HomeMy WebLinkAbout10/11/2022 03. Downtown parking presentationB US INE S S O F T HE C I T Y C O UNC I L
YAK I M A, WAS HING T O N
AG E ND A S TAT E M E NT
I tem No. 3.
For Meeting of: October 11, 2022
I T E M T IT L E :Downtown parking presentation
S UB M IT T E D B Y:B ob Harrison, City Manager
S UM M ARY E X P L ANAT I O N:
Rick W illiams, with Rick W illiams Consulting, will present a downtown parking analysis that was
conducted. E nclosed for Council review is a cover memo outlining the administrations
recommendations as well as a powerpoint and the analysis.
I T E M B UD G E T E D:
S T RAT E G I C P RI O RI T Y:
AP P RO V E D F O R S UB M IT TAL B Y T HE C IT Y M ANAG E R
RE C O M M E ND AT I O N:
S taff recommends adopting the Administration's recommendation.
AT TAC HM E NT S :
Description Upload Date Type
Downtown parking cover memo 9/23/2022 Cover Memo
Downtown parking powerpoint 9/22/2022 Cover Memo
Downtown parking analysis 9/16/2022 Cover Memo
1
MEMORANDUM
To: Honorable Mayor and members of the Yakima City Council
From: Bob Harrison, City Manager
Date: September 23, 2022
RE: Downtown parking
Enclosed is the parking report and the Power Point for consideration of charging for downtown
parking. The goal of this policy consideration was to develop a comprehensive approach for
downtown parking and downtown infrastructure, provide a consistent revenue source that can
be invested into supporting the operation of the parking system, and provide revenue that can
be invested in capital infrastructure in the downtown. Here are the administrations general
recommendations based on the report:
Charge for parking between 8 a.m. and 6:00 p.m. in the downtown area as described in
Figure 1 (page 3) of the report. Hours would be in effect Monday through Saturday with
no charges for Sunday.
Charge $1.00 per hour for parking. Charges would begin from the first minute (no
credits or free parking).
Provide an app option along with the charging stations for downtown parking.
Maintain the 30% quotient for monthly parking permits in off street lots and clearly
identify those monthly parking stalls affiliated with a monthly parking permit in order to
insure parking is available for those permit holders during the parking charge times.
Set up a separate fund for the parking revenues and restrict expenditures to the
identified parking zone in the downtown (Figure 1, p. 3). Expenditures would be for the
operations of the system including, but not limited to, parking enforcement, debt service
on the acquisition of the stations, along with capital improvements in the parking zone
area. These capital improvements could include streets, off-street parking lots
maintenance and construction, sidewalks, street trees, etc. The goal is to generate
additional revenue that will be able to be invested into the downtown commercial areas.
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PO Box 12546
Portland, OR 97212
Phone: (503) 459-7638
E-mail: rick@rickwilliamsconsulting.com
MEMORANDUM
TO: Bob Harrison, Yakima City Manager
FROM: Rick Williams, RWC
CC: Sarah Emmans, ECONW
DATE: July 20, 2022
RE: Summary Tech Memo: Downtown Parking Review (Pay-to-Park and Strategy Considerations)
I. BACKGROUND
Rick Williams Consulting (RWC), in partnership with ECONorthwest (ECONW), has assisted the City of
Yakima in evaluating how its current public parking system is performing and the financial feasibility of a
possible transition to pay-to-park operations within the public on- and off-street supplies.
Using the information gathered thus far by the consultant; the City is now interested in exploring
parking management strategies that can move the parking program toward a financially self-sustaining
platform, providing best practices approaches to parking management in a “Main Street” environment,
reasonable funds for investment in parking and access improvements downtown, and support for
anticipated economic growth.
In support of this effort, the following tasks have been completed:
a. Parking System Performance. An occupancy study to measure on- and off-street street parking
performance over several operating days in April 2022. Performance was measured over a 10-
hour operating day for weekday and Saturday samples.1
b. Revenue/Expense Modeling. RWC developed detailed revenue/expense forecasting models to
evaluate parking revenue generation estimates over four hypothetical rate scenarios.2 These
revenue/expense models are informed by the on-the-ground data gathered from the
occupancy/performance study.
