HomeMy WebLinkAbout11-18-21 Agenda and Packet MaterialsA.Call meeting to order - 7:30 AM
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B.Disclosures
C.Changes to the Agenda
D.Approval of Minutes
D.1 October 2021 Parking Commission Meeting Minutes(Veselik)
E.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.
F.FYI/Discussion
F.1 Discussion of 2021 Strategic Plan for Parking Management (Veselik)
F.2 Parking Program Report November(Veselik)
G.Adjournment
THE PARKING COMMISSION OF BOZEMAN, MONTANA
PC AGENDA
Thursday, November 18, 2021
For more information please contact Mike Veselik, mveselik@bozeman.net.
This board generally meets the second Thursday of the month from 07:30 am to 10:00 am.
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:October 2021 Parking Commission Meeting Minutes
MEETING DATE:November 18, 2021
AGENDA ITEM TYPE:Minutes
RECOMMENDATION:Approve
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:Approval of minutes from the October 2021 Parking Commission
UNRESOLVED ISSUES:No Unresolved Issues
ALTERNATIVES:No Alternatives
FISCAL EFFECTS:No Fiscal Effects
Attachments:
BPC MINUTES 10142021.docx
Report compiled on: November 15, 2021
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Bozeman City Commission Meeting Minutes, [DATE]
Page 1 of 5
THE BOZEMAN PARKING COMMISSION MEETING OF BOZEMAN, MONTANA
MINUTES
[10/14/2021]
A)00:00:15 Call meeting to order -7:30 AM
Present:Kelly Pohl, Mark Egge, Deejay Newell, Paul Neubauer
B)00:00:35 Disclosures
None
C)00:00:46 Changes to the Agenda
None
D)Approval of Minutes
D.1 00:00:58 Approval of July Minutes
BPC MINUTES 07082021.docx
00:01:32 Motion Approve
Paul Neubauer: Motion
Deejay Newell: 2nd
00:01:37 Vote on the Motion to amend Approve. The Motion carried 4 -0
Approve:
Kelly Pohl
Mark Egge
Deejay Newell
Paul Neubauer
Disapprove:
None
D.2 00:01:41 Approval of August Minutes
BPC MINUTES 08122021.docx
00:02:00 Motion Approve
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Bozeman City Commission Meeting Minutes, [DATE]
Page 2 of 5
Kelly Pohl: Motion
Deejay Newell: 2nd
00:02:12 Vote on the Motion to amend Approve. The Motion carried 3 - 0
Approve:
Kelly Pohl
Mark Egge
Deejay Newell
Disapprove:
None
E)00:02:17 Public Comment
Kathy Powell, 1215 S 3rd Ave; Commented on her concern about the parking minimums in the B3
district. She commented on research and check lists other cities have used, particularly in Buffalo, New
York.
Linda Semones, 404 S Church; Stated her concern about the parking minimums in the downtown
district. She commented on having a check list for future developments and how parking is involved and
affected.
F)00:11:09 Special Presentation
Christina Jones and Andrew Vidor, both of Walker Consultants, gave a presentation on the 2021
Downtown Occupancy Study.
Mayor Andrus asked about the timing of the data collected and if the outcome of the solutions would be
different depending on the time the data is collected.
Mr. Veselik pointed out that managing the system at the peak occupancy is most effective.
Commissioner Egge asked about the parking spaces that where studied and the area that the data was
collected. He questioned the public verses private spaces available throughout the B3 district.
Commissioner Neubauer commented on the 85% occupancy and questioned the movement of vehicles.
Christina Jones explained the data collected and the time stamps they used.
Commissioner Neubauer questioned the manager report garage occupancy data collected and asked
about the accuracy of the occupancy sign on the outside of the garage.
Commissioner Pohl asked about the reported data collected monthly verses the data from the current
study collected.
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Bozeman City Commission Meeting Minutes, [DATE]
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Mr. Veselik pointed out that there are flaws in the current data collecting system. A more accurate
collecting systems is required in order to use the data for decision making.
Commissioner Pohl asked for an explanation of the 85% rule.
Christina Jones explained that 85% is the optimum parking occupancy for best management.
Commissioner Newall asked about other cities that have been studied and how they run there
permitted parking programs.
Christina Jones from Walker Consultants explained the data in the parking study and what information
has been collected. She explained the 85% occupancy theory and how it impacts parking. She explained
occupancy, turnover and movement. She pointed out curb management and the cost of parking supply.
Mr. Veselik commented on the study and the data collected.
F.1 Downtown Bozeman Parking Study 2021
2021 Downtown Bozeman Parking Study.pdf
G)00:57:57 Action Items
Public Comment:
Cory Lawrence, 24 W Mendenhall; Commented on his discouragement and concern for the parking
supply.
Commissioner Neubauer pointed out that this action item directly contributes to the effort of providing
parking in downtown Bozeman. He pointed out that Mr. Lawrence's comment about the supply issue
should be considered and that it takes money and funding to develop parking
Chair Egge pointed out that the management of parking has different variables that have to be
considered.
Mayor Andrus questioned parking capacity and how it is reviewed. She asked about the survey and data
collected. She commented about the capacity and shared use agreements.
Chair Egge asked about the next steps to take for shared use agreements for parking.
Mr. Veselik pointed out that the funding for future parking programs must be considered.
Commissioner Pohl pointed out that park and ride programs may be available for outside funding
assistance.
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Bozeman City Commission Meeting Minutes, [DATE]
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Commissioner Neubauer commented on the private lots that are consistently full and questioned the
conversations of shared use with the owners of business and private lots throughout the B3 districts.
Commissioner Newall pointed out that the conversations that have taken place were mostly about
gathering information for the interest of shared use parking lots.
Mr. Veselik introduced the work the Capacity Subcommittee has done.
Commissioner Pohl reviewed the subcommittees work and thanked Jim Ness and commissioner Newall
for the work they put into the issues being addressedby the Capacity Subcommittee. She explained the
subcommittees work and research that was reviewed.
Mr. Veselik pointed out that the subcommittees were designed as a frame work for the Transportation
Board.
G.1 Resolution 2021-06 A RESOLUTION OF THE PARKING COMMISSION OF THE CITY OF
BOZEMAN, MONTANA, SUPPORTING ADDITIONAL CAPACITY FOR TRANSPORTATION IN
DOWNTOWN BOZEMAN
Resolution 2021-06 Capacity Subcommittee Resolution for Bike Parking Public Transit and
Shared Use v2.pdf
01:44:32 Motion G) Action Items
Paul Neubauer: Motion
Mark Egge: 2nd
01:44:37 Vote on the Motion to amend G) Action Items. The Motion carried 4 - 0
Approve:
Kelly Pohl
Mark Egge
Deejay Newell
Paul Neubauer
Disapprove:
None
H)FYI/Discussion
H.1 01:44:43 Parking Manager's Report
Chair Egge suggested moving November’s meeting to November 18, 2021.
Commissioner Pohl asked about the recognition of the data collected and its margin of error. She also
talked about monitoring the data collected and how it will influence decisions going forward.
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Bozeman City Commission Meeting Minutes, [DATE]
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Mr. Veselik pointed out the City of Bozeman Parking Page has changed to reflect parking occupancy. He
explained the web page. He pointed out the continued effort to collect data.
He commented on the agreement with Passport.
He pointed out that we have a full Parking Department staff and are working at filling the new positions
for the Transportation Board.
Monthly Passport Revenue Report.xlsx
October 2021 Parking Expenditure.xlsx
October 2021 Parking Manager Report.docx
Rolling Garage Occupancy Data September 2021.xlsx
I)02:04:44 Adjournment
For more information please contact Mike Veselik, mveselik@bozeman.net. This board generally meets
the second Thursday of the month from 07:30 am to 10:00 am.
7
Memorandum
REPORT TO:Parking Commission
FROM:Vesel
SUBJECT:Discussion of 2021 Strategic Plan for Parking Management
MEETING DATE:November 18, 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:Parking Commission to discuss work done on the Strategic Plan developed in
April 2021. Parking Commission to recommend goals to include in
Transportation Board work plan.
UNRESOLVED ISSUES:No unresolved issues
ALTERNATIVES:No Alternatives
FISCAL EFFECTS:No Fiscal Effects
Attachments:
Downtown Strategic Parking Management Plan Update
Memo November 2021.doc
Report compiled on: November 15, 2021
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MEMORANDUM
Date: November 15, 2021
To:Bozeman Parking Commission
From: Mike Veselik, Economic Development Program Manager
Re: Update on Parking Commission Strategic Plan
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.
Due to the COVID-19 pandemic and Parking Commission and Staff turnover,
momentum to complete the remaining tasks stalled out in 2020 and early 2021.
After a robust community engagement effort (see Appendix I and II for more
information), the Parking Commission reestablished a short- to medium-term work
plan for parking staff and the Parking Commission.
The Parking Commission convened two subcommittees to meet over the summer to
advance the Commission’s work toward their strategic goals. Both subcommittees
produced resolutions recommending the direction for the newly formed
Transportation Board and the City Commission. The Parking Commission approved
the resolutions
Parking Commission Strategic Plan
In April, the Parking Commission, ratified by the City Commission, adopted the
following goals as part of a work plan for the Parking Program. Staff has noted the
progress made on each goal.
