HomeMy WebLinkAboutTransportation Packet December 2016Note: Anyone wishing to speak at any Transportation Commission meeting is encouraged to do so. If you wish to speak, please
rise and, after you have been recognized by the Chair, give your name and complete address for the record. You will then be
allowed to speak. Please note the public testimony may be limited by the Chair.
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AGENDA
I. CALL TO ORDER: 6:00 PM, Civic Center Council Chambers, 1175 E. Main Street
II. ANNOUNCEMENTS
III. CONSENT AGENDA
A. Approval of Minutes: November 17, 2016
IV. PUBLIC FORUM
V. NEW BUSINESS
A. Downtown Parking and Multi Modal Circulation Study
Discuss final draft plan and public forum (30 min.)
VI. TASK LIST
A. Discuss current task list
VII. OLD BUSINESS
A. Intersection Repair
Discuss an intersection repair program similar to Portland (5 min.)
B. Vegetation Maintenance Program
Provide update on public outreach program development (5 min.)
VII. FOLLOW UP ITEMS
A. CMAQ Grant Application-Chip Seal Project
Recommendation for chip seal grant application (5 min.)
B. Grandview Shared Road Improvements
City staff have started construction of improvements (5 min.)
VIII. INFORMATIONAL ITEMS
A. Commission Business-Individual Meetings Discussion
B. Action Summary
C. Accident Report
D. Making an Impact Newsletter (November)
IX. COMMISSION OPEN DISCUSSION
X. FUTURE AGENDA TOPICS
A. TSP update process
B. North Main Crosswalk Analysis/Post Road Diet Analysis (January)
C. CIP Budgeting
XI. ADJOURNMENT: 8:00 PM
Next Meeting Date: January 26, 2017
In compliance with the Americans with Disabilities Act, if you need special assistance to participate in this meeting, please contact the Public Works
Office at 488-5587 (TTY phone number 1 800 735 2900). Notification 48 hours prior to the meeting will enable the City to make reasonable
arrangements to ensure accessibility to the meeting (28 CFR 35.102-35.104 ADA Title I).
Transportation Commission
Contact List as of December 2016
Name Title Telephone Mailing Address Email Address Expiration of Term
Dominic Barth Commissioner 617-840-5425 586 ½ C Street dofriesgowiththatshake@yahoo.com 4/30/2018
Danielle Amarotico Commissioner 541-840-3770 265 Alta Avenue Danielle@CommonBlockBrewing.com 4/30/2017
Joe Graf Commissioner 541-488-8429 1160 Fern Street jlgtrans15@gmail.com 4/30/2018
Alan Bender Commissioner 541-488-4967 145 Almond Street Alan.bender@erau.edu 4/30/2017
Corinne Vièville Commissioner 541-488-9300 805 Glendale Avenue corinne@mind.net 4/30/2019
or 541-944-9600
David Young Commissioner 541-488-4188 747 Oak Street dyoung@jeffnet.org 4/30/2018
Sue Newberry Commissioner 775-720-2400 2271 Chitwood Lane sue.j.newberry@gmail.com 4/30/2019
Non-Voting Ex Officio Membership
Mike Faught Director of Public Works 541- 488-5587 20 E. Main Street faughtm@ashland.or.us
Stefani Seffinger Council Liaison 541-708-3665 20 E. Main Street stefani@council.ashland.or.us
Brandon Goldman Planning Department 541- 488-5305 20 E. Main Street goldmanb@ashland.or.us
Steve MacLennan Police Department 541- 552-2433 20 E. Main Street maclenns@ashland.or.us
Scott Hollingsworth Fire Department 541- 552-2932 20 E. Main Street hollings@ashland.or.us
Janelle Wilson SOU Liaison 541-552-8328 1250 Siskiyou Blvd wilsonjan@sou.edu
VACANT Ashland Schools
Dan Dorrell PE ODOT 541- 774-6354 100 Antelope Rd WC 97503 Dan.w.dorrell@odot.state.or.us
Edem Gómez RVTD 541-608-2411 3200 Crater Lake Av 97504 egomez@rvtd.org
VACANT Ashland Parks 20 E. Main Street
Jenna Stanke Jackson County Roads 541- 774-6231 200 Antelope Rd WC 97503 stankeJS@jacksoncounty.org
David Wolske Airport Commission david@davidwolske.com
Staff Support
Scott Fleury Eng. Service Manager 541-488-5347 20 E. Main Street fleurys@ashland.or.us
Karl Johnson Associate Engineer 541-552-2415 20 E. Main Street johnsonk@ashland.or.us
Kyndra Irigoyen Administrative Assistant 541-552-2427 20 E. Main Street irigoyenk@ashland.or.us
Transportation Commission
November 17, 2016
Page 1 of 6
These minutes are pending approval by this Commission
ASHLAND TRANSPORTATION COMMISSION
MINUTES
November 17, 2016
CALL TO ORDER
Graf called the meeting to order at 6:04 pm
Commissioners Present: Joe Graf, Corinne Viéville, Danielle Amarotico, Dominic Barth, David Young (6:10pm),
and Sue Newberry
Commissioners Absent: Alan Bender
Council Liaison Present: Stef Seffinger
SOU Liaison Present: Janelle Wilson
Staff Present: Scott Fleury and Kyndra Irigoyen
Staff Absent: Mike Faught and Steve Mac Lennan
ANNOUNCEMENTS
None.
APPROVAL OF MINUTES
Approval of October 27, 2016 minutes
The minutes were approved as amended.
ADJUSTMENTS TO THE AGENDA
None.
PUBLIC FORUM
Louise Shawkat 870 Cambridge St
Read from her attached letter.
NEW BUSINESS
Intersection Repair
Fleury said we had citizens come in and give public testimony previously and it seemed there was support to move
forward with the project. He asked what components of the program, that are similar to what Portland has, with the
permit and process itself, should move forward. He thinks the permit that Portland has in place works relatively well,
but needs to be catered to Ashland. We should define what the eligibility requirements are and develop a fee. We
currently have a block party permit and a road closure permit. We also need to talk about coordination between the
Transportation Commission, the Public Arts Commission, and potentially the Historic Commission if an intersection
repair is in a historic district. In the Historic Commission code and the Public Arts Commission code, it has an
overlap, that they should have a say or give contribution for this type of public right of way process via art. Fleury said
he wants to cater the permit to Ashland and then bring back to the Commission for review. After approval, he will
then take it the Public Arts Commission and the Historic Commission to obtain their input. If needed, bring back to the
Commission, and finally to Council for approval.
Barth asked if the intersection repair was just paint. Fleury said yes. Barth asked if the paint would cause skidding
across the road. Fleury said we would have to look into that. Barth asked about a theme, if this was in the historic
district. Fleury said that is why he would like to take this to the Historic Commission as well. Fleury said we have
citizens coming forward with their own ideas of what it should be. He does not want a commission to control the
process, but to offer input on the process itself. Amarotico asked if Fleury saw this as something that would always
be brought forward by citizens or if the City would pick an intersection; who is leading this? Fleury said it would be
coming from the citizens. In Portland, they must obtain signatures by the people in the neighborhood before the
painting can occur, which is part of the permit process. Newberry asked why it is called a repair program. Kat Smith
said it is the name of the non-profit organization in Portland. Smith said in Portland, they usually go to a high traffic
intersection where they want to slow traffic. Not only is there a mural on the ground, but they have benches, a free
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library; so they call it intersection repair because they are doing more than just the mural. Newberry said it just
sounds confusing and could be confusing to homeowners and suggested changing the name. Smith said she would
like to call it something different. Fleury said he does not have an issue with changing the name. Newberry asked
how this works with marked crosswalks. Fleury said if there were marked crosswalks, the art would have to be within
the boundaries of the markings. Smith said in Portland they have worked within the confined area of the four
crosswalks in an intersection.
Graf asked if Fleury was going to give the Commission a draft policy and decide on the fees. Fleury said he will draft
a permit, figure out some different names for the project, run it through the legal department, bring it to the
Commission to talk about fees and the process of going to the Public Arts and Historic Commissions. Graf asked if
we were only thinking of this at intersections or will there need to be policy for an intersection and one for other parts
of the street. He asked who is going to pay for it. This group of citizens is paying for it, but once we have a policy in
place, will it be in the policy that the citizen group needs to pay for it or will they ask the City to paint it. Fleury said it
would be his expectation that whoever brings it forward would pay for the materials needed to facilitate the project.
Viéville asked if there will be standards or requirements for the materials used. Fleury said yes, there should be
standards for materials used. He believes the permit is on a one year cycle, the group can go back and refresh the
mural if needed. Viéville said it should be a requirement that they maintain the art. Seffinger said the Public Arts
Commission is currently in the process of changing its public arts mural standards and if you have input before they
finalize the plan, it might make some sense. Young said in response to Viéville, he would hate to encumber anyone
who wants to do this by attaching requirements for maintenance, it might fade away and that is ok. He said he agrees
we need some standards, but we should not push this too far out into the future. He supports this project. Newberry
suggested that we have a test case that would give us guidelines for the future. Smith said ideally, they would like to
paint it in the summer, they are applying for a grant. Newberry asked if we could have a formalized process before
that. Fleury said he thinks we can and if not then we could use this as a pilot process. Newberry said she would like
to do this as a pilot. Rachel Gibbs said she has worked on intersection repair projects in Portland. Barbara Massey
said she would love to see this project happen in her neighborhood.
Amarotico asked Newberry if she was saying to move forward as a pilot project or create standards first and if we
cannot create standards fast enough, then move ahead as a pilot project. Newberry said yes. Fleury said he will bring
that forward to the other Commissions, that we have a group who is ready to go as a pilot project. Barth asked about
the difference between the two Public Works permits that Fleury referred to earlier. Fleury said the right of way
closure permit is $202 and the block party permit is $16.
Young motioned staff develop the criteria for the intersection repair program.
Viéville asked if he could change it to mural instead of repair. Young said what about using the word enhancement.
Young m/s Viéville staff develop the criteria for the intersection enhancement program.
Young suggested that the permit be renewable.
All in favor.
Graf asked if there will be some kind of neighborhood input at the commission. Fleury said yes.
Vegetation Maintenance Program
Fleury said Newberry came to meet with Public Works staff and had a meeting to develop a good program. We need
to develop a name and how we will market this education program. The things we talked about in our meeting were
setting goals and specific strategies to meet these goals. Many of these things revolved around public education,
outreach, awareness, and how the public can reach out to the city to report issues. We talked a lot about how to do
outreach in the community. We talked about developing brochures, including seasonal information for leaves, snow,
and ice. He said that Newberry noticed that in the Community Development building there were not any brochures on
the wall about this. We talked about using the leverage of safe routes to school day to develop new stories, public
service announcement on JPR, and more updates on the City website. He said that John Peterson, from the streets
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department was at the meeting, who said it would be good to have one staff person who could go zone by zone to
maintain this issue. He does not have staff support to do this right now, only temps during the summer. Fleury said
we will be spending some staff time working on our goals and strategies for this program. Newberry said they want to
approach this in a systematic way.
Barth asked about Fleury’s memo referencing the web application. Fleury said it is incomplete at this time. It is going
to be an app for your phone where a citizen can report an issue using their location. They can take a picture, upload,
and tag their location based on GPS location. The issue will be routed to the appropriate person at the City, who will
update the status of the issue.
Young said he is concerned about enforcement and informing the homeowners of their responsibilities. Fleury said
there is a nuisance ordinance for this. Newberry said this is part of the outreach and education that needs to happen.
Young said we should educate people to report on an issue they see. Shawkat asked if this app is a duplication of
MyAshland app where you can report issues. Fleury said this app has the same form as we have on the website to
report issues. All of the issues are routed to Anne Seltzer who then routes them to the appropriate person.
Fleury said he will develop some of these materials and bring it back to the Commission. Seffinger suggested
working with the chamber or with rental agencies to include in the rental agreement about some of these issues, so
that the renters would know there is this ordinance and they have responsibility.
OLD BUSINESS
None.
FOLLOW UP ITEMS
CMAQ Grant Application
Fleury said he is in the process of getting the updated estimate for the chip seal grant and then will submit it. After
submittal, it goes through a long review process. Fleury and Faught will make presentations to various committees
who will review the grant application. We will probably have an idea of where we stand next summer.
Grandview Shared Road Improvements
Fleury said we are in the process of converting the upper part he of the road on Grandview into a shared road. We
are in the process of ordering the intelligent speed limit signs, general share the road signs, and 15 MPH speed
signs. Expecting to be done by the end of December for the upper section. Young asked about the new guardrail.
Fleury said they added 20 ft. of new guardrail to protect the transformer there. Amarotico asked where the 15 MPH
signs will be posted. Fleury said the only portion that will be a shared road will be from Ditch Rd to the stop sign
around the corner. There will be speed signs and share the road signs as you enter that zone.
Washington St. Extension
Fleury said we have been working for a long time with the Brombachers to secure the connection between Tolman Cr
and Washington St. We have developed a site plan for future development. It has been approved by planning. We
then went into the right of way acquisition phase. We have agreed to a purchase price that was taken to Council and
approved to finalize the acquisition. We will finalize the engineering and permitting for the roadway and bridge. We
are hoping to start construction this next summer. The next phase is to obtain funding for the construction of the
connection. We have funds to purchase it now. This project is vastly similar to the Jefferson St extension project that
occurred about eight years ago.
Downtown Supersharrows
Fleury said they have contracted with Kittleson to analyze the truck parking issue. He said it is moving forward; he
needs to touch base with Kittleson. He said the feasibility analysis should turn around quickly. He said they will have
an analysis by the end of the year.
INFORMATIONAL ITEMS
Task List
Graf asked if there is a timeframe for the next phase of study for the Wimer, Hersey, Main St. traffic light. Fleury said
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yes he needs to touch base with Parducci. He thinks she is close to finalizing a few things. Young asked if we could
prioritize some of the items; some have been ongoing for years and items get pushed aside. Fleury said Parducci is
also in the process of doing a road diet update report. Newberry said she presumes she will be modeling to see how
would it impact it if the existing signals are retained and one is added because that will cue the traffic and add some
gaps for the side streets to make right turns. Fleury said yes the scenarios will include those traffic lights working in
unison throughout the system if the Hersey and Wimer light was added and the different delays at those signals to
facilitate the movements of the through. She will also do a gap study at the critical intersections. Newberry said she
hears a lot of complaints that there are not enough gaps in the traffic. She said for the task list, some of these things
have different statuses; it might make it easier if Fleury could organize by what is happening or what is due.
Young asked when we will move along on this. Fleury said with Parducci’s work on the road diet, this is included. He
thinks she will be able to wrap this up by January. Newberry said every intersection is a legal crosswalk if it is marked
or not, she cannot find anywhere in the City policy when we mark and do not mark crosswalks. As a pedestrian,
vehicles will more likely yield when there is a marked crosswalk. She asked if we have a policy of marking
crosswalks. Fleury said in general, if we get a request, the MUTCD requires a study to see if a crosswalk should be
marked. Newberry said we should have some kind of policy on this. Young said it is dangerous out there. He has
walked to the hospital many times and it is a fatality waiting to happen. He thinks it is the biggest glaring hole in the
City’s transportation infrastructure. He said we have been bringing this up for two or three years. Viéville said a
doctor offered to pick her up and drive her across the street because of the danger. Graf said it is clear that this
Commission has said we want to have crosswalks. If the decision is not have a light at Hersey and Wimer, there are
going to be one or two marked crosswalks that this Commission will insist on putting in. There has to be marked
crosswalks that are safe for people to cross. Seffinger said one of the concerns people have addressed to the
Council is how to get to the hospital in terms of the road diet slowing people’s ability to get to the hospital when it is
congested and the ability to turn left at the light.
COMMISSION OPEN DISCUSSION
Graf reminded everyone of the public meeting to consider the parking strategy at 5:30 pm at the Ashland Hills Hotel.
Young said this meeting has not been publicized well to the community. The Chamber and Faught have complete
responsibility for this meeting, along with the consultant Rick Williams. There has been no input by the committee.
Barth said this seems typical of what happens here and then we get an apology by Faught, but it does not change
the fact that something we have been involved in suddenly vanishes or fizzles, is it time to take a conservative look at
what we can do and should do. He said we have never been told about this upcoming meeting, the ad-hoc committee
was not consulted about it, and if it is strictly a chamber thing, what does that have to with the people of Ashland and
the public. Graf said what he knows for sure is that neither Young nor he had input. He has told this body once or
twice about this meeting. Barth asked if there is a way to clarify what their mandate truly is and where there is
accountability. We have spent time talking about electric shuttles and the Nevada St Bridge, the first meeting was
grossly underprepared and there were apologies. Newberry said she spent her Saturday at a workshop for engaging
public process. She was disappointed that there was no one from the City there. She said part of her career included
public involvement; we do not have a sophisticated way to engage the public in Ashland in the public process. Barth
said his concern is that people have expectations that when they present something here, that we have effect on it.
Viéville asked about the alleys by the co-op. Fleury said he looked at the site and we could add a ‘no right turn’ sign
at the driveway outlet to keep people from turning there, but some of it will be enforcement.
