City of Saint Paul Request for Proposals for a Downtown Parking Management Strategy Event 91

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1 City of Saint Paul Request for Proposals for a Downtown Parking Management Strategy Event 91 I. Overview The City of Saint Paul requests proposals from qualified consultants to summarize the existing conditions of on- and off-street parking in the downtown, the projected demand based on anticipated development, and recommendations for improving the management of parking on the street and in downtown public and private lots and ramps. II. Background Though parking and traffic studies have been completed for portions of downtown, the City completed its last comprehensive downtown parking model and traffic analysis in The City completed its last off-street parking inventory in 2010 and on-street parking inventory in The City adopted its Comprehensive Plan update in 2010 with strategies that relate to parking and transportation (see Attachment A). Over the past decade there have been significant investments that have changed the downtown marketplace, and affected the demand for parking. These changes include: The Seven Corners convention and entertainment complex: The Rivercentre/Xcel Energy Center complex opened in 1998 and 2000 respectively. This area has become a regional and national sports, convention and entertainment center that is supported by the Smith Avenue Transit Center and 600-car parking ramp, which opened in A regional medical center: At the west and north edges of downtown, a regional medical center is growing, anchored by major expansions of United Hospital, Children s Hospital, St. Joseph s Hospital and Region s Hospital just across Interstate 94 these are supported by several parking ramps. Wacouta Commons: At the northern edge of downtown, a new urban village with hundreds of new residential units is supported by structured parking that replaced several at-grade parking lots. Residential conversions: Several Class C office towers have been converted throughout the downtown into hundreds of units of apartments and condominiums, from the Lowry Medical Building, the Commerce Building, the Minnesota Building and the Fitzgerald Building on the west side of downtown, to the James J. Hill Building, the Crane-Ordway Building, the River Park Lofts Building, the Strauss Building and the Pioneer-Endicott Building on the east. Currently the Custom House project is converting the old Post Office Building into 250 residential units. New residential construction: Several major new residential projects have also been completed including the Lofts at Farmer s Market (58 units) and the Penfield (254 units), which has a Lunds grocery store on the first floor. Central Business District developments: Since the last parking study, several new office buildings have been constructed, including the Minnesota Public Radio headquarters, the headquarters for the Saint Paul Public Housing Agency and the Minnesota Human Services Building. Several downtown office buildings have been renovated, including the First Bank Building and the Wells Fargo Center. Downtown hotel renovations include the Embassy Suites, the Crowne Plaza and the Holiday Inn, all of which are supported by the Capitol City parking ramp, which opened in

2 Anticipated changes in the downtown parking marketplace over the next decade The Parking Strategy should take into account anticipated changes over the next decade in the multimodal downtown transportation system, starting with the beginning of Green Line light rail service in June Over the next decade the following opportunity sites are expected to be redeveloped (see Attachment B): Macy s/wabasha Court Central Station Ramsey County West Seven Corners To provide an outside estimate of downtown development potential in the next decade, and to frame the greatest possible impact on parking supply and demand, a new vision has just been articulated by a Mayor s Task Force for 6 major downtown opportunity sites (including those listed above) titled Prosper: Momentum is Building. Downtown at a glance Downtown s size = 1.03 square miles Current population = 8,135 residents Projected residential population (2020) = 9,500 residents Downtown s population has grown by 28% in the past 10 years 48% of households living downtown moved in from % of downtown residents are between the ages of Average disposable income = $38,403 Housing stock added since 2000: 1,042 market-rate owner-occupied units 830 market-rate rental units 1,328 affordable rental units 73,588 jobs in downtown million square feet of office space, total 2.1 million square feet of Class A office space 90% occupancy rate for all office space (includes ownership) III. Scope of Services A. Project Scope In order to support the economic and housing development anticipated in downtown over the next decade, the City has identified the following goals for this strategy: 1) It helps to develop a market-based parking management system that integrates public and private parking lots and ramps. 2) It helps to develop a multimodal transportation system that integrates parking with pedestrians, light rail, busses, and inter-city rail during the first decade the Green Line is in service. 3) It quantifies the existing parking utilization of all downtown parking stakeholders, including residents, employers, employees, customers, and visitors. 4) It quantifies the anticipated future demand for parking by all downtown parking stakeholders based on the expected net loss of parking and net increase in demand as parking lots and ramps are redeveloped for the kinds of uses in the identified opportunity sites over the next decade. 2

