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HomeMy WebLinkAbout2025-07-22 Work Session CITY COUNCIL WORK SESSION City Council Chambers, 33 E. Broadway Avenue Meridian, Idaho Tuesday, July 22, 2025 at 4:30 PM Minutes ROLL CALL ATTENDANCE PRESENT Councilman Doug Taylor Councilman John Overton Councilwoman Anne Little Roberts Councilman Brian Whitlock - via Remote Councilman Luke Cavener Mayor Robert E. Simison ABSENT Councilwoman Liz Strader ADOPTION OF AGENDA Adopted CONSENT AGENDA \[Action Item\] Approved Motion to approve by Councilman Cavener, Seconded by Councilman Overton. Voting Yea: Councilman Taylor, Councilman Overton, Councilwoman Little Roberts, Councilman Whitlock, Councilman Cavener 1. Alpine Surgical Arts Water Main Easement (ESMT-2025-0080) 2. Apex Northwest Subdivision No. 6 Water Main Easement (ESMT-2025-0081) 3. Buildings T101 & T102 Sanitary Sewer and Water Main Easement (ESMT-2025- 0083) 4. Buildings T101 & T102 Water Main Easement No. 1 (ESMT-2025-0084) 5. Final Plat for Centerville Subdivision No. 3 (FP-2025-0008), by Kent Brown, Kent Brown Planning Services, located at 5200 W. Hillsdale Ave. 6. Final Plat for Horse Meadows #3 (Aka Pivot Pointe) (FP-2025-0012), by KB Homes, generally located south of W. Pine Ave., and east of N. Black Cat Rd. 7. Findings of Fact, Conclusions of Law for PAW Subdivision (H-2024-0073) by Kent Brown, Kent Brown Planning Services, located at 1680 W. Ustick Rd. 8. Findings of Fact, Conclusions of Law for Springday Subdivision (H-2024-0069) by Engineering Solutions, LLP., located at North side of W. Ustick Rd., 1/4 mile West of N. Black Cat Rd. 9. Findings of Fact, Conclusions of Law for Virgin Mary & St. Mark Coptic Orthodox Church (H-2025-0015) by Virgin Mary & St. Mark COC, located at 4383 N. Locust Grove. Rd. 10. Order for Baratza Subdivision No. 1, by The Land Group, located at the southeast corner of N. Black Cat Rd. and W. McMillan Rd. 11. Resolution No. 25-2527: A Resolution Approving Adoption of the Community Development Block Grant Program Year 2025 Action Plan and Submission to the United States Department of Housing and Urban Development; Authorizing the Mayor and City Clerk to Execute and Attest the Same on Behalf of the City of Meridian; and Providing an Effective Date ITEMS MOVED FROM THE CONSENT AGENDA \[Action Item\] DEPARTMENT REPORTS 12. Destination Downtown Discussion ADJOURNMENT 5: 44 P.M. Meridian City Council Work Session July 22, 2025. A Meeting of the Meridian City Council was called to order at 4:30 p.m. Tuesday, July 22, 2025, by Mayor Robert Simison. Members Present: Robert Simison, Luke Cavener, Liz Strader, John Overton, Doug Taylor, Anne Little Roberts and Brian Whitlock. Members Absent: Liz Strader. Other Present: Tina Lomeli, Bill Nary, Tracy Basterrechea, Steve Taulbee and Dean Willis. ROLL-CALL ATTENDANCE Liz Strader X Brian Whitlock Anne Little Roberts X John Overton _X_ Doug Taylor _X_Luke Cavener X Mayor Robert E. Simison Simison: Council, we will call this meeting to order. For the record it is almost 4:30 by one clock and it's 4:32 by another. So, we are going to go with 4:30 right now. Call this -- the City Council work session to order. Start off with roll call attendance. Simison: Councilman Whitlock, are you able to hear us? So we will be without Councilman Whitlock, but we will reach out to him and try to get him re-engaged for purposes of our quorum. Clerk: And Mayor Simison. Simison: Here. ADOPTION OF AGENDA Simison: Next up is adoption of the agenda. Cavener: Mr. Mayor. Simison: Councilman Cavener. Cavener: I move we adopt the agenda as presented. Overton: Second. Meridian City Council Work Session July 22,2025 Page 2 of 24 Simison: Have a motion and a second to adopt the agenda. Is there any discussion? If not, all in favor signify by saying aye. Opposed nay? Oh, there he is. Okay. So, Councilman Whitlock is with us. All ayes and the agenda is agreed to. MOTION CARRIED: FIVE AYES. ONE ABSENT. CONSENT AGENDA [Action Item] 1. Alpine Surgical Arts Water Main Easement (ESMT-2025-0080) 2. Apex Northwest Subdivision No. 6 Water Main Easement (ESMT- 2025-0081) 3. Buildings T101 & T102 Sanitary Sewer and Water Main Easement (ESMT-2025-0083) 4. Buildings T101 & T102 Water Main Easement No. 1 (ESMT-2025-0084) 5. Final Plat for Centerville Subdivision No. 3 (FP-2025-0008), by Kent Brown, Kent Brown Planning Services, located at 5200 W. Hillsdale Ave. 6. Final Plat for Horse Meadows #3 (Aka Pivot Pointe) (FP-2025-0012), by KB Homes, generally located south of W. Pine Ave., and east of N. Black Cat Rd. 7. Findings of Fact, Conclusions of Law for PAW Subdivision (H-2024- 0073) by Kent Brown, Kent Brown Planning Services, located at 1680 W. Ustick Rd. 8. Findings of Fact, Conclusions of Law for Springday Subdivision (H- 2024-0069) by Engineering Solutions, LLP., located at North side of W. Ustick Rd., 114 mile West of N. Black Cat Rd. 9. Findings of Fact, Conclusions of Law for Virgin Mary & St. Mark Coptic Orthodox Church (H-2025-0015) by Virgin Mary & St. Mark COC, located at 4383 N. Locust Grove. Rd. 10. Order for Baratza Subdivision No. 1, by The Land Group, located at the southeast corner of N. Black Cat Rd. and W. McMillan Rd. 11. Resolution No. 25-2527: A Resolution Approving Adoption of the Community Development Block Grant Program Year 2025 Action Plan and Submission to the United States Department of Housing and Urban Development; Authorizing the Mayor and City Clerk to Meridian City Council Work Session July 22,2025 Page 3 of 24 Execute and Attest the Same on Behalf of the City of Meridian; and Providing an Effective Date Simison: Next up is the Consent Agenda. Cavener: Mr. Mayor? Simison: Councilman Cavener. Cavener: Move we approve the Consent Agenda. For the Mayor to sign and the Clerk to attest. Overton: Second. Simison: Have a motion and a second to approve the Consent Agenda. Is there any discussion? If not, all in favor signify by saying aye. Opposed nay? The ayes have it and the Consent Agenda is agreed to. MOTION CARRIED: FIVE AYES. ONE ABSENT. ITEMS MOVED FROM THE CONSENT AGENDA [Action Item] Simison: There were no items moved from the Consent Agenda. DEPARTMENT REPORTS 12. Destination Downtown Discussion Simison: So, I will move on to Item 12, Department Reports, and the first item up is Destination Downtown discussion. So, as -- it looks like -- Chris, are you coming up? But I'm going to first send this over to Councilman Taylor just for a quick introduction on this conversation. Taylor: Thank you, Mayor, colleagues and MDC board commissioners who are here as well. Just want to take a moment and kind of recap sort of where we are at and what the next steps are with the Destination Downtown plan. First off I want to thank Ashley for working with us in a way to try to work towards the goal and appreciate your memo. I think the memo she put together is pretty clear about sort of what our -- our goal is that we are striving for. As stated this is updating the -- our urban renewal agency's Destination Downtown plan with working towards the goal of -- is this something that the city can also adopt, not just our urban renewal agency, but something that the city can put our arms around. This is a draft document that has been out for a number of months. There has been a lot of work, a lot of resources put into it. There is a lot to digest. So, what we have decided to do is to divide up this plan in a number of topics and we will tackle it in a work session once a month for the next five, six months as we dive into it. This gives Council an opportunity to have a -- more of a digestible format to Meridian City Council Work Session July 22,2025 Page 4 of 24 get our arms around that. To be clear, I think so we understand expectations, what we are providing here is feedback, not necessarily our recommendations, but this is feedback for MDC, because this is an MDC document. So, we -- we -- the goal being to provide feedback that MDC can, then, take and modify the plan how they choose and we will see whatever the final product is when we get done. But I think the expectation from -- for us tonight is to provide our feedback. We are an important constituency for MDC in this and so not to take ownership of it, but to provide the feedback and, then, when we get to the end of -- of the process we will see where we are and -- and how that's viewed. So, there are some commissioners -- I think it would be appropriate for any of them, if they -- if we have some questions, if they want to chime in on the process as well. But with that I think we can kind of just dive into it and it's, again, a pretty -- I think we envisioned an open back and forth dialogue with providing some constructive feedback, so thank you, Mayor. Simison: Thank you, Councilman Taylor. Danley: Okay. Hopefully you can hear me well. Thank you, Mr. Mayor and Council. Appreciate all the leadership getting us back here. It's been a minute, but we are excited to certainly start this process off and have a discussion today about parking and, then, moving forward as mentioned by Councilman Taylor other subjects as we go. As a reminder my name is Chris Danley. I am the project manager for and on behalf of MDC with respect to Destination Downtown and I have been local here for a long time and certainly have appreciated this project. It was a lot of fun, a lot of interesting things and moving parts. Online I believe it should be Owen. I -- I will let him introduce himself. Owen is with Rick Williams and Associates. Him and his team really headed up the parking effort and he is going to be instrumental in answering a lot of the questions that you all have. So, I will give him a moment. Owen, hopefully you are on with us and have a chance to introduce yourself. Ronchelli: Yes. Hello. Owen Ronchelli here with Rick Williams Consulting and -- and we were very pleased to be a part of this project. It was a lot of fun and we worked with a great committee, too, and I think we got a lot of really good input from the downtown stakeholders and, hopefully, that is well captured in kind of the recommendations and strategies that we outlined in this report. So, again, as Chris said, I'm here to answer questions that you guys might have, but I will sit in the background and let him run the show in the meantime. So, thanks very much for having me be here today. Danley: Thank you, Owen. So, my intent today is just to keep this presentation very quick and high level. It's really about you and this conversation, but I want to make sure to honor the process and give you some of that background information that I think would be important and relevant before we get into any questions. So, what is our purpose here today? I think is -- as mentioned, it's really to get your reaction and to answer any questions that you might have and also to get some suggestions with respect to the content and also set us up for next steps and I think just give us some directions on the next meeting that will be in front of you in about five or six weeks. So, real quick. So, big picture before we totally dive into the parking, just as a reminder in Meridian City Council Work Session July 22,2025 Page 5 of 24 terms of all the outreach and the ways in which information was gleaned and collected. We had a number of different methods to do that for all of the subjects, including parking. So, we had multiple stakeholder meetings with lots of stakeholders, whether it was council members, different commissioners from different -- your Planning and Zoning Commission, business owners, employers on and on and on in order to get good information at the outset. We participated in community events. Dairy Days and Oktoberfest being both of those. We had an opportunity to engage the public that way and -- and parking was certainly a subject that was on the forefront of a lot of people's minds and we had questions regarding parking at both events. We had online questionnaires and surveys, some of which were broader with respect to all of the ambitions of destination downtown, while others were, again, more specific to parking. But, really, again, because this was such a major task in and of itself, it really began with Owen and Rick Williams team and the creation of some subgroups. So, I will go over a little bit about what that looked like and then -- then give Owen an opportunity to add anything at the end of this slide should he want to. The creation of the subgroups was really paramount to moving forward over -- I believe it was -- I want to say about a seven or eight month process specific to parking. So, that -- that subgroup, again, compiled numerous parties, folks that were on the MDC board, folks that were on the council at the time and many others, who know downtown parking and they got together multiple times throughout the duration. I think it was four different times. Rick Williams and his team -- and their team created six different working papers. Attached to your work session documentation was the final work session -- or work paper in addition to the content that was in the actual Destination Downtown plan. So, you got two documents. The final work paper was really kind of the kit and caboodle, but if you want to see more about parking we have more for you, as that lead in as the process unfolded and really was topical in nature. Their team also did a code audit and parking operations overview. So, they got a sense of what are your policies. How do you handle parking. Interviewing staff. You know, interviewing folks who understand with the police department and others how that enforcement arm looks and so that was a very big piece of it. Then came the utilization audit and the actual survey. So, they came to town, spent several days and just canvassed the entire geography and really got a good sense of not only where all the parking is available, who owns it and how is it being used and when is it being used. So, that was very important. And, then, of course, the survey was -- was also key, which was to understand people's general sentiment around parking, where they thought it might be available, where they thought it might not be available and on and on and on. So, all of that information really went into what you saw in your final work session document, which was the plan slash recommendations. Owen, was there anything that I missed on that? Ronchelli: No. I think that -- that was a great summary. You know, I -- I think -- and just so -- putting in perspective those -- those working papers, those white papers that we did, we did a parking 101. We did a policy in code. We did the operations -- just general operations piece. And, then, understanding the current parking environment, which was, essentially, a data collection effort and the -- the summary results and, then, we talked a little bit about the parking experience, what it -- what it's like for the user as you had stated and, then, the last piece was about emerging technologies and as Chris Meridian City Council Work Session July 22,2025 Page 6 of 24 well stated, you know, all of these were kind of wrapped together to create the final parking master plan, which is -- is essentially what is in front of you now. So, there was a lot of work that went into it and, again, input from the stakeholders as we went along. but really kind of a thorough approach to how we can tackle parking for -- for Meridian. Danley: Thanks, Owen. And I would just say should you want any of those white papers we will certainly be happy to pass them on. A lot of great work went into them, but it's definitely a lot. So, be prepared for a lot of parking discussions. But, again, happy to -- to pass those on should you wish. In addition to all the information gathering the subgroup was, then, used to create the parking goals. Pretty straightforward. I don't think I need to read off too many of them. Just a couple worth highlighting though. The notion of -- of being convenient; right? That's one of those things where if you know sort of urban transportation you know that in a downtown environment a sizeable percentage at any given time is just circling looking for parking. So, if it's well -- you know, available, it's -- it's known, it's signed, it's clear and -- and so forth and that really is one of those ways to help mitigate some of that -- in this case the traffic issues. Safe -- you know, another one viable and -- and so forth. So, again, I'm not going to belabor the point, but at the outset there were goals established as to how this final plan looked and what it needed to address. So, reminder, here is the geography -- the visual geography to the right. Almost 4,000 available parking stalls in the study area specific for the parking element, as you -- as a quick reminder our task overall was a geography much larger than the downtown traditional city core, but this parking element was much more focused on the historic downtown if you will. How those 4,000 or so stalls are broken up you can see bulleted on the slides in front of you, but a lot of different ones, including yourself and COMPASS in the government realm with about 300 weekday and weekend use varied from about 33 percent up to about half during weekday and weekend, about 18 up to almost about a third. So, that might come as a surprise to you. That might -- that usually does. People often hear there is just no parking or there is that perception that there is no parking. Often what they mean is there is no parking directly in front of my bumper, right, as opposed to it might be a block over or, you know, it might not be as obvious. That does not mean that there aren't particular parts of downtown that are busier with respect to parking. There certainly are. You know them. You I'm sure see them, hear about them all the time. But there are a lot of other places that are not parked or used as often or turnover as often. So, the one more thing I wanted to add -- and I think this would be an appropriate place for Owen to add -- is this notion of this 85th or 85 percent goal of parking -- is something I learned in the process. Owen, can you share a little bit about what that is and why that's a general, you know, sort of bar for a city to -- to try and reach? Ronchelli: Yeah. I think, you know, the 85 percent rule is kind of an adopted industry standard that says, you know, when your parking supply becomes 85 percent or -- or greater occupied that's when it becomes -- it becomes a -- it has a negative impact on the user experience. They are -- they are coming to, you know, the parking supply and they are looking for space and they can't find it. So, they end up circling a block. It creates added congestion, creates frustration on their part and -- and kind of taints the -- the initial experience with -- within that -- that parking area and let's call it a downtown in Meridian City Council Work Session July 22,2025 Page 7 of 24 this case, but -- so, the idea is is that when things reach that kind of constrained level we want to look at different kind of strategies that we can use to either mitigate some of that demand or spread some of that demand to areas where there is surplus parking and so it's a little hard to see, but on the -- the maps that are on the slide in front of you we use color to demonstrate the levels of occupancy and so those red -- we have -- we have highlighted both block faces and -- and the lots shown in red are those that are 85 percent or more occupied. Then it -- it grades downward and so that orange is kind of the -- it's kind of the sweet spot. We kind of want to see parking supplies between 70 and 80 percent, 84 percent, because it shows that there is robust level of activity, but at the same time parking is still easily found by the user, but also it really does support good retail use and it's also sought after by retailers or just ground floor active uses that want to locate in those locations. You have heard about folks that stand out on a corner and -- and will do pedestrian counts in a downtown to know whether or not a business should locate in a particular area. Well, the same thing goes for a parking supply. If it's between 70 and 84 percent, that's -- that's what people really want to see, because they know there is available parking, but they also know that something really good is happening in that area to draw as many people that it is. So, that 85 percent level, as Chris alluded to, is -- is kind of the point at which we -- action should be taken or at least be considered in terms of implementing some sort of strategy to alleviate that congestion and, typically, we try to use the existing supply. We -- we don't advocate for additional parking, unless it's kind of a last result, because building parking is expensive and we would rather have active uses in our downtown, rather than vehicle storage. Danley: Great. Thank you, Owen. I don't know about you, but I can't think of too many more riveting things than to sit and stand at a parking stall to see if it's occupied, but I'm very glad that Owen and his team volunteered and got paid to do that. But, thank you, Owen. I want to point out, though, one of the things that you note here -- you might see is that if the objective is even at 70 percent on the low end -- so the peak -- during the peak at 52 percent you still have 20 roughly percent of available parking as a buffer between where it is today versus where we need -- or we want it to be even at the bottom end of it being optimally used. So, that's -- that's great. So, I'm kind of giving you a bit of a prelude to what the findings were and I think overall the findings I think were pretty darn positive. That is that while, yes, as mentioned and as -- as, again, Owen and his team saw, there are hotspots, but overall there is lots of available parking. There aren't -- there is not -- I repeat there is not a need for some of the radical actions that maybe have been in the news in the last six months with respect to parking in downtown. You probably have seen some of that. But you don't have to do that. There is other strategies and things that can be employed in the meantime for actually the foreseeable future to maintain the parking that we have, but to optimize it as much as possible and this chart on the right -- this table is I think really well done by the team in all of the different recommendations and this is just a summary. The document that you saw, that final working paper, goes into each of these recommendations with much more detail and describes exactly what it is, the general timelines, the general cost assumptions and so forth and Owen and his team's recommendation with respect to the timing of when that ought to be pursued; right? In -- in terms of trying to optimize the parking that you have available. So, all of that stuff is included. No garage. No parking Meridian City Council Work Session July 22,2025 Page 8 of 24 garage. No metering. A few other little elements that may be worth considering. EV parking, bike parking and other things, but this table and really, again, that document that you saw is the heart of the results of all that hard work over several months, all the sub holder or sub group work, all the survey and analysis that went into it and, really, what came out of it. So, this gets me to the point here, which is these are recommendations made by certainly parking professionals and experts that know this inside and out. That does not mean, though, that it isn't subject to possible tweaks and adjustments, how you see fit and how maybe it fits really well with what you know, of course, about the City of Meridian regarding budget, staffing, prioritization and on and on and on. So, that's really what, you know, we are here to be able to discuss questions that we can answer and ultimately if there is any adjustments that need to be made, make them and move forward and implement. So, with that I would stand for any questions or comments and probably pass many of them on to Owen. Simison: Thank you. Taylor: Mr. Mayor? Simison: Councilman Taylor. Taylor: Chris, thank you. One of my questions I was kind of curious -- I'm intrigued by the idea of getting employees to park in places that don't intrude on the residential parking preferences for customers and things like that. When it came to who was occupying which space, did you have any sense of like where a lot of the parking spaces, especially in sort of the -- the red highlighted areas, there are a lot of employees parking in those spots? Did you have any sense of like who was actually using it? Danley: I will certainly let Owen answer this question, but real quickly I just -- knowing the downtown environments of Meridian and -- and every other downtown in the valley here, certainly the distance matters, right, in this -- that proximity from door to door. I -- as anecdotally former personal trainer would watch my clients, who were going to work out for an hour with me, try to find the closest parking stall to the front door and I just never understood that; right? Here to burn a calorie. But that's human nature; right? And so the rule of thumb often is as close as we can get is -- is typically, you know, our default. But I will certainly -- Owen, what do you have to add to that? Ronchelli: Yeah. I mean that's -- that's part of the reason why we do a turnover study and where we are actually looking at a vehicle's license plate to know how long it's actually parked there and so that is one thing that we -- based on how -- we don't know this for certain, because we don't sit and wait by a vehicle to see who is coming and going per se, but based typically on -- on the parking behavior and how long they have parked there we can make some assumptions as to whether or not that might be an employee or not. You know, one thing that I have found, we -- there is the average time stay of a user in -- in some of those non-time limited stalls is like three and a half hours and, again, this is an average, so that means that some folks are staying there quite a Meridian City Council Work Session July 22,2025 Page 9 of 24 bit longer, whereas some are turning over and so, typically, those tend to be the employees and so we thought that the best way of managing -- there are -- we have identified certain areas on street where it might be okay for employees to park. Ideally we would want them parking around the -- the outskirts of downtown, away from where ground level active uses are and so using timed parking we thought was a -- was a good way of doing that. We don't want to force people to -- to stay any -- what am I trying to say? We -- we didn't want to force people out of a parking stall that want to stay there longer, we want to make sure that they, too, have also good parking options available to them. But we want that downtown kind of core central area to be regularly turning over, so our -- so our business owners can have as much business as possible and have -- and our -- and our customers have the most, you know, convenient parking stalls available to them. Taylor: Mr. Mayor, quick follow up? Simison: Councilman Taylor. Taylor: Kind of curious about timed parking and enforcement and I'm kind of curious from your perspective as experts in this field, which I am not, is there a way where you can put up signage about -- these are time spots without the penalty of enforcement and that behavior starts to change, because they say, oh, this is 30 minutes or this is 60 minute parking only and I'm going to self regulate or is that your guys' experience that you have to have some kind of enforcement penalty for people to actually change behavior when it comes to parking? Danley: So, great -- Ronchelli: Excellent -- Donley: -- great question. Go ahead, Owen. I was just going to immediately go to you. Ronchelli: Yeah. I was just going to say that's an excellent question and I have a -- a caveated answer for you. I would say that it -- it can work well for visitors, especially infrequent visitors to a downtown. So, if it's -- if a -- if a downtown community is -- is kind of touristed based, a lot of that signage will work pretty well. You can put up time signs and saying you can park here for three hours and people -- those visitors will mostly adhere to that. However, if it's a regular user who comes downtown often or it's an employee, they will learn that there are no repercussions for staying for four hours or five hours in that three hour stall. Or they know that they are not going to get a citation that behavior kind of deteriorates quickly and, then, you will see that over time it won't take long for -- for most folks to just ignore those posted time saves without some sort of periodic enforcement and that's why one of the strategies that we recommended here was not regular or active enforcement, but something that is periodic or infrequent where folks will go through and -- and making sure that people are complying with those posted time limits. Meridian City Council Work Session July 22,2025 Page 10 of 24 Danley: Follow up real quick to your -- here is just when you look at the recommendations and knowing what I have known from this project, it seems -- and, Owen, if you have anything to add on this by all means, but there is -- there are some -- I would argue sort of like specific pillars, if you will, or topics that many of these fall under and a couple of them get directly to your point, Councilman Taylor, and that is consistency and -- and time and signage and making sure that it's very clear, right, and that everybody -- everywhere in our downtown environment is known to have a certain, hey, two hours. This is all two hours. It's -- there is no ambiguity there; right? There is an occasional, you know, if it comes to it we got to enforce it somehow, whether it's warning, whether it's the next step, whatever the case may be. But, really, if you could summarize, a lot of it has a lot to do with consistency of just making sure the entire system is very consistent and all of what that can mean. Overton: Mr. Mayor? Simison: Councilman Overton. Overton: Just a little -- a little background before I start. So, I was asking Ashley tonight -- I think it was about 15 years ago when I first sat on the first parking subcommittee and I was wearing a different hat back then and the city looked a lot different than it does today and we were trying to determine what we were going to do with downtown parking at that time and it wasn't a matter of not having enough, it was who was parking there. In fact, one of the biggest feuds we had ten to 15 years ago was two business owners on Idaho Street that got into battles because they each wanted to park in front of each other's business to the point it got personal and we got called many times for that. Now, we got through that, everybody matured or left -- left is a better description. But what we have had to deal with as the city's grown is we have -- we have dealt with a cultural shift from small town Meridian to bigger town Meridian and before I ask questions or go into anything else, I will tell you just a month ago my wife and I came downtown for dinner and I drove around the block and, then, I drove around another block and she asked me -- you are smiling. Why are you smiling? I said because it's full. See, I look at that as downtown is doing much better and we are starting to see it fill up in the evenings. This was dinner time and it was doing really well. And the parking spaces available to me were within a block, but you had to walk a half block to a block and we have a city that's not used to that. When you used to go to the old barber shop on Idaho Street you could park within sight of it. So, a lot of what we are dealing with is -- is training our own residents and people that come here that the city's changing and parking a block away or a block and a half away is okay. That's still not bad. When was on the parking subcommittee as this process started, I always get a little nervous when people come from bigger cities and talk about what parking should be and I was probably defensive when it first started and I will own up to that right now, because when you are coming out of Portland, Oregon, or some other cities and you start talking about Meridian, yeah, I'm going to get my hackles up right away, because this is Meridian and I knew from the onset when we looked at this that we had enough parking and I told Ashley -- I said I think the assumption was that we didn't and when it was all done and said we found out we still do have enough parking downtown for now, but Meridian City Council Work Session July 22,2025 Page 11 of 24 even I acknowledge that there is too many projects, whether it's the civic block, whether it's Union 93, there are still too many projects up in the air that we don't know where downtown parking is going to be and we don't know what those future answers are going to look like, but we know what we have got today, We know what we had five years ago. I think we know through an experiment that we don't have to do as a city -- we don't have to try to look at employing paid parking downtown, because we have been able to watch first hand what's happened in the neighboring city and how that thought kind of turned into a disaster. We see cities that do it successfully. I don't see it working here. I just don't see it working in our downtown. Not now, not in the next ten years. When policy was talked about -- when the subcommittee first started off there were a lot of suggestions about the policies and how we should rewrite a lot of our city code to reflect those policies in the code and, of course, I'm a big believer -- and city attorney sitting right here -- that code should be code and if we needed to write a policy for how we wanted our downtown parking to be, that should be a separate document outside of our code. I just think those need to be separate. It's enough of a process trying to change codes when that happens, that that should be a separate document talking about what you want to see downtown parking to be. We have struggled over those past -- well, 30 years 30 -- 35 years. I forget how long I have been around working with the city. So, let's say 35 years ago we had two hour parking signs in downtown, but unless you had a very bored police officer nobody was enforcing those and, generally speaking, we didn't, unless we were told to. That's just the way it was. Unless there was a problem it wasn't happening. It was mostly just Idaho Street. We have more two hour parking within our downtown. We don't put it on the backs of our police officers today. We have code enforcement. We have community service officers. We have other personnel. But we still to this day don't have dedicated parking enforcement personnel and we are still, I believe, walking around with chalk and coming back after that two hour time frame. So, at best right now you could have a two hour parking to almost a four hour parking before we are going to take any direct enforcement and as a city we have got to talk about sometime in the future when do we want to look at how we upgrade that, because that's probably our first is we can't talk about how we want to add additional parking to our downtown if we want to add more signage, if we don't also talk about -- if we don't have the folks to enforce it the right way, it doesn't matter how many signs we put up. If we are not enforcing it it doesn't take very long before they figure out that we are not following up behind them and although, Doug, I truly wish we could put signs up that would just convince people not to park there for longer than two hours. I just don't see that happening. They will park for four to five hours now in the two hour spots. I think what you guys are doing is great. think there is so much that we don't know right now about the future, about some of our biggest projects that are going to give us additional parking. That -- it's a tough time to really say what's the next step forward. When you showed the maps about red and green I couldn't help but notice that two of the red ones were the post office, which we will all agree with, because we have been trying to get them for years to give us an additional post office in our city so we just have one. And the Cole Christian School, which, of course, when you consider the school was built literally to be a very small elementary school, it was never designed to have parking to handle all those kids, so, Meridian City Council Work Session July 22,2025 Page 12 of 24 obviously, we have got certain areas that transform and change and are not going to have enough parking. But I think when we look at our downtown right now for the next few years I think we are going to continue to have adequate parking. It's going to fill up. We are going to have to have people that are going to have to get used to walking, but, trust me, there is a lot of people around here that could use a couple of blocks of a good walk before dinner or after dinner. I don't think that's a bad thing. So, I appreciate everything you have been doing. I will admit right up front I was a little bit hesitant when you came in from presenting ideas from a bigger city, but I look at the document today and read through it and, mind you, don't give me a 182 page document. That's -- that just kills me. Something that's much much shorter is always appreciated -- that we can get right to the point of what we need to do. What we need to look at. What we need to carry forward. And the fact that in six months we may be wanting to review downtown parking based on where we are at with these projects that are unknowns today. Danley: If I can, Mr. Mayor and Councilman Overton, a great point. Obviously, institutional knowledge goes -- goes a long way back and I think there is a lot of validity in what you said. That's probably a big reason why I like what -- the way that this document in the parking realm particularly was written, because it's almost like a menu. Really is. It's sort of pick what you want. Order what you want. Ideally I think that Owen and his team would say eventually probably the whole thing, but to your point there is a lot of unknowns and uncertain -- and uncertainties there that remain, but that there are some preliminary steps now that can be taken that don't interfere with current operations or don't necessarily have to get into the enforcement realm just yet as mentioned, but do make sure that things are standardized and things are obvious and ends -- and fulfill the very goals that you and -- and everybody else who was on that subcommittee came up with. So, certainly those timelines could change. I'm sitting here as you -- as you were talking I'm thinking about how to draw comparison. My very first meeting that I ever had 20 years ago when I was at ACHD was at the Jabil Circuit building, not for anything to do with Jabil, because Jabil was long gone. It was for the Ten Mile interchange charrette that was happening over the course of a week and I was told that that building had more power to it than any building basically in the state of Idaho, because what was thought to be needed at the time, but has since obviously changed and to your point, yes, not everything is static. So, excellent points. I certain -- I certainly think that there is room to make some strides, but maybe not, again, all of it up front or even in the next couple of years. Taylor: Mr. Mayor? Simison: Councilman Taylor. Taylor: Curious if you could speak a little bit, Chris, about some successful strategies that you may have learned from other places about getting employees or employers to get their employees to park in lots, you know -- you know, maybe a block or two away, just so we can prioritize the customer. What kind of strategies have been proven effective, other than saying pretty please? Meridian City Council Work Session July 22,2025 Page 13 of 24 Danley: I think that's as teed up for Owen as we are going to get. Owen, I'm sure you have got lots of stories that -- that can be shared on that one. Ronchelli: Yeah. I mean I think that there is -- there is several different things that -- that can work. I think one of the things that is kind of as grassroots as you can get and I think it's -- it -- it works particularly well in smaller communities is we call it a customer first policy and it was -- it was first done long time ago in Plano, Texas, and -- and a lot of people have borrowed it ever since and applied it to their different communities. But the idea is that it's -- that you -- you are trying to demonstrate to the customer, so it's -- it's kind of a -- it's a goodwill policy and program, but it's also holding each other accountable and so it's business owners getting together and saying that, hey, we want to put our customers first and so they do a little promotion campaign associated with it. You put stickers in your window or little placards up by your cash register to say, you know, we -- we are a business that chooses to put our customers first and what that means is is that we are asking our employees to park in particular locations off street or on the outskirts of downtown, because we care about our customers enough to where we want to make sure that they are getting the -- the premier spaces, the ones that they are -- are parking in front of just our businesses and as part of those rules employers can self -- what do you call it? Self enforce. And so you can see, well, I couldn't help but notice that Greg's parking in front of Liza's business and, you know, you can talk to them about it and say, hey, couldn't help but notice that you are there. We really want to ask you to make sure that you are -- and, then, we go until, you know, Greg that, you know, one of his employees is parking in front of Liza's business. Can you have a conversation with them or something to that effect and it's -- it's done in -- in good faith. The idea is that the community is working together on this and that we want to have a great downtown for our customers and visitors to visit and so -- and, then, you can put up signs that -- you put signs in your window for your business, but you also can put signs on those lots and say that this is a customer first lot and you can have designated employee parking spaces for folks there or have that on street as well and so that tends to be -- it's kind of a warm fuzzy program all the way around and it's usually done through a chamber or some sort of downtown boosters group that gets folks together, rather than something that's, you know, heavily rule based and -- and heavily enforced that type of thing. It's -- it doesn't -- program doesn't really work that way. But it's been proven successful in many communities all over the country really. Cavener: Mr. Mayor? Ronchelli: I know that we brought this up with a stakeholder -- the stakeholder group and we got some raised eyebrows and some curiosities with it, so, you know, that could be a -- a good possibility. Simison: Councilman Cavener. Cavener: Mr. Mayor, thank you. Chris, appreciate kind of walking us through this. It was our first -- this kind of elephant, one bite at a time each month and so I have a -- a laundry list of questions. I want to be respectful of time. We are about halfway through Meridian City Council Work Session July 22,2025 Page 14 of 24 the time that we have allotted. Help me understand what you, what Administrator Ford's goal is kind of coming out of today. What are you looking for from the Council, then, that will help me refrain or some questions to maybe pose versus maybe taking offline versus your point about feedback, is that about kind of the -- the goals that have been kind of proposed about maybe where all of us feel as a Council make the most sense and doesn't make sense? Help me understand what -- I want to make sure there is a good use of your time. Yes, we are being informed and educated, but there is some action that we are hoping to take at one point after this and I want to make sure that we are helping to facilitate that. Danley: Mr. Mayor, Councilman Cavener, I don't know if Ashley has anything to add. I will just take a stab at that. And I think that the big question is -- here is how does this move forward? And MDC can only do so much; right. We know that clearly specifically in arenas like parking, this is definitely going to be one that -- that the City of Meridian needs to be a bigger stakeholder in than MDC in this particular piece. So, what does it take to get comfortable for you to adopt the document, somehow, some way? By resolution? Is it more formal cited by your Comprehensive Plan? Are there action steps with respect to the code and so forth? And, then, of these recommendations what do you feel comfortable moving forward with, you know, and, again, it's not necessarily you have to commit right here right now or even in the next, you know, month or two or what have you, but it is a good discussion to prompt we -- what is it going to take to try and optimize this parking for as long as we can before it becomes a problem; right? So, that we can prevent this from being a bigger issue. So, really, the question is -- is -- and I'm not trying to deflect, but it is kind of that way is what does it take for you all to feel comfortable taking that next step? Again, maybe it's just by resolution. However it ultimately needs to be for you to be comfortable I think that's where we need to try to be. So, if there is adjustments that need to be made, if there is tweaks that you feel are important, then, I think that's important. I don't know, Ashley, do you have anything to add? You are good? Okay. Cavener: Mr. Mayor? Simison: Councilman Cavener. Cavener: Chris, does -- does that mean that you want us kind of go through some of these strategy suggestions that are posed here on this slide? Is that where you want us to -- to begin? Help me -- help me understand kind of what you see as kind of the starting point. Danley: I don't think that we are going to have time to necessarily go through each one of these strategies. I don't recall the number, but I think there is a good thirty of them. I think the bigger question is are -- do you need us to go through these in order to take an action or is this a document that you can cite and, then, take that baton and run the next lap internally within the halls and walls of this building and, of course, with MDC and your business partners and property owners in downtown along for the ride. Meridian City Council Work Session July 22,2025 Page 15 of 24 Cavener: So, maybe, Mr. Mayor, just some, then, feedback, then, for discussion with Council. Many of these strategies that are proposed I'm in lockstep and agreement on. There is a handful that I'm lockstep very much not in agreement on and there are others that I think that require I think some more vetting and -- and flushing out. But I think it does speak at least to maybe where my kind of the overriding question is, because it's -- it's referenced a few times to this and -- and our other speakers referenced as well. This customer first parking approach. Is that considered a nationwide best practice? Is that something that emerged from the stakeholder meeting? Is that something that you -- that emerged from the public engagement? And certainly we want to make it easy and accessible for customers to visit, but, again, if I'm a downtown resident I would say, well, wait, wait, what about me, I should be your priority. So, help me kind of understand how -- because I think a lot of the recommendations are built on this kind of customer first approach. Danley: Right. I will -- I will -- I will have Owen answer this in a second, but I will add at least a couple of pieces before he does. I think that to your point, Commissioner Cavener, this is exactly why, for example, one of the recommendations is to explore the possibility of a residential permit, so -- and so for those neighborhood areas preserving that asphalt that's right in front of their home, so that, you know, other folks aren't clogging that up and we know what kind of contentiousness can result. So, there is a step that maybe isn't even super tight to enforcement per se, at least yet, but is an action step that addresses the issues and needs of residents, while still maintaining the customer first mentality within specifically more of that commercial and retail and government core of what we are trying to do and so I know certainly with respect to the business owners, they are wanting that turnover as much as possible, whether it's the resident from five blocks over who decides to drive or someone from out of town or passing through. So, it is that -- that turnover that is trying to be preserved. Owen, do you have anything add on that? Ronchelli: I mean that was -- that was one of the -- the purpose is -- of creating the guiding principles in the first place was to ask, you know, what is the -- what are the priority users for downtown? What -- who should we be managing our parking to support? What is the highest and best use of our on and off street parking systems? It's not to exclude anyone by any stretch, but it is to say if we are to manage this supply in a way and make it -- make it as usable as possible, who -- who should we be catering to in -- in a kind of a tiered sort of approach and that's kind of it is what a little bit set the stage for some of these strategies in here. The customer first was something that came out as a way of addressing some of that. If we -- and it was actually very similar to the question that was -- was prompted is to say if we don't have enforcement what are -- what are the other ways that we can do some sort of program where we don't have a bunch of employees parking right in front of businesses and that was one that came up as -- as a possibility and I remember voicing it at one time and it got, you know, some positive feedback there and so we -- we -- we included it in one of these strategies as an option here. I think as Chris pointed out, a lot of these strategies are not intended to be radical in any way. I think that the approach here is to create a welcoming space for -- for folks to come downtown to make sure that they have a good space, that things are Meridian City Council Work Session July 22,2025 Page 16 of 24 clearly marked and people have a good understanding of how they should use that space, whether it's for a certain amount of time or not. There is allowances in here we created. There are some policy elements that we did create, that we wanted to create for being able to institute a residential parking permit program, because there was a concern that there might be employee spillover in the neighborhoods and so we try to address that by -- by creating -- laying some groundwork that might be -- that is necessary for being able to start one of those programs if and when down the road that might become an issue and so the idea is that this -- this -- this strategy list is a bit of a road map to -- to say like, okay, this is where you are at now and it can hopefully address some of the issues that might be coming up next five to ten years. Beyond that, you know, you might need something more aggressive I suppose, but that's not what we did with this particular plan here. Danley: I would just add real quick, Commissioner Cavener -- or Councilman Cavener, that a couple of things on this that might be sort of amendable, if you will. If there are a handful of these recommendations that you all look at and go, you know, this is really good, this is going to work great, but a handful that you are going, man, that's just not going to fly, if there is agreement on whatever those are, if there is -- again, if there is -- especially if there is just a few of those, that's clearly something that we can go out and we can remove if it makes everybody feel more comfortable taking the next step of adopting it in whatever way that you want. The other thing that probably can be tweaked is the timing. So, if you think that there is some of these recommendations that should be moved up or down because of whatever the preference is or capacity within the city, then, again, that's something else that can certainly be tweaked and so the rest of it I think -- to Owen's point is it's really an excellent attempt at trying to give you that framework of recommendation and timelines and an expectation of cost, but, ultimately, if that's what it takes for you all to be comfortable given that you are going to be likely the implementer of many of these things, then, that's what should be done. Cavener: Mr. Mayor, if I can? Simison: Councilman Cavener. Cavener: To that point that's where I'm trying to figure out where -- where do we take the first step, because something like a -- like a residential parking permit program on the surface isn't something that I would probably be comfortable right now recommending. I think I'm concerned about it from an enforcement standpoint, from an impact on our downtown residents' life and -- and just the added bureaucracy that comes with that. However, right, if -- I was just talking to good Council Member Taylor here -- I would recognize if I live one block away from the 127 Club and I can't get in front of my house on a Saturday night, I might say, hey, that's the only solution that's available. So, it's hard -- it's hard for me to say, yes, we should do this or, no, we shouldn't without kind of hearing from my boss on that and so that's where I understand -- I appreciate this as a recommendation, but it's not something today I'm going to be like, yes, let's get moving on that. Whereas, other things, like I think the signage and the striping, like those are things that we should be doing immediately, because to your Meridian City Council Work Session July 22,2025 Page 17 of 24 point it doesn't appear that we have a parking problem. We have a perceived available parking problem and those are things in the short run I think that we can work to implement right away and so that's where -- I apologize if you keep coming back to this. Help me know where you want us to begin, so that we are giving you guys good feedback that -- you know, we have got many of our MDC commissioners here that are giving up your time, you have spent a significant amount of time, we want to make sure that it's valuable and rewarding for our colleagues as well. Danley: And -- and Mayor and Councilman -- oh, go ahead, Owen. I think you want to jump in. Ronchelli: Sorry. I will try to be brief and it -- points -- points well taken. One of the things in here is that we -- this -- regarding the residential parking permit program is that, again, this is -- this is groundwork for when it is needed and necessary. As a matter of fact, we have language in -- in these recommendations that it has to come from the neighborhood. If -- if -- this is not something the city would impose on a neighborhood ever, but if there is a concern with the neighborhood that they can come forward and say, hey, we have noticed that a lot of employees are parking in front of our residents, and -- but now we have this mechanism in place that we can, you know, do a study and to determine whether that's a problem and, you know, create the signage and to create the -- the permit system itself. There is nothing in here that says that this will be instituted right away or anything like that. As a matter of fact, it's a long-term strategy for implementing something like this and it would only be initiated by the residents themselves, not something that's imposed by the -- the city itself. So, that was just a little piece there. Danley: I think it would be helpful just for what it's worth, is to maybe take -- for you as a council to take this particular table and discuss when it's appropriate -- you know, it's going to -- it's going to take a little bit more time, but discuss what in here you really like and want to elevate, what you like, but it's not quite ready for prime time. What you are questionable about, so let's put that on the back burner and, then, what needs to go? What do you think that -- we are just -- this is just something that's probably not going to fly and if that is a -- that resolution works for you all, then, we can certainly take this document, adjust it as necessary to reflect those thoughts, make sure that everybody's I think on -- on -- and feels good about that and, then, if it's ready for prime time for you all to adopt, then, maybe that's the step forward. So, there is just maybe a recommendation. Taylor: Mr. Mayor? Simison: Councilman Taylor. Taylor: Yeah. You know, I liked how you suggested this is kind of a menu of ideas to consider. I do commend the -- the work being that there is no -- there is nothing crazy recommended like, oh, build a 15 million dollar parking structure downtown -- to what end? Right? And a lot of things on here actually would fall under not the city, but I'm Meridian City Council Work Session July 22,2025 Page 18 of 24 thinking, for example, if you did a customer first parking program that would seem like, you know, there was some discussion about a business improvement district. Is that something that they would take on, because business owners are kind of self-regulating their self for the benefit of everybody. I -- I -- I like the idea of maybe thinking on what I would suggest taking out that I don't like. I will tell you just right off the bat, I think the license plate permitting seems -- I don't see myself ever getting around to that, because it's going to be a stretch just to get to maybe having a parking sticker in your window that says, you know, this is reserved for residential parking. I think that's -- just thinking through how to implement that seems unreasonable. Is that a DMV slash city -- I just don't see us ever getting to that. So, I think that doesn't make sense to be in there. I do agree with Councilman Cavener's suggestion about, you know, we have had a lot of discussion about small businesses who are buying homes on the edge of downtown and -- but they are also mixed with residential. So, I think we are going to have some -- a little bit of two worlds colliding where maybe it would make some sense to have that, but I just don't know -- it just seems down the road a little bit. I don't know how we put our arms around that, because that would be expensive and if we did have a permitting program for that we would have to enforce it, otherwise, it would make no sense. So, I'm -- I'm not opposed to keeping the idea in there suggested, but I agree there is -- there is things in here the city would be responsible for and there is things in here that -- a lot of things in here that are our business owners and people downtown need to get organized and coordinated and that would be totally appropriate to leave in this plan. I think as a city we have to kind of decide, you know, are there some things, you know, near term we want to take action. I think Councilman Overton's suggestion or discussion about -- you know, what is -- depending on how these projects pan out we may have a very different parking situation and we don't know what that will look like. So, we want to be open and flexible to that, but, you know, I think I will probably want to be getting back -- and we can probably -- my -- my guess would be we could even just provide this individual feedback to the MDC, you know, to that -- if there is some ideas you don't have right now that you want to digest and get back to them, so they can incorporate that -- those ideas, but there are things here for us, there is a lot of things in here not for us I think. Simison: Councilman Taylor, I think you hit that nail on the head. From my perspective depending upon where you are going to put this document determines in a lot of ways what should be in here. Put it in here purely operational things that goes into a code for development versus not. If you want people to actually -- you want the right people to look at the right stuff at the right time in order to utilize it. You know, most of this is just recommendations from the city on how we should operate. Nothing to do with development, not -- just about what we just talked about. The license plate reader has nothing to do with development. But that's an operational recommendation and, to be honest, our staff has already looked at that and, frankly, that's how we would do it. That is the cheapest, most efficient ways is to use a license plate reader system for a residential parking system. We have already done some of these things and evaluated them, just because we were anticipating that coming online across the street and the impact it was going to have on our residents, we wanted to be prepared with the information about some -- some concepts. So, we have -- we have done some of this Meridian City Council Work Session July 22,2025 Page 19 of 24 advanced work, but depending upon where you live this document for what purpose, think it even matters what's in here and why, you know. That's really not -- if someone's going to do a downtown development they don't need to see -- reset -- you are trying to read through to get to where the -- the meat of the issue is about what they need to know. They don't even know about a license plate reader program for residential purposes. That's the police department, you know. That's community development or that's clerks. So, what's in here and where you put it, I think it helps drive some of the conversations about feedback and if you are going to give feedback I would encourage you to give the feedback, but, then, come back and tell everyone whatever you want to tell about the feedback, so you can have a larger conversation. Because I have got some very -- yeah, we have got things. Infrastructure -- you know, charging infrastructure on -- is it on -- huh-uh. You know, that's just like -- that's the private sector if they want to do that, not on our streets, but that's my opinion. You know, that's not you know, should that be adopted by code? How is Caleb and his team going to -- going to be trying to apply that component if everything in here is just ideas and suggestions versus the things you really want to see implemented in that conversation. So, that's what I'm going to just kind of put out there, is that where -- where it lives and what your intentions are matters based on what you say should be relevant or not relevant. It's been part of my issue with this whole plan in all this, because there is -- it's got so much in here that has nothing to do with downtown developments, about how it operates in a lot of ways. Businesses, how they should do things. How a city should do things. How residents should do things. It's really, you know, where do you want to put ordinances in place and resources to staff to implement those things or ask our partners to do that. So, I will be quiet now. Taylor: Mr. Mayor? Simison: Councilman Taylor. Taylor: Yeah. It's a really good point is -- you know, I would -- I could foresee keeping a majority of these recommendations in here as -- as goals to strive towards over the next decade; right? Like eight years from now what's downtown Meridian going to look like? I have no idea. Could look like a bunch of unfinished projects or it could be spectacular with a bunch of new projects and a really vibrant downtown and, then, we have a whole new good problem on our hands. But to that -- to the Mayor's point, if this is something that we are going to be asked to formally accept and, then, the city is committing to implementing it, that's a different sort of set of feedback for you as to what we want to see in it versus what our good recommendations to leave in there for those who -- you know, like I said that the people who are voluntarily participating in this, the business community, et cetera. So, I think it's a lot to think about. You know, I will say this. In my mind I can still provide you some specific feedback in October that's completely relevant, because we are going to be taking this on, you know, month at a time topic by topic for the next six months. So, in my mind I have not envisioned that today's the only day I'm going to talk about parking potentially. This is meant to sort of have the conversation, get the information out, provide some initial feedback, which we have Meridian City Council Work Session July 22,2025 Page 20 of 24 given some, but certainly think we -- we would keep the -- keep the -- keep it open for more specific feedback as we have a chance to kind of dig into it a little bit more. Danley: And I would just add, Mayor and Council, at the end of the day parking is an asset and it's real estate, just like the building that the -- you know, the site that the buildings are located and how can that asset be best maintained, maximized and -- and operated even, you know, to entice development to grow development all the ways that your comp plan downtown, this plan, you know, and the objectives that you have and the partners that you have and so this is where that needs to go; right? Is how do we get that? How does this move forward to the next -- maybe it is a five year, eight year type of a vision, because we know things are going to come online and that even our consumption behaviors have changed; right? We know that that's a big thing that has occurred over the last really five, ten years. Amazon wasn't even around 15, 20 years ago for the most part; right. So, what does that look like in those short term -- especially those short-term actions that can be had immediately, you know, to optimize that real estate and ensure that that asset is -- is grown as much as anything else, so -- Taylor: Mr. Mayor? Simison: Councilman Taylor. Taylor: Yeah. I know we are going to want to be wrapping up here in the next little bit. We have several MDC commissioners here. I think I would like to extend the invitation to any of them who would like to share any perspective as they have gone through all these discussions as they sort of lived it down there. Love to open it up to any of them to share anything. Also Administrator Squyres if she would like to share anything as well. I think it would be appropriate. Simison: Well, as one of them thinks about coming up, the one thing I think that would be helpful -- because I think how -- how often should you go through and look at your parking time components? You know, the -- the main complaints we have gotten about downtown is when the hair salon went in and now they want their people to have four hours of parking, you know, so when the first -- when these -- when our current standards were put in many years ago they haven't really been modified that much over the last 15 years to my knowledge. But should we be looking at it manually every three years or every time a major use changes in that area? And I think that's for our -- as with -- for our planning team to help lead those conversations. What are -- what are those best practices in terms of when to evaluate. Danley: Yeah. I -- Owen, I don't know if you have an answer on the timing of things. just think -- I know having worked in Caldwell, for example, for -- I can't even tell you how many different projects over the years and having listened to the very folks, just like yourself, Councilman Overton, about just folks who were there 30 years ago, 40 years ago, who I recall distinctly telling me how they used to count bullet holes literally in the sides of buildings, because there was just nothing going on and now as you have seen, their biggest issue is parking; right? It's in the news all the time and a lack thereof and Meridian City Council Work Session July 22,2025 Page 21 of 24 they probably took a couple of steps maybe too far and didn't take the steps that maybe we are trying to look at today and trying to prevent some of those steps from having to occur in years from now. So, it is something that is iterative and it's going to flex and change as projects come and go or buildings, you know, are built, but, then, as occupants leave that's going to happen, too. So, it is -- it is a moving target for sure. don't know, Owen, if you had anything you wanted to add? Ronchelli: Just that, you know, I think a lot of communities that don't have like managed parking, it's -- that's typically what you find is there you have got this smattering of different time limits and usually those are done based on, you know, the adjacent land use, whether it's -- it's -- it's a hair salon or a dry cleaners or something to that effect. Like, well, if it's out in front of a dry cleaners we need 15 minute spaces out there or we need 30 minute spaces and, then, eventually that dry cleaners will close and, then, a new business opens and all of a sudden you have got a 15 minute space in front of a restaurant and -- which is not very appropriate for that. So, unless there is some level of management, it's typically not done, is what I would -- would be my response. I think what you should do is every three to five years is -- is do a parking study and to understand how the downtown is working and -- and take a look at what the -- the inventory of your stalls look like and make sure that you are recalibrating it, you know, your desired uses and -- and how you want the system to behave, whether you have extended time limits or if you wanted to have something that's going to be a really quick turnover system. You can design it the way you want it, but it typically doesn't get done unless there is some sort of oversight afforded on a regular basis. Simison: Thank you. Overton: Mr. Mayor, one last -- one last comment. Well, two last comments. First, we have the police chief sitting here and I saw he made eye contact with me and I just want you to know that even back 30, 40 years ago we luckily didn't have to count bullet holes in the side of buildings in the City of Meridian. But secondary to that I'm very conscious of one area here, which worries me a lot and it's the one that was talked about a few times. That's the residential permit zones and I will tell you why. We have had applications come in -- in fact, not too long ago I sat down with Ashley from MDC and talked about the disappointment that it failed, but it was in the Old Town area and it was going to be a small town library and it was going to have events and it was going to be really neat and it would be such a good addition to that part of the city, but the problem was, one, they had no ADA parking, they had extremely limited parking on the street and even if they only had say 11, 13 people at that business at one time, they were parking in front of all the neighbors' houses, because that's what on their application was going to be the available parking. So, in comes an idea coming from the same group about residential parking permits and we choke a business out and send them down the road. So, we have to be cognizant as we are looking at this stuff that there is two sides of this story. What -- what do we want to see? We want to see some sort of a balance in our Old Town area. We want to see some of these old homes be redeveloped into businesses, if that's what we want to see, but at the same time if we Meridian City Council Work Session July 22,2025 Page 22 of 24 allow some sort of residential permit system to come in we can choke out some of those businesses that are trying to move. So, just thoughts as we move forward on those. Simison: Okay. Oh. All right. Hoaglun: Brad Hoaglun. Served on the committee. And just a quick comment. I sat here trying to think through if I'm in your shoes what would I do, you know. Anyway, Mr. Mayor and Council, there has been a lot of good comments here and what would I do? This is not a be all end all type of document. It's not here to force you to do something. A lot of study has gone into this and worked from experts and looked at other issues and how it's handled around the country. These are options and I think, Councilman Taylor, you pointed out, you know, when the neighborhood comes to you, yes, that's an option you can consider, but it may not be what you want to do. Readers, you know, for license plates might be something that staff recommends. What I see looking forward is when we get to the end of Destination Downtown and -- and I happened to be on council back in 2009 when we first did this and I think I still have the original document and Councilman Overton when -- was also participating in that. There has been a lot of research and study and ideas that go into this and it's to serve as a guide. It's -- it's a blueprint. It's options that you can consider. So, maybe the end result is you adopt a resolution that says this is a document that we can utilize and will pull ideas from because of the studies and the subcommittees that have gone into this and if a business comes to you and says, hey, Caleb, Mr. Hood, what are you guys doing about a parking plan? Well, let me point you to this guide, this Destinations Downtown, which gives us some options, but no guarantee that the Council is going to do that. But these are things that would be considered as a possibility. So, it's not something that's going to be prescriptive, but you guys will have to decide what -- what you want to do in that particular situation, because we know it will change and things will continue to change in Meridian. We know that. And so it is something that I wanted to put that in your head that moving forward with the whole document it's something that you can say, okay, we accept this document and there might be things you definitely want to take out. That's fine. But that we feel comfortable giving to people that saying, yeah, this is something you can look at and help in deciding is -- that we have ideas for, but it doesn't mean we will consider them. So, just wanted to let -- let you know about that. Thank you. Simison: All right. Council, any final comments? I know that there will be offline engagement on additional conversations between now and the next month about what will be the topic -- will be continuation of this, will be something else and I trust Councilman Taylor will continue to work with Ms. Squyres on that very topic, but I didn't know if there was anything that we need to do to wrap up this conversation today. Cavener: Mr. Mayor, just a quick question for -- for Mr. Nary. Bill, the Mayor kind of talked about, hey, if you are passing along feedback, the e-mail to kind of share that with everybody, is there any concern that if -- if I have feedback that I'm sending it to MDC, that I'm cc'ing City Council and my feedback, do we create any serial meeting risks or any concern on your end about how we -- how we best communicate feedback, so that everybody is seeing it? Meridian City Council Work Session July 22,2025 Page 23 of 24 Nary: Probably the best -- Mr. Mayor, Members of the Council, Council Member Cavener, probably the best -- I mean if we do that to at least include the clerk, if you would like to be -- Cavener: Okay. Nary: -- part of record, yeah, the -- the -- the meeting only becomes problematic if there is a lot of dialogue. I mean sharing your thoughts and talking to the -- the consultants and MDC, not concerning. It's when the group starts having more of an internal conversation. Taylor: Mr. Mayor? Simison: Councilman Taylor. Taylor: Maybe just to kind of wrap this up and kind of -- kind of next steps, I think certainly I would envision this to continue to remain as sort of an open dialogue and we can -- you know, I can meet with Administrator Squyres, we can kind of talk about the next meeting we have, if -- if there is a desire to extend some of this discussion or if we just move on to the next one, knowing that we -- people can continue to contemplate some of these suggestions. I -- I do think as we continue along with discussion of different topics, we, as a Council, will continue to feel a greater sense of an idea of the purpose of the Destination Town document. This is just part of it. There is a lot to it. So, it's not just about parking, there is a lot more to it. So, I think I would my -- my request and sort of expectation for everyone would be that we just sort of kind of continue to feel free to provide that feedback and I like -- you know, Councilman Cavener, I appreciate you sort of helping us kind of understand a productive way to -- to provide some of that feedback. Again, keeping in mind the feedback we provide MDC can still take that and discuss and decide how they may or may not want to amend the final document. So, with that I appreciate the time everyone's spent to come here. We look forward to a few more discussions over the next few months on that. Simison: All right. With that, Councilman Cavener. Cavener: I move that we adjourn our work session. Little Roberts: Second. Simison: Have a motion and a second to adjourn. All in favor signify by saying aye. Opposed nay? The ayes have it. We are adjourned. MOTION CARRIED: FIVE AYES. ONE ABSENT. MEETING ADJOURNED AT 5:44 P.M. Meridian City Council Work Session July 22,2025 Page 24 of 24 (AUDIO RECORDING ON FILE OF THESE PROCEEDINGS) g / 12 2025 MAYOR ROBERT E. SIMISON DATE APPROVED ATTEST: CHRIS JOHNSON - CITY CLERK E IDIAN 'aAHO AGENDA ITEM ITEM TOPIC: Alpine Surgical Arts Water Main Easement (ESMT-2025-0080) Ada County Recorder Trent Tripple 2025-046162 Boise,Idaho Pgs=5 cfowler 07/23/2025 08:51:15 AM Project Narne or SubdMsion Name'. CITY OF MERIDIAN IDAHO$0.00 Electronically Recorded Alpine Surgical Arts Water Main Easement Number, 01 Idenift r s Ewe tlS 0Yse Murat murnber;f Me mare tP`can o te easorreirtt Ot this type,Sa:e r csddRklsra�€ Ta nadion, For Internal e r, % ESMT-2025-0080 Alpine Surgical Arts /A . ___... day. July 25 �MZee ` � ii� A�� n�rcrrt made t� 2riclY AGH Investments LLC ('"Grantor'')and the City ofkleridian,an Idaho Municipal Corporation("Grantee"); WHEREAS, the Grantor desires to provide e a water main rio,rt-of9 y a-crass the premiers,and property hereinafter particularly bo nded and descnrbe wid WHEREAS , the \v t r inain i be. provid `of hroti Undergroaad pipe-linesto be constructed by tlrergp and v' ' R A . It wall be ne.Cessary to n-lainwin Afid mice-said .i s front t t t` %the Grantee; OWJlffi,REFORE-,its COnsKRTalion c f the benefits o be receiv d by the 6,ra tt r, and otherd grad valuaNe c,c)nsldcrrrtic)n, dre aaritkrrdtse lter bye ��e� art and conNe ey anto the r ttt the rl l uf­way for an e;asetment for tltc operation turd inahiteftariCe of Water maim even and across the, r l r-W described prof � (SEE jkTTAC HED EXHIBITSA and l The easement hereby �>t��anted N fir t i trr of cort tr ct an and operation of water°gains and their allied a ttities,to ethcr with theirmainten al ce t pa artd� N nae t tit the onvertreilee o he Grantee,w4b,the freedght to t a and alltimes. T FIANT, AND TO IJ . DI the said e r enIt at�d . jit-c� a . : rsto the said, :Grantee.. its successors and assigns for v r,: T fS EXPRES'SLYT lw . AC_iR by and between the Patties hereto,that after nial-ing rqiairs or-per o rlr ;t l ra rrter�ance.,rams st�rall r mare the area f theeaseni t r-id a1rt prtrprtyr to that cstclt prior to dttar :"strc car rdirttan ., € vr: rantec Trail not be-rcsponsible fbr rcpairinpzl, replacing ormstanng anything placed with,in the area described in this easement that was placed there t 0 viblation ofthis eaknient, THE GRANTOR R ccwenants and as s that Grantot .hall nit pIW6 or allow to be placed any permanent sunctures or obstructions ltlrlxr' the -easealent area that would inter°T re with Grantee's use of seta ea�ottierrt, irrcltrdmrr ,. ut not,li. r.ited to, u] d[11 s, trash enclosures, a arts sheds,terns,trs; r d. ep-rrrued shrub .F T11E taRANFOR covenants and a r s�irttlt.the Grantee that should my,paet of-the right-4�-%vay and easement eagement t r°ett-. mit d shall beoxiniepart Of,or lie xvttlrin the boundaries of any Water iv'tzln.Easement I Version D 1/01/2024 Instrument # 2025-046162 07/23/2025 08:51:15 AM Page 2 of 5 public street, then, to such extent, such right-of-way and casement hereby granted which lies within such boundary thereof or which is a part thereof, shall cease and become null and void and of no further efTect and shall be completely relinquished. THE GRANTOR does hereby covenant with the Grantee that Grantor is lawfully seized and possessed of the aforementioned and described tract of land, and that Grantor has a good and lawful right to convey said easement, and that Grantor will warrant and forever defend the title and quiet possession thereofagainst the lawful claims ofall persons whomsoever. THE COVENANTS OF GRANTOR made herein shall be binding upon Grantor's successors, assigns, heirs, personal representatives,purchasers,or transferees ofany kind. IN WTNESS WHEREOF, the said parties of the first part have hereunto subscribed their signatures the day and year first herein above written, GRANTOR. AGH Investments LLC STATE OF IDAHO ) ss County ofAda This record was acknowledged before me on 41Z,1:12 (date)by bK (name of individual), [complete the following Y'signin'g in a representative capacity. Ar strike the following Ult-signing in an Individual capacity] on behalf of AGH Investments LLC (name of entity on behalf of whom record was executed), in the following representative capacity; ev t)W of authority such as officer or trustee) Notary Sto Below AM "MW WOV* K*W-Wa0FWM '--Z-' /Z-- 0*40"MWAMams Notary Signature :j My Commission Expires; ZLkjL Q 107:9 Water Main l8asement Page 2 VersionOt/0112024 Instrument # 2025-046162 07/23/2025 08:51:15 AM Page 3 of 5 GRANTEE: CITY OF MERIDIAN Robert E. Si icon Ma for 7-22-2025 GWEZD'IAN SEAL Attest by(jWris Joh ty Clerk 7-22-2025 STATE OF IDAHO, ) : ss. County of Ada, This record was acknowledged before one on 7-22-2025 (date) by Robert E. Simison and Chris Johnson on behalf of the City of Meridian, in their capacities as Mayor and City Clerk, respectively, Notary Stamp Below CHARLENE WAY COMMISSION No. 67390 Notary Signature uwl�-'3-28-2028 NOTARY PUBLIC My Commission Expires: STATE OF IDAHO Water Main Easement Page 3 Version 01/0 112024 Instrument # 2025-046162 07/23/2025 08:51:15 AM Page 4 of 5 ALPINE SURGICAL CENTER WATER EASEMENT EXHIBIT A LEGAL DESCRIPTION A parcel of land being a portion of Lot 1 Block 1 of Southern Springs Subdivision no. 1 as filed for record in Book 94, Page 11460 to 11463 Ada County Official Records, being in Government Lot 1 Section 19,T. 3N , R.1 E, Boise Meridian,City of Meridian,Ada County, Idaho, more particularly described as follows: Commencing at the southwest corner of said Lot 1 Block 1;thence on the south line of said Lot 1 Block 1 N90000'00"E a distance of 17.98 feet to a point on the east line of a water and sewer easement I.N. 104133350;thence on last said easement line the following two(2) courses: N00006'08"W a distance of 61.66 feet;thence N89043'52"E a distance of 19.50 feet to the Point of Beginning;thence continuing on last said line N89043'52"E a distance of 4.00 feet;thence N00016'08"W a distance of 20.00 feet;thence S89043'52"W a distance of 4.00 feet to a point on last said easement;thence on the east line of last said easement S00016'08"E a distance of 20.00 feet to the Point of Beginning The above described easement contains 80 Square Feet, more or less. See Exhibit B, attached hereto and made part thereof t �P� , I ') s Instrument # 2025-046162 07/23/2025 08:51:15 AM Page 5 of 5 6OR -am* LO 00 09 Ul b M ........... ........ ris 0 M< < z Z OkjQ ® Z� ;p:—i� — , - W 2 ce z ca z cc A ............................ 0 a. 3 Cl) T Z W W Z X 0 W W w U. z UJ 02 I z 0 jA.M 0 z 3Jcj-69 --ZOS— z Z co z 07 0 M co Z 0 Uj co 001 z 2 z co CL z U- LU 2 0 CO 0 0 cy Uj z Zrz 7 LU w > t O av :c Fz Z<w bi w IM C.) Z'l z 0 Ul Ow 3:0: 00 0 w tu LL Z Z Zi Cr 0 4M Z 0 .99'�9 M.90,90 OON M co -J .00N rp P LL z L) E IDIAN 'aAHO AGENDA ITEM ITEM TOPIC: Apex Northwest Subdivision No. 6 Water Main Easement (ESMT-2025-0081) Ada County Recorder Trent Tripple 2025-046163 Project Name or Subdivision Name: Boise,Idaho Pgs=9 cfowler 07/23/2025 08:51:15 AM CITY OF MERIDIAN IDAHO$0.00 Apex Northwest Subdivision No. 6 Electronically Recorded Water Main Easement Number: 1 Identify this Easement by sequential number if the project contains more than one easement of this type.See instructions/checklist for additional information. For Internal Use Only Record Number: WATER MAIN EASEMIENT THIS Easement Agreement made this 22 n d day of July 2025 between The David&Kristin Turnbull FaMily Trust UTA Augustl 20gi t,LLC("Grantor")and the City of.N4eridian, an Idaho Municipal Corporation("Grantee"); WHEREAS, the Grantor desires to provide a water main right-of-way across the premises and property hereinafter particularly bounded and described; and V%THEREAS , the water main is to be provided for through underground pipelines to be constructed by others;and V41EREAS, it will be necessary to maintain and service said pipelines from time to time by the Grantee-, NOW,THEREFORE, in consideration of the benefits to be received by the Grantor, and other good and valuable consideration, the Grantor does hereby give, grant and convey to the Grantee the right- of-way for an easement for the operation and maintenance of water mains over and across the following descfibed prop (SEE ATTACHED EXH113ITS A and 13) The easement hereby granted is for the purpose of construction and operation of water mains and their allied facilities,together with their maintenance,repair and replacement at the convenience of the Grantee,with the free right of access to such facilities at any and all times. TO HAVE AND TO HOLD, the said easement and right-of-way to the said Grantee, its successors and assigns forever. IT ISEXPRESSLY UNDERSTOOD AND AGREED, by and between the parties hereto, that after making repairs or performing other maintenance,Grantee shall restore the area of the easement and adjacent property to that existent prior to undertaking such repairs and maintenance. However, Grantee shall not be responsible for repairing, replacing or restoring anything placed within the area described in this easement that was placed there in violation ofthis easement. THE GRANTOR covenants and agrees that Grantor shall not place or allow to be placed any permanent structures or obstructions within the easement area that of interfere with Grantee's use of said easement, including,but not limited to,buildings, trash enclosures, carports, sheds,fences,trees,or deep-rooted shrubs. THE GRANTOR covenants and agrees with the Grantee that should any part of the t-of-way and easement hereby granted shall become part of,or lie within the boundaries of any Water Main Easement Page 1 Version 01/01/2024 Instrument # 2025-046163 07/23/2025 08:51:15 AM Page 2 of 9 public street, then, to such extent, such right-of-way and easement hereby granted which lies within such boundary thereof or which is a part thereof, shall cease and become null and void and ofno further effect and shall be completely relinquished. THE GRANTOR does hereby covenant with the Grantee that Grantor is lawfully seized and possessed of the aforementioned and described tract of land, and that Grantor has a good and lawful right to convey said easement, and that Grantor will warrant and forever defend the title and quiet possession thereofagainst the lawful claims of all persons whomsoever. THE COVENANTS OF GRANTOR made herein shall be binding upon Grantor's successors, assigns, heirs,personal representatives,purchasers, or transferees of any kind. IN WITNESS WHEREOF, the said parties of the first part have hereunto subscribed their signatures the day and year first herein above written. [END OF TEXT; SIGNATURES TO FOLLOW] Water Main Easement Page 2 Version 01/01/2024 Instrument # 2025-046163 07/23/2025 08:51:15 AM Page 3 of 9 GRANTOR: THE DAVID & KRISTIN TURNBULL FAMILY TRUST U/T/A AUGUST 1, 2006 an Idaho revocable trust By: avi rWTurnbult,Trustee STATE OF IDAHO ) :ss. County of Ada ) On this the `& day of July, in the year of 2025, before me a Notary Public of said State, personally appeared David W.Turnbull, known of identified to me to be a Trustee of The David & Kristin Turnbull Family Trust, the trust that executed the instrument or the person who executed the instrument on behalf of said trust, and acknowledged to me that such trust executed the same. IN WITNESS WHEREOF, I have hereunto set my hand and affixed my office seal the day and year in this certificate first above written. UTL LNOTARYPUBLIC w I 22 9 Notary Public or Idaho ET I � M Commission expires: �� �SION EXPIRES 0411012030 Y Instrument # 2025-046163 07/23/2025 08:51:15 AM Page 4 of 9 GRANTOR: SCS INVESTMENTS LLC an Idaho limited liability company BY: 1�ti Michael A. Hall, President STATE OF IDAHO ) ss. County of Ada ) On this � day of June, in the year of 2025, before me a Notary Public of said State, personally appeared Michael A. Hall, known or identified to me to be the President of SCS Investments LLC, the company that executed the instrument or the person who executed the instrument on behalf of said company,and acknowledged to me that such company executed the same. IN WITNESS WHEREOF, I have hereunto set my hand and affixed my official seal the day and year in this certificate first above written. DONNA WILSON <' otary Public for Idaho COMMISSION#67674 My Commission expires NOTARY PUBLIC STATE OF IDAHO Instrument # 2025-046163 07/23/2025 08:51:15 AM Page 5 of 9 GRANTEE: CITY OF MERIDIAN Robert E. Si iso Mayor 7-22-2025 Attest by ChFohnso F'``T Ci jerk 7-22-2025 STATE OF IDAHO, ) . ss. County of Ada ) This record was acknowledged before me on 7-22-2025 (date) by Robert E. Simison and Chris Johnson on behalf of the City of Meridian, in their capacities as Mayor and City Clerk, respectively. Notary Stamp Below CHARLENE WAY Notary Signature COMMISSION No. 67390 My Commission Expires: 3-28-2028 NOTARY PUBLIC STATE OF IDAHO Water Main Easement Page 3 Version 01/01/2024 Instrument # 2025-046163 07/23/2025 08:51:15 AM Page 6 of 9 E N G I N R 9 R I N G June 25,2025 Project No.:24-164 Apex Northwest Subdivision No.6 City of Meridian Water Easement Legal Description Exhibit A A parcel of land for a City of Meridian water easement being a portion of the Southeast 1/4 of the Northwest 1/4 of Section 31,Township 3 North,Range 1 East,B.M.,City of Meridian,Ada County,Idaho being more particularly described as follows: Commencing at a 5/8-inch rebar marking the Center 1/4 corner of said Section 31,which bears N89.57'15"E a distance of 1,318.94 feet from a 5/8-inch rebar marking the Southwest corner of said Southeast 1/4 of the Northwest 1/4(Center-West 1/16 corner),thence following the southerly line of said Southeast 1/4 of the Northwest 1/4,S89°57'15"W a distance of 586.35 feet; Thence leaving said southerly line, N00.02'45"W a distance of 41.29 feet to POINT OF BEGINNING 1. Thence N00°02'45"W a distance of 36.21 feet; Thence N89`57'15"E a distance of 20.00 feet; Thence 500°02'45"E a distance of 36.21 feet; Thence 589.57'15"W a distance of 20.00 feet to POINT OF BEGINNING 1. Said parcel contains 724 square feet, more or less. TOGETHER WITH: Commencing at said Center 1/4 corner,thence following the easterly line of said Southeast 1/4 of the Northwest 1/4, N00°38'17"E a distance of 45.34 feet to POINT OF BEGINNING 2. Thence leaving said easterly line, N40.31'33"W a distance of 18.58 feet; Thence N49.28'27"E a distance of 16.25 feet to said easterly line; Thence following said easterly line,S00.38'17"W a distance of 24.69 feet to POINT OF BEGINNING 2. Said parcel contains 151 square feet,more or less. Said description contains a total of 875 square feet,more or less,and is subject to all existing easements and/or rights-of-way of record or implied. Attached hereto is Exhibit B and by this reference is made a part hereof. 12459 OF 'N L. 8��'�' (o•ZS ?A 5725 North Discovery Way• Boise, Idaho$3713 •208.639.6939• kmengllp.com Instrument # 2025-046163 07/23/2025 08:51:15 AM Page 7 of 9 P.\24-2641SURVEACAD\EXHIBITS\24.164 CITY OF MERIDIAN WATER EASEMENT TURNBULL FAMILYTRUST.0WG,AARON BALLARD,5/26/2025,DWG TO PDF.PC3,08.5X31 L[PDF] A z O �PQ 0-0 O ZZ O V v'jZ-iWN TI 0 W 'O O 4M -16 C Z zv m o :3 o XICA y 00 o- m ( N z = a� CNN { O0 u � rn p O� m w 0 cn ocn o 0 n N IO UI N O O Xrn X (DD � O m fC frl I W z00, O Iq O O aI Q_ �m OD � -n \In P W c c W W '� a a c� w , X -� <. Z O O imp N`C M. OJ (n C O (D M EA O rip CL r*t I h CL C z O� rrn I cr � C \z -P � O O O O Zm0 a O I r m D\o m m G7.0 O a50 Z?� " w mzX 0D c� � w - , � 00 oN ? N ri 0 in 91 V CITY OF MERIDIAN zo WATER EASEMENT aka?a w� BY OTHERS co 'O m m rn = ° Exhibit B x'' A M Q m _ City of Meridian Water Easement Z FZ N p� �� N G=Z rn O a_Wyo v--M� T g 1p s v m Apex Northwest Subdivision No. 6 p z o SE1/4 NW1/4 Sec 31,T3N, R1E, BM, City of Meridian,Ada County, Idaho A � Instrument # 2025-046163 07/23/2025 08:51:15 AM Page 8 of 9 } 20.00 n89°57'15"e o h, Gwi NO N N IJ? O O s89°5715"w 20.00 Title: 24-164 City of Meridian Water Easement Date: 06-25-2025 Scale: 1 inch= 8 feet File: Deed Plotter-des Tract 1: 0.017 Acres: 724 Sq Feet:Closure=n00.0000e 0.00 Feet: Precision>1/999999: Perimeter=112 Feet 001=n00.0245w 36.21 003=s00.0245e 36.21 002=n89.5715e 20.00 004=s89.5715w 20.00 Instrument # 2025-046163 07/23/2025 08:51:15 AM Page 9 of 9 '1 00 9°tip 3 Vl �f. k t 4 Title: 24-164 City of Meridian Water Easement Date: 06-25-2025 Scale: 1 inch=5 feet File: Deed Plotter.des Tract 1: 0.003 Acres: 151 Sq Feet:Closure=n30.1717w 0.01 Feet: Precision=1/7947: Perimeter= 60 Feet 001=n40.3133w 18.58 003=s00.3817w 24.69 002=n49.2827e 16.25 V IDIAN� AGENDA ITEM ITEM TOPIC: Buildings T101 &T102 Sanitary Sewer and Water Main Easement (ESMT- 2025-0083) Ada County Recorder Trent Tripple 2025-046164 Boise,Idaho Pgs=6 cfowler 07/23/2025 08:51:15 AM CITY OF MERIDIAN IDAHO$0.00 Electronically Recorded P Project Name or Subdivision Name: suI L pyoe" Tlot -f s Sanitary Sewer&Water Main Easement Number:O_ Identify this Easement by sequential numher if the project contains more than oneenscment of Id this Type.See instructions checklist foradditional inrutmetion, In (s For Internal Use Only ESMT-2025-0083 Record Number: SANITARY SEWER AND WATER MAIN EASEMENT THIS Easement Agreement made this 22nd day of July 20 25 between Adler La Vista T101 LLC, an Idaho limited liability company, and Adler La Vista T102 LLC, an Idaho limited liability company,as tenants-in-common(collectively"Grantor")and the City of Meridian, an Idaho Municipal Corporation("Grantee"); WHEREAS,the Grantor desires to provide a non-exclusive sanitary sewer and water main easement across the premises and property hereinafter particularly bounded and described; and WHEREAS, the sanitary sewer and water is to be provided for through underground pipelines to be constructed by others; and WHEREAS, it will be necessary to maintain and service said pipelines from time to time by the Grantee; NOW, THEREFORE, in consideration of the benefits to be received by the Grantor, and other good and valuable consideration, the Grantor does hereby give, grant and convey unto the Grantee a non-exclusive easement for the operation and maintenance of underground sanitary sewer and underground water mains over and across the following described property: (SEE ATTACHED EXHIBITS A and B) The easement hereby granted is for the purpose of construction and operation of underground sanitary sewer and underground water mains and their allied facilities, together with their maintenance,repair and replacement at the convenience of the Grantee, with the free right of access to such facilities at any and all times. TO HAVE AND T O HOLD,the said easement unto the said Grantee,its successors and assigns forever. IT IS EXPRESSLY UNDERSTOOD AND AGREED, by and between the parties hereto, that after making repairs or performing other maintenance, Grantee shall restore the area of the easement and adjacent property to that existent prior to undertaking such repairs and maintenance. However, Grantee shall not be responsible for repairing, replacing or restoring anything placed within the area described in this easement that was placed there Sanitary Sewer and Water Main Easement Page 2 Version 01/01/2024 Instrument # 2025-046164 07/23/2025 08:51:15 AM Page 2 of 6 in violation of this easement. THE GRANTOR covenants and agrees that Grantor shall not place or allow to be placed any permanent structures or obstructions within the easement area that would interfere with Grantee's use of said easement, including, but not limited to, buildings, trash enclosures, carports, sheds, fences, trees, or deep-rooted shrubs. Grantor is expressly allowed to place parking areas, drive aisles, curbs, gutters, and sidewalks, and landscaping irrigation lines and sprinkler heads in the easement area. THE GRANTOR covenants and agrees with the Grantee that should any part of the easement hereby granted become part of, or lie within the boundaries of any public street, then,to such extent,such right-of-way and easement hereby granted which lies within such boundary thereof or which is a part thereof, shall cease and become null and void and of no further effect and shall be completely relinquished. THE GRANTOR does hereby covenant with the Grantee that Grantor is lawfully seized and possessed of the aforementioned and described tract of land, and that Grantor has a good and lawful right to convey said easement, and that Grantor will warrant and forever defend the title and quiet possession thereof against the lawful claims of all persons whomsoever. THE COVENANTS OF GRANTOR made herein shall be binding upon Grantor's successors, assigns,heirs,personal representatives, purchasers, or transferees of any kind. IN WITNESS WHEREOF, the said parties of the first part have hereunto subscribed their signatures the day and year first herein above written. GRANTOR: ADLER JLA VISTA T101 LC r 4Brady illJIAHO ) s Pesident STATE OF ) ss County of Ada ) This record was acknowledged before me on 1k, (date)by Bradley E. Miller, on behalf of Adler La Vista T101 LLC,an Idaho limited liability company, in the following representative capacity: President. Notary Stamp Below Ir L 8HdlA EI.L"J I'ISSION# 0222633OTARYPUBLIC TATE OF IDAHO Notary Signature SION EXPIRES 05/20/2028 Sanitary Sewer and Water Main Easement Page 3 Version 01/01/2024 Instrument # 2025-046164 07/23/2025 08:51:15 AM Page 3 of 6 My Commission Expires: O l ADLER LA VISTA 1 2 LLC By: Bradley E. iller, its President STATE OF IDAHO) ) ss County of Ada ) This record was acknowledged before me on 7 ht oZ5- (date) by Bradley E. Miller on behalf of Adler La Vista T102 LLC, an Idaho limited liability company, in the following representative capacity: President. Notary Stamp Below JOSFIUA ELLIJY7 Not Signature / [MY OMMISSION#20222633 NOTARY PUBLIC My Commission Expires: - z O STATE OF IDAHO MMISSION EXPIRES 05/20/2028 Y Sanitary Sewer and Water Main Easement Page 4 Version 01/01/2024 Instrument # 2025-046164 07/23/2025 08:51:15 AM Page 4 of 6 GRANTEE: CITY OF MERIDIAN Robert E. Si , Mayor 7-22-2025 x A st y CA ohnso rFF^tits ` rk 7-22-2025 STATE OF IDAHO, ) ss. County of Ada ) This record was acknowledged before me on 7-22-2025 (date) by Robert E. Simison and Chris Johnson on behalf of the City of Meridian, in their capacities as Mayor and City Clerk, respectively. Notary Stamp Below ny CHARLENE WAY COMMISSION No. 67390 Notary Signature 3-28-2028 NOTARY PUBLIC My Commission Expires: STATE OF IDAHO Sanitary Sewer and Water Main Easement Page 5 Version 01/01/2024 Instrument # 2025-046164 AR D U R R A 07/23/2025 08:51:15 AM Page 5 of 6 Project No: 250258 Date:July 9, 2025 Page 1 of 1 EXHIBIT"A" PERMANENT WATER MAIN &SANITARY SEWER EASEMENT A portion of the NE1/4 of the SW1/4 of Section 15, Township 3 North, Range 1 West, Boise Meridian, City of Meridian, Ada County, Idaho, more particularly described as follows: COMMENCING at the center west one sixteenth corner of said Section 15 from which the center one- quarter corner of said Section 15 bears 5.89°14'48"E., 1322.78 feet; thence, along the west boundary of said NE1/4 of the SW1/4, A. S.00039'32"W., 735.20 feet; thence, B. S.89014'48"E.,418.07 feet to the POINT OF BEGINNING,thence, 1. S.89014'48"E., 276.24 feet; thence, 2. N.00045'12"E., 8.10 feet;thence, 3. S.89014'48"E., 20.00 feet; thence, 4. 5.00045'12"W., 8.10 feet; thence, 5. S.89014'48"E., 6.26 feet; thence, 6. 