HomeMy WebLinkAbout01-26-22 Transportation Board Agenda & Packet MaterialsA.Call to Order - 6:00 PM
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B.Disclosures
C.Changes to the Agenda
D.Approval of Minutes
D.1 December 22, 2021 Meeting Minutes (Veselik )
E.Public Comments
F.FYI/Discussion
THE TRANSPORTATION BOARD OF BOZEMAN, MONTANA
TB AGENDA
Wednesday, January 26, 2022
1
F.1 Downtown Parking Supply and Demand Management Work Session (Mihelich/Veselik)
F.2 Work Plan for Transportation Advisory Board 2022-2023 (Mihelich/Lonsdale/Veselik)
G.Adjournment
For more information please contact the City Clerk's Office, agenda@bozeman.net
General information about the Transportation Board can be found in our Laserfiche repository.
This board generally meets the fourth Wednesday of the month from 6:00 pm to 8:00 pm.
Citizen Advisory Board 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 406-582-3232 (TDD 406-582-
2301).
2
Memorandum
REPORT TO:Transportation Board
FROM:Mike Veselik, Economic Development Parking Program Manager
SUBJECT:December 22, 2021 Meeting Minutes
MEETING DATE:January 26, 2022
AGENDA ITEM TYPE:Citizen Advisory Board/Commission
RECOMMENDATION:Approve December 22. 2021 minutes.
STRATEGIC PLAN:1.2 Community Engagement: Broaden and deepen engagement of the
community in city government, innovating methods for inviting input from
the community and stakeholders.
BACKGROUND:In accordance with Commission Resolution 5323 and the City of Bozeman's
Citizen Advisory Board Manual, all boards must have minutes taken and
approved. Prepared minutes will be provided for approval by the board at
the next regularly scheduled meeting. Staff will make any corrections
identified to the minutes before submitting to the City Clerk's Office.
UNRESOLVED ISSUES:None.
ALTERNATIVES:As directed by the Transportation Board.
FISCAL EFFECTS:None.
Attachments:
122221 DRAFT Transportation Board Minutes.docx
Report compiled on: January 19, 2022
3
Bozeman City Commission Meeting Minutes, December 22, 2021
Page 1 of 1
THE CITY COMMMISSION MEETING OF BOZEMAN, MONTANA
MINUTES
December 22, 2021
Present: Kelly Pohl, Paul Reichert, Deejay Newell, Courtney Oyler, Bryce Gordon, Christine Roberts,
Shannon Mahoney
Absent: None
A)00:00:42 Call to Order -6:00 PM
Chair Pohl indicated how to give public comment and join the meeting
B)00:02:56 Introductions
Commissioners and Staff introduced themselves
C)00:11:21 Public Comments
Chair Pohl explained public comment
D)00:17:20 FYI/Discussion
D.1 00:17:22 Discussion on Advisory Board Norms
City Manager Mihelich presented on the advisory board norms
D.2 00:36:09 Review of High Performing Boards Manual
Deputy Clerk DiTommaso presented on the High Performing Boards Resolution and Citizen
Advisory Board Manual
D.3 00:55:06 City Ethics On-boarding Training
City Attorney Giuttari facilitated the City Ethics Board Training
D.4 01:36:38 Role of Advisory Board
City Manager Mihelich reviewed the Purpose and Role of the Transportation Board
E)01:49:22 Adjournment
For more information please contact the City Clerks' Office, agenda@bozeman.net
4
Memorandum
REPORT TO:Transportation Board
FROM:Veselik
SUBJECT:Downtown Parking Supply and Demand Management Work Session
MEETING DATE:January 26, 2022
AGENDA ITEM TYPE:Policy Discussion
RECOMMENDATION:Provide a recommendation to the City Commission on whether or not to
pursue paid parking as a demand management strategy to fund future
supply.
STRATEGIC PLAN:4.2 High Quality Urban Approach: Continue to support high-quality planning,
ranging from building design to neighborhood layouts, while pursuing urban
approaches to issues such as multimodal transportation, infill, density,
connected trails and parks, and walkable neighborhoods.
BACKGROUND:Based on an occupancy study conducted in August 2021, the City's Parking
Services division is offering new alternatives for how to manage parking
supply and demand in downtown Bozeman. More detail can be found in the
attached memo.
UNRESOLVED ISSUES:No Unresolved
ALTERNATIVES:Alternatives as proposed
FISCAL EFFECTS:There are upfront capital costs to any decisions. However, revenue
generated from demand management strategies could cover these costs.
Attachments:
Pro Forma Report--City Of Bozeman--On-Street Parking.pdf
Transportation Advisory Board Memo--Parking Work Session
Jan 26 FINAL.doc
Report compiled on: January 21, 2022
5
January 13, 2022
Mike Veselik
Economic Development Program Manager, Parking
City of Bozeman
121 N. Rouse Avenue
Bozeman, MT 59715
Re: Downtown Bozeman Preliminary Parking Proforma
23-008542.00
Dear Mr. Veselik:
Walker Consultants is pleased to submit the enclosed report presenting the preliminary potential parking
revenue, operating expenses, and net earnings associated with managing and operating a paid public parking
system within the proposed Downtown Core of Bozeman, Montana.
In the enclosed report, we project the preliminary potential annual parking demand for the public portion of the
Downtown Core parking system. The projections rely on information compiled from field observations completed
in August 2021, calibrating the anticipated seasonality of those demands to historical lodging and enplanement
data provided by the City of Bozeman.
We appreciate the opportunity to be of service to you on this project. If you have any questions or comments,
please do not hesitate to call.
Sincerely,
WALKER CONSULTANTS
Christina Jones, MBA, CAPP Andrew Vidor
Consultant Director of Studies
10375 Park Meadows Drive, Suite 425
Lone Tree, CO 80124
303.694.6622
walkerconsultants.com
6
Project #
City of Bozeman Preliminary
Parking Proforma
January 20, 2021
Prepared for: City of Bozeman
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Downtown Bozeman Preliminary Parking Proforma
23-008542-00
Contents
Executive Summary 1
Project Background 5
Proposed Area 5
Parking Demand 6
Preliminary Proforma Assumptions 9
Revenue Assumptions 9
Future Parking Demands 9
Meter Violations & Citations 10
Parking Permits 10
Other Revenue Assumptions 11
Expense Assumptions 11
Debt Service Assumptions 25
Parking Access and Revenue Controls 13
Preliminary Proforma Results 15
Scenario 1. Cost Recovery 15
Scenario 2. Cost Recovery Plus 17
Scenario 3. Market Rates 19
On-Street Parking Rates 19
Off-Street Parking Rates 20
Parking Revenue Allocation Options 24
Appendices 27
Limiting Conditions 27
Walker Consultants 29
Revenue Methodology Summary 30
Operations and Maintenance Detailed Projections 31
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Executive Summary
Identified in the 2021 Study, the Downtown public parking supply consistently reaches and, in many areas,
exceeds 85% occupied during much of the typical day, both during the week and on weekends. High, unbalanced
utilization of public parking supplies may limit access to the area for residents, employees, and visitors, but it also
limits further economic development potential. The City is exploring paid parking to manage parking demands,
fund the existing operations and maintenance of the public parking system, and provide a funding source for
future investment in additional parking and transportation demand management strategies. Implementation of
paid parking can also reduce potential subsidizing of Downtown parking management with citywide property tax
revenue from the General Fund. Instead, having those that use and benefit from it directly provide for its financial
burden.
This report presents the preliminary modeling completed to explore potential revenue generated by paid public
parking within the Downtown Core under several rate scenarios. The scenarios included in the analysis are
intended to identify rates that manage parking demands, provide for the ongoing operations and maintenance of
the public parking system within the District, fund additional parking, and potentially support investment in
transportation demand management strategies and Downtown access and mobility initiatives. Rate scenarios are
summarized in Figure E1 with a graphical representation of their resulting potential net revenue and total
expenses. Figure E2, on the following page, summarizes the projections per scenario in more detail. In each
scenario, seasonal paid parking (collected May through September) was assumed to reduce potential impacts to
residents and businesses and their employees. Parking fees charged year-round could substantially increase
potential revenues or reduce the rates necessary to achieve cost recovery. For example. Cost Recovery Plus rates
could decrease from $1.75 to $1.00 per hour on-street with off-street parking reduced from 1.00 to $0.50 per
hour if parking fees are charged year-round and the model still projects enough potential revenue to cover debt
service on a new parking structure and provide funding for reinvestment in the community.
The potential net operating income is presented for the overall system and broken down to show the net income
associated with the on-street and surface lots separate from the net income associated with the Bridger Garage.
