Overall Guiding Principles

Transcription

1 Downtown Parking

2 Overall Guiding Principles Mix of retail/restaurant, office, and residential key to downtown vitality. Convenient, viable downtown parking close to downtown key to economic health.

3 Guiding Principles 1. Parking supply for non-residential uses primarily a City responsibility. 2. Parking supply for new downtown residential uses primarily a private responsibility. 3. Plan ahead for future development: if parking is difficult-expensive-unpleasant, customers/offices locate elsewhere. 4. City should play lead role in developing/managing parking facilities with big picture decision-making. Private parking has value, but City control limited.

4 Guiding Principles 5. Address peak Friday/Saturday night demand by managing garage and increasing supply. 6. Parking should support economic development and visitors/customers. 7. Price and manage garage to improve utilization. 8. Parking revenues support adequate/convenient supply. Pricing should be simple, easy to understand.

5 Guiding Principles 9. Parking strategies should recognize difference between needs of long-term & short-term parkers. 10. Price and manage more desirable on street spaces; give option to stay and pay. 11. Make parking information easily accessible. 12. Parking planning should be comprehensive, sustainable, big picture.

6 Guiding Principles 13. Aesthetics, security, accessibility, user information. 14. Incentivize remote parking. 15. Surface parking should be at periphery -- not create dead zones. 16. Parking should consider hospitality workers. 17. Garage should have best practice, resident incentives.

7 Guiding Principles 18. Design/location should support activity, walkability, bikes and transit; integral to streetscape; meet needs of older people. 19. Parking strategies should be revenue neutral. 20. Parking should recognize loading zone needs. 21. Encourage transit, but infrastructure is limited and people prefer vehicles.

8 John M. Burke, PE, CAPP Independent Consulting Parking, Transit & Downtown Development

9 To develop a Parking Omnibus that integrates supply & demand management strategies with land use/zoning strategies to achieve a more balanced and efficient parking system that will serve the current and future needs of the City. Address the results of the Parking Supply and Demand Analysis Nelson/Nygaard, Jan. 2012; Be consistent with Guiding Parking Principles approved by the City Council on March 19, 2012; and Be developed with City Staff and input from key City Boards and Commissions.

10 Portsmouth is a Best Practice in Shared Parking There is a documented shortfall of parking in the downtown core Remote off-street parking exists, but has limited utility to the downtown Current pricing does not consistently reflect demand, creating some imbalance with areas of overused and underused parking Pricing is not high enough in the core leading to over-utilized prime parking and drivers hunting for spaces.

11 Portsmouth is a Best Practice in Shared Parking Park Once Environment each public parking space serves multiple users/uses Mixed Use Mixed-use development/density/ compact geography PARKING Exceptional walking environment Actively managed parking program Mixed Use City serves existing land uses with many fewer parking spaces than predicted by national averages. Shared parking rates are much lower in private off-street surface lots that are more single-use driven. 1).

12 Documented Shortfall of Parking in the Downtown Core Even with an exceptional rate of shared parking, Portsmouth has virtually no reserve capacity in the Downtown Core. Parking Spaces 3,500 3,000 2,500 2,000 1,500 Estimated Shared Demand (Adjusted for Vacancy) Plus Known Planned Developments 5-Minute Walking Distance From Market Sq. RESERVE CAPACITY EXCESS CAPACITY RESIDENTIAL OFFICE/INDUSTRIAL COMMERCIAL 1,000 Any significant new 500 development of vacant land or - redevelopment that increases Time of Day the intensity of existing uses, will move the City to a deficit condition (shortage).

13 Remote off-street parking exists, but has limited utility to the Downtown Core Remote Special Event Parking - Peirce Island Lot, Assembly of God Lot, etc. Peripheral Employee Parking (free) South Mill Lot, Masonic Lot, etc. To work in a downtown environment there must be: No other easy option Viable downtown connections Captive market

14 Current pricing does not consistently reflect demand, creating some imbalance with areas of overused and underused parking. Flat on-street pricing does not consider variable demand (ex. $1/hr. whether on outer Maplewood Ave. or in Market Square) 25 rate differential between garage & prime on-street spaces does not represent perceived difference in value/convenience Market Square prime spaces are over capacity ( 85%) on avg. for the year, while other curbed spaces are underutilized Demand for Parrott Ave. Lot exceeds demand for most paid parking areas Parking demand peaks in the evening after the City stops charging on-street.

15 Average Weekday 12noon Utilization October, 2011

16 Average Weekday 8pm Utilization October, 2011

17 Recommended Phased Improvements: Phase I: Implement with passage of the Parking Omnibus in 2012 Phase II: Implement with the creation of new off-street parking

18 Categories: Zoning Incentives/Requirements Demand Management Supply Enhancement

19 Zoning Incentives/Requirements Relevant Guiding Parking Principles Insuring an adequate supply of parking for retail/ restaurant and office users in the downtown is primarily a City responsibility. Parking for new downtown development is a private responsibility with residents wanting convenient parking right where they live.