1 See: RWC, City of Yakima Downtown Parking Occupancy Analysis, June 2022 (v1)
2 See: RWC, City of Yakima Analysis: Revenue/Expense Scenarios - Downtown: On- and Off-street Paid Parking System - June
15, 2022 (v2)
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Downtown Parking Review: Pay-to-Park and Strategy Considerations
2
II. EXECUTIVE SUMMARY OF PARKING MANAGEMENT STRATEGIES FOR CONSIDERATION
Findings from the assessment of current parking performance would suggest
the following parking management strategies for consideration for
implementation in Downtown. A more detailed discussion of each strategy
consideration is provided in Section V below.
a. Eliminate No-Limit on-street parking stalls on commercial streets
within the study area boundary. Replace with time limited stalls.
b. Establish Time Limit standards based on demand in “Parking
Management Sub-Areas.”
c. Create criteria and standards for allowing and locating high turnover or “specialty stalls in sub-
areas with standard time limits.
d. Establish monthly parking permit rates to actual demand by off-street site.
e. Consider implementing pay-to-park on-street in sub-areas B (Core) and C (west)
f. With Strategy e, implement pay-to-park off-street in Lots 1 – 5, to allow visitor payment for use.
g. Establish Parking Services as an Enterprise Fund
h. Operate parking associated with the Convention Center as a separate business center within
Convention Center operations.
III. STUDY AREA AND THE PUBLIC PARKING SUPPLY
All work has been focused within the “Downtown Study Area,” which is represented in Figure A. The
area is bounded by N 4th Avenue to the west, N 9th Street to the east, E Martin Luther King Jr Boulevard
to the north, and E Walnut Street to the south. There are 1,926 on-street stalls within this boundary, and
429 off-street stalls distributed across five (5) City lots which include (and are identified on the Figure A
map):
➢ Lot 1: Second Street Grill - Front: 122 stalls
➢ Lot 2: Second Street Grill - Behind: 39 stalls
➢ Lot 3: Crafted Restaurant: 61 stalls
➢ Lot 4: 114 N 2nd Street: 24 stalls
➢ Lot 5: Millennium Plaza City Lot: 183 stalls
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Downtown Parking Review: Pay-to-Park and Strategy Considerations
3
Figure A: Study Area – Downtown Parking Review
IV. KEY FINDINGS OF COMPLETED TASKS
Below is a summary of key findings from the parking occupancy and revenue/expense analyses.
Occupancy/Performance
• Overall, parking within the study area operates at a low to moderate level (on- and off-street).
• The overall occupancy numbers on-street are somewhat biased downward given the low use
of parking west of N/S Front Street.
• The parking system is much more robust in the sub-area of downtown located between N/S
Front Street (west), N/S Natches Avenue (east), E. Walnut Street (south), and E. Martin Luther
King, Jr., Blvd (north). On the weekday, 77% of all constrained block faces in the larger study
area clustered in this sub-area. Demand for parking is much stronger here than anywhere else
in the downtown, coupled with moderate to efficient demand for use of the five public surface
lots.
• Heat maps indicate there are pockets of higher demand (particularly on the weekday) when
the downtown is viewed at a more granular level.
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Downtown Parking Review: Pay-to-Park and Strategy Considerations
4
• This suggests there are distinct occupancy sub-zones within the downtown. These sub-zones
can inform the format of parking management (e.g., variations in rate, allowed time limits, and
days and hours of enforcement).
Revenue/Expense Scenarios
• Based on vehicle counts in April 2022, on street parking east of Front Street is much more
heavily utilized than the western portion of the boundary. Off-street Lots 3 and 5 are more
heavily utilized than other municipal lots.
• Rates of $0.75, $1.00, and $1.25 per hour yield positive annual net revenue in the first five
years of operation, but a rate of $0.50 per hour would yield negative revenue (see Table 1).
Table 1: Revenue Summary by Hourly Rate
• Expanding the study area east to 9th Avenue reduces net revenue by more than $100,000 per
year (at a rate of $1 per hour) compared to a previous model iteration of the study area which
ended at S. 8th Ave (east).
• The financial model currently does not incorporate metering on the three parking lots
associated with the Yakima Convention Center. The costs to implement would bring net
revenue down further given what is known about utilization of those lots.
• Future iterations of this model could consider a smaller pay-to-parking boundaries, perhaps
one that stops at Front Street.
V. STRATEGY DETAIL
Data derived from both the occupancy study and revenue/expense analysis suggest the following
parking management strategies for consideration.
a. Eliminate No-Limit on-street parking stalls on commercial streets within the study area
boundary.3 Replace with timed stalls (either 2 or 3 Hours per (b) below.
3 A commercial street is defined here as any block face frontage that is primarily in a business use (e.g., retail,
restaurant, office, grocery, ba nk, etc.).
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Downtown Parking Review: Pay-to-Park and Strategy Considerations
5
On-street parking located on any commercial street should be time limited to support visitor
access and stall turnover. Exceptions to time limits (e.g., No Limit stalls, 15 Minute, 30 Minute,
Loading Zones, ADA) would be made strategically, based on occupancy data, unique business
types, and availability of off-street parking.
