HomeMy WebLinkAboutAgenda Bill 5.A 03/03/2003MAR 0 3 2003 15h
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CITY OF PETALUMA, CALI- FORNIA
PE'TALUMA COMMUNITY DEVELOPMENT COMMMISSION,
AGENDA BILL
Agenda Title Discussion & Action Approving a Resolution
Meeting Date:
Establishing Pay Parking Rates for the Keller Street Garage
March 3, 2003
Department
Director
Contact Person
Phone Number
Redevelopment
Paul Mafangella
Paul Marangella
778 7 4581
Cost of Proposal $0 (Appropriation Offset by Revenue)
Account Number 901 - 400 -9993
I
Name of. Fund: Central Business
Amount Budgeted $0 (Appropriation Offset by Revenue)
District Fund (901)
Attachments to Agenda Packet Item
1. Resolution Establishing Pay Parking Rates for the Keller Street Garage
2. Keller Street Garage Parking, Fee Study,
Summary Statement
In FY 2001 -02' budget process, the Petaluma Community Development Commission (PCDC) was
approached by representatives of the Petaluma Downtown Association (PDA) who complained of an
ongoing problem of vandalism to vehicles parked in the Keller Street Garage. The PDA suggested that
security should be provided, with the cost to be recovered by new parking fees. The PCDC accepted these
suggestions and directed staff to make structural improvements to the Keller Street Garage with the
intention of making it more attractive and secure. In addition, the PCDC concurred that a security guard
was necessary and that the cost should b e
e offset by pay parking revenue.
At the same time, City staff has been working with the firm of Wilbur Smith & Associates to study two'
aspects of downtown parking:
e A Core Downtown Petaluma Parking Survey, and
® A Parking Fee. Analysis -for the Keller Street Garage.
An analysis of the Parking Survey reveals that a high percentage of downtown business owners and
employees are parking in two' -hour zones and moving their vehicles several times throughout the day.
According to the PDA, many employees and merchants avoid parking in the Keller Street Garage because
of their bad experience with. vandalism but would be willing to park. there if security is visible, consistent,
and effective. They add that, while merchants know that this parking behavior is economically counter-
productive, they feel'thatthey have little choice.
Over the last five months, the City staff and the PDA have worked together with Wilbur Smith &
Associates to craft recommendations to address downtown parking problems. On January 27, 2003, the
PCDC discussed this matter.and tabled it, suggesting.some ideas to,.either reduce the cost or increase rates.
The purpose:of;thisreport is to recommend a revised pay parking program for the Keller Street Garage.
Council Priority THIS AGENDA ITEM IS CONSIDERED TO BE PART OF, OR NECESSARY TO, ONE OR
MORE OF THE 1999 =2000' PRIORITIES ESTABLISHED BY THE CITY COUNCIL ON JANUARY 30, 1999
AND MARCH 18, 2000.
Priority(s): NA_
Recommended City Council Action /Sujzgested Motion
'It is recommended that the PCDC- adopt the attached resolution establishing pay parking rates for the
Keller Street Garage.
Reviewed by Finance 'Director:
Reviewed by City Attorney
Date:
Approvpd b v Citv Manner
Date:
Date:
Today's Date
Revision # and Date Revised:
File ode:
#
February IS, 2003
Page 1
CITY OF PETALUMA, CALIFORNIA
MARCH 3, 20,03 ,
PETALUMA COMMUNITY DEVELOPMENT COMMISSION
AGENDA REPORT
FOR
DISCUSSION & AC.TION APPROVINGA "RESOLUTION
ESTABLISHING PARKING RATES FOR THE KELLER STREET GARAGE
EXECUTIVE SUMMARY
In FY 2001 -02 budget process, the Petaluma Community Development Commission (PCDC) was
approached by representatives of the Petaluma Downtown Association (PDA) who complained of an
ongoing problem of vandalism to vehicles parked in the Keller Street Garage. The PDA suggested that
security should be provided, with the cost to be recovered by,new parking fees. The PCDC accepted
these suggestions and directed staff to make :structural improvements to the Keller Street Garage with
the intention of making it more attractive and secure. In addition, the PCDC concurred that a security
guard was necessary and that the cost should be offset by parking revenue.
•' At the same time, City staff, has been working with the firm of Wilbur Smith & Associates to study two
aspects of downtown parking:
®. A Core Downtown Petaluma Parking Survey, and
® A Parking Fee: Analysis for the Keller Street Garage.
An analysis of the Parking - Survey reveals that a high percentage of downtown business owners and
employees are parking in two -hour zones and moving their vehicles several times throughout the day.
According to the PDA, many employees and merchants avoid parking in the Keller Street Garage
because of their bad experni ence. with vandalism but would be willing to park there if security is visible,
consistent, and effective 'They add that, while merchants know that this parking behavior is
economically counter = productive, they feel that they have little choice.
