HomeMy WebLinkAbout2021-05-11 DTPC Packet - Special Meeting
DOWNTOWN PARKING COMMISSION
SPECIAL MEETING
AGENDA
Tuesday, May 11, 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. APPROVAL OF MINUTES
2.1. MARCH 8, 2021 SPECIAL MEETING
3. NEW BUSINESS
3.1. Parking capacity work plan
4. ADJOURNMENT
FL
Daren "Anaers
wil ' S
DOWNTOWN PARKING COMMISSION SPECIAL MEETING
March 8, 2021
Chair McAllister called the meeting to order at 7:02 p.m.
Present: Chair McAllister; Commissioners Anderson, Glynn, Hopfe (arrived
later), Johnson and LePage; Council Liaison Junker
Absent: Commissioner Lettner
Staff present: Community Development Director Turnblad, Police Chief Mueller
NEW BUSINESS
Parking Capacity Work Plan
Community Development Director Turnblad stated his memo includes a draft work plan for
implementation of the nine strategies identified in the capacity study. The Commission is
requested to discuss the draft and point out items that need to be changed. Mr. Turnblad
explained the draft work plan which outlines the strategies and the estimated resources it
would take to complete the task.
Mr. Turnblad stated that any projects that cost money in 2021, have not been budgeted for.
Therefore, many of the projects listed for 2021 are ones that require sizable monetary
resources, only staff time. Any projects they wish to see for 2022, will need to be budgeted.
Nothing is currently in the budget.
Commissioner Glynn stated that the project ‘way finding and signage,’ would involve a lot
of other agencies and their time.
Mr. Turnblad agreed and added that signage is an important factor to businesses especially
downtown, so getting their input in that project is important and would take a good
amount of staff hours.
Commissioner McAllister asked for clarification regarding budgeting. She asked if that
would be separate from the revenue from the Parking system.
Mr. Turnblad stated all revenue from the parking system, ramps, lots, etc. are the only
available money for these projects. He added if it is decided to build a new parking ramp, it
would surely require funds outside of the revenue of the parking system.
Commissioner McAllister stated that due to COVID, the revenue from the parking system
has been impacted and that should be taken into consideration during these discussions.
Mr. Turnblad agreed and mentioned they have a healthy parking enterprise fund, and this
year will complete the last parking rehab project. Those parking lots should last for years.
The City is in a good condition to proceed with parking system projects.
Downtown Parking Commission Special Meeting March 8, 2021
Page 2 of 3
Commissioner Anderson asked about monetary values for each project. He stated that
many of these projects are somewhat interlinked.
Mr. Turnblad explained in the next step City Staff will dig deeper to determine how much
each project would cost. There hasn’t been updating to the City Parking Ordinances in
many years and that would be a large project.
Chief Brian Mueller addressed Strategy 4 and his concerns for that project. He feels that
project would warrant a larger conversation at a different time.
Councilmember Junker agreed and commented that due to COVID, requirements and
enforcement have eased to encourage the public engagement in the city. He asked if the
parking enterprise fund paid for the “Shorty’s project.”
Mr. Turnblad clarified that it did not pay to remove the structure but it did pay for lot
surface work. He gave background into how the topic of license plate readers came about.
Chief Mueller stated he can understand the static cameras; however, he would like to get
more officers Downtown to engage with the community.
Commissioner Glynn stated if parking requirements are changed, then enforcement would
need to go hand in hand with those changes.
Commissioner McAllister stated all pay lots should be the same price and use the same
enforcement software. “One price, one tool” would simplify things for visitors. She agreed
that until they are ready with the software, they shouldn’t make any changes.
Commissioner Anderson expressed interest in shifting the 2020 task for Strategy 8 into
2022. And as this strategy is implemented, the first step should be to create a single
revenue system in the parking ramp and pay lots. Perhaps the first step is taken in 2022.
The second step should be a single fee structure for the surface pay lots. So in 2023, raising
the rate in Lot 2 to $5 should be considered.
Commissioner Anderson said the title for Strategy 4 should be changed from “enforcement
and technology” to simply “enforcement”. It would be preferred if technology did not
replace people and the possible positive interaction from that. Specifically, automated
license plate recognition systems can create suspicion in the community. Furthermore, he
asked if changing the time limits for main street needs to be approved by Council.
Commissioner LePage agreed changing the main street time limits makes sense and needs
to be addressed.
