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Parking Supply and Demand Analysis
2/19/2014
Jason Schrieber, AICP, Principal
Nelson\Nygaard Consulting Associates
Prepared for the Downtown Port Washington Business Improvement District
Agenda
■ Parking Inventory
■ Parking Utilization
■ Parking Principles, Strategies, and Recommendations
Nelson\Nygaard Consulting Associates, Inc.
Phase Task Description
1 Project Kick-Off
2 Public Outreach
3Parking Conditions
and Photo Recon
2SEWRPC Data
Collection
4Land Use Analysis
and Projections
5Parking Management
Recommendations
6Final Presentation
and Deliverables
4SEWRPC
Implementation Plan
- Indicates Nelson\Nygaard lead role - Indicates SEWRPC lead role
- Indicates Nelson\Nygaard supporting role - Indicates SEWRPC supporting role
Spring 2013 Summer 2013 Fall 2013
1
3
Winter 2013-14 Spring 2014
Study Process
BID, Main Streets, Town, SEWRPC, Nelson\Nygaard
Existing Parking Supply
■ Total Inventory:
– 1,529 spaces total
• 1,121 public spaces
– 434 on-street
– 687 off-street
• 408 private spaces
■ Utilization Counts:
– 1,189 spaces:
• All 1,121 public spaces
• 68 private spaces (Dockside / PW State Bank lot)
Nelson\Nygaard Consulting Associates, Inc.
Parking Inventory
Nelson\Nygaard Consulting Associates, Inc.
On-Street Parking Regulation
Regulation Spaces
Metered 183 None posted 167 Parking pass for overnight parking 86 Trailer parking only 82 Customer parking, 30 minutes 68 Marina Pass 53 Metered, 10 hour 37 Metered, 2 hour 26 2 hour 24 Trailer parking only May 1 - Sep 30 20 30 minute parking 9 Total 755
Off-Street Parking Regulation
Regulation Spaces
2 hour limit 8-6 Mon-Thurs + Sat, 8-9 Fri, Sun/Hol exempt 254 2 hour limit 6pm-Midnight Fri-Sun May 1 - Oct 1 75 2 hour limit 8-8 43 No signed limit 31 2 hour limit 13 2 hour limit 24 hours a day 12 15 minute limit 6 Total 434
418 458 496 486 504 471 422 393 372 439 433 436
772 731 694 703 685 719 767 797 818 750 756 753
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
9am 10am 11am 12pm 1pm 2pm 3pm 4pm 5pm 6pm 7pm 8pm
Occupied Vacant
418 458 496 486 504 471 422 393 372 439 433 436
772 731 694 703 685 719 767 797 818 750 756 753
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
9am 10am 11am 12pm 1pm 2pm 3pm 4pm 5pm 6pm 7pm 8pm
Occupied Vacant
418 458 496 486 504 471 422 393 372 439 433 436
772 731 694 703 685 719 767 797 818 750 756 753
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
9am 10am 11am 12pm 1pm 2pm 3pm 4pm 5pm 6pm 7pm 8pm
Occupied Vacant
418 458 496 486 504 471 422 393 372 439 433 436
772 731 694 703 685 719 767 797 818 750 756 753
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
9am 10am 11am 12pm 1pm 2pm 3pm 4pm 5pm 6pm 7pm 8pm
Occupied Vacant
418 458 496 486 504 471 422 393 372 439 433 436
772 731 694 703 685 719 767 797 818 750 756 753
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
9am 10am 11am 12pm 1pm 2pm 3pm 4pm 5pm 6pm 7pm 8pm
Occupied Vacant
418 458 496 486 504 471 422 393 372 439 433 436
772 731 694 703 685 719 767 797 818 750 756 753
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
9am 10am 11am 12pm 1pm 2pm 3pm 4pm 5pm 6pm 7pm 8pm
Occupied Vacant
418 458 496 486 504 471 422 393 372 439 433 436
772 731 694 703 685 719 767 797 818 750 756 753
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
9am 10am 11am 12pm 1pm 2pm 3pm 4pm 5pm 6pm 7pm 8pm
Occupied Vacant
418 458 496 486 504 471 422 393 372 439 433 436
772 731 694 703 685 719 767 797 818 750 756 753
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
9am 10am 11am 12pm 1pm 2pm 3pm 4pm 5pm 6pm 7pm 8pm
Occupied Vacant
418 458 496 486 504 471 422 393 372 439 433 436
772 731 694 703 685 719 767 797 818 750 756 753
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
9am 10am 11am 12pm 1pm 2pm 3pm 4pm 5pm 6pm 7pm 8pm
Occupied Vacant
418 458 496 486 504 471 422 393 372 439 433 436
772 731 694 703 685 719 767 797 818 750 756 753
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
9am 10am 11am 12pm 1pm 2pm 3pm 4pm 5pm 6pm 7pm 8pm
Occupied Vacant
418 458 496 486 504 471 422 393 372 439 433 436
772 731 694 703 685 719 767 797 818 750 756 753
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
9am 10am 11am 12pm 1pm 2pm 3pm 4pm 5pm 6pm 7pm 8pm
Occupied Vacant
418 458 496 486 504 471 422 393 372 439 433 436
772 731 694 703 685 719 767 797 818 750 756 753
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
9am 10am 11am 12pm 1pm 2pm 3pm 4pm 5pm 6pm 7pm 8pm
Occupied Vacant
418 458 496 486 504 471 422 393 372 439 433 436
772 731 694 703 685 719 767 797 818 750 756 753
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
9am 10am 11am 12pm 1pm 2pm 3pm 4pm 5pm 6pm 7pm 8pm
Occupied Vacant
Study Area- Overall Weekday
Nelson\Nygaard Consulting Associates, Inc.
