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HomeMy WebLinkAbout06-04-21 Agenda and Packet Materials - Parking Commission SubcommitteeA.Call meeting to order - 12:00 pm Via WebEx https://cityofbozeman.webex.com/cityofbozeman/onstage/g.php? MTID=e7f62944ec090aa3161855162e0292f1e Click the Register link, enter the required information, and click submit. Click Join Now to enter the meeting Via Phone: This is for listening only • Call-in toll number (US/Canada): 1-650-479-3208 • Access code: 182 016 4266 B.Changes to the Agenda C.Public Comment Please state your name and address in an audible tone of voice for the record. This is the time for individuals to comment on matters falling within the purview of the Committee. There will also be an opportunity in conjunction with each action item for comments pertaining to that item. Please limit your comments to three minutes. D.FYI/Discussion D.1 Initial Policy Discussion and Organizing Conversation of the Capacity Subcommittee (Veselik) E.Adjournment THE PARKING COMMISSION OF BOZEMAN, MONTANA PC Parking Commission Subcommittee AGENDA Friday, June 4, 2021 For more information please contact Mike Veselik, mveselik@bozeman.net. Committee meetings are open to all members of the public. If you have a disability and require assistance, please contact our ADA coordinator, Mike Gray at 582-3232 (TDD 582-2301). 1 Memorandum REPORT TO:Parking Commission FROM:Veselik SUBJECT:Initial Policy Discussion and Organizing Conversation of the Capacity Subcommittee MEETING DATE:June 4, 2021 AGENDA ITEM TYPE:Policy Discussion RECOMMENDATION:Discussion STRATEGIC PLAN:7.3 Best Practices, Creativity & Foresight: Utilize best practices, innovative approaches, and constantly anticipate new directions and changes relevant to the governance of the City. Be also adaptable and flexible with an outward focus on the customer and an external understanding of the issues as others may see them. BACKGROUND:The Bozeman Parking Commission Capacity Subcommittee will meet to discuss the scope of their work as well as identify any issues to work on between subcommittee meetings. UNRESOLVED ISSUES:No Unresolved Issue ALTERNATIVES:No Alterna FISCAL EFFECTS:No Fiscal Effect Attachments: Downtown Strategic Parking Management Plan Update Memo.pdf Resolution 2021-03 Subcommittee Resolution for Parking Commission.docx Report compiled on: June 1, 2021 2 Page 1 of 26 MEMORANDUM Date: April 2, 2021 To: Bozeman Parking Commission From: Mike Veselik, Interim Parking Manager Re: Downtown Strategic Parking Management Plan Update and Parking Commission Work Session In 2016, the City of Bozeman Parking Commission and City Commission adopted the Downtown Strategic Parking Management Plan to guide long-term decisions and planning for the City’s parking program. The plan has 26 recommended strategies for implementation. Many of these strategies have already been completed. However, several are still outstanding. Due to the COVID-19 pandemic and Parking Commission and Staff turnover, momentum to complete the remaining tasks stalled out in recent months. The April 8, 2021 work session is meant to reestablish the short- to medium-term work plan for parking staff and the Parking Commission. In addition, the Parking Commission is in the unique position to take advantage of a robust community engagement session including the creation of a Parking Handbook and the feedback provided by the community to inform their work plan. (Appendix I and II) Accomplished Strategies In the first five years of the Downtown Strategic Parking Management Plan, the below strategies have been completed:  Formalize the guiding principles as policies within the parking and transportation plan  Adopt the 85% Rule as the standard for measuring performance of the parking supply and triggering specific management strategies and rate ranges.  Strengthen the role of the Parking Manager and the Parking Services division to better integrate with Community and Economic Development planning  Establish a policy for adjusting rates  Establish a Capital Maintenance Reserve Fund  Re-evaluate and restructure the current “cash-in-lieu” program (38.25.040 A. 3. B 1 -4, BMC).  Complete the 2008 Parking District Identification Signage/Branding Plan  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. 3 Page 2 of 26  Rename all publicly owned lots and garages by address  Upgrade the access/revenue control system at the garage  Establish best-practice protocols and performance metrics for existing enforcement personnel and support enforcement with appropriate technology  Explore changes to existing residential on-street permit programs and evaluate and potentially implement new residential parking permit districts in the neighborhood north and south of the downtown commercial district. While considered complete, the Parking Commission may choose to expand on or modify these accomplished strategies in some way. However, staff recommends the Commission focus their energy on the unfinished strategies. Unfinished Strategies Below are the strategies from the 2016 plan that remain incomplete. Staff and the Commission have begun work on many of these policies. Much work is still needed to complete most if not all of these.  Re-evaluate code-based minimum parking requirements (See 38.25.040 A.2. a & b, BMC).  Re-evaluate and clarify the purpose and intent of the current code section regarding Special Improvement District (SID) No. 565. (38.25.040.A.3.b.(4), BMC).  Implement a facilities maintenance plan.  Develop a schedule of data collection to assess performance of the downtown parking supply, including on- and off-street inventory (public and private supply) and occupancy/utilization analysis.  Identify off-street shared-use opportunities based on data from facility maintenance plan. Establish goals for transitioning employees, begin outreach to opportunity sites, negotiate agreements, and assign employees to facilities.  