Councilmember Junker stated the idea of changing the time limits was not received well by
the Council, but it should be revised.
Commissioner Hopfe commented that the public utilizing the retail stores downtown
would need longer parking times, and she wouldn’t want to see it go lower than 2 hours.
Shopping and eating during the summer months would take longer than 2 hours. It is a
seasonal demand as well.
Commissioners discussed that due to COVID the city has implemented quick turnaround
time parking for takeout and order pick up. Additionally, temporary outside seating on the
main street took up a large section of parking. Perhaps now is the time to implement.
Downtown Parking Commission Special Meeting March 8, 2021
Page 3 of 3
Commissioner McAllister and Junker mentioned there needs to be better dialogue,
discussion points and education behind the discussion of changing time limits on parking.
Chair McAllister suggested that a tenth strategy should be added and that should be
“communication”. It is very important to include businesses and the broader community
involved in the planning discussions as well as sharing changes as they occur. This strategy
has to be employed throughout the life of the work plan.
Commissioner Hopfe brought up the fact that many of the public park downtown and
utilize the biking and walking paths. A large number of cars and many of the downtown
restaurants are not open yet. She wonders what the upcoming years will be like with the
new trails opening.
Commissioner Johnson summarized the commissions discussion about pursuing and
drafting this work plan in the future.
1) The first priority is to address time limit change on Main Street. This is key to the
parking pattern shifts that will be needed to increase parking capacity with our
existing infrastructure.
2) Communication and public outreach are critical to enable the changes in use
patterns need to increase capacity.
3) Creating a well-crafted set of talking points is important so we are all clear on our
message and so the message heard by the Council and the community is consistent
and compelling.
Mr. Turnblad will revise the first two years of the work plan consistent with the discussion
and if time permits, put it on the March 18 regular Commission meeting.
ADJOURNMENT
Motion by Commissioner Lepage, seconded by Commissioner Johnson to adjourn. All in
favor. The meeting was adjourned at 8:21 p.m.
Heidi McAllister, Chair
ATTEST:
Bill Turnblad, Community Development Director
TO: Downtown Parking Commission
FROM: Bill Turnblad, Community Development Director
DATE: May 5, 2021
RE: Parking Capacity Work Plan
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 considered the strategies for 2021 and 2022 at
the special meeting on March 8th and directed certain revisions to be made. The revisions have
been incorporated into the attached plan. So, the Commission should review the changes to
confirm that they are correct, and then consider the strategies for 2023 and 2024.
Attachments: Draft work plan
Capacity study
8/18/20 Council minutes
3/8/21 Special meeting minutes
DOWNTOWN STILLWATER PARKING EFFICIENCY & MANAGEMENT PLAN
August 2020
The City of
CONTENTS
ACKNOWLEDGEMENTS
City Council
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!
Introduction 3
Study Goals and Objectives 4
Setting the Stage 5
Defining Downtown Stillwater’s Parking Users 6
Existing Conditions 8
Parking Demand 12
Shifting The Demand 16
District Wide Parking Solutions 18
Strategies & Recommendations 20
Next Steps 31
2
PARKING STUDY
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).
3
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
current
investments
Build on past
studies
Maximize today’s parking
supply
Identify low-cost/
high-benefit
solutions
Embrace a district-wide
parking approach
4
PARKING STUDY
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.
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.
OVERCOMING PERCEPTIONS
Downtown Stillwater Highway 36 & Stillwater Boulevard
5
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.
PARKING USER TYPICAL TURNOVER EXAMPLES OF THE TYPICAL USER % OF SPACES TODAY
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%
Table 1. Downtown Parking User Characteristics
6
PARKING STUDY
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.