Young said he is a low point in his 20 years on the commission. He feels that we have no input on the agenda. This
Commission voted to make the internal circulator a priority. Then all of a sudden we have to revisit the whole thing
and now it is dead. He has people contacting him about it and he has nothing to tell them. We are the Transportation
Commission and we advise the Council on the transportation issues. He said he fully believes we are being
stonewalled from moving ahead and it is frustrating. This never gets on the agenda. He said he says something with
a lot less passion than this and is shot down by Faught every time. He said he is tired of it. We have a community of
people that have been actively trying to get us to do something. Barth said he thinks he is bringing up a broader,
longer-term example of something all too familiar. It can be everything from sidewalks, to the stop sign at N Main, or
when Grandview first came up and Faught first said something about it, it is just endemic. He said even on these
simple things we do not get that far. He asked how we find out what our role is, is there accountability, and are we
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spending the time in here to get things done, or is this just a gestor so the City can say we have a committee to listen
to people. Graf said our ordinance says that we make recommendations to the Public Works director for some things
and it is unclear what those certain things are and we do not have staff to do some of things we want to do.
Seffinger asked what their most important issue is right now so she can mention it at the Council meeting. Young
said as a body we can vote to recommend to Council and that is we have historically done and now all of a sudden
everything goes through the Public Works director first. Seffinger asked if the most important issue was to look at the
shuttle. Barth said that was supposed to go to Council to consider the shuttle. Young said it did not go to Council and
that was almost six months ago. Graf says he remembers that we first wanted Council to consider an ad-hoc
committee for the shuttle and then we decided to look into the TSP to piggyback on the TSP because it was faster
than forming a new committee. Young said we have not looked at it since. Viéville said if staff is too overwhelmed to
do the research, what prevents citizens from doing the research and presenting it. Young said there is a sense that
all the work they do will not result in any action; where is the body that will work with the citizens? Newberry said
citizens developing a program, without engaging someone from the City, are in a difficult position. One of the things
recommended at the workshop she attended was to start with a steering committee, by bringing people from the City
into the citizen process early on. Young said the trolley is in the TSP. It spent months in the Downtown Committee
and was not well represented, everyone thought it was too expensive. Consultants from Eugene did an analysis for
$1.1 million. Graf said there are questions about what routes are the best and he does not think it can be done for
$1.1 million. We have to consider the number of vehicles, how to compete with free parking, and how it will be ran.
None of these questions have been answered. The citizens have talked about buying a $300,000 bus and doing a
pilot project. Young said it is that kind of thinking that makes it sound like it is not worth pursuing. We need to work
out something that is viable with all points of view. He said this has been identified as a priority since 2012. There is
record of himself making a request in the Downtown Committee to start the process for this. Viéville asked if we could
put this on the agenda for an entire meeting to figure out a plan. Young suggested sponsoring a public forum.
Newberry said we are not ready for a public forum; we need to get it on our agenda and talk it through. She asked to
put this on the agenda. Graf said we can put it on the agenda but we need specifics to talk about. Barth said we
heard from the e-shuttle project on August 28, 2015, he wants to check the minutes for September and October for
something specific that sent this to Council. Graf said he does not think it went to Council, he believes we
recommended to Council to an ad-hoc committee and we backed off it because of the issue of making an official
committee. We talked about doing it though the TSP process because it is already in there with some study money
and decided to do the internal circulator piece and then it sort of died. Barth thinks a feasibility study would be great.
Graf said we need to figure out who will do the feasibility study. Young said an ad-hoc committee could do this.
Newberry said the shuttle is on the list, are we developing an RFP for engineering services? Fleury said when the
Commission first discussed moving this forward, he believes that staff came back to the Commission and said that
we were in the process of the TGM grant cycle and would like to apply to support the TSP update. We would use the
monies we have in SDC funds, to match funding to support the addition of the study for the shuttle as essentially the
primary focus of the TSP update. He thinks that in addition to that was the program number five, the transit service
program, to expand transit along with refining it with a feasibility of it. He said we did not get the grant so there are no
additional funds for that purpose. We would have to reallocate funds for that feasibility study. He said if the
Commission wants to have the discussion for the feasibility study, he could bring in the scoping documents to
develop the feasibility study RFP. Newberry said the feasibility study would replace the phrase on the list
‘engineering services’. Fleury said that is what we would solicit for but it would be an RFP and the sub caveat of that
feasibility study for a shuttle and develop the appropriate scope that someone could respond to. Newberry asked if
we have a budget to do a feasibility study. Fleury said he would have to reallocate funds. Young said the general
sense in this community is that Public Works never met a consultant that they did not like. So much of the focus is
paying consultants to chase money, which is why we had to take an issue onto the ballot to repair our streets. The
priorities are skewed. Newberry asked if the RFP was developed. Fleury said no. Newberry said it would be
interesting to put together what would be an RFP because it defines the steps that have to be done in order to do a
feasibility study and if we could see those things defined, we would be able to decide if that is something we could
bring a group of people together to do it. Young asked for this to not be on the December agenda because he will not
be here. Graf said January is ok.
Fleury said he is hoping to have the report for N Main in the next packet along with the crosswalk analysis. He said
he is also working on the crosswalk at Mix and the loading zone issue. He said ODOT gave us money a while ago to
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redo the ADA ramps within the downtown area, we are working on that currently. Viéville asked if it was possible to
put bumps on each side of the intersecting streets for ADA compliance by the path along Siskiyou. Newberry said the
path itself is ADA compliant and it is an ODOT thing. Fleury said he would have to look into it.
Young asked when the Nevada St Bridge will come back on the agenda and where it is at. Graf said they are trying
to figure out what to do next. He said his understanding is that we will have to approve whatever comes to us. Fleury
said the Commission will make a recommendation on an ‘option’ or ‘no option’ to Council and Public Works will
support that or have their own recommendation.
FUTURE AGENDA TOPICS
TSP update process
North Main Crosswalk Analysis/Post Road Diet Analysis
Downtown Parking and Multi Modal Circulation Study
CIP Budgeting
ADJOURNMENT
Meeting was adjourned at 8:36 p.m.
Respectfully submitted,
Kyndra Irigoyen
Public Works Administrative Assistant
G:\pub-wrks\eng\dept-admin\TRANSPORTATION COMMISSION\2016 Staff Memos\12-15-2016\Downtown Parking Study.doc
Memo
Date:
December 8, 2016
From: Scott A. Fleury
To: Transportation Commission
RE: Downtown Parking Study-Draft Plan Review
BACKGROUND
As recommended by the adopted 2012 Transportation Master Plan, the City Council appointed
the Downtown Parking Management and Multi-modal Circulation Advisory Committee at its
November 5, 2013, business meeting. Committee membership includes ex officio members from
the Chamber, trucking industry and city staff. In addition, 13 voting members were appointed (2
from the Chamber board, 2 Planning Commissioners, 2 Transportation Commissioners, and 7
stakeholders from the downtown area). Stakeholders include: merchants/business owners-
managers, property owners, downtown residents, OSF, Pioneer/A Street, Fourth/A Street, and
one citizen at large.
The Downtown Parking Management and Circulation Ad Hoc Advisory Committee has
completed the parking management portion of its task. However, with regard to potential multi-
modal traffic circulation projects, the Committee recommended the City take a long-term
comprehensive look at the community’s vision for Ashland’s downtown core. The visioning
process would develop a plan for the downtown that covers a 20- to 50-year window. The draft
downtown strategic parking management plan is attached for reference. The Committee has
agreed to support the proposed downtown parking strategy developed by Rick Williams
Consulting.
On December 1, 2016 at the City held a public presentation along with a question and answer
segment for the proposed parking plan recommended by the Ad-Hoc committee. Rick Williams
presented the draft plan and answered public questions. All questions and answers were tracked
by staff and will be used as part of the final documentation presented before Council.
Draft Parking Plan Summary:
The first primary component of the plan is Guiding Themes and Principles which include the
City’s role and coordination, priority customers, active capacity management, information
systems (supply & customer based) and integration with other modes.
The proposed phase 1 action strategies include:
Formalize the guiding themes and principles as policies for downtown access within the
parking and transportation system plan;
Adopt the 85% rule as the optimum occupancy standard for measuring performance of
the parking supply and triggering specific management strategies and rate ranges ;
Establish a Downtown Parking and Transportation Fund as a mechanism to direct funds
derived from parking into a dedicated fund;
G:\pub-wrks\eng\dept-admin\TRANSPORTATION COMMISSION\2016 Staff Memos\12-15-2016\Downtown Parking Study.doc
Create a Centralized Parking Management Division;
Develop a job description and hire a Downtown Parking Coordinator for the City of
Ashland;
Establish a Downtown Parking Advisory Committee (DPAC) consisting of downtown
stakeholders to assist in program implementation and review;
Develop a reasonable schedule of data collection to better assess performance of
downtown parking;
Identify off-street shared use opportunities and feasibilities based on data findings in
Strategy #7, Establish goals for transitioning employees, begin outreach to opportunity
sites, negotiate agreements, and assign employees to facilities (see Downtown Ashland
Parking Utilization map on next page);
Create a critical path timeline to a new parking brand that can be utilized at all City-
owned lots and shared supplies and in parking marketing/communications;
Simplify on-street time stays;
Develop a new off-street signage package;
Expand the bike parking network to create connections between parking and downtown
in order to encourage employee bike commute trips and draw customers to downtown
businesses;
Evaluate and pursue on-street pricing in high occupancy areas (85%);
Solicit firms to establish wayfinding and dynamic signage systems in the public right of
way integrated with the off-street system using City parking brand developed in Strategy
#9; and
Deploy wayfinding system as developed in Strategy 14.
G:\pub-wrks\eng\dept-admin\TRANSPORTATION COMMISSION\2016 Staff Memos\12-15-2016\Downtown Parking Study.doc
Potential downtown Multi-modal projects:
A draft concept plan that reduces East Main from three lanes to two lanes, adds a bike
lane, widens sidewalks and provides truck loading zones;
Removes vehicular traffic from the Beaver Slide by creating a multi-use path for bicycles
and pedestrians;
Constructs a roundabout at the intersection of Pioneer/Fork/Hargadine;
Street Improvements on A Street and B Street for improved pedestrian and bike activity
and safety; and
Includes Downtown projects identified in adopted Transportation System Plan.
CONCLUSION:
The Commission is asked to provide comments if any on the draft plan for inclusion into the
final staff report that will be presented before the City Council.
City of Ashland, Oregon
Downtown Strategic Parking Management Plan
PROJECT SUMMARY AND RECOMMENDATIONS FOR PARKING MANAGEMENT
FINAL REPORT
March 15, 2016
2016
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Table of Contents
Section I: Background ........................................................................................................................... 2
Section II: The Role of Parking in Downtown ....................................................................................... 3
Section III: Plan Organization ................................................................................................................. 4
Section IV: Guiding Themes and Principles ........................................................................................... 5
Section V: Recommended Downtown Parking Management Strategies ............................................ 10
Section VI: Multimodal Downtown Projects ........................................................................................ 39
Section VII: Summary ............................................................................................................................. 46
APPENDIX
A. ACTIONS & IMPLEMENTATION SCHEDULE
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Figure A
Project Study Area
CITY OF ASHLAND: DOWNTOWN STRATEGIC PARKING MANAGEMENT PLAN
I. BACKGROUND
In 2013, the City of Ashland commissioned a study to evaluate the state of parking in the downtown.
The study was conducted by Community Planning Workshop and the University of Oregon, and analyzed
use, occupancy, and demand for customer and employee parking throughout the downtown, and
developed an initial set of recommended strategies and programs.1 The project study area is illustrated
in Figure A.
The City subsequently determined
that developing a more targeted
parking plan for the downtown core
would be beneficial, both as a guide
to daily management and as a
template for future decision-
making. To this end, the City
engaged Rick Williams Consulting to
work with its Downtown Parking
Management and Circulation Ad
Hoc Advisory Committee and
Southern Transportation
Engineering to compile a complete,
simple, and effective set of
operating strategies for management of the City’s downtown parking supply.
The Advisory Committee includes representatives of the business and development sectors, citizens,
City staff, City Commissions, and the City Council. Southern Transportation Engineering assisted with a
multimodal project component. The study entailed in-depth discussions with the Advisory Committee
and other community stakeholders to develop a comprehensive parking management plan that
responds to the unique access environment, goals, and objectives of Downtown Ashland. This was
coupled with an evaluation of planned multimodal projects in the downtown core and existing parking
policies, standards, and actual usage.2 The parking management plan and its development process are
summarized in this report.
1 See: Ashland Downtown Parking Management and Multi-Modal Circulation Plan -October 2014, (Community
Planning Workshop and the University of Oregon).
2 Usage data was derived from two sources: (1) Ashland Downtown Parking Management and Multi-Modal
Circulation Plan (October 2014) and (2) Off-street usage data collected by Rick Williams Consulting (August 2015).
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II. THE ROLE OF PARKING IN DOWNTOWN
A successful downtown has a clear sense of place, and comprises an exciting
and attractive mix of uses and amenities. The role of parking is to support the
realization of this vision. Simply put, people do not come downtown to park.
They come to experience an environment that is unique, active, and diverse. A
well-managed parking system helps make it safe, easy, and convenient for
them to do so.
Discussions with stakeholders resulted in a number of desired outcomes for
parking management. Parking management in downtown Ashland should:
• Support a “messy vitality” by creating a vital, active, and interesting downtown environment.
• Get the right parker to the right stall.
• Assure convenient, affordable, and available parking for visitors and customers.
• Ensure that parking in a district is managed to meet the needs of its priority users.
• Ensure reasonable and safe parking for employees.
• Communicate a clear sense of movement to parking options.
• Provide for an integrated system on and off-street (parking & pedestrians).
• Integrate alternative modes, particularly biking.
• Anticipate and respond to increasing demand for access to the downtown.
Parking is just one tool in a downtown's economic development toolbox, and must be managed to
ensure an effective, efficient system of access that caters to the needs of priority users. In the case of
downtown Ashland, the priority user for the City-owned parking system has been identified as the
customer and visitor. The Advisory Committee concluded that the objective of parking management in
downtown should be:
“To support the development of a vibrant, growing, and attractive destination for
shopping, entertainment, recreation, living, and working. The components of this plan
need to be simple and intuitive for the user, providing an understandable system that is
affordable, safe, secure, and well-integrated into other access options (i.e., transit, bike
and walk).”
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III. PLAN ORGANIZATION
The strategies outlined below are intended to spark discussion between the City of Ashland and
downtown stakeholders on policies and actions that will support a vital and growing downtown.
We begin with a set of Guiding Themes and Principles developed by the Advisory Committee and
designed to serve as a framework for decision-making. The principles encourage the use of parking
resources to support economic development goals and to effectively serve the diversity of customers
and visitors using the downtown (see Section IV).
Following this list, recommended parking management strategies are presented as a series of steps
intended to follow a logical progression, with each action providing the groundwork necessary for
subsequent actions. Steps are divided into policy actions and operations, and further categorized as
specific action strategies intended to be carried out in two phases that range from immediate to long-
term (see Section V and Appendix A).
Following this is a comprehensive summary of planned multimodal projects in the downtown core.
When developing the City’s Transportation System Plan (TSP), Policies #3 - #9 presented policies aimed
at enhancing the downtown environment for multiple transportation modes while also facilitating
economic prosperity. These policies considered wider sidewalks, preferred pedestrian treatments, alley
enhancements, bicycle parking, incentives for truck loading/unloading, and downtown parking
management. The multimodal component categorized projects as pedestrian, bicycle, transit,
intersection and roadway, and railroad. Planned projects specific to the downtown area for each are
described (see Section VI).
As the City and its partners consider these strategies, discussion of the “who, what, and how” of
implementation will be essential, and it may be determined that strategies should be reordered or
implemented concurrently. Such refinements will be based on opportunities and challenges that arise,
momentum, resource identification, and broader community input. The plan presented here is a
template for a new approach to parking and multi-modal management in downtown Ashland, and
changes and refinements can be expected.
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IV. GUIDING THEMES AND PRINCIPLES
The development of Guiding Principles for parking in downtown
Ashland supports creation of a parking system that facilitates and
contributes to a vital and growing downtown. Guiding Principles
are based on the premise that growth and development in the
downtown will require an integrated and comprehensive package
of strategies to support economic development and
redevelopment. The ensuing parking plan becomes but one critical
element of a larger coordinated package for economic growth.
The results of stakeholder input can be summarized as five Guiding Themes comprising seventeen
Guiding Principles. Ideally, these will establish a basis for consensus and provide near - and long-term
direction for parking management in the downtown.
A. CITY ROLE AND COORDINATION
1) Centralize management of public parking to ensure optimal use of the supply.
Parking issues are too complex and widespread for status quo approaches to management.
The City needs to provide more focused, coordinated, and strategic attention to daily
management and delivery of near- and long-term parking solutions.
2) Coordinate parking in a manner that supports the unique character of emerging
downtown districts and neighborhoods. Where appropriate, manage parking by zone.
The downtown comprises several unique economic enclaves (e.g., the core, the theater
district, the railroad area). As the areas differ economically, so too do the character and
needs of their patrons. This may require a management approach tailored to each area,
known as management by parking zone.