Currently, there are 1,926 on-street parking stalls. Table 2 provides a summary of types of
parking in place – the format of parking. Notably, 978 are “No Limit,” allowing unlimited use of a
stall (all days/all hours).4 This represents nearly 50% of all on-street parking in the downtown.
This format is atypical of best practices for Main Street oriented downtowns - envisioned as vital
areas serving and attracting visitor access. In addition, No Limit parking encourages employees
to park all day to avoid permit pricing, which can conflict with visitor need.
Table 2: Yakima on-street parking supply by stall type and restriction
Stall Type All % Total Time Limited No Limit
On-Street
Supply 1,926 100% 908
(47%)
1,018
(53%)
15 Minute 6 < 1% 6 -
30 Minute 19 1% 19 -
1 Hour 147 8% 147 -
2 Hour 736 38% 736 -
Electric Vehicle Only 2 < 1% - 2
ADA accessible 38 2% - 38
No Limit 978 51% - 978
b. Establish Time Limit standards based on demand in “Parking Management Sub-Areas.”
Provide a base standard of 2 Hours in the highest occupancy areas of the downtown, with 3
Hour parking in areas with lower occupancy use. This ensures reasonable turnover for visitors to
the “core” of downtown sub-area, with an incentive to stay longer in areas
with lower demand. As demand grows over time; ideally 3 hour sub-areas
would transition to a 2 Hour base standard for the entire downtown parking
management.
Data from the parking occupancy study clearly suggests a sub-area approach.
As Figure B illustrates, use of on-street parking in the downtown functions
differently in different areas of the larger study boundary.
4 This excludes forty EV (2) and ADA (38) stalls, which allow unlimited stay, but for unique purposes consistent with
policies related to ADA need and sustainability goals (EV).
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Downtown Parking Review: Pay-to-Park and Strategy Considerations
6
Figure B: Possible Parking Management Sub -Areas
As the figure illustrates:
• 27 of the 35 constrained are clustered between the sub-area identified as “Sub-Area B” on
the Figure B heat map. This sub-area is bounded by N/S Front Street (west), N/S Natches
Avenue (east), E. Walnut Street (south), and E. Martin Luther King, Jr., Blvd (north). This area
is shown bounded by a purple box on the figure.
• Seventy-seven (77) percent of all constrained block faces in the larger study area (85% or
greater) are in this sub-area. Demand for parking is much stronger here than anywhere else
in the downtown. This sub-area should be distinguished and managed as the “core” of the
downtown, with 2 Hour time limits (an industry standard for higher demand commercial
visitor areas, i.e., Main Street downtowns).
• Sub Area A on the figure, shows that only one block face is constrained in the entire area
west of N/S Front Street. Similarly, Sub Area C on the map (west of N/S Natches Avenue) has
moderate activity, but still less than the Sub Area B Core, the majority of parked block faces
showing low peak hour use. These areas would be designated for 3 Hour parking time
limits.
77% of all constrained block
faces within this sub-area
Sub Area A
(east)
3 HOURS
Sub Area B
(Core)
2 HOURS
Sub Area C
(west)
3 HOURS
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Downtown Parking Review: Pay-to-Park and Strategy Considerations
7
The 2 Hour time limit in the Core Sub-Area is appropriate and reasonable based on core area
time stay limits observed in other Oregon and Washington cities. Table 3 summarizes actual
time stay studies conducted by RWC over the past five years. As the table indicates, all cities
evaluated maintained durations of stay of less than 2 hours. This was supported by good
compliance rates (through enforcement) and beneficial vehicle turnover complementing active
street level businesses.
Table 3: Actual Core Area Findings: On-street duration of stay (Oregon, Washington cities)
City Observed Duration of Stay
Albany, Oregon 1 hour / 33 minutes
Bainbridge Island, Washington 1 hour / 42minutes
Bend, Oregon 1 hour / 50 minutes
Everett, Washington 1 hour / 49 minutes
Hood River, Oregon 1 hour / 42 minutes
Kent, Washington 1 hour / 51 minutes
Kirkland, Washinton 1 hour / 24 minutes
Lake Oswego, Oregon 1 hour / 26 minutes
McMinnville, Oregon 1 hour / 34 minutes
Oregon City, Oregon 1 hour / 53 minutes
Redmond, Oregon 1 hour / 37 minutes
Redmond, Washington 1 hour / 46 minutes
Salem, Oregon 1 hour / 30 minutes
Tacoma, Washington 1 hour / 48 minutes
Wenatchee, Washington 1 hour / 35 minutes
c. Create criteria and standards for allowing and locating high turnover or “specialty stalls in sub-
areas with standard time limits.
