FINAL  DRAFT        

PARKING  MASTER  PLAN  2015  UPDATE  

               

Prepared  for  City  of  Columbia,  South  Carolina  

               

Prepared  by  

     

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Master  Plan  Update    Executive  Summary  Key  Findings    The  original  Parking  Master  Plan  laid  out  key  objectives  in  developing  a  customer  service  based  parking  system  that  was  transparent.    In  general,  the  recommendations  in  the  Plan  were  followed  to  the  extent  that  they  could  be,  but  the  supply  of  spaces  in  the  Main  Street  corridor  remains  below  the  demand.    As  the  market  for  downtown  office  space  continues  to  strengthen,  this  gap  becomes  more  noticeable  and  the  market  becomes  more  sensitive  to  it.    The  Cannon  garage  has  provided  some  relief,  but  is  quickly  filling.    The  investment  in  new  facilities  through  the  2005  bond  issue  has  changed  the  face  of  the  Vista,  providing  convenient  and  reliable  supplies  of  parking  both  north  and  south  of  Gervais  Street.    The  resulting  new  hotel  and  entertainment  uses  have  created  a  24  hour  environment  that  is  as  vibrant  as  any  city  in  the  country.    These  garages  are  also  beginning  to  fill.    Recently,  the  solicitation  and  successful  selection  of  a  developer  for  vertical  development  above  the  existing  garages  has  generated  an  exciting  opportunity  for  Columbia  to  rise  to  the  forefront  of  parking  asset  management  and  enhancement.    The  creation  of  taxable  real  estate  out  of  air  above  the  public  asset  is  public  private  partnership  at  its  best,  and  will  set  a  course  that  many  other  cities  will  follow.    The  planning  and  operational  challenges  however  are  quite  real,  and  we  would  strongly  urge  that  the  same  level  of  intensity  be  maintained  through  the  execution  of  the  projects  as  exists  now  in  the  negotiation  of  the  deal.    A  summary  of  our  key  recommendations  follows:    The  City  should  explore  and  actively  negotiate  for  a  site  in  the  Main  Street  corridor  to  substantially  augment  the  existing  public  parking  supply.    Office  space  remains  below  its  full  occupancy  due  to  a  lack  of  parking  and  the  inability  to  lease  blocks  of  parking  spaces  (see  also  financing  recommendations).  

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 The  City  should  review  its  current  parking  assets  and  consider  disposition  of  garage  or  lot  assets  that  either  (1)  do  not  present  adequate  long  term  growth  in  income  to  cover  operating  expenses  or  (2)  do  not  fulfill  the  core  mission  of  economic  development.    Related  to  the  above,  the  City  should  analyze  the  costs  and  options  to  its  existing  tax  exempt  financing  to  provide  more  flexibility  in  leasing  parking  to  tenants  or  buildings  instead  of  to  individuals.    At  this  time,  interest  rates  and  security  requirements  are  so  low  that  the  costs  to  the  City  are  comparable  to  the  existing  tax  free  rates.    This  would  also  enhance  the  ability  to  provide  P3  opportunities  in  the  future.    The  CIP  program  recommended  by  the  structural  engineers  should  be  implemented  immediately  (all  priority  1  improvements).    This  has  been  lacking  in  the  past  and  must  be  caught  up  to  maintain  safety  in  the  garages.  City  Council  has  approved  a  CIP  program  for  the  current  year  to  implement  the  priority  recommendations.    In  order  to  fund  the  CIP  program  in  future  years,  along  with  additional  customer  service  and  market  driven  needs,  the  rate  structure  should  be  adjusted  and  dynamic  pricing  should  be  initiated.    The  recommended  garage  rates  are:    Facility   Capacity   Permits   Unreserved   Reserved  

Current   Recommended   Current   Recommended  Arsenal  Hill   150   57   $57   $60     None  Cannon   532   443   $65   $70   $85   $100  Lady  Street   1006   924   $78   $90   $105     $125  Lincoln  Street  

675   359   $65   $70   $80   $90  

Park  Street   850   238   $65   $70   $80   $100  Sumter  Street  

816   843     $78   $90   $105   $125  

Taylor  Street  

388   203   $52   $60     None  

Washington  Street  

447   191   $78   $90   $105   $125  

The  report  also  contains  detailed  recommendations  regarding  hourly  rates  and  on  street  rates.    Most  importantly,  LMG  recommends  a  pilot  program  for  dynamic  pricing  in  high  demand  on  street  areas  to  manage  

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the  supply  more  effectively.    With  the  current  sophisticated  meters  and  pay  be  cell  technology  this  can  be  easily  accomplished.    The  City  should  explore  the  creation  of  a  parking  authority  or  a  parking  corporation  (similar  to  the  development  corporations)  to  enhance  its  ability  land  bank  for  future  growth  and  finance  through  parking  revenues.    The  City  has  recently  become  aware  of  an  opportunity  to  create  a  venture  with  a  group  of  Downtown    property  owners  and  provide  public  parking  for  the  Main  Street  corridor.    This  should  be  pursued  vigorously  as  it  represents  the  last  large  consolidated  parcel  in  the  downtown.      Replace  parking  meters  on  the  1600  block  of  Main  Street  as  discussed  in  the  turnover  study  conducted  by  LMG  in  April  2014  (see  appendix  for  a  copy  of  the  presentation  made  to  Main  Street  stakeholders).        Continue  operational  enhancements  to  Five  Points  parking  and  be  prepared  to  cooperate  in  potential  P3  opportunities.        Explore  the  potential  for  new  parking  supply  in  the  south  Vista.    The  loss  of  1700  spaces  within  four  blocks  of  the  Colonial  Center  and  new  student  housing  projects  has  shifted  the  center  of  gravity  for  demand  into  this  area.    Consider  a  more  nimble  mechanism  for  financing  economic  development  parking  projects  such  as  leaseback  or  other  means  that  will  rely  upon  parking  revenue  and  projections  rather  than  city  guarantees.    Perform  a  technology  review  of  the  parking  operation  to  analyze  how  the  different  hardware  currently  interacts,  the  ability  to  provide  management  with  real  time  information,  interfacing  with  payment  technology,  and  the  incorporation  of  license  plate  recognition  and  updated  ticket  writing  software.          

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Section  1  Existing  Conditions  

                       

Included  in  this  Section:  Overview  

Review  of  Original  PMP  Recommendations  Inventory  of  Existing  Assets  

     

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 OVERVIEW    Since  the  publication  of  the  2002  Parking  Master  Plan  (PMP)  over  a  decade  ago,  the  face  of  the  City  has  changed  dramatically  and  parking  resources  have  been  challenged  to  play  a  vital  role.    More  so  than  in  the  past,  the  City  is  moving  in  a  more  progressive  manner  toward  embracing  modern  parking  challenges  and  opportunities.    Thanks  to  the  vision  of  the  mayor  and  city  council,  Columbia’s  inner  city  commercial  areas  are  more  vibrant  that  ever,  attracting  an  eclectic  mix  of  retail,  entertainment  and  housing  opportunities.  Every  success  has  meant  more  people  coming  to  these  areas,  more  traffic  congestion  and  an  ever  increasing  demand  for  parking.    Downtown  Columbia  (Main  Street)  has  been  revitalized  with  a  mixture  of  exciting  new  retailers  and  restaurants;  the  conversion  of  the  Palmetto  Center  to  a  dormitory;  and  a  change  from  an  area  that  rolled  up  its  sidewalks  at  6  p.m.  to  a  growing  evening  destination  location.    The  Vista  has  grown  up  from  its  days  when  it  was  primarily  a  warehouse  district  with  scattered  pockets  of  commercial  use.  A  walk  down  Gervais  Street  in  the  evening  provides  visitors  with  a  view  of  sidewalks  filled  with  pedestrians.    Five  Points  has  largely  continued  to  be  successful  by  staying  the  same.  On  the  retail  side,  it  continues  to  feature  one  of  the  most  interesting  mixes  anywhere.  A  broad  range  of  restaurants  and  nightspots  cater  to  a  wide  range  of  clientele.    There  is  no  doubt  that  parking  challenges  continue  to  exist  in  all  three  commercial  areas.  Yet  there  have  been  parking  improvements  in  all  three  areas  which  have  helped  with  growth  and  economic  development.  The  addition  of  parking  meters  in  Five  Points  and  the  construction  of  garages  in  the  Downtown  and  Vista  areas,  as  recommended  in  the  PMP,  has  stimulated  growth  in  these  areas.    The  City’s  Parking  Services  Department  has  guided  major  growth  in  facilities;  made  a  strong  beginning  in  cleaning  and  upgrading  older  facilities;  and  managed  to  keep  its  financial  head  above  water  through  the  Great  Recession  and  the  loss  of  SCANA,  its  largest  single  parking  customer  at  the  time  of  its  departure  from  Main  Street.    The  department  was  able  to  accomplish  these  and  many  other  recommendations  of  the  PMP  in  large  part  because  of  the  consolidation  of  parking  related  tasks  into  a  single  department.    The  PMP  continues  to  serve  as  a  major  roadmap  to  the  evolution  of  parking  services  in  Columbia.  The  purpose  of  this  updated  report  is  to  reinforce  the  philosophy  of  the  original  plan,  where  applicable,  and  to  add  new  recommendations  which  will  help  

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the  Parking  Services  Department  continue  to  work  to  assist  in  Columbia’s  goal  to  make  the  Capital  City  a  world  class  city.    The  PMP  set  out  in  plain  language  the  guiding  philosophy  for  the  operation  of  the  city’s  parking  services.    The  PMP  recommended  that  the  City  create  a  City  Center  parking  system  built  around  the  following  “Guiding  Principles”:    

• The  parking  system  should  be  customer-­‐oriented,  not  violator-­‐  or  revenue-­‐oriented.  If  customers  see  the  system  as  fair  and  friendly,  increased  revenues  will  result.  

• The  parking  system  should  seek  to  provide  customers  with  “an  experience  worth  having.”  All  aspects  of  parking  should  reflect  an  understanding  of  what  the  customer  desires  in  terms  of  a  positive  and  memorable  Columbia  experience  whether  that  is  a  work  trip  or  a  pleasure  trip.  

• The  parking  system  should  be  managed  by  a  single  entity  capable  of  addressing  both  operations  and  capital  improvements,  including  enforcement.    The  parking  system  needs  to  maintain  a  “voice  at  the  table”  and  continue  to  be  involved  in  planning  and  development  discussions.  

• The  parking  system  should  be  seen  as  an  essential  and  integral  part  of  the  community’s  economic  development  strategies  and  programs.  

 The  PMP  further    recommended  the  following  goals  for  City  leaders  to  adopt:      1.    Achieve  a  unified,  centralized  management  structure  that  anticipates  demand  and  responds  appropriately.    Results:  

• Promotes  and  supports  economic  development  • Creates  policies  that  encourage  private  investment  • Coordinates  and  plans  with  private  and  public  developers  • Responds  effectively  to  area  stakeholders  • Provides  increased  tax  revenues  that  support  neighborhood  development  • Enhances  downtown  promotion  and  communication  • Maximizes  the  efficient  use  of  current  parking  resources  • Provides  an  important  partner  for  the  regional  planning  authority  on  

environmental  needs  • Provides  a  consistently  high  level  of  customer  service  • Influences  the  quality  of  customer  service  at  private  parking  facilities  • Develops  measures  of  success  and  routinely  surveys  customer  satisfaction  

 2.    Create  a  City  Center  parking  system  that  makes  parking  an  incentive  rather  than  a  disincentive  to  City  Center  revitalization  and  improvement.  

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 Results:  

• Reviews  and  adjusts  prices  based  on  user  behavior  and  resource  management  

• Maintains  clean,  attractive  facilities  staffed  by  friendly  personnel  • Assures  accessible  and  convenient  parking  • Creates  an  image  and  identity  for  the  parking  system  that  is  positive  and  

easily  recognizable  • Provides  a  parking  experience  that  is  consistently  positive  

 3.    Organize  and  manage  the  parking  system  into  an  authority  or  development  corporation  so  that  it  is  self-­‐supporting.    Results:  

• Encourages  efficient  and  effective  administration  • Reinvests  surplus  revenues  in  system  improvements  • Increases  flexibility  to  address  evolving  nature  of  City  Center  • Promotes  planned  rather  than  reactive  management  • Generates  revenues  to  finance  future  capital  investments  • Delivers  improved  services  related  to  rate  adjustments  

 This  report  contains  four  discussions  of  the  following  which  will  serve  as  a  beginning  point  for  planning  the  next  decade:    

1. Recommendations  of  the  PMP  which  have  been  implemented  2. Projects  underway  or  in  the  planning  stages  which  further  implement  

recommendations  of  the  PMP  3. Plan  recommendations  which  are  no  longer  valid  4. A  scope  of  work  for  a  new  plan  

 PLAN  IMPLEMENTATION    As  originally  recommended,  the  PMP  should  be  coordinated  with  other  asset  and  performance  management  plans  currently  underway  at  the  City,  such  as  the  Bike  and  Pedestrian  Master  Plan  to  ensure  implementation  of  both  is  complementary.    Management    The  plan  recommended  the  “parking  system  should  be  managed  by  a  single  entity  capable  of  addressing  both  operations  and  capital  improvements,  including  enforcement.”  This  portion  of  the  plan  was  finalized  in  2006  with  the  creation  of  the  Parking  Services  Department.  The  department  has  three  divisions:  Administration,  Operations  (customer  service  and  enforcement)  and  Facilities  (buildings,  lots  and  meters).    

