Agenda Index City of Vancouver

ACKNOWLEDGEMENTS

Our thanks and appreciation is extended to those who have participated in the meetings and consultative process required to prepare this report. The encouragement and assistance from City staff, particularly Transportation Engineering and Real Estate Services has been extremely helpful.

We wish to especially recognize Casey Jones and Jane Morrison, The Association for Portland Progress and Smart Park. They have generously shared their time, information and experience.

Finally, we are grateful to Todd Pierce and his staff at Design Pacifica International for all their assistance.

David J. Walker, Chairman
VPC Planning Committee

VPC PLANNING COMMITTEE:

· Alec Caruth, Director · Bill Negus, Director & Chairman
· Ron Downey, Director Marketing & Communications Sub-Committee
· Marguerite Ford, Chairman · Frank Navin, Director
· Blake Hudema, Director & DVA President · Councillor Gordon Price, Director

A. INTRODUCTION

The Parking Corporation of Vancouver (VPC) enjoys a distinguished history which began in 1948. A new era commenced on May 29, 1997 when City Council’s Standing Committee on Services and Budgets approved a report detailing Council’s Mission for the Corporation. The new guidelines represent a significant shift in City policy, granting the Corporation greater autonomy and assigning all City-owned off-street parking facilities to the Corporation, with exception of the Park Board and Civic Theatres.

COUNCIL’S MISSION FOR THE PARKING CORPORATION

That the Corporation manage and operate safe, customer friendly and cost effective off-street parking on behalf of the City of Vancouver

MARKETING, CUSTOMER SERVICE & OPERATING PRIORITIES

· Revenue enhancement through community marketing and corporate “branding”.

· Enhance customer service to retain existing customers while growing the
business.

· Enhance security and safety, coordinating security initiatives with the Police,
downtown business groups and community policing offices.

· Introduce advanced technology and automated systems to maximize efficiency,
increase profitability and enhance customer service.

· Increase awareness of the Parking Corporation and its image as
Vancouver’s “best” parking operator.

B. BACKGROUND

In 1998 the Corporation’s Planning Committee initiated a consultative process with downtown business and community leaders. The Corporation gained a better understanding of community priorities, perceptions and local area parking requirements.

Following this consultative process, a special Marketing and Communications Committee was established, chaired by Director Bill Negus.

Issues and Priorities identified by Committee:

During our research, we contacted the Association for Portland Progress (APP). While in Portland, Director Navin met with Association executives and the Senior Operations Manager, Mr. Casey Jones for Smart Park. Since 1984 the Association has managed, operated and marketed all City-owned downtown parking garages in Portland (seven facilities with 3500 parking spaces).

In 1992 the City of Portland completed market research which indicated that consumers were generally unaware of “Portland Public Parking”, the Association’s former “brand” identity. Further, that it fostered little customer loyalty or market identity. In 1994 the Association launched a new marketing campaign under the brand “Smart Park”, creating strong awareness levels resulting in increased customers and higher revenues.

Within one year the new “Smart Park” identity and marketing program (a total investment of $400,000) increased carpark revenues from $5 million to $6.1 million. This years revenues are projected at $8 million, a $3 million increase over
8 years. This is an average increase of 7.5% per year on “same state” operations, with only one $.20 cent per hour rate increase over the period.

Attached is Portland’s “Smart Park 2001 Management Plan” which is an excellent blueprint for success. Rather than reinventing the wheel, it is recommended that VPC capitalize upon Portland’s proven marketing and promotion strategies. Our goal is to enhance customer service, build “brand” identity and increase awareness through marketing partnerships with our Community Partners.

Items worth noting in Portland’s 2001 Management Plan Include:

B. BACKGROUND (Con’t)

“The Smart Park System supports the economic vitality of the Central City by providing an affordable system of parking garages to meet the needs of shoppers, business clients and visitors and by investing revenue in Portland Transportation improvement”.

