11/20/15 SUBMISSIONS DUE: WEDNESDAY, JANUARY 13, 2016, 5:00 P.M. CDT

Transcription

1 Request for Proposals DOWNTOWN AUSTIN PARKING SUPPLY AND DEMAND ANALYSIS AND PARKING MANAGEMENT STRATEGY For Austin DMO, Inc. d/b/a DOWNTOWN AUSTIN ALLIANCE SUBMISSIONS DUE: WEDNESDAY, JANUARY 13, 2016, 5:00 P.M. CDT 1. OVERVIEW The Austin DMO, Inc. d/b/a Downtown Austin Alliance (DAA) in Austin, Travis County, Texas requests the submission of response to the following Request for Proposals (RFP) from qualified firms or firm teams for a Parking Supply and Demand Analysis and Parking Management Strategy for Downtown Austin. 2. ABOUT THE DOWNTOWN AUSTIN ALLIANCE The Downtown Austin Alliance is a partnership of downtown property owners, individuals, and businesses in Austin, Texas devoted to preserving and enhancing the value and vitality of downtown Austin. We work with property owners, residents, business owners, community organizations, and government officials to advance our collective vision for the future of downtown. 3. PROJECT OVERVIEW The Downtown Austin Alliance is seeking a consultant, or consultant team, to develop a strategic, forward- thinking Parking Supply and Demand Analysis and Parking Management Strategy for downtown Austin. The results of this effort will inform planning, policy, investment, and economic development decisions that will be implemented by both the DAA and a number of public and private partners. Positioning the effort for effective implementation is a key priority. The parking analysis and strategy will include a comprehensive inventory of current parking supply as well as a projection of future demand. Taking a district- based approach, the consultant will evaluate parking use and management both currently and in the future. We are interested in defining areas where strategically placed new parking supply may help to serve as a catalyst for redevelopment of underutilized properties or areas. We also seek to identify areas where a district- based parking management effort may help to support redevelopment, retail or cultural district development, or other economic development goals. We are also interested in identifying areas/districts where excess or underutilized parking may exist. 1

2 Attachment A illustrates the desired study area for the project. 4. PROJECT BACKGROUND A working group of the DAA recently explored the redevelopment of several underutilized properties in downtown for economic development potential. One of the conclusions of that study is that parking is a primary limitation to unlocking the development potential of many smaller downtown properties. As downtown continues to evolve, there are few remaining developable full and half- block sites that can achieve parking on site. Development or redevelopment of smaller sites may not be financially viable without access to off- site shared parking. We hope to explore this issue in more detail and develop creative solutions to unlock the development potential for the next wave of downtown development, which includes smaller infill development sites and adaptive reuse projects. Parking is one of many needs the DAA has to consider as it continues to grow and expand the value and vitality of downtown. Parking has a large footprint on downtown, and the more efficient our system can be, the more sustainable and vital our downtown will be. Capital Metro, our regional public transportation provider, will be initiating a Central Corridor Comprehensive Transit Analysis at the same time, and we will coordinate efforts so that we can integrate the downtown parking system with the downtown area transit system. The most comprehensive Downtown Parking Supply/Demand Analysis was completed by Walker Parking Consultants in It includes portions, but not all, of the study area we have identified for this effort. HWA Parking also completed a City of Austin Downtown Parking Management Study in This report is focused on City of Austin owned and leased parking supply for City employees in downtown. This project will be conducted in partnership with the City s Transportation Department, Planning Department, and Austin Parking Enterprise, as well as other parking managers including Travis County, the State of Texas, and private operators. It will also be coordinated with Movability Austin (the Downtown Austin Transportation Management Association). 5. PROJECT SCOPE Over the years, DAA has heard many stakeholder concerns about downtown parking. The first part of this effort is focused on conducting outreach such as focus groups, interviews, and online perception surveys to understand and prioritize current parking perceptions, needs, and deficiencies so that we can better support downtown stakeholder initiatives through this effort. This should be balanced with an assessment of current best practices in cities with comparable markets and case studies relevant to our project. The consultant should meet and coordinate with the Austin 2

