The issue of the impact of student parking in residential and commercial areas became part of our community dialogue over the past ten months as leaders took a serious look at how to find solutions to numerous concerns our residents have voiced.  Residential parking solutions was one of eight items within the Student Housing Action Plan that Council adopted in January.  Staff has developed five possible components that comprise a holistic parking management program to address public parking across the city, not just around the university:

• Residential Parking Permits
• Additional Time Limited Parking
• Employee Parking Permits
• Meters/Kiosks
• Private/Non-city Parking Management. 

Staff considered stakeholder input, the need for immediate action, the interconnectedness of parking management, a "start small and grow" program design, and cost recovery options which has shaped these all-encompassing recommendations found in the Parking Program Concepts attachment as drafted for discussion tonight.  The first three components--Residential Parking Permits, Additional Time Limited Parking, and Employee Parking Permits--address stakeholder input, the need for immediate action, and the interconnectedness of parking management.  Meters/Kiosks and Private/Non-city Parking Management address costs and cost recovery options, but are not deemed readily implemented.

COUNCIL GOALS SERVED:

• Provide sustainable and equitable public facilities, services, and infrastructure systems in an efficient and effective manner to serve all population areas and demographics

REGIONAL PLAN GOALS SERVED:

• Promote transportation infrastructure and services that enhance the quality of life of the communities within the region.
• Provide sustainable and equitable public facilities, services, and infrastructure systems in an efficient and effective manner to serve all populations, and demographics.

Please find attached an outline of the City of Flagstaff - Parking Management Program that has more detail than described here.  Much of it is implementation mechanics and details, and is repetitive.  Thus the following discussion provides a clearer overview of the matters that the City Council might want to consider in parts or as a whole.  This overview concludes with discussion of costs, cost recovery, and implementation.

Residential Parking Permits:

The overall theme of the outlined residential permit parking program is that property owners, on a block-by-block basis, would request parking management on their block.  In response, the City would verify that there is a need (based on occupancy counts), and then implement parking controls.  Parking controls would consist  of making the parking on that block time-limited (2 hours for example), issuing one regular permit and one guest permit to each water meter with each permit exempting the vehicle from the parking time limits, and parking enforcement would be implemented.  This program would apply to on-street parking.

As described in the attached outline, Staff recommends that at least fifty-one percent of property owners support the establishment of parking management on a block.  The City Council may wish to discuss and change that percentage.

Additional Time Limited Parking:

As outlined in the plan, a greater portion of the Southside would changed over to time limited parking (probably 2 hours) including Beaver and San Francisco Streets from Franklin Avenue northward, as well as the side streets, probably for a block to either side of Beaver and San Francisco Streets.  The final configuration would be determined by Staff based on need (based on occupancy counts).

Employee Parking Permits:

This program shares much with the residential permit parking program outline, except that it would apply to parking lots (or garages) and permits would be issued to any purchaser.  So, the lots would be changed to time-limited parking, permits would exempt vehicles from the time limits, and enforcement would take place.  The number of permits issued would be limited, and adjusted from time to time, so that a desired level of occupancy is maintained in any given lot.  At this time, this program would only be implemented at the Phoenix Avenue parking lot.

Meters/Kiosks:

As discussed below, these new parking management programs have costs associated with them, approximately $250 per parking space per year.  Charging for parking would be a mechanism to recover those costs.  If added to the above components of a parking management program, fee-for-parking would be implemented at some or all controlled spaces and permits would exempt vehicles from the need to pay.  Note that north Downtown already has controlled parking and Staff recommends that if implemented, charging for parking in north Downtown would be appropriate.  This option allows for quite a bit of cost adjustments such as special events, holidays, times of day, and distances.  City Council approval of meter locations is required and if implemented, a plan would be brought back to the City Council.

Private/Non-city Parking Management:

This option can be further explored by staff, but also is one that cannot be quickly implemented.  It would require developing specifications, following purchasing rules, contracting, and other processes in order to implement.  And, as the program as described herein is "start small and grow", it would be constructive to allow the program to get going and better understand the scope of services after a "settling in" period.  Further, stakeholders seem uncomfortable with a private firm and the Flagstaff Downtown Business Improvement and Revitalization District (FDBIRD) would like to (and is authorized to) perform this function.  If the City Council provides direction to explore non-city management of the parking program, Staff recommends that this exploration start with and focus on the FDBIRD option.

Start Small and Grow:

Most notably, the Residential Parking Permit component and the Employee Parking Permit component lend themselves to a small start.  The residential component would grow block-by-block as requested.  The Employee component would grow as parking facilities are developed or acquired.  The entire system can grow if meters/kiosks are added and if non-city management is added.  The portions implemented now are compatible with growth and additions and should not require re-working because of growth of the system.