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The  creation  of  a  department  working  in  an  enterprise  fund  environment  has  seemed  to  work  quite  well.  It  is  important  that  the  public  can  be  shown  that  operational  and  capital  costs  of  parking  services  comes  from  user  fees  rather  than  taxes.    Recommendation:  LMG  recommends  consideration  of  utilizing  a  parking  corporation  for  financing  purposes  along  with  some  form  of  employee  leasing  within  the  current  operation  as  detailed  later  in  this  report  in  the  Management  &  Operations  section  of  this  report.    Customer  Service    One  of  the  prime  "guiding  principles"  set  forth  in  the  PMP  was:  "The  parking  system  should  be  customer-­‐oriented,  not  violator-­‐  or  revenue-­‐oriented.  If  customers  see  the  system  as  fair  and  friendly,  increased  revenues  will  result."    The  City's  Parking  Services  Department  has  taken  a  number  of  steps  to  improve  customer  service.  Efforts  have  included  the  opening  of  a  Customer  Service  Office  at  820  Washington  Street;  continuing  training  sessions  in  customer  service;  a  streamlined  departmental  organization;  and  the  introduction  of  new  technologies  such  as  SmartCards  and  automated  pay-­‐in-­‐lane  devices.  The  introduction  of  pay  by  cell  technology;  the  ability  of  citizens  to  pay  parking  citation  online;  and  the  introduction  of  new  enforcement  and  payment  software  add  greatly  to  this  effort/    Part  of  the  training  is  now  scheduled  to  include  emphasis  on  the  City's  vision  statement  and  strategic  goals.  It  cannot  be  emphasized  enough  that  this  strategy  must  be  continued  in  order  for  parking  employees  to  understand  their  individual  roles  as  part  of  the  overall  goals  of  the  City.    The  initial  steps  for  the  appearance  of  the  garages  to  match  up  to  this  vision  has  been  successful  and  needs  to  continually  improve..    Recommendation:  There  are  two  major  areas  which  need  strengthening  in  terms  of  customer  service:  event  parking  and  marketing  to  parking  stakeholders:    Event  parking  has  and  will  continue  to  grow,  both  through  the  Downtown  hotels  and  the  Columbia  Metropolitan  Convention  Center  and  the  surrounding  venues.  Customer  service  and  security  for  these  events  is  crucial  to  meeting  customer  expectations.  Parking  Services  needs  to  contract  for  outsourced  personnel  to  a  company  which  can  provide  unarmed  uniformed  certified  security  agents.  These  agents  could  assist  a  lead  City  employee  in  managing  entry  and  exit  of  large  numbers  of  parkers  attending  events.  Currently,  Parking  Services  is  relying  on  schedule  changes  and  overtime  to  service  events.  Outsourcing  can  provide  two  major  benefits:    

1. Reduce  the  cost  of  personnel  and  prevent  burn-­‐out  by  employees  working  too  many  hours.  

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2. Provide  security  patrols  within  the  garage  during  events  to  provide  parkers  with  a  greater  comfort  level.    

Testing  of  such  a  system  by  the  department  for  events  has  met  with  great  success.    Marketing  parking  services  is  a  key  to  managing  current  and  future  growth.  Parking  Services  has  done  a  credible  job  in  marketing  to  business  associations  and  working  on  medium  to  large  individual  projects.  Where  the  department  is  lacking  in  in  day  to  day  contact  with  individual  businesses.  LMG  suggests  the  new  position  budgeted  in  the  Parking  Operations  Division  for  the  current  year  make  those  contacts.  This  position  should  also  be  directly  involved  with  event  planning.  A  detailed  recommendation  is  included  in  this  report  in  the  Marketing  section.      Parking  As  An  Economic  Development  Tool    “The   parking   system   should   be   seen   as   an   essential   and   integral   part   of   the  community’s  economic  development  strategies  and  programs.”    An  ongoing  collaboration  with  economic  development  entities  has  resulted  in  agreements  for  parking  with  the  Hilton  Hotel,  Mast  General  Store,  Agape  Senior,  the  Hyatt  and  Aloft  hotels  and  others  as  the  Parking  Services  Department  has  been  involved  from  the  beginning  stages  of  project  development.    In  addition  to  working  closely  with  the  Economic  Development  Department  and  the  various  Development  Corporations,  Parking  Services  employees  serve  on  the  Open  Space  Committee  of  the  City  Center  Partnership,  as  members  of  the  Vista  Guild  and  maintain  close  ties  to  the  Five  Points  Association.  In  addition,  Parking  Services  has  developed  strong  ties  with  the  managers  of  Downtown’s  office  towers  as  well  as  commercial  real  estate  companies.  LMG  recommends  this  work  continue  and  expand  to  include  two  new  elements:    

1. Parking  Services  should  contact  all  owners  of  private  parking  to  see  where  partnerships  can  be  beneficial  in  increasing  parking  supply  during  all  hours.  Preliminary  work  has  begun  in  this  area  in  discussion  with  Parking  Services  staff  by  LMG.  As  nighttime  hospitality  venues  continue  to  grow,  Parking  Services  has  initial  discussion  with  several  property  owners  whose  surface  or  garage  parking  sits  idle  nights  and  weekends.    The  Bull  Street  project  is  a  great  example,  where  tentative  agreement  has  been  reached  to  allow  parking  services  to  manage  all  the  parking  in  the  development  as  a  whole.  

2. Parking  Services  should  be  proactive  in  working  with  the  City’s  economic  development  operations  to  develop  new  concepts  rather  than  reacting  to  recommendations  from  others.  Concepts  such  as  vertical  development  above  garages  and  developing  surface  parking  to  attract  new  business  development  in  outlying  corridors  should  be  generated  within  the  department  and  in  collaboration  with  other  city  agencies.  

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 Residential  Parking      The  PMP  states  “the  City  should  reevaluate  its  existing  programs  and  policies,  to  ensure  that  parking  is  not  a  barrier  to  downtown  residential  development.”      Residents  in  the  Downtown  area  park  at  discounted  rates  through  programs  designed  for  on-­‐street  parking  as  well  as  in  garages  and  lots.    Residents  can  also  take  advantage  of  a  program  which  bags  meters  for  “move  in”  and  “move  out”  days.    Parking  Services  has  also  increased  attention  given  to  parking  in  Columbia’s  residential  neighborhoods,  implementing  staggered  parking  on  narrow  streets,  working  with  neighborhood  organizations  to  improve  safety  through  signage  and  yellow  curbing,  and  successfully  recommending  enhancements  to  the  residential  parking  permit  ordinance.    Residential  parking  permit  districts  have  recently  been  established  recently  in  the  Granby,  Whaley  Street,  Wales  Garden  and  MLK  neighborhoods.    LMG  recommends  continuation  of  these  programs  and  expansion  as  needed.    Facilities    The  firm  which  developed  the  PMP  also  completed  a  financial  analysis  for  the  2005  Parking  Revenue  Bond  issue.  That  document  recommended  garages  in  the  Downtown  and  Vista  areas.  During  the  summer  of  2012,  the  garage  construction  was  completed  with  the  Park  Street  Garage  in  the  south  Vista,  the  Lincoln  Street  garage  in  the  North  Vista  and  the  P.  J.  Cannon  Garage  Downtown  at  Taylor  and  Sumter.  These  three  facilities  have  added  2,057  off-­‐street  spaces  to  Columbia’s  garage  inventory.    The  PMP  further  recommended  the  operation  of  clean  and  customer  friendly  garages.  Parking  Services  has  completed  only  a  portion  of  this  recommendation.  New  lighting  has  been  added  to  all  its  older  garages.  The  department  has  increased  the  painting  of  ceiling  areas;  made  changes  to  accommodate  the  handicapped;  begun  a  re-­‐do  of  signage  in  all  garages  with  Lady  and  Sumter  completed.      New  on–street  signage  has  been  placed  in  strategic  area  directing  motorists  to  garages,  including  the  addition  of  lighted  “P”  signs  at  Sumter  and  Lady.  A  new  emphasis  on  cleaning  garages  has  resulted  in  improvement  in  the  appearance  of  garages.  LMG  does  not  believe  this  effort  can  be  sustained  without  either  the  addition  of  personnel  or  the  outsourcing  of  tasks  such  as  sweeping  and  pressure  washing.  Two  new  positions  have  been  approved  in  the  current  fiscal  year  budget  as  well  as  an  upgrade  of  existing  positions.  

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Status  of  Original  2002  Master  Plan  Recommendations    The  following  is  a  detailed  review  of  each  recommendation  in  the  2002  plan  and  the  current  status:    Recommendations   Status   Comments/Remarks              1.1            System  Wide  Residential  Parking  Recommendations  

   

a.          Qualified  properties  within  a  designated  sub  area  which  generate  new  residential  development,  should  have  guaranteed  parking  spaces  from  the  City;  

Residential  permits  have  been  issued  and  other  residents  have  been  provided  garage  parking  at  residential  rates.  In  some  areas,  tenant  visitor  permits  were  appropriatelyeliminated  when  demand  rose  higher  than  on-­‐street  availability.  

We  have  run  out  of  parking  spaces  for  Downtown  residential  in  most  areas.  The  lease  of  339  spaces  in  the  Sumter  Street  Garage  to  Core  Campus  left  us  with  an  oversell  in  the  garage.  Since  Core  Campus  will  use  the  spaces  24-­‐7,  we  are  no  longer  renting  spaces  in  this  garage  for  residential.  

b..          The  city  should  issue  residential  parking  permits  based  on  need  as  follows:  

   

Þ        free  on-­‐street  parking  from  6  p.m.  to  8  a.m.  

   

Þ        free  off-­‐street  overnight  parking   Volume  has  kept  the  City  from  doing  this  

Recommend  a  reduced  rate  for  residential  

Þ        off-­‐street  daytime  parking  (50  percent  reduction  in  fee  for  1st  vehicle,  75  percent  reduction  in  fee  for  2nd  vehicle);  and  

????    

Þ        on-­‐street  loading  zones  added  as  necessary.  

   

c.  “Rebate”  a  portion  of  parking  revenues  to  those  who  generate  large  volumes  of  new  monthly  parkers  (City  would  negotiate  terms  of  rebate,  such  as  identifying  candidate  projects  and  recipients,  the  percentage  of  revenue  rebated  from  sale  of  permits,  and  the  length  the  rebate  would  remain  in-­‐place).  

Parking  has  been  used  as  an  incentive  for  new  businesses.  The  first  full  month,  called  a  "move  in"  month  is  given  to  a  newly  developed  business  at  no  charge.  A  reduction  is  then  given  to  the  business  for  the  next  11  months.  These  rates  are  negotiated  on  a  case  by  case  basis,  with  priority  given  to  new  businesses  moving  in  to  renovated  buildings.  

 

1.2            System  Management  Recommendations  

   

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a.  The  parking  system  should  be  customer-­‐oriented,  not  violator-­‐  or  revenue-­‐oriented.  If  customers  see  the  system  as  fair  and  friendly,  increased  revenues  will  result.  

Parking  Services  employees  are  provided  ongoing  customer  service  training  through  the  Convention  &  Visitor's  Bureau  and  other  sources.  

 

b.  The  parking  system  should  seek  to  provide  customers  with  “an  experience  worth  having.”    All  aspects  of  parking  should  reflect  an  understanding  of  what  the  customer  desires  in  terms  of  a  positive  and  memorable  Columbia  experience  whether  that  is  a  work  trip  or  a  pleasure  trip.  

Improvements  in  lighting,  painting  and  other  areas  have  been  made  to  all  the  older  garages.  Newer  garages  feature  higher  ceilings  and  better  lighting.  Cleaning  the  garages  has  become  the  number  one  priority.  

 

c.  The  parking  system  should  be  managed  by  a  single  entity  capable  of  addressing  both  operations  and  capital  improvements,  including  enforcement.    Further  exploration  of  local  and  state  regulations  is  needed  to  determine  the  most  appropriate  mechanism,  but  most  often  this  will  be  the  establishment  of  a  Parking  Authority.      

In  2006,  the  City  Manager  created  the  Parking  Services  Department.  The  department  was  not  added  to  the  City  code.  

 

d.  The  parking  system  should  be  seen  as  an  essential  and  integral  part  of  the  community’s  economic  development  strategies  and  programs.  

   

1.3          Arsenal  Hill  Sub  Area  Recommendations  

   

 a.  Coordinate  with  the  Federal  Agencies  Operations.    The  City  Parking  Division  must  maintain  an  open  dialogue  with  the  Operations  Management  of  the  Federal  facilities.    During  the  Stakeholder  meetings,  it  was  clear  that  there  will  be  significant  relocation  and  reorientation  of  many  functions  unrelated  to  the  Federal  Courthouse  due  to  new  space  available  in  existing  facilities.    The  future  operations  will  also  require  third  party  coordination  with  the  Police  Department,  as  it  should  be  expected  that  the  post  9/11  environment  will  require  more  coordinated  responses  to  potential  threat  issues.    While  not  obvious  from  observation,  the  Federal  installations  near  the  courthouse,  specifically  Social  Security  and  Veteran’s  Affairs  activities  generate  extremely  large  visitor  traffic  volumes  (upward  of  2,000  vehicles  per  day),  which  do  

Parking  Services  works  with  both  the  General  Services  Administration  and  the  U.S.  Marshall's  Office  to  assist  in  the  coordination  of  parking  in  the  area  of  the  federal  complex,  including  the  Federal  Courthouse.  Since  the  2002  Master  Plan  was  developed,  the  General  Services  Administration  constructed  a  759  car  garage  at  Richland  and  Assembly  streets.  

 

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have  a  substantial  influence  on  parking  demand.    As  plans  are  finalized  for  relocation  of  facilities  within  the  Federal  complex,  the  City  Parking  Division  should  be  a  part  of  the  process  to  ensure  adequate  service  to  these  patrons.  b.              Monitor  pressure  for  building  demolition.    It  is  likely  that  as  the  courthouse  is  completed,  economic  pressure  will  increase  in  the  immediate  area  to  demolish  historical  structures  to  develop  surface  parking  facilities.    These  could  come  in  the  form  of  free  standing  parking  facilities  or  support  facilities  as  buildings  are  converted  to  office  space.    The  building  department  and  Parking  Division  should  coordinate  a  review  process  as  demolition  permits  are  applied  for  to  ensure  that  City  and  Neighborhood  goals  are  achieved  to  meet  a  balance  between  parking  needs  and  historical  preservation.  

  We  have  not  seen  area  demand  result  in  the  demolition  of  existing  structure  for  the  construction  of  parking  lots  or  garages.  Arsenal  Hill  Garage  continued  to  have  a  high  vacancy  rate.  

c.  Install  meters  along  streets  near  the  Courthouse.    The  residential  area  in  close  proximity  to  the  courthouse  and  governor’s  mansion  will  experience  high  demand  for  the  on-­‐street  parking  as  the  demand  for  residential  parking  conflicts  with  demand  by  jurors,  employees,  and  visitors.    A  coordinated  program  of  residential  permits  giving  preference  for  metered  spaces  will  provide  adequate  parking  and  provide  an  incentive  for  employees  to  park  in  off-­‐street  parking  facilities.  

  Parking  Services  has  installed  new  signage  in  the  impacted  area  to  denote  a  residential  parking  permit  zone.  

 d.  Coordinate  with  the  Governor’s  mansion.    New  security  issues  and  limited  on  site  facilities  limit  the  ability  to  park  at  the  Governor’s  mansion.    The  Arsenal  Hill  garage  is  an  ideal  facility  to  accommodate  this  demand.    Currently,  visitors  to  the  mansion  have  little  visual  cue  that  leads  them  to  this  garage.    A  coordinated  program  of  signage  and  parking  for  some  of  the  State  employees  can  enhance  this  important  public  monument  

  Parking  Services  works  closely  with  the  Bureau  of  Protective  Services  and  other  state  agencies  to  coordinate  parking  needs  for  the  Governor's  Mansion  complex.  

