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REQUEST FOR PROPOSAL

Parking Analysis and Management Plan to be provided to the

CITY OF NEENAH

June 13, 2014

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TABLE OF CONTENTS

I. PURPOSE

II. SUMMARY OF PROJECT

III. INVITATION TO SUBMIT PROPOSALS

IV. RESPONSIBILITES

V. CONTRACT FORM

VI. INSURANCES

VII. PROPOSAL PACKAGE

VIII. BASIS FOR EVALUATION OF PROPOSALS AND AWARD OF PROJECT

EXHIBITS

EXHIBIT A: DOWNTOWN PARKING CONDITIONS REPORT MEMORANDUM

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I. PURPOSE

The City of Neenah recognizes the importance of providing quality parking services to its

businesses, employees, residents and visitors, as well as for the on-going and future economic

development of the City. The goal of an integrated parking management system is to provide a

seamless, efficient, customer-friendly, and cost-effective parking operation for the City of

Neenah.

The City is requesting proposals for the Parking Analysis and Management Plan from qualified

consultants. Professionals who have a strong track record in preparing and implementing

parking analysis and management plans for downtown systems, especially involving a mixed-use

environment, are encouraged to respond.

The consultant selected to do this work will contract with, and be responsible to, the Director of

Community Development and the City of Neenah Common Council for the completion of work

described in the RFP.

II. SUMMARY OF PROJECT

The City of Neenah’s nationally recognized downtown offers a variety of shopping and dining

choices and also serves as a venue for numerous community festivals and events. In addition,

the downtown has experienced exponential growth in office space in the past two decades and is

now home to the corporate headquarters for major corporations such as Bemis Company, Alta

Resources, Inc., Bergstrom Corporation and Plexus Corp. While the City’s population is

approximately 25,000, the daytime population within one mile of the downtown is about 14,000.

Although the City has continued to invest in its parking resources during this growth period,

adding almost 1200 spaces in the last decade alone, the current supply has not satisfied the

needs indicated by the City’s constituents. Additionally, attempts to attract other developments

to the downtown have been thwarted due to concerns over inadequate parking.

The City is requesting the assistance of a parking consultant to determine the necessary parking

resources to efficiently accommodate the current needs of the downtown and to also determine

future needs for additional parking. In determining future parking requirements, the consultant

will be asked to prepare a strategic management plan that best serves the downtown parking

community. The plan should provide a recommended approach to adding additional parking to

the system, including the possibility of a parking structure, and should also provide

recommendations for financing, locating, and managing the parking supply. It is the intent of the

City that this effort be completed by the end of 2014.

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III. INVITATION TO SUBMIT PROPOSALS

Date of Request: June 13, 2014

Due Date for Proposals: July 10, 2014

Three printed copies and one digital copy of the sealed proposal must be submitted and be

received by 4:00 p.m. at the office of Community Development and Assessment located at the

Neenah City Hall. The proposal should be addressed as follows:

PROPOSAL FOR PARKING MANAGEMENT PLAN

City of Neenah Community Development Department Attention: Chris Haese 211 Walnut Street Neenah, WI 54956 chaese@ci.neenah.wi.us

IV. RESPONSIBILITIES The Parking Analysis and Management Plan should provide overall parking strategies that will include an evaluation of current and future parking characteristics, best management practices, and implementation strategies. City staff and members of the City of Neenah Parking Task Force proposes the following requirements be included as part of an RFP process:

Analyze current parking demands Evaluate shared parking models to reflect the peak use periods for the various

type of parking demands and to more accurately predict the number of parking spaces needed to serve the downtown at given periods throughout a typical day

Assess the impact of future development on parking List program and policy alternatives that address the unique issues facing part-

time employees Evaluate customer and employee parking to determine measures for improved

efficiency List program and policy alternatives that will increase customer satisfaction

with downtown parking Recommend cost-effective improvements for the parking enforcement program

including viable technology solutions Develop financing options for increasing the parking supply and economic

justification for the expenditures Identify a course of action and phased implementation plan, including location

alternatives and cost estimates, to meet the projected parking needs of Downtown Neenah

Complete additional studies during appropriate periods of time that provide information on turnover and occupancy patterns

Amend the City’s existing parking utilization assessments of the downtown parking supply, including the Church Street parking structure

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Recommend short-term, no-build options for improvements in parking utilization

Evaluate the feasibility of multi-level parking structures for the current public parking conditions and future parking needs and cite suitable locations

Identify additional parking capacity needed to address fluctuating demands during downtown community events

In addition, the consultant must conduct the following events:

A kick-off meeting with City Staff to plan stakeholders/public participation methods and dates

Up to eight (8) stakeholder meetings with downtown business owners, employers, residents, City staff, and groups as determined by the City

Up to three (3) public input meetings A presentation of the Final Parking Analysis and Management Plan to the

Neenah City Council

This list is not intended to be a comprehensive itemization of plan components or areas needed to complete the required study. The City of Neenah is relying on the consultant’s professional expertise in analyzing these factors and any others that are pertinent to evaluating parking characteristics.

