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2021-03-08 DTPC Packet - Special Meeting
IT Heidi McAllister 4 y . tit Brad GlynnI1 L Participants (10) Q Find a participant S IT Alerts (Host, me) CO Bill Turnblad ® Heidi McAllister CODave Junker 0 Brad Glynn 0 Chief Brian Mueller mChristopher Lepage CODaren Anderson faJeff Johnson 0 Sherri Hopfe O 4, of 4 o, 4 o, g Z 0 g ij QJ ryj 03 /f of 0 Zoom Meeting •El G7 Tl 0 O E" ME Mint cosmos fat scot • 8 ' ser•atote*tod 0:r9r>tKKOff-noR>N1[tlNOF *It J LU rta mV nu wet W N.. Strategy 1 Strategy 2 Strategy 3 Strategy o Strategy S Strategy 6 Strategy 7 Strategy Strategy 9 Utilization counts Wayfinding & slgnage On -street time IenVKtions Enforcement & technology Parking ordinances & requirements Customer service Employee parking Pncing Event parking Commission comments Low to medium priority Medium priority High priority. favor reducing how hmits at IOW in certain /ants to push users to perimeter Ions High priority Low priority On -going, medium priority High priority; considerable outreadr needed during off. seasons Support only for raising Lot 2 to 55 Medium priority: work on during oil -season 2021 Pro1M I Resources Create count program iStalT2 hn: DTPC approval Research LPR s»van fa on-symt enforcement Staff 4 In Public outreach March -April: replace Sign manufacturing coot: sign signafc in Lot 2 with 55 rate; !contracts* installation cost reprogram pay machines with new !machine sat:for Vst for rate irepn*ammmg ntc S: rategy 1 Strategy 2 unOtabon courts Wayfmd.ig & signage 2022 Commission comments low to medium priority Medium priority High enon,v . Dom rearm* hour limits at Profetl manta count ;oobact fin wavfnd ig sign yslem design l Resources Pian:vtg staff: Ms I ` DTPC hn 41 a wUly) u tli T Nue.% 0 Bill Turnblad ;. IT I' s s Bt�' E !— i F Brad Glynn t 9t. 11, Jeff Johnson Participants (10) Q Find a participant ' IT Alerts (Host: me) CD CD CD 0 CD ID CD Bill Turnblad Heidi McAllister Dave Junker Brad Glynn Chief Brian Mueller Christopher Lepage Daren Anderson Jeff Johnson Sherri Hopfe iliwater THE BIRTHPLACE OF MINNESOTA DOWNTOWN PARKING COMMISSION SPECIAL MEETING AGENDA Thursday, March 8, 2021 7:00 PM Conference Room 213, City Hall PLEASE NOTE: During COVID-19 Downtown Parking Commission meetings will be held online via ZOOM. Commissioners and the public can participate by logging into https://stillwater-mn.zoomgov.com/j/1600249583 or by calling 1-312-626-6799. Either option requires entering the meeting ID number: 1600249583 For more detailed information, please visit the city website. 1. CALL TO ORDER 2. NEW BUSINESS 2.1. Parking capacity work plan 3. ADJOURNMENT illw*i THE BIRTHPLACE OF MINNESOTA TO: Downtown Parking Commission FROM: Bill Turnblad, Community Development Director DATE: March 3, 2021 RE: Parking Capacity Work Plan INTRODUCTION On July 1, 2020 the Downtown Parking Commission recommended that the City Council adopt the parking capacity study. The Council did this on August 18, 2020. The minutes for that Council discussion are attached. The study identifies nine strategies for improving parking capacity, along with tasks to accomplish those strategies. The Commission now needs to develop a work plan for implementing those strategies it chooses to implement. COMMENTS To facilitate the work plan development, staff has created a draft work plan. It is attached. Once the Commission has worked through its first draft, staff will do additional research to determine costs and resources available for the tasks. This will be brought back to a future Commission meeting for final edits and a recommendation to the Council. Attachments: Draft work plan Capacity study 8/18 Council minutes 2021 Project ' Resources Commission comments Strategy 1 Utilization counts Low to medium priority Create count program Staff 2 hrs; DTPC approval Strategy 2 Wayfinding & signage Medium priority Strategy 3 On -street time restrictions High priortiy - favor reducing hour limits at least in certain zones to push users to perimeter lots Strategy 4 Enforcement & technology High priority Research LPR system for on -street enforcement Staff4 hrs Strategy 5 Parking ordinances & requirements Low priority Strategy 6 Customer service On -going, medium priority Strategy 7 Employee parking High priority; considerable outreach needed during off-seasons Strategy 8 Pricing Support only for raising Lot 2 to $5 Public outreach March -April; replace signage in Lot 2 with S5 rate; reprogram pay machines with new rate Sign manufacturing cost; sign contractor installation cost; machine vendor cost for reproramming rate Strategy 9 Event parking Medium priority; work on during off-season Commission comments 2022 Resources Project Strategy 1 Utilization counts Low to medium priority Conduct count Planning staff 4 hrs; 12 DTPC hrs Strategy 2 Wayfinding & signage Medium priority Contract for cvavfmding sign system design High priortiy - favor reducing hour limits at Jan -March: public outreach; April Sign manufacturing cost; sign Strategy 3 On -street time restrictions least in certain zones to push users to perimeter lots install 2 hr parking signs on Main. contractor installation costs Strategy 4 Enforcement & technology High priority Install LPR system on one vehicle $40,000 Strategy 5 Parking ordinances & requirements Low priority Strategy 6 Customer service On -going, medium priority High priority; considerable outreach needed update business parking program by Strategy 7 Employee parking during off-seasons restructuring permitted lots and time limits Strategy 8 Pricing Support only for raising Lot 2 to $5 Establish event parking plans for Strategy 9 Event parking Medium priority; work on during off-season event organizers to use when making application for event permits 2023 Commission comments Project Resources Strategy 1 Strategy 2 Strategy 3 Strategy 4 Strategy 5 Strategy 6 Utilization counts Wayfinding & signage On -street time restrictions Enforcement & technology Parking ordinances & requirements Customer service Low to medium priority Medium priority High priortiiyry - favor reducing hour limits at least in certain zones to push users to perimeter lots High priority Low priority On -going, medium priority High priority; considerable outreach needed during off-seasons Support only for raising Lot 2 to $5 Conduct count Install wayfnding sign system Update Downtown parking standards in Zoning Code Develop marketing materials informing drivers where to park Implement business parkingprogram