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HomeMy WebLinkAbout10-04-22 Public Comment - E. Webb - Paid Parking Gallatin H or u m �a Parkin" Garage ' Gallatin County Co ur House I ' I I 1 Bozeman Parking : On-Stree Parking Assessment i As a local once said: "One of the highest priorities was the people wanted to preserve the sense of place and belonging," Kaveney said. "What's happening is I think they're being alienated by the city commission and no longer feeling like the sense of place is being protected, and they don't feel a sense of belonging anymore." Bozeman, a renowned destination and known amongst visitors and locals to be a magical environment full of positive experiences, is cherished by all who love nature and a culture that exudes the past. Within those experiences for locals and visitors alike, lies transportation and parking; a subliminal but necessary daily chore that most would prefer to not be bothered with. When people choose to visit Downtown Bozeman, they do so because positive memories are correlated to the Downtown experience, inclusive of —free paid street parking. Another local says"Paid parking killed the downtown in Louisville, KY where I grew up. In the 1950s the parking was free on street then it was gone. People flocked to the 1960s style strip malls instead."— Ms. Arnot,Nextdoor public comment. Our goal is to provide alternative solutions for the City of Bozeman's consideration, specifically regarding on-street paid parking, through this preliminary assessment. In addition, multiple discrepancies have been identified in the process of bringing on-street paid parking to the City Commission to vote, inclusive of the lack of short term and long-term (approved) strategies for supply and demand management. A second parking garage is in favor by most, however alternative funding for this structure would maintain the integrity of the consumer experience and the historical preservation of real estate assets in Downtown Bozeman. We propose creative and well thought out concepts to support the increase of parking supply while making the case that on-street paid parking is not the solution, and certainly, not the best solution according to the locals perspective—and the peoples voices is all that should matter. After conducting an analysis of"City of Bozeman Preliminary Parking Proforma" and"Downtown Bozeman Parking Study: Parking Assessment and Next Steps" by Walker Consultants, Downtown Urban renewal District Board Minutes, City Memorandums and Work Sessions, Commission Resolution No. 4582, Downtown Urban Renewal District FY2023 Work Plan and Budget, Transportation Advisory Board Work Session Jan 26, 2022 and The Parking Management Engagement Handbook, the most I conclusive findings that are conveyed throughout these documents are 1)the importance and dedication to community engagement and 2)using the" 85% Rule"to justify implementing on-street paid parking to manage demand, and,to help fund the development of a second parking garage. The most pronounced discrepancies found were both lack of community engagement when considering a population of roughly 53,000 people and lack of data points to reasonably support demand management as a solution. In addition to the evaluation of the above documents,the strategies which I used to conduct my own assessment of parking supply and demand management were: manual space count of on-street parking for all areas within the 2 hour free parking zones utilizing a step count equivalent to 20 FT long(a conservative and typical length of a parking space),community surveys, existing supply analysis, financial projections for all on-street and off street paid parking and enforced parking scenarios, multiple trips to Bozeman during summer and fall months to capture first hand evidence of parking occupancy and traffic behavior, exterior PPP resources and examples, and lastly, one on one interactions with locals to better understand the true nature of the parking environment for those who are embedded in the daily transportation culture of Downtown Bozeman. The takeaway was that some employees have a difficult time finding parking, and that public and private parking inventory is being completely taken advantage of with little structure around its ecosystem. I „rt ► i SECTION I. COMMUNITY ENGAGEMENT—SURVEY RESULTS One of the most concerning results from these community surveys are the majority of participants who cited that they would visit Downtown less if on-street paid parking were implemented. This is a detrimental statistic for all businesses and a data point which we hope to defer indefinitely. Patrons and their positive experiences are the sole reason for a thriving Downtown economy, making it imperative to cater to this revenue source through consumer retention. SURVEY 1 Are you a local or a tourist? (388 Total Responses) ■ Local(374) ■Tourist(14) Do you support on-street paid parking in Downtown Bozeman? (388 Total responsees) ■ YES(54) ■ NO(300) Maybe(34) \ 9% I nR � i If you had to pay for on-street parking, would you visit Downtown more or less? (220 Total Responses) ■ Less(170) ■ More(3) 1 No Impact(47) 21% 2% — If you had to pay for parking would is discourage you from visiting downtown? (122 Total Responses) ■Yes(100) iq No(14) Maybe(8) xI If you had to pay for parking would you visit downtown as frequently? (45 Total Responses) ■Yes(22) ■ No(20) Maybe(3) �2 �p ISURVEY 2 1 Are you aware that on-street paid parking in Downtown Bozeman is soon to be voted on by the City? 1 Qt V I= ' 1 _ Choice Total • Yes � • No �I L� Q2 Do you support on-street paid parking in Downtown Bozeman as a means of funding to"contribute to the construction of a new parking gar e" (Memo to The Bozeman City Commission.Bozeman,MT.1 Feb... Choice Total • Yes • No n,l • Undecided rvs d — I I If you had to pay for on-street parking,would you visit Downtown more or less? ` I I! I i Choice Total I • More 2 • Less 109 • No Impact 29 i II _ I SECTION 11: AUDIT OF DOCUMENTS & PARKING SPACE COUNT Il I. DISCREPENCIES The City failed to abide by Resolution No. 4852, as all 5 of their working sessions on Supply and Demand Management lacked community engagement with only 67 participants involved, out of a population of roughly 53,000 people who may not be aware that the I, City is planning to vote on on-street paid parking in Downtown. That is a .1264% inclusion of the population. How these participants came to be involved is unknown, because there is no resource found in which the City had issued a request for participants to engage in these working sessions. Given that the Bozeman Strategic Plan covers Business Growth(in accordance with the Economic Development Plan) and Infrastructure Investments, we can assume that Supply and Demand Management falls under this Resolution. I. City of Bozeman Preliminary Parking Proforma, Walker Consultants: This proforma is inconsistent in the number of parking spaces referenced in comparison to the inventory identified in"Parking Assessments and Next Steps". For instance, "Parking Assessments and Next Steps" states "781 parking spaces were within the Downtown"Core Downtown Area,"defined as the area bounded by 5th Avenue, Babcock Street, Mendenhall Street, and Wallace Avenue"while the Proforma states: "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."If both sources are in fact nrt S r-. referencing on-street parking inventory within the Core Downtown Area, there is a discrepancy Lof 77 spaces. However, the proforma does not reference a count of on-street inventory, occupancy, or turnover rates to project revenues. The strategy in which Walker projected monthly revenues was via"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". More so, "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." How does a six-year average, and another three-year average of past financial performance accrued from transaction volumes that have no correlation or relevance to on-street parking revenue potential hold logic? The projections for Meter Violations and Citations do not reference inventory or parking sessions, creating a vague assumption for revenues based off of a 15% _.. violator rate, with no mention of how exactly many violators makes up this 15%. The next financial projection outlines Parking Permits, which is a bit of an outlier when