1. Data/Research
•Regularly-Scheduled Collection of data in the downtown
(Completed, data is regularly collected on Fridays via mobile LPR
technology)
•Technological Capacity (Incomplete, Still exploring new
techonologies)
2. Fiduciary
•New Budget for RPPD (Incomplete, new budget will be presented
when rate setting for new permits occurs)
•Funding a new garage (Incomplete, RFP for a Term Contract Team
is currently being evaluated)
3. Policy
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•On-Street Pricing (Not Started, occupancy study indicated need,
RFP for Term Contract team to assist is under evaluation)
•Code Based Minimums (Resolution passed in August)
•Visitor Permits (Incomplete, Staff continues to work with
residents to improve the visitor permit experience)
4. Multimodal
•Circulator Shuttle for connectivity between Downtown, Midtown,
and Cannery District (Resolution supporting Circulator passed in
October)
6. Capacity
•Shared-use agreements (Resolution supporting shared-used
agreements passed in October)
•Expand bike parking (Resolution for an expansion of bike parking
passed in October)
•Explore options for a new garage (Resolution supporting
exploration of options passed in October)
•Employee permits for garage (Resolution supporting an employee
permit program passed in October)
Next Steps
The Parking Commission has received extensive public feedback on the current
state of parking in Bozeman. Staff and the Parking Commission have advanced many
priorities set in April. During the November work session, the Commission should
discuss other priorities to add to this list or modify those above to recommend for
inclusion in the Transportation Board’s work plan to be adopted in early 2022.
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APPENDIX I
RESIDENTIAL PARKING PERMIT DISTRICT
(RPPD)
Parking Management Recommendations
April 2021
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Prepared By:
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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.
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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.
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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
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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.
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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 VALUES
AND PARKING MANAGEMENT
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
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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.
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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
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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
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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.
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APPENDIX II
DOWNTOWN/PARKING BENEFIT DISTRICT (PBZ)
Parking Management Recommendations
April 2021
22
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Prepared By:
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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
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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.
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Page 18 of 25
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
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Page 19 of 25
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
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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 CURRENT CITY
VALUES AND PARKING
MANAGEMENT PRINCIPLES
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
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Page 21 of 25
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.
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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.
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Page 23 of 25
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
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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
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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.
33
Memorandum
REPORT TO:Parking Commission
FROM:Veselik
SUBJECT:Parking Program Report November
MEETING DATE:November 18, 2021
AGENDA ITEM TYPE:Policy Discussion
RECOMMENDATION:Discussion
STRATEGIC PLAN:7.4 Performance Metrics: Utilize key performance and cost measures to
monitor, track and improve the planning and delivery of City programs and
services, and promote greater accountability, effectiveness and efficiency.
Learn from those outside city government and measure specific tasks for
performance.
BACKGROUND:The monthly report on the status of the parking program from the Economic
Development Program Manager, Parking.
UNRESOLVED ISSUES:No Unresolved Issues
ALTERNATIVES:No Alternatives
FISCAL EFFECTS:No Fiscal Effects
Attachments:
November 2021 Parking Expenditure.xlsx
November 2021 Parking Manager Report.docx
Rolling Garage Occupancy Data October 2021.xlsx
Monthly Passport Revenue Report.xlsx
Report compiled on: November 15, 2021
34
THROUGH PERIOD 4
REVENUE FY21 BUDGET FY21 ACTUAL
%
EARNED
YTD
%
EXPECTE
D YTD
PARKING LOT PERMITS 50,000.00$ $12,559.75 25%33%
GARAGE PERMITS 400,000.00$ $81,787.32 20%33%
GARAGE - TRANSIENT REVENUE 50,000.00$ $35,081.54 70%33%
GARAGE VALIDATION COUPONS 6,000.00$ $6,345.00 106%33%
RESIDENTIAL NGHBD. PERMITS 28,000.00$ $29,412.50 105%33%
EMPLOYEE NGBHD. PERMITS 6,000.00$ $3,795.00 63%33%
VISITOR NGBHD. PERMITS 15,000.00$ $13,605.00 91%33%
ADMIN/LATE FEES 30,000.00$ $21,585.99 72%33%
BOOT FEES 2,000.00$ $450.00 23%33%
CITATION REVENUE 400,000.00$ $117,733.60 29%33%
INTEREST INCOME 5,000.00$ $0.00 0%33%
MISC REVENUE 1,500.00$ $291.32 19%33%
TOTAL 993,500.00$ 322,647.02$32%33%
EXPENDITURE FY21 BUDGET FY21 ACTUAL
% SPENT
YTD
%
EXPECTE
D YTD
ADMIN - PERSONNEL 193,113.00$ 24,826.58$ 13%33%NOTE: THESE EXPENDITURES HAVE NOT BEEN UPDATED DUE TO TECHNICAL DIFFICULTIES
ADMIN - OPERATING 258,605.00$ 44,629.36$ 17%33%
ADMIN - CAPITAL 40,000.00$ -$ 0%33%
ENFORCEMENT - PERSONNEL 254,792.00$ 59,189.09$ 23%33%
