Decision-Making Toolbox to Plan and Manage Park-and-Ride Facilities for Public Transportation: Research Report and Transit Agency Case Studies (2017) / Chapter Skim
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2-2 TABLE OF CONTENTS List of Figures ................................................................................................................................ 7 List of Tables .................................................................................................................................
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2-3 Maintenance and State of Good Repair .................................................................................... 64 Design Features .........................................................................................................................
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2-4 Managing Demand for Parking ............................................................................................... 147 Maintenance and State of Good Repair ..................................................................................
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2-5 Shared Use of Park-and-Ride Facilities .................................................................................. 207 Charging for Parking ..............................................................................................................
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2-6 Managing Demand for Parking ............................................................................................... 280 Operating Procedures and Facility Management ....................................................................
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2-7 LIST OF FIGURES Figure 1. BART System Map, 2016.
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2-8 LIST OF TABLES Table 1. BART Budget and Service Area Size.
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2-9 Table 43. Houston METRO Current Fare Structure.
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2-10 INTRODUCTION The purpose of TCRP Web-Only Document 69 is to present valuable information gathered in the development of the A Guidebook for Planning and Managing Park-and-Ride Facilities, recap the research, and present the in-depth park-and-ride case study research. TCRP Web-Only Document 69 is in two parts.
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2-11 BART – SAN FRANCISCO BAY AREA RAPID TRANSIT DISTRICT INTRODUCTION This focused case study describes the aspects of the San Francisco Bay Area Rapid Transit (BART) District's park-and-ride program relating to managing parking demand and parking programs.
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high-cap BART to operators to station reflect th 2014 Ser ( Source: Fe Gover A nine-m BART. B standing meetings The trans property acity modes effectively , and other s s system wi e changes in So vice Area sq.
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2-13 system, general obligation bonds, sales tax revenue bonds, and a dedicated $0.375 sales tax in Alameda, Contra Costa, and San Francisco. BART reported a 2015 fare recovery ratio of over 75 percent.
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2-14 In addition to the pressures from development, perceptions of transit have changed in recent years. Residences in walkable areas near transit have become highly desirable.
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2-15 Bicycles. Bicycles are an essential part of BART's access planning, with 31 of the 45 stations having some level of bicycle parking.
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2-16 Monthly Reserved Parking Program In 2002, the first system-wide paid parking program launched to provide an option to regular commuters. The monthly reserved parking allows passengers to purchase guaranteed parking near the entrance to a station until 10:00 a.m.
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2-17 Demand-Based Parking Program The reserved parking permit program provided an option to commuters but did not curb demand. With long waitlists to purchase monthly parking permits, BART recognized that the continuing and growing pressures on parking facilities would require moving toward a market-based fee structure.
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2-18 Note: Glen Park is not shown -- parking is not available before 10:00 a.m. Source: BART 2015e.
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2-19 Revenue and Costs Parking fees are a significant source of revenue for BART. The reserved parking programs generated approximately $12 million in revenue for BART in Fiscal Year (FY)
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2-20 not required for those days. Payment is required for any normal operating days either following or preceding a BART designated holiday, Saturday, or Sunday.
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2-21 message. The data will be available to the developer community, so others can create apps that customize the information for customers.
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2-22 CALGARY TRANSIT INTRODUCTION Calgary, a city in the Canadian province of Alberta, owns and operates Calgary Transit. The public transit agency has extensive experience operating and managing park-and-ride.
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Calgary T Departm respectiv of Albert governm So ransit oper ent. As show ely)
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2-24 Governance Calgary Transit is a transit system owned and operated by the City of Calgary and has over 3,000 employees, making it the largest public business unit in Calgary. Calgary Transit works with the Calgary Regional Partnership -- an organization comprised of 13 municipal members, Airdrie Transit, the Government of Alberta, and the Calgary Airport on improving connections within the light rail network (Stantec 2013)
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2-26 In 1986, a policy that provides guidelines for the rationale, quantity, and location of park-andride facilities was established. Calgary has been part of the discussion with other regional authorities to revise this policy to include management and planning (Calgary Transit 2016)
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2-27 Table 7. Calgary Transit Monthly Reserved Parking Statistics for October 2015.
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E R su T w Park-a Calgary T light rail risen con ridership Westwin trend, wi All park100 perce is availab nforcement. eal Estate.
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2-29 Passenger Amenities All facilities provide a common set of amenities including sidewalk access, bicycle access and parking, safety features to assist crossing streets, lighting, and drop-off areas. Some facilities have additional amenities, including: Covered or enclosed waiting areas.
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2-30 Calgary Transit has received requests for other non-standard parking facilities such as for special events, school buses, charity clothing drop-offs, food vendors (e.g., food trucks) , taxis, shortterm use, and loading zones.
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2-31 owner benefits from charging the customers for parking and increased business in retail shops and stores. There are current efforts to further explore opportunities of shared use of parking and optimize land use around transit stations in the Calgary region.
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2-32 Customers had concerns with station security, maintenance, and cleanliness. To balance ridership goals with the decision to charge for parking, Calgary Transit allows 50 percent of LRT parking spaces in each lot to be reserved during certain times of the day.
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2-33 Notable Practices Calgary Transit uses the ParkPlus System, an online reservation system managed by Calgary Parking Authority. The reservation system easily allows the management of reserved parking spaces and fee payments.
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2-34 The provision of park-and-ride requires striking a balance between providing a service to meet demand and recognizing costs and other implications. Calgary Transit's overall strategy is to provide 15 percent of weekday light rail users with park-and-ride services.
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2-35 may continue to be appropriate for terminal stations serving new and developing communities with limited bus service and to serve customers traveling to Calgary from outside the city limits. However, this amount of parking may not be appropriate for stations located closer to the inner city, with land use plans calling for higher density and more compact development.
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2-36 The net cost of operating park-and-ride reduces the funds available to provide core bus and CTrain services. The decision for parking facility type becomes a balance of the above factors; however, cost is a significant element.
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2-37 Station Typologies and the Impact on Demand for Parking Calgary Transit conducts functional planning along LRT lines and works with adjacent landowners and development authorities to determine station locations (and, consequently, parkand-ride)
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2-38 Table 8. Calgary Transit Annual Operating Costs for Parking.
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2-39 Table 9. Some Characteristics of a More Sustainable Community in Calgary Region.
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2-40 Table 10. Calgary Transit Park-and-Ride Capital Investment.
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2-41 (1,969 ft) radius of a light rail or BRT station.
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2-42 communities or the pedestrian environment closest to the station. Direct and convenient pedestrian connections should lead from these parking areas to primary destinations such as the transit station, major office areas, high-density residential areas, etc.
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2-43 (e.g., new fare payment media, mobile ticketing, or a real-time parking availability system) in the near future.
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2-44 The capital cost of providing parking at a CTrain, BRT, or bus station is considerably more expensive on a per-customer basis than purchasing buses to transport customers to a station. Calgary Transit identified that the primary demand for park-and-ride arises from downtown employees, and procedures for estimating demand from this market are based on a historical 15 to 20 percent (weekday peak periods)
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INTR The Conn services i transport targeted c majority modeling Case stud park-and BACK Brief D ConnDO Database coordinat in the No ConnDO several m urban, an commute ferry, and marketin CTrides i (TDM) p connectin commute operated Hartford ConnDO in the sta spring 20 DEPA ODUCT ecticut Dep n local area ation agenci ase study d of programm of park-and y efforts inc -ride deman GROU escrip T has statew but is not th es services rtheastern U T provides m onikers (Fig d large urba r bus, bus ra vanpool; a g brand to a s a transpor rogram that g commute r rail servic by Metro-N Line (a futu T-owned pr te.