5.00045'12"W., 30.00 feet; thence, 7. N.89014'48"W., 302.51 feet; thence, 8. N.00045'12"E., 30.00 feet to the POINT OF BEGINNING. CONTAINING: 0.21 Acres. ©�At LAND S EN G 1' 376 �Q l OF B opm 332 N.Broadmore Way Nampa, 0 83687 I 208.442.6300 www.ardurraxom ci EXHIBIT "B" LU co PERMANENT WATER MAIN & SANITARY SEWER EASEMENT LOCATED IN A PORTION OF THE NE 1/4 OF THE SW1/4 OF SECTION 15, TOWNSHIP 3 NORTH, RANGE 1 WEST, BOISE MERIDIAN, w CITY OF MERIDIAN,ADA COUNTY, IDAHO 2025 w 0 ¢ 0 z cn o CW1/16 BASIS OF BEARINGS C1/4 CD � S89'14'48"E 1322.78' W. GRAND MOGUL DRIVE Z W K U U W d cn 7 O x H N H Z W H Z O U LINE TABLE I LINE BEARING DIST w L60 N00'45'12"E 8.10' w 10 z N L61 S89'14'48"E 20.00' cn 'n L62 S00'45'12"W 8.10' CD zo M L63 S89'14'48"E 6.26' c¢� 39: L64 S00'45'12"W 30.00' o L65 N00'45'12"E 30.00' 0 o r�rn w � O w N w z O U C) O a w � Iz 418.07' POINT OF BEGINNING S89'14'48"E 276.24�__ — __ L60 L61 ¢ S89'14'48"E� — - -- - _._ -- - - - o `n� PERMANENT EASEMENT L62 0.21 ACRES L63 uN89'14'48"W 302.51' — r — — — — c z US z A� LAN 250258-W s Sew EM .58 4 13765 A R[ IL U R R A 0' 25' 50' 100, OF Q'm 332 N.BROADMORE WAY NAMPA,IDAHO 83687 0 208-442-6300 1 WWW.ARDURRA.COM Instrument # 2025-046164 n7l9,vgngr nu•ri•ir Ann Para a of R w IDIAN� AGENDA ITEM ITEM TOPIC: Buildings T101 &T102 Water Main Easement No. 1 (ESMT-2025-0084) 1 Ada County Recorder Trent Tripple 2025-046165 Boise,Idaho Pgs=9 cfowler 07/23/2025 08:51:15 AM i CITY OF MERIDIAN IDAHO$0.00 Electronically Recorded Project Name or Subdivision Name: &%L,,%&A -rvul -"T IvZ Water Main Easement Number: D L [ Identify this Easement by sequential number if the project contains more than one easement of this type.See Instructions/checklist for additional Information. f For Internal Use only ESMT-2025-0084 K Record Number: 1 F, WATER MAIN EASEMENT THIS Easement Agreement made this 22nd day of JUIY 20 25 between Adler La Vista T101 LLC, an Idaho limited liability company, and Adler La Vista T102 LLC, an Idaho limited liability company,as tenants-in-common(collectively"Grantor")and the City of Meridian, an Idaho Municipal Corporation("Grantee"); WHEREAS, the Grantor desires to provide a non-exclusive water main easement across E the premises and property hereinafter particularly bounded and described; and WHEREAS , the water main is to be provided for through underground pipelines to be constructed by others; and WHEREAS, it will be necessary to maintain and service said pipelines from time to time I by the Grantee; NOW, THEREFORE, in consideration of the benefits to be received by the Grantor, and other good and valuable consideration, the Grantor does hereby give, grant and convey j unto the Grantee a non-exclusive easement for the operation and maintenance of underground water mains over and across the following described property: (SEE ATTACHED EXHIBITS A and B) 1 r The easement hereby granted is for the purpose of construction and operation of underground water mains and their allied underground facilities, together with their maintenance, repair and replacement at the convenience of the Grantee, with the free right of access to such facilities at any and all times. TO HAVE AND TO MOLD, the said easement unto the said Grantee, its successors and assigns forever. j IT IS EXPRESSLY UNDERSTOOD AND AGREED, by and between the parties hereto, that after making repairs or performing other maintenance, Grantee shall restore the area of the easement and adjacent property to that existent prior to undertaking such repairs and F° maintenance. However, Grantee shall not be responsible for repairing, replacing or restoring anything placed within the area described in this easement that was placed there in violation of this easement. Water Main Easement Page 1 Version 01/01/2024 Instrument # 2025-046165 07/23/2025 08:51:15 AM Page 2 of 9 THE GRANTOR covenants and agrees that Grantor shall not place or allow to be placed any permanent structures or obstructions within the easement area that would interfere with Grantee's use of said easement, including, but not limited to, buildings, trash enclosures, carports, sheds, fences, trees, or deep-rooted shrubs. Grantor is expressly allowed to place parking areas, drive aisles, curbs, gutters, and sidewalks, and landscaping irrigation lines and sprinkler heads in the easement area. THE GRANTOR covenants and agrees with the Grantee that should any part of the easement hereby granted become part of, or lie within the boundaries of any public street, then,to such extent, such easement hereby granted which lies within such boundary thereof or which is a part thereof, shall cease and become null and void and of no further effect and shall be completely relinquished. THE GRANTOR does hereby covenant with the Grantee that Grantor is lawfully seized and possessed of the aforementioned and described tract of land, and that Grantor has a good and lawful right to convey said easement, and that Grantor will warrant and forever defend the title and quiet possession thereof against the lawful claims of all persons whomsoever. THE COVENANTS OF GRANTOR made herein shall be binding upon Grantor's successors, assigns,heirs,personal representatives,purchasers, or transferees of any kind. IN WITNESS WHEREOF, the said parties of the first part have hereunto subscribed their signatures the day and year first herein above written. GRANTOR: ADL R L I T O LLC B Bradley E. Tiller, its President STATE OF IDAHO ) ) ss County of Ada ) This record was acknowledged before me on 1 2 (date) by Bradley E. Miller on behalf of Adler La Vista T101 LLC, an Idaho limited liability company, in the following representative capacity: President. Notary Stamp Below EJOSIHJUA ELLIOTTN#20222633 Notary ignature PUBLIC My Commission Expires: Slip F IDAHOEXPIRES 05/20/2028 Water Main Easement Page 2 Version 01/01/2024 Instrument # 2025-046165 07/23/2025 08:51:15 AM Page 3 of 9 GRANTOR (continued): ADLER LA V TA T10 LLC ti By, ra ey . Miller, its President STATE OF IDAHO ) ) ss County of Ada ) This record was acknowledged before me on o Zc 5 (date) by Bradley E. Miller on behalf of Adler La Vista T102 LLC, an Idaho limited liability company, in the following representative capacity: President. Notary Stamp Below E ELLIOTTN#20222633 Notary Signature PUBLIC F IDAHO My Co mission Expires: L EXPIRES 05/20/2028 Water Main Easement Page 3 Version 01/01/2024 Instrument # 2025-046165 07/23/2025 08:51:15 AM Page 4 of 9 GRANTEE: CITY OF MERIDIAN Robert E. Sim(on ayor 7-22-2025 C'Vt ID s y s John �n; ity jerk 7-22-2025 STATE OF IDAHO, ) : ss. County of Ada ) This record was acknowledged before me on 7-22-2025 (date) by Robert E. Simison and Chris Johnson on behalf of the City of Meridian,in their capacities as Mayor and City Clerk, respectively. Notary Stamp Below CHARLENE WAY Notary Signature 3-28-2028 COMMISSION No. 67390 My Commission Expires: NOTARY PUBLIC STATE OF IDAHO Water Main Easement Page 4 Version 01/01/2024 Instrument # 2025-046165 AR D U R R A 07/23/2025 08:51:15 AM Page 5 of 9 Project No: 250258 Date: July 9, 2025 Page 1 of 4 EXHIBIT"A" PERMANENT WATER MAIN EASEMENT A portion of the NE1/4 of the SW1/4 of Section 15, Township 3 North, Range 1 West, Boise Meridian, City of Meridian, Ada County, Idaho, more particularly described as follows: COMMENCING at the center west one sixteenth corner of said Section 15 from which the center one- quarter corner of said Section 15 bears 5.89°14'48"E., 1322.78 feet; thence, along the west boundary of said NE1/4 of the SW1/4, A. S.00039'32"W., 76.47 feet to the POINT OF BEGINNING,thence, 1. S.89014'48"E., 15.61 feet; thence, 2. N.45045'12"E., 20.11 feet; thence, 3. 5.88015'35"E., 20.00 feet; thence, 4. S.02017'37"W., 8.16 feet; thence, 5. 5.45045'12"W., 9.30 feet; thence, 6. S.00045'12"W., 19.14 feet; thence, 7. N.89014'48"W., 10.00 feet; thence, 8. 5.00045'12"W., 37.99 feet; thence, 9. S.21044'48"E., 83.05 feet; thence, 10. 5.00045'12"W., 27.28 feet; thence, 11. 5.89014'48"E., 10.00 feet; thence, 12. 5.00045'12"W., 20.00 feet; thence, 13. N.89014'48"W., 10.00 feet; thence, 14. S.00045'12"W., 111.00 feet;thence, 15.5.89014'48"E., 7.94 feet;thence, 16. 5.00045'12"W., 20.00 feet; thence, 17. N.89014'48"W., 7.94 feet; thence, 332 N.Broadmore Way I Nampa, 0 83687 ( 208.442.6300 w w,ardurra.com Instrument # 2025-046165 07/23/2025 08:51:15 AM Page 6 of 9 18. S.00045'12"W., 10.00 feet; thence, 19. S.89014'48"E., 287.13 feet; thence, 20. N.45045'12"E., 12.99 feet; thence, 21. N.00045'12"E., 26.81 feet; thence, 22. S.89014'48"E., 30.81 feet; thence, 23. S.00045'12"W., 24.29 feet; thence, 24. S.45045'12"W.,44.85 feet; thence, 25. N.89014'48"W., 295.41 feet; thence, 26.S.00045'12"W., 313.57 feet; thence, 27.S.89014'48"E., 315.29 feet; thence, 28. N.00045'22"E., 49.58 feet; thence, 29. S.89014'48"E., 33.73 feet; thence, 30. S.00045'31"W., 25.01 feet; thence, 31. N.89014'48"W., 13.73 feet; thence, 32.S.00045'12"W., 26.73 feet; thence, 33. S.89014'48"E., 19.06 feet; thence, 34. S.00045'12"W., 89.69 feet; thence, 35. N.89014'48"W., 38.73 feet; thence, 36. N.00045'12"E., 25.00 feet; thence, 37. S.89014'48"E., 18.73 feet; thence, 38. N.00045'12"E., 46.85 feet; thence, 39. N.89014'48"W., 334.35 feet;thence, 40.S.00045'12"W.,257.52 feet;thence, 41. S.44014'48"E., 14.95 feet; thence, 2 332 N.Broadmore Way I Nampa, ID 83687 I 208.442.6300 I www.ardurrcaxam Instrument # 2025-046165 07/23/2025 08:51:15 AM Page 7 of 9 42. S.66044'48"E., 82.78 feet; thence, 43. S.89014'48"E., 130.90 feet; thence, 44. S.66044'48"E., 21.11 feet; thence, 45. S.89014'48"E., 399.18 feet; thence, 46. N.45045'12"E., 2.94 feet;thence, 47. S.89014'48"E., 28.28 feet; thence, 48. S.45045'12"W., 31.22 feet; thence, 49. N.89014'48"W., 411.44 feet; thence, 50. N.66044'48"W., 21.11 feet; thence, 51. N.89014'48"W., 130.90 feet; thence, 52. N.66044'48"W., 90.74 feet; thence, 53. N.44014'48"W., 27.21 feet; thence, 54. N.00045'12"E., 265.81 feet; thence, 55. N.89014'48"W., 43.70 feet to said west boundary of said NE1/4 of the SW1/4; thence, along said west boundary, 56. N.00039'32"E., 20.00 feet; thence, 57. S.89014'48"E., 21.55 feet;thence, 58. N.00045'12"E., 11.57 feet; thence, 59.S.89014'48"E., 22.18 feet; thence, 60. N.00045'12"E., 506.30 feet; thence, 61. N.21044'48"W., 41.84 feet; thence, 62.S.68015'12"W., 11.93 feet; thence, 63. N.21044'48"W., 20.00 feet; thence, 64. N.68015'12"E., 11.93 feet; thence, 65. N.2104448"W., 21.21 feet; thence, 3 332 N.Broadmore Way I Nampo, ID 83687 208.442.6300 w w.ardurraxom Instrument # 2025-046165 07/23/2025 08:51:15 AM Page 8 of 9 66. N.00045'12"E., 41.97 feet; thence, 67. N.89014'48"W., 13.00 feet to said west boundary of said NE1/4 of the SW1/4; thence, along said west boundary, 68. N.00039'32"E., 20.00 feet to the POINT OF BEGINNING. CONTAINING: 1.21 Acres. OKL LAND 1 3765 0 F ' 0'MAC-�"`l 4 332 N.Broadmore Way Nwnpa, 0 83687 1 208.442.6300 urww,ardurra.com Instrument # 2025-046165 BASIS OF BEARINGS 625 08:51:15 AM Page 9 of C1/4 aCW1/16 S89`14'48"E 1322.78'LU W W. GRAND MOGUL DRIVE o L2 � =3 FL L4 LINE TABLE LINE TABLE LINE TABLE LINE TABLE � ©- 10 + LINE BEARING DIST LINE BEARING DIST LINE BEARING DIST LINE BEARING DIST `=' � L6 n -� L1 S00'39'32"W 76.47' L8 N89'14'48"W 10.00' L20 S00'45'12"W 24.29' L35 IN66'44'48"W 21.11' im� T� L48 o, L8 L2 S89'14'48"E 15.61' L9 S00'45'12"W 37.99' L21 S45'45'12"W 44.85' L36 N44'14'48"W 27.21 o L46- L3 N45'45'12"E 20.11' L10 S00'45'12"W 27.28' L22 N00'45'22"E 49.58' L37 N89'14'48"W 43.70' z L45 S21'44 48'E L4 S88'15'35"E 20.00' L11 S89'14'48"E 10.00' L23 S89'14'48"E 33.73' L38 N00'39'32"E 20.00' 83.05" LU L5 S02'17'37"W 8.16' L12 S00'45'12"W 20.00' L24 S00'45'31"W 25.01' L39 S89'14'48"E 21.55' z L43 LU L10 L6 S45'45'12"W 9.30' L13 N89'14'48"W 10.00' L25 N89'14'48"W 13.73' L40 N00'45'12"E 11.57' L4 L11 �IL7 S00'45'12"W 19.14' L14 S89'14'48"E 7.94' L26 S00'45'12"W 26.73' L41 S89'14'48"E 22.18' c� w J L15 N89'14'48"W 7.94' L27 N89'14'48"W 38.73' L42 N21'44'48"W 41.84' a �L L13 �-i L16 S00'45'12"W 10.00' L28 N00'45'12"E 25.00' L43 S68'15'12"W 11.93' �_ S00*45*12"W 0 r L17 N45'45'12"E 12.99' L29 S89'14'48"E 18.73' L44 N21'44'48"W 20.00' Z ra( � L18 N00'45'12"E 26.81' L30 S44'14'48"E 14.95' L45 N68'15'12"E 11.93' w I o 0 �t- -c5 t1i L19 S89'14'48"E 30.81' L31 S66'44'48"E 21.11' L46 N21'44'48"W 21.21' � co � I I-15 L19 L32 N45'45'12"E 2.94' L47 N00'45'12"E 41.97' - L18 4 �o CD LOz w w L33 S89'14'48"E 28.28' L48 N89'14'48"W 13.00' S89'14'48"E 287.1.3 L17 �� M M N - " - `- -- -- /�� L34 S45'45'12"W 31.22' L49 N00'39'32"E 20.00' O)I cD LO - .� �..,- - - --- - � :� "� o T- N89'14'48"W 295.41' sn- o I CO j z1 z� o LANDS o 11, iv N PERMANENT EASEMENT o 1.21 ACRESCD CD i � L23 c 765-- - � ZUDo L41�,zfNJ o � � 4 0� - -9'14'48"E 315-29' - --..- - � �L25 L26 �� OF k© � U _ . 0'M 148 E N8 W T19.06- w N00'45'12E Al 46.85` SOfl'45'12"W 89.69' J�L27� o $ N 0' 50' 100, 200' 1 ''f c) f 0 to 0 L U �,• S66'44'48"E cn LU :z S89'14'48"E 130.90' C `o-- -- - - -�.37 S89'14'48"E 399.18' L33 N66'44'48"W�� 10-- --- - - --- - _.. .-.. - - - Z 90.74' �� - - - - - �. - N89'14'48"W 130.90Y,3s:�--- --,-- - - --- - - - - --------- -��� N89'14'48"W 411.44' � 250258-v1a'.er$,Sftv Ease dq i z o SW1/16 EXHIBIT "B" /� DJUA CDi PERMANENT WATER MAIN EASEMENT �✓ ni ni M LOCATED IN A PORTION OF THE NE 1/4 OF THE SW1/4 OF SECTION 15, TOWNSHIP 3 NORTH, RANGE 1 WEST, BOISE MERIDIAN, 332 N.BROADMORE WAY CITY OF MERIDIAN,ADA COUNTY, IDAHO NAMPA,IDAHO 83687 Q 2025 208-442-6300 1 WWW.ARDURRA.COM E IDIAN 'aAHO AGENDA ITEM ITEM TOPIC: Final Plat for Centerville Subdivision No. 3 (FP-2025-0008), by Kent Brown, Kent Brown Planning Services, located at 5200 W. Hillsdale Ave. COMMUNITY DEVELOPMENT C��fEPIDIAN*,,--, DEPARTMENT REPORT HEARING 7/22/2025 ' Legend , DATE: Project Location TO: Mayor& City Council :--Area of Impact " = City Limits ; a FROM: Linda Ritter,Associate Planner ®Analysis 208-884-5533 - - � Iritter@meridiancity.org - APPLICANT: Kent Brown, Kent Brown Planning Services VY: SUBJECT: FP-2025-0008 Centerville Subdivision No. 3 -FP LOCATION: 5200 S. Hilldale Avenue at the southeast corner of Hillsdale and E. Amity Road in , the NW 1/4 of the NE '/4 of Section 33, Township 3N,Range 1E,Parcel No. S1133120708 I. PROJECT OVERVIEW A. Summary Final Plat consisting of 37 building lots and 9 common lots on 5.35 acres of land in the R-15 zoning district for Centerville Subdivision No. 3. B. Issues/Waivers None C. Recommendation Staff recommend approval of the proposed final plat with the conditions of approval in Section IV of this staff report. D. Decision City of Meridian I Department Report 1. Project Overview I1. COMMUNITY METRICS Table 1: Land Use Description Details Map Ref. Existing Land Use(s) Residential - Proposed Land Use(s) Residential - Existing Zoning R-15 VII.A.2 Proposed Zoning R-15 Adopted FLUM Designation Medium Density Residential/Mixed Use-Neighborhood VII.A.3 Note: See City/Agency Comments and Conditions Section and public record for all department/agency comments received. Centerville Subdivision No. 3 FP-2025-0008 (copy this link into a separate browser). City of Meridian I Department Report II. Community Metrics III. STAFF ANALYSIS Staff has reviewed the proposed final plat for substantial compliance with the approved preliminary plat(H-2021-0046) as required by UDC 11-6B-3C.2. The submitted final plat is for the second phase of construction for the approved preliminary plat;therefore,the proposed plat is in substantial compliance with the approved preliminary plat as required. IV. CITY/AGENCY COMMENTS & CONDITIONS A. Meridian Planning Division PLANNING DIVISION 1. Applicant shall comply with all previous conditions of approval associated with this development: H-2021-0046(AZ,PP),DA Inst. #2022-084254,FP-2023-0009 and FP-2023- 0022. 2. No building permits shall be submitted until the final plat for the associated phase is recorded. 3. The final plat shown in Section V.B,prepared by Bailey Engineering,Inc, stamped by Clint W. Hansen, shall be revised prior to signature on the final plat by the City Engineer, as follows: a. Graphically depict zero lot lines for the townhomes. b. Graphically depict a 15-foot pedestrian easement between lots 44,45, 62 and 63,Block 6. c. Note#1: This note calls out a 5-foot wide interior lot setback instead of the 3-feet allowed per UDC. Change to meet the current UDC setback of 3 feet unless you are providing 5 feet. d. Note# 11: Revise note and replace common drive with private street. e. Note# 16: Include the instrument number for the ACHD license agreement. f. Replace the street named Redding Lane with S. Sapulpa Lane per Ada County's Street Name Review approval. 4. The landscape plan prepared by Jensenbelts Associates, dated April 3,2025, shall be revised as follows: a. Graphically depict the fence around the common area and provide fence details on the landscape plan. b. Graphically depict any fencing that will be provided as part of the subdivision and provide the fence details on the landscape plan. c. Show the proposed landscape for the Cunningham easement. Staff would recommend providing lawn in that area. 5. Future development shall be consistent with the minimum dimensional standards listed in UDC Table 11-2A-7 for the R-15 zoning district. 6. The elevations/facades of 2-story structures that face S. Hillsdale Avenue Street, a collector street, shall incorporate articulation through changes in two or more of the following: modulation(e. g.projections,recesses, step-backs,pop-outs),bays,banding,porches, balconies,material types,or other integrated architectural elements to break up monotonous wall planes and roof lines that are visible from the subject public street. Single- story structures are exempt from this requirement. City of Meridian I Department Report III. Staff Analysis 7. All fencing shall be installed in accordance with UDC 11-3A-7. 8. Off-street parking is required to be provided in accord with the standards listed in UDC Table 11-3C-6 for single-family dwellings based on the number of bedrooms per unit. 9. The Applicant shall comply with all ACHD conditions of approval. 10. The applicant shall comply with the outdoor service and equipment area standards set forth in UDC 11-3A-12. 11. Provide a pressurized irrigation system consistent with the standards as set forth in UDC 11- 3A-15,UDC 11-313-6 and MCC 9-1-28. 12. The Applicant shall pipe and reroute the Cunningham Lateral segment present on this property and comply with the standards in UDC 11-3A-6. 13. The private streets are approved subject to completion of the tasks listed in UDC 11-3F-3 within one year. Documentation of such shall be submitted to the Planning Division in order to receive final approval. 14. Prior to applying for building permits,Administrative Design Review is required to be submitted and approved by the Planning Division for the proposed townhome units. 15. Upon completion of the landscape installation, a written Certificate of Completion shall be submitted to the Planning Division verifying all landscape improvements are in substantial compliance with the approved landscape plan as set forth in UDC 11-3B-14. 16. The applicant shall obtain the City Engineer's signature on the final plat within two (2)years of the date of approval of the final plat, in accord with UDC 11-613-7, in order for the final plat to remain valid; or a time extension may be requested. 17. Staff's failure to cite all relevant UDC requirements does not relieve the applicant from compliance. B. Meridian Public Works GENERAL CONDITIONS: 1. Sanitary sewer service to this development is available via extension of existing mains adjacent to the development. The applicant shall install mains to and through this subdivision; applicant shall coordinate main size and routing with the Public Works Department,and execute standard forms of easements for any mains that are required to provide service. Minimum cover over sewer mains is three feet, if cover from top of pipe to sub-grade is less than three feet than alternate materials shall be used in conformance of City of Meridian Public Works Departments Standard Specifications. 2. Water service to this site is available via extension of existing mains adjacent to the development. The applicant shall be responsible to install water mains to and through this development, coordinate main size and routing with Public Works. 3. All improvements related to public life,safety and health shall be completed prior to occupancy of the structures. Where approved by the City Engineer, an owner may post a performance surety for such improvements in order to obtain City Engineer signature on the final plat as set forth in UDC 11-5C-3B. 4. Upon installation of the landscaping and prior to inspection by Planning Department staff,the applicant shall provide a written certificate of completion as set forth in UDC 11-3B-14A. 5. A letter of credit or cash surety in the amount of 110% will be required for all incomplete fencing,landscaping,amenities,pressurized irrigation,prior to signature on the final plat. City of Meridian I Department Report IV. City/Agency Comments &Conditions 6. The City of Meridian requires that the owner post with the City a performance surety in the amount of 125% of the total construction cost for all incomplete sewer, water infrastructure prior to final plat signature. This surety will be verified by a line item cost estimate provided by the owner to the City. The applicant shall be required to enter into a Development Surety Agreement with the City of Meridian. The surety can be posted in the form of an irrevocable letter of credit, cash deposit or bond. Applicant must file an application for surety, which can be found on the Community Development Department website. Please contact Land Development Service for more information at 887-2211. 7. The City of Meridian requires that the owner post to the City a warranty surety in the amount of 20% of the total construction cost for all completed sewer, and water infrastructure for a duration of two years. This surety amount will be verified by a line item final cost invoicing provided by the owner to the City. The surety can be posted in the form of an irrevocable letter of credit, cash deposit or bond. Applicant must file an application for surety, which can be found on the Community Development Department website. Please contact Land Development Service for more information at 887-2211. 8. In the event that an applicant and/or owner cannot complete non-life, non-safety and non-health improvements,prior to City Engineer signature on the final plat and/or prior to occupancy,a surety agreement may be approved as set forth in UDC 11-5C-3C. 9. Applicant shall be required to pay Public Works development plan review, and construction inspection fees, as determined during the plan review process, prior to the issuance of a plan approval letter. 10. It shall be the responsibility of the applicant to ensure that all development features comply with the Americans with Disabilities Act and the Fair Housing Act. 11. Applicant shall be responsible for application and compliance with any Section 404 Permitting that may be required by the Army Corps of Engineers. 12. Developer shall coordinate mailbox locations with the Meridian Post Office. 13. All grading of the site shall be performed in conformance with MCC 11-1-4B. 14. Compaction test results shall be submitted to the Meridian Building Department for all building pads receiving engineered backfill,where footing would sit atop fill material. 15. The engineer shall be required to certify that the street centerline elevations are set a minimum of 3-feet above the highest established peak groundwater elevation. This is to ensure that the bottom elevation of the crawl spaces of homes is at least 1-foot above. 16. The applicants design engineer shall be responsible for inspection of all irrigation and/or drainage facility within this project that do not fall under the jurisdiction of an irrigation district or ACHD. The design engineer shall provide certification that the facilities have been installed in accordance with the approved design plans. This certification will be required before a certificate of occupancy is issued for any structures within the project. 17. At the completion of the project,the applicant shall be responsible to submit record drawings per the City of Meridian AutoCAD standards. These record drawings must be received and approved prior to the issuance of a certification of occupancy for any structures within the project. 18. Street light plan requirements are listed in section 6-7 of the Improvement Standards for Street Lighting (http://www.meridiancity.org/public_works.aspx?id=272). All street lights shall be installed at developer's expense. Final design shall be submitted as part of the development plan set for approval, which must include the location of any existing street lights. The contractor's work and materials shall conform to the ISPWC and the City of Meridian Supplemental Specifications to the ISPWC. Contact the City of Meridian Transportation and Utility Coordinator City of Meridian I Department Report IV. City/Agency Comments &Conditions at 898-5500 for information on the locations of existing street lighting. 19. The applicant shall provide easement(s)for all public water/sewer mains outside of public right of way (include all water services and hydrants). The easement widths shall be 20-feet wide for a single utility, or 30-feet wide for two. The easements shall not be dedicated via the plat,but rather dedicated outside the plat process using the City of Meridian's standard forms. The easement shall be graphically depicted on the plat for reference purposes. Submit an executed easement (on the form available from Public Works),a legal description prepared by an Idaho Licensed Professional Land Surveyor,which must include the area of the easement(marked EXHIBIT A) and an 81/2"x I I" map with bearings and distances (marked EXHIBIT B) for review. Both exhibits must be sealed, signed and dated by a Professional Land Surveyor. DO NOT RECORD. Add a note to the plat referencing this document. All easements must be submitted,reviewed,and approved prior to signature of the final plat by the City Engineer. 20. Applicant shall be responsible for application and compliance with and NPDES permitting that may be required by the Environmental Protection Agency. 21. Any wells that will not continue to be used must be properly abandoned according to Idaho Well Construction Standards Rules administered by the Idaho Department of Water Resources. The Developer's Engineer shall provide a statement addressing whether there are any existing wells in the development, and if so, how they will continue to be used, or provide record of their abandonment. 22. Any existing septic systems within this project shall be removed from service per City Ordinance Section 9-1-4 and 9 4 8. Contact the Central District Health Department for abandonment procedures and inspections. 23. The City of Meridian requires that pressurized irrigation systems be supplied by a year-round source of water(UDC 11-3B-6.). The applicant should be required to use any existing surface or well water for the primary source. If a surface or well source is not available, a single-point connection to the culinary water system shall be required. If a single-point connection is utilized, the developer will be responsible for the payment of assessments for the common areas prior to development plan approval. 24. All irrigation ditches, canals, laterals, or drains, exclusive of natural waterways, intersecting, crossing or laying adjacent and contiguous to the area being subdivided shall be addressed per UDC 11-3A-6. In performing such work,the applicant shall comply with Idaho Code 42-1207 and any other applicable law or regulation. C. Meridian Fire Department https:llweblink.meridiancity.orglWebLink/browse.aspx?id=393904&dbid=0&repo=MeridianCit Y D. Idaho Department of Environmental Quality(DEQ) https:llweblink.meridiancity.orglWebLink/Browse.aspx?id=393904&dbid=0&redo=MeridianCit Y E. Idaho Transportation Department(ITD) https:llweblink.meridianciU.org/WebLink/Browse.aspx?id=393904&dbid=0&repo=MeridianCit Y City of Meridian I Department Report IV. City/Agency Comments &Conditions V. FINDINGS A. Private Streets In order to approve the application,the Director shall find the following: 1. The design of the private street meets the requirements of this Article; The Director finds that the proposed private street design meets the requirements. 2. Granting approval of the private street would not cause damage hazard, or nuisance, or other detriment to persons,property, or uses in the vicinity; and The Director finds that the proposed private street would not cause damage, hazard, or nuisance, or other detriment to persons,property, or uses in the vicinity if all conditions of approval are met. 3. The use and location of the private street shall not conflict with the comprehensive plan and/or the regional transportation plan. The Director finds the use and location of the private street does not conflict with the comprehensive plan or the regional transportation plan because the proposed design meets all requirements. 4. The proposed residential development(if applicable) is a mew or gated development. The Director finds the use and location of the private street does not conflict with the comprehensive plan or the regional transportation plan because the proposed design meets all requirements and is gated part of the development. VI. ACTION A. Staff: Staff recommends approval of the proposed final plat with the conditions of approval in Section IV of this staff report. B. City Council: Pending City of Meridian I Department Report V. 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IIIk11111'q u■u � •.11! oxy _ ,ii; �!+r:�a 1--Ir IE nnnnnn IMF ■n■a ` Ion y■ :::- x Hlp ♦' ■� 1 ielAll B. Subject Site Photos F 1 Hillsdale looking North City of Meridian Department Report VII. Exhibits Hillsdale looking South City of Meridian Department Report VII. Exhibits C. Final Plat(date: 4/1 l/2025) PLAT SHOWING CENTERVILLE SUBDIVISION NO. 3 PORTIONS a LOTS 1 AND 2 OF BLOCK 1 OF GAROUTTE ACRES SUBOINSION AND A PORTION OF THE NW 4 OF THE NE'R OF SECTION 33.TOWNSHIP 2025 3 NORM.RANGE 1 EAST.BOISE MERIDIAN,ADA CPkF COUNTY,IDAHO NO 2022-071633 CPkF 2025 1/R 28 BA96 a BEARING xp.20, a9F6 NOTES E AYNY pp.B9�B'M'W 2880.M' w..,aDx F nOw n x ur w x6 p �� gF,INeB� �u .r,ro,.W . 18.29'E �.6�•6°E _ _48810'10'E 2dG56'____ _ea�OT__ `7 °EToxnv.F ovcxcnory.mry.nxxF we T 51 I I ®®8T ® 0®56TD �'��;�m,�•2rB'6I'E a���"'P,��°�:�,n; --..—.o..�-.......—.... —El nnRrvx x�@) LEGEND AnB iO XIs wI uDWu..x r wNrr wn¢F i.aNxBWa�JuM s nodB�n l Pnei¢.+l,oEw CnI+µNan�EFn,RioDoK�iUxTnBo�nI¢, pnn n0�wwpIu TMF G x,x.MY�,.w>.I5eE�¢�9wo R nn4n1U su�n)naw9e 9�N x,0gxlff1PrTs up�CEx�lPAxaunx�r Em aB ARWu rc�.�nn,iIuMww0,rv�a1 B,9 r�W,x�B�F.FMpr,=xp1.Bx&I1UrB1.,rM FB Bct�IIFi a,I wE4W,l P�GuI N.,Mjw= AT n,SXtf w 0 61 9 c,F0, x,xta xw[ss x nrcE nce is wainxBo- i • Ixo PIN r=.I,Nr u xmp�n Iry Ixrs,xn wa�u��rs 6 nn, s I o 6 wTM a °„37 nE �i,;I © '` nwwnN wlws aXnl.F xµ,nxan a.ma Xn�n.D�n�nn�x. o umlolax unurr uul.r,r-xsr.xo.wv-¢rs,m,umms ar 52 O)wrs rw s.,mcac a.wc suectt m n evrvcr ruauc unutt FnsF 1 a wB�D I--E,=EFBFNT-ws.xp N.B N. xapO, 66 IA corns o non caws. I /+l •RB•SS•E O)Fnsmo Dun vc.N9+F..FYYFA"-ws.xa 9Ynw IStvxos s M,ttuxrc. ilJ 69 250' ,r i I]W,PoNDYI OR.(PIBVnlf7 awn�rn¢s - \yxt 4ryps` // 66 ®O © O O® ® 26 Q 2RI� s TT�IS s°nL C._., GF O 60 0 3O 60 ,20 �4A w.MP 0 _ _ SCALE IN FEET _________________ _.6_w ,°=gD• I�wa<x,InnBsB'FE Na.2Gie oRGpz, y3F�20.00' i E RWOVLPIpI R. \ SuFVeveos NrneLlve: I ON yF SHEET 1 OF I soox,Iz xucs�axe.Fexw \ cpx1QM1NL IL-ibnxcRIQ 2,ui rnnox,m¢FouT°,nsOPbol�nsn'x eoropnalss a xowxaNC sueoiw9oN xo z,xocxxnwvrax we�lwslw.Ra11SION mx alley Engineering,Inc. nccEa,Eo ro Es,nsusx IE 9auxbnxv rae,xls w9wxstox 1—xExEox. CMLE,_.,RINGIPIANNINGICADD City of Meridian I Department Report VII. Exhibits A Preliminary Plat(date: 10/8/2021) IG I i y IP } _ g1y I —,.'�sV. "^` I w Vr0all I ! PRE-1- 6 i - Mai= E q :1' —:_ - ., � _ = A• ] !• I• - .fie ..rt � _ _��^� --=— _- _ �• s _ — 'I s-I wpm.; w � I a � PW2' City of Meridian Department Report VII. Exhibits e III T•= - `r ,-__ 'r . .r... Id��i w a: BrltiT�pqN-4T AdIt-0FMAY rnxv._va.a'aix'_.wx cnxx.x �S- Si,E[l RL1gA EMR^,SE Ai xL�.yE AkVA4 ... ••a«. ^ _ PNNAiE HiEY 6 PWYAiF LVE PRE3 wpm lFCIIOY•P raw-opw SMUT EM=E Ar.Afro'MAD City of Meridian I Department Report VII. Exhibits nwj w mpi I P mil �.� •■w�i ToMr! i�■oo■oo■oo 00 IL mar m.!_50 in-me I- III ■ : :�: 1 ■Cd� �' �., relPOIEN NONNI i■ ili.. .ai� NONNI OWN% . dA typo®��py��I MO - E ■p jumom pi _ ME low � lip�- E�. �'���• in z albI �r 'fir �1 ■���,. OEM ��� ►:,� ■■II .1I�6i.xt4Ptl• � Rx:r 6� � ti.T-/ E. .____1 �'y!I � � ,,.v ees� l u� tltl ry ==-- �_etltltlneauo F. Qualified Open Space Exhibit(date: 4/7/2025) _ OPEN SPACE EXHIBIT FOR - ai I� T CENTERVILLE SUBDIVISION NO. 3 = g-� ------------- g%,C I -911 li—i 10 PHASE 3 OPEN SPACE S. O Q PNACEL 50.FT. ACRES TYPE USE � OUPTAL -1 BLOCK DUALIFIED TOTAL 1 BLOCK 6 COMMON LOT 24 I733 D.04 COMMON /OPEN 100 0.04 r------------ I_ t BLOCK 6 COMMON o LOT 36 25017 0.57 COMMON /OPEN 106 0.57 e BLOCK 6 COMMON I LOT 51 3458 OC8 COMMON /p PEN t00 OC8 BLOCK 6 pp {' •i'J LOT 52 12337 0.28 COMMON PATHM'A 100 0.2b yg /� BLOCK 6 LOT 53 LOT 55 0.09 2366 0.05 COMMON BUFFER 100 0.05 ___ _ _ B6 3736 0.09 COMMON BUFFER 100 111 Z L LL ___ 9� l y 9 1 BOCK 6 I I BLOCK 6 2499 0 Z ,06 COMMON PARKING 0 0 — � W 0 LOT 70 40274 0.92 COMMON OPEN PARK 100 0,92 Vol' 110 BLACK 6 X ZO a '® i Ix LOT 37 1240 0.28 COMMON pR /TROAD 0 0 W _ O U 6OT 11962 54 0.27 fAMMON pRIVE/PRIVATE 0 0 W O W 0 SITE DATA { D W � —___ - _ CENT R4LLE 3 SITE BOUNDARY 5.35AC U) ...................... "_' USEABLE OPEN SPACE 2.03AC OR 37.76%OF PHASE d .......... ..... --- i ..:.......... 37 BUILD LOTS 2356sf MIN,4737st MAX.MA%,3164sf AVG GROSS DENSITY 37/5.36=6.92 N J } NET DENSITY 37/4.74=7.81 j (� Lu Zof © W Lu J a W 4 p o 0S City of Meridian Department Report VII. Exhibits G. Building Elevations CENTERVILLE SINGLE FAMILY ON rLOTS �Illlillll.. _ IIJI ILJi y®7� mph, I Li\ _ Foam] CENTERVILLE SINGLE FAMILY ON 36'WIDE LOTS am a,\ am CENTERVILLE City I�rin..�llll■� .!�,III—,r,el mini Ir�- i.11�r1111 _ �I ulrnll _�- .' �■n_=��_ u r li 1171 iililn�i ,r'o _� 111111rfllllrllln�l•' 11��111 il�iilil��'•Ir°� ��� I � � `A111 IIIIIIIIIIII IIIIIIIIIIII 111111111111111111111111 II1 , = ��,I �Il•I IIIIIIIRII!IIIIIIIIIIII IIIIIIIIIIII Illlllltllll_���_ � IIIIIII[IIII IIIlllllllll 111111111111 IIIIIIIIIIII of i i Departraent Report V11. Exhi c N HOML5 CENTERVILLE 3-UNIT TOWNHOME TYPE 2 ®[ ❑ CBN HOMES CENTERVILLE 3-UNIT TOWN HOME TYPE 3 1110010 �B®� TTTTCY- G6N HVMNs CENTERVILLE FRONT LOAD TOWN HOME i City of Meridian Department Report VII. Exhibits H. Emergency Access Exhibit(date: Click here to enter a date.) PLAT SHOWING CENTERVILLE SUBDIVISION NO, 3 PORnCNS OF LOTS 1 AND 2 OF BLOCK 1 OF BAROUTTE ACRES SUBDIVISION AND A PORTION OF connection hill ark THE NW K OF THE HE a OF SECTION 33,TOYMSHIP P 2 5 3 NORTH,RANGE 1 EAST,BASE MERIDIAN,ADA from phase one COUNTY.IDAHO N0.2022-0"l,B33 p CPbF 2025 NO 2018-03.815 m E ANtt R05EP1' 'W 26P0. NOTES 33 r — — --- —�—u� �« EIm I E HILL PARK SIR11T cDIN[xrary i �6�!?BS NB4'5I'1R'E _ wµ(;).sNxw nxac aPx.Anm.„,xlw�,lnw +3w5}E ui Ailµo this SErnox vuulxmE.wvcvuxnw[5uiO ;lex a,cm—ce[xxnda FGEND nun t>P ®nu[s III aeT ou 4�camlvmmxnc,nrucoat xFaunwsw 50 5Oj I�� .wssa x.n.n SO4K WE _ All u[ uxou w un es,w m ux ff o ssu s wucA w s x�T m e uxcr NwcdT 9,golnud� —1.xAq ...WxrzR wLL¢PgONo P B+HFW KKK eRW I ml,Ix WKPN .12 Io!axe mm maq tta xcTxnv st_,mos[e,l),eu wrs mmlx mis wexesM mu¢ ® ® Elm,�x.x xA,�n Rlmt,s.„xx mLL xE oaN�A,m.m,Axx�.wm smm�.mRx wx,�.x..xxxx W E egN„ex Rmmla 0 o wNaN mlwro o ,w wxnxe K u x —.. 'I uo uE mx I)P R xsA�l,.m js I $ ® © �, a .BR6°•f.R Plx 1.1—D m T l�11IT o xlrv�Ix,, 'xAR o:`TNI`�A�E�� 5P 1Q� ial tea»u,p sx awe x [seam e az x[ rvwc x,e cx w _ aw I 11 RB !1I ,a[ntnnc�,u 1——1.1-1-.N..no,vzr-atexl..q[c—a noA i M IS�Easnn6 xau PvunArt Ex=EtsOrt-Irvn n1 mb-Nw99,qE 11)A nl1.ew INs,IT- x0.—1F 11 ADA W,�n.A� o, B8 j O N 1 lane xx R tASPxNT-(xn ll,n„x,n,qE N ADA I�N,..��� 2J 11' Q w.RINCON u,.(-AM connection to Rincon Street in phase two ('� I tx coax„o ji I 35 ® 33 Q 31 V R9 O 2T © OOI� a 11t$4P➢ I I I x N,/,e _ _ _ _ _ _ _ _ _ SCALE IN FEET axons,n e 0 CP. NRP2T11^X.2l.Ol —__ 1.-60' uFnlRAx,m tisii N0.20,R-0e00R1` T3>'E ZO.W' i ��-336B6B]] E a� S,srie 's Nerralive� SHEET I OF 4 / P xxff ,xt. �A 'Walley Engineering,lnc. AccEPTEo To Eslawsn Tns eauNsxnr FOR mIs wwmsau snorm My xsREcn. CIVIL ENGINEERING IPIANNINGIOADD City of Meridian Department Report VII. Exhibits E IDIAN 'aAHO AGENDA ITEM ITEM TOPIC: Final Plat for Horse Meadows #3 (Aka Pivot Pointe) (FP-2025-0012), by KB Homes, generally located south of W. Pine Ave., and east of N. Black Cat Rd. STAFF REPORT E COMMUNITY N -- COMMUNITY DEVELOPMENT DEPARTMENT .►A H O HEARING 07/22/2025 Legend DATE: Project location TO: Mayor&City Council ti Area of impact i= City Limits FROM: Nick Napoli,Associate Planner O Analysis _ 208-884-5533 _-�- - SUBJECT: Horse Meadows No. 3 (Aka Pivot Pointe) -r FP-2025-0012 - - - - - LOCATION: Generally located south of W. Pine Avenue and east of N. Black Cat Road in the north half of the NW 1/4 of the SW 1/4 of Section 10,T.3N.,R.1 W. (Parcels: S1210325555; S1210325410) ------------ I. PROJECT DESCRIPTION Final Plat consisting of 41 residential building lots and eight(8)common lots on approximately 7.64 acres of land in the R-8 zoning district by KB Homes. II. APPLICANT INFORMATION A. Applicant: Scott Curtis,KB Homes— 1414 W. Bannock Street,Boise, ID 83702 B. Owner: Scott Curtis,KB Homes— 1299 N. Orchard Street,Boise,ID 83706 C. Representative: Same as applicant III. STAFF ANALYSIS Staff has reviewed the proposed final plat for substantial compliance with the approved preliminary plat(H-2024-0029)in accord with the requirements listed in UDC 11-6B-3C.2. In order for the proposed final plat to be deemed in substantial compliance with the approved preliminary plat as set forth in UDC 11-6B-3C.2,the number of buildable lots cannot increase and the amount of common area cannot decrease. Since there is no change to the number of buildable lots and the amount of common open space has remained the same,therefore, Staff deems the proposed final plat to be in substantial compliance with the approved preliminary plat as required. Page 1 IV. DECISION Staff recommends approval of the proposed final plat with the conditions noted in Section VI of this report. V. EXHIBITS A. Preliminary Plat(dated: 04/10/24) PREUMWARY PLAT SHOW 0 PIVOT POINTE SUBDIVISION LOCOF IN 1R[HNgmi. lw-$'l+ 9F 9=CTICO!19 /4 R�SW-" ' AOA MINT',MEWAN,IOANO APRIL 10.2074 ZM6 WIN. nor re rvSl.r o risrr .� mu, mew n%r aw- MW MORSE ag SUSDPAEAnNws :�_JLl�LJ =o ra71� LW A EXANDER VJ+OIHG r .'�a� �11•ss �`SUB RUJON(FUTURE) B. Final Plat(dated: 02/19/25) HORSE MEADOWS SUBDIVISION NO.3 LOCATED IN THE NW 1A OF THE SW 114 OF SECTION 10, T3N,R1 W,BM,CITY OF MERIDIAN,ADA COUNTY,IMHO pw, _o. S Mw Is w �� rm�� .— Q rinaan v '®» aex nw ' �`anY amt ! • �nalY ® ��.� m.,., In law rnTEs Lane OlLltlonS aMS,Alymq-d Wnwlbrg HORSE MEADOWS SUBDIVISION NO.3 aoa« •PAr£ [LRllf'IG�IE aOWiCRS �M uo.ui.c.nnomrurcnr.wuw u�wr..ur�w�sv ssnrosr �vB��E�nei�w N3 +'n'n .r errmu Lan olutlons Land bLrveyip ark Cdnwlbtp �� 9EETRfY9 Page 3 Jf ee � 4 � eede- '-a4edd�i s e I��w�l�llAlFlllA!�! �. Of q -...fir. ~• �- ---------------- C-vill'I I I sw , �I F F I L102 8 04, Hillllk Awf2FY423L0tdu ,' __ __. iI:--..•—,._�_ • + �' • I ate' � - • � • / • I If~•..` � / FAYr•ih PL4M 5 L103 i Page 5 VI. CITY/AGENCY COMMENTS & CONDITIONS A. Planning Division 1. Applicant shall comply with all previous conditions of approval associated with this development [H-2024-0029 and DA Inst#2025-0061251 2. The applicant shall obtain the City Engineer's signature on the final plat within two (2)years of the preliminary plat findings on November 6',2024 as set forth in UDC I 1-613-7 in order for the preliminary plat to remain valid; or,a time extension may be requested. 3. Prior to submittal for the City Engineer's signature,the Certificate of Owners and the accompanying acknowledgement signed and notarized. 4. The final plat shown in Section V.B prepared by Land Solutions, stamped on 02/19/2025 by Clint Hansen, shall be revised as follows: - Note 11: Include the ACHD temporary license agreement number. - Note 12: Include the recorded instrument number from Ada County. - Include a note and recorded instrument number for the 14-foot wide public pedestrian easement on the plat. An electronic copy of the revised plat shall be submitted prior to signature on the final plat by the City Engineer. 5. The landscape plan shown in Section V.C, dated 04/17/25, shall be revised as follows: - The fencing along the central open space shall be revised to be open vision fencing. Currently, the fencing is proposed to be semi-private. 6. Prior to the issuance of any new building permit,the property shall be subdivided in accordance with the UDC. 7. Prior to the City Engineer's signature on the final plat, any non-conforming structures shall be removed from the property. 8. All fencing shall comply with the standards of UDC 11-3A-7C. 9. All development shall comply with the dimensional standards for the R-8 zoning district listed in UDC Table 11-2A-6. 10. All homes constructed shall be generally consistent with the conceptual elevations included in the recorded development agreement(inst. #2025-006125). 11. Homes on lots that abut W. Pine Avenue, a collector street, will be highly visible; therefore, the rear and/or side of structures on these lots (i.e. Lots 2, 16, 17, 18, 19, 20, Block 1 and Lot 2, Block 2) should incorporate articulation through changes in two or more of the following: modulation (e.g. projections, recesses, step-backs, pop-outs), bays, banding, porches, balconies, material types, or other integrated architectural elements to break up monotonous wall planes and roof lines that are visible from the subject public street. Single-story structures are exempt from this requirement. 12. Prior to signature of the final plat by the City Engineer,the applicant shall provide a letter from the United States Postal Service stating that the applicant has received approval for the location of mailboxes. Contact the Meridian Postmaster, Matthew Peterson, at 208-887-1620 or Matthew.W.Peterson@usps.gov for more information. 13. Prior to the first certificate of occupancy a performance surety shall be entered into for the landscaping of the temporary turnaround once it has been removed from the common open space. 14. Staff s failure to cite specific ordinance provisions or conditions from the preliminary plat and/or development agreement does not relieve the Applicant of responsibility for compliance. B. Public Works Page 7 {MNIiRAL.C MI)MONR 1. SmiLay sewer WMLe m Lillis dove L7prrmemL iz arailahk vu enemion VFQisling mains adpcal hT Lhe de%.vhgmtmt.Tim appliLmlt4xJlmstallmwns Lei mid ibwgh Lillis MbLbr,xCm;applsalLshall awrdirxme TrLea nvr arl vKding m h thu Public kWwir DepartnemL,and eaelxlte amuLwxi 14 n udeasernr>tts fir amyToairLstblaeTegwffedlupnnvle�m. 2. Walerservim Mr this nrle m ar lahk pia exWLxiln Lofexistigg omrLx all}raay d tlmdeixllgwrrmt. The applimmt shill he resp mKibk w msta[I wider mmols to mud Lh mq h this deydllprrxr� alurdim to mum am and mLLing with Public W wka 3. All mQrmemmIN Te]aLed talptLh6L Isle,safey and health shill bL:ar Tiehed prLQ to lxngwrrt cif Ow s huchees,W Iwe appFm d by the City IkLAvr,an 4YNFw may post a perRwmlr s xm!ty Rw such irrgwL�L%inimha Lm4kLmim(SLy lkg f ugratue4nibe fetal plalal set Rn1h in LJIX' I 1 R,312 d. Uprm m%wilalicm ul'Lbe lania_alring and puff to oespwtiro by Plarnigg Ikiwbme t slag the appli=d still pnhn k a wrFftm Q tifivak oFangrletifm m sd&Kth in IJUC I l-3l3-lbh 5- AkieroFCFEdiL4wcmh metyio13We pwuLoF110%will heoegLmedliwalliFKxw*euFenming, ImeLFiapmt&ammlitiel,pessuxTrnd implion,piny to mgsal im Lbe Fina1 plat. fk The Cly al-Wrilbima TeriLdnes OoL the 4r psl with floe OLy a pmfwmvav s Ay in toe mr pmj of 125%of the kW clpmauc cn msL f pr all 4m:Amiplde sewer,waw mfrmnxtlue pnlwlit Fimd I"skg aue_Them suety will be verified by a hne Aem amt eamye provided by Lhe m7w No Lhe {Sty. lloL appilicad shall be mx Fedl io eater irrLo a D] lolmmrrl Swety AgLeernLmt will OwCiLy ar4&mbm.The sfaely Lm be pceded m due fio=L ofam inewocabk Idler of Nadir,cash&TKL it Lw lol+nll :tllpliLMU nISL file an applied mi for sLmely,whmb cm he fixmd cm Uk€:uTmm ky DLvt:upmLLmt 17epatomL +rebsile. 1'leam rr_nua Imid ❑evelmpnenL litTwCC fix' rrKm intiommaiLn aL RR7 2211. 7. The City of 3ideriLhml Teglrirex duL IFie lrnner Tk-KL La toe€Ay a waranLy mzdy in the amxlrinl alf 2fpr:of Ibe 1Aal corlssb-ul W m m st fiw all crm4Llelnd serer,amd water mfraslnosilae fia a dlratiun oftwo leas This suety�Lmtveill he x�Ikd bya line ilem firxdcrost imwiLingpuvidsdhy the gvNm to the€.Ily.The sLnIy LLal be IxLKLmL m the Fillet of m mevvll:zble Idler yr r mbL,rash deposal Q haorxl hpplieanl mew fie an aM"- ficel for suety. which cal be RKirA rn the {'a�dy L7evelrq n L IlgmrUn-ml%ebsdL:. Pleme a Lhd[.mud IkLTelnp emj 9 ire fin Tmre Wmnalim a RK7 2211. R. In Lhe er K Lhm am app&caFoL mx%w owner c: of w r:ALIe nun Ir1�-nm safay and nn health iuqmoL%wkmts poiw to{Sty lzgp xr so;oalue m doe final pl:a and-m pvw di octags Z:Y,a suety agmaTo+nay be appnwed m sd frwt}L m 1.]X%I I JC 3€:. 9. AppbcmL shall be aetluired di TKiy Public Works developrmol plan Teview,uaxL uLxacbwdLn impectoi n Am,m dEkT roped dw7rLg the plat Tt!iww pnmmK pnlw 111 IFie imawme of a phn appmLml letter. 1IL ILsh:dl he Lhe 7esum rsiumv or am aWIIC;LIkoenxiae JUL all deveL7FM-mL FLutlevxawnply vdffi Lim lmoeH:als will)L7raWitim AL_i and doe Darr 1]Losing Act. 11-ApplEm dmJl be reNrwml521Lle frw 2Wicaim and camplimlue Lath am S,stk n 4UF1 Perad ling Lhar =v he regiire L by the Army€;Lwps of['sign r 12_L7nel gwr xludl emwLtnaLe maillimL lomb ms with Lhe Meridiml FtK{lffwe. 11 All graldmg ufthe we shall be perfigmed in amfamunce wvh M['I'11 1-1h. 1.1_[Troy aumPrL test Tin ulLs shall be suhrnaded Mo Lhe MeriLb2m I9uiltlmg DerwtrtenI For all bid Iding Tn&Teonvohgen$inerredha3F11,where fmhlingwixddsd�IvpFi-1r ILriaL 15 Tim cingu w shall lit rbLLwmdbirn2iify dlalthe sun:el tlnterILnu ulexaclunsaae mALLTmhimLam nF 3 feel above the highexl estabIdhed 1eA girotadwaILT uleaauonn_ Tha ix Lo eneaLTe tlh:d the bLxMwn ele„atim ihfthe m l xps orlxmhes m aL lei 1 Rout above. 1 The appincaner&%igo eron shall be Tmghtnnxsible For ingwr lion Dfall]iniggion mtb'ir dranyge facility voidun this pm_k cL thaL dto nA[all Lu%Lw the jmisffiakm ihran rmEwrnn disco Lt it A€:1 07. The desTl mgme r shall pnxvid!cetbfiL:wmwL Lhat the fa htwL love bem mslalled in aoawdanue vMK doe approshed tkmkp pLmis_Thee cam icawn.will he ppghmwi heFre a sltarnale of mLupmory is imvmid r4wm ysuudl within the pnry'ect. 17_At the uprnpldion or the prcged,Lhe{gh6LmL shAl be T ponsrhle ha solmrik T wd drawing]l T LheCSLyuf]leriLlimLATaoCAd+awxbrds These rhxvwddmwings mat 1ec5miyedmilappnw+ed prxlr Lo the issumwe rrra celtifiLaJaun ol'4"uphaty For any sn+cLwex within the Inject. 13 Steel lien plmh nNUmnenwris are labd in Swim 6 7 of the[nQoveohnhL 9tahtLmJN Fir.`+red Ij&irg Qhlt3h:?Iww-w.mdihha LityAKp Mac wLaks.wpK'?id-272). All Nbed lkshts shwl he ireLdlLrL aL dcw:ILYPU's LxLorr. ]renal design shall LTc suhrrutal:L.s pot ortbr drvcloprn lL pLm s 1 for aplerwa],whdh TmmL mchwk.the]uca m o or my cKirdmg Nbcd lkojs Tbc con[raclor's wc& and Tomehials shsnll ahnrmm m the ]SPWC maL the (1Lv 4if bfendLw Rg"anhental S} iri=koi=to dk[lT1V€:.{bhLx:tthe€dyor6GTdianTTwegmwuLtwnmul.OfillityOio tldihsldlr at898 S-W For inFaTrshtimun the ImaLvhrxofextstinEsbeet Itghtir$. 19_The aPpbomi shall prrnrideeasesw*s)fiwallpuhliLwandrt512e mairxtoufaLevrpub]iLroutrif way(iocllde Al wafer sennom moil hwirmtm). The ezwffnev t wrthla shslll he 20 fed wide fun a singe vrililr,m 36 feet wide fix two.The�is shall not lie+L.dx-a..d tiw Ile plat,but Tether dcLb zyx Lata.xi&-dre ply pn>a wir{g Lhc OrLr oC NLmtli:m's aaal:od rearm The LasLTLLLTn L s hall he grgkDrally dgrcled rm Lhe plat For tefmarom prupimes 9ubnwL an eKl+r ded bwkw WL(on the Form available Boni Pubbc 1►'arks),a legal deooalh6rhn 3 ly'rot kbhu l.ilwmed Prvressiurial [rod Lki�Lym,wfnclh nnlal irhduLk rlhe a uC Lhr Laxethenl{marked I:X]I Din,A)anti m R1 rr x 11-map wnh hcmirngrs and Lhstahucs(omled IiX[imir Ii)fm reran. 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Irocric and imgwh tatlrlx. 2k The City of hbridim Teylores that presaaonr d irHgLddm sys6ena 1z styhlt]ih l by a year Trhtnd s orwater(UEX'11 311&L The applicant dhthukL he reWired ra Lax am exarng saLTE it well waif For IM pin— starve. Ira nufaee or well sumce is Tie avalabLc�a single prLinL cnmDedkm No the aduLvywaiersystdnshWl lie requi mL Lfa single plant ulumeLum is utilm L Lhe die IL W will he nxgho®ble Fnr the pa)�l of as�Lx fm doe atromLm areas pithy Ln demlthpment plan approval. 2&An irrigaLnn Lb LLhes,carx& Lak aks m daxnN,ecclimiw of marl wahnwv}s, uk a rting, orossmgrnrLayineadja MLandmnvg�tn Lhe araa being subcli„kkKLNhaIIhemkbrm,,,lTw LJFX' 11 1%fi. In pe-Ti4 rong auch work,the applrur3i A ll cloogly wiLh ldaho Oxie'12 1207 aal arry other apphcahk Lm nrTegulatiun. Page 9 E IDIAN 'aAHO AGENDA ITEM ITEM TOPIC: Findings of Fact, Conclusions of Law for PAW Subdivision (H-2024-0073) by Kent Brown, Kent Brown Planning Services, located at 1680 W. Ustick Rd. CITY OF MERIDIAN FINDINGS OF FACT,CONCLUSIONS OF LAW C��(IEFI DIAN AND DECISION& ORDER In the Matter of the Request for a Preliminary Plat and Conditional Use Permit,by Kent Brown, Kent Brown Planning Services. Case No(s).H-2024-0073 For the City Council Hearing Date of: July 8,2025 (Findings on July 22,2025) A. Findings of Fact 1. Hearing Facts(see attached Staff Report for the hearing date of July 8,2025, incorporated by reference) 2. Process Facts(see attached Staff Report for the hearing date of July 8, 2025, incorporated by reference) 3. Application and Property Facts(see attached Staff Report for the hearing date of July 8, 2025, incorporated by reference) 4. Required Findings per the Unified Development Code(see attached Staff Report for the hearing date of July 8, 2025, incorporated by reference) B. Conclusions of Law 1. The City of Meridian shall exercise the powers conferred upon it by the"Local Land Use Planning Act of 1975,"codified at Chapter 65, Title 67,Idaho Code(I.C. §67-6503). 2. The Meridian City Council takes judicial notice of its Unified Development Code codified as Title 11 Meridian City Code, and all current zoning maps thereof. The City of Meridian has,by ordinance, established the Impact Area and the Comprehensive Plan of the City of Meridian, which was adopted December 17,2019,Resolution No. 19-2179 and Maps. 3. The conditions shall be reviewable by the City Council pursuant to Meridian City Code § 11-5A. 4. Due consideration has been given to the comment(s)received from the governmental subdivisions providing services in the City of Meridian planning jurisdiction. 5. It is found public facilities and services required by the proposed development will not impose expense upon the public if the attached conditions of approval are imposed. 6. That the City has granted an order of approval in accordance with this Decision,which shall be signed by the Mayor and City Clerk and then a copy served by the Clerk upon the applicant,the Community Development Department,the Public Works Department and any affected party requesting notice. 7. That this approval is subject to the Conditions of Approval all in the attached Staff Report for the hearing date of July 8,2025, incorporated by reference. The conditions are concluded to be FINDINGS OF FACT,CONCLUSIONS OF LAW AND DECISION&ORDER FOR(PAW SUBDIVISION -FILE#H-2024-0073) - 1 - reasonable and the applicant shall meet such requirements as a condition of approval of the application. C. Decision and Order Pursuant to the City Council's authority as provided in Meridian City Code § 11-5A and based upon the above and foregoing Findings of Fact which are herein adopted,it is hereby ordered that: 1. The applicant's request for a Preliminary Plat and Conditional Use Permit is hereby approved per the conditions of approval in the Staff Report for the hearing date of July 8,2025, attached as Exhibit A. D. Notice of Applicable Time Limits Notice of Preliminary Plat Duration Please take notice that approval of a preliminary plat,combined preliminary and final plat,or short plat shall become null and void if the applicant fails to obtain the city engineer's signature on the final plat within two(2)years of the approval of the preliminary plat or the combined preliminary and final plat or short plat(UDC 11-613-7A). In the event that the development of the preliminary plat is made in successive phases in an orderly and reasonable manner, and conforms substantially to the approved preliminary plat, such segments,if submitted within successive intervals of two(2)years,may be considered for final approval without resubmission for preliminary plat approval(UDC I 1-613-713). Upon written request and filed by the applicant prior to the termination of the period in accord with 11-6B-7.A,the Director may authorize a single extension of time to obtain the City Engineer's signature on the final plat not to exceed two(2)years. Additional time extensions up to two(2)years as determined and approved by the City Council may be granted. With all extensions,the Director or City Council may require the preliminary plat,combined preliminary and final plat or short plat to comply with the current provisions of Meridian City Code Title 11. If the above timetable is not met and the applicant does not receive a time extension,the property shall be required to go through the platting procedure again(UDC 1I- 6B-7C). Notice of Conditional Use Permit Duration Please take notice that the conditional use permit,when granted, shall be valid for a maximum period of two(2)years unless otherwise approved by the City. During this time,the applicant shall commence the use as permitted in accord with the conditions of approval, satisfy the requirements set forth in the conditions of approval, and acquire building permits and commence construction of permanent footings or structures on or in the ground. For conditional use permits that also require platting,the final plat must be signed by the City Engineer within this two(2)year period. Upon written request and filed by the applicant prior to the termination of the period in accord with 11-5B-6.G.1,the Director may authorize a single extension of the time to commence the use not to exceed one (1)two(2)year period.Additional time extensions up to two (2)years as determined and approved by the City Council may be granted.With all extensions,the Director or City Council may require the conditional use comply with the current provisions of Meridian FINDINGS OF FACT,CONCLUSIONS OF LAW AND DECISION&ORDER FOR(PAW SUBDIVISION -FILE#H-2024-0073) -2- City Code Title 11(UDC 11-5B-6F). Notice of Development Agreement Duration The city and/or an applicant may request a development agreement or a modification to a development agreement consistent with Idaho Code section 67-6511A. The development agreement may be initiated by the city or applicant as part of a request for annexation and/or rezone at any time prior to the adoption of findings for such request. A development agreement may be modified by the city or an affected party of the development agreement. Decision on the development agreement modification is made by the city council in accord with this chapter.When approved, said development agreement shall be signed by the property owner(s) and returned to the city within six(6)months of the city council granting the modification. A modification to the development agreement may be initiated prior to signature of the agreement by all parties and/or may be requested to extend the time allowed for the agreement to be signed and returned to the city if filed prior to the end of the six(6)month approval period. E. Judicial Review Pursuant to Idaho Code § 67-652 1(1)(d), if this final decision concerns a matter enumerated in Idaho Code § 67-6521(1)(a), an affected person aggrieved by this final decision may,within twenty-eight (28)days after all remedies have been exhausted, including requesting reconsideration of this final decision as provided by Meridian City Code § 1-7-10, seek judicial review of this final decision as provided by chapter 52,title 67,Idaho Code. This notice is provided as a courtesy; the City of Meridian does not admit by this notice that this decision is subject to judicial review under LLUPA. F. Notice of Right to Regulatory Takings Analysis Pursuant to Idaho Code §§ 67-6521(1)(d) and 67-8003, an owner of private property that is the subject of a final decision may submit a written request with the Meridian City Clerk for a regulatory takings analysis. G. Attached: Staff Report for the hearing date of July 8,2025 FINDINGS OF FACT,CONCLUSIONS OF LAW AND DECISION&ORDER FOR(PAW SUBDIVISION -FILE#H-2024-0073) -3- By action of the City Council at its regular meeting held on the 22nd day of July 2025. COUNCIL PRESIDENT LUKE CAVENER VOTED COUNCIL VICE PRESIDENT LIZ STRADER VOTED COUNCIL MEMBER DOUG TAYLOR VOTED COUNCIL MEMBER JOHN OVERTON VOTED COUNCIL MEMBER ANNE LITTLE ROBERTS VOTED COUNCIL MEMBER BRIAN WHITLOCK VOTED MAYOR ROBERT SIMISON VOTED (TIE BREAKER) Mayor Robert E. Simison 7-22-2025 Attest: Chris Johnson 7-22-2025 City Clerk Copy served upon Applicant, Community Development Department,Public Works Department and City Attorney. 7-22-2025 By: Dated: City Clerk's Office FINDINGS OF FACT,CONCLUSIONS OF LAW AND DECISION&ORDER FOR(PAW SUBDIVISION -FILE#H-2024-0073) -4- EXHIBIT A COMMUNITY DEVELOPMENT C��fEPIDIAN*,­, DEPARTMENT REPORT HEARING 7/8/2025 Legend - DATE: '. Project Location 114 TO: Mayor& City Council Area of Impact }= City Limits sq FROM: Linda Ritter,Associate Planner O Analysis Y. 208-884-5533 Iritter@meridiancity.org APPLICANT: Kent Brown, Kent Brown Planning Services SUBJECT: H-2024-0073 PAW Subdivision LOCATION: 1680 W.Ustick Road` - o l Located in the SE '/4 of the SE 1/4 of Section 35 T. 4N,R.1W,Parcel No. * " ' � a J r SO435449705 I. PROJECT OVERVIEW A. Summary The applicant proposes the following: • Preliminary Plat to allow 33 residential lots, 2 lots for 2 vertically integrated buildings containing 12 residential units (6 units per building), and one commercial lot; • Conditional Use Permit to allow townhouses in R-40 zoning district; and • A Conditional Use Permit for a drive-through on the commercial lot. Note: The Applicant is also applying for private streets in a portion of the project. This application was reviewed and approved by the Director, Council and Commission action is not required. Analysis of the private street design is provided below in Section V. B. Issues/Waivers None C. Recommendation Staff recommend approval of the requested preliminary plat, conditional use permit for the townhomes and private streets with the provisions as noted in Section IV per the findings in Section V of this staff report. D. Decision City of Meridian I Department Report 1. Project Overview I1. COMMUNITY METRICS Table 1: Land Use Description Details Map Ref. Existing Land Use(s) Vacant - Proposed Land Use(s) Single-Family Residence,Vertically Integrated - Residential,and Commercial Existing Zoning R-40/C-C zoning districts VII.A.2 Proposed Zoning R-40/C-C zoning districts Adopted FLUM Designation Mixed-Use Community(MU-C) VILA.3 Proposed FLUM Designation Mixed-Use Community(MU-C) Table 2: Process Facts Description Details Preapplication Meeting date 11/19/2024 Neighborhood Meeting 11/25/2024 Site posting date 5/16/2025 Table 3: Community Metrics Agency/Element Description/Issue Reference Ada County Highway District IV.G • Comments Received Yes/Letter - • Commission Action Required No - • Access Residential Arterial/N.Linder Road - • Traffic Level of Service Lindar Road and Ustick Road-Better than E - ITD Comments Received No Comment IV.H Meridian Fire No Comment • Distance to Station 1.6 miles from Station 2 • Response Time 5-9 minutes Meridian Police IV.0 • Distance to Station 4.2 Miles • Response Time Priority 3:4.06 minutes Priority 2: 7.38 minutes Priority 1: 12.59 minutes Meridian Public Works Wastewater IV.B • Distance to Mainline Sewer is available to the site • Impacts or Concerns See Public Works Site Specific Conditions Meridian Public Works Water IV.B • Distance to Mainline Water is available to the site • Impacts or Concerns None Note: See section IV. City/Agency Comments&Conditions for comments received. City of Meridian I Department Report II. Community Metrics Figure 1: One-Mile Radius Existing Condition Metrics Reference Parcel:S0435449705 Date Retrieved:2025/2/3 Parcel Count Parcel Acreage Infill Indicator: 1,758 Surrounding Area jW 45 % Not city 4R 1,704. ® City Limits 4,486 1 ■ Not City Household Household& Population Growth Households 02020 Population Change:3.8°I° Population ■Growth (Household and Population Change since 2010 Decennial) 10,000 20,000 30,000 Use Types Residential Addresses All Addresses ■ Single-family 8% % 3% Multi-family159 89% ® Commercial Preliminary Plats (last 5-years) Conditional Use Permit(last 5-years) Proposed I Proposed Pending Pending Approved Approved 200 400 600 0 100 200 300 14 ■ Single-family ❑ Multi-family City of Meridian I Department Report II. Community Metrics 2.00 4,000 Single-family y 3,500 y Residential 0' 1.50 3,000 *' 2,500 Parcel Diversity a 1.00 2,000 U N 1,500 —y 0 Parcel Count 0.50 1,000 L m Average Acres 0.00 0.00 L6 p 13 000 a R-2 R-15 Average Single-family Density by Zoning Average 10.00 dResidential NetDensity 7.71 E) V 0 6.18 5.00 04.37 4.86 a 0.00a.aa Dwelling Units 1 Acre R-2 R-4 R-8 R-15 Notes: See Additional Notes&Details for Staff Report Maps,Tables,and Charts. Fieure 2:ACHD Summary Metrics Counts are from the 2021 ACHD Report-No updated traffic count table provided Condition of Area Roadways Traffic Count is based on Vehicles per hour(VPH) Roadway Frontage Functional PM Peak Hour PM Peak Hour Classification Traffic Count Level of Service Linder Road 331-feet Principal Arterial 1,024 Better than "E" Ustick Road 613-feet Principal Arterial 685 Better than "E" Acceptable level of service for a five-lane principal arterial is"E" (1,780 VPH). Average Daily Traffic Count (VDT) Average daily traffic counts are based on ACHD's most current traffic counts. • The average daily traffic count for Linder Road north of Ustick Road was 19,112 on 10/19/21. • The average daily traffic count for Ustick Road west of Linder Road was 13,836 on 10/19/21. Notes: See Additional Notes&Details for Staff Report Maps,Tables, and Charts. City of Meridian I Department Report II. Community Metrics Figure 3: Service Impact Summary ImpactService . . Ready Marginal Caution 00 Notes: See Additional Notes&Details for Staff Report Maps,Tables,and Charts. City of Meridian I Department Report II. Community Metrics III. STAFF ANALYSIS Comprehensive Plan and Unified Development Code(UDC) A. General Overview The property is designated Mixed Use Community on the City's Future Land Use Map(FLUM) contained in the Comprehensive Plan. The purpose of this designation is to allocate areas where community-serving uses and dwellings are seamlessly integrated into the urban fabric. The intent is to integrate a variety of uses, including residential,and to avoid mainly single-use and strip commercial type buildings. In reviewing development applications,the City will consider the following items in MU-C areas: • Development must comply with the Functional Integration principles for development in all Mixed Use areas. • Residential uses are expected to comprise between 20%and 50%of the development area, with gross densities ranging from 6 to 15 units/acre(of the residential area). • Supportive and proportional public and/or quasi-public spaces and places should comprise a minimum of 5%of the development area are required. • Where the development site has transit available or stops are planned,an additional 15%of the site may be dedicated to residential uses.Alternatively,this bonus may be applied where the development site is within one-mile of planned transit stops or an identified employment area, and where last-mile transportation features are incorporated into the site including thoughtfully located and integrated ride share parking, commensurate with potential trip capture. Other innovations to reduce traffic and/or parking impacts and capture local trips may be considered. • Sample uses appropriate in MU-C areas include:All MU-N categories, community scale grocers, clothing stores,garden centers,hardware stores,restaurants,banks, drive-thru facilities, auto service station,retail shops, and other appropriate community-serving uses. Sample zoning includes: R-15,R-40,TN-R,TN-C, C-C, and L-O. The property is zoned R-40 which is high density residential development. This allows for the development of multi-family homes in areas where high levels of urban services are provided and where residential gross densities exceed twelve dwelling units per acre. Development might include duplexes,apartment buildings,townhouses, and other multi-unit structures.A desirable project would consider the placement of parking areas, fences,berms,and other landscaping features to serve as transitions between neighboring uses. These areas are compact within the context of larger neighborhoods and are typically located around or near mixed use commercial or employment areas to provide convenient access to services and jobs for residents. Developments need to incorporate high quality architectural design and materials and thoughtful site design to ensure quality of place;they should incorporate connectivity with adjacent uses and area pathways, attractive landscaping,gathering spaces and amenities, and a project identity. The applicant is proposing a mixed-use development within the R-40 and C-C zoning districts for a preliminary plat for 33 townhouse lots,2 lots for 2 vertically integrated buildings with 6 residential units each(commercial and residential), 1 commercial lot with a drive-through, and 10 common lots. A Conditional Use Permit is required for townhouses in the R-40 zoning district for the townhomes and in the C-C zoning district for the drive-through. A development agreement modification is required for any development of the site. This proposal also includes a request for private streets because some of the units front on a mew. City of Meridian I Department Report III. Staff Analysis Table 4: Pro*ect Overview Description Details History H-2021-0102;FP-2022-0034;DA Inst#2022-063228 Phasing Plan 1 Residential Units 45 Open Space Not required/.81 acres/16.98%provided Amenities Neighborhood Park, 10 ft.wide regional pathway Physical Features Five-mile creek floodway is at the southwest corner of the property to the south and west(but not on the property). The Creason Lateral flows through the property at the southwest corner of the lot. The lateral has previously been tiled with a sixa(60)foot easement Acreage 4.77 Lots 49 lots(33 residential,2 vertically integrated buildings, 1 commercial, 10 common,3 private streets) Density 9.43 gross/ 11.2 net B. History In 2022, a proposal to rezone 3.42 acres of the subject property from C-C to R-40, and a preliminary plat for 33 townhouse lots, 2 lots for 2 vertically integrated buildings with 6 residential units each (commercial and residential), 1 commercial lot, and 10 common lots. Along with a conditional use permit for townhouses in the R-40 zoning district. The proposal was approved by the City Council; however, the preliminary plat expired prior to receiving the City Engineer's signature. The Conditional Use Permit also expired with the application. C. Site Development and Use Analysis 1. Existing Structures/Site Improvements (UDC 11-1): The property is currently vacant. 2. Proposed Use Analysis (UDC 11-2): Townhouses are allowed by conditional use in the R-40 zoning district and vertically integrated structures are a principally-permitted use in the C-C zoning district.Although it has not been determined what type of future use would occur on the commercial lot at the southwest corner of W. Crosswinds St and N. Linder Rd,the concept plan suggests a drive through establishment. If this drive-through is proposed in the future, it will require the approval a conditional use permit once a user has been identified. 3. Dimensional Standards (UDC 11-2): The R-40 zoning district requires a minimum lot size of 1,000 square feet,25 foot wide landscape buffers along arterial roads (W. Ustick Rd. and N. Linder Rd.) a 10 foot street setback from local streets (W. Crosswinds St.),internal side setbacks of 3 feet,rear setback of 12 feet and allows building heights of up to 60 feet The C-C zoning district has the same landscape buffer requirement and limits building heights to 50 feet. Staff notes it does not appear the 10-foot landscape buffer requirement is met along W. Crosswind St in the location of the commercial pad. In the area proposed for R-40,the preliminary plat indicates lot sizes of at least 1,600 square feet, all setbacks are satisfied,the buffer is shown on the landscape plan,and the heights of the townhouses do not exceed 35 feet. The building elevations of the vertically integrated buildings appear to be within the 50 feet height limitation, although it is not specified on the elevations. Design will be assessed in detail at time of design review and certificate of zoning compliance. City of Meridian I Department Report III. Staff Analysis 4. Specific Use Standards (UDC 11-4-3): UDC 11-4-3-41 requires vertically integrated residential projects to be at least two stories, with at least 25% of the gross floor area being residential.None of the required parking is to be located in the front of the structure. The minimum footprint is 2,400 square feet, and the specific use standards lists the types of uses that are allowed. The site plan and building elevations reflect two 9,200 sq ft. +/-three-story vertically integrated buildings fronting W. Ustick Rd. and N. Linder Rd,with parking provided within the development,not in front of the buildings. As mentioned above, staff believes the vertically integrated buildings would be more appropriate on the north side of W. Crosswind St. verses located at the southwest portion, directly on the intersection. This would allow the mixed-use buildings to provide a better transition between commercial and residential uses,promote better walkability with the residential to the west, and minimize traffic in the townhome area. Also,based on the building elevations submitted, staff is unsure what is being proposed is "vertically integrated residential buildings"as much as additional townhouses or a"work/ live"arrangement that could remain entirely residential. As a condition of approval, staff recommends a requirement that at the time of building permit,the ground floors of vertically integrated buildings meet occupancy class requirements for commercial structures. The concept plan suggests a drive through establishment. As it will be within 300 feet of a residential zone district, a drive through establishment in this location will need approval through a conditional use permit per UDC 11-4-3-11. D. Design Standards Analysis 1. Structure and Site Design Standards (Comp Plan, UDC 11-3A-19): The site is currently vacant. The applicant is proposing to construct townhouses, vertically integrated and commercial structures. Townhouses are allowed with the approval of a conditional use permit in the R-40 zoning district and vertically integrated structures are a principally permitted use in the C-C zoning district.Although it has not been determined what type of future use would occur on the commercial lot at the southwest corner of W. Crosswinds St and N. Linder Rd, the concept plan suggests a drive through establishment which requires approval of a conditional use permit. The applicant applied for review and approval of a conditional use permit for the drive-through establishment and proposed townhomes with this application. 2. Qualified Open Space &Amenities (Comp Plan, UDC 11-3G): As the property is less than 5 acres in size,it is exempt from required qualified open space. However,the applicant has provided an open space exhibit, and the plat indicates 17%of qualified open space is provided. An approximately 9,500 square feet central open space is provided with a gazebo.As one of the objectives of the Mixed-Use Community designation is for open spaces to be centered around spaces that are well-designed public and quasi public centers of activity, at time of CZC or plat public accessibility should be specified in the CC&Rs, maintenance agreement or property owner's association agreement. 3. Landscaping (UDC 11-3B): i. Landscape buffers along streets A 25 foot-wide street buffer is required adjacent to N.Linder Road and W. Ustick Road. Buffers are required to be landscaped per the standards listed in UDC 11- 3B- 7C. UDC City of Meridian I Department Report III. Staff Analysis 11-3B-7 requires all residential subdivision street buffers to be on a common lot, maintained by a homeowners'association. However, it does not appear either landscape buffer meets the minimum landscaping standards of at least one tree per every thirty-five (35) linear feet. as there are long sections of arterial buffer without trees.A total of eighteen (18) trees are required along Linder Road. The applicant will need to revise the landscape plan to include the additional trees. ii. Parking lot landscaping Per UDC 11-3B-8, the applicant shall provide perimeter and internal parking lot landscaping to soften and mitigate the visual and heat island effect of a large expanse of asphalt in parking lots, and to improve the safety and comfort ofpedestrians.A five-foot wide minimum landscape buffer adjacent to parking, loading, or other paved vehicular use areas. The requirements include 5 ft.perimeter adjacent to streets and islands of at least 50 sq.ft.per every 12 parking spaces. iii. Landscape buffers to adjoining uses Per UDC 11-3B-9, a landscape buffer is required in the C-C districts on any parcel sharing a contiguous lot line with residential land use. Additionally,the comprehensive plan speaks to plazas and open space providing integration in mixed-use areas. iv. Tree preservation Per UDC 11-3B-10,the applicant shall preserve existing trees four-inch caliper or greater from destruction during the development. Mitigation shall be required for all existing trees four-inch caliper or greater that are removed from the site with equal replacement of the total calipers lost on site up to an amount of one hundred(100)percent replacement(Example: Two(2)ten-inch caliper trees removed may be mitigated with four 5-inch caliper trees, five(5)four-inch caliper trees, or seven(7)three-inch caliper trees).Deciduous specimen trees, four-inch caliper or greater may count double towards total calipers lost,when planted at entryways, within common open space, and when used as focal elements in landscape design. The applicant shall add a mitigation section to the landscape plan for trees meeting the criteria above that are removed. v. Storm integration Per UDC 11-3B-11,the applicant shall meet the intent to improve water quality and provide a natural, effective form of flood and water pollution control through the integration of vegetated,well designed stormwater filtration swales and other green stormwater facilities into required landscape areas,where topography and hydrologic features allow if part of the development. Development will be required to meet UDC 11-3B-11 for stormwater integration. vi. Pathway landscaping Pathways are required to be landscaped with a landscape strip a minimum of five(5) feet wide along each side of the pathway. It does appear landscape buffers of at least twenty- five(25) feet in width are provided along both arterials although they are not dimensioned. 4. Parking (UDC 11-3C): i. Residential parking analysis City of Meridian I Department Report 111. Staff Analysis For townhouses of 2 bedrooms or less, 2 parking spaces are required, at least I in an enclosed garage. For townhouses of 3-4 bedrooms, 4 per dwelling unit is required, with two of them being in an enclosed garage. Parking for vertically integrated residential units ranges from I to 4 parking spaces depending on the number of bedrooms(not required to be covered) in addition to one space for every five hundred(500)square feet of gross floor area for the commercial portion. The site plan and elevations reflect that all townhouse units are wide enough to have 2- car garages, and most have a pad in the front that meets minimum dimensional requirements for 2 cars (20 ft. by 20 ft). Buildings A and B on the north side of W. Crosswind St. do not have pads that meet the minimum requirement to be counted as parking and therefore should be no more than 2-bedrooms each. There are 8 additional parking spaces shown on either side of the central open space to account for guest parking. ii. Nonresidential parking analysis The commercial lot indicates a building of approximately 2,000 sq. ft.,which would require 4 parking spaces; 11 parking spaces are provided at the west and south sides of the building. The 12 vertically integrated units would require at least 12 parking spaces if all residential units were one bedroom,but the commercial spaces will also require parking spaces based on the amount of gross floor area dedicated to commercial. The elevations show all vertically integrated units contain a two-car garage with 14 additional parking spaces provided directly adjacent to an across from the buildings. A shared- parking agreement between the commercial use and the vertically integrated buildings should be submitted at time of Certificate of Zoning Compliance(CZC). Parking will be reviewed in detail at time of certificate of zoning compliance. iii. Bicycle parking analysis Per UDC 11-3C-6.G One(1)bicycle parking space shall be provided for every twenty- five(25)proposed vehicle parking spaces or portion thereof, except for single-family residences,two-family duplexes,and townhouses.Based on the thirty-eight(38)parking spaces provided, a total of two (2)bicycle parking spaces is required. The location of the bicycle racks will need to be depicted on the site and landscape plans. An example of the bicycle rack will be required to be submitted with the CZC for review and approval. 5. Building Elevations (Comp Plan 2.01.01 C,Architectural Standards Manual): Building elevations were submitted with this application. The elevations show townhouses comprised of materials consisting of rock,cement board and hardie board, lap siding,with pitched roofs, exposed timber frame and trellis features,with stone bases. Windows are included on many of the garage doors. The elevations demonstrate significant fenestration and modulation as well as a variety of roofline variation. Most buildings also include first floor covered porches and second story decks. Staff find the elevations, as proposed, demonstrate high quality design,but the elevations of the vertically integrated structures reflect a townhouse design rather than a commercial business. At design review the first floor(commercial portion)of the vertically integrated buildings shall meet the commercial architectural design standards. Comprehensive Plan policy 2.01.01 C encourages the applicants to maintain a range of residential land use designations that allow diverse lot sizes, housing types, and densities. City of Meridian I Department Report III. Staff Analysis 6. Fencing (UDC 11-3A-6, 11-3A-7): All fencing constructed on the site is required to comply with the standards listed in UDC 11- 3A-7. 7. Vertically Integrated Residential Project (UDC 11-4-3-41): A. A vertically integrated residential project shall be a structure that contains at least two (2) stories. Staff find the proposed elevations show the building for the vertically integrated structures has three(3)stories and meets the criteria. B. A minimum of twenty-five(25)percent of the gross floor area of a vertically integrated project shall be residential dwelling units, outdoor patio space on the same floor as a residential unit may count towards this requirement. C. A minimum of ten(10)percent of the gross floor area of a vertically integrated project shall be used for nonresidential uses as specified in subsection E below. D. The minimum building footprint for a detached vertically integrated residential project shall be two thousand four hundred(2,400)square feet. E. The allowed nonresidential uses in a vertically integrated project include: arts, entertainment or recreation facility; artist studio; civic, social or fraternal organizations; daycare facility; drinking establishment; education institution; financial institution; healthcare or social assistance; industry,craftsman; laundromat;nursing or residential care facility;personal or professional service;public or quasi-public use; restaurant; retail; or other uses that may be considered through the conditional use permit process. F. None of the required parking shall be located in the front of the structure. G. A minimum of fifty(50) square feet of private,usable open space shall be provided for each residential dwelling unit. This requirement can be satisfied through porches,patios, decks, and/or enclosed yards. Landscaping, entryway and other accessways shall not count toward this requirement. The Director may consider an alternative design proposal through the alternative compliance provisions as set forth in Section 11-5B-5 of this title. E. Transportation Analysis 1. Access (Comp Plan 6.01.02B, UDC 11-3A-3, UDC 11-3H-4): Per UDC 11-3A-3,the intent of these standards is to improve safety by combining and/or limiting access points to collector and arterial streets and ensuring that motorists can safely enter all streets unless waived by the City Council. The subject property is located at the northwest corner of N. Linder Rd and W. Ustick Rd., both arterials. There is an existing local road,W. Crosswind St.,which serves the adjacent Windsong Subdivision to the west and presently stubs to the subject property. The sections of N. Linder Road and W. Ustick Rd abutting the subject property are improved with 5-travel lanes, curb, gutter, and 7-foot-wide attached concrete sidewalk. Both presently operate at a Level of Service"E",which is considered acceptable. W. Ustick Road is scheduled to be widened to 5-lanes from Ten Mile Road to Linder Road in 2024. Design for widening N. Linder Rd.to 5-lanes from Cherry Road to Ustick Road is planned for 2025, although a construction year is not in the IFYWP at this point. 2. Multiuse Pathways (UDC 11-3A-5): Multiuse pathways shall be constructed in accord with the city's comprehensive plan,the Meridian Pathways Master Plan,the Ada County Highway District Master Street Map and Roadways to Bikeways Master Plan. City of Meridian I Department Report 111. Staff Analysis 3. Pathways (Comp Plan 4.04.01A, UDC 11-3A-8): All pathways should be constructed in accord with the standards listed in UDC 11-3A-8. Comprehensive Plan policy 4.04.OIA ensures that new development and subdivisions connect to the pathway system. The Master pathway plan requires a IO foot multi-use pathway along the south side of the property along Ustick Road. 4. Sidewalks (UDC 11-3A-17): This proposal includes private streets within this development except for W. Crosswind St (collector)and what is shown as an alley at the northern perimeter or the property.UDC I I- 3F-4 does not require sidewalks along private street streets in residential areas.Although the concept plan shows only portions of the private streets contain 4 ft. wide sidewalks,the development is clustered in such a way that pedestrian access is possible throughout the development by either pathway, sidewalks, or across green space without the need to walk in the street. Five(5)feet wide sidewalks are provided along both sides of W. Crosswind St., and the stub street to the north. As discussed in the pathways section above, 10 feet wide multi-use pathways are being provided along W.Ustick Rd. and N. Linder Rd. 5. Private Streets (UDC 11-3F-4): Several private streets are proposed with this development.All private streets shall meet the requirements of UDC 11-3F-4. 6. Subdivision Regulations (UDC 11-6): i. Dead end streets No streets or series of streets that ends in a cul-de-sac or a dead end shall be longer than five hundred(500)feet except as allowed by UDC 11-6C-3. ii. Block face UDC 11-6C-3-regulates block lengths for residential subdivisions. Staff has reviewed the submitted plat for conformance with these regulations. The intent of this section of code is to ensure block lengths do not exceed 750 feet, although there is the allowance of an increase in block length to 1,000 feet if a pedestrian connection is provided. In no case shall a block face exceed one thousand two hundred(1,200)feet,unless waived by the City Council. F. Services Analysis 1. Waterways (Comp Plan 4.05.OID, UDC 11-3A-6): Per UDC 11-3A-6, requires limiting the tiling and piping of natural waterways, including, but not limited to, ditches, canals, laterals, sloughs and drains where public safety is not a concern as well as improve,protect and incorporate creek corridors (Five Mile, Eight Mile, Nine Mile, Ten Mile, South Slough and Jackson and Evan Drains) as an amenity in all residential, commercial and industrial designs. When piping and fencing is proposed, the standards outlined in UDC 11-3A-6B shall apply. Comprehensive Plan policy 4.05.OID requires improving and protecting creeks and other natural waterways throughout commercial, industrial, and residential areas. The Creason Lateral traverses a small portion of the site at the southwest corner. The lateral has already been piped in this area, and it is within a common lot on the Plat. City of Meridian I Department Report III. Staff Analysis 2. Pressurized Irrigation(UDC 11-3A-15): The City of Meridian requires that pressurized irrigation systems be supplied by a year-round source of water(UDC 11-3B-6). The applicant should be required to use any existing surface or well water for the primary source. If a surface or well source is not available, a single- point connection to the culinary water system shall be required. If a single point connection is utilized, the developer will be responsible for the payment of assessments for the common areas prior to prior to receiving development plan approval. 3. Storm Drainage (UDC 11-3A-18): An adequate storm drainage system is required in all developments by the City's adopted standards, specifications, and ordinances. Design and construction shall follow best management practices as adopted by the City as outlined in UDC 11-3A-18. Storm drainage will be proposed with a future Certificate of Zoning Compliance application and shall be constructed to City and ACHD design criteria. 4. Utilities (Comp Plan 3.03.03G, UDC 11-3A-21): Ensure development is connected to City of Meridian water and sanitary sewer systems and the extension to and through said developments are constructed in conformance with the City of Meridian Water and Sewer System Master Plans in effect at the time of development. All utilities are available to the site. Water main,fire hydrant and water service require a twenty foot(20) wide easement that extends ten (10)feet past the end of main, hydrant, or water meter. No permanent structures, including trees, are allowed inside the easement. Comprehensive Plan policy 3.03.03G requires urban infrastructure to be provided for all new developments, including curb and gutter, sidewalks, water and sewer utilities. IV. CITY/AGENCY COMMENTS & CONDITIONS A. Meridian Planning Division 1. Future development of the site shall be generally consistent with the Development Agreement Instrument No. 2022-063228, conceptual site plan,landscape plan, and elevations submitted with the preliminary plat application contained herein. 2. The private streets are approved subject to completion of the tasks listed in UDC 11-3F-3 within one year. Documentation of such shall be submitted to the Planning Division in order to receive final approval. 3. All common lots, streets and alleys shall meet the requirements of UDC 11-6C-3. 4. The applicant shall construct all proposed fencing and/or any fencing required by the UDC, consistent with the standards as set forth in UDC I I-3A-7 and 11-3A-6B, as applicable. 5. The development shall comply with standards and installation for landscaping as set forth in UDC 11-3B-5 and maintenance thereof as set forth in UDC I 1-313-13. 6. Off-street vehicle parking shall be provided on the site in accord with UDC 11-3C-4 and UDC 11-3C-6 for townhouses, commercial buildings and vertically integrated projects. 7. The development shall comply with all subdivision design and improvement standards as set forth in UDC 11-6C-3, including but not limited to driveways,easements,blocks, street buffers, and mailbox placement. 8. An administrative design review will be required for all new attached residential structures containing two (2)or more dwelling units. 9. An administrative design review and certificate of zoning compliance will be required for any commercial buildings or vertically integrated buildings. City of Meridian I Department Report IV. City/Agency Comments &Conditions 10. The first floor(commercial portion) of the vertically integrated buildings shall meet the commercial architectural design standards. 11. A conditional use permit shall be required for the drive-through establishment shown on the commercial lot once a user has been identified. 12. At the time of CZC or final plat submittal, an executed shared-parking agreement between the commercial lots and the vertically integrated structures shall be submitted. 13. The preliminary plat dated 3/04/2025, shall be revised as follows: a. Per UDC 11-3B-7, all arterial street buffers shall be on a common lot or on a permanent dedicated buffer,maintained by the property owner or business owners'association. b. Residential street buffers shall be on a common lot,maintained by a homeowners' association. c. Identify the common lots within the notes on the plat. 14. The landscape plan dated 3/04/2025, shall be revised as follows: a. Based on the thirty-eight(38)parking spaces provided, a total of two (2)bicycle parking spaces is required. The location of the bicycle racks will need to be depicted on the site and landscape plans. An example of the bicycle rack will be required to be submitted with the CZC for review and approval. b. The landscape plan shall show any proposed fencing for the development with a detail of the fencing being proposed. c. The landscape plan shall provide the minimum density of one(1)tree per thirty-five (35) linear feet is required for street buffers per UDC 11-313-7. d. Apply the 10-foot landscape buffer along W. Crosswind Street in the location of the commercial pad. e. Per UDC 11-313-10, a mitigation section shall be added to the landscape plan for trees that are removed from the site that are four-inch caliper or greater. 15. The developer shall comply with the specific use standards for vertically integrated projects as listed in UDC 11-4-3-41. 16. Direct access to Linder Road and Ustick Road is prohibited other than the access specifically approved with this development. All existing curb cuts shall be replaced with curb,gutter and sidewalk. 17. The preliminary plat approval shall become null and void if the applicant fails to either: 1)obtain the City Engineer signature on a final plat within two years of the date of the approved findings; or 2)obtain approval of a time extension as set forth in UDC 11-613-7. 18. Outdoor lighting shall comply with the standards listed in UDC 11-3A-11. Lighting details shall be submitted with the Certificate of Zoning Compliance application that demonstrates compliance with these standards. 19. Protect any existing trees on the subject property that are greater than four-inch caliper and/or mitigate for the loss of such trees as set forth in UDC 11-3B-10. 20. The Applicant shall comply with all conditions of ACHD. 21. Staff s failure to cite all relevant UDC requirements does not relieve the applicant from compliance. 22. The Applicant shall have a maximum of two(2)years to commence the townhomes as permitted in accord with the conditions of approval listed above. If the townhomes have not begun within City of Meridian I Department Report IV. City/Agency Comments &Conditions two (2)years of approval,a new conditional use permit must be obtained prior to operation or a time extension must be requested in accord with UDC 11-5B-6F. B. Meridian Public Works SITE SPECIFIC CONDITIONS: 1. Sewer and Water in Parallel require 30ft easement. 2. Ensure no permanent structures (trees, bushes, buildings, carports, trash receptacle walls, fences,infiltration trenches, light poles, etc.) are not built within the utility easement. 3. Ensure no sewer services pass through infiltration trenches. 4. Water lines,fire hydrants and services up the meter require 20' easements.Easement to extend 10' beyond fire hydrant,water meters or termination of the main. 5. Streetlights must be activated and record drawings approved prior to any form of occupancy. GENERAL CONDITIONS: 1. Sanitary sewer service to this development is available via extension of existing mains adjacent to the development. The applicant shall install mains to and through this subdivision; applicant shall coordinate main size and routing with the Public Works Department,and execute standard forms of easements for any mains that are required to provide service. Minimum cover over sewer mains is three feet, if cover from top of pipe to sub-grade is less than three feet than alternate materials shall be used in conformance of City of Meridian Public Works Departments Standard Specifications. 2. Water service to this site is available via extension of existing mains adjacent to the development. The applicant shall be responsible to install water mains to and through this development, coordinate main size and routing with Public Works. 3. All improvements related to public life,safety and health shall be completed prior to occupancy of the structures. Where approved by the City Engineer, an owner may post a performance surety for such improvements in order to obtain City Engineer signature on the final plat as set forth in UDC 11-5C-3B. 4. Upon installation of the landscaping and prior to inspection by Planning Department staff,the applicant shall provide a written certificate of completion as set forth in UDC 11-3B-14A. 5. A letter of credit or cash surety in the amount of 110% will be required for all incomplete fencing,landscaping,amenities,pressurized irrigation,prior to signature on the final plat. 6. The City of Meridian requires that the owner post with the City a performance surety in the amount of 125% of the total construction cost for all incomplete sewer, water infrastructure prior to final plat signature. This surety will be verified by a line item cost estimate provided by the owner to the City. The applicant shall be required to enter into a Development Surety Agreement with the City of Meridian. The surety can be posted in the form of an irrevocable letter of credit, cash deposit or bond. Applicant must file an application for surety, which can be found on the Community Development Department website. Please contact Land Development Service for more information at 887-2211. 7. The City of Meridian requires that the owner post to the City a warranty surety in the amount of 20% of the total construction cost for all completed sewer, and water infrastructure for a duration of two years. This surety amount will be verified by a line item final cost invoicing provided by the owner to the City. The surety can be posted in the form of an irrevocable letter of credit, cash deposit or bond. Applicant must file an application for surety, which can be found on the Community Development Department website. Please contact Land Development Service for more information at 887-2211. City of Meridian I Department Report IV. City/Agency Comments &Conditions 8. In the event that an applicant and/or owner cannot complete non-life,non-safety and non-health improvements, prior to City Engineer signature on the final plat and/or prior to occupancy, a surety agreement may be approved as set forth in UDC 11-5C-3C. 9. Applicant shall be required to pay Public Works development plan review, and construction inspection fees, as determined during the plan review process, prior to the issuance of a plan approval letter. 10. It shall be the responsibility of the applicant to ensure that all development features comply with the Americans with Disabilities Act and the Fair Housing Act. 11. Applicant shall be responsible for application and compliance with any Section 404 Permitting that may be required by the Army Corps of Engineers. 12. Developer shall coordinate mailbox locations with the Meridian Post Office. 13. All grading of the site shall be performed in conformance with MCC 11-1-413. 14. Compaction test results shall be submitted to the Meridian Building Department for all building pads receiving engineered backfill,where footing would sit atop fill material. 15. The engineer shall be required to certify that the street centerline elevations are set a minimum of 3-feet above the highest established peak groundwater elevation. This is to ensure that the bottom elevation of the crawl spaces of homes is at least 1-foot above. 16. The applicants design engineer shall be responsible for inspection of all irrigation and/or drainage facility within this project that do not fall under the jurisdiction of an irrigation district or ACHD. The design engineer shall provide certification that the facilities have been installed in accordance with the approved design plans. This certification will be required before a certificate of occupancy is issued for any structures within the project. 17. At the completion of the project,the applicant shall be responsible to submit record drawings per the City of Meridian AutoCAD standards. These record drawings must be received and approved prior to the issuance of a certification of occupancy for any structures within the project. 18. Street light plan requirements are listed in section 6-7 of the Improvement Standards for Street Lighting (http://www.meridiancity.org/public_works.aspx?id=272). All street lights shall be installed at developer's expense. Final design shall be submitted as part of the development plan set for approval, which must include the location of any existing street lights. The contractor's work and materials shall conform to the ISPWC and the City of Meridian Supplemental Specifications to the ISPWC. Contact the City of Meridian Transportation and Utility Coordinator at 898-5500 for information on the locations of existing street lighting. 19. The applicant shall provide easement(s)for all public water/sewer mains outside of public right of way (include all water services and hydrants). The easement widths shall be 20-feet wide for a single utility, or 30-feet wide for two. The easements shall not be dedicated via the plat, but rather dedicated outside the plat process using the City of Meridian's standard forms. The easement shall be graphically depicted on the plat for reference purposes. Submit an executed easement(on the form available from Public Works), a legal description prepared by an Idaho Licensed Professional Land Surveyor, which must include the area of the easement (marked EXHIBIT A) and an 81/2" x I I" map with bearings and distances (marked EXHIBIT B) for review. Both exhibits must be sealed, signed and dated by a Professional Land Surveyor. DO NOT RECORD. Add a note to the plat referencing this document. All easements must be submitted,reviewed, and approved prior to signature of the final plat by the City Engineer. 20. Applicant shall be responsible for application and compliance with and NPDES permitting that may be required by the Environmental Protection Agency. City of Meridian I Department Report IV. City/Agency Comments &Conditions 21. Any wells that will not continue to be used must be properly abandoned according to Idaho Well Construction Standards Rules administered by the Idaho Department of Water Resources. The Developer's Engineer shall provide a statement addressing whether there are any existing wells in the development,and if so,how they will continue to be used, or provide record of their abandonment. 22. Any existing septic systems within this project shall be removed from service per City Ordinance Section 9-1-4 and 9 4 8. Contact the Central District Health Department for abandonment procedures and inspections. 23. The City of Meridian requires that pressurized irrigation systems be supplied by a year-round source of water(UDC 11-313-6.). The applicant should be required to use any existing surface or well water for the primary source. If a surface or well source is not available,a single-point connection to the culinary water system shall be required. If a single-point connection is utilized,the developer will be responsible for the payment of assessments for the common areas prior to development plan approval. 24. All irrigation ditches, canals, laterals, or drains, exclusive of natural waterways, intersecting, crossing or laying adjacent and contiguous to the area being subdivided shall be addressed per UDC 11-3A-6. In performing such work,the applicant shall comply with Idaho Code 42-1207 and any other applicable law or regulation. C. Meridian Police Department https:llweblink.meridiancity.or lWebLink/Browse.aspx?id=396835&dbid=0&repo=MeridianCit Y D. Meridian Park's Department 1. The project developer shall design and construct multi-use pathways consistent with the location and specifications set forth in the Meridian Pathways Master Plan Map and Master Pathways Plan Document Chapter 3).Any proposed adjustments to pathway alignment shall be coordinated through the Pathways Project Manager.Interactive Pathways Map 2. Prior to final approval the applicant shall dedicate a public access easement for a multi-use pathway(10'wide detached sidewalk) along the north side of Ustick Rd to connect the existing pathway at the west project boundary to the intersection at Linder and Ustick Road. 10'wide detached sidewalk will also be required along the length of the Linder Rd. frontage. Limit the number of connections between private sidewalks and the multi-use pathway. Easements shall be a minimum of 14'wide(10'pathway+2'shoulder each side). Easement need only be dedicated for multi-use pathways that lie outside the public ROW. Use standard City template for public access easement. Submit all easements online through Citizen's Access Portal. 3. Construct multi-use pathways per paving section based on existing site conditions as recommended by project civil engineer in accord with UDC 11-3A-8 and 11-313-12. Prior to final approval the applicant's engineer shall provide written documentation that the pathway segment was constructed per the recommended specifications. 