Table 2. Downtown Parking Standards by User
7
A driver entering
Downtown Stillwater
has a number of
potential parking
options, depending
on what they need
and how close they
need to park to their
destination
FREE
PAID
RAMPS ALL DAY (300)
SURFACE LOTS ALL DAY (182)
ALL DAY (193)
ALL DAY (239)
4 HOUR (432)
3 HOUR (65)
3 HOUR (416)
SHORT TERM (39)
SURFACE LOTS
ON-STREET
(15min, 30min, Loading)
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
8
PARKING STUDY
^
^
^
^
^
#
#
#
#
#
#
#
^
#
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 i a 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
rd 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
ParkLowel
l
ParkL iftB rid g e
T e d d y B e a r P a r k
P i o 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
Expansion
+39 spaces
Figure 2. Downtown Stillwater Parking
9
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
10
PARKING STUDY
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
11
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 lots. 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
12
PARKING STUDY
LOT SPACES FRIDAY SATURDAY SUNDAY
4:30PM 7:00PM 9:00AM 12:00PM 4:00PM 6:00PM 1:00PM 3:30PM
1 98 56%100%11%100%100%100%100%100%
2 84 45%100%23%95%100%100%100%100%
3 33 88%100%64%100%100%100%100%100%
4 29 83%100%17%100%100%100%100%100%
5 7 57%100%43%100%100%100%100%100%
6 16 75%94%38%100%94%100%100%94%
7 16 81%100%81%100%100%100%100%100%
8b 75 65%100%19%100%100%100%100%89%
9 30 67%100%27%100%100%100%60%100%
10 48 63%96%38%100%100%100%98%100%
11 45 100%100%33%100%100%100%93%100%
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 13 100%100%31%85%131%146%31%38%
16 47 79%100%23%100%100%100%89%96%
17 97 79%100%20%100%100%100%96%85%
ramp 248 45%64%21%31%34%56%19%23%
Total 1018 57%80%24%74%75%83%66%68%
Legend:
No Capacity Issues (0% - 74% Occupied)
Monitor Capacity (75% - 84% Occupied)
At or Approaching Capacity (85% - 92% Occupied)
At Capacity (93%+ Occupied)
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 Wa
t
e
r
S
tMa
in
S
tSec
on
d
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 Wa
t
e
r
S
tMa
in
S
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FRIDAY SATURDAY SUNDAY
4:30PM 7:00PM 9:00AM NOON 6:00PM 1:00PM
Table 3. Parking Demand and Utilization by Lot/Ramp
Figure 3. Depiction of Parking Demand and Utilization
13
Chestnut S
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Myrtle St
Commercial
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LOW HIGH
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.
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
Table 4. On-Street Time Restrictions (Precedent Examples)
Figure 4. On-Street Parking
14
PARKING STUDY
Precedent Example of Downtown Stillwater’s
On-Street Parking Utilization
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.
15
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.
ZONE SPACES PEAKUTILIZATION UTILIZATION GOAL SHIFT NEEDED
1 299 100%85%24
2 165 100%85%13
Total 464 100%85%38
TARGET AREA SPACES PEAKUTILIZATION UTILIZATION GOAL EXCESS CAPACITY
Ramp 248 64%85%53
12 101 39%85%47
Total 349 57%85%100
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
Table 6. Receiving Zones
16
PARKING STUDY
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ZONE 1
ZONE 2
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.
17
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.
• 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.
Embrace a district-
wide parking
approach
18
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.
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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.
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
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
34
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.
re&ey Street Lift Station 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
DOWNTOWN PARKING COMMISSION SPECIAL MEETING
March 8, 2021
Chair McAllister called the meeting to order at 7:02 p.m.
Present: Chair McAllister; Commissioners Anderson, Glynn, Hopfe (arrived
later), Johnson and LePage; Council Liaison Junker
Absent: Commissioner Lettner
Staff present: Community Development Director Turnblad, Police Chief Mueller
NEW BUSINESS
Parking Capacity Work Plan
Community Development Director Turnblad stated his memo includes a draft work plan for
implementation of the nine strategies identified in the capacity study. The Commission is
requested to discuss the draft and point out items that need to be changed. Mr. Turnblad
explained the draft work plan which outlines the strategies and the estimated resources it
would take to complete the task.
Mr. Turnblad stated that any projects that cost money in 2021, have not been budgeted for.
Therefore, many of the projects listed for 2021 are ones that require sizable monetary
resources, only staff time. Any projects they wish to see for 2022, will need to be budgeted.
Nothing is currently in the budget.
Commissioner Glynn stated that the project ‘way finding and signage,’ would involve a lot
of other agencies and their time.
Mr. Turnblad agreed and added that signage is an important factor to businesses especially
downtown, so getting their input in that project is important and would take a good
amount of staff hours.
Commissioner McAllister asked for clarification regarding budgeting. She asked if that
would be separate from the revenue from the Parking system.
Mr. Turnblad stated all revenue from the parking system, ramps, lots, etc. are the only
available money for these projects. He added if it is decided to build a new parking ramp, it
would surely require funds outside of the revenue of the parking system.
