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HomeMy WebLinkAbout2020-08-20 DTPC Packet DOWNTOWN PARKING COMMISSION AGENDA Thursday, August 20, 2020 8:30 AM Conference Room 213, City Hall PLEASE NOTE: During COVID-19 Downtown Parking Commission meetings will be held online via ZOOM. Public can participate by logging into zoom.us/join or by calling 1-312-626-6799. Either option requires entering the meeting ID number: 380-573-998. For more detailed information please visit the city website. 1. CALL TO ORDER 2. APPROVAL OF JULY 16, 2020 MINUTES 3. OPEN FORUM 4. NEW BUSINESS 4.1. Starcade parking mitigation plan 4.2. Parking Study Work Plan 5. UPDATES 6. ADJOURNMENT DOWNTOWN PARKING COMMISSION MEETING July 16, 2020 Chairman Anderson called the meeting to order at 8:35 a.m. Present: Chair McAllister, Commissioners Glynn, Lettner, Johnson, Council Liaison Junker Absent: Commissioners Anderson, Hopfe, LePage Staff present: City Clerk Wolf, Community Development Director Turnblad, Zoning Administrator Tait, Parking Enforcement Officer Pasket APPROVAL OF MINUTES Possible approval of minutes of June 18, 2020 meeting Motion by Commissioner Glynn, seconded by Commissioner Johnson, to approve the June 18, 2020 meeting minutes. All in favor. OPEN FORUM There were no public comments. NEW BUSINESS There was no new business. UNFINISHED BUSINESS Parking Study Community Development Director Turnblad provided the final draft of the Parking Study done by HKGi. The study recommends nine strategies that would create efficiencies without major capital investments. After Commission review, staff will present it to the City Council for adoption, then staff will work with the Commission to establish a multiple year work plan to implement the identified strategies. Strategy #1 - Utilization Counts Councilmember Junker pointed out the counts came from 2015 data which was older than he anticipated. In the past five years, patterns and lot usage have changed dramatically. Mr. Turnblad replied the last time staff counted cars in lots was 2015. This strategy recommends that counts be done more frequently to determine if uses have changed. Chair McAllister remarked that the peak seasons and peak times as noted in the study are still relevant. Strategy #2 - Wayfinding Signage Commissioner Glynn commented there is a lot of signage already. He would like to consider all the signs and determine what makes sense overall versus just adding more. Chair McAllister agreed that there needs to be an organized wayfinding system for everything that needs to be found, not just for parking. Mr. Turnblad noted the City would probably hire a consultant to help put together a wayfinding system. Strategy #3 - On-Street Time Restrictions Commissioner Glynn noted that over the past 10 years, the major issues with parking seem to involve enforcement and tickets. It seems whenever the City increases enforcement, complaints increase. Downtown Parking Commission Meeting July 16, 2020 Page 2 of 4 Commissioner Lettner said it will be important to do an advertising campaign, issue warnings, and ease into it, if time restrictions are changed, to give the public time to adjust. Councilmember Junker commented that this strategy is probably the one that involves biggest change in mindset in downtown Stillwater. Commissioner Glynn said that changing on-street time restrictions goes hand in hand with an approach for providing employee parking. Mr. Turnblad asked the Commission’s thoughts on going from1-hour on-street parking to 2 hours. He said there was some reticence on the Council to go all the way to 1-hour. Councilmember Junker said if the goal is truly to get people into the pay lots and parking ramp, then going to 2-hour parking isn’t a big enough initiative. Parking Enforcement Officer Pasket said he feels 1-hour parking would be unworkable for the City. It would be very difficult to enforce and draw many complaints. Even at 2-hour parking, the City would be looking at enforcement three times per day so an increase in personnel would be needed. Commissioner Lettner agreed with Mr. Pasket that 1-hour on-street parking would cause a lot of backlash. Councilmember Junker pointed out there are 416 on-street parking spots that are 3-hour parking. The goal is to create turnover on Main Street and get those who park for a longer time to park in the lots and ramp. There are many others who want to come downtown, park, get in and out quickly. Commissioner Johnson countered that downtown is restaurant-heavy. He questioned how many customers would want to park for under one hour. Commissioner Glynn said he is in favor of going to 2-hour on-street parking. Commissioner Lettner asked, is it too much work to designate a couple of 1-hour spots in each zone? But then the argument would arise about who gets those and where, and it might be an enforcement nightmare. Councilmember Junker asked how many complaints/tickets involve business owners versus visitors. Mr. Pasket said he doesn’t get many complaints on 3-hour parking. Years ago, on-street parking was specifically changed to 3-hour parking for the restaurants. Prior to that, for 15-20 years the City had 2-hour on-street parking. Commissioner Johnson remarked that on-street parking is free, so people want to park on the street. Commissioner Glynn noted that on-street spaces are often full all day. The Commission is trying to encourage more turnover. The consensus of the Commission was to recommend going to 2-hour on-street parking. Strategy #4 - Enforcement & Technology Mr. Turnblad stated that the study recommends using license plate recognition for on-street parking enforcement. The system knows who was there two hours ago and the number of staff required on the street is reduced. Consensus of the Commission was that this is a good strategy. Strategy #5 - Parking Ordinances & Requirements Mr. Turnblad reported that the parking table showing how many parking spaces are required per retail area has been in existence since about 1965. Certain uses require Conditional Use Permits so if a business space is converted from retail to restaurant, it must go through a more elaborate public review. The study references a prediction model to show how an increase in use will impact the parking system. Councilmember Junker asked if the renting of dumpsters taking up parking spaces would fall under this strategy. Sometimes dumpsters are in place for 9-12 months. Downtown Parking Commission Meeting July 16, 2020 Page 3 of 4 Mr. Turnblad replied that could be addressed. The engineering department issues permits for construction dumpsters and other obstructions but they are not tied with together with the bigger picture. That needs to change as well. Parking spaces downtown are too valuable to tie up for 9 months. He asked if the Commissioners feel that mitigation requirements should be made more rigorous (increase the price from $10/month). Basically there are two models - the current model, versus creating a parking district and having everyone involved pay into the parking system based upon a formula. That could also be considered but would create a lot of organized push-back. Chair McAllister asked that mitigation discussions include who is paying and who is not - pre-2000 versus post-2000 and consider equalizing costs. Strategy #6 - Customer Service Chair McAllister said she thinks there is an opportunity to be broad in thinking about how people are parking based on use. For example marketing the fact the Commission is discussing electric vehicle charging stations, where to park if you have a bicycle, boat or camper. Commissioner Glynn suggested making a video commercial. Strategy #7 - Employee Parking Mr. Turnblad reviewed the recommended employee parking program principles. Commissioner Glynn said he often hears businesses asking, why can’t you let us use this space - employees are walking to their cars at 3 a.m. with cash - they need to park in a well lit area, maybe with a policeman sitting there. These issues need to be addressed. Councilmember Junker said the City will need to reach