When built in 2009, the garage was funded by a combination of federal funding and a TIF bond. A requirement of
the federal funding specifies that any revenue generated by the garage that exceeds its operations and
maintenance must be used to fund transit. This means only net income generated by the on-street and surface lot
spaces can be used to fund debt service on future parking supplies or for reinvestment other than transit.
Figure E1. Hourly Parking Rate Scenarios Evaluated and Resulting Net Revenue and Expense Projections
LOCATION
COST RECOVERY COST RECOVERY PLUS MARKET RATES
Peak* Off-Peak Peak* Off-Peak Peak* Off-Peak
On-Street $ 0.75 Free $1.75 Free $ 1.50 Free
Wilson Lots $ 0.50 Free $ 1.00 Free $ 1.00 Free
Black Lot $ 0.50 Free $ 1.00 Free $ 1.00 Free
Rouse Lot $ 0.50 Free $ 1.00 Free $ 1.00 Free
Bridger Park Garage $ 0.50 Free $ 1.00 Free $ 1.00 Free
*Peak months identified as May through September
$0
$500,000
$1,000,000
$1,500,000
$2,000,000
Cost
Recovery
Cost
Recovery
Plus
Market
Rates
Garage Net Revenue
On-street & Surface Lots Net Revenue
Operations, Maintenance, and Capital
Funding
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Figure E2. Potential Net Income per Scenario, Year 1
COST RECOVERY COST RECOVERY PLUS MARKET RATES
Revenue
Transient Revenue
Permit Revenue
Citation Revenue
$ 607,800
$ 609,600
$ 27,900
$ 1,345,900
$ 609,600
$ 27,900
$ 1,215,500
$ 609,600
$ 27,900
Total Annual Revenue $ 1,245,300 $ 1,983,400 $ 1,853,000
Credit Card Fees $34,400 $55,600 $ 51,800
Net Revenue $ 1,210,900 $ 1,927,800 $ 1,801,200
Operating Expenses
Labor
Utilities
Insurance
Supplies
Routine Maintenance
License Fees & Permits
Contracted Services
$ 207,100
$ 42,100
$ 9,600
$ 21,400
$ 43,600
$ 840
$ 112,800
$ 207,100
$ 42,100
$ 9,600
$ 21,400
$ 43,600
$ 840
$ 112,800
$ 207,100
$ 42,100
$ 9,600
$ 21,400
$ 43,600
$ 840
$ 112,800
Total Operating Expenses $ 437,440 $ 437,440 $ 437,440
Net Operating Income (Loss) $ 773,460 $ 1,490,360 $ 1,363,760
Capital Reserve Funds $ 310,800 $ 310,800 $ 310,800
Year 1 Net Operating Income
(Loss) after Capital Reserve
Funds and Debt Service
(Peak Only)
System
On-Street & Lots
Garage
$ 462,600
$ 178,000
$ 284,660
$ 1,179,560
$ 798,400
$ 381,160
$ 1,052,960
$ 671,800
$ 381,160
Year 1 Net Operating Income
(Loss) after Capital Reserve
Funds and Debt Service
(Year-Round)
System
On-Street & Lots
Garage
$ 1,043,360
$ 663,500
$ 379,860
$ 2,465,860
$ 1,894,600
$ 571,260
$ 1,572,360
$ 1,001,100
$ 571,260
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Figure E3. Potential Net Income per Scenario, Year 1 with Debt Service for New Garage
COST RECOVERY COST RECOVERY PLUS MARKET RATES
Revenue
Transient Revenue
Permit Revenue
Citation Revenue
$ 607,800
$ 609,600
$ 27,900
$ 1,345,900
$ 609,600
$ 27,900
$ 1,215,500
$ 609,600
$ 27,900
Total Annual Revenue $ 1,245,300 $ 1,983,400 $ 1,853,000
Credit Card Fees $34,400 $55,600 $ 51,800
Net Revenue $ 1,210,900 $ 1,927,800 $ 1,801,200
Operating Expenses
Labor
Utilities
Insurance
Supplies
Routine Maintenance
License Fees & Permits
Contracted Services
$ 207,100
$ 42,100
$ 9,600
$ 21,400
$ 43,600
$ 840
$ 112,800
$ 207,100
$ 42,100
$ 9,600
$ 21,400
$ 43,600
$ 840
$ 112,800
$ 207,100
$ 42,100
$ 9,600
$ 21,400
$ 43,600
$ 840
$ 112,800
Total Operating Expenses $ 437,440 $ 437,440 $ 437,440
Net Operating Income (Loss) $ 773,460 $ 1,490,360 $ 1,363,760
Capital Reserve Funds $ 310,800 $ 310,800 $ 310,800
Debt Service for Garage $ 642,500 $ 642,500 $ 642,500
Year 1 Net Operating Income
(Loss) after Capital Reserve
Funds and Debt Service
(Peak Only)
System
On-Street & Lots
Garage
($ 179,840)
($ 464,500)
$ 284,660
$ 537,060
$ 155,900
$ 381,160
$ 410,460
$ 29,300
$ 381,160
Year 1 Net Operating Income
(Loss) after Capital Reserve
Funds and Debt Service
(Year-Round)
System
On-Street & Lots
Garage
$ 400,860
$ 21,000
$ 379,860
$ 1,823,360
$ 1,252,100
$ 571,260
$ 929,860
$ 358,600
$ 571,260
The Seasonal Cost Recovery scenario is not projected to generate a net operating income sufficient to cover the
debt service payment of a new parking structure.
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Project Background
01
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Project Background
As discussed in the September 2021 Downtown Bozeman Parking Study, the downtown public parking system has
been a part of several plans and studies over the past decade. A consistent theme of these plans is the high
utilization of parking within the Downtown Core Area and the "85% Rule" outlined in the area's Strategic Parking
Management Plan. This principle states, "when the parking supply is routinely occupied at 85% or greater during
peak periods, more intensive and aggressive management strategies are called for to assist priority customers in
finding available parking." Discussed further in the 2021 Study, when considered on its own, this "rule" fails to
account for other factors that can and will have a significant impact on the parking system's operations and
customer experience; factors such as traffic congestion, duration of stay and turnover, and enforcement
practices, among others.
The Downtown public parking supply consistently reaches and, in many areas, exceeds 85% occupied during
much of the typical day, both during the week and on weekends, as identified in the September 2021 Study. High
utilization and unbalanced demand can limit access to the area for residents, employees, and visitors and further
economic development potential. The City is exploring paid parking to manage parking demands, fund existing
operations and maintenance of the public parking system, and fund future investment in additional parking and
transportation demand management strategies. Paid parking can also reduce potential subsidizing of Downtown
parking management with citywide property tax revenue from the General Fund. Instead, having those that use
and benefit from it directly provide for its financial burden.
This report presents the preliminary modeling completed to explore potential revenue generated by paid public
parking within the Downtown Core under several rate scenarios. The scenarios included in the analysis are
intended to identify rates that manage parking demands, provide for the ongoing operations and maintenance of
the public parking system within the District, fund additional parking, and potentially provide funding for
reinvestment in the community.
Proposed Paid Parking Area
Using the results of the 2021 Study, the Downtown Core has been identified for consideration of paid parking in
this preliminary revenue modeling effort. As shown in Figure 1, this area comprises 704 on-street spaces, 177
spaces located in four surface lots, and 435 spaces located in the Bridger Garage.
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Figure 1. Downtown Core
Parking Demand
Based on the August 2021 field observations, there is potential to expand the paid area one block north and south
of the Downtown core to include Lamme Street and Olive Street. However, an expansion of this nature would
necessitate the implementation of a residential parking permit zone to ensure residents in these areas are not
negatively impacted by additional parking fees. Because field collections occurred during typical peak conditions
may not reflect the true year-round impacts of downtown parking on these transition areas. These corridors
should be closely monitored for increases in parking demands and potential spillover of downtown parkers
looking to avoid fees. Initially, this may be discouraged by using time limits and residential parking permits, as
necessary. Table 1 summarizes the observed parking utilization within the B-3 District collected in August 2021 for
each weekday and weekend afternoon observation, which are shown in Figure 2 and Figure 3, respectively.
