to pass on meter faults to the parking operations dept• Modern parking technology not being used to its full potential.• Parking permits are routinely abused creating huge pressure on parking demand
  • 30. Media mis-management• Communications/marketing department needs to be across politically sensitive changes to kerbside space so that there is little public backlash• Poor implementation of pay parking (e.g. High number of meter breakdowns in first few weeks) - can be embarrassing• Even though there may be community benefits to pay parking, the public will be less cooperative with the introductory of pay parking.
  • 31. Non Collaboration = No ActionToo manyuncoordinatedsteps – opensthe doors toincreasedchance offailure
  • 32. • How do you make it all happen????
  • 33. Ideal Business Model Parking Management Strategy Parking Permit Enforcement Parking Operations Traffic Operations Administration requires regular Technical team Kerbside allocations Required to achieve monitoring and Installations for parking. an integrated updating Contract SurveysMedia Unit parking policy management Traffic engineeringPublic Traffic Management Performance bicycles, car sharing,Consultation policy management public transportrequired alongevery step of theprocessCommunications and mediaStrategyResidentsupport Transport Strategy Customer Service Finance Dept. IT Service Dept Ensure that Dept Reporting, Assists with the operational functions Report meter faults reconciliation implementation of are in-line with and general and audit parking strategic direction Inbound complaints Procurement management systems
  • 34. Sydney Olympics 2000
  • 35. Sydney Olympic Authority (SOPA)• Working group set up by NSW State Premier• Main aim to coordinate traffic management issues• Prior to SOPA no coordinated effort.• SOPA had powers in relation to all traffic and parking matters.• BUT they cooperated with local authorities to ensure the best outcome• Traffic engineers that were present at the time stated “Local authorities were motivated to support SOPA to ensure they were not overruled (by not cooperating). What they found however – was an opportunity to work together to achieve broad outcomes that would have otherwise been difficult to implement.” The Sydney Olympic parking infrastructure and supporting road networks are testament to the sudden efficiencies realised through this new spirit of cooperation.• The legacy of this initiative lives on today and formed the basis of how several government departments can manage major transport issues.
  • 36. Adopting the correct model• The City can finally make money out of the car – AND start moving into the 21st century where sidewalks are handed back to the people• Increased efficiency and significantly higher revenues• transport Various departments are working as a team to achieve wider transport objectives.• Reduced fraud and increased transparency between departments and staff• Increased enforcement efficiencies will lead to better staff morale. morale.
  • 37. Conclusion• There are too many potential obstacles – therefore it is imperative to set a Clear Direction• A Working group is mandatory to ensure a united position on various issues and that various the journey is a lot smoother• government Strong communications/media strategy is important for both the government AND the public. There is no need for excessive public backlash• Do not rush into a technology investment – carry out a detailed analysis of pros and cons of various options and build a business case. Above all ensure you are future ensure proofing your parking operation
  • 38. for more informationvisit us at: www.parkingconsultants.com subscribe to for the latest in parking industry news