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Smart Parking Mobility Management PlanCopyrighted October 7, 2024 City of Dubuque WORK SESSION # City Council ITEM TITLE: 5:30 PM - Smart Parking Mobility Management Plan SUMMARY: Walker Consulting will present on the progress of the Smart Parking Mobility Management Plan. SUGGUESTED DISPOSITION: ATTACHMENTS: 1. MVM Memo 2. Work Session SPMMP - staff memo 3. Dubuque Smart Parking Management Plan DRAFT241002 4. Dubuque Parking Slides Oct 7 2024 City Council Work Session_for Council 241002 Page 9 of 674 Masterpiece on the Mississippi TO: The Honorable Mayor and City Council Members FROM: Michael C. Van Milligen, City Manager SUBJECT: Smart Parking Mobility Management Plan Work Session DATE: October 3, 2024 Dubuque bikd AH erla City 111111 2007•2012.2013 2017*2019 Director of Transportation Services Ryan Knuckey is sharing information for the 5:30 p.m. October 7, 2024, Work Session on the progress of the Smart Parking Mobility Management Plan. Michael C. Van Milligen MCVM:sv Attachment cc: Crenna Brumwell, City Attorney Cori Burbach, Assistant City Manager Ryan Knuckey, Director of Transportation Services Gus Psihoyos, City Engineer Russ Stecklein, Operations Supervisor — Parking Tracy Schadle, Confidential Account Clerk Page 10 of 674 Masterpiece on the Mississippi TO: Michael C. Van Milligen, City Manager FROM: Ryan Knuckey, Director of Transportation Services DATE: October 2, 2024 RE: Smart Parking Mobility Management Plan Work Session Dubuque kering ultunriea Cip 111111 2007.2012+2013 2017*2019 INTRODUCTION The purpose of this work session is to advise the City Council on the progress of the Smart Parking Mobility Management Plan. DISCUSSION Walker Consulting was hired by the City of Dubuque to create a Smart Parking & Mobility Management Plan. Walker Consulting will be updating the City Council on the final draft of the Smart Parking Mobility Management Plan to be approved at a later City Council meeting. RECOMMENDATION A PowerPoint presentation will be given by Walker Consulting. No formal action is required. CC: Gus Psihoyos, City Engineer Russ Stecklein, Operations Supervisor — Parking Tracy Schadle, Confidential Account Clerk Page 11 of 674 SMART PARKING MANAGEMENT PLAN ParkDBQ October 2024 Al II ParIV DBQ Page 12 of 674 ACKNOWLEDGMENTS We thank the many residents, business owners, and other stakeholders who contributed to the development of this plan. The following City of Dubuque personnel were instrumental in completing this plan: RDg- PLANNING • DESIGN CITY OF DUBUQUE Ryan Knuckey Director of Transportation Services Russell Stecklein Transportation Services Operations Supervisor Tracy Schadle Confidential Accountant Clerk Mike Van Milligan Dubuque City Manager Steve Sampson Brown former Project Manager DUBUQUE CITY COUNCIL THE CITY OF Dui Masterpiece on the Mississippi CONSULTANT TEAM Walker Consultants (lead) Bolton and Menk RDG Planning & Design WALKER CONSULTANTS BOLTON & MENK Real People. Real Solutions. l--n i g`'i , .. , 'Pinsal Ntid Nr for fir fir, ®ARK DBQ RESERVED MON-FRI' 6am-6pm PARK METERED MON-SAT 8am-5pm �uBUCR REEPARKING NIGHTS +SUNDAY$ P''TY. 2 Page 13 of 674 NAVIGATING THE SMART PARKING MANAGEMENT PLAN CONTENTS The Smart Parking Management Plan serves as a guiding framework for the City of Dubuque Parking Division in INTRODUCTION & CONTEXT 07 coordination with interdepartmental city staff, the City Manager and Council, agency partners, and other stakeholders. The plan begins with an introduction and additional context. It includes the agreed -upon core system values, guiding Core System Values 10 principles of parking management based on best practices, and the strategic goals of the City of Dubuque Parking Guiding Principles of Parking Management 12 Division. Strategic Goals 18 Following the introduction, the Plan is divided into four sections based on the following workflow categories: Z,S,• Organization, Stewardship, Finances, & Stakeholder Engagement o OEquipment & Technology Policy, Parking Operations, &t Management 4 System Communications, Information, & Wayfinding Each section is color -coded and intended to be shared separately as desired. Please see the table of contents on the following page for more information. The heading links in the table of contents provide direct access to the specific sections. In each section, you will find an overview of the category, a description of existing conditions, and an identification of the primary needs, issues, and opportunities related to that category in the context of the parking system in Dubuque. Moreover, you will find the recommended action items under each respective category and additional details about action item recommendations. Following these workflow sections is the phased Implementation Action Plan, which displays all recommended action items, including recommended priority/phasing and estimated cost and impact. CURRENT CONDITIONS Evaluation of current conditions and identification of needs, issues, and opportunities STRATEGIES Purpose statement, goals, best practices, and recommendations ACTION ITEMS Action items and implementable steps to address issues and meet strategic goats \ ) PARKING SYSTEM RECOMMENDATIONS 21 Organization, Stewardship, Finances, & Stakeholder Engagement 23 Equipment & Technology 30 Policy, Parking Operations, & Management 38 System Communications, Information, & Wayfinding 56 IMPLEMENTATION ACTION PLAN 67 4 Page 14 of 674 Introduction & Context 11 Park DBQ Page 15 of 674 CITY OF DUBUQUE SMART PARKING MANAGEMENT PLAN 1: INTRODUCTION & CONTEXT - _- -- ,1 ' ,l ,,. . : T. - - T - Background & Context Parking facilities and resources are expensive to build, operate, and maintain. They represent significant long-term investments that become fixtures of our communities for decades. These facilities impact urban form, sense of place, access, and quality of life. Many of Dubuque's parking ramps and lots were planned for and built decades ago, but thoughtful management and stewardship responsibility falls on present generations. Parking is an important component of the downtown fabric and, when managed well, plays a significant role in the vibrancy and economic development of downtown. Various forces have impacted the dynamics around access, parking, and mobility in Dubuque, and these forces are driving the need for change. One chief force, the COVID-19 pandemic, perhaps forever changed the demands and dynamics of commuting, particularly impactful in an environment like downtown Dubuque, which large office -based employers have historically dominated. Many downtown parking facilities are seeing lower utilization than they once did, even at peak periods. Declining commuting (and parking) demand has, to some degree, lessened activity in downtown and had a negative impact on the downtown economy and the parking fund itself. This fund must still support rising expenses with depressed demand and depressed revenues. Meanwhile, areas like the Millwork District are seeing new investments and a mix of uses changing the physical landscape, employment landscape, patterns of activity, and, in some cases, the populations living and working downtown. Additionally, changes in and around Dubuque are primed to elevate Dubuque as a place to live, work, and play. Continued investment into the neighborhoods and existing fabric of downtown Dubuque is expected. The city's parking and transportation ecosystem must continue to adapt to accommodate growing and evolving needs and demands. The technology and equipment used to manage the parking system, collect payment, control access, and conduct enforcement is aging and functionally obsolete and needs replacement. Modern equipment will enhance convenience and service for customers, simplify operations for the city, and allow the city to manage the system more nuanced (i.e., with more functionality for customers and data for the city to understand system performance) and efficiently. In conjunction with modernizing technology and equipment, a strategic roadmap for the city's parking policies, operations, and management is needed to chart a smart and more sustainable future for the city. This plan represents a comprehensive examination of the city's parking system and charts a strategic roadmap for the city to navigate the future of parking operations. Page 16 of 674 CITY OF DUBUQUE SMART PARKING MANAGEMENT PLAN 1: INTRODUCTION & CONTEXT Core System Values PARKING MANAGEMENT BEST PRACTICES The City of Dubuque Parking Division (the "Division") strives to adhere to industry parking management best practices as a central core value underpinning how the city develops and implements policy and operates the parking system daily. The plan articulated herein provides the city operational resiliency for emerging transportation and parking technologies that may arise in the future. HIGH -QUALITY ACCESS AND ENGAGED AND TRANSPARENT CUSTOMER SERVICE The Division strives to provide safe, secure, convenient, clear, user-friendly, and reliable parking and transportation resources and options to downtown residents, visitors, and employees that promote access to downtown destinations and services. The Division seeks to promote financial and operational transparency and provide a high degree of customer engagement, service, and support, service that promotes the access, equity, and community and economic vibrancy of downtown Dubuque. FISCAL AND OPERATIONAL SUSTAINABILITY The Parking Division is charged with operating, managing, and maintaining public parking facilities and mobility assets under a financial structure supported by a mix of user fees and general fund subsidy. The changing dynamics of workplace patterns compel the Parking Division to examine its financial structure. The Division is committed to maintaining ongoing fiscal and operational sustainability of the parking and transportation system as the city evolves. EFFICIENT USE OF RESOURCES The Division regards the provision, operations, maintenance, and management of the city's parking system as an exercise in the judicious use of scarce resources, particularly land and money. Parking occupies significant space in downtown Dubuque, and considerable funds are required to operate, manage, and maintain the system. Excess and inefficient parking negatively impact urban vitality. Efficient operations and management of parking and transportation systems means consistently monitoring and maintaining facilities. It means responsible use of resources, leveraging pricing and management strategies to create turnover of on -street spaces, and right -sizing parking assets where possible. Right -sizing parking includes working not to build unnecessary parking and removing unnecessary and inefficient parking where possible (e.g., examining the potential to recoup land dedicated for parking for other potentially more productive uses). PARKING AS AN ASSET TO DOWNTOWN ACCESS AND ECONOMIC DEVELOPMENT When operated efficiently, the parking system can serve as a central feature of a thriving downtown and a vital asset to access, activity, and economic development in Dubuque. This includes supporting residential and mixed - use development with specific parking options, attracting and retaining downtown office tenants, and accommodating event parking demands. underpinning how the city develops and implements policy and operates the parking system daily. 10 Page 17 of 674 CITY OF DUBUQUE SMART PARKING MANAGEMENT PLAN 1: INTRODUCTION & CONTEXT Guiding Principles of Parking Management The City of Dubuque is guided by the following principles in its approach to parking management. INTRODUCTION Providing, operating, and managing parking in an environment where space and other resources are constrained is a delicate balance involving personal choices and tradeoffs. Customers seek the following when looking for a place to park: 1. They want it to be free; 2. They want it to be always available; 3. They want it to be convenient or proximate to their destination. AVAILABILITY PARKING CHOICE INSERT VALI DISPLAY INDICAT DUct • PROXIMITY Users are constantly weighing the trade-offs between price, convenience, and availability when making mode choice and parking decisions. It is challenging, if not impossible, to meet all three criteria simultaneously in an urban environment such as downtown Dubuque, where offering free and convenient parking in front of every destination would severely inhibit downtown walkability and livability. Offering free, always -available parking immediately adjacent to a parker's destination would require parking facilities built next to every downtown business and institution. This would result in an urban environment overrun by vehicles and parking and require a significant public subsidy. Instead, focus should be placed on establishing operations and management policies and practices to meet two of the three criteria. Curb space, in particular, is a scarce public resource, and parking cars there is storing private property in the public right-of-way. Charging the highest rate for the privilege to park in the most coveted areas is consistent with best management practices. It encourages the desired turnover for on -street spaces in high -demand areas and sends the right market signals. Those who are willing to pay a premium price for convenient parking will do so, and those who are not will elect to park further away at less expensive options, either on -street or off-street. Those who are parking for longer will be incentivized to park off-street, as these assets should be priced at a discount. Without an appropriate pricing scheme, some may avoid coming to an area (e.g. downtown Dubuque) altogether. Best practices dictate that parking owners and operators leverage policies, operations, and management strategies to guide parking customers into making parking decisions that suit them while also delivering value and efficiency for the parking operation. A parking system should be self -supported through direct fees charged by the system owner/operator and paid by parking users. The concept is that those who do not use parking infrastructure should not be taxed through the general fund or other measures to pay for parking, which is currently the case in Dubuque. Best practices include recognizing that parking is a commodity and a service that must be priced according to market economics, especially in the most constrained urban areas. Best practices for setting parking rates, fees, and associated time limits call for managing parking demand by pricing the most convenient and desirable parking locations higher than less convenient parking locations. By applying natural market economic forces that recognize the demand for parking, particularly curbside parking, parking demand can be managed by incentivizing users to choose between price, convenience, and availability. A revenue stream can be generated to fund the parking system's ongoing planning, construction, operations/management, and maintenance. ON -STREET PARKING MANAGEMENT: MANAGE NEEDS AND INCENTIVIZE TURNOVER Parking vehicles is one of many demands on limited curbside space in urban environments like downtown Dubuque. Others include commercial and passenger loading and unloading activities, bicycle and transit facilities, and placemaking amenities like outdoor seating and dining. Cities across the United States and the world are seeing limited curbside parking areas dwindle amidst the continued rise in other curb demands brought on by the growing prominence of food and goods delivery and rideshare services like Uber and