Embed Size (px)
Citation preview
DOWNTOWN PARKING MANAGEMENT STRATEGY
SAINT PAUL, MNAPRIL 2015
1DOWNTOWN PARKING MANAGEMENT STRATEGY
Downtown Saint Paul is an historic regional center that has experienced significant regeneration over the past decade. Targeted investments in a new convention center, ballpark, regional medical center and light rail transit have helped foster additional central district-developments in business, residential and entertainment uses. As Saint Paul’s traditionally stable downtown business environment evolves into a vibrant mixed use location, this economic boon also puts a strain on the existing parking supply.
The downtown area has more than 28,000 parking spaces, which serve a wide variety of users. Employees place peak daily demands on the parking supply. Even with growing transportation options, many downtown residents still maintain a vehicle. An emerging nightlife and restaurant scene, a bustling events calendar, new sporting events, and a regional farmers market all draw visitors in growing numbers at non-traditional travel peaks. Each unique user adds to down-town’s vibrancy, but also presents new challenges in terms of balancing urban revitalization with the need for parking.
The Downtown Parking Management Strategy provides an accurate view of parking activity and issues in Downtown Saint Paul in order to ensure appropri-ate parking availability for current and future users.
This document is a summary of three technical memoranda that detail the analysis supporting the Downtown Park-ing Management Strategy, summarized within:
» Technical Memorandum #1: Existing Conditions
» Technical Memorandum #2: Land Use, Zoning, and Future Demand
» Technical Memorandum #3: Parking Management Strategies
ABOUT THE PROJECT
INTRODUCTION
STRATEGY RECOMMENDATIONS
• Use information and technology to create smart policies and effectively manage parking.
• Coordinate and integrate city parking management with overall economic development and transportation goals.
• Manage on-street parking using a market-based approach to better utilize parking supply.
• Create off-street parking policies in the context of a multimodal system.
• Integrate access and transportation demand management to become a downtown with attractive travel options.
• Invest in placemaking to support downtown growth.
• Update the parking portion of the Zoning Code to support responsible economic development.
SAINT PAUL MINNESOTA2
PROJECT GOALS
• Develop a market-based parking system.
• Integrate parking with pedestrians, light rail, buses, and inter-city rail.
• Define existing parking utilization of all downtown stakeholders.
• Quantify anticipated future demand for parking.
• Identify national best practices.
• Suggest ways in which the City can integrate its parking management functions.
Project Timeline
TASK 1 TASK 2 TASK 3SEPT OCT NOV DEC JAN FEB MARCH
Baseline Conditions
Parking Utilization
Counts
Supply/Demand Analysis
Land Use and Future Scenario Analysis
Initial Strategies
Final Strategy
Plan
PROCESS SUMMARY
The Downtown Saint Paul Parking Management Strategy is a six-month effort that documents current parking activities, examines expected future parking, and recommends a series of strategies to achieve City goals. In order to establish a baseline of the current state of on-street, off-street, public and private parking assets, the study began with a parking inventory and utilization study. After developing an inventory based on a combination of existing data and stakeholder input, the team collected parking utilization information: on-street data were collected by field visits; off-street data were collected through a combination of surveys, field visits, and traffic cameras. To understand the context of the governance and enforcement of these spaces, multiple in-person interviews were conducted with stakeholders (listed below). The team then analyzed the City’s parking data in the context of growth models for future scenarios and reviewed how this growth is shaped by the parking-related elements of the Zoning Code. All of this was then taken into consideration to develop strategies to improve the downtown parking system.