Install a vehicle counter system at Bridger Garage and at the Armory, Carnegie, Eagles, and Willson lots.  Expand bike parking network to create connections between parking and the downtown to encourage employee bike commute trips and draw customers to downtown businesses.  Evaluate on-street pricing in high-occupancy areas  Explore expanding access capacity with new parking supply and/or transit. o Identify possible new garage sites. o Explore shuttle/circulator connections.  Develop cost forecasts for preferred parking supply and shuttle options. 4 Page 3 of 26  Explore and develop funding options.  Explore the implementation of on-street pricing. o Develop a marketing/communications and new system roll out plan. o Begin on-street paid parking if feasible and appropriate  Consider consolidating current users of Black lot into the garage and consider selling property to fund future supply Next Steps The Parking Commission has received extensive public feedback on the current state of parking in Bozeman. It is up to the Parking Commission to lay out a work plan for staff to pursue. Prior to the meeting, Commissioners will receive a survey to prioritize completion of the remaining strategies. Staff will share the results of the survey at the April meeting. The survey results will guide the conversation to set a work plan for the upcoming year. 5 Page 4 of 26 APPENDIX I RESIDENTIAL PARKING PERMIT DISTRICT (RPPD) Parking Management Recommendations April 2021 6 Page 5 of 26 Prepared By: 7 Page 6 of 26 BACKGROUND In January and early February of 2021, the City of Bozeman Economic Development Department hosted a series of community engagement meetings to build trust between the City and residents, increase utilization of the Residential Parking Permit Districts (RPPD), and surface any challenges the stakeholders are experiencing. The engagement session was undertaken at the direction of both the Bozeman City Commission and the Parking Commission. Purpose and Approach Parking management is a complex, and sometimes emotional, area of focus that must address numerous interests and perspectives. The purpose of the engagement process was to inform all stakeholders as to intent and desired outcomes of parking management in residential neighborhoods, provide a space beyond the public meeting format for the community to engage with staff, Parking Commissioners, and neighbors to learn and problem solve about RPPD issues. To accomplish this, two meetings for residents of the RPPDs were held. The first meeting established a common understanding of Values and Guiding Principles that define the desired outcome of parking management in residential neighborhoods. This established the framework for discussion in 30-minute small breakout sessions to compile community feedback, which was reported back to the entire group. Information from this feedback shaped the key findings, and corresponding recommended solutions that were presented at the second meeting. Meetings were held:  January 28, 2021 -Values and Guiding Principles  March 3, 2021 – Recommended Solutions This report summarizes information presented at these meetings with residential stakeholders. It also outlines the key challenges and concerns expressed by participants regarding the existing RPPD program format. Additionally, it documents solutions recommended by the consultant team to address concerns that were expressed and to serve as an action plan for staff and the community to move forward. 8 Page 7 of 26 Parking Handbook At the outset of the engagement process, the Bozeman Parking Handbook was created to serve as a guide to document and communicate the community foundation, intention and desired outcomes of parking policies. The Handbook will help facilitate decisions for future parking management policies that will help achieve the desired values for the community. VALUES AND GUIDING PRINCIPLES Parking management entails far more than simply providing access to a parking stall. It is a comprehensive system that integrates alternative modes of transportation (e.g., transit, biking, walking, ride-share) to maximize opportunities for people to efficiently access different locations across the city. How this system is implemented, and where investments are made, depends on a city’s set of Values for managing growth and Guiding Principles that clearly state desired outcomes for managing parking and transportation access, in residential neighborhoods and commercial areas. The intent for both Values and Guiding Principles is to establish a basis for consensus and provide the City an evaluative filter for decision-making; ensuring that recommended actions and implementation of City plans are shaped by adopted policy and best practices. City Values and Guiding Principles for parking management were presented and discussed with stakeholders at the first RPPD public engagement session on January 28, 2021. These are listed below. Values The following values prioritize outcomes for future city development in alignment with the City Commission Strategic Plan adopted in 2018. A more detailed explanation of these values and specific alignment with the Strategic Plan is provided in the Parking Handbook. ENVIRONMENT  Address City Climate Goals – Provide diverse transportation options (e.g., walk, bike, bus, remote work, rideshare) to reduce climate impacts.  Prevent Sprawl - Use land more efficiently to reduce over-building roads, infrastructure, and parking surfaces.  Build a Healthy Environment – Encourage walkable development patterns. 9 Page 8 of 26 COMMUNITY  Accessible Neighborhoods – Residents should be able to park on their street and have guests easily visit.  