Items to be provided by the City:

Current public parking quantities Current building uses Future known developments Future known surface parking lots Other items deemed necessary

V. CONTRACT FORM

The successful consultant shall enter into a Personal Service Agreement with the City of Neenah.

Payment for contract services shall be made monthly, upon receipt of the consultant’s billing

statement, for work done to date. The invoice shall include a summary of progress through the

billing date and shall be submitted only once a month.

VI. INSURANCES

All required insurances will be as identified in the proposed contract format.

VII. PROPOSAL PACKAGE

Each proposal shall follow the format described herein:

a. Transmittal letter that will include the name, title, address, and phone number of the

consultant

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b. Statement of Qualifications

Qualification summary of the company Qualification summary of and list of the staff intended for the project Description of similar projects

c. Project Approach

Provide scope of work Provide a list of tasks Provide project schedule

d. Fee Proposal

Proposed consultant fees for this project must be submitted in a spreadsheet format in a sealed envelope marked “Fee-Structure – Do Not Open.” The fee structure shall reflect the total estimated fee for this project as described by the consultant in Section IV – Responsibilities. Proposed resources for each task must be identified, including hours and wage rated for consultants and sub consultants. Work that the consultant would not provide and must be provided separately by the City must also be identified. Elements that will be evaluated include:

Availability of resources form the consultant and sub consultant(s) for the project

Estimated hours and fees to complete individual work elements Estimated total fee for the project, based on hourly rates including a not-to

exceed cap List of tasks not performed by consultant or sub consultant(s) for project,

which must be performed by the City List of reimbursable expenses and detailed costs of

such

VIII. BASIS FOR EVALUATION OF PROPOSALS AND AWARD OF PROJECT

City staff will choose the most qualified management consultant who meets the proposal

requirements. The consultant’s skills, abilities, and capacities to perform the services required,

within the time period specified, will be considered. In addition, the proposals will be evaluated on

the consultant’s experience, approach, and project understanding. Consultants may be interviewed

prior to final selection.

END OF REQUEST FOR PROPOSAL

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EXHIBIT A

Department of Community Development

211 Walnut St. P.O. Box 426 Neenah WI 54957-0426

Phone 920-886-6126 e-mail: chaese@ci.neenah.wi.us

CHRIS A. HAESE DIRECTOR OF COMMUNITY DEVELOPMENT AND ASSESSMENT

M E M O R A N D U M

DATE: June 13, 2014

TO: Mayor Scherck, Council President Stevenson and Council Members

FROM: Chris A. Haese, Director of Community Development and Assessment

RE: Downtown Parking Conditions Report

The intent of this Memorandum is to provide you with a status report of Downtown Neenah’s parking conditions. The information will provide a snapshot of the current parking conditions in the downtown and will serve as a basis on which future decisions on downtown parking can be made. Several information gaps that should be addressed in order to make educated decisions related to continued investment in our downtown will also be identified. Background The City of Neenah has a long record of involvement in our downtown parking system dating back to at least the construction of the first parking ramp in the early 1970’s. During the 1980’s and 1990’s the City, in partnership with Future Neenah, Inc., saw the value in establishing a comprehensive customer parking system, managed by one entity, that being the City. As a result, numerous property acquisitions occurred through this period of time that led to the unification of what are now the Marketplace Lot and the Canal Street Lot. In the mid 1990s, the City took additional steps to assist with the growing demand for employee parking by purchasing a number of homes along Walnut Street and ultimately constructing the 93-space Walnut Street Lot.

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During the last decade, the City has continued its investment in parking resources via the construction of the 950-space Church Street Ramp in 2004; replacement of the Doty Avenue Ramp with a new surface lot in 2009; construction of the Arrowhead Lot in 2013; and, several other acquisitions and construction projects during this same period of time. In total, the actions in the last decade alone have added over 1200 spaces to the downtown parking supply at a cost of over $10 million. Current Supply Currently, the City owns or controls the following number of spaces in the Downtown:

1,564 long-term employee parking spaces. 1,378 of these spaces are within the core of the downtown. The core is essentially the area bound by Walnut Street on the east, Columbian Avenue on the south, Main Street on the West and Hewitt Island on the north.

