Mountain View Downtown Parking Strategy by nelsonnygaard

Attachment 1

DOWNTOWN PARKING STRATEGY CITY OF MOUNTAIN VIEW | NOVEMBER 2021

Public Draft

ACKNOWLEDGMENTS PROJECT MANAGEMENT TEAM Eric Anderson | City of Mountain View Tiffany Chew | City of Mountain View John Lang | City of Mountain View Krisha Penollar | City of Mountain View Aarti Shrivastava | City of Mountain View CONSULTANT TEAM Nelson\Nygaard Consulting Associates National Data & Surveying Services

DOWNTOWN PARKING STRATEGY CITY OF MOUNTAIN VIEW | NOVEMBER 2021

CITY OF MOUNTAIN VIEW | DOWNTOWN PARKING STRATEGY

INTRODUCTION | iv

CITY OF MOUNTAIN VIEW | DOWNTOWN PARKING STRATEGY

CONTENTS Chapter 1: Strategy Overview

• What is the downtown parking strategy? • What was the parking strategy process?

• Implementation plan

• Implementation guidelines

• Quick wins

• Near, medium, and long-term sequencing

• Detailed implementation roadmap

• Financial program and assumptions

• How is this strategy related to other downtown plans, projects, and initiatives?

• What is in the parking strategy?

• What are the fact sheets?

11 12

• What did we hear from stakeholders?

• Top 10 fact sheet findings

Chapter 3: Strategy Toolkit

• What are the guiding principles?

• What is happening today, and what is the vision for tomorrow?

Chapter 2: Existing Conditions

Chapter 4: Implementation Plan

• What are the four strategy types?

• What are the toolkit strategies?

• How to read the strategy toolkit

• Toolkit strategies and case study examples

Appendix A: Fact Sheets

• Fact Sheet #2: Inventory

100

• Fact Sheet #3: Utilization

108

• Fact Sheet #4: Management

120

• Fact Sheet #5: Development and Growth

134

• Fact Sheet #6: Impacts of COVID-19

146

• Fact Sheet #1: Overview

Appendix B: Best Practices

• Best practices and peer review

160 161

INTRODUCTION | v

1 STRATEGY OVERVIEW

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Parking Strategy Study Area Downtown Precise Plan Area ST Downtown CParking District Boundary ON RIN E Public ParkingA Lots and Garages AV MIR

Identify and develop policies to increase parking supply.

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Develop and implement programs to support Transportation AY W YD L LO Demand Management (TDM) Goals. N EL

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Implement parking technology by reviewing and building on previous work.

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Improve the efficiency of existing parking resources and policies.

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The parking strategy seeks to address four goals established by the City Council in 2019:

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The Downtown Parking Strategy is the roadmap to that future. The Strategy builds on other recent and ongoing downtown plans and studies to articulate and MERCY ST catalyze a new future for parking in downtown. The Strategy includes a coordinated toolkit of strategies as well as a phased action plan. The Strategy will help operationalize short-term improvements while ensuring that downtown can realizeLATHAM ST its long-term vision for growth, multimodal access, and economic vitality.

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Alas, there is no silver bullet. Success will only come from clear direction, collective CALIFORNIA ST ambition, and firm resolve to advance a set of comprehensive solutions.

Strategy Goals

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Downtown is the economic, social, and cultural heart of Mountain View, and PA C I F I C A V E it is growing and changing. New housing, additional office development, and investment in multimodal access anchor downtown’s ambitions for the next decade. The parking system must change as well and can no longer operate business as usual. Downtown must address its persistent parking challenges with an overhaul of the policies and tools it uses to provide and manage parking resources.

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WHAT IS THE DOWNTOWN PARKING STRATEGY?

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CITY OF MOUNTAIN VIEW | DOWNTOWN PARKING STRATEGY

WHAT WAS THE PARKING STRATEGY PROCESS? SEP 2020

OCT

NOV

DEC

JAN 2021

FEB

MAR

APR

MAY

SUMMER 2021

FALL 2021

WINTER 2021 AND BEYOND

EXISTING CONDITIONS ANALYSIS Collect and analyze data, review past plans and studies, and gather input from city staff and community members. Project Kickoff

Existing Conditions Fact Sheets

Collect Parking Data in Downtown Study Area

PARKING DEMAND ASSESSMENT Study existing and future parking demand based on current and projected land use data.

Data and Analysis Stakeholder Input

STAKEHOLDER DISCUSSIONS AND PUBLIC PROCESS Meet with downtown residents, business owners, developers, and workers to discuss parking challenges and opportunities. Gather input from and share findings with City Council and staff. Project Kickoff

Stakeholder Discussions

City Council Study Session Share Findings with Stakeholders

City Council

BEST PRACTICES REVIEW Review and document how other cities are addressing similar parking challenges.

Council Approval National Best Practices

DOWNTOWN PARKING STRATEGY Develop a comprehensive set of parking strategies to improve parking in downtown Mountain View. Draft Downtown Parking Strategy

Begin Strategy Implementation per Chapter 4 Implementation Plan

Downtown Parking Strategy

CHAPTER 1: STRATEGY OVERVIEW | 3

CITY OF MOUNTAIN VIEW | DOWNTOWN PARKING STRATEGY

WHAT IS HAPPENING TODAY? These seven illustrative personas represent the data we analyzed and the perspectives we heard from different downtown stakeholders about the types of parking challenges facing them today. DOWNTOWN CUSTOMER SAYS

BUSINESS OWNER SAYS My customers complain they can’t find a parking space, even though I know some are close by. It can also be hard for me to hire and retain employees given the current parking system and limited multimodal incentives.

OFFICE EMPLOYEE SAYS My daily commute is long, and traffic is bad. When I finally get to work, I park in the most convenient space that I can find. I’ve thought about trying transit, but I get free parking from my employer, and they don’t give me any other commuter benefits.

CHAPTER 1: STRATEGY OVERVIEW | 4

SERVICE EMPLOYEE SAYS

I love the shops and restaurants downtown, but the most convenient parking spaces are always full when I need one—and it often takes a long time to find available spots further away.

DOWNTOWN RESIDENT SAYS I’ve lived in downtown for a long time, and I love it here—but the parking spaces on my street are often full. We have one space in our driveway, but it’s harder and harder to find a place to park our second car.

I love my job in Mountain View, but I can’t afford expensive parking permits—and there aren’t many alternatives. Sometimes, I’m late to my shift because I can’t find a parking space in time.

DEVELOPER SAYS The way parking in-lieu fees are applied in downtown can be unpredictable, which impacts my costs and schedule. Plus, the parking requirements seem high—my tenants don’t need as much parking and I’d rather invest in other cost-effective amenities.

CITY DECISION MAKERS AND STAFF SAY We hear about parking challenges from the community, but we don’t have enough data to really understand the problems or make decisions. Plus, our staff is swamped—we need more capacity and expertise to manage parking proactively.

CITY OF MOUNTAIN VIEW | DOWNTOWN PARKING STRATEGY

WHAT IS THE VISION FOR TOMORROW? The Downtown Parking Strategy establishes a vision for addressing today’s challenges and making downtown a more accessible, sustainable, and equitable place to live, work, and visit. No one persona will get it all, but everyone will see improvement. BUSINESS OWNER SAYS

DOWNTOWN CUSTOMER SAYS It’s a lot easier to find a parking space downtown. Sometimes I pay a little more to be close to where I want to go, but I like the option to walk a little bit and pay less if I know where there is available parking. Plus, some of my favorite shops offer parking validation.

Thanks to better parking management and enforcement, my customers can always find a convenient space within an easy walk. My employees are happier now that they have more flexible and affordable options for getting to work, and more people get to downtown by walking, biking, or transit.

OFFICE EMPLOYEE SAYS Traffic is still bad, but now I use a monthly permit and know exactly where to park each day. I finally tried transit after getting a free transit pass from my employer—and I loved it! Now, some months I skip buying a parking permit altogether.

SERVICE EMPLOYEE SAYS

DOWNTOWN RESIDENT SAYS Now that we have an RPP system, I can always find a spot on my block. Employees and train riders now park where they are supposed to. It was really easy to update our permits online when we got a new car, and we have plenty of guest passes for when our friends come visit.

DEVELOPER SAYS

Now, I have lots of reliable travel options for getting to work. Some months, I choose to buy the affordable parking permit. Other times, I prefer to bike or ride transit.

CITY DECISION MAKERS AND STAFF SAY

With more flexible parking requirements, I built less parking and invested more in TDM options to meet the needs of my future tenants. Now, my project is more affordable and is also more competitive with alternatives in the region.

The parking administrator and city staff are empowered to handle the day-to-day parking operations and make sure our programs and investments are working as intended. When challenges arise, clear and readily-available data helps us make strategic, data-driven decisions.

CHAPTER 1: STRATEGY OVERVIEW | 5

CITY OF MOUNTAIN VIEW | DOWNTOWN PARKING STRATEGY

HOW IS THIS STRATEGY RELATED TO OTHER DOWNTOWN PLANS, PROJECTS, AND INITIATIVES? The Downtown Parking Strategy is one of several recent and ongoing efforts in downtown Mountain View. Together, they aim to provide a coordinated plan for supporting downtown residents, businesses, and employees today and for years to come.

COMPLETED

ONGOING

DOWNTOWN PARKING ACTION PLAN (2019)

DOWNTOWN PARKING STRATEGY

Paid parking, enforcement, and technology recommendations

A comprehensive set of strategies for managing parking in downtown

FUTURE PROGRAMS & PROJECTS Strategies, programs, and implementation guidance

Ongoing Coordination Parking and access outcomes and implications

CASTRO STREET GRADE SEPARATION STUDY

CHAPTER 1: STRATEGY OVERVIEW | 6

DOWNTOWN PRECISE PLAN A framework for growth in the downtown area

• Augment/modify Residential Parking Permit (RPP) program and downtown parking permit program • Update zoning code and Precise Plan • Modify the Parking Management Assessment District (PMAD) • Implement paid parking • Implement Transportation Demand Management (TDM) programs

FUTURE PLANS & STUDIES Development standards and parking requirements

• Complete the AccessMV modal plan • Draft a citywide TDM Ordinance • Evaluate a Castro Street pedestrian mall

DEVELOPMENT PROJECTS

• Create a framework for private developers • Modify the in-lieu fee program • Create a development strategy for publicly-owned parking lots • Complete the Transit Center Master Plan

CITY OF MOUNTAIN VIEW | DOWNTOWN PARKING STRATEGY

WHAT IS IN THE PARKING STRATEGY? Chapter 2 summarizes the existing conditions analysis, including highlights of the data analysis, stakeholder feedback, and key findings. More detail is available in the downtown parking Fact Sheets (see Appendix A).

Chapter 3 includes the Strategy Toolkit, a comprehensive set of recommended parking policies, programs, tools, and investments for downtown. The Toolkit is organized into four coordinated categories: Management, Supply, Access and Mobility, Zoning and Regulations.

Chapter 4 defines an implementation roadmap for the city to advance the strategies in a coordinated, phased, and feasible manner. It includes an initial financial program to ensure fiscal sustainability and right-size implementation efforts.

CHAPTER 1: STRATEGY OVERVIEW | 7

CITY OF MOUNTAIN VIEW | DOWNTOWN PARKING STRATEGY

WHAT ARE THE TOOLKIT STRATEGIES?

MANAGEMENT M.1

Create a parking administrator position and transition services to a staffed parking division. Revise the downtown permit program

M.2 and provide an “affordable” permit option.

M.3

Implement demand-based pricing to support downtown parking management and mobility investments.

M.4

Create a downtown parking benefit district (PBD). Evaluate creation of a Parking Enterprise Fund. Expand Mountain View Transportation

M.5 Management Association (MTMA) operations to downtown.

Revise and modernize the residential

M.6 parking permit (RPP) program. M.7

Enhance and expand the valet program. Improve parking enforcement, data

M.8 collection, and communication.

Develop and implement a flexible

M.9 curb management strategy for “core” blocks.

CHAPTER 1: STRATEGY OVERVIEW | 8

SUPPLY S.1

Explore and pursue public-private partnerships to build new public parking supply.

S.2

Create additional public access to existing off-street private parking.

ACCESS AND MOBILITY

ZONING AND REGULATIONS

A.1

Offer multimodal incentives for employees, residents, and customers.

Z.1

Adopt a Transportation Demand Management (TDM) ordinance.

A.2

Implement a marketing and communications campaign.

Z.2

Adopt new bicycle parking requirements.

A.3

Implement an integrated parking wayfinding strategy.

Z.3

Update Precise Plan parking standards.

Z.4

Update the parking district.

CITY OF MOUNTAIN VIEW | DOWNTOWN PARKING STRATEGY

CHAPTER 1: STRATEGY OVERVIEW | 9

2 EXISTING CONDITIONS

CITY OF MOUNTAIN VIEW | DOWNTOWN PARKING STRATEGY

WHAT ARE THE FACT SHEETS? During the first phase of the project, the Downtown Parking Strategy team analyzed historic data, reviewed previous studies, and collected new data about parking in downtown Mountain View. The results of these efforts were documented in a series of existing conditions Fact Sheets (Appendix A), which provided a basis for the Strategy Toolkit and implementation plan. Key findings from the Fact Sheets were presented to City Council in May 2021.

Existing and future parking demand modeling Data collection and analysis

Input and feedback from downtown stakeholders

DOWNTOWN PARKING FACT SHEETS

Survey of local and national COVID-19 impacts Other recent/ ongoing downtown plans and studies

Existing Conditions Fact Sheets: 1 | EXECUTIVE SUMMARY An overview of study goals, boundaries, context, and timeline.

2 | PARKING INVENTORY A comprehensive review of existing parking spaces in downtown, including information about regulations, ownership, and distribution.

3 | PARKING UTILIZATION An examination of how parking is used in downtown, including an analysis of historic and newly-collected data.

CHAPTER 2: EXISTING CONDITIONS | 12

4 | PARKING MANAGEMENT AND POLICY An overview of how parking is managed in downtown, including the Downtown Parking District, parking enforcement practices, the in-lieu fee program, and the parking permit program.

5 | PARKING, DEVELOPMENT, AND GROWTH An analysis of existing and projected future parking demand based on ongoing and forecasted development and the associated parking impacts.

6 | PARKING IMPACTS OF COVID-19 A review of how the COVID-19 pandemic has affected parking and transportation in downtown, including a survey of industry research about the near-term and potential longterm impacts on parking.

CITY OF MOUNTAIN VIEW | DOWNTOWN PARKING STRATEGY

WHAT DID WE HEAR FROM STAKEHOLDERS? During the first phase of study, we gathered input from downtown stakeholders through an initial series of conversations with residents, businesses, developers, and City staff. Some of the themes we heard from stakeholders included:

“Some residents are frustrated when employees park in free on-street spaces, even when there is parking available in garages. Upcoming office developments look like they will make this challenge even greater in the coming years.” “It feels like there aren’t enough spaces in downtown, and that they’re difficult to find—that deters customers and creates challenges for businesses.”

“People need help finding available parking. It is very difficult to tell that the CVS lot (Garage 3) includes publicly-available parking. That facility always seems to have available spaces.”

“We hear anecdotally that many [public and private] parking garages are underutilized. That may be due to commute behavior and mode choice, or it could be the appeal of easy, free, more convenient on-street parking nearby.”

“Before COVID, it was always hardest to find a space at lunch times and in the evenings. The valet service in Lot 11 was also full in evenings and on weekends.”

“Residents have been working with the City on RPP for years, but the system we have today is too complicated. Many have decided it’s easier to keep moving their cars than to go through the RPP process.”

“Many developers agree that minimum parking requirements in Mountain View are high, especially for offices. Before COVID-19, higher minimums were aligned with increasingly high densities of 7 or 8 office employees per 1,000 square feet—now, that all seems to be changing.”

“Changes on Castro Street during COVID-19 [including the popular Castro StrEATS dining program] have eliminated some of the most conveniently-located on-street parking in the commercial core of downtown. Going forward, an open streets program could become permanent—parking needs to be a big part of that decision.”

CHAPTER 2: EXISTING CONDITIONS | 13

CITY OF MOUNTAIN VIEW | DOWNTOWN PARKING STRATEGY

TOP 10 FACT SHEET FINDINGS 1

Almost all of the public parking in downtown is free of charge.

100% of all on-street parking is free, as are public lots and Garages 1 – 12. The only publicly-available off-street parking with a fee is at the Transit Center (which is not owned by the City of Mountain View).

FREE

The most convenient on-street spaces are almost always full. Even with lower demand during COVID-19, prime on-street spaces near the “front-door” of downtown shops, restaurants, and businesses are in high demand. This will likely be more pronounced as demand comes back.

Parking demand is unevenly distributed within downtown. Some public lots and garages in the downtown core are very popular and often reach capacity. Demand is lower in some of the facilities and on-street spaces at the edge of the downtown core, where parking remains available even at peak times. Several of these facilities may be redeveloped in the coming years.

CHAPTER 2: EXISTING CONDITIONS | 14

Despite time limits, some vehicles remain parked in prime spaces for long periods of time. Without consistent enforcement, some vehicles on the core blocks remain parked for 12 hours or more. Longterm stays in “front-door” spaces can reduce access to business, frustrate drivers, and exacerbate feelings of “not enough parking.” These types of challenges will be even more pronounced as parking demand begins to return to pre-pandemic levels.

12 HRS

At peak times, parking demand in the near-term may exceed supply in some parts of downtown. The existing Parking District does not match the Downtown Precise Plan area. Within the boundaries of the Parking District, parking demand is expected to outpace supply by about 100 to 200 spaces in the nearterm. However, in the Precise Plan area—which includes the Parking District as well as several more blocks to the south along Castro Street— there will continue to be more supply than demand. Much of that excess parking is in large, private, off-street garages that are within short walking distance of the downtown core. Public access to underutilized private parking can be very limited.

CITY OF MOUNTAIN VIEW | DOWNTOWN PARKING STRATEGY

About half of the parking in downtown is restricted for private use. RESTRIC 47% of all parking spaces in PARKINTED G downtown are not available to the general public at any time VIOLAT OR of day. 34% of all privatelyBE TOWS WILL ED owned parking spaces are strictly reserved for employees during the weekday.

Parking requirements are high compared with other communities and industry best practices. Despite its proximity to transit and high walkability, reduced parking requirements in the Downtown Precise Plan relative to the citywide code are minimal—for residential uses, there is essentially no difference. Some developments in the Precise Plan area can request a discretionary parking reduction or pay an in-lieu fee, but the uncertainty produced by the ad-hoc application of these options creates challenges for developers, city planners, and decision makers.

There are limited “as-of-right” alternatives to parking requirements for developers.

Downtown parking permit sales, which are used primarily by office employees, have been growing steadily.

In many cities, Transportation Demand Management (TDM) programs play a key role in managing parking demand and supporting walkable, livable communities. A conservative estimate of TDM potential in downtown suggests that such programs could reduce peak parking demand by about 10%—that means 685 fewer people looking for a space at peak times. The existing Precise Plan does not require new development to reduce vehicle trips or implement TDM, as is the case in other areas of Mountain View.

Permit costs are low, particularly for longer-term quarterly and annual permits. Low-cost, long-term permits tend to incentivize more people to drive and park rather than TOWN DOWNRKING A MIT P using other modes of travel. While permits are available to PER anyone who lives or works in the Downtown Parking District, 98% of the downtown parking permits sold in 2019 were purchased by office users.

parking supply could be “created” by improving 10 Some access to existing spaces. Improved wayfinding and information, as well as userfriendly services like an expanded valet program, could better leverage spaces in less popular publicly-owned lots and garages. Agreements and partnerships with private property owners could allow some underutilized off-street spaces to be available for public use at certain times of the day.

CHAPTER 2: EXISTING CONDITIONS | 15

3 STRATEGY TOOLKIT

CITY OF MOUNTAIN VIEW | DOWNTOWN PARKING STRATEGY

WHAT ARE THE GUIDING PRINCIPLES? Six principles were identified to guide the development of the Strategy Toolkit. Strategies for Mountain View should be:

COMPREHENSIVE

SUSTAINABLE

A comprehensive toolkit of strategies and solutions is needed to address the full range of parking demands. These tools need not be implemented all at once—parking strategies should address the challenges facing downtown today while also providing a flexible framework that supports the needs of downtown tomorrow.

Parking strategies should be aligned with sustainability goals and help make Mountain View a more environmentally resilient community. The toolkit will play an important role in not just managing parking supply but also encouraging walking, biking, and riding transit.

SUPPORTIVE OF THE DOWNTOWN VISION

EFFICIENT

There is a shared vision to support a vibrant, thriving downtown. The Downtown Parking Strategy should support and align the needs and priorities of the downtown community, including residents, business owners, employees, and developers. Parking management strategies can play a role in helping local businesses build resiliency.

Managing the existing public parking supply is the best way to support parking demands in the downtown. Downtown continues to have available public parking, and the strategy should support operationally resilient parking solutions that make efficient use of existing supply.

EQUITABLE

FLEXIBLE AND ADAPTIVE

Parking and driving come at a cost to the community. The overall package of strategies should equitably balance public costs and benefits to meet the needs of everyone who lives, works, and visits downtown. The management and provision of parking and other transportation options should reflect their relative costs and benefits in relation to community goals.

The toolkit should be flexible and broad. Parking management is a “living” process which relies on consistent data and monitoring. Parking policies and programs should be adjusted and adapted based on results. Market flexibility and a wellcalibrated zoning code can work together to help right-size the amount of parking that is built or made available in downtown.

CHAPTER 3: STRATEGY TOOLKIT | 18

CITY OF MOUNTAIN VIEW | DOWNTOWN PARKING STRATEGY

WHAT ARE THE FOUR STRATEGY TYPES?

MANAGEMENT

SUPPLY

ACCESS AND MOBILITY

ZONING AND REGULATIONS

CHAPTER 3: STRATEGY TOOLKIT | 19

CITY OF MOUNTAIN VIEW | DOWNTOWN PARKING STRATEGY

WHAT ARE THE TOOLKIT STRATEGIES?

MANAGEMENT M.1

Create a parking administrator position and transition services to a staffed parking division. Revise the downtown permit program

M.2 and provide an “affordable” permit option.

M.3

Implement demand-based pricing to support downtown parking management and mobility investments.

M.4

Create a downtown parking benefit district (PBD). Evaluate creation of a Parking Enterprise Fund. Expand Mountain View Transportation

M.5 Management Association (MTMA) operations to downtown.

Revise and modernize the residential

M.6 parking permit (RPP) program. M.7

Enhance and expand the valet program. Improve parking enforcement, data

M.8 collection, and communication.

Develop and implement a flexible

M.9 curb management strategy for “core” blocks.

CHAPTER 3: STRATEGY TOOLKIT | 20

SUPPLY S.1

Explore and pursue public-private partnerships to build new public parking supply.

S.2

Create additional public access to existing off-street private parking.

ACCESS AND MOBILITY

ZONING AND REGULATIONS

A.1

Offer multimodal incentives for employees, residents, and customers.

Z.1

Adopt a Transportation Demand Management (TDM) ordinance.

A.2

Implement a marketing and communications campaign.

Z.2

Adopt new bicycle parking requirements.

A.3

Implement an integrated parking wayfinding strategy.

Z.3

Update Precise Plan parking standards.

Z.4

Update the parking district.

CITY OF MOUNTAIN VIEW | DOWNTOWN PARKING STRATEGY

HOW TO READ THE STRATEGY TOOLKIT: Strategy Name Strategy I.D.

“Why is this Strategy Needed?” outlines the rationale for the strategy, including the problems addressed and the intended benefits of the recommendations.

“Strategy Stats” summarizes the relative costs, impacts, and priority for each strategy. For information on strategy costs, see Chapter 4.

“Related Strategies” indicates important synergies and coordination opportunities with other toolkit strategies.

“Stakeholder Sound-Off” illustrates the strategy benefits relative to the different needs and challenges of the seven personas introduced in Chapter 1.

These two sections describe key strategy details and outline steps for implementing each strategy in the near-, medium-, and long-term. Chapter 4 provides additional details about inter-strategy coordination, phasing, and sequencing.

CHAPTER 3: STRATEGY TOOLKIT | 21

CITY OF MOUNTAIN VIEW | DOWNTOWN PARKING STRATEGY

M.1 | CREATE A PARKING ADMINISTRATOR POSITION AND TRANSITION SERVICES TO A STAFFED PARKING DIVISION. Expand city capacity, resources, and skill sets to implement a coordinated and comprehensive parking management program. WHY IS THIS STRATEGY NEEDED?

• In alignment with the 2019 Paid Parking Study recommendations, the City should “centralize the parking program to accommodate paid parking, enforcement, permit parking and the overall parking management for Mountain View.” • Downtown parking is currently managed by numerous City staff across multiple departments, making it difficult to create a comprehensive management program and efficiently respond to community and downtown business needs. A dedicated parking division can streamline parking management, operations, and enforcement. • An experienced parking administrator and staff can bring a complementary skill set that helps existing staff implement many of the proposed strategies. A parking administrator and staff can serve as a primary point of contact for both internal City departments and external stakeholders.

STRATEGY STATS: IMPACT: VERY HIGH

PRIORITY: VERY HIGH

CAPITAL COST: MEDIUM-HIGH

OPERATING COST: HIGH

CHAPTER 3: STRATEGY TOOLKIT | 22

CITY OF MOUNTAIN VIEW | DOWNTOWN PARKING STRATEGY

IN THE NEAR-TERM…

• Develop an organizational structure for a municipal parking division that includes a parking administrator and dedicated staff to oversee key parking initiatives and management duties. • Refine the vision and purview for the parking administrator and parking division, including: › ›

›

One department – Parking divisions are typically, but not always, housed within a city’s Public Works department. Duties and responsibilities – Potential duties which could fall within the domain of the parking division include enforcement, paid parking management, valet service management, parking facility maintenance and operations, permit program management, parking data analysis, and parking branding/marketing efforts. Authorities – Parking administrators are often empowered to manage parking services without case-by-case council approval. Powers could include adjusting parking meter rates within a set range, adjusting parking permit structure and prices, modifying on-street parking regulations, and executing lease agreements for public access to privately-owned parking facilities.

• Create a job description for a parking administrator and supporting staff. Refine cost estimates and develop a detailed division budget. • Establish the parking division, initiate the hiring process, secure staff, update the city organizational chart accordingly.

IN THE MEDIUM-TERM AND LONG-TERM…

STAKEHOLDER SOUND-OFF: BUSINESS OWNER

DOWNTOWN CUSTOMER

SERVICE EMPLOYEE

OFFICE EMPLOYEE

DOWNTOWN RESIDENT

• Transition parking services and responsibility to the parking division. • Establish consistent communication and cooperation between Parking Division and Parking Management Assessment District (PMAD) members, Parking Benefit District (PBD) and Transportation Management Association (TMA) leadership (STRATEGY M.4 and STRATEGY M.5), and other downtown stakeholders to monitor parking needs.

DEVELOPER

• Continue to evaluate the level of staff support and/or contract services needed to implement key parking strategies and manage day-to-day operations, including enforcement and paid parking management. Refer to the 2019 Paid Parking Study for additional staffing recommendations and guidance.

CITY DECISION MAKERS AND STAFF

• Provide annual, publicly available reports documenting downtown progress against key performance metrics (STRATEGY M.8 and STRATEGY A.2). CHAPTER 3: STRATEGY TOOLKIT | 23

CITY OF MOUNTAIN VIEW | DOWNTOWN PARKING STRATEGY

M.2 | REVISE THE DOWNTOWN PARKING PERMIT PROGRAM AND PROVIDE AN “AFFORDABLE” PERMIT OPTION. Redesign the permit program to ensure efficient use of public parking supply and better serve the needs of all downtown users. WHY IS THIS STRATEGY NEEDED?