Smart Park Marketing Goals:

Goal 1: Increase Smart Park revenues and usage

Goal 2: Increase Customer and Merchant participation in the Smart
Park Validated Parking Program

Goal 3: Build a Downtown brand through consistent marketing
activities

Goal 4: Enhance all marketing efforts with a targeted public relations

Goal 5: Measure quantifiable program success

C. EASYPARK --- a New Brand Identity

While studying Portland’s Smart Park Program, several similarities and market opportunities were identified. During these discussions, the Corporation was introduced to Design Pacifica International, an identity and graphic design firm which specializes in wayfinding and signage programs for the parking industry. The firm’s principal, Mr. Pierce has international graphic design and wayfinding experience. As well, Design Pacifica is a Strategic Partner with Walker Parking Consultants – an engineering firm that has designed 1500 parking facilities over the past 8 years.

Since January Mr. Pierce has visited Vancouver several times to meet with City, community and business leaders. He has provided valuable input and assistance throughout this process.

C. EASYPARK --- a New Brand Identity (Con’t)

Confirming a new “brand” identity for VPC carpark operations has been a major task. The Committee is pleased to recommend "EasyPark" which is trade marked and available through an exclusive Licensing Agreement with Design Pacifica International. A new website has also been registered:

When approved by Executive and VPC’s Board of Directors, Design Pacifica will commence work on a comprehensive “Identity, Signage and Wayfinding Program”.

D. EASYPARK – Committed to Service Excellence

Since 1948 the Parking Corporation has contributed significantly to the City. These contributions are translated into a simple Mission Statement; built upon Customer Service, Community Values with measurable Goals and Objectives.

To support the economic vitality of our City by providing a safe and affordable system of parking facilities which primarily meets the short-term needs of shoppers, visitors and business clients while reinforcing Central City transportation strategies and initiatives.

To ensure that our customers return again and again, EasyPark staff are committed to providing each customer with excellent service that is efficient, reliable and responsive.

D. EASYPARK – Committed to Service Excellence (Con’t)

to meet their needs.

Council and the business community. We are committed

· We value our role in supporting a transportation system
that balances parking, transit, carpooling, cycling and
walking to maintain air quality and minimize congestion.

The central goal of VPC and EasyPark facilities remains: to provide adequate short-term parking for shoppers, business people and visitors to enhance the economic vitality of Vancouver’s Central Area.

D. EASYPARK – Committed to Service Excellence (Con’t)

Maintain competitive pricing to maximize affordability and availability.

Improve operational and marketing flexibility to ensure the parking system anticipates and responds to the changing dynamics of the environment in which EasyPark operates.

Integrate EasyPark within a downtown transportation network that will enhance the economic vitality of the City and region generally.

Maximize operational marketing efficiency and effectiveness to reduce costs, increase customer satisfaction, improve system identity and enhance revenue generation.

E. EASYPARK & THEME PARKING – Wayfinding made Easy

Have you ever parked your car and gone about your business, returning later to ask the question, “Where did I park?” Previous attempts have been made to rectify this problem, such as color-coding floors or applying ambiguous themes (the fish floor, the bird floor, the cloud floor). While these approaches have been widely applied, none catch your attention or provide the impact needed to ensure that you automatically remember where you parked. ThemeParking offers a complete solution!

ThemeParking, a trademarked wayfinding system developed by Design Pacifica International strategically allocates nationally recognized corporate brands, coupled with effective directional signage to, create a colorful and memorable environment. “I parked on the VISA floor or I’m on the NIKE level,” will be the new means to remember where we parked.
E. EASYPARK & THEME PARKING – Wayfinding made Easy (Con’t)

Unlike programs that supply a random spattering of display ads, ThemeParking will enhance wayfinding within our parking structures while creating an opportunity to generate income. Through corporate sponsorship, ThemeParking establishes an environment where remembering where you parked is made “easy”.

Parking facilities vary in design, and the ThemeParking program incorporates solutions for each. Examples of ThemeParking applications for beam, columns and entry/exit points are illustrated below:

The use of overhead beams can be utilized for the clean and professional display of corporate sponsor graphics.

Most shopping facilities have entry points from the parking structure, or there may be access to an elevator lobby. These areas become key re-enforcement points to reiterate to the visitor where their vehicle is parked.