Strong Local Businesses - Businesses should have parking accessible to customers in order to thrive. CIVIC RESPONSIBILITY  Public Fiscal Responsibility – Cover the costs of programs and services with appropriate fees.  Community Engagement – The city will employ transparent, upfront, clear communication to gather input from the public to help shape policy.  Equity – Public policy should strive to eliminate negative impacts on those least able to bear costs. Guiding Principles Parking management is intended to maximize public investments in infrastructure that align with the established values. The following Guiding Principles for managing the public supply of parking are reflective of priorities established in the Downtown Strategic Parking Management Plan that was adopted in 2016. A more detailed explanation of these Guiding Principles is also provided in the Parking Handbook. 1) Neighborhoods – The City will ensure adequate parking for residents and guests in neighborhoods 2) Downtown – The City will ensure adequate parking for customers and visitors downtown 3) Role of Private Sector – The private sector (developers and employers) is primarily responsible for providing employee parking. 4) Decision-Making – Objective and publicly available data and performance measures will determine when new types of management or construction of additional supply is needed. 5) Efficiency - Unlock existing parking supply and promote use of alternative modes of transportation. Create capacity through strategic management of existing supply (public and private), reasonable enforcement, and integrating parking with alternative modes. The efficient use of parking is encouraged by “unlocking” supply. The amount of available supply is determined by two 10 Page 9 of 26 factors 1) measuring performance of the existing parking supply through objective data collection, and 2) evaluating demand against an occupancy standard determined by neighborhoods and the Parking Commission that reflects the character of the neighborhood. This allows some areas to maximize the use of parking areas, while others will retain more vacancies. On-street parking is a finite supply. By maximizing the use of the supply, it reduces the need to build more stalls within the overall system. RPPD STAKEHOLDER CHALLENGES AND DESIRED OUTCOMES Information derived from the January 28, 2021 breakout sessions was consolidated into several key themes that were consistently expressed by stakeholder participants. The City believes that this community input reflects important issues for consideration in managing the RPPD. Below, these themes are summarized. Each theme is accompanied with a brief descriptive narrative to better clarify each challenge. These challenges and desired outcomes shape the recommended solutions outlined later in the Section - RPPD Recommended Solutions. The following key findings and recommended solutions were presented at the March 3, 2021 RPPD neighborhood stakeholder meeting. Solutions were crafted to address specific concerns and challenges derived from the community feedback gathered during the meeting on January 28, 2021. These priorities reflect important issues for consideration in managing the RPPD. There were several consistent themes heard from neighbors as to currently perceived challenges inherent to the existing RPPD program format. These challenges and desired outcomes shape the recommended solutions outlined later in the Section - RPPD Recommended Solutions. Visitor Pass Process is Challenging – Simplify and streamline the process to access visitor passes. 11 Page 10 of 26 Transparent Fees – Current permit fees include the cost of citation labor without the benefit of citation revenue. This may create higher annual permit costs. Consistent Enforcement – Not clear when enforcement patrols the neighborhood and how recurrent issues are addressed. MSU Factor – Fraternity/sorority houses may foster long-term parking on street and game day parking can be an issue. “Efficiency” Guiding Principle: Residents of the MSU RPPD expressed concern around and resistance to unlocking existing supply. Residents of the BHS RPPD shared anecdotes of underutilized supply. There is significant variation within both RPPDs of areas with availability of and lack of parking supply. Safety – Include Safety as a Value/Guiding Principle in considering parking management solutions with the following recommended language: Parking Systems will be Safe - The on- and off-street public parking systems and related programs will be managed to be safe, reliable, user-friendly, and attractive. They will complement the quality of the areas/districts they serve for visitors, residents and employees. Safety involves effective coordination of enforcement, lighting, secure linkages between destinations and quality infrastructure (on-street, in lots, garages and alternative modes). RPPD POTENTIAL CONFLICTS WITH CURRENT CITY VA LUES AND PARKING MANAGEME NT PRINCIPLES The existing format of the MSU and BHS RPPD's creates conflicts with city Values and Guiding Principles (as summarized above). The City recognizes that the two existing RPPD's were established before adoption of the 2016 Downtown Strategic Parking Plan and the 2018 City Commission Strategic Plan. To this end, the City wants to address the community concerns stated above in the existing RPPD's and 12 Page 11 of 26 ensure that moving forward, future RPPD's are managed more in accordance with current City policy. Areas where the current RPPD format conflict with current values and principles are summarized below. These conflicts were presented to participants in both the January and March 2021 public engagement meetings. Further clarification of these issues is below. Exclusive use of public right of way - The current RPPD program format only allows residents, home offices, and guests to park