out to achieve major buy-in from businesses. A safe environment for employee parking must be created. Chair McAllister suggested maybe different blocks or different business types would prefer different spaces for employee parking. Strategy #8 - Pricing Mr. Turnblad noted that it is the Commission’s belief that more parking should be pay parking and rates should be used as a way to push and pull customers around the system to better balance the system. For example, lots along the river are considered prime so if the City starts charging for the river lots, people who don’t want to pay would move to the Second Street parking. Officer Pasket commented perhaps the Commission should look at a different fine for tickets issued for on- street parking, which would be incentive not to park on the street. Currently the parking ticket fine is $25 anywhere in the City. Commissioner Lettner suggested ticket fines could go up for habitual violators. Mr. Pasket said enforcement no longer uses hand held computers so there is no way to track habitual violators until after they are entered into the system back at the station. Mr. Turnblad said when the City gets license plate recognition technology, a tiered fine structure could be considered. Councilmember Junker noted that Lot 1 costs $5 and Lot 2 costs $3 which is too low. Mr. Pasket explained that previously, the Commission wanted Lot 2 to go down to $3. He feels Lot 2 should cost more than $3 weekdays and more than $5 on weekends. By keeping the ticket cost $3, the City loses almost $30,000 a season in that river lot based on the volume of cars. Strategy #9 - Event Parking Downtown Parking Commission Meeting July 16, 2020 Page 4 of 4 Mr. Turnblad explained the study recognizes the need to find ways to have event attendees park out of downtown if possible. This is creating a toolbox of options for event organizers to put together a parking plan. When someone comes in with an event, they need to provide a parking plan. Motion by Chair McAllister, seconded by Commissioner Glynn, to recommend that the Council adopt the parking study. All in favor. UPDATES COVID-19 Parking Rates Mr. Turnblad stated that in an effort to support commerce, the City Council extended free parking downtown on weekdays through the end of July. Councilmember Junker said he noticed weekends have been very busy downtown. He was hoping lost parking revenue could be reimbursed through CARES Act funding but it is not eligible for reimbursement. At least $200,000 will probably be lost by offering free parking all summer. Mr. Turnblad commented it would be confusing to begin the new ramp system on weekends only, but the City could resume charging for mitigation and residential parking. Commissioner Johnson remarked it is unfair to start charging businesses again for parking mitigation when they are still only allowed 50% capacity by state order. Mr. Pasket added there is confusion when parking is free weekdays and not weekends. Chair McAllister suggested resuming charges for residential and business permits in addition to resuming charging for pay lots and ramps every day. Commissioner Lettner said to ease burden on enforcement and to be less confusing to customers, he would recommend resuming charging for parking seven days per week in the pay lots and ramp. Motion by Commissioner Glynn, seconded by Commissioner Lettner, to recommend that lots be returned to pay parking but that mitigation fees still be waived, effective August 1. All in favor. ADJOURNMENT Chair McAllister adjourned the meeting at 9:52 a.m. Respectfully Submitted, Julie Kink, Recording Secretary Heidi McAllister, Chair ATTEST: Beth Wolf, City Clerk DATE: August 14, 2020 CASE: CPC 2020-36 SUBJECT: Parking mitigation review for Starcade LOCATION: 321 S Main Street REPORT BY: Bill Turnblad, Community Development Director BACKGROUND Paul Saarinen is proposing to lease the first floor of 321 South Main Street (formerly Alfresco) and open a business known as Starcade. Starcade is a free-play model classic arcade targeted at 30-50 year olds. A customer pays $15 for all day play of a large assortment of classic arcade games from the 70’s through the 90’s. The business will also have a retail component that sells arcade themed merchandise, snacks out of vending machines, a nd a small office to manage minor game repairs. Proposed business hours are 11 am to 11 pm every day of the week. SPECIFIC REQUEST Since there is no parking available on the property, Starcade has requested approval of a mitigation plan that would allow all parking to occur in the public parking system. Page 2 Starcade ANALYSIS Current Parking Load The current parking load for the building is 31.7 parking spaces. This includes 10.6 spaces for the 2nd floor offices and 21.1 for the first floor retail space. Proposed Parking Load The 2nd floor of the building will continue with its current configuration of office space. So, its parking requirement remains 10.6 spaces. But, t he 1st floor’s parking requirement will increase with the conversion of the rear 2,274 sf from retail to arcade. The front 1,859 sf will remain retail. Proposed First Floor Layout The zoning code does not specify the parking requirement for an arcade. If the arcade space is required to meet the parking standards of event space o r general assembly space, then the parking load of the building would be 69.8. Staff believes this number is too high, but is awaiting more information from Starcade on actual parking need. Proposed parking load Use Area in sf Rate Required parking 2nd floor offices 3,168 1/300 sf 10.6 1st floor retail 1,859 1/200 sf 9.3 1st floor arcade 2,274 1/3 occupants, 150 maximum occupancy1 49.9 Total 69.8 1 Based on 1 person per 15 square feet of “general assembly” space. Page 3 Starcade Based on general assembly requirements, the property would experience an increased parking load of 38.1 spaces. Parking Mitigation Options Since most of the historic properties Downtown have no on-site parking, the City Zoning Code makes allowances there for “alternate” methods of meeting a property’s parking requirements. Essentially the options are to lease nearby private spaces, or if sufficient space is available, to rely on the public parking system. If the Parking Commission approves use of the public parking system, then a fee is charged per space to offset the Cit y costs for providing those spaces. We refer to this as a “mitigation fee”. Currently, the fee is $10 per month per space. Cumulative Impact of Past Parking Mitigation Requests Often when there is a request to use the public system for parking mitigatio n, the Commission requests information on the cumulative number of mitigation spaces approved to date. Table 1 shows the percentage of the public system impacted by business mitigation parking. This includes active businesses and those that have been approved but not yet opened. And, Table 2 shows the cumulative impact of both business mitigation plans and of grandfathered residential units that do not have on-site parking. It is Table 2 that shows the worst case scenario. Table 1 – Mitigation Spaces Spaces % of total public system2 Off-season months 218 11.2% Warm season months 311 16.0% Table 2 – Mitigation and deficit residential parking Spaces % of total2 Off-season months + deficit residential 261 13.4% Warm season months 354 18.2% Available Public Parking If the 38 proposed deficit spaces for Starcade are added to the last row of Table 2, then 20.1% of the public parking system would be committed and potentially unavailable at any given time. The Commission’s policy has been not to exceed a 20% commitment level. Adding 35 mitigation spaces for this business, rather than the 38 proposed, would bring the commitment level to 20.0%. Actual impact of the request needs to take into account both the overall system commitment level and the effect upon the immediate parking district. Some parking districts have less 2 1,947 spaces including the 39 in the Lot 14 expansion but, excluding the 51 publicly owned spaces in Lot 8a (“River Market” Lot) Page 4 Starcade excess capacity than others. And the subject district, District 1, has the lea st available excess capacity of any of the parking districts. ALTERNATIVES The Downtown Parking Commission has several available alternatives: A. Approve the request to use public parking to satisfy the required parking for Starcade, with the following conditions: 1. The City will invoice the parking mitigation fee quarterly to the property owner. 