Parking Utilization Count Comparison: Weekday
Tuesday, June 11
Nelson\Nygaard Consulting Associates, Inc.
451 475 518 494 524 500 444 376 357 424 416 324
1078 1054 1011 1035 1005 1029 1085
1153 1172 1105 1113 1205
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
9am 10am 11am 12pm 1pm 2pm 3pm 4pm 5pm 6pm 7pm 8pm
Occupied Vacant
Wednesday, August 7
Nelson\Nygaard Consulting Associates, Inc.
384 441 473 478 484 441 400 409 386 454 450 350
1145 1088 1056 1051 1045 1088 1129 1120 1143 1075 1079 1179
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
9am 10am 11am 12pm 1pm 2pm 3pm 4pm 5pm 6pm 7pm 8pm
Occupied Vacant
Parking Utilization Count Comparison: Weekday
On-Street Utilization - Weekday
Nelson\Nygaard Consulting Associates, Inc.
165 180 209 206 213 203 185 174 176
221 216 218
269 254 225 228 221
231 249 260 258
213 218 216
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
9am 10am 11am 12pm 1pm 2pm 3pm 4pm 5pm 6pm 7pm 8pm
Occupied Vacant
Off-Street Public Lots Utilization - Weekday
Nelson\Nygaard Consulting Associates, Inc.
222 243 249 240 244 231 202 192 172 193 199 147
465 444 438 447 443 456 485
495 515 494 488 540
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
9am 10am 11am 12pm 1pm 2pm 3pm 4pm 5pm 6pm 7pm 8pm
Occupied Vacant
32 36 38 41 48
37 36 27 24 26
19
8
36 32 30 27 20
31 32
41 44 42 49
60
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
9am 10am 11am 12pm 1pm 2pm 3pm 4pm 5pm 6pm 7pm 8pm
Occupied Vacant
Dockside / PW State Bank Lot - Weekday
Nelson\Nygaard Consulting Associates, Inc.
Boundaries for Sub-Area Analysis
Nelson\Nygaard Consulting Associates, Inc.
Core
Area 1
Sub-Core
Area 2 (includes A)
Sub-Core
Area 3 (doesn’t
includes 46
space lot)
Area A
Area B
20 22
29 32 33
22
29
19 24 26 25 25
22 20
13 10 9
20
13
23 18 16 17 17
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
9am 10am 11am 12pm 1pm 2pm 3pm 4pm 5pm 6pm 7pm 8pm
Occupied Vacant
Core Area 1 – Weekday
(All Public)
Nelson\Nygaard Consulting Associates, Inc.
1
117 132 139 141 137 125
110 96 91 84 84 76
126 111 104 102 106 118
133 147 152 159 159 167
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
9am 10am 11am 12pm 1pm 2pm 3pm 4pm 5pm 6pm 7pm 8pm
Occupied Vacant
Sub Core Area 2 – Weekday
(Public)
Nelson\Nygaard Consulting Associates, Inc.
2 2
80 83 93 88 92 92 73
91 95 130 120 125
178 175 165 170 166 166
185 167 163 128 138 133
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
9am 10am 11am 12pm 1pm 2pm 3pm 4pm 5pm 6pm 7pm 8pm
Occupied Vacant
Sub Core Area 3 – Weekday
(Public)
Nelson\Nygaard Consulting Associates, Inc.
3 3
3
A Area – Weekday
(All Public Parking)
Nelson\Nygaard Consulting Associates, Inc.
24 32 30
34 32 29 25 25 23 20
15 17
39 31 33
29 31 34 38
38 40 43 48 46
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
9am 10am 11am 12pm 1pm 2pm 3pm 4pm 5pm 6pm 7pm 8pm
Occupied Vacant
A
B Area – Weekday
(All Public Parking)
Nelson\Nygaard Consulting Associates, Inc.