Lyft. Many cities are recognizing the need to dedicate curb space for all mobility modes, including electric bikes and scooters. Modern curb management must integrate vehicle parking along with these other growing demands. Page 18 8B674 CITY OF DUBUQUE SMART PARKING MANAGEMENT PLAN 1: INTRODUCTION & CONTEXT fi Curbside, or 'on -street' parking represents the most limited (and typically most coveted) part of most cities' public parking inventory and needs to be managed accordingly. Due to their visibility, convenience, and proximity to core destinations, on -street parking spaces should be managed for shorter parking stays and more significant space turnover throughout the day. On - street spaces should be optimized through pricing and other strategies for downtown customers and visitors, with parking stays typically lasting less than three hours. OFF-STREET PARKING MANAGEMENT: LONGER -TERM PARKING STAYS In contrast to on -street parking, off-street parking should be optimized to encourage more extended parking stays. Downtown residents, employees, and others who need to park for longer than a few hours should park in off- street parking lots and ramps. Off-street parking users include hourly and daily, contract, and hotel and event parkers. Unlike short-term parkers, Long-term parkers may accept longer walking distances if the walking experience is comfortable and pleasant. The perception of acceptable walking distance varies from city to city depending on climate, terrain, building density, safety, and local habits and preferences. LEVERAGING PRICING, TIME LIMITS, AND ENFORCEMENT Given the limited supply of on -street parking and its convenience for short- term parking uses, cities should employ strategies to discourage long-term parking on -street and promote the attractiveness of off-street facilities for long-term parkers. Pricing is the most effective market -based tool for proper parking management, and market best practices call for charging more for convenient on -street parking than rates in off-street parking facilities. In conjunction with pricing, setting time limits for on -street parking and enforcing on -street parking to encourage payment compliance is essential. In the off-street parking environment, payment should be required in convenient off-street facilities, and payment compliance or proper credentials should be ensured with some sort of parking access and revenue control system (PARCS). Sending clear market signals related to on -street and off-street parking not only manages parking demand but also improves the overall use efficiency of the parking system and reduces users' circling for the most convenient parking spaces. METERED ON -STREET AND PUBLIC OFF-STREET PARKING MAP Most streets within the commercial core of Dubuque have metered on -street parking. Additionally, there are approximately 4,500 public parking spaces in off -streets ramps and surface lots throughout Downtown. 14 Page 19 of 674 CITY OF DUBUQUE SMART PARKING MANAGEMENT PLAN 1: INTRODUCTION & CONTEXT WALKSHED FROM PUBLIC PARKING FACILITIES IN DOWNTOWN DUBUQUE Virtually all of Dubuque's commercial core is within 3 blocks (1,000 feet) of a public parking facility. Walking Tolerances in Dubuque Observation and stakeholder coordination indicate that those visiting and parking in Dubuque have a relatively low tolerance for walking from parking facilities to destinations, and walking can be uncomfortable in certain parts of the city. This is common in many communities, particularly in parts of the country that have grown accustomed to automobile reliance and abundant, available, and hyper -convenient parking. However, much of this deals with the perception of distance rather than reality (e.g., customers gladly walk across big box store parking lots but sometimes complain about having to walk similar distances in downtown environments). In many cases, though, the urban environment discourages walking. Focus should be placed on creating an inviting, welcoming, and comfortable walking environment and experience throughout Dubuque to ensure parking facilities are used efficiently. This includes ensuring that sidewalks, green space areas, and walking routes are well -marked, visually appealing, well -maintained, well -lit, and have visible and comfortable places to cross at intersections. As stated, walking tolerance is, in many ways, a factor of cultural norms, market reality, and weather. Walking tolerance is likely to increase as facilities are managed in a more coordinated manner and the walking experience is enhanced. Downtown Dubuque has nearly 3,000 public off-street ramp spaces, over 1,500 public surface lot spaces (along with thousands of on -street parking spaces). These figures do not include the estimated thousands (1,000s) of mostly surface lot parking spaces serving private downtown businesses and owners. This plan regards an acceptable walking distance in downtown Dubuque to an off-street parking ramp or lot is up to three (3) city blocks. Page 20 of 674 CITY OF DUBUQUE SMART PARKING MANAGEMENT PLAN 1: INTRODUCTION & CONTEXT Strategic Goals The following are the Division's goals for the parking system over the planning horizon of the next five years: ESTABLISH A STABLE AND EFFICIENT PARKING PROGRAM with strong leadership, diverse internal staff and expertise, and consistent coordination with other city entities and stakeholders. o� ADOPT POLICIES, OPERATIONS, AND MANAGEMENT BEST PRACTICES that maximize parking facility use efficiency. Provide and manage parking that supports and enhances, but does not detract from, downtown Dubuque's vitality and economic development. Strive for on -street parking facilities that are consistently 60 — 80% utilized and off-street facilities that are consistently 70 — 90% utilized. Do not build new parking facilities unless necessary and seek to redevelop underperforming parking facilities to add density, amenities, and activity downtown. Seek and facilitate shared parking relationships between the public and private sector, as well as between private sector entities. 0 0 1 ti ESTABLISH AND MAINTAIN A FISCALLY RESPONSIBLE PROGRAM that works to reduce labor expenses where possible, covers operating expenses through direct user fees (rather than public taxpayer subsidy), accounts for debt service while maintaining physical assets in good working order, and maintains ongoing reserve funds. i El ESTABLISH AND MAINTAIN A HIGH DEGREE OF CUSTOMER AND STAKEHOLDER COMMUNICATION, ENGAGEMENT, TRANSPARENCY, AND SERVICE (including with internal city staff and stakeholders within city leadership) while providing and managing safe and reliable parking and mobility options for the diverse range of residents, employees, and visitors in downtown Dubuque. This includes engaging with private entities downtown. For many, parking is the first and last experience when visiting a place like downtown Dubuque. IP 0 EMBRACE INNOVATION, TECHNOLOGY, AND BEST PRACTICES AND REDUCE PHYSICAL EQUIPMENT AND HARDWARE in favor of approaches that have equipment requiring monitoring and maintenance while maintaining customer options and functionality. Strive for simplicity in rules and regulations and leverage technology and resources to enhance the user experience. LEVERAGE TECHNOLOGY AND RESOURCES TO COLLECT DATA, MONITOR KEY PERFORMANCE INDICATORS, AND ADOPTA DATA -DRIVEN WORKFLOW where performance is evaluated, operations and management decisions are made objectively, where parking resources are used to their maximum efficiency, and where operations and management processes are flexible to changing land use, parking/transportation dynamics, consumer habits, and other factors. Q Page 21 of 674 �. q�•, ARKDB4 loth & EI m st. -- RESERVED MONFRI -s 7:30am-5pm FREE PARKING NIGHTS WEEKENDS www.cityofdubuque.org/parking 563.589.4266 Parking System Recommendations ParkDBQ Page 22 of 674 CITY OF DUBUQUE SMART PARKING MANAGEMENT PI AN 2: PARKING SYSTEM RECOMMENDATIONS Critical Parking System Focus Areas: Strategic Recommendations The following section evaluates the current parking system, including identified needs, issues, opportunities, and recommended action items. This section and the subsequent Implementation Action Plan are organized according to the identified parking system workflows: ��rOrganization, Stewardship, Finances, & Stakeholder Engagement Equipment & Technology Policy, Parking Operations, & Management System Communications, Information, & Wayfinding The recommendations included herein represent a significant overhaul of the City of Dubuque's parking system, building on existing assets. This transformation will take several years to implement and requires dedicated staff time and financial resources, partnership with internal and external stakeholders, and commitment from all city governance and leadership levels. The phased Implementation Action Plan follows this section. It displays all recommended action items, including recommended priority/phasing and estimated cost and impact. Organization, Stewardship, Finances, and Stakeholder Engagement This category involves creating the proper organizational and financial structure and culture to operate and manage a parking system. It also involves being a good steward of parking assets, engaging with stakeholders and the public on parking matters, and ensuring internal processes, personnel, and resources are in place to properly manage on -street and off- street parking facilities, implement changes, and provide strategic direction. CURRENT CONDITIONS EVALUATION Managing a parking system requires consistent technological upgrades, asset maintenance, and capital expenditures. Parking managers must be able to respond to changing consumer parking demands and technological evolutions while simultaneously planning for the system's long-term sustainability. With significant physical assets to operate and maintain, both currently and pre -pandemic, the parking system has not been fully user -funded. To balance its budget, the system has been receiving over $2 million annually in taxpayer -funded subsidies from other city sources. Parking system revenue has recovered to -85% of pre -pandemic levels. The Parking Division has controlled expenses but has deferred maintenance on the parking ramps. Maintenance and improvement expenses must be incurred in the ramps now and continuously to keep them in good working order. Dubuque is not the only small- to medium-sized city with this type of funding imbalance. Market realities indicate some level of subsidization may continue to be required outside of parking and transportation customer revenue (i.e., under current demand levels, parking rates would need to be at untenable levels inconsistent with market realities to generate enough user revenue to support the system); policies and rates need to be continuously revisited to ensure the Department is doing all it can to push itself toward fiscal health. Current Conditions Evaluation Summary Dubuque's parking system is not fully -user funded, relying on some form of taxpayer subsidy. • Fiscal health of the Parking Division will be a priority moving forward as the system undergoes a transformation. Emphasis on protocols, process, and transparency will be paramount. Recommended Strategies: Al: Parking Mission Statement A2: Staff Training A3: Staff Coordination, Monitoring, and Adjustment A4: Semiannual Newsletter and Annual Report A5: Ramp Conditions Assessments and Ongoing Maintenance A6: Plan Adoption and Strategic Planning A7: Stakeholder Engagement A8: Key Performance Indicators and Data -Driven Parking Management 22 Page 23 of 674 CITY OF DUBUQUE SMART PARKING MANAGEMENT PLAN 2: PARKING SYSTEM RECOMMENDATIONS CRITICAL ACTIUIN 1. Develop, adopt, and promulgate a parking mission statement that articulates the core values and guiding principles of the City of Dubuque public parking system. 2. Garner support across all city departments. CRITICAL ACTION ITEMS 1. Depending on the vendor(s) selected for the upgraded parking access and revenue control system (PARCS) and new on -street pay station and backend permit and citation management systems, connect appropriate city staff with technology vendor support staff and resources. 2. Leverage in -person training sessions (field and "back - office") put on by vendors after the equipment is procured, installed/implemented. 3. Develop and implement appropriate staff training and development programs. Al: PARKING MISSION STATEMENT Critically important is creating a parking mission statement that frames goals and objectives and serves as a guidepost for ongoing work. Parking policies, duties, and programs should be consistent with the mission statement, which should be supported across all city agencies. The mission statement should frame goals and objectives and serve as a guidepost for ongoing work. Parking policies, duties, and programs should be consistent with the mission statement, and the mission statement should be supported across all city departments. The inclusion of objectives like managing parking efficiently to promote customer service, quality of life, and economic development is recommended in the mission statement. This mission statement is central to public relations and communications campaigns for implementing parking plans, programs, and initiatives. A2: STAFF TRAINING Implementing the new on -street and off-street parking initiatives recommended herein will require specialized training in daily parking operations, equipment troubleshooting and maintenance, customer service, reporting, and data -driven parking management. Specialized training is available from vendors and through industry resources like the International Parking and Mobility Institute (IPMI) and the National Parking Association (NPA). A3: STAFF COORDINATION, MONITORING, AND ADJUSTMENT Close coordination with parking enforcement and operations staff will be critical over the coming months and years, particularly as the parking system undergoes the overhaul recommended in this plan and new programs, equipment, and initiatives are implemented. New equipment will likely enable staff efficiencies, and staff time may be redeployed elsewhere. Additionally, the latest technology and equipment will reduce the need to place staff emphasis on troubleshooting and maintenance and more on system operations, calibration, refinement, and data collection and analysis. A4: SEMIANNUAL NEWSLETTER AND ANNUAL REPORT Transparency is critical to successful parking operations, as it cultivates goodwill, partnerships, understanding, and support among customers and stakeholders. Customers, stakeholders, and taxpayers value understanding why they pay for things like on -street parking, permits, and citations, why managed parking is important, where their money goes, and how the financial structure of the Parking Division works. Transparency should be a central part of the Parking Division's approach and is listed as a core value in this plan. Customer engagement and reporting are prime ways of providing system transparency. Leverage organizations like Greater Dubuque Development to help with communications and promote transparency. The semiannual newsletter should be a simple piece that provides updates and news on the downtown parking system. The annual report should cover more extensive news and updates, capital projects, customer and community impact, performance metrics that can be compared year - over -year, operations, parking system utilization, and overall financials (e.g., fund balance). It should emphasize transparency, customer service, customer options, and a goal of customer compliance with parking rules and regulations over punitive enforcement measures. CRITICAL ACTION ITEMS: 1. Closely monitor, manage, and train staff as appropriate. 