Based on unique business and access activities in a growing downtown, there are circumstances
when specialty parking stall types are needed to serve unique purposes (e.g., loading zones, 5,
15, and 30 minute stalls, ADA spaces, and long-term parking permits5). Below is a synopsis of a
framework exceptions process with assessment criteria for Yakima to consider.
Exceptions Process Assessment Criteria
The strength of base time standards in parking management areas (e.g., 2 or 3-Hours) is to
simplify the on-street parking system for customers and visitors, providing a consistent message
for how long they can park on-street in the downtown. However, a base standard may not
always be the right time standard for certain types of businesses, particularly those that rely on
high customer turnover. For these businesses, such as coffee shops, dry cleaners, and courier
5 Another advantage of implementing time stay limits on all commercial blocks is that it then allows (through an
exception process) the issuance of on-street parking permits (i.e., employee parking) in underutilized areas, where
limited numbers of on-street permits does not conflict with visitor access. By eliminating No Limit stalls, with time
limited stalls, the City can expand (strategically) its existing permit program at its off -street facilities. It is likely that
many users of current No Limit stalls are employees avoiding permits rates at City and private parking f acilities.
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Downtown Parking Review: Pay-to-Park and Strategy Considerations
8
services, a shorter time stay may be necessary. An exceptions process for granting exceptions to
the base standard is outlined below. Criteria for evaluating high turnover spaces (as exceptions
to an area’s base standard) would include:
• Exception spaces will be located at ends of blocks (next to intersections) to simplify
signage and provide easy access (via convenient crosswalks) to all surrounding businesses.
• Exception spaces will be used for specific types of business. Business type must have a
documented high percentage of short transactions. Examples are dry cleaners, banks,
bakeries, one-hour photo, and ticket agents. A more detailed list of businesses that have
such high turnover needs should be established through a collaborative process between
the City and (possibly) with a Downtown Parking Working Group and be reflective of
business types unique to downtown Yakima and business types as suggested above.
• Exception spaces are not encouraged where private parking spaces are available.
Exception spaces will be limited or not approved for businesses that have adjacent off-street
private parking lots or private garage spaces for short-term customers or employees.
• High turnover exception spaces will be used where on-street parking occupancy exceeds
85%. If utilization data show that occupancy exceeds 85% during the peak hour on block
faces adjacent to business, justifying a reduced base time-stay standard.
• Exceptions for Long-term Permit spaces will be used where on-street parking occupancy is
below 60%, ensuring that visitor access is not adversely impacted. If utilization data
consistently falls below 60% occupancy and there are no available nearby off-street spaces
available limited permit sales will be considered. All on-street permits will be treated as an
interim program, adjusting (or eliminating) the number of permits allocated based on the
85% occupancy standard. Signage would be posted on allocated block faces as “2/3 Hour
Limit or By Valid Permit.” The City may consider pricing these types of exception permits at
a premium, particularly if existing City off-street lots have unused capacity.
Clarify “rules of use” for 5, 15, 30-Minute, and Loading Zone stalls.
Ensure that signage used to designate these spaces note that the time limits are only in place
during hours of enforcement (e.g., 8AM and 5PM Monday through Friday), or for specific times
of the day and days of the week for Loading Zones. This will communicate to customers that
these stalls would be available for longer term parking during any of the non-posted hours (i.e.,
evenings, weekends). The overall capacity of the on-street system will be optimized with this
clarification.
d. Establish monthly parking permit rates to actual demand by off-street site.
Current permit rates to park in lots 1 – 5 are $40 per month. However, use of the lots varies by
demand. Industry best practices would recommend that the fee for monthly parking be
calibrated to the demand at each site, with higher rates charged at “constrained” lots and lower
rates at lesser used facilities. As an example, and based on Figure C, the current $40 rate should
be the base rate for Lot 4 (green on the map), permits at Lots 1 and 3 would be $50 (orange),
and $60 on Lots 2 and 5 (red). Overall, the total number of permits allocated to any specific site
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Downtown Parking Review: Pay-to-Park and Strategy Considerations
9
would be balanced with visitor need, targeting each lot to achieve a consistent occupancy of
<84%.
Figure C: Use by public lot
e. Consider implementing pay-to-park on-street in sub-areas B (Core) and C (west)
Occupancies in both the Core Sub-Area and the West Sub-Area (see
Figure B) should be considered for pay-to-park pricing. This would be
accomplished through installation of “smart meters” at block faces
within these two sub-areas. Findings from the revenue/expense analysis
indicates the cost of purchasing and maintaining this type of system
would result in surplus revenue generation that could be applied to
downtown parking and access improvements (see Footnote 2).
