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Resolution 38-25
RECORD OF RESOLUTIONS BARRETT BROTHERS - DAYTON, OHIO Form 6301 Resolution No._38-25 Passed ; ADOPTING THE DOWNTOWN DUBLIN CURBSIDE MANAGEMENT PLAN WHEREAS, the Downtown Dublin Curbside Management Plan was created to address the complex and evolving needs of curbside use in Downtown Dublin’s mixed-use districts to advance the vision of a connected, sustainable, and resilient community; and WHEREAS, curbside spaces are increasingly recognized as essential infrastructure for supporting multimodal transportation, inclusive access, economic development, and efficient goods and people movement, which are foundational to a connected urban environment; and WHEREAS, the Plan included detailed field observations, stakeholder engagement from over 200 community members and business owners, and analysis of national best practices to ensure the framework is equitable, transparent, and adaptive; and WHEREAS, sustainability is promoted through the Plan’s emphasis on reducing vehicle idling, encouraging short-term access over long-term vehicle storage, and supporting shared mobility and active transportation infrastructure that decreases greenhouse gas emissions; and WHEREAS, the Plan’s alignment with Complete Streets principles, the integration of smart curbside technology, and the use of performance monitoring tools contribute to a resilient urban framework that is adaptive to future challenges, including climate change, economic shifts, and technological innovation; and WHEREAS, equitable access and inclusive design are embedded in the curb management objectives by ensuring ADA compliance; and WHEREAS, the Plan identifies a detailed Curb Typology, a Curbside Management Toolbox, and a Two-Year Implementation Action Plan to guide equitable, safe, and efficient use of curbside space, all of which align with the City’s vision for an inclusive, high-performance public realm; and WHEREAS, feedback has been incorporated into the Downtown Dublin Curbside Management Plan from City Council based on discussions at meetings held on March 17, 2025, and May 19, 2025. NOW, THEREFORE, BE IT RESOLVED by the Council of the City of Dublin, State of Ohio, “| _ of its elected members concurring, that: Section 1. The attached Downtown Dublin Curbside Management Plan is hereby adopted. Section 2. This Resolution shall take effect and be in force upon passage in accordance with Section 4.04(a) of the Revised Charter. Passed this_ 232 day of On , 2028, (tf Mayor — Presiding Officer To: Members of Dublin City Council From: Megan O’Callaghan, City Manager Date: June 17, 2025 Initiated By: Michael E. Barker, Deputy City Manager Jean-Ellen Willis, P.E., Director of Transportation & Mobility Justin Páez, Chief of Police Greg Lattanzi, Deputy Chief of Police Sarah Tresouthick Holt, AICP, ASLA, Senior Planner Tina Wawszkiewicz, P.E., Deputy Director of Transportation & Mobility Re: Resolution 38-25 – Approving the Downtown Dublin Curbside Management Plan Summary At the May 19, 2025 City Council meeting, the proposed Downtown Dublin Curbside Management Plan (Plan) was discussed and Council provided guidance on several topics. This memo and associated resolution present the proposed Plan for Council’s review and adoption. The proposed Plan builds upon City Council and Public Services Committee (PSC) discussions held between 2016 and 2019, the subsequent study initiated in 2022, and more recent Council deliberations on March 17 and May 19, 2025. For reference, the May 19 update memo and Council meeting minutes are attached. All additional related Council minutes, memos, and studies are provided in a separate file and contain extensive background and supporting detail. Background Based on the recent Council meeting discussion, the following direction has been incorporated into the proposed Plan. The revised Plan is attached for reference, along with the Action Plan summary below. Discussion Question 1. Is Council supportive of the condensed Action Plan? Yes, City Council is supportive of the proposed 2-year Action Plan, with additions noted in Discussion Question 3. Discussion Question 2. Does Council desire to evaluate paid parking and related policies? The consensus of Council was not to pursue additional study or implementation of paid parking at this time. As conditions evolve and change, this discussion may be warranted in the future. The study recommends reviewing paid parking once demand reaches 85 percent parking occupancy across the entire Downtown Dublin district for the majority of the day. Office of the City Manager 5555 Perimeter Drive • Dublin, OH 43017 Phone: 614.410.4400 Memo Resolution 38-25 – Approving the Downtown Dublin Curbside Management Plan June 17, 2025 Page 2 of 4 Discussion Question 3. Are there additional considerations Council would like to be included in the Curbside Management Plan? Council provided feedback on the following additional elements: • Active Loading Zones – Education and Outreach: Implement targeted communications to ensure community understanding and compliance with active loading zone policies. Suggestions included providing a QR code or sandwich board at the point of the posted restriction, a printed brochure, or other forms of outreach. • Coordination with the EV Parking Plan: Integrate and coordinate the recommendations of the ongoing EV Charging Study with the Curbside Management Plan. • Decriminalization of Parking Violations: Explore shifting parking violations from criminal to civil penalties for the long-term balance and sustainability of monitoring and improving on-street parking compliance. • Reinforcement of Key Recommendations Already Included in the Action Plan Timeline: • Accessible Parking Implementation: Prioritize PROWAG-compliant design and designations to improve access for people with disabilities. • Adjust On-Street Parking Time Limits: Adjust time limits from 2–3 hours to 1–2 hours to encourage turnover in high-demand areas. • Implement Dynamic Parking Garage Displays: Install dynamic signage indicating available parking spaces in public garages to increase utilization and awareness. • Continue Technology Pilots and Pilot New Technologies: Incorporate smart parking tools to optimize curbside use, improve user experience, and support real-time decision-making. • Assess Valet Parking Demand in Bridge Park: Evaluate the need for valet outside of the currently reinstated Historic Dublin valet operations. • Study Open Streets Concepts: Study implementing pedestrian-priority zones in coordination with the Draft Dublin Sustainability Plan in strategic locations to enhance safety and mobility. Next Steps: Action Plan for Curbside Management The following summarizes the tiered recommendations of the two-year implementation strategy with additions from Council feedback in May shown in green text: Year 1: 1. Prioritize Safety o Enforce against double parking violations, which pose risks to both drivers and pedestrians. o Focus on the operation, evaluation, and monitoring of Active Loading Zones. o Enhance the pedestrian crossings across Riverside Drive with LED Yield to Pedestrian signs. (√ completed) Resolution 38-25 – Approving the Downtown Dublin Curbside Management Plan June 17, 2025 Page 3 of 4 2. Accessible Parking Implementation o Implement the on-street accessible parking recommendations throughout the study area. (propose in 2026-2030 CIP) 3. Adjust Existing Parking Time Limits (In-House) o Where 2-hour and 3-hour time limits currently exist for on-street parking: Reduce limits to 1 hour on High Street and Longshore Street. Standardize to 2 hours on all other streets within the study area, aligned with curb typologies. 4. Implement Dynamic Parking Garage Displays o Install real-time parking space availability signs, starting at the Rock Cress parking garage. (Included in 2025 CIP: Smart Parking Infrastructure) 5. Develop an education and outreach strategy o Communications and Marketing to publicize the free parking garages and technology to help residents and visitors find the most appropriate places to park. o Provide notice of curbside updates to local businesses first, and to the public at least one month before the change. o Active Loading Zones: display information regarding their proper use. 6. Explore Mobile Parking Technologies o Investigate solutions for real-time parking availability via mobile platforms. (√ GoDublin app) o Continue to evaluate additional mobile real-time parking tools and solutions. 7. Begin a Curbside Vendor and Food Truck Policy o Create clear guidelines for vendor operations in curbside spaces. (propose in 2026 Operating Budget) 8. Continue Technology Pilots (Included in 2025 CIP: Smart Parking Infrastructure) o Leverage apps and tools for enforcement. o Maintain momentum on existing initiatives and assess their effectiveness. o Continue to explore and evaluate new and innovative parking management tools and solutions. 9. Coordination with the EV Parking Plan o Integrate and coordinate the recommendations of the ongoing EV Charging Study with the Curbside Management Plan. 10. Initiate a Study to Decriminalize Parking Tickets o Budget for and study the steps needed to decriminalize parking tickets to include an assessment of legal, operational and financial impacts. (propose in 2026 Operating Budget) Resolution 38-25 – Approving the Downtown Dublin Curbside Management Plan June 17, 2025 Page 4 of 4 Year 2: 1. Expand Time-Limited Parking o Implement 2-hour limits in areas where on-street parking is currently unrestricted, in Year 2, to ease change for residents and capture the effects of incremental change. (In-House) 2. Promote 'Park-Once' Practices o Encourage connections between parking garages and mobility options such as scooters, bikes, e-bikes and micro-transit. (√ agreement with Veo for shared micro-mobility options) 3. Assess Valet Parking Demand in Bridge Park o Review the recently reinstated business-led Historic District valet operation for reference. o Study the feasibility and potential benefits of a valet program in Bridge Park. (propose in 2027 Operating Budget) 4. Prioritize Safety o Enhance the pedestrian crossings across Riverside Drive by evaluating alternative pavement treatments and advanced walk phases to give pedestrians a head-start, known as leading pedestrian intervals, or LPI. (propose in 2026 CIP) 5. Pilot New Technologies o Identify and trial additional innovative curbside and parking technologies for operational efficiency and enforcement. (propose in 2026 CIP) 6. Study Open Streets Concepts o Coordinate with the Draft Dublin Sustainability Plan and evaluate the potential for temporary or permanent vehicle access restrictions to promote pedestrian zones. (propose in 2026 Operating Budget) Recommendation Staff recommends approval of Resolution 38-25 Downtown Dublin Curbside Management Plan. Downtown Dublin Curbside Management Plan June 2025 Downtown Dublin | Curbside Management Plan City of Dublin, Ohio City of Dublin i Table of Contents Page 1 Introduction ...................................................................................................................4 Study Background ..........................................................................................................4 Vision, Goals & Objectives ...............................................................................................6 Study Process and Methodology ......................................................................................7 Study Outcomes .............................................................................................................8 This Report ...................................................................................................................10 2 Conditions Summary ....................................................................................................11 District Inventories ........................................................................................................11 Functional Assessment .................................................................................................15 Peak Hour Utilization Summary .....................................................................................16 Curbside Mobility Programs ..........................................................................................24 Stakeholder Input .........................................................................................................26 Industry Expert Input ....................................................................................................35 3 Outcomes & Options Analysis .......................................................................................38 Best Practices ..............................................................................................................38 Industry Standards & Guidelines ....................................................................................44 City Staff Workshop ......................................................................................................45 4 The Curbside Management Toolbox ..............................................................................49 Accommodation Tools ..................................................................................................50 Demand Distribution Tools ............................................................................................54 Mobility Connection Tools .............................................................................................59 Operational and Administrative Tools ............................................................................62 5 Technology Pilots .........................................................................................................66 Pilot Objectives and Design ...........................................................................................66 Vendor and Technology Selection ..................................................................................68 Key Learnings ...............................................................................................................69 Key Outcomes ..............................................................................................................70 6 Toolbox Deployment Guide ...........................................................................................74 Recommended Curb-Function Priorities ........................................................................74 Bridge Park ..................................................................................................................78 Historic Dublin ..............................................................................................................83 7 Implementation Action Plan .........................................................................................85 Year 1 ..........................................................................................................................85 Year 2 ..........................................................................................................................94 8 Performance Monitoring Plan .......................................................................................98 Curb Occupancy ...........................................................................................................99 Off-Street Occupancy ...................................................................................................99 Shared/Micromobility Use .............................................................................................99 Non-Compliance Incidents ......................................................................................... 100 Downtown Dublin | Curbside Management Plan City of Dublin, Ohio City of Dublin ii Stakeholder Feedback ............................................................................................... 100 Addressing Performance Issues by Curb Type ............................................................. 100 9 Appendices ............................................................................................................... 105 Appendix A: State of the Curb Report ......................................................................... 106 Appendix B: State of the Practice Report .................................................................... 107 Appendix C: The Curbside Management Toolbox ......................................................... 108 Appendix D: Technology Pilots Report ........................................................................ 109 Downtown Dublin | Curbside Management Plan City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 3 Project Team City of Dublin Jean-Ellen Willis; Director, Transportation & Mobility Division Tina Wawszkiewicz; Deputy Director, Transportation & Mobility Division Sarah Tresouthick Holt; Senior Planner, Planning Division Bob Schaber; Network Operations Manager Consultant Team Nelson\Nygaard Consulting Associates Bongorno Consulting CityFi Toole Design Downtown Dublin | Curbside Management Plan City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 4 1 Introduction Study Background Well-managed curbs allow for efficient access to businesses, facilitate deliveries, support public transportation, and provide safe spaces for pedestrians. When curbs are underutilized or mismanaged, it can lead to congestion, lost opportunities for businesses, and reduced economic activity. Properly designed curb management strategies can boost local commerce, attract investment, improve the quality of life, and contribute to the City’s overall economic vitality. This is particularly important in vibrant, multimodal, mixed-use districts like Bridge Park and Historic Dublin. In recognition of this, the Downtown Dublin Curbside Management Plan study was initiated in January 2022 by the City as a multi-year study and series of curbside-management technology pilots, to culminate in a comprehensive plan to: Define an overall plan for curbside spaces in Downtown Dublin. Reduce friction between competing uses within these spaces. Provide a clear, consistent, and implementable framework for prioritizing goods and people movement. Identify a series of policies and implementable recommendations. Evaluate technologies that can help address Dublin’s most pressing curbside management challenges. Curb Management & Economic Development Economic development is closely linked to the management and use of curbs in urban areas. Curbs play a critical role in the flow of goods, services, and people, which are all essential for thriving local economies. Curb space is valuable, and demand is increasing across the nation with the rise of e-commerce and delivery services. Well-managed curbs allow for efficient access to businesses, facilitate deliveries, support public transportation, and provide safe spaces for pedestrians. When curbs are underutilized or mismanaged, it can lead to congestion, lost opportunities for businesses, and reduced economic activity. Properly designed curb management strategies can boost local commerce, attract investment, improve the quality of life, and contribute to the City’s overall economic vitality. A Study to Address Challenges & Opportunities Over the past several years, the management of curbside spaces in mixed-use and commercial centers has become more complex, dynamic, and essential to achieving common livable, economic, sustainable, and equitable goals in communities like Dublin. And, prior to this period of innovation Downtown Dublin had benefited from innovative Complete Streets practices, with curb extensions shortening pedestrian crossing distances and calming traffic along busy Downtown Dublin streets. A Curbside Management Plan study, initiated in 2022 and led by Nelson\Nygaard in collaboration with Citifi, Toole Design Group and Bongorno Consulting, was conducted to assess parking conditions and identify the needs in Historic Dublin and the Bridge Park area, with the following objectives: 1. Define plan for curb space in Downtown Dublin 2. Reduce friction between competing uses 3. Provide a framework for prioritizing goods and people movement Downtown Dublin | Curbside Management Plan City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 5 4. Identify implementable recommendations 5. Design technology pilots to address the most pressing challenges This study stems from the September 9, 2019 City Council meeting discussion, which focused on developing a comprehensive curbside management plan. Paid parking was not included in the evaluation of this study. Prior to this study, nine parking studies were conducted in the Historic District since 2000. Of these, six were completed before the Bridge Park development began in 2015. Notably, none of the previous studies took place before the opening of the Rock Cress and N. High Street parking garages, and the six parking garages in Bridge Park, marking a significant shift in the area's parking dynamics. Incorporating Curbside Management Best Practices A fundamental parking strategy for cities is to prioritize short-term parking on main streets for quick errands and access to businesses while directing longer-term parking to side streets and dedicated parking garages. This ensures efficient traffic flow and maximizes accessibility to different areas within Downtown Dublin. Key elements of this strategy include: On-street parking for short-term needs: − Designate primary streets with high foot traffic as prime locations for on-street parking with short time limits to encourage quick turnover and easy access to ground-floor businesses for quick visits. − Install clear signs with time restrictions. − Consider using technology like smart parking sensors to monitor availability and occupancy rates. Side streets for medium-term parking: − Use side streets with lower traffic volumes for longer-term parking options, allowing people to park a little further away from busy areas for extended periods, such as dining and sit-down restaurants. − Usually less stringent parking time restrictions are used compared to main streets. Parking garages for extended stays: − Designate dedicated parking garages in central areas for people who need to park for longer durations, like employees or visitors staying for extended periods. These principles served as the foundation for developing the Downtown Dublin Curbside Management Plan. The City recognized that a comprehensive plan was required to leverage the significant potential benefits of these best practices, by identifying tools to manage curbside access and providing a framework for determining which uses and functions to prioritize, where and when, to effectively manage competition and minimize conflicts within these critical shared spaces. Downtown Dublin | Curbside Management Plan City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 6 Vision, Goals & Objectives The following vision statements, goals, and objectives for the study and for curbside management in Downtown Dublin were developed and confirmed by a working group of City staff involved in key aspects of curb management and operations. Curbside Management Plan Vision As determined at the workshop, the Dublin’s curb management vision consists of the following vision statements: Big Picture: Support community goals of livability, sustainability, equity, and economic growth. Local Focus: Anticipate and accommodate the evolving needs of the residents, businesses, key stakeholders, and visitors in each district. Public Stewardship: Manage curbs responsibly and effectively as publicly maintained, shared elements of the City’s urban-mobility infrastructure. Return on Investments: Leverage Dublin’s history of investment in strategic planning, advanced technologies, and economic development to create a new model for curb management among peer cities. Curbside Management Goals Workshop participants confirmed the following formal goals for curbside management in Dublin’s downtown districts: Focus on Performance: Maintain a digital inventory of curb regulations, bolster compliance, collect utilization and other performance-indicator measures in key areas, and manage/regulate in direct response to actual and targeted performance measures. Align Policy and Goals with Curb Management Actions: Adopt a Curb Typology for each district; leverage design standards for curb spaces, functions, amenities, and other elements; minimize conflicts within and surrounding curb spaces, provide transparency in the decision-making process, and seek optimal levels of compliance with curb space regulations, programming, and design. Allocate, Regulate, and Manage Space: With strong management, clear policy, and a performance focus in place, effectively reallocate street space to meet key objectives; formalize technology pilots and allocate more curb space for right-fit uses to push Dublin toward the envisioned future for each district. Curbside Management Objectives Workshop participants confirmed the following objectives, which embody the steps necessary to accomplish the goals and achieve the broader management vision. Safety - Reduce conflicts between modes and increase safety Equity - Ensure that curbs are equitable and accessible for all Downtown Dublin | Curbside Management Plan City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 7 People - Emphasize space for people PUDO - Improve loading and pickup/drop-off Access - Balance curb utilization for easier access in high-demand locations Transparency - Provide optimal transparency on decision-making and outcomes Resiliency - Ensure tools and processes are adaptive and resilient to changing needs and opportunities Study Process and Methodology The Curbside Management Plan study was completed in the following sequence of primary study tasks. Background and Existing Conditions Review The planning process began with a comprehensive review of previous plans, background documents, and datasets with relevance to curbside use and management. This was followed by an inventory of physical, policy, and administrative resources; a functional assessment of the current use and management of the curbside spaces; and direct field observations to verify and further detail conditions in Historic Dublin and Bridge Park. Field Observations & Stakeholder Engagement Stakeholder engagement was conducted concurrent with the Existing Conditions Review, through a variety of approaches and activities, including an online stakeholder survey completed by over 200 community members, four focus groups with key stakeholders in the study area, and interviews with subject area experts. State of the Practice Analysis The project team conducted a review of established industry guidelines and best practices, as well as emerging innovations and promising approaches to curbside management, with a focus on Dublin-specific conditions and opportunities. Key findings were outlined in the “State of the Practice” memo to provide substantive content for consideration of strategies that would be explored further in developing study recommendations. City Staff Workshop The project team conducted a Workshop with key City staff across departments and disciplines. The workshop provided an opportunity to discuss and verify findings and inform strategies and recommendations to inform the drafting of the Downtown Dublin Curbside Management Plan. Curbside Management Toolbox The Downtown Dublin Curbside Management Plan (CMP) serves as the City’s vision for curb management, presenting a comprehensive set of recommended strategies, policies, and actions that reflect best practices, anticipate emerging opportunities, respond to Dublin-specific challenges and solution opportunities, and advance stakeholder-identified goals and priorities. These approaches were compiled and organized into a Toolbox to inform immediate and short-term curb management actions, while also previewing tools that may become useful as curb management conditions evolve. Technology Pilots During the development of the Curbside Management Plan, a series of pilots were proposed to test technologies that could help the City of Dublin collect data and better understand and manage curbside activity. To support Downtown Dublin | Curbside Management Plan City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 8 these pilots, the project team developed a “Curb Pilot Design Framework” and “Tech/Vendor Selection” memo to inform decision-making and contracting leading up to pilot launch and to further guide the pilots from conception to completion. Key findings from the completed pilots directly informed several recommendations in this Curbside Management Plan. Recommendations & Implementation Action Plans At the conclusion of the study a comprehensive set of recommendations were developed for implementing the Curbside Management Toolbox, leveraging what was learned during the Technology Pilots, and applying the best practices and the outcomes of the City Staff workshop to address the key issues and opportunities revealed during the background and conditions review. These recommendations are organized as follows to facilitate effective implementation. Recommended curbside management technologies, based on pilot outcomes and defined management goals and objectives. Recommended curb use/function priorities for all Main and Off Main Street curbs within the study area districts A Two-Year Implementation Action Plan with specific recommendations for acting upon these priorities and addressing key issues and opportunities identified during the study A Performance Monitoring Plan for tracking the impacts of action plan implementation, assessing their effectiveness in advancing study vision, goals, and objectives, and guiding continued implementation to achieve defined performance targets. Key Study Deliverables Four key study deliverables complement and expand upon the content in this report, as follows: State of the Curb Report – A full set of findings from the Background and Existing Conditions Review, Field Observations & Stakeholder Engagement, and the City Staff Workshop tasks State of the Practice Report – Providing an expansive overview of findings from the review of best/emerging practices and established industry guidelines on curb design, configuration, and regulations. The Curbside Management Toolbox – A detailed summary of the recommended strategies, policies, and actions in the Toolbox that is summarized in this report. Technology Pilots Report – The Full Report of findings from the Technology Pilots, a summary of which is provided in this report Study Outcomes Key Study Deliverables The study culminated in a broad set of deliverables, including: Conditions Summary – A summary of key findings from an analysis of curb supply, demand, and regulatory conditions, complemented by a robust stakeholder and public engagement process. Vision, Goals, and Objectives – The ideal set of curb conditions and curb-management outcomes envisioned for Downtown Dublin for the next several years; as well as the goals and objectives that can best guide progress toward this vision and confirm its achievement. Downtown Dublin | Curbside Management Plan City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 9 Curb Typology – A basic set of curb types that represent common, distinct types of curb spaces, which are to be used to inform curb-function priorities on any given block within each downtown district. Prioritized Curb Functions – The types and forms of curb-space uses and activities that are prioritized over other potential uses/activities, with some formally prioritized over others based on curb type. A Curbside Management Toolbox to provide a general guide to recommended policies, practices, technologies, regulations, spatial programming, and physical design interventions for curbside management within the study area A Two-Year Implementation Action Plan with specific, annual recommendations for implementing the Curbside Management Toolbox to address key issues and opportunities identified during the study, with recommendations based on curb type, curbside space priorities, and phasing considerations. A Performance Monitoring Plan directly informed by the outcomes of the study’s Technology Pilots, as well as best practices for defining Key Performance Indicators and Performance Targets to inform ongoing, proactive curbside management actions. Key Study Recommendations Highlights of the Two-Year Implementation Action Plan include the following recommendations that directly address the challenges and opportunities that led to the initiation of this study, as well as those identified during its completion. These include: Implementing New Federal ADA Guidelines and Standards- To proactively bring both districts into compliance Standardizing Parking Time Limits for Consistency Across Both Districts - To make parking options more consistent and clearer across both districts Expanding the Schedule of Time-Limit Enforcement - To better align with demand patterns and keep spaces turning over whenever businesses are busy Formalizing a Program for Food Trucks and Curbside Vendors – To address uncertainty about where and when these uses are 1) allowed and 2) preferred/discouraged Study Decriminalizing Parking Violations – To provide the City with more and better options for effective enforcement practices and protocols that seek compliance with curb regulations, including an assessment of legal, operational, and financial impacts De-Emphasizing Short-Term Parking on Key “Main Street” Curbs – To reflect the fact that visitors are getting more comfortable with the garages in both districts, which allows curb spaces on these high- demand blocks to accommodate high-turnover, higher-priority uses. Using Technology to Identify & Track Non-Compliance Hot Zones – To allow enforcement staff to focus its resources and attention on areas where curb violations are most consistently creating unsafe conditions Creating Flex Zones on Bridge Park Avenue – To allow these highest-demand blocks to do more, by prioritizing the most optimal curb uses, as those vary by time of day (loading in the morning, parking during the day, and passenger pickup/dropoff during evenings) Downtown Dublin | Curbside Management Plan City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 10 This Report The report is provided to the City of Dublin’s Transportation & Mobility Division to serve as a comprehensive plan for managing curbside spaces within the city’s two downtown districts – Downtown Dublin. The report is organized into the following primary sections: Conditions Summary – Key findings from a review of previous studies, available data and documentation on curbside conditions, stakeholder engagement, a City Staff workshop, and field observations and data collection over several dates and time periods. Outcomes & Options Analysis – A comprehensive review of curbside management best-practices and emerging approaches, as well as a review of established industry guidelines on curb design, configuration, and regulations to inform implementation options and viability. Curbside Management Toolbox – A compendium of recommended curb management tools (policies, regulations, procedures, technologies, etc.) provided as Tool Profiles that include descriptions of tool purpose, curb functions supported, and implementation considerations. Technology Pilots – An overview of several year-long pilots completed to test innovative technologies recommended for advancing the Curbside Management Plan’s Vision, Goals, and Objectives, as well as pilot outcomes and resulting recommendations. Toolbox Deployment Guide - Recommended Primary and Secondary functional priorities for curbside spaces along Main Street and Off Main curb types in Downtown Dublin, to guide initial deployment and other applications of the Curbside Management Toolbox. Two-Year Toolbox Action Plan - A series of data collection activities should be completed to inform the implementation of the Two-Year Action Plan Performance Monitoring Plan - Recommended Toolbox deployment actions to consider, based on Key Performance Indicator issues identified specific to the primary and secondary functions associated with each type. Appendices - Several key study deliverables that informed this plan are also appended to this report, to provide greater detail on key study findings, expand upon the curbside management tools identified in the plan, and a more complete summary of the technology pilots completed as part of this study: State of the Curb Report – A full set of findings from the Background and Existing Conditions Review, Field Observations & Stakeholder Engagement, and the City Staff Workshop tasks State of the Practice Report – Providing an expansive overview of findings from the review of best/emerging practices and established industry guidelines on curb design, configuration, and regulations. The Curbside Management Toolbox – A detailed summary of the recommended strategies, policies, and actions in the Toolbox that is summarized in this report. Technology Pilots Report – The Full Report of findings from the Technology Pilots, a summary of which is provided in this report Downtown Dublin | Curbside Management Plan City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 11 2 Conditions Summary This section provides an overview of existing-conditions findings from initial phase of the study, including: District Inventories: Curbside & Off-Street Parking Capacities Functional Assessment: Utilization and Duration Surveys of District Inventories Curbside Mobility Programs: Programs Currently Enhancing the Mobility Functions of Downtown Curbside Spaces Stakeholder Input: Findings from Engagement with District Residents and Property/Business Owners, Curb Mobility Operators, and Industry Experts District Inventories This section presents an overview of the inventory of curbside spaces, as well as spaces within off-street parking lots and garages that provide key public parking capacity to complement curbside spaces in meeting the parking needs of both districts. Bridge Park Inventory The maps below depict the digital inventory compiled as part of the Curbside Management Plan study. Downtown Dublin | Curbside Management Plan City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 12 Figure 1 Bridge Park Curb Inventory Downtown Dublin | Curbside Management Plan City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 13 Curbside Spaces The Bridge Park District currently has curbside capacity of just over 700 spaces. Current curbside regulations have established the following sub-inventories within this supply: 544 Unrestricted Parking spaces 81 Short-Term Parking spaces (2-hour limit) 32 Loading and Unloading spaces 25 ADA-Reserved Parking spaces 17 spaces reserved for Rideshare and Passenger-Loading Public Off-Street Parking Four parking structures provide over 2,500 public parking spaces, free of charge and with no time limits. AC Garage: 468 spaces Longshore Banker Garage: 850 spaces Longshore Tuller Ridge Garage: 869 spaces Howe Garage: 654 spaces Additionally, a fifth garage (on Block G) is under construction. This garage will add 405 spaces of public parking space to the district. Downtown Dublin | Curbside Management Plan City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 14 Historic Dublin Curb Inventory Figure 2 Historic Dublin Curb Inventory Managed Curbside Spaces The Historic Dublin District currently has curbside capacity of just over 100 spaces. Current curbside regulations have established the following sub-inventories within this supply: 83 Short-Term Parking spaces (3-hour limit) 10 Unrestricted Parking spaces (Franklin Street) Downtown Dublin | Curbside Management Plan City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 15 One ADA accessible parking space Public Off-Street Parking Several lots and two parking structures provide over 1,000 off-street parking spaces across the Historic Dublin District. Rock Cress Garage: 550 spaces Bridge Park West Garage: 320 spaces Darby Street Lot: 103 spaces Franklin Street Lots: 53 spaces Town Center Lot: 33 spaces Pinney/John Wright Lane Lot: 12 spaces Functional Assessment Utilization and Duration surveys were completed during the hours of 7am – 7pm on Thursday, July 28, 2022, to document conditions of parking duration (length of stay) and turnover (how frequently a space is re-occupied) along key blocks of high-demand curbside space in both Downtown Dublin. During these surveys, several off- street occupancy counts were also completed at key times to quantify the level of available capacity that these parking options provide, in complement to on-street parking options. Details of these surveys are provided below. Bridge Park Counts Hourly counts of on-street occupancy and turnover were completed by two team members in Bridge Park between the hours of 7am and 7pm. The counts included occupancy of specific spaces, accompanied by license plate identification to confirm the length of stay and turnover for each space. The streets that were surveyed included: Longshore Street, between John Shields Parkway and Banker Drive Riverside Drive, between John Shields Parkway and Bridge Park Avenue Bridge Park Avenue, between Longshore Street and Mooney Street Occupancy counts were completed in the following off-street facilities: Bridge Park – AC Garage (Block A) Bridge Park – Longshore Banker Garage (Block B) Bridge Park – Longshore Tuller Ridge Garage (Block C) Bridge Park – Howe Garage (Block D) Historic Dublin Counts Hourly counts of on-street occupancy and turnover were completed by two team members in Historic Dublin between the hours of 7am and 7pm. The counts included occupancy of specific spaces, accompanied by license plate identification to confirm the length of stay and turnover for each space. The streets that were surveyed included: N. High Street, between the Indian Run bridge and Bridge Street Downtown Dublin | Curbside Management Plan City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 16 S. High Street, between Bridge Street and John Wright Lane Franklin and North Streets, flanking the Rock Cress Garage Mill Lane, between Bridge Street and Spring Hill Lane Sells Alley, between Franklin Street and Mill Lane Occupancy counts were completed in the following off-street facilities: Historic Dublin – Rock Cress Garage Historic Dublin – Darby Street Lot Historic Dublin – Town Center Lots Historic Dublin – John Wright/Pinney Lot Historic Dublin – Indian Run Lot Peak Hour Utilization Summary The following series of maps presents peak utilization levels found during the morning, midday, and evening periods of the completed, hourly surveys. Downtown Dublin | Curbside Management Plan City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 17 Figure 3 Weekday Morning Conditions Downtown Dublin | Curbside Management Plan City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 18 Figure 4 Weekday Midday Conditions Downtown Dublin | Curbside Management Plan City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 19 Figure 5 Weekday Evening Conditions – Historic Dublin Downtown Dublin | Curbside Management Plan City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 20 The table below provides an overview of utilization measures taken from surveys completed during three weekday periods that tend to represent conditions of peak parking demand in commercial centers and mixed- use districts – late morning, midday, and evening. Findings of constrained availability – 95% utilization and higher -- are marked in red, while findings of optimal availability – 70% - 95% -- are marked in green. All remaining measures indicate some level of “excess” capacity, and key opportunities to accommodate greater utilization. Figure 6 Peak-Hour Utilization Measures Parking Areas Utilization 10AM* 1PM 7PM HD North High Street 105% 100% 111% North High Side Streets 109% 100% 100% North High Secondary Streets 15% 38% 100% South High Street 68% 78% 61% South High Secondary Streets 80% 80% 60% Darby Street Lot 18% 89% 98% Rock Cress Garage 6% 31% 68% Town Center Lot 61% 100% 85% Franklin Street Lot 44% 100% 70% BP Longshore - North of BPA 70% 96% 96% Longshore - South of BPA 89% 100% 100% Riverside Drive East Side 66% 72% 93% Riverside Drive West Side 8% 33% 53% Bridge Park Avenue 100% 100% 93% AC Garage 30% 45% 29% Longshore Banker Garage 37% 47% 69% Longshore Tuller Ridge Garage 31% 48% 45% Howe Garage 31% 41% 60% *AM off-street counts were conducted between 8AM - 9AM Key Curbside Survey Findings Both Districts All of the streets surveyed had fairly high occupancies during most of the day. There are, roughly, 3 peaks – 9-10am, 12-1pm, and 6pm on. − These peaks are less dramatic and tend to vary more on side streets versus the main streets (High Street and Longshore Street) Bridge Park General There are three peaks for occupancy throughout the day – 9am, 12-1pm, and 5-6pm Downtown Dublin | Curbside Management Plan City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 21 In many situations, occupancy varies from one side of the street to the other. In other words, there is nearly always parking on a specific block even if there is not on a specific block face. Riverside Drive has an average occupancy of 56%, which varies dramatically from east to west. The average occupancy on the east side of Riverside is 72%, compared with 24% on the west side. This is likely due to a combination of a parker’s direction of travel and proximity to their final destination and may suggest a reluctance to cross Riverside Drive after parking on-street. The highest rates of double parking occurred on Longshore Street between Larimer Street and Bridge Park Avenue. It should also be noted that there was available on-street parking available 20% of the time that a vehicle was double parked. Longshore Street appears to have excess loading zone capacity and that loading zones are frequently being used for non-loading purposes. On the east side of the street, loading zones were occupied 1% of the time by loading, 72% by what appeared to be non-loading vehicles, and were empty 27% of the time. The west side of the street had 7% loading use, 62% other use, and 31% of the time the spaces were empty. There was no apparent pattern with respect to the time or location of parkers who stayed past the 2- hour limit on Longshore. However, they were more likely to stay past the 2-hour limit in the loading zones, perhaps showing disregard for both loading and the time limit regulations. Morning Conditions Most parking options offer plenty of availability during the morning period. The primary exception is Bridge Park Avenue, both sides of which are highly utilized by 10am A few blockfaces along Longshore Street were also constrained at this time, but these were isolated enough that adjacent or opposing blockfaces offered ample availability, making most of this street reasonably accessible Midday Conditions On-street availability is consistently constrained during the Midday on Longshore and Bridge Park Avenue, while most blocks on Riverside Drive remain underutilized. During the same time period, all four parking garages were found to be less than 70% occupied, suggesting an important opportunity to create more consistent on-street availability by attracting more drivers to these no cost, no time limit parking options. Evening Conditions Evening counts in Bridge Park found conditions that largely mirrored the Midday, with on-street consistently highly utilized while garages remained underutilized. The one notable change is that the east side of Riverside Drive has attracted higher utilization than found at any other time. Historic Dublin General N. High Street, north of North Street, displayed the most frequent parking beyond the 3-hour time limit. Of the filled spaces, there was a 40% rate of those spaces being occupied by a vehicle overstaying its time. Downtown Dublin | Curbside Management Plan City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 22 Of the five (5) marked loading spaces on High Street, (all of which are north of North Street), there were only two recorded times when a loading vehicle was parked there and each of these was for under one hour. Of the times when loading vehicles were not present, the spots were filled 42% of the time by other vehicles. In multiple cases, the vehicles parked in these spaces remained for three or more hours. This may indicate either employee or contractor parking. Shorter blocks of High Street (e.g., between Wing Hill and Bridge) were more likely to have higher occupancy throughout the day. Longer blocks (e.g., between Eberly Hill and Pinneyhill or north of North St), were more likely to have availability in the morning or mid-afternoon, with nearly full occupancy during the 12pm hour and later in the evening. For those that overstayed the 3-hour limit on High Street, the average stay was 5.9 hours, with roughly 40% of vehicles remaining for at least 4 hours. Another ~20% stayed for 5-6 hours, 10% stayed eight hours, and 15% stayed 10 or more hours. The highest rate of parkers staying less than one hour was between Bridge and Pinneyhill (~40-70%). North of Bridge Street, only about 20% stayed for less than an hour. South of Pinneyhill, about 25% stayed less than an hour. Vehicles parked in unmarked spaces on multiple block faces on High Street, from Wing Hill north, throughout the day. In these situations, there was available space on that block-face nearly 60% of the time, which could indicate an issue with how the space was marked or a desire to park directly in front of a given business. Morning Conditions On-street availability is consistently constrained in the North High Street area of Historic Dublin, with utilization at or above effective capacity on all High Street and side street blocks. Availability is easier to find on South High Street blocks. In both areas, off-street and secondary on-street blocks were underutilized, offering significant opportunity to shift some demand off of High Street to offer more availability at these times. Midday Conditions During the Midday periods, on-street parking remains highly constrained on High Street and side streets, while the Darby Street lot has also become highly utilized, to the point where search traffic could be expected within the lot. However, parking on North Franklin Street and the Rock Cress Garage remain underutilized. In South High Street area, off-street lots have become essentially fully occupied, while on-street parking remains a mix of constrained and underutilized blocks. Evening Conditions Evening counts revealed a marked contrast between North and South High Street areas within Historic Dublin, with options north of Bridge Street highly constrained except for the Rock Cress Garage, while most options south of High Street offering significant excess capacity. Downtown Dublin | Curbside Management Plan City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 23 Key Off-Street Survey Findings Both Districts Off-street facilities in both Downtown Dublin showed very low utilization during the 8am hour, with only one facility showing greater than 50% occupancy (61% in the Town Center Lot) and all others less than 50% occupied. Midday utilization was far higher, with multiple facilities in Historic Dublin at or near capacity. However, each of the garages in both districts was still below 50% occupied. Evenings showed a slight increase in utilization in Bridge Park, with two facilities reaching 60% - 70% occupied, while utilization in Historic Dublin remained high, with two lots at or near capacity. Bridge Park Bridge Park’s four garages have a total of 2,841 spaces. The peak occupancy for the district’s off-street spaces was during the 7pm hour, where utilization reached 53%. Of the four garages, only the Mooney Banker Garage (Block B) and Howe Garage (Block D) experienced utilization in excess of 60% at any of the three periods. Both were during the evening (7pm) count, with Mooney at 69% occupied and Howe at 60% occupied. Utilization during the 8am and 1pm hours did not exceed 50% in any of the four garages. During these same periods, utilization on adjacent blocks of Longshore and Bridge Park Avenue was at or near capacity. The Howe Garage has sections reserved for specific users, including a section for resident permit- holders and a section on the 2nd floor reserved for customers of the North Market (ground floor tenant). Historic Dublin There were 829 public, off-street parking spaces included in the Historic Dublin count. − The peak occupancy for these spaces was during the 7pm hour, where utilization reached 66%. 550 of the off-street spaces in Historic Dublin are contained in the Rock Cress Garage, of which 410 are open to the public all day and 140 are restricted to Library patrons from 9am – 6pm. − The Rock Cress Garage experienced peak utilization during the 7pm hour, with 68% of spaces occupied. − During the midday (1pm) count, just 31% of the garage’s spaces were occupied, while the adjacent Darby Street lot was 89% full. − Excluding the Rock Cress Garage and the two more remote lots (Indian Run and John Wright/Pinney), the remaining 179 off-street spaces are contained in centrally located lots that experience high utilization throughout the day. − While utilization during the 8am hour was low (32%), the midday (94%) and evening (89%) counts were relatively high. − The Franklin Street and Town Center lots were at capacity during the 1pm hour, during which drivers were seen circling the lots looking for spaces. − The Darby Street lot was at capacity during the 7pm count, while the adjacent Rock Cress Garage had 175 available spaces. Downtown Dublin | Curbside Management Plan City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 24 Curbside Mobility Programs The following City maintained/managed mobility programs and services rely upon consistent access to curbside spaces, in key locations, for their functional effectiveness and level of service to their users. The Dublin Connector The Dublin Connector is a City-led and -funded program that provides two distinct on-demand shuttle services throughout Dublin, often relying upon curbside spaces for pickup and dropoff activity absent formal bus stop designations. Senior + Disabled Ride Service In partnership with paratransit operator SHARE Microtransit, the City of Dublin offers free rides to anyone over 55 or residents with disabilities. Registered participants can be picked up at their home and receive a one-way or round-trip ride to eligible destinations within the city. Eligible destinations include but are not limited to grocery stores, shopping centers, medical offices, community centers, and local attractions. Transportation services are available Monday through Saturday from 9 am to 4 PM and rides must be booked at least 2 hours in advance but can be scheduled up to 6 months ahead of time. Rides can be booked via phone, email, or online. Figure 7 Select Senior Circulator Destinations Downtown Dublin | Curbside Management Plan City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 25 Workforce Ride Service Through the Dublin Connector program, employees who work in Dublin can request last-mile rides from COTA Stops to any employer destination. Rides must be scheduled through the Dublin Connector App or online at least 2 hours in advance. Rides can be scheduled for one-way or round-trip between the hours of 5 AM and 11 PM, 7 days a week (Frantz Road/Dublin Park and Ride stop is weekday only). The program also offers emergency rides home in case plans change, which can be arranged by calling rider care. Dublin Connector eligible COTA stops Micro-Mobility Program Building on work begun in 2021, Dublin began a two-phase micro-mobility demonstration project in Spring 2022. Phase I included the roll-out of Bird motorized scooters in a small sector of Southeast Dublin that includes both Historic Dublin and Bridge Park. Phase II began in summer 2022 and ran through May 2023. The program has not been adopted as a formal City program. Shared micro-mobility devices are permitted to operate on streets, sidewalks, and shared-use paths by council approval. Expansion plans include adding bikeshare via partnership with the City of Columbus’s bikeshare program. Bridge Park Five micro-mobility parking zones were identified at pocket parks along Longshore Street at junctions with Riverside Drive and Mooney Street. There is a geo-fenced no-ride zone on Longshore from John Shields Parkway to Banker Drive, however there will be other designated scooter lanes throughout the neighborhood. Downtown Dublin | Curbside Management Plan City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 26 Historic Dublin In Historic Dublin, the city will create a designated ‘mobility boulevard’ along Franklin Street that includes designated parking for micro-mobility devices and separates riders from streets with heavier vehicle traffic to ensure rider safety. Other parking areas will be distributed around Historic Dublin, including in the library parking garage and along Mill Street. Stakeholder Input Downtown Dublin stakeholders were engaged via a process that combined a series of focus group discussions and a set of online surveys. Key Takeaways Parking and loading are priority concerns across stakeholder groups and locations Community members appreciate outdoor dining/gathering space and would like to see more curbspace dedicated for this use Dedicated curb space for micro-mobility use and storage is not a high priority among community members Most deliveries occur on weekdays and from the street out front of respondents’ businesses, though these occur frequently from morning through the evening Short-term parking is the most important curbside use for business and property owners regardless of time of day, followed by passenger pick-up and drop-off. When asked what curbside management changes would bring the most improvement in meeting their needs, 48% of Bridge Park residents and 55% of Historic Dublin residents said “no change” is needed. More detailed findings from the focus group discussions and online survey responses are provided in the sections below. Focus Group Discussions Focus group discussions were facilitated to increase understanding of existing conditions, vet early conditions observations, cultivate external stakeholder understanding of study intent, and lay the groundwork for their support of project outcomes. These meetings were conducted in June 2022, with a representative group of stakeholders from four different target stakeholder populations: 1. Historic Dublin Business Owners 2. Bridge Park Business Owners 3. Visitor and Hospitality Industry 4. Shared Mobility Providers The primary purpose of these sessions was to confirm our shared understanding of current conditions, including what is working well and what challenges exist, from the perspective of the focus group participants. The discussion was also geared toward uncovering ideas and opportunities to explore further in the analysis and for inclusion in the Curb Management Toolbox and technology pilots. Downtown Dublin | Curbside Management Plan City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 27 Key Findings The following sections provide detailed summaries of the discussions with each focus group, sorted into existing conditions feedback, opportunities, and additional insight. A few common themes and key takeaways are provided here. • Pedestrian comfort has improved in recent years throughout the study area and supports greater non- vehicular circulation within and between districts. This includes the extension of Franklin Street north of Bridge Street, providing a second signalized pedestrian crossing along Bridge Street in Historic Dublin, as well as the reduced speed limit for Riverside Drive (from 35 MPH to 25 MPH). Additional improvements suggested included improving the pedestrian crossing between Riverside Crossing Park Plaza and Bridge Park Avenue. • Through concerted efforts by the City of Dublin, businesses and community partners, many regular users of the curb, including residents and employees, have shifted their behaviors to accommodate greater curb space access for visitors and delivery vehicles. Still, off-street capacity far outweighs that on-street and additional efforts can continue to improve availability and access for all travelers. • The primary conflicts at the curb appear to be overlapping delivery activities during peak periods and egregious double-parking or parking in the drive lane by delivery vehicles. These issues may be addressed by providing more explicit and convenient curbside options for these users at key times, along with technology that can report these occurrences. • Existing regulations could be adjusted to facilitate greater turnover and improve access to businesses – particularly the 3-hour time limit along High Street in Historic Dublin. • Light enforcement of parking regulations is well known in these districts and changes may be warranted, but must be done thoughtfully and without creating a punitive or inhospitable environment for visitors to Historic Dublin and Bridge Park. • While there was some sentiment that pricing and paid parking could be an effective tool for improving curb management, there was a strong sentiment that this should not be considered. The project team confirmed that paid parking is not being considered at this time. • Expanded mobility services offer greater accessibility for travelers in Dublin. Alongside these efforts, safety and accessibility for children, seniors and people with disabilities should continue to be a priority for any upcoming pilots or implementation of plan recommendations. • The provision of information to all users of the curb, whether in signage, apps, maps, etc. is critical to improving travel and accessibility and will require collaboration among all stakeholders. Online Surveys To identify opportunities to both better manage current uses of these spaces, and to appropriately accommodate recent and potential new uses, Dublin launched an online stakeholder survey in May 2022 to collect direct input on existing curb use patterns, challenges observed at the curb, and potential for improvement in curb management practices. The survey was distributed to residents, property owners, and business owners in both the Downtown Dublin neighborhoods. This memo summarizes key findings from the input received. Downtown Dublin | Curbside Management Plan City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 28 Participation Figure 8 Survey Participation Overview Between May 11th and July 15th, over 200 community members responded to the survey. The breakdown of constituent groups is below, with a high majority of respondents being residents in Bridge Park. 74% of respondents are affiliated with Bridge Park, and only 26% with Historic Dublin. This reflects Bridge Park’s much greater size and population, and follows extra effort made by the City team to ensure significant participation by Historic Dublin stakeholders. This included mailing and door-to-door distribution of a public notice postcard with project information and an invitation to engage through the survey or direct communication with City staff. The feedback was largely positive, revealing general satisfaction with curb use conditions and no significant dissatisfaction with how the curb is managed in the study area. Downtown Dublin | Curbside Management Plan City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 29 Key Findings Bridge Park Residents Figure 9 How Often Bridge Park Residents Use Curbside Parking for Various Purposes Frequency and Type of Curb Space Uses The most frequent uses of curbside space in Bridge Park, by its residents, include: Outdoor seating/gathering space Guest parking Parking their vehicles at home Pickup/Dropoff at home Less frequent resident uses include: Pickup/Dropoff at area destinations Parking their vehicles at area destinations Parking for contractors or service providers The least frequent resident use is curbside bike parking, though many residents also never use the curb to park their own vehicles. Preferred Changes Almost half (48%) of participants stated that they wanted “no change” to curbside management near their homes. Downtown Dublin | Curbside Management Plan City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 30 Figure 10 Curbside Management Changes Favored by Bridge Park Residents Survey participants were asked what curbside management changes would bring the most improvement in meeting their needs at home. Roughly half of participants (48%) stated that they wanted “no change”. The second most common responses were to change time limits (20%) and to disallow parking (13%). There were also several comments about creating more short-term loading space for delivery vehicles and passenger pickup/drop off, and multiple responses that discussed increased enforcement of existing regulations and violations. When asked what changes to the management of curb space within Bridge Park they would most like to see, common responses included the following: Time Limits: Limiting parking to 1-2 hours maximum Restricting parking to permitted residents Completely removing on-street parking supply Enforcement for existing and future curb regulations More designated on-street space for commercial loading to prevent loading vehicles from double parking or creating congestion Improved visibility at intersections Pedestrian-only streets Prohibit micro-mobility or limit areas of operation Prohibit skateboarding Improved visibility at intersections and garage exits to protect pedestrians Designated pickup/drop-off points Flexible curb uses (i.e., loading during business hours, parking after business hours) Reduced speed limits and/or traffic calming infrastructure on major roads Downtown Dublin | Curbside Management Plan City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 31 Historic Dublin Residents Figure 11 How Often Historic Dublin Residents Use Curbside Parking for Various Purposes Frequency and Type of Curb Space Uses District residents infrequently use curbside parking for household vehicles and rarely if ever use curbside bike parking infrastructure. Most Historic District residents noted that their curb access is not frequently impacted by commercial vehicle activity While just over half of respondents did not believe any curb regulation changes were necessary in Historic Dublin, those who were in favor of change suggest limiting or disallowing on-street parking. Historic Dublin residents mostly noted that they rarely experience significant impacts to their curb access from demand generated by nearby commercial uses. Preferred Changes Over half (55%) of participants stated that they wanted “no change” to curbside management near their homes. Downtown Dublin | Curbside Management Plan City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 32 Figure 12 Curbside Management Changes Favored by Historic Dublin Residents Survey participants were asked what curbside management changes would bring the most improvement in meeting their needs at home. The second most common responses were to either change time limits (18%) or to disallow parking (18%). When asked what changes to the management of curb space within Historic Dublin they would most like to see, popular responses included the following: Increasing space for outdoor dining/gatherings Better management of passenger pickup/drop-off activity Better management of parking and traffic from delivery and pickup vehicles Prohibit overnight parking Eliminate on-street parking around North Street and North High Street Maintain free parking Bridge Park Business Owners Customer Parking and Curb Access Most respondents (91%) report that their customers park in public off-street lots or garages Respondent’s customers struggle to find parking more frequently on weekends and weekday evenings Respondents report that customers are increasingly comfortable walking a short distance (1-2 blocks) from their parking location to their destination. Downtown Dublin | Curbside Management Plan City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 33 Figure 13 When Customer Parking is Difficult to Find in Bridge Park Curb Loading Survey respondents only receive deliveries on weekdays, and most often in the morning. Figure 14 When Bridge Park Business Owners Receive Curbside Deliveries Preferred Changes In response to open ended questions, Bridge Park business owners made the following recommendations: Designated passenger pickup/dropoff spaces in the evenings Better management of curb space by commercial vehicles for loading and construction Preserving accessible on-street parking for retail customers Downtown Dublin | Curbside Management Plan City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 34 Historic Dublin Business Owners Customer Parking and Curb Access Respondent’s customers park in a relatively even split, either on street (48%), in a public lot or garage (43%), or in a private lot or garage (48%). Respondent’s customers struggle to find parking more frequently on weekdays, especially afternoons and evenings Figure 15 When Customer Parking is Difficult to Find in Historic Dublin Curb Loading Respondents predominantly receive deliveries on weekdays, in the morning, midday, and evening. Figure 16 When Historic Dublin Business Owners Receive Curbside Deliveries Preferred Changes In response to open ended questions, Historic Dublin business owners made the following recommendations: Preserving accessible on-street parking for retail customers Designated loading zones for commercial vehicles activity Increased enforcement of existing time-limited parking Downtown Dublin | Curbside Management Plan City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 35 Improve visibility at intersections Bridge Park Property Owners Key Issues & Opportunities All respondents cited more short-term parking capacity as the most important potential improvement to curb management. Consistently available commercial loading was the most common second choice. The most cited curb management challenges among respondents were commercial vehicles blocking access, and visitor, customer, and tenant parking complaints. Respondent’s customers mostly park off-street Respondent’s customers struggle to find parking most often on weekday evenings, and never on weekday mornings, or weekend afternoons and evenings. Respondents receive deliveries predominantly on weekday mornings. Historic Dublin Property Owners Key Issues & Opportunities All respondents cited more short-term parking capacity as the most important potential improvement to curb management All respondents cited tenant or visitor parking complaints as their biggest curb space challenge. Respondent’s customers mostly park off-street, either in public parking lots/garages or in privately managed space. Respondent’s customers struggle to find parking most often on weekends and weekday evenings. Respondents receive deliveries exclusively on weekdays. Industry Expert Input As part of our efforts to capture input from key curbside users and stakeholders, insights gained from commercial curb-operator interviews and engagement activities with commercial mobility, delivery, and service providers highlight opportunities for improved curbside management. Key findings from these industry experts are summarized in the following sections. Demand is Increasing There is a huge increase in the number of companies offering delivery. 3rd Quarter e-commerce sales were almost 37% higher in 2020 compared to 2019. The Covid-19 pandemic resulted in a significant increase in the use of bikes, scooters, and other micro- mobility devices to get around. The Increasing Importance of Curb Access for Goods & Services Delivery Most private sector vendors indicate that they need curb access as close as possible to the destination (pick-up point, delivery, or docking). − Most claim that even within 50 feet isn’t acceptable. For deliveries, discretion is left to the driver as to how close they want to park to the destination. Downtown Dublin | Curbside Management Plan City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 36 Most vendors indicate that they deliver at all times of day in order to deliver goods/services as quickly as possible to the customer. Convenience of the customer always comes first. Access to Commercial Operator Data Operators are protective of information around route selection and optimization. Transportation network companies (TNCs), such as Lyft and Uber can look at their maps and tell cities where underutilized space is that could be used for pickup/dropoff (PUDO) zones. Data about city curb function and use is a valuable tool to commercial users of the curb. Enforcement Most operators prefer locations where regulations and zones are enforced consistently. − While this may conflict with established practices of making curb parking “customer friendly”, more and more curb activity is linked to commercial operators, particularly over the last few years when food and goods delivery activity has increase so significantly. − Enforcement that is primarily focused on violations linked to commercial curb users has become vital to ensuring orderly curb spaces, as well as reliable access to curb space for personal vehicles, where appropriate. Except in the largest cities, operators note that enforcement rates are low, which give them an unpunished ability to park/stop illegally. Automated enforcement is key to enforcing double parking and short-stop curb violations. − Note that, where fully automated enforcement is not viable, automated violation alerts to parking enforcement is an effective alternative. − While this would use technology to monitor compliance and send violation notifications to officers, any citation would be issued based on a manual confirmation of a violation. − This can be particularly effective for identifying non-compliance “hot spots” and prioritizing violations that have public safety implications. Pricing/Revenue Most operators said that they would not benefit from progressive pricing to optimize curb space availability. Most operators indicated that they do not currently pay for curb use and instead access free loading zones or other free space at the curb; and perhaps unsurprisingly, there is no desire to pay for curb use. Partnering & Piloting New Approaches Private sector vendors want to partner on pilots and recognize that a city’s support for their service/program can result in better outcomes. Partnering with private organizations can help solve resource issues within cities. Cities should reach out to TNC companies early during the planning process for large events, this will better ensure mitigation of issues. Downtown Dublin | Curbside Management Plan City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 37 Recognizing that this is a big challenge, curbside operators believe that cities need to be willing to try, fail, innovate; try, fail, innovate. Curb Allocation Most agree that the biggest need is for additional loading/pickup-dropoff (PUDO) zones or other designated space. Curb Availability Information Operators cited a need for real-time curb space availability in order to provide on-demand services to customers. Predictive technologies do not guarantee availability. No solution is perfect; even cameras or sensors provide “moment in time” data that can change before arrival. Parcel delivery drivers (e.g.: UPS, FedEx) have low utilization of parking apps. Reservation & Appointment Systems Delivery schedules and destinations are often too variable for reservation systems to be successful. Commercial delivery companies often serve the same destination each day/week and typically know where to park or access an alley/garage loading zone. Apps and reservation systems that have been piloted are underutilized. − Operators often dislike or do not find the reservation systems useful in creating more predictable curb experiences or reliable curb availability. There is no ability to hold on-street space until arrival. Downtown Dublin | Curbside Management Plan City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 38 3 Outcomes & Options Analysis Based on the findings from the Conditions Assessment phase of the study, reviews of curbside management best practices and industry-standard guidelines on curbside space design and regulation were completed, followed by a workshop with key City staff to review all study findings and discuss recommendation options for the Curbside Management Plan. Best Practices This section presents an overview of established and emerging best practices, policies, and programs for managing curbside spaces in pedestrian-oriented, mixed-use, urban districts. To expand upon the collective expertise of the Curbside Management Plan study team, the following “state of the practice” reports and sources were reviewed to ensure a complete review of documented best practices. Curb Management Regional Planning Guide, North Central Texas Council of Governments – 2020 Curbside Management Practitioners Guide, ITE – 2018 Curb Appeal, NACTO – 2017 The Shared-Use City: Managing the Curb, International Transport Forum (ITF) – 2017 City of Dublin Parking Management Toolbox – 2017 Established Best Practices Key Performance Indicators & Targets Make clear that the most essential aim of City parking management programs, strategies, activities, and investments is curbside availability. Define availability as the key performance metric for curb space management. − The most essential performance indicator for curb space management is space availability. − Without strategic management, demand will consistently constrain availability precisely where most curb space is most valued, and where curb access is most vital to the functioning of adjacent land uses and activities. A standard performance target for curb space availability is 15% of capacity – enough that the available spaces are easy to perceive. Performance Monitoring Whatever management strategies are employed to maintain availability, their success is best measured by counting empty spaces along the best-used blocks in a given area, particularly during peak-demand times. Regular counts conducted in high-demand locations at peak-demand times will allow City staff to monitor curb management performance, including the effectiveness of new or adjusted regulations, accommodations, or other management actions. Downtown Dublin | Curbside Management Plan City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 39 Regulatory Zones that Reflect Demand Implement curb management tiers that reflect observed demand patterns to guide use and redistribute curb activity more evenly across the physical and temporal capacity. Reduce time limits on high-demand streets, while offering longer stays on blocks that would otherwise go underutilized. Or, provide more expansive loading zones on side or secondary streets to encourage some larger trucks to use these locations rather than busy primary streets. Coordinating regulations can create distinct management zones, which in turn can create clear incentives that increase the appeal of secondary curb space locations, and de-congest higher-demand areas Wayfinding Wayfinding is a means of providing intuitive visual cues and information to drivers upon arrival. Wayfinding should reinforce information available to drivers before they arrive, and direct them to their preferred parking option. Effective wayfinding provides visual information that suggests parking opportunities, and guides drivers toward their “right fit”, even if they knew nothing of these options before arriving. This can include varying signage or markings that correspond to regulations and time limits, app-based guidance, and branding off-street locations that accommodate short-term parking. Informational Signage Clear and concise signage should serve two primary functions. Complement wayfinding, in providing essential details on parking options for drivers arriving with little or no information. Confirm to each driver that the space she/he has found is indeed what was expected. − Preferably, this happens without the drivers having to leave their cars. Branding Branding is one of the most effective means of identifying parking options that are managed consistent with the City’s parking program. This can include branding extended to private facilities that offer a parking experience comparable to parking in a City facility. Such branding can increase comfort levels with unfamiliar parking options by reducing uncertainties around regulations, restrictions, and potential cost. Parking Maps A comprehensive public parking map is a critical component of a comprehensive information campaign. It should include all streets that offer on-street parking, marked according to time restrictions and regulations. It should also include all off-street locations that offer public parking. Downtown Dublin | Curbside Management Plan City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 40 − This can also include facilities that only provide public parking on certain days, or during certain times of day, as these may emerge out of efforts to increase shared parking opportunities. The map should be posted to and accessible from at a single website, which can be linked to on all local business websites, City media, and Chamber of Commerce communications. Pricing Commercial Vehicle Parking Pricing commercial loading/unloading/delivery/pickup/dropoff activity can encourage rapid turnover of delivery vehicles, incentivize use of less congested curb spaces, and collect data on commercial curb usage (including volume of use, duration of stays, and compliance with regulations). Pricing is one of the most widely used and effective means for regulating curb space. Charging commercial operators for curbside parking can be justified based on the fact that the associated companies are using these public spaces to complete for-profit activities More importantly, pricing can give the City leverage to shorter stays at the curb during peak-demand times, and the option of using higher and lower rates to distribute demand more evenly across all parking options. The City of Pittsburgh recently implemented a curb management pilot that confirmed the viability and effectiveness of pricing commercial parking using a by-minute rate to encourage shorter stays.1 Off-Street Accommodations & Incentives Ensure that curb-space users are aware of off-street alternatives, and provide incentives for their use at times and in places where these alternatives offer more available capacity, to reduce demand and increase availability among curbside spaces. Ensure that off-street options offer lower cost and/or fewer restrictions compared to curbside spaces Highlight these options on public parking maps Mark, brand, and ensure drivers can find their way to these locations Promote real-time availability conditions at these locations, particularly at multi-level facilities that may look “full” to drivers passing by. Optimize Park-Once Cross-District Mobility Reduce inter-district driving and ensure that more parking options provide Park Once access to both districts, by enhancing walkability across the river and via complementary modes such as scooters and bikeshare that appropriate for Dublin Link use. Micromobility ridership data indicates that several rides have linked the use of a parking space in the Rock Cress Garage to travel across the Dublin Link bridge into Bridge Park. Similarly, data indicate that scooters placed in Bridge Park are often used to access nearby destinations, located outside of the district. This kind of Park Once mobility can offset the strong preference for curbside parking and make off- street parking much more viable and appealing among those traveling to several area destinations. 1 Smart Loading Zones | Engage Pittsburgh (pittsburghpa.gov) Downtown Dublin | Curbside Management Plan City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 41 Curbside accommodations of these micromobility vehicles in key locations may be key to expanding their Park Once benefits. Public Valet Services A public valet can leverage off-street parking capacities to accommodate curbside parking demand. Public valet operates like a typical valet service, but is available to anyone, and not just those accessing a specific business or property. Public valet can be particularly effective in locations with significant demand peaks during evenings, weekends, and/or regularly recurring events. Variable Regulations Variable regulations seek to balance demand and accommodation for various curb uses by shifting priorities during designed hours and days. Early-morning loading zones, for example, might be balanced with regulations that shift the same curb zone to short-term parking at midday, and potentially to passenger pickup/dropoff space during evenings. Spaces used for public valet are often available for other uses outside of the hours when the public valet is operating. Mobility Stations Using curb space, on either the street or sidewalk side, to accommodate alternative-mode vehicles can increase the capacity provided by these spaces – linked to either accommodating more vehicles in the same space or reserving the space for shared cars or ride-service vehicles. Often such uses can take advantage of underutilized curb spaces and overbuilt roadways, resulting in minimal impact to other curb users and/or potential traffic-calming benefits that can make Districts’ streets feel more walkable. Bike corrals (bike placed within the curb lane, either in a conventional parking space or in a “leftover” area that is too small to accommodate personal vehicle parking) Other similar uses of these spaces include: Bike-share stations, E-scooter parking zones, reserved Car- share parking spaces, Passenger pickup/dropoff zones, and Mobility Hubs. Emerging Best Practices Geofencing Geofencing is a means for tech companies define the locations where their app-based ride services can be accessed by riders, defining pickup areas outside of which the service’s “virtual dispatching” technologies can prevent drivers from connecting with would-be passengers. While cities cannot set up a geofence on their own, they can coordinate geofencing with the operating companies or codify off-limits zones and require compliance for ride-service operation within the city limits. Service providers tend to be supportive of this approach, as it provides designated zones within which their drivers can pickup and dropoff passengers more quickly. Downtown Dublin | Curbside Management Plan City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 42 Geofencing can also block micromobility vehicles like bikes and scooters from operating within defined areas or set limits for the devices to prevent them from traveling at unsafe speeds Public Space & Activation Areas With innovations in curb management, and coordinated use of off-street parking options, more curb space can be made available for people to gather, dine/drink, find some shade or a place to sit, etc. These “people focused” spaces can be programmed to best suit the needs of adjacent businesses or street type to ensure that they offer substantial value. The most common versions of such spaces include: − Parklets: Formalized public seating areas created within the curb lane − Streateries: Parklets designed and reserved for outdoor dining − Wider sidewalks: Providing more space for walking, public gathering, shopping, and other pedestrian functions − Curb extensions: Extension of the curbline into the curb lane at intersections to make pedestrians waiting to cross more visible to traffic and to shorten the distance for street crossings Mobility Lanes Curb lanes can be dedicated to bike and micro-mobility to encourage greater adoption of these modes, which, when popularly used, provide more access and mobility than typical uses of these spaces. The benefit of such lanes can be optimized by promoting their increased safety and comfort levels, restricting these uses on other options (particularly sidewalks), and controlling them via digital communications and vehicle-speed controls for app-based micro-transit fleets. Curbside spaces used for mobility lanes can also be complemented by curbside spaces used for micromobility stations, where vehicles can be accessed, returned, and charged. Flex Zones Building upon the “Variable Regulations” tool, flex zones can add design elements and programming to change the nature of activity across the day, week, and year. Flexible infrastructure can reduce competition for the right-of-way and allow multiple modes to take advantage of the same space. Thoughtful design of infrastructure and space can ensure that all impacted/accommodated modes see benefits, while, in many cases, dedicated infrastructure for one mode may be preferred. Examples of Flex Zones include: Hybrid lanes that allow buses and bikes to travel in the same space in a safe manner Shared spaces where pedestrians, cyclists, and scooters can comingle Combined commercial and passenger loading zones Curb lanes that shift in function, as demand peaks shift across the day – such peak-only travel lanes or early-morning loading zones that offer personal-vehicle parking or loading at other times. On-street dining and parklet areas which are implemented during favorable seasons and removed to make space for other uses during off seasons. Downtown Dublin | Curbside Management Plan City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 43 Compete Streets Design Standards Adopting strategic Complete Streets design standards that include key curb space elements can greatly enhance the functionality and safety of an expanding range of curb activities, functions, and users. As curb uses continue to diversify and overlap with one another, the need for supportive, strategic design elements will continue to grow. Conflicts between pedestrians, cyclists, and scooter operators, the road’s most vulnerable users, and loading/delivery vehicles is a common source of near miss and crash events and must be mitigated through smart design. Specific design standards, drawing from national best practices, can be implemented to ensure that modal conflicts are minimized, and safety is prioritized. Design standards may be drawn from national resources such as the NACTO Street Design Guide. Prioritization of Curb Functions Developing a formal policy that defines functional priorities for curb space management and accommodations has become a best practice for simplifying decisions around assigning curb space regulations/accommodations, providing transparency around how such decisions are made, and creating a cohesive and intuitive environment for curb users across the Districts. Such policies typically identify a list of curb space functions to be prioritized, such as: − Private Vehicle Storage − Access for Commerce − Access for People − Public Space Activation − Public Space Greening They often also define a set of curb-types or curb-context factors that is used to inform priority assignments of curb space. These hierarchical priorities are then used to inform the assignment of curb space regulations, infrastructure and amenities, and other curb management investments. Digitized Curb Inventories Digitized curb inventories – a unified GIS-based database of locations and extents for curb spaces, applied regulations, regulatory and wayfinding signs, mobility stations, etc. – allow cities to regulate uses in real time, determine where modal conflicts may occur when regulations are changed, and document and communicate changes to planners, policymakers, stakeholders, and users. Creating a curb inventory means compiling the various sources of curb asset data and regulations into a single database and building on that data with field observations and new entries. The curb inventory should include the actual location of curbs, current regulations governing the curb, signage, and other physical curbside assets such as bus stop shelters, bike lanes, and parklets. Creating a robust inventory of curb assets and regulations helps to identify gaps and misalignment with existing or changing demands while establishing a clear picture of the potential enforcement structure and policy environment. Downtown Dublin | Curbside Management Plan City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 44 Curb regulations should only be revised when differences between regulations and demand are fully understood for most or all modes and should be updated regularly. Parking Management Platforms Several companies provide parking management platforms, which automate several parking-management functions, including: Performance monitoring – typically focused on curb space occupancy and duration, on a per-block, or per-space basis Compliance monitoring – linking multiple, real-time data feeds to identify parked vehicles that have exceeded time limits, are out of compliance with regulations, or are in some other violation of curbside restrictions or requirements (a private vehicle in a commercial loading zone, for example). Enforcement – building upon a compliance-monitoring service to automatically identify violations, using sensors, cameras, and license-plate recognition technology. Many such platforms can also manage other curb space functions, tracking micro-mobility fleets2 and creating reservation systems for commercial loading zones 3. Industry Standards & Guidelines The standards and guidelines documents most used by cities to set standards for the design, configuration, and application of various types of curbside spaces and uses were reviewed to ensure that all Curbside Management Plan recommendations would be in compliance with these generally accepted standards. This review included two national guidelines documents and two Ohio-specific documents, as summarized individually below. National Standards & Guidelines NACTO’s Urban Street Design Guide The National Association of City Transportation Officials (NACTO) developed the Urban Street Design Guide in 2013 for professionals and citizens to use as a guide to advocate for safe and multimodal streets in urban areas. The guide is meant to provide instruction on how to develop streets that can handle vehicle traffic properly while also serving pedestrians and cyclists, as well as create a system that is resilient and sustainable.4 The Urban Street Design Guide is a useful guide in relation to curbside management. Numerous chapters include curbside management treatments and how innovative use of curb space can increase the overall functionality and accessibility of a street. FHWA’s Manual on Uniform Traffic Control Devices (MUTCD) for Streets and Highways The U.S. Department of Transportation Federal Highway Administration (FHWA) created the Manual on Uniform Traffic Control Devices (MUTCD) for Streets and Highways which provides standards for roadway managers when implementing signage, gates, barricades, pavement markings, traffic signals, and traffic controls along roadways. The FHWA states that these standards should be applied to, “all public streets, 2 https://www.populus.ai/products/mobility-manager 3 https://www.smartcitiesdive.com/news/coord-to-pilot-smart-parking-zones-cities/580821/ 4 National Association of City Transportation Officials. Urban Street Design Guide. DOI 10.5822/978-1-61091-534-2. PDF. (2013). Downtown Dublin | Curbside Management Plan City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 45 highways, bikeways, and private roads open to public travel.”5 Specific signage and pavement markings related to curbside management treatments include, but are not limited to, loading zone signs, no parking signs, mid- block crossing pavement marking standards, bike parking signage, and more. State of Ohio Standards & Guidelines Ohio Manual on Uniform Traffic Control Devices (MUTCD) for Streets and Highways (OMUTCD) The Ohio Department of Transportation published the latest version of the Ohio Manual on Uniform Traffic Control Devices (MUTCD) for Streets and Highways in 2012 which provides consistent direction for statewide standards and designs for traffic control devices. These standards conform to the national Manual on Uniform Traffic Control Devices (MUTCD), described in the previous section. When citing guidance for standards and traffic control devices, OMUTCD is referenced instead of MUTCD because it is adopted as law in Ohio. The OMUTCD mostly aligns with MUTCD in guidance on signage and pavement markings related to curbside management treatments, but has a few sections with increased specificity around tourist-oriented directional signs, construction/work signs, and bicycle directional marking which may impact curbside operations. Ohio Department of Transportation’s Multimodal Design Guide The Multimodal Design Guide (MDG), published in 2022 by the Ohio Department of Transportation (ODOT), gives direction and design details for pedestrian and bicycle facilities in ODOT rights-of-way that align with statewide goals for walking and bicycling. Operationally, ODOT will use the MDG when reviewing local agency designs for federally funded projects and as a reference for those looking to advance consistency in multimodal design practices throughout the state. The MDG offers guidance for multimodal facilities in curbside areas, addressing opportunities to allocate space to specific uses (vehicle parking, bicycle lanes) as well as shared use opportunities. In addition, the guide addresses integrating bicycle facilities with transit, a common conflict in curbside zones. City Staff Workshop Following the completion of the Best Practices and Industry Standards reviews, the Curbside Management Plan study team facilitated a full-day workshop with a working group of City staff involved in key aspects of curb management and operations. The first part of the workshop focused on developing and confirming vision statements, goals, and objectives for the study and for curbside management in Downtown Dublin – as identified earlier in this report. The second half focused on a review of study findings to date, and a period of discussion and identification of a set of curbside uses/functions that should be prioritized in these districts, and the development of a curb typology that could be used to balance these priorities across each district. Curbside Management Problem Statements Asked for their input on the key issues limiting the efficient use of Dublin’s curb space, the following list of problem statements were identified and prioritized, as follows: 1. Commercial user non-compliance 5 U.S. Department of Transportation Federal Highway Administration. “Manual on Uniform Traffic Control Devices for Streets and Highways.” Manual on Uniform Traffic Control Devices for Streets and Highways. https://mutcd.fhwa.dot.gov/ Downtown Dublin | Curbside Management Plan City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 46 2. Underutilization of off-street parking 3. Imbalance of demand between blocks 4. Fixed 24-hour curb regulations 5. Lack of incentives on side streets 6. Parking enforcement 7. Infrequent curb data collection Prioritized Curbside Space Functions The following set of curbside space functions were confirmed as the highest priorities for curbside management in downtown Dublin. Commercial and Passenger Loading The purpose of this function is to pick up and drop off people and goods reasonably close to their destination. In Dublin, commercial loading can include freight delivery, professional service providers like maintenance and construction workers, parcel delivery to homes and businesses, and food delivery such as DoorDash and UberEats. Passenger loading includes pick-up and drop-off for people using ride-hail apps like Uber and Lyft, and transit facilities like bus stops, shelters, and waiting areas. Public Space and Activation The purpose of this function is to make sidewalks and streets lively, safe, and enjoyable places for people walking and rolling. Active public space has far-reaching benefits to health, economic growth, and neighborhood safety. Spaces that promote this function include pedestrian walkways, parklets, street furniture, green areas, outdoor dining, and flexible space that can be used for pop-up or recurring events like concerts, exhibits, or markets. Parking Parking is an essential function to connect people with where they want to go. Streets where parking is prioritized can accommodate car parking as well as parking facilities for other types of mobility vehicles like micromobility, covered or protected bike parking, and bus layover areas for transit and shuttles. Of particular importance is prioritizing the appropriate number and location of ADA-accessible and designated spaces throughout each district. Active/Micromobility Connections Providing curbside space for bikes and scooters that are available for shared, public use can increase the use of non-driving mobility options within each district. Similarly, curbside space within the parking lane can be dedicated to the operation of these vehicles, separating riders from auto traffic and sidewalks for the safety and comfort of all users and making micromobility more viable for more district visitors. Specific functions/uses could include a protected bike lane, multi-use path, widened sidewalks, curb extensions, narrow travel lanes, or a mobility hub located on either side of the curb. Safety features like traffic calming and speed control measures are also important on these blocks to ensure active transportation users are protected as they move. Curb Typology & Associated Priorities Workshop discussions led to a consensus on a typology of curb types, representing the key characteristics that distinguish the types and levels of curbside demand likely to compete for accommodation, and which are most Downtown Dublin | Curbside Management Plan City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 47 likely to provide the most access. Different streets within a single district have a variety of needs and demands based on the surrounding land use, right of way availability, and stakeholder needs. A curb typology is an efficient way to categorize streets by primary use and apply a hierarchy of curb functions to each type. Multiple tools from the curb management toolbox can be used based on context-specific needs to accommodate curb functions, while the typology establishes the foundational requirements for a street upon which to build. The table below presents the curb types and key priority functions/uses confirmed at the City staff workshop. Figure 17 Recommended Curb Typology for Bridge Park & Historic Dublin Curb Type Functional Description First and Second Priority Curb Uses/Functions Main Street The busiest curbs in each district. Space for pedestrians is prioritized over vehicle through traffic. 1. Commercial and Passenger Loading 2. Public Space and Activation Off Main Street Curbs that primarily attract vehicular "spillover" demand from Main Street curbs 1. Parking 2. Commercial and Passenger Loading Transition Curbs along streets that connect regional streets to local streets and parking/mobility connections. 1. Parking 2. Active/Micromobility Connections Service Curbs that provide direct, back-of-house support to Main Street destinations 1. Active/Micromobility Connections 2. Commercial/Passenger Loading Buffer Zone Curbs that must balance safe, comfortable, and active sidewalks with curbside travel lanes 1. Public Space and Activation 2. Active/Micromobility Connections Downtown Dublin | Curbside Management Plan City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 48 Figure 18 Curb Types Map Downtown Dublin | Curbside Management Plan City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 49 4 The Curbside Management Toolbox The Curbside Management Toolbox compiles a comprehensive set of recommended curbside management policies, regulations, procedures, designs, and technologies for implementing the Curbside Management Plan. This is the primary set of “tools” by which the City can best advance the curbside vision, goals, and objectives developed through the Curbside Management Plan study. The tools are recommended for their individual and collective capacity to enable the City to achieve these outcomes by: Optimizing accommodation of priority curbside uses and functions Managing competing demands to ensure optimal functionality for all accommodated uses/functions. Maintaining equitable access to curbside spaces The toolbox is organized into the following categories to facilitate evaluation and selection by the City based on the issue and/or opportunity to be addressed: Accommodation Tools – Tools that focus on maintaining appropriately located, sized, and physically configured space for prioritized curbside uses/functions. Demand Distribution Tools – Tools designed to influence demand patterns, shifting activity from locations with higher demand and/or less capacity, to locations with more available capacity. Mobility Connection Tools – Tools for accommodating and promoting walking, cycling, microtransit, and non- driving mobility modes. Operational & Administrative Tools – Tools for improving operational and administrative aspects of curbside management. The following sections introduce these tools, while a complete set of tool descriptions, including implementation guidance and details is provided as an appendix to this plan. Downtown Dublin | Curbside Management Plan City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 50 Accommodation Tools Tools that focus on maintaining appropriately located, sized, and physically configured space for prioritized curbside uses/functions. ADA Accessible Parking Spaces & Passenger Loading Zones To ensure equitable access to downtown district curbsides for those with mobility differences, parking spaces designed to accommodate this population must meet the quantities and design requirements outlined in the Americans with Disabilities Act (ADA) and the Architectural Barriers Act (ABA). These are articulated in the United States Access Board’s Public Rights-of-Way Accessibility Guidelines.6 These guidelines are summarized in the full Curbside Management Toolbox. 6 https://www.access-board.gov/prowag/ Downtown Dublin | Curbside Management Plan City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 51 Commercial & Passenger Loading Zones New “Active Loading Only” Signs Mark Space for Commercial and Passenger Loading on Longshore On-street loading zones provide designated curb space reserved for vehicles loading/unloading people or goods. Dedicated loading zones allow trucks to stop without blocking travel for other modes. Loading zones are often time-limited to promote turnover of commercial vehicles and prevent double parking, which exacerbates congestion and creates unsafe driving and walking conditions. Loading zones are typically designated with signs, curb paint where appropriate, or both. Downtown Dublin | Curbside Management Plan City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 52 Parklets Parklet in San Francisco, California A parklet is a small public green/open space that typically takes the place of 1 to 3 public on-street parking spaces, though they can also take up an entire block where they are a priority curb function. Parklets are a cost- effective way to activate streets, create more vibrant neighborhoods, and promote economic vitality. Parklets are usually conceived, designed, and constructed by private stakeholders with city approval. Parklets have been shown to increase neighborhood bicycle and pedestrian traffic and boost revenue for adjacent businesses, while also providing significant traffic-calming benefits on key commercial blocks, in aid of better walkability. Streateries A streatery is the intersection between a parklet and a sidewalk café. Often tied to a specific restaurant or business, this on-street space is reserved for outdoor dining during business hours but may be available for public use when the adjacent business is closed. Like a parklet, a streatery takes the place of several parking spaces in the on-street curb lane. These spaces are typically funded privately and maintained by a business with an applicable street use permit. Streateries have many of the same benefits as sidewalk cafes, such as traffic calming and increased foot traffic, sales, and active transportation. Downtown Dublin | Curbside Management Plan City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 53 Image Source: VisitDublinOhio.com Curb Extensions Curb Extensions are a Common Feature of Downtown Dublin Curbsides Curb extensions, also known as bulb-outs or pinch points, visually and physically narrow the roadway. They create a safer environment for pedestrians at intersections by reducing crossing distance, increasing pedestrian visibility, and encouraging lower driving speeds. Curb extensions can also create additional space for street furniture, benches, plantings, and street trees. Curb extensions can be installed at a low cost by using paint and vertical barriers, or at a higher cost by extending the raised concrete curb. Downtown Dublin | Curbside Management Plan City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 54 Flex Zones Flex zones, or variable regulations, create dynamic curb space that is responsive to demand by allowing different uses access to the same space at different times of day. For example, on prime commercial streets, early-morning loading zones might be balanced with regulations that shift the same curb zone to short-term parking at midday, and to passenger pickup/dropoff space during evenings. Loading and Rideshare Parking Zone Outside North Market Public Valet Public valet can help balance demand by using curb space for high turnover or vehicle drop-off and pickup activity, while vehicle storage is located off-street. This can be particularly effective during regular high-demand periods such as evenings and weekends, and can be expanded during events, both spatially and including modally by allowing for valet bike parking. Public valet works well for those businesses, like restaurants, that often provide their own, private valet, while also extending the benefits of offering valet to other area businesses. In locations that might otherwise have several, distinct private valets operating along a curb, a public valet can effectively serve the same businesses while consolidating the spatial impact on curbside space. Demand Distribution Tools Tools designed to influence demand patterns, shifting activity from locations with higher demand and/or less capacity, to locations with more available capacity. Downtown Dublin | Curbside Management Plan City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 55 Time Limits Imposing time limits in free on-street parking areas can encourage vehicle turnover. Alternatively, a lack of time limits on less-trafficked blocks in combination with time limits on high-trafficked blocks can act as incentive for drivers to park further away from busier streets with higher multimodal curb demand. For Dublin’s downtown districts, varying time limits between Main Street and Off Main Street curbs – with longer stay allowed on the latter – is a commonly used strategy of using time limits to redistribute demand that might otherwise constrain Main Street spaces or city-owned surface lots. This strategy could also extend off-street, with no time restraints on garage parking to encourage users to park in off-street facilities. Downtown Dublin | Curbside Management Plan City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 56 Wayfinding & Information Wayfinding Directing Drivers to Parking and Pedestrians to the Dublin Link Bridgeto Historic Dublin Wayfinding is a means of providing intuitive visual cues and information to drivers upon arrival. The first objective of wayfinding should be to reinforce information provided to drivers before they arrive and direct them to their preferred parking option – such as announcing the proximity of free, long-term parking options along blocks that serve as gateways to each district. This is especially applicable on streets with the Transition curb type. At the same time, effective wayfinding can provide visual information that suggests parking opportunities and guides drivers toward their “right fit,” even if they knew nothing of these options before arriving. Downtown Dublin | Curbside Management Plan City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 57 Clear and concise signage serves two primary functions. The first is to complement wayfinding, in providing essential details on parking options for drivers arriving with little or no information. By complementing effective wayfinding elements, this information can be visually discrete, and textually concise, while effectively guiding parking searches. The second function is to confirm to each driver that the space she/he has found is indeed what was expected. Preferably, this happens without the drivers having to leave their cars. More Examples of Wayfinding Design and Application in Dublin Secondary Parking Locations & Incentives Promote distinctions in regulations between Main Street curbs and other curb types to encourage more drivers to use lower-demand options. Ensure that curb-space users are aware of off-street alternatives, and have incentives to use them at times and in places where these alternatives offer more available capacity. This can ease demand for, and thus increase availability among, more limited on-street/curb options. This can include: Employee and resident parking strategies, including permits and incentives to reduce use of curb parking Off-street loading facilities Off-street pickup/drop-off areas Mobility hubs in off-street locations Incentives can include differences in duration-of-stay regulations. Secondary Loading/PUDO Locations & Incentives To incentivize more efficient distribution of loading activity, the city can offer zones that complement those located on the highest-demand block. Strategies include having more zones on nearby blocks with more space, allowing more time, regulating longer hours, and/or adjusting the cost. Downtown Dublin | Curbside Management Plan City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 58 Off-Street Availability Promotion Providing directions to off-street parking facilities and real-time information on garage occupancy so drivers know that there is available space for them to park can reduce pressure on limited curbside capacities. Priced Commercial Loading/Parking Commercial use pricing is a supplemental tool for on-street loading zones and involves charging commercial delivery vehicles for the time spent stopped or parked for loading/unloading at the curb. Pricing commercial loading, unloading, delivery, pickup, and/or dropoff activity can encourage rapid turnover of delivery vehicles, incentivize use of less congested curb spaces, and collect data on commercial curb usage (including volume of use, duration of stays, and compliance with regulations). Dublin does not currently charge for on-street parking, but paid parking for passenger vehicles and priced commercial loading are independent tools that do not need to be implemented in tandem. Additionally, there can also be less public resistance to the idea of charging for parking when it is used by for vehicles that are using curb space for profit. The following are examples of priced commercial loading/parking that could be considered for Dublin: Commercial Vehicle Permitting: Operators apply for and receive an annual, monthly, or day-use rate for a permit to use allocated spaces. Permits can be physical or electronic, and most commonly rely on license plate recognition or decals for compliance verification and enforcement. Pay by Use: User pays in advance for their estimated stay duration. This system is most like traditional flat-rate parking for passenger vehicles. Automated pricing: Technology like sensors and/or license plate readers detect presence and duration and charge users automatically for their stay. This system requires access to commercial vehicle license plate data to be an effective form of payment collection, compliance monitoring, and enforcement. Delivery Staging Zones Zones that offer freight/delivery drivers more time and space can provide an attractive alternative to “front door” blocks on which such drivers are forced to double-park, or park on curbs, to function properly and expediently. Dedicating space to such activity – perhaps complemented by equipment and building/business operations that expedite pickup/delivery activity – may offer enough added space, time, and predictability to reduce the impacts of these vehicles on sidewalks, travel lanes, and driveways. Such zones can be enhanced by also providing the means and equipment for drivers to access multiple addresses from a single curb space. An example of this in action is neighborhood delivery microhub – a centralized drop-off / pick-up location for goods that brings delivery services and customers closer together. By doing so, these hubs can alleviate congestion, reduce emissions, consolidate freight vehicle trips, reduce vehicle miles traveled, and enable transfers to low- or zero-emissions fleet for final mile deliveries. Downtown Dublin | Curbside Management Plan City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 59 Mobility Connection Tools Tools for accommodating and promoting walking, cycling, microtransit, and non-driving mobility modes Bus/Transit Stops Dublin Connector Shuttle Operating on Longshore in Bridge Park Downtown Dublin | Curbside Management Plan City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 60 Transit stops can be for Central Ohio Transit Authority (COTA) buses as well as for services like the Dublin Connector. Some stops – such as for the Dublin Connector service pictured above -- can be informal, designated stopping points where people can connect with provided services within curb space that also accommodates other, compatible functions such PUDO zones. Higher-ridership stops should include physical amenities that provide basic comfort and safety, and convey the priority status of transit within that space. Mobility Lanes Mobility Lane Proposed for Mill Lane in Historic Dublin Mobility lanes are dedicated curb spaces for active transportation or microtransit circulation similar to dedicated bike or bus lanes. Dedicated space encourages greater adoption of these modes, which, when frequently used, can provide more access and mobility than a typical travel lane that accommodates only private vehicles. Mobility lanes can be used by: Microtransit Bike Circulator/Bus Mixed modes within a slow-speed lane The benefit of such lanes can be optimized by promoting their increased efficiency, safety, and comfort levels compared to bike and scooter travel in traditional travel lanes. Such lanes can also be complemented with “slow” and “no ride” zones for electric-powered shared bikes and scooters, reducing conflicts on sidewalks via “geofence” remote communications and that limit the speeds that devices can travel in such locations. Downtown Dublin | Curbside Management Plan City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 61 Shared-use paths can also serve as mobility lanes for human-powered and small electric vehicles. Shared-use paths are paved facilities that are generally separated from vehicular right of way by plantings or landscaping and can be used for both transportation and recreation. Because they are separate facilities, new and vulnerable users often feel more comfortable and safe traveling on shared-use paths than on on-street traditional bike or mobility lanes. Additionally, shared-use paths can be wider than on-street mobility lanes to accommodate multiple users traveling in both directions. Mobility Stations/Hubs Mobility hubs are multimodal transportation connection points designed to integrate independent mobility networks and services. Mobility hubs can include a variety of multimodal infrastructure components customized for their location within the transportation network, and they can range from simple to complex in their range of features. Mobility hubs are most effective when sited near destinations or traffic generators like employment or commercial centers, parks or public plazas, or other major destinations. Mobility hubs commonly address “first-mile/last-mile” gaps, including bringing shared mobility options to residential areas located a bit beyond walking distance to area destinations and services. Likewise, these hubs provide visitors with a range of travel options within and between Dublin’s downtown districts – without the need to drive and park. Mobility Hub Concept Diagram by Shared-Use Mobility Center for Minneapolis Pilot Common functions available at a mobility hub include: Bus stop: sheltered waiting area for public transit Bike parking: secure bike racks or public lockers Shared micromobility parking: docked or dockless staging area for shared fleet of bikes, e-scooters, and/or other micromobility services Downtown Dublin | Curbside Management Plan City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 62 Ride-hail loading: signage and/or dedicated pick-up/drop off space along the curb for ride-hail Car share: dedicated on- or off-street space for shared fleet vehicle parking Additional services and infrastructure could include, but are not limited to Charging infrastructure for private and shared electric mobility devices Urban freight distribution, such as lockers that provide a centralized pick up/drop off point for goods as well as people, which reduces miles traveled by heavy freight vehicles, reducing emissions and traffic congestion. Wayfinding and other information systems Mobility hub amenities vary based on what the surrounding land use can support and can range from a small neighborhood hub to a large regional mobility center. Furniture/Buffer Zone The furniture zone – sometimes referred to as the Buffer Zone – can be used to create a buffer between the sidewalk zone and the curb zone, mitigating the visual and aural impacts of travel lanes. These zones can effectively, and attractively, block sights and sounds and provide visual/design cues that can reduce vehicle speeds in adjacent lanes. This need not conflict with other objectives for these zones – enhancing the visual appeal of the streetscape; providing shelter, shade, and/or seating; accommodating mobility connections; etc. – and does include an intention to also make the sidewalk zone more comfortable and appealing by mitigating impacts from adjacent travel lanes. This can also include direct physical barriers to make sidewalk zones safer using bollards or other devices to block vehicle-incursion incidents. Operational and Administrative Tools Tools for improving operational and administrative aspects of curbside management Downtown Dublin | Curbside Management Plan City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 63 Digital Inventory A digital curb inventory can help visualize, analyze, and update curb strategies and regulations, providing a digital map of a City’s curb regulations to enable a digital approach to managing the public right-of-way. Such an inventory also helps cities track and govern how private mobility service providers and shared-mobility devices operate in real time. Compliance Monitoring Curb regulations govern sanctioned use of curb space by private businesses and the general public. However, without some degree of compliance monitoring and enforcement, regulations often go unheeded and don’t fully address the problems they were intended to solve. Heat Map of Curbside Regulation Violations (Source: Vade) Formal compliance monitoring requires using people and/or technology to ensure user adherence to posted parking and loading regulations. There are two main mechanisms for ensuring compliance: Enforcement/Citations: The Police Department currently addresses safety and complaint-driven parking issues. These activities provide visibility to the businesses and residents and are opportunities Downtown Dublin | Curbside Management Plan City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 64 for engagement and setting expectations in Downtown Dublin. The majority of complaints involved double parking or blocked travel lanes, which directly support the City's safety enforcement priorities. While non-safety-related issues, such as parking overstays, are also addressed, they are handled based on available resources and prioritization. Expanding enforcement responsibilities to include a broader range of parking violations would significantly increase costs if handled by law enforcement officers. Automated pricing: Technology like sensors and/or license plate readers detect presence and duration and automatically cite violations and issue fines as necessary. This system requires access to commercial vehicle license plate data to be an effective form of payment collection, compliance monitoring, and enforcement. While technology can alert Police to potential infractions, in Ohio, officers must verify the violation before issuing a citation. Performance Monitoring Performance monitoring relies on data collection to assess if and how curb regulations and management strategies are effective in contributing towards curb management goals. Dashboard of Key Performance Indicators (Source: Coord/Pebble) Collected data is analyzed and used to communicate about curb utilization and availability in the following ways: Internal Facing: Use of data to inform management decision and curb space regulation, accommodation, and prioritization Tracking curb-space conditions of utilization/availability Tracking use of curb space, by function Tracking related activity Use of mobility resources placed at the curb Pedestrian activity within street/curb/sidewalk zones Downtown Dublin | Curbside Management Plan City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 65 External Facing: Processing Key Performance Indicators (KPI) data into public-facing information to encourage parking in the most appropriate areas On and off-street parking availability Shared/micromobility availability Commercial/passenger load zone availability On- and off- street parking rates Enforcement Practices Parking enforcement should prioritize management objectives, and achieving compliance with the curb regulations designed to advance them. The following enforcement elements can improve the effectiveness of this critical tool. Study Decriminalization of Parking Violations The single most-effective strategy for improving parking enforcement is for it to be managed as part of the overall curbside management program, and not as an aspect of law enforcement. Parking violations, naturally and understandably, fall low on the list of most police department priorities. But compliance with curb regulations is essential to management success. Decriminalizing parking violations will allow the City to approach enforcement as a curbside management practice, rather than a policing action, in the process raising the priority of, and attention given, to increasing compliance. A study should be initiated to determine the steps needed to decriminalize parking tickets, and should include an assessment of legal, operational and financial impacts. Incremental Fines + First-Time Forgiveness The primary objective of parking tickets and fines should always be to discourage repeat violations. A warning and a bit of information is all that most drivers will need to avoid future violations. In any city, however, there will be those who will continue to disregard rules unless and until the cost of doing so becomes “painful” enough. First-time violations that incur only a "courtesy" ticket (no fine) are also an opportunity to provide detailed information on parking options, pricing, and regulations, as well as information on an escalating fine schedule for repeat violations. This might look something like the following: The first ticket in any 12-month period does not incur a fine. The ticket includes essential parking information, and a QR code a website for more information. A second violation within 12 months would be fined at the current level. Subsequent violations would go up substantially, perhaps doubling each time. Citation Management Vendors A vendor solution can provide enforcement efficiencies, reducing the administrative processes, including DMV lookups and notice generation. Adjudication management is typically offered as well. Downtown Dublin | Curbside Management Plan City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 66 5 Technology Pilots This section summarizes the objectives, process, and outcomes of four 12-month curb-management technology pilots completed as part of the Curb Management Plan study. Pilot Objectives and Design Why Pilot? Cities across the country commonly pilot innovative curb management technology solutions to test their potential to address changing demands at the curb. By first experimenting, cities gain real-world experience and can apply learnings before scaling these solutions as longer-term investments. This approach offers many benefits including: Performance Evaluation: Pilots provide an opportunity to evaluate the performance and effectiveness of new technologies in real-world scenarios, ensuring they achieve anticipated outcomes and benefits. Risk Mitigation: Cities can identify potential issues and mitigate risks before full-scale implementation. Culture of Innovation and Collaboration: Pilots help encourage a culture of innovation, a “learning by doing” approach, and collaboration across teams that do not always work together, which are vital in curb management. Completed Technology Pilots in Brief Overview: The City conducted four 12-month curb management technology pilots in Downtown Dublin, focusing on real-time data collection, optimizing curb allocation, and understanding off-street parking occupancy. Technology and Vendors: The pilots leveraged technologies from Automotus for on-street data collection, ParkPow for off-street parking occupancy monitoring, and ParkNav for off-street parking predictive analytics. VADE also participated but ceased operations mid-pilot. Findings and Outcomes: The pilots provided reliable data on curb utilization and parking availability, revealing issues like underutilized off-street parking and frequent double-parking by freight vehicles. The data will inform future curb regulations and management strategies. Key Conditions: Curb parking on Longshore and North High Streets was consistently constrained during peak-demand times. Off-street parking was generally underutilized, particularly among the garages in each district. This confirmed an important opportunity to reduce pressure on curb spaces by increasing use of off-street facilities. Recommendations: The City should continue data collection, expand pilot coverage, test new data collection methods, and eventually partner with a single vendor for off-street parking data. A data aggregator is recommended to synthesize various data into a comprehensive dashboard. Downtown Dublin | Curbside Management Plan City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 67 Pilot Locations The City prioritized two focus areas for technology pilots: the Bridge Park District and Historic Dublin. Both districts are pedestrian-oriented, mixed-use activity centers that face increasing and diverse demands for limited curb space. Pilot Objectives In testing curb management technologies in a small-scale pilot setting, the City of Dublin sought to advance the broad curb management goals developed in the Curb Management Plan that focused on safety, equity, and resiliency, and access. Through stakeholder engagement, the City also identified key curb issues that prevented efficient use of the curb including commercial delivery non-compliance, imbalance between blocks of curb availability and demand, and underutilization of off-street parking. These curb issues and management objectives shaped pilot objectives and priorities. Pilot Objectives for On-Street Activity Data Collection Process – Rather than continuing to make curb management decisions based on qualitative perceptions, the City sought to test a process to leverage technology for real-time data collection. With this testing conducted through technology pilots, the City will be able to make data-driven decisions around curb management and regulation. Optimize Curb Allocation – Better understanding the level and nature of curb activity across the two districts will enable the City to balance the needs of residents, visitors, City services, and businesses via data-driven allocation of curb space on each block. Pilot Objectives for Off-Street Activity Understand Occupancy – City staff understood that off-street parking was significantly underutilized, and believed that better driver awareness of this fact could help reduce parking demand for curb parking – as such, they sought to collect accurate data to quantify and promote this availability publicly. Divert Drivers – The City aimed to share off-street occupancy data with drivers via digital signage and/or a mobile app to optimize parking use, enabling the reallocation of curb space for higher-priority uses like accessible parking, loading zones, bus stops, and micromobility. Pilot Concept Selection The City selected pilot concepts that reinforced its goals and objectives and that addressed a key need for better managing – the gathering and analyzing of data. The project team designed data collection pilots to develop a real-time picture of on- and off-street parking activity and identify opportunities to set the groundwork for more operationally and technically advanced pilots using this new information while accounting for current constraints. In choosing technologies, the project team prioritized comprehensiveness of data collected, seeking to obtain data such as average parking duration, on- and off-street utilization and occupancy rates, vehicle types, behavior patterns, and curbside non-compliance events (e.g., double parking). Ultimately, the team identified two priority pilot concepts that met Dublin’s objectives and were feasible within the City’s current context, with a 12-month pilot timeline to assess how vendors and technologies performed over time. Downtown Dublin | Curbside Management Plan City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 68 Pilot Concept Description Outcome 1) Off-Street Parking Occupancy Monitoring Collect real-time occupancy data for several off-street parking facilities to understand utilization levels and patterns - starting with the Rock Cress Garage, which is owned and operated by the City and has existing Meraki cameras. Set up future sharing of availability and test whether greater knowledge of available off-street parking availability will divert drivers to facilities for longer term parking and ultimately free up curb space. 