Table 1. Parking Utilization, August 2021
LOCATION INVENTORY WEEKDAY OCCUPANCY WEEKEND OCCUPANCY
On-Street, Core Area 704 86% 77%
Wilson Lots 69 100% 99%
Black Lot 62 98% 100%
Rouse Lot 46 85% 87%
Bridger Park Garage 435 81% 59%
TOTAL 1,346 85% 73%
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Figure 2. Parking Utilization, August 2021 Weekday Afternoon
Figure 3. Parking Utilization, August 2021 Saturday Afternoon
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Preliminary Proforma
Assumptions
02
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Preliminary Proforma Assumptions
In projecting the potential revenue associated with the public parking system within the Downtown Core, the
analysis relies on several assumptions discussed in this section. As used in this report, an "assumption" is an axiom
or proposition included in an analysis to project future performance or events. It is not a guarantee of
performance or representation of a fact that will eventually exist or be attained or reached. Because of the
assumptions' inherent uncertainty and probable variation, actual results will vary from estimated or projected
results, and such variations may be material. Additionally, unforeseen and changed laws, technologies, events, or
circumstances may occur after this engagement and completion of services, rendering this document obsolete.
Revenue Assumptions
Future Parking Demands
Based on the field data collection, Walker projected the monthly parking transaction volumes using observed
parking demands for a typical August weekday and Saturday, and historical bed tax and enplanement data
provided by the City. With both metrics demonstrating a strong correlation with visitor behaviors and consistently
trending, monthly factors were created based on the six-year average reflecting 2016 through November 2021,
not including March through May 2020. To confirm potential impacts of pandemic behaviors did not
disproportionately skew the results, the three-year average of 2019 to 2021 was compared to these monthly
factors and their projected trends through 2021. Table 2 summarizes the resulting monthly factors used in the
transient parking volumes in calculating potential revenues. As shown here, July is anticipated to be the peak
parking demand month.
Table 2. Monthly Factors Applied to Transient Parking Volumes to Reflect Seasonal Parking Demand Fluctuations
OFF – PEAK PEAK OFF - PEAK
JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC
62% 63% 70% 49% 57% 85% 100% 98% 76% 62% 47% 60%
Mountain towns and communities acting as gateways to national parks and areas popular for outdoor recreation
often experience a seasonal influx of visitors. Due to snow removal requirements in the winter that may add
restrictions to on-street parking and encourage the use off-street facilities, it is more common for these
communities to rely on seasonal paid parking fee increases during peak visitor months to support the financial
needs of the parking system. Seasonal paid parking can also help decrease the impact of visitor parking on
residents and area businesses and their employees. For example, the Town of Estes Park provides free and time
limited parking in the winter, with parking fees charged throughout their peak summer season. The City of
Manitou Springs reduces their initial free period from 3 hours once per day in their off-season to 15 minutes once
per day during their peak season. As we considered the impacts and potential revenue generation of the
Downtown Bozeman public parking system, seasonal paid parking was modeling to reduce impacts to residents
and employees.
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In addition to seasonal fluctuations in parking demands, the model anticipates a 10% reduction in volume due to
price elasticity. Originally published in 2004 and updated in November 2021, the Victoria Transport Policy
Institute's Transit Price Elasticities and Cross-Elasticities notes a change from free to priced parking typically
reduces drive-alone commuting by 10-30%. The greatest reduction is generally achieved if pricing is implemented
with improvements in transit service and rideshare programs or other TDM strategies1. Of the vehicles
anticipated to be lost due to the implementation of paid parking, it is assumed that 25% will want to convert to
permits, and 75% will be lost to other modes of access and travel such as carpooling, rideshare, walking, or
choosing alternative destinations.
Meter Violations & Citations
The revenue model also accounts for parkers who choose not to pay for their parking with variables for
reductions to paid transactions due to violations and roll these violations through to potential citation revenue.
Along these lines, it is assumed that 85% of parking sessions will comply and result in a transient revenue-
generating transaction. Of those not captured, it is assumed that 75% of violations will be cited, and of those, 75%
will be collected. For this effort, meter violations are set at $35, and no other potential citation revenue is
included.
Parking Permits
Typical parking permit volumes and existing availability per facility have been provided by the City and
incorporated into the model. The City's feedback shows that permit sales are consistent throughout the year, with
several facilities often experiencing a waitlist. No monthly adjustment factors have been applied to these volumes
based on the reported consistency of permit sales. Increases result from the transient parking assumptions and
the inability of employees working the Downtown Core to move their vehicles to evade parking time limits.
Permits are capped at the availability provided by the City.
Table 3 summarizes the existing permit sales per facility, availability, and projected additional demand based on
the previously outlined transient parking assumptions. As noted here, there is a projected unmet demand for
parking permits that reflects the need for additional public parking supplies both now and in the future to support
the continued economic development of the area and the considerable growth in both population and visitors in
recent years.
Table 3. Parking Permits per Facility
LOCATION EXISTING PERMITS EXISTING AVAILABILITY CONVERTED TRANSIENT DEMAND
On-Street, Core Area 0 0 28
Surface Lots 77 1 21
Bridger Park Garage 456 57 15
TOTAL 533 58 64
1 https://www.vtpi.org/tranelas.pdf
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Other Revenue Assumptions
Aside from parking demands, the field observations collected in August 2021 provided the average duration of
stay for vehicles. To account for the ability to pay to stay, vehicles observed to move between concurrent
collection periods were treated as one length of stay. For example, an observed vehicle parked at one location for
1 hour and 45 minutes and then moved to another location and was parked for 1 hour and 15 minutes was
treated as a single 3-hour transaction for this analysis. Vehicles that left the study area and returned continued to
be treated as separate lengths of stay.
Credit cards are anticipated to account for approximately 95% of transient and permit transactions with a 3%
transaction fee. Credit card fees are treated as a revenue reduction rather than an expense. Additionally, while
typically treated similarly, no sales tax is accounted for in the modeling. While nine federal holidays are assumed
in the model, parking is anticipated to be paid seven days per week, with Sunday experiencing approximately 80%
of the parking volume observed for Saturday.
Expense Assumptions
Annual operating expense projections for the public parking system within the Downtown Core were developed
using Walker's database of historical parking facility operating expenses and existing budget data previously
provided by the City. The projected operating expenses assume the parking system will be managed and operated
based on existing practices and through expansion of staff, as further detailed below.
The projected labor costs shown in the model are based upon estimated staffing schedules developed by Walker
using assumptions provided by the City. In contrast, all other expenses are projected on a cost-per-space basis. A
brief description of the line-item categories included in the model follows below:
• Salaries, Benefits & Workers' Compensation: The staffing plan, positions, and wage structure projected are
projected to provide for the following positions:
• Manager: 1.0 FTE, $40.06 per hour, 27.5% taxes and benefits.
• Customer Service and Parking Enforcement: 2.0 FTE, $19.23 per hour, 26.0% taxes and benefits.
• Maintenance Engineer: 1.0 FTE, $25.19 per hour, 26.0% taxes and benefits.
• Utilities: Assumes the projected cost of electricity, water, and telephone services.
• $0.0979 per kWh, based on the current average commercial rate for Bozeman, MT.
• $64.63 annual lighting cost per off-street space.
• Insurance: Includes the cost of general liability, garage keeper's legal liability, crime, umbrella, and auto
insurance coverages; the cost of property insurance coverage is excluded from the model.
• Assumed at $15 per off-street space.
• Supplies: Includes the projected cost of garage and office supplies, parking tickets, forms, postage,
replacement keycards for contract parking, lamps, bulbs, and employee uniforms.
• Assumed at approximately $12.49 per space in aggregate.
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• Routine Maintenance: Includes the anticipated annual expense to maintain the electrical system, re-
lamping, life-safety systems, doors and locks, keys, parking equipment service agreements, waste removal,
pest control, and routine maintenance.
• The service agreement for parking access and revenue control systems and emergency service
agreement represents a significant portion of the routine maintenance cost at approximately
$14,000 annually.
• Sweeping and restriping represent approximately $7.00 per space.
• Maintenance of the fire prevention, drainage, and electrical systems are projected at
approximately $13,000 annually
• A CCTV System is included at approximately $3,000 per year.
• Office equipment and miscellaneous repairs are estimated at $150 per month.
• The cost of maintaining the elevators serving the parking garage is included at approximately
$2,500 annually, not inclusive of elevator permits.
• License, Permits & Fees: Assumes the projected cost for local business licenses and permits, driveway, and
other permits paid to the local governing agency or agencies.
• Licensing and permits for public operations of the parking system are anticipated at approximately
$780 annually and limited to the annual elevator permits for the garage. As a public agency, it is
anticipated that the parking system is not subject to any licensing fees or driveway permits.
• Contract Services: Includes the projected expense per space for accounting and consulting services and
legal fees.
• Custodial services for off-street facilities are assumed to continue to be provided at the existing
per space cost expanded for all off-street facilities, or approximately $1,925 annually.