2. Adjust staff protocols, procedures, and roles and responsibilities based on parking system data, needs, and customer engagement. 3. Empower staff to implement a soft launch of on -street parking enforcement after new technology and initiatives like rates with grace periods, warnings, and frequent and widespread communications. 1. Develop a template for a semiannual newsletter and an annual report highlighting key performance indicators. 2. Implement a practice of issuing semiannual newsletters and an annual report starting in Year 2, providing transparency about system operations, changes, use, and budget. Page 24 of 674 CITY OF DUBUQUE SMART PARKING MANAGEMENT PLAN 2: PARKING SYSTEM RECOMMENDATIONS CRITICAL ACTION ITEMS: 1. Based on the results of recent ramp condition assessments performed in 2023, establish and document a clear plan for the cadence of future condition assessments in the years to come. 2. Document the capital repair and ongoing maintenance plan for the coming years, including action items, dates, and projected costs. 3. Leverage operating revenue to cover ongoing routine maintenance work. 4. To the extent possible, work to build up and utilize a reserve fund to pay for more extensive capital repairs identified as needed. 5. Work with city leadership to allocate necessary funds for capital repairs, where required. CRITICAL ACTION ITEMS 1. Adopt and begin immediate implementation of the City of Dubuque Smart Parking Plan included herein. 2. Implement a culture of strategic planning and stakeholder engagement, along with plan implementation and performance evaluation. 3. Allocate internal stafftime and funds during budgeting to update this Strategic Plan and other plan documents regularly. A5: RAMP CONDITIONS ASSESSMENTS AND ONGOING MAINTENANCE Regular condition assessments of parking ramps are critical to identifying issues before they worsen, developing a plan for addressing identified concerns, and keeping up with ongoing maintenance. They also help with planning and budgeting. For the continued health of the system's facilities, the City of Dubuque should conduct regular condition assessments in all of its public parking ramps, budget for ongoing repairs, and execute identified repairs in conjunction with ongoing maintenance in the years to come. A6: PLAN ADOPTION AND STRATEGIC PLANNING An initial step in this transformation process is for the City of Dubuque to adopt this strategic plan. From there, a culture of strategic plan should be implemented. The Parking Division's needs, opportunities, and priorities will change as the City of Dubuque evolves with additional investment and development and external forces (e.g., work/office habits, parking, and mobility technologies) shift. As such, the Parking Division should regularly update this Strategic Plan, recommended at least every five (5) years. A7: STAKEHOLDER ENGAGEMENT Stakeholder engagement is critical across the entire project life cycle of new programs and initiatives, from ideation to refinement to implementation. Stakeholders should be engaged early and often throughout this life cycle, and their ideas and input should help guide and improve project outcomes. Stakeholder engagement builds goodwill and support when new programs and initiatives are rolled out. And despite the best intentions, thorough preparation, and thoughtful planning, problems will arise once new technology or programs are implemented. Having strong engagement with stakeholders allows parking programs to react and adjust accordingly. Conduct regular outreach to business owners, developers, residents, and community groups. Conduct specific engagement to those organizations who represent a bulk of downtown parking system users. Ensure underrepresented groups are meaningfully engaged. Leverage organizations like Greater Dubuque Development to assist with stakeholder engagement and communications, particularly related to the implementation of policy and program adjustments, and the adoption of new technology. • 1,r �1e Wail CRITICAL ACTION ITEMS: 1. Identify stakeholders and build partnerships through community and stakeholder engagement, speaking at existing community stakeholder meetings, and providing information about parking system news, programs, and initiatives. 2. Leverage stakeholder partnerships to assist with program development and refinement, branding and communications, and roll -out. 3. Emphasize the parking system and the Parking Division's role as an ally in supporting the long-term vitality of downtown Dubuque. 4. Thank parking customers and provide avenues for customers to provide feedback on parking system performance and potential improvements. 5. Incorporate customer feedback into system performance evaluation and annual reporting. Page 25 of 674 CITY OF DUBUQUE SMART PARKING MANAGEMENT PLAN 2: PARKING SYSTEM RECOMMENDATIONS CRITICAL ACTION ITEMS 1. Strategically evaluate operations to identify questions or issues where data could provide value and insight on the most relevant items to parking in Dubuque. This plan recommends emphasizing KPIs related to facility use efficiency and revenue. 2. Identify a specific question or set of questions to focus on. These questions should be formed to provide desired insights to city leaders and stakeholders and establish system transparency. 3. Establish the KPIs to answer the identified question(s) and the associated data necessary. 4. Leverage technology vendors and internal staff to collect, analyze, and report on key performance indicators. Work to integrate data streams across different facilities and platforms where possible. 5. Evaluate on -street and off-street KPIs semi-annually to identify the need for metered parking rate changes, changes to parking enforcement hours, and/or changes to on -street metered parking footprint. 6. Integrate KPIs into regular system performance reporting to stakeholders and the public and into the Parking Division's decision -making process to ensure data is used to improve system performance and customer service. A8: KEY PERFORMANCE INDICATORS AND DATA -DRIVEN PARKING MANAGEMENT The parking industry has rapidly evolved as the ability to collect and analyze data has improved. Parking payment, access control, enforcement, and other systems Access control and revenue systems have advanced to the point where operators can access real-time and historical data about a facility or system utilization. Cloud -based computing and artificial intelligence give operators more insights and control over their operations than in the past. Data gives operators and owners better insight into parkers' habits, enabling them to predict and plan for parking needs and adapt. Better data means a more efficient parking system, which in turn helps increase use efficiency, revenue, and customer satisfaction. The benefits of a data -driven approach are numerous, including: Provides clear metrics (key performance indicators) that serve as markers for making modifications or implementing new policies or practices; Enables comparison with historical conditions to identify trends and changes; • Aligns parking management with real -world conditions and user behavior, thereby providing a more customized approach and a higher level of service; Enables flexibility in parking management as conditions change and evolve and • Improves operational transparency and support with the public as decisions are based on objectivity and a clear framework for justification. The City of Dubuque should leverage available technology and data streams to adopt data -driven parking management, a central emphasis in its strategic planning and daily operations, permeating all aspects of downtown parking operations and management. This includes the adoption of parking system key performance indicators (KPIs). Important KPIs include the following: • On -street parking (overall, by meter rate/time limit, by downtown parking zone) o Revenue: daily, monthly, annually o Revenue per space o Parking sessions/transactions: overall, by meter, by app vs. coin vs. credit card o Parked hours: overall, by meter, by app vs. coin vs. credit card o Parked hours per space o Parking utilization/occupancy (observed and/or calculated via manual or technology -based methods) o Parking length of stay (duration) and turnover o Parking occupancy — average, time of day, day of week, by block face, by zone o Total expenses o Expenses per space o Expenses per employee o Expenses by type: hardware, software, enforcement o Compliance and violation rates o Citations issued by type o Citations collected overall, by route, by space/area o Trends year -over -year • Off-street parking (overall and by facility) o Overall occupancy and occupancy by user type o Revenue: daily, monthly, annually, by facility, by monthly lease type o Revenue per space o Leases sold o Monthly lease parker behavior o Tickets by rate band o Revenue by rate band o Cars parked o Expenses by facility, space, and overall o Expenses by type: personnel, repair & maintenance, utilities, supplies, cleaning o Revenue growth vs. expense growth o Trends year -over -year KPIs should be monitored regularly (i.e., at least monthly) in accordance with progress against the system's operating budget and in accordance with rates, operational policies, and practices. KPIs should be leveraged to make necessary adjustments and pursue specific strategic initiatives. ate. Nifemill 2E Page 26 of 674 CITY OF DUBUQUE SMART PARKING MANAGEMENT PLAN 2: PARKING SYSTEM RECOMMENDATIONS Current Conditions Evaluation Summary • Current technology is functionally obsolete. Upgrades are in process at the time of this plan's writing. • Upgraded technology will help to improve customer service, use efficiency, and enable a data -driven approach to parking management. Recommended Strategies: B1: Ramp Parking Access and Revenue Control System (PARCS) B2: Operational Approach to On - Street and Surface Lot Parking B3: Mobile Payment Application B4: Single Space Meter Modification B5: Parking Navigation App Equipment and Technology This category involves user -facing and operating -facing equipment and technology to achieve the necessary parking system functions, such as payment collection, enforcement, access control, permitting, credentialing, and customer service. The recommendations in this section are required to support the policy and operations modifications provided later in this plan. CURRENT CONDITIONS EVALUATION Technology is central to the operations and user experience of modern parking systems. System review indicates the on -street and off-street parking systems in Dubuque rely on outdated and functionally obsolete equipment for payment collection and access control, leading to internal and external challenges. Current payment collection relies on different vendors' patchwork of meters and equipment. Some on -street meters do not accept credit cards, while others are slow or have trouble reading cards. Customers report challenges with mobile payment technology, which does not integrate across all parking facilities. Off-street ramp entry and exit lane equipment are confusing and unreliable, leading to delays, customer frustration, and frequent maintenance required by the city. Current technology is a detriment to customer access and experience and leads to more significant expenses and lost revenue on the part of the city. With no use data provided by current equipment, the city is severely limited in how it can operate public parking facilities. The city cannot monitor and efficiently manage parking facilities and make educated, data -based operations decisions. Currently, the city is unable to understand at any given time the mix of transient (hourly and daily public parking) versus permitted parkers in a given parking ramp facility; without this information, the city is unable to manage ramp facilities appropriately, including being able to oversell parking permits while still maintaining access for all who wish to park on a given day. The need to update on -street and off-street parking payment, access control, and enforcement equipment has been a known issue in recent years and is a core focus of this planning effort. Updating parking equipment is essential to enable the city to implement many of the recommendations herein, increase the use efficiency of facilities, promote access, and generate additional revenue. B1: RAMP PARKING ACCESS AND REVENUE CONTROL SYSTEM (PARCS) The city is undergoing an upgrade to the current gated PARCS at its downtown parking ramps, with installation slated to be completed in 2025. Once the equipment provider is under contract, the Parking Division should work to communicate the benefits of changes to appropriate stakeholders and provide resources and training about how the new system works. The associated signage upgrades should be installed and ready before the equipment is operational. Once the new system "goes live," Parking Division staff' should be on -site to work with parkers during busy ingress and egress periods. CRITICAL ACTION ITEMS: 1. Conduct staff training on new PARCS features, maintenance, troubleshooting, and reporting details. 2. Establish working relationships with PARCS vendor contacts. 3. Develop and disseminate educational materials on new PARCS equipment. 4. Provide on -site staff presence during the transition period. 5. Leverage new PARCS to collect data to inform management decisions, provide customer service enhancements, and implement recommendations herein. Page 27 of 674 CITY OF DUBUQUE SMART PARKING MANAGEMENT PLAN 2: PARKING SYSTEM RECOMMENDATIONS CRITICAL ACTION ITEMS On -Street Parking 1. Undertake a process to receive proposals/bids, procure, and install/implement new multi -space meters in the on -street metered parking areas in downtown Dubuque, in addition to mobile license plate recognition (LPR) units, an upgraded citation management system (CMS), and a virtual permit management system (VPMS). 2. Transition to on -street metered parking to pay -by -plate parking with multi -space meter kiosks and enforced with mobile LPR with the following features: a. Parkers pay at the pay station kiosk or mobile app, entering their license plate as a credential immediately after parking. b. Multi -space meter pay station kiosks (approximately one for every 10 — 20 spaces, to be determined during the procurement and design process) —coin and credit card only. c. Mobile payment capability integrated with QR code to pay and text -to -pay. RIGHT: Fleet vehicles equipped with mobile license plate recognition cameras for enforcement. B2: OPERATIONAL APPROACH TO ON -STREET AND SURFACE LOT PARKING Installation and operationalization of new technology will serve to extend the capabilities of parking staff, and improve customer service. This plan recommends transitioning to a pay -by -plate approach for on -street and surface lot parking operations, which will significantly reduce staff time needed to collect coins and repair aging single-space meters. Note that as of Fall 2024, the city Parking Division is developing a request for proposals to update technology to enforce and collect payment in the city's surface lots and on -street parking. Despite the recommended approach articulated herein, the city will welcome alternative approaches during the procurement process and may elect to pursue a different path than what is recommended by this plan, in conjunction with the City Council, if it is deemed appropriate and in the best interest of the city. PUBLIC PARKING Three Chopt=ppe A Moment rrin Law, PLLC Ing, Law, PLLC Neill - Law Firm Massage d�ey.Law CRITICAL ACTION ITEMS 3. Transition residential permit parkers to virtual permits/ license plate as the credential, enforced with mobile LPR. Leverage current AIMS software to integrate with chosen vendor(s). 