2) Curb Activity Data Collection and Analysis Collect historic, real-time, and predictive on-street data on activity in high-demand curb spaces Inform City decision-making and future pilots related to curbside regulations, accommodations, policies, and enforcement practices. Vendor and Technology Selection ParkPow Selected for Pilot Concept 1 – Off-Street Parking Occupancy Monitoring. ParkPow’s technology processes video feeds from cameras installed at off-street parking facility entrances and exits, converts video into counts of vehicle entries and exits, and synthesizes it into a data dashboard. The service provided for the Dublin pilot did not require the installation of any new cameras, but rather relied upon cameras already installed at City- owned parking garages. ParkNav Selected for Pilot Concept 1 – Off-Street Parking Occupancy Monitoring. ParkNav offers an infrastructure-less predictive-analytics solution and data dashboard that requires no new or existing equipment to predict on- and off-street parking availability. ParkNav also piloted its capacity to publish this information via a mobile app to guide drivers to most likely parking options, as well as the predictive-analytics solution to predict and publish expected utilization/availability conditions for on-street parking. Because these measures are predictive, however, this technology solution was not suitable for Pilot Concept 2 (providing direct measures of curb activity), but potentially useful for informing drivers of the comparative chances of finding parking on-street versus in a lot or garage. Automotus Selected for Pilot Concept 2 – On-Street Data Collection. Automotus uses fixed-location cameras installed on existing vertical infrastructure (e.g., light poles) and video analytics technology (including computer vision and machine learning) to allow cities to monitor and manage curb space through automated curb management data collection and analysis, including space utilization and availability. The technology processes video in real time, converting images into securely managed data, such as curb occupancy and compliance, and generates insights via a comprehensive data dashboard to help cities understand the temporal and spatial demand patterns that define availability, activity, and congestion. VADE Selected for Pilot Concept 2 – On-Street Data Collection (also considered for Pilot Concept 1). Vade’s product included fixed-location wireless cameras (enabled by solar and cellular technology) on vertical infrastructure Downtown Dublin | Curbside Management Plan City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 69 and applied video analytics technology to monitor real-time curb activity and parking occupancy. Vade also offered a data dashboard for visualization of performance measures like curb utilization and regulatory compliance. Vade was in the planning phases of installing a camera to collect data in the Darby Street parking lot (for Pilot Concept 2) when the company ceased operations. Vade is no longer in operation and thus ended the pilot prematurely. Key Learnings The pilots revealed several key learnings for advancing the City’s curb management program and its incorporation of management technologies, including future technology pilots. Aligning Vendor Capabilities with City Objectives Vendors struggled early to collect and visualize curb activity/availability data consistently and accurately, despite this being the top priority for the City. There was a lengthy “trial and error” period as Dublin worked with the vendors to refine their products to ultimately result in consistent, accurate occupancy, duration, and availability data. Internal Experience and Expertise During the pilot, the City was exposed to a variety of technologies and vendors, gaining valuable experience with curb pilot processes and vendor management. The City is regularly approached by vendors and has the capacity to pilot innovative technology. However, the consultant support provided during these concurrent pilots has improved upon staff capacities and experience, and the City is now equipped to proactively seek out vendors that fit their needs and more quickly filter out those that do not. Through the pilots, the City gained skills in evaluating vendors, understanding the substance of the technology offering, and identifying misaligned vendors. Data Validation City staff and partners completed a series of occupancy counts in the field during the pilot period to validate the various occupancy counts provided by the vendors. This comparison, along with several data sets collected in prior years, proved invaluable for both calibrating the technologies to deliver accurate data, and for working with the vendors to better understand the City’s intended use of the data. Through a series of coordination calls with pilot vendors, the project team identified other inconsistencies in the data provided via monthly reports, and worked with the vendors to determine causes and remedies. Technology Redundancy The pilots revealed the need to assess costs and benefits of collecting data using multiple technologies and vendors, finding a balance of redundancies to ensure accurate delivery of key data without overinvesting in less essential offerings. Remaining Nimble and Collaborative Piloting new technology inevitably comes with unpredicted obstacles; working through these obstacles is a reason piloting is a necessary first step. The City’s collaborative model and matrixed pilot management approach were essential to pilot success and organizational learning. During pilot planning and ongoing management, early and meaningful collaboration between the project lead, the Division of Transportation and Mobility, and the Divisions of Information Technology and Planning enabled effective decision making and more Downtown Dublin | Curbside Management Plan City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 70 streamlined vendor management and pilot operations. Ensuring strong communication with vendors around pivoting and problem solving was imperative to the pilots and will inform the City’s decisions about future technology investments and vendor relationships. Key Outcomes Reliable Data The primary goal of both pilots was to provide the City with accurate activity data for on-street/curbside parking spaces and off-street parking facilities. These measures will provide essential information to inform effective management of on- and off-street parking, and display parking availability to guide driver parking decisions. Achieving reliable and consistent data was a challenge for both the on- and off-street pilots. To that end, the pilot that tested the capacity of Park Pow’s technology to provide accurate occupancy data to the City is the sole pilot that remains active beyond the study period, with the technology currently providing real-time parking occupancy data that is promoted on the City's website. Figure 19 Real-Time Availability at City of Dublin’s Rock Cress Garage (Historic Dublin) Utilization & Availability Conditions On-street parking on Longshore and North High Streets was consistently limited and often exceeded capacity during peak times like weekdays at midday, weekend evenings, and events. Off-street parking was generally Downtown Dublin | Curbside Management Plan City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 71 underutilized, particularly among the garages in each district. While there were exceptions, this availability was consistent enough to confirm an important opportunity to reduce pressure on curbside spaces by directing drivers to ample availability within one or more nearby off-street facilities. Compliance Conditions Automotus, the only vendor to complete a pilot that provided data on driver compliance with curb regulations, provided valuable insights into violations. Freight vehicles are most likely to double park, while delivery and personal vehicles more commonly overstay time limits. Compliance with time limits was high, with average durations near one hour, well below the areas’ 2- or 3-hour limits. Setting a Foundation for Modern Curb Management This pilot effort elevated the need for a long-term curb management strategy. Off-street pilot findings highlight the importance of real-time prompts to direct drivers to off-street parking, freeing curb space for higher volume uses like loading zones, valet parking, and micromobility. On-street findings emphasize the need to differentiate parking activity data, including double parking, between commercial and personal vehicles, which the City is tracking with Automotus’ technology. This data will inform the locations and curb restrictions as the City transitions some short-term parking to loading zones and expands "Active Loading Only" regulations along Longshore Street. Automotus can auto-invoice for non-compliance using license plate recognition and track non-compliance by location, time, and vehicle type. This presents an opportunity to use technology and non- compliance data to inform “Directed Enforcement” practices and optimize the deployment of City enforcement staff. The following table summarizes the performance of each pilot in achieving the established objectives. Pilot Objective Pilot Evaluation Description 1) On-Street Pilots Data Collection Process Successful Established and tested a process leveraging technology for real-time curb data collection to set the City up to make future data-driven decisions. Optimize Curb Allocation Successful Revealed insights into curb demand on certain blocks and potential future curb reallocations 2) Off-Street Pilots Understand Occupancy Moderately Successful By the pilot's conclusion, collected real-time occupancy data and extracted insights and patterns for one municipal garage. Divert Drivers Evaluation Continues Evaluated and began initial testing of technologies to enable the sharing of real-time occupancy data with drivers, but did not test specific technologies. Vendor Strengths Despite challenges during deployment, Automotus was the most successful and promising of the piloted vendors in its accuracy and customer service quality. However, the technology and product are designed and priced to do far more than the City was interested in testing for the pilot. This raises concerns about Automotus’ interest in continued partnership and whether the benefits outweigh the costs for Dublin should the City’s Downtown Dublin | Curbside Management Plan City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 72 interests remain narrow compared to the breadth of the product’s potential uses. VADE ceased operations midway through the pilot, highlighting the importance of assessing vendor sustainability and core competencies at the pilot onset. The experience with ParkNav revealed the unique strengths and limitations of using predictive algorithms to identify likely curb-space utilization at the individual block or parking facility level. While the vendor performance was unsatisfactory in terms of data accuracy and product features, the experience will help inform City decision making regarding future engagement with other vendors offering similar products. ParkPow’s video analysis misidentified background movements as vehicle exit/entry data points, revealing a challenge with infrastructure-less technology. However, the pilot demonstrated ways to overcome this challenge with a vendor willing to engage with City staff and explore potential solutions. Recommendations The City of Dublin should consider slight changes to piloting curb technologies to achieve better outcomes and ultimately scale pilots to longer term deployments and partnerships. Multiple vendors are often necessary to ensure the City secures the desired products and technology; however, in the long term, a single technology partner, rather than multiple partners, might be more effective and efficient at meeting desired outcomes. The table below summarizes the most critical recommendations related to curbside management technology. Recommendation Timeline Description Existing Pilots Continue Data Collection Immediate (0-6 months) Continued data collection from all vendors involved in the initial set of pilots for the same pilot coverage area for a more comprehensive data set with which to make decisions. Expand Coverage Area Immediate (0-6 months) Continue to focus pilots on Historic Dublin and Bridge Park, given these areas have the highest demand curbs, but consider extending coverage along the main commercial corridors and adding peripheral cross streets. New Pilots Test Different Means of Data Collection Short-term (6-12 months) Continue planning for the two new pilots that test new computer vision cameras and "hockey puck" sensors to compare effectiveness and accuracy of curbside parking data of new technologies and vendors. Collect Real-Time Occupancy for Additional Garages Short-term (6-12 months) Partner with private parking operators including Crawford- Hoying, who operates off-street garages in Bridge Park, to offer drivers a more comprehensive picture of off-street parking availability. Collect and Integrate Multimodal Data Short-term (6-12 months) Gather multimodal and pedestrian conflicts data and incorporate these data into future pilots to identify opportunities to prioritize the safety and experience of pedestrians, cyclists, and other micromobility users. Program Deployments Downtown Dublin | Curbside Management Plan City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 73 Recommendation Timeline Description Make Data-Driven Changes at the Curb Medium-term (12-24 months) While continuing to collect data through pilots, apply changes to curb regulations and management such as identifying future passenger and commercial loading zones based on pick-up and drop-off hot spots. On-Street Curb Space Monitoring Technology Medium-term (12-24 months) Competitively source a curb monitoring vendor to foster a long- term, outcomes-based partnership as part of a holistic, dynamic curb management program. Computer vision cameras are the optimal technology, providing comprehensive and accurate real-time data on occupancy, vehicle type, safety events, and multimodal data. Off-Street Parking Technology Short-term (6-12 months) Partner with a single vendor to collect and display off-street parking data. Infrastructure-less technology is optimal for off- street parking data to accurately provide occupancy data while leveraging existing cameras. Data Aggregator Technology Medium-term (12-24 months) Leverage a data aggregator to synthesize various data into a comprehensive dashboard. In June 2024 the City released a public bulletin for an aggregator, which is recommended as opposed to a pilot, given the City’s experience with curb technology and vendors. Curb Management Technology “on-call” Contract Long-term (24 months or longer) Explore options for establishing a curb management technology master service agreement, concession agreement, or “on-call” to allow for more efficient and flexible deployment of technologies and mature the relationship with vendors. Downtown Dublin | Curbside Management Plan City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 74 6 Toolbox Deployment Guide Recommended Curb-Function Priorities The maps below identifies the curb-function priorities recommended for key study area curbs. This is followed by a set of tables that provide more details on these priorities and their implications for implementing the Curbside Management Toolbox. Figure 20 Recommended Primary Curb Functions Downtown Dublin | Curbside Management Plan City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 75 Figure 21 Overview of Recommended Priorities for Main and Off Main Curbs in Bridge Park Downtown Dublin | Curbside Management Plan City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 76 Historic Dublin Figure 22 Overview of Recommended Priorities for Main and Off Main Curbs in Historic Dublin The tables below provide an overview of the recommended 1st and 2nd Priority functions for curbside spaces along Main Street and Off Main curb types in Downtown Dublin, to guide implementation of the Curbside Management Plan and the Curb Management Toolbox. This implementation approach is based on the following aspect of the plan: Downtown Dublin | Curbside Management Plan City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 77 Defining curb types to recognize that curb management should respond to the distinct nature of induvial block-faces, and seek to leverage these distinctions to balance the curb uses and functions across each district to better achieve the City’s curb management goals and objectives. Identifying the uses/functions that should be the first and secondary priorities of curb management for each curb type Selecting tools from the Curbside Management Toolbox that best support effective accommodation of these priority uses/functions Noting the most significant changes that successful implementation will bring compared to current curbside management. The first table presents plan implementation recommendations for Main Street and Off Main curbs in Bridge Park, followed by a table presenting the recommendations for Main Street and Off Main curbs in Historic Dublin. Implementation recommendations for the remaining curbs in each district are more targeted and specific, and are outlined in the Two-Year Action Plan section, which follows this one. Downtown Dublin | Curbside Management Plan City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 78 Bridge Park Street From To Side First Priority Use/Function Second Priority Use/Function Other Regulations/Notes Key Tools for Consideration Main Street Curbs Longshore St Larimer Street Tuller Ridge Dr E Public Space and Activation Commercial and Passenger Loading Extend mid-block curb- extension to create Parklet/ Streatery zone Parklets/ Streateries Wayfinding, particularly to garages Public Valet Larimer Street Tuller Ridge Dr W Commercial and Passenger Loading Public Space and Activation Longshore St Tuller Ridge Dr Bridge Park Ave E Commercial and Passenger Loading Public Space and Activation Extend mid-block curb- extension to create Parklet/ Streatery zone Consider using commercial loading zones as public valet during evenings, weekends, events. Tuller Ridge Dr Bridge Park Ave W Public Space and Activation Commercial and Passenger Loading Longshore St Bridge Park Ave Banker Dr E Commercial and Passenger Loading Public Space and Activation Focus Commercial Loading Zones along Garage façade, PUDO zones elsewhere Extend mid-block plaza to create Parklet/ Streatery zone Wayfinding, particularly to garages Bridge Park Ave Banker Dr W Public Space and Activation Short-Term Parking Bridge Park Ave Riverside Dr Longshore St N Public Space and Activation Active/Micromobility Connections Wayfinding and Mobility Information Kiosks as pedestrian gateways. Mobility Hubs Furniture/Buffer Zone Riverside Dr Longshore St S Public Space and Activation Active/Micromobility Connections Bridge Park Ave Longshore St Mooney St N Public Space and Activation Commercial and Passenger Loading Downtown Dublin | Curbside Management Plan City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 79 Street From To Side First Priority Use/Function Second Priority Use/Function Other Regulations/Notes Key Tools for Consideration Longshore St Mooney St S Public Space and Activation Commercial and Passenger Loading Expand curb extensions to create Parklet/ Streatery zones. Flex Zones (AM Loading Zones, Evening Public Space) Bridge Park Ave Mooney St Dale Dr N Commercial and Passenger Loading Short-Term Parking Flex regulations to prioritize balance of Commercial Loading, PUDO, and ST Parking demand across the day/week Flex Zones (AM Loading Zones, Evening Public Valet) Mooney St Dale Dr S Commercial and Passenger Loading Short-Term Parking Riverside Dr E John Shields Pkwy Tuller Ridge Dr E Short-Term Parking Commercial and Passenger Loading Prioritize Commercial Loading during weekday mornings. Mobility Hubs & Lanes Parklets/ Streateries Public Valet Flex Zones Tuller Ridge Dr Bridge Park Ave E Commercial and Passenger Loading Public Space and Activation Flex regulations to prioritize PUDO in Loading Zones during mornings, evenings, and weekends. Street From To Side First Priority Use/Function Second Priority Use/Function Other Regulations/Notes Key Tools for Consideration Off-Main-Street Curbs Longshore St John Shields Pkwy Larimer St E Short-Term Parking Commercial and Passenger Loading Support temporary Public Space and Activation uses Parklets/ Streateries Wayfinding John Shields Pkwy Larimer St W Short-Term Parking Commercial and Passenger Loading Downtown Dublin | Curbside Management Plan City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 80 Street From To Side First Priority Use/Function Second Priority Use/Function Other Regulations/Notes Key Tools for Consideration Mooney St John Shields Pkwy Larimer St W Short-Term Parking Commercial and Passenger Loading Active/Micromobility Connections Wayfinding John Shields Pkwy Larimer St E Short-Term Parking Commercial and Passenger Loading Mooney St Larimer St Tuller Ridge Dr W Short-Term Parking Commercial and Passenger Loading Active/Micromobility Connections Wayfinding Larimer St Tuller Ridge Dr E Short-Term Parking Commercial and Passenger Loading Mooney St Tuller Ridge Dr Bridge Park Ave W Short-Term Parking Commercial and Passenger Loading Active/Micromobility Connections Wayfinding, particularly to garages Tuller Ridge Dr Bridge Park Ave E Short-Term Parking Commercial and Passenger Loading Mooney St Bridge Park Ave Banker Dr W Short-Term Parking Commercial and Passenger Loading Active/Micromobility Connections Wayfinding, particularly to garages Bridge Park Ave Banker Dr E Short-Term Parking Commercial and Passenger Loading John Shields Pkwy Riverside Dr Dale Dr N Short-Term Parking Commercial and Passenger Loading Active/Micromobility Connections Wayfinding, particularly to garages Riverside Dr Dale Dr S Short-Term Parking Commercial and Passenger Loading Larimer St Longshore St Mooney St N Commercial and Passenger Loading Active/Micromobility Connections Steep grade, minimal curb-lane space Wayfinding, particularly to garages Longshore St Mooney St S Short-Term Parking Active/Micromobility Connections Larimer St Mooney St Dale Dr N Short-Term Parking Commercial and Passenger Loading Active/Micromobility Connections Downtown Dublin | Curbside Management Plan City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 81 Street From To Side First Priority Use/Function Second Priority Use/Function Other Regulations/Notes Key Tools for Consideration Mooney St Dale Dr S Short-Term Parking Commercial and Passenger Loading Wayfinding, noting proximity of walkable destinations Tuller Ridge Dr Riverside Dr E Longshore St N Public Space and Activation Active/Micromobility Connections No existing parking, travel lanes only Wayfinding, particularly to garages Riverside Dr E Longshore St S Public Space and Activation Active/Micromobility Connections Tuller Ridge Dr Longshore St Mooney St N Public Space and Activation Active/Micromobility Connections No existing parking, travel lane only Mobility Lanes Parklets/ Streateries Wayfinding, particularly to garages Longshore St Mooney St S Short-Term Parking Public Space and Activation Limited curb-lane space Tuller Ridge Dr Mooney St Dale Dr N Commercial and Passenger Loading Short-Term Parking Steep grade Wayfinding, particularly to garages Mooney St Dale Dr S Short-Term Parking Commercial and Passenger Loading Steep grade Wayfinding, particularly to garages Banker Dr Riverside Dr E Longshore St N Commercial and Passenger Loading Public Space and Activation Convenient location for loading zones, which can be reused for Public Space and Activation uses during evenings, weekends, events Wayfinding, particularly to garages Riverside Dr E Longshore St S Commercial and Passenger Loading Public Space and Activation Banker Dr Longshore St Mooney St N Short-Term Parking Commercial and Passenger Loading Ideal location for Public Valet Wayfinding, particularly to garages Longshore St Mooney St S Short-Term Parking Commercial and Passenger Loading Downtown Dublin | Curbside Management Plan City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 82 Street From To Side First Priority Use/Function Second Priority Use/Function Other Regulations/Notes Key Tools for Consideration Banker Dr Mooney St Dale Dr N Short-Term Parking Commercial and Passenger Loading Priorities may shift as new buildings begin to change functional needs/demand Wayfinding, particularly to garages Riverside Drive Bridge Park Ave Tuller Ridge Dr E Commercial and Passenger Loading Public Space and Activation Ideal location for Public Valet during events Public Valet Tuller Ridge Dr John Shields Pkwy E Short-Term Parking Commercial and Passenger Loading Flex regulations to prioritize balance of Commercial Loading, PUDO, and ST Parking demand across the day/week Flex Zones Downtown Dublin | Curbside Management Plan City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 83 Historic Dublin Street From To Side First Priority Use/Function Second Priority Use/Function Other Regulations/Notes Key Tools for Consideration Main Street Curbs N. High St Indian Run Dr Rock Cress Pkwy E Commercial and Passenger Loading Public Space and Activation Good location to pilot automated commercial parking pricing/enforcement Wayfinding, particularly to garages N. High St Rock Cress Pkwy North St W Short-Term Parking Active/Micromobility Connections Public Space and Activation Parklets/ Streateries Rock Cress Pkwy North St E Short-Term Parking Active/Micromobility Connections N. High St W North St Wing Hill Ln E Short-Term Parking Commercial and Passenger Loading N. High St Wing Hill Ln Bridge St E Short-Term Parking Commercial and Passenger Loading S. High St Bridge St Spring Hill Ln W Commercial and Passenger Loading Public Space and Activation Parklets/ Streateries Bridge St Spring Hill Ln E Commercial and Passenger Loading Public Space and Activation S. High St Spring Hill Ln Eberly Hill Ln W Short-Term Parking Commercial and Passenger Loading Public Valet Spring Hill Ln Eberly Hill Ln E Short-Term Parking Commercial and Passenger Loading Downtown Dublin | Curbside Management Plan City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 84 Street From To Side First Priority Use/Function Second Priority Use/Function Other Regulations/Notes Key Tools for Consideration S. High St Eberly Hill Ln Pinney Hill Ln W Short-Term Parking Commercial and Passenger Loading Eberly Hill Ln Pinney Hill Ln E Short-Term Parking Commercial and Passenger Loading S. High St Pinney Hill Ln John Wright Ln W Short-Term Parking Commercial and Passenger Loading Pinney Hill Ln John Wright Ln E Short-Term Parking Commercial and Passenger Loading North St Franklin St High St N Short-Term Parking Commercial and Passenger Loading Active/Micromobility Connections Mobility Lanes Wayfinding to Rock Cress Garage North St Franklin St High St S Short-Term Parking Commercial and Passenger Loading North St N. High St Blacksmith Ln S Commercial and Passenger Loading Public Space and Activation Mobility Lanes Wayfinding to Rock Cress Garage Downtown Dublin | Curbside Management Plan City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 85 7 Implementation Action Plan The following is a recommended Action Plan for the recommendations outlined in the previous section, as well as complementary recommendations beyond the transformative changes recommended for each district’s Main and Off Main curbs. The Action Plan focuses on adoption of the Curbside Management Plan, with deployment actions recommended for each district. Year 1 Both Districts Initiate and implement new PROWAG standards for ADA Accessible parking spaces in both districts. Compliance with the new standards is not required unless and until curbside spaces are created or physically altered. However, a few elements of the new standards suggest that proactive compliance may be desirable on most downtown blocks: The new dimensions include a minimum width of 13’ for ADA-compliant curbside parking spaces, which is very challenging to provide on study area streets. A preferrable alternative provided by the new standards, allows designating spaces of a standard width as ADA-compliant parking if they are located “nearest the crosswalk at the end of the block face or nearest a midblock crosswalk, and a curb ramp or blended transition is provided serving the crosswalk”. − All existing ADA-designated parking spaces within the study area comply with this alternative set of standards. However, the new PROWAG standards state that, if there is a physical alteration of existing curbside parking spaces along a block that does not already have the minimum required number of ADA- designated/compliant spaces, that block would need to meet that requirement in the form of the new standard of 13’-wide spaces. − This suggests some risk of triggering a requirement that would limit the City’s options for remaining compliant with the PROWAG standards via spaces of optimal dimensions and location for downtown districts. − As such, meeting the new standards proactively is recommended, via the preferred alternative noted above. A review of existing PROWAG-compliant spaces across both districts identified deficits on most blocks in both districts, as summarized in the maps below, with an overall deficit of 9 spaces identified for Bridge Park and a deficit of 8 spaces identified for Historic Dublin. Use the guidance above to add the appropriate accessible spaced in Year 1. Downtown Dublin | Curbside Management Plan City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 86 Figure 23 Balance of Existing vs. Required Number of PROWAG-Compliant Curb Spaces - Bridge Park Figure 24 Balance of Existing vs. Required Number of PROWAG-Compliant Curb Spaces – Historic Dublin Downtown Dublin | Curbside Management Plan City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 87 Recommended Action Items Confirm/update Figure 23-24 of existing PROWAG-compliant spaces vs requirements, using the full details of the recently updated PROWAG standards included in the Curbside Management Toolbox (an appendix to this report) Estimate and prepare to meet the cost, staff resource, approvals, and other needs to expand the number of spaces designated for ADA-permit parking in both districts in Year 1. The maps below identify recommended locations for spaces to be designated for ADA-Permit parking only, to meet current PROWAG requirements. Recommendations focus on locations directly before or after curb cuts and crosswalks, to allow the spaces to achieve compliance with PROWAG design standards without having to encroach upon sidewalks or adjacent spaces. Figure 25 Bridge Park ADA Parking Existing & Recommended Downtown Dublin | Curbside Management Plan City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 88 Figure 26 Historic Dublin ADA Parking Existing & Recommended Standardize Parking Time Limits across Both Districts Data from completed Technology Pilot and direct field counts suggest that the 3-Hour Limit that is the standard in Historic Dublin is ineffective for, and often counter-productive to, generating turnover and maintaining space availability for visitors. Summer 2023 field observations found that: 40% of vehicles observed occupying 3-Hour spaces along N. High Street remained parked longer than three hours – an indication of long-term parking patterns typical of employee parking. Among those vehicles that overstayed the 3-hour limit, the average stay was 5.9 hours, with 25% of these vehicles parked for 8 or more hours. By contrast, among the vehicles that did not overstay the time limit, a 1-hour duration was common – up to 70% of vehicles that stayed less than 3 hours, stayed an hour or less. Duration measures calculated from camera-based activity monitoring along Longshore Street in Bridge Park and High Street in Historic Dublin also suggests that most visitors using parking along this street stay just under one-hour. Downtown Dublin | Curbside Management Plan City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 89 Figure 27 Duration Measures (in minutes) from Longshore Street Tech Pilot, for month of December 2023 These duration patterns suggest that reducing time limits to 1-Hour on Main Street curbs, while providing two- hour parking on other blocks, and even more time in off-street lots and garages, would accommodate visitor needs, while also making most curbs much less attractive that they are today to area employees, residents, and other longer-term parkers. Expand Time Limit Effective Hours in Both Districts As short-term parking is deprioritized on several blocks in both districts, reflecting recommended curb-type- based priorities, it will become more essential than ever that, as the number of curbside parking spaces is gradually reduced, they are effectively managed to maintain turnover and availability. Utilization data from peak-hour counts in Fall 2023 found that curbside availability in both districts was highly constrained during evening hours – a key period of day when restaurants and other evening-oriented businesses rely on available curb parking to attract visitors. Furthermore, data from the Longshore Curbside Activity Technology Pilot, as well as staffed occupancy count, found that curbside parking availability is constrained by demand along primary commercial blocks (Main Street curb types) during morning permits. As such, we recommend extending the hours of time-limit restrictions to address these periods of constrained availability outside the current effective schedule. Reducing time limits to 1-2 hours, rather than 3 hours, and making implementation consistent across both districts was also one of the most supported potential improvements among stakeholders engaged for this study. Recommended Action Items Re-set time limits and scheduling, as follows, for curbside parking and City-managed parking lots in both districts: On Main Street Curbs Downtown Dublin | Curbside Management Plan City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 90 − 1-Hour Limit − Between 8 am and 8 pm − Monday to Sunday On All Other Curbs − 2-Hour Limit − Between 10 am and 8 pm − Monday to Sunday City-Managed Parking Lots (Historic Dublin) − 3-Hour Limit − Between 10 am and 8 pm − Monday to Sunday Note that short-term parking is recommended to be deprioritized as a use along Main Street curbs. As current spaces are repurposed for other uses, demand for the remaining spaces will increase in response to the reduced supply, making the shorter time limits even more important for maintaining availability – including during mornings and evenings periods. Furthermore, a shift to one-hour parking along these blocks, by encouraging more drivers to seek parking on non-Main Street blocks, will help ease the adjustment as the number of parking spaces along Main Street curbs is decreased. Formalize a Program for Food Trucks and Curbside Vendors Develop permanent permit conditions to allow food trucks to operate in specific locations, selected based on appropriate locations, where this unique form of curbside space activation and placemaking are most suitable. The program would grant temporary, time-of-day reservation of certain curbside spaces to allow vendor activity at the curbside. Temporarily repurposing parking spaces to accommodate such uses can increase street vibrancy, enhance walkability, and provide an affordable and simple path to business ownership. However, such uses are most suitable in places, and at times, that lack pedestrian activity, placemaking vibrancy, and access to prepared foods. Such locations and times are not common within downtown Dublin. Find The Best Food Trucks Near Columbus, OH | StreetFoodFinder Downtown Dublin | Curbside Management Plan City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 91 As such, the following locations are recommended for consideration as locations where Food Trucks are accommodated as a desired use: The short-term parking spaces along the west side of Riverside Drive The short-term parking spaces along Franklin Drive that are adjacent to the Rock Cress Garage The short-term parking spaces along Franklin Drive that are adjacent to the Darby Street parking lot. and the Darby Street parking lot. Recommended Action Items Explore options for a program that incorporates the following recommended components: A public-facing website and a mobile app that would allow vendors to reserve locations and show when and where vendors would operate to the public. Guidelines that highlight best practices for pedestrian access, trash and recycling disposal, access to restrooms, customer behavior, and strategies for promotion. − Ensure approaches are in alignment with requirements from Ohio DOT and Washington Township Fire Department. Collaboration with partner departments/agencies to ensure City-issued permits are in alignment with other established requirements and regulations − Include departments/agencies responsible for health and safety regulations, economic development, business licensure requirements, etc. Updated language in the City’s Right of Way Use Code to clarify that food trucks and curbside vendors are a permitted use. Designated zones that consider adjacent brick-and-mortar businesses, potential customer and pedestrian activity, and demographic and economic indicators. Designated zones that are located within curbside lanes where plantings and street trees will not be damaged from foot traffic. Restrictions on food trucks operating in districts with heavy street-facing retail (i.e., most Main Street and Off Main Street curbs in the study area). Permit requirements posted on public-facing website hosted by the City Program and implementation details that are informed by broad, multilingual, community outreach. Regular program evaluations, collecting feedback from food truck vendors, residents, and other stakeholders. Promotion of vendor/truck locations via links to established URLs, such as FoodTruckFinder (see image below of current Dublin-area food trucks). Study Decriminalizing Parking Violations Effective enforcement practices that increase compliance with curbside regulations will greatly increase the benefits gained from this Curbside Management Plan. Downtown Dublin | Curbside Management Plan City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 92 Recommended Action Items Local citation management is allowed per State law, but local ordinances need to be adopted for implementation Initiate a study to explore decriminalizing parking tickets with the steps needed, along with an assessment of legal, operational and financial impacts Bridge Park Reprioritize Spaces along Key Main Street Curbs Begin to implement higher-priority uses along key blocks of Main Street curb spaces, along which short-term parking is recommended to be prioritized, creating more spaces for plazas, parklets, and streateries. While removing parking spaces can be controversial, and is invariably a challenging adjustment, the removal of on- street parking for higher-priority uses was a popular potential improvement option among stakeholders engaged for this study. Figure 28 Seek opportunities to extend attractive, well-used public-gathering space into the curb lane Recommended Action Items 1. Implement “Public Space and Activation” tools, where this use/function is recommended as a First or Second Priority across the district, as development opportunities allow. 2. Strengthen Active/Micromobility connection points to create an active-mobility corridor – a continual designated route for pedestrians, cyclists, and micromobility users – that extends the Dublin Link into the district. − Key locations include the gateway/arrival spaces at the Riverside Crossing Park East Plaza and at Bridge Park Avenue across the street. − Leverage recommendations developed through the current Secondary Wayfinding project to identify the Bridge Park Avenue side of the Riverside Drive crossing as a transition point, with continuation Downtown Dublin | Curbside Management Plan City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 93 along Bridge Park Avenue marked as a primarily pedestrian route, and north and south routes along Riverside Drive being more suitable for use of e-assist bikes and scooters. − Leverage technology tools developed through on-going pilots to promote off-street availability within Bridge Park garages, working with the owners of the district’s public parking garages to leverage existing cameras to create the necessary data feed. Historic Dublin Promote Use of Off-Street Parking and Mobility Corridors to Facilitate Changes to Curbside Parking Regulations. Promoting the significant availability of off-street parking in this district, as well as its new, expanded mobility corridor, can ease the recommended reprioritizing of curbside spaces along many High Street blocks. Recommended Action Items 1. Deploy real-time availability technologies, as they are tested and implemented through ongoing pilots, with a companion webpage, that identifies levels of availability among key district public-parking facilities, particularly the Rock Cress Parkway Garage. 2. Strengthen Active/Micromobility connection points to create an active-mobility corridor – a continual designated route for pedestrians, cyclists, and micromobility users – that extends the Dublin Link into the district. − Key locations include the Link-adjacent plaza at North High Street and Rock Cress Parkway as well as the Rock Cress Garage − Use wayfinding signage to mark Rock Cress Parkway as a key link between the Dublin Link and the redesigned/reprogrammed Franklin Street, and its Mobility Corridor connections to Historic Dublin destinations south of Bridge Street 3. Implement “Public Space and Activation” tools, at key locations along High Street. − Priority locations include the first blocks off of Bridge Street on both North High Street and South High Street. − Work with adjacent businesses to develop the appropriate design, extent, and configuration most suitable for each location. Target Improvements on Off Main and Transition Curbs Focus on opportunities to improve design, programming, and regulations along secondary street blocks, to improve multimodal circulation. Recommended Action Items Explore options for redesigning North Street east and west of North High Street, as development opportunities allow. − Build upon improvements made following the Northern Historic Dublin Area Infrastructure Improvements project − Introduce time-limited parking, accessible parking, and loading zones along North Street per the mapped primary function recommendations. Downtown Dublin | Curbside Management Plan City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 94 Year 2 Both Districts Complete PROWAG Compliance Plan Implementation Ensure that the Compliance Plan for implementing new PROWAG standards is fully implemented for all Main Street and Off Main Street blocks in both districts. By this point, the curbside parking inventory should be fairly settled for both districts, in terms of the number of parking spaces on each block (the basis for determining ADA-designated space requirements) for the foreseeable future. Implementing the Compliance Plan will also benefit from two years of compliance guidance from PROWAG and the Federal Highway Administration, on how to interpret the new requirements in walkable, urban contexts with limited right-of-way dimensions for meeting space width standards. To the extent that full compliance can be achieved through the preferred approach of designating spaces of standard widths, located adjacent to crosswalks, this approach is recommended for all spaces required for full compliance. Many blocks need additional on-street ADA parking to remain in compliance with PROWAG. Baseline requirements for locating parking include choosing locations that are closer to curb cuts and crosswalks, while also prioritizing locating parking on less busy streets (side streets). Identify Non-Compliance Hot Zones As short-term parking is deprioritized on several blocks in both districts, reflecting recommended curb-type- based priorities, it will be essential to ensure compliance with the regulations intended to maintain turnover and availability among these spaces. This need not be implemented in the form of aggressive enforcement and ticketing, but should focus on locations and times known to experience poor compliance. Use expanded technology capabilities to identify non-compliance hot zones to inform enforcement. Recommended Action Items 1. Identify areas where double parking and “overstays” are both common as the high priority zones, offering the most to gain from improved compliance conditions. 2. Identify any areas with consistent double-parking activity as additional priority zones, given that double parking often directly creates conditions of decreased pedestrian and traffic safety. Bridge Park Transform Longshore Street This is the most critical Bridge Park street for implementing the recommended curb-type-based priorities, deprioritizing short-term parking in favor of uses better aligned with the Main Street functions of its blocks north and south of Bridge Park Avenue. Transition core blocks of Longshore Street into a zone in which the curb extends public-gathering spaces and parking is limited to commercial-vehicle loading/unloading, while leveraging information and wayfinding to direct parking traffic outward from this zone. While removing parking spaces can be controversial, and is invariably a challenging adjustment, the removal of on-street parking for higher-priority uses was a popular potential improvement option among stakeholders Downtown Dublin | Curbside Management Plan City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 95 engaged for this study. This was especially true when the removal was linked to providing more space for commercial loading, pickup/drop-off points, and flexible curb uses. Recommended Action Items 1. Remove short-term parking regulations along Longshore Street, between Larimer Street and Banker Drive. − Replace with expanded provision of space for Commercial and Passenger Loading and Public Space and Activation uses to create a clear zone in the district center where curbside parking is deprioritized for other curbside functions. − Continue to enhance wayfinding and communication to clarify this, to optimize the traffic benefits of pushing most parking search traffic out from this zone. 2. Balance Short-Term Parking and Commercial and Passenger Loading spaces along East-West streets between Riverside Drive and Dale Drive, to complement the new programming along Longshore Street, and to create natural parking-search routes toward Mooney Street parking options. 3. Emphasize Mooney Street as a parking corridor, offering both Short-Term Parking along its curbsides and access points to all the district’s public garages. 4. Focus Active/Micromobility Connection points on key parking facilities. Create Flex Zones on Bridge Park Avenue Expand the Longshore Street core programming that now emphasizes recommended primary and secondary priority uses. This should include favoring loading/unloading while maintaining short-term parking, by introducing a new form of Flex Zone implementation for the block between Longshore and Mooney Streets. The removal of on-street parking for higher-priority uses was a popular potential improvement option among stakeholders engaged for this study. This was especially true when the removal was linked to providing more space for commercial loading, pickup/drop-off points, and flexible curb uses. Downtown Dublin | Curbside Management Plan City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 96 Figure 29 Signage for Previous Iteration of Flex Zones in Bridge Park Recommended Action Items Create flex-zone spaces to allow the same curb lane space to accommodate Commercial and Passenger Loading uses at distinct times, such as: − Setting aside all curb space for Commercial Loading/Unloading weekday mornings (6am to 11am) − Using signage with Active Loading Only language, to provide flexibility for use by commercial and personal vehicles, while also clarifying what constitutes “loading” versus very short-term parking. − Keeping short-term parking middays and evenings (11am to 8pm) As short-term parking opportunities are reduced along more district blocks, explore options for providing Public Valet on this block during evenings, weekends, and events. − This would add a new, capacity-expanding dimension to the Flex Zone regulations Keep weekday morning loading zones on this block, to ensure continued access for goods and service providers to the heart of Bridge Park. Downtown Dublin | Curbside Management Plan City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 97 Historic Dublin De-emphasize Short-Term Parking on Key High Street Blocks This is the most critical Historic Dublin street for implementing the recommended curb-type-based priorities, deprioritizing short-term parking in favor of uses better aligned with the Main Street functions of its blocks north and south of Bridge Street. Transition key blocks away from short-term parking, while increasing awareness of the availability and proximity of off-street parking options. The removal of on-street parking for higher-priority uses was a popular potential improvement option among stakeholders engaged for this study. This was especially true when the removal was linked to providing more space for commercial loading, pickup/drop-off points, and flexible curb uses. Recommended Action Items 1. Remove short-term parking regulations along South High Street, north of Spring Hill Lane, in favor of Commercial and Passenger Loading and Public Space and Activation uses. 2. Focus Active/Micromobility Connection points on key parking facilities and connections to Mobility Lanes. 3. Emphasize Franklin Street as a key parking corridor, offering both Short-Term Parking along its curbsides and access points to the district’s primary public parking garage and its largest public surface lot. Target Improvements on Off Main and Transition Curbs Focus on opportunities to improve design, programming, and regulations along secondary street blocks, to improve multimodal circulation. Recommended Action Items Revisit Toolbox implementation options for Franklin Street as the new blocks connecting Bridge Street to North Street and key off-street parking facilities become more established segments of the district roadway network. − This includes the new on-street parking added to Franklin Street south of Bridge Street. Balance opportunities to absorb short-term parking demand along this street, with the unique opportunity of extending the Mobility Boulevard network serving Historic Dublin across Bridge Street along Franklin Street. Downtown Dublin | Curbside Management Plan City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 98 8 Performance Monitoring Plan As the City begins to implement the series of recommendations in the Two-Year Implementation Action Plan, a performance-data collection program should be initiated to inform the implementation approach for those recommendations, and to assess their effectiveness in advancing Curbside Management Plan goals. Use this plan to begin an annual reporting process for assessing overall alignment of curb regulations and Toolbox application with key performance indicators (KPI) and desired outcomes. Use a combination of new technologies and services, supplemented with periodic manual counts, to track utilization of curb spaces and off-street parking facilities throughout the year. − Analyze data to identify times, days, and periods of constrained availability to suggest opportunities to improve availability via deployment of appropriate Toolbox strategies. − Analyze data to identify times, days, and periods of excess availability to suggest opportunities to improve utilization via deployment of appropriate Toolbox strategies. Use the Performance Monitoring Plan outlined in the Curbside Management Toolbox appended to this report to assess the effectiveness of Toolbox Implementation actions. Use the plan to determine where and how to adjust regulations/tool-application to address underperformance in achieving KPI targets. Coordinate with key City staff and external partners to collect data on micromobility usage levels and trip patterns for the Dublin Connector service and shared bikes/scooters to identify opportunities to improve the benefits of these offerings via deployment/adjustment of Toolbox strategies, such as: Expanding the capacity of micromobility (shared bikes and scooters) stations in high-demand locations Adding new curb-based stations in locations identified based on the curb typology and trip patterns and utilization of existing nearby stations Adding new off-street stations in locations suggested by a combination of trip patterns, utilization of existing stations, and opportunities to increase use of parking facilities with excess capacity during peak-demand periods. Use new technologies and services to track non-compliance incidents, by incident type – time-limit overstay, double parking, blocking sidewalk/crosswalk, etc. – and by vehicle type – personal or commercial vehicle – and by time and location. Map incidents across each district to identify patterns that can inform deployment of Toolbox strategies to increase compliance rates. Conduct periodic surveys of key stakeholders, such as business owners, property owners, residents, visitors, etc. to collect qualitative input on: Utilization of added public space zones of all types Benefits of newly added zones User experience among personal vehicle users, commercial drivers, pedestrians, cyclists, and transit/micromobility users Downtown Dublin | Curbside Management Plan City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 99 Curb Occupancy Use a combination of new technologies and services, supplemented with periodic manual counts, to track utilization of curb spaces, by block face and by regulation throughout the year. Calibrate technology/service-based processes to ensure the accuracy/reliability of the ongoing, real- time occupancy data they provide. − Complete periodic counts in the first year of implementation, and annual counts thereafter. Analyze data to identify times, days, and periods of constrained availability to suggest opportunities to improve availability via deployment of appropriate Toolbox strategies. Analyze data to identify times, days, and periods of excess availability to suggest opportunities to improve utilization via deployment of appropriate Toolbox strategies, including changes to the designate uses of these spaces. Off-Street Occupancy Use a combination of new technologies and services, supplemented with periodic manual counts, to track utilization of downtown garages and lots at key times throughout the year. Calibrate technology/service-based processes to ensure the accuracy/reliability of the ongoing, real- time occupancy data they provide. − Complete quarterly counts in the first year of implementation, and annual counts thereafter. As these measures prove reliable and accurate, use City web and mobile-app resources to promote availability levels to drivers to increase their use and ease parking pressure on downtown curbsides. Should imbalanced demand consistently result in one or more facilities experiencing constrained availability, leverage Toolbox strategies – such as wayfinding and information – to incentivize greater use of other nearby parking facilities. − Promoting real-time measures of availability at the Rock Cress Parkway garage is recommended, in part, to shift some demand away from, and thus create more peak-hour availability within, the Darby lot. − Peak-hour occupancy measures taken from both facilities can inform the effectiveness of such efforts, as well as the need to change their approach if the outcomes are not advancing that goal. Shared/Micromobility Use Coordinate with City partners and external partners to collect data on usage levels and trip patterns for the Dublin Connector service and shared bikes/scooters to identify opportunities to improve the benefits of these offerings via deployment/adjustment of Toolbox strategies, such as: Expanding the capacity of existing micromobility (shared bikes and scooters) stations in locations of high usage Adding new curb-based stations in locations identified based on the curb typology and trip patterns and utilization of existing nearby stations Adding new off-street stations in locations suggested by a combination of trip patterns, utilization of existing stations, and opportunities to increase use of parking facilities with excess capacity during peak-demand periods. Downtown Dublin | Curbside Management Plan City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 100 Non-Compliance Incidents Use new technologies and services to track non-compliance incidents, by incident type – time-limit overstay, double parking, blocking sidewalk/crosswalk, etc. – and by vehicle type – personal or commercial vehicle – and by time and location. Map incidents across each district to identify patterns that can inform deployment of Toolbox strategies to increase compliance rates. Stakeholder Feedback Conduct periodic surveys of key stakeholders, such as business owners, property owners, residents, visitors, etc. to collect qualitative input on: Utilization of added public space zones of all types Benefits of newly added zones User experience among personal vehicle users, commercial drivers, pedestrians, cyclists, and transit/micromobility users Addressing Performance Issues by Curb Type The table below outlines recommended Toolbox deployment actions to consider, based on Key Performance Indicator issues identified specific to the 1st and 2nd Priority functions associated with each type. Main Street Curbs Curb Type 1st and 2nd Priority Functions Potential Performance Issue Key Toolbox Actions to Consider Main Street Commercial and Passenger Loading Constrained Loading/PUDO Zone availability Extend the length of zones, if possible, based on utilization of space assigned for the Secondary Function during times of constrained Loading/PUDO Zone availability. Extend the capacity of loading zones on nearby block faces, if possible, based on utilization of space assigned for Primary and Secondary Functions on those block faces. Implement Toolbox strategies for increasing turnover – such as charging for occupancy during times of constrained availability, perhaps by using new technology to charge by the minute to encourage turnover. Excess Loading/PUDO Zone availability Reduce the length and/or schedule for these zones, in favor of Secondary Function or other priority use for this curb type. Downtown Dublin | Curbside Management Plan City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 101 Curb Type 1st and 2nd Priority Functions Potential Performance Issue Key Toolbox Actions to Consider Excess non- compliance incidences on blocks with optimal or excess Loading/PUDO Zone availability Implement Toolbox strategies for increasing compliance – traditional enforcement, automated enforcement, and/or charging for occupancy within these zones, during times of constrained availability – perhaps by using new technology to charge by the minute to encourage turnover. Public Space and Activation Underutilization of newly expanded parklet/streatery zones. Reduce the length and/or schedule for these zones, in favor of Secondary Function or other priority use for this curb type. Lack of support from business/property owners for new or newly expanded parklet/streatery zones. Off-Main Street Curbs Curb Type 1st and 2nd Priority Functions Potential Performance Issue Key Toolbox Actions to Consider Off Main Street Short-Term Parking Constrained availability among designated parking spaces Add more parking spaces, if possible, based on utilization of space assigned for the Secondary Function during times of constrained parking availability. Add more parking spaces on nearby block faces, if possible, based on utilization of space assigned for Primary and Secondary Functions on those block faces. Excess availability among designated parking spaces Convert underutilized spaces to Commercial and/or Passenger Loading zones, if nearby zones are well utilized. Convert underutilized spaces to other priority functions, based on availability and utilization of these functions in nearby locations. Excess non- compliance incidences on block faces with optimal or excess Short-Term Parking availability Implement Toolbox strategies for increasing compliance – traditional enforcement, automated enforcement, promotion/wayfinding highlighting nearby off-street options for longer- term parking. Downtown Dublin | Curbside Management Plan City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 102 Curb Type 1st and 2nd Priority Functions Potential Performance Issue Key Toolbox Actions to Consider Commercial and Passenger Loading Constrained Loading/PUDO Zone availability Extend the length of zones, if possible, based on utilization of Short-Term Parking spaces during times of constrained Loading/PUDO Zone availability. Extend the capacity of loading zones on nearby block faces, if possible, based on utilization of space assigned for Primary and Secondary Functions on those block faces. Implement Toolbox strategies for increasing turnover – such as charging for occupancy during times of constrained availability, perhaps by using new technology to charge by the minute to encourage turnover. Excess Loading/PUDO Zone availability Contract the length and/or schedule for these zones, in favor of Secondary Function or other priority use for this curb type. Excess non- compliance incidences on blocks with optimal or excess Loading/PUDO Zone availability Implement Toolbox strategies for increasing compliance – traditional enforcement, automated enforcement, and/or charging for occupancy within these zones, during times of constrained availability – perhaps by using new technology to charge by the minute to encourage turnover. Transition Curbs Curb Type 1st and 2nd Priority Functions Potential Performance Issue Key Toolbox Actions to Consider Transition Short-Term Parking Constrained availability among designated parking spaces Add more parking spaces, if possible, based on utilization of space assigned for the Secondary Function during times of constrained parking availability. Add more parking spaces on nearby block faces, if possible, based on utilization of space assigned for Primary and Secondary Functions on those block faces. Excess availability among designated parking spaces Convert underutilized spaces to Commercial and/or Passenger Loading zones, if nearby zones are well utilized. Convert underutilized spaces to other priority functions, based on availability and utilization of these functions in nearby locations. Downtown Dublin | Curbside Management Plan City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 103 Curb Type 1st and 2nd Priority Functions Potential Performance Issue Key Toolbox Actions to Consider Excess non- compliance incidences on block faces with optimal or excess Short-Term Parking availability Implement Toolbox strategies for increasing compliance – traditional enforcement, automated enforcement, promotion/wayfinding highlighting nearby off-street options for longer- term parking. Active/Micromobility Connections Curb-based stations are underutilized, compared to other locations. If short-term parking availability is constrained on same block/block-face, consider relocating or reducing the capacity of underutilized stations, to expand Short-Term Parking availability. If short-term parking availability is not constrained, consult with City Active/Micromobility leads to assess other Toolbox strategies for improving utilization. Vehicle Availability at curb-based stations is constrained by high demand. Expand station capacity, to the extent that this is possible and advisable, based on utilization of short-term parking on the same block/block-face and in consultation with City Active/Micromobility leads. If this is not possible, consult with City Active/Micromobility leads to assess other Toolbox strategies for expanding capacity at nearby station/s. Service Curbs Curb Type 1st and 2nd Priority Functions Potential Performance Issue Key Toolbox Actions to Consider Service Active/Micromobility Connections Curb-based stations are underutilized, compared to other locations. If availability in the Commercial/Passenger Loading zones on same block/block-face is constrained, consider relocating or reducing the capacity of underutilized stations, to expand Commercial/Passenger Loading capacity. If availability in the Commercial/Passenger Loading zones on same block/block-face is not constrained, consult with City Active/Micromobility leads to assess other Toolbox strategies for improving utilization. Downtown Dublin | Curbside Management Plan City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 104 Curb Type 1st and 2nd Priority Functions Potential Performance Issue Key Toolbox Actions to Consider Vehicle Availability at curb-based stations is constrained by high demand. Expand station capacity, to the extent that this is possible and advisable, based on utilization of Commercial/Passenger Loading zones on the same block/block-face and in consultation with City Active/Micromobility leads. If this is not possible, consult with City Active/Micromobility leads to assess other Toolbox strategies for expanding capacity at nearby station/s. Commercial/Passeng er Loading Constrained Loading/PUDO Zone availability Extend the length of zones, if possible, based on utilization of curb-based Active/Micromobility stations/zones. Extend the capacity of loading zones on nearby block faces, if possible, based on utilization of space assigned for Primary and Secondary Functions on those block faces. Implement Toolbox strategies for increasing turnover – such as charging for occupancy during times of constrained availability, perhaps by using new technology to charge by the minute to encourage turnover. Excess Loading/PUDO Zone availability Contract the length and/or schedule for these zones, in favor of curb-based Active/Micromobility stations/zones or other priority use for this curb type. Excess non- compliance incidences on blocks with optimal or excess Loading/PUDO Zone availability Implement Toolbox strategies for increasing compliance – traditional enforcement, automated enforcement, and/or charging for occupancy within these zones, during times of constrained availability – perhaps by using new technology to charge by the minute to encourage turnover. Downtown Dublin | Curbside Management Plan City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 105 9 Appendices Several key study deliverables that informed this plan are appended to this report, to provide greater detail on key study findings, expand upon the curbside management tools identified in the plan, and a more complete summary of the technology pilots completed as part of this study: Appendix A: State of the Curb Report – A full set of findings from the Background and Existing Conditions Review, Field Observations & Stakeholder Engagement, and the City Staff Workshop tasks Appendix B: State of the Practice Report – Providing an expansive overview of findings from the review of best/emerging practices and established industry guidelines on curb design, configuration, and regulations. Appendix C: The Curbside Management Toolbox – A detailed summary of the recommended strategies, policies, and actions in the Toolbox that is summarized in this report. Appendix D: Technology Pilots Report – The Full Report of findings from the Technology Pilots, a summary of which is provided in this report. Downtown Dublin | Curbside Management Plan City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 106 Appendix A: State of the Curb Report Bridge Park & Historic Dublin 2023 State of the Curb Report December 2023 Bridge Park & Historic Dublin Curbside Management Plan City of Dublin i Table of Contents Page Physical Assets ......................................................................................................................2 Administration & Operations ...................................................................................................6 Programs, Plans & Policies .....................................................................................................8 Field Observations ..................................................................................................................1 Historic Dublin .......................................................................................................................5 Parking Demand Surveys ........................................................................................................9 Peak Hour Utilization Summary ............................................................................................11 Key Curbside Survey Findings ...............................................................................................17 Key Off-Street Count Findings ...............................................................................................20 Focus Groups .......................................................................................................................21 Stakeholder Survey Findings .................................................................................................22 Subject Area Expert Input .....................................................................................................30 Curbside Management Plan State of the Curb Report City of Dublin 1 Overview This report provides an overview of key curb conditions and is organized as follows: ▪ Resource Inventory − Physical Assets − Administration & Operations − Polices, Programs, and Plans ▪ Functional Assessment & Field Observations ▪ Stakeholder Input Curbside Management Plan State of the Curb Report City of Dublin 2 Resource Inventory Physical Assets Bridge Park Curb Inventory Curbside Management Plan State of the Curb Report City of Dublin 3 Managed Curbside Spaces The Bridge Park District currently has curbside capacity of roughly 700 spaces. Current curbside regulations have established the following sub-inventories within this supply: ▪ 544 Unrestricted Parking spaces ▪ 81 Short-Term Parking spaces (2-hour limit) ▪ 32 Loading and Unloading spaces ▪ 25 ADA-Reserved Parking spaces ▪ 17 spaces reserved for Rideshare and Passenger-Loading Public Off-Street Parking Four parking structures provide over 2,500 public parking spaces, free of charge and with no time limits. ▪ Block A Garage: 468 spaces ▪ Block B Garage: 850 spaces ▪ Block C Garage: 869 spaces ▪ Block D Garage: 654 spaces Additionally, a fifth garage (Block F) is under construction. This garage will add 894 spaces of public parking space to the district. Curbside Management Plan State of the Curb Report City of Dublin 4 Historic Dublin Curb Inventory Curbside Management Plan State of the Curb Report City of Dublin 5 Managed Curbside Spaces The Historic Dublin District currently has curbside capacity of just under 100 spaces. Current curbside regulations have established the following sub-inventories within this supply: ▪ 83 Short-Term Parking spaces (3-hour limit) ▪ 10 Unrestricted Parking spaces (Franklin Street) ▪ One ADA accessible parking space Public Off-Street Parking Several lots and two parking structures provide over 1,000 off-street parking spaces across the Historic Dublin District. ▪ Library Garage: 550 spaces ▪ Bridge Park West Garage: 320 spaces ▪ Darby Street Lot: 103 spaces ▪ Franklin Street Lots: 53 spaces ▪ Bridge Street Lot: 33 spaces ▪ Pinney/John Wright Lane Lot: 12 spaces Key Technologies & Infrastructure Investments Tech Investments The City of Dublin has become an emerging global tech leader by providing an ecosystem for companies to beta test new technologies, installing a 100-gigabit fiber transport network, and directly testing various smart-city technologies on streets and in parking facilities. These smart-city technologies have included roadside units at intersections, onboard units in its fleet, thermal imaging technology at pedestrian crossings and cameras in parking lots. Infrastructure Investments Over the past five years, the City has directly funded or provided critical funding toward most of the publicly accessible parking added in each district. These key infrastructure investments are summarized below. Bridge Park ▪ Four parking structures have been built since 2017, including some funding provided by the City, adding 2,841 public parking spaces in total, all free of charge and free from time limit restrictions. ▪ A fifth parking structure is under construction, under a funding partnership with the City. Historic Dublin ▪ The Bridge Park West Garage, built with no City funding, provides 219 spaces of paid public parking ▪ The Library Garage, funded via partnership with the library, provides 550 free, public parking spaces without time-limit restrictions. ▪ The City has created 37 new on-street parking spaces, all free but limited to three-hour stays, located as follows: − 19 spaces along High Street along the two blocks north of North Street − 6 spaces along West North Street Curbside Management Plan State of the Curb Report City of Dublin 6 − 12 spaces along Franklin Street, adjacent to the Library Garage Administration & Operations Following is a summary of critical roles played by City departments and staff in regulating and managing curbside space in downtown. Funding & Investments Responsibilities Planning for, proposing, and securing funding for new investments: ▪ Transportation & Mobility or Engineering can propose projects in the CIP ▪ Developers can also propose changes to Planning. − Planning reviews and submits to Engineering and T&M for review − Any changes to the public way in Bridge Park would have to be approved by Planning & Zoning − In the Historic District, such changes would go to the ARB for approval − If the City is proposed to cover any related costs, City Council approval is required Public off-street parking investments: ▪ The Bridge Park District public parking structures were all proposed by the developer and submitted to Planning. ▪ The Library Garage was proposed by the library, as part of the redevelopment of this branch building. ▪ Funding agreements were developed and approved through negotiations between the City Manager’s Office, the Finance & Development Department, and the developer. ▪ City Council has final approval authority to authorize City financial contributions, with the case being made in the proposal based on jobs, income tax, and other forms of return-on-investment. Sources Capital Projects Funds Capital Improvements Program (CIP) The City Council established this fund specifically to be used for the needy construction of buildings, structures, roads, and other public improvements as well as the purchase of machinery, tools, and other property. In accordance with Ordinance No. 17-87, annual income tax receipts from the city are directly credited to this fund. Real estate taxes, transfers from the general fund, and interest income all contribute to the overall budget. The City Charter stipulates a % of this tax revenue must be set aside for transportation -related projects. Parkland Acquisition Fund The payment of fees in place of parkland dedication is permitted by Chapter 152 of the Dublin Codified Ordinances. These fees go into the Parkland Acquisition Fund, which is used to buy land for parks, open spaces, and/or recreational facilities. Deputy City Manager / Chief Finance and Development Officer / Finance / Engineering /Capital Construction Fund Curbside Management Plan State of the Curb Report City of Dublin 7 A fund established to keep track of bond issue profits and to be used for infrastructure projects related to them that are not funded by proprietary funds and trust funds. Tax Increment Financing (TIF) Local governments in Ohio can use Tax Increment Financing (TIF), a tool for economic development, to pay for renovations to public infrastructure and, in some cases, residential properties. TIF districts (TIFs) may be established by a township, municipality, or county and are implemented at the local level. Payments made from the higher assessed value of any real estate improvement over and above the initial value go into a separate fund to help pay for the development of public infrastructure as specified by TIF legislation. Enterprise Funds Deputy City Manager / Chief Operating Officer Engineering / Water Maintenance Engineering is in charge of overseeing the City of Dublin's water system, which includes overseeing the planning and design of all new construction as well as upgrades to the water distribution system, which is connected to the City of Columbus system via a service agreement. In order to plan upgrades to the Dublin component of the system, the City administration collaborates with residents, engineers, consultants, builders, developers, the Ohio Environmental Protection Agency, and the City of Columbus. The hydrant maintenance program is also included. Deputy City Manager / Chief Operating Officer / Finance / Engineering / Water Construction Fund A fund established to keep track of the bond issuance proceeds and to be used for associated public water infrastructure projects. Fiduciary Funds A fund employed to disclose assets held in a trustee or agency capacity for others and are not permitted to be used to fund government initiatives. Policy Development & Regulation Curbside Policies and Regulations The City Manager serves as the executive head of the Division of Transportation and Mobility, along with all other city departments, and is authorized to: ▪ Regulate or prohibit the stopping, standing and parking of vehicles on streets, alleys or public property by erecting signs plainly indicating the prohibitions, restrictions or limitations ▪ Designate individual parking spaces by markings, which may either be parallel or at a prescribed angle to the curb or edge of the roadway. However, City Council may override any decision of the Manager and may assume any of the powers delegated to the Manager, by legislation adopted by a vote of a majority of Council members. Enforcement The City of Dublin Police Department is currently the primary party responsible for enforcement of parking regulations and restrictions. Code Enforcement staff has also played a role in monitoring parking in previous years, but it not currently involved. Presently, there is very little active monitoring of curbside activity or enforcement of regulations in either district. It is worth noting, however, that there is an active funding program for outfitting City police cruisers with Automated License Plate Reader (ALPR) technology, and that the current Curbside Management Plan State of the Curb Report City of Dublin 8 Capital Improvement Plan notes that this equipment has funding for “the replacement/update of ALPR equipment and technology” in 2023. Construction, Alteration, and Maintenance Multiple departments have a role in construction and maintenance of curb spaces, including Transportation and Mobility, which fabricates, installs, and maintains signs within the public right -of-way – including curbside regulation signs. City Engineering, Asset Management, and Public Service departments also all have roles in designing, providing, and maintaining the curbs and surrounding spaces throughout the city . Programs, Plans & Policies Mobility Programs The Dublin Connector Senior Care In partnership with paratransit operator SHARE Microtransit, the City of Dublin offers free rides to anyone over 55 or residents with disabilities. Registered participants can be picked up at their home and receive a one-way or round-trip ride to eligible destinations within the city. Eligible destinations include but are not limited to grocery stores, shopping centers, medical offices, community centers, and local attractions. Transportation services are available Monday through Saturday from 9 am to 4 PM and rides must be booked at least 2 hours in advance but can be scheduled up to 6 months ahead of time. Rides can be booked via phone, email, or online. Curbside Management Plan State of the Curb Report City of Dublin 9 Select Senior Circulator Destinations Workforce Through the Dublin Connector program, employees who work in Dublin can request last-mile rides from COTA Stops to any employer destination. Rides must be scheduled through the Dublin Connector App or online at least 2 hours in advance. Rides can be scheduled for one-way or round-trip between the hours of 5 AM and 11 PM, 7 days a week (Frantz Road/Dublin Park and Ride stop is weekday only). The program also offers emergency rides home in case plans change, which can be arranged by calling rider care. Curbside Management Plan State of the Curb Report City of Dublin 10 Dublin Connector eligible COTA stops Micro-mobility Pilot Building on work begun in 2021, Dublin began a two-phase micro-mobility demonstration project in Spring 2022. Phase I, lasting from at least May 2022 to July 2022 includes the roll-out of Bird motorized scooters in a small sector of Southeast Dublin that includes both Historic Dublin and Bridge Park. Phase II is scheduled to begin in August 2022 and run through May 2023. The city also anticipates rolling out CoGo bikeshare as a part of the program in Phase II. Shared micro-mobility devices are permitted to operate on streets, sidewalks, and shared-use paths by council approval. Bridge Park Five micro-mobility parking zones were identified at pocket parks along Longshore Street at junctions with Riverside Drive and Mooney Street. There is a geo-fenced no-ride zone on Longshore from John Shields Parkway to Banker Drive, however there will be other designated scooter lanes throughout the neighborhood. Historic Dublin In Historic Dublin, the city will create a designated ‘mobility boulevard’ along Mill Lane and Darby Street that includes designated parking for micro-mobility devices and separates riders from streets with heavier vehicle Curbside Management Plan State of the Curb Report City of Dublin 11 traffic to ensure rider safety. Other parking areas will be distributed around Historic Dublin, including in the library parking garage and along Mill Street. Key Guiding Plans Bridge Street District: Streetscape Character Guidelines (2014) These guidelines include the following aspects of streetscapes in this district. ▪ Principles for Creating Great Streets − Public spaces should be functional − Signature streetscapes to define BSD − Public space should have visual cohesion, while private is diverse in aesthetic − Authentic and durable materials placed with care for streetscapes ▪ A Hierarchy of Place − Signature Streetscapes − Standard Streetscapes − Historic Dublin − The Bicycle Network − The Greenway System ▪ Materials Specifications Bridge Street District: Sign Guidelines (2015) These guidelines include the following aspects of signage in this district. ▪ Purpose and Intent − The vision is to build on the existing character of the Dublin Historic District and expand that same character further into the community to create a strong sense of identity. − Signs must adhere to zoning code requirements (Section 153.065 (H)) − The guidelines are meant to serve as a guide for applicants during the application process − The guidelines outline the contents of Master Sign Plans − The guidelines are intended to be used by planning professionals ▪ Applicability − Guidelines apply to signs and properties within the BSD only − Special provisions apply to signs in the Historic District − Special Sign provisions apply to new developments in the BSD Neighborhood Zoning Districts − Master Sign plans allow more flexibility and creativity in sign design and display ▪ Process − All signs must go through a 3-step zoning review process o Pre-application o Zoning Application o Zoning Decision Curbside Management Plan State of the Curb Report City of Dublin 12 Parking Management Toolbox (2018) The Parking Management Toolbox provides multiple strategies to ensure that parking is optimized across the city, effectively addressing demand and utilizing best practices to encourage walkable urban environments. The toolbox is organized into categories offering strategies on shifting and reducing demand (including event management), expanding capacity and supply, utilizing best-practice technologies, and coordinated management to ensure that policies complement existing programs. Within each category are specific tools that can be implemented to meet parking objectives, such as bike parking, commuter benefits, signa ge and wayfinding, park-once zoning codes, payment technologies, transportation demand management, residential parking permits, and other strategies. Regulatory Policies Bridge Street District Zoning Districts Zoning Code Sections (City of Dublin, 2012) These special zoning districts address the unique opportunities presented by distinctive development densities and programming being constructed within the Bridge Street District. As such, it provides a template for how parking requirements might be established for Dublin’s established, emerging, and potential activity centers (walkable, mixed-use districts). Curbside Management Plan State of the Curb Report City of Dublin 13 Required Vehicle Parking The new code outlines minimum parking requirements and maximum parking limits for an expansive range of land uses. These standards are summarized for a short list of common land uses in the table below. Figure 1 Table 153.065-A: Required Vehicle Parking Use Minimum Required Maximum Permitted Townhouses 2 per dwelling unit 2 per dwelling unit Dwelling, Live-Work 2 per dwelling unit 3 per dwelling unit Dwelling, Multiple-Family Studio/efficiency, one-bedroom: 1 per dwelling unit 2 per dwelling unit Two bedrooms: 1.5 per dwelling unit Three or more bedrooms: 2 per dwelling unit Age-restricted Housing: 2 per 3 dwelling units Handicapped Housing: 1 per 2 dwelling units Public School Per approved parking plan Bank 2.5 per 1,000 SF 125% of minimum Bed and Breakfast 1 per guest bedroom, plus 1 for operator 150% of minimum Conference Center 1 per 6 persons maximum capacity in the largest seating area 125% of minimum Eating and Drinking 10 per 1,000 SF 125% of minimum Exercise and Fitness 2 per 1,000 SF 150% of minimum Hotel 2 per 3 rooms, plus 4 per 1,000 SF accessory use 125% of minimum Office, General Less than 50,000 SF 2.5 per 1,000 SF 125% of minimum 50,000-150,000 SF 3 per 1,000 SF Greater than 150,000 SF 4 per 1,000 SF Office, Medical 2.5 per 1,000 SF 125% of minimum Retail, General 3 per 1,000 SF 125% of minimum Options for Reducing Off-Street Requirements Despite the code offering many options for reducing the parking requirements for new development, as summarized in the sections below, City Economic Development staff consistently push for greater parking numbers, and City Council tend to support such requests. On-Street Parking ▪ On-street parking spaces may be counted toward meeting the minimum parking requirement. Curbside Management Plan State of the Curb Report City of Dublin 14 Shared Parking ▪ Where a mix of land uses creates staggered peak periods of parking, shared parking plans that have the effect of reducing the total amount of needed parking spaces may be approved. Car-Share Parking ▪ The required minimum number of off-street parking spaces may be reduced by four spaces for each parking space reserved for car-share parking, not to exceed a 10% reduction. Transit Proximity ▪ The required minimum number of off-street parking spaces may be reduced by 10% if more than 50% of the land in a proposed development is located within 1,320 feet of any public transit stop. Active-Commute Amenities ▪ The required minimum number of off-street parking spaces for a non-residential development may be reduced by 5% if a development contains shower and clothing locker facilities for bicycle commuting employees or patrons. Transportation Demand Management ▪ Off-street parking requirements may be reduced by up to 30% if a Transportation Demand Management (TDM) program, and Parking Demand Study, is submitted to and approved by the Director and the City Engineer. ▪ The TDM program must include at least two of the following. − Carpooling, vanpooling, ridesharing, guaranteed ride home, telecommuting, and/or shuttle service programs − Staggered or alternative work scheduling, allowing employees to arrive and depart at different times − Dissemination of information to employees, residents, and visitors to the site regarding the TDM plan and alternatives to single-occupancy vehicle travel − Provision of annual TDM reports demonstrating effectiveness in reducing parking demand Bike Parking Requirements Bicycle parking is required for any development or use with six or more required vehicle parking spaces, as follows. ▪ Multifamily residential uses: 1 space / 2 dwelling units. − Up to 50% of required spaces may be provided within garages ▪ Civic/public/institutional uses: 1 space / 20 required vehicle parking spaces. ▪ Commercial uses: 1 / 10 required vehicle parking spaces. Public bicycle parking provided by the City and located within the street right-of-way may be counted toward meeting the minimum bicycle-parking requirement for a parcel provided that the spaces are on the same side of the street and located between the two side lot lines of the parcel. Credit for public bicycle parking spaces shall apply to parking for all uses on the parcel rather than any specific use. Curbside Management Plan State of the Curb Report City of Dublin 15 Historic Dublin The zoning code update was coordinated with the rezoning of the Historic District in 2021. Properties remaining within the Historic District boundary are now in one of four new zoning districts: Historic Residential, Historic Core, Historic South, and Historic Public. These new districts are tailored to match existing character and context, thereby emphasizing preservation of the district, while allowing new, sensitive construction. These new zoning districts contain certain site development restrictions and will rely heavily on the revised Historic Design Guidelines, also adopted in 2021, to ensure compatibility with the surrounding character and design standards within the Historic District. Curbside Management Plan State of the Curb Report City of Dublin 1 Functional Assessment Field Observations Shortly after project kickoff, the study team spent a day exploring Bridge Park and Historic Dublin, accompanied by City and property owner representatives who could provide a “high level” overview of conditions – what is working well, what challenges are being experienced, what improvement opportunities have been tried, and what further opportunities are being (or should be) considered – for each district. This provided a baseline understanding of such conditions, prior to engaging with a broader set of stakeholders who will provide input from more individual and specific perspectives. Following are summaries of key findings and observations, from each tour and their accompanying conversations. Bridge Park Following is a summary of direct observations and key takeaways from conversations from our guided tour of the Bridge Park District. Accompanying our team were representatives from Crawford Hoying and the City’s Economic Development department. Curbside Management Plan State of the Curb Report City of Dublin 2 Key Issues Parking and Loading ▪ Drivers commonly flout restrictions and management objectives, the most common being: − Residents and employees parking on the street instead of in the garages – as noted by the property representatives during our tour, and as evidenced by the number of cones set out to reserve spaces for expected visitors to district businesses. − Parcel delivery drivers (UPS and Amazon being the most frequent) double parking, even when there is space at the curb and even sometimes blocking intersections – as was evident throughout our tour of the district, particularly along Longshore. − Food delivery pickup parking has become much worse, with drivers often leaving cars idling in travel lanes and running in to pick up food, avoiding the curb so that they run no chance of being blocked in; or parking on sidewalks or in driveways if that is the only space available near the door of their pickup location. o This has been growing during the pandemic, but also predated it and is likely to continue to grow in line with national trends.1 ▪ Property representatives noted frequent instances of visitors parking in vacant lots, or circling blocks of full on-street parking spaces, instead of using a garage. − This was noted to primarily happen at peak evening and weekend times, when there tend to be more visitors less familiar with on-street parking or garage parking. 1 https://www.bringg.com/blog/delivery/food-delivery-industry-trends/ Curbside Management Plan State of the Curb Report City of Dublin 3 ▪ Building tenants and operations staff using cones – which are meant to be used solely to hold spaces for necessary service-vehicle parking – to “reserve” on-street spaces for individuals arriving for meetings, appointments, etc. who could just as easily park elsewhere. ▪ People/businesses are sometimes very possessive about the spaces in front of their shops; in particular, tenants that were early arrivals to BP got used to there not being much competition for these spaces and now see higher demand. − In general, Crawford Hoying wants to convey that these are public streets and sidewalks and they don’t control them; they are open to new ideas and are OK with being the test site for innovation. Multimodal Uses ▪ Traffic on Longshore Street tends to be very local, and increasingly functions more an alley or shared street with concentrations of pedestrian activity mix with commercial curbside uses. ▪ East/west travel on Banker Drive/Bridge Park Ave./Tuller Ridge tends to be slightly faster, either entering or leaving the district. ▪ Accommodating alternative modes is not perceived as having provided much benefit here. − Lots of bike racks, but they are little used, with cyclists seeming to prefer alternatives like trees and sign posts. − There is a wariness of the potential arrival of scooters − The COTA park & ride lot was discussed, with a potential new location in the works; use of this option has declined significantly since the start of the pandemic. Other Uses ▪ Crawford Hoying has postponed its plan to apply for an outdoor dining pilot on Longshore Street until next year. Curbside Management Plan State of the Curb Report City of Dublin 4 What is Working Well Parking and Loading ▪ From the property representatives: Despite issues with compliance, for the most part, any real issues tend to sort themselves out – people simply figure out how to “make it work.” − I don’t even talk about parking with prospective tenants anymore, it’s a non-concern on their part. Multimodal Uses ▪ Lots of pedestrian activity was observed, and noted by property representatives, on Bridge Park streets, which offer ample sidewalks, safe crossings, and many destinations within a small area. ▪ The Dublin Link has been a major success, linking Bridge Park to the Riverside Drive park spaces and to Historic Dublin. ▪ Property representatives noted that more people seem to be getting more comfortable with greater walking distances between parking and destinations, particularly as the district has expanded. Other Uses ▪ During significant COVID-19 restrictions, two seasons of Open Streets use of Longshore – where key blocks were closed to traffic and the space repurposed for outdoor dining and expansive pedestrian space -- were seen as very successful, leading to ongoing interest in creating permanent spaces for expanded outdoor dining on this street. Curbside Management Plan State of the Curb Report City of Dublin 5 Potential Opportunities Parking and Loading ▪ The ample supply of off-street parking, and the fact that most Bridge Park resident and tenants know how to make this work for themselves and their visitors, suggests an opportunity to shift more curbside space away from short-term visitor parking to other uses, such as: − Passenger pickup/dropoff (PUDO) zones − Parcel delivery (UPS, USPS, Amazon) and pickup (DoorDash, UberEats, GrubHub) − Parklets and outdoor dining − Micro-mobility stations/zones/hubs ▪ On-street spaces along Riverside Drive are largely vacant during the weekday daytime, with some peak use during the lunch and evening hours; potential to repurpose a portion of these spaces for designated pickup/dropoff or food pickup/delivery zones. ▪ The idea of geofencing areas for these activities off of Longshore Street or to specific blocks within the district was of interest Multimodal Uses ▪ The addition of CoGo and Bird bikes/scooters to the district could improve non-automobile access both to the site and between Bridge Park and Historic Dublin; curb locations, regulation and enforcement will be key to the success of their addition to the district ▪ The future location of the COTA park & ride lot could provide increased access and visibility to transit as a viable option for commuters and others traveling to/from Bridge Park – making this valuable transit connection visibly obvious to the district’s significant visitor populations. ▪ Regional bikeway connections extending further within the region; ensuring that the space for these connections within Bridge Park (including bike parking) will be important to promoting cycling as a safe and convenient option. Historic Dublin Following is a summary of direct observations and key takeaways from conversations from our guided tour of the Historic Dublin District. Accompanying our team were representatives the City’s Economic Development department. Curbside Management Plan State of the Curb Report City of Dublin 6 Key Issues Parking and Loading ▪ Lack of enforcement reduces confidence in improving curbside regulations. ▪ Non-compliance is a particular issue with trucks and food-delivery drivers, who were noted to park on sidewalks, block driveways and intersections, and stop within travel lanes. − This was particularly noted as an acute issue at Building Z Multimodal Uses ▪ The mid-block crossing on Bridge Street is problematic as a safe and comfortable pedestrian crossing due to the high volume of vehicles, high speeds, and 4 travel lanes. ▪ Curbspace is quite limited in this district, making it more challenging to find space for non-parking uses like bike racks, micro-mobility hubs, and bus stops. Other Uses ▪ Sidewalk dining is clearly an asset and was not really noted as a problem, but there are places where sidewalk widths are limited on this side of the river. Curbside Management Plan State of the Curb Report City of Dublin 7 What is Working Well Parking and Loading ▪ The two new garages in this district have provided significant capacity to support the growth and development experienced here. ▪ In particular, the Library Garage enabled the development of Bridge Park West, which relies on its proximity and significant parking capacity to support its tenants and visitors. ▪ In fact, it has been noted by some that it is not uncommon for people to use the Library Garage for parking before walking over the river to Bridge Park. Multimodal Uses ▪ Lots of pedestrian activity on Historic Dublin streets with contiguous sidewalks, short street crossings, and many destinations within a small area. ▪ The Dublin Link has been a major success, linking Historic Dublin to Bridge Park and the Riverside Crossing Park on the east side of the Scioto. ▪ More people seem to be getting comfortable with greater walking distances between parking and destinations, especially those looking to experience the Dublin Link bridge. Curbside Management Plan State of the Curb Report City of Dublin 8 ▪ Mid-block crossings along High Street were noted to work well, in contrast to available crossings along Bridge Street – with its higher traffic volume and speeds and wider crossing distances. Potential Opportunities Parking and Loading ▪ Establishing passenger pickup/dropoff and food pick-up/dropoff locations off High Street and Bridge Street could help to improve both traffic flow and safety/convenience for these users. − North of Bridge Street, the Darby Street valet drive was referenced as an opportunity and is controlled by the City − South of Bridge Street, Mill Lane and the adjoining City lots could serve this purpose Multimodal Uses ▪ The enhancement of Mill Lane and Darby Street as a “mobility boulevard” should enhance safety and connectivity for cyclists and pedestrians in Historic Dublin. ▪ The redevelopment of Franklin Street and new signalized intersection at Bridge Street should create a safer crossing option for pedestrians west of High Street. − There are significant “gateway” opportunities to “announce” one’s arrival into Historic Dublin, including cues to expect significant pedestrian presence as well as to look for convenient parking within this “park once” area. ▪ The addition of CoGo and Bird bikes/scooters to the district could improve non-automobile access both to the site and between Bridge Park and Historic Dublin; curb locations, regulation and enforcement will be key to the success of their addition to the district Curbside Management Plan State of the Curb Report City of Dublin 9 Peak-Period Occupancy Counts and Demand Analysis Parking demand surveys were completed during the hours of 7am – 7pm on Thursday, July 28, 2022 to document conditions of parking duration (length of stay) and turnover (how frequently a space is re-occupied) along key blocks of high-demand curbside space in both Bridge Park and Historic Dublin. During these surveys, several off-street occupancy counts were also completed at key times to quantify the level of available capacity that these parking options provide, in complement to on-street parking options. Details of these survey are provided below. Bridge Park Counts Hourly counts of on-street occupancy and turnover were completed by two team members in Bridge Park between the hours of 7am and 7pm. The counts included occupancy of specific spaces, accompanied by license plate identification to confirm the length of stay and turnover for each space. The streets that were surveyed included: ▪ Longshore Street, between John Shields Parkway and Banker Drive ▪ Riverside Drive, between John Shields Parkway and Bridge Park Avenue ▪ Bridge Park Avenue, between Longshore Street and Mooney Street Curbside Management Plan State of the Curb Report City of Dublin 10 Occupancy counts were completed in the following off-street facilities: ▪ Bridge Park – Hotel Garage (Block A) ▪ Bridge Park – Mooney Garage (Block B) ▪ Bridge Park – Longshore Garage (Block C) ▪ Bridge Park – Howe Garage (Block D) Historic Dublin Counts Hourly counts of on-street occupancy and turnover were completed by two team members in Historic Dublin between the hours of 7am and 7pm. The counts included occupancy of specific spaces, accompanied by license plate identification to confirm the length of stay and turnover for each space. The streets that were surveyed included: ▪ N. High Street, between the Indian Run bridge and Bridge Street ▪ S. High Street, between Bridge Street and John Wright Lane ▪ Franklin and North Streets, flanking the Library Garage ▪ Mill Lane, between Bridge Street and Spring Hill Lane ▪ Sells Alley, between Franklin Street and Mill Lane Occupancy counts were completed in the following off-street facilities: ▪ Historic Dublin – Library Garage ▪ Historic Dublin – Darby Street Lot ▪ Historic Dublin – Franklin Street Lot ▪ Historic Dublin – John Wright/Pinney Lot ▪ Historic Dublin – Indian Run Lot Curbside Management Plan State of the Curb Report City of Dublin 11 Peak Hour Utilization Summary Maps Weekday Morning – Historic Dublin Weekday Morning – Bridge Park Curbside Management Plan State of the Curb Report City of Dublin 12 Curbside Management Plan State of the Curb Report City of Dublin 13 Weekday Midday – Historic Dublin Curbside Management Plan State of the Curb Report City of Dublin 14 Weekday Midday – Bridge Park Curbside Management Plan State of the Curb Report City of Dublin 15 Weekday Evening – Historic Dublin Curbside Management Plan State of the Curb Report City of Dublin 16 Weekday Evening – Bridge Park Curbside Management Plan State of the Curb Report City of Dublin 17 Summary Table The table below provides an overview of utilization measures taken from surveys completed during three weekday periods that tend to represent conditions of peak parking demand in commercial centers and mixed- use districts – late morning, midday, and evening. Findings of constrained availability – 95% utilization and higher -- are marked in red, while findings of optimal availability – 70% - 95% -- are marked in green. All remaining measures indicate some level of “excess” capacity, and key opportunities to accommodate greater utilization. Parking Zones Utilization 10AM* 1PM 7PM HD North High Street 105% 100% 111% North High Side Streets 109% 100% 100% North High Secondary Streets 15% 38% 100% Darby Street Lot 18% 89% 98% Library Garage 6% 31% 68% South High Street 68% 78% 61% South High Secondary Streets 80% 80% 60% Town Center Lot 61% 100% 85% Franklin Street Lot 44% 100% 70% BP Longshore - North of BPA 70% 96% 96% Longshore - South of BPA 89% 100% 100% Riverside Drive East Side 66% 72% 93% Riverside Drive West Side 8% 33% 53% Bridge Park Avenue 100% 100% 93% Endres Garage 30% 45% 29% Mooney Garage 37% 47% 69% Longshore Garage 31% 48% 45% Howe Garage 31% 41% 60% *AM off-street counts were conducted between 8AM - 9AM Key Curbside Demand Findings Overall Patterns ▪ All of the streets surveyed had fairly high occupancies during most of the day. ▪ There are, roughly, 3 peaks – 9-10am, 12-1pm, and 6pm on. − These peaks are less dramatic and tend to vary more on side streets versus the main streets (High Street and Longshore Street) ▪ Overall, there seems to be an excess of loading zones. − The loading zones have the lowest occupancy rates on the various block faces, but also tend to get used much more frequently by non-loading vehicles. Curbside Management Plan State of the Curb Report City of Dublin 18 Bridge Park – Key Findings ▪ On Longshore Street, North of Larimer, occupancy is high in the early morning. For all other locations, occupancy is not consistently high until after 10AM. ▪ There are three peaks for occupancy throughout the day – 9am, 12-1pm, and 5-6pm ▪ In many situations, occupancy varies from one side of the street to the other. In other words, there is nearly always parking on a specific block even if there is not on a specific blockface. ▪ Riverside Drive has an average occupancy of 56%, which varies dramatically from east to west. The average occupancy on the east side of Riverside is 72%, compared with 24% on the west side. This is likely due to a combination of a parker’s direction of travel and proximity to their final destination and may suggest a reluctance to cross Riverside Drive after parking on-street. ▪ The highest rates of double parking occurred on Longshore Street between John Shields Parkway and Larimer Street. It should also be noted that there was available on-street parking available 20% of the time that a vehicle was double parked. ▪ Longshore Street appears to have excess loading zone capacity and that loading zones are frequently being used for non-loading purposes. On the east side of the street, loading zones were occupied 1% of the time by loading, 72% by what appeared to be non-loading vehicles, and were empty 27% of the time. The west side of the street had 7% loading use, 62% other use, and 31% of the time the spaces were empty. ▪ There was no apparent pattern with respect to the time or location of parkers who stayed past the 2- hour limit on Longshore. However, they were more likely to stay past the 2-hour limit in the loading zones, perhaps showing disregard for both loading and the time limit regulations. Morning Conditions ▪ Most parking options offer plenty of availability during the morning period. ▪ The exceptions include Bridge Park Avenue and the block of Longshore Street just south of Bridge Park Avenue. Midday Conditions ▪ On-street availability is consistently constrained during the Midday on Longshore and Bridge Park Avenue, while most blocks on Riverside Drive remain underutilized. ▪ During the same time period, all four parking garages were found to be less than 70% occupied, suggesting an important opportunity to create more consistent on -street availability by attracting more drivers to these no cost, no time limit parking options. Evening Conditions ▪ Evening counts in Bridge Park found conditions that largely mirrored the Midday, with on-street consistently highly utilized while garages remained underutilized. ▪ The one notable change is that the east side of Riverside Drive has attracted higher utilization than found at any other time. Historic Dublin – Key Findings ▪ N. High Street, north of North Street, displayed the most frequent parking beyond the 3-hour time limit. Of the filled spaces, there was a 40% rate of those spaces being occupied by a vehicle overstaying its time. Curbside Management Plan State of the Curb Report City of Dublin 19 ▪ Of the five (5) marked loading spaces on High Street, (all of which are north of North Street), there were only two recorded times when a loading vehicle was parked there and each of these was for under one hour. Of the times when loading vehicles were not present, the spots were filled 42% of the time by other vehicles. In multiple cases, the vehicles parked in these spaces remained for three or more hours. This may indicate either employee or contractor parking. ▪ Shorter blocks of High Street (e.g., between Wing Hill and Bridge) were more likely to have higher occupancy throughout the day. Longer blocks (e.g., between Eberly Hill and Pinneyhill or north of North St), were more likely to have availability in the morning or mid-afternoon, with nearly full occupancy during the 12pm hour and later in the evening. ▪ For those that overstayed the 3-hour limit on High Street, the average stay was 5.9 hours, with roughly 40% of vehicles remaining for at least 4 hours. Another ~20% stayed for 5-6 hours, 10% stayed eight hours, and 15% stayed 10 or more hours. ▪ The highest rate of parkers staying less than one hour was between Bridge and Pinneyhill (~40-70%). North of Bridge Street, only about 20% stayed for less than an hour. South of Pinneyhill, about 25% stayed less than an hour. ▪ Vehicles parked in unmarked spaces on multiple block faces on High Street, from Wing Hill north, throughout the day. In these situations, there was available space on that blockface nearly 60% of the time, which could indicate an issue with how the space was marked or a desire to park directly in front of a given business. Morning Conditions ▪ On-street availability is consistently constrained in the North High Street area of Historic Dublin, with utilization at or above effective capacity on all High Street and side street blocks. ▪ Availability is easier to find on South High Street blocks. ▪ In both areas, off-street and secondary on-street blocks were underutilized, offering significant opportunity to shift some demand off of High Street to offer more availability at these times. Midday Conditions ▪ During the Midday periods, on-street parking remains highly constrained on High Street and side streets, while the Darby Street lot has also become highly utilized, to the point where search traffic could be expected within the lot. ▪ However, parking on North Franklin Street and the Library Garage remain underutilized. ▪ In South High Street area, off-street lots have become essentially fully occupied, while on-street parking remains a mix of constrained and underutilized blocks. Evening Conditions ▪ Evening counts revealed a marked contrast between North and South High Street areas within Historic Dublin, with options north of Bridge Street highly constrained except for the Library Garage, while most options south of High Street offering significant excess capacity. Curbside Management Plan State of the Curb Report City of Dublin 20 Key Off-Street Demand Findings Overall Patterns ▪ Off-street facilities in both Bridge Park and Historic Dublin showed very low utilization during the 8am hour, with only one facility showing greater than 50% occupancy (61% in the Town Center Lot) and all others less than 50% occupied. ▪ Mid-day utilization was far higher, with multiple facilities in Historic Dublin at or near capacity. However, each of the four Bridge Park garages was still below 50% occupied. ▪ Evenings showed a slight increase in utilization in Bridge Park, with two facilities reaching 60% - 70% occupied, while utilization in Historic Dublin remained high, with two lots at or near capacity. Bridge Park – Key Findings ▪ Bridge Park’s four garages have a total of 2,841 spaces. The peak occupancy for the district’s off -street spaces was during the 7pm hour, where utilization reached 53%. ▪ Of the four garages, only the Mooney Garage (Block B) and Howe Garage (Block D) experienced utilization in excess of 60% at any of the three periods. Both were during the evening (7pm) count, with Mooney at 69% occupied and Howe at 60% occupied. ▪ Utilization during the 8am and 1pm hours did not exceed 50% in any of the four garages. During these same periods, utilization on adjacent blocks of Longshore and Bridge Park Avenue was at or near capacity. ▪ The Howe Garage is the only garage with sections held for specific users, including a “reserved” section for resident permit-holders and a section on the 2nd floor reserved for customers of the North Market (ground floor tenant). Historic Dublin – Key Findings ▪ There were 829 public, off-street parking spaces included in the Historic Dublin count. − The peak occupancy for these spaces was during the 7pm hour, where utilization reached 66%. ▪ 550 of the off-street spaces in Historic Dublin are contained in the Library Garage, of which 410 are open to the public all day and 140 are restricted to Library patrons from 9am – 6pm. − The Library Garage experienced peak utilization during the 7pm hour, with 68% of spaces occupied. − During the midday (1pm) count, just 31% of the garage’s spaces were occupied, while the adjacent Darby Street lot was 89% full. − Excluding the Library Garage and the two more remote lots (Indian Run and John Wright/Pinney), the remaining 179 off-street spaces are contained in centrally located lots that experience high utilization throughout the day. − While utilization during the 8am hour was low (32%), the midday (94%) and evening (89%) counts were relatively high. − The Franklin Street and Town Center lots were at capacity during the 1pm hour, during which drivers were seen circling the lots looking for spaces. − The Darby Street lot was at capacity during the 7pm count, while the adjacent Library garage had 175 available spaces. ▪ The Bridge Park West Garage, which is located at the north end of the district, was not included in these counts. Curbside Management Plan State of the Curb Report City of Dublin 21 − This privately-owned garage includes an additional 225 parking spaces, some of which are reserved for residents of the building and some of which are made available to hourly parkers for a fee. Stakeholder Input Focus Groups Focus group discussions were facilitated to increase understanding of existing conditions, vet early findings, cultivate external stakeholder understanding of study intent, and lay the groundwork for their support of project outcomes. These meetings were conducted in June 2022, with a representative group of stakeholders from four different target stakeholder populations: 1. Historic Dublin Business Owners 2. Bridge Park Business Owners 3. Visitor and Hospitality Industry 4. Shared Mobility Providers The primary purpose of these sessions was to confirm our shared understanding of current conditions, including what is working well and what challenges exist, from the perspective of the focus group participants. The discussion was also geared toward uncovering ideas and opportunities to explore further in the analysis and for inclusion in the Curb Management Toolbox and technology pilots. Key Findings The following sections provide detailed summaries of the discussions with each focus group, sorted into existing conditions feedback, opportunities, and additional insight. A few common themes and key takeaways are provided here. • Pedestrian comfort has improved in recent years throughout the study area and supports greater non - vehicular circulation within and between districts. That said, improvements like the Franklin Street extension and traffic signal are still needed and further efforts can improve conditions in places like Riverside Drive, where speeds create safety concerns for all travelers • Through concerted efforts by the City of Dublin, businesses and community partners, many regular users of the curb, including residents and employees, have shifted their behaviors to accommodate greater curbspace access for visitors and delivery vehicles. Still, off-street capacity far outweighs that on-street and additional efforts can continue to improve availability and access for all travelers. • The primary conflicts at the curb appear to be overlapping delivery activities during peak periods and egregious double-parking or parking in the drive lane by delivery vehicles. These issues may be addressed by providing more explicit and convenient curbside options for these users at key times. • Existing regulations – in particular, along High Street in Historic Dublin – may offer room for adjustment to facilitate greater turnover and provide greater access to businesses. • Light enforcement of parking regulations is well known in these districts and changes may be warranted, but must be done thoughtfully and without creating a punitive or inhospitable environment for visitors to Historic Dublin and Bridge Park. Curbside Management Plan State of the Curb Report City of Dublin 22 • While there was some sentiment that pricing and paid parking could be an effective tool for improving curb management, there was a strong sentiment that this should not be considered. The project team confirmed that paid parking is not being considered at this time. • Expanded mobility services offer greater accessibility for travelers in Dublin. Alongside these efforts, safety and accessibility for children, seniors and people with disabilities should continue to be a priority for any upcoming pilots or implementation of plan recommendations. • The provision of information to all users of the curb, whether in signage, apps, maps, etc. is critical to improving travel and accessibility and will require collaboration among all stakeholders. Stakeholder Survey To identify opportunities to both better manage current uses of these spaces, and to appropriately accommodate recent and potential new uses, Dublin launched an online stakeholder survey in May 2022 to collect direct input on existing curb use patterns, challenges observed at the curb, and potential for improvement in curb management practices. The survey was distributed to residents, property owners, and business owners in both the Bridge Park and Historic Dublin neighborhoods. This memo summarizes key findings from the input received. Participation Between May 11th and July 15th, over 200 community members responded to the survey. The breakdown of constituent groups is below, with the vast majority of respondents being residents in Bridge Park. 74% of respondents are affiliated with Bridge Park, and only 26% with Historic Dublin. This reflects Bridge Park’s much greater size and population, and follows extra effort made by the City team to ensure significant participation by Historic Dublin stakeholders. This included mailing and door-to-door distribution of a public notice postcard with project information and an invitation to engage through the survey or direct communication with City staff. The feedback was largely positive, revealing general satisfaction with curb use conditions and no significant dissatisfaction with how the curb is managed in the study area. Curbside Management Plan State of the Curb Report City of Dublin 23 Key Findings Bridge Park Residents Frequency and Type of Curb Space Uses The most frequent uses of curbside space in Bridge Park, by its residents, include: Curbside Management Plan State of the Curb Report City of Dublin 24 ▪ Outdoor seating/gathering space ▪ Guest parking ▪ Parking their vehicles at home ▪ Pickup/Dropoff at home Less frequent resident uses include: ▪ Pickup/Dropoff at area destinations ▪ Parking their vehicles at area destinations ▪ Parking for contractors or service providers The least frequent resident use is curbside bike parking, though many residents also never use the curb to park their own vehicles. Several respondents also noted that their curb use is significantly impacted by commercial activity. Preferred Changes Survey participants were asked what curbside management changes would bring the most improvement in meeting their needs at home. Although half of participants (48%) said “no change,” the second most common responses were to either time-limit (20%) or disallow parking (13%). There were also several comments about creating more short-term loading space for delivery vehicles and passenger pickup/drop off, and multiple responses that discussed increased enforcement of existing regulations and violations. When asked what changes to the management of curb space within Bridge Park they would most like to see, common responses included the following: ▪ Time Limits: Limiting parking to 1-2 hours maximum ▪ Restricting parking to permitted residents ▪ Completely removing on-street parking supply. ▪ Enforcement for existing and future curb regulations Curbside Management Plan State of the Curb Report City of Dublin 25 ▪ More designated on-street space for commercial loading to prevent loading vehicles from double parking or creating congestion ▪ Improved visibility at intersections ▪ Pedestrian-only streets ▪ Prohibit micro-mobility or limit areas of operation ▪ Prohibit skateboarding ▪ Improved visibility at intersections and garage exits to protect pedestrians ▪ Designated pickup/drop-off points ▪ Flexible curb uses (i.e., loading during business hours, parking after business hours) ▪ Reduced speed limits and/or traffic calming infrastructure on major roads Historic Dublin Residents Frequency and Type of Curb Space Uses ▪ District residents infrequently use curbside parking for household vehicles and rarely if ever use curbside bike parking infrastructure. ▪ Unlike Bridge Park, most HD residents’ curb access is not frequently impacted by commercial vehicle activity ▪ While just over half of respondents did not believe any curb regulation changes were necessary in Historic Dublin, those who were in favor of change suggest limiting or disallowing on-street parking. Historic Dublin residents rarely experience significant impacts to their curb access from demand generated by nearby commercial uses. Curbside Management Plan State of the Curb Report City of Dublin 26 Preferred Changes Survey participants were asked what curbside management changes would bring the most improvement in meeting their needs at home. Although 55% of participants said “no change,” the second most common responses were to either time-limit (18%) or disallow parking (18%). When asked what changes to the management of curb space within Historic Dublin they would most like to see, popular responses included the following: ▪ Increasing space for outdoor dining/gatherings ▪ Better management of passenger pickup/drop-off activity ▪ Better management of parking and traffic from delivery and pickup vehicles ▪ Prohibit overnight parking ▪ Eliminate on-street parking around North Street and North High Street ▪ Maintain free parking Bridge Park Business Owners Customer Parking and Curb Access ▪ Most respondents (91%) report that their customers park in public off-street lots or garages ▪ Respondent’s customers struggle to find parking more frequently on weekends and weekday evenings ▪ Respondents report that customers are increasingly comfortable walking a short distance (1 -2 blocks) from their parking location to their destination. Curbside Management Plan State of the Curb Report City of Dublin 27 Curb Loading Survey respondents only receive deliveries on weekdays, and most often in the morning. Preferred Changes In response to open ended questions, Bridge Park business owners made the following recommendations: ▪ Designated passenger pickup/dropoff spaces in the evenings ▪ Better management of curbspace by commercial vehicles for loading and construction ▪ Preserving accessible on-street parking for retail customers Curbside Management Plan State of the Curb Report City of Dublin 28 Historic Dublin Business Owners Customer Parking and Curb Access ▪ Respondent’s customers park in a relatively even split, either on street (48%), in a public lot or garage (43%), or in a private lot or garage (48%). ▪ Respondent’s customers struggle to find parking more frequently on weekdays, especially afternoons and evenings Curb Loading Respondents predominantly receive deliveries on weekdays, in the morning, midday, and evening. Preferred Changes In response to open ended questions, Historic Dublin business owners made the following recommendations: Curbside Management Plan State of the Curb Report City of Dublin 29 ▪ Preserving accessible on-street parking for retail customers ▪ Designated loading zones for commercial vehicles activity ▪ Increased enforcement of existing time-limited parking ▪ Improve visibility at intersections Bridge Park Property Owners Key Issues & Opportunities ▪ All respondents cited more short-term parking capacity as the most important potential improvement to curb management. ▪ Consistently available commercial loading was the most common second choice. ▪ The most cited curb management challenges among respondents were commercial vehicles blocking access, and visitor, customer, and tenant parking complaints. ▪ Respondent’s customers mostly park off-street ▪ Respondent’s customers struggle to find parking most often on weekday evenings, and never on weekday mornings, or weekend afternoons and evenings. ▪ Respondents receive deliveries predominantly on weekday mornings. Historic Dublin Property Owners Key Issues & Opportunities ▪ All respondents cited more short-term parking capacity as the most important potential improvement to curb management ▪ All respondents cited tenant or visitor parking complaints as their biggest curb space challenge. ▪ Respondent’s customers mostly park off-street, either in public parking lots/garages or in privately managed space. ▪ Respondent’s customers struggle to find parking most often on weekends and weekday evenings. ▪ Respondents receive deliveries exclusively on weekdays. Curbside Management Plan State of the Curb Report City of Dublin 30 Key Takeaways ▪ Parking and loading are priority concerns across stakeholder groups and locations ▪ Community members appreciate outdoor dining/gathering space and would like to see more curbspace dedicated for this use ▪ Dedicated curbspace for micro-mobility use and storage is not a high priority among community members ▪ Most deliveries occur on weekdays and from the street out front of respondents’ businesses ▪ Short-term parking is the most important curbside use for business and property owners regardless of time of day, followed by passenger pick-up and drop-off. ▪ When asked what curbside management changes would bring the most improvement in meeting their needs, 48% of Bridge Park residents and 55% of Historic Dublin residents said “no change” is needed. Subject Area Expert Input As part of our efforts to capture input from key curbside users and stakeholders, the NN team, led by Cityfi collected insights gained from past interviews and other engagement activities with commercial mobility, delivery, and service providers for whom curbside spaces are central to their operations. While the insights and observations shared were not specific to Dublin, they present valuable insights into the practices of these operators, and their perspectives and preferences on curb management opportunities and challenges. These insights highlight the areas in which improved coordination between the private and public sectors could result in more efficient and safer activity at the curb as well as potential time and cost savings for vendors. The private sector inputs also highlight notable vendor needs and considerations including: a desire for access curb as close as possible to the destination; common dwell time ranges of a couple minutes to 30 minutes; commercial companies’ preference for off-street parking; shared mobility providers’ preference for on-street parking; and a need for alignment of customer delivery needs with curb restrictions. Curbside Management Plan State of the Curb Report City of Dublin 31 Key Findings Findings from these engagement efforts most relevant to Dublin’s Curbside Management Plan are organized by topic in the sections below. Demand is Increasing ▪ There is a huge increase in the number of companies offering delivery. ▪ 3rd Quarter e-commerce sales were almost 37% higher in 2020 compared to 2019. ▪ The Covid-19 pandemic resulted in a significant increase in the use of bikes, scooters, and other micro- mobility devices to get around. Curb Access ▪ Most private sector vendors indicate that they need curb access as close as possible to the destination (pick-up point, delivery, or docking). − Most claim that even within 50 feet isn’t acceptable. ▪ For deliveries, discretion is left to the driver as to how close they want to park to the destination. ▪ Most vendors indicate that they deliver at all times of day in order to deliver goods/services as quickly as possible to the customer. ▪ Convenience of the customer always comes first. Data ▪ Operators are protective of information around route selection and optimization. ▪ Transportation network companies (TNCs), such as Lyft and Uber can look at their maps and tell cities where underutilized space is that could be used for pickup/dropoff (PUDO) zones. ▪ Data about city curb function and use is a valuable tool to commercial users of the curb. Enforcement ▪ Regulations and zones must be enforced consistently. − While this may conflict with established practices of making curb parking “customer friendly”, more and more curb activity is linked to commercial operators, particularly over the last few years when food and goods delivery activity has increase so significantly. − Enforcement that is primarily focused on violations linked to commercial curb users has become vital to ensuring orderly curb spaces, as well as reliable access to curb space for personal vehicles, where appropriate. ▪ Except in the largest cities, operators note that enforcement rates are low, which give them an unpunished ability to park/stop illegally. ▪ Automated enforcement will be key to enforcing double parking and short stops at the curb. Pricing/Revenue ▪ Most operators said that they would not benefit from progressive pricing to optimize curb space availability. ▪ There are opportunities for revenue sharing models with advertising on infrastructure and furniture. Curbside Management Plan State of the Curb Report City of Dublin 32 ▪ Most operators indicated that they do not currently pay for curb use and instead access free loading zones or other free space at the curb; and perhaps unsurprisingly, there is no desire to pay for curb use. Partnering and Pilots ▪ Private sector vendors want to partner on pilots and recognize that a city’s support for their service/program can result in better outcomes. ▪ Partnering with private organizations can help solve resource issues within cities. ▪ Cities should reach out to TNC companies early during the planning process for large events, this will better ensure mitigation of issues. ▪ Recognizing that this is a big challenge, curbside operators believe that cities need to be willing to try, fail, innovate; try, fail, innovate. Curb Allocation ▪ Generally speaking, cities need to provide additional loading/PUDO zone space. Curb Status and Regulation ▪ Technology providers need regular, accurate, timely updates from cities (e.g., construction, curb colors, loading zones, hours, event restrictions, etc.). ▪ Parking time and location regulations need to reflect the commercial delivery needs of customers/businesses. ▪ Consider "unorthodox" PUDO space, like fire hydrant curbs, which may require changes to municipal code. Curb Availability Information ▪ Operators cited a need for real-time curb space availability in order to provide on-demand services to customers. ▪ Predictive technologies do not guarantee availability. ▪ No solution is perfect; even cameras or sensors provide “moment in time” data that can change before arrival. ▪ Parcel delivery drivers (e.g.: UPS, FedEx) have low utilization of parking apps. Reservation and Appointment Systems ▪ Delivery schedules and destinations are often too variable for reservation systems to be successful. ▪ Commercial delivery companies often serve the same destination each day/week and typically know where to park or access an alley/garage loading zone. ▪ Apps and reservation systems that have been piloted are underutilized. − Operators often dislike or do not find the reservation systems useful in creating more predictable curb experiences or reliable curb availability. ▪ There is no ability to hold on-street space until arrival. Key Implications for Dublin Curbside Management Plan and/or Pilots ▪ Partnering with curbside operators to pilot flexible curb management projects can provide an opportunity to test new technologies at key locations. Curbside Management Plan State of the Curb Report City of Dublin 33 ▪ Cities should request data from curbside operators to better inform the location and space dedicated to loading zones and pick-up drop off zones. − Curbside operators are incentivized to share certain data with cities if it will improve predictable and consistent curb access in high demand areas. ▪ Curbside operators, ranging from food and parcel delivery to TNCs, are profiting from their use of and access to the curb and public ROW generally. − Their entire business relies on ROW access. − Cities can create more efficient, safer, and equitable environments by pricing the curb for commercial users. ▪ Curbside operators often have immense amounts of data that could be valuable to cities, including average dwell times, pickup/drop off locations, and areas of where curb demand is higher than supply. − Cities should consider requiring data sharing in exchange for permits or access to curb space from curbside operators. ▪ Enforcement is a key tool in ensuring compliance at the curb and reducing double-parking (thereby improving safety). − Automated enforcement is particularly effective at enforcing short stops at the curb (food and parcel deliveries and TNCs). Downtown Dublin | Curbside Management Plan City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 107 Appendix B: State of the Practice Report Bridge Park & Historic Dublin State of the Practice Report Curbside Management Best Practices & Industry-Standard Guidelines December 2023 Bridge Park & Historic Dublin Curbside Management Plan City of Dublin i Table of Contents Page Curbside Management Best Practices ....................................................................................1 Introduction ...........................................................................................................................1 Established Best Practices .....................................................................................................2 Emerging Practices and Areas of Innovation ............................................................................7 Key Industry Guides Overview ..............................................................................................12 Introduction .........................................................................................................................12 National Guideline Documents ..............................................................................................12 Statewide Guideline Documents ...........................................................................................13 Curb Management Guidance in National & State Standards ...................................................15 Guidance Summaries Per Topic ............................................................................................16 Summary and Key Takeaways for Dublin ...............................................................................25 Curbside Management Plan State of The Practice Report Nelson\Nygaard Consulting Associates, Inc. | 1 Curbside Management Best Practices Introduction The Importance of Effective Curbside Management The curb is not just a point of transition within our streetscapes, it is the “front door” for the destinations that bring people to our downtown districts. As such, these spaces are always going to be the first place of preference for transitioning from travel to arrival – whether arriving in a personal vehicle; a ride-service vehicle; or a borrowed/rented scooter, bike, or car – and from exit to travel, upon leaving the district. And, if expedient arrivals and departures are part of one’s job – whether bringing goods or services to a customer’s door or picking up a customer’s package or meal for delivery elsewhere – the preference for “front door” access is intensified by the costs linked to the delays inherent in less convenient points of access. The space on either side of the curb – which defines the edge of our streets, and for the most part helps define a transition from automobile spaces to pedestrian