50 53 50 47 45 45 43 51 61 75 76 75
199 196 199 202 204 204 206 198 188 174 173 174
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
9am 10am 11am 12pm 1pm 2pm 3pm 4pm 5pm 6pm 7pm 8pm
Occupied Vacant
B
403 431 462 476 440 433 417 437 449 474 464 408
786 759 728 713 749 757 772
753 740 715 725 781
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
9am 10am 11am 12pm 1pm 2pm 3pm 4pm 5pm 6pm 7pm 8pm
Occupied Vacant
403 431 462 476 440 433 417 437 449 474 464 408
786 759 728 713 749 757 772
753 740 715 725 781
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
9am 10am 11am 12pm 1pm 2pm 3pm 4pm 5pm 6pm 7pm 8pm
Occupied Vacant
403 431 462 476 440 433 417 437 449 474 464 408
786 759 728 713 749 757 772
753 740 715 725 781
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
9am 10am 11am 12pm 1pm 2pm 3pm 4pm 5pm 6pm 7pm 8pm
Occupied Vacant
403 431 462 476 440 433 417 437 449 474 464 408
786 759 728 713 749 757 772
753 740 715 725 781
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
9am 10am 11am 12pm 1pm 2pm 3pm 4pm 5pm 6pm 7pm 8pm
Occupied Vacant
403 431 462 476 440 433 417 437 449 474 464 408
786 759 728 713 749 757 772
753 740 715 725 781
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
9am 10am 11am 12pm 1pm 2pm 3pm 4pm 5pm 6pm 7pm 8pm
Occupied Vacant
403 431 462 476 440 433 417 437 449 474 464 408
786 759 728 713 749 757 772
753 740 715 725 781
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
9am 10am 11am 12pm 1pm 2pm 3pm 4pm 5pm 6pm 7pm 8pm
Occupied Vacant
403 431 462 476 440 433 417 437 449 474 464 408
786 759 728 713 749 757 772
753 740 715 725 781
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
9am 10am 11am 12pm 1pm 2pm 3pm 4pm 5pm 6pm 7pm 8pm
Occupied Vacant
403 431 462 476 440 433 417 437 449 474 464 408
786 759 728 713 749 757 772
753 740 715 725 781
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
9am 10am 11am 12pm 1pm 2pm 3pm 4pm 5pm 6pm 7pm 8pm
Occupied Vacant
403 431 462 476 440 433 417 437 449 474 464 408
786 759 728 713 749 757 772
753 740 715 725 781
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
9am 10am 11am 12pm 1pm 2pm 3pm 4pm 5pm 6pm 7pm 8pm
Occupied Vacant
403 431 462 476 440 433 417 437 449 474 464 408
786 759 728 713 749 757 772
753 740 715 725 781
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
9am 10am 11am 12pm 1pm 2pm 3pm 4pm 5pm 6pm 7pm 8pm
Occupied Vacant
403 431 462 476 440 433 417 437 449 474 464 408
786 759 728 713 749 757 772
753 740 715 725 781
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
9am 10am 11am 12pm 1pm 2pm 3pm 4pm 5pm 6pm 7pm 8pm
Occupied Vacant
403 431 462 476 440 433 417 437 449 474 464 408
786 759 728 713 749 757 772
753 740 715 725 781
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
9am 10am 11am 12pm 1pm 2pm 3pm 4pm 5pm 6pm 7pm 8pm
Occupied Vacant
Study Area- Overall Weekend
Nelson\Nygaard Consulting Associates, Inc.
403 431 462 476 440 433 417 437 449 474 464 408
786 759 728 713 749 757 772
753 740 715 725 781
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
9am 10am 11am 12pm 1pm 2pm 3pm 4pm 5pm 6pm 7pm 8pm
Occupied Vacant
Weekday
Parking Utilization Count Comparison: Weekend
Saturday, June 29
Nelson\Nygaard Consulting Associates, Inc.
346 391 409 460 398 410 389 390 410 405 411 369
1183 1138 1120 1069 1131 1119 1140
1139 1119 1124 1118 1160
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
9am 10am 11am 12pm 1pm 2pm 3pm 4pm 5pm 6pm 7pm 8pm
Occupied Vacant
Parking Utilization Count Comparison: Weekend
Saturday, August 17
Nelson\Nygaard Consulting Associates, Inc.
460 470 514 492 482 455 445 483 488 543 517 446
1069 1059 1015 1037 1047 1074 1084 1046 1041 986 1012 1083
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
9am 10am 11am 12pm 1pm 2pm 3pm 4pm 5pm 6pm 7pm 8pm
Occupied Vacant
On-Street Utilization - Weekend
Nelson\Nygaard Consulting Associates, Inc.