• While the current permit program supports employee access and longer-term parking in public facilities, it is not optimized to support downtown’s diverse commuting and parking needs—especially as a hybrid work week is emerging in the post-pandemic “normal.” • In 2019, almost 98% of permits were purchased by office employees. The annual permit price ($362) is low relative to Bay Area peers and translates to approximately $1.40 per workday1. This low price is one factor that discourages the use of non-driving travel modes. • Today’s permit price structure is more beneficial for people with higher incomes who can pay the full annual permit price up front, while disincentivizing those wanting to buy permits on a more flexible basis (quarterly, monthly, or daily). People with lower incomes may be priced out altogether. • Longer-term permit sales have increased in recent years. Longer-term permits tend to increase parking demand because permit holders perceive parking as a “free” or sunk cost for the rest of the life of the permit. By contrast, shorter-term and “pay by use” permits can reduce parking demand by requiring drivers to make more frequent, deliberate, and thoughtful decisions about whether they want to pay to park or opt for other travel modes. • The current program does not utilize permit management systems or technology that support customer-friendliness or streamlined administration. A more convenient permit management system, combined with marketing and promotional support, would help make it easier for small businesses and service workers to participate in the permit program. 1

Assumes 260 workdays per year.

CHAPTER 3: STRATEGY TOOLKIT | 24

STRATEGY STATS: IMPACT: HIGH

PRIORITY: VERY HIGH

CAPITAL COST: LOW-MEDIUM

OPERATING COST: LOW-MEDIUM

RELATED STRATEGIES: M.3 | DEMAND-BASED PRICING M.6 | RPP PROGRAM M.8 | ENFORCEMENT AND DATA COLLECTION Z.4 | UPDATE PARKING DISTRICT

CITY OF MOUNTAIN VIEW | DOWNTOWN PARKING STRATEGY

IN THE NEAR-TERM…

• Figure 1 summarizes one potential approach to re-balance the permit cost structure. It would eliminate annual permits and raise the price of quarterly permits while keeping other permit costs the same. Quarterly permit costs should be closer to the average Bay Area market, approximately $175-$250+. Even at $250 per quarter, a quarterly permit holder would only pay an average of $3.85 per workday. This pricing structure, when combined with on-street pricing rates (STRATEGY M.3), would still incentivize use of off-street facilities by long-term parkers. • Establish a limit of one downtown parking permit per employee/resident. Require proof of employment/residence. • Revise the permit oversell ratio. A typical industry oversell ratio is 1.2-2.0, depending on facility size and permit type—in 2019, the oversell ratio in downtown was approximately 1.7 permits per eligible space.2 A 1.2-2.0 ratio is a starting point for facility and district-based management of permits, but should be adjusted based on permit and utilization data for each facility and for the overall district. • As part of revised program, design an Affordable Parking Program that provides discount monthly/quarterly parking permits to certain segments of downtown employees. Employee eligibility could be determined by sector (service/retail) and/ or income level, requiring proof of employment and/or income. Provide promotional support through the PBD and the MTMA to raise awareness and participation among small businesses and service employees. • Advance recommendations from the 2019 Paid Parking Study, notably investment in an automated permit management system that allows streamlined program administration. This system should also support the residential parking permit (RPP) program (STRATEGY M.6). Key elements include: › › ›

User-friendly online portal, allowing for easy updates to account holder and vehicle information Transition away from hangtags to digital permits linked to a license plate Easy upload and verification of proof of employment/income/residence

Figure 1 - Existing and Potential Permit Price Structure

Permit Program

Daily

Monthly

Quarterly

Annual

$120 per 25

$61

$120

$362

Potential Permit Program

$150 per 25

$80

$200

N/A

$40

$100

N/A

Existing Permit Program

Potential Affordable Parking Program 2

Observed oversell ratio for 2019 is based on the number of active permits adjusted for different permit types, and does not include single-day permit sales.

Permit prices are adjusted annually based on the Consumer Price Index (CPI).

CHAPTER 3: STRATEGY TOOLKIT | 25

CITY OF MOUNTAIN VIEW | DOWNTOWN PARKING STRATEGY

IN THE MEDIUM-TERM AND LONG-TERM…

• Conduct a vendor selection process and implement a new permit management system in coordination with the RPP program (STRATEGY M.6). • Evaluate expansion of the permit program to include publicly-available spaces in privately-owned off-street facilities (STRATEGY S.1 AND S.2). • Monitor demand for permits and utilization levels in public parking facilities. Adjust permit prices and oversell ratios to manage and distribute demand as needed. Mechanisms for managing permit oversell could include: ›

Limits on total permit sales by type (quarterly and monthly)

›

Limits, restrictions, or caps for permits sold to specific user groups, such as office employees

›

Limits, restrictions, or caps for permits sold to specific employers

›

Variable permit pricing (based on permit and/or facility demand)

›

Wait lists for target user groups to ensure they are able to purchase permits whenever they become available

• Meet with private property owners to identify opportunities for expanding the permit program to privately-owned parking facilities. Establish cost-sharing and management agreements as needed.

STAKEHOLDER SOUND-OFF: BUSINESS OWNER

DOWNTOWN CUSTOMER

SERVICE EMPLOYEE

OFFICE EMPLOYEE

DOWNTOWN RESIDENT

DEVELOPER

CITY DECISION MAKERS AND STAFF

CHAPTER 3: STRATEGY TOOLKIT | 26

CITY OF MOUNTAIN VIEW | DOWNTOWN PARKING STRATEGY

SPOTLIGHT: AFFORDABLE PARKING PROGRAM AUSTIN, TX

• Launched in 2016 to provide access for lowerincome service/retail employees and make use of underutilized private spaces

Affordable Parking Program

Evening and late-night parking for Austin service and entertainment industry employees

+ –

List of Garages The Affordable Parking Program is a City of Austin initiative aimed at reducing economic barriers by making parking cheaper, safer and more reliable for service and entertainment business employees. Parking at the garages below is available on a first-come, first-served basis.

City Hall Garage

• Partnership between City of Austin, Downtown Austin Alliance, and private operators

301 W. Second St. $35 per pass per month 3 p.m. – 5 a.m. Mon. – Sun. Contact Jeffrey Brown with the Austin Transportation Department at 512.978.1607 or Jeffrey.Brown@AustinTexas.gov You may also contact Vanessa Faulkner at 512.974.1563 or Vanessa.Faulkner@AustinTexas.gov.

Frost Garage 401 Congress Ave. Cost: $40 3PM-7AM MON-FRI 3 p.m. – 7 a.m. Mon. – Fri. and all day Sat./Sun. Christina Murray with Premier Parking at premieraustin@premierparking.com or 866.998.7558 Apply Here

• Included 500 spaces when launched in 2016 and grew to 2,500 spaces by 2018

Application

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• 30 participating facilities (as of 2021)

(excluding holidays and special events)

505 Barton Springs Rd. $35 per pass per month 5 p.m. – 5 a.m. Mon. – Sun. Program for Contact Jeffrey Brown with the Austin Transportation Downtown Ausat tin 512.978.1607 Department or employees | kvue.com Jeffrey.Brown@AustinTexas.gov You may also contact Vanessa Faulkner at 512.974.1563 or Vanessa.Faulkner@AustinTexas.gov. Application

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• $35-$65 per month • Times and regulations vary by facility

Find out more ›

Austin Transportation Department

›

Interactive map of partner facilities

Waller Creek Center Garage 625 E. 10th St. $35 per pass per month

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CHAPTER 3: STRATEGY TOOLKIT | 27 https://www.

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CITY OF MOUNTAIN VIEW | DOWNTOWN PARKING STRATEGY

M.3 | IMPLEMENT DEMAND-BASED PRICING TO SUPPORT DOWNTOWN PARKING MANAGEMENT AND MOBILITY INVESTMENTS. As parking demand returns to pre-pandemic levels, implement demand-based pricing to manage public parking in high-demand areas. WHY IS THIS STRATEGY NEEDED?

• Downtown’s prime on-street parking is often utilized by long-term parkers and downtown employees, making it more difficult for customers and visitors to find available and convenient on-street parking. • The City has extended the closure of Castro Street to motor vehicles through January 2023, and is advancing plans to convert the street into a permanent pedestrian mall. As a result, demand will likely be even higher for convenient onstreet parking spaces on adjacent streets in the downtown core area. • While some spaces today have time limits, enforcement is inconsistent and underresourced. A punitive-based management approach is also not customer-friendly. • Free parking disincentivizes people from choosing non-driving travel options and limits the City’s ability to proactively manage its parking assets. • A tiered pricing system that is supported by user-friendly technology will help achieve parking turnover targets and allow the City to reinvest net revenue into downtown services, TDM programs, and measures that support multimodal access.

STRATEGY STATS: IMPACT: VERY HIGH

PRIORITY: VERY HIGH

CAPITAL COST: HIGH

OPERATING COST: LOW-MEDIUM

CHAPTER 3: STRATEGY TOOLKIT | 28

CITY OF MOUNTAIN VIEW | DOWNTOWN PARKING STRATEGY

IN THE NEAR-TERM…

• Take steps to prepare for paid parking implementation: ›

STAKEHOLDER SOUND-OFF:

Develop metrics and thresholds to measure community recovery from the impacts of COVID-19. A primary metric should be parking occupancy (85-90%+ occupancy) and turnover (number of vehicles per space per day) within the Precise Plan boundary.

BUSINESS OWNER

DOWNTOWN RESIDENT

Refine the potential tiered price structure (Figure 2), zone designation, on-and off-street time limits, rate adjustment protocols, technology, enforcement, and revenue collection recommendations for on-street parking.

DOWNTOWN CUSTOMER

DEVELOPER

›

Explore an escalating or “pay-to-stay” rate structure. As needed, coordinate rates and regulations with other curb management strategies in “core” blocks (STRATEGY M.9).

SERVICE EMPLOYEE

CITY DECISION MAKERS AND STAFF

›

Evaluate the option of providing a validation/voucher program to support downtown businesses, potentially funded by net meter revenue via the parking benefit district (PBD) (STRATEGY M.4).

›

OFFICE EMPLOYEE

As needed, refine program rules and performance metrics.

• Begin a coordinated outreach and engagement program to help local businesses and community members understand and prepare for the implementation of priced parking. • Draft an ordinance establishing a demand-based pricing program (STRATEGY M.4). At a minimum, such an ordinance should: ›

Establish pricing zones and PBD boundaries

›

Set minimum and maximum hourly rate window for on-street parking

›

Set occupancy targets that will guide rate adjustments

›

Set thresholds for enacting rate adjustments and the amount that rates can be lowered or raised per adjustment

Figure 2 - Potential Demand-Based Pricing Structure Hourly Rate Window Pricing Tier

Zone 1: Premium Zone 2: Value

Hours of Operation

Weekdays: 8:00 a.m. to 5:00 p.m. Weekends: 8:00 a.m. to 8:00 p.m.

Time Limit

Threshold for adjusting hourly rate (peak occupancy)

Minimum Rate

Maximum Rate

Maximum rate adjustment per cycle

$2.00/hour

2 hours

$0.50

$5.00

$0.50

$1.00/hour

3 hours

0-69%: lower rate 70-84%: maintain and monitor 85-90%: target rate 91-100%: increase rate

Initial Hourly Rate

CHAPTER 3: STRATEGY TOOLKIT | 29

ORCH ARD AVE

HORIZON AVE

SANTA ROSA AVE

MOFFETT BLVD

Y ST

CENTRAL EXPY

SR 8 5

• Adopt a downtown demand-based parking ordinance. PETTIS AVE

EVELYN AVE

BRYANT ST

FRANKLIN ST

LBA

IS A VE

YLL

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1,000 Feet BO

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IE C

H L E R DR

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PH Precise Plan AreaTROBoundary

Proposed Parking Benefit District (PBD) Boundary

TE YD

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PA ME LA DR

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FA IRH AV EN CT LN

BAY ST

WO OD GR EEN

RE AL

IE W

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T Zone 1 (Premium N S Rate) CO VE Zone 2 (ValueENCRate) IA A

FRANCES WAY

PET

CAMILLE CT

PROPOSED PRICED PARKING ZONES

BAY ST

I E W AVE

SO NIA WAY

LANE AVE

TA I N V

EL CA MI NO

VICTO R WAY

RE AL

E OR

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MOUN

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PARK D

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AV E CA LD ER ON

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EL CA MI NO

PATRICIA CT

BUSH ST

CASTRO ST

DALMA DR

CH UR CH ST

SNOW ST

Y • Manage program revenues through applicable processes, L LO LN INE including the recommended PBD and a potential enterprise EST ERN fund (STRATEGY M.4). T DS

PAUL AVE

AV E

ANZA ST

PIONEER MEMORIAL PARK

NANCY CT

VIEW ST

MERCYBUSH PARK

EAGLE PARK

• Evaluate a complementary tiered pricing structure for public lots/garages to manage and distribute demand across onand off-street parking. Ensure that off-street hourly rates are T lower than on-street rates and allow for longer stays. MELBA C

GIL

MERCY ST

CHU RCH ST

• Over time and on a periodic basis, adjust on-street time limits, rates (up or down), and the rate window to achieve a target occupancy rate during peak times. Consider monitoring and enforcement data (STRATEGY M.8) when evaluating rate adjustments.

BUSH ST

CAL

LATHAM ST

DANA ST

GARY CT

OAK ST

CALIFORNIA ST

SHORELINE BLVD

MERCY ST

• In coordination with STRATEGY A.2 and STRATEGY A.3, continue outreach, messaging, and communication efforts about the program with downtown businesses and community members.

5 9

• Select a vendor, install systems, and implement demandbased pricing.

VILLA ST

DANA ST

CALIFORNIA ST

HOPE ST

CASTRO ST

SHORELINE BLVD

MOUNTAIN VIEW AVE

CALDERON AVE

PA C I F I C A V E

• Initiate a vendor procurement process to ensure deployment of appropriate paid parking technology and features, including: pay-by-phone and credit card payment options, touchless payment, voucher/validation codes, and data processing/reporting.

A DW

EVELYN AVE

• Per recommendations in the 2019 Paid Parking Study, include a no-reparking ordinance that supports turnover targets and prevents motorists from dodging time limits, generating excess greenhouse gas emissions, and creating local traffic congestion.

CHAPTER 3: STRATEGY TOOLKIT | 30

IN THE MEDIUM-TERM AND LONG-TERM…

EAS

GEMINI AVE

STI WASHINGTON ST

ERL

GRANADA DR

CITY OF MOUNTAIN VIEW | DOWNTOWN PARKING STRATEGY

SPOTLIGHT: DEMAND-BASED PRICING BOISE, ID

• 3-tier on-street system ›

City-managed

›

Premium and Standard: M-F (8 a.m. – 8 p.m.) and Sa (10 a.m. – 5 p.m.)

›

Value: M-F (8 a.m. – 6 p.m.)

• 7 ParkBoi garages (~3,400 spaces) ›

Managed by Boise’s redevelopment agency, Capital City Development Corp (CCDC)

›

1st hour free, then $3 per hour

›

Daily and monthly rates by tier

• Parkmobile payment app and web-based customer portal • Supports City Go TMA services

Find out more ›

Park Boi

CHAPTER 3: STRATEGY TOOLKIT | 31

CITY OF MOUNTAIN VIEW | DOWNTOWN PARKING STRATEGY

M.4 | CREATE A DOWNTOWN PARKING BENEFIT DISTRICT (PBD). EVALUATE CREATION OF A PARKING ENTERPRISE FUND. Form a PBD and reinvest net parking revenue back into downtown. Evaluate the creation of an enterprise fund for parking to consolidate all financial, accounting, and business practices for parking under one umbrella. WHY IS THIS STRATEGY NEEDED?

• The current Parking District was last updated in 1979 and its boundary no longer accurately reflects downtown’s scale of parking demand, scope of parking issues, or downtown’s projected growth. Its scope, scale, and funding mechanism is limited to maintenance of parking facilities in the current district, not all of downtown. • PBDs are an increasingly common entity for managing parking revenue. They have several advantages over the existing Parking District: (1) PBDs have a broader mandate that includes not only supporting parking maintenance but also investing in other transportation and trip reduction efforts; (2) PBDs also allow for direct policy and financial input from a broader group of stakeholders and oversight from community members. • A parking enterprise fund unifies the costs and revenues of a publicly-managed service into a single entity that is distinct from the general fund and other city programs. Parking enterprise funds provide greater transparency about who pays for and who benefits from parking investments, which makes it easier for public officials and decision-makers to manage and modify programs. Enterprise funds are typically financially self-sustaining.

STRATEGY STATS: IMPACT: VERY HIGH

PRIORITY: HIGH

CAPITAL COST: LOW

OPERATING COST: MEDIUM

RELATED STRATEGIES: M.3 | DEMAND-BASED PRICING Z.1 | TDM ORDINANCE Z.3 | UPDATED PARKING STANDARDS Z.4 | UPDATE PARKING DISTRICT

CHAPTER 3: STRATEGY TOOLKIT | 32

CITY OF MOUNTAIN VIEW | DOWNTOWN PARKING STRATEGY

IN THE NEAR-TERM…

• As part of a demand-based pricing ordinance (STRATEGY M.3), create a PBD that includes all of downtown. • Form a PBD Committee that includes residents, employers, employees, and property owners/managers. Consider integrating and/or consolidating the PBD Committee with the existing Downtown Committee. • In preparation for the implementation of demand-based pricing (STRATEGY M.3), draft PBD bylaws, formalize operating procedures, and develop a draft expenditure plan. Potential PBD expenditures for net parking revenue (after covering capital and operating expenses) could include: ›

Shared parking programs and technology (STRATEGY S.2)

›

Expanded public parking supply through construction of new facilities and/or direct leasing agreements (STRATEGY S.1)

›

Additional enforcement and/or downtown ambassador programs (STRATEGY M.8)

›

Visitor validation/voucher program (STRATEGY M.3)

›

Bicycle, pedestrian, and streetscape infrastructure

›

Parking and TDM brand, wayfinding, and communications program (STRATEGY A.2 and STRATEGY A.3)

›

Expansion of valet program (STRATEGY M.7)

›

Subsidized parking permits for low-income employees (STRATEGY M.2)

›

Mobility wallet for employees/residents (STRATEGY A.1)

›

MTMA membership/support (STRATEGY M.5)

›

Other TDM projects, programs, and services that reduce vehicle trips and demand for parking (STRATEGY Z.1)

›

Other streetscape beautification efforts

STAKEHOLDER SOUND-OFF: BUSINESS OWNER

DOWNTOWN CUSTOMER

SERVICE EMPLOYEE

OFFICE EMPLOYEE

DOWNTOWN RESIDENT

DEVELOPER

CITY DECISION MAKERS AND STAFF

CHAPTER 3: STRATEGY TOOLKIT | 33

CITY OF MOUNTAIN VIEW | DOWNTOWN PARKING STRATEGY

IN THE MEDIUM-TERM AND LONG-TERM…

• After the adoption of a paid parking ordinance and the implementation of demandbased pricing (STRATEGY M.3), meet regularly with the PBD/Downtown Committee to review progress on downtown parking strategies. Update PBD expenditure plan on an annual basis. • Evaluate the creation of a Parking Enterprise Fund. Incorporate all parking-related revenue sources into the fund, including: ›

Net on- and off-street meter revenues

›

Downtown parking permit fees

›

Residential parking permit fees

›

Parking fines

›

Leases and investments from City-owned parking assets

›

Other sources, as applicable

• Develop a parking enterprise operating budget that builds on the municipal parking division (STRATEGY M.1) and includes staff and administration, parking program implementation, parking enforcement, and debt service. Define fiscal policies and accounting practices. • Draft and adopt an ordinance for the creation of the Parking Enterprise Fund. Publish annual reports documenting program costs and benefits.

CHAPTER 3: STRATEGY TOOLKIT | 34

CITY OF MOUNTAIN VIEW | DOWNTOWN PARKING STRATEGY

SPOTLIGHT: PARKING BENEFIT DISTRICT WALNUT CREEK, CA • On-street parking (M-Su, 10 a.m. – 8 p.m.) ›

$2 per hour in Core, up to 3 hours

›

$1 per hour outside Core, up to 10 hours

• Off-street parking ›

1st hour free

›

$1.25 per hour

• Downtown Parking Enterprise and Enhancement Fund collects and reinvests all parking revenue • Investments include landscaping, sidewalk cleaning, the free Downtown Trolley, policing, and community events

Approximate parking district boundary

CHAPTER 3: STRATEGY TOOLKIT | 35

CITY OF MOUNTAIN VIEW | DOWNTOWN PARKING STRATEGY

M.5 | EXPAND MOUNTAIN VIEW TRANSPORTATION MANAGEMENT ASSOCIATION (MTMA) OPERATIONS TO DOWNTOWN. Leverage the existing MTMA to support downtown TDM program implementation. WHY IS THIS STRATEGY NEEDED?

• TMAs are typically membership-based, non-profit organizations that manage and implement TDM programs. They play a key role in coordinating TDM efforts between employers, on-site coordinators, employees, residents, transit agencies, third-party mobility service providers, and city officials. • The MTMA has an established structure for implementing citywide TDM efforts in Mountain View. The City should prioritize expanding the MTMA to downtown. Expanding the existing TMA—rather than creating a new downtown TMA—would best leverage and coordinate citywide TDM investments to maximize benefits for all residents and employees.

STRATEGY STATS: IMPACT: HIGH

PRIORITY: HIGH

CAPITAL COST: LOW

• A downtown PBD could participate in the MTMA to provide a direct implementation mechanism for a future downtown TDM ordinance (STRATEGY Z.1). OPERATING COST: HIGH

RELATED STRATEGIES: M.3 | DEMAND-BASED PRICING A.1 | MULTIMODAL INCENTIVES Z.1 | TDM ORDINANCE

CHAPTER 3: STRATEGY TOOLKIT | 36

CITY OF MOUNTAIN VIEW | DOWNTOWN PARKING STRATEGY

IN THE NEAR-TERM…

• Meet with MTMA leadership to develop a coordinated plan for expanding the MTMA to include the Downtown Precise Plan area. • Define a framework for coordinated TMA membership and management, funding contributions, equitable distribution of services and benefits, and prioritizing future programs and investments. Align the expansion framework with the citywide TDM ordinance (STRATEGY Z.1). • Engage downtown business owners, employees, and the Downtown Committee to communicate MTMA benefits and gather input about priority programs.

STAKEHOLDER SOUND-OFF: BUSINESS OWNER

DOWNTOWN CUSTOMER

• Formally expand MTMA operations to include the Downtown Precise Plan area.

IN THE MEDIUM-TERM AND LONG-TERM…

• After the implementation of demand-based pricing (STRATEGY M.3) and the formation of a parking benefit district (PBD) (STRATEGY M.4), allocate a portion of net parking revenue to fund expanded TDM programs through the MTMA. • As needed, update MTMA operating and management framework to align with a downtown TDM ordinance overlay (STRATEGY Z.1).

SERVICE EMPLOYEE

OFFICE EMPLOYEE

DOWNTOWN RESIDENT

DEVELOPER

CITY DECISION MAKERS AND STAFF

CHAPTER 3: STRATEGY TOOLKIT | 37

CITY OF MOUNTAIN VIEW | DOWNTOWN PARKING STRATEGY

M.6 | REVISE AND MODERNIZE THE RESIDENTIAL PARKING PERMIT (RPP) PROGRAM. Update the RPP program to help mitigate parking spillover and ensure efficient use of public streets and parking spaces. WHY IS THIS STRATEGY NEEDED?

• Use of the City’s RPP program has been limited. From 2016 to 2019, only two RPP zones were initiated—in both cases, the process did not result in the creation of a new RPP zone. Many residents identify the high administrative hurdles for formation and implementation as barriers to RPP creation. • The most effective RPP programs provide reasonable and consistent access for residents, while balancing access for other users on public streets.

STRATEGY STATS: IMPACT: MEDIUM

PRIORITY: MEDIUM

• RPP programs should also cover costs of administration, use pricing to encourage residents to first utilize their private driveways and garages, and link the number of permits issued to the actual number of on-street parking spaces.

CAPITAL COST: MEDIUM

• Strategic revisions can make the RPP program easier for residents to participate in and the City to administer while ensuring reasonable, managed access to public streets for the general public.

OPERATING COST: LOW

RELATED STRATEGIES: M.2 | DOWNTOWN PERMIT PROGRAM M.8 | ENFORCEMENT AND DATA COLLECTION M.9 | CURB MANAGEMENT

CHAPTER 3: STRATEGY TOOLKIT | 38

CITY OF MOUNTAIN VIEW | DOWNTOWN PARKING STRATEGY

IN THE NEAR-TERM…

• Before implementing demand-based pricing and revising the downtown permit program, (STRATEGY M.3 AND STRATEGY M.2), advance the following RPP program recommendations: ›

Allow non-resident parking for up to two hours during the RPP-restricted times.

›

Change the required petition signature rate to apply to the total RPP area, rather than each block.

›

Change the required response/support rate to apply to the total RPP area, rather than each block.

›

Consider revising the Council approval process to streamline RPP formation.

›

Evaluate changes to the permit price structure to allow one free permit per household with an escalating rate for each successive permit per household. At a minimum, permit prices should be set to cover the cost of administering the program. Currently, the price for an RPP permit is $60 per year for the first permit. An annual permit of $60 equals approximately $0.16 per day.

›

Establish a permit oversell ratio linked to actual number of on-street parking spaces. A typical industry guideline for an oversell ratio is 1.2-2.0.

›

Initiate implementation of a digital permit system linked to license plates. Such a system should be coordinated with downtown permit program management systems (STRATEGY M.2).

• Finalize and adopt program revisions.

STAKEHOLDER SOUND-OFF: BUSINESS OWNER

DOWNTOWN CUSTOMER

SERVICE EMPLOYEE

OFFICE EMPLOYEE

DOWNTOWN RESIDENT

IN THE MEDIUM-TERM AND LONG-TERM…

• Conduct a vendor selection process and implement a new permit management system in coordination with downtown permit program (STRATEGY M.2).

DEVELOPER

• Monitor RPP zones and adjust time restrictions, permit prices, permit-per-household limits, and oversell ratios based on actual permit sales and occupancy data. • If parking demand remains below target occupancy levels in an RPP zone, evaluate the creation of a limited number of “non-resident” permits which allow downtown employees to buy a permit and park longer than two hours on underutilized public streets. Non-resident permits should be strictly limited in quantity, restricted to downtown employees, and priced at a premium. Best practice programs usually offer a low-income option as well.

CITY DECISION MAKERS AND STAFF

CHAPTER 3: STRATEGY TOOLKIT | 39

CITY OF MOUNTAIN VIEW | DOWNTOWN PARKING STRATEGY

SPOTLIGHT: RPP PROGRAM PALO ALTO, CA Residents • All residents must have a permit to park on the street for 2+ hours (M-F, 8 a.m. – 6 p.m.) • Not valid in Core • 4 per unit for a price of $50 each; 2 transferable permits ($50 each), 50 daily visitor permits per year ($5 each) • Currently uses stickers and hangtags, but will switch to a fully virtual permit system by 2023 Employees • Adopted new permit price structure and sales caps in 2021 • Off-street: ›

Lot/garage employee permit ($830 per year, $25 per day)

›

Waitlist available ($10 registration)

• On-street: ›

All employees must have a permit to park on the street for 2+ hours (M-F, 8 a.m. – 6 p.m.)

›

Assigned to specific Zone and limited number of permits per Zone; not valid in the Core

›

Price varies by location, ranging from $750 to $1,050 per year ($187.50 to $262.50 for eligibile low-income employees)

Find out more ›

City of Palo Alto

CHAPTER 3: STRATEGY TOOLKIT | 40

CITY OF MOUNTAIN VIEW | DOWNTOWN PARKING STRATEGY

CHAPTER 3: STRATEGY TOOLKIT | 41

CITY OF MOUNTAIN VIEW | DOWNTOWN PARKING STRATEGY

M.7 | ENHANCE AND EXPAND THE VALET PROGRAM. Expand valet access to more parking facilities and reorient the valet program to allow for remote pick-up/drop-off. WHY IS THIS STRATEGY NEEDED?