2. The fee is to be paid upon receipt of City invoice. Failure to pay fees within 30 days of invoice will be certified for collection with real estate taxes. The property owner waives any and all procedural and substantive objections to the parking mitigation fee in-lieu of on-site parking requirements, including but not limited to a claim that the City lacks authority to impose and collect the fees. The applicant agrees to reimburse the City for all costs incurred by the City in defense of enforcement of this provision. B. Approve the request in part and require the business plan to be modified so that only 35 spaces need to be mitigated in the public parking syste m. The following conditions would apply: 1. The City will invoice the parking mitigation fee quarterly to the property owner. 2. The fee is to be paid upon receipt of City invoice. Failure to pay fees within 30 days of invoice will be certified for collection with real estate taxes. The property owner waives any and all procedural and substantive objections to the parking mitigation fee in-lieu of on-site parking requirements, including but not limited to a claim that the City lacks authority to impose and collect the fees. The applicant agrees to reimburse the City for all costs incurred by the City in defense of enforcement of this provision. C. Deny the request to use public parking to mitigate for the lack of on-site parking. RECOMMENDATION Staff recommends requiring the business plan to be amended so that no more than 35 parking spaces would need to be mitigated in the public parking system. In addition, staff suggests that the parking deficit in District 1 is at a point where the city should consider allowing no more properties in the district to convert to uses that would increase their burden on the public parking system. bt TO: Downtown Parking Commission FROM: Bill Turnblad, Community Development Director DATE: August 13, 2020 RE: Parking Capacity Work Plan INTRODUCTION HKGi has been working with the Downtown Parking Commission to study means for more efficiently using the existing capacity in the downtown public parking system. In July the commission recommended approval of the study with its nine strategies. It is hoped that the City Council will adopt the study at their August 18th meeting. Assuming they do, the next step would be to draft a work plan to implement those strategies. The work plan would then be forwarded to the Council for approval. COMMENTS The work plan should examine the nine strategies to determine if and when to implement each. It will be critical to consider funding and manpower resources as the work plan is developed. Following a general discussion at this month’s commission meeting, staff will bring prepare a draft work plan for further discussion at the September commission meeting. Attachment: Capacity study strategies bt PARKING STUDY DOWNTOWN STILLWATER PARKING ENTERPRISE FUND Downtown Stillwater’s district-wide parking approach best mirrors the Enterprise Fund. Funds are collected from various revenue streams that are in turn, invested back into the downtown’s parking improvements and ongoing operations/maintenance. I. 2019 Revenues Account 720 (Surface parking lots): (unaudited end of year) 1. Permits (residential, business, mitigation, misc.) $66,832 2. Sales for Parking Lot 1 $91,630 3. Sales for Parking Lot 2 $94,116 4. Parking enforcement ticket totals $53,573 5. Parking, events $4,600 6. Interest $6,010 7. Total parking lot revenue $316,761 Account 725 (Parking ramp): (unaudited end of year) 1. Parking permits: 61 permits (25 residential; 36 commercial) $15,341 2. Parking Permits – Lowell Inn $12,952 3. Ramp revenue (Credit Card and Cash) $86,833 4. Total parking ramp revenue $115,126 Total revenue, ramp and lots (unaudited) $431,887 II. Operating Costs 1. Parking Ramp (unaudited, no depreciation) $58,420 2. Parking Lots (unaudited, no depreciation) $159,274 3. Total operating costs $217,694 III. Balance The unaudited revenue collection in 2019 appears to have exceeded the unaudited operating costs by about $214,000. This does not including depreciation, which covers facilities replacement costs, i.e. Capital Improvements. IV. Reserve (Capital Improvement Program) As of 12/12/19 the reserve in the parking enterprise fund was $991,806.59. Approved capital expenditures for 2020 total $280,800.00. 19 STRATEGIES & RECOMMENDATIONS Each district-wide parking model discussed in the previous section is designed to achieve similar goals by reducing parking demand and maximizing its resources. At this time, the City of Stillwater does not need to select a preferred approach or modify its Enterprise Fund. Instead, the City should consider the various strategies used in each model to help better manage parking to support parking efficiencies. Each strategy discussed throughout this section is designed to help better manage the downtown’s parking supply and demand. More importantly, the strategies were selected to help align parking needs with the various users of downtown. These strategies should be explored to their fullest potential prior to investments that focus on adding more supply. Today, there are many players that can help advance the parking strategies through direct or indirect efforts. Many of these efforts are currently tied to long-range planning, business support, parking enforcement, and the facilitation and approval of development proposals. These groups include both the public (i.e., City) and private (i.e., business) sector. Both groups should have a vested interest in implementing the study’s recommendations. In that respect, the roles and responsibilities for carrying out a particular strategy are identified in each strategy. Each strategy is also paired with a paradigm (see Sidebar) generalizing implementation costs, business support, and impact in reducing demand. SUPPORT UPFRONT COST ONGOING COSTIMPACTDiagram Summary Example: This diagram would suggest the strategy being proposed is highly supported by the business community and may have a low to moderate impact in shifting parking demand. General upfront and ongoing costs associated with this strategy are low. RECOMMENDATION PARADIGM • Support: The strategies were presented to the business community. Some strategies received overwhelming support (scores towards HIGHEST), while others may need further discussion (scores towards LOWEST). • Ongoing Cost: Some strategies may require on- going costs. These cost are typically associated with staff time and resources or on-going operations and maintenance needs. Each strategy will have some form (e.g., direct or indirect) of an ongoing cost. • Upfront Cost: There is an upfront cost to implementing every strategy. These cost are typically associated with design, capital investments, staff time and resources, or startup dollars to initiate the strategy. Upfront costs can be minimal, while others may be larger investments that require long-range capital programming. • Impact: Each strategy is designed to maximize today’s parking supply more efficiently and effectively. The goal is to implement strategies that have the highest impact, while being cognizant of ongoing and upfront costs. SUPPORT IMPACTONGOING COSTUPFRONT COST LOWEST MODERATE HIGHEST 20 PARKING STUDY SUPPORT UPFRONT COST ONGOING COSTIMPACTRecommendation: Implement a program to continue parking counts at specific times and during different seasons. 