146 166 192 189 169 155 147 146 171 194 209 187
288 268 242 245 265 279 287 288 263 240 225 247
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
9am 10am 11am 12pm 1pm 2pm 3pm 4pm 5pm 6pm 7pm 8pm
Occupied Vacant
Weekday
227 233 232 243 240 252 252 272 264 267 244 212
460 454 455 444 447 435 435 415 423 420 443 475
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
9am 10am 11am 12pm 1pm 2pm 3pm 4pm 5pm 6pm 7pm 8pm
Occupied Vacant
Off-Street Public Lots Utilization - Weekend
Nelson\Nygaard Consulting Associates, Inc.
Weekday
31 32 38
45
32 26
18 19 15 14 11 10
37 36 30
23
36 42 50
49 53 54 57 58
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
9am 10am 11am 12pm 1pm 2pm 3pm 4pm 5pm 6pm 7pm 8pm
Occupied Vacant
Nelson\Nygaard Consulting Associates, Inc.
Dockside / PW State Bank Lot - Weekday
Weekday
Boundaries for Core Analysis
Nelson\Nygaard Consulting Associates, Inc.
Core
Area 1
Sub-Core
Area 2 (includes A)
Sub-Core
Area 3 (doesn’t
includes 46
space lot)
Area A
Area B
31 32 35 35 33
29 29 25
29 30 29 23
11 10 7 7 9 13 13
17 13 12 13
19
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
9am 10am 11am 12pm 1pm 2pm 3pm 4pm 5pm 6pm 7pm 8pm
Occupied Vacant
Core Area 1 – Weekend
(All Public)
Nelson\Nygaard Consulting Associates, Inc.
1
Weekday
105 123 130 137
114 103 96 97 91 89 93 76
138 120 113 106
129 140 147 146 152 154 150
167
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
9am 10am 11am 12pm 1pm 2pm 3pm 4pm 5pm 6pm 7pm 8pm
Occupied Vacant
Sub Core Area 2 – Weekend
(Public)
Nelson\Nygaard Consulting Associates, Inc.
2 2
Weekday
64 78 94 80 81 86 78
94 96 120 118 109
194 180 164 178 177
172 180 164 162 138 140 149
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
9am 10am 11am 12pm 1pm 2pm 3pm 4pm 5pm 6pm 7pm 8pm
Occupied Vacant
Nelson\Nygaard Consulting Associates, Inc.
Sub Core Area 3 – Weekday (Public)
3 3
3
Weekday
A Area – Weekend
(All Public Parking)
Nelson\Nygaard Consulting Associates, Inc.
46 50
44 51
37 38 34
38
27 24 24 17
18 13
20 12
26 25
30 26
37 40 40 47
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
9am 10am 11am 12pm 1pm 2pm 3pm 4pm 5pm 6pm 7pm 8pm
Occupied Vacant
A
Weekday
B Area – Weekend
(All Public Parking)
Nelson\Nygaard Consulting Associates, Inc.
120 103 96 99 94 103 110 110 115 115 105 90
130 146 153 150 156
147 139 140 135 135 144 159
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
9am 10am 11am 12pm 1pm 2pm 3pm 4pm 5pm 6pm 7pm 8pm
Occupied Vacant
B
Weekday
Parking Utilization Summary
■ Weekday and weekend utilization patterns are similar
■ At peak on weekdays and weekends, 40% of parking is full
■ Peak hour is around lunch; the Marina parking lot is more
heavily utilized during dinner time
■ Core Area 1 along N Franklin Street is the most heavily
utilized
■ B Area (Marina) is underutilized during the weekday and
barely reached 50% during weekend
Nelson\Nygaard Consulting Associates, Inc.
Downtown Parking Myths
1. More parking attracts more customers
2. Each business needs its own dedicated supply of parking
3. Time limits are needed for customer turnover
4. Parking is all about parking
5. Pricing parking hurts businesses
Nelson\Nygaard Consulting Associates, Inc.
■ Show pic of lot about to be redeveloped
90
4:15pm Thursday
$20,000
$20,000 $20,000
$20,000
$20,000
$20,000
$20,000
$20,000
$20,000
$20,000
$20,000
$20,000 $20,000
$20,000 $20,000
$20,000 $20,000 $20,000
$20,000 $20,000
$20,000 $20,000
$20,000 $20,000
$20,000
$20,000 $20,000
418 458 496 486 504 471 422 393 372 439 433 436
772 731 694 703 685 719 767 797 818 750 756 753
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
9am 10am 11am 12pm 1pm 2pm 3pm 4pm 5pm 6pm 7pm 8pm
Occupied Vacant
403 431 462 476 440 433 417 437 449 474 464 408
786 759 728 713 749 757 772
753 740 715 725 781
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
9am 10am 11am 12pm 1pm 2pm 3pm 4pm 5pm 6pm 7pm 8pm
Occupied Vacant
Recognize Value
■ On-Street spaces are the most valuable space on any Main
Street
– Without regulation/pricing, who parks there?
– For how long?
– Who is best able to game the current system – you, your
employees, or your customers?