spaces – has become a sort of “ground zero” for innovation in urban mobility. In particular, “shared mobility” services, which make vehicles available for direct, short-term use, and “on-demand” services, which provide point-to-point rides or deliveries, generally use these spaces as the point of contact between their customers and the vehicles, r ides, or deliveries on offer. However, these spaces are also of central importance to innovations in street design that extend the pedestrian realm into space previously given to automobiles, for purposes such as calming traffic, shortening street crossing distances, improving bus circulation, and providing more dining or social-connection space. Finally, the dedication of street-side curb spaces to contiguous bus and/or bike lanes has become a prominent component of many cities’ multimodal street-network designs. And, while all this innovation promises important improvements for urban mobility, demand for traditional curb uses like short-term parking for personal vehicles and commercial loading zones remains as intense and Curbside Management Plan State of The Practice Report Nelson\Nygaard Consulting Associates, Inc. | 2 competitive as ever – all while, for the most part, curb-space capacity remains fixed. Curb management was challenging enough when the primary competitors for this space were short -term, personal-vehicle parking and commercial-truck loading/unloading. And, especially in districts that are attracting new curb-use demand, demand for these uses has tended to increase significantly as competition for limited space has diversified. Curb space is where movement meets access. − Curbside Management Practitioners Guide, ITE A lack of curb management can result in negative consequences that impact the daily lives of a community's constituents. These include, but are not limited to, competing and conflicting demands for the curb space, congestion, and a low level of service for all transportation modes, accessibility and safety issues, difficulty accessing the curb for public services and improvements, and an inability to effectively accommodate new and ever-changing transportation modes. With active and intentional curb management, communities can make access more equitable among different modes of travel, (and) improve level of service for all modes of travel... − The Shared-Use City: Managing the Curb, International Transport Forum (ITF) – 2017 Curb management” brings order to a complex, shared place with competing uses. While historically single occupancy vehicles (SOV) were the primary mode of transportation to dominate the street and the curb, in many places, the curb has become a hub for a variety of modes and services. − The Shared-Use City: Managing the Curb, International Transport Forum (ITF) – 2017 Following is a survey of Best Practices for managing this growing diversity of uses and activities as they vie for accommodation along our limited curb spaces. Key Sources Reviewed To complement the collective curb space management expertise of our team, the following “state of the practice” reports and other sources were reviewed. ▪ Curb Management Regional Planning Guide, North Central Texas Council of Governments – 2020 ▪ Curbside Management Practitioners Guide, ITE – 2018 ▪ Curb Appeal, NACTO – 2017 ▪ The Shared-Use City: Managing the Curb, International Transport Forum (ITF) – 2017 ▪ City of Dublin Parking Management Toolbox – 2017 The following sections provide is an overview of findings from this review, organized to first profile a set of established best practices, followed by a select set of emerging practices and areas of innovation. Established Best Practices Embracing Performance Targets and Monitoring Key Performance Metrics Make clear the most basic aim of City parking management programs, strategies, activities, and investments. Define availability as the key performance metric for curb space management. The most essential performance indicator for curb space management is space availability. Without strategic management, demand will consistently constrain availability precisely where most curb space is most valued, and where curb access is Curbside Management Plan State of The Practice Report Nelson\Nygaard Consulting Associates, Inc. | 3 most vital to the functioning of adjacent land uses and activities. A standard performance target for curb space availability is 15% of capacity – enough that the available space is easy to perceive. Performance Monitoring Whatever management strategies are employed to maintain availability, their success is best measured by counting empty spaces along the best-used blocks in a given area, particularly during peak-demand times. Regular counts conducted in high-demand locations at peak-demand times will allow City staff to monitor curb management performance, including the effectiveness of new or adjusted regulations, accommodations, or other management actions. Redistributing Demand Create Distinct Management Zones that Reflect Demand Implement curb management tiers that reflect observed demand patterns to guide use and redistribute curb activity more evenly across the physical and temporal capacity. For example, reduce time limits on high- demand streets, while offering longer stays on blocks that would otherwise go underutilized. Or, provide more expansive loading zones on side or secondary streets to encourage some larger trucks to use these locations rather than busy primary streets. Coordinating regulations can create distinct management zones, which in turn can create clear incentives that increase the appeal of secondary curb space locations, and de-congest higher- demand areas Visual Communications Create and leverage a comprehensive communications plan that includes coordinated and unified wayfinding, information, signage, branding, and a mapping program to better inform curb users about all options, including those off-street. Wayfinding Wayfinding is a means of providing intuitive visual cues and information to drivers upon arrival. The first objective of wayfinding, therefore, should be to reinforce information provided to drivers before they arrive, and direct them to their preferred parking option. At the same time, effective wayfinding can provide visual information that suggests parking opportunities, and guides drivers toward their “right fit” , even if they knew nothing of these options before arriving. This can include varying signage or markings that correspond to regulations and time limits, app-based guidance, and branding off-street locations that accommodate short- term parking. Information The three essential pieces of information that must be clear for all parking options are: ▪ Prioritized curb functions, as well as any variations on these ▪ Time limits ▪ Schedule of enforcement This information should be provided and disseminated via multiple media outlets, with a focus on informing drivers of their options before they arrive in Bridge Street or the Historic District. This information should outline various parking options and where and when it is available. Doing so can both help shift peak demand to off- peak times and locations and reduce frustration among drivers expecting to find curb parking when supply is likely to be more constrained. Curbside Management Plan State of The Practice Report Nelson\Nygaard Consulting Associates, Inc. | 4 Informational Signage Clear and concise signage should serve two primary functions. The first is to complement wayfinding, in providing essential details on parking options for drivers arriving with little or no information. By complementing effective wayfinding elements, this information can be visually discrete, and textually concise, while effectively guiding parking searches. The second function is to confirm to each driver that the space she/he has found is indeed what was expected. Preferably, this happens without the drivers having to leave their cars. Branding Branding is one of the most effective means of identifying parking options that are managed consistent with the City’s parking program. This can include branding extended to private facilities that offer a parking experience indistinguishable from parking in a City facility. Such branding can assure drivers that a particular parking option is provided, regulated, and monitored consistent with the City of Dublin’s parking program, including enforcement that is user friendly and regulations that are no more restrictive than necessary to keep demand balanced with supplies. Parking Map/s This is a critical component of a comprehensive information campaign. It should include all streets that offer on - street parking, marked according to time restrictions and regulations. It should also include all off-street locations that offer public parking. This can also include facilities that only provide public parking on certain days, or during certain times of day, as these may emerge out of efforts to increase shared parking opportunities. The map should be provided at a single website, which should be referenced on all local business websites, City media, and Chamber of Commerce media. Pricing Pricing is one of the most widely used and effective means for regulating curb space. The goal of paid on- street parking is rarely to generate municipal revenue, but more often a tool to manage use of a high- demand public asset. Curb pricing incentivizes turnover and encourages visitors to use more sustainable modes of travel like ridesharing, transit, and micro mobility. Commercial Vehicle Parking Cities that are reluctant to charge for visitor/customer spaces can still leverage this tool by charging for commercial vehicle parking in high-demand locations. Pricing commercial loading/unloading/delivery/pickup/dropoff activity can encourage rapid turnover of delivery vehicles, incentivize use of less congested curb spaces, and collect data on commercial curb usage (including volume of use, duration of stays, and compliance with regulations). There can also be less public resistance to the idea of charging for parking when it is for vehicles that are using curb space for profit. . There are two main methods to charge for commercial vehicle parking • Permit-based system: charging an annual, monthly, or day-use rate for a permit to use priced spaces. Washington, D.C. has both an annual and daily loading permit available. Annual permits cost $323 and a daily permit is $25. Permits are available through DDOT’s online permitting system. • Hourly rate system: charging an hourly fee, in 15-minute increments, for use of a commercial parking/pickup/dropoff space. This system is most similar to traditional flat-rate parking for Curbside Management Plan State of The Practice Report Nelson\Nygaard Consulting Associates, Inc. | 5 passenger vehicles. Example: the city of Chicago charges $3.50 per 15 minutes, or $14 per hour to park in a commercial load zone. Users can pay through the ParkChicago app or at a pay station. Case Study: Pittsburgh Pittsburgh implemented a curb management pilot in partnership with Automotus to create up to 20 Smart Loading Zones. The city temporarily updated the municipal code to designate the new Zones that are subject to the below rates: Minutes Rate per Minute Maximum Cost 0-5 minutes $0.067 $0.33 5-15 minutes $0.134 $1.67 15-30 minutes $0.20 $4.67 30-60 minutes $0.267 $12.67 Reducing Demand Off-Street Accommodations & Incentives Ensure that curb-space users are aware of off-street alternatives, and provide incentives for their use at times and in places where these alternatives offer more available capacity. This can ease demand for, and thus increase availability among, more limited on-street/curb options. This can include: ▪ Employee and Resident parking strategies, including permits and incentives to reduce use of curb parking ▪ Off-street loading facilities ▪ Off-street pickup/dropoff areas ▪ Mobility Hubs in off-street locations Optimize Walkability Ensure that walking paths between residences and visitor parking facilities are direct, safe, and attractive to reduce incentives to drive within each district, and to ensure that more parking options provide Park Once (when a user can park in one place and travel to multiple locations on foot without having to re-park) access to all district locations. Optimize Cross-District Mobility Reduce inter-district driving and ensure that more parking options provide Park Once access to both districts, by enhancing walkability across the river and via complementary modes such as scooters and bikeshare that appropriate for Dublin Link use. Case Study: Dublin, OH Early ridership data from the Mobility Lane micromobility pilot indicate that several rides have linked the use of a parking space in the Library Garage to travel across the Dublin Link bridge into Bridge Park. Similarly, data indicate that scooters placed in Bridge Park are often used to access nearby destinations, located outside of the district. This kind of Park Once mobility can offset the strong preference for curbside parking and make off- street parking much more viable and appealing among those traveling to several area destinations. Curbside Management Plan State of The Practice Report Nelson\Nygaard Consulting Associates, Inc. | 6 Expanding Capacity Variable Regulations Variable regulations, often referred to as “flex zones,” leverage the temporal element of curb-space capacity, balancing demand and accommodation for various curb uses by shifting priorities across the day and week. Early-morning loading zones, for example, might be balanced with regulations that shift the same curb zone to short-term parking at midday, and potentially to passenger pickup/dropoff space during evenings. Case Study: Seattle Seattle uses variable curb regulations, especially in high-demand areas in the downtown commercial core. • 3rd Avenue is a major transit thoroughfare but is also street frontage for large office buildings and hotels. To balance the curb needs of transit and commercial and passenger loading, the corridor is restricted to bus from 6 AM to 7 PM, after which personal vehicle travel is permitted and passenger load zones are available. Essential commercial loading is permitted in the off-peak hours but restricted during morning and afternoon peak. • Seattle also maintains special loading areas for musicians to load equipment outside of music venues. There are several locations where load zones are reserved for commercial use during business hours, and for musician used in the afternoons and evenings • Because downtown Seattle is a major employment center, there is higher demand for curbspace during peak commute times. Sections of the curb are available for paid parking until 3 PM on weekdays, after which curbspace is reserved for transit staging during rush hour. Public Valet Services Public valet can leverage the demand-redistribution benefits of valet parking, using curb space for high turnover or vehicle dropoff and pickup activity, while vehicle storage is located off-street. This can be particularly effective during regular demand peak periods, including evenings and weekends, and can be expanded – both spatially and modally – during events. Mobility Stations Using curb space, on either the street or sidewalk side, to accommodate alternative-mode vehicles can increase the capacity provided by these spaces – linked to either accommodating more vehicles in the same space or reserving the space for shared cars or ride-service vehicles. Adding infrastructure for one mode does not always mean taking it away from another. Often such uses can take advantage of underutilized curb spaces and overbuilt roadways, resulting in minimal impact to other curb users and/or potential traffic-calming benefits that can make Districts’ streets feel more walkable. Examples of mobility stations that, if located where demand is sufficient, can expand the effective capacity of curb spaces include: ▪ Bike corrals (bike placed within the curb lane, either in a conventional parking space or in a “leftover” area that is too small to accommodate personal vehicle parking) ▪ Bike-share stations ▪ E-scooter parking zones ▪ Car-share parking ▪ Passenger pickup/dropoff zones for ride hailing services or shuttles/transit ▪ Mobility Hubs – Sheltered and centralized combinations of any of the above Curbside Management Plan State of The Practice Report Nelson\Nygaard Consulting Associates, Inc. | 7 Case Study: Columbus The City of Columbus recently announces a partnership with Short North Alliance, COTA, Lyft and Uber on a pilot program to designate Pick-Up/Drop-Off Zones for rideshare users in popular nightlife neighborhoods. Columbus designated 8 zones along High Street between 4th Street and Goodale Street, marked with unique signs, to operate daily between 10 PM and 3 AM. The ultimate goal of these zones is to promote safe and convenient mobility and manage traffic congestion during busy late -night hours. The pilot will run through October 15, 2022. Emerging Practices and Areas of Innovation Redistributing Demand Geofencing Geofencing is a means for tech companies to use using “virtual dispatching” technologies to limit the locations where their app-based ride services can be accessed by riders. This process defines boundaries inside which riders cannot be picked up by blocking hired rides at both the ride-reservation and pickup-confirmation point in the process. This can divert pickup activity away from congested curb spaces and create a more orderly and intuitive environment for those seeking to hail a ride. While this kind of restriction typically relies upon coordination and cooperation with the service providers being restricted, they tend to be supportive of this approach, as it provides designated zones within which their drivers can pickup and dropoff passengers more quickly. Geofencing can also block micromobility vehicles like bikes and scooters from operating within defined areas or set limits for the devices to prevent them from traveling at unsafe speeds. For example, the city of Columbus has established geofences around Goodale, Franklin and Schiller parks to keep scooters from operating there after nearby residents raised concerns about pedestrian safety and reckless scooter use. Geofencing can help cities better track activity to improve their curb management practices. While cities cannot set up a geofence on their own, they can coordinate geofencing with the operating companies or codify off-limits zones and require company compliance for operation within the city limits. Case Study: Washington DC In 2018, Washington, DC expanded a previous pilot program to establish pick up and drop off (PUDO) points for taxis, rideshare, and passenger vehicles. Short term commercial loading is also permitted in PUDO zones. The program restricts parking in dedicated curb areas 24 hours a day. The goal of the program is to improve safety and reduce traffic congestion caused by in-lane stops and double parking. Additionally, DC raised the penalty for violation of PUDO zones from $35 to $75 to encourage compliance. The program has been extremely successful, with 21 zones installed and 9 more planned. Delivery-Vehicle Staging Zones Zones that offer freight/delivery drivers more time and space can provide an attractive alternative to “front door” blocks on which such drivers are forced to double-park, or park on curbs, to function properly and expediently. Dedicating full blocks to such activity – perhaps complemented by equipment and building/business operations that expedite pickup/delivery activity – may offer enough added space, time, and predictability to reduce the impacts of these vehicles on sidewalks, travel lanes, and drivewa ys. Such zones can be enhanced by also providing the means and equipment for drivers to access multiple addresses from a single curb space. Curbside Management Plan State of The Practice Report Nelson\Nygaard Consulting Associates, Inc. | 8 An example of this in action is neighborhood delivery microhub – a centralized drop-off / pick-up location for goods that brings delivery services and customers closer together. By doing so, these hubs can alleviate congestion, reduce emissions, consolidate freight vehicle trips, reduce vehicle miles traveled, and enable transfers to low- or zero-emissions fleet for final mile deliveries. Microhubs often offer package lockers, EV charging infrastructure, and bike and vehicle parking. Successful examples of delivery hubs can be seen in cities across the globe, from Paris and London to Montreal and Seattle. Case Study: Santa Monica The City of Santa Monica is currently piloting a voluntary district program to test clean transportation and delivery management technology in their downtown. Dedicated Zero-Emissions Delivery Zones (ZEDZs) are marked by signage and monitored by cameras for data collection and compliance purposes. Any zero -emissions vehicle is eligible to park in a ZEDZ for up to 10 minutes to make a delivery or pick-up. This program requires strong partnerships with community organizations, local businesses, delivery compa nies, and technology startups. Reducing Demand Use of Off-Street Capacities A new variation in the strategy to use off-street parking capacities to ease curb space congestion is to bring food-production and food-pickup activity into parking facilities, to shift the location of delivery-vehicle pickup traffic off the curb. This model, which was notably embraced in many cities during COVID-19 restrictions on indoor dining, extends the food production for one or more local restaurants into production facilities within underutilized parking lots. A small amount of parking is consumed by the food-production units themselves, with more space provided for pickup activity, including queuing and staging space for commercial and personal vehicles.1 Expanding Capacity Public Space Expansion The COVID-19 pandemic has under-scored the shortage of outdoor space across the world and downtown Dublin is no exception. With innovations in curb management, and coordinated use of off -street parking options, more curb space can be made available for people. These “people focused” spaces can be programmed to best suit the needs of adjacent businesses or street type to ensure that they offer substantial value. The most common versions of such spaces include the following: ▪ Parklets - public seating areas ▪ Streateries - parklets reserved for outdoor dining ▪ Expanded sidewalks in key locations to provide more space for walking, public gathering, and other pedestrian functions ▪ Bulb-outs – expanding sidewalks at intersections to both make pedestrians more visible to traffic and to shorten crossing distances 1 https://www.wlrn.org/2022-01-17/from-parking-lots-to-ghost-kitchens-how-reef-technology-is-changing-the-restaurant- business-and-regulations Curbside Management Plan State of The Practice Report Nelson\Nygaard Consulting Associates, Inc. | 9 Mobility Lanes Curb lanes can be dedicated to bike and micro-mobility to encourage greater adoption of these modes, which, when popularly used, provide more access and mobility than typical uses of these spaces. The benefit of such lanes can be optimized by promoting their increased safety and comfort levels, restricting these uses on other options (particularly sidewalks), and controlling them via digital communications and vehicle-speed controls for app-based micro-transit fleets. Flex Zones Building upon the “Variable Regulations” tool, flex zones can add design elements and programming to change the nature of activity across the day, week, and year. Flexible infrastructure can reduce competition for the right-of-way and allow multiple modes to take advantage of the same space. Thoughtful design of infrastructure and space can ensure that all impacted/accommodated modes see benefits, while, in many cases, dedicated infrastructure for one mode may be preferred. Examples of Flex Zones include: ▪ Hybrid lanes that allow buses and bikes to travel in the same space in a safe manner ▪ Shared spaces where pedestrians, cyclists, and scooters can comingle ▪ Combined commercial and passenger loading zones ▪ Curb lanes that shift in function, as demand peaks shift across the day – such peak-only travel lanes or early-morning loading zones that offer personal-vehicle parking or loading at other times. ▪ On-street dining and parklet areas which are implemented during favorable seasons and removed to make space for other uses during off seasons. Improving Administration & Operations Design Standards for Strategic Curb Elements Adopting strategic design standards for curb spaces can greatly enhance the benefits of dedicating such spaces for an expanding range of curb activities, functions, and users. As curb uses continue to diversify and overlap with one another, the need for supportive, strategic design elements will continue to grow. Conflicts between pedestrians, cyclists, and scooter operators, the road’s most vulnerable users, and loading/delivery vehicles is a common source of near miss and crash events and must be mitigated through smart design. Specific design standards, drawing from national best practices, can be implemented across downtown Dublin to ensure that modal conflicts are minimized, and safety is prioritized. Design standards may be drawn from national resource s such as the NACTO Street Design Guide. Conflicts between vulnerable road users and loading vehicles, in particular, should be addressed through adopted design standards. Prioritization of Curb Functions Developing a formal policy that defines functional priorities for curb space management and accommodations has become a best-practice pre-cursor to curbside regulations. Such policies typically: 1. Identify a list of curb space functions to be prioritized, such as: − Private Vehicle Storage − Access for Commerce − Access for People − Public Space Activation − Public Space Greening Curbside Management Plan State of The Practice Report Nelson\Nygaard Consulting Associates, Inc. | 10 2. Define the land-use and/or street-type factors used to inform priority assignments of curb space 3. Define a hierarchy of prioritized functions for each identified context, to inform the assignment of curb space regulations, infrastructure and amenities, and other curb management investments. Such policies provide a tool for simplifying decisions around assigning curb space regulations/accommodations, provide transparency around how such decisions are made, and create a cohesive and intuitive environment for curb users across the Districts. Case Study: Seattle In its Comprehensive Plan, Seattle defines six main functions of “flex zone” space, or high demand curbspace: mobility, access for people, access for commerce, activation, greening, and storage. Flex zone functions are then prioritized based on the surrounding land use to ensure that the curb space is being used most efficiently for nearby residents and businesses. Digitized Curb Inventories Digitized curb inventories – a unified GIS-based database of locations and extents for curb spaces, applied regulations, regulatory and wayfinding signs, mobility stations, etc. – allow cities to regulate uses in real time, determine where modal conflicts may occur when regulations are changed, and document and communicate changes to planners, policymakers, stakeholders, and users. Creating a curb inventory means compiling the various sources of curb asset data and regulations into a single database and building on that data with field observations and new entries. The curb inventory should include the actual location of curbs, current regulations governing the curb, signage, and other physical curbside assets such as bus stop shelters, bike lanes, and parklets. Agencies involved in creating the inventory will need to identify a curb data standard—this is essential for promoting inter-agency coordination as it enables different agencies and stakeholders to produce, share, and consume data in a common format. Formalizing a process for ongoing maintenance of the inventory is also necessary to ensure physical and regulatory changes within the public right-of-way are documented and communicated to planners, policymakers, and stakeholders. Creating a robust inventory of curb assets and regulations helps to identify gaps and misalignment with existing or changing demands while establishing a clear picture of the potential Curbside Management Plan State of The Practice Report Nelson\Nygaard Consulting Associates, Inc. | 11 enforcement structure and policy environment. Curb regulations should only be revised when differences between regulations and demand are fully understood for most or all modes and should be updated regularly. Case Study: The Open Mobility Platform The Open Mobility Foundation, an organization that creates a governance structure for open -source mobility tools, recently published their Curb Data Specification (CDS). CDS is a digital tool that helps cities and companies organize structure their curb data to develop and scale dynamic curb zones. The CDS outlines a data structure for expressing static and dynamic regulations, measuring activity at the curb, and developing policies that create more accessible, useful curbs. By developing a standard database of curb regulations, cities can work in tandem with private companies to ensure that curb space is used efficiently and effectively. Parking Management Platforms Several companies provide parking management platforms, which automate several parking-management functions, including: ▪ Performance monitoring – typically focused on curb space occupancy and duration, on a per-block, or per- space basis ▪ Compliance monitoring – linking multiple, real-time data feeds to identify parked vehicles that have exceeded time limits, are out of compliance with regulations, or are in some other violation of curbside restrictions or requirements (a private vehicle in a commercial loading zone, for example). ▪ Enforcement – building upon a compliance-monitoring service to automatically issue citations, using license- plate recognition technology. Many such platforms can also manage other curb space functions, tracking micro-mobility fleets2 and creating reservation systems for commercial loading zones3. 2 https://www.populus.ai/products/mobility-manager 3 https://www.smartcitiesdive.com/news/coord-to-pilot-smart-parking-zones-cities/580821/ Curbside Management Plan State of The Practice Report Nelson\Nygaard Consulting Associates, Inc. | 12 Key Industry Guides Overview Introduction The Dublin Curbside Management Plan effort includes identifying strategies, actions, and tools that can optimize curbside assets in Bridge Park and Historic Dublin. In order to better decide what strategies, actions, and tools should be applied in these areas, it is important to understand national guidance around curbside management and evaluate whether any of the guidance is applicable to, or is useful in, Dublin. This memo reviews three national guidance documents – NACTO Urban Street Design Guide, the Institute of Transportation Engineers Curbside Management Tool, and the Manual on Uniform Traffic Control Devices for Streets and Highways – and two Ohio-specific documents – Ohio Manual on Uniform Traffic Control Devices for Streets and Highways and the ODOT Multimodal Design Guide – for curbside management guidance and summarizes this guidance per curb space element that is being evaluated in Dublin. National Guideline Documents NACTO – Urban Street Design Guide The National Association of City Transportation Officials (NACTO) developed an Urban Street Design Guide in 2013 for professionals and citizens to use as a guide to advocate for safe and multimodal streets in urban areas. The guide is meant to provide instruction on how to develop streets that can handle vehicle traffic properly while also serving pedestrians and cyclists, as well as create a system that is resilient and sustainable.4 The Urban Street Design Guide includes the following chapters to cover a broad range of topics. These chapters include Streets, Street Design Elements, Interim Design Strategies, Intersections, Intersection Design Elements, and Design Controls, which are summarized below: ▪ The Streets chapter includes guidance on street design principles, phases of transformation, and various roadway transformations, including but not limited to, downtown streets, neighborhood streets, alleys, shared streets, and boulevards. ▪ The Street Design Elements chapter includes guidance on lane width, sidewalk design, curb extensions, vertical speed control elements, transit streets, and stormwater management. ▪ The Interim Design Strategies chapter includes guidance for moving curbs, pilot programs, parklets, temporary street closures, and interim public plazas. ▪ The Intersections chapter focuses on intersection design principles and redesign. This chapter also provides guidance on major and minor streets, intersection designs such as roundabouts and raised intersections, as well as more complex intersections. ▪ The Intersection Design Elements chapter focuses on crosswalks and crossings, corner radii, visibility and sight distance, and traffic signals. ▪ The Design Controls chapter provides guidance on various design mechanisms ranging from design speed, design vehicle, design hour, design year, as well as performance measures and functional classifications. 4 National Association of City Transportation Officials. Urban Street Design Guide. DOI 10.5822/978-1-61091-534-2. PDF. (2013). Curbside Management Plan State of The Practice Report Nelson\Nygaard Consulting Associates, Inc. | 13 The Urban Street Design Guide is a useful guide in relation to curbside management. Numerous chapters include curbside management treatments and how innovative use of curb space can increase the overall functionality and accessibility of a street. ITE – Curbside Management Tool The Institute of Transportation Professionals (ITE) has created an ArcGIS application, the Curbside Management Tool, to assist transportation professionals in analyzing curb asset data.5 The Curbside Management Tool is based on two guidelines, the ITE Curbside Management Practitioners Guide and the FHWA Curbside Inventory Report. Ultimately, the Curbside Management Tool aims to help with the prioritization and decision making for curbside management treatments. In order to utilize the Curbside Management Tool to its best ability, ITE has developed an instruction manual, the Curbside Management Tool User Guide, which provides directions. In addition to the user guide, ITE has provided the Treatment Priority Lookup Table which provides further information on the designations for ROW centerlines found in ArcGIS and overall curbside management treatment, guidance, and placement. The Treatment Priority Lookup Table is provided in both the user guide and as a separate document. The ITE Curbside Management Tool is an asset for jurisdictions of all sizes looking to improve their curbside management practices as it provides an application to understand what types of curbside management treatments should be implemented on various types of streets and areas based on specific city/region curb asset data. FHWA – Manual on Uniform Traffic Control Devices (MUTCD) for Streets and Highways The U.S. Department of Transportation Federal Highway Administration (FHWA) created the Manual on Uniform Traffic Control Devices (MUTCD) for Streets and Highways which provides standards for roadway managers when implementing signage, gates, barricades, pavement markings, traffic signals, and traffic controls along roadways. The FHWA states that these standards should be applied to, “all public streets, highways, bikeways, and private roads open to public travel.”6 Specific signage and pavement markings related to curbside management treatments include, but are not limited to, loading zone signs, no parking signs, mid - block crossing pavement marking standards, bike parking signage, and more. The MUTCD is an essential component to curbside management as it provides proper awareness and instruction to roadway users on the curbside management treatments that are located nearby. Statewide Guideline Documents OMUTCD - Ohio Manual on Uniform Traffic Control Devices (MUTCD) for Streets and Highways The Ohio Department of Transportation published the latest version of the Ohio Manual on Uniform Traffic Control Devices (MUTCD) for Streets and Highways in 2012 which provides consistent direction for statewide 5 Institute of Transportation Professionals “Curbside Management Tool.” GitHub. https://github.com/ITE-Curbside/curbside- management-tool 6 U.S. Department of Transportation Federal Highway Administration. “Manual on Uniform Traffic Control Devices for Streets and Highways.” Manual on Uniform Traffic Control Devices for Streets and Highways. https://mutcd.fhwa.dot.gov/ Curbside Management Plan State of The Practice Report Nelson\Nygaard Consulting Associates, Inc. | 14 standards and designs for traffic control devices. These standards conform to the national Manual on Uniform Traffic Control Devices (MUTCD), described in the previous section. When citing guidance for standards and traffic control devices, OMUTCD is referenced instead of MUTCD because it is adopted as law in Ohio. The OMUTCD mostly aligns with MUTCD in guidance on signage and pavement markings related to curbside management treatments, but has a few sections with increased specificity around tourist -oriented directional signs, construction/work signs, and bicycle directional marking which may impact curbside operations. ODOT Multimodal Design Guide The ODOT Multimodal Design Guide (MDG), published in 2022, gives direction and design details for pedestrian and bicycle facilities in ODOT right-of-ways that align with statewide goals for walking and bicycling. Operationally, the ODOT will use the MDG when reviewing local agency designs for federally funded projects and as a reference for those looking to advance consistency in multimodal design practices throughout the state. The MDG offers guidance for multimodal facilities in curbside areas, addressing opportunities to allocate space to specific uses (vehicle parking, bicycle lanes) as well as shared use opportunities. In addition, the guide addresses integrating bicycle facilities with transit, a common conflict in curbside zones. Curbside Management Plan State of The Practice Report Nelson\Nygaard Consulting Associates, Inc. | 15 Curb Management Guidance in National & State Standards The table below provides an overview of various curb space elements discussed in the reviewed national guidance documents. More details on each curb space element guidance per document is in the following sections. Curb Space Element Guidance on Context Guidance on Placement Guidance on Design/Configuration NACTO ITE OMUTC D/ MUTCD ODOT MDG NACTO ITE OMUTC D/ MUTCD ODOT MDG NACTO ITE OMUTC D/ MUTCD ODOT MDG Commercial Vehicle LZ Short-term Parking ADA Parking Passenger PUDO Zone Geofenced PUDO Zone Bus Stop Bike/Scooter Corral Bulb-outs/ Curb Extensions Mid-Block Crossings Food Truck Parking Parklets & Streateries Pedestrian Amenities No Parking No Standing/ Stopping Curbside Management Plan State of The Practice Report Nelson\Nygaard Consulting Associates, Inc. | 16 Guidance Summaries Per Topic Commercial Vehicle LZ NACTO NACTO recommends that commercial loading zones should be implemented along curbsides during the early morning hours.7 These zones can then be converted to parking spaces during non-loading zone hours. NACTO provides numerous drawings that provide guidance on the placement. Regarding the design, NACTO recommends that the loading zone be striped, signed, and/or have a different pavement material to instruct users that the area is a loading zone. ITE ITE recommends commercial loading zones as a curbside management treatment for close-in, compact communities within commercial or industrial areas. ITE states that this treatment will require a total ROW of 8 feet per direction to be implemented. OMUTCD/MUTCD The MUTCD has provided standards for loading zone signage. 8 Signage design requirements can be found in the MUTCD. ODOT MDG The ODOT MDG mentions commercial loading zones as a curbside management strategy and references the ITE Curbside Management Practitioners Guide for more information. Implications for Dublin Commercial loading zone areas should be clearly depicted with signage based on MUTCD standards, have clear pavement markings or pavement materials to indicate that it is a loading zone, and have a total ROW of 8 feet per direction to be implemented as an effective curbside management treatment. Short-term Parking Spaces NACTO NACTO does not mention the use of short-term parking spaces as a curbside management treatment. However, NACTO’s guide does contain numerous renderings showing design and placement for on-street parking but does not clarify whether these parking spaces are short-term parking. ITE ITE recommends the use of short-term parking spaces as a curbside management treatment for compact communities within residential or commercial areas. ITE states that this treatment will require a total ROW of 8 feet per direction to be implemented. With this addition, ITE recommends adequate pedestrian infrastructure to serve short-term parking users. 7 National Association of City Transportation Officials. Urban Street Design Guide. DOI 10.5822/978-1-61091-534-2. PDF. (2013), 11,15, 23, 169. 8 National Association of City Transportation Officials. Urban Street Design Guide. DOI 10.5822/978-1-61091-534-2. PDF. (2013), 75, 77 - 80. Curbside Management Plan State of The Practice Report Nelson\Nygaard Consulting Associates, Inc. | 17 OMUTCD/MUTCD The MUTCD provides standards for restricted parking signage. Signage design requirements can be found in the MUTCD.9 ODOT MDG The ODOT MDG does not specifically mention short-term vehicle parking. Implications for Dublin Short-term parking spaces should be clearly depicted with signage based on MUTCD standards, be located in areas with pedestrian infrastructure, and have a total ROW of 8 feet per direction to be implemented as an effective curbside management treatment. ADA/Barrier-Free Parking Space NACTO NACTO does not mention the use of ADA/barrier-free parking spaces as a curbside management treatment. ITE ITE does not have ADA/barrier-free parking spaces as a recommended curbside management treatment. OMUTCD/MUTCD The MUTCD provides standards for van accessible/ADA signage. Signage design requirements can be found in the MUTCD.9 ODOT MDG The ODOT MDG provides a brief overview of requirements for ADA (accessible) parking spaces. The main requirement is an accessible 4-foot-wide route from the space to the sidewalk. There are also several figures showing design options for incorporating ADA parking spaces adjacent to curbside bike lanes. Implications for Dublin While NACTO and ITE do not provide guidance on ADA/barrier-free parking spaces, if implemented, ADA/barrier-free parking spaces should be clearly depicted with signage based on MUTCD standards and be located in areas with ADA accessible infrastructure such as nearby curb ramps. Passenger PUDO Zone NACTO NACTO does not mention the use of passenger pick-up and/or drop-off zones as a curbside management treatment. 9 U.S. Department of Transportation Federal Highway Administration. “2009 Edition Chapter 2B. Regulatory Signs, Barricades, and Gates.” Manual on Uniform Traffic Control Devices for Streets and Highways. https://mutcd.fhwa.dot.gov/htm/2009/part2/part2b.htm Curbside Management Plan State of The Practice Report Nelson\Nygaard Consulting Associates, Inc. | 18 ITE ITE recommends the use of passenger pick-up and/or drop-off zones as a curbside management treatment to compact communities within residential or commercial areas. ITE states that this treatment will require a total ROW of 8 feet per direction to be implemented. OMUTCD/MUTCD The MUTCD provides standards for taxi lane signage; however, it does not provide guidance for passenger pick- up/drop-off zones. Signage design requirements can be found in the MUTCD. 10 ODOT MDG The ODOT MDG does not mention the use of passenger pick-up and/or drop-off zones as a curbside management treatment. The guide does, however, recommend that dockless mobility options be provided at rideshare pick-up/drop-off locations to create multimodal mobility hubs. Implications for Dublin Passenger pick-up/drop-off areas can be depicted with signage based on MUTCD standards; however MUTCD only provides guidance on signage for taxi lanes. It would be helpful to include some type of signage to provide direction to PUDO users. Additionally, ITE recommends that PUDO zones should be located in compact communities within residential or commercial areas, with a total ROW of 8 feet per direction to be implemented as an effective curbside management treatment. Passenger PUDO Geofence Area NACTO NACTO does not mention the use of passenger pick-up and/or drop-off geofence areas as a curbside management treatment. ITE ITE recommends the use of geofencing as a curbside management treatment for suburban communities within residential, industrial, or commercial areas. ITE states that this treatment will require a total ROW of 8 feet in each direction to be implemented. OMUTCD/MUTCD The MUTCD does not provide standards for geofence areas. ODOT MDG The ODOT MDG does not mention the use of passenger pick-up and/or drop-off geofence areas as a curbside management treatment. Implications for Dublin Guidance for passenger pick-up/drop-off geofence areas as a curbside manage treatment is scarce, as NACTO and MUTCD have yet to provide guidance for the treatment. It would be helpful to include some type of signage to provide direction to PUDO users, even while MUTCD has yet to provide signage standards for geofence areas. 10 National Association of City Transportation Officials. Urban Street Design Guide. DOI 10.5822/978-1-61091-534-2. PDF. (2013), 75, 77 - 80. Curbside Management Plan State of The Practice Report Nelson\Nygaard Consulting Associates, Inc. | 19 Additionally, according to ITE, PUDO geofence areas should be located in suburban communities within residential, industrial, or commercial areas, with a total ROW of 8 feet per direction to be implemented as an effective curbside management treatment. Shuttle Stop NACTO NACTO recommends bus stop curbside placement in three locations - far-side bus stops, near-side bus stops, and mid-block bus stops.11 NACTO provides numerous drawings that provide guidance on the placement and design for bus stops. Some of the guidance and design provided includes the use of boarding numbers, bus bulbs, information kiosks, lighting, and overall pedestrian infrastructure. ITE ITE recommends the use of bus, rail, or transit stops as a curbside management treatment for suburban communities within residential, industrial, or commercial areas. ITE states that this treatment will require a total ROW of 10-11 feet per direction. OMUTCD/MUTCD The MUTCD provides standards for bus stop signage, however, does not mention shuttle stops. Signage design requirements can be found in the MUTCD. 12 ODOT MDG The ODOT MDG has one chapter dedicated to transit, which includes information about providing pedestrian and bicycle access at transit stops, designing passenger waiting areas, locating bus stops, and integrating bicycle facilities with transit. In addition to far-side, near-side, and mid-block bus stops, there is also specific design guidance for floating bus stops. Implications for Dublin Shuttle stops, including bus, rail, and transit stops, should be clearly depicted with signage based on MUTCD standards and should be located in areas with pedestrian infrastructure. To improve shuttle stops as an effective curbside management treatment, the implementation of wayfinding infrastructure, as well as user amenities such as lighting, is beneficial. Bike/Scooter Corral NACTO NACTO recommends the use of bike corrals as a curbside management treatment within a single on-street parking space.13 NACTO provides drawings and photos that provide guidance on the placement and design. 11 National Association of City Transportation Officials. Urban Street Design Guide. DOI 10.5822/978-1-61091-534-2. PDF. (2013), 58, 62-64. 12 National Association of City Transportation Officials. Urban Street Design Guide. DOI 10.5822/978-1-61091-534-2. PDF. (2013), 75, 77 - 80. 13 National Association of City Transportation Officials. Urban Street Design Guide. DOI 10.5822/978-1-61091-534-2. PDF. (2013), 21, 75. Curbside Management Plan State of The Practice Report Nelson\Nygaard Consulting Associates, Inc. | 20 Some of their guidance and design includes the placement of bike corrals within a parking space closest to an intersection to ensure visibility for drivers is preserved/maintained. ITE ITE recommends micro-mobility parking as a curbside management treatment in suburban communities within residential, industrial, or commercial areas. ITE states that this treatment will require a total ROW of 8 feet per direction. OMUTCD/MUTCD The MUTCD provides standards for bicycle parking signage. Signage design requirements can be found in the MUTCD. 14,15 ODOT MDG The ODOT MDG provides general considerations for bicycle and micromobility device parking. The guide recommends a minimum depth of 6 feet for bicycle parking and 5 feet for scooter parking zones. When a bike or scooter corral is located curbside, the ODOT MDG recommends the use of vertical elements (such as flexible delineators) to prevent motorist encroachment into the corral. Figure 6 -25 in the guide shows the recommended configuration and dimensions for bike/scooter corrals. Implications for Dublin Bike/scooter corrals should be clearly depicted with signage based on MUTCD standards, be located in areas with pedestrian and bicycle infrastructure, and have a total ROW of 8 feet per direction to be implemented as an effective curbside management treatment. Bulb-outs/Curb Extensions NACTO NACTO recommends the use of bulb-outs, also known as curb extensions, in their guide for both improving the pedestrian environment and as extra space for bus infrastructure.16,17 NACTO provides numerous drawings that provide guidance on the placement and design for curb extensions. Some of the guidance for implementing curb extensions include daylighting, stormwater management, beautification efforts, traffic calming devices and safety, decreasing double parking, amenity/infrastructure location (lighting, fire hydrant), and others. The design guidance states that curb extensions should be one to two feet less in width in comparison to the parking lane but the same width as a crosswalk if one exists. Regarding bus bulbs, NACTO recommends bus bulbs, at minimum, be 6 feet wide and 40 feet long. 14 National Association of City Transportation Officials. Urban Street Design Guide. DOI 10.5822/978-1-61091-534-2. PDF. (2013), 75, 77 - 80. 15 U.S. Department of Transportation Federal Highway Administration. “2009 Edition Chapter 9B. Signs.” Manual on Uniform Traffic Control Devices for Streets and Highways. https://mutcd.fhwa.dot.gov/htm/2009/part9/part9b.htm 16 National Association of City Transportation Officials. Urban Street Design Guide. DOI 10.5822/978-1-61091-534-2. PDF. (2013), 46, 50, 58, 63, 95. 17 National Association of City Transportation Officials. Urban Street Design Guide. DOI 10.5822/978-1-61091-534-2. PDF. (2013), 17, 43, 46 – 50. Curbside Management Plan State of The Practice Report Nelson\Nygaard Consulting Associates, Inc. | 21 ITE ITE recommends the use of bulb-outs as a curbside management treatment within compact communities within residential or commercial areas. ITE states that this treatment will require a total ROW of 8 feet per direction. OMUTCD/MUTCD The MUTCD does not provide standards for bulb-outs as a curbside management tool. ODOT MDG The ODOT MDG lists curb extensions as a tool for extending the sidewalk, reducing the crossing distance for pedestrians, and improving the sight distance for all road users. The guide recommends a length of at least 20 feet on each side of the crosswalk and a width that matches the width of the parking lane or is 1 foot narrower. Implications for Dublin NACTO and ITE recommend bulb-outs/curb extensions as a curbside management treatment. NACTO focuses on curb extensions and bus bulbs and their numerous benefits to curbside management, safety, stormwater management, and overall extra space for amenities. ITE recommends that bulb-outs should be located in compact communities within residential or commercial areas, with a total ROW of 8 feet per direction, to be implemented as an effective curbside management treatment. While the MUTCD does not provide standards for bulb-outs, if bus bulbs are implemented and there is a bus stop, bus stop signage will follow MUTCD standards. Mid-Block Crossings NACTO NACTO recommends the use of mid-block crossings as a curbside management treatment depending on pedestrian volumes and the location of desired destinations such as bus stops, schools, etc.18 Some of the guidance and design NACTO provides includes overhead signage, landscaping, and traffic calming devices to improve safety at mid-block crossings. ITE ITE does not have mid-block crossings as a recommended curbside management treatment. OMUTCD/MUTCD The MUTCD provides pavement marking standards and signage standards for mid-block crossings when used as a curbside management treatment. Mid-block crossings are required to have stop or yield pavement markings.19 If any pedestrian signage is implemented, the sign will be required to follow MUTCD sign standards. 20 18 National Association of City Transportation Officials. Urban Street Design Guide. DOI 10.5822/978-1-61091-534-2. PDF. (2013), 114 -115, 142. 19 U.S. Department of Transportation Federal Highway Administration. ”2009 Edition Chapter 3B. Pavement and Curb Markings.” Manual on Uniform Traffic Control Devices for Streets and Highways. https://mutcd.fhwa.dot.gov/htm/2009/part3/part3b.htm 20 National Association of City Transportation Officials. Urban Street Design Guide. DOI 10.5822/978-1-61091-534-2. PDF. (2013), 75, 77 - 80. Curbside Management Plan State of The Practice Report Nelson\Nygaard Consulting Associates, Inc. | 22 ODOT MDG The ODOT MDG recommends that mid-block crossings be considered based on transit stop locations, spacing of intersections, adjacent land uses, and pedestrian desire lines. The crossing must be marked to establish a mid-block crossing. The MDG recommends that mid-block crossings be located at least 200 feet away from the nearest signalized intersection and at least 120-200 feet away from the nearest unsignalized intersection. Implications for Dublin Mid-block crossings are recommended by NACTO, and design guidance is provided in the MUTCD. Mid-block crossings should be clearly depicted with pavement markings based on MUTCD standards, which require either a stop or yield pavement marking line. NACTO provides further recommendations in order to improve safety. Recommendations include the addition of traffic calming devices, landscaping, overhead pedestrian signage, and more. Additionally, NACTO recommends mid-block crossings be located near desired destinations and areas, such as schools, bus stops, etc. Any pedestrian signage will be required to follow MUTCD standards. Food Truck Parking NACTO NACTO recommends the use of food trucks as a curbside use, when placed within a parking space or along the curb within a travel lane.21 NACTO does not provide further guidance on placement or design. ITE ITE recommends that food trucks as a curbside use for compact communities within commercial areas. ITE states that this treatment will require a total ROW of 8 feet per direction. OMUTCD/MUTCD The MUTCD does not provide standards for food trucks. ODOT MDG The ODOT MDG does not provide guidance for food trucks. Implications for Dublin Food trucks, as a curbside use, is recommended by NACTO and ITE, however MUTCD does not provide standards. NACTO recommends that food trucks be placed within a parallel parking space or within a travel lane. ITE recommends that food trucks be located in compact communities within commercial areas, with a total ROW of 8 feet per direction to be implemented as an effective curbside management tool. While MUTCD does not provide signage standards for food trucks, no parking signage during certain hours when a food truck will be in a parking space could be implemented. Additionally, no parking or no standing signs could be installed in areas where food trucks are prohibited. 21 National Association of City Transportation Officials. Urban Street Design Guide. DOI 10.5822/978-1-61091-534-2. PDF. (2013), 74. Curbside Management Plan State of The Practice Report Nelson\Nygaard Consulting Associates, Inc. | 23 Parklets & Streateries NACTO NACTO recommends the use of parklets and streateries as a curbside management tool to increase public space opportunities.22 Within the guide, NACTO has provided renderings and photos that provide further guidance on their placement and design. NACTO guidance states parklets and streateries should be 6 feet in width and have a flush transition from the sidewalk to the parking space where the parklet is located. A wheel stop should be placed four (4) feet from the parklet to maintain space between parked vehicles and the parklet. Additionally, some sort of vertical device, such as bollards, should be placed around the parklet to ensure that it is visible to drivers. ITE ITE recommends the use of parklets and streateries as a curbside management tool for commercial areas within suburban communities. ITE states that this activity will require a total ROW of 8 feet per direction. OMUTCD/MUTCD The MUTCD does not provide standards for parklets and streateries as a curbside management tool. ODOT MDG The ODOT MDG does not provide guidance for parklets or streateries as a curbside management tool. Implications for Dublin Parklets and streateries, as curbside manage activities, are recommended by NACTO and ITE, however MUTCD does not provide standards. NACTO recommends that parklets and streateries be placed within a parallel parking space, should be 6 feet in width with wheel stop located 4 feet from the parklet. Additionally, NACTO recommends some type of vertical device to ensure the parklet is visible to drivers. ITE recommends that parklets and streateries be located in suburban communities within commercial areas, with a total ROW of 8 feet per direction to be implemented as an effective curbside management activity. While MUTCD does not provide signage standards parklets and streateries, signage indicating that a parklet is nearby could be beneficial. Additionally, the no-parking or no-standing signs could be installed in areas near parklets where parking or idling might be prohibited. Public Space/Seating NACTO NACTO recommends that the use of public plazas as a curbside management treatment to increase public space opportunities.23 Within the guide, NACTO has provided renderings and photos that provide further guidance on the placement and design. NACTO guidance states the plazas would not allow parking, be ADA compliant, and be blockaded from traffic with the use of vertical devices, such as bollards, barriers, or planters. 22 National Association of City Transportation Officials. Urban Street Design Guide. DOI 10.5822/978-1-61091-534-2. PDF. (2013), 75, 77 - 80. 23 National Association of City Transportation Officials. Urban Street Design Guide. DOI 10.5822/978-1-61091-534-2. PDF. (2013), 85 – 88, 105. Curbside Management Plan State of The Practice Report Nelson\Nygaard Consulting Associates, Inc. | 24 ITE ITE recommends the use of public seating and public space as a curbside management treatment for commercial areas within suburban communities. ITE states that this treatment will require a total ROW of 8 feet per direction. OMUTCD/MUTCD The MUTCD does not provide standards for public space/seating as a curbside management tool. ODOT MDG The ODOT MDG recommends a sidewalk frontage zone of at least 6 feet in width to accommodate café seating. The guide also recommends that amenities such as benches be included at transit stops. Implications for Dublin Public space and seating are recommended by NACTO and ITE as a curbside management treatment; however, MUTCD does not provide standards. NACTO recommends the use of public plazas as areas for extra public space and seating opportunities. NACTO has provided design guidelines, including guidance on barricades, ADA compliance, and adjacent parking restrictions. ITE recommends that public seating and public space be located within commercial areas in suburban communities, with a total ROW of 8 feet per direction to be implemented as an effective curbside management treatment. While MUTCD does not provide signage standards for public seating and public space, no parking or no standing signs could be located within the public space or near the entrance where parking and/or idling might be prohibited. No Parking NACTO NACTO recommends the use of no parking as curbside management tool near intersections to increase visibility for drivers.24 NACTO has provided renderings showing where bulb-outs or curb extensions could be placed to restrict parking altogether. ITE ITE does not identify no parking as a recommended curbside management tool. OMUTCD/MUTCD The MUTCD has provided standards for numerous types of no parking signs for curbside management with general guidance on signage placement including in/at: emergency areas, during restricted times, along railroad tracks and bridges, within loading zones, during holidays/weekends/street sweeping/winter weather, etc. Signage design requirements can be found in the MUTCD. 25 24 National Association of City Transportation Officials. Urban Street Design Guide. DOI 10.5822/978-1-61091-534-2. PDF. (2013), 5, 79, 115, 121. 25 National Association of City Transportation Officials. Urban Street Design Guide. DOI 10.5822/978-1-61091-534-2. PDF. (2013), 75, 77 - 80. Curbside Management Plan State of The Practice Report Nelson\Nygaard Consulting Associates, Inc. | 25 ODOT MDG The ODOT MDG recommends prohibiting parking for a minimum of 20 feet on each side of a marked crosswalk or driveway and for a minimum of 30 feet prior to a traffic control device, stop sign, or flashing beacon. No Standing/Stopping NACTO NACTO does not have no standing/stopping as a recommended curbside management treatment. ITE ITE does not have no standing/stopping as a recommended curbside management treatment. OMUTCD/MUTCD The MUTCD has standards for no standing/stopping signs for curbside management with general guidance on signage placement such as in areas where vehicle idling/stopping is prohibited.9 Signage design requirements can be found in the MUTCD.9 ODOT MDG The ODOT MDG does not have no standing/stopping as a recommended curbside management treatment. Summary and Key Takeaways for Dublin Overall, the three documents reviewed - NACTO Urban Street Design Guide, the Institute of Transportation Engineers Curbside Management Tool, and the Manual on Uniform Traffic Control Devices for Streets and Highways – are useful guidelines to assist the City of Dublin in identifying and understanding strategies, actions, and tools that can be optimized in Bridge Park and Historic Dublin. The Institute of Transportation Engineers Curbside Management Tool is a useful tool if the City wants to further understand which curbside management treatments might be recommended for specific streets through the use of ArcGIS. NACTO’s Urban Street Design Guide provides design guidance and placement to improve the built environment as a safe and resilient space for all users. Lastly, the MUTCD is extremely beneficial in ensuring residents are aware and understand how to use the roadway designs and any curbside management treatments that might be implemented. Collectively, these guides provide significant breath of guidance to support a Curbside Management Toolkit that combines best-practice policies and innovative practices with pragmatic standards and implementation details. Downtown Dublin | Curbside Management Plan City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 108 Appendix C: The Curbside Management Toolbox Bridge Park & Historic Dublin Curbside Management Plan Appendix: The Curbside Management Toolbox July 2024 Bridge Park & Historic Dublin | Curbside Management Plan City of Dublin, Ohio City of Dublin i Table of Contents Page The Curbside Management Toolbox .......................................................................................2 Accommodation Tools ....................................................................................................3 Demand Distribution Tools ............................................................................................17 Mobility Connection Tools .............................................................................................23 Operational and Administrative Tools ............................................................................31 Bridge Park & Historic Dublin | Curbside Management Plan City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 2 The Curbside Management Toolbox The Curbside Management Toolbox compiles a comprehensive set of recommended curbside management policies, regulations, procedures, designs, and technologies for implementing the Curbside Management Plan. This is the primary set of “tools” by which the City can best advance the curbside vision, goals, and objectives developed through the Curbside Management Plan study. The tools are recommended for their individual and collective capacity to enable the City to achieve these outcomes by: Optimizing accommodation of priority curbside uses and functions Managing competing demands to ensure the optimal functionality for all accommodated uses/functions. Maintaining equitable access to curbside spaces The toolbox is organized into the following categories to facilitate evaluation and selection by the City based on the issue and/or opportunity to be addressed: Accommodation Tools – Tools that focus on maintaining appropriately located, sized, and physically configured space for prioritized curbside uses/functions. Demand Distribution Tools – Tools designed to influence demand patterns, shifting activity from locations with higher demand and/or less capacity, to locations with more available capacity. Mobility Connection Tools – Tools for accommodating and promoting walking, cycling, microtransit, and non- driving mobility modes. Operational & Administrative Tools – Tools for improving operational and administrative aspects of curbside management. Bridge Park & Historic Dublin | Curbside Management Plan City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 3 Accommodation Tools Tools that focus on maintaining appropriately located, sized, and physically configured space for prioritized curbside uses/functions. ADA Accessible Parking Spaces & Passenger Loading Zones To ensure equitable access to downtown district curbsides for those with mobility differences, parking spaces designed to accommodate this population must meet the quantities and design requirements outlined in the Americans with Disabilities Act (ADA) and the Architectural Barriers Act (ABA). These are outlined below for parking spaces and passenger loading zones, as articulated in the United States Access Board’s Public Rights- of-Way Accessibility Guidelines 1 Parking Spaces Implementation Considerations Required Number and Distribution of Spaces The table below identifies how the PROWAG guidelines are used to determine how many ADA accessible spaces must be provided along any curbside block perimeter. Total Number of Marked or Metered Parking Spaces on the Block Perimeter Minimum Required Number of Accessible Parking Spaces 1 to 25 1 26 to 50 2 51 to 75 3 1 https://www.access-board.gov/prowag/ Bridge Park & Historic Dublin | Curbside Management Plan City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 4 Total Number of Marked or Metered Parking Spaces on the Block Perimeter Minimum Required Number of Accessible Parking Spaces 76 to 100 4 101 to 150 5 151 to 200 6 201 and over 4% of total Defining Block Perimeter Per PROWAG: The near side of the streets surrounding a block. For example, on a square block bounded by Main Street to the south, Pine Street to the north, 1st Street to the east, and 2nd Street to the west, the block perimeter includes the north side of Main Street, the south side of Pine Street, the west side of 1st Street, and the east side of 2nd Street. Applicability All PROWAG standards and requirements, including calculations of minimum required number of spaces, are only applicable in the context of newly constructed curbside parking, alterations make to existing curbside parking – and the new standards only apply to the parking spaces that are created or altered For example, alteration of a single on-street parking space on a block perimeter would not trigger the obligation to provide the total number of required accessible spaces on the block perimeter. Only the altered space would need to be made accessible, and only if the block perimeter did not already meet the minimum required number of compliant spaces. The minimum-requirement calculations must include any spaces on the curb perimeter that are designated/available for general, public parking at any point in the day or week. Bridge Park & Historic Dublin | Curbside Management Plan City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 5 For example, four spaces that are designated as loading zones, at all times, would not be included. But, if the same spaces are designated as loading zones during weekdays, and become available for parking during evenings and/or weekends, they would be included. Curbside spaces cannot be used to meet Accessible Parking requirements for off-street facilities, and off-street facilities cannot be used to meet Accessible Parking requirements for curbside parking. Design & Infrastructure PROWAG-Compliance Space Along Riverside Drive Parallel on-street parking spaces must be 24 feet long minimum and 13 feet wide minimum. − Where providing an on-street parking space with these dimensions would reduce the adjacent travel lane to less than or equal to 9 feet, any accessible parallel on-street parking spaces provided may have the same dimensions as the adjacent parallel on-street parking spaces, if they are provided nearest the crosswalk at the end of the block face, or nearest a midblock crosswalk, and a curb ramp or blended transition is provided serving the crosswalk. − Where parallel on-street parking spaces are altered, but the adjacent pedestrian circulation path is not, any accessible parallel on-street parking spaces provided may have the same dimensions as the adjacent parallel on-street parking spaces, if they are provided nearest the crosswalk at the end of the block face, or nearest a midblock crosswalk, and a curb ramp or blended transition is provided serving the crosswalk. The area adjacent to the curb must be free of any obstructions, including signs, meters, and/or pay stations, for at least the middle 50% of the space’s curb length. All ADA spaces must connect to a pedestrian access route (defined as an unobstructed path of travel for pedestrian use). Bridge Park & Historic Dublin | Curbside Management Plan City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 6 A curb ramp or blended transition must be provided at either end of the parking space if needed to connect the parking space to a pedestrian access route. Accessible parking spaces must be identified by signs displaying the International Symbol of Accessibility. Accessible parking spaces should be located where the street has the least crown and grade and close to key destinations. The sidewalk adjacent to accessible parallel parking spaces should be free of signs, street furniture, and other obstructions to permit deployment of a van side-lift or ramp or the vehicle occupant to transfer to a wheelchair or scooter. Where the width of the adjacent sidewalk or available right-of-way exceeds 14.0 ft, an access aisle 5.0 ft wide minimum must be provided at street level the full length of the parking space and must connect to a pedestrian access route. − The access aisle must not encroach on the vehicular travel lane. − When an access aisle is not provided, the parking spaces must be located at the end of the block face. Passenger Loading Zones Implementation Considerations Required Number and Distribution of Zones Where permanently designated passenger loading zones other than transit stops are provided at least one accessible passenger loading zone must be provided for every continuous 100ft of loading zone space or a fraction thereof. For these purposes, a loading zone space is defined as “an area that is specifically designed or designated for loading and unloading passengers, but that does not primarily serve vehicles on a fixed or scheduled route.” This includes passenger loading zones permanently designated for ride share. Passenger loading zones that vary with the time of day or the occupancy of a particular retail space, such as valet stands that are provided only during certain hours, are not considered permanently designated and are therefore not subject to PROWAG. Design & Infrastructure Passenger loading zones must provide a vehicular pull-up space 2.4 m (8.0 ft) wide minimum and 6.1 m (20.0 ft) long minimum. Passenger loading zones must provide access aisles adjacent to the vehicle pull-up space. Access aisles must be at the same level as the vehicle pull-up space they serve and must not overlap the vehicular travel lane. Curb ramps or blended transitions must connect the access aisle to the pedestrian access route. Curb ramps are not permitted within the access aisle. Access aisles serving vehicle pull-up spaces must be 1.5 m (5.0 ft) wide minimum. Access aisles must extend the full length of the vehicle pull-up spaces they serve. Access aisles must be marked to discourage parking in them. Bridge Park & Historic Dublin | Curbside Management Plan City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 7 Commercial & Passenger Loading Zones Commercial Loading Zone on Longshore On-street loading zones provide designated curb space reserved for vehicles loading/unloading people or goods. Dedicated loading zones allow trucks to stop without blocking travel for other modes. Loading zones are often time-limited to promote turnover of commercial vehicles and prevent double parking, which exacerbates congestion and creates unsafe driving and walking conditions. Loading zones are typically designated with signs, curb paint where appropriate, or both. Implementation Considerations Design & Infrastructure Commercial and Passenger loading zones need to have the correct distribution of space to allow vehicles to park and load/unload safely and efficiently. Design and infrastructure considerations include the following: The zones should be designed with the following space parameters: − 8′ wide preferred, 7′ minimum, located within parking lane. − At corners, 20′ long minimum for one parallel parking space. o 50’ long preferred, if no parking between crosswalk and first parking stall. − If midblock, 22′ long minimum. − 40′ long minimum for spaces expected to accommodate a delivery truck or two passenger vehicles Bridge Park & Historic Dublin | Curbside Management Plan City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 8 These zones can serve multiple purposes, such as deliveries and passenger loading, and should rarely be single use other than perhaps during brief periods of time when that particular use is in a high priority and in high demand. Loading zones should be placed so that they don’t obstruct the visibility of crosswalks. Supportive Technologies Camera and sensor technology, including license plate readers, could be used to collect curb activity data and would allow for automated pricing of commercial uses of these spaces and/or enforcement of their regulations. Sensor technology could measure a variety of aggregated and anonymous curb-level loading activities, ranging from loading volumes by vehicle type to loading dwell time. Digital curb reservations are a fledgling technology that can be used to ensure reliable loading activity for commercial delivery and courier services. Digital permitting can be used with many of these supportive technologies to establish digital credentialing for many different types of curb access. − The digital permit is a method to enable certain types of commercial curb activities, collect curb payment, and enforce curb regulations. − While designing the digital permit and corresponding legislation, the City should engage freight and other commercial delivery industry stakeholders to ensure the permit program is user friendly, enables equitable access to required technology, and builds in clear delivery efficiencies. Parklets & Streateries Parklets A parklet is a small public green/open space that typically takes the place of 1 to 3 public on-street parking spaces, though they can also take up an entire block where they are a priority curb function. Parklets are a cost- effective way to activate streets, create more vibrant neighborhoods, and promote economic vitality. Parklets are usually conceived, designed, and constructed by private stakeholders with city approval. Parklets have been shown to increase neighborhood bicycle and pedestrian traffic and boost revenue for adjacent businesses, while also providing significant traffic-calming benefits on key commercial blocks, in aid of better walkability. Bridge Park & Historic Dublin | Curbside Management Plan City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 9 Parklet in San Francisco, California Streateries A streatery is the intersection between a parklet and a sidewalk café. Often tied to a specific restaurant or business, this on-street space is reserved for outdoor dining during business hours but may be available for public use when the adjacent business is closed. Like a parklet, a streatery takes the place of several parking spaces in the on-street curb lane. These spaces are typically funded privately and maintained by a business with an applicable street use permit. Streateries have many of the same benefits as sidewalk cafes, such as traffic calming and increased foot traffic, sales, and active transportation. Image Source: VisitDublinOhio.com Bridge Park & Historic Dublin | Curbside Management Plan City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 10 Implementation Considerations Design & Infrastructure Plan View for Street-Surface Parklet Design Image: Massie Massie + Associates Plan & Elevation Views for Streatery/Parklet Design Images: City of Laffayette, IN Parklets and Streateries should have a seamless transition from the sidewalk to the parklet area and ensure that ADA needs are met to ensure access for people of all ages and abilities. Greenery and landscaping can be used to create vertical and horizontal buffers between the parklets and moving traffic. The following are key design and infrastructure considerations (for more details, see links to formal design guide documents below): Bridge Park & Historic Dublin | Curbside Management Plan City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 11 While locating Parklets & Streateries on corners can make them feel more expansive and spacious, corners can also be areas of increased traffic and pedestrian/vehicle congestion and conflicts, as such they are not recommended as preferred locations. Parklets & Streateries may activate up to three on-street adjacent pull-in parking spaces, up to three on- street adjacent parallel parking spaces, or the sidewalk equivalent of up to three parking spaces. No permanent or semi-permanent markings or fixtures should be applied to the street or sidewalk. Wheel stops at each end can protect parklets from parking vehicles. Access should be limited to sidewalk zones, with any grade change transitions between this zone and the parklet space modified to avoid trip hazards. For visibility considerations, these facilities should be located: − At least one parking space away from a roadway intersection unless it is buffered by a curb bulb out. − Where an 8′ minimum of clear space for pedestrian access route can be maintained. − Maintain minimum distance between any streatery elements and adjacent vehicular travel lane. − 40′ minimum from a bus stop zone. − In locations where 30-45′ visibility triangles can be maintained from the intersection. − In a designated parking space with no posted time restrictions. − With 12′ clearance around fire hydrants and fire department connections. − Not over manholes or utility access points. Maintain 5′ minimum, 6’ preferred, pedestrian access route on the sidewalk. Maintain 4′ minimum wide pedestrian path to entry doors. Located at least 5′ from alleys entrances. Located at least 5′ from parking meters, kiosks, traffic signs, and utility poles, bike racks, and other street furniture except planter boxes. Located at least 10’ from crosswalk. Sidewalk cafés placed in the buffer/furnishing zone must maintain a 3′ minimum buffer between the curb and seating. Awnings and/or umbrellas are desirable but should not extend into the pedestrian access route unless they are 7′ or higher above the sidewalk but no more than 10′ high. Whether placed within the frontage zone or furnishing zone (adjacent to a curb), sidewalk cafés should not interfere with the loading and unloading of transit vehicles, disabled parking, or commercial vehicles. All sidewalk cafés must comply with American with Disabilities Act (ADA) guidelines. Example Parklet Design Guidelines: Springfield, IL Grand Rapids, MI Green Bay, WI Example Streatery Design Guidelines: Lafayette, IN Bridge Park & Historic Dublin | Curbside Management Plan City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 12 Iowa City, IA Detroit, MI Supportive Technologies Parklets and Streateries are intended to be technology-light people spaces, however, the City could use sensor technology to measure the use and performance of streateries. − Sensor technology could measure a variety of aggregated and anonymous curb-level activity, including pedestrian volume counts, travel paths to and from adjacent land uses/businesses, and traffic behavior of vehicles in the adjacent travel lane. The City could develop and publish an interactive map for public use that displays streatery locations, amenities, and public use hours throughout Historic Dublin and Bridge Park. Administrative A single, unified permitting process for both districts would help facilitate the development of these valuable curb management tools. The City could also establish guidelines for managing, maintaining, and operating parklets and streateries, including resources for developing partnerships and ongoing programming (depending on the location and adjacent land use/business), for operating during special events, requirements for waste collection, integration with transit, and ADA accessibility. The City will need to ensure standards and requirements are met. Curb Extensions Curb Extensions are a Common Feature of Bridge Park Curbsides Bridge Park & Historic Dublin | Curbside Management Plan City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 13 Curb extensions, also known as bulb-outs or pinch points, visually and physically narrow the roadway. They create a safer environment for pedestrians at intersections by reducing crossing distance, increasing pedestrian visibility, and encouraging lower driving speeds. Curb extensions can also create additional space for street furniture, benches, plantings, and street trees. Curb extensions have become a standard component of new street designs and street-redesign projects in both districts. Implementation Considerations Design & Infrastructure Curb extensions need to extend enough into the intersection to enhance the visibility of pedestrians crossing the street. Other considerations for curb extensions include: Curb extensions should be considered at corners or midblock only where parking is present or where other uses are present in the “parking lane” such as bicycle share stations or parklets. The length of a curb extension can vary depending on the intended use (i.e., stormwater management, bus stop waiting areas, restrict parking). Curb extensions at intersections may extend into either one or multiple legs of the intersection, depending on the configuration of parking and road. Street furniture, trees, plantings, and other amenities must not interfere with pedestrian flow, emergency access, site visibility triangles, or visibility between pedestrians and other roadway users. Care should be taken to maintain direct routes across intersections aligning pedestrian desire lines on either side of the sidewalk. − Curb extensions often make this possible as they provide extra space for grade transitions. Consider providing a 20’ long curb extension to restrict parking within 20’ of an intersection. Supportive Technologies Street lights should illuminate the curb extension, highlighting the presence of people waiting or sitting (if street furniture is present in the curb extension) within the curb extension. Effective lighting technology calms traffic, improves curb user safety, creates focal points long the curb extension, and signals an entrance to the curb space. Curb extensions can organize and accommodate many technology features, including digital information displays, lighting, and pole-mounted sensor technology used to evaluate hub/curb activity and performance. Administrative If the curb extension accommodates street furniture and other technology elements, the City should determine a maintenance schedule to ensure safe and orderly use of the facility. While curb extensions fall under normal maintenance activities for the City, the City could partner with property and business owners to support curbside and curb extension maintenance. Flex Zones Flex zones, or variable regulations, create dynamic curb space that is responsive to demand by allowing different uses access to the same space at different times of day. For example, on prime commercial streets, early-morning loading Bridge Park & Historic Dublin | Curbside Management Plan City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 14 zones might be balanced with regulations that shift the same curb zone to short-term parking at midday, and to passenger pickup/dropoff space during evenings. Loading and Rideshare Parking Zone Outside North Market Implementation Considerations Design & Infrastructure Flex zones need to have the correct distribution of space to allow vehicles to park and load/unload safely and efficiently. Design and infrastructure considerations include the following: The zones should be designed with the following space parameters: − 8′ wide preferred, 7′ minimum, located within parking lane. − At corners, 20′ long minimum for one parallel parking space. o 50’ long preferred, if no parking between crosswalk and first parking stall. − If midblock, 22′ long minimum. − 40′ long minimum for spaces expected to accommodate a delivery truck or two passenger vehicles These zones can serve multiple purposes, such as deliveries and passenger loading, and should rarely be single use other than perhaps during brief periods of time when that particular use is in a high priority and in high demand. Loading zones should be placed so that they don’t obstruct the visibility of crosswalks. Supportive Technologies Camera and sensor technology, including license plate readers, could be used to collect curb activity data and would allow for automated pricing of commercial uses of these spaces and/or enforcement of their regulations. Bridge Park & Historic Dublin | Curbside Management Plan City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 15 Sensor technology could measure a variety of aggregated and anonymous curb-level loading activities, ranging from loading volumes by vehicle type to loading dwell time. Digital curb reservations are a fledgling technology that can be used to ensure reliable loading activity for commercial delivery and courier services. Digital permitting can be used with many of these supportive technologies to establish digital credentialing for many different types of curb access. − The digital permit is a method to enable certain types of commercial curb activities, collect curb payment, and enforce curb regulations. While designing the digital permit and corresponding legislation, the City should engage freight and other commercial delivery industry stakeholders to ensure the permit program is user friendly, enables equitable access to required technology, and builds in clear delivery efficiencies Public Valet Public valet can help balance demand by using curb space for high turnover or vehicle drop-off and pickup activity, while vehicle storage is located off-street. This can be particularly effective during regular high-demand periods such as evenings and weekends, and can be expanded during events, both spatially and including modally by allowing for valet bike parking. Public valet works well for those businesses, like restaurants, that often provide their own, private valet, while also extending the benefits of offering valet to other area businesses. In locations that might otherwise have several, distinct private valets operating along a curb, a public valet can effectively serve the same businesses while consolidating the spatial impact on curbside space. Implementation Considerations Design & Infrastructure Public valet stations need to have adequate space for passenger loading and unloading, including those with assisted mobility devices. The following are design and infrastructure considerations for public valets: An 8′ wide space is preferred, 7′ minimum, located within parking lane. At corners, 23’ - 40′ of length along the curb is preferred to allow for easy pull-in and out. A 5′ wide minimum parallel access aisle adjacent full length of passenger loading zone should be provided with a connection to an accessible curb ramp. Public valet zones located at the beginning and end of blocks require less curb space and may be as short as 23’ in constrained locations. For locations where pick-up and drop-off activities are highly variable by time of day or day of a week, spaces should be time-dependent and reflected on signage. Consider moving the public valet area to adjacent side streets when: − The loading activity conflicts with other curbside uses, such as high frequency transit or commercial loading. − Motor vehicle traffic volumes or speeds are too high and create an uncomfortable or unsafe environment for passengers. Signage requiring drivers to remain with the vehicle should be at each public valet space. Bridge Park & Historic Dublin | Curbside Management Plan City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 16 Supportive Technologies Valet apps can facilitate customer reservations, which can help valet operators manage peak valet demands. Administrative Valet and enforcement staff (either in-house or contracted) are needed to process parking demand and circulate vehicles between the curb and off-street parking facilities. This is often administered by a third-party valet business and agreements can be between the City and the operator, or one or more businesses and the operator. Valet services should be a fee for service to offset any administrative, staff, or contracted resource costs. Valet services require written agreements that determine what space can be used and legal arrangements related to risk management. Bridge Park & Historic Dublin | Curbside Management Plan City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 17 Demand Distribution Tools Tools designed to influence demand patterns, shifting activity from locations with higher demand and/or less capacity, to locations with more available capacity. Time Limits Imposing time limits in free on-street parking areas can encourage vehicle turnover. Alternatively, a lack of time limits on less-trafficked blocks in combination with time limits on high-trafficked blocks can act as incentive for drivers to park further away from busier streets with higher multimodal curb demand. For Dublin’s downtown districts, varying time limits between Main Street and Off Main Street curbs – with longer stay allowed on the latter – is a commonly used strategy of using time limits to redistribute demand that might otherwise constrain Main Street spaces or city-owned surface lots. This strategy could also extend off-street, with no time restraints on garage parking to encourage users to park in off-street facilities. Implementation Considerations Design & Infrastructure Time limits must balance the need to maintain optimal rates of turnover within designated curb spaces and the need to offer a welcoming environment for downtown visitors. Where a combination of limited capacity and high demand is likely to necessitate shorter time limits, there should be longer-term parking available on nearby blocks clearly communicated to drivers, most of whom will most likely encounter blocks with shorter time limits first. Varying time limits between Main Street and Off Main Street curbs can be very effective in redistributing demand that might otherwise constrain Main Street spaces, but only if drivers are made aware of the presence of those less restrictive spaces. Ensuring that all public parking in each district is signed, marked, and branded with a uniform design will help communicate to drivers their full range of parking options – increasing the effectiveness of varying tools like time limits to encourage more off-street parking activities. Bridge Park & Historic Dublin | Curbside Management Plan City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 18 Supportive Technologies Camera and sensor technology could be deployed to track compliance, time stays/dwell times, occupancy counts, and turnover rates. Administrative In the absence of automated enforcement, human resources are needed to enforce time limits, typically via a traffic control officer or part-time non-sworn officer who tracks parking time stays and issues citations. Wayfinding & Information Wayfinding Directing Drivers to Parking and Pedestrians to the Dublin Link Bridgeto Historic Dublin Wayfinding is a means of providing intuitive visual cues and information to drivers upon arrival. The first objective of wayfinding should be to reinforce information provided to drivers before they arrive and direct them to their preferred parking option – such as announcing the proximity of free, long-term parking options along blocks that serve as gateways to each district. This is especially applicable on streets with the Transition curb type. At the same time, effective wayfinding can provide visual information that suggests parking opportunities and guides drivers toward their “right fit,” even if they knew nothing of these options before arriving. Clear and concise signage serves two primary functions. The first is to complement wayfinding, in providing essential details on parking options for drivers arriving with little or no information. By complementing effective wayfinding elements, this information can be visually discrete, and textually concise, while effectively guiding parking searches. The second function is to confirm to each driver that the space she/he has found is indeed what was expected. Preferably, this happens without the drivers having to leave their cars. Bridge Park & Historic Dublin | Curbside Management Plan City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 19 Implementation Considerations Design & Infrastructure Wayfinding signage is key to both helping users navigate an area and for placemaking purposes. Wayfinding should serve a practical, navigational purpose while also contributing to a pleasant travel experience through placemaking branding. The following are design and infrastructure considerations for wayfinding: Wayfinding signs should be simple and include minimal information, such as distance, direction, and destination. Consistency and predictability reinforce the ability to navigate using the wayfinding system. Wayfinding should be designed for the inexperienced user, not the person who uses the route frequently. Wayfinding design should be inclusive by considering people with low vision or with vision disability and people with limited English by using large readable fonts, colors that have strong contrast, and icons to support (not replace) text. There are also multiple wayfinding purposes, with implications for effective sign placement and sequencing, such as: − Route following, where there is a sequence of steps and decision points that require effective guidance − Track following, in which a clearly delineated single route is supported by signage primarily confirming route continuation and perhaps progress compared to route length. − Aiming, which relies on visual landmarks clearly identifiable from a distance, to guide users toward a destination . Supportive Technologies Real-time parking availability boards and/or mobile applications could help regulate ongoing demands and effectively manage curb uses. Secondary Parking Locations & Incentives Promote distinctions in regulations between Main Street curbs and other curb types to encourage more drivers to use lower-demand options. Ensure that curb-space users are aware of off-street alternatives, and have incentives to use them at times and in places where these alternatives offer more available capacity. This can ease demand for, and thus increase availability among, more limited on-street/curb options. This can include: Employee and resident parking strategies, including permits and incentives to reduce use of curb parking Off-street loading facilities Off-street pickup/drop-off areas Mobility hubs in off-street locations Incentives can include differences in duration-of-stay regulations. Bridge Park & Historic Dublin | Curbside Management Plan City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 20 Implementation Considerations Supportive Technologies Real-time parking availability boards and/or mobile applications could enhance incentives to use these parking locations, by highlighting ample availability and ease of finding a space. Secondary Loading/PUDO Locations & Incentives To incentivize more efficient distribution of loading activity, the city can offer zones that complement those located on the highest-demand block. Strategies include having more zones on nearby blocks with more space, allowing more time, regulating longer hours, and/or adjusting the cost. Off-Street Availability Promotion Providing directions to off-street parking facilities and real-time information on garage occupancy so drivers know that there is available space for them to park can reduce pressure on limited curbside capacities. Implementation Considerations Design & Infrastructure Clearly communicating available off-street parking is key to helping drivers find and navigate toward those parking options. The following are design and infrastructure considerations for promoting off-street parking availability: Signs should be placed prior to locations where turning decisions need to be made to avoid circulation issues and congestion. Arrows and/or additional directions may be needed to direct drivers to the appropriate lots, depending on local knowledge and name recognition. If possible, signs should indicate the numbers of spaces available in specific areas. Signs should promote the differences between parking options (e.g., time limits, costs, etc.) to allow users to make an educated decision on where to park. Supportive Technologies Real-time parking available boards and applications should be tested and scaled to allow for dynamic display of off-street parking availability. − This will require sensors to monitor occupancy in the selected off-street parking facilities, as well as an application programming interface (API) to communicate occupancy to an app or display board. o An API is a mechanism with which two software programs can communicate information. Administrative The City, or its vendor, should regularly monitor the accuracy and health of the availability API and message displays, upholding a 95% or greater uptime performance. Real-time parking availability sign, James Madison University, Virginia. Bridge Park & Historic Dublin | Curbside Management Plan City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 21 Priced Commercial Loading/Parking Commercial use pricing is a supplemental tool for on-street loading zones and involves charging commercial delivery vehicles for the time spent stopped or parked for loading/unloading at the curb. Pricing commercial loading, unloading, delivery, pickup, and/or dropoff activity can encourage rapid turnover of delivery vehicles, incentivize use of less congested curb spaces, and collect data on commercial curb usage (including volume of use, duration of stays, and compliance with regulations). Dublin does not currently charge for on-street parking, but paid parking for passenger vehicles and priced commercial loading are independent tools that do not need to be implemented in tandem. Additionally, there can also be less public resistance to the idea of charging for parking when it is used by for vehicles that are using curb space for profit. The following are examples of priced commercial loading/parking that could be considered for Dublin: Commercial Vehicle Permitting: Operators apply for and receive an annual, monthly, or day-use rate for a permit to use allocated spaces. Permits can be physical or electronic, and most commonly rely on license plate recognition or decals for compliance verification and enforcement. Pay by Use: User pays in advance for their estimated stay duration. This system is most like traditional flat-rate parking for passenger vehicles. Automated pricing: Technology like sensors and/or license plate readers detect presence and duration and charge users automatically for their stay. This system requires access to commercial vehicle license plate data to be an effective form of payment collection, compliance monitoring, and enforcement. Implementation Considerations Supportive Technologies Camera and sensor technology, including license plate readers, could be used to collect curb activity data and would allow for automated payment and enforcement of loading zones. − This data could include, but not be limited to, duration of stay, violations (including time violations and double parking), revenue generation, etc. Digital curb reservations are a developing technology that can be used to ensure reliable loading activity and process transactions. Digital permitting can be used with many of these supportive technologies to establish digital credentialing for many different types of curb access. − The digital permit is a method to enable certain types of commercial curb activities, collect curb payment, and enforce curb regulations. Administrative City staff would need to regularly evaluate whether commercial load zone pricing should be modified to sufficiently meet delivery demand and other commercial activities. Administrative Assess costs of virtual/automated payment systems, pay-by-phone, and other digital payment methods. Delivery Staging Zones Zones that offer freight/delivery drivers more time and space can provide an attractive alternative to “front door” blocks on which such drivers are forced to double-park, or park on curbs, to function properly and expediently. Bridge Park & Historic Dublin | Curbside Management Plan City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 22 Dedicating space to such activity – perhaps complemented by equipment and building/business operations that expedite pickup/delivery activity – may offer enough added space, time, and predictability to reduce the impacts of these vehicles on sidewalks, travel lanes, and driveways. Such zones can be enhanced by also providing the means and equipment for drivers to access multiple addresses from a single curb space. An example of this in action is neighborhood delivery microhub – a centralized drop-off / pick-up location for goods that brings delivery services and customers closer together. By doing so, these hubs can alleviate congestion, reduce emissions, consolidate freight vehicle trips, reduce vehicle miles traveled, and enable transfers to low- or zero-emissions fleet for final mile deliveries. Implementation Considerations Design & Infrastructure Microhubs often offer package lockers, EV charging infrastructure, and bike and vehicle parking. − Many delivery companies are testing and transitioning to electric delivery vehicles (Amazon being the most prominent mover). Microhubs can also support e-cargo bike delivery options that significantly alleviate curb pressures. Supportive Technologies Street lights should illuminate delivery staging zones, highlighting the presence of people loading and unloading within the staging area. − Effective lighting technology calms traffic, improves curb user safety, creates focal points along the hub, and signals an entrance to the curb space. The technology elements of curbside staging zones can organize and house many technology features, including digital information displays, lighting, and sensor technology used to evaluate delivery/curb activity and performance. Administrative The City could provide space at public facilities for staging zones. − This might include public parking facilities that are underutilized, maintenance and operations, or other property. − This could also include a lease arrangement with variable pricing for delivery partners that use zero emission delivery vehicles (e.g., electric trucks/EVs, e-cargo bikes, etc.). − The first step is to inventory and analyze available facilities and determine where there is available space that does not interfere with daily operations. Bridge Park & Historic Dublin | Curbside Management Plan City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 23 Mobility Connection Tools Tools for accommodating and promoting walking, cycling, microtransit, and non-driving mobility modes Bus/Transit Stops Dublin Connector Shuttle Operating on Longshore in Bridge Park Bridge Park & Historic Dublin | Curbside Management Plan City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 24 Transit stops can be for COTA buses as well as for services like the Dublin Connector. Some stops – such as for the Dublin Connector service pictured above -- can be informal, designated stopping points where people can connect with provided services within curb space that also accommodates other, compatible functions such PUDO zones. Higher-ridership stops should include physical amenities that provide basic comfort and safety, and convey the priority status of transit within that space. Design & Infrastructure 2 Bus stops should have the following space allocated to ensure safe movement for the bus and its passengers: − Pull-in space: 60′ minimum, 80′ preferred. − Pull-out space: 50′ minimum. − Mid-block bus stops should have an 80’ pull-in space. Additionally, if the bus stop is a floating stop, the following considerations should be made: − No need to account for pull in/out space. − Setback 5′ minimum from crosswalks, 10′ preferred. − Level landing at the front of the bus stop must provide a clear zone 5′ long, parallel to the curb, and a minimum of 8′ deep. Bus shelters are instrumental for creating a safe, comfortable, and accessible place for passengers to wait. Bus shelters should meet the following design and implementation standards: − 1′ from the building face 4′ from the back of curb. − 15′ from crosswalks at nearside bus stops for visibility. − 1′ from any ground obstruction. − 10′ from fire hydrants. − 3′ minimum from the landing pad, 25′ maximum to the right of the landing pad. Trash and recycling receptacles should be placed to the front of the bus stop, 18″ minimum away from landing pad, 3′ minimum from benches. Street furnishings at bus stops must maintain at least a 5′ minimum pedestrian access route. Supportive Technologies Transit stops can house many technology features, including digital information displays, lighting, and sensor technology used to evaluate transit/curb activity and performance. Wi/fi, free power/charging location, heat/cooling. Administrative Need to coordinate with service providers, including the Dublin Connecter service as well as COTA. Negotiate investment in stop amenities, including ongoing operation and maintenance costs, to reflect value provided to service provide versus all curb users and area stakeholders. 2 Design standards based on NACTO’s Transit Street Deign Guide (nacto.org/publication/transit-street-design-guide/) Bridge Park & Historic Dublin | Curbside Management Plan City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 25 Mobility Lanes Mobility Lane Proposed for Mill Lane in Historic Dublin Mobility lanes are dedicated curb spaces for active transportation or microtransit circulation similar to dedicated bike or bus lanes. Dedicated space encourages greater adoption of these modes, which, when frequently used, can provide more access and mobility than a typical travel lane that accommodates only private vehicles. Mobility lanes can be used by: Microtransit Bike Circulator/Bus Mixed modes within a slow-speed lane The benefit of such lanes can be optimized by promoting their increased efficiency, safety, and comfort levels compared to bike and scooter travel in traditional travel lanes. Such lanes can also be complemented with “slow” and “no ride” zones for electric-powered shared bikes and scooters, reducing conflicts on sidewalks via “geofence” remote communications and that limit the speeds that devices can travel in such locations. Shared-use paths can also serve as mobility lanes for human-powered and small electric vehicles. Shared-use paths are paved facilities that are generally separated from vehicular right of way by plantings or landscaping and can be used for both transportation and recreation. Because they are separate facilities, new and vulnerable users often feel more comfortable and safe traveling on shared-use paths than on on-street traditional bike or mobility lanes. Additionally, shared-use paths can be wider than on-street mobility lanes to accommodate multiple users traveling in both directions. Bridge Park & Historic Dublin | Curbside Management Plan City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 26 Implementation Considerations Design & Infrastructure The following are design and infrastructure considerations for circulator and/or bus lanes which could include dedicated “bus only” transit lanes, bus queue-jump lanes, and/or boarding islands/floating bus stops: Lanes should be12′-15′ wide, with a minimum width of 12′ for transit lanes shared with bike lanes. Transit lanes should be marked by colored paving, “bus-only” pavement markings, and signage. Mobility lanes should be to the right of vehicle travel lanes, adjacent to curbs, and preferably on streets without parking lanes. Supportive Technologies Mobility lanes can house lighting to improve safety and sensor technology used to evaluate trip volume and compliance (e.g., delivery vehicles blocking mobility lanes). Automated enforcement is also a useful technology in mobility lanes to prevent motor vehicles from illegally parking or stopping in the mobility lane for PUDOs and creating significant safety hazards by forcing bike and scooter users out into the general-purpose travel lane with motor vehicles. Administrative Need to coordinate with service providers, including potential and future providers. Negotiate investment in lane amenities, including ongoing operation and maintenance costs, to reflect value provided to service providers. Mobility Stations/Hubs Mobility hubs are multimodal transportation connection points designed to integrate independent mobility networks and services. Mobility hubs can include a variety of multimodal infrastructure components customized for their location within the transportation network, and they can range from simple to complex in their range of features. Mobility hubs are most effective when sited near destinations or traffic generators like employment or commercial centers, parks or public plazas, or other major destinations. Mobility hubs commonly address “first-mile/last-mile” gaps, including bringing shared mobility options to residential areas located a bit beyond walking distance to area destinations and services. Likewise, these hubs provide visitors with a range of travel options within and between Dublin’s downtown districts – without the need to drive and park. Bridge Park & Historic Dublin | Curbside Management Plan City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 27 Mobility Hub Concept Diagram by Shared-Use Mobility Center for Minneapolis Pilot Common functions available at a mobility hub include: Bus stop: sheltered waiting area for public transit Bike parking: secure bike racks or public lockers Shared micromobility parking: docked or dockless staging area for shared fleet of bikes, e-scooters, and/or other micromobility services Ride-hail loading: signage and/or dedicated pick-up/drop off space along the curb for ride-hail Car share: dedicated on- or off-street space for shared fleet vehicle parking Additional services and infrastructure could include, but are not limited to Charging infrastructure for private and shared electric mobility devices Urban freight distribution, such as lockers, that provide a centralized pick up/drop off point for goods as well as people. This also reduces VMT by heavy freight vehicles, reducing emissions and traffic congestion. Wayfinding and other information systems Mobility hub amenities vary based on what the surrounding land use can support and can range from a small neighborhood hub to a large regional mobility center. Implementation Considerations Design & Infrastructure Designing mobility hubs depends heavily on the surrounding context and the mode of transportation that is placed at the hub. Regardless, mobility hub services and devices should not impede mobility of other modes, such as walking. The following are design and infrastructure considerations of elements that may be located at mobility hubs: Bridge Park & Historic Dublin | Curbside Management Plan City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 28 Bikeshare and scooter-share stations and/or shelters should be located: − 1.5′ from back of curb if not adjacent to parking; 3’from back of curb when adjacent to parking. − 3′ from building or building frontage while maintaining a 5’ minimum pedestrian access route. − 10′ from a building doorway. − 3′ from all street furniture or fixed objects including trees and vegetation, light poles, benches and other bike racks as well as accessible (ADA) parking spaces. − 5′ from a marked crosswalks and driveways. − 10′ from a fire hydrant, fire call box, police call box or other emergency facility. − 3′ from the front and 15’ from behind a designated bus stop sign post. − With an additional 2′ buffer (7′ total) between mobility hub and Pedestrian Access Route in high volume areas. − Near bike lanes to help connect riders to low-stress routes between destinations. − Near other modes, such as transit stops. Hubs may be located on-street in the clear space where motor vehicle parking is prohibited or in place of parking. Placing hubs on streets with high traffic volumes or speeds should be avoided. Vertical barriers, preferably planters or other aesthetically compatible elements, should be used to restrict motor vehicle encroachment on on-street docks and corrals. Mobility hub elements should be oriented so they can be accessed from the sidewalk or a protected on- street area. On-street bike corrals are typically placed at corners, inside of one parallel parking space. Supportive Technologies Street lights should illuminate mobility hubs, highlighting the presence of people waiting or sitting (if street furniture is present) within the mobility hub. Effective lighting calms traffic, improves curb user safety, creates focal points along the hub, and signals an entrance to the curb space. The technology elements of curbside mobility hubs can organize and house many technology features, including digital information displays, lighting, and sensor technology used to evaluate hub/curb activity and performance. Wi/fi, free power/charging location, heat/cooling. Administrative If the mobility hub includes street furniture and other technology elements, the City should determine a maintenance schedule to ensure safe and orderly use of the facility. The City could partner with property and business owners to support curbside and mobility hub maintenance. Bridge Park & Historic Dublin | Curbside Management Plan City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 29 Furniture/Buffer Zone The furniture zone – sometimes referred to as the Buffer Zone – can be used to create a buffer between the sidewalk zone and the curb zone, mitigating visual and aural impact of travel lanes by blocking sights and sounds and/or calming traffic through visual/design cues that can reduce vehicle speeds. This need not conflict with other objectives for these zones – enhancing the visual appeal of the streetscape; providing shelter, shade, and/or seating; accommodating mobility connections; etc. – and does include an intention to also make the sidewalk zone more comfortable and appealing by mitigating impacts from adjacent travel lanes. This can also include direct physical barriers to make sidewalk zones safer using bollards or other devices to block vehicle- incursion incidents. Implementation Considerations Design & Infrastructure Locating furniture or any materials in the buffer zone helps reinforce clear pedestrian walkways for people of all abilities, including those with mobility devices. The following design and infrastructure considerations are for furniture zones and buffer zones: Any infrastructure placed in the furnishing zone should meet the following standards: − Placed at least 10' from fire hydrants, or the minimum distance outlined in City Code, whichever is greater. − Placed at least 3' from other street furniture. − Placed at least 2' between benches and utilities and utility appurtenances. − Placed at least 6' or more preferred, 5’ minimum, of clear pathway to serve as Pedestrian Access Route. All street furniture should be accessible to pedestrians per guidance in ADAAG. Any greening element should consider the following: − At corners: o Trees and plantings must not block sight lines at intersections for drivers, cyclists, and pedestrians, in accordance with the City’s clear-sight distance standards/policy. o Emphasis on small shrubs if/where greenery is a priority for aesthetics. o Planter boxes and green curb extensions help to narrow the street to decrease crossing widths for pedestrians and naturally slow traffic. o Curb extensions can be designed to hold and filter stormwater runoff, while also funneling water to storm drains. − Mid-block: o A 5' minimum width “walkover” should be provided at least every 30’ to ensure pedestrian access routes are not obstructed by greening elements. o 1’ to 2’ wide level buffer along the curb adjacent to on-street parking should be provided to accommodate passenger entry/exit and reduce soil compaction and trampling. − For street trees, tree canopies should be greater than: o 7’ above sidewalks, 17’ above/over street/travel lanes. o 8’ above/over adjacent sidewalk, bike lane, or parking area. Bridge Park & Historic Dublin | Curbside Management Plan City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 30 − The following additional street tree considerations should be made for tree health and consistency: o Trunks should be at least 5' from back-of-curb. o Street trees should be planted no more than 40' apart to help create a continuous canopy. o Large-stature shade trees of similar size, scale, and form are typically planted. o Species of a similar size, scale, and form should be planted along the length of the road for consistency and to maximize visual impact. o Low canopies or high shrubs can hide pedestrians from motorist’s view and can cause safety and security concerns for pedestrians and law enforcement. o Use engineered soil to optimize tree health. Supportive Technologies Similar to streateries, these furniture zones are intended to be technology-lite people spaces. However, the City could use sensor technology to measure the use and performance of furniture zones. Sensor technology could measure a variety of aggregated and anonymous curb-level activity, including pedestrian volume counts, travel paths to and from adjacent land uses/businesses, and traffic behavior of vehicles in the adjacent travel lane. Administrative Coordinate with key City staff to ensure that ongoing operating and maintenance costs are manageable/agreeable. Bridge Park & Historic Dublin | Curbside Management Plan City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 31 Operational and Administrative Tools Tools for improving operational and administrative aspects of curbside management Digital Inventory A digital curb inventory can help visualize, analyze, and update curb strategies and regulations, providing a digital map of a City’s curb regulations to enable a digital approach to managing the public right-of-way. Such an inventory also helps cities track and govern how private mobility service providers and shared-mobility devices operate in real time. The maps below depict the digital inventory compiled as part of the Curbside Management Plan study. Bridge Park & Historic Dublin | Curbside Management Plan City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 32 Historic Dublin Curb Inventory Bridge Park & Historic Dublin | Curbside Management Plan City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 33 Bridge Park Curb Inventory Bridge Park & Historic Dublin | Curbside Management Plan City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 34 Compliance Monitoring Curb regulations govern sanctioned use of curb space by private businesses and the public. However, without some degree of compliance monitoring and enforcement, regulations often go unheeded and don’t fully address the problems they were intended to solve. Formal compliance monitoring requires using people and/or technology to ensure user adherence to posted parking and loading regulations. Heat Map of Curbside Regulation Violations (Source: Vade) There are two main mechanisms for ensuring compliance: Enforcement/Citations: Parking enforcement officials issue citations for observed non-compliance. This option is resource intensive and limited to staff availability, leaving large windows of unenforced time during which non-compliance can continue, and potentially reducing curb space efficiency. Automated pricing: Technology like sensors and/or license plate readers detect presence and duration and automatically cite violations and issue fines as necessary. This system requires access to commercial vehicle license plate data to be an effective form of payment collection, compliance monitoring, and enforcement. Bridge Park & Historic Dublin | Curbside Management Plan City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 35 Performance Monitoring Performance monitoring relies on data collection to assess if and how curb regulations and management strategies are effective in contributing towards curb management goals. Dashboard of Key Performance Indicators (Source: Coord/Pebble) Collected data is analyzed and used to communicate about curb utilization and availability in the following ways: Internal Facing: Use of data to inform management decision and curb space regulation, accommodation, prioritization Tracking curb-space conditions of utilization/availability Tracking use of curb space, by function Tracking related activity Use of mobility resources placed at the curb Pedestrian activity within street/curb/sidewalk zones External Facing: Processing Key Performance Indicators (KPI) data into public-facing information On and off-street parking availability Shared/micromobility availability Commercial/passenger load zone availability On- and off- street parking rates Enforcement Practices Parking enforcement should prioritize management objectives, and achieving compliance with the curb regulations designed to advance them. The following enforcement elements can improve the effectiveness of this critical tool. Bridge Park & Historic Dublin | Curbside Management Plan City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 36 Decriminalization of Parking Violations The single most-effective strategy for improving parking enforcement is for it to be managed as part of the overall curbside management program, and not as an aspect of law enforcement. Parking violations, naturally and understandably, fall low on the list of most police department priorities. But compliance with curb regulations is essential to management success. Decriminalizing parking violations will allow the City to approach enforcement as a curbside management practice, rather than a policing action, in the process raising the priority of, and attention given, to increasing compliance. Incremental Fines + First-Time Forgiveness The primary objective of parking tickets and fines should always be to discourage repeat violations. A warning and a bit of information is all that most drivers will need to avoid future violations. In any city, however, there will be those who will continue to disregard rules unless and until the cost of doing so becomes “painful” enough. First-time violations that incur only a "courtesy" ticket (no fine) are also an opportunity to provide detailed information on parking options, pricing, and regulations, as well as information on an escalating fine schedule for repeat violations. This might look something like the following: The first ticket in any 12-month period does not incur a fine. The ticket includes essential parking information, and a QR code a website for more information. A second violation within 12 months would be fined at the current level. Subsequent violations would go up substantially, perhaps doubling each time. Citation Management Vendors A vendor solution can provide enforcement efficiencies, reducing the administrative processes, including DMV lookups and notice generation. Adjudication management is typically offered as well. Downtown Dublin | Curbside Management Plan City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 109 Appendix D: Technology Pilots Report Bridge Park & Historic Dublin Curbside Management Study Technology Pilots Summary Report July 2024 Bridge Park & Historic Dublin | Curbside Management Plan | Technology Pilots Summary Report City of Dublin, Ohio City of Dublin i Table of Contents Summary Report ....................................................................................................................3 Pilot Objectives and Design .............................................................................................3 Vendor and Technology Selection ....................................................................................5 Key Learnings .................................................................................................................5 Key Outcomes ................................................................................................................6 Bridge Park & Historic Dublin | Curbside Management Plan | Technology Pilots Summary Report City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 2 Project Team City of Dublin Jeannie Willis; Director, Transportation & Mobility Division Tina Wawszkiewicz; Deputy Director, Transportation & Mobility Division Sarah Tresouthick Holt; Senior Planner, Planning Division Bob Schaber; Network Operations Manager Consultant Team Nelson\Nygaard Consulting Associates Bongorno Consulting Cityfi Bridge Park & Historic Dublin | Curbside Management Plan | Technology Pilots Summary Report City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 3 Summary Report As part of the Curb Management Plan study, the City of Dublin designed and deployed four 12-month curb management technology pilots. A summary of the objectives, process, and outcomes of these pilots follows. For the more detailed technology pilots report, Pilot Objectives and Design Why Pilot? Cities across the country commonly pilot innovative curb management technology solutions to test their potential to address changing demands at the curb. By first experimenting, cities gain real- world experience and can apply learnings before scaling these solutions as longer-term investments. This approach offers many benefits including: ▪ Performance Evaluation: Pilots provide an opportunity to evaluate the performance and effectiveness of new technologies in real-world scenarios, ensuring they achieve anticipated outcomes and benefits. ▪ Risk Mitigation: Cities can identify potential issues and mitigate risks before full-scale implementation. ▪ Culture of Innovation and Collaboration: Pilots help encourage a culture of innovation, a “learning by doing” approach, and collaboration across teams that do not always work together, which are vital in curb management. Pilot Locations The City prioritized two focus areas for technology pilots: the Bridge Park District and Historic Dublin. Both districts are pedestrian- oriented, mixed-use activity centers that face increasing and diverse demands for limited curb space. Pilot Objectives In testing curb management technologies in a small-scale pilot setting, the City of Dublin sought to advance the broad curb management goals developed in the Curb Management Plan that focused on safety, equity, and resiliency, and access. Through stakeholder engagement, the City also identified key curb issues that prevented efficient use of the curb including commercial delivery non- compliance, imbalance between blocks of curb availability and demand, and underutilization of off-street parking. These curb issues and management objectives shaped pilot objectives and priorities. Quick Overview Overview: The City conducted four 12-month curb management technology pilots in Bridge Park and Historic Dublin, focusing on real-time data collection, optimizing curb allocation, and understanding off- street parking occupancy. Technology and Vendors: The pilots leveraged technologies from Automotus for on-street data collection, ParkPow for off-street parking occupancy monitoring, and ParkNav for off-street parking predictive analytics. VADE also participated but ceased operations mid-pilot. Findings and Outcomes: The pilots provided reliable data on curb utilization and parking availability, revealing issues like underutilized off-street parking and frequent double-parking by freight vehicles. The data will inform future curb regulations and management strategies. Key Conditions: Curb parking on Longshore and North High Streets was consistently constrained during peak-demand times. Off-street parking was generally underutilized, particularly among the garages in each district. This confirmed an important opportunity to reduce pressure on curb spaces by increasing use of off-street facilities. Recommendations: The City should continue data collection, expand pilot coverage, test new data collection methods, and eventually partner with a single vendor for off- street parking data. A data aggregator is recommended to synthesize various data into a comprehensive dashboard. Bridge Park & Historic Dublin | Curbside Management Plan | Technology Pilots Summary Report City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 4 Pilot Objectives for On-Street Activity Data Collection Process – Rather than continuing to make curb management decisions based on qualitative perceptions, the City sought to test a process to leverage technology for real-time data collection. With this testing conducted through technology pilots, the City will be able to make data-driven decisions around curb management and regulation. Optimize Curb Allocation – Better understanding the level and nature of curb activity across the two districts will enable the City to balance the needs of residents, visitors, City services, and businesses via data-driven allocation of curb space on each block. Pilot Objectives for Off-Street Activity Understand Occupancy – City staff understood that off-street parking was significantly underutilized, and believed that better driver awareness of this fact could help reduce parking demand for curb parking – as such, they sought to collect accurate data to quantify and promote this availability publicly. Divert Drivers – The City aimed to share off-street occupancy data with drivers via digital signage and/or a mobile app to optimize parking use, enabling the reallocation of curb space for higher-priority uses like accessible parking, loading zones, bus stops, and micromobility. Pilot Concept Selection The City selected pilot concepts that reinforced its goals and objectives and that addressed a key need for better managing – the gathering and analyzing of data. The project team designed data collection pilots to develop a real-time picture of on- and off-street parking activity and identify opportunities to set the groundwork for more operationally and technically advanced pilots using this new information while accounting for current constraints. In choosing technologies, the project team prioritized comprehensiveness of data collected, seeking to obtain data such as average parking duration, on- and off-street utilization and occupancy rates, vehicle types, behavior patterns, and curbside non-compliance events (e.g., double parking). Ultimately, the team identified two priority pilot concepts that met Dublin’s objectives and were feasible within the City’s current context, with a 12-month pilot timeline to assess how vendors and technologies performed over time. Pilot Concept Description Outcome 1) Off-Street Parking Occupancy Monitoring Collect real-time occupancy data for several off-street parking facilities to understand utilization levels and patterns - starting with the Rock Cress Garage, known as the “Library Garage,” which is owned and operated by the City and has existing Meraki cameras. Set up future sharing of availability and test whether greater knowledge of available off-street parking availability will divert drivers to facilities for longer term parking and ultimately free up curb space. 