3 Transportation Department to better understand their on- street and off- street parking strategies, and incorporate this into the analysis. The second phase of this effort is focused on developing a comprehensive database of the downtown parking supply by block and district, including on and off- street parking, covering both private and publicly owned parking. The consultant will produce the inventory in a GIS database that will be owned by the DAA, in a format that can be modified over time by staff. The inventory should be comprehensive and include details of ownership and management, hours of operation, rates, etc. It should also include projects in the pipeline where details of parking supply are known. Additionally, this phase should include an assessment of occupancy rates at weekday/weekend and day/evening peaks. The third phase of the project is a parking demand assessment. This assessment should address existing unmet demand, as well as future demand by district, based on assumptions about how downtown will build out in the future (future development sites will be provided by the DAA and City of Austin). There are several ways in which the future demand can be developed. One possibility is to review and update the opportunity sites developed as part of the Downtown Austin Plan to project future parking need. This phase will also include the development of at least two future parking demand scenarios: one based on current practices and future land use assumptions, and one that aggressively manages parking through transportation demand management alternatives, including pricing and other approaches including an increase in transit share. With parking supply and demand data, the consultant will develop heat maps that highlight district- based oversupply and undersupply issues for the future. The maps may also highlight key opportunities for parking management strategies, and/or opportunities for new parking supply. There are many downtown planning and development efforts currently underway that need to be integrated into the supply and demand analysis. These efforts include current development projects in the pipeline (see Emerging Projects Map in Attachment C: Resources) and planning efforts, including the following: South Central Waterfront Initiative Congress Avenue Urban Design Initiative Central Health Brackenridge Campus redevelopment Convention Center expansion Texas Capitol Complex Master Plan Capital Metro s Downtown Gateway (Downtown Station) Capital Metro s Central Corridor Study Waller Creek Conservancy s redevelopment of Waller Creek Imagine Austin Comprehensive Plan 3

4 Downtown Austin Plan University of Texas at Austin Campus Master Plan University of Texas Medical District Master Plan CodeNEXT, the City s comprehensive land development code rewrite The last phase of the project is to develop a strategic implementation plan with achievable actions. The implementation plan should provide recommendations for: Code and policy changes A parking management strategy Strategic development of parking to further economic development goals A possible circulator to connect demand and supply Technology improvements Pilot projects The implementation plan should also include order of magnitude cost estimates, and recommended tools, partnerships, and funding sources. The plan should consider new technologies such as automated parking, the ability to convert new parking structures into something else in the future, the City s investment in a virtual parking system through wayfinding, financing and alternative management opportunities, etc. See Attachment B for a summary of the Project Goals and Scope. 6. DATA AVAILABILITY AND ASSUMPTIONS There is currently no comprehensive GIS database of parking inventory for downtown. The most comprehensive inventory is the 2009 Downtown Parking Study by Walker Parking Consultants (see resources), which includes a zone- based inventory and occupancy assessment of city parking facilities and many private facilities that were in operation at the time of the study. The State of Texas and Travis County also maintain an inventory of parking supply in excel format. The City of Austin maintains an excel spreadsheet snapshot in time inventory of on- street parking spaces and is in the process of creating a GIS file with pay station locations. All of these data sets will be available to the consultant. DAA will assist in developing the list of pipeline projects, obtaining the appropriate contacts for needed data, and in obtaining the right to access private parking for occupancy assessments. DAA will organize and oversee the steering committee meetings. Consultant should anticipate attending 3-5 steering committee meetings to engage feedback on the project methodology and process, review findings, and seek guidance on strategic decisions related to implementation. Consultant should also anticipate attending 3-5 DAA board and committee meetings. 4

5 An outline of an anticipated scope of work is included (Attachment B); however, the DAA is also open to alternative approaches that achieve our goals. The following major deliverables are required: A. Accurate and up- to- date GIS database of parking inventory (parcel based), including data table with key attributes of inventory. The GIS database will be delivered to DAA upon completion in a format that allows for in- house updates, and should include a report that summarizes the assumptions and methods used to collect data. B. One- time spring 2016 parking occupancy counts for weekday/weekend and day/evening peaks. C. A concise summary report/presentation for each phase of the project, including: a. Research methodology and findings b. Supply/demand summary by district (current and future) c. Occupancy summary by district d. Key findings and recommendations, including: i. At least two future parking demand scenarios ii. Parking management strategy recommendations iii. Strategic investments iv. Code and policy changes v. Pilot projects and order of magnitude cost estimates vi. Recommended funding and partnerships vii. Technology solutions D. GIS summary maps of parking supply/demand by district showing weekday/weekend and day/evening dispersion (heat maps). E. A high- level visually compelling executive summary of key findings. F. Attendance at 6-10 committee meetings (3-5 DAA steering committee meetings and 3-5 DAA board and committee meetings), some of which can take place on the same day). 7. EVALUATION OF RESPONSES Firms/teams will be evaluated based on the following parameters: A. Project approach and scope: firm understands the project needs; proposed approach to the project is creative and forward- thinking and achieves the project scope. B. Qualifications of the firm(s) and familiarity with similar projects: based on the case studies presented and firm s overall relevant experience; visual communication and implementation results are important. C. Professional qualifications of the staff assigned to the project: based on expertise and experience working on similar projects, including experience of identified project manager. D. Firm references. 5