Over the last five months, the City staff and the PDA have worked together with Wilbur Smith &
Associates to craft recommendations to address downtown parking problems. On January 27, 2003, the
PCDC discussed this matter ;and tabled it, suggesting some ideas to either reduce the cost or increase
rates. The purpose of this report is to recommend a revised pay parking program for the Keller Street
Garage.
.7
Page 2
2. BACKGROUND 0
The Keller Street Garage was built in 1.986 and consists of 336 spaces. The three -story structure was
designed to be open 24 hours, without on -site security.
Keller Street Garage Design Deficiencies
Since the Garage opened, a number of design deficiencies have been noted, including the following:
• Access to the structure by pigeons is uncontrolled, creating a roosting environment for more than
100 birds daily. This creates a toxic byproduct in and around the structure and causes a,nuisance
to patrons.
• Access to the structure by vandals is uncontrolled, leading to numerous vehicle break - ins
annually. This in turn creates a _lack of confidence by patrons who _might otherwise use the
facility.
• Access to the structure after -hours by minors is, uncontrolled, leading to graffiti, damage to the
sprinkler system, loitering -and other illegal'activities.
• The City is unable to "lock- down" the facility after- hours, so that patrons could safely leave their
vehicles overnight. (For example, this would allow those at the Petaluma Hotel with parking
permits to safely park their vehicles off the street.)
• Lighting in the Garage is poor, creating a lack of confidence in safety by patrons.
Current Construction to Remedy Deficiencies
On September 9, 2002, the PCDC awarded a bid to James Nolan Construction,' Inc. to make security
improvements to the Keller Street Garage. In addition to painting and relighting the structure, the
project includes new access control features that will eliminate the most of the security problems. At
the request of the PCDC, security cameras are being installed. A heavy gage mesh is being installed
over all window openings, thereby keeping out birds. All. entrances to the facility- can be closed with
doors or gates, thereby providing security to vehicles parked in the structure overnight. Construction
will be complete in February 2003.
Parking Study Findings
The.PCDC"s parking consultant, there is untapped parking capacity in W il b ur
he'K�lh &Associates, prepared a Parking Survey and found that
er Street Garage. A key finding of the study is that a high
percentage of business owners and employees park on- street during normal. business hours, thereby
limiting on- street parking, for prospective business patrons. Based on this fact, a key parking strategy
has emerged Provide safe, clean, secure and affordable off - street parking to business owners,
employees and Petaluma Hotel parking permit ;holders, thereby making on- street parking more
available to prospective business patrons.
•
Page 3
. Garage Security Patrol
In the FY 2002 -03 PCDC Budget, a security patrol of the Keller Street Garage is funded. Consistent
with the PDA's recommendation, the cost is fully offset by pay parking revenue. With the completion
of construction and the installation of the pay parking machines in February 2003, a security guard will
patrol the structure daily during the following hours, after which the facility would be closed:
• Monday, Tuesday, Wednesday, Thursday and Sunday: 10:00 a.,m. to 11:00 p.m. (13 hours /day)
• Friday and Saturday: 10:00 a.m. to 1:00 a.m. the following day (15 hours /day)
Under this patrol plan, security would be provided 95 hours per, week or 4,940 hours per year. The total
annual cost for security at $25/hour is approximately $123,500. This is a reduction of $45,500 over the
previous recommendation.
Garage Maintenance
In order to avoid past problems with facility maintenance, a program to regularly maintain interior and
exterior paint, stairwell cleaning, degreasing, lighting and parking equipment will be established. The
preliminary budget for annual maintenance is as follows:
Annual Facility Maintenance` $5.0,000
Annual Equipment Maintenance: $15 „000
Subtotal: $65,000
Pay Parking Revenue
Based on Parking Survey and the proposed parking strategy, several alternative fee structures were
considered, all emphasizing monthly permit parking on the top two floors of the structure and hourly
pay parking on the ground floor. Occupancy was conservatively established at 75 %. Please see
Attachment 2 for a detailed explanation of rate calculations.
Alternative A: Cost Recovery± Reserve
Rate Annual Revenue
Ground "Floor /Hourly Pay Parking: $1.00/hour $187,000
Second Floor/Monthly Permit. Parking: $40 /month $ 41,000
Third Floor/Monthly Permit Parking: $30 /month $ 32,000
Total Revenue: $260,000
•
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3
Alternative B: Parking Subsidy Required
Ground Floor/Hourly Pay Parking:
Second.Floor/MonthlyPermit Parking:
Third Floor/MonthlyPermit Parking:
Total Revenue:.