4. Implement appropriate signage, communications, and policy modifications to on -street parking, as detailed in this plan. 5. Ensure appropriate marketing and communications are conducted during all equipment and policy transitions. Off -Street Parking 1. Procure multi -space meter kiosks for placement at paid public surface parking lots instead of single-space meters. 2. Transition surface lot parking permits to virtual permits/ license plate as the credential. 3. Implement appropriate signage, communications, and policy modifications to off-street parking, as detailed in this plan. 4. Ensure appropriate marketing and communications are conducted during all equipment and policy transitions. RIGHT: Example of paying using a multi -space meter. Page 28 of 674 CITY OF DUBUQUE SMART PARKING MANAGEMENT PLAN 2: PARKING SYSTEM RECOMMENDATIONS CRITICAL ACTION ITEMS 1. Determine if soliciting a new mobile parking payment application vendor can be via a "direct -select" or if a request for proposals (RFP) process is required. 2. If an RFP process is required, initiate it, including developing a technical specification that calls for a mobile payment provider that can integrate with the selected multi -space meter, citation management system, and PARCS provider(s). 3. If no RFP process is required, contact appropriate mobile payment providers to seek bids. 4. Negotiate features offered and contract, including convenience fee charged. MOBILE APP Signage should indicate how to pay, how to get the app, and which zone the parker is in. B3: MOBILE PAYMENT APPLICATION A new mobile parking payment application vendor contract is needed to provide, in conjunction with the parking system overhaul, one that can integrate with new multi -space meters, a citation management system, and upgraded PARCS. The city should undertake a process to update its mobile application vendor provider contract to ensure complete functionality. Sign up at PassportParking.com 0 Parking B4: SINGLE SPACE METER MODIFICATION The city must address the existing meter posts and heads as the on -street metered parking system transitions to pay -by -plate with multi -space meter kiosks (instead of the current single-space meters). This plan recommends that the city retain existing meter posts to affix stickers and signs on posts directing customers to pay using the mobile application or at multi -space meter kiosks. This strategy helps provide continuity with the current single- space meter approach, helps with the transition/learning curve period, and provides a means to continue with existing "meter hooding" practices since there will still be a physical element at each on -street space on which to place the meter hood. CRITICAL ACTION ITEMS: 1. Work with internal city staff to determine the path forward for addressing all existing meter posts, either with the single - meter head or double -meter hood. Options include removing all or part of the meter heads, keeping the remaining meter head base, or placing a new fabricated sign/space marker at each space. In either case, signage should inform parkers how to pay. 2. Fabricate materials and signage as necessary, based on the decision on a path forward. 3. Initiate space modification work in conjunction with installing new multi -space meters. No single-space meters should be removed until multi -space meters are installed and active. 4. If desired, paint "T" marks on the street to delineate on -street parking spaces. However, this is not necessary in a pay -by -plate environment. LEFTOVER METER POSTS As pictured on the left, the City of Omaha retained leftover meter posts and a portion of the old single-space meter heads after it transitioned to multi -space meters. Stickers have been affixed to direct parkers to pay via the multi -space pay station or mobile application. Page 29 of 674 CITY OF DUBUQUE SMART PARKING MANAGEMENT PLAN 2: PARKING SYSTEM RECOMMENDATIONS CRITICAL ACTION II trn: 1. Monitor existing parking utilization and availability. 2. Monitor technology and best practices in the parking industr 3. Procure parking space availability technology and integrate it with existing city parking and access control equipment. 4. Leverage new technology to provide information to the parking public on all appropriate city mobile and web platforms. DIGITAL OCCUPANCY TOOLS Y. Help people plan where they will park before they even Leave their homes. Cameras can be deployed to obtain and report parking availability statistics to both parking system users and administrators. The city should investigate the use of its existing camera network for parking information and curb space management purposes. The image to the right shows parking occupancy in downtown Indianapolis. Source: parknay..com B5: PARKING NAVIGATION APP Tools are available on the market to collect and distribute information to users above parking resources, rules, regulations, and availability. These tools leverage cameras, sensors, and artificial intelligence technology. This plan recommends the city seek opportunities to add this technology in the future as the need arises. 1 Legend it 1 <<ON E North St Old National Cent iL I ✓I TT-\- r � Minimize - Very low parking availability Low parking availability High parking availability Very high parking availability The above examples show camera -based infrastructure that can be leveraged to help moniter curb use and availability. The City of Dubuque should investigate the use of its existing camera system for parking information and curb use management purposes. Page 30 of 674 CITY OF DUBUQUE SMART PARKING MANAGEMENT PLAN 2: PARKING SYSTEM RECOMMENDATIONS Current Conditions Evaluation Summary Downtown Dubuque parking facilities are underutilized, and modifying current internal policies and operational practices can help boost system efficiency and serve more users. Opportunities exist to right -size the city's parking inventory. Recommended Strategies: C1: Rate Change Criteria C2: Off -Street Parking Ramp and Surface Lot Operations and Rate Changes C3: On -Street Operations and Rate Changes C4: Utilization of Downtown Parking Lots and Ramps C5: Opportunities to Repurpose and/or Sell Underutilized Surface Parking Inventory C6: Curb Management Best Practices C7: Parking Ordinance Changes Policy, Parking Operations, and Management This category involves developing parking policies and managing and operating a sensible, efficient, and accommodating parking system. It involves employing the right mix of proactive policy, program, and infrastructure strategies to efficiently use parking resources and balance the needs of short —and long-term parking users. CURRENT CONDITIONS EVALUATION Right -sizing the parking supply and using it efficiently is central to good stewardship of resources, customer service, and system performance. Observation and data collection indicate most public off-street parking spaces (i.e., lots and ramps) in downtown Dubuque sit empty, even at periods of peak demand. Data collection indicated roughly 1/3 of all ramp spaces occupied at peak demand and approximately 1/4 of all surface lot spaces occupied at peak demand. However, parking lots and ramps can be operated efficiently at 80 - 90% occupancy with appropriate policy, technology, and operations management. Occupancies in this range indicate "right -sized" parking supply and efficient use of resources, while driving revenue and serving customers. Dubuque stakeholders routinely cited the presence of abundant off-street parking supply in downtown Dubuque. However, some indicated that the parking supply was inaccessible due to the current city parking operations approach, discussed in more detail below. There are various reasons for this, including factors outside of the city's control: overbuilding of parking supply by previous generations and depressed parking demand downtown due to changing work habits from commuters (e.g., work -from -home and hybrid work schedules, and changing peak traffic patterns). These forces are not unique to Dubuque, although the City of Dubuque is experiencing clear impacts. There are also factors within the city's control that contribute to underutilized facilities, including safety perceptions, the need for improved signage and wayfinding, antiquated parking access and revenue control equipment, and policies around parking space management, including the overemphasis on reserved assigned permit parking (rather than unreserved parking permits which grant access to a facility, but do not reserve a specific space for a particular permit holder). Underutilized parking has various negative implications, including inefficient resource use and economic drain. Parking is expensive to build, operate, and maintain, and expenses in many areas are rising. Dubuque Parking Division's operating revenue currently covers about 60% of total operating expenses and debt service (not including capital expenses needed to remedy deferred maintenance). Historically, the Parking Division has received over $2 million annually in taxpayer -funded subsidies to make up this gap. Empty lots and ramps also pose real and perceived safety concerns. Vast expanses of parking increase heat island effects and impervious surfaces and create barriers to walkability and proper urban design, and parking facilities do not create direct value for the community. Moreover, too much parking only incentivizes more driving, further compounding the problem. Overbuilt parking directly impacts the community's finances, safety, health, and well- being. It is in the best interest of the community and the city to have just the right amount of parking operated as efficiently as possible. Opportunities exist to "right -size" parking by re-examining the overall parking supply relative to current and future needs and re-evaluating the efficient use of existing parking through smart technology, policy, and operations. Additionally, opportunities exist to identify and increase demand in parking facilities, thus generating more revenue; the city should look for opportunities to increase utilization of downtown parking assets, including additional downtown housing and employment, and use facilities for uses like event parking. liNninkineWAEMMINIMMINIMMEMI Page 31 of 674 CITY OF DUBUQUE SMART PARKING MANAGEMENT PLAN 2: PARKING SYSTEM RECOMMENDATIONS CRITICAL ACTION ITEMS 1. Establish downtown parking zone boundaries for future rate adjustments. 2. Work with the City Manager and city legal team to identify and draft appropriate adjustments to the City of Dubuque Code of Ordinances to facilitate rate adjustments, including initial base rates, the minimum hourly rates, rate change criteria, and rate changes in $0.25 increments. 3. Secure Council approval and formal ordinance update. Cl: RATE CHANGE CRITERIA On -street and off-street parking rates are among the primary tools the city's Parking Division uses to influence parking user behavior, manage and balance demand on parking system assets, and generate revenue to pay for operating and capital expenses. Parking owners and operators need to be able to periodically adjust rates to account for rising costs, manage parking demand, and incentivize greater parking system use efficiency. Depending on city ordinances and policies, this typically involves pre -approving a three or five-year rate schedule via formal means (e.g., a City Council) or adjusting rates more dynamically in response to demand conditions based on pre -approved criteria within a pre -established range of rates. Dynamic rate changes are sometimes referred to as "performance -based parking pricing" and are preferred as they better respond to real -life conditions. On -Street Parking It is recommended that the city work with the City Manager and City Council to establish a long-term mechanism for modifying on -street time limits and rates and off-street permit policies and rates to ensure these remain in line with current needs and best practices. This will streamline the process of changing rates and policies in the future, increasing the likelihood that the system will remain responsive to evolving parking demand dynamics and economic conditions in Dubuque. Section 9-14-321.667 of the City of Dubuque Code of Ordinances specifies all on -street metered parking time Limits and rates. It is recommended that city staff work with city legal and leaders to revise Section 9-14-321.667 to authorize the City Manager to set on -street meter rates at their discretion in collaboration with city staff, within a pre -established range and according to pre -established criteria outlined in the code of ordinances (the City Manager currently is authorized by Section 9-14-321.662 to place new on -street metered parking, remove or modify existing on -street metered parking, and make changes to on -street meter time limits deemed necessary). It is recommended that rates be reset annually according to parking occupancy data collected during an established peak period, collected simultaneously (e.g., the fall), and via the same means each year. The most accurate on -street data collection method is to count the number of parked cars on each block face hourly during parking enforcement hours over a week. Initially, four distinct zones should be established in the downtown metered parking environment: one zone with 10-hour meters north of 12th Street, one zone around the Millwork District, one zone around Main Street from 9th Street south, and one zone around the rest of downtown. Parking zones may need to be adjusted later based on changing land use and parking demand dynamics. Minimum hourly rates should be set in accordance with the base rates recommended in this plan under item C3.1, and an increment of meter adjustment of $0.25 should be established. Across all block faces in each zone, if the average recorded occupancy meets or exceeds 80% for three or more hours daily, then the hourly rate across that zone should be increased by $0.25. At the same time, if the average recorded occupancy is at or below 30% for three or more hours daily, then the hourly rate across that zone should be decreased by $0.25. Adjust rates once per year within the approved range and per approved escalation, without Council approval and in conjunction with the annual parking report. Rates will change across all time limits in paid parking areas. Time limits stay the same. Regularly review data and opportunity to update rate and escalation schedule with City Council. More information on initial recommended changes to base time limits and meter rates is included below. Off -Street Parking Section 9-14-321.640 of the City of Dubuque Code of Ordinances authorizes the City Manager to "establish fees for parking of motor vehicles in the municipal parking ramps." This plan recommends no changes to this ordinance; however, the Parking Division should work with the City Manager to maintain and update a three-year rate schedule for all off-street ramp and surface lot parking facilities based on formal rate studies conducted. As part of system performance evaluation, financial review should be done regularly. An external rate study should be performed every three years; this should be done in