composing projections for on-street paid parking in the Core Downtown Area because it has been referenced in both studies that parking permits will either be applied to Parking Benefits Zones or offered in the Bridger Garage and/or the open surface flat lots. The matter at hand should focus solely on financial projections for on-street paid parking to fully grasp the potential or lack thereof, of the net operating income that would potentially be used to contribute to the development of a second municipal parking garage. The financial projections derived from our assessment utilized the ( " 781-space count from Walker's "Parking Assessment and Next Steps" and applied a 77% occupancy rate based on the average of all occupancy data collected in this report. Our year- round projections take into consideration an 8-month peak season and 4 month shoulder season with a 3X turnover rate in peak season, with variable rates of$1 and $1.75 for comparative purposes to "cost recovery" and "cost recovery plus" in Walker's proforma. Using the same inventory, occupancy, and turnover count, we applied this formula to Walker's seasonal suggestion of only charging for on-street paid parking for a 5-month summer peak season to gain as many data points as possible for evaluation of conservative and aggressive assumptions. Our year round proforma at$1/HR could result in gross revenues of$649,479 compared to a 5- month peak season of$360,822. Regardless of the revenues, expenses will most likely increase from unknown variables, exact amount of the debt service for the new garage is unknown, and j I allocation of these funds are being heavily considered for multiple options including but not exclusive to: more transit, bike and pedestrian transportation options, an employee permit j program, an employee parking program, operations and maintenance of public parking programs. I Our assessment has been unable to identify any mention of an Ordinance that would assure that net operating income would be allocated to such projects, or solely utilized within the B-3 District. And now, bonding the pro forma generated by Walker Consultants is under consideration to bridge the $7.5 million needed to meet the $16.5 million dollar project, when two vital factors have not been determined in this proforma: will on-street paid parking include 2 hours free, and if so, projections will need to be calculated based on a 5% occupancy of vehicles that staid longer than two hours, according to Walker's "Parking Assessment and Next Steps." Can on-street paid parking net operating income solely prove as a funding mechanism S E for a second garage, or not? �n i Bozeman Parking Proforma—Year Round Peak Season @$1/HR(8 Months,3X turnover) Core Downtown Area On-Street Spaces Occupancy Paid Parkers 1 HR$1 Monthly Peak Season 781 77% 601 $2,405 $72,164 $577,31', Shoulder Season @$1/HR(4 Months,0 turnover) Core Downtown Area On-Street Spaces Occupancy Paid Parkers 1 HR$1 Monthly Shoulder Season 781 77% 601 $601 $18,041 $72,164 Peak Season @$1.75/HR(8 Months,3X turnover) Core Downtown Area On-Street Spaces Occupancy Paid Parkers 1 HR$1.75 Monthly Peak Season 781 77% 601 $4,210 $126,288 $1,010,302 Shoulder Season @$1.75/HR(4 Months,0 turnover) Core Downtown Area On-Street Spaces Occupancy Paid Parkers 1 HR$1.75 Monthly Shoulder Season 781 77% 601 $1,052 $31,572 $126,288 I I, $1/Hour Annual Projected Revenue Peak Season(8 months 3X turnover) $577,315.20 Shoulder Seaon(4 months 0 turnover) _ $72,164.40 Gross Annual Revenue ;641),4/9.60 $1.75/Hour Annual Projected Revenue I, Peak Season(8 months 3X turnover) $1,010,301.60 Shoulder Seaon(4 months 0 turnover) $126,287.70 Gross Annual Revenue I, Bozeman Parking Proforma utilizing Walker's 5-month peak season assumptions Peak Season(5 Months,3X turnover) Core Downtown Area On-Street Spaces Occupnacy Paid Parkers 1 HR$1 Monthly Seasonal Revenue 781 77% 601 $2,405 $72,164 $360,822 Peak Season(5 Months,3X turnover) Core Downtown Area On-Street Spaces Occupancy Paid Parkers 1 HR$1.75 Monthly Seasonal Revenue 781 77% 601 $4,210 $126,288 $631,439 $1/Hour Seasonal Projected Revenue Peak Season(5 months 3X turnover) $360,822.00 $1.75/Hour Seasonal Projected Revenue Peak Season(5 months 3X turnover) $631,438.50 City of Bozeman Proforma —How are on-street seasonal parking projections calculated? Surface Lot/Garage I Net Operating I Rate On-Street Rate Income I Rei �d Debt Service Payment Cost Recovery Plus— $1.00/hour 1.75/hour 37,000 Seasonal May 1-September 30 ay 1-September 30 $1.43 Mllllon 81,000 Restricted Cost Recovery Plus— $1.00/hour $1.75/hour $1.83 Mllllon Annual Year Round Year Round $2.465 Mllllon $571,000 Restricted „n 7 i I I a. 1)oNvntown Bozeman ParkinLy Study: Parking Assessments and Next Steps, Walker Consultants: One major overlooked aspect of the occupancy percentages that were outlined in this Study to explain both on-street and off-street parking separately and collectively, are that an average occupancy is rarely considered. The narrative to justify the "85% Rule" builds around the fact that the one weekday afternoon and one weekend afternoon had peak occupancies of 85% and above, albeit with conflicting data. For instance, within the Weekday Parking Occupancy section, it states: "The Core Downtown Area reached 85% occupied" and then"...2-hour street parking in the Core Downtown Area reaching 95%" and then "during this time 2-hour parking in the Core Downtown Area was higher than the aggregated study area at 86%" (Walker, pg. 7,8,9). In the Saturday Parking Occupancy section, it states: "Core Downtown Area occupancy decreased to 75% in the evening"and then"during this time 2-Hour parking in the Core Downtown Area remained high at 93%." Not only are there multiple references to occupancy within the same area, but the 2-hour ` parking zones are in fact The Core Downtown Area. To note an additional discrepancy in the Saturday Parking Occupancy section, there is a data point missing in comparison to the Weekday Parking Occupancy section, that being: "The overall system, including both on- street and off-street facilities." Diagram 1 below outlines every occupancy reference and Diagram 2 calculates the average percentage (excluding "overall"percentages) to provide a less skewed data point specifically pertaining to the occupancy rates within the Study Area during the two-day analysis. DIAGRAM 1 WEEKDAY SATURDAY Core Downtown Area-on street 85% 77% Remaining Study Area-on street 74% 59% Overall Study Area-on-street 79% 68% 2 HR category-on street 95% 95% Overall System -On&Off Street 81% Overall Evening System-On&Off Street 64% 66% Evening Core Downtown Area-on street 69% 75% Evening Remainding Study Area-on street 55% 59% Off Street 89% 73% Off Street Evening 69% 67% DIAGRAM 2 WEEKDAY SATURDAY Core Downtown Area-on street 85% 77% Remaining Study Area-on street 74% 59% 2 HR category-on street 95% 95% Evening Core Downtown Area-on street 69% 75% Evening Remainding Study Area-on street 55% 59% Off Street 89% 73% Off Street Evening 69% 67% AVERAGE 77% 72% nR Q I Secondly, a vital statistical discrepancy can be considered from the sheer fact that these occupancy findings by Walker Consultants are skewed due to lack of data points and that results I` are based on a 2-day observation period during peak season, and, a boomerang year from a global shut down in which S&P Global stated on May 25, 2021 "global real GDP is projected to I surge 5.7% in 2021, its strongest advance since 1973" (Johnson, Sara. May 25.2021). A weekday and a weekend day were selected in August of 2021 to analyze on-street and off-street parking I trends and behaviors, and this analysis is now the basis generalized claim of the 85% Rule being applicable to Downtown Bozeman. It would be wise to devise a strategy that tracks, collects and analyzes occupancy over a long-term period to better understand the exact traffic patterns and logistics of Downtown Bozeman, and then compare this data to "Downtown Bozeman Parking Study: Parking Assessments and Next Steps"to assure that the city has access to accurate parking data before voting to implement paid on-street parking within the B-3 District. "Section 03 Parking Turnover &Length of Stay" can be questioned on the accuracy of data collection tactics, as the study mentions utilizing mobile LPR technology