4. The owner(or representative association) of the property affected by each public access easement shall have an ongoing obligation to maintain the multi-use pathway City of Meridian I Department Report IV. City/Agency Comments &Conditions E. Irrigation Districts 1. Nampa&Meridian Irrigation District https:llweblink.meridianciiy.oLvlWebLink/Browse.aspx?id=396835&dbid=0&repo=Meridia nCi F. Idaho Department of Environmental Quality(DEQ) h yps:llweblink.meridiancity.org/WebLink/Browse.aspx?id=396835&dbid=0&repo=Meridian Cit Y G. Ada County Highway District(ACHD) https://weblink.meridianciN.org/WebLinklBrowse.aspx?id=396835&dbid=0&repo=Meridian Cit Y H. Idaho Transportation Department(ITD) https:llweblink.meridiancity.org/WebLinklBrowse.aspx?id=396835&dbid=0&repo=MeridianCit Y V. FINDINGS A. Private Streets In order to approve the application,the Director shall find the following: 1. The design of the private street meets the requirements of this Article; The private streets meet the design requirements of not connecting to an arterial street, allowing sufficient maneuvering for emergency vehicles, not serving more than 50 units and meeting the minimum width of 24 feet. 2. Granting approval of the private street would not cause damage hazard, or nuisance, or other detriment to persons,property, or uses in the vicinity; and As these are private streets internally contained within this development connected to adjacent properties by public streets, there is adequate parking provided and Meridian Fire and Police have not expressed objections, the Director finds approval of the private street would not cause damage, hazard, or nuisance, or other detriment to persons,property, or uses in the vicinity. 3. The use and location of the private street shall not conflict with the comprehensive plan and/or the regional transportation plan. As listed above in the Comprehensive Plan analysis, the Director finds the use and location of the private street shall not conflict with the comprehensive plan andlor the regional transportation plan. 4. The proposed residential development(if applicable)is a mew or gated development. The majority of the townhouses are clustered around a mew with their entrances facing the open space. This would be considered a mew development. B. Conditional Use(UDC 11-5B-6E) The commission shall base its determination on the conditional use permit request upon the following: 1. That the site is large enough to accommodate the proposed use and meet all the dimensional and development regulations in the district in which the use is located. Council find that if the site is designed in accord with the site plan and landscape plan shown in the exhibits and the conditions of approval, the site will be large enough to accommodate City of Meridian I Department Report V. Findings the proposed use and meet the dimensional and development regulations of the R-40 zoning district for townhouses. 2. That the proposed use will be harmonious with the Meridian comprehensive plan and in accord with the requirements of this title. As described in the staff report, the proposed townhomes in the R-40 zone meet the objectives of the Comprehensive Plan and UDC. 3. That the design, construction, operation and maintenance will be compatible with other uses in the general neighborhood and with the existing or intended character of the general vicinity and that such use will not adversely change the essential character of the same area. This proposal would allow 33 townhouses on an arterial intersection, surrounded by multi- family detached and attached, commercial and multifamily uses. Sufficient buffering and landscaping have been provided, there is satisfactory parking, and the elevations reflect high quality design. The general design, construction, operation and maintenance of the use will be compatible with other residential and commercial uses in the general neighborhood and with the existing and intended character of the vicinity and will not adversely change the character of the area. 4. That the proposed use,if it complies with all conditions of the approval imposed,will not adversely affect other property in the vicinity. As mentioned above, stafffind the proposed townhouses will not adversely affect other property in the vicinity. 5. That the proposed use will be served adequately by essential public facilities and services such as highways, streets, schools,parks,police and fire protection, drainage structures, refuse disposal,water,and sewer. Essential public facilities and services are presently serving the existing development. Sanitary sewer, domestic water and irrigation can be made available to additional property. Please refer to comments prepared by the Public Works Department, Fire Department, Police Department and other agencies. 6. That the proposed use will not create excessive additional costs for public facilities and services and will not be detrimental to the economic welfare of the community. The applicant will pay to extend the sanitary sewer and water mains into the site. No additional capital facility costs are expected from the City. The applicant and/or future property owners will be required to pay impact fees. 7. That the proposed use will not involve activities or processes,materials, equipment and conditions of operation that will be detrimental to any persons,property or the general welfare by reason of excessive production of traffic,noise, smoke, fumes, glare or odors. Council finds that the proposed development will not involve uses that will create nuisances that would be detrimental to the general welfare of the surrounding area. Staff recognize there will be a small increase in traffic and noise with the approval of this development; whenever undeveloped property is developed the amount of traffic generation does increase. 8. That the proposed use will not result in the destruction,loss or damage of a natural, scenic or historic feature considered to be of major importance. Council find that the proposed development will not result in the destruction, loss or damage of any natural feature(s)of major importance. City of Meridian I Department Report V. Findings 9. Additional findings for the alteration or extension of a nonconforming use: Not applicable 10. That the proposed nonconforming use does not encourage or set a precedent for additional nonconforming uses within the area; and, Not applicable 11. That the proposed nonconforming use is developed to a similar or greater level of conformity with the development standards as set forth in this title as compared to the level of development of the surrounding properties. Not applicable C. Preliminary Plat and Short Plat(UDC-6B-6) In consideration of a preliminary plat,combined preliminary and final plat,or short plat,the decision-making body shall make the following findings: 1. The plat is in conformance with the comprehensive plan and is consistent with this unified development code; Council finds the proposed plat is generally in conformance with the UDC if the Applicant complies with the conditions of approval in Section IV. 2. Public services are available or can be made available ad are adequate to accommodate the proposed development; Council find public services can be made available to the subject property and will be adequate to accommodate the proposed development. 3. The plat is in conformance with scheduled public improvements in accord with the city's capital improvement program; Council finds the proposed plat is in substantial conformance with scheduled public improvements in accord with the City's CIP. 4. There is public financial capability of supporting services for the proposed development; Council finds there is public financial capability of supporting services for the proposed development. 5. The development will not be detrimental to the public health, safety or general welfare; and Council finds the proposed development will not be detrimental to public health, safety or general welfare. 6. The development preserves significant natural, scenic or historic features. There is an existing floodplain and Five Mile Creek at the southwest portion of the property. These features are shown to be preserved in a common lot. VI. ACTION A. Staff: Staff recommend approval of the requested preliminary plat, conditional use permit for the townhomes and private streets with the provisions as noted in Section IV per the findings in Section V of this staff report. City of Meridian I Department Report VI. Action B. Commission: The Meridian Planning&Zoning Commission heard these items on June 5, 2025.At the public hearing,the Commission moved to recommend approval of the subject Preliminary Plat and Conditional Use Permit requests. 1. Summary of Commission public hearing_ a. In favor: Applicant b. In opposition: None C. Commenting. None d. Written testimony: None e. Staff presenting application: Linda Ritter f. Other Staff commenting on application:None 2. Key issue(s)of public testimony a. None 3. key issue(s)of discussion by Commission: a. None 4. Commission change(s)to Staff recommendation: a. None 5. Outstandin issue(s)ssue(s) for City Council: a. None C. City Council: The Meridian City Council heard these items on July 8,2025. At the public hearing,the Council moved to approve the subject Preliminary Plat and Conditional Use Permit requests. 1. Summary of the City Council public hearing: a. In favor: Jeremy Amar,representing the applicant b. In opposition:None C. Commenting d. Written testimony:None e. Staff presenting application: Linda Ritter f. Other Staff commenting on application:None 2. Key issue(s)of public testimony_ . a. None 3. Key issue(s)of discussion by City Council: a. None 4. City Council change(s)to Commission recommendation. a. None City of Meridian I Department Report VI. Action ' 1 1 MCMIct Location of Impact LLAN' "• 0 Analysis W JL 1 3 - 4 USTICK Legend Project Location Area of Impact _i MCMILLAN wluri'.�� S■In 11 E���::� 11r .��I:J�IIII�j4 .. �•��i1ilY� ! 1 Myr rr!!!!1, -• �111i��1:\�111,�y+�*��•f 14E11n u -nn mxri�C • Ilnu : . Analysis �•rr��•IIIf►1 \IN�/�ln n .n a Inuu a n�Inu-, f rrS - •II tl:•: -.lAA•.....•xAn1:n,+a•••+ nrxElr nr� ( i � .,Ara r., :'1:• r�{ul• rrnr' Ilrrtir. ,�D�r a�a -t•�aL. .IieT.Arr�-a..nn+ Elr W main_.n _,••'•, RI RUT - �• ��{�OIIIIIIIfffl��a� �* •• �i �nnn�Inr • �n • a Mnlrr a r�7r ter/ ::+i:•.w/.9... 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Map Notes Nearby Recent Preliminary Plats(within last 5-years) H-2018-0060 H-2019-0094 H-2020-0081 H-2020-0125 H-2021-0071 H-2021-0102 H-2022- 0026 H-2022-0086 H-2022-0093 H-2023-0021 Nearby Recent Conditional Use Permits(within last 5-years) H-2019-0109 H-2020-0112 H-2021-0071 H-2021-0102 H-2022-0005 City of Meridian I Department Report VII. Exhibits B. Subject1 1 11 City of , Department Report / C. Service Accessibility Report PARCEL S0435449705 SERVICE ACCESSIBILITY Overall Scare: 34 57th Percentile Description Location In City Limits REEN Wr Extension Sewer Trunkshed mains -< 500 ft.from parcel GREEN Floodplain Either not within the 100 yr floodplain or > 2 acre, GREEN Emergency Services Fife Response time 5-9 min. YELLOW Emergency Services Police Meets response time goals most of the time GREEN Pathways Within 1/4 mile of current pathways GREEN Transit Within 1/4 mile of future transit route YELLOW Arterial Road Buildout Status Ultimate configuration (#of lanes in master streets GREEN plan) matches existing (# of lanes) School Walking Proximity Within 1/2 mile walking GREEN Either a High School or College within 2 miles OR a School drivability Middle or Elementary School within 1 mile driving GREEN (existing or future) Either a Regional Park within 1 mile 4R a Community Park Wal kability Parkwithin 1/2 mile OR a Neighborhood Park within GREEN 114 mile walking City of Meridian I Department Report VII. Exhibits A Preliminary Plat(date: 9/22/2021) PEUMMINAff PLAT FOR PAW SUBDIMID =4M.- PLAN SHEET INDEX "W11—�T,SIM lx� Z j 04z < M ff a 0 Z D W M dam City of Meridian Department Report V11. Exhibits f7+ruar7� �F•T� r��-�•, � a � � i■S■ I ro To IT _ RL Wo No. Mciii 0 UN ME .� +_ •^� N Ed } 4 J�4 r------------------------------------------------- ---- l �1 l ,1 l 1 l I 1 l 1 l � I 1 �'� •r//romrrmrr+• = tr//ir// •r •rrrr/rrr r I �1 ACCESS DRIVE e 1 LOdK i 1 d! � '+J 1 au A 1 W. CRO�SYAND ET- 1 ± 1 l , BLOCK 3 I auap e p � I . @r i 4i I 1 l • � ,l i W YANG} C,u5T LM I� 1 0 77 ( (D c �! 'A • I B41LPM £ ' I r I 11 i SILa d City of Meridian Department Report VII. Exhibits r7 - �i------- -- i i 11 I 1 1 i = Buplx E li � I 1 • 1 � � • y ��� it � I I I !Of i 1 __—'.a•.•. x � J li it 1 1 I ,L l I 11 1 e�uwl li i" C 1 1 � �' •• I' I -- 1� �m 1 1 i J I W WIRLWND LM 1 ,1 11 1 Ou 1 1 , �-�J • I �� I I� 1. — • II 11 1CAL P TGRA lE516 AL • II li I ', �1 r I 11 10 1 J rl i 1 on _ �• --=======-CC. ----------------- — rkTy7 1 1 --,--7��,-yy. +r--r----------F:Ui lm' -Z Z—————————————————————mot s i any r•� 10 771 City of Meridian I Department Report VII. Exhibits F. Concept Plan (date: 4/29/2025) a e 3 1 1 C 4 s I F City of Meridian Department Report VII. Exhibits G. Building Elevations(date: 1/2/2025) at nm ���■ • r f� ! te n MEWF it BUILDING oil BUILDING 'C' MOW- LLJvL—i BUILDING 'D' City of Meridian Department Report VII. Exhibits LM Al' nriuu OT iii -- Vertically Integrated Building Facing Linder Rd now NM y� ■� mom ME:! ■ BUILDING 'G' Vertically Integrated building facing Ustick. Blooms ■M■r■■ 1� e ■ BUILDING 'H' li�N�� �u - 7.f•4i _,.� :,' rt�,J�; �fir,.�F td - �y.�^e�-4 ,.r'wfh�r,'3,3�vim' �..�. Cr.�i�- c �J d._.4 Y �.�y ti.`.� ,; 1r` �;..� .��� XLdL •tea 3. I. 'C � Y' ..f i r:".r"Y � Ts �,t..'_ "15� City of Meridian Department Report VII. Exhibits ■■ ■■ ■■ ■■' ■■ ■■ ■■:.: �■ ■�' ■'■ ■■ I■I■ no 'No '■■ �1 1■ ■■ ■■I ■I■ IS h■ �+ ' -s■ ■■■ ■■■ :i �i BUILDING 'H' Rear of Building City of Meridian I Department Report VII. Exhibits VIII. ADDITIONAL NOTES & DETAILS FOR STAFF REPORT MAPS,TABLES,AND CHARTS (link to Community Metrics) A. One-Mile Radius Existing Condition Notes This data is automatically derived from enterprise application and GIS databases, and exported dynamically. Date retrieved notes generally reflect data acquired or processed within the last 30- days.Analysis is based on a one-mile radius from the centroid of the identified parcel. Parcel based data excludes certain properties and represents land as it exists now. Properties considered are only those with a total assessed value greater than 0(i.e. excludes most HOA area,transitional development, government,and quasi government facilities). The following values also constrain included property acreage to reduce outliers and non-conforming instances from distorting averages: R-2<5.0; R-4<2.0; R-8< 1.0; R-15 <0.5; R-40<0.25. Conditional Use Permits and Preliminary plat data likely include duplicate project submittals as they may be for the same project, approved at different times through multiple application types. Consider each independently or review prior application approvals. Some approved entitlements, and particularly older ones,may be constructed. Decennial population counts and household counts are based on the most recent Decennial Census. Current population and current household values are COMPASS estimates,usually for the year previous, and are based on traffic analysis zone boundaries(TAZ's). B. Mixed Use Analysis Notes This data is derived from enterprise application and GIS databases, and exported dynamically. Data considered for analysis are only those areas overlapping the overall Mixed Use boundary area. Mixed Use areas across arterial roadways are distinct, separate, and not considered as they do not meet the mixed use principles in the Comprehensive Plan(e.g.pedestrian safety, transportation efficiency, etc.). Mixed Use parcel areas may be greater or smaller than the future land use area designation boundary due parcel size,configuration,right-of-way, and other factors. Conditional Use Permits and Preliminary plat data likely include duplicate project submittals as they may be for the same project, approved at different times through multiple application types. Consider each independently or review prior application approvals. C. Service Assessment Notes This data represents existing conditions derived from our enterprise application and GIS database, exported through dynamic reporting. The system references the most recent available data from various sources, including sewer main lines, sewer trunksheds, floodplain, fire service areas and response times,police crime reporting,pathway information,existing and planned transit, roadway improvements, school and park proximity, and other resources. The tool provides context for project review,using multiple indicators consistently. Data from similar topics may vary based on different levels of review. The overall score is based on weighted criteria(not a ranked order), and the percentile score compares the parcel to others in the city(higher is better). This tool was developed as a City Council priority and outcome of the 2019 Comprehensive Plan. Scores,whether high or low, are just one data point and should not be the sole basis for decisions. D. ACHD Roadway Infographic Notes The Ada County Highway District utilizes a number of planning and analysis tools to understand existing and future roadway conditions. • Existing Level of service(LOS).LOS indicator is a common metric to consider a driver's experience with a letter ranking from A to F.Letter A represents free flow conditions, and on the other end Level F represents forced flow with stop and go City of Meridian I Department Report VIII. Additional Notes&Details for Staff Report Maps, Tables, and Charts conditions. These conditions usually represent peak hour driver experience. ACHD considers Level D, stable flow,to be acceptable. The LOS does not represent conditions for bikes or pedestrians, nor indicate whether improvements: are possible; if there are acceptable tradeoffs; or if there is a reasonable cost-benefit. • Integrated Five Year Work Plan (IFYWP).The IFYWP marker(yes/no) indicates whether the specified roadway is listed in the next 5-years. This work may vary, from concept design to construction. • Capital Improvement Plan(CIP).The CIP marker(yes/no)indicates whether the specified roadway is programmed for improvement in the next 20-years. City of Meridian I Department Report VIII. Additional Notes&Details for Staff Report Maps, Tables, and Charts E IDIAN 'aAHO AGENDA ITEM ITEM TOPIC: Findings of Fact, Conclusions of Law for Springday Subdivision (H-2024-0069) by Engineering Solutions, LLP., located at North side of W. Ustick Rd., 1/4 mile West of N. Black Cat Rd. CITY OF MERIDIAN FINDINGS OF FACT,CONCLUSIONS OF LAWC��(IEFI AND DECISION& ORDER In the Matter of the Request for Annexation of 40.84 Acres of Land with an R-8 Zoning District; and Preliminary Plat Consisting of 172 Buildable Lots and 20 Common Lots on 38.56 Acres of Land in the R-8 Zoning District for Springday Subdivision,by Engineering Solutions,LLP. Case No(s). H-2024-0069 For the City Council Hearing Date of: July 8,2025 (Findings on July 22, 20225) A. Findings of Fact 1. Hearing Facts(see attached Staff Report for the hearing date of July 8, 2025, incorporated by reference) 2. Process Facts(see attached Staff Report for the hearing date of July 8,2025, incorporated by reference) 3. Application and Property Facts (see attached Staff Report for the hearing date of July 8,2025, incorporated by reference) 4. Required Findings per the Unified Development Code(see attached Staff Report for the hearing date of July 8,2025,incorporated by reference) B. Conclusions of Law 1. The City of Meridian shall exercise the powers conferred upon it by the"Local Land Use Planning Act of 1975,"codified at Chapter 65, Title 67, Idaho Code(I.C. §67-6503). 2. The Meridian City Council takes judicial notice of its Unified Development Code codified as Title 11 Meridian City Code, and all current zoning maps thereof. The City of Meridian has,by ordinance, established the Impact Area and the Comprehensive Plan of the City of Meridian, which was adopted December 17,2019,Resolution No. 19-2179 and Maps. 3. The conditions shall be reviewable by the City Council pursuant to Meridian City Code § 11-5A. 4. Due consideration has been given to the comment(s)received from the governmental subdivisions providing services in the City of Meridian planning jurisdiction. 5. It is found public facilities and services required by the proposed development will not impose expense upon the public if the attached conditions of approval are imposed. 6. That the City has granted an order of approval in accordance with this Decision,which shall be signed by the Mayor and City Clerk and then a copy served by the Clerk upon the applicant,the Community Development Department,the Public Works Department and any affected party requesting notice. FINDINGS OF FACT,CONCLUSIONS OF LAW AND DECISION&ORDER FOR SPRINGDAY SUBDIVISION-AZ,PP H-2024-0069 - 1 - 7. That this approval is subject to the Conditions of Approval all in the attached Staff Report for the hearing date of July 8,2025,incorporated by reference. The conditions are concluded to be reasonable and the applicant shall meet such requirements as a condition of approval of the application. C. Decision and Order Pursuant to the City Council's authority as provided in Meridian City Code § 11-5A and based upon the above and foregoing Findings of Fact which are herein adopted, it is hereby ordered that: 1. The applicant's request for annexation of 40.84 acres of land with an R-8 zoning district is hereby approved with the requirement of a development agreement per the provisions in the Staff Report for the hearing date of July 8, 2025, attached as Exhibit A. 2. The applicant's revised request for revised preliminary plat consisting of 170 buildable lots and 19 common lots on 38.56 acres of land in the R-8 zoning district is hereby approved with the conditions of approval in the Staff Report for the hearing date of July 8,2025, attached as Exhibit A. D. Notice of Applicable Time Limits Notice of Preliminary Plat Duration Please take notice that approval of a preliminary plat,combined preliminary and final plat, or short plat shall become null and void if the applicant fails to obtain the city engineer's signature on the final plat within two(2)years of the approval of the preliminary plat or the combined preliminary and final plat or short plat(UDC I I-6B-7A). In the event that the development of the preliminary plat is made in successive phases in an orderly and reasonable manner, and conforms substantially to the approved preliminary plat, such segments,if submitted within successive intervals of two(2)years,may be considered for final approval without resubmission for preliminary plat approval(UDC 11-613-713). Upon written request and filed by the applicant prior to the termination of the period in accord with 11-613-7.A,the Director may authorize a single extension of time to obtain the City Engineer's signature on the final plat not to exceed two(2)years.Additional time extensions up to two(2)years as determined and approved by the City Council may be granted. With all extensions,the Director or City Council may require the preliminary plat, combined preliminary and final plat or short plat to comply with the current provisions of Meridian City Code Title 11. If the above timetable is not met and the applicant does not receive a time extension,the property shall be required to go through the platting procedure again (UDC 11- 613-7C). Notice of Development Agreement Duration The city and/or an applicant may request a development agreement or a modification to a development agreement consistent with Idaho Code section 67-6511A. The development agreement may be initiated by the city or applicant as part of a request for annexation and/or rezone at any time prior to the adoption of findings for such request. A development agreement may be modified by the city or an affected party of the development FINDINGS OF FACT,CONCLUSIONS OF LAW AND DECISION&ORDER FOR SPRINGDAY SUBDIVISION-AZ,PP H-2024-0069 -2- agreement. Decision on the development agreement modification is made by the city council in accord with this chapter. When approved, said development agreement shall be signed by the property owner(s)and returned to the city within six(6)months of the city council granting the modification. A modification to the development agreement may be initiated prior to signature of the agreement by all parties and/or may be requested to extend the time allowed for the agreement to be signed and returned to the city if filed prior to the end of the six(6)month approval period. E. Judicial Review Pursuant to Idaho Code § 67-652 1(1)(d),if this final decision concerns a matter enumerated in Idaho Code § 67-6521(1)(a), an affected person aggrieved by this final decision may,within twenty-eight (28)days after all remedies have been exhausted,including requesting reconsideration of this final decision as provided by Meridian City Code § 1-7-10, seek judicial review of this final decision as provided by chapter 52,title 67, Idaho Code. This notice is provided as a courtesy; the City of Meridian does not admit by this notice that this decision is subject to judicial review under LLUPA. F. Notice of Right to Regulatory Takings Analysis Pursuant to Idaho Code §§ 67-652 1(1)(d) and 67-8003, an owner of private property that is the subject of a final decision may submit a written request with the Meridian City Clerk for a regulatory takings analysis. G. Attached: Staff Report for the hearing date of July 8,2025 FINDINGS OF FACT,CONCLUSIONS OF LAW AND DECISION&ORDER FOR SPRINGDAY SUBDIVISION-AZ,PP H-2024-0069 -3- By action of the City Council at its regular meeting held on the 22nd day of July 2025. COUNCIL PRESIDENT LUKE CAVENER VOTED COUNCIL VICE PRESIDENT LIZ STRADER VOTED COUNCIL MEMBER DOUG TAYLOR VOTED COUNCIL MEMBER JOHN OVERTON VOTED COUNCIL MEMBER ANNE LITTLE ROBERTS VOTED COUNCIL MEMBER BRIAN WHITLOCK VOTED MAYOR ROBERT SIMISON VOTED (TIE BREAKER) Mayor Robert E. Simison 7-22-2025 Attest: Chris Johnson 7-22-2025 City Clerk Copy served upon Applicant, Community Development Department,Public Works Department and City Attorney. By: Dated: 7-22-2025 City Clerk's Office FINDINGS OF FACT,CONCLUSIONS OF LAW AND DECISION&ORDER FOR SPRINGDAY SUBDIVISION-AZ,PP H-2024-0069 -4- EXHIBIT A COMMUNITY DEVELOPMENT WE PI DEPARTMENT REPORT HEARING 7/8/2025 Legend DATE: Project Location TO: Mayor& City Council :Area of impact --------_ r �= City Limits @ FROM: Sonya Allen,Associate Planner O Analysis L - 208-884-5533 sallen@meridiancity.org , APPLICANT: Engineering Solutions,LLP SUBJECT: H-2024-0069 #' : y� E Springday Subdivision—AZ,PP LOCATION: North side of W.Ustick Rd., 1/4 mile west of N. Black Cat Rd.,in the SE 1/4 of Section 33,TAN.,R.1W. (Parcel #SO433438957 &#SO433438850) 1. PROJECT OVERVIEW A. Summary Annexation of 40.84 acres of land with an R-8 zoning district; and preliminary plat consisting of 172 buildable lots and 20 common lots on 38.56 acres of land in the R-8 zoning district. Note: The annexation boundary includes the adjacent property to the east owned by the Bureau of Reclamation; the preliminary plat does not include that property. With the revisions to the preliminaryplat since the Commission hearing, 170 buildable lots and 19 common lots are now proposed. B. Issues/Waivers 1. Sewer service is currently unavailable for this property, as the nearest connection point is approximately 1.1 miles away. The City's project to extend sewer infrastructure to this area is not scheduled for construction until 2028. To provide service prior to that timeline, a cooperative agreement between the developer and the City would be required. 2. Approximately 1.8 acres of this property is designated on the Future Land Use Map(FLUM) in the Comprehensive Plan as Office; however, due to the proposed location of the collector street and the small remaining area,no office uses are proposed. The Applicant requests Council approval to apply the adjacent Medium Density Residential(MDR)FLUM designation to the Office designated portion of the property. C. Recommendation Staff: Approval with the requirement of a Development Agreement containing the provisions in Section IV. Note: This recommendation is contingent upon both the City's and Developer's mutual intent to enter into a cooperative agreement to extend sewer service to the property ahead of the City's City of Meridian I Department Report 1. Project Overview scheduled infrastructure project. This agreement must be executed within six(6)months of the approval of the Findings and prior to the adoption of the annexation ordinance,which would formally incorporate the property into the City. In the absence of such an agreement, Staff recommends the property not be annexed. Commission: Approval with a Development Agreement as recommended by Staff. D. Decision Council: Approval with a Development Agreement as recommended by the Commission. II. COMMUNITY METRICS Table 1•Land Use Description Details Map Ref. Existing Land Use(s) Single-family residential/agricultural - Proposed Land Use(s) Single-family residential - Existing Zoning RUT in Ada County VILA.2 Proposed Zoning R-8 (Medium Density Residential) Adopted FLUM Designation Medium Density Residential(MDR)&Office VILA.3 Proposed FLUM Designation NA Table 2: Process Facts Description Details Preapplication Meeting date 10/29/2024 Neighborhood Meeting 11/26/2024 Site posting date 5/23/2025 Table 3: Community Metrics Agency/Element Description/Issue Reference Ada County Highway District A Traffic Impact Study(TIS)was not required by ACHD • Comments Received Yes - • Commission Action Required No - • Access W.Ustick Rd. (arterial street) - • Traffic Level of Service Better than`E"—meets Planning thresholds - ITD Comments Received Yes—no comment Meridian Fire No comments received Meridian Police • Distance to Station 2.1 miles from North Station;6.3 miles from Central Station • Response Time 4:17 minutes Meridian Public Works Wastewater _ • Distance to Mainline 1.1 miles away in N.McDermott Rd.—the City is planning to extend sewer to this area in 2028 • Impacts or Concerns This project won't be serviceable by sewer until 2028 unless a cooperative agreement is reached between the City and the developer for the developer to extend sewer prior to that date. See Public Works' Site Specific Conditions for more information. Meridian Public Works Water • Distance to Mainline Available at site • Impacts or Concerns See Public Works' Site Specific Conditions School District(s) • Number of students generated 85 from the proposed development Capacity of Schools City of Meridian I Department Report II. Community Metrics • Number of Students Enrolled School 24-25' Architectural Program Boundary Enrollment Capacity Capacity Areas Pleasant View 783 650 625 Elementary Star Middle 1046 1000 - Owyhee High 1828 1800 - Note: See section IV. City/Agency Comments& Conditions for comments received. Figure 1: One-Mile Radius Existing Condition Metrics Reference Parcel:50433438957 Date Retrieved:2025/5/22 Parcel Count Parcel Acreage Infill Indicator: 874 Surrounding Area 1,72 45% Not City ® City Limits 1,358 ■ NotCty Household Change Household&Population Growth Households fa 2020 Population Change:52.696 Population ■Growth (Household and Population Change since 2010 Decennial) - 5,000 10,000 15,000 Use Types Residential Addresses All Addresses Single-family ® $:P Multi-family ix ® Commercial Preliminary Plats(last.-years) Conditional Use Permit(last 5-years) Pro posed Pro posed Pending Perdi., - Approved Approved 0 5❑0❑00 10000M 15000M 2000000 0 100 200 300 ■ Single-family ® Multi-family - >>For Projects with Residential Units<< 2-00 1,500 Single-family N WIN Residential 1-50 1,000 Parcel Diversity w 1-00 g t]Parcel Count n 0.50 500 ■Average Acres - 0-00 m3.22 .15 ❑ y R-2 R-4 R-B R-15 Average Single-family Density by Zoning Average 15-00 10-00 v 1L04 Residential Net Density p O iQ 6.47 500 4.49 5+45 0-000.00 Dllrelling Units I Acre City of Meridian I Department Report II. Community Metrics Figure 2: ACHD Summary Metrics Level of Service Planning Thresholds 1. Condition of Area Roadways Traffic Count is based an Vehicles per hOUr(VPH) Roadway Frontage Functional PM Peak Hour I PM Peak Hour Class lflration I Traffic Count Lovel of Service Ustick Road 1,155-feel Principal Arterial 293 Better than"E' Acceplable level of service for a Wo-lane principal arterial Is"E'(690 VPH}, 2. Average Gaily Traffic Count{VDT} Average d0y Irafhe counts are based an ACNb's masi eurrerr!(raft counts. The average dailytrafFiC count for Ustick Road east of McDermott Road was 5,5M on January 27,2022- Figure 3: Service Impact Summary Ready Marginal �.. •� Caution - I -S ` o °& III. STAFF ANALYSIS Comprehensive Plan and Unified Development Code(UDC) A. General Overview Approximately 36.6 acres of the subject property proposed to be included in the preliminary plat is designated Medium Density Residential(MDR) and approximately 1.8 acres is designated Office on the Future Land Use Map(FLUM) in the Comprehensive Plan. The Office designated area is part of a larger 6+acre area designated for future Office use to the west. The Applicant proposes to shift the southern portion of the north/south collector street depicted on ACHD's Master Street Map (MSM)along the west boundary of this property further to the east on the southern portion of this property,which reduces the Office designated area on this property by 1.15 acres,leaving only 0.65 acre,which isn't large enough to develop as Office. There are mixed-use designated properties directly to the south that could accommodate some of the office uses planned for this area. The Wardle out-parcel at the southwest corner of the site will likely be converted to or re-develop with an office use in the future and will have access from the proposed collector street. For these reasons and because FLUM designations are not parcel specific,the Applicant requests the adjacent abutting MDR designation apply to the Office designated portion of this property. Note: The Comprehensive Plan allows such requests when certain criteria is met, which it is, and when approved as part of a public hearing with a land development application. City of Meridian I Department Report III. Staff Analysis The Applicant proposes to develop the property with 4-7-2 170 single-family residential homes at a gross density of 4.43 units per acre,which is consistent with the density desired of 3 to 8 units per acre in the MDR designation.No office uses are proposed,which is not consistent with the FLUM. Approximately 2.26 acres of the property included in the annexation request is owned by the Bureau of Reclamation where the Eightmile Lateral is located adjacent to the east boundary of the property. Staff requested this property be included in the annexation request so as not to create a County enclave on the zoning map with annexation of this property. As it's considered an original parcel of record,it's not included in the preliminary plat. Sewer service is currently unavailable for this site.Approval of the subdivision's sewer system is contingent upon the submittal and approval of plans for a 30-inch mainline along McDermott Road and a 10-inch mainline along Ustick Road to serve the proposed development. While the extension of sewer infrastructure in this area is included in a City project scheduled for 2028,the developer is seeking to partner with the City to accelerate the timeline,contingent upon securing entitlements for the property. Table 4: Proiect Overview Description Details History ROS 46800(Jade Eagle)—Not an approved land division in Ada County Phasing Plan 6 phases Residential Units 4-72 170 single-family detached&attached units Open Space 3 8.5 6 acres Amenities Enclosed bike storage at pool house,picnic area on a site 5,000 sq.ft.or greater,swimming pool&changing facilities/restrooms,(2)paved sports courts,dog park,(2)dog waste stations and segment of multi-use pathway Physical Features The Eightmile Lateral runs along the north and east boundaries of the site; a concrete delivery ditch bisects the site. Acreage 38.56 Lots 4-74 170 building;2-8 19 common Density 4.46 units/acre gross/8.18 units/acre net B. History The subject property(Parcel#SO433438957& SO433438850)is deemed an original parcel of record for development purposes per Warranty Deed#7912771, included in the project file. The out-parcel(Parcel# SO433438830)at the southwest corner of the site was split off from the larger 40-acre parcel in 1979 as a one-time land division in Ada County and is also deemed an original parcel of record. A Record of Survey was recorded in 2005,which split off the 1.89-acre property at the southeast corner of the site from the larger property,but it was not approved by Ada County and therefore, is not considered a legal division of land.For this reason,it's included in the proposed annexation and preliminary plat application. C. Site Development and Use Analysis 1. Existing Structures/Site Improvements (UDC 11-1): There are two(2)existing homes and several accessory structures at the southeast corner of the property that are proposed to be removed with development of the sixth and final phase of development. All existing structures should be removed prior to submittal of the final plat for City Engineer's signature on the final plat phase in which they are located. City of Meridian I Department Report 111. Staff Analysis The existing wells on the subject property are required to be abandoned and proof of abandonment provided to the City Public Works Department.The wells may be used for pressurized irrigation purposes. All existing septic systems should be removed in accord with Comprehensive Plan policy #4.09.01A,Ensure that new development is connected to the City's sanitary sewer system (no septic systems). 2. Proposed Use Analysis (UDC 11-2): Single-family residential detached and attached dwellings are proposed,which are listed as principal permitted uses in the proposed R-8 zoning district per UDC Table 11-2A-2. A range of housing opportunities are proposed, consistent with the purpose statement in UDC 11-2A-1. The mix of housing types contributes to the variety of housing types in this area in accord with Comprehensive Plan Policy#2.01.02D,Encourage a variety of housing types that meet the needs,preferences, and financial capabilities of Meridian's present and future residents. 3. Dimensional Standards (UDC 11-2): Future development should comply with the dimensional standards for the R-8 zoning district listed in UDC Table 11-2A-6. The average residential lot size for the proposed development is 5,546 sq. ft. with a minimum lot size of 4,600 sq. ft. and a maximum lot size of 9,317 sq. ft. D. Design Standards Analysis The proposed open space and site amenities are consistent with Comprehensive Plan policy#2.02.00, which states,Plan for safe, attractive, and well-maintained neighborhoods that have ample open space, and generous amenities that provide varied lifestyle choices. 1. Qualified Open Space &Amenities (Comp Plan, UDC 11-3G): A minimum of 15%qualified open space is required to be provided with development. Based on 38.56 acres, a minimum of 5.78 acres is required; 8.50 acres(or 22.04%)is proposed that meets the quality standards in UDC 11-3G-3A.2 (see exhibit in Section VII.H below). Proposed open space consists of an open grassy area exceeding 5,000 square feet in area, linear open space with pathways, and 50%of the street buffer along Ustick Rd., an arterial street(see exhibit in Section VII.I below). Based on 38.56 acres, a minimum of eight(8) qualified site amenity points are required to be provided per the standards in UDC 11-3G-4. The Applicant proposes a total of 29 amenity points from the following categories: ➢ Quality of Life: o Picnic area on a site 5,000 sq. ft. or greater in size—2 points o Dog park—2 points o Two(2)dog waste stations—0.5 points each for a total of 1 point ➢ Recreation Activity Area: o Two(2)paved sports courts—4 points each for a total of 8 points o Swimming pool—4 points o Swimming pool changing facilities and restrooms—6 points ➢ Pedestrian or Bicycle Circulation System: o Multi-use pathways—2,445' —2 points per 1/4 mile for a total of 4 points City of Meridian Department Report I11. Staff Analysis ➢ Multi-modal: o Enclosed bicycle storage—2 points 2. Landscaping (UDC 11-3B): i. Landscape buffers along streets The western portion of W.Ustick Rd. adjacent to this property is designated as an entryway corridor,which requires a minimum 35' wide street buffer landscaped in accord with the standards in UDC 11-3B-7C and requires additional landscape design features to be provided within the buffer. The eastern portion of W. Ustick Rd. adjacent to this property is designated as an arterial street,which requires a minimum 25' wide street buffer landscaped per the standards in UDC 11-3B-7C. For consistency, Staff recommends a minimum 35'wide street buffer is provided(as proposed) along the entire frontage of the property along Ustick Rd.in accord with the standards for entryway corridors measured from the ultimate sidewalk location as anticipated by ACHD after right-of-way is dedicated for the expansion of Ustick Rd.All street buffers are required to be designed and planted with a variety of trees,shrubs, lawn or other vegetative groundcover that elicit design principles including rhythm, repetition,balance and focal elements. ii. Common open space Landscaping is required in common open space areas per the standards listed in UDC 11-3G-5B.3,which require a minimum of one(1) deciduous shade tree for every 5,000 sq.ft. of area and include a variety of trees,shrubs,lawn or other vegetative groundcover.Calculations demonstrating compliance with this standard should be included on the revised landscape plan submitted with the final plat application. iii. Tree preservation There are existing trees around the two(2)existing home sites that may require mitigation in accord with the standards listed in UDC 11-3B-1OC.5. The Applicant should contact the City Arborist(Kyle Yorita 208-409-1601)to schedule an inspection to determine mitigation requirements.Mitigation information should be included on the revised landscape plan submitted with the final plat application. iv. Storm integration Stormwater integration is required to comply with the standards listed in UDC 11-3B- 11 C. v. Pathway landscaping Minimum 5' wide landscape strips are required along each side of all pathways, landscaped per the standards in UDC 11-3B-12C,which require a mix of trees, shrubs,lawn and/or other vegetative groundcover; the landscape plan should be revised accordingly to include a mix of landscape materials. The depth of lots along the north and east boundaries of the site may need to be adjusted in order to provide a minimum width of 5' outside the Eightmile Lateral easement for the required landscaping.Designs are encouraged in which the width of the landscape strip varies to provide additional width to plant trees farther from the pathway,preventing root damage.The minimum width of the landscape strip shall be two(2)feet to allow for maintenance of the pathway. City of Meridian I Department Report III. Staff Analysis 3. Parking (UDC 11-3C): Off-street parking is required for single-family dwellings based on the number of bedrooms per unit as set forth in UDC Table 11-3C-6. 4. Building Elevations (Comp Plan,Architectural Standards Manual): A variety of conceptual building elevations were submitted that represent the quality of future homes planned in this development,included in Section VII.J. The final design of single- family attached units are required to comply with the design standards listed in the Architectural Standards Manual. Single-family detached units are exempt from design standards. Because the sides of homes on lots that face W.Ustick Rd. and N.Avellino Way will be highly visible, Staff recommends 2-story homes on these lots incorporate articulation through changes in two or more of the following: modulation(e.g.projections,recesses, step-backs,pop-outs),bays,banding,porches,balconies,material types,or other integrated architectural elements to break up monotonous wall planes and roof lines that are visible from the subject public street. Single-story structures are exempt from this requirement. 5. Fencing (UDC 11-3A-6, 11-3A-7): All fencing is required to comply with the standards listed in UDC 11-3A-7 and 11-3A-6. Six-foot tall vinyl fencing with an open vision top is proposed along the west and south perimeter boundaries of the development and adjacent to interior common open space and pathways. Six-foot tall open vision wrought iron fencing is proposed along the north and east perimeter boundaries adjacent to the linear open space area where a multi-use pathway is proposed adjacent to the Eightmile Lateral. 6. Parkways (Comp Plan, UDC 11-3A-17): Parkways are proposed throughout the development with landscaping in accord with the standards in UDC 11-313-7C. E. Transportation Analysis The Ada County Highway District(ACHD)did not require a Traffic Impact Study(TIS)for this development. Planned improvements for Ustick Rd. are as follows: Capital Improvements Plan(CIP)l Five Year Plan(FYP): • Ustick Road is scheduled in the FYP to be widened to 5-lanes from Owyhee Storm Avenue to Black Cat Road in 2027. ■ The intersection of Ustick Road and McDermott Road is scheduled in the FYP to be widened on all legs of the intersection as per the C I P in 2027. • The intersection of Ustick Road and Black Cat Road is scheduled in the FYP to be widened to 7 lanes on the north and south legs and 6-lanes on the east and west legs and signalized in 2025. Additional right-of-way(ROW)totaling 50-feet of is required to be dedicated from centerline of Ustick Rd. for the road widening project,which is reflected on the plans. The Master Street Map(MSM) depicts a collector street running along the northern portion of the subject property's west boundary and then shifting to the west in alignment with N. Morgan Grove Ln. on the south side of Ustick Rd. The Applicant is proposing the southern portion of the street shift to the east instead of the west to keep the street close to the mid-mile as desired for collector streets and further away from the traffic signal planned at the McDermott Rd.bypass and Ustick Rd. intersection in accord with Comprehensive Plan policy#6.01.03B,Require collectors consistent with the ACHD Master Street Map (MSM), generally at/near the mid-mile location within the Area of City Impact. If the collector street were aligned with the collector City of Meridian I Department Report 111. Staff Analysis street planned to the south of Ustick in Dayspring Subdivision per the MSM, it could potentially warrant a signal,which would conflict with the McDermott/Ustick signal. The Applicant has coordinated with the Durango development to the west and with the City and ACHD and all parties are amenable to the proposed location of the collector street and finds it generally consistent with the MSM. The Idaho Transportation Dept. (ITD)is currently constructing the extension of SH-16 from Chinden/US 20-26 to I-84. An interchange is planned at Ustick Rd. The McDermott Rd.bypass has been constructed which realigns McDermott to the east. A traffic signal is planned at the intersection of the Ustick Rd./McDermott Rd.bypass approximately 2,860' to the west of the entry to the site on Ustick Rd. 1. Access (Comp Plan, UDC 11-3A-3, UDC 11-3H-4): Access is proposed via one collector street(N.Avellino Way) from W.Ustick Rd. at the southwest corner of the site,which stubs to the northern property line for future extension. Right-of-way for Avellino extends to the Wardle out-parcel at the southwest corner of the site for future access upon redevelopment and to the west boundary on the northern portion of the site. A stub street is proposed to the west for future extension and interconnectivity.An emergency only access is proposed via Ustick Rd. on the eastern portion of the property, which is required to be restricted with a gate or bollards as determined appropriate by the Fire Dept. West Alderstone Drive currently terminates at the western boundary of the adjacent Birchstone Creek development,where it meets property owned by the Bureau of Reclamation. This stub street was originally intended for future extension and was required to be signed accordingly by ACHD. Staff recommends the Developer shall make a good faith effort to coordinate with the Bureau of Reclamation to obtain all necessary approvals,easements, or agreements required to extend W.Alderstone Drive beyond the subject property onto the Bureau's of Reclamation's land to connect to the existing stub street within the adjacent Birchstone Creek subdivision.If approval of such can be obtained,this extension shall be constructed in accordance with applicable ACHD design and construction standards with the phase of development in which it is located. If the Bureau of Reclamation does not grant the required approvals or access rights at the time of development for the relevant phase,the Developer should construct a stub street to the east boundary of the proposed development in alignment with the existing stub street.This will allow for a potential future extension by ACHD,should the right- of-way be secured,unless the requirement is waived by City Council.Documentation of the Developer's coordination efforts with the Bureau of Reclamation shall be submitted to the City prior to final plat approval. 2. Multiuse Pathways (UDC 11-3A-5): The Pathways Master Plan(PMP)depicts a north/south segment of the City's multi-use pathway system through this site from the sidewalk along Ustick Rd.to the northern boundary of the subdivision. The Applicant is proposing a 10' wide detached sidewalk/pathway along Ustick Rd., along both sides of the collector street(N. Avelinno Way) and adjacent to the Eightmile Lateral along the north and east boundaries of the site.A minimum 14' wide public use easement is required for any of the pathways that are not within ACHD ROW.All pathways should be located outside of irrigation district easements unless permission is specifically obtained from the governing Irrigation District. City of Meridian I Department Report III. Staff Analysis 3. Pathways (Comp Plan, UDC 11-3A-8): Pathways are proposed for pedestrian connectivity throughout the site with connections to the proposed multi-use pathways. The proposed pathways plan supports Comprehensive Plan policy#2.02.01A, With new subdivision plats, require the design and construction of pathways connections, easy pedestrian and bicycle access to parks, safe routes to schools, and the incorporation of usable open space with quality amenities. 4. Sidewalks (UDC 11-3A-17): A 10' wide detached sidewalk is proposed along the collector(N. Avellino Way)and arterial (W. Ustick Rd.) streets and 5-foot wide detached sidewalks are proposed along all internal local streets in accord with the standards in UDC 11-3A-17. 5. Subdivision Regulations (UDC 11-6): i. Dead end streets North Avellino Way is proposed to stub to the north property boundary for future extension. A temporary paved turnaround is required to be constructed at the terminus of the street as required by ACHD. ii. Common driveways Two (2)common driveways are proposed; see exhibit in Section VII.F below.All common driveways are required to comply with the standards in UDC 11-6C-3D, which require driveways to be a minimum 20' in width and no more than three(3) dwelling units may be located on one(1) side of the driveway.The plat depicts four (4) dwelling units on one side of each of the driveways and the paved surface of the driveways is below 20 feet. If solid fencing is proposed adjacent to common driveways,a minimum 5-foot wide landscape buffer planted with shrubs,lawn or other vegetative groundcover should be provided between the driveway and fence. The common driveway exhibits,preliminary plat and landscape plan should be revised to comply with these standards with submittal of the final plat application. iii. Alleys One(1)20' wide asphalt public alley with a ribbon curb is proposed that meets the required standards in UDC 11-6C-3B.5. iv. Block face The proposed block faces comply with the standards listed in UDC 11-6C-3F. F. Services Analysis The proposed development is consistent with Comprehensive Plan policy#2.02.02,Maximize public services by prioritizing infill development of vacant and underdeveloped parcels within the City over parcels on the fringe. See Service Accessibility Report in Section VIl.0 below. 1. Waterways (Comp Plan, UDC 11-3A-6): The Eightmile Lateral runs off-site along the north and east boundaries of the property on land owned by the Bureau of Reclamation within a 25' easement measured from centerline, 10'+/-of which lies on the subject property along the north boundary and 20'+/-of which lies on the subject property along the east boundary within a common lot. The Nampa-Meridian Irrigation District(NMID)has requested the Applicant partner with the District to pipe the lateral with a 36-inch reinforced concrete pipe. The Applicant has agreed City of Meridian I Department Report 111. Staff Analysis to purchase the pipe and the District will install the pipe and boxes during the non-irrigation season. This will help ensure the safety of children once the elementary school is developed on the adjacent property to the east. All irrigation ditches,laterals, sloughs or canals, intersecting, crossing or lying within the area being developed,are required to be piped, or otherwise covered as proposed. 2. Pressurized Irrigation(UDC 11-3A-15): Underground pressurized irrigation water is required to be provided in each development as set forth in UDC 11-3A-15. The property has water rights through NMID from the Eightmile Lateral adjacent to the site. 3. Storm Drainage (UDC 11-3A-18): An adequate storm drainage system is required in accord with the adopted standards, specifications and ordinances; design and construction shall follow Best Management Practice as adopted by the City per UDC 11-3A-18. A geotechnical evaluation was submitted for this development,included in the public record. Storm drainage will be retained on site and any discharge into a drainage facility will not exceed the pre-development flows. 4. Utilities (Comp Plan, UDC 11-3A-21): All utilities for the proposed development are required to be installed in accord with the standards listed in UDC 11-3A-21. The developer should coordinate main size and routing with the Public Works Dept. and execute standard forms of easements for any mains that are required to provide service. Main lines are required to be extended to and through the subject property with development. Water service is available at the site; however, sewer service is not available and will need to be extended from its current location north of W.Ustick Rd. in N. McDermott Rd. approximately 1.1 miles to the site. Because the City does not support annexing and entitling property for development without a timely plan to extend municipal services,Staff recommends that approval of the project be contingent upon both the City's and Developer's mutual intent to enter into a cooperative agreement to extend sewer service to the property ahead of the City's scheduled infrastructure project.This agreement should be executed within six(6) months of the approval of the Findings and prior to the adoption of the annexation ordinance,which would formally incorporate the property into the City.In the absence of such an agreement,the property will not be annexed. IV. CITY/AGENCY COMMENTS & CONDITIONS Staff recommends that approval of the project be contingent upon both the City's and Developer's mutual intent to enter into a cooperative agreement to extend sewer service to the property ahead of the City's scheduled infrastructure project. This agreement must be executed within six(6)months of the approval of the Findings and prior to the adoption of the annexation ordinance,which would formally incorporate the property into the City.In the absence of such an agreement,the property will not be annexed. A. Meridian Planning Division 1. A Development Agreement(DA)is required as a provision of annexation of this property. Prior to approval of the annexation ordinance, a DA shall be entered into between the City of Meridian,the property owner(s) at the time of annexation ordinance adoption,and the City of Meridian I Department Report IV. City/Agency Comments &Conditions developer. A final plat shall not be submitted until the DA and Ordinance is approved by City Council. Currently, a fee of$303.00 shall be paid by the Applicant to the Planning Division prior to commencement of the DA. The DA shall be signed by the property owner and returned to the Planning Division within six(6)months of the City Council granting the annexation. The DA shall, at minimum,incorporate the following provisions IF City Council determines annexation is in the best interest of the City: i. Future development of this site shall be generally consistent with the preliminary plat, landscape plan, qualified open space exhibit, site amenity exhibit and conceptual building elevations included in Section VII and the provisions contained herein. ii. The existing wells on the subject property shall be abandoned and proof of abandonment shall be provided to the City Public Works Department. The wells may be used for pressurized irrigation purposes. iii. All existing septic systems shall be removed with redevelopment of the property. iv. The sides of homes on lots that face W.Ustick Rd. and N.Avellino Way shall incorporate articulation through changes in two or more of the following: modulation (e.g.projections,recesses, step-backs,pop-outs),bays,banding,porches,balconies, material types,or other integrated architectural elements to break up monotonous wall planes and roof lines that are visible from the subject public street. Single-story structures are exempt from this requirement. v. An application for design review shall be submitted for all single-family attached units to ensure compliance with the design standards listed in the Architectural Standards Manual. vi. The Developer shall make a good faith effort to coordinate with the Bureau of Reclamation to obtain all necessary approvals, easements, or agreements required to extend W. Alderstone Drive beyond the subject property onto the Bureau of Reclamation's land to connect to the existing stub street within the adjacent Birchstone Creek subdivision to the east. If approval of such can be obtained,this extension shall be constructed in accordance with applicable ACHD design and construction standards. If the Bureau of Reclamation does not grant the required approvals or access rights at the time of development of the relevant phase,the Developer shall construct a stub street to the eastern boundary of the proposed development in alignment with the existing stub street. This will allow for a potential future extension by ACHD, should right-of-way be secured,unless the requirement is waived by City Council. The Developer shall submit documentation of coordination efforts with the Bureau of Reclamation to the City prior to final plat approval. 2. The final plat shall include the following revisions: i. Make revisions to the plat to comply with the common driveway standards listed in UDC 11-6C-3D. ii. Depict a temporary turnaround at the north end of N. Avellino Way as required by ACHD. iii. Depict a minimum 35-foot-wide street buffer along the entire frontage of the property along Ustick Rd. in accord with UDC Table 11-2A-6 for entryway corridors,measured from the ultimate sidewalk location as anticipated by ACHD after right-of-way is dedicated for the expansion of Ustick Rd. Depict the ultimate sidewalk location on the plan as anticipated by ACHD. City of Meridian I Department Report IV. City/Agency Comments &Conditions iv. Adjust property lines as needed along the north and east boundaries of the site to comply with the pathway landscape standards in UDC 11-313-12C,which require a minimum 5- foot-wide landscape strip to be provided outside of the Eightmile Lateral easement. 3. The landscape plan submitted with the final plat application shall include the following revisions: i. Depict a gate or bollards to restrict access to the emergency access driveway via W. Ustick Rd. as determined by the Fire Dept. ii. Depict a temporary turnaround at the north end of N.Avellino Way as required by ACHD. iii. All pathways shall be located outside of irrigation district easements unless permission is specifically obtained from the governing Irrigation District or Bureau of Reclamation as applicable. iv. Depict a minimum 35-foot-wide street buffer along the entire frontage of the property along Ustick Rd. in accord with the standards listed in UDC 11-3B-7C; additional landscape design features are required for entryway corridors. The buffer shall be measured from the ultimate sidewalk location as anticipated by ACHD after right-of-way is dedicated for the expansion of Ustick Rd. Depict the ultimate sidewalk location on the plan as anticipated by ACHD. v. Depict landscaping in all street buffers in accord with the standards listed in UDC 11-3B- 7C,which require landscape areas to be designed and planted with a variety of trees, shrubs, lawn or other vegetative groundcover that elicit design principles including rhythm,repetition,balance and focal elements. vi. Minimum 5-foot-wide landscape strips are required along each side of all pathways, landscaped per the standards in UDC 11-3B-12C,which require a mix of trees, shrubs, lawn and/or other vegetative groundcover. The depth of lots along the north and east boundaries of the site may need to be adjusted in order to provide a minimum width of 5 feet outside the Eightmile Lateral easement for the required landscaping.Designs are encouraged in which the width of the landscape strip varies to provide additional width to plant trees farther from the pathway,preventing root damage. The minimum width of the landscape strip shall be two(2)feet to allow for maintenance of the pathway. vii. Include mitigation calculations in accord with the standards listed in UDC 11-3B-1OC.5. The Applicant should contact the City Arborist(Kyle Yorita 208-409-1601)to schedule an inspection prior to removal of any trees from the site. viii.Depict landscaping in common open space areas per the standards listed in UDC 11-3G- 513.3,which require a minimum of one(1)deciduous shade tree for every 5,000 sq. ft. of area and include a variety of trees, shrubs, lawn or other vegetative groundcover. Include calculations that demonstrate compliance with this standard. ix.Depict a stub street(W.Alderstone St.)to the eastern boundary of the proposed development in alignment with the existing stub street to the east. 4. Stormwater integration shall comply with the standards listed in UDC 11-3B-11C. 5. Submit a 14-foot wide public use easement for all multi-use pathways that are not within ACHD right-of-way prior to signature on the final plat by the City Engineer. 6. Submit a revised common driveway exhibit that demonstrates compliance with the standards listed in UDC 11-6C-3D. City of Meridian I Department Report IV. City/Agency Comments &Conditions 7. All existing structures shall be removed from the site prior to the City Engineer's signature on the final plat. 8. All irrigation ditches,laterals, sloughs or canals, intersecting, crossing or lying within the area being developed, shall be piped, or otherwise covered in accord with UDC 11-3A-6B. 9. The preliminary plat shall become null and void if the Applicant fails to obtain the City Engineer's signature on the final plat within two(2)years of the approval of the preliminary plat as set forth in UDC I I-6B-7A; or obtain approval of a time extension as set forth in UDC 11-6B-7C. See the Agency Comments folder contained in the project file in the public record for other City Department and Agency comments and conditions: https.Ilweblink.meridiancity.orf/WebLinkIBrowse.aspx?id=396684&dbid=0&repo MeridianCi tL (copy the link into a separate browser) V. FINDINGS A. Annexation and/or Rezone(UDC 11-513-3E) Upon recommendation from the commission,the council shall make a full investigation and shall, at the public hearing,review the application. In order to grant an annexation and/or rezone,the council shall make the following findings: 1. The map amendment complies with the applicable provisions of the comprehensive plan; The City Council finds the proposed map amendment and development plan complies with the applicable provisions of the Comprehensive Plan as noted. 2. The map amendment complies with the regulations outlined for the proposed district, specifically the purpose statement; The City Council finds the proposed amendment complies with the regulations outlined for the proposed districts, including the purpose statement. 3. The map amendment shall not be materially detrimental to the public health, safety, and welfare; The City Council finds the proposed map amendment should not be materially detrimental to the public health, safety and welfare. 4. The map amendment shall not result in an adverse impact upon the delivery of services by any political subdivision providing public services within the city including,but not limited to, school districts; and The City Council finds that based on current enrollment for 2024-2025, all of the schools within the boundary of the proposed project are over capacity. The proposed development will result in approximately 85 school-aged children attending these schools unless the boundaries are changed, which may adversely impact the delivery of services by the school district in this area. 5. The annexation(as applicable)is in the best interest of city. The City Council finds the proposed annexation is in the best interest of the City if a cooperative agreement can be reached between the City and the developer to extend sewer service to the site prior to the City's project for such in 2028, as it will reduce enclaves in the City and will provide for more efficient provision of City services. City of Meridian I Department Report V. Findings B. Preliminary Plat(UDC-6B-6) In consideration of a preliminary plat,combined preliminary and final plat, or short plat,the decision-making body shall make the following findings: 1. The plat is in conformance with the comprehensive plan and is consistent with this unified development code; The City Council finds the proposed plat is in conformance with the Comprehensive Plan and will be consistent with the UDC if the Applicant complies with the above-noted conditions. 2. Public services are available or can be made available and are adequate to accommodate the proposed development; The City Council finds public services are either currently available(i.e. water) or available to be extended(i.e. sewer) to serve the site(albeit 1.1 miles away for sewer) and will be adequate to accommodate the proposed development. School district boundaries may need to be adjusted to accommodate the extra students generated by this development as the schools currently serving this area are over capacity. 3. The plat is in conformance with scheduled public improvements in accord with the city's capital improvement program; The City Council finds the proposed plat is in conformance with scheduled public improvements in accord with the City's CIP. 4. There is public financial capability of supporting services for the proposed development; The City Council finds there is public financial capability of supporting services for the proposed development. 5. The development will not be detrimental to the public health, safety or general welfare; and The City Council finds the proposed development will not be detrimental to the public health, safety or general welfare. 6. The development preserves significant natural, scenic or historic features. The City Council is unaware of any significant natural, scenic or historic features that need to be preserved with this development. VI. ACTION A. Staff: Staff recommends approval of the proposed annexation and preliminary plat with the requirement of a development agreement containing the provisions in Section IV per the Findings in Section V above. Note: This recommendation is contingent upon both the City's and Developer's mutual intent to enter into a cooperative agreement to extend sewer service to the property ahead of the City's scheduled infrastructure project. This agreement must be executed within six(6)months of the approval of the Findings and prior to the adoption of the annexation ordinance,which would formally incorporate the property into the City. In the absence of such an agreement, Staff recommends the property not be annexed. B. Commission: The Meridian Planning&Zoning Commission heard these items on June 5, 2025.At the public hearing,the Commission moved to recommend approval of the subject AZ and PP requests. 1. Summary of Commission public hearing_ a. In favor: Becky McKay,Engineering Solutions City of Meridian I Department Report VI.Action b. In opposition: Shawn Freeman(letter) c. Commenting: Shawn Wardle d. Written testimony: Mitch&Brittany Watson,Martin&Joanne Oemig and Shawn Freeman e. Staff presenting application: Sonya Allen f. Other Staff commenting on application: None 2. Key issue(s)of public testimony a. Request for the City to limit density to 1-3 units per acre in all new neighborhoods to ease the current and future infrastructure and increase the quality of life for Meridian residents and leave as many waterways uncovered as possible for wildlife. b. Opinion the proposed density is too high and will negatively impact the character and quality of life in their neighborhood and will lead to overcrowding, strain on local resources such as schools and utilities. c. Questions pertainingto o the provision of access and services to the Wardle parcel;request for a recommendation to be made to the Traffic Safety Commission to reduce the speed limit on Ustick Rd. 3. Key issue(s)of discussion by Commission: A. Support of the Applicant's proposal to extend sewer infrastructure to serve the development prior to the City's project and completion of the Ustick road widening project. 4. Commission change(s)to Staff recommendation: a. None 5. Outstandin issue(s)ssue(s) for City Council: a. Approximately 1.8 acres of this property is designated on the Future Land Use Map (FLUM)in the Comprehensive Plan as Office;however, due to the proposed location of the collector street and the small remaining area,no office uses are proposed. The Applicant requests Council approval to apply the adjacent Medium Density Residential (MDR)FLUM designation to the Office designatedportion of the property. C. City Council: The Meridian City Council heard these items on July 8,2025. At the public hearing,.the Council moved to approve the subject AZ and PP requests. 1. Summary of the City Council public hearing a. In favor: Becky McKay,Engineering Solutions b. In opposition:None c. Commenting: Chris Espinoza,Ned Nickerson,Mike Lewis d. Written testimony:None e. Staff presenting application: Sonya Allen f. Other Staff commenting on application:None 2. Key issue(s)of public testimony: a. Concern pertaining to the proposed development's impact on the enrollment capacity of area schools: b. Request for W.Alderstone Dr. not to be extended to the west to the proposed development due to the increase in traffic that will result in the abutting Birchstone Creek Subdivision. c. Request for the developer to donate money to the City to pay for increased emer eg ncv services(police and fire)needed for new development rather than the tax pavers. The Applicant clarified the developer will nay impact fees to the City and ACHD for these services (and others) with development. 3. Key issue(s)of discussion by City Council: a. Opinion that accelerating development in this part of the City isn't appropriate at this time as it isn't a priority growth area of the City. City of Meridian I Department Report VI.Action b. In support of cost sharing infrastructure improvements with the developer and the proposed cooperative agreement as it will save the City a lot of money and expedite extension of sewer service in this area two to three years ahead of the City project. C. Opinion the size of families that will live in the homes proposed in this development won't be large due to the number of bedrooms proposed in the homes and therefore won't significantly impact the capacity of area schools. d. Opinion the benefits of this project to the City outweigh the potential negative impacts. e. Opinion development is desired in this area due to new police substation and fire station. the future build-out of Ustick Rd. to 5-lanes and future SH-16 interchange at Ustick Rd. In favor of the proposed single-family residential development and density. 4. City Council change(s)to Commission recommendation. a. None City of Meridian I Department Report VI.Action W m I`nllrl �;,iS USTICK- w� t � ' • • ---_-- Il- '�irrr'111r`*�+=O 11111111tl1 'ill li. Qi ■=llllri NO r11i1111111�-inrnl■[• (� r1[[411 C IIIli111111i�'_Iw ,y„ ��■III no rrrn: j�fnr iii i=• U� m rurirr 111 tG III►r I1fIr /Mill f�I`rr! ■I /un Y�I■ � �hill Ir ' m 1 ... . ■ ::.V.S.T C.K.r nl�r �.■■...r ? -■)-r�lrrulr 1� ��■�rn is Irn■r Annuuu ■ �rnrr:■• I=�'fu III �1,n■.11-4 ml■uumr� �Innr1�:1� fir' 1 1�ru■+ , •� IAIr ■■rrri � . ■rru■il�I 1♦♦�♦�1 �irtrrlr■ti Itrur�i�■■ � � �a r■� uu w ♦ � mart ■� �r a_A. �;� i�jr■9i: a rnr■:�1■ F ■ur■�: :::■ . ��� C�r i 4 4i►r r vul u F. 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IIIlllnl1111'P ■■/7iwr■■nr ■prry i i iA�GAL! IIII �11♦��ra _ �'■■114■r ■u'11 u uu■■rr ' '�� ZIp 1.1 �+�� -1■III�� Y wn■I■ Zj {u?I��'-': �1 * ♦y1 B. Subject Site Photos VII-WMI _ r ._ ; . City of Meridian Department Report VII. Exhibits C. Service Accessibility Report PARCEL SO433438957 SERVICE ACCESSIBILITY Overall Score. 11 2nd Percentile Location Within 1/2 mile of City Limits YELLOW Extension Sewer Trunkshed mains 500-2,000 ft,from parcel YELLOW Floodplain Either not within the 100 yr floodplain or>2 t:res GREEN Emergency Services Fire Response time 5-9 min. YE-LOW Emergency Services Police Meets response time gaals some of the time YE-LOW Pathways Within 1/4 mile of current pathways GREEN Transit Not within 1/4 of current or future transit route RED Arterial Road B uildout Stitus. Ultimate configuration(4 of lanes in master streets YE-LOW plan) >existing(4 of lanes)&road IS in 5 yr work School Walking Proximity From 1/2 to 1 mile walking YE-LOW Either a High School or College within 2 miles 0, School Drivability Middle or Elementary School within 1 mile drivinc. GREEN (existing or future) Park Walkability No park within walking distance by park type RED City of Meridian I Department Report VII. Exhibits D. Annexation Legal Description & Exhibit Map Legal Description Springday Subdivision —Annexation Parcel A parcel located in the 5 h of the SE Y,of Section 33, Township 4 North, Range 1 Vilest, Boise Meridian,Ada County, Idaho, being more particularly described as follows' Commencing at an Aluminum Cep monument marking the southwest comer of said S'/2 of the SE'/4(A Corner),from which a 5M inch diameter rebar monument marking the southwest corner of said Section 33 bears N 89'19'04" W a distance of 2538.34 feet, Thence along the westerly boundary of said S'/2 of the SE `l. N 0'29'02'E a distance of 325.00 feet to the POINT OF BEGINNING, Thence continuing along said westerly boundary N 0'29'02"E a distance of 991.85 feet to a point marking the northwest corner of said 8'A of the SE%; Thence along the northerly boundary of said S'A of the SE%S 89'16'57" E a distance of 1318.87 foot to a point marking tho northeast comer of the SW Y.of the SE%of eaid Section 33: Thence continuing along said northerly boundary S 89'18'27"E a distance of 50.00 feet to a point marking the northwest corner of Birthstone Creek Subdivision as shown in Book 90 of Plats on Pages 10459 through 1 Q462, records of Ada County, Idaho-, Thence along the westerly boundary of said Birchstane Creek Subdivision S 0'28'07" W a distance of 1253.86 feet to a paint; Thence along the southerly boundary of said Birthstone Creek Subdivision N 89'40'15" E a distance of 379.74 feet to a point; Thence leaving said southerly boundary S 89'1845"E a distance of 125.89 feet to a point; Thence 6 1'2211"W a distance of 69.04 feet to a point on the southerly boundary of said S' of the SE%-. Thence along said southerly boundary N 159'18'45'W a distance of 1698.73 feet to a point; Thence leaving said southerly boundary N 0'29'02"E a distance of 325,00 feet to a paint-, Thence N 89°18'45' a distance of 175.00 fleet to the POINT OF BEGINNING. This parcel contains 40.84 acres,more or less_ �a N F NO � G Clinton Val. Hansen, PL Land Solutions,PC 1 1 1 .�S March 26, 2025 2 ���ia b'utlons Springdey Annexation Parcel tY- �3^tl�^� ."a eee.uey Job erF8 Page ege I bf 1 City of Meridian I Department Report VII. Exhibits P R IN G DAY - ANNE ATI N B UNDARY LOCA-ED IN THE S 112 OF THE SE 114 OF SECTION 33, UN, Rl1N, BM, ADA COUNTY, IDAHO C 1/4 W 4i UXPLhTIE6 f 599'16'S7'� 1318.87' 0.0 ` rc.Kr�uw sx 5E CM4M APRLVAUEY'f 16 $E 1 16 ('WATE) Q4 ty m g3 o W.usnar an TOTAL AREA=40.84 ACRES W 175•CO' nIHT OF BEUNNIHG o � � i unER$rM SL BASIS OF o en�ruvacn =Y�l �SI-22`11`w 32 J} BEARING _ r.umoo In45E 6A. #' N89'19'_o#'w 75.00' 7d P R9 7 A V 31 34 r�rl 5 4 2638.3#' 1fa d. USrICK RD. NM'19'4SV I .7 ' — 1 589'TV45"E 3 UK urlvunEn I w.4 LAko �yr mo t La4ndSolutions T p 4 Land Surveying snd OOMU.Iting 3' 200' t00' SCE' ' � �F C�� D,ESrNs7 {A�..5a7bA4 I�BI�ee,xssr naa City of Meridian Department Report VII. Exhibits E. Preliminary Plat&Phasing Plan(dated: ""�24 6/20/2025)-REVISED •,F>b-�.Au. OHv01'ALWq.]n T""•'•.Ly-W-L'MIM NOISIAidens l.Vfl`JNINds 5 °0 WA 171d.IaVNIN-0- 1d .,¢•, r S1HV1�fl8HD�3S3Id33A1f_9Ni71 d 133Hs b3A0O 0 a P ,'y� �n ncany°c 2 7 €Gngea � " 5 T��° ppa@@jo.Y I r 1H EL co gsf€cc @¢sus# Lsy€ I cn Ik I� �� III City of Meridian Department Report VII. Exhibits OHv0I ALYq] av•.R8•. "im'L'm1m ; 7��' ti 7p A4To wer,oma otw" NOISIAIaGnS AVONIZIdS 5 °p WA lip'-ld),8VNIYVI1]dd n '.t•':` Sl.HY1�fl8ND9 3S3 Imam. 6 •n ?� �IL133N19N dVlY 53tif11V3� �VtJfllVN 5-q � .. w r ■ ■ 9$y Y t Y y ❑ © e a m m AP — �— ----- -- -__ JJ ; :t I I I I,111{I f J f4 i I I C I l I I _-�- `` I 1 0 -.`-_-------: City of Meridian Department Report VII. Exhibits NOISIA109f15 AVo`JNIZIdS iMv--iniO ass SGf�rLI3 R9M7 1V-1d AbVNIlYf13ad a kg7 9'c�G 5,-5 -------------------- ..........._L l�J.:......................§ --- --- --..J 77 o ❑ ❑ E] ❑ e o +..o Ieo o ,o o oj.e a Ila 7F� m e ,d S _ /d 1 L El •l v '� e' 9g;':. '.d '�e5: �� `tt3r 9;'I El:'0'r'o: El EA ' d, ii `�I .® I d © .I, 0. oa� �:40' I � ❑S4 I ��®4� r . fly. a, I'� - d o' �'s: •a I _ 'f� ® o: p pg E3y894E 1� es a " ❑, .� as + ® �` �• `` ter'--�� �"- "� 9:0! 'I •-Y_0, -r.J I'd;'0,��p,:;:; d is 0',i,ee;. .I', Di ^' ❑�� + IF❑' I °`_ © r°L� ,1sJ _� �Pc ©9�I---•.III ' I� e 4 ♦ El� Ic Er I' _ `$!gi 9 E g ...._._......._..... City of Meridian Department Report VII. Exhibits F. Common Driveway Exhibit(Lot 34C,Block 10)-REVISED 0 �m 23 �x 0 N o� �W Ez =o= uare3s o w 717Y 3 N]AZ py ❑ >- Lu 21 o >�� LLI Y }r, ❑ao WO CO z gaqs 5WA OZry o o V J - - -� U 15 3NO15HD338 M Q a 4( City of Meridian Department Report VII. Exhibits G. Landscape Plan(dated: 11/2212024 7/8/2025)-REVISED �Hv'J'IL.f'°°vaw-'n 1'f['°3s a. Nolsnlaens �vaeNlads :,� "' `°�.'."�° :�."' ao3 1'dld AaVNIWll3ad •' a " S1HV1�flSHOO�Si 9NIH3-P 3W1 N NVId 3dY�S0A'a 1Vld A21'dNlwl�3 r, b: �: a �wsR.r:<cvaxe+:�xmspurerr.+,Fmxree+ar�a�r�a�rrr:e�sminn a g Q 3 wtzaxa' ae; w.�,waaarxax a a 2 y y y j ? Hn Ljj ��• a 9� p� �ppy�� tlRp ..'�`-•`..t:c\�..:r� ,ram :I�—/ �� - a.•., c "'eke : aE �a�x,•.:,,_,�.'���s W�''.��° � � � r�SY �ifl rx. . � y 4 a W R 9 r R + J Q L { �•E.—....---�-• -v --- ` E� r C4 � Gv� ��a■nti� d 6 Nccaacs:rairai- �rz5avaxs ei-:t _ �:r�r3�•'ca[tii� �¢¢@3� stes sc¢ 7 yvra�r Fttcay:air F as w�*xcx3 ' '" LA .�..� = etlEa City of Meridian Department Report VII. Exhibits - •a Te _ e+Mrtl'/1n�'u�Nols a r1s lnlens AvasNlads ?10J ltlld UAVN1V41-]Nd a' —ice— SNoun, S1Htl1�f18H®�9&9 �NIlf33N19N� NVId 3dVOSaNVI ■ -LVld AI IVNIVIFO3Jd 7�` ';WN . 7- �. Ot IJ ok 1,kri —'� ; ••— •' f E3 4° a3 3� E Ej i 3'tQ :I' Y uj it >! S KYd Ai - V- •1 z ep�€� E3e a Sa a �g a'qsg mill 5�a5�g�plaS=�e �R Yjg :Se �B pspg �55' 3 W Ce Spa ° ° I €� mi:l! Ica City of Meridian Department Report VII. Exhibits . oRl l'LLnf—Yuv n a".N la'w'1'Kv As TIQIo NOISIh109f15 AVOUNIJdS NO3 iv-1d ANVNIN118,j 4 a S31ON V STViM x a y S1H71�f18H0�9�9 9H1lf33IY19N� 1e�d ,�avNlwn3ad "4�gg �� oil oil IND 9t @@ or Q p s IN Ho 0 I z 33 �F@${ a• xx§ yp W �`n � �p� �� ��� �� Yis �€Jx �� d� b�■ �� ry H H H BI ,4' Jill . . . . . . . .H H H H H H H �y r �� ��R�y�� illi ImmmmI 8& i3 ION N N � a d8I Hl ° o _ =3 °, z LU LU CL 72, I w • e • 5 City of Meridian Department Report VII. Exhibits H. Qualified Open Space Exhibit(d k« 3 6 20 q � (U22 q , �§ / e @wr ; * ayl : ; m ! 2& y - zw # , . = » , 7 K § \ Mj � 2 k / B ! k - 2 = § - � � ® | § & \ � +H. _ \ e ■ | � � \ WMW1111r__ 2 0 � »x� 2�f g /q I �a� . � I E0� � » I H.I 2■ g|� �! � w| Lij| City of Meridian Department Rep o4 VJ. Exhibits t Amenity Exhibit(d ke: ly2 20 q �k �2 k « � \ - / & \ \ 2 ,,rm --- 7L , \ 2e-m 77 I ' O mf R/� L\ ®51 \\ Z/\ ƒ § ) I - � p) : fp «| | @! | \} Z■j. ®� Oil kI City of Meridian Department Rep o4 yJ. Exhibits J. Conceptual Building Elevations Copy and paste the following link in the browser of your computer to view the proposed conceptual building elevations: https:llweblink.meridianciV.or lWebLinkIDocView.aspx?id=396720&dbid=0&repo=MeridianC hty City of Meridian I Department Report VII. Exhibits VIII. ADDITIONAL NOTES &DETAILS FOR STAFF REPORT MAPS,TABLES,AND CHARTS (link to Community Metrics) A. One-Mile Radius Existing Condition Notes This data is automatically derived from enterprise application and GIS databases, and exported dynamically. Date retrieved notes generally reflect data acquired or processed within the last 30- days. Analysis is based on a one-mile radius from the centroid of the identified parcel. Parcel based data excludes certain properties and represents land as it exists now. Properties considered are only those with a total assessed value greater than 0(i.e. excludes most HOA area,transitional development, government, and quasi government facilities). The following values also constrain included property acreage to reduce outliers and non-conforming instances from distorting averages: R-2<5.0; R-4<2.0; R-8< 1.0; R-15 <0.5;R-40<0.25. Conditional Use Permits and Preliminary plat data likely include duplicate project submittals as they may be for the same project, approved at different times through multiple application types. Consider each independently or review prior application approvals. Some approved entitlements, and particularly older ones,may be constructed. Decennial population counts and household counts are based on the most recent Decennial Census. Current population and current household values are COMPASS estimates,usually for the year previous, and are based on traffic analysis zone boundaries(TAZ's). B. Mixed Use Analysis Notes This data is derived from enterprise application and GIS databases, and exported dynamically. Data considered for analysis are only those areas overlapping the overall Mixed Use boundary area.Mixed Use areas across arterial roadways are distinct, separate, and not considered as they do not meet the mixed use principles in the Comprehensive Plan(e.g.pedestrian safety, transportation efficiency, etc.). Mixed Use parcel areas may be greater or smaller than the future land use area designation boundary due parcel size,configuration,right-of-way, and other factors. Conditional Use Permits and Preliminary plat data likely include duplicate project submittals as they may be for the same project, approved at different times through multiple application types. Consider each independently or review prior application approvals. C. Service Assessment Notes This data represents existing conditions derived from our enterprise application and GIS database, exported through dynamic reporting. The system references the most recent available data from various sources, including sewer main lines, sewer trunksheds, floodplain, fire service areas and response times,police crime reporting,pathway information,existing and planned transit, roadway improvements, school and park proximity, and other resources. The tool provides context for project review,using multiple indicators consistently. Data from similar topics may vary based on different levels of review. The overall score is based on weighted criteria(not a ranked order), and the percentile score compares the parcel to others in the city(higher is better). This tool was developed as a City Council priority and outcome of the 2019 Comprehensive Plan. Scores,whether high or low, are just one data point and should not be the sole basis for decisions. D. ACHD Roadway Infographic Notes The Ada County Highway District utilizes a number of planning and analysis tools to understand existing and future roadway conditions. Existing Level of service(LOS).LOS indicator is a common metric to consider a driver's experience with a letter ranking from A to F. Letter A represents free flow conditions, and on the other end Level F represents forced flow with stop and go conditions. These conditions usually represent peak hour driver experience.ACHD considers Level D, City of Meridian I Department Report V11. Exhibits stable flow,to be acceptable. The LOS does not represent conditions for bikes or pedestrians,nor indicate whether improvements: are possible; if there are acceptable tradeoffs; or if there is a reasonable cost-benefit. Integrated Five Year Work Plan (IFYWP). The IFYWP marker(yes/no)indicates whether the specified roadway is listed in the next 5-years. This work may vary,from concept design to construction. Capital Improvement Plan(CIP). The CIP marker(yes/no)indicates whether the specified roadway is programmed for improvement in the next 20-years. City of Meridian I Department Report VII. Exhibits E IDIAN 'aAHO AGENDA ITEM ITEM TOPIC: Findings of Fact, Conclusions of Law for Virgin Mary & St. Mark Coptic Orthodox Church (H-2025-0015) by Virgin Mary & St. Mark COC, located at 4383 N. Locust Grove. Rd. CITY OF MERIDIAN FINDINGS OF FACT,CONCLUSIONS OF LAWC��(IEFI AND DECISION& ORDER In the Matter of the Request for Modification to the Existing Development Agreement(Inst.#2016- 086864—Ashley Manor)for a New Agreement Applying Only to the Subject Property to Update the Development Plan and Change the Approved Use of the Property from Office to a Church,by Virgin Mary and St.Mark Coptic Orthodox Church. Case No(s).H-2025-0015 For the City Council Hearing Date of: July 8,2025 (Findings on July 22,2025) A. Findings of Fact 1. Hearing Facts(see attached Staff Report for the hearing date of July 8, 2025, incorporated by reference) 2. Process Facts(see attached Staff Report for the hearing date of July 8,2025, incorporated by reference) 3. Application and Property Facts (see attached Staff Report for the hearing date of July 8, 2025, incorporated by reference) 4. Required Findings per the Unified Development Code(see attached Staff Report for the hearing date of July 8,2025,incorporated by reference) B. Conclusions of Law 1. The City of Meridian shall exercise the powers conferred upon it by the"Local Land Use Planning Act of 1975,"codified at Chapter 65, Title 67,Idaho Code(I.C. §67-6503). 2. The Meridian City Council takes judicial notice of its Unified Development Code codified as Title 11 Meridian City Code, and all current zoning maps thereof. The City of Meridian has,by ordinance, established the Impact Area and the Comprehensive Plan of the City of Meridian, which was adopted December 17,2019, Resolution No. 19-2179 and Maps. 3. The conditions shall be reviewable by the City Council pursuant to Meridian City Code § 11-5A. 4. Due consideration has been given to the comment(s)received from the governmental subdivisions providing services in the City of Meridian planning jurisdiction. 5. It is found public facilities and services required by the proposed development will not impose expense upon the public if the attached conditions of approval are imposed. 6. That the City has granted an order of approval in accordance with this Decision,which shall be signed by the Mayor and City Clerk and then a copy served by the Clerk upon the applicant,the Community Development Department,the Public Works Department and any affected party requesting notice. FINDINGS OF FACT,CONCLUSIONS OF LAW AND DECISION&ORDER FOR VIRGIN MARY AND ST.MARK COPTIC ORTHODOX CHURCH-MDA H-2025-0015 - 1 - 7. That this approval is subject to the Conditions of Approval all in the attached Staff Report for the hearing date of July 8,2025,incorporated by reference. The conditions are concluded to be reasonable and the applicant shall meet such requirements as a condition of approval of the application. C. Decision and Order Pursuant to the City Council's authority as provided in Meridian City Code § 11-5A and based upon the above and foregoing Findings of Fact which are herein adopted, it is hereby ordered that: 1. The applicant's request for a modification to the existing development agreement is hereby approved per the provisions in the Staff Report for the hearing date of July 8,2025, attached as Exhibit A. D. Notice of Applicable Time Limits Notice of Development Agreement Duration The city and/or an applicant may request a development agreement or a modification to a development agreement consistent with Idaho Code section 67-6511A. The development agreement may be initiated by the city or applicant as part of a request for annexation and/or rezone at any time prior to the adoption of findings for such request. A development agreement may be modified by the city or an affected party of the development agreement. Decision on the development agreement modification is made by the city council in accord with this chapter. When approved, said development agreement shall be signed by the property owner(s)and returned to the city within six(6)months of the city council granting the modification. A modification to the development agreement may be initiated prior to signature of the agreement by all parties and/or may be requested to extend the time allowed for the agreement to be signed and returned to the city if filed prior to the end of the six(6)month approval period. E. Judicial Review Pursuant to Idaho Code § 67-652 1(1)(d), if this final decision concerns a matter enumerated in Idaho Code § 67-6521(1)(a), an affected person aggrieved by this final decision may,within twenty-eight (28)days after all remedies have been exhausted,including requesting reconsideration of this final decision as provided by Meridian City Code § 1-7-10, seek judicial review of this final decision as provided by chapter 52,title 67, Idaho Code. This notice is provided as a courtesy; the City of Meridian does not admit by this notice that this decision is subject to judicial review under LLUPA. F. Notice of Right to Regulatory Takings Analysis Pursuant to Idaho Code §§ 67-652 1(1)(d) and 67-8003, an owner of private property that is the subject of a final decision may submit a written request with the Meridian City Clerk for a regulatory takings analysis. G. Attached: Staff Report for the hearing date of July 8, 2025 FINDINGS OF FACT,CONCLUSIONS OF LAW AND DECISION&ORDER FOR VIRGIN MARY AND ST.MARK COPTIC ORTHODOX CHURCH-MDA H-2025-0015 -2- By action of the City Council at its regular meeting held on the 22nd day of July , 2025. COUNCIL PRESIDENT LUKE CAVENER VOTED COUNCIL VICE PRESIDENT LIZ STRADER VOTED COUNCIL MEMBER DOUG TAYLOR VOTED COUNCIL MEMBER JOHN OVERTON VOTED COUNCIL MEMBER ANNE LITTLE ROBERTS VOTED COUNCIL MEMBER BRIAN WHITLOCK VOTED MAYOR ROBERT SIMISON VOTED (TIE BREAKER) Mayor Robert E. Simison 7-22-2025 Attest: Chris Johnson 7-22-2025 City Clerk Copy served upon Applicant, Community Development Department,Public Works Department and City Attorney. 7-22-2025 By: Dated: City Clerk's Office FINDINGS OF FACT,CONCLUSIONS OF LAW AND DECISION&ORDER FOR VIRGIN MARY AND ST.MARK COPTIC ORTHODOX CHURCH-MDA H-2025-0015 -3- EXHIBIT A COMMUNITY DEVELOPMENT DEPARTMENT REPORT �✓ �r HEARING July 8, 2025 Legend DATE: 0 C: Project Location ; City Limits TO: Mayor& City Council :.:Area of Impact 0 Analysis FROM: Sonya Allen,Associate Planner ---- 208-884-5533 sallen@meridiancity.org APPLICANT: Nader Rafla 4T 7 _ l SUBJECT: H-2025-0015 Virgin Mary and St. Mark Coptic Orthodox Church—MDA LOCATION: 4383 N. Locust Grove Rd.,in the �� northeast 1/4 of Section 31,TAN.,R.IE. ,IT' j (Parcels R1608650276 and ��� i . R1608650278) I. PROJECT OVERVIEW A. Summary Modification to the existing development agreement(Inst. #2016-086864) for a new agreement applying only to the subject property to update the development plan and change the approved use of the property from office to a church. B. Issues/Waivers The Applicant requests City Council approval of a reduced buffer width from 25 feet to 5 feet along the northern property boundary adjacent to the existing residential use. Staff recommends the Applicant submit and obtain Director approval of Alternative Compliance applications for an alternative off-street parking plan as set forth in UDC 11-3C-7F in order to comply with the off-street parking standards listed in UDC 11-3C-6; and a reduced street buffer width along N. Locust Grove Rd.prior to City Council approval of the signed DA. This will ensure the DA isn't amended for a development plan that isn't approved for development. If one or both of these applications is denied by the Director,revisions to the site plan shall be made to comply with the minimum standards for such in UDC 11-3C-6 and/or UDC Table 11-2B-3, as applicable. Staff also recommends the Applicant submit an updated shared use parking agreement and/or hours of operation for the church that don't conflict with the standard operating hours for both uses, including the Holy holidays(i.e. Feasts),for inclusion in the new DA. Note:Because the Applicant has a deadline to obtain Council approval of the proposed MDA in a purchase agreement for this property in the near future, Staff is recommending the Council act on this application at the upcoming hearing rather than continuing it to a subsequent meeting to resolve the above-noted issues. City of Meridian I Department Report 1. Project Overview C. Recommendation Staff: Approval D. Decision City Council: Approval per Staff s recommendation II. COMMUNITY METRICS Table 1•Land Use Description Details Map Ref. Existing Land Use(s) Vacant/undeveloped - Proposed Land Uses) Church - Existing Zoning 'p L-O(Limited Office) VI.A.2 Proposed Zoning NA Adopted FLUM Designation MU-N(Mixed Use—Neighborhood)(0.4 acres)&MDR VI.A.3 (Medium Density Residential)(0.14 acres) Proposed FLUM Designation MU-R Table 2: Process Facts Description Details Preapplication Meeting date 1/28/2025 Neighborhood Meeting 4/21/2025 Site posting date 6/21/2025 Note: See City/Agency Comments and Conditions Section and public record for all department/agency comments received. Copy this link into a separate browser: https://weblink.meridiancily.orglWebLinkIBrowse.aspx?id=393924&dbid=O&repo=MeridianCitX). Table 3: Project Overview Description Details History Ashley Manor(Ord.#16-1706;DA Inst.#2016-086864;ROS#10604 Physical Features Parkins-Nourse Lateral runs along east boundary of site along N.Locust Grove Rd.—most of the ditch is piped with a short 20'+/-section that is open at the north end. Acreage 0.55 acres III. STAFF ANALYSIS Comprehensive Plan and Unified Development Code(UDC) A. General Overview The subject application encompasses two(2)parcels of land fronting on both N. Locust Grove Rd., an arterial street,and N. Bright Angel Ave.,a local street,which are governed by a Development Agreement(DA)approved with annexation of the property in 2016. The DA includes a portion of the abutting property to the south that was originally part of the subject property. The Parkins-Nourse Lateral runs along the eastern boundary of the site; a small section approximately 20 feet long is currently open at the north end and the remainder is piped. If development is approved,the open section is required to be piped. The conceptual development plan included in the existing DA, shown below in Section VI.B, anticipated the existing house on the northern portion of the property either being remodeled for an office use and remaining or being removed and a new office building constructed in its place. City of Meridian I Department Report II. Community Metrics The southern portion of the property was anticipated to develop with a new office building or the existing office on the adjacent parcel to the south would be expanded onto the subject property. Since that time,the residential home has been removed from the site and wasn't replaced with a new building. Existing provisions included in the DA are as follows: 1. Direct lot access to N. Locust Grove Road, an arterial street,is prohibited in accord with UDC 11-3A-3. 2. Sidewalk shall be installed along N. Locust Grove Road where it doesn't currently exist and along N. Bright Angel Avenue in accord with the standards listed in UDC 11-3A-17. The sidewalk along Locust Grove shall go around the existing irrigation vault to provide continuous pedestrian access. 3. Future development of this site shall be generally consistent with the conceptual site plan and building elevations depicted in Exhibit A and the conditions noted in the staff report. 4. The site plan submitted with the Certificate of Zoning Compliance application for this site shall take into consideration the ultimate right-of-way for N. Locust Grove Road per the Master Street Map in regard to sidewalk, street buffer and building locations. 5. Mitigation is required for any existing trees 4-inch caliper or greater that are removed from the site in accord with the standards listed in UDC 11-313-1OC. Contact Elroy Huff, City Arborist,prior to removal of any trees from the site to confirm mitigation requirements. 6. Future development of this site is required to comply with the design standards listed in UDC 11-3A-19 and the Architectural Standards Manual. 7. The applicant shall submit and obtain approval of a Certificate of Zoning Compliance and Design Review application prior to submittal of a building permit application(s). 8. Hours of operation in the L-O district are limited to the hours between 6:00 am and 10:00 pm as set forth in UDC 11-2B-3A.4. 9. The residential use of the subject property shall cease upon annexation ordinance approval. 10. If the existing structure is to be retained on the site,the applicant shall be required to cease using any other existing water source or method of disposing of sewage and connect to City water and sewer service within sixty(60) days of approval of the annexation ordinance per MCC 9-1-4 and MCC 9-4-8. B. Development Agreement Modification A new DA is proposed,which would only apply to the subject property and change the development plan approved for the site from office to a church use. A conceptual development plan and building elevations were submitted, included below in Section VI.C,that depicts a 9,930 square foot 2-story building with a main level approximately 4' above ground level and a lower- level daylight basement;the elevations will include windows at the lower level that aren't currently shown. The Applicant states the building will be equipped with fire sprinklers. For this reason and because of the proximity of Bright Angel Ave. and Locust Grove Rd. to the proposed building,internal fire access within the site is not required;however, a Fire Department connection for the building needs to be provided on the street access side and within 100' of a fire hydrant. City of Meridian I Department Report III. Staff Analysis A total of 11 off-street vehicle parking spaces are depicted on the conceptual development plan on the subject property.Access for the site is proposed via N. Bright Angel Ave.with no access via N. Locust Grove Rd. The Applicant states the allowed occupancy for the building is 160. The Applicant proposes an alternative off-street parking plan for shared parking agreement with a nearby daycare facility(Brighter Beginnings Learning Center)located at 1463 E. Star Rd. to use up to 15 of their parking spaces on Saturdays(church's overflow needs most likely between 9:00 am and 1:00 pm), Sundays and Holy holidays when the owner's parking needs are expected to be less—additional spaces require approval. The normal business hours of operation for the daycare are currently Monday through Friday from 6:30 am to 6:00 pm but could expand to Saturdays in the future. The proposed operational hours of the church are as follows: Standard Operational Hours* Saturdays: From 9:00 am—1:00 pm : Liturgy and Sunday school From 6:00 pm—7:00 pm :Vespers prayers From 7:00 pm—9:00 pm : Mid night praises Sunday: From 9:00 am—2:00 pm :Liturgy and Sunday school Feasts Schedule of Operation: Friday before passion week:9:00am—3:00pm The passion week: Saturday:9:00am—2:00pm : Liturgy and Sunday School 6:00pm—9:00pm :Vespers and Midnight Praises Sunday:9:00am—2:00pm : Palm Sunday 6:00pm—9:00 pm : Night passion week prayers Saturday: 12:00am—6:30am :Apocalypse Prayers and Divine Liturgy 5:00pm—10:00pm: Feast of the resurrection liturgy Sunday: 10:00 am—2:00pm :Sunday School and Feast Celebration Gathering Nativity Feast: January 6`h: 5:00 pm—9:00 pm : Nativity Feast Divine Liturgy January 7th: 10:00 am—2:00pm :Sunday School and Feast Celebration Gathering Feast of the Baptism of Our Lord Jesus Christ Variable day in January based on the Coptic Calendar 5:00 pm—9:00 pm : Feast Divine Liturgy C. Staffs Analysis The proposed church use is listed as a principal permitted use in the L-O(Limited Office)zoning district per UDC Table 11-2B-2, subject to the specific use standards listed in UDC 11-4-3-6— Church or Place of Religious Worship, as follows: "Schools, child daycare services, meeting facilities for clubs and organizations, and other similar uses not operated primarily for the City of Meridian I Department Report III. Staff Analysis purpose of religious instruction, worship, government of the church, or the fellowship of its congregation may be permitted to the extent the activity is otherwise permitted in the district." A corridor improvement project,which includes widening N. Locust Grove Rd. along the east boundary of the site,is included in the Capital Investment Program for design year 2028-2029. Additional right-of-way(ROW) is required to be dedicated with development to total 50 feet from centerline of Locust Grove Rd. as required by ACHD for the ultimate expansion of the road to 5-lanes. A typical street section required by ACHD for such roadway is shown below: 4 � N Y C G s+' ,�] v 2 C 3 a N C Y W 3a a U0 Uo 5-Lane Minor Arterial Street Section w1 Multi-Use Path S9/99 2 10 8 2 1 11 1 11 1 11 1 11 1 11 2 8 10 2 Right of Way at Private and Public intersections shall adjust to the setbacks required within the Multi-Use Pathway Toolkit Right of Way at driveways shall adjust to the setbacks required within the Multi-Use Pathway Toolkit Additional ROW is required to be dedicated with development along Bright Angel Ave. for a 3- lane commercial roadway to total 27 feet from centerline.A typical street section required by ACHD for such roadway is shown below: _ �1? 