ENFORCEMENT - OPERATING 60,038.00$ 8,790.72$ 15%33%
ENFORCEMENT - CAPITAL 75,000.00$ -$ 0%33%
GARAGE - PERSONNEL 50,114.00$ -$ 0%33%
GARAGE - OPERATING 302,502.00$ 42,228.15$ 14%33%
GARAGE - CAPITAL -$ -$ 0%33%
TOTAL 1,234,164.00$179,663.90$15%33%
PARKING SERVICE FUND - OPERATING
AS OF 10/08/2021
35
NOTE: THESE EXPENDITURES HAVE NOT BEEN UPDATED DUE TO TECHNICAL DIFFICULTIES
36
THROUGH PERIOD 3
REVENUE FY21 BUDGET FY21 ACTUAL
%
EARNED
YTD
%
EXPECTE
D YTD
PARKING LOT PERMITS 50,000.00$ $9,449.75 19%25%
GARAGE PERMITS 400,000.00$ $62,426.32 16%25%
GARAGE - TRANSIENT REVENUE 50,000.00$ $27,020.73 54%25%
GARAGE VALIDATION COUPONS 6,000.00$ $4,910.00 82%25%
RESIDENTIAL NGHBD. PERMITS 28,000.00$ $27,287.50 97%25%
EMPLOYEE NGBHD. PERMITS 6,000.00$ $3,750.00 63%25%
VISITOR NGBHD. PERMITS 15,000.00$ $12,675.00 85%25%
ADMIN/LATE FEES 30,000.00$ $16,366.99 55%25%
BOOT FEES 2,000.00$ $150.00 8%25%
CITATION REVENUE 400,000.00$ $84,930.60 21%25%
INTEREST INCOME 5,000.00$ $0.00 0%25%
MISC REVENUE 1,500.00$ $145.66 10%25%
TOTAL 993,500.00$ 249,112.55$25%25%
EXPENDITURE FY21 BUDGET FY21 ACTUAL
% SPENT
YTD
%
EXPECTE
D YTD
ADMIN - PERSONNEL 193,113.00$ 24,826.58$ 13%25%
ADMIN - OPERATING 258,605.00$ 44,629.36$ 17%25%
ADMIN - CAPITAL 40,000.00$ -$ 0%25%
ENFORCEMENT - PERSONNEL 254,792.00$ 59,189.09$ 23%25%
ENFORCEMENT - OPERATING 60,038.00$ 8,790.72$ 15%25%
ENFORCEMENT - CAPITAL 75,000.00$ -$ 0%25%
GARAGE - PERSONNEL 50,114.00$ -$ 0%25%
GARAGE - OPERATING 302,502.00$ 42,228.15$ 14%25%
GARAGE - CAPITAL -$ -$ 0%25%
TOTAL 1,234,164.00$179,663.90$15%25%
PARKING SERVICE FUND - OPERATING
AS OF 10/08/2021
37
THROUGH PERIOD 2
REVENUE FY21 BUDGET FY21 ACTUAL
%
EARNED
YTD
%
EXPECTE
D YTD
PARKING LOT PERMITS 50,000.00$ $0.00 0%17%
GARAGE PERMITS 400,000.00$ $0.00 0%17%
GARAGE - TRANSIENT REVENUE 50,000.00$ $18,248.61 36%17%
GARAGE VALIDATION COUPONS 6,000.00$ $3,458.00 58%17%
RESIDENTIAL NGHBD. PERMITS 28,000.00$ $0.00 0%17%
EMPLOYEE NGBHD. PERMITS 6,000.00$ $0.00 0%17%
VISITOR NGBHD. PERMITS 15,000.00$ $0.00 0%17%
ADMIN/LATE FEES 30,000.00$ $0.00 0%17%
BOOT FEES 2,000.00$ $0.00 0%17%
CITATION REVENUE 400,000.00$ $0.00 0%17%
INTEREST INCOME 5,000.00$ $0.00 0%17%
MISC REVENUE 1,500.00$ $145.66 10%17%
TOTAL 993,500.00$ 21,852.27$ 2%17%
EXPENDITURE FY21 BUDGET FY21 ACTUAL
% SPENT
YTD
%
EXPECTE
D YTD
ADMIN - PERSONNEL 193,113.00$ 16,522.72$ 9%17%
ADMIN - OPERATING 258,605.00$ 23,158.00$ 9%17%
ADMIN - CAPITAL 40,000.00$ -$ 0%17%
ENFORCEMENT - PERSONNEL 254,792.00$ 42,362.64$ 17%17%
ENFORCEMENT - OPERATING 60,038.00$ 2,028.40$ 3%17%
ENFORCEMENT - CAPITAL 75,000.00$ -$ 0%17%
GARAGE - PERSONNEL 50,114.00$ 87.98$ 0%17%
GARAGE - OPERATING 302,502.00$ 30,432.67$ 10%17%
GARAGE - CAPITAL -$ -$ 0%17%
TOTAL 1,234,164.00$114,592.41$9%17%
PARKING SERVICE FUND - OPERATING
AS OF 09/03/2021
38
THROUGH PERIOD 1
REVENUE FY21 BUDGET FY21 ACTUAL
%
EARNED
YTD
%
EXPECTE
D YTD
PARKING LOT PERMITS 50,000.00$ $0.00 0%8%
GARAGE PERMITS 400,000.00$ $0.00 0%8%
GARAGE - TRANSIENT REVENUE 50,000.00$ $9,693.71 19%8%
GARAGE VALIDATION COUPONS 6,000.00$ $2,586.00 43%8%
RESIDENTIAL NGHBD. PERMITS 28,000.00$ $0.00 0%8%
EMPLOYEE NGBHD. PERMITS 6,000.00$ $0.00 0%8%
VISITOR NGBHD. PERMITS 15,000.00$ $0.00 0%8%
ADMIN/LATE FEES 30,000.00$ $0.00 0%8%
BOOT FEES 2,000.00$ $0.00 0%8%
CITATION REVENUE 400,000.00$ $0.00 0%8%
INTEREST INCOME 5,000.00$ $0.00 0%8%
MISC REVENUE 1,500.00$ $145.66 10%8%
TOTAL 993,500.00$ 12,425.37$ 1%8%
EXPENDITURE FY21 BUDGET FY21 ACTUAL
% SPENT
YTD
%
EXPECTE
D YTD
ADMIN - PERSONNEL 193,113.00$ 8,269.90$ 4%8%
ADMIN - OPERATING 258,605.00$ 1,938.36$ 1%8%
ADMIN - CAPITAL 40,000.00$ -$ 0%8%
ENFORCEMENT - PERSONNEL 254,792.00$ 21,456.03$ 8%8%
ENFORCEMENT - OPERATING 60,038.00$ 787.21$ 1%8%
ENFORCEMENT - CAPITAL 75,000.00$ -$ 0%8%
GARAGE - PERSONNEL 50,114.00$ 87.98$ 0%8%
GARAGE - OPERATING 302,502.00$ 23,263.78$ 8%8%
GARAGE - CAPITAL -$ -$ 0%8%
TOTAL 1,234,164.00$55,803.26$ 5%8%
PARKING SERVICE FUND - OPERATING
AS OF 08/05/2021
39
THROUGH PERIOD 12
REVENUE FY21 BUDGET FY21 ACTUAL
PARKING LOT PERMITS 50,000.00$ $48,559.04
GARAGE PERMITS 350,000.00$ $481,017.51
GARAGE - TRANSIENT REVENUE 75,500.00$ $59,102.15
GARAGE VALIDATION COUPONS 6,000.00$ $5,786.00
RESIDENTIAL NGHBD. PERMITS 34,000.00$ $36,322.50
EMPLOYEE NGBHD. PERMITS 2,000.00$ $4,282.50
VISITOR NGBHD. PERMITS 15,000.00$ $14,505.00
ADMIN/LATE FEES 30,000.00$ $46,204.19
BOOT FEES 2,000.00$ $2,225.00
CITATION REVENUE 400,000.00$ $264,312.70
INTEREST INCOME 5,000.00$ $4,780.13
MISC REVENUE 2,340.00$ $18,901.42
TOTAL 971,840.00$ 985,998.14$
EXPENDITURE FY21 BUDGET FY21 ACTUAL
ADMIN - PERSONNEL 139,994.00$ 107,631.42$
ADMIN - OPERATING 194,973.00$ 177,657.46$
ADMIN - CAPITAL 35,000.00$ 1,631.25$
ENFORCEMENT - PERSONNEL 259,274.00$ 235,162.76$
ENFORCEMENT - OPERATING 59,612.00$ 39,580.54$
ENFORCEMENT - CAPITAL 280,000.00$ 85,291.95$
GARAGE - PERSONNEL 50,114.00$ 16,397.12$
GARAGE - OPERATING 209,497.00$ 188,812.16$
GARAGE - CAPITAL -$ 13,425.00$
TOTAL 1,228,464.00$ 865,589.66$
PARKING SERVICE FUND - OPERATING
AS OF 06/30/2021
40
% EARNED
YTD
% EXPECTED
YTD
97%100%
137%100%
78%100%
96%100%
107%100%
214%100%
97%100%
154%100%
111%100%
66%100%
96%100%
808%100%
101%100%
% SPENT YTD
% EXPECTED
YTD
77%100%
91%100%
5%100%
91%100%
66%100%
30%100%
33%100%
90%100%
0%100%
70%100%
41
THROUGH PERIOD 12
REVENUE FY21 BUDGET FY21 ACTUAL
PARKING LOT PERMITS 50,000.00$ $48,559.04
GARAGE PERMITS 350,000.00$ $481,017.51
GARAGE - TRANSIENT REVENUE 75,500.00$ $54,247.26
GARAGE VALIDATION COUPONS 6,000.00$ $5,786.00
RESIDENTIAL NGHBD. PERMITS 34,000.00$ $36,322.50
EMPLOYEE NGBHD. PERMITS 2,000.00$ $4,282.50
VISITOR NGBHD. PERMITS 15,000.00$ $14,505.00
ADMIN/LATE FEES 30,000.00$ $31,819.66
BOOT FEES 2,000.00$ $2,225.00
CITATION REVENUE 400,000.00$ $264,312.70
INTEREST INCOME 5,000.00$ $4,780.13
MISC REVENUE 2,340.00$ $18,901.42
TOTAL 971,840.00$ 966,758.72$
EXPENDITURE FY21 BUDGET FY21 ACTUAL
ADMIN - PERSONNEL 139,994.00$ 99,370.96$
ADMIN - OPERATING 194,973.00$ 177,432.54$
ADMIN - CAPITAL 35,000.00$ 1,631.25$
ENFORCEMENT - PERSONNEL 259,274.00$ 213,640.74$
ENFORCEMENT - OPERATING 59,612.00$ 27,226.45$
ENFORCEMENT - CAPITAL 280,000.00$ 85,291.95$
GARAGE - PERSONNEL 50,114.00$ 16,397.12$
GARAGE - OPERATING 209,497.00$ 158,517.26$
GARAGE - CAPITAL -$ (83,664.38)$
TOTAL 1,228,464.00$ 695,843.89$
PARKING SERVICE FUND - OPERATING
AS OF 06/07/2021
42
% EARNED
YTD
% EXPECTED
YTD
97%100%Basic Act 32 322.50-00
137%100%Basic Act 32 322.50-10
72%100%Basic Act 32 322.50-20