1.4  Vista  Sub  Area  Recommendations      

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a.  Provide  temporary  parking  facilities  during  the  Lady  Street  reconstruction.    Many  of  the  buildings  in  the  area  were  originally  manufacturing,  warehousing  or  even  confederate  money  printing  plants,  so  the  provision  of  parking  is  severely  limited  on  individual  parcels.    Lady  Street  is  currently  utilized  for  office  employees  and  retail  patrons  for  parking  throughout  its  length.    Therefore,  it  is  critical  to  provide  temporary  parking  during  the  reconstruction.  During  the  course  of  this  study,  the  City  was  advised  that  an  opportunity  existed  to  purchase  the  Pleasant’s  Hardware  site.    This  purchase  has  since  been  closed  and  the  property  will  serve  as  an  ideal  staging  and/or  temporary  parking  area  as  the  streetscape  work  proceeds.    Once  the  drawings  are  finalized  for  this  streetscape  project,  the  46  parking  spaces  that  are  currently  in  use  along  Lady  Street  should  be  replaced  to  provide  convenience  for  the  existing  users  

  Temporary  parking  was  provided  during  the  Lady  Street  Beautificaiton  project.  The  City  purchased  the  Pleasant's  Hardware  property  where  the  Lincoln  Street  garage,  with  a  capacity  of  675  cars,  now  stands.    

b.  Install  meters  on  Lincoln  Street.    Office  employees  are  currently  occupying  the  majority  of  prime  on-­‐street  parking  along  Lincoln  Street  between  Gervais  Street  and  Lady  Street,  as  well  as  north  of  Lady  Street  approaching  the  police  station.    Meters  should  be  installed  in  conjunction  with  the  development  of  surface  parking  on  the  Pleasant’s  Hardware  site  (see  Figure  2.3)  to  provide  an  alternate  parking  location  for  these  employees.  Until  construction  of  the  Lincoln  Street  improvements  begins,  there  is  space  at  the  south  end  of  Lincoln  Street  that  could  also  serve  as  temporary  parking.    With  the  reopening  of  the  Blue  Marlin  restaurant,  the  demand  for  short-­‐term  spaces  has  increased  significantly  throughout  most  of  the  day  and  evening.      The  loading  zones  located  along  Palmetto  Candy  and  Lewis  and  Clark  should  be  designated  for  businesses  located  along  the  west  side  of  the  street  to  accommodate  the  need  for  frequent  loading  operations  (see  Figure  1.6).      

Meters  were  not  only  installed  on  the  street,  but  in  a  private  lot  through  a  lease  arrangement.  

 

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c.  Install  meters  throughout  the  Vista.    As  the  Lady  Street  improvements  are  constructed,  angled  parking  will  be  added  and  the  supply  of  on-­‐street  parking  increased  by  well  over  100  spaces.    Two-­‐hour  meters  should  be  installed  in  these  spaces  to  ensure  retail  and  restaurant  patrons  have  adequate  short-­‐term  parking.    This  concept  could  easily  be  extended  throughout  the  Vista  to  ensure  that  short-­‐term,  high-­‐turnover  parking  spaces  are  available  and  to  force  long-­‐term  parking  into  off-­‐street  parking  facilities.  

Parking  Services  coordinated  the  metering  of  a  number  of  on-­‐street  spaces  with  area  merchants  and  the  Vista  Guild.  

 

d.  Construct  a  parking  garage  on  the  Pleasant’s  Hardware  site  (see  Figure  2.4).    This  facility  would  serve  long-­‐term  parking  needs  of  the  relatively  dense  employment  base  and  the  courthouse/police  department  complex.    This  site  is  ideally  located  in  the  center  of  these  two  high  parking  demand  generators.    The  redevelopment  of  the  Columbia  Supply  property  is  expected  to  generate  additional  parking  demand.    A  parking  garage  site  and  financial  feasibility  study  will  be  necessary  in  the  short  term  to  determine  financing  options.  

  The  garage  was  constructed  using  proceeds  of  the  2005  Parking  Revenue  Bond.  The  Columbia  Supply  property  is  now  the  site  of  a  Hyatt  Place  Hotel,  which  leases  parking  in  the  Lincoln  Street  Garage.  

e.  Provide  parking  for  the  courthouse.    This  parking  should  be  immediately  added  to  the  rear  of  the  Pleasant’s  Hardware  site.    Reliable  off-­‐street  parking  is  needed  for  judicial  staff,  jurors,  police  officers,  defendants,  and  others  using  the  courthouse.      A  separate  rear  lot  can  be  outfitted  with  a  gate  and  card  reader  at  minimal  cost  so  that  permits  can  be  sold  for  monthly  parkers.    In  addition,  meters  should  be  installed  on  the  street  around  the  courthouse  and  police  department  to  ensure  short-­‐term  parking  for  visitors.  

  Jurors  can  now  park  in  the  Lincoln  Street  Garage.  The  garage  also  offers  the  first  hour  free,  so  that  citizens  may  pay  parking  citations    at  Parking  Services  and  traffic  and  other  fines  at  Municipal  Court  without  paying  for  parking.  

f.  Place  gates  in  the  parking  lot  behind  the  Ben  Arnold  building.    This  parking  located  at  Lady  Street  and  Wayne  Street  could  separate  parking  for  the  building  from  other  parking  users.    In  addition,  install  meters  on  the  Wayne  Street  right-­‐of-­‐way  parking  to  generate  additional  revenues.  

Meters  have  been  installed  on  Wayne  Street  along  with  some  monthly  rental  spaces.  

 

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1.5  Arena  District  Recommendations  

   

a.  Implement  uniform  control  for  sports  facilities  parking.    The  surface  lots  south  and  southeast  of  the  arena  will  meet  the  majority  of  parking  needs  for  events  at  the  arena,  Coliseum  and  commuting  students.    To  ensure  safe  and  efficient  operation,  there  needs  to  be  consistent  management  of  these  facilities.    Ideally,  the  City  should  sell  the  two  square  blocks  they  own  in  this  area  to  the  University  and  reinvest  the  capital  in  the  design  and  construction  of  new  parking  facilities  to  serve  the  Convention  Center  and  Lady  Street  business  area.    The  City  has  already  undertaken  these  negotiations  and  HNTB  supports  this  effort.    See  Figure  2.5  for  an  overview  of  the  Arena  District.  

The  City  leased  the  two  blocks  between  Blossom  and  the  Colonial  Center  to  USC  for  student  and  event  parking.  The  City  did  a  property  swap  with  SC  DOT  to  provide  property  for  the  construction  of  the  Park  Street  Garage  with  a  capacity  of  850.  SC  DOT  then  entered  into  an  agreement  with  USC  for  the  construction  of  a  1400  car  deck  bounded  by  College,  Park,  Greene  and  Lincoln.  SC  DOT  also  provides  a  portion  of  its  existing  garage  to  USC  for  overflow  for  Colonial  Center  events  in  the  evening  and  on  weekends.  

 

b.  Swap  land  for  Convention  Center  parking.    Currently,  SCDOT  employees  and  students  use  the  City-­‐owned  surface  lot  west  of  the  Koger  Center.    Another  surface  parking  lot  that  is  located  directly  east  of  the  Convention  Center  site  is  owned  by  SCDOT  and  is  primarily  used  by  SCDOT  employees.    Swapping  these  two  pieces  of  property  would  provide  positive  benefit  to  both  parties,  providing  SCDOT  convenient  parking  for  their  employees  and  increasing  the  supply  of  convenient  parking  for  the  Arena  and  Koger  Center.    The  City  would  benefit  through  the  acquisition  of  a  key  parcel  to  serve  the  Convention  Center  parking  needs  and  preferred  hotel  site.  

   

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c.  Construct  a  garage  for  the  Convention  Center.    The  current  parking  demand  forecasts  for  the  Convention  Center  forecast  by  the  City  are  likely  too  low  if  the  facility  is  marketed  as  a  regional  convention  and  meeting  facility.  Attendees  of  regional  or  statewide  events  typically  travel  by  personal  automobile  and  do  not  fly  and  take  taxis.  While  this  generates  higher  demand  for  the  proposed  hotel,  it  will  likely  result  in  a  shortage  of  parking.    In  addition,  the  hotel  will  need  its  own  parking  supply,  and  the  businesses  located  along  Gervais  Street  appear  to  be  generating  high-­‐turnover  short-­‐term  parking  demand.      Additional  market  research  should  be  undertaken  to  ensure  the  proper  number  of  parking  spaces  are  provided  for  the  Convention  Center  and  hotel.    The  nearby  State  employees  as  described  below  would  contribute  additional  demand.  

The  garage  was  opened  in  2006  with  the  adjacent  200-­‐room  Hilton  Hotel  opening  simultaneously.    

With  the  current  construction  of  the  USC  Alumni  Center  adjacent  to  the  garage  on  the  north  and  the  elimination  of  two  blocks  of  parking  west  of  the  Coliseum  for  student  housing,  additional  parking  needs  to  be  developed  within  walking  distance  of  the  venues.  One  property  to  be  considered  would  be  the  railroad  property  west  of  the  Convention  Center.  

d.  Coordinate  State  Capital  parking  demand.    Immediately  adjacent  to  this  district  is  the  State  Capitol  and  substantial  state  office  facilities.    Informal  contact  between  the  State  facilities  planners  and  the  City  parking  staff  indicates  that  substantial  demand  exists  for  additional  parking  that  could  be  accommodated  in  the  convention  center  garage  proposed  above.    The  City  should  undertake  discussions  immediately  with  State  facilities  planners  to  determine  the  nature  and  extent  of  that  demand  so  it  can  be  positively  incorporated  into  this  facility.  

  Parking  Services  works  closely  with  State  parking  for  special  events  at  the  State  House.  In  addition,  the  City  provides  parking  for  pages  in  the  Legislature  in  the  Park  Street  Garage  at  a  state  rate  discount.  

e.  Acquire  or  control  the  railroad  land  behind  convention  center.    The  results  of  the  parking  analysis  and  stakeholder  meetings  confirms  that  the  railroad  parcel  remains  critical  to  the  surface  parking  and  truck  parking  needs  of  the  convention  center.      

  See  "c."  

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f.  Prohibit  on-­‐street  parking  on  Lincoln  Street.    With  the  reconstruction  of  Lincoln  Street,  no  on-­‐street  parking  should  be  allowed,  especially  during  events.    This  should  be  rigorously  enforced,  including  tow  away  zones  along  the  blocks  near  the  Arena  and  Convention  Center.    This  corridor  will  be  critical  for  pedestrian  flow  and  safety  access  for  fire  and  police  vehicles.  

This  was  done  during  the  construction  of  the  Convention  Center  and  the  improvements  on  Senate  Street.  

 

g.  Manage  the  on-­‐street  parking.    Long  term  parking  along  other  streets  in  the  area  must  be  carefully  managed  in  concert  with  development  of  other  parking  facilities.    The  area  is  currently  not  vigorously  regulated.    In  fact,  many  areas  have  no  curbs  or  regulatory  signs.    As  the  University  grows  and  becomes  more  aggressive  with  its  efforts  to  curb  commuter  students  from  parking  on  campus  and  the  Arena  reaches  maturity,  the  pressure  to  park  on-­‐street  all  day  or  all  night  at  no  cost  will  be  great.    Already,  patrons  are  parking  in  construction  areas  and  dirt  lots  during  hockey  games.    Metered  parking  must  be  installed  before  the  Arena  opens  or  this  influx  of  free  parkers  will  use  spaces  needed  for  events  at  the  Arena.    This  area  must  be  regulated  and  carefully  managed  to  ensure  continuity  with  the  City’s  goals  and  objectives.  

In  addition  to  the  location  of  parking  meters  and  some  timed  parking,  enforcement  has  been  stepped  up  in  this  area  to  coincide  with  enforcement  in  other  heavily  commercial  areas.  

 

h.  Coordinate  with  access  needs  of  arena  and  convention  center  operations.      As  this  area  develops,  it  will  be  critical  that  an  open  and  regular  dialogue  exist  among  the  facility  and  parking  management  entities  of  the  Arena,  Convention  Center,  Coliseum,  Koger  Center,  SCDOT,  future  hotel  and  Vista  businesses.    A  regular  coordinating  committee  and  meetings  must  be  undertaken  to  help  event  planners  work  together  and  maximize  positive  benefit  of  the  limited  parking  assets.      

Parking  Services  works  closely  with  USC  parking  to  coordinate  parking  for  events.  Regular  meets  are  held  with  all  venues  in  the  area  and  USC  and  City  parking  to  coordinate  events.  The  Park  Street  Garage  is  the  primary  parking  area  for  the  Hilton  Hotel  (built  adjacent  to  the  Park  Street  garage)  and  the  Columbia  Metropolitan  Convention  Center.  

 

1.6  Main  Street  District  Recommendations  

   

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a.  Vigorously  monitor  meters  and  enforcement.    These  are  critical  to  control  short-­‐term  parking  in  the  Main  Street  corridor.    The  locations  of  parking  garages  and  lots  are  not  convenient  to  shopping  on  Main  Street,  nor  are  they  operated  in  a  way  that  would  be  convenient  for  the  short-­‐term  visitor.    Therefore,  the  success  of  Main  Street  as  a  retail  center  has  more  to  do  with  its  ability  to  capture  business  from  office  employees  in  the  corridor  and  the  redevelopment  of  residential  uses  than  with  the  availability  of  parking  in  large  quantities.    It  remains  necessary  to  provide  for  high  turnover  along  the  street  frontages,  and  this  can  be  accomplished  by  vigorously  enforcing  the  parking  regulations.    Figure  2.6  shows  an  overview  of  the  Main  Street  District.    This  effort  must  be  done  in  conjunction  with  improving  the  supply  of  long-­‐term  parking  for  the  area's  employees  and  encouraging  them  to  use  it,  as  it  is  typically  these  employees  that  are  filling  the  existing  short-­‐term  spaces.  

Enforcement  has  continued  at  a  high  level.  The  Cannon  Garage  constructed  at  Sumter  and  Taylor  streets  features  a  well-­‐lit  and  beautified  alley  from  the  garage  to  the  1600  vblock  of  Main  Street.  In  addition,  new  lighting  and  cameras  were  added  to  the  Taylor  Street  garage.  New  lighting  was  also  added  at  the  Sumter,  Washington  and  Lady  Street  garages.  

