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Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies (2009)

Chapter: Chapter 4 - Parking Strategies and Supporting Technologies

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Suggested Citation:"Chapter 4 - Parking Strategies and Supporting Technologies." National Academies of Sciences, Engineering, and Medicine. 2009. Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies. Washington, DC: The National Academies Press. doi: 10.17226/14342.
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Suggested Citation:"Chapter 4 - Parking Strategies and Supporting Technologies." National Academies of Sciences, Engineering, and Medicine. 2009. Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies. Washington, DC: The National Academies Press. doi: 10.17226/14342.
×
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Suggested Citation:"Chapter 4 - Parking Strategies and Supporting Technologies." National Academies of Sciences, Engineering, and Medicine. 2009. Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies. Washington, DC: The National Academies Press. doi: 10.17226/14342.
×
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Suggested Citation:"Chapter 4 - Parking Strategies and Supporting Technologies." National Academies of Sciences, Engineering, and Medicine. 2009. Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies. Washington, DC: The National Academies Press. doi: 10.17226/14342.
×
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Suggested Citation:"Chapter 4 - Parking Strategies and Supporting Technologies." National Academies of Sciences, Engineering, and Medicine. 2009. Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies. Washington, DC: The National Academies Press. doi: 10.17226/14342.
×
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Suggested Citation:"Chapter 4 - Parking Strategies and Supporting Technologies." National Academies of Sciences, Engineering, and Medicine. 2009. Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies. Washington, DC: The National Academies Press. doi: 10.17226/14342.
×
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Suggested Citation:"Chapter 4 - Parking Strategies and Supporting Technologies." National Academies of Sciences, Engineering, and Medicine. 2009. Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies. Washington, DC: The National Academies Press. doi: 10.17226/14342.
×
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Suggested Citation:"Chapter 4 - Parking Strategies and Supporting Technologies." National Academies of Sciences, Engineering, and Medicine. 2009. Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies. Washington, DC: The National Academies Press. doi: 10.17226/14342.
×
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Suggested Citation:"Chapter 4 - Parking Strategies and Supporting Technologies." National Academies of Sciences, Engineering, and Medicine. 2009. Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies. Washington, DC: The National Academies Press. doi: 10.17226/14342.
×
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Suggested Citation:"Chapter 4 - Parking Strategies and Supporting Technologies." National Academies of Sciences, Engineering, and Medicine. 2009. Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies. Washington, DC: The National Academies Press. doi: 10.17226/14342.
×
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Suggested Citation:"Chapter 4 - Parking Strategies and Supporting Technologies." National Academies of Sciences, Engineering, and Medicine. 2009. Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies. Washington, DC: The National Academies Press. doi: 10.17226/14342.
×
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Suggested Citation:"Chapter 4 - Parking Strategies and Supporting Technologies." National Academies of Sciences, Engineering, and Medicine. 2009. Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies. Washington, DC: The National Academies Press. doi: 10.17226/14342.
×
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Suggested Citation:"Chapter 4 - Parking Strategies and Supporting Technologies." National Academies of Sciences, Engineering, and Medicine. 2009. Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies. Washington, DC: The National Academies Press. doi: 10.17226/14342.
×
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Suggested Citation:"Chapter 4 - Parking Strategies and Supporting Technologies." National Academies of Sciences, Engineering, and Medicine. 2009. Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies. Washington, DC: The National Academies Press. doi: 10.17226/14342.
×
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Suggested Citation:"Chapter 4 - Parking Strategies and Supporting Technologies." National Academies of Sciences, Engineering, and Medicine. 2009. Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies. Washington, DC: The National Academies Press. doi: 10.17226/14342.
×
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Suggested Citation:"Chapter 4 - Parking Strategies and Supporting Technologies." National Academies of Sciences, Engineering, and Medicine. 2009. Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies. Washington, DC: The National Academies Press. doi: 10.17226/14342.
×
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Suggested Citation:"Chapter 4 - Parking Strategies and Supporting Technologies." National Academies of Sciences, Engineering, and Medicine. 2009. Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies. Washington, DC: The National Academies Press. doi: 10.17226/14342.
×
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Suggested Citation:"Chapter 4 - Parking Strategies and Supporting Technologies." National Academies of Sciences, Engineering, and Medicine. 2009. Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies. Washington, DC: The National Academies Press. doi: 10.17226/14342.
×
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Suggested Citation:"Chapter 4 - Parking Strategies and Supporting Technologies." National Academies of Sciences, Engineering, and Medicine. 2009. Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies. Washington, DC: The National Academies Press. doi: 10.17226/14342.
×
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Suggested Citation:"Chapter 4 - Parking Strategies and Supporting Technologies." National Academies of Sciences, Engineering, and Medicine. 2009. Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies. Washington, DC: The National Academies Press. doi: 10.17226/14342.
×
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Suggested Citation:"Chapter 4 - Parking Strategies and Supporting Technologies." National Academies of Sciences, Engineering, and Medicine. 2009. Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies. Washington, DC: The National Academies Press. doi: 10.17226/14342.
×
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Suggested Citation:"Chapter 4 - Parking Strategies and Supporting Technologies." National Academies of Sciences, Engineering, and Medicine. 2009. Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies. Washington, DC: The National Academies Press. doi: 10.17226/14342.
×
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Suggested Citation:"Chapter 4 - Parking Strategies and Supporting Technologies." National Academies of Sciences, Engineering, and Medicine. 2009. Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies. Washington, DC: The National Academies Press. doi: 10.17226/14342.
×
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Suggested Citation:"Chapter 4 - Parking Strategies and Supporting Technologies." National Academies of Sciences, Engineering, and Medicine. 2009. Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies. Washington, DC: The National Academies Press. doi: 10.17226/14342.
×
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Suggested Citation:"Chapter 4 - Parking Strategies and Supporting Technologies." National Academies of Sciences, Engineering, and Medicine. 2009. Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies. Washington, DC: The National Academies Press. doi: 10.17226/14342.
×
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Suggested Citation:"Chapter 4 - Parking Strategies and Supporting Technologies." National Academies of Sciences, Engineering, and Medicine. 2009. Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies. Washington, DC: The National Academies Press. doi: 10.17226/14342.
×
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Suggested Citation:"Chapter 4 - Parking Strategies and Supporting Technologies." National Academies of Sciences, Engineering, and Medicine. 2009. Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies. Washington, DC: The National Academies Press. doi: 10.17226/14342.
×
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Suggested Citation:"Chapter 4 - Parking Strategies and Supporting Technologies." National Academies of Sciences, Engineering, and Medicine. 2009. Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies. Washington, DC: The National Academies Press. doi: 10.17226/14342.
×
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Suggested Citation:"Chapter 4 - Parking Strategies and Supporting Technologies." National Academies of Sciences, Engineering, and Medicine. 2009. Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies. Washington, DC: The National Academies Press. doi: 10.17226/14342.
×
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Suggested Citation:"Chapter 4 - Parking Strategies and Supporting Technologies." National Academies of Sciences, Engineering, and Medicine. 2009. Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies. Washington, DC: The National Academies Press. doi: 10.17226/14342.
×
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Suggested Citation:"Chapter 4 - Parking Strategies and Supporting Technologies." National Academies of Sciences, Engineering, and Medicine. 2009. Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies. Washington, DC: The National Academies Press. doi: 10.17226/14342.
×
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Suggested Citation:"Chapter 4 - Parking Strategies and Supporting Technologies." National Academies of Sciences, Engineering, and Medicine. 2009. Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies. Washington, DC: The National Academies Press. doi: 10.17226/14342.
×
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Suggested Citation:"Chapter 4 - Parking Strategies and Supporting Technologies." National Academies of Sciences, Engineering, and Medicine. 2009. Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies. Washington, DC: The National Academies Press. doi: 10.17226/14342.
×
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Suggested Citation:"Chapter 4 - Parking Strategies and Supporting Technologies." National Academies of Sciences, Engineering, and Medicine. 2009. Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies. Washington, DC: The National Academies Press. doi: 10.17226/14342.
×
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Suggested Citation:"Chapter 4 - Parking Strategies and Supporting Technologies." National Academies of Sciences, Engineering, and Medicine. 2009. Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies. Washington, DC: The National Academies Press. doi: 10.17226/14342.
×
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Suggested Citation:"Chapter 4 - Parking Strategies and Supporting Technologies." National Academies of Sciences, Engineering, and Medicine. 2009. Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies. Washington, DC: The National Academies Press. doi: 10.17226/14342.
×
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Suggested Citation:"Chapter 4 - Parking Strategies and Supporting Technologies." National Academies of Sciences, Engineering, and Medicine. 2009. Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies. Washington, DC: The National Academies Press. doi: 10.17226/14342.
×
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Suggested Citation:"Chapter 4 - Parking Strategies and Supporting Technologies." National Academies of Sciences, Engineering, and Medicine. 2009. Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies. Washington, DC: The National Academies Press. doi: 10.17226/14342.
×
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Suggested Citation:"Chapter 4 - Parking Strategies and Supporting Technologies." National Academies of Sciences, Engineering, and Medicine. 2009. Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies. Washington, DC: The National Academies Press. doi: 10.17226/14342.
×
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Suggested Citation:"Chapter 4 - Parking Strategies and Supporting Technologies." National Academies of Sciences, Engineering, and Medicine. 2009. Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies. Washington, DC: The National Academies Press. doi: 10.17226/14342.
×
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Suggested Citation:"Chapter 4 - Parking Strategies and Supporting Technologies." National Academies of Sciences, Engineering, and Medicine. 2009. Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies. Washington, DC: The National Academies Press. doi: 10.17226/14342.
×
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Suggested Citation:"Chapter 4 - Parking Strategies and Supporting Technologies." National Academies of Sciences, Engineering, and Medicine. 2009. Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies. Washington, DC: The National Academies Press. doi: 10.17226/14342.
×
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Suggested Citation:"Chapter 4 - Parking Strategies and Supporting Technologies." National Academies of Sciences, Engineering, and Medicine. 2009. Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies. Washington, DC: The National Academies Press. doi: 10.17226/14342.
×
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Suggested Citation:"Chapter 4 - Parking Strategies and Supporting Technologies." National Academies of Sciences, Engineering, and Medicine. 2009. Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies. Washington, DC: The National Academies Press. doi: 10.17226/14342.
×
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Suggested Citation:"Chapter 4 - Parking Strategies and Supporting Technologies." National Academies of Sciences, Engineering, and Medicine. 2009. Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies. Washington, DC: The National Academies Press. doi: 10.17226/14342.
×
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Suggested Citation:"Chapter 4 - Parking Strategies and Supporting Technologies." National Academies of Sciences, Engineering, and Medicine. 2009. Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies. Washington, DC: The National Academies Press. doi: 10.17226/14342.
×
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Suggested Citation:"Chapter 4 - Parking Strategies and Supporting Technologies." National Academies of Sciences, Engineering, and Medicine. 2009. Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies. Washington, DC: The National Academies Press. doi: 10.17226/14342.
×
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Suggested Citation:"Chapter 4 - Parking Strategies and Supporting Technologies." National Academies of Sciences, Engineering, and Medicine. 2009. Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies. Washington, DC: The National Academies Press. doi: 10.17226/14342.
×
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Suggested Citation:"Chapter 4 - Parking Strategies and Supporting Technologies." National Academies of Sciences, Engineering, and Medicine. 2009. Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies. Washington, DC: The National Academies Press. doi: 10.17226/14342.
×
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Suggested Citation:"Chapter 4 - Parking Strategies and Supporting Technologies." National Academies of Sciences, Engineering, and Medicine. 2009. Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies. Washington, DC: The National Academies Press. doi: 10.17226/14342.
×
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Suggested Citation:"Chapter 4 - Parking Strategies and Supporting Technologies." National Academies of Sciences, Engineering, and Medicine. 2009. Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies. Washington, DC: The National Academies Press. doi: 10.17226/14342.
×
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Suggested Citation:"Chapter 4 - Parking Strategies and Supporting Technologies." National Academies of Sciences, Engineering, and Medicine. 2009. Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies. Washington, DC: The National Academies Press. doi: 10.17226/14342.
×
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Suggested Citation:"Chapter 4 - Parking Strategies and Supporting Technologies." National Academies of Sciences, Engineering, and Medicine. 2009. Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies. Washington, DC: The National Academies Press. doi: 10.17226/14342.
×
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Suggested Citation:"Chapter 4 - Parking Strategies and Supporting Technologies." National Academies of Sciences, Engineering, and Medicine. 2009. Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies. Washington, DC: The National Academies Press. doi: 10.17226/14342.
×
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Suggested Citation:"Chapter 4 - Parking Strategies and Supporting Technologies." National Academies of Sciences, Engineering, and Medicine. 2009. Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies. Washington, DC: The National Academies Press. doi: 10.17226/14342.
×
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Suggested Citation:"Chapter 4 - Parking Strategies and Supporting Technologies." National Academies of Sciences, Engineering, and Medicine. 2009. Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies. Washington, DC: The National Academies Press. doi: 10.17226/14342.
×
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Suggested Citation:"Chapter 4 - Parking Strategies and Supporting Technologies." National Academies of Sciences, Engineering, and Medicine. 2009. Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies. Washington, DC: The National Academies Press. doi: 10.17226/14342.
×
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Suggested Citation:"Chapter 4 - Parking Strategies and Supporting Technologies." National Academies of Sciences, Engineering, and Medicine. 2009. Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies. Washington, DC: The National Academies Press. doi: 10.17226/14342.
×
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Suggested Citation:"Chapter 4 - Parking Strategies and Supporting Technologies." National Academies of Sciences, Engineering, and Medicine. 2009. Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies. Washington, DC: The National Academies Press. doi: 10.17226/14342.
×
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Suggested Citation:"Chapter 4 - Parking Strategies and Supporting Technologies." National Academies of Sciences, Engineering, and Medicine. 2009. Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies. Washington, DC: The National Academies Press. doi: 10.17226/14342.
×
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Suggested Citation:"Chapter 4 - Parking Strategies and Supporting Technologies." National Academies of Sciences, Engineering, and Medicine. 2009. Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies. Washington, DC: The National Academies Press. doi: 10.17226/14342.
×
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Suggested Citation:"Chapter 4 - Parking Strategies and Supporting Technologies." National Academies of Sciences, Engineering, and Medicine. 2009. Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies. Washington, DC: The National Academies Press. doi: 10.17226/14342.
×
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Suggested Citation:"Chapter 4 - Parking Strategies and Supporting Technologies." National Academies of Sciences, Engineering, and Medicine. 2009. Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies. Washington, DC: The National Academies Press. doi: 10.17226/14342.
×
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Suggested Citation:"Chapter 4 - Parking Strategies and Supporting Technologies." National Academies of Sciences, Engineering, and Medicine. 2009. Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies. Washington, DC: The National Academies Press. doi: 10.17226/14342.
×
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Suggested Citation:"Chapter 4 - Parking Strategies and Supporting Technologies." National Academies of Sciences, Engineering, and Medicine. 2009. Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies. Washington, DC: The National Academies Press. doi: 10.17226/14342.
×
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Suggested Citation:"Chapter 4 - Parking Strategies and Supporting Technologies." National Academies of Sciences, Engineering, and Medicine. 2009. Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies. Washington, DC: The National Academies Press. doi: 10.17226/14342.
×
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Suggested Citation:"Chapter 4 - Parking Strategies and Supporting Technologies." National Academies of Sciences, Engineering, and Medicine. 2009. Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies. Washington, DC: The National Academies Press. doi: 10.17226/14342.
×
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Suggested Citation:"Chapter 4 - Parking Strategies and Supporting Technologies." National Academies of Sciences, Engineering, and Medicine. 2009. Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies. Washington, DC: The National Academies Press. doi: 10.17226/14342.
×
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Suggested Citation:"Chapter 4 - Parking Strategies and Supporting Technologies." National Academies of Sciences, Engineering, and Medicine. 2009. Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies. Washington, DC: The National Academies Press. doi: 10.17226/14342.
×
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Suggested Citation:"Chapter 4 - Parking Strategies and Supporting Technologies." National Academies of Sciences, Engineering, and Medicine. 2009. Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies. Washington, DC: The National Academies Press. doi: 10.17226/14342.
×
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Suggested Citation:"Chapter 4 - Parking Strategies and Supporting Technologies." National Academies of Sciences, Engineering, and Medicine. 2009. Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies. Washington, DC: The National Academies Press. doi: 10.17226/14342.
×
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Suggested Citation:"Chapter 4 - Parking Strategies and Supporting Technologies." National Academies of Sciences, Engineering, and Medicine. 2009. Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies. Washington, DC: The National Academies Press. doi: 10.17226/14342.
×
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Suggested Citation:"Chapter 4 - Parking Strategies and Supporting Technologies." National Academies of Sciences, Engineering, and Medicine. 2009. Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies. Washington, DC: The National Academies Press. doi: 10.17226/14342.
×
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Suggested Citation:"Chapter 4 - Parking Strategies and Supporting Technologies." National Academies of Sciences, Engineering, and Medicine. 2009. Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies. Washington, DC: The National Academies Press. doi: 10.17226/14342.
×
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Suggested Citation:"Chapter 4 - Parking Strategies and Supporting Technologies." National Academies of Sciences, Engineering, and Medicine. 2009. Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies. Washington, DC: The National Academies Press. doi: 10.17226/14342.
×
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Suggested Citation:"Chapter 4 - Parking Strategies and Supporting Technologies." National Academies of Sciences, Engineering, and Medicine. 2009. Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies. Washington, DC: The National Academies Press. doi: 10.17226/14342.
×
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Suggested Citation:"Chapter 4 - Parking Strategies and Supporting Technologies." National Academies of Sciences, Engineering, and Medicine. 2009. Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies. Washington, DC: The National Academies Press. doi: 10.17226/14342.
×
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Suggested Citation:"Chapter 4 - Parking Strategies and Supporting Technologies." National Academies of Sciences, Engineering, and Medicine. 2009. Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies. Washington, DC: The National Academies Press. doi: 10.17226/14342.
×
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Suggested Citation:"Chapter 4 - Parking Strategies and Supporting Technologies." National Academies of Sciences, Engineering, and Medicine. 2009. Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies. Washington, DC: The National Academies Press. doi: 10.17226/14342.
×
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Suggested Citation:"Chapter 4 - Parking Strategies and Supporting Technologies." National Academies of Sciences, Engineering, and Medicine. 2009. Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies. Washington, DC: The National Academies Press. doi: 10.17226/14342.
×
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Suggested Citation:"Chapter 4 - Parking Strategies and Supporting Technologies." National Academies of Sciences, Engineering, and Medicine. 2009. Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies. Washington, DC: The National Academies Press. doi: 10.17226/14342.
×
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Suggested Citation:"Chapter 4 - Parking Strategies and Supporting Technologies." National Academies of Sciences, Engineering, and Medicine. 2009. Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies. Washington, DC: The National Academies Press. doi: 10.17226/14342.
×
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Suggested Citation:"Chapter 4 - Parking Strategies and Supporting Technologies." National Academies of Sciences, Engineering, and Medicine. 2009. Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies. Washington, DC: The National Academies Press. doi: 10.17226/14342.
×
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Suggested Citation:"Chapter 4 - Parking Strategies and Supporting Technologies." National Academies of Sciences, Engineering, and Medicine. 2009. Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies. Washington, DC: The National Academies Press. doi: 10.17226/14342.
×
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Suggested Citation:"Chapter 4 - Parking Strategies and Supporting Technologies." National Academies of Sciences, Engineering, and Medicine. 2009. Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies. Washington, DC: The National Academies Press. doi: 10.17226/14342.
×
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Suggested Citation:"Chapter 4 - Parking Strategies and Supporting Technologies." National Academies of Sciences, Engineering, and Medicine. 2009. Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies. Washington, DC: The National Academies Press. doi: 10.17226/14342.
×
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Suggested Citation:"Chapter 4 - Parking Strategies and Supporting Technologies." National Academies of Sciences, Engineering, and Medicine. 2009. Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies. Washington, DC: The National Academies Press. doi: 10.17226/14342.
×
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Suggested Citation:"Chapter 4 - Parking Strategies and Supporting Technologies." National Academies of Sciences, Engineering, and Medicine. 2009. Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies. Washington, DC: The National Academies Press. doi: 10.17226/14342.
×
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Suggested Citation:"Chapter 4 - Parking Strategies and Supporting Technologies." National Academies of Sciences, Engineering, and Medicine. 2009. Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies. Washington, DC: The National Academies Press. doi: 10.17226/14342.
×
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Suggested Citation:"Chapter 4 - Parking Strategies and Supporting Technologies." National Academies of Sciences, Engineering, and Medicine. 2009. Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies. Washington, DC: The National Academies Press. doi: 10.17226/14342.
×
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Suggested Citation:"Chapter 4 - Parking Strategies and Supporting Technologies." National Academies of Sciences, Engineering, and Medicine. 2009. Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies. Washington, DC: The National Academies Press. doi: 10.17226/14342.
×
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Suggested Citation:"Chapter 4 - Parking Strategies and Supporting Technologies." National Academies of Sciences, Engineering, and Medicine. 2009. Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies. Washington, DC: The National Academies Press. doi: 10.17226/14342.
×
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Suggested Citation:"Chapter 4 - Parking Strategies and Supporting Technologies." National Academies of Sciences, Engineering, and Medicine. 2009. Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies. Washington, DC: The National Academies Press. doi: 10.17226/14342.
×
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Suggested Citation:"Chapter 4 - Parking Strategies and Supporting Technologies." National Academies of Sciences, Engineering, and Medicine. 2009. Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies. Washington, DC: The National Academies Press. doi: 10.17226/14342.
×
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Suggested Citation:"Chapter 4 - Parking Strategies and Supporting Technologies." National Academies of Sciences, Engineering, and Medicine. 2009. Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies. Washington, DC: The National Academies Press. doi: 10.17226/14342.
×
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Suggested Citation:"Chapter 4 - Parking Strategies and Supporting Technologies." National Academies of Sciences, Engineering, and Medicine. 2009. Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies. Washington, DC: The National Academies Press. doi: 10.17226/14342.
×
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Suggested Citation:"Chapter 4 - Parking Strategies and Supporting Technologies." National Academies of Sciences, Engineering, and Medicine. 2009. Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies. Washington, DC: The National Academies Press. doi: 10.17226/14342.
×
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Suggested Citation:"Chapter 4 - Parking Strategies and Supporting Technologies." National Academies of Sciences, Engineering, and Medicine. 2009. Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies. Washington, DC: The National Academies Press. doi: 10.17226/14342.
×
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Suggested Citation:"Chapter 4 - Parking Strategies and Supporting Technologies." National Academies of Sciences, Engineering, and Medicine. 2009. Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies. Washington, DC: The National Academies Press. doi: 10.17226/14342.
×
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Suggested Citation:"Chapter 4 - Parking Strategies and Supporting Technologies." National Academies of Sciences, Engineering, and Medicine. 2009. Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies. Washington, DC: The National Academies Press. doi: 10.17226/14342.
×
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Suggested Citation:"Chapter 4 - Parking Strategies and Supporting Technologies." National Academies of Sciences, Engineering, and Medicine. 2009. Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies. Washington, DC: The National Academies Press. doi: 10.17226/14342.
×
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Suggested Citation:"Chapter 4 - Parking Strategies and Supporting Technologies." National Academies of Sciences, Engineering, and Medicine. 2009. Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies. Washington, DC: The National Academies Press. doi: 10.17226/14342.
×
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Suggested Citation:"Chapter 4 - Parking Strategies and Supporting Technologies." National Academies of Sciences, Engineering, and Medicine. 2009. Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies. Washington, DC: The National Academies Press. doi: 10.17226/14342.
×
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Suggested Citation:"Chapter 4 - Parking Strategies and Supporting Technologies." National Academies of Sciences, Engineering, and Medicine. 2009. Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies. Washington, DC: The National Academies Press. doi: 10.17226/14342.
×
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Suggested Citation:"Chapter 4 - Parking Strategies and Supporting Technologies." National Academies of Sciences, Engineering, and Medicine. 2009. Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies. Washington, DC: The National Academies Press. doi: 10.17226/14342.
×
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Suggested Citation:"Chapter 4 - Parking Strategies and Supporting Technologies." National Academies of Sciences, Engineering, and Medicine. 2009. Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies. Washington, DC: The National Academies Press. doi: 10.17226/14342.
×
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Suggested Citation:"Chapter 4 - Parking Strategies and Supporting Technologies." National Academies of Sciences, Engineering, and Medicine. 2009. Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies. Washington, DC: The National Academies Press. doi: 10.17226/14342.
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This chapter presents more than 65 strategies and supporting technologies that were identified during the research process and are listed in Figure 4.1. Parking Strategy and Technology Categories To assist the user of this guidebook in finding relevant strategies, the identified strategies and technologies are grouped according to how they are used by customers and airport oper- ators. This grouping resulted in eight categories. A brief description of the categories is as follows: • Category A: Parking Products—Duration Based. These products are generally defined by the length of stay of the customers the products are intended to attract or serve. These products include short-duration parking, long-duration parking, free 30-minute parking, cell phone lots, and other parking products that are duration based. • Category B: Valued-Added Parking Products. These products provide customers a higher level of service than do traditional parking products. These products include valet parking, reserved parking zones, guaranteed spaces, validated parking, and other value-added products available at additional cost. • Category C: Complementary Customer Services. These services, which could be applied to any of the duration-based or value-added parking products described above, are intended to enhance the level of customer service. They include vehicle washing and servicing; on-site sale of food, beverages, and other products; loyalty programs; baggage check-in; pet kennels; and other services. Typically, these services are available at additional cost and are not part of the basic parking services. • Category D: Parking Space Availability and Guidance Systems. These systems guide cus- tomers to empty spaces located in specific parking facilities, empty spaces on specific parking levels or in specific zones, or specific individual empty spaces. This guidance can be provided to customers using signals, dynamic signs, or messages broadcast over the Internet, via tele- phone, or via highway advisory radio (HAR) while customers are en route to, or at, the air- port. This category also includes systems that help pedestrians remember where they parked their vehicles. • Category E: Cashierless Transactions. Cashierless transaction technologies include a variety of parking payment methods that generally do not require cash and therefore minimize or avoid the need for cashiers to handle cash, and potentially reduce or eliminate the need for exit cashiers. These technologies include pay-on-foot (POF) systems, credit card in/out, automatic vehicle identification (AVI) systems, pay by cell phone, and in-lane processing. Supporting technologies, such as license plate recognition, are also included. 14 C H A P T E R 4 Parking Strategies and Supporting Technologies

Parking Strategies and Supporting Technologies 15 • Category F: Revenue Enhancement Strategies. These strategies allow an airport operator to increase the revenues generated by public parking facilities. They include rate adjustments, Web-based reservations, yield management, coupons, advertising, branding, and marketing. • Category G: Safety and Security Strategies. This category includes strategies intended to improve the level of safety afforded parking customers. They include video surveillance and audio communications systems. • Category H: Operational Enhancements. This category includes strategies intended to reduce operating costs and improve operations. Alternative methods of operating airport parking facil- ities (e.g., using airport staff or a private management company) and design/build/operate and maintain programs are included. Automated overnight license plate inventory (LPI) is also included. Each category and its individual strategies/supporting technologies is presented later in this chapter and includes its purpose; use of this particular strategy by customers; reported benefits; implementation actions, key considerations, costs, and schedule; supporting strategies; and examples of airports where the strategy has been implemented. Examples of Strategies Not Included Several categories of parking strategies were not included in this guidebook, as follows: • Architectural and Design Strategies—This guidebook is not intended to serve as a design ref- erence nor is it intended to improve the design of proposed or existing parking facilities. Many design features can increase customer service, enhance safety, and improve operational effi- ciencies. For example, several passive design features—such as visible stair or elevator cores, improved lighting, or improved visibility—can improve the level of safety, and their use should be considered when planning and designing a parking facility. However, such features are not addressed in this guidebook. • Environmental and Sustainability Strategies—This guidebook is not intended to serve as a reference for features or programs that can reduce the environmental impacts of a parking structure, allow for sustainable design and operations, or result in eligibility for Leadership in Energy and Environmental Design (LEED™) certification. Although the guidebook does describe the use of strategies to reduce vehicle circulation, install solar panels, and install elec- tric vehicle charging stations, these strategies represent just a few of the many available pro- grams that can reduce environmental impacts. • Parking Operations—This guidebook is not intended to document best practices in parking facility operations. It does not address staff training, supervision, or responsibilities or other day-to-day operational tasks. It does not address maintenance procedures, the use of security patrols, or revenue control practices (e.g., cash handling, auditing, or accounting). • Multi-Use Facilities—In addition to airline passengers (i.e., “public” customers), some air- port parking structures are used by rental car companies, ground transportation operators (e.g., the operators of taxicabs, limousines, courtesy vehicles serving hotels/motels), or employ- ees of the airport operator, airlines, or other airport tenants. This guidebook is not intended to address the operation, design, or planning of such multi-use facilities. Potential Parking Strategies and Technologies Detailed descriptions of each strategy and supporting technology identified by the research team are provided in the remaining sections of this chapter.

Category A: Parking Products—Duration Based A.1 Hourly/Short-Duration Parking A.2 Daily Parking A.3 Economy/Long-Duration Parking A.4 Very-Short-Duration Parking/Curbside Areas A.5 Free 30-Minute Parking A.6 Cell Phone Lots A.7 No Overnight Parking Zones A.8 Vacation Parking A.9 Holiday/Overflow Parking A.10 Parking Condominiums Category B: Value-Added Parking Products B.1 Valet Parking—Curbside Drop-Off/Pickup B.2 Valet Parking—Curbside Drop-Off/Pickup with Airline Check-In B.3 Valet Parking—Non-Curbside Drop-Off/Pickup B.4 Valet Parking—Customer Transported to/from Airport in Shuttle Van B.5 Business Parking B.6 Monthly Billing––Pay per Use B.7 Reserved Parking Zone—Pay per Use B.8 Guaranteed Space—Unlimited Use B.9 Validated Parking—Retail B.10 Validated Parking—Park-Sleep-Fly B.11 XXL (Extra Large) Parking B.12 Parking for Ladies and Families B.13 Secure Parking and Secure Parking with Valet Service Category C: Complementary Customer Services C.1 Vehicle Washing and Servicing C.2 Concierge Services C.3 Onsite Sale of Food, Beverages, and Other Products C.4 Pre-Ordered In-Flight Meals to Go C.5 Loyalty Programs (Frequent Parker Programs) C.6 Passenger Check-In Kiosks C.7 Baggage Check-In C.8 Pet Kennels C.9 Shaded Spaces C.10 Shaded Spaces with Solar Panels C.11 Electric Charging Stations Category D: Parking Space Availability and Guidance Systems D.1 Space Availability via the Internet Prior to Arrival D.2 Space Availability via Phone/Radio Prior to Arrival D.3 Space Availability by Facility D.4 Space Availability by Parking Level D.5 Space Availability by Aisle/Sector D.6 Space Availability by Space D.7 Managed Fills D.8 Parking Compartments D.9 Space Locators D.10 In-Vehicle Parking Technologies Category E: Cashierless Transactions E.1 Pay-on-Foot Systems E.2 Credit Card In/Out E.3 Automatic Vehicle Identification/Radio-Frequency Identification E.4 IntelliDrive E.5 Proximity Cards E.6 License Plate Recognition E.7 Cellular Telephone/Pay by Cell E.8 In-Car Meters E.9 In-Lane Processing Category F: Revenue Enhancement Strategies F.1 Parking Rate Adjustments F.2 Strategic Pricing F.3 Web-Based Reservations F.4 Yield Management F.5 Coupons F.6 Advertising Sales—Interior, Exterior, Tickets, and Equipment F.7 Branding F.8 Marketing Category G: Safety and Security Strategies G.1 Visual Surveillance—Camera G.2 Emergency Audio Communications Category H: Operational Enhancements H.1 Parking Facility Operation Options H.2 Privatized Facility Development H.3 Automated Overnight License Plate Inventory Figure 4.1. Parking strategies by category as included in this guidebook.

C A T E G O R Y A : Parking Products—Duration Based A.1 Hourly/Short-Duration Parking, 18 A.2 Daily Parking, 20 A.3 Economy/Long-Duration Parking, 21 A.4 Very-Short-Duration Parking/Curbside Areas, 22 A.5 Free 30-Minute Parking, 23 A.6 Cell Phone Lots, 25 A.7 No Overnight Parking Zones, 26 A.8 Vacation Parking, 28 A.9 Holiday/Overflow Parking, 29 A.10 Parking Condominiums, 30 17

A.1 Hourly/Short-Duration Parking Purpose Reduce curbside demand and congestion by providing convenient parking for customers dropping off or picking up airline passengers and assuring that spaces are available for these customers in a designated short-duration parking area. Use by Customers Hourly or short-duration parking facilities (for parking durations of less than 4 hours) are provided for customers dropping off or picking up airline passengers. By attracting customers who would otherwise use the terminal curbsides, these short-duration parking areas help reduce curbside demand and congestion, as well as circulating traffic. Because customers can stop immediately in front of the terminal for free, hourly/short-duration parking facilities must offer an attractive alternative (see Implementation Actions). To help attract these customers and assure that con- veniently located short-duration parking spaces are available (see Benefits), long-duration parking customers (e.g., those parking for 24 hours or more) are typically discouraged from parking in hourly/short-duration facilities either by charging daily or overnight rates in the short-duration facilities that are much higher than those for long-duration parking in other airport facilities, or by a ban on overnight parking in the short-duration facilities. Benefits A separate parking facility for short-duration customers creates an attractive alternative to the terminal curbside areas; helps reduce curbside demand and congestion, as well as cir- culating traffic; and provides a high level of customer service. If an hourly/short-duration facility is not provided, the most convenient parking spaces in a lot or garage tend, over time, to be occupied by long-duration customers because of the lower turnover rates. When long-duration parking cus- tomers occupy the most convenient spaces, short-duration customers cannot find an empty, convenient space, or must spend more time searching for a space. Short-duration cus- tomers are, therefore, likely to use the curbside if they have found (or learned from other customers) that conveniently located parking spaces are unavailable, that they must walk long distances to/from the least desirable spaces (i.e., those located in the rear), or that they can expect to spend time searching for an available space. Implementation Actions Providing a separate parking area for short-duration cus- tomers requires the following actions by an airport operator: 1. Reserve the most conveniently located spaces at an airport (e.g., the spaces directly opposite the primary terminal doorways or adjacent to a pedestrian crosswalk, elevated skywalk, or pedestrian tunnel) for short-duration parking. The spaces should be a short walk (ideally less than 400 ft) from the terminal ticket counters/baggage claim area. Customers should not be required to use a shuttle vehicle or, if possible, travel vertically without use of an escalator or elevator. Hourly/short-duration parking customers are more sensitive to walking distances than those parking for several days. Customers parking for 4 hours or less represent less than 15% of all occupied spaces at an airport, but represent a high percentage of the total transactions. This is true because the spaces occupied by short-duration customers turn over more frequently (perhaps 6 to 10 times per day) than those occupied by long-duration customers. Thus, rel- atively few spaces (usually less than 5%) are required for hourly/short-duration parking compared to other airport parking products. However, these short-duration spaces serve about two-thirds of all parking customers and per- haps three-quarters of all pedestrians traversing between 18 C A T E G O R Y A Parking Products—Duration Based

Category A: Parking Products—Duration Based 19 3. Used signage that clearly identifies the product offered (see Section F.7). 4. Assured that the hourly/short-duration facility contains the most convenient spaces (i.e., a less expensive parking facility does not offer equivalent walking distances or lev- els of convenience). 5. Annually reviewed demands and trends in space occupan- cies to determine when a facility is approaching capacity. Implementation Costs The costs depend on whether a new hourly/short-duration parking area is to be constructed or if an existing facility is to be modified, and the size of the facility. Costs would be incurred for building or modifying new surface or structured spaces (see Appendix A), access control equipment (see Appendix A), and new roadway guide signs. Ongoing O&M Costs O&M costs are the same as those for other surface lots or structures (see Appendix A). There are no specialized or un- usual costs associated with providing hourly/short-duration parking facilities. Implementation Schedule The required time for implementation depends on whether hourly/short-duration parking is to be provided in a new facility or if portions of an existing facility are designated for this use. Supporting and Complementary Strategies and Technologies in This Guidebook • Daily Parking (A.2), • Very-Short-Duration Parking/Curbside Areas (A.4), • Free 30-Minute Parking (A.5), • No Overnight Parking Zones (A.7), • Passenger Check-In Kiosks (C.6), • Baggage Check-In (C.7), • Space Availability (D.3, D.4, D.5, and D.6), and • Parking Rate Adjustments (F.1). Examples of Application Many airports provide hourly/short-duration parking areas separate from adjacent daily parking facilities. Airports where overnight parking (or limited parking duration) in a designated portion of a daily parking area is prohibited, thereby creating an hourly parking area, include those serving Dallas/Fort Worth, Denver, Madison, and Salt Lake City. parking and the terminal (which is why locating these spaces at the same level as ticketing/baggage claim is pre- ferred and also reduces demands on elevators or escalators). 2. Physically separate the short-duration spaces from other nearby spaces serving customers parking for longer dura- tions via the use of fences or barriers, or by reserving an entire level or lot. 3. Provide separate entrance(s) or use a “nested” parking area. A common exit is acceptable. Separate entrances are required to distinguish the higher-priced tickets issued to hourly customers from those issued to other customers. 4. Establish daily parking rates (i.e., maximum rates) in the hourly/short-duration area that are much higher than those charged in nearby daily facilities, while charging the same rates for the first 4 hours as those charged in other airport parking facilities. (Generally airport operators charge the same rates for the first few hours, but some air- ports with limited capacities charge higher rates.) The average differential cost (the difference between the cost of parking for 24 hours in hourly and daily facilities) is about $20 at selected large-hub airports and about $8 at medium- and small-hub airports. Although some sources suggest that the daily rate for parking in hourly/short-duration facilities should be twice the rate for parking in daily facilities, it is recommended that parking rates reflect the local market and airport- specific demands and layout. Since few, if any, customers park for 24 hours in an hourly facility, it may be appropri- ate to establish a higher differential rate if an hourly facil- ity attracts overnight customers. Parking rates are typically established by experienced airport staff, often with assis- tance from a consultant or the parking facility manage- ment company (see Section H.1). Customer responses to parking rate changes vary based on the local economy, customer sensitivity to costs, cus- tomer demographics, and other factors. Key Considerations Hourly/short-duration parking strategies have worked well at airports that have 1. Established appropriate differential parking rates. Some air- port operators have set very high maximum daily rates in their hourly parking facility (>$40/day) with the expecta- tion that few, if any, customers would be willing to pay this rate. Therefore, convenient spaces are always available for the true hourly/short-duration parker. However, because such high rates are often cited in the media, it is helpful, when setting rates, to explain their intended purpose and that the hourly rate is the same as in other facilities. 2. Provided sufficient spaces (i.e., supply equals demand).