on the public right-of-way. This prohibits non-residents from parking within the RPPD boundaries. This is a format that does not conform to industry best practices for use of the public right-of-way within a residential permit district. Best practice protocol would be to (a) prioritize use of residential right-of-way for residents and their guests, then (b) manage that priority through use of residential tenant/guest permits and time limited parking (e.g., 2 Hours). Time limited parking would serve to discourage overspill of employees from adjacent commercial areas but allow resident and non-resident visitors access to unused supply (simplifying resident guest pass need to only long- term stays). Equitable use of a public asset – The current RPPD format essentially treats the public right-of-way as a private street, which is not the case within any other residential neighborhoods or managed parking area in Bozeman (or most cities nationally). City codes can identify priority users within a public-right-of way (e.g., transit lanes and stops, bike facilities, short versus long-term parking, etc.) but should not prevent use of any underused supply to the general public. Priority parking within public assets should be managed rather than reserved. Maximizing public supply - A key goal of the strategic parking plan is to efficiently manage the public parking supply. The exclusive use provision of the existing RPPD conflicts with this goal. Like a reserved parking stall within a parking garage, which sits unused if the reserved permit holder is not parking, it creates significant inefficiencies in the supply, encourages overbuilding parking and auto use1, and denies access to other users. 1 Exclusive use encourages driving given that as the stall is "reserved" there is no need to consider other modes of access. 13 Page 12 of 26 Financial viability – The city's goals and principles for parking call for systems that are financially self-supporting. Exclusive use provisions within parking systems reduce the ability to provide (and sell) parking based on best practices for managing demand. As with maximizing the public supply, financial viability goals result in increased revenue, better integration with alternative modes, and an overall reduction in the amount of parking built over time. Also, in situations of exclusive use (as in the example of reserved parking in a private garage) costs are usually higher to the user as they are expected to pay a premium for the benefit of exclusivity. This is not the case within the current RPPD format, nor the desired outcome expressed by the community. RPPD RECOMMENDED SOLUTIONS The following solutions were presented at the March 3, 2021 RPPD neighborhood stakeholder meeting. Solutions were crafted to address specific concerns and challenges derived from the community feedback gathered during the meeting on January 28, 2021. Solutions are provided in an Immediate/Short-term (6 – 12 months) and Mid-term format (12 – 24 months) implementation format. Those charged with leading these efforts is provided under the column "determination to proceed." Immediate/Short- term solutions address actions that require minimal (if any) funding, presenting quick and timely solutions to some commonly expressed community concerns. Mid- term solutions will require additional time and funding and address concerns that will result in better efforts at longer term community discussion, planning and decision-making. Immediate/Short-Term: 6-12 months Topic Description Determination to Proceed Recognize the Value of Safety Update Parking Handbook with a new Guiding Principle pertaining to safety with language provided in RPPD Stakeholder Challenges above. Report back to community on process and completion. Staff Visitor Pass Create a neighborhood focus group to design an improved online visitor pass system. Evaluate options that include both on-line and other format solutions. Examine and document current flaws, evaluate capacity for changes in administrative workflow and costs to potential options. Staff 14 Page 13 of 26 Consistency in Enforcement Improve communication from city on enforcement schedule, and responsibilities. Staff Permit Fee Transparency Remove consideration of both citation labor cost and revenue from permit fee amount. Only charge a fee amount for the direct administration cost of managing and monitoring permit system. All future parking citation labor and revenues will be accounted for in a separate cost center independent of parking management operations. Parking Commission New Residential Parking Districts The existing RPPD program should not be expanded as it conflicts with city values/guiding principles. If new residential parking management districts are desired, they should be implemented under the Parking Benefit Zone (PBZ) code. Residents/Parking Commission Medium-Term: 12 - 24 months Topic Description Determination to Proceed Neighborhood support and funding Members of the Inter-neighborhood Council (INC), University Neighborhood Association, Cooper Park Neighborhood Association, and Midtown Neighborhood Association should present the request for additional commitment of staff time and resources to a specific area in the city with exclusive use of a public asset. Secure commitment from neighborhood leadership that additional cost of data collection will be applied to permit fee cost. Parking Commission and Neighborhood leadership Collaborate with MSU Work with MSU Parking Services, INC Leadership, sororities and fraternities to develop collaborative and realistic solutions to parking issues in the RPPDs. Staff Collect Data Develop success metrics and collaboratively collect data within the RPPD and with MSU Staff Implement Holistic Management Solutions with MSU City staff develops solutions based on data that