in combination with a digital space assessment. Is this mobile LPR occupancy collection data available for the public to I i review? This mobile LPR collected on-street license plate data and processed it to output"length of stay"data—are the details of this data available for the public to review? Although this section emphasizes the need for turnover due to high occupancy, it is noted that the average length of stay for both on-street and off-street parking on a weekday and a weekend day is below 2-hours. It is then noted that most parkers don't stay longer than 2 hours. "Along Main Street, within the Core Downtown Area, 95% stayed less than two hours" (Walker,pg. 15). If this is the case, what is the logical argument for needing to manage demand in the Core Downtown Area? Another factor that was not considered in the"Parking Turnover and Length of Stay" study is the number of monthly permits issued for each garage, open surface flat lots and Parking Benefits Zone. We can assume that if permits were accounted for when considering long term on-street I parking accessibility within the Study Area, this would increase the turnover rate above 95% because this low turnover occupancy rate would be excluded from the data. I Parking Management Engagement: This Bozeman Parking Handbook,prepared by Bridge Economic Development and RWC, "will facilitate decisions for future parking management policies that will help achieve the desired values for the community."It is important to highlight I, some of the "Guiding Principles"within this Handbook that pertain to parking and the concerns one might have about the execution, or lack thereof, of these principles. To begin, one Guiding Principle states: "City will ensure adequate parking for residents and guests in neighborhoods."It is curious as to why Parking Benefit Zones have been approved,particularly for commuter's utilization, when this Guiding Principle ensures adequate parking for residents and guests. Have residents had the opportunity to provide feedback on whether or not on-street parking inventory I. is adequate for themselves and their guests after Parking Benefit Zones were implemented? More so, was occupancy data collected prior to and post the implementation of Parking Benefit Zones, in order for the city to have the necessary data to evaluate whether or not paid permits in residential neighborhoods is resulting excessive demand and therefore squeezing the limited available inventory that should be prioritized for residents? Did Walker Consultants occupancy data consider the permits allowed in these zones while collecting and analyzing occupancy data? nR 4 I Note* City of Bozeman's landing page for Parking Benefit Zones states: G "Briefly stated, PBZ's restrict on-street parking to Mresidences/businesses within the zone through use of a permitsystem. However, commuter parkers maypurchase a limited number of on-street parking_permits -- depending on the actual occupancy/inventory of vehicles parking in the zone." I This poses a question: Why would Walker Consultants take into account the "remainder area" of on-street parking space within the B-3 District(outside the Core Downtown Area) for number of parking spaces, occupancy and length of stay methodologies when these zones are solely dedicated for residents, guests and local permits? This data points skews the financial projections if in fact these spaces will not be heavily considered for public parking purposes. The second Guiding Principle in which a discrepancy is found is: "City will ensure adequate parking for customers and visitors downtown....The city will preserve the most convenient on- IV street parking for priority users;the short-term trip (downtown)." This Guiding Principle is prioritizing the supply and convenience of on-street parking for customers and visitors,which I many Downtown Business owners strongly support. Given the community feedback from surveys, it would be an accurate assumption to say that the consensus of the local community would prioritize this Guiding Principle as well. And yet,paid on-street parking will result in the I ' opposite effect, causing a greater inconvenience to park with an unnecessary approach to supply and demand management. For instance, Walker Consultants Occupancy Study concluded that the Core Downtown Area has a 95%turnover rate for 2-hour parking, meaning that there is in fact no supply or demand management system needed within this area since on-street parking supply 1 is finite, and demand is being organically managed by the 2-hour regulations and parkers abiding ' to those regulations. I . Lastly, "Private sector(developers and employers) is primarily responsible for providing employee parking.... As the city transitions away from providing parking for private sector employees,the city may participate in shared parking agreements with private sector businesses to provide employee parking when fiscally and operationally reasonable."Having collected firsthand evidence of two business owners with some of the largest supply of parking space in the Core Downtown Area who are"donating" their parking spots during after-hours and on weekends, a successful execution of a working model for employee parking has yet to be brought to life. Is there any progress on the shared parking agreements between the City and business h owners and the stipulations around these terms that have been developed which can be shared with the public for community engagement? Have Downtown establishments with zero Iemployee parking spaces been identified as possible `candidates' for this program? Is there data on how many employees work for each establishment in order to map out equitable terms amongst business owners? How does the City plan to organize this system, enforce it, and employees? I engage both business owners and their em to P Y a. Contradictory reports, both published in 2021: Parking Management Engagement IHandbook vs. Walker Consultants whereas the Handbook seems to convey the rrt 1(1 i preservation of Bozeman and prioritizing the community engagement through its Guiding Principles (which seem to be neglected) compared to Walker Consultants Study which I emphasizes the need prove the "85% Rule"for the justification of on-street paid parking and barely takes into account the overall documentation of Strategies, Ordinances, Resolutions and Plans to maintain the integrity of the long term vision for the City of Bozeman. b. Commission Resolution No. 4852 i. "WHEREAS,the City of Bozeman recognizes the value of establishing a community-wide plan that can guide future policy and funding decisions; ii. WHEREAS, considerable efforts have been made to develop a Strategic Plan that includes a vision, strategies, and action items that are based upon I an input from a wide cross-section of the community;" iii. An Engaged Community 1.1 Outreach a. City Communication Plan and Protocol. Develop, implement and train for, a City-wide communications protocol and outreach plan. b. Dramatically increase transparency and create access to all City documents. Based on Resolution 4852 in combination with Memo's from working sessions, there appears to be a lack of community-wide engagement and that the Bozeman Strategic Plan is not being abided to, as roughly 100-200 people have participated when these documents encourage "an input from a wide cross-section of the community." Regarding Outreach in Resolution 4852, has a city-wide communications protocol and outreach plan been executed, considering the low I number of participants? What progress has been made on increasing transparency to all city documents? Are city financials accessible to the public, specifically concerning the money that I the Urban Renewal District provided to the City of Bozeman for open surface flat lot beautification, but then these funds were not allocated for this use and were not returned to the URD. b. Urban Renewal District l i. Downtown URD Mission Statement#3 "The Facilitation of private/public partnerships is encouraged in the implementation of the Plan" One of the goals of this assessment is to propose alternative solutions for Public Private Partnerships for the building of a second garage. Since a PPP is encouraged by the URD in their mission statement, it would benefit the community to pursue this mission