P Pr Staff 4 hrs; 12 DTPC hrs Strategy7 Strategy 8 Strategy 9 parking Employee arkin Pricing Event parking Medium priority; work on during off-season Implement required event parking plans 2024 Strategy 1 Strategy 2 Strategy 3 Strategy 4 Strategy 5 Strategy 6 Strategy 7 Strategy 8 Strategy 9 Utilization counts Wayfinding & signage On -street time restrictions Enforcement & technology Parking ordinances & requirements Customer service Employee parking Pricing Event parking Commission comments Low to medium priority Medium priority High priortiy - favor reducing hour limits at least in certain zones to push users to perimeter lots High priority Low priority On -going, medium priority High priority; considerable outreach needed during off-seasons Support only for raising Lot 2 to $5 Medium priority; work on during off-season Project i Resources Conduct count Develop mobile friendly app identifying (available) parking spaces/lots Consider a public valet service for Downtown Staff 4 hrs; 12 DTPC hrs DOWNTOWN STILLWATER PARKING EFFICIENCY & MANAGEMENT PLAN August 2020 CONTENTS Introduction Study Goals and Objectives 4 Setting the Stage 5 Defining Downtown Stillwater's Parking Users36 Existing Conditions. 8 Parking Demand. 12 Shifting The Demand 16 District Wide Parking Solutions. 18 Strategies & Recommendations. .20 Next Steps. 31 ACKNOWLEDGEMENTS Lily Louncl Mayor Kozlowski Councilors Collins, Junker (DPC Liaison), Weidner, Polehna Downtown Parking Commission Chairman Anderson Commissioners Glynn, Hopfe, Johnson, Lepage, Lettner, McAllister Council Liaison Junker City Staff Bill Turnblad, Community Development Director Consultant HKGi Thanks also to members of the downtown business community for your input and review! tiihivater INTRODUCTION Purpose of the Study Downtown Stillwater is a bustling destination with emerging and established places to work, live, shop, eat, and play. Along with the many people using downtown, comes a need to park vehicles. Not having enough parking because an area is too popular is a problem many communities would love to have, but it is a problem nonetheless. The Stillwater Parking Commission initiated this study to provide alternatives that maximize today's parking supply before large investments are made to the expansion of downtown's parking supply. This study addresses current and future parking demand, while recommending parking strategies that minimize major capital expenditures. The study focuses on opportunities for parking efficiencies, especially at times when parking demand is at its peak. This includes strategies that balance the parking needs of a variety of users (e.g., residents, employers, patrons, and visitors). PARKING STUDY I STUDY GOALS AND OBJECTIVES In order to provide a better parking experience for those who live, work, and visit downtown, this study provides strategies to: Maximize today's parking supply Build on past studies Embrace a district -wide parking approach Maximize current investments nnnn Identify low-cost/ high -benefit solutions I 1110 a jj Water. SETTING THE STAGE The Unique Nature of Parking in Downtowns People are attracted to downtowns for their unique character and urban design. When visitors enter a vibrant downtown, it is hard not to notice the large number of businesses within a small area, as well as the number of people walking and interacting with one another. The "place" provided by a diverse and vibrant downtown is the primary reason people choose to visit downtown. The availability of convenient, affordable parking may be a factor in the decision making, but not the driving factor. Expansive parking lots simply take away from the place making experience that make downtowns a great place. The conventional approach to parking is to make it free and as close as possible. This strategy can work in communities without a significant amount of commercial activity or in areas where land is plentiful and low cost. But this approach does not work in traditional downtowns where a large number of amenities and activities occupy a small area.Too much emphasis on parking can negatively impact the unique qualities (e.g., walkability and charm) a downtown has to offer, resulting in a less desirable place to visit. Balancing the parking needs for a vibrant downtown requires a district -wide parking approach. A district -wide parking approach uses a combination of strategies to maximize the existing parking supply, while reducing the demand to build additional spaces. This approach is commonly applied in downtown settings to encourage walkability, foster economic growth, and strengthen the urban form. OVERCOMING PERCEPTIONS Downtown Stillwater Highway 36 & Stillwater Boulevard While big box stores are able to provide parking within view of the front door, it is not uncommon for parking users to walk the length of a city block (660 feet) to get to the front door. Because a downtown front door is not always visible from a parking spot, the perception of the parking user is that they have to walk much further to their destination. These parking perceptions can be changed in downtowns by applying effective wayfinding measures, while improving the user's experience from their parking space to their final destination. PARKING STUDY I DEFINING DOWNTOWN STILLWATER'S PARKING USERS Downtown Stillwater's parking supply serves a wide range of users (e.g., residents, employees, eventgoers, and patrons) that require different parking needs throughout the day. Table 1 offers a generalized way to think about the different groups of parking users and their parking needs. For example, the short-term user will look for convenient front door parking. The type of land uses associated with this parking need includes specialty shops, convenience stores, coffee shops, and fast -casual dining. The long-term users, which makes -up the majority of the parking users in Downtown Stillwater are staying for longer periods of times. These types of parking users include employees, visitors taking advantage of multiple things to do in downtown, residents, eventgoers, trailhead users, and sit-down/fine dining restaurants. Inevitably, everyone would like a free and open parking space with no time restriction at their front door. This is not practical or feasible. Parking should be viewed as a limited resource and amenity to the downtown. Improving the efficiency of this resource will require trade-offs. The City and its partners will need to accept that some people will need to