2-Lane Commercial w/Parking 36/50 2 5 .5 7.5 10 l a 7.5 (parking} (Parkin 3-Lane Commercial 40/54 2 5 .5 - 13 13 13 - .5 5 2 A 25-foot wide street buffer is required to be provided along Locust Grove Rd.,measured from the ultimate back of curb location,with landscaping in accord with the standards listed in UDC 11-313-7C. The proposed concept plan depicts a reduced buffer width of 12'6",which requires submittal of an alternative compliance application and demonstration that a unique hardship caused by the required street buffer exists; the request needs to also include a proposal of a specific alternative landscape plan that meets or exceeds the intent of the required buffer—in no case shall the width be reduced to less than 10% of the depth of the lot(after ROW dedication).A reduction to the buffer width shall not affect building setbacks—all structures shall be set back from the property line a minimum of the buffer width required in the district. Such application/request has not been submitted or approved by the Director and would need to be in order for the proposed development plan to be viable.This application should be submitted and approved prior to City Council approval of the signed DA if the subject MDA application is approved. A minimum 20-foot wide buffer to residential uses is required to be provided along the northern property boundary per UDC Table 11-213-3 with landscaping per the standards listed in UDC 11-313-9C.The Applicant requests a reduced buffer width of 5 feet along this boundary with no reductions to the building setback.The UDC(11-313-9C.2) states,"The width of the buffer is determined by the district in which the property is located, unless such width is otherwise modified by City Council at a public hearing with notice to surrounding property owners. The tables of dimensional standards for each district in accord with Chapter 2, "District Regulations"; of this Title establish the minimum buffer size.A reduction to the buffer width shall not affect building setbacks; all structures shall be set back from the property line a City of Meridian I Department Report III. Staff Analysis minimum of the buffer width required in the applicable zoning district." Staff recommends the Applicant obtain a letter from the residential property owner stating they're in agreement with the reduced buffer width proposed prior to the Council hearing(if they are in agreement). The Council should determine if the request is appropriate. Based on the square footage of the building, a minimum of 20 off-street vehicle parking spaces and one(1)bicycle parking space are required to be provided for non-residential uses in commercial districts per UDC 11-3C-6B.1. With the proposed development plan,only 11 off- street parking space are provided on the site; an additional 15 spaces are proposed to be provided off-site through a shared use parking agreement,which will provide a total of 26 off-street parking spaces for the site. There are conflicts that exist between the standard hours of operation of the daycare and the proposed church on Saturday evenings between 6:00 pm and 9:00 pm and during certain days/times on Holy holidays(i.e. Feasts). Staff recommends the Applicant submit an updated shared use parking agreement and/or hours of operation for the church that don't conflict with the standard operating hours for both uses,including those for Holy holidays(i.e.Feasts). This should be submitted prior to City Council approval of the signed DA if the proposed MDA application is approved,and included as an exhibit in the DA. Per UDC 11-3C-7A, conditions favorable to providing alternatives to off-street parking are as follows: (Staffs analysis is in italics) 1. There are convenient pedestrian connections between separate properties; Sidewalks along streets provide a pedestrian connection between the two properties. 2. The properties and/or uses are within one thousand(1,000)feet of each other; The properties are within approximately 600 feet of each other. 3. The principal operating hours of the uses are not in substantial conflict with one another; and The proposed hours for the church and the existing daycare facility hours of operation are listed above. The hours of operation between the two uses conflict on the Friday before passion week from 9:00 am to 3:00 pm, on Saturday during passion week from 1:00 to 2:00 pm,January 6`" (Tuesday)from 5:00 to 6:00 pm,January 7t4 (Wednesday) from 10:00 am to 2:00 pm, and possibly on the variable day in January based on the Coptic Calendar. The parking agreement doesn't state parking can be utilized on Saturday evenings from 6:00 to 9:00 pm—because the daycare isn't currently open on Saturdays, these hours can probably be included.Because the minimum on-site parking standards are not being met,Staff sees this as a significant conflict during these times. For this reason,Staff recommends the Applicant submit an updated shared use parking agreement and/or hours of operation for the church that don't conflict with the standard operating hours for both uses, including the Holy holidays (i.e. Feasts),for inclusion in the new DA. If the daycare facility decides to operate on Saturdays in the future, shared parking would not be available during the standard operating hours between 9:00 am and 1:00 pm for liturgy and Sunday school or during Passion Week between 9:00 and 2:00 pm and from 5:00 pm to 6:00 pm during the feast of the resurrection liturgy. This would present a significant conflict if this happens, which would require an alternative shared parking agreement. Note: The Applicant states that Passion Week is a week that lies between April and early May—the date varies based on the Coptic calendar. The only event that will be outside that week will be Good Friday, which is a working day for the congregation—attendance City of Meridian I Department Report III. Staff Analysis is usually very limited and should be able to be accommodated on-site with possibly a couple of overflow spaces on the street. 4. Directional signs provide notice of the availability of parking. Signs will need to be provided if this application is approved. Per UDC 11-3C-7B,the shared use agreement must comply with the following standards: (Staff's analysis is in italics) 1. All parties involved with the shared use parking area shall submit a written agreement to the director, signed by the applicable parties involved. The agreement shall specify the following: a. Party or parties responsible for construction; and This is not applicable as the parking lot has already been constructed. b. Party or parties responsible for maintenance. The proposed agreement does not include information on who is responsible for maintenance of the surface of the existing parking area other than that the User is responsible for keeping the area clean.If approved, the agreement should be revised to include this information. 2. The applicant or owner shall record such agreement with the Ada County Recorder prior to issuance of any permits. If this application is approved, a revised agreement that includes all information specified herein will need to be recorded. 3. The shared use parking agreement may be terminated by the parties only if off street parking is provided in conformance with this article and approved by the director prior to the termination. The proposed agreement states that the agreement could continue indefinitely or until either party ends it. Prior to termination of the agreement, the church will provide street parking in accord with 11-3C-7 to be approved by the City—this should be amended to specify street parking. Note:Parking concerns were raised by Staff during the pre-application and conveyed to the Applicant. Staff suggested the Applicant work with the abutting property owner to the south to enter into a shared parking agreement or purchase additional land to enlarge the site. The Applicant states neither of these options is feasible. Although the proposed use will comply with the minimum off-street parking standards through the shared use parking agreement if it or the hours of operation of the church are amended so that no conflicts exist and if it's approved by the Director,additional parking may be needed for an occupancy of 160 people,which will overflow off-site along streets within the residential neighborhood. If Council determines the proposed MDA is appropriate, Staff recommends most of the existing DA provisions, as still applicable,be carried over to the new DA along with new provisions as discussed above and noted below in Section IV. IV. CITY/AGENCY COMMENTS& CONDITIONS Staff recommends the Applicant submit and obtain Director approval of Alternative Compliance applications for an alternative off-street parking plan as set forth in UDC 11-3C-7F City of Meridian I Department Report IV. City/Agency Comments &Conditions in order to comply with the off-street parking standards listed in UDC 11-3C-6; and a reduced street buffer width along N.Locust Grove Rd.prior to City Council approval of the signed DA. This will ensure the DA isn't amended for a development plan that isn't approved for development.If one or both of these applications is denied by the Director,revisions to the site plan shall be made to comply with the minimum standards for such in UDC 11-3C-6 and/or UDC Table 11-2B-3, as applicable. Additionally, Staff recommends the Applicant submit an updated shared use parking agreement and/or hours of operation for the church that don't conflict with the standard operating hours for both uses,including the Holy holidays (i.e.Feasts),for inclusion in the new DA. A. Planning Division The new DA shall be signed by the property owner and returned to the Planning Division within six(6)months of the City Council granting the modification. The DA shall,at a minimum, incorporate the following provisions: 1. Direct lot access to N. Locust Grove Road, an arterial street,is prohibited in accord with UDC 11-3A-3. 2. Sidewalk shall be installed along N. Locust Grove Road where it doesn't currently exist in the location and width to match the existing sidewalk in accord with the standards listed in UDC 11-3A-17 and as required by ACHD. The sidewalk shall go around the existing irrigation vault to provide continuous pedestrian access. 3. Additional right-of-way shall be dedicated to ACHD to widen N. Bright Angel Ave. and N. Locust Grove Rd. as required by ACHD. The pavement for N. Bright Angel Ave. shall be widened and curb, gutter and sidewalk shall be constructed with development of the site as required by ACHD. 4. All existing open waterways on the site shall be piped as set forth in UDC 11-3A-6B. 5. Future development of this site shall be generally consistent with the conceptual site plan and building elevations depicted in Section VII.D and the provisions included herein. 6. Compliance with the specific use standards listed in UDC 11-4-3-6—Church or place of religious worship is required. 7. The site plan submitted with the Certificate of Zoning Compliance application for this site shall take into consideration the ultimate right-of-way for N. Locust Grove Road per the Master Street Map in regard to sidewalk, street buffer and building locations. 8. Mitigation is required for any existing trees 4-inch caliper or greater that are removed from the site in accord with the standards listed in UDC 11-3B-IOC. Contact the City Arborist prior to removal of any trees from the site to confirm mitigation requirements. 9. Future development of this site is required to comply with the design standards listed in UDC I I-3A-19 and the Architectural Standards Manual. 10. The applicant shall submit and obtain approval of a Certificate of Zoning Compliance and Administrative Design Review application prior to submittal of a building permit application(s). 11. The church shall operate in accord with the hours specified herein in accord with the shared use parking agreement and shall not extend beyond the hours of 6:00 am to 10:00 pm as set forth in UDC 11-2B-3B for the L-O zoning district. City of Meridian I Department Report IV. City/Agency Comments &Conditions 12. Compliance with the shared use agreement for parking included in Section VLE shall be required. 13. Directional signs shall be installed on the site as notice of the availability of off-site parking in accord with UDC 11-3A-7A.1d. 14. City Council granted the Applicant's request for a reduced buffer to residential uses along the northern boundary of the site from 20 feet to 5 feet as allowed by UDC 11-3B-9C.2. The reduced buffer width shall not affect building setbacks; all structures shall be set back from the property line a minimum of the buffer width required in the applicable zoning district. Other Agency comments may be accessed in the project file in the public record. Copy and paste the following link into your browser: https:llweblink.meridiancily.org WWebLink/Browse.aspx?id=393924&dbid=0&repo=MeridiapCity V. ACTION A. Staff: Staff recommends approval of the requested Development Agreement Modification that includes the above provisions in Section IV. B. City Council: The Meridian City Council heard these items on July 8,2025. At the public hearing,the Council moved to approve the subject MDA request contingent upon the Director's approval of the two 21 forthcoming alternative compliance applications, as noted. 1. Summary of the City Council public hearing: a. In favor: Kerrelos Youseff b. In opposition:None C. Commenting: Tom Rawlins.Parkins-Nourse ditchrider d. Written testimony:None e. Staff presenting application: Sonya Allen f. Other Staff commenting on application:None 2. Key issue(s)of public testimony: a. There is only a certain time of the year that the Parkins-Nourse lateral would be able to piped(i.e. during the off-irrigation seasonl. 3. Key issue(s)of discussion by City Council: a. If the purchase of the property to the north goes through it would allow for additional parking to be for the proposed use but it's not required. b. In support of the faith community and the proposed church. 4. City Council change(s)to Commission recommendation. a. Council granted the request for a reduced buffer width to the residential uses to the north from 20' to 5'. b. At the request of Staff.Council included a modification to DA provision#11 to restrict the business hours of operation of the church to the hours between 6:00 and 10:00 pm as set forth in UDC 11-2B-3B for the L-O zoning district. C. Council approved the MDA request as recommended by Staff contingent upon the Director's approval of forthcoming alternative compliance applications for a reduced street buffer along Locust Grove Rd. and an alternative off-street parking plan(i.e shared use parking agreementl. City of Meridian I Department Report V. 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Approved Conceptual Development Plan&Building Elevations Included in Existing Development Agreement ONYm'xnma 3n -r-..d§*w 'iAV-UN)n"Dwiff"IWNHiM r g74�I Wg,.WftM—W- ie a tV �hy }}'-'��A nT}V��'lf4NY��'ylyki` �9y8yyA/h/'�'i�Yyy7,,i CI�F)L)5[�!l7f?7'N :�ti19°,M,-g9 P-M"ft + 1—YSSU ONIMU I UJI3.1V HONV A AZI-[H'3Y !i]R�RS d'YM) Ii�3}UB� i `- - l'-.-.-.Y.-.-.- - 3hU4iO191f1901 A .•x, I �m A4'� u9 0 �•3F o c� r l 0 � x W 3+17f13 NrtJH:JIl99--- 0 --.4/ Oc M I F i= W k e e City of Meridian I Department Report VI. Exhibits C. Proposed Conceptual Development Plan(dated: 7/3/2025)—NOT APPROVED&Building Elevations (dated: 6/28/2025) r :JNfl+4 191A a041�J o NdVN IS ONd A�IVN N19�11A a of w Uj d� 151 pn�%',Vi /2A 5 411 *! (RJ ]nMJ9 lsnoo� N (AS 9�l �zil LLri ... - - - - ---- - - -- :: I I �___I9 n L===J� ® ® I W w rr ice` \ _ aq w U7 ;a -- W 3AV 31ONV 1HSIdS N I City of Meridian Department Report VI. Exhibits MES al`NVIO%DV 'Qa 9ADa0 1SnOM N BLEV Ho2jnHO XOOOHIK OI1dOO z Z N �� O MM '1S 0N`d AI JVN NIS�JI 1 W a N ao 0 I I I I I I I I I II I I I I I I I I � z o 14 7 J I W I = T7ZE H I I I O I I � I Z I 4 I = Z I I I I II I I I I I I I I I I I I I I I � � I N I I � I I I I I 1 r� I I lU I I I I I I I Z I I O I I I 17 J I I W W I I I City of Meridian Department Report VI. Exhibits D. Floor Plan—Main Level and Lower Level (dated: 6/28/2025) Z 9b9£9 01'NVI01a3IN`ON 3AOa0 1snOOl N 62EV a Hai nHO XOOOHI�10 0I1dOO 4 Z N U N AIVN '1S 0 NV Al JVN N 1 SUA O N ao v 0 O 0 o Q OLU iN U iV U r U U \ O a � o o Qo J x J x ¢ x U r U r U W W O Q K C7 � d Q J Q o N K L J Z d O w w w4 �f O Z W 0 � o z K O W m cr 2 in U x O Y O r � W O O ~ J 0 U City of Meridian Department Report VI. Exhibits Z 9b9U OI'NYI(IIH3W'Oa 3AOil91SDOOl N UCE 21 a HajnHO XO(IOHi*dO 0lid03 z N N2J V�/W '1S ❑NV A� JVH N I9�IA a* O cn co LL z LL p 0 Q�� W U r�� in W 0�� ��,r� ~ 00 r�,� liJ x J a Q rn v NO U U w O O w o u7 U Q o O U N � N LL N O Z a O J W uj W Z w 0 fa a:O m o U) U W 7 _ r lZ r Y City of Meridian Department Report VI. Exhibits E. Shared Parking Agreement-NOT APPROVED PARKING AGREEMENT This agreement is made between: Brighter Beginnings Learning Center (Owner"), located at 1463 E Star Dr. Meridian, ID 83646, and Virgin Mary&St. Mark Coptic Orthodox Church, Inc. (User") which is in process of acquiring 4379 N Locust Grove Rd Meridian, ID 83646. User may use up to 15 parking spaces on Owner's property on Saturdays (church's overflow needs most likely between gam and 1 pm), Sundays and on Holy holidays, when Owner's parking reeds are expected to be less. Additional spaces require approval. Agreement acknowledges Owner's current reguJar business hours are 6:30AM -6:00PM Monday thru Friday but could be expanded to Saturdays in the future. User will keep the area clean and follow all parking rules. Owner is not responsible for any damage, theft, loss, or injury. User agrees to hold Owner harmless from any issues arising from their use of the parking spaces. User accepts full responsibility for its members use and all members also agree to hold Owner harmless from any issues arising from their use. Shared use parking agreement starts upon church completion, continues indefinitely or until either party ends it. Prior to a parf£ing agreement termination, the church will provide street parking, in conformance with 11-3C-7, to be approved by the city of Meridian. Signed &Agreed: OWNER: USER: Brighter Beginnings Learning Center Virgin Mary &St. Mark Coptic Orthodox Church, By:F6eeq Felteh6e r Inc ,,�,rrn;.. Name: Greg Feltenberger By e• I iAA MA ee f almhA, Pw4eht Title: Owner Name: Fr. Mina Salama 06/30/25 Date: Title: President Date: 06/30/25 MAINTENANCE OF THE 15 PARKING SPACES: Virgin Mary&St. Mark Coptic Orthodox Church, Inc. +J h nf,em 5 r, By:l_lll P?pagi Y"CP �Pr;dPh Name: Nader Rafla Title: Church Member Date: 06/30/25 City of Meridian I Department Report VI. Exhibits F. Legal Description &Exhibit Map of Property to be Included in New Development Agreement PARCEL DESCRIPTION FOR VIRGIN MARY ANID ST_ MARK COPTIC CHIRCH A parcel of Land being a portion of Lot 10 of Crestwood Subdivision No. 1 as shown on the Official Plat thereof on file in Book 28 of Plats at Page 1757-1758 in the Office of the Recorder of Ada County, Idaho, Lying in the NE 1 f4 of Section 31,Tovvnship 4 North, Range 1 East, Boise Meridian,Ada County, Idaho, said parcel of land being more particularly described as fol,lows: Commencing a brass cap at the NE corner of Section 31;thence aLong the East line of Section 31,S.001,33'02"W_ 1329.50#eet to a paint; thence N.891148'39"W_32.99 feet to a 518"iron pin marking the West right-of-way of N. Locust Grove Road, aLse being the POINT OF BEGINNING; Ther3ce aLongthe north Line of Lot 10 Crestwood Subdivision No 1, N.891148'39"W.208.73 feet to a 5I8" iron pin; Thence along the East right-of-way for N. Bright Angel Ave.. S.001134'39"W, 116.50 feet to a a point; Thence S.891149'42"E, 208.71 feet to a 5f8"iron pin; Thence aLong the West right-of-way of N. Locust Grove Road, N.49035'06"E_ 1 16.43 feet to the POINT OF BEGINNING. Said parcel,contains 0.5E acres more or Less and is subject to all Existing easements and right-of-ways of record crimpliod. f� �. E ` I h 1 758 OF Lt° �0. �$ City of Meridian Department Report VI. Exhibits EXH81T B DRAWING SHOWING A PORTION LOT 10 OF CRESTWOOD SUBDIVISION NO. 1 LYING IN THE NE 1 f4 OF SECTION 31, T_4N„ R,1E., B.M,, ADA COUNTY, IDAHO, 2021 CP&F NO. 111049263 30 29 3T 32 HE4'49'79"W 32.99' d LS 4999 ]S 13352 ME9' 39'W 209.73, 1 i.00' � 144.73` u I WARRANTY DUD NO 2022-049a44CP ve 1 i.00' � 141.71' 1 E 1/4 CORNER SECTT" 31 CP&F NO. 2022-014456 Al 1.E5EdQ OF } {� 89UNUARY LWE 40 Lyry T' �— SECTION LINE f74JT• -- — PROPMO BOUNDARY — — — LOT LINE RrHT OF WAY DEOICATIOH FOUHO 5Af IRON PIN 1w FWMO ✓UNIMIIM CAP 41 CALCULATED POINT-Mat�T GRAPHIC STALE w 15 3o eo +z0 [w•ET} 'lAJ-J. HOWARD S{,6%z3 "n ® a 'T VIRGIN MARY AND ST. MARK COPTIC CHURCH ■�—�# mwm f 9GE WON W. Xa i" - M a% 411- I-I- :t,.r,car'�arr.mrpM,..rr s 91f28-RG,7s7 EXHIBIT 8 City of Meridian I Department Report VI. Exhibits E IDIAN 'aAHO AGENDA ITEM ITEM TOPIC: Order for Baratza Subdivision No. 1, by The Land Group, located at the southeast corner of N. Black Cat Rd. and W. McMillan Rd. BEFORE THE MERIDIAN CITY COUNCIL HEARING DATE: DULY 8, 2025 ORDER APPROVAL DATE: DULY 22, 2025 IN THE MATTER OF THE ) REQUEST FOR FINAL PLAT ) CONSISTING OF 125 BUILDING ) CASE NO. FP-2025-0010 LOTS AND 23 COMMON LOTS ) AND 1 FUTURE PHASE LOT ON ) ORDER OF CONDITIONAL 56.31 ACRES OF LAND IN THE R- ) APPROVAL OF FINAL PLAT 15 AND R-8 ZONING DISTRICTS ) FOR BARATZA SUBDIVISION NO. ) 1. ) BY: ELLA PASSEY, THE LAND ) GROUP ) APPLICANT ) This matter coming before the City Council on July 8, 2025 for final plat approval pursuant to Unified Development Code (UDC) 11-6B-3 and the Council finding that the Administrative Review is complete by the Planning and Development Services Divisions of the Community Development Department, to the Mayor and Council, and the Council having considered the requirements of the preliminary plat, the Council takes the following action: IT IS HEREBY ORDERED THAT: 1. The Final Plat of"PLAT SHOWING BARATZA SUBDIVISION NO. 1, LOCATED IN THE N %2 OF THE NW '/4 OF SECTION 34, TOWNSHIP 4N, RANGE 1 W, BOISE MERIDIAN, MERIDIAN, ADA COUNTY, IDAHO, 2025, ORDER OF CONDITIONAL APPROVAL OF FINAL PLAT FOR(BARATZA SUBDIVISION NO. 1 —FP-2025-0010) Page 1 of 3 HANDWRITTEN DATE: May 19, 2025, by James R. Washburn, PLS, SHEET 1 OF 9," is conditionally approved subject to those conditions of Staff as set forth in the staff report to the Mayor and City Council from the Planning and Development Services divisions of the Community Development Department dated July 8, 2025, a true and correct copy of which is attached hereto marked "Exhibit A" and by this reference incorporated herein. 2. The final plat upon which there is contained the certification and signature of the City Clerk and the City Engineer verifying that the plat meets the City's requirements shall be signed only at such time as: 2.1 The plat dimensions are approved by the City Engineer; and 2.2 The City Engineer has verified that all off-site improvements are completed and/or the appropriate letter of credit or cash surety has been issued guaranteeing the completion of off-site and required on-site improvements. NOTICE OF FINAL ACTION AND RIGHT TO REGULATORY TAKINGS ANALYSIS The Applicant is hereby notified that pursuant to Idaho Code § 67-8003, the Owner may request a regulatory taking analysis. Such request must be in writing, and must be filed with the City Clerk not more than twenty-eight(28) days after the final decision concerning the matter at issue. A request for a regulatory takings analysis will toll the time period within which a Petition for Judicial Review may be filed. ORDER OF CONDITIONAL APPROVAL OF FINAL PLAT FOR(BARATZA SUBDIVISION NO. 1 —FP-2025-0010) Page 2 of 3 Please take notice that this is a final action of the governing body of the City of Meridian,pursuant to Idaho Code § 67-6521. An affected person being a person who has an interest in real property which may be adversely affected by this decision may, within twenty- eight(28) days after the date of this decision and order, seek a judicial review pursuant to Idaho Code§ 67-52. By action of the City Council at its regular meeting held on the 22nd day of July , 2025. By: Robert E. Simison 7-22-2025 Mayor, City of Meridian Attest: Chris Johnson 7-22-2025 City Clerk Copy served upon the Applicant,Planning and Development Services Divisions of the Community Development Department and City Attorney. By: Dated: 7-22-2025 ORDER OF CONDITIONAL APPROVAL OF FINAL PLAT FOR(BARATZA SUBDIVISION NO. 1 —FP-2025-0010) Page 3 of 3 EXHIBIT A COMMUNITY DEVELOPMENT C��fEPIDIAN*,,--, DEPARTMENT REPORT HEARING 7/8/2025 Legend a —s DATE: M Project Location TO: Mayor& City Council Area of Impact = City Limits FROM: Linda Ritter,Associate Planner O Analysis 208-884-5533 Iritter@meridiancity.org "P. APPLICANT: Ella Passey, The Land Group --- - SUBJECT: FP-2025-0010 Baratza Subdivision No. 1 -FP LOCATION: Located at the southeast corner of N. - Black Cat Road and W. McMillian Road in the North '/2 of the NE '/4 of Section 34,Township 4N.,Range 1W. parcels SO434212917, SO434212920, SO434212922, SO434212957, SO434212965, SO434212971, SO434212975, SO434212976, SO434223150, SO434212923 I. PROJECT OVERVIEW A. Summary Final Plat consisting of 149 lots (125 building lots,23 common lots and 1 future phase lot) on 56.31 acres of land in the R-15 and R-8 zoning districts for Baratza Subdivision No. 1. B. Issues/Waivers None C. Recommendation Staff recommends approval of the proposed final plat with the conditions of approval in Section IV of this staff report. D. Decision City of Meridian I Department Report 1. Project Overview I1. COMMUNITY METRICS Table 1: Land Use Description Details Map Ref. Existing Land Use(s) Vacant - Proposed Land Use(s) Single-Family Residential - Existing Zoning Olin. R-8/R-15 VI.A.2 Future Land Use Designation Medium Density Residential VI.A.3 Note: See City/Agency Comments and Conditions Section and public record for all department/agency comments received. Baratza Subdivision No. 1 FP-2025-0010(copy this link into a separate browser). III. STAFF ANALYSIS Staff has reviewed the proposed final plat for substantial compliance with the approved preliminary plat(H-2024-0016)as required by UDC 11-6B-3C.2. The submitted final plat is for the first phase of construction for the approved preliminary plat;therefore,the proposed plat is in substantial compliance with the approved preliminary plat as required. IV. CITY/AGENCY COMMENTS & CONDITIONS A. Meridian Planning Division 1. The applicant shall comply with all previous conditions of approval for this development H- 2024-0016 (AZ,PP); DA Inst.No. 2025-013529. 2. Future development shall be consistent with the minimum dimensional standards listed in UDC Table 11-2A-7 for the R-8 and R-15 zoning districts. 3. The final plat shown in Section V.B,prepared by The Land Group, stamped on 5/19/2025 by James R.Washburn, shall be revised prior to signature on the final plat by the City Engineer, as follows: a. Note#10: Include the instrument number for the CC&Rs. b. Note#11: Include the instrument number for the ACHD permanent easement. c. Note#12: Include the instrument number for the ACHD license agreement d. Add the recorded instrument number of the City of Meridian sewer and water easement. 4. The landscape plan prepared by The Land Group, stamped on 5/30/2025 by Matthew T. Adams, shall be revised prior to signature on the final plat by the City Engineer,as follows: a. Revise the landscape plan to include the total number of parkway trees. 5. The rear and/or sides of 2-story structures that face N. Black Cat Road.,W. McMillian Road and N. Grand Lakes Way shall incorporate articulation through changes in two or more of the following: modulation(e.g.projections,recesses, step-backs,pop-outs),bays,banding, porches,balconies,material types, or other integrated architectural elements to break up monotonous wall planes and roof lines. Single-story structures are exempt from this requirement. 6. All fencing shall be installed in accordance with UDC 11-3A-7. 7. Off-street parking is required to be provided in accord with the standards listed in UDC Table 11-3C-6 for single-family dwellings based on the number of bedrooms per unit. 8. Provide a pressurized irrigation system consistent with the standards as set forth in UDC 11- 3A-15,UDC 11-313-6 and MCC 9-1-28. City of Meridian I Department Report 11. Community Metrics 9. Upon completion of the landscape installation, a written Certificate of Completion shall be submitted to the Planning Division verifying all landscape improvements are in substantial compliance with the approved landscape plan as set forth in UDC 11-313-14. 10. The applicant shall obtain the City Engineer's signature on the final plat within two (2)years of the date of approval of the preliminary plat(i.e. January 7,2025), in accord with UDC I I- 6B-7,in order for the preliminary plat to remain valid; or, a time extension may be requested. 11. The Applicant shall comply with all conditions of ACHD. 12. Staff s failure to cite all relevant UDC requirements does not relieve the applicant from compliance. B. Meridian Public Works SITE SPECIFIC CONDITIONS: 1. The bottom of structural footing shall be set a minimum of 12-inches above the highest established normal ground water elevation. 2. Maintenance of any irrigation and/or drainage pipes or ditches crossing a lot is the responsibility of the lot owner unless such responsibility is assumed by an irrigation/drainage entity or lot owner's association. GENERAL CONDITIONS: 1. Sanitary sewer service to this development is available via extension of existing mains adjacent to the development. The applicant shall install mains to and through this subdivision; applicant shall coordinate main size and routing with the Public Works Department, and execute standard forms of easements for any mains that are required to provide service. Minimum cover over sewer mains is three feet, if cover from top of pipe to sub-grade is less than three feet than alternate materials shall be used in conformance of City of Meridian Public Works Departments Standard Specifications. 2. Water service to this site is available via extension of existing mains adjacent to the development. The applicant shall be responsible to install water mains to and through this development, coordinate main size and routing with Public Works. 3. All improvements related to public life, safety and health shall be completed prior to occupancy of the structures. Where approved by the City Engineer,an owner may post a performance surety for such improvements in order to obtain City Engineer signature on the final plat as set forth in UDC 11-5C-313. 4. Upon installation of the landscaping and prior to inspection by Planning Department staff,the applicant shall provide a written certificate of completion as set forth in UDC 11-3B-14A. 5. A letter of credit or cash surety in the amount of 110%will be required for all incomplete fencing,landscaping,amenities,pressurized irrigation,prior to signature on the final plat. 6. The City of Meridian requires that the owner post with the City a performance surety in the amount of 125%of the total construction cost for all incomplete sewer,water infrastructure prior to final plat signature. This surety will be verified by a line item cost estimate provided by the owner to the City. The applicant shall be required to enter into a Development Surety Agreement with the City of Meridian. The surety can be posted in the form of an irrevocable letter of credit, cash deposit or bond. Applicant must file an application for surety,which can be found on the Community Development Department website. Please contact Land Development Service for more information at 887-2211. 7. The City of Meridian requires that the owner post to the City a warranty surety in the amount of 20%of the total construction cost for all completed sewer, and water infrastructure for a City of Meridian I Department Report IV. City/Agency Comments &Conditions duration of two years. This surety amount will be verified by a line item final cost invoicing provided by the owner to the City. The surety can be posted in the form of an irrevocable letter of credit, cash deposit or bond. Applicant must file an application for surety,which can be found on the Community Development Department website. Please contact Land Development Service for more information at 887-2211. 8. In the event that an applicant and/or owner cannot complete non-life,non-safety and non- health improvements,prior to City Engineer signature on the final plat and/or prior to occupancy, a surety agreement may be approved as set forth in UDC 11-5C-3C. 9. Applicant shall be required to pay Public Works development plan review, and construction inspection fees, as determined during the plan review process,prior to the issuance of a plan approval letter. 10. It shall be the responsibility of the applicant to ensure that all development features comply with the Americans with Disabilities Act and the Fair Housing Act. 11. Applicant shall be responsible for application and compliance with any Section 404 Permitting that may be required by the Army Corps of Engineers. 12. Developer shall coordinate mailbox locations with the Meridian Post Office. 13. All grading of the site shall be performed in conformance with MCC 11-1-4B. 14. Compaction test results shall be submitted to the Meridian Building Department for all building pads receiving engineered backfill,where footing would sit atop fill material. 15. The engineer shall be required to certify that the street centerline elevations are set a minimum of 3-feet above the highest established peak groundwater elevation. This is to ensure that the bottom elevation of the crawl spaces of homes is at least 1-foot above. 16. The applicants design engineer shall be responsible for inspection of all irrigation and/or drainage facility within this project that do not fall under the jurisdiction of an irrigation district or ACHD. The design engineer shall provide certification that the facilities have been installed in accordance with the approved design plans. This certification will be required before a certificate of occupancy is issued for any structures within the project. 17. At the completion of the project,the applicant shall be responsible to submit record drawings per the City of Meridian AutoCAD standards. These record drawings must be received and approved prior to the issuance of a certification of occupancy for any structures within the project. 18. Street light plan requirements are listed in section 6-7 of the Improvement Standards for Street Lighting(http://www.meridiancity.org/public_works.aspx?id=272). All street lights shall be installed at developer's expense. Final design shall be submitted as part of the development plan set for approval,which must include the location of any existing street lights. The contractor's work and materials shall conform to the ISPWC and the City of Meridian Supplemental Specifications to the ISPWC. Contact the City of Meridian Transportation and Utility Coordinator at 898-5500 for information on the locations of existing street lighting. 19. The applicant shall provide easement(s) for all public water/sewer mains outside of public right of way(include all water services and hydrants). The easement widths shall be 20-feet wide for a single utility, or 30-feet wide for two. The easements shall not be dedicated via the plat,but rather dedicated outside the plat process using the City of Meridian's standard forms. The easement shall be graphically depicted on the plat for reference purposes. Submit an executed easement(on the form available from Public Works), a legal description prepared by an Idaho Licensed Professional Land Surveyor,which must include the area of City of Meridian I Department Report IV. City/Agency Comments &Conditions the easement(marked EXHIBIT A) and an 81/2"x I I"map with bearings and distances (marked EXHIBIT B) for review. Both exhibits must be sealed, signed and dated by a Professional Land Surveyor. DO NOT RECORD. Add a note to the plat referencing this document. All easements must be submitted,reviewed, and approved prior to signature of the final plat by the City Engineer. 20. Applicant shall be responsible for application and compliance with and NPDES permitting that may be required by the Environmental Protection Agency. 21. Any wells that will not continue to be used must be properly abandoned according to Idaho Well Construction Standards Rules administered by the Idaho Department of Water Resources. The Developer's Engineer shall provide a statement addressing whether there are any existing wells in the development, and if so,how they will continue to be used, or provide record of their abandonment. 22. Any existing septic systems within this project shall be removed from service per City Ordinance Section 9-1-4 and 9 4 8. Contact the Central District Health Department for abandonment procedures and inspections. 23. The City of Meridian requires that pressurized irrigation systems be supplied by a year-round source of water(UDC 11-3B-6.). The applicant should be required to use any existing surface or well water for the primary source. If a surface or well source is not available, a single- point connection to the culinary water system shall be required. If a single-point connection is utilized,the developer will be responsible for the payment of assessments for the common areas prior to development plan approval. 24. All irrigation ditches, canals, laterals,or drains, exclusive of natural waterways,intersecting, crossing or laying adjacent and contiguous to the area being subdivided shall be addressed per UDC 11-3A-6. In performing such work,the applicant shall comply with Idaho Code 42- 1207 and any other applicable law or regulation. C. Irrigation Districts 1. Settlers Irrigation District https:llweblink.meridiancity.orglWebLink/Browse.aspx?id=402754&dbid=0&redo=Meridia nCi D. Idaho Department of Environmental Quality(DEQ) https:llweblink.meridiancity.orglWebLink/Browse.aspx?id=402754&dbid=0&redo=MeridianCit X E. Idaho Transportation Department(ITD) https:llweblink.meridiancioy.or lWebLink/Browse.aspx?id=402754&dbid=0&repo=MeridianCit X V. ACTION A. Staff: Staff recommend approval of the proposed final plat with the conditions of approval in Section IV of this staff report. B. City Council: Pending City of Meridian I Department Report V. Action ' 1 1 Analysisct Location of Impac i tR r I :ac t. ! ook MCMILL—AN. Ah , Y a� W Legend - i Q I •�tl • 1 Il1�I::::i.•dri , ii ,nl/rr■r nr1 �rli7 Project • • • Area Ilfrl�:•', 1111/'■�N t 1111l�C��� • Analysis I fflQf i 1 Illlfl�f�` IInxI-=-=111 ME !��� Lnmlrl nrurx 111 uw �nll+� i `- 'II'" iiillnll ■;�:� ■IIIn► \flf� i`lpl� iI I w MCM�IlL-AN . . 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Final Plat(date: 6/3/2025) Legend Final Plat for s Baratza Subdivision Phase 1 Located in the North 1/2 of the Northwest 1/4 of Section 34, ex xxx��xxxxm . Township 4 North,Range 1 West,Boise Meridian, City of Meridian,Ada County,Idaho ---- : pK 2025 ,mxmes�x�roMx.maxx...amxxo x --- sim1m,xoaw.uE p = g£9rE152SIOR ALL fA4M0lIS LOTS mavursu..mwd mnamvxaaxxmxmx�eomna„rc,x� __ a unsTRrcroxruanls ,.,�„�,� '"�I j s¢slrlTrroflaul>fENeC1EAETAOIC 'c 41xam,em MTAFOR Al M MNMBgM.MM Rehre rreys nced Su —_— vrmuen4u[ RI mmq xswxmnxc.w/s9a¢ avuaox®ex lxwrxmwnx xxum i_ xvn'euxwevla4xxero,mxnmma mmmvu,smwmmiwansamm1ro. ,r�s,ain mu,a,ro xmxw.'awmawo®[sEccrwll 1—n[——.ammlwa rtonmxl wmx IAmr4xu xxrm oeruL-1A s x�x,�,l��xxr�l,.,�s�ro�xx��,�am�xlxxm�x � ��„�...�,,,..a�,�m,�—�,o,�,m, ro m ff,lx. sraF xrs m�x,m�axxnr -- �� Oaa 91YLBfI®[4 PdlrffilEllrnlG I„ } n&9'35 LI xlenmenx I R 6 1 ® xxxuevr w __ �Pdn 99 u 3 I � � ]129 $ xxxlx�mmx. vxa�vnb�M is, 7aC♦�I - ' xxmamxxxlxxwlxn xnvmv,xxmwn,o¢ emmu ro.mx__xx..."—A n ,oxf $I� I� Q) QOOO�O'O'O' ' . �wa�nx x u O I xvxxrlFx I _ xrswrrvmxrmn<omn,m swx�nxrxeusz�®Aarxo ir.�ious �� I R NRV24.12f�® Ir9344CW 131r?2 SOP24'IE1Y W' � �rAIL1.2 egl � u � _ Iwxawwvxlmxaxnxx xewaxxxrxn xxmmemm I Ie955V8^N 15,.ir �"I � xl9`394S-N I�-1 I� lee 9exa loom - S112 � mmxx®rnwwmm.awmn•ma,ur. \I� 1` oxvx4rr[o SB4'S5964 ate' ,� I 'm ,x u¢rwmsmaaru ws xouuuaxm¢®sma�ro SWK4'12W rom,s-nx,m ,------ 4f mw,x ___ _ _ _ xoN'm•IZE,s. Im�Ex�.a,. SuErer Narrative xBYZbt4W 5x4] Ox Afl TET MOR TN EA 81 rI OxAR1ET RORT M EAST X�RE'lo•W 14&11• nn,xxorhxxmm oxownwv,�m,xyxm 80001 VI818x ne t--I --`-- 80SOIVISIOr n xm m x..sr i ulmr�� � 2. I nxirccw Exxx`rOm�rilxx ExxxYSlYxh1Y Exxxhq lYx ifY hrllYx Exllx i TiH io °� GROUP oEraa-i.z DETAIL-ta �xrs —9 City of Meridian I Department Report VI. Exhibits C. Preliminary Plat(date: 5/17/2024) Baratza Subdivision Preliminary Plat f-i-rT7 1;rrrr r1Nis -W E zf _ er Cp T" --- rd v s . � - �. PP-01 City of Meridian Department Report VI. Exhibits D. Landscape Plan(date: 5/30/2025) ,1 o i ,o — — - - - gym, M� 7 ' 7 ✓ � '_ II .. ..— y C fie§ _______ _ —.. 1 +� _ ..... Jh;L.�a.uo.Pia�.owrv��+ L7.00 City of Meridian I Department Report VI. Exhibits E. Qualified Open Space Exhibit(date: 11/19/2024) F APPROVED I Open Space legend: Open Space Calculations: HE T ALnAC QUALIFIEOQRN SPACE OUAIIFIEO OPEN SPACE- R-15 RA LAAnPERIALUSND 5O%Of OTALN ARFpE9URER REQ IURER OPEN SPACE: 226 ACL(15%( 9.7 AC(15%) GROUP TOTAL REQUIRED OPEN SPACL 12.04 AL 1111 Ill/ I1III�ypy' PARKWAYSIOUALIFIED IRRIGATION EASEMENT a-4yb2i� v Y� OPEN SPACE) ARFAIIATONS)O IN BUFFER QUALIFIED OPEN SPACE PROVIDED: 1783 AC(22.2%f - CRM(NTIDNS) _ -tCg� V' D\ r-FT=T7I-17T_H I 3Y39(m14 -djilil I[ I. I---------- ----7 ----------------1 -J h 77 J e Open Space Exhibit D 2L DPa�RE-MIA NNia�R.... ,.=2EV EX-03 M City of Meridian I Department Report VI. Exhibits F. Building Elevations(date: 11/19/2024) ww ry. ww w" .......... IL Housing Type Exhibit 0 500, low �HOfizantal Scale: 1. 5w OUO'r I 45-FT WIDE LOTS City of Meridian Department Report V1. Exhibits 21 40-Ff WIDE LOTS FE 2025 FARMHOUSE 1577 TRADITIONAL 1870 CRAFTSMAN 2025 TRADITIONAL 1870 FARMHOUSE 31 BO-FT WIDE LOTS - 26017RAOI710NAL 2801 CRAFTSMAN 2542 FARMHOUSE 1910 FARMHOUSE City of Meridian Department Report VI. Exhibits W IDIAN� AGENDA ITEM ITEM TOPIC: Resolution No. 25-2527: A Resolution Approving Adoption of the Community Development Block Grant Program Year 2025 Action Plan and Submission to the United States Department of Housing and Urban Development; Authorizing the Mayor and City Clerk to Execute and Attest the Same on Behalf of the City of Meridian; and Providing an Effective Date CITY OF MERIDIAN RESOLUTION NO. 25-2527 BY THE CITY COUNCIL: CAVENER, LITTLE ROBERTS, OVERTON, STRADER, TAYLOR,AND WHITLOCK A RESOLUTION APPROVING SUBMISSION AND ADOPTION OF THE COMMUNITY DEVELOPMENT BLOCK GRANT PROGRAM YEAR 2025 ACTION PLAN TO THE UNITED STATES DEPARTMENT OF HOUSING AND URBAN DEVELOPMENT; AUTHORIZING THE MAYOR AND CITY CLERK TO EXECUTE AND ATTEST THE SAME ON BEHALF OF THE CITY OF MERIDIAN; AND PROVIDING AN EFFECTIVE DATE. WHEREAS, it is necessary that an annual action plan be submitted to the United States Department of Housing and Urban Development("HUD") in order to receive Community Development Block Grant("CDBG") funding for the Program Year 2025; and WHEREAS,the City held public hearings on the Program Year 2025 Action Plan on March 25,2025, June 3, 2025, and July 8, 2025,held a public comment period on the draft application materials from May 29, 2025 to July 8, 2025; NOW, THEREFORE,BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF MERIDIAN,IDAHO: Section 1. That the Program Year 2025 Action Plan, and its certification documents, copies of which are attached hereto as ATTACHMENT A and incorporated herein by reference, be, and the same hereby are, adopted as to both form and content. Section 2.That the Community Development Program Coordinator be, and hereby is, authorized to submit such Program Year 2025 Action Plan to HUD. Section 3. That the Mayor and the City Clerk be, and they hereby are, authorized to respectively execute and attest the certifying documents for the Program Year 2025 Action Plan for and on behalf of the City of Meridian. Section 4.That this Resolution shall be in full force and effect immediately upon its adoption and approval. ADOPTED by the City Council of City of Meridian, Idaho this 22nd day of July, 2025. APPROVED by the Mayor of the City of Meridian, Idaho, this 22nd day of July, 2025. APPROVED: ATTEST: By: Mayor Robert E. Simison Chris Johnson, City Clerk RESOLUTION ADOPTING CDBG DOCUMENTS—Page I OF I z >- w z � 2 < zaM 00 � , � J LD w U ❑❑ 0 p 0 Lu u U p ❑❑ ==j AW CM2 LO >=N A October 1, 2025 to 33 E. Broadway September 30, 2026 Meridian, Idaho ccampbell@meridiancity.org Meridian CDBG Program I PY25 Action Plan Contents ExecutiveSummary............................................................................................................... 1 AP-05 Executive Summary................................................................................................................................1 PR-05 Lead & Responsible Agencies.................................................................................................................4 AP-10 Consultation...........................................................................................................................................5 AP-12 Participation.........................................................................................................................................24 ExpectedResources............................................................................................................. 31 AP-15 Expected Resources..............................................................................................................................31 Annual Goals and Objectives ............................................................................................... 33 AP-20 Annual Goals and Objectives................................................................................................................33 Projects............................................................................................................................... 37 AP-35 Projects.................................................................................................................................................37 AP-38 Project Summary..................................................................................................................................38 AP-50 Geographic Distribution—91.220(f).....................................................................................................42 AffordableHousing.............................................................................................................. 43 AP-55 Affordable Housing...............................................................................................................................43 AP-60 Public Housing......................................................................................................................................45 AP-65 Homeless and Other Special Needs Activities......................................................................................47 AP-75 Barriers to affordable housing .............................................................................................................50 AP-85 Other Actions .......................................................................................................................................51 ProgramSpecific Requirements........................................................................................... 54 AP-90 Program Specific Requirements...........................................................................................................54 Attachment 1: Citizen Participation ..................................................................................... 55 Planningfor Action Plan..................................................................................................................................55 PublicComments........................................................................................................................................55 Affidavitof Publication ...............................................................................................................................56 DraftAction Plan.............................................................................................................................................58 PublicComments........................................................................................................................................58 Affidavitof Publication ...............................................................................................................................73 Attachment 2: Resolution.................................................................................................... 75 Meridian CDBG Program I PY25 Action Plan Executive Summary AP-05 Executive Summary 24 CFR 91.200(c), 91.220(b) 1. Introduction: The City of Meridian is an Entitlement Community receiving annual funds from the U.S. Department of Housing and Urban Development's(HUD's) Community Development Block Grant(CDBG) Program since 2007.The City is currently operating under the Five-Year Consolidated Plan (Con Plan)for program years 2022-2026.The Con Plan outlines strategies,goals, and community development needs identified through collaboration with community members and local entities. This Action Plan is for the third year of the 2022-2026 Con Plan, providing guidance to the City's CDBG Program for Program Year 2025 (PY25), covering October 1, 2025,to September 30, 2026.The PY25 Action Plan summarizes the actions, activities, and resources to be utilized during PY25 to address the goals and priority needs identified in the 2022-2026 Con Plan. 2.Summarize the objectives and outcomes identified in the Plan: Meridian's 2022-2026 Con Plan is a five-year strategic plan that provides an outline of actions for the community as it works toward meeting the housing and community development needs of its low and moderate-income and special needs households.The plan's development includes a profile of the community and its economy, an assessment of housing and community development needs, and the development of long-range strategies to meet those needs. The Con Plan serves the following functions: • A planning document for the City,which builds on a participatory process among citizens, organizations, businesses, and other stakeholders; • A submission for federal funds under HUD's formula grant program for jurisdictions; • A strategy to be followed in carrying out HUD programs; and • A management tool for assessing performance,tracking success, and determining the course of future Con Plans. The 2022-2026 Con Plan was prepared in accordance with Sections 91.100 through 91.230 of HUD's Consolidated Plan Final Rule. Below are HUD's objectives and the City's projected outcomes over the course of the 2022-2026 Con Plan: 1. Provide decent housing by preserving the affordable housing stock, increasing the availability of affordable housing, reducing discriminatory barriers, increasing the supply of supportive housing for those with special needs, and transitioning homeless persons and families into housing. 2. Provide a suitable living environment through safer, more livable neighborhoods,greater integration of LMI residents throughout Meridian, increased housing opportunities, and reinvestment in deteriorating neighborhoods. 1 1 P a g e Meridian CDBG Program I PY25 Action Plan 3. Expand economic opportunities through homeownership opportunities, development activities that promote long-term community viability, and the empowerment of low-and moderate-income persons to achieve self-sufficiency. 3. Evaluation of past performance: At the end of its program year, Meridian is required to provide an annual report to HUD that summarizes its performance for the program year.This report is called the Consolidated Annual Performance Evaluation Report(CAPER). The CAPER must include a description of the resources made available,the investment of available resources, the geographic distribution and location of investments,the families and persons assisted (including the racial and ethnic distribution of persons assisted),the actions taken to affirmatively further fair housing, and other actions indicated in the Strategic Plan and the Action Plan. Performance reporting meets three basic purposes: 1. Provides HUD with the necessary information to meet its statutory requirement to assess each grantee's ability to carry out relevant CPD programs in compliance with all applicable rules and regulations; 2. Provides information necessary for HUD's Annual Report to Congress, also statutorily mandated; and, 3. Provides grantees an opportunity to describe to citizens their successes in meeting objectives stipulated in their Con Plan. 4.Summary of Citizen Participation Process and consultation process: Citizen participation includes actively encouraging citizens, particularly the low and moderate-income population,to participate in the planning process for the five-year Con Plan,the Action Plan,the submission of Substantial Amendments,and the development of the Consolidated Annual Performance Report(CAPER). The City encouraged and sought broad participation but especially encouraged participation from low-and moderate-income persons, residents of predominantly low-and moderate-income neighborhoods, minorities, non-English speaking persons, persons with disabilities, public housing residents, local and regional institutions, businesses, developers, and nonprofit organizations. All public meetings were held in a location convenient to residents, particularly potential or actual beneficiaries. Citizen participation played a critical role in the needs assessment, market analysis, and the construction of the goals and priorities featured in the Con Plan. It was also vital in developing this year's Action Plan, ensuring that previously identified goals and priorities continue to meet the community's needs. S.Summary of public comments: Meridian acknowledges and documents all comments received during the public participation process.This includes recording and analyzing feedback from the online survey.The comments and survey results played a critical role in shaping the specific priorities and goals outlined in the Con Plan and subsequently addressed in the current Action Plan. By incorporating public input, Meridian ensures that the Action Plan continues to align with the identified needs and goals of the community. 2 1 P a g e Meridian CDBG Program I PY25 Action Plan 6.Summary of comments or views not accepted and the reasons for not accepting them: Meridian accepts and records all comments. 7.Summary: Meridian has implemented and adopted a Citizen Participation Plan (CPP) in conjunction with the 2022-2026 Con Plan.This CPP serves as a framework for facilitating public input and engagement in the allocation of Community Development Block Grant(CDBG)funds granted to the City.The CPP outlines the methods and procedures for providing notice and conducting outreach to residents regarding public hearings related to all aspects of the CDBG process.The CPP ensures that the community has opportunities to participate and provide input in the decision-making processes related to CDBG funding. 3 1 P a g e Meridian CDBG Program I PY25 Action Plan PR-05 Lead & Responsible Agencies 24 CFR 91.200(b) 1.Agency/entity responsible for preparing/administering the Consolidated Plan: Agency Role Name Department/Agency CDBG Administrator MERIDIAN Economic Development, Mayor's Office Table 1—Responsible Agencies Narrative: The Meridian CDBG Program is overseen by the Mayor's Office.The Program collaborates closely with various departments within the city, including the Community Development Department, Planning Division staff, Economic Development Division staff, as well as other departments like Public Works, Finance, and Parks and Recreation.This collaborative approach ensures coordination and integration of efforts across different departments to effectively implement CDBG-funded projects and initiatives in Meridian. Consolidated Plan Public Contact Information: Crystal Campbell, Community Development Program Coordinator Mayor's Office City of Meridian 33 E. Broadway Avenue Meridian, ID 83642 208-489-0575 4 1 P a g e Meridian CDBG Program I PY25 Action Plan AP-10 Consultation 24 CFR 91.100, 24 CFR 91.200(b), 24 CFR 91.215(I) 1. Introduction: The City of Meridian values agency consultation to identify and address priority needs within the community. This inclusive process involves active participation from non-profit organizations, private citizens,and public agencies,fostering a collaborative effort.Through extensive outreach and consultation,the City engaged with citizens, local municipal officials, non-profit agencies, public housing agencies,governmental agencies, private organizations, and the Continuum of Care (CoC) in the development of the Plan. By involving a diverse range of stakeholders,the City ensures that the Con Plan and subsequent Action Plans accurately reflects the needs and aspirations of the community. Provide a concise summary of the jurisdiction's activities to enhance coordination between public and assisted housing providers and private and governmental health,mental health and service agencies (91.215(1)): While there are no public housing units in Meridian, an estimated 9 percent of the housing authority's total voucher supply are used within Meridian City limits.The City collaborated with the Ada County Housing Authority(ACHA),the local public housing authority,to assist the City in better understanding ACHA's resources and needs.ACHA and the City are both involved with the CoC.The CoC meetings provide an opportunity to collaborate with regional and local housing providers(public, non-profit, and private) and health and social service agencies(including private and non-profit mental health,emergency, and healthcare providers). Additionally,the City has developed a socioeconomic profile of Meridian to identify gaps in service, likely partnerships, and needs of the community.The City is dedicated to extending further support to organizations that help meet the community's identified needs. One need that is readily apparent is the need for housing affordability and rental support. Meridian is dedicated to increasing its affordable housing inventory to ensure residents of all income levels can find housing in Meridian and provide necessary supportive services. City staff will continue to stay engaged with the housing affordability and supportive service community so the City can better provide important tools and resources to housing developers and supportive service providers. Describe coordination with the Continuum of Care and efforts to address the needs of homeless persons (particularly chronically homeless individuals and families,families with children,veterans,and unaccompanied youth)and persons at risk of homelessness: The City of Meridian actively coordinates with the Continuum of Care(CoC), known locally as Our Path Home Connect,to address the needs of homeless individuals and families, particularly those who are chronically homeless,families with children,veterans, and unaccompanied youth.The CoC consists of representatives from various organizations that provide services related to housing, health,social services,victim support, employment, and education for low-income individuals and families, as well as those experiencing homelessness. The City's collaboration with the CoC involves engaging staff members from neighboring communities, along with representatives from public and private entities.These entities include housing providers, healthcare facilities, mental health service providers,foster care and youth programs, corrections programs and 5 1 P a g e Meridian CDBG Program I PY25 Action Plan institutions,victim services, law enforcement agencies in Ada County, nonprofit organizations, state departments, and school districts, among others. By bringing together these diverse stakeholders,the City aims to develop comprehensive strategies and initiatives to prevent homelessness, provide support and resources to homeless individuals and families,and address the underlying causes of homelessness.This collaborative effort ensures that the City works closely with publicly funded institutions and systems of care that may discharge individuals into homelessness,such as health-care facilities, mental health facilities,foster care and youth facilities, and corrections programs and institutions. Through the coordinated efforts of the CoC,the City of Meridian strives to enhance services, improve access to affordable housing, provide necessary healthcare and mental health support, and create a supportive environment for individuals and families at risk of or experiencing homelessness. In 2017, Our Path Home Connect launched coordinated entry,which provides a single point of entry for households experiencing homelessness. Due to the data collected through coordinated entry, Our Path Home Connect has identified four strategic initiatives: 1. End family homelessness, 2. Prevent first-time homelessness, 3. Expand supportive housing opportunities, and 4. Evolve the partnership. The involvement of foster care and other youth programs has encouraged the City to further evaluate the non-traditional homelessness experienced by youth and their families in Meridian. The City of Meridian has strengthened its partnership with Our Path Home Connect by incorporating feedback from the Continuum of Care (CoC) into the materials provided to the CDBG Scoring Committee during the project evaluation process.This input serves in an advisory role, ensuring that CoC insights are considered when reviewing applications for public service and housing project funding. By integrating the CoC's expertise in addressing homelessness,the City aims to better align CDBG funding decisions with regional priorities and strategies.This collaborative approach supports more informed decision-making and a coordinated effort to address homelessness and related challenges in Meridian. Describe consultation with the Continuum(s)of Care that serves the jurisdiction's area in determining how to allocate ESG funds,develop performance standards for and evaluate outcomes of projects and activities assisted by ESG funds,and develop funding, policies and procedures for the operation and administration of HMIS: The City of Meridian does not directly receive ESG funds, as these are administered solely by the state. However, city staff attends CoC meetings where ESG fund allocation is discussed.The City aligns with the CoC's strategy for using ESG funds by funding homeless prevention activities, as Meridian does not have any emergency shelters.Additionally,the City attends executive meetings and participates in subcommittees to identify funding opportunities and streamline homelessness prevention services.Although Meridian does not directly utilize HMIS, it supports the CoC's efforts in the operation and administration of HMIS. 2. Describe Agencies,groups,organizations and others who participated in the process and describe the jurisdiction's consultations with housing,social service agencies and other entities: 6 1 P a g e Meridian CDBG Program PY25 Action Plan 1 Agency/Group/Organization Ada County Housing Authority (ACHA) Agency/Group/Organization Housing Type PHA Services- Housing Regional organization What section of the Plan was Housing Need Assessment addressed by Consultation? Public Housing Needs Homeless Needs-Chronically homeless Homeless Needs- Families with children Homelessness Needs-Veterans Homelessness Needs-Unaccompanied youth Homelessness Strategy Non-Homeless Special Needs HOPWA Strategy Market Analysis Briefly describe how the The City of Meridian actively consults and engages with the Ada County Housing Agency/Group/Organization Authority to understand the public housing needs in the community and improve was consulted.What are the services.Through phone calls and meetings,they aim to identify opportunities for anticipated outcomes of the coordination and cooperation to enhance housing access and stability in Meridian. consultation or areas for By collaborating with the housing authority,the city seeks to gain insights into the improved coordination? specific challenges faced by individuals and families in need of housing, including barriers to affordable options.Through ongoing communication,they aim to develop strategies and initiatives such as streamlining processes and expanding affordable housing options to ensure long-term stability.The anticipated outcome is to improve housing access and stability, creating a more inclusive and supportive community for all residents. 2 Agency/Group/Organization Boise City/Ada County Continuum of Care Agency/Group/Organization Housing Type PHA Services- Housing Services-Children Services-Elderly Persons Services-Victims of Domestic Violence Services-homeless Services-Health Services-Education Services-Employment Service-Fair Housing Services-Victims Health Agency Child Welfare Agency Publicly Funded Institution/System of Care Other government-State 7 Page Meridian CDBG Program I PY25 Action Plan Other government- Local Regional organization Planning organization What section of the Plan was Homeless Needs-Chronically homeless addressed by Consultation? Homeless Needs- Families with children Homelessness Needs-Veterans Homelessness Needs-Unaccompanied youth Homelessness Strategy Briefly describe how the Our Path Home serves as the Boise City/Ada County Continuum of Care (CoC) and is Agency/Group/Organization composed of representatives from various agencies,groups, and organizations was consulted.What are the involved in addressing housing, homelessness, and fair housing in the community. anticipated outcomes of the Through monthly scheduled meetings, subcommittee meetings, and email consultation or areas for exchanges, Our Path Home collaborates with the city to provide valuable insights improved coordination? into the needs of the community in these areas.The city actively engages with Our Path Home to gather information and perspectives that inform funding recommendations and strategies to address homelessness, homelessness prevention, and fair housing activities. By working together,the city and Our Path Home aim to develop effective solutions, allocate resources appropriately, and create a community that is inclusive,supportive, and responsive to the housing needs of its residents. 3 Agency/Group/Organization Boys and Girls Club of Ada County Agency/Group/Organization Services-Children Type Regional organization What section of the Plan was Non-Homeless Special Needs addressed by Consultation? Anti-poverty Strategy Briefly describe how the The City of Meridian regularly consults and engages with the Boys&Girls Club, an Agency/Group/Organization organization that focuses on providing support to youth and families in the was consulted.What are the community.Through meetings and communication via email and phone calls,the anticipated outcomes of the city aims to assess the needs of school-age children, particularly those from low-to consultation or areas for moderate-income families. By consulting with the Boys&Girls Club,the city seeks improved coordination? to identify specific requirements and provide assistance to these families, allowing them to allocate their income towards maintaining stable housing.The anticipated outcome of these consultations is to improve the overall well-being of youth and families in need within the community by coordinating efforts and providing support through collaborative initiatives. 4 Agency/Group/Organization Can/Ada Collaborative Agency/Group/Organization Housing Type Services- Housing Services-Children Services-Elderly Persons Services-Persons with Disabilities Services-Persons with HIV/AIDS 8 1 P a g e Meridian CDBG Program PY25 Action Plan Services-Victims of Domestic Violence Services-homeless Services-Health Services-Education Services-Employment Service-Fair Housing Services-Victims Other government- Local Regional organization Planning organization What section of the Plan was Housing Need Assessment addressed by Consultation? Homeless Needs-Chronically homeless Homeless Needs- Families with children Homelessness Needs-Veterans Homelessness Needs- Unaccompanied youth Homelessness Strategy Non-Homeless Special Needs Market Analysis Economic Development Anti-poverty Strategy Lead-based Paint Strategy Briefly describe how the The Can/Ada Collaborative is a collaborative group consisting of local entitlement Agency/Group/Organization communities in the region, including Boise, Meridian, Nampa, and Caldwell. was consulted.What are the Through regular meetings and email communication,the collaborative aims to anticipated outcomes of the ensure compliance with federal regulations, particularly related to HUD funding. consultation or areas for The participating municipalities strive to align their activities and initiatives with improved coordination? regional needs while addressing local needs, maximizing the impact of CDBG funds. The collaborative approach allows representatives to share information, discuss best practices, and identify areas for collaboration, leading to a comprehensive and coordinated response to community development challenges. By working together, the Can/Ada Collaborative enables the participating communities to meet federal regulations,address regional needs, and effectively utilize CDBG funds for community development initiatives. 5 Agency/Group/Organization CATCH, Inc. Agency/Group/Organization Housing Type Services- Housing Services-homeless Services-Victims What section of the Plan was Homelessness Strategy addressed by Consultation? Homeless Needs-Chronically homeless Homeless Needs- Families with children Homelessness Needs-Veterans 9 Page Meridian CDBG Program I PY25 Action Plan Homelessness Needs-Unaccompanied youth Non-Homeless Special Needs Briefly describe how the CATCH (Charitable Assistance to Community's Homeless) is a crucial public-private Agency/Group/Organization partnership in Ada County dedicated to ending homelessness.The organization was consulted.What are the recognizes permanent housing as the fundamental solution to homelessness and anticipated outcomes of the views housing as an integral part of healthcare. CATCH's primary focus is on consultation or areas for addressing homelessness among children and families in Ada County,and they improved coordination? collaborate actively with local partners to provide pathways to secure permanent housing.This collaboration encompasses various initiatives such as operating warming shelters, developing supportive housing plans, offering resolution assistance, and implementing prevention efforts.The city engages in consultations with CATCH through meetings and email exchanges to ensure effective coordination and communication.These consultations serve as a platform for discussing strategies, sharing information,and identifying opportunities for collaboration and improvement. By consulting with CATCH,the city aims to align its efforts with the organization's expertise and utilize their collaborative network to maximize the impact of homelessness prevention and support programs.The anticipated outcome is to enhance coordination, leading to more effective and comprehensive solutions to end homelessness for children and families in Ada County. 6 Agency/Group/Organization City of Meridian Agency/Group/Organization Housing Type Services- Housing Services-Children Services-Elderly Persons Services-Persons with Disabilities Services-Persons with HIV/AIDS Services-Victims of Domestic Violence Services-homeless Services-Health Services-Education Services-Employment Service-Fair Housing Services-Victims Services- Broadband Internet Service Providers Services- Narrowing the Digital Divide Agency- Managing Flood Prone Areas Agency- Management of Public Land or Water Resources Agency- Emergency Management Other government- Local Grantee Department What section of the Plan was Housing Need Assessment addressed by Consultation? Lead-based Paint Strategy Public Housing Needs 10 Page Meridian CDBG Program I PY25 Action Plan Homelessness Strategy Homeless Needs-Chronically homeless Homeless Needs- Families with children Homelessness Needs-Veterans Homelessness Needs-Unaccompanied youth Non-Homeless Special Needs Economic Development Market Analysis Anti-poverty Strategy Briefly describe how the The City of Meridian has actively engaged in providing insights and expertise in Agency/Group/Organization various areas relevant to the program.This includes sharing knowledge on planning was consulted.What are the and zoning regulations, building codes, disaster recovery, housing affordability, anticipated outcomes of the population growth, and the specific needs of low-to moderate-income residents. consultation or areas for To ensure smooth coordination and effective implementation of the program, improved coordination? there is constant communication between CDBG staff and other departments.This communication occurs through various channels,such as in-person discussions, meetings, emails, and phone calls.The regular and daily contact with different departments allows for seamless information sharing and collaboration.The city's plan to streamline access throughout the city demonstrates its commitment to improving the program's efficiency and effectiveness. By streamlining access,the city aims to enhance the ease with which low-to moderate-income residents can access the resources and support provided by the program.This could involve simplifying application processes, improving information dissemination, or implementing measures to remove barriers to access. Overall,the City of Meridian's active involvement in providing insights, maintaining constant communication with other departments, and its plan to streamline access reflects its dedication to optimizing the program's impact and ensuring that low-to moderate-income residents can benefit from the resources available in an efficient and equitable manner. Additionally,the City actively participates in various projects and initiatives to improve connectivity and access to high-speed internet services. One of the ongoing projects is the development of a fiber ring that would interconnect facilities and provide infrastructure for ISPs to offer cost-effective fiber services in Ada County. While funding for this project is pending,the City is working to secure grants to support its implementation.A digital access study has been conducted to gather insights and inform efforts to bridge the digital divide in the community. Meridian has also collaborated with TDS and other providers such as Sparklight and Lumen to bring more competition to the area, resulting in improved pricing for residents. By engaging with these service providers,the City aims to enhance options and affordability for high-speed internet services. Through these initiatives,the City of Meridian demonstrates its commitment to addressing the connectivity needs of its residents and fostering a competitive market for internet service providers. By actively seeking partnerships and 111 Page Meridian CDBG Program I PY25 Action Plan exploring innovative solutions, Meridian strives to ensure that its community has access to reliable and affordable internet services. 7 Agency/Group/Organization COMPASS Agency/Group/Organization Other government- Local Type Regional organization Planning organization What section of the Plan was Housing Need Assessment addressed by Consultation? Non-Homeless Special Needs Public Transit Briefly describe how the The City of Meridian actively engages in consultations with COMPASS, including Agency/Group/Organization involvement in the housing affordability workgroup, and the transportation was consulted.What are the workgroup to improve access to affordable housing and transportation for its anticipated outcomes of the residents.These consultations involve regular meetings and ongoing consultation or areas for communication through emails. COMPASS, as a regional planning organization, improved coordination? provides valuable insights into regional planning and development strategies, allowing the city to align its efforts with regional priorities and address housing and transportation challenges effectively.The housing affordability workgroup focuses on understanding the local housing market, identifying barriers to affordability, and exploring solutions to promote access to safe and affordable housing options.The transportation workgroup aims to improve transportation infrastructure, promote sustainable mobility, and ensure accessibility for all residents.Through these consultations,the City of Meridian seeks to foster collaboration, share knowledge, and develop strategies that enhance access to affordable housing and transportation, ultimately improving the quality of life for its residents. 8 Agency/Group/Organization FACES of Hope Agency/Group/Organization Services- Housing Type Services-Victims of Domestic Violence Services-Victims What section of the Plan was Homelessness Strategy addressed by Consultation? Homeless Needs-Chronically homeless Homeless Needs- Families with children Homelessness Needs-Unaccompanied youth Non-Homeless Special Needs Briefly describe how the The City of Meridian collaborates with Faces of Hope, a local organization dedicated Agency/Group/Organization to supporting victims of violence,to enhance services and ensure access for those was consulted.What are the in need.These consultations involve email communication,workshops,and anticipated outcomes of the meetings,facilitating a comprehensive and collaborative approach. Faces of Hope consultation or areas for plays a crucial role in providing resources and support to victims, and by consulting improved coordination? with them,the city aims to gain a deeper understanding of the specific needs of victims in Meridian.Through these engagements,they can identify opportunities for collaboration, address service gaps, and develop initiatives that improve access to support services.The ultimate goal is to enhance the availability and accessibility 121Page Meridian CDBG Program I PY25 Action Plan of services for victims of violence,empowering them to heal and rebuild their lives within the community. 9 Agency/Group/Organization The Housing Company Agency/Group/Organization Housing Type Services- Housing Regional organization What section of the Plan was Housing Need Assessment addressed by Consultation? Briefly describe how the The Housing Company, a property management agency in Idaho, is consulted Agency/Group/Organization through meetings, emails, and phone calls.The purpose of these consultations is to was consulted.What are the explore strategies to increase the availability of affordable housing units for low- anticipated outcomes of the income earners.The city seeks to gain insights into the services and resources consultation or areas for provided by The Housing Company to ensure that residents have access to improved coordination? guidance and support throughout the housing process.Additionally, consultations aim to understand the challenges faced by minimum wage earners in finding affordable and suitable housing.The anticipated outcome of the consultation and improved coordination is to explore collaborative approaches that mitigate the impact of rising costs and find creative solutions to make housing more affordable and accessible. Ultimately,this collaboration aims to ensure that underserved communities have access to decent and affordable housing options, promoting stability and well-being within the community. 10 Agency/Group/Organization Idaho Fair Housing Forum Agency/Group/Organization Service-Fair Housing Type What section of the Plan was Fair Housing addressed by Consultation? Briefly describe how the The City engages in virtual meetings with this group to consult on advancing the fair Agency/Group/Organization housing work of the City and the region.These consultations serve as a platform for was consulted.What are the discussions and exchange of ideas regarding fair housing law and practice.Through anticipated outcomes of the these meetings,the group has facilitated fair housing trainings and conferences to consultation or areas for educate individuals about fair housing rights and regulations.The consultations also improved coordination? play a crucial role in informing the City's strategies and approaches to affirmatively further fair housing. By collaborating with this group,the City aims to promote awareness, understanding, and implementation of fair housing principles and practices within the community. 11 Agency/Group/Organization Idaho Housing and Finance Association Agency/Group/Organization Housing Type Services- Housing Services-Persons with Disabilities Services-Persons with HIV/AIDS Services-Victims of Domestic Violence 131Page Meridian CDBG Program PY25 Action Plan Services-homeless Service-Fair Housing Services-Victims Services- Narrowing the Digital Divide Other government-State Regional organization What section of the Plan was Housing Need Assessment addressed by Consultation? Homelessness Strategy Homeless Needs-Chronically homeless Homeless Needs- Families with children Homelessness Needs-Veterans Homelessness Needs-Unaccompanied youth Non-Homeless Special Needs Economic Development Market Analysis Anti-poverty Strategy Briefly describe how the IHFA serves as a financial institution and administrator of affordable housing Agency/Group/Organization resources in the state of Idaho.They are responsible for managing HUD's statewide was consulted.What are the ESG (Emergency Solutions Grants), HOPWA(Housing Opportunities for Persons anticipated outcomes of the With AIDS), and HOME funds.The City engages in consultations with IHFA through consultation or areas for in-person meetings, phone calls, and meetings to achieve several expected improved coordination? outcomes.These include gaining a better understanding of the available resources for Meridian residents,ensuring that the City is aware of the programs and funding options that can benefit the community.Additionally,the consultations aim to enhance coordination and collaboration with statewide resources, enabling the City to leverage and align resources effectively to address affordable housing needs across the state. 141Page Meridian CDBG Program I PY25 Action Plan 12 Agency/Group/Organization Idaho Legal Aid Agency/Group/Organization Service-Fair Housing Type Regional organization What section of the Plan was Fair Housing addressed by Consultation? Briefly describe how the Idaho Legal Aid is an organization dedicated to providing legal assistance and Agency/Group/Organization advocacy for low-income individuals and vulnerable populations in Idaho.They was consulted.What are the offer legal services to address a range of civil legal issues, including housing-related anticipated outcomes of the matters such as fair housing. In consultations conducted via email,the City sought consultation or areas for input and guidance from Idaho Legal Aid to identify fair housing resources, improved coordination? understand the specific housing issues prevalent in the community,and explore potential strategies to address these issues.The anticipated outcomes of the consultation were to gather valuable insights, information, and resources from Idaho Legal Aid to effectively address fair housing concerns and ensure that the City's initiatives align with legal requirements and best practices. 13 Agency/Group/Organization Idaho Nonprofit Center Agency/Group/Organization Regional organization Type What section of the Plan was Non-Homeless Special Needs addressed by Consultation? Briefly describe how the Idaho Nonprofit is a state association representing over 800 nonprofit Agency/Group/Organization organizations, primarily located in the Treasure Valley.The organization plays a was consulted.What are the vital role in supporting nonprofits by providing training, resources, and advocacy anticipated outcomes of the services.They offer training programs in leadership development,financial literacy, consultation or areas for and board training, as well as webinars to enhance nonprofit effectiveness. improved coordination? Through their lobbying efforts,they track state legislation affecting nonprofits and ensure that jurisdictions are well-informed at the state and local levels. Idaho Nonprofit also educates policymakers in the sector by analyzing macro-level indicators and advocating for grant funding best practices.Their aim is to facilitate the administrative side of grant funding, providing nonprofits with capacity-building support and guidance,so they can focus on fulfilling their missions.The City has engaged Idaho Nonprofit through email to gain a better understanding of the needs and resources required by nonprofits, ultimately leading to more effective support and collaboration within the sector. 14 Agency/Group/Organization Idaho Youth Ranch Agency/Group/Organization Services-Children Type Services-Persons with Disabilities Services-homeless Services-Education 151Page Meridian CDBG Program I PY25 Action Plan Services-Employment Regional organization What section of the Plan was Homeless Needs- Families with children addressed by Consultation? Homelessness Needs-Veterans Homelessness Needs- Unaccompanied youth Non-Homeless Special Needs Briefly describe how the The Idaho Youth Ranch plays a crucial role in providing accessible programs and Agency/Group/Organization services for youth and families facing trauma and crisis.Their comprehensive range was consulted.What are the of services includes outpatient services, counseling centers, mental tele-health,e- anticipated outcomes of the point assisted psychotherapy, adoption services, and residential shelters in the consultation or areas for Treasure Valley.To better understand the needs of the community and explore improved coordination? opportunities for collaboration,the city engages in consultations with the Idaho Youth Ranch through email and phone calls.Through these consultations,the city aims to gain insights into the specific needs of youth and families in crisis, identify gaps in services, and explore ways to work together to provide the necessary support and resources. By fostering collaboration,the city and the Idaho Youth Ranch can create a more coordinated and effective response to addressing the needs of youth and families experiencing trauma and crisis in the community. 15 Agency/Group/Organization Intermountain Fair Housing Council Agency/Group/Organization Service-Fair Housing Type What section of the Plan was Fair Housing addressed by Consultation? Briefly describe how the The Intermountain Fair Housing Council serves as an important organization Agency/Group/Organization focused on promoting fair housing practices and combating housing discrimination. was consulted.What are the Through email consultations,the city engages with the Intermountain Fair Housing anticipated outcomes of the Council to gain a better understanding of fair housing concerns in Meridian.The consultation or areas for purpose of these consultations is to gather insights and information regarding the improved coordination? specific fair housing challenges and issues faced by residents in the community. By consulting with the Intermountain Fair Housing Council,the city aims to enhance its understanding of fair housing laws, regulations, and best practices, as well as identify strategies to address any potential fair housing violations or barriers to equal housing opportunities. Ultimately,the goal is to promote fair and equitable housing practices,ensuring that all individuals in Meridian have equal access to housing and are protected from discrimination. 16 Agency/Group/Organization Jesse Tree Agency/Group/Organization Services- Housing Type What section of the Plan was Non-Homeless Special Needs addressed by Consultation? 161 Page Meridian CDBG Program I PY25 Action Plan Briefly describe how the The Jesse Tree is an organization that serves as a vital resource in the community, Agency/Group/Organization particularly for individuals and families facing housing instability and the risk of was consulted.What are the eviction due to rising rents.The city engages in consultations with the Jesse Tree anticipated outcomes of the through email, phone calls, and meetings to gain insights and clarity into the need consultation or areas for for their program. By consulting with the Jesse Tree,the city hopes to gather improved coordination? information on the specific challenges faced by residents, such as evictions and the increasing cost of housing.These consultations aim to provide a better understanding of the current housing landscape, including the impact of rising rents, and to identify strategies and resources to support individuals and families at risk of homelessness.The collaboration between the city and the Jesse Tree seeks to address the urgent housing needs within the community, mitigate the effects of rising rents, and develop solutions that ensure housing stability for all residents. 17 Agency/Group/Organization Meridian - Mayor's Senior Advisory Board Agency/Group/Organization Civic Leaders Type Senior Advisory What section of the Plan was Non-Homeless Special Needs addressed by Consultation? Briefly describe how the The City of Meridian's Mayor's Senior Advisory Board plays a crucial role in advising Agency/Group/Organization and providing insights on matters related to the needs of senior citizens and was consulted.What are the individuals residing in assisted living or low-income senior housing.As part of their anticipated outcomes of the involvement, representatives from the board are included on the scoring consultation or areas for committee,which indicates their input in assessing and evaluating relevant improved coordination? programs or initiatives.The city aims to gain a better understanding of the specific needs, challenges, and concerns of senior citizens through the consultation with the board. By actively engaging with the Mayor's Senior Advisory Board,the city can gather valuable insights and expertise to inform decision-making processes and develop strategies that address the unique requirements of this population.The collaborative efforts between the city and the advisory board aim to improve the quality of life for senior citizens, enhance the accessibility of services, and ensure the overall well-being of older residents in Meridian. 18 Agency/Group/Organization Meridian Development Corporation Agency/Group/Organization Other government- Local Type Planning organization Business and Civic Leaders What section of the Plan was Economic Development addressed by Consultation? Market Analysis Briefly describe how the The Meridian Development Corporation (MDC) is dedicated to overseeing the Agency/Group/Organization restoration and urban development of historic downtown Meridian,with a focus on was consulted.What are the enhancing accessibility, supporting local businesses, promoting affordable anticipated outcomes of the workforce housing, and fostering community engagement. MDC maintains regular meetings and email communications to collaborate closely with the city and ensure 171 Page Meridian CDBG Program I PY25 Action Plan consultation or areas for that their efforts align with the overall vision for downtown Meridian. Given that improved coordination? many of the city's low-to moderate-income (LMI) areas are located downtown,the collaboration between the city and MDC directly impacts potential recipients of the CDBG program. By working together,the city and MDC can streamline their efforts, effectively utilize available resources, and create a vibrant and inclusive downtown area that benefits the LMI beneficiaries and contributes to the overall development of Meridian. 19 Agency/Group/Organization Meridian Library District Agency/Group/Organization Services-Children Type Services-Elderly Persons Services-Persons with Disabilities Services-Victims of Domestic Violence Services-Education Services-Employment Services-Victims Services- Broadband Internet Service Providers Services- Narrowing the Digital Divide What section of the Plan was Non-Homeless Special Needs addressed by Consultation? Briefly describe how the The Meridian Library plays a vital role in the community by providing access to a Agency/Group/Organization wide range of resources and services for people of all ages and abilities.Through was consulted.What are the offerings such as classes, books, materials, mentorship,and collaboration anticipated outcomes of the opportunities,the library fosters inclusivity and supports the diverse needs of the consultation or areas for community.This includes services tailored to youth,seniors, individuals with improved coordination? disabilities, and other marginalized groups.The library offers various programs such as book clubs, after-school programs, career support,tutoring, and story time to cater to different interests and needs.The library staff is trained to prioritize and meet the needs of diverse populations, including those who are unstably housed, identify as LGBTQIA+, have mental health concerns, or have experienced interpersonal violence.Through meetings and email communications,the city seeks to gain a better understanding of the community's needs and collaborate with the library to provide relevant resources and support. 20 Agency/Group/Organization Meridian Police Department Agency/Group/Organization Services-Victims of Domestic Violence Type Services-homeless Services-Victims Other government- Local What section of the Plan was Homelessness Strategy addressed by Consultation? Non-Homeless Special Needs Briefly describe how the The Meridian Police Department(MPD) plays a critical role in law enforcement and Agency/Group/Organization providing assistance to victims within the criminal justice system.They have was consulted.What are the implemented various programs and initiatives to serve the community effectively. 181Page Meridian CDBG Program I PY25 Action Plan anticipated outcomes of the The Crisis Intervention Team (CIT) program focuses on responding to mental health consultation or areas for crises, ensuring that individuals in need receive appropriate care and support.The improved coordination? Meridian Anti-Drug Coalition (MADC) addresses substance abuse issues through community-based prevention efforts.The MPD also aims to foster positive relationships between the community and law enforcement by promoting a friendly image of the police.This includes activities such as School Resource Officers (SROs) in schools and neighborhood block parties that encourage interaction between community members and the police.The MPD engages in meetings, emails, and phone calls with CDBG staff to gain a better understanding of the city's issues and provide resources, particularly for officers working directly with community members in challenging situations.The collaboration between the MPD and CDBG staff ensures that resources are available to address community needs and enhance the effectiveness of police services. 21 Agency/Group/Organization Meridian Senior Center Agency/Group/Organization Services-Elderly Persons Type What section of the Plan was Housing Need Assessment addressed by Consultation? Homelessness Needs-Veterans Non-Homeless Special Needs Briefly describe how the The Meridian Senior Center plays a vital role in serving the senior population within Agency/Group/Organization the community.The center provides a range of services and programs tailored to was consulted.What are the meet the unique needs of seniors, promoting their well-being, social engagement, anticipated outcomes of the and overall quality of life.To ensure effective communication and coordination,the consultation or areas for city engages in meetings, phone calls, and emails with the Meridian Senior Center. improved coordination? These interactions provide an opportunity for the city to gain a better understanding of the needs and concerns of seniors in the community. By actively seeking insights from the Senior Center,the city can identify areas where additional support and resources may be required, enabling them to better address the needs of seniors and enhance their overall experience and quality of life. 22 Agency/Group/Organization NeighborWorks Boise Agency/Group/Organization Housing Type Services—Housing Services-Education What section of the Plan was Housing Need Assessment addressed by Consultation? Briefly describe how the The NeighborWorks Boise is a nonprofit organization dedicated to community Agency/Group/Organization development and addressing housing needs in the community.Their primary focus was consulted.What are the is on revitalizing neighborhoods and providing affordable housing solutions for low- anticipated outcomes of the to moderate-income individuals and families.Through emails, meetings, and phone consultation or areas for calls,the city engages with NeighborWorks Boise to collaborate on identifying and improved coordination? addressing housing needs within the community. By working together,the city aims 191Page Meridian CDBG Program I PY25 Action Plan to gain insights and explore strategies to improve access to affordable housing, empower residents, and provide the necessary resources for individuals and families to obtain, retain, and maintain their homes.The collaboration with NeighborWorks Boise helps the city to develop and implement initiatives that effectively address housing needs and contribute to the overall well-being and stability of the community. 23 Agency/Group/Organization Terry Reilly Health Services Agency/Group/Organization Services-Children Type Services-Elderly Persons Services-Persons with Disabilities Services-Persons with HIV/AIDS Services-Victims of Domestic Violence Services-homeless Services-Health Services-Education Services-Victims What section of the Plan was Homeless Needs-Chronically homeless addressed by Consultation? Homeless Needs- Families with children Homelessness Needs-Veterans Homelessness Needs- Unaccompanied youth Homelessness Strategy Non-Homeless Special Needs Briefly describe how the Terry Reilly is a healthcare organization that offers comprehensive primary care, Agency/Group/Organization dental care, and behavioral health care services in the Treasure Valley, including was consulted.What are the the city of Meridian.The organization conducts outreach efforts to reach anticipated outcomes of the individuals and families facing barriers to care,such as farmworkers,the homeless, consultation or areas for and very-low to moderate-income individuals.Terry Reilly's services are available to improved coordination? all residents, regardless of insurance status, and fees are based on a sliding scale to ensure affordability. Through email communication,the city engages with Terry Reilly to gain a better understanding of the healthcare needs within the community and to collaborate on resources and strategies to improve access to these services. By working together, the city and Terry Reilly aim to identify gaps in healthcare access, address disparities, and ensure that residents, particularly low-to-moderate-income individuals, have the necessary resources and support to receive the care they need. 24 Agency/Group/Organization West Ada School District Agency/Group/Organization Services-Children Type Services-Persons with Disabilities Services-Victims of Domestic Violence Services-homeless 201Page Meridian CDBG Program I PY25 Action Plan Services-Health Services-Education Publicly Funded Institution/System of Care Regional organization What section of the Plan was Homeless Needs- Families with children addressed by Consultation? Homelessness Needs-Unaccompanied youth Homelessness Strategy Non-Homeless Special Needs Briefly describe how the The West Ada School District plays a crucial role in serving the families and children Agency/Group/Organization of Meridian.The district implements McKinney-Vento programs to support was consulted.What are the homeless and unstably housed youth and families, ensuring they have access to anticipated outcomes of the education and essential resources.Additionally,the district provides nutrition consultation or areas for services, including the summer nutrition program,which offers meals to school-age improved coordination? children in area parks. Through emails, phone calls, and meetings,the city engages with the West Ada School District to gain a better understanding of the needs of Meridian's youth and families, as well as the specific housing challenges faced by West Ada students.The city aims to identify any gaps in services and collaborate with the school district to develop a comprehensive plan to address those gaps. By working together,the city and the West Ada School District can create a supportive environment that meets the diverse needs of students and families, promotes inclusion and diversity, and ensures access to education and vital resources for all. 25 Agency/Group/Organization Women's and Children's Alliance Agency/Group/Organization Services- Housing Type Services-Children Services-Victims of Domestic Violence Services-Victims What section of the Plan was Non-Homeless Special Needs addressed by Consultation? Briefly describe how the The WCA(Women's and Children's Alliance) plays a vital role in providing Agency/Group/Organization comprehensive services to individuals who have experienced interpersonal violence was consulted.What are the in the community.Their services are offered free of charge and are accessible to anticipated outcomes of the women, children, men, and individuals who are gender non-conforming.The range consultation or areas for of services includes shelter, hotline support, court advocacy, counseling,case improved coordination? management, and financial empowerment classes.Affordable housing emerges as a critical need for the agency's clients, as it directly affects their ability to escape abusive or violent environments.Through meetings, emails, and phone calls,the city engages with the WCA to gain a better understanding of the community's needs and to coordinate services that address those needs effectively. By collaborating with the WCA,the city aims to provide support, resources, and coordinated efforts to empower survivors and ensure their safety and well-being. 