STRATEGY STATS:

• The valet program offers a convenient, customer-friendly service that leverages underutilized parking spaces in periphery off-street lots and garages.

IMPACT: LOW-MEDIUM

• In 2019, the program operated in a single public lot (Lot 11) and required users to drop off and pick up their vehicles at the lot itself. This narrow implementation can limit the efficiency and user appeal of the service. The valet program is currently suspended due to the ongoing impacts of COVID-19.

PRIORITY: LOW

• An expanded “universal” valet program that is designed around remote drop-off and pick-up locations in the downtown core can be more convenient for customers and can leverage more underutilized spaces wherever they are available.

CAPITAL COST: MEDIUM

• Valet programs can also increase the capacity of existing parking facilities by allowing some vehicles to be tandem-parked at peak times.

OPERATING COST: HIGH

• Best practice technology options, including app-based tools for managing customers, distributing vehicles, and pre-arranging vehicle pick-ups, can streamline the service to make it more cost-effective and user-friendly.

RELATED STRATEGIES: M.1 | PARKING ADMINISTRATOR AND DIVISION M.9 | CURB MANAGEMENT A.2 | MARKETING AND COMMUNICATIONS A.3 | WAYFINDING STRATEGY

CHAPTER 3: STRATEGY TOOLKIT | 42

CITY OF MOUNTAIN VIEW | DOWNTOWN PARKING STRATEGY

IN THE NEAR-TERM…

• Identify several convenient locations in the core for remote customer pick-up and drop-off zones. Align pick-up/drop-off activity with a flexible and comprehensive curb management strategy (STRATEGY M.9). • Expand and improve signage and wayfinding to increase awareness of the service and help visitors find pick-up and drop-off locations. • Modify vendor agreements to establish a baseline requirement for technology, smartphone features, payment options, and data reporting.

STAKEHOLDER SOUND-OFF: BUSINESS OWNER

DOWNTOWN CUSTOMER

IN THE MEDIUM-TERM AND LONG-TERM…

• Per recommendations in the 2019 Paid Parking Study, extend valet hours of operation to avoid gaps in the service and consider designating dedicated valet parking spaces in city-owned parking facilities to enable tandem parking arrangements and maximize operational efficiency. • As demand warrants, expand the program to include Garages 1 and 3. Develop thresholds and protocols for distributing vehicles across valet facilities to ensure that non-valet drivers can find an available space in all facilities when needed. Designate additional pick-up/drop-off locations in coordination with curb management strategy (STRATEGY M.9). • Incorporate the valet program into the citywide parking brand identity (STRATEGY A.2) and wayfinding program (STRATEGY A.3).

SERVICE EMPLOYEE

OFFICE EMPLOYEE

DOWNTOWN RESIDENT

DEVELOPER

CITY DECISION MAKERS AND STAFF

CHAPTER 3: STRATEGY TOOLKIT | 43

CITY OF MOUNTAIN VIEW | DOWNTOWN PARKING STRATEGY

SPOTLIGHT: UNIVERSAL VALET

SAN ANTONIO, TX AND OLD PASADENA, CA • Typically a peak-period service • Drop-off at any valet station and pick-up with service zone and/or most proximate valet location • Via smartphone app • Vehicle storage at city and private garages • Options for validation discounts

Find out more ›

San Antonio, TX Virtual Valet

›

Old Pasadena, CA

CHAPTER 3: STRATEGY TOOLKIT | 44

CITY OF MOUNTAIN VIEW | DOWNTOWN PARKING STRATEGY

CHAPTER 3: STRATEGY TOOLKIT | 45

CITY OF MOUNTAIN VIEW | DOWNTOWN PARKING STRATEGY

M.8 | IMPROVE PARKING ENFORCEMENT, DATA COLLECTION, AND COMMUNICATION. Define customer-friendly enforcement practices and provide consistent enforcement. Begin shifting enforcement duties to a municipal parking division or a third-party contractor. WHY IS THIS STRATEGY NEEDED?

• No one wants a parking ticket, but consistent and equitable enforcement is a crucial element of an effective parking ecosystem. Enforcement supports parking turnover in priced and time-limited spaces, ensures publicly-managed parking is used efficiently, and mitigates impacts from violators. • The 2019 Paid Parking Study also identified several enforcement challenges and opportunities: ›

More dedicated staff and consistent enforcement practices are needed to manage the whole parking system effectively.

›

A compliance-based approach that emphasizes user education and initial warnings is a customer-friendly way to expand enforcement.

›

Investments in enforcement technology, such as License Plate Recognition (LPR) systems, can make enforcement more efficient and provide better data. An LPR system can also be integrated into demand-based pricing and a downtown/RPP permit management system.

• More consistent and comprehensive data collection can make it easier for the City to effectively manage demand-based pricing, plan for parking supply needs, and modify supporting programs. Data can be collected and combined from multiple automated and on-the-ground sources.

STRATEGY STATS: IMPACT: HIGH

PRIORITY: MEDIUM

CAPITAL COST: MEDIUM

OPERATING COST: HIGH

RELATED STRATEGIES: M.1 | PARKING ADMINISTRATOR AND DIVISION M.2 | DOWNTOWN PERMIT PROGRAM M.3 | DEMAND-BASED PRICING M.6 | RPP PROGRAM

CHAPTER 3: STRATEGY TOOLKIT | 46

CITY OF MOUNTAIN VIEW | DOWNTOWN PARKING STRATEGY

IN THE NEAR-TERM…

• Define equitable, customer-friendly enforcement goals and metrics. Provide training for parking ambassadors that emphasizes compliance, education, and community engagement.

STAKEHOLDER SOUND-OFF:

• Per recommendations in the 2019 Paid Parking Study, the City should: (1) develop consistent enforcement routes and schedules that includes on- and off-street spaces; and (2) submit a budget request for additional parking ambassadors to expand enforcement hours and coverage.

BUSINESS OWNER

• Review and adjust citation rates to ensure they support the cost of enforcement and are an effective deterrent.

DOWNTOWN CUSTOMER

• Identify and evaluate potential vendors or third-party contractors for enforcement and LPR technology. Initiate the procurement process. Any vendor should allow for seamless integration with future paid parking (STRATEGY M.3) and modified permit and RPP programs (STRATEGY M.2 and STRATEGY M.6). • Refresh data collection practices. Combine parking enforcement data with bi-annual on-the-ground collection efforts. Expand annual field data collection to include onstreet spaces and all publicly-accessible parking facilities, including the public library and the Center for Performing Arts.

IN THE MEDIUM-TERM AND LONG-TERM…

• Transition enforcement duties to the newly-established municipal parking division (STRATEGY M.1). • Review and adjust citation rates to ensure they support the cost of enforcement and are an effective deterrent relative to on- and off-street parking rates. • Identify and secure dedicated funding for enforcement, which could include revenue from paid parking (STRATEGY M.3). • Create a public-facing, web-based data dashboard to share enforcement and parking utilization data with the community (see STRATEGY M.9).

SERVICE EMPLOYEE

OFFICE EMPLOYEE

DOWNTOWN RESIDENT

DEVELOPER

CITY DECISION MAKERS AND STAFF

CHAPTER 3: STRATEGY TOOLKIT | 47

CITY OF MOUNTAIN VIEW | DOWNTOWN PARKING STRATEGY

M.9 | DEVELOP AND IMPLEMENT A FLEXIBLE CURB MANAGEMENT STRATEGY FOR “CORE” BLOCKS. Create a flexible framework for managing high-demand curb spaces on Castro Street and adjacent blocks. WHY IS THIS STRATEGY NEEDED?

• Access to curbside space is a valuable and limited public asset that serves many uses, including parking for cars, passenger pick-up/drop-off space, commercial loading and freight activity, curbside dining, bicycle travel and parking, and transit operations. • Castro Street is undergoing many changes that will continue to affect curb access, including impacts from the COVID-19 pandemic, street closures for the outdoor dining program, and the upcoming Caltrain grade-separation project. All of these changes have implications for on-street parking demand, vehicle circulation, and multimodal access. • A flexible, multimodal curb management plan can address these changes and ensure that curb space is used efficiently, equitably, and in a way that best supports daily and seasonal dynamic needs within the core of downtown.

STRATEGY STATS: IMPACT: MEDIUM

PRIORITY: LOW

CAPITAL COST: LOW

OPERATING COST: LOW

CITY OF MOUNTAIN VIEW | DOWNTOWN PARKING STRATEGY

IN THE NEAR-TERM…

• Finalize the future of Castro Street, including plans to make core segments of Castro Street car free and available for outdoor dining and other outdoor activities at key times of the day, week, and year. • Evaluate the associated parking impacts of these changes and adjust time limits, regulations, and pick-up/drop-off zone locations on adjacent blocks accordingly.

STAKEHOLDER SOUND-OFF: BUSINESS OWNER

• Evaluate the use of alleyways for freight/service vehicles and employee parking.

IN THE MEDIUM-TERM AND LONG-TERM…

• Undertake a “code the curb” effort documenting and digitizing key elements of the public right-of-way, including curb dimensions, driveways, utilities, parking meters, signage, landscaping, street furniture, and bicycle infrastructure. • Create a public-facing data dashboard that provides up-to-date curb utilization data and can be used to support public decision-making processes. Incorporate utilization data from public off-street facilities. • With support from the parking administrator (STRATEGY M.1), develop and implement a dynamic curb management program that prioritizes high-demand uses by time of day and week. Work with business owners and community groups to set direction for priority curb uses on core blocks. A dynamic curb management strategy could address: ›

Dynamic priced parking (STRATEGY M.2)

›

On-street parking regulations and time limits

›

Commercial loading and freight, including automated delivery vehicles

›

Valet services (STRATEGY M.7) and other passenger and customer pick-up/drop-off activity

›

Pedestrian access, bicycle access, and shuttle operations

• Proactively develop shared mobility guidelines that govern shared e-scooters, bicycles, and other devices. Designate curb space for shared mobility device parking. Integrate shared mobility device parking within city parking lots and garages to provide convenient first-mile/last-mile connections.

DOWNTOWN CUSTOMER

SERVICE EMPLOYEE

OFFICE EMPLOYEE

DOWNTOWN RESIDENT

DEVELOPER

CITY DECISION MAKERS AND STAFF

CHAPTER 3: STRATEGY TOOLKIT | 49

CITY OF MOUNTAIN VIEW | DOWNTOWN PARKING STRATEGY

S.1 | EXPLORE AND PURSUE PUBLIC-PRIVATE PARTNERSHIPS TO CREATE NEW PUBLIC PARKING SUPPLY. Define city priorities and guidelines to support the creation of public-private parking partnerships. WHY IS THIS STRATEGY NEEDED?

• Opportunities will continue to arise for partnering with private developers and property owners to create new, publicly-accessible parking supply. Without a clear framework for approaching and implementing these partnerships, it will remain difficult to achieve mutually beneficial outcomes. • New parking supply, whether publicly- or privately-funded, is an expensive and long-term investment that is difficult to change down the road. Any new off-street supply needs to be clearly aligned with other City parking management strategies and mobility goals. • Downtown is a vibrant, walkable, mixed-use district—in such context, surface parking lots are not the highest and best use of space and costly multi-story parking garages may undermine the walkable character of the district. By establishing a clear framework for public-private partnerships, the City can more readily leverage publicly-owned parking lots for other uses while strategically replacing public parking supply as needed.

STRATEGY STATS: IMPACT: HIGH

PRIORITY: HIGH

CAPITAL COST: VERY HIGH

OPERATING COST: HIGH

RELATED STRATEGIES: S.2 | PUBLIC ACCESS TO PRIVATE OFF-STREET PARKING A.3 | WAYFINDING STRATEGY Z.3 | UPDATED PARKING STANDARDS

CHAPTER 3: STRATEGY TOOLKIT | 50

CITY OF MOUNTAIN VIEW | DOWNTOWN PARKING STRATEGY

IN THE NEAR-TERM…

• Convene City staff from key departments to identify near-term priorities for how and when to pursue public-private parking partnerships. Priorities should reflect City goals established through formal processes, such as the Capital Improvement Program (CIP), as well as the potential for demand-side solutions to help address parking needs. • Synthesize these priorities and draft a partnership framework that defines, at a minimum: ›

Net-new “public” parking supply3 target that reflects existing and expected future demand, as well as the potential for parking management, TDM strategies, and shared parking arrangements to both reduce future parking demand and help meet “public” parking needs (see STRATEGY Z.3). The supply target could include both City-owned spaces as well as any privately-owned spaces secured via public leasing agreements (STRATEGY S.2). This target should be updated accordingly as other parking and TDM strategies are implemented.

›

Operational roles and responsibilities. In privately-owned facilities with public access, maintenance and operating costs and responsibilities could be shared between the City and the property owner.

›

Standards for public access to privately-owned public parking, including hours of access and pricing. When possible, it is recommended that the City pursue partnerships which allow for all-day public access.

›

Expectations for technology and payment systems, wayfinding signage, and customer information to ensure that publicly-accessible parking is identifiable and easy to find. As needed, establish cost-sharing agreements for facility upgrades/ improvements.

›

Facility design standards which are aligned with the goals and vision of downtown and support vibrant street life.

›

Other required supporting agreements or tools, including liability and insurance (STRATEGY S.2).

• Analyze fee and utilization data from paid parking implementation (STRATEGY M.3) to inform whether, where, and when new supply may be needed.

STAKEHOLDER SOUND-OFF: BUSINESS OWNER

DOWNTOWN CUSTOMER

SERVICE EMPLOYEE

OFFICE EMPLOYEE

DOWNTOWN RESIDENT

DEVELOPER

CITY DECISION MAKERS AND STAFF

“Public” parking could include any City-owned or managed off-street parking, as well as privately-owned off-street parking spaces made available to the general public. This definition should be refined and finalized during imlementation.

CHAPTER 3: STRATEGY TOOLKIT | 51

CITY OF MOUNTAIN VIEW | DOWNTOWN PARKING STRATEGY

IN THE MEDIUM-TERM AND LONG-TERM…

• Monitor parking utilization and public parking inventory, including new public access to existing privately-owned parking facilities achieved through shared parking arrangements (STRATEGY S.2). Update the public-private partnership framework and net-new supply target as needed. • After net-new public parking targets have been achieved, shift the focus of publicprivate partnerships away from new supply and towards other mobility programs. • Continue monitoring parking utilization and net-new supply to guide decisions about parking replacement as public lots are redeveloped.

CHAPTER 3: STRATEGY TOOLKIT | 52

CITY OF MOUNTAIN VIEW | DOWNTOWN PARKING STRATEGY

CHAPTER 3: STRATEGY TOOLKIT | 53

CITY OF MOUNTAIN VIEW | DOWNTOWN PARKING STRATEGY

S.2 | CREATE ADDITIONAL PUBLIC ACCESS TO EXISTING OFF-STREET PRIVATE PARKING. Expand public availability and utilization of existing private off-street parking through strategic shared parking agreements and enhanced marketing. WHY IS THIS STRATEGY NEEDED?

STRATEGY STATS:

• Approximately 55% of all downtown parking is in private off-street lots and garages with varying levels of restricted access. Only about 20% of downtown’s off-street spaces are City-operated.

IMPACT: HIGH

• On weekday nights and weekends, much of the private off-street parking remains reserved and underutilized.

PRIORITY: HIGH

• Certain private facilities, such as the Transit Center lot, are available for general parking at certain times, but the public is not always aware of this option. Any future parking facility at the Transit Center should support the parking needs for a broad set of downtown users, especially on nights and weekends.

CAPITAL COST: LOW-MEDIUM

• A targeted effort to open and share private parking during its non-peak times is a cost-effective way to increase “public” supply and reduce competition for prime spaces in the downtown core.

OPERATING COST: HIGH

RELATED STRATEGIES: M.1 | PARKING ADMINISTRATOR AND DIVISION A.2 | MARKETING AND COMMUNICATIONS A.3 | WAYFINDING STRATEGY Z.3 | UPDATED PARKING STANDARDS

CHAPTER 3: STRATEGY TOOLKIT | 54

CITY OF MOUNTAIN VIEW | DOWNTOWN PARKING STRATEGY

IN THE NEAR-TERM…

• Pursue a partnership with Caltrain to enable more consistent use of the Transit Center lot outside of commute and other parking periods. Conduct a marketing campaign, updated parking materials and website, and enhance wayfinding to encourage use of this facility during nights and weekends. • Develop a shared/leasing agreement template for private property owners, addressing per space leasing costs, facility upgrades, cost/profit sharing, liability and insurance, and data sharing. • Reengage private property owners to discuss potential opportunities for shared parking arrangements. Target facilities with low parking demand at night and on weekends.

IN THE MEDIUM-TERM AND LONG-TERM…

• Pilot a shared/leasing program with private property owners to make a portion of their underutilized off-street spaces part of the public supply. An initial program goal could be from 100 to 150 spaces within the Downtown Precise Plan area. As needed, provide partners with signage, wayfinding, and consistent cleaning/maintenance. • After implementation of demand-based pricing and revisions to the permit program, evaluate creation of a partnership program, which allows private property owners to put their spaces on the “public market” and leverage City branding, technology, wayfinding, and payment systems. Create an interactive and open-source parking database and platform to facilitate shared parking opportunities, especially for downtown employers. • Leverage shared parking incentives in the Precise Plan zoning update (STRATEGY Z.3) to expand the marketplace for privately-owned public parking. Align shared parking incentives with the evaluation of new public parking supply needs (STRATEGY S.1). A key priority is proactive engagement with Caltrain and developers as redevelopment plans for the Transit Center take shape. The City should advocate for opportunities to partner in the creation of shared parking and collaborative management. • Integrate all publicly-available parking facilities into technology, branding (STRATEGY A.2), and wayfinding systems (STRATEGY A.3).

STAKEHOLDER SOUND-OFF: BUSINESS OWNER

DOWNTOWN CUSTOMER

SERVICE EMPLOYEE

OFFICE EMPLOYEE

DOWNTOWN RESIDENT

DEVELOPER

CITY DECISION MAKERS AND STAFF

CHAPTER 3: STRATEGY TOOLKIT | 55

CITY OF MOUNTAIN VIEW | DOWNTOWN PARKING STRATEGY

SPOTLIGHT: SHARED PARKING PARTNERSHIPS OMAHA, NE

• Launched program to “boost the number of public parking spaces and help visitors easily locate them in the popular downtown area” • User-friendly, online process for property owners to offer their unused spaces, at desired rates and schedule, to the Park Omaha network through a shared parking agreement • Partner facilities are given official wayfinding and use of Park Omaha payment app

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ON-STRE ET PARKING

Find out more ›

Park Omaha

›

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CHAPTER 3: STRATEGY TOOLKIT | 57

CITY OF MOUNTAIN VIEW | DOWNTOWN PARKING STRATEGY

A.1 | OFFER MULTIMODAL INCENTIVES FOR EMPLOYEES, RESIDENTS, AND CUSTOMERS. Offer a formal package of passes, discounts, and other incentives to reduce parking demand and encourage more people to walk, bike, or use transit. WHY IS THIS STRATEGY NEEDED?

• Multimodal incentives, such as discounted transit passes or bicycle benefits, make it easier, more attractive, and more affordable for people to choose nondriving travel modes. Such incentives help rebalance demand by mode and reduce competition for parking—one less vehicle trip equals one more available parking space. • Downtown has many multimodal assets, including bicycle infrastructure, a welldesigned street network, and close proximity to Caltrain and VTA light rail, but no formal TDM program exists. A formal TDM program can amplify the benefits of downtown’s existing assets and help reduce parking demand. • A coordinated multimodal incentive program could extend mobility benefits to contract and service industry workers in downtown. These workers rarely have access to the same types of commuter benefits programs which are typically available to salaried workers at larger employers in the area. • A package of multimodal incentives, or a “mobility wallet,” can provide the most choice and flexibility for users. As cities adapt to the impacts of the COVID-19 pandemic on work schedules and commuting patterns, flexibility will be crucial for supporting the changing day-to-day travel needs of downtown users. • A future PBD (STRATEGY M.4) can help fund a multimodal incentive program, while the MTMA can support implementation to ensure that smaller employers and interested residents are included.

STRATEGY STATS: IMPACT: HIGH

PRIORITY: MEDIUM-HIGH

CAPITAL COST: LOW-MEDIUM

OPERATING COST: HIGH

CHAPTER 3: STRATEGY TOOLKIT | 58

CITY OF MOUNTAIN VIEW | DOWNTOWN PARKING STRATEGY

IN THE NEAR-TERM…

• Expand marketing and promotion of current mobility services and MTMA offerings, including the Waze Carpool Link program and MVgo/Community shuttles. • Include downtown employers and business owners in MTMA management and long-term strategy development to ensure TDM programs meet their employees’ needs. • Engage with local employers who provide commuter benefits programs under regional requirements.4 Identify opportunities to support and amplify these programs with additional capacity or marketing coordination. • Include a preliminary selection of multimodal incentives and discounts within the TDM ordinance (STRATEGY Z.1). These could include: ›

Bicycle benefits program that provides an annual dollar amount for bicycle repairs, maintenance, and supporting equipment

›

Carpool discounts and ride matching services

›

Guaranteed ride home programs

IN THE MEDIUM-TERM AND LONG-TERM…

• Work with the MTMA to create a flexible mobility wallet program that offers a package of passes, discounts, and incentives for people who work or live in downtown. Brand and promote the strategy to downtown employers and residents (STRATEGY A.2). One possible package for a mobility wallet could include: ›

$100 pre-loaded Clipper Card (can be used on most Bay Area transit services including Caltrain and VTA, as well as Bay Wheels Bikeshare)

›

$10 BikeLink credit (secure bicycle storage)

›

$20 ridehailing credit (i.e. Lyft, Uber)

›

$20 e-scooter credit (i.e. Lime, Bird, or other mobility options)

• Allocate dedicated funding for the program, including a portion of PBD revenue (STRATEGY M.4). • Align mobility wallet pricing and marketing with the downtown permit program (STRATEGY M.2). Ensure that anyone who purchases a parking pass is presented with the option to purchase a mobility wallet instead.

STAKEHOLDER SOUND-OFF: BUSINESS OWNER

DOWNTOWN CUSTOMER

SERVICE EMPLOYEE

OFFICE EMPLOYEE

DOWNTOWN RESIDENT

DEVELOPER

CITY DECISION MAKERS AND STAFF

• Incorporate the mobility wallet program into the revised RPP program (STRATEGY M.5), rewarding downtown households who purchase fewer parking passes or reduce household vehicle ownership. 4

https://mtc.ca.gov/operations/traveler-services/commuter-benefits-program

CHAPTER 3: STRATEGY TOOLKIT | 59

those districts, including how collected parking permit surcharges can be spent. First offered in September 2017, the Transportation

CITY OF MOUNTAIN VIEW | DOWNTOWN PARKING STRATEGY Wallet is made possible by permit surcharges collected in the Northwest and CEID parking districts. Volunteer

permits; providing customer service support; and doing parking enforcement. The additional surcharge fee, set by the parking committees, supports transportation projects such as the Transportation Wallet, small capital improvements and encouragement programs.

What Is In the Transportation Wallet?

SPOTLIGHT: TRANSPORTATION WALLET

As the city changes, so do people’s transportation needs. An ever-evolving package of mobility options, the Transportation Wallet has included transportation passes and vouchers for use on TriMet, Portland Streetcar, BIKETOWN, and car sharing company car2go. New services can be added as they become available. In 2020 the Transportation Wallet also includes $30 in scooter credit for use on three electric scooter companies.

| 2020 Program Report PORTLAND, ORTRANSPORTATION WALLET 2017 2018 2019 2020 $687 Total Value

$767 Total Value

$669 Total Value

$819 Total Value

---

$30 Credit

• Collection of passes and credits forExecutive use on Summary transit, streetcar, bike share, and scooters Goals and Rationale

• Several wallet types based on location and The Transportation Wallet is a collection of passes and roads for all these new Portlanders to get around by driv$25 Credit --credits for use on transit, streetcar, bike-share, car-share, --- ing simply isn’t feasible. income level and e-scooters. In 2017, the City of Portland launched this

Against the backdrop of a growing city, the Transporta-

new and innovative program to reduce demand on city tion Wallet is one strategy to help reduce carbon emis• Introduced pilot in 2020-21 for affordable parking spaces and incentivize people to try new ways to Annual Pass and manage Annual Pass Annual PassBureau sions congestion. For the Portland housing residents get around the city. of Transportation (PBOT), it’s a tool to address traffic Developed as a parking management strategy to reduce

congestion and shift drive-alone car trips to less polluting

• Funded by a surcharge on residential/ 1-Year 1-Year passes the demand placed on Portland streets by too many modes. To users, 1-Year it is a package of transportation Membership Membership motor vehicles, the Transportation Wallet has three interthat provide options to get around Membership without needing to employee parking permits • Program results: › ›

related goals:

find and pay for parking.

• Increase use of travel modes other than driving By shifting trips to transit, biking, walking, and scooting, $50 Credit $100 Credit $150 Credit • Manage parking demand the Transportation Wallet helps free up parking and road • Utilize parking permit surcharges to reduce resident space for critical driving trips. As Portland continues to Fewer parking permits purchased in and employee transportation costs grow, the need for reliable, affordable, and convenient

eligible districts

2020

$637 Total Value

Portland’s population is expanding, but our roadway

transportation options to move people safely, efficiently,

Methodology and Outcomes Currently, Portland has two parking districts that use a ----combination of on-street meters, parking permits, and permit surcharge fees to help match parking supply to demand. The Northwest and Central Eastside Industrial Parking Districts, located on either Annual Pass Annual Passside of the Willamette River and downtown Portland, are where Transportation Wallets are available to residents and employees. The Wallet $99 leverages Credit* parking permit sur$99 Transportation Credit* charge fees to fund the program. This unique approach utilizes parking revenues to encourage behavior change, helping to manage parking while simultaneously invest$100 Credit $250 Credit ing in transportation options other than driving. in its first two and a half years, the Transportation Wallet has removed 2,400 parking permits from circulation, replacing Northwest Portland Central Eastside them with incentives to take trips by non-driving modes. Zone M Zones G/N An additional 1,600 Transportation Wallets have been in circulation through purchases.

and dependably is more important than ever. The Transspace (nonis not. About 580,000 people lived in the city in More non-single-occupancy vehicle portation Wallet addresses many of these needs. 2010; by 2035 that will grow to 860,000. Building enough SOV) trips by wallet holders *$25 in credit was initially distributed to Transportation Wallet holders. An additional $74 in credit is expected to be distributed

Find out more ›

Portland Bureaou of Transportation (PBOT)

›

Program Report

mid-year, pending the transition of the BIKETOWN fleet to electric-assist bicycles. Commuter Behavior

Survey data indicates that Transportation Wallet users drive to work less often than people without Transportation Wallets. Transportation Wallet Users

People Without Transportation Wallets

25%

Drive-Alone Trips

57%

Drive-Alone Trips

75%

Trips Via Bus, Bike, Walk, Carpool*

43%

Trips Via Bus, Bike, Walk, Carpool*

* n=361, Source: Fall 2019 Parking & Transportation Survey. Non-driving trips include transit, biking, walking and carpooling.

CHAPTER 3: STRATEGY TOOLKIT | 60

Transportation Wallet Eligibility Zones

Residents and employees in these parking districts can buy Transportation Wallets for $99 (87% off the retail cost), or get one at no cost by opting out of their annual area parking permits.