Let Demand Determine Rates
Focus on Availability
Curbs are a fixed supply
Customers determine market and price for each
option
Adjust for location, time of day, day of week
Pricing Comparisons
Nelson\Nygaard Consulting Associates, Inc.
Community On-Street Rates Off-Street Rates
Rockport MA $0.50 - $2 / hr Free + walk or $1
shuttle
Annapolis MD $2 / hr
($1 Jan – March)
$2 / hr or $15-$20 /
day
Alexandria, VA $1.25 - $1.75 / hr $2 / hr before 5pm
$1 / hr after 5pm
$2 / day weekends
Sausalito, CA $1 / hr $1-3 / hr
$5 – 25 / day
Nantucket, MA Free hour “in town” $10-$15 / day at
ferry terminals
Portsmouth, NH $1 - $1.50 / hr $0.75 / hr + 1 hr
free
MYTH #1:
MORE PARKING ATTRACTS MORE CUSTOMERS
Downtown Parking Myths
REALITY:
AVAILABILITY (NOT SUPPLY) ATTRACTS
MORE CUSTOMERS
Principal Use PW Regulation ITE Peak Parking Demand Rates PW vs. ITE
Multiple Family Dwelling Unit 1.75 spaces per dwelling unit with a minimum of 60% of the
required spaces to be enclosed and 10% minimum of 3 spaces
shall be accessible to visitors
1.4 spaces per dwelling unit Above
Elderly (55 years and older) Multiple
Family Dwelling Units
1 space per dwelling unit of which 75% shall be enclosed and
10% (a minimum of 3 spaces) shall be at grade and accessible
to visitors, except in the B-4 Central Business District where
0.5 spaces per unit shall be required.
0.59 spaces per dwelling unit for senior adult housing. Below
Churches 1 space for every 5 seats based on the maximum capacity of the
facility
1.5 spaces per 5 seats Below
Theatre 1 space for every 5 seats based on the maximum capacity of the
facility
1.65 spaces per 5 seats Below
Hotel and Motel 1 space for each room 1.3 spaces per room (hotel)
1.0 spaces per room (motel)
Above and Below-
depends on type of
establishment
Hospital 1 space for every 3 beds, plus 1 space for each medical staff
member, plus 1 space for every 3 employees for the work shift
with the most employees
4.7 spaces per bed plus .82 spaces per employee Below
Nursing Home 1 space for every 3 beds, plus 1 space for each staff member
employee for the work shift with the most employees
.5 spaces per bed plus 1.3 spaces per employee Below
Commercial Office Buildings 3 spaces per 1,000 sq ft of GSA 4 spaces per 1,000 sq. ft Below
Retail Stores 3 spaces per 1,000 sq ft of GSA 5.0-6.7 spaces per 1,000 sq ft (depending on store type) Below
Restaurant 1 space for every 100 sq ft of GLA 2 spaces per 200 sq ft at quality restaurants.
1.42 spaces per 200 sq ft at high-turnover (sit-down) restaurants.
1.52 spaces per 200 sq ft at a fast-foot restaurant with drive-
through window.
Below
Shopping Center 1 space for every 200 sq ft of GLA 0.82 spaces per 200 sq ft (strip)
0.98 spaces per 200 sq ft (neighborhood/ community)
1.1 spaces per 200 sq ft (regional)
Above and Below-
depends on type of
establishment
Commercial Recreation 1 space for every 200 sq ft of GLA 0.62 spaces per 200 sq ft (recreational community center)
1.14 spaces per 200 sq ft (Health/ fitness club)
Above and Below-
depends on type of
establishment
Warehouse 1 space per 5,000 sq. ft. of GSA 2.5 spaces per 5,000 sq. ft Below
Manufacturing, processing, fabrication,
and storage operations
1 space per 2,500 sq. ft. of GSA. 3.25 spaces per 2,500 sq. ft Below
Port Washington Zoning Comparison to ITE Standards
0.60
0.17
1.02
1.02
1.02
3.40
1.70
1.70
0.07
0.14
0.0 1.0 2.0 3.0 4.0 5.0
Multiple Family Dwelling Unit
Elderly Multiple Family Dwelling …
Commercial Office Buildings
Retail Stores
Customer Service Establishments
Restaurant
Shopping Center
Commercial Recreation
Warehouse
Manufacturing
Building Sq. Ft. Parking Sq. Ft.
Nelson\Nygaard Consulting Associates, Inc.
Land Needed to Meet Parking Requirements
Parking Space
10’ x 20’ = 200 ft2
Tensions
Bedroom 9’ x 11’ = 99 ft2
Office Cubicle
8’ x 9’ = 72 ft2
Restaurant Table
5’ x 5’ = 25 ft2
Shared Parking Principles:
■ Permit a developer to provide less than the minimum
parking normally required if two or more uses have peak
demand at different times of day or day of week
– e.g. office peak demand M-F 9AM-5PM; housing
peak demand 6PM-8PM.