An additional consideration related to this strategy would be to couple
installation of meters with launching of a parking payment app. This
EX: Smart Multi-space
parking meter
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Downtown Parking Review: Pay-to-Park and Strategy Considerations
10
could result in a reduction in the total number of meters purchased, lowering initial capital
costs, and optimizing net revenue.6
f. With Strategy e, implement pay-to-park off-street in Lots 1 – 5, to allow visitor payment for use.
With paid on-street parking, the City should install payment kiosks on its public lots, pricing at
rates in place on-street (with potential app based options). The RWC expense/revenue analysis
captured this expense and forecast revenue. Combined with permit rates, a complete pay-to-
park format in off-street public lots also generates net surplus revenue in three of the four rate
scenarios evaluated.
g. Establish Parking Services as an Enterprise Fund
Ideally, the City’s parking system should be financially self-sustaining. All personnel costs (wages
and salaries), maintenance and operations, capital improvements/equipment, and other system
support services specific to Yakima Public Parking should be covered by revenue generated
within the parking system. Surplus revenue should be harbored to cover future capital,
infrastructure, administrative, technology, and communications growth. Surplus (net) revenue
should be prioritized for expenditures most beneficial to the parking system and access
downtown. As examples:
• Normal operations
• Debt service
• Equipment and Technology Replacement and Upgrades
• Marketing and Communications
• Transportation Demand Management programs
• Contributions to the City’s General Fund
• New downtown parking supply or new transit, bike, walk infrastructure
Revenues and expenses should be allocated to the parking fund with overall revenue to expense
surpluses or deficits tracked by unique line item. Three operating centers within the parking
fund should be separately tracked, with a goal for each operating center to be self-sustaining
through its own fee system(s). The operating centers would include:
• Off-street parking
o Revenue
o Expenses
o Net cash flow (surplus/deficit)
• On-street parking (revenue/expenses)
o Revenue
6 The RWC expense/revenue analysis was very conservative, assuming a distribution of one multi -space meter per
10 on-street stalls (182 units). Collaborating with a vendor, and assuming a payment app, the City could likely
reduce the number meter units needed, while assuring customer convenience in payment options.
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Downtown Parking Review: Pay-to-Park and Strategy Considerations
11
o Expenses
o Net cash flow (surplus/deficit)
• Enforcement (expenses/citation revenue)
o Revenue
o Expenses
o Net cash flow (surplus/deficit)
Managing the fund toward financial viability ensures that rate and fee decisions related to the
“business of parking” are made within that system. In this manner, for instance, on-street fees
are not subsidizing enforcement personnel, nor should enforcement citation surpluses be used
to fund new parking facilities. To this end, decision making is truly market based, on-street fees
represent the true market demand for hourly parking, off-street permit fees reflect necessary
operating costs of off-street facilities. And citations cover enforcement and enforcement
infrastructure at rates that sustain the system and ensure compliance. The purpose for the three
operating centers is to prevent rates charged for parking being inconsistent with necessary
operating costs for that cost center, or for rates in one cost center being inflated beyond market
demand to cover deficits in another cost center.
Best practice cities that maintain parking enterprise funds, primarily structured as discussed
here include Laguna Beach, Redwood City and San Mateo, CA; Portland, OR (with 5 separate
parking districts), Tacoma and Vancouver, WA.
h. Operate parking associated with the Convention Center as a separate business center within
Convention Center operations.
RWC was asked to evaluate the impact of incorporating pay-to-park options at current
convention center lots. These lots comprise three sites (337 spaces) and are identified by the
City as follows:
• North lot of the Convention Center = 34 Spaces.
• East side of the Convention Center and North of SSG Pendleton Way (NE corner of 8th St and
SSG Pendleton Way) = 104 spaces.
• East side of the Convention Center and South of SSG Pendleton Way = 199 Spaces.
Initial model runs, based on demand data available, indicated that adding pay-to-park
operations and infrastructure at these sites would not generate revenue sufficient to cover
capital and operating costs. This, like pay-to-park in the assumed downtown sub-area A (east),
negatively burdens the expense/revenue model for downtown for optimizing net revenue.
Convention Centers around the country include parking (ownership, expenses, and revenue)
within their internal operations. This may be the result of how parking and the centers
themselves are constructed (e.g., through bond measures, TIF districts, etc.). Consolidating
Convention Center parking to the Convention Center would not necessarily mean that the
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Downtown Parking Review: Pay-to-Park and Strategy Considerations
12
downtown enterprise fund could not (or would not) be able to contribute portions of surplus
revenue to a Convention Center parking system. This is provided for (if it is the City’s intent) in
Strategy g. It would not, however, allow such investment outside of the priorities established in
the downtown parking enterprise fund.