• Accounting and legal fees of $3,000 per year are included.
• Waste removal for the off-street facilities is projected at $100 per month, with pest control at $80
per month.
• Annual structural inspections for off-street facilities are included at $2,000 annually.
• Snow removal is included at approximately $68,774 annually for off-street facilities.
In addition to the typical expenses incurred in the operation of a public parking system, Walker also recommends
that parking asset owners set aside funds on an annual basis to help pay for future capital repairs and
maintenance needs. This sinking fund is intended to provide for major equipment replacement and structural
maintenance and repairs, including items such as the following:
• Elevator replacement
• Fire protection and storm drainage piping replacement
• Lighting fixture replacement
• Parking access and revenue control system (PARCS) replacement
• Parking lot crack sealing, pothole repairs, resurfacing, etc.
• Expansion joint replacements
• Repairing or replacing topping membranes
• Routing and sealing of joints and cracks
• Repair or replacement of expansion/construction joints
• Major structural repairs to stairs, floors, columns, and beams
The typical annual sinking fund set aside recommended by Walker is 1% of the per space construction cost of the
facility or $250 per space.
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Parking Access and Revenue Controls
Based on input by City staff, multi-space meters for license-plate-based payments are anticipated for Downtown
Bozeman to integrate with existing mobile license plate recognition (LPR) equipment. However, the specific brand
and placement and infrastructure needs have yet to be determined. Additionally, the off-street parking facilities'
parking access and revenue control systems have not been identified. This effort assumes that approximately 66
payment kiosks at an initial cost of $12,000 per kiosk that accepts cash and credit cards and $10,000 per kiosk
that accepts only credit cards. In additional payment hardware, fixed LPR supporting a gateless operation at the
Bridger Garage is included at a budget of $19,000. Management software and infrastructure improvements to
support these technologies are projected at approximately $48,000. Variations in technologies chosen to manage
the system, optional features, and vendor financing options may differ from these assumptions.
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Preliminary Proforma
Results 03
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Preliminary Proforma Results
Using the assumptions outlined in the previous section, Walker projected parking the potential net income for the
public parking system under three rate scenarios. These scenarios included:
Cost Recovery The cost recovery rate scenario identifies minimum rates necessary projected to provide for the
operations and maintenance of the existing public parking system and the debt service of a future parking
structure.
Cost Recovery Plus The cost recovery plus scenario builds on the base cost recovery structure, increasing rates to
provide funding for reinvestment within the community.
Market Rates The market rate scenario evaluates a rate schedule developed based on the parking fees charged by
peer and aspirational agencies.
Scenario 1. Cost Recovery
Under the Cost Recovery scenario, parking rates are identified to provide the lowest rate necessary to provide for
the parking system's operations and maintenance. With peak season on-street parking priced at $0.75 per hour
and off-street at $0.50 per hour, and off-peak season parking continued to be provided free with time limits, the
parking system is projected to net just over $462,660 annually, as summarized in Table 4 on the following page.
However, because net operating income from the Bridger Garage must be allocated to transit service, the on-
street and surface parking lots must absorb the full burden of any potential reinvestment in the community
beyond transit. The net operating income not including the Bridger Garage is projected at approximately
$178,000 per year. This projects approximately $284,660 annually in potential transit funding from the operations
associated with the garage. While this scenario maintains existing permit rates and free parking during the off-
season, the rates may severely limit the ability to reinvest in the District's access and mobility future beyond
transit services funded by the garage. As discussed more in the Parking Revenue Allocation Options section on
Page 23, this scenario would not provide for the full amount of the debt service necessary to fund a new parking
structure. Figure 4 summarizes the seasonality of the parking revenue anticipated in the initial stabilized year
compared to the system's expenses.
Figure 4. Preliminary Proforma Results, Cost Recovery Year 1
$0
$50,000
$100,000
$150,000
$200,000
$250,000
$300,000
$350,000
$400,000
Total Capital Repairs & Replacement
Funding, System
Total Operating Expenses, System
Net Revenue, System
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Table 4. Proforma Results, Cost Recovery Year 1
System
On-street
& Surface
Lots
Garage
Revenue
Transient Revenue $607,800 $508,200 $99,600
Permit Revenue $609,600 $58,800 $550,800
Citation Revenue* $27,900 $21,100 $6,800
Total Revenue $1,245,300 $588,100 $657,200
Credit Card Fees $34,400 $15,900 $18,500
Net Revenue $1,210,900 $572,200 $638,700
System
On-street
& Surface
Lots
Garage
Operating Expenses
Labor - Taxes & Benefits $207,100 $140,000 $67,100
Utilities - Electric & Telephone $42,100 $28,200 $13,900
Insurance - GL/GKLL $9,600 $6,000 $3,600
Supplies $21,400 $14,300 $7,100
Routine Maintenance $43,600 $29,300 $14,300
License Fees & Permits $840 $0 $840
Contracted Services $112,800 $63,600 $49,200
Total Operating Expenses $437,440 $281,400 $156,040
Net Operating Income (Loss), Before Reserve Funding $773,460 $290,800 $482,660
Capital Repair & Replacement Fund
Technology $88,800 $81,600 $7,200
Parking Supply $206,400 $26,400 $180,000
Lighting System Replacement $15,600 $4,800 $10,800
Total Capital Repairs & Replacement Funding $310,800 $112,800 $198,000
Net Operating Income (Loss), After Reserve Funding $462,660 $178,000 $284,660
*Citation revenue is representative of only the violations related to the assumptions outlined on page 9.
Should parking be implemented year-round, rather than seasonally, preliminary modeling results in a
potential net income of $1,043,360 with on-street rates at $0.75 on-street and $0.50 per hour off-street
maintained year-round. In this scenario, $379,860 in potential net operating income is attributable to the
garage, with approximately $663,500 potential revenue projected for the on-street and surface lots.
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Scenario 2. Cost Recovery Plus
Under the Cost Recovery Plus scenario, parking rates are identified to provide the rate necessary to provide for
the parking system's identified needs and generate additional positive net revenues intended to reinvest in the
District's access and mobility. Expenses include the parking system's operations and maintenance. With peak
season on-street parking priced at $1.75 per hour and off-street at $1.00 per hour, the parking system is
projected to net approximately $1,179,560 in potential net income. As summarized in Table 5 on the following
page, approximately $798,400 of this potential net income is attributable to the on-street and surface lot spaces,
while $381,160 is projected to be generated by the garage. This scenario provides reinvestment opportunity in
the District's access and mobility future, including potential coverage of debt financing for a new parking
structure, and the increased differential in on- and off-street parking locations will encourage efficient
distribution of parking demand. While this scenario does present the highest rates evaluated, they are relatively
in line with market rates.
Figure 5 summarizes the seasonality of the parking revenue anticipated in the initial stabilized year compared to
the system's expenses.
Figure 5. Proforma Results, Cost Recovery Plus
$0
$50,000
$100,000
$150,000
$200,000
$250,000
$300,000
$350,000
$400,000
Total Capital Repairs & Replacement
Funding, System
Total Operating Expenses, System
Net Revenue, System
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Table 5. Proforma Results, Cost Recovery Plus Year 1
System
On-street
& Surface
Lots
Garage
Revenue
Transient Revenue $1,345,900 $1,146,900 $199,000
Permit Revenue $609,600 $58,800 $550,800
Citation Revenue* $27,900 $21,100 $6,800
Total Revenue $1,983,400 $1,226,800 $756,600
Credit Card Fees $55,600 $34,200 $21,400
Net Revenue $1,927,800 $1,192,600 $735,200
System
On-street
& Surface
Lots
Garage
Operating Expenses
Labor - Taxes & Benefits $207,100 $140,000 $67,100
Utilities - Electric & Telephone $42,100 $28,200 $13,900
Insurance - GL/GKLL $9,600 $6,000 $3,600
Supplies $21,400 $14,300 $7,100
Routine Maintenance $43,600 $29,300 $14,300
License Fees & Permits $840 $0 $840
Contracted Services $112,800 $63,600 $49,200
Total Operating Expenses $437,440 $281,400 $156,040
Net Operating Income (Loss), Before Reserve Funding $1,490,360 $911,200 $579,160
Capital Repair & Replacement Fund
Technology $88,800 $81,600 $7,200
Parking Supply $206,400 $26,400 $180,000
Lighting System Replacement $15,600 $4,800 $10,800
Total Capital Repairs & Replacement Funding $310,800 $112,800 $198,000
Net Operating Income (Loss), After Reserve Funding $1,179,560 $798,400 $381,160
*Citation revenue is representative of only the violations related to the assumptions outlined on page 9.