Alternative.B -1: Parking Subsidy Required
Ground Floor/Hourly Pay Parking:
Second Floor /Monthly Permit Parking:
Third Floor /Monthly Permit Parking:
Total Revenue:
Alternative C:, Cost Recovery
Ground Floor/Hourly Pay Parking:
Second:Floor/MonthlyPermit Parking:
Third Floor /Monthly Permit Parking:
Total Revenue:
ALTERNATIVES
Alternative A: Cost Recovery+ Reserve
Rate Annual Revenue
$1.00/2 hours
+ .50/hr thereafter $111;000
$40 /month $ 41,000
$30 %month $ 32,000
$184,000
Rate Annual Revenue
$1.00/,2 hours
+ .50/hr thereafter $111,000
$35/month $ 35,000
$20 /month $ 21,000
$167,000
Rate Annual Revenue
$1,00/hour $187;0.00
$30 /month $ 30,000
$20 /month $ 21;000
$238,000
• Annual Expenditure Estimate:
Security: $123,500
Facility Maintenance: $ 50,000
Equipment Maintenance: $ 15,000
Total Expenditures: $188,5.00
• Annual Revenue Estimate: ($260,000
• Net Cost /(Savings): ($71,50
•
Page 5
Alternative B: Parking Subsidy Required
• Annual. Expenditure Estimate
Security: $123,500
Facility Maintenance: $ 50,000
Equipment Maintenance: $ 15,000.
Total Expenditures:, $188,500
• Annual Revenue Estimate: ($184,000
® Net Cost /(Savings) $ 4,000
Alternative B -1: Parking Subsidy Required
® Annual Expenditure 'Estimate:
Security: $123,500
Facility Maintenance: $ 50,000
Equipment Maintenance: $ 15,000
Total Expenditures: $188,500
• Annual Revenue Estimate: ($167,000
• Net Cost /(Savings) $ 21,500
Alternative C: Cost Recovery
• Annual Expenditure Estimate:
Security: $123,500
Facility Maintenance: $ 50,000
Equipment Maintenance: $ 15,000
Total Expenditures: $188,500
• Annual Revenue Estimate: ($238,000)
• Net Cost /(Savings) ($ 49,500)
4. FINANCIAL IMPACTS
The FY 2002-03 PCDC Budget has an appropriation of $80,000 for parking. The expense is fully offset
by ($80 in revenue. In. other words, the budget assumed a zero net cost. The parking program
revenue and expense estimate was based on an estimated start of operations in March 2003.
FY 2002 -03 PCDC Budgeted. Appropriation: $80,000
FY 2002 -03 PCDC Budgeted Revenue: ($80,000
FY 2002 -03 PCDC Budgeted. Net Cost: 0
Page 6
5. CONCLUSION
The PDA requested support from the PCDC to renovate the Keller Street Garage, improving lighting
and security. Those improvements are currently in progress. In addition, the PDA asked that security be
provided inside the structure and suggested that pay- parking be instituted as a means of financing the
security. A study was commissioned to. develop parking rates for the Garage. The annual cost of
security_ and maintenance is estimated to be $1.88,500. Two of the fee rates cover that cost. Two other
fee rates would require a General Fund subsidy.
6. OUTCOMES.OR PERFORMANCE MEASUREMENTS THAT WILL IDENTIFY SUCCESS OR COMPLETION:
A pay parking program would be fully implemented in the Keller Street Garage providing sufficient
revenue to offset.security and maintenance in the structure by July 1, 2003.
7. RECOMMENDATION
It is recommended that the PCDC adopt alternative.B -1 as jointly recommended by the Petaluma
Downtown Association Board of Directors and PCDC Staff as provided in the attached resolution
establishing pay parking rates for the Keller Street Garage.
Page 7
•
Attachment I
• RESOLUTION ESTABLISHING PAY PARKING RATES
FOR THE SELLER STREET GARAGE.
•
Page 8
soLuTloN No. 200-
PETALUMA COMMUNITY DEVELOPMENT COMMISSION
ESTABLISHING PAY PARKING RATES FOR THE KELLER STREET GARAGE
WHEREAS, the Petaluma Downtown Association (PDA) requested the support of the Petaluma Community
.Development Commission (PCDC) iri making security improvements to the Keller Street Garage, including
improved lighting, repainting and access control; and
WHEREAS, the PDA also requested that security be provided in the. Garage with the cost to be offset by pay
parking fees; and
WHEREAS, security improvements to the Keller Street Garage are nearing completion; and
WHEREAS, the Petaluma Community Development Commission (PCDC) has engaged firm of Wilbur Smith
& Associates to survey parking in Petaluma and develop parking rates for the Keller Street Garage; and
WHEREAS, the PCDC desires to have the cost of security.and maintenance to the Garage offset by pay
parking revenue, thereby reducing costs to the General Fund.