6 E. Minority and Women Owned Business Enterprise (MBE/WBE): The Downtown Austin Alliance encourages MBE/WBE bidding and procurement. Vendors are required to be a certified MBE/WBE with the City of Austin to be considered under these criteria. F. Cost proposal and billing rates. 8. PROPOSED TIMELINE We anticipate six to twelve months to complete project, subject to approach and schedule outlined in your response. We would like to be under contract and begin this initiative by March SUBMITTAL REQUIREMENTS Please include the following components in the RFP Package: A. Background on the firm(s) submitting, such as firm name, address, phone number and URL. B. Project management structure and brief biographies of key personnel that will be assigned to the project. Please indicate the roles of key personnel, percentage of time each individual will be expected to work on the project, and identify the project manager. Team submittals should identify the prime contractor and the role of each firm in the project, and how the project will be managed and coordinated among firms. C. Project approach and scope. Please concisely explain how you plan to approach the project and the draft scope of work. We are open to alternative approaches to achieving the requested outcomes. Please indicate elements that you would change or alter from our draft scope of work. Responses should explain the methodology proposed for the research phase as well as how future development will be projected for the demand analysis. A final scope of work will be defined during contract development. Indicate whether you expect to be able to complete the project within the proposed timeline. D. Itemized cost proposal and billing rate schedule for key personnel. Cost proposal should be inclusive of travel and all expenses. E. Experience: Include a summary list of relevant projects and clients, and present no more than five case studies of the firm's experience and expertise in similar projects. Indicate successful implementation results. Include maps and graphics where relevant. We are very interested in experience that conveys visually compelling graphic communication. F. Provide at least three references for similar work. References must include: name, phone number, address, location, firm's role with the client/project, project description and project cost. 6

7 G. If relevant, provide a statement concerning conflict of interest. Those interests of the firm that would impede with or interfere in the carrying out project in the best interest of the client. 10. SELECTION STATEMENT DAA reserves the right to reject any and all proposals received in response to this RFP. DAA reserves the right to short list respondents and base final selection rankings on personal interviews. The selection of a firm and award of a contract will be contingent upon the funding and approval through the DAA Board of Directors. Fees provided for in contracts or agreements shall be reasonable. DAA shall consider fees to be reasonable if they are not in excess of those ordinarily charged by the profession as a whole for similar work. DAA will negotiate for procurement of professional services, whereby competitors' qualifications are evaluated and the most qualified competitor is selected, subject to negotiations of fair and reasonable compensation. DAA is not obligated to award a contract solely based on this request or to otherwise pay for information solicited. 11. MINORITY- OWNED AND WOMEN OWNED BUSINESSES The Downtown Austin Alliance encourages MBE/WBE bidding and procurement. Vendors are required to be a certified MBE/WBE with the City of Austin to be considered under these criteria. In the event the contracted Vendor subcontracts any services or purchase any supplies to execute this contract, the Vendor must comply with both: (1) the City of Austin s Third Party Resolution ( ), and (2) the agreement between the City of Austin and the DOWNTOWN AUSTIN ALLIANCE relating to the procurement of goods and services in accordance to Austin City Code Chapter 2-9A- D Minority- owned and Women- owned Business Enterprise and Procurement Program. 12. DEADLINE Please submit your responses electronically by Wednesday, January 13, 2016, 5:00 p.m. CDT. Short listed firms/teams must be available for in- person interviews on January 28, PRE- BID COMMUNICATIONS Please send all questions by to Melissa Barry by 5:00 p.m. CDT on December 7, 2015 with the subject line Parking Pre- Bid Questions. 7