4. Establish daily maximum rates (i.e., the cost for parking 24 hours) that are much lower than those charged in nearby hourly/short-duration facilities, but higher than those charged for parking in economy/long-duration facilities. The average differential cost for parking 24 hours in a daily facility and an hourly/short-duration facility is about $20 at selected large-hub airports and about $8 at medium- and small-hub airports. The average differential cost for parking 24 hours in a daily facility and an economy/long-duration facility is about $8 at selected large-hub airports and about $5 at medium- and small-hub airports. Although some sources suggest that the maximum daily rate in a daily parking facility should be half that charged in an hourly/short-duration facility and twice that in an economy facility, it is recommended that rates reflect the local market, and the airport-specific demands and layout. Key Considerations Daily parking has worked well at airports that have 1. Established appropriate differential parking rates. 2. Provided sufficient spaces (i.e., supply exceeds or, at a minimum, equals demand). 3. Used product names or branding that clearly identify the product offered. 4. Assured that the level of service in the daily parking facil- ity (e.g., walking distances, availability of covered spaces) is clearly differentiated from that provided in economy/ long-duration facilities. Implementation Costs The costs depend on whether a new daily parking area is to be constructed or an existing facility is to be modified, and the size of the facility. Costs would be incurred for either building or modifying new surface or structured spaces (see Appendix A), access control equipment (see Appendix A), and new roadway guide signs. Ongoing O&M Costs O&M costs are the same as those for other surface lots or structures (see Appendix A). There are no specialized or unusual O&M costs associated with providing daily parking facilities. Implementation Schedule Developing a new parking structure may require 3 years or more, while developing a new surface lot (or expand- ing an existing lot) may take 1.5 years, including receiving 20 Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies A.2 Daily Parking Purpose Provide conveniently located facilities for customers park- ing for 1 to 3 days and who are willing to pay higher fees for this convenience. Use by Customers Daily parking spaces are typically located within walking distance of the terminal. At many large airports, daily spaces are located in a multilevel structure opposite the terminal, thereby providing covered parking for customers. Typically, those levels adjacent to pedestrian bridges or crosswalks are reserved for hourly/short-duration customers, with the remainder of the structure available for daily customers. In surface lots, the daily parking areas are typically adjacent to the hourly/short-duration spaces, but farther from the terminal. Depending on the airport operator’s customer service goals and revenue needs, the daily parking area (or the combined daily and hourly/short-duration areas) may contain between 20% and 60% of the total public parking spaces provided at the airport. Benefits The availability of separate hourly/short-duration, daily, and economy/long-duration parking facilities offers customers a menu of parking products with varying costs and conven- ience. Providing multiple parking products allows airport operators to manage demand by adjusting parking rates to balance demand among the available parking facilities (i.e., assure that spaces are available for customers), enhance rev- enues, and operate efficiently. Implementation Actions Providing a separate parking area for daily customers requires the following actions by the airport operator: 1. Reserve conveniently located spaces on airport, located a short walk from the terminal (e.g., with unassisted walk- ing distances of 600 ft or less). Customers should not be required to use a shuttle vehicle, but moving sidewalks are permissible. 2. Physically separate the daily parking spaces from other nearby spaces serving customers parking for shorter or longer durations via the use of fences or barriers, or by reserving an entire level or lot. 3. Provide separate entrance(s) or a “nested” parking area. A common exit is acceptable.

Category A: Parking Products—Duration Based 21 business customers who rarely park during weekends. As a result, the peak demand in an economy/long-duration facility typically occurs on weekends (or holidays), compared to the midweek peaks often observed at other airport parking facili- ties. At many airports, the peak demand for economy parking occurs during low-demand periods for daily parking. Benefits The availability of separate hourly/short-duration, daily, and economy/long-duration parking facilities offers cus- tomers a menu of parking products with varying costs and convenience. Providing multiple parking products allows air- port operators to better manage demand by adjusting park- ing rates to balance demand among the available parking facilities (i.e., assure that spaces are available for customers), enhance revenues, and operate efficiently. Implementation Actions Providing a separate parking area for economy/long- duration customers requires the following actions by the air- port operator: 1. Locate the economy/long-duration parking area at a site not required for other airport- or aviation-related uses, readily accessible to motorists (e.g., along or near a major entry road), and physically separated from spaces serving daily parking customers. Some airports have multiple economy lots because no individual site is large enough to provide a sufficient number of spaces. 2. Provide separate entrance(s) or use a “nested” parking area. A common exit is acceptable. 3. Establish daily maximum rates (i.e., the cost for parking 24 hours) that are much lower than those charged in hourly or daily parking facilities. The average differential cost for parking 24 hours in an economy/long-duration facility and a daily parking facility is about $8 at large- hub airports and about $5 at medium- and small-hub airports. Key Considerations Economy parking has worked well at airports that have 1. Established appropriate differential parking rates and con- sidered the cost of alternative parking and airport access options. 2. Provided a good level of service for customers by arranging shuttle bus shelter locations to minimize customer walking distances and offering appropriate headways on shuttle buses. prior approval from management selection and award to an architect/engineer, preparation of construction documents, financing, bid and selection of a contractor, and actual construction. Supporting and Complementary Strategies and Technologies in This Guidebook • Hourly/Short-Duration Parking (A.1), • Economy/Long-Duration Parking (A.3), • Business Parking (B.5), • All Complementary Customer Services (C), • All Parking Space Availability and Guidance Systems (D), • All Cashierless Transactions (E), and • All Revenue Enhancement Strategies (F). Examples of Application Many airports provide daily parking facilities separate from adjacent hourly/short-duration and economy/long- duration parking facilities. A.3 Economy/Long-Duration Parking Purpose Provide an inexpensive parking product serving cus- tomers parking at the airport for more than 3 days and/or who are more sensitive to parking costs than convenience/ travel time. Encourage customers to park for the duration of their flight, rather than being dropped off and then picked up when they return, to reduce vehicle miles traveled and vehi- cle emissions, and to attract additional customers and increase parking revenues. Use by Customers Economy/long-duration parking facilities attract customers who are typically more price sensitive than time sensitive. Generally, this includes those traveling on vacation or for other non-business purposes and customers who are not reimbursed for their parking or other travel costs. Customers using econ- omy/long-duration parking facilities are often provided free shuttle service because of the long walking distances between the parking lot and the terminal. Because of the shuttle service provided, these parking facilities are referred to as “shuttle lots” or “remote lots” at some airports. Economy/long-duration parking customers, particularly non-business customers, often travel over weekends, unlike

Examples of Application Many airports provide economy/long-duration parking facilities. A.4 Very-Short-Duration Parking/Curbside Areas Purpose Reduce curbside congestion and staff time required to enforce curbside roadway operations. Introduce a new source of airport revenue. Use by Customers Very-short-duration parking/curbside areas (also known as brief parking zones) are located immediately adjacent to the terminal building and replace the traditional free curbside drop-off/pickup areas. Customers enter and exit through gate-controlled lanes and, upon exiting, pay a duration-based fee for the use of these “curbside” spaces. At some airports, customers whose durations at the curb were shorter than the prescribed limit (e.g., 10 minutes) may exit for free. Typically, payment is made using pay-on-foot stations because there are no cashiers at the exits. In the past, several airport operators used parking meters mounted on the curbside roadways to help manage traffic and vehicle dwell times. Today, parking meters are rarely used at commercial service airports in North America because of the effort (and cost) of meter enforcement, issuing tickets, and col- lecting the coins from each meter. Very-short-duration park- ing areas represent an alternative approach to using parking meters to control curbside areas. If desired, separate lanes or parking areas can be provided for private and commercial vehicles, with authorized auto- matic vehicle identification (AVI) tags or other devices enabling access. At some European airports (e.g., Charles de Gaulle International in France and Munich Airport in Ger- many), the very-short-duration parking areas are the only drop-off/pickup options available to customers at the termi- nal and have completely replaced traditional curbsides. Benefits These very-short-term parking areas at curbside encourage the use of hourly/short-duration parking by eliminating the free curbside alternative. The number (and cost) of traffic control staff required to enforce curbside roadway operations is reduced and the length of time vehicles remain stopped at the curbsides is monitored. An additional source of airport revenue is created. 22 Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies 3. Minimized the number of cashiered exit locations (to min- imize staffing needs, especially during late-night hours, and thus reducing operating costs). 4. Provided sufficient spaces (i.e., supply exceeds or equals demand,allowingcustomersto readily find available spaces). 5. Used names or product branding that clearly identify the product offered (see F.7). Implementation Costs The costs depend on whether a new economy parking area is to be constructed or an existing facility is to be modified and the size and location of the facility. Costs would be incurred for building or modifying new surface or structured spaces (see Appendix A), access control equipment (see Appendix A), and new roadway guide signs. If shuttle buses are required, the cost for providing, operating, and maintaining the buses is a key component of the total cost. Ongoing O&M Costs O&M costs for economy/long-duration parking facilities are the same as those for other surface lots or structures (see Appendix A). There are no specialized or unusual costs. Implementation Schedule Developing a new parking structure may require 3 years or more, while developing a new surface lot (or expanding an existing lot) may take 1.5 years, including receiving prior approval from management to selection and award to an architect/engineer, preparation of construction documents, financing, bid and selection of a contractor, actual construc- tion, and acquisition of buses, if needed. Supporting and Complementary Strategies and Technologies in This Guidebook • Hourly/Short-Duration Parking (A.1), • Daily Parking (A.2), • Loyalty Programs (C.5), • Passenger Check-In Kiosks (C.6), • Baggage Check-In (C.7), • Pet Kennels (C.8), • Shaded Spaces (C.9 and C.10), • Space Availability Prior to Arrival (D.1 and D.2) and by Facil- ity (D.3) (other space guidance systems are appropriate if a multilevel structure is being considered), • All Cashierless Transactions (E), and • All Revenue Enhancement Strategies (F).

Category A: Parking Products—Duration Based 23 Implementation Schedule No information was available on the total time required for implementation at Charles de Gaulle International Airport (including prior approval from management, vendor selec- tion, marketing, planning, construction, and startup), but construction required only a few weeks at each terminal. Supporting and Complementary Strategies and Technologies in This Guidebook • Hourly/Short-Duration Parking (A.1) and • Valet Parking—Curbside Drop-Off/Pickup with Airline Check-In (B.2). Examples of Application Examples of airports with very-short-duration parking areas are Terminal 2 at Charles de Gaulle International Air- port (Depose Minute) and Terminal 2 at Munich Airport (Haltezone). (See Figure A.4.) A.5 Free 30-Minute Parking Purpose Reduce curbside demands and congestion, as well as circu- lating traffic, by allowing customers dropping off or picking up airline passengers to park for free for 30 minutes. Improve customer perception of the airport. Use by Customers Customers exiting a parking facility within the first 30 min- utes of entry are not charged parking fees. This service attracts Implementation Actions Implementation actions by the airport operator include 1. Assess whether the airport’s federal security director will allow unattended vehicles in an area adjacent to the terminal. 2. Assess the likely response of the traveling public to the removal of free curbside areas. Review and evaluate poten- tial responses with senior airport management and political representatives. 3. Determine if the gate-controlled very-short-duration park- ing area(s), required bypass lane, and adjacent pay-on-foot station can be implemented on the curbside roadway(s) considering the roadway width, utility and drainage struc- ture locations, and traffic volumes. 4. Determine if the hourly/short-duration parking area has sufficient capacity to accommodate the traffic diverted from the curbsides. 5. Proceed with selection and award to an architect/engineer, preparation of construction documents, financing, bid and selection of a contractor, and construction. 6. In advance of initiating this product, develop and conduct a public outreach/public relations program explaining the purpose of the new very-short-duration parking area. Key Considerations Very-short-duration parking/curbside areas have been most successfully implemented at European airports that have 1. Incorporated the very-short-duration parking area into the original design (e.g., Terminal 2 at Munich Airport). 2. Reconfigured an existing curbside roadway (e.g., Ter- minal 2 at Charles de Gaulle International Airport). How- ever, the staff at Charles de Gaulle reported that customers have had difficulty adjusting to the “Depose Minute” as it is known, and motorcyclists drive around the gate arms. Implementation Costs The primary costs at Charles de Gaulle International Airport were the new revenue control equipment (gate arms, pay-on- foot stations, and lane dividers). At Charles de Gaulle, the reported cost was about €50,000 (about US $75,000) per ter- minal building per level. No data were available for the brief parking (Haltezone) portion of Terminal 2 at Munich Airport. Ongoing O&M Costs O&M costs are estimated to be similar to the costs for sim- ilar parking revenue control equipment installed at standard parking lots. Source: Jacobs Consultancy. Figure A.4. Charles de Gaulle International Airport.

• Resulted in a “sharp reduction” in parking revenues. (At this time, no data are available on the actual change in parking revenues.) • Had minimal effect on curbside traffic or congestion, although traffic officers appreciated the ability to direct curbside motorists to the free 60-minute parking area rather than asking them to leave the curbside area. How- ever, the officers did not perceive a significant difference in traffic volumes or patterns. Implementation Actions Implementation actions by airport operators as identified by airport operators who have implemented this strategy include 1. Select the grace period and the rate to be used for the sub- sequent time increments. The most commonly used grace period is 30 minutes. The rate for the subsequent time increments should reflect the same fees that would be charged if there was no grace period. That is, if the airport parking rate is $1 for each 30-minute increment, the rate for parking between 31 and 60 minutes should continue to be $2, not $1. 2. Modify all signage, websites, and other material displaying parking rates to reflect the new rate structure. 3. Develop and implement a promotional package to inform the local community that free parking is available for durations up to 30 minutes. 4. Coordinate with curbside traffic officers and enforcement officers so that they may direct motorists to the free park- ing area. 5. Develop and train staff in procedures for responding to anticipated customer complaints. Key Considerations Key considerations identified by airport operators include 1. The length of the grace period should reflect the length of time customers need to walk between the parking facility and the terminal, and to assist/greet passengers. 2. Assure that signs and other information where parking rates are displayed clearly indicate the rates to be charged customers remaining for longer than the established grace period. Implementation Costs The primary costs associated with providing a 30-minute grace period are any required modifications to the signs, web- sites, and other materials where parking rates are posted, and any revenues that the airport may forego. 24 Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies motorists who would otherwise use the curbside areas and reduces curbside demands and congestion. Free parking may be offered in any parking facility, but most often is offered in hourly/short-duration or daily facilities. The length of time free parking (or grace period) is offered may be any duration selected by the airport operator, but is typically 30 minutes or 60 minutes. Customers who exit after 30 minutes of entry are charged the posted parking rate (e.g., customers exiting during the second half hour or any portion thereof are charged the posted rate for 31 to 60 minutes). Benefits The reported benefits include • Reduced curbside congestion and circulating traffic volumes. • Helped the traffic officers responsible for curbside traffic control and enforcement (and improved customer com- pliance with this enforcement) by allowing officers to direct curbside motorists to a free parking area. • Improved customer service. Some airport operators believe that the local public perception of the airport and its park- ing facilities benefit from the availability of 30-minute free parking. Airport operators that have established 30-minute free parking have reported increased customer complaints due to customers who (1) felt that the grace period did not allow them sufficient time to walk between the parking area and the terminal and to assist or meet a passenger, (2) were unable to exit within the allotted grace period because of exit delays, or (3) believe that the 30 minutes’ grace period should apply to all time increments, and that they should, for example, be charged for 1.5 hours if they parked for 2 hours. Providing the first 30 minutes of parking for free reduces total revenues. Depending on airport demographics and parking activity patterns, parking durations of 30 minutes or less may represent approximately 2% of total parking rev- enue, and approximately 5% of the revenue from a daily parking garage. In 2000, in response to a request from the Port Commis- sion, the Port of Seattle offered free 60-minute parking in the multilevel parking structure at Seattle-Tacoma International Airport on a trial basis. Eventually, the Port discontinued the free 60-minute parking program because staff determined that it • Led to a large number of customer complaints and created a severe problem for the operations staff/cashiers who had to respond to these complaints.

Category A: Parking Products—Duration Based 25 Cell phone lots are typically located in parking lots that provide easy vehicular access from the main airport entry road and to the terminal building, but are not within walking distance of the terminal. Remote sites are preferred to dis- courage use of the lots by short-duration or long-duration customers. Cell phone lots at some airports contain public toilets, flight information displays (FIDs), and other cus- tomer amenities. At Huntsville International Airport, a flash- ing light is activated when a customer has exceeded the time limit in the lot. Benefits Specific benefits identified by airport parking operators include • Reduced recirculating traffic volumes. • Potentially reduced curbside congestion and vehicle emissions. • Supported curbside enforcement by enabling traffic offi- cers to direct motorists to a free waiting area. • Eliminated improper parking along shoulders of airport entry roads and enforced parking restrictions in these areas. Some airport operators expressed concern that a cell phone lot would reduce parking revenues by diverting customers who would otherwise park in an hourly lot. San Antonio Interna- tional Airport staff determined that cell phone lots cause min- imal revenue loss because few customers use the 30-space cell phone lot, and few of those customers would have otherwise paid for parking. Implementation Actions Implementation actions identified by airport operators include 1. Select a site that accommodates 20 to 60 vehicles, is located along the major terminal access road, and provides for easy wayfinding to the terminal curbsides. The site should not be within walking distance of the terminal. 2. Design and construct the site. Airport operators frequently use paved areas that are no longer being used for their orig- inal purpose. As noted, some airports provide minimal customer amenities while others provide FIDs. 3. Promote use of the cell phone lot. At Milwaukee General Mitchell International Airport, the airport operator pro- vided a gift bag with a cell phone containing prepaid minutes plus cell phone accessories to the first user of a cell phone lot. To cite another example, the operator of Charlotte Douglas International Airport sold the naming rights for the airport’s cell phone lot. Ongoing O&M Costs The most significant recurring cost is the parking rev- enue foregone as a result of the provision of free 30-minute parking. Implementation Schedule Implementation, including receiving approval from man- agement, vendor selection, marketing, planning, construc- tion and startup, may require 2 months or less, depending on the time required to modify signs and other materials. Supporting and Complementary Strategies and Technologies in This Guidebook • Hourly/Short-Duration Parking (A.1) and • Daily Parking (A.2). Examples of Application U.S. airports with free 30-minute parking include those serving Charlottesville, Kansas City, Memphis, Milwaukee, Mobile, Salt Lake City, San Antonio, Sarasota, and Tulsa. Examples of airports where 30-minute free parking was pro- vided and then eliminated include those serving Des Moines and Seattle-Tacoma. A.6 Cell Phone Lots Purpose Reduce demand and congestion at the arrivals/pickup curbside area and reduce the volume of recirculating traffic by providing a free parking area, away from the terminal area, where motorists may wait for arriving airline passengers. Use by Customers A cell phone lot (also referred to as a “cell phone waiting lot,” “park and call zone,” etc.) provides an area where motorists can park for free for a maximum of typically 60 min- utes and wait for a cell phone call from family or friends announcing their arrival at the terminal, at which time they drive to the curbside passenger pickup area. At some airports, motorists are often required to stay with their vehicles in the cell phone lot, while other airports provide cell phone waiting lots adjacent to coffee kiosks, convenience stores, or retail areas in order to attract waiting customers to purchase goods or products.

Examples of Application More than 40 airports have cell phone lots. Those with FIDs and other high-end amenities include Phoenix Sky Harbor and Salt Lake City International Airports. (See Figure A.6.) Denver International Airport management plans to relocate the airport cell phone lot to a new retail development adjacent to the air- port entry. A.7 No Overnight Parking Zones Purpose Reduce curbside demand and congestion by providing convenient parking for customers dropping off or picking up airline passengers and assuring that conveniently located spaces are available for these customers in a designated area. Use by Customers No overnight parking zones are a form of hourly or short- duration parking facilities (A.1). The key differences between these parking products are 1. Use of enforcement rather than rates to discourage daily customers. In no overnight parking zones, signs are posted indicating that vehicles parked for long durations are tick- eted or towed, while in hourly/short-duration areas, cus- tomers parking for long durations are charged much higher rates than they would be in daily parking areas. 2. Avoidance of the need to physically separate the spaces allo- cated for short-duration customers from daily customers. Signs limiting duration can be posted at any location, elim- inating the need for separate levels or nested areas having separate entries and exits. 26 Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies Key Considerations Key considerations identified by airport operators include 1. The cell phone lot should not be located within walking distance of the terminal. 2. The cell phone lot and the route from the lot to the terminal should be easy to find. Few customers will use an out-of-the- way site requiring multiple turns, even with good signage. 3. The cost should reflect the goals and needs of the airport operator. To gauge customer response, some airport oper- ators begin with a low-cost (in consideration of the return on investment) pilot program using an existing lot (or unpaved lot), while others have provided FIDs and other amenities from the outset. 4. There should be coordination with traffic enforcement officers to assure that curbside motorists can be easily directed to the cell phone lot. 5. Consideration should be given to co-locating the cell phone lot with an on-airport service station or conven- ience store. 6. The provision of 30 minutes free parking (see A.5) is another way of introducing the same customer service. However, providing both 30 minutes free parking and a cell phone lot at the same airport may be a duplication of customer services. Implementation Costs The primary costs associated with providing a cell phone lot are: (1) any required modifications to an existing surface parking lot or construction of a new parking lot including signage and desired amenities (see Appendix A), and (2) the marketing and promotional program. Ongoing O&M Costs O&M costs are for maintaining a surface parking lot, any amenities provided, and security patrols if the lot is remotely located. (See Appendix A.) Implementation Schedule Implementation receiving prior approval from airport management includes site selection. Construction may require 3 to 12 months depending on whether or not new construction is required. Supporting and Complementary Strategies and Technologies in This Guidebook None were identified. Source: Jacobs Consultancy. Figure A.6. Salt Lake City International Airport.

Category A: Parking Products—Duration Based 27 Some airport operators have used no overnight park- ing zones with minimal enforcement. The extent of the enforcement/ticketing required appears to be related to the availability of parking in nearby daily areas, and the general compliance of local motorists with traffic signage and regulations. 5. Coordinate with airport police or traffic control officers to assure that adequate staff are assigned to enforcement, and that these efforts receive the desired priority. Key Considerations No overnight parking zones have worked well at airports that have 1. Obtained the cooperation and support of the enforce- ment officers and confirm that these officers are allocated sufficient time to regularly enforce the designated limits. However, as noted, some airports have found that little enforcement of no overnight parking zones is required. 2. Confirmed that the posted signs are legally enforceable. 3. Used clearly visible signage and designated a zone or area rather than isolated spaces. 4. Used a contract towing service, and installed signs indicat- ing the contact information to retrieve towed vehicles. Use of frequent ticketing and towing generally creates a negative customer service experience compared to the other alternatives for providing dedicated spaces for customers park- ing for short durations. Implementation Costs Costs are incurred for installing the required regulatory signage, at about $100 per space. Other aspects of hourly/short-duration parking are the same for no overnight parking zones, which provide conve- niently located spaces for use by customers dropping off or picking up airline passengers (i.e., with durations less than 4 hours) who would otherwise use the terminal curbsides. Benefits A separate facility for short-duration customers creates an attractive alternative to the terminal curbside areas, and helps reduce curbside demand and congestion, as well as circulat- ing traffic volumes. Without a separate facility for short-duration customers, the most convenient spaces in a lot or garage tend, over time, to be occupied by long-duration customers. (See A.1 for addi- tional information.) As a result, if customers find (or learn from other customers) that conveniently located parking spaces are unavailable, that they must walk long distances to/from the least desirable spaces, and/or that they can expect to waste time searching for an empty space, short-duration customers are more likely to use the terminal curbside areas. Implementation Actions Providing a separate parking area for short-duration cus- tomers by establishing a no overnight parking zone requires the following actions by the airport operator: 1. Designate the most conveniently located spaces for short- duration customers. Such spaces include those located directly opposite the primary terminal doorways or adjacent to a pedestrian crosswalk, skywalk, or tunnel. The spaces should be a short walk from the terminal ticket counters/ baggage claim area. Customers should not be required to ride a shuttle vehicle. 2. Designate sufficient spaces to accommodate expected demand. Customers parking for 4 hours or less typically account for less than 5% of all occupied spaces at an airport. Therefore, relatively few spaces are required to accommo- date short-duration customers. 3. Install enforceable, regulatory signage stating No Overnight Parking or 2-Hour Parking, and Vehicles Will Be Towed at Owner’s Expense, at the designated spaces. In some com- munities, in order to be legally enforceable, this signage (or the parking regulations) must be approved or authorized by a regulatory agency. (See Figure A.7.) 4. Enforce the posted regulations by ticketing or towing vehi- cles on a regular basis. Customers will tend to overstay the posted limits if they perceive that they are not enforced. Enforcing overnight parking prohibitions requires less effort than enforcing time-based prohibitions, as enforcement staff need only patrol the designated spaces once a day. Source: Jacobs Consultancy. Figure A.7. Salt Lake City International Airport.

parking lots are the least conveniently located parking areas at an airport. These lots may be located near terminal build- ings serving charter flights and discount/low-fare airlines. At vacation lots, customers may be charged a flat weekly rate (thereby discouraging use by customers staying for shorter durations). Discounts offered are even greater than those offered at other lots that promote Free Parking for the Seventh Day or similar discounts. At Charles de Gaulle International Airport in Paris, no shuttle bus service is available for the vacation lot, resulting in minimum walking distances of over 1,000 ft. At Germany’s Munich Airport, the vacation parking area is located much farther from the terminal than are the other parking products. Although vacation parking sites are typically more remote and less convenient than other parking products, the primary difference between these lots and economy or remote park- ing lots is the rate structure. Benefits Benefits are improved service for participating customers and potentially increased parking revenues. Specific benefits identified by airport parking operators include • Increased market share and revenues. Additional revenues may result from attracting price-sensitive customers (e.g., those parking for long durations and traveling on low-cost discount or charter flights) who might otherwise select privately owned parking facilities or use drop-off/pickup or other travel modes. • Provision of a parking option for customers whose cost for parking would otherwise exceed their airfares. The avail- ability of vacation parking lots expands the selection of parking products and may induce potential customers to consider other, more convenient products. • Accomplishment of other goals while minimizing risk of reduced revenues. The use of flat weekly rates minimizes the change in revenues. In addition, customers parking for a week typically generate about 15% to 20% of total rev- enue, and those parking for 2 weeks or more generate less than 3% of total revenues. Implementation Actions Implementation actions identified by airport operators include 1. Select and develop the preferred site. Cashierless technolo- gies are particularly appropriate because the low hourly entering/exiting volumes may not justify staffed exits. 2. Market and promote the product. 28 Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies Ongoing O&M Costs The primary O&M cost is the enforcement of the desig- nated limits, which depends on the frequency with which offi- cers patrol the area and the enforcement measure (e.g., tickets and towing). Implementation Schedule The time required for implementation depends on whether the spaces selected for no overnight parking are to be located in a new facility or portions of an existing facility designated for this use. The time required to designate spaces or a zone in an existing facility may be less than 2 months, depending on the time required to obtain management’s approval and to have the appropriate regulatory authority for implementing these parking limits. Supporting and Complementary Strategies and Technologies in This Guidebook • Daily Parking (A.2), • Very-Short-Duration Parking/Curbside Areas (A.4), • Free 30-Minute Parking (A.5), • Passenger Check-In Kiosks (C.6), • Baggage Check-In (C.7), • Space Availability (D.3, D.4, D.5, and D.6), and • Parking Rate Adjustments (F.1). Examples of Application Airports that prohibit overnight parking (or limit parking durations) in a designated portion of a daily parking area, thereby creating an hourly area, include those serving Dallas/ Fort Worth, Denver, Madison, Phoenix, and Salt Lake City. A.8 Vacation Parking Purpose Attract price-sensitive, long-duration customers, such as those traveling on vacations, who would otherwise not choose to park at the airport, by offering deeply discounted parking rates. Use by Customers Vacation parking lots are intended for customers parking for durations of more than 1 or 2 weeks. Compared to econ- omy or other reduced-rate parking lots, customers are offered lower parking rates and lower levels of convenience. Vacation

Category A: Parking Products—Duration Based 29 exceeds the numbers of available spaces. It is not financially feasible to construct and maintain structured parking spaces or other conveniently located spaces to accommodate peak demands that occur fewer than 10 days per year, and perhaps only during a few hours on those days. Therefore, airport oper- ators develop and operate holiday/overflow parking areas. Customers are directed to these areas by signs (and opera- tions staff) indicating that limited or no spaces are available in the primary parking areas and advising customers of the availability of these alternative facilities. Often the parking rates in holiday/overflow lots are lower than those in daily or economy lots because the holiday/over- flow lots are less conveniently located, provide less frequent shuttle bus service, and offer fewer amenities. Benefits Benefits are improved customer service (avoids turning customers away), potentially increased parking revenues, and efficient operations. Specific benefits identified by airport parking operators include • Enhanced service to a market primarily composed of infre- quent, long-duration travelers (e.g., those traveling for non- business purposes) who may not have allowed sufficient time to seek parking or considered that airport parking facil- ities, like airport terminals, are extremely busy during these times, and who would be severely inconvenienced if they spent excessive time searching for an empty space or were unable to park at the airport. • Deferred construction of daily or economy parking facili- ties. Because they are used infrequently, holiday or over- flow lots are often built using lower design standards and have less expensive pavement structures, shelter, and other amenities that would not otherwise be used. • Reduced operating costs. Typically, holiday/overflow lots are served by less frequent shuttle bus service, and may require longer walks to shuttle bus stops/shelters. • Facilitated use of flat rates. Some airport operators estab- lish flat daily rates for holiday or overflow parking areas or collect a flat fee upon entry (or a fee based on the customer’s estimated trip duration or an honor system), thereby avoid- ing or minimizing cashier costs and simplifying the required revenue control equipment. Implementation Actions Implementation actions identified by airport operators include 1. Identify a potential site. Ideally, the holiday/overflow lot will be located on an existing paved or improved surface, Key Considerations These include the extent of the potential market and the availability of airport property for use as long-duration parking areas. Implementation Costs The costs depend on whether a new parking area is to be constructed or if an existing facility is to be modified and the size of the facility. Costs include building or modifying new spaces and the provision of access control equipment (see Appendix A), and new roadway guide signs. Ongoing O&M Costs O&M costs are the same as those for other economy lots (see Appendix A). No specialized or unusual costs would be incurred. Implementation Schedule Development of a new vacation parking lot (or expansion of an existing lot) may require 3 to 6 months, including receiving prior approval from management depending on use of an existing or new lot, and the extent of the marketing and promotion program. Supporting and Complementary Strategies and Technologies in This Guidebook • All Cashierless Transactions (E) and • All Revenue Enhancement Strategies (F). Examples of Application Airports with vacation parking facilities include those serv- ing Brussels, Paris (Charles de Gaulle), and Munich, as well as some privately operated lots in North America. A.9 Holiday/Overflow Parking Purpose Accommodate rarely occurring peak parking demands though the use of a temporary lot or a lot opened only during holiday periods. Use by Customers Most airports experience peak parking demand during spring break or the Thanksgiving and Christmas holidays that

Examples of Application Many airports provide holiday/overflow parking areas. A.10 Parking Condominiums Purpose Provide secure, covered parking for customers wishing to leave their vehicles at or near the airport for several months and who are willing to enter into a long-term lease for a per- sonal garage. Generate new revenues for the airport. Use by Customers Parking condominiums are enclosed, secure, climate- controlled personal garages that customers lease (or pur- chase) for extended periods (e.g., 5, 10, or 20 years). They are primarily intended for use by second-home owners (i.e., owners of ski lodges or summer homes located within 60 to 100 miles of an airport) seeking easy access to their cars once their flights land. Parking condominiums are also used by fre- quent flyers and executives wishing to park their vehicles in secure, covered spaces for long durations. (See Figures A.10a through A.10d.) Owners are provided shuttle service to and from the terminals and, at some locations, access to a clubhouse offering beverages and airline information. Auto- mobile servicing, fueling, and cleaning are typically available as well. Parking condominiums cost between $15,000 and $40,000 at Denver International Airport and between $40,000 and $110,000 at a site near Salt Lake City International Airport, depending on the size of the unit. Ultimately, the Denver site will hold 347 units (62 were built initially), while 325 units are proposed for Salt Lake City, and 130 are located at Kalispell (MT). A 1-acre parcel can accommodate 60 to 65 garage units. Benefits Ability to increase airport revenue by offering a desired parking product. Specific identified benefits include • Provide a product (secure, covered, ultra-long-duration vehicle storage) desired by a customer market composed primarily of resident frequent flyers and wealthy, non- resident passengers owning second homes nearby. These customers may not be able to store their vehicles at the air- port because airports typically do not allow customers to park their vehicles at the airport for more than 30 days without prior approval. 30 Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies or the future site of a parking lot or airfield pavement area. 2. Establish parking rates and a method of fee collection. 3. Establish a method of informing customers when the lot is open. 4. If the lot is to remain open for a brief period only (e.g., 2 to 3 weeks), establish a method of notifying customers: (a) where they can board the specialized shuttle service upon return to the airport, (b) when the shuttle bus service will cease and the alternative transportation service that will be available, and (c) when towing or removal of vehi- cles that remain in the lot after a specified date will begin. Key Considerations Those identified by airport operators include 1. Implementing a method of directing customers to the holiday/overflow lot. 2. Determining actions to implement upon closure of the lot at the end of the holiday season. 3. Selecting a site that is accessible and not required for other uses on a regular or priority basis. 4. Providing temporary shuttle bus operations, schedule, and stop designations. Implementation Costs The costs depend on whether an existing or new surface lot is to be used, and the design standards to be used. Costs include pavement, signage, striping, shelters, fencing, entry/exit con- trols, and directional roadway signs. (See Appendix A.) There are opportunities to use alternative pavement materials and thickness. Ongoing O&M Costs O&M costs are lower than those for other surface lots as the lot is used on a temporary basis and fewer amenities are offered. (See Appendix A.) Implementation Schedule The required time for implementation depends on whether the holiday/overflow lot is a new facility or an existing facility being reused. Supporting and Complementary Strategies and Technologies in This Guidebook • Daily Parking (A.2) and • All Cashierless Transactions (E).

Category A: Parking Products—Duration Based 31 3. Prepare and issue a Request for Information (RFI) to gather information about prospective developers and their inter- est in the opportunity. 4. Prepare and issue Instructions for Bids (IFB) or a Request for Proposals (RFP), or enter into negotiations with a preferred developer. Consideration should be given to the business terms of the agreement since it is unlikely that a percentage of gross revenues will be acceptable to the developer due to the long-term nature of the proj- ect and the sale of the condominiums. Airport enter- prises have typically relied on ground rents for these agreements. Key Considerations This strategy has worked well at airports that have 1. Available sites not needed for aviation-related uses. The site(s) need not be located near the terminal or the main access roads. • Generate new revenues as a result of fees paid by the con- cessionaire selected to construct and operate the parking condominiums. Typically, the concessionaire pays ground rent either for the entire site or that portion of the site occupied by the parking garages as well as a percentage of their gross revenues. The revenues paid to the airport are a function of the annual ground rent, which may vary from $0.50 to $0.77 per square foot, resulting in annual rent of $21,800 to $33,500. Implementation Actions Implementation actions include 1. Determine if a market exists for such parking condomini- ums—are there many second homes, particularly in high- end resort communities, located near the airport? 2. Identify available site(s) not reserved for future uses. The site should be capable of accommodating at least 30 parking condominiums, each a minimum of 15 ft wide by 24 ft long. (a) Source: AirportResortParking.com. (b) (c) (d) Figure A.10. (a) Parking condominiums at Denver International Airport. (b) View of overall airport parking con- dominium development. (c) Parking condominium interior. (d) Parking condominium development site vicinity.

Implementation Schedule Implementation (including prior approval from senior management, vendor selection, marketing, planning, con- struction, and start-up) may require 3 to 6 months. Supporting and Complementary Strategies and Technologies in This Guidebook • Secure Parking and Secure Parking with Valet Service (B.13) and • Vehicle Washing and Servicing (C.1). Examples of Application Parking condominiums are provided on or near the air- ports serving Boise (ID); Butte, Great Falls, Kalispell, and Missoula (MT); Denver, Steamboat Springs, and Vail (CO); Phoenix (AZ); Salt Lake City (UT); and Spokane (WA). Park- ing condominiums are proposed on or near the airports serv- ing Bend (OR) and Sarasota (FL). The condominiums are operated by several companies, including Airport Resort Parking LLC; Airport Garages, Inc.; and USA Garage Condos. 32 Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies 2. A potential market. See prior comments regarding prox- imity to high-end resorts containing a large number of second homes. 3. Helped market or allowed cross-marketing of the product by, for example, providing a link on the airport website. Implementation Costs The primary costs are staff time associated with (1) prepar- ing and reviewing RFIs, IFBs, or RFPs, and (2) follow-on con- tract administration. Ongoing O&M Costs Costs are negligible, since all design, construction, and ongoing O&M costs are the responsibility of the concession- aire. At some airports, the concessionaire contracts with a local fixed-base operator (FBO) or other party to provide the on- demand, 24-hour shuttle service. However, at some other air- ports, the condominiums are located within walking distance of the terminal.

C A T E G O R Y B : Value-Added Parking Products B.1 Valet Parking—Curbside Drop-Off/Pickup, 34 B.2 Valet Parking—Curbside Drop-Off/Pickup with Airline Check-In, 35 B.3 Valet Parking—Non-Curbside Drop-Off/Pickup, 37 B.4 Valet Parking—Customer Transported to/from Airport in Shuttle Van, 39 B.5 Business Parking, 40 B.6 Monthly Billing—Pay per Use, 42 B.7 Reserved Parking Zone—Pay per Use, 43 B.8 Guaranteed Space—Unlimited Use, 44 B.9 Validated Parking—Retail, 46 B.10 Validated Parking—Park-Sleep-Fly, 47 B.11 XXL (Extra Large) Parking, 48 B.12 Parking for Ladies and Families, 49 B.13 Secure Parking and Secure Parking with Valet Service, 51 33

B.1 Valet Parking—Curbside Drop-Off/Pickup Purpose Improve customer service by allowing customers, who are willing to pay higher fees, to drop off and pick up their vehi- cles at the terminal curbside. Use by Customers Customers using valet parking with curbside drop-off and pickup (i.e., traditional valet parking), leave their vehicles with an attendant located at the terminal curbside or other convenient area, and upon their return to the airport, retrieve their vehicles at the same or another convenient location. Customers’ vehicles are stored securely at a nearby or remote location, and then driven back to the designated pickup area by valet staff prior to the customer’s arrival. The operator of the valet service maintains possession of the cus- tomers’ keys so that the vehicles can be moved to/from the storage area. Traditional valet parking is considered a premium prod- uct, with parking rates that are generally higher than the cost of self-parking at covered, close-in parking facilities. To avoid potential disputes regarding damages or scratches to the customer’s vehicle, operators of valet parking services often require that customers sign an inspection form when dropping off their vehicles, or otherwise photograph/record the vehicles’ appearance. Benefits The reported benefits include • Improved customer service and satisfaction—particularly for business travelers or others willing to pay higher fees for the convenience of valet parking. 34 C A T E G O R Y B Value-Added Parking Products • More efficient storage of vehicles/less space required per vehicle compared to self-parking. Valet attendants park vehicles in smaller stalls (i.e., less space between vehicles) or tandem spaces (since the operator knows which vehicles need to be retrieved first), and can park these vehicles where they can be readily accessed. • Opportunity to use sites on airport property that are other- wise ill suited for parking or high-priority aviation uses to accommodate a high-value parking product. Valet vehicles can be stored in any secure location and need not be stored at sites that are easily accessible by motorists or conveniently located near the terminal building. • Improved gross revenues as a result of the higher fees paid by valet customers (versus self-parkers). • Opportunity to supplement standard parking products during periods of construction, unusually high demand, or other periods when available public parking inventory may be temporarily insufficient. Implementation Actions Implementation actions identified by airport operators that decided to offer this service after evaluating the new net revenues resulting from a valet parking service include 1. Select a curbside area where customers can drop off and pick up their vehicles. Often this is an underutilized por- tion of the terminal curbside so as not to displace the pri- mary curbside areas. Although the drop-off and pickup areas are often located at the same site, they need not be, however, providing separate sites may increase labor costs depending on how unattended cars are secured. 2. Determine how much curbside should be reserved for valet use. The amount of space required is a function of the anticipated business volume/maximum number of cars parked at the curbside, the distance to/from the vehi- cle storage area, and whether double parking is allowed. For initial planning, space for 5 to 10 vehicles is adequate at most airports.

