Time For Choice from our Parking Conference

For many years I have been going to parking conferences and I look forward to them as well.  In many parts of the world and in many of them I have been astounded at the changing technologies that are shaping how we do things in the parking world, different companies that have come and gone and the wide range of methodologies that have been worked and re-worked (or even re-packaged) in an attempt to do things better. 

The common theme through all of these conferences, admittedly run by professional conference companies, is that they are wide in variety, topics and speakers.  The New Zealand Parking Conference, in Dunedin this year, has to be the narrowest of scope of programmes I have seen in a long time.  This is a programme entirely focussed on Enforcement, while Operations, Technology, Management, Valet, Marketing have been left out in the cold and untouched.

Look at the up coming British Parking association Conference programme on 27^th September 2012,

• The Parking Charges Debate
• Sustainable Towns
• Town Teamwork
• Parking Strategy
• Understanding Parking Behaviour
• Innovation and Technology Focus
• Maximising the Evening and Night Time Economy
• High Streets of the Future
• Accessible Towns
• Understanding and Exceeding Customer Expectations

This is a great programme and it covers all aspects of parking, except Enforcement, which is covered by the speakers they have.

Look at the October 15^th National Parking Association convention’s programme.  They run a choice of six tracks to mix and match from,

• Certified Parking Professional (CPP) - education
• Peak Performance - Smart Cities: The Next Wave in Transportation and Parking Management
• Technology - Smart Cities: The Future of Citywide Parking Management.
• Finance - Driving Performance: The Realities of Revenue Control, People, Process & Technology
• Valet - How To Deliver White Glove Service to Meet Rising Front Line Service Expectations
• Management & Operations - The Big 3: Revenue, Maintenance & Management

Nothing in here about Enforcement but they also cover topics in Airport and Hotel parking and have a valet Olympics for fun.

NZPA programme is,

• WOF & Licensing Enforcing
• Kerbside Discretions/Interactions/Explanations
• CCS Disability Action - update on new mobility cards
• Ministry of Transport Updates
• History of the Number Plate

I am thinking that the NZPA conference is so narrowly focussed that it has become a Council only jaunt and since Councils have a small market share, in the bigger cities anyway, they ignore the majority of the car parking market.

I hear that there is a Healthcare Parking conference planned for Christchurch in December this year, to coincide with the re-build of Christchurch.  Maybe there will be specialist conferences pop up to fill the large gap left by NZPA.  There is already an airport conference for Australasia that has a parking component in it, as parking is a huge part of airport operations these days.  Other specialist conferences should be welcomed as the topics mentioned above must be covered regularly in New Zealand.

I think there is a need for a Parking conference in New Zealand, that will cover all of the topics of parking, offer some education and give participants, and that means the private sector as well, a well earned choice of topics.  This will only create a closer and better performing sector that will deliver better and more consistent standards to the public of New Zealand.

Kevin Warwood

"How big is the global parking industry in revenue?" was the question asked of me at a recent cocktail party. I had no idea. Can anyone give me an estimate?

Free parking - How do you monitor its Performance?

I look at it like this, if you have a P120 restriction in an area, then in an 8 hour day (9.00am to 5.00pm), then turnover will be 8 hours divided by 120 mins or a turn over of 4.  Best utilisation would be a turn of 85% of that being 3.4 turns in a day.  If you have a P30 retriction, then in an 8 hour day, turnover will be 16 and best utilisaton would be 13.6 turns in a day. The turnover would then be the target.  If we get lower turnover, then the restrictions are wrong, If we get higher turnover then the restrictions are wrong.... Would you agree?

Poor Mans Performance Parking II - A Matter of Balance

Like most things in life, balance will always bring most rewards to most people.  Once influences get involved that do not understand the need for balance and they try to manipulate the system to their favour, or move the system out of a lack of or full competence, then the system is out of balance and undue pressures occur. In parking, this will look like queues, circulating traffic, or streets of vacant spaces …. and frustration for all.

My definition of ‘balanced parking’ is as one car pulls out, another pulls in, that is, supply and demand are in balance.

Balanced Parking is a system where all of the levers that a parking resource manager has at their disposal are being used to create a system that favours access for all who require it, has little or no queuing, little or no circulating, little or no vacancy, is well communicated and has the trust to be managed at a low level. 

Levers of a Balanced Parking system are those that affect the supply or demand of the car park resource.  These influencers are things like time-restrictions, number of spaces, proximity of the car park to the demand drivers, lighting, security, safety record, neighbourhood, geography, barrier versus pay & display, lack of acceptance of payments, look & feel, product categories, staff or lack of staff, marketing, technology, enforcement and of course, price. 

Mt definition of supply is car parks, and demand, are cars looking for a car park.

Abstract pricing is inefficient.  We need to understanding that a one size fits all approach creates anomalies and favouritism to a few.  In some cities they have a single on-street price for parking.  The anomalies that this system has created are huge.  In Christchurch where an earthquake decimated the CBD of the city, now has activity beavering away on the west of the city but the east is still to have any new activity appear.  The response to the one size fits all policy there, is that the west is under priced and queues and traffic circulation is occurring and the east has 6 cars per week parking on one street, but the price is still the same.  Abstract pricing does not work.  It must be micro managed.  Technology and new management techniques allow for micro-managing parking operations to a much lower level now.