in lieu of an on-street I paid parking program to better understand the community's outlook and how they can help develop a collaborative vision forward for the Downtown Bozeman parking ecosystem. ii. Downtown Urban Renewal District FY2023 Work Plan and Budget 1. Wayfinding and Parking Signage Project($25,000)—Since this is ranked as a top project, it is important to note that installation and fabrication of wayfinding signage is likely to be more costly and in the range of$100,000+based on a 4-level garage. Is a vendor proposal available to the public for review? I rR ii I. 4 2. Streetscape Preliminary Engineering ($50,000)—Has any I, consideration for this budget been considered for the potential cost and installation of hardware and signage for on-street paid parking? II. CONCERNS AND QUESTIONS ON MEMOS Ia. URD Board Meeting Minutes June 21, 2022 r "There were several homework items they were instructed to accomplish before bringing back to the commission. Including more data on an employee parking program, an MOU for a garage 2.0 site, more public engagement and more financial information on infrastructure needs. Most of their work has taken place and we L expect they will return to the commission towards end of summer. DBP staff will be ready to engage all the DBP boards on next steps for our involvement and input. Board members seem generally supportive of creating a resolution document for the Commission to consider in order to support the paid parking program ordinance." The concern with the above statement is that there still to date has not been extensive community engagement conducted on behalf of the city, as 2022 Minutes and Memo's indicate that under 200 people have been involved in having a voice throughout these working sessions. Additionally,there has been no release of documentation on financial information on I infrastructure needs, only that the garage will cost$16.5 million dollars, however there is no l breakdown of these costs available to the public. Can we request that a financial breakdown of the parking garage is issued prior to creating a resolution? And lastly, where can the resolution f document, or the working resolution document, for the Commission to consider be found? I b. URD Memo September 20, 2022 "The city staff is intending to bring the idea of a Paid Parking Program back j to the Commission as a work session in Sept./Oct. with hopes for their approval to move forward. There were several homework items they were Iinstructed to accomplish before bringing back to the commission. Including i more data on an employee parking program, an MOU for a garage 2.0 site, more public engagement and more financial information on infrastructure Ineeds." It would benefit the Downtown community to have the opportunity to be more involved in the development of employee parking programs through additional working sessions that I Create executable resolutions and a win-win for all. Transparency on financial information for infrastructure needs would also greatly build trust within the private sector. ITransparency on who attended the July 2022 working sessions was not released until the last week of September 2022, after months of requests for this information. I P. N „R t� f i. 15-20 participants involved in the working sessions is perceived as a form of exclusion from the greater community and do not represent the citizens I of Bozeman. Inclusion should be the focus. ii. How are participants selected to engage? iii. Is there a request for participation in which the community can opt to participate in these working sessions? iv. Is there a cap on the number of people who can attend these sessions? I III. ON-STREET SPACE COUNT a. Manual vs. Digital: Whereas Walker Consultants utilized a"Geographic I Information Systems data layer that contained estimated on-street parking inventory, sorted by restriction, for each block face in the Study Area"provided by the City, our assessment walked 6 miles within the core Downtown area and I manually counted street space. b. Walker Consultants reported 781 on-street parking spaces within the Downtown "Core Downtown Area" and our assessment reported 668 spaces from 86/Wallace to Third Ave. & E. Babcock to Mendenhall—a difference of 113 spaces is in question. IV. GRASS ROOTS SURVEY& OUTREACH a. Local bars and restaurants b. MSU Student Government outreach I c. In person survey at Downtown bar during Saturday football d. 3 local Instagram stories shared the survey e. Real estate agents I f. Post on Nextdoor A Bozeman local posted a 3-question survey on Nextdoor and what resulted was a very outspoken community, with a majority of local f participants against paid parking, for various reasons. Commentary can be found in Appendix A. g. Google Parking Survey The survey was taken by 388 participants, with a variation of the third question, to make certain this question was not phrased in a subjective manner. V. POST CARD MAILING SURVEY— 141 responses(and counting) to date a. 5,000 post cards we sent to residents and businesses surrounding Downtown Bozeman. SECTION III: PUBLIC PRIVATE PARTNERSHIPS AND GRANTS —ALTERNATIVE FUNDING MECHANISMS I A Public Private Partnership Project to construct the building of a new parking garage would be the most least intrusive solution for both the community and the City's operating expenses, while creating an opportunity to generate unrestricted funds from the garage, as financing would not be tied to Federal bonds. A multitude of successful projects can be referenced in the National Development Council's Public-Private Partnerships Portfolio. n� iz I, I One relevant example in this portfolio is the Riverside County Law Building which includes a surface parking lot, a portion of which will be covered with"solar powered generation that have a capacity to provide up to 30% of the buildings anticipated electrical usage" (National Development Council). Green initiatives that help to reduce expenditures should be considered for all future infrastructure projects for environmentally sustainable solutions and to contribute to the development of smart city infrastructure as Bozeman grows from a large town to a small City. Also, Seattle, Washington engaged in a PPP for the construction of the Chinook Building, which includes a"six-story, 817-space detached parking garage. The building is LEED Gold for the i exterior and LEED Platinum for the interior (both certifications are pending). The state-of-the-art green building techniques include a green roof, a rainwater irrigation system, and high-efficiency HVAC and energy systems" (National Development Council). These are vital sustainable I; components that should be included(if not already) in the architectural blueprint for Downtown Bozeman's new parking garage and would attract the interest of private financing as socially I , responsible endeavors are favored in both the public and private sector when considering the long-term financial upside of the ROI. Smart city infrastructure should be the driving force behind Bozeman's long term transportation i strategy. Elevated sustainable components for new infrastructure projects are completely viable with the assistance of private funding,which in a sense, is essentially limitless —as opposed to I , being capped out on net operating income potential derived from a finite supply of inventory, which is then diluted by the various expenditure allocations. I , Aside from the National Development Council's Public-Private Partnership Portfolio, a more recent PPP to reference as another viable solution for the City of Bozeman is the Concession Agreement developed for the City of Annapolis, MD. Once completed, the Hillman Garage, will include more total parking (increasing from 425 to 590 spaces) with elevators, smart technologies (way finding and parking space detectors), stormwater controls, solar arrays, electric vehicle charging stations, improved lighting and more. I "Concessionaire shall be responsible for financing (through senior IV debt and a subordinate loan) (i)the cost of the work to complete the design and construction of the Project, (ii)the concession payment to be made to the City at Financial Close (iii) reimbursement of costs ( incurred under the Pre-Development Agreement("PDA") between the City and AMRP, budgeted cost in the