511 short-term customer parking spaces. 301 of these spaces, which are primarily 2-hour, are within the core of the downtown.

These spaces are a combination of off-street and on-street parking spaces. The off-street parking areas are identified on the following map.

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Private ownership accounts for another 1,256 spaces in the downtown parking bringing the combined total parking supply in the downtown to approximately 3,331 spaces. Current Demand – Employee Parking An analysis of the current development in the downtown, utilizing national standards for parking demand, suggests a demand for 2,571 parking spaces. On the surface, it would appear that the 3,331 spaces in the downtown would be sufficient to handle the current demands. However, there are changing characteristics relative to office space, specifically the densification of office space, which may require modification of the demand model. A key example of this trend is evident at Alta. Current standards suggest that 2.47 parking spaces are needed for every 1,000 square feet of office space. Utilizing this factor, Alta’s 178,750 square foot building would generate a demand of 442 spaces. However, when evaluating the actual square feet of space that Alta allocates to an employee, it is closer to 8 people, or 8 parking spaces, per 1,000 square feet of area. Using this factor, Alta generates a demand for 1,430 spaces, adding 988 spaces to the initial calculation. In addition, Alta also occupies two floors in Neenah Center 2, increasing the demand by an additional 88 spaces. In total, a revised calculation using known

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density factors for Alta suggests an increase in demand for downtown parking from 2,571 spaces to 3,647 spaces. With a current supply of 3,331 spaces in the downtown, and a demand of 3,647 spaces, it would appear there is a deficit of 316 spaces due to Alta’s actual use density alone. Plexus also demonstrates this same trend. Industry standards suggest that the Plexus Global Headquarter should have a parking demand for 255 spaces. The reality is that Plexus has the capacity for at least 450 employees, a difference of almost 200 spaces. Other factors that will need to be further analyzed to refine parking demand include the number of core area parking spaces, peak demand times of the various uses, supply/demand for individual blocks, and customer versus employee parking. Future Demand – Employee Parking Several sites within the downtown have a reasonable chance of attracting redevelopment in the near future. The sites, identified on the following map, include Sites 1-3, 6 and 7 on the Glatfelter Redevelopment. Development on these sites could result in a need for an additional 66 spaces in the downtown in addition to the loss in current supply from the Gateway and Millview Lots as noted in the next section. Long-term redevelopment opportunities exist on several sites in the downtown including the Clock Tower Site, Chase Bank Corner, and along Main Street that could further increase the need for additional parking by upwards of 400 spaces. These redevelopments however, are not anticipated to occur in the near future.

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At Risk Parking Of the parking supply the City currently owns or controls, the following spaces are at risk of being removed from the supply in the near future:

Gateway Lot: These 89 spaces are at risk due to the pending redevelopment of Site 7. Millview Lot: The 70 spaces in this lot are at risk due to the pending redevelopment of site 6.

Should there be success in attracting redevelopment to these two sites, the City will lose 159 spaces from the downtown system. Privately held parking in the downtown is also at risk. The owners of the vacant Direnzo/Bomier property on Wisconsin Avenue are currently leasing the 44-space parking lot to a downtown employer. Should this building be reoccupied, these spaces will be reallocated to the building. Plexus also leases 100 of the spaces they control in the Church Street Ramp to Alta. Should Plexus employment increase at its Headquarters, this lease is likely to be terminated. Together, these two leases could essentially remove 144 spaces that are serving current demand within the downtown parking system. Although not at immediate risk, the following 235 parking spaces also have level of risk associated with their removal from the parking system:

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Presbyterian Lot: The City has a long-term lease on this property that is set to expire in 2020. Although there has been a long standing relationship with the Presbyterian Church, and leases have been renewed many times, the fact that the City does not own this key source of downtown parking puts the lot, and its 119 spaces, at some degree of risk. Associated Lot: The City has leased a portion of this lot for several years and has in turn subleased the lot to Alta. Although there are no indications this lease will be terminated any time soon, the fact that the City does not own the lot puts the availability of the 70 spaces at some degree of risk. Kimberly-Clark Experimental Mill spaces: The City currently leases 46 spaces from Kimberly Clark. Again, because the City does not own these spaces, the lease could be terminated with a relatively short notice. Although there are no indications that this will happen any time in the near future, it is a possibility.