conjunction with the Parking Division updating its strategic plan, and annual reporting and updates to City Council. The rate study should evaluate increases to parking ramp monthly lease rates based on forecasts of annual net operating income and anticipated capital repair and maintenance needs of the system, considering the need to maintain a desired minimum parking system fund balance. Parking facility utilization, permit sales, and permit/transient parker mix should be evaluated. The key performance indicators recommended in recommendation A8 should be examined. Off-street permit parking rate changes (and any 41 Page 32 of 674 CITY OF DUBUQUE SMART PARKING MANAGEMENT PLAN 2: PARKING SYSTEM RECOMMENDATIONS rate changes) should be made to maintain the desired fund balance while fully funding the operation's needs. Changes to off-street rates should be examined in conjunction with their relationship to transient and on -street meter rates. C2: OFF-STREET PARKING RAMP AND SURFACE LOT OPERATIONS AND RATE CHANGES Policy and operations changes are recommended for the city's parking ramps and surface lots to facilitate greater use efficiency and enhanced customer service at these facilities. The recommendations are described below. Surface Parking Lot Policies and Rates This plan recommends the following modifications to the city's public surface parking lots: • Remove single-space meters and reserved parking space signage and designations in all city surface parking lots. • Operate all city surface parking lots as mixed permit / transient facilities where all parkers can park in any space as long as they are properly credentialed (i.e., with a valid permit) or have a current valid paid parking session. All permitted parkers will have virtual, license plate -based permits. In contrast, all transient parkers paying by the hour or the day will pay using a mobile application or a multi -space meter kiosk adjacent to the parking Lot. The lots will be configured under a "pay -by -plate" approach, with transient parkers entering their license plate before providing payment. The lots will be enforced with city enforcement officers scanning plants with a mobile and handheld License plate recognition (LPR) device tied to the city's virtual permit management system and citation management system (integrated with the mobile application and multi -space meter kiosk system). Surface lots will be enforced during the same hours as on -street parking enforcement. The figure at right includes the recommended operational approaches and rates of the city's public surface lots. The city has adopted many of these rates as of Fall 2024. Surface lot revenue and use data should be monitored continuously and used to modify rates and policies as needed. Additionally, as the data warrants, and consistent with this plan, the city should seek opportunities to consolidate permit parkers to fewer Lots, open up Lots to transient parking, and shed unnecessary surface lots from the city's inventory through sales or other measures. CRITICAL ACTION ITEMS: 1. Implement a survey of existing permit holders to determine customers' preferred ramp and permit choice. 2. Set an effective date for implementing new rates and policies. Communicating the date early and through all available communication means giving customers advance lead time to adjust. 42 Page 33 of 674 CITY OF DUBUQUE SMART PARKING MANAGEMENT DI AM 2: PARKING SYSTEM RECOMMENDATIONS RECOMMENDED SURFACE PARKING LOT RATES AND OPERATIONAL APPROACHES (implemented over time, as data warrants) CURRENT RATES AND ENFORCEMENT TIMES RECOMMENDED RESERVED MONTHLY PERMIT UNRESERVED MONTHLY PERMIT RATES PARKING FACILITY MONTHLY RATES TIMES TRANSIENT HOURLY COST TRANSIENT DAILY MAXIMUM Federal Building Lot Housing inspection vehicles and marked police vehicles n/a No change recommended n/a n/a n/a 3rd and Main Lot Metered parking only - free transient nights and Sundays Meters enforced Mon -Sat 8am- 5pm Pending continued evaluation of parking use and revenue data, these lots are recommended for conversion to transient only parking facilities. n/a $1.00 $9.00 llth and Bluff Lot Metered parking only - free transient nights and Sundays Meters enforced Mon -Sat 8am-eventual 5pm n/a $1.00 $9.00 Washington Rowhouses Lot $47 reserved permit parking only n/a $47 reserved permit parking only No unreserved parking No transient parking No transient parking Port of Dubuque Surface Parking Lot* Free to public currently Meters enforced Mon -Sat 6am- 6pm No reserved permit parking Unreserved monthly permit, price TBD $1.00 $9.00 3rd and Locust Lot $60 reserved permit, no unreserved permit, free transient nights and weekends except for reserved spaces Meters enforced Mon -Sat 8am- 5pm $60 reserved permit spaces. Specific spaces will be reserved due to development agreements. No unreserved parking $1.00 $9.00 12th and Central Lot (City Hall Lot) $42 reserved permit leased to city employees; limited metered parking, free nights and weekends Meters enforced Mon -Sat 8am- 5pm $42 reserved permit leased to city employees; limited metered parking, free nights and weekends No unreserved parking $1.00 $9.00 5th and Main Lot $57 reserved permit, no unreserved permit, free transient nights and weekends Mon -Fri 6am-6pm and Meters Enforced Mon -Sat 8am-5pm $57 reserved permit, no unreserved permit, free transient nights and weekends No unreserved parking $1.00 $9.00 5th and Bluff Lot $52 reserved permit, no unreserved permit, free transient nights and weekends Mon -Fri 6am-6pm TBD based on data and evaluation $52.00 Free, but with 10-hour time limit and no overnight parking without permit 12th and Bluff Lot $47 unreserved permit, free transient nights and weekends (6 pm-6am) Mon -Fri 6am-6pm No reserved permit parking is recommended in these facilities. $47.00 Free transient parking Monday -Friday 6pm-6am, free weekends 9th and Bluff Lot $45 reserved permit, no unreserved permit, free transient nights and weekends Mon -Fri 6am-6pm $45.00 $0.50 $6.00 4th and Central Lot $45 reserved permit, no unreserved permit, free transient nights and weekends Mon -Fri 6am-6pm $45.00 $0.50 $6.00 9th and Elm Lot $50 unreserved permit, free transient nights and weekends Mon -Fri 7:30-5pm $50.00 $1.00 $9.00 10th and Elm Lot** $57 unreserved permit, free transient nights and weekends Mon -Fri 7:30-5pm $57.00 No transient parking No transient parking 11th and Elm Lot $52 unreserved permit, free transient nights and weekends Mon -Fri 7:30-5pm $52.00 $1.00 $9.00 12th and Elm Lot $47 unreserved permit, free transient nights and weekends Mon -Fri 7:30-5pm $47.00 $1.00 $9.00 *Note a portion of the Port of Dubuque lot is being contemplated as gated permit parking only ** This lot is scheduled for removal, per the City of Dubuque Millwork District Master Plan. Page 34 of 674 CITY OF DUBUQUE SMART PARKING MANAGEMENT PLAN 2: PARKING SYSTEM RECOMMENDATIONS Parking Ramp Policies and Rates This plan recommends the following modifications to the city's public parking ramps: • Adopt a policy limiting the sale of reserved/assigned parking to no more than 10% of parking spaces in each ramp, with 5% being the goal. Promoting unreserved permit parking increases parking efficiency, ultimately allowing the city to serve more customers. • Aside from reserved/assigned and ADA spaces, no other signed spaces should exist in parking ramps. • Reserved/assigned permits should grant access to reserved/ assigned spaces only Monday - Friday during daytime business hours. • Unreserved permit holders and transient parkers can park in any unmarked space on a first come, first served basis. • Payment should be collected from transient parkers 24/7. Implement the first hour free for transients. • Conduct an engagement process (including a formal survey) with current parking ramp permit holders to communicate parking ramp space assignment and rate changes and determine preference of parking ramp and permit type (i.e., reserved or unreserved) under the new model. Conduct a lottery if the demand for reserved parking permits exceeds the supply allocated in any parking ramps. • Finalize the installation of a new parking access and revenue control system (PARCS) in all ramps (except the Port of Dubuque Ramp). Leverage new PARCS operations and reporting capabilities to collect data, enhance operations, and implement the recommendations. • The figure at right includes the recommended operational approaches and rates of the city's public parking ramps. The city has adopted many of these rates as of Fall 2024. The city should monitor data on a regular basis and adjust rates and operational tactics (related to permit types, space allocations, and transient parking) as needed. RECOMMENDED PARKING RAMP RATES AND OPERATIONAL APPROACHES (implemented over time, as data warrants) PARKING FACILITY Locust Street Ramp Iowa Street Ramp 5th Street Ramp Five Flags Ramp Central Avenue Ramp Intermodal Ramp Port of Dubuque Ramp CURRENT MONTHLY RATES Reserved permits: $70/$65/$53, no unreserved permits Reserved permits: $65/$53, no unreserved permits No reserved permit, unreserved permit: $57 No reserved permit, unreserved permit: $38 No reserved permit, unreserved permit: $57 No reserved permit, unreserved permit: $57 n/a (Free) RESERVED MONTHLY PERMIT COST $105.00 $105.00 $75.00 No reserved permit parking is recommended in these facilities. Free UNRESERVED MONTHLY PERMIT COST $70.00 $70.00 $57.00 $38.00 $57.00 $70.00 Free TRANSIENT - HOURLY COST $1.00/hour; First hour free Free TRANSIENT - DAILY MAXIMUM $10.00 Free INSTRUCTIONS t Insert Ticket L 2 Insert Payment 3 Collect Change I nert Insert Cash In Any Direction No Coins Five Flags Parking Ramp East Exit .gar- Change Assistance Receipt ITria Newt 4.10 Caed 46 Page 35 of 674 CITY OF DUBUQUE SMART PARKING MANAGEMENT PLAN 2: PARKING SYSTEM RECOMMENDATIONS CRITICAL ACTION ITEMS: 1. Conduct thorough stakeholder engagement and communication throughout the update process. 2. Secure Council approval and formal ordinance update. 3. Coordinate with technology vendors as appropriate. 4. Ensure that system branding and signage are in place before the completion of system changes. C3: ON -STREET OPERATIONS AND RATE CHANGES This report's Equipment and Technology section details the recommended transition of on -street metered parking in downtown Dubuque from single- space meters to multi -space pay stations using a pay -by -plate approach. In addition to this transition of equipment used for accepting payment and conducting enforcement in the on -street street environment, policy, and operations changes are recommended for the downtown on -street metered parking system to create simplicity and enhance the experience for the city as the operator and for the customer, create more consistency with peers and the market, and calibrate the metered parking footprint and rate structure to better respond to demand generators in downtown Dubuque. Specific recommendations are included below. C3.1: Modify Metered Parking Time Limits and Hourly Rates: Launch modified on -street metered parking time limits and hourly rates in the new metered on -street parking system once multi -space meters and pay - by -plate parking are implemented. Parking in sessions Longer than 3 hours in core areas should happen in off-street surface lots and ramps. Specifics are as follows: Eliminate all 20-minute, 40-minute, 1-hour, 2-hour, and 4-hour limit meters and replace with 3-hour parking. The table on the right includes the recommended meter time limits and rates. In general, metered parking south of 12th Street should be 3-hour parking (except for specific block faces needing 10-hour access, to be evaluated on a case -by -case basis), and metered parking areas north of 12th Street should be 10-hour parking. Maintain 10-hour time limit meters in areas on the fringe and only in areas without off-street parking options. The 10-hour on -street parking in the lower downtown area, near the Central Avenue corridor, and in the Millwork District is inappropriate. Data suggests most people typically do not stay parked on the street for this length of time. Additionally, these on -street areas should be for higher turnover parking. Parkers who stay longer than 3 hours should park in abundant, available off-street surface lots and ramps. • Place 15-minute "pick-up/drop-off" spaces in the highest -demand areas where frequent turnover is desired. Moving forward, the city should adopt a policy whereby, short-term parking spaces can be placed on -street, with no more than two designated 15-minute spaces on each block face. Alt short-term spaces placed should be 15-minute spaces with signs that read "15-Minute Parking Enforced ...(cite on -street enforcement hours)." The city should prioritize replacing all current 15-minute parking signage with signage consistent with the recommendations herein. o The city should collaborate with stakeholders about the appropriate placement of any new short-term spaces, but the city should ultimately decide on the placement location. The decision on placement should account for the specific context of adjacent businesses that most need short-term accommodations, as well as factors such as mid -block crosswalks, fire protection, and placement of ADA space(s). As downtown business tenancy turns over, the city should work with stakeholders to reevaluate the placement of short-term spaces. o It is difficult for parking enforcement officers to enforce such a small increment of time; therefore, the City of Dubuque should invite businesses to self -monitor these spaces to supplement city parking enforcement. The city should provide contact information where companies can report observed time -limit violations. RECOMMENDED BASE ON -STREET METER TIME LIMITS & RATES METER TIME LIMIT CURRENT HOURLY RATE PROPOSED HOURLY RATE 20-minute $0.75/hour Eliminate 40-minute $0.75/hour Eliminate 1-hour meter $0.75/hour Eliminate 2-hour meter $0.75/hour Eliminate 3-hour meter n/a $1.00/hour 4-hour meter $0.75/hour Eliminate 10-hour meter $0.50/hour $0.50/hour Page 36 69674 CITY OF DUBUQUE SMART PARKING MANAGEMENT PLAN 2: PARKING SYSTEM RECOMMENDATIONS C3.2 Modify and Monitor the Metered Parking System Footprint: Consider modifications to the on -street metered parking system footprint based on data collected from the first year of implementation of the new technology and policy approach recommended herein. Conduct regular review of on -street data to ensure metered parking is in appropriate areas where turnover is needed. Modify the on -street metered parking system footprint annually, as needed, in conjunction with rate changes. The primary goal of paid on -street parking should be to incentivize turnover where demand is significant enough that other management tactics like on -street time limits (without paid parking) are ineffective. On an ongoing basis, the Parking Division should continue to monitor metered parking revenues (revenue per space) vs. expenses, paid parking sessions, citations, and occupancy levels to determine the most appropriate metered parking footprint. Continue to monitor on -street parking data, including occupancy data. Establish a process of semiannual reporting to the City Manager and City Council on the system status and anticipated needs and modifications. Consider removing paid parking in areas where occupancies are routinely lower than 25 - 30%, prolonged parking stays are not a determinant to the area's land uses, and relative revenue collection is low. Unmetered on -street parking areas should be marketed and promoted as free parking areas on city maps and