VI. SUMMARY
Initial analysis of Yakima’s downtown parking system indicates that implementation of data based, and
best practices parking management strategies could improve the performance of parking and move the
system to financial sustainability. The strategies provided within this document will also provide the City
with a parking system that is better structured to anticipate and respond to envisioned economic
growth and increases in demand for access.
The strategies provided for consideration are at this time consultant based, offered for purposes of
engaging City and stakeholder input, and providing a foundation for discussion. Revisions and
improvements to this framework will likely occur and be welcomed.
27
Distributed at the ifpl
Meeting /0-
MAIN STREET
AMERICA
202f 4mW&&d
City ofYakima
129N.2nd Street
Yakima, WA 98901
Mayor Janice Deccio and the entire Yakima City Council, and City Manager Bob Harrison,
We, the board mfdirectors ofthe Downtown Association ofYakima(DAY)'write this letter regarding the
proposed program for parking in Downtown Yakima and the strong potential of paid parking. First, we
applaud the city for addressing the problematic parking situation and the need to sustain our public
With that said, before a plan is adopted and potentially receives any endorsement from our
organization, DAY strongly hopes that several questions miUbesufOcientk/ansvvened.Theseanethe
questions the DAY board feels are critical to the success of the plan:
Will capital improvements funded bythe parking revenues be solely dedicated to the
downtown district where the parking program occurs, or will income be transferred to other
budgets?
How will the parking program work? Single meters? Kiosks? Phone App? Eye in the Sky?
How/ much will the system cost including initial infrastructure, maintenance, and ongoing
management?
What will bethe exact location ofthe paid parking zones?
What is the plan for daily users (employees, business owners, building owners, residents)?
The final question speaks to an overarching concern from DAY, and that is, we strongly hope that the
city has a comprehensive plan in its approach to the parking challenges in Downtown Yakima. We feel
that there should be an overall plan for where employees park (designated parking lots), and stated
goals for improved business welfare, safety, capital improvements, and traffic flow.
We want to reiterate that we appreciate the city addressing this critical challenge. We also want to
advocate for aparking program that proves tnbeanasset for the businesses, residents, and all
MAIN STREET
AMERNCX
���
Andrew Holt
Executive Director
Downtown Association of Yakima
DAY Board ofDirectors:
President —Joe Mann
VicePresident—NancyRayner
Treasurer—John8au|e
Secretary — Rhonda Os1hem
KhstiFmster
Lori Fisk
Trevor Greene
Todd Hodges
K8andiKUse
K8ariaFabara
DEVELOPMENT
REAL ESTATE, INC,
THE TovvER, LLC
MORRIER HOTEL, LLO
11,10RBIER RANCH, INC
BON LOFTS, LL.0
JEM PROPERTIES, LLC
402 E. YAKIMA AVE.
SUITE 1200
YAKIMA, WA 98901
PHONE (509) 248-4040
FAX (509) 457-8361
www.jemdevelopmentcorn
Distributed at the pQrs.mxin
Meeting clizr6P-iim'ailA
OCT 0 7 2022
OFFICE OF CITY MANAGER
September 30, 2022
Bob Harrison
Yakima City Manager
129 N. 2" Street
Yakima, WA 98901
Re: Downtown Parking — Pay to Park
Dear Mr. Harrison:
JEM Development Real Estate, Inc. would like to express support towards the
pay to park conversion in downtown Yakima as outlined in the Rick William
Consulting study. As outlined, it could provide much needed revenue for the
City that could go towards necessary improvements such as surface
improvements, lighting and signage.
Also, we feel the pay to park program would provide beneficial vehicle turnover
of parking spaces for business clientele and tourists.
Sincerel y()Lirs,
Joseph R. Morrier
President
"
Distributed at the �-�C,)
The proposed downtown parking program will create a special downtown parking fund. This fund would be restricted to be spent in the downtown area as
identified inthe parking map inthe parking study. Funds generated from the parking program would be restricted generally to the uses,including, but not
limited to (all possible uses can't beanticipated):
Operating expenses
*Debt service for the initial purchase and installation, maintenance and replacement of the parking pay stations
*Parking appcosts
*Salaries and benefits of the staff used in enforcing and operating the program
*Electricity and additional utility operating expenses
*Cost ofthe enforce mnent/citation software (|PS) and the current LPRsystenn (Vigilant)
Capital expenses
*Street Improvements
*Sidewalk Improvements
*Off-stmeetparking lots
*On-streetparNng
*Tree grates
*Trees
*Landscaping
*Street furniture
*Street lighting
*Signs
*[urbsandgutter—stornnvvaterinnpmovenoents
*Debt service
*Charging stations and maintenance/replacement ofthose stations
*Irrigation systems
2nd Street
ot
2nd Street lot
•
lennium Plaza lot
lennium Plaza lot
Side
alk examples
Sidewalk examples
Sidewalk exa
pies
Landscaping exa
pies
ssess
Distributed at the
Meeting /;"M./ /
Ret/i�eGl
Summary Presentation
October 11, 2022
Yakima City Council
RWC
Project Objectives
(a) Assess use of downtown parking supply
(b) Development hypothetical
revenue/expense models (assuming the
outcomes of a potential paid parking
environment), and
(c) Provide a framework for more
comprehensive approach to downtown
parking management.