96%100%Basic Act 32 322.50-30
107%100%Basic Act 32 322.55-00
214%100%Basic Act 32 322.60-00
97%100%Basic Act 32 322.65-00
106%100%Basic Act 34 341.76-10 and 341.77-10
111%100%Basic Act 34 341.78-00
66%100%Basic Act 35
96%100%Basic Act 36
808%100%Basic Act 38
99%100%
% SPENT YTD
% EXPECTED
YTD
71%100%
91%100%
5%100%
82%100%
46%100%
0%100%
33%100%
76%100%
0%100%
57%100%
43
THROUGH PERIOD 9
REVENUE FY21 BUDGET FY21 ACTUAL
PARKING LOT PERMITS 50,000.00$ $45,864.04
GARAGE PERMITS 350,000.00$ $440,885.12
GARAGE - TRANSIENT REVENUE 75,500.00$ $48,336.78
GARAGE VALIDATION COUPONS 6,000.00$ $5,282.00
RESIDENTIAL NGHBD. PERMITS 34,000.00$ $35,112.50
EMPLOYEE NGBHD. PERMITS 2,000.00$ $4,087.50
VISITOR NGBHD. PERMITS 15,000.00$ $14,235.00
ADMIN/LATE FEES 30,000.00$ $23,969.69
BOOT FEES 8,000.00$ $2,075.00
CITATION REVENUE 400,000.00$ $206,624.20
INTEREST INCOME 5,000.00$ $4,780.13
MISC REVENUE 2,340.00$ $18,845.42
TOTAL 977,840.00$ 850,097.38$
EXPENDITURE FY21 BUDGET FY21 ACTUAL
ADMIN - PERSONNEL 139,994.00$ 91,604.57$
ADMIN - OPERATING 194,973.00$ 175,689.38$
ADMIN - CAPITAL 35,000.00$ 1,631.25$
ENFORCEMENT - PERSONNEL 259,274.00$ 192,446.60$
ENFORCEMENT - OPERATING 59,612.00$ 25,289.59$
ENFORCEMENT - CAPITAL 280,000.00$ 85,291.95$
GARAGE - PERSONNEL 50,114.00$ 16,397.12$
GARAGE - OPERATING 209,497.00$ 148,952.35$
GARAGE - CAPITAL -$ 13,425.00$
TOTAL 1,228,464.00$ 750,727.81$
PARKING SERVICE FUND - OPERATING
AS OF 03/03/2021
44
% EARNED
YTD
% EXPECTED
YTD
92%75%
126%75%
64%75%
88%75%
103%75%
204%75%
95%75%
80%75%
26%75%
52%75%
96%75%
805%75%
87%75%
% SPENT YTD
% EXPECTED
YTD
65%75%
90%75%
5%75%
74%75%
42%75%
0%75%
33%75%
71%75%
0%75%
61%75%
45
THROUGH PERIOD 9
REVENUE FY21 BUDGET FY21 ACTUAL
PARKING LOT PERMITS 50,000.00$ 28,654.79$
GARAGE PERMITS 350,000.00$ 267,189.86$
GARAGE - TRANSIENT REVENUE 75,500.00$ 38,112.27$
GARAGE VALIDATION COUPONS 6,000.00$ 4,538.00$
RESIDENTIAL NGHBD. PERMITS 34,000.00$ 31,757.50$
EMPLOYEE NGBHD. PERMITS 2,000.00$ 3,862.50$
VISITOR NGBHD. PERMITS 15,000.00$ 13,275.00$
ADMIN/LATE FEES 30,000.00$ 25,711.69$
BOOT FEES 8,000.00$ 1,400.00$
CITATION REVENUE 400,000.00$ 149,789.30$
INTEREST INCOME 5,000.00$ 4,081.91$
MISC REVENUE 2,340.00$ 18,282.92$
TOTAL 977,840.00$ 586,655.74$
EXPENDITURE FY21 BUDGET FY21 ACTUAL
ADMIN - PERSONNEL 139,994.00$ 76,071.47$
ADMIN - OPERATING 194,973.00$ 82,241.51$
ADMIN - CAPITAL 35,000.00$ 1,631.25$
ENFORCEMENT - PERSONNEL 259,274.00$ 156,388.14$
ENFORCEMENT - OPERATING 59,612.00$ 20,409.21$
ENFORCEMENT - CAPITAL 280,000.00$ 85,291.95$
GARAGE - PERSONNEL 50,114.00$ 16,397.12$
GARAGE - OPERATING 209,497.00$ 107,286.23$
GARAGE - CAPITAL -$ 13,425.00$
TOTAL 1,228,464.00$ 559,141.88$
PARKING SERVICE FUND - OPERATING
AS OF 03/03/2021
46
% EARNED
YTD
% EXPECTED
YTD
57%75%
76%75%
50%75%
76%75%
93%75%
193%75%
89%75%
86%75%
18%75%
37%75%
82%75%
781%75%
60%75%
% SPENT YTD
% EXPECTED
YTD
54%75%
42%75%
5%75%
60%75%
34%75%
0%75%
33%75%
51%75%
0%75%
46%75%
47
THROUGH PERIOD 8
REVENUE FY21 BUDGET FY21 ACTUAL
PARKING LOT PERMITS 50,000.00$ 28,654.79$
GARAGE PERMITS 350,000.00$ 267,189.86$
GARAGE - TRANSIENT REVENUE 75,500.00$ 38,112.27$
GARAGE VALIDATION COUPONS 6,000.00$ 4,538.00$
RESIDENTIAL NGHBD. PERMITS 34,000.00$ 31,757.50$
EMPLOYEE NGBHD. PERMITS 2,000.00$ 3,862.50$
VISITOR NGBHD. PERMITS 15,000.00$ 13,275.00$
ADMIN/LATE FEES 30,000.00$ 15,997.70$
BOOT FEES 8,000.00$ 1,400.00$
CITATION REVENUE 400,000.00$ 149,789.30$
INTEREST INCOME 5,000.00$ 4,081.91$
MISC REVENUE 2,340.00$ 18,282.92$
TOTAL 977,840.00$ 576,941.75$
EXPENDITURE FY21 BUDGET FY21 ACTUAL
ADMIN - PERSONNEL 139,994.00$ 76,071.47$
ADMIN - OPERATING 194,973.00$ 82,241.51$
ADMIN - CAPITAL 35,000.00$ 1,631.25$
ENFORCEMENT - PERSONNEL 259,274.00$ 156,388.14$
ENFORCEMENT - OPERATING 59,612.00$ 20,409.21$
ENFORCEMENT - CAPITAL 280,000.00$ 85,291.95$
GARAGE - PERSONNEL 50,114.00$ 16,397.12$
GARAGE - OPERATING 209,497.00$ 107,286.23$
GARAGE - CAPITAL -$ 13,425.00$
TOTAL 1,228,464.00$ 559,141.88$
PARKING SERVICE FUND - OPERATING
AS OF 03/03/2021
48
% EARNED
YTD
% EXPECTED
YTD
57%67%
76%67%
50%67%
76%67%
93%67%
193%67%
89%67%
53%67%
18%67%
37%67%
82%67%
781%67%
59%67%
% SPENT YTD
% EXPECTED
YTD
54%67%
42%67%
5%67%
60%67%
34%67%
0%67%
33%67%
51%67%
0%67%
46%67%
49
THROUGH PERIOD 7
REVENUE FY21 BUDGET FY21 ACTUAL
PARKING LOT PERMITS 50,000.00$ 28,654.79$
GARAGE PERMITS 350,000.00$ 267,189.86$
GARAGE - TRANSIENT REVENUE 75,500.00$ 33,216.82$
GARAGE VALIDATION COUPONS 6,000.00$ 4,174.00$
RESIDENTIAL NGHBD. PERMITS 34,000.00$ 31,757.50$
EMPLOYEE NGBHD. PERMITS 2,000.00$ 3,862.50$
VISITOR NGBHD. PERMITS 15,000.00$ 13,275.00$
ADMIN/LATE FEES 30,000.00$ 17,806.30$
BOOT FEES 8,000.00$ 1,400.00$
CITATION REVENUE 400,000.00$ 149,849.30$
INTEREST INCOME 5,000.00$ 4,081.91$
MISC REVENUE 2,340.00$ 14,744.92$
TOTAL 977,840.00$ 570,012.90$
EXPENDITURE FY21 BUDGET FY21 ACTUAL
ADMIN - PERSONNEL 139,994.00$ 68,273.62$
ADMIN - OPERATING 194,973.00$ 61,636.83$
ADMIN - CAPITAL 35,000.00$ 1,432.43$
ENFORCEMENT - PERSONNEL 259,274.00$ 140,273.23$
ENFORCEMENT - OPERATING 59,612.00$ 19,903.13$
ENFORCEMENT - CAPITAL 280,000.00$ 85,291.95$
GARAGE - PERSONNEL 50,114.00$ 16,397.12$
GARAGE - OPERATING 209,497.00$ 90,416.66$
GARAGE - CAPITAL -$ 13,425.00$
TOTAL 1,228,464.00$ 497,049.97$
PARKING SERVICE FUND - OPERATING
AS OF 02/03/2021
50
% EARNED
YTD
% EXPECTED
YTD
57%58%
76%58%
44%58%
70%58%
93%58%
193%58%
89%58%
59%58%
18%58%
37%58%
82%58%
630%58%
58%58%
% SPENT YTD
% EXPECTED
YTD
49%58%
32%58%
4%58%
54%58%
33%58%
0%58%
33%58%
43%58%
0%58%
40%58%
51
THROUGH PERIOD 5
REVENUE FY21 BUDGET FY21 ACTUAL
PARKING LOT PERMITS 50,000.00$ 1,832.79$
GARAGE PERMITS 350,000.00$ 66,651.86$
GARAGE - TRANSIENT REVENUE 75,500.00$ 24,718.66$
GARAGE VALIDATION COUPONS 6,000.00$ 3,473.00$
RESIDENTIAL NGHBD. PERMITS 34,000.00$ 30,022.50$
EMPLOYEE NGBHD. PERMITS 2,000.00$ 3,667.50$
VISITOR NGBHD. PERMITS 15,000.00$ 12,285.00$
ADMIN/LATE FEES 30,000.00$ 13,195.10$
BOOT FEES 8,000.00$ 630.00$
CITATION REVENUE 400,000.00$ 97,350.80$
INTEREST INCOME 5,000.00$
MISC REVENUE 2,340.00$ 12,776.62$
TOTAL 977,840.00$ 266,603.83$
EXPENDITURE FY21 BUDGET FY21 ACTUAL
ADMIN - PERSONNEL 139,994.00$ 52,689.47$
ADMIN - OPERATING 194,973.00$ 54,611.15$
ADMIN - CAPITAL 35,000.00$ 1,432.43$
ENFORCEMENT - PERSONNEL 259,274.00$ 107,891.31$
ENFORCEMENT - OPERATING 59,612.00$ 9,719.80$
ENFORCEMENT - CAPITAL 280,000.00$ 84,916.95$
GARAGE - PERSONNEL 50,114.00$ 16,397.12$
GARAGE - OPERATING 209,497.00$ 50,786.73$