 

b.  Encourage  parking  in  the  back  of  buildings  for  owners/operators/employees.    In  the  stakeholder  meetings,  a  proposal  was  made  to  create  rear  lot  parking  for  limited  use  by  demolishing  portions  of  the  extremely  deep  buildings  along  Main  Street.    This  is  a  reasonable  proposal  for  otherwise  unmarketable  space  and  should  be  carefully  coordinated  to  ensure  consistent  cross  access  agreements  for  the  parcels  deep  within  the  blocks.  

One  project  was  completed  on  the  1200  block  of  Taylor  Street  with  the  assistance  of  Economic  Development  and  a  private  developer.  The  City  paid  for  improvements  and  the  developer  rents  the  spaces.  

 

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c.  Construct  a  Parking  Garage  at  Washington  and  Sumter.    Consistent  throughout  the  Stakeholder  meetings  was  the  statement  that  leasing  along  the  Main  Street  Corridor  is  negatively  impacted  by  the  ability  to  provide  parking.    The  largest  employers  along  the  street  related  this  same  observation.    The  data  collected  in  the  Study  reinforces  the  fact  that  occupancies  are  well  above  practical  capacity  in  the  south  end  of  the  corridor.    Given  current  office  occupancy  rates,  there  is  a  latent  demand  for  800-­‐1200  spaces  in  the  area.    A  clearly  defined  pedestrian  crossing  should  be  installed  from  the  parking  garage  to  the  Adam’s  Mark  Hotel.    Such  items  as  brick  pavers  or  a  continuation  of  the  concrete  sidewalk  through  the  bituminous  roadway  could  be  used  to  differentiate  the  crosswalk  for  drivers.    Large  planters  or  other  architectural  treatments  near  the  roadway  at  this  crossing  could  also  be  used  help  drivers  key  in  on  the  need  to  be  aware  of  pedestrian  traffic.  

A  private  garage  was  built  on  this  location  to  serve  a  new  adjacent  office  tower  fronting  on  Main  Street.  This  garage  provides  limited  relief  for  the  parking  deficit  in  the  area.  The  City  built  a  new  532-­‐car  deck  at  the  corner  of  Sumter  and  Taylor  Streets.  The  site  did  not  have  enough  length  to  construct  a  more  efficient  garage.  

 

d.  Construct  a  Parking  garage  at  Assembly  and  Hampton.    As  described  above,  demand  exists  for  more  off-­‐street  parking  and  this  might  be  another  site  to  analyze.    Though  it  does  not  provide  as  convenient  pedestrian  access  to  the  existing  garage,  it  would  be  better  located  for  cultural  facilities  nearby.    Detailed  feasibility  studies  should  be  undertaken  to  determine  how  this  combination  of  sites  along  with  the  Tapps  Building  site  might  serve  the  current  shortage  of  parking.  

The  City  was  unable  to  come  to  an  agreement  for  the  purchase  of  this  property.  It  remains  a  surface  lot.  

 

e.  Accommodate  busses  for  Art  museum  parking.    The  Art  Museum  receives  numerous  busloads  of  children  and  visitors  daily,  and  is  coordinating  educational  programs  with  the  school  district.    The  Main  Street  Streetscape  should  (and  currently  does)  include  accommodation  for  a  bus  turnout  and  loading  areas  for  these  patrons.  

The  bus  area  remains.  Parking  Services  works  closely  with  the  museum  to  provide  bus  parking  at  additional  locations  as  the  situation  demands.  

 

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f.  Develop  Library  parking.    The  library  processes  large  quantities  of  visitors  on  a  daily  basis  (upward  of  3,000),  and  parking  is  at  a  premium.    The  City  should  coordinate  with  the  County  on  future  planning  to  ensure  that  the  pressure  to  provide  accommodation  for  its  patrons  does  not  result  in  County  actions  that  might  adversely  affect  the  City’s  plans.  

No  action  taken.    

g.  Coordinate  with  developers.    As  development  along  Main  Street  moved  north  in  the  past,  large  office  buildings  were  constructed  with  private  parking  facilities,  using  valuable  CBD  land  for  parking  which  only  served  one  user.    As  new  projects  are  proposed,  the  City  should  open  a  dialogue  early  in  the  planning  process  to  determine  whether  its  interests  can  be  best  served  by  creating  additional  general  supply  or  allowing  private  entities  to  control  more  parking.      

Parking    Services  works  closely  with  the  city's  economic  development  staff  to  locate  parking  for  new  developments.  This  has  resulted  in  a  large  amount  of  construction  in  the  block  adjacent  to  the  Cannon  Garage  at  Taylor  and  Sumter.  

 

1.7  CAPITAL/UNIVERSITY  DISTRICT  RECOMMENDATIONS  

   

a.  The  Canalside  project  indicates  a  proposed  parking  garage  in  the  hotel  and  office  area  of  the  site.    This  garage  should  be  developed  in  concert  with  the  later  phases  of  the  project  to  defer  this  expenditure  until  the  initial  buildings  are  complete  and  occupied.    The  BellSouth  parking  facility  should  be  sold  to  BellSouth  to  make  capital  available  to  the  Parking  System  for  the  new  facilities  recommended  in  this  study.    An  overview  of  the  Canal  district  is  shown  in  Figure  2.8.  

The  Canalside  project's  first  phase  only  included  residential  with  adequate  parking  for  the  new  housing  units.  The  Riverfront  Garage  was  sold  to  the  developer  of  the  adjacent  office  buildings  with  evening  and  weekend  parking  for  Riverfront  Park  included  in  the  agreement.  

 

1.8  Trolley  Operations      

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a.  Modify  the  trolley  routes  and  headways.  The  existing  trolley  routes  do  not  appear  to  serve  the  potential  clientele  or  parking  garages  with  timely  or  reasonably  convenient  service.    A  separate  study  should  be  undertaken  to  determine  the  optimal  routes  to  capture  the  most  riders  for  two  separate  user  groups:  lunchtime  City  Center  employees  and  parking  related  users.    Special  event  and  evening  users  are  somewhat  more  straightforward  and  can  be  planned  internally  as  occasions  arise.    The  existing  bus  system  is  privately  owned  and  operated.    However,  negotiations  are  proceeding  to  transfer  control  of  the  buses  to  the  City.    The  City  should  integrate  the  bus  system  with  its  trolley  operations  under  the  direction  of  a  new  transit  authority  to  improve  the  function  of  both  systems.    The  integration  should  be  coordinated  between  the  new  transit  authority  and  parking  operations  to  provide  the  best  service  to  both  sets  of  customers.  

Trolleys  are  now  the  responsibility  of  the  RTA.  

 

   

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Existing  Assets  (Garages)    Arsenal  Hill  Garage  -­‐  This  garage  is  a  condominium  garage  with  250  spaces,  150  owned  by  the  City.  It  serves  offices  in  the  vicinity  of  the  Governor's  Mansion  Complex  as  well  as  the  Strom  Thurmond  Federal  Building.  There  are  10  metered  spaces  in  the  garage.    Cannon  Garage  -­‐  The  newest  garage  in  the  system,  this  facility  serves  the  northern  end  of  the  Main  Street  corridor  and  is  close  to  reaching  maximum  capacity.  There  are  66  hourly  spaces  on  the  first  level  and  first  ramp  with  monthly  and  event  customers  above  the  first  ramp.  This  garage  features  a  beautified  alleyway  to  Main  Street.  There  are  a  growing  number  of  residential  customers  in  the  garage,  providing  for  a  dayttime  and  evening  customer  base.  A  banquest  hall  adjacent  to  the  garage  also  provides  event  customers.    Lady  Street  Garage  -­‐  The  largest  garage  in  the  system  benefits  from  a  major  office  tower  adjacent  to  the  garage.  In  addition  to  monthly  customers,  the  garage  has  a  steady  stream  of  hourly  customers  coming  to  a  rejuventated  Main  Street.  New  control  and  pay  in  lane  equipment  will  enable  the  City  to  capture  daytime,  evening  and  weekend  revenue.  A  major  developer  is  planning  to  construct  250  non-­‐student  apartments  above  the  garage  which  will  secure  a  major  evening  revenue  stream.    Lincoln  Street  Garage  -­‐  Although  well  below  capacity  during  the  recession,  the  occupancy  rate  is  rising  with  the  completion  of  a  new  Hyatt  Place  Hotel  and  the  current  construction  of  an  Aflot  Hotel  adjacent  to  the  garage.  Located  in  what  was  once  a  warehouse  district,  the  garage  is  seeing  a  major  increase  in  tenants  as  older  buildings  are  converted  to  office  use.  The  garage  sits  next  to  a  major  hospitality  area  and  is  gaining  a  number  of  nighttime  hourly  customers  as  well  as  monthly  customers  in  the  daytime  and  at  night  who  work  in  the  hospitality  industry.  This  garage  is  also  used  for  events  several  blocks  to  the  south  when  the  Park  Street  Garage  reaches  capacity.  Visitors  are  often  shuttled  from  venues  to  the  garage.    Park  Street  Garage  -­‐  Built  to  serve  the  Columbia  Metropolitan  Convention  Center  and  the  adjacent  Hilton  Hotel,  this  garage  stays  relatively  full  from  events  at  those  venues  as  well  as  at  the  University  of  South  Carolina's  Colonial  Center  and  the  Koger  Performing  Arts  Center.  The  USC  Alumni  Center  has  been  built  next  to  the  garage  and  opened  in  August,  2015.    Sumter  Street  Garage  -­‐  Accommodating  a  large  number  of  hourly  patrons,  this  garage  serves  the  adjacent  Marriott  and  Sheraton  hotels  and  their  meeting  space.  Monthly  rentals  are  at  their  maximum  with  the  addition  of  a  student  population  in  a  n  adjacent  dormitory/apartment  complex.  The  gates  in  this  garage  stay  down  24-­‐7  thanks  to  an  upgrade  in  control  equipment  and  the  addition  of  pay  in  lane  equipment.      

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Sumter  Street  Lot  -­‐  This  lot  stays  full  with  a  combination  of  monthly  parkers  and  meters.  Nearby  residents  use  the  lot  in  the  evenings  along  with  visitors  to  nearby  restaurants.    Taylor  Street  Garage  -­‐  The  oldest  garage  in  the  City's  system  remains  viable  thanks  in  large  part  to  new  development  on  Main    Street.  The  garage  houses    a  police  substation  and  features  ground  level  hourly  parking.  The  number  of  monthly  spaces  stays  near  the  maximum  capascity.    Washington  Street  Garage  -­‐  While  serving  city  employees  in  an  adjacent  office  building,  the  are  a  number  of  monthly  customers  and  limited  hourly  spaces.  This    garage  is  also  used  for  storage  of  valet  parked  vehicles  from  a  nearby  hotel.        

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 Section  2  

Management  and  Operations                          

Included  in  this  Section:  Discussion  of  Management  Structure  

Operations  and  Existing  Codes  Rate  Survey  and  Recommendations  

Capital  Improvement  Plan                          

   

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Management  Structure    The  Parking  Services  Department  was  created  by  the  city  manager  in  July,  2006,  as  part  of  the  recommendations  made  in  the  2002  Parking  Master  Plan.  Prior  to  2002,  parking  tasks  were  fragmented  in  many  areas  of  city  government.      Separating  Parking  as  a  distinct  department  operating  as  an  enterprise  fund  provided  Columbia  with  a  transparent  method  to  show  that  large  capital  programs,  such  as  the  construction  of  the  three  newest  garages,  were  all  funded  without  the  use  of  tax  dollars.  Standard  &  Poor’s  continually  affirms  the  City’s  rating,  in  part  due  to  the  stability  of  the  operation.    Appendix  A  shows  an  organizational  chart  of  the  Parking  Services  Department  for  FY16.  This  organization  has  served  the  department  well  in  its  two  divisions:  the  Operations  Division  and  the  Facilities  Division.  Operations  handles  the  sales  of  garage  and  lot  spaces;  the  sale  of  permits  for  residential  parking  and  loading  zones;  the  enforcement  of  all  parking  regulations;  event  parking;  and  the  staffing  of  the  Customer  Service  Center  at  820  Washington  Street  as  well  as  staffing  the  larger  garages  in  the  parking  system.  Parking  Facilities  is  responsible  for  the  operation  of  approximately  4,600  parking  meters  and  for  the  maintenance  and  cleaning  of  the  eight  garages  owned  by  the  City.    Parking  Operations    In  addition  to  its  daily  tasks,  Parking  Operations  provides  outreach  to  neighborhood  and  business  groups.  Its  success  in  working  with  neighborhood  issues  has  led  to  excellent  partnerships  with  many  community  organizations,  especially  through  the  development  of  residential  parking  permit  districts.    Parking  Operations  has  been  instrumental  in  assisting  the  Granby,  Whaley  Street,  MLK  and  Wales  Garden  neighborhoods  develop  successful  petitions  for  Residential  Parking  Permit  Districts.    The  division  has  also  helped  a  number  of  neighborhoods  by  coordinating  the  installation  of  “No  Parking”  and  other  signs,  along  with  yellow  curbs,  to  reduce  problems  within  neighborhoods.    The  enforcement  arm  of  the  division  issues  an  average  of  160,000  parking  tickets  per  year  with  15  employees.  Enforcement  has  developed  a  well-­‐deserved  reputation  for  efficiency.  It  should  be  stressed  that  aggressive  enforcement  of  parking  regulations,  including  parking  meters,  exists  in  order  to  create  much  needed  turnover  of  parking  spaces  in  commercial  areas.  Without  strong  enforcement,  on-­‐street  parking  would  have  reduced  turnover,  traffic  congestion  would  increase  and  businesses  would  suffer.    