PROJECT PROCESS
PROJECT ADVISORY GROUP & STAKEHOLDERS
• CapitolRiver Council
• City staff/departments
• Council members
• Greater Saint Paul Building Owners and Managers Association (BOMA)
• Parking Ramp Managers
• Saint Paul Area Chamber of Commerce (SPACC)
• St. Paul Smart Trips
3DOWNTOWN PARKING MANAGEMENT STRATEGY
410
186
300
498
400
524829
580
69
290
249
942
158
88199
589
255
1657
770
60
910
145
603
468
171
810
74
900
285
75
900
146
125
105
100
1070
1030
594
780
60
32
78
145
75
300
150
65
136
50
67
62
70
46
260
140
100
451
960
348
127
78
450
120
235
69
427
73
1170
64
402
23
63
88
44
40
345
19
240
25
28
225
40
34
11
33
30
24
18
37
62
26
260
28
30
33
27
9
23
23
18
15
480
814
16
1410
15 11
11
24
20
7
9
18
8
6
14 13
10
12
5
11
4
21
3
2
1
2
9
10
5
3
11
4
7
56
13
8
4
8
7
5
6
6
8
1
7
2
6
7
6
6
11
11
5
6
12
8
11
9
96
8
5
6
5
14
2
112
7
10
2
11
3
11
1 7
5
7
3
10
14
3
610
1
5
3
4
8
38
8
8
7
6
9
1010
8
11
6
5
6 5 9
3
13
6
4
2
6
11
4
3
11
6
7
7
5
3
7
11
11
1
8
6
4
1
6
7
8
2
5
21
2
10
4
3
6
8
7
12
3
10
37
4
7
4
5
7
8
2
6
4
3
6
7
11
22
7
7
8
11
2
11
5
7
6
12
10
4
10
7
2
7
6
2
5
4
7
11
1
4
5
5
9
4
4
2
68
2
8
2
6
6
9
9
10
10
6
10
2
7
7
6
6
5
5
8
6
6
4
9
3
2
I- 94
I- 35
US Hw
y 52
US Hwy 12
Cedar St
Robert St N
State Hwy 5
Jackson StE 4th St
E 5th St
E 6th St
US Hwy 10
Shepard Rd
E Kellogg Blvd
Fort Rd
E 7th St
Lafayette Fwy
St Peter St
Co Hwy 37
7th St W
E 11th St
Wabasha St N
Wall St
E 10th St
E 2nd St
Ric
e St
W 5th St
E 9th
St
N Minnesota St
E 12th St
N Sibley St
Robert St S
E Fillmore Ave
S State St
S Eva St
W 6th St
N Chestnut St
W Kellogg Blvd
Plato Blvd
Lafayette Rd S
12th St W
N La
fayette Rd
John
Irel
and
Blvd
W 10th St
N Pine St
Harriet Isla
Kellogg Blvd
N Smith
Ave
Spring St
E 8th St
7th Pl E
Shepard Rd W
Warner Rd
Wabasha St S
Co Hwy 36
Exchange St
S
N Walnut St
Eag
le Pkw
y
E Alabama St
S Le
ech
St
Lafayette RdW
illius St
Co Hwy 40
Constitutio
n Ave
W Water St
Broadway St
John
Irel
and
W Lafayette Frontage Rd
John St
7th St E
N Broadway St
7th Pl
Aurora Ave
Eagle St
Elm St S Livingston Ave
E 14th St
River Park Plz
S W
ilkin
St
Mulberry St
Lafayette Brg
Park
St
Shepard Dr W
Old 6th St W
E 13th St
McBoal St
N Kittson St
Starkey St
Grand Ave
Smith
Ave
N
W Forbes Ave
W 7th Pl
E Lafayette Frontage Rd
Livingston Ave
Thompso
n St
Levee Rd
8th St E
Central Park E
Chestnut
St
Mill S
t
Irvine Park
W Rya
n Ave
Sherman St
Kellogg Blvd W
W Summit Ave
St Anthony Ave
College A
ve W
9th St E
N Neill St
Old Kellogg Blvd
N John St
Spruce St
Thom
pson A
ve
E Fairfield Ave
Minnesota St
N W
ab
asha
St
Chester St
Co Hwy 37
Mulb
erry St
St Peter St
Aurora Ave
I- 35
US Hwy 109t
h St
E
US Hwy 52
S State St
US Hwy 12
E 9th St
7th Pl E
Sherman St
US Hw
y 52
Lafayette Fwy
Co Hwy 37
E 7th St
E 5th St
E 5th St
N John St
E Fillmore Ave
E 9th St
E 4th St
I- 94
Fort Rd
John
Irel
and
Blvd
N Walnut St
3
1
6
2
11
2
1
7
6
1
3
7 2
4
10
2
4
1
1
1
3
9
2
4
1
2
7
11
2
1
4
2
2
2
4
4
3
11
10
Data Source: City of Saint Paul, MN
DOWNTOWN SAINT PAUL PARKING STUDY
Saint Paul ParkingHourly Parking Rates
$0.50/ 10-Hr Meter$1.00/ 10-Hr Meter$1.50/ Half Hour Meter$1.75/ 2-Hr Meter$1.75/ 4-Hr Meter$2.00/ 2-Hr MeterCity Owned Lots/RampsNon-City Owned Lots/RampsRamp
0 500 1,000Feet
PARKING INVENTORY
An inventory of existing parking spaces and regulations was developed based on City and St. Paul Smart Trips data and adjusted by stakeholder input and field observations. This inventory found that:
» There are 28,638 parking spaces in downtown Saint Paul.