communications. The city should continue to look for opportunities to expand its current Residential Parking Permit District (RPPD) program throughout downtown as downtown evolves and the need arises. C3.3: Modify Citation Fine Schedule: Implement a revised citation fine schedule, as articulated in the table below (note that these fees were adopted as of July 1, 2024 and are the current adopted citation fees). They increase the cost of meter -related violations to match the industry standard of 15-20x the hourly cost of parking, increase the cost of violations related to blocking access or reducing the usability of on -street inventory, and significantly increase the cost of violations related to safety and accessibility to reflect the seriousness of offenses. Citation fees should be evaluated continuously to ensure they are consistent with market rates and have the intended impact in encouraging and promoting parking compliance. Modifying the existing on -street enforcement hours of Monday through Saturday from 8 a.m. to 5 p.m. is not recommended at this time. This plan recommends the Parking Division monitor on -street parking occupancies beyond current on -street paid parking enforcement times. This includes conducting parking occupancy counts across downtown and the Millwork District on evenings and weekends. In locations and at times where occupancies consistently exceed 85% for several areas, consider extending on -street paid parking enforcement to cover those time bands. Areas to monitor include the lower downtown area and Millwork District. As a place like Millwork District sees consistently high occupancies on nights and weekends due to more businesses, residents, and visitors, implementing paid parking with enforcement during these times may be needed to incentivize turnover. RECOMMENDED CITATION FEES (adopted as the current rate schedule as of July 1, 2024) CITATION TYPE PREVIOUS FINE/FEE AMOUNT PROPOSED FINE/FEE AMOUNT Meter Violation $10.00 $15.00 Private Lot Restriction $15.00 $20.00 2-Hour Zone $15.00 $20.00 Alternate Side Parking $15.00 $20.00 Alley Parking Restricted $15.00 $20.00 Prohibited Parking $15.00 $30.00 Restricted Parking $15.00 $30.00 Blocking Residence $15.00 $30.00 Parking Wrong Direction $15.00 $30.00 Not Within Metered Space $15.00 $30.00 Street Storage $15.00 $20.00 Fire Hydrant $50.00 $50.00 Bus Stop/ Passenger Zone $15.00 $30.00 Disabled Parking $200.00 $200.00 Snow Route $30.00 $50.00 5C Page 37 of 674 CITY OF DUBUQUE SMART PARKING MANAGEMENT PLAN 2: PARKING SYSTEM RECOMMENDATIONS CRITICAL ACTION ITEMS: 1. Establish partnerships with the DRA, Q Casino, and other special event parking demand drivers to implement resources like validations correctly. 2. Leverage new PARCS to push pre -paid advanced parking reservations through 3rd party vendors like SpotHero and ParkWhiz. 3. Implement event parking rates and procedures, including designating specific days and times when event rates will be in effect. Set PARCS accordingly. 4. Leverage PARCS to provide ramp facility utilization data to calibrate oversell ratios for each facility. C4: USE OF DOWNTOWN PARKING LOTS AND RAMPS The city should seek all opportunities to increase utilization of off-street parking facilities, particularly the parking ramps. Opportunities may include: • Leveraging data analytics to increase ramp permit oversell (as high as 25 - 30% oversell may be possible in some facilities), • Establishing public -private partnerships, • Establishing and requiring shared parking arrangements with existing city lots and new developments, Encouraging and incentivizing downtown density infill development on surface lots where possible, • Offering overnight permits catered to residents, • Partnering with hotels, Increasing the use of validations, and • Promoting event parking. o Event parking could include offering pre -paid advanced reservations in parking facilities and partnering with organizations like DRA and Q Casino to park events in downtown parking facilities and offering shuttle services to Chaplain Schmitt Island. o The city should implement event parking rates in applicable facilities at appropriate times. Rates could vary from $5 to $20 or more depending on event size/demand and parking facility location relative to the event's location. On -street meter rates and enforcement hours (extending further into the evening) may need to be modified to encourage the use of off-street lots and ramps during event periods. Additionally, the branding, signage, communications, and physical ramp improvements (i.e. lighting, painting, and graphics) recommended herein should be pursued to increase the appeal and user experience of downtown parking ramps. C5: REPURPOSING AND SELLING UNDERUTILIZED SURFACE PARKING INVENTORY Analysis indicates that from 2018 - 2023, the city averaged a net operating income of $74,292.01 per year from all 18 surface parking lots. This is $46.34 earned per space per year or $0.11 per square foot per year of surface lot area (-1,600 spaces and -650,000 sq ft). Analysis indicates about 25% utilization on aggregate in the surface parking lots, with ample space available in the ramps. The city should monitor the use of surface parking lots and pursue formal opportunities to sell, lease, repurpose, and/or develop underperforming lots (candidates include 9th and Bluff Lot, 5th and Bluff Lot, Central and 12th Lot, 12th and Elm Lot, 9th and Elm Lot, and Locust and 3rd Lot). This could be a catalyst for incentivizing and encouraging more downtown infill development, which adds housing, increases the tax base, improves downtown safety and vitality, and ultimately brings more users into the downtown parking system. Short of selling or leasing surface parking lots, repurposing them into uses like community gardens, farmers markets, food truck parks, outdoor dining and seating, and/or pop-up parks can add vibrancy and amenities to urban areas. CRITICAL ACTION ITEMS: 1. Develop a prioritized list of candidate surface parking lots to be open for development. 2. Collaboration closely with community and economic development city staff. 3. Seek partnerships and develop and execute formal requests for proposals to develop surface parking lots, focusing on adding density, housing, activity, and vibrancy to downtown Dubuque. Page 38 of 674 CITY OF DUBUQUE SMART PARKING MANAGEMENT PLAN 2: PARKING SYSTEM RECOMMENDATIONS CRITICAL ACTION ITEMS: 1. Determine the goals and priorities around broader curb use beyond parking. 2. Align internal city personnel and resources around a collective vision for curb management. C6: CURB MANAGEMENT BEST PRACTICES Evaluate the integration of on -street, off-street, and curb management activities under a more coordinated and consolidated organizational structure within the Parking Division (potentially under a rebranded name). As an example, the Park Omaha Enterprise Fund sits within the City of Omaha Public Works Department and is structured such that on -street parking operations (and enforcement), off-street parking management, and curb management activities (right-of-way permitting, meter hooding, loading zones, etc.) are all consolidated within one organization. Oversight of the consolidated system is the responsibility of a Parking and Mobility Manager and Assistant Parking and Mobility Manager, with support from analysts, communications, operations, and other staff. The organization would oversee all planning, operations, policy, and management of parking and curb management resources. Cities like Omaha have consolidated mobility services like scooter and bike share under this entity. Specific curb management strategies recommended for implementation include the following: 1. Conduct a comprehensive curb management study/plan a. Collect current commercial loading/unloading behavior data, leveraging existing cameras and manual and/or camera/ sensor -based data collection. 2. Integrate curb management and permitting with parking and transportation - cross -department coordination and staffing. 3. Educate fleet operators about proper commercial loading/ unloading behavior (e.g., no double parking). 4. Leverage and advertise short-term pick-up/drop-off zones for food delivery/pick-up, quick access, Uber/Lyft, and commercial loading. 5. Develop a parklet plan. 6. Develop a governing framework around potential micromobility services. C7: PARKING ORDINANCE CHANGES In addition to the recommended ordinance changes noted previously, several other sections of the City of Dubuque Code of Ordinances must be modified to facilitate the on -street and off-street recommendations included herein. This consists of the following: • Section 9-4-321.636, modifying Language about specific rates for overnight parking in ramps. • Section 9-4-321.643 through Section 9-4-321.643, eliminating or modifying reference to particular surface parking lots allowing for metered parking and modifying Language to allow for multi -space meters in surface parking lots (rather than single space meters placed at individual spaces), mobile applications, and non -coin payment methods in surface parking lots. Additionally, language should be modified to eliminate reference to metered and reserve/non-metered spaces within lots. Recommendations call for commingled transient (paying hourly/ daily rates) and permit parkers within city surface parking lots with no distinction in the parking spaces for these two groups. • Chapter 14, Division 3 Municipal Parking Lots and Division 4 Parking Meters, modifying current meter time restrictions and base hourly rates, modifying the existing municipal parking district, along with metered on -street parking without the need for specific space markings or designations, and allowing for various payment methods at all meters (whether on -street or in lots) beyond coin (i.e., Credit Card/EMV, coin, Google Pay/Apple Pay, mobile app payment), and allow for multi -space meters in -lieu of single-space meters. • Additionally, the recommended transition to virtual permits will require the term "parking sticker" to be modified in Section 9-14- 321.669. • Section 9-14-321.672, modifying language about meter hooding as there will be no physical meters under the recommended multi -space meter environment. However, plans call for retaining the existing single space meter posts equipped with a fabricated "cap" or sign instead of the existing single space meter heads. Meter hoods can be placed on these elements to allow the existing meter hooding program to continue. • As changes to the on -street metered parking footprint are made, Section 9-14-321.602 should be modified to account for updated meter time limits and locations of metered areas. CRITICAL ACTION ITEMS: 1. Work with the City Manager and City legal to identify and draft appropriate adjustments to the City of Dubuque Code of Ordinances to facilitate changes. 2. Secure Council approval and formal ordinance update. Page 39 of 674 CITY OF DUBUQUE SMART PARKING MANAGEMENT PLAN 2: PARKING SYSTEM RECOMMENDATIONS Current Conditions Evaluation Summary The parking system needs an overhaul of brand identity, wayfinding, and communications, with the goal of promoting simplicity, user experience, and compliance. Recommended Strategies: D1: Parking Brand Launch D2: Ongoing Program Communications to Support System Changes D3: Signage Inventory and Updates D4: Ramp Aesthetic Improvements - Lighting, Painting, and Graphics System Communications, Information, and Wayfinding This category involves creating brand identity and trust among parking users, communicating parking availability, rules, and regulations thoughtfully, comprehensively, and consistently, and guiding users around the parking system and the city. The goal is to develop and operate a convenient and efficient parking system that supports the vibrancy and economic development of the City of Dubuque. CURRENT CONDITIONS EVALUATION Lack of information or clarity about where to park, how to pay, and rules and regulations can be a significant barrier to a well -functioning parking system. There is a clear need and opportunity in Dubuque to improve the user experience parking on -street and off-street related to providing information, helping with wayfinding, understanding rules and regulations, facilitating payment collection, and connecting customers to resources and destinations. Dubuque stakeholders expressed the need for improved communication and wayfinding about short-term and long-term parking options, locations, and rules/regulations. Stakeholders indicated confusion about where they can park, inability to see or find parking resources, confusion about how to pay, the rules and regulations, and the like. System observation indicates multiple sign types, inconsistent messages, sizes, colors, and placements across the parking system, and a lack of a unified brand and message. This leads to user confusion, frustration, lower payment compliance, and parking facilities that are not used to their potential. A clear, intuitive, consistent brand, communications, and marketing campaign is needed across the entire parking system to orient the system with the user in mind. This includes creating visual cues and guiding residents and visitors in locating parking. This includes physical signs, print, online media, and advertising. A consistently branded website and social media will help communicate the most up-to-date parking information to the public. There are also opportunities to integrate this information with existing city and tourist websites, social media, and publications. The goal should be to create clear brand recognition and trust among users. Downtown Dubuque hosts a diverse mix of residents, large and small business owners and employees, shoppers, and visitors. Parking management must be attentive to the needs of all types of users, and policies and technology must be agile and flexible to accommodate these needs. Improved on -street and off-street parking technology, operational policies, and enhanced communication and wayfinding are central to improving access and customer service. An equitable parking rate structure is a concern among stakeholders; affordable and convenient on -street and off-street options are a central focus of this plan. A convenient and equitable parking and mobility system is central to vibrant economic development and quality of life in Downtown Dubuque; parking can and should play a central role in the economic and social vitality of downtown environments. Current parking operations are seen as an obstacle to residential growth and densification in downtown Dubuque; some stakeholders expressed challenges in securing necessary parking resources to support development activity. There is an opportunity for the parking and mobility system to be an important catalyst of economic development and community vitality in Dubuque through strategies like public -private partnerships, innovative technology, and efficient operational policies, incentivizing shared parking, and examining potential alternative uses for underutilized public surface parking lots. 4 Page 40 of 674 CITY OF DUBUQUE SMART PARKING MANAGEMENT PLAN 2: PARKING SYSTEM RECOMMENDATIONS CRITICAL ACTION ITEMS: 1. Seek final approval of updated brand, if necessary. 2. Develop and implement a plan for rolling out the new parking brand in conjunction with the system overhaul detailed herein, including print, digital, and video -based media introducing the new parking brand and educating users on parking system upgrades and functionality. 