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Overall,  this  division  operates  very  effectively.  Customer  service  personnel  seem  to  be  very  customer  oriented  and  complaints  appear  to  be  low,  although  the  division  should  implement  a  tracking  system  for  complaints  as  well  as  positive  feedback.  The  enforcement  and  collections  activities  have  been  hampered  by  an  aging  software  system.  City  Council  last  year  approved  the  purchase  of  new  hardware  and  software  from  T2  Systems  which  is  expected  to  increase  the  efficiency  of  these  operations  and  provide  customers  with  new  levels  of  service,  including  online  payment  of  parking  citations  and  the  ability  to  roll  out  the  new  pay  by  cell  service  to  allow  customers  to  utilize  various  payment  forms  for  meters.    LMG  sees  two  major  deficiencies  in  the  Operations  Division:  1)  The  lack  of  a  cohesive  marketing  and  communications  program  with  commercial  customers;  and  2)  Inefficient  event  parking  due  to  a  lack  of  staff.    Marketing    LMG  strongly  recommends  a  marketing  position  (business  liaison)  be  added  to  the  division  to  develop  ongoing  relationships  with  the  businesses  in  the  Downtown,  Vista  and  Five  Points  areas.  This  position  would  provide  businesses  with  information  regarding  available  parking  and  parking  programs.  This  is  especially  critical  as  the  Parking  Services  Department  moves  toward  the  implementation  of  pay  by  cell  and  other  technologies  which  will  enable  businesses  to  validate  parking  for  their  customer,  whether  it  be  on  street  or  in  parking  garages  and  lots.    This  position  would  also  develop  agreements  with  owners  of  private  lots  for  parking  services  management.    As  of  this  writing  this  position  has  been  approved.    By  engaging  these  stakeholders  on  a  regular  basis,  Parking  Services  should  see  a  reduction  in  complaints  and  in  many  cases  an  increase  in  revenue.    Events    Several  factors  have  impacted  the  number  of  event  which  should  be  manned  by  the  department:  an  overall  improvement  in  the  economy  which  has  resulted  in  more  events;  the  newer  equipment  at  the  Sumter  and  Lady  garages  which  demands  more  staff  time  in  the  evening  to  manage  events;  the  increased  demand  on  City  facilities  in  the  area  of  the  Park  Street  Garage;  and  new  facilities  such  as  the  USC  Alumni  Center  and  other  venues.    Event  parking  is  generally  broken  down  into  two  phases:  revenue  control  and  customer  service.  For  typical  events,  staff  collects  a  fee  as  customers  enter  the  garage,  the  revenue  control.  Later  in  the  day  or  evening,  several  hundred  cars  may  try  to  exit  the  garage  at  the  same  time.  This  is  where  customer  service  is  critical.  Staff  must  be  on  hand  to  assist  customers  exiting  the  garage.  For  evening  and  weekend  events,  this  produces  a  dilemma  as  to  what  the  employees  do  during  the  event.    

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Since  events  don’t  occur  on  a  regular  schedule  staffing  with  existing  staff  for  daytime  and  evening  events  are  becoming  costly  and  daytime  events  take  employees  away  from  their  normal  functions.    Parking  Services  has  developed  a  pilot  program  utilizing  part-­‐time  certified  security  agents  to  assist  with  events.  One  City  employee  is  always  present  to  account  for  cash  taken  up  before  the  event  and  to  insure  all  garage  mechanical  systems  are  working.  The  temp  security  agents  assist  in  taking  up  money  and  are  present  after  the  event  to  provide  traffic  control  in  the  garage.  During  the  event,  the  uniformed  security  agents  patrol  the  garage,  giving  parkers  an  increased  feeling  of  safety  and  providing  an  extra  layer  of  crime  prevention.  In  addition,  the  fixed  cost  of  temp  personnel  is  less  than  the  cost  of  overtime  pay  and  eliminates  taking  revenue  producing  employees  away  from  their  normal  tasks.    In  developing  agreements  with  event  sponsors,  Parking  Services  has  been  adding  an  hourly  fee  for  events  to  cover  the  cost  of  the  temp  workers.  LMG  recommends  the  City  issue  an  RFP  for  this  type  of  temp  service  to  expand  this  type  of  service.    Parking  Facilities    The  parking  meter  operation  has  added  new  efficiencies  by  taking  advantage  of  newer  management  philosophies.  In  addition  to  the  primary  tasks  of  keeping  meters  repaired  and  having  coins  collected  on  a  regular  basis,  the  Meter  Shop  has  improved  its  efficiency  in  its  major  tasks,  providing  more  time  for  such  tasks  as  cleaning  the  glass  on  the  City’s  4,600  parking  meters.    LMG  believe  the  pay  by  cell  technology  will  at  some  time  in  the  future  mean  that  many,  if  not  all  meters  will  no  longer  be  needed.    This  is  happening  in  many  European  cities  where  pay  by  cell  has  replaced  individual  parking  meters  as  well  as  pay  by  space  and  pay  and  display  machines.    While  Parking  Facilities  is  taking  advantage  of  newer  technologies  in  garages,  the  cleaning  of  garages  is  the  weakest  part  of  the  entire  parking  system.  Many  cities  have  as  many  employees  cleaning  a  single  garage  than  the  City  has  cleaning  eight  garages  plus  several  parking  lots.    Facilities  is  adding  new  positions  and  Is  in  the  process  of  adding  new  cleaning  equipment.    In  recent  months,  the  cleaning  of  the  garages  has  improved  dramatically..  It  might  serve  the  City  well  to  join  with  other  owners  of  garages,  such  as  the  University  of  South  Carolina,  to  do  a  joint  bid  for  heavy  cleaning  services,  such  as  prerssure  washing  exteriors.  The  alternative  would  be  to  add  personnel  and  equipment.  In  any  case,  in  order  to  provide  the  best  possible  customer  experience,  the  City  should  maintain  a  cleaning  crew  with  expanded  duties,  such  as  touch  up  painting  and  great  attention  to  detail.  

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The  Parking  Facilities  Division  recently  had  an  engineering  firm  develop  a  five-­‐year  CIP  program  for  its  older  garages.  The  recommendations  of  the  engineer  should  be  implemented.  A  CIP  budget  for  FY  2016  has  been  developed  and  is  being  implemented  to  remediate  the  priority  items  identified  by  the  engineer.    Perhaps  the  largest  single  challenge  facing  the  Parking  Facilities  Division  is  the  fact  that  3M,  which  only  three  years  ago  purchased  Federal  APD,  has  divested  itself  of  its  parking  division.  The  City’s  four  gated  garages  (Lady,  Sumter,  Park  and  Lincoln)  contain  either  Federal  APD  (Park  &  Lincoln)  or  new  3M  software  and  hardware  (Lady  &  Sumter).      Federal  APD  was  the  largest  producer  of  parking  control  equipment  in  the  United  States.  3M’s  abandonment  of  its  parking  division  and  its  manufacture  of  components  leaves  literally  thousands  of  customers  worrying  about  the  future  of  their  software  and  hardware.  LMG  believes  some  company,  perhaps  another  company  in  the  parking  control  equipment  business,  will  pick  up  the  pieces  left  by  3M.    Privatization    Any  discussion  of  privatization  in  the  parking  industry  must  begin  with  a  simple  question  with  a  never  ending  series  of  answers:  What  does  privatization  mean?  Basically,  there  are  five  types  of  privatization:  

• Selling  the  entire  parking  system  • Selling  components  of  the  parking  system  • Hiring  a  private  firm  to  operate  a  parking  system  • Hiring  a  private  company  or  companies  to  operate  portions  of  the  parking  

system  • Outsourcing  critical  tasks  needed  to  effectively  run  the  parking  system  

Selling  either  an  entire  system  or  a  component  of  the  system  (i.e.,  garages,  meters)  has  traditionally  been  done  by  cities  which  are  short  of  cash  and  believe  they  need  a  fast  infusion  of  liquidity.  Many  in  the  parking  industry  point  to  Chicago’s  sale  (actually  a  long  term  concession  of  75  years)  of  its  parking  meter  system  to  Morgan  Stanley.  Chicago  got  a  quick  infusion  of  $1.2  billion  for  a  75  year  lease.  In  return  it  got  frustration  on  the  part  of  its  citizens  which  quickly  turned  to  rage,  not  to  mention  a  political  nightmare.    Chicago’s  main  problem  was  that  the  majority  of  the  $1.2  billion  was  spent  to  cover  debt  in  areas  other  than  parking.  Other  cities  and  universities  have  done  similar,  but  smaller  deals,  many  of  which  have  resulted  in  damaging  the  financial  solvency  of  their  overall  parking  systems.  There  is  no  doubt  that  some  cities  have  had  success  with  well  thought  out  sales  or  long  term  leases.    

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Many  cities,  most  airports,  colleges  and  private  sector  owners  of  garages  have  had  great  success  with  entering  into  management  or  operating  agreements  with  private  companies.  In  some  cases  ownership  only  involves  one  or  two  garages  and  a  few  lots.  In  other  cases,  major  cities  have  privatized  their  operations.  All  parking  systems  are  different  and  each  privatization  deal  has  to  be  tailored  to  specific  needs.    Privatization  in  some  minds  is  always  considered  a  positive  because  they  see  the  public  sector  as  a  callous  and  sluggish  bureaucracy  and  the  private  sector  as  inherently  more  innovative  and  efficient.  In  truth,  both  the  public  and  private  sectors  have  successes  and  failures.  Government  does  a  better  job  at  some  things  and  the  private  sector  excels  at  others.  The  parking  industry  is  somewhere  in  the  middle,  with  examples  of  public  and  private  successes  and  failures.    Columbia’s  parking  system  has  been  sluggish  at  times,  especially  with  larger  projects.  On  day  to  day  activities,  they  respond  quickly,  greasing  the  proverbial  squeaking  wheel,  responding  quickly  to  any  priority  request.    It  should  also  be  noted  that  Columbia’s  system  has  been  profitable.  Until  2005,  for  example,  the  Parking  Fund  transferred  between  $1  and  $2  million  annually  to  the  general  fund.  This  stopped  in  2006  due  to  the  revenue  bond  issue  which  resulted  in  the  construction  of  the  Park  Street,  Lincoln  Street  and  Cannon  garages,  along  with  improvements  to  many  existing  garages.  The  annual  bond  payment  of  $3.1  million  and  payment  of  all  expenses  to  operate  the  parking  system  from  parking  revenues  alone,  speaks  positively  about  the  operation  of  the  system.  Unlike  Columbia,  many  cities  subsidize  parking  operations  and  bonded  indebtedness  from  their  general  fund.    LMG  points  this  out  to  demonstrate  a  major  reason  why  many  private  operators  would  be  eager  to  run  Columbia’s  system.  Two  of  the  three  garages  built  with  bond  funds,  Cannon  and  Lincoln,  are  still  ramping  up.  Private  operators  know  that  revenues  from  those  garages  will  continue  to  grow  and  that  for  the  time  being,  repairs  to  all  the  new  garages  will  be  minimal.    Columbia’s  system  would  be  a  prize  for  a  private  operator.  Most  of  the  garages  are  full.  Meter  and  citation  revenue  are  relatively  constant  with  the  exception  of  the  removal  of  metered  spaces  near  USC.  Add  to  that  the  fact  that  Columbia’s  prices  for  parking  and  tickets  are  among  the  lowest  in  the  Southeast.  Financially,  there  is  a  lot  of  room  for  growth  in  revenues.    This  is  not  to  say  that  Columbia’s  system  doesn’t  need  some  tweaking.  It  certainly  does.  It  needs  more  employees  or  contract  help.  It  needs  better  marketing  and  branding.  It  needs  to  continue  on  its  current  path  of  expanding  newer  technologies.  It  needs  to  face  the  challenge  of  increasing  demand  and  decreasing  supply.    It  needs  tweaking,  but  not  an  overhaul.    Many  of  the  private  companies  are  very  good  at  running  parking  systems,  some  are  not.  All  are  about  making  a  profit  and  all  the  good  ones  understand  that  keeping  the  

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end  users  happy  is  critical  to  the  bottom  line.  Many  cities  and  universities  have  excellent  private  operators  who  produce  a  good  product  at  a  reasonable  cost.  The  private  sector  can  reduce  certain  costs  by  providing  their  employees  fewer  benefits  and/or  salary  than  the  City  of  Columbia.  In  some  instances,  they  have  national  contracts  which  get  them  better  pricing  for  everything  from  light  bulbs  to  parking  control  equipment.    When  assessing  the  risks  versus  the  benefits  of  this  type  of  privatization,  two  items  are  often  overlooked:  control  and  unintended  consequences.    Any  type  of  privatization  comes  with  a  certain  amount  of  loss  of  control.  What  type  of  control  are  we  talking  about?  The  answer  to  that  question  depends  on  the  details  of  a  privatization  contract.    Does  the  private  operator  have  control  of  rates?  Do  they  do  maintenance  and  not  capital  repairs?  Do  they  share  a  percentage  of  revenues  or  operate  on  a  flat  fee?  Does  the  City  still  maintain  some  type  of  parking  staff  or  do  they  have  one  person  serving  as  a  contract  administrator?  When  the  City  wants  to  change  something,  do  they  have  to  amend  the  contract?  Does  the  private  operator  rely  on  other  City  departments  for  direct  services?  What  happens  if  the  City  wants  to  end  the  contract?  The  private  sector  can  deliver  efficiencies  when  the  task  being  sought  is  well  defined,  easy  to  measure,  and  subject  to  competition.  In  parking  privatization,  however,  the  devil  is  in  the  details…and  in  the  exceptions.    Consider  the  City  hiring  a  company  to  manage  its  parking  system.  The  contract  calls  for  the  company  to  receive  a  flat  fee  plus  a  percentage  of  increased  revenue.  The  City  wants  to  offer  free  parking  to  the  Municipal  Association  for  their  annual  conference  or  to  the  general  public  for  an  event  at  the  Convention  Center  sponsored  by  the  City.  Or  the  City  wants  to  bag  meters  for  a  one-­‐time  special  event.  The  private  operator  would  want  to  be  compensated  for  such  decisions  by  the  City  since  that  would  cut  into  their  profits.  What  happens  to  using  parking  as  an  economic  development  tool  but  offering  a  reduced  parking  rate  for  a  new  business  for  a  year  to  entice  them  to  locate  near  a  parking  garage?  What  other  unintended  consequences  would  there  be?  The  last  form  of  privatization  may  be  the  best  fit  for  the  City  of  Columbia,  with  specific  tasks  and  specific  task  oriented  positions  being  outsourced.    Using  private  security  agents  (as  currently  being  done  on  a  trial  basis)  to  man  events  could  be  broadened  into  enforcement.  Private  agents  could  be  used  to  enforce  parking  regulations  in  the  evenings  and  on  weekends.  If  they  are  certified  security  agents,  they  could  also  write  handicapped  parking  citations,  which  current  City  Parking  Services  staff  cannot  under  current  state  law.    Turnover  in  parking  enforcement  could  become  an  advantage  by  outsourcing.  Currently,  there  is  only  one  enforcement  monitor  who  has  worked  for  the  City  

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longer  than  three  years..  Walking  10  to  12  miles  a  day  while  being  constantly  criticized  or  worse  by  members  of  the  public  doesn’t  lend  itself  to  longevity  in  any  city.  Through  attrition,  LMG  believes  the  City  should  begin  to  outsource  its  non-­‐supervisory  positions  in  enforcement.    Based  upon  an  informal  survey  of  the  hourly  cost  of  certified  security  agents  in  the  Columbia  area,  the  City  could  save  an  estimated  $120,000  per  year  by  outsourcing  non-­‐supervisory  parking  enforcement  officers.            