211 Page Meridian CDBG Program I PY25 Action Plan Table 2—Agencies, groups, organizations who participated Identify any Agency Types not consulted and provide rationale for not consulting: The City continues to consult with all required organizations in helping to formulate a strategy for the efficient use of HUD Community Development Block Grant(CDBG)funds. Every agency identified was offered an opportunity to participate in the development of the plan.While no agencies were left out,the City does not have a citizen's advisory group to consult with. Other local/regional/state/federal planning efforts considered when preparing the Plan: Name of Plan Lead How do the goals of your Strategic Plan overlap with the goals of Organization each plan? Our Path Home and the City of Meridian are both committed to ensuring greater access to fair and affordable housing,the Continuum of Our Path Home reduction/prevention of homelessness, and access to credit for Care homeownership.The City participates in many joint efforts and organizations with Our Path Home to help support increasing housing options for residents. Table 3—Other local/regional/federal planning efforts Narrative: Meridian is committed to engaging residents and stakeholders in the planning process, recognizing the value of diverse perspectives and inclusive decision-making.The City sought input from a wide range of entities during the development of the Con Plan, including broadband service providers,to gain a comprehensive understanding of the community's connectivity needs and opportunities. By involving these stakeholders, Meridian gathered valuable insights and identified strategies to enhance broadband access and affordability for residents. Collaboration between CDBG staff and other departments plays an important role in addressing the community's preparedness and response capabilities. By working closely with these departments,CDBG staff was able to incorporate emergency management considerations into its planning efforts, ensuring the safety and well-being of residents during times of crisis. Meridian's commitment to stakeholder engagement and consultation extends beyond the Con Plan.The City intends to continue prioritizing this approach in the development of subsequent Action Plans.This iterative process allows for ongoing feedback,adaptability, and addressing emerging needs and priorities within the community. By maintaining an open dialogue with stakeholders, Meridian can ensure that its plans and actions remain responsive to the evolving requirements of its residents. The City's resilience efforts are comprehensive,focusing on flood-prone areas, public land or water resources, and emergency situations.Through partnerships with agencies like the Ada County Office of Emergency Management, Meridian develops local response plans and implements hazard mitigation strategies.This collaboration encompasses various aspects, including flood response, hazardous materials incidents,wildfire response, emergency response, and hazard mitigation efforts.The mutual aid agreement with neighboring communities further strengthens Meridian's emergency response capabilities, allowing for the mobilization of additional first responders when necessary. In anticipation of fuel shortages during critical 221Page Meridian CDBG Program I PY25 Action Plan situations, Meridian has signed an MOU to ensure access to fuel for essential vehicles, such as those used by the police department,fire vehicles, and city generators,guaranteeing uninterrupted emergency services. The City participates in programs like the national flood insurance program and the community rating system program, demonstrating its commitment to going above and beyond basic requirements. Meridian's hazard mitigation plan,which includes flood risk mitigation strategies, is designed to protect the community and minimize the impact of flooding incidents. Moreover,the City is exploring alternative fuel sources such as solar energy, battery power, and generators to diversify its energy sources, enhance resilience, and reduce its environmental footprint. Addressing broadband internet access and narrowing the digital divide is a priority for Meridian and these goals have been incorporated into the City's strategic plan.The installation of conduit infrastructure is being considered to expand broadband access throughout the city. Exploring Wi-Fi implementation in public parks aims to provide increased connectivity options for residents. To further support these efforts, Meridian is applied for an energy efficiency community block grant to facilitate the development of a comprehensive plan to address energy efficiency within the community. Staff intends to explore opportunities for partnering to increase efficiencies for low-and moderate-income residents, as well as initiatives to bridge the digital divide. By utilizing grants and available resources, Meridian remains committed to promoting broadband access, enhancing resilience, managing flood-prone areas, and ensuring the overall well-being and resilience of its community. 231Page Meridian CDBG Program I PY25 Action Plan AP-12 Participation 24 CFR 91.105, 24 CFR 91.200(c) 1.Summary of citizen participation process/Efforts made to broaden citizen participation.Summarize citizen participation process and how it impacted goal-setting. The citizen participation process in Meridian involves active engagement with community members to gather feedback and ensure their needs and preferences are considered in goal-setting for Meridian's CDBG Program.This process includes several key steps: 1. Outreach Events: Regular outreach events are conducted to inform residents about proposed projects and to collect their input.These events include activities like voting on project priorities, artistic activities for engaging children and adults, and interactive sessions where participants can express their views and suggestions. 2. Surveys and Feedback Collection: Surveys are distributed to gather detailed feedback from residents.These surveys ask specific questions to determine the relevance of feedback based on residency or connection to Meridian and include questions about support for various projects. 3. Public Meetings and Comment Periods: Public meetings are held to discuss proposed action plans, and there are designated periods for public comment.These meetings provide a platform for residents to voice their opinions and for officials to explain the plans in detail. 4. Letters and Direct Communication: Letters are sent to homeowners and other stakeholders to inform them about proposed projects and invite their feedback.These communications include details about action plans, survey links, public comment periods, and upcoming presentations or hearings. The feedback collected through these various methods significantly impacts the goal-setting process for the CDBG Program.The main outcomes include: • Identifying Community Priorities:The input helps prioritize projects that are most important to the residents,ensuring that the goals align with the community's needs. • Enhancing Transparency and Accountability: By actively involving citizens,the process becomes more transparent, and the community feels a sense of ownership over the decisions made. • Improving Project Design and Implementation:The detailed feedback provides insights into potential improvements for project plans, making them more effective and efficient. • Ensuring Inclusivity:The process ensures that diverse voices, including those from low to moderate-income households, are heard and considered in the planning and implementation phases. 241Page Meridian CDBG Program I PY25 Action Plan Overall,the citizen participation process ensures that the goals set for the CDBG Program are reflective of the community's needs and preferences, leading to more successful and impactful projects. Sort Mode of Target of Outreach Summary of Summary of Summary of comments not Order Outreach response/attendance comments received accepted and reasons • Minorities No comments received. No comments received. • Non-English Speaking Newspaper Ad -Specify other language: Spanish Legal notices were published in the • Persons with Idaho Press newspaper that disabilities described the public hearings on • Non-targeted/broad March 25,June 3, and July 8,as well community as the comment period from May 29 • Residents of Public to July 8. 1 and Assisted Living On March 25, 2025,the City held a No comments received. No comments received. community presentation and public hearing to request feedback on the development of the action plan, including public service providers and permanent housing projects that should be included in the application • Minorities process.There were roughly 50 in- • Non-English Speaking person attendees as it was held -Specify other during a Council meeting, but none language: Spanish participated in the CDBG public • Persons with hearing.the meeting was disabilities livestreamed and recorded, making it • Non-targeted/broad difficult to determine the total community number of viewers.The public • Residents of Public hearing was noticed in the local 2 Public Meeting and Assisted Living newspaper. 25 Page Meridian CDBG Program I PY25 Action Plan Sort Mode of Target of Outreach Summary of Summary of Summary of comments not Order Outreach response/attendance comments received accepted and reasons Attendees discussed changes to the application and On April 8, 2025,the City held an timelines,with one attendee Application Workshop where two requesting an additional potential applicants attended.The meeting to discuss Application • Potential City provided support and guidance determining the average cost 3 Workshop Subrecipients to potential subrecipients. per client. All comments were accepted. On April 10, 2025,the City participated in the coordination of the annual "Do the Right"event at Meridian Middle School.This event, which has been held for many years, encourages people to do something kind for the person to their right, • Minorities such as helping a neighbor, • Non-English Speaking appreciating a classmate, or buying -Specify other coffee for a coworker. language: Spanish At the fair,staff provided • Persons with disabilities information about the CDBG • Non-targeted/broad program and requested input on Several community members community services that are necessary for asked for additional • Residents of Public Meridian residents to be stably information about the 4 Public Meeting and Assisted Living housed. program. All comments were accepted. • Minorities No comments received. No comments received. • Non-English Speaking On April 22, 2025, a presentation -Specify other was held at City Hall to discuss the language: Spanish purpose of the program, past • Persons with accomplishments, and to recognize disabilities the winners of the CDBG Sticker 5 Public Meeting • Non-targeted/broad Competition. community 261 Page Meridian CDBG Program I PY25 Action Plan Sort Mode of Target of Outreach Summary of Summary of Summary of comments not Order Outreach response/attendance comments received accepted and reasons • Residents of Public Although there were few in-person and Assisted Living attendees,the meeting was livestreamed and recorded, making it difficult to determine the total number of viewers. Feedback from a past homeowner repair program recipient was provided via The draft Action Plan was open for email.The participant public comment from May 29 to July expressed deep gratitude and 8, 2025 and noticed in the local satisfaction with the work newspaper. It was advertised completed.The individual • Minorities through flyers, posters, a summary praised the professionalism, • Non-English Speaking of the Action Plan posted on the kindness, and skill of the -Specify other City's website,and mailings to team, highlighting a range of language: Spanish distribution lists. Subrecipients were home repairs and • Persons with also asked to contact previous and accessibility improvements. disabilities potential program participants to The comment emphasized • Non-targeted/broad encourage feedback via the survey or how meaningful and community by emailing comments directly. One impactful the assistance was, Public Comment • Residents of Public comment was received by email describing the experience as 6 Period and Assisted Living during this period. a true blessing. All comments were accepted. • Minorities Most respondents expressed • Non-English Speaking The City conducted a survey from strong support for the -Specify other May 29 to July 8, 2025,to gather proposed projects, especially language: Spanish feedback on the PY25 Action Plan. emergency rental assistance, • Persons with The survey was distributed through childcare scholarships, disabilities social media, an email distribution homeowner repairs,and • Non-targeted/broad list, a media release,the city e- walkability improvements. Action Plan community newsletter,the city website, partner These initiatives were seen as Feedback • Residents of Public sharing,virtual events,and a legal important tools for 7 Survey and Assisted Living notice. promoting housing stability, All comments were accepted. 271 Page Meridian CDBG Program I PY25 Action Plan Sort Mode of Target of Outreach Summary of Summary of Summary of comments not Order Outreach response/attendance comments received accepted and reasons Twenty individuals who live or work safety, and access— with people in Meridian responded. particularly for low-income One additional respondent without families, seniors,and people ties to Meridian was excluded from with disabilities. Childcare the results. scholarships received the most enthusiastic feedback, with many noting they allow parents to remain employed while keeping children safe. Rental assistance was also valued,though some felt it was a short-term fix. Walkability improvements were widely supported, especially near schools. A few respondents raised concerns about eligibility criteria, sustainability, and perceived overfunding of certain programs. Suggestions included better integration with nonprofit services, improved outreach and awareness, and longer- term planning for affordable housing,traffic, and public transportation. Many called for more community input and transparency to ensure these programs continue to meet real needs. 8 Public Meeting ' Minorities On June 3, 2025, a presentation and No comments received. No comments received. • Non-English Speaking public hearing was held at City Hall 281Page Meridian CDBG Program I PY25 Action Plan Sort Mode of Target of Outreach Summary of Summary of Summary of comments not Order Outreach response/attendance comments received accepted and reasons -Specify other to discuss the draft action plan and language: Spanish recommended projects.The public • Persons with hearing was noticed in the local disabilities newspaper. • Non-targeted/broad community Although there were few in-person • Residents of Public attendees,the meeting was and Assisted Living livestreamed and recorded, making it difficult to determine the total number of viewers. • Households located in No comments received. No comments received. the area of impact for In June, a letter requesting feedback public facility and was sent to 60 property owners that Direct infrastructure will potentially be affected by the 9 Correspondence improvement projects LMA Walkability projects. • Minorities Notices about the public comment No comments received. No comments received. • Non-English Speaking periods, hearings,virtual open -Specify other houses and presentations were language: Spanish shared via the City's social media • Persons with accounts. On Facebook(posted June disabilities 12),the post received 1,142 views,2 • Non-targeted/broad likes, and 11 link clicks. On Nextdoor Internet community (posted June 13),the post had 255 10 Outreach impressions(non-unique views). Staff held a virtual open house on • Minorities June 18 with information about the Comments reflected strong • Non-English Speaking action plan. Representatives of the support for the projects being -Specify other recommended projects were funded.A community language: Spanish member raised concerns available to answer questions. A • Persons with second session was scheduled for about accessing services disabilities through Jesse Tree,to which June 30, but it was canceled due to 11 Public Meeting • Non-targeted/broad no public registrations. Jesse Tree responded by All comments were accepted. community explaining their needs-based 291Page Meridian CDBG Program I PY25 Action Plan Sort Mode of Target of Outreach Summary of Summary of Summary of comments not Order Outreach response/attendance comments received accepted and reasons • Residents of Public prioritization process and the and Assisted Living limitations of their current funding and staffing.The community member also highlighted the need for gated parks and MPD training to help locate children with disabilities who may wander. Other subrecipients expressed appreciation for one another and discussed opportunities to collaborate in the future to better support shared participants. On July 8, 2025,the City held a No comments received. No comments received. community presentation and public hearing to request feedback on the development of the action plan, including public service providers and permanent housing projects that should be included in the application • Minorities process.There were roughly 50 in- • Non-English Speaking person attendees as it was held -Specify other during a Council meeting, but none language: Spanish participated in the CDBG public • Persons with hearing.the meeting was disabilities livestreamed and recorded, making it • Non-targeted/broad difficult to determine the total community number of viewers.The public • Residents of Public hearing was noticed in the local 12 Public Meeting and Assisted Living newspaper. Table 4—Citizen Participation Outreach 30 Page Meridian CDBG Program I PY25 Action Plan Expected Resources AP-15 Expected Resources 24 CFR 91.220(c)(1,2) Introduction: The City of Meridian prioritized goals and objectives for using CDBG funding to strategically and effectively benefit low-and moderate-income residents by increasing decent housing, creating a suitable living environment, and expanding economic opportunities. The City of Meridian follows HUD guidelines and limits public services to no more than 15%and administration to 20%of the annual entitlement. Anticipated Resources: Program Source Uses of Funds Expected Amount Available Year 1 Expected Narrative Description of Amount Funds Annual Program Prior Year Total: Available Allocation: Income: Resources: $ Remainder $ $ $ of ConPlan CDBG public- Acquisition The City anticipates receiving roughly federal Admin and $500,000 in annual entitlement funding Planning during PY26.There are not anticipated to Economic be a significant amount of prior year Development resources allocated at this time. Housing Public Improvements Public Services $523,218 $0 $0 $523,218 $500,000 Table 5-Expected Resources—Priority Table 311 Page Meridian CDBG Program I PY25 Action Plan Explain how federal funds will leverage those additional resources(private,state and local funds), including a description of how matching requirements will be satisfied: The City of Meridian does not receive funding from HUD programs that have federal matching requirements, such as HOME, HOPWA, or ESG. However, CDBG-funded housing and public service projects are expected to leverage additional resources from a variety of sources.These may include private donations, state grants, and other local or federal funding streams. While matching funds are not required to receive CDBG funding, subrecipients are asked to report any leveraged funds in their year-end reports to demonstrate the broader impact of the program. In conjunction with CDBG funds, Meridian anticipates the use of the following additional resources: City general funds for staffing and operations,contributions from subrecipient organizations(e.g., private donations, program income,and foundation grants), and potential state or federal sources such as the Idaho Housing and Finance Association or the Department of Health and Welfare. For City-managed projects,such as infrastructure improvements,the City contributes in-kind support through staff time, planning, and materials, helping to maximize the impact of federal dollars. If appropriate, describe publicly owned land or property located within the jurisdiction that may be used to address the needs identified in the plan: Meridian will continue to improve the livability of low-and moderate-income neighborhoods and buildings. Projects centered around walkability improvements will help residents with mobility challenges better access the neighborhoods, public transportation, and outdoor recreation.The buildout of the public infrastructure improves low-and moderate-income neighborhoods.The City will support multi-modal paths, park upgrades, and public infrastructure improvements in low-to moderate-income areas. Discussion: The City anticipates that some of the current projects will have remaining funding upon completion. However,the exact amount cannot be identified at this time since the projects are still active and agreements are in place. The City expects partners to leverage CDBG funding to the fullest extent possible to implement robust programs that will help further the needs of area residents. 321Page Meridian CDBG Program I PY25 Action Plan Annual Goals and Objectives AP-20 Annual Goals and Objectives Goals Summary Information: Sort Goal Name Start End Category Geographic Needs Addressed Funding Goal Outcome Indicator Order Year Year Area 1 Public Facilities and 2022 2026 Non-Housing Meridian Create a Suitable CDBG: Public Facility or Infrastructure Infrastructure Community Citywide Living Environment $193,467 Activities other than Low/Moderate Improvements Development Income Housing Benefit: 200 Persons Assisted 2 Public Services 2022 2026 Homeless Meridian Expand CDBG: Public service activities other than Non-Homeless Citywide Opportunities for $78,483 Low/Moderate Income Housing Special Needs LMI Persons Benefit:92 Persons Assisted Non-Housing Homelessness Prevention: 75 Persons Community Assisted Development 3 Housing 2022 2026 Affordable Housing Meridian Provide Decent CDBG: Homeowner Housing Rehabilitated: 8 Citywide Housing $193,868 Household Housing Unit 4 Program 2022 2026 Affordable Housing Meridian Provide Decent CDBG: n/a Administration Public Housing Citywide Housing $57,500 Homeless Create a Suitable Non-Homeless Living Environment Special Needs Expand Non-Housing Opportunities for Community LMI Persons Development Table 6—Goals Summary Goal Descriptions: 331Page Meridian CDBG Program I PY25 Action Plan 1 Goal Name Public Facilities and Infrastructure Improvements Goal Public Facilities and Improvements are publicly-owned facilities and infrastructure such as streets, playgrounds, underground utilities,and buildings Description owned by non-profits open to the general public.Safe and accessible infrastructure is essential to the quality of life and building communities that support community diversity and stability. In general, public facilities and public improvements are interpreted to include all facilities and improvements that are publicly owned or owned by a nonprofit and open to the general public.Acquisition,construction, reconstruction, rehabilitation,and installation of public facilities and improvements are eligible activities. Meridian's goal to improve and expand public facilities may include, but is not limited to: • ADA Improvements • Senior Centers • Homeless and Domestic Violence Facilities • Neighborhood Facilities • Health Facilities • Sidewalks 2 Goal Name Public Services Goal Public services are an integral part of a comprehensive community development strategy. Public Service activities provide for a wide range of Description activities that address needs in the community provided for the target population. Public services can strengthen communities by addressing the needs of specific populations.They can address a range of individual needs and increase CDBG dollars'impact by complementing other activities. The City of Meridian may allocate up to 15%of CDBG funds to public services programs that provide supportive services for low-to moderate- income persons or prevent homelessness. In general,these services are provided by local non-profit partners.This funding is capped at 15%of the CDBG entitlement plus program income. Meridian's goal to improve and provide public services may include, but is not limited to: • Child care • Health services • Behavioral health services • Services for homeless persons • Services for seniors • Welfare services (excluding income payments) 341Page Meridian CDBG Program I PY25 Action Plan 3 Goal Name Housing Goal The City prioritized goals and objectives for using CDBG funding to strategically and effectively benefit low-and moderate-income residents by Description increasing access to decent housing and creating a suitable living environment while expanding economic opportunities for LMI persons. Meridian is committed to improving and expanding access to safe and affordable housing for low-and moderate-income(LMI) residents.Affordable and safe housing helps to provide financial stability, reduces the chances of a person becoming homeless,and promotes housing sustainability. Meridian's projects to improve housing sustainability may include, but are not limited to: • Homeownership Assistance • Rehabilitation (single-unit residential and/or multi-family residential) • Energy efficiency improvements • Acquisition • The administrative cost for rehabilitation activities • Lead-based paint testing/abatement • Housing counseling 4 Goal Name Program Administration Goal Program Administrative funds will pay reasonable program administrative costs and carrying charges related to the planning and execution of Description community development activities.Administering federal funds and ensuring compliance is critical for utilizing Federal resources. Meridian is committed to using CDBG entitlement funding for administration to help to continue growing a community development program that is efficient, effective,and resourceful. Meridian may have administration projects that include, but are not limited to: • General management,oversight,and coordination • Providing local officials and citizens with information about the CDBG program • Preparing budgets and schedules • Preparing reports and other HUD-required documents • Program planning • Public Information • Monitoring program activities • Fair Housing activities • Indirect costs • Submission of applications for Federal programs 35 Page Meridian CDBG Program I PY25 Action Plan Estimate the number of extremely low-income, low-income,and moderate-income families to whom the jurisdiction will provide affordable housing as defined by HOME 91.215(b). The only activity that will provide decent housing this year is homeowner repair. We estimate that 8 households with an income at or below 80%of the Area Median Income (AMI)will be assisted under this project. Meridian does not specify that participants must be categorized separately as extremely low-income, low-income, or moderate-income to qualify;therefore,there is no anticipated breakdown of these categories. This approach aligns with HOME 91.215(b) by addressing the overall affordable housing needs identified during the Consolidated Planning process.The city's subrecipient conducts an eligibility review to ensure that housing projects meet the priorities outlined in the housing market analysis.These priorities are used to identify and select activities that address the needs of households earning at or below 80%of the AMI, fulfilling the requirement to provide affordable housing as defined by HOME regulations.This process ensures that selected activities are in line with the goals and priorities established to support affordable housing for eligible households. 361 Page Meridian CDBG Program I PY25 Action Plan Projects AP-35 Projects 24 CFR 91.220(d) Introduction: The City has allocated funds from the Community Development Block Grant(CDBG) program to support projects that align with the priority needs and goals outlined in the 2022-2026 Con Plan.The Con Plan serves as a comprehensive strategy for addressing community development and affordable housing needs within the jurisdiction. By allocating CDBG funds to these projects,the City aims to effectively address the identified priorities and work towards achieving its long-term goals for community development and housing. Projects: # Project Name 1 PY25 Public Services 2 PY25 Housing 3 PY25 LMA Walkability 4 PY25 Program Coordination and Management Table 7-Project Information Describe the reasons for allocation priorities and any obstacles to addressing underserved needs: The Federal CDBG funds are intended to provide low-and moderate-income households with viable communities, including decent housing, a suitable living environment, and extended economic opportunities. Eligible activities include housing rehabilitation and preservation, homeownership opportunities, public services, community infrastructure improvements, planning, and administration. The system for establishing the priority for the selection of these projects is predicated upon the following criteria: • Meeting the statutory requirements of the CDBG program; • Meeting the needs of low-and moderate-income residents; • Coordination and leveraging of resources; • Response to expressed community needs; • Sustainability and/or long-term impact; and • The ability to demonstrate measurable progress and success. The primary obstacles to meeting underserved needs are the limited resources available to address identified priorities.The City of Meridian will partner with other public agencies and nonprofit organizations,when feasible,to leverage resources and maximize outcomes in housing and community development. In the end, the need far exceeds the funding available from all sources combined. 371 Page Meridian CDBG Program I PY25 Action Plan AP-38 Project Summary Project Summary Information: 1 Project Name PY25 Public Services Target Area Meridian Citywide Goals Supported Public Services Needs Addressed Expand Opportunities for LMI Persons Funding CDBG:$78,483 Description The City uses CDBG funds to support programs that help residents stay housed and meet basic needs.These services reduce financial stress so people can put more of their income toward housing costs. This year,the funded programs will provide short-term assistance to households at risk of eviction and offer affordable childcare options for families.These services help prevent housing instability, support working parents,and ease the burden of essential expenses for low-to moderate-income residents in Meridian. Target Date 9/30/2026 Estimate the number The public service activities are expected to benefit a total of approximately 130 individuals in and type of families Meridian. that will benefit from the proposed Jesse Tree's Emergency Rental Assistance Program is expected to serve 22 households,totaling activities about 65 individuals.These households are typically low-income renters at risk of eviction, including individuals and families with children. Boys&Girls Clubs of Ada County Scholarship Program is expected to serve 65 children and youth from low-income families, helping working parents maintain stable employment by providing affordable after-school and summer care. Together,these programs will support a mix of individuals and families,with a focus on those experiencing housing instability or needing assistance with basic needs. Location Description Services will be provided at multiple Boys&Girls Club locations serving Meridian residents.Jesse Tree will provide assistance through a combination of in-person meetings in the community, at their office,and virtual appointments,depending on the needs and preferences of the household. Planned Activities The City of Meridian will fund two public service programs aimed at promoting housing stability and meeting basic needs for low-to moderate-income residents. Jesse Tree's Emergency Rental Assistance Program (050,Subsistence Payments) provides short- term financial assistance and case management to help individuals and families remain housed and avoid eviction. Boys&Girls Clubs of Ada County Scholarship Program (05L Child Care Services)offers scholarships that allow children from low-income families to attend after-school and summer programs, supporting working parents and reducing childcare costs. 2 Project Name PY25 Housing 381Page Meridian CDBG Program I PY25 Action Plan Target Area Meridian Citywide Goals Supported Housing Needs Addressed Provide Decent Housing Funding CDBG: $193,868 Description The Housing project focuses on increasing housing stability for low-and moderate-income residents by supporting activities that preserve, improve, or expand affordable housing options.This includes funding repairs, rehabilitation, and homeownership assistance to ensure safe, decent, and affordable housing.The project also emphasizes helping residents, including seniors,to age in place by maintaining homes that remain affordable and accessible over time. By addressing housing quality and affordability,the project helps residents maintain stable homes, avoid displacement, and live independently in their communities. Target Date 9/30/2026 Estimate the number Approximately 8 low-to moderate-income families will benefit from the housing activities. and type of families that will benefit from the proposed activities Location Description Applications are available online,and housing activities will be completed at the beneficiaries' homes within the Meridian area. Beneficiaries can request assistance with the online application by phone or email. Planned Activities The City will fund one housing program aimed at preserving safe,affordable,and accessible housing for low-and moderate-income residents. Neighborhood Housing Services,Inc.dba NeighborWorks®Boise Homeowner Repair Program (14A Rehabilitation;Single-Unit Residential and 14H Rehabilitation Administration)improves weatherization,accessibility,energy efficiency,and visitability of low-and moderate-income Meridian residents'existing homes, making them safer and more financially sustainable. 3 Project Name PY25 Better Walkways Target Area Meridian Citywide Goals Supported Public Facilities and Infrastructure Improvements Needs Addressed Create a Suitable Living Environment Funding CDBG: $193,867 391 Page Meridian CDBG Program I PY25 Action Plan Description The Better Walkways project focuses on improving pedestrian safety,accessibility,and connectivity in low-and moderate-income neighborhoods.A Low-and Moderate-Income Area (LMA)Walkability Study was conducted to identify key barriers and prioritize infrastructure improvements.All public improvement funds for the 2022-2026 Consolidated Plan will be directed toward projects identified in this study. Improvements may include sidewalks,crosswalks, lighting, and curb ramps to create safer routes for residents to access schools,food, necessary services,and public transportation. These enhancements support healthier lifestyles, reduce transportation barriers,and strengthen connections within the community. Target Date 9/30/2027 Estimate the number This project is expected to benefit approximately 200 low-and moderate-income households.These and type of families improvements will enhance safety and access for families with children,seniors, individuals with that will benefit from disabilities,and others who rely on walking as a primary mode of transportation. the proposed activities Location Description This project will take place in low-and moderate-income neighborhoods identified through the LMA Walkability Study, primarily located near Meridian's downtown core.The primary project for this year is located near Meridian Middle School,with secondary projects planned near Cole Valley Christian School and Chief Joseph Elementary School.These areas were prioritized for pedestrian safety improvements due to their proximity to schools,essential services,and transit access. Planned Activities The Better Walkways project will implement pedestrian infrastructure improvements identified in the LMA Walkability Study.The primary project is located along NW 7th Street from Cherry Lane to W. Carlton Avenue,with Phase 1 funded in PY24 and additional funding planned to complete remaining phases. Improvements may include sidewalks,curb ramps, lighting,and other safety features. Alternate projects include a range of pedestrian enhancements: • E. Badley Avenue near NE 2%Street and E.3rd Street,with potential connections along NW 2%:Street between Badley and Washington. • E.Washington Avenue between NE 2%Street and NE 4th Street. • A new pedestrian path over the Jackson Drain to connect Fairview Terrace Estates Mobile Home Park with Chief Joseph Elementary School, improving safe access to school for children and families in the area. 4 Project Name PY25 Program Coordination and Management Target Area Meridian Citywide Goals Supported Program Administration Needs Addressed Provide Decent Housing Create a Suitable Living Environment Expand Opportunities for LMI Persons Funding CDBG:$57,000 401Page Meridian CDBG Program I PY25 Action Plan Description The Program Coordination and Management project supports the effective management, oversight,and compliance of the City of Meridian's Community Development Block Grant(CDBG) program.This includes planning, reporting, monitoring,and working closely with subrecipients, federal partners, community members,and stakeholders to ensure program requirements are met and the community's needs are addressed with transparency. In addition,the City will carry out activities to promote fair housing,which may include public education,outreach, and partnerships with local organizations.These efforts help to affirmatively further fair housing and reduce barriers to housing choice for Meridian residents. Target Date 9/30/2026 Estimate the number n/a and type of families that will benefit from the proposed activities Location Description Staff are available to assist in person at Meridian City Hall, by phone, email,or through the City's website. Planned Activities General administration, program planning, monitoring, reporting,and activities to promote fair housing through education,outreach,and partnerships. 411 Page Meridian CDBG Program I PY25 Action Plan AP-50 Geographic Distribution — 91.220(f) Description of the geographic areas of the entitlement(including areas of low-income and minority concentration)where assistance will be directed: The Action Plan does not target specific geographic areas within the jurisdiction. Funds are distributed to maximize impact across different areas,as the City does not have a concentrated low-to moderate-income neighborhood.Some projects may focus on these areas, but they are not part of a larger reinvestment initiative or Revitalization Strategy Area (NRSA).The goal is to address the needs of low-to moderate-income residents community-wide. By distributing resources broadly,the City of Meridian promotes equitable development and improves the well-being of all residents. Geographic Distribution: Target Area Percentage of Funds Meridian Citywide 100 Table 8-Geographic Distribution Rationale for the priorities for allocating investments geographically: The City did not identify a geographic target area as a basis for funding allocation priorities. Goals and projects are not limited to a specific area within the City. Discussion: All projects supported with CDBG funds are within the Meridian City limits.The projects listed in the Action Plan will benefit low-and moderate-income residents throughout the City of Meridian. 421Page Meridian CDBG Program I PY25 Action Plan Affordable Housing AP-55 Affordable Housing 24 CFR 91.220(g) Introduction: While lower-income homeowners may not undertake improvements annually,those who do typically devote a significant share of their incomes to these projects. In 2023, homeowners in the bottom income quartile spent about 12%of their incomes on remodeling projects, nearly three times the share of owners in the top income quartile and roughly twice the average share for all homeowners. Consequently, lowest-income homeowners have contributed about 8-10%of all national home improvement spending in recent years (TheMReport) (Today's Homeowner) (Today's Homeowner). These homeowners, often living in older homes,spent significantly more on replacement projects(51%) compared to those in the top income quartile (40%). Conversely, lowest-income owners allocated a smaller portion of their budgets to kitchen and bath remodels and additions(22%)than top quartile owners(36%) (Today's Homeowner). Given that national spending on replacement projects tends to be more stable than on discretionary projects, the expenditures by lower-income homeowners have also remained more stable over the remodeling cycle. This stability in spending helps maintain a balance in the home improvement market, but it also highlights the disparity between the housing conditions of the highest-and lowest-income households(Today's Homeowner) (Today's Homeowner). During PY25,the City of Meridian will support the maintenance of affordable housing for low-to moderate- income residents.The city focuses on homeowner rehabilitation programs as a key strategy to help eligible residents maintain stable housing. One Year Goals for the Number of Households to be Supported Homeless 0 Non-Homeless 8 Special-Needs 0 Total 8 Table 5-One Year Goals for Affordable Housing by Support Requirement One Year Goals for the Number of Households Supported Through Rental Assistance 0 The Production of New Units 0 Rehab of Existing Units 8 Acquisition of Existing Units 0 Total 8 Table 5-One Year Goals for Affordable Housing by Support Type 431Page Meridian CDBG Program I PY25 Action Plan Discussion: Meridian's approach to affordable housing aligns with the definition of affordable homeownership specified in §92.254. While the city currently does not fund homeownership activities, its funding focuses on ensuring that any homebuyer assistance activities meet the definition of affordable homeownership. Meridian is not currently funding any rental activities as part of its Affordable Housing Goals. Instead,the city promotes affordable housing through its homeowner repair program.This program aims to assist homeowners in maintaining their homes,ensuring they remain stably housed in affordable housing. By providing resources for home repairs and improvements,the city helps homeowners address critical issues and preserve housing affordability. Through its homeowner repair programs, Meridian aims to promote stable housing conditions and affordability for low-to moderate-income residents.These efforts contribute to creating a sustainable and inclusive community where residents can thrive and maintain affordable housing options. 441Page Meridian CDBG Program I PY25 Action Plan AP-60 Public Housing 24 CFR 91.220(h) Introduction: The Ada County Housing Authority(ACHA) does not currently operate any public housing units within Meridian; however, it does administer the Housing Choice Voucher(HCV),also referred to as the Section 8 program, in that area. Serving approximately 2,251 low-income households throughout Ada County,equating to around 9%of Meridian households,this program enables participants to select rental units meeting program requirements within the county. Following identification of a suitable rental unit,tenants contribute a portion of the rent based on their income,while ACHA provides the rental subsidy directly to the landlord. Actions planned during the next year to address the needs to public housing: In 2024,ACHA opened the Housing Choice Voucher(HCV)waiting list and selected 2,500 households through a randomized lottery. Priority was given to elderly households, individuals with disabilities,families with children, and those transitioning from rapid rehousing or transitional housing programs for people experiencing homelessness. However, due to inadequate federal appropriations and a HUD funding shortfall,ACHA was unable to issue any new vouchers over the past year.The agency's renewal funding allocation did not support full leasing levels, requiring a temporary pause in voucher issuance to prevent overextending available resources.As we await final appropriations for FY 2025,ACHA is actively updating records and verifying eligibility for families on the waiting list. While we have cautiously resumed voucher issuance,we remain conservative to avoid issuing more than funding can support. Given the uncertainty of future federal funding,ACHA is also developing contingency plans to prepare for a range of possible funding scenarios. Despite these constraints,ACHA remains committed to its mission of providing safe, affordable housing and continues to pursue every opportunity to expand access for low- income individuals and families in our community. ACHA continues to provide quality housing that is affordable to the low,very low, and extremely low-income households. Strategies pursued by the ACHA as outlined in the 5-year PHA plan continue to be successful and allows the authority to meet their mission to promote adequate and affordable housing, economic opportunities, and a suitable living environment free from discrimination. The organization's strategic goals are: 1. Expand the Supply of Assisted Housing 2. Improve the Quality of Assisted Housing 3. Operate at a High Level of Efficiency 4. Promote Self-Sufficiency and Asset Development of Assisted Households 5. Ensure Equal Opportunity and Affirmatively Further Fair Housing Actions to encourage public housing residents to become more involved in management and participate in homeownership: ACHA actively encourages public housing residents to participate in management through its Resident Advisory Board (RAB) meetings.These meetings provide residents with opportunities to give input on annual policy updates and modernization projects funded by the Capital Fund Grant Program. 451Page Meridian CDBG Program I PY25 Action Plan Although ACHA values homeownership as an important path to long-term stability and self-sufficiency, our homeownership program has seen limited activity in recent years.This is mainly due to economic and structural challenges within our community. Rising home prices over the past several years have created significant barriers for low-income households trying to enter the housing market. Even with financial counseling and assistance programs, many eligible residents struggle to secure mortgage financing or find homes they can afford. While homeownership is not yet common among our residents,ACHA remains committed to laying the foundation for their long-term success.We continue to explore innovative strategies to expand affordable homeownership opportunities and ensure that resident voices are central to our planning and decision- making. If the PHA is designated as troubled,describe the manner in which financial assistance will be provided or other assistance: ACHA is not designated as a troubled PHA. Discussion: The City does not own or manage any public housing and relies on ACHA to provide those services to the community.The City works with ACHA on various initiatives to coordinate and promote services and resources to the community. 461 Page Meridian CDBG Program I PY25 Action Plan AP-65 Homeless and Other Special Needs Activities 24 CFR 91.220(i) Introduction: The City coordinates with the Boise City/Ada County Continuum of Care (CoC)to identify the strategies to address needs of those who are at risk of or currently experiencing homelessness. Describe the jurisdictions one-year goals and actions for reducing and ending homelessness including reaching out to homeless persons(especially unsheltered persons)and assessing their individual needs: The City intends to continue to work with its partners to identify, understand, and support those experiencing homelessness (especially persons experiencing unsheltered homelessness) or at risk of homelessness with special needs in Meridian. • Continuum of Care Member-The City of Meridian is a member of the Continuum of Care (CoC).The City has committed to better understanding the needs that Meridian residents who are currently or at risk of experiencing homelessness face and how to serve them better. • Community Collaboration -City representatives are frequently involved in public discussions, presentations, and meetings with citizens, other government officials, and local service providers, including West Ada School District,Jesse Tree, and CATCH.This collaboration helps the community provide support, understanding, and outreach to those experiencing homelessness in Meridian. • Homeless Management Information System - In previous years,the City worked with the CoC to add data points to the CoC's Homeless Management Information System (HMIS)to enable the City to determine how many Meridian residents are experiencing homelessness and the reasons for their housing crisis.The City is committed to serving the individual needs of Meridian's homeless population, as identified by the CoC and local organizations. • Point-in-Time Count-The City has also worked with the CoC to conduct the annual Point-in-Time Count,which helps determine the number of people experiencing homelessness on a given day.This information allows the City to understand the level of homelessness in Meridian and develop a program that better serves those in need.The City will continue to assist with this process in upcoming years. • Emergency Rental Assistance- Meridian's Action Plan includes funding for Emergency Rental Assistance.This program provides financial support to help residents at risk of homelessness remain in their stable housing. • PREVENT Committee—The City is a member of this workgroup that focuses on ways to maximize resources we currently have for prevention efforts, and build out new ways of supporting our most vulnerable residents. • FUND Committee—The City participates in this workgroup that aims to increase funding to match the scale of local need. Addressing the emergency shelter and transitional housing needs of homeless persons: While there are emergency shelter and transitional housing facilities located in other nearby cities in the Treasure Valley, none of these facilities are located within City of Meridian.The City has prioritized funding homelessness prevention to mitigate the need for these services, but also works with the CoC to assist Meridian residents who need emergency shelter.The City encourages agencies who provide these services to apply for CDBG funding, but there were no applications during the current year for projects directly related to 471 Page Meridian CDBG Program I PY25 Action Plan emergency shelters or transitional housing projects.All services to be funded are available to those who qualify. Helping homeless persons(especially chronically homeless individuals and families,families with children, veterans and their families,and unaccompanied youth)make the transition to permanent housing and independent living,including shortening the period of time that individuals and families experience homelessness,facilitating access for homeless individuals and families to affordable housing units,and preventing individuals and families who were recently homeless from becoming homeless again: Meridian recognizes the importance of addressing homelessness and supporting individuals and families in making the transition to permanent housing and independent living.The City has implemented several initiatives and partnered with various organizations to achieve these goals. One of the key partnerships is with NeighborWorks Boise,which receives funding from the City to assist low- and moderate-income Meridian residents with homeowner repairs.This support helps individuals and families remain in housing they can afford,thereby preventing homelessness and promoting housing stability. The City also collaborates with Jesse Tree, a local organization that provides rental and case management services to individuals and families experiencing homelessness or at risk of homelessness in Meridian.These services aim to prevent homelessness and address the immediate needs of those currently without housing. Meridian has established partnerships with committees,organizations, and networks involved in evaluating, understanding, and addressing the needs of individuals experiencing homelessness.These include local law enforcement agencies, neighboring cities,service providers like the Women's and Children's Alliance, Boys& Girls Clubs,school districts,food banks, and many others.Through these partnerships,the City works to coordinate efforts, share resources, and implement comprehensive approaches to address homelessness in Meridian. The City's collaboration with CATCH (Charitable Assistance to Community's Homeless)and the Continuum of Care (CoQ is particularly significant.These partnerships aim to support local service providers in assisting individuals and families experiencing homelessness,with a focus on shortening the duration of homelessness and facilitating the transition to permanent housing and independent living. Meridian's relationships with the Ada County Housing Authority(ACHA), CATCH,and Jesse Tree are instrumental in creating access to affordable housing units for individuals and families experiencing homelessness.The City works with these organizations to develop activities and programs that not only provide housing options but also prevent individuals and families from becoming homeless in the first place. Overall,through collaboration, partnerships, and targeted initiatives, Meridian is committed to addressing homelessness,supporting homeless individuals and families, and ensuring access to affordable housing,with the aim of facilitating the transition to permanent housing and preventing future instances of homelessness. Helping low-income individuals and families avoid becoming homeless,especially extremely low-income individuals and families and those who are: being discharged from publicly funded institutions and systems of care(such as health care facilities, mental health facilities,foster care and other youth facilities,and corrections programs and institutions);or, receiving assistance from public or private agencies that address housing, health,social services,employment,education,or youth needs: 481Page Meridian CDBG Program I PY25 Action Plan Meridian recognizes the importance of preventing homelessness, particularly among low-income individuals and families, including those who are at high risk due to various circumstances.The City is actively engaged in partnerships and collaborations to address these needs and provide support. Meridian participates in the Continuum of Care(CoC),which consists of representatives from organizations such as the Ada County Housing Authority(ACHA), Health and Welfare, mental health service providers, law enforcement, and correctional agencies.The CoC plays a critical role in coordinating efforts,collecting and reviewing data, and prioritizing strategies based on input from service providers.The coordinated entry process ensures that individuals and families across Ada County have access to necessary services and support. Regular case conferencing is conducted to discuss individual cases and develop appropriate interventions. To further support individuals and families at risk of homelessness,the City provides funding to Jesse Tree. This partnership aims to keep families, individuals, and children who are at risk of eviction stably housed, ensuring they maintain housing stability and avoid homelessness. Meridian also collaborates with other organizations such as the West Ada School District to assess needs and provide appropriate services to individuals and families facing the risk of homelessness. Through its involvement in the CoC and partnerships with organizations like Jesse Tree and the West Ada School District, Meridian is actively working to prevent individuals and families,especially those with low income and those transitioning from institutions,from experiencing homelessness.These efforts involve assessing needs, coordinating services, and providing financial assistance to ensure stable housing and access to support services. Discussion: The City of Meridian recognizes the importance of addressing the housing and supportive service needs of non-homeless special needs persons, including the elderly,frail elderly, persons with disabilities, individuals with HIV/AIDS, and public housing residents.While the primary focus of the Community Development Block Grant(CDBG) program is housing stability for low-and moderate-income (LMI) residents,the City has implemented various actions to support these specific populations. One area of focus is the provision of youth scholarships for childcare.This program helps low-income families, including those with special needs children, by offering financial assistance for childcare services. Access to affordable and quality childcare not only supports working parents but also promotes the well- being and development of children. Additionally,the City is committed to improving walkability in low-to moderate-income neighborhoods.This includes infrastructure enhancements such as sidewalks, pedestrian pathways, and other amenities that make it easier for residents, including those with disabilities or mobility challenges,to navigate their communities.These improvements contribute to creating inclusive and accessible neighborhoods for all residents, including the elderly and individuals with disabilities. Through these actions,the City of Meridian demonstrates its commitment to addressing the housing and supportive service needs of non-homeless special needs persons. By focusing on crisis services for victims of interpersonal violence,youth scholarships for childcare,and walkability improvements in low-to moderate- income neighborhoods,the City strives to enhance the overall well-being and quality of life for these individuals and families in the community, regardless of their housing status. 491Page Meridian CDBG Program I PY25 Action Plan AP-75 Barriers to affordable housing 24 CFR 91.220(j) Introduction: Housing prices continue to rise, severely impacting the availability of affordable housing in the United States. According to Brian Montgomery, Federal Housing Administration commissioner and assistant secretary for housing, constraints on housing not only reduce the supply of affordable housing but also increase the number of households that are cost-burdened,spending more than 30 percent of their income on rent. Land-use policies and zoning regulations constrain the supply of affordable housing. Density limits, height restrictions, parking requirements, lengthy permitting and approval processes, and community opposition all contribute to increased housing prices. Many local planning procedures currently in place enable community opposition that stalls housing production. Reshaping local regulations allows jurisdictions to make a lasting impact on the supply of affordable housing. HUD, PD&R Edge, "Regulatory Barriers and Affordable Housing Quarterly Update" Actions it planned to remove or ameliorate the negative effects of public policies that serve as barriers to affordable housing such as land use controls,tax policies affecting land,zoning ordinances, building codes, fees and charges,growth limitations,and policies affecting the return on residential investment: To remove or ameliorate the negative effects of public policies that serve as barriers to affordable housing, the City of Meridian has implemented several actions. Through its redevelopment plan for downtown, known as Destination Downtown,the City is actively working towards creating more diverse housing types.This includes apartments,townhomes, condominiums, duplexes, and single-family homes to cater to different housing needs and life cycles. By promoting a healthy mix of housing options,the City aims to attract residents and support new businesses, ensuring a vibrant and active downtown area. The City has also facilitated multiple Requests for Proposals (RFPs)for publicly-owned properties in downtown Meridian. During this process, priority has been given to proposals that focus on developing mixed-use and high-density housing. By encouraging such development,the City aims to increase housing options and address the shortage of affordable housing in the area. As part of these efforts, one awarded project, Downtown Lofts,will contribute to affordable housing in downtown Meridian.The project includes the dedication of six units specifically for participants of the local organization CATCH,which provides housing assistance to individuals and families experiencing homelessness or at risk of homelessness. Through these actions,the City of Meridian is actively working to remove barriers to affordable housing by promoting diverse housing options,facilitating the development of mixed-use and high-density housing, and ensuring the inclusion of affordable units in new projects.These initiatives aim to create a more inclusive and accessible housing market while addressing the negative effects of public policies that may hinder the availability and affordability of housing in the community. Discussion: The City will continue to identify areas to reduce barriers to affordable housing. 501Page Meridian CDBG Program I PY25 Action Plan AP-85 Other Actions 24 CFR 91.220(k) Introduction: The City of Meridian is involved in several efforts to address the needs of the underserved and promote efforts to coordinate the many components related to housing,suitable living environments,and promoting safer living environments. Actions planned to address obstacles to meeting underserved needs: The City's planned actions to address obstacles to meeting underserved needs demonstrate a proactive approach to improving the well-being of its residents and reducing disparities. Engaging in conversations with neighboring communities and service providers is a valuable step in identifying and addressing underserved needs. By collaborating and sharing information,the City can gain a comprehensive understanding of the challenges faced by its residents and work towards effective solutions. This approach also fosters regional cooperation and allows for a more holistic approach to addressing community needs. Allocating funding to provide housing stability for those at risk of homelessness and extended care programs for youth reflects the City's commitment to preventing homelessness and creating supportive environments. By investing in these initiatives,the City aims to address immediate challenges and provide individuals and families with the necessary resources and support to maintain stable housing and improve their quality of life. Expanding relationships with private providers, developers, and social services providers is another key action to reduce obstacles to achieving decent housing, a suitable living environment, and expanded economic opportunities. Building strong partnerships with these stakeholders can facilitate the development of affordable housing projects, encourage the provision of necessary services, and foster community-driven solutions to address unmet needs. By implementing these planned actions,the City of Meridian aims to address obstacles, reduce disparities, and ensure that all residents have access to affordable housing, supportive services, and economic opportunities. Actions planned to foster and maintain affordable housing: The City intends to continue to partner with local service providers that will assist in fostering and maintaining affordable housing. Projects funded during the current year will provide: • Emergency assistance to families who are at risk of eviction and homelessness; • Assistance for homeowners to make necessary improvements to maintain their current housing; and, • Scholarships for children to participate in extended care programs so their caregivers can work. Additionally,the City will be working with service providers that focus on providing stability to those with mental health and/or substance use disorders to allow them to gain or maintain affordable housing with 511 Page Meridian CDBG Program I PY25 Action Plan access to care coordination.The City will also explore additional partnerships with mission-driven and private developers to bring more workforce housing into downtown and underutilized land parcels. The City is working to develop workforce housing and opportunities for residents to increase their income to foster and maintain affordable housing. Actions planned to reduce lead-based paint hazards: Meridian's CDBG projects,which require lead-based paint actions, are generally limited to housing rehabilitation. The Lead-Safe Housing Rule(LSHR) process involves the following areas: notification, lead hazard evaluation, lead hazard reduction, and clearance. CDBG housing rehabilitation projects do not require ongoing lead- based paint maintenance. Lead-based paint activities apply to all homes built before 1978. Meridian has written policies and procedures for all programs required to comply with the HUD lead-safe housing rule (LSHR).Additionally,the City requires lead-based paint policies and procedures with any partners who may administer these programs on the City's behalf. Contractors in the housing rehabilitation program have lead-based paint requirements integrated into their contract for services with the homeowner. Actions planned to reduce the number of poverty-level families: The objectives of the CDBG program are to address the needs of low to moderate-income residents in Meridian.Generally,the CDBG-funded programs in the current Action Plan work toward this end,whether through direct service delivery through contracted subrecipients or infrastructure improvements to reduce blight and address accessibility issues. In addition to the programs,the City has developed many partnerships with service providers, non-profits, state agencies, and other entities to address issues affecting poverty. Actions planned to develop institutional structure: In recent years the City made the CDBG Administrator position a full-time position and changed the position title to Community Development Program Coordinator.This position is now funded out of the City's general fund.This institutional change is designed to provide more time to effectively manage the CDBG program and provide flexibility for the position to expand efforts into economic and other areas that can help meet the community development needs of the City. Staff will continue to work to attain relevant and appropriate professional development training during the program year to learn and address current and future institutional problems. Discussions will continue about the expansion and opportunities to add new program staff to assist in this community development work. The City was involved in the institutional restructuring of the CoC and the implementation of new HMIS and Coordinated Entry standards for service providers in the County.These activities have altered the institutional framework of housing and other service providers in the region and have improved the efficiency and transparency of the collaborative work to address these needs.The City hopes to identify new institutional structures that can be developed, reformed, or changed to better support those most at risk in the region. 521Page Meridian CDBG Program I PY25 Action Plan Actions planned to enhance coordination between public and private housing and social service agencies: City staff will continue to work with the CoC to identify ways to enhance coordination between public and private housing and social service agencies.As in many communities,there is not enough funding to provide the necessary level of services, so the CoC plans to identify a way of coordinating services that are available and reducing duplication of services for a more effective use of funding. Multiple methods will be explored including phone apps and enhancing services that are already available. The City's partnership and funding relationship with local housing service organizations including NeighborWorks Boise,Jesse Tree, and Ada County Housing Authority will continue to expand in this program year. In addition,coordination with other organizations like CATCH, Boise Rescue Mission, Interfaith Sanctuary,Terry Reilley, EI-Ada Community Action,Jannus, Idaho Office for Refugees,Agency for New Americans,Women's and Children's Alliance, and all members associated with the local CoC(including private housing developers)will continue to be built upon to improve networks, coordination, and problem solving in the jurisdiction. Meridian's participation in the local CoC, housing and homelessness roundtables, and other regional coordination efforts outlines the City's continued action plan for enhancing the networking and coordination between public and private housing and social service agencies. Discussion: The City intends to fund multiple projects that will improve access to affordable housing and suitable living environments for Meridian residents. Staff will be working with subrecipients to identify barriers within their programs and find ways to address them to provide more effective services.Staff will also identify ways to improve and expand Meridian's CDBG Program for future years. 531Page Meridian CDBG Program I PY25 Action Plan Program Specific Requirements AP-90 Program Specific Requirements 24 CFR 91.220(I)(1,2,4) Introduction: The City is in compliance with the program-specific requirements outlined in 24 CFR 91.220(I)(1), (2), and (4) for the Community Development Block Grant(CDBG) Program.The Projects Table identifies the planned use of all CDBG funds, including program income and other funding sources. Community Development Block Grant Program (CDBG) Reference 24 CFR 91.220(1)(1): Projects planned with all CDBG funds expected to be available during the year are identified in the Projects Table.The following identifies program income that is available for use that is included in projects to be carried out. 1.The total amount of program income that will have been received before the start of the next program year and that has not yet been reprogrammed 0 2.The amount of proceeds from section 108 loan guarantees that will be used during the year to address the priority needs and specific objectives identified in the grantee's strategic plan. 0 3.The amount of surplus funds from urban renewal settlements 0 4.The amount of any grant funds returned to the line of credit for which the planned use has not been included in a prior statement or plan 0 5.The amount of income from float-funded activities 0 Total Program Income: 0 Other CDBG Requirements: 1.The amount of urgent need activities 0 2.The estimated percentage of CDBG funds that will be used for activities that benefit persons of low and moderate income. Overall Benefit-A consecutive period of one, two or three years may be used to determine that a minimum overall benefit of 70%of CDBG funds is used to benefit persons of low and moderate income. Specify the years covered that include this Annual Action Plan. 100.00% The City's certification period includes program years 2024, 2025, and 2026. Outside of admin and fair housing,the City will allocate all funding for the current year to LMI projects.The City commits to meet the 70% LMI benefit requirement of the federal CDBG program over the span of that three-year certification period. 541Page Meridian CDBG Program I PY25 Action Plan Attachment 1: Citizen Participation Planning for Action Plan Public Comments No comments received. 551Page Meridian CDBG Program I PY25 Action Plan Affidavit of Publication AFFIDAVIT" OF PUBLIC:ATIO STATE OF IDAH 21414618268 County of Canyon and Ada 1 MFRID[AN,CIFfY OF SHARON JESSEN of the State of Idaho,being of first duly sworn,depum 33 a BROADWAY AVENUF and says: MERIDIAN, ID 83642 1.That I am a citizen of the Iftted States,and at all times hereinafter mentior.f-rl was over the age of eighteen years,acid not a party to the above entitled action. 2.1hat 1 am the Principle Clerk of the Idaho Press- Tribune,a daily newspaper published in the C oun ics of Canyon and Ada,Slate of Idaho;that the said newspaper is in gunural circulation in the said counties of Canyon and Ada,and in the vicinity of Nampa,Caldwell,and Boise,and has been uninterruptedly published in said Counties during a period of seventy-eight consecutive weeks prior I the first publication of this notice, a copy of which iw hereto attached_ Yfhot the not icc,of which the annexed is a printed copy,was published in said newspaper and on IdahoPubiicNotices.corn 1 timcs(s)in the regular and en firC issue of said paper, and w# printed in the rc{+ispaper proper,and not in a supplement "1 hat said notice wat published the following:03{ZOJ2025 SHARON JESSE STATE O C i DA110 Un this 21st day of March, in the y€ar cif 2025 before me a Notary Public,person allyappearcd_SHARON]ESSEN, known or identified to me to be the person whose name is subscribed to the within instrument,and being by me first SS duly sworn,declared that the statements therein are true, iht►' and acknowledge to me that helshe executed the same. OF �i Notary Public of Idaho My commission expires 561 Page Meridian CDBG Program PY25 Action Plan A 92-69h1}i LEGAL 1lInC E C,ITY OF URRIE)JAhl NOTICE OF PIJ BLIC PRESE-N7ATIB N R8gerdi-lg Meridian's Community Dewe I-cipment Blq.ck Grant jC09Gy Program 7Fus HNiva can tau prorvided iD a Ilarmam accessikki to persona with Gr'nilkd rtn!gligh prdl'rienay upon requesil txrvea lCrysial �mp��lt at�drop�u�•rr�rid�r�aiyr�rq_lor assistsr��� S-@ I-e puooe pvvew esra ncb1rwI6n on un ioiima o a=esitje perm Ie!j poeraows gonorlrrm N 1 mib-ros 00 ie Ie,% $ pa(ido- mun'gWaSa c�xi Crystal mpt;zll an wamptellO mengranatW,orc P�ua~er ayooa- ALL CITIZENS ARE I WITED to aftand a pe,bllc hackrirlg on Tinestft March 25, 2025 at 5:00 F�M. regerdN this invest. Uri unl of GDBG 'Unds Irti the klagdlan co4rntmity. 1aarilcpr nr+is Chi 'otleeA hr%pmoei at Wridi$r,-Ud�Hall or vir1uakw at ISI TIN@ My of merlblan ks-dasliopnaw an Ervii0e ent �;Ommur; IV bV the LJ,S.QeVarlrr n4 of HQu5j n Ana Urn Elenlopmem �HUM This oesr nation allows 1he CC� !T'to rmelwe fvna5 annL[- $Mly Irorn HU E'S WMMLrn1Iy IpprileW Do-*Grarrrl{CDBG) Ptog real,The Oily aWiUpa1e- I'nat R will mDiiva an allmat;an of $AU2.-�52 Qin L.QKter 1, 202d-. Ir orde,r 10 mcohm thDse funds, the City must submit an Anrua ArL;un Plan to HUD i dentidying the pry KIr the Ciiyw I L.-ideriake Iu maul t11S gaM Id-orrlikd in Iho 22-2026 Uont�cl da'ru PI-nn '.ham Wig bafr941 law and modaral,e 4mco e msida:•Iz� in ft ul-o;Gm g yeiar, ThLL err. Widailod PImin ;rmis addra-A putAc facdityr and inlr8StrUMre irriprovemenis, howslN,aria obltc serulc y. MI of jrrns may prcvr¢a Ie,Iinwny+. Copies of the Qan"dlat- ed Plar qoa s ar4 pdorit es are atrailable on the C'tylr 013BG wer wile: Special inWalkin it, nx{arrdeu 10 perwn8 with disabli Ales resrdants of asslsW hc•aa.rrg, and Wapiid an t]u#in&u acid properly orwru & Wri41- an COV HAll is a handicapp*0 acimssitAg Laci ily+. ll you, rogLire amommoindcos rwaW to plyocal, 'L�5vj l -pr hcmirrei!�imp$irrnerMis or W you rogwieq languagQ interpraleron, pl-a!5Q carnet.-ire C1ty Qerk W ) OW44133. Si �raquere:i adapiacf;ar*s refiiiicfambdlas Cori irrooduriiari as iisicas, visua c-ti a audit vo:� o :4 mWydran ihkirpralu65n dq5 idlc-rinass. 4mr-ur• qlJn$$ CAI a Wnftdkw do Coucrad ,lI -1388•44 . f��lrm�24, �p2� �lgg 57 Page Meridian CDBG Program I PY25 Action Plan Draft Action Plan Public Comments Public feedback regarding the draft Action Plan and the designated projects was collected during the public comment period from May 29 to July 8, 2025 and during the public hearings held on June 3, 2025 and July 8, 2025.The City accepted comments via testimony at public hearings, phone calls, emails, or by completing a survey that asked questions about the value of the identified projects. The survey was completed by 20 participants that identified as either a Meridian resident or someone who works with Meridian residents.There was one(1) additional response from a person not connected to Meridian,these responses were not included in the feedback. Below are the results of the survey and comments received from all methods. Meeting the Needs of the Community 4.35 Level a 7 Average Rating Level 3 3 Level Level 1 Figure 1:Proposed projects address the current needs of the community. ID Name Responses 1 anonymous I definitely appreciate all of the proposed projects but will also like to see traffic congestion addressed. 2 anonymous All of these are needs in our community. I am so grateful for the assistance regarding childcare 3 anonymous Caring for people that need our help is the right thing to do. I moved her 6 years ago. I use a mobility scooter to get around and a walker for getting in and out of places like restaurants. Coming from the very old Detroit Metro Area, I was shocked how terrible the accessibility is here compared to very very old 4 anonymous business area in my old neighborhood. It is a difficult area to visit many businesses due to extreme curbing and ADA parking spots with ramps a great distance from the doors. It is not very welcoming for sure. I also find getting around on the sidewalks is either excellent or non-existent. It all needs modifications and better planning. My 581Page Meridian CDBG Program I PY25 Action Plan ID Name Responses point: Find a few people with significant physical limitations and get them involved. If you want to do it right, ask the experts. That would be the people living with these challenges. Contact our LINC for support. I also feel this area lacks inspection on ADA areas so they are not properly maintained. All recipients of funding benefits must be US citizens- not DACA, not illegals, nor participants in Habitat for Humanity. Define "during emergencies." Is this an emergency due to a fire or a pseudo emergency caused by a boyfriend losing a job? I oppose the pseudo mental emergencies. For child care scholarships, should be toed 5 anonymous to only those with full time employment, not part time or for homeschooled kids. Sidewalk & lighting improvement makes sense. Home repairs should be limited to those home in which residents are at least 60 years old, are US citizens, did not obtain the home from Habitat for Humanity and/or have at least one adult working full time. Priority should be veterans for any snd all such benefits. 6 anonymous Sidewalks should be done by achd 7 anonymous We need more affordable housing, and this project doesn't really address that. 8 anonymous While helpful, Jesse Tree seems more reactive to a greater problem-high cost rentals...it's more of a band aid rather than a move to help the greater problem. 9 anonymous A lot of people don't know about these programs. Increasing awareness would be a good next step 10 anonymous All four projects address pressing needs in Meridian. Every project benefits the broader Meridian community because it ensures a safety net exists for Meridian residents through difficult periods of time.When an individual faces a hardship, a risk exists to compound that hardship into other areas of life. For example, if I lose my job in a recession and get no assistance, I could also lose my 11 anonymous home through defaulted mortgage payments, have my power shut off through missed utility payments, or even lose my children for lack of providing for their basic needs. Assistance through this hardship ensures I can meet my other obligations and recover from the hardship and be better off than before, improving economic stability and growth over the long term. Each of us at some point or another will fall upon some level of hardship, so providing support and assistance to others is insurance against 591Page Meridian CDBG Program I PY25 Action Plan ID Name Responses our future needs and is simply what makes a place more than just a place; it makes it a community. 12 anonymous I had requested a new roof and to my surprise I was also eligible for window replacement too. 13 anonymous The proposed projects prioritize the needs of residents of Meridian! Childcare Scholarships for the Boys & Girls Club provide valuable support to working 14 anonymous families (ours included), as the cost of childcare elsewhere has skyrocketed and made it unaffordable for some parents to work. This is a critical need that is being met in a positive environment for our children in Meridian! 15 anonymous The boys and girls club scholarship allows me to work and provide for my family during the summer months We utilize the childcare scholarship, without it, as a single parent, I'm not sure what 1 16 anonymous would do.With this scholarship I am able to continue my full time job and know that my child is safe and engaged in age appropriate activities. Figure 2: Comments on the projects meeting the needs of the community. Emergency Rental Assistance _e,ei 5 tt 4.21 4 5 Average Rating of 3 el 1 2 Figure 3:Importance of emergency rental assistance to maintain housing stability. 60 Page Meridian CDBG Program I PY25 Action Plan ID Name Responses 1 anonymous I am not familiar with the project. It sounds like a worthy way to expend the funds. 2 anonymous Absolutely.We need to provide for immediate needs while also supporting growth so people can build their individual capacity 3 anonymous It's a small step in a much bigger problem. There is not enough to go around. Reach out to non-profits like Jesse Tree for support and to 4 anonymous help put together a truly effective plan. In general,there is a lack of support in this area and it sends a 'white wealth privileged' message. Let's not become a state that does not support democracy or one that ignores those less fortunate. No.The people being evicted are rarely working full time, often have a non working grifter 5 anonymous living with them. Many are out of jail due to theft or a DUI, Scroll Next Door for a while and see the cases seeking assistance.Why do you want to encourage this demographic to stay in our city? 6 anonymous Yes.Very important 7 anonymous No... because it is temporary and eventually will run out. 8 anonymous Like previously noted,there's likely a bigger problem to work on. However, still necessary to help people. 9 anonymous Yes, especially seeing as how Idaho is an at will employment state suddenly losing your job is very stressful when it comes to paying rent. Having a safety net helps reduce that stress 10 anonymous Yes. Many live on the cusp of financial collapse.Giving even one month of assistance can enable them to continue without a downward spiral. As a landlord, I have seen firsthand how emergency rental assistance helped me get my owed rent,while supporting my tenant through a temporary need due to unemployment during the 11 anonymous pandemic. He was behind by 3 months of rent and I floated him, received partial payment from emergency rental assistance, he found a new job, and paid back the remaining amount, thereby resolving hardships for us both. 12 anonymous Everybody needs help sometime. 611 Page Meridian CDBG Program I PY25 Action Plan ID Name Responses 13 anonymous This is an important first-line defense against future housing emergencies. 14 anonymous I don't have the data to know this for sure, but I know affordability is a big issues these days with inflation. Seems like too much money has been allocated to that program, however. 15 anonymous Not educated/no personal experience on this subject 16 anonymous I definitely think it helps, but with the current housing market in our area, residents in our community are struggling. Figure 4: Emergency rental assistance helps keep people from becoming homeless. Youth Scholarships Levels 14 4.63 Level 4 3 Average Rating Level 3 2 LeVel2 Level 1 Figure 5: Childcare scholarships are critical to support families in our communities. ID Name Responses I don't currently have children in childcare but am aware of the struggle for many 1 anonymous families to afford it. Parents shouldn't have to choose between quality care and cost. 2 anonymous Childcare is so expensive. Parents need support to be able to work 3 anonymous Not sure, again a small step for a big problem. It certainly helps but each resource that helps is isolated from the others. Let's connect 4 anonymous them all to truly give families a plan going forward. Provided them assistance and direct them to a life free of government support. 5 anonymous Yes. But, would limit to only those in which the parents are working FT...and only US citizens. 621Page Meridian CDBG Program I PY25 Action Plan ID Name Responses 6 anonymous Absolutely- helps families with one of their most critical expenses 7 anonymous No... because it doesn't stop landlords or banks from raising rents/mortgages. Child care is expensive, so I'm sure every little bit helps, but it doesn't fix the housing crisis. For people who genuinely are away from the home in order to help provide, this 8 anonymous would be essential. I think after school and summer programs should be completely free and state subsidized. They provide safe spaces for kids to go to while their parents work, 9 anonymous especially if those parents work nights. Having options for the kids during the summer so they are stuck at home keeping a parent from being able to work is extremely important 10 anonymous Childcare is expensive. Housing is expensive. Scholarships can lessen the burden especially for single parent households. The cost of childcare is through the roof in our Valley, particularly for families with multiple children. The Boys & Girls Club provides affordable access to extended-hour care, and scholarships ensure even the lowest-income families can still access these services with dignity. If the scholarships were not there, many children would end up 11 anonymous left alone or in dangerous living environments where most trouble occurs. Instead, because they have the Boys & Girls Club, the children from low-income households get access to the same resources that their upper income peers readily access and that is proven to help them succeed in school, advnace to post-secondary education, and retain sustainable employment in this community, which also benefits the Meridian economy. It also keeps our prisons from overcrowding. 12 anonymous Not familiar with the program 13 anonymous Families with young children cannot work with out childcare, and the Boys and Girls Club provides essential and quality childcare programs! Absolutely! We have personally benefitted from this program, so our kids have a safe 14 anonymous place to go after school and during the summer when school is not in session, and while both adults have to work to keep food on the table, the mortgage paid, etc. Their program has such a positive impact on our kids and the community! Absolutely. Without ours our family would have no childcare/income during summer 15 anonymous months Absolutely, YES! As a single mom that works full-time, does not receive child support, 16 anonymous and struggles to make ends meet, without the scholarship my 8 year old would be required to stay home alone before and after school and walk the 3/4 mile to school 631Page Meridian CDBG Program I PY25 Action Plan ID Name Responses alone. I cannot afford child care and rent, so I would have to choose, safety or housing. Figure 6: Childcare scholarships provide families with the option to maintain housing stability while meeting their childcare needs. Homeowner Repairs Levels 11 4.11 Level 4 2 Average Rating Level 3 - 4 Level 1 Level 1 1 Figure 7: Homeowner repairs are necessary to improve housing stability. ID Name Responses This is especially important for the elderly and disabled. If their homes can be 1 anonymous improved to be more accessible for them to live in, this could save funding in group style housing/care. 2 anonymous I'm sure there are families who benefit from this program but I don't know much about it 3 anonymous Many senior citizens have difficulty staying safe in their older homes. My hesitation is the lack of conservation and awareness. This is a crucial funding but must be monitored closely. We should also expect developers to build more sustainable environmentally friendly homes. What is with all the sod on the new 4 anonymous homes? This is the high-desert prone to severe drought. Why is that even allowed? How much water do we use watering grass then we cut it down each week. We need to focus on the whole picture to create a stronger community. Give people tax credits for making changes that are more native to the area. Again, must have at least one adult working FT, a US citizen, and not a home obtained 5 anonymous through Habitat for Humanity (these owners are notorious for not maintaining the homes. Even H4H will tell you the homes are trashed. 641Page Meridian CDBG Program I PY25 Action Plan ID Name Responses 6 anonymous Nope.And essentially you are paying to improve a private individuals equity. 7 anonymous I think this does help as most low rent places are pretty run down and the ones that are owned by elderly folks can become run down pretty quick. 8 anonymous Repairs do not help with high cost home prices... I do believe they help with a homeowners tight monthly budget in order to maintain safe living conditions. 9 anonymous Yes. Helping people maintain their homes helps them keep them longer. By keeping people in homes they can afford reduces homelessness 10 anonymous It can if people know about the repair project. I see this as a lesser priority than the other projects, but I still see it as a benefit. Anyone who owns a property next to a junk property knows that it impacts adjacent 11 anonymous home values, so providing an avenue for someone who is just getting by with assistance to maintain the value of their home also helps their neighbor stay in a good place and the entire community as a whole benefits when the neighborhoods are well maintained. In a way, everyone is getting a return on that investment. 12 anonymous Yes it helps people who need help keep home maintainance up 13 anonymous This is another important component in helping Meridian residents avoid housing emergencies! 14 anonymous I think this program may be overfunded and funds should be allocated elsewhere. 15 anonymous Great for seniors, single mothers, disabled 16 anonymous I think this is a great project! Figure 8: Homeowner repairs helps homeowners maintain affordable housing. 651Page Meridian CDBG Program I PY25 Action Plan Walkability in LMA Level 5 4.40 0 Level 4 4 Average Rating Level 3 2 Level Level 1 W 1 Figure 9:Walkability improvements are essential to enhancing neighborhood safety and accessibility in low to moderate income areas. ID Name Responses 1 anonymous Kids need a safe way to get to and from school. 2 anonymous Yes, provide safe paths for children to get to school! 3 anonymous A must especially around schools. Very important, but resurfacing and repaving roads should not be out of the CDBG 4 anonymous fund. It is an ongoing infrastructure item and should never be paid out of a fund designed for weatherization or accessibility. It should be out of state tax dollars. 5 anonymous Lighting always helps. 6 anonymous I think they are important, but I think achd should be paying for them. I think it does as these issues are prevalent throughout the older parts of Meridian and walkability of the city is important to improve as long as there is adequate public 7 anonymous transit to accompany it or destinations within walking distance that would be served by the improvements. SR2S is one that makes sense, the others seem to be enhancements to the "downtown" area and not really serving a huge volume of walkers... 8 anonymous I think Meridian is in desperate need of walking paths throughout the entire city. Not only does it provide safer options for kids walking home from school, it promotes 661 Page Meridian CDBG Program I PY25 Action Plan ID Name Responses accessible inexpensive, exercise for the community. It would allow people to access parks and other outdoor activities much safer. It would overall improve the quality of life for many and the beauty of the city. 9 anonymous Yes. Cities should be walkable. Reducing car dependency helps low income families save money, and allows them to allocate their money better 10 anonymous Not currently as there are not enough pathways. I've had a girl get hit on the street adjacent to my home at the time (this was in Boise on the Bench) and in that instance, it was because there were no sidewalks on that street, much less streetlights so the grade school aged kid was walking on the street in low light conditions. We all walked on the street there because otherwise you'd be on someone's lawn unless you drove. She survived, but that is a prime example of why improvements to walkability through sidewalks and streetlights are important. Had 11 anonymous there been sidewalks and appropriate lighting, the child would likely not have been hit. It avoids conflicts between drivers and pedestrians. The same has also happened in Garden City and I'd be surprised if it hasn't happened in Meridian at some point. Investments of this nature lower fatalities and serious injuries and also create greater connectivity for multimodal transportation, which directly benefits the economy. Every business desires greater connectivity and more views of their store front, so this project aids in connecting consumers and increasing exposure while preserving safety. 12 anonymous yes it addresses some of the safety issues 13 anonymous I am glad the City is investing in walkability and safety improvements. 14 anonymous This seems like A LOT of money on just simple projects for paving and sidewalks. I think the funds could be used elsewhere more effectively. 15 anonymous Uneducated/no experience with this topic 16 anonymous I don't have a lot of personal knowledge of these areas, but does need improvements to keep our community safe. Drivers don't pay enough attention and people get hurt. Figure 10:Walkability improvements addresses some of the safety and access needs in the community. 671 Page Meridian CDBG Program PY25 Action Plan Lasting Impact Leve 1 5 3.84 Level 4 5 Average Rating Level 3 5 Level 2 1 _evel 1 1 Figure 11:Confidence that the projects will have a lasting impact on improving housing stability. ID Name Responses 1 anonymous Sidewalks and home improvements will last, but subsidies only impact the here and now. 2 anonymous Low maintenance, easy access projects 3 anonymous Keep on trying. It is a big and global problem. There is a lack of monitoring in this area. It only works if you have devoted 4 anonymous knowledgeable people in charge. Bring in organizations that focus on housing. Let them be heard and part of the plan. 5 anonymous If you support a demographic which will not choose to acclimate to the desires of the rest of the demographic then the dollars will never bring long-term improvement. 6 anonymous They won't improve housing stability at all. The City needs to invest in low-rent housing developments like the City of Boise is 7 anonymous doing... working with land owners and developers to purchase land and give tax credits for projects that offer below-market rents. That they're going to people who have a true need. There would be greater thought 8 anonymous on what kind of community Meridian ultimately wants to be. How did these things align with those core values? 681Page Meridian CDBG Program I PY25 Action Plan ID Name Responses I would work to increase housing density. That reduces land stress and help to keep 9 anonymous property values lower witch helps low income families afford rent and houses to begin with 10 anonymous Additional community engagement. Neighborhoods adopting sections to weed. Art projects as part of pathways. Fun runs. Given that Meridian and the Treasure Valley are experiencing sustained, long-term, rapid growth in population in the double digits per capita, continuing to invest at pace 11 anonymous with that growth in assistance ensures invested, born and raised Meridian residents stay in Meridian instead of being pushed into adjacent, more affordable municipalities or moving out of state altogether. These are investments in our community that will greatly improve quality of life for so 12 anonymous many people. 13 anonymous I'm not a statistician, so without stats to look at, this is hard to say. Would need more information to comment on this. I'm not sure what measures would ensure sustainability, but I think putting actual 14 anonymous faces of the people who benefit from them would help. In a political climate where people have become a number, we need to show that these funds benefit and save actual lives. Figure 12:Suggestions to ensure sustainability in the projects long-term. ID Name Responses I'd like to see traffic congestion addressed and road closures due to construction. I 1 anonymous think housing developments should be required to widen roads and add sidewalks prior to breaking ground for building houses. A grid based bus system. Up and down the major north south and east west roads. 2 anonymous Most places in Meridian do not have easy access to get to work anywhere in the Treasure valley. 691Page Meridian CDBG Program I PY25 Action Plan ID Name Responses I work with the CDBG in Michigan and am shocked how different it is here. It does not 3 anonymous 100% focus on those in need, those with accessibility challenges, and true sustainable, long-term weatherization. 4 anonymous Stop allowing P &Z &the mayor to turn Meridian i to a ghetto of dense housing. Buy up land, build more parks. Stop kling values with your poor decisions. 5 anonymous Keep the focus on rental assistance and childcare 6 anonymous Public transportation enhancements, new housing projects Responsible building of homes. Adding responsible infrastructure -main roads, signals, walking paths. Having a cohesive idea when adding/approving commercial/retail 7 anonymous buildings instead of a hodgepodge mix. Being able to get in and out of shopping centers efficiently Connecting the water canals in order to access all parts of the city safely Making sure children have access to fun educational content, such as the tv show 8 anonymous magic school bus. Education is a big step towards earning more money and escaping poverty I am unaware of additional community needs at this time. Housing and mental health 9 anonymous treatement access are two topics that are identified as current community needs in Ada County. I am unaware of what that looks like in Meridian, so perhaps mental health is an area to consider looking at or getting figures on to assess need. 10 anonymous Down payment assistance for first-time homebuyers, sidewalk improvements along safe routes to school. I think our community needs more support for children. The West Ada School District takes a ridiculous amount of days off, when kids should be in school, and our school session could be starting later in the summer/fall, closer to Labor Day. The Boys & 11 anonymous Girls Club is ALWAYS open when the schools are closed, and this is absolutely essential to working parents, when West Ada is dropping the ball. I have found no other program in our community that meets the needs of Monday-Friday working adults with kids. 701Page Meridian CDBG Program I PY25 Action Plan ID Name Responses 12 anonymous Unsure Figure 13: Future projects. ID Name Responses 1 anonymous Maybe use some funding for all residents instead of low income. 2 anonymous Spend on public transportation Put people in charge that are experts in this area. You need a stronger and more 3 anonymous knowledgeable team with some people that live it and non-profits that fight for their rights. 4 anonymous See prior comments. 