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HomeMy WebLinkAbout10/18/2023 - Economic Advisory Board - Agenda - Regular Meeting Economic Advisory Board REGULAR MEETING October 18, 2023, 4:00 p.m. - 6:00 p.m. HYBRID MEETING OPTIONS Physical Location: CIC Room @ 300 LaPorte Ave. Virtual option via Zoom: https://us02web.zoom.us/j/84688470753 1. CALL TO ORDER 2. ROLL CALL 3. AGENDA REVIEW 4. CITIZEN PARTICIPATION 5. APPROVAL OF MINUTES 6. NEW BUSINESS a. East Mulberry Plan Update i. Sylvia Tatman-Burruss, Sr Project Manager – 15 minutes ii. Discussion – Board – 10 minutes b. Downtown Parking Presentation i. Drew Brooks, PDT Deputy Director, PDT and Eric Keselburg, Parking Services Manager – 20 minutes ii. Discussion – Board – 20 minutes 7. BREAK FOR DINNER 8. REVIEW SIX MONTH COUNCIL CALENDAR a. Proposed topics for next meeting 9. UNFINISHED BUSINESS 10. BOARD MEMBER REPORTS 11. OTHER BUSINESS 12. ADJOURNMENT 10/18/2023 – AGENDA Page | 1 04/19/23 – Minutes Economic Advisory Board REGULAR MEETING Wednesday, September 20, 2023 – 4:00 PM 300 Laporte Ave. 1. CALL TO ORDER: 4:00 PM 2. ROLL CALL a. Board Members Present –  John Parks (Vice Chair)  Denny Coleman  Mistene Nugent  Richard Waal  Renee Walkup (Chair)  Braulio Rojas  Thierry Dossou b. Board Members Absent –  Erin Gray c. Staff Members Present –  SeonAh Kendall, Economic Health Director, Economic Health Office  Shannon Hein, Economic Health Manager, Economic Health Office  Jillian Fresa, Economic Health Manager, Economic Health Office  Katie Geiger, Sr. Economic Specialist, Economic Health Office  Clay Frickey, Interim Planning Manager, Planning, Development, and Transportation d. Guest(s) –  Bill Althouse 3. AGENDA REVIEW 4. APPROVAL OF MINUTES a. Board approved August Minutes 5. CITIZEN PARTICIPATION a. Bill Althouse – New Energy money and projects are should be an economic interest 6. UNFINISHED BUSINESS 7. NEW BUSINESS Economic Health Strategic Plan – Seonah Kendall, Shannon Hein, Jillian Fresa • Went to Council in March for first introduction of the Strategic plan • Going back to Council November 14th for a work session and early December for Adoption at regular session • Four goals of the strategic plan: Business Success + People Success = Community Success Page | 2 04/19/23 – Minutes o Increase Business owner representation to match county demographics. o Increase business survivability from 45% to 50% o Add 1,800 new jobs to targeted industry sectors. o Increase representation in employment in targeted industry sectors. • 6 Key Objectives o 1 – Foster a vibrant, resilient, and inclusive community o 2 – Support entrepreneurship and innovation o 3 – Support local, unique, and creative businesses o 4 – Ensure that an adequate and competitive supply of space and/or land is available to support needs of businesses and employers of all sizes o 5 – Engage and help shape regional economic development efforts o 6 – Support the development of a skilled and qualified workforce that is connected to employment opportunities in the city and region • Questions o How where the goals chosen? ▪ Based off previous engagement through small groups and 1x1s. ▪ Small Business goals – saw a need for retaining diverse talent and expanded into representation across small business as well. Survivability translates to resilience and small business resilience. o What does water mean to the strategic plan – what are you highlighting ▪ Water access and rights, cost of water and proposed costs of water are high and potentially halting development, water education o Capital for small business – do you have a sense for sufficient equity to finance tech startups and should that be spelled out in the presentation ▪ It is broken down more in the plan, EHO is talking more with Capital Venture funding organizations to add more venture capital access in the area o In the intention of retaining talent – are you taking into consideration the housing unaffordability ▪ There was a conversation with the executives of the planning, development and transportation team to discuss the push and pull of workers and residents o Is there more current data around demographics and diversity besides census data. ▪ No, census data is the most recent o Is the city planning on increasing the land bank on the commercial side ▪ Real estate services is already doing a study on what is available and EHO is exploring how we can use those spaces for businesses to use o How does the regionalism identified in this plan look like for other peer cities and how do we remain competitive ▪ There is a signed code of ethics agreement that we will not poach businesses and a win for the region is a win for us. Jurisdictions will inform each other if businesses are moving between them (i.e. a loveland business wants to move to fort collins) o How and