Mixed Use, Park Once, Downtown
School
Work
Play
Shop
P
T T
Results:
• <½ the parking
• <½ the land area
• ¼ the arterial trips
• 1/6th the arterial turning movements
• <¼ the vehicle miles traveled
-
200
400
600
800
1,000
1,200
1,400
1,600
1,800
-
200
400
600
800
1,000
1,200
1,400
1,600
1,800
Office (150k SF): Real Demand Unshared Supply
2pm
-
200
400
600
800
1,000
1,200
1,400
1,600
1,800
-
200
400
600
800
1,000
1,200
1,400
1,600
1,800
Restaurant (150k SF): Real Demand Unshared Supply
12pm
-
200
400
600
800
1,000
1,200
1,400
1,600
1,800
-
200
400
600
800
1,000
1,200
1,400
1,600
1,800
Unshared Supply Residential (1000 units): Real Demand
2 am
-
200
400
600
800
1,000
1,200
1,400
1,600
1,800
-
200
400
600
800
1,000
1,200
1,400
1,600
1,800
-
200
400
600
800
1,000
1,200
1,400
1,600
1,800
Shared Uses:
Real Demand
38% Less
Office
Restaurant
Residential
Restaurant
-
200
400
600
800
1,000
1,200
1,400
1,600
1,800
-
200
400
600
800
1,000
1,200
1,400
1,600
1,800
Residential
Unshared Supply
Office
Existing Land Use in Port Washington
Nelson\Nygaard Consulting Associates, Inc.
Land Use Sq Ft or Unit
General Retail 87,636
Office 92,004
Government Office 77,460
Quality Restaurant 32,712
High Turnover Restaurant 32,712
Bank 14,707
Drive-In Bank 10,416
Fast Food 2,788
Hotel 106 rooms
Low-Mid Rise Apartments 69 units
-
200
400
600
800
1,000
1,200
1,400
1,600
1,800
2,000 Fast Food
Hotel
Low to Mid Rise Apartment
Bank
Drive-In-Bank
High Turnover Restaurant
Quality Restaurant
General Retail
Office
Government Office
Nelson\Nygaard Consulting Associates, Inc.
TOTAL Supply: 1,529
Public Supply: 1,189
Expected Demand (Unshared): 1,588
Unshared Demand
-
200
400
600
800
1,000
1,200
1,400
1,600
1,800
2,000 Fast Food
Hotel
Low to Mid Rise Apartment
Bank
Drive-In-Bank
High Turnover Restaurant
Quality Restaurant
General Retail
Office
Government Office
Nelson\Nygaard Consulting Associates, Inc.
Expected Peak
Demand (Shared): 774 Excess Public Capacity: 296 spaces
Public Reserve Supply: 1,070 (90%)
TOTAL Reserve Supply: 1,377 (90%)
Shared Demand
TOTAL Supply: 1,529
Public Supply: 1,189
Expected Demand (Unshared): 1,588
-
200
400
600
800
1,000
1,200
1,400
1,600
1,800
2,000 Fast Food
Hotel
Low to Mid Rise Apartment
Bank
Drive-In-Bank
High Turnover Restaurant
Quality Restaurant
General Retail
Office
Government Office
Nelson\Nygaard Consulting Associates, Inc.
Excess Capacity: 612 spaces
Actual Demand – Public ONLY
Public Reserve Supply: 1,070 (90%)
TOTAL Reserve Supply: 1,377 (90%)
TOTAL Supply: 1,529
Public Supply: 1,189
Expected Demand (Unshared): 1,588
-
200
400
600
800
1,000
1,200
1,400
1,600
1,800
2,000 Fast Food
Hotel
Low to Mid Rise Apartment
Bank
Drive-In-Bank
High Turnover Restaurant
Quality Restaurant
General Retail
Office
Government Office
Nelson\Nygaard Consulting Associates, Inc.
Est. Private Demand
Public + ESTIMATED PRIVATE DEMAND
Public Reserve Supply: 1,070 (90%)
TOTAL Reserve Supply: 1,377 (90%)
TOTAL Supply: 1,529
Public Supply: 1,189
Expected Demand (Unshared): 1,588
Excess Capacity: 748 spaces
-
200
400
600
800
1,000
1,200
1,400
1,600
1,800
2,000 Fast Food
Hotel
Low to Mid Rise Apartment
Bank
Drive-In-Bank
High Turnover Restaurant
Quality Restaurant
General Retail
Office
Government Office
Nelson\Nygaard Consulting Associates, Inc.
