HomeMy WebLinkAboutEx 2 BPC 07122018 St Plan 11 to 14MTPorking ServicesR¡cr Wr¡-l¡aMs CoNSULTtNGPar l<i ng & Tra nsp o t-tati o nCity of Bozeman, MontanaDowntown Strategic Parking Management PlanPROJECT SUMMARY AND RECOMMENDATIONS FOR PARKING MANAGEMENTFINAT REPORTfuly 5 2016 (v5)
EXECUTIVE SUMMARYRick Williams Consulting was retained by the City of Bozeman to conduct an overall evaluation of thedowntown parking system and develop a comprehensive Strategic Parking Management Plan. Theevaluation entailed review of existing parking operations and assets, previous study findings, andmunicipal code; in-depth discussions and three topic-specific work sessions with the Bozeman ParkingCommission (BPC); and six public forums to allow for community input and discussion. From thisprocess, the consultant developed a comprehensive parking management plan that responds to theunique environment, goals, and objectives of Downtown Bozeman, The plan and its developmentprocess are detailed in this report beginning on page 4.A. POLICY AND ORGANIZATIONAL ACTION STRATEGIESlncorporating parking system management into the City's development policy ensures that the goals ofthe Parking Management Plan can be met. lt is recommended that these strategies be implementedwithin six months of plan adoption.1. Formalize the Guiding Principles as policies within the parking and transportation system plan.2. Adopt the 85% Rule as the standard for measuring performance of the parking supply andtr¡ggering specific management strategies and rate ranges.3. Strengthen the role ofthe Parking Manager and the Parking Services division to better integratewith Community and Economic development planning.4. Establish a policy for adjusting rates (on and off-street).5. Establish a Capital Maintenance Reserve Fund.B. CODE-REIATED ACTION STRATEGIESThese strategies revise the municipal code to support long-term planning and efforts to "right-size"parking in new development. lt is recommended that they be implemented within one year of planadoption.6. Re-evaluate and restructure the current "cash-in-lieu" program (38.25.040 A. 3, B 1-4, BMC)7. Re-evaluate code-based minimum parking requirements (See 38.25.040 4.2. a & b, BMC).8. Re-evaluate and clarify the purpose and intent of the current code section regarding Speciallmprovemerit District (SlD) No. 565. (38.25.040.4.3.b.(4), BMC).B. RECOMMENDED PARKING MANAGEMENT STRATEGIES: PHASE 1These strategies should be implemented within 18-24 months of plan adoption.9. lmplement a facilities maintenance plan.
City of Bozemon, MTStrotegic Porking Monogement Pløn25. ConsiderconsolidatingcurrentusersoftheCarnegieLotintotheBridgerGarage. SelltheCarnegie Lot to fund acquisition of better-located parking parcels andlor construction of aparking garage.26. lnitiate new capacity expans¡on.The City and BPC may elect to reordêr, accelerate, or moderate strateg¡es depending on communitysupport and consensus, opportunity, and/or funding. All strategies will require consistent and dedicatedmanagement with active participation by the private sector.Estimated implementation timelines and cost estimates, where available, are detailed for eachstretegy recommendation in Section V beginning on page 10.RICK WILLIAMS CoNSULTINGPãrk¡n8 & Transporta tìonÐ
City of Bozemon, MTStrategic Porking Monogement PlonEstimoted Costs (STRATEGY 7d:It is estimated that a data inventory and occupancy/utilization study would range from 525,000-535,000if conducted by a third-party consultant. Costs can be minimized in subsequent surveys through use ofestablished templates and databases, and through sampling and use of volunteers to collect data.STRATEGY 77:ldentify off-street shared-use opportunities based on data from Stratery 10. Estab¡¡sh goals fortransitioning employees, begin outreach to opportunity sites, negot¡ate agreements, and assignemployees to fac¡l¡t¡es.I mplementotion Ti meli ne :lmmediote: Short-listing sites (by February 2017)Neor-Term: Outreoch (Februory - July 2017)Mid-Term: Negotiotions ond Assignment (August 2077- December 2017)The majority of parking in the downtown is off-street in privately owned parking assets. At present thereis no data available that quantifies or eValuates how that parking is used, or whether