park further away if they are planning to spend longer periods of time in downtown, while providing short-term parking closer to the core for the short-term user. Table 2 provides guidance on how to balance these expectations by parking user. Table 1. Downtown Parking User Characteristics PARKING USER TYPICAL TURNOVER EXAMPLES OF THE TYPICAL USER % OF SPACES TODA Limited User (One -Stop -Shop) 0-30 Minutes • Parcel delivery • Pickup/Drop-off (Uber, Lyft, Childcare) • Dry Cleaner • Convenience Store • Take -Away Food/Coffee • Business Delivery 2% 40 on street spaces + loading zones Short Term User 1-2 Hours • 1 Stop Shopping • Fast/Casual Food (eat in) • Grocery Store • Sit down restaurant/bar/brewery • EV Charging (fast charging) None Wind up using same as long term Long Term User 2-4 Hours • Sit down restaurant /bar/brewery • Multi-Stop/Window shoppers • Tourists • Trailhead users • Residential Guest • EV Charging (fast charging) 63% 572 off street 667 on street Daily User 4-8+ Hours • Employees • Residents • Hotel Guests • Events • Trailhead Users • EV Charging (overnight) 35% I Rill jj Water. Table 2. Downtown Parking Standards by User PARKING USER STANDARDS TIME RESTRICTIONS LOCATION PRICE TYPE One Stop Shop User 15-30 Minutes Proximity to the Front Door Free On -Street Short Term User 1-2 Hours 1-2 Blocks from Front Door Free On Street Off -Street Long Term User 2-4 Hours 2-4 Blocks from Front Door Nominal Fee Off -Street Daily User 4-8+ Hours 2-4 Blocks or Off -Site Nominal Fee On -Site (Residents) Off-Street/site (Employees) Off -Site (Events) BEHAVIORAL RESEARCH (PARKING TURNOVER & ENFORCEMENT) Table 2 provides time restriction standards that help create parking turnover. 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. A tourism or entertainment district, such as Downtown Stillwater, typically sees a lower turnover rate. Time restrictions in these types of areas can range between 2 and 4 hours. Assigning time restrictions to parking spaces helps create turnover for users and improves the overall efficiency of the parking system. Creating this efficiency requires parking enforcement. It is worth noting that without enforcement, many users quickly realize the lack of consequences and park illegally. A report for the Institute for Transportation and Development Policy reviewed a number of studies across the country and found strong evidence of illegal parking. These findings include: • University of California studied parking in Berkeley and found that 32 percent of vehicles in one hour parking spaces exceeded the time limit. • The same study found that 30 percent of driving commuters routinely parked illegally. • A survey of 2,000 Seattle parking spaces found that the average park time in one hour zones was 2.1 hours. • A study in San Francisco found that a third of parking space users in and around downtown exceeded their time limits or did not pay metered parking. • A Brooklyn, New York study also found that as parking reaches 85% capacity, the amount of illegal parking increases dramatically. This in turn creates other problems such as parking in restricted zones and reluctance to give up a parking space that has reached its time limit • Audits in Fredricksburg, Virginia found 25 percent of parking space users parked for longer than the allowed time limits. In the case of the Fredricksburg study, the City dramatically increased enforcement and created 20 percent more parking availability. While effective, the issues with enforcement must also be recognized. Enforcement is costly, and ticketing can discourage people from returning. This can be mitigated with clearly marked signs regarding time restrictions or enforcement can be softened by issuing "first offence warnings"and ticketing repeat/habitual offenders. PARKING STUDY I EXISTING CONDITIONS Parking Supply & Management of the System The majority of Downtown Stillwater's parking supply consists of off-street municipal lots, parking ramps, and on - street parking spaces (see Figures 1 & 2). Characteristics of this parking supply include: Parking Rates • Most of the public parking is at no cost to the user. Exceptions include a nominal fee to park in the Municipal Ramp, Lot 1, Lot 2, and Lot 13. • On -street parking is free. Time Restrictions • The majority of on -street parking is signed for a 3 hour time limit. • The majority of off-street parking is free with a 4 hour time limit. Enforcement • Parking enforcement for on -street and off-street parking concludes at 6:00 p.m. on weekdays and weekends. • The City staffs one full-time parking enforcement office. Operations & Management • Parking operations and management is primarily funded through the Downtown Enterprise Fund. The Downtown Enterprise Fund is comprised of fees collected through the sale of parking passes, parking fines, one day parking passes, and event parking permits. • The City contracts with AirGarage to manage the collection of fees for the Municipal Ramp. • Figure 1. Downtown Stillwater Parking Supply Summary • • r► SHORT TERM (39) • _ (15min, 30min, Loading) • 3 HOUR (416) • Adriverentering ON-STREETALL DAY (239) • Downtown Stillwater FREE • has anumber of►SURFACE LOTS3 HOUR (65) potential parking options, depending on what they need and how close they need to park to their destination • • Ilk4 HOUR (432) ALL DAY (193) SURFACE LOTS ALL DAY (182) PAID RAMPS ALL DAY (300) ©© $lllwater. Kin'::: Figure 2. Downtown Stillwater Parking illwater Public Parking Downtown Stillwater 2020 Legend ODowntown Parking District City Parking Lot rn - City Parking Ramp ®�yPublic- upper level (Crosby Hotel) 2.I\\ V Trailhead Parking (Lot 12) 3 ® Private parking only (Lot 8a) Permit parking only (Lot 12) I I Trailers & large vehicles (Lot 12) I I On -street handicapped I 115 minute parking limit s - 30 minute parking limit a I Loading/unloading avi — Valet rn I I Bus loading/unloading - Bus parking Monthly Permits * Business Permit Valid E . DT Resident Permit Valid o- (allows overnight parting) • Free parking lot (year round) • Pay parking lot (Free Nov 1-Apr 30) 0 Available to public after 6 PM ' •Numbersindreles= hour limits on free parking 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 - 4hr) -- 33 spaces Lot 5 (free lot - 4hr) -- ] spaces Lot 6 (free lot - 3 hr) -- 16 spaces Lot 7(free lot-3 hr) -- 16 spaces Lot 8a (-private") -- 51 spaces Lot ob (free lot -4hr) - 75 spaces Lot 9(free lot -4hr) -- 30 spaces Lot 10 (free all day; ovemight by permit) -48 spaces Lot 11 (free all