2
Study Area
(on -street)
MLK (north)
Walnut ST. (south)
9th ST./Nelson
(east)
4th Ave (west)
1,926 on -street
stalls
2022
City of Yakima
Data Collection
Area
m Data Collection
Area
RWC
3
Study Area
(off-st reet)
Lot 1: 122 stalls (2nd
Street Grill)
Lot 2 : 39 stalls
(behind Grill)
Lot 3: 61 stalls
(Crafted Restaurant)
Lot 4: 24 stalls
(114 N 2nd Street)
Lot 5: 183 stalls
(Millennium Plaza
City Lot)
429 off-street stalls
City of Yakima
Ott -Street
Data Collection
Data Golleccon
Prea
Orf-at e: Sole
Ai ID NIte19e6
6
RWC
4
Data Collection Process
Data was recorded once per hour from
8:00 AM to 6:00 PM (enforcement
hours).
Data collected by City staff in different
time frames on multiple weekdays.
April 18, 19, 20, 21 and 22, 2022.
Data was collected on two Saturdays to
help inform weekend parking trends
April 23 and April 30, 2022.
Summarized by block face and by off-
street site.
Data Findings Hourly
100%
80%
60%
40%
20%
0%
100%
80%
60%
40%
20%
0%
City of Yakima - Occupancy by Hour
Weekday vs. Weekend: On -Street occupancies (1,926 stalls)
8AM 9AM
II Weekday Weekend
• Lfl
cr
IJ to
Cs] fN
et,
0
rsi
10
-IR
10AM 11AM 12PM 1PM 2PM 3PM 4PM 5PM
City of Yakima - Occupancy by Hour
Weekday vs. Weekend: Off -Street occupancies (429 stalls)
II Weekday Weekend
e
* — -
a
Cs1
g te c0. m+41 g +.0 0 0 (82%)
r1,..c,. co
, co e * tD
a: —i
0 •tt V. 0! .-i
,-, <-1 co r-.. Csl 'cr
M MS —.1 rs1
M
On -street
• Low Use
• 11AM Peak Hour
(49%)
Off-street
8AM 9AM 10AM 11AM 12PM 1PM 2PM 3PM 4PM 5PM
• Robust use
• Noon Peak Hour
Data Findings Peak Hour
Data Sui
ary
Heat maps indicate there are pockets
of higher demand (particularly on the
weekday) when the downtown is
viewed at a more granular level.
The parking system is much more
robust in the sub -area B of downtown
N/S Front Street (west), N/S Naches Avenue
(east), E. Walnut Street (south), and E. Martin
Luther King, Jr., Blvd (north).
On the weekday, 77% of all constrained
block faces in the larger study area
clustered in sub -area B.
Sub -area C has higher concentrated activity.
Sub -area A very low use.
Cost/Revenue Analysis — Pay -to -Park
1- 5 YRS
1- 5 YRS
1- 5 YRS
1- 5 YRS
6 -20 YRS
6 -20 YRS
6 -20 YRS
6 -20 YRS
$0.50
$0.75
$1.00
$1.25
$0.50
$0.75
$1.00
$1.25
im tOtt.v
Ann ll Gas'
�,y�yll,,
$968,258
$1,429,347
$1,890,436
$2.363,659
$968,258
$1,429,347
$1,890,436
$2,363,659
Estimate; + ` ; 4Esti ated
Per S1„ ,, Revenue
$36
$53
$70
$88
$36
$53
$70
$88
($265,988
• $195,101
• $656,190
$399,985
• $861,074
• $1,322,163
• $1,679,507
• Model is conservative and includes 20% leakage factor.
verag
b , \ tcotrothlyPer Stan'
�Ne
0)
$7
$24
8
$15
$32
$49
$62
• Rates of $0.75, $1.00, and $1.25 per hour yield positive annual net revenue in the
first five years of operation, but a rate of $0.50 per hour would yield negative
revenue.