3) Ensure that a representative body of affected private and public constituents from within
downtown routinely informs decision-making.
Active participation by those affected guarantees an understanding of and consensus on
parking management and the “trigger” points for decision-making built into the parking
plan. This is best accomplished through an established parking advisory committee that
reviews performance, serves as a sounding board for issues, and acts as a liaison to the
broader stakeholder community.
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4) Create a sense of security at all times, on-street and off-street.
Public off-street lots should be maintained so as to not deter users due to poor design,
pavement quality, or perceived security issues. Safe and well-lit links between parking areas
and shopping, entertainment, and work sites should be planned for and provided.
B. PRIORITY CUSTOMER
1) The on-street parking system is a finite resource and will be managed to provide a rate of
turnover that supports “district” vitality.
Most users of the downtown favor on-street parking. The parking management plan
recognizes this premium on-street parking resource needs to be managed to provide a rate
of customer and visitor turnover that supports downtown and district vitality. With this
principle comes the recognition that growth in downtown parking demand will, over the
longer term, need to be accommodated in off-street locations. Longer-term patron and
employee parking must be managed so as not to conflict with customer parking, particularly
on-street. On-street parking must be managed according to demand and time-stays
conducive to customer need.
2) The most convenient on-street parking will be preserved for the priority user – as defined
by base zoning in the affected district.
The on-street parking system in the downtown must be formatted in a manner that assures
turnover and minimized conflicts between the priority user and other users. Ashland will
use base zoning in parking districts (e.g., commercial versus residential) to facilitate and
support reasonable definitions of priority users.
3) Provide sufficient parking to meet employee demand, specifically in conjunction with
other reasonable travel mode options.
All parking strategies should be coordinated with transportation demand management goals
and objectives to ensure that employees and customers have reasonable options available
for access. For downtown Ashland, this should be initiated with efforts to encourage
bicycling to the downtown, with longer term goals for transit/shuttles and ridesharing. This
effort should be pursued as a partnership between the City and private sector businesses.
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C. ACTIVE CAPACITY MANAGEMENT
1) Manage the public parking system using the 85% Occupancy Standard to inform and guide
decision-making.
The 85% Rule is an operating principle for coordinating parking supply. When occupancies
routinely reach 85% during peak periods, more intensive and aggressive parking
management strategies are called for to assist patrons in finding available parking. The 85%
Rule will facilitate reasonable and effective decisions regarding time stays, enforcement,
and other decisions related to capacity management.
2) Supplies in excess of the 85% Occupancy Standard will require best practice strategies to
minimize parking constraints.
Several strategies identified in the plan are triggered by the 85% Rule. The City and the
Advisory Committee are committed to moving forward with recommended strategies when
parking demand requires them. Changes to the status quo can be difficult, but continued
constraints in parking and access will adversely impact the downtown’s success and ability
to absorb growth.
3) Encourage shared parking in areas where parking is underutilized. This will require an
active partnership with owners of private parking supplies.
Numerous parking facilities in some downtown locations are underutilized. Efforts should
be made to facilitate shared use agreements between different users (public and private) to
direct parking demand into these facilities, in order to maximize existing parking resources.
4) Capacity will be created through strategic management of existing supplies, reasonable
enforcement, leveraging parking with alternative modes, and new supply.
Active effort must be made to manage the parking system on a daily basis. This will require
partnerships with the private sector to leverage existing off-street supplies and to
coordinate management in a manner that supports the development and growth of
alternative modes. New parking supply becomes more feasible when all capacity options
are maximized.
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D. INFORMATION SYSTEMS (SUPPLY & CUSTOMER-BASED)
Supply-based
1) Use performance measurements and reporting to ensure Guiding Principles are achieved.
Committing to a routine and objective system of measurement and reporting ensures that
decision-making will be informed. Key metrics include occupancy, turnover, average
duration of stay, rate of violation, and customer input. Performance monitoring also
provides a basis for routine evaluation of program effectiveness.
Customer-based
2) Improve existing, and create new, information and educational resources (outreach,
education, maps, websites, etc.) for use by the public and private sectors.
Efforts to improve understanding, awareness, and ease of use of the parking and access
system should be upgraded. A clear schedule should be maintained for the dissemination of
information. This could be coordinated through a partnership between the City and a
downtown business association.
3) Develop and implement a unique and creative wayfinding system for the downtown that
links parking assets and provides directional guidance, preferably under a common
brand/logo.
Parking resources should be clearly identified and explained through branding and
signage, increasing understanding of how to access on- and off-street parking
resources. A common brand that unifies marketing materials, signage systems, and
other communications simplifies customer recognition and use of the system.
E. INTEGRATION WITH OTHER MODES
1) Encourage and facilitate increasing percentages of use, particularly by employees, of
alternative travel modes to free up parking capacity.
Parking should not be the only access option for employees. Every parking stall occupied by
an employee means a lower rate of turnover and less access for customers and visitors.
Employees should be given reasonable access to parking, but encouraged to use alternative
modes that include walking, biking, transit, and ridesharing. If Ashland develops a strong
system of alternative mode options for employees, these will then become options for
residents, visitors, and customers.
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2) Increase bike parking on and off-street to enhance the broader bicycle network.
The City of Ashland’s bike parking network should be as effectively formatted as the auto
parking system. On- and off-street parking facilities for bicyclists are efficient and low-cost.
3) Explore remote parking locations and transit/bike connections to minimize the need for
new parking structures.
As the City explores new parking supply options, scenarios should include remote locations
connected by transit and bike networks. Such options may be more cost-effective than
structured parking and/or may be necessitated by land supply constraints in the downtown.
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V. RECOMMENDED DOWNTOWN PARKING MANAGEMENT STRATEGIES
From discussions with the City and stakeholders, specific parking management strategies have been
identified and are recommended for implementation. These recommendations are informed by
evaluation of current policies and practices, information in the 2014 Community Planning Workshop
report, and data collection in off-street facilities conducted by RWC in August 2015.
This report contains recommendations for changes in current management/organization and several
near-term Action Strategies for the first 18-months of implementation (Phase 1). The timing of
implementation outlined in this document assumes that Phase 1 work will formally begin in July 2016
and run through November 2017. However, some work should precede Phase 1 (January – June 2016)
through work with an interim Parking Work Group led by current Public Works staff.
Phase 2 would begin in January 2018. However, any and all strategies can be implemented on an
accelerated schedule or be reordered based on opportunity and resources. The proposed timeline is
provided as a means to communicate a reasonable schedule and order of tasks.
The strategies recommended in this report will assist the City in more effectively managing its
downtown parking supply and preparing for future growth. They are organized as follows:
Policy and Organizational Action Strategies: Phase 1 (0 – 18 months)
Recommended Parking Management Strategies: Phase 1 (0 – 18 months)
Recommended Parking Management Strategies: Phase 2 (18 – 36+ months)
A summary of all recommended Strategies is attached as an Implementation Schedule at the end of
this report.
A. POLICY AND ORGANIZATION ACTION STRATEGIES
These elements ensure that the goals of the parking management plan can be achieved by incorporating
parking system management into the City’s development policy. Grounding in the Guiding Principles
and application of the 85% Rule as the threshold for decision-making connect the various policy
elements. Centralizing the policy recommendations within a responsible and responsive Parking
Services Division ensures that the life of the parking management plan extends beyond the first round of
strategy implementation. It is recommended that the Policy Recommendations be adopted and
implemented in the very near term.
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STRATEGY 1:
Formalize the Guiding Themes and Principles as policies for downtown access within the parking and
transportation system plan.
Implementation Timeline: Immediate to Near-Term (by July 2016)
Formalizing the Guiding Principles by incorporating them into the policy element of the City’s
parking/transportation system plan will inform decision-making and development of future public
facilities. Incorporating these principles into City policy assures the intent and purpose for parking
management, established through this study, is carried out over time.
Estimated Costs (STRATEGY 1):
It is estimated that costs associated with this strategy would be minimal and mostly expended in efforts
of existing staff to develop resolutions and ordinances through routine city planning processes.
STRATEGY 2:
Adopt the 85% Rule as the optimum occupancy standard for measuring performance of the parking
supply and triggering specific management strategies and rate ranges.
Implementation Timeline: Immediate to Near-Term (by July 2016)
In the parking industry, it is assumed that when parking exceeds 85% occupancy in the peak during peak
periods, the supply becomes constrained and may not provide full and convenient access to its intended
user. Once parking routinely exceeds that figure, the 85% Rule requires that strategies be implemented
to bring peak period occupancies below 85%.
The parking inventory for Ashland revealed that existing peak occupancies within the core are often in
excess of 85% for significant periods of the day. Having the 85% Rule formalized in policy will assure
that a process for evaluating and responding to parking activity is in place.
Estimated Costs (STRATEGY 2):
It is estimated that costs associated with this strategy would be minimal and mostly expended in efforts
of existing staff to develop resolutions and ordinances through routine city planning processes.
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STRATEGY 3:
Establish a Downtown Parking and Transportation Fund as a mechanism to direct funds derived from
parking into a dedicated fund.
Implementation Timeline: Immediate to Near-Term (by July 2016)
As the supply of parking becomes constrained, it will be important to direct funds into supporting
transportation and access in the downtown. This can be done with existing and/or future parking
revenue, or with new revenues generated as a result of implementing this plan. The Downtown Parking
Fund should be dedicated to:
a. Debt service
b. Parking operations
c. Lot/garage maintenance
d. Marketing and communications
e. Transportation Demand Management programs
f. New supply
It is recommended that such a fund be established as soon as feasible to ensure that new revenues are
appropriately directed.
Estimated Costs (STRATEGY 3):
It is estimated that costs associated with this strategy would be minimal and mostly expended in efforts
of existing staff to develop resolutions and ordinances through routine city planning processes.
STRATEGY 4:
Centralize Parking Management. Consolidate the management and administration of parking
management within a single division for Parking Services.
Implementation Timeline: Immediate to Near-Term (by July 2016)
The success of any multi-faceted parking system is dependent on administration, management, and
communication of the City’s parking program. This includes daily management of facilities, oversight of
third-party vendors, financial accounting and reporting, marketing/communications, customer service,
and strategic and capital planning.
Ashland’s existing administrative system for managing parking is spread across multiple departments,
divisions, and commissions, which include Public Works, Community Development, Administrative
Services, and Police. From a strategic management point of view there is no clear single point of
responsibility for guiding the parking system in a manner that gives due diligence to the complexity of
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the existing system and the level of technical and response capability called for in the Parking
Management Plan.
Industry best practices recommend centralized management under the purview of a professional
Parking Coordinator. Centralized management best supports the concept of an integrated parking
system, as all elements of the parking system (off-street, on-street, enforcement, and oversight of any
third-party provider) are consolidated within a single division and leadership structure. As such,
administration and decision-making are structured to consider parking assets both individually and as a
system. Resources can be managed in a tailored fashion where necessary and leveraged as appropriate
and most efficient.
It is recommended that the City begin internal discussion on restructuring parking management into a
single Parking Services Division.
A "downtown parking coordinator" will direct daily operation of the system, strategic implementation of
policies and programs, and planning for growth.
Estimated Costs (STRATEGY 4):
At this time, the costs associated with restructuring parking management into a single operating division
are unknown. There may be efficiencies, and there may be new costs (see Strategy 5, below). It is
recommended that any new costs be supported by revenues derived from the parking system.
STRATEGY 5:
Develop a job description and submit a service package to create and hire a position of Downtown
Parking Coordinator for the City of Ashland.
Implementation Timeline: Near-Term (by September 2016)
A single person should be assigned to oversee and manage all aspects of parking in the downtown,
providing the community a single reference point for parking management. As stated in Strategy 4,
consolidating parking operations within a single department under a Downtown Parking Coordinator
creates administrative and operational efficiencies and seamlessly integrates on- and off-street parking,
enforcement, and long-range strategic planning. It also provides a point of accountability and assures
that adopted policy is fully implemented. The process for approving this type of service addition should
be completed immediately to facilitate near-term hiring or restructuring of an existing position (see
discussion below related to position options).
Ideally, this person will staff a representative stakeholder group (see Strategy 6) to routinely review
parking activity in the downtown overall and by district. Information would be used to evaluate “action
triggers” and implement appropriate strategies.
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The Downtown Parking Coordinator will, at minimum, lead in:
Coordinating and implementing all approved aspects of the Parking Management Plan.
Oversight of all personnel (City and third-party) involved in the delivery of on-street, off-street
or enforcement services in downtown municipal parking resources.
Acting as liaison among businesses, users, and other agencies.
Coordinating with Administrative Services in the creation of consolidated financial reporting
systems for parking.
Annual budgeting for parking services.
Oversight of any third-party management agreements for parking operations or enforcement
services in City facilities.
Ensuring contract compliance by third-party parking providers.
Coordinating with relevant Departments and Divisions necessary policy and code changes
approved in the Parking Management Plan.
Developing new signage and communications systems.
Developing and implementing marketing and communications programs and their on-going
delivery.
Routinely assessing and recommending rate and fee adjustments based on demand dynamics.
Oversee data collection efforts as defined by policy.
Coordinating the transition to new parking revenue collection technologies necessary to
implement performance-based pricing, as called for in Phase 2 of the Parking Management Plan.
Development of RFPs for parking services, equipment, and technology.
Coordination of review and selection of parking services, equipment, and technology providers.
Assessment of other upgrades (e.g. signage, lighting, security, maintenance, enforcement) as
necessary.
Development and negotiation of contract agreements as necessary.
Developing usage tracking and reporting systems to measure and monitor program success or
failure.
Troubleshooting program glitches.
Hosting and facilitating the work of a Downtown Parking Advisory Committee.
Options for establishing this position include:
Option A:
New position/FTE
Ashland could establish a new position and solicit professionals from within the parking industry.
The consultant team favors this approach given the complexity of the recommendations in the
Parking Management Plan.
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New technology, responsive demand management, financial management, communications,
coordination and integration of on and off-street assets, monitoring/reporting, and community
liaison functions, to name a few, will require an individual who has demonstrated, successful
experience with managing multi-faceted municipal or private sector parking systems.
Option B:
An existing FTE & Contract Consultant
This model proved successful in Ventura, California. After adoption of a comprehensive parking plan
in 2008, parking control was consolidated within a smaller number of departments, with an existing
City employee assigned responsibility for coordinating operations and implementation of the plan.
Through the reorganization process, it was determined that internal FTE capacity was available, and
existing City staff could be utilized for the new position; ensuring that there was no additional
burden on the parking fund. The reorganization process also identified the need to provide training
and assistance to the Parking Coordinator to elevate their skill set to a level commensurate with
new programs, services, and responsibilities called for in the parking plan.
To this end, the City of Ventura contracted with a professional parking and transportation consulting
firm to provide ongoing training and mentoring to the new Parking Coordinator. The consultant also
provided assistance in establishing reporting formats, operating protocols, organizational
development, and additional implementation planning to the City. The consultant contract provided
up to 20 hours per week in consulting assistance and was in place for one year following adoption of
the new parking plan. The Ventura model has been very successful, and was pursued because
internal staff capacity was available and engaging the consultant was seen as less of a burden on the
parking fund budget.
Option C
Improvement of systems and protocols with existing staff
There are likely improvements in efficiency, coordination, and communications that could be made
within the City’s existing parking operations. These could include:
Increasing the total FTE responsible for administration.
Establishing a Parking Management Work Group, facilitated by a designated parking
coordinator, that routinely reviews operations, performance, occupancy, and rates, and
supports responsive and strategic decision-making.
Designate a parking coordinator to oversee the work of a Parking Advisory Committee.
Consolidate reporting and performance monitoring.
Though the City currently has staff involved in the downtown parking program, the existing parking
management format does not have a central point of responsibility and reporting. This makes it difficult
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for users to conveniently understand and maximize downtown parking options. This is of particular
importance given the complex and dynamic nature of the parking strategies recommended in this plan.
For this reason, the consultant team recommends Option A or B. Additional discussion and costing may
be needed to determine which option best fits Ashland’s organizational structure.
Estimated Costs (STRATEGY 5):
As with Strategy 4, the costs associated with the restructuring of current management responsibilities
into a single operating division under the leadership of a Parking Coordinator are unknown. It is
recommended that any new costs be supported by revenues derived from the parking system.
STRATEGY 6:
Establish a Downtown Parking Advisory Committee (DPAC) consisting of downtown stakeholders to
assist in program implementation and review.
Implementation Timeline: Near-Term (consistent with hiring in Strategy 5)
The City should develop and approve a process through which a representative cross-section of
downtown interests routinely assists the Parking Coordinator in the review and implementation of the
Parking Management Plan. It is recommended that the City Council formally appoint members to the
Parking Advisory Committee.
The stakeholder advisory process and a Parking Advisory Committee will assist the Parking Coordinator
in implementing the parking management plan, review parking issues,; and advise City Council and other
decision-making bodies on strategy implementation based on adopted policy for parking management
and use dynamics identified for specific parking areas.
Once the Parking Coordinator is established, the process of review, evaluation, and decision-making
with the DPAC can be formally initiated. A consistent schedule of meetings should be established using
this plan as a template for discussion. .