When are you evaluating progress ▪ Comparing where we were in 2017 with the last strategic plan to now to get a baseline. A lot of the data are historic but not updated quickly, usually updated annually. • Example: EHO has talked to Development Review about a small business check box to track how many small businesses are going through the development review process ▪ Were still building what our metrics will look like but need to get a baseline Land Use Code Draft Update – Clay Frickey • Update from previous session and seeking a recommendation from EAB to council • First reading at Council October 3 • Presented 33 alternatives to council based off community feedback • 5 guiding principles of new land use code o Increase overall housing capacity o Enable more affordability o Allow for more diverse housing choices Page | 3 04/19/23 – Minutes o Make the code easier to use o Improve predictability • Summary of proposed changes o Total housing capacity and housing capacity as percent of projected 20 -year housing need up 52% o Housing capacity in transit corridors up 61% o Update to ADU allowances o Neighborhood Conservation, Low Density (NCL) updates ▪ Decrease minimum lot size ▪ Allow two units max on lot 4500 -6000 SF ▪ ADU updates o Neighborhood Conservation, Medium Density (NCM) updates ▪ Decrease minimum lot size ▪ Allow three units max on lots 4,500-6000 SF ▪ Allow five units max on lots larger than 6k SF o Affordable Housing ▪ Expand incentives citywide ▪ Update definitions to match market needs ▪ Extend required affordability term to 60 years ▪ Allow affordable housing projects to be reviewed under Basic Development Review o Private Covenants/HOAs ▪ Allow HOA to regulate the option for detached or attached ADU ▪ Specify that HOAs can continue to regulate aesthetics ▪ Add language to allow HOAs to regulate site placement o Parking/Infrastructure ▪ Reduce parking requi9rements for multi-unit developments ▪ Reduce parking requirements for affordable housing ONLY if the4 development has 7 or more units ▪ Require 1 parking space for ADU ▪ Allow tandem parking to count ONLY IF an ADU or extra occupancy o Short Term Rentals ▪ Restrict new ADUs from being used as STR ▪ Allow existing ADU or accessory structures with STR license to continue operating u under current license o Items for Council Discussion ▪ In th RL Zone allow duplexes ONLY IF 1) lot is 100ft wide or wider or 2) one unit is affordable housing unit or 3) the duplex converts and integrates an existing structure or 4) a lot is within ¼ mile of current or future high-frequency transit ▪ In the NCL Zone allow three units max on lots 6k SF ONLY IF 1)a duplex +ADU or triplex converts and integrates an existing structure OR 2) a triplex or 3-unit cottage court includes one affordable unit ▪ In the NCM zone allow six units on 6k SF or larger ONLY IF the development converts and integrates an existing structure and one unit is affordable ▪ In the NCM zone allow cottage court on lots 9k SF or larger All board members in agreement to send council recommendation to adopt the Land Use Code Updates. Introduction of Boards and Commissions Coordinator -Davina Lau -Council adopted the updated boards and commissions manual 9/19 -there is now a code of conduct that will be coming out soon -If EAB can get board recommendation on land use code to Davina by 9/28, she will include it in the council packet Board Elections • Self-nominations Page | 4 04/19/23 – Minutes o Erin – Vice Chair o Braulio – Chair • Terms ending this December o Mistene and John o Renewing terms ▪ Term lengths can be chosen for 2 or 4 years ▪ Term limits are 8 years • All board members in agreement for Braulio as Chair and Erin as Vice Chair o Effective immediately 8. OTHER BUSINESS • Reminder to board members to get back to Denny about comments on the Mulberry Memo. o Mulberry goes to council Dec 5 9. ADJOURNMENT a. (5:59 pm) - Minutes approved by a vote of the Board on XX/XX/XX Headline Copy Goes Here Deputy Director, PDT Drew Brooks Parking Services Manager Eric Keselburg Parking Services – Downtown Parking System Update October 18, 2023 Headline Copy Goes Here 2Strategic Alignment •6.6 Manage parking supply and demand based on time and location in a sustainable manner. •Parking at key locations maximizes the effectiveness of integrated transit, bicycle and pedestrian solutions. •Access to convenient parking for people of all abilities is an important consideration. •Successfully implementing transportation demand management strategies should reduce automotive congestion and the increasing need for associated parking. •Mobility hubs enhance last-mile access into neighborhoods from key parking locations and need consideration along future Bus Rapid Transit (BRT) corridors for deploying additional MAX-like services. •Current