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 Existing  Codes  

 LMG  has  reviewed  the  municipal  codes  relating  to  parking  and  has  made  a  number  of  recommendations  for  changes  in  order  to  bring  that  section  of  the  codes  up  to  date.  The  major  change  recommended  is  to  change  parking  violations  from  criminal  to  civil  offenses  and  to  establish  an  administrative  appeals  process  which  would  no  longer  burden  the  City’s  Municipal  Court.  This  is  a  process  already  completed  by  many  cities  in  South  Carolina  and  throughout  the  Southeast.  This  recommendation  is  similar  to  one  made  by  the  administrative  judge  of  the  court.      Some  of  the  other  changes  are  related  to  new  technologies,  such  as  pay  by  cell  and  SmartCards,  which  were  not  envisioned  when  the  parking  meter  ordinance  was  adopted  a  number  of  years  ago.  Others  suggest  language  changes  to  clarify  or  simplify  the  intent  of  portions  of  the  codes.  One  example  is  to  make  parking  on  a  yellow  curb  a  violation  without  the  need  to  clutter  an  area  with  unnecessary  signage,  especially  in  residential  areas.    The  following  presents  the  proposed  code  modifications.    Note  that  these  are  changes  for  consideration  as  staff  works  with  Legal  to  update  all  applicable  codes.    The  suggested  changes  are  illustrated  in  red:    

Sec. 12-41. - Unattended motor vehicles. It shall be unlawful for any person driving or in charge of a

motor vehicle to leave such vehicle unattended on any street, alley, other public property, or new or used car lot, or on any private parking lot to which the general public is invited and at which there is no attendant, without first stopping the engine and locking the ignition and removing the ignition key from the vehicle; provided, however, the provisions of this section shall not be applicable to vehicles used for public transportation, vehicles used for delivery and emergency purposes, or vehicles owned and operated for governmental purposes by the city, county or state. Whenever any police officer or city employee charged with such duties, shall find a motor vehicle standing unattended with the ignition key in the vehicle in violation of this section, such police officer or city employee shall prepare a citation against the owner of the vehicle and shall affix the citation to the vehicle. The registered owner of a vehicle found in violation shall be held prima facie responsible for any such violation.

Sec. 12-42. - Storage of commercial vehicles, recreational vehicles or trailers on streets.

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No person shall store or permit to be stored any commercial vehicle such as a tractor trailer, recreational vehicle or trailer of any size or description, upon any of the streets of the city. For the purpose of this section, storage shall mean the leaving or parking of such vehicle unattended on a street for a longer time than two hours, day or night or unmoved from its location on a street for a longer time than two hours, day or night, with no obvious sign of continuous human use during the two-hour period. For the purposes of this section, the term "street" shall include any area within the street right-of-way including the area between the curb-line and adjacent property lines.

Sec. 12-43. - Parking prohibited during certain hours in designated places.

When signs are erected in each block giving notice thereof, no person shall park a vehicle between the hours and days so designated. on any day except Sundays and public holidays.

Sec. 12-45. - Stopping, standing or parking in loading zone. (a) No person shall stop, stand or park a vehicle for any purpose or period of time other than for the expeditious loading or unloading of passengers in any place marked as a passenger zone during hours when the regulations applicable to such passenger zone are effective, and then only for a period not to exceed three minutes. (b) No person shall stop, stand or park a vehicle for any purpose or length of time other than for expeditious unloading and delivery or pickup and loading of materials in any place marked as a loading zone during the hours of 7:00 a.m. 8:00 a.m. to 11:00 a.m., Monday through Saturday. In no case shall the stop for loading and unloading of materials exceed 30 minutes. Unless otherwise posted by the traffic engineer, any vehicle may occupy a loading zone on Sunday, or for a period not to exceed 30 15 minutes after 11:00 a.m. and before 8:00 a.m. on Monday through Saturday. Sec. 12-48. - Parking between roadway and adjacent property line.

It shall be unlawful for any person to stand or park a vehicle upon that portion of a street between the curb lines or the lateral

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lines of a roadway and adjacent property lines or upon any portion of a street adjacent to the curb where the curb has been painted yellow; or in lots and garages owned by the city where reserved signs are posted unless authorized. Where a sidewalk exists, it shall be unlawful to park on any portion of the sidewalk or between the sidewalk and roadway unless marked for parking.

Sec. 12-49. - Parking for certain purposes prohibited. No person shall stand or park a vehicle upon any roadway for

the principal purpose of:

(1) Displaying it for sale; and/or (2) Washing, greasing or repairing such vehicle, except repairs necessitated by an emergency. (3) Sales of any kind or the distribution of any goods or materials unless permitted by another section of this code

Sec. 12-51. - Use of loading zones. (a) Parking places marked as loading zones shall be used only by vehicles actually engaged in loading or unloading, pickup or delivery of merchandise to or from a business which can be served from the loading zone within a period of 30 minutes. (b) It shall be unlawful for any vehicle, regardless of size or tonnage, to occupy any loading zone unless the owner has first obtained an annual permit from the chief of police, which shall run from July 1 to June 30. The chief of police department designated by the city manager shall issue permits only for those vehicles which have as their principal business purpose the transporting of goods and merchandise, and he shall collect an annual fee of $5.00 $10.00 for one vehicle permit, provided that additional vehicles under the same ownership may be issued permits for a fee of $2.00 $5.00each. as shown in 12-150. (c) The owner of any vehicle found in violation of this section shall be subject to the penalties as shown in Sec. 12-150. guilty of a misdemeanor, punishable, upon conviction, in accordance with section 1-5, and the permit, if any, issued for the vehicle, shall be revoked in addition to other penalties provided by law.

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Sec. 12-52. - Certain parked vehicles declared nuisance.

Any vehicle parked continuously in any metered, city controlled lot or garage space parking space for 24 hours or more or parked on any street or other public property, whether in an authorized or unauthorized zone, which is found to be the subject of $50.00 $100 or more past due on outstanding bonds under the city parking ordinance, is hereby declared to be a public nuisance.

Sec. 12-53. - Immobilization and impoundment of vehicles. (a) Authorized; procedure; fee. Any vehicle identified as a

public nuisance may be impounded by the city by giving authorization to a commercial towing or wrecker service to tow the vehicle away and store it in a safe place until claimed by the owner or by immobilizing it in such a manner as to prevent its operation.

(1) Immobilization shall be at the direction of a city police officer or other city employee charged with such responsibility.

(2) Upon immobilization, the officer or employee shall place upon the vehicle a notice sufficient to warn the owner or driver that the vehicle has been immobilized and that any attempt to move or drive it may result in damage. Such notice shall also inform the owner or driver of the reason for immobilization and the amount of the outstanding bonds then due.

(3) Immobilization shall remain in place for 48 hours unless sooner released in accordance with subsection (b) of this section. If compliance with subsection (b) of this section has not occurred within 48 hours, the vehicle shall be towed and impounded. (4) The owner of the vehicle immobilized or towed shall have the right to contest the validity of the action taken by the city by requesting a hearing by the city manager or

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his/her designee as described in Sec. 12-80. The request for a hearing must be in writing and delivered to the department designated by the city manager city manager's office within ten (10) days of immobilization or towing. Any person dissatisfied with the decision of the city manager’s or his/her designee may appeal the decision to a court of competent jurisdiction within ten (10) days after notice of the decision from which the appeal is taken. (5) The owner of an immobilized vehicle shall be subject to a fee as described in Sec. 12-150. $35.00 for the immobilization, which fee shall be exclusive of any bonds posted, fines imposed or storage costs assessed as described in Sec. 12-150.

(b) Release of vehicle to owner.

(1) No impounded vehicle shall be released without satisfactory proof of ownership. The owner of a towed or immobilized vehicle may secure its release by:

a. Posting the bond required by the municipal court for his appearance to contest the validity of the actions of the city and to answer for the parking violations. Paying all overdue parking fines and any accumulated late fees. b. Paying the fee imposed by subsection (a) (5) of this section.

(2) Towing and storage charges of a commercial towing or wrecker service shall be the responsibility of the owner.

Sec. 12-72. - Location and operation of meters. Parking meters installed in the parking meter zones

established by the provisions of this division shall be placed upon the curb immediately adjacent to the individual parking places described in this division. Each parking meter shall be placed or set in such a manner as to show or display by a signal or an electronic method that the parking space adjacent to such meter is or is not legally in use. Each parking meter shall be installed and set to display, upon the deposit of coins or by an electronic payment method for an amount shown in Sec. 12-150. Fees., a $0.25 coin of the United States, a signal indicating legal purchased parking for up to the maximum time allowed by the meter, one-

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half hour in such zones as are designated by the city council. Each meter shall also be arranged so that upon the expiration of the legal purchased parking time, it will indicate by a mechanical operation and the dropping of the proper signal or by an electronic method that the lawful purchased parking has expired. Parking payment devices such as pay by space and pay and display shall be installed in areas established by the city manager within parking meter zones to provide convenient methods of payment for parking. Pay by phone programs shall be used to allow the general public additional methods of payment for meters. Where meters or other devices are not practical in the judgment of the city manager, signage shall be erected at parking spaces and at the entrance to public off-street parking to allow members of the public to pay for parking using a pay by phone service. Payment for such parking spaces is defined in Sec. 12-150. Fees..

Sec. 12-73. Marking of spaces; vehicles to be parked within markings.

The city manager or designee is hereby instructed to have lines, or markings or signage painted or placed upon the curb or upon the street adjacent to each parking meter or other parking device or spaces controlled by a payment program for the purpose of designating the parking space for which such meter is to be used, and each vehicle parked alongside of or next to any parking meter shall park within the lines or markings so established. It shall be unlawful and a violation of this division to park any vehicle across any such line or marking or to park such vehicle in such position that the vehicle shall not be entirely within the area so designated by such lines or markings or to park a vehicle in a partially obstructed space which would prevent the vehicle from parking within the designated lines or markings.

The city manager or designee is hereby instructed to have lines, markings or signage painted or placed upon the curb or upon the street adjacent to each parking meter, parking control device or spaces controlled by a payment program, for the purpose of designating the parking space. Each vehicle parked within the space shall park within the lines or markings so established. It shall be a violation of this division to park any vehicle across any such line or marking or to park such a vehicle in such a position that the vehicle shall not be entirely within the area so designated

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by such lines or markings or to park a vehicle in a partially obstructed space which would prevent the vehicle from parking within the designated lines or markings.

Sec. 12-74. Parking position.

When a parking space in any parking meter zone is parallel with the adjacent curb or sidewalk, any vehicle parked in such parking space shall be parked so that the foremost part of such vehicle shall be alongside of and nearest to the parking meter. When a parking space on any parking meter zone is diagonal to the curb or sidewalk, any vehicle parked in such parking space shall be parked with the foremost part of such vehicle directed at and nearest to such meter. The total length of any vehicle parked in a designated compact space, shall not extend beyond the designated lines or markings.

Sec. 12-75. Deposit of coin. When any vehicle shall be parked in any space alongside or next to which a parking meter, parking control device or a space controlled by pay by phone signage is located in accordance with this division, the operator of such vehicle shall, upon entering the parking space, shall immediately purchase time by electronic method or the deposit or cause to be deposited a coin of the United States in such parking meter or other established devices, and the parking space may then be lawfully occupied by such vehicle during the period provided. If such vehicle shall remain parked in any such parking space beyond the maximum parking time limit, or beyond the time purchased,, the parking meter shall display a sign or signal showing illegal expired parking, and in that event such vehicle shall be considered as parked overtime and beyond the period of legal purchased parking time, and the parking of a vehicle overtime or beyond the period of legal purchased parking time, in any such part of a street, where any such meter is located shall be a violation of this division and subject to the civil infraction set forth in the following sections. Sec. 12-76. - Overtime parking.

It shall be unlawful a violation of this division for any person to cause, allow, permit or suffer any vehicle registered in his name, or which he has leased or rented from another person, to be parked longer than the maximum period of legal purchased

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parking time established for any parking meter zone as described in this division, as shown on the face of the meter or through other established devices or eapproved electronic methods. The provisions of this section apply whether or not; an additional parking time is purchased by an electronic method or by depositing additional coin is put in the meter after the vehicle has remained parked longer than the maximum period shown on signage, the meter face or parking control device.

Sec. 12-77. - Depositing slugs. It shall be unlawful a violation of this division to deposit or cause to be deposited in any parking meter any slug, device or metallic substitute for a coin of the United States or to use any method to alter any device or software to avoid paying parking fees. Sec. 12-78. - Defacing or injuring meters. It shall be unlawful a violation of this division for any person to deface, injure, tamper with, open or willfully break, destroy or impair the usefulness of any parking meter, parking device, signage or parking software installed or established under the provisions of this division. Sec. 12-79. - Violations; citations; penalty. Civil fines for municipal parking violations. All municipal parking violations established under this article shall be subject to civil fines only, and not subject to criminal penalties, except as otherwise mandated by the general law of the state. Enforcement and administration shall be pursuant to such written policies and procedures as are approved by the city manager for that purpose, inclusive of the amount of such fines, which shall be approved in reasonable amounts and incorporated into a schedule of fees. (a) It shall be the duty of city police officers, other city or contract employees designated by the city manager, or any other state or federal government agency designated by the city manager with such responsibility to report:

(1) The number of each parking meter or parking space which indicates that the vehicle occupying the parking space adjacent to such parking meter is or has been parked in violation of any of the provisions of this division; (2) The state license number of such vehicle; and (3) Any other facts, a knowledge of which is necessary to a thorough understanding of the circumstances attending such violation.