PDA for the development of the City Dock project and payment, and (iv) associated financing and f development cost. Any such debt financing shall be an obligation of I Concessionaire and non-recourse to the City. " I "Upon Financial Close, with the proceeds of the initial disbursement of the Project's financing, Concessionaire shall pay to the City the concession payment of approximately $20-$25 million depending on capital market conditions at time of Financial Close." li nn 1A i The Hillman Garage Concession Agreement proves that a multi-party interest can collaborate on the highest standards of parking garage infrastructure, and that private financing infuses the ability to execute a long-term vision of robust environmental efficiencies' vs. an underdeveloped short term plan being rushed for approval for the sake of unrestricted revenue sources, and therefore neglecting the importance of implementing a sustainable transportation strategy that would act as the foundation to support future population growth and reduce utility and operational expenditures for the City of Bozeman. Federal Grants i. Strengthening Mobility and Revolutionizing Transportation (SMART) Grants Federal Agency: Department of Transportation Bureau or Account: Office of the Secretary Funding Amount: $500,000,000 Funding Mechanism: Competitive Grant Recipients: (A) A State; (B) a political subdivision of a State; (C) a Tribal government; (D) a public transit agency or authority; (E) a public toll authority; (F) a metropolitan planning organization; and (G) a group of 2 or more eligible entities described in any Eligible Uses: In general, a Strengthening Mobility and Revolutionizing Transportation grant may be used to carry out a project that demonstrates at least one of the following: i. Coordinate Automation ii. Connected Vehicles iii. Intelligent, sensor-based infrastructure I. iv. Systems integration v. Commerce delivery and logistics vi. Leveraging use of innovative aviation technology vii. Smart grid viii. Smart technology traffic signals. Next Milestone: A notice of Funding Opportunity is expected in the second or third quarter of 2022. ii. Rebuilding America's Infrastructure with Sustainability and Equity (RAISE) Grant Program Federal Agency: Department of Transportation USDOT will evaluate applications to award based on eight criteria. For each merit criterion, USDOT will consider whether the benefits are clear, direct, data driven, and significant, which will result in a rating of"high", "medium," "low," or "nonresponsive" Eight Merit criterion for RAISE applications include: • Safety ■ Environmental Sustainability • Quality of Life ■ Mobility and Community Connectivity ■ Economic Competitiveness and Opportunity rrt 1 S I ■ State of Good Repair ■ Partnership and Collaboration (, ■ Innovation P SECTION IV: ALTERNATIVE REVENUE STREAMS I' a. AirBnB of Parking—Passive income for Homeowners and the City can collect rOccupancy Tax from this revenue 4 b. Pedi Cabs—Downtown transportation option during the Spring, Summer and Fall. ` This is a fluid form of transportation that does not require the occupancy of long- term parking, moves consumers from one end of town to another, and provides Corporation License Tax to the City c. Parking Enforcement—Strict parking enforcement can prove to be a lucrative Irevenue stream, while creating a much-needed checks and balances system of li morals within the Downtown parking ecosystem. City issued violations hold more weight than privately issued parking citations and are proven to collect a higher accounts receivable of 75%-85% compared to the 50%-60% industry standard for private operators. i. In Walker Consultants "Downtown Bozeman Parking Study: Parking Assessments and Next Steps"they say, "In a paid parking context, high turnover can also help to reduce or eliminate subsidizing costs associated with managed parking's operations and maintenance by the General Fund I. (property taxes)."However,parking enforcement could prove to be an effective approach to turnover if the deficiencies in the system were corrected and evaluated before voting on implementing on-street paid parking. In another context of turnover, this study states in their"Length of Stay" section that"along Main Street, within the Core Downtown Area, I ' 95% stayed less than two hours."This is an incredibly high turnover rate, without paid parking being implemented, which causes confusion for the justification of on-street paid parking to begin with. There is no analysis of why or how on-street paid parking could increase this turnover to 100% P and whether or not 100% is even a viable percentage to attain. ii. Is "Sec. 36.04.260. - Maximum parking duration designated." of Bozeman Municipal Code being enforced? If this code was strictly enforced, it could prove to be another effective tactic to increase turnover rates and violation fees. d. Public Parking open surface flat lots—Create a universal"off street"parking rate I J structure, where every lot offers 2 hours of free parking and $1/HR thereafter. Projections provided in Section V. e. SID—Although this is a one-time issuance of City revenue, this funding mechanism should not be overlooked as it may prove to be the least meddlesome strategy to produce financing for a second garage in a short period of time, while allowing flexibility for future unrestricted revenue to be generated from the new garage. In the Transportation Advisory Board's 9/28/2022 work session memorandum, it states, "staff is not recommending an SID for several reasons" and furthermore, "there is a lack of consensus among the downtown community. In I , i 1 our community engagement sessions in the March and April 2022,participants were split on whether or not to pursue a SID for the downtown community." It is encouraged that the staff s decision be influenced by the majority vote of Downtown business owners, but yet a determined consensus amongst this group has not been identified. Previous community engagement sessions included a small I group of participants compared to the entirety of Downtown business owners. i. Was the entire Downtown business owners community invited to participate, or should their input be required in order for the staff to make informed decisions on a new SID? Conducting a mandatory survey with Downtown business owners to gather a consensus on whether or not they approve an SID as a funding mechanism to help build a second garage, in lieu of on-street paid parking, would provide more data to make more informed decisions. f. Rental vehicle sales tax in Bozeman—75% is deposited to the State General Fund. Can the city leverage these funds to contribute to the development of a second parking garage? I g. Paid Bus System—Paid ridership could prove to be a reliable and consistent revenue stream that would contribute to the development of a long-term strategy for an intelligent transportation system within and around the B-3 District. A paid public transit system applied to both one-time riders and long-term subscribers could generate funds for the city to enhance their current bus transportation infrastructure with the goal of decreasing parking demand and increasing the use of public transportation. Based on local employee's feedback,the bus system could be more efficient if the wait time was lessened by increasing the fleets on current routes. If the frequency of buses increased at each bus stop and more routes were developed around top attractions such as Montana Science Center, Bozeman Public Library, Museum of the Rockies, etc, it could positively affect the demand for public transportation ridership. Another strategy to increase ridership would be to modify the fleets to meet specifications for the elderly and disabled. Additionally, I, bus designs should also include a designated stroller area to encourage family ridership. If modification for families, elderly and the disabled is not possible with I the current fleets, a plan to purchase new fleets that can meet these specifications would position the City of Bozeman as an all-inclusive, socially equitable intelligent transportation system, while acting as a demand management strategy for Downton parking. h. A rhetorical question to consider: If FY2022 revenues were up by 26% and this margin is sustained in future fiscal years, how