Downtown pricing structures disincentivize parking in preferred long-term locations. Transportation & Mobility Fort Collins provides a transportation system that moves people and goods safely and efficiently while being accessible, reliable and convenient. Headline Copy Goes Here Plans 3 The most convenient and desirable on- street spaces are free while less convenient garage parking costs money. This discourages the use of parking garages and encourages driving around looking (trolling) for available on-street spaces. This practice creates congestion, air pollution, a perception that there is no parking available and general frustration. The 2013 Parking Plan identified this phenomenon as “parking structure avoidance” due to “upside down pricing”. 2013 – Parking Plan 2017 – Downtown Plan Upside-down Pricing Headline Copy Goes Here 4 A Parking System Fit for the Future Problem Statement The Current System 5 Headline Copy Goes Here 6Parking Services – Where We Manage The City of Fort Collins is approximately fifty-seven (57) square miles in size; •Parking Services proactively manages the parking system for approximately six (6) square miles of the City of Fort Collins, •The rest of the City of Fort Collins is patrolled, primarily reactively, by Fort Collins Police Services, Community Service Officers. Headline Copy Goes Here 7Parking Services – Downtown Parking The total public parking supply is 4,846 spaces ; 3,149 on-street and 1,697 parking structures and surface lots Headline Copy Goes Here 8Parking Services – Downtown Parking The total public parking supply is 4,846 spaces ; 3,149 on-street and 1,697 parking structures and surface lots Headline Copy Goes Here 9 Associated Service Costs Parking Pricing and Management Changing Trends 10 Headline Copy Goes Here 11 Average Downtown Block Face Occupancy Average OccupancyOn-street occupancy is considered unhealthy at 80%-85% or above (meaning, there is limited on-street parking space availability). Several block faces in the downtown core exceed healthy level(s) throughout the day. Block Face:A portion of the street or highway between intersections, including all on -street parking. Headline Copy Goes Here 12 Average Downtown Block Face Occupancy - Midday Average Occupancy 16 of 24 block faces at 80% or above Midday- 11:30am-1:00pm Headline Copy Goes Here 13 Average Downtown Block Face Occupancy - Midday Average Occupancy 19 of 24 block faces at 80% or above Evening- 5:30pm-7:00pm Headline Copy Goes Here DDA Survey Overview 14 •Notable shifts in respondents’ preferred transportation modes were revealed in comparing the 2013 and 2023 survey data: •Overall vehicle use(s) to get downtown increased from 76% in 2013 to 86% in 2023. •In 2013, 51% of respondents indicated they spent 2 hours or less downtown, and in 2023 only 19% indicated they spent 2 hours or less •27% of respondents indicated they spent 2-4 hours downtown in 2013, and 63% indicated they spent 2-4 hours per stay in 2023. •Respondents that circle the block looking for their ideal parking space remained consistent between 2013 and 2023 15 Major Maintenance Costs Headline Copy Goes Here 16 General Fund - Cost Recovery Financial Sustainability The General Fund is subsidizing parking operations at a growing rate, diverting funds away from other services and programs, and making it more difficult to sustain and invest in the parking system. Changes to the system would be needed to improve cost recovery, reduce reliance on the general fund, and generate needed revenue for system enhancements and parking asset maintenance/repairs. A Parking System Fit for the Future 17 Headline Copy Goes Here 18 A Parking System Fit for the Future Project Introduction May 25 Aug 15 Oct 24Sept 28July 10 Strategy Meeting Council Work Session Visioning Meeting Path Forward Sept 20 Natural Resources Advisory Board Oct 18 Economic Advisory Board Advisory Committee Nov 15 Transportation Board Boards & Committees Oct 13 Local Legislative Affairs Committee Nov 9 DDA – Board of Directors Headline Copy Goes Here A Parking System Fit for the Future – Why?19 The City of Fort Collins Parking Services Department is currently working with Walker Consultants regarding the current parking model, to discuss possible future methodologies around the following: Headline Copy Goes Here A Parking System Fit for the Future – Why?20 1) Curb Management; demand for public street curbs and public parking facilities, Headline Copy Goes Here A Parking System Fit for the Future – Why?21 2) Better management tools to address demand crunches, to improve user experience, Headline Copy Goes Here A Parking System Fit for the Future – Why?22 3) Support broad community goals; Our Climate Future, economic vitality, reduce traffic congestion, and fund parking asset maintenance needs. Headline Copy