Category B: Value-Added Parking Products 35 anticipation of an arriving passenger who is delayed) and consider local security regulations. Implementation Costs The primary costs are (1) staff costs associated with adver- tising and selecting a third-party contractor and then over- seeing the contractor and (2) any net parking revenues that the airport may forego because of the migration of customers from close-in parking to valet parking. Ongoing O&M Costs The primary ongoing O&M costs are oversight of the contractor. Implementation Schedule Implementation (including receiving management approval, site selection, and selection and award of contract to a third- party operator) may require 6 months or less, depending on the time required to select and award a new contract. Supporting and Complementary Strategies and Technologies in This Guidebook • Vehicle Washing and Servicing (C.1), • Concierge Services (C.2), • Onsite Sale of Food, Beverages, and Other Products (C.3), • Loyalty Programs (C.5), • Web-Based Reservations (F.3), and • Yield Management (F.4). Examples of Application Airports with traditional valet parking include those serving Burbank, Dallas/Fort Worth, Denver, Honolulu, Las Vegas, Little Rock, and Seattle-Tacoma. Valet parking was used on a temporary basis during construction at the airports serving Portland (OR) and New York (John F. Kennedy International Airport). B.2 Valet Parking—Curbside Drop-Off/Pickup with Airline Check-In Purpose Improve customer service by allowing customers, particu- larly frequent flyers willing to pay higher parking fees, to drop off and pick up their vehicles, check their baggage, and receive their boarding passes at the terminal curbside. 3. Select a secure site for long-term vehicle storage accom- modating 50 to 100 vehicles (or more depending on the potential market). The location of the vehicle storage area has a major effect on customer service (response time) and costs of operations (number of staff required to shuttle the vehicles to/from the storage area). 4. Select a third-party contractor to operate the valet service. Airport operators, even those that operate their public parking facilities, generally retain a third-party contractor to operate valet service because of the liability associated with moving customer vehicles. The valet contractor can be the same contractor operat- ing the airport’s public parking services or a contractor specializing in valet parking operations. Most often, the contactor is retained using a management agreement (i.e., the contractor is reimbursed for its costs plus a manage- ment fee), but some airport operators retain a contractor using a concession contract (i.e., the contractor pays the airport a percentage of the gross revenues plus a guaran- teed amount). 5. Market the service. The availability of the valet parking service needs to be well publicized. Key Considerations Those identified by airport operators include 1. Valet parking typically generates lower net revenues than traditional parking. The higher gross revenues from valet parking are typically offset by higher costs for (a) labor (e.g., full-time curbside attendants plus adequate staff to move the vehicles between the drop-off/pickup areas and the storage locations), (b) increased liability because of the risk associated with moving customer vehicles, and (c) marketing. As a result, most airport operators report that more net revenue per space can be generated by close-in self-parking than if these spaces are used for valet parking. 2. The fees established for valet parking should reflect the marginal costs for providing this service. If the cost for this premium service is too low, valet parking may attract cus- tomers who would otherwise have paid for close-in park- ing and who, at most airports, generate higher net revenues than do valet customers. 3. Select attractive and convenient curbside areas for valet customer drop-off/pickup that are visible to potential cus- tomers, but do not interfere with overall curbside roadway operations. 4. Obtain prior approval of procedures for storing unat- tended vehicles at the curbside (e.g., after a customer drops off a vehicle and before the vehicle is shuttled to the stor- age area, or when a vehicle is brought to the curbside in

others willing to pay higher fees for the convenience of valet parking. • Marketing and promotional advantages realized by the airline offering this service to its frequent flyers. Implementation Actions Implementation actions differ from traditional valet park- ing because of the role of the airline and required access to the baggage handling system. Key implementation steps required by an airport operator include 1. Negotiate the business arrangements with the cooperating airline(s) to define how the costs, revenues, and operating responsibilities are to be shared. 2. Develop the curbside window or counter position where the airline representative will accept baggage and issue boarding passes. 3. Determine how checked baggage will be screened and transferred to the outbound baggage handling system. Marketing and promotion of the service are the responsi- bility of the airline(s). Other implementation actions, similar to those required to implement traditional valet parking, include selecting (a) the curbside area where customers would drop off and pick up their vehicles (which will need to be adjacent to the airline window or counter), (b) a secure site for long-term vehicle storage, and (c) a third-party contractor to operate the valet service and serve as a representative of the airline and the airport enterprise. Key Considerations As noted, the following considerations were not confirmed by the entities offering the service. However, the key consid- 36 Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies Use by Customers Customers using this service stop at a designated curbside area where they can check their bags, receive boarding passes, leave their vehicles with a valet attendant and then proceed directly to the security screening checkpoint. Where available, this service may be offered only to first-class passengers or “gold level” frequent flyers. It is typically provided by an airline at a major connecting hub airport in conjunction with a park- ing or valet parking operator. The airline may subsidize the parking costs in order to offer the service at a reduced cost to its passengers. From a parking operations perspective, this service is nearly identical to traditional valet parking—a valet attendant accepts and returns the vehicle, which is stored safely and securely at a nearby or remote location. The primary difference compared to traditional valet parking is that, in addition to the valet atten- dant, airline representatives are available to accept and check the customer’s baggage and issue a boarding pass. This service is offered by Lufthansa German Airlines at Munich Airport. (See Figures B.2a and B.2b.) Airport and air- line representatives did not respond to requests for information about this service. Benefits The apparent benefits include those associated with tradi- tional valet parking (see Benefits in Section B.1), as well as the following marketing advantages realized by the airline: • Improved airline customer service and satisfaction— particularly for business travelers, frequent flyers, or Source: Jacobs Consultancy. Figure B.2a. Valet parking spaces opposite curbside check-in window at Munich Airport. Source: Jacobs Consultancy. Figure B.2b. Curbside check-in counter window.

Category B: Value-Added Parking Products 37 Examples of Application Valet parking at curbside with airline check-in is available at Terminal 2 at Munich Airport (offered by Lufthansa Ger- man Airlines). Similar services are being implemented at UAE’s Abu Dhabi International Airport (with Etihad Air- ways), Qatar’s New Doha International Airport (with Qatar Airways), and Toronto’s Pearson International Airport (with Air Canada). B.3 Valet Parking—Non-Curbside Drop-Off/Pickup Purpose Improve customer service by providing customers, willing to pay higher fees, with attendant parking (and retrieval) of their vehicles, which they drop off (and pick up) at or near the parking facility entrance. Use by Customers Customers using non-curbside drop-off/pickup valet park- ing drop their vehicles off at a designated valet or vehicle drop- off area located near the entrance to a remote parking facility or surface lot. After dropping off a vehicle, the customer is greeted by a valet attendant who accepts and parks the vehicle in a secure location. The customer then board a shuttle bus waiting nearby; the shuttle driver may offer to take the cus- tomer’s baggage and place it on the shuttle bus. Customers are then transported directly to the terminal. Although valet cus- tomers may share the bus with other customers, once they board the shuttle bus, they generally encounter no stops en route to the terminal. Upon returning to the airport, valet customers are picked up at the terminal curbside by a shuttle bus driver who again may offer to provide baggage assistance, and transports the customers to a designated valet zone where their vehicles are waiting. If the customer previously provided a credit card number to the parking operator (i.e., the customer is a fre- quent parker or reserved a space using a credit card), the credit card receipt will have been placed inside the vehicle, the vehicle will have been cleaned of ice or snow (or serviced if so requested), and the customer can simply exit the lot. Benefits Reported benefits include • Improved customer service and satisfaction—particularly for the business traveler or others willing to pay higher eration is anticipated to be the terms of the business arrange- ment with the airline. It is suggested that arrangements should reflect (1) parking revenues that would be received by the airport enterprise if the valet service were to be operated directly by the airport operator, (2) amount of curbside to be allocated to the airline and how use of this space is to be enforced, (3) responsibility for the movement and storage of customer vehicles, and (4) terminal area to be leased for this purpose, and any required modifications to existing space. The building space to be leased by the airline should allow for the secure movement of baggage from the curbside win- dow or counter position to the baggage handling or screening area. At Munich Airport, the valet curbside is adjacent to the end of the ticket counter, allowing for baggage to be inserted into the baggage system behind the counters. Implementation Costs The primary implementation costs are those for modifying or constructing the terminal building/ticketing area to allow for baggage handling. Other key costs are the same as for tra- ditional valet parking: (1) the opportunity costs (net revenues) resulting from valet operations (particularly if fees are sub- sidized by an airline) versus those that would be realized from other parking products, (2) staff costs for selecting, managing, and overseeing the valet contractor, and (3) costs of coordina- tion with the airline or contractor providing baggage check. Ongoing O&M Costs The primary ongoing O&M costs are for oversight of the contractor. Implementation Schedule The actual schedule for implementation is unknown, but the elements requiring the most time are expected to be the airline negotiations and terminal building modifications. As with traditional valet parking, selection of a third-party oper- ator and award of contract is estimated to require 6 months or less. Supporting and Complementary Strategies and Technologies in This Guidebook • Vehicle Washing and Servicing (C.1), • Concierge Services (C.2), • Onsite Sale of Food, Beverages, and Other Products (C.3), • Loyalty Programs (C.5), • Web-Based Reservations (F.3), and • Yield Management (F.4).

to operate valet service because of the liability associated with moving customer vehicles. The valet operator can be the same contractor operat- ing the airport’s public parking services or a contractor specializing in valet parking operations. Most often, the contactor is retained using a management agreement (i.e., reimbursed for its costs plus paid a management fee), but some airport operators have retained a valet contractor using a concession agreement (i.e., the contractor pays the airport enterprise a percentage of gross revenues plus a guaranteed amount). 4. Market the service. The availability of the valet parking service needs to be well publicized. Key Considerations When implementing a non-curbside valet service, consider 1. Typically, valet parking operations generate lower net rev- enues than equivalent self-parking operations because of the higher operating costs. However, the costs of this valet parking product are lower than those of curbside valet park- ing (see B.1) because vehicles are moved shorter distances and only within a parking facility (versus public roadways). Therefore, the required number of valet attendants is lower, as is the risk of damaging a customer’s vehicle. 2. Whether an existing parking facility can be readily con- verted to valet service. 3. Whether the valet parking service and self-parking should be operated using a single operator or separate operators. Use of a single management contractor avoids potential concerns regarding allocation of costs and simplifies bus- ing operations. 4. The valet parking fees should reflect the extra costs for providing valet services and include a differential cost to manage demand between the valet and self-parking por- tions of the facility. If the cost for this premium service is too low, valet parking may attract customers who would otherwise have paid for self-parking. Implementation Costs The primary implementation costs are (1) staff costs asso- ciated with advertising for, selecting, and oversight of the parking contractor and (2) any net parking revenues that the airport enterprise may forego because of the migration of customers from self-parking to valet parking. Ongoing O&M Costs The primary ongoing O&M costs are for oversight of the contractor. 38 Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies fees for the convenience of valet parking and baggage assistance. • Attractive valet-type service that avoids the need to provide dedicated curbside space at the terminal. • More efficient storage of parked vehicles because attendant- parked vehicles require less space than self-parked vehicles. Attendant-parked vehicles occupy narrower stalls or tan- dem spaces are used (since the parking operator knows which vehicles need to be retrieved first, and can park these vehicles so that they can be readily accessed). • Opportunity to store vehicles in less popular or less con- venient portions of self-parking facilities. Attendants can park and retrieve vehicles from areas that are rarely used by customers. • Improved gross revenues as a result of the higher fees paid by valet customers (versus self-parkers). However, these higher revenues are typically accompanied by (a) higher operating and labor costs (e.g., full-time attendants are required to park and retrieve vehicles), (b) increased lia- bility insurance costs (because of the risk associated with the movement of customer vehicles), and (c) marketing expenses. Implementation Actions Implementation actions include 1. Select the parking facility where the valet service is to be provided. The parking facility should have an appropriate entry/exit configuration. Entry configuration—Ideally, the parking facility entry should provide physical separation between valet and self- parking customers. The valet entry area should provide a covered area where customers can park and unload their vehicles adjacent to a shuttle bus stop. Exit configuration—The exit should provide separate lanes for valet and self-parking customers. The valet exit should include three to five spaces, depending on the size of the operation, near a shuttle bus stop where vehicles can be parked securely while waiting for arriving customers. 2. Modify shuttle bus operations. The shuttle bus route should include stops at the lot entry and exit. Shuttle bus drivers should be allowed to leave the bus to provide cus- tomers with baggage assistance (i.e., step out of the bus while they transfer baggage between a customer’s vehicle and the shuttle bus). Ideally, the shuttle bus driver should be also able to accept tips from customers for this service. Often airports prohibit parking lot shuttle bus drivers from accepting tips or leaving buses unattended. 3. Select a third-party contractor to operate the valet service. Airport operators, even those that operate their public parking facilities, generally retain a third-party contractor

Category B: Value-Added Parking Products 39 Benefits Reported benefits of trunk-to-trunk service include • Improved customer service (compared to a shuttle bus ser- vice operating on fixed routes and headways). With trunk- to-trunk service customers experience reduced search times for empty spaces, waiting times for shuttle buses, and walk- ing distances to/from the bus, and are offered baggage assis- tance at both ends of the trip. • Improved use of available parking spaces because cus- tomers are directed where to park. • Avoidance of the need for bus shelters within the lot, and the maintenance and lighting of such shelters. • Improved customer safety because customers need not wait alone at bus shelters during late night hours in a large lot. • Reduced pavement maintenance and costs resulting from the use of small shuttle vans (compared to large shuttle buses). • Higher gross revenues compared to traditional economy parking because of the ability to charge higher rates. For example, at airports that offer trunk-to-trunk service, this product costs between $3 to $6 per day more than the tradi- tional economy parking product. (However, at Baltimore/ Washington International Thurgood Marshall Airport, customers using coupons pay an additional $1 per day rather than $6 per day.) In 2004, trunk-to-trunk service was offered at the Pikes Peak Lot at Denver International Airport, but this service was elim- inated because the increased costs of operations—primarily the higher busing costs—led to lower net revenues. The opera- tors of other airports (e.g., Baltimore/Washington International Thurgood Marshall and Dallas/Fort Worth International Air- ports) continue to provide this service because of the enhanced customer service, improved market share, and larger selection of parking products offered. Implementation Actions Implementation actions identified by airport operators include 1. Select the parking facility where the service is to be offered. Ideally, it should be configured to allow shuttle vehicles to circulate easily and efficiently (i.e., minimize route length). 2. Establish desired maximum customer wait times for both pick up and drop off. 3. Select the bus path(s) for drop off and pick up (they may differ), choose preferred vehicle size, and choose the num- ber of vehicles required to provide desired headways. Buses follow the shortest path between customer drop-off spaces, and need not follow fixed routes. Implementation Schedule Implementation (including the actions required to receive management approval, selection, and reconfiguration of a parking facility, and contractor selection/award) may require 6 months or less, depending on the time required to select a contractor and award a new contract. Supporting and Complementary Strategies and Technologies in This Guidebook • Vehicle Washing and Servicing (C.1), • Concierge Services (C.2), • Onsite Sale of Food, Beverages, and Other Products (C.3), • Loyalty Programs (C.5), • Web-Based Reservations (F.3), and • Yield Management (F.4). Examples of Application Non-curbside valet drop-off/pickup is frequently offered by privately operated off-airport parking providers. B.4 Valet Parking—Customer Transported to/from Airport in Shuttle Van (Trunk-to-Trunk Service) Purpose Improve customer service and promote the use of economy/ long-duration parking facilities, thus attracting additional customers and revenue. Use by Customers Customers entering the parking facility are directed by signs or traffic attendants to park in a designated portion of the facil- ity, where they are met by a shuttle bus driver who transfers their bags from the car to the shuttle vehicle, and transports the customers to the terminal. Upon their return, customers are driven directly to their vehicles, where the shuttle bus driver transfers their bags from the shuttle to the car. Customers may share the shuttle vehicle with other park- ing customers (or, in some instances, rental car customers or hotel/motel guests). This product is referred to as “trunk-to- trunk” service or “carside-to-curbside” service, or, when offered by privately owned, off-airport lots, as “valet” service. Managed fills, whereby traffic attendants direct customers to empty spaces but buses follow fixed routes, are a variation of this product.

lot from traditional economy parking to trunk-to-trunk ser- vice would be about $6 million for pavement reconstruction and $1 million per year in additional operating costs. Ongoing O&M Costs The ongoing O&M costs are those associated with operat- ing the buses and having traffic attendants/lot supervisors. Implementation Schedule Implementation (including the actions required to receive management approval, marketing, planning, construction, and startup) may require 6 months or less, depending on the time required to plan the operation, acquire new vehicles (if needed), train drivers, and publicize the product. Supporting and Complementary Strategies and Technologies in This Guidebook This product is complementary with many other strategies and most technologies, including • Economy/Long-Duration Parking (A.3), • Loyalty Programs (C.5), • Managed Fills (D.7), and • Coupons (F.5). Examples of Application Airports with trunk-to-trunk service include those serving Baltimore, Dallas/Fort Worth, and Fort Myers, as well as many privately operated parking lots. B.5 Business Parking Purpose Improve customer service and revenues by attracting cus- tomers, who would have otherwise parked in lower-priced lots or off-airport facilities, to a higher-priced surface lot. Improve customer perception of the airport. Facilitate use of small parking lots (e.g., with less than 300 spaces) that might not support traditional parking configurations. Use by Customers Customers using business parking facilities are offered more frequent shuttle bus service than with other parking products, as well as additional amenities intended to serve the needs of business travelers. Examples of these include bottled water, coffee, tea, or other beverage; a free daily 40 Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies 4. Determine method to direct entering motorists to empty spaces: traffic attendants in communication with bus drivers, dynamic message signs, barriers, or other. 5. Confirm ability of shuttle bus drivers to provide baggage assistance and accept tips from customers. Tips are a sig- nificant portion of valet driver income and will encourage drivers to provide the desired level of customer service. Provide additional customer service training for drivers. Provide method to remind customers where they parked their cars (e.g., pre-stamped cards). Key Considerations When implementing trunk-to-trunk service, include 1. Considering lot configuration and pavement strength. The ideal lot provides simple circulation paths for motorists and buses, and has full-strength pavement along all aisles rather than just the aisles intended for use by buses traveling along fixed routes. 2. Selecting appropriate rates. Although this is a considera- tion when introducing any parking product, it is particu- larly important when the product is competing with other existing products and when the new product includes unusual operating costs (such as shuttle bus operations). 3. Adopting a policy to permit shuttle drivers to provide baggage assistance and accept tips, which is a key to good service. 4. Using a management contractor. At airports where trunk- to-trunk service is provided, the service is operated under the terms of a management contract (rather than a conces- sion agreement), even at airports where airport staff oper- ate the remaining portions of the airport parking facilities. 5. Maintaining the ability to easily direct motorists to empty portions of the lot, and procedures to be used when the lot approaches capacity. Implementation Costs The primary capital costs are for (1) reconstruction of exist- ing pavement or construction of stronger pavement in a new lot to allow heavy vehicles to circulate along all aisles, (2) acqui- sition of shuttle vans (assuming that existing vehicles need to be replaced), and (3) dynamic signage directing motorists to empty spaces, or other wayfinding measures. The primary operating costs (as opposed to those occurring in a traditional economy lot) are those for operating additional shuttle bus hours (buses will drive longer distances and operate at increased frequencies), and for traffic attendants/lot supervisors (to coordinate bus drivers). A comparison prepared for Sacramento International Air- port indicated that the cost to convert an 8,000-space surface

Category B: Value-Added Parking Products 41 Key Considerations When implementing this strategy, include 1. A good first impression. A business parking lot should provide a high level of service from the outset and con- tinue to maintain a high level of service. For example, cus- tomers must encounter (a) reliable bus service that meets or exceeds the published waiting times, (b) no entry or exit delays, and (c) friendly and courteous bus drivers. Reliable parking access and revenue controls are particularly impor- tant, as no cashiers are available nearby to respond to prob- lems or delays. 2. Branding and marketing. Initial and ongoing marketing efforts are required to attract the desired customers. Although a clearly identifiable brand is important, it is necessary to reach out to potential customers and empha- size the benefits of the available service and amenities. 3. Site. Potential customers should be able to easily find the site. Customers should consider the site to be near the ter- minal and to offer short travel times to/from the terminal. Implementation Costs The primary costs are for (1) any required modifications to the surface lot, including the new revenue control system, (2) acquiring the appropriate buses, and (3) ongoing market- ing and promotion, if required. Appendix A provides the costs of credit card in/credit card out entry and exit controls. Marketing and promotion are expected to require a full-time person during the initial months of operation. Ongoing O&M Costs O&M costs are equivalent to those for any other compara- ble traditional parking facilities. Implementation Schedule Implementation (including the actions required to obtain management approval, marketing, planning, construction, and startup) may require less than 2 months to 6 months, depending on the time required to acquire and install the access control equipment and new signage, and to implement the marketing program. Supporting and Complementary Strategies and Technologies in This Guidebook • Loyalty Programs (C.5), • Credit Card In/Out (E.2), • Proximity Cards (E.5), paper such as USA Today; Internet access; and use of meeting rooms. Business parking is generally provided in small surface lots that require customers to use a shuttle bus or walk long dis- tances, but in locations that are closer to the terminal than other economy parking products. Parking rates for business parking are typically higher than for economy parking products because of the more frequent bus service and other amenities offered. The use of small surface parking lots is feasible because business parking is generally operated without cashiers, rely- ing entirely upon credit card in/credit card out systems or other cash-free technology. This approach is practical, as the intended customers are frequent travelers familiar with the use of the business parking facility. Benefits Potential benefits include • Improving gross revenues resulting from higher rates and potentially increasing market share. • Attracting specific market segments (e.g., resident busi- ness travelers) through improved customer services and amenities. • Allowing productive and beneficial use of surface lots that an airport operator might otherwise not consider finan- cially viable. An example could be a small parking lot where the costs of providing cashiers on a round-the-clock basis are not justified by the expected revenues and where it is not feasible to develop a single exit plaza serving this lot and a larger, nearby lot. Implementation Actions Implementation actions include 1. Select and develop a potential site. Ideally, the site should be a small lot offering easy access from the airport entrance and easy access to/from the terminal via shuttle bus or walking. 2. Install appropriate cashierless access control technologies providing adequate capacity to accommodate expected peak demands. 3. Develop an operational plan including shuttle bus routes and frequencies, and a source and distribution plan for proposed amenities. Assure that adequate buses are avail- able to maintain high-frequency service. 4. Develop a marketing plan and brand for the new product. The marketing plan should emphasize the convenience, improved service, and amenities offered. The selected brand could be displayed on airport promotional material, web- page, wayfinding signage, and shuttle bus exteriors.

• Increased or maintained market share. Cardholders or employees provided corporate cards are unlikely to use competing off-airport parking products. For this reason, some parking operators (primarily private operators) offer customers volume-based discounts. • Reduced cashier requirements and thus operating costs. • No data quantifying the additional revenues resulting from this program were available; however, airport operators consider it to be successful based on the number of repeat customers who pay standard rates and minimal ongoing O&M costs. • Easily combined with other complementary products, including pay per use, unlimited use, and loyalty programs. Implementation Actions Implementation actions include 1. Assess whether a market exists for this specific product by conducting focus groups or surveys with potential cus- tomers and local businesses. 2. Select access technology that is compatible with the air- port’s existing or planned parking revenue control system. Generally, cards that can be waved in front of a reader upon entering and exiting the reserved zone, such as prox- imity cards or AVI tags, are generally used at airports. A credit card in/out technology could also be used. 3. Adapt, obtain, or develop software that tracks customer parking activity, automatically prepares monthly state- ments, and monitors the remaining balance in each account, if necessary. 4. Market and promote the new product using the airport website and flyers distributed to exiting customers, partic- ularly those exiting garage or daily parking facilities. Key Considerations Those identified by airport operators include 1. Separate entry and exit lanes are desirable so that card- holders can avoid exit delays. The presence of these dedi- cated lanes also helps make other customers aware of the availability of these cards. 2. The cost of access cards varies from $50 to $200 at various airports. Implementation Costs The primary costs are (1) any required modifications to the parking access control system to allow it to accommodate access cards, and (2) the marketing program. One airport operator reported that advertisements placed as part of the 42 Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies • Branding (F.7), and • Marketing (F.8). Examples of Application Airports that offer, or once offered, business parking include Indianapolis International Airport (closed with the opening of the new Midfield Terminal in 2008) and Albuquerque Inter- national Sunport (now under design). B.6 Monthly Billing—Pay per Use Purpose Improve customer service. Attract additional customers and revenues by offering frequent travelers, and those travel- ing for business purposes, an additional level of convenience. Use by Customers With this product (sometimes referred to as corporate parking), customers are sold access cards or corporate cards (e.g., a proximity card, magnetic-stripe card, or AVI trans- ponder) that allow them to enter and exit a parking facility and enable airport staff to track their use of the parking facil- ity. Rather than paying upon each exit, cardholders are e-mailed monthly statements detailing their parking activity and the fees charged to their credit cards (which are automat- ically debited after each exit) or are e-mailed the remaining balance in the account (if the airport requires cardholders to maintain a deposit equivalent to one month of parking activ- ity or other amount). Cardholders may park in any available space, but unlike some other value-added parking products, they are not guaranteed an empty space. Because the corporate card can be shared among several patrons, they are often purchased by a company that then makes the cards available to all of its employees who are trav- eling on corporate business. Benefits The reported benefits include • Improved customer service because of simpler billing practices and improved reporting offered to participating customers. • Enhanced service to a market segment composed primar- ily of frequent parkers and others traveling on business purposes. These customers need to track their business expenses, and either they or their employers are generally willing to pay a small monthly fee for the convenience of receiving monthly billing statements.

Category B: Value-Added Parking Products 43 At airports where this product is offered, it is referred to as a “Gold Card,” “Passport,” or “Sure Park.” (See Figure B.7.) Benefits Improved service for participating customers and increased parking revenues are the noted benefits. Specific benefits iden- tified by airport parking operators include • Enhanced service to customers consisting primarily of fre- quent parkers traveling on business purposes. These cus- tomers are (a) typically “just-in-time” travelers who value time savings (compared to cost savings), and (b) willing to pay higher fees for a product that guarantees easy access to empty spaces and avoids the time spent searching for empty spaces. Parking operators reported that access cardholders pre- viously “hated” using airport parking facilities, particu- larly during busy periods when spaces were hard to find, but now over 95% of cardholders renew. • Helped increase or maintain market share. Employees pro- vided access cards are unlikely to use competing off-airport parking products. For this reason, some off-airport park- ing operators (primarily private operators) offer customers volume-based discounts. • Increased parking revenue. Data quantifying the additional revenues resulting from this program were not available; however, airport operators considered this product to be successful based on the number of repeat customers (including new customers) and the minimal ongoing O&M costs. • May be implemented to offer customers a range of com- plementary products, including monthly billing, pay per use, unlimited use, and valet services. marketing program cost $85,000. These costs exclude staff time or focus groups. Ongoing O&M Costs O&M costs, which are primarily associated with reviewing the monthly billings, are reported to be minimal. Ongoing marketing was generally limited to the airport’s website and word of mouth. Implementation Schedule Implementation (including actions required to obtain management approval, marketing, planning, and start up) may require 3 to 6 months. Supporting and Complementary Strategies and Technologies in This Guidebook • Guaranteed Space—Unlimited Use (B.8) and • Automatic Vehicle Identification/Radio-Frequency Iden- tification (E.3). Examples of Application Airports where corporate cards or monthly billings are used include San Francisco, CA (ParkFast) and Seattle- Tacoma, WA (Premier Corporate Parking) international airports. B.7 Reserved Parking Zone— Pay Per Use Purpose Enhance customer service, particularly for business travel- ers. Increase parking revenues with relatively little investment. Use by Customers Customers who purchase an access card are guaranteed a parking space in a conveniently located area or zone reserved for cardholders. Customers pay a flat annual fee (to cover administrative costs) plus the standard duration-based parking fee for each use of the airport parking facility. Parking fees are billed against the customer’s credit card, which is on file with the parking operator. Customers receive a monthly summary of the amounts billed to their accounts for the use of airport parking facilities. Because the access card can be shared among several users, the cards may be purchased by a company, which then makes the card available to all of its employees. Source: Massachusetts Port Authority. Figure B.7. Parking access card.

that the total implementation costs were $65,000. These costs exclude staff time, focus groups, and acquisition of new access control equipment, if required. Ongoing O&M Costs O&M costs were reported to be minimal. Ongoing market- ing was generally limited to the airport’s website and word of mouth. Implementation Schedule Implementation (including the actions required to obtain management approval, marketing, planning, and start-up) may require 6 months or more. Supporting and Complementary Strategies and Technologies in This Guidebook • Valet Parking (B.1 and B.4), • Monthly Billing—Pay per Use (B.6), • Guaranteed Space—Unlimited Use (B.8), and • Automatic Vehicle Identification/Radio-Frequency Iden- tification (E.3). Examples of Application Airports where reserved parking zones with pay per use have been implemented include those serving Atlanta, Boston, Houston, Sacramento, and San Francisco, as well as many privately operated off-airport parking facilities. B.8 Guaranteed Space— Unlimited Use Purpose Improve customer level of service, particularly for frequent travelers and those traveling for business purposes. Increase parking revenues while requiring relatively little capital invest- ment by offering a higher priced product and by maintaining market share. Use by Customers Customers who purchase access cards (sometimes called Gold Cards) are guaranteed to find an empty parking space in a designated portion or zone of a parking facility (typically a garage). Access is card-activated via a proximity card, magnetic- stripe card, or AVI transponder. Thus, only cardholders can access this designated zone. Cardholders are charged a flat monthly fee rather than a fee based on actual use of the park- 44 Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies Implementation Actions Implementation actions identified by airport operators include 1. Assess whether a market exists for this product by con- ducting focus groups with potential customers, and deter- mining if conveniently located spaces are available during peak times. 2. Identify potential locations for a reserved parking zone. The number of spaces should be flexible to respond to market changes. To establish the number of spaces to be reserved, it was assumed at certain airports that about 25% of cardholders would park at any one time. 3. Select access technology that is compatible with the park- ing revenue control system. Some airports use proximity cards or AVI cards that can be waved in front of a reader upon entering and exiting the reserved zone. 4. Market the program. Contact potential customers. Air- port operators have used e-mails to American Express and Diners Club members, airline frequent flyers, advertise- ments in newspapers, and coupons provided to exiting customers. The best sources of potential customers are cardholders of a monthly billing program, if such a pro- gram exists. Key Considerations Key considerations identified by airport operators include the following: 1. The selected zone should provide customers with a bene- fit not available in adjacent or nearby locations. This prod- uct has been unsuccessful when parking is readily available in adjacent locations or parking structure levels. In other words, this product works best when there is a regular shortage of available parking spaces. 2. A separate entry is required and a dedicated exit lane should be provided so cardholders can avoid exit delays. 3. The cost of access cards varies from $50 to $200 at various airports. 4. Sufficient conveniently located parking spaces must be available to provide guaranteed spaces. 5. First consider monthly billing programs that do not pro- vide a guaranteed space (B.6), and then initiate a guaran- teed space program to this customer base. Implementation Costs The primary costs are (1) any required modifications to the parking access control system to allow it to accommodate the access cards, and (2) the marketing program. One airport operator reported that the advertisements placed as part of the marketing program cost $85,000. Another airport reported

Category B: Value-Added Parking Products 45 can be waved (or tapped) in front of a reader upon enter- ing and exiting the reserved zone, such as proximity cards or AVI cards, are used. 4. Market the program. Contact potential customers. The best source of potential customers is current cardholders of other value-added programs, if these programs already exist at the airport. Some airport operators have used e-mails to American Express and Diners Club members, airline frequent flyers, advertisements in newspapers, and coupons to exiting customers. The operator of one airport is attempting to develop a link between the hubbing air- lines’ reservation pages and this parking product. Key Considerations Those identified by airport operators include 1. The selected zone should provide customers with a bene- fit not available in adjacent or nearby locations. For exam- ple, this product has been unsuccessful when parking is readily available in adjacent locations or levels. 2. Focus groups should be used to determine features cus- tomers are seeking and cost points (i.e., the additional amount customers are willing to pay for improved service and a guaranteed space). 3. Separate entry and exit lanes should be provided so that cardholders can avoid entry and exit delays. The presence of dedicated lanes helps with marketing this product. 4. Periodically survey existing customers to determine which products they formerly used and the products they would use if guaranteed spaces were not available to support analyses of resulting net revenues. 5. Periodically require that participating companies/card- holders verify that all of their cards are still in the possession of their employees. Some airport operators were concerned that former employees of participating companies might continue to gain access to the reserved area. Implementation Costs Implementation costs were reported to be minimal. The primary costs were for marketing and promotion and moni- toring and billing cardholders. Ongoing O&M Costs There are no ongoing O&M costs, other than maintaining the billing program and software. Implementation Schedule Implementation (including the actions required to obtain management approval, vendor selection, marketing, planning, ing facility. The fee is electronically billed to the cardholder’s credit card and the cardholder is e-mailed a receipt. Potential cardholders are typically (1) “just-in-time” travel- ers who value time savings more than cost savings and (2) will- ing to pay higher fees for a product that guarantees easy access to empty spaces and minimizes time spent searching for an empty space. Benefits Reported benefits include • Enhanced service to a market composed primarily of fre- quent parkers traveling on business purposes. Customers prefer the easy billing/payment available with this product. Customer preference for this product is evidenced by reports that cardholders previously “hated” using airport parking facilities, particularly during busy periods when spaces were hard to find, but over 95% of cardholders renew. • Improved gross and net parking revenues. At one airport, this product generates greater revenue per space than another product because the price of this product is equiv- alent to 15 to 20 days of general parking, but most customers parked for fewer than 15 days each month. Ongoing O&M costs were reported to be minimal. • Improved customer perception of airport parking prod- ucts by marketing availability of a range of products, and the branding of this product. • Increased or maintained market share. Customers who pur- chase Gold Cards are unlikely to use competing off-airport parking products. This allows the airport to target major employers. • Could be packaged with other services, including monthly billing, pay per use, unlimited use, and valet services. Implementation Actions Implementation actions identified by airport operators include 1. Assess whether a significant market for this product exists by conducting focus groups with potential customers, and determine if adequate numbers of conveniently located spaces are available during busy periods. Determine which product(s) customers would use if the guaranteed spaces were not available. 2. Identify potential locations for a reserved parking zone. The number of spaces should be flexible to respond to market changes. To establish the number of spaces to be reserved, some airport operators have assumed that on an average day, about 25% of cardholders would park at the airport. 3. Select access technology that is compatible with the park- ing revenue control system. At most airports, cards that

2. Install exit ticket readers that can recognize and accept val- idated tickets. 3. Track validated tickets to determine the number and value of the tickets each concessionaire validates. 4. Establish procedures limiting the number of tickets con- cessionaires are allowed to validate each month or charge for a validated ticket, tickets exceeding a certain monetary value, or tickets in excess of the allowed number. Key Considerations Key considerations include 1. Ticket validation procedures should be established and compliance with these procedures assured. If not properly managed, validated tickets can provide an opportunity to circumvent a parking system and can lead to a loss of park- ing revenues. 2. Ongoing monitoring of concessionaire use of ticket valida- tion equipment will help assure compliance with assigned procedures and avoid improper validations. Implementation Costs Primary costs are for the acquisition and deployment of parking access and revenue control equipment that allows ticket validation and accepts validated tickets. Ongoing O&M Costs There are no ongoing O&M costs, other than for mainte- nance of the ticket validators used by concessionaires. Implementation Schedule The schedule for new parking revenue control equipment acquisition and deployment governs the overall schedule. Supporting and Complementary Strategies and Technologies in This Guidebook • Onsite Sale of Food, Beverages, and Other Products (C.3) and • Loyalty Programs (C.5). Examples of Application Since September 2001, few U.S. airports seek to attract non-airline passengers to in-terminal concessions. However, many non-airport locations, including parking facilities serving central business districts and retail centers, offer 46 Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies construction and startup) was reported to require about 6 months, including 2 months for internal meetings. Supporting and Complementary Strategies and Technologies in This Guidebook • Reserved Parking Zone—Pay per Use (B.7), • Loyalty Programs (C.5), and • Branding (F.7). Examples of Application Airports providing guaranteed spaces with unlimited use include those serving Boston (Logan International Airport) and Paris (Charles de Gaulle). B.9 Validated Parking—Retail Purpose Encourage customer patronage of airport concessions and terminal area tenants. Use by Customers Customers shopping in terminal stores and restaurants are offered coupons or cards providing discounted or free park- ing in airport-operated public parking facilities. Benefits The reported benefits include • Improved wayfinding to concessionaires located in pre- security areas that attract customers who are not airline passengers. • Improved opportunities for some tenants to compete with off-airport locations offering free parking, such as restau- rants or hotels/motels having convention space or meeting rooms. • Improved retail sales, if combined with an airportwide offering, such as head-of-the-line privileges at security screening or access to an airport-operated club room. Implementation Actions Implementation actions include 1. Issue concessionaires and tenants ticket validation equip- ment and establish strict controls for the use of this equipment.

Category B: Value-Added Parking Products 47 • Enhanced airport revenues, because on-airport hotel oper- ators typically pay concession fees (or management fees) to the airport operator; increased patronage. • Increased revenue to the hotel operator, which can engage in yield management by filling rooms, which might have otherwise remained empty, with reduced-rate guests. Implementation Actions Implementation actions identified by airport operators include 1. Negotiate and enter into a business arrangement with the on-airport hotel operator governing the park-sleep-fly program, including the validation program and parking fees. 2. Provide the hotel staff ticket validation equipment and strict controls for the use of this equipment. Alternatively, use prepaid exit cards (i.e., magnetic-stripe cards). 3. Install exit ticket readers that can recognize and accept val- idated tickets or cards. 4. If prepaid cards are to be used, prepare the card design and art work and arrange for their fabrication. 5. Track validated tickets or cards to determine the number and value of the validated tickets. 6. Work with local tour operators and promoters to provide travel packages that include the park-sleep-fly program. Key Considerations Key considerations include the business arrangements with the hotel operator for tracking the use of the discount card and promotional activities. Implementation Costs The primary costs are for marketing prior to implemen- tation of the program and ongoing promotions and adver- tisements. Prepaid access cards cost about $0.90 each to fabricate. Ongoing O&M Costs The only significant ongoing O&M costs are for marketing and promotion. Implementation Schedule Implementation of the park-sleep-fly program at Dallas/ Fort Worth (DFW) was reported to take about 3 months, including design and fabrication of the prepaid cards. reduced-rate parking if tickets are validated by participating merchants. InterParking, the parking operator at Brussels Airport, offers “P-Card Shopping,” which can be used for the payment of parking at the airport and retail establishments through- out Belgium, and also for discounts or parking rebates at par- ticipating merchants. Payments are automatically deducted from the cardholder’s credit card, and can be tracked using a website maintained by InterParking (www.pcard.be). One private operator (Park’n’Fly) offers customers dis- counts on the purchase of a 1-year security pass membership in Clear, a program allowing airline passengers who pay a fee to bypass queues. B.10 Validated Parking— Park-Sleep-Fly Purpose Improve customer service, enhance revenues (both for the airport and the onsite hotel operator), and attract guests who would have otherwise used park-sleep-fly programs offered by hotels located off airport property. Use by Customers Guests staying at least one night at an on-airport hotel are offered free or reduced-rate parking for multiple days. This offer is in addition to the validated parking typically offered guests for each night they stay at the hotel. Typically, hotel staff at the front desk or a concierge will validate a guest’s parking ticket. Benefits Reported benefits include • Improved customer service, particularly for those locally originating airline passengers with morning flights (or international flights, for which passengers must check in 2 hours before their departure time) and who have to drive long distances to the airport. These customers benefit by being able to arrive during the evening before their flights and park their cars for the duration of their trips for free or at a reduced rate. Typically, this product is attractive to non-business passengers (or passenger groups) residing an hour or more away from the airport. • Increased on-airport hotel patronage because the program enhances the hotel’s ability to compete with hotels located off airport property.