*OW, THEREFORE, BE IT RESOLVED by the Petaluma Community Development Commission that the
following parking fee structure is hereby established for'the Keller Street Garage:
1. Ground Floor: Hourly Pay Parking
2. Second Floor: Monthly Permit Parking
3. Third Floor: Monthly Permit. Parking
$1.00/2 hours
+ .50/hr thereafter (Maximum $7 /day)
$35.00 /month
$20.00 /month
BE IT FURTHER RESOLVED that, effective July 1, 2004, and annually thereafter, the PCDC authorizes an
annual inflationary adjustment to the permit parking rates tied to the Consumer Price Index (CPI -W), San
Francisco- Oakland -San Jose, Metropolitan Statistical Area -Urban Wage Earners and Clerical Workers, All
Items Index, January to January, beginning with the CPI increase from January 2003 to January 2004 as the first
year for the calculation.
•
Page 9
Adopted this 3rd day of March, 2003 by the following vote:
Glass
Carnevaro
Harris
Healy
Moynihan
O'Brien
Torliatt
ATTEST:
Recording Secretary
David Glass, Chairperson
•
•
U
Commissioner Ave No Absent
Page 1.0
® ®� El\'GTNEIRS
a s s- In - PLANNERS
MQUIVEM P;CC)NON41ST
®
Wilbur Smith ASSOCiates
1145 Market Street
Tenth Floor
San Francisco, CA 94
(415) 436 -9030
(4 436 - 9337 fax
www.wilbursmith.com
December 11, 2002
Mr. Paul Marangella
Director of Economic Development and Redevelopment
City of Petaluma
27 Howard Street
Petaluma, California 94952
Dear Mr. Marangella:
This letter report summarizes our findings regarding the evaluation of the Keller Street garage in terms
of facility utilization and potential revenue generation. Wilbur Smith Associates (WSA) was retained by
the City of Petaluma to conduct a detailed survey of public parking in the greater downtown area. A key
element of the parking survey was an assessment of the downtown core area which includes the Keller
Street garage. In addition to .parking surveys, WSA developed a number of "pay to park" fee
alternatives for the garage. Implementation of pay parking at the. garage is considered as a means of
financing facility improvements and to cover the costs of enhanced security and annual maintenance.
The initial parking surveys conducted over a three day period (December 2001) focused on existing
utilization of the city's public on- street and off - street parking supply, Utilization as used here refers to
parking accumulation, average turnover and average duration. The percent of the downtown parking
supply occupied at any given hour and location over the three day period was also determined as part of
this effort.
SUMMARY OF PARKING SURVEY FINDINGS
The complete findings of the downtown parking surveys are described and documented in the Petaluma
Parking Survey, prepared for the city by WSA, July 22 2002. The description and parking utilization
characteristics of the Keller Street garage described here are from the July 2002 report. The Core
Downtown parking survey was conducted over a three day period in December 2001. Survey days
included Thursday through Saturday (December 13 -15, 2001). The surveys were conducted during the
pre Christmas holiday period intentionally, in order to record parking utilization during a peak period of
demand.
•
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Employee -Owned Company 1. L
PETALUMA KELLER STREET GARAGE
Keller Street Garage Description
The Keller Street garage is located at the corner of Keller Street and Western_Avenue in the immediate
vicinity of the core downtown blocks that have the highest concentration of commercial/retail land uses.
The structure is accessible from Keller Street only, and provides 316 public, free parking spaces on three
levels. There are an additional 20. permit parking, spaces located on the ground. level for a total of 336
parking "spaces. The official stall count is 335 spaces, .however the WSA inventory identified an
additional unmarked space on the second level utilized for parking by compact vehicles. Table 1, shows
the current garage parking stall inventory by level and designation.
Source: WSA Inventory. December 2001.
Keller Street Garage Utilization
Table 2 shows peak hour parking occupancy for the Keller Street garage. Peak hour parking demand
was found to occur around 1:00 PM for all spaces (off - street and on-street) in the downtown commercial
core area during the three survey days. The occupancy rates shown are representative of peak holiday
conditions. During an average month garage peak hour and daily utilization would be expected to be as
much. as 20 percent lower. The average parking utilization estimate is based on previous WSA studies
and observed trends in a number of Bay Area commercial districts.
Table 2
Peak Hour'Keller Street " rage Parking Occu an
Table l
Summary o Keller S. treet Garage
Parking
Spaces
Saturday
Type of Space
Street Level 2 °a
Level
Roof
"Total
2 -Hour Time Limit
80
0
0
80
4 -Hour Time Limit
0
55
0
55
8 -Hour Time Limit
0
58
119
177
Permit
20
0
0
20
Handicapped (Blue)
4
0
0
4
Totals
104
113
119
336
Source: WSA Inventory. December 2001.