2) Curb Activity Data Collection and Analysis Collect historic, real-time, and predictive on-street data on activity in high-demand curb spaces Better inform City decision-making and future pilots related to curbside regulations, accommodations, policies, and enforcement practices. Bridge Park & Historic Dublin | Curbside Management Plan | Technology Pilots Summary Report City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 5 Vendor and Technology Selection ParkPow Selected for Pilot Concept 1 – Off-Street Parking Occupancy Monitoring. ParkPow’s technology processes video feeds from cameras installed at off-street parking facility entrances and exits, converts video into counts of vehicle entries and exits, and synthesizes it into a data dashboard. The service provided for the Dublin pilot did not require the installation of any new cameras, but rather relied upon cameras already installed at City- owned parking garages. ParkNav Selected for Pilot Concept 1 – Off-Street Parking Occupancy Monitoring. ParkNav offers an infrastructure-less predictive-analytics solution and data dashboard that requires no new or existing equipment to predict on - and off-street parking availability. ParkNav also piloted its capacity to publish this information via a mobile app to guide drivers to most likely parking options, as well as the predictive-analytics solution to predict and publish expected utilization/availability conditions for on-street parking. Because these measures are predictive, however, this technology solution was not suitable for Pilot Concept 2 (providing direct measures of curb activity), but potentially useful for informing drivers of the comparative chances of finding parking on-street versus in a lot or garage. Automotus Selected for Pilot Concept 2 – On-Street Data Collection. Automotus uses fixed-location cameras installed on existing vertical infrastructure (e.g., light poles) and video analytics technology (including computer vision and machine learning) to allow cities to monitor and manage curb space through automated curb management data collection and analysis, including space utilization and availability. The technology processes video in real time, converting images into securely managed data, such as curb occupancy and compliance, and generates insights via a comprehensive data dashboard to help cities understand the temporal and spatial demand patterns that define availability, activity, and congestion. VADE Selected for Pilot Concept 2 – On-Street Data Collection (also considered for Pilot Concept 1). Vade’s product included fixed-location wireless cameras (enabled by solar and cellular technology) on vertical infrastructure and applied video analytics technology to monitor real-time curb activity and parking occupancy. Vade also offered a data dashboard for visualization of performance measures like curb utilization and regulatory compliance. Vade was in the planning phases of installing a camera to collect data in the Darby Street parking lot (for Pilot Concept 2) when the company ceased operations. Vade is no longer in operation and thus ended the pilot prematurely. Key Learnings The pilots revealed several key learnings for advancing the City’s curb management program and its incorporation of management technologies, including future technology pilots. Aligning Vendor Capabilities with City Objectives Vendors struggled early to collect and visualize curb activity/availability data consistently and accurately, despite this being the top priority for the City. There was a lengthy “trial and error” period as Dublin worked with Bridge Park & Historic Dublin | Curbside Management Plan | Technology Pilots Summary Report City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 6 the vendors to refine their products to ultimately result in consistent, accurate occupancy, duration, and availability data. Internal Experience and Expertise During the pilot, the City was exposed to a variety of technologies and vendors, gaining valuable experience with curb pilot processes and vendor management. The City is regularly approached by vendors and has the capacity to pilot innovative technology. However, the consultant support provided during these concurrent pilots has improved upon staff capacities and experience, and the City is now equipped to proactively seek out vendors that fit their needs and more quickly filter out those that do not. Through the pilots, the City gained skills in evaluating vendors, understanding the substance of the technology offering, and identifying misaligned vendors. Data Validation City staff and partners completed a series of occupancy counts in the field during the pilot period to validate the various occupancy counts provided by the vendors. This comparison, along with several data sets collected in prior years, proved invaluable for both calibrating the technologies to deliver accurate data, and for working with the vendors to better understand the City’s intended use of the data. Through a series of coordination calls with pilot vendors, the project team identified other inconsistencies in the data provided via monthly reports, and worked with the vendors to determine causes and remedies. Technology Redundancy The pilots revealed the need to assess costs and benefits of collecting data using multiple technologies and vendors, finding a balance of redundancies to ensure accurate delivery of key data without overinvesting in less essential offerings. Remaining Nimble and Collaborative Piloting new technology inevitably comes with unpredicted obstacles; working through these obstacles is a reason piloting is a necessary first step. The City’s collaborative model and matrixed pilot management approach were essential to pilot success and organizational learning. During pilot planning and ongoing management, early and meaningful collaboration between the project lead, the Division of Transportation and Mobility, and the Divisions of Information Technology and Planning enabled effective decision making and more streamlined vendor management and pilot operations. Ensuring strong communication with vendors around pivoting and problem solving was imperative to the pilots and will inform the City’s decisions about future technology investments and vendor relationships. Key Outcomes Reliable Data The primary goal of both pilots was to provide the City with accurate activity data for on-street/curbside parking spaces and off-street parking facilities. These measures will provide essential information to inform effective management of on- and off-street parking, and display parking availability to guide driver parking decisions. Achieving reliable and consistent data was a challenge for both the on- and off-street pilots. Bridge Park & Historic Dublin | Curbside Management Plan | Technology Pilots Summary Report City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 7 Utilization & Availability Conditions On-street parking on Longshore and North High Streets was consistently limited and often exceeded capacity during peak times like weekdays at midday, weekend evenings, and events. Off-street parking was generally underutilized, particularly among the garages in each district. While there were exceptions, this availability was consistent enough to confirm an important opportunity to reduce pressure on curbside spaces by directing drivers to ample availability within one or more nearby off-street facilities. Compliance Conditions Automotus, the only vendor to complete a pilot that provided data on driver compliance with curb regulations, provided valuable insights into violations. Freight vehicles are most likely to double park, while delivery and personal vehicles more commonly overstay time limits. Compliance with time limits was high, with average durations near one hour, well below the areas’ 2 or 3 hour limits. Setting a Foundation for Modern Curb Management This pilot effort elevated the need for a long-term curb management strategy. Off-street pilot findings highlight the importance of real-time prompts to direct drivers to off-street parking, freeing curb space for higher volume uses like loading zones, valet parking, and micromobility. On-street findings emphasize the need to differentiate parking activity data, including double parking, between commercial and personal vehicles, which the City is tracking with Automotus’ technology. This data will inform the locations and curb restrictions as the City transitions some short-term parking to loading zones and expands "Active Loading Only" regulations along Longshore Street. Automotus can auto-invoice for non-compliance using license plate recognition and track non-compliance by location, time, and vehicle type. This presents an opportunity to use technology and non- compliance data to inform “Directed Enforcement” practices and optimize the deployment of City enforcement staff. The following table summarizes the performance of each pilot in achieving the established objectives. Pilot Objective Pilot Evaluation Description 1) On-Street Pilots Data Collection Process Successful Established and tested a process leveraging technology for real-time curb data collection to set the City up to make future data-driven decisions. Optimize Curb Allocation Successful Revealed insights into curb demand on certain blocks and potential future curb reallocations 2) Off-Street Pilots Understand Occupancy Moderately Successful By the pilot's conclusion, collected real-time occupancy data and extracted insights and patterns for one municipal garage. Divert Drivers Evaluation Continues Evaluated and began initial testing of technologies to enable the sharing of real-time occupancy data with drivers, but did not test specific technologies. Bridge Park & Historic Dublin | Curbside Management Plan | Technology Pilots Summary Report City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 8 Vendor Strengths Despite challenges during deployment, Automotus was the most successful and promising of the piloted vendors in its accuracy and customer service quality. However, the technology and product are designed and priced to do far more than the City was interested in testing for the pilot. This raises concerns about Automotus’ interest in continued partnership and whether the benefits outweigh the costs for Dublin should the City’s interests remain narrow compared to the breadth of the product’s potential uses. VADE ceased operations midway through the pilot, highlighting the importance of assessing vendor sustainability and core competencies at the pilot onset. The experience with ParkNav revealed the unique strengths and limitations of using predictive algorithms to identify likely curb-space utilization at the individual block or parking facility level. While the vendor performance was unsatisfactory in terms of data accuracy and product features, the experience will help inform City decision making regarding future engagement with other vendors offering similar products. ParkPow’s video analysis misidentified background movements as vehicle exit/entry data points, revealing a challenge with infrastructure-less technology. However, the pilot demonstrated ways to overcome this challenge with a vendor willing to engage with City staff and explore potential solutions. Recommendations The City of Dublin should consider slight changes to piloting curb technologies to achieve better outcomes and ultimately scale pilots to longer term deployments and partnerships. Multiple vendors are often necessary to ensure the City secures the desired products and technology; however, in the long term, a single technology partner, rather than multiple partners, might be more effective and efficient at meeting desired outcomes. The table below summarizes the most critical recommendations related to curbside management technology. Recommendation Timeline Description Existing Pilots Continue Data Collection Immediate-term (0-6 months) Continued data collection from all vendors involved in the initial set of pilots for the same pilot coverage area for a more comprehensive data set with which to make decisions. Expand Coverage Area Immediate-term (0-6 months) Continue to focus pilots on Historic Dublin and Bridge Park, given these areas have the highest demand curbs, but consider extending coverage along the main commercial corridors and adding peripheral cross streets. New Pilots Test Different Means of Data Collection Short-term (6-12 months) Continue planning for the two new pilots that test new computer vision cameras and "hockey puck" sensors to compare effectiveness and accuracy of curbside parking data of new technologies and vendors. Collect Real-Time Occupancy for Additional Garages Short-term (6-12 months) Partner with private parking operators including Crawford- Hoying, who operates off-street garages in Bridge Park, to offer drivers a more comprehensive picture of off-street parking availability. Bridge Park & Historic Dublin | Curbside Management Plan | Technology Pilots Summary Report City of Dublin, Ohio Nelson\Nygaard Consulting Associates | 9 Recommendation Timeline Description Collect and Integrate Multimodal Data Short-term (6-12 months) Gather multimodal and pedestrian conflicts data and incorporate these data into future pilots to identify opportunities to prioritize the safety and experience of pedestrians, cyclists, and other micromobility users. Program Deployments Make Data-Driven Changes at the Curb Medium-term (12-24 months) While continuing to collect data through pilots, apply changes to curb regulations and management such as identifying future passenger and commercial loading zones based on pick-up and drop-off hot spots. On-Street Curb Space Monitoring Technology Medium-term (12-24 months) Competitively source a curb monitoring vendor to foster a long- term, outcomes-based partnership as part of a holistic, dynamic curb management program. Computer vision cameras are the optimal technology, providing comprehensive and accurate real-time data on occupancy, vehicle type, safety events, and multimodal data. Off-Street Parking Technology Short-term (6-12 months) Partner with a single vendor to collect and display off-street parking data. Infrastructure-less technology is optimal for off- street parking data to accurately provide occupancy data while leveraging existing cameras. Data Aggregator Technology Medium-term (12-24 months) Leverage a data aggregator to synthesize various data into a comprehensive dashboard. In June 2024 the City released a public bulletin for an aggregator, which is recommended as opposed to a pilot, given the City’s experience with curb technology and vendors. Curb Management Technology “bench” Contract Long-term (24 months or longer) Consider developing a master service agreement, concession agreement, or “bench” for curb management technology vendors to allow for more efficient and flexible deployment of technologies and mature vendor relationships. Minutes of RECORD OF PROCEEDINGS Dublin City Council Meeting GOVERNMENT FORMS & SUPPLIES 844-224-3338 FORM NO. 10148 Held May 19,2025 Page-14 of 21-20 Downtown Dublin Curbside Management Plan Revisions Ms. Wawszkiewicz stated that this discussion will focus on the revisions that have been made to the Downtown Dublin Curbside Management Plan, which was reviewed at the March 17, 2025 Council meeting. She shared that she would review the background; the follow-up provided to the discussion and questions at that meeting; provide a proposed condensed action plan; and request additional feedback on the changes and revisions. By way of background, Ms. Wawszkiewicz stated that the Curbside Management for Downtown Dublin was discussed at three City Council work sessions and two Public Services Committee (PSC) meetings from 2016 to 2019 before recommendations were presented at the September 9, 2019 City Council meeting. At the April 18, 2016 Council work session, initial findings from the Walker Parking Consultant's strategic business plan for Dublin’s parking assets were reviewed. A proposal for a $1-per-hour, fee-based, on-street metered parking system in the Bridge Street District, beginning with Bridge Park East, was presented. The system aimed to improve parking turnover, better manage space usage, and support long-term growth. Council recommended reducing the maximum parking duration from 12 hours to two hours, limiting the number of installed street meters along the street, and requested additional information on pricing. In response, Nelson Nygaard was tasked with drafting a Downtown Dublin Parking Study that was discussed at the June 19, 2017 Council work session. The draft study offered a toolkit and strategies for short-term and immediate parking management improvements across Downtown Dublin, including Historic Dublin and Bridge Park. While new parking garages had opened in Bridge Park, Historic Dublin still relied on private lots, requiring solutions focused on awareness and coordination. A mobile app option was introduced to eliminate the need for traditional meters. The parking study continued to evolve and was discussed again at the September 17, 2018 work session. The Rock Cress parking garage had recently opened, and it was estimated that one-third of Bridge Park visitors were arriving via rideshare services like Uber and Lyft. Council directed staff to issue a Request for Proposals (RFP) for a six-month, app-based paid parking pilot in Bridge Park East, and referred the topic to the Public Services Committee (PSC). At the PSC meeting on June 12, 2019, four proposals were reviewed. After interviews with the two top vendors, staff recommended ParkMobile. A ParkMobile representative presented their mission and product. Next steps included creating an enterprise fund, decriminalizing parking violations, and establishing a rate structure. Concerns were raised about data privacy and the potential costs of enforcement and signs, prompting the committee to request a revised proposal for further review by the committee prior to advancing a recommendation to the entire Council. At the August 7, 2019, PSC meeting, discussions focused on pilot costs, public education, data privacy, and the need for a comprehensive curbside management plan. There was also consideration of extending the pilot to the west side of the river and noting that the parking demand data had been collected before the Rock Cress garage opened. The next steps, if approved by Council, were to finalize the contract, collaborate with stakeholders and the public, and work with ParkMobile on branding and signs. The committee unanimously voted to recommend to City Council to move forward with the pilot for the east side of the river and conduct outreach to the west side of the river before moving forward with the project in the Historic District. At the September 9, 2019 City Council meeting, Council members raised broader concerns about paid parking and emphasized the need for a more comprehensive understanding and management of curbside uses, including accessible parking, micro-transit, loading zones, rideshare, and other pick- up/drop-off activities. The discussion also highlighted the need to track usage of the Rock Cress garage and on-street parking through technology and to increase public awareness that garage parking is free. Shortly after that discussion, the onset of Covid-19 reduced the overall parking demand but significantly Minutes of RECORD OF PROCEEDINGS Dublin City Council Meeting GOVERNMENT FORMS & SUPPLIES 844-224-3338 FORM NO. 10148 Held May 192025. Page 42 of 24 ‘| as P i 7 increased curbside usage. The pandemic’s “lockdown” phase intensified and complicated curbside vehicle demand, as consumer behavior shifted toward delivery-based shopping and dining. After the pandemic when vehicular travel and parking habits began to resume, a request for proposals was issued, and the study that is currently underway was initiated in 2022. The RFP framed the need for a framework for curb uses and technology pilots. Staff has now provided an overview of a draft curbside management plan. Based on the history, the focus is on organizing the curb and on technology-based management with no paid parking at this time. Well-managed curbs are essential for supporting business assets, efficient delivery, safe pedestrian movement and public transportation. The curbside management plan prioritizes short-term parking, encouraging those quick visits under one hour on the primary or main streets, two hours on side streets and longer stays encouraged in the larger parking garage areas and parking lots. This strategy ensures the most in-demand spaces serve the highest value functions without being overwhelmed. By guiding those longer-term parkers to off-street options, the City can better use all available parking assets and maintain curb availability for high turnover needs. The key performance target from the previous studies is to maintain 15% on-street parking availability consistent throughout the day and the district. While this is currently met along Longshore Street and N. High Street, additional capacity is still available on side streets and in the garages, indicating room to improve overall curbside efficiency. Double parking creates a significant safety risk, especially for pedestrians. When deliveries block the crosswalks and travel lanes, they obstruct visibility and create dangerous points of conflict. The current study shows that about 80% of those double parking occurrences occur when curb space is unavailable. To address this, the City has increased its focus on freeing up curb space for active loading, discouraging unsafe practices and improving safe traffic flow. The study areas on both sides of the river are designed to support a vibrant pedestrian environment with wide sidewalks and active store fronts — a people first approach and an effort to avoid larger, more suburban loading zones. To achieve this vision, the curb must remain flexible and support the efficient loading/unloading in our urban district. Following the draft recommendations of this study, new sign faces were installed along Longshore and N. High streets in October 2024 and January 2025 to remove the previous 30-minute time limit on loading zones and streamlining the enforcement efforts. The Curbside Management Study provides the strategic methodologies to make the curb function as envisioned. As the specific use of the zone changes by time of day between food/drink deliveries in the morning, package/parcel deliveries and picks in the afternoons, and micro-transit, rideshare and food order pickups in the evenings; the need for short-turnover parking remains constant. Designating the zone with a simple "Active Loading Only" sign allows a single zone to serve multiple purposes, streamlining the process and ensuring efficient use of curb space. This flexibility helps businesses and residents meet diverse needs while maintaining smooth traffic flow. Additionally, enforcing active loading zones is often more effective than the traditional time-limited parking, as it eliminates the need for timestamping or follow-up by officers after a set period. To further improve enforcement, camera and sensor technology is being used to identify double-parking and active loading zone violations, providing real-time notifications and dashboards for police. As the properties develop under the Bridge Street District (BSD) Code, there are criteria for parking and loading that must be met. 20 applications since the 2012 BSD Code was adopted have been reviewed against these criteria. All qualifying developments, which are commercial buildings 25,000 SF or more, have met those requirements set forth in the Code. No waivers have been granted. Curbside enforcement activities not only promote safety but also provide visibility and engagement opportunities with businesses and residents in downtown Dublin. The cost of enforcement and complaint response in 2024 was approximately $33,000. This Minutes of RECORD OF PROCEEDINGS Dublin City Council Meeting |OVERNMENT FORMS & SUPPLIES 844-224-3338 FORM NO, 10148 Held May 19, 2025 Page 14 of 21 20 Table 1. Technology Pilot Goals and Costs Vendor Technology Goals Cost Year lAutomotue Hard-wired cameras for on-street $75,000 | 2022 parking occupancy and duration | Solar cameras for on-street | | | Vane parking occupancy and duration | 942/000 | anize | Parking Garage vehicle counts + : | Park Pow API for dashboard $3,250/yr 2023-2025 | Park Nav _ Predictive model + app $15,600 2023 | Hard-wired cameras with safety pe monitoring and parking metrics G24 au | Hard-wired cameras for on-street | | _ UpCiti parking occupancy/duration and $27,000 2024 | noise monitoring + app | In-ground sensors for double | ie parking and overstays + app oe = Other communities have adopted similar technology to enhance their parking operations. For example, Westerville uses Fybr to share real-time parking availability with the public; however, the police department does not use Fybr for enforcement. Marysville leverages the same system to share parking space availability and to detect time-limited parking violations for enforcement purposes. Staff from Marysville have experienced some technology-related concerns with equipment not properly tracking the amount of time a vehicle occupied a parking space. While technology can alert Police to potential infractions, in Ohio, officers must verify the violation before issuing a citation. The City’s study team recommends that the real-time parking availability in the parking garage be displayed through dynamic signs, starting at the Rock Cress parking garage. Existing budgets will be used to implement this technology at the first garage. The technologies that prove successful will be extended to grow a robust resource for residents and visitors to know the best place to park and for enforcement to be focused and efficient. With the study goal of the current study to provide a more comprehensive understanding and management of curbside uses, including accessible parking, micro-transit, loading zones, rideshare, and other pick-up/drop-off activities, the study team developed recommendations using industry best practices and local community input for primary and secondary curb functions. The new PROWAG (Public Right-of-Way Accessibility Guidelines) requirements introduce a more context-sensitive approach to determining the number of accessible parking spaces. Rather than relying solely on a fixed ratio or standard, these guidelines take into account the number of parking spaces around the perimeter of a block. This approach acknowledges that the availability of accessible parking should be proportionate to the total number of spaces in the area, ensuring that accessible spaces are more evenly distributed and located in areas where they are most needed. At the March 17, 2025 City Council meeting, there was interest expressed in exploring the potential for restricting vehicular access along select streets within the study area. Longshore Street serves as a successful example during the summer months, hosting car- free events such as the Dublin Market, ForeFest, and other community activities. During the COVID-19 pandemic, Longshore Street was effectively transformed into a vehicle-free dining and pedestrian zone. As new walkable urban areas develop such as Metro Center and the West Innovation District, operational issues faced with Longshore Street should be considered, such as accessing parking garages and services. These events demonstrate the viability and public appeal of an Open Streets approach. Additionally, the Draft Dublin Sustainability Plan includes an action item to “identify locations for car-free or car-light zones that can be paired with high-density urban development to create a high-quality Minutes of RECORD OF, PROCEEDINGS blin City Council Meeting GOVERNMENT FORMS & SUPPLIES 844-224-3338 FORM NO. 10148 Held May 19,2025 Page 15 of 21 20 and safe pedestrian environment.” It is recommended that further study be conducted to evaluate the feasibility of implementing vehicle restrictions on designated streets within Downtown Dublin. During the March 7, 2025 City Council discussion, several related topics were rais including pedestrian safety along Riverside Drive, the organization of rideshare and micro-mobility services, and the integration of the ongoing EV Charging Study with the Curbside Management Plan. To enhance pedestrian safety, new electronic signs have been installed at the tw¢ signalized intersections along Riverside Drive within Bridge Park. These signs are designed to increase driver awareness and emphasize the obligation to yield to pedestrians in crosswalks. Additionally, the City will explore paver/pavement treatments to add contrast for drivers based on the Speed Management Program and Heightened Awareness Crosswalk Study/Crosswalk Treatment Guidelines, al with the evaluation of implementing leading pedestrian intervals (LPIs), which gi pedestrians a head start before vehicles receive a green signal, at these same intersections. To improve the efficiency of rideshare services, the City’s micro-transit provider h ed, ng been encouraged to use designated Active Loading zones for passenger pick-up and drop-off in Downtown Dublin. As the Veo micro-mobility fleet is deployed, these devices will offer a convenient last-mile option for residents and visitors traveling from parking garages to their destinations. Coordination with rideshare companie including Uber and Lyft, is also occurring to promote pick-up and drop-off locations in designated areas, away from higher volume roadways. As the EV Charging Plar progresses, findings and best practices from the Curbside Management Plan will be integrated to ensure coordinated and effective use of public curb space. Ms. Wawszkiewicz stated that Council members expressed a strong interest in expediting the implementation of the Curbside Management Action Plan at the March 17, 2025 meeting. There was also consideration for taking a phased approach, introducing changes incrementally rather than all at once. The following tiered recommendations outline a two-year implementation strategy: Year 1: 1. Prioritize Safety o Enforce against double parking violations, which pose risks to both drivers and pedestrians. o Focus on the operation, evaluation, and monitoring of Active Loading Zon o Enhance the pedestrian crossings across Riverside Drive with LED Yield to Pedestrian signs. 2. Enhance Accessibility o Implement the on-street accessible parking recommendations throughout study area. (propose in 2026-2030 CIP) 3. Adjust Existing Parking Time Limits (In-House) o Where 2-hour and 3-hour time limits currently exist for on-street parking: » Reduce limits to 1 hour on High Street and Longshore Street. « Standardize to 2 hours on all other streets within the study area, alig with curb typologies. 4. Implement Dynamic Parking Garage Displays o Install real-time parking space availability signs, starting at the Rock Cress parking garage. ($50,000 included in 2025 CIP) 5. Develop an education and outreach strategy. o Communications and Marketing to publicize the free parking garages and technology to help residents and visitors find the most appropriate places it park. the ned RECORD OF PROCEEDINGS , lin Ci il ; Minutes of Dub ty Counci Meeting OVERNMENT FORMS & SUPPLIES 844-224-3338 FORM NO. 10148 Held May 192025 Page 16-of 21 20 o Provide notice of curbside updates to local businesses first, and to the public at least one month before the change. 6. Explore Mobile Parking Technologies o Investigate solutions for real-time parking availability via mobile platforms. 7. Begin a Curbside Vendor and Food Truck Policy o Create clear guidelines for vendor operations in curbside spaces. (propose in 2026 Operating Budget). 8. Continue Technology Pilots ($120,000 budgeted in 2025 CIP) o Leverage apps and tools for enforcement. o Maintain momentum on existing initiatives and assess their effectiveness. oy Year 2: 1. Expand Time-Limited Parking o Implement 2-hour limits in areas where on-street parking is currently unrestricted. (In-House) o Include in Year 2 to ease change for residents and capture the effects of incremental change. 2. Promote 'Park-Once' Practices o Encourage connections between parking garages and mobility options such as scooters, bikes, e-bikes and micro-transit. 3. Assess Valet Parking Demand in Bridge Park o Review the recently reinstated business-led Historic District valet operatio' for reference. o Study the feasibility and potential benefits of a valet program in Bridge Park. 4. Prioritize Safety o Enhance the pedestrian crossings across Riverside Drive by evaluating alternative pavement treatments and LPI. (propose in 2026 CIP). 5. Pilot New Technologies o Identify and trial additional innovative curbside and parking technologies for operational efficiency and enforcement. (propose in 2026 CIP) 6. Study Open Streets Concepts o Coordinate with the Draft Dublin Sustainability Plan and evaluate the potential for temporary or permanent vehicle access restrictions to promote pedestrian zones. (propose in 2026 Operating Budget) =. D Ms. Wawszkwiecz stated that staff is seeking feedback from City Council on the revisions and proposed implementation plan. There were no public comments offered. Mayor Amorose Groomes invited Council members to comment on the three discussion questions provided by staff: 1. Is Council supportive of the condensed Action Plan? 2. Does Council desire to evaluate paid parking and related policies? 3. Are there additional considerations Council would like to be included in the Curbside Management Plan? o Ms. Kramb stated that she is supportive of the condensed action plan. However, s does not desire to pursue paid parking. She indicated the following consideration she would recommend be included in the Curbside Management Plan: 70 1. She believes active loading zones refer to commercial activities, not stopping tc pick up a coffee, She would suggest an educational campaign, perhaps using ¢ QR code to access information. A 5 or 10-minute parking sign would indicate that anyone could run inside for a carryout. 2. She is supportive of increasing the additional ADA parking spaces to the maximum needed. 3. She is supportive of de-criminalizing parking tickets, and she believes that should occur in Phase 1. Minutes of RECORD OF PROCEEDINGS Dublin City Council Meeting OVERNMENT FORMS & SUPPLIES 844-224-3338 FORM NO. 10148 Held May. 19,2025 Page 17 of 24 20 She is supportive of the proposed increase in parking time by one hour. She noted that there currently is an issue with the scooters being dropped off randomly, nowhere near a designated parking facility; this issue needs to be addressed. 6. She recommends the City look into how we can hold those employers accountable who are permitting their employees to park in the one-hour parking spots. She has frequently seen employees of one of the restaurants on North High Street exit the restaurant and enter their car, which is parked immediate out front. We need to educate the employers that they need to emphasize th need of parking in the parking garages to their employees and not utilizing th street parking spaces. 7. She does not believe the City should pay money to study the potential for paid parking. She believes that suggestion originated at the time we were told we did not need loading zones. Perhaps the parking study could be financed by the NCA. ws oo Ms. Fox stated that she is supportive of some portions of the condensed action plan. She believes Bridge Park will always experience double parking, because of the way it is designed. She is supportive of designated loading zones. Perhaps appropriate signage can be used. However, there are limited loading zones and alleys in Bridge Park, which means trucks will double park to unload. That is typical urban life. In regard to signage that defines a loading zone, she prefers the LED signs. She is supportive of increasing the number of ADA spaces and of the proposed parking time limits. In regard to the proposals for the parking garage, she is supportive o the technology that designates parking space vacancies on a daily basis. Often, developers are given parking spaces in the parking garages with the explanation that there is a significant amount of space still available. It would be helpful for P’ to know if there really is a large amount of space in the parking garage and when the spaces are being used. If that data is true, it would be helpful to Planning anc Zoning to know as it makes related decisions. She believes the cost of the parkin space availability technology is only $2,350 versus all the other more expensive technologies. She would be supportive of distribution of brochures at the Saturda market regarding the loading zones or placement of sandwich boards indicating parking. She agrees with the suggestion to discuss the parking issue with employers whose employees are using the street parking. She does not believe the City should spend any more money on studies; we have already spent over $500,000 on parking studies. We can evaluate the level of success as we move forward, and if we need| to add some technologies later, she would be supportive of adding them later. She appreciates that they are looking forward to the future in regard to loading/unloading zones in new areas. She believes that valet parking is under us but it is needed because this is an entertainment district. We will need it at COhatch, when it opens. Dublin is a city of older residents, so valet parking should be made available. In regard to the Dublin Connector and micro-transit, the City survey indicates that mass transportation is not used significantly. We need to identify ways to encourage the use of micro-transit to transport people to various destinations. Other than those suggestions, she believes this is a good plan. NS fe) ©. oO a Mr. Reiner stated that he is supportive of the condensed Action Plan. He is not supportive of paid parking due to the expense and the hassle in handling it. In addition, Dublin has a reputation of being a city with free parking. Currently, that is an advantage that Dublin has over other communities, such as the Short North in Columbus, where parking is an issue. He noted that during the pandemic, the Duk implemented a European dining experience in limited areas. He would like the City to consider dedicating one downtown block for that purpose. This is common in Europe, so it is very doable. He appreciated the map that shows designated temporary parking spaces for businesses. n Minutes of RECORD OF PROCEEDINGS Dublin City Council Meeting GOVERNMENT FORMS & SUPPLIES 844-224-3338 FORM NO. 10148 Held May 19, 2025 Page 18 of 24 20 5 fo) Mr. Keeler stated that Dublin does not have a lack of parking spaces, but people not know where to park. He is opposed to paid parking anywhere. He believes implementing signage that indicates number of available parking spaces at the parking garage entrance would be very helpful. It will serve as a psychological trigger to passing vehicles. Signage indicating free, readily available parking spaces would encourage people to park in the garage. He agrees with the other comments about active loading zones. He has always considered those spots to be intended for delivery vehicles, not for him to grab a coffee. It is important to have loading zones for trucks, so they do not block traffic. It would also be convenient to have a spot that is available for 5, 10 or 15 minutes. He believes many do not go to Bridge Park because of its inconvenience; the more convenient it can be made, the better. Ms. De Rosa stated that she is in agreement with everything her colleagues have said. She is very supportive of the condensed action plan. She agrees that the Cit should not invest any more time or money in considering paid parking at this tim She is supportive of adding technology to designate available parking spaces in the parking garages. She is supportive of trying it in one place rather than conducting further study. She likes the suggestion for “no traffic” streets, which were very successful during the pandemic. That would create more business for the restaurants. She would be supportive of resurrecting the earlier idea for a bicycle rack program in Bridge Park, where the City would supply the racks if businesses would implement them. a oF Vice Mayor Alutto stated that she is supportive of the condensed action plan, particularly with the ADA spaces. She is not supportive of evaluating a paid parking option at this time. It can be considered at a later time, if there should be a need She is supportive of adding the dynamic parking garage display and also of de- criminalizing parking tickets. She is supportive of moving forward with the proposed action plan. Mayor Amorose Groomes stated that she is largely in agreement with her fellow Councilmembers. She is supportive of the condensed action plan. However, she is supportive of considering a paid parking option. If the City is going to monitor its parking situation, we should attempt to have some cost recovery for that. In rega to other considerations, she would like to see the City move forward on the EV (electrical vehicle) charging plan. There are a sufficient number of electric vehicle to warrant providing availability for customers to charge their vehicles while they visiting the area. There are various technologies available to be sure we are accomplishing our goal. She agrees with Mr. Keeler on the psychological benefit of adding available parking space technology at the parking garage entrance. a on Mayor Amorose Groomes inquired if staff had received the input needed, or if additional clarity is needed. Ms. Wawszkiewicz summarized the feedback she had heard: Council members are supportive of the condensed action plan. The majority of Council is not supportive of pursing a paid parking option at this time, unless major changes occur. Council is supportive of a focus on the education regarding the loading zones, de- criminalization of parking tickets and supportive of the one and two-hour parking limits and advancing the ADA parking. Ms. Fox inquired if valet parking was already covered in the plan. Ms. Waszkiewicz responded affirmatively. Valet parking has already been reinstated in the Historic Dublin area, and the option of adding it to Bridge Park will be evaluated. Mayor Amorose Groomes thanked staff for the presentation. To: Members of Dublin City Council From: Megan O’Callaghan, City Manager Date: May 13, 2025 Initiated By: Michael E. Barker, Deputy City Manager Jean-Ellen Willis, P.E., Director of Transportation & Mobility Justin Páez, Chief of Police Greg Lattanzi, Deputy Chief of Police Sarah Tresouthick Holt, AICP, ASLA, Senior Planner Tina Wawszkiewicz, P.E., Deputy Director of Transportation & Mobility Re: Downtown Dublin Curbside Management Plan Revisions Summary Based on the feedback and input at the March 17, 2025 City Council meeting, staff reviewed the draft Curbside Management Plan with respect to the direction and questions received on accessible parking, loading zones and enforcement. The action plan was also revised to accelerate the implementation. Well-managed curbs allow for efficient access to businesses, facilitate deliveries, support public transportation, and provide safe spaces for pedestrians. When curbs are underutilized or mismanaged, it can lead to congestion, lost opportunities for businesses, and reduced economic activity. Properly designed curb management strategies can boost local commerce, attract investment, improve the quality of life, and contribute to the City’s overall economic vitality. The current Curbside Management study builds on the City Council discussion from 2019. A recommendation for an on-street paid parking pilot program in Bridge Park East did not receive City Council support and therefore was not advanced at that time. If pricing is to be considered moving forward, a separate study is recommended to assess the current need, establish rates and understand the economic implications. Background Curbside Management for Downtown Dublin was discussed at three City Council work sessions and two Public Services Committee (PSC) meetings from 2016 to 2019 before recommendations were presented at the September 9, 2019 City Council meeting. Council Work Session April 18, 2016 Council Work Session June 19, 2017 Council Work Session Sept 17, 2018 PSC Meeting June 12, 2019 PSC Meeting Aug 7, 2019 Council Meeting Sept 9, 2019 Council Meeting March 17, 2025 Office of the City Manager 5555 Perimeter Drive • Dublin, OH 43017 Phone: 614.410.4400 Memo Downtown Dublin Curbside Management Plan Revisions May 13, 2025 Page 2 of 12 At the April 18, 2016 Council Work Session, initial findings from the Walker Parking Consultant strategic business plan for Dublin’s parking assets were discussed. A proposal for a $1-per-hour, fee-based on-street metered parking system in the Bridge Street District, beginning with Bridge Park East was presented. The system, developed in collaboration with Walker Consultants, aimed to improve parking turnover, better manage space usage, and support long-term growth. Council recommended reducing the maximum parking duration from 12 hours to two hours, limiting the number of installed street meters along the street, and requested additional information on pricing. In response, Nelson Nygaard, also performing the City’s Mobility Study, was tasked with drafting a Downtown Dublin Parking Study that was discussed at the June 19, 2017 Council Work Session. The draft study offered a toolkit and strategies for short-term and immediate parking management improvements across Downtown Dublin, including Historic Dublin and Bridge Park. While new parking garages had opened in Bridge Park, Historic Dublin still relied on private lots, requiring solutions focused on awareness and coordination. A mobile app option was introduced to eliminate the need for traditional meters. The parking study continued to evolve and was discussed again at the September 17, 2018 Work Session. The Rock Cress parking garage had recently opened, and it was estimated that one-third of Bridge Park visitors were arriving via rideshare services like Uber and Lyft. Council directed staff to issue a Request for Proposals (RFP) for a six-month, app-based paid parking pilot in Bridge Park East, emphasizing a cost-neutral implementation and future scalability. The Public Services Committee was tasked with overseeing the RFP process. Four proposals were received and reviewed at the June 12, 2019, Public Services Committee meeting. After interviews with the two top vendors, staff recommended ParkMobile. A ParkMobile representative presented their mission and product. Next steps included creating an enterprise fund, decriminalizing parking violations, and establishing a rate structure. Concerns were raised about data privacy and the potential costs of enforcement and signs, prompting the Committee to request a revised proposal for further review by the Public Services Committee and prior to advancing a recommendation to the entire Council. At the August 7, 2019, Public Services Committee meeting, discussions focused on pilot costs, public education, data privacy, and the need for a comprehensive curbside management plan. There was also consideration of extending the pilot to the west side of the river and noting that parking demand data had been collected before the Rock Cress garage opened. The next steps, if approved by Council, were to finalize the contract, collaborate with stakeholders and the public, and work with ParkMobile on branding and signs. The Committee unanimously voted to recommend to City Council (1) to move forward with the pilot for the east side of the river and (2) conduct outreach to the west side of the river before moving forward with the project in the Historic District. At the September 9, 2019 City Council meeting, Council members raised broader concerns about paid parking and emphasized the need for a more comprehensive understanding and management of curbside uses, including accessible parking, micro-transit, loading zones, rideshare, and other pick-up/drop-off activities. The discussion also highlighted the need to track usage of the Rock Cress garage and on-street parking through technology and to increase public awareness that garage parking is free. Downtown Dublin Curbside Management Plan Revisions May 13, 2025 Page 3 of 12 The recommendation for an on-street paid parking pilot program in Bridge Park East did not receive City Council support and therefore was not advanced: Pursuant to the recommendations of the Public Services Committee, staff requests City Council authorize staff to proceed with the implementation of the Mobile-Only Parking Management System Pilot Program in Bridge Park - East and engage ParkMobile as the technology partner for this pilot. Shortly after that discussion, the onset of Covid-19 reduced overall parking demand but significantly increased curbside usage. The pandemic’s “lockdown” phase intensified and complicated curbside vehicle demand, as consumer behavior shifted toward delivery-based shopping and dining. With indoor public gatherings restricted, millions of new users turned to services like DoorDash and UberEats, which had already been gaining market share before the pandemic. In addition, retail delivery services such as Amazon grew and competed for limited curb space. During the pandemic, portions of Longshore Street were converted to dining areas, accommodating the unique conditions at that time. After Longshore Street reopened to vehicular travel and parking habits began to resume, a request for proposals was issued, and the study that is currently underway was initiated in 2022. The RFP framed the need for a framework for curb uses and technology pilots in response to the Council's direction above, and did not contemplate paid parking. Curb Management and Economic Development Economic development is closely linked to the management and use of curbs in urban areas. Curbs play a critical role in the flow of goods, services, and people, which are all essential for thriving local economies. Curb space is valuable, and demand is increasing across the nation with the rise of e-commerce and delivery services. Well-managed curbs allow for efficient access to businesses, facilitate deliveries, support public transportation, and provide safe spaces for pedestrians. When curbs are underutilized or mismanaged, it can lead to congestion, lost opportunities for businesses, and reduced economic activity. Properly designed curb management strategies can boost local commerce, attract investment, improve the quality of life, and contribute to the City’s overall economic vitality. The study areas, both east and west of the river, have evolved with an urban layout that prioritizes a vibrant pedestrian realm, featuring wide walkways and lively storefronts that bring activity to the street. This design creates an inviting, people-friendly environment that supports economic development, fosters a strong sense of community, and enhances the overall urban experience without interruption by loading docks and large truck circulation areas. In order to support this vision, flexibility at the curb is necessary for loading and parking activities. Curb flexibility and curb turnover are closely linked. Downtown Dublin businesses have persistently struggled with a lack of curb turnover. The current study confirms this trend identified in the earlier studies, showing that on-street parking, particularly along Longshore Street and North High Street, is consistently full throughout the day, and that double parking is a common occurrence. Figure 1. Parking value by capacity and convenience Downtown Dublin Curbside Management Plan Revisions May 13, 2025 Page 4 of 12 The previous study set a target of 15 percent on-street parking availability to ensure efficient operation and turnover at the curb, supporting both business needs and customer convenience. The number of people served per hour at the curb changes dramatically based on the designation, as shown in Figure 1. The curbside management plan prioritizes the value of the curb, reserving the highest value on- street parking for high-turnover short-term parking, side streets for medium-term parking and parking lots and garages for extended stays. Double parking poses a safety risk, particularly for pedestrians. When trucks and vans double park on or near crosswalks, they obstruct visibility and block intended walking paths, creating potential conflict points that would otherwise not exist if vehicles were parked properly at the curb. The data from the current parking study shows that 80 percent of the double parking occurred when curb parking was unavailable, leading drivers to use travel lanes to complete their tasks. Due to the safety concerns, enforcement efforts have been advanced to deter this behavior. Officers have emphasized the importance of freeing up curb space for active loading, to enforcing double parking violations which improves safety and traffic flow. The installation of the Active Loading Only signs on Longshore Street and North High Street was paired with education and outreach. The sign message follows best practices across the country, is enforceable and adheres to the language established in City Code § 76.07. The signs also allow for flexibility, as the need for active loading zones extends beyond deliveries. These zones support a range of other activities, including: • Parcel drop-offs • Micro-transit stops • Mobile order pick-ups - commercial and individual • Passenger loading and unloading – commercial, rideshare and individual • Anyone making a quick stop, like grabbing a coffee, is also welcome to use these zones. As properties develop under the Bridge Street District (BSD) code, criteria for parking and loading must be met. These are essential parts of business function, hence they are reviewed in detail per the Bridge Street District Code: On-street parking spaces may be counted toward meeting the minimum loading space requirement for a parcel provided that the spaces meet the same requirements for parking location as described in §153.065(B) (1)(b)(3), and subject to approval as part of a required parking plan demonstrating that the on-street spaces are of adequate size, number and availability to serve the intended delivery vehicle(s) without creating conflicts with surrounding vehicular, bicycle or pedestrian traffic and circulation. The Code provides the numeric requirements to address loading and parking. Twenty applicable cases have been reviewed against this criterion since the BSD code was adopted in 2012 against the above loading space requirements; all fulfilled the requirement to designate loading areas. None were granted waivers. There has been a substantial surge in curbside use since Covid-19. Downtown Dublin Curbside Management Plan Revisions May 13, 2025 Page 5 of 12 The Curb Management Study provides the strategic methodologies to make the curb function as envisioned. As the specific use of the zone changes by time of day between food/drink deliveries in the morning, package/parcel deliveries and picks in the afternoons, and micro-transit, rideshare and food order pickups in the evenings; the need for short-turnover parking remains constant. A simple "Active Loading Only" sign allows a single zone to serve multiple purposes, streamlining the process and ensuring efficient use of curb space. This flexibility helps businesses and residents meet diverse needs while maintaining smooth traffic flow. Additionally, enforcing active loading zones is often more effective than time-limited parking, as it eliminates the need for timestamping or follow-up by officers after a set period. To further improve enforcement, camera and sensor technology is being used to identify double-parking and active loading zone violations, providing real-time notifications and dashboards for police. Enforcement Background and Previous Recommendations The City has received periodic complaints regarding double parking, particularly along N High Street and Longshore Street, where blocked travel lanes have created safety concerns for both pedestrians and motorists. A low number of crashes on Longshore Street have also been attributed to double parking. Figure 2. Safety issues caused by double parking: blocking pedestrian routes and visibility To address these concerns, officers from the Community Impact Unit and the newly established Business District Unit are actively promoting safety through targeted enforcement of double parking violations. Technology from the study pilots is also being used to increase enforcement efficiency, through email notifications and apps. Since these Units are often on foot or bicycle in the area, the mobile apps have proven to be particularly helpful. Officers are using the app from Fybr and worked with Upciti to create a similar solution unique to Dublin. The current study recommends time limited parking be reduced from the existing 2-hour and 3- hour limits to 1-hour along High Street and Longshore Street, and the balance of the on-street time-limited parking be shifted to 2-hours. This is consistent with data collected over the course of the study period showing the majority of drivers comply with time-based restricted parking, staying for an average of one hour. To date, enforcement efforts have primarily focused on safety-related parking issues—such as double parking and loading zone overstays—rather than on time-limit violations. The study's parking experts suggest continuing this approach, since parking shortages are limited to just a few streets. Paid parking is not currently identified as a tool for the Curbside Management Plan. As Downtown Dublin Curbside Management Plan Revisions May 13, 2025 Page 6 of 12 parking on side streets starts to become as busy as Longshore Street and N High Street, enforcing time limits and possibly introducing paid parking may become more useful. Before any paid parking is introduced, it will need strong backing from the community, local businesses, and property owners to succeed. The current parking code in Dublin’s Codified Ordinances is contained in Chapter 76, and parking tickets are a criminal offence, as defined in § 70.99, 76.01, 76.02, 76.05, 76.10, 76.12. Only police officers are able to enforce parking in the public right-of-way, and prioritize safety and complaint- driven parking issues, as time allows. These activities provide visibility to the businesses and residents and are opportunities for engagement and setting expectations in Downtown Dublin. The cost of enforcement and complaint response in 2024 was approximately $33,000. This cost analysis from 2024 included complaint- driven and safety-related offense enforcement/response only. The majority of complaints involved double parking or blocked travel lanes, which directly support the City's safety enforcement priorities. Non-safety-related parking issues are also addressed, usually complaint-driven, based on available resources and prioritization. Expanding enforcement responsibilities to include a broader range of parking violations would significantly increase costs if handled by law enforcement officers. If the City Council ultimately reaches a consensus to enhance compliance with parking time limits through additional measures, including the potential implementation of paid parking, further study is recommended. Since the recommendations from the 2018 parking study were not implemented at the time, they will require reassessment and refinement to reflect current conditions. This process would also involve clearly defining the roles and responsibilities of relevant City departments and divisions. As a starting point, the enforcement process and associated costs for time-limited parking were reviewed based on the findings of the 2018 study: 1. Decriminalization of parking tickets to allow enforcement activities to be conducted outside of the Police Department and sworn officers, allowing for flexibility, task prioritization and potential cost savings. 2. Once decriminalized, the earlier study recommended staffing for parking enforcement consisting of the following roles: • Parking Program Manager: oversees the overall parking program, including engaging with City staff in various departments to ensure alignment of related programs and policies. • Parking Manager: oversees staff directly involved in parking management. To the extent that “all things parking” are not under the same department, this person’s role becomes a Parking Program Manager, overseeing some direct staff, but also spending much time working with other departments/staff. • Parking Enforcement Manager: oversees enforcement staff. This could be a role within the Police Department, whether a fully sworn-in officer or one of the staff positions created for parking enforcement. • Parking Ambassadors: interact with the people parking on the street. These ambassadors present a welcoming/greeting presence to residents and visitors. They engage with the public in a friendly manner, provide parking information and guidance, and take an educational approach to enforcement that de-emphasizes ticketing as the Downtown Dublin Curbside Management Plan Revisions May 13, 2025 Page 7 of 12 primary means to increasing compliance. One full-time employee and two part-time Parking Ambassadors are recommended. The following potential schedule was presented in the 2018 study. For specialized staff, not fully sworn officers, the average salary is expected to be around $50,000, or $20 to $25, per hour. 3. The 2018 study also recommended the purchase of a handheld license plate reader (LPR) for enforcement purposes. This could be reviewed with tools that have been tested through the more recent technology pilots to understand which solutions would be the most effective. Note that even with the paid parking pilot suggested in the 2018 study, time-limited parking enforcement activities are expected to be subsidized, as revenues following the introduction of paid parking would be modest for some time. An enterprise fund and a robust resident, business and stakeholder public involvement and communications plan would also need to be established. Technology Pilots and Costs Technology pilots were designed to understand the parking demand and compliance for on-street and off-street parking, and to test the effectiveness and accuracy of the leading technologies. The cost of the 12-month technology pilots ranged significantly, as shown in Table 1, and was capped at $75,000 for each company. Active pilots include the Park Pow subscription, which provides the real-time parking availability in the Rock Cress parking garage; the UpCiti pilot includes cameras and noise monitoring equipment; and Fybr with in-ground sensors for double parking and overstays. The pilots were conducted within the approved budgets through the Smart Parking Infrastructure project in the CIP, with $300,000 allocated in 2022, $200,000 in 2023, $175,000 in 2024, and $120,000 in 2025. The data from these pilots populate the live parking availability metrics on the Mobility webpage. Other pilots have included Park Nav, a predictive model and mobile technology; Vade with solar powered cameras; and Automotus was a camera based solution for on-street occupancy and duration with mode type detection. A new pilot led by Derq is deploying cameras with safety monitoring and parking metrics. Table 1. Technology Pilot Goals and Costs Vendor Technology Goals Cost Year Automotus Hard-wired cameras for on-street parking occupancy and duration $75,000 2022 Vade Solar cameras for on-street parking occupancy and duration $42,000 2022 Park Pow Parking Garage vehicle counts + API for dashboard $3,250/yr 2023-2025 Park Nav Predictive model + app $15,600 2023 Derq Hard-wired cameras with safety monitoring and parking metrics $75,000 2024 UpCiti Hard-wired cameras for on-street parking occupancy/duration and noise monitoring + app $27,000 2024 Fybr In-ground sensors for double parking and overstays + app $25,000 2024 Downtown Dublin Curbside Management Plan Revisions May 13, 2025 Page 8 of 12 Other communities have adopted similar technology to enhance their parking operations. For example, Westerville uses Fybr to share real-time parking availability with the public; however, the police department does not use Fybr for enforcement. Marysville leverages the same system to share parking space availability and to detect time-limited parking violations for enforcement purposes. Staff from Marysville have experienced some technology-related concerns with equipment not properly tracking the amount of time a vehicle occupied a parking space. While technology can alert Police to potential infractions, in Ohio, officers must verify the violation before issuing a citation. The study team recommends that the real-time parking availability in the parking garage be displayed through dynamic signs, starting at the Rock Cress parking garage. Existing budgets will be used to implement this technology at the first garage. The technologies that prove successful will be extended to grow a robust resource for residents and visitors to know the best place to park and for enforcement to be focused and efficient. Curbside Management Plan and PROWAG With the study goal of the current study to provide a more comprehensive understanding and management of curbside uses, including accessible parking, micro-transit, loading zones, rideshare, and other pick-up/drop-off activities, the study team developed recommendations using industry best practices and local community input for primary and secondary curb functions. The recommended primary curb functions, including accessible parking spaces, are shown in Figure 3. The new PROWAG (Public Right-of-Way Accessibility Guidelines) requirements introduce a more context-sensitive approach to determining the number of accessible parking spaces. Rather than relying solely on a fixed ratio or standard, these guidelines take into account the number of parking spaces around the perimeter of a block. This approach acknowledges that the availability of accessible parking should be proportionate to the total number of spaces in the area, ensuring that accessible spaces are more evenly distributed and located in areas where they are most needed. Table 2. PROWAG Accessible On-Street Parking Figure 3. Recommended Primary Curb Function Downtown Dublin Curbside Management Plan Revisions May 13, 2025 Page 9 of 12 By considering the perimeter of a block, the guidelines encourage the creation of accessible parking spaces that are strategically placed for maximum convenience and utility, rather than focusing on just the immediate vicinity of a building or entryway. This shift aims to provide greater accessibility for all individuals by ensuring that accessible spaces are located in a manner that minimizes travel distance and provides more equitable access to different parts of a district. This more dynamic method of planning reflects a broader, more holistic understanding of accessibility within the urban environment. PROWAG requires that standard-sized accessible parking spaces be located nearest existing crosswalks with curb ramps. If not, accessible on-street parking spaces must be widened. The study recommends leveraging the robust infrastructure that is already in place by adding accessible parking in areas where widening the roadway or parking spaces is not required. Open Streets Concept At the March 17, 2025 City Council meeting, there was interest expressed in exploring the potential for restricting vehicular access along select streets within the study area. Longshore Street serves as a successful example during the summer months, hosting car-free events such as the Dublin Market, ForeFest, and other community activities. During the COVID-19 pandemic, Longshore Street was effectively transformed into a vehicle-free dining and pedestrian zone. As new walkable urban areas develop such as Metro Center and the West Innovation District, operational issues faced with Longshore Street should be considered, such as accessing parking garages and services. These events demonstrate the viability and public appeal of an Open Streets approach. Additionally, the Draft Dublin Sustainability Plan includes an action item to “identify locations for car-free or car-light zones that can be paired with high-density urban development to create a high-quality and safe pedestrian environment.” It is recommended that further study be conducted to evaluate the feasibility of implementing vehicle restrictions on designated streets within Downtown Dublin. Pedestrian Safety, Rideshare, and EV Charging Coordination During the City Council discussion, several related topics were raised, including pedestrian safety along Riverside Drive, the organization of rideshare and micro-mobility services, and the integration of the ongoing EV Charging Study with the Curbside Management Plan. To enhance pedestrian safety, new electronic signs have been installed at the two signalized intersections along Riverside Drive within Bridge Park. These signs are designed to increase driver awareness and emphasize the obligation to yield to pedestrians in crosswalks. Additionally, the City will explore paver/pavement treatments to add contrast for drivers based on the Speed Management Program and Heightened Awareness Crosswalk Study/Crosswalk Treatment Guidelines, along with the evaluation of implementing leading pedestrian intervals (LPIs), which give pedestrians a head start before vehicles receive a green signal, at these same intersections. To improve the efficiency of rideshare services, the City’s micro-transit provider has been encouraged to use designated Active Loading zones for passenger pick-up and drop-off in Downtown Dublin. As the Veo micro-mobility fleet is deployed, these devices will offer a convenient last-mile option for residents and visitors traveling from parking garages to their destinations. Coordination with rideshare companies, including Uber and Lyft, is also occurring to promote pick-up and drop-off locations in designated areas, away from higher volume roadways. In the 2018 study, it was estimated that one- third of visitors arrived via rideshare providers. Downtown Dublin Curbside Management Plan Revisions May 13, 2025 Page 10 of 12 As the EV Charging Plan progresses, findings and best practices from the Curbside Management Plan will be integrated to ensure coordinated and effective use of public curb space. Condensed Action Plan for Curbside Management Council members expressed a strong interest in expediting the implementation of the Curbside Management Action Plan at the March 17, 2025 meeting. There was also consideration for taking a phased approach—introducing changes incrementally rather than all at once. The following tiered recommendations outline a two-year implementation strategy: Year 1: 1. Prioritize Safety o Enforce against double parking violations, which pose risks to both drivers and pedestrians. o Focus on the operation, evaluation, and monitoring of Active Loading Zones. o Enhance the pedestrian crossings across Riverside Drive with LED Yield to Pedestrian signs. (√ completed) 2. Enhance Accessibility o Implement the on-street accessible parking recommendations throughout the study area. (propose in 2026-2030 CIP) 3. Adjust Existing Parking Time Limits (In-House) o Where 2-hour and 3-hour time limits currently exist for on-street parking: Reduce limits to 1 hour on High Street and Longshore Street. Standardize to 2 hours on all other streets within the study area, aligned with curb typologies. 4. Implement Dynamic Parking Garage Displays o Install real-time parking space availability signs, starting at the Rock Cress parking garage. ($50,000 included in 2025 CIP) 5. Develop an education and outreach strategy o Communications and Marketing to publicize the free parking garages and technology to help residents and visitors find the most appropriate places to park. o Provide notice of curbside updates to local businesses first, and to the public at least one month before the change. 6. Explore Mobile Parking Technologies o Investigate solutions for real-time parking availability via mobile platforms. 7. Begin a Curbside Vendor and Food Truck Policy o Create clear guidelines for vendor operations in curbside spaces. (propose in 2026 Operating Budget) Downtown Dublin Curbside Management Plan Revisions May 13, 2025 Page 11 of 12 8. Continue Technology Pilots ($120,000 budgeted in 2025 CIP) o Leverage apps and tools for enforcement o Maintain momentum on existing initiatives and assess their effectiveness. Year 2: 1. Expand Time-Limited Parking o Implement 2-hour limits in areas where on-street parking is currently unrestricted. (In-House) o Include in Year 2 to ease change for residents and capture the effects of incremental change 2. Promote 'Park-Once' Practices o Encourage connections between parking garages and mobility options such as scooters, bikes, e-bikes and micro-transit. 3. Assess Valet Parking Demand in Bridge Park o Review the recently reinstated business-led Historic District valet operation for reference. o Study the feasibility and potential benefits of a valet program in Bridge Park. 4. Prioritize Safety o Enhance the pedestrian crossings across Riverside Drive by evaluating alternative pavement treatments and LPI. (propose in 2026 CIP) 5. Pilot New Technologies o Identify and trial additional innovative curbside and parking technologies for operational efficiency and enforcement. (propose in 2026 CIP) 6. Study Open Streets Concepts o Coordinate with the Draft Dublin Sustainability Plan and evaluate the potential for temporary or permanent vehicle access restrictions to promote pedestrian zones. (propose in 2026 Operating Budget) Another consideration, if there is consensus, is to evaluate the need for paid parking and related policies: o Evaluate outcomes from Year 1’s Active Loading Zones. o Reassess the need for paid parking based on demand data reaching 85% across the districts for the majority of the day. o If supported, initiate a formal study to determine appropriate paid parking rates and curbside management strategies: Engage in a new study to evaluate the current need and develop a strategy for paid parking Review details and recommendations from the 2018 parking study: Downtown Dublin Curbside Management Plan Revisions May 13, 2025 Page 12 of 12 Decriminalize parking violations through code revisions, including § 70.99, 76.01, 76.02, 76.05, 76.10, 76.12 Evaluate staffing needs: 1 full-time, 2 part-time employees, plus support Establish an enterprise fund Select supportive technology Develop robust resident, business, and stakeholder public involvement/ communications plan Recommendation Staff is seeking feedback from City Council on the following discussion questions: 1. Is Council supportive of the condensed Action Plan? 2. Does Council desire to evaluate paid parking and related policies? 3. Are there additional considerations Council would like to be included in the Curbside Management Plan? Dublin City Counci RECORD OF PROGEEDINGS Minutes of Meeting OVERNMENT FORMS & SUPPLIES 644-224-3508 FORM NO, 10146 Held March 17,2025 Page 13 of 23 20 Amorose Groomes’ question regarding whether it is real stone, Mr. Krawetzki stated that it is real stone that is being used. Vote on the Resolution: Mayor Amorose Groomes, yes; Mr. Reiner, yes; Mr. Keeler, yes; Vice Mayor Alutto, yes; Ms. Fox, yes; Ms. Kramb, yes; Ms. De Rosa, yes. Resolution 22-25 Adopting the Holiday Market Feasibility Study Final Report Vice Mayor Alutto introduced the resolution. Ms. Goliver stated that Council reviewed the draft feasibility study at the March 3 Council meeting and in response to Council’s feedback, three amendments have been made to the final report. The amendments are: e Clarifying that the $50,000 initial investment toward décor is in addition to the existing decorations that the City funds annually; e The Operator Scope of Service was updated to include “demonstrated experience in developing a distinctive and engaging identity tailored specifically to Dublin for the Market;” and e Minor grammatical edits to the final report. Staff recommended approval. There were no public comments. Vote on the Resolution: Vice Mayor Alutto, yes; Mayor Amorose Groomes, yes; Ms. De Rosa, yes; Ms. Fox, yes; Mr. Keeler, yes; Ms. Kramb, yes; Mr. Reiner, yes. OTHER BUSINESS e Downtown Dublin Curbside Management Parking Report Ms. Wawszkiewicz introduced Tom Brown from Nelson/Nygaard to present the progress on the Downtown Curbside Management Plan. Mr. Brown stated that this is a multi-year study. He spoke to the origin of the study and the increased competition for curbside spaces within downtown districts as well as an increase in the amount of UPS, FedEx and Amazon trucks. There has also been an increase in other uses that were not there 20 years ago, such as scooters and shared bikes. Many cities are seeing an expanding and more diversified demand for curbside spaces. Parking is critical to downtown economic development and growth. The best practices for curbside management, when looking at the downtown district as a whole, include: e On-street parking along primary streets for quick visits; e Side streets for up to 2 hours; and e Parking garages for longer stays. The system works better if most parking activity can be absorbed off-street to reduce the pressure on those curbs and particularly to reduce pressure on the primary streets. Mr. Brown shared an illustration of the existing conditions including an inventory of curbside spaces by regulation. RECORD OF PROCEEDINGS blin City Council Minutes of Meeting GOVERNMENT FORMS & SUPPLIES 844-224-3338 FORM NO. 10148 Held March 17, 2025 Page 14 of 23 20 (A) Publ Parkins Lot or Gerace Parking On Existing ===" oe Conditions =~"... Historic ggg 1,265 — Mowxceyde Only Dublin Review cai Bridge G99 841 3,540 en Par) sum 793 3,912 4,705 Existing x 4 Parking Regulations = $ Sustainable | Connected | Resilient Q| After identifying the existing inventory of curbside spaces, the study shifted to how people use the resources. He stated that by 10:00 a.m., streets are already filling up. The garages are underutilized and show under 70% full toward midday. This tends to be the period of a typical week when most downtowns see the most parking activity. This reveals the hierarchy of preference of those looking for a parking space. Availability remains at all times in these parking structures. The key findings in reviewing the existing conditions were: e Availability remains during all times of the day; e Uneven balance results in high demand areas; e Sets up a management opportunity; Recent return of Historic Dublin valet service; and Increased interest in curbside vendors. Mr. Brown stated that data analysis was completed to enable stakeholders, users of the parking, residents, businesses, etc., to gain perspective on the parking conditions. The outreach was a multi-step process including a survey of residents, business owners and property owners. Focus groups were also used to have short discussions with business owners, mobility providers and other stakeholders. Increasingly, cities are not only adopting curbside management plans but are interested in adopting technology as well. These technologies help the City understand what is going on at their curbs in these areas. This was a core aspect of the study that was designed by the City. The study team decided to conduct pilots that did two key things: provide data and information on curbside activity and capture the availability that is in the parking garages and communicate that availability to the public. RECORD OF PROCEEDINGS Dublin City Council Minutes of Meeting —__________ GOVERNMENT FORMS & SUPPLIES 844-224-3568 FORM NO. 10748 Held March 17,2025 Page 15 of 23 20 Initial Technology Pilots Company Tech Pros Cons : VADE Automotus Hard-wired + Counts by mode, - Power : @parknav * cameras including non- requirements | i ee motorized + Tree occlusion cs el" \ Vade Solar + Easy install + Out of No Ee cameras business 3 Park Nav Predictive + No infrastructure + Not accurate No Oot tl 3 model + Not intuitive : Park Pow Vehicle + Existing +Long Yes Ap evaluation Count infrastructure fa DU ne period »Vade a ———— falco’ - ~ — —Atomots Sustainable | Connected | Resilient Ta Park Nav ParkPow emerged as the most successful pilot. It used cameras that were place in or already in the Rock Cress Garage to capture entrance and exit activity and keep a running tally of the number of cars in the garage at any given time. Today, the City is looking at three new vendors, one of which uses sensors that are embedded in the pavement of the roadway and sense vehicle activity above them and provide data points to the City. Next steps regarding these technology pilots include: e Promote parking availability through mobile technology and dynamic signs (informing the public of spaces available within the parking garages); e Additional tech pilots and initiatives, including safety monitoring; e Micromobility program and service provider data; and e Noise monitoring (UpCity Technology has the capacity to capture noise levels and alert the City when noise levels are getting high). Mr. Brown shared the Curbside Management Plan with a five typologies that define the different types of streets based on the people, how they use the streets and their optimal functions for a cohesive set of curbs within the district. Curbside Management Plan Curb Typology ee Primary Secondary Flats , 7 ° Comm/Passenger =, Public Space/ a ee 2 5 o. C i Pa: Comm/Passenger "im. Ss is % =m ~S } scenes . ° = r Comm/Passenger & comm Se # g, é Zone “Public Space/ & Active Mobility Buffer: a) Activation — Sustainable | Connected | Resilient (J He stated that there is a limited amount of curbside spaces, so the goal is to get to a point where each block is focusing on a specialty that it does best to provide a cohesive and effective system. He reviewed the first three of the five types: Minutes of RECORD OF PROCEEDINGS Dublin Ci ublin City Council iceding GOVERNMENT FORMS & SUPPLIES 844-224-3338 FORM NO. 10148 Held March 17,2025 Page 16 of 23 20 e Main Street: The primary use of these streets are for commercial and passenger loading. The secondary use of these streets would be for public space and activation. e Off Main Street: The primary use should be prioritizing parking. Since it is right off the main street, it is not far and is easy to direct drivers toward. e Transition is a unique street type as they are side streets that provide parking, but drivers are looking for closer options. They need to be directed to a garage to ease the pressure on the street parking. Mr. Brown stated that the City has already begun to act upon many of the recommendations in the plan, but one high priority recommendation that has not been implemented yet is the standard time limits. He explained that right now there is two-hour parking at the curb in Bridge Park and three-hour parking at the curb in Historic Dublin. The recommendation is to move toward either a one-hour or two-hour parking limit. Three-hour parking gives employees and businesses owners too much opportunity to take up the parking spaces all day long. He added that in places where there is one-hour parking or an active loading zone, two-hour parking can be found right around the corner. Another high priority recommendation relates to the Public Right-of-Way Accessibility Guidelines (PROWAG), which were updated during this study. The study explored where the City would be deficient in ADA parking spaces according to the PROWAG. If spaces are added now, there will be more flexibility than if the City waits until it is mandated. The City has already started to identify the needed spaces and is implementing accordingly. The City has also already implemented the shift toward active loading only on certain main streets. Business owners have responded favorably to those changes. The signage has been successful because it says “Active Loading Only” and is not confusing or overly prescriptive. Mr. Brown shared the 5-Year Action Plan: 5-Year Action Plan Overview Year Historic Dublin Bridge Park e Standardize Time Limits: o 1 Hour (8 am - 8 pm) © 2 Hour (10 am - 8 pm) 1 |e Developing a formal program to regulate curbside vendors ¢ Promote garages to free up curb space Active Loading Only zones on Longshore St Add accessible parking spaces on blocks as opportunities arise Continue implementation along Longshore St and Riverside Dr 3 |e Focus implementation on Off Main and |* Bridge Park Ave time variable restrictions 4 | Transition curbs e Bridge Park Ave valet, if needed Active Loading Only zones on N High St ui Shift to evaluation and monitoring to inform future decisions Mr. Brown noted that the items in green have been at least partially implemented. The action plan is complemented by a series of maps where the City can track what this will look like as these items are implemented. Mr. Brown stated that the next steps for this plan are to continue with current technology pilots, explore and pursue new parking solutions and advancements, develop a formalized curbside vendor policy and a resolution to approve the Curbside Management Plan at a future Council meeting. Ms. Kramb asked whether the City is being charged for the pilots. Ms. Wawszkiewicz stated that they have been funding them through the Smart Parking Minutes of RECORD OF PROCEEDINGS Dublin City Council Meeting GOVERNMENT FORMS & SUPPLIES 844-224-3338 FORM NO, 10148 Held March 17,2025 Page 17 of 23 20 Project in the Operating Budget. She added that ParkPow worked with the City for a long time without charging during implementation of the pilot. Ms. Kramb asked that costs be provided to Council for any pilot that is recommended to be extended. She stated that she would like clarification on the ultimate goal, as well. Ms. Kramb referred to the ADA map and inquired the reason that there are no ADA parking spaces south of Bridge Park Avenue in the recommendations. She expressed that there did not seem to be enough ADA parking. She suggested that it would be helpful to know how these numbers and spaces were decided upon. Ms. Kramb stated that enforcement is not mentioned in the proposed plan. She asked how enforcement would work and what would be the cost of enforcement. Mr. Brown stated that the camera-based technologies are providing information on non-compliance activity. This data allows staff to inform parking enforcement officers where there are typically problems so they can focus their enforcement efforts rather than broadly ticketing. He added that as part of the development of this plan, they did meet with the Police Department to discuss the use of this technology. In some states, a ticket can be issued with camera evidence. Ohio is not one of those states. It involves a multi-step process requiring that the Police Department be informed of the problematic activity first and then they can take action. Ms. Wawszkiewicz stated that the Business District Police Unit has available resources and has been great to work with. Vice Mayor Alutto asked about the spaces being counted in the garages and whether or not that included the spaces reserved for residents. Ms. Wawszkiewicz stated that the Rock Cress Garage does not have reserved residential parking. The garages that do have parking reserved for residents would not count those spaces in the available parking numbers. Vice Mayor Alutto agreed with Ms. Kramb’s comments regarding enforcement and its importance. Regarding ADA spaces, she would like to see the additional spaces implemented in year one and not wait until year two. She stated that the number of spaces still feels low in the plan. She expressed her support for the use of the technology pilots. Mr. Keeler shared that this is impressive work. He expressed his support for the plan and agreed that three hours is too long for anybody to park. He stated that the City needs a food truck policy and he would like to move that forward. Regarding the 5-Year Action Plan, Mr. Keeler stated that he would like to see evaluation and monitoring moved to the beginning and be able to evaluate what is working from the beginning. He stated that Longshore Street is designated on at least one side of it as an active loading zone. He advocated for exploring ways to allow Longshore Street, or at least sections of it, to be a woonerf street. Ms. De Rosa stated that the City does not have a parking problem, it has a walking problem. The garages are never full, so parking is available. People do not want to walk very far. She asked Mr. Brown how other communities mitigate that issue. Mr. Brown stated that it is happening organically in Bridge Park. He stated part of the reason is people are getting used to the garage being a part of that place, that destination. He added that this is where the signage displaying the number of spaces available would become helpful. She stated that she would like to see more information on how electric vehicle charging would fit into this plan. She added that one of the challenges that we are already seeing is cars come to EV charging stations and do not leave. Ms. Wawszkiewicz stated that staff is working with the study team on the EV Comprehensive Plan as well. Ms. De Rosa agreed with Mr. Keeler that the City needs to advance a food truck policy and maybe advancing some pilots to see what works best. RECORD OF PROCEEDINGS Minutes of Dublin City Council Meeting GOVERNMENT FORMS & SUPPLIES 844-224-3338 FORM NO, 10148. Held March 17 2025 Page 18 of 23 20 Mr. Reiner stated that during COVID, one of the streets was blocked off and became a pedestrian zone. He commented on the garages being loaded from the back. Mr. Reiner sought clarification on the loading zones. Mr. Brown clarified that Longshore Street in particular is a classic main street. The graphic Mr. Reiner was referring to showed the primary and secondary priorities for the area, but Mr. Brown clarified that this does not mean that these are the only things that can be accommodated on those blocks. Mr. Brown noted Mr. Keeler’s comments regarding Longshore and that he would like to see not just an active loading zone, but opportunities for public gathering space and activation uses. Mr. Reiner expressed support for the technology and signage informing the drivers of available parking spaces in the garages. Ms. Fox sought clarification regarding the active loading zones on North High Street. In response to Ms. Fox’s question regarding short-term parking in front of retail still being there, Mr. Brown responded affirmatively. MS. Fox expressed her support for the idea of buffer zones and public activated spaces. She suggested adding a buffer on Eberly at South High Street because it is a quiet little alley street. She suggested the land behind Trevor Furbay Bespoke could be leased for additional parking. Ms. Fox asked about the activation space that was suggested at North High and Bridge Street. She expressed concern that the congestion at that location could make it difficult to have any kind of activation space. Mr. Brown stated that in that area the only opportunity to do something would be on the sidewalk, not the street. Ms. Fox stated that during the conversations about the valet parking, discussion was held about the difficulty getting from one place to another. She suggested a micro-transit connector to help move people from one place to another within these districts. Valet parking is needed in Bridge Park and Riverview Village. Ms. Fox asked about improving the pedestrian crossing from Riverside Crossing Park to Bridge Park. She stated that it seems that no one wants to park there because of the distance to get to the crosswalk. She asked if there were opportunities to improve that or add a crosswalk along Riverside Drive. Mr. Brown stated that the west side of Riverside Drive needs to be used for parking by park visitors. He added that the recommendation is to ease restrictions on that parking to accommodate park goers. He stated it should be attractive to those who wish to visit the park but not to those who have to cross Riverside Drive. Mayor Amorose Groomes stated that, regarding enforcement and on-street parking, one of the best ways to get compliance on time limitations is to pay for the on-street parking. She recalled the conversations that were held in the development of these areas, when questions were asked about the loading and unloading needs. At that time, the thought was that the buildings did not need loading zones. She explained that now these public spaces are being reverted back to loading zones. She shared that she was in the Bridge Park area earlier today (3/17) and there were cars parked in the active loading areas. They were not active loading zones only. It is not efficient for the Police to spend their time going up and down these streets monitoring the parking. She stated that she is not supportive of active loading zones because it promotes bad behavior. She stated that allowances could be managed for Uber and Lyft services. She does not know how these parking limits could be enforced. She stated that the City of Columbus uses a QR code system of payment to park. This could be an Minutes of RECORD OF PROCEEDINGS ity Council Meeting OVERNME! ITEORMS & SUPPLIES 844.224.3338 FORMNO.10148. Held March 17, 2025 Page 19 of 23 20 “and” solution rather than an “or.” The best way to manage our on-street parking is to have there be a very nominal fee and have a camera technology monitor that alerts the proper people when there are abuses of the rules. She agreed that a food truck policy is necessary and would like to see one that could provide some revenue if possible. She thanked staff for working on the EV charging aspect and what the limits should be on those services. She is supportive of the Curbside Management Plan and feels that more work needs to be done sooner rather than later. She expressed her concern that a Five-Year Action Plan seems like a long time to manage parking. She asked if it could be condensed to a two-year plan. She reiterated that she would not be supportive of all the active loading zones. She asked when a follow-up conversation would be scheduled on this topic. Ms. Wawszkiewicz stated that staff could be prepared to come back in a month or so. Ms. O'Callaghan stated that the plan depends on the feedback. Staff would bring this back for adoption, but if Council would like a work session or another discussion first, that also could be scheduled. Ms. O'Callaghan stated that charging for parking was not part of the scope of this project. Ms. Wawszkiewicz stated that the intent of this study was to organize the curb and manage the space. Mayor Amorose Groomes stated that it pushes people to park in the garages. Ms. Fox stated that the survey indicated that most residents and businesses did not want to see paid parking. She stated that these spaces and the convenience and ease of being able to park on the street is important. She was in favor of additional conversation about what could be done to maybe ease the loading and unloading without changing too much. Ms. De Rosa stated that she typically has not been in favor of paid parking, but the problem has to be solved for enforcement purposes. She stated that the intent is to get people to move after an hour, not keep paying to stay there. Enforcement of that movement is the goal, so the fine would have to be significant for not moving after a certain amount of time. She encouraged staff to take the time necessary to incorporate enforcement into the plan. Ms. Wawszkiewicz stated that there are multiple ways to address the issue; staff will summarize those and bring back a recommendation. Ms. Kramb stated that she did see the options in the supporting documents, but she would like to see what Dublin’s plan is for enforcement. Quarterly Innovation & Technology Briefing Mr. Brown stated that this briefing will provide an overview of the current activities in Innovation and Technology. Innovation and Technology focus areas include: e Customer Focus e Driving Value & Impact e Security e Foundational Infrastructure and e Innovation. Mr. Brown stated that Customer Focus refers not only to citizens, but on a day-to- day basis, it is more internally focused on ensuring that the team has proper tools to do their jobs. For the external customer, the “Receptionist” lobby solution will be deployed allowing visitors to sign in, create name badges and notify the appropriate staff member of their arrival. He added that they are modernizing some of the meeting rooms with indicators of the room schedule. This allows staff to reserve a room on the fly. Mr. Brown highlighted the Security focus and stated that a first draft of a policy was reviewed recently with the Administrative Committee. He mentioned the To: Members of Dublin City Council From: Megan O’Callaghan, City Manager Date: March 11, 2025 Initiated By: Jean-Ellen Willis, P.E., Director of Transportation & Mobility Tina Wawszkiewicz, P.E., Deputy Director of Transportation & Mobility Re: Downtown Dublin Curbside Management Plan Background A Curbside Management Plan study, initiated in 2022 and led by Nelson\Nygaard in collaboration with Citifi, Toole Design Group and Bongorno Consulting, was conducted to assess parking conditions and identify the needs in the Downtown Dublin area, with the following objectives: 1. Define plan for curb space in Downtown Dublin 2. Reduce friction between competing uses 3. Provide a framework for prioritizing goods and people movement 4. Identify implementable recommendations 5. Design technology pilots to address the most pressing challenges This study stems from the September 9, 2019 City Council meeting discussion, which focused on developing a comprehensive curbside management plan. Paid parking was not included in the evaluation of this study. Prior to this study, nine parking studies were conducted in the Historic District since 2000. Of these, six were completed before the Bridge Park development began in 2015. Notably, none of the previous studies took place before the opening of the Rock Cress and N. High Street parking garages, and the six parking garages in Bridge Park, marking a significant shift in the area's parking dynamics. The current draft of the Downtown Dublin Curbside Management Plan, along with these earlier studies, is attached for reference. Curbside Management Best Practices A fundamental parking strategy for cities is to prioritize short-term parking on main streets for quick errands and access to businesses while directing longer-term parking to side streets and dedicated parking garages. This ensures efficient traffic flow and maximizes accessibility to different areas within Downtown Dublin. Key elements of this strategy: • On-street parking for short-term needs: o Designate primary streets with high foot traffic as prime locations for on-street parking with short time limits to encourage quick turnover and easy access to ground-floor businesses for quick visits. o Install clear signs with time restrictions. o Consider using technology like smart parking sensors to monitor availability and occupancy rates. • Side streets for medium-term parking: Office of the City Manager 5555 Perimeter Drive • Dublin, OH 43017 Phone: 614.410.4400 Memo Downtown Dublin Curbside Management Plan March 11, 2025 Page 2 of 9 o Use side streets with lower traffic volumes for longer-term parking options, allowing people to park a little further away from busy areas for extended periods, such as dining and sit-down restaurants. o Usually less stringent parking time restrictions are used compared to main streets. • Parking garages for extended stays: o Designate dedicated parking garages in central areas for people who need to park for longer durations, like employees or visitors staying for extended periods. These principles served as the foundation for developing the Downtown Dublin Curbside Management Plan. Summary The study spanned the past two years with the following milestones: This study focuses on the following key elements, which are detailed in this memo: 1. Existing Conditions Review 2. Stakeholder and Public Engagement 3. Technology Pilots 4. Curbside Management Plan Existing Conditions Review After reviewing background documents, the study team conducted field observations, including walking tours with various City staff and key stakeholders from Bridge Park and Historic Dublin. In July 2022, a comprehensive parking inventory and occupancy study established the baseline conditions. A total of 4,705 parking spaces were inventoried, with 793 on-street and 3,912 in parking lots or garages, as summarized in Table 1. Capacity in the parking lots and garages far outweighs that of on-street parking. Table 1. Parking Space Inventory On-Street Parking Lot/Garage Total Historic Dublin 94 1,071 1,165 Bridge Park 699 2,841 3,540 Sum 793 3,912 4,705 Additionally, a fifth and sixth parking garage in Bridge Park opened after the occupancy study was completed, one private and one public, adding approximately 400 spaces of pubic parking. The Franklin Street extension in Historic Dublin also added 16 on-street parking spaces after the study review. The Downtown Dublin Curbside Management Plan March 11, 2025 Page 3 of 9 Curbside Management Plan study, which is attached for reference, shows the parking regulations in place at the time of the review. Figure 1 shows the results of the highest daily peak, which occurs in the evening. The Curb Management Plan study reports additional details and utilization levels found during the morning and midday. The key findings from the occupancy study reveal that on-street parking is generally occupied throughout the day, with some areas, such as the west side of Riverside Drive and South High Street, experiencing lower demand. Parking patterns varied throughout the day across Downtown Dublin. In the morning, overall utilization remained low, with only the Town Center Lot in Historic Dublin exceeding 50% occupancy. By midday, demand increased, particularly in Historic Dublin, where several lots reached or approached capacity, while the Bridge Park and Rock Cress garages remained less than half full. In the evening, Bridge Park saw a moderate rise in parking utilization, with garages like Howe and Mooney reaching 60-70% occupancy. Meanwhile, in Historic Dublin, the Town Center and Darby Street surface lots were nearly full, while the Rock Cress and Longshore garages remained under 70% occupancy. Alongside these trends, on-street parking challenges were particularly evident in Bridge Park. Longshore Street experienced the highest rates of double parking, with available on-street spaces observed only 20% of the time during these incidents. Additionally, loading zones were frequently misused for non- loading purposes, further exacerbating congestion. Due to the lack of convenient curb space, many delivery drivers resorted to using travel lanes, adding to the complexity of the parking environment. Similarly, in Historic Dublin, parking challenges were evident, though with different patterns. N. High Street experienced the highest frequency of vehicles exceeding the 3-hour parking limit, with 40% of occupied spaces overstayed. Centrally located surface lots remained highly used throughout the day, while more remote lots—such as Indian Run, John Wright/Pinney, and even the Rock Cress Garage—had more available spaces. Evening surveys further highlighted this trend; while the Darby Street lot reached full capacity, the Rock Cress Garage still had 175 available spaces. These findings highlight the parking challenges in terms of double parking and overstays while also revealing patterns of underuse in certain garages and parking lots. Figure 1. Evening Peak Parking Utilization Downtown Dublin Curbside Management Plan March 11, 2025 Page 4 of 9 A recent change in parking is the return of valet service in the Historic District, driven by business owners. The study suggests evaluating the possibility of a valet station on Bridge Park Avenue in the future, depending on demand. The area has also seen an increased interest in food trucks and curbside vendors, which can create friction with standalone businesses and occupy valuable curb space. This study sets an initial framework and recommends developing a formal policy around this activity, including acceptable locations and timeframes for mobile vendors to operate. Stakeholder and Public Engagement The study team organized focus group meetings and online surveys to understand the public perception and challenges in the study area. The team also organized a workshop with key City staff across various divisions and departments. The online surveys and focus groups were conducted separately for Historic Dublin and the Bridge Park Area to ensure the unique needs of each district were captured, although results ended up fairly consistent between both groups. Walk-throughs were also conducted with stakeholders in each district. In May 2022, postcards were distributed for the online survey, and over 200 responses were collected. Focus group meetings were held in June 2022 with the following four sets of stakeholders: 1. Historic Dublin Business Owners 2. Bridge Park Business Owners 3. Visitor and Hospitality Industry 4. Shared Mobility Providers Key takeaways from the outreach efforts include: Pedestrian comfort has improved in recent years Parking and loading are priority concerns across stakeholder groups and locations More curb space for outdoor dining/gathering space is desired Time limits for on-street parking should be 1 to 2 hours for greater turnover and access to businesses Most deliveries occur on weekdays and from the street in front of businesses When asked what curbside management changes would bring the most improvement in meeting their needs, most residents said “no change” is needed, as shown in Figure 2 The feedback reflects competing interests, with businesses advocating for loading zones and shorter time limits, while residents generally prefer no changes. Reflecting on the curbside management philosophy, the study recommendations are laid out to address the safety challenges associated with double-parking and pedestrian safety first, followed by the more incremental Figure 2. Curbside Management Changes Favored by Residents Downtown Dublin Curbside Management Plan March 11, 2025 Page 5 of 9 changes of time limits and curb activation to support the plan without making dramatic changes all at once. Technology Pilots The primary objectives of the technology pilots were to understand parking demand, constrained availability, time limit compliance, and double parking and to determine whether the results would be accurate enough to be shared with the public. There were initially four 12-month pilot companies beginning in 2022 and 2023: Automotus, Vade, Park Pow and Park Nav. Hard-wired cameras were deployed on Longshore Street for Automotus and solar-powered cameras were installed along North High Street by Vade. Park Pow interpreted data from existing camera streams and third-party data was used by Park Nav to create a predictive model. Figure 3. Initial Technology Pilot Timeline Each pilot had strengths and weaknesses. Automotus captured the modality of users, including non-motorized, but the camera positioning had not taken tree growth into account along Longshore Street. Vade was quick to deploy, as the cellular communication and solar-powered solution required no wiring, but the company went out of business within the 12-month pilot. The Park Nav infrastructure-less solution was also easy to implement, but did not report accurate data. The startup, procurement, installation, testing and calibration of the systems all took longer than expected, as represented in Figure 3, with the pilot initiation shown as a dot and the data capture duration shown as a bar for each pilot. The Park Pow solution has proven to be the most successful pilot, remaining operational after the initial pilot and populating parking garage metrics on the dashboard, as shown in Figure 4. To help address the challenges with the initial technology pilots, the City initiated new pilots with additional vendors, Fybr, UpCiti, and Derq. Real-time parking availability is sent through Application Programming Interfaces (APIs) to populate the City’s dashboard on the mobility webpage (see Figure 4). In addition, double parking Figure 4. Parking Dashboard and Second Round Technology Pilot Timeline Downtown Dublin Curbside Management Plan March 11, 2025 Page 6 of 9 notifications are being sent for Police enforcement through Fybr and UpCiti, to improve monitoring and compliance. Another feature provided by UpCiti that other vendors do not offer is noise monitoring. Sensors in the devices measure ambient noise by location and time of day. This was a key element in their product that contributed to their selection as a pilot project. The study recommends continuing to work with partners and expanding the real-time reporting system to more garages and parking lots. Additional recommendations are to broadcast parking availability through a mobile technology platform and dynamic signs, beginning at the Rock Cress parking garage. Further technology pilots and initiatives should also be explored, including lidar- based safety monitoring and the integration of micromobility program and service provider data. Noise monitoring should also be tested through the Upciti equipment, along with the exploration of data aggregation options to enhance decision-making and optimize operations. Curbside Management Plan Different streets have a variety of needs and demands based on the surrounding land use, right of way availability and stakeholder needs. A curb typology is an efficient way to categorize streets by primary use and apply a hierarchy of curb functions to each type, and is a method used throughout the industry. The busiest curbs are identified as Main Streets, Off Main Streets serve the overspill from Main Streets, Transition ties the districts to the larger street network, and Service is the back-of-house for the Historic District Main Streets. The table in Figure 5 presents each curb typology’s primary and secondary function, along with the curb type locations. The Curb Typology and type-specific curb use priorities provided a framework for implementing recommendations from the Curbside Management Plan study. Multiple tools from the curb management toolbox can be used based on context-specific needs to accommodate curb functions, while the typology establishes the foundational requirements for a street upon which to build. The tools are grouped into categories, as detailed in Section 6 of the Curbside Management Plan study. Figure 5. Curb Typology Downtown Dublin Curbside Management Plan March 11, 2025 Page 7 of 9 Resulting recommendations for curb function priorities are provided in Figure 6. Additional details, such as secondary curb functions are included in the study, which give the City the ability to adapt and adjust to changing conditions and development in these vibrant districts. Figure 6. Curb Function Recommendations As the tools and recommendations were being developed, the Police Department requested a review of the sign face for loading zones. Working within the framework of existing code, the study team collaborated with legal counsel to create enforceable wording for "Active Loading Only," as shown in Figure 7. Following the draft recommendations of the study, these new sign faces were installed along Longshore Street in October 2024 and along North High Street in January 2025. This update removed the previous 30-minute time limit, streamlining enforcement efforts. Businesses appreciate the higher turnover at the curb, according to Crawford-Hoying, and the signs accommodate changing needs across the day, such as restaurant food and drink deliveries occurring in the first Figure 7. Active Loading Only Sign Face Downtown Dublin Curbside Management Plan March 11, 2025 Page 8 of 9 half of the day, generally between 7 a.m. to 1 p.m., parcel delivery in the afternoons around 1 p.m. to 4 p.m., and rideshare services (Uber/Lyft) and food pickup (Door Dash/Grub Hub) activities in the evening from around 4 p.m. to 8 p.m. All of these activities are supported by the “Active Loading Only” signs. Police are now able to target enforcement efforts, in combination with the technology alerts focused at the time and location of the violation. A total of 81 parking citations have been issued to date since the changes were implemented. A total of 74 citations were issued in Bridge Park, where the zones have been in place longer, and 7 on N High Street where the changes have only been in place for a few weeks. The number of Bridge Park citations has generally decreased by month, as shown in Figure 8, indicating compliance may be improving. During the study period, two requests for additional on-street accessible (ADA) parking spaces were also received. A new guideline, the Public Right-of-Way Accessibility Guidelines (PROWAG), set minimum targets for ADA spaces per block. The study team supported adding two ADA spaces: one on South High Street near Pinney Hill and another on North High Street north of Wing Hill (Figure 9). These new spaces meet the PROWAG guidelines for these blocks, and Figures 5 and 9 reflect the current conditions with a "0" for meeting the recommendation, compared to a "1" or "2" where more spaces could be considered as opportunities arise, taking advantage of the existing infrastructure and potential redevelopment opportunities, such as the redevelopment of the northeast quadrant of Historic Dublin. Curb Management Plan – Five- Year Action Plan Table 2 presents an overview of the Five- Year Action Plan for Downtown Dublin, including ADA, time limits, curbside vendors, curb space for outdoor dining/gathering space, etc. To address the safety challenges associated with Figure 9. New Accessible On-Street Parking Locations Figure 8. Citations Downtown Dublin Curbside Management Plan March 11, 2025 Page 9 of 9 double-parking and pedestrian safety first, a few of the recommendations have begun to be implemented, and are noted in green text. Corresponding maps and further details for the Five- Year Action Plan and Maps can be found in Sections 7 and 8 of the Curbside Management Plan study. Table 2. Five-Year Action Plan Summary Year Historic Dublin Bridge Park 1 • Standardize Time Limits across both districts: o 1 Hour (8 am - 8 pm) o 2 Hour (10 am - 8 pm) • Develop a policy to regulate curbside vendors • Promote garages to free up curb space • Active Loading Only zones on Longshore St 2 • Add accessible parking spaces on blocks as opportunities arise • Active Loading Only zones on N High St • Continue implementation along Longshore St and Riverside Dr 3 • Focus implementation on Off Main and Transition Curbs • Add Bridge Park Ave time variable restrictions 4 • Explore Bridge Park Ave valet, if needed 5 • Shift to evaluation and monitoring to inform future decisions Next Steps Beyond implementing the five-year action plan, staff plans the following next steps to continue to advance and prioritize curb space for the economic vitality and livability of the districts. 1. Continue with current technology pilots: a. Park Pow b. UpCiti c. Fybr d. Derq 2. Explore and pursue new parking solutions and advancements. 3. Develop a formalized curbside vendor policy. 4. Staff will bring forward a resolution to approve the Curbside Management Plan at a future meeting. Recommendation Staff is seeking feedback from City Council on the following discussion questions: 1. Is Council supportive of the proposed Curbside Management Plan? 2. Is Council supportive of the proposed 5-Year Action Plan? 3. Are there additional considerations Council would like to be included in the Curbside Management Plan? RECORD OF PROCEEDINGS _______ 1\rf i11u1es oJ -=======:--:=========--=D"-"'u=b=li;.;...;n-=C~it~v-'C=:;...o=u=n"""c""'"il -====================·~M~ee:.:t~in:lgE._ __ ======-"-"R_R__:r n OR() rill.RS. DA\ TO'I. 01110 Form 6101 September 9, 2019 Page 13 of 15 He/, .. d~~~~;;;;;~~~~======~~~==;;;;;~~~;;::;;;:=~~~~ ====== ,___-;: Ms. Fox suggested that und erstanding the signage costs, having the documents brought back that include a holistic approach to the curbside use as a main objective, and including the valet parking issues in HD would make it more palatable to her. Ms. Alutto stated that the initia l signage will be provided by the company and the City will install it. Mr. Keenan asked if this item can be brought back to the next meeting where all Council members are present for discussion. Mr. McDaniel responded that if Council desires to do so, that is fine. As staff, he would not in itiate that, but will respond to Council's direction . Ms. De Rosa added that the communication plan should be included as well as the information about free parking and how vouchers would work. Ms. Goss stated that it seems Council is requesting a comprehensive proposal at this time and all of this is not completed. Mr. McDaniel clarified that staff is looking to engage ParkMobile in order to leverage and more fully develop the implementation. This pilot program is only one step toward that. Mr. Reiner stated this is simply a research project needed to gather information. Ms. De Rosa stated that it is possible to research more than one thing at the same time. Mr. Reiner noted that all the comments are valid concerns. But this is an exploratory adventure to find if the parking solution is viable. All of this was discussed at the Committee meeting at great length. It is important to try this and get the results . The Historic District is not part of this pilot program, based on the additional surveying to be done. He does not know why additional discussion is needed; the pilot should simply move forward. Ms. De Rosa responded she wants to see the communication plan. She does not want to start over, but believes there are important aspects to talk through before approving the pilot program. Ms . Alutto stated that the communication plan was presented to the Public Services Committee and was discussed as reflected in the meeting minutes. She understands there is a lot of material to read and perhaps everyone has not reviewed all of those minutes and documents. Many of the items discussed tonight have been addressed with staff's willingness to modify the text. Maybe it is a matter of requesting staff to include the language modifications into the text as requested; pull out the communications plan from the previous presentations and include as an attachment to the text; and then review it again. Given it is a pilot, it is a worthwhile experiment and largely inexpensive to the City. The one property owner wants this pilot. If there remains a strong desire to completely remove the Historic District from the program after the outreach is completed and brought back, then the HD comes out of the pilot. Ms . Fox stated this is a better approach. Mr. Reiner asked if staff has adequate direction and can bring this back for the next Council meeting. Ms. Goss responded affirmatively. The communications piece was part of the presentation and can be forwarded. The language in the proposal can be amended to include the curbside management piece; however, it might not be part of this particular parking management program, as the scope is a little different. However, this can be done in tandem in terms of monitoring how space is being used. Mr. Keenan added that a few years ago, there were no parking garages and now there are free parking facilities. There are a handful of parking spaces to be managed for business access, but there are a great number of spaces in the parking garages -east and west. This is not an onerous program, and there will continue to be a preponderance of free parking. Mr. Reiner suggested this item be rescheduled for September 23. Mr. McDaniel clarified that staff will return with what has been proposed, adding the curb usage item on the east side. The communications plan will be incorporated as well and then all of this resubmitted to Council. Ms. Alutto added that in the context of the pilot program, it should be mentioned reviewing the valet parking on the west side in Historic Dublin . Parking Management Toolbox | Dublin Parking Assessment Dublin, OH Nelson\Nygaard Consulting Associates, Inc. | 1 Parking Action Plan City of Dublin, Ohio July 2018 Dixon Resources Unlimited Nelson\Nygaard Parking Management Toolbox | Dublin Parking Assessment Dublin, OH Nelson\Nygaard Consulting Associates, Inc. | 2 Table of Contents Introduction 3 Actions to Shift Demand 3 Actions to Expand Capacity 6 Ac tions to Optimize Technology 9 Actions to Optimize Enforcement 10 Nelson\Nygaard Consulting Associates, Inc. | 3 Introduction This Parking Action Plan defines recommended short, mid, and long-term implementation steps to establish an effective and efficient parking management and enforcement program in Dublin, Ohio, based on the Parking Management Toolbox developed for the City during Phase I of this study. Like the Toolbox, this report is organized around the following broad parking management objectives. Tools to Shift Demand for more even distribution among all parking options. Tools to Expand Capacity of existing parking supply to avoid the cost and physical impact of constructing new supply. Tools to Optimize Technology Tools to bring state-of-the-practice efficiencies and customer-service enhancements to the Dublin parking system. Tools to Optimize Management: policies, practices, and operations that optimize system-wide management and synergies with complementary City and non-City programs and activities Actions to Shift Demand Primary Objective: Ensure effective distribution of parking demand to maintain optimal space availability across all parking options. Tool: Time Limits Action Item: Implement on-street time limits in Historic District and Bridge Park. Within 3- 4 months 2-hour limit recommended. Passenger loading zone could be beneficial outside of hotels, apartments, certain businesses. Time limits should encourage drivers to utilize the garages for long-term parking. − Drivers shouldn’t be utilizing the convenient spaces outside of restaurants and shops for long-term parking. On-street occupancy rates improved by encouraging turnover. Action Item: Begin education and outreach about time limits. 4-6 months Tool: Pricing Action Item: Plan meter pilot for Fall 2018 Update ordinances to allow for paid parking. Develop RFP for meter vendors to bid on pilot, to be provided at no cost to City. Ensure that vendor also provides a mobile-payment option. Define a preferred rate structure and schedule. − $1.00 per hour, 10am to 5pm − $2.00 per hour, and no time limit, 5pm to 9pm. Nelson\Nygaard Consulting Associates, Inc. | 4 Ensure that vendor includes marketing and information plan to introduce and explain the pilot, its purpose, and the meters/payment options, and to provide a point of contact for further information. − Outreach should include both print and online materials. − See Appendix: Education and Outreach. Select preferred vendor and execute pilot Assess outcomes, based on Performance-Based Management objectives identified in the City of Dublin Parking Management Toolbox. Action Item: Update ordinances to allow for paid parking. Within 6 months See draft ordinances, provided as separate deliverables. Action Item: Establish meters with a mobile-payment option. Within 12-15 months If a pilot is implemented, this should be based on its outcomes. Make it as easy as possible for drivers to comply with new pricing upon implementation by providing a second option for credit/debit payment. − Drivers will pay a small convenience fee for mobile payment. Tool: Shifting Employee Parking Demand Off-Street Action Item: Establish paid parking on-street. See above reference to a paid parking pilot to test various technologies and the use of mobile payment to offer an added customer convenience. This will be, by far, the most effective means of shifting long-term parking activity away from curbside spaces. Action Item: Identify preferred off-street parking options for area employees. Within 6 months Designate locations for employee permit parking. − The City could consider allowing employees to park on the upper levels of parking garages, such as the Library garage. After an initial evaluation period, the City might determine whether adequate parking exists for non-employees and whether to open up spaces to the public during non-peak employee demand periods. Distribute stickers or hangtags to the employees. − Permits should be color-coded based on the quarter that they are issued. − Permits should also be license plate based to support license plate recognition enforcement and may be enforced with mobile License Plate Recognition and/or mobile enforcement devices. − A plate-based solution also means that employees will not be able to pass permits around. − Consider disallowing parking on lower levels prior to 10:00AM to prevent retail and restaurant employees from parking on lower levels. Install the appropriate signage to indicate employee parking areas. Nelson\Nygaard Consulting Associates, Inc. | 5 Action Item: Expand off-street employee permit options through shared-parking agreements. 15-18 months See Shared Parking Tool in the Expand Capacities section below. Action Item: Use performance-based enforcement to shift daylong parking into appropriate lots and garages. Within 6-9 months Pricing is the most effective means of limiting commuter parking on key, commercial streets. − This will be particularly critical for maintaining availability for short-term parking on key streets in Bridge Park – Riverside, Longshore, Mooney, Banker, Bridge Park, and Tuller Ridge. See map on the left below. − It will also help reduce long-term parking demand in the modest number of on-street spaces in Historic Dublin – particularly, High Street. See map on the right below. In the absence of pricing, time limits can be effective if enforced consistently and in ways that do not discourage visitor parking (aggressive ticketing). Performance-based enforcement – seeking compliance, not tickets – will allow the City to enforce time limits consistently, without scaring away visitors who make occasional missteps. − This should include first-time forgiveness tickets, followed by an escalating fine structure that focuses punitive fine levels for repeat-offenders. Nelson\Nygaard Consulting Associates, Inc. | 6 o These tickets should emphasize information on all parking options and their basic regulations, including where free and unlimited parking is located. Action Item: Disallow parking until 10am in off-street spaces intended to accommodate visitor parking demand. Within 15 months By 10am, most commuters will have parked, leaving these spaces open past the morning rush-hour peak, thus keeping prime parking spaces available for later-arriving visitors. Tool: Residential Parking Permits While there is not pressing need for this, it is recommended that the City establish a program that is ready to “pull off the shelf” if and when spillover concerns become significant in areas surrounding commercial and mixed-use districts. Action Item: Create a Resident Permit Parking program. Within 6-12 months. Update ordinances to make neighborhoods ‘permit eligible’. Establish a set of predefined residential permit restrictions that neighborhoods may be eligible for permits. Determine permit cost based upon comparable analysis and with the goal of covering administrative costs but keeping permits affordable for residents. Utilize the selected permit management vendor solution. Design and install signage. For areas that decide to implement the permit program, install signage and allocate enforcement resources. See Appendix: Residential Permit Parking. Actions to Expand Capacity Primary Objective: Increase the effective capacity of existing parking supplies, primarily by making available options more broadly accessible and functionally viable. Tool: Curbside Regulations Action Item: Use time-of-day regulations to prioritize parking/loading functions at offsetting times. 6-9 months Prioritize loading zones during weekday mornings – see map below for suggested locations. − Signage should clearly require “active loading only”. Convert to short-term parking by midday, to accommodate lunch-hour and evening peaks. Nelson\Nygaard Consulting Associates, Inc. | 7 Tool: Shared Parking While there is a surplus of public parking in Bridge Park, and significant public parking expansions are planned for the northern section of Historic Dublin, most of the parking in the southern section of Historic Dublin is private, signed and enforced. This presents an opportunity to develop shared-parking arrangements and agreements to make more efficient use of this substantial (and often highly convenient) parking supply. Action Item: Engage lot owners in Historic Dublin. Within 15 months Seek shared-parking agreements among owners with off-hour parking capacity that can be used to accommodate area employees. Offer to provide permits to control access to lots at these times, and to a designated, identified population. Success may increase interest in more, and broader, sharing agreements. Replicate the success of the employee-permit arrangement the City made with Dublin Community Church. See Exhibit: Shared Parking Agreement examples. Tool: Public Valet While the City is currently offering public valet services at a low cost, there is an opportunity to collaborate with Crawford Hoying to establish valet services in Bridge Park. Once paid parking is Nelson\Nygaard Consulting Associates, Inc. | 8 implemented in the Historic District, it will be beneficial to evaluate valet program usage and consider an expansion of the program. Action Item: Expand current program into new areas of the expanding downtown. Within 12-24 months. Assess performance of current program, located in the Historic District. Identify opportunities for improvement, including hours of operation, marketing, information, and wayfinding. Work with Crawford Hoying and Bridge Park businesses to identify ideal station locations and car-storage logistics. Pilot during events. Tool: Information, Signage, Wayfinding, and Branding Action Item: Launch an education and outreach program to inform the public about the upcoming program changes. Within 3-6 months Successful campaigns in other municipalities have included: social media pages, online video instructions, flyers, press releases and field parking ambassadors to assist with education and demonstrations. Ensure that branding is consistent for all public parking options including Crawford Hoying garages. See Appendix: Education and Outreach Action Item: Establish recognizable parking brand for outreach materials, signage, infrastructure. Within 3-6 months Education and outreach strategy. Contact Residents and businesses. − Informational flyers and online information. − Communicate program purpose. − Simplified message that is consistent with the City’s existing signage and wayfinding. Signage See Appendix: Wayfinding. Action Item: Develop an online map to display locations with public parking. Within 9-12 months Hosted on the City’s website. Promote to visitors through links on the websites of area hotels, tourism, and events sites. Nelson\Nygaard Consulting Associates, Inc. | 9 Actions to Optimize Technology Primary Objective: Use innovative, state-of-the art technologies to optimize parking management and improve the customer experience. Tool: Payment Technologies Action Item: Issue a Request for Proposals (RFP) for paid parking technology, outlining the following as minimum requirements. Within 9-12 months All equipment must meet the Payment Card Industry (PCI) security standards for credit card transactions to make sure only the last four digits of each card number are stored. Back office software or web applications to allow municipal staff to access information like data (including occupancy and revenue by meter), maintenance updates, reporting tools, transaction histories, payment processing, noticing, and more. All payment information can be tracked and audited to ensure proper revenue reconciliation during collections. Meter management systems to edit the display screen, manage rate structures and run reports. Action Item: Install meters/kiosks for on-street parking. Within 15-18 months Consider restricting meter payment options to credit cards to minimize collections and maintenance requirements. Estimate a life expectancy of 5-7 years for meters and pay stations, depending upon the level of maintenance provided. See Appendix: Single Space Meters vs Pay Stations for a detailed overview. Action Item: Establish a mobile-payment system. Within 12-15 months An ongoing mobile payment solution can be provided to the City by a vendor at no cost to the City. Vendors are typically fully funded by the convenience fees charged to the user, often $0.25 per transaction. Vendor should provide decals for the meters and be responsible for marketing, education, and outreach. Mobile payment vendors include Passport Parking, Parkmobile and PayByPhone. Tool: Monitoring Technologies Action Item: Invest in License-Plate-Reader technology, or ensure that it is included in any enforcement-services contract, sufficient to track utilization and facilitate enforcement activity. Within 15-18 months License Plate Recognition (LPR) technology is continually evolving, getting smaller, more effective, and generally less expensive in the process. LPR can be used to monitor Meter Costs: Smart single-space meters range in price from around $400 to $600 per meter, plus $250 to $400 for the meter housing and pole (not including shipping). An ongoing $6 to $8 fee, per meter, per month, for data management is also common, in addition to transaction fees. Nelson\Nygaard Consulting Associates, Inc. | 10 time limits, paid parking, permits, and scofflaws, and can be integrated with information from the Police Department (such as stolen vehicle lists). Integrate mobile LPR with handheld devices to simplify the enforcement process, increase its efficacy, and reduce its labor commitments. They can also expand permit-strategy options, such as providing employees with permits for off-hour parking in designated location, by automatically linking license plates to a permit database. Mobile LPR-based enforcement can also integrate with existing LPR equipment for the purpose of sharing databases to facilitate stolen vehicle recovery. Tool: Information, Signage, Wayfinding, and Branding Action Item: Develop a comprehensive real-time availability system for all public/shared parking. Within 24-30 months Equip participating facilities with a vehicle counting systems, so that available parking information may be displayed and promoted in real-time. − In-ground induction loop systems or cameras can provide real-time occupancy counts. − Occupancy data can be displayed via the internet for real time parking availability information. o A pilot of potential software solutions is recommended. − The number of available spaces should be displayed on digital messaging monument signage and Parking Guidance System signage, and pushed out to a centralized website and mobile app. Actions to Optimize Management Primary Objective: Ensure streamlined and coordinated parking management in support of a diversifying range of parking challenges and opportunities across Dublin. Tool: Enforcement Action Item: Adopt Compliance-Based Enforcement approach. Within 9-12 months First-time violations should incur only a "courtesy" ticket or warning notice (no fine), that includes detailed information on parking options, pricing, and regulations, as well as information on the escalating fine schedule for repeat violations. − This emphasizes that parking enforcement is really about managing access to public resources. This also formally adds an information-providing role for Community Standards Officers (CSOs), altering their relationship with the parking public. Combining this with incremental fines would look something like the following: − The first violation in any 12-month period does not incur a fine. − The violator is provided essential parking information and directed to the City’s parking website for more information. − A second violation within 12 months would be fined at the current level. Nelson\Nygaard Consulting Associates, Inc. | 11 − Subsequent violations would go up substantially, perhaps doubling each time. - Consider contracting with a parking operator or local municipality to supply enforcement services. The same operator can be utilized parking meter maintenance and revenue collection services, depending upon equipment configuration. Action Item: Decriminalize parking violations. Within 6 months Develop local ordinances for citation management. − See draft ordinances, provided as separate deliverables. Establish a city adjudication process that ties in with the overall citation management system. Local citation management is an existing practice in other Ohio municipalities such as Columbus and Athens. Already allowed per State law, but local ordinances need to be adopted for implementation. o Sample ordinance language Taking the adjudication process out of the Courts to enable local oversight by the City. Action Item: Define dedicated staffing needs. Within 3-6 months Sample Initial Enforcement Staffing Model Hrs. Sun Mon Tue Wed Thu Fri Sat 10:30-19:00 8.5 FTE- 1 FTE- 1 FTE- 1 FTE- 1 FTE- 1 12:30-18:00 5.5 PTE- 1 PTE- 1 PTE- 1 PTE- 1 15:30-21:00 5.5 PTE- 2 PTE- 2 PTE- 2 PTE- 2 Total Hours of Coverage 5.5 8.5 8.5 10.5 10.5 10.5 7.5 Work with relevant departments to identify potential Parking Ambassador positions. A Parking Ambassador will be responsible for educating the public about parking along with enforcing City parking policy. Write a job description. Create an enforcement training manual. Assign routes, days and hours for enforcement. − Cyclical enforcement beats, or routes, should be established to allow for a minimum of 3-4 patrols per shift for each enforcement area. − Weekday lunch: dedicated enforcement in the Historic District. − Late afternoon/early evening: Bridge Park and the Historic District. − Basic preventative maintenance such as coin jams and graffiti removal. − All other maintenance handled by equipment vendor. Revenue collections will be required depending on the equipment configuration. Establish protocols for paid parking collections and revenue reconciliation. − If any, equipment keys should be stored securely. Nelson\Nygaard Consulting Associates, Inc. | 12 Adjust schedules as needed based upon evaluation of collections reporting, and via coordination between the Parking Manager and the Parking Enforcement Supervisor. Action Item: Develop and Release an RFP to Contract with Citation and Permit Management vendor. Within 6-12 months A vendor-based solution can provide automated citation and permit management efficiencies, while the City maintains control vial oversight and management by its Parking Manager. - Evaluate features of existing City software packages. -Evaluate industry parking citation systems. -Consider system pricing and feature options. -Implement citation management system in short-term. -Utilize selected citation and permit management vendor for parking citation debt collections and noticing. A citation and permit management system should automate the administrative processes, including DMV lookups and notice generation. − Some vendors offer collection rates above 90%. Adjudication management is typically offered as well. − The City may choose to require adjudication management services by the selected vendor, and the vendor would be required to select adjudicators that are compliant with state standards; however this is an optional service and the City may decide to select its own adjudicators Parking Ambassadors should utilize citation-issuance handheld devices. − These can integrate in real-time with paid parking technology, permit management system and LPR. Draft and issue an RFP1 for a Citation and Permit Management System.2 Provide a processing tasks checklist, that engages, among others, Dublin PD and City IT to support the development. Tool: Funding Synergies The time to establish an enterprise fund, ideally for purposes of establishing a Parking Benefit District, is now, before there is any revenue stream of consequence. Once a revenue stream becomes significant, it will have stakeholders who will likely rebuff efforts to capture parking revenues for such a fund. Action Item: Establish a distribution schedule for paid parking revenue in support of establishing and maintaining a Parking Benefit District. Within 9-12 months Establish a discretionary fund that can be directed towards program enhancements and community improvement projects. While, initially the parking program will be subsidized, establishing a fund in advance of revenue will help establish a foundation and alleviate concerns about the purpose of introducing paid parking. 