» 94% of all spaces in the study area are off-street.
» Almost all on-street parking is priced and has varied rates and time limits.
» The majority of the off-street supply is privately-owned (65%).
» Although the majority of the off-street supply is privately-owned, 86% of all off-street parking spaces are publicly- accessible.
PARKING INVENTORY
PARKING LOCATION
NUMBER OF SPACES
PUBLICLY AVAILABLE
RESTRICTED-USE/PRIVATE
CITY-OWNED NON-CITY OWNED
Off-Street 26,994 (94%) 23,346 (93%) 3,648 (100%) 9,507 (85%) 17,487 (100%)
On-Street 1,644 (6%) 1,644 (7%) 0 (0%) 1,644 (15%) 0 (0%)
Total 28,638 24,990 3,648 11,151 17,487
Parking Inventory & Regulations
SAINT PAUL MINNESOTA4
» Parking is never more than 73% occupied, which means that 7,000 spaces are unoccupied at peak.*
» After 6pm, 18,000 spaces go unused; most are off-street.
» Many garages in the area are over 80% full.
» Both City/HRA-owned and private ramps and lots have similar utilization rates.
» Monthly contract parking is popular. A sample shows that an average ramp has 56% monthly contract parkers, 17% hourly/daily, and 27% unused.
PARKING UTILIZATION - WEEKDAY
I- 94
I- 35
US Hw
y 52
US Hwy 12
Cedar St
Robert St N
State Hwy 5
Jackson St
E 4th St
E 5th St
E 6th St
US Hwy 10
Shepard Rd
E Kellogg Blvd
Fort Rd
E 7th St
Lafayette Fwy
St Peter St
Co Hwy 37
7th St W
E 11th St
Wabasha St N
Wall St
E 10th St
E 2nd St
Ric
e St
W 5th St
E 9th StN Minnesota St
E 12th St
N Sibley St
Robert St S
E Fillmore Ave
S State St
S Eva St
W 6th St
N Chestnut St
W Kellogg Blvd
N Wacouta St
Plato Blvd
Lafayette Rd S
12th St W
N La
fayette Rd
John
Irel
and
Blvd
W 10th St
W 4th St
N Pine St
Harriet Isla
Kellogg Blvd
N Smith
Ave
Spring St
E 8th St
7th Pl E
Shepard Rd W
Warner Rd
Wabasha St S
Co Hwy 36
Exchange St
S
N M
arket St
N Walnut St
Eag
le Pkw
y
E Alabama St
S Le
ech
St
Lafayette RdW
illius St
Co Hwy 40
Constitutio
n Ave
N M
ain
St
W Water St
Broadway St
John
Irel
and
N W
ash
ing
ton
St
W Lafayette Frontage Rd
John St7th St
E
N Broadway St
7th Pl
E Prince St
Aurora Ave
Eagle St
W Exchange St
Elm St S Livingston Ave
E 14th St
River Park Plz
S W
ilkin
St
Mulberry St
Lafayette Brg
W 9th St
Park
St
Shepard Dr W
Old 6th St W
E 13th St
McBoal St
N Kittson St
Starkey St
Grand Ave
Smith
Ave
N
W Forbes Ave
W 7th Pl
E Lafayette Frontage Rd
Livingston Ave
Thompso
n St
Levee Rd
8th St E
Central Park E
Chestnut
St
Mill S
t
Irvine Park
W Rya
n Ave
Sherman St
Kellogg Blvd W
W Summit Ave
St Anthony Ave
College A
ve W
9th St E
N Neill St
Old Kellogg Blvd
N John St
Spruce St
Olive St
Thom
pson A
ve
E Fairfield Ave
Minnesota St
Temperance St
N W
ab
asha
St
St Joseph's Ln
Chester St
E 4th St
W Rya
n Ave
I- 35
US Hw
y 52
Aurora Ave
US Hwy 12 N John St
I- 94
S State St
Fort Rd
N Walnut St
Sherman St
W 6th St
US Hwy 52
E 10th St
E 9th St
St Peter St
W 5th St
E Fillmore Ave
Lafayette Fwy
E 7th St