8 A comprehensive list of questions and answers will be distributed to all potential respondents by December 11, To receive a copy of the questions and answers, please or call Melissa Barry with your contact information and request to be on the distribution list for the Parking Pre- Bid Question & Answers. 14. SUBMIT TO / CONTACT Melissa Barry, Parks & Planning Director mbarry@downtownaustin.com Downtown Austin Alliance 211 E. 7 th Street, Suite 818 Austin, Texas

9 Attachment A: Project Boundary Map 9

10 Attachment B: Project Goals and Scope Outline Purpose: Create a parking strategy to serve as an economic development and sustainability tool for downtown development. Goals: Determine the state of parking in the study area, currently and in the future Identify parking needs to guide future policies and investment Maximize the efficiency of existing and future parking supply Identify areas/districts where additional parking supply is needed currently and in the future (to support future growth, retail viability, etc.) Use data and recommendations to identify potential garage opportunities and inform Capital Metro s Central Corridor Study Key Parameters: Geographic scope of inventory to include DAA s PID Boundary, expanded to the east bound access road of IH 35 and west to Lamar, including Rainey and South Central Waterfront districts Strategy should include both on- street and off- street parking, public and private parking Committee of key stakeholders, including the City of Austin and other partners will be established to guide the process Coordinate with Capital Metro s Central Corridor Study Scope of Work: 1. Research phase: define the challenges, perceptions and barriers (current and future): Review relevant reports and data Review codes and ordinances related to parking downtown Summarize best practices of downtowns in comparable markets Meet with key implementation partners including Austin Transportation Department and Capital Metro Define questions/issues to address and appropriate research methods such as: o Interviews or focus groups o Intercept interviews o Survey(s) Conduct research and summarize results 2. Parking supply inventory: Define appropriate districts within the predefined study area for further analysis 10

11 Develop GIS based inventory of existing parking, by block and by district (on and off- street, private and publicly- owned): o Overall footprint (square footage) o Ownership o Hours of operation o Management o Access (public vs. private, valet or mix) o Rates (including variable) Inventory of projects planned or under construction Inventory of occupancy rates at weekday/weekend and day/evening peaks 3. Parking demand assessment and scenario planning: Identify major destinations, areas of employment density, and other parking drivers at peak times Estimate current unmet demand (interviews with employers, office building managers, etc.) Estimate future demand based on build out of areas by district Develop future parking demand alternatives based on different mode splits and transportation trends 4. Strategic implementation plan: Code and policy recommendations Parking management strategy A possible circulator to connect demand and supply Education, marketing and technology integration (e.g. wayfinding, parking apps, etc.) Strategic development of parking to further economic development goals: o Unlocking the existing development potential of a site/sites o Public parking for retail or entertainment areas (e.g. Congress) o District or area- based parking strategies (e.g. Innovation Zone, South Central Waterfront) o o Parcels to acquire or preserve for parking or circulation Recommendations for automated parking systems (what are the right conditions to use them?) Recommended pilot project(s) Cost/benefit analysis and/or order of magnitude costs where appropriate Partnerships, tools and funding sources 11

12 Attachment C: Resources Downtown Parking Supply/Demand Analysis, Walker Parking Consultants, 2009 City of Austin Downtown Parking Management Study, HWA Parking, 2014 Downtown Austin Emerging Projects Map (2015) South Central Waterfront Initiative Interim Draft Vision Framework Report (August 2014) Congress Avenue Urban Design Initiative Central Health Brackenridge Campus Redevelopment Austin Convention Center Long Range Master Plan (March 2015) Downtown Austin Wayfinding Master Plan (June 2013) Texas Capitol Complex Master Plan (2016) Capital Metro s Downtown Gateway (Downtown Station) Travis County Land, Water, and Transportation Plan (December 2014) Capital Metro s Central Corridor Study (underway) Waller Creek Conservancy s redevelopment of Waller Creek (underway) Imagine Austin Comprehensive Plan (June 2012) Downtown Austin Plan (December 2011) University of Texas at Austin Campus Master Plan (Fall 2012) University of Texas Medical District Master Plan (Spring 2013) CodeNEXT, the City s comprehensive land development code rewrite 12