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

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 Overview
Why 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 on
the sidewalk sounds simple - but
is a very complex process to
actually 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 Card
Current and Future Demand & Local Government On street versus off street – pricing
strategy
Supply
Survey for comparison with future
scenarios (match supply and
Pay Parking Holistic approach required to
achieve an integrated parking
policy
demand)
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 Key
Make 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 authorities
But.....Leave the media out of it!!!!

11. Stakeholder Consultation - The Key
Make 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 Action
Too many
uncoordinated
steps – opens
the doors to
increased
chance of
failure

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 Surveys
Media Unit parking policy management Traffic engineering
Public Traffic Management Performance bicycles, car sharing,
Consultation policy management public transport
required along
every step of the
process
Communication
s and media
Strategy
Resident
support
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 information
visit us at: www.parkingconsultants.com
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