Until a Parking Coordinator is hired, the City should consider a partnership with the Chamber of
Commerce and the existing Downtown Parking Management and Circulation Ad Hoc Advisory
Committee to form an interim Parking Work Group. This will ensure completion of the groundwork
necessary to costing, scheduling, research and coordination of subsequent Phase 1 Strategies.
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Estimated Costs (STRATEGY 6):
There should be no additional costs associated with this recommendation if it can be initiated as a
volunteer effort, hosted by the City and/or downtown business interests. Once fully implemented, the
DPAC process would be part of the task portfolio of the Downtown Parking Coordinator.
B. RECOMMENDED PARKING MANAGEMENT STRATEGIES: PHASE 1
This section details a range of operational enhancements that should be implemented within 18 months
of Plan adoption.
STRATEGY 7:
Develop a reasonable schedule of data collection to better assess performance of the downtown
parking supply.
Implementation Timeline: Immediate (August/September 2015 – Completed)
Near-Term (Spring and/or Summer 2016)
Long-Term (Based on strategic schedule)
A system for routine data collection will need to be established. To date, comprehensive statistical
analyses of on-street parking (2014) and off-street parking (August 2015) have been completed. This has
provided very good data for parking activity during the summer peak season, as well as potential shared
use opportunities in off-street surface parking facilities located in or adjacent to the project study area.
Conversations with the Advisory Committee indicated that a better understanding of off-peak data
would also be useful, particularly as Phase 2 issues related to pricing are considered.
Objective and up-to-date data will help the City and local stakeholders make better informed decisions
as the downtown grows and redevelops. The system does not need to be elaborate, but it should be
consistent and routine and structured to answer relevant questions about occupancy, seasonality,
turnover, duration of stay, patterns of use, and enforcement. Parking information can be collected in
samples, and other measures of success can be gathered through third-party data collection and/or
volunteer processes. A methodology for conducting parking inventory and data analyses is provided in
Oregon Transportation & Growth Management’s Parking Made Easy: A Guide to Managing Parking in
Your Community, most specifically Chapter 7. The guide can be found at
www.oregon.gov/LCD/TGM/docs/parkingprimerfinal71213.pdf. Data derived from these efforts can be
used by the City and a future Downtown Parking Advisory Committee to inform decisions, track use, and
assess success measures.
It is recommended that the City:
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a. Work with an interim Parking Work Group (see Strategy 6 above) to develop a data collection
schedule to address issues raised regarding peak and non-peak parking dynamics. Given the
recent completion of both on and off-street occupancy studies, additional data collection could
be done through sampling rather than all-day occupancy counting. The near-term data
collection schedule should be completed no later than March 31, 2016.
b. Schedule and initiate a non-peak-season occupancy study for both on and off-street systems.
c. Conduct inventory and occupancy analyses no less than once every 24 months.
Estimated Costs (STRATEGY 7):
It is estimated that a data inventory and occupancy/utilization study would range from $20,000-$30,000
if conducted by a third-party consultant. Costs can be minimized in subsequent surveys given that the
inventory/database would be built and through sampling and possible use of volunteers to collect data.
STRATEGY 8:
Identify off-street shared use opportunities and feasibilities based on data findings in Strategy 7.
Establish goals for transitioning employees, begin outreach to opportunity sites, negotiate
agreements, and assign employees to facilities.
Implementation Timeline: Immediate: Short-listing sites (by February 2016)
Near-Term: Outreach (February – July 2016)
Mid-Term: Negotiations and Assignment (August 2016 – December 2016)
A data collection effort by Rick Williams Consulting examined two days of occupancy activity in August
2015 (Friday 10/21 and Saturday 10/22). The study quantified actual hourly use of these facilities over a
twelve-hour period each day. Fifty-one off-street sites comprising 1,998 parking stalls were surveyed.
Findings from the study revealed that many sites are significantly underutilized, with an average total of
approximately 1,000 stalls empty during peak periods of the day. The opportunity to direct downtown
employees into these parking facilities would have a significant impact on on-street occupancies,
particularly in areas where employees are using the on-street system and thereby denying
customer/visitor use of the on-street supply. Figure A (next page) illustrates the findings of the off-
street study.
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Figure A
Peak Hour Parking Availability (Off-street Parking)
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The interim Parking Work Group should consider the following for completion by February 2016, with
later tasks transitioned to a Parking Coordinator and Downtown Parking Advisory Committee.
a) Use the data from the August 2015 parking study to identify a subset of the 51 facilities
surveyed that could serve as reasonable shared use “opportunity sites.” Criteria for determining
sites could be proximity to downtown, a meaningful supply of empty stalls, pedestrian/bike
connectivity, walk distance/time, safety and security issues, etc.
b) Based on the above, develop a short list of opportunity sites and identify owners.
c) Establish a target goal for the number of downtown employees to transition into opportunity
sites.
d) Begin outreach to owners of private lots.
e) Negotiate shared use agreements.
f) Obtain agreements from downtown businesses to participate in employee assignment program.
Estimated Costs (STRATEGY 8):
It is estimated that costs associated with this strategy would be minimal and mostly expended in efforts
of existing staff and volunteers to review and identify opportunity sites and conduct outreach to
potential private sector participants. Planning in this regard may determine that funds are needed to
create incentives and/or improve the condition of lots or pedestrian/bike connections.
STRATEGY 9:
Create a critical path timeline to a new parking brand that can be utilized at all
City-owned lots and shared supplies and in parking
marketing/communications.
Implementation Timeline: Near-Term (by December 2016)
Guiding Principle D. 3 (p. 8) calls for development and implementation of “a
wayfinding system for the downtown that links parking assets and provides
directional guidance, preferably under a common brand or logo.” The intent
of this principle is to create a brand that unifies the public supply of parking
and is easily communicated, both at parking sites and, ideally, through a
wayfinding system located throughout the downtown and on maps,
websites and other communications and promotions.
The linchpin of any such program is a brand. It is recommended that the City and interim Parking Work
Group engage a design firm to develop an attractive and recognizable “parking brand” for use by the
City of Ashland at all of its public off-street facilities, and any shared use facility that offers visitor access.
The design professional would:
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a) Work with stakeholders and the City to create a new parking brand for Ashland.
b) Develop options and assist in developing a final recommended brand/logo.
c) Develop cost estimates for the creation and placement of new brand/logo signage packages at
all City-owned off-street sites and shared use facilities.
d) Assist in signage creation.
Estimated Costs (STRATEGY 9):
It is estimated that engaging a design consultant to carry out the tasks identified above would range
from $15,000 - $20,000.
STRATEGY 10:
Simplify on-street time stays. Consider incorporation of new brand/logo into on-street signage per
input derived in Strategy 9.
Implementation Timeline: Near-Term (January 2017 - June 2017)
Multiple time stay designations in a downtown are often
confusing to customers, particularly very short-term stalls (e.g.,
5, 15, 30 and 60 minute stalls) that do not provide an adequate
amount of time for a typical customer visit. Implementing this
strategy will bring understandable and consistent time stays need
to downtown (e.g., core versus theater and Lithia Park).
Additionally, a new brand/logo can be incorporated into the on-
street system as a means of integrating the on and off-street
systems. This would require coordinating changes in the on-
street system to the branding work in Strategy 9, which would
have a recommendation developed by December 2016. This
would be similar to the effort completed in Springfield, Oregon
where a stylized P was created for the public parking system and
incorporated into on and off-street signage. This is illustrated in
the example to the right.
The 2014 Community Planning Workshop study outlined a series of recommendations for reformatting
on-street time stays throughout the downtown. This work should serve as a template for action, with
refinements developed through DPAC discussion, new data, and public input.3 An initial timeline for
action would be:
3 See: Ashland Downtown Parking Management and Multi-Modal Circulation Plan -October 2014, (Community
Planning Workshop and the University of Oregon).
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a) Coordinate with Strategy 9 to determine brand/logo integration into new on-street signage (July
2016 – December 2016).
b) Identify/quantify changes to be made (July 2016 – December 2016)
c) Initiate formatting changes (January 2017 – June 2017)
― Eliminate 1-hour time stays, increase to 2 hours.
― All block faces with retail/office/restaurant should be 2 hours.
― Increase 4 hour stay options - assess feasibility of Residential Permits in select 4-hour zones
– i.e., areas currently zoned R.
― Assess supply capacity (based on data update) for feasibility of employee on-street permit
program(s) in 4-hour parking areas (contingent on residential program).
Estimated Costs (STRATEGY 10):
Based on information from other cities, estimated per unit costs for signage upgrades would be:
A standard signage package would have two poles with blade signs per block face – one at each
end of the block with arrows pointing inward.
Unit Costs- Signage
Only material costs are provided in these estimates.
Pole unit cost = $470
Blade sign unit cost = $30
Unit cost for poles ($470) include hole boring and the pole
STRATEGY 11:
Deploy new off-street signage package
Implementation Timeline: Near-Term (January 2017 - June 2017)
The new brand/logo developed in Strategy 9 would be incorporated into new signage packages to be
placed at all City-owned public facilities. This would create a uniform and easily identifiable look for
public parking, setting the foundation for future expansion of the brand into a downtown wayfinding
system. Placement of the new off-street signage package should occur no later than June 2017.
Estimated Costs (STRATEGY 11):
The costs of the new signage system would be developed in Strategy 9.
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Example: Bike Corral Ashland, OR
Example: Interior Wall Racks
STRATEGY 12:
Expand bike parking network to create connections between
parking and the downtown to encourage employee bike commute
trips and draw customers to downtown businesses.
Implementation Timeline: Near-Term (October 2016 - June 2017)
When we talk about parking management, we’re not just talking
about cars. Communities throughout Oregon support bicycling as a
key sustainable transportation strategy, and the Oregon
Transportation Planning Rule requires it for new developments.
Ashland has the benefit of a strong bike culture, a high number of
local bike shops, and active efforts to expand the City and
downtown’s bike lane system. What the downtown may be
lacking is sufficient “trip-end” bike parking amenities on-
street, off-street, and in private buildings. Providing adequate
bicycle parking will expand the capacity of the overall parking
supply downtown.
It is recommended that the City expand its approach to bike
parking in the downtown to deliver a four-strategy approach.
It is assumed that this approach would support current
efforts to expand the City’s bike lane network.
This effort should begin subsequent to the hiring of the
Downtown Parking Coordinator (October 2016).
Elements of the four-strategy approach would include:
a) On-sidewalk bike parking (October 2016 – December
2016). Identify locations for added bike parking within
the pedestrian amenity zones.
b) Bike corrals ((October 2016 – December 2016). Identify
locations for additional bike corrals either in plaza areas
or on-street and adjacent to high-traffic businesses.
c) On private property (October 2016 – December 2016). Identify areas on private property for
bike parking improvements, especially for employees – e.g., interior bike cages, wall rack
locations, and other secure areas.
d) Identify funding/incentives and install (January 2017 – June 2017) – Assemble funding sources
necessary to implement a) – d).
Example: Art Rack Baker City, OR
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Estimated Costs (STRATEGY 12)
The cost of an inventory of potential bike parking locations could be incorporated into the data
collection portion of Strategy 7 above. Site identification could also be done through volunteer efforts
and by working with downtown stakeholders and bike advocates. Costs are likely minimal.
Estimated unit costs for actual bike infrastructure:
Staple or U racks: $150 - $200
Wall Mounted racks: $130 - $150
Bike Corral $1,2004
Art Rack variable based on design
STRATEGY 13:
Evaluate and pursue on-street pricing in high occupancy areas (85%+).
Implementation Timeline: Near-Term (January 2017 - June 2017)
Recent data collection efforts have demonstrated that the on-street system
routinely exceeds the 85% occupancy standard for sustained periods during
the summer months. The Advisory Committee has indicated that less is
statistically known about non-peak seasons. Strategy 7 addresses the need
for additional occupancy and use data. Given that data collection would
provide updated information for multiple seasons, it is recommended that
the Parking Coordinator initiate a process with the Downtown Parking
Advisory Committee to evaluate transitioning the downtown on-street
parking system to paid parking.
Hourly on-street occupancy data can also be used to model potential
revenue hours for different rate scenarios. Revenue hours can then be integrated into an
expense/revenue pro forma to objectively estimate the feasibility of moving to an on-street pay-to-park
program. Data derived from an improved inventory database and real-time use information will allow
development of an accurate feasibility model.
Paid parking can support higher turnover within the system, yield higher compliance by employees
directed to off-street locations so as not to compete for on-street parking with customers and visitors,
create a more reasonable value relationship between parking and alternative modes, and provide
4 Based on City of Portland, Oregon cost estimate for 6 staple racks (12 bike parking spaces), striping, bollards and
installation.
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revenue streams necessary to support operations, marketing/communications, program delivery, and
infrastructure (e.g., new capacity).
Issues to examine, with supporting data, include:
a) Establish Parking Enterprise Fund (Strategy 3)
b) Update database (on-street counts/samples) (Strategy 7)
c) Develop expense/revenue model using occupancy data to estimate financial viability of new
revenue collection technology.
d) Determine revenue collection technology that will best serve Ashland
- Single meter vs pay station
- Pay & Display vs Pay by Space
e) Consider/adopt seasonal pricing, using data sets to assist
f) Finalize pricing format
g) Finalize time stay format and hours of operation
- Consider No Limit parking in current 4 HR areas
h) Solicit vendors for revenue collection technology
Estimated Costs (STRATEGY 13)
It is assumed here that the evaluation process would be incorporated into the routine schedule
developed by the new Parking Coordinator and Downtown Parking Advisory Committee. Data collection
efforts are a part of Strategy 7. General equipment costs for revenue technology are:
Multi-Space Meters (pay stations) $5,000 - $7,000 per unit (serving 8 – 14 spaces)
Single-Space Meters $500 - $700 per unit (serving one space)
Back office support Varies by system and software selected
STRATEGY 14:
Solicit firms to establish wayfinding and dynamic signage systems in the public right of way,
integrated with the off-street system using City parking brand developed in Strategy 9.
Implementation Timeline: Near-Term (January 2017
- June 2017)
Many cities brand their public parking facilities and
use dynamic signage in the public right-of-way.
These systems inform customers and direct them to
available parking. Portland, OR, and San Jose, CA
are good examples (see photo at right).
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Dynamic signage is linked to occupancy information collected at individual or multiple parking sites,
usually through loop detector/parking counter systems. This information is displayed at building entry
plazas and/or at major roadway entry portals. The signs provide an address or facility name and real-
time stall availability.
The most successful programs tie into a parking brand incorporated into both the on-site and right-of-
way signage. This provides customers a visual cue that translates from their first encounter on the
roadway to being able to conveniently identify a parking location with available parking. Dynamic
signage also complements parking apps and can be linked in real time to smartphones and/or websites.
The idea behind branding the Ashland system with a name, logo, and marketing is to make it
immediately recognizable to the customer.
An engagement with a wayfinding firm would bring an industry professional to:
a. Develop a signage package that incorporates a uniform design, logo, and color scheme into all
informational signage related to parking (see Strategy 9).
b. Brand each off-street public facility, open to public access, with the established logo package.
c. Evaluate off-street facilities for installation of real-time counter systems that link to wayfinding
signage.
d. Identify key entry points into the downtown for placement of informational signage.
e. Conduct cost feasibility analysis.
f. Establish installation schedule.
Estimated Costs (STRATEGY 14)
It is assumed that costing for wayfinding would be incorporated into the solicitation.
STRATEGY 15:
Deploy wayfinding system as developed in Strategy 14.
Implementation Timeline: Near-Term (June 2017 – November 2017)
Implements plan developed in Strategy 14.
Estimated Costs (STRATEGY 15)
Developed and approved through Strategy 14 process.
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C. RECOMMENDED PARKING MANAGEMENT STRATEGIES: PHASE 2
This section outlines longer-term strategies. It is anticipated that Phase 2 efforts will take place
between January 2018 and June 2019. These strategies build upon and are facilitated by work
completed in Phase 1 (July 2016 – December 2017). Phase 2 focuses on data, capacity management,
communications, capacity growth, and identification of funding sources.
Any and all Phase 2 strategies can be accelerated or moderated as necessary depending on community
support and consensus, opportunity, and/or funding. The City and Downtown Parking Advisory
Committee may elect to reorder strategies as opportunity dictates. As with Phase 1, all strategies
outlined here will require consistent and dedicated management and coordination with active
participation by the private sector.
STRATEGY 16:
Implement on-street pricing.
Work completed in Strategies 13 – 15 (Phase 1) will establish the timing for implementing on-street
parking pricing. Initial steps will include outreach to potentially affected
residential communities, and development of a marketing and
communications plan to be rolled out in advance of on-street parking pricing.
These action steps are outlined below.
Step A (Strategy 16)
Explore residential and employee permit programs (on-street)
Implementation Timeline: Synched to pricing launch date
Changes to parking management in the commercial zones of the
downtown could cause issues related to employees seeking parking in
residential areas. In anticipation of this, the City Parking Coordinator and
DPAC should begin an outreach and education process to residents and
businesses in adjacent neighborhoods. The purpose of this is to raise
awareness and understanding of programs being developed, and to begin
framing possible mitigation strategies and solutions if new parking systems
in the downtown exacerbate parking problems in neighborhoods.