3 5) It identifies national best practices in downtown parking management and examines how Minneapolis has addressed the issue. 6) It suggests ways in which the City can integrate its parking management functions now spread across three separate departments, and automate its parking enforcement functions using new technologies. Project Steering Committee/Advisory Group representatives: City of Saint Paul Planning & Economic Development City of Saint Paul Public Works Saint Paul Police Department Parking Enforcement St. Paul Smart Trips CapitolRiver Council Building Owners and Managers Association (BOMA) Saint Paul Area Chamber of Commerce (SPACC) Task 1 Comprehensive Supply and Demand Study 1-1 Meet with City staff, St. Paul Smart trips staff, CapitolRiver Council and Chamber representatives and stakeholders to review study objectives, downtown study area boundaries, and deliverables. This meeting shall take place within three weeks of notice to proceed to the selected professional. Conduct stakeholder interviews with key constituent groups including but not limited to: St. Paul Smart Trips, CapitolRiver Council, Building Owners and Managers Association (BOMA), Saint Paul Area Chamber of Commerce (SPACC), and managers of HRA and privately owned parking facilities. 1-2 Analyze existing information (current and planned land uses, traffic counts, trip attractors). Review past reports and plans pertinent to the City s current parking conditions, plans, and developments that may impact future parking systems. These items will be provided by the City. St. Paul Smart Trips and the City of Saint Paul will provide recent inventory counts and rate information. 1-3 Complete a national parking management system best practices scan including: the use of GIS and LPR to track utilization of on-street parking, how effective systems are organized within City departments and if a market based, public-private system has been developed. 1-4 Collect parking utilization data based on the parking inventory. Conduct parking occupancy surveys of on- and off-street parking at peak and off-peak times on a typical weekday, evening with an event, evening without an event, and a weekend day. Survey days shall be approved by the City in advance, and shall include rates of turnover for selected on- and off-street parking resources. This should include information about ADA placards, Commercial Vehicle placards, city business placards and police vehicles to demonstrate the impact of current policies. Compile utilization data. 1-5 Complete a parking supply/demand analysis to evaluate existing parking conditions and adequacy, identifying the different parking submarkets/activity areas downtown. Present inventory and utilization analysis. Task 2 Future Demand 2-1 Develop projections of future demand based on the data collected, current parking utilization, modal shift and future planned uses as provided. Provide an Excel spreadsheet that the City can update based on the firm s chosen demand generation formula. 2-2 Develop and recommend parking management implementation strategies to better distribute parking demand and increase the utilization of existing parking facilities. These could include: location and number of parking spaces necessary to meet future demand, on-street parking management including metered and permit/placard based parking, rates and fees for metered 3

4 and permit/placard based parking and any time restrictions. 2-3 Overlay data with future demand scenarios for downtown stakeholders to respond to. Task 3 Zoning, Operational/Financial Review 3-1 Examine and make recommendations on existing zoning regulations and policies that impact parking, including subsidized parking arrangements downtown and off-street Housing and Redevelopment Authority (HRA) parking policy/requirements. 3-2 Recommend selected off-street parking facilities for shared-use analysis to maximize turnover/utilization. 3-3 Evaluate and make recommendations for on-street parking policy including pricing for on- and off-street assets, dynamic pricing, event pricing and extended meter times. 3-4 Evaluate and make recommendations for wayfinding systems (previous APIS system is planned for removal). 3-5 Evaluate and make recommendations on updating current enforcement technology and efforts. B. Contract Structure The City is seeking a single provider of these services. Proposers may subcontract a portion of the work, but there must be a single firm identified to serve as the overall project manager and to be accountable for the total work program proposed. All subcontractors must be clearly identified in the proposal and all subcontractor agreements in place at the time of the final contract award. Such agreements must be available for inspection by the City upon reasonable notice. IV. Specific Project Requirements A. Timeline The project will begin in July and must be complete by the end of December, B. Project Budget Funding for the project is currently approved for $90,000, and therefore, the project budget should not exceed this amount including all reimbursable expenses. C. Qualifications All proposals received will be reviewed for overall qualifications, skills and experience of the Responder. Eligible responders can be an individual, public or private entity with demonstrated experience/expertise related to renewable energy and energy systems and will at a minimum be: An expert and experienced with complex, detailed sector-specific and sector integrated energy analysis; Work should have covered a systems perspective (i.e. each energy using sector), different scales (i.e. individual buildings to utility to regional scales); Contractor should have access to a national expert network. Independent and unbiased; Track record successfully working with multi-sector energy analysis including customers, regulators, grid operators, utilities, generators, distributed energy resources, etc. to develop strategic insights into the electricity system A successful communicator; demonstrated through depth of publications, speaking engagements, active participation in multi-stakeholder work. Be able to demonstrate ability to meet all project deadlines; and Be able to demonstrate ability to work collaboratively with project managers and the range of public, private and non-profit partners represented on the Technical and Community Advisory Committees. 4