At Frankfurt Airport, the XXL zone is marketed for cus- tomers with large vehicles, over-height vehicles, and vehicles pulling trailers. Parking these types of vehicles is feasible because of the configuration of the parking structure and cir- culation ramps. Benefits Apparent benefits include • Improved service for customers willing to pay higher rates to minimize damage to their vehicles. • Increased revenue even though the zone may contain fewer spaces because of the use of angled versus 90° spaces. • Increased parking options for customers. Implementation Actions Implementation actions include 1. Determine if sufficient customer demand for this product exists through the use of focus groups and/or observa- tions of the number of luxury vehicles parked in airport facilities. 2. Select a conveniently located zone that can be reconfig- ured to yield wider spaces. 3. Install card-activated gate arms at the entry and exit of this zone. Alternatively, this zone could be activated using a reserved parking Gold Card or similar access card. 4. Market and promote the service. At Munich Airport, the product is advertised as being “extra large and extra close.” Key Considerations Key considerations include 1. The zone should be easily accessible to both motorists and pedestrians. 2. The parking access system should allow for nested parking products and rates. That is, the access and egress controls to the XXL zone should be configured to charge higher fees for the use of these spaces. Implementation Costs The primary costs are for (1) any required modifications to the pavement marking/striping, (2) any changes or modifica- tions to the parking access control system, and (3) marketing and promotion. Ongoing O&M Costs There are no ongoing O&M costs other than the additional costs for maintaining additional revenue-control equipment. 48 Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies Supporting and Complementary Strategies and Technologies in This Guidebook None were identified. Examples of Application Airports with park-sleep-fly programs include those serv- ing DFW, Orlando, and Toronto. DFW offers a park-sleep- fly discount program that enables participating hotel guests to park on the airport for up to 7 days at a discounted rate. Hotel guests purchase a prepaid card, provided to the hotel by the airport operator, and use the card upon exiting the air- port parking facility. The airport, which sold over 1,500 park- sleep-fly packages in one recent year, receives $10 per day from the hotel operator for each customer using the prepaid park-sleep-fly card. B.11 XXL (Extra Large) Parking Purpose Enhance customer service by offering, for an additional fee, larger parking spaces that reduce the chance of a cus- tomer’s vehicle being scratched or damaged by other vehicles or customers. These larger spaces can also be designated for use by customers with large vehicles, over-height vehicles, or vehicles pulling trailers. Use by Customers After entering a parking facility, customers go into a sepa- rate nested area containing longer and wider spaces. Cus- tomers seeking to enter this gate-controlled area must insert their tickets into readers located at the entry and exit points. Ideally, this premium parking product is near the terminal building in a location that minimizes unprotected walking distances and level changes. For example, at the P-20 Garage at Munich Airport, the general parking area is configured using spaces arranged at right angles to the parking aisle (i.e., 90° spaces) but the XXL zone is configured using spaces arranged at 70° angles to the aisle (i.e., 70° spaces). This layout results in wider spaces (about 10-ft wide versus the standard 8.5-ft width) and slightly longer spaces (about 19.5 to 20 ft long versus the stan- dard 18-ft length). At Munich, where the primary market for this product appears to be customers with luxury vehicles, the cost of parking in the XXL zone is 50% higher than in the adjacent general parking area.

Category B: Value-Added Parking Products 49 Use by Customers This product consists of conveniently located parking spaces that are reserved for use by women. German law requires the allocation of parking spaces for women in pub- lic parking facilities at no additional cost. Similar spaces are provided in other parking facilities in Europe. In Miami, park- ing facilities are provided for parents traveling with young children. At European airports, ladies’ spaces are nested areas within a larger facility that may be more brightly lit, located near the terminal building, have gate controlled access, or be monitored by video cameras. At Miami International Air- port, spaces for families traveling with small children are con- veniently located with signs indicating that they are reserved for authorized users, much like spaces reserved for disabled motorists. Benefits Potential benefits may include • Improved customer service, particularly for customers having negative perceptions of the safety and security of large parking structures. • Enhanced customer perception of the airport and its park- ing system. • Increased parking options for customers. Implementation Actions Implementation actions include 1. Determine the market for this product and determine if a suitable parking area of adequate size is available and can be reserved for women or families traveling with small children. 2. Determine how to enforce and control the use of these reserved spaces. 3. Provide increased illumination in the designated parking areas and pedestrian corridors. Consider painting ceilings white to reflect illumination. Key Considerations Those identified by airport operators include 1. Choosing the type of access controls. At Munich Airport and other public locations in Germany, signs are provided at designated spaces indicating that the spaces are reserved for women. It is not known how these signed restrictions are enforced. At Frankfurt Airport, access to ladies’ parking is con- trolled by gate access and monitored by video cameras Implementation Schedule The schedule is dependent upon the time required for new pavement marking and modifications to the revenue control system. The actions required to obtain management approval and construction are estimated to require 2 to 4 months, assuming major upgrades to the parking access system are not required. Supporting and Complementary Strategies and Technologies in This Guidebook • Reserved Parking Zone—Pay per Use (B.7), • Guaranteed Space—Unlimited Use (B.8), and • Loyalty Programs (C.5). Examples of Application Airports with XXL parking zones include those serving Munich and Frankfurt. See Figure B.11. B.12 Parking for Ladies and Families Purpose Improve comfort and safety for female customers using airport parking facilities, particularly those using a parking structure. Improve customer perception of the airport. Source: Jacobs Consultancy. Figure B.11. Munich Airport.

50 Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies and microphones located near the entrance. To gain access, potential customers must push a button, which alerts a customer service agent, who uses the video system or speaks with the customer before raising the gate arm. 2. Implementation of enforcement measures that assure restricted access to the facility and improve both the per- ceived and actual safety in the facility. 3. The availability of such spaces needs to be promoted and marketed. 4. Customers may be willing to pay a small premium park- ing rate for this product; however, a potential negative impact is the perceived need to pay for safety, which would imply that existing facilities are unsafe. 5. Federal, state, or local laws may prohibit discrimination on the basis of gender. Implementation Costs The primary costs are those associated with new signs and access controls. Ongoing O&M Costs The most significant O&M costs are those associated with increased security measures and utilities for the ladies’ park- ing area. Implementation Schedule It is expected that the actions required to obtain manage- ment approval for ladies’ parking may require substantial time as no known examples of this product exist in North America. Construction and installation schedules are expected to require less than 3 months. Supporting and Complementary Strategies and Technologies in This Guidebook None were identified. Examples of Application Airports with ladies’ parking include those serving Munich and Frankfurt. This product is widely available in public and privately operated parking facilities in Germany. See Fig- ure B.12a. Miami-Dade County offers a special parking permit for parents or legal guardians traveling with a stroller that can be used until a child is 3 years old. Miami International Airport Source: Jacobs Consultancy. Figure B.12a. Frankfurt Airport. Source: Jacobs Consultancy. Figure B.12b. Miami International Airport.

Category B: Value-Added Parking Products 51 Implementation Actions Implementation actions identified by airport operators include 1. Identify a portion of the parking facility, particularly a parking structure that can be reserved and allocated for this use. 2. Advertise and award a concession for operation of this product. Either the airport operator or the concessionaire could be responsible for the installation of fencing and gate controls. Key Considerations Key considerations include 1. The extent of demand for this product must be deter- mined. 2. The provision of secure parking may suggest to some that there are concerns with the level of safety and security offered in general parking areas. 3. The ability to provide a secure nested area that precludes pedestrian circulation needs to be investigated. Implementation Costs The primary costs are associated with the construction of the lobby and fencing, and the award of a concession to oper- ate the secure parking area. Ongoing O&M Costs There are no ongoing O&M costs. Implementation Schedule Unknown, but estimated to require 4 to 6 months, includ- ing the actions required to obtain management approval. Supporting and Complementary Strategies and Technologies in This Guidebook • Valet Parking—Non-Curbside Drop-Off/Pickup (B.3), • Reserved Parking Zone—Pay per Use (B.7), • Guaranteed Space—Unlimited Use (B.8), and • Vehicle Washing and Servicing (C.1). Examples of Application Airports with secure parking include those serving Brus- sels, Frankfurt, Munich, and Paris. See Figures B.13a and B.13b. has reserved spaces for this use conveniently located near the terminal. See Figure B.12b. B.13 Secure Parking and Secure Parking with Valet Service Purpose Enhance customer service by offering customers a product that, for an additional fee, provides an additional level of security for their vehicles and vehicle contents. Use by Customers Customers seeking a high level of security for their vehicles and their contents may park in an area surrounded by floor- to-ceiling fencing, monitored by guards around the clock, and where access by pedestrians and other vehicles is prohib- ited or limited to those passing through rolling gates that are normally closed. Customers stop their vehicles at an office or in a lobby adjacent to the entry to the secure parking area, complete the necessary paperwork at a counter, and then either park their vehicles or leave them with a valet attendant. Upon returning to the garage, customers enter the lobby, pay at the counter for their stay, and then either retrieve their vehicles or wait for vehicle delivery by an attendant. At some airports, the lobby where customers pay for their parking is located away from the garage along a primary pedestrian path and a valet atten- dant retrieves the customer’s vehicle. Secure parking may be nested within general parking areas or accessed via separate entries and exits. This product is available at many large European airports and is often oper- ated by a separate concessionaire. At these locations, secure parking costs 67% to 100% more than the adjacent general parking areas. Benefits The reported benefits include the following: • Provides improved customer service, particularly for those customers with luxury vehicles or those who wish to leave valuables in their cars while parked. • Provides additional options for customers. • Provides additional revenue opportunities depending on the terms of the concession agreement. European airport staff reported high demand for this product both by cus- tomers seeking extra security and by celebrities.

52 Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies Source: Jacobs Consultancy. Figure B.13a. Munich Airport. Source: Jacobs Consultancy. Figure B.13b. Brussels International Airport.

53 C A T E G O R Y C : Complementary Customer Services C.1 Vehicle Washing and Servicing, 54 C.2 Concierge Services, 55 C.3 Onsite Sale of Food, Beverages, and Other Products, 56 C.4 Pre-Ordered In-Flight Meals to Go, 57 C.5 Loyalty Programs (Frequent Parker Programs), 58 C.6 Passenger Check-In Kiosks, 60 C.7 Baggage Check-In, 61 C.8 Pet Kennels, 62 C.9 Shaded Spaces, 64 C.10 Shaded Spaces with Solar Panels, 65 C.11 Electric Charging Stations, 66

C.1 Vehicle Washing and Servicing Purpose Improve customer service by allowing customers to have their vehicles serviced while they are parked. Enhance revenues by attracting potential customers from off-airport facilities and charging fees for additional services. Use by Customers After entering a parking facility, customers either leave their vehicles with a valet attendant or park them in designated spaces that are often located near the parking office. The cus- tomers authorize the desired vehicle services and indicate the date of their scheduled return. Services offered typically include washing, waxing, and detailing; fueling; routine ser- vicing (e.g., oil change); dent removal; and tire rotation or replacement. Typically, these services are performed by a nearby car wash, service station, or dealership operating under contract to the parking operator. At some airports, however, vehicles are washed by airport parking staff. At some parking facilities, vehicle servicing is performed by one or more automobile dealers offering factory-trained mechanics. At these loca- tions, specific parking spaces are designated for each dealer or make of automobile (i.e., spaces for BMW, Mercedes, etc.). Benefits Potential benefits include • Improved customer service, particularly for business trav- elers, high-income travelers, or others willing to pay higher fees for the convenience of having their vehicles serviced while they are away on travel. • Increased revenues resulting from increased market share and the fees earned from the service station/car wash. The 54 C A T E G O R Y C Complementary Customer Services revenues from this service at Denver International Airport represent less than 0.4% of total parking revenues. • Improved perception of airport amenities. Implementation Actions Implementation actions include 1. Enter into a business arrangement with a local car wash, service station, or automobile dealership setting forth the range of services to be offered, schedule of rates for stan- dard servicing tasks, and liability insurance. 2. Determine responsibilities for moving, securing, and stor- ing customer vehicles. 3. Include service in advertising and promotional material. For example, one airport operator distributed an advertise- ment describing this service offering to gold- and platinum- level frequent fliers of the hubbing airline. This resulted in many new customers, 60% of whom had previously parked off airport. Key Considerations Key considerations include 1. Determining if sufficient customer demand for these ser- vices justifies the initial startup costs, training, and pro- motional costs. Demand may be high in locations where vehicles are soiled by rain and snow. The proportion of valet customers using car washing/servicing varies from about 2% at Denver International Airport (the airport operator has worked informally with a service station located on air- port property for more than 10 years) to about 30% at Minneapolis-St. Paul International Airport (where vehi- cles are washed by airport staff). 2. Selecting a reliable and trustworthy service station/car wash. Customers expect the airport operator to be respon- sible for overseeing the work performed and if the work is not satisfactory, customers will complain about the air- port, not the service station.

Category C: Complementary Customer Services 55 or drop off their laundry or dry cleaning, (2) purchase groceries or other retail products to be placed in the customers’ vehicles upon their return, (3) rent CDs/DVDs for the duration of their trip, and/or (4) have other similar services performed. Typically, these services are performed by laundry/dry cleaning establishments or other concessionaires operating under contract to the parking operator. At some parking facil- ities, the parking operator operates a CD/DVD rental library for customer use. The retail products may represent products sold by the airport’s in-terminal retail concessionaires, which can be selected from a catalog. Benefits Potential benefits include • Improved customer service and satisfaction, particularly for business travelers, high-income travelers, or others willing to pay higher fees for the convenience of having services performed while they are traveling. • Potential revenues resulting from increased market share and the fees earned for the concierge services, and poten- tially from the in-terminal concessionaires. The extent of the potential revenue is unknown as the airport parking facilities offering concierge services are privately operated and no data were available on the revenues resulting from these operations. • Improved perception of airport amenities and products. Implementation Actions Implementation actions include 1. Enter into a business arrangement with laundry/dry clean- ing or other businesses. 2. Arrange logistics for the placement of orders, pickup and delivery of laundry or retail products, and for securing these items until the customer returns. 3. Hire and train parking staff to serve as concierges. 4. Market and promote the service. Key Considerations Key considerations include 1. Determining if sufficient customer demand for these ser- vices justifies the initial start-up, training, and promo- tional costs. It is not known whether concierge services generate positive revenues or operate as a loss-leader to support marketing/brand recognition because all identified exam- ples of concierge services were offered at parking facilities operated by private entities that did not share revenue or profit/loss data. Implementation Costs Other than marketing/promotion and legal arrangements to allow transferring custody of customer vehicles to other par- ties, the initial start-up costs are minimal. Although most airport operators have customers’ cars washed and serviced offsite, it is possible to wash a car within an existing parking structure using small mobile car washing equipment, particularly those that use little water. Ongoing O&M Costs Ongoing O&M costs are reported to be minimal. Implementation Schedule Implementation, once a satisfactory service station/car wash is selected, can occur within 2 months, depending on the time required to obtain management and legal approval. Supporting and Complementary Strategies and Technologies in This Guidebook Vehicle washing and servicing can be offered as an additional service at an existing parking facility. Complementary strategies and technologies include • Valet Parking (B.1, B.2, and B.3), • Secure Parking and Secure Parking with Valet Service (B.13), • Loyalty Programs (C.5), • Baggage Check-In (C.7), and • Web-Based Reservations (F.3). Examples of Application Airports with parking products that include vehicle wash- ing and servicing are those serving Denver and Minneapolis- St. Paul, as well as many private parking operators. C.2 Concierge Services Purpose Improve customer service by providing a broader range of complementary services. Increase airport revenues. Use by Customers After entering a parking facility, using a concierge service or service from another staff member located in the parking office or other nearby location, customers can arrange to (1) pick up

Use by Customers After entering a parking facility, customers can purchase food, snacks, and beverages from vending machines, a coffee cart, or a small retail establishment. In addition to food or beverages, other products may be sold (e.g., traveler-oriented products, such as those sold in hotel lobbies or at airport newsstands). Benefits Potential benefits include • Improved customer service and satisfaction, particularly for business travelers. • Potential revenues from the sale of goods and services. • Improved perception of airport amenities and products. Implementation Actions Implementation actions include 1. Determine the mix of food and products desired by park- ing patrons, an optimal location (i.e., along a major pedes- trian path) where these items can be offered, the likely volume of business, and the size of the establishment this volume warrants. 2. Prepare concession terms, prepare and disseminate an invitation for bids, advertise, and award a concession con- tract for the service(s). 3. Help concessionaire(s) market and promote the service(s). Key Considerations Key considerations include 1. Determining if sufficient customer demand exists for these services. (See reference to former kiosk at Seattle- Tacoma International Airport under Examples of Appli- cation.) Vending machines appear to be popular because of their relatively low investment and ongoing O&M costs. Revenues from vending machines or food kiosks located in parking facilities are typically included in reported air- portwide food/product sales and not reported separately. Thus, revenue data from sales in parking facilities were not available. 2. Selecting suitable site(s). The site must be visible, but should not interfere with pedestrian traffic and flow. At some air- ports, pedestrian traffic is dispersed along multiple paths, reducing the business opportunities at any one location. 3. Recognizing that parking facilities with “captive markets,” such as those where large groups of passengers must wait for shuttle buses or arriving airline passengers, are ideal locations for these services. (See reference to consolidated rental car centers under Examples of Application.) 56 Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies 2. Selecting reliable and trustworthy service providers, and provisions for the pick up, delivery, and storage of customer orders. 3. Recognizing that customers will expect the airport opera- tor to be responsible for the services performed (i.e., dry clearing ready and garments cleaned satisfactorily) and will complain about the airport if the service is not delivered as expected. 4. Avoiding distribution of candy or maps to exiting cus- tomers. One parking operator reported that such “gifts” were unsuccessful because customers did not trust the candy, and local residents, who account for the majority of parking customers, do not need maps. Implementation Costs The implementation costs are minimal. Ongoing O&M Costs Ongoing O&M costs are reported to be minimal. Implementation Schedule Once a satisfactory service provider is selected, implemen- tation can occur within less than 2 months depending on the time required for management and legal approval. Supporting and Complementary Strategies and Technologies in This Guidebook • Valet Parking (B.1, B.2, and B.3), • Secure Parking and Secure Parking with Valet Service (B.13), • Loyalty Programs (C.5), • Baggage Check-In (C.7), and • Web-Based Reservations (F.3). Examples of Application As part of the Gateway valet parking program at Vancou- ver International Airport, concierge services are offered, including dry cleaning, ordering flowers, and other services. Private parking operators, including Red Rocket in Santa Clara (serving Mineta San Jose International Airport), offer similar services. C.3 Onsite Sale of Food, Beverages, and Other Products Purpose Improve customer service by providing a broader range of complementary services. Increase airport revenues.

Category C: Complementary Customer Services 57 C.4 Pre-Ordered In-Flight Meals to Go Purpose Improve customer service by allowing customers to pre- order and pick up ready-to-eat meals when they park. Enhance revenue by providing an additional source of revenue. Use by Customers Before arriving at a parking facility, customers use the Internet or telephone to select and order a freshly prepared meal from a menu of available choices. Customers can pick up their orders at the parking office or other location, after they have parked their vehicles but before they board the shuttle bus. The meals can be carried through security (as they contain no liquids or gels) and onto the aircraft. The meals can be heated just before they are to be picked up by a customer or, alternatively, they can be heated during the cus- tomers’ journey using a chemical heat pack, which may be included with the meal. An outside contractor is used to prepare the meals and deliver them to the parking facility. Benefits Reported benefits include • Improved customer service and satisfaction, particularly for business travelers or others who place a high value on time, prefer not to shop for meals in the airport terminal, or pre- fer the higher quality meals available through this service. • Creation of brand loyalty because the service is attractive to repeat customers. 4. Considering that, depending on their location(s) and con- figuration(s), permanent or fixed retail establishments will need to comply with local health, building, and fire codes. Compliance may trigger the installation of fire sprinklers, plumbing, or other equipment—not otherwise required— which will increase the construction cost of the parking facility. (See reference to former kiosk at Seattle-Tacoma International Airport under Examples of Application.) Implementation Costs The primary costs are those associated with preparing and awarding a concession contract. These costs are minimal. Ongoing O&M Costs Ongoing O&M costs, other than those related to the over- sight of contractors, are reported to be minimal. Implementation Schedule Implementation, once the satisfactory service site(s) and concessionaire(s) are selected, can occur within 4 months depending on the time required to determine a site location and achieve approval of the concession contract. Supporting and Complementary Strategies and Technologies in This Guidebook • Economy/Long-Duration Parking (A.3) and • Cell Phone Lots (A.6). Examples of Application Other than vending machines (see Figure C.3), no exam- ples of U.S. airports offering onsite retail sales were identified. In the late 1990s, a coffee kiosk was located in the main park- ing structure at Seattle-Tacoma International Airport near a busy sky bridge, but this kiosk has since been eliminated. It was reported that the kiosk did not comply with health department and local building codes, and did not generate significant revenue for the concessionaire or the airport. Food/beverage and retail shops, as well as coffee carts, are located in the lobbies of several consolidated rental car facil- ities, including those located at the airports serving Dallas/ Fort Worth, Phoenix, and San Francisco. These concessions, unlike those in public parking facilities, have “captive” mar- kets consisting of rental car customers (and their traveling companions) waiting to pick up a rental car. The ground floors of many non-airport parking structures contain stores, shops, or restaurants, especially those located in urban areas. Typically, these retail facilities do not rely entirely upon park- ing facilities to generate a customer base. Source: Jacobs Consultancy. Figure C.3. Miami International Airport.

Implementation Schedule The schedule is unknown, but is expected to require 6 months or more, including actions required to obtain management approval, arranging a contract with a food ven- dor, and modifying a website to display the menu or provide a link to the vendor’s website. Supporting and Complementary Strategies and Technologies in This Guidebook • Valet Parking (B.1, B.2, and B.3), • Secure Parking and Secure Parking with Valet Service (B.13), • Loyalty Programs (C.5), • Baggage Check-In (C.7), and • Web-Based Reservations (F.3). Examples of Application Pre-ordered in-flight meals were available at a parking structure operated by off-airport operator “Wally Park,” serv- ing Los Angeles International Airport. This service has been discontinued because of competition from the food and bev- erage concessions located after security checkpoints inside the terminal. The improved quality, availability, and lower costs of food for sale near the aircraft gates reduced the attractive- ness of the pre-ordered meals, which had been provided by SkyMeals of Long Beach, CA. C.5 Loyalty Programs (Frequent Parker Programs) Purpose Improve parking revenues by maintaining or increasing market share versus off-airport competitors. Improve service by determining the preferences of the most frequent parking customers. Use by Customers Customers who participate in a frequent parker program offered by the airport or parking operator receive points that, depending on the specific program, can be applied toward available gifts, reduced cost or free parking, or airline miles. Customers register for the program using the Internet or mail-back forms. Benefits Potential benefits of loyalty programs include • Encourages repeat customers and thereby improves or maintains market share by providing benefits to repeat customers. 58 Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies • Improved revenues as a result of the additional product sold, and potentially improved market share over com- petitors that do not provide pre-ordered meals. Implementation Actions Implementation actions include 1. Conduct market research to determine the size of the potential customer market, preferred meal choices, and willingness to purchase meals at a parking facility. 2. Interview and select food contractor who will prepare and deliver meals. Agree upon menu choices, prices, required lead time for orders, and business terms. 3. Develop food storage area in parking offices or area of high pedestrian activity in a parking structure or lot. 4. Provide method for customers to order and pre-pay for meals via the Internet or telephone. Assure that informa- tion is reliably and accurately shared with food contractor and parking staff. Key Considerations Those identified by airport operators include 1. Extent of the customer market for this product, which appears best suited for airports with large volumes of long- haul flights (e.g., 2 hours or more) and a high proportion or large volume of business travelers. 2. Concentrated circulation paths within a parking facility that allow a single meal pick-up point to serve all cus- tomers, as opposed to dispersed paths. 3. Availability of freshly prepared meals (as opposed to pre- packaged meals) from a nearby, reliable provider. 4. Current Transportation Security Administration (TSA) baggage and passenger screening regulations. 5. Terms of airport business arrangements with in-terminal food and beverage concessionaires. In some locations, this product may be viewed as competing with these conces- sionaires, who may have an exclusive contract. Implementation Costs The primary costs are associated with developing a website or telephone system to allow customers to order meals, the cost of a refrigerated food storage area, and the staff time needed to distribute the meals and oversee/market the pro- gram and food vendor. Ongoing O&M Costs Key ongoing costs include those for the staff handing out meals and overseeing the program and food vendor. Costs would also be incurred for updating the menu (unless the menu is hosted on the food contractor’s website).

Category C: Complementary Customer Services 59 Supporting and Complementary Strategies and Technologies in This Guidebook • Monthly Billing—Pay per Use (B.6), • Reserved Parking Zone—Pay per Use (B.7), • Guaranteed Space—Unlimited Use (B.8), and • Web-Based Reservations (F.3). Examples of Application Airports with loyalty programs include those serving St. Louis (e.g., Super Park operated by Central Parking Sys- tems) and Cincinnati/Northern Kentucky (e.g., CVG Parking Advantage), as well as most private off-airport parking opera- tors (including those that operate on- and off-airport parking facilities). See Figures C.5a and C.5b. • Provides data to mine for future parking initiatives and customer contact information (i.e., e-mail addresses or other contact information), which can be used for cus- tomer satisfaction surveys and tests of new products or services. Implementation Actions 1. Determine number and frequency of returning parking customers (could be attained from license plate inventory). 2. Conduct customer outreach focus groups to determine level of interest and what rewards (e.g., gifts, discounted or free parking, or airline miles) would interest customers. Key Considerations Those identified by airport operators include 1. Acquisition of software to establish and operate the program. 2. Ongoing costs to operate the program and purchase gifts or miles for customers. 3. Use of airline miles may be popular at an airport where one airline has a large market share. For example, at Wilkes-Barre/Scranton International Airport, to be eligible for frequent parker program partic- ipation, customers must fly 50,000 miles or more per year with one of the airlines serving the airport and park in des- ignated spaces in the parking structure. Implementation Costs Specific costs were not reported. The key costs are those for developing the website or telephone system and the initial marketing program. Ongoing O&M Costs Key ongoing O&M costs include 1. Staff costs for maintaining the website and software that tracks individual customer accounts, and interacting with customers. 2. Marketing and promoting the program. 3. Costs of rewards, including allowing free parking or pur- chasing the gifts or airline miles. Implementation Schedule The schedule is unknown, but is expected to require 6 months or more, including the actions required to obtain management approval, acquiring the necessary software, implementing the website, and marketing and promotional activities. Source: Cincinnati/Northern Kentucky International Airport. Figure C.5a. Frequent parker rewards program at Cincinnati/Northern Kentucky International Airport. Source: St. Louis International Airport. Figure C.5b. Frequent parker rewards catalog for St. Louis International Airport.

support system implementation and maintenance, if the airport does not have a common-use system. Key Considerations Those identified by airport operators include 1. Whether a common-use ticketing system is in use at the air- port. Parking is unlikely to be the driver for implementing such a system, but rather an additional user if the system exists. 2. Extent of demand for this product. An increasing proportion of airline passengers arrive at the airport with preprinted boarding passes obtained using the Internet or other source (e.g., check-in kiosks available in hotel lobbies). Thus, demand for this strategy may be declining. 3. Willingness of the larger airlines to participate in this program, including installation of kiosks and considera- tion of the ongoing maintenance costs. This is less of a consideration at airports with common-use ticketing equipment. 4. Implementation costs, including costs of kiosks and sup- porting networks, particularly at airports where multiple kiosks are required. Airports with concentrated pedestrian paths, dominant hubbing airline(s), or common-use equip- ment would require less equipment. 5. Maintenance costs, including provisions for repairing equipment failures or service outages, and customer ser- vice implications caused by unreliable equipment. 6. Existence of a parking facility that provides a suitable loca- tion(s) to install equipment. The location should be weather protected and heated; secure, well lit, and under surveillance (similar to an ATM machine) to avoid van- dalism; and provide access to a secure communication network suitable for use by the airlines. The parking facil- ity also should offer concentrated passenger flows, so that only a few kiosks are required. 7. Foreknowledge that this strategy is not suitable in a sur- face parking lot because passenger flows are not suffi- ciently concentrated. Implementation Costs Each common-use self-ticketing kiosk costs approximately $10,000 to $15,000 to install, depending on the equipment and location. Ongoing O&M Costs The costs of ongoing operation (maintaining ticket stock), maintenance, and surveillance of the kiosks are the responsi- bility of the airport operator. 60 Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies As noted earlier, Wilkes-Barre/Scranton International Air- port has a frequent parker program, which is available only to members of elite airline mileage programs. A customer who has earned 50,000 or more miles per year and participates in a major airline frequent flyer program is eligible to obtain a permit that grants access to convenient terminal garage park- ing. The cost of parking in the dedicated area is the same as the cost to park in adjacent facilities. C.6 Passenger Check-In Kiosks Purpose Improve customer service by permitting customers to check in for their flights and receive boarding passes in a park- ing facility, including those located away from the terminal area (e.g., economy lots requiring the use of shuttle buses). Use by Customers While walking to the terminal or before boarding a shuttle vehicle that transports customers to the terminal, the customer uses a credit card or airline confirmation number to obtain a boarding pass from an electronic self-service ticketing kiosk or a common-use ticketing kiosk. The customer may then pro- ceed directly to security upon arrival at the terminal building. In addition to printing a boarding pass (and sometimes baggage tags), customers can change flights or seat assign- ments, print receipts, and perform other functions typically offered by self-service ticketing kiosks serving one airline or multiple airlines. Benefits Potential benefits include • Enhanced customer service, particularly for passengers traveling only with carry-on baggage, because this option allows them to bypass the ticket counter. • Improved market share from offering customers a service not generally available at privately operated parking lots. Implementation Actions Implementation actions include 1. Confirm that a market for this service exists. 2. Confirm the availability of suitable technology (i.e., common-use ticketing kiosks). 3. Select suitable location(s) to install the kiosks and provide the necessary communications and power systems. 4. Coordinate with the airlines that have the largest market share to determine their willingness to participate and

Category C: Complementary Customer Services 61 checked bag plus airline bag check fee) and boarding pass. Bag- gage is stored securely by the baggage agent (typically a third- party baggage handler or concessionaire), who transports the bags to the appropriate airline where they are processed and screened with other checked baggage. Benefits Potential benefits include • Enhanced customer service for passengers who are check- ing baggage, because they can bypass the ticket counter. • Improved market share by offering customer service not generally available at privately operated parking lots. Implementation Actions 1. Determine if an adequate market exists for this service, and if the airport operator is willing to subsidize the oper- ation, if necessary. 2. Determine which airlines are willing to participate and ascertain their market shares. 3. Select a third-party baggage handling company that will be responsible for coordination with the airlines and TSA. 4. Construct the baggage counter and baggage storage area. 5. Market, advertise, and promote the service. Key Considerations Those identified by airport operators include 1. Determination of whether sufficient business exists to sup- port this service. The primary market consists of domestic, non-business passengers with several pieces of checked baggage who typically check in 1 to 2 hours in advance of their flight departures, are traveling on participating airlines, and are willing to pay baggage handling fees in addition to the airline bag check fees. Not all airlines participate in these services, and the service is not available to passengers on international flights. At some airports, the primary market consists of passen- gers who are non-resident, non-business customers travel- ing to/from destination resorts (e.g., casinos) or cruise ships. 2. At several locations, the airport operator has chosen to subsidize the cost of this service because the fees (e.g., $3/bag) charged by the third-party baggage handling com- pany are insufficient to cover the costs, particularly during initial years of the service. 3. Airports where this service has been implemented (e.g., San Francisco International Airport) report that, after the airlines initiated bag check fees, demand for this service declined or remained steady (despite increasing passenger traffic). Implementation Schedule About 2 to 4 months are required to approve, design, and install a kiosk, depending on the availability of supporting cable and power. Supporting and Complementary Strategies and Technologies in This Guidebook • Baggage Check-In (C.7). Examples of Application Airports with passenger check-in kiosks (see Figure C.6) at a remote parking facility (or other off-airport location) include those serving Las Vegas, Minneapolis-St. Paul, San Francisco, and Vancouver. C.7 Baggage Check-In Purpose Improve customer service and enhance market share by permitting customers to leave their checked bags and receive boarding passes in a parking structure or facility located away from the terminal area (e.g., economy lots requiring the use of shuttle buses), thereby avoiding having to carry bags on a shuttle vehicle. Use by Customers When entering the parking facilities or before boarding a shuttle bus, customers leave their checked bags with an atten- dant and pay a small fee for the bag service (e.g., $3 per Figure C.6. Common-use self-ticketing kiosk.

location, and less than 1% of passengers used it at two other locations. These three remote locations being used for baggage check-in were located between 10 and 20 miles from LAX. Baggage check was available for $5 for up to two checked bags on most domestic airlines, except Southwest Airlines and US Airways. The cutoff time for baggage check was 3 hours prior to flight time. The estimated annual operating costs for lim- ited hours of operation at the three locations, plus personnel to accept the bags at the airport’s international terminal where they were processed, was approximately $250,000. The majority of the costs were subsidized by the airport operator. The remote baggage check did not generate new express bus passengers. C.8 Pet Kennels Purpose Improve customer service by offering customers the abil- ity to board a pet while they travel. Increase revenue from fees earned for the provision of an additional product. Use by Customers Customers bring their pets to the airport, board them in a licensed kennel, and park at the kennel. When the parking facility is co-located with a kennel, it is sometimes referred to as a “park-and-bark.” At these airport pet kennels, similar to other boarding ken- nels, customers can arrange to have their pets bathed, groomed, or attended to medically by a veterinarian for an additional fee. 62 Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies 4. Availability of an appropriate location for baggage check-in within the parking facility. The site should provide for a staffed baggage check-in counter (which requires electrical power and—ideally—is climate controlled) and should have adjacent, secure, weather-protected, baggage storage immediately adjacent to the vehicle to be used to transport the baggage securely to the terminal. Passenger flows within the parking facility should be concentrated so that a single counter/area can serve all customers. Implementation Costs The major implementation costs include those for 1. Staff time to analyze the size of the market and select a bag- gage handling company, which may involve issuance of a Request for Proposal (RFP). 2. Construction of the baggage counter and storage area. Secure modular containers could be used for storage. 3. Electrical power, telephone/communication, and data lines. Ongoing O&M Costs Ongoing airport operator O&M costs are minimal. Implementation Schedule The implementation schedule varies based on the time required to negotiate with the third-party baggage handling company and the airlines. Total implementation time may vary from a minimum of 3 months (assuming a sole source award to a baggage handling company) to 12 months (assuming a com- petitive proposal process) depending on the time required for contract negotiation, approvals, and initial start up. Supporting and Complementary Strategies and Technologies in This Guidebook • Passenger Check-In Kiosks (C.6). Examples of Application As of 2009, third-party concessionaires offering this service include BAGS, Inc. and Bags-to-Go. San Francisco Inter- national Airport offers baggage check-in at a remote parking facility (see Figure C.7). Similar services are operated in remote locations, but not parking facilities, near the airports serving Las Vegas and Vancouver. Remote baggage check-in was available for passengers using remote express bus services to Los Angeles Inter- national Airport (LAX) from September 2006 to March 2008. This service was discontinued because of low demand. Less than 2% of the bus passengers used the service at one Source: Jacobs Consultancy. Figure C.7. Baggage check at long-term parking facility, San Francisco International Airport.

Category C: Complementary Customer Services 63 Key Considerations Those identified by airport parking providers include 1. Availability of a suitable site for the kennel. To enhance customer level of service, the kennel should be located close to the major airport entry road, easy for customers to find, and close to parking. 2. Business terms with the existing parking operator. Most concession contracts with parking operators and some management agreements grant the concessionaire or man- agement company the exclusive right to operate public parking facilities located on the airport. 3. Business terms with the kennel operator. Some airports charge only land rent, while others charge building and land rent plus a percentage of gross revenues derived from the kennel and the parking operations. These terms vary depending on whether the airport operator or the conces- sionaire is responsible for constructing the site improve- ments, including construction of the kennel. 4. Number of parking spaces to be provided at the kennel. The kennel at Minneapolis-St. Paul International Airport provides about 100 public spaces. Implementation Costs Implementation costs, other than site preparation and staff costs for preparing and awarding the contract, are minimal. Ongoing O&M Costs Ongoing costs, other than for oversight of the concession- aire, are minimal. The concessionaire is responsible for a marketing program, public relations, and advertising. Implementation Schedule Obtaining approval from management, issuing the RFP/bid documents, and project start-up can require 6 to 12 months. Supporting and Complementary Strategies and Technologies in This Guidebook • Vehicle Washing and Servicing (C.1), • Onsite Sale of Food, Beverages, and Other Products (C.3), and • Passenger Check-In Kiosks (C.6). Examples of Application Airports with parking products that include pet kennels include those serving Jacksonville and Minneapolis-St. Paul (see Figure C.8). Privately operated kennels marketing to airline passengers include those located in Atlanta, Charlotte, Houston When customers return to the airport, they can pick up their vehicles and pets at the same location. Benefits Reported benefits include • Increased customer service for parking patrons and airport employees, who can also use the service. • Additional airport revenues derived from the kennel, which is typically operated as a concession. At Minneapolis-St. Paul International Airport, the concessionaire pays 8% of its gross revenues plus building and ground rentals. Some airports receive over $100,000 annually in concession fees paid by kennel operators. • Increased revenues generated through attracting additional customers to the parking facility. Implementation Actions Implementation actions were reported to include 1. Select site with a 1-acre minimum to allow for parking, the kennel, and runs/exercise areas. The site should provide “easy on/easy off” access. 2. Decide whether to use an existing building or a new building. 3. Prepare and issue requests for information followed by requests for bids or RFPs. The RFP should be carefully structured to attract businesses experienced in operating facilities that provide for boarding pets, animal day care, and training. The RFP should require that a. Customers are allowed to drop off or pick up their pets during the same hours that airline passengers, unlike traditional kennel customers, arrive at, and depart from, the airport. Provision should be made for customers who may experience flight delays and be unable to pick up their pets at the originally scheduled times. b. The kennel be staffed by qualified individuals with access to a veterinarian or a paraveterinary technician. c. Kennel operators be limited to organizations qualified to operate a kennel, including those that operate ken- nels nationwide, as well as local not-for-profit animal protection services. d. “Exotic” pets as well as dogs and cats can be boarded. e. Upscale services that provide for training and groom- ing are considered. f. A discount rate is provided for people who work at the airport. 4. Select and award contract. Alternatively, enter into a sole- source business agreement with a not-for-profit organiza- tion (e.g., the ASPCA).