day; ovemight 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 -4hr) - 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 1315 minute spaces 7 30 minute spaces 19 Loading spaces 239 unmarked on -street spaces (Includes 91 on 2nd 8t no. of Mulberry) 1,959 total public spaces 1,456 free public spaces (74.3 / ) M.p oa for Dow.. Pa PARKING STUDY I Business Concerns and Needs Downtown Stillwater's businesses were engaged early - on in the planning process to better understand their parking concerns and needs. Presentations and group discussions were held at the following meetings: • Main Street Stillwater Independent Business Alliance (IBA) - January 3, 2020 • Stillwater Chamber of Commerce - January 29, 2020 Common themes or messages that were received during these meetings are summarized throughout this section by topic area. Enforcement, Operations, and Maintenance • Stronger parking enforcement is needed to help minimize the number of vehicles violating on - street parking restrictions (e.g., exceeding the time limit). • Time restrictions for on -street parking and parking enforcement ends at 6 p.m. Therefore, it is assumed there are a number of employees using on -street parking spaces during the evening hours. • Regular snow maintenance needs to be a collaborative effort between both the city and businesses to ensure downtown is walkable during the winter months. Employee Parking • Businesses should be encouraging their employees to park in lots that are located outside of the downtown core. • Employees should not be using on -street parking as an option during their shifts. • Designated parking areas for employees should be considered as a parking solution. Event Parking • Event parking should be located outside of the downtown (e.g., off -site parking) to accommodate higher parking demand during larger events. A shuttle service needs to be provided if off -site parking is going to be used for events. • The City should consider charging for parking in some of the lots during large events. Revenue collected during these events should be used for implementing other parking strategies. Downtown Stillwater is comprised of a mix of land uses ©® tillwate' Mobility • Parking solutions need to take into consideration the public realm and bicycle/pedestrian needs. • There is a growing demand for bicycle parking, in addition to car parking for trailhead users.Trailhead users are generally parking near the Zephyr Theater. In some cases, vehicles are parking illegally in the Zephyr Theater lot, which has caused parking problems when events are being held at the theater. • Traffic circulation continues to be a topic of discussion as traffic patterns have shifted with the new bridge opening. Discussions have focused on turning movements at Main Street and Chestnut (e.g., eliminate the left -turn onto Chestnut). Parking Restrictions • In general, businesses are in favor of reducing the length of time vehicles are allowed to park on -street. Most of the on - street parking is signed for a three hour time limit and should be reduced (e.g., one or two hour time limits) in an effort to free up on -street parking spaces for short-term users/ customers and minimize the number of employees who are utilizing on -street parking. Parking Fees • There is little or no support for paid on -street parking (e.g., pay stations or meters). However, charging for off-street parking (e.g., surface lots) may be a potential strategy in helping manage parking during events or peak periods of the day. Wayfinding and Signage • Wayfinding and signage needs to be considered to help direct people to underutilized parking lots. • A more comprehensive wayfinding plan is also needed for the downtown to eliminate sign clutter, while providing the appropriate signs that direct people to key destinations and parking facilities. • Mobile parking applications should play a role in helping visitors find parking. • More information (online and print) and marketing materials should be created to help educate people on where to park. Downtown Stillwater is home to many residents PARKING STUDY I PARKING DEMAND Utilization counts help better understand today's current parking demand. Utilization counts serve as a quantitative measure in documenting existing parking conditions (e.g., parking demand), while verifying issues and concerns. Utilization counts used for this study are based on historical counts collected by the City in 2015 (see Figure 3 and Table 3). Off -Street Parking Utilization Any count over 93% should be interpreted as effectively full. Counts between 85-93% suggest lots are at or approaching capacity and though there is still some parking, driving behaviors change and people begin circling the block or lot to find parking. Parking utilization over 75% gives the impression that the lots are filling up, but do not pose any concerns. Less than 75% utilization could be categorized as having ample parking available or the spaces are being underutilized. Findings & Observations • In general, Downtown Stillwater is experiencing high demand for parking during the weekends and evening hours. • There is still parking available in the Municipal Ramp or Lot 12 when parking demand is at it's peak (e.g., Saturday evenings). • Lots 1 and 2 are experiencing high parking demand, which are also pay Iots.This observation suggests people are willing to pay to park. • During off-peak seasons and hours, parking is still well utilized. Observations from the study team and conversations with business owners suggest that while spaces are still available, employees are still parking close to the core. • Off-street parking is generally underutilized during the morning hours and winter months. Precedent Examples of Downtown Stillwater's Parking ,10164 111121 illwater. Figure 3. Depiction of Parking Demand and Utilization FRIDAY 4:30PM 7:OOPM 9:OOAM SATURDAY NOON 6:OOPM SUNDAY 1:OOPM Table 3. Parking Demand and Utilization by Lot/Ramp LOT SPACES FRIDAY 4:30PM 7:OOPM 9:OOAM SATURDAY 12:OOPM 4:OOPM 6:OOPM SUNDAY 1:OOPM 3:30PM 98 56% 1I- 11% 00% 100% 100% 10 2 84 45% 10 23% 95% 100% 100% 10 3 33 88% 10 64% 100% 100% 100% I00% 10 4 29 83% 10 17% 100% 100% 100°A 100% 10 5 7 57% " 43% 10(v-' 100% 100 100" 6 16 75% i 38% I '4% 1' 1 0( 7 16 81% 1L 81% 1U0% 100% 10Uu/o IL 8b 75 65% 10 '9% 1 100% 100% 00% 89% 9 30 67% 1C 27% 1 100% 100% 60% 10 10 48 63% 91 38% 1 100% 100% 98% 10 11 45 A% 10., 33% 1jig.` 100% 93% 10. 