Goes Here 23 A Parking System Fit for the Future Project Objectives Update our framework for managing parking downtown given new realities and visions for success. Create metrics that show us when to change our approach and help inform how we’re doing. Expand and refine our menu of options for different kinds of parkers—residents, employees/commuters, visitors and more. Understand resources needed for near-term, mid-term and long-term objectives. Share and build consensus with decision-makers. Headline Copy Goes Here 24 A Parking System Fit for the Future Problem Statement Headline Copy Goes Here 25 What We Heard: Fears and Concerns Fears and Concerns I’m concerned that… •Nothing changes at all. •We don’t address the perception that there is no parking Downtown, which leads to frustration and anger. •The parking system’s financial condition will worsen, leading to an inability to maintain assets, create a user-friendly environment, etc. •Parking becomes too focused on revenue generation instead of its role as a supportive system for Downtown vitality and vibrancy. •There will be no room for short-term pick-up/drop-off and deliveries. •Solutions will not be sufficiently data- and survey-driven. •We’ll increase vehicle congestion OR rely too much on other travel choices instead of driving and parking. Headline Copy Goes Here 26 What We Heard: Vision of Success Vision of Success A successful parking system… •Supports a vibrant, thriving economy and community Downtown. •Is welcoming and easily understandable for anyone—from a local to a first-time visitor. •Offers multiple options that make sense for any user—very short-term (e.g., <30 minutes, short-term and long-term). •Leverages and maintains our key assets, like the big (and expensive!) garages. •Makes it easier and more pleasant to use other forms of travel (e.g., walking/biking). •Achieves cost neutrality and can fund key maintenance priorities to keep our parking assets clean, safe and easy to use. •Is transparent about what revenues pay for and how they benefit the community. •Relies on customer choice rather than penalization. •Follows data and industry standards for effective parking management. Headline Copy Goes Here 27 What We Heard: Strategy Session Strategy Session Identified guidance objectives… •Employ paid parking strategically and thoughtfully to incentivize and leverage off-street assets and address demand distribution issues, particularly during peak periods. •Leverage supportive, rather than punitive, enforcement and reduce ticket-writing and enforcement revenues over time. •With paid parking employed on-street, off-street options need to be heavily incentivized and leveraged as a lower-cost or no-cost option. Off-street assets also need to be attractive, welcoming, and properly enforced. •Offer low-cost, available, flexible parking options for our workforce to support our continued success. •Acknowledge that more payment must equal better maintenance and user experience across the board—improvements should be tangible and obvious. •Study different governance models that derive direction and input from downtown stakeholders. This model should allow for more dynamic parking pricing which can more rapidly respond to block- face changes in storefronts. Headline Copy Goes Here Eric Keselburg Parking Services Manager ekeselburg@fcgov.com 970 221-6675 Questions & Discussion Drew Brooks Deputy Director, PDT dbrooks@fcgov.com 970 221-6386 Headline Copy Goes Here 29 Average Downtown Block Face Occupancy - Morning Average Occupancy 3 of 24 block faces at 80% or above Morning- 9:30am-11:00am Headline Copy Goes Here 30 Average Downtown Block Face Occupancy – Early Afternoon Average Occupancy 12 of 24 block faces at 80% or above Early afternoon-1:30pm-3:00pm Headline Copy Goes Here 31 Average Downtown Block Face Occupancy – Early Afternoon Average Occupancy 11 of 24 block faces at 80% or above Late afternoon- 3:30pm-5:00pm Headline Copy Goes Here 32 Average Downtown Duration of Stay Duration of Stay Duration of Stay has remained fairly consistent, with most vehicle parking sessions (92%) honoring the 2-hour time limit / restriction of the downtown parking block faces. The time-limited parking sessions may cause users to shorten their planned stay. Block Face:A portion of the street or highway between intersections, including all on-street parking. Headline Copy Goes Here 33 Parking Asset - Maintenance •2022 Budgeting for Outcomes: •20.3 Parking Structure Critical and Preventative Repairs – ARPA Funded - $745,400 •20.6 Parking Structure Security Upgrades – (CCPS Elevator Repairs) • ARPA Funded - $477,750 Headline Copy Goes Here 34 Major Maintenance Costs Headline Copy Goes Here 35 Revenue/Funding Headline Copy Goes Here 36 Revenue/Funding -Violations -Permits -Hourly Users -General Fund