surpluses exist thatcould relieve constraints in the public parking supply. Based on the principle that "employee parkingshould be led by the private sector (see Guiding Principle 4.1,a, page 6 above)", it will be important toidentify and pursue shared uses with available supplies of privately owned parking.Figure A (next page) provides an example from Ashland, Oregon of how data is used to identify potentialshared use opportunities. Through this approach, opportunity sites are identified and outreach effortsto property owners targeted accordingly.The BPC and Parking Division should consider the following for completion by July 2017:a. Use data from Strategy 10 to identify facilities that could serve as reasonable shared useopportunity sites. Criteria.could include proximity to employers, a meaningful supply of emptystalls, pedestrian/bike connectivity, walking distance/time, safety and security issues, etc.b. Based on the above, develop a short list of opportunity sites and identify owners.c. Establish a target goal for the number of downtown employees to transition into opportunitysites.d. Begin outreach to owners of private lots.e. Negotiate shared use agreements.f. Obtain agreements from downtown businesses to participate in the employee assignmentprogram.R¡cK WILLIAHS CoNSULTINGP¡rk¡rìg & Transport¿ricnÐ
City of Bozemon, MTStrotegic Porking Monogement PlonEst¡mated costs ßTRATEGY 77):Costs of deriving the data necessary for this strategy are included in data collection costs provided for inStrategy 10. Costs of outreach are not known at this time, but could be minimized through coordinatedefforts of existing staff and volunteers and/or partnerships between the BPC and Downtown BozemanPartnership to identify opportun¡ty sites and engage the private sector. Planning in this regard maydetermine that funds are needed to create incentives and/or improve the condition of lots orpedestria n/bike connections.Figure AExample (Ashland, OR): ldentifying Shared Opportunity SitesI'**!al*.ro*#L. ç5.Al.ssrstudy.rea bûnd¿ry 201 5- såturdey, Augusl 223Ð0 - 4:q) PM Pe.h t{ourParking UtilizatíonAsiland OqaRrcx Wrlr-1,¡¡rs CoNruLTrxG| 'l r¡ I,ir. -¡Lr! !.,,RIGK WILLIAÈIS CoNSULTINGParking & Tr¡ nsportationEI9 rt! É: É: !.m 1117
City of Bozemon, MTSTRATEGY 72:Complete the 2OO8 Parking District ldentification Signage/Branding Plan.Strotegic Porking Monogement PlonBozeman has the foundation for an identity system for itsdowntown parking system in place. The blue and white "P"is recognizable and appealing. However, the plan foridentifying facilities by name and linking to a way findingsystem in the public right-of-way, developed in July 2008,has not been fully implemented. This plan should berevived and integrated with Strategies 13 and 14 below. Abranded and connected system of parking identity, information, and guidance is customer-friendly andefficient in moving the right parker to the r¡ght stall.Est¡moted Costs (STRATEGY 721:Costs of finalizing the Parking District ldentification Plan are unknown at this time. lt is assumed that thenecessary elements of the 2008 Plan are detailed enough to allow for re-estimating using currentmarket information.STRATEGY 73:Clarify current on-street parking signage, particularly in areas were unlimited parking is allowed.Consider incorporating the current City parking logo into on-street signage.I m pleme ntoti on Ti me li ne :Option 7: Neor-Term (Jonuory 2077 - lune 2077)Option 2: Coordinoted with Strøtegy 23 (september 2078 on-street pricing - if decision to proceed)Where parking is currently time-limited, rules of use are clear (see photo atright). However, there are areas where parking is not time limited, andthese block faces have no signage at all. Observations during the tour ofdowntown indicated that these stalls are not readily used. This may bebecause there is no demand for parking in these areas, or because peopleare unaware that the stalls can be used. lt is recommended that the Cityconsider adding signage that allows, for instance, 10-hour parking in theseareas. Similarly, time could be taken during re-signing to evaluate existingloading zones and other timed stalls (e.g., 15-minute, 30-minute) and makerevisions to improve efficiencies. The overall philosophy for parking shouldbe that if parking is allowed, its use should be readily understood by theu5er.RICK \^/ILLIAMS CONSULTINGP¡rkint & Tr anspot tat crCu rre nt o n-street sig n o g eformotÐ