5 D. Reference Materials and Data The City of Saint Paul will provide to the consultant team available studies and data that can inform the project work, including but are not limited to: - Downtown Saint Paul Parking Model and Traffic Analysis (1998) - Saint Paul Parking System Review (2010) - Information about existing on and off-street parking inventory E. Overall Project Management The successful proposer will be required to work with an identified City of Saint Paul project manager. Similarly, the successful proposer(s) will be expected to identify an individual who will serve as the key contact person and to specify other staff who will perform various tasks. Any substitutions of staff during the course of the contract must be agreed upon by the City in advance. V. Required Information / Content of Proposals To facilitate review of the information submitted, proposals must contain the following information presented in the order shown electronically in a PDF document: 1. Firm Information a) Name of firm b) Complete address c) Contact person d) Telephone number e) Fax number f) Internet Address g) Address 2. Description of proposer's overall approach a) Brief Project Description that provides a concise summary of the project proposal b) Approach, rationale and general statement of qualifications that respond to the project information above c) A list of subcontractors whom you propose would provide services not available in your firm, including their roles and responsibilities. Include information documenting their work on related projects d) Overall project manager 3. Outline of project by phases, tasks, etc. For each phase listed identify: a) Specific staff to be involved, roles, and responsibilities b) Number of hours for each person c) Timeline d) Deliverables e) City Responsibilities f) Methods used to maintain schedule g) Other pertinent details 4. Costs a) All costs to be charged to the City by section, phase (staff, materials, etc) b) Hourly rates for staff and subcontractors c) Travel, if applicable d) Materials and supplies (such as printing) e) Period of rate stability 5

6 f) Assumptions used in determining overall project costs g) Provide information about cost control methods and how cost estimates are established. 5. Project Design Considerations a) Review of project work and input from the Technical and Community Advisory Groups will be an important element of this study. Describe past projects or experience your team has coordinating with these types of groups. b) Providing information about the study and design concepts to non-technical stakeholders and the public will be an important element of this project. Describe how your firm has handled this type of communication before or would plan to in this case? c) A key audience for this study and report is the future owner and master developer of the Ford site. Describe any experience your team has or how you would approach identifying energy design concepts for a future developer of the infrastructure. 6. Description of past experience providing similar services to public and private sector a) Name of project b) Client contact information c) Total project cost d) Work samples of similar or relevant work completed that reflects the qualifications/experience of the responding team (three-five project samples, limited to five pages each for paper copies; reference to longer work samples available online is acceptable) 7. Appended materials a) Corporate qualifications b) Resumes of all personnel who would be committed to this project c) Other relevant materials VI. Proposal Selection Process and Criteria A. Criteria Proposals will be evaluated on best value using the following criteria and scoring: 1. Demonstrated understanding of request (15 points) 2. Philosophy and approach to project (15 points) 3. Project work plan/tasks, timeline and deliverables (15 points) 4. Cost/Budget Detail (10 points) 5. Approach to and experience with project design considerations noted in V.5. (15 points) 6. Past experience doing similar projects with the public sector and private sector (15 points) 7. Resumes of personnel assigned to do project (15 points) B. Process A staff committee (or other individuals) will review the proposals against the criteria in this RFP and rank proposals. Proposers will be expected to pay for any costs they incur associated with preparing and transmitting proposals. The City reserves the right to ask for additional information or clarification of the submission from any or all proposers. 6

7 The final contract award(s) will be conditioned upon the successful proposer's complying with all terms and conditions, mutual agreement about the final work plan, and completion of a contract agreeable to all parties. VII. Estimated Timeline for Proposal Submission, Review, and Selection Request for Proposals Issued via June 6, 2014 Deadline for Written Questions: June 13, 2014 Addenda Posted to June 19, 2014 Deadline for Proposals: July 2, 2014 at 2pm CST Attachment A: Relevant Comprehensive Plan Strategies Attachment B: Downtown Saint Paul Recent and Future Redevelopment 7

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