GARAGE - CAPITAL -$ 10,740.00$
TOTAL 1,228,464.00$ 389,184.96$
PARKING SERVICE FUND - OPERATING
AS OF 12/2/2020
52
% EARNED
YTD
% EXPECTED
YTD
4%42%
19%42%
33%42%
58%42%
88%42%
183%42%
82%42%
44%42%
8%42%
24%42%
0%42%
546%42%
27%42%
% SPENT YTD
% EXPECTED
YTD
38%42%
28%42%
4%42%
42%42%
16%42%
0%42%
33%42%
24%42%
0%42%
32%42%
53
THROUGH PERIOD 4
REVENUE FY21 BUDGET FY21 ACTUAL
PARKING LOT PERMITS 50,000.00$ 1,460.00$
GARAGE PERMITS 350,000.00$ 57,404.86$
GARAGE - TRANSIENT REVENUE 75,500.00$ 21,052.16$
GARAGE VALIDATION COUPONS 6,000.00$ 2,903.00$
RESIDENTIAL NGHBD. PERMITS 34,000.00$ 29,407.50$
EMPLOYEE NGBHD. PERMITS 2,000.00$ 3,667.50$
VISITOR NGBHD. PERMITS 15,000.00$ 12,285.00$
ADMIN/LATE FEES 30,000.00$ 13,274.60$
BOOT FEES 8,000.00$ 630.00$
CITATION REVENUE 400,000.00$ 97,350.80$
INTEREST INCOME 5,000.00$
MISC REVENUE 2,340.00$ 11,965.00$
TOTAL 977,840.00$ 251,400.42$
EXPENDITURE FY21 BUDGET FY21 ACTUAL
ADMIN - PERSONNEL 139,994.00$ 45,189.46$
ADMIN - OPERATING 194,973.00$ 53,741.18$
ADMIN - CAPITAL 35,000.00$ 1,432.43$
ENFORCEMENT - PERSONNEL 259,274.00$ 88,703.64$
ENFORCEMENT - OPERATING 59,612.00$ 8,658.22$
ENFORCEMENT - CAPITAL 280,000.00$ 50,046.78$
GARAGE - PERSONNEL 50,114.00$ 16,397.12$
GARAGE - OPERATING 209,497.00$ 36,904.01$
GARAGE - CAPITAL -$ 10,740.00$
TOTAL 1,228,464.00$ 311,812.84$
PARKING SERVICE FUND - OPERATING
AS OF 11/2/2020
54
% EARNED
YTD
% EXPECTED
YTD
3%33%
16%33%
28%33%
48%33%
86%33%
183%33%
82%33%
44%33%
8%33%
24%33%
0%33%
511%33%
26%33%
% SPENT YTD
% EXPECTED
YTD
32%33%
28%33%
4%33%
34%33%
15%33%
0%33%
33%33%
18%33%
0%33%
25%33%
55
REVENUE FY21 BUDGET FY21 ACTUAL
PARKING LOT PERMITS 50,000.00$ 925.00$
GARAGE PERMITS 350,000.00$ 42,127.86$
GARAGE - TRANSIENT REVENUE 75,500.00$ 14,109.83$
GARAGE VALIDATION COUPONS 6,000.00$ 2,012.00$
RESIDENTIAL NGHBD. PERMITS 34,000.00$ 26,037.50$
EMPLOYEE NGBHD. PERMITS 2,000.00$ 3,127.50$
VISITOR NGBHD. PERMITS 15,000.00$ 10,935.00$
ADMIN/LATE FEES 30,000.00$ 8,926.60$
BOOT FEES 8,000.00$ 480.00$
CITATION REVENUE 400,000.00$ 72,378.30$
INTEREST INCOME 5,000.00$
MISC REVENUE 2,340.00$ 9,465.00$
TOTAL 977,840.00$ 190,524.59$
EXPENDITURE FY21 BUDGET FY21 ACTUAL
ADMIN - PERSONNEL - NOT INCLUDING SEPT PAYROLL 139,994.00$ 22,718.05$
ADMIN - OPERATING 194,973.00$ 29,419.54$
ADMIN - CAPITAL 35,000.00$ 1,432.43$
ENFORCEMENT - PERSONNEL - NO SEPT PAYROLL 259,274.00$ 42,975.14$
ENFORCEMENT - OPERATING 59,612.00$ 6,145.40$
ENFORCEMENT - CAPITAL 280,000.00$ 26,800.00$
GARAGE - PERSONNEL - NO SEPT PAYROLL 50,114.00$ 8,324.94$
GARAGE - OPERATING 209,497.00$ 24,219.27$
GARAGE - CAPITAL -$ 10,740.00$
TOTAL 1,228,464.00$ 172,774.77$
PARKING SERVICE FUND - OPERATING
AS OF 9/23/20
56
% EARNED
YTD
% EXPECTED
YTD
2%25%
12%25%
19%25%
34%25%
77%25%
156%25%
73%25%
30%25%
6%25%
18%25%
0%25%
404%25%
19%25%
% SPENT YTD
% EXPECTED
YTD
16%25%
15%25%
4%25%
17%25%
10%25%
0%25%
17%25%
12%25%
0%25%
14%25%
57
REVENUE FY21 BUDGET FY21 ACTUAL
PARKING LOT PERMITS 50,000.00$ 590.00$
GARAGE PERMITS 350,000.00$ 18,857.86$
GARAGE - TRANSIENT REVENUE 75,500.00$ 9,934.83$
GARAGE VALIDATION COUPONS 6,000.00$ 1,049.00$
RESIDENTIAL NGHBD. PERMITS 34,000.00$ 12,747.50$
EMPLOYEE NGBHD. PERMITS 2,000.00$ 1,447.50$
VISITOR NGBHD. PERMITS 15,000.00$ 4,545.00$
ADMIN/LATE FEES 30,000.00$ 5,737.60$
BOOT FEES 8,000.00$ 330.00$
CITATION REVENUE 400,000.00$ 45,270.30$
INTEREST INCOME 5,000.00$
MISC REVENUE 2,340.00$ 6,965.00$
TOTAL 977,840.00$ 107,474.59$
EXPENDITURE FY21 BUDGET FY21 ACTUAL
ADMIN - PERSONNEL 139,994.00$ 22,718.05$
ADMIN - OPERATING 194,973.00$ 28,158.92$
ADMIN - CAPITAL 35,000.00$ -$
ENFORCEMENT - PERSONNEL 259,274.00$ 42,975.14$
ENFORCEMENT - OPERATING 59,612.00$ 5,108.63$
ENFORCEMENT - CAPITAL 280,000.00$ 26,800.00$
GARAGE - PERSONNEL 50,114.00$ 8,324.94$
GARAGE - OPERATING 209,497.00$ 19,444.15$
GARAGE - CAPITAL -$ 10,740.00$
TOTAL 1,228,464.00$ 164,269.83$
PARKING SERVICE FUND - OPERATING
AS OF 9/2/20
58
% EARNED
YTD
% EXPECTED
YTD
1%17%
5%17%
13%17%
17%17%
37%17%
72%17%
30%17%
19%17%
4%17%
11%17%
0%17%
298%17%
11%17%
% SPENT YTD
% EXPECTED
YTD
16%17%
14%17%
0%17%
17%17%
9%17%
0%17%
17%17%
9%17%
0%17%
13%17%
59
REVENUE FY21 BUDGET FY21 ACTUAL
PARKING LOT PERMITS 50,000.00$ 280.00$
GARAGE PERMITS 350,000.00$ 9,734.00$
GARAGE - TRANSIENT REVENUE 75,500.00$ 5,277.00$
GARAGE VALIDATION COUPONS 6,000.00$ 1,049.00$
RESIDENTIAL NGHBD. PERMITS 34,000.00$ 612.50$
EMPLOYEE NGBHD. PERMITS 2,000.00$ 7.50$
VISITOR NGBHD. PERMITS 15,000.00$ 165.00$
ADMIN/LATE FEES 30,000.00$ 3,355.00$
BOOT FEES 8,000.00$ 330.00$
CITATION REVENUE 400,000.00$ 22,032.90$
INTEREST INCOME 5,000.00$
MISC REVENUE 2,340.00$ 4,465.00$
TRANSFERS / FROM OTHER FUNDS 170,000.00$
TOTAL 1,147,840.00$ 47,307.90$
EXPENDITURE FY21 BUDGET FY21 ACTUAL
ADMIN - PERSONNEL 139,994.00$ 11,382.00$
ADMIN - OPERATING 194,973.00$ 9,887.89$
ADMIN - CAPITAL 35,000.00$ -$
ENFORCEMENT - PERSONNEL 259,274.00$ 21,358.07$
ENFORCEMENT - OPERATING 59,612.00$ 1,987.37$
ENFORCEMENT - CAPITAL 280,000.00$ -$
GARAGE - PERSONNEL 50,114.00$ 4,162.48$
GARAGE - OPERATING 209,497.00$ 11,673.93$
GARAGE - CAPITAL -$ 10,740.00$
TOTAL 1,228,464.00$ 71,191.74$
PARKING SERVICE FUND - OPERATING
AS OF 8/5/20
60
% EARNED
YTD
% EXPECTED
YTD
1%8%
3%8%
7%8%
17%8%
2%8%
0%8%
1%8%
11%8%
4%8%
6%8%
0%8%
191%8%
0%8%
4%8%
% SPENT YTD
% EXPECTED
YTD
8%8%
5%8%
0%8%
8%8%
3%8%
0%8%
8%8%
6%8%
0%8%
6%8%
61
REVENUE FY20 BUDGET FY20 ACTUAL
PARKING LOT PERMITS 35,000.00$ 57,476.00$
GARAGE PERMITS 310,000.00$ 458,411.18$
GARAGE - TRANSIENT REVENUE 75,500.00$ 49,253.57$
GARAGE VALIDATION COUPONS 3,000.00$ 10,608.00$
RESIDENTIAL NGHBD. PERMITS 20,000.00$ 39,380.00$
EMPLOYEE NGBHD. PERMITS 2,000.00$ 6,072.50$
VISITOR NGBHD. PERMITS 10,500.00$ 16,735.00$
ADMIN/LATE FEES 42,000.00$ 42,729.49$
BOOT FEES 2,000.00$ 2,070.00$
CITATION REVENUE 300,000.00$ 347,244.57$
INTEREST INCOME 5,000.00$ 24,033.94$
MISC REVENUE 2,340.00$ 35,050.84$
TRANSFERS / FROM OTHER FUNDS 250,000.00$
TOTAL 1,057,340.00$ 1,089,065.09$
EXPENDITURE FY20 BUDGET FY20 ACTUAL
ADMIN - PERSONNEL 112,779.00$ 103,430.69$
ADMIN - OPERATING 199,171.00$ 177,781.92$
ADMIN - CAPITAL 15,000.00$ 70,986.29$
ENFORCEMENT - PERSONNEL 267,460.00$ 255,653.09$
ENFORCEMENT - OPERATING 47,823.00$ 42,064.97$
ENFORCEMENT - CAPITAL 65,000.00$
GARAGE - PERSONNEL 46,525.00$ 47,807.57$
GARAGE - OPERATING 178,911.00$ 217,775.42$
GARAGE - CAPITAL 150,000.00$ 13,425.00$
TOTAL 1,082,669.00$ 928,924.95$
PARKING SERVICE FUND - OPERATING
AS OF 7/13/2020
62
% EARNED
YTD