EASYPARK – Marketing & Communications Budget

The following schedules map out the financial picture for EasyPark and ThemeParking with projected returns for the Corporation and the City:

Schedule A: EasyPark Marketing &Communications Budget

Schedule B: Six Year Forecast of Income & Expenses

Schedule C: Projected Revenues Following Introduction of

Wayfinding Program

Schedule D: Projected Capital Costs to Introduce “EasyPark” Identity Program
F. EASYPARK – Marketing & Communications Budget (Con’t)

SCHEDULE A: EasyPark Marketing and Communications
Budget for FY 2000

Launch "EasyPark" Awareness and Community Relations Campaign.

A number of initiatives will be advanced which include:

Develop a marketing plan and implementation strategy aimed at maximizing opportunities for Coop Marketing and Promotion Initiatives with downtown business and community organizations.

Using benchmark research and input from the City, VPC Management and Community Partners, confirm a communications and public relations strategy to launch the “branding” of EasyPark.

Create EasyPark “theme messages” to promote carpark operations and increase customer awareness with supporting media plan.

Develop sales kit and collateral materials for EasyPark Validated Parking Program. Again, this will be based upon benchmark research and input from retailers/merchants, Management, City Staff and Board of Directors.

Design and production of print materials including website development and power point presentation.

Benchmark research and annual tracking study will be completed.

In 1992 the City of Portland commissioned an $80,000 Market Research Study which is available to the Corporation. This material together with input from management will be the basis for research undertaken by an independent public relations and market research firm.

A comprehensive Identity, Signage and Wayfinding Program which integrates Theme Parking and drives the “EasyPark” marketing engine.

F. EASYPARK – Marketing & Communications Budget (Con’t)

Phase I Signage with related capital and installation costs. This work will provide an opportunity to test and evaluate proposed signage and graphics for carpark installations. These applications will be the basis for a system-wide change over in FY 2001.

SCHEDULE B: Six Year Forecast of Income and Expenses for the
"EasyPark" Community Marketing & Communications Budget

Projected ThemeParking Income including Revenues from outdoor advertising are based upon information provided by independent design and marketing consultants. Theme Parking revenues for the 6 years ending 2005 are projected at $997,500.

Accumulated outdoor advertising revenues for the year 2000 to 2005 is projected at $197,000.

Based upon a matched funding formula (a leverage of only 1x) accumulated coop marketing and promotion funds contributed by Community Partners (excluding “in kind” contributions) is estimated at $615,000 for the period ending 2005.

Excluding licensing fees, the total accumulated income from the above sources amounts to $1,809,500; approximately $300,000 per year over 6 years.

This Community Marketing and Communications Program is a major step forward for the Corporation. Never before has VPC taken such an aggressive approach to marketing.

SCHEDULE C: Projected Increase in Revenues following introduction of "EasyPark
and ThemeParking” with supporting Identity, Signage and

The assumptions used to forecast increases in carpark revenues are defined by Schedule C.

F. EASYPARK – Marketing & Communications Budget (Con’t)

Additional comments and observations are noted below:

The average annual increase for the 4 years ending 2004 is 5.75% compounded. This compares to Portland’s average annual increase of 7.50% over 8 years. In Portland’s first year following introduction of Smart Park, they recorded a $1.1 Million increase in revenues or 22%.

This compares to 4.60% which we have projected for EasyPark in 2001 (very conservative).

Including Start-up Budget in 2000, the Total Capital Investment in this program over 5 years is $750,000. The accumulated increase in EasyPark Revenues 2001-2004 is projected at $1,316,000; 75.5% or an 18.9% annual rate of return.

SCHEDULE D: Projected Capital Costs to Introduce the "EasyPark" Identity

Forecasted Capital expenditures in 2001 is $600,000. Approximately $35,000 will be spent in 2000; resulting in a total Capital Program of $635,000.

Presently we do not know what capital costs individual “outdoor sign agencies” will absorb. For this reason we have assumed that 100% of all outdoor signage costs will be borne by the Corporation.