Implementation:

While any of the first three parts (Residential Parking Permits, Additional Time Limited Parking, and Employee Parking Permits) can be implemented as a stand alone program, recognizing the interconnectedness of parking management, it is recommended that these three options be implemented simultaneously.  Another option is to follow implementation of these three with either or both of the other two optional components - Meters/Kiosks and Private/Non-city Parking Management.  A third option would be to allow time for further development of the Meters/Kiosks and Private/Non-city Parking Management components and implement all of the program as a comprehensive parking management solution.

Somewhat as side notes under the heading of "implementation", please also consider the following:

With City Council direction, staff can be authorized to implement Residential Parking Permits, Additional Time Limited Parking, and Employee Parking Permits.  (Future) City Council action will be required to implement Meters/Kiosks and Private/Non-city Parking Management. 

It is anticipated that there will be "a rush" on residential parking permit program requests.  As a result, without hiring staff to assist, there is likely to be some customer service issues primarily centered around timeliness.  After a settling in period, there should be a more manageable number of requests coming in.

The permit systems are designed to be simple.  See attached example permit.  This simplicity allows for the rapid start.  However, as a result, there may be issues such as cheating that may need to be addressed in the future.  In that case, the program may need to "grow" by taking on more complicated mechanics.

The enforcement intention is similarly simple for the same reason.  There are better and more efficient tools for enforcement.  However, these require a certain number of controlled parking spaces before they make financial sense.  So, if we start with the basics and the parking management ends up widespread, we should expect the need to "grow" the program to include different more sophisticated enforcement mechanisms.

Cost Implications:

Staffing:

Currently, the City of Flagstaff employs one civilian parking enforcement staff who is covering around 400 parking spaces.  This is roughly double the number of spaces that would be appropriate.  Some parking enforcement is performed by uniformed patrol officers, but as a last priority, and not at a level that would be appropriate for the parking management described herein.  Staff recommends that when implementing the first three parts of the program (Residential Parking Permits, Additional Time Limited Parking, and Employee Parking Permits), that an additional civilian enforcement staff member be added to the team.  (One FTE at a cost of $45,000 per year).

It is recommended that as the program grows, for every 200 spaces added to the system, that an additional civilian enforcement staff member be added to the team.  (One FTE at a cost of $45,000 per annum).  Initially the sales, program management, and other "back of house" duties can be accomplished using existing staff.  However, as the program grows, additional staff may be needed to serve these functions.

As previously noted by the City Council, these costs can be reduced by randomizing enforcement.  If enforcement occurs 80% of the time, the cost can be reduced 20% (or so).  Similarly if enforcement occurs 20% of the time, the costs can be reduced by 80% (or so).  However, the lower the level of service, the greater the "or so" becomes because responses to customer service concerns will increase and likely be addressed via other Staff (such as uniformed police officers).

Permits:

If we anticipate an initial order of five hundred, the total cost would be $1,500.

Signs and other Parking Markings:

Residential Program:  $1,000 per block.  If we anticipate an initial "rush" of twelve blocks, the total cost would be $12,000.
Additional Time Limited Parking:  $1,000 per block.  If we anticipate twelve blocks, the total cost would be $12,000.
Employee Program (Phoenix Avenue lot):  $15,000 to $20,000

 Cost Recovery:

Recall that the State of Arizona keeps most of the fines for tickets and the remainder is used for collections and Court costs.  Without meters/kiosks and thus looking to the cost of permits as the cost recovery method, the following table summarizes the relationship between the required City subsidy and the cost of permits:   
 

Required Program Subsidy (per 200 spaces)
Percent	Annual Subsidy	Annual Permit Cost
100%	$45,000	$0
75%	$33,750	$56
50%	$22,500	$113
25%	$11,250	$169
0%	$0	$225

Note that meters/kiosks not only have the potential to provide full cost recovery but can also generate revenues for purchase and construction of parking facilities and other expenses.

It is recommended that permits have some cost associated with them so that they "have value" for the permit holder.

To allow for special needs, hardship and residential accommodation, two classes of "free permits" are recommended to be established:  One for any vehicle displaying a government issued handicap placard or license plate and another for cases of financial hardship.  The terms of "financial hardship" have not yet been defined but perhaps a "piggy back" methodology as is suggested for disabled persons using the placard or license plate as the determination might be a viable option.

COMMUNITY INVOLVEMENT:

This information and recommendations have been brought to you by a working group consisting of City staff and representatives of Northern Arizona University, NAIPTA, the Good Neighbor Coalition, FDBIRD, and the North End District.  In addition to CD&R staff, City staff has included representatives of the Police Department, Traffic Section, Planning and Development Services, Engineering, and Legal.  Additional outreach included the Townsite and La Plaza Vieja neighborhood  representatives, and the internal and external Student Housing Work Groups.