or why would a portion of these revenues not be budgeted for the construction of a second garage? FY2022 Rawenun5 Oaeral1,reaenues an eviroil dl at$151 trillion,is$31.5 million Inca or 26%,over the prior year.The lane dllferenre Is mainly due to the A—H..n Net—plan,flrordh,and the ramp up to Sheer level seMn for the parks and Trails MOW.Chaves for s—kis,mate up 4I%of revenues,followed by taxes at 19%. Revenues by Type ALL funds ahlra.ea„r.s a.l w WMnaNenM Aneumenlr IR Arp191— S% IYra W a6 I fwlMvn INen Nris lyl _ eem.Nr m rl rr 1 7 SECTION V. PROJECTIONS i. On-Street Projections: Inventory used for on-street projections is derived from Walker Consultants Downtown Bozeman Parking Study: Parking Assessment and Next Steps. "There are approximately 1,702 on-street parking spaces in the Study area(B-3 District)....of these, about 781 parking spaces were within the Downtown"Core Downtown Area." Assumptions are utilizing a 77% occupancy for 781 on-street parking spaces with an 8-month high season and a 3X turnover rate. Annual projected revenue for$1/HR parking is $649,479 and $1,136,589 for $1.75/HR. If we decrease the 4 months off season rate to a $1/HR and keep the $1.75/HR rate during high season, the projected revenues are $1,082,466. Peak Season @$1/HR(8 Months,3X turnover) Core Downtown Area On-Street Spaces Occupancy Paid Parkers 1 HR$1 Monthly Peak Season 781 77% 601 $2,405 $72,164 Shoulder Season @$1/HR(4 Months,0 turnover) Core Downtown Area On-Street Spaces Occupancy Paid Parkers 1 HR$1 Monthly Shoulder Season 781 77% 601 $601 $18,041i.,i�:, Peak Season @$1.75/1-111(8 Months,3X turnover) Core Downtown Area On-Street Spaces Occupancy Paid Parkers 1 HR$1.75 Monthly Peak Season 781 77% 601 $4,210 $126,288 ln) Shoulder Season @$1.75/HR(4 Months,0 turnover) Core Downtown Area On-Street Spaces Occupancy Paid Parkers 1 HR$1.75 Monthly Shoulder Season 781 77% 601 $1,052 $31,572 $1/Hour Annual Projected Revenue Peak Season(8 months 3X turnover) $577,315.20 Shoulder Seaon(4 months 0 turnover) $72,164.40 Gross Annual Revenue $649,479.60 $1.75/Hour Annual Projected Revenue Peak Season(8 months 3X turnover) $1,010,301.60 Shoulder Seaon(4 months 0 turnover) $126,287.70 Gross Annual Revenue `�I,i <<�,'„�'.W Peak Season @$1.75/HR(8 Months,3X turnover) Core Downtown Area On-Street Spaces Occupancy Paid Parkers 1 HR$1.75 Monthly Peak Season 781 77% 601 $4,210 $126,288 10,n Shoulder Season @$1/HR(4 Months,0 turnover) Core Downtown Area On-Street Spaces Occupancy Paid Parkers 1 HR$1 Monthly Shoulder Season 781 77% 601 $601 $18,041 $1/Hour Annual Projected Revenue Peak Season(8 months 3X turnover) $577,315.20 Shoulder Seaon(4 months 0 turnover) $72,164.40 Gross Annual Revenue $1.75/Hour Annual Projected Revenue Peak Season(8 months 3X turnover) $1,010,301.60 Shoulder Seaon(4 months 0 turnover) $72,164.40 Gross Annual Revenue „R 1 R i ii. Off-Street Projections-Inventory used for off-street projections is derived from Walker Consultants Downtown Bozeman Parking Study: Parking Assessment and Next Steps. "There I are 612 off-street public parking spaces within the four surface lots."Revenue was extrapolated based on the same rate structure applied to Bridger Parking Garage, which is 2-hours free and $1/HR thereafter with no maximum time. Our calculated average occupancy data used for this financial forecast is derived from Walker's `Parking Assessment and Next Steps'. Assumptions convey an annual revenue of$33,584. Details and access to this model can be found HERE. PY9.n I" Lowy Febmsy F&mh Apt A1.y Am Idy Aw,st Seat b., atoba, Nw ba, D-11a., TPYI Total Pa,l_%Wlton N 4772 1193 119) 4112 4712 4772 4772 4772 1193 111, 4112 4772 42"] Taal P.,b-Wit-S 3259 /15 115 3259 3259 31S9 3259 )3S9 /15 - 12S9 3259 29333 j Total P.,k n 6.f%. 4526 1132 1132 4S26 ASH ISM 4526 4S26 1112 1132 4526 4S76 40731 I Total P.Ae 61.6 7291 1123 1221 7291 7291 7291 1291 7291 1123 W, 7291 7291 65621 Total Parton All lo,a0.m 19949 4962 4962 19449 191149 19949 19949 0849 4962 4962 19649 19949 171643 Total free P,Aen W sm N 4216 1069 1069 4276 4276 4276 4276 4216 100 1069 4276 4276 39435 Td,l Free PaAen WIISM S 2920 7)0 730 1920 2920 2920 2920 2920 730 730 2970 2920 JUN Total Fn PuYn 600t4 4OS6 1014 1014 4056 4056 4056 40SS 4OS6 1014 1014 40% 4036 16501 Total T,eO Pa,l¢ 91a,5 6S33 1633 1633 6S31 6533 6533 6331 6S33 1633 163) 6S33 6S33 Sam Total Fn h6A All lo,atlom 1771S 4446 4446 1779S WAS 17785 1779S 1779S 4446 4446 177AS tills 160061 N...6aw 2.IY.,y ""V -'o Apo May A%r 1,4y Awtst 3.p.mh., Oda., No..mb., 0-boa Total Wilton N%evenue $ 117,11 $ 211,70 $ 12130 $ /9721 f 197.21 f N7.21 $ 197.71 f 697.}I $ 734.30 f 114.10 f 197.71 $ 11,121 S 4011.90 WltonSrelenu. $ fill.)] $ IS),I1 S IS, .I1 S 612.7) $ 617.71 f 612.73 f 612,71 S 611.73 f IS3.1. $ IS),I/ f 612.73 $ 617.71 S S,514.$7 %wte A-- $ 150.% $ 111.14 S 213.74 $ AS096 f 6S0.96 S 150% S 950% S &SO% $ 212.74 S )12.74 f SS096 f 15096 S 7,651.67 11.4 6e5_ $ 1,170.7S $ 142,69 $ 34269 S 1,3M7S S 1,370.7S $ 1,370.75 $ 1,370,75 $ 1,370.75 $ 342.69 f 342.69 S 1,370.7S $ 1,170.7S S 12,116.71 f L7316S S 93291 S 91291 S 3,731M 5 3,73165 $ 3,71165 $ 3,73165 S 3,73165 S 93221 f 97L91 $ 317116S $ 1,73165 5 31,534..S Idol Prde<Yd Anmul%evenu4 f Y.344M Enforcement Projections: These conservative parking enforcement projections convey one of the most profitable revenue streams while capitalizing on existing assets and systems, in comparison to annual revenue from paid off-street parking,permit parking and paid on-street parking (with assumptions year-round at$1/HR). Assumptions are utilizing a 77% occupancy for 2314 spaces, inclusive of on-street and off street parking, with an 8 month high season predicting a 3X turnover rate. Data for turnover was taken from Walker Consultants study, assuming a 94% turnover for 2-hour off street parking and a 96%turnover for 2-hour on-street parking. 40% of the remainder parkers are considered violators, which we then assume 85% of these violators will pay a$30 citation, resulting in an annual projected revenue of$888,947. I.war7 rew+n wnn Ap. filar an. IJ9 N9�tt S,dMMM aY.e, 14onnAM 0„weber I ,m.v,..l par5rra YY1m 14111M 1411110 Ywm s{wm S4Ylm S{wm YY.p 14117.10 Y11110 S{Y.lp usYm 1512Ym ]951620 MI1610 IS12YA0 ISIM 10 1sla"M I'll 10 1571M10 "It" ".1- .12" 072"D Mfoeel Spwe, .12 TMJ.a,e..w Men IM11m 13.10 S34510 111.I1m lll.lam 11191I6o HIM Go 1138130 SYS140 514"'1 IIIYI60 111211m P.%net S,w 1701 Il,da12,bnl,rYn p61%M YI4111 n2fifia 111Y37 Sl IS1.7 51135// S11Y47 NT41= YYS11 Y4�3/ I_552 Y71f11 YI4S47 htl fe.un lumI 1 IYM,lIIWtPYI.n On3u..1 Im1mot 1111120 311II511 IS . I-I.. 1504IN. IY1/4.m. 11YI1Y/ 1SIM S) 1SIMS2 1f0 IN. 1-I.10. S,wWn Yawn ltrruM, 1 TMJ INde,}ibun/vbn 1YImd f10111! SI011 11 IYl)OM )YImY }INI1001 l011ma lOIIl001 f10111] 51011.52 1011mq ]011mq %UN„lllan l9%mMl 91t %UdM)NMat ton JnMI 96% PJd I,rY PoI,MW Nd,IMI 9W3] 1,10Y }ImY 9Y15] 16YS1 9W3] tw3l 9Y15! 1,10E YIOY fYl_f] 9W5} %NJ,Ian b% 9NYtlm Pia, _ m N,a6aTdVblamn 1373.,09 946111 fY112 1111.401 Y73tl. Y13109 Y71409 nn,oa Y6Y1 11ALY1 11714Y Y71Y. Menu P,ItWNN Ikon NNe S 110."1 5 19,05056 5 I9,05056 S 116.1.11 S 111,20111 S I111OI.I1 S 11"0214 5 Ilk-14 S 29.09036 3 ^MS{ S 116,2N24 S IN-24 ,de,led.nenM 1 9A11Lm 3 I,A".. 