BUILDING A STRATEGIC MARKETING PLAN – A Consultative
Process with our Community Partners

The Corporation’s Planning Committee was established May 11th, 1998 and meets monthly. In 1999 the Marketing and Communications Committee was established under the Chairmanship of Director Bill Negus (a Sub-Committee of Planning).
Over the last year the Committee solicited comments and suggestions regarding the Corporations marketing activities. We asked about Strategic Marketing Partnerships; examining how we may work together to achieve our respective goals.

G. BUILDING A STRATEGIC MARKETING PLAN – A Consultative
Process with our Community Partners (Con’t)

Strategic Marketing is critical to retain and grow market share; to educate prospective customers new to Vancouver, to reinforce awareness levels and overcome consumer opinion that parking is an obstacle to coming downtown.
Put into context, we must remind people of our Mission:

We thank everyone who has participated in this process and welcome the input of others who support the continued vitality of our City.

Name Organization

Madeleine Aalto Vancouver Public Library
Greg Adams Vancouver Museum
Jean Anderson Tourism British Columbia
Rick Antonson Tourism Vancouver
Malcolm Ashford Pacific Rim Institute of Tourism
Brent Baldock Providence Health Care
Alison Biggan BC Pavilion Corporation
Rowen Birch City Engineering
Jane Bird City – Broadway Rapid Transit Office
Warren Buckley BC Pavilion Corporation
Ken Cameron Greater Vancouver Regional District
Alex Caruth Downtown Vancouver Association
Terri Clark Kerrisdale BIA
Sid Cross Vancouver Playhouse Theatre
Ken Davidson Canadian Union of Public Employees, Local 1004
John Dickenson Pacific Space Centre
Ken Dobell Translink
Cornel (Duke) Dukowski BCIT – Downtown
Simon Evans BC Restaurant & Food Services Association
Brenda Farrel Farrel Research Group
Robert Florko City Real Estate Services
Cindy Friesen Tourism British Columbia
Angie Frymire Downtown Vancouver BIA
Robert Fung Canadian International Dragon Boat Festival
Andrew Gauthier Davie Street BIA
Charles Gauthier Downtown Vancouver Association
Warren Gill Simon Fraser University-Downtown Campus
Bill Halkyard Waterfront Crime Prevention Society
G. BUILDING A STRATEGIC MARKETING PLAN – A Consultative
Process with our Community Partners (Con’t)

Ray Greenwood Vancouver AM
Bill Halkyard Waterfront Crime Prevention Society
Charles Hall South Granville BIA
Edgar Hildebrandt BC Lottery Corporation
Blake Hudema Downtown Vancouver Association
John Hunt Yaletown BIA
Inspector Dave Jones Vancouver Police Department
Karen Jordon The Bay
Darcy Kernaghan Securiguard
Paul LaBranche Building Owners & Managers Association
John Iacabazzi City Development Services
Allen Lai Henderson Development & Tinseltown – Chinatown
Michael Lambert Vancouver Hotel Association
Ray LeBlanc Tourism British Columbia & DVA
Dana Lemke Tourism Vancouver
Gary Ley National Public Relations
Estelle Lo City Corporate Services
Raymond Louie City Engineering
Bob Macdonald City Engineering
Bruce Maitland City Real Estate Services
Roy McCormick Trizec-Hahm – Royal Centre
Doug McNicol Canadian Union of Public Employees, Local 1004
Frank Navin University of British Columbia & ITS-BC
Caroline Nielson Davie Village BIA
Hidi Nishi Canadian Inbound Tourist Association of BC
Terry Pask Vancouver Playhouse Theatre
Councillor Gordon Price City of Vancouver
Bob Reid Mount Pleasant BIA
Bob Rennie Ulinder Rennie
Christopher Richardson Vancouver Parks Board
David Rudberg City Engineering
Leanore Sali Gastown BIA
Stewart F. Swain Pacific Centre & Cadillac Fairview Corporation
Settimo Sicolli Vancouver Community College
Wayne Smithies Building Owners & Managers Association
David St. Laurent Z Card North America
Graeme Stamp Tourism Vancouver
Nancy Stibbard Tourism Vancouver
Sonny Wong Hamazaki Wong
Vera Wynn-Williams Robson Street BIA
Tong Yuet Chinatown Merchants Association

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