The most effective strategy to manage parking in neighborhoods adjacent to
commercial/retail areas is an area permit program. Residents in areas zoned
Residential (R) would be issued permits that allow unlimited parking on-
street within the permit zone during specifically designated hours
(determined through use data that would be assembled in updates per
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Strategy 7). All other users (e.g., visitors and employees) would be limited to a time stay (e.g., 3
hours) or, if occupancy surpluses are indicated through data updates, through an additional
employee permit.
Adjacent neighborhoods should be allowed the option of requesting an area permit program if
spillover is considered to be a problem and constraints are identified through data collection
updates. The City should be prepared to respond with an already approved Area Parking Permit
Zone (APPZ) program. The program would prioritize on-street parking in residentially zoned
neighborhoods for residents and visitors. Employee parking permits can be introduced into
approved APPZs when parking surpluses are demonstrated and priority parking is assured. To this
end, and in coordination with Strategy 16, the City should:
a. Develop and approve an Area Parking Permit Zone program.
b. Initiate outreach/education to neighborhoods on downtown parking management plan and area
parking permit concept.
c. Be prepared to implement residential permit program in areas zoned R (if requested by
neighborhood).
d. Assess supply capacity (based on data updates) for feasibility of employee on-street permit
program(s) in residential permit areas, contingent on establishment of an APPZ for residential
use.
Estimated Costs (STRATEGY 16 – Step A):
There should be no additional costs associated with the outreach and policy work associated with
this task, as this work would be within the ongoing responsibilities of the Parking Coordinator and
the DPAC. Costs associated with delivery of an Area Parking Permit Zone program will need to be
further developed. Some cities charge users for the permit, at a rate that covers cost of
management and administration. Other cities use parking revenue from the meter zone to
underwrite the cost of an APPZ, viewing it as a cost of mitigation. Others use revenue from
employee permits as a means to cover costs for residential permits. Any or a combination of these
funding options will need to be further explored.
Step B (Strategy 16)
Develop a marketing / communications and new system roll out plan
Implementation Timeline: Synched to pricing launch date
Implementation of paid parking, a new brand/logo and new rules of use will come with many
questions, which are best anticipated and proactively solicited. A clear plan for marketing and
communicating the new system and its purposes, goals, and benefits will facilitate community
awareness and understanding as well as acceptance if strategically addressed. The Parking
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Sample: Pay to Park Rollout Schedule
Tacoma, Washington
Coordinator and DPAC should develop a plan that incorporates any of the following elements
deemed appropriate.
Goal
Inform and involve the downtown business community—employers, merchants, employees,
and customers—in preparing for implementation of new time limits and paid on-street
parking.
Approach
Enlist a subgroup of the Downtown Parking Advisory Committee to help design
communications with downtown stakeholders and customers.
Engage and update the downtown business community through credible partner
organizations.
Communicate with downtown customers and employees through merchants and
employers.
Provide friendly, timely response to persons who have questions/problems.
Materials & Tools
Website/updates
Letter to downtown
businesses
Fact sheet/map
Presentation tools:
PowerPoint, display
boards
Merchant/employer
packet: “Customer
Parking Kit”
Point-of-purchase
customer information
FAQs (frequently asked
questions)
Posters
Utility bill inserts
Business cards: hotline number
Meter graphics/instructions
Pay Station demo video
New signage: permanent, temporary (samples for merchants)
List of off-street parking resources/rates
Bicycle options
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Transit options
Grace period notice
Interested parties e-mail list
Website/links
Social media: Facebook, Twitter, YouTube
Order form (for more materials)
Paid advertising
Target Audiences
City policymakers (Council, Commissions, Task Forces)
City staff
Downtown Parking Advisory Committee
Police Department
Enforcement staff
Downtown merchants/employers
Downtown customers/visitors
Downtown employees
Downtown residents
Neighborhood associations
Business district associations
Chamber of Commerce
Oregon Shakespeare Festival
News media
Hard to reach audiences
Communications Partners
Chamber of Commerce
Neighborhood Associations
Rogue Valley Transportation District (RTVD)
Ashland Community Development
Southern Oregon University
Major employers
Community Briefings
Organize a speakers’ bureau to reach interested stakeholders in their regular group
meetings.
Media Strategy
Seek understanding and editorial support of local media outlets (print, radio, TV)
Demonstration workshop/training session for media
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Example: On-
street Pay Station
Monitor local media coverage – respond as needed.
Customer Support
Pay station/meter demonstrations (established in contract with selected vendor)
Customer parking cards to distribute to merchants/customers (option in contract)
Hotline: single point of contact (established in contract)
Grace period for enforcement during rollout
Protocols and service levels for handling problems, complaints (established in contract)
Spokesperson(s)
City spokesperson
DPAC spokesperson
Partner organizations
Estimated Costs (STRATEGY 16 – Step B):
Costs associated with a communications and rollout plan are difficult to ascertain at this time, as
such costs would be a combination of time allocated by the Parking Coordinator and DPAC as well as
time provided by existing internal City public relations and information resources. Some cities have
opted to employ professional third-party public outreach/communications firms and/or added
certain rollout functions to the responsibilities of the selected parking revenue collection technology
firm(s).
Step C (Strategy 16)
Initiate on-street paid parking
Implementation Timeline: January 2018 (launch)
Work completed in Strategy 13 (Phase 1) will establish the format, type of
technology, and timing for implementation of this strategy. Strategy 13 is
scheduled to be completed in June 2017, leaving adequate time before the
beginning of Phase 2 in January 2018 to:
a. Conduct outreach to the community (Step A)
b. Develop a marketing/communications plan (Step B)
c. Solicit vendor bids through an RFP process.
d. Evaluate proposals.
e. Award contract to preferred vendor.
f. Refine budgets and expense/revenue forecast model (Strategy 7).
g. Select a target launch date.
h. Launch.
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Estimated Costs (STRATEGY 16 – Step C):
Estimated costs for a new on-street pay-to-park system were provided in Strategy 13. They are
repeated here, below.
Multi-Space Meters (pay stations) $5,000 - $7,000 per unit (serving 8 – 14 spaces)
Single Space Meters $500 - $700 per unit (serving one space)
Back office support Varies by system and software selected
STRATEGY 17
Explore expanding access capacity – new parking supply and/or transit/shuttle options
Implementation Timeline: January – June 2018
As Ashland’s downtown grows employment, residents, and visitors, existing supplies of parking and
alternative mode access will need to be expanded. Adding bicycle trip capacity was discussed above in
Phase 1 (Strategy 12). With implementation of paid parking, and possibly area permit programs, the
City should evaluate other forms of access capacity as well, including new parking supply and improved
transit and/or shuttle options. These types of capacity growth require sophisticated infrastructure and
are very costly. It will be important for Ashland to give adequate time and effort to determine the most
beneficial and cost-effective formats for increasing
the capacity of the downtown access system.
Planning for, and finding funding for, new capacity
is time-consuming, so focused and objective
evaluation will greatly facilitate decision-making
before access constraints create adverse impacts on
the downtown.
1. Identify new garage opportunity sites
One form of new access capacity would be adding
to the current supply of parking through
construction of a new parking garage and/or
creation of new surface parking supply in a location
outside the downtown and linked by transit or
shuttle. The consultant team conducted an
inventory of potential off-street parking
opportunity sites in August 2015. These sites
provide a starting point for evaluating potential
sites in the downtown. A map of those sites is
provided at right. To date there has been no
evaluation of potential “remote” sites.
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The Community Planning Workshop (2014) developed an initial database of existing parking occupancies
in the downtown. Many areas of the downtown already exceed 85% occupancy in summer peak
periods, and additional information on parking utilization will be developed in Phase 1 (Strategy 7).
Additional data should be used to evaluate parking constraints and determine whether there is a deficit
of parking downtown. This data will be useful in helping to “right size” any parking facility that might be
developed.
It is recommended that the Parking Coordinator and DPAC initiate the following:
a. Establish desired parking “need” (w/ Strategies 7 & 13).
b. Evaluate locations where parking is possible downtown.
c. Evaluate “remote” sites that could be connected via shuttle/transit (surface lot option).
d. Evaluate public/private partnerships to develop supply.
e. Coordinate site evaluation with Community Development.
f. Coordinate with Ashland Chamber of Commerce, particularly through contacts with potential
site partners in the private sector.
g. Engage local developers in evaluation process.
h. Narrow to feasible site(s).
2. Explore shuttle/circulator connections (remote connector)
As with an evaluation of new parking supply, it will
be equally important to evaluate the cost and
feasibility of new transit and/or shuttle capacity.
Transit and shuttles could be especially valuable
as a means to improve employee commute
options, provide circulator links through
downtown for visitors, and link remotely located
parking supply.
The Parking Coordinator and DPAC should involve
RVTD, Community Development, and the community in discussions regarding a transit option that
would best serve the downtown and effectively shift an increasing percentage of trips onto a
transit/shuttle system.
It is recommended that the Parking Coordinator and DPAC:
a. Evaluate route options.
b. Explore connections to remote parking in conjunction with parking supply evaluation
c. Determine desired levels of frequency/type of vehicle/seasonality.
d. Circulator shuttle or existing transit?
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e. Coordinate with RVTD.
f. Narrow to preferred option(s).
Estimated Costs (STRATEGY 17):
The City and DPAC may want to retain third-party assistance in this process, particularly as regards the
design and formatting of transit/shuttle systems. These systems will impact traffic and circulation and
create land use issues related to transit/shuttle stops. Identifying and locating potential parking sites
could be accomplished internally, with assistance from the Chamber of Commerce, local developers, and
Community Development. As an estimate, the City could incur costs of $30,000 - $50,000 for route and
system planning for a new transit/shuttle option. Some of this money could be used to cost the
transit/shuttle option, which would reduce costing estimates for transit/shuttle described in Strategy 20
below.
STRATEGY 18
Develop cost forecasts for preferred parking supply and shuttle/transit system options.
Implementation Timeline: June – September 2018
Information derived from Strategy 17 will provide realistic data on parking and transit/shuttle
enhancements that have community input and initial feasibility. Parking will have been evaluated as to
location, size and format (garage or surface lot). Transit/shuttles will have been evaluated as to desired
format, frequency, and routing.
Estimated Costs (STRATEGY 18):
Initial costing of garages/lots in the form of expense/revenue and financing pro formas can range from
$5,000 - $7,500. This cost would be contingent on data and information already provided to a
consultant from Strategy 19.
Rick Williams Consulting does not have expertise in costing transit/shuttle systems. These numbers
need additional evaluation.
Estimated costs for new parking supply will range by type of supply. Estimates from projects recently
completed in the Pacific Northwest are provided below.
Structured Underground $35,000 - $45,000 per stall
Structured Above Ground $20,000 - $25,000 per stall
Surface Lot $ 5,000 - $ 7,000 per stall
NOTE: Does not include operating cost or full cost of land
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STRATEGY 19
Explore and develop funding options
Implementation Timeline: September 2018 – March 2019
A wide range of funding sources and revenue streams could be used to implement an enhanced parking
management plan and develop new parking or transit capacity in Ashland. Given the costs new
infrastructure, consideration of new funding mechanisms is prudent.
The list of potential sources here is not exhaustive, nor is these sources mutually exclusive. Funding for
parking facilities, particularly garages, in emerging urban areas generally requires multiple sources.
The use of fees continues to evolve as various State laws or City ordinances are authorized.
Implementation of fees should be reviewed by the City Attorney to determine their feasibility in light of
applicable laws.
The funding options provided below assume a more detailed discussion of the role of the City in future
funding of parking and transit, and public discussion regarding use of public funds to build and operate
new systems.
Options Affecting Customers
User Fees
Many cities collect revenue through parking meters and/or sale of permits and direct it to parking or
transportation development enterprise funds. Transit or shuttle riders pay in the form of monthly or
daily fares. These funds can be used to construct/bond for additional parking or transit capacity.
Event Ticketing Surcharges
This would impose surcharges in conjunction with local and regional facilities (e.g., performing arts,
sports, and concert arenas) to support development of access systems. Fees are generally applied to
ticket costs.
Parking Fines
Revenues are collected for parking violations and a portion directed to parking development enterprise
funds.
Options Affecting Businesses
Parking and Business Improvement Area or District (BIA or BID)
An assessment on businesses rather than property owners, these can be based on assessed value, gross
sales, square footage, number of employees, or other factors established by the local legislative
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authority. Salem, OR assesses a fee on businesses in its downtown Parking District to support parking
services and future supply. Portland assesses a business income tax through the State of Oregon to
support transit.
Options Affecting Property Owners
Local Improvement District (LID)
An LID is a property tax assessment that requires buy-in by property owners within a specifically
identified boundary. LIDs usually result from a petition process requiring a majority of owners to agree
to an assessment for a specific purpose—in this case, a parking facility or transit infrastructure
improvement).
Options Affecting Developers
Fee-in-Lieu
Developers may be given the option to pay a fee in lieu of providing parking with a new private
development. Payment of a fee-in-lieu provides the developer access entitlements to public parking
facilities near the development site.
Fees-in-lieu can be assessed up to the full cost of parking construction. Generally, fees-in-lieu do not
provide sufficient revenue to fully fund parking facilities, and are combined with other revenue sources
If an in-lieu parking fee is considered by the City, there needs to be greater policy clarity on the intent
and purpose of the fee and the City's role in using the fees to either increase parking supply in the future
or increase access capacity through enhancement of alternative mode programs. Lack of specificity in
this regard limits discussion of the type of in-lieu fee developed, the rate itself and the programs and
strategies that would need to be in place to implement desired outcomes. A useful guide to the
diversity of fee-in-lieu programs and their advantages and disadvantages is Donald Shoup, Journal of
Planning and Education Research, 18:307-320, 1999.
Public/Private Development Partnerships
Development partnerships are generally associated with mixed-use projects in which parking is used to
reduce the cost of private office, retail, or residential development. Public/private development can
occur through a variety of arrangements, including:
1. Public acquisition of land and sale or lease of land/air rights not needed for parking to accommodate
private use;
2. Private development of integrated mixed-use development with sale or lease-back of the public
parking portion upon completion; and
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3. Responsibility for public sector involvement directly by the City, through a public development
authority (PDA), or other special purpose entity such as a public facility district created for the
project district or downtown area.
Options Affecting the General Public
General Obligation (GO) Bonds
Local jurisdictions may issue non-voted or voted bonds to develop parking or transit infrastructure,
subject to overall debt limit requirements. With GO bonding, the municipality pledges its full faith and
credit to repayment of the debt from general fund resources. In effect, general fund revenues would be
reserved to repay debt that could not be supported by parking or transit revenues alone. Again, there
may be imposed limits on the municipality for voter approved or non-voted debt.
Refinancing GO Bonds
This involves refinancing existing debt at lower rates, and pushing the savings from the general fund to
debt coverage for new infrastructure. In these times of lower interest rates, the City of Ashland may
have already maximized this option.
Revenue Bonds
Revenue bonds dedicate parking fees and other designated revenue sources to the repayment of bonds,
but without pledging the full faith and credit of the issuing authority. Revenue bonding is not
appropriate in situations where a local jurisdiction’s overall debt limit is a factor and projected revenues
are insufficient to cover required debt service.
63-20 Financing
A potential alternative to traditional GO bonds, revenue bonds, and LID bond financing, 63-20 financing
allows a qualified non-profit corporation to issue tax-exempt bonds on behalf of a government.
Financed assets must be capital and must be turned over free and clear to the government by the time
bonded indebtedness is retired. When a municipality uses this technique to finance a public facility, it
can contract for the services of a non-profit corporation (as the issuer) and a builder. The issuer acts on
behalf of the municipality, but has no real business interest in the asset being acquired.
Community or Urban Renewal (Tax Increment Financing)
Though originally created for the limited purpose of financing the redevelopment of blighted
communities, tax increment financing (TIF) has developed into an integral part of the revenue structure
of many local governments. The rapid growth of TIF as an economic development technique of choice to
finance land acquisition, site development, and property rehabilitation/revitalization began in the early
1980s. Tax increment financing can provide an ongoing source of local property tax revenue to finance
economic development projects, and other physical infrastructure projects, without having to raise
property tax rates. Moreover, TIF can leverage future general fund revenues to support the repayment
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of property-tax backed debt, without having to go directly to voters for approval, and without violating
debt limitations.
State and Federal Grants
In the past, a variety of state and federal grant programs have been applied to funding parking and
transit infrastructure in business districts. In the current environment of more limited government
funding, there may no longer be readily identifiable programs suitable for parking facility development,
though transit may be more feasible.
General Fund Contribution
Local jurisdictions may make either one-time capital or ongoing operating contributions to a downtown
parking or transit/shuttle program.
Estimated Costs (STRATEGY 19):
This is very much a process task, requiring research and conversations with City policy- and decision-
makers and legal counsel, and discussion with a range of potentially affected stakeholders. For the
purposes of this Plan discussion, it is assumed that costs would be absorbed internally by the City and
the new Parking Services Division.
STRATEGY 20
Initiate new capacity expansion
Implementation Timeline: June 2019
This strategy would be catalyzed by completion of Strategies 17 – 19 and would complete Phase 2 of the
downtown Strategic Parking Management Plan. By June 2019, the City and DPAC would have evaluated
and researched the most effective option(s) for expanding access capacity in the downtown. This would
be a capacity enhancement that provides the highest benefit to downtown in accommodating growth
and funding through a package of finance options that are cost-effective and publicly supported.