Commissioner McAllister stated that due to COVID, the revenue from the parking system
has been impacted and that should be taken into consideration during these discussions.
Mr. Turnblad agreed and mentioned they have a healthy parking enterprise fund, and this
year will complete the last parking rehab project. Those parking lots should last for years.
The City is in a good condition to proceed with parking system projects.
Downtown Parking Commission Special Meeting March 8, 2021
Page 2 of 3
Commissioner Anderson asked about monetary values for each project. He stated that
many of these projects are somewhat interlinked.
Mr. Turnblad explained in the next step City Staff will dig deeper to determine how much
each project would cost. There hasn’t been updating to the City Parking Ordinances in
many years and that would be a large project.
Chief Brian Mueller addressed Strategy 4 and his concerns for that project. He feels that
project would warrant a larger conversation at a different time.
Councilmember Junker agreed and commented that due to COVID, requirements and
enforcement have eased to encourage the public engagement in the city. He asked if the
parking enterprise fund paid for the “Shorty’s project.”
Mr. Turnblad clarified that it did not pay to remove the structure but it did pay for lot
surface work. He gave background into how the topic of license plate readers came about.
Chief Mueller stated he can understand the static cameras; however, he would like to get
more officers Downtown to engage with the community.
Commissioner Glynn stated if parking requirements are changed, then enforcement would
need to go hand in hand with those changes.
Commissioner McAllister stated all pay lots should be the same price and use the same
enforcement software. “One price, one tool” would simplify things for visitors. She agreed
that until they are ready with the software, they shouldn’t make any changes.
Commissioner Anderson expressed interest in shifting the 2020 task for Strategy 8 into
2022. And as this strategy is implemented, the first step should be to create a single
revenue system in the parking ramp and pay lots. Perhaps the first step is taken in 2022.
The second step should be a single fee structure for the surface pay lots. So in 2023, raising
the rate in Lot 2 to $5 should be considered.
Commissioner Anderson said the title for Strategy 4 should be changed from “enforcement
and technology” to simply “enforcement”. It would be preferred if technology did not
replace people and the possible positive interaction from that. Specifically, automated
license plate recognition systems can create suspicion in the community. Furthermore, he
asked if changing the time limits for main street needs to be approved by Council.
Commissioner LePage agreed changing the main street time limits makes sense and needs
to be addressed.
Councilmember Junker stated the idea of changing the time limits was not received well by
the Council, but it should be revised.
Commissioner Hopfe commented that the public utilizing the retail stores downtown
would need longer parking times, and she wouldn’t want to see it go lower than 2 hours.
Shopping and eating during the summer months would take longer than 2 hours. It is a
seasonal demand as well.
Commissioners discussed that due to COVID the city has implemented quick turnaround
time parking for takeout and order pick up. Additionally, temporary outside seating on the
main street took up a large section of parking. Perhaps now is the time to implement.
Downtown Parking Commission Special Meeting March 8, 2021
Page 3 of 3
Commissioner McAllister and Junker mentioned there needs to be better dialogue,
discussion points and education behind the discussion of changing time limits on parking.
Chair McAllister suggested that a tenth strategy should be added and that should be
“communication”. It is very important to include businesses and the broader community
involved in the planning discussions as well as sharing changes as they occur. This strategy
has to be employed throughout the life of the work plan.
Commissioner Hopfe brought up the fact that many of the public park downtown and
utilize the biking and walking paths. A large number of cars and many of the downtown
restaurants are not open yet. She wonders what the upcoming years will be like with the
new trails opening.
Commissioner Johnson summarized the commissions discussion about pursuing and
drafting this work plan in the future.
1) The first priority is to address time limit change on Main Street. This is key to the
parking pattern shifts that will be needed to increase parking capacity with our
existing infrastructure.
2) Communication and public outreach are critical to enable the changes in use
patterns need to increase capacity.
3) Creating a well-crafted set of talking points is important so we are all clear on our
message and so the message heard by the Council and the community is consistent
and compelling.
Mr. Turnblad will revise the first two years of the work plan consistent with the discussion
and if time permits, put it on the March 18 regular Commission meeting.
ADJOURNMENT
Motion by Commissioner Lepage, seconded by Commissioner Johnson to adjourn. All in
favor. The meeting was adjourned at 8:21 p.m.
Heidi McAllister, Chair
ATTEST:
Bill Turnblad, Community Development Director