Public + EST. PRIVATE W/25% FEWER VACANCIES
Public Reserve Supply: 1,070 (90%)
TOTAL Reserve Supply: 1,377 (90%)
TOTAL Supply: 1,529
Public Supply: 1,189
Expected Demand (Unshared): 1,588
Excess Capacity: 590 spaces
MYTH #2:
EACH BUSINESS NEEDS IT OWN DEDICATED SUPPLY
OF PARKING
Downtown Parking Myths
REALITY:
A MIX OF USES REDUCES OVERALL
PARKING DEMAND
Redwood City, CA
■ Plagued by traditional
parking “problems”:
100% utilization on
Broadway all day long
Perception of parking
unavailability
• BUT: Ample unused parking around the corner from commercial strip
Peak occupancy 69% in city-owned lots (ideal is 85%); 78% at
the height of the dot-com boom
Photo by BWChicago
Nelson\Nygaard Consulting Associates, Inc.
Redwood City, CA
■ City staff asked, “Do we actually have a parking
shortage, as perceived by motorists, or a parking
management problem?”
■ Decided on a strategy set:
1. Institute Market-Rate Pricing
2. Eliminate Time Limits
3. Convert the Core to Computerized “Pay-by-Space”
Meters
4. Modify the Parking Permit Program
Nelson\Nygaard Consulting Associates, Inc.
Redwood City, CA
■ #1: Institute Market-Rate Pricing
– Fee structure set to
price most desirable
spots the highest
– Maintain 85%
occupancy (by
ordinance)
– Priced differently at
highest-use times than
at off-peak times
Nelson\Nygaard Consulting Associates, Inc.
Redwood City, CA
■ #2: Eliminate Time Limits
– Time limits impose an artificial
restriction on usage and are
inconvenient
– Enforcement is costly to manage
– Time limits not efficient at producing
even 85% occupancy
– Allow pricing to create turnover
instead
Nelson\Nygaard Consulting Associates, Inc.
Redwood City, CA
■ #3: Convert to Pay-by-Space Meters
Source: Digital Payment Technologies, 2005
– Able to track occupancy
rates and adjust price
rates accordingly
– A host of other benefits: • Better urban design
• Quicker repairs
• Solar power
• Better information
• Revenue control
• Better data collection
• Convenience
Nelson\Nygaard Consulting Associates, Inc.
Redwood City, CA
– To accommodate
employees, crafted a
parking permit program
for spaces in garages
with varying levels of
access for purchase
■ #4: Modify the Parking Permit Program
Nelson\Nygaard Consulting Associates, Inc.
Redwood City, CA
■ Program has been highly successful:
– Parking distributed more evenly across district
– Average length of stay 72 minutes
(previously 1 hour limit)
– Monthly permit sales up 50%
– $1 million in added revenues for added public
services such as increased police protection
and cleaner sidewalks
– 82% occupancy on Broadway
Nelson\Nygaard Consulting Associates, Inc.
MYTH #3:
TIME LIMITS ARE NEEDED FOR CUSTOMER TURNOVER
Downtown Parking Myths
REALITY:
TIME LIMITS TELL YOUR CUSTOMERS
“YOU’RE NO LONGER WANTED HERE”
$7.5 M for 105 spaces
or
$1.5 M for 90 spaces and
improved public space
Nelson\Nygaard Consulting Associates, Inc.
Medford Square Garage Project Results
$.50/hr on Broadway, High Street, and Mt. Pleasant Street south of T wharf;
$1/hr on Mt. Pleasant Street north of T wharf, Dock Square, Main and School streets;
$2/hr on Beach Street
Blue Gate Parking Lot is free (and 3/4mi walk from Rockport; $1 shuttle available)
Rockport MA
MYTH #4:
PARKING IS ALL ABOUT PARKING
Downtown Parking Myths
REALITY:
PARKING IS ALL ABOUT CONVENIENCE
$1/hr between January 1-March 31,
$2/hr April 1-December 31
Gott's + Hillman Garages:
$2/hr in each of two city garages;
gets progressively more expensive with each hour,
up to $15/day in Gott's Garage or $20/day in Hillman Garage.
$2 shuttle to the rest of downtown Annapolis
Annapolis, MD
$1.25/hr at single-space meters,
$1.75/hr at multi-space meters
Lots:
$2/hr before 5pm weekdays up to $8/day;
$.50/hr Sundays through Thursdays after 5pm;
$1/hr Fridays after 5pm, all day Saturdays, holidays and Sundays before 5pm up
to $2/day.
Alexandria, VA
Sausalito CA
$1/hr for up to 3 hours, 9am to 6pm every day
Lots #1 + 2: $3/hr up to $25/day;
Lot #3: $2/hr up to $25/day;
Lot #4: $1/hr up to $5/day
-
200
400
600
800
1,000
1,200
1,400
1,600
1,800
2,000 Fast Food
Hotel
Low to Mid Rise Apartment
Bank
Drive-In-Bank
High Turnover Restaurant
Quality Restaurant
General Retail
Office
Government Office
Nelson\Nygaard Consulting Associates, Inc.