1 Whether or not an RFP process is required, it is recommended to evaluate and select the best-fit vendor. 2 The range of pricing will vary greatly depending on required features and support services. A more detailed evaluation of the City’s needs would be necessary to determine potential vendors and pricing. Nelson\Nygaard Consulting Associates, Inc. | 13 Paid parking revenue should support equipment operating costs. Given the lack of parking revenue today, and the likelihood that revenues following introduction of paid parking will be modest for some time, this other funding sources will be necessary to support the program. Tool: Staffing Action Item: Define a Staffing Plan (long-term). Within 15-18 months Continually monitor and evaluate citation data and enforcement demand to make any necessary adjustments to enforcement staffing, hours, or beats. Staffing requirements may change due to efficiencies provided by any future investments in enforcement technology. Action Item: Identify an internal resource to handle Level 1 maintenance and revenue collections. Within 6-9 months City staff should be trained by the meter/pay station vendor on how to respond to common service calls and how the units with cash, if determined to be necessary, are securely collected. Many municipalities choose to have their public works and enforcement officers cross- trained to support these tasks. − Ideally, maintenance and collections staff are also able to support enforcement activity and the reverse should be true as well, regardless of the number of staff in each position. − However, it is important that enforcement personnel should be focused on compliance as their primary job duty. Action Item: Establish a protocol for collections and revenue reconciliation. Within 6-9 months Smart meters will keep track of the deposited money. − Therefore, the amount of cash collected and counted should be cross-referenced with the meter/pay station receipts to ensure that all the monies are being reconciled by utilizing vendor reporting systems to verify against funds deposited. It is important that the pay station collection process is securely managed. − Keys should be stored securely and the use of electronic locks will contribute to the security. − Key access should be monitored and only a limited number of staff should have authorization to access the keys. Identify a Parking Manager to coordinate staffing and vendor management. − Revenue counting and reconciliation procedures must be established and monitored by designated City accounting staff, including processes for cash and coin counting, credit card variance and verification, and bank deposits for meters and mobile payment. − There are cases where the improper use of the meters/pay stations may result in a minor variance. Nelson\Nygaard Consulting Associates, Inc. | 14 − An acceptable variance threshold should be identified upon implementation and then reevaluated 90 days after initiation. The variance threshold is dependent on a number of factors and an acceptable threshold should be determined within 90 days. Action Item: Adjust revenue collections schedule as needed based on demand patterns. Within 12-15 months Consider once-weekly meter collections as a starting point while monitoring and adjusting to meet ongoing needs. See Appendix: Maintenance and Revenue Collections Tool: Vertically Integrated Management Action Item: Coordinate what cannot be integrated into one department. Within 6-9 months Consider contracting directly with a private parking management firm that will be responsible for the enforcement of time limits and on-street paid parking. Action Item: Share resources with existing, neighboring parking programs. Within 6-9 months Partner with private firms to manage aspects of the parking program including processing, DMV and collections. Assign responsibility for various aspects of the parking program, including enforcement, meter collections, maintenance, citation processing, appeals processing, and vendor management. Consider hiring a Parking Program Manager to coordinate efforts among multiple departments. See Appendix: Drafting RFP for Citation & Permit Management DUBLIN PARKING ASSESSMENT | PARKING ACTION PLAN OVERVIEW City of Dublin Nelson\Nygaard Consulting Associates, Inc. | 1 Key Actions Description Initiate/ Execute By Key Challenges Complementary Actions Bridge Park Only Implement On-street time limits Establish 2-hour limits on key blocks in Bridge Park Aug 2018 Current lack of enforcement Updated ordinances Enforcement strategies License Plate Reader technology Vary regulations by time of day Prioritize parking/loading functions, at various times of offsetting need, along key commercial- activity blocks Aug 2018 Current Lack of Enforcement Updated ordinances Clear signage Establish Compliance- based enforcement approach Start enforcing existing regulations, using an approach that emphasizes compliance over citations as a Key Performance Indicator. Sept 2018 Cost/Benefit analysis of various options Update ordinances related to time limits, pricing, and enforcement authority. Enforcement staffing strategy Performance monitoring program Paid Parking pilot Introduce pricing through vendor-provided, free pilot of payment technology Oct 2018 Developing RFP for pilot that allows effective selection of best vendor/partner Updated ordinances to allow for paid parking. RFP for meter vendors to operate pilot at no cost to City. Mobile-payment option Marking/information plan Identify preferred off-street parking options for area employees Options include select floors/areas of parking garages, select areas of City parking lots, and off- peak access to private lots Oct 2018 Free parking invites employee use Current lack of time-limit enforcement Paid on-street parking. Compliance-focused enforcement Business community outreach Ensure tech best practices and equipment for pilot Emphasize mobile payment. High standards of transparency and data-control Oct 2018 Developing RFP for pilot that ensures effective incorporation of optimal tech and practices RFP for pilot License Plate Reader technology, to support enforcement and occupancy- tracking Expand public valet Collaborate with Bridge Park stakeholders to offer this amenity, which has proven effective in Historic Dublin Aug 2019 Logistics Cost Ample, convenient parking options relative to current demand Priced and Time Limited Parking Branding and Information (Map) Updated ordinances Select and establish meters and mobile-payment option Based on pilot outcomes May 2019 Developing RFP for pilot that allows effective selection of best vendor/partner and technology options Updated ordinances Compliance-focused enforcement License Plate Reader technology Both Districts Seek to decriminalize parking violations Increase the priority given to parking violations by enforcement agents, by making those violations a non-police matter Oct 2018 Mitigating any drop off in compliance Updated ordinances Enforcement strategies Establish public parking brand for Dublin Use branding to mark public parking facilities, regardless of facility ownership/management Dec 2018 Shared branding buy-in from private-facility owner/operators Business community outreach Develop an official parking map Identify all public parking options, including those that may be public only during designated hours Dec 2018 Map must be easily revised Map must be deployable in printed, web-based, and mobile-app formats. Map must easily communicate regulations, pricing, and hours of effectiveness All significant changes to parking regulations, pricing, and programs to be communicated through, or in coordination with, the map Residential Permit Parking Program Develop program in anticipation of Spillover impacts from growing activity/mixed-use districts Mar 2019 Communicating need, based on anticipated rather than current issues Update ordinances Contract with Citation and Permit Management vendor. Execute optimal strategy, based on cost/benefit analysis March 2019 Assessing cost/benefit of various options Updated ordinances License Plate Reader technology, to support enforcement and occupancy- tracking Performance monitoring program. Define a Staffing Plan. Execute optimal strategy, based on cost/benefit analysis March 2019 Assessing cost/benefit of various options Updated ordinances Enforcement program aligned and coordinated with parking management program. DUBLIN PARKING ASSESSMENT | PARKING ACTION PLAN OVERVIEW City of Dublin Nelson\Nygaard Consulting Associates, Inc. | 2 Key Actions Description Initiate/ Execute By Key Challenges Complementary Actions Integrate and Coordinate City departments and staff, external partners Identify City departments, staff, and programs, as well as external partners to be included in coordination efforts March 2019 Assessing cost/benefit of various options Updated ordinances Enforcement program aligned and coordinated with parking management program. Establish an Enterprise Fund for the City's parking/mobility initiatives Establish a discretionary fund for program enhancements and community enhancement projects. May 2019 Lack of meaningful parking revenue Updated ordinances Invest in License-Plate- Reader technology (or include in services contract) Sufficient to track utilization and facilitate enforcement activity Dec 2019 Cost Staff Training Oversight to ensure that the full potential of this tech is realized in support of parking management and performance monitoring Enforcement program aligned and coordinated with parking management program. Performance monitoring program. Develop a comprehensive real-time availability system For all public/shared parking, to including dynamic signage as well as data-feed for website, online map, and mobile app Jan 2020 Cost Fast-evolving tech/vendor options Compliance-focused enforcement License Plate Reader technology, to support enforcement and occupancy- tracking Enforcement program aligned and coordinated with parking management program. Performance monitoring program. DRAFTING AN RFP FOR A CITATION AND PERMIT PROCESSING MANAGEMENT SYSTEM Determine the citation and permit processing tasks to be completed by the City versus those that will be managed by a vendor. The following checklist (Figure 1) includes the typical parking citation and permit processing tasks. The City may use this checklist to decide which tasks should be either outsourced to a vendor, included as an optional service in an RFP, or kept in-house to be managed by the City. It is recommended that the City process the citations in-house while utilizing vendor software to automate tasks such as DMV lookups and noticing. The vendor solutions will allow the City to scale up the size of the operation due to the efficiencies and automations offered by the software. Figure 1. Citation Processing Tasks Checklist Parking Citation Processing Tasks Task Outsource To vendor Optional vendor service Keep In- house Citation entry (handwritten citations) ☐ ☐ ☐ Mail-in payment processing ☐ ☐ ☐ Appeal processing ☐ ☐ ☐ Customer support (phone/email) ☐ ☐ ☐ DMV lookups ☐ ☐ ☐ Notice mailing ☐ ☐ ☐ DMV holds ☐ ☐ ☐ Debt collections ☐ ☐ ☐ Develop/supply handheld citation stock ☐ ☐ ☐ Develop/supply handwritten citation books ☐ ☐ ☐ Parking Permit Processing Tasks Task Outsource to vendor Optional vendor service Keep in- house Renewal mailing ☐ ☐ ☐ Permit Application review (validate eligibility) ☐ ☐ ☐ Fulfillment of physical permit ☐ ☐ ☐ Develop/supply permit stock ☐ ☐ ☐ Customer support (phone/email) ☐ ☐ ☐ [NAME OF DOCUMENT] | VOLUME [Client Name] Nelson\Nygaard Consulting Associates, Inc. | 2 a. Additionally, the City should consider the following features for the handheld ticket writers: i. Real-time transmission; ii. Ability to take, send, and view color photos; iii. Ability to view prior citations, warnings, and valid permit information during the citation issuance process; iv. The use of a chalking feature; v. The use of a default citation; vi. A simple and user-friendly user interface. c. The citation management system should include the following features: vii. Customizable public-facing web user interface to pay and appeal parking citation; viii. A toll-free telephone number to accept citation payments over the phone. 2. Implement the citation and permit management system. This solution should include an online web portal for permit applications and payments. 3. Utilize the selected citation management vendor for parking citation collections and noticing. The following graphic (Figure 2) depicts a recommended timeline for noticing and collections, and when to advance to a 3rd party collections agency. Figure 2. Parking Citation Collections Timeline 9. Owner name is obtained •Day 1 Fine escalated •Day 11 Fine escalated & courtesy notice is sent •Day 16 DMV hold is placed •Fine escalated •Day 45-60 3 more notices are sent •Day 90- 180 3rd party collections begin •Day 180- 365 EDUCATION AND OUTREACH To successfully implement the recommendations throughout this report, such as paid parking, enforcement, permit parking, and loading zone restrictions, the City should begin by launching an education and outreach program to inform the public about the upcoming program changes. More information on the specific outreach steps are also included within the individual sections of this report. The paid parking solicitation should include levels of public outreach and marketing support. Successful campaigns in other municipalities have included social media pages, online video instructions, flyers, press releases and field parking ambassadors to assist with education and demonstrations. A useful example is the City of Sacramento’s online pricing sheet that explains the City’s tiered pricing program using easy to understand graphics (Image 1). This sheet includes instructions on how to understand the signage, how to pay for parking including mobile payment information, and how the pricing structure works in the different tiered zones. The sheet is also branded with the “SacPark” brand that is included on all the parking outreach materials and signage. Sacramento also has an instructional video posted on their website to demonstrate how to use their smart meters. [NAME OF DOCUMENT] | VOLUME [Client Name] Nelson\Nygaard Consulting Associates, Inc. | 2 Figure 1 City of Sacramento On-Street Paid Parking Guide When communicating to the residents and the public about paid parking, it will be important for the City to explain the program purpose, goals, and benefits of paid parking. The City should define and communicate the overall parking ethos. The Seattle Department of Transportation (SDOT) has a good website example1 about the importance of managing on-street parking (Quotes 1 and 2). 1 https://www.seattle.gov/transportation/permits-and-services/permits/parking-permits [NAME OF DOCUMENT] | VOLUME [Client Name] Nelson\Nygaard Consulting Associates, Inc. | 3 SDOT is also effective in using positive wording to communicate parking regulations. Seattle’s “Can I Park Here?” brochure (Image 2) shifts the focus to what is allowed instead of what is prohibited. It concisely identifies signage information, how to avoid parking tickets, and how to “park like a pro”. Additionally, it is a one-stop-shop for parking information and resources with regard to paying parking tickets, digital tools, and contacts. “Parking is a key piece of the transportation puzzle. As a limited resource that’s often in high demand, SDOT manages on-street parking to: balance competing needs (transit, customers, residents, shared vehicles), move people and goods efficiently, support business district vitality, and create livable neighborhoods” “The Seattle Department of Transportation (SDOT) manages street parking to support a vibrant city with connected people, places, and products. Curb space used for on-street parking (as well as transit, deliveries, and many other things) is a limited resource in high demand. So, we carefully balance competing needs in order to move people and goods efficiently, support business district vitality, and create livable neighborhoods. That’s why we regulate curb space, install and maintain paid parking, loading, and short-term access in business districts as well as restricted parking zones in residential areas.” Quote 1 Quote 2 [NAME OF DOCUMENT] | VOLUME [Client Name] Nelson\Nygaard Consulting Associates, Inc. | 4 Figure 2 SDOT “Can I Park Here?” Brochure Excerpt Seattle also implemented the “Play Like a Parking Pro” program. Using Monopoly-style card signage, along with a series of funny informational videos, the City communicates new parking program changes and regulations. This campaign is meant to educate drivers about the parking system so they can park smart, understand the rules, and use tools like mobile payment and online maps to improve their experience. By taking a fun approach to an education campaign, the City improves the overall perception of parking while providing useful information. The City uses playful flags along with the Monopoly signage at the meters (Images 3 and 4). Figure 3 Seattle Parking Flag [NAME OF DOCUMENT] | VOLUME [Client Name] Nelson\Nygaard Consulting Associates, Inc. | 5 Figure 4 Seattle Play Like a Parking Pro Sign MAINTENANCE AND REVENUE COLLECTIONS With the installation of meters and/or pay stations, the City will need to identify an internal resource to handle Level 1 maintenance, service calls, and revenue collections. It is not uncommon for municipalities to cross-train enforcement staff in these additional duties. The recommendation to limit meters to credit card only (Section 3) will significantly cut back on the level of maintenance and revenue collections support required. The City may also choose to have maintenance and revenue collections handled by another department such as Public Works. Maintenance and revenue collections will be funded by parking revenue as discussed in Section 3. Level 1 maintenance includes basic preventative maintenance and responding to service calls such as a jammed credit card. Level 2 maintenance is typically supported by the vendor. It is recommended that the meters/pay stations accept credit card only. Based upon the pilot program results, the City could consider a cash/coin option when the program is deployed throughout the rest of the City. The frequency of revenue collections will depend on utilization. Initially, the meters should be collected once per week. The revenue collections schedule can be reassessed once demand and utilization is understood. The meter software will also be able to notify staff of any maintenance issues and collection requirements. While this is a helpful tool, the City should not rely solely on the meter software. It is recommended that City staff visit each meter/pay station at least once every two weeks to ensure that there are no unidentified issues such as graffiti, vandalism, etc. Resident Permit Parking CONCEPT OVERVIEW Residential permit parking (RPP) programs can improve on-street parking availability for local residents within a specific neighborhood/district, typically by issuing permits to local households and restricting parking for non-permit-holders during selected hours, and/or on selected days. RPP programs originated as a means to keep parking-demand from adjacent commercial business districts or nearby transit stations from “spilling over” into residential areas. In some more densely urbanized locations, they have been implemented as a means of managing resident parking demand, and bringing resident-vehicle curbside occupancy levels more in line with available supplies. Figure 1 Resident Permit Parking in Medford, MA OBJECTIVES & BENEFITS Ensure parking availability for local residents, particularly during times of high demand within a specific neighborhood or district. [NAME OF DOCUMENT] | VOLUME [Client Name] Nelson\Nygaard Consulting Associates, Inc. | 2 Help maintain the value of homes in urban districts, particularly where homes have minimal or no off-street parking, by ensuring consistent and convenient parking opportunities. Reduce public concerns about “spillover” impacts from strategic parking management (pricing, restrictions, etc.) and zoning (reduced minimum parking requirements, parking maximums, etc.) practices. GOALS & PRINCIPLES Prioritize parking for residents and their guests. Make clear that affected streets remain public resources, with particular preference given to residents only where and when access to housing would otherwise be constrained by drivers with more suitable parking options. Maintain public parking access when resident demand is more modest. Make clear that the purchase of a permit does not guarantee the permit holder a space on any given block, parking lot or particular location. Control the number of issued permits to ensure that the on-street spaces are not overwhelmed. This is generally only an issue in higher-density neighborhoods in which most households lack access to dedicated off-street parking options. The City of Toronto, for example, caps the number of permits issued to the curbside- parking capacity within each zone, and limits households to single permits until all eligible households have secured or declined to purchase a permt. Incorporate clear signage and user-friendly technology options so the program is easy to understand for motorists and simple to enforce for staff. KEY ELEMENTS Core elements of an RPP program include the following. Zones: Assign permits to appropriately-sized residential areas/neighborhoods. Petition-initiation: Consider new zones in response to a petition signed by representatives from households that would be affected. Most cities with an RPP require a minimum number of residential units in the proposed RPP area to sign a petition of support and that a majority of their residents approve of program implementation. Required majority levels range from 50% (Boston, MA and Portland, OR) to 80% (Chicago, IL). Hardship: Confirm conditions of reduced resident access to neighborhood street parking before final approval. Fees: Ensure that these cover the cost of administering the program, if not the cost of maintaining the affected streets. Some cities have adopted more strategic pricing approaches, particularly to address locations where resident permit demand is significantly higher than curbside capacities. Schedule: Customize enforcement hours to respond to local demand conditions, breaking from the initial tendency to set hours around the workday. This has become a [NAME OF DOCUMENT] | VOLUME [Client Name] Nelson\Nygaard Consulting Associates, Inc. | 3 more common practice, and city-center neighborhoods have continued to attract “24/7” activity. Visitor Parking: Typically accommodated through visitor permits, a small amount of which is commonly provided with a resident permit with the option to purchase more. Some cities have begun to meter high-demand neighborhood blocks, exempting resident- permit holders, as a means of accommodating visitor parking needs without having to administer visitor permits. Figure 2 Arlington County, VA Parking Permit Types Zone Permit Flex Pass Visitor Pass AREAS OF INNOVATION More innovative practices in managing RPP programs include the following. Limiting Permits: Cap the number of permits based on supply, to ensure consistent availability for permit holders. Toronto is the only city in North America that currently has a cap. Limiting Household Permits: Limit the number of permits a household can purchase, to seek more consistent availability for permit holders. Providence, RI, and Sacramento, CA, limit permits to 2 per residence; Seattle, WA, limits permits to 4 per residence. Graduated Permit Rates: Discourage overuse of curbside parking in high-demand areas, by charging households an escalating rate for multiple permits. Arlington County, VA was an early adopter of this approach, and continues to use it to manage demand for permits in its more walkable urban districts. Grandfather Established Households: Restrict the eligibility for permits based on development date, access to off-street parking, land-use type, geographic area, or other characteristics. Atlanta only allows one permit per resident for those with available off- street parking. Seattle micro-housing developments allow up to four permits per kitchen. CONTEXTUAL CONSIDERATIONS RPP programs are particularly useful and sought after in residential areas near a transit station, a commercial/employment center, or any destination that generates significant parking demand. RPP can also help reduce resistance to effective curbside management efforts in commercial and mixed-use areas, by reducing the risk that pricing/restrictions in these area will shift parking demand into nearby areas. Similarly, an effective RPP program can reduce public pressure to maintain minimum parking requirements for new development, which many established [NAME OF DOCUMENT] | VOLUME [Client Name] Nelson\Nygaard Consulting Associates, Inc. | 4 residents consider the only effective means of preserving their curbside parking from the impacts of growth. IMPLEMENTATION APPROACHES One of the challenges of effective RPP implementation is that its core elements are often managed by separate government entities. This can make it particularly difficult to bring RPP programs into effective coordination with municipal parking management programs. When establishing a new program, therefore, as many of the following functions as possible should be managed by the managers of the City’s public parking system: Establishing permit zones and curbside restrictions to be applied in each, including their schedule. Accepting petitions for new zones, or changes to regulations in existing zones. Setting rates and investing revenues. Issuing permits, including visitor permits if applicable. Enforcing compliance and collecting citation revenue. Supporting broader curbside parking management efforts and the overall public parking system. CASE STUDIES Daytime Business/Employee Permits: Aspen, CO The City of Aspen established Residential Permit Parking zones to prevent overflow parking from the city’s downtown, which implemented paid parking in 1995. Residents are provided with parking permits and visitors are allowed to park for free for up to 2 hours in an 8-hour period. To increase utilization of on-street parking facilities towards 85% occupancy, the city sells 1-day visitor passes to park for more than 2 hours in RPP zones. Any visitor may purchase day passes without involvement of a resident for $7 at a local grocery store, via pay-by-phone, or at one of 15 neighborhood pay stations. Businesses in RPP zones are allowed to purchase business vehicle permits, which are non- transferable and cost $1,000 per year. Lodges within RPP zones can purchase parking permits for guest use. After lodge employees were found using guest permits for personal parking, the City implemented a “two strikes” program that banned lodges from purchasing permits when employees are caught twice abusing the program. Parking availability in residential neighborhoods is regularly monitored by the City and rates are increased when average occupancy in the neighborhood exceeds 85% over a 1-year period. RPP zones are enforced using license plate recognition (LPR) technology, which allows the 3,000 residential-zone parking spaces to be checked 2-3 times per day. Enforcement vehicles identify cars that park in RPP zones for more than 2 hours in an 8-hour period without purchasing a day pass or holding an RPP. Physical passes are unnecessary as enforcement vehicles access a database with information on all residential pass holders.1 1 Contemporary Approaches to Parking Pricing: A Primer, USDOT-FHWA, 2012 [NAME OF DOCUMENT] | VOLUME [Client Name] Nelson\Nygaard Consulting Associates, Inc. | 5 Residential Parking Benefit Districts: Austin, TX Several cities, including Aspen, Colorado, sell permits for long-term parking in RPP zones to non- residents, in order to make use of excess daytime capacities to provide low-cost parking options to downtown employees. Most typically, this is simply a variant on the resident permit, at a significantly higher fee. This means that the added administrative cost of this option is fairly negligible, providing an opportunity to set aside revenue for meaningful neighborhood investments, as the City of Austin has done. A Parking Benefit District (PBD) pilot program was established by the City of Austin in July 2005 on a seven block corridor in an area known as “West Campus” to address resident’s concern over spillover parking from nearby commercial and educational establishments. The pilot included 96 pay and display multi-space metered parking spaces. The West Campus pilot was successful in managing parking and generated revenue to construct streetscape improvements, such as improved sidewalks, crosswalks, transit shelters, bike lanes, curb ramps, and street trees, to help improve the neighborhood’s pedestrian environment. Residents receive permits for themselves and their guests that exempt them from having to pay for parking in the District.2 An ordinance was approved in October 2011 to establish a permanent PBD and the district was expanded in 2012 to a 25-block area. The PBD includes 385 multi-space metered parking spaces. The neighborhoods included in the PBD boundaries receive 51% of the meter revenue generated within the district. These funds, while controlled by the City, are spent in accordance with input from the district’s neighborhood associations, which work in consultation with the City to develop priority-investment lists.3 Visitor Parking: Charleston, SC The City of Charleston established its first residential permit parking district in 1975 to minimize the number of non-residential and commercial vehicles competing for parking in residential neighborhoods. Currently, there are 11 parking districts, ranging in size from a few blocks to several dozen, which cover much of downtown Charleston. Each residence within a Resident Permit Parking district is allowed up to two on-street parking permit decals for their specific district, and more than 8,000 permits are issued annually. The City offers homeowners the option to purchase the following guest passes to accommodate their individual need for long term visitor parking: Single day pass Two week pass A booklet of 30 single-day passes at a discounted rate Guest passes must be filled out and initialed by the homeowner and placed on the vehicle dashboard.4 2 "Parking Benefit District." City of Austin. austintexas.gov/department/parking-benefit-district-pbd. 3 http://uli.org/wp-content/uploads/2012/12/ULI-LA-Study-on-Parking-Benefits-District-for-New-Orleans-FINAL.pdf (page 23) 4 "Charlotte Curb Lane Management Study." Charlotte Department of Transportation. charmeck.org/city/charlotte/Transportation/Parking/Pages/CurbLaneManagementStudy.aspx). RESIDENTIAL PERMIT PARKING In preparation for the implementation of paid parking, the City should initiate a residential parking permit (RPP) program to prevent spillover parking in the residential neighborhoods. This program would only allow residents of these areas, and their guests, to park on street. The City should update the ordinances to allow the residential neighborhoods to be permit eligible. The policies will be available, if needed. This will allow the residents to determine the impacts in their neighborhood and allow them the opportunity to consider an RPP program. Typically, a petitioning process is established that allows residents to enact the specific permit regulations allowed by ordinance. Qualifying residents would then obtain a hangtag or sticker based upon proof of residency. A progressive outreach campaign should be implemented by the City that would allow surrounding neighborhoods to ‘opt in’ to the RPP program based upon their proximity to the paid parking program. There is usually a minimal charge to residents, to cover the administrative and support costs associated with the RPP program. Many municipalities choose to have an online customer portal for residents to apply for a permit and upload supporting documentation. This would be the same online portal that accepts employee permit applications. Typically, RPP programs also allow for a certain number of guest parking permits per household. Hangtags or stickers should be color coordinated by the year to make enforcement simple. Parking Ambassadors will then be able to visually verify whether the correct color permit is attached to the vehicles parked in the RPP zones. Ideally, for ease of enforcement, a license plate would be linked to a permit for easy verification by a Parking Ambassador. It will also be important for the City to install signage identifying the RPP zones. This will ensure that visitors are notified of the parking restrictions in the residential areas, and that it will be easily enforceable. There is an administrative support aspect of this service that can be outsourced, however, the program still needs to be supported and managed by a City resource. [NAME OF DOCUMENT] | VOLUME [Client Name] Nelson\Nygaard Consulting Associates, Inc. | 2 Implementation Guide Short-Term Steps 1. Establish a set of predefined residential permit restrictions that neighborhoods may be eligible for. Neighborhoods should be required to agree upon one of the standardized permit restriction formats to apply for the program. a. The City should consider the appropriate hours and days of the week that permits could be required based on occupancy rates and enforcement resources. 2. Update the ordinances to make the residential neighborhoods permit eligible through a petitioning process. a. A threshold should be set that requires a certain percentage of each neighborhood to sign the petition to implement a residential permit parking restriction. b. The City should proactively recommend the residential permit parking program to neighborhoods prior to the implementation of paid parking. An educational outreach campaign will be necessary to safeguard the neighborhoods and prevent spillover parking. 3. Determine any limitations on residential or guest permits. Typically, municipalities limit the number of guest permits per property and/or the number of valid days per guest permit to prevent fraud and over-parking. 4. Determine the permit cost, if any, and the costs associated with operating and supporting the program. There is a cost associated with administering and enforcing the permits. A small fee for the permit can help the City recover this cost. To keep the cost low, the City may want to subsidize the permit program with other revenue streams generated from paid parking and/or citations. 5. Design and order the necessary signage and permit stickers or hangtags. Permits should include a license plate number to prevent residents from sharing them with guests or visitors. Guest permits should be printed with the valid dates. 6. The permits should be color coordinated by year and linked to a license plate number for ease of enforcement. Mail out stickers or hangtags to the residents. 7. Install signage at the entrances to the zones that indicate residential permit parking only. Mid-Term and Long-Term Steps 1. Implement a software system that allows residents to sign up online to participate. An online web portal should request that users create an account and upload documents for proof of residency. This software solution should be included within the permit and citation management RFP solicitation described in Section 8. a. Residents should also have the ability to sign up in person at a designated location. Residents should be required to have the [NAME OF DOCUMENT] | VOLUME [Client Name] Nelson\Nygaard Consulting Associates, Inc. | 3 necessary documents with them when applying in person. City staff or an outsourced vendor should verify and enter the information into the software system. This will allow the information to be fully integrated with the enforcement handhelds for validation. b. Uploaded proof of residency documentation should be reviewed and verified by a designated administrator. Typically, acceptable proof of residency includes a utility bill, bank statement, or credit card bill from the last 30 days. c. This web portal should also be used for employee permit applications. More information on employee permits is in Section 10. 2. Publish information online and send mailers to the residents that will be affected by the residential permit parking zones. Instructions for how to sign up for the program should be provided. 3. Require that participants renew their permits on an annual basis. This will ensure that residency status is up to date. It is recommended that the City deny renewal to any residents with outstanding parking tickets. a. Renewal notices should be sent by mail at least 30 days in advance of the permit expiration date. SINGLE-SPACE METERS VS. PAY STATIONS OVERVIEW Multispace pay-station technology provides several potential advantages over traditional, single- space meters, including: Reduced visual clutter as a single pay station can replace 8-10 traditional meters; Expanded payment options, including smart card, credit card, and paper bills; Expanded data collection and distribution options; and Expanded options to increase revenue, compliance rates, and enforcement efficiency. Rather than paying for parking at a meter that is assigned specifically to a parking space, customers pay their parking fees at a pay station which can accept payments for some or all parking spaces in the area. One or two pay stations are typically located on each block and evenly distributed to reduce walking distances from parking spaces. Payments made at stations are connected to customer vehicles via one of three methods: 1. Each payment is recorded in conjunction with a stall-identification code entered by the customer to coincide with his or her stall; 2. A payment receipt is dispensed at the station to be placed on the dash of the parked vehicle; or 3. Each payment is recorded in conjunction with the license plate ID code of the customer's vehicle. Enforcement of payment-compliance is handled in various ways with pay station technology, depending upon the specific payment system that is used in coordination with this technology. Specifics of enforcement are detailed for each payment system in the following section. Pay-by-Space Pay-by-Space (PBS) systems utilize space identification codes to track customer payments across the on-street inventory. Typically, spaces are marked either directly via paint on the street, or through a series of posts located on the side-walk. How it Works When drivers park in a PBS space, they must note the identification code assigned to their space, proceed to the nearest pay station, and enter the code in conjunction with their payment. The system is capable of providing immediate payment information and interfaces with many other parking management technologies designed to internally monitor utilization patterns and externally broadcast real-time information on space availability. Enforcement There are two ways for Parking Enforcement Officers (PEO’s) to enforce Pay-by-Space meters: 1. The PEO links up to the system network or Pay-by-Space meter via wireless communication to verify if the occupied space is paid. 2. The PEO can also manually run a report through the Pay-by-Space meter that shows all paid versus unpaid parking stalls. Key Elements Makes use of tokens, coins, bills, stored value cards and credit cards Commented [BT1]: I added this first section in case it is useful. Your original content is at the end. [NAME OF DOCUMENT] | VOLUME [Client Name] Nelson\Nygaard Consulting Associates, Inc. | 2 Transactions are completed at the Pay-by-Space meter, eliminating the need for the customer to return to their vehicle Provides an excellent communication platform to obtain occupancy and payment information when dynamic real-time data is the primary goal Interfaces with Pay-by-Cell transactions by working in conjunction with the main office database, eliminating the need for enforcement staff to carry extra hardware and accessories Supports two-way communication to allow the operator to: receive payment transaction and trouble alarm information perform rate and time changes provide real-time credit card transaction processing Capable of operating utilizing solar power The system can be networked so the parking customer may extend time from any of the Pay-by-Space meters, provided they know their parking stall number. Potential Drawbacks Because Pay-by-Space requires a parking stall number to be entered into the meter, all parking spaces will be required to be 20 feet in length, as outlined in the “Manual on Uniform Traffic Control Devices” (MUTCD). Not all vehicles require 20 feet, and because of this, the system is not capable of maximizing all available parking on a block. Pay-by-space meters also require curbside parking stall numbers to identify each parking space. Given the area’s winter conditions, elevated markers from the sidewalk will be required. This adds to additional curbside clutter. Often parking customers neglect to make note of the parking space number, and this is even more likely for a visitor, who is required to complete a parking transaction. The customer then has to make a return trip to their vehicle to obtain this information, often resulting in frustration with the experience. Pay-and-Display Like Pay-by-Space meters, Pay-and-Display meters are usually installed one per block face. The key distinction from Pay-by-Space systems is that Pay-and-Display systems eliminate the need to mark or identify parking stalls by providing customers with a receipt of payment to display on the dash of their vehicle. How it Works After parking, the customer pays for a selected amount of parking time, and then displays the valid receipt on the dash of their vehicle. This provides proof of payment to the enforcement officers. Enforcement There is really only one efficient way to enforce Pay-and-Display meters, and that is on foot. The receipt, which acts as proof of payment, is displayed on the dash, and there is no way to electronically communicate payment information to enforcement staff. Key Features Makes use of tokens, coins, bills, stored value cards and credit cards [NAME OF DOCUMENT] | VOLUME [Client Name] Nelson\Nygaard Consulting Associates, Inc. | 3 Supports two-way communication to allow the operator: to receive payment transaction and trouble alarm information to perform rate and time changes to provide real-time credit card transaction processing No need to stripe parking spaces or display space numbers. Receipts indicate proof of payment, not stalls, which can result in a 5 to 10% gain in parking spaces. The same space can be sold multiple times in the same time period due to the user taking the time with them; any unused parking time is on the display receipt and not on the meter, increasing revenue potential The customer benefits by being able use the same receipt in multiple parking spaces, provided the receipt is still valid, and the parking rates and restrictions are the same In most cases, one unit can cover an entire block face. Capable of operating by utilizing solar power Potential Drawbacks While Pay-and-Display is capable of live communication technology, because there is no assigned parking space or stall number required for this technology, the system is not capable of giving real-time occupancy data. This system requires the user to return to their vehicle and place the purchased receipt on the dash after the transaction is complete. Pay-by-cell does not interface with a Pay-and-Display meter, but still may be used as a payment option. A separate monitoring system is required to be used by the Parking Enforcement Officer. Pay-by-Plate Pay-by-Plate (PBP) systems are the newest and least used among pay station systems. Some cities are requesting information regarding this technology, and while there is interest, it is not a preferred technology. How it Works As with Pay-by-Space and Pay-and-Display, the pay station is typically located mid-block and covers multiple parking spaces. Once a parking customer parks and locates a meter, they enter their vehicle license plate identity. The plate identity is linked with a digital record of payment and recorded in a central database. Enforcement Enforcement of Pay-by-Plate does require some form of a live communication device in the field. This is normally done using live hand held units or Licenses Plate Recognition vehicles. Key Elements Makes use of tokens, coins, bills, stored value cards and credit cards Supports two-way communication to allow the operator: to receive payment transaction and trouble alarm information to perform rate and time changes [NAME OF DOCUMENT] | VOLUME [Client Name] Nelson\Nygaard Consulting Associates, Inc. | 4 No need to stripe parking spaces or display space numbers. Receipts indicate proof of payment, not stalls, which can result in a 5 to 10% gain in parking spaces. Capable of operating by utilizing solar power Pay-by-license is the only pay station technology, at this time that can be enforced using license-plate-recognition systems Potential Drawbacks The system does require the customer to enter the vehicle license plate number. For first time users and visitors this will require a significant learning curve as well as a very detailed marketing and education component. While Pay-and-Display is capable of live communication technology, because there is no assigned parking space or stall number required for this technology, the system is not capable of giving real-time occupancy data. If street sensor technology is required then 20 foot stripped parking stalls will be required. Single-Space Smart Meters Many of the capabilities and amenities that were once exclusive to Pay Station products are being offered in single-space, “smart meter” products. More expensive than a typical, single-space meter, but less expensive than a pay station, these meters essentially function as pay stations, while providing the payment-location convenience of a traditional meter. Another emerging advantage of these meters is the capacity to add “occupancy sensors” to the meter, providing real- time occupancy data at much lower costs compared to “in-street” sensor systems. Key Elements Makes use of tokens, coins, stored value cards and credit cards The parking customer is not required to return to their vehicle to display a receipt. Capable of operating on solar power The meter is located at the parking stall, so there is no need for the customer to walk any distance to make a transaction. Optional vehicle detection built into the meter. Offers a reset mode. When a paid vehicle leaves, the meter will zero out remaining time. Pay-by-Cell can still be used as a payment option Retrofits into most existing meter housings/poles. Potential Drawbacks This system still requires a meter and pole at every parking stall. Size limitations of coin canisters will keep current single space parking meter collection procedures and associated costs. All parking spaces will be required to be 20 feet in length, as outlined in the “Manual on Uniform Traffic Control Devices” (MUTCD). Not all vehicles require 20 feet, and therefore, this system is not capable of maximizing all available parking on a block. Each meter requires its own communication account, which results in an increased cost over pay station technology. [NAME OF DOCUMENT] | VOLUME [Client Name] Nelson\Nygaard Consulting Associates, Inc. | 5 RECOMMENDATION The convenience and ease of use makes single-space meters highly effective for dense commercial areas. Smart single-space meters accept credit card (and therefore debit card) payments and are enabled with back office tools and real- time access to information and data. As opposed to any customer-facing services, the back-office tools are the software or web applications that are utilized by municipal staff to access information like data, maintenance updates, reporting tools, transaction histories, payment processing, noticing, and more. This would allow the City to monitor the meters and be notified of any maintenance issues. The selected equipment must meet the Payment Card Industry (PCI) security standards for credit card transactions to make sure only the last four digits of each card number are stored. Additionally, all payment information can be tracked and audited to ensure proper revenue reconciliation during collections. Most single- space meter vendors offer meter management systems to edit the display screen, manage rate structures and run reports. Smart single-space meters range in price from around $400 to $600 per meter mechanism plus approximately $250 to $400 for the meter housing and pole (not including shipping). There is an ongoing $6 to $8 fee per meter per month for data management in addition to transaction fees. Pay stations, depending on configurations, are approximately $8,500 per unit with monthly data management fees of approximately $70.00 per pay station per month. This pay station rate estimate does not include installation and freight. The City should consider including the optional added features such as a motion- controlled light bar and a tilt board security feature with a siren. The typical pay station vendor also provides a meter management system with real-time access to pay station information and maintenance support. Additionally, following year one, the City should budget approximately $30.00 per month for the pay station warranties. While not required, the warranties are recommended to safeguard the program and ensure equipment performance and system uptime. Pay stations normally support 7 to 12 on-street parking spaces. A typical off-street surface lot requires 1 to 4 pay stations, depending upon the configuration and number of access points. There are three main operational configurations for multi-space pay stations: pay and display, pay by space, and pay by plate: Pay and Display: The driver parks, purchases parking session time at the pay station, and then returns to their vehicle to display the receipt on their dashboard. Pay by Space: The driver parks in a numbered space, and then pays at the pay station using the parking space number. The driver is not required to return to their vehicle because their payment is electronically tied to their space number. Parking enforcement is able to use a web application to verify payment status by parking space number. [NAME OF DOCUMENT] | VOLUME [Client Name] Nelson\Nygaard Consulting Associates, Inc. | 6 Pay by Plate: Similar to pay by space, but the driver enters their license plate number at the pay station to record their payment. This method does not require drivers to return to their car as well and, similarly, parking enforcement verifies payment status by license plate using a web application. It is recommended that the City install single-space meters on-street. If instead the City decides to install pay stations, the pay by plate configuration is recommended for ease of enforcement. With either option, to minimize revenue collection schedules and maintenance issues, it is recommended that the City implement a credit card only payment option. Bill note acceptors typically require a substantial amount of maintenance support. Credit card payments are an easy-to-use, customer convenience with minimal maintenance support requirements. Bills and coins also require revenue collections and accounting. Additionally, it is recommended that the City offer a mobile payment feature for customer convenience. A mobile payment solution can be provided to the City by a vendor at no cost to the City. Instead, the vendor is fully funded by the convenience fees charged to the user. The vendor would provide decals for the meters and would be responsible for the education and outreach. WAYFINDING Wayfinding is a means of providing intuitive visual cues and information to drivers, upon arrival. The first objective of wayfinding, therefore, should be to reinforce information provided to drivers before they arrived, and direct them to their parking option of preference. At the same time, effective wayfinding can provide visual information that suggests parking opportunities, and guides drivers toward their “right fit” options, even if they knew nothing of these options before arriving. This can include varying meter types or markings that correspond to pricing and/or time limits and branding off-street locations that accommodate hourly parking. The three essential pieces of information that must be clear for all parking options are: Hourly rates, as well as any variations on these Time limits Schedule of enforcement This information should be provided and disseminated via multiple media, with a focus on informing drivers of their options before they arrive in Downtown. This can include information specifically on free parking, where and when it is available, which can both help shift peak demand to off-peak times and locations and reduce frustration among drivers expecting to find free parking where and when it is not an option. This could include private facilities that are available for parking after- hours. Clear and concise signage should serve two primary functions. The first is to complement wayfinding, in providing essential details on parking options for drivers arrived with little or no information. By complementing effective wayfinding elements, this information can be visually discrete, and textually concise, while effectively guiding parking searches. The second function is to confirm to each driver that the space she/he has found is indeed priced and regulated as expected. Preferably, this happens without the drivers having to leave their cars. Branding is one of the most effective means of identifying parking options that are managed consistently with the City’s parking program. This can include branding extended to private facilities that offer a parking experience largely indistinguishable from parking in a City facility. Such branding can assure drivers that a particular parking option has been priced, regulated, and maintained consistently with the City of Dublin’s parking program, including enforcement that is user friendly and parking rates that are no higher than what is necessary to keep demand balanced with supply. It is important to ensure that signage is consistent between the Historic District and Bridge Park, whether directing the public to garages or identifying paid parking rules. [NAME OF DOCUMENT] | VOLUME [Client Name] Nelson\Nygaard Consulting Associates, Inc. | 2 The City recently hired Kolar Design to develop a wayfinding strategy. The signage includes a P symbol to direct drivers to paid parking locations (Image 5). The design firm also strategically planned the signage types and placements throughout the City. In addition to the sign panels designed by Kolar, the City should consider the broader wayfinding plan for the parking system. Parking Guidance Systems (PGS) can also be a helpful way to direct drivers towards available parking. This can include digital messaging signage. Real- time occupancy counts can be fed to the electronic signage and placed at strategic locations before critical decision points. Parking garages can have counts displayed by level, or simply an open/full sign. The City should also consider creating an activity center parking map. The map should include all streets that offer on-street parking, marked according to time restrictions and meter rates. It should also include off-street locations that offer public parking. This can also include facilities that only provide public parking on certain days, or during certain times of day, as these may emerge out of efforts to increase shared parking opportunities. The map should be provided at a single website, which should be referenced on all local business websites. In the long-term, any occupancy data can be fed in real-time to the parking map. Occupancy data can be collected through a number of technologies, including in-ground loop counters and cameras. In order to direct the flow of traffic to optimal garage entry points in Bridge Park, the City should remove the Left Turn sign on Longshore Street. Removal of this sign in conjunction with directional signage to the garages will help mitigate traffic issues caused by vehicles queuing to make a left turn. While the signage directs visitors to continue straight to reach parking, additional wording should be added to inform the visitors that garage parking is available free to the public. The wayfinding signage within and approaching Bridge Park should be updated to direct vehicles to the garage entrances. Mooney Street or the Tuller Ridge Drive garage entrances should be promoted via wayfinding signage. It is important to encourage these as the primary access points due to the volume of pedestrian traffic on Longshore Street. Image 5. Kolar Wayfinding Signage [NAME OF DOCUMENT] | VOLUME [Client Name] Nelson\Nygaard Consulting Associates, Inc. | 3 The City should consider adding “Free” Public Parking to the wayfinding signage. As a new development, it is not clear that the garage parking is free. A temporary applique to the sign could promote the free message. As more venues open and the location grows in popularity, customers will become familiar with the convenience of free, available garage parking. In the meantime, this information should be proactively promoted. This will also improve current and future congestion issues by educating and informing customers now. Image 6: Left Turn and Parking Signage The City has the opportunity to promote shared parking locations through the City’s website on this map through a Comprehensive Wayfinding Program. The City can allow private operators to participate in the City’s wayfinding program and overall brand for promotion if they meet certain standards determined by the City. The City can deliver parking information through multiple outlets including vehicle messaging systems, wayfinding signage, and various websites, including the tourism board, hotel, travel and parking sources. The technology exists to provide parking and transportation information in real-time. Additionally, any City-managed parking area including those established with a shared parking agreement needs to be clearly identified and the signage should promote the parking location, any time restrictions and any applicable rates/fees. The parking brand/signage would be required to be used in conjunction with the terms and conditions of the shared parking agreement. LIBRARY PARKING GARAGE The Library Parking Garage will provide a valuable parking asset to the Historic District. Incorporating the facility into the City’s wayfinding campaign will be essential to promote the location as a convenient, accessible and walkable parking location. The facility space allocation must consider library usage. Library adjacent spaces should be identified for library use and the City should consider signage and hours of operation to ensure availability for patrons. These policies must be monitored to avoid the opportunity and development of policy abuse. The opportunity to introduce electric vehicle (EV) charging stations to the community provides an asset that must be managed and regulated. Time limitation and usage requirements must be considered, posted and enforced. The City should develop a parking permit program that allows Historic District employee parking. The permit parking location should be located on the upper floors to provide the more convenient parking for visitors and customers. Parking spaces should not be assigned to specific users because this limits availability. Permit rates should be affordable, and the rate should the administrative costs of managing and monitoring the program. Any permit program should be license plate based to allow for a ‘virtual’ permit program that can be monitored efficiently with license plate recognition (LPR) technology. There are several potential methods for encouraging employees to park on the upper levels of the garage. There are technology vendors that can host incentive programs where employees can swipe their passes when they park at a higher level and earn points for each swipe. Points can be redeemed in local retail stores and restaurants. If time limits are enforced in the Library Garage, then signage can direct employees with permits to park in upper levels only, otherwise subject to the same time limits as other parkers. If employees tend to park in the early hours of the day, then the lower levels may restrict parking during the peak hours, for example, No Parking between 8:00am and 11:00am. For employees arriving in advance of the dinner crowds, parking could be prohibited between 3:00pm and 5:00pm, for example. In addition to Library patronage, the garage should be used to promote longer term parking stays in the Historic District. This should coincide with shorter time limits at on street and surface parking lot locations. This will promote turnover in the more convenient Historic District parking location. However, to achieve compliance, these parking management models must be supported with consistent enforcement during the hours of operation. If the parking assets are actively monitored and managed, the City will achieve parking availability objectives. [NAME OF DOCUMENT] | VOLUME [Client Name] Nelson\Nygaard Consulting Associates, Inc. | 2 If demand continues to expand with the application of active monitoring and enforcement, the City will need to consider paid parking rates. An evaluation of nearby garage rates, including the High Street facility, should help to determine an effective hourly rate schedule, daily maximums and special event rates. The introduction of paid parking does offer the opportunity to provide a merchant validation program that can also be incorporated into the existing valet program. Action Plan Short-Term Steps 1. Update wayfinding signs to promote Library Parking Garage. 2. Establish parking policies, time limits and designated parking area for Library patrons. 3. Identify EV charging location and post policies, time limits and usage requirements. 4. Develop Historic District Employee Parking Permit program. a. Permit parking should be on the upper floors to provide more convenient parking locations for visitors and customers. Offer an incentive program or restrict hours on lower levels to drive employees to park on higher levels. 5. Provide consistent enforcement and monitoring of Library Garage policies to ensure compliance. Mid-Term and Long-Term Steps 1. Develop a paid parking rate schedule based upon nearby garage facilities. 2. Consider a merchant validation program. [NAME OF DOCUMENT] | VOLUME [Client Name] Nelson\Nygaard Consulting Associates Inc. | i Existing Conditions Report Dublin Parking Assessment City of Dublin, Ohio June 2017 [NAME OF DOCUMENT] | VOLUME [Client Name] Nelson\Nygaard Consulting Associates Inc. | i Table of Contents Page Background Documents Review ........................................................................................................ 2 Parking Conditions Overview ........................................................................................................... 16 Supply ................................................................................................................................... 16 Near-Term Changes ................................................................. Error! Bookmark not defined. Stakeholder Input ..................................................................... Error! Bookmark not defined. Key Constraints & Opportunities ............................................. Error! Bookmark not defined. Table of Figures Page Figure 1 Overview of Capacity and Utilization (on a normative weekday) .......................... 7 Figure 2 Utilization by Time and Location (Saturday Evening, Friday Evening) .................. 8 Figure 3 Utilization by Time and Location (Thursday 9AM, 11AM) ..................................... 8 Figure 4 Utilization by Time and Location (Thursday Noon, 2PM) ...................................... 9 Figure 5 Utilization by Time and Location (Thursday 4pm, 7PM)........................................ 9 Figure 6 Historic District Parking Spaces by Quadrant (Bridge at High is center) ........... 13 Figure 7 Daytime Average and Peak Demand .................................................................... 14 Figure 8 Evening Average and Peak Demand .................................................................... 14 Figure 9 Historic District Parking Resources & Inventory .................................................. 13 Figure 10 Surveyed Parking Facilities ....................................... Error! Bookmark not defined. Figure 11 Off-Street Parking (over 5 spaces) – Dublin Historic DistrictError! Bookmark not defined. Figure 12 Historic Dublin Parking On-Street Resources .......... Error! Bookmark not defined. Figure 13 On-Street Parking– Dublin Historic District .............. Error! Bookmark not defined. Figure 14 Dublin Parking Lot ..................................................... Error! Bookmark not defined. Figure 15 Weekday Midday 12pm – 1pm Utilization ........................................................... 19 Figure 16 Friday Evening 7pm – 8pm Utilization ................................................................. 22 Existing Conditions Report | Dublin Parking Assessment Dublin, OH Nelson\Nygaard Consulting Associates, Inc. | 2 BACKGROUND DOCUMENTS REVIEW The following documents were reviewed to gain the benefit of previous planning efforts and parking management analysis/recommendations. Bridge Park East and Riverside Road: A Strategic Business Plan for City's Parking Assets, 2016 Dublin, Ohio Code of Ordinances - Bridge Street District Zoning Districts, 2012 Historic Dublin Parking Demand Study: Final Report, 2011 Historic District Parking Demand Study: Findings and Recommendations, 2011 Bridge Street Corridor Study - Near Term Historic District Parking Strategies, 2010 Evaluation of Historic District Parking Opportunities Memo, 2009 City of Dublin Community Plan - Parking Requirements, 2007 Direct quotations from reviewed documents are presented in italicized text. Bridge Park East and Riverside Road: A Strategic Business Plan for the City’s Parking Assets (Walker Parking Consultants, 2016) Recommendations Charging for Parking Implement paid parking system within Bridge Park East and Riverside Road area of the Bridge Street District. Encourage turnover and parking supply availability − Higher-demand parking spaces should be priced higher than other parking options − Higher prices for parking at an on-street meter, lower prices for off-street spaces − Continue to limit the time that individuals are allowed to park in high-demand areas. Meters: − Pay by plate option − Include integrated enforcement system, using license-plate reader technology − Accommodate payment by credit card, phone, and mobile-device applications Rates: − $1.00/hour on-street − Escalate to $3.00/hour for stays over three hours − Accommodate validation through merchants Schedule: − Don’t apply the typical workday schedule Existing Conditions Report | Dublin Parking Assessment Dublin, OH Nelson\Nygaard Consulting Associates, Inc. | 3 − Begin enforcement at 10:00 or 11:00 in the morning − Enforce to at least 6:00 in the evening. Create a Comprehensive Parking Program Create an auxiliary parking fund that acts as a depository for all City-related parking income and covers operating and capital expenses associated with the City's parking program. Funding sources should include: − Monthly permits − Meter revenue − All other parking-fee revenue sources − Violation revenue Create a Parking Division within the Public Works Department. Create a parking-focused web-page to communicate parking options and alternatives. − An interactive parking map to display o all public parking locations o hours of operation o costs to park o citation fees o occupancy counts/availability (could be accomplished through a 3rd party application) − Online citation payment processing − Online citation appeal forms and submittals − Social media presence to announce events, policy changes, and gather feedback from the public − Mobile phone payment instructions and account creation − Ability to report broken meters online Invest in coordinated wayfinding, signage, and information. − Vehicular Directional Signage - wayfinding signage − Public Parking Directional Signage – specific to finding public parking − Public Parking Arrival Signage – located at the space itself Innovative Enforcement Use an ambassador approach to enforcement, as well as a graduated fine schedule for parking violations, based on the number of violations within a specific time frame, such as: − 1st Violation Warning − 2nd Violation $25.00 − 3rd Violation $50.00 − 4th Violation $100.00 plus vehicle booting or towing − A discounted parking fine option if paid early Existing Conditions Report | Dublin Parking Assessment Dublin, OH Nelson\Nygaard Consulting Associates, Inc. | 4 Bridge Street District Zoning Districts: Zoning Code Sections (City of Dublin, 2012) These special zoning districts address the unique opportunities presented by distinctive development densities and programming being constructed within the Bridge Street District. As such, it provides a template for how parking requirements might be established for Dublin’s established, emerging, and potential activity centers (walkable, mixed-use districts). Required Vehicle Parking The new code outlines minimum parking requirements and maximum parking limits for an expansive range of land uses. These standards are summarized for a short list of common land uses in the table below. Figure 1 Table 153.065-A: Required Vehicle Parking Use Minimum Required Maximum Permitted Townhouses 2 per dwelling unit 2 per dwelling unit Dwelling, Live-Work 2 per dwelling unit 3 per dwelling unit Dwelling, Multiple-Family Studio/efficiency, one-bedroom: 1 per dwelling unit 2 per dwelling unit Two bedrooms: 1.5 per dwelling unit Three or more bedrooms: 2 per dwelling unit Public School Per approved parking plan Bank 2.5 per 1,000 SF 125% of minimum Bed and Breakfast 1 per guest bedroom, plus 1 for operator 150% of minimum Conference Center 1 per 6 persons maximum capacity in the largest seating area 125% of minimum Eating and Drinking 10 per 1,000 SF 125% of minimum Exercise and Fitness 2 per 1,000 SF 150% of minimum Hotel 2 per 3 rooms, plus 4 per 1,000 SF accessory use 125% of minimum Office, General Less than 50,000 SF 2.5 per 1,000 SF 125% of minimum 50,000-150,000 SF 3 per 1,000 SF Greater than 150,000 SF 4 per 1,000 SF Office, Medical 2.5 per 1,000 SF 125% of minimum Retail, General 3 per 1,000 SF 125% of minimum Existing Conditions Report | Dublin Parking Assessment Dublin, OH Nelson\Nygaard Consulting Associates, Inc. | 5 Options for Reducing Off-Street Requirements On-Street Parking On-street parking spaces may be counted toward meeting the minimum parking requirement. Shared Parking Where a mix of land uses creates staggered peak periods of parking, shared parking plans that have the effect of reducing the total amount of needed parking spaces may be approved. Car-Share Parking The required minimum number of off-street parking spaces may be reduced by four spaces for each parking space reserved for car-share parking, not to exceed a 10% reduction. Transit Proximity The required minimum number of off-street parking spaces may be reduced by 10% if more than 50% of the land in a proposed development is located within 1,320 feet of any public transit stop. Active-Commute Amenities The required minimum number of off-street parking spaces for a non-residential development may be reduced by 5% if a development contains shower and clothing locker facilities for bicycle commuting employees or patrons. Transportation Demand Management Off-street parking requirements may be reduced by up to 30% if a Transportation Demand Management (TDM) program, and Parking Demand Study, is submitted to and approved by the Director and the City Engineer. The TDM program must include at least two of the following. − Carpooling, vanpooling, ridesharing, guaranteed ride home, telecommuting, and/or shuttle service programs − Staggered or alternative work scheduling, allowing employees to arrive and depart at different times − Dissemination of information to employees, residents, and visitors to the site regarding the TDM plan and alternatives to single-occupancy vehicle travel − Provision of annual TDM reports demonstrating effectiveness in reducing parking demand Bike Parking Requirements Bicycle parking is required for any development or use with six or more required vehicle parking spaces, as follows. Multifamily residential uses: 1 space / 2 dwelling units. Existing Conditions Report | Dublin Parking Assessment Dublin, OH Nelson\Nygaard Consulting Associates, Inc. | 6 − Up to 50% of required spaces may be provided within garages Civic/public/institutional uses: 1 space / 20 required vehicleparking spaces. Commercial uses: 1 / 10 required vehicle parking spaces. Public bicycle parking provided by the City and located within the street right-of-way may be counted toward meeting the minimum bicycle-parking requirement for a parcel provided that the spaces are on the same side of the street and located between the two side lot lines of the parcel. Credit for public bicycle parking spaces shall apply to parking for all uses on the parcel rather than any specific use. Historic Dublin Parking Demand Study: Final Report – Executive Summary (Rich & Associates, 2011) This study focused on parking conditions, issues, and opportunities within the City’s historic downtown area. Historic Dublin Overview Northwest Quadrant The northwest quadrant can be defined by its many restaurants as well as by having a majority of the publicly available parking within the district. The Darby Street and Indian Run Lots totaling nearly 200 spaces together with the nearby North Lot with its 10 publicly available spaces mean that the northwest quadrant has 70 percent of the districts publicly available parking. It is also the only quadrant that is likely to experience a parking deficit. The deficiency could be as many as 65 spaces with the impending full occupancy of the Bri-Hi Square development unless the community can improve the utilization of the available privately controlled parking supply. Northeast Quadrant The northeast quadrant is a very narrow collection of several blocks fronting High Street north of Bridge. It can…be considered one of the two self-sufficient quadrants in the district. This is due to the fact that the only publicly provided parking is the very limited on- street parking along High Street with no publicly provided off-street parking. Home to several popular restaurants, one of the restaurants meets its parking needs in the evening hours through agreement with a nearby private landowner. Other businesses either make do with their limited supply associated with their buildings or depend on the public supply in the northwest quadrant. Southwest Quadrant The southwest public supply only represents about 30 percent of the publicly available supply. With significant competition for relatively few spaces, this quadrant is also one of the more stressed in the district. Existing Conditions Report | Dublin Parking Assessment Dublin, OH Nelson\Nygaard Consulting Associates, Inc. | 7 Because of the relative lack of publicly provided parking, and with most restaurants on the north side of Bridge Street, patrons and employees to and of the southwest quadrant are probably the most impacted by the deficiencies in the pedestrian crossing of Bridge Street. This quadrant does…have the potential to relatively easily overcome some of its parking deficiencies if the City can reach an agreement to use at least some of the 121 spaces at the Dublin Community Church. Availability of these spaces for use by employees of some businesses in the quadrant could free up spaces in the stressed Town Center I and Town Center II Lots and make more of these available to customers of the shops and restaurants in the quadrant. Southeast Quadrant The southeast quadrant is another area of the district that is forced to be relatively self sufficient in parking. The quadrant has only a very few on-street space on S. High Street. Because of traffic conditions on S. High Street, some of these spaces are restricted from use during the evening hours. With no other off-street public parking, the various businesses rely on available parking behind their businesses to meet the needs of their customers and staff. However access to many of the lots is only from Blacksmith Lane in back of the buildings. Supply & Utilization Conditions (Historic Dublin) Figure 2 Overview of Capacity and Utilization (on a normative weekday) Existing Conditions Report | Dublin Parking Assessment Dublin, OH Nelson\Nygaard Consulting Associates, Inc. | 8 Figure 3 Utilization by Time and Location (Saturday Evening, Friday Evening) Figure 4 Utilization by Time and Location (Thursday 9AM, 11AM) Existing Conditions Report | Dublin Parking Assessment Dublin, OH Nelson\Nygaard Consulting Associates, Inc. | 9 Figure 5 Utilization by Time and Location (Thursday Noon, 2PM) Figure 6 Utilization by Time and Location (Thursday 4pm, 7PM) Existing Conditions Report | Dublin Parking Assessment Dublin, OH Nelson\Nygaard Consulting Associates, Inc. | 10 Key Findings The approximately 1,322 parking spaces within the Historic District should be sufficient to accommodate the current parking demand. − However, nearly ¾ of this supply is privately controlled, limiting its accessibility to most drivers. − Making more of this supply publicly available should be prioritized over increasing raw supplies. More efficient use of the existing available supply should be the first option rather than building new lots. Improving administrative processes and regulations can modernize the District’s parking operations. A lack of parking should not be an issue in Dublin because the total parking supply clearly should be adequate to support the current business needs. Nonetheless, there are perceptions and issues by employees in the district and visitors of insufficient parking. − Much of this is likely due to the high proportion of privately controlled parking which does not make for an efficient parking supply. Where private businesses have surplus parking capacity, this is often not available to non-customers or staff. − Additionally, some businesses that have private parking encourage their staff to park in public lots so that their limited supply is available for customers. With many of the private parking areas particularly in the SE and SW quadrants unimproved gravel or dirt lots behind buildings which may not be easily found by patrons or considered unsafe or unattractive for other reasons, a significant portion of the private parking is going unused. Only 27 percent of parking in the city is publicly available. Recommendations General Improvements Best management practices should be tailored to address the needs of Historic Dublin. Improve marketing of available parking systems − The availability of the Indian Run lot during the day is not well known. − A primary purpose is to override any negative perceptions of poor parking availability by informing where the parking is available. Improve management of the parking system − More efficient use of the existing available supply should be the first option rather than building new lots. − Improved enforcement methods will effectively increase available supply. Consistency is important. Provide a balanced supply of public and private parking Existing Conditions Report | Dublin Parking Assessment Dublin, OH Nelson\Nygaard Consulting Associates, Inc. | 11 − For an efficient use of the available supply, a greater proportion of the parking must be publicly available. − Public lot spaces need to be more consistently available to customers and visitors. Facilitate pedestrian access and mobility − Bridge Street acts as a barrier to pedestrians. Improved crossings would facilitate ‘park-once’ behavior by customers and employees. − Improvements to pedestrian safety and comfort will encourage visitors to park further from destinations. Implement revised parking requirements more appropriate for an historic downtown − The existing Code requires more spaces than typical of historic districts − Shared parking requirements would better reflect actual use patterns Pricing strategies should be considered to better reflect market demand for parking − Consider fee-in-lieu program for new development to help fund public parking improvements − Any paid parking should be strategically located to encourage more efficient use of free parking Short-Term Improvements Improve perceived safety of Bridge and Darby Street pedestrian crossing to encourage employee parking District wide at Indian Run (in process) Stripe parking spaces on North and South High Street on-street spaces Provide vertical separation (planters, railing, or other appropriate items) to improve separation from sidewalk and street (in process) Continue to place bike racks in appropriate locations (in process) Organize valet services to the extent possible; consider signing valet parking locations; increase awareness of valet services (locations, hours of operation, cost) Increase off-street parking lot time limits from 2 to 3 hour parking Increase on-street parking time limits from 2 to 3 hour parking Provide further marketing efforts to advertise available parking, valet availability, off- hour parking locations (Library, private lots) in cooperation with HDBA and other businesses Approach property owners of private parking areas to make spaces available for public use during off-business hours Identify resources for more consistent enforcement hours (in process) Tow vehicles parked in undesignated locations where safety is compromised; write citations for others Utilize violation tracking equipment to monitor license plate (rather than marking tires) to track actual violations Development applications should include an approved parking plan Adjust Zoning Code parking requirements to better accommodate conditions in the District; include shared parking, individual use requirements, parking exceptions, etc. (in process) Existing Conditions Report | Dublin Parking Assessment Dublin, OH Nelson\Nygaard Consulting Associates, Inc. | 12 Indian Run Parking Lot Improvements Provide pedestrian path from Indian Run to North High Street Improve walkway lighting from lot to North Street Refurbish parking lot striping and improve lighting Ensure that merchants/employees are aware of Indian Run lot availability; provide mailings to businesses with appropriate maps Improve wayfinding to Indian Run lot Mid-Term Improvements Once Indian Run lot becomes consistently utilized, consider appropriate locations for additions to existing public parking areas Study reconfiguration of Town Center lots to improve traffic flow and space availability In lieu of variances, require payment per space for uses that cannot provide required parking – utilize funds for parking and pedestrian improvements Approach property owners to consolidate and improve parking areas and make available for public use during off-business hours Investigate appropriate management methods to improve cooperation between District business/building owners (dedicated staffing, funding management, etc.) regarding cooperative parking Long Term Improvements Parking garages are not recommended but should be investigated should the school site ever be made available for development Investigate removal/relocation of alley side obstructions (poles, fences, etc.) to improve circulation between rear parking areas Investigate potential purchase and removal of smaller accessory structures in various locations for potential parking; design and landscape to fit character of the District Negotiate off-site parking locations and provide morning and evening peak hour shuttle service Existing Conditions Report | Dublin Parking Assessment Dublin, OH Nelson\Nygaard Consulting Associates, Inc. | 13 Memorandum: Bridge Street Corridor Study - Near Term Historic District Parking Strategies (City of Dublin, 2010) Key Findings Supply (Historic Dublin) Figure 7 Historic District Parking Resources & Inventory Existing Conditions Report | Dublin Parking Assessment Dublin, OH Nelson\Nygaard Consulting Associates, Inc. | 14 Figure 8 Historic District Parking Spaces by Quadrant (Bridge at High is center) Type NW NE SE SW Total Public 83 0 0 74 157 Time-limited public 117 10 22 68 217 Private 251 317 141 239 948 Total 451 327 163 381 1,322 Utilization (Historic Dublin) Figure 9 Daytime Average and Peak Demand Quadrant Average Day Peak Demand Supply Surplus Demand Supply Surplus NW 164 451 287 180 451 271 NE 230 327 97 253 327 74 SW 182 381 199 200 381 181 SE 83 163 80 91 163 72 Figure 10 Evening Average and Peak Demand Quadrant Average Day Peak Demand Supply Surplus Demand Supply Surplus NW 173 451 278 191 451 260 NE 167 327 160 184 327 143 SW 168 381 213 185 381 196 SE 56 163 107 61 163 102 Recommendations The provision of non-peak hour on-street parallel parking along Bridge Street and portions of North High Street and North Street, including: o approximately 45 new on-street spaces on Bridge Street between High School Road and Blacksmith Lane to the east o 4 spaces on the west side of North High Street, adjacent to the Dublin Branch of the Columbus Metropolitan Library o 8 spaces along the north side of North Street, adjacent to the library A critical element for a successful on-street parking program will be enforcement of the off-peak hour time limitations in the parking zone, including towing, ticketing, and fines Existing Conditions Report | Dublin Parking Assessment Dublin, OH Nelson\Nygaard Consulting Associates, Inc. | 15 An extensive public education program will be needed for the businesses in the District and the community at large to communicate when and where on-street parking will be permitted On-street parking, particularly on Bridge Street, will likely only be accommodated during off-peak hours, from 7:00 p.m. on weekday evenings to 6:00 a.m., and a wider range of hours on weekends Parking Management Remote Employee Parking Valet Organization Joint Use Parking Arrangements Coordinated Enforcement Wayfinding Plan Evaluation of Historic District Parking Opportunities Memo (City of Dublin, 2009) Findings & Recommendations Bridge Street could accommodate up to 45 on-street spaces, but should be limited to off- peak hours (evenings, and perhaps weekends). − Additional analysis is needed to refine potential schedules. On street parking on North High Street, North Street, and the northern end of Franklin Street could be implemented with few additional physical changes or operational effects. Reconfiguring, and potentially consolidating, private parking lots behind the South High Street businesses, could increase overall capacities. − This will require some preliminary design work and initiating discussions with building/business owners. − Potential capacity gains might be negated if current Code requirements for space sizes and setback are used. Zoning Code modifications for the Historic District (HB District) should be pursued for calculation of space requirements for new development or modifications to existing buildings and uses. A parking demand study should be initiated and completed after the Bridge and High Street development has opened (even if all tenant spaces are not occupied). Existing Conditions Report | Dublin Parking Assessment Dublin, OH Nelson\Nygaard Consulting Associates, Inc. | 16 CURRENT PARKING CONDITIONS OVERVIEW SUPPLY Figure 11 Public Parking Lot in Historic Dublin The parking supply within Historic Dublin has changed little since the 2010 Study referenced above. The map below provides a spatial overview of on-street and off-street parking locations in this area, including the identification of private (restricted to tenants and visitors of adjacent buildings) versus public (available to all drivers, managed by the City) off-street facilities. Existing Conditions Report | Dublin Parking Assessment Dublin, OH Nelson\Nygaard Consulting Associates, Inc. | 17 Figure 12 Current Parking Supply within Historic Dublin Existing Conditions Report | Dublin Parking Assessment Dublin, OH Nelson\Nygaard Consulting Associates, Inc. | 18 UTILIZATION To update the utilization data and findings provided by previous studies, occupancy data was collected through field surveys, on weekdays and Friday evening in the spring. Findings are summarized below. Weekday Midday Figure 13 On-Street Parking at Midday As in many towns, midday during the week is a popular time to visit the businesses within the historic downtown. People stop by to eat, run errands, shop, or simply hang out during their lunch breaks. As such, the weekday midday was chosen for field data collection. The following describes occupancies shown in Figure 15 Weekday Midday 12pm – 1pm Utilization on page Error! Bookmark not defined.. Parking activity seems to be concentrated in two locations: around the Town Center Parking Lot behind the shops facing Bridge Street, and along North Street near Darby Street. Existing Conditions Report | Dublin Parking Assessment Dublin, OH Nelson\Nygaard Consulting Associates, Inc. | 19 Figure 14 Weekday Midday 12pm – 1pm Utilization Existing Conditions Report | Dublin Parking Assessment Dublin, OH Nelson\Nygaard Consulting Associates, Inc. | 20 On-Street Problematic occupancies were recorded on on-street blockfaces primarily around the Town Center Lot. Blockfaces on Mill Lane, Sells Alley, and in front of the Dublin Village Tavern had recorded occupancies of over 95% during the midday time period. All other on-street parking segments saw considerably less utilization, between 0 – 85% occupancies, with no segments between 85 – 95% occupied. Off-Street While parking management primarily impacts publicly-available parking facilities, the interaction and utilization of privately-owned facilities (e.g. private parking lot for a local store) can have a tremendous effect on the overall parking environment in a place. The following examines occupancy levels for both public and private parking resources in the downtown. Figure 10 on page 19 shows public and private ownership of off-street lots. Public Field counts showed off-street parking pressure points centering on two areas of the downtown district. • The first was around the parking lots behind the shops facing Bridge Street in the southwest quadrant (west of High Street, south of Bridge Street). Here the Town Center Lot (Lot 21) showed a utilization of over 95% while the Franklin Street Lot (Lot L19) showed an 85 – 95% utilization. The Town Center Lot is understandably an appealing parking destination as it is very close to the major intersection of High and Bridge Streets. The dedicated Left Turn signal at this intersection means that drivers have a relatively easy time making the necessary turns to access the lot coming from either direction of Bridge Street. This, in contrast to other public lots that are farther from the primary center intersection or require turns at unsignalized intersections, such as Bridge at Darby. The Town Center Lot’s entrance from High Street, the only public off-street lot with such an entrance is a natural choice. • The second was along North Street in the northwest quadrant of the downtown (west of High Street, north of Bridge Street). The Indian Run Lot (L02) had an occupancy over 95% while the Darby Street Lot showed an 85 – 95% occupancy level. These levels may reflect the shared use of the Indian Run lot and the lack of other public lots north of Bridge that are close to the center of the downtown. Private The majority of private lots throughout the downtown had occupancies below 60% during the midday period. The busiest private lots were those located along North Street across from the Dublin library, which was over 95% occupied. In addition, two private lots had occupancies between 60 and 85%: the private lot on Spring Hill between Mill Lane and High Street and the lot behind Dublin Barber Shoppe on Blacksmith Lane (see Figure 15 on page Error! Bookmark not defined.). Friday Evening Weekend evenings are another period where many downtown and commercial centers experience heightened parking demand. People come downtown for dinner, drinks, and entertainment in the Existing Conditions Report | Dublin Parking Assessment Dublin, OH Nelson\Nygaard Consulting Associates, Inc. | 21 denser, walkable area. The following describes the parking utilization shown in Figure 16 Friday Evening 7pm – 8pm Utilization on page 22. On-Street On-street occupancy levels were highest on blocks south of Bridge Street near the City’s Town Center Lot. Blockfaces on Mill Lane, Sells Alley, and High Street had over 95% occupancy, while other blockfaces one or two blocks farther from Bridge Street had occupancies less than 60%, highlighting the draw of those parking spaces located right off of the Bridge Street core. Off-Street Overall, off-street parking activity on Friday evenings seemed to center in the northern area of downtown, taking advantage of the free parking available at the Library and Indian Run lots after hours. Other private lots in the north were also active in comparison to the southern half of the downtown, which showed relatively little activity with the exception of the Town Center Lot. This may be due to the lack of late night destinations in the southern area of the downtown apart from the Dublin Tavern and Donato’s. In contrast, the northern area has many restaurants and bars to act as evening destinations for downtown visitors, perhaps reinforcing the divide that Bridge Street represents through the downtown. Public With the exception of the Town Center Lot, every lot public or private south of Bridge Street had under 60% occupancy during the Friday Evening period. The Town Center Lot (Lot L21) in contrast had an occupancy level between 85 and 95%, implying that the lot remained a popular choice for drivers coming to the downtown on a Friday night. North of Bridge Street, utilization was much higher across the available public lots. Both the Indian Run and Darby Street Lots were at the over 95% level, while the library lot across the street was similar with an 85 – 95% occupancy. Private Private lots north of Bridge Street were also active. Lot L13 behind the Brazenhead and Salon of Dublin was over 95% occupied and Lot L11 to the north behind Oscar’s had occupancy levels between 60 – 85%. To the south near Bridge Street, Lots L06 and L07 surrounding the Dublin Veterinary Clinic and J. Liu were relatively active as well Existing Conditions Report | Dublin Parking Assessment Dublin, OH Nelson\Nygaard Consulting Associates, Inc. | 22 Figure 15 Friday Evening 7pm – 8pm Utilization Existing Conditions Report | Dublin Parking Assessment Dublin, OH Nelson\Nygaard Consulting Associates, Inc. | 23 ANTICIPATED CHANGES HISTORIC DUBLIN Land Uses The table below presents a summary of land uses anticipated to be developed over the next two years. Figure 16 Land Uses in Development Land Use Square Footage Units Restaurants 18,386 Office 3,796 Retail 16,482 Library 45,560 Residential 52 Total 84,224 52 Parking The Library Garage The parking lot serving the Dublin Branch library on North High Street in Historic Dublin will be replaced by a parking structure. This parking structure will increase the current site’s parking capacity by over 400 spaces. North High Street This project is planned to include 375 parking spaces, much of which will be made publicly available. BRIDGE PARK The previous sections of this report focus on Historic Dublin as the Dublin community’s primary activity center (downtown). Bridge Park, however, will soon emerge as a second downtown district, one that is planned to greatly expand the concentration of jobs, housing, and destinations in central Dublin. Below is a summary of the land uses planned for this new district, as well as the parking proposed to support them. Existing Conditions Report | Dublin Parking Assessment Dublin, OH Nelson\Nygaard Consulting Associates, Inc. | 24 The initial phase of build out for the Bridge Park master-planned district is nearing completion, with an unprecedented concentration of land-uses and structured parking beginning to attract new residents and commercial customers. When fully activated, this new activity center will complement Historic Dublin, which lies directly across the Scioto River, to transform and magnify Dublin’s “downtown” center. A pedestrian bridge is planned to enhance connectivity between the two districts. New investments to enhance the riverfront park that lies between, and planned complete-street designs for East Bridge Street will also help create a sense of a cohesive center for the Dublin community, one that spans these two, distinct districts. One of the primary opportunities that this presents is for the high-density parking facilities located in Bridge Park to provide access to Historic Dublin. Not only will this provide more options to access the businesses in this area, which has long served as Dublin’s downtown, it will do so in a way that will also help preserve is low-scale built character. For this to succeed, however, parking must be coordinated between the two districts, including management practices, information, wayfinding, and experience. Land Uses Bridge Park will become a significant concentration of “live, work, play” opportunities, with hundreds of new housing units, office and retail jobs, and dozens of places to eat, shop, exercise, and play. The design and programming of individual buildings and the collective organization of buildings throughout the district promote “walkable urbanism”, placing housing and jobs near complementary land uses and destinations. Existing Conditions Report | Dublin Parking Assessment Dublin, OH Nelson\Nygaard Consulting Associates, Inc. | 25 Figure 17 The Bridge Park Website Overview of Planned Homes and Destinations Parking Demand This emphasis on walking as the primary mode of mobility for local trips creates a “park once” district, meaning that residents, local employees, and visitors rarely drive within the district, even if they have a car available to them, because trips are short, safe, and pleasant on foot. This should significantly reduce parking demand for the district, compared to a district with the same land uses, but designed around on-site parking lots. The table below identifies how parking demand can be projected as follows. For individual land uses – Peak parking demand during a typical week. For a collection of individual land uses – The sum of these peak measures across all land uses, using base rates (ITE). For a collection of individual land uses within a shared-parking evironment – The sum of these peak measures across all land uses, using “shared parking” rates (ULI). For a shared-parking district, using measures of peak measures of accumulated demand across all land uses, and across time in a typical week. Existing Conditions Report | Dublin Parking Assessment Dublin, OH Nelson\Nygaard Consulting Associates, Inc. | 26 Figure 18 Parking Demand Projections Land Use Square Footage Units ITE Parking-Generation Ratio Shared Parking Ratio Restaurants 115,000 1,373 1,236 Office 373,000 1,059 934 Retail 33,000 95 86 Grocery 76,000 176 173 Hotel 150 180 162 Residential 790 1,016 966 Total 597,000 940 3,899 3,557 Peak Accumulated Demand in a Shared Parking District 2,121 Optimal Supply 2,357 Proposed Parking Supply Current plans for Bridge Park include plans for at least 2,500 parking spaces, and possibly over 3,000 spaces, as follows. On-Street parking: 335 spaces Off-Street parking: 2,231 (potentially 2,872) ANTICIPATED IMPACT The changes outlined above represent, in many ways, a continuation of the conditions affecting parking and access in downtown Dublin, today. In aggregate, parking supplies are more than adequate to meet demand. How the individual facilities are managed, however, will determine the experience of drivers, whether then can find an available space, where and when they want one. Managed as a coordinated system, and in complement to investments in mobility improvements and other opportunities to reduce auto-dependency, parking supplies will be more than sufficient to meet demand within a thriving downtown Dublin. Existing Conditions Report | Dublin Parking Assessment Dublin, OH Nelson\Nygaard Consulting Associates, Inc. | 27 SUMMARY KEY FINDINGS There is (and will continue to be) ample aggregate supply to meet demand. Yes, the user experience is often on of "scarcity". This is not uncommon where most parking is privately controlled. Management is the biggest missing piece. Mobility Study is rare opportunity to coordinate parking + mobility. STANDING RECOMMENDATIONS Many recommendations outlined in previous studies remain worth consideration today. The most significant among these are listed below. Strategic Business Plan (Walker Parking Consultants, 2016) Charging for Parking Implement paid parking system − Higher-demand parking spaces should be priced higher than other parking options − Higher prices for parking at an on-street meter, lower prices for off-street spaces − Continue to limit the time that individuals are allowed to park in high-demand areas. − Accommodate payment by credit card, phone, and mobile-device applications − Accommodate validation through merchants Schedule − Don’t apply the typical workday schedule − Begin enforcement at 10:00 or 11:00 in the morning − Enforce to at least 6:00 in the evening. Create a Comprehensive Parking Program Create an auxiliary parking fund that acts as a depository for all City-related parking income and covers operating and capital expenses associated with the City's parking program. Funding sources should include: − Monthly permits − Meter revenue − All other parking-fee revenue sources − Violation revenue Create a Parking Division within the Public Works Department. Create a parking-focused web-page to communicate parking options and alternatives. Invest in coordinated wayfinding, signage, and information. − Vehicular Directional Signage - wayfinding signage Existing Conditions Report | Dublin Parking Assessment Dublin, OH Nelson\Nygaard Consulting Associates, Inc. | 28 − Public Parking Directional Signage – specific to finding public parking − Public Parking Arrival Signage – located at the space itself Innovative Enforcement Use an ambassador approach to enforcement, as well as a graduated fine schedule for parking violations, based on the number of violations within a specific time frame, such as: − 1st Violation Warning − 2nd Violation $25.00 − 3rd Violation $50.00 − 4th Violation $100.00 plus vehicle booting or towing − A discounted parking fine option if paid early Historic Dublin Parking Demand Study (Rich & Associates, 2011) Improve marketing of available parking systems Facilitate pedestrian access and mobility to facilitate ‘park-once’ behavior by customers and employees. Pricing strategies should be considered to better reflect market demand for parking Consider fee-in-lieu program for new development to help fund public parking improvements Continue to place bike racks in appropriate locations (in process) Approach property owners of private parking areas to make spaces available for public use during off-business hours Utilize violation tracking equipment to monitor license plate (rather than marking tires) to track actual violations Approach property owners to consolidate and improve parking areas and make available for public use during off-business hours Investigate potential purchase and removal of smaller accessory structures in various locations for potential parking; design and landscape to fit character of the District Historic District Parking Opportunities (City of Dublin, 2009) Bridge Street could accommodate up to 45 on-street spaces, but should be limited to off- peak hours (evenings, and perhaps weekends). Reconfiguring, and potentially consolidating, private parking lots behind the South High Street businesses, could increase overall capacities. Parking Management Best Practices | Dublin Parking Assessment Dublin, OH Nelson\Nygaard Consulting Associates Inc. | i Parking Management Best Practices Dublin Parking Assessment City of Dublin, OH February 2017 Parking Management Best Practices | Dublin Parking Assessment Dublin, OH Nelson\Nygaard Consulting Associates Inc. | 1 Table of Contents Page Coordinated Management ............................................................................................................................. 2 Park-Once Management ......................................................................................................................... 3 Parking Benefit Districts .......................................................................................................................... 5 Performance-Based Pricing .................................................................................................................... 6 Performance-Based Enforcement ........................................................................................................... 7 Comprehensive Communications Plan ................................................................................................... 7 Coordinate Parking & Mobility ................................................................................................................. 8 Mobility Hubs .......................................................................................................................................... 9 On-Street Management ................................................................................................................................ 10 Public Valet ........................................................................................................................................... 11 Curbside Loading Innovations .............................................................................................................. 12 Higher-Capacity Curb Uses .................................................................................................................. 12 Resident Permit Parking ....................................................................................................................... 14 Off-Street Management ............................................................................................................................... 15 Shared Parking ..................................................................................................................................... 16 Park-Once Circulator ............................................................................................................................ 17 Employee Parking Strategies ................................................................................................................ 18 Park-Once Zoning ................................................................................................................................. 18 Joint Development ................................................................................................................................ 19 Parking Management Best Practices | Dublin Parking Assessment Dublin, OH Nelson\Nygaard Consulting Associates, Inc. | 2 COORDINATED MANAGEMENT COORDINATED MANAGEMENT Parking Management Best Practices | Dublin Parking Assessment Dublin, OH Nelson\Nygaard Consulting Associates, Inc. | 3 PARK-ONCE MANAGEMENT Most parking options are publicly accessible, eliminating the need to drive between local destinations. Shared parking is one of the most effective tools for managing urban parking resources. The Park Once concept is shared parking applied at the district level. Typically built around a municipal parking system that provides a meaningful parking supply. A Park Once approach can greatly reduce parking supply needs, as collective efficiency and shared access reduce the need for each destination to meet its own demand peaks. Parking Management Best Practices | Dublin Parking Assessment Dublin, OH Nelson\Nygaard Consulting Associates, Inc. | 4 Patrons-Only Parking Reduces Efficiency, Increases Driver Anxiety in Simsbury, CT Parking Management Best Practices | Dublin Parking Assessment Dublin, OH Nelson\Nygaard Consulting Associates, Inc. | 5 PARKING BENEFIT DISTRICTS Formally capturing surplus parking revenues to fund local, public improvements and amenities. Creates stakeholders with a stake in well-managed and appropriately priced parking resources. Make “performance-based” pricing (see below) policies more transparent, while making the benefits of such policies more conspicuous. Use revenue to improve/expand driving alternatives. Particularly effective where parking demand is high and growing, especially if this results in increased parking rates. Parking Management Best Practices | Dublin Parking Assessment Dublin, OH Nelson\Nygaard Consulting Associates, Inc. | 6 Parking Revenues Provide Enhanced Downtown Transit in Grand Rapids, MI PERFORMANCE-BASED PRICING Too Full Too Empty Just Right Market-based approach to parking rates that focuses on maintaining targeted “performance”. Typically identified as a modest, but consistent level of space. This approach is based on two, mutually-affirming propositions: − Price is the most effective means of keeping demand in line with a fixed supply of any resource. − The right price for parking is the one that achieves optimal supply/demand conditions, as measured by availability. Improves access to local land uses and destinations. Reduces local traffic congestion and driver frustration by minimizing “search traffic”. − Preference for on-street parking can compel drivers to keep driving until a space is found. Parking Management Best Practices | Dublin Parking Assessment Dublin, OH Nelson\Nygaard Consulting Associates, Inc. | 7 − This increases local traffic congestion, as well unpredictability in traffic movements, worsening mobility for pedestrians, cyclists, transit riders, and fellow drivers. PERFORMANCE-BASED ENFORCEMENT Enforcement practices that seek increased compliance and promote parking management objectives. Raises the priority level that parking enforcement receives and pivot away from an emphasis on ticketing and generating fine revenue. Improves the parking experience by emphasizing information over penalties, making it easier for drivers to avoid infractions Realigns enforcement objectives with broader parking management objectives Improvesing the efficacy of parking rates and regulations in maintaining parking availability. First-time forgiveness tickets + graduated fine structure for repeat violations. COMPREHENSIVE COMMUNICATIONS PLAN Real-Time Availability Sign in Milwaukee, WI Parking Management Best Practices | Dublin Parking Assessment Dublin, OH Nelson\Nygaard Consulting Associates, Inc. | 8 Reduces parking search-related traffic. Enhances effects of pricing and other management actions on parking patterns and utilization. Improves the customer parking experience, by making all parking options clear. Facilitate and promote a Park Once management approach. Identify all parking opportunities to address perceived supply constraints, and to help distribute demand more evenly across all options. A webpage, with information on rates, time limits, other regulations, by time of day and day of week, to which local businesses, organizations, and other destinations can direct their visitors. A comprehensive parking map, with information on rates, time limits, other regulations, by time of day and day of week, as well as bike parking locations and information. Pamphlets and other printed materials, especially for events and high-demand seasons. Smartphone apps. Interactive parking maps displaying real-time availability information. Information, to allow informed decisions about parking to be made before arriving in the area. Wayfinding, to guide drivers to parking options, encourage walking between local destinations. Signage, to mark options, confirming to drivers that they have found what they were seeking. Branding, to quickly communicate to drivers the location of city parking facilities. Interactive On-Street Parking Information for Austin, TX at ParkMe.com COORDINATE PARKING & MOBILITY Parking is a means to reaching a destination, not an end in itself. Embrace a broader “access management” paradigm. Parking Management Best Practices | Dublin Parking Assessment Dublin, OH Nelson\Nygaard Consulting Associates, Inc. | 9 Create or support programs to increase the range of mobility options. Produce significant co-benefits, while extending the effectiveness of existing parking resources, by facilitating: − Greater mobility choice, − Reduced commuting costs, − More active sidewalks and public spaces, and − Expanded access to safe, active-mobility networks. MOBILITY HUBS Accommodate several emerging forms of urban mobility. Expand the range of alternatives to personal-auto mobility. Physically places parking and non-driving mobility options together, highlighting the synergies between these mobility options Potential for repurposing overbuilt/underutilized parking facilities One-stop resource for parking and mobility information, transit fare purchases, and mobility service engagement Places to purchase transit fare, secure car- and bike-share memberships and reservations, and hire a sourced-ride vehicle (such as Lyft) Cash-based payment options for those lacking bank accounts and/or credit cards Concierge services for those uncomfortable with digital reservation/payment options Can be as simple and unassuming as placing bike racks near bus stops. Prominent locations for more complex hubs can increase the visibility and awareness of non- driving mobility networks Parking Management Best Practices | Dublin Parking Assessment Dublin, OH Nelson\Nygaard Consulting Associates, Inc. | 10 Aspen’s Downtown Bus Depot offers bike parking, bike-share, wayfinding, and public facilities ON-STREET MANAGEMENT ON-STREET STRATEGIES Parking Management Best Practices | Dublin Parking Assessment Dublin, OH Nelson\Nygaard Consulting Associates, Inc. | 11 PUBLIC VALET A block, or contiguous stretch of blocks, of curbside parking that is set aside for drop-off/pick-up. Nearby off-street facilities to park customer vehicles. Designated hours of operation, strategically aligned to peak demand schedules, and off-peak- capacity opportunities. Trained operators, either in-house or via contracted service. Accommodates public parking demand, not limited to patrons of individual destinations. Located to maximize value/appeal within a mixed-used, commercial area. Provides drivers with enhanced, curbside parking convenience. Expands curbside capacities in critical locations and at critical times. Makes better use off-street parking locations unappealing or inaccessible to individual drivers. Can include private lots whose owners might be averse to openly sharing their spaces. Public Valet Supports Emerging Commercial District – Cleveland, OH Parking Management Best Practices | Dublin Parking Assessment Dublin, OH Nelson\Nygaard Consulting Associates, Inc. | 12 CURBSIDE LOADING INNOVATIONS Variable Regulations Expansive loading zones are created on primary commercial blocks during morning periods. Converted to short-term parking toward midday. Loading zones are shifted to on side streets. Makes it more difficult for local employees and merchants to use these spaces for their own parking. Variable Regulations Expand Loading and Parking Capacities When Each is Most Needed in Santa Cruz, CA HIGHER-CAPACITY CURB USES Reallocating conventional curbside parking spaces to higher-capacity parking functions Bike corrals, bike share stations, and/or motorcycle parking Dramatically increase the effective capacity of curbside spaces Also improves the function of these mobility networks. − Expanding car-share parking helps to reduce dependency upon car ownership among local residents and employees, in turn reducing congestion, parking demand, and emissions. Parking Management Best Practices | Dublin Parking Assessment Dublin, OH Nelson\Nygaard Consulting Associates, Inc. | 13 − Expanding bike-share access not only expands curbside capacities, it can also help reduce auto-dependency rates and improve the functionality of area transit options by closing common “first-mile/last-mile” service gaps. − Bike corrals not only expand curbside capacities; they can help reclaim sidewalk space for pedestrians by moving bike racks into the street. Bike Corral, Somerville, MA Hubway Bike Share, Boston, MA Motorcycle Parking, Aspen, CO Car Share Parking, San Francisco, CA Parking Management Best Practices | Dublin Parking Assessment Dublin, OH Nelson\Nygaard Consulting Associates, Inc. | 14 RESIDENT PERMIT PARKING Improve on-street parking availability for local residents within a specific neighborhoods/districts. Issuing permits to local households and restricting parking for non-permit-holders during selected hours. Mitigate impacts from adjacent commercial business districts. Successful RPP programs have helped maintain the value of homes by ensuring consistent and convenient parking opportunities. Zones: Assign permits to appropriately-sized individual neighborhoods. Petition-initiated: Create new zones when a majority of affected households indicate support. Hardship: Confirm conditions of reduced resident access to neighborhood street parking before final approval. Fees: Ensure that these cover the cost of administering the program, if not the cost of maintaining the affected streets. Some cities have adopted more strategic pricing approaches, particularly to address locations where resident permit demand is significantly higher than curbside capacities. Schedule: Customize enforcement hours to respond to local demand conditions, breaking from the initial tendency to set hours around the workday. This has become a more common practice, and city-center neighborhoods have continued to attract “24/7” activity. Visitor Parking: Typically accommodated through visitor permits, a small amount of which is commonly provided with a resident permit with the option to purchase more. Some cities have begun to meter high-demand neighborhood blocks, exempting resident-permit holders, as a means of accommodating visitor parking needs without having to administer visitor permits. Parking Management Best Practices | Dublin Parking Assessment Dublin, OH Nelson\Nygaard Consulting Associates, Inc. | 15 OFF-STREET MANAGEMENT OFF-STREET STRATEGIES Parking Management Best Practices | Dublin Parking Assessment Dublin, OH Nelson\Nygaard Consulting Associates, Inc. | 16 SHARED PARKING Co-location of off-street parking in a single location. Serves the parking demand for multiple land uses in a mixed-use context. Mixed-use environments create cross-supportive opportunities to reduce parking supply needs. Maximize value of, and access to, existing parking resources. Reduce supply needs. Reducing restrictions on parking options, reducing anxiety and confusion among visitors. Parking Management Best Practices | Dublin Parking Assessment Dublin, OH Nelson\Nygaard Consulting Associates, Inc. | 17 Reduce pressure on on-street parking options by making more off-street options “user friendly”. How Demand Works vs. How it is Projected Reveals Shared Parking’s Dramatic Efficiency PARK-ONCE CIRCULATOR A circulator to connect visitors to parking resources and popular destinations throughout a district. Usually a bus or smaller shuttle, a circulator focuses on moving visitors around a core area Can focus on cultural attractions (e.g. sports stadium, theaters, parks), employment centers, or necessary services (e.g. doctor’s offices, grocery stores, libraries) but generally connect to parking and transit resources. Supports a Park Once environment. Can bring exposure to hard-to-find or little known local businesses and attractions. Parking Management Best Practices | Dublin Parking Assessment Dublin, OH Nelson\Nygaard Consulting Associates, Inc. | 18 The C-Bus Circulator Connects Downtown to the Short North EMPLOYEE PARKING STRATEGIES Balancing the needs of an area’s employees with those of visitors. Without attractive parking alternatives, local employee parking can significantly reduce access to on-street parking spaces. Applying strategic regulations to protect prime parking spaces for customer parking. Providing, and incentivizing use of, appropriate parking options for employees. Discounted employee rates in non-prime parking locations. PARK-ONCE ZONING Enhance and expand Park Once achievements via model for supply expansions. Ensure that parking can be expanded, as needed, to support continued growth, with private contributions. An alternative to minimum requirements, which can undermine Park Once ambitions. Encourage continued growth by offering developers a variety of options. Raise the design and functional standards for new parking facilities. Parking Management Best Practices | Dublin Parking Assessment Dublin, OH Nelson\Nygaard Consulting Associates, Inc. | 19 Generate mobility improvements and demand-reduction programs. Incentives to provide shared parking in privately developed parking facilities. Limits on private, on-site parking. No limits on shared, on-site parking. Fee options that fund parking and other public improvements. JOINT DEVELOPMENT Partnership between a parking authority and a private developer to construct a new, privately owned/operated building or complex that incorporates a publicly owned/operated parking facility. Has become a particularly favored option in locations where parking construction costs are high. Helps avoid “stand alone” parking structures when municipal supplies are expanded. Can facilitate greater public support for a development proposal, compared to a stand-alone parking garage, or a private development with minimal/no parking. Joint Development (Public Parking Under Apartments)– Ann Arbor, MI Parking Management Best Practices | Dublin Parking Assessment Dublin, OH Nelson\Nygaard Consulting Associates, Inc. | 20 Joint Re-development of a Municipal Lot Offers a Direct Regional Bike Trail Connection in Montgomery County, MD Image: Stonebridge Carras http://www.flatsatbethesdaavenue.com/gallery/ Parking Management Best Practices | Dublin Parking Assessment Dublin, OH Nelson\Nygaard Consulting Associates Inc. | i Parking Management Best Practices Dublin Parking Assessment City of Dublin, OH February 2017 Parking Management Best Practices | Dublin Parking Assessment Dublin, OH Nelson\Nygaard Consulting Associates Inc. | 1 Table of Contents Page Coordinated Management ............................................................................................................................. 2 Park-Once Management ......................................................................................................................... 3 Parking Benefit Districts .......................................................................................................................... 5 Performance-Based Pricing .................................................................................................................... 6 Performance-Based Enforcement ........................................................................................................... 7 Comprehensive Communications Plan ................................................................................................... 7 Coordinate Parking & Mobility ................................................................................................................. 8 Mobility Hubs .......................................................................................................................................... 9 On-Street Management ................................................................................................................................ 10 Public Valet ........................................................................................................................................... 11 Curbside Loading Innovations .............................................................................................................. 12 Higher-Capacity Curb Uses .................................................................................................................. 12 Resident Permit Parking ....................................................................................................................... 14 Off-Street Management ............................................................................................................................... 15 Shared Parking ..................................................................................................................................... 16 Park-Once Circulator ............................................................................................................................ 17 Employee Parking Strategies ................................................................................................................ 18 Park-Once Zoning ................................................................................................................................. 18 Joint Development ................................................................................................................................ 19 Parking Management Best Practices | Dublin Parking Assessment Dublin, OH Nelson\Nygaard Consulting Associates, Inc. | 2 COORDINATED MANAGEMENT COORDINATED MANAGEMENT Parking Management Best Practices | Dublin Parking Assessment Dublin, OH Nelson\Nygaard Consulting Associates, Inc. | 3 PARK-ONCE MANAGEMENT Most parking options are publicly accessible, eliminating the need to drive between local destinations. Shared parking is one of the most effective tools for managing urban parking resources. The Park Once concept is shared parking applied at the district level. Typically built around a municipal parking system that provides a meaningful parking supply. A Park Once approach can greatly reduce parking supply needs, as collective efficiency and shared access reduce the need for each destination to meet its own demand peaks. Parking Management Best Practices | Dublin Parking Assessment Dublin, OH Nelson\Nygaard Consulting Associates, Inc. | 4 Patrons-Only Parking Reduces Efficiency, Increases Driver Anxiety in Simsbury, CT Parking Management Best Practices | Dublin Parking Assessment Dublin, OH Nelson\Nygaard Consulting Associates, Inc. | 5 PARKING BENEFIT DISTRICTS Formally capturing surplus parking revenues to fund local, public improvements and amenities. Creates stakeholders with a stake in well-managed and appropriately priced parking resources. Make “performance-based” pricing (see below) policies more transparent, while making the benefits of such policies more conspicuous. Use revenue to improve/expand driving alternatives. Particularly effective where parking demand is high and growing, especially if this results in increased parking rates. Parking Management Best Practices | Dublin Parking Assessment Dublin, OH Nelson\Nygaard Consulting Associates, Inc. | 6 Parking Revenues Provide Enhanced Downtown Transit in Grand Rapids, MI PERFORMANCE-BASED PRICING Too Full Too Empty Just Right Market-based approach to parking rates that focuses on maintaining targeted “performance”. Typically identified as a modest, but consistent level of space. This approach is based on two, mutually-affirming propositions: − Price is the most effective means of keeping demand in line with a fixed supply of any resource. − The right price for parking is the one that achieves optimal supply/demand conditions, as measured by availability. Improves access to local land uses and destinations. Reduces local traffic congestion and driver frustration by minimizing “search traffic”. − Preference for on-street parking can compel drivers to keep driving until a space is found. Parking Management Best Practices | Dublin Parking Assessment Dublin, OH Nelson\Nygaard Consulting Associates, Inc. | 7 − This increases local traffic congestion, as well unpredictability in traffic movements, worsening mobility for pedestrians, cyclists, transit riders, and fellow drivers. PERFORMANCE-BASED ENFORCEMENT Enforcement practices that seek increased compliance and promote parking management objectives. Raises the priority level that parking enforcement receives and pivot away from an emphasis on ticketing and generating fine revenue. Improves the parking experience by emphasizing information over penalties, making it easier for drivers to avoid infractions Realigns enforcement objectives with broader parking management objectives Improvesing the efficacy of parking rates and regulations in maintaining parking availability. First-time forgiveness tickets + graduated fine structure for repeat violations. COMPREHENSIVE COMMUNICATIONS PLAN Real-Time Availability Sign in Milwaukee, WI Parking Management Best Practices | Dublin Parking Assessment Dublin, OH Nelson\Nygaard Consulting Associates, Inc. | 8 Reduces parking search-related traffic. Enhances effects of pricing and other management actions on parking patterns and utilization. Improves the customer parking experience, by making all parking options clear. Facilitate and promote a Park Once management approach. Identify all parking opportunities to address perceived supply constraints, and to help distribute demand more evenly across all options. A webpage, with information on rates, time limits, other regulations, by time of day and day of week, to which local businesses, organizations, and other destinations can direct their visitors. A comprehensive parking map, with information on rates, time limits, other regulations, by time of day and day of week, as well as bike parking locations and information. Pamphlets and other printed materials, especially for events and high-demand seasons. Smartphone apps. Interactive parking maps displaying real-time availability information. Information, to allow informed decisions about parking to be made before arriving in the area. Wayfinding, to guide drivers to parking options, encourage walking between local destinations. Signage, to mark options, confirming to drivers that they have found what they were seeking. Branding, to quickly communicate to drivers the location of city parking facilities. Interactive On-Street Parking Information for Austin, TX at ParkMe.com COORDINATE PARKING & MOBILITY Parking is a means to reaching a destination, not an end in itself. Embrace a broader “access management” paradigm. Parking Management Best Practices | Dublin Parking Assessment Dublin, OH Nelson\Nygaard Consulting Associates, Inc. | 9 Create or support programs to increase the range of mobility options. Produce significant co-benefits, while extending the effectiveness of existing parking resources, by facilitating: − Greater mobility choice, − Reduced commuting costs, − More active sidewalks and public spaces, and − Expanded access to safe, active-mobility networks. MOBILITY HUBS Accommodate several emerging forms of urban mobility. Expand the range of alternatives to personal-auto mobility. Physically places parking and non-driving mobility options together, highlighting the synergies between these mobility options Potential for repurposing overbuilt/underutilized parking facilities One-stop resource for parking and mobility information, transit fare purchases, and mobility service engagement Places to purchase transit fare, secure car- and bike-share memberships and reservations, and hire a sourced-ride vehicle (such as Lyft) Cash-based payment options for those lacking bank accounts and/or credit cards Concierge services for those uncomfortable with digital reservation/payment options Can be as simple and unassuming as placing bike racks near bus stops. Prominent locations for more complex hubs can increase the visibility and awareness of non- driving mobility networks Parking Management Best Practices | Dublin Parking Assessment Dublin, OH Nelson\Nygaard Consulting Associates, Inc. | 10 Aspen’s Downtown Bus Depot offers bike parking, bike-share, wayfinding, and public facilities ON-STREET MANAGEMENT ON-STREET STRATEGIES Parking Management Best Practices | Dublin Parking Assessment Dublin, OH Nelson\Nygaard Consulting Associates, Inc. | 11 PUBLIC VALET A block, or contiguous stretch of blocks, of curbside parking that is set aside for drop-off/pick-up. Nearby off-street facilities to park customer vehicles. Designated hours of operation, strategically aligned to peak demand schedules, and off-peak- capacity opportunities. Trained operators, either in-house or via contracted service. Accommodates public parking demand, not limited to patrons of individual destinations. Located to maximize value/appeal within a mixed-used, commercial area. Provides drivers with enhanced, curbside parking convenience. Expands curbside capacities in critical locations and at critical times. Makes better use off-street parking locations unappealing or inaccessible to individual drivers. Can include private lots whose owners might be averse to openly sharing their spaces. Public Valet Supports Emerging Commercial District – Cleveland, OH Parking Management Best Practices | Dublin Parking Assessment Dublin, OH Nelson\Nygaard Consulting Associates, Inc. | 12 CURBSIDE LOADING INNOVATIONS Variable Regulations Expansive loading zones are created on primary commercial blocks during morning periods. Converted to short-term parking toward midday. Loading zones are shifted to on side streets. Makes it more difficult for local employees and merchants to use these spaces for their own parking. Variable Regulations Expand Loading and Parking Capacities When Each is Most Needed in Santa Cruz, CA HIGHER-CAPACITY CURB USES Reallocating conventional curbside parking spaces to higher-capacity parking functions Bike corrals, bike share stations, and/or motorcycle parking Dramatically increase the effective capacity of curbside spaces Also improves the function of these mobility networks. − Expanding car-share parking helps to reduce dependency upon car ownership among local residents and employees, in turn reducing congestion, parking demand, and emissions. Parking Management Best Practices | Dublin Parking Assessment Dublin, OH Nelson\Nygaard Consulting Associates, Inc. | 13 − Expanding bike-share access not only expands curbside capacities, it can also help reduce auto-dependency rates and improve the functionality of area transit options by closing common “first-mile/last-mile” service gaps. − Bike corrals not only expand curbside capacities; they can help reclaim sidewalk space for pedestrians by moving bike racks into the street. Bike Corral, Somerville, MA Hubway Bike Share, Boston, MA Motorcycle Parking, Aspen, CO Car Share Parking, San Francisco, CA Parking Management Best Practices | Dublin Parking Assessment Dublin, OH Nelson\Nygaard Consulting Associates, Inc. | 14 RESIDENT PERMIT PARKING Improve on-street parking availability for local residents within a specific neighborhoods/districts. Issuing permits to local households and restricting parking for non-permit-holders during selected hours. Mitigate impacts from adjacent commercial business districts. Successful RPP programs have helped maintain the value of homes by ensuring consistent and convenient parking opportunities. Zones: Assign permits to appropriately-sized individual neighborhoods. Petition-initiated: Create new zones when a majority of affected households indicate support. Hardship: Confirm conditions of reduced resident access to neighborhood street parking before final approval. Fees: Ensure that these cover the cost of administering the program, if not the cost of maintaining the affected streets. Some cities have adopted more strategic pricing approaches, particularly to address locations where resident permit demand is significantly higher than curbside capacities. Schedule: Customize enforcement hours to respond to local demand conditions, breaking from the initial tendency to set hours around the workday. This has become a more common practice, and city-center neighborhoods have continued to attract “24/7” activity. Visitor Parking: Typically accommodated through visitor permits, a small amount of which is commonly provided with a resident permit with the option to purchase more. Some cities have begun to meter high-demand neighborhood blocks, exempting resident-permit holders, as a means of accommodating visitor parking needs without having to administer visitor permits. Parking Management Best Practices | Dublin Parking Assessment Dublin, OH Nelson\Nygaard Consulting Associates, Inc. | 15 OFF-STREET MANAGEMENT OFF-STREET STRATEGIES Parking Management Best Practices | Dublin Parking Assessment Dublin, OH Nelson\Nygaard Consulting Associates, Inc. | 16 SHARED PARKING Co-location of off-street parking in a single location. Serves the parking demand for multiple land uses in a mixed-use context. Mixed-use environments create cross-supportive opportunities to reduce parking supply needs. Maximize value of, and access to, existing parking resources. Reduce supply needs. Reducing restrictions on parking options, reducing anxiety and confusion among visitors. Parking Management Best Practices | Dublin Parking Assessment Dublin, OH Nelson\Nygaard Consulting Associates, Inc. | 17 Reduce pressure on on-street parking options by making more off-street options “user friendly”. How Demand Works vs. How it is Projected Reveals Shared Parking’s Dramatic Efficiency PARK-ONCE CIRCULATOR A circulator to connect visitors to parking resources and popular destinations throughout a district. Usually a bus or smaller shuttle, a circulator focuses on moving visitors around a core area Can focus on cultural attractions (e.g. sports stadium, theaters, parks), employment centers, or necessary services (e.g. doctor’s offices, grocery stores, libraries) but generally connect to parking and transit resources. Supports a Park Once environment. Can bring exposure to hard-to-find or little known local businesses and attractions. Parking Management Best Practices | Dublin Parking Assessment Dublin, OH Nelson\Nygaard Consulting Associates, Inc. | 18 The C-Bus Circulator Connects Downtown to the Short North EMPLOYEE PARKING STRATEGIES Balancing the needs of an area’s employees with those of visitors. Without attractive parking alternatives, local employee parking can significantly reduce access to on-street parking spaces. Applying strategic regulations to protect prime parking spaces for customer parking. Providing, and incentivizing use of, appropriate parking options for employees. Discounted employee rates in non-prime parking locations. PARK-ONCE ZONING Enhance and expand Park Once achievements via model for supply expansions. Ensure that parking can be expanded, as needed, to support continued growth, with private contributions. An alternative to minimum requirements, which can undermine Park Once ambitions. Encourage continued growth by offering developers a variety of options. Raise the design and functional standards for new parking facilities. Parking Management Best Practices | Dublin Parking Assessment Dublin, OH Nelson\Nygaard Consulting Associates, Inc. | 19 Generate mobility improvements and demand-reduction programs. Incentives to provide shared parking in privately developed parking facilities. Limits on private, on-site parking. No limits on shared, on-site parking. Fee options that fund parking and other public improvements. JOINT DEVELOPMENT Partnership between a parking authority and a private developer to construct a new, privately owned/operated building or complex that incorporates a publicly owned/operated parking facility. Has become a particularly favored option in locations where parking construction costs are high. Helps avoid “stand alone” parking structures when municipal supplies are expanded. Can facilitate greater public support for a development proposal, compared to a stand-alone parking garage, or a private development with minimal/no parking. Joint Development (Public Parking Under Apartments)– Ann Arbor, MI Parking Management Best Practices | Dublin Parking Assessment Dublin, OH Nelson\Nygaard Consulting Associates, Inc. | 20 Joint Re-development of a Municipal Lot Offers a Direct Regional Bike Trail Connection in Montgomery County, MD Image: Stonebridge Carras http://www.flatsatbethesdaavenue.com/gallery/ Parking Management Toolbox | Dublin Parking Assessment Dublin, OH Nelson\Nygaard Consulting Associates Inc. | i Parking Management Toolbox City of Dublin, OH May 2017 Parking Management Toolbox | Dublin Parking Assessment Dublin, OH Nelson\Nygaard Consulting Associates Inc. | i Table of Contents Page Toolbox Overview .................................................................................................................... 