7th Pl E
E 7th St
Co Hwy 37
US Hwy 10
E 9th St
N Sibley St
E 5th St
John
Irel
and
Blvd
Mulb
erry St
E 10th St
E 8th St
N Sibley St
7th St E
E 5th St
N Broadway St
Data Source: City of Saint Paul, MN
DOWNTOWN SAINT PAUL PARKING STUDY
Saint Paul Parking
Weekday Midday
6% - 60%61% - 80%81% - 90%91% - 100%101% +No Data
0 500 1,000Feet
Parking Utilization - Weekday Midday (Peak)
I- 94
I- 35
US Hw
y 52
US Hwy 12
Cedar St
Robert St N
State Hwy 5
Jackson St
E 4th St
E 5th St
E 6th St
US Hwy 10
Shepard Rd
E Kellogg Blvd
Fort Rd
E 7th St
Lafayette Fwy
St Peter St
Co Hwy 37
7th St W
E 11th St
Wabasha St N
Wall St
E 10th St
E 2nd St
Ric
e St
W 5th St
E 9th StN Minnesota St
E 12th St
N Sibley St
Robert St S
E Fillmore Ave
S State St
S Eva St
W 6th St
N Chestnut St
W Kellogg Blvd
N Wacouta St
Plato Blvd
Lafayette Rd S
12th St W
N La
fayette Rd
John
Irel
and
Blvd
W 10th St
W 4th St
N Pine St
Harriet Isla
Kellogg Blvd
N Smith
Ave
Spring St
E 8th St
7th Pl E
Shepard Rd W
Warner Rd
Wabasha St S
Co Hwy 36
Exchange St
S
N M
arket St
N Walnut St
Eag
le Pkw
y
E Alabama St
S Le
ech
St
Lafayette RdW
illius St
Co Hwy 40
Constitutio
n Ave
N M
ain
St
W Water St
Broadway St
John
Irel
and
N W
ash
ing
ton
St
W Lafayette Frontage Rd
John St
7th St E
N Broadway St
7th Pl
E Prince St
Aurora Ave
Eagle St
W Exchange St
Elm St S Livingston Ave
E 14th St
River Park Plz
S W
ilkin
St
Mulberry St
Lafayette Brg
W 9th St
Park
St
Shepard Dr W
Old 6th St W
E 13th St
McBoal St
N Kittson St
Starkey St
Grand Ave
Smith
Ave
N
W Forbes Ave
W 7th Pl
E Lafayette Frontage Rd
Livingston Ave
Thompso
n St
Levee Rd
8th St E
Central Park E
Chestnut
St
Mill S
t
Irvine Park
W Rya
n Ave
Sherman St
Kellogg Blvd W
W Summit Ave
St Anthony Ave
College A
ve W
9th St E
N Neill St
Old Kellogg Blvd
N John St
Spruce St
Olive St
Thom
pson A
ve
E Fairfield Ave
Minnesota St
Temperance St
N W
ab
asha
St
St Joseph's Ln
Chester St
E 4th St
W Rya
n Ave
I- 35
US Hw
y 52
Aurora Ave
US Hwy 12 N John St
I- 94
S State St
Fort Rd
N Walnut St
Sherman St
W 6th St
US Hwy 52
E 10th St
E 9th St
St Peter St
W 5th St
E Fillmore Ave
Lafayette Fwy
E 7th St
7th Pl E
E 7th St
Co Hwy 37
US Hwy 10
E 9th St
N Sibley St
E 5th St
John
Irel
and
Blvd
Mulb
erry St
E 10th St
E 8th St
N Sibley St
7th St E
E 5th St
N Broadway St
Data Source: City of Saint Paul, MN
DOWNTOWN SAINT PAUL PARKING STUDY
Saint Paul Parking
Weekend PM
0% - 60%61% - 80%81% - 90%91% - 100%101% +No Data
0 500 1,000Feet
Parking Utilization - Weekend PM (Peak)
PARKING UTILIZATION - WEEKEND
» Parking is 34% occupied at the busiest time, meaning more than 14,000 parking spaces are empty.
» Peak parking demand for the weekend is in the evening: on-street is nearly 80% full.
» Off-street parking is never more than about 30% full, regardless of the time of day.
» On-street parking is busy, particularly in the evenings when it is nearly 80% full.