20 Proposed Zoning Changes Restaurants Other ground floor uses Other upper floor uses Payment in lieu Existing 1 space per 100 sq. ft. No requirement 1 space per 1,000 sq. ft. $2,200 per space Proposed No requirement No requirement (no change) Nonresidential No requirement Residential 1.5 spaces / unit Eliminate option (residential must provide parking)

21 Demand Management Strategies Pricing Relevant Guiding Parking Principles Price and manage more desirable on street parking spaces to favor users who are highly motivated to use them. Give customers and residents the option to stay and pay. The parking garage should be priced and managed so that it has high occupancy more frequently - improve utilization of what we ve got.

22 Phase I, Strategy #1 Demand Management Strategies - Pricing Increase high demand on-street spaces to $2/hr. Hold lower demand on- and off-street spaces at $1/hr. Monitor system use and adjust as needed. Projected annual revenue impact (+$263,000). Increase parking garage rate from $0.75/hr. to $1/hr. up to a $15 daily maximum and implement a First Hour Free program, making the parking garage a first choice and lowest cost paid parking option for visitors. Projected annual revenue impact (-$69,000). Projected Net Annual Revenue Impact = $194,000

23 High-Demand On-Street Parking 85% occupancy on average year-round

24 Phase I, Strategy #2 Demand Management Strategies Time Limits Increase 2-hour on-street time limits to 3-hours Better serves restaurant/entertainment use, promotes trip chaining and a park once environment Reduced enforcement needed w/market-rate pricing Projected 75% reduction of time limit citations (3,000 citations) to customers Projected Net Annual Revenue Impact = -$61,000

25 Phase I, Strategy #3 Demand Management Strategies Technology Automate the parking garage by eliminating cashiering and the current cash-only system and replacing it with pay-on-foot, credit-card enabled pay stations. Enhances customer service Reduces operating costs Reduces delays on exit Improves special event parking/traffic impacts Increases convenience of the parking garage to better compete with curbed parking Projected Cost = $300,000*

26 Phase I, Strategy #4 Supply Enhancement Strategies Shared Parking Agreements/Valet Continue efforts to secure public use of private and institutionally-owned parking lots through lease, shared-lot agreements and valet. Most private lots are too small, remote or unavailable. 8 lots are open to public after hours (176 spaces) 2 lots are used for valet/tandem parking Cost determined on a case-by-case basis

27 Downtown Private Parking Lots

28 Phase I, Strategy #5 Supply Enhancement Strategies New Structured Parking Guiding Parking Principles We need to plan for future reuse, redevelopment and full occupancy of buildings in the Central Business Districts. If it is too difficult, expensive or unpleasant to find parking, retail/restaurant/cultural destination customers may prefer to visit elsewhere and offices may prefer to locate elsewhere. Recommendation: Initiate Site Selection and Conceptual Design for a new parking garage to add approximately 300 to 350 net new spaces downtown.

29 Recommended Phase II Parking Strategies Implement with the creation of new off-street parking

30 Phase II, Strategy #6 Demand Management Strategies Pricing Expand & Update the Monthly Parking Pass Program 2 nd parking garage allows for flexible pass system 24-hour Monthly & Premium Pass Business Hours Monthly Pass Overnight Monthly Pass Flexible User Group Passes (ex. residents, seniors, merchants, large employers, etc.)

31 Phase II, Strategy #7 Demand Management Strategies Pricing Extend on-street enforcement and paid parking from 7 p.m. to 9 p.m. (M-Sun.) and roll back enforcement and paid parking from 9 a.m. to 10 a.m. (M-Sat.) Revised hours better reflect demand and will: extend walk distances to peripheral parking areas in the evening; and increase revenues to offset the cost of discounted offstreet parking passes for residents

32 Phase II, Strategy #8 Supply Enhancement Strategies - Technology Wayfinding/Guidance Systems/Mobile Device Apps Implement a new Downtown Parking Guidance System integrated with a broader Wayfinding Plan to provide customers with: efficient directional access to key off-street parking; advance real-time parking space availability; and special event parking information.

33 Phase I* Strategy #1: Implement Demand Responsive Pricing** Strategy #2: Increase 2 Hour Time Limits to 3 Hours** Strategy #3: Automate the Parking Garage Strategy #4: Secure Public Use of Private Parking Lots Strategy #5: Initiate Site Selection & Conceptual Design for a New Public Parking Structure Downtown Phase II Strategy #6: Expand Monthly Parking Pass Program** Strategy #7: Extend On-Street Enforcement to 9 p.m.** Strategy #8: Implement Downtown Parking Guidance System * Includes Proposed Zoning Changes ** Requires Ordinance Revision

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35 Parking Omnibus Process City Council Work Session March 12 Develop consensus on Parking Guiding Principles Staff Analysis & Recommendations on Pricing/Supply Parking Division City Council March 19 Vote on Parking Guiding Principles Staff Analysis & Recommendations Zoning Ordinance Revisions Planning Department PTS/EDC Work Session April 6 Parking Division City Council Work Session Revised Staff Recommendations Develop Council consensus Planning Board Work Session March 22 Planning Department Parking Omnibus Legal Department City Council 1 st Reading Parking Omnibus City Council 2 nd Reading/Public Hearing Parking Omnibus City Council 3 rd Reading Parking Omnibus City Council 1 st Reading Parking Garage Bonding City Council Public Hearing Parking Garage Bonding City Council 2 nd /Final Reading (2/3 vote) Parking Garage Bonding