Outstanding Obligations As a result of Development Agreements with Alta, Plexus and Affinity, the City has the following obligations to provide additional parking.

Alta: The City is obligated to provide Alta 524 spaces in the Church Street Ramp. In addition, the City is to provide at least 400 additional spaces within the downtown parking system. 463 City controlled spaces are currently being provided to Alta in addition to the 524 in the ramp. As a result the City is meeting the obligations of the Development Agreement. However, it should be noted that more than 300 of the City controlled spaces are leased from a third party and therefore have a risk of being lost. Plexus: Per the terms of the Development Agreement with Plexus, the City is to provide 375 spaces in the Church Street Ramp. In addition, the City is to provide an additional 125 spaces within reasonable proximity to the Plexus Global Headquarters. With the construction of the Arrowhead Park East Parking Lot last fall, the City has provided 24 of the required 125 spaces, leaving 101 spaces yet to be provided. Plexus has not requested these spaces, but the obligation remains. Affinity: The Development Agreement with Affinity requires the City to provide 50 additional spaces within reasonable proximity of their Main Street facility. These spaces are currently being provided on Site 6 of the Glatfelter Development. With the likelihood of development of Site 6, this option will no longer be available.

As a result of these three Agreements, the City is obligated to provide at least an additional 151 spaces within the downtown parking system. Estimates of Additional Parking Needs Based on the aforementioned redevelopment opportunities in the downtown, and as a result of previous commitments from the City, a projection on the need for additional parking can be established. This projection is based on both a short-term and long-term basis, with the short-term needs having a higher degree of certainty. Likewise, the long-term needs may not appear for a number of years and will likely require refinement of the projection as time goes on.

Short Term Parking Needs Current Demand Deficit (Alta) 316 spaces

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Gateway Lot/Site 7 Redevelopment 89 spaces Millview Lot/Site 6 Redevelopment 70 spaces Redevelopment Sites 1-3, 6 and 7 66 spaces 541 spaces Long Term Parking Needs Plexus Development Agreement 101 spaces Plexus Expansion 100 spaces Affinity Development Agreement 50 spaces Future Redevelopments 400 spaces 651 spaces

Based on these projections, over 500 spaces would have to be added in the downtown to meet parking demands in the short term and an additional 650 spaces to meet the long term demand. In total, the demand would indicate a need for almost 1,200 additional spaces in the downtown. License Plate Study In August of 2013, the City of Neenah’s Community Development and Public Works staff conducted a three-day parking study in Downtown Neenah. Over the course of this study, 179 parking stalls in five different parking areas, identified on the following map, were analyzed for data. At every half-hour increment, beginning at 8:00 A.M and ending at 6:00 P.M, staff video recorded the license plates of every vehicle in each of the 179 stalls. With this data, staff was able to investigate parking trends and potentially determine difficulties in the parking system.

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In Downtown Neenah, patrons are allowed to park for two-hour intervals. The current ordinance does not prevent patrons from moving their vehicles to other parts of the downtown after a period of two hours. In the study, a violation is described as a parking incident that occurred longer than 2.5 hours. Using these parameters, the following information was gathered:

Over 300 separate violations were committed in the three-day period by 229 different offenders.

The average time a violating vehicle was parked was found to be 4.2 hours, with violations ranging between 2.5 hours and as many as 11 hours. To compare, vehicles that were not linked to an offense, parked an average of 0.9 hours.

At any given time, known violators occupied 25% of the parking stalls.

23 time-related citations were issued over the three-day period.

Violators most frequently parked in the Canal Lot, Marketplace Lot, and on the west side of S. Church Street.

Through the course of an average day, one vehicle in twelve (1:12) is actively “shuffled” (moved to other locations within the same lot or to other locations in the downtown to assumedly avoid parking citations) within the downtown parking system.

Peak parking hours occurred between 11:30 A.M. – 2:00 P.M. and 4:00 P.M. – 6:00 P.M.

An average of 60 known violators parked during the critical lunch parking period of 12:00 Noon to 1:30 PM. During this time, these 60 known offenders consumed the parking spaces that could have been used by 77 non-offenders.

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A conservative estimate suggests that the 60 parking violations occurring during the lunch period peak result in a weekly loss in sales of almost $3,850 to downtown businesses. Applying this average annually, the loss of sales is over $200,000 for this brief 90-minute period alone.