7,036 7,008
18,33460%70%80%90%100%
Occupied Vacant
19,142 19,170
7,845
,
18,334
10%20%30%40%50%60%70%80%
7,8450%10%20%
AM Midday PM
90%100%
Occupied Vacant
17,022 18,693 16,878
30%40%50%60%70%80%90%100%
7,666 5,470 8,2870%10%20%30%40%%
AM Midday PM
7,036 7,008
18,33460%70%80%90%100%
Occupied Vacant
19,142 19,170
7,845
,
18,334
10%20%30%40%50%60%70%80%
7,8450%10%20%
AM Midday PM
90%100%
Occupied Vacant
17,022 18,693 16,878
30%40%50%60%70%80%90%100%
7,666 5,470 8,2870%10%20%30%40%%
AM Midday PM
WEEKEND PM PEAK
WEEKDAY MIDDAY PEAK
*An unknown portion of the unoccupied supply is set aside for monthly contract parkers. Further information and analysis to quantify this set aside is essential for future parking planning.
5DOWNTOWN PARKING MANAGEMENT STRATEGY
MANAGEMENT & GOVERNANCE
Parkers behave in response to how parking is governed and managed: whether or not a sign is readable, what the regulation is, how parking is priced, when parking rules are enforced, etc.
Today in Saint Paul, the responsibility for parking is split among various departments and decision-making bodies within the City and via other partners. Parking policy-making, budget planning, regulation enforcement, ticketing processing, and collections are handled by a various entities, which often makes coordination difficult. There is no central department that manages or oversees all parking management activity, and without formal communication or an overall policy, decisions affecting parking and all the aspects it touches can be made without understanding the full impacts and consequences. The lack of a centralized management body may make the parking management system confusing from the user perspective, and it allows for inefficiencies in management.
Parking functions are divided among multiple departments: for example, on-street parking is managed by Public Works/Traffic, and off-street parking is managed by the Housing and Redevelopment Authority (HRA). Meanwhile, the City Council sets on-street rates, while the HRA sets off-street rates and negotiates leases.
There is a legal distinction between the HRA and the City of Saint Paul. The HRA is a distinct public entity charged with undertaking housing, commercial, and busi-ness activities. The HRA has a separate bonding authority for development purposes. The HRA’s accounting and financial reporting requirements are separate from the City’s.
In terms of off-street parking management, the HRA manages its off-street facilities but contracts out operations on a facility-by-facility basis. The HRA sets the rates. For off-street parking management for privately-owned facilities, the HRA and City do not have authority to regulate private rates or operations/management. However, the City does have authority over the Zoning Code, which could impact the amount of parking that gets built and how it may be used.
PARKING MANAGEMENT
Zoning
Planning Commission/
Board of Zoning Appeals
Approves regulatory changes, i.e. parking
variances
Operations/Management
HRA Parking Manager
Public Works
Ramp/Lot/Garage Owners
PW or SPPD Traffic
Operations
Daily operations & maintenance
Planning
Planning & Economic
Development
Synthesizes neighborhood goals
Private Sector
Building Owners & Managers Association
Chamber of Commerce
Economic development and
neighborhood impacts
Non-Profit Sector
Capitol River Council
Advisory
Policy
Housing & Redevelopment
Authority
Traffic Engineer
Sets lease rates and off-street rates
Sets on-street rates
Enforcement
Police Department
City Clerk
District Courts
Issues Tickets
Collects revenues
On-line ticket payment (Minnesota Judicial
Branch)
Transportation
Saint Paul Smart Trips
Employer/workplace programs
TDM plan assistance
Integration with overall transportation system
Saint Paul Parking Management Organizational Chart
NOTE: Not fully hierarchical
City Council
TDM plan compliance
Oversees comprehensive plan
SAINT PAUL MINNESOTA6
FUTURE GROWTH
ZONING
ZONING & FUTURE GROWTHSaint Paul has already adopted a progressive approach to parking requirements in downtown, exempting all uses from minimum parking requirements. This is often appropriate in a downtown setting, where other transportation options exist, as well as opportunities to share parking among uses. The Zoning Code is designed to support many downtown Saint Paul goals, but there are additional opportunities for the Code to be used as a smart tool for responsible development. Key findings:
» Saint Paul has no minimum or maximum parking requirements.
» In downtown, there is still an opportunity to require shared parking when parking is provided.
» The Zoning Code includes TDM and bicycle parking requirements, but they could be stronger.
» There are no requirements for unbun-dling the cost of parking from residential development.
» There are no carshare or bikeshare requirements.
» There are no regulations in downtown that prevent single-use parking structures or surface lots.
+ 1,495 Spaces
+ 799 Spaces
+ 2,093 Spaces
+ 140 Spaces
+ 1,007 Spaces
+ 394 Spaces
The City and project team identified and established six primary activity areas in downtown. These areas were identified based on their predominant character and the walking distance if one were to park and walk to the opposite end of the area. Based on these boundaries, the peak existing demand does not exceed the existing sup-ply, even with a 10% buffer, for any of the activity areas.
