Summary of Findings and Recommendations by Consulting Engineers Group – 2006 Parking Study
To meet its current parking demand, the University has a need for 200 spaces at this time. As development projects proceed over the next 12 months, UA will lose at least 800 spaces and increase parking demand by about 200 spaces. While steps to reduce parking demand are necessary, their impact on a commuter-oriented campus will not significantly reduce the demand for 1,200 new spaces. Moreover, between 2008 and 2011, at least 90 additional spaces will be required annually. Action to provide adequate parking within a year is necessary.
A reliable and comprehensive transportation system can reduce parking demand and improve campus vitality. The existing shuttle system lacks both qualities. As the campus expands its borders and population, a viable transportation system will be even more important. The time to start such a system is now.
The existing fee structure for parkingand transportation services is not reflective of the true cost of providing those services. Existing parking fees reflect a campus with surface parking lots, not one with a majority of its spaces in multi-story decks. Yet while fees should reflect the cost of the service, the transformation of surface parking lots into new development has placed an unfair financial burden onto the parking customers. New development projects must consider and budget for parking and transportation impacts.
It is important to employ policies and procedures that are appropriate for the University of Akron. Nevertheless, some procedures used at other universities and industry practices can enhance the delivery of parking and transportation services at UA. Some of those practices are suggested for implementation. One must also be mindful that parking and transportation programs must work in conjunction with local traffic conditions. Coordination of efforts and sharing responsibilities and resources between the City and the University will enhance safety and provide a better quality of life in and around the University of Akron.
To assist the University in managing its parking and transportation assets, a series of prioritized recommendations have been prepared for implementation.
High Priority
- The University must take steps to address the parking shortage. Steps include:
- Reduce visitor parking by 100 spaces
- Eliminate permit sales to non-university members
- Lease additional off-campus property for parking
- Construct a parking deck with a minimum of 1,200 spaces on the site of Lot 34 (Wolf Ledges and Carroll) to accommodate immediate needs. Consider a larger deck (1,600 spaces) to meet future parking demand. Alternative sites are Lot 27 (Buchtel and Hill) andLot 10 (Spicer and Vine).
- In the short-term, to improve its transportation service, the University must first provide and promote an enhanced (longer hours, more frequent service), in-house shuttle program to replace the current Polsky Express. A long-term goal is to expand the shuttle programto other areas of the campus once it is perceived as a viable service to the campus community. The expanded program will require the addition of a Transportation Manager. Improvements to traffic conditions on Buchtel will further enhance the shuttle.
- The Parking Services Department must function as a true enterprise operation by:
- Charging for all services provided
- Receiving compensation (assumption of debt or upfront capital contribution) for any adverse service impacts due to development
- Utilizing a flexible rate structure to set rates annually below an approved maximum
- Providing more parking permit options to all members of the campus community
- To better address traffic, parking, and transportation concerns, an empowered Traffic Improvement Committee with the City of Akronis recommended.
- To provide for impartial appeals of parking citations, the university must define clear policy and procedure guidelines for citation adjudication and establish an appropriate entity for hearing citations appeals.
Medium Priority
To enhance the effectiveness of the High Priority steps previously presented, other complementary initiatives are recommended. These initiatives will:
- Increase parking supply
- Reduce the number of reserved spaces
- Eliminate dedicated spaces
- Re-convert the property at Spicer and Buchtel to parking
- Reduce parking demand
- Offer free Metro passes to those who do not park a vehicle on campus
- Provide free parking for motorcycles
- Eliminate employee parking subsidy
- Make the Parking Services Department more financially secure
- Establish a reserve fund for capital projects
- Dedicate parking fine revenue for transportations services
- Improve service delivery
- Adopt a coordinated Special Event parking program
- Correct maintenance items and improve cleaning procedures
- Establish a mission for the Department
- Revise uniform policy for Lot Monitors
- Use Lot Monitors to assist customers during the first week of each semester
- Issue warning for minor infractions during first week of each semester
- Establish a pro-active program to inform campus community of parking and transportation options
- Maintain and nurture relationships with University Park Alliance, Metro, City of Akron – Traffic Engineering, and other University Departments
Low Priority
The following steps will further enhance the University’s parking and transportation services but their implementation is not as critical as those preciously presented.
- Provide more bicycle racks and lockers
- Establish a carpool/vanpool program
- Take steps to increase parking supply on gravel lots by marking stalls
- Consolidate visitor parking
- Improve wayfinding for visitors
- Replaceparking meters within five years
- Maintain the existing entry/exit portals around the University
- Write a Policies and Procedures Manual
- Provide uniform signage design for all parking facilities
- Establish a formal training program for Lot Monitors