1 Shift Demand .......................................................................................................................... 2 Reduce Demand ..................................................................................................................... 6 Expand Capacities .................................................................................................................. 8 Expand Supplies ................................................................................................................... 12 Manage Event Demand ....................................................................................................... 15 Deploy Best-Practice Technologies ..................................................................................... 17 Coordinate Management ..................................................................................................... 19 Parking Management Toolbox | Dublin Parking Assessment Dublin, OH Nelson\Nygaard Consulting Associates, Inc. | 1 TOOLBOX OVERVIEW The Toolbox is organized into the following tool categories. Tools to Shift Demand for more even distribution among all parking options Tools to Reduce Demand for parking in order to reduce supply needs and to balance modes of access in favor of vibrant, walkable-urban environments Tools to Expand Capacities of existing supplies to avoid the cost and physical impact of constructing new supplies Tools to Expand Supplies of public parking, in lieu of parking reserved for a particular development or set of land uses. Tools for Event Management to ease constraints on “everyday” parking resources during intense-demand conditions. Technology Tools to bring state-of-the-practice efficiencies and customer-service to the Dublin parking system. Tools for Coordinated Management: policies, practices, and operations that optimize system-wide management and synergies with complementary City and non-City programs and activities. Parking Management Toolbox | Dublin Parking Assessment Dublin, OH Nelson\Nygaard Consulting Associates, Inc. | 2 SHIFT DEMAND Primary Objective: Ensure effective distribution of parking demand to make the most use of available parking capacities, and to maintain consistent space availability across all parking options. Tool: Performance-based Management Strategy: Establish a policy of performance-based management for the City’s parking resources. Make clear that the City’s parking management programs, strategies, activities, and investments are focused on achieving formal performance goals and objectives. A performance-focused management approach can take many forms, but its central components consist of the following. Establishing availability as the Key Performance Indicator for assessing parking management effectiveness. − If spaces are consistently available, you can worry less about measures like parking duration and turnover. Setting hourly parking rates based directly on demonstrated, geographic and temporal patterns of demand. − Highest where and when demand is highest, lowest where and when demand is lowest. Adjusting rates periodically to influence these demand patterns in pursuit of a specified curb-availability target (typically around 15%) on each block, at all times. − Applying this approach consistently in both directions; raising rates where applicable, as well as lowering them where demand is not where it should be. Changing rates in either direction should not occur too often or by too great of a change each time. − Examine and alter rates no more than quarterly to allow people to become familiar with the options and change behavior. Investing meter revenue in local improvements, including off-street parking, walking, bicycling, transit, streetscape, and sidewalk improvements. − This can reinforce the message that the primary purpose of parking rates is to manage demand and keep spaces available, not to fill budget holes. Consistent parking availability, and the benefits arising from it, are the central objectives of this approach, and will prove elusive if pricing is not truly responsive to parking behavior. This can be politically challenging if rates continue to rise. Communicating the benefits of this approach, and sticking to it until meaningful improvements in availability are evident, will be critical to success. Strategy: Define Availability as the Key Performance Indicator for parking management. The most essential performance indicator for parking management in any downtown is the availability of public parking spaces, near prime destinations and during the busiest times of the week. Without strategic management, parking demand will cluster tightly around these locations, resulting in constrained availability precisely where most drivers would prefer to park. Without management cues toward less-obvious parking options, this pattern typically creates a strong Parking Management Toolbox | Dublin Parking Assessment Dublin, OH Nelson\Nygaard Consulting Associates, Inc. | 3 perception that “there is nowhere to park”, even when ample availability can be found on nearby blocks. Strategy: Define Key Performance Indicator target/s. Achieving optimal availability conditions can bring about several parking-management objectives, primarily: Improved customer-service, as more parking options are more consistently available, more of the time; Reduced traffic and emissions, as finding a space no longer requires extra driving; Simplified management, as pricing is refined to the point where few other regulations/restrictions are required to achieve desirable conditions; and Rationalized revenue streams, as parking revenues increase with demand, providing resources to invest in management and/or supply strategies to maintain availability. A standard performance target for on-street availability is 15% of spaces, or about 1-2 spaces, on each block-face. At this level of availability, empty spaces are evident to passing drivers, removing anxiety over finding a space, or having to “circle back” for a space passed up in hopes of better options. Drivers can simply choose where to park, and find a space there, even during the busiest times of the week. For short-term parking in off-street facilities, availability targets can be set a bit lower, perhaps 10%, depending on the ease of access and the efficiency of circulation in the facility. For commuter parking in off-street facilities, 10% may be ideal. More importantly, the City should seek to avoid having to maintain a “wait list” for commuter permits. Strategy: Monitor Performance. Whatever management strategies are employed to maintain availability, their success is best measured by counting empty parking spaces among Dublin’s best-used parking locations, at the busiest times of the week. Regular counts conducted in high-demand locations at peak-demand times will allow City staff to monitor parking performance and measure the impacts of policy and regulatory changes, including any pricing adjustments. To measure availability, empty spaces should be counted at peak demand times, along all essential on-street blocks and in key off-street facilities in the area, at least once per month. It is essential that count data be analyzed specific to time of day and at the block-face/facility level. An area-wide measure showing ample availability can obscure chronic constraints at specific locations. Similarly, daily-average measures can obscure prolonged constraints experienced during midday peaks. Tool: Pricing Strategy: Establish parking rates as the primary tool for redistributing demand in aid of more consistent availability among all parking options. Identify parking rates as the primary tool for shifting parking demand away from oversubscribed supplies toward alternative options with excess capacity, in order to improve access to activity- center destinations, simplify the Dublin parking experience, and to avoid perceptions that parking options are undersupplied. While time limits are often perceived as more “customer friendly” Parking Management Toolbox | Dublin Parking Assessment Dublin, OH Nelson\Nygaard Consulting Associates, Inc. | 4 than meters and pricing, there are significant shortcomings in this management tool that can ultimately make commercial centers less accessible to customers. Enforcement of time limits is more labor intensive and less effective, generally, than basic payment enforcement. Time limit compliance is often lowest among local employees and business owners, who quickly learn enforcement patterns and schedules, tend to arrive when the best parking spaces are widely available, and park for several hours at a time. Time limits can be particularly unwelcoming for visitors, creating ticket anxiety and the need to ration and track the time they spend in the area. Strategy: Introduce priced parking on primary on-street parking blocks. The most logical place to establish this pricing-first policy is among on-street parking spaces in Dublin’s established activity centers. This should include core blocks within Historic Dublin. It should also include primary blocks of parking within Bridge Park, in anticipation of high demand for many of these spaces. Tool: Tiered Rates Strategy: Maintain pricing tiers that reflect parking demand patterns. Pricing is most effective in redistributing demand when parking rates offer a range of cost options. This range in cost is critical to influencing parking-activity patterns, and thus distributing demand/occupancy more evenly across an area’s full parking supply. In Dublin, initially, this should take the form of free and paid parking. As demand increases, paid parking should include rate tiers that reflect demand patterns and increase the appeal of less-prominent parking options. Tool: Incremental Rates Strategy: Increase the hourly rate for longer stays. Incremental rates incentivize shorter parking stays in high demand locations, by adjusting hourly rates based on duration. Digital meters can vary parking rates, applying a base rate to short stays, and applying premium rates to longer stays. This allows pricing to reduce demand specifically among drivers whose parking needs are better accommodated off-street, creating more availability at no added cost to most customers. Tool: Rate Adjustments Strategy: Increase or decrease rates in response to occupancy/availability measures/patterns. Parking demand is not a static measure. It is governed by numerous, constantly changing conditions. For rates to be effective in maintaining consistent access to parking options, they must rise and fall in response to demand conditions. Monitoring utilization patterns will be essential for this, to avoid making rate changes based on anecdotal evidence or popular complaint. It will also be important to not change rates too often, to allow the driving public to adjust to the change. Parking Management Toolbox | Dublin Parking Assessment Dublin, OH Nelson\Nygaard Consulting Associates, Inc. | 5 Tool: Pricing Schedules Strategy: Align pricing and time-limit schedules with demand, not the workweek. Enforcement of paid parking (and time limits) tends to roughly follow the 9AM to 5PM workweek schedule, sometimes six days a week, but rarely seven. The result is that the most critical parking resources tend to be overpriced in the morning, when demand is modest at best, and underpriced at night and on weekends. This is particularly true where evening-oriented food and beverage businesses dominate area commercial activity. Shifting enforcement schedules to better correspond to demand peaks can make these areas more accessible when restaurants, coffee bars, and other gathering places are busiest, while providing a few hours of free parking to attract more morning activity. Initially, schedules (for pricing and time limits) should roughly follow a 11AM to 7PM schedule, with adjustments made as demand patterns emerge and evolve. Tool: Expanding Off-Street Parking Options for Employees Strategy: Secure shared-parking arrangements for off-hour employee parking in private lots. Provide a conduit between business, property, and lot owners with recognizable opportunities for mutually beneficial shared-parking arrangements. Initiate negotiations by providing an independent perspective on issues and opportunities, identifying shared-benefit opportunities, and helping to address common concerns. Negotiate agreements, including identifying strategic agreement components, as necessary, such as: Restricting access to the shared parking to area employees, perhaps through permits, to reduce risk and increase accountability. Compensation in the form of increased lot maintenance, lot improvements, added security, etc. Defining any added security or enforcement measures necessary to ensure that the primary uses of the lot are prioritized. Strategy: Develop a permit program to allow employees to park on underutilized streets. In many areas of Dublin, residential curbsides go largely unused much of the day, including in areas where nearby employees struggle to find appropriate parking options. Many cities have successfully addressed this set of opportunities and constraints by creating permits for local employees to allow them to park on residential streets. The number of employee permits issued is limited to ensure that local curbsides can accommodate the demand without constraining resident parking access, and permit revenue is generally set aside for improvements in the area where the permits area used. Parking Management Toolbox | Dublin Parking Assessment Dublin, OH Nelson\Nygaard Consulting Associates, Inc. | 6 REDUCE DEMAND Primary Objective: Reduce parking supply needs, primarily by improving the functionality and cost-effectiveness of non-driving options for accessing Dublin’s activity and job centers. Tool: Bike Parking Strategy: Provide ample, high-quality bike parking options. Each downtown trip completed on a bike leaves one parking space open for another trip made in a car. Providing attractive bike parking options can encourage more such trips, at far less cost and in much less space compared to meeting automobile parking needs. A single vehicle parking space can accommodate eight or more parked bikes. Furthermore, studies have shown that, in many cases, bicycle customers frequent neighborhood commercial districts more often compared to driving customers. 1 Strategy: Create a Bike Parking Map. Include bike parking information in all parking maps, including those created for Dublin’s activity centers – see strategy in the Capacity Expansion toolset below. Tool: Curbside Space allocations. Strategy: Set aside curbside space to complete/expand multimodal networks. Curbside space can sometimes provide more mobility and access when set aside to complete or expand multimodal networks. This can include space used to accommodate bus stops, bike corrals, bike-share stations, bus or HOV-only lanes, curb-extensions in support of pedestrian networks, car-share parking, and taxi/lyft-car stands. Tool: Transit Access Strategy: Provide high-amenity bus stops within activity centers. Attractive and accommodating bus stops can raise the perceived appeal of available transit services. Conversely, bus stops with minimal amenities create a perception that local bus services are not widely used, and likely not very effective for common travel needs. Key amenities for improving service to existing customers, and attracting new riders, include the following. Sheltered waiting areas with seating and lighting Fare and boarding information Mapped routes with connecting service information Waste bins Functional and aesthetic integration into the streetscape 1 Bike Lanes, On-Street Parking and Business, Clean Air Partnership, 2009. http://www.bikeleague.org/sites/default/files/bikeleague/bikeleague.org/programs/bicyclefriendlyamerica/bicyclef riendlybusiness/pdfs/toronto_study_bike_lanes_parking.pdf Parking Management Toolbox | Dublin Parking Assessment Dublin, OH Nelson\Nygaard Consulting Associates, Inc. | 7 Strategy: Develop local transit service. The City is exploring several options to establish effective transit service to key parts of Dublin. Such service would provide a very valuable non-driving commute option for local employees, as interest in transit commuting tends to be much higher among service-sector employees than their employers realize. Such an option could significantly reduce employee-parking impacts in activity centers. It would also greatly improve access to Dublin jobs, improving the capacity of local businesses to attract and retain employees. Tool: Commuter Benefits Strategy: Provide transit-passes to activity-center employees. Employee parking can have profoundly negative impacts on an activity center’s customer parking capacities. Given that employees tend to arrive well before the first waves of customer demand, the area’s most convenient curbside spaces are particularly vulnerable. Pricing and other on- street management strategies, as identified in the Toolbox, can be very effective in managing these impacts. What has proven even more effective in many cities is making transit free for local employees. Ensuring that transit is significantly cheaper than driving has had a profound impact on transit mode shares among participating employees in several cities across the country, including Boulder, Colorado which was an early adopter of this strategy, and Ann Arbor, Michigan, which has achieved similar results from a program based on Boulder’s. Strategy: Promote a guaranteed-ride-home benefit to non-driving activity-center employees. Such benefits can provide critical support for non-driving commuters, by providing them with free, viable options for incidents such as working late, falling ill, or having to return home or pick up a dependent during the day. This benefit is already available, and administered by MORPC. Promoting its availability, in tandem with more and more-cost-effective transit-commute options, should be marketed to employees and job-seekers among Dublin’s expanding and diversifying set of employers. Strategy: Develop a Live Near Your Work program Several cities and employers have begun to offer what is often known as “Live Near Your Work” incentive programs, which encourage employees to purchase homes close enough to their place of work to make transit, cycling, or walking commutes viable. Typically, this is done through matching grants or low-interest loans to reduce the upfront home-purchase costs. Parking Management Toolbox | Dublin Parking Assessment Dublin, OH Nelson\Nygaard Consulting Associates, Inc. | 8 EXPAND CAPACITIES Primary Objective: Increase the capacity of existing parking (and curbside loading) supplies, primarily by making available options more broadly accessible and functionally viable. Tool: Shared Parking Strategy: Broker Shared-Parking agreements. Work with activity-center business owners to inventory private parking capacities, identify demand patterns among them, and try to broker sharing arrangements. Viable sharing arrangements can fail to materialize due to a lack of initiative on those seeking more capacity, or to liability concerns on the part of those with excess capacity. The City can help initiate negotiations, provide an independent perspective on issues and opportunities, identify shared- benefit solutions, and help address common concerns/remove common barriers. Strategy: Convert private facilities to public facilities Seek opportunities to convert private lots to public, City-managed resources, in return for improving and maintaining these facilities. Buy-in among lot owners will typically require trust in the “big picture” benefit of supporting a broader range of destinations with their parking resources; that an overall increase in activity and visitors to the area will be good for their “bottom line”. A critical component of this is trust in the City’s capacity to effectively manage parking in the area to ensure that their customers will still have suitable parking options during peak- demand conditions. Strategy: Continue to develop Valet Parking as a means of expanding shared parking in activity centers. This tool was established as part of the City’s parking management efforts, with a public valet stand located on Darby Street, just off of West Bridge Street. This service provides high-level convenience to drivers, while making use of spaces that are shared during evenings and weekends, but a bit remote for most visitors to find appealing. This not only expands the effective capacity of the area’s parking resources, it helps reduce demand pressure on other high- convenience parking locations. Strategy: Use pay-by-phone to encourage off-hour shared parking. Engage owners of restricted parking facilities about monetizing their parking spaces when they are not in use, by coordinating with the City’s pay-by-phone vendor. The vendor and the facility owner can work out details such as shared-parking schedules and rates. Typically, the vendor will install its standard signage, consistent with what is used for public parking in the district, and distribute revenue to the facility owner in accordance with their agreement. Tool: Curbside Regulations Strategy: Prioritize short-term parking over loading/unloading when short-term parking demand is highest. Parking Management Toolbox | Dublin Parking Assessment Dublin, OH Nelson\Nygaard Consulting Associates, Inc. | 9 Strategy: Prioritize curbside loading/unloading at times when short-term parking demand is modest or low. Loading/unloading and short-term parking tend to be the greatest and most consistent curbside parking needs in activity centers. At peak, either can consume entire block-faces of retail-parking capacity. This makes it essential for curbside regulations to respond to the variations in their demand patterns, using variable programming to give more space to each use when it is most needed. In most activity centers, this will mean more loading/unloading space in the early mornings, shifting toward more short-term parking toward midday. Distinctly generous, morning-hour loading zones along prime commercial streets will provide incentive for larger delivery vehicles to avoid the midday and evening peak periods, when smaller loading zones should be provided around the corner, on side streets. Strategy: Expand/eliminate time limits as pricing becomes the primary tool for maintaining availability. Effective pricing strategies can make time limits unnecessary. Removing them can be particularly supportive of “destination districts”, in which many visitors are drawn by a variety of destinations and do not know how long they will want to stay at the time of parking. By contrast, too- restrictive time limits can render much of an area’s parking supply unsuitable for most customers. Strategy: Set aside curbside space for higher-capacity parking uses. Vehicles that require less curbside space for parking can provide more access in less curbside space. This can include bicycle parking, bike-share stations, and motorcycle parking. Seasonal bike corrals, in particular, may be particularly useful in promoting non-driving travel to and around downtown Dublin during activity peaks. Tool: Curb-Cut Reduction/Elimination Strategy: Work with property owners to remove redundant and excessive curb-cuts. Despite the high value and limited quantity of curbside parking spaces in Historic Dublin, unnecessary curb cuts remain common. These are often found among frontage parking lots that are essentially one very wide curb cut. Parking lots with redundant driveways are also common, as are disused curb cuts left over from previous land uses. The City can assist local businesses and property owners to regain curb capacity at these locations. Strategy: Update development code to minimize/prohibit driveways on pedestrian- priority streets. Ensure that the development code supports walkable development in Dublin’s activity centers by identifying streets on which driveways/curb-cuts are discouraged or prohibited. Tool: Information, Signage, Wayfinding, and Branding Strategy: Reveal Curbside Capacity by striping spaces or parking lanes. Striping can make unmetered, on-street spaces easier for drivers to identify in neighborhood commercial centers. Drivers who are less familiar with on-street parking may not be adept at identifying spaces if regulation signage is their only marking. Striped curb spaces can even help Parking Management Toolbox | Dublin Parking Assessment Dublin, OH Nelson\Nygaard Consulting Associates, Inc. | 10 signal to drivers that they are approaching a commercial center, and that they should slow down, look around, and consider stopping over for a visit. Strategy: Resident Parking Benefit Districts Excess capacity along residential streets can be used to provide employee parking, and shift employee parking impacts away from customer parking locations. Businesses near residential areas can purchase “business vehicle permits”, which are non-transferable, allowing the City to control the number of permits issued in any activity center area, or neighborhood. This also allows the City to connect parked vehicles with specific businesses in order to address any instances of misused permits. Revenue from permit sales are used to fund neighborhood improvements. Strategy: Develop a comprehensive communications plan that includes coordinated and unified wayfinding, information, signage, and branding program. Pricing is most effective in managing demand and maintaining availability when drivers understand their options, clearly and comprehensively, before arriving. Ensure that drivers know their parking options, including their cost, time limits, and any other restrictions. Wayfinding Wayfinding is a means of providing intuitive visual cues and information to drivers, upon arrival. The first objective of wayfinding, therefore, should be to reinforce information provided to drivers before they arrived, and direct them to their parking option of preference. At the same time, effective wayfinding can provide visual information that suggests parking opportunities, and guides drivers toward their “right fit” options, even if they knew nothing of these options before arriving. This can include varying meter types or markings that correspond to pricing and/or time limits, and branding off-street locations that accommodate hourly parking. Information The three essential pieces of information that must be clear for all parking options are: Hourly rates, as well as any variations on these Time limits Schedule of enforcement This information should be provided and disseminated via multiple media, with a focus on informing drivers of their options before they arrive in Downtown. This can include information specifically on free parking, where and when it is available, which can both help shift peak demand to off-peak times and locations and reduce frustration among drivers expecting to find free parking where and when it is not an option. This could include private facilities that are available for parking after-hours. Signage Clear and concise signage should serve two primary functions. The first is to complement wayfinding, in providing essential details on parking options for drivers arrived with little or no information. By complementing effective wayfinding elements, this information can be visually discrete, and textually concise, while effectively guiding parking searches. The second function is to confirm to each driver that the space she/he has found is indeed priced and regulated as expected. Preferably, this happens without the drivers having to leave their cars. Parking Management Toolbox | Dublin Parking Assessment Dublin, OH Nelson\Nygaard Consulting Associates, Inc. | 11 Branding Branding is one of the most effective means of identifying parking options that are managed consistent with the City’s parking program. This can include branding extended to private facilities that offer a parking experience largely indistinguishable from parking in a City facility. Such branding can assure drivers that a particular parking option has been priced, regulated, and maintained consistent with the City of Dublin’s parking program, including enforcement that is user friendly and parking rates that are no higher than what is necessary to keep demand balanced with supplies. Strategy: Create Activity Center parking maps. This is a critical component of a comprehensive information campaign. It should include all streets that offer on-street parking, marked according to time restrictions and meter rates. It should also include off-street locations that offer public parking. This can also include facilities that only provide public parking on certain days, or during certain times of day, as these may emerge out of efforts to increase shared parking opportunities. The map should be provided at a single website, which should be referenced on all local business websites. Parking Management Toolbox | Dublin Parking Assessment Dublin, OH Nelson\Nygaard Consulting Associates, Inc. | 12 EXPAND SUPPLIES Primary Objective: Expand the supply of public parking, while reducing expansions of private/reserved parking. Tool : Park-Once Zoning codes Strategy: Establish an In-Lieu Fee option to fund public parking in lieu of private/accessory parking within activity centers. Strategy: Incentivize the provision of shared/public parking when developments include parking on-site. Strategy: Require/incentivize multimodal mobility amenities. Allow all parking requirements to be met through an In Lieu Fee, or comparable alternative. Establish parking maximums for accessory (non-shared) spaces, allowing parking in excess of maximums only if the excess spaces are shared, or via payment of a fee comparable to the In Lieu Fee. Identify complementary requirements and incentives for providing multimodal access amenities, such as bike parking, car-share access, sidewalk enhancements, and transit amenities. Strategy: Adopt a “progressive” rate structure for the In Lieu Fee. For an In Lieu Fee option to be successful, it must offer meaningful cost savings compared to meeting minimum requirements via on-site parking. Nonetheless, the fee must be significant enough to provide sufficient revenue for the City to accommodate the parking/travel demand created by the approved development project; whether that accommodation is in the form of added public parking capacity, mobility improvements, or expanded/enhanced parking management programs. Fortunately, City-built parking capacities tend to be much more cost effective than private, on-site parking capacities, providing a significant range within which an In Lieu Fee rate can be effective. This range is even wider if the City has the option to invest in mobility improvement and demand management, as well as public parking. Strategy: Incentivize/require multimodal amenities and driving alternatives. Add Bike Parking Requirements Include distinctions between Class 1 and Class 2 facilities, as noted below. Class One facilities are secure, weather-protected facilities intended for use as long-term, overnight, and work-day bicycle storage by dwelling unit residents, non-residential occupants, and employees. Class Two facilities are located in a publicly-accessible, highly visible location intended for transient or short-term use by visitors, guests, and patrons to the building or use. Add a Car-share Parking Requirement Require that on-site facilities containing at least 50 spaces make a minimum number of spaces availability to any recognized car-share service provider, free of charge, on a “right of first refusal” basis. Parking Management Toolbox | Dublin Parking Assessment Dublin, OH Nelson\Nygaard Consulting Associates, Inc. | 13 Credit Car-Share Parking Credit each car-share space as equal to 2 required parking spaces for residential uses or 3 required parking spaces for commercial uses. Credit Unbundled Residential Parking Reduce parking requirements by half for multifamily uses when spaces are sold or rented separately from the purchase or lease of a residential unit. Credit Bike-Share Facility Credit a bike-share facility with a minimum of 10 spaces as equal to 3 vehicle parking spaces. Credit Changing Facilities Reduce the required number of vehicle parking spaces by 3 spaces for each changing facility that includes a shower and set of lockers. Tool: Joint-Development Strategy: Seek Joint-Development opportunities to spread costs and risks associated with constructing parking facilities, and to ensure public access to parking built to support private projects. Joint-development has become an increasingly popular strategy for expanding municipal parking supplies. This approach avoids stand-alone parking structures, and ensures public access to parking built to support new development. It also allows developers and cities to focus on what they specialize in, land-use development and parking management, respectively, increasing the end results for both. Tool: Future-Proofing Strategy: Deploy Adaptable-Design strategies. Interest in adaptive-reuse design for garages that can adapt to accommodate non-parking uses has surged recently, as a strategy to prepare for the impact that emerging mobility services and technologies may have on urban parking demand.2 Most essential features of the adaptable- design approach, however, add significant costs to facility development. Sloped floors will have to be eliminated, requiring piped drainage systems. Story heights will need to be extended, and floorplates built for greater weight loads. Elevator, stairs, and HVAC systems must anticipate active occupancy of the structure. In most markets today, the added costs of these investments are much greater than their anticipated return on investment. This is expected to change over the next few years, beginning where land and building-space values are highest. And, cost sharing, via joint development and shared parking strategies, is likely to be essential for implementation when it does. 2 https://issuu.com/theparkingprofessional/docs/adaptive_reuse Parking Management Toolbox | Dublin Parking Assessment Dublin, OH Nelson\Nygaard Consulting Associates, Inc. | 14 Strategy: Secure ownership of or access to surface lots on the periphery of activity centers. Acquiring and improving existing lots for surface parking has also emerged as a low-cost means of hedging parking investments against potential declines in parking demand. This is, essentially, adaptable design “on the cheap”. Not only does it greatly reduce supply-development costs compared to conventional, stand-alone, structured parking development, it builds in a real estate investment that can further area growth and encourage more mixed-use development. Compared to flexibly designed parking structures, this avoids the upfront design/construction cost premiums, as well as the costs of building out the facility for new uses when parking activity declines. Parking Management Toolbox | Dublin Parking Assessment Dublin, OH Nelson\Nygaard Consulting Associates, Inc. | 15 MANAGE EVENT DEMAND Primary Objective: Increase the capacity and efficiencies of existing parking and mobility resources, beyond what is necessary for day-to-day management success, improve access to events of all sizes throughout Dublin. Tool: Cross Marketing Strategy: Cross-market events with local businesses to “flatten” arrival/departure travel peaks. Cross-market between events and local businesses to encourage event attendees to arrive earlier/stay longer than they otherwise would. This helps to stagger arrival and departure times, reducing the intensity of arrival and departure traffic. Offering a bookstore discount with $15 in Farmers Market purchase receipts, for example, might extend the trips of many market-goers. Similarly, a small gift certificate to People’s Coop, packaged with commencement tickets, could have similar impacts on trip extension, while expanding viable parking options for those event- goers. Tool: Transit Strategy: Develop transit plans, including marketing to event-goers. Market transit services as part of all large-event promotions. This should include scheduling and fare information, and any event-based changes to either. Ideally, a trip-planner is included on all event web pages, and a URL to same is included in all printed marketing materials. Tool: Remote Parking Strategy: Incorporate remote and off-site parking facilities, with shuttle service. Maintain transit/shuttle service to available parking facilities during large events. Tool: Technology Strategy: Offer pre-assigned parking. Develop an online reservation system to allow attendees to pre-purchase parking in advance of an event. This will simplify parking, particularly for those less familiar with Downtown parking, and help organizers to better plan for capacity needs and changes in traffic flow. Parking options could be matched with arrival and/or departure routes in order to increase driver convenience reduce traffic, and direct congestion away from areas of event congestion. Tool: Demand Management Strategy: Offer VIP parking. Parking Management Toolbox | Dublin Parking Assessment Dublin, OH Nelson\Nygaard Consulting Associates, Inc. | 16 Charge a premium rate for the best locations, relative to the specific event, while providing information about lower-cost alternatives. Make use of market mechanisms to distribute demand more evenly across a greater number of parking locations. While increased rates during events can be viewed as "gouging", increased rates for the most convenient parking locations can be a very effective means of reducing congestion at these locations. Strategy: Offer high-occupancy-vehicle priority parking. Reduce parking rates and/or reserve premium spaces for high-occupancy vehicles to incentivize ridesharing to large events. Tool: Valet Strategy: Develop a Bike Valet program. Offer bike valet offer the same convenience and capacity-expansion benefits of traditional valet in promoting exceptional levels of bike traffic to large events. Bike valet services provide easy, “front-door”, secure bike parking along with personal service, often provide by bike advocacy volunteers. Easing the challenge and uncertainty of finding secure bike parking during events can dramatically increase the bike mode share and reduce pressure on auto-parking resources. Strategy: Expand public (automobile) valet options Drivers are typically more willing to consider valet parking during events, particularly if marketed as a means of avoiding unfamiliar parking conditions and complexities. This can be used to squeeze greater capacity out of existing parking facilities, as valet-parked vehicles can be organized into tandem arrangements (bumper to bumper) that can increase capacity by as much as 40%. Strategy: Event Permit Districts Event Permit Districts allow for the utilization of residential on-street parking near arenas without inundating neighborhoods with spillover. The University of Oregon, which has pioneered the practice for its new $227 million basketball arena, sells 500 event-day permits to park in a designated neighborhood near the arena. In addition to this, residents receive two free permits per property in the Event Permit District, and are given the option to buy additional permits at market price. To ensure that regulations are effective, fines are doubled in the district during events. The university uses the revenue from the permits to pay the city for managing the district. By implementing the strategy the university is able to avoid a game-day parking crush without baring the cost of an expensive parking structure that would be underutilized outside of event hours.3 3 Donald Shoup. The High Cost of Free Parking. American Planning Association, 2011, pp. 693-694. Parking Management Toolbox | Dublin Parking Assessment Dublin, OH Nelson\Nygaard Consulting Associates, Inc. | 17 DEPLOY BEST-PRACTICE TECHNOLOGIES Primary Objective: Use innovative, state-of-the art technologies to optimize parking management and improve the customer experience. Tool: Payment Technologies Strategy: Make it easy to pay for parking. Invest in technologies that make it easy for drivers to pay for parking. Parking meters are often resented more for their inconvenience than for the modest cost they add to a visit to downtown Dublin. Recent analysis in Ann Arbor, Michigan indicated that offering a credit card payment significantly increased compliance, and doubled the average meter payment (likely a direct result of offering a “maximum time” button for those paying with a credit card). At a minimum, payment technologies should include accommodation of credit-card payments and seamless coordination with a mobile payment option (pay by phone). Both of these options provide a transformational change in how drivers respond to parking options and their costs. The convenience this offers facilitates greater compliance and reduces resistance to higher parking rates (critical to pricing curbs appropriately to maintain availability in high-demand areas). Meters There is, today, a wide range of single-space parking meters and multispace pay-stations/kiosks that facilitate credit-card payment. There would be some value to using the same, or similar, meter type as the City of Columbus – single-space, digital meters. However, pay-by-space and pay-by-plate pay-station options can reduce “visual clutter”, and can facilitate remote-payment options, at any pay station in the system. We do not recommend metering via pay-and-display systems. Pay by Phone One of the fastest-growing payment technologies is mobile payments. Almost invariably, this option is a complementary payment option, offered at spaces that can also be paid via a physical meter/pay-station. But, some municipalities have adopted mobile payment systems in lieu of having any physical meters. Drawbacks to such an approach, primarily related to accommodating those who do not own a smartphone, or do not wish to use their phone to pay for parking. Pay-by-phone can be used to price off-street parking facilities that lack access-control systems. This makes it a crucial tool for incorporating private parking facilities, through shared-parking agreements, as well as public facilities that had been designed for free parking. Digital Validation Offering a validation system can ease resistance to pricing, particularly among local business owners. Digital payment systems, including mobile payment, can make validation a seamless experience. This can include a code for free or discounted parking for future parking activity. Consistency Work with private parking owners/operators to ensure that the same pay-by-phone vendor can be used for City and private parking options, simplifying the parking experience for all drivers. Parking Management Toolbox | Dublin Parking Assessment Dublin, OH Nelson\Nygaard Consulting Associates, Inc. | 18 Tool: Monitoring Technologies Strategy: Make performance monitoring easier. License Plate Recognition Not only does LPR technology greatly improve the efficacy of parking-regulation enforcement, it greatly facilitates programs to monitor “performance”, including tracking capacity utilization during key times and following changes to parking rates or other regulations. Following an performance-focused enforcement approach, LPR devices will organically be collecting “occupancy” data, via plate “reads” in facilities and on blocks where availability is most likely to be constrained. This provides an invaluable source of data that can be matched to supply in order to track conditions of utilization/availability. Parking Transaction Software Explore options for contracting services that track parking transactions in real-time across networked on-street meters and off-street payment systems, and use algorithms to convert this data into estimates of parking utilization/availability. Such services are relatively new, and require “spot checks” of actual utilization/availability counts, via manual surveys or through LPR data, to establish and maintain accuracy. Smarking is currently the industry leader, but competition should be expected to arise over the next few years. Tool: Controlled-Access Technologies Strategy: Facilitate Access-Control systems in larger facilities. Mobile payment and pay-by-space/pay-by-plate technologies are making it easier to price off- street parking in facilities without access controls. And, LPR technology can greatly reduce the labor cost and increase the effectiveness of enforcement in such facilities. However, larger parking facilities should be designed to include access control systems, or to facilitate their eventual installation. Parking Management Toolbox | Dublin Parking Assessment Dublin, OH Nelson\Nygaard Consulting Associates, Inc. | 19 COORDINATE MANAGEMENT Primary Objective: Ensure streamlined and coordinated management within the City, while maximizing synergistic opportunities related to public and private growth, mobility, and sustainability initiatives. Tool: Enforcement Strategy: Establish a performance-based enforcement program. Parking enforcement should be focused on management objectives, rather than compliance or infraction revenue for their own sake. Enforcement is not only an extension of parking management; it is parking management’s most public “face”. As such, it can create profound distrust of the management system if it appears that rules and infractions are prioritized as ends in themselves, rather than means of facilitating optimal parking conditions. Strategy: Use non-police enforcement. The single most-effective strategy for improving parking enforcement is for it to be managed as part of the overall parking operation, and not as an aspect of law enforcement. Parking pricing and regulation cannot be effective without compliance, making enforcement an essential component of parking management. Parking violations, by contrast, naturally and understandably fall low on the list of most police department priorities. It is recommended, therefore, that the City directly manage parking enforcement. Strategy: Invest in License Plate Reader technology. LPR technology, like most digital technologies, is continually evolving, getting smaller, more effective, and generally less expensive in the process. Handheld devices can greatly simplify time limit enforcement, increase its efficacy, and reduce its labor commitments. They can also expand permit-strategy options, such as proving employees with permits for off-hour parking in designated location, by automatically linking license plates to a permit database. Strategy: Institute incremental fines. Enforcement is essential to the effective management of public resources — protecting those who play by the rules from those who willfully abuse them. But it is important that penalties for rules violations distinguish between occasional mistakes and intentional flouting of regulations. The primary objective of parking tickets and fines should always be to discourage repeat violations. A warning and a bit of information is all that most drivers will need to avoid repeat violations. In any city, however, there will be those who will continue to disregard rules unless and until the cost of doing so becomes “painful” enough. A fixed table of fines for parking violations may be expedient for processing violations and payments, but it is ill-suited to serve performance-focused parking management. Each fine under such a system has to be high enough to prevent the abuse of short-term spaces by those willing to pay basic fines for the convenience gained, without being overly punitive of innocent mistakes. Parking Management Toolbox | Dublin Parking Assessment Dublin, OH Nelson\Nygaard Consulting Associates, Inc. | 20 This can be addressed by simply increasing the fine level for repeated violations, so that they quickly become too high to be ignored. Strategy: Include a “first-time forgiveness” policy. First-time violations should incur only a "courtesy" ticket (no fine), that includes detailed information on parking options, pricing, and regulations, as well as information on the escalating fine schedule for repeat violations. This emphasizes that parking enforcement is really about managing access to public resources. This also formally adds an information-providing role for Community Standards Officers (CSOs), altering their relationship with the parking public. Combining this with incremental fines would look something like the following. The first ticket in any 12-month period does not incur a fine. The violator is provided essential parking information, and directed to the City’s parking/mobility websites for more information. A second violation within 12 months would be fined at the current level. Subsequent violations would go up substantially, perhaps doubling each time. Strategy: Focus enforcement where it can best improve “performance”. Enforcement officers should be trained to watch for key parking utilization conditions, which should help them determine where to focus their efforts to best achieve more consistent availability. Areas of consistently reduced availability — Areas where available spaces are consistently hard to find should become obvious to CSOs as they become more cognizant of the priority placed on maintaining access to short-term spaces. Once recognized, these areas should receive priority attention throughout the day. The City can assist in identifying target enforcement areas by creating quarterly, parking-utilization reports. Areas of reduced availability in the early mornings — This is an indication of business owners and/or employees parking or loading from these spaces, as visitor parking demand is rarely significant before Noon (except outside coffee shops or similar morning- rush oriented businesses). This is not a problem in itself, and none of these vehicles will be in violation until after 10AM. But, if enforcement is lax in these areas, many of these vehicles will begin to overstay time limits, reducing availability for customers. If availability does not improve by 10AM, such blocks should be targeted for time-limit enforcement. Areas of ample availability — Likewise, CSO’s should become aware of areas where finding a space is rarely a problem, and de-prioritize these areas for enforcement. Consistently issuing tickets in low-demand environments sends the wrong signals about which objectives enforcement is meant to serve. It also misallocates limited enforcement resources away from where they can provide the most benefit. Again, quarterly usage reports can help to inform which areas fall in this category. Tool: Transportation Demand Management Strategy: Coordinate with Transportation Demand Management programs. Transportation Demand Management (TDM) refers to strategies that encourage residents and employees to drive less in favor of transit, carpooling, walking, bicycling, and teleworking. It encompasses financial incentives such as parking charges, parking cash-out, or subsidized transit Parking Management Toolbox | Dublin Parking Assessment Dublin, OH Nelson\Nygaard Consulting Associates, Inc. | 21 passes; Guaranteed Ride Home programs to give employees the security to carpool or ride transit; compressed work schedules; and information and marketing efforts. TDM programs have been shown to reduce commuting by single-occupant vehicle by up to 40%, particularly when financial incentives are provided. Coordination opportunities include working with the City to establish Gohio-based TDM initiatives among activity-center employers and property owners. Tool: Funding Synergies Strategy: Establish a Parking Benefit District. A Parking Benefit District is an important management strategy for ensuring that parking activity generates funding to support parking maintenance and management. It also provides an opportunity to promote the fact that parking revenue directly funds local area improvements. Spending this revenue on mobility improvements and/or conspicuous enhancements to the public realm is therefore recommended. These can include: Traffic-calming to ensure that the area can be safely and effectively accessed via walking, cycling, and transit; Streetscape, lighting, and other pedestrian enhancements; Bike/scooter parking that can improve active commuting and reduce parking demand; Signage, wayfinding, and information investments; Etc. Tool: Residential Parking Permits Strategy: Address spillover-parking impacts through a comprehensive resident- permit program. Creating availability within commercial areas can shift demand into surrounding neighborhoods, a phenomenon often called “spillover” parking. Spillover impacts can reduce neighborhood support for key parking management strategies. Tool: Vertically Integrated Management Strategy: Consolidate parking management functions within a single City department. The consolidated or “vertically integrated” city department model is characterized by a department head with complete responsibility for the management of all parking-related program elements. Primary elements include off-street parking facilities, on-street parking resources, overall program financial performance, parking system planning, and enforcement. A detailed overview of this approach has been developed as an appendix to this document. Tool: Shared Parking Brokerage Strategy: Use Pay-by-Phone to encourage more shared-parking agreements. Parking Management Toolbox | Dublin Parking Assessment Dublin, OH Nelson\Nygaard Consulting Associates, Inc. | 22 Pay-by-phone can be used to price off-street parking facilities that lack access-control systems. This makes it a crucial tool for incorporating private parking facilities, through shared-parking agreements, as it offers an option to gain revenue from the sharing. Strategy: Coordinate management, technology, branding, wayfinding, and information to provide a consistent user experience. Public parking that is provided within a privately-owned facility should provide a user experience that is consistent with that offered by City parking facilities. Parking Management Toolbox | Dublin Parking Assessment Dublin, OH Nelson\Nygaard Consulting Associates, Inc. | 23 IMPLEMENTATION GUIDE Following is an Implementation Guide for a set of short-term recommendations for implementing the Toolbox. Strategy Action First Step Key Follow Up Steps Key Strategic Partners Performance-Based Management Policy Establish as policy that the primary focus of the City’s parking management approach will be maintaining an optimal level of availability among parking spaces. Clarify that parking management will focus on maintaining consistent availability, and that pricing will be used, in complement to other regulations, to seek optimal availability conditions. Establish performance targets (optimal availability levels) for on- street parking (suggested as one or two empty spaces per “block face”), short-term parking in off- street facilities (roughly 10% of spaces being available), and long- term parking in off-street facilities (this can be much lower, particularly if “real-time” availability technology is utilized). Establish a policy that pricing will be a core parking-management tool for achieving and maintaining these targets. City Council – approval of formal policy Performance-Based Enforcement Approach Begin enforcing time limits in Bridge Park East. Create fine structure that minimizes cost of mistakes, increases cost of repeat violations. Create First Time Forgiveness citations with information on parking options, repeat-violation fine schedule, and sources of more parking, mobility information. Develop a performance-focused enforcement approach and culture, which seeks compliance, not tickets/fines, in support of management priorities. Police, Public Works, City Council approval of fine schedule. Establish Program Funding structure Create an enterprise fund to capture parking revenues for the parking program. Establish a policy that enterprise funds can only be spent on parking, mobility, or demand-management. Brand the fund a Parking Benefit Fund City Council – approval of enterprise fund Parking Management Toolbox | Dublin Parking Assessment Dublin, OH Nelson\Nygaard Consulting Associates, Inc. | 24 Strategy Action First Step Key Follow Up Steps Key Strategic Partners Create a Parking/TDM/Mobility Coordinator Position One person tasked with monitoring how parking, mobility, and TDM are serving Mobility principles, as well as opportunities for improvement. Explore cost/benefits for filling this position with existing staff versus hiring new staff. Define position roles/responsibilities Outline coordination strategies for optimizing synergies between City departments/divisions and with outside parties Complement with strategies for optimal parking-management organization. City Council – approval of new position and any necessary funding for establishing/maintaining it Monitor Performance Track parking utilization patterns among key parking facilities, focused particularly demand peaks like weekday middays and weekend evenings. Identify protocols for data collection: Who will record occupancy levels, where, when, and how frequently. Analyze data to track locations that are consistently constrained or underutilized during demand peaks Adjust Management strategies (pricing, time limits, other regulations/restrictions) if availability patterns consistently vary from targets. Parking Enforcement – particularly if using LPR technology for occupancy counts Public Works or Long Range Planning – potential to provide staff (summer interns) for manual counts Establish pricing for on-street parking in Bridge Park Charge for parking on all primary streets within the Bridge Park district. Charge a premium rate on Riverside Drive, with a base rate applied elsewhere. Enforce along a 11AM to 7PM schedule. Complement with time limits of 2 hours for most spaces. Promote off-street facilities as a free alternative, and the best fit for longer stays. City Council – approval of ordinance establishing authority to charge for on-street parking. Pilot pricing via a pay- by-phone system, without physical meters Issue an RFP for establishing pay-by-phone as the primary means of pricing on-street parking. Ensure that the selected vendor can facilitate off-street pricing, including off-hour pricing of private lots to encourage shared parking, and digital validation. City Council – approval of ordinance establishing pilot. Parking Management Toolbox | Dublin Parking Assessment Dublin, OH Nelson\Nygaard Consulting Associates, Inc. | 25 Strategy Action First Step Key Follow Up Steps Key Strategic Partners Expand public valet program to Bridge Park Identify curbside location for establishing a valet stand to serve area visitors during high-demand conditions. Identify off-street locations that can accommodate valet-parked vehicles, making use of excess off-street capacities within functional proximity to the valet stand. Valet service provider, businesses in served area Seasonal Bike Corrals Look for opportunities to place seasonal bike corrals within curbside areas. Identify local businesses who might support having corrals nearby. Track utilization and impact on nearby businesses. Local businesses, Public Works Develop Commuter Benefit strategies Reduce employee parking demand, and improve employee attraction and retention rates, by making non- driving commutes more viable. Establish Gohio sub-sites for both Historic Dublin and Bridge Park districts Engage MORPC and identify sub-site champions (Crawford Hoying, Visitors Bureau, and Chamber of Commerce are viable candidates). Employers, MORPC, and business organizations Develop a bus pass program to provide free transit for downtown employees. Engage COTA regarding options for establishing a bulk-purchase discount for such a program. Identify funding sources for the program until parking revenues, channeled through the Parking Benefit Fund, can cover its full cost. COTA, employers, MORPC, and business organizations Develop an Events Management toolkit Increase the capacity and efficiencies of existing parking and mobility resources. Cross-marketing Transit coordination Parking tech, like pre- purchased/assigned parking Demand-based parking rates Valet Bike Valet Event Permit Districts – monetize and manage excess parking capacity in key residential areas Dublin Convention & Visitors Bureau Parking Management Toolbox | Dublin Parking Assessment Dublin, OH Nelson\Nygaard Consulting Associates, Inc. | 26 Strategy Action First Step Key Follow Up Steps Key Strategic Partners Flexible curbspace programming Develop a Parklet program to expand outdoor food and beverage capacity and activate public spaces. Look for pilot opportunities this summer/fall. Identify champions – particularly among businesses seeking outdoor space expansions. City Council – approval of parklet policy, any necessary ordinances authorizing flexible curbside regulations Communications Plan Develop a coordinated program for signage, wayfinding, information- design, and branding. Identify “in house” capacities. Develop an RFP for consulting services to cover remaining needs. City Council – funding for engaging consultants Develop a Parking Map Include information on rates, time limits, other regulations. Include bike parking facilities. Post to City’s website Encourage businesses and key destinations to link to this page. City GIS staff Businesses and key destinations Develop a dedicated Parking/Mobility page Use the City’s Mobility Study page to launch this. Include links to Gohio and other complementary information resources. City Web adminstrator Develop a Zoning strategy for Park Once Districts Strategy should focus on optimizing parking supplies by emphasizing shared management, rather than minimum requirements. Emphasize an In Lieu Fee option to encourage funding for public parking and mobility investments. Link In Lieu Fee revenue to the Parking Benefit Fund City Council – approval of ordinance establishing new development standards for Park Once districts Incentivize/require multimodal amenities and driving alternatives. Add Bike Parking requirements Credit Car-Share parking Credit cycling amenities, including showers/locker facilities Require unbundling of parking (parking is a separate, optional cost added to rental, lease, purchase agreement. Parking Management Toolbox | Dublin Parking Assessment Dublin, OH Nelson\Nygaard Consulting Associates, Inc. | 27 Strategy Action First Step Key Follow Up Steps Key Strategic Partners Technologies Metering Enforcement Performance Monitoring Controlled-Access Technologies Explore short-term viability of tech deployment in these areas, as a new phase of the study Engage consultant that specializes in operational strategies and technologies. City Council – approval of funding for engagement Ordinances Develop ordinances for curbside regulations Include ordinances for signage that establishes regulations. Include guidance on design, content, and placement City Council – approval of ordinances 215 PARK AVENUE SOUTH, 6TH FLOOR NEW YORK, NY 10003 212-242-2490 FAX 212-242-2549 www.nelsonnygaard.com M E M O R A N D U M To: Devayani Puranik, City of Dublin, OH From: Nelson\Nygaard Consulting Associates Date: May 25, 2017 Subject: Toolbox Appendix: Curbside Management Ordinance Survey CURRENT ORDINANCES Following is a set of key, curbside parking management ordinances currently in place with the City of Dublin’s Code of Ordinances. SETTING TIME LIMITS The Manager is hereby empowered to: Regulate or prohibit the stopping, standing and parking of vehicles on streets, alleys or public property by erecting signs plainly indicating the prohibitions, restrictions or limitations. TRUCK LOADING ZONES No person shall stop, stand or park a vehicle for any purpose or length of time other than for the expeditious unloading and delivery or pickup and loading of materials in any place marked as a truck loading zone during hours when the provisions applicable to such zones are in effect. In no case shall the stop for loading and unloading of materials exceed 30 minutes. BUS STOPS AND TAXICAB STANDS (A) No person shall stop, stand or park a vehicle other than a bus at a bus stop, or other than a taxicab in a taxicab stand when any such stop or stand has been officially designated and appropriately posted, except that the driver of a passenger vehicle other than a bus or taxicab may temporarily stop at a bus stop or taxicab stand for the purpose of and while actually engaged in loading or unloading passengers provided such stopping does not interfere with any bus or taxicab waiting to enter or about to enter such zone; such stopping does not exceed a period of three minutes; and such stopping is not prohibited by posted signs. (B) Except in the case of an emergency, the operator of a bus shall not stop, stand or park such vehicle upon any street at any place for the purpose of loading or unloading passengers or their baggage other than at a bus stop so designated and posted as such. Provided, however, the operator of a bus owned and operated by the municipality or a regional transit authority may temporarily stop the bus, in accordance with all other ordinances governing stopping or parking, Dublin Parking Assessment|Parking Management Toolbox Appendix Curbside Management Ordinance Survey Nelson\Nygaard Consulting Associates Inc. | 2 at locations other than designated bus stops for the purpose of and while engaged in the expeditious loading or unloading of passengers and their baggage. (C) When an operator of a bus stops the bus on a street, the right front wheel of the bus shall not be further than 18 inches from the curb and the bus shall be approximately parallel to the curb so as not to unduly impede traffic. (D) The operator of a taxicab shall not stand or park such vehicle upon any street at any place other than in a taxicab stand so designated and posted as such, except that the operator of a taxicab may temporarily stop the taxicab, in accordance with all other ordinances governing stopping or parking, at locations other than the designated taxicab stands for the purpose of and while actually engaged in the expeditious loading or unloading of passengers. ENFORCEMENT City Employee Enforcement The Dublin Code of Ordinances provides for several means of enforcement. Police officers are vested with the authority to enforce parking regulations, however, using police to issue parking citations may not be the most effective use of the City’s resources. In the alternative, Dublin can rely upon other enforcement officials to issue citations and enforce parking regulations in the Bridge Park East and Riverside Drive areas. Section 32.06 of Dublin’s Code provides for the appointment of Community Service Officers (CSOs) by the City Manager. CSOs serve in a volunteer program that enables individuals to assist the Division of Police with crime prevention and law enforcement activities. CSOs serve under the supervision of the Dublin Chief of Police. The Code specifically permits CSOs to “support traffic operations conducted by law enforcement” and “issue parking citations conducted by law enforcement.” The CSO option could potentially be a good alternative for parking enforcement if the City can recruit, or already has, a sufficient number of CSOs. The challenge here may be finding enough individuals who are willing to provide these parking enforcement services without compensation, as required by law, and who are willing to complete the requisite training, which includes the City of Dublin Citizen Police Academy and the City of Dublin Community Service Officer Training Program. The CSO alternative would allow the City to utilize parking enforcement officials without amending the current Code. As a second option, Section 31.06 of Dublin’s Code of Ordinances authorizes the City Manager to commission Code Enforcement Officers. As stated in the Code, Code Enforcement Officers are: [R]esponsible for the enforcement of the City Codified Ordinances including but not limited to the Zoning Code, Property Maintenance Code, Animal Regulations, Parking Regulations and Health and Safety Regulations. Code Enforcement Officers may issue citations for minor misdemeanor and unclassified minor offenses only. Code Enforcement Officers currently provide parking enforcement services in Dublin’s Historic District. The Code does not limit compensation for these officers and does not require specific training as with CSOs. However, a challenge may arise in solely relying upon Code Enforcement Officers because they can only issue citations for minor misdemeanors and unclassified minor offenses. Although a parking regulation violation under Dublin Code section 76.01 is a minor misdemeanor for the first offense, if, within one year of the offense, the offender previously has Dublin Parking Assessment|Parking Management Toolbox Appendix Curbside Management Ordinance Survey Nelson\Nygaard Consulting Associates Inc. | 3 been convicted of or pleaded guilty to one predicate motor vehicle or traffic offense, whoever violates 76.01, is guilty of a misdemeanor of the fourth degree. Additionally, if, within one year of the offense, the offender previously has been convicted of two or more predicate motor vehicle or traffic offenses, whoever violates this section is guilty of a misdemeanor of the third degree. Consequently, a Code Enforcement Officer could not issue citations to everyone, but it would be quite difficult, if not impossible, to determine the level of offense solely by observing a car parked in violation of a sign or parked at an expired meter. If Dublin wishes to utilize its Code Enforcement Officers, it would need to amend the Code to allow Code Enforcement Officers to issue citations for all levels of offenses in relation to parking regulations. The Code Enforcement Officers could continue to operate under the authority of the Violations Bureau and Dublin Mayor’s Court. Third-Party Enforcement If Dublin determines that utilizing its own employees for parking enforcement is impractical or not the best use of the City’s resources, it can also consider hiring a third-party company to enforce parking regulations. If the City is only contemplating civil penalties, Dublin will have to invest time and resources to develop a parking ticket appeals process since Dublin Mayor’s Court only has jurisdiction over traffic/criminal matters (and parking tickets with criminal penalties). A Code amendment would most likely not be necessary, but the City would likely have to hire a hearing officer to conduct administrative hearings. For example, the City of Columbus’s Parking Violation Bureau contracts with hearing examiners who conduct hearings to review contested parking citations. Automated Enforcement Technological innovations offer the City a third option, automated enforcement. “Smart” meters provide cities with new parking meter services, including some that monitor if a car remains in a parking spot beyond the time a meter expires and take a picture of the license plate so that a fine can be issued and violation automatically recorded. Depending on the exact capabilities of the parking meter, the City must consider a number of future legal implications, specifically related to the ongoing dispute over traffic law photo-monitoring devices following the recent red light camera litigation and legislation. The current legislation, found in R.C. 4511, sets restrictions on “traffic law photo-monitoring devices” used by local authorities “to detect and enforce traffic law violations.” “Traffic law photo- monitoring devices” are defined as an electronic system consisting of a photographic, video, or electronic camera and a means of sensing the presence of a motor vehicle that automatically produces recorded images. A “traffic law violation” means: A violation of section 4511.12 of the Revised Code based on the failure to comply with section 4511.13 of the Revised Code or a substantially equivalent municipal ordinance that occurs at an intersection due to failure to obey a traffic control signal – Essentially a traffic light violation; OR A violation of section 4511.21 or 4511.211 of the Revised Code or a substantially equivalent municipal ordinance due to failure to observe the applicable speed limit – Essentially a speeding violation. Photo-monitoring parking meters would not be governed by the recent legislative amendments since they monitor neither speeding nor traffic signal violations. Thus, Dublin is free to install Dublin Parking Assessment|Parking Management Toolbox Appendix Curbside Management Ordinance Survey Nelson\Nygaard Consulting Associates Inc. | 4 such meters without taking the additional statutorily mandated steps, for now. However, the City should be aware that some of the same concerns that arose following the implementation of traffic light/speeding cameras, such as erroneous tickets, may also arise if there is increased use of photo meters. This may prompt the Ohio legislature to draft a law, similar to the law enacted in response to red light cameras, limiting the use of photo-monitoring parking meters. Current restrictions, found in R.C. 4511.093 - 4511.095, imposed on the use of red light cameras include the requirements that municipalities must: Have a law enforcement officer present at all times the device is being operated. Erect proper signs. Conduct a safety study of intersections or locations under consideration for placement of a traffic camera. The study must include an accounting of incidents that have occurred in the designated area over the previous three-year period and must be made available to the public upon request. Conduct a public information campaign to inform drivers about the use of traffic cameras at new system locations prior to their implementation at the new location. Publish at least one notice in a local newspaper of general circulation regarding their intent to use traffic cameras at new locations, the locations of the traffic cameras, and the date on which the first traffic camera will become operational. Refrain from levying any civil fines on any person found to have committed a traffic law violation based upon evidence gathered by a fixed location traffic law photo-monitoring device until the local authority observes a public awareness warning period of not less than thirty days prior to the first issuance of any ticket based upon images recorded by the device. During the warning period, the local authority must take reasonable measures to inform the public of the location of the device and the date on which tickets will be issued for traffic law violations based upon evidence gathered by the device. A warning notice may be sent to violators during the public awareness warning period. Dublin Code section 4511.07 indicates that a local authority’s ability to regulate the stopping, standing, and parking of vehicles is a police power. Pursuant to the Ohio Constitution and Home Rule Amendment, Dublin possesses broad local government powers, but more limited police powers which cannot conflict with a general state law that promotes statewide uniformity. Canton v. State, 95 Ohio St.3d 149, 2002-Ohio-2005, 766 N.E.2d 963, Dayton v. State, 2015-Ohio-3160. Thus, if Dublin chooses to pass an ordinance or resolution enabling the City to utilize photo- monitoring meters, it should consider the risk that their use could be substantially restricted in the future if the Ohio legislature enacts a conflicting law. The City will not be able to argue home rule powers to defends against their unlimited use, at least as Ohio case law stands today. See Dayton v. State, 2015-Ohio-3160. Dublin Parking Assessment|Parking Management Toolbox Appendix Curbside Management Ordinance Survey Nelson\Nygaard Consulting Associates Inc. | 5 BENCHMARK SURVEY Following is a benchmark survey of key, curbside regulation ordinances to help guide the City of Dublin as it establishes new ordinances in support of a comprehensive parking management program that coordinates on- and off-street parking, loading, and mobility infrastructure. METERED PARKING Portland, OR 16.20.401 Purpose. Parking meters are authorized by the City of Portland as a means to increase vehicle turnover in parking spaces, to encourage short-term parking in the metered area, and to improve safety in the public right-of-way. 16.20.405 Enforcement of Metered Parking Spaces. 1. Parking meters are in effect during all hours indicated on the meter and/or sign. 2. All vehicles must adhere to parking meter regulations while stopped or parked in an officially designated metered parking space unless obeying the direction of an authorized officer or unless authorized for specific actions by a vehicle or general parking permit. 3. Emergency vehicles may stop or park in any metered space at any time while serving an emergency. 4. It is unlawful to store nonvehicular property in a metered parking space. Any nonvehicular property stored in a metered parking space is a nuisance and may be summarily abated. 16.20.410 Administration of Meters, City of Portland Owned and Operated Property. 1. Changes to or establishment of parking meter areas, including but not limited to surface parking lots, parking structures and designated parking areas, is initiated at the sole discretion of the City Traffic Engineer. 2. The City Traffic Engineer is authorized to enter into agreements with City Bureaus or other public bodies in order to operate their surface parking lots, parking structures or designated parking areas within the City of Portland. 16.20.430 Meter Time (on City of Portland Right-of-Way). 3. It is unlawful for any person to park any vehicle in any parking meter space during the hours of operation of the meter without paying the parking meter fee, or to permit any vehicle in their control or custody to remain in any parking meter space longer than the time designated time limit. 4. At short-term meters, it is unlawful to extend the parking time beyond the designated limit for parking in the metered space. Dublin Parking Assessment|Parking Management Toolbox Appendix Curbside Management Ordinance Survey Nelson\Nygaard Consulting Associates Inc. | 6 5. Upon expiration of the designated time limit, as indicated by the parking meter, a citation may be issued if a vehicle remains parked or stopped on the same block face unless it has moved 500 or more lineal feet as measured along the curb or edge line. 6. Upon leaving a metered space a vehicle may not return to a parking meter in the same block face for a 3-hour period, unless it is a metered space in the same block face that is more than 500 lineal feet, as measured along the curb or curb line, from the previously used metered space. 7. Upon expiration of the designated time limit indicated by the parking meter, a citation may be issued if a vehicle remains parked or stopped on the same block face unless: a. The vehicle has moved 500 or more lineal feet, measured along the curb or edge line; b. The vehicle has moved to an unregulated parking area in the same block face; or c. The vehicle has vacated the block face for a period of 3 hours. 8. A vehicle may not be parked in any space with a broken or “out of order” meter for a period of time longer than the time limit indicated on the meter. Payment or a valid receipt is required at all spaces regardless of whether the closest device is functioning. Portsmouth, NH Section 7.102: PARKING METER ZONES All of those streets, parts of streets and off-street parking lots, the time for parking upon which is limited by any ordinance of the City of Portsmouth, and any such areas, the time for parking upon which may at any time hereafter be limited by any ordinance of the City or any amendment thereto are designated as parking meter zones. Parking in parking meter zones shall be for a maximum time permitted of parking of three (3) consecutive hours, unless otherwise established by ordinance. Rates DOWNTOWN HIGH OCCUPANCY ZONE: Parking shall be at the rate of two dollars ($2.00) per hour in the following areas. 9. Daniel Street, starting at Chapel Street through to Market Square 10. Bow Street, starting at Chapel Street through to Market Street 11. Congress Street, starting at Market Square through to Chestnut Street 12. Pleasant Street, starting from Court Street through to Market Square 13. Market Street, starting from Moffatt-Ladd House through to Market Square 14. Deer Street, starting at Market Street through to Maplewood Avenue 15. Fleet Street, starting at Hanover Street through to State Street 16. Hanover Lot, at intersection with Market Street 17. Penhallow Street, starting at State Street through to Bow Street 18. Chapel Street, starting at Daniel Street through to State Street Parking in all other parking meter zones shall be at the rate of one dollar fifty cents ($1.50) per hour. Dublin Parking Assessment|Parking Management Toolbox Appendix Curbside Management Ordinance Survey Nelson\Nygaard Consulting Associates Inc. | 7 Section 7.104: AUTHORITY The City Manager is hereby vested with the authority to purchase, install and maintain public parking meters and/or any other type of parking regulation equipment or technology necessary to implement any action taken by the City Council or the Parking and Traffic Safety Committee. Section 7.105: PARKING A. When any vehicle shall be parked in a parking meter zone the owner or operator of said vehicle shall park within the area designated by the curb or street marking lines as indicated for parallel or diagonal parking and upon entering said parking space shall immediately deposit in said meter the required meter fee or purchase the time requested through a central meter, in vehicle meter, coupon or other metering device including mobile phone applications, and display proof of purchase on the vehicle’s interior dashboard, or other approved means of display, including meter devices defined in Section 7.101. It shall be unlawful for any person parking any vehicle or permitting any vehicle registered in his name to be parked within any designated area where parking meters are installed, to fail or neglect to pay for parking as required. Said parking space may then be used by such vehicle during the legal parking limit provided by the Ordinance of the City and said vehicle shall be considered as unlawfully parking if it remains in said space beyond the legal parking limit and/or when said parking meter displays a signal showing such illegal parking. It shall be unlawful for any person to cause or permit any vehicle registered in his name to be parked unlawfully as set out in this section. B. Parking meter fees shall be enforceable Monday through Saturday, from 9:00 a.m. to 8:00 p.m., and Sunday from 12:00 p.m. to 8:00 p.m., holidays excepted. Section 7.109: ENFORCEMENT The administration and enforcement of this ordinance by the Portsmouth Police Department, the Department of Public Works, or any other municipal agencies authorized to perform those actions by direction of the City Manager. DEMAND-BASED PRICING Seattle, WA 11.16.121 - Director of Transportation—Rate setting for parking payment devices. A. Parking rates to be charged at parking payment devices, including parking meters, for parking in city rights-of-way and other city-controlled parking areas under the jurisdiction of Seattle Department of Transportation shall be within rate limits established by this section. Rates may vary according to location, time of day, maximum parking time allowed, the capabilities of available parking payment devices, and any other factors the Director determines are pertinent. In setting rates, the Director is not subject to Chapter 3.02 of the Seattle Municipal Code. B. The Director of Transportation is authorized to set parking rates up to $5.00 per hour ("Maximum Hourly Rate"). When parking rates are in effect, parking rates shall be set no lower than $0.50 per hour ("Minimum Hourly Rate"). C. The Director shall establish on-street parking rates and shall adjust parking rates higher (up to the Maximum Hourly Rate) or lower (as low as the Minimum Hourly Rate) in neighborhood Dublin Parking Assessment|Parking Management Toolbox Appendix Curbside Management Ordinance Survey Nelson\Nygaard Consulting Associates Inc. | 8 parking areas based on measured occupancy so that approximately one or two open spaces are available on each block face throughout the day in order to: 1. Support neighborhood business districts by making on-street parking available and by encouraging economic development; 2. Maintain adequate turnover of on-street parking spaces and reduce incidents of meter feeding in commercial districts; 3. Encourage an adequate amount of on-street parking availability for a variety of parking users, efficient use of off-street parking facilities, and enhanced use of transit and other transportation alternatives; and, 4. Reduce congestion in travel lanes caused by drivers seeking on-street parking. (Ord. 125210 , § 1, 2016; Ord. 123462, § 1, 2010; Ord. 122852, § 2, 2008; Ord. 122274, § 1, 2006; Ord. 121420, § 6, 2004; Ord. 121330, § 2, 2003.) Redwood City, CA Sec. 20.133. - PERIODIC ADJUSTMENT OF DOWNTOWN METER ZONE METER RATES: Under the authority of California Vehicle Code section 22508, the following process for adjusting Downtown Meter Zone meter rates from time to time to manage the use and occupancy of the parking spaces for the public benefit in all parking areas within the Downtown Meter Zones is hereby established. A. To accomplish the goal of managing the supply of parking, including the use and occupancy of parking spaces for the public benefit, and to make it reasonably available when and where needed, a target occupancy rate of eighty-five percent (85%) is hereby established as the goal sought to be achieved with the rate structure for parking meters within the Downtown Meter Zones… B. At least biennially and not more frequently than quarterly, the City Manager shall survey the average occupancy for each parking area in the Downtown Meter Zone that has parking meters and recalculate the parking rates for parking meters in both Downtown Meter Zones A and B using the criteria and calculations established below: 1. In the Downtown Meter Zone A: a. The hourly parking rate in Downtown Meter Zone A shall at all times be between twenty-five cents ($0.25) per hour and two ($2.00) dollars per hour. b. If the average occupancy within Downtown Meter Zone A between the hours of eleven o'clock (11:00) A.M. and one o'clock (1:00) P.M. on two (2) representative days are over 85%, the then existing hourly meter rate shall be increased by twenty-five cents ($0.25) provided, however, the hourly parking rate shall in no event exceed the approved maximum rate. c. If the average occupancy within Downtown Meter Zone A between the hours of eleven o'clock (11:00) A.M. and one o'clock (1:00) P.M. on two (2) representative days are between seventy percent (70%) and eighty-five percent (85%), the then existing hourly meter rate shall remain the same. Dublin Parking Assessment|Parking Management Toolbox Appendix Curbside Management Ordinance Survey Nelson\Nygaard Consulting Associates Inc. | 9 d. If the average occupancy within Downtown Meter Zone A between the hours of eleven o'clock (11:00) A.M. and one o'clock (1:00) P.M. on two (2) representative days are below seventy percent (70%), the then existing hourly meter rate shall be reduced by twenty-five cents ($0.25), provided, however, the hourly parking rate shall in no event go below the approved minimum rate. 2. In the Downtown Meter Zone B: a. The hourly parking rate in Downtown Meter Zone B shall at all times be between fifty cents ($0.50) per hour and three ($3.00) dollars per hour. b. If the average occupancy within Downtown Meter Zone B between the hours of eleven o'clock (11:00) A.M. and one o'clock (1:00) P.M. on two (2) representative days are over eighty-five percent (85%), the then existing hourly meter rate shall be increased by fifty cents ($0.50), provided, however, the hourly parking rate shall in no event exceed the approved maximum rate. c. If the average occupancy within Downtown Meter Zone B between the hours of eleven o'clock (11:00) A.M. and one o'clock (1:00) P.M. on two (2) representative days (Tuesday, Wednesday, or Thursday) are between seventy percent (70%) and eighty-five percent (85%), the then existing hourly meter rate shall remain the same. d. If the average occupancy within Downtown Meter Zone B the hours of eleven o'clock (11:00) A.M. and one o'clock (1:00) P.M. on two (2) representative days are below seventy percent (70%), the then existing hourly meter rate shall be reduced by fifty cents ($0.50), provided, however, the hourly parking rate shall in no event go below the approved minimum rate. C. The new rates shall become effective upon the programming of the parking meter for that rate. The current schedule of meter rates shall be available at the City Clerk's office. (Ord. No. 2406, § 4, 6-9-14) CURBSIDE LOADING Portland, OR 16.20.220 Truck Loading Zones Truck loading zones are established to prevent double parking and other illegal parking by designating a supply of parking spaces dedicated to the delivery of merchandise by trucks to commercial properties. Only the following vehicles, while being actively loaded or unloaded, may park in a truck loading zone for no more than 30 minutes: − A truck as defined by this Title; − A vehicle defined by its Department of Motor Vehicles registration as a truck, van, or pick-up that exhibits the commercial nature of the vehicle; − A passenger or other vehicle with an official commercial loading permit as defined in Section 16.20.620 or delivery permit as defined in Section 16.20.630 that exhibits the commercial nature of the vehicle according to paragraph 6; Dublin Parking Assessment|Parking Management Toolbox Appendix Curbside Management Ordinance Survey Nelson\Nygaard Consulting Associates Inc. | 10 − Any vehicle with Farm Vehicle registration plates when actively engaged in loading/unloading merchandise; or − Taxicabs with a current taxicab permit as defined in Section 16.40.220 when actively engaged in loading/unloading passengers or packages, for a period not to exceed 15 minutes. − Commercial signage required by this section must be: o On both sides of the vehicle; o Magnetic, static cling vinyl (which may not be used on tinted windows), decals or permanently painted; o No smaller than 8 1/2" by 11"; o In 2-inch or larger lettering; o In a color that clearly contrasts with the color on which the lettering is displayed; and o In lettering that is clearly visible at a distance of 20 feet. o Upon leaving a truck loading zone, a vehicle must vacate the block face of said truck loading zone or move 500 feet as measured along the curb line for a period of 1 hour before returning to a truck loading zone, a time zone, or a metered space, on the same block face. o Truck loading zones should not be located within 50 feet of an intersection in order to facilitate traffic safety. This does not apply to the area of the street where the direction of traffic is leaving an intersection on a one-way street. Riverside, CA Section 10.52.210 Loading and unloading Designation of curbside loading zones. The City Traffic Engineer is authorized to determine the location of passenger and freight curb loading zones and shall place and maintain appropriate signs or markings indicating the same and stating the hours during which the provisions of this section are applicable. (Ord. 7182 § 14, 2012) Section 10.52.220 Curbside passenger loading zones No person shall stop, stand, or park a vehicle for any purpose or period of time, other than for the expeditious loading or unloading of passengers or for depositing mail in an adjacent mailbox, in any place marked as a curbside passenger loading zone or where there are white curb markings, and then only for a period not to exceed three minutes. Where there are signs posted indicating the hours during which parking is not permitted at the white curb, no vehicle may stop, stand, or park in a curbside passenger loading zone marked by a white curb for longer than three minutes during those posted hours. (Ord. 7182 § 14, 2012) Section 10.52.230 Curbside freight loading zone C. No person shall stop, stand, or park a vehicle for any purpose or length of time other than for the expeditious unloading and delivery or pick-up and loading of passengers or materials in any place marked as a freight curb loading zone or where there are yellow curb markings during hours when the provisions applicable to such zones are in effect. The stop for loading Dublin Parking Assessment|Parking Management Toolbox Appendix Curbside Management Ordinance Survey Nelson\Nygaard Consulting Associates Inc. | 11 or unloading of materials shall not exceed twenty minutes unless signs are posted to indicate special time limit extensions. Where there are signs posted indicating the hours during which parking is not permitted at the yellow curb, no vehicle may stop, stand, or park in a curbside passenger loading zone marked by a yellow curb for longer than twenty minutes during those posted hours. D. The driver of a passenger vehicle may stop temporarily at a place marked as a freight curb loading zone or where there are yellow curb markings for the purpose of and while actually engaged in loading or unloading passengers. (Ord. 7182 § 14, 2012) Corpus Christi, TX Sec. 53-160. - Authority to designate curb loading zones. The city manager, or such officers or employees of the city designated by the city manager, is hereby authorized to determine the location of curb loading zones and shall place and maintain appropriate signs indicating the same and stating the hours during which the provisions of this division are applicable, where, in his opinion, the dimensions of the streets and sidewalks, the flow of traffic and the use of property abutting the streets are such that he finds it to be necessary for the free flow and expeditious handling of traffic and the safety of person and property. Sec. 53-161. - Permits for loading and unloading at an angle to the curb. The city manager, or such officers or employees of the city designated by the city manager, is authorized to issue special permits to permit the backing of a vehicle to the curb for the purpose of loading or unloading merchandise or materials subject to the terms and conditions of such permit. Such permits may be issued either to the owner or lessee of real property or to the owner of the vehicle and shall grant to such person the privilege as therein stated and authorized herein, and it shall be unlawful for any permittee or other person to violate any of the special terms or conditions of any such permit. Sec. 53-162. - Standing in curb loading zones loading or unloading passengers. No person shall stop, stand or park a vehicle for any purpose or period of time than as provided in section 53-163, except for the expeditious loading or unloading of passengers, in any place marked as a curb loading zone during hours when the regulations applicable to such curb loading zone are effective and then only for a period not to exceed three (3) minutes. Sec. 53-163. - Standing or parking in commercial loading zones; restrictions. No person shall stop, stand or park any motor vehicle in any commercial loading zone on any of the streets of the city except as provided below: 19. Commercial vehicles loading, unloading, delivering or picking up freight or parcel materials shall be permitted to park in commercial loading zones for a period not to exceed thirty (30) minutes between the hours of 8:00 a.m. and 6:00 p m. (except on Sundays), and as specified by appropriate signing indicating the same. 20. At special commercial loading zone locations designated by the city manager, or such officers or employees of the city designated by the city manager, by the placement of specifically worded signing, commercial loading zones may be restricted as follows: Dublin Parking Assessment|Parking Management Toolbox Appendix Curbside Management Ordinance Survey Nelson\Nygaard Consulting Associates Inc. | 12 a. Loading, unloading, delivery or picking up of freight or parcel materials shall be restricted to "commercial-licensed" (i.e., truck licensed) vehicle only. No passenger licensed vehicles or any other vehicle otherwise licensed may use such specially signed commercial loading zones, except than during the hours during when the provisions applicable to such zones are not in effect. b. There shall be unrestricted time use of specific commercial loading zones for loading, unloading, delivery or pickup of freight or parcel materials by commercial vehicles between the hours of 8:00 a.m. to 10:00 a.m. and 4:00 p.m. to 6:00 p.m. where special signing is placed specifying this time restriction. At such commercial loading zones, commercial vehicles shall be permitted to park for periods not to exceed thirty (30) minutes between the hours of 10:00 a.m. and 4:00 p.m. c. Loading, unloading, delivery or pickup of freight or parcel materials shall be restricted to the length of time actually engaged in such activity. All loading and unloading shall be performed in an expeditious manner and no commercial vehicle shall remain in a loading zone for a period of time greater than necessary to expeditiously load or unload, except that a reasonable time shall be allowed to secure a receipt of delivery. 21. Where the construction, remodeling or maintenance of buildings requires rendering the curb space unusable, part of which includes one or more commercial loading zones, the contractor shall be assessed charges as per section 53-195. 22. Under special circumstances where construction vehicles involved in the building, construction, remodeling or maintenance must be parked in commercial loading zones, city manager, or such officers or employees of the city designated by the city manager, may issue permits for such privilege. A fee of three dollars ($3.00) per day (excluding Sundays) for each construction vehicle will be charged plus a permit handling fee of twenty-five dollars ($25.00). 23. Noncommercial vehicles shall be permitted to park in commercial loading zones on Sundays, holidays, and during the hours when the provisions applicable to such zones are not in effect. Sec. 53-164. - Authority to establish bus stops, limousine stands, and taxicab stands. The city manager, or such officers or employees of the city designated by the city manager, is hereby authorized and required to establish bus stops, limousine stands, and taxicab stands on such public streets in such places and in such number as he shall determine to be of the greatest benefit and convenience to the public, and every such bus stop and taxicab stand shall be designated by appropriate signs. Sec. 53-165. - Parking of buses and taxicabs regulated. The driver of a bus or taxicab shall not park upon any street in any business district at any place other than at a bus stop, or taxicab stand, respectively, except that this provision shall not prevent the driver of any such vehicle from temporarily stopping in accordance with other stopping or parking regulations at any place for the purpose of and while actually engaged in loading or unloading passengers. Dublin Parking Assessment|Parking Management Toolbox Appendix Curbside Management Ordinance Survey Nelson\Nygaard Consulting Associates Inc. | 13 Sec. 53-166. - Restricted use of bus stops, limousine stands, and taxicab stands. No person shall stop, stand or park a vehicle other than a bus in a bus stop, other than a limousine in a limousine stand, or other than a taxicab in a taxicab stand, when any such stop or stand has been officially designated and appropriately signed, except that the driver of a passenger vehicle may temporarily stop therein for the purpose of and while actually engaged in loading or unloading passengers when such stopping does not interfere with any bus, limousine, or taxicab waiting to enter, entering or attempting to leave such zone. VALET Cleveland, OH § 451.33. Establishment of Zones for Valet Parking, Limousine, Day Care and Passenger Drop off/Pick up, and Hotel Check In/Check Out; Violations; Fees The Director of Public Service is authorized to establish valet zones on public streets to be reserved for persons leaving vehicles with a valet parking attendant. On receipt of an application for a permit to establish a valet zone, and payment of a fee of one hundred dollars ($100.00), the Commissioner of Assessments and Licenses shall transmit the application to the Director of Public Service to determine if the area in question complies with the requirements of this section. The Director of Public Service shall, within sixty (60) days of receipt of the application, notify the Commissioner of Assessments and Licenses whether the area complies with this section. On notification of compliance, the Commissioner of Assessments and Licenses shall issue the permit on a form promulgated by the Commissioner for that purpose. The Director of Public Service is also authorized to establish limousine zones for limousines and other vehicles momentarily dropping off or picking up passengers and day care zones on public streets reserved for motorists standing or parking vehicles for the purpose of dropping off or picking up children enrolled at day care centers. The Director of Public Service is also authorized to establish hotel check in/check out zones on public streets for motorists standing or parking vehicles for the purpose of checking in or checking out of a hotel. Prior to the establishment of any zone, the Commissioner of Traffic Engineering shall conduct a study and report the findings to the Director of Public Service together with recommendations as to the need for and the advisability of creating the zone. The investigation shall consider all relevant traffic engineering considerations, including without limitation the specific considerations identified in this division. Following the investigation, the zone shall not be established if the Director of Public Service determines that any of the following are true: − Establishing proposed zone would create or contribute to a traffic flow or traffic congestion problem; − The proposed zone is in an area already experiencing traffic congestion, and there are adequate off-street areas for standing or parking vehicles, and the proposed zone cannot be implemented without resolving, accommodating or decreasing said traffic congestion; Dublin Parking Assessment|Parking Management Toolbox Appendix Curbside Management Ordinance Survey Nelson\Nygaard Consulting Associates Inc. | 14 − The proposed zone is presently a restricted parking area, unless the investigation of the Commissioner of Traffic Engineering reveals that it is desirable to lift or change the restriction. The establishment of a zone under this section shall be effective ten (10) days after publication of a notice in the City Record and on the posting of signs sufficient in number and location to apprise the ordinarily observant person of the existence of the zone, and shall have the force and effect of law until rescinded by the Director of Public Service or until disapproved by ordinance of Council. The use of any zone established under this section shall be suspended on any street of the City which has been closed under any lawful authority, including without limitation street closings made under Section 133.09, 403.05 or 411.05 of these Codified Ordinances. Each zone established under this section shall be for public use and not reserved for any particular business establishment or any particular private user, except that the Director of Public Service may designate that any zone created under this section be restricted to motorists standing or parking vehicles for the purpose of dropping off or picking up children enrolled at a given day care center or centers or for the purpose of checking in or checking out of a hotel. If a zone is so restricted, the signs required by division (f) of this section shall apprise motorists of the restriction. No person shall stand or park a vehicle in a zone established for valet parking or passenger drop off/pick up for a period in excess of ten (10) minutes, nor shall any person stand or park a vehicle in any such zone except for the purpose of leaving the vehicle in the possession of a valet parking attendant then on duty, or while actually dropping off or picking up passengers. In the case of zones established in front of business establishments with the capacity to seat more than eight hundred (800) individuals, no person shall stand or park a vehicle in a zone established for valet parking or passenger drop off/pick up for a period in excess of thirty (30) minutes, nor shall any person stand or park a vehicle in any such zone except for the purpose of leaving the vehicle in the possession of a valet parking attendant then on duty, or while actually dropping off or picking up passengers. In the case of zones established for day care drop off/pick up, no person shall stand or park a vehicle in the zone in excess of fifteen (15) minutes, nor shall any person stand or park a vehicle in any zone except for the purpose of dropping off or picking up a child or children enrolled in a day care center. No person shall stand or park a vehicle in a zone established for checking in or checking out of a hotel for a period in excess of thirty (30) minutes, nor shall any person stand or park a vehicle in any such zone except for the purpose of checking in or checking out of a hotel. No person standing or parking a vehicle in a zone established under this section shall fail to pull the vehicle curbside, right wheels to the curb, nor shall any person stop or park a vehicle alongside any vehicle stopped or parked curbside in such a zone, commonly referred to as “double parking.” In valet parking zones, a valet attendant shall remove the vehicle from the city streets as soon as practicable, and under no condition shall the vehicle remain on the street for a period of time in excess of ten (10) minutes. The Director of Public Service shall have the authority to promulgate rules and regulations to implement the provisions of this section. Dublin Parking Assessment|Parking Management Toolbox Appendix Curbside Management Ordinance Survey Nelson\Nygaard Consulting Associates Inc. | 15 Chicago, IL (Commercial Valet regulations) 4-232-050 Definitions For the purpose of this chapter, the following terms shall have the following meanings: “Valet parking operator” means a person who employs one or more attendants for the purpose of providing a valet parking service or who contracts his own services, but not in the capacity of employee, to any business establishment, for the purpose of providing a valet parking service to such establishment. “Valet parking service” means a parking service provided to accommodate patrons of any business establishment, which service is incidental to the business of the establishment and by which an attendant on behalf of the establishment takes temporary custody of the patrons' motor vehicle and moves, parks, stores or retrieves the vehicle for the patrons' convenience. For the purposes of Sections 4-232-060 through 4-232-080, “commissioner” means the commissioner of business affairs and consumer protection or his designee. 4-232-060 License – Required – Application – Fee No valet parking operator license, or renewal thereof, shall be issued unless the applicant agrees to park all cars entrusted to him in legal off-street or legal on-street sites. No valet parking operator license, or renewal thereof, shall be issued unless the applicant provides proof to the commissioner that the applicant or licensee, as applicable, has obtained: (1) commercial general liability insurance covering all locations at which such person operates or seeks to operate, with limits of not less than $1,000,000.00 per occurrence for bodily injury, personal injury, and property damage, and (2) commercial automobile liability insurance with limits of not less than $1,000,000.00, combined single limit, per occurrence for bodily injury and property damage and (3) insurance with limits of not less than $1,000,000.00 per occurrence for garage keepers' legal liability. The City of Chicago shall be named as additional insured on a primary, noncontributory basis from any liability arising directly or indirectly from the licensee's operations. The insurance required under this subsection shall: (1) be in full force and effect throughout the duration of the license period, (2) be issued by an insurer authorized to insure in Illinois, and (3) not be subject to cancellation except upon 30 days' prior notice to the commissioner. Upon termination or lapse of the licensee's insurance coverage, any valet parking operator license issued to such person shall automatically expire. The proof of insurance required under this subsection shall be made available by the commissioner to the public for the duration of the license. No valet parking operator license, or renewal thereof, shall be issued unless the applicant provides proof to the commissioner that the business establishment for which the valet parking service is to be provided has made available a loading zone at least 25 feet in length immediately adjacent to its premises for the pickup and delivery of the patrons vehicles. Where the loading zone is to be on-street, the business establishment shall have applied to the commissioner of transportation in accordance with title 9 of this Code for the designation of a curb loading zone, and no license shall be issued for the operation of a valet parking service at that establishment unless and until the designation has been approved and the curb loading zone signage has been installed; provided that no license, Dublin Parking Assessment|Parking Management Toolbox Appendix Curbside Management Ordinance Survey Nelson\Nygaard Consulting Associates Inc. | 16 or renewal thereof, shall be issued for any location, including any loading zone, designated as a tow zone. No valet parking operator license, or renewal thereof, shall be issued unless the applicant provides proof satisfactory to the commissioner that, with respect to each business served, the valet parking operator has available legal off-street parking spaces equal in number to fifteen percent of the occupancy content of that business as determined in accordance with Title 13 of this Code. A space is available if owned or leased by the valet parking operator or if the valet parking operator has a contractual right to place a vehicle in that space. The lease of a space by a valet parking operator shall be for a term at least coextensive with the duration of the license and shall not be subject to cancellation except upon 30 days prior notice to the commissioner. Upon termination or lapse of the licensee's lease, any license issued to him shall automatically expire. No valet parking operator license, or renewal thereof, shall be issued to any applicant who has been found in violation of any provision of Section 4-232-060 or 4-232-080 of this chapter two or more times within the 180-day period prior to the date of the application or three or more times within the 365-day period prior to the date of the application. 4-232-070 Issuance conditions No valet parking operator license, or renewal thereof, shall be issued unless the applicant agrees to park all cars entrusted to him in legal off-street or legal on-street sites. No valet parking operator license, or renewal thereof, shall be issued unless the applicant provides proof to the commissioner that he has obtained commercial general liability insurance covering all locations at which he operates or seeks to operate in the minimum amounts of $1,000,000.00 per occurrence for liability, $1,000,000.00 per occurrence for property damage, and $1,000,000.00 per occurrence for garage keepers' legal liability. The insurance policy shall be for a term at least coextensive with the duration of the license, shall be issued by an insurer authorized to insure in Illinois and shall not be subject to cancellation except upon 30 days prior notice to the commissioner. Upon termination or lapse of the licensee's insurance coverage, any license issued to him shall automatically expire. The applicant shall provide proof of insurance to the commissioner. This certificate must be made available, by the commissioner, to the public for the duration of the license. No valet parking operator license, or renewal thereof, shall be issued unless the applicant provides proof to the commissioner that the business establishment for which the valet parking service is to be provided has made available a loading zone at least 25 feet in length immediately adjacent to its premises for the pickup and delivery of the patrons vehicles. Where the loading zone is to be on-street, the business establishment shall have applied to the commissioner of transportation in accordance with title 9 of this Code for the designation of a curb loading zone, and no license shall be issued for the operation of a valet parking service at that establishment unless and until the designation has been approved and the curb loading zone signage has been installed; provided that no license, or renewal thereof, shall be issued for any location, including any loading zone, designated as a tow zone. No valet parking operator license, or renewal thereof, shall be issued unless the applicant provides proof satisfactory to the commissioner that, with respect to each business Dublin Parking Assessment|Parking Management Toolbox Appendix Curbside Management Ordinance Survey Nelson\Nygaard Consulting Associates Inc. | 17 served, the valet parking operator has available legal off-street parking spaces equal in number to fifteen percent of the occupancy content of that business as determined in accordance with Title 13 of this Code. A space is available if owned or leased by the valet parking operator or if the valet parking operator has a contractual right to place a vehicle in that space. The lease of a space by a valet parking operator shall be for a term at least coextensive with the duration of the license and shall not be subject to cancellation except upon 30 days prior notice to the commissioner. Upon termination or lapse of the licensee's lease, any license issued to him shall automatically expire. No valet parking operator license, or renewal thereof, shall be issued to any applicant who has been found in violation of any provision of Section 4-232-060 or 4-232-080 of this chapter two or more times within the 180-day period prior to the date of the application or three or more times within the 365-day period prior to the date of the application. 4-232-080 Operating procedures Every business establishment for which a valet parking license is issued shall, during the hours of service, display an 18-inch by 24-inch valet parking license sign issued by the department of business affairs and consumer protection. The valet parking license sign is to be attached to the existing loading zone pole during the hours of operation. The valet parking license sign shall only be displayed and the zone shall only be in effect during the hours that valet service is provided. A licensee's improper display of or failure to display the valet parking license sign, or use of such sign to restrict or exclude public parking at unauthorized times or locations, shall subject the operator to the penalties set forth in this article and other applicable provisions of this Code. Every licensee providing service must post the name of the operator and rate, if any, onto the valet parking license sign in four inch dark blue lettering. The commissioner of business affairs and consumer protection shall inspect such establishments to determine the name, and rates, if any, are accurately and properly posted, and shall suspend any valet parking operator's license as to any business establishment being served for so long as the licensee fails to post its rates and name as required herein. No valet parking operator shall park or suffer its agents to park patrons' vehicles upon the public way except under lawful conditions upon such main thoroughfares of the city as are designated as snow routes pursuant to Title 9 of this Code. In accordance with Section 9-100-150 of this Code, the fine for any parking or compliance violations incurred by a vehicle while in the custody of a valet parking operator shall be the sole responsibility of the valet parking operator and shall, upon the occurrence of a final determination of liability, constitute a debt due and owing to the city. The valet parking operator's failure to pay any such fine upon notice by the city shall subject the operator to the penalties set forth in this article and other applicable provisions of this Code. The commissioner of business affairs and consumer protection is authorized to seek restitution with respect to any fine paid by the patron of the valet parking operator. Every valet parking operator shall place or cause his agent to place on the dashboard of each patron vehicle a sign or placard of a size no smaller than eight and one-half inches by 11 inches in such a manner so as to be conspicuously visible through the windshield of the patron vehicle. The sign or placard shall contain the following information in red or black letters no less than one inch high: “This Vehicle Parked By (valet parking operator) For Customer Of (business establishment)”. In addition, each attendant of valet parking Dublin Parking Assessment|Parking Management Toolbox Appendix Curbside Management Ordinance Survey Nelson\Nygaard Consulting Associates Inc. | 18 operator shall, while on duty, wear conspicuously placed on his clothing an insignia which identifies the valet parking operator for whom the attendant is working. All valet parking attendants must, upon taking custody of a patron's vehicle, issue a numbered receipt to each customer containing the name, address and telephone number of the company providing the valet service, a statement that the company has liability insurance as required by Section 4-232-070(b) of the Municipal Code of Chicago, the charge for the valet service, the time and date the valet parking operator took custody of the vehicle, and the license plate number of the vehicle. When a valet parking attendant returns custody of the vehicle to the owner, the attendant must time stamp the receipt with the time and date the valet parking operator surrendered custody of the vehicle, and return it to the patron. Every valet parking operator or attendant shall carry on his person a valid current driver's license at all times while in control of a patron's vehicle. In addition to the penalties otherwise provided for violation of this section, any person violating this subsection shall be subject to a fine of not less than $500.00 nor more than $1,000.00 for each offense. Any penalty for violation of this subsection shall be assessed against, and shall be the responsibility of, the holder of the valet parking operator license. No valet parking operator may use residential parking daily permits in the conduct of that operator's valet parking business. 4-232-090 Applicability of provisions – Exceptions Sections 4-232-060 through 4-232-080 shall not apply to any business establishment that provides patron parking entirely and solely on its premises or to any hotel that provides parking entirely on its premises for guests or for patrons of business establishments located on the hotel's premises. However, a valet parking operator license shall be required when the vehicle or the keys to the vehicle are given to the valet parking attendant on any part of the public way, even if the actual parking of the vehicle is done entirely and solely on the establishment's premises. Miami, FL (Public Valet) http://www.miamitodaynews.com/2016/04/12/miami-parking-authority-centralize-valets/ 215 PARK AVENUE SOUTH, 6TH FLOOR NEW YORK, NY 10003 212-242-2490 FAX 212-242-2549 www.nelsonnygaard.com M E M O R A N D U M To: Devayani Puranik, City of Dublin, OH From: Nelson\Nygaard Consulting Associates Date: June 12, 2017 Subject: Toolbox Appendix: Parking Management Organization Overview OVERVIEW Adopting a more proactive parking management approach, coinciding with the significant capital investments the City is making in physical parking infrastructure, provides an opportunity to re- evaluate the organizational relationships among the parties who currently hold key parking management roles and responsibilities. More effective restructuring of, and/or more cohesive relationships among, these parties will, in turn, increase the effectiveness of the management strategies outlined in the Parking Management Toolbox. Optimizing a strategically managed public parking system requires coordination among an extensive range of management roles and responsibilities. Cities fulfill these responsibilities in a variety of arrangements, some more successful than others. Some have one department managing the entire set of duties while others have duties spread across multiple divisions and departments. Organizational best practices are many and varied, but center on the concept of “vertical integration” of all parking functions. By default, the many components of parking management tend to emerge and evolve within distinct, municipal departments, agencies, and authorities, in response to micro-level needs and objectives. VERTICAL INTEGRATION Vertical integration, by contrast, refocuses attention on macro-level needs and objectives, which are best served by a comprehensive parking management approach. While full integration is rarely feasible, vertical integration should seek to place responsibility for as many of the following elements as possible under one authority. Off-street facilities On-street resources, including curbside regulations and strategies, citywide Overall program financial performance Enforcement Revenue collection and investment System planning Coordinated management of multimodal transportation, including demand- management/reduction efforts and programs Parking system branding, marketing, and community outreach Dublin Parking Assessment|Parking Management Toolbox Appendix Parking Management Organization Overview Nelson\Nygaard Consulting Associates Inc. | 2 Implementation of new technologies Coordination with City land use, growth, and economic-development planners Engagement with citywide business community, residential associations, and private parking providers/managers Vertical integration can be achieved within a municipal department, or within a public authority. In either case, vertical integration can, and often does, include some level of outsourcing. Most commonly, a private parking management firm is hired to handle day-to-day operations and maintenance through a management contract. Through the management contract, the private parking management firm is paid a fixed management fee and/or a percentage of gross revenues and is reimbursed by the owner for all costs incurred in the operation. Some cities have opted to hire a management firm to assume full responsibility for all aspects of parking management, through a concession agreement. Under such an agreement, the City concedes significant control over curbside management, typically for purposes of more efficiently monetizing its parking resources. Benefits Operational Efficiencies and Effectiveness Centralizing parking management responsibilities in a single division, in contrast to a distributed arrangement, offers greater capacity to create an effective parking system. Having a single party managing all aspects of a parking ecosystem, ideally guided by an established strategic plan, will facilitate much greater adherence to parking goals. Integration is particularly conducive to administrative and operational efficiencies. Other essential benefits include the following. Consistent messaging to and communications with parking stakeholders Broadly responsive parking policies, strategies, and actions that are informed by relevant conditions and aligned with established goals and objectives Adept, timely, and strategically-informed responses to changing conditions Consistent and structured coordination with related efforts/organizations Managing Tradeoffs and Empowering Policy Centralization also minimizes conflicts of interest that commonly occur when duties are distributed across multiple departments. An illustrative example of this is the conflict of interest that often arises when parking-regulation enforcement is led by a police department. While parking-regulation compliance is critical to effective parking management, it is often far from critical to the public safety mission of a City police department. And, while compliance with regulations is the ultimate parking-management goal for enforcement, success in this area means fewer tickets and reduced fine revenue, both of which are common metrics for police enforcement efforts. Similarly, building subsidized parking facilities as an economic-development investment can conflict with community traffic and sustainability goals. Centralized management can weigh the costs/benefits of such conflicts and tradeoffs, and deliver decisions and actions that are more fully informed, compared to systems where often “one hand does not know what the other is doing”. Overtime, this can also increase interest in and engagement with policy and strategy development, as confidence increases in their likely influence on actual decision-making. Dublin Parking Assessment|Parking Management Toolbox Appendix Parking Management Organization Overview Nelson\Nygaard Consulting Associates Inc. | 3 Structural Options Vertical integration can be achieved within a municipal department, or within an outside party, such as a public authority or an improvement-district organization. Below is a brief overview of some of the most common approaches. City department One City department handles all or most of those responsibilities related to parking, usually located under Public Works, Transportation, or the Planning department. In this arrangement, the department’s director is responsible for all aspects of parking management, but also holds authority for its implementation. Example: Tacoma, WA – Parking Dept., Public Works Parking authority Generally established through a state or city charter with a well-defined mission and goals, parking authorities act as quasi-public entities. A private parking management company runs day-to-day operational duties, while a board representing local parking stakeholders, many times appointees, runs the authority. This board determines policy and other non-day-to-day necessities for the parking system and its diverse makeup of business owners, city staff, and developers allows parking decisions to consider a range of perspectives in an intentional way. Example: New Haven, CT – Park New Haven Contract or business district Quasi-government entities, such as business improvement districts or downtown development authorities, have assumed responsibility for downtown parking systems to better align parking policy and performance with economic-development goals. Usually defined by an operating agreement, this arrangement allows an organization already in touch with local business owners and associations to direct parking to better serve the area. Example: Ann Arbor, MI – Downtown Development Authority Parking district A Parking District has a defined set of boundaries wherein a special assessment generates revenue to fund operational and strategic needs in the district. In addition to operational funding, assessment funds could pay for other local improvements such as a parking circulator, a transit-pass program, or multi-modal improvements. Example: Boulder, CO – Parking Services Concession Agreement Some cities and universities have opted to hire a management firm to assume full responsibility for all aspects of parking management, through a concession agreement. Dublin Parking Assessment|Parking Management Toolbox Appendix Parking Management Organization Overview Nelson\Nygaard Consulting Associates Inc. | 4 This is an emerging option within the United States, but one that benefits from a successful model of implementation at the Ohio State University. Example: Indianapolis, IN - ParkIndy 1 Case Study: Tacoma, WA 2 Tacoma manages its on- and off-street parking resources and parking enforcement through a single entity, the Parking division within its Public Works department. The department is in charge of daily parking operations, communications, and strategic planning for parking throughout the city. On-street, off-street, and enforcement are all under the Parking division’s purview. The department follows the strategic guidance of Tacoma’s Downtown Integrated Parking Plan. Distinctively, in addition to the municipal parking department, Tacoma utilizes a Parking Technical Advisory Group (PTAG) to pull in representatives of downtown interests. The PTAG regularly assists the Parking Manager in review and implementation of parking programs. The PTAG has 12 appointed members consisting of business and property owners, large parking generators, residents and parkers. 1 http://www.parkindy.net/ 2 Willson, Richard W. Parking management for smart growth. Washington: Island Press, 2015. Print. 