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MULTIMODAL DOWNTOWN PROJECTS
When developing the City’s Transportation System Plan (TSP), Policies #3 - #9 presented policies aimed
at enhancing the downtown environment for multiple transportation modes while also facilitating
economic prosperity. These policies considered wider sidewalks, preferred pedestrian treatments, alley
enhancements, bicycle parking, incentives for truck loading/unloading, and downtown parking
management. The multimodal component categorized projects as pedestrian, bicycle, transit,
intersection and roadway, and railroad. Planned projects specific to the downtown area for each
category are listed below:
Pedestrian Plan
(P17) Beaver Slide – Fill gap in existing sidewalk network from Water Street to Lithia Way.
(P18) A Street – Fill gap in existing sidewalk network from Oak Street to 100’ west of 6th Street.
(P64) Water Street – Fill gap in existing sidewalk network from Van Ness Avenue to B Street.
(P72) C Street – Fill gap in existing sidewalk network from Fourth Street to Fifth Street
Bicycle Plan
(B13) B Street – Fill gap in existing bicycle network from Oak Street to N Mountain Avenue.
(B14) A Street – Upgrade bikeway, slow travel speeds, and encourage commercial activity from
Oak Street to 6th Street.
(B16) Lithia Way – Fill gap in existing bicycle network from Oak Street to Helman Street.
(B17) Main Street – Fill gap in existing bicycle network from Helman Street to Siskiyou
Boulevard.
(B20) Water Street – Fill gap in existing bicycle network from Hersey Street to N Main Street.
(B21) Oak Street – Fill gap in existing bicycle network from Nevada Street to East Main Street.
(B34) 1st Street – Fill gap in existing bicycle network from A Street to East Main Street.
(TR3) New Trail – Expand existing bicycle network to include a multi-use path from the new trail
to Hersey Street.
(TR4) New Trail – Expand existing bicycle network to include a multi-use path from A Street to
the Clear Creek Drive Extension.
Intersection and Roadway Plan
(R5) Lithia Way (OR 99 NB)/E Main Street Intersection Improvements – Improve safety by
improving visibility of signal heads and identifying/implementing treatments to slow vehicles on
northbound approach.
(R11) Lithia Way (OR 99)/Oak Street Intersection Improvements – Install a traffic signal.
(R24) Clear Creek Drive Extension – Construct a new roadway to connect the two existing
segments of Clear Creek Drive providing a continuous east-west roadway between Oak Street
and N Mountain Avenue.
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Railroad Crossings
(X1) 4th Street At-Grade Railroad Crossing – Pursue a new at-grade ped/bike railroad crossing at
4th Street.
In addition to planned projects in the TSP, other projects have been identified that will compliment and
further enhance the downtown area by encouraging multimodal transportation.
Other Downtown Projects
Beaver Slide – Reduce
vehicular traffic on
Beaver Slide and create
multi-use path for
improved pedestrian and
bicycle circulation.
Pioneer/Fork/Hargadine
Intersection
Improvements – Improve
safety and circulation by
implementation of a
mini-roundabout to
enhance intersection
sight distance and
provide a vehicular turn-
around.
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A Street Improvements –
Encourage pedestrian and
bicycle activity with
enhanced sidewalks and
streetscapes in
conjunction with City
sewer utility project.
Consider landscaped
planters, pavers,
improved lighting and
signage as possible
examples of
improvements.
B Street Improvements –
Improve pedestrian and
bicycle safety by
implementing traffic
calming measures and
consistency with signing
and striping at
intersections.
Lithia Way/3rd Street
Intersection
Improvements – Evaluate
intersection
improvements to
enhance safety for all
travel modes. Consider
relocating driveway on
west side of 3rd Street
south of Lithia Way,
removing on-street
parking on Lithia Way
that restricts intersection
sight distance from 3rd
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Street, and making 3rd
Street one-way between
Lithia Way and N Main
Street.
3-Lane to 2-lane Street Conversion – Convert N Main Street from a 3-lane section to a 2-lane
section between Oak Street and Gresham/3rd Street. Additionally, incorporate
loading/unloading zones for truck deliveries, wider sidewalks for pedestrians, and a continuous
bicycle lane through the downtown area (consistent with TSP bicycle project B17) for cyclists.
Vehicular progression and pedestrian safety will be improved by installation of two new traffic
signals at N Main Street/Oak Street and Lithia Way/Oak Street. Removal of a traffic signal at
Helman Street/N Main/Lithia Way and transitioning Lithia Way into a single lane at Helman
Street will reduce pedestrian crossing distances at the intersection and improve traffic flow
transitioning from the downtown couplet to N Main Street as well as fill in gaps to the existing
bicycle network along Lithia Way between Oak Street and Helman Street (consistent with TSP
project B16).
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VII. SUMMARY
The parking management and multi-modal strategies recommended here are intended to provide a
template for action leading to a more efficient and organized parking system for the downtown. The
strategies would be led by a Downtown Parking Coordinator with informed insight and direction from a
representative Downtown Parking Advisory Committee.
The strategies envisioned here will be implemented over a minimum of three years, triggered by the
85% Rule and documented parking demand. Overall, the strategies are designed to “get the right parker
to the right parking spot” in a manner that supports the Guiding Principles established as a part of this
plan.
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APPENDIX
ACTION STRATEGIES IMPLEMENATION SUMMARY
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ACTIONS & IMPLEMENTATION SCHEDULE
Strategy Strategies
Phase 1
Immediate
(0 – 6 months)
Phase 1
(6 – 18
months)
Phase 2
(18 – 36+
months)
Comment
POLICY ACTION STRATEGIES
1
Formalize the Guiding Themes
& Principles as policies for
downtown access within the
parking and transportation
system plan.
Provides decision-making
framework and policy foundation
for decisions/actions. Target by
July 2016.
2
Adopt the 85% Rule as the
optimum occupancy standard
for measuring performance of
the parking supply and
triggering specific management
strategies and rate ranges.
The parking inventory for Ashland
revealed that existing peak period
occupancies within the core are
often parked in excess of 85% for
significant periods of the day.
Having the 85% Rule formalized in
policy will assure that a process for
evaluating and responding to
future parking activity is in place.
3
Establish a Downtown Parking
and Transportation Fund as a
mechanism to direct funds
derived from parking into a
dedicated fund.
As the supply of parking becomes
constrained over time, it will be
important to direct funds into a
specific account intended to
support on-going transportation
and access in the downtown.
4
Centralize Parking
Management. Consolidate the
management and
administration of parking
management within a single
division for Parking Services.
Centralized administration and
management best supports the
concept of an integrated parking
system as all elements of the
parking system (off-street, on-
street, enforcement and oversight
of any third party provider) are
consolidated within a single
division and leadership structure.
5
Develop a job description and
submit a service package to
create and hire a position of
Downtown Parking Coordinator
for the City of Ashland.
Consolidating parking operations
within a single department or
bureau under a Downtown Parking
Coordinator creates administrative
and operational efficiencies and
seamlessly integrates on-street, off-
street, enforcement and long-range
strategic planning. Target by
September 2016.
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Strategy Strategies
Phase 1
Immediate
(0 – 6 months)
Phase 1
(6 – 18
months)
Phase 2
(18 – 36+
months)
Comment
6
Establish a Downtown Parking
Advisory Committee (DPAC)
consisting of downtown
stakeholders to assist in
program implementation and
review.
The stakeholder advisory process
and a Parking Advisory Committee
will: (a) assist the Parking
Coordinator/Coordinator in the
implementation of the parking
management plan; (b) review
parking issues over time; and (c)
advise City Council and other
relevant decision-making bodies on
strategy implementation based on
adopted policy for parking
management and use dynamics
identified for specific parking areas.
PARKING MANAGEMENT ACTION STRATEGIES (PHASE 1)
7
Develop a reasonable schedule
of data collection to better
assess performance of the
downtown parking supply.
A system for routine data collection
will need to be established.
Conversations with the Advisory
Committee indicated that a better
understanding of “off-peak” data
would also be useful, particularly as
Phase 2 issues related to pricing are
considered.
8
Identify off-street shared use
opportunities and feasibilities
based on data findings in
Strategy 7. Establish goals for
transitioning employees, begin
outreach to opportunity sites,
negotiate agreements, and
assign employees to facilities.
The 2015 study of off-street lots
quantified actual hourly use of
these facilities over a twelve hour
period each day. Fifty-one (51) off-
street sites comprising 1,998
parking stalls were surveyed.
Findings from the study revealed
that many sites are significantly
underutilized, with an average total
of approximately 1,000 stalls empty
during the peak hour of the day.
9
Create a critical path timeline to
a new parking brand that can
be utilized at all City-owned lots
and shared supplies and in
parking
marketing/communications.
The intent is to create a brand that
unifies the “public” supply of
parking and is easily
communicated; at specific parking
sites and, ideally, through a system
of wayfinding and guidance
systems located throughout the
downtown and in maps, websites
and other communications and
promotions.
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Strategy Strategies
Phase 1
Immediate
(0 – 6 months)
Phase 1
(6 – 18
months)
Phase 2
(18 – 36+
months)
Comment
10
Simplify on-street time stays.
Consider incorporation of new
brand/logo into on-street
signage per input derived in
Strategy 9.
The 2014 Community Planning
Workshop study outlined a series
of recommendations for
reformatting on-street time stays
throughout the downtown. This
work should serve as a template for
action moving forward.
11
Deploy new off-street signage
package
Implements Strategy 9.
12
Expand bike parking network to
create connections between
parking and the downtown to
encourage employee bike
commute trips and draw
customers to downtown
businesses.
What the downtown may be
lacking is sufficient “trip-end” bike
parking amenities, both on-street,
off-street and in private buildings.
Providing adequate bicycle parking
will expand the capacity of the
overall parking supply downtown.
13
Evaluate and pursue on-street
pricing in high occupancy areas
(85%+).
Data collection would provide
updated information on use for
multiple seasons; it is
recommended that the Parking
Coordinator initiate a process with
the Downtown Parking Advisory
Committee to evaluate a transition
of the downtown on-street parking
system to paid parking.
14
Solicit firms to establish
wayfinding and dynamic
signage systems in the public
right of way, integrated with
the off-street system using City
parking brand developed in
Strategy 9.
These systems are designed and
implemented as a means to inform
and direct customers to available
parking within a brand that
communicates quality, cost
effectiveness and convenience.
15
Deploy wayfinding system as
developed in Strategy 14.
Implements Strategy 14. No later
than November 2017.
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Strategy Strategies
Phase 1
Immediate
(0 – 6 months)
Phase 1
(6 – 18
months)
Phase 2
(18 – 36+
months)
Comment
PARKING MANAGEMENT ACTION STRATEGIES (PHASE 2)
16
Implement on- street pricing
A. Explore residential
and employee permit
programs (on-street)
B. Develop a marketing /
communications and
new system roll out
plan
C. Initiate pricing
Completes the necessary outreach,
data collection and planning for
launching paid parking within the
downtown on-street parking
supply.
17
Explore expanding access
capacity – new parking supply
and/or transit/circulator
options
As Ashland’s downtown grows
employment, residents and visitors;
existing supplies of parking and
alternative mode access will need
to be expanded.
18
Develop cost forecasts for
preferred parking supply and
shuttle/transit system options.
Information derived from Strategy
19 will provide realistic data on
parking and transit/shuttle
enhancements that have
community input and initial
feasibility. Parking will have been
evaluated as to location, size and
format (garage or surface lot).
Transit/shuttles will have been
evaluated as to desired format,
frequency and routing.
19
Explore and develop funding
options
There are a wide range of potential
funding sources and revenue
streams that could be used to
support implementation of an
enhanced parking management
plan in the Ashland downtown as
well as to plan for and support
development of new parking or
transit capacity.
20
Initiate new capacity expansion
This strategy would be catalyzed by
completion of Strategies 19 – 21
and would complete Phase 2 of the
downtown Strategic Parking
Management Plan.
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Transportation Commission
Action Item List
D e c e m b e r 1 5 , 2 0 1 6
Action Items:
1. Hersey/Wimer intersection signal warrant analysis-
a. Kim Parducci of Southern Oregon Transportation Engineering (SOTPE) was authorized to
perform a signal warrant analysis by city staff.
b. Once complete information will be sent to TC and discussed with ODOT
c. Warrant analysis memo discussed at September 22nd meeting
d. Parducci recommends modeling the road diet network with installation of the signal to
determine queuing changes if any for the corridor.
e. Parducci to model system and develop a final recommendation (January)
2. Super Sharrow analysis for downtown
a. Commission motion-Council/Downtown Committee support the urgent implementation
i. Follow up-Council at the August 1, 2016 study session voiced support for the super
sharrow concept and forwarded to the Downtown for review and analysis.
Meeting Minutes:
Mr. Faught explained the Transportation Commission was working on a potential
shuttle program as an alternative mode from a transit standpoint and thought the
Transportation Commission should continue working on the transportation piece.
Council supported the super sharrow project for the interim and wanted the Committee
to review the proposal then disband. The remaining charges for the Committee would
go into the broader context of urban design. Council also wanted the Transportation
Commission to continue researching the trolley or shuttle component and public
transportation in general. Council would look into the urban design study for the
downtown after the election and form a new committee then.
b. Staff in process of developing solicitation document in order to perform engineering review,
recommendations and design of a super sharrow project for the downtown corridor. Scoping
will include super sharrow location and truck parking along with public meetings and
coordination with ODOT.
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c. Kittleson & Associates has been tasked with performing feasibility analysis with respect to
installation of a supersharrow through the downtown corridor. Once the technical
memorandum is complete results will be presented before TC.
3. Transit-internal circulator analysis
a. Budget for Engineering Services (can scope into TSP update as priority item)
b. Develop RFP for Engineering Services
c. Solicit
d. Select consultant
4. Intersection Repair
a. After presentation by citizens on Faith St. Commission would like to have the intersection
repair idea as an action item on a future agenda.
b. Staff to schedule item on the agenda and provide pertinent information in a staff report
5. Main St. Crosswalk truck parking
a. Review and provide for alternate truck parking that does not block crosswalk across Main
St. at the Water St. intersection.
6. Sidewalk clearance and vegetation maintenance
a. Staff proposed a website application where residents could submit vegetation clearance issues
along sidewalks.
b. Geographic Information System staff (G.I.S.) staff to create draft application for review by
the TC.
7. Citizen request for 4-way stop conversion for the N. Mountain and Fair Oaks intersection
a. Traffic Engineer will review appropriate warrants for potential changes in intersection
control.
b. Traffic Engineer also providing analysis for installation of Rectangular Rapid Flashing
Beacons (RRFB’s) as a pedestrian crossing improvement and or other improvements.
8. Citizen request for speed and volume analysis on Cambridge St.
a. Staff to set counters out as time allows.
9. Citizen request for speed and volume analysis on Bellview along with traffic calming for right hand
turn movements onto Bellview from Sisksiyou Blvd.
a. Staff to set counters out as time allows.
b. Staff to discuss corner layout with ODOT
10. Citizen request for intersection analysis of Morton/Euclid/Pennsylvania
a. Traffic Engineer to review intersection for potential improvements.
11. Citizen request for striping improvements in Plaza area
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a. Staff to work with Traffic Engineer on potential striping improvements to prevent wrong
direction vehicle movements from occurring.