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2-46 Governance ConnDOT is a statewide agency involved in all modes of transportation. The transit agency's Bureau of Public Transportation is ConnDOT's lead on all matters related to public transportation services.
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2-47 The U.S. Census Bureau (Census)
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2-48 Table 12. ConnDOT Park-and-Ride Facilities and Spaces.
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Source: Co nnecticut Department of Tra Fi nsportation 20 gure 6.
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2-50 Table 13. CTfastrak Parking Capacity.
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2-51 continue using the regional travel demand model for demand estimation but also intends to implement STOPS because it will help with reporting and grant requirements. ConnDOT also used the FTA spreadsheet tool Summarize It (Summit)
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2-52 Some CTfastrak stations will become joint rail-BRT stations in the next five years. ConnDOT has developed parking structures for heavy or commuter rail modes in the past, but BRT was developed without such capacity intentionally.
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2-53 Factors That Influence Demand The region around CTfastrak is by most measures a very mature transportation system with an established development pattern. Travel patterns stay fairly consistent year to year as economic growth is low, and although sprawling suburban development exists, such areas are not rapidly expanding.
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2-54 Environmental Justice/Title VI ConnDOT always includes environmental justice and Title VI considerations in long-range plans for public transportation service and facility development. The transit agency has placed a special emphasis on environmental justice and Title VI over the last 10 years.
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2-55 found a larger-than-anticipated portion of park-and-ride users were willing to drive approximately half their trip and then park and ride CTfastrak BRT to complete their trip than were willing to do so when only frequent local or express bus on public roadways was available.
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2-56 CTA – CHICAGO TRANSIT AUTHORITY INTRODUCTION The Chicago Transit Authority (CTA) is one of the three entities that operate the rail and bus systems in Chicago and northeastern Illinois under the Regional Transportation Authority (RTA)
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2-57 predominant operator of Chicago transit when it purchased the Chicago Motor Coach system (Chicago Transit Authority 2016j)
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2-58 approximately 2,276 trips per day (Chicago Transit Authority 2016j)
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2-59 5,281 parking spaces. The Village of Wilmette manages the Linden park-and-ride facility along the Purple Line (328 spaces)
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2-60 Sox-35th (Red Line) -- 42 spaces.
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2-61 concerts, and Major League Baseball games. CTA's contracted parking management company, Standard Parking, handles agreements for special event parking.
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2-62 Table 17. CTA Parking Cost and Time Limit by Facility.
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2-63 MANAGING DEMAND FOR PARKING CTA has changed the price for parking to manage demand at several park-and-ride facilities. In April 2012, CTA voted to increase weekday parking rates by $1.00, from $4.00 to $5.00, at four locations: Halsted and Archer, 35th and Archer, and 51st and Pulaski along the Orange Line, and at Kimball and Lawrence along the Brown Line.
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2-64 annual revenue to CTA, 57.4 percent of net revenues over $4,965,157 collected per contract year, and a one-time upfront payment of $1,400,000, and requires indemnification of CTA (Chicago Transit Authority 2014b)
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2-65 Purple Express Improvement Project (Chicago Transit Authority 2015e, 2016m)
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2-66 Transit Center, opened on September 4, 2016, features off-street bus boarding to improve safety (Chicago Transit Authority 2016m)
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2-67 Transit Trackers CTA uses GPS devices to provide real-time information for trains and buses, and customers can get the next vehicle arrival information via text message (Chicago Transit Authority 2016q)
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2-68 Multimodal Trip Planner CTA provides links to several trip planners available in the Chicago area, including the RTA trip planner (Chicago Transit Authority 2016k)
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2-69 DART – DALLAS AREA RAPID TRANSIT INTRODUCTION According to previous research, Dallas Area Rapid Transit (DART) stands out as a transit agency that proactively monitors the performance of its park-and-ride service and is willing to implement new programs and technologies to achieve better performance and provide better service.
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Authority tax, feder (Dallas A area was Other pu Transpor and DCT DART's service a 2014 Ser Size (s a Source: F b Source: D (FWTA) in al grant fun rea Rapid T 2,334,880 p blic transit o tation Autho A service (s size and FY rea.
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2-71 Governance DART is governed by a 15-member board of directors. Eight members represent the City of Dallas, and seven board members represent the other cities within DART's service area.
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2-72 Table 20. DART Fares.
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2-73 provision of service. Residents from outside of DART's service area challenge the transit agency by increasing transit and parking demand at outlying park-and-ride facilities.
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2-74 implement a large light rail network, much of DART's express bus service has been converted to light rail service. Because of the transition to light rail service in a majority of DART's service corridors, only commuters in specific corridors have the opportunity to choose the increased comfort of express bus service.
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2-75 grades (police officers assess the security of each vehicle in a park-and-ride and leave a grade along with tips for improving security)
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2-76 DART's park-and-ride and the offices. In the currently proposed concept, this carshare system will use electric vehicles and include charging infrastructure at the lots that host the service.
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2-77 office facility adjacent to the planned station. Tenants of the offices were interested in direct transit access.
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2-78 agreements without board approval. Additionally, DART's shared-use license agreements require fair market value for the parking facilities used as part of the agreement.
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2-79 Methods to Collect Parking Charges. When DART was trialing Fair Share, parking fees were collected by on-site electronic pay stations that accepted cash, credit, and debit cards.
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2-80 Not Charging for Parking Prior to April 2012, and since April 2014, DART has not charged for parking at any of the transit agency's park-and-ride facilities. DART does not charge for parking because the transit agency is concerned about possible reductions in ridership.
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2-81 parking at heavily congested park-and-ride locations. While DART achieved the broad goals of shifting demand from congested parking lots and increasing non-resident contributions to DART's revenue stream, these outcomes increased operational complexity (DART and its parking management vendor were required to manage permits and charge for parking)
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2-82 etc.)
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2-83 Notable Practices DART is conscious of the regional role the transit agency plays and is committed to using and contributing to the regional forecasting model developed and managed by NCTCOG. However, the transit agency has also identified an agency-specific need for rapid decision-making and on-demand forecasts related to various potential service scenarios.
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2-84 Table 22. DART Average Parking Utilization.
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2-85 transit agency typically builds as much parking as a site will allow during the first phase of construction instead of reducing the initial buildout and relying on studies and observed parking demand to warrant construction of additional parking. In one example, DART built all of a facility's planned parking despite knowledge of low demand in the near future because of the funding sources used for construction; if construction were completed in phases, some funding would have been forfeited because it was tied to the original project phase.
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2-86 and provide passenger circulation throughout the service area. DART is also conducting a comprehensive operations analysis (COA)
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2-87 MAINTENANCE AND STATE OF GOOD REPAIR DART's maintenance department is responsible for coordinating maintenance of the transit agency's facilities, including bus stops, transfer points, and park-and-ride locations. As of 2015, DART operated 12,723 such facilities.
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2-88 park-and-ride related state-of-good-repair maintenance in FY 2016 and forecasted ahead to five-year and 20-year horizons. Table 25.
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2-89 Table 26. DART Capital Investments for Park-and-Ride Facility Expansion or Enhancement.