• Improved service for customers parking in surface lots. • Increased choice of parking options and customer services. Implementation Actions Implementation actions include 1. Estimate cost per space of constructing a shade structure complying with local building codes. 2. Determine if higher fees are to be charged for the shaded spaces, and how the customer base will react to the addition of a new product/service. The estimated net new revenues should allow recovery of amortized construction costs. 3. Determine which spaces are to be covered and, if they are to be nested within a larger lot, how access/egress will be controlled. Key Considerations Those identified by airport operators include 1. Structural systems that support shade canopies or covers must comply with local building codes. In areas subject to strong winds or snow loads, the cost per square foot of these structures can be almost as much as the cost of a parking structure. 2. Because of the cost of construction, shade canopies may be desirable in climates where sun is a problem, but not in locations that experience heavy snow and ice loads. 3. Determine if the potential higher fees (and incremental revenues) from shaded spaces will be sufficient to recover the costs of the canopies. One airport operator (at Dallas/ Fort Worth) reported a 3- to 4-year return-on-investment from adding shade canopies, while other (smaller) opera- tors reported subsidizing the cost of shade canopies. 4. Ideally, the shade should cover most of the vehicle and pro- vide protection from wind-driven rain. Such shade cover allows customers to more comfortably load/unload baggage from their vehicles during rain storms. Implementation Costs The primary costs are for the shade structure, as presented in Appendix A. Ongoing O&M Costs The primary O&M costs are associated with structural maintenance, which is dependent on the material used (e.g., fabric, metal, plastic) and local conditions (i.e., deterioration caused by sun). Implementation Schedule It is estimated that the total time to implement, including obtaining approval from management may be 4 to 9 months, 64 Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies (Hobby and Bush Intercontinental), New Orleans, Orlando, and Philadelphia, operated by “Pet Paradise” and other companies. C.9 Shaded Spaces Purpose Improve comfort and convenience for customers who would otherwise have to park in uncovered areas. Potentially increase revenues if higher fees are charged for covered spaces within a parking lot. Use by Customers Customers parking in shaded spaces in surface lots or on the rooftop of parking structures have the comfort of their vehicles being protected from snow, rain, hail, and bright sun when lightweight covers, often made of fabric, plastic, or metal sheets, are used to shade all or a portion of each space. In the southwestern United States and other regions, these covers are referred to as shade ramadas. In many parking lots, particu- larly privately operated parking facilities, customers parking in shaded spaces are charged an extra fee or a higher fee. Benefits Potential benefits may include • Improved customer service and convenience, particularly in communities that frequently experience inclement or very hot weather. Source: Metropolitan Airports Commission. Figure C.8. Pet boarding at Minneapolis-St. Paul International Airport.

Category C: Complementary Customer Services 65 2. Estimate cost per space of constructing and installing solar panels and supporting infrastructure. 3. Determine opportunities for a public-private partnership involving local electric utility, state or federal agencies, and private developer responsible for installation and mainte- nance of solar panels. 4. Compare estimated costs and benefits of installing solar panels versus conventional shade structures. Key Considerations Those identified by airport operators include 1. Availability of funding or grants from state or federal agencies, or public-private partnerships (e.g., the partner- ship of Pacific Gas and Electric Company and World Water & Solar Technologies Corp. at Fresno Yosemite International Airport). The availability of financial sup- port appears to be a key determinant in the project’s finan- cial feasibility. 2. Evaluation of whether to install solar panels in a park- ing lot or at a free-standing site. Some airport opera- tors determined that a free-standing solar farm was preferable to panels located above a surface parking lot because the: a. Costs of the infrastructure (including solar track- ing) required for a small solar panel installation were lower. b. Structural grid used to support the panels was not con- sistent with that required for a parking lot. c. Local electric utility or private developer was willing to participate in a small solar farm. Implementation Costs The primary cost would be for installing the shade structure, as presented in Appendix A. State and/or federal financial grants may be available to assist with the costs of purchasing and installing solar panels. Ongoing O&M Costs Ongoing O&M costs may be the responsibility of the par- ticipating private company. Implementation Schedule It is estimated that the total time to implement, including the actions required to obtain management approval may be 12 months or more because of the extent of the coordination required among the utility, airport operator, state/federal agencies, and private developer. including 1 to 3 months for design and 2 to 4 months for construction. Supporting and Complementary Strategies and Technologies in This Guidebook • Economy/Long-Duration Parking (A.3), • Business Parking (B.5), • Secure Parking and Secure Parking with Valet Service (B.13), and • Shaded Spaces with Solar Panels (C.10). Examples of Application Airports with shaded rooftop parking include those serving Albuquerque, Las Vegas, Little Rock, Phoenix, and Salt Lake City. Shaded spaces in surface lots can be found at the airports serving Abilene, Dallas/Fort Worth, and numerous privately operated lots. C.10 Shaded Spaces with Solar Panels Purpose Improve comfort and convenience for customers who would otherwise have to park in uncovered areas. Increase parking revenues. Support airport and regional sustainability and envi- ronmental goals (i.e., reduce the environmental footprint). Reduce electrical power needs and airport operating costs. Use by Customers The vehicles of customers parking in surface lots or on the rooftops of parking structures are protected from snow, rain, hail, and bright sun by solar panels that shade all or a portion of each space. Benefits Potential benefits are reported to include • Improved customer service and convenience, particularly for customers parking in surface parking lots and at air- ports that frequently experience hot, sunny days. • Reduced environmental footprint resulting from reduced utility needs (i.e., compatibility with management’s sustainability/green airport goals). • Increased revenues if higher fees are charged for covered spaces in a parking facility, and reduced utility costs. Implementation Actions Implementation actions include 1. Determine if proposed lot (or rooftop) provides a suitable location for solar panels.

C.11 Electric Charging Stations Purpose Improve comfort and convenience for customers using “plug-in” electrically powered vehicles. Support airport and regional sustainability and environmental goals (i.e., reduce the environmental footprint). Use by Customers Customers with plug-in electric vehicles use charging sta- tions while their vehicles are parked at the airport. Benefits Potential benefits are reported to include • Improved customer service and convenience for customers operating electric vehicles. • Improved perception of airport sustainability and environ- mental friendliness. • Increased revenues if fees are charged for the use of a charging station. Implementation Actions Implementation actions include 1. Determine if sufficient electric vehicles operate at the air- port to warrant installation of charging stations now or in the future. 2. Determine whether to purchase charging stations or allow a concessionaire to install and operate the stations. 3. Determine where to place the charging stations. 4. Determine what, if any, customer charges will be associ- ated with the charging stations and if owners of the elec- trically powered vehicles will be required to have a permit to use the stations. Key Considerations 1. Extent of demand for charging stations. 2. Cost to customer for using the service. If customers are to be charged a fee, it may be appropriate for a concession- aire to provide and operate the charging stations. 3. If the stations are to be provided and operated by a con- cessionaire, decide whether to require installation of a common-use station or to allow installation of stations that can only be used by customers who are subscribers to a specific charging network. 4. Determine if customers are allowed to park for long durations at the available charging stations (i.e., limiting access to other customers, including those parked for short durations). 66 Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies Source: HOK, Inc. Figure C.10a. Solar panels shading parking at Vacaville, California, office campus. Source: Clark County Department of Public Works. Figure C.10b. Spring Preserve Parking Lot in Las Vegas, Nevada. Supporting and Complementary Strategies and Technologies in This Guidebook • Economy/Long-Duration Parking (A.3), • Business Parking (B.5), and • Secure Parking and Secure Parking with Valet Service (B.13). Examples of Application Airports with solar panels include Fresno Yosemite, Charlotte Douglas, and Denver International airports, although, none of these airport operators chose to install the panels over a parking lot or structure. Non-airport locations with solar panels above surface parking lots include those in privately owned lots in California, such as Santa Rosa (Agilent Technologies) and Sunnyvale (Applied Materials), and Nevada’s Springs Preserve Parking Lot in Las Vegas (see Figures C.10a and C.10b).

Category C: Complementary Customer Services 67 Implementation Costs The primary cost is that associated with the charging station. A variety of charging stations are now available— coin operated, solar-panel powered, and electrically powered. These designs and technologies are expected to change as plug-in electric vehicles become more popular. One currently available product (Smartlet) costs between $1,000 to $2,000 per charging station. Some stations are mounted on poles, such as light poles. Other charging stations in Davis (CA), were reported to cost between $6,000 and $7,000 to replace. Ongoing O&M Costs Ongoing O&M costs are expected to be minimal and may be the responsibility of the concessionaire. Implementation Schedule It is estimated that the total time to implement, including obtaining management approval may be 3 to 12 months. Supporting and Complementary Strategies and Technologies in This Guidebook • Hourly/Short-Duration Parking (A.1). • Valet Parking—Curbside Drop-Off/Pickup (B.1), • Reserved Parking Zone—Pay per Use (B.7). • Secure Parking and Secure Parking with Valet Service (B.13), and • Shaded Spaces with Solar Panels (C.10). Examples of Application At Seattle-Tacoma International Airport, six spaces are offered for electric plug-ins. These spaces are available on a first-come, first-served basis. The electrical charging is offered free of charge. Los Angeles International Airport provided free charging stations for use by the General Motors EV-1, but these have been removed. Non-airport locations with electric charg- ing stations accessible to the public include those in many pub- lic on-street locations in California (e.g., Arcata, Davis, San Francisco, and San Jose), Seattle (City Hall and library), and in the state of Washington. See Figures C.11a through C.11c. Source: ABC News. Figure C.11a. Charging station. Source: Port of Seattle. Figure C.11b. Ad for free plug-in electric car charging. Source: Kimley Horn & Associates. Figure C.11c. Munich Airport.

68 C A T E G O R Y D : Parking Space Availability and Guidance Systems D.1 Space Availability via the Internet Prior to Arrival, 69 D.2 Space Availability via Phone/Radio Prior to Arrival, 70 D.3 Space Availability by Facility, 71 D.4 Space Availability by Parking Level, 73 D.5 Space Availability by Aisle/Sector, 75 D.6 Space Availability by Space, 76 D.7 Managed Fills, 78 D.8 Parking Compartments, 80 D.9 Space Locators, 82 D.10 In-Vehicle Parking Technologies, 84

69 C A T E G O R Y D Parking Space Availability and Guidance Systems D.1 Space Availability via the Internet Prior to Arrival Purpose Improve customer service by advising parking patrons of the number of spaces available prior to their departure from homes, offices, etc. Reduce vehicle miles traveled by customers who would, if uninformed, travel to facilities that are fully occupied. Use by Customers As customers prepare to depart their homes, offices, etc., and travel to the airport, they check an Internet website that provides information on the specific numbers of available spaces or an indication of whether or not spaces are available. Benefits Benefits reported by airport operators include • Reduced chance of a poor customer experience because customers receive information that assists them in avoid- ing parking facilities that have few or no empty spaces. • Reduced vehicle miles traveled by customers and reduced emissions since customers are less likely to have to circu- late among parking facilities to locate available spaces. • Additional data since the technologies used to collect space-availability information also generate detailed data on customer use of individual parking facilities, which can be used to analyze trends in space occupancy and to sup- port planning and financial decisions. • Provision of a means of communication with customers away from airport property, which offers opportunities for marketing/advertising. Implementation Actions Systems providing space availability information for indi- vidual parking facilities are standard at airports, especially at those airports with multiple parking facilities. Space informa- tion is typically determined using differential counts derived from magnetic loop detectors embedded in the pavement at the entries and exits of each parking facility, but can also be gathered using other sensor technologies, providing space availability by level, sector, or space (see Sections D.4, D.5, and D.6). Implementation actions for external displays of parking availability include 1. Identify information to display (e.g., real-time updates based on entry/exit counts versus manual updates based on parking operations staff observations). This action is easiest to implement during the design of parking facilities. 2. Determine whether or not the parking revenue control system requires any upgrades or modifications to be able to provide real-time information to an Internet server. 3. Design website(s) interface(s) to display information (i.e., colors, fonts, layout) and potential links to other relevant sites. 4. Identify entity to host website. Typically, the airport website hosts the page(s) associated with parking facility occupancy. Key Considerations Those identified by airport operators include 1. Website must provide reliable and consistent access to customers with minimal down time. Data presented must be accurate. 2. Website must update at frequent intervals (e.g., 15 min- utes) to provide near real-time information on space occupancy.

St. Paul, Portland (OR), and Washington, DC (Reagan National and Dulles). D.2 Space Availability via Phone/Radio Prior to Arrival Purpose Improve customer service by indicating to parking cus- tomers the number of available spaces in each airport park- ing facility prior to their arrival at the airport. Reduce vehicle miles traveled by customers who would, if uninformed, travel to facilities that are fully occupied. Use by Customers As customers approach the airport, they can call a toll-free airport information number or tune their radios to a dedi- cated Highway Advisory Radio (HAR) station. The phone number or HAR recording can provide information on the specific numbers of available spaces or just an indication of whether or not spaces are available. As a variation, one operator allows patrons to send a text message to a phone number. The content of the text message sent indicates when the patron would like to receive a text mes- sage indicating parking availability (i.e., patrons would send “10” if they wanted to receive the information in 10 minutes). Benefits Benefits reported by airport operators include • Improved customer experience because customers are provided information that will assist them in avoiding parking facilities having few or no empty spaces. • Reduced vehicle miles traveled by customers and reduced vehicle emissions since customers are less likely to have to circulate among parking facilities to locate available spaces. • Additional data since the technologies used to collect space- availability information also generate detailed data on cus- tomer use of individual parking facilities, which can be used to analyze trends in space occupancy and to support plan- ning and financial decisions. • Provision of a means of communication for arriving cus- tomers to receive real-time information about curbside congestion, which may encourage the use of parking or cell phone lots. Implementation Actions Systems providing space availability information for individ- ual parking facilities are standard at airports, especially at those airports with multiple parking facilities. Space information is 70 Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies Implementation Costs For most installations, equipment that counts vehicles entering/exiting a facility is a standard component included in the design and construction cost of the parking facility. Addi- tional costs may include those for designing and implementing any webpages that display occupancy information. Ongoing O&M Costs O&M costs for equipment used to count vehicles entering and exiting parking facilities are typically bundled with O&M costs for the entire parking garage. O&M costs for maintain- ing the webpage(s) that display occupancy information are often bundled with general airport website management and hosting costs. Implementation Schedule Depending on the facility occupancy module of the rev- enue control system, the information can be readily obtained and posted to the airport website. Supporting and Complementary Strategies and Technologies in This Guidebook • All other parking space availability and guidance systems in Category D. Examples of Application Occupancy of public parking facilities is monitored at most U.S. airports. This information is available via the Internet in real time (see Figure D.1) at the airports serving Minneapolis- Figure D.1. Parking facility availability display from Minneapolis-St. Paul Interna- tional Airport website.

Category D: Parking Space Availability and Guidance Systems 71 Supporting and Complementary Strategies and Technologies in This Guidebook • All other parking space availability and guidance systems in Category D. Examples of Application Occupancy of public parking facilities is monitored at most U.S. airports. Many airports have implemented a telephone line and HAR station that provide real-time occupancy infor- mation. D.3 Space Availability by Facility Purpose Improve customer service by advising parking customers of the number of spaces available in various parking facilities. Reduce vehicle miles traveled by customers who would, if uninformed, travel to facilities that are fully occupied. Use by Customers As customers enter the airport or approach individual parking facilities, a display indicates whether parking spaces are available in particular parking facilities. These displays can provide specific numbers of available spaces or just indi- cate whether they are full or open. Benefits Benefits reported by airport operators include • Improved customer experience because customers are provided information that will assist them in avoiding parking facilities having few or no empty spaces. • Reduced vehicle miles traveled by customers and related vehicle emissions since customers are less likely to have to circulate among parking facilities to locate available spaces. • Additional data since the technologies used to collect space-availability information also generate detailed data on customer use of individual parking facilities, which can be used to analyze trends in space occupancy and to sup- port planning and financial decisions. • Provision of information that can be incorporated into an airportwide intelligent transportation system. Implementation Actions Systems providing space availability information for individ- ual parking facilities are standard at airports, especially at those airports with multiple parking facilities. Space information is typically determined using differential counts derived from magnetic loop detectors embedded in the pavement at the typically determined using differential counts derived from magnetic loop detectors embedded in the pavement at the entries and exits of each parking facility, but can also be gath- ered using other sensor technologies, providing space availabil- ity by level, sector, or space (see Sections D.4, D.5, and D.6). Implementation actions for providing parking availability information via phone or radio include 1. Determine whether the parking revenue control system requires any upgrades or modifications to be able to pro- vide real-time information. 2. Determine frequency of updates to the recorded infor- mation. 3. Determine procedures for manually or automatically updating the recorded information. 4. Obtain necessary telephone number, answering equip- ment, or HAR transmitter license. Key Considerations Those identified by airport operators include 1. Recorded messages on telephone recordings and HAR sta- tion broadcasts must be reliably and consistently available to customers, with minimal down time. Data presented must be accurate. 2. Recorded messages must be updated regularly (e.g., sev- eral times a day, or as conditions change) to provide use- ful information regarding space availability. 3. Recorded messages must be clear and easily understand- able. The use of messages prerecorded by professionals or airport public relations staff is recommended. Implementation Costs For most installations, equipment that counts vehicles enter- ing and exiting a facility is a standard component included in the design and construction cost of the parking facility. Additional costs would include those for equipment used to record and play the messages and, for HAR, installation of a transmitter. Ongoing O&M Costs O&M costs for equipment used to count vehicles entering and exiting parking facilities are typically bundled with O&M costs for the entire parking garage. Additional costs include staff time to update the recorded message and, for HAR, costs to maintain and operate the transmitter. Implementation Schedule It is likely that the implementation schedule will be depend- ent on the time required to arrange for a phone line and acquire a license for a HAR transmitter.

facilities and the communication link and software controlling the signs. See Appendix A for examples of signage costs. Ongoing O&M Costs O&M costs for equipment used to count vehicles entering and exiting parking facilities are typically bundled with O&M costs for the entire parking facility. O&M costs for external displays are typically limited to those for the electrical power used for variable message displays and the type of signs, as well as occasional light bulb replacement. Implementation Schedule This strategy is typically implemented as part of garage construction. Thus, the schedule is driven by the planning, design, and construction of a garage as a whole. Typically, design and construction of new signs require 2 to 4 months. Supporting and Complementary Strategies and Technologies in This Guidebook • All other parking space availability and guidance systems in Category D. Examples of Application Occupancy of public parking facilities is monitored at most U.S. airports, and most have displays informing patrons of the parking facilities that have available spaces (see Figures D.3a through D.3c). Airports with displays on the major entry road 72 Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies entries and exits of each parking facility, but can also be gath- ered using other sensor technologies, providing space availabil- ity by level, sector, or space (see Sections D.4, D.5, and D.6). Implementation actions for external displays of parking space availability include 1. Identify locations on entry roads where displays are to be installed, considering sight distances, nearby distractions, and time/distance available to customers to react to the message. 2. Identify preferred method for transmitting space avail- ability information to displays (e.g., real-time updates based on entry/exit counts, manual updates based on parking operations staff observations). This action is easiest to implement during the design of parking facilities. 3. Determine information to be displayed on the sign(s). This information can range from “full/open” to actual space counts. Determine if, in addition to the name of each parking facility, information such as parking rates is to be displayed. 4. Select display technology, considering the advantages and disadvantages of each for the specific application proposed. An increasing number of airport operators are choosing to install light-emitting diode (LED) displays. The benefits of LED over other lighting methods include efficiency (more light per watt), gradual dimming as opposed to burnout, long useful life (i.e., 50,000 hours or more), and the ability to be frequently turned on and off without affecting useful life. The experience of local highway and public works departments with dynamic signage also can be helpful. Key Considerations Those identified by airport operators include 1. Displays indicating parking availability should be located so as to allow patrons adequate time to choose between available parking options. Display locations should also account for other potential visual “clutter” that could make it difficult for patrons to locate and discern parking availability information. 2. Care should be taken when selecting displays to assure that they are clearly visible during both daytime (with and without bright sunlight) and nighttime. Implementation Costs For most installations, equipment that counts vehicles enter- ing and exiting a facility is a standard component and is included in the design and construction cost of the parking facility. Additional costs may include those for the external signs indicating parking availability at the airport’s various parking Source: Jacobs Consultancy. Figure D.3a. Example of parking facility availability indicator.

Category D: Parking Space Availability and Guidance Systems 73 available spaces, and reduce the amount of time required to find parking. Reduce vehicle emissions by reducing the amount of time required to find parking within a parking structure. Use by Customers As customers enter a parking structure, a variable display indicates the number of spaces available on each level. At the entrance to each level, a variable display indicates the avail- ability of spaces on that level. These displays can provide spe- cific numbers of available spaces or just indicate whether spaces are available. Benefits Benefits reported by airport operators include • Improved customer level-of-service as a result of the reduced time required to locate an available parking space. • Reduced vehicle miles traveled and reduced vehicle emis- sions created by customers looking for available parking spaces, as they are able to bypass full floors. • Data generated on use of levels within parking facilities can be used to analyze trends in space occupancy and to sup- port planning and financial decisions. Implementation Actions Systems providing information on the availability of park- ing spaces on individual parking garage levels are common at airports. Information for these systems is typically gathered using induction loop detectors embedded in the pavement at each entry and exit point on a parking level. Typically, these systems are installed during parking garage construction. It is important to determine the preferred sensor technology so that it can be incorporated into the garage design prior to construction. Key Considerations Those identified by airport operators, assuming that the displays are installed in an existing structure rather than as part of the original construction, include 1. The installation plan should minimize disruption to ongoing parking operations. 2. Care should be taken when selecting displays, especially those located near the entry to the structure or a level, to assure that they are clearly visible during a motorist’s transition from daylight to the dimmer interior of the garage. Source: Jacobs Consultancy. Figure D.3b. Garage availability at Minneapolis- St. Paul International Airport. Source: Jacobs Consultancy. Figure D.3c. Parking facility availability indicator at Baltimore/Washington International Thurgood Marshall Airport. indicating parking availability by facility include those serving Baltimore, Boston, Denver, and Sacramento. D.4 Space Availability by Parking Level Purpose Improve customer service by guiding parking patrons to the levels within a multilevel parking facility that have

Supporting and Complementary Strategies and Technologies in This Guidebook • All other parking space availability and guidance systems in Category D. Examples of Application Most U.S. airports have by-level counting systems that inform customers of space availability (see Figures D.4a and D.4b). 74 Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies 3. Displays should be placed so as to assure that they are clearly visible to entering motorists, but out of the way of pedestrian traffic. 4. Displays should be placed so as to assure that motorists see the information at low speeds (i.e., as they pass through the entry plaza) and prior to vertical circulation elements of the garage. 5. The placement of loop detectors requires care to assure that reinforcing steel of the garage structure does not interfere with loop detector operation and that the loop does not detect unintended vehicles (i.e., vehicles travel- ing in adjacent lanes). 6. Differential counting systems require manual adjust- ments, typically on a daily basis, to reconcile the counts to the overnight vehicle inventory. 7. Display technology should be selected considering the advantages and disadvantages of each for the specific appli- cations proposed. An increasing number of airport opera- tors is choosing to install LED displays. The benefits of LED over other lighting methods include efficiency (more light per watt), gradual dimming as opposed to burnout, long useful life (i.e., 50,000 hours or more), and the ability to be frequently turned on and off without affecting useful life. The experience of local highway and public works depart- ments with dynamic signage can also be helpful. Implementation Costs Costs vary depending on (1) whether the system is installed as part of construction of a new garage or installed in an exist- ing garage and (2) the technology used. Installation of vehi- cle detectors and induction loops typically cost $900 to $1,100 per loop, but that cost does not include the costs to connect the loops to a central computer or the costs of the computer and the displays. Costs of these other elements are provided in Appendix A. Ongoing O&M Costs O&M costs related to this strategy are typically bundled with O&M costs for the entire parking garage. Thus, incre- mental costs for the by-level counting system are unavailable. Implementation Schedule When installed as part of new garage construction, the implementation schedule is driven by the overall planning, design, and construction for the new garage. When installed in an existing parking structure, the implementation sched- ule is driven by the number of levels and entry points, but can require less than 3 months. Source: Jacobs Consultancy. Figure D.4a. By-floor space availability indicators at Baltimore/Washington International Thurgood Marshall Airport. Source: Jacobs Consultancy. Figure D.4b. Parking availability signs at Brussels Airport.

Category D: Parking Space Availability and Guidance Systems 75 3. Prepare designs and select vendor and contractor for installation. 4. Assure that detectors/indicators function properly and reliably, and are well maintained. Key Considerations Those identified by airport operators include 1. Signage placement. Signs indicating available spaces in an aisle or sector are typically hung from the ceiling, which, depending on the garage structural system and dimen- sions, could result in motorists having difficulty locating and reading the signs. 2. Display technology should be selected considering the advantages and disadvantages of each for the specific appli- cation proposed. An increasing number of airport opera- tors are choosing to install LED displays. The benefits of LED over other lighting methods include efficiency (more light per watt), gradual dimming as opposed to burnout, long useful life (i.e., 50,000 hours or more), and the ability to be turned on and off frequently without affecting useful life. The experience of local highway and public works departments with dynamic signage also can be helpful. 3. If installing the system in an existing parking facility, the installation plan should minimize disruption to ongoing parking operations. 4. Positions of the detector locations should be determined so as to minimize the number required. Minimizing the number of detectors not only reduces cost, it also reduces the number of opportunities for counting errors because each detector would have a limited probability of an in- accurate reading for each vehicle. 5. Differential counting systems require manual adjustments, typically on a daily basis, to reconcile the aisle/sector counts to the overnight vehicle count. 6. If employee parking is provided in the facility, the system will need to account for surges of traffic during shift changes. Also, employees may drive at higher speeds through the parking facility, which may affect the ability of the sensors to accurately count vehicles. 7. To date, the use of induction loop detectors linked to dif- ferential counters is the technology most commonly used to monitor the number of available spaces in an aisle/ sector. One airport operator uses machine-vision rather than loop detectors for its by-sector space availability sys- tem. With this system, cameras located throughout the parking facility feed video images of the cars passing through their field of vision to software that analyzes these images and determines the number of occupied spaces. D.5 Space Availability by Aisle/Sector Purpose Improve customer service by guiding parking patrons to areas within a parking facility with available parking spaces and reducing the amount of time required to find an available space. Reduce vehicle emissions by reducing the amount of time required to find a parking space. Use by Customers As customers enter a garage, a variable display indicates the number of spaces available on each level. At the entrance to each level, a variable display indicates the availability of spaces in each direction. At the beginning or end of each aisle (or sector), a variable display indicates the availability of spaces in the aisle (or sector). For displays at the entrances to levels and individual aisles/sectors, the displays can provide specific numbers of available spaces or just a green or red signal indi- cating whether spaces are available. If desired, additional sensors can be installed at the ends of aisles so that, as a vehicle enters an aisle, the available space tally is reduced in anticipation of the vehicle parking in one of the available spaces. Benefits Benefits reported by airport operators include • Improved customer level-of-service resulting from the reduced time required to locate an available parking space. • Reduced vehicle miles traveled, and associated vehicle emis- sions created by patrons looking for available parking spaces, as they are able to bypass full aisles/sectors. • Data generated on use of areas within parking facilities, which could be used to identify areas for specialized parking. • Lower installation cost than by-space availability systems (see Section D.6). • Ability to track parking occupancy in surface parking facil- ities and on parking garage roofs. Implementation Actions 1. Prepare cost-benefit analysis to determine justification of the investment in a by-sector guidance system. 2. Prepare functional plans and specifications identifying loca- tions and characteristics of key components (i.e., detector technology, locations, and display signs inside and outside of facility).

empty space. Increase effective capacity of a parking facility by making it easier for customers to locate the last available spaces in busy facilities or in long aisles. Use by Customers Customers entering a garage see a variable display indi- cating the number of spaces available on each level. At the entrance to each level, a variable display indicates the avail- ability of spaces in each direction. At the end of each aisle, a variable display indicates the availability of spaces in that aisle. In addition, above each space, in a location visible from the end of the aisle, a ceiling-mounted empty/full indicator signals whether a space is occupied (typically red) or available (typically green—or blue for spaces required by the Americans with Disabilities Act). The displays at the entrances to levels and individual aisles can provide specific numbers of avail- able spaces or just an empty or full signal indicating whether spaces are available. The information from the individual space detectors updates the space availability information displayed at the entry to the garage, levels, and aisles. Benefits Benefits reported by airport operators include • Very favorable customer reactions, as evidenced by (1) sur- veys that indicated a decrease in the perception of the time it takes to find an available parking space, and (2) customer responses during focus groups. • Improved customer perception of the parking facility as an enjoyable parking option. • Reduced customer time required to locate an available parking space. • Reduced vehicle miles traveled, and associated vehicle emis- sions, by customers looking for available parking spaces. • Increased allowable occupancies before a level is closed. Prior to installation of the system, a level would be declared “full” if occupancy exceeded 90%. With the space detectors, the level is declared “full” when occupancy approaches 100%. • Lower construction costs to accommodate projected park- ing demand. In recognition of the difficulty customers have finding the last empty space in a large parking facility, parking structure designers typically include a 10% “circu- lation” allowance when sizing new facilities. If a facility will have a by-space guidance system, the designers can reduce the circulation allowance to 5% or less. • Increased revenues resulting from the ability to achieve higher allowable occupancies, which can potentially pro- vide financial justification for installation of an individual space guidance system. For example, with a 1,000-space 76 Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies Implementation Costs By-sector guidance system costs typically include the cost of detectors, small variable message displays for aisles and zones, larger displays for floors or for outside the parking structure, conduit for data transmission to the central com- puter processor, and computing equipment to process the input from the detectors and provide appropriate instruc- tions for the guide signs. Costs vary depending on (1) whether the system is installed as part of construction of a new garage or in an existing garage and (2) the technology used. One airport operator that installed a machine-vision system in an existing garage reported a cost per space of approximately $400. See Appendix A for further information. Ongoing O&M Costs O&M costs predominantly consist of costs to maintain the detection equipment and display signs. Additional informa- tion is provided in Appendix A. Implementation Schedule Implementation (including actions required to obtain man- agement approval, preparing design and specifications, and installation/testing) can require up to 4 years depending on the time required to obtain approval. An actual installation required approximately 6 months for 2,700 parking spaces. Supporting and Complementary Strategies and Technologies in This Guidebook • All other parking space availability and guidance systems in Category D. Examples of Application Airports with by-sector guidance include those serving Dallas/Fort Worth (Terminal D Garage), Houston (Bush Intercontinental, Garage A/B), Raleigh-Durham, and Seattle- Tacoma. D.6 Space Availability by Space Purpose Improve customer service by guiding parking patrons to individual parking spaces and reducing the amount of time required to search for an available space. Reduce vehicle emissions by reducing the amount of time required to find an

Category D: Parking Space Availability and Guidance Systems 77 5. When configuring conduits and selecting equipment, consider the possibility of condensation and how mois- ture may accumulate. 6. When evaluating costs, consider the number of dynamic signs required, as these significantly increase the per-space costs. 7. Systems providing availability information by individual spaces are typically part of larger systems that provide space availability by individual parking facilities (see Section D.3), levels within a parking structure (see Section D.4), or aisles/sectors within a parking facility (see Section D.5). 8. By-space availability systems have predominantly been installed in parking garages so that the individual indicators/ detectors required of the system can be mounted above each parking space and the full/empty signals above each space are visible from a distance. 9. To date, most by-space availability systems use ultrasonic detectors to determine if an individual space is occupied. Other possible technologies include infrared, inductive loops, and machine vision, but because of the costs and accuracy of these technologies, they are predominantly used to count moving vehicles or detect the presence of a vehicle stopped for a short period of time (such as at an entry or exit gate arm). Implementation Costs By-space guidance system costs typically consist of costs for individual space monitors, small displays for aisles and zones, larger displays for levels or for the parking structure entrance, conduit for data transmission connecting the indi- vidual detectors, and computing equipment to process the input from the detectors and provide appropriate outputs to the guide signs. Costs vary depending on whether the system is installed as part of the construction of a new garage or installed in an existing garage. One airport operator that installed the system in an existing garage reported a cost-per-space of approxi- mately $1,100. Of this cost, approximately $700 was for the ceiling-mounted sensors and the remainder was predomi- nantly for the dynamic displays. Another operator reported a per-space installation cost of approximately $400. Ongoing O&M Costs O&M costs are very low and predominantly consist of occasional bulb replacements and testing to confirm that sen- sors are operational. One airport operator reported an un- anticipated increase in O&M costs because sensors that had been damaged by condensation needed to be replaced. garage, a by-space guidance system can increase occupancy by 5% or more, effectively adding at least 50 spaces to the capacity of the garage. Constructing these same 50 spaces would, at $20,000 per space, cost $1 million. A by-space guidance system costing $1,000 per space (for a total instal- lation cost of $1 million) could achieve the same capacity increase as construction and at the same cost, while pro- viding the other benefits described in this section. • Increased number of parking spaces per floor. With a by- space guidance system, a parking garage can have dead-end aisles, thereby reducing the need for continuous circula- tion capability. • Detailed data on the use of areas and levels within parking facilities, which can be used to analyze trends in space occu- pancy and to support planning and financial decisions. Implementation Actions 1. Prepare analysis to support the investment in a by-space guidance system, considering improved customer service and improved space occupancy. 2. In cooperation with information technology (IT) and park- ing operations staff, prepare functional plans and specifi- cations identifying requirements for compatibility with existing IT systems (such as the parking revenue control system), and locations and characteristics of key compo- nents (i.e., individual detectors/indicators, display signs inside and outside the facility, additional sensors). 3. Prepare designs and select contractor for installation. 4. Install detectors with minimal disruption to existing park- ing operations (i.e., close only a portion of an existing facility at one time during a retrofit). 5. Assure that detectors/indicators function properly and reliably, and are well maintained. Key Considerations Those identified by airport operators include 1. If installing the system in an existing parking facility, develop an installation plan that minimizes disruption to ongoing parking operations. 2. Installing the system in an existing garage may initially be less effective than a new garage installation. Repeat garage patrons who have established their search and use patterns may continue to follow their patterns rather than follow the direction of the by-space guidance system. 3. Vendor involvement and support during the design process is critical. 4. Early on in the planning and design process, determine how to link the by-space guidance system with the park- ing revenue control system.

78 Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies Implementation Schedule Implementation (including the actions required to obtain management approval, preparing design and specifications, and installation/testing) can require up to 4 years, depending on the time required to obtain approval. An actual installation required approximately 6 months for 2,700 parking spaces. Supporting and Complementary Strategies and Technologies in This Guidebook • All value-added parking products in Category C and • All other parking space availability and guidance systems in Category D. Source: Jacobs Consultancy. Figure D.6a. By-floor space counter linked to by- space detector system at Baltimore/Washington International Airport. Source: Port of Portland. Figure D.6b. Space availability displays at Portland International Airport. Source: Port of Portland. Figure D.6c. Individual space indicator at Portland International Airport. Source: Jacobs Consultancy. Figure D.6d. Individual space indicators at Baltimore/ Washington International Airport. Examples of Application Airports with by-space guidance include those serving Baltimore, Jacksonville, and Portland (OR), as well as many parking structures throughout Europe. See Figures D.6a through D.6d. D.7 Managed Fills Purpose Improve customer service by assisting parking customers in finding available parking spaces within large surface parking lots and reducing patron waiting time for shuttle buses.

Category D: Parking Space Availability and Guidance Systems 79 2. Development costs. Implementing the system in an exist- ing lot may require relocation of shuttle bus stops and, if the shuttle bus route or equipment is modified, upgrade of the bus lane pavement. 3. During periods when the facility is very full, it may be dif- ficult to identify an area within the parking facility that has a high concentration of available parking spaces. 4. It may be easier to introduce this service at airports where a parking management agreement is in place than at airports where the parking is self-operated or where parking conces- sion agreements are in place. Parking management agree- ments typically allow the introduction of new products and services, and it is relatively easy for a parking management company to add staff to meet the needs of the service. Airport operators that operate their own parking facil- ities may be reluctant to add staff to meet the needs of the service if it would be difficult to later reduce staff if the service is eliminated. At airports where parking concession agreements are in place, the parking operator may be unwilling to imple- ment the service without a reconsideration of the conces- sion fee, since the parking operator would incur additional expense with no guarantee of additional revenue. 5. If variable message signs are used, the parking operator should be aware of the potential for low-visibility condi- tions, such as fog. Implementation Costs Implementation costs will vary depending on the facility used for the service and the extent of improvements required to accommodate the service. One operator reported that it would cost approximately $300,000 for pavement improvements to an 8,000-space surface lot to accommodate the service. Ongoing O&M Costs Incremental O&M costs associated with the service primar- ily consist of additional shuttle bus operating costs and the costs of staff required to direct customers to available spaces. One operator estimated that the service would incur addi- tional annual operating costs of approximately $600,000 ($350,000 for shuttle buses and $250,000 for staff). Implementation Schedule From the time the actions required to obtain management approval are initiated to opening day of the program, it can take approximately 1 year, but the schedule is highly variable depending on the time required to receive approval and the extent of parking lot improvements that may be required to accommodate the service. Use by Customers As customers enter the parking lot, parking operations staff or dynamic signs located at the entrance direct them to a defined area within the parking lot where spaces are available. Once parked, patrons board a shuttle bus, which is waiting at a stop within the defined area. The shuttle bus then travels directly to the terminal building (the shuttle may operate on demand or may operate on a schedule). When customers return from their trips, a shuttle bus picks them up at the ter- minal and proceeds to the parking lot. Within the lot, the shut- tle bus may follow a predefined route (stopping only at stops requested by customers onboard) or may stop at each onboard patron’s vehicle. Benefits Benefits reported by airport operators include • Improved customer service because customers are directed to available parking spaces. • Reduced shuttle bus travel time from the lot to the termi- nal because the bus operates nonstop en route to the ter- minal (shuttle buses may still need to travel the complete route when transporting customers back to their vehicles). • Improved parking staff image as a result of the potential for one-on-one contact between customers and parking oper- ations staff, which reduces confusion about the service. • Reduced vehicle miles traveled, and associated vehicle emis- sions from customers circulating through the parking lot looking for an available space. • Increased occupancy levels in parking facilities because parking operations staff can completely fill a portion of the parking facility. Implementation Actions 1. Determine which facilities, if any, would realize cus- tomer service and operational benefits from a managed- fill operation. 2. Identify likely staffing and equipment needs to implement the service. 3. Analyze the potential benefits of the service and the capital and incremental operating costs that would be incurred. 4. Develop busing schedule and plan, and methods for com- municating between bus drivers/dispatcher and atten- dants directing incoming motorists to the defined areas. Key Considerations Those identified by airport operators include 1. Operating costs. Operating the shuttle buses and provid- ing additional staff to direct patrons costs more than tra- ditional self-park operations.

occupied spaces in each compartment to be accurately mon- itored. Signals located at the entry indicate whether or not there are empty spaces in the compartment. At Frankfurt Airport, motorists enter a parking facility and drive along a one-way road that passes the entrance to each compartment on a level, and exit onto another one-way road. Red/green traffic control signals, which are located on islands opposite the entry to each compartment, indicate if a com- partment contains empty spaces. Customers wishing to enter a compartment insert their tickets into a ticket reader located on the same island as the signals, opposite the entry gate. If there are empty spaces in the compartment, the ticket reader will raise the barrier gate and allow vehicles to enter. If the compartment is full, the ticket will not be accepted and access will be denied. The ticket reader stamps the compartment number and time on the accepted ticket. This information allows staff to help customers locate their vehicles. Upon exiting the parking compartment, the customer again inserts the ticket into a reader to activate the exit gate. Benefits Benefits reported by airport operators include • Reduced customer time required to locate an available parking space. • Reduced vehicle miles traveled, and associated vehicle emis- sions, as a result of the reduced time spent and distance traveled by motorists searching for empty parking spaces. • Reduced cost to install when compared to systems requir- ing installation of single-space detectors and many dynamic 80 Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies Supporting and Complementary Strategies and Technologies in This Guidebook • All other parking space availability and guidance systems in Category D, • Marketing (F.8), and • Parking Facility Operation Options (H.1). Examples of Application This strategy has been implemented at the airports serving Atlanta, Fort Myers, and Sacramento (see Figure D.7). D.8 Parking Compartments Purpose Improve customer service by making it easier and quicker for customers to find empty parking spaces, thereby reducing vehicle emissions/vehicle miles traveled. Improve parking facility operations and occupancy by continuously monitor- ing space occupancies by sector. Use by Customers Lights or signals located at the entry to each parking com- partment enable customers to easily find empty spaces. With this strategy, a parking structure or lot is divided into a series of parking compartments, each containing about 75 to 100 spaces. Each compartment is surrounded by walls or barriers that prevent vehicles from moving between adjacent com- partments. Each compartment has one gate-controlled entry and one gate-controlled exit, which allow the number of Source: Sacramento International Airport. Figure D.7. Paths of shuttle buses picking up and dropping off customers in a managed-fill operation.