5 anonymous They can't 6 anonymous Getting people who have similar ideas and going forward with him. 7 anonymous Find ways to cut through any red tape while still retaining the integrity of each program so that funds are always being spent as allocated for their desired purpose. 8 anonymous Please continue to seek and receive CDBG funding, and pursue private donations of materials &work to improve sidewalks in areas not serviced by ACHD. Kevin and the team over at the Boys &Girls Club are always so positive, have a great 9 anonymous mentoring capacity, and have met a real need in our community. Consider providing them MORE funding than what was mentioned earlier in your report, and less to other unnecessary projects. 10 anonymous Let more people know these things are available. Figure 14: Potential improvements to these projects. 711 Page Meridian CDBG Program I PY25 Action Plan Additional Comments Commenter Method of Summary of Comments Submission Lorrette Grace Email I want to give you an excellent review of the recent job you, Ken and (Submitted to his crew did for me! From the necessary repairs made to water NeighborWorks leaking under my house, replacing the siding areas where it was Boise when rotten from water damage,then painting my whole house,to the they requested safety grab bars and transformations to my jetted tub that was re- people provide done with new fixtures and the new surround wall;was pure feedback for perfection! You all were so patient with me, answered all my the PY25 questions with kindness, professionalism, even unexpected problem Action Plan on solutions with skills and knowledge.Also the new refrigerator and behalf of the the most awesome ramp that Ken and his crew built and painted for city.) me just like I wanted it to be! I can't thank you enough for all my wonderful blessings from God that you all made possible for me!!! Table 9:Comments received during the public comment period for the PY25 Action Plan. 721Page Meridian CDBG Program I PY25 Action Plan Affidavit of Publication Arrimm OF PUBI.ICATTO STATE OF IDAHO 214 11.0 644040 County of Carryon and Ada MERIDIAN.CITY OF SHARON JESSEN of the State of Idaho,being of first duly sworn,deposes 33 E.BROADWAY AVENUE and says: MERIDIAN,IL 83642 1.That I am a ciftco of the United States,and at all times hereinafter mentioned veal over the age of eighteen years,and not a party to she above entitled action,. 1That 1 am the Principle Clerk of the Idaho Press- Tribune,a daily newspaper published in the Counties of Canyon and Ada, State nfIdaho;that the said newspaper is in general circulation in the said counties of Canyon and Ada, and in the vicinity of Nampa,Caldwell,and Boise,and has been uninterruptedly published in said Counties during a period of seventy-eight consecutive weeks prior to the first publication cif this notice,a copy of which is hereto attached. 3.Thar the notice,of which the annexed is a printed copy,was published in said newspaper and on Idaho PublicNoures.com 1 times(s)in the rrgular and entire issue of said paper.and was printed in the newspaper proper, and not in a supplement That said notice was published the Following; 0610712025 STATE OE IDA1•10 On this 6th day of June, in the year of 2025 beforc,ne a *'c'toC.E.P.I.R ,fi� Notary Public,personall appeared.SHARON jESSEN, tip' . ypT RYp'••, }'4 known oridentiRed to me to he the persan whose name is ' '- c•* subscribed to the within instrument,and being by me first S r duly sworn,dedawd that the statements therein are true, ' r and acknowledge to me that ltelshe executed the same. or ra Notary Public of Idaho y commission expires C4464D 73 Page Meridian CDBG Program PY25 Action Plan AM 04ADir LEtIAL NOTICE CITY OF MEFI'IDIAN N OTICE DF N)BUC H E AKIN G AND PV$UC COMM EhT PERIOD ifie,Jar-019 Mlitkiian's Cornmun iiy Develop micnt B Grant [C DBG l Prug ram This NobCr3 tan bit on+Idad in a iormni acmwlUa Ia pier5Wr. Wlh Iimilad Engi 6h prui riency ti piW requeet. CCrrb1c1 CiYslal Campbal at r u uwr a:l @ i nerid-anclly&a.lnr asSi5.3r1Ge. Se1-a puede proVeer B&Lanmft-ad6n on urkforaiialoawegble pare lee persanas mr-P 0modmierMas Ilrrril$dps del inglee a P&JiduL Cpmw ic;L.dse cork Crystal CAmpWI en war*ydbe11110 merciencity-of-g pars ;;1Uenei "Vud3. AL L CITIZE NS AFC INVITED ka 3t;end a li%ac haar:N gn Tues day, July 8�2024 at 6:00 P.M. r rdlrrig the CAA 01 Me- richdr''s 242E CrUGG AClirw Plan- Pbrl Cipanls can amend i7 perean ak Meti fan 05ty HMO or Vifji kally al hitos:hnendiancily. IxdlLva. A PUSUC ICONIMENT FF-RIOD is 43p�n May 2!i� 5 and �v II rr.n!ir-!e "uugh July S, 2025. DUrInQ 1Mks per:od,oral and ,yfitte n co—marits abC it 'hQ ?V5 C:D AutkQ6n flan wW I~a a;cePlc!c,.All�;nmme,rs sh o.jk!tkr-add•asEad ID Gryslai Camlj- �;i•Il.il t; l�of Meridian,Comm+ Ik G���.�dpt1'1�8+1'LOBGarhrkerkt, 13 1: Brned',uay Avt-, 614_10Z Mwidian, ID BOYAR; (2015}489- �`}rt;aF cca�andrl�rrtirrF�iarrGl,�,gra. 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JIM&7.2W5 B040dD 74 Page Meridian CDBG Program I PY25 Action Plan Attachment 2: Resolution 751Page E IDIAN 'aAHO AGENDA ITEM ITEM TOPIC: Destination Downtown Discussion MERIDIAN 104 E.Fairview Ave eveto ment239 P corp.P Meridian,ID 83642 208.830.7786 REVIVE • RENEW- REDEFINE www.meridiandevelopmentcorp.com To: Mayor Simison and the Meridian City Council From:Ashley Squyres,Administrator Date:July 14,2025 RE: Destination: Downtown Master Plan Update In the late 2000s,the Meridian Development Corporation (the Agency) and the Meridian City Council (the Council) shared a strategic vision for revitalizing downtown Meridian.The decision to locate and construct the new City Hall in the heart of downtown was a clear and deliberate signal of the City's commitment to investing in and strengthening its urban core. One of the key outcomes of numerous early discussions was the recognition of a need for a comprehensive vision document to guide redevelopment efforts within the urban renewal district.In response,the Agency issued a Request for Proposals (RFP) in early 2009.A contract was awarded that summer,leading to the development of the Destination: Downtown Master Plan,which was formally adopted by both the Meridian Development Corporation (the Agency) and the Meridian City Council in early 2010.As part of this adoption,the City Council incorporated the Destination:Downtown Master Plan into the City's Comprehensive Plan by reference—a reference that remains in place today. The original plan divided the urban renewal district into six(6) planning areas: • Northern Gateway • Washington and Main • Traditional City Core • Neighborhood Preservation • Transit-Oriented Development(TOD)/Cultural District • Southern Gateway In addition to these geographic focus areas,the plan was organized around four (4) central themes: • Livability • Mobility • Prosperity • Sustainability Over the past 15 years,the Destination:Downtown Master Plan has served as a guiding document for both the Agency and the City Council when considering projects within the district.Like the Comprehensive Plan,it is intended as a visioning tool—not a prescriptive document. In 2021,the Agency and City Economic Development staff,initiated conversations about the need to update the plan. Factors prompting this discussion included the de-annexation of a portion of the original urban renewal district,the formation of the Union and Northern Gateway Districts,and evolving conditions within downtown Meridian.These developments made it clear that a timely update to the plan was both necessary and appropriate. Following coordination with the City's Community Development Director and staff,as well as input from City Councilors and a thorough discussion by the Agency's Board,a Request for Qualifications (RFQ)was issued in June 2022.The RFQ was jointly reviewed by both the Agency and City representatives to ensure alignment on priorities and scope prior to its release. The Agency and the City identified and agreed upon five (5) key study areas to be addressed: • Update of the original Destination:Downtown Master Plan • Comprehensive downtown parking study • Creation of Downtown Design Guidelines • Update of the 2015 Multi-Purpose Conference Center Study • Recommendations for potential new urban renewal districts In September and October 2022,members of the Agency Board, City Council,and selected downtown stakeholders participated in interviews with the consultant teams that responded to the RFQ.Based on the interview committee's scoring and feedback,Vitruvian Planning was awarded the contract by the Agency in October 2022. The kickoff for the updated Destination:Downtown Master Plan occurred in November 2022.Work proceeded throughout 2023 and 2024,incorporating input gathered through stakeholder interviews,focus groups,and standing committees focused on key topic areas. This process was supported by ongoing collaboration between the consultant team,Agency staff,and City staff. In August 2024,the Agency formally adopted the updated plan.A presentation was then delivered to the City Council by the consultant in November 2024,marking a significant milestone in the project. From the outset,it has been the clear intention and goal of this effort for the City Council to adopt the updated master plan and formally replace the existing version currently referenced in the City's Comprehensive Plan.Downtown Meridian has experienced considerable change,and the growing pressures on infrastructure—particularly related to parking—necessitate a clear,actionable framework to guide future development and investment decisions. The Agency recognizes that there may be concerns or proposed modifications to the updated plan as presented.These possibilities were anticipated as part of the process,and we welcome the opportunity to engage in a series of work-sessions with the City Council to discuss these items in greater detail and ensure alignment in vision moving forward. ��i�'�E IDIAN�--- � -• :MERIDIAN .�� Aevelopment core REVIVE•RENEW•REDEFINE To:Meridian City Council Re: MDC Destination:Downtown-Parking Element Active Capacity Management Dear Councilmembers, Optimize Utilization:Manage the public parking system using the 85%Occupancy Standard to inform and guide decision-making. The following document includes the primary chapter regarding parking from Destina- Shared Off-Street Parking:Encourage shared parking in parking facilities that are un- tion:Downtown, in preparation for the July work session. Parking was a major consid- derutilized within the Downtown.This will require an active partnership with owners eration for the plan and involved several input sessions that led to the creation of the of private parking supplies. final material. Parking material was generated by using the following action steps: Information Systems • Creation of a parking committee, Branding&Communication: Building upon past parking communication work,expand • Four(4)parking committee meetings, Meridian's parking branding/communication system for the Downtown to link parking • Submittal of six(6)topic papers throughout project, assets and provide directional guidance, preferably under a common brand or logo. • Creation of guiding principles, Monitor&Report Utilization: Implement performance measurements and reporting • Policy and code audit, to facilitate decision-making. • Overview of Meridian parking operations, • Downtown parking inventory, Safety and Event Concerns • Parking utilization audit, Safety Concerns. Routinely review and evaluate parking and supporting pedestrian • User perception survey,and infrastructure to create a safe,walkable environment that ensures safety standards • Parking plan. are being met for the current use patterns and anticipated future growth. Event Concerns. Meridian experiences a number of small and large events throughout During the initial stages,the desired plan outcomes of the Destination:Downtown the calendar year, resulting in spillover parking in adjacent residential neighborhoods, parking were determined with the committee seeking parking outcomes including: which adds to congestion, parking scarcity, and general safety concerns. • Convenient and Welcoming, Financial Viability • Well signed and safe, Fiscal Stewardship:All parking operations must be financially sustainable. • Forward-thinking and responsive, • Viable,and Roles and Coordination • Consensus-based. Primary Role(City of Meridian):The City's role in providing public parking is listed in priority order and includes: Finally, a set of guiding principles were used to shape how the plan was crafted, it's 1.Accommodating customer/visitor access downtown; content,and what final recommendations were included.The guiding principles are: 2. Providing(in partnership with the private sector) reasonable access for downtown employees; Priority Users 3. Facilitating residential and/or guest access in neighborhoods immediately adjacent On-Street System(Downtown): Preserve the most convenient on- to the Downtown. street parking for the priority user:the customer trip. On-Street System(Downtown Neighborhoods): Preserve the most convenient on- Primary Role(Public Sector): Public employees' parking should lead by example where street parking in neighborhood streets near Downtown for priority users:the resident. the City directs employees to park in specific stalls identified for their use, mitigating Off-Street System:Off-street parking should serve a mix of customers,employees,and conflicts with customer parking. employers, and remain flexible to respond to changing needs as Downtown develops. Stakeholder Support: Ensure that a representative body of affected private and public constituents routinely informs decision-making. EOM" 'MERIDIAN (�> E IDIAN�-- de►elopment core \-�•..r� �:EVIVE•RE>•fEW•REDEFINE The parking plan is organized by timeframes and management strategies. Parking within Destination: Downtown Recommended timeframes range from 0-12 Months to 48+ Months,and include strat- The following pages include the direct parking chapter taken from Destination:Down- egies such as Policy and Code, Management and Administration, Residential Parking town.The section provides a greater overview of the process to develop the plan,the Operations, Downtown Parking Operations,and Communications and Outreach. Rec- results of the inventory and conditions audit, and material regarding parking elements ommendation cost estimates range from<$15,000 to>$100,000.The plan itself is a like electric vehicle charging stations, bike parking,and much more. Key to remember, separate document and was attached as part of the work session packet. Below is a is that the parking element of Destination:Downtown did not include the parking con- summary table from the parking plan for illustrative purposes. ditions outside of the traditional city core.The focus for parking was the traditional Table t:Parking Management Strategy Summary Table downtown areas and neighborhood streets immediately adjacent. Takeaways I Strategy 'El The most significant finding of the parking analysis and plan is that parking in the tradi- tional downtown code is adequate-for the time being. However,to ensure that park- �iwdl ing is not a contentious issue now and in the future, certain management and opera- scale i • ♦ $$$$ ■...■ P1 Formalize Guiding Principles i $ .... P2 lion recommendations should be considered. Furthermore,though some of the strate- P2 Adopt ParkingCode Updates • $ .... P1 gies do have budget implications or enforcement components,the recommendations P3 Define Parking Management District Boundaries t S ■■•• P2 do not include major financial commitments like a publicly funded parking garage or P4 Periodically Review Parking Citation Fees • $ ■. D4 PS Develop Pol icy for Residential Permit Program • $ .00 P2 parking meters-both of which have been challenging within the Treasure Valley in re- M1 Formalize Ongoing Parking Management Position • $$ ..... M2 cent years. Maintaining the adequate supply of downtown parking is attainable even M2 Establish Inter-Agency Communication Protocols $ ..... M1 as conditions change and parking demand increases.To make certain,adopting park- M3 Continue to Convene the Parking Subcommittee $ ■...■ M2 • ing plan recommendations or similar versions, and implementing them over the sug- M4 Implement Routine Data Collection $$ ■... M3 R1 Protect Residential Parking—Establishing an RPPZ • $ ■... P2,P5,M5 Bested timeline horizons will optimize spaces, minimize conflicts,and help residents, R2 Implement License Plate Based Permitting in RPPZ • $$ ... P5,R1 business owners,and property owners thrive in the downtown landscape. ❑1 Standardize Time Restrictions • • $ ..■ P3,D3,M2 D2 Reduce the Number of No Limit Stall in the Parking • • $ ■o*• ❑1,M2 Key Council Considerations Management District D3 Install Consistent Time-Limited Parking Signage • i $$$ .... C1,C2,DI Suggested considerations regarding the implementation of the parking plan include, D4 Initiate Periodic Parking Enforcement • • $$ ■..• P4,C1 IDS Stripe or Maintain Striped On-Street Parking 4 • • •88 P3,D3 but not limited to: D6 Assess ADA Compliance in Public Parking Facilities • • $$ ■. D9 1. Timing of recommendations, D7 Facilitate Shared Use Parking Agreements • • • $ ... D2,D3,D4 IDS Install Additional Bike Parking • • D3,C1 2. Capacity needs of the city, ❑1,D2,D3, 3. Order of strategies, C1 Enhance Parking Information Website • • • i $ ■..• D4,DS,C2, C3,C4 4. How strategies help achieve goals of downtown, and C2 Expand"Downtown Brand"—Develop a Logo for • $ .... D3,c1,c3 S. Lead agency vs support agency relationship. Downtown Parking C3 Rename PublicOff-Street Lots D3,C2 C4 Introduce a CustomerFrrstParking Program • • $$ •�• Cl,C3,❑3 Downtown 'Eli.,• � YParking Managing Demand: An Evolution of Strategies As we%worked to update J)"Unallow Why Manage Parking? • Convenient and welcoming; Down tasvik the puhlic L nsi,tentlt claimed it is a symbol of good government to utiIizea • Fell signed and safe; pa rk i n g as on e of i ts b i ggestperceived I i 1-n i t.cd re�ou rcv asAcientIvuspcm,;ible. • Forward-thinking and"sponsi�e; challenges.However,data c[IIIeCtion and Parking is one ofthri,e resources that must he ' Viable;and analy3is points to an ab,_indanceorparkingr The managed IIl 111lnll}1'Ine[]manner Utilized as intended. tiara tef�IL'$reC{ hobs that e'd h tI it chapter Ironoffe,a ;Ind enhances,economic a0ivlt}'{Iowntown. When comb inLd with off-street parking taulhakt}fmc�thcxls that thecitytrl•1•lericlian, {iet{in sti7c ri ht }eco}le in the ri Fht pa g g 4 } g I g (considerations,sound parking managers ant m int and its pa i labhi c ility can use ki manage sand space iL crucial to achlevingthis,ak CLISt{In1L'rS createsorder and red aces anxiety for all peopte maintain,no m di l:Itdi hc'} public except e n, should he the first priority foron:stroet parking who come t0d{}whitown to Slll}p„eat,work,live, increases,n{}man is r the public perception, spaces rather than downtown cmplovees, adid 4)tay. Off-street parking,Ol ouId be viewed The hest practice,;in parking management as a shared pu hli c:resource and pub ic-private To hclr}I}t11IiI a lu�iril metlic}d of managing follow an evoIutimlarytract to maxiiniae parkingcicmand,thew arc the desiredpartnerships pursued to maximize uti lizution of utilization of spaceh an(]minimize public sector outwmcs for parking in downtown: olf-streetspacw,especially when daytime rc,,oulees devoted to parking management- The rc~tY:mmendO parking management strategies wicre developed through data opilectiori,observation,hest practices F assessments,research,and stakeholdvi,inprlt- TheyfbiImha IogicziI orderofirnpledncn tat ion intended to help Meridian evolve from current �� w utiliYation and enrorcementpractices into new Takea—ik thrrx,gh- - - �— 91 nrinageircntstrat(�gic,-This wcttim — Me idan%hiSIgY tiummarizesthe find!ngsoftheparkingstudy. — •�� —• For a mare in-depth look,please review the ®� ParkingStudyscrtinnnt'theappendix. A ® WM, ®�E 1 Ifi Y lr -- Destination,nownWan Meridiem 41 Strategies to Consider Downtown - Parking dgCmand is the primary use and there is demand Downtown Parking Management Guiding Principles for evening park!ng, Bui I(Iing;a puhlic parking garage Iwfo:re on- �tneet pa rk i rag s paces a re metero�a n cl en Fc krc:ct I 1.Customers.]'reserve convenient ran-street parki rag i n 6usi Hess a real Fo r the priority users—customers rather tlian.employees cr fulI-day parking needs. ca n I ead to)excess i ve c(Ats a n d h arm pub I ic 2,Hcsidents:Preserve the most convenient oil-street pa rki ngin the neighborhood streets a round the tradit[on al trust,Before taking tha t step,there may he core For the priority usens—residents rather than customers,employees,and fidl�day parking needs. opportunities to work with the otiners of 3.If,mployees,Employers:The off-street systcm(pub]icand private)shouId serve a mix of customers, private parking lots in a public-private cmplo,-ces,and employers,and remain flexible to respond to changing needs as downtown develops. pa rtne rsh i p whe re the city indemnifies the >wneragainst an}•leg;aI c laimti related to iN use Active M,nage m e n I Optimize Utilization:M anage th e parki n g sys tem using tile 85% For p u h I is parking-This would help address Constrained Supply Standard(page 43)to inform and guide decision-making. demand aver al Iow the pregvrty owner to Shared Off-Street Parking:f.ncourage shared parking in parking Facilities that are underutilized within the down- maxi mirre the eoronomic return of town.This%%ill ix:yuire an active partnership with owners of private parking supplies. property, 4information Systen, 13 rand 1ng&Communication-BuAing oil past park!nganalysis,expand Golding Principles parking branding and cYrmmunkation system For the downtown to link To accomplish these gonis,a parking parking assets and provide directional guidance,preferably under a common brand or logo. sukommitteeconvc red for the Destination, Monitor&Report.Utiliaation:lnrp]ement performance measurements and reporting tofacilitatedecision- making and infirm policy changes. j<]o4wlitowr� [;Fx1l.itcan[l cstal7ll4lll'il 5peeltic' {utComesand5upportlnruseirpriorities.The Safety&Events ConcernsSafety:Routinelyrerfew•and evaluate parkingand supporting pedestrian suKLommittee consoliclatccl tht4e priorities i nt(l infrastructure like lighting and crosswalkelcments,tt)create a safe emiron- atormaIsLAof Gil idingI"rincipI us,s how nat ment that ensuresmfetystandardsarebeing met Far the current use patterns and anticipatedhituregrow•th. nigh t.The success o f fu to re pa rk i rag Events:Merid!an exp:Acnces a nu mber of.9 mall and large events throughout the year,wh ich resu Its in spi l lover manag;ementstr:ileg;ies should be measured parking in adjacent neighborhonds.I'll isadds to congestion,parki ng scarcity,a nd general safety concerns. against these sILiIcmentsof'priority. � Fiscal Stewardship: ill rkin operations sustai nab]c, Financia p�� � g � �` Parking Availability& Demand including investment in new off-street parking in lots or garages.Public ein1A oyces dedicated to parking management should have thei r full salaries and benefits covered by parking There are more than 5,500 parking spaces in revenues.Life-cycle cost analysis should be undertaken For any parking structure analysis. downtown -an area approximately 260 acres in sixc,bcxu:7de[l by Frankl in and l airview to t17e Roles t I t I -City&MiIUThese agency roles in prodding public parking arc listed in south andnorth,anti:3rdStrc,tfyAlltotheeast priority order and includes:Accommodatingcustomer/visi tor access down- town;ProMe(f n partnership with the private sector)reasonable access For downtown employees;and Facilitate residential andlor guest access in neighborhoods immediately adjacent to downtown. Public Sector-Public employees'parkingshould lead by example where the city di rects employees to park in specific pa rki ng 1 ots identified For their use,mitigati ng co nfi icts with customer pa rki ng. Stakeholder Support:Ensure that a representative body of affected private and public constituents routinely informs dcc:isi oil-making. oestlnatlon:Downtown nlerldan 42 Downtown Strategies to (onsider Parking and west,Overall parkingdemand analysis rea"oil all le levels of turnover to maximize reveals spots evere•read lvavai labheon IxAh customer trips to street-level businesses, w'eekday:�and Saturday's amonghoth cin The Iligli percentage(if such stalls entourages Street and off-street parking, allilav use of the on-street system by employees This Surplus of available spots suggest and residenN.This should be evaluated, On-Street Perking downtown does not eurrentlyhavea problem es[weiallynn hlock faces zoned Commercial and withoverall parking dernand-Thisindicatcs abutting a street-IeveI business. A]INoLimit 197B 19401 that major imrestments.inparkinggarages, sta]Is within thedownlminL(we area are Total Stalls which tan cost$25,000 to$0.000 for eaeh recommended to be converted tot-hcwi-(time Na Time Limit Arkin ~tall,are not et fea8ible_In the near- Iirnited 4alls_=held tionaI stalls ad n e nt to the p• �, y ), jr . . terns,steps to)enforce and expand parking downtown core should be evaluated far ti me- 8 time limits,pursue metered Spares,and Iimifed parking to eneoLi rage turn over ano allow Accessible identifypubhic privatepartnership grea ter access for downtmvnvisitors, ��1�0� � 2-hrLimit opportunities Can address domntown parking Al l on-Street parking in the Parking (1 demand forseveraI years,even if Management District should be Clearly striped, L rcYlcvelopment ofproperti"is robust, treating NAter order and convenience for users, On-Street Parking,Roughly t in 3 parking industrybest practice~for downtowns like 30-min 35 le) stalls 1n(1mvntown are on-Street. Mericlian's iildlcate a lackofclearstl•lpingaild Limit 1-hr Limit Approxi rnately 80%(1,401)ofthz�-have no signage can lead to inconsistent messaging.The time limit This is not typical in downtown downtown parking inventory found that current area~strivi ng to pri(witire visihn•trips and Parking Utilization Rates; Downtown On-Street Parking Occupancy:Weekday VS. Saturday What do they indicate? ■Weekday ■Satuid.3y a85'�[anstrainedSup loom 9� Constrained Supply 7M84%EtTi ieilc Supply soar Effide.nt SuPPIy Peak usage 55 W 69%Moderate Demand } Moderate.Demand soar 5U% Low Demand x rj�jY.Low Deiii"Ja _ 19 IParkingR[wvdily M30% M 4 4 20% L N Audilablel r+ ^+ ^ °.� nS iU% G% 1W SAW 9Ar1l 10AM 11AM 12PM 1PM 2 t•A 3PM 4PM 5PM Destination;Downtown Meridian 43 Strategies to Consider Downtown Parking On-StreetstalI striping iS,forthemo8tpart,weII to off-Str[xtfaciIities—and absorbing -marked_ new demand, However,surne streets,particularly on streets The city and MDC should establish goals 0tsi&of the downtown core,have for transitioning employees,tooff:street Off-Street �arking consWntstriping.Faded on-streetstalI parking,while begi n n i ng t mtreach to striping(an(l yelIq)weurbs)make it difficult.to 0[)[10rtunity site to aIIowfor 3*785 detcrmineIIJ7Lin tended vehicle spa Jng and the p.arguerslii{aw Cut cntY>u rage daytimeand 7 Total Stalls extent of le al parking in%once areas.Further, e%en i ng ca paci ty utilisation.For 19572 908 striping stalls ten block Faces witli parallel employ'c .,this prograin iKgcurs through Retail Institution park i n g resu I tS in more Space in Il7e long run agreernent3 with Iotowncrsand (42%) (24%) than block faces without Striping;, assigningemplovees to Facilities. is Off-Street Parking,Nearly 70%ofdowntown Sup port1ngthis Stratep•Could Come 303 465 pa rk i n g sta I I s are contained in off-street lots_ I'hrough existingagency staffand/or Government222 Office More than 40%of these arc for retail functions, partnerships with the parking (8% (12%) i4hile25%arefi]rinstitutional uses,andl2ck subcommittee and MeridianC'harnhcrof 23 111 For office uses. -Gimmerce,ThiS effort cvuldicicntif'y Residential ��� Medical Nlost off-Street Stal Is are in privately-owned Cpportunity�sites conduct outreach condu outreach (6%) (3%) surFace lots.The'202;1 data collection Found to potential private sector participantx. Other significantsurpluscsintheoff-Ametsupply. Thecity and N1I)C'may determinethat Rased on the principlethat"all pa rki ng sho u Id Funds are needed to create incentives lx Seen as acommtinity resource,'shared uses and/or impnwe the cord II ion oFfaei Hit ics of privately-owned parki ng wiI I be identified mid pursued, Downtown Meridian Off-Street Parking Occupanq:Weekday vs. Saturday t.}f the 67 sites surveyed,43are occupied at ■Weekday ES-aturday levels less than 5 5%of capacity rxAential 100% opportunity Sites forshar<xl parking.This isan 130% untapped resotiwe for'getting the right parker 80% Efficient Supply to the right Stall'in this case,tram itioning mtalu}tYs(anti possibly downtown residents) Moderate Demand 50% Law Demand noes o � L N 3046 10% o�x - SAM 9AM 10AM 11AM 12PM 1PM 2PM 3PM 4PM 5PM Destination;Downtown Meridian 44 Strategies to (onsider Downtown Parking Parking Utilization Maps Weekday Occupancy-12 pm Weekday Occupancy-5 pm �—- . n x 85 (Qnur ainedSupply 113 70%-84%Effiticnt Supply 55% fi9%Modjamand I x l,u ,. 55%lo -- MarkinAvail x� _ l � i4 Tai IIInIII ,� LIU? IL E W A r � ""-�J F7 LJ ei � UevelopedAyR1NC p w ��LJ� UevelopedbyRWt L— —j - Destination:Downtown Meridian 45 Strategies to (onsider Downtown Parking and connections.This may be d*ne through partneri ng with age ncies like ACHD Parking Management Strategies Summary Table COmmuterideand VRT, Timeframe � T Protecting Neighborhoods Vl'17i1c puk lie'parkingan l)Lilb]iestreetM is not rD '. right rc-served For indi%ridual he>meoWners, CL c ft there ixconctrn tliatspillover From downtown Strategy parkingdemand could create challenges for rc-sidentsinsurrounclingneighh(orlioi)ds. Scale ♦ # # ♦ $$$$ •*•s* FormalizeGuidingl'rinciples ♦ 5 ■e•* mplcmentinga residential parking permit Adopt I'arkingCode Updates # 5 stalk ti4'StL.`ln helpx address these concerns. Residential parkingpermit%,in Meridian's Define ParkingManagement District Boundaries ♦ 5 «r•« cXpntcxt,meanson-street park ingislirnitedby Periodical lykeviewI'arkingCitationFees # 5 *+ time of clay and numlierofhourx For non- Develop Policy for Residential Permit Program # S •+• residents.Renters and homeowners may Formalize Ongoing I arkingManagement Position # $$ •*•*• acquire 1wrmit stickers for Free,aswell as Establish Inter-AgencyCammunication Protocols ♦ 5 r■r■r temporary[wrmitsforgue t.s,4irnilar Continue to Convene thel'larkingSubcommittee # 5 •*a** programs are in place in neighkwhoods Implement Routine llataCollection ♦ $$ **+* around Downtown Ro;sc. Protect residential Parking-Establishing an Residential Permit Zone # S ■*+* mptional ingthis s to expramand would the require Implement Liasnsc Plate Based Permitting in Residential Permit Zone # $$ ■rw additional rC:u�urcv�s to expand the�CO�'aphy suhjectto enforcement and requireoversite StandardizeTimeRestrictions ♦ S *+* agreernenbs between the city and AC;HDthat Reduce the Number of No Limit Stall in I''arking Mgmt District ♦ # 5 save enhancceityauthorih;over stMparking Install Consistent Tlme-LimitcdIa•kingSignage # # 5SS a69% Ix)licy-However,re%'cnue4 From enforcement Initiate Periodic I'arkingEnfnrcement t # $$ •eve will he]p support addititonaI positions or St ri pe c r Mai ntai n Stri ped On-Street Parking # # # 5 eve equipment dedicated to parking enforcement. Assess ADACompliancein Pub]ic Parking haciIities # # $$ •v Neigh bonco(rclseaytofd own town are Iikelyto Mad]itate Shared Use I`arkirtgAgreements ♦ # # 5 •v• be impacted first as 14te rid ian Road is Install Add itiouaI Bike[''ark!ng # # $$ s*s pere6ved as harrier for pwp le wis h i ng to Enhanw Parking Information k4`tl&ite # # # } 5 ••v• park there duringa downtown visit_ S Expand"llownto►vnl3 rand" Drvcic�pal�oga for llou•ntownl'arking ♦ ••'• Rename Public Off-Street Lots # # $$ ••• Introducea Customer F}rstFarkingProgram ♦ ♦ $$ s•* Destination:Downtown Meridian 1f� Other (onsiderations Downtown Parking Accessible OwStreet Parking Electric Vehicle(harging When on-street park ingstaIIs are mark(A,it The increase in FundingavaiIableforelectric - rcyuiresconsideration of where to provide vehicle(FV)chargingstations Firm ides an parkingspates des igratcd for 1)eo1)le witlh c[lportunity to i11corpo rate Ihem i11to on-ytreet disabilities,ThefederaI govern rlcnt is going and oft-street parking-Similar to accetis-Ihle through iNfiral mile process f6r[luhlic right-of parkingratios,there are reLonllnemILitions from -,vayADA requirement;,. the US Department of Fnergy rorcharging � If passed as Currently written,at Icast one(1) Spaces in relation to overall parking stalls. -aCot-ssiNvoii-strcetparkingstaIIisrequired 4iener'ally,one chargingspaciC for 50orfewer for each 25 general park ingstalIs on a block Spaces i s atcepta bi e,avith one additional space perimeter.Ir the re arc more than 2()0staIIs, for every increment of25addltionaI spaces up then at least 4%must be accessible, to 150,For areas with mare than 150overall parkingsta1Is,the recommendation ratio is4% ' Tti4 ail visr[l that acCcsyihlcparking spaces k7e {>fparkingspaCeshat�CF.Vehargingwith5�oof locatedacljacent to a ramp that allows.access those hcingacc�ssihle. from the corn mon urloadingarea for the velncle-011diagonaI spots,thi"Ca11 lie done Although chargersare(Often installed in parking lots.,therenresignlfknntcliffcrerces that nlcrrecasilv an clmay be flush 4vith the sirlew'alk hciOlt to remove the requirement firm warrartchargint;spaces be treated different separate ramp(iinageat.right), from parkingspaces,Further,maki ng charging stakiuns arc['y4lhle to pL'{lill{.with[lisahil itics � Ac,cosiblc spots within parallel parking does not count toward overall arcewwihle should be placed at the cnd of black,close to) parkingstal I requirements, acrosswaIk or with a dedicated ramp for the f, stall,espcciallyatamid-hltycklocation, F.Vc hargingrequiresdriversw'ithdisabilitiesttt s� -- ex it thei r veh i cl e,t raverse to the cha rger,a nd Once the final rule becomes law,the city and carrythe ronnector hack to tlivirvehicle ACHD should updatcaccessible parking charging inlet(twhich riay be un the opposite hcies ace(wdin ] The Public 111 lit(if Ensuring EV(harging stations have enough space to accommodate t g Y t, Y s.ideor�where they enter/exit their RV),Sind people with disabilities will ensure they are suitable for anyone ."",sihilk,Guidelincs Final Role can be R Vs.do not have astandardIocatton for the wishing to(hargetheirvehile. referred to)for more specifim vehicle charging inlet,maneimerabiIity around the entire FV is needed, D)estlnatlon:Downtown Meridian 47 Downtown etherConsiderations Parking There will he additional ADA requirements As k m g a�the racks fol1oxv these design APRP provides guidanc eon long-term, �kneloped as EN charging bcfYimes inure guidelines,Public art may he iuctxporated wured hike parki ng that can he incoFpuratcd pm-valent,I n downtown,it is,adviKr d to make within the racks,it is recommended they into design plan,for multi-Family propertim all tin-streA,cuvhside PV ch Li rgi ng stat to ns maintain the Iook of bike rack a!tones witl' it iyadvisablefor the city and MDC to identify meet ingavcx°SsihiIityrequircmcnts.The 17S nwrt!ofanart-Iikeappearancearenot�icmed to identify the pWntialtore-hikerharging Acx icss Board guidelines for this,aIung with tiff as functional hike harking, outlets-[liven the rise in list of e-hikes,this -street parking Stalls_ For multi-Family residential projects, would alIow people to ride Ifkrgurdistanm,;on This does not mean that all designated dekeaupers should he required to provide Mcri(]ian'spathway syStum to reach d own town access ihkc park ingspaccshefitted with FV KNcu re,cove"ori Woo rparking For ten ants, andre-chargcthCirtiikewhilethere, Thereare chargingstations;rather FV charging stations Penple xvho utit�a hike rLgtilarly fcxrroinmutin several tethnofoi is emergi ng to ease e hike should he made do they areaccessihkejuxt as (w un a patimay system do not want to Park iton charging at fixed stations,Wt the Practice r4 gas sta ti on wo u Id make su r{a 11 gas pu mps the street.Further,teriantsandmanagers do-not 11 ot.V&W id espread. were aemsihk�to someone with a disa1)iIity. desire people to bringtheir hicycles up to their The itIustratior at right shows priorities For units and store them on balconies. placement s>f FV charging Stations in surFa(.t 1r. . Wt., lots andadJacenttoon-ytrc�et park ingWOMEN Bike Parking us larea - _ i There areinanl [olAions for the des igilfof � t th POInt;O_ _ small n hic3yclv racks,wI111ScveralsuhMptirnaIdesigns, pa rrk i f .• The cite and M DC arcencoui•agcd tD endorse ' Mid emt)ccl in p<)Gcy the Association of Bieyele r and Pedestrian l'rotessicrnals(APRP�hieYcle Ii parkingdewign guidelines_ ' ' IM _ TheseKLIi(IC IineRhclpenSUPC'thern(1^St convenicntandusahlebicyckparkingis L ts:[1 h a f installed_The map atrightxhows.the best. tali walk deaigli for curbside bike parking ('urll 6 #]ul1r41ng _ b ed areas _ ; - cxtensions and sidewalk buffer areas are ideal dC[esS points ."within r locations far these racks to be instal led on � extensions; � , each block face, -- �..,.. pt�ued_a sidewalkalitiPfers Y —= Single.inverted L'-r ills p ,x �6. c� CC e s s"p+ it' spaced within the block in '�■11t1fFer is land3ca� d Rt_paved sidewalk buffer. Destindtion:Downtown Merididn 48 Mobility & ParkingL.. mp ementat'non ID Action Lead AgencyNes) Supporting Partners MI Formalize Guiding Principles as policies for the management ofparkinginduwntown44eridian,including ongoing inectingsofthe C:it;-.MI1C A('f11) Iowntown Parking Sutxxomrnittee and defining a Parking Management District. M2 Establish clear.standardizedopertionalCummunk•atiunguidelincs between the city ofhderidian,10 DC.and ACHDreWdrdingthe City,MDC,ACHD PropertyOwnurs parking environment and/or curb space. M3 Adopt parking Lvdu updates and rc iew and implement as necessary the L xier recommendations as they relate to Title 7 of the City MDC C:ity's Municipal Code. ' M4 Simplify and standardize on-street time restrictions the Downtown Parking Management District for all block Faces in the district City,MDC ACHD Heduce the nuniberof Nu Lhi itsta114,or stalls that do not have a time Iimitation,within the Parking M anagemc nt Iistrict and M5 ell minate all NoLimitstaIIsin the TnaditionalCitv Core 1.Purchase and instaII con sistentt line-Iimited parkingsignage for the an- {ity MDC,ACHD stre.•etsystvm,then expand to include the off-street system,pairingitwith Downtown-branded signage package(M6). Branding Dr ip n,crcntc,and ilpgradC the existing parking website with customer and employee information.Develop a siplage Mti packadgc with a unique Ivgo to intonrate the public on and off-street park ingsystcm.Install the new signage package consistent with City,MDC Chamber a new1wfoand recommended time limit Format. M7 Evaluateandif agreeable,implemcntneigliborhoodrouncl;ibuutdcmonstration/temixoriryprgie(,tsat residential intersections, City,MDC,ACHD MS Work with ACHD for new downtown signal timing plan intended to improve safety and optimize intersection c-apacity. City,MDC,ACHD MPD M9 Dc-,itn'.:nd4trcetasa festival strewt,bydeveloping concept designs,either indcixxn(lentivor with majordcyelopmentalongZnd. City,MDC ACED,School District M,0 WorkwithACHD toamend Downtown Neighborhood Plan to include and implcmcntdetailed recomme:ndationsfound in the City,MDC,ACHD PlaNbook.This includes street de sil,i features,speed management.and other safety improvements. Mil Add oil-streetparking for people with disabiIities,elvctricvchicle., and I)ic%cle�:e-bikes. City,MDC ACHD M12 Upgradc pedestrian crossings in Old Town Area,Speedway Area,and Northern Gateway Transition Arena to match recommends City,MDC ACHD tions found in the Playbook. M1) 1)cl'c lop aprugramtoencowageoff-pcak del iNvriesintheTralitionaI City Core Ito alleviateparkingdemand. City,Property Owiers MDC,ACHD h M14 Pursuc feasibility of Five Mile Rued half-interchange of I-84 to help provide options that relieve traffic demand un Eagle Road rill City,MDC,ITD, City of Boise R through downtown Meridian. COMPASS,ACHD w Formaliac the Five Mile Creck canal through pavingand bcautification enhancements.Provide wayf'inding tulfrum pathway and u� M15 City,MDC,ACHD = otheradive transportation Iinkagcstoduwntuuiito help prunrotenon-vehicic access byresidentswithinwalkingfbikingf1istance. Mlb Pursue pedestrian underpasses of railroad west of Meridian Road.May occur throw development. City,MDC Railroad,VRT cd an Complctc street exten dens,including connection of SW 4th St,3rdStconlicctiun,and western extension of Taylor Streettuward* M17 -City'MDC:,r1CH1] Franklin Road.Applycurnplete stree7and speed management design principles. M18 Upgrade sidewalk frontages to sidepaths along Franklin,Meridian Road and Fairview/Cherry. City,ACHD,MDC M19 Work with Valley Regional TranAt for future downtmvn sen•ices,including circulator wmdl ix)tential forniil transit. M DC.VRT,City COMPASS -_ lH20 Continue to implement the strategies and recommendations found in the Downtown Meridian Parking Study. City,MDC ACHD Note:All implementation steps are subject to changes based on future feasibility,resources,priority changes,and market conditions. --loop ;I +1 M•N 57•EE'f A.a 'tw, ra ..c ,_ MARKET a„ Culturdl Dilrid s �. . Bosom- I a IIm= MERE OM1 F`11 or Downtown Meridian Parking Management Strategy & Implementation Guide Supporting Topic • January 2023 Prepared For: MERIDIAN I deveLopment corR -W-RIDEFINE Prepared RWC Acknowledgments Parking Subcommittee Members • Bill Truax Galena Equity Partners • Cecyle Brock Deja Brew • Sean Evans Meridian Chamber of Commerce • Caleb Hood City of Meridian, Planning Division Manager • David Winder Meridian Development Corporation Board of Commissioners • Mark Smith Meridian Cooperative • Tom LeClaire Transportation Commission Member • John Overton Meridian City Council • Jessica Perreault Meridian City Council • Lori Jones Investment Resources of America &resident • Miranda Carson City of Meridian, Planner • Nick Grove Meridian Library District, Director • Ryan Steinbroner Downtown Meridian Business Owner Project Management Team • Ashley Ford-Squyres Meridian Development Corporation,Administrator • Chris Danley Vitruvian, Principal Consultant Team—Rick Williams Consulting • Rick Williams Project Advisor • Owen Ronchelli Project Manager • Pete Collins Senior Associate • William Reynolds Senior Associate • Connor Williams Data Analyst • Michael Vasbinder Field Supervisor Table of Contents Acknowledgments..................................................................................................................................................i 1.0 Introduction...............................................................................................................................................1 1.1 The Process..................................................................................................................................................2 1.2 Key Values of Downtown Meridian.............................................................................................................2 1.3 Where to Start—A Guide to Implementation .............................................................................................3 2.0 Guiding Principles......................................................................................................................................4 2.1 Priority Users...............................................................................................................................................4 2.2 Active Capacity Management......................................................................................................................4 2.3 Information Systems....................................................................................................................................4 2.4 Safety and Event Concerns..........................................................................................................................4 2.5 Financial Viability.........................................................................................................................................4 2.6 Roles and Coordination ...............................................................................................................................4 3.0 Parking Management Strategies...............................................................................................................6 3.1 Process Overview.........................................................................................................................................6 3.2 Policy and Code............................................................................................................................................8 P1—Formalize Guiding Principles.........................................................................................................................8 P2—Adopt Parking Code Updates........................................................................................................................9 P3—Define Parking Management District Boundaries.......................................................................................10 P4—Periodically Review Parking Citation Fees...................................................................................................11 P5—Develop Policy for a Residential Permit Program.......................................................................................13 3.3 Management and Administration .............................................................................................................15 M1—Formalize Ongoing Parking Management Position ...................................................................................15 M2—Establish Inter-Agency Communication Protocols.....................................................................................16 M3—Continue to Convene the Downtown Parking Subcommittee...................................................................17 M4—Implement Routine Data Collection ..........................................................................................................18 3.4 Residential Parking Operations..................................................................................................................19 R1—Protect Residential Parking—Establishing an RPPZ....................................................................................19 R2—Implement License Plate-Based Permitting in Residential Areas...............................................................21 3.5 Downtown Parking Operations..................................................................................................................22 D1—Standardize Time Restrictions....................................................................................................................22 D2—Reduce the Number of No Limit Stalls in the Parking Management District..............................................24 D3—Install Consistent Time-Limited Parking Signage........................................................................................25 D4—Initiate Periodic Parking Enforcement(in time-limited areas)...................................................................27 D5—Stripe On-street Parking Stalls on Commercial Block Faces.......................................................................29 D6—Assess ADA Compliance in City-Owned Facilities.......................................................................................30 D7—Facilitate Shared-Use Parking Agreements ................................................................................................31 D8—Install and Expand Bicycle Infrastructure...................................................................................................32 3.6 Communications and Outreach.................................................................................................................34 C1—Enhance Parking Information Website.......................................................................................................34 C2—Expand "Downtown Brand"—Develop a Logo for Downtown Parking......................................................35 C3—Rename Public Off-Street Facilities.............................................................................................................36 C4—Introduce Customer First Parking Program.................................................................................................37 4.0 Summary.................................................................................................................................................40 Appendix A:TP#1—Fundamentals of Parking Management.................................................................................41 5.0 Fundamentals of Parking Management...................................................................................................42 5.1 INTRODUCTION..........................................................................................................................................42 5.2 WHY MANAGE PARKING?..........................................................................................................................43 5.3 KEY ELEMENTS OF PARKING MANAGEMENT—BEST PRACTICES...............................................................46 5.4 ADDITIONAL PARKING MANAGEMENT ELEMENTS ...................................................................................55 5.5 SUMMARY..................................................................................................................................................56 Appendix B:TP#2—Parking Policy&Code Review...............................................................................................57 6.0 Parking Policy and Code Review..............................................................................................................58 6.1 INTRODUCTION..........................................................................................................................................58 6.2 EXECUTIVE SUMMARY...............................................................................................................................59 6.3 ASSESSMENT OF CITY POLICY DOCUMENTS..............................................................................................60 6.4 OTHER CITY DOCUMENTS REVIEWED........................................................................................................63 6.5 ASSESSMENT OF MUNICIPAL CODE:Title 7- Motor Vehicles and Traffic.................................................66 6.6 ASSESSMENT OF MUNICIPAL CODE:Title 11-Unified Development Code..............................................69 6.7 SUMMARY..................................................................................................................................................74 Appendix C:TP#3—Existing Conditions—Supply&Operations............................................................................76 7.0 Existing Conditions:Supply and Operations............................................................................................77 7.1 Parking Supply...........................................................................................................................................78 7.2 Operations.................................................................................................................................................85 7.3 Summary....................................................................................................................................................89 7.4 APPENDIX C-A: OFF-STREET INVENTORY BY UNIQUE SITE ........................................................................90 Appendix D:TP#4—Understanding the Current Parking Environment..................................................................94 8.0 Understanding the Current Parking Environment....................................................................................95 8.1 Executive Summary ...................................................................................................................................95 8.2 Study Overview..........................................................................................................................................98 8.3 Measuring Performance..........................................................................................................................106 8.4 On-Street Findings...................................................................................................................................106 8.5 Off-Street Parking Findings......................................................................................................................113 8.6 Current Parking Environment Summary..................................................................................................119 8.7 Appendix D-A...........................................................................................................................................120 Appendix E:TP#5-The Parking Experience........................................................................................................127 9.0 The Parking Experience.................................................................................................................128 9.1 Executive Summary.................................................................................................................................128 9.2 Introduction.............................................................................................................................................129 9.3 Demographics .....................................................................................................................................130 9.4 Survey Findings........................................................................................................................................132 9.5 Employees ............................................................................................................................................136 9.6 Residents..............................................................................................................................................141 9.7 All Respondents .................................................................................................................................145 9.8 The Parking Experience—Key Themes ....................................................................................................152 Appendix F:TP#6—Emerging Technologies in Parking........................................................................................153 10.0 Emerging Technology............................................................................................................................154 10.1 Parking Data Collection............................................................................................................................154 10.2 Guidance and Wayfinding Systems..........................................................................................................160 10.3 Electronic Permitting...............................................................................................................................162 10.4 Enforcement............................................................................................................................................165 10.5 Parking Payment Technology ..................................................................................................................168 10.6 On-Street Electric Vehicle Charging.........................................................................................................174 10.7 Emerging Technology Summary..............................................................................................................177 MERIDIAN development core. REVIVE-RENEW-REDEFINE Destination Downtown Master Plan Update 1.0 Introduction Rick Williams Consulting(RWC),a sub-consultant of Vitruvian Planning,was retained by the Meridian Development Corporation (MDC)to examine parking management solutions for both the on-and off-street systems in Downtown Meridian. Based on a stakeholder engagement process,the following desired outcomes for the Parking Management Plan were identified: • Convenient and welcoming . o Create a parking system that lets users find a , convenient space and take advantage of Downtown's walkable environment to connect to stores, restaurants, businesses,and recreational destinations. • Well signed and safe o Clearly communicate how and where to find appropriate and available parking; make parking understandable and quickly recognizable. d o Make it easy for users to park and get to their destination. • Forward-thinking and responsive o Anticipate and respond to increasing demands for access to a growing downtown (Downtown is a work in progress). o Continue to monitor on and off-street parking levels to adjust to community changes and needs. • Viable o Maximize the use of existing parking resources and, if necessary,construct additional parking in financially viable ways and maintain Downtown's character and appeal. o Ensure parking decisions are supportive of the downtown community. • Consensus-based o Provide an integrated on-and off-street system that works for all users and supports and encourages successful public/private partnerships. o Ultimately,the Plan will need to have community buy-in and support. Several strategies will have to be employed to achieve these desired outcomes,which are provided within this parking management strategy document. For example, revisions will need to occur within the municipal code to add clarity and guidance toward meeting Downtown's parking vision and accommodate commercial development by allowing more flexibility around required parking.The City, MDC,and Ada County Highway District(ACHD)will need to work together to strategically make refinements to the format of on-street parking in the Downtown, supporting ground floor commercial uses by prioritizing access for their users,encourage a "parking once"concept and increase safety measures through pedestrian improvements(e.g., better signage, lighting,sidewalk amenities). Further,code changes should allow for the formation of residential parking permit(RPP) programs in areas abutting Downtown to mitigate conflicts when commercial (and event) parking"spillover" negatively impacts the neighborhoods. Finally, in coordination with downtown parking format changes, a revamped enforcement program will provide reasonable,simplified oversight of the City's public parking system to encourage compliance and help foster a successful parking program. The strategies recommended in this report were developed under the direction of the Parking Subcommittee. Parking Management Strategies&Implementation Guide+Topic Papers RWC Page I 1 MERIDIAN development core. moo 'OVE.RENEW-REDEFINE Destination Downtown Master Plan Update 1.1 The Process The consultant team worked with MDC staff and the Parking Subcommittee throughout the summer and fall of 2023 to work through an iterative process to achieve a Parking Management Strategies and Implementation Guide.The process involved four(4)Subcommittee meetings,where the consultant summarized current work tasks and heard from/received feedback from the Subcommittee members.The work tasks included a general parking overview(Parking 101),the establishment of agreed-upon Guiding Principles, an in-depth policy&code review,an overview of current parking operations,a downtown parking inventory, and an understanding of current parking utilization measured over the course of two days; user perceptions of downtown parking and an outline of any applicable future technologies. The consultant also researched and developed several important parking element areas(listed in the work scope) for the Subcommittee, providing findings in a series of Topic Papers.These papers included: • Topic Paper#1: Fundamentals of Parking Management(March 2023) • Topic Paper#2: Parking Policy&Code Review(April 2023) • Topic Paper#3: Existing Conditions—Supply&Operations(May 2023) • Topic Paper#4: Understanding the Current Parking Environment(August 2023) • Topic Paper#5:The Parking Experience (October 2023) • Topic Paper#6: Emerging Technology in Parking(September 2023) Each of the six Topic Papers used available data and on-the-ground data collection/observations, incorporated research from industry best practices, and input from the public online survey and the Subcommittee members. Outcomes and recommendations were tailored to Downtown Meridian's unique parking and access environment and validated through the Subcommittee work sessions.The following recommendations were developed to improve the efficiency and usability of the existing supply and set a foundation necessary to address future growth. Full copies of each Topic Paper and the Guiding Principles are provided as appendices to this report. 1.2 Key Values of Downtown Meridian During this process,the Subcommittee identified key qualities that help define Downtown Merdian's character. These statements paint a picture of what Downtown Merdian means for the residents, employees,employers, and visitors who make Downtown a special place. Being the heart of the City, Downtown provides a sense of vibrancy and life. Management of the parking system should reinforce and enhance Meridian's unique qualities and character.These qualities include: • A family friendly,small-town feel • Great park system • Safe and clean • Center of everything • Easy to get to Parking Management Strategies&Implementation Guide+Topic Papers RWC Page 1 2 MERIDIAN development core. �,�1 /IYE•RENEW-REDEFINE Destination Downtown Master Plan Update 1.3 Where to Start—A Guide to Implementation The strategies recommended in this guide(see Section 3)are extensive and will require levels of time and resources that are not currently in place.The following immediate strategies will serve to initially catalyze the Plan and set it on a path for success include: 1. Formalize Guiding Principles(131) 2. Adopt Parking Code Updates(132) 3. Define Parking Management District Boundaries(133) 4. Establish Inter-Agency Communication Protocols(M2). 5. Continue to Convene the Downtown Parking Subcommittee(M3). 6. Standardize Time Restrictions(D1). 7. Reduce the Number of No Limit Stalls in the Downtown Core(D2). 8. Install Consistent Public Parking Signage(D3). 9. Enhance Parking Information Website(Cl). 10. Expand "Downtown Brand"—Develop a Logo for Downtown Parking(C2). These initial strategies should have the goal of being completed within 12 months of implementation of this Plan. Parking Management Strategies&Implementation Guide+Topic Papers RWC Page 1 3 MERIDIAN development core. REVIVE•RENEW-REDEFINE Destination Downtown Master Plan Update 2.0 Guiding Principles Strategies presented for consideration are intended to accomplish specific outcomes and support specific user priorities identified through the parking study process.The Subcommittee consolidated these priorities into a formal set of Guiding Principles'.The success of any recommended strategies will be measured against these statements of priority,which include: _ 2.1 Priority Users • On-Street System(Downtown): Preserve the most convenient on- street parking for the priority user:the customer trip.2 • On-Street System(Neighborhoods around Downtown): Preserve the most convenient on-street parking in the neighborhood streets around Downtown for the priority user:the resident. • Off-Street System:Off-street parking resources(public and private)should serve a mix of customers, employees, and employers,and remain flexible to respond to changing needs as Downtown develops. 2.2 Active Capacity Management • Optimize Utilization: Manage the public parking system using the 85%Occupancy Standard to inform and guide decision-making. • Shared Off-Street Parking: Encourage shared parking in parking facilities that are underutilized within the Downtown.This will require an active partnership with owners of private parking supplies. 2.3 Information Systems • Branding&Communication: Building upon past parking communication work(e.g., map),expand Meridian's parking branding and communication system for the Downtown to link parking assets and provide directional guidance, preferably under a common brand or logo. • Monitor&Report Utilization: Implement performance measurements and reporting to facilitate decision-making. 2.4 Safety and Event Concerns • Safety Concerns. Routinely review and evaluate parking and supporting pedestrian infrastructure to create a safe,walkable environment that ensures safety standards are being met for the current use patterns and anticipated future growth. • Event Concerns. Meridian experiences a number of small and large events throughout the calendar year, resulting in spillover parking in adjacent residential neighborhoods,which adds to congestion, parking scarcity,and general safety concerns. 2.5 Financial Viability • Fiscal Stewardship:All parking operations must be financially sustainable. 2.6 Roles and Coordination The full draft of the Guiding Principles document is available in Appendix C. Customer is defined here as anyone using businesses downtown by a transient trip—this includes shopping,eating,entertainment,recreating, and visiting downtown amenities.As such,a customer can be a shopper,tourist or local resident visiting the downtown. Parking Management Strategies&Implementation Guide+Topic Papers RWC Page 14 � 'AERIDIAN qdevelopment core. 1;, VIVE•RENEW-REDEFINE .� Destination Downtown Master Plan Update • Primary Role(City of Meridian):The City's role in providing public parking is listed in priority order and includes: o Accommodating customer/visitor access downtown; o Providing(in partnership with the private sector) reasonable access for downtown employees; o Facilitating residential and/or guest access in neighborhoods immediately adjacent to the Downtown. • Primary Role(Public Sector):Public employees' parking should lead by example where the City directs employees to park in specific stalls identified for their use, mitigating conflicts with customer parking. • Stakeholder Support:Ensure that a representative body of affected private and public constituents routinely informs decision-making. Parking Management Strategies&Implementation Guide+Topic Papers RWiC Page 15 MERIDIAN development core. REVIVE.RENEW-REDEFINE Destination Downtown Master Plan Update 3.0 Parking Management Strategies 3.1 Process Overview The solutions outlined below further support recommendations that grew from discussions among the Parking Subcommittee, MDC,the City, and input received from the parking&transportation survey through the public outreach process. Implementation Timeframe Each of the proposed parking management strategies is assigned an approximate implementation timeframe to assist with planning needs and, in some cases,sequential steps necessary to bring the strategies to fruition.The timeframes are immediate,short-term, mid-term,and/or long-term. • Immediate:0—12 months • Short-Term: 12—24 months • Mid-Term:24—48 months • Long-Term:48+months However,the implementation schedule is flexible,and project order may change as opportunities and resources are identified. For those same reasons,timelines can be accelerated or extended. Management Strategy Categorization Each strategy is also classified within one of the following categories: • P: Policy and Code • M: Management and Administration • R: Residential Parking Operations • D: Downtown Parking Operations • C:Communications and Outreach Relative Cost Where possible, planning-level cost estimates are provided. Final costs would require additional evaluation, scoping,and estimating.All strategies will require a level of support,coordination,commitment, and resource identification that goes well beyond what is currently in place. For ease of reference,Table 1(next page)displays the estimated relative cost of each recommended strategy, represented by a series of dollar signs"$."The more dollar signs,the higher the cost of strategy implementation. The following symbol key provides a general cost range for corresponding parking strategies. • $ $0-$15,000 • $$ $15,001-$45,000 • $$$ $45,001-$100,000 • $$$$ >$100,000 Nearly all recommended strategies cost less than $45,000 to implement, most of which are less than $15,000. There is no recommended strategy at this time(even long-term)to introduce paid on-street parking,which can be a costly capital investment($100,000+).This was one of the elements that contributed to the key values of Downtown Meridian (Section 1.2). Relative Effectiveness Strategies were also characterized by their relative effectiveness, in other words, "the biggest bang for the buck." As such, not all strategies will have as deep an impact on parking system operations as others.The relative effectiveness is somewhat subjective but reflects the consultant's experience and understanding of how these Parking Management Strategies&Implementation Guide+Topic Papers RWC Page 1 6 � 'AERIDIAN development core. q 1;,��, /IYE•RENEW-REDEFINE .� Destination Downtown Master Plan Update elements will affect the function of the parking environment.The scale of"relative effectiveness" here is shown in the form of bullets;the more bullets,the more impactful the strategy. Using this scale can also assist in prioritizing strategy implementation, particularly if limited resources are allocated for implementation. • Least effective •• Moderately effective ••• Effective •••• Very effective ••••• Essential to the effectiveness of the parking system Table 1:Parking Management Strategy Summary Table Implementation ID Strategy Eb T ftl=A fflV Al 4K Scale ♦ ♦ ♦ ♦ $$$$ ••••• P1 Formalize Guiding Principles ♦ $ •••• P2 P2 Adopt Parking Code Updates ♦ $ •••• P1 P3 Define Parking Management District Boundaries ♦ $ •••• P2 P4 Periodically Review Parking Citation Fees ♦ $ •• D4 P5 Develop Policy for Residential Permit Program ♦ $ ••• P2 M1 Formalize Ongoing Parking Management Position ♦ $$ ••••• M2 M2 Establish Inter-Agency Communication Protocols ♦ $ ••••• M1 M3 Continue to Convene the Parking Subcommittee ♦ $ ••••• M2 M4 Implement Routine Data Collection ♦ $$ •••• M3 R1 Protect Residential Parking—Establishing an RPPZ ♦ $ •••• P2, P5, M5 R2 Implement License Plate Based Permitting in RPPZ ♦ $$ ••• P5, R1 D1 Standardize Time Restrictions ♦ ♦ $ ••• P3, D3, M2 Reduce the Number of No Limit Stall in the Parking D2 ♦ ♦ $ •••• D1, M2 Management District D3 Install Consistent Time-Limited Parking Signage ♦ ♦ $$$ •••• C1, C2, D1 D4 Initiate Periodic Parking Enforcement ♦ ♦ $$ •••• P4, C1 D5 Stripe or Maintain Striped On-Street Parking ♦ ♦ ♦ $ ••• P3, D3 D6 Assess ADA Compliance in Public Parking Facilities ♦ ♦ $$ •• D9 D7 Facilitate Shared Use Parking Agreements ♦ ♦ ♦ $ ••• D2, D3, D4 D8 Install Additional Bike Parking ♦ ♦ $$ ••• D3, C1 D1, D2, D3, C1 Enhance Parking Information Website ♦ ♦ ♦ ♦ $ •••• D4, D8,C2, C3,C4 C2 Expand "Downtown Brand"—Develop a Logo for ♦ $ 0000 D3,C1,C3 Downtown Parking C3 Rename Public Off-Street Lots ♦ ♦ $$ ••• D3, C2 C4 Introduce a Customer First Parking Program ♦ ♦ $$ ••• C1, C3, D3 Parking Management Strategies&Implementation Guide+Topic Papers RWC Page 17 MERIDIAN development core. REVIVE -REDEFINE�►:�;� Destination Downtown Master Plan Update 3.2 Policy and Code P1—Formalize Guiding Principles Action Statement Formalize Guiding Principles as policies for the management of parking in Downtown Meridian. Strategy Description The Guiding Principles summarized above and detailed in Topic Paper#3(Appendix G)are based on the premise that accommodating growth in the Downtown effectively will require an integrated and comprehensive package of strategies that maintain balance and efficiency within the parking system and establish clear priorities necessary to "get the right vehicle to the right parking stall."The City Council should formally approve these Principles within appropriate policy documents that define City's role in parking management(e.g., municipal code, 2025 Strategic Plan, Downtown Meridian Transportation Management Plan,etc.). Many cities formalize their Guiding Principles within a parking element of their Transportation Systems or Comprehensive Plans.3 Others include Guiding Principles as a policy element within their municipal codes.'A simpler route other cities have taken is to formally approve Guiding Principles as elements within an approved Parking Management Plan, like this report.' Implementation Timeframe Immediate • Formalize with Council (and Board of Commissioners)acceptance of this Plan or within other document most applicable to Meridian's policy processes. Estimated Costs There should be minimal costs associated with this strategy other than staff time required for necessary policy and/or code changes. 3 Examples:Bend,OR and Redmond,WA °Example:Portland OR includes their Guiding Principles as policy elements within Title 33.510 of their code. s Examples:McMinnville,OR and Olympia,WA Parking Management Strategies&Implementation Guide+Topic Papers RWC Page 18 MERIDIAN w development core. `1 VIVE•RENEW-REDEFINE Destination Downtown Master Plan Update P2—Adopt Parking Code Updates Action Statement Review and implement as necessary the parking code recommendations outlined in Topic Paper#2(Appendix B) as they relate to Title 7 of the City's Municipal Code.This will ensure that the parking code both informs and facilitates the parking priorities and desired outcomes of the Guiding Principles. Strategy Description Topic Paper#2(Appendix B) provides a detailed account of potential code revisions that add a purpose section as well as parking management-related definitions and a clear understanding of procedure empowering the City Council to establish permits,fees/rates, and fines/citations for a broader range of parking-related activities that should be considered in the future. It is recommended that City staff and legal counsel initiate an internal process to fully evaluate the policy and code-related recommendations in Topic Paper#2 and move forward with those deemed appropriate to improve the code's functioning and the efficiency and success of parking management in the Downtown. In addition,City staff may want to evaluate Title 11—Off-Street Parking and Loading Requirements.As noted in the topic paper, blending shared use-demand rather than stacking individual parking demand associated with different land use types can facilitate a more efficient use of off-street parking and help avoid overbuilding parking. Several areas of note in the topic paper(with recommendations for revision) include: • Title 7—Motor Vehicles and Traffic(Chapter 2) • Policy guidance—purpose and intent • Definitions • City Council powers which include: o Parking permits o Parking meter fees and rates o Parking fines and citations • Title 11—Unified Development Code(Chapter 3) • Policy guidance—revised purpose • Residential uses • Non-residential uses • Shared parking Implementation Timeframe Mid-Term • Initiate code review • Complete internal City review and presentations of recommended code revisions • Public process and Council adoption • Publish code amendments Estimated Costs There should be minimal costs associated with this strategy other than staff time required for necessary policy and/or code changes. Parking Management Strategies&Implementation Guide+Topic Papers RWC Page 19 MERIDIAN w development core. `1 VIVE•RENEW-REDEFINE Destination Downtown Master Plan Update P3—Define Parking Management District Boundaries Action Statement Define a parking management district boundary for Downtown Meridian.Any blocks or block faces zoned residential should be excluded from the Parking Management District.This effort should also identify a smaller internal boundary as the"Downtown Core Area".The Core Area (a.k.a.,area of highest parking utilization)will have the highest level of managed parking(see Strategy D1 and D2). Strategy Description Zoe, 0 City of Meridian The parking stud area for the Downtown '/'%/777/ ."erne t p g Y _ Ma�ageme�t Parking Environment paper(Topic Paper#4) %%�'�'%�'F� MC.11e1�A— i��� ��j Tmavers�udy included two areas:a Data Collection AreaArea °°�^�(black boundary line)and the Turnover Study !%;�'��'� Parking Man g--t Area (pink overlay area). For purposes of this recommendation,the suggested area would focus on the commercial areas within the pink " overlay(see Figure A map below).Also,the parking code review indicated a lack of clear definitions of parking management districts. Parkin best practices would suggest that g p gg parking management districts reflect an ,%'% �j j�/�;; area's unique zoning and character.Thus, downtown parking districts generally encompass city blocks that are commercial in �1��% %% use,with a clear focus on ground-level active businesses. Neighborhood districts encompass those blocks that are truly residential in function and use. Per best practice standards referred to above,the revision of the Parking Management District 51 . should not include any residentially zoned I w block faces.The figure to the right reflects the ` consultant's suggested boundary based on - ■ g.r current zoning designations. h It is recommended that the City determine its definition of a Parking Management District RWc and narratively describe that within Title 7 of the municipal code(Strategy P2).Additional residential parking districts could also be designated and boundaries determined if warranted.These areas would be residentially focused, and parking programs(e.g., permit programs) processes would follow recommendations outlined in (Strategy R1), below. Implementation Timeframe Immediate • Review and finalize boundary definition(s) • Complete internal City presentations • Coordinate implementation with Strategy P2 Estimated Costs There should be minimal costs associated with this strategy other than staff time required for necessary policy and/or code changes. Parking Management Strategies&Implementation Guide+Topic Papers RWC Page 1 10 F9' �� MERIDIAN qdevelopment core. 1;� /IVE•RENEW•REDEFINE .� Destination Downtown Master Plan Update P4—Periodically Review Parking Citation Fees Action Statement As an element of good parking management practices, it is important to periodically review parking citation fees, ensuring that they reflect and reinforce the community's values,deter willful disregard of posted time restrictions, and help preserve safety within the curb space. Strategy Description A periodic review of parking citation fees will help keep pace with inflation and, more importantly, provide an effective deterrent for violating the posted time restriction. If there is no parking enforcement or it is performed too infrequently, many users will likely ignore timed parking and "risk" receiving a citation.That is also true if the fees for citations are set at an especially low rate that a violation is deemed "inconsequential."That appears to be the case with Meridian;citation fees are too low to be an effective deterrent. The current fee schedule for parking citations is as follows: On the roadway side of any vehicle stopped or parked at the street edge/curb. On a sidewalk or parkway. Within an intersection. On a crosswalk. On a bike lane or bike path as designated by painted lines. Within 20 feet of a bike path approach. Between a safety zone and the adjacent curb. $15 Alongside or opposite any street excavation or obstruction when stopping,standing or parking would obstruct traffic. Upon any bridge or elevated structure upon a highway. On any railroad tracks. Any person parked past the time limit.At the expiration of the posted time limit,a new time limit may begin upon removal of the vehicle from the block,or 500 feet from previously location,for a minimum of 24 hours. In front of a public or private driveway. Within 15 feet of a fire hydrant. Within 20 feet of a crosswalk or a bike/pedestrian curb ramp,except at an intersection where a traffic control signal is in operation. Within 30 feet upon the approach to any flashing signal,stop sign,yield sign or traffic control signal located at the side of a roadway. Within 20 feet of the driveway entrance to any fire station and on the side of a street opposite the $35 entrance to any fire station within seventy-five(75)feet of said entrance when properly signposted. At any place where official traffic control devices posted at the direction or under the authority of the City or Ada County Highway District prohibit such stopping. In any portion of more than one(1)designated parking space. Within 10 feet of a mailbox,during the hours of 8:00 a.m.and 5:00 p.m.,on any day that is not a federal holiday. Within 50 feet of the nearest railroad crossing $50 At any place where official traffic control devices prohibit such parking. In such a manner or under such conditions as to leave available less than 12 feet of roadway for the $100 free movement of vehicular traffic. Late payment penalty $10 It is also important to ensure that fee levels are not overly onerous or draconian but at an appropriate level to deter repeat behavior. e Descriptions have been edited for brevity. Parking Management Strategies&Implementation Guide+Topic Papers RWC Page 1 11 MERIDIAN development core. REVIVE-RENEW-REDEFINE Destination Downtown Master Plan Update Implementation Timeframe Short-Term • Staff review of the parking fee schedule,adjusting for inflation. • Fees are to be set at deterrent-based levels to urge time restriction compliance and reduce repeat offenses. Mid-to Long-Term • Conduct periodic reviews of parking fee schedules(i.e.,every 2—3 years). Estimated Costs No additional cost other than existing staff time. Parking Management Strategies&Implementation Guide+Topic Papers RWC Page 1 12 TMERIDIAN �oL development core. 1�� _VIVE•RENEW-REDEFINE �:�;� Destination Downtown Master Plan Update P5—Develop Policy for a Residential Permit Program Action Statement Develop a policy for a residential permit program to support and prioritize residential on-street parking in designated residential districts. Strategy Description The goal of any residential permit program is to ensure that residents and their guests have priority access on residential streets.To facilitate this,the best practice is to issue residential permits in areas where parking demands from other uses limit access for the priority users. Residential permit programs provide a means to limit parking conflicts in residential neighborhoods that often abut vibrant commercial areas.As Downtown Meridian continues to grow,spillover parking will likely emerge as a concern for nearby residents.Therefore, establishing a policy for a residential permit program may be warranted. Develop the municipal code language to allow for the formation of a Residential Parking Permit Zone(RPPZ) program. Initially,this will entail time/costs to the City.The initial language will focus on the purpose and need for the zones,followed by definitions. Further language would discuss the issuance of permits, placement of signs, parking regulations, parking permit violations, revocation of permits, and any associated penalties. Policy language(supporting the municipal code)would articulate the criteria for establishing the zones(see Strategy R1, Protect Residential Parking). Two components will help determine if a residential permit program is the right program: 1. Public Outreach:Residential parking permit programs are self- �. elected, meaning that a critical mass of residents in a designed boundary must voluntarily elect to become part of a residential parking permit program.As a result,through coordinating with City and/or MDC staff, and with the support of the Parking Stakeholder Work Group(PSWG),outreach and education is a critical first step to see if a permit program is desired. Outreach and communication _ can/should take different forms, including social media,traditional ` p media, mailers,open houses,etc. Further,communication efforts \F �c should be transparent,thereby explaining the costs of the program ,T for the residents as well as the benefits of having the on-street parking prioritized for the residents. 1 2. Routine Data Collection:Routine data collection will be needed to determine if a residential permit program will be effective.As the downtown commercial parking changes and evolves,those searching for long-term free parking may seek out the abutting neighborhoods.To this end,consistent data collection efforts will help provide structure to a residential permit program (e.g., district boundaries, number of permits per residential unit,guest permit allocation,visitor time stays, hours/days of enforcement,etc.). Typically, a residential permit district boundary is 10 neighborhood blocks and requires at least 50%of addresses opting into the program for the program to become formalized.The program should strive to be cost-neutral,with permits and administrative costs recouped through the cost of the permit program. Implementation Timeframe Short-Term • Draft municipal code language that establishes the authority to enact residential permit programs. Parking Management Strategies&Implementation Guide+Topic Papers RWC Page 1 13 4 MERIDIAN �� development core. � ,1 '/IVE•RENEW-REDEFINE Destination Downtown Master Plan Update • Conduct public outreach to residents in neighborhoods adjacent to Downtown to gauge their interest in being able to enact a possible residential permit program in their neighborhood. • Refresh data collection, if warranted,to evaluate objective parking data within the on-street parking supply of the residential neighborhood—coordinate with Strategy M4(Implement Routine Data Collection). • Additional Permit program considerations: o Tying all residential permits to a license plate number,with proof that the vehicle is(a) registered to the address of the residential unit and/or(b) proof of residency in the district(e.g.,water bill,electric bill,etc.)' o Consider limiting the number of permits to 2 per residential unit(at the base rate). o Consider graduated rates that would provide the first two permits at the base rate, allowing one additional permit at 200%of the base rate. o Consider reducing the residential permit limit to 1 for residential units(at the base rate)with driveways or garages.These units would be allowed 1 additional permit at 200%of the base rate.' o For multi-family residential units,the total number of allowed permits per unit would be reduced by the number of off-street stalls serving the multi-family residential site. Long-Term • Routinely review data and adjust permit program parameters accordingly. Estimated Costs Initially,staff time will be required for outreach and coordination of the program. Ideally,the permit program revenue will cover the cost of program management. This strategy alone will significantly reduce abuse of residential permits by non-residents. $Monitoring and validating driveways and garages by address adds administrative burden to such a program. Parking Management Strategies&Implementation Guide+Topic Papers RWC Page 1 14 MERIDIAN w gdevelopment core.`1 VIVE.RENEW-REDEFINE Destination Downtown Master Plan Update 3.3 Management and Administration M1—Formalize Ongoing Parking Management Position Action Statement Restructure or augment staff time allocated to effectively manage the parking system and implement new programs identified in the Parking Management Strategy& Implementation Guide. Strategy Description The success of any multi-faceted parking system depends on administration, management, and communication.This includes ongoing Implementation of the Parking management of facilities,financial accounting and reporting, marketing Plan will likely require levels of and communications,customer service,and strategic and capital planning. staff effort and resources that As this Plan is implemented and demand for parking grows, management exceed what is currently in place. capacity will likely need to be augmented beyond the current status quo approach. Currently, responsibilities related to parking system maintenance and management are scattered across multiple individuals at multiple agencies(MDC, City of Meridian, and ACHD). In order to have a more responsive and efficient parking system it is essential to consolidate those functions ideally into a single staff person's job description. It will be critical to identify who can and should take on these management duties given the source of supportive funds, but also from a planning and community development standpoint.Though this is not a full-time position (estimated to be between 0.25—0.50 FTE), having a designated person responsible for ongoing parking management will be critical to the function and success of the downtown parking system. From a strategic management point of view,there are not enough resources(i.e.,staff time or money)dedicated to the role of guiding the parking system in a manner that gives due diligence to the evolving complexity of the existing system and the level of technical and response capability called for in this parking management plan.At the onset, many communities experienced the same issue. Eventually,they decided to consolidate their parking services within a single city department, repurposing an existing staff FTE or staff,specifically assigning parking issues (operations, management,communications)to a single point of contact. For Meridian,this would mean assigning parking management duties to someone through restructuring an existing FTE position within MDC or the City;this may require an intergovernmental agreement to jointly fund the position and spread the financial burden across both agencies. This recommended approach recognizes Meridian's limited resources and allows for an efficient transition back into parking management as the current economic environment allows. Implementation Timeframe Short-Term • Clarify internal (agency) responsibilities to centralize delivery of parking services. Both MDC and the City of Meridian have a shared interest in the success of Downtown,which includes the provision of parking management services. Both entities should assist with the resources necessary to fund a part-time position dedicated to parking management.Again,this could be a stand-alone part-time position or be rolled into an existing staff person's duties. Mid-Term • Identify and/or restructure existing FTE to create a single MDC and/or City entity responsible for parking services and implementation of the Parking Management Strategy&Implementation Guide. Estimated Costs Not known at this time.This could be restructuring an existing position(s)or a new part-time(less than 0.5 FTE). Parking Management Strategies&Implementation Guide+Topic Papers RWC Page 115 MERIDIAN g development corp w ` VIVE•RENEW-REDEFINE 1ti:�;� Destination Downtown Master Plan Update M2—Establish Inter-Agency Communication Protocols Action Statement Establish clear,standardized operational communication guidelines between the City of Meridian, MDC,and ACHD regarding the parking environment and/or curb space. Strategy Description As noted,clearly defined decision-making is critical to actively managing on-street parking. If decision-making is simple and transparent,then responsive changes are easily and effective made(e.g.,time restrictions,ADA stalls, exception stalls, loading zones,stall striping, meters,etc.).. If a manager's ability to implement changes is cumbersome, unclear,or particularly challenging,essential parking modifications intended to support ground-floor land uses cannot happen.This can frustrate all users involved (employers,employees, residents,and visitors). In Meridian, managing the right-of-way is not as straightforward as in some other jurisdictions. No single entity responsible for managing parking on a day-to-day basis; instead, it falls on one of three entities—the City of Meridian,the Meridian Development Corporation (MDC),or the Ada County Highway District(ACHD).The vast majority of Meridian's road network is the responsibility of the Ada County Highway District. On-street parking striping and signage installation, informing customers and visitors of how and where they can park(e.g.,time restrictions, loading zones), is done by request of ACHD but initiated by MDC.The responsibility of parking enforcement falls under Code Enforcement,which is within the Meridian Police Department under the umbrella of the City of Meridian. Currently, requested parking changes or maintenance requests under the management of ACHD are done informally through emails.At the City of Meridian, project requests are first vetted by a volunteer transportation committee.All City staff can make these requests without a formal process or oversight. If approved, plans are then submitted to ACHD for approval.Once received at ACHD,the request must be approved by multiple departments and the ACHD Board of Commissioners. If approved,the project timeline from request to ACHD implementation is undefined. To this end, it is recommended that the City of Meridian, MDC,and ACHD work together to establish communication protocols to ensure that change requests are: • Standardized and adhere to a unified policy that all parties recognize and adhere to now and in the future. • Cataloged so that a historical record is kept, creating consistency of service requests(e.g.,signage request, loading zone locations,etc.) • Invoiced properly to understand the true costs of the public parking system and to account for future budget needs. • Recognized and relayed to enforcement operations so that enforcement can be proactive and responsive to the changing on and off-street parking environment. Implementation Timeframe Short-Term • Working with all designated entities(City of Meridian, MDC,and AHCH), begin to draft language around roles and responsibilities related to parking management within downtown Meridian. Clearly outline agreed-upon communication protocols for sending and receiving information/request changes.All current and any future expectations should be very clear and easy to understand so that as staff changes, communication standards do not lapse. Estimated Costs Costs should be minimal. However,staff time from all three entities(City of Meridian, MDC, and ACHD)will be required for the initial drafting of communication language and ongoing coordination/updates to protocols. Strategy M1(Formalizing Ongoing Parking Management Position)could help shepherd this task. Parking Management Strategies&Implementation Guide+Topic Papers RWC Page 1 16 MERIDIAN development core. REVIVE -REDEFINE�►:�;� Destination Downtown Master Plan Update M3—Continue to Convene the Downtown Parking Subcommittee Action Statement Continue to convene the downtown Parking Subcommittee.At the conclusion of the project,the group will no longer be a "subcommittee,"so perhaps consider renaming the committee Parking Stakeholder Work Group (PSWG).The PSWG would consist of downtown stakeholders, City and MDC staff,and City leadership to assist in implementing strategy recommendations contained in the Parking Management Strategy and Implementation Guide. City staff would advise the City Council, and MDC staff would advise the MDC Board of Commissioners on all relevant recommendations put forward by the PSWG. Strategy Description Active participation by those affected by downtown parking management strategies is best accomplished through an established advisory committee or work group that reviews the performance of the public parking system, serves as a sounding board for issues, periodically review the recommendations presented in this Plan,and acts as a liaison to the broader stakeholder community as changes are implemented. MDC and the City should develop a process through which a representative cross-section of downtown interests routinely assists in reviewing and implementing this planning effort. The Parking Subcommittee established for this Downtown Parking Assessment effort includes representation by businesses, residents, professional service providers,the Chamber of Commerce,city staff,and City Council representatives.This existing group provides a solid foundation of a representative group well versed in the key elements of the new Parking Management Strategy& Implementation Guide, and it is recommended that this group continue, by default,as the Plan transitions into the implementation phase. Members who no longer wish to participate or have consistently been unable to attend or send other representatives may be replaced through a simple application process overseen by MDC and/or city staff,ensuring broad stakeholder representation. The PSWG would meet as necessary(at least once a year)to assist MDC and the City in implementing parking management strategies, review parking issues, and inform the City Council and the MDC Board of Commissioners on strategy implementation (via staff). In the early going of Plan implementation (immediate and short-term), meetings would likely be more frequent.The PSWG would use the recommendations in this Plan as a basis for action, discussion,stakeholder communications,and tracking progress. Implementation Timeframe Immediate • Schedule regular meetings to advocate for,shepherd,track,and communicate the Plan. (MDC,or the City could host meetings through a partnership with the downtown business association). Short-Term • Establish business-to-business outreach. • Facilitate data collection efforts. • Assess Plan progress. • Inform City Council and MDC Board of Commissioners (via staff). • Coordinate and disseminate communications with the broader downtown business community. • Determine and implement Plan action items. Mid-to Long-Term • Meet on a more frequent schedule,as warranted. Estimated Costs There should be no additional costs to the City if current staff time is reallocated to parking per Strategy M1.Costs could also be mitigated if hosting the PWG is facilitated in partnership with the downtown business association. Parking Management Strategies&Implementation Guide+Topic Papers RWC Page 1 17 MERIDIAN development Corp. REVIVE-RENEW-REDEFINE Destination Downtown Master Plan Update M4—Implement Routine Data Collection Action Statement Develop a reasonable schedule of data collection to assess performance. Parking information can be collected in samples, and other Strategy Description measures of success can be A foundational element of this parking management plan is facilitating gathered through third-party data decision-making with accurate data.The Guiding Principles intent to use collection and/or volunteer the 85%Rule(i.e.,occupancy standard)will require some level of basic processes(to reduce costs). data collection and assist the MDC,the City,and stakeholders to separate the reality of parking performance versus perceived issues. As such, a schedule for routine data collection should be established.The same survey methodology should be followed as was employed in the initial data collection effort(May 2023)so the findings can be used to directly compare to any subsequent data collection.The system does not need to be elaborate, but it should be consistent 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. Data can be used by the City and stakeholders to inform decisions,track use,and measure success. Implementation Timeframe Short-Term IIM_ ° Constrained Supp • Work with the Parking Stakeholder Work 84%-70% Efficient Supply Group(PSWG), MDC and City staff to develop a data collection schedule to monitor parking. 69%-55% Moderate Mid-Term Demand w Lo • Conduct baseline turnover and utilization study of the p<5eman 5%5%Lo on-and off-street systems in Downtown. (Parking Long-Term Readily Available) • Conduct occupancy and/or utilization updates at least every two years. Estimated Costs The estimated cost of a data inventory and turnover/occupancy study would range from$30,000 to$35,000 if conducted by a third party.Costs can be minimized in subsequent surveys using the inventory and database developed for the first effort and sampling and using volunteers to collect data. Ideally,and over time, parking revenue derived from the on and off-street public parking programs would be able to partially or fully cover the cost of updates. Parking Management Strategies&Implementation Guide+Topic Papers RWC Page 1 18 MERIDIAN w gdevelopment core. `1 VIVE.RENEW Destination Downtown Master Plan Update 3.4 Residential Parking Operations R1—Protect Residential Parking—Establishing an RPPZ Action Statement Develop and adopt a policy and process for forming Residential Parking Permit Zones in residential neighborhoods adjacent to the downtown if they become M ) impacted by parking spillover from downtown commercial growth. Strategy Description Residential parking permit programs are one means to minimize parking conflicts between residents and neighboring commercial areas, establishing a process that has clear guidelines for all users.With the continuing growth of the downtown, ZONE 13 ZONED neighboring residents may see an uptick in short-term vehicle trips associated N w " „ 2•"' with local retail/restaurants. n'u"," The City will initiate the development of a Residential Parking Permit Zone(RPPZ) Example of resident permit policy and program for future consideration and adoption by the City Council. signage Such a policy will outline the criteria necessary to establish an RPPZ(which will prioritize on-street parking in residentially zoned areas for residents)and provide a mechanism for the initiation of an RPPZ at the request of an affected neighborhood association. Here is an example of eligibility criteria for establishing an RPPZ: • Area size(minimum). 