Building off the existing conditions, the team used models to estimate the expected parking supply and demand when six development projects come online in downtown: Custom House, 7 Corners/Gateway, 7 Corners Hardware, Ramsey County West, Macy’s, and CHS Field (ballpark). This analysis shows that, although these developments will add new parking demand into the system, overall, there is parking supply to support the new parking demand.
+ 701 Spaces
+ 896 Spaces
+ 1,195 Spaces
+ 140 Spaces
+ 1,007 Spaces
+ 394 Spaces
Today’s Parking Supply Based on Observed Demand
Parking Supply Surplus Based on Expected Growth Land Use Model
7DOWNTOWN PARKING MANAGEMENT STRATEGY
PARKING CHALLENGES
Complete online parking information doesn’t exist.Online parking information is not intuitive, and is scattered among multiple websites in various formats.
Parking constraints make attracting office tenants challenging.In some cases, prospective tenants expect to lease large blocks of parkingthat is nearby.
Existing residents are crowded out from parking spaces.Commercial, retail, and residential development is occurring, replacingas surface parking (and in some cases) increasing parking demand.
Neighborhood pressure may prevent some downtown growth. Developers are reluctant to invest due to neighborhood pressure to retain parking.
People go to on-street parking first.DOn-street parking is cheaper and easier to access. Therefore, it fills mup quicker, leading to short-term parking frustrations..
Directional, information, and regulatory signage is confusing. It is hard for drivers to understand where (and where not) to park due to a variety of signage types.
Parking isn’t managed as a comprehensive system.On- and off-street cost, regulations, operations, and management are not coordinated, leading to user confusion and inconvenience.
Parking is frustrating when the system is perceived as “full.” DSometimes, parking facilities are signed as “full,” but there areunused spaces in ramps and lots that are “locked up” for monthly contract parking. Vacant spaces are not truly available to daily parkers.
Zoning requirements don’t fully support a livable downtown. For example, the Zoning Code permits stand-alone, single-use parkingstructures, which deaden the downtown environment.
SAINT PAUL MINNESOTA8
A PLAN FOR PARKING MANAGEMENT
This section outlines parking strategies based on the findings from the parkingsupply and demand analysis, background review, build out analysis, and stakeholder meetings. Many of the specific strategies are interrelated and should be con-sidered in tandem. They include items not obviously parking-specific - such as pedestrian improvements - that have a important impact on behavior and parking in Saint Paul.
Strategies are organized into seven categories and are ordered from highest tolowest impact. More detail on each strategy is included in Technical Memorandum #3.
STRATEGIES
9DOWNTOWN PARKING MANAGEMENT STRATEGY
1. INFORMATION AND TECHNOLOGY
Use Information and Technology to Create Smart Policies and Effectively Manage ParkingDowntown Saint Paul would benefit from enhanced parking informa-tion and integrated technology. The parking system can be more efficiently utilized with web- and app- based platforms that provide parking and transportation access options, consistent downtown wayfinding signage that identifies major parking locations, readable and clear regulatory and rate signage on-street and at each off-street facility, and signage that links multiple modes of transportation. Supporting strategies include technology improvements that would integrate on- and off-street facilities to help with parker convenience for both daily employees and the occasional visitor, including a single pay-by-cell payment system, real-time information for off-street facilities, and more.
2. CITY PARKING MANAGEMENT
Coordinate and Integrate City Parking Management With Overall Economic Development and Transportation GoalsParking is often managed by multiple departments and decision-making bodies. This makes parking difficult to consistently coordinate among various groups. This is true in Saint Paul, where there is no central staff person or department that spearheads or oversees parking management in the context of larger City goals. This set of strategies identifies opportunities to integrate parking functions in the short, medium, and long-terms. These strategies also recommend the City becomes more equipped to be responsive to parking supply and demand changes through data reporting.
1.1 Have a centralized and integrated transportation website and app.
1.2 Coordinate and contract with a single vendor for pay-by-cell for on- and off-street public parking facilities.
1.3 Incentivize private ramps/lots to also use the same pay-by-cell vendor.
1.4 Coordinate real-time information for off-street public and private parking facilities and display via website and app. Consider bulk purchase of real-time information signage for facilities.