Keller Street Garage Utilization
Table 2 shows peak hour parking occupancy for the Keller Street garage. Peak hour parking demand
was found to occur around 1:00 PM for all spaces (off - street and on-street) in the downtown commercial
core area during the three survey days. The occupancy rates shown are representative of peak holiday
conditions. During an average month garage peak hour and daily utilization would be expected to be as
much. as 20 percent lower. The average parking utilization estimate is based on previous WSA studies
and observed trends in a number of Bay Area commercial districts.
Table 2
Peak Hour'Keller Street " rage Parking Occu an
Keller Street
Garage
Thursday
Friday
Saturday
Vehicles
Percent
Vehicles
Percent
TVefticles
Percent
306
91%
326
97%
286
85%
Note: Peak Hour -1 p.m.
•
Core Downtown Commercial /Retail Parking Utilization
Daily parking accumulation for the Keller Street garage area is shown in Table 3. A focused analysis. of
the downtown core parking area shows that the blocks with the highest concentration of
commercial /retail land uses are located between Washington Street and Western Avenue (north to south)
377790
Page 2 of 8 WILBUR SMITH ASSOCIATES
PETALUMA KELLER STREET GARAGE
and. Water Street to Keller Street (east to west). This core sub -area is identified as Zone A in the WSA
July 22, 2002 report. The four block Zone A area includes 204 on- street spaces (primarily 2 -hour limit)
and 3'54 off - street spaces (3 3 6 spaces, in the Keller Street garage and '1.8 spaces in the surface lot located
between North Petaluma. Boulevard and Water Street) for a total of 558 spaces.
•
•
Over the three day survey period on- street :parking in Zone A was found to meet or exceed the 90%
"practical capacity" threshold a total of 20 hours out of the 36 hour survey period (56% of the time).
Practical capacity is a term used, to describe a parking supply which is at or near saturation. While the
peak hour for overall occupancy remains 1 :00 p.m. for all three survey days, the on- street peak parking
period in this area extends from about 10 :00 a.m. to at least 8:00 p.m. with peak hour occupancy -
occurring at 4:00 p.m. and 7 :00 p.m. on Thursday, noon and 4:00 p.m. on Friday and 2:00 p.m. on
Saturday.
Peak season demand accounts to some extent for the near saturation conditions for on- street parking
between noon and 4 :00 PM. However,. a license plate survey of the core area public parking and
other downtown parking zones indicated the use of the two hour parking supply for some long term
employee parking. In addition, on all three survey days between the evening hours of 6 :00 p.m. and
8:00 p.m. core on- street parking is near or above the "practical capacity" threshold (90% full) while the
off - street supply (primarily the Keller Street garage) is lightly utilized (under 30 %). Reasons for this
imbalance may have to do with convenience and the availability of on- street spaces to nearby primary
commercial destinations, however:it may also indicate perceived safety and security issues related to use
of the garage during evening hours.
Table 3
Downtown Core CommerciallRetail Area Public Parking Accumulation
Time
Thursda
Friday
Saturday
On-
Off -"
All
®n-
Off:
All
On-
Off-
All
Street
Street
Spaces
Street
'Street
Spaces
Street
Street
Spaces
8:00 AM
26%
16%
20%,
27%
17
20%
23%
16%
18%
9:00
48%
38 %
41%
54%
40 %
45,
61%
24%
37%
10:00
74%
49%
`58 %0
82 %
61%
69 %. _
88%
44%
60%
.11:00
86%
69%
75%
85%
77%
80 6 /,
.90.%
75%
81%
Noon
90%
81%
84. %,.
94 %, _
_ 95% _
94% _
93%
85%
8 "8%
100
o
91 /O�a 90 �� 1 1t�p..,9/0
"
°
w�@-
°�,�
, 0
�_
'9�5 %
95f
200
91
85% 0
87 %d
88%
84%
, w
86%
98%
82%
8$
3:00
92%
70 %
78 %
92%
73%
80%o
97%
74%
82%
4:00
93%
67%
76%
94 % 1
66%
76%
95%
65%
76%
5:00
92 %_
62%
73%
84%
52%
64%
'86 %
45 %
60%
6:00
85%
41% "
57%
86%
33 %
52%
91%
34%
55 %
7:00 PM
93%
30%
53 %
90%
23%
48%
93%
23%
48%
Note:
- Parking" accumulation data collected' during the peak holiday season. Average daily accumulation estimated at 15 to 20
percent less than,holiday,conditions.
- Shaded area represents overallpeak'hour conditions.
Source: WSA Zone A Surveys — becemb "er 2001.
j ;2V
Page 3 of 8 WILBUR SMITH ASSOCIATES
PETALUMA KELLER STREET GARAGE
Utilization of Two -hour Public Parking Spaces
Generally, parking turn-over and duration data indicate a efficient use of the on- street, short-term
parking supply. In other words, the number of vehicles found to exceed the two -hour limit was low.