Category D: Parking Space Availability and Guidance Systems 81 Implementation Costs The costs of parking compartments include the control equipment—the ticket readers/gate arms and loop detectors at the entry and exits, the signal heads, and the walls or barri- ers. The costs of control equipment are presented in Appen- dix A. The costs of the walls or barriers depend on the type of structure and whether they were added to an existing struc- ture or lot or were part of the original design. Ongoing O&M Costs Overall reported O&M costs are low but compared to tradi- tional parking facilities, many more ticket readers/gate arms are required in order to control each parking compartment. Thus, the equipment maintenance costs are higher than those for a traditional parking facility. Implementation Schedule The implementation (including the actions required to obtain management approval, preparing design and specifi- cations, and installation/testing) schedule is unknown. If an existing parking structure can be reconfigured, the time is expected to be much less than convincing management to configure a structure to allow for parking compartments. Supporting and Complementary Strategies and Technologies in This Guidebook • All Duration-Based Parking Products in Category A, • Web-Based Reservations (F.3), and • Yield Management (F.4). signs—especially in parking facilities with many parking bays. The primary components—signal heads, ticket read- ers, gate arms, and loop detectors—are readily available and competitively priced. • Unlike overhead-mounted individual space detectors, can be implemented in surface lots. • Level of customer service and information is comparable to individual space detector systems. • Increased revenues resulting from higher occupancies. • Potential increase in the number of parking spaces per level. With parking compartments, a parking garage can have dead-end aisles as there is a reduced need for continuous circulation. Airport planners typically size parking facilities that don’t include parking compartments to include a 10% allowance for circulation. If they assume a facility will have parking compartments, planners may reduce the circula- tion allowance to 5% or less. • Ability to obtain real-time data on compartment-by- compartment use/occupancies. Implementation Actions 1. Implementation of parking compartments begins with facility planning and design. Although it is possible to retro- fit a structure or lot to provide parking compartments, the decision is best made during initial planning and design to provide for the necessary one-way flows, island/signal loca- tions, and numerous ticket readers/gate arms. 2. Other implementation actions are identical to those asso- ciated with the design, acquisition, and testing of standard ticket readers, gate arm mechanisms, loop detectors, signal heads, and supporting differential space counters. No spe- cialized equipment or advanced technology is required. 3. Develop a marketing program advising customers of the purpose and use of the signals and parking compartments. 4. Assure that all components are functioning properly and are well maintained. Key Considerations Those identified by airport operators include 1. Parking compartments are best suited for a parking facility with numerous parking bays. Frankfurt Airport has a long, narrow structure with the bays oriented along the narrow dimension, resulting in many parking bays on each level of the parking structure, each separated by walls. Parking compartments are not well suited for large structures with open floor plates and flexible circulation patterns. 2. Unlike a system using individual space detectors, the design of this system requires little vendor involvement. In fact, at Frankfurt Airport, the system uses gate arms and ticket reader equipment from multiple vendors or manufacturers. Source: Jacobs Consultancy. Figure D.8a. Entry to parking compartment at Frankfurt Airport.

• Modified Time/Date Stamps. Customers can insert their tickets into machines that print their levels/zones on the tickets. These printers, which are modified time/date stamps (similar to time clocks), can be located near elevators or major pedestrian pathways. • Automated Space Locators. Customers who have parked overnight can locate their vehicles by inserting their tickets into readers located near major pedestrian pathways. Vehi- cle locations are automatically determined by using vehicle license plate numbers (encoded into the ticket or provided by the customer) and the overnight license plate inventory. Benefits Potential benefits are reported to include • Helps remind customers where they parked their vehicles. • Creates good will among customers through improved customer perception of the airport. • Increases revenue if paper space reminders are the respon- sibility of a concessionaire. • Reduces number of customers asking for staff assistance to locate their vehicles. However, no before-and-after data are available indicating the change in staff time and effort, if any. Implementation Actions Implementation actions differ according to the technology. Paper Space Locators. At some airports (e.g., San Fran- cisco International), a concessionaire has agreed, at no charge to the airport operator, to print space locators and assure that an adequate supply of reminders is available. In return, the concessionaire retains all revenue derived from the sale of advertising printed on the reverse side of the space reminders. Accordingly, the implementation actions are 1. Issue a Request for Information to determine if a local advertising company or other businesses are interested in a potential space locator concession. 2. Issue bid invitations if there appears to be sufficient inter- est, or award a sole-source concession. 3. Award and monitor contract. Modified Time/Date Stamps. If a suitable location is avail- able for installation of the equipment (e.g., at or near the ele- vator cores), this equipment can be installed by airport staff or an outside vendor. These machines are standard time/date stamps modified to print the level number/zone indicator. Accordingly, implementation actions are 1. Determine if a suitable enclosure exists at or near the ele- vator cores or other locations that offer weather protection. 82 Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies Note that parking compartments are not compatible with the systems discussed in Section E.2, Credit Card In/Out. Examples of Application Frankfurt Airport (see Figures D.8a and D.8b) was the only airport identified as having parking compartments. D.9 Space Locators Purpose Improve customer service by helping customers remember where they parked their cars. To a lesser extent, reduce staff time and costs spent helping customers locate their vehicles. Use by Customers Using one of several technologies, customers are provided with information to help them remember where they parked their vehicles. These technologies or methods are • Paper Space Locators. Customers can take free space loca- tors or reminders from dispensers located along major pathways. These space locators are ticket-sized paper slips showing the level/zone where the vehicle is parked and that contain advertising messages on the reverse side. Source: Jacobs Consultancy. Figure D.8b. Typical parking compartment configuration at Frankfurt Airport.

Category D: Parking Space Availability and Guidance Systems 83 Ongoing O&M Costs At San Francisco International Airport, the concessionaire provides the space locators and dispensers. The airport park- ing management contractor is responsible for placing space locators in the correct dispensers and assuring that the dis- pensers are full. The ongoing costs for maintaining the time/ date stamps at Miami International Airport were reported to be about $100 per unit when repairs were required. It was noted that the vendor would not enter into a maintenance con- tract with the airport operator because the time/date stamps are exposed to inclement weather. The O&M costs for auto- mated space locators are generally considered part of the total parking revenue control system O&M costs. A separate break- down of the costs of this equipment was not available. Implementation Schedule It is estimated that the total time to implement (including obtaining management approval) may be 6 months or less for the paper space locators and time/date stamps. The schedule for implementing an automated space locator is the same as that for the purchase of a pay-on-foot system. The schedule for a stand-alone installation would depend on the type and manufacturer of parking revenue control equipment already in place. Supporting and Complementary Strategies and Technologies in This Guidebook • Pay-on-Foot Systems (E.1), • License Plate Recognition (E.6), 2. Order/purchase equipment from vendors. At Miami Inter- national Airport, the equipment used was modified Sim- plex 100 time/date stamps. 3. Determine who will maintain the time/date stamps (repair the machines, change ribbons, etc.). At Miami Inter- national, janitorial staff change the ribbons and Simplex repairs the equipment when needed. Automated Space Locators. This system requires that (1) the customers have parked overnight and taken their tickets with them (or know their license plate numbers), (2) a license plate recognition system is used to encode license plate numbers on tickets, and (3) an overnight license plate inventory is conducted daily. The automated space locator uses the overnight license plate inventory file to find where the vehicle is parked. This application is best suited for parking operations where customers are encouraged to take their tickets with them after they park (e.g., pay-on-foot revenue control systems). At Boston’s Logan International Airport, an automated space locator was installed as part of a new pay-on-foot system. This technology could be installed as an addition to an exist- ing revenue control system. In this instance, the implementa- tion actions are identical to those required to expand or add hardware or software components to an existing system— confirm that the new components are compatible with the existing system, and test the operation before going “live” to assure that there are no unexpected effects. Key Considerations Those identified by airport operators include 1. Install space locators, regardless of the technology, in vis- ible locations where customers, on their way to the termi- nal, will see them while waiting for an elevator or passing the entrance to a walkway, bridge, or tunnel. 2. Install space locators in climate-controlled locations. Time/date stamps and time clocks may prove unreliable if located in areas subjected to freezing temperatures or high humidity. Ticket readers also require enclosures that protect the components from the environment. Implementation Costs The costs of implementing a paper space locator are borne by the concessionaire. The costs of purchasing and modify- ing a time/date stamp are about $650 each. The cost of ticket readers is presented in Appendix A. Additional costs may be required to enable the ticket reader to communicate with the license plate inventory database, depending on the equip- ment manufacturer. Source: Jacobs Consultancy. Figure D.9a. Floor reminder dispenser at San Francisco International Airport.

84 Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies Source: San Francisco International Airport. Figure D.9b. Floor reminder card from San Francisco International Airport. Source: Jacobs Consultancy. Figure D.9c. Floor reminder stamp from Miami International Airport. • Branding (F.7), and • Automated Overnight License Plate Inventory (H.3). Examples of Application Paper space locators are used at San Francisco Inter- national Airport, time clocks that stamp tickets are used at Miami International Airport, and ticket readers linked to the license plate inventory are used at Boston’s Logan Inter- national Airport. See Figures D.9a through D.9c. D.10 In-Vehicle Parking Technologies Purpose Improve customer service through improved wayfinding by integrating emerging technologies with airport informa- tion systems. Use by Customers The three emerging technologies most relevant to this strat- egy are (1) in-car global positioning system (GPS) installed by the manufacturer, (2) GPS installed by an after-market third party, and (3) GPS-enabled cell phones. Benefits Benefits could potentially include • Reduced chance of a poor customer experience because customers gain information that assists them in avoiding full parking facilities. • Reduced vehicle miles traveled and associated tailpipe emissions because patrons are less likely to have to travel between parking facilities to locate available spaces. • Increased collected data on use of individual parking facilities. This information could be used to determine parking rate decisions or establish specialized parking products. • Improved communications with motorists on the airport roadway network, which could lead to marketing oppor- tunities. Implementation Actions In-vehicle parking technologies have not yet been imple- mented; however, actions would likely include 1. Determine what information to share through in-vehicle technologies. 2. Determine level of participation, if any, from communi- cations companies. 3. Determine level of participation, if any, from parking rev- enue control vendor. 4. Contract with communications consultant to make nec- essary modifications to existing equipment/software and add new equipment/software as needed.

Category D: Parking Space Availability and Guidance Systems 85 ment to collect the availability information would be simi- lar to those for other parking space availability systems (see Section D.6). Implementation Schedule Implementation time would vary depending on the readi- ness of the technology and the other considerations noted in this section. Supporting and Complementary Strategies and Technologies in This Guidebook • All other parking space availability and guidance systems in Category D and • IntelliDrive (E.4). Examples of Application No airport has yet integrated information systems with in- vehicle parking technologies. Key Considerations Those identified by airport operators include 1. The GPS navigation technology supporting this strategy is becoming more popular, for both manufacturer-installed systems and after-market systems. 2. Determine whether the parking revenue control system or other airport information system has the technical capa- bilities to communicate to outside data receivers. 3. Determine benefit-cost of improved customer service versus implementation and O&M costs. Implementation Costs As a future technology, implementation costs are unknown at this time. Costs for equipment to collect the availability information would be similar to those for other parking space availability systems (see Section D.6). Ongoing O&M Costs Since this strategy relies on a future technology, O&M costs are unknown at this time. Ongoing O&M costs for equip-

86 C A T E G O R Y E : Cashierless Transactions E.1 Pay-On-Foot Systems, 87 E.2 Credit Card In/Out, 89 E.3 Automatic Vehicle Identification/Radio-Frequency Identification, 91 E.4 IntelliDrive, 93 E.5 Proximity Cards, 94 E.6 License Plate Recognition, 95 E.7 Cellular Telephone/Pay by Cell, 97 E.8 In-Car Meters, 99 E.9 In-Lane Processing, 99

87 C A T E G O R Y E Cashierless Transactions E.1 Pay-On-Foot Systems Purpose Improve customer service by reducing exit plaza delays. Reduce operating costs by reducing the number of required exit lanes and reliance on exit cashiers. Increase revenue secu- rity by reducing the number of opportunities for employees to handle cash. Use by Customers Customers pay their parking fees at unattended pay stations, and receive an exit pass, which they insert into a reader at the exit plaza. Pay-on-foot (POF) stations typically accept cash and credit cards (some may accept only credit cards) and issue cus- tomer receipts and, if cash is used, change. Customers must keep their parking tickets with them so that they are able to pay at the pay stations before returning to their vehicles. A key aspect of successful POF implementation is teaching customers to keep their tickets with them and to use the POF stations to avoid exit delays. Some airport operators (as well as many urban parking garage operators) supplement the POF system with a single cashier located near the POF stations. These cashiers process transactions for customers unwilling or unable to use the POF stations. Benefits Significant reductions in exit delays, number of required staffed exit lanes, and opportunity for theft or fraud resulting from less staff handling of cash. Specific benefits identified by parking operators include the following: • Provides faster processing times at facility exits and elimi- nates exit delays and queues, thereby improving customer service. Processing of exiting vehicles is reduced from a range of 90 to 120 seconds per vehicle to 15 seconds per vehicle. One airport reports 7 seconds per vehicle. • Reduces/eliminates the need for cashiers, thereby reduc- ing operating costs. Initially, the benefits from reduced labor costs are offset by the additional staff needed to train/ assist unfamiliar customers during initial months of oper- ations and an increased number of maintenance technicians needed, in part, because of the more complex equipment dispersed throughout the airport terminal (versus con- centrated at an exit plaza), and the need to assure system reliability. • Reduces staff handling of cash, resulting in less opportu- nity for fraud or theft. • At most European airports, all parking transactions are paid at POF stations. At U.S. airports with successful installations of POF stations (see Key Considerations), over 85% of all transactions are paid in this manner, while at less successful installations, fewer than 35% of all transactions are paid in this manner. The proportion of customers using POF sta- tions is directly related to factors identified in Key Consid- erations, as well as the customer’s familiarity with POF (e.g., in Europe, where POF parking has been used for many years, it is often viewed as the standard method to pay at all parking facilities). • The required exit plaza size is reduced because fewer exit lanes are required as a result of the reduced transaction time required and readers require narrower islands than do cashier booths, resulting in smaller plaza widths. • Emissions from vehicles at the exit plaza are reduced. One operator reported that, with 80% use of POF stations and the corresponding 49-second reduction in average vehicle processing time at the exit plaza, exiting vehicles generated approximately 2.26 tons carbon monoxide less than if POF was not available. Implementation Actions 1. Prepare plans and specifications, select vendor/contrac- tor to install system. Select a user-friendly POF station design. Give particular attention to the face plate to assure that the required sequence of steps (i.e., insert ticket,

88 Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies Implementation Costs POF cash and credit card stations cost about $35,000 to $50,000 each, while credit-card-only stations cost about $9,000 to $13,000 (see Appendix A). These costs exclude ticket dis- pensers, exit verifiers, and other supporting equipment. Addi- tional cost items include staff training, a marketing program, signage, and potential exit plaza reconfiguration (e.g., removal of booths). Ongoing O&M Costs O&M costs include those for equipment maintenance (whether performed by the vendor or airport staff) and insert card or cash, receive exit pass and any change) are easily understood. 2. Consider the use of some credit-card-only stations versus stations that accept both cash and credit card, as the former are less expensive to purchase and maintain. 3. Train staff to assist customers during the transition period and to perform required system maintenance. 4. Prepare marketing and advertising program. Successful utilization follows a well-designed and extensive publicity campaign. 5. Assure that pay stations function properly and reliably and are well maintained. Key Considerations Those identified by airport operators include 1. Assess if the airport configuration is suitable for POF sta- tions. Ideally, there should be a limited number of pedes- trian paths between the parking facility and the terminal, and prominent locations should be available for the required POF stations. All locations should have space for redundant POF stations. 2. Some airport operators temporarily maintained staffed counters in the parking facility for customers with excep- tion tickets. Most airport operators either direct these cus- tomers to a parking office (often located near the exit plaza) or provide an audio communication between the POF sta- tion and remotely located supervisors (with supervisors also having access to video cameras). 3. Develop procedures for lost tickets (e.g., video recording of exiting vehicles, use of license plate readers, use of overnight license plate inventories, or other measures). 4. Implement pre-implementation marketing and advertising program to remind customers that they must keep their tickets with them, and can benefit from using the pay sta- tions rather than waiting in exit queues. Less training is required at airports serving a customer base composed of frequent travelers (e.g., business travelers). 5. Avoid phased-in implementation. Highest customer use occurs when customers are required to use the POF system rather than allowed to have continued access to exit cashiers. 6. Assure participation by airport staff representing parking operations, audit/finance, IT, and engineering throughout the design and vendor selection process. 7. Avoid burdening a system with too many optional fea- tures that may complicate day-to-day parking operations. Review the airport’s business practices and determine which features are essential, and which are optional. 8. Implement program for assuring system reliability. Cus- tomers may be discouraged from using POF stations if they do not function reliably or are out of service. Source: Jacobs Consultancy. Source: Jacobs Consultancy. Figure E.1a. Pay-on-foot station located inside passenger terminal at Manchester (U.K.) Airport. Figure E.1b. Pay-on-foot station located at entrance to parking garage at Vancouver International Airport.

Category E: Cashierless Transactions 89 cashiers. Reduce opportunity for theft or fraud since there is less need for staff to handle cash. Use by Customers Customers entering the parking facilities insert their credit cards into card readers, which read the credit card numbers and open the gates. To exit, customers drive to exit gates and insert the same credit cards into the readers. The revenue control system calculates the fee, charges the customer’s credit card account, returns the card to the customer, issues a receipt, and opens the gate. A key aspect of a successful credit card in/out system is teaching customers to remem- ber to use the same credit card to enter and exit the park- ing facility. Benefits Significant reductions are realized in exit delays, required staffed exit lanes, and the opportunity for theft or fraud resulting from staff handling of cash and potential ticket swapping. Specific benefits identified by airport parking operators include • Improved customer service as a result of the reduced exit delays and queues due to faster processing times. One airport parking operator reported that before credit card in/out was installed, typical customer wait times in the parking exit plaza queue were approximately 2.5 min- utes. After installation of credit card in/out, typical cus- tomer wait times in the parking exit plaza were reduced to 30 seconds. • At airports where credit card in/out was added to an exist- ing pay-on-foot revenue control system, customers may experience a higher level of service because they can bypass payment kiosks and proceed directly to their vehicles. The exit processing time for credit card in/out transactions, although longer than the processing time for pay-on-foot stations, is still only 30 seconds or less. • Increased parking revenue for operators that charge a higher daily parking rate for customers electing to use cash instead of the credit card in/out system (i.e., those who offer a “discounted” rate to customers who enter and exit using the preferred method of payment—credit cards). • Rapid customer acceptance of the new technology. Airport operators have reported usage levels exceeding 75% within 2 years of implementation. • Reduced staff handling of cash, resulting in less opportu- nity for fraud or theft. • Reduced opportunity for fraud or theft involving ticket swaps. supervisor time to respond to customer questions (see Appendix A). Implementation Schedule Implementation (including obtaining approval from man- agement, preparing design and specifications, and installation/ testing) can require 2 to 3 years depending on the time required for management approval. Supporting and Complementary Strategies and Technologies in This Guidebook POF systems are often implemented as part of a revenue con- trol system upgrade or replacement. Complementary strategies and technologies include • Space Locators (D.9), • Credit Card In/Out (E.2), and • License Plate Recognition (E.6). Examples of Application Airports with POF systems include those serving Baltimore, Boston, Indianapolis, Portland, Raleigh-Durham, San Diego, San Francisco, Seattle-Tacoma, Toronto, Vancouver, Wash- ington, DC (Dulles), other U.S. airports, and many airports throughout Europe. See Figures E.1a through E.1c. E.2 Credit Card In/Out Purpose Improve customer service by reducing exit plaza delays. Reduce number of required exit lanes and reliance on exit Source: Skidata, Inc. Figure E.1c. Cash and credit card (left) and credit card only (right) pay-on-foot systems.

card in/out was rapid and a high proportion of customers used the system. One airport operator reported 70% use of credit card in/out at its close-in parking facility (the facility commonly used by business travelers) and 40% use of credit card in/out at its remote economy parking facility (the facility commonly used by leisure travelers). 3. Well-designed pre-implementation promotional, market- ing, and advertising program to inform customers of the option so that they are aware of the benefits of using the technology and, when they enter the facility, they are ready to use a credit card rather than taking a ticket. Less train- ing is required at airports serving a customer base consist- ing mostly of frequent travelers (e.g., business travelers). 4. Monetary incentives to encourage the use of credit card in/out. One airport operator charges a higher daily rate for customers paying with cash. 5. Participation by airport staff representing parking opera- tions, audit/finance, IT, and engineering throughout the design and (if necessary) vendor selection process. 6. Program for assuring system reliability. Customers may be discouraged from using the system if the readers are fre- quently out of service. 7. Well-designed credit card readers at entry and exit lanes that clearly indicate which way customers should insert their cards. 8. Backup systems to allow customers to exit in case of power failure or disconnection with the credit card pro- cessing system. Implementation Costs The cost of implementing a credit card in/out system varies depending on whether it is part of a large parking revenue con- trol system upgrade or if it is a stand-alone project. Typical costs may include those for acquisition of new entry/exit read- ers and a software modification to the revenue control system to allow for the storage of credit card numbers. Typical costs for new ticket issuing or reader machines that accept credit cards and costs for upgrading ticket issuing or reader machines to accept credit cards are presented in Appendix A. Additional cost items include staff training, a marketing program, signage, and potential exit plaza reconfiguration (e.g., removal of cashier booths that are no longer required). Although some airport operators leave the cashier booths in place, they may be confusing to patrons who see an “open” lane and expect a cashier to be present. Ongoing O&M Costs O&M costs include those for equipment and software maintenance (whether performed by the vendor or airport staff) and supervisors to respond to customer questions. One • Can be implemented at smaller parking facilities that may not have the capacity to justify the expense of staffed cashiering. • If desired by the operator, credit card in/out transactions can be implemented as a component of a pay-on-foot park- ing system or as an option in a cashiered system. • At U.S. airports with successful installations of credit card in/out (see Key Considerations), over 70% of all transac- tions are paid in this manner, while at less successful instal- lations, fewer than 50% of transactions are paid in this manner. The proportion of customers using credit card in/out is directly related to factors identified in Key Con- siderations, as well as the customer’s familiarity with the technology (e.g., at one U.S. airport where credit card in/out has been offered for over 4 years, transactions paid in this manner exceed 80%). • Reduction in exit plaza size because credit card readers require narrower islands than do cashier booths, resulting in narrower plazas. Implementation Actions 1. Explain benefits to airport management and/or key deci- sion makers. 2. If credit card in/out can be incorporated within the exist- ing revenue control system, work with system vendor to activate the capability. Acquisition of new entry and exit readers capable of reading credit cards may be necessary. If implementation is part of a larger revenue control sys- tem upgrade, it is likely that the implementation process will be driven by the requirements of other components of the system. 3. Train staff in customer support and maintenance. 4. Prepare marketing and advertising programs. Successful utilization follows a well-designed and extensive publicity campaign. 5. Assure that exit and entry readers function properly and reliably, and are well maintained. Key Considerations Those identified by airport operators include 1. Procedures for misplaced or mismatched credit cards (e.g., customers who lost their cards while traveling, or whose accounts have reached maximum balances). Typically, these procedures are similar to those for processing the tick- ets of exiting customers who have insufficient cash, or who do not have a valid credit card (i.e., those who are com- monly referred to as “promise to pay” customers). 2. Proportion of frequent travelers using the system. At air- port parking facilities where a high proportion of the patrons are business travelers, patron acceptance of credit 90 Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies

Category E: Cashierless Transactions 91 Minneapolis-St. Paul, Portland (OR), Salt Lake City, San Francisco, Seattle-Tacoma, Tampa, Toronto, Vancouver, and Washington, DC (Dulles). The airports serving Denver, Des Moines, Minneapolis-St. Paul, and Salt Lake City use only credit card in/out transactions at one or all facilities, while most of the other airports cited have pay-on-foot systems that allow patrons the option of using credit cards similar to a credit card in/out system. See Figure E.2. E.3 Automatic Vehicle Identification (AVI)/ Radio-Frequency Identification (RFID) Purpose Improve customer service by reducing exit plaza delays. Reduce operating costs by reducing the number of required exit lanes and reliance on exit cashiers. Reduce opportunity for theft or fraud as there is less need for staff to handle cash. Use by Customers Customers receive AVI tags from the parking operator or use a regional toll tag (e.g., E-ZPass, SunPass, FasTrak) fur- nished by a regional toll road or bridge agency. These tags, which are normally permanently affixed to a vehicle (although some agencies allow tags to be transferred between vehicles), can be accurately read by AVI readers located 10 ft or more from vehicles passing through a “read zone” at high rates of speed (e.g., over 50 miles per hour). The AVI tag is associated with either a credit card account or a prepaid account. When a customer enters an entry lane to the parking facility, an AVI reader registers the tag, records the tag number and date/time, and signals the gate to open. To exit, the customer drives to an exit gate where an AVI reader registers the tag number and date/time, calculates the parking fee, charges the credit card (or deducts from a prepaid account), may issue a receipt, and opens the gate to permit the customer to exit. AVI tags are already in use at most airports for the man- agement of commercial vehicles and airport-owned vehicles. Benefits Potential reduction in exit delays, reduction or elimination of required staffed exit lanes, and reduced opportunity for theft or fraud resulting from staff handling of cash. Implementation Actions To date, there have been a limited number of applications where an airport operator has installed equipment to accept airport operator indicated that approximately $200,000 per year was spent on ongoing marketing and promotion during the initial 3 years of its credit card in/out system. Implementation Schedule To date, most credit card in/out installations at airports were either implemented as part of a larger parking revenue control system upgrade where other components of the system were the principal drivers of the schedule or inactivated components of an upgrade that were activated at a later date (and thus, required a minimal period of time to implement). When credit card in/out transactions became the main focus of one parking revenue control system upgrade, the entire process from con- cept initiation to opening day required less than a year. At many airports, the cost of implementing a credit card in/out system was sufficiently low that the project did not require approval by the airport commission or board. Supporting and Complementary Strategies and Technologies in This Guidebook Credit card in/out systems can be implemented as part of a revenue control system upgrade or replacement, or imple- mentation of a pay-on-foot parking system. Complementary strategies and technologies include: • All value-added parking products in Category B, • Pay-on-Foot Systems (E.1), • Proximity Cards (E.5), and • License Plate Recognition (E.6). Examples of Application Airports with credit card in/out systems include those serv- ing Baltimore, Denver, Des Moines, Detroit, Indianapolis, Source: Jacobs Consultancy. Figure E.2. Credit card in/out exit.

gate-controlled exit lanes. These customers are surprised to find a gate arm and to find that the gate arm does not open immediately as they approach it. 4. Payment collection process. Depending on the toll tag sys- tem, the agency issuing the toll tag may need to collect payment from the parking patron’s account and transfer it to the airport. Alternatively, the airport operator could require patrons with toll tags to register their tags with air- port staff, who would then charge an associated credit card or send a periodic billing statement. In the event that a toll agency collects payment and transfers it to the airport, the agency may require that the patron associate a credit card with the toll tag account. Many toll agencies operate on a prepaid system, wherein patrons deposit an amount to their toll accounts, which is debited every time the patron uses a tolled facility. When the account reaches a certain minimum threshold, the toll agency refills the balance by charging a credit card or bank account. As roadway tolls are typically $5 or less, minimum prepaid balances may not be sufficient to cover potential fees for stays of multiple days in an airport parking facility. 5. One U.S. airport operator has determined that accepting regional toll tags for parking payment has resulted in only a minimal improvement in transaction time compared to standard self-service credit card payment. Since much of the transaction time includes calculating the fee and issuing the receipt, the time savings offered to customers using an AVI tag is limited to the time it takes the customers to insert and retrieve their credit cards (assuming that customers have their credit cards ready as they approach the exit gate). 6. Integration with other authorities. If the toll tag is issued by another authority (i.e., a local toll road agency), the airport operator may need to establish procedures for determining which agency collects the payment from the parking patron, how payment will eventually be made to the airport enter- prise, and what fees the airport operator will have to pay other agencies to process the transactions. 7. Clearinghouse fees should be considered. Agencies respon- sible for administering the AVI/RFID system typically charge the airport enterprise (and other customers) admin- istrative fees of between 3% and 6% of gross revenues for the tasks they perform. These tasks include collecting fees, paying credit card fees (often 2% to 3% of transaction rev- enue), providing locations or websites where customers can open accounts and receive tags, and maintaining customer accounts and account records. 8. If a system is configured to read AVI tags at a parking entry plaza, the revenue control system should not issue a parking ticket for that vehicle. One airport operator reported that if a ticket is issued to a patron using an AVI tag, the ticket may become lost because the patron is not required to use it to exit the parking facility (the public parking payment via AVI tags. Typically, the AVI reader equipment was installed as part of a larger revenue con- trol system installation or upgrade, where other factors dic- tated the implementation steps and schedule. However, as part of the installation, an airport operator will need to take the following steps: 1. Confirm that an AVI reader (capable of reading regional tags or airport-issued tags) can be integrated with the existing or planned parking revenue control system. 2. Identify location and placement of equipment required to read the AVI tags. 3. For installations using toll tags distributed by another agency, establish agreement with the agency (or clearing- house) responsible for distributing toll tags, including fees to be retained by the clearinghouse, how and when park- ing fees will be collected and transferred to the airport, and provision for commercial vehicles or other special card holders. For airport operators issuing their own toll tags, estab- lish program whereby the airport operator would issue toll tags to patrons who elect to join the program and provide appropriate financial details (e.g., name, vehicle informa- tion, and credit card information). 4. Identify locations for tag readers at entry and exit plazas so as to minimize the potential for reading tags in nearby entry or exit lanes. 5. Establish airport policies regarding single-vehicle or multiple-vehicle use of AVI/RFID tags. 6. Establish standard operating procedures regarding excep- tion transactions while using AVI/RFID tags (e.g., unread- able tags, dropped tags) and anti-passback procedures (e.g., if a tag has been read at an entry lane, it cannot be re- used at an entry lane until it has been read at an exit lane.). Key Considerations Those identified by airport operators include 1. In areas where toll tags are issued by a regional transporta- tion agency, the airport operator should acquire readers for those tags rather than issuing its own tags. 2. For readable distance and read zones, care must be taken in the “tuning” and placement of AVI readers or antennae to assure that only tags in vehicles in a designated lane are read, and to avoid reading tags in vehicles in adjacent lanes, which would result in multiple reads. 3. Driver expectations when using toll tags should be recog- nized. One U.S. airport operator found that some cus- tomers expect that their regional toll tags would be used at the airport in the same manner as they are used on regional toll facilities—i.e., they expect to be able to drive through a toll lane without stopping, and may not expect to find 92 Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies

Category E: Cashierless Transactions 93 Airport-issued tags for parking access (as opposed to tags issued by a regional toll road or bridge agency) are used at Raleigh-Durham International Airport. E.4 IntelliDrive Purpose IntelliDrive, formerly known as the Vehicle Infrastructure Integration (VII) Program, is a U.S.DOT-sponsored research program intended to develop technologies that improve the ability of drivers and vehicles to avoid, or reduce the impact of, collisions. The overall goal of the program is to reduce the traffic crash rate by 90% by 2030. Use by Customers The focus of the research is to examine existing, emerging, and future technologies that allow vehicles to exchange infor- mation with other vehicles and roadway infrastructure and “take over” vehicle control so that vehicles avoid collisions. In the near-term, research is expected to focus on applica- tions that use dedicated short-range communication (DSRC) to transmit information among multiple vehicles and between a vehicle and roadway infrastructure. DSRC includes radio- frequency identification (RFID), a technology currently in use for vehicle toll collection. Some European automobile manufacturers are already installing RFID tags during production and, as part of IntelliDrive, it is anticipated that, eventually, all manufacturers will install RFID tags on every new automobile as part of the assembly process. It is expected that airport operators will be able to use IntelliDrive technology in a fashion similar to the way AVI tags or proximity cards (see Sections E.3 and E.5) are used. Benefits In addition to the benefits afforded by AVI, IntelliDrive technologies may also provide • The ability to collect fees for the use of airport roadways (including the curbsides). • The ability to communicate space availability (by facility), parking rates, directional guidance, or other information directly to vehicles equipped with on-board GPS or equiv- alent systems. • The ability to operate a ticketless parking system. • Potentially improved vehicle tracking and locating within large parking facilities (or the enhanced ability to use nested parking areas). revenue control system uses the AVI tag to calculate the fee based on when the tag was read at the entry to the parking facility). Implementation Costs The incremental cost of adding AVI readers to an existing revenue control system is provided in Appendix A. In deter- mining this cost, it was assumed that incorporation of the AVI reader does not require significant upgrade or modifica- tion to the revenue control system, which would result in addi- tional costs. Typical costs incurred will also include those for software modification to the revenue control system to allow for the storage of the AVI/RFID tag numbers of those tags authorized to use the system. Ongoing O&M Costs Specific O&M costs include those for maintenance of tag readers, administrative staffing costs, and (if necessary) staff time to coordinate with any regional collection agency. Implementation Schedule AVI/RFID reader installations at airports have usually been implemented as part of a larger parking revenue control system upgrade where other components of the system were the prin- cipal drivers of the schedule. Revenue control systems can take approximately 18 to 36 months to install depending on con- tract processing and vendor availability. Supporting and Complementary Strategies and Technologies in This Guidebook AVI/RFID readers can be implemented as part of a revenue control system upgrade or replacement. Complementary strategies and technologies include • All value-added parking products in Category B, • Credit Card In/Out (E.2), • IntelliDrive (E.4), and • License Plate Recognition (E.6). Examples of Application AVI technology is used at numerous U.S. airports for the management and control of commercial ground transporta- tion vehicles. Airports where regional toll tags are accepted for payment of public parking fees include those serving Albany, Dallas (Love Field), Dallas/Fort Worth, Houston (Bush Inter- continental and Hobby), Newark, New York (Kennedy and LaGuardia), Orlando, and San Francisco.

signal “broadcast” by the proximity card and opens the gate. To exit, parking patrons drive to an exit gate and perform the same operation. The same proximity card may also be used for pedestrian access, as patrons return to their parked vehicles. After reading the card, the revenue control system calculates the fee, charges the amount to an account associated with the card, and opens the exit gate. Benefits Potential reduction in exit delays, reduction or elimination of required staffed exit lanes, and reduced opportunity for theft or fraud resulting from staff handling of cash. To date, prox- imity card applications for airport parking facilities have been primarily limited to employee parking and access to special public parking products. Implementation Actions Implementation actions include 1. Determine if proximity cards are the best solution for access control for a particular application. 2. Determine if the existing revenue control system or access control computing system can incorporate proximity card readers; work with system vendor to activate the capability. 3. Assure that card readers function properly and reliably, and are well maintained. Key Considerations Those identified by airport operators include 1. Develop procedures for managing control of the proxim- ity cards to ensure that they are held only by those author- ized to use them. For example, one U.S. airport operator expressed concern that airport tenants issuing proximity cards to employees for airport-operated parking lots could not ensure that the cards were returned when the employee no longer worked for the tenant. 2. Participation by airport staff representing parking opera- tions, audit/finance, IT, and engineering throughout the design and (if necessary) vendor selection process. 3. Program for assuring system reliability. Customers may be discouraged from using the system if the readers are fre- quently out of service. 4. When issuing cards, establish time/date block controls limiting length of time cards are valid. Implementation Costs The cost of implementing a proximity card system varies depending on whether it is part of a large parking revenue control system upgrade or if it is a stand-alone project. The • Improved tracking of airport-operated shuttle buses and other vehicles. • Information regarding customer frequency, facility use, and other metrics. Key Considerations As a future initiative, no specific considerations have been identified by airport operators. It is anticipated that consider- ations will be similar to those associated with the use of AVI or regional toll tags for parking fee payment (Section E.3), as well as overall considerations associated with the IntelliDrive effort, such as privacy. Some experts expect that, within 10 years, a sufficient share of the vehicle fleet will have IntelliDrive technology installed to support the use of parking access and revenue control sys- tems compatible with such technology. Supporting and Complementary Strategies and Technologies in This Guidebook • All value-added parking products in Category B, • In-Vehicle Parking Technologies (D.10), and • License Plate Recognition (E.6). Examples of Application Components of the IntelliDrive research effort, such as RFID tags, are currently in use at numerous airports as part of automatic vehicle identification for commercial vehicles and at a limited number of airports where regional toll tags are accepted for parking payment. Some aspects of IntelliDrive, such as automated collision avoidance, are in the testing phase, while others, such as automated vehicle control on highways, are many years away from implementation. As an airport park- ing technology, it is believed that aspects of the IntelliDrive technology will become useful once a certain portion of the vehicle fleet is equipped with RFID tags. E.5 Proximity Cards Purpose Control access to specific parking facilities or products. Increase revenue security by eliminating the opportunity for employees to handle cash. Use by Customers Customers entering the parking facilities, instead of pulling tickets at the entry plaza, hold proximity cards, similar in size to a credit card, within two feet of a reader, which receives a 94 Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies