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2-90 Economic Development DART also looks at potential economic development opportunities associated with facility site selection. If an opportunity seems to be on the horizon, the transit agency purchases the land for future development opportunities.
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2-91 TOD Development/Proposal Process Typically, the owners of property that is adjacent to DART property approach the transit agency through an unsolicited proposal process to work on a development concept that requires DART's participation (typically in the form of selling DART-owned property)
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2-92 Lessons Learned The area around DART's Mockingbird Station supports TOD that includes hotels, retailers, entertainment, and apartments. The station would benefit from a parking structure (instead of the existing surface lot)
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2-93 SUMMARY -- NOTABLE PRACTICES DART has developed practices and policies for park-and-ride that ensure the transit agency's goals can be met efficiently and effectively. DART's notable practices include: Shared use of property owned by public entities.
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2-94 DENVER RTD – REGIONAL TRANSPORTATION DISTRICT INTRODUCTION The Regional Transportation District (Denver RTD) , in Denver, Colorado, was selected as a case study because of its extensive park-and-ride network that supports a regional bus and rail network serving almost 2,400 square miles and an extensive rail expansion program, FasTracks.
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2-95 Table 27. Denver RTD Budget and Service Area Size.
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2-96 Rail and BRT. Denver RTD opened its first light rail line in 1994.
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2-97 educational, and entertainment events. The SeniorShopper program provides shopping transportation for seniors who would otherwise have difficulty riding fixed-route service or driving.
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2-98 average utilization of 59 percent during the same period, with 14 of the 26 rail parking facilities averaging utilization of 85 percent or higher (RTD 2016c)
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There is n which lot Source: RT o public ou s typically h D 2016c. treach or m ave availab arketing cam le space.
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2-100 Customer Feedback Onboard customer origin-destination surveys, customer satisfaction surveys, monthly counts and license plate surveys at existing facilities, and customer complaints are all used to assess, monitor, and improve park-and-ride facility planning and operations. Denver RTD provides several ways for customers to provide feedback on services, including parking concerns.
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2-101 bringing customers to Denver RTD, the request was seen as a benefit for everyone, and space was created for the hotel shuttles. Vanpools are not permitted at this time.
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2-102 revenue. Parking fees are established and may be increased by the Denver RTD Board of Directors.
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2-103 results in a warning; the second violation is $20.00, with subsequent fines being $50.00 and $100.00. For the fifth and subsequent violations, the transit agency can assess a $100.00 fine.
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2-104 Achieve more efficient use of existing parking facilities. Establish more equitable cost recovery from non-resident and long-term parking patrons.
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2-105 PLANNING AND ESTIMATING DEMAND FOR PARKING Denver RTD is responsible for the transit ridership and facility modeling and development. Denver RTD has a close working relationship with the Denver Region Council of Governments, with whom it shares results for inclusion in the regional planning efforts.
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2-106 In addition to using the information for right-sizing facilities, daily turnover, vehicle trip generation data, and directional distribution trends will be used to refine the model for future park-and-ride use and traffic impact analysis studies. Predicted Versus Actual Experience In 2000, Denver RTD opened its second rail line, the Southwest Corridor, running south from downtown Denver.
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2-107 evaluated to determine if demand remains high enough to keep the facility as is, or if it should be downsized or eliminated. Denver RTD is beginning an effort to assess its parking facilities from a short- and long-term planning perspective, with the intent of developing a strategy for systematic parking management and review.
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2-108 A medium park-and-ride may be located on an 8-acre site with a parking capacity of between 200 and 1,000 spaces, a bus loading area within the facility, and a dedicated transit vehicle access driveway loop. For planning purposes, the transit agency assumes approximately 75 spaces per acre, for a facility with a single bus loop, several plaza areas, pedestrian circulation routes, and a few amenities.
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2-109 Passenger Amenities Standard amenities provided at Denver RTD facilities include shelters, benches, newspaper racks, trash receptacles, lighting, information kiosks, emergency telephones, and security features. Generally, food vending machines are not included.
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2-110 Design Features for Safety Safety and security features are designed into the facilities. Examples include designing the parking lanes such that people will walk down the lanes to get to the platform so they do not cut through the parking stalls, and landscaping and artwork that do not provide spaces to hide.
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2-111 included questions directly related to park-and-ride. In 2013, Denver RTD conducted a Station Access Survey with its customers focused on Interstate 25 (I-25)
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2-112 Allocation for ADA parking spaces meets or exceeds the federal requirements, especially van-accessible spaces, and is readily expanded if additional capacity is needed. Legislation permits private and public entities to own and operate facilities at transit stations, allowing Denver RTD remove itself from owning, operating, and maintaining parking facilities at stations, and allowing developers to charge for parking, providing an additional incentive to build TOD.
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2-113 GCRTA – GREATER CLEVELAND REGIONAL TRANSIT AUTHORITY INTRODUCTION Researchers selected the Greater Cleveland Regional Transit Authority (GCRTA) to provide a targeted case study based on GCRTA's responses to the H-52 survey and data collected.
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2-114 Table 33. GCRTA Budget and Service Area Size.
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2-115 Figure 9 depicts the rapid transit map, where most of the park-and-ride program is focused. (A separate overview map depicting the four Park-N-Ride Bus routes, which also have park-andride facilities, does not exist.)
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Source: GCRTA Website. Figure 9.
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2-117 PARK-AND-RIDE PLANNING PROCESS Although most park-and-ride facilities that are constructed or improved go through some form of community engagement process, GCRTA's strategy is to have a robust community engagement process for its park-and-ride initiatives. GCRTA works to adhere to each community's or municipality's locally defined review processes to ensure GCRTA follows the steps outlined by local leaders and residents in reviewing and approving construction and facility improvement projects.
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2-118 perception of community stakeholders sometimes is that users of the park-and-ride are mostly from outside of the community, and therefore, the expansion of a park-and-ride benefits other communities and neighborhoods while leaving the community surrounding the park-and-ride with all the negative impacts (e.g., increased traffic, worries about security, noise)
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EXAM COM This sect projects b GCRTA to accom Ride incl GCRTA logo. As shown sound wa Fig PLES MUNITY ion highligh ased on com added sever modate loca udes the No also has a w in Figure 1 lls, and plan Source: G ure 10.
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Fi The Wes lot (Figur small cre Source: G gure 11. Mo tlake Park-n e 12)
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Figure Source 12. Monum Source Figur : GCRTA.
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2-122 SUMMARY -- NOTABLE PRACTICES GCRTA's public involvement process and its responsiveness to requests and concerns from park-and-ride stakeholders provide excellent examples of inclusive and proactive planning. Some highlights from GCRTA's planning practices include: Quantifying the degree of park-and-ride use by members of the community to demonstrate the park-and-ride's benefit to the community.
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2-123 HOUSTON METRO – METROPOLITAN TRANSIT AUTHORITY OF HARRIS COUNTY INTRODUCTION The Metropolitan Transit Authority of Harris County (Houston METRO) operates transit services in and around the Houston, Texas, area and was chosen as a case study because of its responses to the industry scan survey and its rather expansive use of park-and-rides combined with managed lanes.
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2-124 new services, with the immediate priority of addressing heavy congestion going to and from Downtown Houston during peak driving periods. The regional transit plan included language to emphasize commuter services, and there was a great deal of interest in park-and-ride and HOV lane plans from the Houston METRO Board, which presented the plan to Harris Country voters for approval in a voting referendum.