achieves desired outcomes. With data evaluate potential benefits of strategies that might include varied/graduated permit fees for multiple-permit dwellings, game day/event management, and abandoned vehicles. Implementation approved by Parking Commission. Parking Commission SUMMARY Community stakeholders from existing RPPD neighborhoods provided valuable insights into challenges that they view within the current RPPD format. There was an overall general support for both the City's Values and its Guiding Principles for 15 Page 14 of 26 parking management. There was also strong support for the current operating format of RPPD's (i.e., exclusive use) and equally strong opinions regarding the need for transparency in the program, keeping costs affordable and using data to address on-going management and decision-making. Equally important was the City's continued support of its values and the City's goals related to the equitable use of public assets, maximizing use of its public supply, and financial viability. The solutions offered here provide a means to both improve the existing RPPD format (recognizing the unique factors that led to their establishment before adoption of the 2016 Downtown Parking Strategic Plan and the 2018 City Commission Strategic Plan) and assure that new residential permit districts will follow the Parking Benefit Zone format for residential permit districts recently adopted into the City Code. On-going communications between the City and stakeholders, and a commitment to data, will facilitate transparency and sound decision-making. 16 Page 15 of 26 APPENDIX II DOWNTOWN/PARKING BENEFIT DISTRICT (PBZ) Parking Management Recommendations April 2021 17 Page 16 of 26 Prepared By: 18 Page 17 of 26 BACKGROUND In January and early February of 2021, the City of Bozeman Economic Development Department hosted a series of community engagement meetings to build trust between the city and residents, and to solicit input from stakeholders on the remaining strategies of the 2016 Downtown Strategic Parking Management Plan and recently approved Parking Benefit Zone (PBZ), which is adjacent to downtown. Also, staff hoped to surface any additional parking management challenges the stakeholders are experiencing. The engagement sessions were was undertaken at the direction of both the Bozeman City Commission and the Parking Commission. Purpose and Approach Parking management is a complex, and sometimes emotional, area of focus that must address numerous interests and perspectives. The purpose of the engagement process was to inform all stakeholders as to intent and desired outcomes of parking management, while ensuring that the strategies used to reach those outcomes are informed by best practices and community input. To accomplish this, two meetings for the Downtown/PBZ were held. The first meeting established a common understanding of Values and Guiding Principles that define the desired outcome of parking management. This objective information established the framework for discussion in 30-minute small breakout sessions to compile community feedback, which was reported back to the entire group. This information shaped the key findings, and corresponding recommended solutions, that were presented at the second meeting for each focus area. Meetings specific to the Downtown and PBZ discussions were conducted on the following dates. Because similar themes and challenges were raised in the first two meetings it was decided that one Recommended Solutions meeting pertaining to both programs would be most efficient and informative.  January 28, 2021 -Values and Guiding Principles (PBZ)  February 3, 2021 -Values and Guiding Principles (Downtown)  March 8, 2021 – Recommended Solutions (Combined Downtown and PBZ) This document summarizes information presented at these meetings with stakeholders as well as the key challenges and concerns expressed by participants regarding the existing Downtown and PBZ program format. Additionally, it documents the recommended solutions from the consultant team to address 19 Page 18 of 26 expressed concerns and serves as an action plan for staff and the community to move forward. Parking Handbook At the outset of the engagement process, the Bozeman Parking Handbook was created to serve as a guide to document and communicate the community foundation, intention and desired outcomes of parking policies. The Handbook will help facilitate decisions for future parking management policies that will help achieve the desired values for the community. VALUES AND GUIDING PRINCIPLES Parking management entails far more than simply providing access to a parking stall. It is a comprehensive system that integrates alternative modes of transportation (e.g. transit, biking, walking, ride-share) to maximize opportunities for people to efficiently access different locations across the city. How this system is implemented, and where investments are made, depends on a city’s set of Values for managing growth and Guiding Principles that clearly state desired outcomes for managing parking and transportation access; in residential neighborhoods and in commercial areas. The intent for both Values and Guiding Principles is to establish a basis for consensus and provide the city an evaluative filter for decision-making; ensuring that recommended actions and implementation of city plans are shaped by adopted policy and best practices. City Values and Guiding Principles for parking management were presented and discussed with stakeholders at the first public engagement sessions on January 28 and February 3, 2021. These are listed below. Values The following values prioritize outcomes for future city development in alignment with the city Commission Strategic Plan adopted in 2018. A more detailed explanation of these values and specific alignment with the Strategic Plan is provided in the Parking Handbook. ENVIRONMENT  Address City Climate Goals – Provide diverse transportation options (e.g. walk, bike, bus, remote work, rideshare) to reduce climate impacts. 