1)40 individual block faces; 2) 10 blocks on all 4 sides;or 3)8,000 linear feet of curb space. • Lack of parking. On-street parking should be occupied 75%of the time at least 4 days per week,9 months per year. • Commuter(employee)vehicles are the issue.At least 25%of motor vehicles parked in on-street spaces have no clear connection to area residents or adjacent businesses. • Petition. Petitions are community-led initiatives. Members of the affected community should carry out petition signature gathering.A minimum of 50%of addresses within the proposed zone would be to have to sign on.Only one signature is allowed per address. Implementation Timeframe Mid-Term • Work with the local neighborhoods abutting the downtown and local businesses to craft an agreed upon policy and process for establishing a Residential Parking Permit Zone(RPPZ) program for the City of Meridian.Oregon's Transportation and Growth Management(TGM) Program's Guide to Managing On- street Parking in Residential Areas provides a solid framework for developing a residential parking policy. Though it is an out-of-state resource,the content remains largely applicable and would be useful to this discussion.' • Establish initial and ongoing metrics that need to be in place to ensure most residents within a determined boundary agree to partake in an RPPZ. Such issues(tailored to Meridian's needs) include: o Process and criteria for requesting establishment of an RPPZ(i.e., petition) o Size of boundary o Hours of enforcement o Types and levels of enforcement o Number of permits per household 9 See https://www.oregon.gov/lcd/TGM/Documents/Ma nagingResidential Parking.Pdf. Parking Management Strategies&Implementation Guide+Topic Papers RWC Page 1 19 MERIDIAN �� development core. 1; q VIVE•RENEW-REDEFINE .� Destination Downtown Master Plan Update 0 Cost of program/permits • Bring a policy to the City Council for adopting a Residential Parking Permit Zone program. Long-term • Accept formal requests by neighborhoods for the establishment of RPPZs. • Review,approve,and implement programs. Estimated Costs This strategy has potential cost impacts associated with the maintenance and implementation of the program for the City. However, many cities recover costs through fees charged for the permits. Parking Management Strategies&Implementation Guide+Topic Papers RWC Page 1 20 MERIDIAN w �' g development core. VIVE•RENEW-REDEFINE 1ti:�;� Destination Downtown Master Plan Update R2—Implement License Plate-Based Permitting in Residential Areas Action Statement Tie residential permits to specific license plate(s) rather than bumper or window stickers and/or hangtags. Strategy Description In most jurisdictions, permit parking usually begins with the use of validation stickers either being applied to rear windows and/or bumpers(in some instances hangtags � are used).This form of permit display,while relatively easy to administrate,can be cumbersome for enforcement personnel,depending on how they navigate their „ beats.As the program matures, many jurisdictions opt for assigning permits to address-validated license plates rather than using stickers or hangtags.Some REST RI CTEo "k-- communities report that residents with permits forget to display a valid permit in P4NK1Na UN EVENT DAYS their vehicle and receive a citation in permitted areas.This is a common instance in sEE PAYSTATiOe 4 .f "' many other cities,creating frustration and consuming additional administrative RATES resources. In many cases,the citation is subsequently waived. �9�1 AY TO PAN . This situation can be significantly minimized by requiring that residential permits be <gA APMz _MON—SAT tied to a specific license plate or license plates at a residence. Over time,the City 3�ME`�PEANT Yq; could even move to an entirely electronic residential permit—a "virtual permit"—if its enforcement personnel possess handheld or mobile citation technology,which can also be license plate-based.These systems eliminate the need to distribute physical permits and can be set up to allow for the issuance of permits in an online format. If successful in the residential application,a similar approach could be explored for other displayed permit contexts that the City might offer(e.g., employee and specialty use permits). Residential Permit Signage Implementation Timeframe Note:This recommendation would only be triggered following the approval and adoption of Strategy P5(Develop Policy of Residential Permit Program)and Strategy R1(Protecting Residential Parking). Long-Term • This strategy would only be implemented assuming,Council has already approved Strategy P5, and that a residential area adjacent to Downtown came forward (must be community initiated) requesting the RPPZ and meeting all of the eligibility requirements. • Enforcement personnel must be equipped with handhelds that can process whether or not a valid permit is tied to a specific license plate.This can also be accomplished with a properly software-equipped cell phone. Estimated Costs Some administrative costs would be associated with setting up the permits and validating vehicles registered to home addresses. Equipment and personnel costs would be more closely tied to Strategy D4 rather than this one. If the program becomes virtual,cost savings would be associated with both supplies(e.g., hangtags,stickers)and process. Parking Management Strategies&Implementation Guide+Topic Papers RWC Page 121 MERIDIAN development core. w �1 VIVE.RENEW-REDEFINE Destination Downtown Master Plan Update 3.5 Downtown Parking Operations D1—Standardize Time Restrictions Action Statement Simplify and standardize the on-street time restrictions the 2023 On-Street Downtown Parking Management District applies to all block faces Stall Type Stalls %Total in the district. All Stalls 1,723 100% Strategy Description 30 Minute 2 < 1/0 In Downtown Meridian,there are 1,401 total on-street parking 1 Hour 35 2.0% stalls within the Downtown study area and five(5)different use 2 Hour 277 16.1% types. Over 80%of parking in the study area is unregulated, and many areas have multiple time stays on single block faces.This ADA accessible 8 < 1% creates confusion, makes enforcement very difficult and No Limit 1,401 81.3% inefficient,and enables abuse. Best practices recommend simplifying the parking system to the highest degree possible, using the presumption that every on-street parking customer is a first-time user.To this end,the on-street system within a downtown parking management district should be time-limited to a base standard that best supports appropriate turnover while providing a reasonable stay option for the priority user of on-street parker:the short-term customer trip. Based upon the most recent data collection effort,the following time stays are recommended for downtown Meridian: • 2 Hour stalls have an average time stay of 1 hour and 38 minutes and have the lowest rate of violations of any stall type.This suggests these stalls are correctly calibrated to average customer needs and should serve as the customer"base standard"for on-street time-limited parking downtown. • 1 Hour stalls should be eliminated and replaced with a 2 Hour time limit.The average stay at these 35 stalls is 1 hour and 30 minutes and 1 hour and 56 minutes,weekday and Saturday, respectively.The violation rate ranges from 20%(weekday)to 22%(Saturday).These stalls demonstrate that they are not currently meeting the needs of customers. To this end, it is recommended that Meridian create a 2-hour limit in what will become the higher turnover Downtown Core Area established in Strategy P3. a There would be no time limits in residential areas unless a parking permit POKING program for a specific area were established (see Strategy 112).Time limits in 8AM-6PM residential parking management districts(permit areas)would be"2 Hours or by Permit during posted enforcement hours. f`R The intent is to ensure that any downtown block face that abuts a commercial storefront is structured to preserve and prioritize access for customers and visitors,using a 2-hour standard.Time limits throughout the parking management district also support enforcement efforts and parking permit strategies to move employees to off-street facilities or other specifically designated areas that minimize conflicts with customers. I Implementation Timeframe Immediate • Work with the Parking Stakeholder Work Group (PSWG), MDC and City staff,and other stakeholders to determine an on-street time limit format for all non-residentially zoned parking within the Downtown Meridian. • Using the existing downtown on-street inventory map,develop a sign replacement plan. Parking Management Strategies&Implementation Guide+Topic Papers RWC Page 1 22 NMERIDIAN 1 development core. ItO 11. REVIVE-RENEW-REDEFINE Destination Downtown Master Plan Update Short-to Mid-Term • Coordinate signage design with Strategy D3. • Initiate and coordinate signage changes.Coordination and communication protocols through the recommendations outlined in Strategy M2. • Remove existing inconsistent signage. Estimated Costs The cost for this strategy should be minimal as it involves internal discussions and decision-making to determine the new,simplified time limit format. Parking Management Strategies&Implementation Guide+Topic Papers RWC Page 1 23 MERIDIAN ��g development core. �,` VIVE.RENEW 1ti:�;� Destination Downtown Master Plan Update D2—Reduce the Number of No Limit Stalls in the Parking Management District Action Statement Reduce the number of No Limit stalls,or stalls that do not have a time limitation,within the Parking Management District and eliminate all No Limit stalls in the Downtown Core Area. Strategy Description Overall,the Downtown contains a large number of No Limit /,////// stalls; 1,401 or 81.3%of the 1,723 on-street stalls are No Limit.This is not typical in downtown areas striving to prioritize visitor trips and reasonable levels of turnover to maximize customer trips to street-level businesses.The high percentage of such stalls encourages all-day use of the on- street system by employees and residents.This should be evaluated especially on block faces zoned commercial and , abutting a street-level business. In the Downtown study area approximately 74%of on-street stalls(910)were classified as No Limit. In the figure at right, these stalls can be seen as gray dots surrounding the .G✓.'✓1L/ UYf�✓�nfY�w.�w�/ Downtown Core(blue outline). In coordination with Strategy D1(Standardize Time Restrictions),all No Limit stalls within the Downtown Core /;��///�//�//////r;�/,,,,,,,,,,,,,,,, area should be converted to 2 Hour(time limited)stalls. Additional stalls adjacent to the Downtown Core should also be evaluated for time-limited parking to encourage turnover and allow for greater access for downtown visitors. Further, any stalls within the Parking Management District(Strategy P3)should be evaluated to ensure they are not abutting RWE commercial businesses and should be reformatted to a time- A representation of Meridian's Downtown Core limited format(i.e.,2 Hours). Implementation Timeframe Immediate • Evaluate all No Limit stalls within the Parking Management District and convert all No Limit stalls within the Downtown Core Area to time-limited parking. Short-Term • Coordinate efforts with Strategy D1 to ensure consistent signage throughout Downtown. • Also,coordinate efforts with Strategy M2(Establish Inter-Agency Communication Protocols)so that communication lines between all agencies are transparent and clear as these on-street changes occur. Estimated Costs The cost for this strategy should be minimal as it involves internal discussions and decision-making to determine which No Limit stalls should remain and which should be converted to 2 Hour stalls. Parking Management Strategies&Implementation Guide+Topic Papers RWC Page 1 24 MERIDIAN wo development core."1 VIVE•RENEW-REDEFINE Destination Downtown Master Plan Update D3—Install Consistent Time-Limited Parking Signage Action Statement Purchase and install consistent time-limited parking signage for the on-street system.This strategy can also be expanded to include the off-street system, pairing it with Downtown-branded signage package(Strategy C2). Strategy Description Findings from the 2023 inventory and ground assessment showed a range PG�iIL of parking signage types. PARKING UM 5 Y['� d ' PARKING Quality of signage was an I woKp L_ l@pXG issue,as well as conflicting 1- oX6AN information communicated. The inconsistency of ,------� r, signage(and signage design)conflicts with the cl goal of simplicity and Examples of on-street signage in Downtown Meridian understandability as factors supporting a "customer-friendly" environment. 6 pity of Mefdfan ,�„ oowomw vaxg ,//„j�j� Management /"�� �/// Invemory It is important for the signage to be simple and ,,,,% ; standardized in design,conveying the most important information with a limited amount of text and clutter. Some communities have chosen to customize their on-street signage with their city colors,which can be effective if done correctly. However, more often times than not,a city will focus more on the design rather than the message,which can be counterproductive and confusing for visitors. It is recommended HR HOUR the City of Meridian PARKING PARKING pursue to the use of 7:00 AM TO $nM 6PM standardized 2 Hour 6.00 PM signage in the • Downtown Core Area - 50NSs1AEH°°°AY5 4 (as identified in Strategy D1). Outside the Core Area, but still within the Parking Management District,strategically located time- limited signage should be deployed to accommodate longer-term stays,such as 4 Hour(in closest proximity to the Core Area—identified by the blue square)and 10 Hour signs on the fringes of the Parking awc Management District(shown in the shaded cross- hatched area). Implementation Timeframe Immediate • Identify stalls within the Downtown Core Area that need to be converted to timed parking. Parking Management Strategies&Implementation Guide+Topic Papers RWC Page 1 25 MERIDIAN �� development core. q VIVE•RENEW-REDEFINE Destination Downtown Master Plan Update • Secondarily, identify appropriate time restrictions for stalls within the Parking Management District radiating out from the Downtown Core Area (e.g.,4 Hour and 10 Hour). • Quantify the amount of signage necessary to appropriately sign each affected block face. Ideal signage would entail two(2) bookended blade signs approximately every 180 feet with arrows pointing toward the center of the block. Long blocks would require a center sign with arrows pointing in either direction towards the ends of the block. Short-Term • Purchase and install the new uniform signage for all time-limited on-street stalls within the Parking Management District. Deployment can be phased, as necessary, based on available resources. Mid-to Long-Term • Recalibrate time-limited signage based on (future)expanded Downtown Core Area using updated parking utilization data. Estimated Costs Based on information from other cities, estimated per-unit costs for signage components would be: • Unit Costs for Signage10 o Pole unit cost=$470 o Blade sign unit cost=$30 io Only material costs are provided in these estimates,no labor. Parking Management Strategies&Implementation Guide+Topic Papers RWC Page 1 26 MERIDIAN development core. w �1 VIVE•RENEW-REDEFINE Destination Downtown Master Plan Update D4—Initiate Periodic Parking Enforcement(in time-limited areas) Action Statement With the successful completion of standardizing time restrictions(Strategy D1), reducing the number of No Limit stalls in the Core(Strategy D2),and installing consistent public parking signage(Strategy D3), periodic enforcement can be initiated Downtown. Partner with the PSWG in oversight and enforcement coordination. Consider using a third-party contractor if no local resources/capacity exists. Strategy Description The success of any parking system begins with enforcement. Encouraging turnover and mitigating conflicts between customers/visitors and employees is difficult without a reasonable level of enforcement. If Meridian pursues a strategy of time-limiting parking in certain areas of the downtown, it will be critical that users perceive "the rules of parking downtown"as being fairly and uniformly enforced. Implementing enforcement will require: • Engagement of enforcement staff could be an in-house position established by the City or a contract with a third-party vendor.11 The potential to coordinate an p Y "ambassadorial" partnership with the Meridian Chamber of Commerce could also be explored.12 �� E • Public outreach and education regarding the parking plan and the benefits of enforcement to a successful and vital downtown will be essential.The PSWG and the Chamber should become more prominent in coordinating with downtown business owners and sharing information regarding parking in the downtown (beginning with the Downtown Core area). Parking enforcement in Bellevue, Washington Enforcement costs can be minimized through a third-party contract instead of using a City code enforcement officer. Meridian may want to use an approach that allocates a specific number of hours each week(e.g., 15-20 hours)that would be deployed randomly over the course of an enforcement week.The cities of Hood River, Oregon, and Leavenworth,Washington, use this approach effectively. In Hood River,the enforcement officer varies the days and hours of enforcement each week and provides enforcement on one Saturday per month. In this manner,these smaller cities have limited enforcement to a less than full-time position while maximizing coverage and compliance through the random nature of the deployment. In most cities,enforcement covers its operation costs through citation fees(see Strategy P4—Periodically Revenue Parking Citation Fees). Implementation Timeframe As noted above,this recommendation should be implemented following the completion of Strategies D1,D2, and D3. Short-Term • Evaluate and implement(as necessary) legal, policy,and code changes for establishing enforcement of time-limited parking Downtown. 11 An example of a third-party enforcement program is in place in Bend,Oregon.The City of Bend contracts with Diamond Parking to provide all on-street enforcement and compliance activities in its downtown parking management district. 12 The City of Albany,Oregon provides parking management services to its downtown through a relationship with the Downtown Albany Association(ADA).The ADA manages the Downtown"ParkWise"program,which provides day-to-day management of City-owned off-street facilities,centralizes off-street permit sales,and enforces the on-street parking system. Parking Management Strategies&Implementation Guide+Topic Papers RWC Page 1 27 MERIDIAN �� development core. q VIVE•RENEW-REDEFINE Destination Downtown Master Plan Update • Initiate discussions with the Parking Stakeholder Work Group regarding the structure and format for enforcement(e.g., in-house,third-party vendor,enforcement hours,etc.). Mid-Term • Develop an outreach and communications plan for public notification and education. • Engage enforcement staff. • Deploy enforcement and ongoing program management. • Use the parking website(Strategy Cl)to communicate enforcement guidelines. Estimated Costs Costs for enforcement in the downtown are unknown currently. More discussion regarding format, hours of enforcement, and citation fees will be required. Parking Management Strategies&Implementation Guide+Topic Papers RWC Page 1 28 MERIDIAN development Corp. REVIVE -REDEFINE�►:�;� Destination Downtown Master Plan Update D5—Stripe On-street Parking Stalls on Commercial Block Faces Action Statement All on-street parking in the Parking Management District should be clearly striped, creating better order and convenience for users. Strategy Description Industry best practices for Main Street cities indicate the lack of clear striping and signage leads to inconsistent messaging.The 2023 parking inventory found that current on-street stall striping is,for the most part,well-marked. However,some streets, particularly on streets outside of the Downtown Core, have inconsistent striping. Faded on-street stall striping(and yellow curbs) make it difficult to determine the intended vehicle spacing and the extent of legal parking in some areas. Further,striping stalls on block faces with parallel parking results in more(space for) parked vehicles in the long run than block faces without striping. It is well documented in customer satisfaction surveys that striped stalls (with corresponding signage) provide the customer/visitor with more assurance and certainty in their ability to park their vehicle lawfully without fear of being cited. Implementation Timeframe Short-Term • Identify block faces in the Parking Management District(Strategy P3) in need of improvement. • Stripe all on-street areas within the Parking Management District, prioritizing the Downtown Core. • Coordinate striping with Strategy D3—Install Consistent Public Parking Signage. Ongoing • Update and refresh as necessary to assure ongoing level of quality and visibility. Estimated Costs In a previous study conducted for Prineville, Oregon,the city estimated it spends$215 per block13 to stripe parallel parking in its downtown (see striping pattern, in-set graphic). Using this estimate,a budget of$8,500 on-street stripe upgrades and maintenance would accommodate about 40 typical city blocks,an area similar in size to the Parking Management District. If striping were initially limited to the Downtown Core area (approximately 6 typical- Simple formatfor sized blocks)the cost would be approximately$1,300.This budget is likely to decrease as on-street striping routine maintenance is implemented. is Prevailing parking stall striping rates need to be verified with local Meridian/Boise-based vendors. Parking Management Strategies&Implementation Guide+Topic Papers RWC Page 1 29 TMERIDIAN �oL _VIVE•RENEW-REDEFINE development corp- �� 1�:�;� Destination Downtown Master Plan Update D6—Assess ADA Compliance in City-Owned Facilities Action Statement Confirm that all City-owned off-street facilities comply with ADA parking requirements. Strategy Description All City-owned off-street facilities should be compliant with ADA parking requirements. Reaching compliance may require additional designated ADA stalls, depending on the facility's size,slope,access - route planning,signage,and number of stalls.Additional information can be found at: https://www.ada.gov/resources/restriping-parking-spaces/ µ' I n Implementation Timeframe k # Mid-Term • Assess compliance with federal and state requirements for Example:ADA compliant striping(surface lot) ADA parking. Long-Term • Implement necessary improvement as funding allows. Estimated Costs Costs associated with this strategy are related to painting,signage,and maintenance of any new ADA-compliant stalls in off-street facilities.These costs could be rolled into an assessment of necessary upgrades recommended for Strategy D9(and Strategy U),which calls for engaging a facilities specialist to conduct physical assessments, develop cost estimates, and outline an implementation schedule. Parking Management Strategies&Implementation Guide+Topic Papers RWC Page 1 30 � 'AERIDIAN qdevelopment core. 1;,�� VIVE•RENEW-REDEFINE .� Destination Downtown Master Plan Update D7—Facilitate Shared-Use Parking Agreements Action Statement Identify off-street shared-use opportunities based on data from the 2023 off-street parking occupancy study(Topic Paper#4—Understanding the Current Parking Environment). Establish goals for transitioning employees to off- street parking, begin outreach to opportunity sites, negotiate agreements, and assign employees to facilities. Strategy Description Most off-street in downtown is in privately owned surface lots.The 2023 data collection found significant surpluses in the off-street supply(see Appendix D). Based on the principle that"all parking should be seen as a community resource,"shared uses of privately-owned parking will be identified and pursued. Figure I (in Topic Paper#4,shown here) illustrates the 2023 021 M daM ORSlreet Peak Hg .12.N PM-1:00 PM City a Meridian study of peak-hour occupancies in off-street lots. Of the 67 ® D—lam _ Parking 0O ..gtias G Ow Cdiaetian sites surveyed,43 are occupied at levels less than 55%- .r�, a� potential opportunity sites for shared parking.This is an —°•85% e 89%-]OA untapped resource for"getting the right parker to the right e:Z' stall'—in this case,transitioning employees(and possibly downtown residents)to off-street facilities—and absorbing new demand. D With on-street time limits in place(Strategy D1)and code changes completed (Strategy P2), interest and opportunity in F ®� better utilizing(and sharing)off-street parking should increase. Creating a shared-use strategy and program I� coordinated with PSWG and the Meridian Chamber of DE TIES` Commerce is recommended. �I Implementation Timeframe Short-Term • Use 2023 occupancy data to identify facilities that �® could serve as reasonable shared-use opportunity sites. Criteria could include proximity to employers, a meaningful supply of empty stalls(15+), pedestrian/bike connectivity,walking distance/time, ®wri _ safety and security issues,etc. 1 -1 RWC • Based on the above, develop a short-list of Peak hour off-street occupancy heat map opportunity sites and identify owners. • Initiate outreach to owners of private lots. • Negotiate shared-use agreements. Mid/Long-Term • Obtain agreements from downtown businesses to participate and assign stalls to affected employees. • Implement an ongoing program. Continue to seek out shared-use sites with updated occupancy data. Estimated Costs Costs associated with this strategy would be in efforts using existing staff and/or partnerships with the PSWG and Meridian Chamber of Commerce to identify opportunity sites and conduct outreach to potential private sector participants.The City may determine that funds are needed to create incentives and/or improve the condition of facilities and connections. Parking Management Strategies&Implementation Guide+Topic Papers RWC Page 131 Tr MERIDIAN development core. _VIVE•RENEW-REDEFINE 1�:�;� Destination Downtown Master Plan Update D8—Install and Expand Bicycle Infrastructure Action Statement Add bicycle parking at strategic locations throughout downtown Merdian to encourage bicycle use and add "parking"capacity. Continue to expand the existing bike lane network in downtown Meridian. Strategy Description When discussing parking management,we are not just talking about cars. Communities are increasingly turning to bicycling as a key sustainable transportation strategy, putting more time and resources * into building an environment that encourages safe streets for two- wheeled travel. - Bike racks are a visible indicator of a bike-friendly community. - Providing adequate bicycle parking can also expand the capacity of the overall parking supply in a very low-cost way,while encouraging local employees to consider new ways to access jobs. Bike parking is especially attractive for residents in adjacent and nearby Meridian:Existing Bike Rack neighborhoods looking for options to shop,dine,and recreate Downtown. Below is a three-strategy approach for building upon Meridian's R bike parking and infrastructure.This will strongly complement current and future efforts to expand the Cit 's bike lane p Y network. The three-strategy approach includes: 1) Sidewalk bike parking r: Identify locations for added bike parking in the furnishing zone. Bike Corral in Ashland, OR 2) Bike corrals Identify locations for bike corrals on-street and in plaza areas adjacent to high-traffic businesses. 3) Expansion of bike lanes and'sharrows'in public streets Identify roads that would expand the current bike lane network linking s v key downtown destinations. Implementation Timeframe Short-term j • Identify on-and off-street locations for bike racks and bike corrals. • Add high-visibility,on-sidewalk bike parking throughout Downtown, encouraging visitors to stop and shop throughout Downtown. Meridian:Downtown Sharrow Mid-Term • City staff should work with local bicycle organizations/advocacy groups to identify ways to expand the current bike network to encourage more bicycle travel/commuting. • Expand all forms of bike parking as opportunity and feasibility allow. Parking Management Strategies&Implementation Guide+Topic Papers RWC Page 1 32 MERIDIAN development core. REVIVE•RENEW-REDEFINE Destination Downtown Master Plan Update Estimated Costs The cost of inventorying potential bike parking locations could be incorporated into the data collection portion of Strategy M3 below. Site identification could also be done through volunteer efforts and collaboration with downtown stakeholders and bike advocates. Costs are minimal. Estimated unit costs14 for actual bike infrastructure: • Staple or inverted U racks:15 $150-$200 • Bike corral: $1,200 • Art rack: Variable based on design To minimize cost, inventorying the current bike lane network could be done by volunteers. Future expansion and prioritization of considerations of the bike network could be incorporated into future transportation planning efforts. 14 Does not include the cost of installation. is The consultant discourages the use of"wave" racks,as they are more difficult to get a bike in and out of and do not provide two points of contact on the bicycle,which makes them more prone to falling over. Parking Management Strategies&Implementation Guide+Topic Papers RWC Page 1 33 MERIDIAN g development core. w �1 /IYE-RENEW-REDEFINE Destination Downtown Master Plan Update 3.6 Communications and Outreach C1—Enhance Parking Information Website Action Statement Design,create,and upgrade the existing parking website16 with customer and employee information. Strategy Description Parking Communication with the public, including Gllckh—ft.. locals,visitors, and employees,will be critical Fa; �,t og on gaYMYWrya kngtde s o„bebw to the success of parking management Mlsdon an6 Goals strategies. Parking locations,time limitations, hours of operation,connections to a� a�Pr Oe=Wryer �� e�agW cepaciry ottre crlstln9 yerxirvg v+PgY mruW h Ir,neaseo rumwer,enmursge mmplisrcc W the toys parwngs transportation options,etc.,should be marketed and communicated via a continually Nampa's GawrRawn Historic°Islrict updated City website.The more information re IMemanY Iupr,dyr n hpllding„ha, an.rpm prpp,Y ne,u pmp yline wh np k ng ea girg In the uwm,pwn a prwidea pn sweet m me puogc,g­twey em In c•ry pwneo parking Ipu people have when it comes to parking,the „,era I�nps,n Ceal p,..r�,orl<,npsn,n..nrrpnningare4Pe.a. tper ape.lpw better. Piggybacking on Strategy C2,the City's parking logo should be incorporated on the website.The City of Nampa does a good job =_ Zone conveying helpful parking information on its 2 Hour � website and links to other inter-related topics. ""°°rZ°"e 1n Unregulated ilT, Implementation Timeframe Immediate a� City of Nampa's Parking Website • Working with Parking Stakeholder Work Group(PSWG)and City staff,create and launch the website. Ongoing • Keep website information current as changes to the on and off-street parking occur. Estimated Costs Costs associated with designing and deploying a coordinated and well-maintained webpage are estimated at $8,000—$15,000.Variations in cost depend on the complexity of the website and how often the site is updated to reflect current parking management.The website should be hosted by the City(or MDC),the Meridian Chamber of Commerce,or a third-party vendor." 16 https://www.meridiandowntown.org/downtown-parking 11 The consultant would note that having a downtown parking website hosted by the third-party parking vendor is not the most ideal option (only one of three options).The consultant believes any downtown website should incorporate a City logo and identity.The parking system needs to reflect a public function provided to the community by the City.See for instance:Parking I City of Bend(bendoregon.gov). Parking Management Strategies&Implementation Guide+Topic Papers RWC Page 1 34 � 'AERIDIAN qdevelopment core. 1;,�� VIVE•RENEW-REDEFINE .� Destination Downtown Master Plan Update C2—Expand "Downtown Brand"—Develop a Logo for Downtown Parking Action Statement Develop a signage package with a unique logo to integrate the public on and off-street parking system. Install the new signage package consistent with a new logo and recommended time limit format(Strategy D3). Strategy Description Findings from Topic Paper#3 (Existing Conditions—Supply&Operations)and the parking inventory work,showed inconsistency in the on-street parking signage was an issue.The inconsistency of signage(and signage design) conflicts with the best practice goal of simplicity and understandability as factors supporting a "customer-friendly" access environment. For this reason,the City will develop a parking logo(or brand)for all public parking by creating a name,symbol, or design that clearly identifies all public parking and can be communicated through signage and marketing.This brand can then be used on- street, off-street, and, ideally, as part of a right-of-way wayfinding system throughout the downtown. It can also be incorporated into marketing and communications efforts,such as maps,websites,etc. (see Strategy Cl). ParkAlbany This means creating a simple and recognizable"logo" intended to communicate public parking.A simple stylized "P"should be created and extended throughout the public parking system as the parking brand.This is a very easy and cost-effective approach used by other cities. Examples from Albany, New York,Seattle, Washington,and Sacramento, California are shown on the right." Implementation Timeframe MORE PARKING. LESS CIRCLING. Short-Term Downtown5eattleParking.com • With the Parking Stakeholder Work Group (PSWG),develop and create a simple but recognizable logo to be ready for incorporation into implementation of new signage developed by the City in Strategies C1 and D3. Sacqrk • Initiate a survey of all existing parking signage and estimate number ofnew signs based on a standard configuration per affected block face(see YOURSPOT. Strategy D3). Estimated Costs A stylized "P" logo/brand could be developed in-house at a very low cost.A contract with a private graphic designer could involve costs of less than $7,500 for a simple logo/brand. 18 The Seattle logo was also a simple way to connect users into Seattle's electronic parking guidance system and other parking information available online,creating not just the simple"P"but a byline tag as well. Parking Management Strategies&Implementation Guide+Topic Papers RWC Page 135 NI ERI DIAN qdevelopment core. 1;,� VIVE•RENEW•REDEFINE .� Destination Downtown Master Plan Update C3—Rename Public Off-Street Facilities Action Statement Rename all publicly owned/controlled lots by address. Strategy Description PARKIN When communicating location to transient users of an area,the name of parking facilities is extremely important.The current City Hall lots do not communicate useful information to users, particularly those who are less (than familiar with the Downtown. Industry best practices for naming off- k street parking facilities suggest using an address or intersection associated with the main auto ingress point to a facility. Bentonville,Arkansas Meridian's current facility identification format is not intuitive or informative. Renaming facilities by address will support the City's broader efforts to make the parking system more intuitive and easier to use. Here are some examples of good signage: Boulder, Colorado, does a good job integrating a simple stylized "P" logo with identification of facilities by address; San Rafael,California, uses banner signs on light poles to communicate the lot's ti location (4`"&A Streets);finally, Bentonville,Arkansas provides a street address for their parking lots eliminating any confusion on where to find it(see inset photos).These approaches easily and intuitively communicate not just a location but a logo/brand that can integrate into web communications,apps, wayfinding,and other materials. Boulder, Colorado Implementation Timeframe Short-Term • Coordinate with integrated signage package development(Strategy C1). • Create a budget package for installing new signage at all City- owned/controlled lots. Mid-Term • Initiate the installation of new signage. Parkkng • Coordinate new messaging into all communications(maps, app, webpage,etc.). Estimated Costs Gwrage Initial costs would involve changing existing signage and integration in marketing and promotional materials, estimated to range between $12,000 and $16,000 for 4 facilities. San Rafael,California Parking Management Strategies&Implementation Guide+Topic Papers RWC Page 1 36 MERIDIAN g development core. w �1 VIVE•RENEW-REDEFINE Destination Downtown Master Plan Update C4—Introduce Customer First Parking Program Action Statement Adopt a Customer First parking program for Downtown Meridian to emphasize the importance of visitor access in a customer-friendly environment. Strategy Description "Customer First" is as much a paradigm based upon set of expectations as it is a marketing and communications program. For Meridian,a "Customer First" program could be a program and delivery system administered through the Meridian Chamber of Commerce,with assistance and support from MDC and the City. The program would be organized around the following: 9��M�R Fi 1. Brand/Logo G.3 RSr e The initial step involves creating a "brand"that is simple, recognizable,and can be integrated into the larger downtown messaging such as a drop-in for media, r webpage, and/or co-marketing with downtown businesses. An example is the"Customer First" program in downtown Gresham,Oregon.The Customer First brand has been incorporated into parking signage downtown and is often used in ad drops, media buys,and other collateral materials used during events # and promotions.Again, Customer First is not the Downtown brand but the parking brand that supports larger downtown efforts. L SMART Other programs have used unique parking brands that are elaborate(e.g., Portland's PARK Smart Park and Vancouver,Washington's Park'n Go).Still others have been just as effective with a more"stylized P," like Seattle,Washington. 2. Expectations/Collaboration PARK Given the majority of parking in Downtown Meridian is private lots, it will be �n imperative that downtown businesses work collaboratively to: GO • Identify lots that can be used for multiple purposes through a branded Customer First partnership,which includes parking for employees, use during evenings,weekends, and events. • Agree that employees parking on-street is not good for downtown or customer access.This will involve a program that requires employees to park in specific areas/lots. MORE PARKING. LESS CIRCLING. • Agree to a system of"self-enforcement"whereby businesses will Down town 5eattleParking.com communicate with each other when employees are found parking in customer parking stalls. • Establish a system of"success measures"that can be quantified and tracked over time to inform the Customer First partnership.Success measures include parking occupancies,sales performance,customer volumes,etc. • Agree to meet routinely to discuss parking issues(and be done in coordination with Strategy M3, Continue to Convene the Parking Subcommittee), review performance,and plan outcomes. • Develop parking management protocols, including placement of mobile parking signs(by day/time/event),data collection, lot cleanliness, and communications/outreach. 3. Operationalizing Expectations Parking Management Strategies&Implementation Guide+Topic Papers RWC Page 137 F9' �� MERIDIAN qdevelopment core. VIVE•RENEW-REDEFINE 1;.� Destination Downtown Master Plan Update Shared use agreements As outlined earlier(Strategy D7),the key to creating a flexible parking supply for the downtown is to gain control over unused parking in private lots. "Opportunity' lots should be selected based on their appropriateness as weekday employee parking and visitor parking(weekdays,weekends,evenings,or during events). Peer-to-peer outreach to select property owners will be very important and a key to a Customer First Parking program.The City could provide incentives through signage(fixed and mobile), lot upgrades,and contributions to a marketing/communications campaign, but outreach will need to be business-to-business. Signage management Once shared use agreements are in place, identifying identified parking locations is recommended to use a combination of fixed signage(i.e., Pine/Main lot)and } mobile(A-board)signage.A-boards can be placed at lots appropriate to their polum designation (weekday,evening, event, etc.)and location.All signs developed should as display the brand/logo. £gURONGN� M _ -KING ONLY A volunteer management system for placing and removing mobile signs will need to —� be developed. Mobile signs could be stored at local stores/businesses when they are not scheduled to be in use,with owners agreeing to place and remove them per a a specific protocol. r Marketing Communications A commitment to a brand results in a commitment to supporting that brand through routine and broad-based marketing and communications. Marketing opportunities include(but are not limited to): • Maps • Website Pine/Main Lot • Banner ads or media "drop-ins" • Co-marketing opportunities with area businesses (e.g.,java jackets,cash register tent cards,event sponsorships) • Bag stuffers(distributed at retail outlets) • Incentive programs • Customer rewards • Print • Social media A Customer First parking program for Meridian is a best practices step that downtown businesses, partnering with the City,should make.A program of this type recognizes the importance of customer service and managing the customer experience. It also recognizes the role of parking within the larger effort to communicate and market the downtown—not just its parking. Efforts in other cities demonstrate and rely upon individual businesses' role in leading and delivering parking to customers (and employees). Given its size, Meridian does not have a large public parking system.This places the larger parking solution in the hands of the private sector(at least for the near term).A well-planned and managed partnership between business volunteers and the City can pay dividends; Customer First is a meaningful way to start. Implementation Timeframe Short-Term • Coordinate with integrated signage package development(Strategy D3). • Create a budget package for installing new signage at all City-owned/controlled lots. Parking Management Strategies&Implementation Guide+Topic Papers RWC Page 1 38 MERIDIAN �� development corp. 1; q VIVE•RENEW-REDEFINE .� Destination Downtown Master Plan Update Mid-Term • Initiate the installation of new signage. • Coordinate new messaging into all communications—maps,app,website,etc. (Strategy Cl). Estimated Costs Initial costs would involve changing existing signage and integration in marketing and promotional materials, estimated to range between $12,000 and $16,000 for 4 facilities(assuming non-electric facility identifiers)—see Strategy C3—Rename Public Off-Street Lots. Carl Walker and Associates(a national parking expert)estimate that a budget of between $7 and$15 per stall (per year) is the minimum amount to be allocated to a sustained marketing and communications effort for a parking system.This number assumes that branding and signage have already been developed. Parking Management Strategies&Implementation Guide+Topic Papers RWC Page 1 39 MERIDIAN development core. REVIVE-RENEW-REDEFINE Destination Downtown Master Plan Update 4.0 Summary Meridian is one of Idaho's top destination cities, nestled just outside Boise and possessing a small-town charm.The city has experienced growth over the last decade as people continue to settle down in Meridian, resulting in some growing pains for the downtown parking system,which calls for more coordinated and strategic management.The strategies recommended in this report offer a toolbox of methods that Meridian can use to manage the parking- related challenges that come with a successful downtown. This report recommends parking management strategies that directly address these issues through data collection, observation, best practices assessments, research,and stakeholder input.Strategies follow a logical order of implementation,from immediate, near, mid,and long-term,with estimated costs where appropriate. It is hoped that portions of this Plan can be implemented as expediently as possible. Parking Management Strategies&Implementation Guide+Topic Papers RWC Page 140 � 'AERIDIAN development core. q 1;,��, /IYE•RENEW-REDEFINE .� Destination Downtown Master Plan Update Appendix A: TP #1 — Fundamentals of Parking Management Parking Management Strategies&Implementation Guide+Topic Papers RWC AppendixA—Page 141 MERIDIAN development core. REVIVE.RENEW-REDEFINE Destination Downtown Master Plan Update 5.0 Fundamentals of Parking Management 5.1 INTRODUCTION As part of the larger Destination Downtown Master Plan Update,the City of Meridian is interested in gaining a better understanding of its current parking program.To accomplish this, the Meridian Development Corporation (MDC) and the City are pursuing a series of topic papers focused on specific topics related to parking management. This Topic Paper is the first of six topic papers and focuses on the fundamentals of parking management. The parking industry views parking management as a toolbox of strategies to address issues in residential, commercial, industrial, mixed use, and institutional areas to assure that desired land use and access goals for those areas are achieved.The intent of this first topic paper is to 'set the table' and begin to think about parking and all its management tools more critically. In this way, as Meridian continues to grow, parking will play a strategically supportive, not conflicting, role in its development and long-term growth. The order of the topic papers will be follows: TopicTransportation 1. Fundamentals of Parking Management 2. Policies, Code and Guiding Principles 3. Parking Organization &Capacity Management 4. Understanding the Current Parking Environment 5. The Parking Experience 6. Demand/New Supply/Technology This topic paper largely focuses on overarching strategies and parking concepts often utilized in many municipal "best practice" communities.Topic Paper#2 will focus on an in-depth review of local policies and code specifically pertaining to parking within the Meridian study area (on and off-street); balancing the opportunities and potential challenges within regulations with agreed upon Guiding Principles; principles that reflect different users'values and perceptions of parking.Topic Paper#3 will review how parking management is organized within the City of Meridian and different concepts for managing parking capacity within the City system.Topic Paper#4 aims to understand the parking experience from different user perspectives, noting what is working, not working, and what could be improved upon to get the right person to the right parking stall.Topic Paper#5 will use objective parking data to provide a data-driven review of how users are actually parking in the on and off-street parking systems.19 Finally, Topic Paper#6 begins to think about Meridian's future parking needs—added demand, opportunities for new supply, and the role of technology in parking. 19 RWC will initiate data collection in the Meridian parking study area this Spring 2023. Parking Management Strategies&Implementation Guide+Topic Papers RWC AppendixA—Page 142 tale'l MERIDIAN development eorp. VIVE•RENEW-REDEFINE Destination Downtown Master Plan Update The intent of each topic paper is to evaluate current parking program management practices, policies, and code, balancing local values with objective data to determine if inefficiencies are present, identify strengths and opportunities, and make recommendations for improvements based on industry best practices and what is practical and feasible for the City of Meridian. 5.2 WHY MANAGE PARKING? The very phrase parking management can elicit an emotional response from stakeholders. Easy access to a parking space near a favorite store or restaurant for customers, or close to work or home for employees and residents, can define one's perception of an area or experience. When on-street parking is unmanaged all parking is inefficient (on and off-street), literally without rules for use.This can lead to conflicts between users,for example, employees parking on-street in commercial retail areas, or employees and visitors from business areas spilling over into residential streets.This can raise anxieties that set a negative tone for the area. Understanding the key elements of parking will allow Meridian to: A. Utilize a Limited Resource Efficiently On-street parking is by nature limited (finite), and off- ' street parking is expensive, especially when cities transition from surface to structured parking. When each is treated as a separate operating unit, users are less _ likely to seek appropriate and effective options to the customary desire to just park on street.As such, when the on-street supply becomes constrained, users begin to perceive the area as full (inaccessible) and either circle P., blocks looking for a parking stall and/or choose to leave the area entirely. Either way, the "downtown experience" becomes difficult and reflects badly on future decisions related to a visit to downtown. However, when the off-street system is managed as a natural =6 extension of the on-street supply, options to park increase and the ease of finding parking also improves. O Similarly,the total supply of parking increases—in the Downtown Meridian study area parking expands from V approximately 2,000 on-street"options"to a total of 4,000 combined parking options (on-and off-street). B. Use Parking As A Tool to Support and Enhance Economic Activity Parking stalls do not generate trips in and of themselves.Their purpose is to serve and support a city's desired economic development vision and its efforts to grow interest and activity in an area by attracting new businesses to, and promoting interest and knowledge about downtown. Success in this area will result in increasing demands for parking in the downtown districts, which will lead to conflicts for access between customers and employees. If the City is to be successful in attracting more diverse business uses (that including retail, office and residential) a strategic and innovative parking Parking Management Strategies&Implementation Guide+Topic Papers RW C Appendix A—Page 143 4MERIDIAN � development Corp. i , /IVE.RENEW-REDEFINE Destination Downtown Master Plan Update management strategy is essential. An initial foundation piece stating desired outcomes for a downtown vision can be found in the 2005 Downtown Meridian Transportation Management Plan (TMP).2' Key strengths for Downtown Meridian development derived from the 2005 TMP are summarized below. As this project unfolds, parking management will need to be structured (through policy and strategy)to support and enhance this type of economic activity. Downtown development will emphasize seven key strengths: 2PSocial retail at street level 1W Cultural, continuing education and recreational ("livability")facilities 811 Offices for businesses that serve Meridian residents and economic strengths AHighly livable urban homes �! A Treasure Valley business/Transit Village along the rail corridor A strong, highly visible civic presence .0 A circulation system for cars, bikes and pedestrians that makes Downtown a great place to be and to visit C. Create Order and Reduce Anxiety Customers, visitors, employees, and residents appreciate a structure that simplifies decision-making and makes their visit effortless and efficient. When the parking system lacks order, anxiety, and frustration increase, creating a negative perception of the area and affecting a customer's decision as to whether a return trip is worth the trouble or not. D. Leverage Parking as a Tool to Encourage Transportation Options Most experts agree that there is a direct relationship between how parking is managed and whether people will access the area using transit, biking, walking, or ridesharing.21 Use of alternative mode options promote greater efficiency in the parking supply, particularly if long-term parkers (i.e., those who stay more than 4 hours) switch from driving to another mode. Reduced demand for long-term parking improves turnover rates, which increases the economic value of a parking stall. In addition to 20 Downtown Meridian Transportation Management Plan(2005) 21 Richard J. Kuzmyak,"Chapter 18—Parking Management and Supply,"in TCRP Report 95:(Washington,D.C.:Transportation Research Board,2004),18-22.Available online at<http://www.trb.org/Publications/Blurbs/153345.aspx> Parking Management Strategies&Implementation Guide+Topic Papers RWC AppendixA—Page 144 F9' �� MERIDIAN qdevelopment core. 1;�� VIVE.RENEW-REDEFINE .� Destination Downtown Master Plan Update freeing up parking for priority users, commuters who use transportation options derive wellness benefits that lead to healthier and happier employees and reduced health care and retention costs for employers.A 2005, study by David Nieman found that employees who bike, walk, or ride transit to work can increase productivity by 50%and cut sick time in ha If.22 In short, parking management is not just about efficient parking, but an integrated system of access options to, from, and within downtown. Why Manage Parking? E. Maximize and/or Manage Parking Turnover 0 Utilize A Limited Resource A car parked at an on-street stall all day turns over once. Cars Efficiently parked in timed stalls (e.g., 2 Hours) are designed to turnover 5 0 Use Parking As A Tool to — 8 times (when enforced).As such,the actual vehicle capacity of a Enhance Economic Activity stall is in direct relationship to how it is prioritized to be managed. This is not to say that high turnover is always the Create Order Reduce "priority" for parking, but it does indicate that if turnover is Anxiety desired, then management of a stall is essential. Understanding 0 Leverage Parking As •• To and finding consensus on where it is a priority to manage parking Encourage Transportation for turnover(e.g., on-street) and where long-term parking Options opportunities are intended (e.g., off-street) is extremely 0 Maximize/Manage Parking important. Similarly, off-street facilities can provide a balanced Turnover mix of both short-term (high turnover) and long-term (low 0 Get the RightPeople turnover). Understanding the right mix of parking in these Right Parking Space facilities will also be important, both for how facilities are managed and for how they are priced. F. Get The Right People In The Right Parking Space In a 2008 poll in Everett, Washington, downtown business owners were asked, "Where do you and your employees park on a typical business day?" Respondents believed that 80%of their employees had either parked in off-street facilities or had arrived by alternative modes (i.e.,transit, bike, walk, rideshare). When asked "Where do your business peers and their employees park on a typical business day?"the same 80% believed they used on-street parking.23 The irony of the Everett study was that while everyone agreed that employees parking on-street was a problem,few businesses would associate themselves with contributing to the problem.This also reinforces a best practices message that: If employees are not walking, customers are. If employees are not parking off-street, then off-street supply is likely underutilized. Reaching consensus on a clear understanding of who has priority to a particular parking spot in Downtown Meridian (on-or off-street) is essential. With consensus, parking management strategies make sense, assuring that any changes implemented are intended to support consensus priorities that get the right user to the right space. 22 David Nieman,et al,"Immune Response to a 30-Minute Walk,"in Medicine and Science in Sports and Exercise(Indianapolis: ACSM,2005),57-62.See also,Lilah Besser et al,"Walking to Public Transit:Steps to Help Meet Physical Activity Recommendations,"in American Journal of Preventive Medicine,(Philadelphia:Elsevier,2005),273-280. 23 Barney&Worth and Rick Williams Consulting,"City of Everett,Washington CBD Parking Management Study,"December, 2007. Parking Management Strategies&Implementation Guide+Topic Papers RWC AppendixA—Page 145 F9' �� MERIDIAN qdevelopment core. 1°.�� VIVE.RENEW-REDEFINE Destination Downtown Master Plan Update 5.3 KEY ELEMENTS OF PARKING MANAGEMENT— BEST PRACTICES Breaking down the key elements of parking management for a municipality is a good first step in beginning to think about how and why to manage the parking system.The following sections provide an overview of step-by-step elements to explore when digging into a parking management plan, focusing on the following elements: • Established Goals. Reviewing past planning efforts to understand established goals for Downtown Meridian—Transportation,Access, multi-modal, parking,vision. Ensure newly established goals or principles are in line and do not conflict with current efforts all the while establishing new consensus guiding principles. • The Role of Zoning.Zoning can play a profoundly powerful role in helping to define how the parking system is built overtime, how it can be used, and the degree to which it can be effectively managed to serve different users. • Different Downtown User Groups.There are many competing demands on a downtown parking supply from a variety of user groups. Identifying who they are, and their patterns of typical parking behavior is a necessary step in managing how they access the system. • Prioritization of Users. Determine a hierarchy of users by understanding their differing needs— residents, employees, and visitors. Understanding the opportunities as well as the trade-offs when managing a parking program. • Right Sized Parking. Is a practice being employed by numerous municipalities to refresh outdated parking codes to more accurately reflect local parking demands. • Measuring Performance and Demand. Good decision making depends on good data. Routinely measuring how the parking system is working is a critical component of parking management. Local data is the best data. • Continued Public Involvement. Continued community input through an advisory committee is essential to create community"buy in," inform decision making, and help shepherd the overall implementation process. • The City's Role in Parking. Defining the City's role, both in terms of scale and scope, in parking management is important so that boundaries are clear and transparent. • Enforcement. Reasonable and efficient enforcement of a parking system is the key foundational element of parking management. Managing parking within the framework of these best practices elements supports efficiencies within the parking system, ensures parking is available for priority users and informs strategic decision making. A. Established Goals With a baseline understanding of best practices in parking, there are several first steps that, if managed properly, can create a cohesive and successful parking system. However, the task of understanding the parking system can be daunting when it is unclear where or how to begin, or when there is not a clear understanding and sense of how the access system is intended to support change in a corridor. In short, parking systems are unique to each community, complex with different moving parts, and constantly changing as demand for access grows as the community grows. Parking Management Strategies&Implementation Guide+Topic Papers RWC AppendixA—Page 146 F9' �� MERIDIAN qdevelopment core. VIVE.RENEW-REDEFINE 1;.� Destination Downtown Master Plan Update The City,within its current Transportation Management Plan (TMP), has established a series of agreed upon goals which encourage a vibrant, livable Downtown Meridian allowing for a variety of users to flourish. Downtown Meridian drawnmarkets will be community residents, especiallyfamilies, and the customers and clients already . . professional Specifically for parking and access,the TMP recognizes the challenging traffic environment,yet notes "Circulation and parking systems will encourage people to come to Downtown,while facilitating through traffic around Downtown." One of the seven identified key strengths of Meridian was to establish a 'circulation system for cars, bikes and pedestrians that makes Downtown a great place to be and to visit.'The formal establishment of such goals provides a baseline from which parking management strategies are "calibrated" and tailored to the unique characteristics and desired outcomes of the community.These goals for access (which include parking) inform the selection and implementation of parking management tools.They also provide a narrative foundation against which the community can assess the reasoning and timing of decisions to implement or alter strategies for managing parking. More specifically,the role of parking for the City of Meridian will be guided by a series of Guiding Principles. Ideally,these "statements of priorities"will be developed through a consensus process with this project's Parking Committee, a diverse group of individuals from Meridian representing the different user needs (e.g., employees, employers, residents, City staff, and others affected by parking in the Downtown).These agreed upon priorities will establish a foundation of local values from which parking decision making will then made. B. The Role of Zoning As noted above,there are many different users accessing both the on and off-street parking in downtowns.To make sense of how to minimize conflicts and simplify a parking management plan,the most commonly held basis for determining priority use of parking is zoning. For instance, if base zoning in an area is residential,then the "priority" for access to any on-street parking in the zoned area would be residents and their guests. If the area is zoned commercial or mixed use, with requirements for active ground floor uses, then the "priority"would be for short-term visitor access to ground floor uses. If an area were zoned industrial,the priority could be for long-term employee parking associated with industrial businesses. Of course, there are variations to this, but the point remains that zoning is a very simple platform from which to begin the process of prioritizing parking.To this end, management strategies are directly tied to the street level land use priority(e.g., residential/business permit programs for neighborhoods/industrial areas and timed/priced parking in retail/commercial areas where turnover best serves the adjacent land uses). Parking Management Strategies&Implementation Guide+Topic Papers RWC AppendixA—Page 147 vv�"�� MERIDIAN �� development core. 1".�1�� � '/IVE.RENEW-REDEFINE ;� Destination Downtown Master Plan Update C. Different Downtown User Groups Downtowns are mixed-use commercial districts, comprised of ground level retail/active use storefronts, with upper story office and residential tenants.This is supported with other institutional uses that include government offices and entertainment venues (e.g., theaters, museums).To this end,the on- street system within a downtown parking management zone should be time limited to a calibrated base standard (whether free or paid parking).The intent here is to ensure that any downtown block face that abuts a commercial storefront is structured to preserve and prioritize access for customers and visitors. Locating unregulated and unrestricted parking within downtown commercial districts encourages employees and/or downtown residents to park all day on-street and can conflict with other parking strategies to move those with long-term stay needs into off-street facilities or toward the use of alternative modes of transportation that do not require a parking space, such as transit, biking, or walking. Customers On-street In the parking industry, a customer is defined as anyone using AVERAGE RNLI TURNOVER businesses downtown by a transient trip—this includes shopping, eating, attending entertainment events, recreating, and visiting I� downtown amenities.As such, a customer can be a shopper,tourist, or AYE RAGf REEAIL SALE �]1.55 local resident. Customers are the life blood of most commercial/retail AESCOS,�MEEIR^�sACiIOH a a downtowns. In a study of the economic value of on-street parking "LTPOFENEF►L RETAIL 5NE5 $1���68 EER OCCUPIED STALL spaces in downtown Vancouver,WA, it was determined that a single 2 NUMBER OF SHOPPING EATS hour on-street parking space generated approximately$54,000 annually YfR YLAA in customer sales (see graphic at right).24 If any one group should have 3Q3 prioritized access to the most convenient and easily accessible public AHAIL SALE on-street stalls, it should be the customer.The overwhelming majority of customer stays are considered short-term,typically 3 hours or less. source:Vancouver WA This is true in most cities across the United States. While customers are prioritized, it is equally important to keep them circulating through the downtown so more of them can be accommodated.This is accomplished through a combination of time- restrictions and enforcement (more mature systems, in the case of Vancouver, also include priced parking).As discussed above, optimal and efficient time stays for customers are established through data collection that monitors duration of stay. Occupancy data allows for demand-based management of rates.The overall goal of circulation and turnover is supported with parking enforcement structured to ensure reasonable levels of compliance. If the system is not optimized, both access and economic benefit for the downtown are not fully realized. Off-street While not as standardized as the municipal on-street system,publicly owned off-street parking should also maintain a priority focus on customer access. If an on-street supply becomes constrained (even after the use of time restrictions, pricing, and enforcement),the municipal off-street system serves 24 Vancouver Downtown Association Survey of Retail Businesses(2014). Parking Management Strategies&Implementation Guide+Topic Papers RWC AppendixA—Page 148 F9' �� MERIDIAN qdevelopment core. VIVE•RENEW-REDEFINE 1;.� Destination Downtown Master Plan Update customers as spillover for the on-street system and provides a potential longer-term stay option for customers needing more time than what is allowed in the higher turnover on-street supply. In general, best practices would encourage cities to balance their off-street systems to serve a combination of short and long-term users. However, as constraints in the downtown supply grow over time, the focus is to manage the municipal off-street system to transition long-term users (particularly employees)to private parking supplies and alternative transportation modes. Employees On-street Employees are the first to arrive downtown and if parking is unregulated,they will typically take the most convenient parking spaces near their place of work. As stated above, the highest priority for on- street parking stalls is the customer, suggesting that all on-street parking within a parking management zone be formatted to a base standard. In order to maintain access for customers,the on-street system downtown should not be made available to employee or long-term parking. As a note,there are cities, including Milwaukie and Salem, Oregon and Vancouver, Washington,that do allow limited use of the downtown on-street system by employees and/or downtown residents using permits. However,these cities are the exception rather than the rule.The key to these unique programs is that on-street permits are (a) provided on an interim basis, (b) allow parking in commercial areas of their downtowns with a demonstrated level of occupancy that is well below a targeted occupancy standard like the 85% Rule (and never as spillover into adjacent residential streets), and (c), designated on-street block faces allow permitted vehicles are signed (for example) "2 Hour Parking or by Permit." For example, Vancouver, WA through its interim on-street permit program allows those with business or residential addresses in the downtown parking management district to purchase permits. Interestingly, Vancouver titles its on-street permit program an "interim general access permit." In other words, Vancouver does not prioritize employees or residents in its program; rather it is first-come first-served, allocated to those with verifiable downtown addresses and routinely adjusted based on an optimum occupancy standard. Again,these permits are limited in the number allowed and are interim,with no guarantee of renewal. In short, if visitor demand goes up,the number of on-street permits allowed will be reduced by higher rates charged and/or reducing the number of permits allocated. Off-Street The industry best practice regarding employee parking in municipal supplies is to first encourage employees to park in private off-street surface lots or garages in the downtown 25, allowing the city to maintain a visitor parking priority within its own on-and off-street supplies. Ideally though, any city- managed employee parking program using public supply should also be integrated into programs encouraging the use of alternative transportation modes.This can be accomplished through market- based pricing and/or actively managing the allocation of long-term parking permits allowed in the public supply to always ensure customer access availability. 25 The City of Portland prohibits employee permit sales in its core area Smart Park garages.In Smart Park garages in the periphery areas of downtown,Portland maintains a balanced mix of customer and employee users,though its permit pricing is set at a rate above the local market average for monthly parking.As such,Portland's goal in managing its off-street supply is to always prioritize customer access and mitigate, through pricing and monitoring of use,conflicts between employees and customers needing a parking stall. Parking Management Strategies&Implementation Guide+Topic Papers RWC AppendixA—Page 149 v�"�� MERIDIAN �� development core. 1".�1��� '/IVE•RENEW-REDEFINE ;� Destination Downtown Master Plan Update Residents On-street In any parking management district zoned primarily for commercial or employment, 114 residents, like employees, should be a low priority user within an on-street parking DON'T supply. Conversely, in areas zoned residential,the priority for on-street parking EVEN should be the resident and their guests(thereby controlling for potential employee THINK spillover from adjacent commercial areas).As with commercial areas, permit programs targeted only for residents and their guests can be implemented to ABOUT control overspill issues that may affect residential/guest access, safety, and PARKING congestion on zoned residential streets.There are hundreds of such programs HERE around the United States. Such programs do come with implementation J requirements that can include data verification of occupancy constraints, limits on the number of permits per household, guest permit allocations, local petitions to establish a residential permit boundary, and (in most cases) an annual fee to residents for administration of residential permit programs.Again, as with parking permits in commercial areas,the purpose of such programs is to ensure reasonable and convenient access for priority users, in this case preserving such access for residents and their guests in residential areas. Off-street Cities encourage residential "mixed-use" development in commercial zones to revitalize urban areas and to attract ground level active uses (e.g., retail, restaurants, entertainment). Most cities guide newly developing residential parking within commercial zones through minimum parking requirements.The intent in these cities is to ensure that a specific"minimum" level of parking is provided within new residential developments; precluding any assumed reliance by the development for on-street parking intended to serve customers and visitors of a commercial district. For older and historic buildings without parking, we could find no examples of specific municipal programs(outside of the Vancouver example)that use public supply to serve residential parking demand. For the most part, cities support the provision of residential parking through code for new development or third-party offsite agreements between older and historic residential buildings and private owners of parking. Hood River, OR is considering eliminating parking requirements for older and historic buildings that convert upper stories from commercial to residential use.This is being evaluated as an option to support the City's goal for preserving older and historic buildings and encouraging residential growth downtown. Nonetheless,the elimination of the parking requirement comes with a condition of approval acknowledgment that use of the municipal on-street system by residents for long-term parking during established hours of enforcement is not allowed.This provision is intended to encourage building owners to seek shared use parking partnerships with other downtown private sector partners, stimulate increases in alternative mode options, and promote low car/no-car living environment downtown. D. Prioritization Of Users There should be high clarity and agreement in identifying priority users of the parking system, particularly for publicly controlled on-street resources. With a clear understanding of(1)who has Parking Management Strategies&Implementation Guide+Topic Papers RWC AppendixA—Page 1 50 F9' �� MERIDIAN qdevelopment core. 1;�� VIVE•RENEW-REDEFINE .� Destination Downtown Master Plan Update priority to a particular parking spot, and (2) whose role it is to provide parking(public and/or private sector) policies and strategies can be developed that "get the right user to the right space." One of the most significant challenges of managing a municipal parking system is trying to accommodate the needs of competing user groups.The parking system (particularly the on-street system) simply cannot serve all users' needs equally, particularly when competing demands for a space occur during similar peak times. Parking is a scarce and costly resource that needs to be prioritized for the highest and best use. The on-street parking supply is finite and is most preferred by users. If the parking priority users are prevented from using the supply,then the parking resource is inefficient, contributes to conflicts between users and is not supportive of off-street parking or alternative mode options.As such, it is important to reiterate that the role of on-street parking should be to ensure access to defined priority users. If on-street parking is intended for visitor access, it is likely that it be time limited. If the priority is for employees or residents,then systems need to be developed to ensure that employees and residents are "identified" (e.g., permits) so that other long-term parkers (i.e., employees from out of district, park and ride users) are not monopolizing supply.This becomes more apparent and critical in areas that have high constraints for parking access. Knowing there is a limited supply of public parking, city parking managers must make decisions based on established user priorities. For lower priority user groups, city parking managers must consider how and in what form their parking needs should or should not be accommodated in the public supply and/or the distinct role the City plays in providing parking versus that of the private sector. E. Right-Sized Parking Historically, parking policy and code development in most cities focused extensively on the uniform provision of parking in order to avoid conflicts between landowners or to remain consistent with "peer cities." In The High Cost of Free Parking, Donald Shoup notes that communities relied heavily on general guidance documents such as the Parking Generation Manual produced by the Institute of Transportation Engineers (ITE).This manual observes peak parking occupancies at different sites to produce a parking generation rate for that type of land use. Unfortunately, ITE parking generation rates are based on limited samples and, most often,from suburban locations where driving rates and peak hour parking are much higher than in mixed-use business districts(like emerging downtowns). Further exacerbating the problem, planners have often required parking capacity be sized to accommodate the 30th busiest hour for a particular land use.This amounts to planning for the highest demand that might theoretically be experienced—akin to building to accommodate the Christmas rush. This approach typically assumes that all trips will be made by motor vehicle and that demand is consistent throughout the year.This over- states parking demand in mixed-use developments and gives little consideration to the urban context or a site's accessibility by other Size modes or where users will park once for trips to multiple destinations. Parking Studies routinely find that where minimum parking requirements are in place,they often require more parking than actual demand warrants.This is costly, wastes land, and the impacts are long-term. Tools tO balance supply. Parking Management Strategies&Implementation Guide+Topic Papers RWC AppendixA—Page 1 51 � 'AERIDIAN qdevelopment core. 1;,�� /IYE•RENEW-REDEFINE .� Destination Downtown Master Plan Update For example, King County Metro's 2015 Right Size Parking Report26 found that minimum parking requirements in over 20 cities in King County(Seattle area) resulted in overbuilt parking ranging from 20%-35%. Even more importantly, parking standards in many cities relate parking requirements specifically to individual land uses, as opposed to considering all of the land uses in a site or an area as a whole. However, examining the different land uses collectively allows managers to adjust parking rules to account for such factors as: ■ Different peak hours of use by type of business within a mixed-use project or parking district. ■ Fluctuations in the number of employees absent from work due to new hybrid work schedules, illness, vacations, and business travel. ■ The role of on-street parking as a supply for visitor demand. ■ Use of local data to identify peak hours versus national standards. ■ The percentage of trips using transportation modes other than a motor vehicle. When considered from an economic perspective, "right-sized" parking can substantially reduce development costs, saving hundreds of thousands to millions of dollars. Parking policies and codes that are "one-size-fits-all" may appear simple, but they can have adverse consequences. Over-building can cause several problems: it can lead to inefficient land uses, where parking can dominate the environment and inhibit alternative transportation. It can increase development costs,thereby discouraging new businesses from building or locating in these areas.And it can undercut efforts to revitalize Main Streets and create affordable, livable, and economically viable communities. Keep in mind that a parking stall does not generate a single trip, it is the destination that attracts the trip. Some competition for parking is a signal of a healthy economy. If you don't have a parking problem, you have a problem with your downtown!The focus should be on cultivating great destinations and creating a parking plan that supports that vision. F. Measuring Performance and Demand Performance monitoring is an important part of successful parking management. Many cities implement parking programs without setting aside the resources to monitor the outcome of the changes.This makes any evaluation of the results of the program difficult. A good monitoring program should follow the following steps: ■ Develop a monitoring program prior to implementing any changes in parking policies. ■ Collect solid baseline data of"before" conditions prior to implementing changes. ✓ If possible, design the parking program and monitoring plan in away that will allow you to isolate the impacts of specific policy changes. ■ Practice regular (annual, bi-annual) parking data collection and analysis; quantifying metrics for occupancy and utilization in both the on and off-street supplies. 26 https://metro.kingcounty.goy/programs-projects/right-size-parking/pdf/rsp-final-report-8-2015.pdf Parking Management Strategies&Implementation Guide+Topic Papers RWC AppendixA—Page 152 F9' �� MERIDIAN qdevelopment core. VIVE•RENEW-REDEFINE Destination Downtown Master Plan Update ■ Analyze data within the context of changes in population, employment, and economic activity in a study area. ✓ Use the monitoring plan and data to help revise and update your parking policies as needed. Good data leads to good decision-making.This is especially true when data is tied back to established access goals and accommodating priority users. 85%Occupancy Standard In the parking industry,the 85%Occupancy Standard is the most common approach taken in assessing the performance of a parking supply. 70%-85% Efficient Supply The 85%Occupancy Standard is a flexible measure for evaluating parking supply, whether as a facility-by- 55%-69% facility measure, at a district level, sub-area, and even Moderate Demand block-face by block face.27 <55%Low Demand When 85%or more of an available parking supply is occupied (Parking PF Readily for sustained periods of time (red on the graphic at right) it is Available) considered constrained. In a constrained system,finding an available spot is difficult, especially for infrequent users such as VF customers and visitors.This can cause frustration and negatively affect perceptions of an area or district. Continued constraint can make it difficult to absorb and attract new growth, or to manage fluctuations in demand—for example, seasonal or event-based spikes. Most parking managers strive to maintain a supply in the 70%to 85%occupancy range (orange), deemed as an "efficient" supply of parking. An efficient supply of parking shows active use but minimizes constraints that would create difficulty for users. Efficient use supports vital ground-level businesses and business growth, is attractive to new users, and can respond to routine fluctuations- resulting in a supply that is robust and accessible. Occupancy rates of 69%or less (yellow and green) indicate moderate to low demand for parking, leaving greater percentages of supply empty with potential to absorb parking demand. In other words,this indicates a potential opportunity to maximize and/or share with other uses. Within this project, data collection will occur in Spring 2023. Parking utilization and occupancy will be measured on two days (one weekday and one weekend day) to establish a quantifiable understanding of parking behavior trends and metrics associated with the different days. Both targeted dates will strive to be representative of a 'typical' weekday and 'typical'weekend day. Data will be collected hourly over an agreed upon time period (e.g., 10 consecutive hours).The data will be analyzed and displayed (in the form of graphs, charts and/or heat maps) using the 85% Occupancy Standard described above.This baseline data will be an objective counterpoint from which to discuss strategy development with the context of established guiding principles. Guiding principles with inform priorities, data will provide clear 27 Readers may be aware of parking analyses presented by Donald Shoup in his book The High Cost of Free Parking.Dr.Shoup is strongly in favor of implementing pricing systems at the block face level. Parking Management Strategies&Implementation Guide+Topic Papers RWC AppendixA—Page 153 F9' �� MERIDIAN qdevelopment core. VIVE.RENEW-REDEFINE 1;.� Destination Downtown Master Plan Update measures of system performance, and appropriate strategies will be developed for implementation to ensure priorities are consistently managed. G. Continue Public Involvement in Parking Management Integral to the continued management of parking for the City of Meridian is the continued role of the Parking Subcommittee in assisting in the implementation of the parking management plan recommendations and strategies.Active participation by those affected by the forthcoming strategies is best accomplished through an established advisory committee that reviews the performance of the public parking system, serves as a sounding board for issues, periodically reviews the recommendations presented in the plan and acts as a liaison to the broader stakeholder community as changes are implemented.The City should continue with the Parking Subcommittee process after the Parking Management Plan is completed,to assist in its implementation and provide on-going feedback. An example of the Subcommittee's continued role could be to assist City staff in establishing key parking and access management performance measures that would be routinely quantified and tracked and published in a dashboard format in an Annual Downtown Parking Management Report.Tracking and communicating system performance, illustrating change between measured operating years, and adjusting strategies in areas where performance is not met can be a catalyzing element of any city's parking management program. H. The City's Role in Parking The complexity and strategic format of any parking management plan is shaped by the role—large or small—that the City itself plays in its implementation.To achieve the City's goals as outlined in the TMP, the status quo may need to be changed to address the evolving needs of a growing Meridian.To successfully address these challenges,the City may have to play a larger role and take on greater responsibilities than it has historically as Meridian continues to grow within the Downtown and beyond. This can include policy guidance, adjustments to regulatory standards, active supply management, development of new parking supplies or alternative mode options, and funding. Clear guidance from the City on its role and responsibility in these areas will be necessary to enable appropriate strategy choices going forward. Also, a clear statement of the City's role sets expectations for the private sector that establish a "level playing field" for assembling a development project. I. Enforcement An enforcement program is a vital piece of your parking management plan, ensuring that the system is being used as intended. Without basic compliance with time stays or following the rules of permit use, Note:the level of the system breaks down and conflicts with priority users increases. enforcement is Some cities may find it financially difficult to employ full-time parking less critical than enforcement staff. Sixteen hours of enforcement a week is better than none. just conducting Cities transitioning from a system with no monitoring can assign an existing staff and ass.uring position the responsibilities of part-time enforcement. Where third-party parking enforcement can be engaged, cities contract for a specific base level of enforcement hours per week, rather than assuming that to enforce,there must Parking Management Strategies&Implementation Guide+Topic Papers RWC AppendixA—Page 1 54 F9' �� MERIDIAN qdevelopment core. 1;�� VIVE.RENEW-REDEFINE .� Destination Downtown Master Plan Update be a constant presence.To be most effective,the enforcement hours should be randomized so as not to be predictable. Also, enforcement officers can be viewed as community liaisons, and less punitive, serving the downtown area for a combination of compliance, safety, and public information. For example, officers can be supplied with Main Street information (maps, restaurant guides, key destinations)so that visitors are greeted with friendly informationg�a� too, promoting a positive visitor experience.The transition of traditional enforcement officers to community liaisons and/or "ambassadors" is taking place in numerous cities across the United States. ' Source:Long Beach,California Finally, enforcement should not be viewed as a revenue stream, rather a program that is revenue neutral and self-supporting financially, balancing fees/citations to create reasonable compliance and cover labor and operating costs.When enforcement is viewed as a revenue center it can create an aggressive enforcement environment that deters visitors. Preferably, enforcement revenues are not deposited into a city's general fund, but into a downtown enterprise fund that supports both the parking program itself and other investments in the area where fees are collected—for example, downtown beautification projects. Such reinvestments make parking fees more palatable overall. 5.4 ADDITIONAL PARKING MANAGEMENT ELEMENTS A. Parking Technology For cities considering installing or upgrading pay-to park systems,the industry is fast developing new technologies, including smart meters, pay-by-cell programs,wireless stall sensors, and parking apps. These can be expensive, however, and their successful use is contingent upon a willingness and ability to support them and to educate the parking public. Before jumping on the "latest and greatest"technology bandwagon, consider the upfront and long-term costs. New parking payment technologies may be explored through a demonstration process that allows for an objective cost-benefit analysis, a comparison of vendors and equipment types, and an evaluation of customer acceptance and impact on city operations. Call the parking managers at peer communities to find out what they're using and what their experience has been. Many Northwest cities use smart technologies, so their use in the unique climate and geography of this region can be evaluated and discussed using real-world input.Above all, make sure that you cover the basics of parking management first, and that the technology you use helps you achieve your goals. A more detailed review of parking technology will be provided in Topic Paper#6—Demand, New Supply & Technology. B. Transportation Demand Management Transportation Demand Management (TDM) is a critically important, and often overlooked, parking management strategy. When coupled with other access solutions, it can have an immediate and lasting impact on the on-street parking system, encourage employees to use transportation options to get to Parking Management Strategies&Implementation Guide+Topic Papers RWC AppendixA—Page 1 55 F9' �� MERIDIAN qdevelopment core. 1;�� VIVE.RENEW-REDEFINE .� Destination Downtown Master Plan Update work and free up parking for customers and visitors. When employees use on-street stalls,the stalls become nothing more than vehicle storage and experience no turnover during the workday. Allowing employees to park on-street is a policy decision, but cities should understand that it will affect the economic health of the downtown. TDM aims to maximize the efficiency of the urban transportation system by discouraging unnecessary private vehicle use and promoting more efficient, healthy, and sustainable access solutions. TDM strategies are often more cost-effective than capital investments in new roads or parking lots. Examples of TDM strategies within a Parking Management Plan include: ■ Priced parking ■ Transit pass programs • Free emergency rides home ■ Commute option planning • Preferential rideshare parking • Employee vanpools (sometimes with employer subsidies) ■ Bicycle parking (short-and long-term) ■ Financial incentives for transit, biking, walking, or carpooling ■ Carsharing and bikesharing programs Transportation Management Associations (TMAs) can also be an effective way to deliver TDM programs. TMAs are non-profit, member-based organizations that work in a specific neighborhood or business district to address common transportation concerns, including parking,traffic congestion, and active transportation.Through negotiated public-private partnerships,TMAs can leverage public parking meter revenue along with other sources of funding to provide a range of transportation services more cost- effectively than individual businesses could.TDM programs may also be delivered through the municipality or in-house by large employers decrease drive-alone commuting by employees. 5.5 SUMMARY Parking Management is complex. A variety of elements play equally important roles in constructing a holistic plan that is thoughtful and reflective of a community's values. Downtown Meridian is no exception, with a bustling and historic downtown and increasing new development, now is critical time to begin thinking about how to best manage the parking in Meridian now and into the future. This paper is intended to serve as a foundation of best practice concepts from which the Parking Subcommittee can begin to form priorities and values which will be memorialized in the form of 'Guiding Principles.'These values will then be balanced with a data-driven approach to understanding how the on and off-street parking is functioning in Downtown Meridian.Through this process parking perceptions will be challenged, existing conditions will be evaluated, priority users will be identified, and a reckoning of the customer experience will be used to derive practical and effective strategies to be incorporated into the downtown parking management plan. As Meridian continues to grow and develop, having a sound Parking Management Plan will support, not hamper, a vibrant Downtown for years to come. Parking Management Strategies&Implementation Guide+Topic Papers RWC AppendixA—Page 156 � 'AERIDIAN development core. q 1;,��, /IYE•RENEW-REDEFINE .� Destination Downtown Master Plan Update Appendix B: TP #2 — Parking Policy & Code Review Parking Management Strategies&Implementation Guide+Topic Papers RW C Appendix 8—Page 157 � 'AERIDIAN qdevelopment core. 1;,�� /IYE.RENEW-REDEFINE .� Destination Downtown Master Plan Update 6.0 Parking Policy and Code Review 6.1 INTRODUCTION As part of the larger Destination Downtown Master Plan Update,the City of Meridian is interested in better understanding its current parking program.To accomplish this,the Meridian Development Corporation (MDC) and the City are pursuing a series of topic papers focused on specific topics related to parking management. This Topic Paper is the second of six topic papers and focuses on a review of City policy documents and code as it pertains to how the City envisions the role of parking in its land use, growth, and transportation access future; particularly how those policies translate into code support for achieving policy objectives.The table below indicates the Topic Paper process for this project. TopicTransportation 1. Fundamentals of Parking Management 2. Policies,Code,and Guiding Principles 3. Parking Organization &Capacity Management 4. Understanding the Current Parking Environment 5. The Parking Experience 6. Demand/New Supply/Technology The primary intent of the report is to provide an in-depth review of policies and codes specifically about on-and off-street parking within the Meridian parking study area (see Figure A). Ideally, current policy and code would provide the following to guide planning and decision-making. • Policy should reflect the City's overall intent and purpose for parking management in the downtown, and how parking integrates with the City's larger policy vision for land use growth, urban form/development, and transportation access that includes all travel mode options. • The Parking Code should serve to activate the policy vision in a manner that supports desired outcomes and best practices for parking. Several primary sources were reviewed in the creation of this topic paper: ❖ 2010 Destination:Downtown Plan, the ❖ 2019 City of Meridian Comprehensive Plan, ❖ City of Meridian 2021 —2025 Strategic Plan, and the ❖ Downtown Meridian Transportation Plan (DMTMP). We also reviewed the ❖ City Municipal Code, primarily ■ Title 7, Chapter 2—Parking Regulations and ■ Title 11, Chapter 2,Article C—Off-street Parking and Loading Requirements. Parking Management Strategies&Implementation Guide+Topic Papers RW C Appendix 8—Page 158 MERIDIAN development core. w �1 VIVE.RENEW-REDEFINE Destination Downtown Master Plan Update 6.2 EXECUTIVE SUMMARY One of the most significant challenges of managing a municipal parking system is trying to with a clear understanding of who has priority to a accommodate the needs of competing user parking spot polices can be developed that"get the right user to the right space."This outcome should be groups.The parking system simply cannot serve reflected both in a city's parking policy framework and, all users' needs equally, particularly when the subsequently, in its code regulations which are demand for a space occurs during similar peak established to ensure parking priorities are delivered. times. Parking is a scarce and costly resource that needs to be prioritized for the highest and best use. Knowing there is a limited supply of parking, city parking managers must make decisions regarding who should get priority access to specific stalls. Further, when one group is not prioritized, city parking managers must consider how and in what form their parking needs should or should not be accommodated. Industry best practices emphasize that there should be a high level of clarity and agreement in identifying priority users of the parking system, particularly for publicly controlled on-and off-street resources. With a clear understanding of who has priority to a parking spot, policies are framed to "get the right user to the right space."This outcome should be reflected both in a city's parking policy framework and, subsequently, in code regulations established to ensure parking priorities are delivered. This paper is intended to serve as a foundation from which the Parking Subcommittee can begin to form opportunities to connect desired visions for how Meridian will look and function in the future (policies) coupled with the regulatory system which catalyzes that vision through development (code).Sections 1.3 through 1.6 provide a detailed outline of the evaluation of the current Parking Policy and Municipal Code. Summary findings from the broader review include: Assessment of City Policy Documents • The City's Comprehensive Plan (2019) and the Downtown Meridian Transportation Management Plan (2010) do not point to any formally established parking policies in the Downtown Parking Study Area. • The Comprehensive Plan (2019) does not provide a clear sense of the specific role parking infrastructure and/or its management plays in the overall vision of density and/or the definition of"multi-modal,"which includes transit, biking, walking, and parking in the holistic system of access to an area or district. • The Downtown Meridian Transportation Management Plan (2010), as with the Comprehensive Plan, does not provide guidance on how parking should be managed in ways that meaningfully support the land use, development, and urban form visions expressed in other City policy documents, particularly the visions for efficient, mixed-use development and "connected" multi- modal transportation access systems. Nonetheless,these documents do provide policy and goals for establishing efficient transportation networks, more compact development, and redevelopment (through better use of vacant land), but nothing specific to parking or parking management. Moving forward, working to better integrate formal Parking Management Strategies&Implementation Guide+Topic Papers RW C Appendix 8—Page 159 F9' �� MERIDIAN qdevelopment core. 1;�� VIVE.RENEW-REDEFINE .� Destination Downtown Master Plan Update policies and goals for parking will enhance the City's broader transportation, land use planning, development, and growth policies. Assessment of Other City Documents • The Destination: Downtown Plan provides an excellent resource and foundation for envisioning parking not as simply a place to store a vehicle, but as a component of(a) a larger system of access, (b) a key factor that drives urban form, and (c) a resource that needs to be strategically developed and managed. • What might be missing in the Destination: Downtown Plan is more detail as to those who are deemed priority users of specific supplies of parking, i.e., on-street, off-street, downtown, and in adjacent residential areas. • The 2021-2025 Strategic Plan currently lacks clarity on parking and how, within a multi-modal system, parking would be regulated, managed, and built to achieve desired outcomes guided through policy and code. However, the Plan's intended outcomes for better transportation efficiency, connectedness, and multi-modal access are supportive of goals and standards for more efficient building and strategically managing parking, inside and outside of the Downtown. Assessment of the Meridian Municipal Code As in other documents reviewed in this report,the code does not give clear input into policy as to the purpose for parking.The goal here is to ensure that the parking code reflects and supports clear policy outcomes for parking in Meridian. • Title 7, Chapter 2 -Several recommendations for revisions are discussed.These considerations are mostly definitional, clarifying parking in the downtown area and setting the City up to better anticipate future parking activity and management of the downtown supply. • Title 11, Chapter 3 -The consultant recommends a broader evaluation of the existing parking development code with the intent to right-size requirements for residential uses and ensure that requirements for non-residential parking allow for blending demand in mixed-use developments.These requirements are one of the most significant factors today shaping how cities are "calibrating" codes to directly link to goals and visions for urban form, connectivity, efficiency, and livability. 