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2-125 Table 38. Key Houston METRO Operating Statistics by Mode.
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Source: Ho Park & Houston containin following passenge 15, repro service c uston METRO Ride R METRO rec g ridership n two fiscal r boardings duced from ategory. Website.
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* Increas *
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So Previous central bu four or m vehicle. I QuickRid demand a eventuall The Katy Harris Co and opera manages KML vol structure manual p urce: Houston Figu ly, Houston siness distr ore persons n response t e program i long with th y led to an i Managed L unty Toll R tional in 20 the lanes bu umes appro that respond eriod adjust METRO Web re 16.
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2-129 pricing scheme that varies by day of week, time of day, and direction of travel (Goodin et al.
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2-130 bi-directional lanes allowed faster trips to the central business district in Downtown Houston. Faster trips to downtown were an important motivating factor for the expansion of the system.
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2-131 Houston METRO additionally has park-and-ride service to Post Oak/Uptown and the Texas Medical Center area. The Fannin South Transit Center is the southern terminal station for the Red Line rail service and is one of two Houston METRO rail stations with available parking.
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So urce: Metropo F litan Transit A igure 17. H uthority of H ouston ME 2-132 arris County 2 TRO Park 011.
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2-133 Table 40. Houston METRO Park & Ride Facilities Summary.
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So urce: Metropolitan Transit A Figure 1 uthority of H 8. Houston 2-134 arris County 2 METRO T 011.
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2-135 Table 41. Houston METRO Transit Centers with Parking Summary.
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HOV La IH-45 N IH-45 SO US-59 N US-59 S US-290 US-290 INNERINNERKATY-C KATY T KATY D TOTAL Source: M Source: M ne Location ORTH UTH (GUL ORTH (EAS OUTH (SOU NORTHWES NORTHWES KATY CON KATY CON BD CONNE OLLWAY IAMOND L etropolitan T etropolitan Tra Figure Table 42.
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2-137 Park-and-Ride Transit Modes Houston METRO provides certain modes of transit from park-and-rides and transit centers with available parking, including local bus, commuter bus, light rail, and vanpool service. The facilities have a mixture of both local and commuter bus routes; however, park-and-rides are designed more for commuter bus service, and transit centers tend to focus more on local bus routes.
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2-138 waiting areas and ticket vending machines (TVMs)
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Crime Houston preventin locations design el CPTED p construct conducte design or Houston example, to emplo Secur The total the numb and on li of incide Figure Preven METRO fac g criminal a , develop sa ements that rinciples th ion and prov d if there is an observed METRO PD because of yee use (but ity Incid major secur er of incide ght rail vehi nts and the n Source: Metro 20. Closed tion Th ilities must ctivity.
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Source: Metropolitan Transit Authority of Harris County Figu 2016.
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2-141 CHARGING FOR PARKING Houston METRO charges for parking at select locations based on the direction of the Houston METRO Board of Directors. The board has adopted many fare-related goals over the past 30 years.
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2-142 Parking Fees Houston METRO charges a fee for parking at two park-and-ride facilities. At Fannin South Transit Center (on the Houston METRO Rail Red Line)
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2-143 premium parking service by offering covered parking, making it crucial to charge a fee for that service. Because of the bundled charging structure at the facility, Houston METRO does not earn any additional revenue from charging customers for parking at Cypress.
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2-144 Terminal facility locations will have higher demand, which may require charging for parking. PLANNING AND ESTIMATING DEMAND FOR PARKING Houston METRO typically tries to plan new parking facility capacities using a 25-year planning horizon.
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2-145 El Dorado will begin construction in January with a projected project cost between $16 million and $18 million, $13.8 million of which is covered by FTA grant funds (Metropolitan Transit Authority of Harris County 2014)
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2-146 METRO uses the Cube activity-based model to look at potential sites and the impacts of individual travel sheds. Houston METRO has found that most customers are not willing to drive backwards (i.e., to drive farther away from their final destinations)
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2-147 Stakeholder Comments in Planning Houston METRO does not typically solicit comments from the public during the planning stages of a new park-and-ride site because Houston METRO has already determined the need for additional parking facilities in a given corridor based on current lots exceeding capacity. However, public feedback will sometimes contribute to planning efforts, such as comments from the public and the tenant owner that helped initiate the planning process for the new Grand Parkway facility expansion.
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2-148 vehicles at the next closest park-and-ride facility, the Northwest Station Park & Ride. After the construction of Cypress was completed, the illegal parking at Northwest Station was eliminated.
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2-149 needed for 15-minute peak-of-the-peak headway services. This standard assumes a bell-curve seating capacity utilization on buses over the peak period.
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2-150 Lessons Learned Noted lessons learned include the following: Increases in parking capacity at existing facilities are generally filled by latent demand. Successfully encouraging customers to use other lots with available capacity is difficult to accomplish.
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2-151 Newquest does use fourth floor garage parking for employees who work near the garage development, which it pays back to Houston METRO. At the Cypress Park & Ride, Houston METRO added cameras and additional lighting after the initial construction in order to increase security and comfort in the garage.
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2-152 DESIGN FEATURES Houston METRO uses a few distinct sets of design standards in order to ensure accessibility, safety, and operational functionality at park-and-ride facilities. Design features play an integral part in the planning process for a facility site as well as maintenance and ongoing security of existing facilities.
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2-153 Design Features for Safety Houston METRO PD uses CPTED in order to ensure that the designs of transit centers, parkand-rides, rail stations, and bus stops are appropriate for deterring criminal activity. Houston METRO PD is involved during the selection process of a new facility site or bus stop, and Houston METRO PD conducts a CPTED assessment if there is any criminal activity or complaints at a site.
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2-154 multifamily housing. The garage is now continually full since retail has come online and apartments became fully occupied.
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2-155 parking. Currently, the vendor is working on other features such as opening the app functionality to have fare payments for park-and-ride users, eligible customers to pay fares at discounted rates, and METROLift customers to purchase fares for ADA demand-response service.
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2-156 SUMMARY -- NOTABLE PRACTICES Houston METRO has developed practices and policies for park-and-ride that ensure the transit agency's goals can be met efficiently and effectively. Houston METRO's notable practices include: Ridership concerns are presently a higher priority than potential fare revenues.
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2-157 LA METRO – LOS ANGELES COUNTY METROPOLITAN TRANSPORTATION AUTHORITY INTRODUCTION This focused case study describes the aspects of park-and-ride program relating to transitoriented development, public-private partnerships, and facility design for the Los Angeles County Metropolitan Transportation Authority (LA Metro)
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2-158 appointed by the mayor of Los Angeles (two public members and one city council member) ; four members representing the other cities in the county, with one member from each of four geographic sectors; and a nonvoting member appointed by the governor of California (California Public Utilities Code, n.d.)
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2-159 County, including those owned by the California Department of Transportation (Caltrans) and city-owned parking facilities that serve a park-and-ride function.
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2-160 LA Metro expects that the master plan will help it improve its processes going forward, particularly when the pricing element of the plan is implemented. LA Metro is looking for ways to apply technology and to best use existing spaces.
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2-161 congestion at the site and will seek to shift demand to an adjacent station or to other modes (e.g., feeder bus, bicycle)
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2-162 b. The proposal provides public improvements that support active transportation (beyond what would be required in a regular development process)
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2-163 If at the end of the process LA Metro accepts either the original proposal or a superior proposal obtained through open procurement, the board of directors will need to give its approval. The project will then move forward similar to a TOD project that LA Metro had initiated.