Northwest Parking District

Central Eastside Parking District

CITY OF MOUNTAIN VIEW | DOWNTOWN PARKING STRATEGY

CHAPTER 3: STRATEGY TOOLKIT | 61

CITY OF MOUNTAIN VIEW | DOWNTOWN PARKING STRATEGY

A.2 | IMPLEMENT A MARKETING AND COMMUNICATIONS CAMPAIGN. Develop a unified parking brand for city parking programs and facilities. Roll out a diverse marketing and communications campaign as people return to downtown and new management programs are implemented. WHY IS THIS STRATEGY NEEDED?

• The City does not have a unified brand or marketing strategy to support parking management and TDM investments. Some existing facilities and services—in particular, Garage 3, the Transit Center lot, and the valet program—would be better utilized if people were more aware of them. • A unified parking brand makes it easier for the public to recognize public parking opportunities. As the City expands opportunities and incentives for shared parking (STRATEGY Z.3 and STRATEGY S.2), it will be important for the general public to be able to easily identify which facilities are publicly-accessible. • Digital tools, including web pages and apps, can make it easier, more effective, and more user-friendly to share information and promote parking and transportation options.

STRATEGY STATS: IMPACT: MEDIUM

PRIORITY: MEDIUM

CAPITAL COST: LOW

OPERATING COST: LOW

CITY OF MOUNTAIN VIEW | DOWNTOWN PARKING STRATEGY

IN THE NEAR-TERM…

• Refresh public parking information on City website and collateral, prioritizing dynamic maps and program information by parking facility.

STAKEHOLDER SOUND-OFF:

• Undertake a targeted marketing campaign to promote existing parking facilities and programs as people return to downtown in a new, post-pandemic “normal.” Monitor parking facilities to ensure promotion of underutilized spaces.

BUSINESS OWNER

IN THE MEDIUM-TERM AND LONG-TERM…

DOWNTOWN CUSTOMER

• In coordination with the ongoing brand study, initiate and execute a branding/marketing study specifically for downtown parking and mobility services. Include an assessment of “re-brandable” products and services available from parking technology vendors which allow cities to apply a customized local brand to turnkey products and services. • Create a dedicated website for citywide parking programs, resources, and initiatives. As the City invests in other web-based services, including web-based permit management systems (STRATEGY M.2 and STRATEGY M.6), they should be incorporated into the unified brand and online portal. Provide publicly-accessible parking availability data in a format that ensures it can be integrated into third-party maps, apps, and other services. • Unify public parking facilities—including publicly-owned lots and garages as well as privately-owned shared parking locations—under a city parking brand. • Coordinate with the MTMA and a downtown PBD to promote parking options for visitors, customers, and workers. • Share data and increase public transparency with annual reporting to demonstrate the impact and benefits of key investments and programs.

SERVICE EMPLOYEE

OFFICE EMPLOYEE

DOWNTOWN RESIDENT

DEVELOPER

CITY DECISION MAKERS AND STAFF

CHAPTER 3: STRATEGY TOOLKIT | 63

CITY OF MOUNTAIN VIEW | DOWNTOWN PARKING STRATEGY

A.3 | IMPLEMENT AN INTEGRATED PARKING WAYFINDING STRATEGY. Create on-the-ground and digital wayfinding tools to help drivers find and utilize available parking spaces. WHY IS THIS STRATEGY NEEDED?

• Parking wayfinding in downtown is limited and inconsistent. While garages are equipped with digital wayfinding tools that indicate space availability, the facilities themselves can be difficult for people to find—particularly Garage 3 and the Transit Center lot. Surface parking lots do not have any digital signage. • Many stakeholders observed that it can be difficult to find an available parking at peak times, even when on- and off-street spaces are available nearby. • A comprehensive wayfinding strategy can make the parking experience more intuitive and user-friendly and can amplify the City’s public parking brand (STRATEGY A.2).

STRATEGY STATS: IMPACT: VERY HIGH

PRIORITY: MEDIUM-HIGH

CAPITAL COST: HIGH

OPERATING COST: MEDIUM

CHAPTER 3: STRATEGY TOOLKIT | 64

CITY OF MOUNTAIN VIEW | DOWNTOWN PARKING STRATEGY

IN THE NEAR-TERM…

• Include any necessary code revisions, including both digital and conventional signage, within the Downtown Precise Plan update. • Collaborate with business and neighborhood groups, including the Downtown Committee, to develop a vision for on-street signage and wayfinding.

IN THE MEDIUM-TERM AND LONG-TERM…

• Align the wayfinding strategy with the citywide parking brand (STRATEGY A.2). • Expand wayfinding program to include web and app-based tools. Leverage parking technology and vendor services available via demand-based pricing implementation (STRATEGY M.3). Incorporate data from parking meters and payment platforms into wayfinding tools. Share all data with the public via a web-based dashboard (STRATEGY M.9). • Include wayfinding technology and digital signage in the design of any new public parking facilities (STRATEGY S.1). • Provide city-branded signage and wayfinding materials to privately-owned parking facilities that provide public access or opt into the public parking system (STRATEGY S.1 and STRATEGY S.2). • Allocate dedicated funding for the wayfinding program, including a portion of PBD revenue (STRATEGY M.4).

STAKEHOLDER SOUND-OFF: BUSINESS OWNER

DOWNTOWN CUSTOMER

SERVICE EMPLOYEE

OFFICE EMPLOYEE

DOWNTOWN RESIDENT

DEVELOPER

CITY DECISION MAKERS AND STAFF

CHAPTER 3: STRATEGY TOOLKIT | 65

CITY OF MOUNTAIN VIEW | DOWNTOWN PARKING STRATEGY

Z.1 | ADOPT A TRANSPORTATION DEMAND MANAGEMENT (TDM) ORDINANCE. Reduce downtown parking demand and enhance travel options by requiring and incentivizing new developments to invest in TDM. WHY IS THIS STRATEGY NEEDED?

• TDM expands mobility choice, improves equity and access for non-drivers, and reduces single-occupancy vehicle trips.

STRATEGY STATS: IMPACT: HIGH

• TDM is a crucial complement to an efficient and right-sized downtown parking program. It frees up valuable parking spaces and minimizes the need for costly parking construction.

PRIORITY: HIGH

• Mountain View requires TDM in other areas of the city, but not in downtown. Expanding TDM to include downtown can leverage citywide TDM investments and capitalize on downtown’s proximity to transit, biking, and walking facilities.

CAPITAL COST: LOW

• A citywide TDM ordinance that is calibrated to downtown can ensure that vehicle trip reduction programs across the city are comprehensive, coordinated, and equitable.

OPERATING COST: LOW-MEDIUM

RELATED STRATEGIES: M.4 | DOWNTOWN PBD AND PARKING ENTERPRISE M.5 | EXPAND MTMA A.1 | MULTIMODAL INCENTIVES Z.3 | UPDATED PARKING STANDARDS

CHAPTER 3: STRATEGY TOOLKIT | 66

CITY OF MOUNTAIN VIEW | DOWNTOWN PARKING STRATEGY

IN THE NEAR-TERM…

• Develop and adopt a citywide TDM ordinance that defines a mode shift and/or trip reduction target for all new projects based on land use and project size. Require project applicants to submit a TDM plan as part of the approval process. • Establish a set of “baseline/required” TDM measures and “optional/recommended” TDM measures for all new developments over a minimum size or estimated trip impacts. Trip thresholds could be set based on net-new average daily traffic (ADT).

STAKEHOLDER SOUND-OFF: BUSINESS OWNER

• Baseline measures could include: a TDM coordinator, pre-tax commuter benefits, bicycle benefits and facilities, unbundled parking, transit passes/subsidies, participation in the Mountain View Transportation Management Association (MTMA), and annual monitoring/reporting of trip generation and/or travel mode share.

DOWNTOWN CUSTOMER

• As part of citywide ordinance development, study the potential advantages of a pointbased TDM system that provides additional flexibility for developers and allows the City to easily adjust the level of incentive for each TDM measure over time.

SERVICE EMPLOYEE

• Include provisions to ensure service workers and employees at small businesses have access to TDM programs and benefits.

IN THE MEDIUM-TERM AND LONG-TERM…

• As needed, develop a downtown-focused TDM “overlay” requirement and incorporate into the Downtown Precise Plan. • Coordinate with downtown PBD and MTMA (STRATEGY M.4 and STRATEGY M.5) to implement TDM programs, gather data on the impact of TDM programs, and share TDM progress with the community.

OFFICE EMPLOYEE

DOWNTOWN RESIDENT

DEVELOPER

CITY DECISION MAKERS AND STAFF

CHAPTER 3: STRATEGY TOOLKIT | 67

CITY OF MOUNTAIN VIEW | DOWNTOWN PARKING STRATEGY

SPOTLIGHT: TDM ORDINANCE SAN FRANCISCO, CA

• Point-based system – each measure is worth a set number of points (1 point roughly equal to 1% estimated reduction in VMT) • Projects must meet point targets based on land use and number of parking spaces provided

TABLE 2-3: TDM MEN Category

Measure

ACTIVE-1

Improve Walking Conditions : Improve Walking Conditions :

ACTIVE-2

Administrative fee must be paid with each report submittal

›

After five years of good standing, reporting shifts to once every three years

Find out more ›

San Francisco Planning Department

Option A; or Option B; or

Improve Walking Conditions : Option C; or Improve Walking Conditions : Option D Bicycle Parking: Option A; or Bicycle Parking: Option B; or Bicycle Parking: Option C; or

• Standardized annual monitoring and reporting requirements: ›

U OF OPTIONS

Bicycle Parking: Option D

ACTIVE-3

Showers and Lockers

ACTIVE-4

Bike Share Membership:

Location A; or

AP PENDIX

ACTIVE-5a ACTIVE-5b

Bike Share Membership: A Location B Bicycle Repair Station

Introductio n

Bicycle Maintenance Serv ices

Points

1  1  1 

AP PENDIX

Land Use Category B

Introductio n

1  1  2  3  4  1  1 

Appendix A includes the inform the Transp ation on al ortation D l of emand Man measures agement (T included on DM) the TDM m enu of optio ns. The TDM measures are groupe following ei d into the ght catego ries:

2  1  1 

ACTIVE-6

Fleet of Bicycles

ACTIVE-7

Bicycle Valet Parking

CSHARE-1

Car-share Parking and Appe Mem ndix bersh A inip:clOptio A; or udesnth 1  e informat e anspor Car-share Parking th ion on all and Tr ta Mem n Dem ip:tio of Optio n B;an ord Man measurebersh  agem2 en Car-share Parking and Mem s included on t (TDM) thor bership: Option C; e TDM men u 3of op  tions. Car-share ParkingTh e TD and Mem Mbersh meaip: suOptio res arneD;grorou llowing eigh ped into th4  Car-share Parkingfo and Mem t caOptio e bership: tegonrie E

1  1 

ACTIVE AC TI VE TR AN SP OR TATION

CSHARE CA R- SH AR

There is a cov measures that measures; this category re late reduce ve hicle of applying and a Group H ousin Dwelling U nit for based on the nu OP TIONS

Many of th P P e TDM P P include di There is a P GETS TAR fferent op AND RIES co EGO P ve CAT r sheet prec P t P Targe Th TABLE 2-1: LAND USE es m Use e options easures th eding each sed by Land are at describ # of Parking Spaces propo category ofOpt P es th P Typical Land Use Type measures; P ion B, Opt e natureP of Land Use Category ion C this includ Base Target: 13 points the catego de 4 es ≤ 0 fin ho ber: ry ca wP the mea of e the particu teDEgo Base num LIVryERrelaPte to onPe sures with po la Retail s: another, an in that int value aw reduce ve Y A 5  1 additional point DELIVERY-1 Delivery FA d how the m hiclPe miles P arded Supportive Amenities traveledP (VMILY easu wre Each additional 2* ay of applying ss that a TDM M T)  1 . an Fo ts DE VERY me d implemen r the purp mea Base Target: 12 poinDELIVERY-2 Provide Delivery Services ose sure may a GroLI ting indi up Housing be app Base number: 0 ≤ 20 1  bedroom FA MILYvidual measures, (project si Dwelling U Office FAMILY-1 is intercha Family TDM Amenities: Optio te t lo poin al ni ca B ition t ngeable w et tion, n A; and/or for any mea 1 add c.), or vario ith a based on sure that is 1  Each additional 10* Family TDM Amenities: Optio us levels the numbe wholly, or ACTIV n EB r of Dwellin in part, g 10 points  1 U ni FAMILY-2 ts On-site Childcare in a projecExam CSHARE t. 0≤5 ple 1. FAM Residential ILY-1 F OP TIONS 2  FAMILY-3 two fully in C Family TDM Package AC TI VE 11 points HOV dependen TR AN SP OR t 6 ≤ 10 CA R- SH AR 2  se TATION le ct Option INFO E Many of th A and/or e TDM mea 12 points various on sures on th HI GH in cl -s One point may be equal OC ud ite CU e 11 ≤ 15 st PA to a 1% reduction in VMT. diffe orage e menu of NC reYnt options collapsible options VEHICL ES IN Thes with FOin RM AT N shopping e options 13 points & = applicable to land use me measu availabl ca are calledCOMMUNtheIOsa category. re. e point; th 16 ≤ 20 Option B, IC AT IO NS ou t w ith letters, “O erefor Option C. = applicable to land use available fro category, see fact sheets ption A, . .” and so 1 additional poinPt de for fin furthe m e r detai th fo th ls regarding project size is meas rth. The op e particula = applicable to land use DELIV and/or location. ERY ct includes Each additional 10* catgory only r condition tions if proje point valu some parking. s that lead = not applicable to land e awarded FAMILY to a differe Example 2. 3 points use category. within a TD w ces ay spa nt H ing s O park th Vof M measure at a TDM m 1 Contri = project sponsor can selec Any # DEmeas t these , differeSu easure may LI VERY Other ures for land use category measuLU ntstainable Transpor D, but will not receive point re may be D be ple, a tatio s. applied un PKG applied, how a th highest target. For exam FA MILY e options (p rounded up to the next TD be ro will s ar de M je space e g ct r focused o various circ site locatio er of parkin assigned the base target, the numb umstan n, project g space proposed above ct to a 14 point target. et fo parkin subje ce c. is s onal r ), s si di additi space g or ze LA each ffe * For vaErious leve , or land us ND US rent leve ses 21 parkin Category C that propo e typem ls of implem project within Land Use , easure includes fin PA RK IN enGtation. ancia transporta M AN AG EM Example 1. tio n in the form o EN T FAMILY-1 Fa The guidel mily TDM two fully in in es HOV for providin Amenities dependen includac t options. select Opt esross all of the optio INFO A project sp ion A and/ ns; th onsor may or Option various on B. HIGH OC CU Option A re -site storag PA NCY quires e areas, w co lla ps VE V. INFO RM AT hile Option HICL ES 03 .11 .20ib 12 TRANSPORTATION DEMAND MANAGEME 21le shopping IO N & B requires CHAPTER 3: STRATEGY TOOLKIT | 68 NT (TDM) carts. Each available po CO MMUN option repr IC AT IO NS int; therefor esents 1 e, a maxim available fro um of 2 po SA N FR AN m this mea CIS CO TR AN ints is sure. SP OR TATIO ND Example 2. HOV-1 E

CITY OF MOUNTAIN VIEW | DOWNTOWN PARKING STRATEGY

CHAPTER 3: STRATEGY TOOLKIT | 69

CITY OF MOUNTAIN VIEW | DOWNTOWN PARKING STRATEGY

Z.2 | ADOPT NEW BICYCLE PARKING REQUIREMENTS. Update bicycle parking requirements so that new developments provide adequate bicycle parking for short-term visitor trips and long-term commuter trips. WHY IS THIS STRATEGY NEEDED?

• Providing plenty of convenient, secure, and accessible bicycle parking makes it easier and more appealing for people of all ages and abilities to travel to, from, and within downtown by bike. • Mountain View’s current bicycle parking requirements are defined as a percentage of required vehicular parking. Industry best practices calibrate bike parking demand by land use, not relative to vehicle parking. Defining new parking requirements will ensure that new developments provide adequate bicycle parking to support the City’s mobility and accessibility goals. • Updating the bicycle parking requirements provides an opportunity to refresh bicycle parking design standards in alignment with national best practices.

STRATEGY STATS: IMPACT: LOW-MEDIUM

PRIORITY: LOW-MEDIUM

CAPITAL COST: MEDIUM

OPERATING COST: HIGH

RELATED STRATEGIES: M.1 | PARKING ADMINISTRATOR AND DIVISION M.9 | CURB MANAGEMENT A.2 | MARKETING AND COMMUNICATIONS A.3 | WAYFINDING STRATEGY

CHAPTER 3: STRATEGY TOOLKIT | 70

CITY OF MOUNTAIN VIEW | DOWNTOWN PARKING STRATEGY

IN THE NEAR-TERM…

• Develop and adopt new City code language that establishes bicycle parking requirements by a consolidated set of land uses and project size. Requirements should address both short- and long-term bicycle parking needs. Potential requirements for downtown are shown in Figure 3.

BUSINESS OWNER

DOWNTOWN RESIDENT

• In conjunction with the AccessMV Comprehensive Modal Plan, update and modernize bicycle parking classifications and standards to improve consistency with the VTA Bicycle Technical Guidelines and other best practice standards.

DOWNTOWN CUSTOMER

DEVELOPER

SERVICE EMPLOYEE

CITY DECISION MAKERS AND STAFF

STAKEHOLDER SOUND-OFF:

• Coordinate bicycle parking requirements with the Active Transportation Program to study bike parking demand, identify new priority locations, and fund additional bike parking. Funding for new bike parking could include revenue from paid parking (STRATEGY M.4).

IN THE MEDIUM-TERM AND LONG-TERM…

OFFICE EMPLOYEE

• Incorporate additional bike parking and end-of-trip facilities (showers, lockers, bike fix-it stations) into citywide and downtown TDM requirements.

Figure 3 - Potential Bicycle Parking Requirements

Land Use

Baseline Requirements

Short-Term (Class II/III)

Long-Term (Class I)

+ Additional Requirements

Short-Term (Class II/III)

Long-Term (Class I)

Retail, services, restaurant

For the first 8,000 sq. ft:

For each additional 1,000 sq. ft:

1.0

0.25

Office

For the first 10,000 sq. ft:

For each additional 1,000 sq. ft:

0.05

0.5

Residential

For the first 4 dwelling units:

For each additional dwelling unit:

0.05

1.5

All other uses

For the first 10,000 sq. ft:

For each additional 1,000 sq. ft:

1.0

0.25

Mixed-use developments

(sum of individual uses)

CHAPTER 3: STRATEGY TOOLKIT | 71

CITY OF MOUNTAIN VIEW | DOWNTOWN PARKING STRATEGY

Z.3 | UPDATE PRECISE PLAN PARKING STANDARDS. Right-size downtown’s off-street parking requirements to incentivize shared parking, reflect parking need, and align with city goals and vision. WHY IS THIS STRATEGY NEEDED?

• Downtown’s decades-old parking code no longer supports desired outcomes for a shared parking district that prioritizes multimodal travel. • The current minimum parking requirements are high, especially in a walkable, bikeable, mixed-use district near a major transit center. • The parking code has resulted in a highly discretionary approval process, creating uncertainty for developers and an administrative burden for the City. • Existing parking standards make adaptive reuse of some developments and parcels difficult or impossible. • Some parking requirements make it more difficult to fill vacant ground floor commercial spaces. • Updating the parking standards in the Precise Plan area will incentivize shared parking and right-size future supply to better reflect parking need. • A new approach to parking requirements can help the City future-proof local approaches in the event of reduced parking demand through effective TDM, management, or COVID-19, as well as potential future State legislation on parking minimums for transit-oriented districts.

STRATEGY STATS: IMPACT: HIGH

PRIORITY: HIGH

CAPITAL COST: LOW

OPERATING COST: LOW

CHAPTER 3: STRATEGY TOOLKIT | 72

CITY OF MOUNTAIN VIEW | DOWNTOWN PARKING STRATEGY

IN THE NEAR-TERM…

• Continue to study parking need in downtown as COVID-19 recovery continues and new parking management and TDM programs are implemented. Launch an outreach and engagement process with downtown stakeholders. • Begin to evaluate revised parking standards, including updated requirements and more flexible options for meeting those requirements.

IN THE MEDIUM-TERM AND LONG-TERM…

• Update off-street parking requirements in the Precise Plan that include lower required unshared minimums and new unshared parking maximums (Figure 4). • Consider adopting new requirements and incentives for shared parking, including minimum shared parking requirements and an option for developments to exceed maximum parking limits if the increment is shared.

STAKEHOLDER SOUND-OFF: BUSINESS OWNER

DOWNTOWN CUSTOMER

SERVICE EMPLOYEE

• Increase the in-lieu fee to better reflect the cost of underground parking construction and operations. • Expand the pathways for meeting parking requirements, including options such as: ›

Granting a reduction in required parking for any projects in the Precise Plan area that provide a comprehensive TDM program above and beyond baseline TDM requirements (STRATEGY Z.1).

›

Offering a shared parking credit that allows each shared and/or in-lieu fee space to be counted as “extra” towards the minimum parking requirement (for example, each shared space provided could count as two spaces towards the requirement). This reflects the greater efficiency of shared and public parking spaces.

• Consider adopting overall parking maximums (combined shared and unshared parking). Such overall maximums should be set at a level that reflects future parking need, available shared parking supply, and future growth in downtown. • Continue to monitor the need for additional shared and unshared parking supply, and adjust minimum parking requirements accordingly. If minimum parking requirements are reduced to “0,” then the in-lieu fee would no longer be applicable.

OFFICE EMPLOYEE

DOWNTOWN RESIDENT

DEVELOPER

CITY DECISION MAKERS AND STAFF

CHAPTER 3: STRATEGY TOOLKIT | 73

CITY OF MOUNTAIN VIEW | DOWNTOWN PARKING STRATEGY FIGURE 4 - Potential Revisions to Precise Plan Parking Standards

WHAT ARE THE REQUIREMENTS AND OPTIONS TODAY?

WHAT POTENTIAL CHANGES COULD THE PRECISE PLAN INCLUDE?

Minimum unshared parking requirements:

• Minimum unshared parking requirements are high for a mixed-use downtown district

• Lower minimum unshared parking requirements to better reflect the parking need in downtown

Minimum shared parking requirement:

None

• Minimum shared parking requirements

Maximum parking limits:

None

• Maximum unshared parking limits

TDM requirements:

None

• Minimum TDM requirements through a citywide TDM ordinance

PARKING REQUIREMENTS:

OPTIONS FOR MEETING PARKING REQUIREMENTS: Option A: Build unshared parking: and/or Option B: Pay the in-lieu fee:

Allowed (no limit)

Allowed (up to the maximum limit)

• Applicability varies by land use and location • Fee is tied to regional construction costs for above-ground parking

• Expanded in-lieu fee option (full Precise Plan area) • Increased in-lieu fee to better reflect the cost of underground parking construction/maintenance

and/or Option C: Receive a shared parking credit: and/or Option D: Receive a TDM credit:

Not allowed

• Reduced parking requirement for projects that provide shared parking or in-lieu fee

Small credit of 5% allowed, which is low for a walkable, bikeable, mixed-use district with access to transit.

• Reduced parking requirement for projects that implement extra TDM programs

CHAPTER 3: STRATEGY TOOLKIT | 74

Vision & Guiding Principles CITY OF MOUNTAIN VIEW | DOWNTOWN PARKING STRATEGY

SPOTLIGHT: BERGAMOT AREA PARKING CODE SANTA MONICA, CA

On the surface, the Bergamot Plan area doesn’t ook much different than it did a half-century ago. ndeed, if a factory worker from the early 1960s • Lower minimums anditunshared maximums apply for eturned to the neighborhood today, would seem both residential and commercial uses retty familiar. Some new buildings have been built, • Area plan places limits on industrial how much parking can be ut most of the district’s fabric—low-slung reserved for exclusive use—generally, uildings—remains the same. There may be more increments of parking above minimum and below maximum must ars on the streets, be but the street grid itself hasn’t shared hanged much. The right-of-way for the old Santa • Minimum/maximum requirements “phase down” Monica “Air Line” interurban train routenet-new is still there, based on districtwide parking utting behind properties and through brush, but new • Plan includes TDM and TMA membership onstruction reveals requirements that rail service be backregulations soon. tiedwill to parking

Find out more this area is a et for all the physical similarities, › Adopted Monica Bergamot undamentally different placeSanta today because of Area Plan what goes on inside the buildings. A few industrial A MONICA 0 Square Feet Parking Requirements per 1,00 usinesses remain, but of the older buildings amot Plan Area Commercial g most Table 5.06 Tier 1 & Tier 2 Berg ements are different dependin ary shareD parking maximUm with volUnt Bergamot Plan. into creative workshops UireD reQfor e of the avephas been transformed tion tion, 2.0 may be reser ved sumed—the first at Plan adop 4.0, of which no more than 2.0 he new economy, including post production labs for n tion whe Adop ly Plan final At and es, 0 net new spac 1.5 may be reser ved 3.0, of which no more than 2.0 — 0 Net New Spaces offices and new spaces have been built At 2,50 0 netentertainment he industry, architectural 1.0 may be reser ved 2.0, of which no more than the 0.0 ratcheting down to ensure that At 5,000 Net New Spaces ne art galleries, among others. In many cases, an cial Parking Requirements per 1,000 Square Feet that ved at build-out. It is assumed Area Commer of s year e 5.07 Tier 3 Bergamot Plan Tabl early the in be higher will nonymous building exterior masks an interior that UireD maximUm on d reQ ent than in later years, base as been dramatically on of TDM and upgraded; yesterday’s shop reser ved ementati ide impl 2.0, of which at least 1.0 must 4.0, of which no more than 2.0 may be trip reduction targets through tion Adop hicle At Planworkplace of today. be shared oor has become the high-end strian facilities. Also, must be reser ved

cycle and pede more t early projects will provide Over . uses cent adja or sharing with should otal commercial parking ratio feet. In 2.0 spaces per 1,000 square up to ividual projects may be higher, es” Spac New “Net 000 square feet. treet e total increased number of off-s area uilt in the whole Bergamot Plan in this number that is documented

At 2,500 Net New Spaces At 5,000 Net New Spaces

2.0, of which at least 1.0 be shared 0.0

for district-wide shared and facilitates the opportunity rent sizes and peak diffe of uses land ng parking amo ng. muti and non-peak hours of com summarized in Tables Commercial standards are section B14.A.07 for subalso See . 5.07 5.06 and licable to changes of use in

3.0, of which no more than

1.5 may

1.0 and no more than 2.0, of which no more than may be reser ved 50% of any parking provided

e 5.05, provided per 1,000 square feet per Tabl 2.0 per 1000 over on porti l tiona that the addi ic, and that the SF shall be shared with the publ e: following findings can be mad shared That the location of proposed i. a street from ssed acce is ities facil parking street” in the designated as a “complete

Vision & Guiding Principles

CHAPTER 3: STRATEGY TOOLKIT | 75

CITY OF MOUNTAIN VIEW | DOWNTOWN PARKING STRATEGY

Z.4 | UPDATE THE PARKING DISTRICT. In accordance the requirements of Proposition 218, modify the Parking Management Assessment District (PMAD) and transition parking management duties from the PMAD to the Parking Benefit District (PBD). WHY IS THIS STRATEGY NEEDED?

• The Parking Management and Assessment District (PMAD), last updated in 1979, provides a dedicated source of revenue for the maintenance of public parking facilities. However, the PMAD boundary no longer reflects downtown’s scale of parking demand, scope of parking issues, or projected growth. • The PMAD assessment has not been consistently updated and no longer covers costs. Furthermore, the PMAD’s allocation formula is based in part on the current parking minimums, which do not accurately reflect present or forecasted future parking demand.