3 2.0190 3 1A."Im $ Y,111m $ Itm. S alntlo 3 K771f0 6 Y,M119 3 Y,Y119 3 914Tlm 9 9A771.90 T11A aert,ve,dkclM ftl e 11rt �Q iv. Net Operating Income—On an annual basis, results from Walker's proforma operating expenses and Bridger Garage revenues were used to calculate a Net Operating Income of $1,193,083, assuming the inclusion of projections derived from parking enforcement revenue and off-street parking revenue. L Revenue Wilson N $ 8,074.90 Wilson S $ 5,514.57 Black Lot $ 12,336.71 Garage Revenue $ 749,800.00 Rouse Lot $ 7,658.67 Enforcement Revenue $ 888,947.14 Total Annual Revenue $ 1,672,331.98 Credit Card Fee $ (41,808.30) Net Revenue $ 1,630,523.68 Operating Expenses Labor $ 207,100.00 Utilities $ 42,100.00 Insurance $ 9,600.00 Supplies $ 21,400.00 Routine Maintenance $ 43,600.00 License fees&Permits $ 840.00 Contract Services $ 112,800.00 Total Operating Expenses $ 437,440.00 Net Operating Income $ 1,193,083.68 SECTION VI. EMPLOYEE PARKING PROGRAMS a. Prohibit employees from parking in "Core Downtown" area to alleviate demand as on-street occupancy was the highest demand category in the Core Downtown Area during the weekday afternoon at 95%, which is around the time that ` establishments begin their evening shifts, roughly around 4pm. i. Walker Consultants "Downtown Bozeman Parking Study: Parking Assessments and Next Steps" states: "in a paid parking context, high turnover can also help to reduce or eliminate subsidizing costs associated with managed parking's operations and maintenance by the General Fund (property taxes)." However, employee parking programs could prove to be an effective approach to increasing high turnover rates if the city could execute a 1-year pilot to evaluate the effectiveness of this "system". b. Create a subsidized program for Downtown employers to apply for the utilization of parking space owned by surrounding property owners. This concept would engage URD to subsidize property owners for the contribution of parking space for the Downtown employee parking program. This is a strategy to `unlock existing inventory' while providing an incentive for property owners to offer some of their parking space inventory to local employers and their employees. i c. Dedicate one off-street parking lot to employee parking only. No "public ! parking". Employees are taking advantage of on-street and off-street parking space. A way to mitigate and control this behavior would be to establish one open surface flat lot as strictly employee parking only. Parking enforcement systems ! would help to control this model and generate revenue from violators who are not I registered in this "program". d. Conduct an analysis to determine exactly which Downtown establishments have zero employee parking inventory and solve for their needs first e. Require employees to register their vehicle if they partake in any employee parking programs to make certain that parking enforcement can be monitored effectively and accurately I f. Discount employee parking violation fees (if license plate is registered with"city employee parking program") I' g. The evening shifts in Downtown Bozeman may be causing this occupancy crunch in the afternoon, on weekdays & weekends. Which Downtown establishments don't have the capacity to supply employee parking? h. Engage federal and government buildings to offer their parking space during after-hours and weekends. Emphasis on weekends. Would need to be a city initiative, with registered plates and heavily enforced. I Imn fW.FMwtl Wd�d BdiwA &w.City d Bawnn Lud Wbw.CMncM. ai `+ ',U, 1 1 t� g r , 1. f _ i , R o qi i:pop SECTION VII. CONSOLIDATED SOLUTIONS FOR SUPPLY AND DEMAND MANAGEMENT I. DEMAND MANAGEMENT STRATEGIES a. Paid parking in open surface flat lots - apply same pricing structure as the Bridger I. Park Garage to create a"universal" 2-hour free parking+paid parking system b. Strict parking enforcement—violation fees issued and enforced (easier to establish in a parking lot vs. on-street parking because the plates will be I. nR �i 1 reconciled more accurately through optimal placement of License Plate Recognition cameras upon entries and exits) c. Enhance the city's parking enforcement systems to create structure, boundaries and efficiencies around parking behaviors, where abiding by the regulations becomes the norm and paid parking is strictly enforced after 2 hours d. Build awareness around encouraging parking enforcement tactics for local business owners to manage their parking inventory so it is not abused by violators, and more so,that parking is managed in such a way that the available i inventory is welcoming to patrons and staff JII. SUPPLY MANAGEMENT STRATEGIES a. Downtown business owners' employee parking programs—engage business owners to offer parking spaces to local establishments to utilize for employee parking, with a stipulation for subsidy from the URD. Employers who cannot offer employee parking could apply for employee parking subsidy, and then compensate other local establishments to lease out their available parking spaces b. Utilize parking space at federal buildings during after-hours or weekends for `. employee parking - circled in red below c. Utilize parking space at churches during off hours—circled in yellow below n,o.F.o«Y WG.r,o sa:oa. irl i! '1 YYox.Cha4Ma �f I J plp� q 0 d. Loading zones - identify high traffic times of days and days of week to gather statistics on traffic patterns of delivery vehicles, in which case loading zones could be used for nightly parking only. Or, even dedicated to "registered" employee vehicles for hospitality establishments ie: "5pm—7am ONLY.2 HR Free Parking. Strict Enforcement of Parking Regulations." e. Allow residents to rent out their driveways r nR �� Jennifer because the city wants more money to spend on stuff... Paul Lundin—Creekwood Local, no, no We already paid for the streets,why... Bob Cruz—Baxtercreek I You'll probably feel differently when the new property taxes kick in.Next year the commission will re-assess all residences, hike up the property values and then— in 2024—watch out! I'm sure people will welcome anything that will offset the higher property taxes to come. Mary Esther—North 25 th and Durston Bob Cruz the unfortunate thing is that parking fees won't end up offsetting the property I taxes. It all just becomes "more revenue." Jacqueline Autio—Mcilhattan Local, no and no Susan... - South Central Association of Neighbors ! Local, no, no ! Gene Goldenfeld—South Central Association of Neighbors It's more than a tax, since there would be fines for violations, and potential jail for those who I don't pay. Both this and a local sales tax would be very bad news for local residents and businesses re patronizing downtown. I hope the everyone screams bloody murder. L. Lisa Arnot—Breeze Lane 1. Paid parking is a big NO. Part of the charm of downtown is that you don't have to pay. 2. I am a local. 3. Paid parking killed the downtown in Louisville KY where I grew up. IN the 1950s the parking was free on street then it was gone. People flocked to the 1960s style strip malls instead. f I Elin Hert- Hi! I just took your parking survey. I wanted you to know that I said that paid parking would deter me from going downtown, but it's not really because of the money, it's because of the (. hassle of parking a car, walking to the machine, paying the money, returning to put something on your car... that's what would weigh the most on the cost-benefit analysis for me. I. Gene Goldenfeld—South Central Association of Neighbors Seems my comment was censored by the system for using a common phrase, which means scream like the dickens. Both meter parking downtown,as well as a local sales tax, would discourage the and I imagine a lot of people from patronizing the downtown businesses,unless they have their own lots (which will be more used by others as well) or the weather allows �. biking. I hope people scream a whole lot about these proposals. McCullough Roach—Mcilhattan Hello again everyone! Thank you for your feedback. The parking expert that has been hired is www.dock.bot, a parking reservation software company in the parking industry. The party I, responsible for sending out the survey is a concerned group of Downtown business owners who want to get an understanding for how the public feels about the potential introduction of paid parking in Downtown Bozeman and what impact it would have on downtown. This survey is not �. rrt 17 i meant to solve a problem or come up with solutions but rather as the first step to gather information. I am not employed by any of the parties but volunteered to publish this survey online and elsewhere. If you have questions please feel free to DM directly. iDale... -North East Neighborhood Association Hello McCollough. Ok so now we learn that the"expert" is a private business with a product to sell. Who specifically make up the "concerned group of Downtown business owners"?People who stand to profit by the implementation of paid parkin? Wouldn't �. that be correct? Marcia Kaveney—Creekwood Does the Downtown Bozeman partnership non-profit approve of this survey? McCullough Roach—Mcilhattan Dale, I don't know why you feel the need to inquire with hostile intent. The business was hired as a consultant with expertise in the industry, not to sell a product. I will not list the business owners specifically with respect to their privacy. You are absolutely INCORRECT in assuming that these are