Detailed parking turn-over and duration findings are documented in the July 22, 2002 report. However,
because of the near saturation conditions in the downtown core area, a search of the survey license plate
data, base was made in order to identify the potential use of short-term downtown parking spaces by
employees. The .data base was queried to identify license plates recorded using two=hour�parking spaces
multiple times during a day, within a specific area and within the overall downtown core area.
This analysis differs from establishing parking duration which is the average length of time that a given
space is used by a single vehicle. In the case of multiple uses, a license plate could be recorded in the
on- street parking area -near the garage for just under two hours, recorded again for just under two hours
in an adjacent zone, and recorded two more times in another downtown zone at two different short -term
spaces. This type of "jump parking" is characteristic of employee use of the on- street; short- "term
parking supply. The practice of "jump parking by employees within an area of constrained supply can
have negative economic impacts on local business operations.
The detailed findings of the license plate survey are documented in the July 22, 2002 report. The
analysis of the license; plate survey indicates that the two -hour downtown parking supply is being, used
by employees and others for long -term parking needs. During•weekdays, for the overall downtown area
(Zones A, B and: C) 405 vehicles were identified using ;two -hour spaces for three or more hours. These
vehicles accounted for about 1,900 hours of parked time (39 percent) of the average, daily `weekday total
of 4,900 hours parked lime for the two -hour space supply.
The license plate survey found that an average of 225 vehicles use the downtown,* two-hour limit .
parking supply for a minimum of four hours during weekdays. These vehicles account for almost 1,365
parked hours, or 28 percent of the total weekday hours parked in the two -hour supply. The core
commercial/retail area (Zone A) shows the highest: number. of "jump parkin incidents (91 vehicles) of
four plus hours during a weekday. These vehicles account for approximately 25 percent of the total
daily weekday hours parked in ,the on- street two- hour.spaces in the four block area around the. garage.
Vehicles parking for three or more hours in the area of the Keller Street garage account - for 35 percent of
the daily total hours parked in the Zone A, 2 -hour on- street supply.
Impact of Employee On Street Parking
The extended use of the downtown core 2 7hour commercial parking supply by local employees and
others is evident in the 'results of the license plate survey. While not illegal, extended use ( "jump
parking ") of the 2 -hour supply works counter °'to the intended purpose of short-term commercial oriented
parking. In terms of potential lost revenues (sales and taxes) the effect is more pronounced when the
existing short term parking supply is constrained (90 percent or more of capacity) as it is in the
downtown during peak season, holiday conditions. During average season conditions with peak parking
utilization estimated at 75 percent the impact of employee parking would likely be less in economic
terms.. However, the use of the public short-term parking supply by employees and others should be
discouraged under all conditions in order to promote current and future commercial growth.
0
377790
t�
Page 4 of 8 WILBUR,5MITI- ASSOCIATES
PETALUMA KELLER STREET GARAGE
The City must be able to exercise flexibility in the management of public parking facilities. Demand for
short-term public parking is sensitive to :both general economic trends and local land use decisions.
New construction, extensive public works projects or the expansion of existing commercial uses are
among some of the activities that can resultin the displacement of existing public parking. An effective
approach to keeping employees from using short-term, on- street parking supply would include increased
monitoring and enforcement of the two -hour limit coupled with viable, off - street parking options for
employees. Use of the Keller Street garage for local employee parking needs is under consideration by
the city. A description of basic operating costs and parking fee alternatives for employee parking in the
garage is provided in the remainder of'this letter report.
PARKING RATE ALTERNATIVES
WSA assessed a number of fee parking revenue alternatives for the Keller Street garage. The purpose in
considering a pay to park program for the structure is twofold. Revenue generated by the garage would
be used to provide for on -site security patrols and to fund annual. maintenance costs. In addition, the
mid and roof levels. of the, garage (232 spaces total) would be leased to business owners, employees and
others on a monthly basis in order to free up on- street, short term parking to visitors and business
patrons. The ground level would continue to provide, short term parking (104 spaces) in the area at an
hourly fee. This plan would result in an increase at the garage of the short-term supply from 80 spaces
to 104 spaces.
Actions to improve the structure and: address security concerns have: been initiated with the awarding of
a bid to make improvements. The-planned improvements include painting, relighting and access control
features. Measures are planned to cover window openings in order to keep birds from roosting. In
addition to physical improvement a security patrol of the garage is funded for FY 2002 -03.
Annual Operating Costs /Fee Rate Alternatives
The city has estimated annual garage: security and maintenance costs as shown:
Annual Expenditure Estimate:
Security: $169
Facility Maintenance: $ 50,000
Equipment Maintenance: $ 15;000
Total Expenditures: $234;000
Based on the parking survey•'and the proposed parking strategy several alternative fee structures were
considered, all emphasizing monthly permit parking on the top two floors of the structure and hourly
pay parking on the ground floor.