12. Nevada Bridge Project
a. Project ranked as high priority in current adopted transportation system plan (TSP)
b. Grant Application-received $1.5 million in surface transportation funding for project
c. Create additional cost estimates for various bridge configuration
i. Standard bridge cross section
ii. Separated vehicular/pedestrian/bicycle cross section
iii. Completely separated vehicular bridge and pedestrian/bicycle bridge cross section
iv. Pedestrian/bicycle and emergency vehicle only cross section
d. Held public meeting at TC to take public input on proposed project
e. Attended informational meeting at private residence with concerned citizens
f. Solicit traffic engineer to perform Traffic Impact Analysis (TIA)
g. Schedule future public meeting at TC to discuss project and take public input
13. Glenview Dr. Shared Roadway
a. Develop preliminary engineering requirements for roadway conversion
b. Develop and schedule public hearing at TC regarding project
14. TSP Update
a. Develop Request for Proposal to solicit consultant services
i. Scope of services to specify focused effort on transit program for the City of
Ashland.
ii. Coordination with Rogue Valley Transportation District (RVTD)
iii. Coordination with outcomes of Climate Energy Action Plan
iv. Develop technical review committee for TSP update
b. Publicly advertise RFP documents
c. Make consultant selection
15. Siskiyou Blvd. and Sherman St. intersection issues
a. Citizen reported potential hazard with length of intersection (Siskyou)
b. Staff forwarded information to Traffic Engineer for review and recommendations
Month Year Item Description Status Date
CompleteOctober 22 TC N. Main Deer Signs ODOT 12/15
June 25 TC 88 N. Main Loading Zone TR15-02
December 19 TC Orange Ave. Bike Boulevard TR13-14 11/14
October 24 TC Faith Ave. Sharrows/Signs TR14-2 11/14
August 26 TC N. Mountain Ave Improvements TR13-12
May 23 TC Bike Path Signage Approved TR13-08
May 23 TC Plaza Parking Prohibition Approved TR13-09 6/13
February 28 TC Main St. Parking Restriction Approved TR13-07 4/13
February 28 TC Fair Oaks No Parking Restriction Approved TR13-03 4/13
February 28 TC East Main Crosswalk Signage Approved TR 13-04 4/13
October 12 TC B St. and Eighth St. sight distance Approved, TR 2012-04
October 12 TC B St. and Second crosswalk sight
distance Approved, TR 2012-05
September 12 TC B St. and Second sight distance analysis Staff report complete
September 12 TC Lithia/First Intesection Analysis Traffic Engineer under contract to perform services
August 12 TC Centerline marking on Takelma Way Approved, TR 2012-03 9/12
March 12 Sharrow markings on Maple St.approved, TR 2012-01 10/12
March 12 Centerline marking on Crispin St.approved, TR 2012-02 10/12
March 12 Loading zone on Lithia Way not approvedNovember 11 TC Parking prohibitions on Highwood Dr.approved, TR 2011-09 2/26/12
October 11 TC Crosswalk on A Street approved TR 2011-08 12/1/11
August 11 TC Parking prohibitions on Almond approved TR 2011-07
August 11 TC Stop sign at 4th and A Streets not approved
Jul 11 TC Parking Prohibitions on E. Nevada approved;TR 2011-04 3/6/12
Jul 11 TC Stop Sign at Starflower approved yield; TR 2011-05 11/17/11
Jul 11 TC A' Shared Road approved; TR 2011-06 10/28/11
June 11 TC N. Main Road Diet TC recommend implementation asap, approved 8/2/11
June 11 TC Parking prohibition on Central TR 2011-03, install painted centerline, only
May 11 TC Stop sign on Homes Stop sign not approved, other improvements implemented.
May 11 TC Stop sign on Pinecrest not approved
May 11 TC Left turn signal at Wightman recommended review by traffic engineer
May 11 TC Memorial Sign Request recommended development of a policy, approved by
Legal/Planning. Approved by Council 1/27/12
Apr 11 TC N. Main Road Diet Pilot Approved by Council 8/2/11
Feb 11 TC Parking Prohibitions Meadowbrook TR 2011-02 order sent to Street Div.
Feb 11 TC Parking Prohibitions on Liberty St TR 2011-01 order sent to Street Div.
Feb 11 TC Bike Corral on Third Street Completed & installed
Dec 10 TC Petition for ped. rail crossing referred to TSP process
Dec 10 TC Siskiyou Blvd x-walk at Frances no action required 12/16/10
Nov 10 TC S Mountain Mid Block Crosswalk Approved to be installed in cooperation with SOU
Nov 10 TC E Main @ RR Crosswalk Review Commission asked stop sign replaced
Oct 10 TC A St Sharrow Designation Commission asked for Kittleson review
Oct 10 TSC Safety Sleeve for Bollard @ RR Park replaced
Oct 10 TSC Storm Drain on Bike Path @ N Mtn staff is researching
Oct 10 TSC Additional Vehicle Parking Downtown Contacted ODOT
Oct 10 TSC Crosswalk at Lithia and E Main TR 2010-06, order sent to Street Division
Oct 10 TSC Stop Sign at Helman & Nevada not approved
Oct 10 TSC Stop Sign on 'B' @ Third not approved
Oct 10 TSC Crosswalk on Siskiyou @ Morton not approved
Aug 10 TSC Grandview/Sunnyview/Orchard/ Wrights vegetation clearance referred to street dept for
Aug 10 TSC 15 Minute Parking on A Street TR 2010-05, order sent to Street Division
Aug 10 TSC First St Parking Prohibition Change TR 2010-04, order sent to Street Division
Aug 10 TSC Granite St Parking Prohibition Change not approved, Swales will resubmit request
Aug 10 TSC Hargadine St Parking Prohibition
Change review as part of TSP update
Aug 10 TC
Jul 10 TSC
Bridge Street Parking Prohibition
Change Memo received from Fire Dept recommending against change
Aug 10 TC Truck Route Ordinance Review Staff researching, Nov 2010 agenda itemJun 10 TC 2 Year Project List Goal Setting 3 goals selected
Jul 10 TC Audible Crosswalk Signals for Downtown Vieville working w/staff to develop priority list for $27K budget
Jul 10 TC Shared Road Policy review as part of TSP update
Mar 10 TSC Yield Sign at Terrace @ Holly TR 2010-02
Mar 10 TSC Ashland St @ YMCA Crosswalk not approved by ODOT
Mar 10 TSC Oak St Crosswalk at A St included in Misc Concrete Project; bids due 11/17/10
Jul 09 TC Additional Downtown Bike Parking Implementation list complete, will be installed as budget
permits
Nov 09 TC & TSCCrosswalk for East Main @ Campus
Way Staff applying for funding through grant application
Nov 09 TC & TSCGrandview Shared Road Improvements TR 2010-03, other improvements likely in future
Aug 09 TC Oak Street Sharrows TR 2010-01
Jul 09 TC Will Dodge Way Improvements Complete 9/2010
Apr 09 TC Siskiyou Bv Pedestrian Improvements complete
Aug 09 TSC Union/Allison and Fairview Intersection not approved
Nov 09 TSC Yield Sign at Palmer Rd not approved
Nov 09 TSC Stop Sign at Indiana St not approved
Dec 09 TSC Terrace St Traffic Calming not approved
Dec 09 TSC Ashland Village Traffic Calming not approved
Transportation Commission
Action Summary
as of June
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MOTOR VEHICLE CRASH SUMMARY
MONTH: OCTOBER 2016 NO. OF ACCIDENTS: 21
DATE TIME DAY LOCATION
NO.
VEH
PED
INV.
BIKE
INV.INJ. DUII CITED PROP
DAM.
HIT/
RUN
CITY
VEH.CAUSE - DRIVER ERROR
4 10:08 Tues N Main St near Maple St 2 NNNNN Y NN
DV1 stopped behind other vehicles at red light.
V2, a front loader full of sand, attempted to
stop but back tires slid on the wet pavement
causing v2 to rearend v1.
7 09:59 Fri Siskiyou Blvd at Beach St 2 N N P N N Y N N
V1 stopped behind V2 at a stoplight. When the
light turned green, Dv2 began to make a right
turn. Dv1 accelerated straight forward,
rearending V2. Poss. minor injury, no citation.
7 13:50 Fri Pinecrest Terrace 2 N N N N N Y N Y
DV1, backing out of driveway, backed into a
parked City of Ashland vehicle damaging the
left front quarter panel. Report taken.
11 08:04 Tues Ashland St at Clay St 1 N N N N N Y N N
Dv1 veered into the median and struck a street
tree. No injuries. Driver referred to the Driver
Safety Unit.
13 01:08 Weds 1380 Siskiyou 2 N N N N Y Y Y N
Cited for Hit and Run and Reckless driving. No
further details.
13 12:14 Thurs Lithia Way near Second St 2 N N N N N Y N N
V2 stopped at a red light at intersection. Dv1
rearended v2, admitted fault due to brake
failure. Info exchanged.
14 12:19 Fri N Pioneer near A St 2 N N N N N Y N N
DV1 struck a parked car. DV1 left scene, but
then returned. Information was exchanged,
DV1 was given a warning.
14 18:07 Fri Ashland St at E Main St 1 N N N N Y Y N N
DV ran off the road and struck a guardrail.
Driver reported falling asleep at the wheel, but
was uninjured. Cited: Driving uninsured,
careless driving, driving while suspended
15 13:49 Sat Ashland St at Exit 14 2 N N N N N Y N N
Dv1 travelling westbound decided to back up in
the travel lane to pull into gas station. Dv2
eastbound passed v1 then made a uturn. Dv2
ran into back of v1.
16 13:40 Sun Lithia Way near Oak St 2 Y N N N N Y N N
Dv1 stopped for a ped (not in a crosswalk) and
Dv2 rearended v1. Dv2 warned for following
too closely.
17 17:40 Mon Parking lot at 51 Water St 1 N N N U N Y Y N
Hit and run fixed object (City of Ashland street
light pole), no leads
DATE TIME DAY LOCATION
NO.
VEH
PED
INV.
BIKE
INV.INJ. DUII CITED PROP
DAM.
HIT/
RUN
CITY
VEH.CAUSE - DRIVER ERROR
19 15:20 Weds Siskiyou Blvd at Sherman 2 N Y N N N Y Y N
DV1 began to execute a right turn at an
intersection but paused to wait for a bicyclist
passing in the bike lane. V1 rearended by DV2.
Dv2 left scene. Registered owner out of state.
Case closed
19 20:33 Weds N Main St at Laurel St 2 N N N N N Y N N
V1 was stopped at red light. Dv2 rearended V1.
No citations.
20 15:55 Thurs Ashland St at Exit 14 2 N N P N N Y N N
Dv1 stopped mid intersection in traffic and was
rearended by Dv2. Possible minor injuries, no
citation.
21 13:25 Fri
S Second St near E Main
St 1NNYNN Y NN
DV struck a parked car, and then proceeded
on the sidewalk until striking a parking zone
sign. Driver transported. No citation
22 16:27 Sat Almeda St at Perozzi 2 N N N N N Y N N
DV1 pulling into parking space contacted
parked v2 causing minor damage. Info
exchanged
25 20:12 Tues Siskiyou Blvd at Union St 1 N Y N N N N N N
DV1 pulled out to turn right at an intersection
and was in the bike lane when the bicyclist
impacted the side of the vehicle. Non injury, no
citation. Report only.
27 11:15 Thurs Gresham St at Hargadine 2 N N N N N Y N N
Dv2 pulled out from stop making a left turn and
collided with V2 which had just made a right
turn onto street. No one at fault due to the short
sight distance between Hargadine and E Main
St. Info exchanged.
28 12:15 Fri Ashland St at Stadium St 1 N N N N Y Y N N
Dv1 ran into and knocked over a City solar
crosswalk sign and hit a tree in the median. DV
distracted by container of mashed potatoes
that slid off the dash. Cited for operating
outside of prov license restriction
29 14:22 Sat
Ashland St west of Tolman
Creek Rd 2NNNNN Y NN
Dv1 was turning left onto street from driveway.
Dv2 changing lanes from lane 1 to lane 2. V1
and V2 collided. Info exchanged.
31 10:46 Mon N Main St near Hersey St 3 Y N P N Y Y N N
Dv1 stopped in travel lane waiting for a ped to
clear sidewalk before making a right turn into a
parking lot. V2 rearended v1, v3 rearended v2;
Unclear order this occurred. Dv3 cited following
too close, Dv2 cited for following too close,
dws, uninsured.
MOTOR VEHICLE CRASH SUMMARY
MONTH: NOVEMBER, 2016 NO. OF ACCIDENTS: 16
DATE TIME DAY LOCATION
NO.
VEH
PED
INV.
BIKE
INV.INJ. DUII CITED PROP
DAM.
HIT/
RUN
CITY
VEH.CAUSE - DRIVER ERROR
2 07:25 Wed S Mountain Av at Iowa St 1 Y N Y N N N N N
Dv pulled out from stop sign and struck ped
who was crossing the street. Ped was
transported to hospital with injury. Info
exchanged between parties.
5 13:16 Sat Siskiyou @ Indiana 2 N N N N Y Y N N
Dv1 was making a left turn with a green light.
Dv2 was distracted, ran a red light and
crashed into v1. Dv2 cited for failure to obey a
traffic control device.
5 18:30 Sat N Main St @ Glenn 2 N N N Y Y Y N N
V1 struck v2 in a parking lot. DV1 arrested
DUII. No narrative provided.
7 09:30 Mon Indiana St near Madrone St 2 N N N N N Y N N
Dv2 was inching out of a parking spot. Dv1
was travelling north in the travel lane. V2 and
v1 contacted. Report taken, info exchanged.
8 11:08 Tue Faith Av at Clay St 2 N N N U N Y Y N
Dv1 rearended v2 at a stop sign, jumped out
of the vehicle and fled. Report taken, warrant
requested re: charges Hit and Run, Reckless
driving, reckless endangering, dws.
8 12:03 Tue
Terrace St near Ashland
Loop 2NNNNN Y NN
Dv2, a garbage collector, was just pulling out
from a stop as v1 began to pass on the left
side. Dv1 sideswiped v2. Info exchanged
9 08:30 Wed Siskiyou @ University Way 2 Y N N N Y Y N N
ped in crosswalk; Dv2 reports being stopped
waiting for peds to cross when rearended by
v1. Dv1 reports dv2 changed lanes in front
and struck left front of v1. Dv1 cited for DWS,
info exchanged.
DATE TIME DAY LOCATION
NO.
VEH
PED
INV.
BIKE
INV.INJ. DUII CITED PROP
DAM.
HIT/
RUN
CITY
VEH.CAUSE - DRIVER ERROR
9 15:34 Wed
Glenview Dr near Ashland
Loop Rd 1NNNNY Y NN
Dv1 lost control around curve and ran off the
road. Possible minor injuries to 2 passengers.
Dv1 cited for careless driving, and operating a
vehicle outside of license restrictions (new
licensee to have no passengers for 6 mo)
10 19:02 Fri E Hersey at Oak St 2 N N N N N Y N N
Dv1 westbound on Hersey within intersection
was struck by dv2 southbound on Oak St. Dv2
did not wait for vehicle to clear intersection
before moving forward. Info exchanged.
11 UNK Fri Normal Av near Fremont St 2 N N U U N Y Y N
V1 was struck while parked on the side of the
street by an unknown vehicle. No leads.
12 17:22 Sat N Main St at Bush St 2 N N P N N Y N N
Dv2 stopped in travel lane, waiting to make a
left turn. Dv1 rearended v2. Dv1 admitted
fault. Information exchanged.
15 09:43 Tue E Main St near Third St 2 N N N N N N N N
unclear location. No narrative. Sideswipe
accident. Report only, minor damage.
17 13:30 Thur S Mountain Av near Iowa 1 Y N Y U U N Y N
ped in crosswalk; Driver of vehicle bumped
into ped who was crossing in the crosswalk,
and driver left the scene. No leads. Ped
sustained minor injury.
17 20:20 Thur Siskiyou near Walker Av 1 N NNNN Y NN
unclear location; Dv1 turning left into parking
lot misjudged distance and drove into ditch
causing damage to vehicle. Report only.
29 08:03 Tue N Mountain Av at B St 2 N N N N Y Y N Y
Dv1was stopped waiting to cross street, v2
approached stop bar and stopped. V1 began
to cross intersection. Dv2 did not see v1 and
proceeded into intersection striking v1. Dv1
cited for failure to obey tcd.
30 15:15 Wed Plaza near Winburn Way 2 N N Y U N N Y N
Dv1 paused, waiting for a vehicle to back out
of a parking spot, then slowly reversed to
make room. V2 rearended V1, and drove off.
D1 injured. No leads
Marion County Sheriff’s Office Launches
Program to Combat Distracted Driving
Marion County Sheriff’s Office recently began
an 8-week education and enforcement effort
focused on
combating
distracted
driving.
Beginning
October 10th,
deputies
began hosting
educational
booths at schools,
markets, and
football games,
using virtual
reality goggles
to demonstrate
distracted driving dangers.
This outreach has helped provide opportunities
for conversation between drivers and deputies
about the potentially fatal consequences of
talking or texting while driving.
Campaign efforts also include targeted patrols,
social media posts, and a display trailer parked
throughout the
County.
The campaign will
conclude with a
parent-accompanied
teen driver class,
featuring a distracted
driving obstacle
course. Marion
County Sheriff’s
Office is still taking
applications for that
program; to sign up
click here and search
“distracted driving.”
The program was recently featured in an article
in the Statesman Journal. You can read more
details in the article, here.
deer to cross the road
• Pay attention to deer crossing signs
• Always buckle up, every trip, every time
• Use your high beams to see farther, except
when there is oncoming traffic
• Brake if you can, but avoid swerving, which
could result in a more severe crash
• Remain focused on the road, scanning for
hazards, including animals
• Avoid distractions, like devices or eating,
which might cause you to miss seeing an
animal
• Do not rely on products such as deer
whistles, which are not proven effective
• If riding a motorcycle, always wear protective
gear and keep focus on the road ahead
M aking I mpactan
November 2016 - Volume 4, Issue 2
Making an Impact..........................................OregonImpact.org........................................................ 1
Peak Season for Wildlife Crossing
From the State Farm Newsroom
Did you know that the likelihood of colliding
with a large animal more than doubles
in autumn, during deer mating season?
Whether one hits a large animal or it
jumps into the side of a vehicle,
such collisions can cause significant
injuries and property damage. No
matter where you live, it’s important to keep
your eyes up and focus on the road, helping
you take action in the event a large animal is
suddenly in your path. Some tips to help keep
drivers safe include:
• Slow down, particularly at dusk and dawn
• If you see one deer, be prepared for more
Marion County Sheriff’s Office Distracted Driving Campaign Display Trailer
Making an Impact..........................................OregonImpact.org........................................................ 2
Janelle Lawrence
Executive Director
Contact Us
Funded through
a grant from
ODOT Transportation
Safety Division
Subscribe Donate
Rock Those Reflectors!