• Expanding the study area east to 9th Avenue reduces net revenue by more than
$100,000 per year (at a rate of $1 per hour) compared to the model iteration
bounded by S. 8th Ave (east).
Cost of System
DEBT TO CARRY
Cost of meter system (10 off-street pay kiosks)
Cost of meter system (182 on -street pay kiosks)
One ti me cost of any collateral equipment - signage
One time cost of installing pay station units
One time cost of removing existing meters
One time cost computers, phones, set up
One time handheld technology upgrade for pay stations
Warranty at 5 years
Total Debt to carry for five years
Total Debt @ 5% finandng
Annual expense over 5 years
$ 150,000
$ 1,273,300
$ 143,925
$ 163,115
$ 30,000
$ 40,000
$ 863,550
Annual cost per metered space
Debt - Daily cost per metered space
$
296
0.98
OPERATIONS
Enforcement
Total stalls enforced
Total enforcement hours (40 hrs/wk)
Total enforcement hours (per day)
Assumed hourly rate for enforcement (fully loaded)
# enforcement days (weekdays)
Cost per day in paid area (enforcement/collection)
Cost per enforcement year
Management/Maintenance/Support
Spare parts (estimated first year)
Enforcement Supervisor
Internal System Admin (1.0 FTE)
On -going operation and support
Cost for support/maintenance/annual
2248
0
0
30.00
303
$ 16,964
70,000
435,229
522,193
Cost per metered stall per year
,Cost per stall per day
$ 232.29
0.77
* All costs are distributed as a prorata share of operations
based on 303 days of service.
BASE INPUTS
Start Up
Paystations (off-street)
Paystations (on -street)
Parking Signs - Construction and Install
Installation of pay station
Prep work for installation (concrete/drilling)
Computers, phones, setup(one-ti me support)
10 $ 15,000 per unit
182 $ 7,000 per unit
750 per unit
350 per unit
500 per unit
$ 30,000
$2.6 million base cost
$3.3 million (financed over 5 years at 5%)
Equipment would total about $665,973
annually for five years.
On -going operating, software support and
fees would total $522,193 annually
On -going
Credit Card Transaction fees
Paystation Back-cffice(wireless &processing) $
Paystation Help Desk
Meter receipt paper
Operating supplies
Warranty ffor five years)
5.0% of gross rev.
84 unit/mo. $ 1,008 unit/yr.
45 unit/mo. $ 540 unit/yr,
35 unit/mo, $ 420 unit/yr.
25 unit/mo. $ 300 unit/yr.
75 trrittnx2, 900 uni r
$ 193,435 186 units
$ 103,626 186 units
$ 80,598 186 units
$ 57,570 186 units
$ 172,710 186 units
264 unit/mo. $ 3,168 unit/yr. $ 607,939 186 units
Revenue needed to cover cost (per stall/per day)
Table 5: Cost to Operate (per stall/per day)
Total off-street revenue stalls (City Supply)
Total on -street revenue stalls (City Supply)
Revenue Stalls (pay to park)
Estimated Number of Paystations
Operating Days per Year
Est.Vehicle hrs per day (annualized for LOW & HIGH season)
Metered: Paid vehicle hours per stall per day
Metered: Capital and Debt Service Only
Metered: Daily Operating
Metered: Capital, Operating and Debt per stall
Permits: Estimated Annual Revenue
429
1,819
2,248
192
303
6,407
2.85
$0.98
$0.77
$1.74
$ 46,080
(w/o credit card fee)
per stall per day
per stall per day
per stall per day
96 permits per month @ $40
• Cost to operate is equal to $1.74 per stall/per day.
This cost is broken out between Capital and Debt Service ($0.98 per
stall/per day) and Daily Operations ($0.77 per stall/per day).
• Additional revenue from permit sales is estimated at $46,080.
Parking Management Strategies for
Consideration
a. Eliminate no -limit on -street parking stalls on
commercial streets within the study area
boundary. Replace with time limited stalls.
_ 978/1,926 on -street stalls are currently No
Limit (51%)
Establish time limit standards based on
demand in "Parking Management Sub -Areas,"
3 hours (Sub -Area A)
2 Hours (Sub -Area B)
3 Hours (Sub -Area C)
c. Establish monthly parking permit rates to
actual demand by off-street site.
Parking Management Strategies for
Consideration
d. Consider implementing pay -to -park on -street in
sub -areas B (Core) and C (west)
e. With Strategy d, implement pay -to -park off-
street in Lots 1— 5, to allow visitor payment for
use.
f. Establish Parking Services as an Enterprise Fund
g. Operate parking associated with the Convention
Center as a separate business center within
Convention Center operations.
Questions and
Discussion
RWC
RWC
THANK YOU
15