1 2 3 4 56 7 89 10 12 13 R 14 15 16 17 18 11 Chestnut St Olive St Nelson Alley Nelson St Myrtle St Commercial A v e Wate r S tMain S t Se cond S t Th i rd S t 1 2 3 4 56 7 89 10 12 13 R 14 15 16 17 18 11 Chestnut St Olive St Nelson Alley Nelson St Myrtle St Commercial A v e Wate r S tMain S t Se cond S t Th i rd S t 1 2 3 4 56 7 89 10 12 13 R 14 15 16 17 18 11 Chestnut St Olive St Nelson Alley Nelson St Myrtle St Commercial A v e Wate r S tMain S t Se cond S t Th i rd S t Diagram Summary: There is very little cost associated with this strategy, but has no direct impact in reducing parking demand. The strategy is primarily used to monitor parking utilization rates and to inform other strategies. Roles & Responsibilities: Utilization costs can be done by City staff and at very low cost. City’s will use seasonal help, interns, or parking enforcement to conduct counts. Strategy #1 – Utilization Counts Stillwater should continue to monitor parking utilization in all areas of downtown. This will provide a better baseline of data for determining when a particular parking strategy should be explored or implemented. The City should establish a set schedule for when utilization counts are collected to ensure consistent reporting on an annual basis. The recommended times include 10 a.m., 12 p.m., and 6 p.m on weekdays and weekends. Counts should be collected throughout the year and during downtown events. In the long term, use of parking sensors could provide better data. This type of technology has a higher upfront cost to implement. STUDY GOALS Each strategy is designed to help achieve the following study goals. Maximize current investments Identify low-cost/ high-benefit solutions Maximize today’s parking supplyEmbrace a district- wide parking approach The demand for parking typically increases in Downtown Stillwater throughout the day. Saturday 9:00 a.m. Saturday 6:00 p.m. 21 Recommendation: Strategically locate wayfinding signage that direct people to 2nd Street where they will be exposed to underutilized lots (e.g., Lot 14 and the Municipal Ramp), while elevating parking and traffic stresses in the core.SUPPORT UPFRONT COST ONGOING COSTIMPACTPrecedent Examples of Parking Wayfinding Signage Diagram Summary: This strategy will help shift parking demand in the core to underutilized lots at a minimal cost. Roles & Responsibilities: The City of Stillwater is the primary agency who would implement this strategy. Coordination may need to occur with other roadway agencies, such as MnDOT or Washington County if signs are placed within their right-of-way. Strategy #2 – Wayfinding & Signage Wayfinding systems serve a key role well beyond responding to the need for basic navigation, identification, and information. Wayfinding elements, such as monuments, directional systems, directories, interpretive, and even regulatory signs can enrich and enhance the users experience in Downtown Stillwater and help with traffic congestion. More importantly, signage can help direct people to underutilized or unknown areas available for public parking. The study has recommended a shift in parking demand from the core to underutilized or unknown areas available for public parking. This shift should focus on wayfinding signage that directs people to the Municipal Ramp/Lot 13. To some degree, wayfinding signs are visible at the Main Street/Commerce Street intersection that direct people to the ramp. By the time a parking user reaches this intersection they have already been exposed to a number of parking options, including three hour on-street parking and large surface lots. It is important to recognize the first lots to fill up as one enters downtown are Lots 1 and 2, which both charge a nominal fee. Wayfinding signage should be strategically located near these lots that direct drivers to 2nd Street. Shifting travel patterns to 2nd Street will direct people towards the ramp and expose drivers to Lot 14, which is expanding by 39 spaces in the summer of 2020. A shift to these parking facilities will help maximize parking investments and alleviate parking stresses in the core. Overall, wayfinding signs are a simple high-benefit solution that help direct vehicles to underutilized parking facilities. Wayfinding signs for parking should also work together with other wayfinding needs that move people and not just cars. Stillwater should consider developing a wayfinding plan that helps identify pathways between key destinations and large parking reservoirs. A wayfinding plan should also evaluate existing sign clutter, while finding ways to maximize the effectiveness of wayfinding signage. 22 PARKING STUDY Recommendation: Develop mobile friendly applications that provides parking location information. SUPPORT UPFRONT COST ONGOING COSTIMPACTDiagram Summary: This strategy will help better inform downtown users were parking is located. Roles & Responsibilities: The City of Stillwater is the primary agency who would implement this strategy, but may need support from a private entity to assist in the development of a mobile application. Technology & Mobile Applications Long-term wayfinding strategies may include information signs that display the number of available parking spaces at a parking lot/ramp entrance. This type of technology can also be tied to mobile applications that inform a driver before they enter the downtown on where parking is available. These type of wayfinding applications are typically applied in settings where parking is being heavily utilized on a year-round basis and tied to parking facilities with controlled entrances/exits (e.g., gate arms). This type of technology can also have high upfront costs. There may be opportunities to retrofit the ramp with this type of technology, but should be viewed as a mid to long-term initiative. Other long-term initiatives may include mobile applications that monitor the downtown’s available parking supply. These types of applications also rely on parking sensors, parking facilities that use entrance/exist controlled devices, or GPS data obtained from cellphones to report out “real-time” parking availability for a specific area. These types of applications are typically implemented in downtown settings that charge a fee for public parking. At a minimum, the City should consider using mobile friendly websites or materials that provide information on downtown’s parking locations. Long-term initiatives should consider “real-time” parking availability information, but is not being recommended at this time. 23 Recommendations: Reduce on-street parking time restrictions from three hours to two hours. SUPPORT UPFRONT COST ONGOING COSTIMPACTIncrease parking enforcement beyond 6:00 p.m. to 8:00 p.m. SUPPORT UPFRONT COST ONGOING COSTIMPACTDiagram Summary: This strategy will help create higher parking turnover and better align parking users with their parking needs. Roles & Responsibilities: The City of Stillwater will be responsible for implementing this strategy, which will require additional resources to increase parking enforcement. Today, the majority of on-street parking in the core is limited to three hours. Strategy #3 – On-Street Time Restrictions Research determined Downtown Stillwater is the only downtown with widespread three hour on-street parking compared to 12 other precedent examples (see Table 4). Reducing on-street time restrictions will help improve parking turnover rates and better align parking spaces with the various users of downtown. For example, a service oriented district (e.g., dry cleaner, post office, and coffee shop) typically requires a higher turnover rate to accommodate customers; resulting in parking restrictions ranging between 15 minutes and 1 hour. An entertainment district, such as Downtown Stillwater, typically sees a lower turnover rate during the evening hours. Time restrictions in these types of areas can range between 2 and 4 hours. Office and business districts also experience lower turnover rates. These areas usually result in an 8 hour or more time restriction to accommodate a standard 8 hour work day. On-street parking in Downtown Stillwater should accommodate those who are looking for a quick meal or the ability to run a few errands within a short period of time. A time restriction of three hours caters to the long-term parking user in which there is ample parking options available to meet their needs. On-street parking in Downtown Stillwater should be viewed as an amenity and managed in a way that creates higher-turnover. The lack of on-street parking turnover is also contributed to the lack of parking enforcement. Today, parking enforcement ends at 6:00 p.m. A car parked on the street at 3:00 p.m. would not be subject to a ticket after 6:00 p.m. and is likely to stay parked for a longer period of time if they are familiar with the system. Some businesses have expressed concerns that downtown employees who work late shifts (e.g., 3:00 p.m. to 11:00 p.m.) will take advantage of the situation resulting in negative impacts to on-street parking turnover. The business community supports a reduction in on-street time restrictions to better accommodate the short-term uses. This recommendation will also need to be balanced with stronger parking enforcement, while balancing the parking needs of employees (see Strategy #4: Enforcement & Technology and #7: Employee Parking). 