The city’s resource must include all of its stock, which includes private resources as well.  There is little point in trying to understand and then respond to what the demand is telling you, without understanding the supply.  This is clearly a difficult task, especially if the records of supply have been ineffectually kept over time.  Understanding what is happening in front of you each day will make a lot more sense if you do know your supply.

Occupancy is the ultimate indicator of balance.  We will not be able to get to a true 100% occupancy measure ever for obvious reasons but we should be able to get to a figure that you are comfortable with.  Operating at 90% plus occupancy will require some very efficient technology, such as space detectors etc.  Shoup spoke one space per block as the general figure for occupancy that delivers general balance.  I suggest that if you only have a low tech approach, you may have to put a simple system in place and sneak up on the occupancy figure over time by refining your processes and procedures.

A simple low tech method of getting your occupancy figure and balance, is to use the revenue transposed to time.  This is the system that makes a few assumptions, but is a simple method to use and can be easily set up and understood. 

First, we make the assumption that revenue equals the appropriate time spent parking.  In truth, this is inaccurate for example, people will buy an hours worth of parking and then leave after 50 minutes.  The next person does the same, and on a busy day, you can end up with revenue equalling 120% of the actual time purchased.  Conversely, you can have someone sit in a space using up the time, and only paying when prompted by the visit of an Enforcement Officer.  Occupancy will be at low levels here.  But if we understand these possibilities, then we can be happy with the assumption that revenue equals the appropriate time spent parking.  For our example we will say that the revenue for the day was $21.00.

Secondly, we take the possible revenue that a system allows, for example, if your parking system allows for parking between the hours of 09:00 to 17:00 and the rate is $3.00 per hour, then the possible revenue is $24.00 per day.

Thirdly, we divide the revenue by the possible revenue and our occupancy for the day is $21/$24 = 87.5%.   Our low tech system is close to being in balance or demand equalling demand.

Working out what the ideal number is for your city is difficult as it is unique to your city, so saying 87.5% is the right number is wrong.  One precinct of our city has a hospital in it.  The occupancy, based on revenue, spikes at 7am to 8am, as the staff change over shifts.  The rest of the day is at about 60%.  So do you set about amending your pricing to reflect the 400% before 8am or the rest of the day?  Each precinct and each city is different and needs to be worked out over time.

One of my projects has been to develop a low tech system to understand the balance, divide the city into relevant precincts and to start to collect occupancy data on each precinct to show how supply meets demand in each area.  The results have shown that recommendations for some serous price reductions are called for in some areas, price maintenance in other areas, but no price rises can be justified yet.

The simple system we have implemented can deliver data that can be reviewed at anytime, for anytime that money is being put into machines, and face it, these are generally the only times we need to monitor ‘balance’ anyway.

Kevin Warwood

What's the Big Fuss about SF Park?

In one of my roles at a commercial car parking company, we would review up to 50 or so of the 80 or so car parks we operated, every week.  We would look over its performance, its performance against the surrounding competitions’ car parks and how it was tracking to budget. 

The review would include Average Ticket Values (ATV), Average Length of Stay (ALS), prices, volumes, staffing, revenues and occupancy etc.  We would look at the opposition’s volumes and prices also.  Out of all of these reviews, each week, the Operations Team would come up with about 10-15 change recommendations, and put about 10 or so on a ‘watch list’.  These changes would go out after the Wednesday meeting, to sign writers, programmers, and operations teams, to start dropping flyers to let customers know of the changes coming.  The changes would occur on the Tuesday of the next week as we didn’t want to make changes on a Friday or Monday.

A lot of the main parameters here are simple and easy to understand.  The tell you a lot about the behaviour of the customer relative to the operating conditions of the car park plus the surrounding competitive environment.  If a competitor drops their price by a $1.00 per hour, it’s going to affect the occupancy, volumes and ATV of the car park.  If a major load creating business shuts down or moves from the offices next door, the volumes and the ALS will change and so you need to respond with a change in price or other product categories.  All of these things are levers that affect the occupancy of the car park.

Occupancy of the car park site is the parameter that is the sum of all of the other parameters.  All of the other parameters are levers to drive full occupancy and full occupancy is a measure of an active, economic and effective car park site.  Occupancy drops, you need to review the other parameters to get occupancy back up, or if occupancy climbs, you need to review the other parameters to get the occupancy down to a manageable level. 

Occupancy has been how off-street car parks have been managed for as long as I can remember, but we now have a fuss over the introduction of occupancy as a prime parameter to controlling and managing on-street parking.  Why?  It’s not new.

Kevin Warwood

Do Hospital Staff Have Unreal Expectations for Parking?

Both Sides Unreasonable here?

Unfortunately, Lorraine, as lovely a lady as she appears, said "NHS staff are expected to stop what they’re doing four hours into their working day to go and move their cars." I don’t think that is the expectation. I think the expectation is for staff to not park in these areas or there wouldn't be a 4 hour limit. Having said that, there appears to be a clear need for some staff parking facility. If the NHS decided to go down that route, it could pay for it by charging staff to park or selling some kind of BOOT scheme to a private investor. It would solve the issue.

http://www.dailyrecord.co.uk/news/scottish-news/2012/06/24/nurse-takes-defiant-stand-against-hospital-parking-charges-by-refusing-to-pay-fine-86908-23899870/

If only ...............

You are put in a room with a few other suitably qualified people and you are given as many pieces of butcher paper and marker pens as you like. 

You are posed a question, “if you can re-build a city’s parking infrastructure with no resource restrictions, how would you go about it?”. 

So how would you start?