12 101 12% 11% 21% 29% 32% 39% 14% 22% 13 23 35% 26% 0% 22% 22% 43% 13% 9% 14 8 50% 63% 38% 125% 63% ' 100% 25% 50% 15 13 10' 31% 85% 131% 146% 31% 38% 16 47 79% 1C 23% 1 100% 100% 89% 17 97 79% 110 20% 1 100% 85% ramp Total 248 1018 45% 57% 64% 80% 21% 24% 31% 74% 34% I 75% 56% 83% 19% 66% 23% 68% Legend: No Capacity Issues (0% - 74% Occupied) Monitor Capacity (75% - 84% Occupied) At or Approaching Capacity (85% - 92% Occupied) At Capacity (93%+ Occupied) PARKING STUDY I On -Street Parking There are no official parking utilization counts for on -street parking. However, field observations and conversations with parking enforcement and business owners helped identify general assumptions on how on -street parking is being utilized. Figure 4 provides a generalization of on -street utilization, which suggests on -street parking is heavy utilized. On -street parking is also signed for longer than normal time restrictions for a typical downtown. Based on research performed in 2020, downtown Stillwater is the only downtown with widespread three hour on -street parking compared to 12 other precedent examples (see Table 4). Limiting on -street parking to two hours would improve parking and convenient access for the short-term and one -stop users. Because on -street parking spaces are the first spaces that a driver sees, and the closest to their destination, they are the most desirable spaces. If spaces are full, a driver may circle a few times trying to find a parking space, or stop prematurely and wait if someone is getting into their car. This can have negative effects on traffic, increasing congestion and the number of turning movements that happen as driver's circle, which is a challenge in a downtown where a safe and comfortable pedestrian environment is critical to the vitality and success of the district. Findings & Observations • On -street parking is heavily utilized on any given day of the year. • Heavy utilization rates are attributed to human behavior that suggests people will chose the closets parking space first, if available. • Heavy utilization is also attributed to the time restrictions set for on -street parking (3 hour time limit). • Parking enforcement is rarely enforced and ends at 6 p.m. Those who are familiar with this system may take advantage of the system and extend their time of stay beyond the 3 hour time limit. • The demand for short-term on -street parking is growing to accommodate rideshare services (e.g., Uber and Lyft), curbside pickup (e.g., Uber Eats, Door Dash, and Grub Hub), and delivery services. Figure 4. On -Street Parking Table 4. On -Street Time Restrictions (Precedent Examples) 3 Hours 2 Hours 1 Hour Stillwater Anoka, Bemidji, Duluth, Mankato, Fargo/Moorhead, Red Wing, St. Cloud, Wayzata, White Bear Lake, Winona Hopkins *Rochester varies from 30 minutes to 2 hours ©© lllwater. ©8 . Findings & Observations Analysis of the current parking situation in downtown has provided a few key findings and observation that will influence which strategies will have the biggest impact. Parking Utilization The downtown is experiencing heavy utilization during the evening hours and weekends.This heavy utilization is primarily occurring at the core, which includes both surface lots and on -street parking.The parking spaces that are underutilized are generally located on the edges of Downtown Stillwater. During the typical workday, the downtown is experiencing normal utilization rates (i.e., morning and afternoon hours).These utilization patterns are typical for a successful downtown with a mix of land uses. Seasonal Use Parking is generally well used throughout the year, while the highest demand for parking occurs during the summer months. Summer months have more demand and generate more parking shortages when high numbers of visitors experiencing Stillwater compete for parking. Balancing Parking Expectations The majority of the business community recognizes that there are opportunities to manage parking more efficiently to accommodate the various users. This results in some tradeoffs and expectations that long-term parking users will be required to walk a reasonable distance between their car and destination. On -street time restrictions should also be reconfigured to increase parking turnover in the core, while ramping up parking enforcement to ensure people comply with new time restrictions. Coordination and Collaboration The business community recognizes there are some changes that need to occur and is supportive in working together in finding parking efficiencies. Precedent Example of Downtown Stillwater's On -Street Parking Utilization PARKING STUDY I SHIFTING THE DEMAND It is assumed when a downtown's parking supply is at 93% utilization it is at full capacity. The remaining 7% capacity helps maintain a healthy supply of parking to manage traffic circulation and parking turnover. Based on these industry standards, the parking lots located in the core are typically at capacity and above the 93% utilization threshold. This area is recognized as Zone 1 in Figure 5. Parking lots in Zone 1 are chosen first based on their visibility and ease of access from main roads. As a result, traffic becomes an issue as people circle the block or wait for an available space to free up. Alleviating these parking stresses in the core will help improve the perception of downtown not having enough parking. Shifting parking demand to underutilized lots will require a combination of strategies that are discussed later in this study. Maximize today's parking supply SMALL SHIFT, BIG IMPACT While many of the parking lots are filling up, there are a few lots that remain underutilized during peak demand (evenings and weekends). The Municipal Ramp and Lot 12 has additional capacity to accommodate more users. Findings suggest a shift in parking demand from the core to these underutilized facilities will help alleviate the parking stresses in downtown. A shift in parking demand needs to occur to help create greater parking efficiencies. This can be achieved by shifting parking demand from Zone 1 and Zone 2 to other areas of downtown that are still walkable. Lots 12 and the Municipal Ramp/Lot 13 has ample parking available to absorb more users. It is assumed approximately 40 parking users need to be shifted from Zones 1 and 2 to maintain a healthy utilization rate between 85% and 93% (see Table 5). It is important to recognize the City is adding an additional 39 off-street spaces adjacent to Lot 14 in the summer of 2020. Adding this capacity should help alleviate the parking