24 PARKING STUDY Recommendation: Utilize LPR software for on-street parking enforcement. CHALKING - COURT CASES Recent court cases have challenged the constitutionality of “tire chalking” or putting a physical mark on a tire to measure if a car has been parked in a location longer than allowed. In the most relevant court case, Taylor v. City of Saginaw, the court ruled that chalking represents a physical trespass and an unreasonable search prohibited under the 4th Amendment without meeting the burden required for a reasonable search. While this ruling was in the 6th Circuit, and only applies to Michigan, Ohio, Kentucky, and Tennessee, it may be prudent to move in the direction of non-marking techniques. SUPPORT UPFRONT COST ONGOING COSTIMPACTDiagram Summary: This strategy will help create higher parking turnover rates. The City already owns LPR software, so there is little upfront cost. Roles & Responsibilities: The City of Stillwater is the responsible agency for implementing this strategy, which will require additional resources to increase parking enforcement. Strategy #4 – Enforcement & Technology Many of the strategies discussed throughout this study emphasize the use of parking enforcement and technology to better manage parking utilization. In particular, Strategy #3 discusses the need for stronger on- street parking enforcement to manage turnover rates. If the City of Stillwater takes a more active role in enforcement, it should consider the use of new technology to monitor violations and turnover rates. License Plate Recognition (LPR) software provides these benefits. LPR software includes a camera that is mounted on a parking enforcement vehicle that captures license plate numbers. The license plate number is time stamped and its location is logged with the corresponding time restriction. As parking enforcement patrols an area, the software notifies the parking officer if a violation has occurred. This type of software is commonly used by public safety or law enforcement to track stolen vehicles or persons of interest. LPR software can also be used to track and monitor parking permit users. For example, if a lot is permitted only for employee parking, LPR software can determine which vehicle is authorized to be in the lot without having to verify physical permits (e.g., window tags or stickers). This approach should be explored as part of Strategy #7: Employee Parking. The City does not owns this type of technology. The City should consider purchasing LPR software to be mounted on parking enforcement vehicles to enforce on-street time restrictions (see Strategy #3). This technology will help create efficiencies in parking enforcement and will limit the number of parking enforcement officers needed to regulate time restrictions. If the City chooses not to use this technology for parking enforcement, additional parking enforcement staff will be needed to efficiently enforce on-street time restrictions to create higher turnover rates. Parking enforcement is an important tool to helping balance parking turnover rates for on-street parking. 25 SUPPORT UPFRONT COST ONGOING COSTIMPACTRecommendation: Analyze and revise the City’s zoning, subdivision, and parking ordinances to ensure they are in-line with improving the parking experience in downtown Diagram Summary: In general, revisions to the zoning ordinance that embrace a district- wide parking approach will have a positive impact in helping manage parking more efficiently and effectively. The overall support and cost associated with a particulate ordinance update will vary. Staff time and resources will likely be needed for any of ordinance updates suggested in this strategy. Roles & Responsibilities: This strategy will need to be closely coordinated with downtown businesses and the private sector to determine the appropriate ordinance update. The City of Stillwater is the responsible agency for implementing this strategy. Strategy #5 – Parking Ordinances & Requirements The City of Stillwater recently updated its Comprehensive Plan, which provides direction and guidance for the future of Downtown Stillwater. As the City revisits its ordinances to come into compliance with the Comprehensive Plan, it should also examine them for alignment with desired parking policies. Updates to the zoning ordinance should take into consideration the parking components that embrace a district-wide parking approach. Items for consideration include: • Conditional Use Permit: Allowing a development to be eligible for a conditional use permit, which if approved by City Council would allow a given parcel to accommodate some of their required parking in a municipal lot. Many existing developments rely on municipal lots and on-street parking. A parking study would need to be submitted by the applicant demonstrating its need and the availability of off- site parking to accommodate those needs. • Parking Overlay District: Minimum and maximum parking requirements can be established through an overlay district. Stillwater has established a Downtown Parking Districts that uses parking maximums. Parking maximums are used to ensure parking is not being over built and negatively impacting the urban form. The City’s parking maximums should be evaluated to determine if they align with industry standards and current parking demand (using the utilization counts) in Downtown Stillwater. • Travel Demand Management Plans (TDMP): A TDMP outlines measures to mitigate parking demand as part of the development permit process, which can result in innovative solutions that are tailored to the specific needs of an area. A TDMP would be required of the developer or property owner as part of their development application. TDM strategies for Downtown Stillwater may look to shift trips from peak period (high-demand) hours to times of the day when more parking is available or enter into shared parking agreements. Strategies for businesses may include incentives to carpool or take other modes of transportation. Strategies for residential uses may include incentives for not owning a car. • Liquor Licenses and other Land Use Considerations: New land uses may generate more parking demand or increase the demand at certain hours. The City should support development that is in alignment with a long-term, successful, and vibrant downtown. This also sometimes means allowing businesses that will create more of a draw that could add more parking demand. In the short-term the City may consider methods to control the flow of these developments until parking can catch up. For example, establishments that provide liquor can generate higher peak parking demands during the evening hours. Establishing regulations that control the number of liquor licenses helps manage the current parking demand until parking strategies or building more parking catches up with demand. 