Should parking be implemented year-round, rather than seasonally, preliminary modeling results in a potential net
income of $2,465,860 with on-street rates at $1.75 on-street and $1.00 per hour maintained year-round. In this
scenario, $571,260 in net operating income is attributable to the garage, with just under $1.9 million potential
revenue projected for the on-street and surface lots.
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Scenario 3. Market Rates
Under the Market Rate scenario, parking rates are based on those charged at peer and aspirational agencies.
Parking rates of four peer agency core main street areas and Montana State University were analyzed to inform
market rate conditions. Agencies included in this analysis are Missoula, MT; Bend, OR; Estes Park, CO; and Provo,
UT, are were chosen due to one or more of the following reasons:
• population served
• active downtown/main street area
• university presence
• geographic proximity to a national park
• similar climate consideration
• seasonal tourism is driven by outdoor recreation
On-Street Parking Rates
Table 6 outlines on-street public parking rates and restrictions for each agency.
Table 6. On-Street Public Parking Rates per Agency
PEER CITY/TOWN PRICE
CATEGORY RATE TIME
RESTRICTIONS NOTES
City of Provo, UT All Users Free 2 Hours
Provo is considering
implementing on-street paid
parking near BYU as of
November 2021 and the
existing residential parking
permit program.
City of Bend, OR All Users Free 2 Hours Downtown Core area
City of Missoula, MT
Visitors
Hour 1 $1.00
Hour 2 $1.00
Hour 3 $1.50
Hour 4 $2.00
Hour 5 $2.50
Hour 6 $3.00
Hour 7 $3.50
Hour 8 $4.00
Mon-Sun,
9 AM - 5 PM
$18.50 Daily max fee
Rate for visitors
Employees
& Residents $1.00 per hour Mon-Sun,
9 AM - 5 PM
$2.00 Daily max fee
$35.00 per month permit
available for select locations
Town of Estes Park, CO
Winter Free
1-3 Hours Select streets
Summer
$2.00 per hour
Mon-Sun,
10 AM - 6 PM Along Park Lane
Free 1-3 Hours Select streets
Average per Hour (First Two Hours) $1.50 Excludes special rates for employees and
residents Average per Hour (Every Hour After 2 Hours) $2.64
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Only the City of Missoula charges for on-street public parking year-round of the four agencies reviewed. The City
of Missoula currently uses a graduated rate schedule for its core-area on-street public parking, increasing 50
cents for every hour past the first two hours, up to a maximum possible daily parking fee of $18.50. In Missoula,
employees and residents qualify for alternative lower rates.
However, the City of Estes Park charges for on-street parking along select streets during the summer, reflective of
their peak visitor period between May and October. However, residents within the Estes Parking R3 School
District, with proof of residency, may apply for a Local Permit that provides 60 minutes of free parking per day in
paid facilities, including on-street paid areas.
The average rate per hour for on-street parking for the first two hours is $1.50. The average rate for every hour
after the first two hours is $2.64 per hour. The average daily max rate for paid on-street parking is $17.25.
All agencies included in the analysis impose a time restriction for its on-street public parking, at least during
enforcement hours, ranging from 1 to 4 hours.
Off-Street Parking Rates
Table 7, on the following page, outlines off-street public parking rates observed for the four agencies and
Montana State University.
The City of Bend offers an income-qualifying discount for monthly permits in the Centennial Garage and Newport
Ave Lot. Those that qualify for the discount must make less than $17 per hour, including any applicable tips, and
there is no requirement for the number of hours the wage is applied in a pay period.
While Estes Park does not provide a monthly permit option, they provide an option for a $10 overnight parking
pass during its seasonal paid period in one of its public parking facilities. The City of Missoula provides parking
permit options for both their off-street facilities and select on-street locations. Permits are location specific with
off-street facilities ranging from $40 to $85 per month, based on if it is a surface lot or structure and demand for
the facility. On-street permits are specific to a designated block and cost $35 per month. Four have current permit
availability of the City of Missoula's 26 permitted facilities and blocks. The remaining 22 have reached their
maximum permit allocations. Table 7 includes a sample of several representative parking facilities, but it does not
represent all of the City's managed facilities.
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Table 7. Off-Street Public Parking Rates per Agency
AGENCY FACILITY HOURLY RATE PERMIT RATE NOTES
City of Provo
Town Square Garage $2 per entry NA Mon-Sun,
6 AM - 2 AM
Wells Fargo Tower Garage
Free NA 2 hours max Utah State Garage
Utah County Parking Lot
Utah County Garage
City of Bend
Mirror Pond Lots $1 per hour NA 6 hours max
Greenwood Wall Lot $1 per hour NA 4 hours max
Troy Field Lot
$1 per hour up to 6 hours
$ 10-day rate (7+ hours)
NA
Newport Lot $20 per month
Centennial Garage $40 per month
City of Missoula
Bank Street Structure
$1 per hour
$75-85 per month
Mon-Fri,
8 AM-5 PM
New Park Lot $60 per month
Kiwanis Park Lot NA $40 per month
Engine Lot NA $50 per month
Central Park Structure
1st hour free then
$1.00 per hour
$75-85 per month
Mon-Fri,
8 AM-6 PM Park Place Structure
$85 per month
Roam Structure
Town of
Estes Park
Winter
All Public Surface Lots
Free NA
Visitor Parking Structure
Summer
Surface Lots
(All but W. Riverside Lot) Free Resident permits
provide up to 60
minutes per day. They
are free but require
preregistration.
Employee permits are
$40 per year
Loading permits are
$80 per year and apply
mainly to tour
operators. Mail and
package delivery and
commercial freight for
essential goods are
exempt.
West Riverside Lot Free, limited to 3 hours
Seasonal Paid Public
Parking Lots (8 Lots) $2 per hour
Mon-Sun,
10 AM-6 PM
May 28-Oct 17
Visitor Parking Structure Free $10 per night
Montana State
University
Parking Garage
$5 for the 1st hour, then
$2.50 per hour
$12 daily max
$630 per year
$365 per Fall or Spring
semester only
6 AM-8 PM Lot 16 NA $860 per year
Lot 24 NA
$560 per year
$325 per Fall or
Springs semester only
Harrison St. Lot
$4 for the 1st hour, then
$1.00 per hour
$8 daily max
NA 6 AM-6 PM
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With peak season on-street parking priced at $1.50 per hour and off-street at $1.00 per hour, the parking system
is projected to net a potential $1,052,960 annually. As summarized in Table 8 on the following page,
approximately $671,800 of this potential revenue is projected to be generated by the on-street and surface lot
spaces. The $381,160 in potential revenue projected from the garage is required to be invested in transit services
per the requirements of its original funding agreement. This scenario provides reduced potential reinvestment
opportunity in the District's access and mobility future and the reduced differential in on- and off-street parking
locations may not have as strong an influence in efficiently distributing the parking demand as alternative rate
structures. Additional investment in signage and wayfinding may also be necessary to achieve the demand
distribution goals.
Figure 6 summarizes the seasonality of the parking revenue anticipated in the initial stabilized year compared to
the system's expenses.
Figure 6. Proforma Results, Market Rates Year 1
$0
$50,000
$100,000
$150,000
$200,000
$250,000
$300,000
$350,000
$400,000
Total Capital Repairs & Replacement
Funding, System
Total Operating Expenses, System
Net Revenue, System
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Table 8. Proforma Results, Market Rates Year 1
System On-street &
Surface Lots Garage
Revenue
Transient Revenue $1,215,500 $1,016,500 $199,000
Permit Revenue $609,600 $58,800 $550,800
Citation Revenue* $27,900 $21,100 $6,800
Total Revenue $1,853,000 $1,096,400 $756,600
Credit Card Fees $51,800 $30,400 $21,400
Net Revenue $1,801,200 $1,066,000 $735,200
System On-street &
Surface Lots Garage
Operating Expenses
Labor - Taxes & Benefits $207,100 $140,000 $67,100
Utilities - Electric & Telephone $42,100 $28,200 $13,900
Insurance - GL/GKLL $9,600 $6,000 $3,600
Supplies $21,400 $14,300 $7,100
Routine Maintenance $43,600 $29,300 $14,300
License Fees & Permits $840 $0 $840
Contracted Services $112,800 $63,600 $49,200
Total Operating Expenses $437,440 $281,400 $156,040
Net Operating Income (Loss), Before Reserve Funding $1,363,760 $784,600 $579,160
Capital Repair & Replacement Fund
Technology $88,800 $81,600 $7,200
Parking Supply $206,400 $26,400 $180,000
Lighting System Replacement $15,600 $4,800 $10,800
Total Capital Repairs & Replacement Funding $310,800 $112,800 $198,000
Net Operating Income (Loss), After Reserve Funding $1,052,960 $671,800 $381,160
*Citation revenue is representative of only the violations related to the assumptions outlined on page 9.