215 PARK AVENUE SOUTH, 6TH FLOOR NEW YORK, NY 10003 212-242-2490 FAX 212-242-2549 www.nelsonnygaard.com M E M O R A N D U M To: Devayani Puranik, City of Dublin, OH From: Nelson\Nygaard Consulting Associates Date: July 18, 2017 Subject: Toolbox Appendix: Pay by Phone as Shared Parking Resource PAY-BY-PHONE AS SHARED PARKING BROKER: ASHEVILLE, NC Drivers in downtown Asheville can pay for the City’s on-street parking using the Passport Parking App. Signage denotes the parking zone and provides instructions to pay for parking using a cell phone. If users do not have a smartphone, they can still pay using their phone by calling a number and specifying the zone or by texting a code (after registration). Recently, private lot owners approached Passport, the third-party provider of Asheville’s parking app, to become part of the same payment system. Passport assigns the lot a “Zone,” and incorporates the lot into the app with the other Asheville parking resources. The lot owner posts signage describing the rates and regulations for the lot (see Figure 1). Some lots maintain their private parking for periods of the day and convert to public parking in off-hours. Others operate as privately-owned, public parking throughout the entire day. Either way, private lot owners are able to take advantage of the city’s easy-to-use parking system without giving up control of the lot itself. The Asheville example highlights how cities themselves may not need to convince private lot owners once pay-by-cell programs have become established in a city. Sometimes, the ease and simplicity offered by the app is enough of an incentive to motivate lot owners to seek out participation themselves. Dublin Parking Assessment|Parking Management Toolbox Appendix Pay by Phone as Shared Parking Resource Nelson\Nygaard Consulting Associates Inc. | 2 Figure 1 Private Lot with Public Payment after 5pm – Asheville, NC CITY AS SHARED PARKING PARTNER: OMAHA, NE The City of Omaha recently branded the Parking Division of its Public Works Department as Park Omaha to signal a commitment to provide coordinated and strategic management of its on- and off-street parking resources. A key component of the Park Omaha mission was to set up a system to incorporate private parking facilities as a means to avoid building more City facilities. “We want to maximize efficiency, minimize frustrations and develop an extensive shared parking network.”1 1 https://parkomaha.com/about/ Dublin Parking Assessment|Parking Management Toolbox Appendix Pay by Phone as Shared Parking Resource Nelson\Nygaard Consulting Associates Inc. | 3 Figure 2 Park Omaha map showing City & Partner Off-Street Parking Source: https://parkomaha.com/map/ The result of these efforts is the highly successful, Park Omaha Partners program. Park Omaha Partners Park Omaha launched the Park Omaha Partners program to “boost the number of public parking spaces and help visitors easily locate them in the popular downtown area”.2 The program provides a user-friendly, online process for property owners to offer their unused spaces, at a specified schedule, to the Park Omaha network through a shared parking agreement. The process begins with an online application – see below. Accepted Partner locations are added to the Park Omaha interactive map. An expanded map view also provides information on rates, hours of operation and payment options. Park Omaha identifies these facilities, as “partner” facilities, and distinguishes them from Park Omaha facilities, in its maps and information materials. As Partner facilities, private lots are given official (copyrighted) signage/iconography with a distinct logo that identifies them as part of the City parking system, while indicating that hours of access, rates, and other regulations may vary from standard Park Omaha facilities. The copyrighted branding helps to prevent unapproved private lots from using the same design and calling themselves Park Omaha Partners. One of the key tools to make this work has been facilitating payment via the Park Omaha App. Partner facilities are given a unique payment-zone designation to use this mobile-payment system, allowing drivers to pay for parking exactly as they would in a City facility. Payment revenue goes directly to the facility owners, thus allowing private facility owners to monetize their excess parking without having to set up payment systems. This has been a critical component in recruiting new Partners to the program. 2 https://parkomaha.com/about/park-omaha-partners/ Dublin Parking Assessment|Parking Management Toolbox Appendix Pay by Phone as Shared Parking Resource Nelson\Nygaard Consulting Associates Inc. | 4 Figure 3 Partners Application Portal Source: https://parkomaha.com/about/park-omaha-partners/ Dublin Parking Assessment|Parking Management Toolbox Appendix Pay by Phone as Shared Parking Resource Nelson\Nygaard Consulting Associates Inc. | 5 Figure 4 Park Omaha map showing City & Partner Off-Street Parking Source: https://parkomaha.com/map/ Program Collaborators The City’s Planning and Public Works departments partnered with Park Omaha to ensure that parking is part of trailblazing signs that lead visitors to popular downtown venues. Park Omaha contracts with a private contractor to operate, administer, and maintain the parking system, including customer service and a Parking Ambassador program. A parking advisory committee – representatives from city staff, retailers, developers and business leaders – provides guidance on parking improvements, rates and makes recommendations. Keys to Success The City initiated private lot participation in the Partners program by giving presentations to local lot owners and operators. Park Omaha has seen the prospects of the Partners program become increasingly attractive to private facility owners, especially as the approach proves viable and profitable, and the technology has successfully incorporated private facilities to handle demand, even from large events, seamlessly. Challenges While the proliferation of smartphones and mobile payments offers distinct benefits for cities that wish to incorporate privately owned parking into their systems, there are challenges to consider associated with this strategy. For one, some private owners may fear the added liability associated with opening up the lot/structure to the public. In addition, incorporating private resources means choosing to standardize or not standardize pricing, hours, and regulations across available parking resources. This could cause confusion or work against shared parking management goals, and should be considered as part of any partnering processes. Rich & Associates Consulting, Inc. Parking Consultants - Planners www.richassoc.com Historic Dublin Historic Dublin Parking Demand Study Dublin, Ohio Final Report April , 2011 Rich & Associates Consulting Inc. 26877 Northwestern Hwy. Suite 208 Southfield, MI 48033 tel 248.353.5080 fax 248.353.3830 www.richassoc.com Parking Consultants Planners Southfield, MI 248-353-5080 Lutz, FL 813.949.9860 April 18, 2010 Mr. Steve Langworthy Director Land Use and Long Range Planning City of Dublin 5800 Shier-Rings Road Dublin, Ohio 43016 Dear Steve: We respectfully submit our Final Report of the Parking Planning Study Conducted for Historic Dublin. The report contains the results of the field data collected by City staff together with our analysis of existing and projected parking conditions within the district. The report shows that while overall there should be sufficient parking, the fact that much of the parking is privately controlled leads to conditions and perceptions of inadequate parking. Our analysis shows that more of the parking needs to be made publicly available and shows that using some existing private parking during their off hours may help to alleviate some of the issues but will require cooperation among businesses and historic district landowners. While we understand that some members of the community would prefer the development of a parking garage as the first choice, we feel that any opportunities to more efficiently use the available existing parking supply should be explored first. We feel that consideration of shared use together with some other parking improvements that can be done fairly quickly will significantly improve the parking experience in Historic Dublin. We would like to thank you, your staff and the community for all your input and assistance in completing this analysis. From the very beginning it has been our pleasure working with the City of Dublin. We hope that you will find the analysis informative and beneficial and that you will feel free to contact us for any parking related issues. Sincerely, Rich and Associates Consulting, Inc. David W. Burr Project Manager City of Dublin Final Report Parking Demand Study Rich & Associates Consulting, Inc. 1-1 Parking Consultants - Planners SECTION 1 - EXECUTIVE SUMMARY Introduction Dublin, Ohio is home to a thriving commercial and historical district. Unlike many communities where the defined zones are more subjective, Dublin has four zones or quadrants which can be clearly distinguished because of the impact of the two major roadways in the district; Bridge and High Streets. The volume and speed of traffic on Bridge Street presents a perceptual barrier between the north and south quadrants with the only safe pedestrian crossing at the Bridge and High Street intersection which is perceived as inconvenient to many customers or employees. Similarly, High Street has periods of significant traffic volumes which separate the east and west sides of the roadway creating the four unique quadrants. Each of the four quadrants has characteristics that require specific considerations for addressing their parking issues. Results Summary A lack of parking should not be an issue in Dublin because the total parking supply clearly should be adequate to support the current business needs. Nonetheless, there are perceptions and issues by employees in the district and visitors of insufficient parking. Much of this is likely due to the high proportion of privately controlled parking which does not make for an efficient parking supply. Where private businesses have surplus parking capacity, this is often not available to non- customers or staff. Additionally, some businesses that have private parking encourage their staff to park in public lots so that their limited supply is available for customers. With many of the private parking areas particularly in the SE and SW quadrants unimproved gravel or dirt lots behind buildings which may not be easily found by patrons or considered unsafe or unattractive for other reasons, a significant portion of the private parking is going unused. Rich and Associates generally recommend a community have 50 percent of the parking supply publicly available, which means anyone can park there regardless of destination. This facilitates a more pedestrian friendly environment where someone can park once and walk to multiple destinations. With only 27 percent of its parking publicly available, Dublin is clearly deficient in this regard. With sufficient overall parking capacity to support the business needs of the district, Rich and Associates is of the opinion that the City should first exhaust all opportunities to work with the private sector to use surplus capacity in private lots through sharing arrangements before undertaking the significant expense of constructing a parking garage. Marketing initiatives to inform the employees and visitors to the district where available parking is located as well as locations and policies regarding valet services can provide immediate improvements to the perceptions regarding parking. The City can also implement pedestrian improvements so that travel between available parking and destinations within the district overcome negative perceptions. City of Dublin Final Report Parking Demand Study Rich & Associates Consulting, Inc. 1-2 Parking Consultants - Planners Specific issues relative to each quadrant include: Northwest Quadrant The northwest quadrant can be defined by its many restaurants as well as by having a majority of the publicly available parking within the district. The Darby Street and Indian Run Lots totaling nearly 200 spaces together with the nearby North Lot with its 10 publicly available spaces mean that the northwest quadrant has 70 percent of the districts publicly available parking. It is also the only quadrant that is likely to experience a parking deficit. The deficiency could be as many as 65 spaces with the impending full occupancy of the Bri-Hi Square development unless the community can improve the utilization of the available privately controlled parking supply. Northeast Quadrant The northeast quadrant is a very narrow collection of several blocks fronting High Street north of Bridge. It can also be considered one of the two self-sufficient quadrants in the district. This is due to the fact that the only publicly provided parking is the very limited on-street parking along High Street with no publicly provided off-street parking. Home to several popular restaurants, one of the restaurants meets its parking needs in the evening hours through agreement with a nearby private landowner. Other businesses either make do with their limited supply associated with their buildings or depend on the public supply in the northwest quadrant. Southwest Quadrant The southwest quadrant has the benefit of the other publicly provided off street parking in the district. However, with the bulk of the publicly provided parking supply in the northwest quadrant, the southwest public supply only represents about 30 percent of the publicly available supply. With significant competition for relatively few spaces, this quadrant is also one of the more stressed in the district. Because of the relative lack of publicly provided parking, and with most restaurants on the north side of Bridge Street, patrons and employees to and of the southwest quadrant are probably the most impacted by the deficiencies in the pedestrian crossing of Bridge Street. This quadrant does however have the potential to relatively easily overcome some of its parking deficiencies if the City can reach an agreement to use at least some of the 121 spaces at the Dublin Community Church. Availability of these spaces for use by employees of some businesses in the quadrant could free up spaces in the stressed Town Center I and Town Center II Lots and make more of these available to customers of the shops and restaurants in the quadrant. Southeast Quadrant The southeast quadrant is another area of the district that is forced to be relatively self sufficient in parking. Again comprising a narrow band of blocks fronting S. High Street to Blacksmith Lane, the quadrant has only a very few on-street space on S. High Street. Further adding to the parking issue is that because of traffic conditions on S. High Street, some of these spaces are restricted from use during the evening hours. With no other off-street public parking, the various businesses rely on available parking behind their businesses to meet the needs of their customers and staff. However access to many of the lots is only from Blacksmith Lane in back of the buildings. City of Dublin Final Report Parking Demand Study Rich & Associates Consulting, Inc. 1-3 Parking Consultants - Planners Considering both current and future conditions, the overall total parking supply is anticipated to exceed the projected parking demand. However, because the parking is essentially all privately provided in this quadrant, cooperation between adjoining landowners is required to efficiently use the available parking. This cooperation can take the form of landowners working to improve their parking areas by combining them for greater capacity or simply allowing staff or customers from adjoining businesses to share their parking spaces. This may require marketing of the parking areas to customers. Historic District Parking Demand Study Findings and Recommendations Rich & Associates City of Dublin Land Use & Long Range Planning Historic District Parking Demand StudyLULRPCity Council, April 25, 2011 •Determine the scope and extent of parking needs in the District. •Evaluate parking operations and space utilization/ turnover. •Recommend physical improvements and management strategies to effectively utilize parking supply in the District. Historic District Parking Demand Study Study Purposes Historic District Parking Demand StudyLULRPCity Council, April 25, 2011 Parking Supply Parking Location Parking Operations Approach A Comprehensive Approach Historic District Parking Demand StudyLULRPCity Council, April 25, 2011 NW SW NE SE •Recognize unique qualities of each quadrant •Evaluate range of solutions to affect each quadrant Approach Historic District Parking Demand StudyLULRPCity Council, April 25, 2011 Findings and Recommendations Evaluation Findings Recommendations Historic District Parking Demand StudyLULRPCity Council, April 25, 2011 •Parking Inventory •Business Inventory •Parking Requirements •Parking Occupancy Survey •Parking Turnover Survey •Pedestrian Intercept Survey •Business Owner/Manager and Staff Survey •Stakeholder Interviews •Stakeholder Work Session Evaluation Historic District Parking Demand StudyLULRPCity Council, April 25, 2011 9 am Noon 5 pm 8 pm FINDING #1 The approximately 1,322 parking spaces within the Historic District should be sufficient to accommodate the current parking demand. Findings Parking Use Parking Supply Historic District Parking Demand StudyLULRPCity Council, April 25, 2011 Parking Use Public Parking 9 am Noon 5 pm 8 pm Parking Supply FINDING #2 In order for an efficient utilization of the available supply, a greater proportion of publicly available parking is needed. Findings Best Practice Municipalities need to control at least 50% of available parking. This allows municipalities to manage parking allocation, availability, use, and maintenance. Private 73% Public 27% Historic District Parking Demand StudyLULRPCity Council, April 25, 2011 FINDING #3 More efficient use of the existing available supply should be the first option rather than building new lots. Findings Thursday Survey Date Peak Occupancy: 12:30 and 1:00 pm 50% 30% 20% Spaces Occupied at Peak District-Wide Vacant Public Private Historic District Parking Demand StudyLULRPCity Council, April 25, 2011 Findings 8:00-8:30 Historic District Parking Demand StudyLULRPCity Council, April 25, 2011 Findings 9:00-9:30 Historic District Parking Demand StudyLULRPCity Council, April 25, 2011 Findings 10:00-10:30 Historic District Parking Demand StudyLULRPCity Council, April 25, 2011 Findings 11:00-11:30 Historic District Parking Demand StudyLULRPCity Council, April 25, 2011 Findings 12:00-12:30 Historic District Parking Demand StudyLULRPCity Council, April 25, 2011 12:30-1:00 Historic District Parking Demand StudyLULRPCity Council, April 25, 2011 Findings 1:00-1:30 Historic District Parking Demand StudyLULRPCity Council, April 25, 2011 Findings 2:00-2:30 Historic District Parking Demand StudyLULRPCity Council, April 25, 2011 Findings 3:00-3:30 Historic District Parking Demand StudyLULRPCity Council, April 25, 2011 Findings 4:00-4:30 Historic District Parking Demand StudyLULRPCity Council, April 25, 2011 Findings 5:00-5:30 Historic District Parking Demand StudyLULRPCity Council, April 25, 2011 Findings 6:00-6:30 Historic District Parking Demand StudyLULRPCity Council, April 25, 2011 Findings 7:00-7:30 Historic District Parking Demand StudyLULRPCity Council, April 25, 2011 Findings 7:30-8:00 Historic District Parking Demand StudyLULRPCity Council, April 25, 2011 Saturday Evening Peak Friday Evening Peak Historic District Parking Demand StudyLULRPCity Council, April 25, 2011 Darby Street Lot: Occupancy by Time Historic District Parking Demand StudyLULRPCity Council, April 25, 2011 TC II Lot: Occupancy by Time Historic District Parking Demand StudyLULRPCity Council, April 25, 2011 FINDING #4 Marketing and identification of available parking needs to be improved, especially the Indian Run lot. •The availability of the Indian Run lot during the day is not well known. •A primary purpose is to override any negative perceptions of poor parking availability by informing where the parking is available. Findings Historic District Parking Demand StudyLULRPCity Council, April 25, 2011 FINDING #4 Marketing and identification of available parking needs to be improved, especially the Indian Run lot. Findings •Bridge Street acts as a barrier to pedestrians. Improved crossings would facilitate ‘park-once’ behavior by customers and employees. •Improvements to pedestrian safety and comfort will encourage visitors to park further from destinations. Historic District Parking Demand StudyLULRPCity Council, April 25, 2011 •Parking requirements should be more relevant and appropriate for an historic downtown. •Parking conditions in a downtown setting call for a wider variety of administrative measures than traditional suburban conditions. FINDING #5 Improving administrative processes and regulations can modernize the District’s parking operations. Findings Historic District Parking Demand StudyLULRPCity Council, April 25, 2011 Recommendations Indian Run Parking Lot Provide pedestrian path from Indian Run to North High Street Improve walkway lighting from lot to North Street Refurbish parking lot striping and improve lighting Ensure that merchants/employees are aware of Indian Run lot availability; provide mailings to businesses with appropriate maps Improve wayfinding to Indian Run lot Short Term Improvements Historic District Parking Demand StudyLULRPCity Council, April 25, 2011 Recommendations Historic District Parking Demand StudyLULRPCity Council, April 25, 2011 Improve perceived safety of Bridge and Darby Street pedestrian crossing to encourage employee parking District wide at Indian Run (in process) Recommendations Short Term Improvements Stripe parking spaces on North and South High Street on-street spaces Provide vertical separation (planters, railing, or other appropriate items) to improve separation from sidewalk and street (in process) Continue to place bike racks in appropriate locations (in process) Historic District Parking Demand StudyLULRPCity Council, April 25, 2011 Organize valet services to the extent possible; consider signing valet parking locations; increase awareness of valet services (locations, hours of operation, cost) Increase off-street parking lot time limits from 2 to 3 hour parking Increase on-street parking time limits from 2 to 3 hour parking Provide further marketing efforts to advertise available parking, valet availability, off-hour parking locations (Library, private lots) in cooperation with HDBA and other businesses Approach property owners of private parking areas to make spaces available for public use during off-business hours Recommendations Short Term Improvements Historic District Parking Demand StudyLULRPCity Council, April 25, 2011 Recommendations Identify resources for more consistent enforcement hours (in process) Tow vehicles parked in undesignated locations where safety is compromised; write citations for others Short Term Improvements Utilize violation tracking equipment to monitor license plate (rather than marking tires) to track actual violations Development applications should include an approved parking plan Adjust Zoning Code parking requirements to better accommodate conditions in the District; include shared parking, individual use requirements, parking exceptions, etc.(in process) Historic District Parking Demand StudyLULRPCity Council, April 25, 2011 Recommendations Mid-Term Improvements Once Indian Run lot becomes consistently utilized, consider appropriate locations for additions to existing public parking areas Study reconfiguration of Town Center lots to improve traffic flow and space availability In lieu of variances, require payment per space for uses that cannot provide required parking –utilize funds for parking and pedestrian improvements Approach property owners to consolidate and improve parking areas and make available for public use during off-business hours Investigate appropriate management methods to improve cooperation between District business/building owners (dedicated staffing, funding management, etc.) regarding cooperative parking Historic District Parking Demand StudyLULRPCity Council, April 25, 2011 Recommendations Long Term Improvements Parking garages are not recommended but should be investigated should the school site ever be made available for development Investigate removal/relocation of alley side obstructions (poles, fences, etc.) to improve circulation between rear parking areas Investigate potential purchase and removal of smaller accessory structures in various locations for potential parking; design and landscape to fit character of the District Negotiate off-site parking locations and provide morning and evening peak hour shuttle service Historic District Parking Demand StudyLULRPCity Council, April 25, 2011 Next Steps Implement recommendations that can be accomplished administratively and within existing budgets (Immediate) Submit priorities and budgets for physical improvements (May) Develop CIP for projects requiring capital expenditures Historic District Parking Demand StudyLULRPCity Council, April 25, 2011 Historic District Parking Demand StudyLULRPCity Council, April 25, 2011 Improve marketing of available parking systems •The availability of the Indian Run lot during the day is not well known. •A primary purpose is to override any negative perceptions of poor parking availability by informing where the parking is available. Improve management of the parking system •More efficient use of the existing available supply should be the first option rather than building new lots. •Improved enforcement methods will effectively increase available supply. Consistency is important. Provide a balanced supply of public and private parking •For an efficient use of the available supply, a greater proportion of the parking must be publicly available. •Public lot spaces need to be more consistently available to customers and visitors. Findings Best management practices should be tailored to address the needs of Historic Dublin Historic District Parking Demand StudyLULRPCity Council, April 25, 2011 Facilitate pedestrian access and mobility •Bridge Street acts as a barrier to pedestrians. Improved crossings would facilitate ‘park-once’ behavior by customers and employees. •Improvements to pedestrian safety and comfort will encourage visitors to park further from destinations. Implement revised parking requirements more appropriate for an historic downtown •The existing Code requires more spaces than typical of historic districts •Shared parking requirements would better reflect actual use patterns Pricing strategies should be considered to better reflect market demand for parking •Consider fee-in-lieu program for new development to help fund public parking improvements •Any paid parking should be strategically located to encourage more efficient use of free parking Findings Best management practices should be tailored to address the needs of Historic Dublin Historic District Parking Demand StudyLULRPCity Council, April 25, 2011 FINDING #2 In order for an efficient utilization of the available supply, a greater proportion of publicly available parking is needed. Findings Private 73% Public 27% Parking Type Public Private Off-Street 297 82%963 100% On-Street 64 18%0 0 TOTAL 361 100%963 100% % of Total Supply 27%73% Best Practice Municipalities need to control at least 50% of available parking. This allows municipalities to manage parking allocation, availability, use, and maintenance. Historic District Parking Demand StudyLULRPCity Council, April 25, 2011 •Parking Supply Inventory •Land Use/Business Inventory •Parking Requirement Calculations Existing Conditions •Occupancy and Turnover Surveys •Pedestrian Intercept Surveys •Parking Enforcement Analysis Observable Parking Patterns •Stakeholder Input Meeting/Interviews •Pedestrian Intercept Surveys •Business Owner & Employee Surveys Attitudes & Perceptions Parking Demand Study Data Collection Historic District Parking Demand StudyLULRPCity Council, April 25, 2011 Final Tasks Parking Supply Parking Location Parking Operations Recommendations Historic District Parking Demand StudyLULRPCity Council, April 25, 2011 Preliminary Observations: Parking Operations Historic District Parking Demand StudyLULRPCity Council, April 25, 2011 Parking Demand Study Tasks: Current Status •Existing Conditions •Parking Supply Inventory •Land Use/Business Inventory •Parking Requirements Assessment •Observable Parking Patterns •Occupancy & Turnover Surveys •Pedestrian Intercept Surveys •Data Analysis •Attitudes and Perceptions •Stakeholder Input Meeting and Interviews •Pedestrian Intercept Surveys •Business Owner & Employee Survey Historic District Parking Demand StudyLULRPCity Council, April 25, 2011 Daytime Average Day Peak Demand Supply Surplus Demand Supply Surplus NW 164 451 287 180 451 271 NE 230 327 97 253 327 74 SW 182 381 199 200 381 181 SE 83 163 80 91 163 72 Evening Average Day Peak Demand Supply Surplus Demand Supply Surplus NW 173 451 278 191 451 260 NE 167 327 160 184 327 143 SW 168 381 213 185 381 196 SE 56 163 107 61 163 102 Findings Engineering Document Old Dublin Area Enhancement Studv Medians, Access and Parking Dublin, Ohio PREPARED FOR City of Dublin Ms. Barbara M. Clarke 5800 Shier-Rings Road Dublin, Ohio SUBMITTED BY ms consultants, inc. engineers . architects o planners IV February 22,2001 Table of Contents Old Dublin Area Enhancement Study Dublin, Ohio Executive Summary ....... 1 Section 1 Medians on Bridge Street. ...........2 Section 2 Bypass Facility .............19 Section 3 Franklin Street Closure Feasibility Study ....33 Section 4 North High Street Operational Improvements ............35 Section 5 Parking Study ....39 Section 6 Conclusions and Recommendations ...........64 Appendices Appendix A Cost Estimates and Alternatives Appendix B Traffic Data and Analyses Supplemental CD Project Visualization: Bridge Street and New Street List of Figures P.l Old Dublin Vicinity Map ...................3 1.1 Existing Bridge Street Typical... .......4 1.2 Bridge Street Design Criteria... .........6 1.3 Proposed Bridge Street Typicals ......7 1.4 Proposed Bridge Street Typicals ......8 1.5 Bridge Street Areas ............9 I .6 Bridge Street Preferred Alternative, Area 1 .............. 1 0- 1 1 1.7 Bridge Street Preferred Alternative, Area 2............. .12-15 1.8 Bridge Street Preferred Alternative, Area 3............. .16-17 2.I Bypass Design Criteria .......20 2.2aTwo-Lane Bypass Typical Section .....21 2.2bThree-Lane Bypass Typical Section... ...............22 2.3 Bypass Tie-In Points ...........23 2.4 Preferred Bypass Alternative Detail 24-26 2.5 Preferred Bypass Altemative (overall).... .. ... ................27 2.6 Preferred Bypass Intersections ......... 28-30 2.7 Preferred High Street Scheme ............31 4.1 Preferred High Street Scheme .....36-37 5.1 Study Area and Parking Inventory Map. ........405.2 Hourly Parking Accumulation by Quadrant from 8 AM to 9 PM ................425.3 Hourly Parking Accumulation for the Northeast Quadrant............. .............435.4 Hourly Parking Accumulation for the Northwest Quadrant .........445.5 Hourly Parking Accumulation for the Southeast Quadrant ..........455.6 Hourly Parking Accumulation for the Southwest Quadrant .........465.7 Parking Accumulation Versus Parking Supply for weekday Study.............475.8 'Weekday Parking Utilization - Midday Period (12 - 2 PM)........................48 5.9 Weekday Parking Utilization - Evening Period (6 - 8 PM)........ .................49 5.10 Restaurant-Related Parking Usage North of Bridge Street (Weekday Study) ....51 5.1 I Parking Duration for weekday Parking Study - Total Study Area ..............52 5.12 Hourly Parking Accumulation by Quadrant from 5:00 PM to 12 AM - Saturday. .....54 5. 1 3 Hourly Parking Accumulation for the Northeast Quadrant - Saturday ........ 5 5 5.14 Hourly Parking Accumulation for the Northwest Quadrant - Saturday.......56 5.15 Parking Accumulation Versus Parking Supply for Weekend Study.............57 5.16 WeekendParkingUtilization-EveningPeriod(7PM-9PM)..................58 5.I7 Restaurant-related Parking Usage North of Bridge Street (Weekend Study) ....60 5.18 Parking Duration for weekend Parking Study - Total Study 4rea..............61 5.19 Approximate Limits of Walking Distance for Restaurant Patrons ...............62 M5 CONSULTANTS, INC. Franuany ??. ?OOl TABLE or CoNreru-rs Table of Contents OId Dublin Area Enhancement Study Dublin, Ohio List of Tables 3.1 Intersection Capacity Analyses for the Franklin St. Closure Evaluation..... 33 5.1 Summary of Parking Spaces in Study Area....... .,...........39 5.2 Summary of WeekdayData Collected on Tuesday, August 31, 1999, and'Wednesday, September 1,1999 ................ 41 5.3 Summary Statistics for W.eekday Parking Analysis............. ........ 50 5.4 Summary of Weekend Data Collected for NE and NV/ Quadrants only on Saturday, December 4,1999. ....... 53 5.5 Summary Statistics for Weekend Parking Analysis........... ........... 59 5.6 Parking Requirements for Land Uses with Parking Deficiencies................ 63 MS CONSULTANTS. INC. FEBRUARY ??, "OOI Teele or CoNreNrs OId Dublin Area Enhancement Study Medians, Access & Parking City of Dublin, Ohio Executive Summary The purpose of this report is to investigate the feasibility of providing enhancements to roadway elements and to analyze several areas for operational improvements including an overall parking study in Old Dublin. Enhancements are: a feasibility study of providing landscaped medians on Bridge Street from the intersection of Frantz Road to the bridge over the Scioto River; and in conjunction with that study, a feasibility study of providing a bypass facility linking V/est Bridge Street with North High Street; and the operational studies examining the feasibility of removing access to Franklin Street from Bridge Street by permanently disconnecting Franklin Street (via a cul-de-sac). Also included in this report is a study of Norlh High Street (north of Bridge Street) to determine the need to provide additional widening, channelizati on stre ets c ap e and I or traffi c m arkin g s. Finally, a parking study of the Old Dublin business and commercial area is included to determine the nature and extent of parking problems being experienced. Medians on Bridge Street The study examined the placement of various size (widths) of medians and roadway widening scenarios or alternates to improve the pedestrian access across Bridge Street and to provide a greater cohesiveness of the Old Dublin character by attempting to de-emphasize fhe strong barrier effects of Bridge Street as a dividing line between the business and commercial properties on the north and south sides of this important arterial roadway. The study concludes that the preferred altemative provides a median width that varies from west to east in three (3) primary areas. Also, widening, where required, is most effectively done on the north side of Bridge Street. A historically important structure (the Old Blacksmith Shop) can be relocated within the area to help perpetuate the aesthetic perception of the older buildings in "Old Dublin". Typical sections, horizontal alignments and cost estimates are included in the study analysis. The preferred alignment is recommended for advancement to the public involvement stage for support and City Council approval. Bypass Facility A bypass facility has been analyzed in conjunction with the median study indicated above. In order to provide a sufficiently wide median in Bridge Street, the existing eastbound left turn lane linking West Bridge to North High should be relocated or bypassed. Various bypass routes were analyzed and the preferred alternative is the shortest, most direct route. Referred to as "New Street," New Street begins opposite Franklin Street on the north side of Bridge Street and extends north curving eastward between the cemetery and the Dublin Library. Although this alternative may produce some negative aspects, it provides enhanced circulation to under- utilized properties and is recommended for advancement to the public information stage. Franklin Stre et Closure The closing of Franklin Street at Bridge Street has been evaluated by providing a quantitative and qualitative analysis. Due to its adverse effect on circulation, traffic capacity levels of service, and future development, no changes are recommended. North High Street Improvements The study evaluates left turn queues for the section of High Street between Bridge Street and New Street, to determine whether roadway and/or traffic improvements are feasible. The study recommends minor widening, new curbs, resurfacing, revised pavement markings, and general streetscape improvements in conjunction with the other preferred alternative improvements. Old Dublin Parking Study Extensive parking studies have been conducted to ascertain the nature and utilization of existing parking in the Old Dublin area. The analyses were provided by geographic location (or quadrants) to investigate local parking characteristics. The study concludes that parking problems are mainly related to popular restaurant locations that typically do not meet Dublin development guidelines for the required number of parking spaces). As the emphasis of strengthening the development within Old Dublin continues, and if the emphasis succeeds, more pressure for parking solutions will be felt in the future. MS CONSULTANTS, INC. FEBRUARY 2?, ?OOI PAGE I OId Dublin Areø Enhancement Study Mediøns, Access & Pørking City of Dublin, Ohio Purpose Objectives This engineering document summarizes the analysis of the accessibility, operational, and aesthetic improvements of the Old Dublin Historic Area. The geographical limits of the study are illustrated on the Vicinity Map as shown in Figure P.1. Along High street, they extend approximately 1100' norlhward and 1000' southward from the Bridge Street/High Street intersection. Along Bridge Street, the limits extend from this intersection westward to Frantz Road. In addition, the area bounded by Indian Run, Sells Middle School, Bridge Street, and High Street is also included in the analysis. The objectives of this engineering analysis are to study, illustrate, and recommend feasible solutions in improving the accessibility (both pedestrian and vehicular), operational, and aesthetic features of Old Dublin streets. This document specifically addresses issues such as the feasibility of a raised landscaped median along Bridge Street, a bypass street, traffic operational issues at the intersection of Franklin Street & Bridge Street, operational issues along High Street north of Bridge Street and a parking study of the Old Dublin area. The City of Dublin provided three recent traffic reports for review and use in addressing the traffrc issues associated with the Old Dublin area. The collection of reports include: High Street/North Street Intersection Study (1999) by R. D. Zande & Associates; Trffic Impact Study and Site Access Analysis, Cardinal Health South Campus (1999), by Parsons Transportation Group; and Bridge Street Operations Study (1998), by Trafhc Engineering Services. Section 1 - Medians on Bridge Street Exßting Facilities Old Dublin is a historical area centered at the Bridge Street/High Street intersection. It is generally bounded by Indian Run to the north, the Scioto River to the east, and Cogsray Ditch to the south. Mixed commercial use development is concentrated along both Bridge and High Streets, while single family homes are prevalent away from these arterials. The remaining existing street network of Old Dublin, consisting mainly of secondary streets and alleys, is unable to comfortably accommodate its daily traffic volumes. This results in severe congestion and limited accessibility. The Average Daily Trafhc (ADT) volumes on Bridge Street and North High Street through Old Dublin are in excess of 27,000 and 13,000 vehicles, respectively, These high volumes of traffic are currently passing through the Bridge/High intersection causing traffic congestion and excessive delay. Aesthetically, Old Dublin is dominated by the presence of automobiles, thereby discouraging pedestrian traffic. Particularly at intersections, pedestrians must cross up to five lanes of traffic in congested circumstances to traverse from one commercial area to another (See Figure 1.1). In addition, narrow sidewalks are sometimes placed directly adjacent to curbs such that vehicles and pedestrians are in close proximity. The result is an environment where automobile traffic overshadows the Old Dublin area itself and this tendency may worsen with time. The Potential of Old Dublin The development of Old Dublin is limited by natural barriers such as the Scioto River and Indian Run as well as historical features such as the Pioneer Cemetery and the number of chronicled structures adjacent to the major arterials. However, its potential for serving as a community center is promising. Already present are a public library, an elementary and a middle school, a bridge connecting east and west Dublin, and many shops and restaurants. In addition, the pending implementation of the Old Dublin Area Plan, which recommends amenities such as a town square, boulevard, and visitor's center, fuither enhances the potential attraction to the area. B ridg e S tre et E n h anceme nt General Characteristics Currently, because of its continuous pavement width, Bridge Street is perceived as a major barrier between North and South Old Dublin, especially to pedestrians. Eliminating traffic lanes, and thus reducing capacity, would only worsen the already severe congestion, and thus is not a viable option. However, adding additional lanes would contradict the City of Dublin commitment to encourage east-west trafhc to utilize other corridors. As envisioned in the Old Dublin Community Plan, dated November 13, 1997, a boulevard treatment of Bridge Street is suggested for consideration. However, because of the aforementioned constraints, the existing number of lanes and lane configurations are to be relatively maintained in any proposed improvement scheme. Medians and tree lawns are often implemented in boulevards to enhance the appearance of a particular roadway. They help to lessen the impact of a particular roadway width on pedestrian crossings. The construction of medians on Bridge Street increases the accessibility of the entire Old Dublin area to pedestrians by minimizingthe isolation effect caused by the existing wide pavement widths. Meanwhile, the tree lawn area serves as a buffer between travel lanes and narrow sidewalks to improve the safety perception by pedestrians. As a result, the perception of the Old Dublin Area will be improved from one of a constrained and congested district to that of a pleasant and unenclosed community center. In the interest of maintaining access to and from Bridge Street, all existing signalized intersections should preserue their current traffic movements with only minor adjustments, such as prohibiting particular turn movements to promote traffic flow. Therefore, no future median implementation is to be constructed such that it precludes any existing signalized intersection operations. This methodology encompasses only interactions with other roadways and does not include signalized intersections which control only access to and from individual sites such as schools. MS CONSULTANTS, INC. FEBRUARY ??, ?OOl PAGE ¿ Dubiln Neo \û *'" hÀ r'.,fìD r\l Y"ñlu ,-þr'4""*- ù\ )l \Þ r#1"\ \Y, \ r \ t( \----\ ---'\*''* r ll \ \-r I r \ I' \ "tÎb¡i* -',--E'o' n" -;",-;- --- --< l\ i /-f_----_-_ \ z"__,tI* \ \i "!ph¡Èi".,ê¡itr" ,ì1 ,, (rÇ l____tr,,_=-_=T \ f_ç \\ç ıE--***\ tr \\\',r1 \ "\\\\ti -\ )r\\ìlco ', \nf'l ï't' í "'\\\'rv1ì '\\\ \ \\\ \ \-V^ "".""\ \\\\\.\r \ \t \\\'.. \ Cl__ì, L1 ffi F- I tl \,4\¡ 'l\ \s $\ \ Ë\\ \\ \\ N$, iú"::çrr.U' Y,=\ ¿'.f ,-t I- | 'Ll Ll L'h.r L Fl HtiI t 4 .--LJ, ri Þl $¿.tiÈ-.((r) rrlil [r c t(rl rtl! J F IGU RE p"l OLD DU BLIN V IC IN ITY M AP CITY OF DUBLIN OLD DUBLIN AREA ENHANCEMENT STUDY CONSULTING ENGINEERS & PLANNERS 2221 SCHROCK ROAD, COLUMBUS. OHIO 43229 ms consullanls ô o a a) EXISTING TYPICAL SECTION Q. co¡rsrnucilo¡l s/lY TYPICAL SECTION 5 LANES. EXISTING BRIDGE STREET FIGURE I"I EXISTING BRIDGE STREET TYPICAL CITY OF DUBLIN OLD DUBLIN AREA ENHANCEMENT STUDY CONSULTING ENGINEERS & PLANNERS 2221 SCHROCK ROAD, COLUMBUS. OHIO 43229 ms consultanls OId Dublin Areu Enhøncement Study Medians, Access & Parking City of Dublin, Ohio City of Dublin Engineering standards and specifications (see Figure 1.2) were used to develop proposed typical sections (see Figures 1.3 and 1.4) for Bridge Street, which includes widening the existing lanes to 17.5' . In addition, for the purposes of access control analysis and clarity of presentation, Bridge Street was divided into three areas (See Figure 1.5). Area 1 extends fromthe Scioto Riverto Franklin Street, Area2 encompasses Bridge Street from Franklin Street to Corbin's Mill Drive, and Area 3 describes Bridge Street from Corbin's Mill Drive to Frantz Road. In addition, all proposed left turn lanes were sized on the greater of the existing and projected trafhc volumes Area l Area 1 extends along Bridge Street westward from the Scioto River Bridge to Franklin Street. It includes the Bridge Street/High Street intersection whose existing AM and PM levels of service (LOS), as determined from the use of the Highway Capacity Software (HCS), are D and F, respectively, where LOS A represents free-flow operations and LOS F indicates stop-and-go or breakdown conditions (see Appendix B). Year 2020 capacity analyses were also conducted using projected tralfic volumes from the Dublin Thoroughfare Plan model. Although those analyses suggest LOS C operations in2020, unsatisfactory levels of service will continue until Emerald Parkway is extended to Sawmill Road, as has been assumed in the model forecast. The 1998 Bridge Street Operations Study by Traffic Engineering Services recommends the addition of a northbound through/left turn lane on Riverside Drive at Bridge Street. The existing and year 2020 capacity analyses at the Bridge/High intersection reflect this recommendation. Additionally, this area contains a number of adjacent historically significant structures as well as travel lanes ranging from 10 to 10.5 feet wide. No raised median exists in this area and existing sidewalks are approximately 10 feet wide and directly adjacent to the curb on both the north and south sides. The hrst median alternative considered for Area 1 began widening to a median area just west of the Scioto River Bridge (See Appendix A). It maintained all of the existing traffic movements in the Bridge/High Intersection by employing a minimum 2-foot-wide median where turning lanes existed to minimize the disruption to existing facilities. However, the roadway width required by this approach necessitated the removal of existing historically significant structures (and businesses) east of the intersection on the north side of Bridge Street. In addition, the 2-foot wide median west of the intersection, though not impacting any facilities, did not improve pedestrian crossing characteristics which were fundamental to the objectives of this study. As a result, this alternative was not satisfactory. Preferred Alternative Since, as previously shown, no improvement scheme east of the Bridge/High Intersection could preserve the existing structutes, the preferred median altemative provided no improvements to this area. In addition, the existence of an eastbound left tuming lane on the west side of the intersection forced the median to be either too narrow to support sufhcient pedestrian crossing characteristics, or too wide to avoid relocation of businesses and signihcnt right-of-way impacts. As a result, the left turning lane was omitted for this scheme on the assumption that its movement would be accommodated in another location, preferably a new bypass street per the Old Dublin Area Plan. Therefore, the preferred alternative provides an 8-foot median at the intersection which widens to 12' as one travels westward to Franklin Street. The existing westbound left turning lane onto Franklin Street is removed to preserve an adequate median width. This is done with the support of field counts which estimate this turning volume to be only two vehicles in the entire evening peak hour. Some infringement, however, must occur onto existing right of way in this area. An additional 6 feet of right-of-way would be needed in the north side of Bridge Street in this area. V/idening about the centerline would employ disruption on both the north and south sides of Bridge Street, while widening on a single side would minimize the number of facilities affected by the improvement. Since the Pioneer Cemetery, located in Area 2 on the south side of Bridge Street, serves as a major constraint to roadway improvement, the preferred altemative widens Bridge Street exclusively to the north side in Area 1. (See Figure 1.6a and 1.6b). This improvement, does, however, require the relocation of the Dublin Veterinary Clinic at least fifty feet to the north of its current location. Meanwhile, the existing sidewalks on the south side are retained. Proposed tree lawns and sidewalks are implemented on the north side of Bridge Street. With respect to traff,ic considerations, elimination of the eastbound left tum lane at the Bridge/High intersection, as mentioned previously, improves the operation of this intersection by reducing the amount of left turning traffic. The impact of reassigning this left turning traffic to a new location (e.g., a new bypass street) will be described in more detail later in this report. Area 2 Area 2 stretches along Bridge Street from Franklin Street westward to Corbin's Mill Drive. It includes intersections with Franklin Street, High School Road East, Monterey Drive, and High School Road West. Pioneer Cemetery lies south of Bridge Street in this area. The travel lanes range from 10 to 10.5 feet wide and there is no existing raised median. From Franklin Street to 90 feet west of Franklin Street on the north side, the existing sidewalks are approximately 10 feet wide and adjacent to the curb. On the remaining 1500 feet of the area, the existing sidewalks on the north side are 5 feet wide and are separated by a tree lawn which varies from 12 to 30 feet wide. From Franklin Street to 250'west thereof on the south side of Bridge Street, the sidewalks are approximately 10 feetwide and adjacent to the curb. Of the remaining length of Area 2 on the south side, the sidewalks are five feet wide and directly adjacent to the curb. Vehicles, most notably buses, enter the school facility through the east and west entrances. While most buses exit at the east entrance due to the presence of a traffic signal, westbound buses often exit through the west entrance. Because the existing eastbound left tuming movement was eliminated from the Bridge/High Intersection in the preferred median alternative of Area 1, a new Bypass street, henceforth referred to as "New Street", must be constructed to accommodate the lost movement. The position opposite Franklin Street is an ideal location for the proposed New Street/Bridge Street intersection since it minimizes the destruction to existing facilities along Bridge Street as well as avoids Indian Run Elementary School. However, this alternative would require the removal of the building currently being used by Junior Village Pre-School. At this new MS CONSULTANTS, INC. FEBRUARY 2?, ?OOl PAGE 5 a J .) DES I GN DTS I GNAT ] CN FROFOSED BRIDGE STREET DESIGN SFEED- 35 A/t FUNCTIONAL CLASSIFICATION -URBIMINIMUM STOFFING SIGHT DISTANCE- -275'FREFERRED STOFFING S1GI1T DISTANCE- -325'MINIMUM INTERSECTION SIGHT DISTANCE- 575' MAXIMUM DEGREE OF CURVATURE- -II" 4 MAXIMUM GRADL -7%MAXIMUAI TAFER RATE -26"7:MAXIMUM SUFERELEVATION RATE 3"9% DESIGN EXCEFTIONS NONE REOUIRED F IGU RE 1.2 BRIDGE STREET DESIGN CRITERIA CITY OF DUBLIN OLD DUBLIN AREA ENHANCEMENT STUDY CONSULTING 2221 SCHROCK ENGINEERS & PLANNERS ROAD. COLUMBUS. OHIO 43229 al TYPICAL SECTION PROPOSED BRIDGE STREE VARIES FROM 80'TO 88' 23' VARIES 85'-90' llllll I uor,., | Ç. corusrnucrtou l-- FROM -*lI 2'10 t' I TYPICAL SECTION 5 LANES. BRIDGE STREET RIDGE (WEST OF CONGREGATIONAL CHURCH OF DUBLIN) IYHERE TURNING LANES ARE PRESENT FIGURE 1.3 PROPOSED BRIDGE STREET TYPICAL CITY OF DUBLIN OLD DUBLIN AREA ENHANCEMENT STUDY CONSULTING ENGINEERS & PLANNERS 2221 SCHROCK ROAD, COLUMBUS. OHIO 43229 ô o TYPICAL SECTION PROPOSED BRIDGE STREE I llilllI uo*,r, | Ç. corsrnucrtoru F- FROM --lI 2'10 f' I VARIES FROM 80'TO 88' TYPICAL SECTION PROPOSED BRIDGE STREET TYPICAL SECTION 5 LANES. BRIDGE STREET ïHEN TURNING LANES ARE PRESENT FIGURE 1.4 PROPOSED BRIDGE STREET TYPICAL CITY OF DUBLIN OLD DUBLIN AREA ENHANCEMENT STUDY CONSULTING ENGINEBRS & PLANNERS 2221 SCHROCK ROAD. COLUMBUS, OHIO 43229 :--' -*/ /r r,i ìI-,ilJ' lli,"lr,Ti*i:t:t tJ \lu' r:, \ ¡. ' \-'' 17 it_ ,.i;.-iilr-rr-|,:_-z \-. ,;il- ititt."ì¡1t-tl"r ¡1j,:t] [ j\ ír, Çtc{.{'í ,:¡Z-Å;l-x'l \ -" i' Él (.' i ' j l! '¡r-l Lr ¡i-1-l tr--rj \¡ rL-rn_r -'tJ\ tl ---lIìil j'Hi\uçêp;:11 #+ TF i - \¿'- +jp¿¿ i--=,i,tl,'iS*-;7'fi¡-----tl--ìl f--]tliС ,,,too,i -^*tf'5 i Ðii't æN u, ', ^*ii,JL'' fıi,tdeti¡ ii ti ':-'t E ò*rþ u¡6q,)=--_;lì ,t",' æt(-iø4.l9 Pt¡í = ,-=:--z=-,_.i il-,_-_-+ii¡¡i. Ë--'l rff'Ti i \\rr). " _r_'ì \,i\qiici I r-1'- (f {9f e\\ a 6Z¿8t OlHo'Sngr{n1oc'cvo8 xcouHcs luza SUUNNVTd ä SUISNIÐNU ÐNIJ'INSNOC ^]n-LS J-Nll/,lfSNVHNf VSAV Nn8n0 U0 Nn8n0 J0 l,J-13 - ILJ ì;-"-rjå\ i--J,,=.1--r¡rrr\Ltl 1-_t;,-t-rI ì, -LtI -ll¿-- l': _\i1\.iu\i.j,) -rJ iIì i\-.llr-lr.r¡ Ll ìUll-t \ S, I \\ ' ll f u..';{l \ lì -Ji l/ -ìì.-k ì\ /--I ¿ \t1 I ì\lr ,, tr,f'.=-,i\f--l'r' i----'-i; i- ,.\L-'_ì -\'--li \ \ '--.-- u \ ii iI rl Ì I-1 r il I Iv--til; ì \ L-, f--- 'f- I u t -/ i læqv. ----'t ^ )-) n . ' 1r? Lfl o@Á,r ,_jÈ-í¡--="tìi-j,i \ \L-,__. ':.l _?.r\ì, t,___, (,-_ì '----r, ---/ -;w4þ t: r Lr-r-- --'-' ìt/,l¡-----,,.-l (--: t (nt'-\l { , ,,l*,*. Dnl i.i i ii,l iil'ì 1'.- I -t-*-r ---l--,,ò\', t, -] i i\ vìqqo Ð_a (Dìr / r-- -t iì'i- j ,v{____j..'\ r-l ì\'ì \---L-*-¡¡_lt¡\ iÞ lrt'-- -"-*- __!:" J-' Ir-\\ ¡ lq, )lt-',\-lt- o o o o \\\\\\ \\\\\\ \ O+O O-_ O(n \-q) O-._ C( -ì t. tll I ,'\----- \\\ \\-----'\\ \!, \,Àù ' iF \\ r \ \ \ \\ I I I ì \rV-' ----1,t- Irl trr- ììl rl - -t I\ ---' \ \ \\ .,/ \r----\> \ \^\ lt ---1 I I '-/-ì\ t- I I I t I ì I \ l-----t L'l----- | -----| ,----- L- Ex'R/t - i- \ !---i- T-i ,,.Ê{ntu I L I -'*'^'t -' -l L--::------ itc it__iì \ pnrKtng lr I It_ ro-3-------\ F IGU RE l.6o BRIDGE STREET PREF. ALTERNATIVE CITY OF DUBLIN OLD DUBUN AREA ENHNVCEMENT STUDY ms con ultants CONSULTING ENGÍNEERS & PLANNERS 2221 SCHROCK ROAD, COLUMBUS, OHIO 43225 c C o o I I I i t I rl PARK I NG ?/\lìtltllì1./^ rü \L ". .ú cc!pRÉ->u'\ ìs 'I \rl ll -) I I \\----'--- I ì I I .RIO INT PARKlNG ,'-u/ l, ( i-i t, __-+-- \-- \\ \\ \\ \.Plvel- IKL\Jn',- nÉ X ui tRC\ì Y' L.¿ ì t- ,at 1N\ıueLlN F IGU RE I,6b BRIDGE STREET PREF. ALTERN ATIVE CITY OF DUBLIN OLD DUBuN AREA ENHANCEMENT STUDY \ \ \ NifT H\ I I I -Vil I I \ ì I \ \ CONSULTING ENGINEERS & PLANNERS 2221 SCHROCK ROAD, COLUMBUS, OHIO 43429 Old Dublin Area Enhøncement Study Medians, Access & Pørking City of Dublin, Ohío intersection, an eastbound left tuming lane must be constructed within the median to enable eastbound motorists to have access to High Street (via New Street). The first median alternative considered for Area 2 included a continuous median lrom New Street to Corbin's Mill Drive with a break at Monterey Drive. Current access to eastbound Bridge Street from Sells Middle School was terminated at both the east and west side school entrance points. To provide access to eastbound Bridge Street, particularly for buses, an additional roadway, referred to as "Nevr' School Connector Road", was designed to connect Sells Middle School and New Street such that no school buildings were damaged (See Appendix A). However, the proximity of this intersection with that of New StreelBridge Street was undesirably close because adequate storage between the connector road and Bridge Street could not be provided. Therefore, this altemative was not selected. The second median altemative considered for Area 2 allowed for full access of both existing school entry points by discontinuing the median at both the east and west school access points (See Appendix A). Buses would continue to use the west entrance and the east exit, consistent with existing practices. However, this necessitated the placement of frequent turn lanes which forced the median to be two feet wide throughout most of the area, thereby negating the buffering purpose of the median. Therefore, this alternative was not selected. Preferred Alternative The preferred alternative selected for Area 2 consists of a landscaped median which varies from 12 to 16 feet except where turn lanes are present (See Figures 1.7a, 1.7b, l.7c). It is intemrpted at High School Road East, Monterey Drive, and Corbin's Mill Drive. The High School Road West access was removed in this alternative because of its close proximity to Corbin's Mill Drive and necessitates that buses use the east access for both entering and exiting. Furthermore, the High School Road East intersection is already signalized and provides adequate distance from both Corbin's Mill Drive and New Street. As a result, the median is much more continuous in this scheme and thus the aesthetic characteristics of the proposed improvements are maximized. The existing sidewalks in the preferred alternative on the north side are either wide enough to be placed directly adjacent to the curb, such as within 90 feet west of New Street, or separated by a suffrciently wide tree lawn. Therefore, existing walks on the north side meet the study objectives and are not included in the preferred altemative. However, on the south side of Bridge Street, existing walks are only five feet wide and are placed adjacent to the curb. The preferred alternative specifies that 7-foot tree lawns and 5-foot sidewalks be placed within this area such that a buffer exists between motorists and pedestrians. The entire roadway is to be widened on the north side of Bridge Street by approximately 6 feet so that Pioneer Cemetery will not be adversely affected. Area 3 Area 3 extends along Bridge Street from Corbin's Mill Drive to Frantz Road. The lane widths vary from 10.5 to ll feet and the raised median width in the arcaranges from 7 fo 12 feet. The existing sidewalk on the north side of Bridge Street is approximately 5 feet wide and is separated by a tree lawn which varies from 7 to 10 feet. The existing sidewalk on the south side is approximately 3 feet wide and is separated by a tree lawn which is approximately 7 feet wide. With the exception of the sidewalks on the south side, the existing facilities in Area 3 exemplift a nearly desirable typical roadway area given the study objectives. The south walks, though only 3 feet wide, are adjacent to the Dublin Plaza and thus are not in the effective influence of the true Old Dublin Area. Therefore, the preferred plan for this area is to retain the existing infrastructure (See Figure 1.8a and 1.8b) and implement streetscape plantings in the medians and tree lawns. Impacts and Mitigation The preferred alternative of all three areas provides for the placement of a raised and curbed median from Corbin's Mill Drive to High Street. Openings in the median are provided at Corbin's Mill Drive, Monterey Drive, East High School Road, and Franklin Street. Although this will provide a general improvement for through traffic on Bridge Street (due to the reduction of interference from the crossing traffic at driveways), it will be seen as a detriment to those facilities the driveways serve. It is noted that perhaps the greatest impact may be felt by the Sells Middle School at the West High School Road, because of its size and existing circulation pattern. This drive will become a right-in/right-out for westbound Bridge Street traffic. It may be possible to mitigate or reduce the detrimental effects caused by installation of the median by improving the signal timiing at the east drive and making some minor radius improvements along High School Road, where buses will need to circulate. Also, to accommodate additional left turn storage requirements for eastbound trafhc, the left tum lane at the East High School Road drive has been lengthened. The preferred alternative also causes the relocation of the historic Blacksmith Shop on the north side of High Street. Due to its close proximity to the north right-of-way line, the building cannot remain in its present location. An investigation into the type and size of the original brick blacksmith shop, indicates that the building can be relocated. For the purpose of this study, we have anticipated that the building would be relocated northward on its same lot, or a short distance away on a nearby lot. It is envisioned that the original character of the building could be realized. MS CONSULTANTS, INC. FEBRUARY ??, 2OOI PAGE I 2 ô C I I I tr - rr/- \ñ^QK lirv I f A\\r\ - I I rl l 4 I I ---"1 K I I \ Bridg zo"* -r--- ;--::::::::::- -::' tt--'t:::;\ ^i,lt1 P ,- - -;';- 1:)--- I I \ V .I \ t 1 l \ I \ I ù +\ vî I 6 | ', 1\ riì r\ ¡-- II I I I ì \ I PARK I NG I I \-,\ \ ì r'--ri\ PARK I NG ,fI l,\lr r l- I \lìrtlII"'l I I t--- r-\ f\ Il:----=l-::, r-\ ^ r.\llr \ aÀ\\LJ , \ \-/r '' r I \ r Àl F IGU RE 1"7 o PREFERRED BRIDGE ST.AREA 2 CITY OF DUBLIN OLD DUBLIN AREA ENHANCEMENT STUDY CONSULTING ENGINEERS & PLANNERS ¿2?1 SCHROCK ROAD, COLUMBUS, OHIO 432?9 o c o o o I I I I I I I I I I I L--- Lô) 1___t '------l I Il_- I l__-/t.,t----\ I É___J , ,tl/l a( ( -l /--\- I .---) / --_ I '/'r'--l \/\l ¿ <- - {-'---------'---: \l \--- ll.t Ilt ----L- -xlf,/lY lt,r' I(A il' r",:l : +i! i ¡.) \,, li \-l1- ll ---r- + ll I(Jt: rãii iFI .-+ ilitt r -\-z t\-\.-\------j ---- I =_ I I I I ì I ):. if .i_ I '-1 /1/i I I'\l I j I I ; I I J-tf¡ttrl I I It, r -1 I I I Iþ I Iiltt 'J- tf¡ttttllflrltttt/ - -1 I I I I f I I Irtt-?:II III I I I =_ t-----=-----\ r-----l \ -tl t I I I I _t 1/ l/,f I I I t I_ I I I t_ I 'l I I EXISTING SIGNALI---------t\i I I I I I r=:(Ð Med ¡ on bÏeók to occorrrnodote bus en+ry ond ex ¡+ |-----'lll lllll_____t/"I '.tttIIII CEMET \r- lt .t',,/ /' .r'r'PIONEER// ctTY 0F DUB'l_tVl OLD DUBUN AREA ENHANOEMENT STUDY CONSULTING 2221 SCIIROCK ENGINEdRS/ & PLANNERS BOAD, COLUIMBUS, OHIO 43229 NOITVISi:311 A ,rr'----.... L----i Ivî I .T dO NV I , I I I t Àl\ I I I \ \ \ \ \ \ \ \ \ \ \ \ I I I a\-',(J__l r^rl I tìtl THI I I I l ì I l I = tll¡tl l¡It I¡ I . ItI lltrlI ,ltllI ttI ¡t\,I\ lr\ l¡'\-l /,-, -----1 I \ I I _____Lr /tt I----\ | r__J ì!tt 3N I ) il II Iil II lL-__ Il/,---/ 1> ¿t'ç __9-- t----- I I I I 6ZZET OIHO'SnSnn'IOC 'qVOU NCOUHCS |ZZZ SUSNNY'Id 8 SUggNIÐNg ÐNIJ'INSNOJ ,l,on-Ls _LN]!V]3\WHN] VfW Nn8n0 U0 Nn8n0 J0 ),-Lt) z vfav"_LS f90taq 0faal!fa¿c/"t la n)tl jr ll-i-: CN I )UV¿ I ,'ì I I I .1 ,1 ) /,,/l,1 I/';'l ¡ I ----i. /t I 1l )I /l I / iñðii UÐg I I I---t\ t\J-\ICf IV J I I I I t ¡. r rllll ,{l It tl ilI I I I I I I I I f I I I I ti t ir i l--,--: cN I )uv¿ rj H li I ) /Itl t(/);j ; I0.)li r i . CN I.)UVdrllt I --t--ui ( ; I U ,'v( j\ Ì-\/ -\ -- I I ;\ ./t --{: z-\ -: \i \ ii -...rt ----r r_ / '-:. ----\. ¡ \ iv/' i! t i '-- i -,, -ì.. I I v4. ¡i I | --- i \, \-- |\\ \-lr\| -:- -l 1 t.. ' ¡ \--r .,l-1"-l\r :\- : \t,l---l'rI i I i | -'-\ ',.I I I I I -:'--r \r\ r i ! | , | | -: | \t'r t i I I I | '.{ \ .lrl| \ I i I | | I I l\-i--i\ i i i ! ¡ r I I I i I I r I I I \r,,^\ t4 ,r rt,i/ r l1-l a-f-' ur\-trl'""" iì-l ¡ i I rr íli i i t---------) t-- tt I _I I I t-tt I t -J ll I--- -------- Il t: li lltl t i I I -pÃw)- o o o o o o t/)<r, ie PARK I NG lnn J--liúr 7ñu! PARKING-Gont|ü_ tf::= ------= = ==== = _____=_______y_______\1 -v *...____i STAT I ON tt\ \l 4l I/t I I¡ll¡rl¡ll¡lliliù\l | !----¡- ¡liítr-----/' tt ttrt PARK I NG PARK I NG F IGU RE l"Bo BRIDGE STREET.AREA 3 CITY OF DUBuN OLD DUBUN AREA ENHANCEMENT STUDY CONSULTING ENGINEERS & PLANNERS 2221 SCHROCK ROAD, COLUMBUS, OHIO 43229 o tì () /l o =\-\\\\ I I I ,Ô â",\-./ \ \/\\- / \/\-s --' \\\\\\|\l \/\/\ \___ ----/ CAiNOPY Þ --{ NJ nU )E /€ È Þ \ l-¡.. r CITY OF DUBLIN OLD DUBLIN AREA ENHANCEMENT STUDY Old Dublin Area Enhøncement Study Mediøns, Access & Pørking Ciry of Dublin, Ohio P r eferr e d Alt er nat iv e Cons truct i on C o s t Est imat e The estimated construction cost of the preferred alternative is $2,512,000, which includes cost estimates for construction materials, utility costs, Right-of-'Way acquisition and building relocation. Estimated construction cost with brick pavement is $3,171,000. Generally, the material quantities were based on a typical four-foot widening of Bridge Street with the addition of a landscaped median, new drainage structures throughout the area and the modernization of two existing traffic signals. The new pavement buildup meets minimum requirements for Typical Street Sections from the City of Dublin standards (Fig. 401.0-96). Landscaping materials used in the estimate, such as tree lawns and brick sidewalks, were based on conceptual drawings of the area in the City of Dublin, Ohio Community Plan. Unit costs for each quantity were based on the City of Dublin listings. In instances where the City of Dublin did not list a unit cost, the City of Columbus and ODOT costs were used. Quantities and costs for item removal, trafhc signal modernization and utility relocation were ascertained from estimates based on similar projects. The cost for acquiring additional Right-of-Way was based on a comparison of the Auditor's appraised values for similar properties and previous experience with these types of acquisitions. A breakdown of the individual items required for the Bridge Street widening, including material and roadwork unit costs, can be found in Appendix A-6. MS CONSULTANTS, INC, FEBRUARY 2?, 2OOl PAGE I 8 OId Dublin Areø Enhøncement Study Mediøns, Access & Pørking City of Dublin, Ohio Section 2 - Bypass Facility General Characteristics As previously stated, a bypass facility is required to serve eastbound to northbound left tums from Bridge Street. In addition, it will disperse trafhc more evenly within the Old Dublin Area to mitigate congestion. Both one-way and two-way bypass facility types were considered. Though the former results in less right of way acquisition, more operational benef,rt can be obtained by the latter since it has the potential to replace two movements of the Bridge/High intersection (eastbound left and southbound right) instead of only one. Furlhermore, a two-way facility improves the existing level of service from LOS D to LOS C in the AM peak hour and from LOS F to LOS E in the PM peak hour, thereby signihcantly improving operations at the intersection. For analytical pu{poses, it was assumed that 100% of the eastbound left turn volume used the bypass. In addition, 50Vo of the southbound right turning traffic was reassigned to the two-way bypass. Analyses using the 2020 traffic volumes result in LOS C operations during the AM and PM peak hours. As a result, a two-way bypass serves as the preferred selection. For Bypass design criteria, refer to Figure 2.1. To review the proposed bypass cross section area for each of a two-lane and three-lane facility, refer to Figures 2.2a and 2.2b, respectively. Note that the three-lane facility transitions to two lanes north of the Dublin Library. This is necessary to maintain an acceptable buffer between the library and cemetery. This scheme mitigates the presence of New Street, while maintaining its capacity. In the interest of preserving Indian Run Elementary School as well as existing facilities northwest of the Bridge/High intersection, two locations along Bridge Street were considered for the bypass intersection (See Figure 2.3). One was directly opposite of existing Franklin Street, while the other was located at the existing High School Road East intersection. A single location along High Street approximately 820' north of the Bridge/High intersection was chosen as the ideal termination point of the bypass. This position was selected because it serves as the only feasible site in which an intersecting bypass could preserve both the Dublin Library and Indian Run Cemetery. High School Road Extension High School Road is currently a two-lane semi-circular school road which services both Indian Run Elementary and Sells Middle School. The route is used by a number of buses as well as single passenger vehicles. Each lane is approximately 10.5 to 11 feet in width and runs adjacent to several parking lots and school facilities. The intersection with Bridge Street is currently signalized and serves as the eastern entrance to the schools. The first bypass alternative considered extending High School Road to intersect with High Street at the designated bypass terminus point. Pavement within the school limits would be widened in this alternative and tree lawns and sidewalks would be constructed exterior to these limits. This bypass was referred to as "New High School Road" and is depicted in Appendix 4.. The second bypass altemative considered also included New High School Road, but encompassed New Street as well (See Appendix A). New Street, in this scheme, was designed to minimize both right-of-way impacts and tree removal. It terminated at New High School Road approximately 350 feet west of High Street. The construction of New Street would create many favorable opportunities to achieve the given objectives. For example, it would enable the widening of North Avenue to 24 feet. This improvement would better accommodate two-way traffic volumes and allow a more even distribution of vehicles within the Old Dublin network. In addition, access to businesses along High Street is improved with this scheme. Both the first and second alternatives considered, however, were not selected because of complications created by New High School Road. Specifically, upgrading the existing High School Road to a major throughway serves to place greater volumes of vehicles in close proximity with schoolchildren which would present a safety hazard. In addition, some school facilities, such as the Indian Run Elementary playground, would suffer significant damages by the New High School Road bypass. Lastly, this alternative would create a new barrier between the two schools and thus degrade the existing level of interaction. As a result of these negative impacts, New High School Road was deemed infeasible for the purposes of this analysis. Preferred Alternative The preferred alternative specihes the construction of New Street, but not New High School Road. As a result, New Street extends north from Bridge Street, opposite Franklin Street, and curves eastward to intersect High Street at the predetermined bypass terminus point. To maximize capacity at intersections, the three-lane section is preferred to the two-lane (see Figure 2.2b). It minimizes both existing facility disruption, particularly the Dublin Library and Indian Run Cemetery, and maximizes the preservation of existing trees. This altemative enjoys all the advantages of the "New Street" specified in the second alternative considered, but does not suffer from the complications created by New High School Road. For a detailed view of the preferred alternative, refer to Figures 2.4ar2.4b, and2.4c. For a complete view of the entire preferred bypass, see Figure 2.5. ln addition, intersection configuration for the bypass are present in Figures 2.6a,2.6b, and2.6c. Lastly, the entire improvement strategy for Old Dublin is displayed in Figure )1 Intersection capacity analyses at Bridge/Franklin/New show that the intersection, operating under traffic signal control, will perform at LOS C in both the AM and PM peak hours. Without signalization, LOS F will prevail. The 2020 analyses indicate LOS B operations during the peak hours assuming traffic signal control. The intersection of High/New was also analyzed. As part of this analysis, the existing driveway serving 94 North High Street was assumed to be realigned opposite New Street, which intersects from the west. Failure (LOS F) resulted without signalization, thus fuither analyses were performed to determine the operation of the High/New intersection under traffic signal control. The results indicate that LOS B operations will prevail during both the AM and PM peak hours using the existing and projected traffic volumes, A cursory assessment of the traffic volumes currently using Bridge Street and High Street, as well as those anticipated to use New Street, suggest that the warranting of signalization at these two locations from a volume standpoint is realistic. Copies of the capacity analyses for this altemative are contained in MS CONSULTANTS, INC. FEBRUARY ??, ?OOl PAGE I 9 a ) a DtS I GN DTS I GNAT I CN FROFOSED BYFASS D E S IG N 5F E E D -FU NCT ION AL CLASS I F ICAT ION MINIMUM STOFFING SIGHT DISTANCE PREFERRED STOFFING SIGTlT DISTANCE- M I N I MU M I NT ERSECT ION SIGI_1T DI ST ANCE- MAXIMUM DEGRTE OF CURVATURE- AI AX I M U M G R AD L MAXIMUM TAFER RATE MAXIMUM SUFERELEVATION RATE 30 MFll UREAN COLLECTOR 20 c' 20 c' 45)', 24" 45', 9% l5'l 4"0% DESIGN EXCEFTIONS NONE REOUIRED F IGU RE 2"1 BYPASS DESIGN CRITERIA CITY OF DUBLIN OLD DUBLIN AREA ENHANCEMENT STUDY CONSULTING 2221 SCHROCK ENGINEERS & PLANNERS ROAD, COLUMBUS, OHIO 43229 ) J ) BYPASS TYPICAL SECTION FIGURE 2"20 2_LANE BYPASS TYPICAL SECTION CITY OF DUBLIN OLD DUBLIN AREA ENHANCEMENT STUDY CONSULTING 2221 SCHROCK ENGINEERS & PLANNERS ROAD. COLUMBUS. OHIO 43229 CONSTRUCTION NCOMPA a .) BYPASS TYPICAL SECTION 87', t CONSTRUCTION ,L,_-l.-,-l SOUTH OF THE DUBLIN LIBRARY 53', t I I I I I CONSTRUCT ION F IGU RE 2.2b 3_LANE BYFASS TYTICAL SECTION CITY OF DUBLIN OLD DUBLIN AREA ENHANCEMENT STUDY CONSULTING 2221 SCHROCK ENGINEERS & PLANNERS ROAD, COLUMBUS. OHIO 43229 HIGH SCHO NORTH OF THE DUBLIN LTBRARY \ It Ël t_ _l IJ BÀLLFIELD l_-l L- I BLEACHÊÀL, ,t-i ,/) ";;l*JI- J-t _l \-q) (. O O ı(n \\ \\ '¡ ___=_ _,_=:-r:____ -¿t- t-Jrry\LAI-l -\ \ o @ @ Eosf School Entronce By-Poss 0rÌgÌn Point New Sf reet Byposs 0rigin Poinl By-Poss T er minof ion Point vt q . \ 1 v 4) l¡- r-- > rr-r--)íl-l I I I h,, couRs :'llitllllr,L---¡ L--r -¿JlL--I lì,-I I Dr] PARK I hl.I -- 'll'-r- - rI f -r II i 'l ; ,--, t- T- - u-=1_ J rl t,r'i t i4--l r- I lll--r- ! rr| - _L:-lL./- F IGIJ RE 2.3 BY P ASS T IE_I N POI NT S CITY OF DUBLIN OLD DUBLIN AREA ENHANCEMENT STUDY CONSULTING ENGINEERS & PLANNERS 2221 SCHROCK ROÀD. COLUMBUS. 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X \/.-------rtr,"or' '.1\ç:i.tfi ))"'l.\ \'r>ri I (--,?-t'--- -\ìÞË . \\, 't zf /'--- -,.Y\ --,/,,.-t/ -l l--l/\\--t' I { ,r-_ 5-5:: I ^ llr ---lrlut 7\ 'l ll\2"\ \\! I I I rj '11 =ll _t -, tt lnìÞi- ¡ I I \l r I tl \-----J lllfr---ìr'I. il t---íli *ll i\. il r itr; rt I)t, i ! r itrl___lr-- \^ I I t 'lt t-----"l!¡ '--t ìJ,'-----til"l i¡¡ "** ( rl I L^v I|I ! ¡'ttì./") r .--, r-ç --__),,/7'llrr', 1 ,r'l - : L --.'L - r- -, ,,=r,- Ï,),,r1i- ____l:_ -:-zti-Jti I l:r'il =-¡- ll ,li-!-.'-_lIr--r -)\l-4r-'--\\="¿t: \Yt¡;= J-r _. 4t-r I I I f--:t{)'. _J-I -t-t----¡ :-\ 3r'"" l: lJ l:- --J\-----¿li---- --lf-- -li . t,'-rlllil" rl li o Lr It___, \______jL____L___ (C;:--tf-- '- I ,r t- ll l-rULE i--l---l----i--i-- --i-i-l i--I I r I I l--i I I I I l--l , i ;E--------i , | : rrLl II I t l.-', I L r . L--- I ----LJ______I ii'[J ii = = - l;r-ì?ig 7t', G ;' / {. .". .L ;i Y"".rrl..5;:r,;Zi:ì] -1 r'\_t F IGU RE 2"7 PREFERRED ENHANCEMENT SCHEME CITY OF DUBLIN ON DUBUN AREA ENHANCEMENT STUDY CONSULTING ENGINEERS & PLANNERS 2221 SCHROCK ROAD, COLUMBUS, OHIO 43229 OId Dublin Areø Enhøncement Study Mediøns, Access & Pørking Cít¡t of Dublin, Ohio Appendix B. Based on the information presented above, this design serves as the most feasible and effective bypass altemative. Impacts and Mitigation The preferred alternative for a bypass facility requires removal of the building currently being used by the Junior Village Daycare Facility. Due to the proximity of this building to the intersection of Franklin Street, the removal of this building cannot be avoided. A replacement cost of the building has been included in the preliminary right-of-way cost estimate. The proposed location of New Street adjacent to the Dublin Public Library, will be a concern. The impact of this facility will be reduced in part by the use of low mounding and placement of trees to screen out the roadway features and automobile traffic. The roadway width of New Street is reduced to a minimum of two lanes. Landscaping will be proposed for the border areas on each side of New Street in the area north of North Street to lessen the visual impact. P r eferr e d Alt e r nat iv e C ons tr uc t i o n C o s t Es t im at e The estimated construction cost of the preferred alternative is $3,181,000, which includes cost estimates for construction materials, utility costs, Right-of-Way acquisition and building removal. Generally, the material quantities were based on construction of a new two-lane, curb and gutter roadway, including enclosed drainage, tree lawns and brick sidewalks. Also included in this estimate were quantities necessary for the relocation of an existing parking lot entrance, a new drop-right lane and a new traffic signal at the High Street/New Street intersection. The cost of the new traffic signal located at the intersection of Bridge Street & New Streeet was also included in this cost estimate since the construction of New Street obviates its use. Quantities were also included for some minor roadwork required along North Street where it intersects New Street. The new pavement buildup meets minimum requirements for Typical Street Sections from the City of Dublin standards (Fig. 401 .0-96). Unit costs for each quantity were based on the City of Dublin listings. In instances where the City of Dublin did not list a unit cost, the City of Columbus and ODOT costs were used. Quantities and costs for item removal, traffic signal modemization and utility relocation were ascertained from estimates based on similar projects. The cost for acquiring the necessary Right-oÊV/ay was based on a comparison of the Auditor's appraised values for similar properties and previous experience with these types of acquisitions. A breakdor¡rn of the individual items required for the construction of the preferred bypass alternative, including material and roadwork unit costs, can be found in Appendix A-7. MS CONSULTANTS, INC. FEBRUARY ??, ?OOI PAGE 32 Old Dublin Areø Enhancement Study Medians, Access & Pørking City of Dublin, Ohio Section 3 - Franklin Street Closure Feasibility Study A feasibility study was conducted to determine the advantages and disadvantages of closing access to and from Franklin Street at Bridge Street in Old Dublin. Both quantitative and qualitative techniques were used to evaluate partial closure, full closure and no closure of the street. Analyses were limited to the PM peak hour since this was determined to be the critical period of traffic demand on Bridge Street. Franklin Street currently intersects Bridge Street from the south forming a T-intersection, but improvements presented earlier in this report recommended the construction of a fourth approach to this intersection (i.e., New Street). Given the previously stated recommendations, the assumptions used in this evaluation included constructing a median on Bridge Street, signalizing the Franklin Street/New Street intersection and reassigning the eastbound left turning and southbound right turning traffrc from the Bridge/High intersection to New Street. Additionally, the westbound left tum movement from Bridge Street to Franklin Street, which is a low volume movement, will be prohibited at all times in order to provide the median. The Mill Lane access will remain open, although it will function as a right-in, right-out only drive due to the Bridge Street median. The full closure alternative refers to eliminating all direct access to and from Franklin Street by way of Bridge Street. This option results in the proposed New Street forming a T-intersection with Bridge Street. Traffic currently using Franklin Street would be forced to use alternative routes such as John 'Wright Lane to reach High Street. Partial closure includes designs such as right-in, right-out access, converting Franklin Street to a one-way street (either inbound or outbound) or maintaining a short two-way section to service the proposed new restaurant (and possibly the Dublin Community Church), but not the existing residential houses on Franklin Street. In the no closure option, the intersection would operate under traff,rc signal control with tums permitted to and from Franklin Street except for the westbound left turn movement. In order to better assess the quantitative impacts of closing or restricting access to/from Franklin Street, ms consultants conducted a PM peak hour turning movement traff,rc count at the Bridge/Franklin intersection. Existing traffic data for the BridgeÆIigh intersection was obtained from a 1998 study by Traffic Engineering Services. Copies of this traffic count data are provided in Appendix B. The City of Dublin supplied ms consultants with information regarding two new commercial developments planned for the south side of Bridge Street between Franklin Street and High Street. Construction is ongoing for a retail/office development located in the southwest quadrant of the Bridge/High intersection. Another development, also expected to consist of a retail/office development, has been proposed for the southeast comer of the Bridge/Franklin intersection. This development will close Sells Alley to through traffic and replace it with one-way alleys within a proposed parking lot. The Institute of Transportation Engineers (ITE) publication entitled Trip Generation,6tn edition, 1997, was used to estimate the PM peak hour trip ends associated with these new land uses. Trips generated by these developments were assigned to the adjacent road network to consider the impact of closing Franklin Street on both existing and future land USES. Using the Highway Capacity Software, PM peak hour capacity analyses were performed at the Bridge/Franklin/New Street and the Bridge/High intersections. Comparative analyses were conducted for the full closure and no closure access altematives to quantitatively measure the traffrc impacts at the two intersections. Summary results of the analytical findings are presented in Table 3.1. Copies of the capacity analyses are provided in Appendix B. As shown in the summary table, closing Franklin Street has a negligible impact on traffic operations at the Bridge/Franklin Street/New Street intersection in terms of reducing vehicular delay. The impact of the closure on the Bridge/High intersection is, however, more signihcant. The closure of Franklin Street actually degrades the operation at this intersection by one level of service (from LOS E to LOS F) due to the reassignment of Franklin Street traffic through the Bridge/High intersection. It is important to recall the previous discussion in the median section of this report stating that this intersection operates at LOS F (failure) today, but by providing the "New Street" bypass the intersection will improve to LOS E. In summary, the capacity analyses suggest that maintaining the Franklin Street access will not adversely affect the performance of the Bridge/Franklin/"New Street" intersection; moreover, this access scenario avoids adding traffic to the Bridge/High intersection, which at least maintains LOS E operations. Although not directly analyzed on a quantitative scale, the partial closure alternatives were evaluated qualitatively using the information described above. Partially closing access tolfrom Franklin Street would permit certain traffic movements and prohibit others. Any of the partial closure options, whether it be righf in, right-out, a one-way designation or limited two-way access, do not adequately serve the existing land uses (e.g., church, residences, etc.) nor do they support the redevelopment and revitalization of the Old Dublin area. Therefore, implementation of one of the partial closure alternatives is not a preferred access altemative. In summary, it is imperative to provide reasonable access to both existing and proposed land uses while maintaining satisfactory trafhc operations in the Old Dublin area. The full closure and partial closure options fail to accomplish either of these objectives. Maintaining the Franklin Street access is a logical alternative because it provides flexibility in the road network, services the new commercial land uses, enables Franklin Street residents to use Bridge Street and has the least impact (of the alternatives considered) on the Bridge/High intersection by not redirecting additional traffrc through the intersection. Table 3.1 Intersection Capacity Analyses for the Franklin Street Closure Evaluation Intersection PM Peak Hour Level of Service and Delay Franklin Street Open Franklin Street Closed LOS Delay (sec/veh)LOS Delay (sec/veh) Bridge/Franklin /"New"C 16,5 C 16.2 Bridge/High E 54.3 F 60.8 MS CONSULTANTS, INC, FEBRUARY ??, ?ool PAGE 33 OId Dublin Area Enhøncement Study Mediøns, Access & Parking Cìty of Dublin, Ohio Traffrc will continue to be an issue in the area, but the analyses show that Franklin Street plays a very small role in the overall problem. Therefore, based on engineering judgment and the analytical findings presented in this section, it is recommended that Franklin Street remain open to traffic. No restrictions, other than the elimination of the westbound left tum movement, should be imposed on this intersection. MS CONSULTANTS, INC. FEBRUARY ??, ?OOI PAGE 34 Old Dublin Areø Enhancement Stady Medians, Access & Pørking City of Dublin, Ohio Section 4 - North High Street Operational Improvements North High Street through Old Dublin currently experiences operational problems due to southbound vehicles queuing past the North Street/Darby Street facility, henceforth known as North Street, and often beyond the Dublin Public Llbrary during periods of peak demand. The queues not only impact north-south traffic, but also those vehicles attempting to turn onto North High Street from the various side streets and alleys in this section. Therefore, an operational analysis of North High Street was undertaken from Bridge Street to New Stleet to determine whether the current assignment of traffic lanes adequately serves the existing traffic demand. The analysis focused on the need for widening or restriping of the existing pavement to reduce capacity deficiencies and eliminate storage deficiencies within the constraints imposed by the adjacent businesses and on-street parking areas. Additionally, streetscape-type enhancements were considered along this section of Norlh High Street to ensure continuity and aesthetic integrity with the character of Old Dublin and the recommended median and bypass projects. North High Street is currently striped for three lanes (two southbound, one northbound) south of North Street, but only two lanes (one northbound, one southbound) north of this point, which contributes to the queuing problem observed in the southbound direction. On-street parking is provided on the east side of North High Street throughout this section, although its impact on trafhc operations was not observed to be a signihcant problem. As part of the analysis, "New Street" was assumed to intersect North High Street just north of the Dublin Public Library, which is approximately as far north as the southbound queue extends today. Additionally, the intersection of New Street & North High Street is expected to operate under traffic signal control, as discussed previously in this report. The access drive to 94 North High Street has been proposed to be relocated to the north roughly 50 feet to form the fourth leg of this intersection. Traffic data for the years 1997,1998, and2020, obtained from a 1998 traffic study prepared by Trafhc Engineering Services, and a 1999 trafltc study produced by Parsons Transportation Group, were used to determine the appropriate geometric configuration on North High Street. After analyzing traffic volumes from the Bridge Street/High Street intersection, it was determined that the three-lane section should be extended north from North Street to New Street. The goal behind extending the three-lane section is to provide adequate storage for the southbound left turning vehicles and also provide a northbound left tum lane at New Street. Preservation of the existing buildings and on-street parking at the south end of the section renders widening beyond the existing three lanes infeasible. If sufficient distance exists between the intersections, as will be addressed below, these left turn lanes can be designed using a back-to-back layout. In addition, to promote consistency with the enhancements characterized on Bridge Street, additional streetscape improvements are recommended within the tree lawn on the west side of High Street. 'Where widening of High Street occurs to accommodate the three-lane facility, three-foot tree lawns are to be constructed with similar vegetation aesthetics. Turn lane storage requirements were based on the methodology found in the Ohio Department of Transportation Location and Design Manual, Volume 1. Using the existing traffic volumes, the calculations forthesouthboundleftturnlanesuggestthat475feetoffullwidthsto diverging taper. The "no block" condition was also analyzed to consider the effects of southbound through and right tuming vehicles blocking off access to the left turn lane. This distance was determined to be 550 feet, as compared to 475 feet. As for the northbound left tum lane at the proposed New Street, the Location and Design Manual recommends a minimum storage length of 100 feet for left turn lanes. Since adequate distance exists between Bridge Street and the proposed New Street (approximately 800 feet), the "no block" storage length can be provided and still allow satisfactory distance for the northbound left turn lane to be constructed in a back-to-back manner. Figure 4.la anrl 4.1b illustrates the lane assignments and typical layout of the back-to-back left turn lanes between Bridge Street and New Street. Providing the appropriate pavement markings and lane control signing will identif,, the extent and intended use of the three-lane section thereby increasing capacity and improving north-south trafhc flow in the section. The 2020 traffic projections indicate thattraffic volumes on this section of roadway will likely decrease due to the extension of Emerald Parkway to Sawmill Road. If, and when, this occurs, the back-to-back left turn lanes can be restriped to provide a two-way left turn lane on North High Street between the northbound left turn lane at New Street and the southbound left turn lane at Bridge Street. Southbound traffic on North High Street currently queues past North Street thus causing difhculty for vehicles attempting to turn to and from North High Street at North Street. With the proposed signalization of the NeilNorth High intersection, motorists will have an option to tum at the signal as opposed to the stop sign controlled intersection at North Street. As shown on Figure 4.1, an interconnection between the parking lot at 94 North High Street and the lot behind Oscar's Restaurant has been proposed to facilitate access to the signalized intersection, as well as the general movement of vehicles on the east side of North High Street. The improvements discussed in this section will improve traffic operations on North High Street while maintaining the character of Old Dublin. It is recognized that tuming movements to and from the side streets and alleys in this section will be difhcult, but many of these movements are already hard to complete today due to the high traffic volumes. Signalizing the NewÀtrorth High intersection along with the proposed relocation of the 94 North High access drive and potential parking lot interconnection will provide some relief to the excessive side street delays occurring today. Overall, the North High Street operational improvements should compliment New Street by providing the necessary numbers and uses of lanes to accommodate traffic demands at the New Street/North High Street intersection; moreover, providing streetscaping and vegetation along this section will provide a sense of continuity between the various improvement projects and throughout the Old Dublin area. P r efe rr e d Al t e r nat iv e C ons truc ti on C o s t E s timat e The estimated construction cost of the preferred altemative is $287,000, which includes cost estimates for construction materials and utility costs. Estimated construction cost with brick pavement is $1,088,000. MS CONSULTANTS, INC. FEBRUARY 22, ?OOI PAGE 35 I I III\ìI llIJ IIIII \\\t\rit\\\\r \IIIIIIIt l-a-*l(D=vEa*ñ=,(\I\\\èeLH=ÈI l1lììlrlt--I\I I II\r +.\q)ìq)L-.\\¿'ìIII II\IIil\r_\-l\\\'l ¡'- '---l I \IIIIIIIììt--,I__-l\l ---t \\\__-1^ \¡t,l ìI\II\I\(-\ -/- I --n/\J- \ \.l t\t' I \\ l\\ I t. t\\ f-\ .L-' It ( l--\t\\I \.'.. I t.i ì\l1ìl.-. I I\l \\1 \. \r\f- . - -\ ////\\,,\\/\\<\ '/s lvï€N f ... ì ".. l-alr- tè(5 tn a kJ(noa*oqq t I ll \ \\ì\ \ \ \lr \ ---ì I fllllltlll Ll I I T.t' I I I I I\l\¡ 1,, \\ t\I ''.. \ \i -'---l t \\1 I I --l / ////- __-l I I I I I I ì I;--t I \-l ì-- .t ì t I I-ì. rlll\l t- I I !rl\t t./l//'l t t-F-tl\r II I I I{ I --r\l\ l-:l--I --- /I \ I I 'r----"-' >-\IØ=LUès\ltlSYx<! -t--'. Iöt!.{\æ-()l=ãL{Jq-\J V)ZRzs<i¡:JolJr F"ð o-v)Ø?.->t¡t Þf¡l .¡z8z=r-'r ìí-*v\J()29,-v)Ð*¡Ol:.N¡lN LJooo (,ooo. ñóffry-:treq i \,¿¿-?¿'-¿ ,-)--"-------t \\i\I ìt------\-.--Ilrt---'---ì \-----I \\t\IIItIIIIìIIItIIìIIIt\t .-----\ \lrrii\¡ltt I ,-- tt| -)--t-ì 1 Ir-l---- t----ItIt_T Il\\\\IJ-/ /'//,/ ----'---t I I I I t l--- --:'-: \ \ I\--- t L--tlì i ! | t --1I ì r I tt II I t I t I L-r I 'r I 1lt I ìrllllr r I l I i ìt rl r r r : il ', I lr t t-----;:-!'--'| --¿'- IL---' t r I I ì tl \J-ì\-Y-ìrìlr'l l\ ì I ------'rì\ ì t.--'-- ì1| ìl1 ìlr 'llit: i_______r\I lìtr----"\, ç------i 1 iI i il \ \t.\ '-- r t ' \-\¡l\./<. \ --"---f --- ------:jjj---) ----- _-----i ,' r-'-- l,rl--1 I -I I '.--'-i I i r! I I I I I t I I I ¡t__----- - -¿1 I I I I I u---_---1 Il¡ l1rl l--------'- .----- \ I l--' --"--¿/\_------'\t------'-I \:i\\ !{-- '\ (' rIr-\l ì-.Li I,t I¿-----'/It\III_-_l I \ //\///'\-¿/--/ItttIrIttlIIt\t'rl,J,tt\tTIIIIl, __-------:ì\l \I\t -'a--lr1lI \lI \ | ----r \ t-'-r \\(--I \ !ir lli\ \\lI I rt I \ I :----l \//--Jt IIìIIttÍ-\--Iìtt_\-1 Illtl\------r.---ì\ItII\I--I t I I t t I I ìtllltltItrl----\ \ \rlrlrt\tIttttl\t\ttt\ rt\ ./l 1ttlt '::::---'-------l ItI t I I I I I _Jr \l II \ r ì---ir \ ì ,,\ \ I -'' i \\--- -_r------^-- I I '/-\ Irltttrt\r\¡tll/-ttlllttrlr\ll¡ltirl!trr¡lri)---¿ t irllr\tìt "-), -----r Iìì ,/ It---l!ltiì t I Irl- lt ,lrirtlt iltiÌrIrrìri rl irI I I I I ¿- I \ I I t I t t It I I t I t I I t rì rl I'r'.ririlirL l- ì I I I t I rrt =tna\r =rrcij ìiltln r-l Iv, l :Fì II\ tlrill It ìllrl, I I \ltìr-rl_:i_ l-r l'' ìaJ' \ '--/\ ,-. -? rlñê',-)J)' tr'z'\ B ridge:'È'- --- -'\' -*-".------- t I _\- -Ì ì-\___--- f- ¡ I I I I _-L--(-- I -7--i------ I I I I \ I,4 I z-lt1Irlr-/ì CA --1 I I \\ '------'---' I L=---- I --t----- -l ----\ ìt----'1 I I I I I t I I I I t ì t t I I Y----,----'- 1., I I l,' II _)tlllrl I t It--- \ I l' ---ì c'\lì(') r r--t_-, ___\_. t.---1-- ì tI ì \-----^\ \i\ r, t --!--r ì t-LiI tl l'rt Itì (- tr) -ct) c)o.þz$r,*c(AFc) '-!Ë Fl 6z*a RHízÞc) 8zr. lq EH Eüi* Ë'u"FÈÞSz3zt4ã(A F< c,/) ì Ç)eI Þ -N Þ o|-ù ù ÐI =Þnl'ì \1rñlilx *O!ì<*B =ÈOH:l-n'.- ==ùèI t4 -j ùx OId Dublin Area Enhancement Study Medians, Access & Parking City of Dublín, Ohio Generally, the material quantities were based on streetscape work along High Street north of Bridge Street. This work will include new curb and gutter, brick sidewalks and landscaping along both sides of High Street. Additional roadway quantities were included to account for the widening of High Street to three lanes at the New Street intersection. The new pavement buildup meets minimum requirements for Typical Street Sections from the City of Dublin standards (Fig. 401.0-96). Unit costs for each quantity were based on the City of Dublin listings. In instances where the City of Dublin did not list a unit cost, the City of Columbus and ODOT costs were used. Quantities and costs for item removal and utility relocation were ascertained from estimates based on similar projects. It was determined that no additional Right-of-V/ay was required for these improvements. A breakdown of the individual items required for the construction of the preferred alternative for improving High Street, including material and roadwork unit costs, can be found in Appendix A-8. MS CONSULTANTS, INC. FEBRUARY ?2, ?ool PAGE 38 OId Dublin Area Enhøncement Study Mediøns, Access & Parking City of Dublin, Ohìo Section 5 - Parking Study Old Dublin Parking Study A parking study was conducted in the Old Dublin area to determine whether parking deficiencies currently exist and, if so, what actions can be taken to better address parking needs. An inventory of both on-street and off-street parking facilities was completed prior to conducting the parking study to establish the location and capacity of each facility. As described in the following sections, the study was carried out by collecting parking data for a typical weekday and a Saturday. Based on the collected data, available parking supply and additional field observations, indicators such as accumulation, average duration and tumover rate were calculated for use in assessing parking utilization in Old Dublin. In areas where deficiencies were observed, a parking demand study was undertaken to determine the number of additional parking spaces required to satisff the demand. Base Parking Study Weekda)¡ Investi eation The f,rrst step in the base parking study was to collect existing land use information, parking locations and available parking capacity in the study area. The parking study area was bordered by Riverview Street on the east, Franklin Street on the west, John Wright Lane on the south and the approximate location of New Street on the north. As shown on Figure 5.1, the study area was divided into four geographic quadrants (NE, NW, SE and SW) for data collection and analysis pu{poses. Each off-street facility includes an identihcation label (e.g., NW-8) accompanied by the number of available parking spaces. The approximate locations of on-street parking areas are also illustrated on the parking inventory map. An estimated 828 parking spaces are available within the study area (see also Table 5.1), of which 148 are located on-street and the remaining 680 are off-street. This includes parking spaces in the Old Dublin commercial district as well as those in the nearby residential areas along Riverview Street. On-street (curb) parking is largely unstriped with posted signs establishing the parking limits. Off-street parking facilities consist of both gravel and asphalt lots, some of which have painted parking stalls. The weekday parking study was conducted between the hours of 8:00 AM and 9:00 PM on Tuesday, August 3I, 1999, and Wednesday, September 1, 1999. The northeast and northwest quadrants were recorded the first day with the southern areas following on day number two. Parking data were collected in one-hour intervals over the 13-hour study period. License plates were recorded for each parked vehicle to determine the location and duration of parking in the study area. A copy of the hourly parking totals by location and geographic quadrant is provided in Appendix B. More than 4000 observations were made over the course of the parking study. Table 5.2 shows the weekday parking data using a more condensed format. Based on this information, several bar graphs were created to better illustrate the accumulation of vehicles over the course of the study period. Parking accumulation simply represents the total number of vehicles parked duringanytimeperiod.Figure5.2summarizestota1parkin through 5.6 represent the results of the individual quadrants. Overall, a surplus in parking supply is available when analyzing the data at the quadrant level, although a closer evaluation of the parking data shows the spaces in the commercial areas are used more heavily than those located near private residences. The general trend observed from these graphs shows a strong peak around the lunch period (12:00 PM to 2:00 PM) in all four quadrants with a secondary peak occurring in the northeast and northwest quadrants around the 7 :00 PM to 8 :00 PM hour. These trends correspond to the presence of several restaurants in the study area. Additional discussion of the interactions between land uses and peak parking demand is provided later in this section. Table 5.1 Summary of Parking Spaces in Study Area Geographic Quadrant Available Parking Spaces On-Street Off-Street Total Northeast-À/E 46 135 t81 Northwest-À/I/0 257 2s7 Southeast-,SE 71 115 186 Southwest-,SlZ 3l t73 204 Total Area 148 680 828 To better understand the accumulation of parked vehicles over the course of the study period, the percent of parking supply used was plotted against the time of day. Figure 5.7 identifies similar trends to those presented above. The graph clearly shows a strong peak around lunch for the entire study area, a decline through the middle aftemoon hours and a slight rebound during the evening in the two northern quadrants. The peak percentage of usage occurs around the 12:00 PM to l:00 PM hour where approximately 55%o to 65Yo of the available parking supply is occupied in each of the four quadrants. Given the trends identified above, further analysis of specific time periods was undertaken to determine the usage of existing parking facilities. Figure 5.8 and 5.9 show the parking utilization for two time periods: midday (12:00 PM to 2:00 PM) and evening (6:00 PM to 8:00 PM). These time periods were of interest because it was during these times that the parking shortages were most prevalent. No sustained parking shortages of any significance were observed outside these intervals. The figures illustrate the usage of all parking areas during the two time periods by using various shading patterns to identi$r occupancies according to the following ranges: }V6 to 39%;o,40yo to 59Yo, 60Yo to 79o/o and 80% or higher. The category for 80% or higher occupancy is of particular interest since this range represents areas where parking is approaching (or even exceeding) the available capacity. As parking areas approach capacity more inefficiencies result due to parking turnover and driver perception that a lot is full when it is "near" capacity. Of the parking facilities fitting this category, the following were determined to be deficient in terms of available on-site (off-street) parking supply: Oscar's American Casual Fine-Dining (NE-4), Domino's Pizza MS CONSULTANTS, INC. FEBRUARY 22, 2OOl PAGE 39 J J coL #54 0ı268001 oWC I I L I¿ IIr I I T ---l i I I ì \ I I I I I I I I INDIAN RUN CEMETERY I ì +------____l '¡ 1i \i \i ^r (¡\oo.\o F¿ rntt \ \j-' It. /o P \\ \ \ \ INDIAN RUN ELEUENTARY =ffi -r4 I I I I I i I I ì I ì I I I I ì I \iì\: \r üI (1) ALL OFF-STREET PARKING FACILITIES ARE PRÍVATE UNLESS OTHERWISE NOTEO. (2)..o.DENOTES APPROXÍMATE LIMITS OF.. ON-STREEÍ ' PARKING NNE¡S. --- (3) DENOTES APPROXIMAIE OUADRANT EOUNOARIES FOR THE PARKING STUDY AREA. i(4) sP. oENorEs sPAcEs ) \,t \ \ 7-'aL Lrl 1 JC \LL \ [["i \ffi itHtl tì;\Iì\t 1t' '\ \E,\ l\i\ittJtì\\ifnl \¡ì1Ul \\\ {lz sP. - I +ã---<t '--f,Ãay2r;*^{-fie-o* ¡r + se.¡ ì ::+:=) År-1'l g 5P' rièrlr'itL* ì ì\*+. f-1t--. ì-{--r L-l I <r-6r iı sP, Ì -<r -9\ -fsP, f. - ¡ *-¿s --¿n(r v) i\-J ì../ | i? (el \\='l-J"' t \l o\l ^¡ Tì" .JJ ==-'=? rr@I\r-l -44tt+-1 îÏr? li r-) _--)n- --r4 \I ¿-'r1--:-ì r t-J / rtÊ=1\tt¿) t---- STUDY AREA AND ARKING INVENTORY MA OLD DUBLIN AREA ENHANCEMENT STUDY Table 5.2 - Summary of Weekday Data Collected on ust 31, 1999, and Wed ber 1, 1999 Time Period Parked Vehicle Obseruations bv Hour Study Area Grand Total Noftheast (NE) Quadrant Nofthwest INW) Ouadrant Southeast ISE) Ouadrant Southwest (SW) Ouadrant On-Street Off-Street Total On-Street Off-Street Total On-Street Off-Street Total On-Street Off-Street Total I 2 5 Il 6 I 9 t0 il t2 t5 B:00 - 9:00 AM 9:00 - 10:00 AM 10:00 - 11:00 AM 11:00 - 12:00 PM 12:00 - 1:00 PM 1:00 - 2:00 PM 2:00 - 3:00 PM 3:00 - 4:00 PM 4:00 - 5:00 PM 5:00 - 6:00 PM 6:00 - 7:00 PM 7:00 - B:00 PM B:00 - 9:00 PM 6 5 B 7 L4 15 13 B 7 B 10 13 13 23 64 75 79 98 93 B1 83 B1 B6 B1 82 76 29 69 B3 B6 Lt2 108 94 91 BB 94 91 95 B9 N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A 42 72 B3 104 L43 136 100 82 7T 89 B3 113 91 42 72 B3 L04 143 136 100 82 7T B9 B3 113 91 22 22 19 22 27 23 28 20 26 15 15 11 T2 17 39 43 57 74 75 61 49 45 39 31 19 20 39 61 62 79 101 9B B9 69 7L 54 46 30 32 4 3 B 16 L4 14 11 L4 15 9 6 4 2 29 67 87 93 96 B6 B3 79 B3 75 s6 43 2B 33 70 95 109 110 100 94 93 9B 84 62 47 30 143 272 323 378 466 442 377 33s 328 32L 282 285 242 l.Total Spaces Occupied (13 hrs)t27 1002 tt29 1209 L209 262 569 831 t20 90s 1025 4L94 5 Max. Spaces Available (1 hr)46 135 181 257 257 7T 115 186 31 173 204 828 1 Percent (o/o) Occupancy (1 hr)32.6 72.6 61.9 s5.6 55.6 39.4 65.2 54.3 51.6 55.5 s3.9 56.3 Italic values represent "minimum" hourly parking obseruations Bold values represent "maximum" hourly parking observations Print Date - 0212812000 Project No. 06-268.210 Hourly Parking Accumulation by euadrant 1 (Total Observed Parking Usage - Combined On-street 175 Øo -o Eo tto -lÉ¡- (E o- tFo ¡-o -cl E5z 150 125 100 75 50 25 B:00 AM 10:00 AM 12.00 PM 2:00 PM 4:00 pM 6:00 PM B:00 PMPM 7:00 PM9:00 AM 1 1:00 AM 1:00 PM 3:00 pM 5:OO Time - Hour Starting NE Total Observed r NW Total Observed = SE Total Ot Print Date - 12121199 Figure 5.2 Project No. 06-268.210 Hourly Parking Accumulation for the North (Observed from B:00 AM to 9:00 PM) ao .9 F -o ïto-y¡- f\t À rFo l¡o -c! E5z 200 175 150 125 100 75 50 25 0 8:00 AM 10:00 AM 12:00 PM 2.00 9:00 AM 11:00 AM 1:00 PM PM 4:00 3:00 PM PM 6:00 5:00 PM PM 8:00 PM 7:00 PM Time - Hour Starting Ø On-Street Observed off-street Observed r On-Street Capacity (46 spaces) Off-Street Capacity (135 spaces) - Print Date - 12121199 Figure 5.3 Project No. 06-268.210 Hourly Parking Accumulation for the Northv (Observed from B:00 AM to g:00 PM) Øo I o Eo Eol<¡- (E o- ¡tso ¡-o .ct tr -5z 275 250 225 200 175 150 125 100 75 50 25 0 B:00 AM 10:00 9:00 AM AM 12.00 11:00 AM PM 2:00 PM 4:00 1:00 PM 3:00 PM Time - Hour Starting PM 6:00 PM 5:00 PM 7.00 B:00 PM PM Off-Street Observed NW Total (off-street) capacity (2sr spaces) r NW Total Observed Note: Since the northwest quødrant does not høve øny curb spaces for pørallel parkíng, only off-strer Print Date - 12121199 Figure 5.4 Project No. 06-268.210 Hourly Parking Accumulation for the Southr (Observed from B:00 AM to 9:00 PM) Øo -o Eo ftoJ¡- G o- 'lo ¡-oct E5z 200 175 150 125 100 75 50 25 0 B:00 AM 10:00 AM 12.00 PM 2:00 PM 4:00 PM 6:00 5:00 PM PM B:00 PM 7.00 PM9:00 AM 11:00 AM 1:00 PM 3:00 PM Time - Hour Starting Ø On-Street Observed Off-Street Observed r , On-Street Capacity (71 spaces) - Off-street Capacity (1 1S spaces) - I Print Date - 12121199 Figure 5.5 Project No. 06-268.210 Hourly Parking Accumulation for the South (Observed from 8:00 AM to g:00 PM) Øo .9 Fùo T'olÉL- ñ o- rFo ¡¡o -o E5z 225 200 175 150 125 100 75 50 25 0 8:00 AM 10:00 AM 12:00 PM 2:00 PM 4:00 PM 6:00 5:00 PM PM B:00 PM 7:00 PM9:00 AM 11:00 AM 1:00 PM 3:00 PM Time - Hour Starting m On-Street Observed off-Street Observed r On-Street Capacity (31 spaces) - Off-street Capacity (173 spaces) - Print Date - 12121199 Figure 5.6 Project No. 06-268.210 o t¡J(t)f ozE 40%o fL o-f(t, lr : 30% z t¡Jo É, uJ o- 50% o% PARKING ACCUMULATION VERSUS PARKING SUPPLY FOR WEEKDAY STUDY 2:00-3:00 PM TIME OF DAY -TOTAL ___ NE NW _SE _--_--SW 7:00-8:00 PM 8:00-9:00 PM 8:00-9:00 AM 9:00-10:00 AM 10:00-11:00 AM 11:00-12:00 PM 12:00-1:00 PM 1:00-2:00 PM Figure 5.7 3:00-4:00 PM 4:00-5:00 PM 5:00-6:00 PM 6:00-7:00 PM 12117199 J (-,,.) PLOT SCAI ccL il 1 ^r I I I I .J I I I I I I I I I I INDIAN RUN CEMETERY I i+--------_l 'i, úoo.\o fr¿ffl¡F \J INDIAN RUN ELEMENIARY OCCUPANCY EOZ OR HIGHER ffi occuPANcYfÍÍtf¿ 607, TO 792 ffiTtrm OCCUPANCYffifl ag7 19 597 OCCUPANCY0Í To JgZ \ \l/ __----'1 I T .JI I t I \ I I I I I I I I I I I I I I _r1\zi-lr \_-{ rf-Ttl Ilr Ilttt rt l rl ll ll ll ¡t I Þ \ \-1 t) Y_::jo"rt, lli" L'j T'r--Jt"l-) *'ç:_-;'- L-J ";a; 1 ù I -T'l r--l -¿1 ll--) \ il-tl¿u)1 I r=-l -l t,---J .PÂRKINA UÏLIZATION- MIDDAY PERIOD fiZ-2 P OLD DUBLIN AREA ENHANCEMENT STUDY c o ilt ^r t\rlt\l;\\ )-'r I I NDIAN RUN I l INOIÀN RUN ELEMENTARY OCCUPANCY 8OZ OR HIGHER ffiJ OCCUPANCYffÍff¿ 607 fO 792 I:m occuPANcYdffi 402 TO 59t OCCUPANCY0t To JgZ t.r.-- -- -- ----i '| li \i \! \rl\: \t,'ll \:\l \ (¡\oo-\o 2 fnr1 \ \ I \ \ I I I I I I I I \J I I I I I I -1 I) --1L Lrl I NE-61 ¡'r I se'1 i r. i¡),i/ìr \li{rÌ/F ìì t,F ll ü .tt,'T tl ia ,'L- ofjg- 1ì .rf+1o 'w-ì { ìu--, tÈa- L-l^t-ì t!lr-1 L j y¿ -r-- '-1 ,I t,lruJ È \¿IL V'r---I c=l PARKING UTILIZATION-OLD DUBLIN AREA ENHANCEMENT STUDY OId Dublin Areø Enhancement Study Medians, Access & Pørking City of Dublin, Ohio (NE-9), Public Lot (NW-2), Tucci's Bistro (NW-3 &.4),Donato'sPizza (SE-l) and Biddie's House (SE-8). These parking shortages can be at least partially attributed to the fact that the associated land uses are all restaurants. For example, Biddie's Coach House draws a significant lunch crowd that fills the on-site and adjacent on-street parking areas, Domino's Pizza has a large carryout/delivery service that overflows its on-site parking capacity and Tucci's Bistro attracts a substantial amount of business during both periods resulting in spillover into the adjacent Public Lot (NW-2). Additionally, Brazenhead Irish Pub, located at the North High Street/North Street intersection, has no on-site parking. Therefore, a valet service is used to park vehicles in nearby parking lots such as the Dublin Public Llbrary lot (ltlW-8). The front parking lot for the medical office at 94 North High Street (NE-3) tends to hll up during the day, but additional parking is available in the rear lot, which was not included in the parking study area. Public Lot (SW-12) approaches capacity partially due to the construction of the Old Dublin Town Center development under construction in the southwest quadrant of the Bridge/High intersection. In addition to the construction traffic, its proximity to Donato'sPizza is a contributing factor given that Donato'sPizzahas a shortage of on-site parking during the lunch period. Given the high concentration of restaurants in the two northem quadrants and the correlation between these land uses and the parking deficiencies, a bar chart was developed showing Oscar's Restaurant, Tucci's Bistro, the two public parking areas in the northwest quadrant and the North High Street curb parking in front of Oscar's Restaurant. As shown on Figure 5.10, each of the five parking locations experience peak usage during the time periods around lunch and dinner, nominally 12:00 PM to 2:00 PM and 7:00 PM to 9:00 PM, respectively. The parking lots are either fully occupied or perceived full during these times. Parking deficiencies will be addressed quantitatively in the Parking Demand Study section. Parking duration for the weekday study was also investigated. Parking duration refers to the length of time that each vehicle remains parked in the same location. The value in analyzing this characteristic is to determine whether a high percentage of vehicles are parked for a very long period of time, which may indicate parking by employees of local businesses, or shorter periods of time. This data was plotted to illustrate the percentage of vehicles parked for one interval (i.e., hour), two intervals, and so on, up to thirteen consecutive intervals (see Figure 5.11). In total, 1732 different vehicles (comparedto 4194 total observations) were parked in the study area over the l3-hour study period. The cumulative percentage of the parked vehicles is also shown on the figure. This graphic identifies a couple important details. Over half of all vehicles (56%) were parked for one hour or less and 80% of all vehicles were parked for three hours or less. The general trend clearly shows a decline in the percentage of parked vehicles as duration increases with only 5Yo of the vehicles being parked for more than eight hours. This translates into 95Yo of the vehicles parking for eight hours or less. Therefore, the data collected in Old Dublin suggests that very few motorists are parking their vehicles for extremely long periods of time. As shown in Table 5.3, the average parking duration for the study area was calculated to be two hours per vehicle for on-street parking and about two and one-half hours for off-street facilities. These numbers seem reasonable given that much of the on-street parking is signed for a two-hour limit and the off-street lots had no time restrictions during the study period. The average parking duration for the combined on-street and off-street parking is two hours and 25 minutes. Hourly turnover rates for the weekday study are also shown in the table. Additionally, dividing the number of different parked vehicles (1732) by the number of spaces available (828) results in a daily turnover of 2.09 for the 13-hour study period. Table 5.3 Summary Statistics for Weekday Parking Analysis Geographic Quadrant Duration (hours/vehicle)Turnover Rate (vehicles/space/hour) On- Street off- Street Total On- Street off- Street Total Northeast-lY!r.92 2.61 2.51 0.1 1 0.21 0.19 Northwest-NZ N/A 2.05 2.05 N/A 0.r8 0.18 Southeast-SE 2.64 3.18 2.99 0.11 0.12 0.12 Southwest-SI/r.34 2.79 2.48 0.22 0.15 0.16 Total Area 2.00 2.49 2.42 0.13 0.n 0.16 'Weekend Investigation The same procedures were used to conduct the weekend base parking study as described above for the weekday study. Refinements were, however, made to the scale of the weekend study, particularly with respect to the duration of the data collection period and the geographic area covered. Parking data were collected on Saturday, December 4, 1999, between the hours of 5:00 PM and 12:00 Midnight for the northeast and northwest quadrants only since these areas exhibited the most significant parking shortages in the weekday investigation. Appendix B contains a copy of the hourly parking data ıollectéd during the weekend investigation. A total of approximately 850 observations vr'ere recorded over the seven-hour study period. Table 5.4 summarizes the weekend parking data. This information was used to generate several bar graphs representing parking accumulation by hour of the day. Figure 5.12 shows the total observed parking usage for the northeast and northwest quadrants. On-street and off-street parking accumulations are shown individually for the two quadrants in Figures 5.13 and 5.14. The results show a peak period of usage from 7:00 PM to 9:00 PM for the northeast quadrant with parking usage relatively constant in the northwest quadrant over the course of the study period. The influence of the restaurant-related parking areas is apparent, particularly in the northeast quadrant where the parking accumulation is signif,rcanily higher during the dinner (7:00 PM - 9:00 PM) time period. A plot showing the accumulation of parked vehicles over the study period was generated to identifi the percentage of the parking supply being used in any given hour. Figure 5.15 illustrates this by showing that over 50olo of the available parking supply is unoccupied in both the northeast and northwest quadìants during the entire weekend study period; however, analysis of the restaurant-related parking areu, ãlone, aswill be discussed later, indicates that the available parking supply is at or near full o"ı.rpun"y during periods of peak demand. Based on the findings presented above, the 7:00 PM to 9:00 PM period was selected for fuither evaluation. Figure 5.16 presents the parking utilization for the two northern quadrants during the peak period of usage for the weekend investigation. The following shading patterns were applied to identify tfrà o..upun.y óf MS CONSULTANTS, INC, FEBRUARY ??, ?OOl PAGE 50 Restaurant-Related Parking Usage North (Weekday Study) of Bridge Street oooñ CL(t, ct) !L(ú fL o Lo -ct E z 120 115 110 105 100 95 90 85 80 75 70 65 60 55 50 45 40 35 30 25 20 15 10 5 0 8:00 AM 9:00 AM 10:00 AM 1 l:00 AM 12:00 PM 1 :00 PM Time - 2:00 PM 3:00 PM 4:00 PM 5:00 PM 6:00 PM 7:00 pM 8:00 pM Hour Starting Note: Brazenhead has no dedicated area (on-street or off-street) for parking. High St. Curb Parking @ Oscar's North St. Public Parking Lot (NW - 7) Tucci's Restaurant (NW - 3 & 4) Public Parking Lot @ Tucci's (NW - 2) Oscar's Restaurant (NE-4) Occupied Spaces Print Date - O3l02l2OO0 Figure 5.10 LEGEND Project No.06-268.2,l0 u¡(, fr so% o É.l¡lÀ 40o/o 8oo/o 7Oo/o 20o/o 109o/o 9Oo/o 1Oo/o O%o PARKING DURATION FOR WEEKDAY PARKING STUDY.TOTAL STUDY AREA 80% OF ALL VEHICLES OBSERVED IN THE STUDY AREA WERE PARKED FOR 3 HOURS OR LESS 123456789 PARKTNG DURATTON (HRS) I PERCENTAGE -.+ CUMULATIVE % 30/o Figure 5.11 12t17t99 Table 5,4 - summary of weekend Data collected for NE and Italic values represent "minimum" hourly parking obseruations Bold values represent "maximum" hourly parking observations a ma eeKeno Data Çoilected for NE and Nw radrant s onlv on Saturdav, December 4- 1999 Time Period Parked Vehicle Observations by Hqur Study Area Grand Total Noftheast (NE) Ouadrant Nofthwest (NW) Quadrant Southeast (SE) Ouadrant Southwest (SW) Ouadrant On-Street Off-Street Total On-Street Off-Street Total On-Street Off-Street Total On-Street Off-Street Total I 2 5 4 5 6 7 5:00 - 6:00 PM 6:00 - 7:00 PM 7:00 - B:00 PM B:00 - 9:00 PM 9:00 - 10:00 PM 10:00 - 11:00 PM 11:00 PM - 12:00 AM 7 9 9 11 10 11 10 33 43 7L 73 49 49 4t 40 52 BO 84 59 60 51 N/A N/A N/A N/A N/A N/A N/A 77 53 55 63 63 61 47 77 53 55 63 63 61 47 LL7 105 135 !47 I22 LzL 9B I Total Spaces Occupied (7 hrs)67 3s9 426 419 4L9 B4s 9 Max. Spaces Available (f hr)46 13s 181 257 257 438 0 Percent (o/o) Occupancy (1 hr)23.9 54.t 46.4 30.0 30.0 33.6 ,, Print Date - 0310212000 Project No. 06-268.210 Hourly Parking Accumulation by Quadrant from 5:00 PM to 12:00 AM r Saturday (Total Observed Parking Usage - Combined On-Street anr 175 c,o .9F o T'olÉ¡r(! fL rFo ¡-o -aFF z 150 125 100 75 50 25 0 5:00-6:00 PM 6:00-7:00 PM 7:00-8:00 PM B:00-9:00 PM TIME 9:00-10:00 PM 10:00-1 1 :00 PM 1 1 :00 PM-12:00 AM ø NE TOTAL OBSERVED T NW TOTAL OBSERVED Print Date - 0310212000 Figure 5.12 Project No. 06-268.210 Hourly Parking Accumulation for the Northeast ( (Observed from 5.00 PM to 12: 00 AM Saturday) Øo .o F o ttol<L (E fL rFo Lo -o E5z 200 180 160 140 120 100 80 60 40 20 0 5:00-6:00 PM 6:00-7.00 PM 7:00-8:00 PM 8:00-9:00 PM TIME 9:00-10:00 PM 10:00-1 I :00 PM 1 1 :00 PM-12:00 AM vtuffi On-Street Observed Off-Street Observed I NE ' On-Street Capaci$ (a6 spaces) Off-Street Capacity (135 spaces) - NE ' Print Date - 0310212000 Figure 5.13 Project No. 06-268.210 Hourly Parking Accumulation for the North (Observed from 5.00 PM to 12: 00 AM r Saturday) Ø -9 .9 F o ttol<L (u fL rÊo Lo -ct Efz 275 250 225 200 175 150 125 100 75 50 25 0 5:00-6:00 PM 6:00-7:00 PM 7:00-8.00 PM 8:00-9:00 PM Time 9.00-10:00 PM 10.00-1 1:00 PM 1 1.00 PM-12:00 AM Note: Since the northwest quadrant does not have any curb spaces for parallel parking, only off-street parking o Off-Street Observed I NW Total Observed - NW Total (Off-street) Capaci Print Date - O3lO2l20OO Figure 5.14 Project No. 06-268.210 TOYo 6Oo/o o UJ U'f oztr 40o/o fn J o-Àf U' l¡. : 30%o zt¡lo É.ul o. PARKING ACCUMULATION VERSES PARKING SUPPLY FOR WEEKEND STUDY 1ÙYo 0o/o 8:00-9:00 PM TIME OF DAY OTAL NE -..- NW 11:00 PM-12:00 AM -ttt -.-- - --- a-\.\,/ -\,//r //' ta /\/\/\/\/\/\- ¿'- \---- a-\ -/' -a//' \./' \./'\/\/\/\/\/\/\- .¿-.-¿ ./ '\.- 5:00-6:00 PM 6:00-7:00 PM 7:00-8:00 PM Figure 5.15 9:00-10:00 PM 10:00-1 1:00 PM 03t02t2000 J .) PLOI SCA[,, COL l¡54 O626EDO4 ilt ^r I I IND AN RUN CEI,,IETERY I I ì I I I I I I+-- -- -- -r \ \\\ \ \ \ \ úroo.\o F fr1'fr Í-------1t INOIAN RUN ELEMENTARY OCCUPANCY 8OZ OR HIGHER ffi occuPANCYr,r{Í4 60Z'!0 7gZ F]m occuPANCYtrr-j#r 402 TO 592 OCCUPANCY 0u To JgZ r- I I :F-- --l ilI-\IFt\*\Ktil r \\bIÌFF1t\tò ì tt \\\r14 lE1tt \\i\ttt tlTI\rl J I+1ï I:t Ò ì+t\ 4t\ \ìiìÌr I IilIr1rit Àl \t \ \-1 I) J 4 sP.lÞ¡i BRAZENHE AD U- ' Y;B \- j ll l-f-l I : \ I'J rt'!--- -,-l i É :_--1--{--,?-1 :ir ! :-)':-,Ë1---À tYrr-r'i\-.r 1 se' ¡ )I \ ìlri ,.1ì +rlrlt1], (el i\ii-¿8 r \\ o\l ^.r' tg¡;'"3"'-oi Tì .Jfo1owj =-'l t-q =--='-- il-"' ì\ r-) __-Jt-J L j Y¿ -r-- r-1 Iìì l*/ \--- -Ï"1 r--t,--1 f T-:i þ L-i- PARKING UTILIZATION-OLD DUBLIN AREA ENHANCEMENT STUDY OId Dublin Areø Enhøncement Study Mediøns, Access & Pørking Círy of Dublin, Ohio individual parking areas: }Yo to 39%:4M to to 79Yo and 80% or hisher.on-street and ofï-The results of thestreet parking areas associated with or in close proximity to Oscar's Restaurant, Tucci,s Bistro and Brazenhead Irish Pub were, for the most part, either at or near capacity during the majority of the seven-hour study period. This information is illustrated graphically on Figure 5.17. The chart displays theamo d parking areas. Only the Public ParkingLot t"u.ottubl. percentage of unused parkingspac arking facilities shown on this figure werenom 'iod. The following section addresses these parking deficiencies in greater detail. As presented in the weekday discussion, parking duration for the Saturday data was investigated. Of the 845 parked vehicles recorded during the seven-hour study, only 372 diffeient vehicles were observed thus meaning some vehicles were parked longer than a single hour. The number of vehicles parked for one hourup to seven hours is plotted on Figure 5.18. As shown on the graph of the weekend data, B2yo of allvehicles were parked for three hours or less. This is consistent withthe value of B0%o calculated for theweekday data. Table 5.5 contains summary statistics for the weekend parking data. The average parking duration was calculated to be two hours and 20 minutes, only slightly less than the average durattn for the weekday data. The daily tumover rate, calculated by dividing the number of parked vehicles (372) by rhe available spaces in the northern quadrants (438), is 0.85 for the seven-hour study period. Table 5.5 Summary Statistics for \4/ Geographic Quadrant Duration (hours/vehicle)Turnover Rate (vehicles/space/hour) On-Street Off-Street Total On-Street Off-Street Total Northeast 2.36 2.31 2.32 0.09 0.16 0.14 Northwest N/A 2.36 2.36 N/A 0.1 1 0.1 1 Total Area 2.36 2.34 2.34 0.09 0.13 0.t2 Parkine Demand Study The Institute of Transportation Engineers publication entitled Parking Generation. 2nd edition, 19g7, was used to calculate the number of additional parking spaces required for the land uses determined to bedeficient during the midday andlor evening periods based on the weekday and weekend parking data. Thepreviously defined businesses of interest are the following: Oscar's American Casual Fine-Dinlng (NE-4), Donato's Pizza (SE-l), Biddie,s Coach House (SE_S) ive of the parking demand study was to determine the .he observed demand, but also the demand suppressed rot occurring or being diverted to similar land uses at ¡iven to the location of the deficient land uses versus to not encourage the use ofresidential parking areas,which are currently underutilized, by business patrons. InereSulISoItneparKlngclemandstudyaretabulatedinTable5.6.Thein assumes on-street parking and Public Parking Lots are at least partially available for use by the land useswith parking shortages. This analysis concluded that an addiìion at ise spaces are needed to meet thecurrent parking demand. It should be noted, however, that the Dublin Public ilb.ury lot (NV/-g) is availablefor use by other businesses in the evenings, which is the time period when most of the shortages in thenortheast and northwest quadrants occur. This lot can accommodàte up to 117 vehicles and was observed toserve as many as 54 vehicles (during the 7:00 PM to 8:00 PM hour) from other land uses after the Libraryclosed' In essence, additional parking is required to accommodate vehicles in the study area whether thisparking comes from existing parking facilities thro parking facilities. The Library lot is beneficial in th d during the normal work day, ion of the additional parking r e,iminates the use "f "jiiTrïxT;,fri;Jñi":iJ:*","ï"-1,i#Íii]i ll'ilJiXï1ffiî,.î"äïiffil'ñj:lnHigh Street, the Dublin Community Church or the elementary and middle schools west ãf the proposed"New Street" connectot unless these facilities are used by valet services. Shown on Figure 5.19 are 300-foot radii intended to define the approximate limits of the areas where patrons parking their vehicles can beexpected to walk to restaurants such as Oscar's, Tucci's Bistro and Brazenhead Irish pub in the northernquadrants' In order to address the parking deficiencies for these businesses, a new parking facility should beprovided such that it is either touching the boundary of the area or, ideaily, lies within this aiea. If, forexample, the parcels where lots NW-9 and NW-10 currently reside *.r, ."pi*ed with a surface parking lot,this location would be at the western edge of the dãfined walking' ur"u centered on Brazenhead.Unfortunately, a surface lot at this location would onl no reserve capacity for future parking needs in the are where multiple levels, either above or below ground future parking requirements. Further study of alterna Street, Riverview Street, Bridge Street and the Scioto River) and design options should be considered,however, to adequately address the needs of the Old Dublin commercial area. - MS CONSULTANTS, INC. FEBRUARY ?2,2OOl PAGE 59 Restaurant-Related Parking Usage North (Weekend Study) of Bridge Street Øo() ru CL U' ct) =L Go- $-o Loct E z 120 115 110 105 100 95 90 85 80 75 70 65 60 55 50 45 40 35 30 25 20 15 10 5 0 Note: Brazenhead has no dedicated area (on-street or off-street) for parking. High St. Curb Parking @ Oscar's North St. Public parking Lot (NW - 7) Tucci's Restaurant (NW - 3 & 4) Public Parking Lot @ Tucci,s (NW - 2) Oscar's Restaurant (NE4) Occupied Spaces Unoccupied Spaces 8:00 PM 9:00 PM Time - Hour Starting 7:00 PM Print Date - 03/05/2000 5:00 PM 6:00 PM Figure 5.17 10:00 PM 11:00 PM LEGEND Project No. 06-268.210 10Oo/o PARKING DURATION FOR WEEKEND PARKING STUDY.TOTAL STUDYAREA 82Yo OF ALL VEHICLES OBSERVED IN THE STUDY AREA WERE PARKED FOR 3 HOURS OR LESS. 4 PARKTNG DURATTON (HRS) I PERCENTAGE -+. CUMULATIVE % 80% 90% 70% 2Oo/o UJo ã soo/o o É, IJJ o- 40% 30o/o 10o/o 0o/o Figure 5.18 03t02t2000 .).) PLOI SCAI coL ilt ^r tli\ \{ \{¿r4 I I I I I I I l INDIAN RUN cEvrtERy I I l +--------_-r \\ \__-----1 úoo.\o fr ffl,fr \ \ \ \ I ì ì I \ 1 LJ INDIAN RTJN ELEMENIARY NOTES: 1r ¡ffilneenEsENTS RESTAURANTs - WITH PARKING OEFICIENCIES (2) ---- DENOTES JOO. WALK|NG DISTANCE RADIUS rfl,-J \l211,tet\_-l rf-\tt Illtttl rt lrt ll lltl \tiìtl I \ rllrtì À\ \, F \ -'ì I) ---<..'.- ',$l ---fl -sjl a:t;;:i;a{Í 'r-'i/ e sP' -ti w .'í:;,1'-'" - Þ--I L-La\ LJ I r <É-5I \. iã sp.- _ {- I u--. ia--r L-¡ ã';J j-ij -1 'j- -l r<É -9\ -a sp, -(1 r--1) ì\! ,-) -:¿':4 ir\i ,/\Ir--J râlì"\ t qv,t-lo ì \iã'' se' \ì oll M -11 I r-1ìì t (- \)-1^ Il-+ ==-'=)' îT-'? 'i r-) lla- J4 ì I .-l::l\ n=J \I Èrr-l--;-Lt yt -,. L--\' ' înéå'--í-1 lìI l*/ \-- il%å. -r---'-L) ur) ìì -Ìtl r--t, r ! c='1 -l '"---J WALKING DISTANCE -FOR OLD DUBLIN AREA ENHANCEMENT STUDY OId Dablin Areø Enhøncement Stady Medians, Access & Pørking City of Dublin, Ohio Table 5.6 Parking Requirements for Land Uses with Parking Deficiencies Business Name Industry Suggested Parking Spaces Available On- Site Parking Spaces Other Available Parking Spaces* Net Deficiency in Parking SpacesI Oscar's 70 51 7 t2 Dom no's l2 6 0 6 Tucc S 70 I4 35 21 Donato's 50 t1 7 26 Biddie's 36 l0 9 l7 Brazenhead 80 0 6 74 Total 318 98 64 156 * Represents adjacent commercial on-street parking areas and Public Parking Lots in close proximity of the siteI Denotes number of additional parking spaces needed to satisfu demand Conclusions and Recommendations In reviewing the Old Dublin Area Plan, it was observed that recommendations were made to ease parking requirements in Old Dublin in order to promote redevelopment in the area. Given the current parking deficiencies at several food establishments, it is important to note that similar problems will occur in the future if steps are not taken to ensure adequate parking either on-site or in areas within reasonable walking distance of the desired destinations. The City has taken steps recently to provide public parking lots in Olã Dublin and discussigns are ongoing to potentially provide even more public parking; however,lhis parking study has revealed deficiencies that can only be corrected by providing additi,onal párking facilities, -b.yo.rã those already available. One possibility discussed in this study involves constructing a parkin g garage where parking lots NV/-9 and NW-10 currently exist to address existing as well as fuiure parking needs, although other viable alternatives do exist. To ensure that no existing parking areas are eiiminated, it is recommended that on-street (curb) parking be retained. Maintaining on-street parking is recommended dueto its current utilization in supporting the existing land uses in Old Dublin. Interactions between through vehicles and parked vehicles on High Street were not observed to be a problem, with the exception ãfperiodic stops by delivery vehicles throughout the study period. Better sìgning and striping of on-street parking, particularly where all-day parking is permitted, will, however, promote more effrcient use of on- street parking in Old Dublin. If parking problems do arise in the future, time restrictions, metered parking and increased enforcement can be implemented to better control the usage of on-street parking areas. Many of the existing off-street @a unstriped. Encouraging theitrþiñg o--^-r^^^Þ "^ ::1t,T-T_1l1,ln ouTt.ular, tuture parking facilities will alert motorists as tò where parking is permittèd. Byencouraging mixed-use developments as part of the redevelopment and revitaliiatior, ãf the Old Dublinarea' shared parking facilities could be constructed in the reai of many existing businesses. The City ofDublin may consider undertaking a joint venture with local businesses tã facilitate the construction of thesetypes of parking facilities. One improvement, mentioned previously in Section 4 of this report, involvesinterconnecting parking lots NE-3 and NE-4 for operationál considerations. In fact, this connection mayopen up additional parking facilities for use by restaurant patrons after the close of normal business hours. experiencing parking deficiencies (e.g., restaurants) ms can be expected to occur with respect to parking it is important to react to the current problems while types of shortages in the future. MS CONSULTANTS, INC. FEBRUARY ??, 2ooI PAGE 63 OId Dublin Areø Enhøncement Stady Mediøns, Access & Pørking City of Dublin, Ohio Section 6 - Conclusions and Recommendations This section of the Old Dublin Area Enhancement Study will briefly summarize the conclusions and recommendations developed for the five other major studies and analyses. A listing of the advantages and disadvantages for each preferred alternative or recommendation is provided as a justification. Medians on Bridge Street - Section l Preliminary alternatives, not selected, evaluated median improvements, from Frarfiz Road to the west approach to the Scioto River. Access at various existing locations including major driveways to the school facilities were evaluated for closed versus open access. A single typical widening section is not feasible since the Bridge Street corridor existing character and access was not uniform across the entire length. The resultant preferred altemative (as depicted in Figure 1.6, 1.10, and 1.11) provides for three (3) separate areas for enhancement. A summary of the advantages and disadvantages is listed below: Bridee Street Medians - Preferred Alternative Advantages + most aesthetically pleasing altemative + provides pedestrian haven west of High Street + improves circulation by requiring a bypass alternative + improves level of service at Bridge/High Street intersection Disadvantages - requires construction of bypass altemative - reduces access to established driveways - requires relocation of historic Blacksmith Shop The estimated construction, right-of-way, and utility cost of the preferred alternative is $2,512,000. Estimated construction cost with brick pavement is $3,171,000. Bypass Facility - Section 2 The foundation and justihcation for providing a bypass facility for West Bridge Street and North High Street is developed in the selection of the preferred alternative, summarized above and described in Section 1. Preliminary alternatives, not selected, evaluated various bypass alternatives involving the use of existing High School Road and connections of High School Road with a "New Street" located north of Franklin Street. The use of the High School Road as a bypass was found to be not feasible, due its remote distance from High Street, and the significant disruption to school activities and facilities. The resultant preferred alternative (as depicted in Figure 2.6) connector to be used as a convenient and safe bypass. Auxiliary for storage ofqueued vehicles. A summary of the advantages and disadvantages is listed below: Bypass Facility - Preferred Alternative Advontages + shortest most direct route + least cost + improved access for development north of Bridge Street + provides signalized access at both termini points provides for a two-lane, two-way local left turn lanes are provided where needed Disadvantages - requires removal of the building currently being used by Junior Village Daycare Facility - passes within close proximity of the Dublin Public Library The estimated construction, right-of-way, and utility cost of the preferred altemative is $3,181,000. Franklin Street Closure Feasibilin Studv - Section 3 A feasibility study was conducted to determine the advantages and disadvantages of closing access to and from Franklin Street at Bridge Street. M5 CONSULTANTS, INC. FEBRUARY ?2, ?Ool PAGE ô4 Old Dublin Areø Enhancement Study Mediøns, Access & Pørking City of Dublin, Ohio A summary of the advantages and disadvantages is listed below: Franklin Street Closure Advantages + if the preferred alternatives are constructed, signal operation would be less complex at New Street/Bridge Street Disadvantages degrades level of service at Bridge StreelHigh Street poses circulation and emergency access problems is not a positive step for future development in the area Old Dublin Parking Study The parking study concluded that the following actions are appropriate, based on data obtained during the weekday and weekend usage periods. The following items are recommended: - on-street parking should be retained as it exists today with striping of all-day curb parking stalls where applicable - improvements to off-street parking areas such as paving of gravel lots and striping are proposed for existing (where practical) and future facilities - shared parking facilities should be considered in the rear of existing businesses and as part of the redevelopment in Old Dublin - further study is recommended to determine the feasibility of constructing a new parking facility north of Bridse Street within the Old Dublin commercial districtBased upon the limited advantage for eliminating access to Franklin Street and perpetuate access, ms consultants therefore recommends that no reduction in the time. very strong reasons to access be made at this If the preferred alternatives are constructed as a result of this study and successful programming of improvements solved, a reduction in access for westbound to southbound tums should be made as indicated in Section 3. North High Street Operational Improvements - Section 4 The North High Street segment located between Bridge Street and New Street was analyzed for traffic and roadway improvements. A study was undertaken to determine the required northbound and southbound left turn storage lengths and what roadway improvements were needed to accommodate the storage lengths. It was determined that a uniform three-lane section should be constructed to allow the "back-to-back" storage of left tum traffic that turns east at Bridge Street and will turn west onto New Street. The resultant traffic lane arrangement should be sufficient to allow orderly traffic flow at either intersection. It is anticiptedthat improvements and construction of the intersection areaat North High Street & New Street would be enhanced by replacing the existing curbs, drainage, and pavement on North High Street southward to the intersection of Bridge Street. The existing parking along North High Street would be perpetuated. The estimated construction and utility cost of these improvements is $287,000. Estimated construction cost with brick pavement is $1,088,000. MS CONSULTANTS, INC. FEBRUARY ?2, ?OOI PAGE O5 OId Dublin Area Enhøncemenl Study Dublin, Ohio Appendix A Cost Estimates and Alternatives MS CONSULTANTS, INC, ,,\ONJS JN]þI]CNVHN] VSAV NNBNO üO Nngn] J0 ^Jl) 9"t fanilJ I-V xrpuoddv l\lLr--t .