STRATEGY STATS: IMPACT: MEDIUM

PRIORITY: HIGH

CAPITAL COST: MEDIUM

OPERATING COST: LOW

RELATED STRATEGIES: M.1 | PARKING ADMINISTRATOR AND DIVISION M.4 | DOWNTOWN PBD AND PARKING ENTERPRISE M.5 | EXPAND MTMA Z.3 | UPDATED PARKING STANDARDS

CHAPTER 3: STRATEGY TOOLKIT | 76

CITY OF MOUNTAIN VIEW | DOWNTOWN PARKING STRATEGY

IN THE NEAR-TERM…

• Meet with PMAD property owners and downtown stakeholders to consider revisions to the PMAD boundary and the methods for calculating the PMAD assessment. ›

As feasible, and per the process requirements established in Proposition 218, work with property owners to adjust the PMAD assessment and/or boundary to be coterminous with the Precise Plan area.

›

The PMAD assessment should be recalibrated to reflect today’s actual maintenance and operation costs. The allocation method for the assessment should be redefined to align with parking demand by land use (i.e. ITE Parking Generation rates) rather than current minimum parking requirements.

• Regardless of whether the PMAD boundary is revised, begin using the PBD boundary (STRATEGY M.4) instead of the PMAD boundary in public-facing communications and City policies, including the City website. Continue using the PMAD boundary as an assessment tool only.

STAKEHOLDER SOUND-OFF: BUSINESS OWNER

DOWNTOWN CUSTOMER

SERVICE EMPLOYEE

IN THE MEDIUM-TERM AND LONG-TERM…

• Transition all parking management activities, messaging, and public-facing communications from the PMAD and Parking District to the PBD (STRATEGY M.4). Facilitate coordination between PMAD property owners and PBD/TMA members (STRATEGY M.4 and STRATEGY M.5).

OFFICE EMPLOYEE

DOWNTOWN RESIDENT

DEVELOPER

CITY DECISION MAKERS AND STAFF

CHAPTER 3: STRATEGY TOOLKIT | 77

4 IMPLEMENTATION PLAN

CITY OF MOUNTAIN VIEW | DOWNTOWN PARKING STRATEGY

IMPLEMENTATION PLAN The Downtown Parking Strategy is the culmination of more than a year of effort. It is not the end, but the beginning. Downtown employers, employees, residents, visitors, and stakeholders want definitive action. The City Council and City staff are ready to implement.

IMPACTS OF COVID-19

To that end, this chapter provides a roadmap for implementation. It summarizes the general timeline and sequence of the recommended strategies, without being overly proscriptive. Key milestones are identified to ensure both short-term action and long-term success. To further support implementation, a financial program was developed to estimate revenues and expenditures for the Parking Strategy.

IMPLEMENTATION GUIDELINES QUICK WINS STRATEGY PHASING AND SEQUENCING FINANCIAL PROGRAM

DETAILED IMPLEMENTATION ROADMAP

IMPLEMENTATION PLAN CHAPTER 4: IMPLEMENTATION PLAN | 80

COVID-19 complicates implementation. Like all cities, Mountain View is monitoring the ups and downs of the pandemic and its ebb and flow on parking demand and travel behavior. As noted in Chapter 1, this report assumes that downtown’s parking challenges are structural in nature. Common frustrations will return as a new normal takes shape. Downtown must start now to advance a new and transformational approach to parking policy and management.

CITY OF MOUNTAIN VIEW | DOWNTOWN PARKING STRATEGY

IMPLEMENTATION GUIDELINES THERE IS NO SILVER BULLET.

No one strategy will solve downtown’s parking challenges—it will require a mutually-supportive package of solutions. Much like the rich, vibrant character of downtown itself, success will be achieved by focusing on the whole rather than any individual part.

CHANGE IS DIFFICULT, BUT NECESSARY.

The Strategy offers bold and innovative approaches. Downtown’s systemic parking issues will only be solved by going beyond the status quo.

IMMEDIATE IMPROVEMENT IS NEEDED—AND POSSIBLE.

Downtown has challenges today. Certain “quick wins” should be advanced to secure tangible progress and build support for future work.

COMMUNICATION IS VITAL.

Ongoing dialogue with the community about the Strategy’s rationale, benefits to downtown, and its practical details will be crucial to securing stakeholder buy-in.

IMPLEMENTATION WILL TAKE TIME.

IMPLEMENTATION REQUIRES PARTNERSHIP.

IMPLEMENTATION MUST BE CALIBRATED.

IMPLEMENTATION IS A “LIVING” PROCESS.

Implementation of every strategy will not, and should not, happen right away or all at once. Some will take additional time to plan, design, or finance.

Downtown must use data to inform when and where to implement key strategies, balancing a variety of parking, mobility, and economic metrics.

No one person, organization, or city agency can solve it all. City staff and stakeholders must leverage each other to overcome systemic problems.

The Strategy provides a framework for moving forward. It is based on analysis and best practices, but no plan gets it all right the first time. Downtown must be flexible and continually evaluate its performance through a “test and learn” approach.

CHAPTER 4: IMPLEMENTATION PLAN | 81

CITY OF MOUNTAIN VIEW | DOWNTOWN PARKING STRATEGY

QUICK WINS Immediate progress is within reach. Here are six quick wins the City of Mountain View should prioritize to build momentum in 2021 and 2022. A detailed implementation roadmap is also provided in this chapter.

STRATEGY M.1: PARKING ADMINISTRATOR • Develop an organizational structure for a municipal parking division. • Create a job description for a parking administrator and supporting staff.

STRATEGY M.2: PERMIT PROGRAM

• Rebalance the permit cost structure, establish permit limits, and advance an affordable permit option.

STRATEGY M.3: ADVANCE PAID PARKING

STRATEGY S.2: SHARED PARKING ACCESS

• Begin laying the necessary groundwork to support paid parking implementation in the medium- and long-term, which could include:

• Ensure consistent use of the Transit Center parking lot and other underutilized facilities through a marketing campaign, updated parking materials and website, and enhance wayfinding.

›

Drafting a demand-based pricing ordinance

›

Forming a Parking Benefit District (PBD)

›

Evaluating vendor and technology options

›

Developing an equitable enforcement plan that focuses on education and outreach

• Develop a shared/leasing agreement template for private property owners. (Re)engage private property owners to discuss potential opportunities for shared parking arrangements.

• Conduct additional outreach with downtown residents, business owners, and employees.

STRATEGY M.5: MTMA • Advance planning efforts for expansion of the MTMA to downtown.

CHAPTER 4: IMPLEMENTATION PLAN | 82

STRATEGY A.2: MARKETING AND COMMUNICATIONS

• Initiate and execute a branding/marketing study for downtown parking, as well as broader mobility services.

ING PARKMIT PER

S H O P

CITY OF MOUNTAIN VIEW | DOWNTOWN PARKING STRATEGY

NEAR, MEDIUM, AND LONG-TERM SEQUENCING IN THE NEAR-TERM...

KEY MILESTONE

IN THE MEDIUM-TERM...

KEY MILESTONE

IN THE LONG-TERM...

Expand demand management programs and create more shared parking supply by leveraging updated zoning requirements and additional staff capacity.

Price parking to manage parking demand. Leverage parking revenue to expand TDM programs and services. Depending on parking need, consider building new public supply.

OUTCOMES

Parking management programs are more coordinated. Existing supply is better utilized. City and stakeholders are preparing to overhaul management systems.

With additional staff capacity, new programs and partnerships can be implemented to create more shared parking supply and manage demand.

With demand-based pricing, more resources are available to expand parking and TDM programs. Pricing itself provides a crucial new “lever” to manage supply and demand.

RESOURCES

With current staff capacity With current resources

KEY ACTIONS & INITIATIVES

PREPARATION FOR FUTURE ACTIONS

• Revise downtown permit program • Revise residential permit program • Expand MTMA

• Initiate hiring process for a parking administrator • Draft a TDM ordinance • Begin to advance paid parking by developing targets and engaging stakeholders

With parking administrator and support staff With additional resources • Hire a parking administrator • Expand valet service • Implement TDM programs, incentives, and requirements • Secure shared parking partnerships with private property owners • Finalize plans for paid parking • Create PBD structure • Initiate process for forming a parking enterprise division • Begin developing updated parking requirements

IMPLEMENT DEMAND-BASED PRICING

Optimize existing parking management programs and practices to use current supply more efficiently and to better meet parking need. Prioritize new staffing, skills, and resources.

HIRE A PARKING ADMINISTRATOR

FOCUS

With fully-staffed parking division With dedicated revenue from paid parking • Implement paid parking • Expand TDM programs • Launch parking data dashboard • Expand enforcement using an education and outreach model • Update parking requirements • Monitor parking need • Adjust parking rates based on utilization • If needed, prepare for new public parking supply

CHAPTER 4: IMPLEMENTATION PLAN | 83

CITY OF MOUNTAIN VIEW | DOWNTOWN PARKING STRATEGY

DETAILED IMPLEMENTATION ROADMAP STRATEGIES M.1

Parking Administrator and Division

M.2

Downtown Permit Program

M.3

Demand-Based Pricing

M.4

Downtown PBD and Parking Enterprise

M.5

Expand Mountain View TMA

M.6

Residential Parking Permit Program

M.7

Valet Program

M.8

Enforcement, Data Collection, and Communication

M.9

Curb Management Strategy

S.1

New Public Parking Supply

S.2

Public Access to Private Off-Street Parking

A.1

Multimodal Incentives

A.2

Marketing and Communications

A.3

Wayfinding Strategy

Z.1

TDM Ordinance

Z.2

Bicycle Parking Requirements

Z.3

Update Precise Plan Parking Standards

Z.4

Update the Parking District

CHAPTER 4: IMPLEMENTATION PLAN | 84

KEY MILESTONE: HIRE PARKING ADMINISTRATOR

PHASE 1: NEAR-TERM

22 26

2 7 11

3 12

4 Hire parking administrator 8 Implement new DT permits

13 17 24 Extend MTMA to downtown 28 Implement new RPP

23 27 31 36 42

47 Adopt partnership framework 50 55 60 63 69

66 70

78 Modify PMAD boundary & fee

Adopt TDM ordinance Adopt bike parking requirements

CITY OF MOUNTAIN VIEW | DOWNTOWN PARKING STRATEGY

KEY MILESTONE: IMPLEMENT PRICED PARKING

PHASE 2: MEDIUM-TERM

5 10

6 14

25 29

30 32

15 Implement priced parking 19 Formalize and create PBD

16 20

33 38 43

34 40 44

35 28

52 56

Expand valet program Launch data dashboard and begin dynamic curb management

Launch mobility wallet

Study new parking requirements

61 64 67

PHASE 3: LONG-TERM

45 48 53 58 62 65

49 54

68 71 72

79 CHAPTER 4: IMPLEMENTATION PLAN | 85

CITY OF MOUNTAIN VIEW | DOWNTOWN PARKING STRATEGY

INDEX - DETAILED IMPLEMENTATION ROADMAP M.1 - Parking Administrator & Division 1. Develop a draft organization structure and staffing plan. 2. Develop a job description for a parking administrator. 3. Hire parking administrator. 4. Include parking administrator and division in 2022 budget request. 5. Transition duties and responsibilities to parking administrator and division. 6. Expand staff and/or contracted services as needed. Report out annually. M.2 - Downtown Permit Program 7. Finalize permit structure, prices, and oversell ratios. 8. Implement new permits, prices, and systems. Launch affordable parking program. 9. Phase out old permits. 10. Monitor utilization and adjust prices/ ratios as needed. M.3 - Demand-Based Pricing 11. Develop targets, metrics, and thresholds for priced parking implementation based on parking demand and economic activity. 12. Begin public outreach and messaging campaign.

13. Draft and adopt demand-based pricing 25. Expand MTMA funding and incorporate ordinance. downtown stakeholders into MTMA management structure. 14. Identify vendors and technology and begin procurement process. M.6 - Residential Parking Permit 15. Implement priced parking. Program 16. Monitor demand and adjust program as 26. Coordinate revised RPP proposal and needed. price structure with parking strategy recommendations. M.4 - Parking Benefit District & 27. Council approval of revised RPP. Enterprise Fund 28. Implement new RPP processes, 17. Finalize PBD boundaries, bylaws, and price, and systems. management structure. 29. Monitor utilization and adjust prices/ 18. Convene a PBD oversight committee permit structure as needed. with residents, workers, and businesses. 30. Explore a “non-resident” permit option. 19. Formalize and create PBD. M.7 - Valet Program 20. Develop and maintain a prioritized 31. Resume valet operations to meet expenditure plan for PBD funds. demand. 21. Evaluate, design, and advance a 32. Develop a valet expansion plan, parking enterprise fund. including valet parking supply locations and remote pick-up/drop-off locations. M.5 - Expanded Mountain View TMA 33. Identify options for program operators 22. Collaborate with MTMA leadership to and technology vendors. develop an expansion plan. 34. Expand valet program. 23. Launch a public outreach and promotion campaign to engage 35. Monitor utilization and opportunities downtown residents, workers, and for additional valet parking supply businesses. locations. 24. Extend MTMA to downtown.

CHAPTER 4: IMPLEMENTATION PLAN | 86

M.8 - Enforcement, Data Collection, and Communication 36. Resume enforcement, prioritizing time-limited on- and off-street spaces. Adjust citation rates as needed. 37. Develop a customer-friendly enforcement plan that includes equitable enforcement goals and metrics. 38. Transition enforcement duties to parking division. 39. Procure LPR systems and/or other enforcement technologies that are interoperable with downtown permit and RPP programs. 40. Launch data dashboard and begin dynamic curb management. 41. Share enforcement data via a publicfacing data dashboard. M.9 - Curb Management Strategy 42. Finalize the future of Castro Street. 43. Undertake a “code the curb” effort documenting and digitizing the public right-of-way. 44. Launch data dashboard and begin dynamic curb management. 45. Update on-street curb regulations as needed based on utilization and downtown goals.

CITY OF MOUNTAIN VIEW | DOWNTOWN PARKING STRATEGY

S.1 - New Public Parking Supply 46. Convene city staff to define parking supply goals, priorities, and design standards. 47. Adopt partnership framework. 48. Continue monitoring parking system utilization, performance, and impact of paid parking, TDM, and other demand management efforts. 49. If needed, begin allocating funds and planning for new parking garage construction. S.2 - Expanded Access to Existing Parking Supply 50. Maximize use of Transit Center parking lot. 51. Develop a shared parking/leasing agreement template that addresses per space costs, facility needs, cost sharing, liability insurance, and data sharing expectations. 52. Launch leasing program pilot. 53. Create a public marketplace for privately-owned shared parking. 54. Coordinate with Caltrain to include shared parking opportunities in station development plan.

A.1 - Multimodal Incentives 55. Expand marketing and promotion of current mobility services and MTMA offerings. 56. Collaborate with MTMA and downtown stakeholders to develop a flexible mobility wallet program. 57. Launch mobility wallet. 58. Monitor utilization and modify/expand offerings as needed. A.2 - Marketing & Communications 59. Refresh public parking information on City website and collateral. 60. Undertake a targeted marketing campaign to promote existing facilities and services. 61. Develop a unified parking system identity that is aligned with City brand. 62. In coordination with MTMA and PBD, expand marketing and educational efforts. A.3 - Wayfinding Strategy 63. Include provisions for on-street wayfinding tools in Downtown Precise Plan update. 64. Launch a comprehensive suite of wayfinding tools in alignment with the citywide parking brand. 65. Expand to include web-based and appbased tools.

Z.1 - TDM Ordinance 66. Draft and adopt a citywide TDM ordinance, including downtown. 67. Coordinate with MTMA to develop a monitoring and reporting program, including annual surveys. 68. Gather and share information about TDM impacts. As needed, adjust requirements based on results. Z.2 - Bicycle Parking Requirements 69. Develop new bicycle parking code language. 70. Adopt new citywide bicycle parking requirements, including downtown. 71. Consider incorporating additional bike facilities including showers, lockers, and fix-it stations into requirements.

75. Increase parking in-lieu fee to reflect full cost of parking construction, operation, and maintenance. 76. Monitor parking need. If appropriate, further reduce minimums and unshared maximums. Z.4 - Update the Parking District 77. Convene downtown property owners to discuss options for updating the PMAD boundary and fee structure. 78. Modify the PMAD boundary and fee. 79. Begin transitioning parking management activities, messaging, and public-facing communications from the PMAD to the PBD.

Z.3 - Update Precise Plan Parking Standards 72. Initiate an outreach campaign to educate developers and other stakeholders. 73. Study new minimum parking requirements that reflect current market demand, TDM credits, and shared parking credits. 74. Adopt updated Precise Plan with reduced minimums, TDM credits, and shared parking credits. CHAPTER 4: IMPLEMENTATION PLAN | 87

CITY OF MOUNTAIN VIEW | DOWNTOWN PARKING STRATEGY

FINANCIAL PROGRAM

ESTIMATED NET ANNUAL REVENUE, YEARS 1-10

Summarized below is a financial program for the Parking Strategy. The financial program provides an estimate of revenues, expenditures, and staff requirements related to parking strategy implementation and ongoing operations. It is important to emphasize that the financial program is not a formal budget, but rather a modeling exercise to: 1) ensure the strategies recommended are realistic and within a feasible range of estimates; and 2) provide a basis for allocating and prioritizing potential net parking revenue. Assumptions have been made based on best available data and standard practices, and should be updated on an ongoing basis as actual data is generated. An interactive financial workbook was also developed that includes unit costs, revenue forecasts, and key assumptions related to each strategy. This financial workbook is intended to provide the City with a useful and flexible modeling tool, and is not a formal budget forecast. The workbook should be regularly updated as strategies evolve and new information becomes available.

$2,000,000

$1,500,000 $2,000,000

NEAR-TERM

MEDIUM-TERM

LONG-TERM

NEAR-TERM

MEDIUM-TERM

LONG-TERM

$1,000,000 $1,500,000

$500,000 $1,000,000

$0 $500,000

$(500,000) $0

Year 1

Year 2

Year 3

Year 4

Year 5

Year 6

Year 7

Year 8

Year 9

Year 10

Year 1

Year 2

Year 3

Year 4

Year 5

Year 6

Year 7

Year 8

Year 9

Year 10

$(500,000)

SUMMARY: ESTIMATED COSTS AND REVENUES

LONG-TERM ESTIMATEDNEAR-TERM CUMULATIVEMEDIUM-TERM NET REVENUE, YEARS 1-10 $12,000,000

COSTS AND REVENUES

NEAR-TERM

MEDIUM-TERM

LONG-TERM

PROPOSED STRATEGIES

$1,354,000

$1,437,000

$4,750,000

EXISTING SOURCES

$1,383,000

$1,467,000

$1,701,000

PROPOSED STRATEGIES

$(1,302,000)

$(2,019,000)

$(4,059,000)

EXISTING SOURCES

$(518,000)

$(550,000)

$(638,000)

$917,000

$335,000

$1,754,000

ANNUAL GROSS REVENUE

ANNUAL COSTS

TOTAL ANNUAL NET REVENUE

NEAR-TERM

$12,000,000

MEDIUM-TERM

LONG-TERM

$8,000,000

$8,000,000 $4,000,000

$4,000,000

CHAPTER 4: IMPLEMENTATION PLAN | 88

Year 1

Year 2

Year 3

Year 4

Year 5

Year 6

Year 7

Year 8

Year 9

Year 10

Year 1

Year 2

Year 3

Year 4

Year 5

Year 6

Year 7

Year 8

Year 9

Year 10

CITY OF MOUNTAIN VIEW | DOWNTOWN PARKING STRATEGY

FINANCIAL PROGRAM ASSUMPTIONS Demand-Based Priced Parking

Enforcement

• The financial model assumes the implementation of priced parking per the potential boundary and rate structure detailed in Strategy M.3.

• Enforcement of parking in downtown will increase, requiring two dedicated parking enforcement officers on weekdays and Saturdays.

• Paid parking has a direct impact on driver behavior—a higher price will incentivize lower parking demand and shorter lengths of stay. The assumed hourly parking occupancy rate reflects this potential impact.

• The financial model assumes a base hourly rate of $40.00 for parking enforcement personnel. Enforcement staff could be hired directly by the parking division, contracted through a third-party service, or provided through the Public Safety department as is done today.

• Paid parking is assumed in effect Monday—Saturday for a total of 306 non-holiday days per year. • Not every driver will pay the meter, resulting in a meter compliance rate less than 100%. The assumed meter compliance rates of 60% for on-street spaces and 90% for offstreet spaces is based on financial analysis completed as part of the 2019 Paid Parking Study. These rates are commensurate with compliance rates observed in other communities. • Credit cards are the primary payment method at pay stations, assumed as 85% of transactions. A fee would be charged to the City for each credit card transaction. • Some of the vehicles that park in downtown parking lots and garages are downtown parking permit holders. These vehicles are excluded from the paid parking revenue estimate, but are accounted for in the permit revenue forecast. • The financial program assumes a combination of two-space meters and 10-space pay stations, per the recommendations in the 2019 Paid Parking Study.

• The cost of enforcement technology investments, including vehicle-mounted License Plate Recognition (LPR) systems, are included.

Other Considerations • The City already has ongoing operational costs related to parking, including staff costs, facility maintenance, contracts, and planning efforts—the financial program assumes these base costs are ongoing. • Similarly, the City funds current parking programs and operations through a combination of existing revenue sources that include property taxes, permit revenues, and the annual PMAD fee. Existing revenue streams which are not impacted by strategy proposals are assumed to be ongoing. • In-lieu fees, which are applied on a case-by-case basis, are not included in the financial model. Strategy Z.3 outlines potential revisions to the in-lieu fee program which could impact future in-lieu fee revenue. • All costs and revenues include an annual 3% inflation factor. CHAPTER 4: IMPLEMENTATION PLAN | 89

CITY OF MOUNTAIN VIEW | DOWNTOWN PARKING STRATEGY

CHAPTER 4: IMPLEMENTATION PLAN | 90

A APPENDIX A: FACT SHEETS

DOWNTOWN PARKING FACT SHEET #1

PARKING STRATEGY OVERVIEW

CITY OF MOUNTAIN VIEW | DOWNTOWN PARKING STRATEGY

FACT SHEET #1 | PARKING STRATEGY OVERVIEW

WHAT IS THE DOWNTOWN PARKING STRATEGY? The Mountain View Downtown Parking Strategy is a comprehensive effort to develop a coordinated approach to parking in downtown. The Strategy will build on other recent and ongoing plans and studies—including the 2019 Paid Parking Study and the ongoing Downtown Precise Plan update—to produce a set of strategies for managing and improving parking in downtown. The Strategy will produce a phased action plan, catalyzing short-term improvements while ensuring that downtown can realize its long-term vision for growth, multimodal access, and economic vitality.

WHAT GOALS WILL GUIDE THE STUDY? The Strategy aims to address four primary goals identified by City Council:

GOAL 1

GOAL 2

GOAL 3

GOAL 4

Improve the efficiency of existing parking resources and policies

Implement parking technology by reviewing and building on previous work

Develop and implement programs to support Transportation Demand Management (TDM) Goals

Identify and develop policies to increase parking supply

WHY ARE WE DOING THIS STUDY DURING COVID-19? The COVID-19 pandemic has impacted every aspect of life in Mountain View, including parking. We do not yet fully know what parking demand and travel behavior will look like after the COVID-19 pandemic, yet it is likely that parking demand will return and systemic challenges must be addressed. It is important that we plan now so that we are ready with a comprehensive parking strategy for downtown that supports our recovery. Parking data collected during the pandemic will be vital for establishing a strategy implementation timeline. Combined with pre-pandemic data, it allows us to understand where and how demand has changed during COVID-19, and to be prepared when parking challenges return.

2 | DOWNTOWN PARKING STRATEGY

FACT SHEET #1 | PARKING STRATEGY OVERVIEW

WHAT IS THE STUDY AREA? The study area for the Strategy includes the area bounded by Calderon Avenue, El Camino Real, Shoreline Boulevard, and the Central Expressway.

MOUNTAIN VIEW TRANSIT CENTER

PUBLIC SAFETY BUILDING

1 4

11 2

DOWNTOWN PARKING DISTRICT BOUNDARY

5 9

CENTER FOR THE PERFORMING ARTS

LIBRARY CITY HALL

DOWNTOWN PRECISE PLAN BOUNDARY

DOWNTOWN PARKING STRATEGY STUDY AREA

DOWNTOWN PARKING STRATEGY | 3

FACT SHEET #1 | PARKING STRATEGY OVERVIEW

WHAT IS THE STUDY TIMELINE? The study’s “discovery” phase is focused on analyzing and evaluating the parking supply, existing and future parking demand, existing parking management frameworks, and downtown stakeholder feedback. Based on these findings, the second phase will focus on crafting and iterating recommendations with downtown stakeholders.

PROCESS AND PROJECT TIMELINE

PHASE 1: DISCOVERY SEP

OCT

NOV

DEC

JAN

FEB

Collect and analyze data, review past plans and studies, and gather input from city staff and community members. Project Kickoff

Collect Parking Data in Downtown Study Area

PARKING DEMAND ASSESSMENT

Study existing and future parking demand based on current and projected land use data.

STAKEHOLDER DISCUSSIONS AND PUBLIC PROCESS

Meet with downtown residents, business owners, developers, and workers to discuss parking challenges and opportunities. Gather input from and share findings with City Council and staff. Project Kickoff

STRATEGY DEVELOPMENT

PUBLIC ENGAGEMENT

TECHNICAL ANALYSIS

EXISTING CONDITIONS ANALYSIS

4 | DOWNTOWN PARKING STRATEGY

Stakeholder Discussions

Data and Analysis

FACT SHEET #1 | PARKING STRATEGY OVERVIEW

PHASE 2: PARKING STRATEGY MAR

APR

MAY

SUMMER 2021

Existing Conditions Fact Sheets Stakeholder Input

City Council Study Session Share Findings with Stakeholders

Share Draft Strategies with Stakeholders

BEST PRACTICES REVIEW

City Council

Stakeholder Input

Review and document how other cities are addressing similar parking challenges.

National Best Practices

Council Approval

DOWNTOWN PARKING STRATEGY

Develop a comprehensive set of parking strategies to improve parking in downtown Mountain View. Draft Downtown Parking Strategy

Downtown Parking Strategy

DOWNTOWN PARKING STRATEGY | 5

FACT SHEET #1 | PARKING STRATEGY OVERVIEW

HOW DOES THE PARKING STRATEGY RELATE TO OTHER DOWNTOWN PLANNING EFFORTS?

ONGOING

The Downtown Parking Strategy is one of several recent and ongoing efforts in downtown Mountain View. Together, they aim to provide a coordinated plan for supporting downtown residents, businesses, and employees today and for years to come.

DOWNTOWN PARKING ACTION PLAN (2019) Paid parking, enforcement, and technology recommendations are incorporated into...

DOWNTOWN PARKING STRATEGY

A comprehensive set of strategies for managing parking in downtown

Parking and access implications are incorprated into...

Ongoing coordination

Strategy recommendations will inform and guide...

CITY PROGRAMS AND POLICIES FUTURE

CASTRO STREET GRADE SEPARATION

DOWNTOWN PRECISE PLAN A framework for growth in the downtown area Development standards and parking requirements for...

FUTURE PLANS

• Residential Parking Permit (RPP) program • AccessMV modal plan • Downtown parking permit program • Autonomous Guideway • Zoning code Transportation (AGT) study • Parking Management Assessment District (PMAD) • Paid parking • Transportation Demand Management (TDM) programs

6 | DOWNTOWN PARKING STRATEGY

DEVELOPMENT PROJECTS • Framework for private developers • In-lieu fee program • Development strategy for publicly-owned parking lots • Transit Center Master Plan

FACT SHEET #1 | PARKING STRATEGY OVERVIEW

WHAT ARE THE FACT SHEETS? As part of the ‘discovery’ phase of the project, the Downtown Parking Strategy team has been reviewing past plans, analyzing historic data, and collecting new data about parking in downtown Mountain View. The results of these efforts have been documented in a series of existing conditions fact sheets, which will serve as a basis for developing parking strategies during the next phase of the project. These fact sheets include:

FACT SHEET #1: PARKING INVENTORY A comprehensive review of existing parking spaces in downtown, including information on regulations, ownership, and distribution.