1.5 Replace coin-operated meters with smart technology.
1.6 Create branded downtown wayfinding signage program.
1.7 Incentivize ramps to offer event parking, including free/cheap at remote facilities.
7.8 Prioritize coin-operated meters to accept pay-by-cell.
1.9 Regulate information signage on all off-street facilities.
1.10 Install singage in skyway to identify multimodal access.
1.11 Integrate enforcement technology into payment technology.
1.12 Explore MnPass for off-street parking payment.
2.1 Create a mobility authority that includes parking manage-ment and transportation demand management.
2.2 Require utilization reporting for City, HRA, and private lots and ramps.
2.3 Allow City/parking management staff to have authority to change rates and time limits without Council or HRA approval.
2.4 Agree on and document a single set of parking goals.
2.5 Hold quarterly management meetings with key depart-ments.
2.6 Train enforcement officers as downtown ambassadors.
2.7 Provide educational parking information and resources on parking citations.
SAINT PAUL MINNESOTA10
3. ON-STREET PARKING
Manage On-Street Parking Using a Market-Based Approach to Better Utilize Parking SupplyCurbside parking is a highly-coveted resource in downtown Saint Paul, and parking utilization counts show little availability on-street. In support of City goals of promoting local business and fostering a strong economic climate downtown, the City should adopt several strategies to open up the areas that have the highest demand. The City can make a big impact in the perception - and realities - of the most congested parking areas by updating its approach to managing parking on-street. The opportunities range from setting goals and adjusting pricing and time limits to achieve availability goals, phasing out placards, feasibility analysis to add more on-street parking supply, creating a circulation and curbside management policy, and more.
Adding more parking spaces on-street, whether using existing vehicu-lar right-of-way, angled parking, or other design, is a cost-effective and quick strategy to substantially add to the parking supply without expensive construction. This type of effort should be considered, but engineering and traffic feasibility analysis will be needed.
4. OFF-STREET PARKING
Create Off-street Parking Policies in the Context of a Multimodal SystemSome municipalities try to build their way out of a parking supply problem; others work to more efficiently manage the supply that they have. As Saint Paul strives to be a more multimodal downtown while attracting new employers, residents, and destinations, the City should create strong off-street parking policies that support its larger goals. One of the most challenging, but highest impact strategies is to require that monthly contract parking permit rates not have volume discounts, bringing the rate structure closer to hourly rates.
3.1 Phase out placards.
3.2 Tie on-street pricing to first hour off-street rates.
3.3 Create City “optimum occupancy” or availability goal for on-street parking.
3.4 Adjust parking meter rates, time limits, and spans to achieve optimum occupancy.
3.5 Create a circulation plan and curbside management policy.
3.6 Explore the feasibility of adding off-peak on-street parking.
3.7 Establish event rates for on-street parking.
3.8 Monitor utilization data.
3.9 Pilot and evaluate progressive pricing.
3.10 Work with the state to update disabled parking laws.
3.11 Explore valet in select areas.
4.1 Require monthly rates to be closer to daily and/or per hour rates.
4.2 Increase parking availability in key areas in the evenings.
4.3 Create city “optimum occupancy” or availability goal for off-street.
4.4 Mandate rate structure closer to per hour rates.
4.5 Work with all lot and parking operators to disclose actual monthly lease rates.
4.6 Prioritize short-term parking on ground or skyway floor of ramps.
4.7 Introduce a ramp rating system to incentivize green, improved lighting, and cosmetic facility improvements.
11DOWNTOWN PARKING MANAGEMENT STRATEGY
5. ACCESS AND TRANSPORTATION DEMAND MANAGEMENT
Integrate Access and Transportation Demand Management to Become a Downtown with Attractive Travel OptionsParking is not just about parking: it is about getting from your car to your destination, about not driving when there are other transporta-tion options, and about which parking lots are used based on easy and safe access. The City should use this detailed review of its park-ing supply and demand as a resource to impact travel to and from St. Paul, particularly through transportation demand management (TDM) measures. Incentives and programs, for example free downtown transit and parking cash out, can have an impact on employee mode share and overall cost and parking implications for major employers and developers. Even changing the behaviors of 5-10% of employees can have a profound impact on parking demand.
6. PLACEMAKING
Invest in Placemaking to Support Downtown GrowthPlacemaking is about creating a public realm to maximize the downtown’s activity, economy, and vibrancy. Placemaking works to connect activities and spaces that connect to all types of people. This is inherently related to parking supply and demand: creating great places to walk may reduce overall parking demand because drivers may be more likely to park a little farther than they would have otherwise. Placemaking not only supports better utilization of the existing parking supply but also supports downtown’s economy and activity.existing parking supply but also supports downtown’s economy and activity.
