I want to thank red river theater for this terrific venue he, the want to thank gibson for turning out. You may have noticed when you walk in that he has books in the lobby. Joe will stick around the sun some afterwards. Ill be will take advantage of that. Also want to thank joe for coming a little bit off the main circuit but publishers but you want to come to concord. Of course she also can this the old friends. That is one of the things that happens when you work as a reporter. You need a lot of people, and this difference for a long time. So, of want to say just in the introduction of think probably in you read a little bit about this and the moderate, but by way of introduction talk a little bit about my experience with her. That bomb that at some point during that time to decide the issue wanted to leave them on. And nice up from the st. Petersburg time. Of thing anyway strobe light show did. She had a great loyalty. Such a wonderful time as a reporter. We were accused reporters
This summary presentation is a distillation of the present. The full report is 150 pages or so, available online. It is lessons learned, as well as a separate technical it guide to help save other cities time and money as they pursue smarter parking management. All of this was designed to help other cities learn from our experience and improve on it. So after that, to jump into the evaluation itself. Demand responsive pricing was at the heart of the project, a natural place to start is how did we effect rates . And many people were concerned at the beginning of the project that sfpark would be an excuse for the sfmta to simply raise rates and even in the context of an increasing population and booming economy, we saw that on average we lowered onstreet rates by 4 . And hourly rates at garages by about 12 . And what you see here is an average rate at meters of 2. 58, but that represents an average of sf metered hours, 30 our meters hours are 1 an hour or less and 17 are 0. 25 an hour an
And what you see here are the seven pilot areas covering about 25 of the citys metered spaces and 13 of our 19 garages. What you dont see on the map are two control areas the Inner Richmond and union street, where we did the same level of Data Collection, but none of the policy or technology changes. Part of the sfmta rispontto gather an unprecedented amount of data to enable a truly rigorous evaluation of the project, both by our team, as well as an independent federal evaluation team, whose report will be released this fall. This slide gives a highlight of the schedule, and its a little hard to read. But the highlights are the funding was it was announced that we received the funding in fall of 2007. We didnt actually have the funding in hand to spend until the summer of 2009; which meant we were running as fast as we can to launch the project in 2011 and did our rate change in the summer of 2011 and we continued rate changes through today, but with the formal twoyear Data Collection
The full report is 150 pages or so, available online. It is lessons learned, as well as a separate technical it guide to help save other cities time and money as they pursue smarter parking management. All of this was designed to help other cities learn from our experience and improve on it. So after that, to jump into the evaluation itself. Demand responsive pricing was at the heart of the project, a natural place to start is how did we effect rates . And many people were concerned at the beginning of the project that sfpark would be an excuse for the sfmta to simply raise rates and even in the context of an increasing population and booming economy, we saw that on average we lowered onstreet rates by 4 . And hourly rates at garages by about 12 . And what you see here is an average rate at meters of 2. 58, but that represents an average of sf metered hours, 30 our meters hours are 1 an hour or less and 17 are 0. 25 an hour and at other end of the spectrum, 6 an hour. Of course we chan
Long time, to get them matched up with a parking space and off the roads as quickly as possible. Underlying all of this was an investment in a powerful Data Management system, which didnt just enable a thorough evaluation of the sfpark pilot, but was woven into our daytoday operations with rate changes, contract management, ad hoc analyses, a true instance of smart cities using information to make smarter and smarter decisions and consistent request sfmtas movement in this direction. So that is what the pilot included and what you see here are the seven pilot areas covering about 25 of the citys metered spaces and 13 of our 19 garages. What you dont see on the map are two control areas the Inner Richmond and union street, where we did the same level of Data Collection, but none of the policy or technology changes. Part of the sfmta rispontto gather an unprecedented amount of data to enable a truly rigorous evaluation of the project, both by our team, as well as an independent federal e