FACT SHEET #2: PARKING UTILIZATION An examination of how parking is used in downtown, including an analysis of historic data and newly-collected data.

FACT SHEET #3: PARKING MANAGEMENT AND POLICY An overview of how parking is managed in downtown, including the Downtown Parking District, parking enforcement practices, the in-lieu fee program, and parking permit programs.

FACT SHEET #4: PARKING, DEVELOPMENT, AND GROWTH An analysis of existing and projected future parking demand, including expected growth in downtown and the parking impacts.

FACT SHEET #5: PARKING IMPACTS OF COVID-19 A review of how the COVID-19 pandemic has affected parking and transportation in downtown Mountain View, including a survey of industry research about the near-term and potential long-term impacts on parking.

DOWNTOWN PARKING STRATEGY | 7

DOWNTOWN PARKING FACT SHEET #2

PARKING INVENTORY

CITY OF MOUNTAIN VIEW | DOWNTOWN PARKING STRATEGY

FACT SHEET #2 | PARKING INVENTORY

HOW MANY PARKING SPACES ARE IN DOWNTOWN MOUNTAIN VIEW? 10,799 In the downtown Mountain View study area, there are

31%

3,328 ...public on-street parking spaces

parking spaces,1 including...

14%

1,584

55%

...publicly-available off-street parking spaces in city-owned lots and garages

On-Street Parking Spaces:

No Restrictions: 70.8%

5,887

...private off-street spaces in lots and garages with varying levels of restricted access

Public and Private Off-Street Parking Spaces:

Reserved for Employees: 27.3%

General Reserved or Restricted: 22.3% Reserved for Residents: 10.5%

Time-Limited: 25.8%

Public Paid or Time-limited: 30.6%

Pickup/Loading & Short-Term Parking: 1.6% Off-Peak Parking Only: 0.7% Other: 1.1%

Does not include parking for single-family residential homes (private garages and/or driveways)

2 | DOWNTOWN PARKING STRATEGY

Other: 1.8%

Reserved for Customers or Visitors: 7.4%

FACT SHEET #2 | PARKING INVENTORY

DOWNTOWN PARKING STRATEGY | 3

FACT SHEET #2 | PARKING INVENTORY

KEY FINDINGS 47%

RESTRICTED PARKING

47% of all parking spaces in downtown are not available to the general public at any time of day.

100%

100% of all on-street parking is free. The only publiclyavailable off-street parking with a fee is at the transit center.

21%

Publicly-owned lots and garages account for 20% of all the off-street parking spaces in downtown Mountain View.

34%

34% of all privately-owned parking spaces are strictly reserved for employees during the weekday.

OFFICE EMPLOYEES ONLY MON–FRI 9AM–5PM

S H O P

13%

63%

TOWN DOWNRKING PA MIT PER

13% of parking spaces in the downtown core are “prime” on street spaces. These are intended for visitors and customers. 63% of off-street spaces in public lots and garages 1–12 are part of the Downtown Parking Permit Program.

WHAT STAKEHOLDERS ARE SAYING

During the first phase of study, we gathered input from downtown stakeholders through conversations with an initial sample of residents, businesses, developers, and city staff. Going forward, we will continue to collaborate with the community to gather additional feedback. “Some residents are frustrated when employees park in free on-street spaces, even when there is parking available in garages. Upcoming office developments look like they will make this challenge even greater in the coming years.”

“Many developers are expecting parking demand to decline in the long run due to autonomous vehicle technology—our approach to parking supply should be adaptable to these changes.”

“It feels like there aren’t enough spaces in downtown, and that they’re difficult to find—that deters customers and creates challenges for businesses.”

4 | DOWNTOWN PARKING STRATEGY

FACT SHEET #2 | PARKING INVENTORY

WHAT DOES ALL OF THAT PARKING ADD UP TO? If all of downtown’s parking spaces were combined into one surface parking lot, they would cover 50 acres—that’s an area equal to 38 football fields, or 12 downtown Mountain View blocks.

41 MILES

If all of downtown’s parking spaces were lined up end-toend, they would stretch for 41 miles–that’s the distance from Mountain View to the Golden Gate Bridge.

COMBINED AREA OF ALL PARKING IN DOWNTOWN:

50 ACRES

DOWNTOWN PARKING STRATEGY | 5

FACT SHEET #2 | PARKING INVENTORY

SPOTLIGHT: CITY-OWNED PARKING LOTS AND GARAGES In 1959, the Mountain View City Council passed Resolution 2671 creating Downtown Parking District no. 2. This district included nine city-owned, publicly accessible parking lots. Over time, public downtown parking supply was expanded to include the nine parking lots and two parking garages—1,584 total parking spaces—that exist today. The Parking Management and Assessment District (PMAD), formed in 1979, provides a dedicated source of revenue for maintenance and operations of these public parking facilities (see Fact Sheet #4: Parking Management and Policy). The public parking lots and garages represent a key opportunity for addressing existing and future parking demand in the downtown area. However, creating a public parking supply is only half of the battle. As far back as 1980, one of the key challenges for leveraging these public parking spaces effectively has been distributing different types of parking users across the different lots and garages in a way that maximizes their use and best supports the many different needs in downtown. Some of the existing and potential tools that can help spread parking demand more effectively throughout downtown include the parking permit program, parking prices, time limits, signage, and information. Parking Sense signage and sensor technology has been installed in both of the public garages to help users find an available parking space.

6 | DOWNTOWN PARKING STRATEGY

FACT SHEET #2 | PARKING INVENTORY

PUBLICLY-OWNED PARKING FACILITIES Downtown Parking District

LOT 8 • 61 Parking Spaces • 2-Hour Time Limit • Approved for Redevelopment

LOT 4 • 88 Parking Spaces • 2-Hour Time Limit • Approved for Redevelopment

LOT 11 • 77 Parking Spaces • 3-Hour Time Limit • Valet Service • Potential Redevelopment

New Lot 4/8 development will include 225 public parking spaces

LOT 2 • 104 Parking Spaces • 2-Hour Time Limit

CASTRO ST

LOT 5 • 94 Parking Spaces • 2-Hour Time Limit

DANA ST

VIEW ST

B R Y A N T ST

VILLA ST

HOPE ST

FRANK

LIN ST

GARAGE 1 • 313 Parking Spaces • 2-Hour Time Limit • Permits allowed • Parking Sense technology installed

LOT 9 • 90 Parking Spaces • 2-Hour Time Limit • Permits Allowed

LOT 6 • 98 Parking Spaces • 2-Hour Time Limit • Permits Allowed

CALIFORNIA ST

MERCY ST

GARAGE 3 • 405 Parking Spaces • 2-Hour Time Limit • Permits Allowed • Parking Sense technology installed

LOT 12 • 160 Parking Spaces • 2-Hour Time Limit • Planned Redevelopment

DOWNTOWN PARKING DISTRICT BOUNDARY

LOT 7 • 94 Parking Spaces • 2-Hour Time Limit • Permits Allowed

DOWNTOWN PARKING STRATEGY | 7

DOWNTOWN PARKING FACT SHEET #3

PARKING UTILIZATION

CITY OF MOUNTAIN VIEW | DOWNTOWN PARKING STRATEGY

FACT SHEET #3 | PARKING UTILIZATION

HOW MANY PEOPLE PARK IN DOWNTOWN MOUNTAIN VIEW? HOW DO WE MEASURE AND EVALUATE PARKING UTILIZATION? Parking utilization is the percentage of total parking spaces which are in use at any given time. The “sweet spot,” or target parking utilization, is typically around 85-90%1—when utilization is higher than that, finding a parking spot is difficult and drivers tend to “circle” for an available spot. If utilization is below 85% for large portions of the day, parking is underutilized. Underutilized parking can reduce the vibrancy of a downtown and can induce increased single-occupancy vehicle use. Plus, parking spaces cost money to maintain and operate—when they are underutilized, that expense goes to waste.

UTILIZATION AND TURNOVER DATA SOURCES: 1.

Utilization data for all public and private on- and off-street parking spaces in the downtown study area and turnover data for 12 blocks of on-street parking spaces collected in November 2020.

Utilization data for all city-owned downtown public parking lots and garages, collected annually and bi-annually between 2015 and 2019.

Public on- and off-street parking spaces in the downtown core along Castro Street and several adjacent blocks, collected in 2011.

Target utilization rates are helpful rules of thumb that can vary depending on the particular parking needs of a given area.

2 | DOWNTOWN PARKING STRATEGY

A FEW NOTES ON THE DATA… • Several sources and years of data were reviewed to develop as complete a picture as possible of on- and off-street occupancy for both public and private facilities. • For example, the City’s annual ongoing counts focus exclusively public lots and garages. Data from 2011 and 2020 helped identify key findings for on-street parking, length of stay, and private off-street facilities. • Parking data was collected in November 2020 while parking demand was lower due to COVID-19. This data collection was performed to update the downtown parking inventory, capture the extent of the pandemic’s impacts on parking demand, establish a baseline for post-COVID-19 recovery, and assess parking behavior during the street closures and health restrictions.

FACT SHEET #3 | PARKING UTILIZATION

TARGET

85-90% 10-15% occupancy per block/lot

availability per block/lot

DOWNTOWN PARKING STRATEGY | 3

FACT SHEET #3 | PARKING UTILIZATION

HOW IS PARKING UTILIZED IN THE COMMERCIAL CORE OF DOWNTOWN? 12 PM SAT

BISTRO

Weekday peak parking demand in the downtown core is at 12 p.m., when people are visiting shops, services, and restaurants and most office employees are at work. At peak, parking utilization across the whole core was between 70% and 90% prior to the COVID-19 pandemic. Demand dropped substantially during the pandemic. On Saturdays, peak parking demand occurs later in the day, from 7 p.m. to 8 p.m. when restaurants in the downtown core are busiest. Privately-owned off-street parking utilization is lower, as office employees are gone and weekday services are closed. Even with reduced parking demand from COVID-19, utilization in many on-street parking spaces is still high. With many of the parking spaces directly on Castro Street closed for the sidewalk dining program, adjacent blocks on intersecting streets became the most convenient and popular.

WEEKDAY PARKING UTILIZATION IN THE DOWNTOWN CORE On- and Off-Street Parking, 2011-2020 100%

PARKING UTILIZATION

80%

60%

40%

20%

6 AM

8 AM 2011

10 AM

12 PM

2 PM

2015–2019

On-Street, Thursday Off-Street, Thursday

4 | DOWNTOWN PARKING STRATEGY

Publicly-Owned Off-Street, W–Th Avg.

4 PM

6 PM

8 PM

NOVEMBER 2020

On-Street, Tuesday Privately-Owned Off-Street, Tuesday

FACT SHEET #3 | PARKING UTILIZATION

1 4

11 5

DOWNTOWN PARKING STRATEGY | 5

FACT SHEET #3 | PARKING UTILIZATION

HOW ARE PUBLICLY-OWNED PARKING LOTS AND GARAGES UTILIZED? The City-owned parking lots and garages tend to have two peaks – 12 p.m. and 6 p.m. Demand and utilization is not evenly distributed. Public off-street facilities are very

12 PM & popular in the immediate core, while others often have empty spaces even at peak. 6PM For example, Garage 3 has 250 spaces—or nearly 40% of total capacity—available at peak times. Garage 3 is located just over 1/8 of a mile walk from Lot 7, which is consistently at or above 90% full.

40%

Other facilities on the west side of Castro Street (Lot 11 and Lot 12) and on the north side of downtown (Lot 8) can be underutilized even at peak.

WEEKDAY PARKING UTILIZATION - PUBLICLY-OWNED LOTS AND GARAGES Wednesday and Thursdays, Average 2015-2019 100% 90% 80%

PARKING UTILIZATION

70% 60% 50% 40% 30% 20% 10% 0%

10 AM

12 PM

6 | DOWNTOWN PARKING STRATEGY

2 PM

Garage 1 Lot 2 Garage 3

Lot 5 Lot 6 Lot 7

Lot 4

Lot 8

4 PM

6 PM

Lot 9 Lot 11 Lot 12

8 PM

FACT SHEET #3 | PARKING UTILIZATION LOT 4

GARAGE 1 UTILIZED: 100% 312 SPACES AVAILABLE: 0% 0 SPACES

UTILIZED: 94% AVAILABLE: 6%

83 SPACES 5 SPACES

LOT 8 UTILIZED: 76% AVAILABLE: 24%

LOT 11 UTILIZED: 85% AVAILABLE: 15%

65 SPACES 12 SPACES

46 SPACES 15 SPACES

LOT 5 UTILIZED: 93% AVAILABLE: 7%

87 SPACES 7 SPACES

LOT 2 UTILIZED: 93% AVAILABLE: 7%

97 SPACES 7 SPACES

GARAGE 3 UTILIZED: 61% AVAILABLE: 39%

251 SPACES 157 SPACES

LOT 9 UTILIZED: 97% AVAILABLE: 3%

87 SPACES 3 SPACES

LOT 6 UTILIZED: 99% AVAILABLE: 1%

97 SPACES 1 SPACES

LOT 7 UTILIZED: 97% AVAILABLE: 3%

LOT 12 UTILIZED: 78% AVAILABLE: 22%

91 SPACES 3 SPACES

94 SPACES 26 SPACES

DOWNTOWN PARKING STRATEGY | 7

FACT SHEET #3 | PARKING UTILIZATION

HOW LONG DO PEOPLE PARK IN DOWNTOWN? On-street turnover and duration of stay is a key metric for downtowns. Popular, front-door spaces should turnover frequently, ensuring they are used for visitor and customers. A sample of on-street turnover data was collected for 12 blockfaces in November 2020. During COVID-19, on-street spaces were primarly used for short trips of two hours or less, even on blockfaces without time restrictions. However, some cars were observed parked for 14 hours or more, even in spaces with 1- or 2-hour time limits. These violations, even on a small scale, can limit customer access and frustrate drivers. 11% of all cars were observed to be in violation of time restrictions at some point in their stay. Violations were more frequent in 2-hour spaces, as one in five cars on those blocks were found to be in violation at some point.

DURATION OF STAY IN ON-STREET SPACES NUMBER OF VEHICLES OBSERVED

Tuesday and Saturday, November 2020 250

Cars Observed - Tuesday Cars Observed - Saturday

200 150 100 50 0

0 - 2 HRS

2 - 4 HRS

4 - 6 HRS

6 - 8 HRS

8 - 10 HRS

10 - 12 HRS 12 - 14 HRS

14+ HRS

Unknown

DURATION OF STAY IN EACH SPACE ON BLOCK 190 Tuesday, November 2020 PARKING SPACE

1 Hour Parking, 8AM–5PM

24 Min. Parking, 9AM–6PM

Space 1 Space 2 Space 3 Space 4 Space 5 Space 6 Space 7 Space 8 Space 9 Space 10 Space 11 Space 12 Space 13 Space 14

7 AM

9 AM

11 AM

8 | DOWNTOWN PARKING STRATEGY

1 PM

3 PM

5 PM

7 PM

9 PM TOTAL VEHICLES =1 =4 =2 =4 =6 =0 =3 =4 =3 =4 =1 =1 =1 =1

FACT SHEET #3 | PARKING UTILIZATION

BLOCK 190

DOWNTOWN PARKING STRATEGY | 9

FACT SHEET #3 | PARKING UTILIZATION

KEY FINDINGS 70-90%

20-40%

Pre-COVID-19 parking demand peaked at midday and in the evening. Typical peak was 70–90%. Demand dropped substantially because of COVID-19. Estimated peak was 20–40%.

Both before and during COVID-19, parking demand is unevenly distributed—sometimes even within the same block. Stakeholders noted wayfinding and information as an obstacle to finding available spaces.

During peak, some public lots and garages in the immediate core are popular and often reach capacity.

Facilities at the edge of the core experience lower demand, often having available spaces at peak. Several of these facilities may be redeveloped in the coming years.

Data was limited for private off-street facilities, but available information indicates underutilized capacity, espcially on nights and weekends.

Even with lower demand during COVID-19, prime on-street spaces near the “front-door” of downtown shops, restaurants, and businesses are in high demand. This will likely be more pronounced as demand comes back.

Long-term stays in front-door spaces can reduce access to business, frustrate drivers, and exacerbate feelings of “not enough parking.”

Parking duration on Castro Street can exceed 10-12 hours. Challenges presented by this type of parking behavior will be even more pronounced as parking demand comes back. 10 | DOWNTOWN PARKING STRATEGY

12 HRS

FACT SHEET #3 | PARKING UTILIZATION

WHAT DO STAKEHOLDERS SAY ABOUT PARKING UTILIZATION?

During the first phase of study, we gathered input from downtown stakeholders through conversations with an initial sample of residents, businesses, developers, and city staff. Going forward, we will continue to collaborate with the community to gather additional feedback. “Before COVID, it was always hardest to find a space at lunch times and in the evenings. The valet service in Lot 11 was also full in evenings and on weekends.”

“People who arrive to the area to park earliest—like office and retail employees—can grab the ‘premium’ parking spaces and hold on to them. Then, people who need a space later in the day dining and retail customers, struggle to find a space. Those employees should be directed to less convenient spaces further from the front door of businesses.”

“People need help finding available parking. It is very difficult to tell that the CVS lot [Garage 3] includes publicly-available parking. That facility always seems to have available spaces.”

“Other cities nearby like Palo Alto seem to be doing great things to manage parking demand, like implementing a Transportation Demand Management (TDM) program that includes specific measures aimed at service and retail staff. It seems to be delivering great results, and leading to fewer cars in downtown.”

DOWNTOWN PARKING STRATEGY | 11

DOWNTOWN PARKING FACT SHEET #4

PARKING MANAGEMENT AND POLICY

CITY OF MOUNTAIN VIEW | DOWNTOWN PARKING STRATEGY

FACT SHEET #4 | PARKING MANAGEMENT AND POLICY

HOW IS PARKING BUILT AND MANAGED IN DOWNTOWN MOUNTAIN VIEW? Mountain View utilizes a mix of policies, rules, and systems to manage its downtown parking system. A baseline review of the existing operations and procedures, permit programs, and funding sources provides insight into what “on-the-ground” management efforts and foundational development policies are working well and what opportunities exist for improvement.

HOW MUCH PARKING IS REQUIRED TODAY IN DOWNTOWN MOUNTAIN VIEW? Mountain View requires most new developments to include a minimum number of on-site parking spaces. In downtown, these requirements are set either by the Downtown Precise Plan for properties within the precise plan boundary, or by Chapter 36 of City’s zoning code. Within the Parking district, developers can choose to pay an in-lieu fee of $54,934 per parking space rather than building new parking on-site. For more information about the in-lieu fee program, see Fact Sheet #5: Parking, Development, and Growth. A selection of minimum parking requirements are summarized below relative to industry benchmarks.

PARKING REQUIREMENTS IN DOWNTOWN MOUNTAIN VIEW

Downtown Precise Plan, Citywide Zoning Code, and Institute of Transportation Engineers (ITE) Manual Parking Requirement: (Downtown Precise Plan)

Parking Requirement (City Zoning Code)

Peak Parking Demand, ITE Manual (5th Ed.)

Office

3.0 spaces / 1,000 sq. ft.

3.33 spaces / 1,000 sq. ft.

2.4 spaces / 1,000 sq. ft.

Retail

3.33 spaces / 1,000 sq. ft.

4.0 – 5.55 spaces / 1,000 sq. ft.

1.0 – 3.0 spaces / 1,000 sq. ft.

Restaurant

3.33 spaces / 1,000 sq. ft.

5.55 – 10.0 spaces / 1,000 sq. ft.

9.0 – 11.0 spaces / 1,000 sq. ft.

Residential (0 – 1 bedroom)

1.5 spaces / unit

1.5 – 2.0 spaces / unit

1.0 – 1.6 spaces / unit

Residential (2+ bedrooms)

2.0 spaces / unit

1.0 – 1.6 spaces / unit

Land Use

2 | DOWNTOWN PARKING STRATEGY

FACT SHEET #4 | PARKING MANAGEMENT AND POLICY

KEY FINDINGS Despite its proximity to transit and high walkability, reduced parking requirements in the Downtown Precise Plan relative to the citywide code are minimal. For residential uses, there is essentially no difference. Developments in the Precise Plan area can request a discretionary parking reduction. Aside from restaurants, minimum parking requirements in the Precise Plan and zoning code are significantly higher than peak parking demand ratios in the Institute of Transportation Engineers (ITE) manual (5th Ed.). There are limited “as-of-right” mechanisms by which developers can reduce minimum parking requirements through the use of Transportation Demand Management (TDM) programs in downtown. Within the Downtown Precise Plan area, office uses can receive a 5% parking reduction for implementing a trip reduction program.

SPOTLIGHT: CHALLENGES AND IMPACTS OF MINIMUM PARKING REQUIREMENTS Minimum parking requirements have been widely used in cities and towns throughout the country for many decades. While the intent of these requirements is to mitigate spillover parking and support growth, they create some challenges that are prompting many communities to re-think parking minimums:

Parking minimums usually do not accurately reflect the demand for parking. Over time, minimum parking requirements can “drift” from market demand as parking demand and transportation trends evolve.

22.

Parking minimums increase the cost of living. Parking is extremely expensive to build, and developers invariably pass that cost on to buyers or tenants. Research shows that minimum parking requirements can increase market-rate housing costs by 6-16% and affordable housing costs by 12.5-25%.

As a result, some communities have reduced and/or eliminated minimums and replaced them with parking maximums, allowing the market demand for parking to set the pace of new construction and incentivizing more desirable and cost-efficient alternatives for meeting the mobility needs of new developments. DOWNTOWN PARKING STRATEGY | 3

FACT SHEET #4 | PARKING MANAGEMENT AND POLICY

WHAT IS THE DOWNTOWN PARKING DISTRICT?

Originally formed in 1959, the Downtown Parking District includes 1,584 publicly accessible, off-street parking spaces located in nine parking lots and two parking garages. These facilities are owned and operated by the City of Mountain View to support the parking needs of downtown employees, residents, visitors, customers, and businesses. One of the goals of the district is to provide parking flexibility for new developments, especially on small parcels where meeting the minimum parking requirements would be too costly or infeasible. Rather than building the parking on-site, developers can pay an in-lieu fee to support the creation and management of public parking. The in-lieu fee, which is tied to regional construction costs and was last increased in 2016, is set at $27,467 per space for change-of-use and $54,934 per space for new construction. Since 2014, the City has collected over $8 million in such fees–to date, these funds have not yet been spent. Approximately $13.5 million from Parking District and in-lieu fee reserves will be dedicated for the redevelopment of Lots 4 and 8, which will include 225 public parking spaces.

DOWNTOWN PARKING DISTRICT BOUNDARY MOUNTAIN VIEW STATION PUBLIC SAFETY BUILDING

1 4

11 2

5 9

DOWNTOWN PARKING DISTRICT BOUNDARY

DOWNTOWN PRECISE PLAN BOUNDARY LIBRARY

CENTER FOR THE PERFORMING ARTS CITY HALL

4 | DOWNTOWN PARKING STRATEGY

FACT SHEET #4 | PARKING MANAGEMENT AND POLICY

HOW IS THE DOWNTOWN PARKING DISTRICT FUNDED? The Downtown Parking District receives funding from parking permit sales, property taxes, in-lieu fees, and investment earnings, including rents paid by tenants of the commercial space in Garage 3 (which is currently occupied by CVS). One long-standing source is the Parking Management and Assessment District (PMAD). Formed in 1979, the PMAD is a special assessment district that is contiguous with the Downtown Parking District. The total annual PMAD fee has been set at $158,000 since 1997 and cannot be modified without approval of both City Council and PMAD property owners. Property owners within the PMAD pay a portion of the total fee each year based on the relative benefit each property receives and the minimum parking requirements set by the zoning code. PMAD fees comprise about 15% of annual revenue.

WHAT ARE SOME CHALLENGES FACING THE DOWNTOWN PARKING DISTRICT? The district has supported the parking needs of downtown for decades. As the downtown has grown and travel patterns evolve, several challenges have emerged that the City is working to address. The Downtown Parking District boundary covers only a portion of downtown, and does not capture all those that use and benefit from the public parking facilities.

The Parking District boundary has not been adjusted for decades. Although downtown has grown and evolved, the public lots and garages remain concentrated in one area, which limits how well they can be leveraged to meet parking demand throughout the district.

The annual PMAD assessment fee has not been adjusted for 20 years. This revenue source has not kept pace with the cost of parking. Substantial administrative hurdles exist to revising the PMAD boundary and fees.

DOWNTOWN PARKING STRATEGY | 5

FACT SHEET #4 | PARKING MANAGEMENT AND POLICY

WHAT IS THE DOWNTOWN PARKING PERMIT PROGRAM? The parking permit program allows people who work or live within the Parking District to purchase annual, quarterly, monthly, or daily parking permits. Permit holders can park for up to 8 hours in designated public parking lots and garages. Permits are valid for use in both parking garages and in Lots 6, 7, and 9. The permit program supports the goal of meeting the parking needs of downtown stakeholders within shared parking facilities and minimizing the creation of private or single-use parking facilities. Fees collected from the purchase of permits go towards managing and operating the public parking facilities.

HOW ARE DOWNTOWN PARKING PERMITS USED? Total parking permits sales decreased from 2016 to 2019. However, demand for longer-term permits—in particular, annual permits—has increased over the same period. Annal permits are by far the most popular permit type, followed by quarterly permits. Office employees account for the vast majority of permit sales— in 2019, almost 98% of permits were purchased by office users. Retail businesses, restaurants, personal services, and residents combined purchased only 47 of the 2,301 permits sold in 2019. Due to the rising popularity of annual permits, the number of people who could park with a permit on any given day was 20% higher in 2019 than in 2016—increasing the likelihood that a short-term parker will be unable to find an available space.

TOTAL PERMIT SALES VS. PEOPLE ELIGIBLE TO PARK WITH A PERMIT PER DAY 3,000

3,000

2,500

1,000

500

JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC

1,500

2019

1,500

2018

2,000

2017

2,000

2016

ANNUAL PERMITS SOLD

2,500

2016

6 | DOWNTOWN PARKING STRATEGY

2017

2018

2019

ELIGIBILE PERMIT USERS PER DAY

Permit Type Annual Quarterly Monthly Daily

FACT SHEET #4 | PARKING MANAGEMENT AND POLICY

WHAT IS THE VALET PARKING PROGRAM? 30

20 Average Daily Users, Dinnertime (5 PM - 12 AM) 15

De c

Oc t No v

Se p

Ju l

Ju n

Ma y

Au g

Average Daily Users, Lunchtime (11 AM - 1 PM)

Ap r

The valet program was growing in popularity just as COVID-19 emerged. In March 2019, the average number of valet users was just over 10 per day. By December, there were about 27 users per day, with a spike of use in the summer. The annual cost of the valet program is about $80,000 per year.

March–December 2018

Average Daily Valet Users

HOW HAS THE VALET PROGRAM BEEN USED?

AVERAGE DAILY VALET USERS

Ma r

Prior to COVID-19, Downtown offered a free valet service in Lot 11 on Franklin Street. During the hours of 11 a.m. to 2 p.m. and 5 p.m. to midnight on Thursday through Saturday, users could leave their vehicle with a valet attendant at the entrance to the lot. The goal of the valet program was to increase the parking capacity of Lot 11 by about 30 spaces, while providing a convenient and attractive service for downtown visitors.