From Trimet.org
This season, bright is in. Be
seen wearing light-colored and
fluorescent clothing, and step up
your look by adding reflective
materials and personal
lights.
There are lots of ways to
add shine:
Get reflective: Go for
outerwear and accessories
that feature reflective
material—you’ll find coats,
jackets, scarves, caps, gloves,
hats, umbrellas and more.
Layer with a reflective vest:
It’s easy to throw a lightweight,
reflective vest or sash over your
coat. Check out the selection at
outdoor, sports and bike stores.
Slap a reflective band on your
arm, leg or ankle:
Using reflective bands is an easy
way to add reflection to your body
(and keep your pants out of your
bike chain). These can be seen from
all angles, meaning they’re more
likely to attract drivers’ attention.
Some bands even include lights!
Add flair with personal reflectors
and lights:
Add flexible reflectors with Velcro
to purses, helmets, laptop cases,
shoes, zipper pulls and backpacks.
Lights come in all sizes—some are
specific to bikes and wheelchairs, and
smaller ones attach easily to strollers,
backpacks and purses.
Bike safely:
Don’t be afraid to dress up your bike,
too, to make it easier for others to see
you.
Have the right bike lights:
By law you must have a light in front
and a red reflector in the back, before
Thanksgiving Weekend
Campaign Materials
Thanksgiving weekend,
millions will hit our
nation’s roads, eager to
spend time with family
and friends. It’s one
of the busiest travel
times of the year, and
unfortunately more
people on the roadways
means the potential for
more vehicle crashes.
During the
Thanksgiving holiday weekend
in 2014 (6 p.m. on Wednesday,
November 26, to 5:59 a.m. on
Monday, December 1), 341
passenger vehicle occupants were
killed in traffic crashes across the
nation. Tragically, 50% of
those killed were not buckled
up at the time of their fatal
crash.
Use the social norming
marketing tools at
TrafficSafetyMarketing.gov,
which can be distributed
to fit your local needs and
objectives. These materials
can help partner your
office with other States,
communities, and organizations
on this seat belt safety initiative.
sunrise and after sunset. But don’t
stop there—add more than what’s
required.
Invest in proper gear:
Bright outerwear such as vests and
jackets come in neon, fluorescent
and reflective colors and patterns,
so you can choose a set to match
your style.
Get creative:
Put reflective stickers or tape on
handlebars, spokes, helmets and
backpacks. Light yourself up!
Oregonian Nightlife GIF
Help get the word out that
Oregonians need to look out
for each other during dark days
and nights. Download ODOT -
TSD’s fun, animated “Oregonian
Nightlife” gif file for posting on
your website, Facebook, and more!
Making an Impact..........................................OregonImpact.org........................................................ 3
Topic Date Time Registration
TREC Webinar: Topic TBA 11/15 10 am Register
TREC Workshop: Transit-Oriented Topic TBA 11/18 12 pm More Info
TREC Workshop: Improving Activity-Based Travel Demand 12/2 12 pm More Info
Models for Local Applications, Title TBA
Transportation Safety Workshops
TREC Events UP Highway Safety Workshops OSU Kiewit Center
TREC Workshops are
typically held at PSU.
OSU Workshop: Traffic Engineering Fundamentals 11/29-12/1 All Day More Info
Winter Driving Tips
Stay safe on the roads this winter
with NHTSA’s Winter Driving Tips.
Click here to view the interactive
infographic.
Stay Vigilant While Driving
➢ Keep your gas tank close to full,
even with a hybrid-electric vehicle.
If you get stuck in a traffic jam or
in snow, you might need more fuel
than you anticipated to get home
or to keep warm.
➢ If road conditions are
hazardous, avoid driving if
possible. Wait until road and
weather conditions improve
before venturing out in your
vehicle.
Driving in Winter Conditions
➢ Drive slowly. It’s harder to
control or stop your vehicle on
a slick or snow-covered surface.
On the road, increase your
following distance enough so that
you’ll have plenty of time to stop
for vehicles ahead of you.
➢ A word of caution about braking:
Know what kind of brakes your
vehicle has and how to use them
properly. In general, if you have
antilock brakes, apply firm,
continuous pressure. If you don’t
have antilock brakes, pump the
brakes gently.
➢ If you find yourself in a skid, stay
calm and ease your foot off the
gas while carefully steering in the
direction you want the front of your
vehicle to go. This steering maneuver
may require additional counter-
steering before you can regain full
control of the vehicle. Continue to
stay off the pedals (gas and brake)
until you are able to regain control of
your vehicle.
What To Do in a Winter Emergency
If you are stopped or stalled in wintry
weather, follow these safety rules:
➢ Stay with your car and don’t
overexert yourself.
➢ Put bright markers on the antenna
or windows and keep the interior
dome light turned on.
➢ To avoid asphyxiation from
carbon monoxide poisoning, don’t
run your car for long periods of
time with the windows up or in
an enclosed space. If you must
run your vehicle, clear the exhaust
pipe of any snow and run it only
sporadically — just long enough to
stay warm.
Navigating Around Snow Plows
➢ Don’t crowd a snow plow or
travel beside it. Snow plows
travel slowly, make wide turns,
stop often, overlap lanes, and
exit the road frequently.
➢ The road behind an active
snow plow is safer to drive on. If
you find yourself behind a snow
plow, stay behind it or use
caution when passing.
➢ When you are driving behind
a snow plow, don’t follow or
stop too closely. A snow plow
operator’s field-of-vision is
limited; if you can’t see the
mirrors, the driver can’t see you.
Also, materials used to de-ice
the road could hit your vehicle.
➢ Snow plows can throw up a
cloud of snow that can reduce
your visibility to zero in less time
than you can react. Never drive
into a snow cloud – it can conceal
vehicles or hazards.
Get more Winter Driving Tips here.
UP Workshop: Improving Safety Features of Roadways - Bend 11/14 All Day More Info
UP Workshop: Improving Safety Features of Roadways - Gold Beach 11/28 All Day More Info
Keep Your Child Warm and
Safe While Driving
During cold weather it seems like
common sense to bundle up before
getting into the car. However,
safety belts and child restraints
provide the best protection when
they contact the strongest parts of
the body. Thick coats and bulky
blankets may make this impossible.
Car Seats: Avoid placing
thick winter coats or
blankets on a child
before strapping
them into their
child safety seat
with harness straps.
During a crash the
coat or blanket can
compress causing the
harness straps to be too loose. They
also make it difficult to place the
harness straps on the shoulders and
over the hips and the retainer clip
level with the arm pits.
Option 1: Strap child in car seat
in lighter coat, then add blanket or
coat over the child once they are
secure. // Option 2: Zip around the
straps by placing jacket on child.
Open front of jacket and pull it out
of the way on both sides; buckle
straps and chest clip. Once harness
is tight, zip or snap jacket closed
over harness straps.
Booster Seats: While seated in the
booster seat, the safety belt needs
Making an Impact..........................................OregonImpact.org........................................................ 4
to be snug across the child’s hips
and collarbone to provide the best
protection. Thick winter coats can
interfere with correct fit and allow
the safety belt to be too loose or
not contact the strongest parts of
the body. Loose fit can result in
injury or ejection.
Solution: Buckle the child into
their booster seat then add their
jacket by inserting their arms
into the sleeves and wearing it
backwards. Or cover them
with a blanket, poncho or
‘wearable blanket’ (a
blanket with sleeves).
Drivers and Older
Passengers: Safety belts
need to be snug across
the hips and collarbone to
provide the best protection. Heavy
coats can interfere with correct fit
and allow the safety belt to be too
loose or not contact the strongest
parts of the body. Loose fit can
result in injury or ejection.
Solution: Wear a lighter coat in the
vehicle and put the heavier one on
when leaving the vehicle.
Warming up the car before a trip
can help. Passengers can wear
coats but be sure that the child is
secured in the harness system, or
safety belt before you add heavy
coats or blankets. A little creativity
can help protect drivers and
passengers in winter driving.
Date City Location Address Time
11/16 Redmond Redmond Fire 341 NW Dogwood Ave 2 pm - 4 pm
11/19 Vancouver* Peace Health* 92nd Ave Entrance 8:45 am - 2 pm*
11/19 Beaverton Park Place Center 4915 SW Griffith Dr 9 am - 12 pm
11/19 Bethany Doernbecher Ped Clinic 15220 NW Laidlaw 9 am - 11:30 am
12/1 Redmond Redmond Fire 341 NW Dogwood Ave 11 am - 2 pm
12/3 Vancouver Legacy Salmon Creek 2211 NE 139th St 9 am - 12 pm
12/3 Lake Oswego Lake Oswego Fire 300 B St 10 am - 1:30 pm
12/3 Milwaukie AMR 9800 SE McBrod 10 am - 1 pm
12/3 Portland Providence St. Vincent 9205 SW Barnes Rd 10 am - 12:30 am
12/8 Ontario Ontario Fire 444 SW 4th St 4 pm - 6 pm
www.Child Safety Seat Resource Center.org
Car Seat Check-Up Events and Fitting Stations
*Peace Health Event: Registration required by 8:45 am for 9-10 am class. First come, first served. Must attend class to participate in the clinic, which is held from 10 am - 2 pm.
New Online Resource: The
Ultimate Car Seat Guide
With car crashes on the rise in the
U.S., it is more important than ever
to make sure children are buckled
up. While most families put kids in
car seats, 6 out of 10 are installed
incorrectly.
To help families protect kids on the
move, Safe Kids Worldwide has a
new resource: The Ultimate Car
Seat Guide. The Guide offers easy to
understand tips on how to choose and
use a car seat. Parents and caregivers
can now get helpful tips for free, right
on their phone, tablet or computer.
Take a look for yourself, and share it
with expecting parents and those with
young children at home. Together we
can help protect kids on the move.
Feel free to share! You can go here to
download the widget to share on your
website, email newsletter or blog.
Update to Transportation
Safety Action Plan Completed
The updated Transportation Safety
Action Plan was formally adopted
on October 15th. You can find the
adopted plan at http://www.oregon.
gov/ODOT/TD/TP/Pages/tsap.aspx
1
Kyndra Irigoyen
From:Sue Newberry <sue.j.newberry@gmail.com>
Sent:Tuesday, December 06, 2016 3:33 PM
To:Marty Breon; Joe Graf; Kyndra Irigoyen
Subject:Re: On-site meeting regarding proposed automobile bridge over Bear Creek at Nevada
Follow Up Flag:Follow up
Flag Status:Flagged
Marty:
You certainly would be impacted by a bridge, and I understand your concern. Many other residents have written
articulate letters expressing their concerns and many have testified during the Transportation Commission
meetings. One benefit of public expression regarding issues is that everyone present listens to a variety of input,
ideas, and opinions. Letters are distributed to all commissioners and included in minutes. Those who are not in
attendance can read the minutes. I dislike the formality of the current system and find it constraining for both
the public and commissioners, but it does assure that we all hear the same thing and that a permanent record is
kept.
The list of questions I made during public testimony at the April 28 meeting were prompted by public
testimony. I have not lived here long enough to understand the street network, so testimony was very
illuminating. For example, those concerned about additional traffic on their streets had a good point. It made me
wonder if a traffic model had been run. This is a tool that engineers use to to forecast the amount of traffic that
will occur on each street given a specific change, and would usually be prepared during the planning phase.
Testimony also made me question how well W. Nevada Street would function as a downtown bypass, since it
basically ends in a subdivision. I wondered if there had been a plan to connect it to N. Main at one time. Other
commissioners also had questions. I expect those questions will be addressed at the January meeting.
Let's continue to meet at the Commission so all interested parties can hear the same thing. I really look forward
to seeing the new options and hearing answers to questions that were asked in April. I also look forward to
hearing the reactions of you and others once the new options are presented.
I'm not aware of the rumor you mentioned, but I am committed to the Transportation Commission. I have much
to learn about this wonderful community, but I believe I can make a significant contribution in the
transportation arena.
Sincerely,
Sue Newberry
Transportation Commission
On Mon, Dec 5, 2016 at 10:41 AM, Marty Breon <marty@breon.org> wrote:
Good morning Ms. Newberry,
We are neighbors of the proposed bridge over Bear Creek at Nevada. We have been waiting for the subject to return to the
Transportation Commission. Mike Faught recently informed me that it will be on your agenda in January. We hope to see
proposals for a bike and emergency vehicle bridge that "won’t overwhelm the site." While I realize that's subjective, room for
interpretation is appropriate.
2
I was intrigued by your mention of twelve questions on your list that arose as a result of the comments made at the TC meeting
in April 2016. I would appreciate it very much if you could meet us at our home on Bear Creek and talk about some of those
questions. And of course to see some of the reasons we are oppose building an automobile bridge over Bear Creek. Granted
summertime, when weather is beautiful and communing with the creek is a natural, winter is what we are stuck with.
Is it possible for you to make a “site visit?” Our driveway is the last one on Nevada making our house and the one next door,
the nearest neighbors to the proposed project and the most impacted. We will be available January 7 and 8 and again 19 –
24. Please let me know if any of these dates work for you. If you prefer to meet elsewhere, that’s fine. But on-site will be
more informative.
I have heard rumors that you are being considered to replace Pam Marsh on the City Council. I have no idea if the rumors
are based on more than idle speculation. I am hoping for more women “in charge.” In Ashland, there are now shamelessly
few! If there is truth to the rumor, congratulations! If you join the Council, please make time to visit us. All of the City
Council members have been down to see for themselves, and eventually it will be up to the Council to decide.
Best,
Marty Breon
295 East Nevada Street
Ashland, OR 97520
541 512-5844
1
Kyndra Irigoyen
From:Mike Faught
Sent:Tuesday, November 22, 2016 3:36 PM
To:Marty Breon
Cc:John Karns; Dave Kanner
Subject:RE: Updates on Proposed Bridge over Bear Creek at East Nevada
Follow Up Flag:Follow up
Flag Status:Flagged
Hi Marty… Thanks for your continued interest in the East Nevada Street project. I will answer each of your questions
below in red, however I thought I might describe the process we will be following for the project as they impact some of
your questions. The next step in the process is to update the Transportation Commission (TC) which will include the
emergency vehicle and ped/bike bridge only option. To that end, we plan on recommending that the Chair of the TC
add the East Nevada Street project update to the commissions agenda for January 26, 2016. Once we provide the TC
with the update, they will make a recommendation to the City Council (please note that the TC may want to have
additional meetings in order to make their final recommendation).
The outcome of this process really needs to be completed before any future decisions or recommendations are made
regarding potentially removing the project from the TSP…
Bcc: City Council, Transportation Commission
From: Marty Breon [mailto:marty@breon.org]
Sent: Monday, November 21, 2016 12:53 PM
To: Mike Faught
Cc: Greg Lemhouse; Pam Marsh; Carol Voisin; Michael Morris (Council); Rich Rosenthal; Stefani Seffinger; John
Stromberg; Joseph Graf; dyoung@jeffnet.org
Subject: Updates on Proposed Bridge over Bear Creek at East Nevada
Good morning, Mike -
It’s been some time since we communicated. We naturally remain interested in how the information about the
proposed project is being gathered and presented to the powers that be.
Recently I noted that a project was added to the agenda for the City Council because it had recieved sufficient
public scrutiny in the past. (It was on the TSP and Capitol Improvements list.) Clearly we can not let the City
Council assume that the proposed bridge has had sufficient public scrutiny. We have so far shielded the City
Council from our opposition, honoring the commission structure Ashland has adopted. Some neighbors
opposed to the automobile bridge have lost confidence in the Transportation Commission. They have been
unresponsive. Many favor moving the issue directly to the City Council. I have been watching for this to show
up on the TC agenda, but, surprisingly, it has been absent. So, I too am questioning the wisdom of pressing our
case before the Transportation Commission.
I have the following questions which I expect you or staff to respond to:
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• When do you plan to put the proposed bridge on the agenda for the Transportation Commission? At this point
staff will recommend that the chair of the TC add the East Nevada Street Bridge project update to the
commission’s January 26, 2016 agenda.
• Have proposals for the two new bridge designs (bike plus emergency vehicles) been presented to the
Transportation Commission as requested last April? Not yet, that will be part the TC East Nevada Street project
update.
• Have you informed the City Council of the serious opposition Public Works has encountered to the proposal?
We will take the TC recommendation, including support and opposition, to the City Council once the TC has
completed their review.
• Have you completed your assessment of opposition (and/or support) to the proposed project? No.
• Have you informed the Commissioners and the City Council of the funds swap and how that materially
changes the scope of the proposed project? I’m not sure what you mean here. If you’re referring to a proposed
project that alters the current approval, (for example an emergency vehicle and bike/ped facility only) then we
have not informed the council yet as we need to wait and see what the TC recommends.
• When does the contract expire for Al Densmore, the lobbyist who is searching for additional funding for the
proposed project? December 31, 2016
• What process do you recommend for getting the proposed automobile bridge removed from new TSP revision
and what is the timeline for this? This appears to us to have been postponed. If approved in the next budget
cycle, the TSP update will begin sometime after July, 2017.
Thank you in advance for addressing my questions.
Marty Breon