stresses that occur in Zone 2 during peak periods. In that respect, stronger energy should be focused on shifting parking demand from Zone 1 to the Municipal Ramp/Lot 13 or to a larger extent, Lot 12. This goal is obtainable when using the appropriate parking strategies that take into consideration the various parking needs for every user in Downtown Stillwater (e.g., residents, business, and visitors). Table 5. Sending Zones ZONE SPACES PEAK UTILIZATION UTILIZATION GOAL SHIFT NEEDED 1 299 100% 85% 24 2 165 100% 85% 13 Total 464 100% 85% 38 Table 6. Receiving Zones TARGET SPACES PEAK UTILIZATION EXCESS AREA UTILIZATION GOAL CAPACITY Ramp 248 64% 85% 53 12 101 39% 85% 47 Total 349 57% 85% 100 I ©pa jj Water. Figure 5. Parking Zones The Parking Commission Districts identified in the 2017 Stillwater Parking Study were consolidated into two zones. This supports a district -wide parking approach that maximizes today's parking supply. IPARKING STUDY I DISTRICT WIDE PARKING SOLUTIONS Finding the appropriate parking management solutions for Downtown Stillwater requires a district -wide parking approach. A district -wide parking approach uses a combination of strategies to maximize the existing parking supply, while reducing the demand to build additional spaces. This approach is commonly applied in downtown settings to encourage walkability, foster economic growth, and strengthen the urban form. The various district -wide models that have been used across the nation are summarized below. Stillwater currently uses the Enterprise Fund (see Page 19) and Parking Benefit District model to managing parking in downtown. Embrace a district - wide parking approach • Downtown Development Authority (DDA): A typical downtown development authority oversees infrastructure projects, including parking facilities, roadway projects and physical buildings. Their overall purpose is to also increase the quality of life for residents and businesses through economic and physical revitalization of the downtown. • Enterprise Funds: An Enterprise Fund is primarily a self-supporting program that requires developers to pay a fee in lieu to fulfill their parking requirements. Collected funds go back into maintaining and operating the City's parking supply and other infrastructure projects. • Parking Benefit Districts: Typically revenue generated from parking meters or other collection methods automatically reverts back to a municipality's general fund and the place where the meter revenue is collected sees no direct benefit. A parking benefits district is a designated area in which the parking revenues raised are then reinvested back into the district for a wide range of improvements. The funds may be used to purchase smart parking meters, walking and biking infrastructure, or to pay for improvements to the public realm, such as street trees, benches, and lighting. Typically revenue collected through meters or parking kiosks is reinvested in the district, while revenue generated from parking violations is used to fund further enforcement. Parking Benefit districts not only create a new stream of funding for district improvements, but they also can help better manage parking supply and demand. Parking benefits districts support economic development and neighborhood revitalization efforts. This tool is attractive because, instead of using local tax revenue or assessments for improvements, parking benefit districts capture money from visitors. Business owners are more likely to report parking violations within parking benefit districts because violations result in lost revenue for the district. • Improvement Districts: Improvement districts are often responsible for maintaining parking operations and services in designated districts. These districts are often partnerships between municipal departments, local organizations, private developers, and private businesses. Improvement districts are financed through parking revenue, property taxes paid by property owners, or member fees. Improvement districts that manage parking communicate parking locations, rates, and typically provide flexible monthly parking options and reduced parking with merchant ticket validation. • Public -Private Partnerships:The configuration and management of public -private parking partnerships varies by the specific parking needs and demands within the district, along with the adjacent land uses. These partnerships are created to maximize the sharing of parking spaces by various users. Financing for public -private partnerships is provided through developer payments, user fees, common area maintenance charges, and the payment of a fee in lieu of providing parking spaces required by a zoning ordinance. • Transportation Management Association (TMA): A Transportation Management Association (TMA) is an organization that carefully applies selected approaches to facilitate the movement of people and goods within an area. Also called Transportation Management Organizations (TMOs) and other names, they vary widely in size, organization, membership, and services offered. TMAs allow businesses to pool their resources to support commuter transportation strategies and can act in an advocacy role with local government on behalf of its membership. I 111121 illwater. 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. PARKING STUDY I 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. Diagram Summary Example: SUPPORT ti 0 UPFRONT COST 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. H V a SUPPORT HIGHEST MODERATE LOWEST UPFRONT COST I 11113 tillwater. 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. Saturday 9:00 a.m. The demand for parking typically increases in Downtown Stillwater throughout the day. Saturday 6:00 p.m. • • • Recommendation: Implement a program to continue . parking counts at specific times and • during different seasons. • • • • • • • • . • • • • • UPFRONT COST 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. STUDY GOALS Each strategy is designed to help achieve the following study goals. Embrace a district - wide parking approach Maximize current investments Identify low-cost/ high -benefit solutions Maximize today's parking supply PARKING STUDY I 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. Precedent Examples of Parking Wayfinding Signage 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 ~ 2 0 UPFRONT COST 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. • • I 111121 ;_ $lllwater. 