% EXPECTED
YTD
164%100%
148%100%
65%100%
354%100%
197%100%
304%100%
159%100%
102%100%
104%100%
116%100%
481%100%
1498%100%
0%100%
103%100%
% SPENT YTD
% EXPECTED
YTD
92%100%
89%100%
473%100%
96%100%
88%100%
0%100%
103%100%
122%100%
0%100%
86%100%
63
REVENUE FY20 BUDGET FY20 ACTUAL
PARKING LOT PERMITS 35,000.00$ 56,996.00$
GARAGE PERMITS 310,000.00$ 459,360.75$
GARAGE - TRANSIENT REVENUE 75,500.00$ 45,972.40$
GARAGE VALIDATION COUPONS 3,000.00$ 10,489.00$
RESIDENTIAL NGHBD. PERMITS 20,000.00$ 38,510.00$
EMPLOYEE NGBHD. PERMITS 2,000.00$ 6,072.50$
VISITOR NGBHD. PERMITS 10,500.00$ 16,555.00$
ADMIN/LATE FEES 42,000.00$ 41,203.69$
BOOT FEES 2,000.00$ 1,920.00$
CITATION REVENUE 300,000.00$ 327,352.77$
INTEREST INCOME 5,000.00$ 18,729.38$
MISC REVENUE 2,340.00$ 32,760.84$
TRANSFERS / FROM OTHER FUNDS 250,000.00$
TOTAL 1,057,340.00$ 1,055,922.33$
EXPENDITURE FY20 BUDGET FY20 ACTUAL
ADMIN - PERSONNEL 112,779.00$ 92,081.83$
ADMIN - OPERATING 199,171.00$ 152,808.70$
ADMIN - CAPITAL 15,000.00$ 70,986.29$
ENFORCEMENT - PERSONNEL 267,460.00$ 234,702.00$
ENFORCEMENT - OPERATING 47,823.00$ 40,546.15$
ENFORCEMENT - CAPITAL 65,000.00$
GARAGE - PERSONNEL 46,525.00$ 43,819.21$
GARAGE - OPERATING 178,911.00$ 200,415.88$
GARAGE - CAPITAL 150,000.00$ 13,425.00$
TOTAL 1,082,669.00$ 848,785.06$
PARKING SERVICE FUND - OPERATING
AS OF 6/2/2020
64
% EARNED
YTD
% EXPECTED
YTD
163%92%
148%92%
61%92%
350%92%
193%92%
304%92%
158%92%
98%92%
96%92%
109%92%
375%92%
1400%92%
0%92%
100%92%
% SPENT YTD
% EXPECTED
YTD
82%92%
77%92%
473%92%
88%92%
85%92%
0%92%
94%92%
112%92%
0%92%
78%92%
65
REVENUE FY20 BUDGET FY20 ACTUAL
PARKING LOT PERMITS 35,000.00$ 56,816.00$
GARAGE PERMITS 310,000.00$ 444,558.75$
GARAGE - TRANSIENT REVENUE 75,500.00$ 44,630.14$
GARAGE VALIDATION COUPONS 3,000.00$ 10,489.00$
RESIDENTIAL NGHBD. PERMITS 20,000.00$ 38,350.00$
EMPLOYEE NGBHD. PERMITS 2,000.00$ 6,072.50$
VISITOR NGBHD. PERMITS 10,500.00$ 16,540.00$
ADMIN/LATE FEES 42,000.00$ 37,961.69$
BOOT FEES 2,000.00$ 1,920.00$
CITATION REVENUE 300,000.00$ 315,393.07$
INTEREST INCOME 5,000.00$ 18,729.38$
MISC REVENUE 2,340.00$ 32,537.84$
TRANSFERS / FROM OTHER FUNDS 250,000.00$
TOTAL 1,057,340.00$ 1,023,998.37$
EXPENDITURE FY20 BUDGET FY20 ACTUAL
ADMIN - PERSONNEL 112,779.00$ 81,369.60$
ADMIN - OPERATING 199,171.00$ 145,080.76$
ADMIN - CAPITAL 15,000.00$ 61,566.29$
ENFORCEMENT - PERSONNEL 267,460.00$ 213,969.02$
ENFORCEMENT - OPERATING 47,823.00$ 33,904.18$
ENFORCEMENT - CAPITAL 65,000.00$
GARAGE - PERSONNEL 46,525.00$ 39,835.71$
GARAGE - OPERATING 178,911.00$ 186,864.28$
GARAGE - CAPITAL 150,000.00$
TOTAL 1,082,669.00$ 762,589.84$
PARKING SERVICE FUND - OPERATING
AS OF 5/6/2020
66
% EARNED
YTD
% EXPECTED
YTD
162%83%
143%83%
59%83%
350%83%
192%83%
304%83%
158%83%
90%83%
96%83%
105%83%
375%83%
1391%83%
0%83%
97%83%
% SPENT YTD
% EXPECTED
YTD
72%83%
73%83%
410%83%
80%83%
71%83%
0%83%
86%83%
104%83%
0%83%
70%83%
67
REVENUE FY20 BUDGET FY20 ACTUAL
PARKING LOT PERMITS 35,000.00$ 56,696.00$
GARAGE PERMITS 310,000.00$ 430,198.75$
GARAGE - TRANSIENT REVENUE 75,500.00$ 44,930.14$
GARAGE VALIDATION COUPONS 3,000.00$ 10,714.00$
RESIDENTIAL NGHBD. PERMITS 20,000.00$ 28,350.00$
EMPLOYEE NGBHD. PERMITS 2,000.00$ 6,072.50$
VISITOR NGBHD. PERMITS 10,500.00$ 16,540.00$
ADMIN/LATE FEES 42,000.00$ 35,260.59$
BOOT FEES 2,000.00$ 1,920.00$
CITATION REVENUE 300,000.00$ 296,877.87$
INTEREST INCOME 5,000.00$ 13,648.01$
MISC REVENUE 2,340.00$ 29,967.84$
TRANSFERS / FROM OTHER FUNDS 250,000.00$
TOTAL 1,057,340.00$ 971,175.70$
EXPENDITURE FY20 BUDGET FY20 ACTUAL
ADMIN - PERSONNEL 112,779.00$ 73,185.57$
ADMIN - OPERATING 199,171.00$ 126,323.02$
ADMIN - CAPITAL 15,000.00$ 61,566.29$
ENFORCEMENT - PERSONNEL 267,460.00$ 193,471.55$
ENFORCEMENT - OPERATING 47,823.00$ 31,876.18$
ENFORCEMENT - CAPITAL 65,000.00$
GARAGE - PERSONNEL 46,525.00$ 35,852.21$
GARAGE - OPERATING 178,911.00$ 133,749.99$
GARAGE - CAPITAL 150,000.00$
TOTAL 1,082,669.00$ 656,024.81$
PARKING SERVICE FUND - OPERATING
AS OF 4/6/2020
68
% EARNED
YTD
% EXPECTED
YTD
162%75%
139%75%
60%75%
357%75%
142%75%
304%75%
158%75%
84%75%
96%75%
99%75%
273%75%
1281%75%
0%75%
92%75%
% SPENT YTD
% EXPECTED
YTD
65%75%
63%75%
410%75%
72%75%
67%75%
0%75%
77%75%
75%75%
0%75%
61%75%
69
REVENUE FY20 BUDGET FY20 ACTUAL
PARKING LOT PERMITS 35,000.00$ 55,776.00$
GARAGE PERMITS 310,000.00$ 423,573.29$
GARAGE - TRANSIENT REVENUE 75,500.00$ 42,161.14$
GARAGE VALIDATION COUPONS 3,000.00$ 9,970.00$
RESIDENTIAL NGHBD. PERMITS 20,000.00$ 37,695.00$
EMPLOYEE NGBHD. PERMITS 2,000.00$ 6,012.50$
VISITOR NGBHD. PERMITS 10,500.00$ 16,330.00$
ADMIN/LATE FEES 42,000.00$ 43,902.69$
BOOT FEES 2,000.00$ 1,770.00$
CITATION REVENUE 300,000.00$ 460,705.77$
INTEREST INCOME 5,000.00$ 9,018.55$
MISC REVENUE 2,340.00$ 24,897.84$
TRANSFERS / FROM OTHER FUNDS 250,000.00$
TOTAL 1,057,340.00$ 1,131,812.78$
EXPENDITURE FY20 BUDGET FY20 ACTUAL
ADMIN - PERSONNEL 112,779.00$ 64,994.05$
ADMIN - OPERATING 199,171.00$ 103,176.87$
ADMIN - CAPITAL 15,000.00$ 61,566.29$
ENFORCEMENT - PERSONNEL 267,460.00$ 172,227.24$
ENFORCEMENT - OPERATING 47,823.00$ 30,239.16$
ENFORCEMENT - CAPITAL 65,000.00$
GARAGE - PERSONNEL 46,525.00$ 31,868.82$
GARAGE - OPERATING 178,911.00$ 98,139.74$
GARAGE - CAPITAL 150,000.00$
TOTAL 1,082,669.00$ 562,212.17$
PARKING SERVICE FUND - OPERATING
AS OF 3/2/2020
70
% EARNED
YTD
% EXPECTED
YTD
159%67%
137%67%
56%67%
332%67%
188%67%
301%67%
156%67%
105%67%
89%67%
154%67%
180%67%
1064%67%
0%67%
107%67%
% SPENT YTD
% EXPECTED
YTD
58%67%
52%67%
410%67%
64%67%
63%67%
0%67%
68%67%
55%67%
0%67%
52%67%
71
REVENUE FY20 BUDGET FY20 ACTUAL
PARKING LOT PERMITS 35,000.00$ 53,371.75$
GARAGE PERMITS 310,000.00$ 405,527.74$
GARAGE - TRANSIENT REVENUE 75,500.00$ 36,993.52$
GARAGE VALIDATION COUPONS 3,000.00$ 7,311.00$
RESIDENTIAL NGHBD. PERMITS 20,000.00$ 36,225.00$
EMPLOYEE NGBHD. PERMITS 2,000.00$ 5,982.50$
VISITOR NGBHD. PERMITS 10,500.00$ 15,880.00$
ADMIN/LATE FEES 42,000.00$ 28,457.29$
BOOT FEES 2,000.00$ 1,620.00$
CITATION REVENUE 300,000.00$ 244,299.20$
INTEREST INCOME 5,000.00$ 9,018.55$
MISC REVENUE 2,340.00$ 20,347.84$
TRANSFERS / FROM OTHER FUNDS 250,000.00$
TOTAL 1,057,340.00$ 865,034.39$
EXPENDITURE FY20 BUDGET FY20 ACTUAL
ADMIN - PERSONNEL 112,779.00$ 56,749.56$
ADMIN - OPERATING 199,171.00$ 86,082.19$
ADMIN - CAPITAL 15,000.00$ 61,566.29$
ENFORCEMENT - PERSONNEL 267,460.00$ 150,846.31$
ENFORCEMENT - OPERATING 47,823.00$ 28,285.27$
ENFORCEMENT - CAPITAL 65,000.00$
GARAGE - PERSONNEL 46,525.00$ 27,884.47$