5.1 Introduce a commute management benefit to downtown employers/ employees.
5.2 Explore conversion of one-way streets to two-way.
5.3 Require employers to provide parking cash-out as an employee benefit.
5.4 Parnter with City, County, and State to equalize commuter benefits for public employees.
5.5 Offer a free transit pass for downtown employees.
5.6 Incentivize remote vehicular and bike parking and shuttles with existing Metro Transit service.
5.7 Open up skyways at nights and on weekends.
5.8 Support a “park-once” district; use fewer parking spaces.
5.9 Create mobility hubs at Union Depot and Central Station.
5.10 Promote Metro Transit real-time information.
5.11 Monitor bike parking demand and identify where parking rack changes are needed.
6.1 Encourage an 18/7 downtown by incentivizing a mix of daytime and evening uses.
6.2 Invest in inviting walking environment (explore feasibility of adding on-street parking, minimize curb cuts, add activity on sidewalk level, re-time traffic signals, add pedestrian-scale signage, etc.)
6.3 Prioritize investment at street-level along corridors such as 4thth Street and at Central Station.
6.4 Introduce parklets in select areas to boost street-level activity.
SAINT PAUL MINNESOTA12
7. PARKING-RELATED ZONING CODE
Update the Parking-Related Zoning Code to Support Responsible Economic DevelopmentThe City can strategically use its zoning code to help shape a modern parking system that matches the City’s increasingly dynamic down-town. The City has the authority, through its zoning code, to shape new development in downtown. These zoning recommendations would impact both design and policy, and they build off the already progressive approach to parking requirements that exists today.
7.1 Strengthen TDM ordinance by applying a simple, annual regulation to employers (not developers.)
7.2 Prohibit new free-standing single-use parking structures (ramps must be wrapped with active uses and/or have active ground floor uses.
7.3 Prohibit surface lots, or charge a surcharge/tax for provid-ing surface parking.
7.4 Introduce a progressive in-lieu fee.
7.5 Introduce parking maximums (and lower maximums within ¼ mile of transit stations.)
7.6 Require unbundling of residential parking from units.
7.7 Require shared use parking.
7.8 Establish design standards that encourage better ramp design, tailored to neighborhood context.
7.9 Monitor parking impacts of new development projects.
7.10 Require car share and bike share stations, based on size of development.
7.11 Require bicycle parking tied to size of development.
SHORT-TERM AND HIGH IMPACT STRATEGIES
Below are the strategies that are identified as being able to be implemented in the short-term that are also high impact, mean-ing that they have the potential to have a substantial effect on parking in downtown Saint Paul. After each of these strategies is a performance metric, so the City and its partners can measure implementation progress.
1.1 Have a centralized and integrated transportation website and app. (METRIC: Have at least 12 major destinations link to site; have at least 5,000 app downloads)
1.2 Coordinate and contract with a single vendor for pay-by-cell for on- and off-street public parking facilities. (METRIC: Have all HRA/City ramps and all metered parking accept pay by cell)
1.3 Incentivize private ramps/lots to also use the same pay-by-cell vendor. (METRIC: Have at least five ramps sign on)
1.4 Coordinate real-time information for off-street public and private parking facilities and display via website and app. Consider bulk purchase of real-time information signage for facilities. (METRIC: Have at least ten private ramps sign on)
2.2 Require utilization reporting for City, HRA, and private lots and ramps. (METRIC: Regularly receive 70% reporting rate)
2.4 Agree on and document a single set of parking goals. (METRIC: Document and adopt goals.)
3.1 Phase out placards. (METRIC: Document locations and prevalence of card use)
3.3 Create City “optimum occupancy” or availability goal for on-street parking. (METRIC: Document and adopt goals)
3.4 Adjust parking meter rates, time limits, and spans to achieve optimum occupancy. (METRIC: Adjust time span and enforcement hours)
3.7 Establish event rates for on-street parking. (METRIC: Pilot event rates near major destinations)
4.3 Create city “optimum occupancy” or availability goal for off-street. (METRIC: Document and adopt goal)
6.1 Encourage an 18/7 downtown by incentivizing a mix of daytime and evening uses. (METRIC: Five off-peak businesses open or extend hours)
6.3 Prioritize investment at street-level along key corridors. (METRIC: Pilot and evaluate business activity on 4th Street)
7.2 Prohibit new free-standing single-use parking structures. (ramps must be wrapped with active uses and/or have active ground floor uses (METRIC: Adopt code)