26 PARKING STUDY SUPPORT UPFRONT COST ONGOING COSTIMPACTRecommendation: Develop marketing materials that educate people on where to park. Diagram Summary: Marketing materials and valet parking can help manage parking more efficiently at a low-cost. Ongoing maintenance is important, but does not have any impact to parking efficiencies unless a facility becomes in such disrepair people will no longer able to park in that facility. Roles & Responsibilities: These strategies require private and public partnerships. Businesses association should take a stronger lead in developing marketing materials and initiating a valet service, if these are desired strategies to pursue from the businesses. SUPPORT UPFRONT COST ONGOING COSTIMPACTSUPPORT UPFRONT COST ONGOING COSTIMPACTEstablish valet parking services with businesses that generate a higher parking demand during the evening hours. Adhere to ongoing maintenance schedules for parking facilities, in addition to sidewalks and pathways between parking facilities and destinations. Strategy #6 –Customer Service A visitor’s first experience starts from the moment they park their car and walk to their destination. Therefore, parking should be viewed as a customer service. Offering a positive experience from a parking perspective involves a combination of strategies, such as a wayfinding signs (Strategy #2: Wayfinding), maintained parking facilities, and availability. It requires marketing materials to help inform patrons on where they can park and what the downtown has to offer. It may even include curbside valet service to allow cars to be stored further from the destination without requiring a longer walk for patrons. Recommendations for improving the parking user’s experience include: • Marketing Materials: The City and local business organizations (e.g., Stillwater Area Chamber of Commerce and Main Street Stillwater Independent Business Alliance®) should work together to develop marketing materials that indicate key destinations (e.g., businesses, restaurants and trailheads) and parking locations that are for certain users (e.g., short-term vs. long-term). This approach is a low‐cost/high benefit solution to help educate visitors on where to park. This can also be used as an opportunity to promote and market the downtown’s businesses on those materials. • Valet Parking: A valet service provides downtown patrons a convenient option for parking. If managed accordingly, this strategy can help elevate the parking pressures being experienced in the core. Options for valet storage could occur in Lots 12 or 14, which are underutilized during the evening hours. A shared parking agreement would need to be administered between the business and City. This strategy is an effective means to helping manage parking during evening hours, while providing visitors an enhanced parking experience. Valet service is provide by a private entity, which enters into an agreement with the business and city. The business typically initiates this strategy • Ongoing Maintenance: Public and privately owned parking facilities should provide a safe and clean environment. Routine maintenance (e.g., sweeping, refuge collection, crack sealing, pavement overlays, snow removal, and lighting) schedules should be followed to enhance the customer’s experience (drawing visitors back into the area) and beautification of the city. Additionally, routine maintenance schedules will help extend the life-span of a parking facility before a major replacement or repair is needed. This also holds true to the users experience between a parking facility and their final destination. Regular maintenance schedules need to be made to sidewalks, in addition to shoveling after winter weather events. 27 EMPLOYEE PARKING PROGRAM PRINCIPLES. An employee parking permit program should be built around the following principles: • The program is monitored and managed by the Stillwater Parking Commission. • Businesses must make a formal request annually to the Stillwater Parking Commission to be part of the program. • The number of permits issued would be based on the size, type of business, or number of employees. • A business would agree to the following conditions: -The business must prove their operations occur during peak parking demand (i.e., evening hours and weekends). -The business owner is responsible for reporting lost or stolen access cards to the Municipal Ramp. -Access cards can be terminated by the City any given time if they are being used in inappropriately. -Access cards to the Municipal Ramp would only be active during the evening hours (3:00 p.m. to 11:00 p.m. SUPPORT UPFRONT COST ONGOING COSTIMPACTRecommendation: Update the business parking program by restructuring permitted lots and time restrictions. Diagram Summary: This strategy will help balance today’s parking supply with downtown customers and employees. This strategy will need further support from the business community before moving forward. Roles & Responsibilities: The Stillwater Parking Commission will take on a new responsibility in monitoring the program, while City staff will be asked to administer the program. The business community also needs to play a role in helping educate their employees on where to park. Strategy #7 – Employee Parking This study has recognized that some trade-offs will need to occur in order to improve the efficiencies of Downtown Stillwater’s parking supply. Moving forward, the City and business community will need to accept that some people will have to park further away if they plan on spending longer periods of time in downtown. This balancing act should start with employee parking. It should be expected that employees will park further away and not in parking lots that deter from a customer’s ability to park in the core. Implementing this strategy will require a strong commitment and understanding from the businesses that this shift should occur. This partnership can begin by working together to find designated areas for employee parking that alleviate parking demand in the core. A recommended approach to helping jump-start this initiative can begin by modifying the business parking permit program. Businesses and downtown employees have the option today to purchase a parking permit. Permit holders are allowed to park in designated lots longer than the posted time restriction. These lots are scattered throughout downtown. However, several permitted lots are located in the core that experience heavily utilization, while lots that are underutilized outside the core are not permitted. Permits should be restricted in lots located in the core that experience heavy utilization during peak demand. This would include Lots 4, 5, and 8 only on weekdays after 5:00 p.m. and during weekends. Employee parking by permit would still be allowed in these lots during normal weekday hours (7:00 a.m. to 5:00 p.m.). In return, the Municipal Ramp would be open to permit holders. This would require access codes that allow the permit holder to enter the ramp without having to pay an additional fee to park. In order to effectively implement this strategy, the City will need to increase parking enforcement beyond 6 p.m. (see Strategy #4: Enforcement & Technology) in the surface lots. Lots should also be designed for free employee parking during evening hours for those who do not wish to purchase a parking permit. Opportunities for these free areas could occur in Lot 12 and Lot 14. Lot 14 will be expanded by 39 parking stalls in the spring of 2020. The City could also offer discounted parking permit passes to businesses that typically see an influx of employees during the evening hours (e.g., restaurants and bars). 