Should parking be implemented year-round, rather than seasonally, preliminary modeling results in a potential net
income of $1,572,360 with on-street rates at $1.50 on-street and $1.00 per hour maintained year-round. In this
scenario, $571,260 in net operating income is attributable to the garage, with just over $1 million potential
revenue projected for the on-street and surface lots.
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Parking Revenue Allocation Options
Reinvesting a portion of the net operating income from paid parking operations is a concept that is being
implemented in communities across North America. Proceeds can be used to reinvest in the district(s) from which
they are collected. The funds can be used to fund specific transportation demand management initiatives. A
Parking Revenue Allocation Policy for the City of Bozeman’s parking program should identify how net returns are
distributed, and the ability to reinvest a portion of the net income to be reinvested into the area within which
they were collected. The policy should identify ways to make these investments and how the funds are managed.
The below list provides examples of how communities have reinvested net operating income generated by their
parking departments:
• Additional parking supplies
• Gateway improvements
• Roadway improvements
• Corridor landscaping and design
• New parking supplies
• Reconfiguration and improvements to existing parking supplies
• Streetscaping
• Holiday decorations
• Bicycle infrastructure
• Signage and wayfinding
• Bike/scooter program
• Trail development and maintenance
• Alley improvements such as art installations and lighting upgrades
• Upgraded parking technology to improve customer experience
• Long term planning initiatives
• District security
• Free or subsidized district circulator shuttle services
• Sidewalk improvements
• Provide discounted or free parking or transit for
o Active and retired members of the military
o Personal attendants and aides accompanying passengers with mobility or medical needs
o Seniors
o Students
o Individuals with Disabilities
o Individuals that have a household income at or below an established percentage of the Federal
Poverty Level or Area Median Income
The Parking Revenue Allocation Policy could identify general guidelines for fund allocation as percentage of net
revenues rather than a set dollar amount. The final allocation and policy should consider the City’s goals for
economic development and sustainability and align with any Master or Transportation Plan for the community
and B-3 District.
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Debt Service for a New Parking Structure
A new parking structure is assumed at the cost of approximately $16,590,000. The location and structure
combination presenting the second highest cost from the Downtown Parking Structure Matrix Cost Projections
was chosen to provide a higher expense projection of that would lead to a more conservative evaluation of a rate
scenario’s ability to fund the cost. The highest parking structure cost option evaluated in that matrix was noted as
privately held land owned by an unwilling partner and was therefore not included.
Similarly, to provide a conservative potential net income projection, the lowest TIF funding contribution projected
by the City was included to reduce the amount to be funded. The amount assumed to be provided by TIF funds is
$7,551,940, leaving $9,038,060 to be funded. Using the financing terms provided by the City of 3.615% and 20
years, an annual level debt service payment of approximately $642,563 was calculated.
Figure 7 summarizes the ability of the existing parking system to fund the debt service of a new parking structure
based on the net income after reserve funding of the on-street and surface lot spaces. Because net income from
the garage is restricted, it is not included in this evaluation for debt service coverage. It should be noted,
however, that once a new structure is brought online, its operations and maintenance will increase the overall the
system’s operations and maintenance expenses, which are not reflected here. To that same end, a new parking
structure could accommodate latent and new parking demands not currently reflected due to the existing’s
system limited capacity and high utilization.
Figure 7. Debt Service Potential Coverage by Existing Parking System per Scenario
$0
$200,000
$400,000
$600,000
$800,000
$1,000,000
$1,200,000
$1,400,000
$1,600,000
$1,800,000
$2,000,000
Cost Recovery
Rates
Cost Recovery
Plus Rates
Market Rates
Seasonal Paid Parking NOI
Annual Paid Parking NOI
Debt Service on New Garage
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Appendices
04
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Appendices
Limiting Conditions
RELIANCE ON INFORMATION PROVIDED BY OTHERS - Any estimates or projections provided by WALKER
will be premised upon assumptions provided by the CLIENT. As used herein, an "assumption" is an axiom
or proposition included in an analysis to project future performance or events. It is not a guarantee of
performance or representation of a fact that will eventually exist or be attained or reached. CLIENT fully
understands that WALKER must utilize such "assumptions" to perform feasibility or other analyses.
Furthermore, CLIENT fully understands that WALKER is not an auditor or a certified public accountant and
will not independently review or investigate misrepresentations, fraud, misappropriation, completeness
or accuracy of the information or assumptions provided by CLIENT, its agents, representatives, or others
supplying information or data to WALKER for its use in performance of the Services. WALKER may draw
certain assumptions from its past work on other projects of similar or like nature, and will do so in a
manner consistent with the standard of care within the profession. CLIENT fully understands that,
because of the inherent uncertainty and probable variation of the assumptions, actual results will vary
from estimated or projected results and such variations may be material. As such, WALKER makes no
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FINANCIAL PROJECTIONS - WALKER may compile, from information and assumptions provided by CLIENT,
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achieved will vary from the projections and variations may be material.
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technologies, events or circumstances may occur after the course of this engagement and completion of
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shall be liable to the other or shall make any claim for any incidental, indirect or consequential damages
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Walker Consultants
Walker has worked with many mountain towns, destination communities, and college towns along the
Rocky Mountain range and throughout the United States. Through these engagements, we have learned
the unique challenges these communities face. The parking and mobility decisions you make are affected
by the environment, Town/Gown relationships, and often competing needs between your residents,
students, businesses, and visitors. Additionally, the synergy of programs is even more critical when you
have a destination center in your community such as the gateway to Yellowstone National Park and Big
Sky. Working with municipalities, state agencies, universities, resorts, and developers, the projects we
have had the opportunity to work on span a great deal of variety, including planning, design, operations,
and preservation. While the type of work has varied, the common theme focuses on the user of the
system.
Founded in 1965, Walker Consultants has completed 325 financial studies supported by over 300
professionals across its 22 offices. Walker is one of the few firms nationwide that has a proven track
record of parking system financial analysis. Our firm has been involved in many of the major parking-
related monetization arrangements that have closed in the last decade. This includes transactions such as
the Ohio State parking concession agreement, the Chicago Park’s District asset monetization, the City of
Pittsburgh downtown parking monetization, and similar investigations by Indiana University, the City of
Cincinnati, the University of Kansas, and the University of Florida.
Based on our work with asset owners and operators, Walker maintains a database of income and expense
statements for over 500 stand-alone parking facilities throughout the U.S. This database is leveraged to
ensure that our financial analyses reflect realistic estimates of operating expenses for a given market.
From a single facility to much larger systems, Walker is a trusted name in providing due diligence, market
analysis, income and expense proformas, and other services for the purposes of bond financing and/or
the sale of parking assets. In the past, our work has been specifically requested by well-known financial
advisors and underwriters including Goldman Sachs, Morgan Stanley, HSE & Co., Ernst and Young
Investment Advisors, and Royal Bank of Canada (RBC).
37
DRAFT Downtown Bozeman Preliminary Parking Proforma
23-008542-00
WALKER CONSULTANTS.COM WALKER CONSULTANTS | 30
Revenue Methodology Summary
• Parking volume is based on data collected August 2021. Data was collected during a
representative period in the peak summer season.
• Seasonal, monthly calibration applied using and checking against the Bed Tax trends (1987-2021)
and enplanements (2016-2021).
• We also looked at the trends not including 2020-2021 to ensure pandemic did not skew trends.
• No background population or tourism growth factor applied to remain conservative.
• Sunday is assumed to operate at approximately 80% of the Saturday volume.
• Assumed 10%, or 1 in 10, current parkers to be price sensitive (approximately 125 vehicles on a
typical August weekday).
o Of these price sensitive parkers, 25% would want to purchase a permit rather than pay
hourly (32 parkers on each the weekdays and weekends).
o Of these price sensitive parkers, 75% would find alternative transportation to the area or
an alternative destination (93 parkers on a typical August weekday).
o Other than conversion of hourly to permit parkers, no additional permit demand was
included to remain conservative.
• No additional development of other new parking demand is assumed to remain conservative.
• We assumed 15% of hourly parkers would not pay the meter fee.
o Of these violators, 75% are assumed to receive a citation.
o Of those cited, 75% of fines are assumed to be collected.
o No other enforcement revenue is included to remain conservative.
o No seasonal adjustment is included in the year-round projections to reflect reduced
visitor presence (residents generally need less ongoing education and are more
incentivized to pay fines).