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2-164 SUMMARY -- LESSONS LEARNED The following lesson learned in this case study is likely also applicable to other transit agencies: Developing a park-and-ride master plan helps a transit agency approach park-and-ride facility planning and development in a more systematic way than simply responding to needs as they occur.
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2-165 METRA – NORTHEAST ILLINOIS REGIONAL COMMUTER RAILROAD CORPORATION INTRODUCTION The Northeast Illinois Regional Commuter Railroad Corporation (known as Metra) has an extensive park-and-ride program with over 90,000 spaces.
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comprise than 1,10 and six m and south rail syste 83.4 mill extensive systems. FY 2016 Source: Ill 2014 Ser ( Sources: F d of 11 line 0 pieces of ajor mainte of Chicago m in the Un ion passeng freight rail Table 47 de budget.
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2-167 Governance The Regional Transportation Authority Act created a 16-member RTA Board of Directors as the governing body of RTA. The three Service Boards operate independently, and each is governed by a board of directors.
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2-168 The train dispatching and maintenance of infrastructure work performed by host railroads on these lines are governed by either trackage rights or access agreements. Agreements between Metra and UPRR or between Metra and BNSF handle four of 11 commuter rail lines: Union Pacific North.
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2-169 develop and implement multiyear capital plans and programs for the lines of the two host railroads. Because of the heavy levels of freight activity on these lines, cost sharing is a very prominent aspect of the capital programs with UPRR and BNSF.
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2-170 Metra conducts an annual field survey of parking facilities to understand overall utilization and capacity. Although Metra does not have annual performance reports for park-and-ride, the transit agency measures several performance indicators such as parking utilization and fee structure.
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2-171 schedules. In addition, Metra provides links to transportation network companies on its website and has informally discussed cross-marketing strategies (Metra 2016c)
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2-172 Metra is in the beginning phases of a project at the Wheeling Station on the North Central Service Line to redesign the existing park-and-ride facility to improve shared use. In this case, existing lots are being replaced during the construction of a large development adjacent to the station.
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2-173 regularly scheduled; fee changes are analyzed and implemented on an as-needed basis only after all requirements are met. Fees are determined in context with the local stations and the community's ability to pay.
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2-174 Benefit-Cost Analysis Metra considers the cost versus benefit of providing parking by prioritizing capital resources and determining what is most needed system wide. When determining if parking is a cost-effective investment, Metra evaluates several different locations and coordinates with Pace and CTA to determine where overlapping market areas exist for adjacent stations, allowing Metra to choose the location with the best value for the price.
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2-175 Transportation Demand Management The RTA in Chicago has implemented some transportation demand management (TDM) in the region, but with mild success.
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2-176 checks at different park-and-ride facilities throughout the system. The oversight for contract compliance falls under the real estate and engineering departments.
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2-177 Design Features for Pedestrian Safety Metra's position on the main function of a commuter station parking facility is to safely and quickly move people and vehicles to and from the station. When designing a park-and-ride facility, Metra evaluates the access points to and from the parking lot and their effects on traffic and pedestrian flow to ensure pedestrians avoid conflict with vehicles that turn in to and out of the area.
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2-178 SUMMARY -- NOTABLE PRACTICES Practices for planning and managing park-and-ride programs vary by transit agency, number of parking spaces, ridership, and other modes of transportation. Enabling Metra customers to pay for parking using various methods improves the ease of use and helps create a seamless passenger experience.
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2-179 NJ TRANSIT – NEW JERSEY TRANSIT INTRODUCTION New Jersey Transit (NJ TRANSIT) was selected for an in-depth case study based on its responses to the H-52 survey and, in particular, its work and efforts in transit-oriented development, shared use of park-and-ride facilities, and administration of parking charges.
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2-180 NJ TRANSIT operates an extensive transit network comprised of 236 bus routes, 12 commuter rail lines, three light rail lines, vanpool, and complementary ADA paratransit service with total average weekday ridership of 906,708 and annual ridership of 270,958,026 (Federal Transit Administration 2014)
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2-181 Table 50. Key NJ TRANSIT Operating Statistics by Mode.
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2-182 Bus. NJ TRANSIT's bus operation is also very large, with over 230 lines spanning over 8,000 directional route miles throughout the state of New Jersey.
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2-183 Factors That Impact Park-and-Ride For NJ TRANSIT, there are many statutory, political, and geographical factors within its operating context that impact both the utilization of park-and-rides and the process of development of new or expanded park-and-ride facilities. Development and Density.
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2-184 challenging for the coordination of services in general and for the planning and managing of park-and-ride facilities in particular. Often, stakeholders' opinions and approaches to park-andrides vary widely, and this variation makes it difficult to establish a truly regional perspective on park-and-rides.
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2-185 Table 53. Sample Park-and-Ride Utilization Table from NJ TRANSIT 2015 Parking Guide for Pascack Valley Commuter Rail Line.
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2-186 NJ TRANSIT does not apply a standard set of minimum amenities at its park-and-rides but does usually vary the level of amenities with the level of ridership demand. At facilities owned by third parties, amenities are completely contingent on the property owner and may be very limited.
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2-187 providing space for carsharing companies (e.g., ZipCar) at a limited number of stations.
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2-188 Lessons Learned Regulations -- both federal and local -- must be carefully understood and assessed when planning park-and-ride improvements or expansions. In some cases, these regulations may significantly increase project costs associated with mitigation of environmental or regulatory issues.
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2-189 Municipality-Controlled Facilities Municipality-controlled facilities make up a large portion of NJ TRANSIT's parking supply, and there are many different municipalities involved. As indicated in Table 55, two types of facilities involve local municipalities: NJ TRANSIT owns the facility, and the municipality operates the facility under written agreement with NJ TRANSIT.
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2-190 residents, and retail patrons. However, parking for commuters is separated from other parking uses.
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2-191 10:00 AM on weekdays or all day on weekends at some NJ TRANSIT-owned facilities. Free parking periods help to encourage the use of off-peak transit services and improve the utilization of the facility.
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2-192 revenue without decreasing demand -- is critical to the long-term success and financial sustainability of a park-and-ride facility. Although NJ TRANSIT did not provide a formal model or algorithm to set this optimum price, a few key factors were mentioned when considering the parking fee, including: Parking prices at nearby or alternative locations.
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2-193 PLANNING, ESTIMATING, AND MANAGING DEMAND FOR PARKING Methodology to Estimate Demand Accurately estimating parking demand can be a very difficult process. There are often multiple competing travel demand models in use within the same metropolitan region.
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2-194 parking costs are high for commuters who work in downtown New York City, making driving and parking at a transit route a very attractive (and highly demanded) option.
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2-195 presentation is made to the local planning board, and some form of outreach to elected officials and the general public is conducted. NJ TRANSIT makes reasonable adjustments to plans based on public feedback.
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2-196 Contract and Performance Management Contracts with parking operators do not have specific performance metrics that have to be met by operators. However, NJ TRANSIT does hold operators accountable for the scope of services they proposed to win the contract.