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. Recommendation: Develop mobile friendly applications that provides parking location information. G a i SUPPORT UPFRONT COST Diagram 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. PARKING STUDY I 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). • • • Recommendations: Reduce on -street parking time restrictions from three hours to two hours. a 2 SUPPORT UPFRONT COST Increase parking enforcement beyond 6:00 p.m. to 8:00 p.m. SUPPORT a UPFRONT COST 0 Z Diagram 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. I 11121 ©8 "tiljwatei 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. 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. • Recommendation: • Utilize LPR software for on -street • parking enforcement. • • • • • • • • parking turnover rates. • • The City of Stillwater is the responsible agency for • implementing this strategy, which • will require additional resources to • increase parking enforcement. 1- V a i SUPPORT UPFRONT COST Diagram Summary: This strategy will help create higher Roles & Responsibilities: Parking enforcement is an important tool to helping balance parking turnover rates for on -street parking. PARKING STUDY I 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): ATDMP 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. ATDMP 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. • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • Recommendation: Analyze and revise the City's zoning, subdivision, and parking ordinances to ensure they are in -line with improving the parking experience in downtown. SUPPORT 1- i UPFRONT COST Diagram Summary: 0 Z o v.-I 0 0 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. ©© lllwater. ©a 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. • • • • • • • • • • • • •••••••••••••••••••••••••..•..•.••••••• 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. Recommendation: Develop marketing materials that educate people on where to park. 1- a SUPPORT i UPFRONT COST Establish valet parking services with businesses that generate a higher parking demand during the evening hours. 1- u i SUPPORT UPFRONT COST 0 r, _ 00 -I o Adhere to ongoing maintenance schedules for parking facilities, in addition to sidewalks and pathways between parking facilities and destinations. SUPPORT UPFRONT COST PARKING STUDY I 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). 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. Recommendation: Update the business parking program by restructuring permitted lots and time restrictions. a i SUPPORT UPFRONT COST 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. ©© lllwater. i ©8 . 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. Pay Lots 1 and 2 are heavily utilized during the summer months. • • • • Recommendation: Implement a phased approach to paid parking in the surface lots located in the core areas of downtown. a i SUPPORT UPFRONT COST 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. PARKING STUDY I 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. Events are common activities that occur in Downtown Stillwater . . • • Recommendation: Establish event parking plans for applicants to use when proposing an event. SUPPORT UPFRONT COST 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. 11.-1 MOW ©®lllwater. 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 Strongly Disagree I Disagree I Neutral I Agree I Strongly Agree 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 Strongly Disagree I Disagree Neutral Agree I Strongly Agree 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 Strongly Disagree I Disagree Neutral Agree I Strongly Agree 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. PARKING STUDY I Strategy #4 - Enforcement & Technology Strongly Disagree I Disagree Neutral Agree I Strongly Agree 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 Strategy #5 - Parking Ordinances & Requirements Strongly Disagree I Disagree Neutral I Agree I Strongly Agree 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 Strongly Disagree I Disagree Neutral Agree I Strongly Agree 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. Strategy #7 - Employee Parking Strongly Disagree I Disagree Neutral Agree I Strongly Agree 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 Strongly Disagree I Disagree Neutral Agree I Strongly Agree 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 Strongly Disagree I Disagree Neutral Agree I Strongly Agree 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. . . PARKING STUDY I SPEE[ LIMIT 12113 tlihNater Kin City Council Meeting August 18, 2020 NEW BUSINESS Declare Costs and Order Hearing on 2020 Street Improvement Project Public Works Director Sanders provided that the 2020 Street improvement Project is scheduled to be completed by the end of October, 2020. Staff has projected the total cost of the project to be $2.3 million. Staff recommends that Council declare costs, authorize the preparation of the assessment roll, and call for a hearing. Motion by Councilmember Polehna, seconded by Councilmember Junker, to adopt Resolution 2020-074, Resolution Declaring Cost to be Assessed and Ordering Preparation of Proposed Assessment for 2020 Street Improvement Project (Project 2020-02); and Resolution 2020- 075, Resolution Calling for Hearing on Proposed Assessment for 2020 Street Improvement Project (Project 2020-02). All in favor. Greeley Street Lift Sta tion improvements Public Works Director Sanders explained that in 2020 the City budgeted $300,000 for Lift Station improvements and the Greeley Street lift station was selected for replacement. Staff is requesting approval of the plans and specifications and authorization to bid. Bid results will be presented to Council at the September 15th meeting. Motion by Councilmember Weidner, seconded by Councilmember Collins, to adopt Resolution 2020-076, Approve Plans & Specifications and Ordering Advertisement for Bids for Greeley Street Lift Station Improvement Project. All in favor. Parking Capacity Study Lance Bernard, Project Manager, HKGi summarized the study and explained the nine strategies proposed to improve parking availability for the general public by shifting the heavy parking demand in core areas to more underutilized areas like the parking ramp and less used lots. Councilmember Weidner questioned the recommendation to reduce the time allowed for on -street parking to two hours, and the comparison to other communities in the study. He pointed out that