GARAGE - OPERATING 178,911.00$ 87,051.32$
GARAGE - CAPITAL 150,000.00$
TOTAL 1,082,669.00$ 498,465.41$
PARKING SERVICE FUND - OPERATING
AS OF 2/3/2020
72
% EARNED
YTD
% EXPECTED
YTD
152%58%
131%58%
49%58%
244%58%
181%58%
299%58%
151%58%
68%58%
81%58%
81%58%
180%58%
870%58%
0%58%
82%58%
% SPENT YTD
% EXPECTED
YTD
50%58%
43%58%
410%58%
56%58%
59%58%
0%58%
60%58%
49%58%
0%58%
46%58%
73
THROUGH PERIOD 6
REVENUE FY20 BUDGET FY20 ACTUAL
PARKING LOT PERMITS 35,000.00$ 49,502.23$
GARAGE PERMITS 310,000.00$ 294,825.30$
GARAGE - TRANSIENT REVENUE 75,500.00$ 33,866.44$
GARAGE VALIDATION COUPONS 3,000.00$ 7,311.00$
RESIDENTIAL NGHBD. PERMITS 20,000.00$ 34,725.00$
EMPLOYEE NGBHD. PERMITS 2,000.00$ 5,772.50$
VISITOR NGBHD. PERMITS 10,500.00$ 15,580.00$
ADMIN/LATE FEES 42,000.00$ 23,284.49$
BOOT FEES 2,000.00$ 1,470.00$
CITATION REVENUE 300,000.00$ 213,118.00$
INTEREST INCOME 5,000.00$ 7,146.48$
MISC REVENUE 2,340.00$ 20,243.34$
TRANSFERS / FROM OTHER FUNDS 250,000.00$
TOTAL 1,057,340.00$ 706,844.78$
EXPENDITURE FY20 BUDGET FY20 ACTUAL
ADMIN - PERSONNEL 112,779.00$ 48,490.88$
ADMIN - OPERATING 199,171.00$ 85,639.48$
ADMIN - CAPITAL 15,000.00$ 61,566.29$
ENFORCEMENT - PERSONNEL 267,460.00$ 129,913.95$
ENFORCEMENT - OPERATING 47,823.00$ 25,523.89$
ENFORCEMENT - CAPITAL 65,000.00$
GARAGE - PERSONNEL 46,525.00$ 23,900.98$
GARAGE - OPERATING 178,911.00$ 75,664.56$
GARAGE - CAPITAL 150,000.00$
TOTAL 1,082,669.00$ 450,700.03$
PARKING SERVICE FUND - OPERATING
AS OF 1/14/2020
74
% EARNED
YTD
% EXPECTED
YTD
141%50%
95%50%
45%50%
244%50%
174%50%
289%50%
148%50%
55%50%
74%50%
71%50%
143%50%
865%50%
0%50%
67%50%
% SPENT YTD
% EXPECTED
YTD
43%50%
43%50%
410%50%
49%50%
53%50%
0%50%
51%50%
42%50%
0%50%
42%50%
75
1
Bozeman Parking Commission, 11/15/2021
BOZEMAN PARKING COMMISSION
Parking Program Manager’s Report
Date: Monday, November 15, 2021
To: Bozeman Parking Commission
From: Mike Veselik, Economic Development Program Manager-Parking
An update of major developments, in October and early November, includes:
Passport App:The Parking Department netted $1776 in parking revenue with 747 total transactions.
Parking Software Transition:The City of Bozeman is currently transitioning from T2 Systems to Passport Labs, LLC
as our primary enforcement and permits provider. The transition requires a significant build out of customized
websites and forms such as our citation receipts. City staff is working with Passport to have the software ready to
go in time for annual garage permit renewals in December. A secondary goal is for the public to see no drop off in
service during the transition.
Board Consolidation:City Commission will make appointments to the new Transportation Board on Tuesday,
November 16, 2021. The first meeting of the new transportation board is currently scheduled for December 22nd
at 6 PM.
Term Contract Consultant:On November 18th, the selection panel will complete interviews with consultants who
submitted for the parking term contract RFP. The interviews will be conducted over the Teams Platform. Staff are
aiming to have a contract negotiated and on the December 7th City Commission agenda.
Maintenance Manual RFP:Staff released an RFP for a Maintenance Manual to identify immediate and long-term
maintenance needs in the garage. The RFP was put together with assistance from the City’s Strategic Services
Department.
Can the Griz:As of Monday, November 15th, we have collected 56 cans for the Can the Griz program via an
incentive for people to reduce the cash payment on their parking tickets. Staff has done several media interviews
and social media posts to promote the program.
Capital Improvement Plan (CIP):The City Commission will receive presentations from staff in December on the
Capital Improvement Plan.
76
Bridger Park Garage - Average Peak Occupancy (April 2019 to November 2021)
Designated Peak # of Main Garage Vehicles %Main Garage
Weekday - Noon 191 57%
Weekday-Noon - Non-Hotel Permits (UDC & Monthly) 79 19%
Weekday- Noon- Hotel (UDC Leases)17 5%
Weekday Noon - Transient 115 34%
Weekend - Evening 104 31%
Main Garage Total Spaces 335 100%
77
Weekday Noon Peak Occupancy - Bridger Downtown Garage (April 2019 to November 2021)
Total # of
Vehicles
% of Main
Garage
Capacity
Total # of
Transient
Vehicles
Total
Number
of Permit
Vehicles Date Time Designated Peak
Day of
Week
UDC
Hotel
Permits
(Paid
Annual)
Permits
(Paid
Monthly)
UDC Hotel
% of Peak
Occupancy
219 65%132 87 4/4/2019 12:42 PM Weekday - Noon Thursday 15 50 22 7%
189 56%137 52 4/9/2019 12:56 PM Weekday - Noon Tuesday 8 30 14 4%
335 100%278 57 6/7/2019 12:00 PM Weekday - Noon Friday 6 36 15 2%
245 73%176 69 6/21/2019 12:00 PM Weekday - Noon Friday 6 49 14 2%
301 90%224 77 7/19/2019 12:00 PM Weekday - Noon Friday 39 20 18 13%
270 81%180 93 7/18/2019 12:00 PM Weekday - Noon Thursday 25 51 17 9%
257 77%161 96 8/1/2019 1:00 PM Weekday - Noon Thursday 30 48 18 12%
235 70%137 98 8/6/2019 12:00 PM Weekday - Noon Tuesday 31 50 17 13%
281 84%204 77 9/20/2019 12:00 PM Weekday - Noon Friday 15 43 19 5%
268 80%186 82 9/27/2019 12:00 PM Weekday - Noon Friday 21 48 13 8%
223 67%200 23 10/2/2019 12:00 PM Weekday - Noon Wednesday 8 12 3 4%
231 69%135 96 10/4/2019 12:00 PM Weekday - Noon Friday 28 50 18 12%
217 65%106 111 11/12/2019 12:00 PM Weekday - Noon Thursday 38 52 21 18%
309 92%225 84 11/21/2019 5:00 PM Weekday - Noon Thursday 23 51 10 7%
267 80%167 100 12/19/2019 1:00 PM Weekday - Noon Thursday 27 55 18 10%
247 74%146 101 12/18/2019 12:00 PM Weekday - Noon Wednesday 32 51 18 13%
206 61%115 91 1/7/2020 12:00 PM Weekday - Noon Tuesday 30 46 15 15%
216 64%105 11 1/9/2020 1:00 PM Weekday - Noon Thursday 38 55 18 18%
200 60%115 85 2/25/2020 1:00 PM Weekday - Noon Tuesday 29 42 24 15%
209 62%110 90 2/28/2020 12:00 PM Weekday - Noon Friday 23 47 20 11%
180 54%87 93 3/10/2020 12:00 PM Weekday - Noon Tuesday 18 58 17 10%
182 54%81 101 3/12/2020 12:00 PM Weekday - Noon Thursday 18 56 27 10%
52 16%12 40 4/29/2020 12:00 PM Weekday - Noon Wednesday 4 28 8 8%
59 18%15 44 4/30/2020 12:00 PM Weekday - Noon Thursday 6 31 7 10%
102 30%49 53 5/14/2020 11:00 AM Weekday - Noon Thursday 11 30 12 11%
101 30%30 71 5/27/2020 12:00 PM Weekday - Noon Wednesday 18 37 16 18%
174 52%90 84 6/16/2020 1:00 PM Weekday - Noon Tuesday 21 37 26 12%
146 44%65 81 6/17/2020 1:00 PM Weekday - Noon Wednesday 20 38 23 14%
132 39%52 80 7/22/2020 1:00 PM Weekday - Noon Wednesday 16 49 15 12%
120 36%45 75 7/23/2020 12:00 PM Weekday - Noon Thursday 9 44 22 8%