28 PARKING STUDY Strategy 8 – Pricing The bulk of Downtown Stillwater’s parking supply is free, located in the core, and structured around the long-term user’s need (4 or more hours). They are heavily utilized for those reasons, which has impacted the utilization of the Municipal Ramp and other lots on the fringe. People will chose free parking and convenience over other options. This model should be flipped by pricing parking in the core where it is more convenient, while providing subsidized (free) parking outside of the core. There are precedent examples of parking lots in downtown where people are willing to pay and park. This is evident in Lots 1 and 2, which experience heaving utilization rates and charge a minimal fee. This finding serves as a precedent example for the City to consider when exploring parking fees in other areas of downtown. During the planning process, there was some appetite to retrofit surface lots in the core to pay lots. This strategy would help achieve the following benefits: • Influence consumer/parking behavior. • Shift parking demand to underutilized lots that are currently free (e.g., Lots 12 and 14). • Capture revenue to offset costs associated with parking operations and maintenance needs or reinvest those revenues back into the downtown. This strategy will continue to be an ongoing discussion. Advancing this strategy will require larger discussions with the business owners and residents of downtown. As part of these discussions, the City should consider a phased approach by converting one or two lots in the core to paid lots. Lots 3, 4 and 5 are potential options given their proximity to Lots 1 and 2, which are already pay lots. Converting a surface lot to a pay lot can be managed through various means, including controlled gates with pay stations or through mobile applications that do not require gate arms. Any one of these options can help the City control when parking rates are in effect. For example, the City may want to only change for parking during events or when parking is at its peak. It is important to recognize a pay lot should provide people the option to pay by cash, as not everyone owns a smart phone or has access to a credit or debit card. SUPPORT UPFRONT COST ONGOING COSTIMPACTRecommendation: Implement a phased approach to paid parking in the surface lots located in the core areas of downtown. Diagram Summary: Parking fees should be used in the core to help shift parking demand to the fringe and underutilized lots. Costs associated with this strategy are associated with retrofitting lots to include entrance controls and pay stations. Roles & Responsibilities: This strategy will need to be closely coordinated with the City and downtown businesses. ^ ^ ^ ^ ^ # # # # # # # ^ # Lot 1 Lot 2 Lot 3 Lot 4 Lot 5Lot 6 Lot 7 Lot 9 Lot 8b Lot 11 Lot 10 Lot 12 Lot 13 Lot 14 Lot 15 Lot 16 Lot 17 Lot 18 Lot 8a M u l b e r r y S t C o m m e r c ia l A v e M y r t l e S t C h e s t n u t S t O l i v e S t N e l s o n S tMain St Wat er St Second St Thi r d St N e l s o n A l l e yUnion Al l eyP i n e S t Crosby Hotel ramp 3 4 43 3 4 4 24 24 24 4 4 4 24 Lowel l Par kLowell Par kL iftB rid g e Te d d y B e a r P a r k P io n e e r P a r k 3 Legend Downtown Parking District City Parking Lot City Parking Ramp Public - upper level (Crosby Hotel) Trailhead Parking (Lot 12) Private parking only (Lot 8a) Permit parking only (Lot 12) Trailers & large vehicles (Lot 12) On-street handicapped 15 minute parking limit 30 minute parking limit Loading/unloading Valet Bus loading/unloading Bus parking ^Business Permit Valid #DT Resident Permit Valid Free parking lot (year round) Pay parking lot (Free Nov 1-Apr 30) Available to public after 6 PMLotparkingStreetparkingPermitsvalid FreeorPayMonthly Permits (allows overnight parking) Numbers in circles = hour limits on free parking3 On-street parking is free, but limited to 3 hrs unless posted for less Lot 1 (pay lot)(Free Nov 1 - Apr 30) - 98 spaces Lot 2 (pay lot)(Free Nov 1 - Apr 30) - 84 spaces Lot 3 (free lot - 3 hr) -- 33 spaces Lot 4 (free lot - 4 hr) -- 33 spaces Lot 5 (free lot - 4 hr) -- 7 spaces Lot 6 (free lot - 3 hr) -- 16 spaces Lot 7 (free lot - 3 hr) -- 16 spaces Lot 8a ("private" *) -- 51 spaces Lot 8b (free lot - 4 hr) - 75 spaces Lot 9 (free lot - 4 hr) -- 30 spaces Lot 10 (free all day; overnight by permit) - 48 spaces Lot 11 (free all day; overnight by permit) - 45 spaces Lot 12 (part free all day; no overnight here) - 78 spaces (part permit only; overnight allowed here) - 23 spaces Lot 13 (free lot - 4 hr) - 14 spaces Lot 14 (free lot - 4 hr) - 47 spaces Lot 15 (free lot - 4 hr) - 97 spaces Lot 16 (free after hrs) - 60 spaces Lot 17 (free after hrs) - 75 spaces Lot 18 (free lot - 24 hr) - 22 spaces Public Ramp (pay) -- 248 spaces Public level, Crosby (pay) 52 spaces * Free public lot after 6 PM 1,252 off-street parking spaces: 1,211 general public 41 handicapped spaces 468 marked on-street spaces: 416 general public 18 handicapped spaces 13 15 minute spaces 7 30 minute spaces 19 Loading spaces 239 unmarked on-street spaces (Includes 91 on 2nd St no. of Mulberry) 1,959 total public spaces 1,456 free public spaces (74.3%) Map produced by Community Development Dept for Downtown Parking Commission December 6, 2019 Public Parking Downtown Stillwater 2020 Pay Lots 1 and 2 are heavily utilized during the summer months. 29 Strategy 9 – Event Parking Festivals and events play a large part in supporting downtown businesses. Iconic events such as Lumber Jack Days and Cruisin’ on the Croix Car Show attract thousands of people to the area on an annual basis. The number of special events are growing and many of them use parking lots to accommodate vendor booths, staging areas, and food trucks. Lots 4, 8, 9, 10 and 11 are commonly used for events. Requests to temporary close these lots are done through an application process and reviewed/approved by the Stillwater Parking Commission. In many cases, the downtown’s parking supply can handle a smaller event that requires the temporary closure of a lot. Larger events that require the closure of more than one lot and attract a large number of eventgoers have utilized shuttle services between the downtown and off site parking lots located at nearby schools parks, or churches. At times, event parking has spilled into adjacent neighborhoods. Residents have grown accustom to these impacts. Event parking has been managed fairly well over the years. However, the St. Croix River has been subject to more spring floods that result in the closure of parking lots. These lots are typically relied on for spring events. As a result, event organizers are being asked to have an alternative plan in place. Establishing an alternative can be a challenge for the applicant. Ideally, the alternative keeps the event near businesses and with a view of the St. Croix River. Unfortunately, events that coincide with a flood may be forced to relocate to areas that do not provide these opportunities. Alternative event areas include other public and private parking lots near City Hall and the Historical Court House, or to a larger extent, the Washington County Government Center. Keeping an event downtown with limited parking options (as a result of flooding) will need to be balanced with other parking/traffic mitigation plans. For example, an event may need to include off site parking and shuttle service. These responsibilities should be placed on the event organizer. There are multiple factors to consider when developing a parking/traffic management plan for an event: • Number of parking spaces required and available for the event. • An alternative plan if event space is not available because of flooding or other unforeseen circumstances. • The reduction in parking as a result of the event. • Traffic control/enforcement/signage required for the event. • Educational/marketing materials to promote alternative parking options/traffic routes. This information may be challenging for the applicant to obtain. In some respect, smaller event organizer may not be or have even considered these items. City staff and the Stillwater Parking Commission can be a resource in providing options or ideas. The City should develop formalized event plans for different types of events for the Stillwater Parking Commission’s consideration when reviewing/ approving event request. SUPPORT UPFRONT COST ONGOING COSTIMPACTRecommendation: Establish event parking plans for applicants to use when proposing an event. Diagram Summary: The event type and parking/traffic mitigation plan will vary from a impact and cost perspective. Roles & Responsibilities: The City and Stillwater Parking