Table 4 shows three fee rate alternatives. Alternative A and Alternative C would be expected to
generate sufficient revenue to recover annual expenditures. Alternative B would require a subsidy in
order to meet annual costs.
Page 5 of 8 WILBUR SMITH ASSOCIATES
PETALUMA KELLER STREET GARAGE
Table 4
,Summary o Keller Street Garage Fee Rate Alternatives
Fee Structure Street Level.
2 " Level Roof
Alternative A $1.00/hour
$40 /month $1
Aliernative'B $1.00 /first` 2 hours
+.50 /hour thereafter
$40 /month $30 /month
Alternative C $1.00 /hour
$30 /month $20 /month
Source: W SA 10 1 /02
Garage Revenue Estimates
Table 5 shows estimates of annual revenues associated with each of the three fee structure alternatives.
Estimating:. parking •garage. revenues is .a difficult task-. Estimates are affected by a number of variable's
chief among them is the availability of free parking in the vicinity of the garage and the 'overall state of
the local economy. A conservative approach was taken to the development of revenues for the Keller
Street garage, particularly in, terms of the street level, short term supply. Background - tables related to
revenue estimates are provided in an Appendix to this letter report.
Table 5
Summary ?f Keller Street Garage Annual Revenue Estimates
Fee Structure Alternative A
Alternative l3
Alternative C
Street Level ` $187,000
$111,000
$18700
2 Id Level $41,000
$41
$30,000
Roof $32,000
$ 32,000
$21000
Total $260,000
$18,4,000
$238;000
Notes
revenues based on 104 ground level spaces
revenues based on 12 hour day
annuat Weekday = days
annual weekend = 100 days
daily hours parked.adjusted down 25% to account for use of peak season data.
an average duration rate of 2.5 hours per vehicle is assumed for Alternative B
Revenue estimates for the 2 nd and roof levels are based on a lease rate of '75 percent. This represents a
total of 175 spaces leased per month. The 75 percent, lease rate was identified by city staff as reasonable
and was used on that basis. able A -3 in the Appendix to this letter report provides revenue estimates
for the 2" and roof levels under several levels of percent leased.
•
•
The ground level revenue estimates were developed based on findings from the parking, surveys of the
garage and overall represent a conservative approach. Table A -2 in the Appendix shows ,a peak seasonal
weekday and weekend parking accumulation of the short term garage spaces. This accumulation pattern
was used to model the daily estimated total hours parked on the street level. The number of daily hours
377790
. Page 9 WILBUR SMITH A. SSOC /ArES
PETALUMA KELLER STREET GARAGE
was then adjusted (reduced) to account for seasonal activity. Daily total parking hours were reduced by
• 25 percent for both weekdays and weekends to reflect an estimate of average season .daily use. The
estimates of revenue for all' three garage levels are based on 12 hour days. This approach is conservative
in light of the city's proposed plan to operate the garage on Monday through Thursday and Sunday from
5:00 AM. to 11:00 PM (18 hours /day) and Friday and Saturday 5:00 AM to 1:00 AM. (20 hours /day).
Parking Fee Strategies:
•
Table 6 shows that fee options A or C would provide sufficient revenue to fund garage operations based
on City estimates of annual, recurring costs. These costs were estimated at $234,000 per year for
security and maintenance. Both options are predicated on the basis of a 75 percent monthly lease rate
and that the demand for ground level short -term parking continues at existing average daily levels.
Table 6
Keller Street Garage Cost Recovery Alternatives
Annual Operating Costs
Alternative A
Alternative B
Alternative C
Security
$169,000
$169,000
$169,000
Facility Maintenance
$50,000
$50,000
$50,000
Equipment Maintenance
$15,000
$15,000
$15,000
Total Expenditures
$234,000
$234,000
$234,000
Annual Revenue Estimate
$260;000
$184,000
$238,000
Net Surplus (Deficit)
$26,000
($50,000)
$4,000
Source: WSA 10/02
Conclusions
The downtown area provides an overall adequate parking supply under average daily conditions and is
near or at capacity during peak seasonal demand (December holidays and some summer weekends). An
adequate parking supply is a general term in that there are specific locations where on- street, public
parking demand is higher than the surrounding areas. Kentucky Street between Washington Street and
Western Avenue is an area of high demand (85 percent during peak periods) during average season
conditions. Water Street is another area where parking demand (85 -90 percent during peak periods) is
strong throughout the year.
Key to managing the existing parking supply would be the following steps:
Increased enforcement within the core downtown area. The weekday license plate surveys "indicates
that there are between 125 to 150 vehicles which daily exceed the 2 -hour time restriction on short-
term spaces. It is noted that some of these vehicles do receive citations and that others fall outside
the past 6:00 PM limit. On Saturdays the incidents of 2 -hour violations are approximately 15
percent higher than weekdays.