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(b) Each such police officer, other city employees or other as designated by the city manager, or any other state or federal government agency designated by the city manager shall also attach to such vehicle a notice citation to the owner thereof that such vehicle has been parked in violation of a provision of this division, stating the bond set by the city court in regard to such violation stating the amount of the civil fine only. (c) In any parking meter zone, every hour or fraction of any hour of overtime parking shall constitute a separate offense. (d) Persons who receive a parking ticket may elect to pay the bond amount of the parking ticket or they may invoke the right of trial upon their acceptance of a courtesy summons in substitution of each parking ticket issued. Upon receiving a request for such trial, a courtesy summons shall be issued and a copy of that courtesy summons will be mailed to the owner's address listed in the vehicle's registration information along with the date and time of the trial. The original courtesy summons will be served at the time of the trial. Service of a courtesy summons vests the municipal court with jurisdiction to hear and dispose of the charge for which the courtesy summons was issued and served. Upon conviction after trial, the person shall be punished for each violation in accordance with section 1-5 Sec. 12-80. Payment and administrative review. (a) Persons who receive such a parking ticket may elect to pay the civil infraction in the amount of the parking ticket. (b) Violations under this division are not criminal offenses subject to the criminal penalties prescribed in Sec. 12-150. Fees. (c) Any violation of section __- or section ___ shall be subject to an assessment or fee for the use of the space during the time use was not authorized in accordance with the fee or timed parking set forth in the city's schedule of fees, as revised from time to time. Sec. 12-801. - Disposition of revenue. The funds derived from parking meters, parking devices and pay by phone programs as provided in this division are hereby levied and assessed as fees to provide for the proper regulation and control of traffic upon the public streets, and to cover the cost of the supervision, inspection, installation, operation, maintenance, control and use of the parking spaces and regulating the parking of vehicles in the parking meter zones created by this division. Sec. 12-812. - Exemptions.

(a) All commercial trucks while actually loading and unloading are required to pull in to the curb without charge in metered spaces.

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(b) Any commercial truck parked in a meter space longer than while actually loading and unloading will be in violation of this division.

(c) Disabled operators of vehicles bearing license plates issued by the state highway department indicating that the operator is disabled shall be exempt from the requirements of this division pertaining to deposit of coins in payment of parking fees. All other parking and meter regulations, including overtime parking prohibitions, except timed parking shall apply to such operators.

(d) Witnesses who testify or are subpoenaed to testify in criminal cases in the circuit court, while in attendance at court, shall not be subject to parking meter requirements for deposit of coins or overtime parking, and parking meter tickets certified by the clerk of court as exempt under this subsection shall be cancelled.

Secs. 12-83—12-100. Reserved. 2Appeals of civil penalty assessments. (a) Unless another procedure is established for a particular violation by ordinance or state law, appeals of civil penalty assessments shall be governed by this section. (b) Any person assessed a civil penalty may appeal by filing a written notice of appeal with the city within 15 days from the date of assessment. Failure to file a notice of appeal within this time period shall constitute a waiver of the right to contest the civil penalty. (c) Appeals shall be heard by a hearing officer through a quasi-judicial process. The city manager may establish rules and procedures that govern the appeal and quasi-judicial hearing process. (d) A hearing officer's decision on a civil penalty appeal is subject to further review in the Circuit Court by proceedings in the nature of certiorari. Any petition for writ of certiorari shall be filed with the clerk of Circuit Court within 30 days after the date that the hearing officer's written decision is issued. Sec. 12-111. - Permit fees.

Fees will be charged as follows for permits issued under this division: shown in Sec. 12-150. Fees.

(1) Owner occupant vehicle permits: $5.00 per vehicle for a 24-month period

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(2) Tenant vehicle permits: $10.00 per vehicle for a 6-month period.

(3) Owner occupant visitor permits: $1.00 per vehicle.

(4) Tenant Visitor permits: $5.00 per vehicle.

(5) Transfer to another vehicle: $1.00 per vehicle.

Sec. 12-112. - Violations; citations; penalty.

(a) Except as otherwise provided in this division, it shall be unlawful for any person to parking a vehicle in a permit parking district without a permit or visitor's permit during any posted hours is subject to receiving a citation. The penalty amount is listed in Sec. 12-150. Fees..

(b) Upon violation of this division, there shall be attached to such vehicle a citation to the owner thereof that such vehicle has been parked in violation of a provision of this division, stating the bond set by the court for such violation. Every person convicted of a violation of any of the provisions of this division shall be punished for each such violation by a fine as shown in Sec. 12-150.

(c) Any vehicle parked in violation of a provision of this division for more than 12 consecutive hours shall constitute a public nuisance and shall be summarily towed at the expense of the owner. In such cases, a notice shall be affixed to the vehicle a minimum of 24 hours prior to towing.

   

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     Rate  Survey  

 Introduction    Lansing  Melbourne  Group  (LMG)  performed  a  survey  of  parking  rates  in  similar  cities  in  the  region.    These  peer  cities  were  selected  in  discussions  with  City  staff  and  represent  characteristics  that  are  similar  to  many  of  those  found  in  Columbia.    LMG  reviewed  rates  for  on  street  and  off  street  parking  in  areas  with  similar  urban  conditions.  The  cities  of  Savannah,  Georgia,  Greenville,  South  Carolina,  Raleigh,  North  Carolina,  and  Richmond,  Virginia  were  surveyed  in  order  to  establish  a  comparative  basis  for  the  presentation  of  future  parking  rate  options  for  Columbia.    Peer  Cities    

 The  following  section  provides  overall  descriptions  of  the  selected  cities,  highlighting  specific  characteristics  that  make  them  comparable  to  Columbia.    It  also  discusses  general  parking  rate  levels.      

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   Savannah,  Georgia  is  home  to  4  college  campuses  (Savannah  College  of  Art  and  Design,  Savannah  State,  Armstrong  Atlantic  State  University,  and  South  University)  and  is  known  for  its  historic  districts.  It  has  a  city  population  of  142,022  and  metro  area  population  of  366,047  spanning  an  area  of  108.7  square  miles.  The  city  provides  five  parking  garages  with  3,415  spaces.  Additionally,  the  city  operates  over  3,000  metered  parking  spaces  and  six  surface  lots  in  the  downtown  area.  Metered  parking  rates  range  from  $0.30-­‐$1.00  per  hour  depending  on  the  location  of  the  meter.        

   Skyline  of  Savannah,  GA

 

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Greenville,  South  Carolina  is  one  of  the  fastest  growing  urban  areas  in  the  state  with  a  metro  population  of  850,965  and  a  city  population  of  60,709  spanning  an  area  of  26.1  square  miles.  Greenville  has  a  host  of  institutions  for  higher  education  including  the  South  Carolina  College  of  Pharmacy.  Located  about  halfway  between  Atlanta  and  Charlotte  along  the  I-­‐85  corridor,  Greenville  is  a  hub  for  travel  and  commerce.  The  city  operates  a  total  of  10  parking  garages  with  6,405  available  spaces.  “The  Parking  Division,”  located  in  the  Public  Works  Department  oversees  the  operation  of  all  City  garages  and  parking  lots.  This  includes  ten  parking  facilities,  which  provide  6,320  parking  spaces,  two  lots,  and  more  than  700  free  on-­‐street  spaces  which  are  regulated  by  time  limits.    Street  view  of  downtown  Greenville,  SC  

   

     

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Raleigh,  North  Carolina  has  a  total  population  of  423,179  and  a  metro  population  of  1,188,564  spanning  144.8  square  miles.  Being  the  state  capital  and  an  area  known  for  higher  education,  Raleigh  was  used  in  the  study  due  the  many  qualities  it  shares  with  Columbia.  In  downtown  Raleigh  there  are  9  garages  with  8,196  parking  spaces.  On  street  parking  in  Raleigh  was  transformed  to  a  branded  management  program  called  “ParkLink”  in  2010.  ParkLink  is  responsible  for  parking  enforcement,  collections,  parking  meters,  permits  and  maintenance/improvements  of  all  City-­‐owned  parking  decks  and  lots.    Downtown  view  of  Raleigh,  NC  

   

     

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Richmond,  Virginia  was  chosen  in  the  study  due  to  its  similarities  to  Columbia  as  a  state  capital,  an  area  growing  in  density,  and  a  southern  city  rich  in  institutions  of  higher  education.  Richmond  has  a  city  population  of  211,172  and  a  metro  population  of  1,231,980  spanning  an  area  of  62.5  square  miles.  The  city  has  replaced  nearly  950  meters  with  120  solar  powered  pay  stations  since  2012  with  a  current  rate  of  $0.75  per  hour.  There  are  86  off  street  parking  lots  with  4  garages  in  downtown  Richmond.      

     Aerial  view  of  Richmond’s  business  district

 

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     Parking  Rate  Findings  Meter  rates  were  compared;  both  on  and  off  street  values  are  shown  in  the  table  below:         Savannah,  

GA  Greenville,  SC  

Raleigh,  NC  

Richmond,  VA  

    Sub-­‐Area  1   Sub-­‐Area  2   Sub-­‐Area  3   Sub-­‐Area  4  on  street  meter  rates  

$1.00/hr   (no  meters)   $1.00/hr   $0.75/hr  

off  street  surface  lots  

n/a   $0.75/hr   $5.00/hr   $3-­‐$19/day  

 The  average  rate  for  on  street  parking  is  about  $1.00  per  hour  ($0.91/hr)  except  in  Greenville,  which  only  supplies  off  street  parking.      Both  Greenville  and  Raleigh  offer  monthly  rates  in  off  street  lots,  costing  $69.70/month  and  between  $65.00-­‐$154.00  respectively  depending  on  the  location  of  the  desired  space/lot.  The  only  area  surveyed  that  currently  uses  a  pay  by  phone  service  is  Richmond,  with  Savannah,  Greenville,  and  Raleigh  looking  into  implementing  a  similar  service  in  the  future.        Garage/Parking  Deck  Data      All  four  cities  offer  multiple  garage-­‐style  parking  decks  with  an  average  hourly  rate  of  $2.19.  The  average  monthly  rate  is  $92.93.  The  table  below  illustrates  the  number  of  decks,  spaces,  average  hourly  rate,  and  monthly  rate  in  the  peer  cities  surveyed.         Savannah   Greenville   Raleigh   Richmond  Number  of  Decks   5   10   9   4  Total  Spaces   3,415   6,405   8,196   Unknown  Avg  Hourly  Rate   $1.00/Hr   $1.50/hr   $2.25/hr   $4.00/hr  Monthly  Rate   $102     $69.70     $105.00     $95      In  Savannah,  Raleigh  and  Richmond,  the  charge  for  an  overtime  violation  is  a  flat  fee  of  $20.  In  Greenville,  the  charge  for  overtime  violation  is  variable,  starting  at  $5  for  the  first  15  minutes,  and  an  additional  $8  every  two  hours  thereafter.          

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Data  Sources    The  contact  info  for  the  peer  cities  that  provided  data  for  this  study  are  listed  below:    Savannah   Greenville   Raleigh   Richmond  Dominic  Ross   Dennis  Garrett   John  Wynn   Jovan  (Standard  

Parking)  (912)  651-­‐6470  

(864)  467-­‐4900   (919)  996-­‐3999   (804)  649-­‐7275  

   Recommendations  

 The  current  parking  rates  in  Columbia  have  been  in  place  for  an  extended  period  of  time    (since  December  2006)  and  require  modification  to  maintain  the  economic  viability  of  the  system.    It  appears  that  similar  size  cities  in  the  region  have  already  recognized  similar  cost  issues  and  adjusted  their  rates  accordingly  to  levels  above  those  found  in  Columbia.        Municipal  Garage  Monthly  Rates  LMG  recommends  that  the  current  rates  be  adjusted  to  reflect  the  rates  shown  in  the  following  table,  which  was  developed  recognizing  certain  factors  based  on  current  demand  and  occupancy    Facility   Capacity   Permits   Unreserved   Reserved  

Current   Recommended   Current   Recommended  Arsenal  Hill   150   57   $57   $60     None  Cannon   532   443   $65   $70   $85   $100  Lady  Street   1006   924   $78   $90   $105     $125  Lincoln  Street  

675   359   $65   $70   $80   $90  

Park  Street   850   238   $65   $70   $80   $100  Sumter  Street  

816   843     $78   $90   $105   $125  

Taylor  Street  

388   203   $52   $60     None  

Washington  Street  

447   191   $78   $90   $105   $125  

 The  Cannon  and  Lincoln  garages  are  close  to  full.  Lincoln  will  be  75%  occupied  when  the  Hyatt  Place  and  Aloft  hotels  are  up  and  running.  Lincoln  also  houses  jurors  for  Municipal  Court  as  well  as  parking,  police  and  court  employees.  The  Arsenal  Hill  Garage  competes  with  a  federal-­‐owned  garage,  which  offers  federal  employees  discounted  parking.  The  Taylor  Street  Garage  provides  free  parking  for  jurors  at  the  Richland  County  Judicial  Center.  Taylor  Street  also  has  no  elevator,  which  is  a  consideration  in  keeping  those  rates  lower.    

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Cannon  Garage  sells  72  reserved  spaces  out  of  532  total.    Lady  Street  currently  sells  241  reserved  spaces  out  of  a  total  of  1006  spaces.    Sumter  Street,  Park,  Lincoln  and  Taylor  do  not  really  sell  individual  reserved  spaces  in  any  measurable  quantity.  Washington  Street  sells  21  out  of  447  spaces.  The  Marriott  Hotel  has  a  contract  with  the  City  for  the  “exclusive  use”  of  300  spaces  in  the  garage  to  meet  the  demand  of  their  patrons.  These  spaces  have  been  distinguished  from  those  used  by  residents  of  The  Hub,  whereby  students  are  to  park  on  the  top  three  and  a  half  levels,  consisting  of  339  spaces.      As  occupancy  reaches  maximum  levels,  reserved  parking  rates  should  be  adjusted  up  to  achieve  a  maximum  15%  of  total  capacity  in  any  one  garage  to  keep  the  majority  of  spaces  available  to  permit  holders.    The  City  should  also  have  the  ability  to  offer  discounts  for  rooftop  parking  at  those  garages  where  occupancy  leaves  the  rooftop  virtually  vacant.  The  discount  should  be  $15  below  the  market  rate.    There  should  be  a  charge  to  users  of  RFID  Tags,  likely  a  convenience  fee  of  $5  per  month  to  offset  the  cost  of  the  tags  and  hardware.    The  value  of  the  convenience  will  more  than  offset  the  cost.    Rates  in  these  and  all  garages  should  be  reviewed  every  two  years  with  adjustments  being  made  based  upon  demand,  private  sector  pricing  and  budgetary  needs.  It  should  be  noted,  however,  that  many  private  garages  which  support  office  buildings  generally  subsidize  their  parking  operations  through  revenues  from  office  space  rental.    Private  Garage  Rates    Facility   Capacity   Unreserved  

Monthly  Reserved  Monthly  

Vista  Center  Parking  Garage   764   $40   $65  Bank  of  America  Plaza   770   $55   $65  Park  Street  Lot   N/A   None   $65  1811  Main  Street   N/A   $80   $85  Meridian  Parking  Garage   N/A   $90   $120  Keenan  Parking  Garage   800   $75   None  1334  1336  Sumter  Street   117   $50   None  Bank  of  America  Tower   557   None   None      Discounted  Rates  for  Governmental  Entities/Residents    Columbia  has  a  range  of  rates  for  various  governmental  entities  parking  in  municipal  garages  and  lots,  ranging  from  $50  to  $55  per  month.  LMG  recommends  a  monthly  discount  of  20%  per  space  for  unreserved  and  10%  for  reserved  spaces  for  governmental  use.    