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2-197 lane width, stall width, and lighting and visibility. NJ TRANSIT generally designs facilities to isolate drop-off areas (i.e., kiss-and-ride)
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factors, N developm possible process, When a p maintain during an NJ TRAN replacem current lo going to However for 100 p spaces. NJ TRAN that no co happen a outcome NJ TR Villag The Tran by NJ TR encourag "creates i or revital the desig Transpor New Jers municipa commitm the area.
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2-199 applications but also coordinate their efforts and funding to support the redevelopment of selected transit villages (State of New Jersey Department of Transportation 2014a)
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2-200 facilities will likely experience increases in parking demand. NJ TRANSIT works to monitor these situations as much as possible but has little power to directly influence the outcomes.
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2-201 NJ TRANSIT is able to have a robust park-and-ride program without having to own and operate every single facility. Through cooperative agreements, leases, and contracting, NJ TRANSIT directly operates less than 50 percent of its available parking supply but still sees the ridership benefits associated with having drive access available to many of its customers.
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2-202 PORT AUTHORITY OF ALLEGHENY COUNTY INTRODUCTION This case study examines the practices, techniques, and policies of the Port Authority of Allegheny County (Port Authority) in designing and maintaining park-and-ride facilities.
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2-203 County 2015)
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2-204 Table 57. Key Port Authority of Allegheny County Operating Statistics by Mode.
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From page 389... ...
2-205 Table 59. Port Authority of Allegheny County Park-and-Ride Lots and Spaces by Mode 2016.
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2-206 on the management policy of the particular park-and-ride lot. Port Authority police and local police generally monitor park-and-ride lots on an as-needed basis.
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2-207 Building accessible roads: If a proposed park-and-ride location does not have road access, one must be built. Unless Port Authority owns property adjacent to the ROW, this often requires collaboration among one or more property owners.
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2-208 regularly enters into shared-use agreements with community businesses and public lots around the greater Pittsburgh area. Lessons Learned Although leasing property for park-and-ride lots allows Port Authority to develop park-and-ride facilities at a relatively low cost, there are risks involved.
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2-209 Table 60. Port Authority of Allegheny County Park-and-Ride Fees by Location.
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2-210 Factors That Influence Demand The Pittsburgh region is characterized by heavy peak-period congestion on major arterials headed toward the urban core. Downtown Pittsburgh and Oakland represent a large portion of trip destinations since major business, education, and medical institutions are located in those two areas.
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2-211 McKeesport Transportation Center is an exception. The transit center is located in a community with low-income and minority populations; however, the project area did not include any residences, businesses, or community facilities and thus had no adverse impacts.
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2-212 Transportation Demand Management According to a representative from Port Authority, the transit agency participates in TDM initiatives of three transportation management associations covering Downtown Pittsburgh, Oakland (Pittsburgh's educational, medical, and cultural center) , and the Airport Corridor.
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Mitiga Port Auth planning mitigatio CONT The follo managem Accordin managem Lot (Port owned pa the only experienc currently not collec Wabash P park-and operator collects p receives the prope The selec done thro approxim current c services a maintena for SHV the thirdthree-yea two-year a not-to-e any reim contain p third-part financial contract a ting Pa ority addre stage. The p n strategies RACT wing section ent.
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2-214 generated by the facility is realized directly by Port Authority. Figure 24 shows a picture of the SHV Garage.
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2-215 DESIGN FEATURES Design features are important in many aspects, including providing the most efficient and effective use of space, accessibility, and safety enhancements. The following section documents Port Authority's park-and-ride design features.
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2-216 Notable Practices Safety is a major priority in the design process. The transit agency's engineering department works with outside consultants to ensure that all designs are safe for multimodal use.
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2-217 TRANSIT-ORIENTED DEVELOPMENT Port Authority has been active with TOD projects around the light rail system. The following sections describe the experiences and challenges faced throughout the process.
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2-218 Return on Investment According to the Port Authority, TOD projects yield a return on investment through yearly rental revenue with periodic rent escalators. Other benefits include increased ridership and maintenance and capital cost savings when a developer operates the site.
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2-219 Scarce availability of land adjacent to existing park-and-ride lots can create additional capital costs when expanding capacity since structured parking would be required. Leasing parking lots from public and private parking lot owners is very cost effective; however, there are risks.
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2-220 SOUND TRANSIT AND KING COUNTY METRO INTRODUCTION The Puget Sound Regional Council (PSRC) is the MPO for Central Puget Sound, covering four counties: King, Pierce, Snohomish, and Kitsap.
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The Cent south, wi west, wra Sound, c Tacoma N ral Puget So th downtow pping aroun onnected to arrows Bri Source: PSR und region n Seattle in d Puget Sou the other co dge, and via C 2014. is long and n the center.
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2-222 Public Transit Providers The four counties of the Central Puget Sound area (King, Kitsap, Pierce, and Snohomish) are transit operators for service within their respective jurisdictions.
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2-223 Table 62. King County Metro and Sound Transit Vehicles Operated in Maximum Service, by Mode.
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2-224 Table 66 presents parking utilization by the facility operator. A close look at these tables illustrates the integrated nature of park-and-ride in the region and highlights challenges faced in developing regional park-and-ride management policies.
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2-225 Table 66. Puget Sound Region Parking Utilization by Facility Operator.
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Sourc Fig e: WSDOT 20 ure 26.
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2-227 OPERATING CONTEXT FOR PARK-AND-RIDE The Central Puget Sound region encourages transit use through a philosophy of integration and sharing. Rather than consolidate transit services into a regional transit provider, the region finds value in retaining local transit services at the county and local level, with high-capacity regional service provided by Sound Transit.
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Source: PSRC 2016a. Figure 27.
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2-229 The Facility Ownership Challenge To effectively manage the region's network of parking assets, it is desirable to have a regional policy that can be applied consistently across all facilities. Typical park-and-ride demand management strategies include having reserved parking spaces, restricting access to transit or carpool use, and charging fees.
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2-230 carpool or vanpool operator, transit agencies have been able to direct them to less-used facilities. King County Metro successfully used this strategy, redirecting a shuttle provider to a less-used facility with adequate park-and-ride space for the shuttle customers.
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2-231 Sound Transit pays its proportionate share of the operations and maintenance costs deemed fair by both parties, and as close as possible to the proportion of use at the garage by Sound Transit customers as compared with Pierce Transit customers. The proportion of the garage used by each transit provider's patrons is determined by a biennial parking use survey.
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2-232 holders use the facility for which the permit is issued. Phase 2 of the program will be implemented for SOVs, six to nine months after the introduction of HOV permits.
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2-233 Public Outreach Public outreach efforts to inform the community of the proposed parking permit program and solicit feedback included nine information sessions at each of the potentially affected operating parking facilities; postings on Sound Transit vehicles about proposed program and opportunity to comment; messages on social media; an announcement in the Sound Transit CEO Report; a GovDelivery email to 31,000 Sound Transit email subscribers; and a public hearing. In addition, Sound Transit offered staff presentations on the program to community groups.
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2-234 for this program. However, at this time, it is uncertain if a parking permit program can be implemented at facilities owned by WSDOT.
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MANA Currently strategies resources managem Park-a Since 200 database agency, a understan available operate. Source: K Figure 28 GING , Sound Tra for overuse have result ent program nd-Rid 2, PSRC ha includes the nd owner o ding the sco annually or ing County M .
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2-236 Draft Regional Transit Parking Management Program Design The Sound Transit reserved parking permit program has provided the foundation for developing a regional transit parking management program. The regional program varies from the Sound Transit program on the following key points: Sound Transit uses a parking utilization of at least 97 percent in the previous three months, or a new facility is built at new Link light rail station.