3. Leverage vendor partners to help with branding and messaging, where appropriate. For example, some multi -space meter pay station vendors can provide custom "wraps" on pay station kiosks, and mobile app payment vendors can provide custom stickers and signs to help communicate payment options. UNIVERSAL BRANDING Park Omaha uses a consistent brand across all physical signs and digital communication like their website and forms. D1: PARKING BRAND LAUNCH The new parking brand and logo should be finalized and launched (as of summer 2024, the city has active mock-ups of the updated parking, completed in-house) in conjunction with the technology upgrades and policy changes recommended herein. The brand should be integrated with all signage installed with equipment upgrades and all signage installed in the future. It will help create user recognition and trust and should be extended throughout all city signage and communications. Park•...,. »a..... ......... .aa. ... .: It's Your Move .V r..WI - ')4.1 w.t. 4ot II....AMVJNOVNJ)I.[ANw COWLMLnI. U/Nil.l AND AI IONDAML [YOM MI N.NL ID NJJK WNW TO TaMUsI Arn w..AT MMtll.w nlnn►a ♦11S Aw. M [ MI Irn4•.tl!NLTJr.1M14 (� Ml�r.,V fls y.r,rr. r an le, rtl1O flyer. f Citations & Tickets Oil Monthly Parking 9 Me*, Mooing (9jrkaOmaha of Omaha Parking & Mobil Validation Account Agreement ..m.Nwa M: Ta y. oar Cry. le.rn vw*.wago." ni e..a<M M v..a.Aea Num. Il.a......a uaa Cornprry Gry 44 �.'_' P l0th and Jackson D2: ONGOING PROGRAM COMMUNICATIONS TO SUPPORT SYSTEM CHANGES This strategy is closely linked with the parking brand. The city should leverage existing financial and staff resources (securing new resources where necessary) for ongoing Parking Division communications and marketing. Transparency, brand recognition, and a dear message are critical components of successful municipal parking systems, especially ones that are changing. The goal of this effort should be to communicate parking options for downtown visitors, businesses, residents, and employees and create transparency into how the Parking Division system works and what the parking system provides for the city and visitors. The Parking Division should finalize ongoing stakeholder engagement, communications, and marketing plans to achieve desired outcomes over the next five years. This includes upgrading and refreshing the existing Parking Division website to include parking and transit information so individuals can review and compare their transportation and parking options. PAY STATION DECAL PAY STATION SIGN LOCUST STREET PARKING RAMP P PAY FOR PARKING HERE -cirKDBQ CRITICAL ACTION ITEMS: 1. Consider outsourcing certain communications and marketing activities to supplement the work of City staff as necessary. 2. Besides bolstering the website, the Parking Division should develop updated maps, marketing materials, and informational videos and leverage digital and print media marketing, ensuring brand identity and recognition permeate all physical and digital assets. 3. Time deployment of communications with PARCS upgrades, cosmetic upgrades to the ramps, new on -street rates and equipment implementation, and other system changes. BRAND MESSAGING As of Fall 2024, the city has developed a new logo and brand for its parking system, ParkDBQ. This brand should be promulgated through all marketing, communications, and signage improvements as this plan is implemented and new technology comes online. The ParkDBQ logo and examples of how the brand will be deployed are depicted to the left. Page 41 of 674 CITY OF DUBUQUE SMART PARKING MANAGEMENT PLAN 2: PARKING SYSTEM RECOMMENDATIONS CRITICAL ACTION ITEMS 1. Seek final approval of updated brand, if necessary. 2. Develop and implement a plan for rolling out implementing signage upgrades, prioritizing the parking ramp facilities, and communicating modified on - street parking regulations. ON -STREET PARKING SIGN (LEFT) This is a good example of on -street parking signage from Sarasota, FL (although we would recommend the removal of the "Enter License Plate For 10 min. Free" verbiage if this is not possible with the future multi - space meter vendor in Dubuque). Note that this practice requires the parker to enter their license plate immediately after parking. This is understandably inconvenient for some, and if parkers do not do this, they are subject to citation, as they would be registered as unpaid to the LPR/enforcement officer. Source: Sarasotaf.gov OFF-STREET PARKING SIGN (RIGHT) Prominent, branded signage indicating parking facilities is recommended. Sign branding should correspond to branding all parking communications. Source: Platteville.org D3: SIGNAGE INVENTORY AND UPDATES Various signs and sign types are used throughout downtown Dubuque, including parking -related signage. Too many signs can add visual clutter to an area and confuse visitors. Signs should provide simplified information with consistent messaging. The Parking Division should conduct an inventory of existing signs and develop a plan for upgrades consistent with broader City of Dubuque signage, wayfinding, and system transformation. It should address outdated and inconsistent signage, remove defunct business signs, and remove extraneous poles and supports. The goal is to remove sign clutter and visual "noise." Focus should be placed on simplification and enhancing customer understanding and wayfinding. The parking brand and wayfinding should be integrated with the broader downtown wayfinding program. Signage and wayfinding upgrades must be coordinated with other City departments. This can be done by incorporating the city logo and parking brand elements into each sign within the sign system. This same branding should be used throughout all signs, print, and digital materials that the City of Dubuque distributes related to its parking system. This creates brand recognition and trust among customers. PAY TO PARK MON - SAT 10 A.M. - 8 P.M. VEHICLE LICENSE PLATE REQUIRED PAY AT METER STATION ENTER LICENSE PLATE FOR 10 MIN. FREE PAY BY APP Download ParkMobile Get the aoo to.: IIit zone # 2268 q. The primary objective of wayfinding signage is to assist in the navigation of different users, be recognizable, and provide a sense of shared identity and place through various environments. Most wayfinding signs can be grouped into four types: identification, directional, informational, and regulatory signs. Leveraging the different types is critical to developing a unified and efficient sign system. IDENTIFICATION SIGNS Let you know that "you are here," such as a gateway sign into a downtown Page 42 of 674 CITY OF DUBUQUE SMART PARKING MANAGEMENT PLAN 2: PARKING SYSTEM RECOMMENDATIONS All new signage should address the following design elements: colors, fonts, messaging, identity, placement, consistency, and continuity. Below are examples of the different sign types. These examples embrace the recommended design elements and consist of unified branding. INFORMATIONAL SIGNS Provide you with additional information, such as a map with different destinations and businesses Memorial Park Mary Lubko Center Wheaton Train Station 4-HOUR PARKING Strawberry Village Customers Only Thank you for shopping with us. Vehicles left overtime may be towed away at owner's expense. CVC 22658. To reclaim towed vehicles, call Ignacio Downtown Towing (415) 883-6124 DIRECTIONAL SIGNS Tell you which way to go and are usually shown with arrows or distances/times REGULATORY SIGNS Tell you the rules and regulations of a place Page 43 of 674 CITY OF DUBUQUE SMART PARKING MANAGEMENT PLAN 2: PARKING SYSTEM RECOMMENDATIONS CRITICAL ACTION ITEMS: 1. Seek necessary approvals and financial and staff resources. 2. Develop and implement a plan for rolling out implementing signage upgrades, and aesthetic upgrades in the parking ramp facilities. 3. Integrate this action item with communications, branding, and signage updates. D4: RAMP SIGNAGE, WAYFINDING, AND AESTHETIC IMPROVEMENTS Stakeholder coordination consistently indicates a reluctance to use ramp facilities and a preference for on -street parking. Enhancing lighting, wayfinding, and aesthetics in parking ramp facilities can significantly improve customer experience and satisfaction, enhancing use efficiency and revenue. The Parking Division should finalize a plan for and pursue enhancements to the parking ramps and lots in the near term. Enhancements include improved lighting, paint, color, graphics, signage, and wayfinding elements that enhance the customer experience and drive system performance. The images on the right depict examples of graphics and wayfinding enhancements that can be made to enhance customer comfort and experience. EXAMPLES OF PARKING RAMP AESTHETIC IMPROVEMENTS '14z (W Page 44 of 674 Park DBQ Page 45 of 674 CITY OF DUBUQUE SMART ^""KING MANAGEMP'T IMPLEMENTATION ACTION PLAN Parking System Recommendations Below are all recommendations included in this Smart Parking Management Plan, categorized for ease of viewing. Rip ORGANIZATION, STEWARDSHIP, FINANCES, AND STAKEHOLDER ENGAGEMENT Parking Mission Statement Develop , adopt, and promulgate a parking mission statement that articulates the core values and guiding principles of the City of Dubuque public parking system. Garner support across all city departments. Staff Training Educate and train staff to in preparation for roll -out of parking system changes. Staff Coordination, Monitoring, and Adjustment Closely monitor, manage, and train staff. Implement soft launch of enforcement for new parking program with grace periods, warnings, and frequent and widespread communications. Semiannual Newsletter and Annual Report Develop a template for a semiannual newsletter and an annual report, including key performance indicators to highlight. Implement practice of issuing semiannual reports and an annual report starting in Year 2 providing transparency about system operations, changes, use, budget, etc. Ramp Conditions Assessments and Conduct regular parking ramp conditions assessments. Ongoing Maintenance Plan Adoption and Strategic Planning Update parking system strategic plan. Stakeholder Engagement Engage with community stakeholders to assist with new programming, pilot testing, communications development, and with program roll -out. KPIs and Data -Driven Establish Key Performance Indicators and metrics to track them. Regularly evaluate KPIs Parking Management and report to stakeholders. EQUIPMENT AND TECHNOLOGY NW Ramp PARCS "Go -live" with new gated PARCS. €3211k Operational Approach Initiate public RFP process to procure multi -space meters, virtual permit management to Parking system, and citation management system. Mobile Payment Application Roll -out new mobile app for on -street parking, and integrated with forthcoming new gated PARCS equipment. -Single Space Meter Modification Implement a process to keep meter posts, remove meter heads, and install a fabricated cap or placard with sticker directing user to pay on mobile app or at multi -space meter pay station. Bc Parking Navigation B5 App Explore parking navigation app for implementation. POLICY, PARKING OPERATIONS, AND MANAGEMENT gmRate Change Criteria Adoption of criteria and process for future parking rate changes. Off -Street Operations Implement modified off-street ramp and lot transient rates, permit rates, and reserved/ 42, and Rate Changes unreserved policies. On -Street Operations Launch modified on -street metered parking time limits and hourly rates in new (3) and Rate Changes metered on -street parking footprint. Modify citation fees. Use of Downtown Parking Lots and Ramps Develop new policies and programs to optimize use of ramps, including partnerships, reservations, and event rates. coRepurposing and Selling Underutilized Assets Evaluate potential assets that can be made available for redevelopment to add density and activity to the downtown. Curb Management Implement curb management and access best practices. ca Parking Ordinance Changes Engage City legal team. Finalize ordinance changes to support on- and off-street parking changes. ISYSTEM COMMUNICATIONS, INFORMATION, AND WAYFINDING Launch recognizable parking brand, communications, marketing, and branding Parking Brand Launch campaign. Secure necessary physical materials like signs and stickers to support program changes. C' Ongoing Program Communication Place ongoing focus on communications, marketing, and customer service. Adjust approach as needed after deployment. • Signage Inventory and Updates Conduct an inventory of existing signs and develop plan for upgrades consistent with new program. CD4 Ramp Signage, Wayfi nd i ng, and Aesthetic Improvements Pursue improvements to ramp aesthetics, signage, and wayfinding; including lighting, paint, color, and graphic elements. 68 Page 46 69674 CITY OF DUBUQUE SMART r" °KING MANAGEMP"r IMPLEMENTATION ACTION PLAN ParkDBQ Implementation Action Plan Below are the parking system recommendations displayed in a recommended work plan format, including phasing and timing of implementation. ORGANIZATION I ENGAGEMENT 1 •UIPMENT TECHNOLOG Parking Mission Statem YEAR 1 YEAR 2 YEAR 3 YEAR 4 ant UM= toring, and Adjustment and Annual Report ments 2gic Planning t rking Management 1 Parking tion ification Staff Training Staff Coordination, Moni Semiannual Newsletter Ramp Conditions Assess Plan Adoption and Strat Stakeholder Engagemen KPIs and Data -Driven Pa alRamp PARCS alOperational Approach t alMobile Payment Applica inSingle Space Meter Mod Parking Navigation App 70 Page 47 df1674 CITY OF DUBUQUE SMART ^"KING MANAGEMP'T ^' ""' IMPLEMENTATION ACTION PLAN ParkDBQ Implementation Action Plan Below are the parking system recommendations displayed in a recommended work plan format, including phasing and timing of implementation. POLICY I OPERATIONS I MANAGEMENT OMMUNICATION'? alRate Change Criteria gipOff -Street Operations and Rate Changes alOn -Street Operations and Rate Changes Use of Downtown Parking Lots and Ramps Repurposing and Selling Underutilized Assets Curb Management alParking Ordinance Changes noParking Brand Launch YEAR 1 YEAR 2 YEAR 3 Surface Lot Operations and Rate Changes IM===I r � i alOngoing Program Communication C Signage Inventory and Updates alRamp Signage, Wayfinding, and Aesthetic Improvements YEAR 4 • • • • • • • • • • • • • • • • w • • • • 72 Page 48 n674 et, 4 Page 49 of 674 DBQ.. RIDE PARK WALK ROLL City of Dubuque Smart Parking Management Plan October 7, 2024 City Council Work Session Page 50 of 674 Agenda 1. Project Review and Status Update 2. Smart Parking Management Plan 3. Parking System Transformation 4. Closing PARK DBQ 1110 RESERVED MON-FRI6am-6pm PARK METERED 'MON-SAT 8am-Spm PUBLIC FREE PARKING NIGHTS+SUNDAY PA I SMART PARKING & MOBILITY MANAGEMENT PLAN Page 51 of 624 01 I Project Review and Status Update Page 52 of 674 Project Schedule and Process ■ September 2022 Nov 2022 - Jan 2023 Phase 1: Current Conditions Assessment and Discovery Phase 2: Scenario Mapping and Evaluation Summer 2023 Late Summer Fall 2024 2023 - Beyond Phase 3: Recommendations and Path Forward SMART PARKING & MOBILITY MANAGEMENT PLAN Page 53 of 644 September 11, 2023 Council Work Session Recap • Recommendations for parking system overhaul: — Equipment upgrades — Branding and communication — Policies and operations — Revenue outlook SMART PARKING & MOBILITY MANAGEMENT PLAN Page 54 of 654 On -Street Parking Theory of Operation SMART PARKING & MOBILITY MANAGEMENT PLAN Page 55 of 64 Surface Lots Theory of Operation Source: Flowbird SMART PARKING & MOBILITY MANAGEMENT PLAN Page 56 of 674 Ramps Theory of Operation thanosm or kUnnmmn Ski-U-Mah Lo i..t J Pf lNM1RSE SMART PARKING & MOBILITY MANAGEMENT PLAN Recommended Parking