Category E: Cashierless Transactions 95 E.6 License Plate Recognition Purpose Improve revenue security by matching license plates to issued tickets (reducing or eliminating ticket swapping). When used as a substitute for a parking ticket, improve cus- tomer service by reducing exit plaza delays and reduce num- ber of required exit lanes and reliance on exit cashiers. Use by Customers License plate recognition (LPR), or automatic number plate recognition, is typically a complementary technology to other parking payment systems. At present it is rarely used as the primary method of identifying entering/exiting vehicles because of the current accuracy rates and other factors (e.g., the variety of license plates to be read), but is used to support other technologies. As a customer enters a parking facility and stops to pull a ticket, the LPR system records a digital image of the customer’s license plate. Optical character recognition (OCR) software “reads” the license plate number and codes the number into the ticket before the ticket is issued to the customer. As a cus- tomer exits the facility and stops at the exit gate, the LPR sys- tem records a second digital image of the license plate and the OCR software again “reads” the license plate number. If the number of proximity cards to be issued is a key consideration since the costs of the readers at the entry and exit gates is rel- atively fixed (for a given peak period flow rate) while the number of cards to be issued can vary widely depending on the number of customers, the marketing program, and other factors. Other than employee parking facilities, most airport applications do not require large numbers of proximity cards; therefore, the per-card cost will be higher than for installa- tions requiring thousands of cards. Typical costs will also include those for the acquisition of proximity card readers, potential entry/exit plaza modifi- cations, and software modifications to the revenue control system to allow for the storage of the identity numbers asso- ciated with each card authorized to use the system. Unit costs for proximity cards and the card readers are provided in Appendix A. Ongoing O&M Costs O&M costs include those for equipment maintenance (whether performed by the vendor or airport staff) and staff responsible for managing the proximity card program. An additional cost item includes staff time to manage and control the cards (i.e., frequently verifying that cards are held by authorized users). Implementation Schedule Proximity card installations at airports have usually been implemented as part of a larger parking revenue control sys- tem upgrade where other components of the system were the principal drivers of the schedule. Supporting and Complementary Strategies and Technologies in This Guidebook Proximity card systems can be implemented as part of a revenue control system upgrade or replacement. Comple- mentary strategies and technologies include • All value-added parking products in Category B, • License Plate Recognition (E.6), and • Advertising Sales—Interior, Exterior, Tickets, and Equip- ment (F.6). Examples of Application Airports with proximity card systems include those serving Seattle-Tacoma and other U.S. airports, as well as many throughout Europe, including Dublin Airport (see Figure E.5). Source: Jacobs Consultancy. Figure E.5. Exit verifier with proximity card reader at Dublin Airport.

of LPR (capital and O&M costs) are not justified if the air- port has a well-run parking operation. 2. Identify system accuracy goals. 3. Determine requirements for integration with the existing or planned parking revenue control system. 4. Once a parking revenue control system has been selected, for each entry and exit lane identify the location of cam- eras and lighting fixtures. 5. Conduct in-field testing for final adjustments to the loca- tions for cameras and lighting fixtures. Key Considerations Those identified by airport operators include 1. Accuracy. An airport operator will need to determine the level of accuracy required of the LPR system to meet its needs. Currently, accuracy of LPR installations in the United States varies, and is often 90% or lower. Most operators use staff (on a full-time basis or those also assigned other duties) to monitor the LPR system and, as needed, enter license plate numbers if the LPR system cannot successfully read a plate number. There is a trade-off between the ability to identify a unique vehicle and the ability to read a license plate. The probability that a unique vehicle is being identified increases geometrically with each additional digit captured, as it is unlikely that another vehicle will have the same combina- tion of numbers and/or letters. However, the read time and effort also increases with each additional digit recognition required. Thus, some airport operators accept four or five digits as a match rather than requiring the entire plate to match. The level of accuracy increases when the system is required to match additional digits (e.g., 3, 4, or 5 of the 6 digits on a license plate). Some LPR system vendors are supplementing their technology with a system that captures images of a larger portion of each vehicle. These images are used, in combi- nation with the identified license plate number, to increase the ability of the system to accurately match a vehicle to an individual parking ticket. 2. License plate variety. In Europe, vehicle license plates vary less than in the United States. Most European plates con- sist of black text on a solid background color, have consis- tent fonts and font sizes, and must be mounted on both the front and back of the vehicle. This consistency allows for very high accuracy of LPR systems. In the United States, each state (as well as the District of Columbia) issues its own license plates and most states issue a large variety of license plates that may use different fonts and colors, incorporate non-alphanumeric sym- bols, have words (i.e., Pearl Harbor Survivor), or varying license plate number matches that coded into the parking ticket, the vehicle is allowed to exit upon payment of the park- ing fee. If the plate numbers do not match, typically the vehi- cle is not allowed to exit until a supervisor or other staff confirm that the plates were correctly read. One airport operator uses LPR in conjunction with a park- ing reservations system. When customers make their parking reservations online, they enter their license plate numbers along with their payment information. When the vehicle enters the parking facility, the LPR system reads the license plate and opens the entry gate. Another airport operator uses LPR to assist patrons in locating their vehicles upon returning from a trip. As part of the overnight inventory software, the parking space location is automatically linked to each vehicle’s license plate number. When a customer pays their parking fees at a pay-on-foot sta- tion, the revenue control system reads the LPR-coded license plate on the ticket, looks up where the customer parked using the overnight inventory, and prints the vehicle location on the parking ticket. Alternatively, a customer can insert their ticket into a reader and determine their vehicle location (e.g., if a customer plans to pay at the exit). Benefits • Significantly reduced ability of patrons to “swap tickets” or engage in other fraudulent activity to avoid paying parking charges. LPR systems can help the parking operator identify customers who may attempt to exit with a stolen or fraudu- lent ticket. This is accomplished by matching the exiting vehicle’s license plate number (and, in certain instances, the entire vehicle image) with that of the entering vehicle as coded on the parking ticket recorded at the time of entry by the LPR system, and detaining suspicious vehicles until the mismatch can be resolved by a supervisor. • Potentially increased customer service by helping cus- tomers locate their vehicles within a large parking facility. • In Europe, some tax bureaus require that a parking ticket or receipt display the vehicle’s license plate number to enable the cost of parking to be claimed as a business expense. LPR technology can automatically print a vehi- cle’s license number on the ticket or receipt. Implementation Actions Implementation actions include 1. Estimate parking revenue lost due to ticket swapping and other fraud preventable by LPR technology. Conduct a cost-benefit analysis to determine if LPR is financially jus- tifiable. Some airport operators have found that the costs 96 Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies

Category E: Cashierless Transactions 97 • All cashierless transactions in Category E or other payment systems where an operator may wish to have a vehicle license plate coded onto the ticket issued to the vehicle. Examples of Application License plate recognition is used at the airports serving Atlanta, Birmingham, Boston, Phoenix, Raleigh-Durham, San Francisco, Washington, DC (Dulles), Toronto, London (Heathrow and Gatwick), Birmingham (U.K.), Manchester (U.K.), and Dublin (see Figures E.6a and E.6b). E.7 Cellular Telephone/Pay by Cell Purpose Improve customer service by increasing payment options, reducing reliance on exit cashiers, and eliminating customer background images. In addition, many airports attract patrons from nearby states. It is possible for two vehicles from adjacent states to have the same license plate num- ber (particularly with vanity plates). This wide variety of potential license plate styles reduces an LPR system’s abil- ity to read accurately. 3. Lighting. The intensity and angle of light illuminating a license plate can affect LPR accuracy. One operator reported that during a 5-minute period each day when the sun is at a certain angle, glare makes it extremely difficult for the LPR cameras and OCR system to successfully read license plates. 4. Obscured plates. Mud, snow, salt, or dirt reduces the abil- ity of an LPR system to accurately read license plates. License plates installed in nonstandard locations (e.g., on a tail gate of a truck) may be out of camera range. Trailer hitches and other objects may block the camera sight line. The use of infrared cameras is reported to improve accu- racy when plates are obscured by dirt, mud, or reflections. Implementation Costs Typically, LPR systems have been installed as part of a new revenue control system installation or an upgrade. Unit costs for key components are provided in Appendix A. Ongoing O&M Costs Typically O&M costs are combined with other parking operations, management, and maintenance costs. Additional cost items may include staff time to monitor the LPR system and manually enter or accept a license plate number (if the system is unable to automatically read a plate). Implementation Schedule Typically, LPR systems are installed as part of a larger revenue control system installation or upgrade. As such, it is likely that other elements of the system will dictate the imple- mentation schedule. Supporting and Complementary Strategies and Technologies in This Guidebook LPR technology can be implemented as part of a revenue control system upgrade or replacement. Complementary strategies and technologies include • All value-added parking products in Category B and any product where customers must enter a special (or nested) access-controlled area, • Space Locators (D.9), and Source: Jacobs Consultancy. Figure E.6a. Entry gate and license plate recognition camera at Dublin Airport. Source: Jacobs Consultancy. Figure E.6b. License plate recognition cameras at Toronto Pearson International Airport.

credit cards, transmit payments to the airport enterprise, and provide real-time information regarding the vehicles for which parking fees have been paid. 2. Market and promote the service. 3. Monitor usage during a trial period to determine the via- bility of the service. Prepare a cost-benefit analysis to deter- mine whether to continue offering a pay-by-cell option. Key Considerations Applicability to an airport’s parking operation is a factor. Airport operators offering prepaid metered parking may find that pay by cell enhances customer level of service by offering increased payment options and the ability to pay for addi- tional time without needing to return to the parking space to “feed the meter.” Pay-by-cell systems may be less applicable at airports where in-lane payment technologies are used. Implementation Costs To date, a pay-by-cell parking system has been imple- mented at only one airport. Municipalities that have installed such a system report that implementation costs approxi- mately $5,000 to make arrangements with the pay-by-cell company and post the appropriate notices on parking meters. Ongoing O&M Costs Based on municipality experience with pay-by-cell sys- tems, it is expected that O&M costs would be low and would be directly related to use of the system. Thus, O&M costs could be covered by a per-transaction fee (pay-by-cell sys- tems serving municipal parking facilities often charge cus- tomers a transaction fee). Implementation Schedule The schedule to implement pay by cell will depend on coordination with the third-party receiving the pay-by-cell calls and the time required to integrate the pay-by-cell system with the existing parking revenue control system. Supporting and Complementary Strategies and Technologies in This Guidebook In an airport environment, it is expected that pay by cell could be implemented to support pay-on-foot systems (Section E.1). Examples of Application Currently, customers using the South Terminal parking lot at Vancouver International Airport are allowed to pay by cell. Several municipalities use pay by cell as a payment method need to carry coins (for parking facilities with parking meters). Increase revenue security by eliminating the opportunity for employees to handle cash. Use by Customers Pay by cell is predominantly used by municipalities for on- street parking operations and parking facilities that are not gate controlled. One airport operator currently offers this pay- ment option. Currently, there is one predominant pay-by-cell method for paying parking fees. Customers approach parking meters or pay stations and dial a number displayed at the meter/ station. Once connected and after setting up an account linked to a credit card, customers enter the space number and the amount of time they wish to purchase. Customers can dial the same number to either pay for additional time or, if they return to their vehicles without having parked for the full time they paid for, receive credit for unused time. Other pos- sible pay-by-cell methods include • Upon returning to a pay station, customers insert their tickets. When the fee is displayed, customers dial a number to indicate that payment should be charged to an account linked to a credit card. • The cell phone can display a bar code that is read by an optical scanning device at the pay-station/meter. • The cell phone can function as an RFID tag or proximity card that, when placed near a pay station or meter, is read and recorded. (See Section E.3 for further discussion of RFID payment systems, and Section E.5 for further discus- sion of proximity card payment systems.) Benefits Airport operators and parking technology vendors believe that pay by cell is best used in situations where patrons pay for parking at parking meters or pay stations and are required to pre-pay for parking (such as at an on-street parking meter). This technology has limited stand-alone application in an air- port environment where gated revenue-control is common. However, pay by cell could be added as a payment option for pay-on-foot systems (see Section E.1) and it would support the benefits typically realized through the use of pay-on-foot revenue control. Implementation Actions Implementation actions could include 1. Enter into a business arrangement with a third party that will receive the pay-by-cell phone calls, charge patron 98 Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies

Category E: Cashierless Transactions 99 in-car meters enhance customer level-of-service by offer- ing increased payment options, and requiring that cus- tomers pay only for the exact amount of time they parked. 2. The size of the parking operation. In-car meters rely on enforcement to ensure that meters are properly displayed and that sufficient credit is available on the smart card. Airport operators with large parking facilities may find it expensive to monitor large numbers of in-car meters. 3. Limitations. Use may be limited to those communities or regions that have deployed this technology and where most motorists have in-car meters. Ongoing O&M Costs Staff O&M costs are anticipated to be lower than for con- ventional metered parking operations because the entire sys- tem is located within a patron’s vehicle and no on-street equipment is required. Supporting and Complementary Strategies and Technologies in This Guidebook • Valet Parking (B.1, B.2, and B.3) and • Advertising Sales—Interior, Exterior, Tickets, and Equip- ment (F.6). Examples of Application Currently, in-car meters for the payment of parking fees have not been implemented at any airports. Several municipalities use in-car meters as a payment method for on-street parking. E.9 In-Lane Processing Purpose Improve customer service by reducing processing time at the exit booth. Reduce number of required exit lanes. Use by Customers In-lane processing is predominantly used by businesses, such as drive-through restaurants, to collect needed informa- tion from a customer (i.e., the customer’s order) while the customer is queued to minimize processing time once the customer reaches the cashier. At airports, rental car compa- nies frequently use this approach to process customers as they return their vehicles; in-lane processing allows customers to proceed directly from their vehicles to the terminal. While customers are queued at an exit lane, a “roving cashier” with a mobile ticket reader and credit card processor for on-street parking. The vendor providing the pay-by-cell service at Vancouver International Airport is unaware of any other airports where a similar service is provided. E.8 In-Car Meters Purpose Improve customer service by increasing payment options, requiring that customers pay only for the exact amount of time they parked, eliminating customer need to carry coins (for parking facilities with parking meters). Increase revenue security and reduce operating expenses compared to conven- tional parking meters and pay stations. Use by Customers In-car meters are typically used for on-street parking and parking facilities that are not gate controlled. Customers obtain a small display device that can be hung in a visible loca- tion inside the car (such as the rear view mirror or attached to the inside of a window). Upon parking, the customer activates the display device by inserting a smart card that has a pre- loaded dollar amount. While the vehicle is parked, the display device deducts value from the smart card at the advertised cost per unit of time. When the customer returns to the vehicle, the smart card is removed from the display device. Customers are able to add value to the smart card as needed. In-car meters are predominantly used by municipalities for on-street parking. As such, no airport operators have offered this payment option and there is limited information available regarding implementation, schedule, and cost considerations. Benefits In-car meters appear to be best used in situations where patrons pay for parking at parking meters or pay stations and are required to prepay for their parking (such as at an on-street parking meter). Airports that implement this technology may realize lower O&M costs because in-car meters require no equipment, such as parking meters or pay stations. However, this technology has limited stand-alone application in an air- port environment where gated revenue-control is common. Key Considerations Key considerations include 1. Applicability to an airport’s parking operation. Airport operators offering pre-paid metered parking may find that

Key Considerations In-lane processing appears to have limited utility as an air- port parking technology. The benefit of reduced exit lane requirements is similar to the benefit that can be realized by pay-on-foot systems, but without the additional potential benefit of reduced staffing requirements. Few airport operators have adopted in-lane cashiering be- cause of the advent of reliable pay-on-foot and credit card in/out technologies, and the need to acquire specialized equip- ment to facilitate in-lane cashiering. Supporting and Complementary Strategies and Technologies in This Guidebook • Holiday/Overflow Parking (A.9) or other parking products that require customers to pay a fixed fee regardless of their parking duration. Examples of Application No airport operators use in-lane processing of parking patrons on a regular basis. This strategy has been used at holiday/overflow lots when the airport operator established a flat fee for parking (i.e., rather than a duration-based fee) and could thus collect the fee from entering motorists. In-lane processing is used for parking at special events and in other industries, such as drive-through restaurants, airport rental car facilities, and airline baggage check counters. approaches drivers in their vehicles to read their parking tick- ets, calculate parking fees, collect payment, issue receipts, and recode the tickets. When customers reach the exit gate arm, they put their tickets into an exit verifier, which then opens the gate. In-lane processing for parking is used at events (e.g., con- certs and sporting events) having pronounced peak periods to reduce entry/exit delays and improve customer service, but parking at these events is typically prepaid, one set fee, and cash only. Benefits Reduces the number of required exit lanes and reduces exit delays by allowing the simultaneous processing of multiple vehicles in the same exit lane. It is likely that in-lane processing would not result in a sig- nificant reduction in average total transaction time for a cus- tomer because the transaction time in-lane would be similar to that at a typical cashiered exit booth and the time required to open the gate would not change significantly. For airports with a limited number of exit lanes, con- strained physical space to add more exit lanes, and standard cashier-based revenue controls, in-lane processing could be used during peak periods where exiting volumes exceed the capacity of the exit lanes, resulting in excessive vehicle queues. Under such conditions, in-lane processing increases the capacity of the exit lanes (in proportion to the number of rov- ing cashiers) without increasing the number of exit lanes. 100 Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies

101 C A T E G O R Y F : Revenue Enhancement Strategies F.1 Parking Rate Adjustments, 102 F.2 Strategic Pricing, 103 F.3 Web-Based Reservations, 104 F.4 Yield Management, 106 F.5 Coupons, 108 F.6 Advertising Sales—Interior, Exterior, Tickets, and Equipment, 110 F.7 Branding, 112 F.8 Marketing, 114

F.1 Parking Rate Adjustments Purpose Enhance parking revenues consistent with other goals of the airport operator. Balance demand among available park- ing facilities. Use by Customers Customers are presented a menu of airport parking prod- ucts, available at a range of costs and level of convenience. Knowing the costs of each product, customers can select a preferred product. Benefits Potential benefits are reported to include • Increased revenue resulting from modifications to existing parking rates. As a general guideline, the proportional increase in revenue is likely to approximate the propor- tional increase in rates (assuming an across-the-board increase), with adjustments for (a) customers who switch from one parking product to another higher or lower priced product, (b) new customers who would have other- wise used other airport access modes or privately operated off-airport parking facilities, or (c) customers who decide not to park because of the increased costs and choose to use other airport access modes or privately operated off- airport parking facilities. The total parking demand at an airport is fairly inelas- tic (i.e., increases in cost of $2 to $3/day are unlikely to affect customer demand). In some locations, temporary, short-term reductions in demand (i.e., 3 to 6 months) have occurred as customers adjust to new prices, but after this period, demand typically rebounds to former levels. • Improved availability of spaces in short-duration facilities (e.g., if the cost of parking in short-duration areas is 102 C A T E G O R Y F Revenue Enhancement Strategies adjusted to discourage long-duration customers) leading to improved customer service and potential reductions in curbside traffic and emissions from circulating vehicles. • Improved availability of spaces in long-duration facilities (e.g., if rates are adjusted to balance demand among avail- able facilities), leading to improved customer service. • Potentially improved market share or maintenance of existing market share. Implementation Actions Implementation actions appear to vary depending on the specific goals of airport management as several types of poten- tial rate adjustments are available. Potential implementation actions and the corresponding goals include 1. Encourage customer use of a desired facility by modifying the differential costs for parking. For example, increasing the cost differential between short-duration and daily facilities will encourage customers to use the less expen- sive facility (typically, the daily parking facility). Similarly, decreasing the cost differential between these facilities will encourage customers to use the more expensive facility (typically, the short-duration parking facility). Reducing the cost of parking in a structure, for example, may attract customers who would have otherwise parked in less expen- sive surface facilities or in off-airport parking facilities, thereby increasing airport revenues. 2. Increase market share by maintaining or establishing competitive rates. For example, offering competitive rates and concurrently improving customer service may attract customers who would have otherwise selected privately operated, off-airport parking facilities. Such changes can lead to increased revenues depending on the expected change in market share. 3. Increase revenues by offering weekend or long-duration parking discounts. For example, some operators offer weekly rates or “free” parking for the 7th day to attract market share. Since a very small percentage of all cus-

Category F: Revenue Enhancement Strategies 103 from 1 to 12 months or more depending on the approval process and need for public meetings. Supporting and Complementary Strategies and Technologies in This Guidebook • All duration-based parking products in Category A and • Strategic Pricing (F.2). Examples of Application Most airport operators adjust their parking rates at regular intervals to reflect the specific goals of airport management, inflationary trends, and customer demand. F.2 Strategic Pricing Purpose Enhance parking revenues consistent with other goals of the airport operator. Maintain or increase market share. Use by Customers Customers can make informed decisions (and be encouraged to use certain facilities) if they are aware of the cost and level of service or convenience of each available parking product. Benefits Potential benefits are reported to include the ability to maintain or enhance market share and assure that customers are provided a choice of parking products even on the busiest days of the year. Airport management—particularly where there are no nearby privately operated parking facilities— may provide customers with a low-cost parking option to dis- courage or limit competition based solely on price. Alternatively, an airport operator may choose not to serve a specific customer market if it expects that its operating costs will exceed the potential revenues (e.g., when shuttle bus operating costs exceed the potential parking revenue). This may occur when an off-airport parking operator is able to offer very low rates. For example, in 2006, daily parking rates at the long-term parking facility at San Francisco International Airport were reduced from $13 to $12 in a market where off-airport park- ing operators were charging $13 to $15 a day. When airport rates were reduced, off-airport parking operators responded with coupons and discount programs, but airport manage- ment reported that on-airport parking use increased about 27% and revenues increased 15% to 20% due to increased market share. tomers park for 6 days or more, such discounts may attract new customers and increase revenues. 4. Increase revenues by offering weekly flat rates. For exam- ple, offering flat-rate, discounted fees for the first week (or for 2 weeks) may attract long-duration, price-sensitive customers who would not have otherwise parked at the airport (e.g., those traveling on non-business purposes— see Section A.8, Vacation Parking). Since very few cus- tomers park for 6 days or more, such discounts may attract new customers and increase revenues. 5. Increase revenues by altering the cost of each hourly incre- ment. For example, an airport operator can increase rev- enues by changing a rate from $1.00 for 30 minutes to $1.00 for 20 minutes or $1.00 for 12 minutes. Adjusting the hourly rate increment to accelerate when customers reach the daily maximum rate may increase revenues by 3% to 10%. Changes to hourly rate increments may min- imize the concerns of approval boards/commissions, which often primarily focus on the daily maximum rate. Key Considerations Those identified by airport operators when modifying or adjusting parking rates include 1. Cost of public parking at peer airports. 2. Cost of parking in downtown areas. 3. Cost of the trip using other access modes, especially taxi- cabs, between the airport and downtown areas. 4. Length of time since last rate adjustment. 5. Likely length of time until next rate adjustment. 6. Process (if any) to obtain board, commission, or council approval in a public setting (at airports where such approvals are required, rate adjustments are requested less frequently than at airports where the airport director or equivalent has the authority to adjust rates). Implementation Costs The key costs are for the required staff time and the costs of changing signs, websites, and other locations where park- ing rates are displayed. Modern parking revenue control sys- tems can easily accommodate changes to rates or hourly time increments. Ongoing O&M Costs No O&M costs are associated with maintaining existing parking rates or making rate adjustments. Implementation Schedule It is estimated that the total time to implement, including the actions required to obtain management approval may be

F.3 Web-Based Reservations Purpose Improve customer service by allowing customers to reserve spaces over the Internet. Increase revenues and provide for the prepayment of parking fees. Use by Customers Using an airport operator’s website (or a site hosted by a private company on behalf of the airport enterprise), cus- tomers choose from a menu of parking options, select, reserve, and pay for their desired product and any additional services in advance, just as they would reserve a rental car, hotel room, or airline seat. Typically, customers must reserve spaces 72 hours in advance of their arrival at the airport. Upon their return from their trip, customers can exit faster, as their fees were prepaid. Most parking reservation systems require a customer to prepay using a credit card, which may be verified upon entry and exit. The reservation system in use at Manchester Airport (U.K.) requires customers to also enter their license plate numbers, which are read by a license plate recognition system (see Section E.6) upon entry and exit, and used to calculate parking fees. At most airports, customers pay the standard duration- based parking fees. However, at some airports, customers who prepay receive a discounted fee that may be up to 50% less expensive than the standard rate. Benefits Potential benefits are reported to include • Increased revenues, because web-based reservation systems – Allow airport operators to intercept or attract customers who might otherwise use the Internet to reserve space at an off-airport parking facility. It is reported that 80% of airport parking customers select their parking product prior to arriving at the airport. – Promote premium services, including car care services. Customers are likely to purchase a parking product based on value, even if the price is higher, if they are offered more services or more choices at the time they make their parking decision. • Improved customer service and convenience, particularly at airports where parking facilities (or preferred parking facilities) are frequently full. • Increased awareness, and thus use, of economy or reduced- rate surface lots. 104 Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies Implementation Actions Implementation actions include establishing and adopting policies addressing parking operations and revenues. Key Considerations 1. The proportion of parking spaces operated by privately operated parking providers located near the airport and their rates (both published and discount rates). 2. The availability of property near the airport for parking development, both short duration and long duration. 3. Management’s policy on the extent of cooperation versus competition with privately operated parking providers near the airport. (Some airport operators, particularly those with small sites or constrained terminal areas, con- sider privately operated parking providers to be “partners” with the airport.) Implementation Costs The key costs are for required staff time to obtain manage- ment and board/commission approvals. Ongoing O&M Costs No ongoing O&M costs are associated with strategic pric- ing initiatives. Implementation Schedule It is estimated that the total time to implement, including the actions required to obtain management approval may be from 1 to 12 months or more, depending on the approval process and need for public meetings. Supporting and Complementary Strategies and Technologies in This Guidebook • All duration-based parking products in Category A and • Parking Rate Adjustments (F.1). Examples of Application Specific policies regarding strategic parking pricing to com- pete with privately operated parking providers near the airport have been established at the airports serving Albuquerque, Austin, Dallas/Fort Worth, Norfolk, Raleigh-Durham, Sacra- mento, San Francisco, and Tucson. The airports serving Brussels, Munich, and Paris offer weekly, biweekly, vacation parking, and other products to attract customers who might not otherwise have parked at the airport.

Category F: Revenue Enhancement Strategies 105 5. Determine process for identifying entering customers holding reservations. With one method, customers enter and exit using the credit card used to reserve the space. When customers enter, the system recognizes the credit card and grants access to the customer. Upon exit, the system checks the reservation database to ensure that customers have not exceeded the duration of their reservation. If they have, the system then charges the credit card the appropriate addi- tional fees. 6. Confirm the reliability and performance history of the software provider. Implementation Costs Costs include those for staff time to design the web page and third-party costs incurred to develop the necessary soft- ware to manage the website. The costs of developing software in-house were reported by one operator to be “reasonable.” The operator of Detroit Metropolitan Wayne County Air- port, which has implemented a web-based reservations sys- tem for its guaranteed space program (Select Park), paid about $418,000 for the necessary software upgrade to its existing parking revenue control system. Ongoing O&M Costs Ongoing O&M costs are negligible, if performed by airport staff (as opposed to by an outside contractor). One private com- pany stated that its standard fees for providing the “engine” for the website, providing airport staff with management reports, and paying website commissions to publicize the service on the Internet consist of a service fee of $5 per reservation (paid by the customer at the time the reservation is made) plus the parking revenues from the first day of parking. Customers using AirportParkingReservations.com are charged an $8 service fee. Implementation Schedule It was reported that up to 24 months were required to acquire and install the reservation system, including obtain- ing management approval. Supporting and Complementary Strategies and Technologies in This Guidebook • Monthly Billing—Pay per Use (B.6), • Reserved Parking Zone—Pay per Use (B.7), • Guaranteed Space—Unlimited Use (B.8), • Vehicle Washing and Servicing (C.1), • Loyalty Programs (C.5), • Increased revenues from customers who prepay for ad- vanced reservations. In addition, some parking operators charge cancellation fees. • Ability to develop a customer database, using reservation data, which can be used for marketing, customer feedback, and other purposes. Implementation Actions Implementation actions include 1. Prepare a benefit-cost analysis comparing the estimated increase in parking revenues with the costs of establishing and maintaining the web-based reservation system. If using software provided by a private party, consider the costs of this service. Also consider customer service goals and objectives. 2. Determine the basic design and content of the website. It should clearly present a detailed explanation of the prod- ucts and services offered, the standard rates, and available discounts (if any). 3. Acquire or develop the necessary software to manage the website. Several businesses manage airport parking reser- vation websites for a fee, which eliminates the need to develop an independent website. 4. Integrate the airport’s parking access and revenue control system and audit records with the web-based reservation software. 5. Ideally, the website is partnered with complementary web- sites, such as those of the major airlines serving an airport or major travel websites (e.g., Orbitz, Expedia, etc.) so that, when prospective customers are looking for air travel or airport services, they will be exposed to the airport parking website. 6. Assure that adequate spaces are available for customers with reservations. At Manchester Airport (U.K.), about 10% of the total available public parking spaces are typi- cally dedicated to prepaid web-based reservations. Key Considerations Those identified by airport operators include 1. Decide whether or not to integrate valet parking services into the system. 2. Consider allowances for cancellations and any fees for cancelled reservations. 3. Identify appropriate number of spaces to be set aside for reservations. 4. Determine whether to charge customers who prebook a discounted fee. At Manchester Airport (U.K.), the dis- count may be up to 50% less than the standard rate, depending on the facility and the parking duration.

Use by Customers Using an airport operator’s website (or a site hosted by a private company on behalf of the airport operator), cus- tomers select, reserve, and pay in advance for the desired parking product and services (as they would with any web- based reservation system). Upon returning from their trip, customers can exit faster, because they have prepaid. With yield management, the fee that a customer is quoted varies depending on when the reservation is made and the number of spaces available (or expected to be available)— unlike traditional fixed-fee parking products. Typically, the parking rate increases as the arrival date approaches and the predicted occupancy of the facility nears capacity. Benefits Potential benefits are reported to include • Increased revenues, similar to the improvements experi- enced by other travel-oriented businesses that have used yield management techniques (e.g., airlines, rental car companies, and hotel operators). Data on the extent of the revenue increases were not available from individual air- port operators. • Managed demand by adjusting daily rates to attract or dis- courage additional customers. • Improved service (reduced costs) to those customers who reserve spaces in advance. • Improved revenue because customers are more likely to request additional value-added services. Implementation Actions Implementation actions are reported to include 1. Decide whether to acquire the necessary software or develop the software using in-house resources. Most air- port operators use commercially available software, but Fraport AG, the operator of Frankfurt Airport, developed their software in-house. 2. Issue an RFP or request for bids to vendors qualified to furnish the software or to operate the yield management system on behalf of the airport. 3. Integrate the airport’s parking access and revenue control system and audit records with the web-based reservation software. 4. Use historical parking activity data and airline passenger data to forecast parking demand, then compare the fore- casts with actual demand on a real-time basis. Adjust rates as necessary to manage demand to maximize revenues or balance the use of available facilities. 106 Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies • Credit Card In/Out (E.2), • License Plate Recognition (E.6), • Parking Rate Adjustments (F.1), and • Yield Management (F.4). Examples of Application Customers can reserve parking spaces at the airport serv- ing Detroit (scheduled for summer 2009) and at many Euro- pean airports, including those serving Dublin, Frankfurt, London, Manchester, Munich, Paris, and other airports oper- ated by BAA plc, and at many privately operated off-airport parking facilities throughout North America. An example of a privately hosted site is AirportParking Reservations.com (which serves privately operated off-airport parking facilities) and its subsidiary ParkingUSA.com (which intends to serve airport-operated parking facilities). The man- agement of ParkingUSA indicates that its services were briefly used on a test basis at Fort Lauderdale/Hollywood International Airport, and that negotiations with several airport operators were under way at the time this report was prepared. Some websites (e.g., the sites maintained by Aeroports de Paris for Charles de Gaulle International and Orly airports) display not only parking rates and reservation information, but also travel times, walking distances, and the availability and frequency of bus or people-mover service for each park- ing product. See Figure F.3. F.4 Yield Management Purpose Enhance revenues by varying the cost of parking to reflect actual or predicted space availability and customer demand. Source: British Airports Authority. Figure F.3. Home page of British Airports Authority’s Web-based parking reservation system.

Category F: Revenue Enhancement Strategies 107 that can require several months or more. With a yield management program, the airport parking operator must have the authority to vary the rates instantaneously (within a fixed range) without prior approval of the board or commission. Implementation Costs Implementation costs are expected to be limited to the costs of implementing a web-based reservation system. Ongoing O&M Costs Ongoing O&M costs are associated, initially, with one staff member being available to predict daily space occupancies and determine future rates, but this task can be increasingly automated. Alternatively, the services of a software vendor or third-party contractor can be used. The costs of these services were unavailable. Implementation Schedule It is estimated that implementation, assuming that a reliable web-based reservation system is already in operation, may require 6 months or more depending on the time required to obtain management approval. 5. Modify the (existing) web-based reservation system to accommodate yield management. Key Considerations Those identified by airport operators include 1. System requirements. Requires a web-based reservation system. Web-based reservations are a natural introduction to this product. 2. Audit management. Auditors at one airport were con- cerned because, with variable pricing/yield management, the revenue associated with each ticket varies not only by parking duration and location, as with a static ticket, but also according to the date/time the ticket was issued. Vendors indicate that available software addresses this concern. 3. Customer confusion and potential dissatisfaction. Some operators were concerned that customers used to static prices may not understand why they are not quoted the same rate every time they use a parking facility. However, the airline, hotel, and rental car industries appear to have addressed this issue. 4. Prior approval of rate changes. At most publicly oper- ated airports, changes in parking rates must first be approved by an airport board or commission—a process Source: Frankfurt Airport. Figure F.4. Home page of Frankfurt Airport’s parking reservation webpage, which varies (or manages) parking rates in response to anticipated customer demand.

• Increased revenues by encouraging customers to move “up market” by allowing them to try, and hopefully continue to use, a higher-priced product. For example, to promote the use of a premium parking product, Dallas/Fort Worth (DFW) staff regularly issue dis- count coupons to customers exiting lower priced parking products. These coupons allow customers to park in a pre- mium area at a cost that is only slightly greater than what they just paid for parking in an economy area. Follow-up interviews indicated that 10% to 30% of the customers, depending on which parking product they formerly used, reported that they were likely to use the premium product again. • Increased awareness of airport parking products (e.g., when coupons are for a specific product). • Encouraged use of “park and stay” versus “pick up/drop off” (patrons parking for less than 30 minutes) by distributing coupons to these customers. At DFW, over 150,000 discount coupons were distrib- uted to short-duration parkers with 3% returned (i.e., used by customers). Analysis of parking data indicated that this resulted in a reduction in drop off/pick up customers and about a 5% increase in parking revenues. • Improved customer service by providing compensation to customers required to use less convenient parking when preferred parking areas are full. • Improved customer database (when coupons are offered via the Internet), which can be used to market to targeted customers or assess customer opinions of existing or pro- posed parking products. Implementation Actions Implementation actions were reported to include 1. Determine which parking product(s) to promote and develop, and issue coupons directed toward the intended customers (e.g., curbside users). 2. Determine amount of discount. Typically coupons offer a 10% discount, a seventh day free, or a discount of $3 or less. 3. Offer coupons through the airport website. Coupons can be issued by sequential number, by e-mailing coupons to customers upon request, or by allowing customers to print their own coupons. 4. Assure that the parking revenue control system can accept coupons. 5. Develop a method for cashiers to validate coupons and assure that they cannot be reused improperly. 6. Determine the duration of the coupon program. Often coupons are used for a brief promotional period, although some parking facilities have permanent coupon programs. 108 Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies Supporting and Complementary Strategies and Technologies in This Guidebook • Monthly Billing—Pay per Use (B.6), • Reserved Parking Zone—Pay per Use (B.7), • Guaranteed Space—Unlimited Use (B.8), • Loyalty Programs (C.5), • Credit Card In/Out (E.2), • Web-Based Reservations (F.3). Examples of Application Airports where yield management is implemented include Frankfurt Airport (software developed in-house), several air- ports in the United Kingdom (e.g., Glasgow-Prestwick, Leeds-Bradford), and the airport serving Copenhagen. The services of Chauntry, Ltd. are used at each of these airports, with the exception of Frankfurt Airport (see Figure F.4), to develop and host the website for the airport parking reserva- tion system and to furnish the dynamic pricing software. Examples of parking facilities using yield management can also be found in downtown locations or locations serving spe- cial events. Rates in facilities serving downtown areas or special events may be adjusted based on the operator’s experience, and may not be linked to a web-based reservation system; therefore, they typically do not require the sophisticated yield manage- ment software that may be required of an airport application. F.5 Coupons Purpose Enhance revenues by increasing market share. Improve customer service. Use by Customers Customers may obtain airport parking coupons from an air- port website (increasingly popular), direct mail (e.g., Valpak), travel agents, airport staff (as they enter or exit a parking facil- ity), or other sources. Some parking operators accept coupons issued by competitors. When opening parking facilities at new locations, some operators (particularly private businesses) offer discounts to customers who present a receipt demon- strating that they previously used a competitive product. Benefits Potential benefits as reported by airport operators include • Improved market share and, therefore, revenues, particu- larly at airports where off-airport parking providers serve a large share of the total market.

Category F: Revenue Enhancement Strategies 109 Implementation Costs The costs of implementation are reported to be minimal. The primary costs are for printing, advertising, distributing the coupons, and—most importantly—the revenues “lost” because customers are able to park at reduced rates. Several airport operators believe that they were compensated for lost revenues by increased market shares or customers moving up-market. Ongoing O&M Costs Ongoing O&M costs are reported to be minimal. Printing (e.g., if coupons are to be distributed through a service like Val- pak), distributing, and managing the coupon system (including distributing coupons to existing customers) are typically the responsibility of current staff. Implementation Schedule It is estimated that the total time to implement, including obtaining management approval is about 4 months. Supporting and Complementary Strategies and Technologies in This Guidebook • Daily Parking (A.2), • Economy/Long-Duration Parking (A.3), • Business Parking (B.5), • Reserved Parking Zone—Pay per Use (B.7), and • Loyalty Programs (C.5). Key Considerations Those identified by airport operators include 1. Compatibility with the revenue control system. 2. Days of the week when coupons are to be issued. Many airport operators issue tickets that are good for all dates. Others issue coupons good for specific dates to target spe- cific markets (e.g., midweek business travelers). 3. Use of staff to issue discount coupons to existing cus- tomers rather than distributing coupons through the Internet or other means. DFW management believes that issuing discount coupons to existing customers allows coupons to be issued to “targeted” markets, and results in greater trust as customers tend to trust people handing out coupons who can answer questions and give them “peace of mind,” versus electronic distribution methods. 4. Some airport operators have experienced difficulty when the airport marketing department, rather than the park- ing department, was responsible for managing a parking coupon program, since marketing staff may not be sensi- tive to parking operations or customer needs. 5. Some airport operators have experienced difficulty when the parking management contractor or concessionaire, rather than airport staff, were responsible for overseeing a coupon program, since these companies may have differ- ent objectives than the airport operator. 6. There is a risk to revenues if coupons are not properly managed and secured. Source: AMPCO. Figure F.5b. Parking discount coupon. Source: Dallas/Fort Worth International Airport. Figure F.5a. Parking coupon.