other communities do not have the same makeup of restaurants to shops and stores that Stillwater does. Downtown Stillwater does not have convenience stores, dry cleaners and so on. There are a lot of sit-down bars and restaurants whose customers park more than two hours; and Mr. Bernard responded that it really is about the user. On -street parking should be managed for the short term user doing pickup and quick errands. Three hour parking supports a longer term user using that space that could otherwise be turning over more frequently. Councilmember Weidner asked why it should be turning over more frequently; and Mr. Bernard answered that the type of users staying in a downtown setting over two hours really should be parking in a lot or ramp - that is a general parking practice across the industry. Councilmember Junker stated there are 1,959 parking spaces in downtown Stillwater of which 416 (21%) is three-hour parking. There are 239 on -street all -day spaces so there are 655 parking spaces on street total. The Downtown Parking Commission saw the need to try Page 6 of 9 City Council Meeting August 18, 2020 to get the 600+ street parking spaces to move more frequently and get people into the lesser used spaces. Councilmember Weidner reiterated that two-hour on -street parking is not adequate for restaurants, which make up a large percentage of downtown businesses. Going to two-hour on -street parking would make it less attractive for people to eat in downtown Stillwater. Councilmember Junker noted that going from three-hour to two-hour on -street parking changes the mindset of employee parking. All nine recommended strategies come together for the big picture of downtown parking. Mr. Bernard stated that all these strategies have to work together in synergy. He then discussed enforcement and technology and how to monitor those who extend their time in parking restricted areas. Typically without regular enforcement, 30-40% of the parking users overstay their time. Parking enforcement helps temper the habitual offenders who may park beyond the time restrictions. This ties into conversations about employee parking on the street. He then reviewed the current parking ordinances and explained a parking tool that was developed for City staff to use to better understand where there are opportunities for new uses that come into downtown. He went on to discuss customer service strategy, including ideas of how to improve customer service, looking at more marketing materials, potential valet services and so on. He addressed ways to better manage employee parking, higher parking demand times, how to avoid employees taking prime spots. There are ways in which the business parking permit program might be refined to get employees to those under-utilized lots. Mayor Kozlowski remarked that figuring out where employees and downtown residents can park safely is key to the whole plan. Mr. Bernard responded that the study presented a few ideas about how to expand the parking fee into some of the core lots that get more people into the fringe lots that are under- utilized. This study is not making recommendations for any on street parking meters or fees. The recommendation is to maintain current pricing in pay lots and expand fees to Lots 3, 4, and 5. Councilmember Polehna recalled that people came unglued the last time the Council discussed charging in those lots. Mr. Bernard stated that as those strategies were presented to business groups, there were comments both for and against. Each of these strategies will require collaboration with the businesses to unroll some of these changes if that is the direction the Downtown Parking Commission and Council want to go. Regarding event parking, the study looked at how to mitigate parking choke points during events, opportunities like shuttle services and exploring government center lots. An employee parking program is probably one of the top priorities in moving forward. Councilmember Polehna commented that regarding Strategy 2, wayfinding, there are signs on Third and Second Streets and Main directing people to the ramp that are hard to see. Mr. Bernard acknowledged there are inconsistencies on signage downtown. Developing a more consistent wayfinding plan is the core of that recommendation. He summarized that the study was recognized as Phase 1. In a second phase, the City can start to get much more detailed into some of these strategies. Page 7 of 9 City Council Meeting August 18, 2020 Community Development Director Turnblad explained that the next step is to accept the study and direct the Downtown Parking Commission to put together a work plan and decide which strategies to implement first. Mayor Kozlowski indicated that the City needs to know how many downtown employees there are. Councilmember Weidner pointed out that there are too many holes in the report to accept it. If the strategies all have to work in synergy and the City decides to do only one or two, then what does that do? The study is very basic. He thought the study was going to be more than just the basics. Councilmember Junker offered that the Downtown Parking Commission can help decide which strategies to work on first and come back to Council with deeper strategies. Councilmember Polehna questioned how the study is different than what was done before. Motion by Councilmember Collins, seconded by Councilmember Junker, to accept the Parking Capacity Study and direct the Downtown Parking Commission to develop a work plan. Motion passed. Ayes: Councilmembers Collins, Junker, Polehna and Mayor Kozlowski Nays: Councilmember Weidner COUNCIL REQUEST ITEMS Yellow Ribbon Update Councilmember Polehna stated the Yellow Ribbon Committee fed 550 people for the military deployment event. He thanked the local businesses that donated food and money. ADJOURNMENT TO CLOSED SESSION Motion by Councilmember Junker, seconded by Councilmember Polehna, to adjourn to closed session pursuant to Minnesota Statutes §13D.03 for Labor Negotiations Strategy. Motion passed. Ayes: Councilmembers Collins, Junker Polehna and Mayor Kozlowski Nays: Councilmember Weidner The meeting was adjourned to closed session at 8:45 p.m. Present: Mayor Kozlowski, Councilmembers Collins, Junker, Weidner and Polehna Also present: City Administrator McCarty, Human Resources Manager Robole, City Labor Attorney Hansen. RECESS Motion by Councilmember Junker, seconded by Councilmember Collins, to adjourn. All in favor. The meeting was adjourn at 9:33 p.m. Page 8 of 9