38
DRAFT Downtown Bozeman Preliminary Parking Proforma
23-008542-00
WALKER CONSULTANTS.COM WALKER CONSULTANTS | 31
Operations and Maintenance Detailed
Projections
Year 1 Garage On-Street and
Surface Lots
OPERATING EXPENSES
Spaces 1,337 435 902
Labor - Taxes & Benefits 207,000 67,300 139,700
Sub-Total - Labor (refer labor tab detail)163,300 53,100 110,200
Sub-Total - Taxes/Benefits/W/C. (refer labor tab detail)43,664 14,200 29,464
Utilities - Electric & Telephone 42,000 13,700 28,300
Total lamp plus ballast watts 190
Annual Hours of Operation (hours/day x 365 days/yr.)24 8,760
Annual kW hours per fixture (watts x hrs. / 1,000)1,664
Local Cost (per kWh) 0.0979$ -
Annual Cost per Fixture 162.94$
Lamp Spacing (coverage area / sq. ft.)900
Annual Lighting (cost / sq. ft.)0.181$
Parking Stall Size (sq. ft.)357
Annual Lighting Cost (per space)64.63$
Number of Spaces in Parking Structure 612
Electric (cost / month)3,296.37$ 12 39,600 12,900 26,700
Telephone (cost / month)200.00$ 12 2,400 800 1,600
Insurance - GL/GKLL 9,200 3,000 6,200
Garage Liability (= $ / space)15.00$ 612 9,180 3,000 6,180
Supplies 21,800 7,100 14,700
Parking Tickets (cost / space/ year)2.45$ 1,337 3,276 1,100 2,176
Printed Forms (cost / space / year)2.90$ 633 1,836 600 1,236
Office Supplies (cost / space)3.00$ 633 1,899 600 1,299
Garage Supplies (cost / space)6.00$ 1,337 8,022 2,600 5,422
Uniforms ( cost / employee / year x FTE)1,700.00$ 4.00 6,800 2,200 4,600
Routine Maintenance 43,300 14,100 29,200
Drainage System (cost / sq. ft.)0.020$ 155,295 3,106 250 2,856
Electrical - Relamping (cost / sq. ft.)0.010$ 155,295 1,553 1,500 53
Domestice Backflow Mtc 250.00$ 1 250 100 150
Fire - Fire Ext. and cabinets 2,000.00$ 1 2,000 2,000 -
Fire System Testing and Monitoring 1,650.00$ 1 1,650 1,650 -
H.V.A.C. annual certification and mtc 2,000.00$ 1 2,000 3,500 (1,500)
Line Striping (cost / space) 50% of total spaces annually 7.00$ 633 4,431 1,400 3,031
License plate recognition (LPR) system (10% of initial cost / year)4,700.00$ 2 9,400 3,100 6,300
Access & Rev. Control Equip. - Service Agreement (10% of initial cost / year)$2,800 1 2,800 900 1,900
Access & Rev. Control Equip. - Emergency Service (cost / month)150.00$ 12 1,800 600 1,200
Sand and Soil Seporator Maintenance $10,000 1 10,000 10,000 -
Elevator Cabs 2
Elevator - Maintenance Agreement (cost/ cab/ occurence)125.00$ 4 1,000 1,000 -
Elevator monitoring & repairs 1 1,480 1,480 -
Office Equipment (cost / month)100.00$ 12 1,200 400 800
Miscellaneous Repairs (cost / month)50.00$ 12 600 200 400
License Fees & Permits 800 800 -
Elevator Permits (annual cost / cab)390.00$ 2 800 800 -
Contracted Services 112,500 48,900 63,600
Security - Unarmed (rate/hr. x annual hours)45.00$ 365 16,425 5,300 11,125
Custodial Service (monthly invoice fee by contract x 12 months)1,925.00$ 12 23,100 4,200 18,900
Accounting Fees (cost/year)2,000.00$ 1 2,000 700 1,300
Legal Fees (cost/year)1,000.00$ 1 1,000 300 700
Snow Removal (annual budget per space)129.03$ 533 68,774 38,000 30,774
Waste Removal (cost / month)100.00$ 12 1,200 400 800
Annual Building Inspection (per structure)2,000.00$ 1 2,000 2,000 -
Total - Operating Expense 436,600 154,900 281,700
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Page 1 of 6
MEMORANDUM
REPORT TO:Transportation Advisory Board
FROM:Jeff Mihelich, City Manager
Mike Veselik, Economic Development Program Manager
RE:Parking Supply and Demand Management Work Session
MEETING DATE:January 26, 2022
AGENDA ITEM: Work Session
RECOMMENDATION: Provide a recommendation to the Bozeman City Commission
regarding the future of parking supply and demand management in the downtown
core, specifically about on street paid parking.
BACKGROUND: Parking in downtown Bozeman is a key component of the long-
term health, vibrancy, and success of the downtown economy. Further, parking is
only one part of a transportation movement. With the creation of the Transportation
Advisory Board, the City of Bozeman now has the capacity to examine parking as
one component to creating a robust transportation network. Taking steps toward
creating supply and managing demand will allow the City to improve the
transportation experience for all users.
In 2016, the Bozeman Parking Commission adopted a Downtown Strategic Parking
Management Plan (DSPMP).The DSPMP lays out 26 strategies to manage the
downtown parking system. Since its adoption in 2016, the Parking Commission and
staff have made significant progress on many of the goals. However, some of the
most consequential goals remain outstanding.
To solicit new community input on these goals, city staff undertook a community
engagement effort in January, February, and March 2021. More than 100 residents
and community members participated in several facilitated conversations. The goal
of the engagement effort was to collect input from community members that do not
attend monthly Parking Commission meetings. Staff received excellent input from
the broader community including 1) desire for action rather than further analysis,
2) more active management effort in the downtown, and 3) exploration future
supply if circumstances merit. The input from the community informed the work of
the Parking Commission and staff through the end of 2021.
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Page 2 of 6
At the April 2021 meeting, the Parking Commission adopted a work plan and
formed two subcommittees based on the input from the community. The
subcommittees consisted of a Policy Subcommittee and a Capacity Subcommittee.
While the Policy Subcommittee focused on parking minimums, the Capacity
Subcommittee focused on topics relating to 1) reducing demand in the downtown
parking management district, 2) creating options for employees, 3) unlocking
existing supply, and 4) creating new parking supply. The Capacity Subcommittee
drafted a set of priorities for the new Transportation Board to consider in creating
capacity. The Parking Commission adopted those priorities via Resolution 2021-06
including:
1. New standards for bike parking
2. Support for the expansion of public transit
3. Encouraging the City to enter into shared use agreements with downtown
property owners
4. Creation of an employee permit program
5. Special event parking and transportation services
6. Support for additional research into the construction of new parking
supply
OCCUPANCY STUDIES OF DOWNTOWN: The main data point for decision making
in parking services for downtown Bozeman is monitoring our occupancy numbers
on-street and off-street in the downtown core so that Parking Services can
efficiently identify trends in occupancy and take the appropriate actions to mitigate
negative effects on the user experience. Prior to this summer, the last manual
occupancy count was done in 2017.
The City regularly monitors occupancy in the garage via fixed license plate reader
(LPR) technology. Staff is in the process of installing standalone occupancy
technology in all the surface lots. Measuring on-street occupancy is the hardest task.
Cities across the country struggle with the best method to monitor on-street
occupancy consistently without major capital investments.
In June 2020, the City of Bozeman began to design a method for collecting on-street
data using the city’s mobile LPR technology typically used for enforcement. Since
then, staff has collected, analyzed, and sharedregular occupancy data for on-street
public parking. During this development and trial period, staff noticed discrepancies
in the data that were not aligning with observations. Therefore, to determine the
accuracy of mobile LPR, staff contracted with Walker Consultants (Walker) to
conduct an occupancy study of downtown public parking.
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Page 3 of 6
Luckily, as Walker was conducting the study, staff discovered errors with the data
that have been corrected. The map is now available on the city’s website and is
updated with our most recent data.
Even with the correct data coming in from mobile LPR collection, staff desired to
have the most accurate collection method available to inform decisions—a manual
occupancy count. A manual count is important because mobile LPR collection has a
margin of error of +/- 10 percent. Therefore, a manual count can verify the accuracy
of the mobile LPR collection and provide better information to make decisions.