Public + EST. PRIVATE W/25% FEWER VACANCIES
Public Reserve Supply: 1,070 (90%)
TOTAL Reserve Supply: 1,377 (90%)
TOTAL Supply: 1,529
Public Supply: 1,189
Expected Demand (Unshared): 1,588
Excess Capacity: 590 spaces
-
200
400
600
800
1,000
1,200
1,400
1,600
1,800
2,000 Fast Food
Hotel
Low to Mid Rise Apartment
Bank
Drive-In-Bank
High Turnover Restaurant
Quality Restaurant
General Retail
Office
Government Office
Nelson\Nygaard Consulting Associates, Inc.
Public + EST. PRIVATE W/25% FEWER VACANCIES WITHOUT PIER PARKING (339 SPACES)
TOTAL Reserve Supply: 1,377 (90%)
TOTAL Supply: 1,529
Expected Demand (Unshared): 1,588
Excess Capacity: 284 spaces
Reserve Supply w/o Pier: 1,071 (90%)
Supply w/o Pier: 1,190
MYTH #5:
PARKING PRICING HURTS BUSINESS
Downtown Parking Myths
REALITY:
POOR ENVIRONMENT HURTS BUSINESS
Recommendations
■ Signage and Wayfinding
■ Eliminate Zoning Minimums
■ Flip Pricing
■ Shared Parking Program
■ In-Lieu Fee/Parking Assessment
Nelson\Nygaard Consulting Associates, Inc.
Recommendations
■ Signage and Wayfinding
■ Eliminate Zoning Minimums
■ Flip Pricing
■ Shared Parking Program
■ In-Lieu Fee/Parking
Assessment
■ Make it easy for
visitors to park
■ Eliminate confusion on
who can park where
■ Provide simple information
before arriving to town (web),
during arrival (gateway), and
after (pedestrian oriented)
Nelson\Nygaard Consulting Associates, Inc.
Recommendations
■ Signage and Wayfinding
■ Eliminate Zoning Minimums
■ Flip Pricing
■ Shared Parking Program
■ In-Lieu Fee/Parking
Assessment
■ Promote a walkable
downtown
■ Grow downtown as a
mixed-use, shared
environment
■ Utilize existing supply
before investing in more
parking
■ Encourage smart
development projects
Nelson\Nygaard Consulting Associates, Inc.
Recommendations
■ Signage and Wayfinding
■ Eliminate Zoning Minimums
■ Flip Pricing
■ Shared Parking Program
■ In-Lieu Fee/Parking
Assessment
■ Put a value on your most
desirable spaces
(N Franklin St)
■ Introduce limited on-street
pricing balanced by lower
off-street prices
■ Use pricing for availability
(not time-limits)
■ Encourage customer and
visitor activity
■ Balance monthly permit
prices with on- and off-
street visitor rates
Nelson\Nygaard Consulting Associates, Inc.
Recommendations
■ Signage and Wayfinding
■ Eliminate Zoning Minimums
■ Flip Pricing
■ Shared Parking Program
■ In-Lieu Fee/Parking
Assessment
■ Lean on private sector for
additional supply
■ Utilize and lease under-
utilized private parking
facilities
■ Can be used for short-term
or long-term parking
■ Less expensive than
building more municipal
parking
■ Amend zoning to encourage
shared parking
Nelson\Nygaard Consulting Associates, Inc.
Recommendations
■ Signage and Wayfinding
■ Eliminate Zoning Minimums
■ Flip Pricing
■ Shared Parking Program
■ In-Lieu Fee/ Parking
Assessment
■ Larger new developments
pay into transportation
system
■ In-lieu fee or assessment
dedicated to downtown
improvements:
– Streetscape
– Façades
– Signage/Wayfinding
– Downtown ambassadors
– Events
– Clean-up
– More
Nelson\Nygaard Consulting Associates, Inc.
Recommendations
■ Signage and Wayfinding
■ Eliminate Zoning Minimums
■ Flip Pricing
■ Shared Parking Program
■ In-Lieu Fee/Parking Assessment
Nelson\Nygaard Consulting Associates, Inc.
Phase Task Description
1 Project Kick-Off
2 Public Outreach
3Parking Conditions
and Photo Recon
2SEWRPC Data
Collection
4Land Use Analysis
and Projections
5Parking Management
Recommendations
6Final Presentation
and Deliverables
4SEWRPC
Implementation Plan
- Indicates Nelson\Nygaard lead role - Indicates SEWRPC lead role
- Indicates Nelson\Nygaard supporting role - Indicates SEWRPC supporting role
Spring 2013 Summer 2013 Fall 2013
1
3
Winter 2013-14 Spring 2014
Study Process
BID, Main Streets, City, SEWRPC, Nelson\Nygaard
NELSON\NYGAARD CONSULTING ASSOCIATES © 2014
Jason Schrieber, AICP, Principal
77 Franklin Street, 10th Floor
Boston, MA 02110
617-521-9404 (main)
617-521-9403 (direct)