Using this data, City staff was able to make these connections initially and with continued data analysis, further conclusions will be made. Permit Parking and Parking Citation Comparison As can be seen in the following table, Neenah is near the lower end of the range for monthly parking permit rates and near the average for parking ticket amounts when compared to the surveyed communities. As a matter of interest, the last time Neenah increased parking permit fees was in 2006 when the monthly fee was increased from $15 to the current $18 per month.

City Monthly Permit Rates Parking Tickets

Madison $125.00-$220.00 $30.00-$35.00

Oshkosh $20.00 $15.00

Wausau $35.00 $5.00-$10.00

Green Bay $60.00 $20.00

Fond du Lac $12.00-$26.00 $10.00-$20.00

Appleton $24.00-$32.00 $5.00-$20.00

Neenah $18.00 $10.00

Permit Sales The City currently sells monthly, annual and in some cases daily permits for the various parking facilities under the City’s control. In many cases the number of permits sold for a particular parking lot will exceed the number of available spaces for the lot. This practice of overselling has been in place for many years and allows a better utilization of the parking supply. To date, there have been very few instances where this overselling has caused issue, and where it has, it usually was a result of excessive parking violations. The recent implementation of “overflow areas” has also reduced the likelihood that an issue will arise. Regardless, staff monitors the parking areas on a regular basis to help avoid issues associated with overselling. Recent permit sales are as follows:

Presbyterian Lot (119 spaces) 179 permits/month City Hall Lots (211 spaces) 324 permits/month Canal Ramp (924 spaces) 948 permits/month Associated Bank Lot (70 spaces) 70 permits/month Millview Lot (70 spaces) 70 permits/month Kimberly Clark Lot (40 spaces) 46 permits/month Gateway Lot (89 spaces) 70 permits/month Total 1,705 permits/month

Walking Tolerances Current parking standards suggest that the walking distance for employee parking should be a maximum of 1200-1500 feet. However, where “friction” along the pedestrian route exists, such as street crossings and traffic signals, the distance may be reduced by 25% or more. As a matter of reference, the Associated Lot and the Millview Lot, both of which serve Alta, are approximately 1,400 and 1,700 feet respectively to Alta’s building. Incidentally, anecdotal information also suggests that the realistic maximum walking distances in a city like Chicago is about 1600 feet.

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The accepted standard for customer parking on the other hand, is a maximum walking distance between 300 and 600 feet. Fortunately, Neenah’s customer parking is well within this range. It should be noted however, that regardless of current standards, developers are often requiring available parking, both for employees and customers, to be closer than the standards would suggest. This is an important point when considering the redevelopment potential of sites within the downtown. Summary Based on the information provided, as well as in-depth observations of the downtown parking system, the following summarizes the current parking conditions within the downtown:

In order to meet current demands and outstanding obligations, several hundred additional parking spaces will need to be added to the downtown parking system.

Opportunities to capture additional investment and increase employment within the downtown have been lost as a result of insufficient parking.

If the City chooses to encourage additional growth and redevelopment of the downtown district, provisions for additional parking will need to be made.

The opportunity to add effective customer parking to the downtown system is extremely limited and/or cost prohibitive.

Parking incentives, such as validation programs or even valet parking, may help maximize the parking experience for downtown customers.

Inappropriate use of customer parking is extending beyond the weekday and beginning to effect evening and weekend business as well.

Enforcement techniques will have to be modified to address habitual and frequent violation of short-term customer parking restrictions.

Additional education may help convey the importance of customer parking, and why its appropriate use is critical to the success of the downtown.

The opportunity to increase the overall efficiencies and supply of long-term parking, barring substantial investment, is limited.

Request For Proposals (RFP) Staff would propose that at a minimum, the following requirements be included as part of an RFP process:

Prepare demand models for current conditions relative to both long-term employee

parking and customer parking.

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Evaluate shared parking models to reflect the peak use periods for the various type of

parking demands and to more accurately predict the number of parking spaces needed

to serve the downtown at given periods throughout a typical day.

Prepare parking demand estimates for a number of redevelopment scenarios within the

downtown.

Present program and policy alternatives that address the unique issues facing part-time

employees.

Conduct an evaluation of customer parking to determine measures of improved

efficiency.

Provide program and policy alternatives that will increase customer satisfaction with the

short-term parking system.

Provide cost-effective recommendations for improvement of the parking enforcement

program including viable technology solutions.

Develop financing options for increasing the parking supply.

Identify and suggest a course of action, including location alternatives, to meet the

projected short and long term parking needs of Downtown Neenah.