-J. I --1 I t\I ¡--r | \------. --l'---l I I I1 \\ -----'-'., r \ rf-' \ \ \ f--\\ \ \ 'r \\t \ì t I t--¿'r i \! \ ì ì __rì\1 ì \r\ \ ----L- ,,fi. ì \t\ I -L-' \ \ \--).t \--- --t--::---.------.1, \t \ l ,-'I \ \ _---' II ¡--- --'-',1- ì \ iI ìì t1\. il rì L________/-1 \ ì_f- \r rl l: L--------/-]ll r.t ¿--- |tt¿:tr, I lt ) :- , ill\l t1\- 1 I \ I I \ -)_J l--- f--rtlllt'ìlttt -.¡ -j=I \ \_ L (Ð \r\tllrt\ I I I 1.,, ¿ t, \ ,\ ì___r i I I J ¡lrl'r1'r \. l--..'¡ I l\,l\ t\\ L____JT1 I\ i i r t-I \ r,.--\I-ì r t I . r I t r t L- -=--'--- I I ì I : :)'-ä-\ \-' ¡::::::-¡t:1,, \-.--l t\\ì-lr \lJr I \ \ .4/\ \/ì/\ I I \ \ I I (/) tN('r À f\) \\\ ì I ì-r- - -': Ì r't\\\ \ t_lrl--l\ \l II t\ II [-l-'\ r\ri) ',1 ,''', .i ,nl/ '', ,i / ii \ i,,t \---- I r--i \ a---. (' ìr 'i-_l il i-i-r, \--l_ -)_--, L.==='-,t \ I I I I I Ir Iv---' _----1l\\-----'' ___r-l ,--i,=.{\ --)==-- \ ILl I f \ |r\i\ t tl \\ì i---rit\ I v:-) \r !\ \\ II I I I ,fJt\tttìtl _J I \\FTOG -ì )ll \rrì l\ l1 \\\ttltl 1rt\lr \,rlrl-)\ \ I \ -\ \ I \ tt\ \ v-- e- 1 \ t- t/ ¿r -Õ ,,- --\ I I I \ )-1. Ilt L- -- I t. 'i-' -l\t 'ldONVS'-nt---- I , l- 1 I-----\, ì-À--- 6ZUe? OIHO'Sngnn'Ioc'Gvou xcouHcs Iuz? SUSNNYTd A SUUSNIÐNS ÐNIJTNSNOC ----t l-- |---" 'l----f-=, ì-__-\ |u-"- -- --1-.---'--- ìr ---' I t---r lllI u--tI r--- | ---)l---:= .ir-r:lrr:lll\¡i ! L l----- t\tl I La-j ï--".=)=:-, L---- I '\ I \--="' I ---.;.--.--\ \I I \-----:: i Ð- o O ì t\ trr t,, o \-/ o tPLAYGROUND ---_I PLAYGR I I I -l -----t:\i I Í-- I I I I I \\- - PARK I NG IL-Lr--- ,-----=1llrlr-_-____ rj INDIAN RUN ELEMENTARY SCHOOL t- I I : B \\ I I I I I<'\/\/\\/\\,\/_-:- !I ¡:rtr Ir ARK 'lI 1. I t IrP I ìr-) 4 ItP/ It(rI ''iÊ'lr-< Ii¿.ìt- ì \ ì I I_¿1 vn .S a- rÑ: ¡ t.LIbÉ-l.r1l-t I t\ ìt- Jut cÈ¡ PB I NEW SCHOOL Il\- I _l Àl /ot/ai ØtOrT'orolrN Ðl\otÞloi l/ I I I ìtr- I -t- I ttt__J r---1tlrl'r-- fl'rli¡ I \-- -- Ii--l "g),l =' tl<-' zt-lrTr rÌl I ç È---t t\r-\'r¡\ I I I t i--r !____l - | I I I I \ I \ I \ I I I \ -\r-l I I ^ I t-1 ii '.ìr i fià$/ : f --l---rl \-__-, T------ a- \--_--til ..iÀ-- Appendix A-2 -/ -- ,// ?1nNttrtrR/ ' atrl,ttrTtrÞv// \ tr \ \____ _____J \-- ri--'r öilllìr1 It I Ì I t!ttjr l--rt CANOPY / '- ì ) PARK I IiIG .,\- \ \l , , ,, \q \---------1\ \ \" coNGRÉGArtBÌot \\ I '' ıuetrnt ì o-5/reet it BRIDGE STREET" AREA 2, ALT.#I CITY OF DUBLIN OLD DUBLIN AREA ENHANCEMENT STUDY CONSULTING ENGINEERS & PLANNERS 2221 SCHROCK ROAD, COLUMBUS, OHIO 43229 ) r^\ rl ) J l___-.1 I I I I I \ // I I I) ï rit:lr_ II I I + I I I-7 - P- l i I 1l ti \ \ \ c) æ (A + \ zl--l Im; ml< r-- ¡f. i--t L.r -r\\\ \ \\ \ ,tt" .1,'p toNEER ii CEÌüETERY Appendix A-3 t__J l----l Med i on breok Med Ì cn breck Med i cn breck \r--1 \ttrll 'tt 'ri lill rl r¡t1 Õ l¡ ÞL' bus entry i nfo bus exit from bus entry i nto il r____j '---r --l ---t l'- west schoo I west schoo I ecst schoo I "-Fñ,fiikfi€* 11 nr o Øo to occommodcte to cccommodcte to cccommodote entronce ex i t en rrcnce I I I I I ol r,rnuÈÞì-- |DLÊAVnE{\)- ¡ -----l I Iz\l t: \- ,i 1.. I i r--- --rli ii; ili I li/ r'.. i L I!y.. l-rli couRrsli i ili ì ii! t ". i i i iiìt ii i ) I iI¡ \i/---) ". l.u, i.^ I L--!l--- Ir¡a'LtrlL:/lliit------'- \J - | I r_____.ì.1 __lJ I , ' r,r,\ ,- I i I i'-' TNDIAN RuN ELEMENTARY scHooLt\ll ,/', D^Du rñrô i \sELLS i ii í t pARKTNG / \ i t lr_ùi-o-o-Li i ' \ I \,1 r | , ISCHOOL I \l v't. I I I I Iit I rr !ì. I tl i;r il I I r¡ l\-- - -l I | ,, I ,' I t ,' i ,--) ll l'\----- r I./'. ! r '-, i I ]l ! -..i__'.. 1 | t I ------.r I r , | \ I /rtl I '.1::j €t r-aç F IGU RE 1.9 CITY OF DUBLIN OLD DUBLIN AREA ENHANCEMENT STUDY CONSULTING ENGINEERS & PLANNERS 2P21 SCHROCK ROAD, COLUMBUS, OHTO 43229 I -\ o ,.) \\ Ir \i \\\l\\)t\ '*-r ', --- L- c) O- (. o I ol-() ( -) I \ I ( r^J\\\ \'i .. -r^-- ìl^r.-,' : "-.{' ---l I /,\ .. ti r' " /; \,//'/..Ç---', lil-<l--_./:_\_/./ ^ .'.'r, I I -- | --\ 1,. -\-./ , -4'.' \, \, I I I -\-t \ r1^ -t\\--,/^(a ., '\ì,L--' L---r-'--r -Ë;,--] i-:l--- j i,i ! t' -år.o.r!*{ ,q--/ I I i t-j ..,^"ì;:,----/ l-----------:--:=-{ irl--Jtl \ I i-"--i 'l---l ____t- -r-^*ilt* - t- \ tt Iù ìi I 'I t) t', \ \ \ l 1. T t \ C ¿t¡ r"-> E.c, Èt., \ \\\ \.rtr \r,\ t I \\"-\ \ t-:. t1_, ¿-:-> -i, c' \---?'\rv ---'-l \i-t \i:--n ''---'"t^ \\_fr\ , \ \\;;-,'' ; \ \ \'(-^ ')) \ ' \. ì'þ'\0 \ \, \ \_ --\ -l r-l I\ I Lr \\\i\, Appendix A-4 /rt "t*'tn'll \'\ ìtri li \ì \'\n-,-_----t=-----I li I \'-===r "', I it li i/ \t__ ':nidfl;til i*Jtl ir; Iti tlt:-/ ; -t I I _i ),--.- t-¿/-/,¿ BYPASS ALTERNATIVE #I CITY OF DUBLIN OLD DUBuN AREA ENHANCEMENT STUDY I I r--l 'l I tt I CONSULTING ENGINEERS & PLANNERS 2221 SCHROCK ROAD, COLUMBUS, OHIO 43229 ) L- c) a-r (, o_.o O-() ( -) t \ ) I I \ a^ J \\\ \ \ \ \ \ \ :\ :rl--JII t----ì-- -r - - ¡--l---'1 JL -;^il,*-l __rì --t----l I ___-J ---l/ ,:,), t,/ ,r^^ut1: \¡ '. \- - vâ,' /r' 'r r.r'- _) --- i_j_,_- j L-l-l-, /1.-:'i l"l i(" '\\ 'ot-,-j i-----Jjl ,\J ''¿'\t \ \ /v/ \ \ .--'\,&' ¡ t { I I BLEACHER ¡l tl Lrtl t - -.1 aLeacrÊÈ-r tl '1 -----ì\},\r -\ ù\l I ìr \ r, 4Þ r'> rÌ' "-' '-\\ \ ì\\ t',t-- ----\-,:fr\-\ '- ' ,-{ í---\ \\ -ì-+ ,'Ë \ \ \Ït r--,-ì¡¡11 .-[ --! L--l i-L-- ãjI z.) -'--'| \'-[ \\\ l-ìtì ll f-i-----r------.jti il- ìr I r '---Í lt -.--^ i! r¡ I I I ¡l¡ couñrs il; liti ir L-)t.. i I r rirr 1r----\\\^. ' I r I I 'l --\^iì I I I :tl,--------1 itrt-t:t '\- i i" i L I'i PAR(rNc i /' ../' t I I I '------') /1lr¡l< ./. ---: t--.L--)-r I -l i2 ,/'i i t, .l=t-t rli I I LJ aa-- jì V\,\ ' \\ \l '¡)r Appendix A-5 LJ" I \i.-'--{: '-r, =L--ft-ç----ol \ I f,-t o =Y-- \_-- - ---------ttlttl1t\ I r-- z-t-/a-f/ 'l û I/lr ;ilr ; __J tl ¡ T!t¡ I :_-/ ; -l CITY OF DUBLIN OLD DUBLIN AREA ENHANCEMENT STUDY BYPASS ALTERNATIVE #2 F IGU RE 2"5 t_ Iu I CONSULTING ENGINEERS & PLANNERS 2221 SCHROCK ROAD, COLUMBUS, OHIO 43229 \ -t Old Dublin Area Enhancement Study Preliminary Gost Estimate Medians on Br¡dge Street Preferred Alternative 203 Excavation Not lncluding Embankment Construction Embankment Proof Rolling Subgrade Compaction Pavement Plan¡ng Full Depth Pavement Sawing (ODOï) Bitum¡nous Aggregate Base (6") Aggregate Base (6") Asphalt Concrete (1 l/2") Asphalt Concrete (1 1/2") Tack Coat (0 15 GAL./S.Y.) 4" Pipe Underdra¡n Brick Pavers on Concrete Bed Curb Ramps Combination Curb & Gutter Curb, Type 6 Curb & Gutter lnlet Manhole, Type C Standard Catch Basin 12" Conduit, Type 1 Bedding 18" Condu¡t, Type I Bedding Topsoil Furnished and Placed Seeding & Mulchìng Sodd¡ng Trees Removal ltems 1 650 I 500 2 2550 9900 7600 5AZ 352 602 I 850 4050 22500 4050 3500 22 12 12 810 2100 325 I 500 8700 220 N/A CU. YD. CU. YD HOUR SQ. YD. SQ. YD. LIN. FT CU YD. CU. YD. CU. YD. CU YD. LIN FT EACH LIN FT. LIN FT. EACH EACH LIN FT. LIN, FT. CU. YD SQ. YD. SQ. YO. EACH N/A $7.1 5 $5.85 $175.50 tr 1ô $1.95 $2 95 $71 50 $36 40 $1 30.00 $1 17.00 $1.30 $15.60 $1 95 00 $17 55 s16 25 $3,250 00 $1,950 00 $2,600.00 ùJJ IC $48.75 $24 70 $0 75 c7 là $390 00 VARIES 203 203 254 255 301 402 404 407 605 SPECIAL Þu0 604 901 Þc9 202 $8,775 c?çr eî ?l< $19,305 $22,420 $25,1 68 $12,813 $78,260 $70,434 $2,405 $23,693 $351,000 $5,070 $71,078 $56,87s $7r,500 $23,400 931,200 $26,852 $1 02,375 $8,028 $1,1 25 $62,205 $8s,800 s54.500 Appendix A-6 Br¡dgest xls Old Dublin Area Enhancement Study Preliminary Cost Estimate: Bypass Fac¡lity Preferred Alternative 203 Excåvalion Not lncluding Emþankment c 2O3 Embankment 1400 10?o 2 2900 345 510 510 165 165 ¿ó) 2320 't '1600 o 2430 '12 o o 1200 '1090 1 810 58 N/A CU. YD. CU YD. HOUR SQ. YD, SQ.YD. CU. YD. CU, YD. CU YD CU. YD LIN FT. EACH LIN, FT. EACH EACH LIN. FT. LIN FT $7 15 $s 85 $175 50 ql 1ñ $1 95 $71.50 s36 40 $130.00 $11700 $1 30 $15 60 $1 95.00 $17 5s $3,250.00 $1,950 00 $2,600 00 $33 f5 $48 75 $0.7s e7 aà $390.00 VARIES 203 203 2U 30'l 304 402 404 Proof Rolling Subgrade Compacl¡on Pavement Planing Bituminous Aggregate Base (6") Aggregate Base (6") Asphatt Conqete (1 1/2") Asphalt Concrete (1 1/2") Tack Coat (0 10 GAL./S Y ) 4" Pipe Underdrain605 SPECIAL Brick Pavers on Concrete Bed608 Curb RamDs609 Comb¡nation Curb & Gutler 604 604 90't 901 Curb & Gutter lnlet Manhole, Type C Standard Catch Basin 12" Conduit, Type 'l Bedding 18" ConduÌt, Type 1 Bedding Seed¡ng & Mulching Sodding Trees Removal ltems 659 SQ YD SQ YD oot EACH $ 0 010 $5,967 $351 $3,770 936,465 $1 8,564 $21,450 $'19,305 $371 $13,572 $180,960 $1 ,1 70 942,647 $39,000 $11,700 $1 5,600 $4,973 $58,500 $818 $12,942 922,620 $48,500 203 203 255 301 304 402 404 ana Þ3Y Excavation Nol lncluding Embankment Construction 50 CU YD. $7.15Embankmenl 14O CU. YO. $5.85 Full Depth Pavement Sawing (ODOT) 175 LlN. FT. $2.95 Bitum¡nous Aggregate Base (6") 20 CU. YD. $71.50 Aggregate Base (6") 20 CU YO. $36 40 Asphaltconcrete(l 1/2") 5 CU.YD. $130.00 Asphaltconcrete(l 1/2") 5 CU YD. $117.00 Combinat¡on Curb & Gutter 17O LIN FT. $17 55 Seeding and Mulch¡ng 77 SQ. YD. $0.75 202 Removal ltems N/A N/A VARIES $819 $s16 $1,430 $728 $650 $585 $2,984 e<e $2,500 New Signal (at Bridge Street) 1 EACH $156,000 00 New S¡gnal (at High Slreet) 1 EACH $156,000.00 Pavement Markinqs and Sionaoe I EACH $16 875 OO $156,000 $1 56,000 $16.875 Additional R¡ghþof-Way Required 58500 SQ. FT. $10 00 Build¡ng removal I EACH $0.00 Ulilities (New Street) N/A N/A VARIES Utilities (Drop Right Lane) N/A N/A VARTES Utilities (Parking Lot Extension) N/A N/A VARTES Utilities ([il¡nor Wdenino) N/A N/A VARIES $585,000 $900,000 $16,600 $2,000 $1,300 $2,000 203 203 255 301 304 402 404 609 ÞcY Excavation Nol lncluding Embankment C 175 CU YD. $7.15Embankment 25 CU YD. $5.85 Full Depth Pâvement Sawing (ODOT) 270 LIN FT. $2.95 Bituminous Aggregate Base (6") 70 CU. YD. $71.50 Aggregate Base (6") 70 CU. YD. $36 40 Asphaltconcrete(1 1/2") 18 CU.YD. $130.00 Asphaltconcrete(l 1/2") 18 CU.YD. $117.00 Combinalion Curb & Gutter 27o LlN. FT. $17 55 Seeding and Mulch¡ng 12O SQ YD. $0.75 2O2 Removal ltems N/A N/A VARIES $1,251 $146 q707 $5,005 $2,548 $2,340 $2,1 06 $4,739 $90 $2,500 2OZ Pavement Removed 215 SQ YD. $7.80203 Excâvalion Not lncluding Embankment C 100 CU. YD. $7.15203 Embankment 2500 CU. YD. $5.85255 Full Depth Pavement Saw¡ng (ODOT) 80 LlN. FT. $2.95301 Bituminous Aggregate Base (6") 63 CU YD. $71.50304 Aggregate Base (6") 63 CU YD $36.40402 Asphatt concrete (1 'f /2") 17 CU. YD. $130.00404 Asphalt Concrele (1 1/2") '17 CU. YD. $117 00 653 Topsoil Fumished and Placed 72 CU YD. $24.70659 Seeding and Mulching 1700 SQ. YD. $0.75 Appendlx A-7 NEWSflb xls Old Dublin Area Enhancement Study Preliminary High Street Cost Estimate lmprovements 254 Pavement Planing 2650 SQ. YD. $1.95402 Asphalt Concrete ('l 112") 1 10 CU. YD. $130.00404 Asphalt Goncrete ('l 112", '110 CU. YD. $117.00605 4" Pipe Underdrain 1000 LlN. FT. $5.85608 Curb Ramps 20 EACH $195.00609 Combination Curb & Gutter 1000 LlN. FT. $17.55 SPECIAL Brick Pavers with Concrete Bed 5000 SQ. FT. $16.50 604 Curb & Gutter lnlet 4 EACH $3,250.00 604 Manhole, Type C 2 EACH $1,950.00901 18" Conduit, Type 1 Bedding 660 LlN. FT. $48.75901 12" Conduit, Type 1 Bedding 75 LlN. FT. $33.15 660 Sodding 778 SQ. YD. $7.15661 Trees 26 EACH $390.00 202 Removalltems N/A N/A VARIES $5,168 $14,300 $12,870 $5,850 $3,900 $17,550 $82,500 $13,000 $3,900 $32,17s $2,486 $5,563 $10,140 $2,600 No Additional Right-of-Way Required Utilities N/A N/A VARIES Appendix A-8 Highst.xls Old Dublin Enhancement Study 203 203 203 203 Excavation Not lncluding Embankment Construction Embankment Proof Rolling Subgrade Compaction Bituminous Aggregate Base (6") Aggregate Base (6") Asphalt Concrete (1 112") Asphalt Goncrete (1 112") Tack Coat (0.10 GAL./S.Y.) 4" Pipe Underdrain Brick Pavers on Concrete Bed Curb Ramps Combination Curb & Gutter Curb & Gutter lnlet Manhole, Type C Standard Catch Basin 12" Conduit, Type 1 Bedding 18" Conduit, Type I Bedding Seeding & Mulching Sodding Trees Removalltems Utilities 1.216 0.855 0.001 2.500 0.432 0.432 0.'130 0.1 30 0.245 2.000 10.000 0.007 2.000 0.013 0.005 0.005 0.1 40 1.037 0.915 1.556 0.050 CU. YD CU. YD HOUR SQ. YD CU. YD CU. YD CU. YD CU. YD GAL. LIN FT. SQ. FT. EACH LIN. FT EACH EACH EACH LIN. FT LIN. FT SQ. YD SQ. YD EACH $7.1 5 $5.85 $175.50 $1.30 $71.50 $36.40 $130.00 $117.00 $1.30 $5.85 $15.60 $195.00 $17.55 $3,250.00 $1,950.00 $2,600.00 $33.1 5 $48.75 $0.75 $7.1 5 $390.00 VARIES VARIES 301 304 402 404 407 605 SPECIAL 608 609 604 604 604 901 901 659 660 661 N/A N/A N/A N/A $8.69 $5.00 $0.1 B $3.25 $30.89 $15.72 $16.90 $15.21 $0.32 $11.70 $156.00 $1.37 $35.r0 $42.25 $e.75 $13.00 $4.64 $50.55 $0.69 $1 1.13 $19.50 $50.00 $14.00 $515.83 820 Appendix A-9 Newstrt2.xls Old Dublin Enhancement Study 203 Excavation Not lncluding Embankment Construction Embankment Proof Rolling Subgrade Compaction Bituminous Aggregate Base (6") Aggregate Base (6") Asphalt Concrete (1 112") Asphalt Concrete (1 112") Tack Coat (0.10 GAL./S.Y.) 1.148 0.902 0.001 2.500 0.432 0.432 0.1 30 0.1 30 0.245 2.000 10.000 0.004 2.000 0.012 0.003 0.003 0.148 1.066 0.902 1.556 0.050 N/A N/A CU. YD CU. YD HOUR SQ. YD CU. YD CU. YD CU. YD CU. YD GAL. LIN FT. SQ. FT. EACH LIN. FT. EACH EACH EACH LIN. FT. LIN. FT. SQ. YD. SQ. YD. EACH N/A N/A $7.1 5 $5.85 $175.50 $1.30 $71.50 $36.40 $130.00 $117.00 $1.30 $2.85 $15.60 $195.00 $17.55 $3,250.00 $1,950.00 $2,600.00 $33.1 5 $48.75 $0.75 $7.1 5 $390.00 VARIES VARIES 203 203 203 301 304 402 404 407 605 4" Pipe Underdrain SPECIAL Brick Pavers on Concrete Bed 608 Curb Ramps 609 Combination Curb & Gutter 604 Curb & Gutter lnlet Manhole, Type C Standard Catch Basin 12" Conduit, Type 1 Bedding 18" Conduit, Type 1 Bedding Seeding & Mulching Sodding Trees Removalltems Utilities 604 604 901 901 659 660 661 $8.21 $5.28 $0.1 I $3.2s $30.8e $15.72 $16.90 $15.21 $0.32 $5.70 $156.00 $0.78 $3s.1 0 $39.00 $5.85 $7.80 $4.91 $51.97 $0.68 $1 1.13 $1e.50 $16.50 $13.00 $463.86 1220 Appendix A-10 Hsroad2.xls Old Dublin Enhancement Study 203 Excavation Not lncluding Embankment Construction 203 Embankment 203 Proof Rolling 203 Subgrade Compaction 255 Full Depth Pavement Sawing (ODOT) 301 Bituminous Aggregate Base (6") 304 Aggregate Base (6") 402 Asphalt Concrete (1 112") 404 Asphalt Concrete (1 112") 407 Tack Coat (0.15 GAL./S.Y.) 605 4" Pipe Underdrain 609 Combination Curb & Gutter 0.650 0.450 0.001 1.000 0.090 0.090 0.025 0.025 0.367 1.000 1.000 0.006 0.002 0.002 0.200 1.200 0.450 0.778 0.052 N/A N/A CU. YD CU. YD HOUR SQ. YD Lin. Ft. CU. YD CU. YD CU. YD CU. YD GAL. LIN FT. LIN. FT EACH EACH EACH LIN. FT LIN. FT SQ. YD SQ. YD EACH N/A N/A $7.1 5 $5.85 $175.50 $1.30 $2.95 $71.50 $36.40 $130.00 $1 17.00 $1.30 $5.8s $17.55 $3,250.00 $1,950.00 $2,600.00 $33.1 5 $48.75 $0.75 $7.1 5 $390.00 VARIES VARIES 604 604 604 901 901 Curb & Gutter lnlet Manhole, Type C Standard Catch Basin 12" Conduit, Type 1 Bedding 18" Conduit, Type 1 Bedding 659 Seeding & Mulching 660 Sodding 661 Trees 202 Removal ltems Utilities $4.65 $2.63 $0.18 $0.00 $2.95 $6.44 $3.28 $3.25 $2.93 $0.48 $5.85 $17.55 $19.50 $3.90 $5.20 $6.63 $58.50 $0.34 $5.56 $20.28 $26.00 $21.00 $217.08 500 Appendix A-11 Hsroadl.xls Old Dublin Area Enhancement Study SPECIAL 203 203 203 Brick Pavers with 8" Concrete Base and 6" Aggregate Base Excavation Not lncludino Embankment Construction Proof Rolling Subgrade Compaction 40500 2300 2 4500 SQ. FT. CU. YD. HOUR SO. YD. $21.00 $7.1 5 $175.50 $1.30 $850,500 $16,445 $351 $5,850 254 255 301 304 402 402 407 Pavement Planing Full Depth Pavement Sawing (ODOT) Bituminous Aggregate Base (6") Aggregate Base (6") Asphalt Concrete (1 112") Asphalt Concrete (1 112") Tack Coat (0.15 GAL/S.Y.) 9900 1 700 352 352 602 602 1 850 SQ. YD LIN. FT CU. YD CU. YD CU. YD CU. YD GAL. $1.e5 $2.95 $71.50 $36.40 $130.00 $117.00 $1.30 $19,305 $5,015 $25,168 $12,813 $78,260 $70,434 $2,405 Appendix A-12 Brckbrdg.xls Old Dublin Area Enhancement Study SPECIAL 203 203 203 Brick Pavers with 8" Concrete Base and 6" Aggregate Base Excavation Not lncluding Embankment Construction Proof Rolling Subgrade Compaction 38720 1 800 1.5 4303 SQ. FT. CU. YD. HOUR SQ. YD. $21.00 $7.1 5 $175.50 $1.30 $81 3,1 20 $12,870 $263 $5,594 Pavement Planing Asphalt Concrete ('l 112') Asphalt Concrete (1 112") 2650 110 110 SQ. YD. CU. YD. CU. YD. $1.95 $130.00 $117.00 $0 $14,300 $12,870 Appendix A-13 Brckhigh.xls OId Dublín Area Enhancetnent Study Dublin, Ohio Appendix B Traffic Data and Analyses MS CONSULTANTS, INC. Old Dublin Arm Enhøncement Study Trffic Counts MS CONSULTANTS. INC. rR,lFtlc EllclllEERlNG SERVlcEs ltlc' 3Oll ¡ErilEt no^D' Su¡ÎE 204 cotwgus, oll (.3220 Hovement I lllgh st. llor thbound Slte coda : 00000161 stort Dotc: 07ll5l97 Flle t.D. : BRIDGE Pogo : I 3011 BEfilEL R040, SUIIE 204 COLIIIBUS, Oll t3220 TRAFFTC E¡IG¡NEERIIIG SERVICES INC. Site Code : 01014981 start Dâte: 10111/98 Fi te l.D. : H¡BRlPl'l Page : I lligh st- Northbotrrd lliqhl Sl - soillhbotrìd Brldge St. Uostbotrd High st. Southbound 161 3.9r. 14.52 Bridge St. Uestbourd Brídge St. E ns tbourxj 4ZO 974 137 0 232 219 51 10.1223.5r. 3.3'A O.l't 5.67. 5-37. 1.21' 36.92 12.1v. Bridge st. Eastbound 0 15 130? 196 0 4147 2 t lts 0.oz .47" 31 .17. 4-7/. 0.07. 0.02100.02 36.5/. 1.Or. 86.1^A 13-O% O.Or. Slnr I I tFê- . nght ur''-u..-Lslt ---------Beb! l!¡g_.'rejr- ' ''- '-lsb! ¡b'lg--L-e-l't - ' ' ' ---&sl!!--lllu-.L!-tt -- ----- !-olot- t:oonrn t6 s _-ãi----- ll 15i--" 't0- 12 "'l--_ - 4 121 lo Jo¿' 7: 15 96 16 61 36 218 l0 tB 16 5 5 212 Jl lûû 7:3rr ro.t ?2 lg 39 ¿7t' 2-6 23 12 10 ? 22O 36 846 f :ts. . . -92-. --.49-_-98.- tt, tlþ-.-!!..-_-.---l!-11"--'10'-' -"---.::'---Z?L---tl--- ' -' "-268 " rfour rotnt rt/ et -iót-- iro eei-ìl-7 0l 1¿"-- n- 15 7no t16 so62 fr:n0ntn 86 J5 9t 59 3lS t'l 20 27 l1 5 llt' Jl 908 n:r!- ..- .--.-/o ?1 19J---+1 ?+e i tg-J6t'----21- 77', rornr 15ó t, 1;i 10à sd|il !3 16 'zo 'lt 3/'6 50 ló01 tert 5:O0pm 27 !5 7t I 90 246 31 O 51 5S 15 O 5 3t7 5? 0 1004 I 1003 5:15 4t, 11 66 O 97 253 ¡.2 O T3 57 13 0 4 323 44 0 1057 0 1057 5:30 t6457809522628o5t+5170 4 335 53 0 1012 0 1012 S;4, St ZT ß 1 138 219 33 O 51 53 16 o 2 327 t7 o 1074 11oT3 *r. lot"t lót . 148 ?90 2 420 g7t 137 0 232 219 51 0 15 1302 19ó 0 1117 2 4145 rir Breaf, trt --------- rand , of Total pprch Z , of Apprch Hovement 1 148 290 2 t.67. 7.O/. O.O% 26.8/. 24.6/. 18.37.27.42 63.67. 8-9y 0.02 t6.?7.43.6/. 10.?/- 0-OX,-3r. I f: r0 r,7 t5 78 66 17?- 28 34 20 17 i'- 286 t'6 821 tlzl-s--. --.-Éq-tr 63 óB te! -29-------L3 8 1t tt 219 - 53 -'-qe0 -lrorrr rotnl 107 26 1I,l 134 16l t'B 67 7s za 29 ss6 99 16t',1 I 2eo I I I I I ó01 835 1436 6l (r5 79 7-0 6(t rl7- I Hish st. I?l 1ó1 | 1481IlltllI 'l II ,l I I I I lnbound Tota t l7 : lll\ nr l2: 15 ra:J0 l?:h5 -Itorrr lottrl 1,9 17 h96 hh tJ 34 1t to 'll 35 25 20? ?60 271 ¿) 2f 26 J00 /rB 296 h6 271 48 ßt7 9t0 923 196 2',t9 t20 835 48 ?Z 85 t90 30 l0! 919__ -- loutbourìd 118ó 974 l6lt¡:!o 6t, lB 57 69 296 20 J0 24 10 S 29fJ 60 95tt ..a217----,._..L|.-z-?l-Jo---J3_--3,L55--._.--w?-[our f arnl I rr 50 lzt 112 !!5 t'l 6n "n-20 21 64f lts f 9ló 1007. 1028 992 ._ -.?q8l??0 I 5B9l¡ 5:00¡m 41 t¿ 60 75 2g8 26 23 ?'tt 5 1 364 5J 5: t5 lJ r8 S0 130 2tt6 l0 29 33 9 5 390 55 5rJ0 trt 29 â¿ t03 2n2 ?O ?5 43 9 2 376 t'7 . l:-4-5--. .- ..-.-x.--. -16- 67 s1 .?2t 20 --.-?5--¡g-- !? - - - -------J--- 1þ8---'!7 '-" {oür rotnt 14t t t5 -it 1o2 looz- 96 toa 138 3s 11 l/'90 2o2 Grîlrl 152 6954 771 1.02 51.21 t,.92 3f.o7. 2.62 Itî.?7. 13-?-7^ Brldge St. 19ó lrùowd 1513 -outboufd 1186 1302 lotat 2699 974 lnbow¡d 153t outbot¡nd 1824 137 10tât 3355 290 1302 1824 232 Bridge St. Z ol lolnl 6.7X ,\jrf)r eh 7 l7.tL 7 of ¡pr ch J8.77. ltt5 lJ02 ¿.t7. B.2Z th.O7. t,7.3/. ll88 ¿r503 7.5t ?8.32 38 .92 19.?/,72.-82 h96 t.1z B.Or. 47n 48 176 3-O7.2.7/. 1-17" 6.87. 4n.27.39.4r' 16.t7"I nbound outbourd lota I 502 300 802 51 I 21e I I2321 o TIIIIFlr[. ll Íl I'T 137 148 15I =====I ¡oo I Histr st. F [t [ frfrPY B t1 il l0 ¿3 IB t 1 Comment Raw (unfactored) count data ms consultants, inc. 7221 Schrock Road Columbus, OH 43229-1 547 Phone (614) 898-7100 Fax (614) 898-7570 't143 43.8 File Name : 16lfrank Site Code :06268210 Start Date .120711999 Page No :1 Grand Total Apprch 7o Total % 0 00 00 2 0.2 0.1 114',1 99.8 43.8 20313361 0.0 93.9 o 1 0.0 1.2 1.3 4 o3 o2 0 00 00 1428 99.7 54.8 1432 54.9 2608 Printed-Cars - Commercial Vehicles sR 161 (BRTDGE ST.) Westbound FRANKLIN ST. Northbound sR 16't (BR|DGE ST.) Eastbound Start Time Lefi Thru Right App. Total Left Thru Right App. Total Left Thru R ght App. Total lnt. Total Factor 10 1.0 10 10 10 10 10 10 10 o 282 0 282I 300 0 3011 251 0 252 05:15 PM 05:30 PM 05:45 PM 004420111300880088 0 389 't 390o 326 I 3270 359 1 3600 354 1 355 62. 669 615 1143 0 33231 0l JIL t- 260¡- 63O- É¿o I I I I Jlt <- lãlr- 380aat'::rrr¡¡rrrriJ II II II II II IT II EI a0r280=r3o-l,11f BR8 NJS(Xl-r70a FF JI -.Jìl 8E JI ql 30 11 EF 330 -Jf30 ìr 8F Site Site 8& JI EN JT NA t0 ¿I 11 FF ¡xq -tlGOa 11 ÉF r'c"'È al 1Ê 150 600 140 iii <.q.I fr 4lãl ãlÈt u)t Eol f \1f 388 Street 90 750 10 J --¡ \1f 161/US 33)1Sn totlus ss¡e39 AM PE.AK HOUR PM PEAK HOUR .Êgl t CARDilAL TGALTH SOUTH CÂIiPtÊ D(-BI¡( O+TO FIGURE 6R.2 PROJECTED TOTAL YEAR 2O2O TRAFFIC \IOLUMES (CARDINAL HEALTH @ 3f 7,000 sf) BARION.ASCHMAN ASSOCIATES, INC. OF OHIO PARSONS TRANSPORTATION GROUP OId Dublín Area Enhuncement Study Dublin, Ohio Highway Cøpacity Analys es MS CONSULTANTS, INC. OId Dublin Area Enhøncement Study Medians on Bridge Street Bridge/High Inters ection MS CONSULTANTS, INC, HCM: SIGNALIZED I}IIIERSECTION SUMMARY Version 2.49 MS Consultants, Inc. 09-02-1-999 HCM: SIGNALIZED IMTERSECTTON SUMMARY VeTsion 2.4g MS Consultants, Inc.1,2-L3-1,ggg ;;-;iı=;;: == == == == = = ======= = e Name: 1-998EXPM.HC9 -99 PM Peak ::g=g::i::3== Southl¡oundLTR t-1290 L48 t6r0.90 0.90 0.90 L1_.0 11 .0 0222NN (Y/N) N33 03.00 3 .00 3.00 Streets: (E-W) Bridge St - (SR 161-) Analyst: AGG Area Tlpe: Other (N-s) uigh St. FiIe Name : l-997EXAIv1.Hc9 9-L-99 AM Peak Streets: (E-Vl) Bridge St. (SR 161)Analyst: AGG Area T)pe: Other EastboundLTR ( trt-Fil 9-LComment: 1997 (raw) traffic count - 7:30 - B:30 AM, exist ïg=3::i:::I== South-bound Cormnent: L998 (raw) traf f ic count - 5:00 - 6:00 pM, exist Eastbound IJTR 1 2 < 0 r25 795 19 0.90 0.90 0.90 11.0 11.0 0 222 NN (Y/N) N33 3 .00 3 . 00 0 3.00 hlestbound IJTR NorthboundLTR L 1 367 0.90 11. 0 2 N (Y/N) 3 3 .00 TR <0 L23 341- 0.90 0.90 11.0 0 2 N N 3 3.00 WestboundLTR 12137 974 420 0.90 0.90 0.90L1.0 11_.0 0222NN 0 0(Y/N) N33 0 3 .00 3 .00 3 .00 NorthboundLTR L15L 21,9 232 0.90 0.90 0 .9011.0 1_1_.0 0222NN 0 0(Y/N) N33 0 3 .00 3 .00 3 .00 No. Lanes Volumes PHF or PK15 Lane W (ft) Grade ? Heavy Veh Parking Bus St.ops Con. Peds Ped ButtonArr T)æe RTOR Vols Lost Time Prop, ShareProp. Prot- 12< L44 L203 0.90 0.9011.0 11.0 022 NN (Y/N) N 33 3.00 3.00 1_1 40 7L 0.90 0.90 11.0 11.0 0 22 NN (Y/N) N 33 3.00 3.00 No. Lanes Volumes PHF or PK15 Lane Vû (ft) Grade ? Heawy Veh Parking Bus Stops Con. Peds Ped ButEonArr Type RTOR Vols Lost TimeProp. ShareProp. Prot. 1_ 2 < 0t96 1_302 t-5 0.90 0.90 0.90 1r_.0 11.0 0222NN 0 0(Y/N) N33 03.00 3.00 3.00 0 18s 0.90 2 0 3.00 0 84 0. 90 2 0 3.00 0 3 - 00 0 0 0 0 0 0 0 0 0 0 Signal 3 operations Signal23* * * * * * Opera 4 IONSPhase CombinationEB LefT Thru Righr Peds WB Left Thru Right. PedsNB RightSB Right Green Yellow/aR CycJ-e Length: 2* * * 4 * * * 10.0À' 52.0As.0 5 .0 1,20 secs Phase combinat NB LCfT Thru night Peds sB Left * Thru * night * Peds EB night !{B Right Green 18.0.A. vellow/aR s. o on order: #1 #z Phase Combination 1 *EB Left Thru Right Peds WB Left Thru Righr PedsNB Right SB Right Green Yel1ow/AR Cyc1e Length: 7.0A 49.0A5.0 5.0 120 secs Phase combinat. 1 * 6 x * * * * * 20.0A 5.0 #s #e 6 * * * * * * * * * NB LefT Thru Righr Peds SB Left Thrrr Right PedsEB RightwB Righr Green YelIow/AR on order: 1-4.0A 30 .0A5.0 5.0#r #z #s #6 Lane Mrrmts EBL TR VüB L TR NBL TR SBL TR rntersection Performance Summary Group: Adj Sat. v/c s/cCap Fl-ow Rat j-o Ratio Delay LOS Approach:Delay LOS 20.5 c L6.9 EB 4I-4 35 .330.7 D51.3 E 39.8 D SB30.7 D I-,ane Group:Mvmts Cap Intersection Performance SunrnaryAdj Sat Flow v/c s/cRatio Ratio De1ay LOS Approach:Delay LOS Intersection DeÌay = 34.0 sec/veh Intersect.ion LOS = D WB fntersection Delay = * (sec/veh) ß/C)* 1v/c) is great,er than one. Calculat,ion of 23L ]-7]-].o.602 0.5750.588 0.450 0.675 0.57sr-020 0.4500.733 0.183 o .s67 0.183 0. 983 0.375 0. Bs9 0.375 1615 237 1588 60 303 4]-5 601 3589 LTII 3529 327 1655 1,7LL ]-602 188 r528 188 L46L L67 443 288 705 rTtt 359s 1,7lL 343 I 627 L662 1,7lL 1660 L6.4 C 19.s C 43.5 E 53.1 E L TR L TR L TR L TR NB 1.160 0 .525l_.006 0 -4250.809 0 .52s1.113 0 .425 0 .341 0 .267 1. L31 0 .2671.1_18 0 .4250.486 0 .425 * 4t 34 * 23 * * L6 .3 .3 .4 .6 ** E_D* *c** ** cInt,ersection LOS = * D1 is infeasible.Lost rime/Cycle, L - 9.0 sec Critical v/c(x)= 0.991 HCM; S]GNALIZED IìflTERSECTION SUMMARY Version 2.49 02-28-2000 MS Consultants, Inc. Streets: (E-W) Bridge St. (SR l-61-) (N-S) High St.Analyst: AGG File Name: 2O20EX.AI"1.HC9 Area Tlpe: Other 9-L-99 AM Peak ::i:::: =?2?2=!:_:l:::::=::=:l:===:ll::l:g=1:3i::ï=:=:13:11=::::1:l::: HCM: SIGNALIZED Til¡TTERSECTION SUMMÀRY VErSion 2.4g 02-28-2000 MS Consultants, Inc. Streets: (E-w) Bridge St. (SR l-61-)Analyst: AGG Area Type: Other (N-S) uigh sr.FiIe Name : 2o20ExpM.Hc9 9-L-99 PM Peak Cornrnent: 2020 projected traffic - existing geometry & sig nal operations Southbound EastboundLTR 1 2 < 0190 400 20 0.90 0.90 0.90 11. 0 11_. 0 0222 NN (Y/N) N33 3.00 3 .00 0 3.00 WestboundLTR 1 2 < 0L40 500 t_50 0 .90 0. 90 0.9011.0 11.0 0222NN 0 0(Y/N) N33 0 3.00 3.00 3.00 Northbound L 1 40 90 B00.90 0.90 0 .90 1_1_.0 l-1.0 0222 NN 0 0 (Y/N) N33 03.00 3.00 3.00 TR Southbound _:_ _ _:_ _i_ l- 1_60 1-20 0.90 0 .9011.0 t_1_.0 022 NN (Y/N) N 33 3.00 3 .00 EastboundLTR VtestboundLTR Northl¡oundLTRNo. Lanes Volumes PHF or PKI-S Lane W (ft) Grade 3 Heavy Veh Parking Bus Stops Con. Peds Ped ButtonArr Type RTOR VolsLost TimeProp. ShareProp. Prot. 0 70 0.90 2 NO. Iranes Volumes PHF or PKl-s Lane w (ft) Grade ? Heavy Veh Parking Bus Stops Con. Peds Ped Butt,onArr Type RTOR Vols Lost TimeProp. ShareProp. Prot. 1 2 <090 750 l_0 0.90 0.90 0.90 1t_.0 1t_.0 0222 NN 0 0(Y/N) N33 0 3.00 3.00 3.00 1_2 1_00 s00 60 0.90 0.90 0.90 1t-.0 t_t_.0 0222NN 0 0 (Y/N) N33 0 3.00 3.00 3.00 LL40 1_4 00.90 0.90 l_l_.0 11.0 022NN (Y/N) N33 3.00 3.00 0 100 0.90 2 0 3.00 L 1 140 0 .90 1-r-.0 2 N (Y/N) 3 3.00 TR l_ r_30 180 0.90 0.90 t_L. 0 022 N 0 0 N 3 0 3.00 3 .00 0 0 0 0 0 0 0 3.00 Phase CombinationEB LefT Thru Right PedsvtB IJef t Thru Right PedsNB RightSB Right Green Yellow/AR Cycle Length: 7.0A 4.0A 43.0A 5.0 s.0 5.0 L2O secs Phase combinati * * * ,( * * 7.0A 34.0A5.0 5.0#r #z #3 #s #e Phase CombinationEB Left Thru Righr Peds WB Left, Thru Right Peds NB Right SB Right Green YeIlow/AR Cycle Length: Signal Opera234 tr ,r tr * * ,r 7.0A 46.0As.0 5.0 L20 secs Phase combinat 1 tr 2 ,( * * Signal 3 ,r * * * * * Operations 4 1* 6* * * r_onsNB LefIthru Right PedsSB LefT Thru Right PedsEB RightwB Right Green vetlow/aR on order: NB LefT Thru Right PedsSB Left Thru Right PedsEB RightwB Right, Green YeIlow/aR on order: 7.0A 40. 0A5.0 5.0#r #z #s #e 6* * x * * * t( * * fntersection Performance Summary Lane Mvfnt.s EBL TR WBL TR NBL TR SB Ir TR Group: Adj Sat:it _ 1i:: 31,7 1,7LL v/c g/cRatio Ratio Delay LoS 0.666 0.ss0 21,.2 C Approach:Delay LOS 15 .9 20 .0 21.3 1_5.7 Irane Group:Mrrmts Cap Intersect ion Perf ormanceAdj Sat v/c g/cFlow Ratio Ratio Summary Delay Approach:Delay LOSLOS c 502 1673 377 L7L1, 680 t_701_ 0 .304 0.4500.41,7 0.4750.669 0 .37s0.153 0.3000.376 0.300 o .r78 0.4000.3L0 0 .400 1,3.6 B L3.4 B 2I.I C 19.9 C 24.6 C 14.8 B 16.0 C 1609 374 1310 287 357 6 1,71,I 3493 957 253 143 I 1_88 t4L7 21,6 591 333 740 T7T1- 3594LTtl 3543 61,6 1688 1,71,L L644 EB L TR L TR L TR L TR NB SB 0.395 0.5000.6L6 0.400 0. s90 0.500 o .46L 0.4000.204 0.3s0 0 .452 0.3500.468 0.4s00.465 0.450 LL.7 l-9.1 L6.4 L7 .3 L7 .7 19.8 1,4.3 15.2 B B -Cc c c c B c L8 .4 L7 .2 19.5 L4 .9Intersectíon Delay - l-8.3 sec/veh Intersection LOS = CLost time/Cyc1e, L - 12.0 sec Critical- v/c(x) = 0.585 WB fntersection Delay = L7.5 sec/veh fntersection LOS = CLosÈ Time/Cyc1e, L = 1-2.0 sec Critical v/c(x) = 0.605 Old Dublin Areu Enhancement Study Bypass Facility Bridge/High Intersection MS CONSULTANTS. INC. HCM: SIGNALTZED INITERSECTTON SUMI"IARY Version 2.49 :-2-14-1,999 MS Consultants, Tnc. srreers: (E-w) aridge sr. (sR 1_51) (N-s) High sr.analyst: AGG FiIe Name: 1997N'tt2.HC9Area Type: Other 9-I-99 AM peak ::ï:::: =:??'==::1:l=::=:1:=:::ll===!I3l=l:=:1:=ll:=133:::=:1:=:l=:I=:o* HCM: SIGNALIZED INTERSECTION ST]MMARY VETSiON 2.49 MS Consultant,s, fnc. TR <0 B4 0.90 2 0 3.00 South-boundLTR WestboundLTR 1 2 < 0L37 974 420 0.90 0.90 0.90 1_1.0 11.0 0222NN (Y/N) N33 3.00 3.00 0 3 .00 ===============s) High St.e Name: 1998PM2 -99 PM Peakit E/B LT, redu Northbound 1r-51 2L9 2320.90 0.90 0.90 1_1.0 r_1.0 0222NN 0 0(Y/N) N33 0 3.00 3.00 3.00 L2-L3-L999 . HC9 ::=:1:=::=:I=:o* SouthboundLTR L1_290 1_48 81 0.90 0.90 0.90 11_.0 11.0 0222NN (Y/N) N33 0 3 .00 3 .00 3 .00 Streets: (E-w) Bridge St. (SR 161-)Analyst: AC,G Area Type: Other EastboundLTR (N- Fil 9-1 Cormnent: 1998 (raw) traf f ic count - prohib L 0 Eastbound TR 2 < 0 795 t9 0.90 0.90 11. 0 ô 22 N 0 0 (Y/N) N 3 03.00 3.00 Westbound LTR 1 2 < 0 L44 1203 185 0 .90 0.90 0. 90 11.0 11.0 0 222 NN 0 0 (Y/N) N33 3.00 3.00 Northbound L L 40 0.90 11. 0 2 N RTNo. Lanes Vol-umes PHF or PK15 Lane W (fL) Grade ? Heavy Veh Parking Bus Stops Con. Peds Ped ButtonArr Ty¡le RTOR Vols Lost TimeProp. ShareProp. Prot. (Y/N) N33 3.00 3.00 11367 r23 0.90 0.90 011.0 11.0 022 NN (Y/N) N33 3.00 3.00 No. Lanes Volumes PHF or PKl-5 Lane 9'l (ft) Grade ? Heawy Veh Parking Bus Stops Con. Peds Ped ButtonArr Tlpe RTOR Vols Lost Time Prop. ShareProp. Prot. 0 2 <01302 L5 0.90 0.90 t_1.0 022NN 0 0(Y/N) N 3 0 3 .00 3 .00 1 7L 0.90 11_. 0 0 2 N 0 a7r .90 2 0 0 0 0 0 0 0 0 0 3.00 0 3.00 Phase Combinat.ionEB LefT '1'nru Right Peds WB Left Thru Right PedsNB Right.SB Right Green Ye11ow/aR Cycle Length: * tr * 10.0A 44.0A5.0 5.0I20 secs Phase combi-nati NB LefT Thru Right PedsSB Left Thru Right PedsEB Right WB Right Green Ye1low/aR on order: * * tr * * 14.0A 32.0A5.0 5.0#r #z #s #6 Phase CombinationEB LefT Thru Righr peds WB LefI Thru Right PedsNB RighrSB Right Green Yellow/AR Cycle Length: 7.04 45.5As.0 5.0 L2O secs Phase Signal 23 * * * * x Operations 4 Operat combinat.i Lons NB LefT Thru Righr PedsSB LefT Thru Righr PedsEB RightwB Right Green Yellow/AR on order: o * x * Signal23 * * 6* * * * * * * * * * * * * * * l_4.5A 33 .0As.0 5.0#r #z #s #6Intersection Performance SummaryLane Group: Adj Sat Mvmts Cap Flow EB TR l.376 3589 WB I, 231, T71,I TR L794 3529 NB L 185 654 TR 469 1655 SB L 475 IT]-L TR 726 1,644 v/c g/c Ratio Ratio Delay LOS 0.690 0.383 21_.r C 0 .693 0.508 21-.3 C0.903 0.508 22.3 C0.237 0.283 2r.s C o .367 0 .283 22 .4 C0.859 0.442 27 .9 D0.450 0.442 L5.4 C Approach:Delay LOS 2T.I C22.2 C 22.2 C 22.3 C Lane Mvmts TR L TR L TR L TR Group: _:ir ]-423 189 L705 238 485 295 774 3595 T? LL 343 8 817 ]-662 LTLL 1705 Intersection Performance SummaryAdj Sat v/c g/C Approach:Flow Ratio Ratio Delay LOS Delay LOS EB WB NB 1.080 0 .3960.804 0 .496 67 .L F 67.L F 32.8 __D 28.4 D zt.o c 63 .6 F68.4 F 9s .8 F 59.6 E L3.7 B SB 0.954 0.496 28.0 Do.239 0.2921_.034 0 .292L.092 0 .454 0 .328 0 .454Intersection Delay = 2L.9 sec/veh Intersection LOS = CLost time/Cycle, L - 6.0 sec Critical v/c(x) = O.860 Int,ersectionLostTime/Cycle,L= 9.0 Delay = 5O.2 sec/veh fntersection LOS - E sec Critical v/ c (x)= L.1-87 HCM: STGNAI,IZED TNTERSECTTON SUMMARY VeTSiOn 2.49 02-28-2000 HCM: STGNALTZED TMIERSECTTON SUMI"TARY VCTSiON 2.49 02-28-2000 srreets: (E-vù) Bridge st. (sR t_61)analyst: AGG Area Type: Other EastboundLTR (N-S) High Sr.File Name z 2020.AM2.HC9 9-L-99 AM Peak NorthboundLTRWestboundLTR 1 2 < 0140 600 t-50 0.90 0.90 0.90 1_1_.0 11. 0 0222 NN 0 0(v/tt) N33 0 3 .00 3 .00 3 .00 SouthboundLTR 1_ 1-60 L20 35 0 .90 0 .90 0.90 l-L. 0 1_l_.0 0222NN (Y/N) N33 3 .00 3 . 00 EastboundLTR o2 750 10 0.90 0.90 t_1. 0 022NN 0 0 (Y/N) N 3 0 3.00 3.00 WestboundLTR l- 2 <0L00 500 60 0.90 0.90 0.90 1_t_.0 t_1_.0 0222 NN 0 0(Y/N) N33 0 3.00 3.00 3.00 NorthboundLTR 1140 1_40 L00 0.90 0.90 0 .90 1l_. 0 l_L. 0 0222 NN 0 0 (Y/N) N33 03.00 3.00 3.00 SouthboundLTR 1_1L40 130 900.90 0.90 0.9011.0 1l_.0 0222NN 0 0(Y/N) N33 0 3.00 3.00 3.00 streets: (E-vl) eridge st. (sR l-61-)Analyst: AGG Area Type: Other (N-S) High Sr.File Name:. 2O20PM2.Hc9 9-L-99 PM Peak ::i:i:: =?2?2=?_'=:l::::3=::i::l:===::3:l:::=:13=ll:=ll3l!:=:1:=:l=:I=:::Comment: 2020 projected traffic - prohibit E/B LT, reduce S/B RT by S0? No. Lanes Volumes PHF or PK15 Lane W (ft) Grade ? Heavy Veh Parking Bus Stops Con. Peds Ped ButtonArr T)æe RTOR VOISLost Time Prop. ShareProp. Prot. 02 400 0,90 0 l_1.0 0 2 NN (Y/N) N 3 0 20 .90 2 0 0 1_140 90 0.90 0 .90 t_1_. 0 1L. 0 022 NN (Y/N) N33 3.00 3.00 0 80 0.90 2 No. Iranes Volumes PHF or PKl-s Lane W (ft) Grade ? Heavy Veh Parking Bus Stops Con. Peds Ped ButtonArr Tlpe RTOR VoIs Lost TimeProp. Share ProD. Prot. 0 0 0 0 0 3 .00 3 .00 0 3.00 0 3.00 Phase Combination L Signal Opera 234** ** ,r* ,r tr * .04 .0 combinat Phase CombinationEB LCfI, Thru Rightpeds vüB Lef t Th:rl Right PedsNB RightsB Right Green YeIlow/AR Cycle Length: Signal Opera34 * * * 7.0A 46.0A5.0 5.0 L20 secs Phase combínat EB Left Thru Rightpeds WB Left Thru Right PedsNB RightSB Right Green YeIlow/aR Cycle Length: * * * 7.04 4.04 36 5.0 5.0 5 L20 secs Phase NB LefT Thru Right PEdSSB Left Thru Right PCdS EB Right. wB Right Green Yel1ow/aR on order: * * ,r 7.0A 41.0A5.0 5.0#r #z #g #s #e r-ons NB LefT Thru Right PedsSB LefT Thru Right PedsEB Right WB Right Green Yellow/eR on order: * * * 7.0A 40.0A5.0 5.0#r #z #s #6 ions 2* * * 6* * * ,r tr * * * * 6 ,r * * ,( * * Lane Mrrmts Group: cap Tntersection Performance Summary Adj Sat Flow v/c g/cRat.io Ratio Delay LoS Approach:Delay LOS Lane Group:Mvmt,s Cap Intersection PerformanceAdj Sat v/c s/cFlow Ratio Ratio Summary DeIay Approach:Delay LOSLOS EB TR 1401_ 3576 0.349 0.392 L6.7 C 16.wB L 338 LTLI 0.462 0.417 16.5 C L7. TR 4455 3493 0 .602 0.4]-7 18.1 CNB L 381_ LO62 0.11-6 0.3s8 1_6 .7 C t7.BTR 600 1,673 0.315 0.358 18.1 CsB L 444 tTtL 0.l_51_ 0.458 t2 -L B 1,2 .5TR 797 ]-739 0 .2L6 0.458 12.6 BInÈersection Delay = L6.9 sec/veh Intersection LOSLosL time/Cycle, f¡ = 15.0 sec Critical v/c(x) = 0.416 7 9 c c EB TR 1438 3594 0.616 0.400 l-9. L C 19 .II^rB L 188 ]-7I1- 0.590 0.500 16.4 -C 12.6TR L772 3543 0.359 0.500 11_.9 BNB L 296 845 0 .L49 0.350 17 .3 C 19.5TR s9L 1_688 0 .4s2 0 . 3s0 19 . I CsB L 333 LTLL 0 .468 0 .450 14 .3 B t4 .0TR 760 1690 0.321 0.450 13.8 B Tnt,ersection De1ay = 16.2 sec/veh fntersection LOSLost time/Cycle, f¡ = I2.0 sec Critical v/c(x) = 0.605 c B c c B 11 B (1 Old Dublin Areø Enhuncement Sîudy Dublin, Ohío Bypass Facility High/"Ne'w" Intersection ::::=:::1:::1=::=:::::::::::::::=::1i1ti:3:1:=:::::Y:T_:1!3:::=::g:=1 MS Consul-tants, Inc. Traffic Division 222L ScLrxock Road Columbus, OH 43229-1547 Ph: (614\ 898-71-oo ::===:::===::===:: Streets: (N-S) High St. (E-Vg) New St. Major Street Direction.... NS Length of Time Analyzed... 60 (min) Analyst ... ¡,f¡IK Date of Analysis 9/2/99 other fnformation... .L991 AIuf Peak Hour Traffic Two-way SÈop-control-1ed lntersection HCS: Unsignalized Intersections ReÌease 2.19 HINEVÍPA.HCO Paqe 1 Nl L T R IL T R IT, T R t_ 1 1 l0 >1 <0 l0 >1 <0 Nl Northbound LTR Southbound LTR Eastbound I lVestbound L T R IL T R MS Consultants, Inc. Traffic Division 222L Sc}:^rock Road Columbus, OH 43229-L547::::i:111:133:1133 :====::: Streets: (N-S) High St. (E-üI) New St. Major Street Direction.... NS Length of Tj-me Anal-yzed... 60 (rún) Analyst .... MHK Date of Analysis 9/2/99 Other fnformation... .1998 PM Peak Hour Traffic Two-way Stop-control-l-ed fntersection I Northbound IL T Rt---- SouthboundlEastboundlWestbound No. Lanes Stop/YieId Vol-umes PHF Grade MC's (8) SU,/RV's (8 )cV's (8) PCEt s 1 l_ <0 N10 210 10 qaa l_.10 'l'tl tt 1_0 67 0 180 1.10 0 >1 <0 140 10 10qqo 0 >1 <0 t_0 10 10 No. Lanes Stop/Yield Volumes PHF Grade MC's (8) su/RV's (8) CVrs (8) PCE's t 1 <0 10 650 10 0 1.10 10 520 90 ooo 0 1.10 1.10 1.1011-.10 1.10 1.10 1. t-0 2I0 10 101 10 10 r_0.e .9 .91 .s .e .9 1.10 l-.10 1.10 t_. t_0 1.l_0 1.10 Adiustment Factors Adjustment Factors Vehicle Maneuver Criticaf Gap (tS) FoIJ-ow-up Time (tf ) Critical Gap (tg) Follow-up Time (Lf) Vehicle Maneuver Left Turn Major Road Right Turn Minor Road Through Traffic Minor Road Left Turn Minor Road 5. 00 q qô 6. 00 6.50 2,L0 2 .60 3.40 5.00 tr qn 6. 00 6. 50 2.L0 2 .60 3.30 3.40 Left Turn Major Road Right Turn Minor Road Through Traffic Minor Road Left Turn Minor Road fntersection Performarìce Summary Int Avg. 958 AvgF.l-ow Move Shared Total Queue Approach Rate Cap Cap Delay Length LOS Delay Movement (pcph) lpcph) (pcph) (sec,/veh) (veh) (sec,/veh) Movemr EB I 1.12 232 > EB LEB T 12 288 > 244 61.2 8.6 F 67.2 EB TEB R L2 581> EB R WB ], L2 232> üTB LrvB T 12 228 > 308 73.2 0.4 C ).3.2 wB T ürB R L2 969 > ltB R NB L 12 608 sB I L2 12]-9 6.0 0.0 B 0.23.0 0.0 A 0.0 NB L T2 815 sB T, L2 7 6'7 4.5 0.0 A 0.1 4.8 0.0 Ä' 0.1_ Intersection Delay 186.1 sec,/veh* The cal-culated val-ue was qreater than 999.9. f ntersection Delav 8. 4 sec,/veh HCM: STGNAI,IZED INTERSECTION SUM}IARY VCTSiON 2.49 03-0r_-2000 MS Consultants, Inc. === == = = = = = = === = = = == == = = == == == == = = == = ==== ========= = == = = = = === = == === = ==== = HCM: SIGNALIZED T}flTERSECTTON SUMMARY VCTSiON 2.49 03-01_-2000 MS Consul-tants, Inc . streets: (E-w) NEw ST. Analyst: MHK Area Tlpe: Other Eastbound LTR 0 >1 <0 1-40 1_0 10 0.90 0.90 0.90 L2 .0 0 222 NN (Y/N) N 3 3.00 3.00 WestboundLTR 0 >l_1_0 l_0 10 0.90 0.90 0.90 L2-0 0222NN (Y/N) N 3 3.00 3.00 (N-S) HIGH ST. FíIe Name: HINEWPA.HCg L2-7-99 PM PEAK Northbound IJTR (N-S) HIGH ST. File Name: HINEWAA.HCg T2-7-99 AM PEAK Northbound IJTR streets : (E-vü) NEw sT.Analyst: MHK Area Type: Other Comment: 1998 PM PEAK Comment: ]-997 Al"1 PEAK Southbound IJTR Eastbound LTR 0 >1- <0 2LO 10 10 0.90 0.90 0.90 L2.O 0 222 NN (Y/N) N 3 0 3.00 3.00 3.00 Westbound SouthboundLTR No. Lanes Volumes PHF or PK15 Lane w (ft) Grade å Heavy Veh Parking Bus Stops Con. Peds Ped But.tonArr T)æe RTOR VoIs Lost Time Prop. Share Prop. Prot. 1_ l_10 270 10 0.90 0.90 0.90 L2.0 t2.0 0222 NN 0 0(Y/N) N 33 0 3.00 3.00 3.00 l_110 670 0.90 0.90 12.o L2.0 022 NN (Y/N) N 33 3.00 3.00 (Y/N) N 3 3.00 3.00 l_ 650 10 0.90 0.90 L2.O 022 N 3 0 00 3.00 11L10 520 90 0.90 0.90 0.90 L2-0 12.O L2.0 0222 NN 0 0 (Y/N) N 333 0 3.00 3.00 3,00 1 l_8 0 0.90 12.o 2 0 0 3 0 3.00 No. Lanes Volumes PHF or PKl-5 Lane W (ft) Grade ? Heavy Veh Parking Bus Stops Con. Peds Ped ButtonArr T)T)e RTOR VoIs Lost Time Prop. ShareProp. Prot. L 0 1_0 0,90 2 N R 0 10 0 .90 2 0 3.00 t- t_0 0.90 L2 .0 2 N (Y/N) 3 3.00 3 T >1 1_0 0.90 1,2 .0 0 2 N0 0 0 0 0 0 0 0 0 0 0 3.00 0 3.00 Phase CombinationEB LefT Thru Right Peds WB Left Thru Right PEdS NB Right SB Right Green Ye11ow/AR Cycle Length: 1\ Ê * Signal23 r-ons NB LCfL Thru Righr peds SB Left, Thru Right PCdS EB Right wB Right Green YeIlow/aR Signal23 Operat combination order: 75* * * Operations 4 7Phase CombinationEB Left Thru Ríght Peds WB LefT ThrîLr Right PedsNB Right SB Right Green YeIIow/eR Cycle Length: 20.0A 5.0 60 secs Phase NB LefT Thru Right Peds SB Left Thru Right PedsEB RightvtB Right Green YeIlow/en on order: 1 * * ,r * * ,r 5 * * * x * * 20.0A 5.0 60 secs Phase ,r * * combinati ,( * * 30.0A 5.0#r #s 30.0A 5.0#r #s Lane MVmTS EB LTR WB LTR NBL TR SBL T R Intersection Performance Summary Group: Adj Sat v/c s/c cap Flow Ratio Ratío Delay LOS 52r L420 o .342 0 .367 9.0 Approach:::lir :?:Lane Group:Mwnts Cap fntersection Performance SummaryAdj Sat Flow v/c g/c Ratio Ratio Delay LOS Approach:Delay LOS 522 ]-24 988 4LL 993 844 L424 233 1853 772 18 63 r-5 83 0,053 0 .367 0. 089 0.5330.315 0. s33 o .027 0.533 0 .7 49 0 .533 o .237 0.533 8.0 4.4 s.1 4.3 9.3 4.9 B 9.0 B B.O A 5.1 B 8.3 A B A B A EB WB NB SB B B B A B A LTR LTR L TR L T R 514 s00 151 99L 1,24 993 844 r40L o .496 0 .367 10 . 1_ 1364 0. 066 0 .367283 0 .073 0.533l_859 0.739 0.533233 0.089 0.5331863 0.582 0.5331s83 0.118 0. s33 B.O -B4.4 9.0 4.4 6.8 4.5 10 .1 8.0 9.0 6.4 B B B fntersection Delay = 7.7 sec/veh fntersection LOS = B Lost rime/Cycle, f¡ = 6.0 sec Critical v/c(x) = 0.583 Intersection Delay = 8.1 sec/veh fntersectíon LOS = B Lost time/Cycle, | = 6.0 sec Critical v/c(x) = 0.540 HCM: STGNAI,TZED TNTERSECTTON SUMMARY VCTSiON 2.49 03 - 03 -2 000 MS Consultants, Inc.HCM: SIGNALTZED TN¡"TERSECTTON SUMMARY VETSiON 2.49 03 - 03 -2000 MS Consultants, Inc. Streets: (E-W) NEW ST.Analyst: MHK Area Tlpe: Other (N-S) HIGH ST. File Name: HINEWA2 .HC9 L2-7-99 AM PEAK NorthboundLTR streets: (E-w) NEw sT.Analyst: MHK Area Type: Other (N-S) HIGH ST. File Name: HINEWP2.HCg 1,2-7-99 PM PEAK Northl¡oundLTR Comment: 2020 Projected Traffic Cornment: 2020 Projected Traffic Eastbound IJTR WestboundLTR SouthboundLTR EastboundLTR WestboundLTR Southl¡oundLTR No. Lanes Volumes PHF or PK1.5 Lane W (ft) Grade ? Heavy Veh Parking Bus Stops Con. Peds Ped ButtonArr T]æe RTOR VoIs Lost. Time Prop. ShareProp. Prot. 0 >1 1_90 10 10 0.90 0.90 0.90 L2.O 0 222 NN 0 0(Y/N) N 3 0 3.00 3.00 3.00 0 >l_10 l-0 1_0 0.90 0.90 0.90 L2 .0 0222 NN 11 1_0 4t-0 10 0.90 0 .90 0.90t2.o L2 -O 0222 NN 0 0(Y/N) N33 0 3.00 3.00 3.00 1_Lt-0 230 0.90 0.90 1-2 .0 12 .0 022 NN (Y/N) N33 3.00 3.00 No. Lanes Volumes PHF or PK1"5 Lane W (ft) Grade ? Heavy Veh Parking Bus Stops Con. Peds Ped ButtonArr T)æe RTOR Vols Lost Time Prop. ShareProp. Prot. 0 >1 <090 1_0 r_0 0.90 0.90 0.90 L2.0 0222NNo 0 (Y/N) N 3 0 3.00 3.00 3.00 0 >l_1_0 10 10 0.90 0.90 0.90 1,2 .0 0222NN 0 0(Y/N) N 3 0 3.00 3.00 3.00 1_Lt-0 270 1_0 0.90 0.90 0.90t2.o L2.O 0222 NN 0 0(Y/N) N33 03.00 3.00 3.00 1_1L10 430 90 0.90 0.90 0.90 L2 .O 1-2 . O 1,2 .0 0222NN 0 0(v/rq) N333 0 3.00 3.00 3.00 0 0 1 35 0.90 t2.o 2 0 0 3 0 3 .00 (Y/N) N 3 3 .00 3 .00 0 3.00 Phase CombinationEB LEfT Thru Right PedswB Left Thru Right PedsNB nighr SB Right. Green YeIlow/eR Cycle Length: Operations 4 Signal23 r_ons * * * 23 .0A 5.0 60 secs Phase combinati NB f,ef t Thru Righr Peds SB l,eft Thru Ríght Peds EB Right wB Right Green Yel1ow/aR on order: 1* ,( t L * * * 5* * * * * * Phase CombinationEB LefT Thru Right Peds WB Left Thnr Right Peds NB Right SB Right Green Y.11ex7/AR Cycle Length: Signa1 opera234 * * * 23 .04 5.0 60 secs Phase combinat 5 * ,r * 6 27.0A 5.0#r #s NB LefT Thnr Right Peds SB Left Thtan Right Peds EB RightwB Right Green Yetlow/an on order: ,r * * 27.0A 5.0#r #s Lane Mrrmts EB LTR WB LTR NBL TR SB I-, T R Tntersection Performance Summary Group: Adj Sat, v/ c g/C cap Flow Ratio Ratio nelay LOS o .397 0 .41,7 0.057 0.4r7 o .026 0.483 0 .521 0 .4830.055 0.483 0 .284 0.4830.051 0 .483 8.1 B 6.8 B 5.2 B 7.4 B 5.3 B 6.0 B 5.3 B Approach:::iir ::: 8.1 6.8 7.3 5.9 Lane Group:Mwnts Cap fntersect ion Perf ormanceAdj Sat vlc g/c Flow Ratio Ratio Summary DeIay Approach:Delay LOS s86 s80 421 897 199 900 765 ]-407 13 93 884 185 6 411 18 63 l_583 B B B B -E} B B B B B L,TR LTR L TR L T R EB WB NB 605 6r_3 189 896 360 900 765 1453 0.202 0.4'J,71472 0.054 0.4]-7391_ 0. 0s8 0.4831853 0.347 0.483745 0. 031_ 0.4831863 0.531 0.483r.s83 0. r-3r_ 0.483 7.2 6.7 5.3 6.3 s.3 7.4 5.5 7.2 6.7 6.3 7.L B B B Intersection Delay = 7.1, sec/veh Intersection LOS = B Lost time/Cycle, ! = 6.0 sec Critical v/c(x) = 0.464 fntersection Delay = 6.8 sec/veh Intersection LOS = BLost Time/Cycle, f¡ = 6.0 sec Critical v/c(x) = 0.378 OId Dublin Area Enhsncement Study Duhlin, Ohio Bypass Facility Bridge/"New" fntersection MS CONSULTANTS. INC. ::::::::1::11::::=:::::::::l:-ï===::li1il=3=1:===:=3113_1i!3:::::::=1 MS Consultants, Inc. Traffic Division 222L Sc.}'rock Road Columbus, OH 43229-L547 :1=i:111=333=113t Streets: (N-S) New St.(E-!f) Bridge St. (sR 161)Major Street Direction.... EW Length of Time Analyzed... 60 lrUn)Änalyst .... AGG Date of Analysis 9/2/99 Other fnformation... 1997 Al"l Peak Hour Traffic - No I4t,/B Turn Movement Two-way Stop-controLled f ntersection ::::=::::::::=:3:l::::::::1::::::::=::::3:1:==::::1Il33l=M==:::::=: MS Consultants, Inc. Traffic Division 222L Sc}:.rock Road Columbus, OH 43229-1547 :::=i:111:333:1133===:::::======:=:= Streets: (N-S) New St.(E-W) Bridge st. (sR L6l-)Major Street Direction.... EW Length of Time Analyzed... 60 (nr_in) ÄnaÌyst .... MHK Date of Analysis 9/2/99Left other fnformatior¡... 1999 PM Peak Hour Traffic - No !V,/B LeftTurn Movement Two-way Stop-controll-ed Intersectj-on ===:=:=:===Eastbound LTR ÌVestbound I Northbound L T R IL T R Southbound ITR I Easlr, t---- tbound TR Westbound I Northbound LTRIT,TR -l<0 l0 >t_ <0 Nl 201 .el 1.10 1.10 1.10 ;;;;;il_- TR No. Lanes Stop/YieId Volumes PHF Grade MC's (8) SU/RVrs (8) CVls (8) PCEts 2 <O 140 820 qo 0 1.10 02 L420 .9 0 >l_<0 N 20 0l0 NI 20 q <0 10 t_80 qq 0 No. Lanes stop/Yj-e].d Volumes PHF Grade MC's (8) su/RV's (8) CVts (8) PCE's L 2 <0 2IO L47L qo 0 1.10 N 4 q a t_175 q 0 L <0 10 90 qq 0 ot l_0 o 10 0 t_0 L0 210329 .9 .9 U 10 q 1.10 1.10 1_.10t1.10 l_.10 1.10 1.10 1.10 1_.10 Adjustment Factors Adjustment Factors Vehicl-e Maneuver Critical- Gap (tS) Fo1low-up 't ìmô ¡È?ì l e5, Critical Gap (tS) Follow-up Time (tf) Vehicle Maneuver Left Turn Major Road Right Turn Minor Road Through Traffj-c Minor Road Left Turn Minor Road 5.50q qn 6. 50 7.00 2.10 2.60 3.30 3.40 5 qn 5.50 6. 50 7.00 2.L0 ¿.ov 3.30 3.40 Left Turn Major Road Right Turn Minor Road Through Traffic Minor Road Left Turn Minor Road Flow Rate Movement (pcph) fntersection Performance Summarv Avg. 958 Move Shared Total- QueueCap Cap Delay Length LOS(pcph) (pcph) (sec,/veh) (veh) Approach DeÌay ( sec/veh ) I -L OI¡t Rate Movement (pcph) Intersection Performance SLunmarv Avg. 958Move Shared Total QueueCap Cap Delay Length LOS(pcph) (pcph) (sec,/veh) (veh) Approach Delay ( sec/veh ) NB NB NB SB SB SB EBL * The 72 72 I2 I2 t2 220 I72 0 ö 804 0 I 544 23',1 NB NB NB SB SB SB EBL * The 12 1_2 110 256 0 5 533 0 638 332 L T R L T R L T R l, T R z t2 40 * 722 *58.0 52.6 6. 5 ¿Y 41 .4 44,6 8 .2 Intersection Delay = + cal-cu]ated val-ue was qreater than 999. 9.fntersection Delay = + calculated val-ue was sreater than 999.9. 1.5 5.6 HCM: STGNALIZED ITMERSECTION SUMMARY VeTsion 2,49 02-28-2000 MS Consultant.s, fnc.HCM: SIGNALIZED INTERSECTION SUMMARY Version 2.4g 02-28 -2 000 MS Consultants, Inc. streets: (E-w) eridge st. (sR 161)Analyst: AGG Area Type: Ot.her (N-S) New St./rranklin St.FiIe Name : NEW]-61A. HC9 9-2-99 AM Peak streers: (E-w) Bridge st. (sR 161-)Analyst: MHK Area Type: Other (N-S) New St./rranklin St.FílC NAme: NEW161PN.HC9l2-L0-99 PM PeakComment: L997 Background Traffic EastboundLTR WestboundLTR Northl¡oundLTR SouthboundLTR Eastbound IJTR Westbound ïrTR Northbound ïrTR SouthboundLTR NO. Lanes Volumes PHF or PK15 Lane W (ft) Grade ? Heavy Veh Parking Bus Stops Con. Peds Ped But.tonArr T)æe RTOR VOISLost TimeProp. ShareProp. Prot. l_ 2 < 0140 820 20 0.90 0.90 0.9012.0 ]-2.0 0222NN 0 0 (Y/N) N33 0 3.00 3.00 3.00 o2 1,420 0.90 0 1,2 .0 0 2NN (v/N) N 3 0 >1_t_0 L0 0.90 0.90 L2 .0 ô 22 NN (Y/N) N 3 3.00 3.00 -i- -i--. t_0 t_0 0.90 0.90 1,2 .0 12 .0 022NN (Y/N) N33 3.00 3.00 No, Lanes Volumes PHF or PKl-5 Lane Vl (f t) Grade ? Heavy Veh Parking Bus Stops Con. Peds Ped ButtonArr T14>e RTOR VolsLost TimeProp. ShareProp. Prot. l_ 2 < 0 2L0 1,471 4 0.90 0.90 0.9012.0 L2.O 0222NN 0 0 (Y/N) N33 0 3.00 3.00 3.00 0 2 <0LL75 20 0.90 0.90 L2 .0 022NNo 0(Y/N) N 3 0 3.00 3.00 0 >12 1_0 0.90 0.90 0t2.o 022 NN (Y/N) N 3 3.00 3.00 11_10 t0 900.90 0.90 0.90 1,2.0 1-2.0 0222NN 0 0(Y/N) N33 03.00 3.00 3.00 0 20 .90 2 0 10 0.90 ¿ 0 3.00 0 1_80 0.90 2 0 3.00 0 32 .90 2 0 0 0 0 0 0 0 0 0 3 .00 3 .00 0 3.00 Phase CombinationEB LefI Thru Right Peds WB Left thru night PedsNB RightSB Right Green YelIow/an Cycle Length: 1 * * * 10.0A 59.0A5.0 5 .0 L2O secs Phase Operations combínati NB LEfI, Thru Righr PedsSB Left ThrLl Right Peds * x * EB Right wB Right Green 35.04 Yell-ow/¡\R 5 . o on order: #1 #z #s Phase CombinationEB LefT Thru Righr Peds WB Left Thru Righr Peds NB Right sB Righr Green Ye11ow/en Cycle Length: Signal Opera 34 18.0A 53.0A 5.0 5.0 I20 secs Phase combinat Signal 3 ions NB IJef T Thnr Right PedsSB Left Thru Right PedsEB RighrwB Right Green Yel1ow/fiR on order: 34.0A 5.0#r #z #s 2 * * x 5 * * * 1 * * * I7 2 * * ,r 5 * tr * * * * Lane Group:Mvrnts Cap fntersection Performance SummaryAdj Sat Flow v/c g/c Ratio Ratio Del-av LOS Approach:Delay LOS Lane Group:Mr¡mts Cap Intersect ion Perf ormanceAdj Sat v/ c s/cFIow Ratío Ratio Summary Delay Approach:Delay LOSLOS B c c c EB WB NB SB L TR TR LTR L TR 239 235L 18 90 430 522 506 1,770 0.653 0.633 23.8 C7.2 B0.417 0.6330.889 0.508 2t.2 C 371,2 3 718 l-359 0.077 0.31-7 1,649 0.02l. 0.3]-7 1_5 98 0 .41-7 0 .3r7 9.4 2L.2 18 .6 21,.0 EB I-, 357 TR 2421_ wB TR 1,7 03 NB LTR 444 sB I_, 460 TR 483 0.653 0.550 23.1 c 11.1 9.5 -B I77 0 3724 3716 1480 1533 0 .7rr 0 .6500.818 0.458 0.1_1_0 0 .3000.024 0.300 r_8.6 C1,8.2 C2]-.2 C 20.5 L9 .6 19.L c 20.5c ]-9.6c 20.3 c c c1_511 0.230 0.300 20.4 CIntersection Delay - 16.8 sec,/veh Intersection LOS = C Intersection Delay = 15.3 sec/veh fntersection LOS = CLost time/Cyc1e, f¡ = 9.0 sec Critical v/e(x) = 0.622Lost Time/Cycle, Ir - 9.0 sec Critical v/c(x)= 0.727 HCM: SIGNALIZED T}flTERSECTION SUMIVÍARY Version 2.49 03-02-2OOO MS Consultants, Inc. Street,s: (E-w) Bridge St. (SR 1-61-) (N-S) New St. /rranklin St.Analyst: AGG File Name: NEW16I-A2.HC9 Area T].lge: Other 9-2-99 AM Peak ::i:::: =?2?2=!_:_:]::::i=l:3::l:======================================== HCM: SIGNALIZED IIi¡ITERSECTION SUMI"IARY VCTSiON 2.49 03-02-2000 MS Consultants, Inc. streets: (E-w) Bridge st. (sR 161)enalyst: MHK Area Tlpe: Other Eastbound IJTR (N-S) New St. /¡'ranklin St.File Name: NEW16I-P2 .HC9 1,2-1,0-99 PM Peak Comment: 2020 Projected Traffic No. Lanes Volumes PHF or PK1.5 Lane W (ft) Grade ? Heavy Veh Parking Bus Stops Con. Peds Ped ButtonArr T)æe RTOR VOISLost TimeProp. ShareProp. Prot. EastboundLTR l_ 2 < 0 l_90 590 20 0.90 0.90 0.90 12.0 12.0 0222 NN (Y/N) N33 0 3.00 3.00 3.00 WestboundLTR 0 2 <0 690 20 0.90 0.90 L2 .0 022NN 0 0(Y/N) N 3 0 3.00 3.00 NorthboundLTR 0 >110 10 10 0.90 0.90 0.90 1,2 .0 0222 NN 0 o (Y/N) N 3 03.00 3.00 3.00 Southbound LTR l_ 1_ WestboundLTR o2 700 20 0.90 0.90 L2 .0 022NN 0 0(Y/N) N 3 0 3.00 3.00 NorthboundLTR SouthboundLTR 1_L10 1_0 900.90 0.90 0.90L2.0 L2.0 0222 NN 0 0(v/lq) N33 0 3 .00 3 .00 3.00 10 1_0 0.90 0.90L2.0 ]-2.0 022NN (v/x) N 33 3.00 3.00 35 0.90 2 0 3.00 No. Lanes Volumes PHF or PKl-s Irane W (ft) Grade ? Heavy Veh Parking Bus Stops Con. Peds Ped ButtonArr Tlæe RTOR Vol-s Lost Time Prop. Share Prop. Prot. L2 90 805 1-0 0.90 0.90 0.90 L2.O 12.O 0222 NN (Y/N) N 33 0 3.00 3.00 3.00 0> 10 0.90 2 N 1_l_0 350,90 0.90 12.o 022 N0 0 0 0 0 0 0 0 (Y/N) N 3 3.00 3.00 3 0 .00 Signal 3 Operations 4Phase CombinationEB LefT Thru Right PedswB Left Thru Right PedsNB RightSB Right Green YeIlow/an Cycle Length: 1 tr ,r * 2 x * * 65* * * Signal 3 Operations 4 combinati * tr * 43 .0A 5.0#r #z #s 7.0A 53.0A5.0 5.0 L20 secs Phase NB Left Thru Right Peds SB LefI Thru Righr PedsEB Right vlB Right Green Ye1low/aR on order: 45.0A 5.0#r #z #s NB LCfT Thru Right Peds SB LefT Thru Right PedsEB RightwB Right Green Yellow/aR on order: Phase CombinationEB l,ef I Thru Righr Peds WB LefI Thru Right PedsNB Right SB Right Green YeIIow/eR Cycle Length: 1* * tr 2* tr * 5* * * * ,r ,r 10.0A 52 .0À5.0 5.0 L20 secs Phase combinatiIntersection Performance Sununary Lane Group: Adj Sat Mrrmts Cap Flow EB L 270 I77O TR 21,32 37 07 wB TR 1,669 37IO NB LTR 569 15]-B sB L 618 1-649 TR 61,7 1645 v/c glcRatio Ratio Delay LOS 0.781 0,575 22.0 C 0.334 0.575 8.7 B 0 .496 0 .450 15.3 C 0 .058 0 .37s 1s .5 C 0.018 0.375 1,5 .2 C 0 .081 0.375 15.6 C Approach:::iir :?: I]-.7 B 15,3 C 15.5 C 15.5 C Lane Mvrnt,s L TR TR LTR L TR 226 207 6 l_700 564 577 63 r. I77 0 37J.9 3 710 L439 1-47 4 161_1_ Group: Adj Sat Cap FIow Intersection Performance Summarvv/c g/c Approach:Ratio Ratio Delay LOS Delay LOS o .442 0 .558 10 .5 B 10 .3 B0.458 0 .558 10.3 -B0.494 0.458 L4.9 B0.1_08 0.392 15.0 B 0 . 01_9 0 .392 14 .5 B0.L76 0.392 1,5 -4 C EB WB NB SB 14.9 B 15.0 B1_5.3 CfnLersection Delay = 13.5 sec/veh Intersection LOS = !Lost fi-me/Cycle, IJ - 9.0 sec Critical v/c(x) = 0.382 fntersection Delay = L2.6 sec/veh fntersection LOS = þLost rime/Cycle, L = 9.0 sec Critical v/c(x) = 0.380 Old Dublin Area Enhøncement Study Dublin, Ohio Franklin Street Closure Bridg e lF ranklin Intersection MS CONSULTANTS, INC. HCM: SIGNALIZED TNTERSECTION SUMIVIARY VCTSiON 2 .49 03 - O]--2OOO MS Consultants, Inc. Streets: (E-w) eridge St. (SR 161) (N-S) New St./rranklin St.Itnalyst: MHK FiIe Name: NEW161P.HC9 Area Type: Ot.her l2-lo-99 PM Peak : :i: 3: = =:??? =!-!: i::3T= li: : I : = I = : I l: = lii : I : = i IHï I I= I I = = 3 : :Il = = = = HCM: SIGNAI,IZED Til¡TERSECTION SUMMARY VCTSiON 2.49 MS Consultants, Inc. 03-01-2000 ;;;ã;;;; = ì ;:;t =;=ı;= ;;: = i ;;= ;; ;t = = = = = l;: ;t =ñ;;= ;;: 7 ;;iliñ= il: = = = = = = Analyst: MHK ¡'ile Name: NEWPTSIT.HC9 Area T)4)e: Other 1-2-L0-99 PM Peak ::i::: : = 1 : : : = :i:i::3ï3= I = : ll:= l-::l := i :HïlI= 3l= = 313::31 = = = = = = = = = =Eastbound IJTR 120 2LO 1,489 0.90 0.90L2.0 L2.0 022NN (Y/N) N 33 3.00 3.00 WestboundLTR NorthboundLTR Southbound Eastbound LTR 1 2 < 0 210 1476 13 0.90 0.90 0.90 1,2 .0 L2 .0 0 222NN 0 0(Y/N) N 33 0 3.00 3.00 3.00 9{estbound 2 <0 1185 20 0.90 0 .90 12.0 022 N 0 0(Y/N) N 3 0 3 .00 3 .00 NorthboundLTR SouthboundLTR L 1 1_0 0 .90 12.0 2 N (Y/N) 3 3.00 TR 1 90 0 .90 L2.O 2 0 0 3 0 3.00 L 0 No. Lanes Volumes PHF or PKl-5 Lane W (ft) Grade ? Heavy Veh Parking Bus Stops Con. Peds Ped ButtonArr Tlæe RTOR Vols T¡ost Time Prop. ShareProp. Prot. o2 tL92 20 0 .90 0.90 12 .0 022 NN (Y/N) N 3 0 3.00 3.00 No. Lanes Volumes PHF or PK15 Lane W (ft) Grade å Heavy Veh Parking Bus Stops Con. Peds Ped ButtonArr T)æe RTOR Vols Lost Time Prop. ShareProp. Prot. 0 >171237 0.90 0.90 0. 90 12 .0 0222 NN (Y/N) N 3 3.00 3 .00 l_ 1_10 15 90 0.90 0 .90 0.90 L2.0 ]-2.0 0222 NN (Y/N) N 33 0 3.00 3.00 3.00 N 0 0 0 00 0 0 3.00 0 0 Signal 3 Operations 4 1_ * * * o5 ,( * * Phase CombinationEB LefT Thru Right Peds WB LCfT Thru Right peds NB RightSB Right Green Yel1ow/an Cycle Length: 1_2 .0A 56.0A5.0 5.0 L20 secs Phase combinat Signal23 tr ,r * * * Operations 4 7Phase CombinationEB LefT Thru Right Peds WB I-,ef t Thru Right PedsNB RightSB Right Green Yel1ow/aR Cycle Length: 1 * * * 2 ,r tr ,r NB LefT Thru Right Peds SB Left thru Right Peds EB Righr wB Right Green Yellow/en on order: * * * 37 .5A 5.0#r #2 #s NB LEfT Thru Right Peds SB LefT Thru Right PedsEB Right. WB Right Green Yellow/eR on order: 37.0A 5.0#r #z #s 12.5A 55.0A 5.0 5.0 ]-20 secs Phase combinati Lane Group:Mvmts Cap Intersection Perf ormanceAdj Sat v/c glc Flow Rat.io Ratio Surnmary DeLay Approach:Delay LOSLOS Intersection Performance SummaryLane Group: Adj Sat v/c g/CYï:: _:it -_:i::_ :i:t: i1:t: ::lir ::: Approach:Delay LOS t-8.4 18. I EBL T WB TR SBL R 1770 0.866 0.625 39.8 D r4.52328 3725 0.746 0.625 ]_L.2 B 269 L7 96 575 5l_5 c c c D B c c c C L TR TR LTR L TR WB NB SB 276 231,0 L7 65 479 478 535 1,77 0 372]- 37L6 I456 1452 L624 o .844 0 .62r0.752 0.62I0.796 0.4750.1,29 0.329 0 .023 0 .3290.21,9 0.329 36.8 1_l_ .5 19. t L8.2 L7 .6 1_8.8 1,4.5 t9.t_ ]-8.2 ]-8.7 3716 0.787 0.483 18.4 -eL770 0,019 0.325 17.8 C1583 0.194 0.325 L8.9 C c c fntersection Delay = ]-6.2 sec/veh fntersection LOS = CLost time/Cyc1e, f¡ = 9.0 sec Critical v/c(x) = 0.605fntersecÈion Lost time/Cycle, f¡ = 9.0 Delay - 1-6.5 sec/veh fntersection LOS = Csec Crítical v/c(x) = 0.618 Old Duhlin Area Enhaneement Study Duhlín, Ohìo Franklin Street Closure Bridge/High Intersection HCM: STGNALIZED T}IITERSECTTON SUMMARY Version 2.49 02-28 - 2 000 MS Consultants, Inc.HCM: STGNALTZED I}ilIERSECTTON SUMMARY VETSiON 2.49 MS Consultants, Inc. 02-28 -2000 streets: (E-w) Bridge st. (sR l-51-)enalyst: MHK Area T]æe: Other (N-S) High Sr.FilC NAME: 98EXOPEN.HC9I2-I0-99 PM Peak Streets: (E-W) eridge St. (SR 161)Analyst: MHK Area T)æe: Other (N-S) High sr.FiIe Name : 98EXCLOS.HC9 IZ-LO-99 PM Peak COTNMCNT: 98 BACKGROUND+SITE (FRÃNKIJIN ST OPEN, EBL CLOSED, 50? SBR)Comment: 98 BACKGROUND+SITE (FRÃNKIJIN STREET CLOSED,EBIT CLOSED,50? SBR) WestboundLTR NorthboundLTR L 1 <06L 225 240 0.90 0.90 0.90 t_1-. 0 11.0 0222NN 0 0 (Y/N) N33 0 3.00 3.00 3.00 ============== Southbound LTR 1 1_ <0 290 1_51_ 81 0 .90 0 .90 0.90 L]_ .0 1l_. 0 0 222 NN (Y/N) N33 n 3.00 3.00 3.00 Eastbound IJTR NorthboundLTR ============== SouthboundLTR L 1 <0290 ]-66 810.90 0.90 0.9011.0 11_. 0 0222NN (v/tt) N33 0 3 .00 3 .00 3 .00 EastboundLTR Westbound LTR No. Lanes Volumes PHF or PKl-s Lane w (ft) Grade ? Heavy Veh Parking Bus Stops Con. Peds Ped Butt,onArr T)æe RTOR VoLs Lost time Prop, ShareProp. Prot. o2 1_3 090.90 0 11-. 0 0 2 NN (Y/N) N 3 t- 2 < 0153 974 420 0.90 0 .90 0.90 L1_.0 11.0 0222NN 0 0(Y/N) N33 0 3 .00 3 .00 3 .00 No. Lanes Volumes PHF or PK].s I-,ane W (ft) Grade ? Heavy Veh Parking Bus Stops Con. Peds Ped ButtonArr T)T)e RTOR VolsLost Time Prop. ShareProp. ProL. o2 r27 6 0 .90 1l_. 0 0 2 NN (Y/N) N 3 1 2 < 0l_53 97 4 420 0.90 0.90 0.90 1_1-.0 1L.0 0222NN 0 0 (Y/N) N33 0 3.00 3.00 3.00 11 68 237 273 90 0.90 0.90 . 0 1_1_. 0 0222 N 0 0 (Y/N) N33 03.00 3.00 3.00 0 15 .90 2 0 0 0 1_9 0 .90 2 0. t_1 N 0 0 0 0 0 0 0 3 .00 3 .00 03.00 3.00 Phase CombinationEB LefT Thru Right Peds WB LefT Thnr Right PedsNB RightSB RighL Green YeIlow/aR Cycle Length: * x * 7.0A 45.0A 5.0 5.0I20 secs Phase Phase CombinationEB LefT Thru Right Peds WB Left Thru Right PedsNB RightSB Right Green Ye1low/.¡rR Cycle Length: Signal Opera234 tr * * * tr 7.0A 43.5A5.0 5.0 120 secs Phase combinat. Signal23 x tr x * tr operations 4 ions combinati ¡üB Lef t Thru Righr PCdS SB Left Thru Right PedsEB RightwB Right Green YeIlow/AR on order: * * * 1_5.0A 5.0#r #z ,r tr * 33 .0A 5.0 #s #e l{B Lef t Thral Righr PedsSB Left Thru Right PedsEB RightwB Right Green YeIlow/aR on order: 14 .5A 5.0#r #z 35.04 5.0 #s #6 6* * * 6* ,( * * * * ,( * * * * * Intersection Performance Summary Intersection Performance Surnmaryv/c g/cRatio Ratio Delay Approach:I.,OS Delay LOS Lane Mvrnts Group: Adj SatCap Flow v/c g/cRatio Ratio Delay Approach:Delay LOSLOS Lane Mvrnt,s Group: Adj SatCap Flow EB TR WBL TR NBL TR SBL TR 1408 188 r691, 235 485 303 782 3595 ITTI 343 I 806 TTT]- L7 06 1353 189 L648 236 5l_L 295 806 35 93 TTTI 343 I 765 165 5 TTIL L7T2 1- .097 0 .3920.904 0.492 0 .962 0 .4920.289 0.292 1_ .063 0 .4s8 0 .330 0 .458 74.7 F 48.2 E 29.3 D 21, .4 C 79.9 F 83.7 F l_3 .5 B 1.1_09 0.379 0.899 0.479 0.987 0.479 o .322 0 .308 r_.L08 0.308 1, .092 0 .47L 0.340 0.47r 8O.B F 46 .8 -E 34.4 D 20.9 C 95.7 F 96.2 F l_3.0 B 74.7 31.1_ 73.1, 52 .5 F D TR L TR L TR IJ TR EB WB NB SB 80.8 3s.6 86.8 s8.0 F D F1661_ r.067 0 .292 fntersection Delay = 54.3 sec/veh Intersectíon LOS = ELost time/Cycle, f¡ = 9.0 sec Critical v/c(x) = 1.1-54 fntersection Delay = 60.8 sec/veh fntersection LOS = FLost rime/Cyc1e, f¡ = 9.0 sec Critical v/c(x)= L.206 OId Dublin Areø Enhancement Study Duhlin, Ohio Old Dublin Parking Studlt MS CONSULTANTS, INC, Old Dublin Area Enhøncement Sfudlr Dublín, Ohío .Weekday Parking Data Old Dublin Wêekday Park¡ng Data - Collected on Tuesday, August 31, 1999, and Wednesday, September 1' 1999 Nolheast j 13-¡ldrSpæs 8:00-9:m ÀM 9:0lr-10:00 ÀM l0:00-11:m AM ll:00-12:00 PM lr.nñ-i.m ÞM ,1:00-5:m PM 5:00$:00 PM 6:00-7:m Pil 7!m4:m PM t.m-q.oo ÞM J 3 {.ñ 7 J U ¡ srde ÞM wn6 Fill Alev Á Énr I t b Jentnd uen¡sls umce J I 17 4U5 I I J J t ot NE-7 LOt NÈ-ð 1t UI Spæes l3+lourFedShæl ID Â oo-q m ÂM 9 m-io 00 ÀM ln on-ll m ÂM l2lOO-t:00 PM l!m-2.OO PM 2:003!m PU 3!m¡:m PM ¡ oo-5 0n Þu 7:m{:m PS E:m-9:00 PM LO¡ NW-Z o tu o ouisè s Neédlèwork I ¿J U o I 1A Spæs lf,-Hour Añal Reterence F¡eE Shæt ID Á.oo-q.m ÀM 9:m.10:OO AM lo:OO-ll:m ÂM t1:m-12:m PM 12:m-l:oo PM l:00-2:m PM 2:001:OO PM !:004:m PM 4!û0-5:m PM 5 00¡ no Þu 7:004:00 PM E:m-9:00 PM I o z J relv Hill s srde bM- 5 Élacksmh Lane 3 I I 1U o 3 M Souh Sl & EÞef H 4 Hrll & Bndde U t 3 0 t5 12 to ìu5 I 1 1¿IJ þU ot sE-9 1 I 0 ;E quâdranl loul JO Print Date - 0282000 ms consullanh, ¡nc Old Dublin Area Enhøncement Study Dublin, Ohio Weekend ParkingData MS CONSULTANTS. ING. Old Dublin Weekend Parking Data - Gollected on Saturday, December 4, 1999 Weekend S and NW Quadrants Parking Location Northeast Quadrant Pa Spaces Available Soaces Occupied bv Hour 7-Hour Total Field Sheet ID 5:00-6:00 PM 6:00-7:00 PM 7:00-8:00 PM 8:00-9:00 PM 9:00-10:00 PM 10:00-11:00 PM l1:00 PM-12:00 All¡ 'to . Hiqh, W. side btw. Br¡dge & Wings H¡llAlley curb face 4 2 U 2 1 0 0 0 5 \. Hioh. W. side btw. W¡nqs HillAllev & North St.curb face 6 0 0 0 0 1 1 1 3 . Hioh. W. side N.curb face 7 z 5 4 þ 5 5 3 30 Riverview St.. W. side btw. North St. & Winqs HillAllev curb face 8 1 1 1 I 1 1 ,|7 ew St.. W. side btw. Winqs HillAllev &curb face 7 1 2 1 2 2 z 2 12 Riverview St., E. side btw. Bridqe & North St.curb face 14 1 4 1 1 1 2 3 10 46 7 q I 11 10 11 10 67 treet Parkinq Behind Tickets Galore Lot NE-1 9 0 0 o 0 0 0 U 0 Behind Dentist's Office Lot NE-2 o ?3 4 4 4 6 4 28 ln front of Doctor's Offìce Lot NE-3 30 0 0 2 2 0 0 4 Behind Oscar's Restaurant Lot NE-4 51 12 22 47 48 31 32 28 220 N. side of buildinq at North St. & N. Blacksmith Lane (alley)Lot NE-5 2 1 0 U 0 0 0 0 1 E. side of buildinq on N. Blacksmith Lane (alley), S. of North St Lot NE-6 4 I 2 II I 2 2 I 10 Behind Michelle's of Dublin Lot NE-7 22 8 9 I I I 7 4 55 ln front of Chris' Pizza Lot NE-8 5 J 4 4 4 ¿1 1 19 Domino's Pizza Lot NE-9 o 5 3 4 5 4 3 22 135 JJ 43 71 73 49 49 41 NE Quadrant 181 40 52 80 84 59 60 51 426 Northwest NUY Quadrant Description Spaces Available Spaces Occupied by H our 7-Hour TotalActual Reference Field Sheet ID 5:00-6:00 PM 6:00-7:00 PM 7:00-8:00 PM 8:00-9:00 PM 9:00-10:00 PM l0:00-ll:00 PM l1:00 PM-12:00 All On-Streef ParK¡na - None Off-Street Parkino Behind Veterinary Clinic Lot NW-1 10 0 0 1 0 0 0 2 Dublin Public Parkinq Lot Lot NW-2 35 11 21 25 15 15 47 14 118 ln front of Tucci's Lot NW-3 11 I 11 3 o 10 2 2 45 Behind Tucci's Lot NW-4 3 4 4 4 4 3 3 1 23 Behind Louise's Needlework Lot NW-S I 0 0 0 0 rì 0 0 0 Behind The Sturoes Companv Lot NW-6 4 0 0 U 0 0 0 n 0 Public Parkino on S. side of Notlh St.Lot NW-7 10 7 7 10 10 I 10 I 62 Library Lot NW-8 117 37 3 4 16 16 21 15 112 Lodqe Hall Lot NW-9 I 0 0 0 0 0 0 0 U Grandma's Fruit Cake Distribution Lot NW-10 10 1I 0 0 0 0 1 0 2 Brian Wiland & Associates Lot NW-11 20 7 7 8 I I o o 50 Brueooer's Baoels Lot NW-12 21 2 0 0 1 1 1 U 5 Subtotal 257 77 53 ÃÃ 63 61 47 419 NW Quadrant Total 257 77 53 55 63 63 61 47 419 5:00-6:00 PM 6:00-7:00 PM 9:00-10:00 PM I l0:00-11:00 PM 117 I 105 ' 135 t 147 Print Date - 03/05/2000 ms consultants. inc. 845 06-268.210 O Table of Contents Executive Summary 2 Background........ 3 Staff Parking lnventory 5 MS Consultants Parking Study..... 13 Comparative Analysis......... 16 General Parking lssues.... 22 Current Parking Developments: The HBD. 28 Potential Parking System lmprovements....... 30 Study Conclusions.......... 34 Appendices........ 36 A. Old Dublin Aerial - North... 36 B. Old Dublin Aerial - South.. 37 C. Old Dublin Parcel Map........ 38 D. Old Dublin Zoning Map..... 39 E. Parking Surveys and lnventory Maps 40 nf,:,ii:, Background On May 3,2000 the Old Dublin Revitalization Task Force submitted a report to City Council following numerous meetings and public debate regarding what should be done to improve the historic district. The Task Force revolved around four major points of purpose that were utilized to focus discussion: Following those four major goals, the Task Force dealt specifically with a number of issues that included traffic and parking management. The Task Force concluded that pedestrian safety and the management of parking resources in the district should be explored further. In more specific terms, the Task Force made nine specific recommendations regarding parking issues within Old Dublin. Those included: Following the presentation of parking issues to the City Council Committee of the Whole on August 7,2000, a number of determinations were made. Council voted that a parking structure was not feasible at the present time. In addition, Council and residents spent a significant amount of time discussing the proposed idea of a "parking authority." With little determination over what an "authority" would constitute, issues over private property rights were raised. Following a lengthy discussion, issues related to parking were remanded to the Task Force and citv staff for further studv and analvsis. Major Task Force Goals: o Encourageappropriatebusiness development. o Protect and enhance property values. o Establish Old Dublin as a focal point for activity and identity. o Develop a plan to remove obstacles to accomplish the above points. Traffic and Parkinq Recommendat¡ons: o Investigate current parking locations and utilization, and establish a desired parking allocation scheme. o Meet with property owners in order to find mutual opportunities for shared parking, in addition to investigating incentives to encourage shared use of private parking lots. o Acquire or mutually develop surface lots. o Enforce parking requirements. o Develop parking rules such as employee parking requirements, collective dumpster locations, parking meters and parking stickers. o Hold public meetings to begin dialogue. o Investigate the feasibility for a parking structure. o Redevelop Mill Lane with head-in parking and screening. o Develop a oarkins authoritv. Since that time, the Old Dublin Revitalization Task Force has continued to study the issues of a parking authority, incentives, parking rules and other comprehensive solutions to the parking issue. Following further study, the Task Force decided that a "Parking Coordinator" should be established. The Task Force concluded that a city staff member should be utilized on a full-time basis for a number of months to act as an arbitrator to meet with local business owners to discuss possibilities for shared parking. Utilizing incentives provided by City Council, the coordinator would be able to facilitate agreements between the City and local businesses to provide greater shared parking resources within the district. While discussion over parking authorities have been carried out by the Task Force, the Division of Planning has been completing a further study on a number of issues that were raised and discussed during the Task Force presentation to Council. In particular, this report studies the issue of parking resources. MS Consultants completed an initial parking study of commercial areas within Old Dublin on March 7,2000 which was intended to look at issues of parking usage and availability. Based on the above recommendations made by the Task Force, the Division of Planning conducted a further study of parking-related issues that was intended to build upon the study conducted by MS Consultants. In particular, staff completed a survey to determine current parking resources and their specific locations within the historic district. Based on an initial inventory, information was then synthesized to determine current parking problems within the district and potential areas for improvement that can be suggested for implementation and/or further review. This report was completed to verify the results of the MS study and utilize information obtained from both inventories to identify specific areas for improvement and recommendations for change given those recommendations provided to Council by the Old Dublin Revitalization Task Force. Task Force Recommendations for Further Staff Study o Conduct an inventory and analysis of articulated parking issues in Old Dublin. o Meet with property owners to discuss the issues and develop additional suggestions for improvement within the district. o Look at the existing parking system for possible shared parking scenarios. o Explore possible new surface lots and expansion of existing fesources. The Staff Parking lnventory The Parking Inventory Process: Following the direction of City Council, staff from the Division of Planning conducted a survey of all parking areas within Old Dublin. Parking resources were recorded utilizing base maps from the Division of Planning's G.LS, department. All parking was noted utilizing a standard parking space module as determined by the Dublin Zoning Code and as measured by Code Enforcement (9 feet by 18 feet). For those parking areas that do not have striping as required by Code, staff determined a parking lot layout (given the current parking area) that would result in a maximization of legal spaces. Utilizing Bridge Street and High Street as boundaries, areas within the district were divided into four separate quadrants as shown below, with the intersection of Bridge Street and High Street as the central point. A lot by lot inventory was completed from which actual parking layouts were recorded on the basemap. Information regarding the composition of parking surface materials was also indicated in order to analyze proposed ordinances that may impact Code requirements for parking. lnventory Quadrant Map Parking inventories were completed on four separate occasions. The Northern Quadrants of the district were inventoried on May 24,2000 and re-verified during August 2000. Initial inventories for properties within the southern quadrants were completed on September 20, 2000 with additional field verifications on September 24,2000. An inventory of all on-street parking within the district was taken on September 27 and September 28, 2000. A total count of all parking spaces as determined by Code Enforcement included all off-street parking and all on-street parking, including residential streets such as North Riverview Street. South Riverview Street and Franklin Street. Northeast Quadrant: Parking resources have largely been maximized within this area of the district. Despite the fact that the quadrant contains some of the more intense parking uses within the district, this particular portion of the district is characterized by minimally setback buildings and significantly changing topography behind structures that would hinder further surface lot development. Acquiring additional parking resources would be limited in number and would likely require the removal of buildings and would not be fiscally advantageous. At the current time a total of 320 legal spaces are located within the quadrant. Those include sixteen on-street spaces along North Riverview Street and North High Street. Of the remaining 304 spaces located in off-street areas, a total of 35 are located within existing gravel lots. Large parking resources are currently located at the 94 and 100 North High office buildings located at the north edge of the historic district, containing 30 spaces and I7l spaces respectively. Another major provider within the quadrant is the Oscar's parking lot, which contains 49 spaces. At the current time parking supply for those uses are largely self-sufficient, with some limited overflow for Oscar's restaurant. During off-use hours, parking resources for the 94 and 100 North High Street properties are not utilized in any manner by other businesses within the quadrant and present a potential underutilized resource. Of all uses located within the northeast quadrant of Old Dublin, the Brazenhead at 56 North High Street produces the greatest parking deficiency in the entire historic district. With numerous variances to reduce on-site parking requirements to a total of four spaces, the restaurant creates significant parking overflow to the west across North High Street. Proximity parking by patrons creates illegal parking situations along Parkinq Total Paved Gravel On-Street 269 35 Total 320 residences on North Riverview street. which contains only two legal on-street parking spaces. To date, the Board of Zoning Appeals has consistently granted variances for restaurant uses within the district. Common practice with those approvals has been to provide off-site parking to balance a lack of parking resources located on-site. While this practice proved successful for a period of time, success of restaurants in the district created parking deficiencies for off-site spaces during the normal business day when other sites are utilizing their parking spaces. Given the small lots sizes within the district, current Code requirements for parking cannot be met by individual property owners without destroying the visual and historic integrity of the district. Limited on-street parking along North High Street is commonly utilized by restaurant patrons. As a condition of approval from the Board of Zoning Appeals, the Brazenhead has been required to maintain a sufficient level of off-site parking resources through the use of private parking agreements with other property owners in the district. Agreements with various properties such as the library, Louise's Needleworks, Grandma's Fruitcake, Brugger's Bagels and the veterinary clinic have been obtained for such puryoses during after-hours for those businesses. The quadrant contains a significant number of existing gravel lots, which correlate with the grade changes that occur through the middle of properties that front onto North High Street. Paving existing lots would create significant amounts of stormwater that will sheet flow onto North Blacksmith Lane and residential properties along the river, so gravel lots remain on significant slopes or have been terraced. Within the quadrant no public parking currently exists and limited opportunity is available to provide additional parking. Northwest Quadrant: The northwest quadrant of the historic district provides the most potential for the expansion of existing parking resources within the district. While parking potential east of High Street is limited by existing residences and the Scioto River, substantial open spaces are present. Unlike the other three quadrants within Old Dublin, the northwest quadrant is suburban in character. In contrast to the historic setbacks and character of Parking aLong North Rivervietv Street Parking Total Off-Street On-Street Paved 318 Gravel 15 Total 333 South High Street, the overall character of the northwest quadrant has been changed over time to include the introduction of postwar architecture (cinder block structures), suburban development standards and off-street parking visible from the public righrof- way. Uncharacteristic to other portions of the district, the northwest quadrant also contains no on-street parking. Uses such as the daycare center, Brugger's Bagels, the Big Sky Bread building and a veterinary office located along West Bridge street are generally self-sufficient. Developed in a suburban nature, most structures were developed with comparatively substantial parking resources. Major parking providers in this quadrant include the library site with 117 spaces and the school site with 44 striped parking spots. Tucci's restaurant and the suburban chttracter of the northwest quadrant. Of all uses within the northwest quadrant of Old Dublin, Tucci's restaurant is the primary generator of on-site parking deficiencies. With a total of eleven parking spaces, the restaurant utilizes a variety of adjacent properties to serve the parking needs of paffons. Like many other properties within the district, a number of parking variances were granted for this site with the condition that additional off-site spaces be obtained to offset parking needs. In order to acquire additional resources, partial funding was provided for the construction of the city parking lot located at the corner of Bridge Street and High Street. Staff has consistently allocated 18 of the available 35 parking spaces toward zoning requirements for that site. In addition to the public lot, agreements have been inade between Tucci's and a majority of properties in the northwest quadrant for parking spaces during evening hours when other businesses are not in operation. Those sites that have posted permitted parking include: Grandma's Fruitcake, Louise's Needleworks, Brugger's Bagels and the veterinary office site. Additional verbal agreements have been obtained from the public library and school sites during after- hours. Additional public parking resources (10 spaces) can be found at 53 North High Street, across from the Brazenhead pub and typically serve as parking for the restautants and/or the Sturges office building during daytime hours. Very limited gravel resources are present within the northwest quadrant of the historic district. Only two sites have existing gravel lots and include Louise's Needleworks (45 North High Street) and rear parking at the Sturges office building at 53 North High. In total, only fifteen parking spaces are located in the gravel lots. In order to provide additional parking resources for the restaurants, expansion of the existing gravel lot at 45 North High Street was proposed earlier this yeàr to produce approximately five more spaces. An application to the Architectural Review Board was approved to help alleviate parking problems within the District. However, the proposed expansion would have required a stormwater waiver from City Council and would have required numerous variances for gravel surfaces, striping, curbing, lighting and perimeter and interior landscaping. As a condition of the ARB approval, the applicants agreed to meet the tree preservation ordinance, provide additional screening and install pedestrian connections and decorative lighting for pedestrians. As a result, the Architectural Review Board made motions to provide recommendations to City Council and the Board of Zoning Appeals in support of variances and waivers that would be required. To date, the proposed expansion has not progressed further. Numerous properties within the quadrant provide potential for additional parking resources. As discussed, expansion potential exists at Louise's Needleworks for approximately five spaces. Other properties with possible expansion areas include the IOOF Lodge and Grandma's Fuitcake sites. The public school site also provides potential for enormous parking resources. The existing school maintenance yard provides potential for approximately 130 spaces. Additional green space at the eastern end of the school building could provide a potential for substantive surface parking areas. While substantial area exists for new parking resources, existing surface parking at the public library and school site have not been maximized throughout the week. More importantly, as re-development of properties along West Bridge Street may occur in the future, buildings should be designed to re-establish historic setbacks along the street and provide parking resourses to the rear of the building that will better maximize space. Southeast Quadrant: Areas within the district to the south of Bridge Street and east of South High Street provide the smallest amount of parking resources within Old Dublin. With a continuous frontage of buildings along South High Street, parking is located solely to the rear of properties. Parking resources are linearly confined between existing structures along High Street and the rear of residential properties along South Blacksmith Lane. With a combination of topographic limitations and small parcel sizes, a number of very Parkinq Total Off-Street 105 Paved 70 Gravel 35 otal 198 small gravel and paved parking areas have been developed that do not maximize space. Major parking providers include Donato's with 17 spaces and the parking lot at 48-52 South High Street. Other properties within the quadrant provide between nine and twelve spaces. Most uses within this portion of Old Dublin do not generate substantial need for parking resources. [n general, there are no high-impact uses that currently create a substantial need for parking, except for Donato's during peak dining hours. Overflow from the restaurant often utilizes public parking located at the northwest corner of Bridge Street and High Street or at the Town Center I site. Small businesses including insurance agents, medical/dental offices, art galleries, landscape design and personal services (barbers and stylists) primarily utilize on-street parking spaces for front-door service to patrons. Because the quadrant is geographically confined, a balance between parking on South High Street and on-site lots is used, depending upon the particular need of specific tenants. In total, 46 parking spaces are located along the east side of South High Street for those businesses. Similar to the northeast quadrant, public parking is not found in this portion of the district. Instead, non-conforming gravel lots have been historically implemented in response to geographic issues such as stormwater runoff and slope. Many gravel lots, however, provide an insufficient utilization of space. Substantial potential exists within the quadrant for the creation of combined parking lots that serve multiple parcels. While other quadrants may provide the potential for expansion into new areas, development of new parking areas are limited to the rear portion of the Veeley property at 109 South Riverview Street. Given the very confined geographic framework of this portion of Old Dublin, however, an enormous opportunity exists throughout for the consolidation of existing parking into more substantial lots. Property maintenance of parking resources is also a primary need within this portion of the district. Character and quali4' of the southeast quadrant. Parkinq Total Paved 270 Gravel 13 Total 382 Southwest Quadrant: The southwest portion of Old Dublin also provides substantial opportunity for improvement to the existing parking framework. Similar to the eastem side of South High Street, parking availability is constrained geographically by residential properties to the west along Mill Lane. In total, parking within the quadrant is primarily paved with efficiency of resources decreasing as one moves from north to south. In general, most businesses along South High Street (ust as in the southeast quadrant) do not generate high levels of parking need. Similar mixes of low-impact uses such as florists, art galleries and real estate can be found in the quadrant. Exceptions include restaurant and food service uses including Dana's Expresso Bar, the Dublin Village Tavern and Town Center 1. Significant parking areas are provided within the quadrant and include the following: While the southwest quadrant provides a number of substantial parking ateas, the most significant parking resource (church site) is not utilized during periods when the church is conducting services, parish activities or child daycare during the week. Public parking areas are located at both ends of the quadrant at the Town Center 1 site and at the Chaniber of Commerce building. In addition to the above resources, on-street parking is also available on public streets with 41 spaces along South High Street and an additional 58 spaces along Franklin Street between West Bridge Street and John Wright Lane. Spaces located along South High Street primarily serve to provide front-door service for smaller impact uses and to offset parking shortfalls for restaurant uses in the general area. While the southwest quadrant provides a significant number of consolidated parking areas, substantial areas for improvement currently exist. Existing gravel lots, while limited to two properties, waste enormous space and could provide improved Property Parking Spaces Town Center VDublin Village Tavem 35 Chamber of Commerce 12 83-95 South High Street 19 HayPenny Bridge Imports 12 Allespach property (55 South High) 43 Town Center II site 2l Dublin Christian Church lI2 Town Center I aLong South High Street. resources. Current undeveloped areas adjacent to the Chamber of Commerce also provide expansion space for this particular portion of the district. The most visible area of improvement within the quadrant includes areas along Mill Lane. While the task force recommended the provision of head-in parking on the west side of the Mill Lane, creation of such parking resources would require the acquisition of additional right-of-way in a manner that would negatively impact residential properties along the alley. Deteriorating accessory structures and undeveloped portions of commercial properties provide the possible means for providing a common alley-based parking system. The potential development of the Town Center II site across from the Dublin Christian Church would also provide the possibility of an additional net gain of approximately 40 spaces within the quadrant. Staff Inventory Summary: Parking lnventory (staff) Parkinsl'vpe/Ouadrant Southeast Southwest Northcast Northrvest Total 70 270 269 3l 3513351 93 99 16 198 382 320 333 1233 The MS Consultants Study MS ConsultantS was hired in 1999 to conduct a parking inventory and investigation for improvements throughout the historic district that included a bypass around the intersection of Bridge Street and High Street and the installation of a median as part of the State Route 16I widening project. As part of the study, the consultant collected parking data for a typical weekday and a Saturday. Based on the data and field observations, overall supply and other indicators were studied to determine overall parking utilization within Old Dublin. Parking information was divided into the same quadrants as utilized in the inventory completed by the Division of Planning. A number of differences were found between information compiled by staff and inventory completed by the consultant as part of the March 2000 report to Council. ln total the MS study "estimates" parking spaces in the district at a total of 828 spaces, compared to the final staff inventory of 1,233 legal parking spaces within the architectural review district. Of the total spaces recognized by the MS study, 148 spaces were counted on-street, while 680 spaces were recorded on properties throughout the district. In general, most information was similar with slight differences (shortfalls and additional spaces) on individual properties of one to three spaces. While the MS study was largely estimated, parking numbers compiled by staff were verified by Code Enforcement as constituting legal spaces as measured by Code. While minor differences were norrnal, some significant differences underlie the differences in parking counts between the two studies: Northwest Quadrant: MS study did not include the school site or daycare MS study underestimated 35 Darby Street by 24 spaces Northeast Quadrant: MS study did not include the Library MS study significantly overestimated parking on North Riverview Street MS study overestimated parking on North High Street Southeast Quadrant: MS study underestimated on-street parking MS study provided additional parking on Pinney Hill not deemed as legal spaces Southwest Quadrant: MS study did not include the Dublin Christian Church MS study did not include parking along Franklin Street MS study underestimated parking on South High Street ParkingType/Quadrant Southeast Southwest Northeast Northwcst Total 115 t73 135 25 ]t 3t 46 186 204 181 251 828 MS Consultants Inventory Summary: In addition to the completed inventory, the consultant study looked at parking accumulations during weekday and weekend periods. By recording parking counts over time, the MS study charted parking pattems and determined peak parking needs throughout the day. Weekday parking was measured in August and September of 1999, while weekend information was obtained in December of ß99. In general, parking graphs indicated that no individual quadrant of the district during the weekday reaches a usage peak greater than 65 percent of the total parking supply. ln addition the studies showed an expected daily lunch peak and a smaller peak for restaurant uses during the dinner hour. The study, in effect, showed that there are always parking spaces available on a larger scale, with individual properties only experiencing shortages during limited peak periods. Simply put, restaurant uses are largely responsible for creating parking difficulties at a site-specific level. While restaurant sites may undergo shortages, parking spaces are available on other nearby sites. A study of weekend parking pattems also showed similar results. Data was collected for the northern half of the district because no need was determined for the southern half during weekend hours. Data collected during December 1999 indicated that althougþ individual lots may have been near or at capacity during peaks, the northwest and northeast quadrants were 507o or more unoccupied throughout the day. The MS study also noted that while parking in direct proximity to restaurants in the district were at or near capacity during the weekend study hours, the public lot located at the corner of West Bridge Street and North High Street remained largely available throughout the day. This indicates that parking IS available. In addition, the study found that turnover rates for parking are quite good, indicating that people are not parking cars for an extended period of time. Following the completion of parking accumulation studies, MS Consultants conducted a parking demand study to define a quantity of parking spaces needed to offset deficiencies during peak hours for land uses with determined site-specific shortfalls (restaurant uses). Utilizing parking standards from the Institute of Transportation Engineers, the study recognized a parking need of 156 parking spaces. Given that determination, MS Consultants noted that the demand for those additional spaces coincided with evening hours when the public library lot (spaces not indicated in the parking inventory) is available to restaurant patrons. Despite the availability of 117 library spaces to restaurant and bar patrons, a maximum of 54 spaces were utilized during the study. Based on the results of the March 2000 report, MS Consultants provided a number of general recommendations for improvement within the district. In short, the study recommended keeping existing on-street parking, while improving existing off- street lots through city intervention. In addition, shared parking systems and a further study of a municipal parking garage was suggested to address possible future demands that would develop with economic growth in the district. Despite the constant availability of parking resources on a quadrant level, recommendations were made to create additional surface parking within a proximity of 300 feet of the existing restaurants, which would limit new parking to specifically one site within the district (35- 37 Darby Street). Comparative Analysis of the Parking Studies In general, the inventory and study of parking patterns confirmed analyses and information drawn from the MS Consultants study. While, most specific parking inventory information varied slightly on a per-site basis, the overall parking information obtained by the suryeys were quite similar. Particular inventory information obtained by staff, however, provides an accurate measurement of legal parking spaces within the district at this point in time. Unlike other historic areas, though, that have narow streetscapes and on-street parking with shared travel lanes for both direction, legal parking spaces were identified with two travel lanes and legal parking area. A modified definition of legal parking spaces to include parking practices common to historic districts would indicate additional on-street parking resources within the district. Observations made by the Division of Planning support a majority of the consultant's study. MS Consultants noted in parking accumulation studies that parking is always available, as a whole. Parking issues within the district are site-specific problems that arise during peak dining hours. This indicates a need to better maximize the current parking system within the district. As noted by both staff and MS Consultants, restaurants provide the most impact on parking resources. In addition, turnover rates for parking spaces were found to be satisfactory, indicating that a broad majority of users within Old Dublin park for relatively short time periods. [n order to verify the accumulation results and conclusions drawn by the March 2000 study, staff looked at parking during various times of the day. Specifically, parking counts were taken during peak weekday hours for a series of days to determine if circumstances would have caused skewed data for the original study. In addition, spot checks were made during dinner peak hours through the week to confirm evening trends. Finally, additional spot checks were made through the course of the weekend to determine if parking problems suggested by parties within the district were visibly evident. Based on parking data obtained during peak lunch hours, a number of trends paralleled those results obtained by MS Consultants. Within the northwest quadrant, the public lot located on the square was less than307o in use during the three suveys. While parking at the school site was generally maximized each day, parking resources at that location service only school functions and are not available for general parking needs. Any additional parking need for the schools could be found on other areas of the school grounds. The public library site, however, provides enormous parking resources that are not being utilized. During days surveyed, the 117-space site was only utilized to a maximum of 407o. On a daily basis during the lunch peak, the library has potentially 70 spaces that could be utilized by other businesses to manage the peak lunch dining period without impacting parking availability for library users. Other businesses within the northwest quadrant had substantial parking resources available, excluding Brugger's Bagels which utilizes most of its parking to meet peak lunch demands. No parking lot within the quadrant, however, had a shortage. i,,t;;, 16 Similar observation of the northeast quadrant indicates a more visible indication of parking shortages on individual sites. While the 94 North High building is consistently utilized at significant levels, parking was available during the surveys. The lower parking lot for the 100 North High building, however, was only utilized to a maximum of 3l7o during the lunchtime surveys, providing up to 115 available parking spaces during lunch hours. Oscar's typically had the most intense need for parking spaces, with over 807o usage during all weekday surveys. Dr. Sloan's office nearby also had over lOOTo parking usage by utilizing areas that could not be counted by Code. While those properties had specifically maximized parking availability, public spaces located in the northwest quadrant are consistently available, in addition to on-street spaces in front of those businesses in the northeast quadrant. Parking trends indicate to staff that parking spaces are available on the north half of the district, but a large portion are not being utilized and are not currently permitted for general use. Other areas that are open to the public for general use are also not being currently utilized. With the Brazenhead and Tucci's not currently open for lunch, the results of parking surveys indicate that in order to maximize potential business activity with the current mix of businesses, additional parking spaces should be made available to the general public in the north half of Old Dublin. Current limitations from parking variances on the Brazenhead and Tucci's require off-site parking to be secured for the operation of the businesses. Because specified parking is not available for general public use during the midday period, those businesses cannot operate within their approved parking variances. Either additional parking is necessary, or existing spaces should be much better utilized between businesses within the north portion of the historic district. Parking in the southern half of Old Dublin during the lunch peak reveals a very similar scenario to those properties located north of Bridge Street. Most parking areas within the southwest quadrant generally range between 407o and 707o ttilization. Of those businesses located in the quadrant, only the Chamber of Commerce, Town Center I site and 113 South High Street had one day where parking was above 8O7o of the maximum spaces available. Parking was also available at the Town Center II site along Bridge Street. However, parking was only utilized to a maximum of 627o during the lunchtime peak at this site. The southeast quadrant was is also very similar in nature. Three locations in particular were consistently utilized. The 48-52 South High lot was generally filled to near capacity. 76-78 South High was also parked over capacity on occasion, as measured by Code. In addition, the 90 South High parking area was consistently over 907o utilized. While specific locations along South High Street may have substantial parking uses off- site, confirmed parking availability for on-street spaces indicates that there is also substantial parking resources that are currently available to offset any particular need that a particular business may have on-site. In general, a maximum of 357o of available on- street spaces were used along South High Street, indicating that at any one time, there are at least 57 spaces available to the general public. Utilizing results obtained from the March 2000 study as a guide, peak dinner hours were also studied to determine parking needs, primarily those during the weekend. Consistent with the prior study, those areas within the south half of Old Dublin do not experience parking problems. Almost all parking areas within the southeast and southwest quadrants never reach over two-thirds full. Substantial portions of the area were frequently found to have a utilization rate of 07o. Another substantial proportion of the south half never reached a usage rate of 257o. The Town Center I site (public lot) was found to be utilized heavily on Friday evening, but significant numbers of parking spaces open to the general public were available. Almost no on-street spaces were used on South High Street. Over 80 spaces are consistently available to the general public, indicating that there is no need for additional parking for evening hours, given the current mix of businesses. In general, only the Dublin Village Tavern, Starbucks and Donatos generate any parking need beyond 6:00 p.m. and are sufficiently provided for by the current parking system. Unlike the southern half of Old Dublin, restaurants within the northern quadrants generate substantial parking need. Surveys during the evening dining peak indicate that Tucci's and Oscar's parking lots are generally utilized near capacity. On-street spaces along North High Street are also generally used at or near capacity due to the proximity to all restaurants and bars along the street. City spaces located along North Street are also generally filled between 70Vo and I007o due to proximity, Smaller parking generators such as Dominos and Bridge Street Pizza are commonly used, but are focused around delivery drivers and pick-up orders. The public lot located within the northwest quadrant is widely available during evening hours, except during the Friday evening peak. Even though many of the restaurant sites on the north half of the historic district arc at or near capacity during the peak hours, many parking agreements are in effect during evening hours. Spaces provided by those agreements between private business owners are mostly unutilized by patrons at this point in time. Agreements with Louise's Needleworks, Grandma's Fruitcake, Brugger's Bagels, Dr. Sloan and the veterinary clinic provide an additional 77 legal spaces that are available to restaurant patrons. Verbal agreements with the school site provide an extra 44 spaces for use by restaurant patrons when not in use for school activities. An additional ll7 spaces are also available for use by the public at the library site after normal hours of operation. According to Board Orders for parking variances, particular restaurants and bars within the district are also required to provide flyers or other forms of identification to patrons that indicate approved locations for such parking. Based on the results of site visits by staff members over the course of the week, parking "problems" for currently operating businesses are one of proximity, not of a general lack of parking resources. In almost every situation where individual sites are at or near capacity, additional parking spaces are available within the general proximity and could be used by patrons. The most observed site-specific parking problems exist during the lunch peak hours. With all businesses open throughout the district, parking overlap is not permitted as during peak evening hours. Despite that fact, areas with the most noted parking issues have significant numbers of parking resources that are not efficiently used. Analysis of trends over the weekend also indicates that evening and weekend parking needs are also sufficiently met by the current parking system. Once again, specific sites may experience focused parking deficiencies during peak times of use. However, additional parking resources are always noted in proximity to those businesses that are not being used by patrons. Issues of site-specific need are most prevalent on Friday evenings, when greater numbers of people are in the district for dining pulposes. In comparison, no parking issues were observed for the entire district during the two Saturday observations. Most parking areas during weekend hours were less than 25To occupied with the very significant proportion of parking resources completely empty. In addition, parking areas in close proximity to restaurants that are generating parking needs within the district were also found to be significantly under-parked, indicating that resources are currently available for the mix of uses in the district. While the MS Consultants study indicated that restaurants were creating substantial site-specific, proximity-oriented shortages, the original MS Constultants study was conducted during a time period when the Brazenhead in particular was fairly new and was still a novelty item to local residents. Current parking accumulation spot checks indicate that this particular parking need has significantly subsided from one year ago for evening business hours. The March 2000 report also included a parking demand study. Specific properties that were shown to be deficient during the midday and/or evening periods were analyzed to determine a set level of parking shortfalls within the district. Specific uses included Oscar's, Domino's Pizza, Tucci's, Donato's Pizza, Biddie's Coach House and the Brczenhead pub. Utilizing 1987 parking standards data from the Institute of Traffic Engineers, the initial study concluded that an additional 156 spaces were needed to service those restaufants. Off-site parking agreements are required for the Brazenhead. Staff concludes that the final observations obtained from the parking demand study are highly oversimplified and do not accurately poftray parking needs within the district. Data utilized to complete the demand study was utilized from a 1987 source and is not reflective of parking standards or requirements that are specific to historic districts or traditional downtown areas. The study, while citing an unspecified suppressed demand with these sites, did not consider a "fad" factor when developing a recommended level of additional parking need. Since the time of the original study, overall patron levels have declined as the newness of the Brazenhead has wom off. The parking demand study also did not take into account the parking resources located at the library property and school sites. Those two locations in particular provide an additional 16l spaces. Parking on the Grandma's Fruitcake site (not counted in the MS Consultants study) also adds an additional24 spaces for a total of 185 spaces that could meet patron needs during specific periods of the day or week. In particular, the March 2000 study did not evaluate the specific differences in need that are present during the midday peak hours versus that of the evening or late night patronage of restaurants. Unlike the parking data conclusions made in the MS study, staff feels that the current level of commercial and restaurant activity within the north half of the district has sufficient levels of parking. Very site-specific needs, however, are present in Old Dublin during the midday lunch period. The original consultant study results did not account for private parking agreements made between the owners and managers of the three highest traffic generating restaurants and other property owners in the northern half of Old Dublin. A primary need for restaurant uses exists during the weekday lunch peak when other businesses are open, making those parking resources unavailable. Parking issues within Old Dublin are largely one of proximity. Individual patrons who utilize the district expect parking resources that are similar in nature to suburban developments, providing significant levels of front door access. Other historic districts throughout the Columbus area have very similar parking-to-business relationships. In summary, most historic neighborhoods and business areas inherently encourage pedestrian travel to reach activities. While the MS study utilizes 300 feet as a maximum proximity distance for new parking resources, the historic context of the area is not factored into that recommendation. Parking is a significant concern within the historic district. Unlike most areas of Dublin, businesses within the historic district cannot provide the necessary on-site parking resources that are required within suburban areas of the city, Development patterns that are common to Old Dublin cannot facilitate required levels of parking without destroying the historic character that is extremely valued in Old Dublin. Attempts to facilitate development within the framework of the existing suburban Code standards are prevalent within the northwest quadrant, where larger setbacks and parking visible to the street have destroyed the visual quality of the streetscape. In general, parking problems in Old Dublin are not one of availability. Parking is largely an issue of proximity. The historic district does experience limited and concentrated parking shortfalls on a site-specific basis. In more specific terms, restaurant uses within the district create a higher need for parking that is magnified during peak dining hours. These individual needs create problems when available shared parking resources are not present during normal business hours. As a result, a district-wide parking "problem" is cited, when in fact parking needs are largely concentrated in a specific location during limited peak hours. Excluding lunch peak hours, sufficient off- site parking is available for restaurant uses as they currently operate. However, the Brazenhead and Tucci's have the potential to also be open during lunch hours. Due to the unavailability of off-site parking agreements, those businesses cannot meet requirements of parking variances granted for those sites. Additional parking available to the general public would be required in order to maximize current restaurant activity during the lunch peak. Results of both parking inventories also indicate that a significant problem within the historic district is the need to better maximize the efficiency of the existing parking system. The current utilization of gravel parking areas creates substantial inefficiency on numerous properties. Limitations in the existing parking system are also created by the need to provide parking on individual properties. Given limited property size within the district, substantial pavement and gravel areas are wasted as access and circulation space. The provision of shared parking on numerous sites would better utilize available space. A substantial issue with the current parking system is the lack of efficient usage, particularly on sites that have large levels of parking. The library site, in particular, has significant parking spaces available during lunch peak hours that are in close proximity to existing restaurants that either do not operate for lunch business or that have on-site parking shortfalls. Given these issues that are apparent from conducting an inventory of the parking system and observations gained from surveys during peak hours, the following section will summaÅze various issues that are directly related to the current parking situation within the historic district. General Parking lssues: Land Uses and Economic Mix: Analysis of both the MS Consultants study and the follow-up inventory and surveys taken by staff shows that the current economic mix and distribution of land uses within the district are a primary cause of the cuffent parking "problem" within the district. In reality, most land uses within the historic district generate minimal levels of parking within Old Dublin and are easily handled by the current inventory of parking spaces. Restaurant uses, however create the primary need for parking resources and are focused in one particular area of the historic district, creating a consolidated need for proximity spaces during peak dining hours. Given the availability of parking resources on a quadrant or district-wide basis, a better dispersal of restaurant facilities would have, in all likelihood, would have allowed the existing parking system to absorb additional off-site parking needs for such uses. The fact that those uses are all situated together magnifies a limited need for additional parking resources. Consideration of the results from both studies clearly indicates that restaurant and bar uses within the district are the primary cause for parking needs. Because of the significantly larger impact that such uses have on the historic district, restaurant uses should be considered as conditional uses that would be required to receive approval from the Planning and Zoning Commission. Review by the Commission, similar to auto- oriented outdoor facilities would be reviewed by the Commission to determine if the added impacts from such uses would be acceptable within Old Dublin. Unlike many other historic districts in Central Ohio, Old Dublin does not have a significant residential base that would provide a base level of pedestrian activity. The district, instead, relies heavily upon automobile traffic. In order to provide more activity within the district without significantly impacting traffic resources, mixed uses with residential activity should be encouraged to support more active businesses and higher volume retail and commercial uses. [n order to facilitate future economic development of the district and to alleviate existing peak needs, additional public parking should be provided. This could be accomplished either through the creation of new public parking lots or from the upgrade and consolidation of the existing parking system. A majority of businesses within Old Dublin have a minimaL impact on overaLl parking need. Gravel Parking Lots: Given the results of the current inventory of parking within the historic district, there are very limited opportunities to expand existing gravel lots within the district. Most areas for expansion would not increase available parking resources by more than five spaces. Utilization of gravel for surface materials also creates a significant loss of parking potential. According to Code gravel is not a permitted surface material within the City. Existing areas of gravel are typically non-conforming and are expanded illegally or inadvertently over time. Most gravel parking areas are a result of topography or are due to a lack of financial resources to upgrade to current Code standards, As non- conforming parking areas, gravel lots are permitted to be maintained as long as it is not expanded from its original state. Existing gravel lots throughout the district fail to meet a variety of Code requirements that also include striping, curbs or wheel stops, landscape requirements and lighting. Maintenance and safety issues for gravel lots (as well as some paved lots) suggest the need to look further at bringing parking areas up to a minimum level of standards, possibly through help from the city. Many gravel lots ín Old DubLin do not maximize space and are poorly maintained. Accessory Structures: Accessory structures throughout the historic district are in varying degrees of maintenance. While many are maintained by the property owner, a significant number are in moderate to poor condition. Structures within the district that are in good condition should be better maintained to improve the appearance and historic character of Old Dublin. There are many structures in the district, however, which are in disrepair and significantly minimize the efficiency of parking on individual properties. Such structures could be removed to enhance the visual quality of the district and/or be incorporated into a better parking solution for individual properties or groups of properties within the district. Accessory structures líne North Blacksmith Alley, while tight development prohibits the ease to provide additional parking, resoLtrces On-Site Parking Requirements: According to current Code requirements, properties are required to provide a required level of parking spaces on-site. As has been previously mentioned, the historic pattern of property ownership and division within Old Dublin makes such standards impossible to meet without destroying the historic fabric and character that is valued. Businesses should be responsible to provide a minimum level of parking resources to the district. Alternative forms of parking provision and requirements should be provided within fhe Zoning Code that will address the specific concerns inherent to the historic district. Current parking standards by land use are not sufficient for properties within the district, which are usually less than l/3 acre in area. Current Code requirements also do not permit collective parking with multiple properties. In addition, many properties are not maximizing parking potential. Parking ldentification: Completion of the parking surveys also indicates a need to provide better identification of spaces available to the general public. At numerous times throughout the staff survey, individuals were witnessed searching for proper places to park. Business owners have also stated that patrons from Dublin who utilize the restaurants often know where to park. The problem arises for people not familiar to Old Dublin and the current parking situation. Street frontage along Bridge Street currently does not provide sufficient recognition of the district. Contemporary setbacks, higher speeds and lack of continuous streetscape in historic pattems limits recognition of the district by thru-traffic. The provision of clear signage throughout the district to direct visitors to appropriate parking spaces would be beneficial. In combination with consolidated public parking spaces, visitors to the district would be provided with a more satisfactory experience in Old Dublin. Inability to easily and confidently locate permitted parking can prevent people from returning to the district in the future. Further problems are created by the vast quantity of signage that is appearing throughout the district. At the current time, no coherent signage system has been developed that will direct visitors to the district to appropriate parking locations. While signage was developed in the past for utilization at specific public lots, district-wide signage systems should also be looked at to provide a larger system that will permit easier identification. TUCCI'S, .OSCAH'S and BRAZENHEAD PARK¡NG ONLY A mixture ofsignage creates enormous parking confusionforvisitors to the district. Signage should be uniþrm throughout the district to promote wayfinding. Proximity versus Availability: During peak hours, businesses on an individual basis may experience a maximízation of on-site parking. In general, the most acute site-specific examples in the district are largely limited to the lunch peak hours, and more specifically to the Oscar's and Tucci's parking lots. Invariably, however, parking spaces have been available throughout the district. In general spaces are usually available in less than a 2-block radius from the business in question. While existing large resources are often available, they are often not in direct proximity to the business in a fashion typical of suburban developments. Evaluation of parking needs within historic districts, however, should be evaluated within the development context and nature of a traditional downtown. Shared Parking Opportunities : Currently, the parking system that exists within Old Dublin is largely the result of minimal development of parking areas for each specific parcel. The most successful examples of parking development have occurred where paved parking lots can service multiple businesses within a general area. Unfortunately, a large proportion of parking resources have been developed in a manner that does not maximize potential space. Extremely narrow properties often provide access for one to three parking spaces, with an unacceptable proportion of paved or gravel surface to the number of spaces provided. Promoting or assisting individual property owners to develop common parking lots for multiple tenants would greatly improve the efficiency of the current system. Many properties within the historic district do not maximize parking area. Gravel lots, in particulør, waste valuable space that could be better utilized. The creation of improved parking areas is only one possible means for improving the current system. As shown in the parking surveys conducted by staff, often when specific businesses have site-specific shortages, other businesses near by often have substantial parking resources that are not used to its potential. Private individuals have been systematically acquiring agreements with other property owners as a means to address parking needs for their businesses. However, the growing number of parking agreements and associated signage further hamper efforts to provide parking information to visitors in a clear and concise manner. Numerous properties within the district have significant numbers of underutilized spaces The potential exists for a city-initiated program to acquire parking resources that can be provided as general public parking - whether during specific hours or throughout the entire day. Obtaining agreements with owners through the use of incentives will permit a standard process to be developed district-wide. The installation of standard signage throughout the district for city-owned and shared parking spaces would further enhance identification of permitted parking spaces. Stormwater Management: Underlying the issue of parking shortage is the need to address parking within the framework of the current stormwater system in Old Dublin. In order to feasibly upgrade parking areas and create new parking resources throughout the district, improvements should be made to the existing system that will not waste financial resources allocated to address parking issues. Most portions of the historic district have no stormwater infrastructure, making parking improvements patchwork and temporary in nature, Gurrent Developments Regarding Parking in Old Dublin In recent weeks, a number of Dublin boards and commissions has looked at the issue of parking in Old Dublin and its relationship with Zoning Code requirements. While specific differences in opinion may be present between various board and commission members, a substantial number of commonalties were evident during discussions of the Historic Business District Ordinance (HBD). The HBD was created to address a variety of development-related issues that have not been properly addressed by the existing Code. In essence, the ordinance was created to utilize site development standards that mimic traditional building practices. With the existing Code, commercial properties within Old Dublin were held to suburban standards despite the existence of a clear historic development pattem. In addressing a variety of issues within Old Dublin, the ordinance focuses on a number of parking-related issues, including parking orientation, parking lots on multiple properties, gravel lots and expansions and revised parking standards. The overall intent of the ordinance is to reduce the need for variances and public review procedures and to foster development within the context of the historic character that is unique to Old Dublin. During review of the draft ordinance, the Planning andZoning Commission made a number of observations that were directly related to parking issues within the district. While the draft ordinance proposed the permitted installation of new gravel parking areas and the expansion of existing gravel parking areas up to 3,500 square feet, the Commission was opposed to waiving cuffent Zoning requirements for paved parking surfaces. In addition, the Commission supported increased maintenance and safety requirements for existing gravel lots, emphasizing that existing lots be brought up to higher standards. In general, the Commission did not support a removal of current parking requirements as contained within the Zoning Code. Primarily, the Commission waited for further discussion of the ordinance until the ordinance is reviewed by the ARB and the Old Dublin Association (ODA). In addition, the Commission recommended that further discussion of the ordinance be delayed until City Council have received recommendations from the Old Dublin Revitalization Task Force regarding the issue of a parking coordinator for the district. Following general discussion by the Planning Commission, the Architectural Review Board provided further input for the draft ordinance. Like the Commission, the Architectural Review Board does not support the creation of new gravel lots within the historic district. In reviewing existing gravel lots throughout the district, the Board recognized the financial restraints for many property owners and supported the expansion of existing non-conforming lots. Similar to the Commission, the ARB also urged that standards be created to improve the maintenance and safety of existing gravel lots. Suggested improvements included use of specified gravel materials and edge treatments to contain the parking areas. ^28 The Board similarly did not support waiving parking requirements for Old Dublin. However, the Board recognized that a revised parking standard should be developed that would reflect historic properties and development pattems within the district. The Board also strongly encouraged the use of common parking lots and a need to provide additional shared parking throughout the district. The evening following review of the HBD by the Architectural Review Board, the Board of Zoning Appeals also provided comments for the draft ordinance. The Board also did not support the idea of permitting new gravel lots within the district. Given the Board's familiarity with code-related issues in Old Dublin, members recognized the financial burdens on many business owners with existing gravel lots and the inability of many proprietors and property owners within the district to provide the resources needed for paved parking areas. The Board also suggested a need to emphasize maintenance of current parking areas throughout the district (primarily existing gravel lots) and strongly urged that City Council look at supporting a gravel improvement program that would be initiated by the City. Comments from the Board indicated that the proposed ordinance could significantly reduce the number of variances needed within Old Dublin. Potential Parking System lmprovements: Throughout the course of conducting a parking inventory within the district, individual properties and the entire district-wide parking system were observed to provide suggestions for possible areas for improvement. The following is a list of potential improvement areas within each quadrant: The Southeast Quadrant: 1. The Veely Property at 109 South Riverview Street could provide additional open space areas along Pinney Hill. Potential expansion of the National Register Site could provide parking to the east of Nationwide Insurance at 114 South High Street that is directly linked to the alley system and preserves the landmark home. 2. An expansion of the gravel lot at 86 South High Street in conjunction with the adjacent property to the north could provide additional spaces. 3. Discorrrecting Eberly Hill or utilizing it as an intemal part of a parking area, existing gravel lots to the north and south of Eberly Hill could be combined into a parking resource that could serve multiple buildings along South High Street. 4. Existing gravel parking areas at 54 South High Street are impacted by inefficient use of space. 5. Properties north of Spring Hill have developed parking resources singularly, allocating a significant amount of parking area to provide access. Substantial opportunities exist to create combined parking areas and to more efficiently utilize exisisting gravel areas. The Southwest Quadrant: 1. The Headlee Property along John Wright future parking resources. Lane could provide additional areas for 2. Combination pavement and gravel lots at 113 and 119 South High Street could be developed into a more substantial parking resource. Existing parking layouts provide inefficient parking and wasted access space. 3. The Dublin Christian Church has enormous parking resources that are underutilized during significant portions of the week. 4.As proposed by Mr. Bassett, the demolition of an existing garage could provide room to create head-in parking along the from the Dublin Villase Tavern to 83 South Hieh Street. cinder block detached east side of Mill Lane 5. 6. Franklin Street has additional on-street parking resources that go unused. The future Town Center II development will create parking for an estimated 68 spaces. The Northeast Quadrant: 1. Office parking at 94-100 South High Street provides a significant number of parking spaces that could be more efficiently utilized. 2. Topography along North Blacksmith Lane provides enormous potential for the creation of a parking structure that would be carefully sited into the slope. 3. Undeveloped portions of property at 40 North High Street provide the opportunity for lower level parking and are already informally used for such purposes. The Northwest Quadrant: 1. Gravel parking areas at 45 North High Street could potentially be expanded for additional spaces. 2.Public Library Facilities provide substantial parking resources that are significantly underutilized throughout the day and could provide shared parking potential. Properties at 35 and 37 Darby Street and portions of the school site provide the potential for consolidation and expansion of existing parking resources. The school site currently provides 44 spaces during hours outside school activities. The existing maintenance yard could provide an additional I25 to 140 spaces for general public use within 450 feet of all major restaurants in the north half of the district. Existing screening around the library parking lot would provide an immediate visual buffer. aJ. 4. Study Conclusions Based on the inventories and studies conducted on parking within Old Dublin, results in combination of field observations provide the following list of conclusions regarding the parking system within historic Dublin: o Given the historic nature of the district, throughout the district. Parking issues proximity. Available parking spaces are throughout the day. a substantial supply of parking is present within the district are primarily that of not allocated efficientlv to serve all uses Most parking needs within the district are initiated by restaurant uses, which are focused within the north half of the district. Restaurant uses should be addressed within the Zoning Code as conditional uses, requiring review by the Planning and Zoning Commission for issues such as traffic generation and parking impacts. A majority of parking areas, particularly on small parcels, does not effectively take advantage of space. Parking areas on multiple lots should be encouraged to provide shared resources for multiple businesses and maximize the use of parking areas. Code requirements for the historic district should address the need to permit such parking arrangements. Substantial areas of gravel parking are present within the historic district, but do not provide a comparable level of parking per area as paved parking lots. Maintenance and upgrade of existing gravel areas should be conducted to provide a minimum quality and safety standard throughout the district. úrcreased pedestrian connections, minimal landscaping and lighting need to be addressed as associated issues. Large parking resources throughout the district are being under-utilized. While shared parking is currently being conducted throughout the district to offset site- specific shortages on a smaller scale, large parking reserves should be sought to provide a substantial increase in availability within the existing system. The current alley system has not been incorporated as a substantial component of existing parking resources. Upgrade of the current parking system should utilize the alleys for parking circulation instead of thru traffic. The existing Zoning Code should be upgraded to better address the development pattems within Old Dublin. Ordinances for the historic district should implement development standards that match Old Dublin's building character and provide additional areas for the provision of parking. Consolidation of current service structures (dumpsters) in screened areas would increase the aesthetic appearance of alleys and better maximize potential parking areas. Identification and consolidation of public parking is a major issue within the district. The growing prevalence of parking lot signage creates confusion for motorists who would like to visit Old Dublin. Providing larger, consolidated areas of parking open to the general public with clear directional signage could promote a more satisfying trip to the historic district. Signage should be standardized throughout the district in order to enhance clear identification by potential patrons. Shared parking agreements between private property owners and/or businesses within Old Dublin have been significant in providing off-site parking resources for patrons. City-initiated parking agreements throughout the district would standardize parking usage and signage. Parking improvements throughout the district should also take into consideration related issues such as stormwater issues and tree preservation as examples. While overall parking counts are sufficient within the historic district, future economic development will require additional parking resources that are located in relative proximity to potential uses. Appendix A: Old Dublin - Northwest and Northeast Quads Appendix B: Old Dublin - Southwest and Southeast Quads Appendix C: Old Dublin Parcel Map lâôI o T I I I!_ ii¡ Appendix D: Old Dublin Zoning Map OLD DIJBI-IN ZONING INS]1I. \t Appendix E: Parking Surveys and lnventory Maps Parking Surveys: Weekday Lunch Peak Legal Tuesday %used Thursday %used Friday %used Spaces Northwest Quadrant Public Lot @ridge & High) Tucci's Grandmats Fruitcake IOOF Lodge Louise's Needleworks School Public Lot (North Street) Sturges Office Building Public Library Daycare Brugger's Bagels 38 \üest Bridge (Big Sky) 32 West Bridge (Vet) Northeast Quadrant 94 North High 100 North High Oscarts Brazenhead Dr. Sloan Michelle's of Dublin Bridge Street Pizza Dominos 16-22 North High Southwest Quadrant Public Lot (Town Center 1) 37 West Bridge 41 West Bridge Grabill Property (Town Center 2) Dublin Christian Church 55 South High 75 South High 83-95 South High 109 South High 113 South High ll9-123 South High Chamber of Commerce Southeast Quadrant Donatos 18 South High 22-24 South High 30 South High 32 South High 38 South High 48-52 South High 54 South High 58-68 South High 76-78 South High 86 South High 90 South High 114 South High On-Street North High Street - On-Street South High Street - On-Street 35 11 34 8 9 A/1TT 10 6 rt7 t7 19 1i 10 10 J aJ 0 1 a-)t 8 aJ 46 6 t2 6 aJ 24 53 40 2 7 11 /1T 0 2 8 5 J 0 J 44 9 aJ /1 /1TI aJ 13 10 4 26 0 3 11 28 22 6 T4 5 aJ 7 11 10 7 4 0 2 39 7 i 46 aJ t7 9 aJ 31 0 + 6 7 25 6 8 4 5 7 5 2,g..a"À 27.3% 8.8% 0.0% II.I% 84.1% 80.0% s0.0% 39.3% 35.3% 63.2% 545% 30.0% 80.0% 31.0% 81.6% 28.6% t40.0% ss.0% 44.4% 0.0% 22.2% 68.6% 33.3% 2s.0% 61.9% 31.3% 44.2% 50.0% 47.4% 12.5o/o 66.7% 66.7% 7s.0% 64.7% 38.s% 80.0% 100.0% 66.7% 40.0% 94.1% s0.0% 57.1% 100.0% t43% 9r.1% ss.6% 42.9% 2s.3% 229% 45.5% 8ß% 0.0% 33.3% i00.0% 90.0% s0.0% 37.6% 17.6% 68.4% 90.9% 40.0% 66.7% 23.4% 87.8% 42.9% 160.0% 7s.0% 22.2% 0.0% 333% 74.3% 0.0% 37.s% 52.4% 2s.0% sl.2% s0.0% 73.7% 625% 50.0% 77.8% 91.7% 70.6% 30.8% 80.0% 100.0% 100.0% 40.0% 94.1% 150.0% t43% t083% 28.6% 91.7% 55.6% 57.Io/o 28.7% 28.6% 63.6% tt3% 0.0% 22.2% 88.6% 70.0% 16.7% 39.3% 17.6% 89.5% 81.8% 30.0% 53.3% 2s.r% 98.0% 57.t% 80.0% 55.0% 33.3% 333% 44.4o/o 88.6% 0.0% 50.0% 28.6% 6.3% 58.r% s0.0% 42.t% s0.0% 833% 77.8% 41.7% 41.2% 15.4% 80.0% 200.0% 66.7% 40.0% 94.1% s0.0% 57.1% 7s.0% 28.6% 75.0% 66.7% 85.7% 34.5o/o 16 43 48 T 4 11 aJ I 4 20 40 43 aJ 8 15 2 0 aJ 30 t7r 49 7 5 20 9 aJ 9 35 aJ 8 a1¿l 1t2 43 t2 t9 8 6 9 I2 t2 30 t2 4 4 1 aJ 2 16 aJ 1I 1aIJ 2 11 5 8 25 1ALA 1 2 1aIJ 35 L9 6 9 i 4 6 9 11 5 /1+ I 2 2 16 1 /1I T2 1 11 5 6 22 17 13 5 1 aJ 5 17 2 7 I2 7 t2 9 7 2 .l 2 2 2 l6 I 4 9 2 9 6 i;: ,,. : :: :'1 i..ij1..:i i: ' ì::lI f,l:ir tr:,;:,il i,$l: ffi l4 87 Parking surveys during the lunch peak were taken on October 3 (Tuesday), October 5 (Thursday) and October 6, 2000 (Friday) between 12:00 p.m. and 12:20 o.m. Parking Surveys: Dinner Peak and Late Evening Surveys Legal Monday %used Friday %used Saturday %used Saturday %used Spaces (Late Northwest Quadrant Public Lot @ridge & High) Tucci's Grandma's Fruitcake IOOF Lodge Louise's Needleworks School Public Lot (North Street) Sturges Office Building Public Library Daycare Brugger's Bagels 38 West Bridge (Big Sky) 32 West Bridge (Vet) Northeast Quadrant 94 North lligh 100 North High Oscarts Brazenhead Dr. Sloan Michelle's of Dublin Bridge Street Pizzz Dominos 16-22 North High Southwest Quadrant Public Lot (Town Center 1) 37 West Bridge 41 West Bridge Grabill Property (Town Center 2) Dublin Christian Church 55 South High 75 South High 83-95 South High 109 South High 113 South High ll9-123 South High Chamber of Commerce Southeast Quadrant Donatos 18 South High 22-24 South High 30 South High 32 South High 38 South High 48-52 South High 54 South High 58-68 South High 76-78 South High 86 South High 90 South High 114 South High On-Street North High Street South High Street 12 4 6 0 U 0 6 0 l8 0 I I 0 35 i1 34 8 9 /1 A'1-l 10 6 tt7 t7 19 1l 10 5 U 38 I 2 l3 0 2 0 i3 0 0 0 1aIJ 0 0 I t4 0 0 1 35 J 8 2T 30 t71 49 7 5 20 9 1J 9 tt2 43 l2 t9 8 6 9 I2 12 34.3% 10 90.9% 11 32.4% 0 0.0% 2 22.2% 5 lt.4% 8 80.0% 0 0.0% 49 4t.9% 0 0.0% | 5.3% | 9.1% 0 0.0% 9 30.0% 7 4.t% 47 95.9% 3 42.9% | 20.0% 10 50.0%s ss.6% | 33.3% 0 0.0% 40.0% 0.0% 0.0% 4.8% 2 r.8% 9 20.9% 0 0.0% 6 3r.6% 2 25.0% 2 33.3% 2 22.2% 7 s8.3% 4 23.5% 2 r5.4% 0 0.0% 0 0.0% 2 66.7% r 20.0% l1 64.7% 0 0.0% 0 0.0% 0 0.0% 0 0.0% 0 0.0% a aa añ/J J J.J7o 78.6% 0.0% 33 94.3% 10 90.9% i5 44.r% 2 2s.0% 2 22.2% 7 15.9% 10 100.0% 5 83.3% 14 12.0% 2 1r.8% 2 105% 0 0.0% 2 20.0% 7 23.3% 14 8.2% 49 100.0% 2 28.6% 0 0.0% i3 6s.0% 6 66.7% 4 133.3% 3 33.3% 32 gt.4% 2 66.7% 4 s0.0% 4 19.0% 1 0.9% 20 46.5% 3 25.0% 4 2r.10Á 0 0.0% 2 33.3%I rr.r% | 83% 7 4r.2% a ^a 1ñ/J ¿J.L70 I 20.0% 0 0.0% 2 66.7%r 20.0%I s.9% 0 0.0% 0 0.0% 0 0.0% 1 14.3% 2 16.70/0 2 22.2% 10 71.4o/o 3 3.4% t4 r0 8 0 0 2 7 0 5 0 1 t 0 40.0% 90.9% 23.s% 0.0% 0.0% 45% 70.0% 0.0% 4.3% 0.0% s3% 9.r% 0.0% 1 3.3% 0 0.0% 23 46.9% 1 14.3% 1 20.0% 10 s0.0% 6 66.7% 3 100.0% I tt.10Á 37.r% 0.0% 0.0% 4.8% 0 0.0% ,F t< tF t< tÉ * * 100.0% 2.3% 343% 36.4% 17.6% 0.0% 0.0% 0.0% 60.0% 0.0% 15.4% 0.0% 5.3% 9.1% 0.0% 16.7% 0.0% 71.6% 14.3% 40.0% 65.0% 0.0% 66.7% 0.0% 37.1% 0.0% 0.0% 0.0% 0.0% t< T< * * ìk * * 35.7o/o 3.4% 3 17.6% tr E l+Í ++î # # 11Í 1+Í # .t+r t+Ì 4î 5 29A% # 1+Í l+r 1+Í # .t+Í 11Í 1+f #î # l+r 1+î I7 1aIJ 5 1 aJ 5 ll 2 7 t2 7 12 9 1i 0 t4 87 5 J t4 2 Peak dinner surveys were conducted as follows: Saturday, September 30 between 6:30 p.m. and 6:50 p.m. Monday, October 2,2000 befween 7:00 p.m. and 7:20 p.m. Friday, October 6, 2000 between 6:30 p.m. and 6:50 p.m. Follow-up survey to gauge patron usage of taverns was conducted as follows: Saturday, September 30, 2000 between 10:30 p.m. and 10:45 p.m. Notes:* denotes that most properties within the Southwest Quadrant contained under 25o/o occupancy, with a majority of properties having a total parking usage of07o # denotes that all other properties in the Southeast Quadrant contained a maximum of 2 cars, with most parking areas being utllized at 0o/o Parking lnventory: Southeast Quadrant KIUUL > I oi htl v (J), ï ()Ii€ Ilal-1 H IGH' Èö) H[þTl >t 1--- l I JI / I II Parking lnventory: Northeast Quadrant CU -z 0 IdT a ERIDGE ST