people who would stand to profit by the implementation of paid parking. IN fact, one of the reasons for conducting this survey is to get an idea of whether or not customers would decide to avoid downtown and therefore cause downtown businesses to suffer. The only entity that stands to profit from the implementation of paid parking would be the city. McCullough Roach—Mcilhattan Marcia, it is not associated with the non-profit Marcia Kaveney—Creekwood The non-profit might already have the information you desire Marcia Kaveney—Creekwood McCullough Roach perhaps these business owners could poll their customers more directly. Dale...... -North East Neighborhood Association The way I read this is the city is seeking to profit from the parking problems they created downtown. This is what I expect. They also expect to charge homeowners in the neighboring streets to park on their own street, if not in front of their own home. They see parking as a resource from which they can profit. Partially this is to fund the creation of new and great parking police to roam our neighborhoods with license plate scanners ` and collect fines. It goes by the very Orwellian name of"Parking Benefit Zones". This is where some taxpayers get taxed extra for living near the parking boondoggle that has been created downtown. I'm not hostile but I don't see where your survey is designed to do anything but predict foregone conclusions on the part of self-interested people. I don't see where the city has business profiting from taxpayer investments. Susan... South Central Association of Neighbors Perhaps the people who are left in(or are new to) Bozeman are too young to remember the last time parking meters were implemented. It was such a fiasco that the city removed the meters. You may still be able to see the post holes on Main. I don't know what the solution is now that there are too many people and too few places for them to park. Bozeman, like Boulder, Boise, Bend,et al is being loved to death. I would guess the blame could fall on the city i for its shortsightedness and gladhand to developers. Wish I, or someone, could come up with an idea that would please everyone. But,Nice try McCullough. Aaron Diaz—Oak Meadows No Thumbs Down Thumbs Down Thumbs Down Thumbs Down Josh S. -Kirk Park Local,NO,NO Dawn D... - South Central Association of Neighbors Local.No and no! I' Jacqueline Autio Local, no, and no Bob Cruz—Baxtercreek Good. Make money off the tourists. Robin Jones- Baxter meadows L We used to have this a long time ago. It sucks. People won't go downtown. It will hurt business. Jane...North East Neighborhood Association McCullough Roach they are trying to address a parking problem that they have created by absolving developers from the responsibility to provide parking for their developments I' Dale Pick... North East Neighborhood Association Hello Daniel,you said"Also, will paid parking downtown simply push parking into residential, northside and southside neighborhoods?"The answer is yes that is the plan. Then they intend to rent out the near downtown streets for parking including excising rent from homeowners that live on those streets. The rent goes to funding parking police that will drive down those streets with license plate readers that feed information into a database so they know who is I, not paying rent. Those people are fined. Guests of residents who live on those streets must register in advance to avoid being fined. In a undeniable sense of Orwellian Irony,they call these otherwise persecuted areas"Parking Benefit Zones." Jennifer Johnson—Midtown Hmm, desire to park downtown doesn't seem likely to change...is the plan to use the money collected to improve parking for everyone, or just to tax people who want to park downtown? What will the money specifically be spent on besides paying the costs associated with implementing the parking meter system? Heather Glenn—Harvest Creek Seems like it would be a significant cost to purchase & install Smart meters+maintenance+ticketing+ implementing& collecting fines, etc.No thanks. I. i nR �4 LAUGUST 2022 OBSERVATIONS MSU started the week of my visit, indicating an influx of population. Wed. August 24t1' 2022: Open surface public parking flat lots were mainly vacant at night, g p P p g Y g around 830 pm. Friday August 26111 2022: Between llam—3pm counting street space, I noticed a lot of private parking space inventory sitting vacant. I, th o � Saturday August 27 2022: Main street on-street parking was nearly 100/o occupied at gam. This could be employee parking, but more likely it is locals who want to visit Downtown early mornings on the weekends. Two areas where I noticed the most space for loading zones were on Wilson Ave and N. Church Ave Local perspective on occupancy: 11 am-3pm are the highest times for parking occupancy within Downtown. After discussions with business owners, downtown employees and walking the streets, it is apparent that some establishments have parking spaces for their employees, indicating that employee parking is not a problem for 100% of the business owners, but a portion of them - ( which should be identified by the City. I . I ' I ' I ' I I Works Cited Walker Consultants."City of Bozeman Preliminary Parking Proforma".20 January 2021. I httys://Iejzistarweb-production.s3.amazonaws.com/unloads/attachment/pdf%1224739/Pro Forma Report--Cih, Of Bozeman--On- l Street Parkina.pol 1 Walker Consultants."Downtown Bozeman Parking Study:Parking Assessment and Next Steps".20 January 2021. https://www.bozeman.net/home/showpubI islieddocument/1 1718/637744663395970000 United States,City of Bozeman,Downtown Bozeman Businesses Bozeman Transportation Advisory Board Bozeman City I Commission,and Mike Veselik.Memorandum September 28"', 2022. hops://eha-production- uscalifornia.s3.uswest Lamazonaws.com/488479849e409I aa5b4c8d364cc82045I c5b7d81/original/I 664399027/49c4468581 bc02 9bl368O1fl45939et7 Bozeman Downtown Employee Parking Plan FINAL 9.28.2022.pdr?X-Amz-Algorithm=AWS4- HMAC-SFIA256&X-Amz-Cre(lential=AKIA4KKNQAKICO37GBEP%2F20220928%2Fus-west-1%2Fs3%2Faws4 request&X- Amz-Date=20220928T221339Z&X-Amz-Expires=300&X-Ain z-Sienedl-leaders=host&X-Amz- I Sip-natw•e=07t2e5el'7felbee2e4f6d5cec18c7dc475838a06bO4el34de79ac3546ldbale2 I l Johnson,Sarah."World Real GDP Will Reach New Peaks in the Second Quarter of 2021."111S Alarkit,28 May 2021, t i httl)s://ilismarkit.com/research-analysis/world-real-adp-peaks-in-the-second-quarter-2021.htm l Bridge Economic Development,and RWC."Parking Management Engagement."Bozeman.net,Jan.2021. littl)s://www.bozeman.net/home/showpublisheddocument/10966/637460343164070000 l "Parking Benefit Zones."Bozeman.net,hops://www.bozeman.net/(Icpai-tnxnts/economic-development/parking/parking-benefit- zone United States,City of Bozeman,Downtown Urban Renewal District,et al.Downtown Urban Renewal District Board Meeting Notes, 2022,pp. 1-2. "United States,City of Bozeman,Downtown Area Urban Renewal District Board,and Ellie Staley. Alemorandum September 20th 2022. I Mips:Hd2kbkoa271(lvtNv.cloudti-opt.net/bozeman/bObb30b3a185c5a9546a7a7b5b3adli2iiO.pdt7utm medium=email&uUn source=govdelivert "United States,City of Bozeman,Downtown Area Urban Renewal Improvement District Board,and Emily Cope.Memorandum September 21st, 2022. https://d2kbkoa271'(Ivtw.cloudfront.net/bozeman/c2l6Oab054675a6288aaO7B4811(19160.pdt7utm medium=email&utm source=aovdelivery Cleveland,David."Letter to the Editor:Developers Must Respect Neighborhood Character."Bozeman Daily Chronicle, 13 Mar. 2022,httl)s://hvww.bozemandaii),chronicle.com/opinions/letters to editor/letter-to-the-editor-developers-must-respect- nci,ohborhood-character/article 542e9962-141'c-5cf1=84bd-4a839d632487.html f Shelly,Nora Shelly."As Bozeman's Growth Moves Fast,Residents Bristle."Bozeman Daily Chronicle,20 Feb.2022, https://www.bozemandailyclironicIe.com/news/city/as-bozemans-ero\vtli-moves-fast-i-esi(Icnts-bristle/article 6705a7cd- adc2-527d-ab9c-6188c41b2c02.html United States,City of Bozeman,Wlliams,Rick.City ofBozentan Downtown Strategic Parking Management Plan,vol.5,2016. City of Bozeman,MT.,REV.Enforcement;Penalty for violations Section 36.04.380 , City of Bozeman,MT.,REV.Maximum parking duration designed.Section 36.04.260 City of Bozeman,MT.,REV.Number of parking spaces required. Section 38.540.050 1: tl