20 Page 19 of 26  Prevent Sprawl - Use land more efficiently to reduce over-building roads, infrastructure, and parking surfaces.  Build a Healthy Environment – Encourage walkable development patterns. COMMUNITY  Accessible Neighborhoods – Residents should be able to park on their street and have guests easily visit.  Strong Local Businesses - Businesses should have parking accessible to customers in order to thrive. CIVIC RESPONSIBILITY  Public Fiscal Responsibility – Cover the costs of programs and services with appropriate fees.  Community Engagement – The city will employ transparent, upfront, clear communication to gather input from the public to help shape policy.  Equity – Public policy should strive to eliminate negative impacts on those least able to bear costs. Guiding Principles Parking management is intended to maximize public investments in infrastructure that align with the established values. The following Guiding Principles for managing the public supply of parking are reflective of priorities established in the Downtown Strategic Parking Management Plan that was adopted in 2016. A more detailed explanation of these Guiding Principles is also provided in the Parking Handbook. 1) Neighborhoods – The city will ensure adequate parking for residents and guests in neighborhoods 2) Downtown – The city will ensure adequate parking for customers and visitors downtown 3) Role of Private Sector – The private sector (developers and employers) is primarily responsible for providing employee parking. 4) Decision-Making – Objective and publicly available data and performance measures will determine when new types of management or construction of additional supply is needed. 5) Efficiency - Unlock existing parking supply and promote use of alternative modes of transportation. Create capacity through strategic management of 21 Page 20 of 26 existing supply (public and private), reasonable enforcement, and integrating parking with alternative modes. The amount of available supply is determined by two factors 1) measuring performance of the existing parking supply through objective data collection, and 2) evaluating demand against an occupancy standard determined by neighborhoods and the Parking Commission that reflects the character of the neighborhood. This allows some areas to maximize the use of parking areas, while others will retain more vacancies. On-street parking is a finite supply. By maximizing the use of the supply, it reduces the need to build more stalls within the overall system. Information derived from the January 28 and February 3, 2021 breakout sessions was consolidated into several key themes that were consistently expressed by stakeholder participants. The city believes that this community input reflects important issues for consideration in managing the Downtown and PBZ districts. The following key findings and recommended solutions were presented at the March 8, 2021 Downtown/PBZ stakeholder meeting. Solutions were crafted to address specific concerns and challenges derived from the community feedback gathered during the initial meetings on January 28 and February 3, 2021. There were several consistent themes heard from stakeholders as to currently perceived challenges inherent to the existing format. These challenges and desired outcomes shape the recommended solutions outlined later in the Section – DOWNTOWN/PBZ RECOMMENDED SOLUTIONS. Invest in Values – The city should invest in alternative transportation modes, but there is skepticism that this value is not evident in practice. Stakeholders were supportive of the beneficial relationship between parking management and alternative modes and are uncomfortable moving forward with some solutions (e.g., paid on-street parking) without more commitment to planning and budgeting for transit, biking, ridesharing, and other alternative modes. Data – Concern that implementation of the 2016 Downtown Strategic Parking Management Plan by staff and Parking Commission is not based on clear, objective and up-to-date data. Stakeholders see the benefit to transparency that routine 22 Page 21 of 26 monitoring of best practice performance metrics can bring to discussing (with the community) and implementing key recommendations within the 2016 Plan. Prioritize Residential Parking – There was support for, and skepticism of, the Parking Benefit Zone (PBZ) concept as a potential solution for managing parking in residential areas within the new PBZ boundary. For stakeholders, the city must demonstrate commitment to manage to the priority (residential parking) and mitigate potential spillover issues from downtown employees in the B-3 zone. The city must demonstrate that the PBZ program intent is not a tool to allow new development to avoid parking code requirements at the expense of neighborhood livability and congestion. Data and on-going collaboration between the Parking Commission and affected neighborhoods will be important elements for addressing these concerns. Prioritize On-Street Customer Parking – Stakeholders support the Guiding Principle that prioritizes on-street parking in the downtown for customer access, underscoring the importance of customer traffic to business (and downtown) vitality. There is concern regarding how the city defines "adequate parking" as well as the process for implementing changes or for the possible transition to paid parking. Data, transparency, and outreach/education need to be a part of the solution for managing the on-street system. Manage Employee Parking – Concern was expressed about use of the on-street system by employees, which conflicts with customer