• Increased airport revenues, while requiring little invest- ment by the airport operator. • Improved customer service, if wayfinding is improved by the use of facility names or visual clues provided by advertisement(s). Implementation Actions Implementation actions are reported to include 1. Document the volume of customers using the parking facility on a daily or annual basis. Document the demo- graphics (e.g., average household income, trip purpose, place of residence) of the typical customer who will be exposed to the advertisements. 2. Determine the type and extent of advertisements. Some airport operators prefer to limit advertisements because of concerns about aesthetics or visual distractions, while others seek to maximize revenue opportunities. 3. Determine if the existing advertising concessionaire (e.g., the company responsible for soliciting and placing adver- tisements inside the terminal) has rights to advertisements placed in or on parking facilities. 4. Develop an RFP or bid document describing proposed business terms/concession fees. Concession fees for in- terminal advertisements are typically 50% to 75% of gross revenues. 5. Establish an advertising policy if one does not already exist. It is important to establish a policy indicating those products, services, and messages that the airport operator will not allow to be advertised or displayed. 6. Solicit bids or proposals and award the concession contract. Key Considerations Those identified by airport operators include 1. Amount of rent. The airport operator may wish to consider charging lower concession fees if it wishes to maintain design control, if the installation will require construction, or if the airport operator wishes to have ultimate owner- ship of the new fixture(s). Alternatively, lower rents can be charged during the initial months to allow the advertiser to recoup its investment. 2. Length of term. As with in-terminal and other conces- sion contracts, the length of the term should be consis- tent with the amount of the investment required by the concessionaire. The Greater Toronto Airports Authority receives 40% of the revenues derived from column wraps and pavement stripes, and 40%—increasing over the term of the agreement 110 Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies Examples of Application Airports where coupons are issued include those serving Baltimore, Cincinnati, Dallas/Fort Worth, and Omaha. Customers purchasing a ticket through the airport website at Capital Region International Airport (Lansing, MI) receive a coupon for a 50% discount off their airport park- ing fees. Web-based coupons were issued at San Francisco and Oakland International Airports, but they were discon- tinued because of management changes. See Figures F.5a and F.5b. F.6 Advertising Sales—Interior, Exterior, Tickets, and Equipment Purpose Increase revenues by increasing customer awareness of, and willingness to use, airport parking products. Use by Customers Airport parking facilities are viewed by thousands of airline passengers and parking customers each day. The average income of airline passengers is greater than that of the general public and many passengers are decision makers for busi- nesses, government agencies, and other institutions. Thus, these customers represent an attractive market for companies wishing to advertise their products and services, and willing to lease highly visible space on an airport to do so. Advertisements can be placed within parking facilities on interior walls (e.g., in high-traffic areas, including walls and elevator doors); on exterior walls (e.g., parking wraps or three-dimensional objects); on the reverse side of parking tickets and receipts; on the reverse side of space reminder cards; on gate arms or other parking equipment; or on park- ing stripes, parking barriers, or other locations within a park- ing facility. Advertisements also can be placed within airport parking shuttle buses. In addition, an airport operator can sell the naming rights to a parking facility (e.g., Charlotte Dou- glas International Airport’s T-Mobile Cell Phone Lot) or a single level. Benefits Potential benefits are reported to include • Increased revenue without the need to adjust parking rates. The Greater Toronto Airports Authority receives about CAN $36,000 per year from advertisements placed on gate arms, column wraps, and pavement stripes.

Category F: Revenue Enhancement Strategies 111 other overseas locations than they are at U.S. airports. Exam- ples of North American airports with advertising concessions include 1. Interior walls and/or column wraps—Honolulu Interna- tional Airport and Toronto’s Pearson International Airport. 2. Exterior walls—New York’s LaGuardia Airport (façade of Central Garage facing Grand Central Parkway) and San Francisco International Airport (exterior of an elevator/ stair core). Non-airport garages also display advertise- ments on exterior walls (Figure F.6c). 3. Reverse side of parking tickets—Orlando International Airport and numerous non-airport locations. to 50%—of the revenues derived from advertisements on gate arms. Implementation Costs Implementation costs are minimal, since they typically are borne by the concessionaire. Ongoing O&M Costs There are no ongoing O&M costs, as they are the respon- sibility of the concessionaire. Implementation Schedule It is estimated that the total time to implement, including obtaining management approval would be less than 4 months depending on the time required to prepare, advertise, and award a concession contract. Supporting and Complementary Strategies and Technologies in This Guidebook • Space Locators (D.9) and • Branding (F.7). Examples of Application Many airports have advertisements or promotions for airport-owned concessions, airlines, or other services within parking facilities (see Figures F.6a and F.6b). Advertising dis- plays in parking facilities are more common in Europe and Source: Jacobs Consultancy. Figure F.6a. Athens International Airport. Source: Jacobs Consultancy. Figure F.6b. Honolulu International Airport. Source: AP Photo/Mark Duncan. Figure F.6c. Quicken Loans Arena in Cleveland.

Names of animals (Coyote Lot, Dolphin Garage), local fea- tures (Mt. Elbert, Blue Deck), or street names (Terminal Road Garage) help customers remember where they parked, but do not indicate the value of a product or distinguish it from other parking options. Similarly, names such as Fast Class or Peanut Lot do not clearly indicate the product offered. Benefits Potential benefits are reported to include • Distinguished parking products (both on and off airport). • Conveyed level of service and convenience offered, if named properly. • Improved wayfinding by helping customers recall where they parked. Implementation Actions Implementation actions include 1. Determine what customers want (e.g., type of product) and select potential product name(s) that respond to cus- tomer preferences (e.g., cost, convenience, covered spaces) and wayfinding needs. 2. Consider whether to brand a single product or the entire menu of available parking products. 3. Determine the product’s distinguishing features and select a large number of potential names. 4. Test these names with persons who are not familiar with the parking facilities (e.g., use a focus group) and select the preferred name. Often the services of an advertising or marketing firm are used to supplement those of airport staff. Key Considerations It is reported that considerations when branding a product include 1. Make it easy to remember and recognize the product. 2. Attract attention. 3. Suggest product benefits or suggest use. 4. Distinguish the product from the competition. For example, private operators have selected brand names such as Park’n’Fly, Easy Park, FastPark, Parking Spot, or Express Park. The airport parking facility brand names most commonly used are Hourly, Daily, and Economy Parking. Implementation Costs The primary costs are reported to be for the time of staff or marketing consultants who select the name(s) and the costs 112 Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies 4. Reverse side of space reminder cards—San Francisco Inter- national Airport. 5. Gate arms or other parking equipment—Toronto’s Pear- son, Calgary, and Vancouver international airports. 6. Parking barriers and pavement markings—No airports where advertisements are placed on wheel stops or barriers or pavement markings were identified, but such advertise- ments are placed in parking lots serving grocery stores, drugstore chains, entertainment venues, big-box electronic stores, and home and hardware stores. 7. Naming rights—Several airport operators have sold nam- ing rights for an entire parking facility (e.g., the T-Mobile Cell Phone Lot at Charlotte Douglas International Air- port) or for portions of a parking facility (e.g., previously, each level of a parking structure at McCarran International Airport). F.7 Branding Purpose Improve revenues by using name brand(s) to help cus- tomers select from available parking products located on and off the airport. Improve wayfinding by helping customers recall where they parked their vehicles. Use by Customers There are two distinct types of branding. The first is the use of a name that clearly conveys the product being offered. The second is the use of a name that will help customers remem- ber where they parked. 1. Product offering. Branding should convey the perceived value or benefit of a product. The brand name should help customers understand how a product differs from other available products. For example, names such as Red Lot, Lot D, East Lot, or Satellite Parking do not indicate how a parking facility dif- fers from other options. Names such as Remote Parking or Shuttle Parking may be accurate, but may not convey a positive message, while a Park ’n Ride Lot can easily be confused with a commuter parking lot. Generally, Econ- omy Parking or Discount Parking is preferred. Using the airport’s call sign in the brand can also be useful (e.g., ParkSFO, DIAPark). It should be noted that these specific examples are privately operated lots. 2. Wayfinding. Use of a naming convention helps customers remember where they parked within a large facility. Com- binations of colors, symbols (e.g., flowers or animals), and numbers are often used to support wayfinding.

Category F: Revenue Enhancement Strategies 113 of signs, advertisements, or websites used to promote the names. Wayfinding names are generally selected during the design of a new or modified parking facility, with the costs of installation included in the construction costs. Ongoing O&M Costs Ongoing O&M costs are minimal. Implementation Schedule The implementation schedule can vary from 1 month to 6 months or more, depending on the number of people who must approve the names. Supporting and Complementary Strategies and Technologies in This Guidebook • All duration-based parking products in Category A, • All value-added parking products in Category B, • Vehicle Washing and Servicing (C.1), Figure F.7a. Charles de Gaulle International Airport. Source: Jacobs Consultancy. Figure F.7b. Chicago O’Hare International Airport. Source: Jacobs Consultancy. Figure F.7c. Chicago O’Hare International Airport.

to prepare a marketing plan. Numerous widely available books, articles, and other publications address these topics. A marketing strategy provides a comprehensive plan that, when implemented, allows an airport operator to make the choices that will achieve its overall objectives (e.g., balance between improved customer service and improved net revenues). Since a single airport parking product cannot meet the price and service preferences of all customers, the marketing strategy determines which cus- tomers the airport operator wishes to target with each prod- uct, the value it will deliver from these customers, and the tactical marketing mix. The tactical marketing mix—“the four Ps” of marketing— are product, pricing, placement, and promotion. As applied to airport public parking operations, a marketing plan provides a comprehensive strategic plan addressing the following: 1. Product—An airport parking product consists of a blend of duration-based parking products (i.e., the strategies included in Category A) plus value-added products (Cat- egory B) and complementary customer services (Cate- gory C). Parking products are designed based on an airport operator’s analysis of its customers’ needs and preferences, demographics, responses to changes in cost and convenience, and historical daily and seasonal varia- tions in demand. 2. Pricing—As applied to airport parking, pricing is the parking rate(s) (or adjustments to existing rates). These rates can be established tactically or strategically (see Sec- tions F.1 and F.2). 3. Placement—Placement refers to how the product is deliv- ered to the customer and the environment in which the product is sold. Airport operators have long recognized the importance of (a) locating public parking within a short walk of the terminal (or providing courtesy shuttle service), (b) assuring that customers encounter minimal or no delays upon entering and exiting the parking facili- ties, (c) locating parking at sites that are readily accessible and visible from the airport entry road, and (d) assuring the safety of customers and their vehicles. 4. Promotion—As applied to parking, promotion refers to various methods of promoting the product, including a combination of advertising (Section F.6) and branding (Section F.7), potentially supported by web-based reser- vations (Section F.3) and coupons (Section F.5). A standard marketing plan addresses • Objective—The relative goals and objectives of the airport operator (e.g., improve customer service, enhance rev- enues, reduce operating costs). 114 Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies • Concierge Services (C.2), • Onsite Sale of Food, Beverages, and Other Products (C.3), • Pre-Ordered In-Flight Meals to Go (C.4), • Loyalty Programs (Frequent Parker Programs) (C.5), • Pet Kennels (C.8), • Shaded Spaces (C.9), and • Electric Charging Stations (C.11). Examples of Application All airport parking products have brands and names (see Figures F.7a through F.7c). Many have distinctive names for the value-added or complementary products they offer. Air- ports with distinctive names for duration-based parking products include • George Bush Intercontinental Airport’s Parking Cents in Houston; • Chicago O’Hare International Airport, where each level of the central parking garage is named after a local profes- sional sports team; • Lambert St. Louis International Airport’s SurePark; • Minneapolis-St. Paul International Airport’s MSP Value Parking at the Humphrey Terminal; and • Toronto’s Pearson International Airport Discount Parking. F.8 Marketing Purpose Increase revenues by creating high-value, but appropri- ately priced parking products, and by communicating the availability of these products to prospective customers. Use by Customers Unlike many other strategies described in this report, cus- tomers do not “use” marketing, but marketing improves customer awareness of the available products and allows cus- tomers to benefit (i.e., make informed choices) by using the information provided. Benefits Potential benefits include improved revenues, market share, and customer service. Implementation Actions This brief summary is not intended to present a comprehen- sive description of a marketing program, or the steps required

Category F: Revenue Enhancement Strategies 115 4. Determine the perception of customers using competing products. 5. Design and implement the marketing plan. 6. Test the results of the marketing plan and modify or ter- minate as appropriate. Implementation Costs The costs of developing and implementing a marketing plan are highly variable, depending on the size of the airport, the local market, and the selected marketing plan. Preparing a marketing plan may cost from $25,000 to over $100,000, excluding advertising costs. Ongoing O&M Costs Ongoing O&M costs may include costs for regular cus- tomer surveys and periodic updating of written/broadcast messages. Implementation Schedule It is estimated that the total time to conduct and imple- ment a marketing plan, including obtaining management approval of the results, may be 3 to 6 months. Supporting and Complementary Strategies and Technologies in This Guidebook Nearly every strategy described in this report could be included in a marketing plan. Examples of Application Airports where marketing plans have been implemented include those serving Atlanta, Houston, San Francisco, and many others. • Issues and Analysis—An assessment of the current situa- tion (strengths, weaknesses, opportunities, and threats), including historical and forecast revenues, transactions, space occupancies, market shares, and potential factors that may alter historical trends. • Strategy—The marketing and financial objectives that, if achieved, will comply with the goals of the airport operator. • Implementation—The specific actions to be performed to achieve the airport operator’s objectives, and the schedule for implementing these actions, including changing the existing product mix (if appropriate). Potential methods to promote products include 1. Sponsorship of public radio programs and advertising during popular sporting events. 2. E-mails to frequent flyers (particularly at airports with a dominant hubbing airline). 3. Airport websites. 4. Billboards located along airport access roadways and within parking facilities. 5. Display of messages on the exterior of airport parking shuttle buses. 6. Discount coupons (see Section F.5). Key Considerations Those identified by airport operators include 1. Establish and document management goals and objec- tives, and a marketing budget. 2. Determine if the airport operator’s advertising and/or marketing consultant has had prior experience with park- ing facilities. 3. Determine customer perceptions of existing products, parking needs and desires, and evaluation of potential products.

116 C A T E G O R Y G : Safety and Security Strategies G.1 Visual Surveillance—Camera, 117 G.2 Emergency Audio Communications, 118

G.1 Visual Surveillance—Camera Purpose Improve customer service by providing a deterrent to crimes against persons and property. Detect incidents in progress. Increase the likelihood that a perpetrator can be identified, arrested, and convicted. Use by Customers Video surveillance through a closed-circuit television (CCTV) system can be effective for monitoring activity in a large area from a single point. No action by the customer is required to signal the CCTV system. When a suspicious per- son or incident is detected, or a door alarm is received, the per- son monitoring the CCTV system identifies the location and directs a responding security officer to the scene. A correspon- ding intercom system can be used to ward off the offender and inform the victim that assistance is forthcoming. Behavior- recognition technology can be integrated with CCTV systems to detect and alert security staff to suspicious behavior, such as a person lurking or fallen, or to other situations, such as two people about to converge. Such a system can monitor an entire network of CCTV cameras, filtering out the mundane and reducing the tedium of manually monitoring the system. Benefits Benefits of a CCTV system may include • Deterrence of crime, as the potential perpetrator may sense an increased possibility of being observed and apprehended. • A greater sense of safety among parking patrons. • Enhanced ability to apprehend and prosecute the perpe- trators of crimes against persons or property, since the system can record an accurate depiction of the suspect and vehicle involved. 117 C A T E G O R Y G Safety and Security Strategies Implementation Actions 1. Conduct a security audit to analyze the risk of different incident types and classify the parking facility as to its risk level. 2. Assure that all passive security features are incorporated into the facility to the maximum extent possible. Passive security measures are a physical part of the facility and enhance visibility—the ability to see and to be seen. 3. Determine which active security measures are necessary. Active security measures are those that invoke a human response and include security patrols, emergency audio communications, and CCTV. 4. If the need for CCTV is determined, procure the system with the assistance of appropriate security consultants/ designers and system vendors. Key Considerations 1. Cameras must be positioned to effectively cover all areas of interest. The mounting locations must be carefully selected. Lighting variations, external light sources, vehi- cles, ramps, and structural features can all restrict the abil- ity to effectively monitor the areas of interest. 2. The central CCTV monitoring station, including the oper- ator monitoring the system, should be visible to parking patrons, if possible. 3. Several strategically located, high-capability cameras with pan/tilt/zoom capabilities will enhance the efficiency of the system. 4. The traditional rectangular housing protects only the camera and lens, but a domed circular housing covers and protects the entire assembly. Implementation Costs Implementation costs include those for the CCTV system, the central monitoring station, and the personnel required to monitor the system and respond to incidents.

G.2 Emergency Audio Communications Purpose Improve customer safety and security by serving as a deter- rent to crimes against persons and property, and hasten the response of security personnel to an incident. Use by Customers Emergency audio communications can be provided by panic buttons, emergency telephones, or two-way intercoms. A call box with a panic button and a two-way intercom is the most common communication system for security purposes in parking facilities. The push-button calls an attendant and a two-way conversation can ensue. The attendant can mobilize an emergency responder. Panic buttons and intercoms are often mounted on freestanding pedestals, and blue lights with strobe effects have become common to make them easy to locate and to attract attention in case of an emergency. Use of a panic button or emergency intercom is dependent on the ability of a victim of an attack to reach the device and sound the alarm. Intercoms are often used in conjunction with panic but- tons, motion or sound surveillance, or CCTV to enhance the effectiveness of the overall system. If integrated with a CCTV system, a camera is automatically trained on the area when the call box is activated. Benefits Benefits of an emergency audio communications system may include • Deterrence of crime, as potential perpetrators may sense a decreased probability of success. • A greater sense of safety among parking patrons. • Enhanced ability for emergency responders to detect and respond to an emergency in the parking facility in a timely manner. Implementation Actions 1. Conduct a security audit to analyze the risk of different inci- dent types and classify the parking facility as to its risk level. 2. Assure that all passive security features are incorporated into the facility to the maximum extent possible. Passive security measures are a physical part of the facility and enhance visibility—the ability to see and to be seen. 3. Determine which active security measures are necessary. Active security measures are those that invoke a human Source: Jacobs Consultancy. Figure G.1. CCTV surveillance. 118 Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies Ongoing O&M Costs CCTV systems require maintenance and upkeep to main- tain picture quality and reliability. Associated personnel costs are also ongoing. Implementation Schedule The schedule for planning, design, procurement, and installation of a CCTV system is typically 6 to 12 months. Supporting and Complementary Strategies and Technologies in This Guidebook • Emergency Audio Communications (G.2). Examples of Application Many airport parking facilities in the United States, as well as in other countries, have CCTV surveillance systems (see Figure G.1).

Category G: Safety and Security Strategies 119 response and include security patrols, emergency audio communications, and CCTV. 4. If the need for emergency audio communications is deter- mined, procure the system with the assistance of appro- priate security consultants/designers and system vendors. Key Considerations 1. Call boxes or voice-activated intercoms with panic but- tons are often located in elevators, elevator lobbies, and stairwells, and sometimes in parking areas. Two-way intercoms also are generally installed in all cashier booths and at all unstaffed entry and exit lanes. 2. Standard voice-activated systems are generally not practi- cal in parking areas because of background noise. 3. Two-way intercoms make it possible to zero in on an inci- dent and communicate to the victim that help is on the way, possibly deterring the perpetrator. 4. Panic buttons can be subject to abuse by vandals, leading to a “cry wolf” syndrome among those monitoring the sys- tem. CCTV coverage in the area surrounding a panic but- ton discourages false alarms. Implementation Costs Implementation costs include those for the audio com- munications system, the central monitoring station, and the personnel required to monitor the system and respond to incidents. Ongoing O&M Costs Audio communications systems require maintenance and upkeep to maintain functionality and reliability. Associated personnel costs are also ongoing. Implementation Schedule The schedule for planning, design, procurement, and installation of an audio communications system is typically 6 to 12 months. Supporting and Complementary Strategies and Technologies in This Guidebook • Visual Surveillance—Camera (G.1). Examples of Application Many airport parking facilities in the United States, as well as in other countries, have emergency audio communications systems (see Figures G.2a and G.2b). Source: Walker Parking Consultants. Figure G.2a. Emergency callbox at Ronald Reagan Washington National Airport. Source: Jacobs Consultancy. Figure G.2b. Minneapolis-St. Paul International Airport emergency communications system.

120 C A T E G O R Y H : Operational Enhancements H.1 Parking Facility Operation Options, 121 H.2 Privatized Facility Development, 124 H.3 Automated Overnight License Plate Inventory, 125

121 C A T E G O R Y H H.1 Parking Facility Operation Options Purpose Improve or maintain customer service and net revenues by selecting a parking operations method that reflects the airport operator’s tolerance of financial risk and available staff expertise. Use by Customers Customers do not “use” the parking facility operation options, but the level of service they are provided can be affected by the operations method used. Overview of Options Public parking facilities at airports are generally operated using one of three methods: (1) self-operation, (2) management agreement, or (3) concession contract. Airport parking opera- tional elements include fiscal oversight/accounting, and audit; parking lot operations/customer service; revenue control sys- tems operation and maintenance; shuttle bus/transportation operations; and employee parking. At some airports, these ele- ments are operated using a single method (e.g., parking man- agement agreement), while at other airports, multiple methods are used (e.g., shuttle buses are operated using a management agreement, while parking lots are operated using a concession contract, and the revenue control equipment is maintained by airport staff). Overview of Methods of Operation An overview of the three most commonly used operating methods and a comparison of their advantages and disadvan- tages is provided in this section. Although there are many hybrids and variations of these methods, for simplicity pur- poses, only the three most commonly used or basic methods are described here. Operational Enhancements Self Operation. All staff responsible for the day-to-day operation of the airport parking facilities are employees of the airport operator, including cashiers, shift supervisors, audit and office staff, and the parking manager(s). On a day-to-day basis, airport staff define and directly manage customer ser- vice standards, monthly and annual budgets, revenue control procedures, and all other aspects of the parking operation. Airport operator policies and procedures, as well as local ordi- nances, are used to govern daily operations. The airport enterprise retains all revenues, but pays all cap- ital and operating costs. Since all parking staff are employees of the airport operator, their salaries and benefits, and work rules (e.g., grounds for dismissal) are the same as those of other airport employees. Parking Management Agreement. All staff responsible for the day-to-day operations of the airport parking facilities are employees of a professional parking management com- pany. The management company’s responsibilities are defined by a management agreement with the airport. Airport policies and local ordinances are augmented by the agreement, which may include standard operating procedures governing daily parking operations. The management company may provide every element of parking management—including shuttle bus operations—or just one element. Companies are generally competitively selected based on their qualifications and designated parking manager and key staff. The airport enterprise retains all revenues less the approved direct costs of the management company and the agreed- upon management fee. Direct costs include staff salaries and benefits, approved overhead, and the costs of uniforms, office furniture and supplies, and required vehicles. Management agreements may include incentives and penalty clauses to encourage the desired levels of customer service, safety, and revenue control.

ances. Each element may present an opportunity to involve small or disadvantaged business enterprises (S/DBEs). The five operational elements are described as follows: 1. Fiscal Oversight, Accounting, and Audit may range from daily oversight of cash handling/credit card process- ing to annual audits. Oversight may be retained by airport staff or contracted to an independent third-party firm. 2. Parking Lot Operations/Customer Service represents the largest portion of daily operations. Tasks include fee col- lection, traffic direction, customer service and assistance, signage, safety and security, and facility cleaning and maintenance. 3. Revenue Control Systems Operation and Maintenance components include daily system hardware and software repair, programming, and maintenance of ticket-issuing machines, ticket readers, gate arms, and other equipment; ticket control and stocking; and license plate inventory. Some of these components may be retained in-house or provided by revenue control system manufacturers and installers. Separation of the maintenance, repair, and pro- gramming of the revenue control systems from the daily operations adds a desirable revenue control check and balance. 4. Shuttle Bus/Transportation Operations include trans- portation of customers to and from public parking lots, employee parking lots, and special event or holiday lots. Transportation operations may be subdivided into sepa- rate elements of bus driving operations and bus main- tenance and repair operations. Key decisions include assignment of the responsibilities for bus maintenance, bus acquisition, and fuel purchase. Some airport operators that have qualified bus mechanics prefer to perform main- tenance in-house, while others prefer to use outside re- sources. Often cost savings can be realized by the airport operator purchasing shuttle buses and fuel directly rather than requiring a contractor do so, but these cost savings may be offset by the lead time an airport operator requires to purchase a bus. 5. Employee Parking facilities are for a different customer base than public parking lots. They are operated differently to meet the needs of these customers (e.g., employees use permits or access cards, not cash or credit cards). This dif- ferent style of parking operation may present an opportu- nity to use a separate operational contract for this service. Advantages and Disadvantages of Alternative Operational Methods Self Operation. Although this operational method clearly provides the airport operator with the highest level of control, 122 Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies The appropriate airport staff review and approve the man- agement company’s annual budget, staff assignments, and labor schedule and establish standards for operation and rev- enue collection procedures. Agreements also define an airport operator’s right to regularly audit revenues and revenue col- lection procedures. A management agreement requires that the airport opera- tor oversee the contractor’s compliance with the established standards and procedures, instruct the contractor to modify staff schedules or hours (e.g., in response to anticipated changes in customer activity), and assure that the contractor is operat- ing efficiently. As such, airport operators using management agreements typically employ one or more full-time staff with experience in parking operations to oversee the management contractor. Parking Concession Contract. All staff responsible for the day-to-day operation of the airport parking facilities are employees of a qualified parking company (or concessionaire). The concessionaire’s responsibilities are defined by a contract with the airport operator. Airport policies and local ordinances are augmented by the contract, which typically defines the minimum customer service standards and other aspects of parking operations. The concessionaire may provide just one element of the parking operation, but frequently provides every element. Companies are generally competitively selected using a bid process based on a minimum annual guarantee (MAG) amount bid, with the percentage to be retained by the airport enterprise stated in the bid documents. The concessionaire retains a percentage of total gross rev- enues (e.g., 5% to 15%) and agrees to pay the airport opera- tor a MAG. The concession contracts include the airport operator’s right to audit the concession revenues and revenue collection procedures. A concession contract requires that the airport operator audit the reported revenues and enforce compliance with the customer service standards and other contract provisions. As such, airport operators using concessions contracts require fewer staff resources and less experienced staff then a self operation or a management agreement because the conces- sionaire frequently is responsible for every element of the parking operation. Overview of Operational Elements Some airport operators manage all elements of a parking operation under a single contract to achieve economies of scale, while others prefer using multiple contracts to allow for specialization and to provide a system of cross checks and bal-

Category H: Operational Enhancements 123 As noted, experienced airport staff are required to oversee the parking management company. Parking Concession Contract. This management method allows an airport operator to maximize the experience and financial strength of a professional parking concessionaire. While providing all of the benefits of a professional parking management company described previously, a concession con- tract provides a MAG, minimizes the airport operator’s risk exposure, and requires the lowest number of airport staff posi- tions and level of parking expertise. Concession contracts may minimize the airport operator’s level of direct control of daily operations, but they maximize the entrepreneurial expertise of the private concession contractor. Implementation Costs The costs of implementation are limited to preparation of the bid/RFP document and review of bids/proposals. Ongoing O&M Costs Ongoing O&M costs are the responsibility of the private concessionaire, except with self operation. Implementation Schedule It is estimated that the total time required to implement and award a contract, including obtaining management approval, can range from 6 to 18 months or more depending on the time required for management approval of key decisions, the extent of the changes to be made to an existing contract or the time required to develop a new contract, and the level of “political” interest in the contract award. Converting an airport parking revenue retention, and oversight of daily operations, it also results in the highest costs and risk exposure. The majority of daily parking operation costs are related to staffing. Employee recruitment, training, retention, and benefits costs are generally higher for municipalities or public agencies than for profes- sional management companies. With self operation of the park- ing facilities, all costs are borne directly by the airport operator instead of being “fronted” by a management company or con- cessionaire and then partially or wholly reimbursed by the air- port enterprise. Self operation also presents the airport operator with the highest level of risk exposure from unsatisfactory or improper revenue collection and controls, customer service lev- els, or facility operations and maintenance. Self operation requires the highest number of airport staff positions. Parking Management Agreement. These agreements allow an airport operator to take advantage of the professional services of a specialized company and reduce the number of airport staff dedicated to parking. These companies frequently have experience gained through operating airport facilities nationwide as well as operating other publicly and privately owned parking facilities. This experience, combined with the “private employer” status (i.e., lower salary/benefit costs than parking staff employed by an airport or other public agency) often translates to lower costs and thus higher net revenues (compared to the other two operational methods, depend- ing on the salary cost differentials). With this management method, a high degree of risk is contractually shifted away from the airport enterprise to the management company. While reducing costs and shifting risk, this method also lowers the airport operator’s level of direct control over daily operations. The airport enterprise retains all revenues less expenses, but receives no income guarantee from the management company. Source: Jacobs Consultancy. Figure H.1. How parking operations affect risk/net revenues, operating costs, and customer service.

cession contract, the private entity has greater latitude in mak- ing decisions affecting revenues and customer service. Benefits Potential benefits reported by private developers and the airport operators that have retained them are as follows: • Allows the construction of the parking structure(s) without obligating airport revenues or requiring airline (majority in interest) approvals. Allows airport funds to be used to sup- port other capital investments and operating needs. Preserves future debt capacity of the airport operator. • Private companies can be more creative and act more quickly when responding to customer needs. They do not need to obtain prior approval from multiple layers of airport manage- ment, or from an airport board or commission. • Private companies can typically design and build a new structure or purchase and install new parking revenue con- trol equipment faster than an airport operator can because of procurement regulations and bidding procedures most airport operators must follow. • It is easier for private companies than airport staff to offer discounts to volume customers and sell the parking prod- ucts to travel agents and corporate travel planners. • Guarantees that the airport operator will receive a specified annual fee (a MAG) or lease payment plus a percentage of gross revenues. • Minimizes or eliminates the risk to airport operators result- ing from a decrease in parking customers, airline traffic, or other causes. For example, after the terrorist attacks in 2001, the consortium operating the parking facility at one airport was obligated to continue to pay the MAG despite a drastic decrease in airline traffic. Implementation Actions Implementation actions were reported to include 1. Evaluate whether to privatize a new (or existing) park- ing facility. Among the key concerns or disadvantages of privatization are that the airport operator would – Forego future revenue, as the private entity would retain a larger share of the revenue than would a con- cessionaire or parking management contractor, and may benefit more from unanticipated increases in air- line traffic or parking demand than would the airport operator. – Be unable to approve or disapprove changes to rates, customer services, or the introduction of new technolo- gies or services, as these decisions become the responsi- bility of the developer/operator under privatization. 124 Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies facility from a management agreement or concessions contract to self operation is estimated to require the same length of time—if not longer—to allow for the recruitment and hiring of the necessary management staff. Examples of Application Airports where all or portions of the parking facilities are managed under self operation include those serving Dallas/ Fort Worth (DFW), Grand Rapids, Norfolk, and Seattle- Tacoma. Airports where management agreements are used include those serving Denver, Los Angeles, Salt Lake City, and San Francisco. Airports where concession contracts are used include those serving Baltimore, Honolulu, and San Jose. Many airport operators use multiple operational methods. For example, at DFW, a variety of methods are used—self opera- tion for all public parking facilities, except a lot offering trunk- to-trunk service (which is operated using a management agreement), a concession contract for valet parking, and a management agreement for employee parking. See Figure H.1. H.2 Privatized Facility Development Purpose Improve net revenues and preserve airport capital by developing new parking facilities without using airport funds. Receive large upfront payment. Reduce airport staff time required to oversee or manage the parking operation. Reduce risks associated with funding new parking facilities using airport-supported bonds. Use by Customers Most often, airport parking facilities are financed using air- port funds or general airport revenue bonds. Alternatively, some airport operators “privatize” their public parking facil- ities (i.e., award a long-term contract to a private entity for the development and operation of airport parking facilities). Under the terms of these contracts, the private entity may be responsible for designing, building, operating, and main- taining the public parking facilities, or some combination of these tasks. Although the specific contract terms differ among the air- ports where parking facilities have been privatized, the private entity is generally responsible for all aspects of the parking operation and related business decisions. The private entity can—without obtaining the approval of the airport operator— modify parking rates, introduce new services and products, and establish operating standards. Thus, compared to a con-

Category H: Operational Enhancements 125 decides that higher hourly parking rates will optimize its revenue, some patrons may choose to use the airport curbsides instead. 5. Responsibilities of the airport operator for areas inside and outside of the lease line (e.g., utilities, roadway main- tenance, security). 6. Limitations on the airport operator, including building competing facilities, parking for employees, and other topics. 7. Ability of the private company to enter into agreements with third parties (such as rental car concessionaires) that may have existing agreements with the airport oper- ator or that may compete with entities that have existing agreements with the airport operator. 8. Extent of controls retained by the airport operator. 9. Extent of risk assumed by the private entity/investor. 10. Amount of off-airport competition and current market shares of the competition. Implementation Costs The costs of implementation are limited to those for assess- ment of the benefits and costs of privatization, preparation of the bid/RFP document, and review of bids/proposals. Ongoing O&M Costs Ongoing O&M costs are the responsibility of the private concessionaire. Implementation Schedule It is estimated that the total time required to implement and privatize a parking facility (i.e., award a contract to a pri- vate entity), including the time required to obtain manage- ment approval can be 12 to 18 months or more depending on the time required for management approval. Examples of Application Airports with privatized public parking operations include those serving Gulfport-Biloxi, Hartford, New Orleans, Prov- idence, and Brussels (Belgium). H.3 Automated Overnight License Plate Inventory Purpose Improve accuracy of overnight license plate inventory (LPI) count. Reduce staff time and costs to perform overnight inventory count. – Need to enter into a business agreement with a much longer term than a concession contract or management agreement. 2. Prepare requests for bids (or proposals)—key aspects include the following: – Length of term (see Key Considerations), – Fees to be paid to the airport enterprise (see Key Con- siderations), – Developer obligations (see Key Considerations), – Limitations on the use of the property, – Ownership of the structure upon expiration of the lease (typically ownership reverts to the airport oper- ator), and – Careful preparation of the bid or RFP documents because comparison of the resulting bids or proposals is more complex than those for parking concessions or management agreements. 3. Evaluate and award bids. Key Considerations Those identified by airport operators include 1. Term of lease—A key determinant of the lease term is the amount of investment required by the private entity. At Bradley International Airport, a private consortium was awarded a 25-year lease with two 5-year extensions. At Gulfport-Biloxi International Airport, a 32-year lease was awarded. At Oakland International Airport, a 50- to 99-year lease was considered and at Luis Munoz Marin International Airport in San Juan, a 50- to 75-year lease was considered. 2. Fees paid to the airport enterprise—Typically, these fees include a minimum annual guaranteed lease payment, a percent of annual gross revenues (e.g., 6%), and ground rent, and may also include a one-time up-front payment. 3. Developer obligations—The obligations of the private entity should be clearly defined to assure that the parking facilities are operated and maintained in accordance with the performance or functional specifications established by the airport operator. At some airports, contractors are obligated to build an initial parking structure plus construct a second structure or extension when certain demand triggers occur. In these situations, the airport operator must also clearly define the development stan- dards for new construction. One airport operator noted that increased specificity of developer obligations would likely lead to lower bid amounts. 4. The potential effects that the decisions of the private com- pany may have on areas of the airport not under the com- pany’s responsibility. For example, if the private company

2. Determine requirements for integration of mobile LPR devices with existing or planned parking revenue control system. 3. Prepare a benefit-cost analysis for purchasing mobile LPR devices. 4. Purchase mobile LPR devices and integrate with existing LPI/revenue control system. 5. Conduct in-field testing to determine optimal locations for cameras and lighting fixtures. Key Considerations Those identified by airport operators include 1. Accuracy goals. An airport operator will need to deter- mine the level of accuracy required of the LPR devices to meet its needs. Currently, accuracy of entry/exit plaza LPR installations in the United States varies and is often 90% or lower. Some airport operators have elected to use staff to monitor the LPR system and, as needed, enter license plate numbers if the LPR device cannot successfully read a license plate. 2. License plate variety. In Europe, there is less variety among vehicle license plates than in the United States. Most European plates consist of black text on a solid background color and have similar fonts and font sizes. This consistency allows for very high accuracy by LPR systems. In the United States, many states issue several varieties of license plates that may use different fonts and colors, incorporate non-alpha-numeric symbols, have words (e.g., Pearl Harbor Survivor), or have varying back- ground images. In addition, many airports accommodate patrons from nearby states. This wide variety of potential license plate styles reduces an LPR system’s ability to read accurately. 3. Lighting. The intensity and angle of light illuminating a license plate can affect LPR accuracy. Since LPI is most often taken at night, devices should be tested under low- light conditions. 4. Obscured plates. Often, license plates may be obscured by trailer hitches, mud, snow, salt, or other road grime, all of which reduce the ability of an LPR system to successfully read license plates. Implementation Costs The primary implementation cost would be for the pur- chase of mobile LPR devices. Appendix A provides the esti- mated costs of these devices. 126 Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies Use by Customers License plate inventory is a key component of an overall parking revenue control system. LPI data are used to confirm the parking duration of exiting vehicles when, for example, the customers have lost their parking tickets. Vehicle parking dura- tion is determined by inventorying/recording the license plate number of each vehicle on a daily basis (usually at midnight or early morning hours when there is little activity). Additionally, LPI data provide useful information for customer service (e.g., finding lost vehicles), law enforcement, and operations. Traditionally, LPI is conducted by airport or parking oper- ator staff walking or driving through a lot along a fixed route and manually recording the license plate numbers of parked vehicles. A significant number of staff hours is required to conduct this inventory. Manually recording or entering the plate numbers provides opportunities for error. LPI can be conducted using vehicle-mounted or mobile license plate recognition (LPR) readers. These systems use optical character recognition (OCR) software, which takes a digital image of a license plate, then “reads” the license plate number and automatically adds it to the inventory. A mobile LPR reader enables LPIs to be conducted more quickly and accurately while reducing the required staff hours. Benefits Benefits include • LPI systems support more efficient operations and reduce the opportunity for fraud or theft. • LPI data include the exact location of each parked vehicle, which can be used to help customers, who know their license plate numbers, find lost vehicles. • The LPI can be cross-referenced against lists for wanted/ stolen vehicles, vehicles that are associated with unpaid parking fines, and vehicles in the process of being repos- sessed. • Inventory data can be used to identify rental cars and aban- doned vehicles left by customers in the paid parking lot. • Automated LPI systems can potentially increase the accu- racy of LPI records by eliminating human error, if LPR read rates are sufficiently high. • Automated LPI systems reduce required staff time. Implementation Actions Implementation actions include 1. Identify potential deficiencies with the current LPI system and collection method(s).

Category H: Operational Enhancements 127 Ongoing O&M Costs The primary O&M costs are for maintenance of the mobile LPR devices. Net operating costs may be reduced if staff time required to conduct the nightly LPI is sufficiently decreased. No data are available. Implementation Schedule Depending on the time required for airport management approval and device ordering and delivery, implementation could take less than 2 months. Supporting and Complementary Strategies and Technologies in This Guidebook • License Plate Recognition (E.6). Examples of Application No airport applications of these systems were identified, but they are used in other industries. See Figure H.3. Source: www.parktrack.com. Figure H.3. Handheld license plate reader for conducting license plate inventories.

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TRB’s Airport Cooperative Research Program (ACRP) Report 24: Guidebook for Evaluating Airport Parking Strategies and Supporting Technologies explores various parking strategies and technologies that are employed, or have potential applications, at airports in the United States.

View information about the October 26, 2010 TRB Webinar: Evaluating Airport Parking Strategies and Managing Parking Constraints, which addresses ACRP Report 24 and ACRP Report 34: A Handbook to Assess Impacts of Constrained Parking.

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