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2-237 Sound Transit Design Criteria The design, layout, and ultimate use of Sound Transit's parking facilities reflect the permitted uses of the facilities and the needs outlined in the 2012 Transit Oriented Development Policy. Parking facilities are sited and access is designed to anticipate, integrate, and support subsequent TOD, when feasible.
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2-238 The Sound Transit Design Criteria provide separate chapters for System Safety (Chapter 28) and Sustainability (Chapter 30)
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2-239 1993 -- The Roots. The focus on using publicly owned land and facilities to support affordable housing had its start in 1993.
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2-240 and policies. The policy is careful to advise that Sound Transit's primary responsibility is to complete and expand the high-capacity transit system to deliver transit service that connects the region's urban centers.
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2-241 King County Metro TOD Activities Current Activities. At the county level, King County generally defines TOD to include highdensity development within a 10-minute walk circle around a transit station; mixed-use development; facilities for walking and biking; a connective street grid with traffic calming features to control vehicle speeds; street trees and lighting; and parking management to reduce the land devoted to parking.
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2-242 Right Size Parking Calculator for Multifamily Development Projects King County Metro's Right Size Parking project was funded through a grant from FHWA to create more livable communities by addressing issues around multifamily residential parking supply in King County. Parking is one element that creates a barrier to implementing affordable housing goals, given that construction costs of $20,000 to $40,000 per stall are passed along in higher rents.
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2-243 facilities located nearby. A decision will be made after the pilot program is evaluated to consider permanent installations at the test site and expanding to other facilities.
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2-244 densely developed areas that will not receive parking facilities and Zone 4 representing areas with sparse transit service and a focus on park-and-ride access. King County Metro: Sponsored the development of a Right Size Parking Calculator that helps property developers, local jurisdictions, and other stakeholders determine how much parking is likely needed for multifamily developments to avoid building excess parking capacity, especially at TOD.
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2-245 TRIMET – TRI-COUNTY METROPOLITAN TRANSPORTATION DISTRICT OF OREGON INTRODUCTION The Portland metropolitan region has a strong land-use and planning history, designed to control growth and sprawl and to concentrate development within an urban growth boundary (UGB)
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2-246 Table 67. TriMet Budget and Service Area Size.
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2-247 suburban park-and-ride lots, developing transitways in major corridors, and expanding the number of buses in service. Also in 1973, several actions took place that led to the region establishing an unprecedented link between land-use planning and transportation.
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2-248 Governance A seven-member board of directors, appointed by the Governor of Oregon, governs TriMet. Board members represent, and must live in, certain geographical districts.
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2-249 Park-and-Ride TriMet operates 34 dedicated park-and-ride facilities, 28 of which are served by rail and six of which are served by buses only. There are seven parking garages, four of which are shared use.
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2-250 Park-and-Ride Organizational Structure The senior manager of capital projects for in-street transit facilities development within the Capital Projects, and Construction Division is the point person for the operations and management of park-and-ride facilities, as well as interaction with the public. Otherwise, parkand-ride activities are decentralized throughout the transit agency.
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2-251 available) ; parking restrictions; and transit services available, including non-TriMet connecting services.
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Figu Eligib TriMet-m of 24 hou and their allowed o cannot pa casino sh (kiss-and re 29. Exa le Acce anaged par rs.
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2-253 When built over 20 years ago, the Sunset Transit Center parking garage tested a pilot program to provide reserved parking spaces for patrons carpooling to the light rail station. There are 16 reserved carpool spaces at the garage.
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2-254 Per the agreement, the shared-use lots are designated with TriMet signage, at TriMet's expense. The lots are included in all TriMet customer information on park-and-ride facilities, as if they were TriMet-owned facilities.
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2-255 One approach is to plot the home locations of park-and-ride customers using license plate numbers of vehicles in the existing, overused facility. This approach provides a catchment area map, showing where it may be possible to find shared-use capacity upstream, thereby reducing demand at the downstream, existing park-and-ride facility.
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2-256 CHARGING FOR PARKING TriMet provides free parking to encourage transit use. As a result, facilities were not designed to facilitate the collection of parking fees, such as having restricted entrances for payment facilities.
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2-257 from a multistory garage to a 318-space surface lot. The park-and-ride garage at the terminus station was first reduced from the original 1,000-space structure to a 600-space garage, and then further reduced to 401 parking spaces at opening with the condition that additional levels of the parking garage would be constructed when funding was available (TriMet 2012)
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2-258 Transitway project. In 2014, overall utilization in the corridor was 34 percent.
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2-259 one in Milwaukie currently served with bus service)
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2-260 special circumstances. Parking facilities are recommended only on service with 15-minute or better headways to and from downtown Portland.
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From page 445... ...
In 2006, the poor redevelop extension good tran replace th possible Together center, fo three-stor college, a workforc result, th station fr adding to station ar developm Creek/18 Increased achieved bus bays eliminati drop (i.e. Because underuse for use by TriMet w FTA the park-and PCC Wil significan sharing th Enviro TriMet's such as a (NEPA)
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2-262 MANAGING DEMAND FOR PARKING The transit agency is in the process of developing a proactive parking management plan that will include strategies for managing parking demand. Currently, action is taken in reaction to parkand-ride issues on the street, typically triggered by customer comments or parking utilization counts.
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2-263 DESIGN FEATURES The design of park-and-ride facilities and the surrounding area, such as landscaping and art, are developed during the planning phase of the overall capital project. Each station has a community-developed station plan and design, designed to tie into and complement the surrounding neighborhood.
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2-264 size of the project, housing units and density, total retail and commercial space, and parking information (TriMet 2007)
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2-265 Each station including the adjacent parking facility, if applicable, has a communitydeveloped station plan and design that ties into and complements the surrounding neighborhood, increasing the support of local jurisdictions and surrounding neighborhoods for the new facilities. SUMMARY -- LESSONS LEARNED The Portland metropolitan region has a strong land-use and planning history, designed to control growth and sprawl by exploiting the land-use transportation connection.
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2-266 TriMet is exploring the development of a formal park-and-ride management plan to improve the efficiency of its park-and-ride assets. The plan would provide guidelines for reviewing park-andride utilization, specify options for addressing under- and overused facilities, and provide a link among park-and-ride planning, operations, and maintenance.
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2-267 UTA – UTAH TRANSIT AUTHORITY INTRODUCTION This case study describes the park-and-ride program for the Utah Transit Authority (UTA)
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2-268 Table 73. UTA Service Area and Population.
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2-269 Table 74. Key UTA Operating Statistics by Mode.
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2-270 walking, cycling, or bus is limited. However, at more urban rail stations in Salt Lake City, ridership is supported without park-and-ride.
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Source: Uttah Transit Autthority 2016b. 2-271 Figure 31.
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2-272 UTA's five bus-focused park-and-rides are scattered throughout the service area and serve different functions: A 50-space lot in the northernmost city served by UTA, which serves an intercounty local route. A 246-space lot in the northern part of the service area, adjacent to I-15, that serves two express routes to Salt Lake City.
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2-273 Bicycle parking -- All park-and-ride facilities at rail stations provide bicycle parking. In addition, two rail stations in Salt Lake City have bikesharing stations.
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2-274 Monthly pavement inspection. Pothole maintenance.