need. Concern was also expressed that employees need reasonable options, in the public supply, the private supply and for alternative modes (e.g., transit, bike, walk, shared parking agreements, monthly permit parking in the garage). Addressing and balancing this concern needs to be strategic; through an exploration of shared use options, education and data. DOWNTOWN/PBZ POTENTIAL CONFLICTS WITH CURRE NT CITY VALUES AND PARKING MANAGEMENT PRINCIPLE S The city wants to address the community concerns stated above and ensure that moving forward, the downtown and PBZ's are managed and aligned with current 23 Page 22 of 26 city policy. Key city policies that may challenge concerns expressed by stakeholders include paid parking, new supply, and spillover of downtown demand into neighborhoods These potential conflicts were presented to participants in the February and March 2021 public engagement meetings. It is the intent of the solutions section proposed below that concerns can be addressed effectively, and City policy can remain consistent and forward moving. Specific City values and principles are clarified further below. Manage On-Street Supply (Curb Space) More Efficiently The city's goal is to maximize use of curb space in a manner that preserves on street parking for customers and visitors, provides other options for employees, and mitigates spillover into neighborhoods. The primary desired outcome is to maximize the cost effectiveness of city investment is in the parking supply. Elements that would drive this goal include better data, outreach and education, and coordinated use of PBZ's to manage downtown spillover into neighborhoods and "unlock" underutilized existing supply as appropriate. Similarly, strategies that could transition more parking areas to paid parking are key elements in the city's parking toolbox; that need to be evaluated and implemented strategically, equitably, and transparently. Manage Off-Street Public Supply More Efficiently Building new supply is very expensive and the use of public dollars for parking needs to be leveraged within the context of long-term priorities for use of the public supply to serve visitors. Similarly, there will need to be greater reliance and investment in non-auto mode options for users. Parking cannot be the only access solution for Bozeman. To this end, the City will manage its existing off-street supply (i.e., the Bridger Parking Garage and public lots) to their highest and best use and in a manner that is flexible to how demand for parking changes over time (hourly, daily, and seasonally). Ultimately, new public supply will be influenced by growing visitor parking demand. 24 Page 23 of 26 DOWNTOWN/PBZ RECOMMENDED SOLUTIONS The following solutions were presented at the March 8, 2021 RPPD neighborhood stakeholder meeting. Solutions were crafted to address specific concerns and challenges derived from the community feedback gathered during the meeting on January 28 and February 3, 2021. Solutions are provided in an Immediate/Short-term (6 – 12 months) and Mid-term format (12 – 24 months) implementation format. Those charged with leading these efforts is provided under the column "determination to proceed." Immediate/Short- term solutions address actions that require minimal to moderate funding, presenting quick and timely solutions to some commonly expressed community concerns. Mid-term solutions will require additional time and higher levels of funding and longer-term community discussion, planning and decision-making. 25 Page 24 of 26 Immediate/Short-Term: 6-12 months Topic Description Determination to Proceed Demonstrate an Investment in Values: Integrate parking management into broader transportation planning to improve access via all modes to downtown. Communicate existing investment in alternative modes (transit, bike/ped projects in CIP, major road projects) City Management, Public Works, Finance and Economic Development Staff Demonstrate commitment to the City’s values of alternative modes and sustainability by budgeting for alternative modes of transportation. City Management, Public Works, Finance, Economic Development Staff – Parking Commission and City Commission Collect Data Commit to key performance metrics and a collection methodology. Commit to scheduled routine collection that is transparent with the public. Refresh and compare collected data with baseline to ground and inform decisions. Parking Services and Strategic Services, specifically GIS Manage Employee Parking Identify Employee Parking Opportunities – Clearly identify employee access opportunities that include parking and alternative modes. Recognize that they need to drive due to affordable housing issues that won’t let them live nearby and walk or bike (parking equity). Parking Services and Downtown Bozeman Partnership Communication/Education – Through a partnership with the downtown association and business champions, educate business owners and employees regarding the importance of customer parking and provide alternative parking options through shared use of private lots and garage permits. Parking Services and Downtown Bozeman Partnership 26 Page 25 of 26 Medium-Term: 12 months – 3 years Topic Description Determination to Proceed Prioritize On-Street Parking for Visitors and Customers When all the following conditions exist, then paid on-street parking will be considered: • Employer and employee education and outreach is not sufficient to open up on-street parking for visitors and customers • Occupancy data determines that parking demand is in excess of an established threshold (e.g., over 85% of the parking supply is occupied for extended periods) • Parking data determines that turnover is frequent enough to accommodate for the cost of implementing a paid on-street parking system Parking Commission Protect Residential