Walker shared the results of the study with staff and the Parking Commission in
September and October, 2021. The study showed occupancy throughout the
downtown area approaching or above 85%. The 85% rule is a widely accepted
standard in the parking industry of a “full” block or off-street facility. At 85%
occupancy, a parker can expect one open spot per block face in an on-street system
or a few spots open in an off-street facility. Parking programs must increase
management efforts to ensure parking remains readily available when systems
regularly trip the 85% threshold. The best systems will have management tools in
place long before the system is regularly at 85% and adjust the tools as needed to
ensure parking remains available.
CREATING SUPPLY AND MANAGING DEMAND:Regardless of how well Parking
Services is able to manage demand, the City of Bozeman should continue exploring
ways to create more options for parkers in the downtown Bozeman area. As new
residents continue to move in, tourists choose to enjoy the beauty of our
community, and businesses and developments locate downtown, they will look for a
place to park their vehicles. Biking, walking, or taking public transit may not always
be an option. Therefore, the City should continue to pursue shared-use agreements
with willing partners in the downtown and attempt to unlock more private supply.
However, that will likely not be enough. The City must take meaningful action to
fund the creation of a new parking garage similar in size to the Bridger Park Garage.
The simplest and easiest way to contribute to the construction of a new parking
garage is for the City to provide funding to support the effort through an on-street
paid parking program. On street paid parking is a way to manage demand and
generate revenue to support future parking structures in the downtown area.
Further, the users of the parking and transportation system are paying for
improvements and expansion to said system. In addition, the 2016 Downtown
Strategic Parking Management Plan calls for the City to explore a paid parking
solution to expand parking supply when data demonstrates the need. The data
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illustrates a need for paid parking as one of many tools in the Parking Services
program’s toolbox to manage parking in the downtown Bozeman area.
With this in mind, after the required RFQ process, staff selected Walker Consultants
(Walker) for a term contract to provide support to the program in exploring the
options for paid on street parking in the downtown core. Walker provided a pro
forma study of the revenue that could be generated by charging for on street
parking. The figure below shows the rates that could be charged from May 1
through September 30, the time with the highest tourist demand on the system, and
the amount of revenue generated. In all three rate scenarios, Walker calculated the
cost of debt service on bonds issued to support the construction of a new parking
structure. Staff are confident in the accuracy of the model because of Walker’s
experience in the industry working with other municipalities and their conservative
financial assumptions.
UNINTENDED CONSEQUENCES OF PAID PARKING: An efficient paid on-street
parking system could lead to unintended consequences like rent seeking behavior of
parkers in the downtown—i.e. parking in unregulated areas outside of the
downtown core. To remedy this potential negative outcome, past Parking
Commissions and the City Commission adopted Ordinance 2033 in August of 2020
which allows for the creation of parking benefit zones (PBZ). A PBZ is an inclusive
permit program that provides permits to residents in the permit area—eligible
neighborhoods extend 1,000 feet from the downtown B-3 zone—first at a low rate
and is enforced by the Parking Division. Should additional capacity exist in the
system, the City could sell permits at a premium to commuters or others who do not
qualify for a resident permit.
Further, paid on-street parking could burden employees who park downtown for
work, especially those in service industry jobs such as the hospitality and retail
establishments. Staff proposes creating an employee permit program as
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recommended in Parking Commission Resolution 2020-06. The program will
encourage employers to purchase permits for their employees by offering
discounted permits for bulk purchases in the surface lots or parking garage. In
addition, should paid on street parking generate enough revenue to cover all
operational expenses, excess revenue could be used to subsidize permits for select
users.
Staff remains committed to addressing unintended consequences of creating a paid
on street parking system as they arise. The system will require fine tuning as we
learn how the public reacts to paid-on street parking downtown. Staff, the
Transportation Board, the City Commission, and the general public must all work
together to perfect the system.
COMMUNITY ENGAGEMENT AROUND PAID PARKING: Staff believes the
engagement conducted in the winter of 2021 provided sufficient public input on
whether or not to pursue paid on street parking in the downtown core. Additionally,
staff continues to discuss the parking system with the Downtown Bozeman
Partnership, downtown property owners, business owners, and residents.
Staff will, however, benefit from additional public input on the allocation of any
additional revenue generated from paid on street parking beyond the basic costs of
operating the system. The options staff would like to present to community
members include 1) funding a new garage/additional supply, 2) a grant program to
support multimodal transit projects, 3) funding streamline, and 4) subsidizing
employee parking permits.
ACHIEVING THE GOALS OF THE CITY OF BOZEMAN: The City Commission has
adopted many plans and goals designed to provide a basis for the City to make
policy decisions. Implementing paid on street parking to fund projects such as a new
garage, more transit, bike and pedestrian transportation options, and an employee
permit program meet several City goals including goals 2.2 Infrastructure
Investments, 4.2 A High-Quality Urban Approach, 4.4 Vibrant Downtown Districts
and Centers, 4.5 Housing and Transportation Choices, 6.3 Climate Action, and 7.3
Best Practices, Creativity, and Foresight. Additionally, implementing paid on street
parking allows for the City to encourage additional uses of multimodal
transportation. The City can make progress toward goals in the Strategic Plan
(Urban Design),Climate Plan, Downtown Plan,and the Transportation Plan.
CONCLUSION: Staff has conducted data collection showing a need for increased
parking supply and a more active management strategy for parking demand. Paid on
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street parking is a proven method in communities across the country to manage a
parking system and as a tool to increase parking supply. Paid on street parking
allows for the City to place the cost burden of operating the system on the users of
the system rather than assessing individual property owners or businesses. Further,
the seasonal approach to paid on street parking allows the City to capture revenue
when parking assets are in highest demand, mostly by out of town guests and daily
visitors. Finally, revenues generated from paid on street parking provides the City
with funds to invest in projects for the future of the transportation system and to
support a thriving downtown.
45
Memorandum
REPORT TO:Transportation Board
FROM:Mihelich/Lonsdale/Veselik
SUBJECT:Work Plan for Transportation Advisory Board 2022-2023
MEETING DATE:January 26, 2022
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 Transportation Advisory Board will begin discussion of their work plan
for 2022-2023. The Board will examine the proposed work plan as
developed by Staff. The Board should provide input and feedback to staff
about the work plan. Staff will finalize the work plan and prepare a
resolution for the Board's consideration at the February meeting of the
advisory board.
UNRESOLVED ISSUES:None.
ALTERNATIVES:Alternatives as proposed by the Board.
FISCAL EFFECTS:See Work Plan Excel Document
Attachments:
Transportation Advisory Board Work Plan 2022-2023--
FINAL.xlsx
Report compiled on: January 21, 2022
46
WP Item Description:Strategic Priorities
Connection:
Board Time
Commitment:
Staff Time
Commitment:Schedule:Budget
Impact:
Complete the Parking
Benefit Zone Process Strategic Plan One Meeting
Minimal--
Resolution
drafted
February/
March 2022 N/A
Implement Work
related to the Supply
and Demand Work
Session
Strategic Plan,
Climate Action Plan,
Growth Plan
3-5 meetings, plus
preparatory work Significant Through the
end of 2022
If paid parking
implemted,
revenue could
exceed $1
million.
Upfront costs
estimate at
$500,000-
$750,000
Routine Work of the
Parking Commission--
Rate Setting, Appeal
Reviews, etc.
Strategic Plan 2-4 meetings per
year Moderate Annually
Rate setting
could affect
income
Emploiyee Permit
Program Strategic Plan 1-2 meetings Moderate Through the
end of 2022
Unknown at
this time
WP Item Description:Strategic Priorities
Connection:
Board Time
Commitment:
Staff Time
Commitment:Schedule:Budget
Impact:
Criteria for the
Prioritization of
Capital Bike and
Pedestrian Projects
Strategic Plan 2 Meetings moderate
Now to
September
2022
N/A
Transportation
Demand Management
Strategic Plan
Strategic Plan,
Growth Plan 2-3 meetings Substantial Through the
end of 2022 N/a
ADVISORY BOARD WORK PLAN TEMPLATE
Focus Area 1: Parking
Focus Area 2: Pedestrian, Bicycle, and Traffic Safety
Focus Area 3: Multi-Modal Transportation
47
WP Item Description:Strategic Priorities
Connection:
Board Time
Commitment:
Staff Time
Commitment:Schedule:Budget
Impact:
Partner with
Streamline to identify
ways to support
public transit
Growth Plan Sporadic Moderate On-Going Unknown at
this time
Provide Input on
Micromobility Policies Strategic Plan 1 meeting Moderate early 2022 Unknown at
this time
Provide input on
Capital Improvement
Plan development
Strategic Plan 2 meetings Substantial On-Going Unknown at
this time
48