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2-275 Short-Term Leases for Special Events UTA will consider short-term (e.g., part of a day) leases of its park-and-ride facilities for nontransit uses, when those uses would not interfere with transit passengers' ability to find a parking space and ride transit.
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2-276 CHARGING FOR PARKING UTA does not charge for parking at any of its park-and-ride facilities. Its facilities were designed to accommodate a demand 30 years in the future from when a facility opened.
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2-277 during the first month when parking fees were charged at both facilities was $2,280. The conclusion of the analysis was that revenue was barely covering the monthly operating costs and not recouping the capital costs.
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2-278 Factors That Influence Demand UTA has conducted license plate surveys at its park-and-ride facilities and has used the cars' registered addresses to create maps that depict the density of trip origins to park-and-ride facilities in the region. UTA has also mapped each station's five-, 10-, and 20-minute drive time catchment area.
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2-279 Park-and-ride demand is monitored regularly. UTA uses a target of 80 percent of capacity to indicate when a facility has reached its functional capacity (i.e., when customers must spend time hunting for an available space)
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From page 464... ...
2-280 Park-and-ride capacity was increased at the Sandy Civic Center and Meadowbrook light rail stations to accommodate the 2002 Winter Olympics and is now being reduced in favor of development. In the case of Sandy Civic Center, 1,200 surface spaces are being converted to approximately 300 structured spaces.
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From page 465... ...
2-281 OPERATING PROCEDURES AND FACILITY MANAGEMENT UTA manages its park-and-ride facilities in-house and feels that doing so helps the transit agency understand demand more intimately. Specific services related to park-and-rides are contracted out: snow removal and state of good repair maintenance.
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From page 466... ...
2-282 Using drought-tolerant, salt-resistant landscaping that minimizes the need for maintenance. Using structural elements that minimize vandalism.
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From page 467... ...
2-283 Safety and Security UTA's design guidelines recommend constructing crosswalks and other designated pedestrian areas from durable, slip-resistant materials that contrast with the asphalt used for parking aisles and stalls. According to the guidelines, "Pedestrian crossings at the entrance …, as well as the driving aisles within the parking lot, should be striped or delineated in some way." Furthermore, "Where possible and most particularly at the larger lots, walkways [providing a minimum of 5 feet of clear area excluding vehicle overhang]
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From page 468... ...
2-284 Potential TOD sites have been identified by UTA following extensive analysis by in-house planners and external consultants. Once a decision has been made to pursue development on a site, following internal due diligence and consultation with the local jurisdiction, UTA issues an RFP to the development community.
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2-285 Return on Investment UTA's TODs are projected to return approximately 20 percent. Benefits of TOD In addition to the financial return on investment, UTA identify increased ridership, local economic development, improved relationships with local jurisdictions and other stakeholders, provision of amenities for patrons, more efficient use of their property, and improved air quality (through a reduction in auto trip-making)
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From page 470... ...
2-286 Develop a park-and-ride master plan that identifies future parking needs and TOD opportunities at each of the transit agency's facilities. The plan can also present policies and design guidance related to park-and-ride facilities, as well as details of the methodologies used to estimate demand and identify potential future park-and-ride locations.
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2-287 WMATA – WASHINGTON METROPOLITAN TRANSIT AUTHORITY INTRODUCTION This case study describes the park-and-ride program for the Washington Metropolitan Transit Authority (WMATA)
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Sourc WMATA surround and Metr e: Washington , which form ing commun obus system Metropolitan Figure 3 ed in 1967 ities in Mar s. The trans Area Transit A 2.
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2-289 operating under a board of directors with two representatives each from the District of Columbia, Maryland, Virginia, and the federal government. Funding for WMATA comes from each of the governing bodies, determined by a formula that considers population density, average weekday ridership, and number of stations per jurisdiction.
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From page 474... ...
2-290 Table 78. WMATA One-Way Fares.
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From page 475... ...
2-291 officials must work with and be answerable to high-level governmental entities from three different jurisdictions. In addition, WMATA is federally regulated by FTA.
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From page 476... ...
2-292 Additionally, WMATA facilitates a formal public hearing process periodically. Whenever the board of directors considers a proposed change in fares or parking fees, WMATA is required to solicit public comment from each of its impacted jurisdictions.
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From page 477... ...
2-293 program is in place for all facilities, but it is not funded through operations dollars. Preventive maintenance funding comes from capital funding sources though jurisdictional partners and the federal government.
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2-294 Metro station, and New Carrollton has a large garage nearby. WMATA views these facilities as supporting ridership on the system.
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2-295 Today, parking fees generate significant revenue in excess of costs of operation and maintenance. In addition, demand for auto access to stations is strong enough that charging for parking has not had a negative impact on ridership.
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2-296 Environmental justice concerns are considered when reviewing park-and-ride changes. Specifically, staff review which communities are using the system and how they are using it.
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From page 481... ...
2-297 the subject station to similar stations on the system today. Based on that, they estimate the number of people they project will use that station and the appropriate modal breakdown.
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2-298 Notable Practices WMATA has found demand estimation tools to be imprecise. Maintaining flexibility and responding to changes in demand allows the transit agency to deliver service.
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2-299 CONTRACTED PARKING MANAGEMENT WMATA previously contracted parking management services but switched to in-house management six years ago. At that point, WMATA had approximately 200 parking attendants working by contract, at a cost of over $5 million per year.
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From page 484... ...
2-300 TRANSIT-ORIENTED DEVELOPMENT WMATA has extensive experience with joint development over the years and continues to advance projects into the near future. The transit agency has engaged in joint development partnerships on transit-agency-owned land, including implementing structured parking at stations to create additional space for TOD.
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From page 485... ...
2-301 SUMMARY -- NOTABLE PRACTICES WMATA's experience with park-and-ride yielded the following notable practices: Carefully consider jurisdictional requirements to help ensure smooth park-and-ride planning and operations. Ensure flexibility and nimbleness in planning and funding to create additional opportunities to construct parking facilities.
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2-302 TOD is easier to accomplish where land values are high and is more difficult where land values are minimal.
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2-303 REFERENCES Alliance Transportation Group.
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2-305 http://www.transitchicago.com/assets/1/rpmproject/RPM_Scoping_Report_Final_2011August.pdf. Accessed July 13, 2016.
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2-306 Chicago Transit Authority.
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From page 491... ...
2-307 Chicago Transit Authority.
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From page 492... ...
2-308 Federal Transit Administration.
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From page 493... ...
2-309 King County Metro Transit and Sound Transit.
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From page 494... ...
2-310 Metropolitan Transit Authority of Harris County.
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From page 495... ...
2-311 Pierce County Transit.
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From page 497... ...
2-313 Sound Transit.
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From page 498... ...
2-314 Texas A&M Transportation Institute.
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From page 499... ...
2-315 Village of Forest Park.
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From page 500... ...
2-316 Federal Transit Administration.
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From page 501... ...
2-317 King County Metro Transit and Sound Transit.
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From page 502... ...
2-318 Metropolitan Transit Authority of Harris County.
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From page 503... ...
2-319 Pierce County Transit.
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From page 505... ...
2-321 Sound Transit.
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From page 506... ...
2-322 Texas A&M Transportation Institute.
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From page 507... ...
2-323 Village of Forest Park.
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Key Terms
This material may be derived from roughly machine-read images, and so is provided only to facilitate research.
More
information on Chapter Skim is available.