Parking in Neighborhoods If residents support it, and supply occupancy data warrants it, the Parking Commission may propose the creation of a PBZ. If created, determine a minimum block area to protect resident access to on-street parking Neighborhood Residents and Parking Commission Maximize Use of Public off-street supply (Bridger Garage and City Lots) Continue to manage demand to the highest and best use of existing off-street public parking supply based on data. Parking Services Communicate and educate the public to: • Create an objective understanding on current garage/lot utilization • Maximize the utilization of the City's off-street supply 24/7 • Convey that the ultimate long-term intent for use of the City's off-street supply is to prioritize and ensure customer & visitor parking (i.e., "the full sign never goes up.") Parking Services Explore Funding Options for Future Visitor Supply Determine Need - Based on data, determine the need to build or invest in new visitor parking supply. Parking Services Determine Funding - If determined necessary, a new 330 stall garage would cost approximately $15 - $18M. Define a strategic package of funding options (e.g., TIF, land donation, facility operating revenues, paid on-street fees, Special Improvement District). Other options for expanding supply include adding an additional deck to the existing parking structure ($4 -$6M) Parking Commission and City Commission 27 Page 26 of 26 SUMMARY Community stakeholders provided valuable insights into the challenges they see for managing parking in the downtown and in potential residential permit programs within the new Parking Benefit Zone (PBZ) boundary. There was support for both the city's Values and its Guiding Principles for parking management. Vital neighborhoods and a thriving downtown are common visions shared by all participants. The most significant underlying concern seems to be transparency in decision making and trust between the public, Parking Commission and staff. Solutions offered by the consultant are directly tied to addressing this concern, through commitment to providing access to downtown via multiple modes, collaboration with downtown stakeholders, and clear measures (both parking and other modes) which includes outreach, collaboration and education, and clear measures of system performance to inform the implementation of strategies. Equally important was the city's continued support of the values and goals contained in the 2016 Downtown Strategic Parking Management Plan related to its role in parking, priority users in the public supply, maximizing existing parking supply, and data collection. The solutions offered here provide a means to both improve parking downtown and in adjacent neighborhoods. They also directly address concerns expressed by stakeholders; providing a sequence of actions that safeguard businesses, residents and users' access to information and options to get to, and use, downtown. As with any plan, on-going communications and collaboration between the city and stakeholders, and a commitment to data, will facilitate transparency and sound decision-making. Parking is, and will likely continue to be, an emotional and controversial issue – in Bozeman and in other cities around the country. In parking, it has been found that the inevitable outcome of growth is change. Recognizing this reality and commitment to a plan that strategically anticipates change, with objective information (data) and realistic and equitable solutions, is the key to whether a city falls behind or leverages change to the advantage of business vitality and neighborhood livability. 28 Resolution 2021-03 Subcommittee Creation Page 1 of 2 BOZEMAN PARKING COMMISSION RESOLUTION 2021-03 A RESOLUTION OF THE PARKING COMMISSION OF THE CITY OF BOZEMAN, MONTANA, TO ALLOW SUBCOMMITTEES TO CONVENE TO ADVANCE THE WORK OF THE BOZEMAN PARKING COMMISSION AS OUTLINED IN THE 2021 WORK PLAN. WHEREAS, the City of Bozeman has granted the Parking Commission authority manage parking in the City of Bozeman (MCA7-14-4634); and, WHEREAS, the Parking Commission and other citizen advisory boards can convene subcommittees to advance their work between full advisory board meetings; and, WHEREAS, in Article II, Section 9 of the Montana Constitution, citizens of the State and any other interested parties have a constitutional protection to the right to know what their government is doing: and, WHEREAS, the City of Bozeman has standardized notice requirements for all public meetings; and, WHEREAS, City staff and citizens both benefit from the active participation in meetings of the general public; and, NOW THEREFORE, BE ITRESOLVED that the Bozeman Parking Commission authorizes the creation of no more than two subcommittees to advance the work as outlined in the 2021 Work Plan. The subcommittees can focus on issues under the Policy bucket (paid on-street parking, UDC Code Minimums, employee permits)or the Capacity bucket (Multimodal options, capacity) identified by the Parking Commission and endorsed by the City Commission. The Parking Commission Chair will appoint no more than three members to each subcommittee so as not to constitute a quorum of the Parking Commission. Membership of the subcommittees will be posted to the City Website. The meetings will be conducted via the WebEx teleconferencing software with an agenda post under the city’s public noticing requirements. The subcommittees will expire no later than November 30, 2021. Passed and adopted by the Parking Commission of the City of Bozeman, Montana, at a session held on the 13th day of May 2021. ______________________________________ 29 Resolution 2021-03 Subcommittee Creation Page 2 of 2 Jim Ness, Chair Bozeman Parking Commission ATTEST: ___________________________ Mike Veselik, Interim Parking Manager City of Bozeman 30