150 45%70 80 8/5/2020 12:00 PM Weekday - Noon Tuesday 7 49 24 5%
142 42%61 81 8/11/2020 12:00 PM Weekday - Noon Wednesday 11 47 23 8%
244 73%9/9/2020 2:00 PM Weekday - Noon Wednesday 0%
306 91%9/25/2020 1:00 PM Weekday - Noon Friday 0%
133 40%10/14/2020 12:00 PM Weekday - Noon Wednesday 0%
140 42%10/21/2020 12:00 PM Weekday - Noon Wednesday 0%
135 40%11/11/2020 12:00 PM Weekday - Noon Wednesday 0%
102 30%11/19/2020 2:00 PM Weekday - Noon Thursday 0%
142 42%12/9/2020 12:00 PM Weekday - Noon Wednesday 0%
138 41%12/16/2020 12:00 PM Weekday - Noon Wednesday 0%
128 38%1/5/2021 12:00 PM Weekday - Noon Tuesday 0%
126 38%45 81 1/28/2021 12:00 PM Weekday - Noon Thursday 9 52 20 7%
133 40%53 75 2/10/2021 1:00 PM Weekday - Noon Wednesday 7 52 16 5%
141 42%52 89 2/25/2021 12:00 PM Weekday - Noon Thursday 6 63 52 4%
151 45%67 84 3/4/2021 12:00 PM Weekday - Noon Thursday 3 64 17 2%
152 45%61 91 3/31/2021 1:00 PM Weekday - Noon Wednesday 6 66 19 4%
145 43%4/9/2021 12:00 PM Weekday - Noon Friday
265 79%4/28/2021 12:00 PM Weekday - Noon Wednesday
179 53%5/11/2021 12:00 PM Weekday - Noon Thursday
183 55%5/20/2021 12:00 PM Weekday - Noon Thursday
190 57%6/7/2021 12:00 PM Weekday - Noon Monday
209 62%6/29/2021 1:00 PM Weekday - Noon Tuesday
265 79%155 110 7/15/2021 1:00 PM Weekday - Noon Thursday 10 72 28 4%
257 77%164 93 7/16/2021 1:00 PM Weekday - Noon Friday 9 66 18 4%
189 56%8/2/2021 12:00 PM Weekday - Noon Monday
200 60%8/20/2021 12:00 PM Weekday - Noon Friday
173 52%9/1/2021 12:00 PM Weekday - Noon Wednesday
189 56%9/15/2021 1:00 PM Weekday - Noon Friday
184 55%10/15/2021 12:00 PM Weekday - Noon Friday
177 53%10/29/2021 12:00 PM Weekday - Noon Friday
191 57%115 79 17 47 19 7%
78
Weekend Evening Peak Occupancy - Bridger Garage (April 2019 to November 2021)
Total # of
Vehicles
% of Main
Garage
Capacity
Total # of
Transient
Vehicles
Total
Number of
Permit
Vehicles Date Time Designated Peak
Day of
Week
UDC
Hotel
Permits
(Paid
Annual)
Permits
(Paid
Monthly)
UDC Hotel
% of Peak
Occupancy
90 27%84 6 7/27/2019 7:00 PM Saturday - Evening Saturday 3 3 0 3%
82 24%66 16 1/18/2020 7:00 PM Saturday - Evening Saturday 11 3 2 13%
143 43%103 40 1/31/2020 7:00 PM Friday - Evening Friday 9 23 8 6%
92 27%81 11 8/10/2019 7:00 PM Saturday - Evening Saturday 4 6 1 4%
93 28%84 9 8/23/2019 7:00 PM Friday - Evening Friday 1 4 4 1%
119 36%109 10 4/6/2019 7:00 PM Saturday - Evening Saturday 6 2 2 5%
149 44%134 15 7/26/2019 7:00 PM Friday - Evening Friday 6 7 2 4%
155 46%148 7 4/5/2019 7:00 PM Friday - Evening Friday 3 2 2 2%
196 59%178 18 6/8/2019 7:00 PM Saturday - Evening Saturday 5 6 7 3%
247 74%228 19 6/14/2019 7:00 PM Friday - Evening Friday 3 14 2 1%
238 71%226 12 9/13/2019 7:00 PM Friday - Evening Friday 5 6 1 2%
133 40%118 15 9/7/2019 7:00 PM Saturday - Evening Saturday 4 9 2 3%
177 53%141 36 10/1/2019 7:00 PM Friday - Evening Friday 14 12 10 8%
87 26%72 15 10/12/2019 7:00 PM Saturday - Evening Saturday 6 8 1 7%
141 42%127 14 11/22/2019 7:00 PM Friday - Evening Friday 3 6 5 2%
98 29%88 10 11/23/2019 7:00 PM Saturday - Evening Saturday 3 5 2 3%
182 54%170 12 12/6/2019 7:00 PM Friday - Evening Friday 2 5 5 1%
177 53%156 21 12/7/2019 7:00 PM Saturday - Evening Saturday 1 11 9 1%
90 27%82 8 2/15/2020 7:00 PM Friday - Evening Friday 2 4 2 2%
131 39%121 10 2/21/2020 7:00 PM Saturday - Evening Saturday 5 4 1 4%
27 8%23 4 3/13/2020 7:00 PM Friday - Evening Friday 2 2 0 7%
10 3%0 10 3/14/2020 7:00 PM Saturday - Evening Saturday 3 6 1 30%
3 1%2 1 4/24/2020 7:00 PM Friday - Evening Friday 0 1 0 0%
8 2%5 3 4/25/2020 7:00 PM Saturday - Evening Saturday 0 2 1 0%
25 7%13 12 5/29/2020 6:00 PM Friday - Evening Friday 1 3 8 4%
4 1%2 2 5/23/2020 6:00 PM Saturday-Evening Saturday 0 2 0 0%
38 11%17 21 6/19/2020 7:00 PM Saturday-Evening Saturday 5 7 9 13%
53 16%39 14 6/27/2020 6:00 PM Friday - Evening Friday 3 6 5 6%
28 8%23 5 7/18/2020 7:00 PM Saturday-Evening Saturday 0 1 4 0%
30 9%23 7 7/31/2020 7:00 PM Friday - Evening Friday 0 2 5 0%
50 15%38 12 8/21/2020 7:00 PM Friday - Evening Friday 0 6 6 0%
57 17%50 7 8/22/2020 8:00 PM Saturday-Evening Saturday 0 3 4 0%
107 32%9/18/2020 7:00 PM Friday - Evening Friday 0%
126 38%9/25/2020 7:00 PM Friday - Evening Friday 0%
53 16%10/17/2020 8:00 PM Saturday - Evening Saturday 0%
66 20%10/23/2020 8:00 PM Friday - Evening Friday 0%
52 16%11/12/2020 8:00 PM Friday - Evening Friday 0%
27 8%11/27/2020 7:00 PM Friday - Evening Friday 0%
70 21%12/11/2020 7:00 PM Friday - Evening Friday 0%
35 10%12/18/2020 7:00 PM Friday - Evening Friday 0%
48 14%1/23/2021 7:00 PM Saturday-Evening Saturday 20 42%
79 24%1/29/2021 7:00 PM Friday - Evening Friday 17 22%
102 30%73 29 2/19/2021 7:00 PM Friday - Evening Friday 12 10 7 12%
127 38%96 31 2/26/2021 7:00 PM Friday - Evening Friday 8 16 7 6%
135 40%124 11 3/5/2021 7:00 PM Friday - Evening Friday 4 5 2 3%
132 39%116 16 3/26/2021 7:00 PM Friday - Evening Friday 5 4 7 4%
109 33%109 4/9/2021 8:00 PM Friday - Evening Friday
144 43%4/30/2021 7:00 PM Friday - Evening Friday
135 40%5/7/2021 7:00 PM Friday - Evening Friday
130 39%5/21/2021 7:00 PM Friday - Evening Friday
120 36%6/25/2021 7:00 PM Friday - Evening Friday
107 32%6/11/2021 8:00 PM Friday - Evening Friday
112 33%89 23 7/16/2021 7:00 PM Friday - Evening Friday 8 11 4 7%
100 30%81 19 7/30/2021 7:00 PM Friday - Evening Friday 8 7 4 8%
111 33%8/13/2021 7:00 PM Friday - Evening Friday
109 33%8/20/2021 7:00 PM Friday - Evening Friday
237 71%9/10/2021 7:00 PM Friday - Evening Friday
134 40%9/18/2021 7:00 PM Saturday-Evening Saturday
180 54%10/8/2021 7:00 PM Friday - Evening Friday
207 62%10/22/2021 7:00 PM Friday - Evening Friday
104 31%88 14 5 6 4 5%
79
$-
$500.00
$1,000.00
$1,500.00
$2,000.00
$2,500.00
Jan-21 Feb-21 Mar-21 Apr-21 May-21 Jun-21 Jul-21 Aug-21 Sep-21 Oct-21
Net Revenue
80
0
100
200
300
400
500
600
700
800
900
1000
Jan-21 Feb-21 Mar-21 Apr-21 May-21 Jun-21 Jul-21 Aug-21 Sep-21 Oct-21
# of Sessions
81
Month # of Sessions Total Revenue Net Revenue Average Transaction Amount
Jan-21 140 292.00$ 243.00$ 2.09$
Feb-21 224 507.40$ 429.00$ 2.27$
Mar-21 458 1,210.30$ 1,050.00$ 2.64$
Apr-21 440 1,185.00$ 1,031.00$ 2.69$
May-21 420 1,060.00$ 913.00$ 2.52$
Jun-21 656 1,726.60$ 1,497.00$ 2.63$
Jul-21 935 2,348.25$ 2,021.00$ 2.51$
Aug-21 744 1,976.40$ 1,716.00$ 2.66$
Sep-21 607 1,672.45$ 1,460.00$ 2.76$
Oct-21 747 2,037.45$ 1,776.00$ 2.73$
Nov-21
Dec-21
Totals 5371 14,015.85$ 12,136.00$
Monthly Average 537 1,401.59$ 1,213.60$ 2.55$
82