Page 7 of 8
WILBUR SMITH ASSOCIATES
N
PETALUMA KELLER STREET GARAGE
• Reducing employee use of downtown core, 2 -hour on- street parking supply. The license plate •
survey indicates that approximately 28 percent (1,365 hours) of all weekday hours parked in the
downtown core 2 -hour parking supply are attributable to vehicles parking for four or more hours
during the weekday.
Providing long -term, off - street parking for local employees in the Keller Street Garage would address
the problem of "jump parking" in the downtown area. The garage currently provides long -term (4 -hour
and 8 -hour) spaces on the second and third levels. In addition, there are 20 permit, long - term spaces on
the second level which are leased to users on a monthly basis. During average season weekdays the
garage operates at around 60 to 65 percent occupancy, which means that there is typically 100 to 125
vacant spaces available. The Keller Street Garage is located within a 10- minute maximum walking
distance of most, locations in the ,greater downtown core area (Zone A and B). These zones represent the
bulk of "jump parking" activity in the downtown area. Planned improvements to the Keller Street
Garage including security measures and general refurbishing will make this facility more attractive to
local employees as a viable long -term parking option.
Please contact us with any questions or comments regarding this letter report.
Sincerely,
WILBUR SMITH ASSOCIATES
Ron Foster, A.I.C.P.
Principal Transportation Planner
RJF /sph
377790
Attachment A: Appendix - Revenue Estimates
0
0
.1/1JU
tq
Page 8 of 8 W/LBUR 5MITH A550CIATES
•
•
Parking .Pee Rate Alternatives
�
t
1
S
• �7n
7.Q
• TABLE A -1
Keller Street Garage
Fee Rate Alternatives
Level
Ground`
Mid
Roof Total
Spaces
104
113
119 336
Alternative A
11/per hour
$40 per month
$30 per month
$1 / first 2 hours
Alternative B
.50/per hour
$40 per month
$30 per month
thereafter
Alternative C
$1 /per hour
$30 per month
$20 'per month
WSA -10/02
..
•
TABLE A-2
Revenue Estimates -Ground Lev
Spaces - ground level
Dally hours of parking
1u4
1;248
time 8 9 10 11 noon 1 2 3 4 5 6 7
Weekday percent hourly occupar " 0.16 0.38 0.49 0:69 0.81 0.90 0.85 0.70 0.67 0.62 0.41 0.30
number of,parked,vehk 17 40 51 72 84 94 88 73 70 64 43 31
total hours parked, 726
adiusled hours parked 544
daily annual (250)
Rate ScheduleA $544 $136
Rate 'Schedule B $363 $90,740
time 8 9 10 11 noon 1 2 3 4. 5 6 7
Weekend percent hourly occupar 0.16 0.24 0.44 0.75 065 0.85 0.82 0.74 0.65 0.45 0.34 0.23
number of Darked,vehit 17 25 46 78 88 88 85 77 68 47 35 24'
total hours parked 678
adlustedhoursiparked 509
dally annual'(100)
Rate Schedule A$509' $50;856
Rate Schedule .B $203 520,342
Total'Annual Revenues _
Rate Schedule A $186,966 - -
Rate:Schedule.B $111,082
Notes:
revenues based on 104. ground level spaces only
revenuesbased.on 12 hour day
annual weekday = 250 days
annual weekend = 100 days
daily hours parked adjusted down 25% to account for use of peak season data.
an average duration rate of 2.5 hours per vehicle Is assumed for Schedule B.
•
•
TABLE A 3
Revenue Est
Total Spaces
113
Percent Leased
Percent Leased
monthly rate
25%
50% 75%
Monthly Revenue
1.00%
25%
50% 75%
1.00%
Alternative A
$40
$1,130
$2,260 $3,390
$4,520
$13,560
Annual Revenue
$27,120 $40,680
$54,240
Alternative B
Alternative C
$40
$30
$1,130
$848
$2,260 $3,390
$1,695
$4,520
$13,560
$27,120 $40,680
$54,240
$2
$3,390
$10,170
$20,340 $30,510
$40,680
Revenue Estimates - Roof -Level
Total Spaces
119
Percent Leased
Percent Leased
monthly rate
25%
50% 75%
Monthly Revenue
1:00%
25%
50% 75%
Annual
1.00%
Alternative A
$30
$893
$1,785 $2,678 -
$3
$10,710
Revenue
$21,420 $32,130
$42,840
Alternative C
Alternative C
$30
$20
$893
$595
$1,785' $2,678
$3,570 '
$10,710
$21,420 $32,130
$42,840
$1,190 < $1,785
$2,380
$7,140
$14,280 $21,420
$28,560
i