AVERAGE PARKING OCCUPANCY IN LOT 11 Thursdays, Fridays, and Saturdays, 2015–2019 100%

80%

60%

40%

20%

10 AM

LUNCHTIME VALET SERVICE 11 AM - 2 PM

12 PM 2015

2 PM

2016

2017

4 PM 2018

2019

DINNERTIME VALET SERVICE 5 PM - 12 AM

6 PM

8 PM

Average, 2014-2019

DOWNTOWN PARKING STRATEGY | 7

FACT SHEET #4 | PARKING MANAGEMENT AND POLICY

WHAT IS THE RESIDENTIAL PARKING PERMIT PROGRAM? Residential parking permit (RPP) programs are designed to mitigate the impacts of parking “spillover” on residential streets, especially those close to busy commercial areas or other major trip generators. In an RPP zone, parking is restricted to non-permit holders, typically “2-hour Parking Only,” during certain times of the day and week. Residents are typically given permits free or can purchase a certain number of permits per household.

WHAT IS THE RPP PROCESS IN MOUNTAIN VIEW? First established in 2016, the RPP program in Mountain View allows residents to establish a new RPP zone through a multi-step process:

1 2 3 4

Residents must identify an area of 3+ contiguous blocks

Residents must submit a petition signed by 51% of residents on each block

The city conducts a parking survey to confirm that parking occupancy is 75%+

The city conducts a postcard survey to gauge support for RPP. A minimum of 51% of surveys must be returned, and 67% of returned surveys must support the proposed RPP

The RPP request is presented to the Council Transportation Committee for discussion, and to City Council for consideration and approval

If the RPP is established, residents can purchase up to two permits per household at a cost of $5 per month/$60 per year for the first vehicle and $10 per month/$120 per year for the second vehicle. Monthly or annual guest passes can be purchased for $5 per month/$60 per year, and up to 20 one-day visitor permits can be purchased for $2 each. 8 | DOWNTOWN PARKING STRATEGY

FACT SHEET #4 | PARKING MANAGEMENT AND POLICY

HOW HAS THE RPP PROCESS BEEN USED IN MOUNTAIN VIEW? Since its establishment, use of the RPP program has been limited. From 2016 to 2019, only two RPP zones were initiated—in both cases, the process did not result in the creation of a new RPP zone. City staff presented a series of possible revisions to the RPP program to City Council in November 2019, including: • Changing the required petition signature rate to apply to the total RPP area, rather than each block • Changing the required response/support rate to apply to the total RPP area, rather than each block • Eliminating the approval of the Council Transportation Committee to streamline the initiation process • Lowering the permit fee from $60 per year for the first vehicle per household

Some residential streets are well-utilized throughout the day, especially those near the Transit Center. Nearby, other blocks are often underutilized.

DOWNTOWN PARKING STRATEGY | 9

FACT SHEET #4 | PARKING MANAGEMENT AND POLICY

HOW DOES PARKING ENFORCEMENT WORK IN MOUNTAIN VIEW? Parking enforcement is critical for making sure people adhere to parking rules and regulations—including paid parking requirements and parking time limits. For managing on-street parking spaces, enforcement is often the single-largest recurring expense for the city. As summarized in the Downtown Parking Action Plan (2019), enforcement in Mountain View today is conducted by police assistance and community service officers. Enforcement staff focus on known problem areas that have frequent parking infractions, rather than following established routes. Because parking enforcement is currently centralized within the Police Department, the annual cost of enforcement is contained within its annual budget. During the COVID-19 pandemic, the City has adjusted enforcement practices to focus on safety and emergency needs. As the threat of the pandemic subsides and parking demand returns, adequate parking enforcement will be critical for helping the city implement effective parking management strategies in downtown.

WHAT DO STAKEHOLDERS SAY ABOUT PARKING MANAGEMENT? During the first phase of study, we gathered input from downtown stakeholders through conversations with an initial sample of residents, businesses, developers, and city staff. Going forward, we will continue to collaborate with the community to gather additional feedback. “Enforcement can be a deterrent for customers—information and wayfinding are needed to instruct and educate vistors about where to park and what the restrictions are.”

“Spillover is a persisent issue. Residents are frustrated by spillover on residential streets from office employees. When demand is high in the downtown area, retail and dining customers spillover into the Civic Center garage, which is meant for civic business and the Performinc Arts Center.”

“Residents have been working with the City on RPP for years, but the system we have today is too complicated. Many have decided its easier to keep moving their cars than to go through the RPP process.”

10 | DOWNTOWN PARKING STRATEGY

FACT SHEET #4 | PARKING MANAGEMENT AND POLICY

SPOTLIGHT: DOWNTOWN PARKING ACTION PLAN (2019) In 2019, the City of Mountain View completed the Downtown Parking Action Plan. This document outlined a strategy for improving parking management in downtown, with a particular focus on the potential role of paid parking in addressing Mountain View’s parking challenges. Some of the recommendations from that study included: • Increasing time limits in city-owned public lots and garages from 2 to 3 hours. • A zone-based paid parking structure, in which areas of downtown with lower demand would have lower rates and the most central, highdemand areas would have higher rates. Rates would range from $1 to $2. • Technology investments including dual-space parking meters, pay stations, Parking Access Revenue Control Systems (PARCS) in public garages, and a pay-by-phone mobile app. • Creating a parking benefit district, in which revenue from permit fees and paid parking would be reinvested in local parking enforcement, technology, wayfinding, and supporting multimodal improvements and services. • A compliance-based enforcement approach designed to educate parkers with warnings and information, and investment in License Plate Recognition (LPR) technology to improve efficiency. • Updating the Downtown Parking Permit Program to include an automated management system and higher annual permit costs. • Expanding the valet program to include a central pick-up/drop-off location. Although these recommendations were developed prior to the impacts of COVID-19, they remain relevant for addressing parking challenges in downtown Mountain View. The Downtown Parking Strategy will evaluate and integrate these recommendations into a phased implementation plan as the community recovers and demand begins to return to pre-pandemic levels.

DOWNTOWN PARKING STRATEGY | 11

FACT SHEET #4 | PARKING MANAGEMENT AND POLICY

WHAT IS THE DOWNTOWN PARKING BUDGET? Downtown’s public parking system generates revenue from a variety of sources, including taxes, permit fees, and the Parking Management and Assessment District (PMAD) fee. Property taxes and permits provide the greatest share of revenue, approximately 81%. Operation of the public parking system requires ongoing resources and investment. In a typical year, the total cost of managing public parking lots and garages is $686,000, or about $430 per public space, per year. As of 2018-19 the program has a surplus, which has been allocated to future maintenance and investment in the system.

DOWNTOWN PARKING DISTRICT BUDGET FY2018–FY2019

Property Tax Revenue: $1,017,000

47%

Permit Revenue: $735,000

34%

Revenue from Investments: $171,000

PMAD Revenue: $158,000 Other Revenues: $77,000

7% 4%

12 | DOWNTOWN PARKING STRATEGY

Total Budget, FY 2018-2019: $2,158,000

FACT SHEET #4 | PARKING MANAGEMENT AND POLICY Note: FY2018-2019 is the most recent year for which complete audited financial data is available, and is the most recent full fiscal year prior to the COVID-19 pandemic.

Total Costs, FY 2018-2019: $686,000

Budget Surplus, FY 2018-2019: $1,472,000

33%

Plans, Program Operations, and Contracts: $223,000

30%

General Operating Expenses: $206,000

16%

Transfer to General Fund: $108,000

15%

Staff Salary and Benefits: $104,000

Administrative and Other Costs: $45,000

72%

Future Parking Maintenance Reserve: $413,000

Transfer to Parking District 28% Budget Reserves: $1,060,000

FUNDS AVAILABLE FOR FY2019-2020:

$8.3M + $8.6M $16.9M

Remaining funds from In-Lieu Fees Parking District Budget Reserves Parking Funds Available

FUTURE EXPENDITURES:

-$13.5M

Dedicated for Lot 4/8 Development

DOWNTOWN PARKING STRATEGY | 13

DOWNTOWN PARKING FACT SHEET #5

PARKING, DEVELOPMENT, AND GROWTH

CITY OF MOUNTAIN VIEW | DOWNTOWN PARKING STRATEGY

FACT SHEET #5 | PARKING, DEVELOPMENT, AND GROWTH

HOW MUCH PARKING WILL BE NEEDED TO SUPPORT FUTURE GROWTH? Downtown Mountain View is growing and evolving. The Precise Plan and other planning efforts define a vision for reasonable growth, anchored by a diversity of uses, strong multimodal connections, and a parking system that balances the needs of all users. The right amount of well-managed parking is central to downtown’s long-term success. People will continue to drive, and too little parking will constrain vitality, impact residents, and frustrate visitors. Too much parking, however, can incentivize more driving, create congestion, and undermine goals of affordability and sustainability. The project team utilized a shared parking demand model to help right-size downtown parking and answer two key questions for downtown Mountain View:

11.

Is the parking supply right-sized for demand in downtown today, and are there opportunities to “unlock” more of it to better meet existing parking needs?

2 2.

How much new parking will downtown need to support future growth?

HOW DOES THE PARKING DEMAND MODEL WORK? The following principles inform this study’s parking demand analysis: • Parking demand varies by time of day and day of week for each land use. Office parking demand, for example, is highest from 9 a.m. to 5 p.m. on weekdays, while the demand for shopping or dining is highest in the evening or weekends. • Parking spaces can, and should, serve these complementary demand curves. A parking space that was used by an office worker during the day can then be used by a customer at night or on weekends. The parking demand model assumes that spaces can be shared between different users at different time of day. • Parking demand is not “fixed” and can be managed. The demand analysis results include the potential for priced parking and Transportation Demand Management (TDM) programs to reduce parking demand by incentivizing other modes of travel.

2 | DOWNTOWN PARKING STRATEGY

FACT SHEET #5 | PARKING, DEVELOPMENT, AND GROWTH • The parking model is one analysis tool. It utilizes local and national data to estimate and illustrate outcomes and tradeoffs for different futures. Stakeholder feedback, best practices, and other analyses will inform final recommendations. Modeled demand can be compared with observed demand to see where the model accurately reflects or deviates from actual parking behavior in Mountain View. • The impacts of COVID-19 are still unknown. The parking demand model is based on pre-COVID parking demand dynamics. It provides insights about what parking could look like in Mountain View as parking behavior begins to return to pre-pandemic levels, which will help develop a strategy for phasing in parking management strategies over time. For more information about the impacts of COVID-19, see Fact Sheet #6: Parking Impacts of COVID-19.

HOW DOES SHARED PARKING WORK? UNSHARED PARKING DEMAND In unshared parking systems, spaces are dedicated for individual uses at all times of day UNSHARED regardless of actualPARKING hourly parking DEMAND demand.

A shared parking system leverages the varied demand curves of different uses to maximize the use of existing SHARED PARKING spaces and minimize the needDEMAND to build new parking.

VS.

800

500

RESTAURANT

400 300

RESIDENTIAL

200 100

500 400 300 200

RESTAURANT

100

OFFICE

OFFICE RESIDENTIAL

Time of Day

9 PM

7 PM

8 PM

6 PM

4 PM

5 PM

3 PM

1 PM

2 PM

11 AM

12 PM

9 AM

10 AM

7 AM

8 AM

6 AM

11 PM

12 AM

9 PM

10 PM

7 PM

8 PM

6 PM

4 PM

5 PM

3 PM

1 PM

2 PM

11 AM

12 PM

9 AM

10 AM

7 AM

0 8 AM

0 6 AM

600

11 PM

600

700

12 AM

Existing Parking: 1,708

10 PM

700

Parking Demand (Spaces)

800

Parking Demand (Spaces)

SHARED PARKING DEMAND

VS.

Time of Day

SHARED PARKING: DAYTIME VS. NIGHTTIME Mixed-Use Building

Office Building

Mixed-Use Building

Office Building

DOWNTOWN PARKING STRATEGY | 3

FACT SHEET #5 | PARKING, DEVELOPMENT, AND GROWTH

WHAT WERE THE ANALYSIS STEPS? A shared parking demand model was utilized to estimate potential supply surpluses and shortfalls for two potential downtown futures. Basic analysis steps include:

1 Collect local parking data and calibrate model inputs to observed parking demand. Pre-COVID-19 data was primarily used for calibrating the analysis.

2 Develop baseline and growth scenarios for downtown, which reflect growth assumptions in amount and type of key land uses. These scenarios were developed by the City for the purpose of analyzing future parking demand in downtown. » Existing Scenario: Includes current downtown land uses. » Near-Term Growth Scenario: Includes all known and in-progress development projects (0-5 years). » Long-Term Growth Scenario: Includes downtown’s full development potential (5-10+ years).

3 Confirm future parking supply for each scenario. Both the near-term and the long-term scenarios included assumptions about the known net loss and/or gain of parking spaces.

4 Estimate peak demand by time of day. Add a 10% buffer to account for day-to-day fluctuations. 5 Evaluate future parking surplus or deficit by scenario.

HOW IS DOWNTOWN EXPECTED TO GROW? Land Use Category

Existing

Near-Term (0-5 years)

Long-Term (5-10+ years)

Civic/Institutional/Recreational (SF)

130,590

Dining (SF)

264,057

270,419

289,319

Retail/Services (SF)

219,698

225,555

226,254

Office (SF)

1,305,098

1,514,460

1,707,037

Industrial (SF)

30,000

Medical (SF)

94,526

90,788

92,788

Sub-total - Non-Residential

2,043,969

2,261,812 (+11%)

2,445,988 (+20%)

Single-Family Residential (Units)

837

894

955

Multifamily Residential (Units)

1,517

1,620

1,659

Sub-total - Residential units

2,354

2,514 (+7%)

2,614 (+11%)

Hotel (units)

224

338

Assumed Parking Supply (All On- and Off-street Spaces)

10,815

11,281–11,433

11,508–12,256

4 | DOWNTOWN PARKING STRATEGY

FACT SHEET #5 | PARKING, DEVELOPMENT, AND GROWTH

FUTURE DEVELOPMENT ASSUMPTIONS • The majority of non-residential growth in downtown was assumed to be “Office.” Office parking demand is typically highest at midday, when parking in downtown is most constrained. • The model assumed low to moderate growth for residential uses in the downtown core, and none outside of the Downtown Precise Plan area. Residents who live in the downtown core are less likely to have demand for a parking space in one of the public parking lots and garages. • The mix between single-family housing and multi-family housing is assumed to stay the same. The model includes 160 affordable housing units planned as part of the Lot 12 redevelopment. • Dining and retail uses are assumed to grow at a similar rate to downtown as a whole. Customers visiting restaurants and shops in the downtown core are a significant portion of parking demand in public lots and garages.

DOWNTOWN GROWTH SCENARIOS 3,000,000

Non-Residential Uses (Total Square Feet)

3,000

Residential Uses (Total Units)

13,000

Parking Spaces1 (Total Spaces)

12,000 2,500,000

11,000

2,500

10,000 2,000,000

2,000

1,500,000

1,500

1,000,000

1,000

9,000 8,000 7,000 6,000 5,000 4,000 3,000

500,000

500

2,000 1,000

Existing

NearTerm

LongTerm

Office Retail/Services Industrial Medical Dining Hotel Civic/Institutional/Recreational 1

Existing

NearTerm

LongTerm

Existing

NearTerm

LongTerm

Multifamily Residential

Potential In-Lieu Fee Use

Single-Family Residential

Total On- and Off-Street Spaces

Includes construction of new spaces as required by code based on land use growth projections, as well as the net gain/loss of parking spaces expected through the construction of known projects currently in various stages of planning and approval.

DOWNTOWN PARKING STRATEGY | 5

FACT SHEET #5 | PARKING, DEVELOPMENT, AND GROWTH

WHAT COULD FUTURE PARKING SUPPLY AND DEMAND LOOK LIKE? There is no single, definitive future scenario for parking in downtown. Code requirements, in-lieu fee usage, and TDM programs will all influence how much parking is ultimately built in downtown, as well as how many people choose use it. Furthermore, these supply and demand dynamics can vary between different sub-areas and districts within downtown. Addressing future parking supply and demand will require looking beyond current boundaries to understand the full range of resources and parking needs in downtown.

Existing

The supply and demand analysis uses a shared parking modeling approach. Such an approach does not suggest that all spaces are in fact shared—in reality, many of these spaces are restricted for specific users for part or all of the day and week. The puropse of this approach is to test the full potential of the parking system and understand how much parking demand could be met with existing supply if even a small portion can be “unlocked” through shared parking arrangements. Downtown Parking District

Downtown Precise Plan Area

Full Downtown Study Area

On- and off-street parking supply

2,598

6,997

10,815

Peak demand

2,740

4,750

6,040

Surplus / deficit

-142

+2,247

+4,775

Future parking supply if built to code... ...with max. ...with no inin-lieu fee use lieu fee use

Future, Long-Term (5-10+ years)

Future, Near-Term (0-5 years)

Future Supply and Demand Scenarios Future supply

2,960

3,110

7,460

7,610

11,280

11,430

Future demand

3,080

5,540

6,570

Surplus / deficit

-120

+30

+1,920

+2,070

+4,710

+4,860

Future demand with TDM

2,940

5,220

6,200

Surplus / deficit

+20

+170

+2,245

+2,390

+5,080

+5,230

Future supply

2,970

3,720

7,690

8,430

11,500

12,250

Future demand

3,290

6,080

7,110

Surplus/deficit

-320

+430

+1,610

+2,350

+4,390

+5,140

Future demand with TDM

3,060

5,510

6,430

Surplus / deficit

-90

+660

+2,180

+2,920

+5,070

+5,820

Note: All parking demand estimates are rounded up. Future parking supply estimates are rounded down, and include all public and private on- and off-street spaces. Modeled TDM impacts on future demand range from low (near-term) to moderate (long-term).

6 | DOWNTOWN PARKING STRATEGY

FACT SHEET #5 | PARKING, DEVELOPMENT, AND GROWTH

SUPPLY AND DEMAND SCENARIOS IN DOWNTOWN Parking Supply Existing parking supply (all on- and off-street spaces) Future parking supply, with maximum in-lieu fees use Future parking supply, without in-lieu fees use

EXISTING CONDITIONS (2021)

DOWNTOWN PARKING DISTRICT

DOWNTOWN PRECISE PLAN AREA

12,000

10,000

8,000

Today, peak parking demand in the parking district may exceed supply levels at peak times...

6,000 4,000

2,598

2,000 0

6 AM

12 PM

6 PM

Modeled Parking Demand Baseline existing and future demand Future demand with low to moderate TDM impacts

12 AM

12,000

FULL DOWNTOWN STUDY AREA EXISTING

...but if we look just beyond the district boundary, there are more on- and off-street spaces (public and private facilities) than parked vehicles.

12,000 10,815

10,000 8,000

6,997

6,000

4,000

2,000

6 AM

12 PM

6 PM

12 AM

6 AM

NEAR-TERM 12 PM

6 PM

12,000

12 AM

11,430

FUTURE, NEAR-TERM (0-5 YEARS)

11,280

10,000

8,000

10,000 7,610

8,000

7,460

6,000 4,000

3,110 2,960

2,000 0

6 AM

12 PM

6 PM

12 AM

12,000

6,000

4,000

2,000

6 AM

12 PM

6 PM

12 AM

6 AM

LONG-TERM 12 PM

6 PM

12,000

12 AM 12,250

FUTURE, LONG-TERM (5-10+ YEARS)

11,500

10,000

8,000

10,000 8,430

8,000

7,690

6,000 4,000

3,720 2,970

2,000 0

6 AM

12 PM

6 PM

12 AM

6,000

4,000

2,000

6 AM

12 PM

6 PM

12 AM

6 AM

12 PM

6 PM

12 AM

DOWNTOWN PARKING STRATEGY | 7

FACT SHEET #5 | PARKING, DEVELOPMENT, AND GROWTH

KEY FINDINGS

0% +22%

Parking demand within the parking district may exceed supply levels at peak times. However, within the precise plan area—which includes areas just to the south of the parking district along Castro Street—supply is expected to continue to exceed peak demand. Much of this parking is in large, private, off-street garages that are within the walkshed of the downtown core.

Accross the entire study area, if new developments are built to the current code requirements, it is estimated that parking will continue to be over-built. However, much of the future growth will occur in and around the downtown core, where parking is already constrained in some areas at peak times. Strategies that create access to nearby off-street parking for more users could help meet future demand in the downtown core without overbuilding parking.

The potential impact of in-lieu fees creates additional uncertainty about future parking supply. In the long-term, over 700 spaces are assumed to be paid for using in-lieu fees. At the current in-lieu fee rate, this would generate over $38 million in funds for the parking district.

Public parking spaces lost due to future redevelopment of publicly-owned lots could be partly “replaced” by creating better access to existing spaces. Improved wayfinding and information, as well as user-friendly services like an expanded valet program, could better leverage spaces in less popular publicly-owned lots and garages.

Transportation Demand Management (TDM) programs could play a significant role in helping to meet future parking needs. These strategies could reduce parking demand while supporting the vision of downtown as a vibrant, walkable, accessible district. Based on conservative TDM assumptions, the model estimates that peak parking demand could be reduced by nearly 10%—that means 685 fewer people looking for a space at peak times.

8 | DOWNTOWN PARKING STRATEGY

FACT SHEET #5 | PARKING, DEVELOPMENT, AND GROWTH

MODELED DEMAND VS. FUTURE SUPPLY Including TDM impacts and in-lieu fee usage

PARKING SPACES 0

1,000

2,000

3,000

4,000

5,000

6,000

7,000

8,000

Parking Existing Supply EXISTING District Modeled Demand (2021) Precise Existing Supply Plan Modeled Demand Parking Existing Supply NEAR-TERM District Modeled Demand (0-5 YEARS) Precise Existing Supply Plan Modeled Demand Parking Existing Supply LONG-TERM District Modeled Demand (5-10+ YEARS) Precise Existing Supply Plan Modeled Demand

SPOTLIGHT: MOUNTAIN VIEW TRANSIT CENTER A potential source of long-term growth is the redevelopment of the Transit Center. The Mountain View Transit Center Master Plan (2017) included an analysis of its potential parking needs, finding that 650-700 parking spaces would both support Caltrain riders and provide additional publicly-accessible parking spaces. While the Master Plan included a high-level assessment of the redevelopment potential of the site, it did not identify a detailed vision and a specific land use program or timeline has not been proposed. Therefore, the parking supply and demand analysis conducted as part of this study did not incorporate any new future parking impacts related to the transit center site. If the City and the community prioritize the redevelopment of this site in the coming years, there may be opportunities to leverage new parking supply at the transit center to support other users in the downtown area. DOWNTOWN PARKING STRATEGY | 9

FACT SHEET #5 | PARKING, DEVELOPMENT, AND GROWTH

WHAT PROGRAMS AND POLICIES IN MOUNTAIN VIEW CAN REDUCE PARKING DEMAND? TRANSPORTATION DEMAND MANAGEMENT (TDM) Transportation Demand Management (TDM) aims to reduce single-occupancy vehicle (and associated parking demand) through a set of incentives and services. TDM programs typically work by providing developers with a competitive alternative to building new parking spaces that can be marketed as an attractive amenity for tenants and residents. When compared with the cost of building new parking, a robust, flexible package of TDM benefits can be a much less expensive way to meet transportation needs of employees, residents, and visitors—while also supporting policy goals of creating livable, sustainable communities. In Mountain View today, the use of TDM to help address parking demand is limited. Aside from TDM provisions within the North Bayshore Precise Plan, there are no “as-of-right” code allowances or requirements incentivizing the use of TDM as an alternative to parking minimums. Expanded TDM opportunities could play a major role in helping to manage and reduce parking demand in downtown.

IN-LIEU FEE PROGRAM The parking in-lieu program allows developments within the downtown parking district to pay a per-space fee as an alternative to building some or all of the parking required by code. Depending on the land use and location, in-lieu fees can replace 20%-100% of required parking. The in-lieu fee in Mountain View was last updated in 2016 and is tied to regional construction costs—currently, the fee is set at $27,467 per space for change-of-use and $54,934 per space for new construction. Since 2013, nine different developments have opted to pay an in-lieu fee to meet some portion of parking required by code, replacing 209 spaces in all. The funds collected for these in-lieu spaces—totaling over $8 million—have not yet been spent.

THE COST OF NEW PUBLIC PARKING Shared public parking facilities can be a valuable resource for supporting the needs of a commercial area like downtown Mountain View. Those benefits must be carefully weighed with the financial costs, as parking is very expensive to build, finance, operate, and maintain. 1

Assumes a 4% interest rate, 30-year loan period, and $700 annual O&M cost per space.

10 | DOWNTOWN PARKING STRATEGY

Estimated Parking Replacement Costs Size of garage

331 Spaces

Construction cost per space:

$35,000

Total construction costs:

$11.6 million

Annualized cost per space:

$2,725

Total 30-year costs:

$27 million

Daily break even revenue per space:

$9-11

FACT SHEET #5 | PARKING, DEVELOPMENT, AND GROWTH

HOW DO THE COSTS COMPARE?

Unshared Parking, Shared Parking, and TDM over 10 Years $0

Unshared Parking for 1 Person over 10 Years

Shared Parking for 2 People over 10 Years

TDM for 1 Person for 10 Years

$10,000

$20,000

$30,000

$40,000

$50,000

Construction: $53,000 per Space (As Part of a Mixed-Use Project)

Construction: $26,500 per Space

Annual VTA Transit Pass: $990/yr

$100 Flexible Monthly Admin: Mobility Wallet: $500/yr $1,200/yr

$60,000

$70,000

Operation and Maintenance: $2,000 per year

Operation and Maintenance: $1,000 per year

$80,000

Cumulative Cost After 10 Years: $73,000 Per Person

Cumulative Cost After 10 Years: $36,500 Per Person

Cumulative Cost After 10 Years: $26,900 Per Person

SPOTLIGHT: NORTH BAYSHORE PRECISE PLAN The North Bayshore Precise Plan, updated in 2017, includes maximum parking requirements and a required TDM program to manage parking demand and traffic impacts associated with new developments. Within North Bayshore, no on-site parking is required—instead, office uses are limited to a maximum of 2.7 spaces per 1,000 square feet. Developers must complement parking reductions with a suite of required TDM offerings and participation in the TMA. As is typical of TDM programs, developments within North Bayshore must provide annual reports to the city documenting the impact of their parking and TDM management efforts. Major employers, like those in North Bayshore, can be strong partners for successful TDM implementation and management. DOWNTOWN PARKING STRATEGY | 11

DOWNTOWN PARKING FACT SHEET #6

PARKING IMPACTS OF COVID-19

CITY OF MOUNTAIN VIEW | DOWNTOWN PARKING STRATEGY

FACT SHEET #6 | PARKING IMPACTS OF COVID-19

HOW HAS THE COVID-19 PANDEMIC IMPACTED PARKING? COVID-19 dramatically changed all aspects of our lives – perhaps no more than how we travel, where we do our jobs, how we shop, and how we experience our communities. The negative impacts were immediate and profound, yet the pandemic also demonstrated our collective ability to be nimble and innovate. Across the country, employers big and small facilitated working from home, while businesses and leaders at the local level crafted new ways to reach their customers and maintain community vitality. The long-term impacts on parking and mobility are unclear, yet each month offers more insight on the new “normal” for commuters, residents, employees, and businesses. Parking strategy recommendations developed during the next phase of the project will include guidance about how to adapt to these long-term impacts as they begin to emerge.

FEBRUARY 25, 2020

OCTOBER 15, 2020

Tuesday at 11:30 a.m.

Thursday at 11:30 a.m. Prior to COVID-19, utilization in Lots 5 and 9 at peak time on weekdays was 93% and 97%, respectively.

2 | DOWNTOWN PARKING STRATEGY

Although utilization dropped dramatically during COVID-19, the most convenient spaces near Castro Street were still in use.