Theory of Operation ON -STREET PARKING • • • . OFF-STREET PARKING Surface Lots 1. Multi -space meters (take payment) 2. Mobile license plate recognition (LPR) (do enforcement) 3. Virtual permit management system (virtual license plate permits in -lieu of hangtags) 4. Citation management system (system source of truth) Ramps Gated Parking Access and Revenue Control System (PARCS) with Fixed LPR MOBILE PAYMENT APP (same across entire system) SMART PARKING & MOBILITY MANAGEMENT PLAN Page 58 of 6-9t 02 I Smart Parking Management Plan Page 59of6'PO Parking Division Guiding Framework and Work Plan SMART PARKING MANAGEMENT PLAN ParkDBQ DBQ ParkDBQ Implementation Action Plan ...are the parking system recommendations displayed in a recne work p brmat, including phasing and timing or implementation 0 Parking Mission Statement coStaff Training 0 Staff Coordination, Monitoring, and Adjustment 0 Semiannual Newsletter and Annual Report 0 Ramp Conditions assessments OPlan Adoption and strategic Planning 0 Stakeholder Engagement 0 APIs and Data -Driven Parking Management B1 Ramp PARCS B2 operational approach to Parking B3 Mobile Payment Application B4 single space Meter Modification B5 Parking Navigation App YEAR 0 YEAR ) C ) alRate Change Criteria Off -Street Operations antl Rate Changes alOn -Street Operations antl Rate Changes impUse of Downtown Parking Lots antl Ramps 9 Repurposing and Selling Underutilized Assets 423 Curb Management OParking Ordinance Changes D1 Parking Brand Launch D2 Ongoing Program Communication D3 Signage Inventory and Updates D4 Ramp signage. Wayfinding, and Aesthetic Imprnvemems C) C D C ) SMART PARKING & MOBILITY MANAGEMENT PLAN Page 60 of 611711 Implementation Action Plan: Strategic Directions Parking System Recommendations Below are at recommenoations included in this Smart Parking Management Plan, categorized for ease of viewing. woo ORGANIZATION,STEWARDSHIP,FINANCES, AND STAKEHOLDER ENGAGEMENT CDParking Mission Statement Develop, adopt, and promulgate a parting mission statement that articulates the core values and guiding prmnples of the City of Dubuque public parking system. Garner support across all city departments Staff Training Fducate and tram staff to In preparation for roll ott of parking system changes 0 0 0 Staff Coordination, Monitoring, and Adjustment Semiannual Newsletter and Annual Report Ramp Conditions Assessments and s^fc regular Pa'. ramp condtion5 assessments Ongoing Maintenance Closely monitor, manage, and tram stars Implement son launch of enforcement for new parking program with grace periods, warnings and frequent and widespread communcanons Develop a template for a semann teal newsletter and an annual report. mclud,ng key performance indicators to highlight Implement practice of issuing semiannual repots and an annual report starting ,n year 2 providing transparency about system operations clumges, use. budget etc CIPlan Adoption and Strategic Planning folioStakeholder Engage with community stakeholders to assist with new programming pilot testing. Engagement communcabons development and with program roll -out colKPIs and Data -Driven -.stathPv sh xey ,fo'nance Indicators and metrics to rack them. Regular Parking Management - 'd report to stakeholders ..,alp (Pis EQUIPMENT AND TECHNOLOGY B1 Ramp PARCS Co-Ire"with new gated FARES BL Operational Approach hate public PM process to procure mull space mete,. mnuat perm t management to Parking .,am, and citation management system B. Mobile Payment Application Roll -pall new mobile app for oil -street parking and integrated with forthcoming new gated PARES equipment. 64 SModificingle Spatiaonce Meter Implement a process to keep meter posy. remove meter heads. and rstau a fabricated cap or placard with sticker directing user to pay on mobile app or at multi .space meter pay station B5 Parking Navigation App Explore parking navigation app for implementation. POLICY, PARKING OPERATIONS, AND MANAGEMENT 0 0 0 Rate Change Criteria adoption of criteria and process for future parking rate changes Off -Street Operations and Rate Changes On -Street Operations and Rate Changes Implement modified o4-street ,amp and .rat transient rates. pe'mrl rates, and reservecr unreserved polices. .lunch modified on -street metered parking time I,mi6 and hourly rates in new metered on -street parking footprint abdify citation fees. 0 Use of Downtown Parking Lots and Ramps Develop new pulp es and programs to optimise use of ramps. including partner -snips, resemat offs, and event rates 0 Repurposing and Selling Underutilized Assets Evaluate paternal assets that can be made available for redevelopment to add densely and actmty to the downtown. 0 Curb Management oplement um management and access best part., 0 Parking Ordinance I.ngage CM legal team Finalize ordinance changes to support on- and off-street Changes narking changes fe SYSTEM COMMUNICATIONS, INFORMATION, AND WAYFINDING D1 Parking Brand Launch D2 Ongoing Program Communication Launch recognuable parking band, communications manebng, and branding acampaign Secure necessary physical materials like signs and stickers to suppon ca,ogram changes +am ongoing focus on commnnicauons, marketing and customer service eta us1 ,pproach as needed after deployment D3 Signage Inventory and Updates conduct an imentmy of existing signs and develop plan for upgrades consistent wan new program. Ramp Signage, D4 Wayfinding, and Aesthetic Improvements issue improvements to ramp aesthetics. signa4e. and waybnding Including bghbng. mint. color. and graphic elements SMART PARKING & MOBILITY MANAGEMENT PLAN Page 61 of 61P'21 03 I Parking System Transformation Page 62 of 613 Recent and Ongoing Work • Ramp conditions assessments — For all 7 ramps, complete summer 2024 Findings incorporated into capital budgeting • Staff hiring and training New equipment calls and visits/ reference checks • Downtown business engagement SMART PARKING & MOBILITY MANAGEMENT PLAN Page 63 of 6174 Parking System Transformation Organization, Stewardship, Finances, and Stakeholder Engagement SMART PARKING & MOBILITY MANAGEMENT PLAN Page 64 of 6V5 What's to Come woos ORGANIZATION, STEWARDSHIP, FINANCES, AND STAKEHOLDER ENGAGEMENT 0 Parking Mission Statement Develop , adopt, and promulgate a parking mission statement that articulates the core values and guiding principles of the City of Dubuque public parking system. Garner support across all city departments. Staff Training Educate and train staff to in preparation for roll -out of parking system changes. 0 Staff Coordination, Monitoring, and Adjustment Closely monitor, manage, and train staff. Implement soft launch of enforcement for new parking program with grace periods, warnings, and frequent and widespread communications. Semiannual Newsletter and Annual Report Develop a template for a semiannual newsletter and an annual report, including key performance indicators to highlight. Implement practice of issuing semiannual reports and an annual report starting in Year 2 providing transparency about system operations, changes, use, budget, etc. Ramp Conditions Assessments and Ongoing Maintenance Conduct regular parking ramp conditions assessments. Plan Adoption and Strategic Planning Update parking system strategic plan. Stakeholder Engagement Engage with community stakeholders to assist with new programming, pilot testing, communications development, and with program roll -out. KPIs and Data -Driven Establish Key Performance Indicators and metrics to track them. Regularly evaluate KPIs Parking Management and report to stakeholders. • • Oval) SMART PARKING & MOBILITY MANAGEMENT PLAN Page 65 of 6V6 What's to Come 1 1. Mission statement 2. Training with new system roll -out 414., Dee 4c419 1. Data collection and reporting 2. Stakeholder engagement and adjustments 3. Staff adjustments and resource allocations 1. Ongoing conditions assessments 2. Ongoing strategic planning 3. Data -driven parking management, performance monitoring, and budgeting SMART PARKING & MOBILITY MANAGEMENT PLAN Page 66of6T Parking System Transformation Policy, Parking Operations, and Management SMART PARKING & MOBILITY MANAGEMENT PLAN Page 67 of 6V8 Recent and Ongoing Work • Ramp rates, Effective July 1, 2024 Previous Rates Current Rates Parking Facility Parking Ramps Reserved Unreserved Reserved Unreserved Permit Rate Permit Rate Permit Rate Permit Rate Locust Street Ramp Iowa Street Ramp 5th Street Ramp Five Flags Ramp Central Avenue Ramp Intermodal Ramp $70 / $65 / $53 $65 / $53 N/A N/A N/A N/A N/A N/A $57 $38 $57 $57 $70 $70 N/A N/A N/A N/A *Rate change authority based on evaluation of facil"ty use and system performance. N/A N/A $57 $38 $57 $70 SMART PARKING & MOBILITY MANAGEMENT PLAN Page 68of6fg, Recent and Ongoing Work • Surface lot rates, Effective July 1, 2024 Previous Rates Current Rates Parking Facility Surface Parking Lots Reserved Unreserved Reserved Unreserved Permit Rate Permit Rate Permit Rate Permit Rate 9th & Bluff Lot N/A N/A 5th & Bluff Lot $47 N/A $52 N/A 12th & Bluff Lot $42 N/A S47 N/A 5th & Main Lot $52 N/A $57 N/A 4th & Central Lot $40 N/A $45 N/A 9th & Elm Lot $47 N/A $50 N/A 10th & Elm Lot $52 N/A $57 N/A llth & Elm Lot $52 N/A $52 N/A 12th & Elm Lot $42 N/A $47 N/A 3rd & Locust Lot $52 N/A S60 N/A *Future rate change authority based on evaluation of facility use and system performance. SMART PARKING & MOBILITY MANAGEMENT PLAN Page 69 of 670 Recent and Ongoing Work • Violation amounts, Effective July 1, 2024 Violation B Violations Description METER VIOLATION 9-14-321.665 Previous Current Rates Rates $10.00 $15.00 A COURTESY METER VIOLATION 9-14-321.665 $0.00 $0.00 E ALTERNATE SIDE PARKING 9-14-321.627 $15.00 $20.00 C PROHIBITED PARKING 9-14-321.600 $15.00 $30.00 D PRIVATE LOT RESTRICTION 9-14-321.620 $15.00 $20.00 DD PKD WRONG DIRECTION/SIDE ST.9-14-321.604 $15.00 $30.00 09SR SNOW ROUTE VIOLATION 9-14-321.681 $30.00 $50.00 J RESIDENTIAL PERMIT VIOL. 9-14-321.732 $15.00 $20.00 I STREET STORAGE 9-14-321.762 $15.00 $20.00 H RESTRICTED PARKING 9-14-321.600 $15.00 $30.00 R BLOCKING ACCESS/RESIDENCE 9-14-321.600 $15.00 $30.00 G NOT WITHIN METERED SPACE 9-14-321.664 $15.00 $30.00 2HR 2 HOUR ZONE 9-14-321.602 $15.00 $20.00 F ALLEY PARKING RESTRICTED 9-14-321.618 $15.00 $20.00 N BUS STOP / PASSENGER ZONE 9-14-321.605 $15.00 $30.00 SMART PARKING & MOBILITY MANAGEMENT PLAN Page 70of621 What's to Come CD POLICY, PARKING OPERATIONS, AND MANAGEMENT Rate Change Criteria Adoption of criteria and process for future parking rate changes. Off -Street Operations and Rate Changes On -Street Operations and Rate Changes Implement modified off-street ramp and lot transient rates, permit rates, and reserved/ unreserved policies. Launch modified on -street metered parking time limits and hourly rates in new metered on -street parking footprint. Modify citation fees. 0 Use of Downtown Parking Lots and Ramps Develop new policies and programs to optimize use of ramps, including partnerships, reservations, and event rates. CD Repurposing and Selling Underutilized Assets Evaluate potential assets that can be made available for redevelopment to add density and activity to the downtown. Curb Management Implement curb management and access best practices. as Parking Ordinance l Changes Engage City legal team. Finalize ordinance changes to support on- and off-street parking changes. SMART PARKING & MOBILITY MANAGEMENT PLAN Page 71 of E What's to Come 1. Adopt rate change criteria 2. Ordinance changes to support system policy modifications 1. Off-street operations changes (ramp and lot rates and regulations) 2. On -street operations changes (meter footprint, time limits, and rates) $ lai 1. Opportunities to maximize off-street parking use and revenue 2. Repurpose underutilized surface lots 3. Curb management SMART PARKING & MOBILITY MANAGEMENT PLAN Page 72 of Parking System Transformation Equipment and Technology SMART PARKING & MOBILITY MANAGEMENT PLAN Page 73 of 62'4 Recent and Ongoing Work 1. Ramp PARCS: Amano McGann — projected spring 2025 go -live 2. On -street and surface lot management: RFP for multi -space meters and mobile license plate recognition 3. Mobile app replacement SMART PARKING & MOBILITY MANAGEMENT PLAN AMANO McGANN® age 74of675 Recent and Ongoing Work Amano McGann Entry/Exit Station Mobile Payments Pay -On -Foot Station SMART PARKING & MOBILITY MANAGEMENT PLAN Page 75 of 626 Recent and Ongoing Work Amano McGann Live Support Fixed LPR Reporting SMART PARKING & MOBILITY MANAGEMENT PLAN Page 76 of 627 What's to Come EQUIPMENT AND TECHNOLOGY B1 Ramp PARCS "Go -live" with new gated PARCS. B2 Operational Approach Initiate public RFP process to procure multi -space meters, virtual permit management to Parking system, and citation management system. B3 Mobile Payment Application Roll -out new mobile app for on -street parking, and integrated with forthcoming new gated PARCS equipment. Implement a process to keep meter posts, remove meter heads, and install a fabricated Single Space Meter B4 Modification cap or placard with sticker directing user to pay on mobile app or at multi -space meter pay station. B5 Parking Navigation App Explore parking navigation app for implementation. SMART PARKING & MOBILITY MANAGEMENT PLAN Page 77 of 6211 What's to Come 1. PARCS go -live, planned for Q1 2025 1. New pay stations, mobile application, and enforcement LPR, planned for Q2 2025 1. Parking navigation and additional customer features 2. Monitor and adjust SMART PARKING & MOBILITY MANAGEMENT PLAN Page 78 of Parking System Transformation System Communications, Information, and Wayfinding SMART PARKING & MOBILITY MANAGEMENT PLAN Page 79 of 6313 Recent and Ongoing Work • Parking system rebrand 0 0 DBQ DBQ 0 DBQ SMART PARKING & MOBILITY MANAGEMENT PLAN Page 80 of 631 Recent and Ongoing Work SMART PARKING & MOBILITY MANAGEMENT PLAN Page 81 of 637 What's to Come • Ramp improvements • Signage upgrades • Communication and marketing dek=-. Q ParkDBQ LOCUST STREET PARKING RAMP *woof) ParkDBQ How It Works - 7RT��pRYiDpY, SMART PARKING & MOBILITY MANAGEMENT PLAN Page 82of6 What's to Come • SYSTEM COMMUNICATIONS, INFORMATION, AND WAYFINDING Launch recognizable parking brand, communications, marketing, and branding Parking Brand Launch campaign. Secure necessary physical materials like signs and stickers to support program changes. Ongoing Program Communication Place ongoing focus on communications, marketing, and customer service. Adjust approach as needed after deployment. Signage Inventory and Updates Ramp Signage, Wayfinding, and Aesthetic Improvements Conduct an inventory of existing signs and develop plan for upgrades consistent with new program. Pursue improvements to ramp aesthetics, signage, and wayfinding; including lighting, paint, color, and graphic elements. SMART PARKING & MOBILITY MANAGEMENT PLAN Page 83 of 63'4 What's to Come PARKING get 1. Parking system rebrand finalized Q2 2025 2. Ramp signage and aesthetic refresh complete Q2 2025 P 1. On -street signage upgrades in conjunction with upgraded on -street system 1. Ongoing communications and marketing SMART PARKING & MOBILITY MANAGEMENT PLAN Page 84 of 633 04 I Closing Page 85 of 636 Next Steps in Parking Transformation 1. Gated PARCS in ramps 2. On-street/surface lot pay stations and mobile app 3. System rebrand, communication/education, and signage: Q2-Q3 2025 4. Policy and operations changes 5. Performance monitoring and adjustments ➢ Smart Parking Management Plan final approval November 2024 SMART PARKING & MOBILITY MANAGEMENT PLAN Page 86 of 6371 DBQ.. RIDE PARK WALK ROLL THANK YOU! QUESTIONS? www.cityofdubuque.org/TheJule I www.cityofdubuque.org/Parking e 87 of 674