City of Bozemon, MTAdditionally, incorporating the City's parking logo into the on-street system should be considered as a means of integrating theon- and off-street systems. ln Springfield, Oregon, a stylized "P"was created for the public parking system and incorporated intoon and off-street signage. (See illustration, iight.)Bozeman's white and blue "P" would provide a recognizablereference on-street and raise awareness ofthe parking brand off-street.Strotegic Porking Monagement Plon2HOUR(ra!i!tlì.'\ |frlrSl,tfM\Âa,fEsti mated Costs /SIRÁ IEGY l3);Based on information from other cities:A stondord signoge pockoge would hove two poles withblode signs per block foce - one ot eoch end oÍ the blockwith orrows pointing inword.. Only moteriol costs are provided in these estimoteso Pole unit cost = 5470o Blode sig, ,n¡¡ ,s5¡ = $30c lJnit cost for poles (5470) ¡nclude hole boring ond the poleSTRATEGY 74:Rename all publicly owned lots and garages by address.tmplementation Timeline: Neor-Term Uanuarv 2017 - June 2077)As with branding, the name of parking facilities is extremely importantin messaging. Names like Bridger Garage or Eagles Lot do notcommunicate useful information to users, particularly those who areless than familiar with the downtown.lndustry best practices for naming off-street parking facilities suggestusing an address or intersection associated with the main auto ingresspoint. Portland, Oregon and Boulder, Colorado do a good job ofbranding and identifying facilities by location- names like lO'h &Walnut or 4th & Yamhill easily and intuitively communicate not just alocation, but, coupled with the system logo, a brand that can beRICK vv|LLIAHS CoNSUUTINGPar king & _transportat'cnExømple (Springfield, OR):tncoryoroting Porking Logo into on-street sìgnoge.F dc¡l ¡ty lde ntiÍicot¡on :Boulder CO & Portlond ORaUnit Costs- SianooercuROIIE HRåth å l!bh¡llI,<É) ' ,'SNÌARPAR}{Ð
City oÍ Bozemon, MTStrotegic Porking Monogement Plonintegrated into web communications, apps, way findinS, and other materials.Bozeman's current facility naming format is not customer friendly or informative. The City shouldconsider renaming its facilities as part of a broader effort to make the parking'system more intuitive andeasier to use.Estimated Costs (STRATEGY 74):lnitial costs would involve changing existing signage, estimated to range between 55,000 and S10,000.STBATEGY 75:Upgrade the access/revenue control system at the Br¡dger Garage.The access and revenue control system at the Bridger Garage is unreliablèand beyond its useful service life. Moreove r, it does not provide dato andreporting functions that ore essentiol for high-level monogement onddecìsion-møking. An upgraded system at the Bridger Garage is critical to theParking Division's ability to monitor use, calibrate rates, and accuratelyallocate and manage daily and monthly access across all hours of eachoperating day.monthly passes and to balance the mix of parkers (employees andcustomers) based on information supplied through the revenue control system is non-existent. Also,real time data on occupancy and use is not provided. Upgraded systems will create significantefficiencies in time, resources, management, and decision.making. This strategy should be seen as afoundational element of the overall parking management plan.Based on the system currently in place, there are two approaches the City could take at the-BridgerGarage:A. Automoted Approoch (Qated with Ambqssødor Function)Over the past decade, technology has swung toward pay-on-foot operations (like Bridger has currently.pay-on-foot requires non-monthly users to pay at a machine before reT.urning to their vehicle. Monthlycustomers or integrated hotel guests access the facility through electronic passes or room keys.New technologies offering real-time data on occupancy and use are readilyavailable from companies such as Amano, Digital Technologies, Cale, Scheidt& Bachmann, and McGann. At present, the City's ability to calibrate sales ofRICK vv|LLIAI.IS CONSULTINGPerktrlg & T¡ ansporratronExisting Bridger GorogePoY StotionÐ