FACT SHEET #6 | PARKING IMPACTS OF COVID-19

WHAT HAS BEEN THE IMPACT ON LOCAL PARKING DEMAND? • At peak times on weekdays, off-street parking demand in the downtown core is about 50–70% lower in 2020 than during previous years. This decrease is aligned with national trends, resulting from temporary business closures and work-from-home mandates. • Overall, on-street parking demand in the downtown core is 30% lower at peak times in 2020 than during previous years. However, demand for some on-street spaces continues to be high, comparable to pre-COVID-19 levels. This further illustrates downtown’s parking dynamic: the most visible and conveniently-located spaces in the core tend to fill up first.

PARKING UTILIZATION IN THE DOWNTOWN CORE, BEFORE COVID-19 VS. DURING COVID-19 Weekdays and Saturdays, 2011-2020 100% 90%

PARKING UTILIZATION

80% 70% 60% 50% 40% 30% 20% 10% 0%

6 AM 7 AM 8 AM 9 AM 10 AM 11 AM 12 PM 1 PM

2011

2PM

3 PM 4 PM 5 PM 6 PM 7 PM 8 PM 9 PM

2015–2019 Off-Street, Thursday Off-Street, Saturday On-Street, Thursday On-Street, Saturday

NOVEMBER 2020

Publicly-Owned Off-Street, Wed–Thurs Avg. Publicly-Owned Off-Street, Saturday Avg.

Privately-Owned Off-Street, Tuesday Privately-Owned Off-Street, Saturday On-Street, Saturday On-Street, Tuesday

DOWNTOWN PARKING STRATEGY | 3

FACT SHEET #6 | PARKING IMPACTS OF COVID-19

WHAT DOES WEEKDAY DEMAND LOOK LIKE DURING COVID-19?

4 | DOWNTOWN PARKING STRATEGY

FACT SHEET #6 | PARKING IMPACTS OF COVID-19

WHAT DOES WEEKEND DEMAND LOOK LIKE DURING COVID-19?

DOWNTOWN PARKING STRATEGY | 5

FACT SHEET #6 | PARKING IMPACTS OF COVID-19 From “Downtown Mountain View Parking Study (2011)” WilburSmith Associates

On- and off-street parking just a block or two from Castro Street has historically been underutilized, even at peak times.

6 | DOWNTOWN PARKING STRATEGY

Historically, parking demand in the downtown core has been focused near Castro Street and the transit center. Even prior to COVID-19, however, parking demand was often unevenly distributed—some blocks are at or near capacity while others nearby are underutilized.

South of Mercy Street, onstreet demand is also unevenly distributred. However, demand is lower in streets immediately adjacent to Castro Street than in areas to the north.

FACT SHEET #6 | PARKING IMPACTS OF COVID-19 Downtown Parking Strategy Data Collection, November 2020

At peak during COVID-19, utilization is low in privately-owned off-street lots. Demand in these facilities tends to lag behind nearby onstreet spaces.

With the closure of Castro Street north of Mercy Street for the Castro StrEATS program, parking on nearby intersecting blocks is in relatively high demand.

On-street parking demand remains high on some blocks near Castro Street, but demand is distributed unevenly—even within the same block.

DOWNTOWN PARKING STRATEGY | 7

FACT SHEET #6 | PARKING IMPACTS OF COVID-19

HOW IS THE CITY OF MOUNTAIN VIEW RESPONDING TO THESE IMPACTS? As COVID-19 shifted travel behaviors and immediate community needs, the City of Mountain View responded with a variety of policy changes which have impacted parking behaviors.

ENFORCEMENT • Mountain View has limited or suspended parking enforcement in some areas to allow more parking flexibility as the community adapts to new commute patterns and emergency response needs. As COVID-19 restrictions lift, it is anticipated that the City will resume normal parking enforcement patterns.

CASTRO STREATS PROGRAM • During a portion of 2020, the City closed four blocks of Castro Street to vehicular traffic and allowed restaurants to create outdoor dining areas in on-street parking spaces. This program, called Castro StrEATS, is a demonstration of the potential for using curbside spaces flexibly and dynamically.

Four blocks of Castro Street were closed for outdoor dining areas to support local restaurants during COVID-19. Photo Credit: Magali Gauthier via the Mountain View Voice 8 | DOWNTOWN PARKING STRATEGY

FACT SHEET #6 | PARKING IMPACTS OF COVID-19

WHAT HAVE STAKEHOLDERS OBSERVED ABOUT THE IMPACTS OF COVID-19?

During the first phase of study, we gathered input from downtown stakeholders through conversations with an initial sample of residents, businesses, developers, and city staff. Going forward, we will continue to collaborate with the community to gather additional feedback. “There’s a clear vision for more retail developmet on Castro Street and adjacent streets. However, we were already seeing indications about permanent reductions in retail space prior to COVID-19, and now those changes seem to have accelerated.”

“COVID-19 continues to affect all aspects of parking in Mountain View—people are still working from home, shops and retail businesses aren’t being frequented, and offices sit empty. We’re still not yet in the ‘next normal,’ and we don’t entirely know what that will look like.”

“Changes on Castro Street during COVID-19 [including the popular Castro StrEATS dining program] have eliminated some of the most conveniently-located on-street parking in the commercial core of downtown. Going forward, that program could become permanent—parking needs to be a big part of that decision.”

DOWNTOWN PARKING STRATEGY | 9

FACT SHEET #6 | PARKING IMPACTS OF COVID-19

PROJECT SPOTLIGHT: COVID-19’S NATIONAL AND REGIONAL IMPACTS WHAT HAS BEEN THE IMPACT? • Parking demand all but disappeared, with one nationwide vendor seeing a 50-70% drop in commuter parking and a decline of 95% in visitor parking.1 Parking demand across the country has started to rebound but is estimated at only 65% of pre-COVID levels.2 • For many, the daily commute no longer exists. About 42% of the national labor force now works from home full-time, up from about 2% pre-COVID.3 • An estimated 50% of jobs, however, cannot be done from home. Work from home is far more prevalent for more educated, higher-earning, and/or White or Asian employees.4, 5 • Weekly transit ridership in the U.S. is now 36% of what it was this time last February. Weekly ridership on Caltrain and VTA is at 31% and 32%, respectively, when compared to last year.6 • Shopping trips initially fell by an estimated 60% and foot traffic for non-essential retail was down 80% at the lowest point.7 • Small businesses have been devastated, especially in retail and food service. More than 100,000 restaurants are expected to have closed in 2020.8 Impacts are even more pronounced for minority-owned businesses.9

EXCERPT: PWC REMOTE WORK SURVEY 1

Survey of U.S. executives and office workers, November—December 2020 Question: How do you anticipate your total office space needs will be different three years from now? Reduce by more than 25%

Reduce between 16 and 25% Reduce between 5 and 15% Stay about the same

Consolidate office space in at least one premierbusiness district

11%

14% 24% 18%

Increase between 16 and 25%

61%

Open more locations, such as satellite offices in suburbs

12%

Increase between 5 and 15%

Increase by more than 25%

Question: What changes are you making to your real estate strategy in the next 12 months?

14%

Consolidate office space, but outside of major cities No major 13% changes

PwC Remote Work Survey, https://www.pwc.com/us/en/library/covid-19/us-remote-work-survey.html

10 | DOWNTOWN PARKING STRATEGY

58% 51%

FACT SHEET #6 | PARKING IMPACTS OF COVID-19

HOW ARE WE ADAPTING AND RESPONDING? • Many cities suspended parking pricing with the disappearance of parking demand, highlighting the fiscal tradeoffs and management challenges facing municipalities.10, 11, 12 • Parking vendors accelerated adoption of new technologies, from contactless payment to license plate enforcement.13 • Some vendors transformed underutilized parking facilities into socially distanced amenities, like movie theaters and pop-up stores.14 • Like Mountain View, many cities transformed streets and the curb to active and flexible uses. Vehiclefree zones, outdoor dining, and designated loading areas were utilized to support local business, keep people safe, and promote downtown vitality.15 • Bicycle sales have never been higher, as people seek new ways to get around.16

WHAT DOES THE FUTURE LOOK LIKE? • It is likely that the commute has changed forever and that working from home will “stick” to some degree. Many employees would like to continue to work from home and a hybrid model of 2-3 days per week is an anticipated outcome.17, 18, 19 In the Bay Area, 89% of surveyed companies indicated that partial remote work is here to stay.20 • The commute mode, when going to the office, is likely to change. Initial data indicates a higher share of driving, biking, and walking, and decreased use of transit.21 • While passenger vehicle miles travel (VMT) declined dramatically at the start of the pandemic, recent data indicates a rebound in driving and drive alone trips.22, 23 • The nature of parking demand might also change, with a more sustained decline in frequent/monthly parkers and a desire for daily parking options.24 • Contactless payment for parking will be a high priority.25 • Outdoor dining and use of the curb for loading and customer transactions has proven popular and is desired by consumers post-pandemic.26 • E-commerce is now expected to be 25% of all retail sales by 2025—much faster growth than pre-COVID estimates.27

DOWNTOWN PARKING STRATEGY | 11

FACT SHEET #6 | PARKING IMPACTS OF COVID-19

HOW WILL THESE IMPACTS AFFECT THE DOWNTOWN PARKING STRATEGY? After the immediate and pronounced threat of COVID-19 has passed and daily activity begins to resume, it will be crucial for Mountain View’s parking policies and management strategies to support and catalyze the community’s recovery.

PHASING IN STRATEGIES

A key aspect of the downtown parking strategy will be to consider when each strategy should be implemented—some will provide immediate benefits for addressing ongoing parking challenges, while others should be phased based on transportation, parking demand, and economic activity data.

INFORMING ONGOING PLANS AND PROJECTS While the COVID-19 pandemic has slowed or halted many aspects of our lives, many plans and projects have continued to move forward. In the next five years, over 200,000 new square feet of office, retail, dining, and 160 net new residential units are expected to be added to downtown Mountain View. This growth will impact both the demand for parking in downtown as well as the supply through parking requirements set by the zoning code. Assessing these changes to near-term supply and demand—including potential impacts from COVID-19—will be important for developing and refining effective parking management strategies.

ADAPTING TO NEW TRENDS AND BEHAVIORS Much is unknown about the lasting impacts of COVID-19 on daily travel and commute behavior. While some aspects of parking demand may return to pre-pandemic levels, others may settle into a “new normal.” Flexibility and adaptability will be vital for ensuring that Mountain View can adapt to new trends quickly and effectively.

12 | DOWNTOWN PARKING STRATEGY

FACT SHEET #6 | PARKING IMPACTS OF COVID-19

NOTES 1

https://www.parkingtoday.com/articledetails.php?id=2896&t=real-time-market-observation-covid-19-impact-on-the-us-parking-industry

https://parkmobile.io/articles/parkmobile-data-shows-continuing-comeback-in-u-s-cities/

https://siepr.stanford.edu/research/publications/how-working-home-works-out#anchor-3

Ibid

https://www.epi.org/blog/black-and-hispanic-workers-are-much-less-likely-to-be-able-to-work-from-home/

https://transitapp.com/APTA

https://advisory.kpmg.us/content/dam/advisory/en/pdfs/2020/automotives-new-reality.pdf

https://restaurant.org/news/pressroom/press-releases/100000-restaurants-closed-six-months-into-pandemic

https://www.mckinsey.com/industries/public-and-social-sector/our-insights/covid-19s-effect-on-minority-owned-small-businesses-inthe-united-states

https://www.pressdemocrat.com/article/news/santa-rosa-ends-free-parking-downtown-but-critics-want-police-reform/?sba=AAS

https://www.smarking.com/post/2021-municipal-parking-strategies-key-learnings-from-smart-cities

https://www.sfexaminer.com/news/is-it-time-to-end-free-parking-in-san-francisco/

https://www.govtech.com/fs/The-Pandemic-Cleared-the-Way-for-Smarter-Parking-Tech.html

https://thehustle.co/covid-19-business-of-parking-lots/

https://nacto.org/program/covid19/

https://www.bicycling.com/news/a34587945/coronavirus-bike-shortage/

https://www.pwc.com/us/en/library/covid-19/us-remote-work-survey.html

https://www.mckinsey.com/featured-insights/future-of-work/whats-next-for-remote-work-an-analysis-of-2000-tasks-800-jobs-andnine-countries

https://www.theinformation.com/articles/facebooks-remote-shift-puts-silicon-valley-on-edge

https://www.sfchronicle.com/projects/2021/future-of-transit/

https://www.kittelson.com/ideas/will-covid-19-permanently-alter-teleworking-and-commuting-patterns-heres-what-1000-commuterstold-us/

https://www.urbanismnext.org/resources/covid-19-impacts-on-cities-and-suburbs-key-takeaways-across-multiple-sectors

https://www.urbanismnext.org/resources/covid-19-impacts-on-cities-and-suburbs-impacts-to-the-urbanism-next-framework

https://parkmobile.io/articles/parkmobile-data-shows-continuing-comeback-in-u-s-cities/

https://parkmobile.io/newsroom/parkmobile-to-provide-more-contactless-parking-payment-options-through-google-pay/

https://www.smartcitiesdive.com/news/consumers-want-curbside-outdoor-dining-to-stay-in-2021-survey/592630/

https://advisory.kpmg.us/content/dam/advisory/en/pdfs/2020/automotives-new-reality.pdf

DOWNTOWN PARKING STRATEGY | 13

B BEST PRACTICES

PARKING STRATEGY BEST PRACTICES City of Mountain View | Downtown Parking Strategy

Management Strategies

CASE STUDY – STRATEGY M.1

Parking Division + Enterprise Fund AUSTIN, TX  Self-funded division of Austin

Transportation Department  Primarily funded by parking meter revenue – ~$12m in 2019 – Some revenue shared with four PBDs

 Responsibilities include: – Paid parking system (meters and digital tools) – Enforcement (staff, towing, booting) – Wayfinding (on-street signage and branding) – Curb management (pick-up/drop-off zones,

shared mobility device management)  Find out more:

– Austin Parking Enterprise

Image credit: Jaclyn Ramkissoon via KXAN 3

CASE STUDY – STRATEGY M.1

Parking Division + Enterprise Fund AUSTIN, TX

CASE STUDY – STRATEGY M.3

Demand-based Pricing Program SANTA ROSA, CA  Goal: “Set the lowest possible price to

achieve 85% occupancy.”  Annual data collection + up to 2 rate

adjustments per year  Monday-Friday, 9 a.m. – 6 p.m. – Premium: $1.50 per hour, up to 3 hours – Value: $1.00 per, 4-9 hours

 Garages: – 1st hour free, then tiered hourly rates – Employee, commuter, and “low-wage”

(<$23.51/hr.) permit options  Find out more:

– City of Santa Rosa 5

CASE STUDY – STRATEGY M.3

Demand-based Pricing Program SANTA ROSA, CA

CASE STUDY – STRATEGY M.3

Demand-based Pricing Program SAN MATEO, CA  Two-tier on-street system – Central/Orange: $1.50 per hour, up to 3 hours – Perimeter/Green: $1.00 per hour, up to 3 hours

 Monday – Saturday, 8 a.m. – 6 p.m.  9 city-owned lots + garages – $.25/$.75/$1.25 per hour based on location – $40/$65/$100 per month permits based on

location  Find out more: – City of San Mateo

CASE STUDY – STRATEGY M.3

Demand-based Pricing Program SAN MATEO, CA

CASE STUDY – STRATEGY M.3

Demand-based Pricing Program BOISE, ID  3-tier on-street system – City-managed – Premium + Standard: M-F (8 a.m. – 8 p.m.) + Sa

(10 a.m. – 5 p.m.) – Value: M-F (8 a.m. – 6 p.m.)

 7 ParkBoi garages (~3,400 spaces) – CCDC-managed – 1st hour free, then $3 per hour – Daily + monthly rates by tier

 Parkmobile payment app + web-based

customer portal  Supports City Go TMA services  Find out more:

– Park Boi

CASE STUDY – STRATEGY M.3

Demand-based Pricing Program BOISE, ID

CASE STUDY – STRATEGY M.3

Demand-based Pricing Program SEATTLE, WA  Launched in 2010 via city ordinance to allow staff to

manage parking demand based on occupancy data  Ordinance set basic rules for rate adjustments - target

occupancy is 70-85% for each time period by area  Collect data annually and adjust rates 1x per year by

time of day to account for different demands  Over 300+ rate adjustments in 34 paid parking

zones since 2011 – the number of rate decreases have been equal to rate increases  Find out more:

– City of Seattle

CASE STUDY – STRATEGY M.3

Demand-based Pricing Program SEATTLE, WA

CASE STUDY – STRATEGY M.3

Demand-based Pricing Program SEATTLE, WA

CASE STUDY – STRATEGY M.4

Parking Benefit District WALNUT CREEK, CA  On-street parking (M-Su, 10 a.m. – 8 p.m.) – $2 per hr. in Core, up to 3 hours – $1 per hr. outside Core, up to 10 hours

 Off-street parking – 1st hour free – $1.25 per hour

 Downtown Parking Enterprise and Enhancement Fund

collects and reinvests all parking revenue  Investments include landscaping, sidewalk cleaning, the

Free Downtown Trolley, policing, and community events  Find out more:

– City of Walnut Creek 14

CASE STUDY – STRATEGY M.4

Parking Benefit District WALNUT CREEK, CA

CASE STUDY – STRATEGY M.4

Parking Benefit District AUSTIN, TX  An Austin Parking and Transportation

Management District (PTMD) allows for reinvestment of meter revenue for local projects  Net meter revenue is split 49%/51% between

City’s Parking Enterprise and PTMD – every $1 in a meter - ~$.34 for the PTMD  A local PTMD Advisory Committee guides district

administration and revenue allocation  Funds go to parking ops, streetscape

improvements, multimodal programs, and new parking supply  Find out more: – City of Austin 16

CASE STUDY – STRATEGY M.4

Parking Benefit District AUSTIN, TX

CASE STUDY – STRATEGY M.4

Parking Benefit District PORTLAND, OR  4 parking districts  Guided by a district management plan and a

Stakeholder Advisory Committee (SAC)  Reinvests meter/permits revenue to manage

parking assets and invest in TDM programs  Example: NW Parking District funding: – $105 surcharge on each permit for mobility +

TDM programs – 51% of net meter revenue

 Find out more:

– City of Portland – NW Parking District 18

CASE STUDY – STRATEGY M.4

Parking Benefit District PORTLAND, OR NW PARKING DISTRICT (2018-19)

LLOYD PARKING DISTRICT

 $640k permit + net meter revenue paid for: – Off-street parking wayfinding program – 76 new bike parking spaces – Transportation Wallets – Line 24 Bus promotions – Enhanced Streetcar service – NW In Motion multimodal planning – City + consultant staff support

Lloyd SOV Trips

25% 19

CASE STUDY – STRATEGY M.5

Palo Alto TMA PALO ALTO, CA  Established in 2016 - 501c3 with goal to help City reduce

SOV trips by 30%  Funding from University Avenue Parking Fund, but also

requires additional City funds and in-kind staff support  Estimated to remove 380-450 cars from downtown  Programs include: – Pre-loaded Clipper Card (<$70k + take transit 3+ days/week) – Subsidizes discounted carpool ride with Waze ($3 per ride – Subsidizes Lyft ride within designated zone ($10 per ride, up to

15 rides per month) – Commute planning and employer support

 Find out more:

– Palo Alto TMA

CASE STUDY – STRATEGY M.5

Palo Alto TMA PALO ALTO, CA

Source: PATMA CY 2020 Annual Report

CASE STUDY – STRATEGY M.5

City Go TMA BOISE, ID  Formed in 2018 – partnership with CCDC, City of

Boise, and public/private entities  Partly funded as fee-for-service  individual +

corporate memberships  Benefits include: – Discounted monthly + annual bus pass – Reduced cost carpool permit ($75/month) – Lyft Transit Connect voucher codes ($40/month) – Discount daily Park Boi parking vouchers (4 for $20) – Free + discount bike parking – Organizational + employee commute assistance

 Find out more:

– City Go TMA 22

CASE STUDY – STRATEGY M.5

City Go TMA BOISE, ID

CASE STUDY – STRATEGY M.2

Affordable Parking Program AUSTIN, TX  Launched in 2016 to provide access for lower-income

service/retail employees and make use of underutilized private spaces  Partnership between City of Austin, Downtown Austin

Alliance, + private operators  2016 = 500 spaces, 2018 = 2,500 spaces, 2021 =

30 participating facilities  $35-65 per month  Times and regulations vary by facility  Find out more:

– Austin Transportation Department – Interactive map of partner facilities 24

CASE STUDY – STRATEGY M.2

CASE STUDY – STRATEGY M.6

Residential Permit Parking PALO ALTO, CA  All residents must have a permit to park on the street

for 2+ hours (M-F, 8 a.m. – 6 p.m.)  Not valid in “Core”  4 per unit for a price of $50 each; 2 transferable

permits ($50 each), 50 daily visitor permits per year ($5 each)  Currently uses stickers and hang tags, but will switch

to a fully virtual permit system by 2023Not valid in “Core”  Requires proof of residency  Find out more:

– City of Palo Alto 26

CASE STUDY – STRATEGY M.6

Employee Permit Parking PALO ALTO, CA  Adopted new permit price structure and sales caps in

2021  Off-street: – Lot/garage employee permit ($830 per year, $25 per day) – Waitlist available ($10 registration)

 On-street: – All employees must have a permit to park on the street for 2+

hours (M-F, 8 a.m. – 6 p.m.) – Assigned to specific Zone and limited # of permits per Zone; not

valid in the “Core” – Price varies by location, ranging from $750 to $1,050 per year

($187.50 to $262.50 for eligibile low-income employees)  Find out more:

– City of Palo Alto 27

CASE STUDY – STRATEGY M.7

Universal Valet MULTIPLE LOCATIONS  Typically a peak-period service  Drop-off at any valet station and pick-up

with service zone and/or most proximate valet location  Via smartphone app  Vehicle storage at city and private garages  Options for validation discounts  Find out more:

– San Antonio Virtual Valet – Old Pasadena

San Antonio, TX 28

CASE STUDY – STRATEGY M.7

Universal Valet PASADENA, CA

Supply Strategies

BEST PRACTICE – STRATEGY S.2

Shared Parking Agreements SACRAMENTO, CA  Since 2012, City has directly engaged private

facilities to secure additional public parking  Goals have been to reduce City’s short- and long-

term costs and open up underutilized private parking  Agreements vary by location, but usually City takes

on enforcement, liability + insurance, and upgrades. City pays itself back until break-even and may profit-share with owner.  Example: East End Garage – Owned by State. ~600 of 1,400 spaces open to public

(M-F after 4 p.m., all day weekends). $2 flat rate. Must be out by 6 a.m. on weekdays.  Find out more: – City of Sacramento

BEST PRACTICE – STRATEGY S.2

Shared Parking Agreements SACRAMENTO, CA

BEST PRACTICE – STRATEGY S.2

Park Omaha Partners OMAHA, NE  Launched program to “boost the number of public parking

spaces and help visitors easily locate them in the popular downtown area”  User-friendly, online process for property owners to offer

their unused spaces, at desired rates and schedule, to the Park Omaha network through a shared parking agreement  Partner facilities are given official wayfinding and use of

Park Omaha payment app  Revenue sharing with payment revenue directly to the

facility owners  Find out more:

– Park Omaha – Interactive map of facilities

BEST PRACTICE – STRATEGY S.2

Shared Parking PORTLAND, OR  Partnership between NW Business

Association and PBOT  Implemented new signage and wayfinding

for 12 private surface lots to accept public parking in NW Portland.  Managed by a 3rd-party vendor –

universal signage, wayfinding, and payment systems  Find out more: – Parking NW – PDX Northwest

BEST PRACTICE – STRATEGY S.2

Shared Parking PORTLAND, OR

Zoning Strategies

BEST PRACTICE – STRATEGY Z.3

Minimums + Maximums BERGAMOT - SANTA MONICA, CA  Minimums and maximums for both residential

and commercial uses  Area plan places limits on how much parking

can be reserved for exclusive use—generally, increment of parking above minimum and below maximum must be shared  Min/max requirements “phase down” based

on district-wide net-new parking  Plan includes TDM and TMA membership

requirements tied to parking regulations  Find out more: – Adopted Bergamot Area Plan 39

BEST PRACTICE – STRATEGY Z.3

Minimums + Maximums BERGAMOT - SANTA MONICA, CA

BEST PRACTICE – STRATEGY Z.3

Minimums + Maximums COLUMBIA PIKE – ARLINGTON, VA  Low parking minimums, maximums for unshared

parking, and minimum sharing requirements  Residential uses: – Minimum of 1.125 per DU, of which 0.125 must be

shared – Maximum of 2 per DU

 Non residential uses: – At least 1 per 1,000 sf must be shared – No more than 1 per 1,000 may be reserved

 Signage and wayfinding requirements for

shared parking  Find out more: 41

BEST PRACTICE – STRATEGY Z.1

TDM Ordinance SAN FRANCISCO, CA  Point-based system – each measure is worth

a set # of points (1 point roughly equal to 1% est. reduction in VMT)  Projects must meet point targets based on

land use and number of parking spaces provided  Standardized annual monitoring and

reporting requirements – Administrative fee must be paid with each report

submittal – After 5 years of good standing, reporting shifts to

once every three years  Find out more: – San Francisco Planning Department 42

BEST PRACTICE – STRATEGY Z.1

TDM Ordinance SAN FRANCISCO, CA

BEST PRACTICE – STRATEGY Z.1

TDM Ordinance SAN FRANCISCO, CA

BEST PRACTICE – STRATEGY Z.1

TDM Ordinance C/CAG – SAN MATEO COUNTY, CA  County is updating regional TDM requirements; if

adopted, new policy will go into effect Jan 2022  Key updates: – Change from measuring net peak hour trips to weekday

average daily traffic (ADT) – New vehicle trip reduction and mode share targets – Updated TDM measures, including required baseline

measures and additional recommended measures – New monitoring and reporting requirements

 Local jurisdictions are exempt if they have a TDM

ordinance with equivalent or greater requirements  Find out more: – C/CAG Tdm Update 45

Access + Mobility Strategies

BEST PRACTICE – STRATEGY A.1

Transportation Wallet PORTLAND, OR  Collection of passes and credits for use on transit,

streetcar, bike share, and scooters  Several types based on location and income level  Introduced pilot in 2020-21 for affordable housing

residents  Funded by a surcharge on residential/employee

permits  Program results: – Fewer parking permits purchased in eligible districts – More non-SOV trips by Wallet holders

 Find out more: – PBOT – Program Report

BEST PRACTICE – STRATEGY A.1

Transportation Wallet PORTLAND, OR

BEST PRACTICE – STRATEGY A.1

Transportation Wallet PORTLAND, OR

BEST PRACTICE – STRATEGY A.1

Branding + Communications + Wayfinding MULTIPLE LOCATIONS  Many parking systems have developed their own

parking brand and suite of communication channels  These systems prioritize customer experience and

helping users find, use, and pay for parking  Key elements include: website, social media, mobile

apps, real-time signage, wayfinding, collateral and FAQs  Find out more: – Park Omaha – Park Boi – PDX Smart Park + Parking Kitty – Go Park City 50

BEST PRACTICE – STRATEGY A.1

Branding + Communications + Wayfinding MULTIPLE LOCATIONS

BEST PRACTICE – STRATEGY A.1

Branding + Communications + Wayfinding MULTIPLE LOCATIONS

BEST PRACTICE – STRATEGY A.1

Branding + Communications + Wayfinding DAVIS, CA  Implemented real-time availability signage at

five lot and one garage in 2019  Utilizes vehicle counters in pavement  Has a “buffer” built in to ensure that no one

enters a full lot when signage says there is available spaces  Find out more:

– City of Davis