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Similarly,  the  City  has  a  wide  range  of  residential  rates  in  lots  and  garages.  The  introduction  of  a  residential  rate  was  initiated  by  City  Council  more  than  20  years  ago  to  encourage  residential  living  in  the  Downtown  area.  This  concept  should  be  continued.  LMG  recommends  the  residential  rate  be  identical  to  the  governmental  rate.    Garage  Hourly  Rates  In  the  cashiered  and  automated  garages,  The  City  now  charges  $1  for  the  first  30  minutes  and  $1  for  the  second  30  minutes  and  a  dollar  per  hour  after  that.  These  rates  should  remain  as  they  are.  LMG  further  recommends  a  maximum  daily  charge  of  $15  in  all  gated  garages.    On  Street  Meter  Rates    LMG  recommends  a  maximum  rate  of  $2.00  per  hour  and  a  minimum  rate  of  $0.50  per  hour  for  meters  to  become  effective  once  pay  by  phone  technology  has  been  implemented.    The  system  should  strive  to  maintain  an  average  rate  of  $0.75  per  hour  except  in  high  demand  commercial  corridors  where  the  average  rate  should  be  $1.00  per  hour.    Implementation  of  this  dynamic  pricing  should  occur  with  approvals  from  the  City  Manager  or  a  designated  Assistant  City  Manager  upon  a  recommendation  of  the  Parking  Services  Director.    In  addition,  LMG  recommends  that  the  City  undertake  more  dynamic  pricing  schemes  through  the  new  pay  by  phone  system  that  can  reflect  demand  and  influence  behavior,  and  that  those  discussions  include  the  University  to  ensure  a  consistent  customer  experience  across  the  City.  LMG  would  also  like  to  consider  variable  rates  based  on  time  of  day  in  various  hospitality  areas:  for  example:  $1  per  hour  during  lunch  and  between  50  cents  and  75  cents  per  hour  before  the  lunch  hour  and  between  lunch  and  Happy  Hour.      Consistent  with  LMG’s  recommendations  in  the  first  Parking  Master  Plan,  meters  and  strict  enforcement  in  the  commercial  areas  are  critical  to  provide  adequate  turnover  and  space  for  customers  to  retail  shops  and  restaurants.    After  conducting  field  observations  of  occupancy  in  the  1600  block  of  Main  Street  in  2014  after  implementation  of  a  trial  section  of  timed  parking,  we  observed  that  less  spaces  were  available  and  vehicles  remained  for  a  longer  period  of  time  without  meters  present.    Therefore  we  are  strongly  recommending  that  the  meters  be  reinstalled  to  ensure  more  parking  spaces  are  available.    Off  Street  Meter  Rates    The  concept  of  a  “maximum”  rate  is  that  meters  in  the  Cannon,  Washington,  Taylor  and  Arsenal  Hill  garages  and  in  the  surface  lots  operated  by  the  City  with  meters  could  remain  at  75  cents  per  hour  to  encourage  off-­‐street  parking.  It  would  also  enable  Parking  Services  to  initiate  higher  and  lower  rates  based  upon  demand  in  certain  areas.      

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Boot  Fees  LMG  recommends  that  the  City  reinstate  the  boot  process.  City  codes  should  allow  a  charge  of  $75  for  booting,  less  expensive  than  the  $125  violators  would  otherwise  pay  a  tow  company.      Bagging  Policy  The  City  has  traditionally  bagged  meters  at  no  cost  for  public  events  and  for  government  entities  and  educational  institutions.    In  recent  years,  the  number  of  requests  has  increased  dramatically.  The  City  has  tried  its  best  to  accommodate  a  number  of  requests  incurring  the  cost  of  personnel  to  place  and  retrieve  bags;  the  cost  of  the  bags  themselves;  and  the  loss  of  revenue  from  the  meters.  More  importantly,  wholesale  bagging  removes  critical  parking  needed  by  the  general  public.    This  is  a  recommendation  to  distinguish  between  events  that  should  be  bagged  at  no  cost  to  those  that  should  be  charged  a  bagging  fee.      Courtesy  Bagging  of  Meters  –  LMG  recommends  that  the  following  conditions  receive  a  waiver  of  bagging  fees:      

• The  placement  of  “Handicapped  Parking”  bags  for  events  which  anticipate  attracting  more  handicapped  persons  than  there  are  designated  handicapped  spaces  in  the  area.  

• Bagging  meters  to  assist  in  preparation  of  closing  streets.  • Bagging  meters  for  parade  routes  when  requested  by  Homeland  Security  or  

Columbia  Police.  • Temporary  bagging  for  moving  trucks  moving  residents  in  and  out  of  

apartments  in  the  Downtown  area.  • Bagging  for  infrastructure  improvements  such  as  street  resurfacing  and  

utility  construction.  • Special  events  and  festivals  open  to  the  general  public  sponsored  by  a  

governmental  or  non-­‐profit  entity.    • Funerals  where  specific  parking  is  needed.  • Bagging  for  Homeland  Security;  for  the  parking  of  vehicles  needing  

protective  services.  • Other  circumstances  as  directed  by  City  Council  or  the  City  Manager.  

 Charges  for  Meter  Bagging  –  All  other  bagging  will  incur  a  charge  as  follows:    

• Minimum  Charge  of  $25  • ½  Day:  $4  per  meter  • Full  Day:  $7  per  meter    • Locking  Bags:  $1  extra  per  bag  per  event  

 

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LMG  does  not  recommend  a  change  in  the  current  bagging  rates  for  construction  meters.    Further,  if  there  is  a  policy  created  for  bagging,  Parking  Services  should  develop  a  procedure  to  monitor  the  number  of  bags  issued  to  avoid  any  concentration  of  bags  in  one  area.    Additional  Recommendations    While  not  directly  related  to  rate,  we  have  observed  in  other  cities  the  growth  of  car  sharing  programs  directly  sponsored  by  the  parking  management  system.    While  still  in  their  early  stages,  they  most  certainly  give  the  user  the  impression  that  a  system  is  customer  sensitive  and  technology  savvy,  at  little  or  no  direct  cost  to  the  system.      

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Capital  Improvement  Program    The  City  has  a  significant  financial  investment  in  its  eight  parking  facilities.  In  addition,  the  facilities  provide  a  critical  infrastructure  element  for  many  of  the  businesses,  major  public  buildings  and  institutional  users  in  the  downtown  and  the  Vista.    The  goal  of  its  Capital  Improvements  Program  (CIP)  is  to  ensure  that  the  parking  facilities  meet  current  safety  and  maintenance  standards.    Parking  CIP  programs  are  necessary  to  ensure  the  convenience  and  safety  of  parking  customers  and  to  extend  the  anticipated  life  of  the  garages.  As  such,  the  City  undertakes  an  update  of  its  CIP  through  outside  third  party  engineers  every  ten  years.    In  FY  2015,  an  assessment  study  was  done  by  the  engineering  firm  of  Kimley  Horn  on  five  garages  that  identified  areas  where  improvements  were  needed.  (The  other  three  garages  were  essentially  new  at  the  time).  The  garages  included  in  the  study  were  Arsenal  Hill,  Lady,  Sumter,  Taylor  and  Washington.  The  resulting  engineer’s  report  provided  a  5-­‐year  program  for  bringing  and  keeping  the  garages  up  to  industry  standards.    As  the  CIP  study  included  only  the  older  garages  in  the  City’s  system,  LMG  recommends  similar  studies  be  done  on  the  three  garages  built  after  2005  as  they  near  10  years  of  age.  LMG  further  recommends  that  these  types  of  studies  be  done  in  ten  year  cycles  on  all  the  City  garages  with  interim  reviews  every  five  years  for  structural  inspections.  Providing  funding  for  a  continuing  and  comprehensive  CIP  program  is  a  prime  reason  LMG  is  recommending  rate  increases  for  garages.    The  cycle  of  formal  CIP  surveys  should  be  augmented  through  staff  training  to  recognize  issues  early  and  should  include  regular  walk  through  surveys  by  the  CIP  engineer.    The  Kimley  Horn  report  did  not  find  any  unexpected  or  major  structural  or  safety  issues,  other  than  recommended  changes  in  railings  where  building  codes  have  changed  since  garage  construction.    For  the  current  fiscal  year  budget  (FY  2016),  the  Parking  Services  Department  has  a  Capital  Improvements  program  to  make  improvements  at  the  five  garages  included  in  the  study.  Budgeted  work  includes  all  first  year  priority  items  in  reports  provided  by  the  engineering  firm  of  Kimley  Horn  during  the  2015  fiscal  year.    For  future  years,  LMG  recommends  that  the  CIP  Engineer  report  be  presumed  to  be  the  CIP  work  program  for  the  next  four  years  unless  some  justification  can  be  presented  during  budget  cycles  to  move  work  from  one  year  to  another.        Prior  to  the  current  fiscal  year,  a  number  of  improvements  had  been  made  since  2005  with  proceeds  from  the  2005  Parking  Revenue  Bond.  A  number  of  improvements  underway  are  also  being  funded  this  year  from  bond  proceeds.  The  current  CIP  will  cover  such  items  as  concrete  repairs  including  spalls,  delaminations,  exposed  reinforcement;  water  ponding;  railing;  fire  suppressions  

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systems;  expansion  joint  replacement  and  other  items.  A  listing  of  the  current  CIP  projects  and  their  estimated  cost  is  attached  as  Appendix  A.        

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Section  3  Financial  Analysis/System  Analysis  Review  

                     

Included  in  this  Section:  Financial  History  

Projected  Performance                  

   

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Finances    The  following  section  presents  information  obtained  from  Parking  Services  regarding  the  financial  performance  of  the  system  overall.    Overall,  the  system  is  performing  well  enough  to  meet  its  debt  obligations  and  fund  the  capital  improvements  required  to  maintain  the  facilities.    The  table  below  summarizes  overall  system  performance.    Five  year  System  Performance  

2011 2012 2013 2014

Unaudited  2015  

Budgeted    2016  

Revised  2016  

Fines/Forfeitures $2,284,356 $2,179,960 $2,277,746 $1,974,919 $1,868,981 $2,100,000 $2,200,000

Meters 2,011,656 2,253,288 2,223,994 2,142,007 2,218,466 2,400,000 2,400,000

Taylor Street 92,565 85,175 97,473 103,985 110,255 110,000 110,000

Washington Street 188,523 149,341 155,883 169,418 200,089 245,000 245,000

Sumter Street 296,693 335,323 333,146 320,836 602,036 510,000 625,000

Lady Street 778,361 716,295 813,024 802,427 830,415 860,000 890,000

Riverfront 3,600 12,009 3,600 3,600 3,600 0 0

Arsenal Hill 64,221 48,252 50,827 49,939 47,488 47,500 47,500

Park Street Garage

367,549 388,235 446,582 459,095 490,444 465,000 500,000

Lincoln Street Garage

69,723 66,357 61,506 75,990 178,053 175,000 185,000

Devine Street

1,300 840 1,120 1,100 750 750

City Center Garage

36,711 82,839 180,996 200,000 200,000

Lots 57,608 54,880 30,758 28,335 29,550 29,400 29,400

In/Out Parking 47,902 37,630 34,778 38,488 48,834 40,000 45,000

Validations 14,738 11,961 14,152 14,326 13,550 12,000 12,000

Meter Bag Fee 11,020 17,025 21,141 36,255 57,907 20,000 20,000

Special Event Parking

40,541 52,093 58,487 61,692 132,880 75,000 125,000

Other 21,703 6,892 25,202 21,118 22,184 8,000 8,000

Total Operating Revenue

$6,350,759 $6,416,016 $6,685,850 $6,386,389 $7,036,829 $7,297,650 $7,642,650

Total Operating Expense

($3,684,095) ($3,045,933) ($3,299,708) ($3,073,503) ($3,332,188) ($3,736,124) ($3,736,124)

Depreciation ($1,244,904) ($1,240,936) ($1,228,628) ($1,483,042) ($1,483,042) ($1,483,042) ($1,483,042)

Operating Income (Loss) $1,421,760 $2,129,147 $2,157,514 $1,829,844 $2,221,599 $2,078,484 $2,423,484

               Note:    Depreciation  is  assumed  constant  at  2014  values            

 

 

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At  this  time,  the  Fund  accounts  for  depreciation,  which  is  not  an  actual  cash  expense.    To  simplify  the  analysis,  we  have  summarized  the  actual  cash  from  operations  based  on  the  above  data,  as  shown  below:    

Summary of Cash Flows 2011 2012 2013 2014 2015 2016 2017 Revenue $6,350,759 $6,416,016 $6,685,850 $6,386,389 $7,036,829 $7,297,650 $7,642,650

Expense ($3,684,095) ($3,045,933) ($3,299,708) ($3,073,503) ($3,332,188) ($3,736,124) ($3,736,124)

Cash from Operations $2,666,664 $3,370,083 $3,386,142 $3,312,886 $3,704,641 $3,561,526 $3,906,526

 Viewed  in  this  way,  the  net  cash  from  operations  has  increased  46%  from  2011  to  the  projected  2017  budget.    This  reflects  the  realization  of  demand  in  the  new  garages  and  the  economic  recovery  in  general  that  has  filled  office  space  in  the  Main  Street  corridor.    It  is  important  to  note  that  this  net  cash  flow  is  necessary  to  maintain  the  bond  covenants  for  the  existing  debt  service,  and  requires  rate  increases  to  maintain  future  covenants  and  required  reinvestment  in  the  capital  facilities.    Future  Performance    As  the  new  garages  age,  and  Columbia  becomes  a  24  hour  downtown,  additional  costs  will  be  seen  in  both  Capital  needs  and  Operational  needs.    It  is  imperative  that  the  City  undertake  dynamic  pricing  models  in  both  on  street  parking  and  the  monthly  rates  in  garages.    Along  with  this  management  of  demand,  the  City  should  develop  a  disciplined  annual  review  of  rates  and  maintain  a  fee  structure  that  adequately  manages  a  first  class  experience  for  the  customer  in  a  safe  and  efficient  environment.            

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Appendix  A  Capital  Improvements  Program