Commission will be responsible for providing guidance to applicants when developing event parking plans. Implementing the parking plan during an event will primarily be the responsibility of the applicant or City fees will be associated with the event to assist in their needs. Events are common activities that occur in Downtown Stillwater 30 PARKING STUDY NEXT STEPS The parking strategies discussed throughout this study were agreed upon by the Stillwater Parking Commission as viable options in helping manage today’s parking supply more efficiently. Some strategies are more viable options today, while others may require further study or consideration. Below provides a summary of these findings and recommendations for next steps. The next steps have taken into consideration, to some degree, the recent public health crisis (as of July 2020) that has impacted parking demand in Downtown Stillwater. Strategy #1 - Utilization Counts Next Steps Continue to monitor parking utilization on an annual basis to inform the other strategies. Findings will provide a foundation for making adjustments to time restrictions, business parking programs, and pricing. Time Horizon Conduct utilization counts on an annual basis. Strategy #2 - Wayfinding & Signage Next Steps Strategically locate wayfinding signs that direct people to 2nd Street where they will be exposed to underutilized lots (e.g., Lot 14 and the Municipal Ramp). A more strategic wayfinding and signage plan should be developed for Downtown Stillwater. This plan will need to balance wayfinding and signage needs for not only parking, but for key destinations (e.g., businesses, trails, parks, and attractions). An effective wayfinding and signage plan will also look for ways to reduce sign clutter, while taking into account Downtown Stillwater’s historical features. Time Horizon Install parking wayfinding sings within 6 months. Develop a comprehensive Downtown Stillwater wayfinding and signage plan within the next 1 to 2 years. Strategy #3 - On Street Time Restriction Next Steps At a minimum, convert three hour on-street time restrictions to two hours. There is some appetite to reduce areas to one hour, but further study is needed to determine the appropriate locations. Time Horizon Implement two hour on-street time restrictions within the next 6 months. Strongly Disagree Disagree Neutral Agree Strongly Agree Strongly Disagree Disagree Neutral Agree Strongly Agree Strongly Disagree Disagree Neutral Agree Strongly Agree 31 Strategy #4 - Enforcement & Technology Next Steps Parking enforcement is viewed as a positive and negative strategy in helping manage parking. It is viewed as a viable options in helping manage on-street parking and turnover, while some view parking enforcement as deterrent to attracting visitors. It is important to recognize parking enforcement is part of the solution in helping mange parking efficiencies and should continue to be used as a measure to ensure on-street parking spaces are turning over. At a minimum, the City should invest in License Plate Recognition (LPR) software to help with parking enforcement efficiencies. Changing the City’s current policies on parking enforcement will require further discussion. Time Horizon Purchase and implement LPR software within the next year. Strategy #5 - Parking Ordinances & Requirements Next Steps A second phase of the study should consider a more detailed analysis of the City’s zoning, subdivision, and parking ordinances to ensure they are in-line with improving the parking experience in downtown. This analysis should take into consideration curb side management and the unknowns in parking demand, as a result of the recent public health crisis. These unknowns have impacted how people travel to and from downtown. Time Horizon To be determined. Strategy #6 - Customer Service Next Steps Develop marketing materials that educate people on where to park. Implementing this strategy should be led by local business groups (e.g., Stillwater Area Chamber of Commerce and Main Street Stillwater Independent Business Alliance®). Marketing materials should leverage online tools and mobile friendly applications. Time Horizon Coordinate next steps with local business groups, as businesses return to normal after the public health crisis. Strongly Disagree Disagree Neutral Agree Strongly Agree Strongly Disagree Disagree Neutral Agree Strongly Agree Strongly Disagree Disagree Neutral Agree Strongly Agree 32 PARKING STUDY Strategy #7 - Employee Parking Next Steps The business parking permit program should be refined to better address employee parking needs during the evening hours. Implementing this step will require on-going coordination and collaboration with businesses. At this point in time, the public health crisis has impacted business operations. As a result, Downtown Stillwater has been experiencing lower than normal parking utilization rates, which suggests from a parking perspective , there is no parking issue at the moment. Time Horizon Begin coordination and collaboration efforts with businesses when parking demand returns to normal. Strategy #8 - Pricing Next Steps There is support to expand parking fees throughout Downtown Stillwater, if it is done at incremental steps. Implementing this strategy will require public outreach and education to demonstrate how collected fees will be used. Revenue collected from parking fees should be redirected back into the downtown for capital improvements and maintenance needs. This approach will help support a district-wide parking model. Implementing this strategy should be put on hold until parking demand returns to normal. Time Horizon To be implemented a year after parking demand returns to normal. Strategy #9 - Event Parking Next Steps The City should create a series of event plans (based on the event size and type) that address their parking needs. These plans would include a contingency for flooding events that may result in parking lots being offline. Developing these plans will help the Parking Commission and event organizers understand their options and the mitigation measures needed to address loading/unloading zones, traffic, and parking Time Horizon Develop plans within 1 to 2 years. Strongly Disagree Disagree Neutral Agree Strongly Agree Strongly Disagree Disagree Neutral Agree Strongly Agree Strongly Disagree Disagree Neutral Agree Strongly Agree 33 Parking Capacity Work Plan2020‐20232020 2020Stragety Number UrgencyTime LineProject PersonnelStrategy #1 ‐ Utilization CountsMediumConduct utilization counts on an annual basis.Strategy #2 ‐ Wayfnding & SignageMediumInstall as strategies are programmed.  Develop a comprehensive Downtown wayfnding and signage plan next 1 to 2 years.Strategy #3 ‐ On Street Time RestrictionHighBegin community engagement within the next 6 monthsPublic engagementStrategy #4 ‐ Enforcement & TechnologyHighPurchase and implement LPR software within the next year.Business owner buy-inStrategy #5 ‐ Parking Ordinances & RequirementsLowTo be determined.Strategy #6 ‐ Customer ServiceConstantCoordinate next steps with local business groups, as businesses return to normal after the public health crisis.Strategy #7 ‐ Employee ParkingHighestBegin coordination and collaboration efforts with businesses when parking demand returns to normal.Identify safety improvements. Identify source and destination businesses and lots.Strategy #8 ‐ PricingMediumUndetermined timelineLot 2 to $5 soon.Strategy #9 ‐ Event ParkingMediumDevelop plans within 1 to 2 years.Plan during off-season: Every event needs a Plan B:20 August 2020 Parking Capacity Work Plan2020‐202320212022Estimated personnel hours Estimated cost Funding source Priority Stragety Number Project Personnel Estimated personnel hours Estimated cost Funding source Priority Stragety Number20 August 2020 Parking Capacity Work Plan2020‐20232023Project Personnel Estimated personnel hours Estimated cost Funding source Priority Stragety Number Project Personnel Estimated personnel hours Estimated cost20 August 2020 Parking Capacity Work Plan2020‐2023Funding source20 August 2020