HomeMy WebLinkAboutExhibit 2 Rick Williams PowerpointParking
Commission
December 10, 2020
Work Session
1
Bozeman
Downtown Parking
Assessment
Plan Background
Status Review
Discussion and 2021 Plan
Agenda
•Introductions
•Understanding the 2016 Plan
Plan History
Desired Outcomes
Key Successes
•What is left to do?
•Commission Discussion
•Next Steps
•Adjourn
2
Plan
History
3
•In 2010, 2012, and 2014, the City of Bozeman
commissioned studies to evaluate parking in
its downtown (conducted by MSU)
•Analyzed usage and occupancy in small
sample areas on-street and only in publicly
owned off-street facilities.
•Studies did not provide specific
recommendations for better managing
parking.
Plan
Objective
Statement
4
To support the development of a vibrant,
growing, and attractive destination for
shopping, entertainment, recreation,
living, and working.
The components of this plan need to be
simple and intuitive for the user, providing
an understandable system that is
affordable, safe, secure, financially sound
and well-integrated into alternative mode
options.
Plan
Desired
Outcomes
5
•Get the right parker to the right stall.
•Ensure that the needs of priority users are met.
•Ensure reasonable and safe parking for
employees.
•Strong communication –make parking simple
•Manage an integrated system on-and off-street.
•Integrate management with alternative modes.
•Leverage parking revenues to support
maintenance and growth of the system.
•Minimize spillover into abutting neighborhoods.
•A financially sustainable system.
•Clear direction on City’s role in parking
development.
Key Elements
Foundation
for decision-
making
6
Adopt the 85% Rule as the standard for measuring
performance of the parking supply and triggering
specific management strategies and rate ranges.
Without clear and consistent data, it is difficult to
make strategic, data driven decisions.
On how much supply is needed
On determining actual demands for parking
On what to charge (or not) for parking
Key Elements
Foundation
for decision-
making
7
The City’s role in parking (and in the management
of its supply) is to accommodate customers and
visitors downtown and residents and guests in
neighborhoods.
Employee parking should be led by the private
sector and through partnerships where the City
can reasonably participate (financially or
programmatically).
Key Elements
Foundation
for decision-
making
8
Encourage shared parking in areas where parking
is underutilized. This will require an active
partnership with owners of private parking
supplies.
How much private parking has been built and is
it under-or over-utilized (weekdays, evenings,
weekends)?
Key Elements
Foundation
for decision-
making
9
Future Supply -Ensure that the City is ready to
respond to growth and recognize that funding will
require a varied package of resources and
partnerships.
It is probable that new parking cannot sustain
itself on parking revenue alone.
A need for multiple funding sources –
private and public
Plan
Key
Successes
10
Guiding Principles Adopted (Strategy 1
& 2)
Parking Services Division strengthened
and better integrated with Community
and Economic Development (Strategy
3).
Rate policy and capital maintenance
reserve fund established (Strategy 4 &
5).
Bridger upgrades/counter systems
(Strategy 15 & 16)
Enforcement changes/LPR (Strategy
17).
Revisions/updates to residential permit
programs (Strategy 19)
Left to do
11
Comprehensive data collection
(Strategy 10)
Will inform all levels of decision making
from rates (Strategy 4), whether to
meter on-street system (Strategy 20) or
address code issues (Strategies 7 & 8).
Role of City in parking development
Need more clarity in:
Re-grounding in definitions of parking
management as it pertains to the
Guiding Principles.
Intended sources of funding for future
supply (user fees, fees-in-lieu, urban
renewal, divestment of surface lots,
capital funds, grants, etc.)
The above will be especially important to
Strategies 20 –26.
Discussion
and 2021
Plan
12
Thoughts and Ideas
•General reactions to Plan elements
•Need for clarifications on Strategies
•Front of mind issues:
Development Code?
Free versus paid parking?
On-street management?
Residential programs?
•New ideas or inputs
Next Steps
13
•Development of a “Parking
Handbook” (Dec. 2020 –Jan. 2021)
Intended to provide definitional clarity
on key elements of parking affected
Bozeman.
A reference point for education and
consensus building
•Community conversations on parking
in Bozeman Downtown and
neighborhoods (2021).
Education and consensus building.
Solving issues/problems from a
common parking management
reference point.
•Final Report (2021)
14
THANK YOU