6.3 ASSESSMENT OF CITY POLICY DOCUMENTS Each of the specific documents reviewed was evaluated for policies, goals, and other guidance that would be highly supportive of more strategic parking management and/or the role of parking in contributing to the larger vision for future land use, development, urban form, and connectivity, particularly as this would be applied to the downtown. Overviews and findings are described below. A. City of Meridian Comprehensive Plan (2019) Overview Meridian's Comprehensive Plan is a long-term policy document for the community with guiding visions and policies relating to new development, redevelopment, city programs, and services.The plan serves Parking Management Strategies&Implementation Guide+Topic Papers RW C Appendix 8—Page 160 MERIDIAN qdevelopment core. ONE-RENEW•REDEFINE 1;.� Destination Downtown Master Plan Update as a guide for future community leaders in navigating the public planning process and making land use decisions that support a vital city. The community's Comprehensive Plan vision for Meridian is summarized in vision statements with five The goal of the 2019 Comprehensive Plan is to over-arching themes. Each theme area is provided create an effective vision and source document with unique chapters in the Plan, with a that the general public, developers, and decision corresponding table of policy direction (including makers can reference and utilize to ensure goals, objectives, and action items) specific to that Meridian is a premier place to live, work, andraise a family. theme. RWC's review focused on identifying policy guidance that would specifically address parking in the downtown area in the context of the key Plan themes.Themes include: • Premier Community-A vibrant, diverse, clean, safe, and secure community in which to live, work, and thrive. • Evolving Community-A community thoughtfully adapting to changes. • Livable Community-A community of family-friendly, healthy, and engaging places. • Vibrant Community-A community strengthened by historic character and vibrant activity centers. • Connected Community-A community of safe and efficient transportation. Findings Within the Comprehensive Plan,there are only a total of ten references to parking and just three references to parking related to specific policies, goals, objectives, or action Statements.The three referenced areas serve desired outcomes for Premier, Livable, and Vibrant Communities (see Table 1). Surprisingly,there are no policy references or guidance for parking related to the Connected Community theme. Table 1—Comprehensive Plan Guidance—Parking Specific Objective,Policy ID Guiding Statement Theme Section Action 2.09.01A Pursue public-private partnerships to develop Premier Economic Action parking facilities. Community Excellence Furnish pathway systems with trailhead improvements that include interpretive and Livable Parks and 4.04.0313 directional signage systems, benches,drinking Action Community Pathways fountains, restrooms,parking and staging areas, and other services for all ages and abilities. Require appropriate building design,and Character, landscaping elements to buffer,screen, Vibrant 5.01.02D Design,and Action beautify,and integrate commercial,multifamily, Community Identity and parking lots into existing neighborhoods. Parking Management Strategies&Implementation Guide+Topic Papers RW C Appendix 8—Page 161 F9' �� MERIDIAN qdevelopment core. VIVE•RENEW-REDEFINE 1;.� Destination Downtown Master Plan Update The Comprehensive Plan provides strong guidance for compact and efficient development Downtown. This is strongly expressed in the Premier Community theme for Economic Excellence, which sets an objective that"encourage the development of high quality, dense residential and mixed-use areas near in and around Downtown," and "support redevelopment and infill opportunities Downtown." Similarly, and directly related to the downtown,the Connected Community theme calls for a downtown transportation network that better integrates a multimodal transportation system to support the Comprehensive Plan vision for more efficient development. Summary There is not a clear sense within the Comprehensive Plan of the specific role parking infrastructure and/or its management (in the downtown or elsewhere) plays in the overall vision of density and/or the definition of"multi-modal," which includes transit, biking, walking, and parking in the holistic system of access to an area or district. B. Downtown Meridian Transportation Management Plan (DMTMP) Overview The focus of the Downtown Meridian Transportation Management Plan (TMP) is "toward Connection... The focus of the DMTMP strategy is "toward between customers and businesses, residents, and the Connection, between customers and businesses, residents, and the place of Meridian. Circulation place of Meridian. Specifically for parking and access, and parking systems will encourage people to the TMP recognizes the challenging traffic come "to"Downtown, while facilitating environment, noting that circulation and parking "through"traffic around Downtown. Building systems should encourage people to come to densities and building heights will foster Downtown while, at the same time, contributing to connection rather than sprawl." building densities that foster connection rather than sprawl. The TMP lists seven key strengths for the development of downtown, one of which is specifically related to parking, calling for a circulation system for cars, bikes, and pedestrians that makes Downtown a great place to be and to visit. Findings Within the Downtown Meridian Transportation Management Plan (TMP), there are fifteen references for parking. Five of the references are from the written public comments and are not associated with the formal expression of"intent" or"purpose"found within the plan itself. Within the remaining references and statements related to parking,the intent focuses more on circulation and the need to "accommodate" parking, particularly as regards commercial deliveries, the location of parking, and convenience. From a strategic parking vision perspective,there is nothing, for instance,that would provide guidance for: • Maximizing existing parking supplies to support more compact, dense development (e.g., shared parking). Parking Management Strategies&Implementation Guide+Topic Papers RW C Appendix B—Page 162 F9' �� MERIDIAN development core. q /IYE.RENEW-REDEFINE Destination Downtown Master Plan Update • Reducing ("right-sizing") parking built(through code requirements)to facilitate and integrate with other alternative mode options and capacities. • Defining the priorities of use for parking: on-street and off-street in commercial, residential, and mixed-use downtown formats. Summary As with the Comprehensive Plan, there is little guidance in the TMP as to how parking should be managed in ways that meaningfully support the land use, development, and urban form visions expressed in other City policy documents, particularly the visions for efficient, mixed-use development and "connected" multi-modal transportation access systems. 6.4 OTHER CITY DOCUMENTS REVIEWED A. Destination: Downtown Plan (2010) Overview "Great downtowns encourage walking, biking, and transit but are also accessible by The Destination: Downtown Plan was developed in automobiles. Meridian's downtown will 2010.Though developed over a decade ago,the Plan accommodate automobiles and provide efficient is still referenced in the 2019 Comprehensive Plan and and convenient parking. On-street parking, on the City's planning website.To that end, it is structured parking, and surface parking lots will reviewed here as it appears to continue to serve as a be convenient and used where appropriate to bring patrons close to businesses, retail outlets, guiding document for Downtown's vision and for and homes." insight into a community consensus, in 2010, on parking. Destination: Downtown is a Vision Plan for the long-term future of downtown Meridian.This document illustrates the overall Vision for the future of downtown through images and text and is accompanied by Implementing the Vision, which identifies specific projects and implementation strategies for achieving that vision, including parking. The Plan envisions six unique downtown districts, each with distinct design, density, and streetscape characteristics that will "help to define them and create variety." Great detail and thought are given to the character envisioned for each district. For this analysis, excellent insight and guidance are outlined for each district as to the role that parking should play, whether by location, design, or connectivity to other transportation modes.These statements of intent define the role of parking and how it should then be provided and managed to facilitate a strategic downtown vision. In all,there are forty-six references to parking in the Destination: Downtown Plan. Many of the references provide clear guidance that can inform and activate strategy creation and decision-making for both parking and "multi-modal" access. Some examples from the plan include: • Northern Gateway District- Bookend to Downtown. 'The Northern Gateway district is a prime location for a consolidated parking area or structure, in addition to other parking types, to support the parking needs in the area, and encourage walking'(page 7). Parking Management Strategies&Implementation Guide+Topic Papers RW C Appendix 8—Page 163 4 MERIDIAN �� development core. � ,1 '/IVE.RENEW-REDEFINE Destination Downtown Master Plan Update • Washington and Main District—Residential Streetscape. 'The district will maintain larger setbacks offering ample space for landscaping, outdoor dining, parking, and general pedestrian amenities'(page 9). • TOD/Cultural District - Emphasize civic/TOD facilities. 'Emphasize and develop the core area of the district to support a multi-modal transit stop'(page 15). - Dense Development. 'Ensure high densities necessary to support transit-oriented development, and to create opportunities for mixed and vertical integration of uses'(page 15). • Southern Gateway Entertainment& Hospitality District—'Extensive Landscaping:Heavy landscaping throughout the district, including parking lots will ensure this area projects a positive first impression and beautifies this gateway to the city'(page 17). Additionally, where the plan focuses specifically on parking, clear statements of intent are made (pages 19—21). For instance: - Destination:Downtown envisions a downtown with efficient, easily accessible, and affordable parking opportunities. Yet one that still encourages walking and future transit use. - Design surface parking with adequate landscaping and tree cover, to offer shade and reduce urban heat island effects. - Consolidate parking within the core of blocks and avoid providing large surface parking lots in front of downtown buildings. - Provide on-street parking, where possible, to provide more parking opportunities and to create activity on the City streets. - Introduce parking structures that blend in and conform to the downtown's architecture. - Transition the City Core on-street parking to paid parking. - Do not charge for parking in any of the other districts unless future demand necessitates it. - Transition existing parallel to angled parking, where feasible. - Acquire land for future surface and structured parking. Findings Though nearly twelve years since its development,the Destination: Downtown Plan provides an excellent resource and foundation for envisioning parking not as simply a place to store a vehicle, but as a component of(a) a larger system of access, (b) a key factor that drives urban form, and (c) a resource that needs to be strategically developed and managed. Summary What might be missing in the plan is more detail as to those who are deemed priority users of specific supplies of parking, i.e., on-street, off-street, downtown, and in adjacent residential areas.With that said, the Destination: Downtown Plan provides clear direction as to the role of parking within the context of desired urban form and integration into a truly multi-modal system.The Plan should continue to provide strategic input into parking management, which can serve as a foundation for the 2023 Downtown Parking Master Plan effort. Parking Management Strategies&Implementation Guide+Topic Papers RW C Appendix 8—Page 164 MERIDIAN development core. REVIVE-RENEW-REDEFINE Destination Downtown Master Plan Update B. City of Meridian 2021—2025 Strategic Plan Overview The Meridian Strategic Plan outlines six strategic "Meridian will revitalize its downtown and grow its focus areas for the City for the 2021—2025 period. targeted commercial areas to ensure a balanced economic base that supports family-wage jobs The focus areas are: creation. We will retain and recruit businesses and services that support our targeted industries and • Responsible Growth community needs." • Transportation & Infrastructure • Business & Economic Vitality • Public Health &Safety • Vibrant &Sustainable Community • Government Excellence For each focus area,the Plan states Strategic Goals as well as action strategies for each goal. It is clear the overall goal of the Strategic Plan is to be "more efficient and effective in zoning, planning for denser projects in some parts of the city and work with developers to do so.i28 Key Strategic themes within the document also emphasize "growing responsibly," addressing transportation concerns," and "downtown revitalization." The Plan's 2021 and 2022 Annual Reports show progress in each of the focus areas established in the Plan. Findings For this review, parking is referenced just once in the Strategic Plan,though it fits naturally in the Plan's focus areas for Business& Economic Vitality and Transportation & Infrastructure. The single reference to parking is found in the Business & Economic focus area goal to "pursue multi- story residential and mixed-use projects in downtown."The action strategy for this goal is to "develop a strategy to address long-term parking needs for residential and commercial areas."A corollary strategy in this focus area would "maximize space usage of new facilities built downtown," which is supportive of the concept of shared parking, right-sized parking, and compact urban form. The goals and strategies within the Transportation & Infrastructure focus area emphasize efficient movement within and about Meridian and a range of road, sidewalk/pathway, and street lighting strategies to achieve the broader outcome of a connected system that includes pathways, sidewalks, and a "multi-modal approach" that, at least definitionally, would include efficient parking and its management. Within the framework of improved multi-modal access, parking plays a critical role, affecting urban form outcomes that can limit or facilitate density.The Strategic Plan is a high-level document, calling for a 8 Meridian Press,Growth a major theme as Meridian updates strategic plan(November 18,2020). Parking Management Strategies&Implementation Guide+Topic Papers RW C Appendix 8—Page 165 F9' �� MERIDIAN qdevelopment core. 1;�� VIVE.RENEW-REDEFINE .� Destination Downtown Master Plan Update range of goals and strategies to position Meridian to "be the West's premier community in which to live, work and raise a family." We acknowledge that the Plan has a City-wide focus, and this review is assessing how the Plan would affect Downtown parking outcomes. In this regard, the Plan's intended outcomes for better transportation efficiency, connectedness, and multi-modal access are supportive of goals and standards for more efficient building and strategically managing parking, inside and outside of the Downtown. Summary The Strategic Plan currently lacks clarity on parking and how, within a multi-modal system, parking would be regulated, managed, and built to achieve desired outcomes guided through policy and code. 6.5 ASSESSMENT OF MUNICIPAL CODE:Title 7 - Motor Vehicles and Traffic The following analysis provides an overview of the Meridian Development Code's provisions as related The intent is to understand the code provisions to the regulation of parking, parking management, related to parking downtown and offer and delivery of parking services.The intent is to recommendations to augment policy guidance understand the code provisions related to parking and improve regulatory standards within the code. This will support a more successful parking downtown and offer recommendations to augment program and align the code with parking policy policy guidance and improve regulatory standards and goals. within the code.This will support a more successful parking program and align the code with parking policy and goals. A review of the Municipal Code found references to parking or corollary areas that could better address parking through clarification or revision.This included the following code sections. • Title 7—Motor Vehicles and Traffic o Chapter 2—Parking Regulations • Title 11—Unified Building Code o Chapter 1—General Regulations ■ Article A: Definitions o Chapter 3- Regulations Applying to All Districts ■ Article C: Off-street Parking and Loading Requirements A. Code Guidance:Title 7—Motor Vehicles and Traffic/Chapter 2- Parking Regulations Purpose (Title 7, Chapter 2) Based on the premise that growth in the downtown (and other emerging commercial and residential areas)will require an integrated and comprehensive package of strategies, it is important to establish clear priorities to facilitate an efficient and successful parking program. Many cities (like Meridian) include in their codes a section called "purpose," "intent," or"legislative findings," which serve as pre- Parking Management Strategies&Implementation Guide+Topic Papers RW C Appendix 8—Page 166 MERIDIAN development core. /IVE•RENEW-REDEFINE Destination Downtown Master Plan Update sections of a code chapter.29 The goal of purpose statements is to create a relationship between code regulations and a priority intent. Without clear and consensus priorities, it becomes difficult to initiate solutions requiring changes to the parking system (and the status quo) and form partnerships between stakeholders that facilitate success.The Meridian code should reflect this. At present,Title 7, Chapter 2—Parking Regulations, of the code does not include any reference to parking policy priorities. As discussed earlier,the Comprehensive Plan and the Downtown Meridian Transportation Management Plan are mostly silent on parking policy.As regards transportation "policy," it appears the focus of current code guidance is heavily weighted toward street systems, new transportation infrastructure, and safety(all important elements). To this end, we recommend adding a new section preceding what is now 7-2-1 of Title 7, Chapter 2— Parking Regulations, called Purpose—Parking and Parking Management.This would preserve Chapter 1, which primarily refers to policies related to traffic.The new section might read:3o "Where parking is regulated,the City of Meridian intends to: 1. Coordinate parking in a manner that supports the City's vision for a growing downtown, emerging districts, and adjacent neighborhoods. 2. Achieve parking operations that are financially sound and self-sustaining, taking into consideration affordability and efficiency. 3. Capitalize on strategic investments in technology to improve parking management and the user experience. 4. Manage the on-street system to provide a rate of turnover that supports district vitality. 5. Reduce conflicts for access between users, prioritizing visitor access in commercial districts and residents and their guests in neighborhoods. 6. Provide sufficient parking to meet employee demand, specifically in conjunction with City- owned off-street facilities and other reasonable travel mode options or transportation demand management programs. 7. Manage parking as a critical component for the establishment of efficient multi-modal transportation networks, more compact development, and redevelopment opportunities. 8. Use performance measurements and reporting to ensure the intent and purpose for parking management are achieved." This revision would create a straightforward and easy-to-articulate outline of purpose and intent that will better inform the public(and readers of the code) as to the need for parking management when certain conditions require City actions and programs. It will better clarify actual code regulations as they would directly tie to stated priorities. Definitions (7-2-1) 29 The Meridian code actual uses"Purpose"sections to preface specific Chapters or Articles(e.g.,Title 11,Chapter 1). ao Ideally,priority policies and goals for the parking system will emanate from the Stakeholder process now underway for the Downtown Parking Master Plan(i.e.,Guiding Principles for Parking Management). Parking Management Strategies&Implementation Guide+Topic Papers RW C Appendix 8—Page 167 F9' �� MERIDIAN qdevelopment core. 1;�� VIVE•RENEW-REDEFINE .� Destination Downtown Master Plan Update To support future parking management, it may be necessary to add parking management-related definitions to the code,for both existing parking and future parking options that the City may implement.The following additions are provided for consideration within this Chapter(7-2-1 - Definitions) or other appropriate code sections as determined by the City": • Loading zone means a space on the edge of a roadway designated by signage for the purpose of loading and unloading passengers or materials during specified hours or specified days. • Metered parking means any parking stall or parking area where the use of parking is limited by a posted maximum time allowance and requires payment of a stated fee or charge for use, whether by coin, credit/debit card, or virtual payment(online payment or database record). • Park or parking means the standing of a vehicle,whether occupied or not, otherwise than temporarily for the purpose of, and while engaged in, loading or unloading property or passengers. • Parking facility means a standalone off-street facility used for the primary purpose of parking motor vehicles whether or not a fee is charged including, without limitation, surface lots and parking garages. • Parking limiting signage means any signage establishing time-limited parking, or any other restriction on parking, for a parking stall or parking facility. • Parking permit means an authorization from the City to park in specific parking stalls, parking facilities, or areas of the City. Parking permits may be subject to conditions and restrictions on the use of the parking permit. • Parking space or parking stall means an area located in the public right-of-way or in a parking facility that is available for parking a motor vehicle by an authorized user(whether hourly, daily, and/or overnight). • Stand or standing means the halting of a vehicle,whether occupied or not, otherwise than temporarily for the purpose of and while engaged in receiving or discharging passengers. • Time-limited parking means a restriction on the maximum time allowance that a vehicle can occupy a parking stall or parking facility and may include, without limitation,the following time- limited parking designations: (a) High turnover parking stall means any parking stall signed or metered for stays of less than one hour. (b) Short-term parking stall means any parking stall signed or metered for stays of one to four hours. (c) Long-term parking stall means any parking stall signed or metered for stays of more than four hours. Fees and Rates (7-2) 31 Within Title 11—Unified Development Code, Chapter 1—General Regulation,Article A—Definitions,there are five definitions related to parking.These include definitions for Parking facility, Parking lot overlay, Parking lot reconstruction, Parking lot restriping, and Parking space, off street. The City will need to consider the definitions recommended here for consideration, reconcile these with existing definitions, and determine which Title and Chapter is most appropriate for including changes to definitions. Parking Management Strategies&Implementation Guide+Topic Papers RW C Appendix 8—Page 168 F9' �� MERIDIAN qdevelopment core. 1;�� VIVE.RENEW-REDEFINE .� Destination Downtown Master Plan Update Chapter 2 provides an administrative procedure for the payment of parking fines (7-2-10 E). Included in this procedure is a fine schedule for the imposition of a fixed list of fines imposed for parking infractions (7-2-10 E (1)). What is lacking is a clear procedure empowering the City Council or its designee to establish rates, charges, and fees for a broader range of parking-related activities that might be considered in the future. To better align this with the definitions recommended above, an additional section in 7-2 should be created to establish such authority.Suggested language to consider: "The City Council is empowered by this chapter to establish from time to time, by resolution, rates, charges, and fees for any applications necessary to provide, manage, and administer parking permits,parking meter fees and rates,parking fines and citations charged by the City of Meridian. Adding the above-referenced language would allow new and/or anticipated systems, like paid parking, meters, and parking permit programs to move forward as necessary to effectively support a broader parking management plan and program. Summary We have offered several recommendations for revisions to Title 7, Chapter 2 of the Municipal Code. These considerations are mostly definitional, clarifying parking in the downtown area and setting the City up to better anticipate future parking activity and management of the downtown supply. Language is suggested as to the purpose of parking, possibly in a new section preceding what is now 7-2- 1 of Title 7, Chapter 2—Parking Regulations, called Purpose—Parking and Parking Management.As in other documents reviewed in this report,the code does not give clear input into policy as to the purpose for parking.The goal here is to ensure that the parking code reflects and supports clear policy outcomes for parking in Meridian. 6.6 ASSESSMENT OF MUNICIPAL CODE:Title 11 - Unified Development Code Most city codes throughout the United States contain parking requirements that are arbitrary and unrelated to Most city codes around the United States contain the actual demand for parking generated by a use. Most parking requirements that are arbitrary and often,there is no valid tieback from the code unrelated to the actual demand for parking requirements to the actual demand necessary for, and generated by a use. In other words, there is no efficient to,the proposed land use in a development. demonstrated tieback from the code requirements to the actual demand necessary for, Exploring future parking needs within the context of and efficient to, the proposed use in a actual parking demand will allow the City to refine its development. parking code and realistically plan and achieve the urban form envisioned in its vision plans. Downtown Meridian consists of a variety of uses including retail, restaurant, office, and other uses. Visions described in planning documents summarized in Sections 1.3 and 1.4, above call for more efficient land use, increasing densities, urban living, and more emphasis on alternative modes of access (multi-modal transportation access). Currently, parking "demand" for those uses in Meridian is guided Parking Management Strategies&Implementation Guide+Topic Papers RW C Appendix 8—Page 169 MERIDIAN qdevelopment core. 1;�� ONE-RENEW•REDEFINE .� Destination Downtown Master Plan Update by the code's numerical Required Vehicles standards provided in Table 11-3C-6 Required Parking Spaces for Residential Use, and 11-3C-6B, standards for nonresidential uses. A. Code Guidance:Title 11— Unified Development Code/Chapter 3 Title 11—Unified Development Code/Chapter 3—Regulations Applying to All Districts/Article C— Off-street Parking and Loading Requirements Purpose (11-3C-1) "Purpose" in the Unified Development Code regarding Off-Street Parking and Loading Requirements is defined in Section 11-3C-1.The current language is as follows: Purpose(11-3C-1) "The purpose of this article is to provide regulations and standards for off-street parking and loading facilities with the intent to provide off-street parking areas, minimize traffic hazards and congestion, and mitigate impacts on surrounding properties." What the purpose statement lacks is a description of key urban form and multi-modal transportation visions described in such documents as the Comprehensive Plan,the Downtown Meridian Transportation Management Plan, and Destination: Downtown that the City would want to be expressed in its regulations, both Downtown and Citywide. We would suggest the City consider augmenting the existing Purpose statement in 11-3C-1 to more broadly reflect the desired outcomes that parking requirements are to have on development. A sample statement is provided (top of next page). Revised Purpose(11-3C-1) "The purpose of this article is to provide regulations and standards for off-street parking and loading facilities. The intent is to provide off-street parking areas that are efficiently sized and constructed, minimize traffic hazards and congestion, support and integrate with other multi- modal systems of access, and mitigate impacts on surrounding properties." We believe this simple change provides the necessary, and important link in the code,to City growth, land use, and transportation integration expressed in its future vision for Meridian. Residential Uses (11-3C-6) As Table 2 shows,there is a wide range of parking requirements developers must meet when assembling a development that includes a residential component (whether mixed-use or freestanding). Each residential "use and form" category is treated separately in the code. We have focused on the type Parking Management Strategies&Implementation Guide+Topic Papers RW C Appendix 8—Page 170 � 'AERIDIAN qdevelopment core. 1;,�� /IYE.RENEW-REDEFINE .� Destination Downtown Master Plan Update of residential housing that is most likely to occur within the downtown area (the focus of this study), particularly multifamily dwellings (shaded in blue on the table). Based on the table, residential parking requirements are based on bedrooms per dwelling unit.This assumes that,for instance, all 2-bedroom unit tenants will own 2 cars, and 3 and 4+ bedroom unit tenants will own at least 3 cars. Guest spaces are also assumed to generate a demand of 1 vehicle per every 10 units regardless, for instance,that on-street parking may be available and proximate. Table 2:Table 11-3C-6-Current Meridian Minimum Required Parking Standards(footnotes removed) SpacesUse And Form Bedrooms Required Parking (Per Unit) Dwelling,duplex, and dwelling,single- 1/2 2 per dwelling unit;at least 1 in an enclosed garage, family(detached,attached,townhouse) other space may be enclosed or a minimum 10-foot by 20-foot parking pad 3/4 4 per dwelling unit;at least 2 in an enclosed garage, other spaces may be enclosed or a minimum 10-foot by 20-foot parking pad 5+ 6 per dwelling unit;at least 3 in an enclosed garage, other spaces may be enclosed or a minimum 10-foot by 20-foot parking pad Studio 1 per dwelling unit Dwelling,multifamily(triplex,fourplex, 1 1.5 per dwelling unit;at least 1 in a covered carport or apartments,etc.) garage 2 2 per dwelling unit;at least 1 in a covered carport or garage 3 3 per dwelling unit;at least 1 in a covered carport or garage 4+ 3 per dwelling unit;at least 2 in a covered carport or garage Guest spaces 1 per 10 dwelling units Dwelling,Secondary 1 As set forth above for single-family dwellings as determined by the total number of bedrooms on the property Nursing and residential care facility 1 0.5 per bed Vertically integrated residential a Studio/1 1 per dwelling unit 2/3 1.5 per dwelling unit 4+ 2 per dwelling unit Given the vision of the planning documents summarized in Sections 1.3 and 1.4,we find that these standards may not be consistent with the goals for more dense, efficient, and connected urban living that is supported by "reasonable" parking access, linked to multi-model transportation systems. Figure B provides an example from Albany, Oregon. As the Figure illustrates, the actual demand for parking per residential unit was lower than the parking required(built),which was driven by code Parking Management Strategies&Implementation Guide+Topic Papers RW C Appendix 8—Page 171 MERIDIAN i; development core 11 1m= _VIVE RENEW-REDEFINE Destination Downtown Master Plan Update requirements in place.The sample sites focused on free-standing multi-family apartment developments, with mixes of studio to four-bedroom units.The number of units ranged from six to 152 dwellings. Figure B:Example-Local Data Demand Analysis(Albany,Oregon) 2018 ALBANY PARKING DEMAND EVALUATION LAND USE: RESIDENTIAL (STALLS PER UNIT) Built Parking Ratio Market Adjusted Demand —True Parking Demand Ratio 2.25 I 225 1.99 2.00 187 1.85 2,00 175 171 1.75 1.75 1.61 158 1.67 175 1.46 1.50 136 0.91 0.83 1,50 1 125 1.07 125 1.00 1,00 0.75 0.75 0.50 0.50 0.25 0.25 0.00 0,00 a As a first-level approach,the City of Meridian should evaluate current code demand assumptions (minimum requirements)for residential development.This would be accomplished through local measurement of existing residential properties to establish actual parking demand for listed Use and Form types in Table 11-3C-6. Findings could then aid in recalibrating requirements based on the relations of actual use of built parking supplies to actual occupied building areas. Non-Residential Uses (11-3C-6B) The City's parking requirements for non-residential uses are quite simple: • Commercial and residential districts -one (1) space for every five hundred (500) square feet of gross floor area.32 • Industrial districts - one (1) space for every two thousand (2,000) square feet of gross floor area. • Traditional neighborhood districts—one (1) space for every one thousand (1,000) square feet of gross floor area. From our work in other cities, these are very reasonable and efficient ratios of demand.The City may want, per the recommendation above for residential, to ground test some of these current non- residential requirements with some local data collection at existing sites, to measure actual demand for parking in relation to the number of stalls built. Nonetheless, the non-residential requirements are supportive of more efficient land uses. Also, the code provides a process for developments to propose alternatives to providing off-street parking in 11-3C-7. az Or 2 stalls per 1,000 SF of gross floor area. Parking Management Strategies&Implementation Guide+Topic Papers RW C Appendix 8—Page 172 MERIDIAN development core. REVIVE-RENEW-REDEFINE Destination Downtown Master Plan Update Consideration—The Benefits of Shared Parking Demand Estimating(11-3C-7) In Section 11-3C-7, the City allows for Parking Standard Alternatives. These include "favorable Traditional models for estimating parking conditions"that include shared use, alternative demand forecast demand based on single unique transportation, credits (in the Old Town district), land uses, even within mixed-use developments. and "innovative solutions." What may be missing in Each land use(e.g., residential, office, retail, the favorable conditions approach is the ability of a hotel, etc.)is treated as a separate "operating unit"with its parking need derived as a total developer to consolidate the total demand for based on an assumed peak hour for that specific parking in a mixed-use development into a land use. Within the parking industry, this form "blended shared use model," which would then be of demand estimating is called"stacked added to the Innovative Solutions section of the demand." code (11-3C-7-2).This approach is not shared parking between sites but shared parking within a site. Traditional models for estimating parking demand forecast demand based on single unique land uses, even within mixed-use developments. Each land use (e.g., residential, office, retail, hotel, etc.) is treated as a separate "operating unit" with its parking need derived as a total based on an assumed peak hour for that specific land use.This type of estimating assumes that parking developed within a site will be managed in a way that restricts the use of the built supply to specific users of each built land use.This approach is often reinforced in municipal parking development codes where each land use must meet a "minimum parking requirement," and in many cases, be conditioned to provide required parking as an "accessory" to the approved land use; accessory meaning parking cannot be shared with other land uses. Within the parking industry, this form of demand estimating is called "stacked demand." What stacked "demand" does not account for or provide for is the reality of how dynamic parking demand can be over the course of typical operating days. As stated above, stacked demand is usually tied to a peak hour demand for each use, leaving hours and days of operation when the land use has low parking needs static. As an example, a commercial office use typically experiences its peak parking demand between 9:00 and 10:00 AM, on weekdays.This type of operating parking demand profile leaves significant periods of low use midday and evenings- Monday through Friday- and very little demand on weekends. On the other hand, a hotel's demand profile skews toward late afternoons and evenings, a period that could be easily and efficiently shared in a shared-use parking management format. Similarly, restaurants and entertainment venues' parking needs occur on evenings and weekends when office demand is very low." Unfortunately,typical stacked demand in the code would peg an office demand number(9:00 and 10:00 AM, weekdays) and a residential demand number(evening/weekend) and build for(and possibly require) both within a mixed-use project.This is very inefficient and costly(particularly when structured parking is involved), and often results in surplus unused parking even during peak demand hours. A simple illustration of this is from a project in Salem, Oregon is shown in Figure C, a mixed-use project of multi-family residential and office. Using a blended shared-use approach, 264 total stalls would be as Residential peak parking demand is found to occur at midnight and on weekends,with periods of low use occurring from about 8 AM—4 PM, on weekdays.Low residential parking demand occurs when office parking demand is highest. Parking Management Strategies&Implementation Guide+Topic Papers RW C Appendix 8—Page 173 � 'AERIDIAN qdevelopment core. 1;,�� VIVE.RENEW-REDEFINE .� Destination Downtown Master Plan Update necessary to meet the demand needs of the project site, contrasted to 322 in the stacked demand estimate: a net savings of 58 stalls. Translated into surface parking, 58 stalls require about 23,200 square feet of land. In a garage,the additional development cost would be between $2.3 to$2.9 million.34 Figure C: Example Blended Shared Use Demand Model(Salem,Oregon) Estimated Hourly Shared Parking Demand -OSH North Campus Redevelopment Site 300 Option 1 250 v 200 ' a 150 a u_ 100 L 7 50 0 12:00 1:00 2:00 3:00 4:00 5:00 6:00 7:00 8:00 9:00 10:00 11:00 12:00 1:00 2:00 3:00 4:00 5:00 6:00 7:00 8:00 9:00 10:00 11:00 AM AM AM AM AM AM AM AM AM AM AM AM PM PM PM PM PM PM PM PM PM PM PM PM ■Office 0 0 0 0 0 1 4 20 66 118 131 131 111 111 124 124 111 79 33 20 7 4 1 0 ■Residential-MF 217 217 217 221 221 221 214 188 166 144 133 122 111 111 111 122 133 144 155 166 177 188 203 210 Total Site Demand 217 217 217 221 221 222 218 208 232 262 264 253 222 222 235 246 244 223 188 186 184 192 204 210 Blended shared-use demand modeling focuses on identifying the peak hours of each involved land use in a mixed-use project and blends varying peak parking needs across operating hours and days. Shared use modeling considers a parking operating day as a 24-hour period occurring over a 7-day week.This better accounts for the elasticity of parking demand.When planned for and managed effectively,the overall amount of parking needed within a mixed-use project can be reduced significantly.This leads to both higher efficiency of land use and lower project development costs. If the City of Meridian would consider the blended shared-parking approach as a possible addition to the Innovative Solutions section of the code (11-3C-7-2), potential overbuild of parking could be avoided, which is a barrier to right-sized parking, more efficiently developed land, and other urban form and transportation goals in Meridian vision documents. Summary The consultant recommends a broader evaluation of the existing parking development code with the intent to right-size requirements for residential uses and ensure that requirements for non-residential parking allow for blending demand in mixed-use developments.These requirements are one of the most significant factors shaping how cities are "calibrating" codes to directly link to goals and visions for urban form, connectivity, efficiency, and livability. 6.7 SUMMARY Parking Management is complex. A variety of elements play equally important roles in constructing a holistic plan that is thoughtful and reflective of a community's values. Downtown Meridian is no 34 Assuming$45,000-$50,000 per stall constructed(based on actual NW garages constructed) Parking Management Strategies&Implementation Guide+Topic Papers RW C Appendix B—Page 174 F9' �� MERIDIAN �� development core. 1;��,q VIVE•RENEW-REDEFINE .� Destination Downtown Master Plan Update exception, with a bustling downtown and increasing new development, now is a critical time to begin thinking about how to best manage the parking in Meridian now and into the future. This paper is intended to serve as a foundation from which the Parking Subcommittee can begin to form opportunities to connect desired visions for how Meridian will look and function in the future (policies) with the regulatory system charged with catalyzing that vision through development (code). Parking Management Strategies&Implementation Guide+Topic Papers RWC Appendix 8—Page 175 � 'AERIDIAN development core. q 1;,��, /IYE•RENEW-REDEFINE .� Destination Downtown Master Plan Update Appendix C: TP #3 — Existing Conditions—Supply & Operations Parking Management Strategies&Implementation Guide+Topic Papers RWC Appendix C—Page 176 MERIDIAN development core. REVIVE-RENEW-REDEFINE Destination Downtown Master Plan Update 7.0 Existing Conditions: Supply and Operations As part of the larger Destination Downtown Master Plan Update,the City of Meridian wants to understand its current An understanding of the existing public parking program better.To accomplish this, the Meridian parking supply and its operation in Development Corporation (MDC) and the City are pursuing a Downtown Meridian is a foundational piece in parking management that will series of topic papers focused on specific topics related to provide a platform for data collection, parking management. more precise management, maximizing opportunities, and determining priorities This Topic Paper is the third of six papers and summarizes the for the use of stalls within the supply. current parking supply within the downtown study area (on and off-street). The evaluation will also present information regarding existing city operations in place to manage access to the supply.The table below indicates the Topic Paper process for this project. TopicTransportation 1. Fundamentals of Parking Management 2. Policies, Code, and Guiding Principles 3. Existing Conditions:Supply and Operations35 4. Understanding the Current Parking Environment 5. The Parking Experience 6. Demand/New Supply/Technology The primary intent of this topic paper is to provide a summary of the current parking supply to inform readers of the amount of parking, the format of the supply (e.g., allowed uses,time restrictions), and the differences between the on and off-street systems. A basic understanding of the inventory of parking is a foundational piece in parking management, providing a platform for: (a) data collection (b) more precise management (c) understanding opportunities and challenges between public and private supply, and (d) determining priorities related to the future use of specific stalls within the supply. ss The title for this topic paper was changed from"Parking Organization&Capacity Management"to Existing Conditions:Supply and Operations. The change was made to better reflect information gathered and the fact that current overall operations of the system are minimal at this time.Recommendations to improve and/or augment operations to maximize the supply will be included as strategy recommendations at the end of this project study. Parking Management Strategies&Implementation Guide+Topic Papers RWC AppendixC—Page 177 MERIDIAN development core. REVIVE-RENEW-REDEFINE Destination Downtown Master Plan Update 7.1 Parking Supply A. Study Area The study area for the downtown was established in the initial RFP solicitation for this project.The study area is bounded by W. Cherry Lane (north), W. Franklin Road (south), W. 3rd Street, approximately (west), and East 3rd Street(east). Figure A illustrates the boundary from which the inventory was cataloged. Figure A—Downtown Parking Study Area zoz3 u -� ti City of Meridian _ Downtown Parking Data Collection - r W Data Collection u ■ Area L e • o ❑ BADLEKAYE ❑ i2l aism �oo�o C � • In E_ SNINGTONAVE r O u - = A0.LTON-AVE III :1, L L�0 ❑TAT �+` ' 1 •+ ❑ N _W-PNE-AVI - EnVE .CJ l } IaoA�E �oANOAE ❑❑ r-- ....A E B .�° • E NOAowA. o ... • ■■ .■■ QL jj" ■i o 0 Li D ■' r �■ - , ,� � ■ N u on NINE E e N.wl«IA ET__ �o ■ .� iiiii I�a � w 7 RPVC Parking Management Strategies&Implementation Guide+Topic Papers RWC Appendix C—Page 178 4"�� MERIDIAN 14-0� development core. 1".�Mig '/IVE.RENEW-REDEFINE ;� Destination Downtown Master Plan Update B. On-street Supply In April 2023, Rick Williams Consulting(RWC) senior staff conducted an in-the-field inventory of 83.3%of all on-street parking in the study area in "No all on-street parking within the project study area. Limit,"or unregulated parking, a total of 1,421 stalls. This is uncommon to downtown areas striving to All on-street spaces were cataloged during the prioritize visitor trips and reasonable levels of turnover inventory by block face and time limit designation. to maximize customer trips to street-level businesses. Where physical stall markings were not in place, RWC used measuring wheels to estimate stall capacity. RWC uses a 23-foot standard to calculate parallel stalls on blocks that are not marked or striped. RWC also accounts, in this type of measurement, for sight lines,turning radii for curb cuts, and safety elements like fire hydrants to ensure that stall inventory estimates are accurate and cognizant of actual operational functionality within a street's circulation system. The downtown on-street parking inventory spans 175 parkable block faces.36 In total, 1,705 on-street parking spaces are available to the public.The complete mix of stall types is summarized in Table 1. Table 1:On-Street Inventory Use Type All %Total Stalls On-Street Supply 1,705 100.0% 30 Minute 2 < 1% 1 Hour 35 2.1% 2 Hour 239 14.0% ADA accessible 8 < 1% No Limit 1,421 83.3% As the table indicates, 83%of all parking in the study area is "No Limit" or unregulated.This category totals 1,421 parking stalls.The next highest category of stall type is 2 Hour parking (14%of supply/239 stalls). A range of stall types comprises the rest of the inventory, ranging from 30 Minutes to 1 Hour, and ADA accessible.These stalls are provided in small numbers,totaling about 4%of the total inventory. Figure B allocates all parking by its type (see map legend) to individual block faces.As described above, most parking is No Limit (1,421 stalls). Signed 2 Hour visitor parking (239 stalls) is most concentrated south of E. Pine Avenue to E. Broadway Avenue, between N. Meridian Road and E. 3rd Street.There is also a small concentration of 2 Hour parking along the east side of N. Main Street north of E. Washington Avenue. 16 A parkable block face is public right of way where vehicles are allowed to park adjacent to the travel lane. This study does not include block faces where parking is not allowed. Parking Management Strategies&Implementation Guide+Topic Papers RWC AppendixC—Page 179 ttS410� IAERIDIAN development carp.VIVE RENEW-REDEFINE Destination Downtown Master Plan Update Figure li Meridian Downtown—On-Street Inventory Map 2023 W CH On-Street Supply:175 blockfaces 11,705 stalls City of Meridian • __ I Downtown Parking On-Street Inventory t • OInventory • Collection Area GRUBER Signed z • 30 Minute(2 stalls) • 1 Hour(35) o = N'� • •• � t • 2 Hour(239) �• F •ADA accessible(8) ri a � 3��•� _� z•; � Other • No Limit(1,421) Z � �. ali�i�•i�i=i�iirw• :: •i••i� eel ® opa r ] p we ! E CARLTON A 1iVE f •� M� � • �� N • •• ��•• W PINE + E PINJA'j E I 4.40 AVE�•� MM MMMMU1•M J • J�� 41111111001119 e n a li •wwrJL M r ar•• •w w if me an W BROADWAY AVE •• E BROADWAY,AVE L M •N��� ���� =M•• MM•�� • t !• _ J —_--_ — • � � -— � f Paereae Sr - _ _ __ __ •� r•w� ••pMM• E BOWER ST M�•S7"� a••r •••' M•••F • ❑ y M ❑ •r w a ww• •• • ••�r w , r• : .� •' • TAYLO RAVE �•,,•,,•_�, z ocr 000000 W FRAN KLIN RD � • • • z �• - J-lIG L_J • • E FRANKLIN RD � w o z5o Fear —i Storey Park RW C Parking Management Strategies&Implementation Guide+Topic Papers RW C Appendix C—Page 180 4"�� MERIDIAN 14-0� development core. 1".�Mig '/IVE•RENEW-REDEFINE ;� Destination Downtown Master Plan Update C. Off-street Supply The off-street system is comprised of 3,785 parking stalls located on 162 unique sites The off-street inventory is comprised of small lots, averaging 30 stalls or less. The concentrations of off- serving a mix of land use types.Table 2 provides street parking are in the north and south ends of the a breakout of the sites by type of land use study area. The middle section of the study area has served, total sites by land use category, and less parking in terms of both the number of sites and total stalls that serve these unique land uses. the size of the lots. Methodology During the parking inventory process,journeymen surveyors were deployed into the field to quantify all parking facilities within the study area.They identified and cataloged commercial lots by block,the number of stalls at each facility (total vehicle capacity), and the observed or perceived land use(s)they served. Based on their in-field observations, surveyors applied land use attributes to each parking facility. In some cases,the determination is obvious with clearly marked signage (or through visual cues of validation stickers or hangtags) indicating who is authorized to park there. In other cases, the surveyor will engage users onsite by asking which tenants use that parking supply. If neither option is available,they will make an educated guess as to what land use/tenant the parking most likely serves. While the database of cataloged parking is thorough and carefully determined, some lots are inevitably miscategorized;that is why the database is always being refreshed and updated with the latest information available. Building tenants regularly change, and so should the parking database tracking those use changes. The practice of categorizing parking by land use can be a helpful tool when looking at off-street occupancy profiles, particularly after a significant change affecting the parking system (e.g., impacts of COVID-19). For example, one or two categories of land use (e.g., retail, mixed-use) may exhibit higher occupancy levels than others experiencing slower, more moderate activity levels (e.g., office use).That can be valuable information in determining where surpluses exist and can present opportunities for shared use with proximate land uses experiencing constraints or deficits. Inventory As the table shows,there are eleven different land use types ranging from City to Retail.37 By far,the most prominent use served in the off-street supply is in the Retail category,with 71 parking lots totaling 1,572 stalls (about 42%) of the entire supply.The next largest categories are Institution (29 lots/908 stalls/24%of total supply) and Office (24/465/12%). Lots identified as City total six sites, 227 stalls, and 6%of the total supply. The distribution of parking sites is shown in Figure C, with the land use types served color-coded, which is summarized in the legend at the right of the figure. It is important to note that each site in Figure C is assigned a unique Lot ID number.38 These Lot ID numbers correlate to a detailed table of all sites 37 Note:the land use type categories were determined through field verification.To determine land use type,field staff looked for identifiers like on-site signage,relationship to specific buildings,and patterns of use by those parking(e.g.,visually watching where people walked to once parked).While not a perfect methodology,we have found in numerous studies that our methodology has proven highly accurate.That said,as the project develops,others,who may have direct experience with specific lots,can help to revise RWC's assessments. 38 In other words,the numbers on the figure do not represent parking stall totals for those sites. Parking Management Strategies&Implementation Guide+Topic Papers RWC AppendixC—Page 181 � 'AERIDIAN qdevelopment core. 1;,� VIVE.RENEW-REDEFINE .� Destination Downtown Master Plan Update provided at the end of this document as Appendix C-A.The Appendix table assigns a "Lot Number" to each facility, a descriptor, and the number of stalls specific to the site. Table 2:Off-Street Inventory by Land Use Type Use Type Sites %Sites Stalls %Stalls Inventoried Inventoried Off-Street Supply 162 100.0% 3,785 100.07 City 6 3.7% 227 6.0% Federal 1 < 1% 76 2.0% Industrial 4 2.5% 37 < 1% Institution 29 17.9% 908 24.0% Medical 6 3.7% 111 2.9% Mixed Use 3 1.9% 72 1.9% Office 24 14.8% 465 12.3% Private 2 1.2% 27 < 1% Residential 12 7.4% 235 6.2% Retail 71 43.8% 1,572 41.5% Unknown39 4 2.5% 55 1.5% 9 In these four cases,field staff was unable to determine the primary use these lots served. Parking Management Strategies&Implementation Guide+Topic Papers RWC Appendix C—Page 182 MERIDIAN � 4 development carp. �,`1 VIVE•RENEW•RE�EFINE+: Destination Downtown Master Plan Update Figure C:Off-Street Inventory by Land Use Type 2023 Otf Street$upply.1fi2 sites l3,785 stalls City of Meridian w�ch�R+EJU RVI EW Downtown Par1king 23 Off-Stmat Inventory _ .�, Data I.me(Aian _j O Ar" ' '�� .� 1i2 city 6 Federal _ 4 is a A 13T a lrra11tutim It.yY 0 291 908 Moil 1 }' f low■ �'�� ■ ' w 1 61111 *w■■ �+ j a �c OMixe Use Office * 1 r f " m �11e" 3172 o , 241466 yE 3 41•ir **� } EI I Private vA SM�NG70H iVS�E E kMIN =2127 ■ 45 . MUM■ e AL * RewdelYhal F $ u r Jip w i�# 121236 'Ah if t ROW - � rz `w 7111,57 L E4 117 W -- 4155 � 51Y i■ * 4 mar GG S$ i21 1 IV r n. ■ 1 ti!? _. W_PINE kVE _� _ jjrj V I ppi ■ � 80 �': II 'gam■ �U�a�.s CIF 12% ��1P -14 re ■ W 6R4A aWAY.7A o Lal F _ x ...E'BROA4WAY AVE TO 65 } L T1 _ E 1 x Ulf E4"r•. � __... _ 7s Irc■ rim — -� r rss lF ��q °ae I iq Fb TU �� si ia7tip b n IZS 1 i i �i IN A19L'I, ,79 " 141 Jill 1ai 4, H7 LtiiAMS'A1�.55 T'° 8: �� ,i�1595+9 158 litLI N i� Parking Management Strategies&Implementation Guide+Topic Papers RWC AppendixC—Page 183 MERIDIAN qdevelopment core. 1;� /IYE•RENEW-REDEFINE .� Destination Downtown Master Plan Update As Figure C illustrates, Retail lots (which comprise 41.5% of all off-street parking) are concentrated in the north and south ends of the study area.The largest lots in key land use categories are as follows. • Retail: Lot 112-Rite Aid (north end)with 193 stalls and Lot 77—Crossfire Shooting Gear(south end)with 124 stalls. • Institution (which comprises 24%of all off-street parking): Lot 115,which provides 172 stalls serving Cole Valley Christian. • Office: Lot 128 (Keller Associates)with 88 stalls. • Residential: Lot 65 (Old Town Lofts)with 108 stalls. • The largest parking site in the inventory is Lot 112, with 193 stalls. The six City sites are all located south of Broadway Avenue.The largest City site is Lot 69 (City Hall 1), with 64 stalls. Lot 11 has 54 stalls and provides City Hall Employee Permit Parking(8 AM to 5 PM). Lot 73 is a gated lot for 30 stalls that houses City fleet vehicles. Lot 70 (53 stalls) is another City Hall site, and Lot 82 (13 stalls) and Lot 83 (14 stalls) serve the ADA County Juvenile Probation Services and the ACJCS, respectively. The off-street inventory mainly comprises small lots, averaging 30 stalls or less. Again,the concentrations of off-street parking are in the north end of the study area (north of Washington Avenue) and the south end of the study area (south of Broadway Avenue). The middle section of the study area has less parking in terms of the number of sites and the size of the lots. D. Considerations - Supply As the project moves toward data collection,the following considerations should be kept in mind: On-street • Most on-street parking (83% of all stalls) is unregulated (No Limit), allowing any user to park for unlimited periods. • The very high percentage of No Limit, unregulated stalls is not typical in downtown areas striving to prioritize visitor trips and reasonable levels of turnover to maximize customer trips to street-level businesses.The high percentage of such stalls may encourage all-day use of the on- street system by employees and residents. • Data collection will provide a clear understanding of how the on-street system is being used today and will afford a basis to review the highest and best use for all on-street parking in the study area, recognizing the need for turnover in commercial areas and preserving residential access on streets zoned residential. O -street • At 162 off-street sites, a great deal of land area is now in surface parking. • Retail parking represents over 40%of all off-street parking, which should benefit customers and visitors coming downtown. • Most lots, across all land use types served, are small (less than 30 stalls), with the most significant proportions of the supply located in the north and south ends of the study area. Parking Management Strategies&Implementation Guide+Topic Papers RWC AppendixC—Page 184 MERIDIAN development core. REVIVE-RENEW-REDEFINE Destination Downtown Master Plan Update • Data collection will provide "real-time" information on the use of the off-street supply and identify constrained and underutilized lots. Data collection will also illustrate the relationship in use patterns between the on and off-street system, which will inform the project to tailor strategies to maximize the efficient use of both parking supplies. 7.2 Operations One of the most significant challenges of managing a municipal parking system is trying to accommodate the needs of competing user groups.The parking system cannot serve all users' needs equally, particularly when the demand for a space occurs during similar peak times. Parking is a scarce and costly resource that needs to be prioritized for the highest and best use. Knowing there is a limited parking supply, those responsible for managing the parking must decide who should get priority access to specific stalls. Further, managers must consider how and in what form their parking needs should or should not be accommodated for the lower priority group. As referenced in White Paper#2, "With a clear understanding of who has priority to a parking spot, policies are framed to "get the right user to the right space." The following sections provide a brief overview of current operational practices into how those decisions are made regarding right-of-way parking in the City of Meridian.This section focuses on the different entities with vested interests in the on-street parking supply, assessing the opportunities and challenges of how on-street parking is currently being managed. A. Management of Parking in the Public Right of Way As noted, clearly defined decision-making is critical to the active management of on-street parking. If decision-making is simple,transparent, and can be implemented easily,then responsive changes (e.g., time restrictions,ADA stalls, exception stalls, loading zones, stall striping, meters, etc.) can be made easily. If a manager's ability to implement changes is cumbersome, unclear, or particularly challenging, essential parking modifications intended to support ground-floor land uses cannot happen.This can frustrate all users involved (employers, employees, residents, and visitors). In Meridian, the responsibility of managing the right-of-way is not as straightforward as in some other jurisdictions. No single entity is charged with managing parking on a day-to-day basis; instead, it falls on one of three entities—the City of Meridian,the Meridian Development Corporation (MDC), or the Ada County Highway District (ACHD).The vast majority of Meridian's road network is the responsibility of the Ada County Highway District. On-street parking striping and signage installation, informing customers and visitors of how and where they can park(e.g.,time restrictions, loading zones), is done by request of ACHD but initiated by MDC.The responsibility of parking enforcement falls under Code Enforcement, which is within the Meridian Police Department under the umbrella of the City of Meridian. ACHD was created in 1971 and is "a separate unit of local government that consolidated the street and road functions of Ada County and the cities within the county."40 ACHD provides transportation services for the right-of-way in six cities within Ada County. Funding for ACHD is primarily through local property 40 Section 1000—Ada County Highway District Manual- https://www.achdidaho.org/Documents/ACH DpolicyManual/1to4000/Sectionl000_OverviewCommission.pdf Parking Management Strategies&Implementation Guide+Topic Papers RWC AppendixC—Page 185 F9' �� MERIDIAN qdevelopment core. 1;�� VIVE•RENEW-REDEFINE .� Destination Downtown Master Plan Update taxes.The assessment is determined by the number of miles within each municipality. As the City of Meridian is within Ada County,ACHD is responsible for signals, signage, and general maintenance. 'The Ada County Highway District(referred to as the District in this manual)is the governing agency responsible for the construction and maintenance of all public rights-of-way in Ada County. The District's legal authority is based upon the laws of the State of Idaho. Specific authority is found in Chapters 13 and 14 of Title 40 of the Idaho Code.141 The ACHD is governed by its Board of Commissioners, which has the authority to pass ordinances, rules, and regulations. Every year, cities within Ada County's jurisdiction can submit larger prioritized projects that ACHD folds into their 5-year planning efforts. Specific to parking, signage, and striping,follow the requirements outlined in Section 5200 (Traffic Operations) of the ACHD Policy Manual. Signage must adhere to the Manual on Uniform Traffic Control Devices (MUTCH) in color, size, reflectivity, and shape.The entity requesting the change bears the costs of any sign fabricated, installed, and eventual replacement. Small projects, such as parking signage changes, are piecemeal, as Meridian staff has no annual budget set for potential projects. Responses from ACHD are prioritized based on the urgency of the need. Requested parking changes or maintenance requests under the management of ACHD are done informally through emails.At the City of Meridian, project requests are first vetted by a volunteer transportation committee.All City staff can make these requests without a formal process or oversight. If approved, plans are then submitted to ACHD for approval. Once received at ACHD, the request must be approved by multiple departments and the ACHD Board of Commissioners. If approved,the project timeline from request to ACHD implementation is undefined. By contrast, MDC often makes requests for changes within the downtown that fall within the urban renewal district. A small staff at ACHD is charged with implementing parking changes at the various overseen municipalities. ACHD is not a customer service entity but an organization focused on project implementation.To this end, ACHD does not field questions nor address frustrations regarding proposed or active projects.Therefore, city staff must act as the projects' liaison,fielding questions from residents, employees, employers, and visitors.This can lead to communication disconnects (frustration) in information,timelines, impacts, etc.,for ACHD projects. Although this frustration can be felt by many residents, employees, and city staff, it is understood that cities within ACHD do not have the capacity nor the budget to assume the responsibilities that ACHD currently performs. B. Enforcement As noted above, Code Enforcement oversees parking enforcement and is housed within the Meridian Police Department. Code Enforcement for parking typically assigns six(6) full-time staff providing 41 Section 1002—Legislative Authority- https://www.achdidaho.org/Documents/ACH DpolicyManual/1to4000/Section1000_OverviewCommission.pdf Parking Management Strategies&Implementation Guide+Topic Papers RWC AppendixC—Page 186 MERIDIAN development core. REVIVE-RENEW-REDEFINE Destination Downtown Master Plan Update routine daily on-street parking enforcement and call-in request enforcement.There is no parking enforcement vehicle, so on-street parking enforcement personnel walk the Downtown monitoring on- street parking stalls twice daily, Monday through Friday, 8:00 AM -6:00 PM. Enforcement does not operate on the weekends.42 Code Enforcement personnel physically chalk vehicle tires on-street to calculate the length of stay and to determine if a citation is warranted for violating the posted time stay. Citations are issued by both paper slips and through a proprietary electronic system. Payment of citations can be made in person,via mail, and online. Parking citations range from $15 for exceeding the time restriction for an on-street stall to $100 for parking in a designated accessible stall. Parking fines must be paid to the Police Department within seven (7) days of the citation. C. Cost/Revenue Requested changes to the parking system in Meridian are expressly at the cost of the entity making the request. Code Enforcement and other departments in the City can make requests to ACHD through an informal process (email).The expenses related to those requests (e.g., signage, striping) are paid through the general fund.There is no annual budget for forecasted costs such as additional signage, replacement, striping, etc. Revenue generated by the parking system is solely derived through parking citations.At present, citation revenue returns to the General Fund. 43 A. Considerations—Operations The City of Meridian's parking operations is unique, with ACHD controlling the ability to make parking- related changes to the on-street environment. Requested changes are sent to ACHD for approval, and then, if approved, requests are processed.Therefore,the City of Meridian does not control the ability to be proactive or, at the least, highly responsive to immediate needs. Working within the existing system's structure, some considerations to increase efficiency, transparency, and accountability include: Organization ❖ Establish a Single City Point of Contact for Parking.Administrative and operational responsibilities for parking in public assets are spread between the City and ACHD.There is no single entity responsible for parking management within the City. If implementing a new downtown parking plan is a desired outcome,then the overall administrative and operational management of the City's on and off-street supply will need to be addressed. ❖ Establish an Annual Parking System Implementation Action Plan. Develop an annual work plan outlining specific prioritized infrastructure improvements to be implemented over the fiscal 42 As noted in Section 2,Table 1,there are 284 spaces requiring enforcement.All remaining spaces in the downtown study area are No Limit, allowing unlimited use. 43 The annual revenue generated by citations and the cost of enforcement was unavailable at this time. Parking Management Strategies&Implementation Guide+Topic Papers RWC AppendixC—Page 187 F9' �� MERIDIAN �� development core. q VIVE.RENEW-REDEFINE Destination Downtown Master Plan Update year.These annual work plans should be based on a larger 3-or 5-year capital improvement plan.This will guide budgeting, particularly when projects span multiple years or require allocations from non-general funds sources. ❖ Meet Semi-Annually with Parking Advisory Committee. Continue the positive work established with the Destination Downtown Parking Subcommittee by meeting with them at least twice a year(perhaps more,when warranted).The group can provide guidance on prioritizing parking- related projects for downtown and suggest budget allocations when requested. When determining project priorities,the group can refer to the established guiding principles and how they relate to the vision and goals for downtown. ❖ Conduct Periodic Evaluations of the Parking System.As with this study, it is critical that parking management practices and strategies are executed using the most recent, high-quality data available. It will be important for the City to continue data collection moving forward to monitor how the system is performing and to determine how effectively implemented strategies are working. Having annualized quantitative data will allow the Parking Advisory Committee and city staff to compare system performance metrics from one survey to the next; for example, elements such as unique vehicle trips(and vehicle hours parked) provide a bellwether for downtown activity levels. Future studies can and should be planned for in the Annual Parking System Implementation Action Plan. Financial Sustainability ❖ Establish Basic Financial Reporting and Service Performance Metrics. A consolidated line-item tracking of annual enforcement labor/hardware costs and citation revenue should exist.This should be easily accessible and serve as a measure of whether citation revenue covers the cost of enforcement. Similarly, metrics related to the annual number of citations issued (by type of violation) and rate of payment compliance should also be tracked.This provides information on the rate of user compliance and can target areas where changes to the system (e.g.,time stays, reduction of No Limit stalls, etc.) might be made.As with the above section on Organization, as the Downtown parking management effort evolves, more coordination and tracking of the parking will be necessary to ensure efficiency and performance. ❖ Establish a Parking Enterprise Fund. Creating a separate fund to house parking-generated revenues (e.g., citation fees)that can be reinvested into the transportation system.This begins to put parking on the path toward revenue neutrality,where revenues generated from the system pay for enforcement and (eventually) capital expenditures. Eventually (10+years later), if downtown Meridian elects to install parking meters,the fund will already be established to manage and house those revenues, keeping them deliberately separated from general fund dollars. Communications ❖ Formalize Existing Service Request Process—Currently, parking requests to ACHD are informal through email and/or phone.To track requested changes/maintenance more accurately, a formal process should be created.This can be as simple as an online form.The form can be Parking Management Strategies&Implementation Guide+Topic Papers RWC AppendixC—Page 188 F9' �� MERIDIAN qdevelopment core. VIVE.RENEW-REDEFINE 1;.� Destination Downtown Master Plan Update categorized (e.g., signage maintenance, signage request, stripping, etc.). By creating a process, a database of requests can evolve, which can provide annual trends/needs, allow for tracking costs/expenses, and estimate yearly budgeting.This process would provide straightforward communication between the City and ACHD. ❖ Maintain a High Level of Communication with Those Accessing Downtown. Continually refresh and update the downtown parking map online, reflecting the most recent changes made to the parking system. Make the parking map more prominent on the website (i.e., easy to find)for visitors downtown, giving them a better understanding of what to expect before they arrive.As more on-street management is introduced, it can also serve as a resource for employers and employees, informing them where the preferred locations are to park(supportive of a customer-first policy). Clear communication also involves intuitive signage, guiding, particularly first-time visitors downtown, where to park with assurance and without fear of citation. Efficiency ❖ Transportation for Enforcement—With on-street time stays ranging from 30 minutes to 2 hours, the current level of walking patrol enforcement does not have the ability to truly enforce the on-street system. With minimal parking revenue and the small area of Downtown, enforcement transportation options could include low-cost means such as e-bicycles,which would create more efficiency and allow easy coverage of a larger geographic area. ❖ Consider investing in Handheld Enforcement Hardware.Though it may not be immediately warranted, having an electronic enforcement system would make the enforcement process more efficient(e.g., electronically filing citations administratively). It would allow code enforcement officers to quickly enter license plates and run reports on time stay abuse or vehicles with chronic violations.Though this consideration comes with some cost, it could create a more efficient and compliant parking system, potentially boosting revenue generation. 7.3 Summary The Meridian Downtown parking system is nascent as overall management goes.The overall supply of public parking totals 1,705 stalls on-street, and 227 stalls off-street(in six City lots). Within the on-street supply,just 284 stalls (<17%) are time-limited and enforceable.The parking"system" lacks a single point of contact for issues related to parking and programs for tracking, accounting, communications, decision-making, and strategic planning for parking.That said,this may work at the current level of use within the system for the immediate future. Nonetheless, as the Downtown grows, and if the community's vision for the area outlined in such documents as the Destination:Downtown Plan and Downtown Meridian Transportation Management Plan is to be realized,44 more formal fundamentals of parking management will need to be evaluated and strategically implemented. Key to that transition will be establishing a centralized administrative and organizational structure to house the City's parking management agenda and establishing key metrics of performance that are routinely tracked and evaluated. 44 See RWC Topic Paper#2:Policy and Code Review(April 2023) Parking Management Strategies&Implementation Guide+Topic Papers RWC AppendixC—Page 189 � 'AERIDIAN development core. q 1;,��, /IYE.RENEW-REDEFINE .� Destination Downtown Master Plan Update 7.4 APPENDIX C-A: OFF-STREET INVENTORY BY UNIQUE SITE Lot Facility Stalls Use Type Number - Off-Street Supply Inventoried 3,785 - (162 sites) 1 Church of Jesus Christ of Latter-Day Saints 173 Institution 2 The Basement/Agents With A Smile 55 Retail 3 Vance Medical 17 Medical 4 Meridian Elementary Staff Parking Only 17 Institution 5 Meridian Food Bank Patrons Only 14 Institution 6 Food Bank Trucks Only 14 Institution 7 Calico Luxury Cat Boarding 2 Retail 8 Apartment Complex 1 16 Residential 9 Volunteer Parking Meridian Food Bank 17 Institution 10 Patrons of Meridian Food Bank 15 Institution 11 City Hall Employee Permit Parking(8 am-5 pm) 54 City Veterans Memorial/American Legion/Vietnam Vets of 12 10 Institution America/Veterans of Foreign Wars 13 Client Vendor Entrance-Bekinney Team 12 Office 14 Paradigm Health Services 5 Medical 15 Fred's Barber Shop 6 Retail 16 Insurmart/Meridian Lash Haus 5 Mixed Use 17 Inside Out Salon 5 Retail 18 Legacy Church 109 Institution 19 Legacy Church 7 Institution 20 Primary Health 42 Medical 21 Human Bean 11 Retail 22 Meridian Family Eye Care 10 Medical 23 Primary Health - Patients and Staff Only 24 Medical 24 Meridian Cycles 10 Retail 25 Better Life Chiropractic 22 Retail 26 Sparq Custom Lighting Trailer 15 Retail 27 Sparq Lighting 6 Retail 28 Medical Plans of Idaho 16 Office 29 Expression Salon 16 Retail 30 Accord Sery CPAs 15 Office 31 Sunshine Design & Build 12 Industrial 32 Gravel Lot 2 30 Unknown 33 Cherrys& Multi Biz 33 Retail 34 Tattoo Parlor 10 Retail 35 Whitewater Salon &Other Biz 121 Retail 36 Main Street Burger 16 Retail 37 Kahootz Steak/Alehouse 36 Retail 38 Blimpies Sub Shop 16 Retail 39 Molly Maid 46 Retail 40 Muse Tattoo 6 Retail 41 Integrated Security Resources 12 Office 42 Gold Express 5 Retail 43 A.E.S Inc 4 Office Parking Management Strategies&Implementation Guide+Topic Papers RWC Appendix C—Page 190 � 'AERIDIAN qdevelopment core. 1;,�� /IYE•RENEW-REDEFINE .� Destination Downtown Master Plan Update Lot Facility Stalls Use Type Number 44 Gravel Lot 1 13 Unknown 45 Patch House/Ascent Funeral Home 37 Institution 46 Saucerman Construction 5 Industrial 47 Meridian Missionary Baptist Church 13 Institution 48 Apartment 1 8 Residential 49 Dorian Photography 4 Retail 50 Customer Parking for Lavish Salon &Epis 16 Retail 51 Gravel Residential 4 Residential 52 Paved Residential 4 Residential 53 Vintage Wine Bar 7 Retail 54 Jacksons Gas Station 14 Retail 55 Private Permit Parking 22 Private 56 Feller/Wendt Attorneys 4 Office 57 State Avenue Offices 3 Office 58 Visiting Angel Living Assistance 4 Institution 59 Gravel Lot 3 4 Unknown 60 Harvest Homeschool Advantage 26 Institution 61 Century Link 12 Office 62 Apartment 2 4 Residential 63 Harvest Church Auditorium 14 Institution 64 Harvest Church Auditorium 8 Institution 65 Old Town Lofts 108 Residential 66 First Interstate Bank 31 Retail 67 Desert Fox 20 Retail 68 Feed Mill 35 Retail 69 City Hall 1 64 City 70 City Hall 2 52 City 71 Point S Tires 23 Retail 72 Point S Tires Extra Lot 24 Retail 73 City of Meridian Fleet Parking-Gated 30 City 74 Gravel Lot, Possible over-park for Bobby's Transmission 42 Retail 75 Bobby's Transmission 34 Retail 76 Napa Auto Parts 32 Retail 77 Crossfire Shooting Gear/ACSTC/G8G Insulation/Expressions 124 Retail By Design 78 237 Taylor Ave 10 Industrial 79 Idaho Fence and Deck 11 Retail 80 Miracle Ear/People Ready/Allstate 41 Retail Meridian Developmental Services/Communicare Inc/Unity 81 20 Institution Services 82 ADA County Juvenile Probation Services 13 City 83 ACJCS 14 City 84 Window Sunshine Cleaning 12 Retail 85 Gieslers Auto Repair 25 Retail 86 Big Discount Smokes+ Beer&Spirit/Gas Station 10 Retail Parking Management Strategies&Implementation Guide+Topic Papers RWC Appendix C—Page 191 � 'AERIDIAN qdevelopment core. 1;, /IYE•RENEW-REDEFINE .� Destination Downtown Master Plan Update Lot Facility Stalls Use Type Number 87 Apartments 39 Residential 88 Idaho Youth Ranch-Donations 5 Institution 89 Idaho Youth Ranch -Customer 12 Institution 90 Thrift Store 18 Retail 91 Care Counseling Clinic 10 Office 92 Idaho Youth Ranch 20 Institution 93 Idaho Youth Ranch 20 Institution 94 Resident w/trailers on property 12 Residential 95 Apartment Complex 2 9 Residential 96 Thrift Store-Donations 5 Retail 97 Nesmeth Brothers Towing 24 Retail 98 Gem State Diesel 10 Retail 99 Idaho Paun &Gold/Classi K9 20 Retail 100 Evergreen Technology 30 Office 101 Meridian Automotive 21 Retail 102 Fenced Parking for Nesmith Brothers Towing 5 Retail 103 Idaho Baseball Academy 18 Institution 104 Idaho Landscape Solutions 6 Retail 105 US Postal Office 76 Federal 106 Tiggerific 10 Retail 107 Avest 10 Office 108 Empowered 5 Retail 109 Farmers Insurance 12 Office 110 The Meridian/1404-1406 First Commercial 71 Office 111 Authentic You/T-Zers 21 Retail 112 Rite Aid/Auto Zone/Subway/Johnnys 193 Retail 113 Wells Fargo 9 Retail 114 Jack In The Box 37 Retail 115 Cole Valley Christian 172 Institution 116 Borton Lakey Law& Policy 4 Office 117 Lebeau &Assoc CPA 10 Office 118 Chapel Staff Parking 26 Institution 119 Borton Lakey Law& Policy 20 Office 120 Momentum/Rustic Pine Salon 11 Retail 121 El Tenampa 3 Retail 122 The flower place 12 Retail 123 Generations Bldg/Public Parking 34 Mixed Use 124 Private Tenant Parking 23 Residential 125 Frontier Club 24 Retail 126 First Interstate Bank/127 Saloon 20 Retail 127 EVstudio 4 Office 128 Keller Associates 88 Office 129 Classic Kitchen Doors 5 Retail 130 HOFTAC Industries 10 Industrial 131 Private off-street 5 Private 132 Ultimate Hybrid Tech/Kangen Water Store 15 Retail 133 Meridian Meat&Sausage 19 Retail Parking Management Strategies&Implementation Guide+Topic Papers RWC Appendix C—Page 192 � 'AERIDIAN qdevelopment core. 1;, /IYE•RENEW-REDEFINE .� Destination Downtown Master Plan Update Lot Facility Stalls Use Type Number 134 Easy Timeshare Relief 15 Office 135 Idaho Title Loans 7 Office 136 Glass Now 10 Retail 137 Hungry Onion Burgers 10 Retail 138 Sassy and Classy Salon 6 Retail 139 Health Food Store 20 Retail 140 Birdie Bird/Minute Man Lock&Security 24 Retail 141 Timber Coffee 6 Retail 142 Sinclair/Paul's Service Repair 13 Retail 143 Apartment 229 5 Residential 144 The Angry Easel 14 Retail 145 Apartment 3 3 Residential 146 Meridian Community Center 23 Institution 147 Rideline/VRT 56 Office 148 Masonic/Public Parking 33 Mixed Use 149 United Method Church 9 Institution 150 Pine Business Center 20 Office 151 Meridian Gathering& Resource Center 5 Institution 152 Holy Transfiguration Orthodox Church 14 Institution 153 Rifle Crafters 10 Retail 154 Strohs Chiropractic&Wellness 10 Retail 155 Royal Prestige 7 Retail 156 Simply Made Home Designs 12 Office 157 Unmarked Lot 8 Unknown 158 Cash Loans on Car titles 7 Retail 159 Meridian Professional Center 18 Office 160 Meridian Elementary Parking 51 Institution 161 Full Circle Health 13 Medical 162 Boys and Girls Club of ADA County 35 Institution Parking Management Strategies&Implementation Guide+Topic Papers RWC Appendix C—Page 193 � 'AERIDIAN development core. q 1;,��, /IYE•RENEW-REDEFINE .� Destination Downtown Master Plan Update Appendix D: TP #4— Understanding the Current Parking Environment Parking Management Strategies&Implementation Guide+Topic Papers RW C Appendix D—Page 194 � 'AERIDIAN qdevelopment core. 1;,�� /IYE.RENEW-REDEFINE .� Destination Downtown Master Plan Update 8.0 Understanding the Current Parking Environment As part of the larger Destination Downtown Master Plan Update,the City of Meridian wants to understand its current parking program better.To accomplish this, the Meridian Development Corporation (MDC) and the City are pursuing a series of topic papers focused on specific topics related to parking management. This Topic Paper is the fourth of six papers and summarizes the current parking demand of the parking supply within the downtown study area (on and off-street).The report is a comparative analysis, comparing parking usage between a typical weekday and a typical Saturday.The table below indicates the endorsed list of Topic Papers for this project. TopicTransportation 1. Fundamentals of Parking Management 2. Policies, Code, and Guiding Principles 3. Existing Conditions: Supply and OperationS45 4. Understanding the Current Parking Environment 5. The Parking Experience 6. Demand/New Supply/Technology 8.1 Executive Summary The goal of this paper is to develop an objective understanding of the use dynamics within the parking supply downtown. Industry"best practices" metrics for evaluating on-and off-street parking supplies are provided, including occupancy,turnover, duration of stay, and hourly activity patterns.This type of data can assist the City in near-term decision-making relative to existing parking supplies to understand where parking constraints and surpluses exist and whether factors such as abuse of time limits might adversely affect access. Similarly,this type of data will aid in longer-term city planning related to parking needs for future development activity, providing insight into such issues as shared parking opportunities and the effects of planned and future development. Overview The study addressed the following tasks: • A complete inventory of all on-and off-street parking in the 75-block downtown study zone. • Compilation of utilization data (e.g., duration of stay, unique vehicles, turnover, rate of violation)for all 1,723 on-street parking stalls over two study days in 2023: a midweek day (Thursday) and a Saturday in May. 41 The title for this topic paper was changed from"Parking Organization&Capacity Management"to Existing Conditions:Supply and Operations. The change was made to better reflect information gathered and the fact that current overall operations of the system are minimal at this time.Recommendations to improve and/or augment operations to maximize the supply will be included as strategy recommendations at the end of this project study. Parking Management Strategies&Implementation Guide+Topic Papers RW C Appendix D—Page 195 F9' �� MERIDIAN qdevelopment core. VIVE•RENEW-REDEFINE 1;.� Destination Downtown Master Plan Update • Compilation of hourly off-street parking occupancy data collected on the two data collection days with a sample of 67 off-street sites (2,551 spaces). On-Street Findings • The weekday and Saturday on-street parking system operates at a low level of demand.There are no significant constraints to parking, and customers will likely find an on-street parking stall near their intended destination. • The 1 Hour stall has an average duration of stay of 1 hour and 30 minutes and 1 hour and 56 minutes for the weekday and Saturday, respectively.This would indicate that 1 Hour stalls are not effectively serving customers'time stay needs. • The weekday and Saturday violation rates are 10.6%, and 13.8%, respectively. Industry best practice standards aim for violation rates between 5%and 9%.The City may want to consider employing additional enforcement measures. Off-Street Findings • The weekday and Saturday off-street parking system is not currently experiencing high demand. There is an abundance of available parking stalls distributed across the entire study area, with at least 1,235 empty stalls during the weekday peak hour. • Weekday off-street parking demand is significantly higher than Saturdays, reaching 52% occupied in the peak hour,with 1,235 empty stalls. By comparison,the Saturday peak hour showed 28%occupancy with 1,849 empty stalls. Accounting for employee, student, and customer parking, it is not surprising that weekday off-street parking produces higher occupancies than the corresponding Saturday ones. Initial Strategy Considerations& Recommendations • Simplify Time Stays- Based on observed occupancies and rates of violation, simplifying time stays will improve the customer experience. ■ 2 Hour stalls have an average time stay of 1 hour and 38 minutes and have the lowest rate of violations of any stall type.This suggests these stalls are correctly calibrated to average customer needs and should serve as the customer P kxN� "base standard" for on-street time-limited parking snM downtown. rF ■ 1 Hour stalls should be eliminated and replaced with a 2 Hour 1� time limit. The average stay at these 35 stalls is 1 hour and 30 minutes and 1 hour and 56 minutes, weekday and Saturday, respectively.The violation rate ranges from 20% (weekday) to 22% (Saturday).These stalls demonstrate that they are not currently meeting the needs of customers. • Reduce No Limit Stalls- Fifty-three percent (53%) of all on-street parking stalls in the downtown area (1,232) are No Limit, allowing unlimited free parking to users.This is not typical for street-level business-oriented downtowns. These stalls should be Parking Management Strategies&Implementation Guide+Topic Papers RW C Appendix D—Page 196 F9' �� MERIDIAN �� development core. 1; q VIVE•RENEW-REDEFINE .� Destination Downtown Master Plan Update evaluated to ensure they are not abutting commercial businesses and should be reformatted to a visitor-friendly time limit, like 2 Hours. • Maximize off-street shared used opportunities-The amount of empty off-street parking presents an opportunity for the entire downtown.When coupled with what we learned about excessive time stays in the on-street analysis, efforts to move employees into the off-street supply would significantly benefit the entire parking system. • Reasonable enforcement-Current rates of user compliance are not within compliance ranges established as best practices in the industry(5%-9%). Currently,violation rates at timed stalls are as high as 22%. Nonetheless, current low levels of use do not suggest a need for a heavy enforcement presence; even with high violation rates, users are not being denied access to reasonably available parking.To this end,the City should continue monitoring use and compliance and calibrate enforcement accordingly—specifically, when occupancies (and constraints) increase overtime. Parking Management Strategies&Implementation Guide+Topic Papers RW C Appendix D—Page 197 MERIDIAN g development core. w �1 VIVE.RENEW-REDEFINE Destination Downtown Master Plan Update 8.2 Study Overview A. Study Area The study area for the downtown was established in the initial RFP solicitation for this project.The study area is bounded by E Fairview Avenue (north), W. Franklin Road (south), W. 3rd Street, approximately (west), and East 3rd Street(east). For the data collection effort,the area was further subdivided. License plate data was captured on-street within the Downtown core, which was defined as E Fairview Avenue (north),W. Franklin Road (south),just west of W 1st Street (west), and W 3rd Street (east). On-street occupancy data was collected along the on-street edges of the study boundary, primarily between W Vt Street to W 3rd Street. Figure A illustrates the two areas within the study boundary from which the data collection area and the license plate data efforts were cataloged. B. Parking Inventory (Supply) As a precursor to the data collection effort,the consultant inventoried all on and off-street parking within the downtown study area on April 13, 2023. All d on-street spaces were cataloged during the inventory by block face and time limit designation, updating and validating existing City data sets for the on- street supply. Similarly, all off-street parking facilities in the downtown study area were identified and evaluated for stall count, land use type, and physical condition. Meridian's downtown parking inventory comprises 5,508 stalls, including 1,723 on-street and 3,785 off- street at 162 sites. A breakout of on-street stalls is provided in Table 1, and each off-street site is summarized in Table 6,Appendix A. C. Data Collection Methodology Data was collected on Thursday, May 18t", and Saturday, May 20t", 2023. Hourly on-and off-street parking counts were collected each hour between 8:00 AM and 6:00 PM.46 These dates and data collection hours were selected in consultation with City staff.The two dates allow for comparing a "typical"weekday(Thursday) and a Saturday.The data collection methodology for measuring parking utilization was based on Oregon Transportation & Growth Management Program's guide on parking: Parking Made Easy—A Guide to Managing Parking in Your Community. 46 These are top of the hour numbers,meaning the 6:00 PM data counts concluded at 5:30 PM. Parking Management Strategies&Implementation Guide+Topic Papers RW C Appendix D—Page 198 MERIDIAN devetopment core. REVIVE-RENEW-REDEFINE Destination Downtown Master Plan Update Figure A:Downtown Parking Study Area 2023 J_ - City of Meridian Downtown Parking Study Dale Collection Area Turnover Study Area Rwe On-Street All on-street stalls within the Downtown study area (aka Turnover Study Area) were measured for hourly utilization.This entails counting each occupied parking stall by recording a vehicle's license plate each hour for ten consecutive hours. Utilization data provides information on metrics that include occupancy, the number of unique vehicles, the average duration of stay,violation rates at timed stalls, excessive time stays, and stall turnover.All 1,232 on-street parking stalls in the study zone were assessed for utilization (a 100%sample size). Parking Management Strategies&Implementation Guide+Topic Papers RW C Appendix D—Page 199 F9' �� MERIDIAN �� development core. 1;��,q VIVE.RENEW-REDEFINE .� Destination Downtown Master Plan Update Hourly occupancy counts measured the remaining 491 on-street stalls outside the Downtown study area. Mainly in residential areas, parking use is typically long-term parkers (e.g., residents/guests) and not short-term visitors (customers), often parking closer to their retail destinations. Key characteristics of the on-street supply(as shown in Table 1) include: • There are 5 stall types provided in the study area, a combination of four different time limit designations (including No Limit) and ADA-accessible stalls.There are no metered stalls in the study area. • The two most prominent stall types are 2 Hour and No Limit stalls, representing 16%and 81%of the total inventory, respectively.This is followed by 1 Hour and 30 Minute stalls representing 2% and less than 1%, respectively. • There are eight (8)ADA Accessible stalls.These stalls, when combined, comprise about 10%of the total supply. Table 2:On-street Inventory(Total vs. Turnover Collection Area) Use Type All 47 %Total Turnover %Total On-Street Supply 1,723 100% 1,232 71.5% 30 Minute 2 < 1% 2 < 1% 1 Hour 35 2.0% 35 2.0% 2 Hour 277 16.1% 277 16.1% ADA accessible 8 < 1% 8 < 1% No Limit 1,401 81.3% 910 52.8% Overall,the inventory contains a large number of No Limit stalls; 1,401 or 81.3%of the 1,723 on-street stalls are No Limit.This is not typical in downtown areas striving to prioritize visitor trips and reasonable levels of turnover to maximize customer trips to street-level businesses.The high percentage of such stalls encourages all-day use of the on-street system by employees and residents.This should be evaluated, especially on block faces zoned commercial and abutting a street-level business. Within the Downtown study area stall inventory, which totaled 1,232 stalls, approximately 53% (910) of the on-street stalls were classified as No Limit.The remaining stalls include 30 Minute (2), 1 Hour(35), and 2 Hour(277).All eight (8) ADA-accessible stalls evaluated on-street were in the Downtown study area stall inventory. The on-street parking inventory by stall type and location, both in the Inventory Collection Area and in the Turnover Study Area, is shown in Figure B. 47 These total stalls were inventoried on 242 total block faces(75 blocks),175 of which allow for parking. 48 These turnover stalls were collected on 165 total block faces(46 blocks),123 of which allow for parking.Occupancy counts were conducted on the remaining 52 block faces that allow for parking. Parking Management Strategies&Implementation Guide+Topic Papers RW C Appendix D—Page 1 100 tale'l MERIDIAN development core. VIVE RENEW-REDEFINE Destination Downtown Master Plan Update Figure e:Parking Inventory by Stall Type and Location 2023 On-Street Supply: 175 block faces 11,723 stalls City of Meridian • • = Downtown Parking On-Street Inventory O Inventory = Collection Area Turnover Study e• • Area = e• j• • tl Signed • e • •• j • 30 Minute(2 stalls) j = _ 1 Hour(35) M • 2 Hour(277) •ADA accessible(8) Other Z�w•tam • No Limit(1,401) A��M�• �iMi s w r• S is'1it9l2ZZt'•ZZj•M �.• •iM �r�Ml.� � e a,e W snow j• t !f ••• .MMt.•MMM • ».....f •»»i 04�01moaj 1 k.»_. _ r j j»..«�•MM ww� • � �• MrMr•MM_r' E 8,,,, E ------------------ •••�� .»» E Bower • 0 f • «M..• •�MM_ • �� ��•MM« • �i • »'• •. 00 o zsoFee, �� '� ' , RWC Parking Management Strategies&Implementation Guide+Topic Papers RWC Appendix D—Page 1 101 4"�� MERIDIAN 14-0� development core. 1".�Mig '/IVE.RENEW-REDEFINE ;� Destination Downtown Master Plan Update Off-Street Off-street parking occupancy entails counting occupied parking stalls each hour of the survey day. In the downtown study area, occupancy data was collected on 67 of 162 unique off-street lots, representing 2,551 of 3,785 stalls, a 67% parking stall sample size. Sampled lots were selected to generally represent the size,type of use, ownership (public/private), and geographic distribution of all off-street facilities throughout the study zone (see Figure C,Appendix A of this report). Inventory As the table shows,there are eleven (11) different land use types ranging from City to Retail.49 By far, the most prominent use served in the off-street supply is in the Retail category,with 71 parking lots totaling 1,572 stalls (44%) of the entire supply.The next largest categories are Institution (29 lots/908 stalls/24%of total supply) and Office (24/465/12%). Lots identified as City total six sites, 227 stalls, and 6%of the total supply. To create a representative study sample, staff selected a variety of land uses which totaled 67 unique sites or 2,551 stalls(67%).The distribution of inventoried parking sites is shown in Figure C,with the land use types served color-coded, which is summarized in the legend at the right of the figure. It is important to note that each site in Figure C is assigned a unique Lot ID number.50 These Lot ID numbers correlate to a detailed table of all sites provided at the end of this document as Appendix A.The Appendix table assigns a "Lot Number" to each facility, a descriptor, and the number of stalls specific to the site. Studied vs. Not Studied As noted above, a representative sample of the off-street parking lots was selected for the data collection effort.The study sample totaled 67 unique sites or 2,551 stalls.The studied sites versus the inventoried sites are shown in Figure D below. Table 3:Off-Street Inventory by Land Use Type Use Type Total %Total Total %Tota I Sites %Tota I Stalls %Tota I Sites Stalls Studied studied Off-Street 162 100.0% 3,785 100% ° Supply 67 41.4/0 2,551 67.4/0 City 6 3.7% 227 6.0% 3 50.0% 170 74.9% Federal 1 < 1% 76 2.0% 1 100.0% 76 100.0% Industrial 4 2.5% 37 < 1% - - - - Institution 29 17.9% 908 24.0% 14 48.3% 497 54.7% Medical 6 3.7% 111 2.9% 3 50.0% 83 74.8% Mixed Use 3 1.9% 72 1.9% 2 66.7% 67 93.1% Office 24 14.8% 465 12.3% 10 41.7% 349 75.1% Private 2 1.2% 27 < 1% 1 50.0% 22 81.5% 49 Note:the land use type categories were determined through field verification.To determine land use type,field staff looked for identifiers like on-site signage,relationship to specific buildings,and patterns of use by those parking(e.g.,visually watching where people walked to once parked).While not a perfect methodology,we have found in numerous studies that our methodology has proven highly accurate.That said,as the project develops,others,who may have direct experience with specific lots,can help to revise RWC's assessments. so In other words,the numbers on the figure do not represent parking stall totals for those sites. Parking Management Strategies&Implementation Guide+Topic Papers RW C Appendix D-Page 1 102 tale'l MERIDIAN development eorp. =VIVE•RENEW•RE�EFINEM Destination Downtown Master Plan Update Use Type Total %Total Total %Total Sites %Total Stalls %Total Sites st;�& --.,Studied Studied Residential 12 7.4% 235 6.2% 2 16.7% 131 55.7% Retail 71 43.8% 1,572 41.5% 30 42.3% 1,126 71.6% Unknown 4 2.5% 55 1.5% 1 25.0% 30 54.5% Parking Management Strategies&Implementation Guide+Topic Papers RW C Appendix D—Page 1 103 MERIDIAN devetopment core. REVIVE•RENEW-REDEFINE Destination Downtown Master Plan Update Figure C.Off-Street Inventory 2023 off-Street Supply: 162 sites 1 3,785 stalls City of Meridian — Downtown J '1 774 1 Off-Street Inventory 36.r Data Collection Area t 112 Turnover Study rg� Area . ■ ss 3s City ;■ J f� 11 6sites1227 slalls 0. Ir I Federal 7s �=- � � _ L 1176 .. �- . �. ��, 7 Pr o Do Z �L S Io Industrial '9— ai�l� 9L31L Dlnstitution cor A. 1- 2a1 � 46 __� _107I 29I��$ af3t��l tit Medical `, . 61111 1��'�■ zs rsx� — ' f Mixed Use r .y +Jy�c� m 3172 o office 241465 Private 50 2127 s2 = - 0 Residential a 53 t16 152 121235 51 Retail M sa 17 7111,572 lei w Unknown 122 751 4 155 59 Sa 57 S6 55 12121L 14 63 62 64 124 150 149 13 §q 14E; 8 1 67 126 12T 'r 65 125 117 10 - 1 70 6 7 9 69 128 r' 71 10304 102 129 132 13, 73 99 136 133 74 7pa 135 91 137 143 i6 85 94 � 13R 9" 139 144 96 92' I� ids 77 Sa 89 140 T8 67 141 1 1 &5 1515d57 h 82 81 159 1Sa C Parking Management Strategies&Implementation Guide+Topic Papers RW C Appendix D—Page 1 104 F9' �� MERIDIAN �� development corp, 1;� /IYE•RENEW-REDEFINE .� Destination Downtown Master Plan Update Figure D:Off-Street Studied vs. Not Studied 2GZs j` City of Meridian ~� ©OwntOwn DU '7fq 1 Off-Street Collected [ I� 36. Data Collection 112 Area Turnover Study 'T Area 92 39 Off-Street Collected ® rl 67 sites J 2,551 stalls ' = a1 �Off-Street Not Studied '.* #3 C_ is 95 sites 11,234 stalls � r� �eom 140 c SICiao_ aacs I � 0 ai` 29evia � ■� 25 1$$ x7. !t5A 24 16 MIS o 64 Fl r 161 04 722 151 59 5557 56 55 1 14 6 n fit 64 ^ .24 15r 1S9 B ri, R1arr�3rv+� 67 126 6 TOO 7 9 ^ 7;g 132 J 31 B8 188 133 ,a �J_ L'I 704 1a5 r1 ' 75 1�4 91 .. , 16 95 94 13y ..... 9" 139 1 .. g5 9^ 79 1d5 -1 77 sa y 7B 87 m 141 J A _ B2 Si 159 RWC ! r Parking Management Strategies&Implementation Guide+Topic Papers RW C Appendix D—Page 1 105 MERIDIAN development core. REVIVE -REDEFINE�►:�;� Destination Downtown Master Plan Update 8.3 Measuring Performance Color metrics for parking supply performance or demand Parking is considered constrained when 85% or more of the available supply is routinely occupied during the peak hour. 70%-85% Efficient Supply This is indicated in the graphic at right, within the red band.The figure provides a 55%-69% Moderate simple visual means to illustrate Demand performance levels within a parking <<55 supply; at the system, district, sub-zone, Demand lot, and/or block face level. (Parking Readily In a constrained system,finding an Available) available spot is difficult, especially for infrequent users such as customers and visitors.This can cause frustration and negatively affect perceptions of parking in an area. Continued constraints can make it difficult to absorb and attract new growth or to manage fluctuations in demand—for example, seasonal or event-based spikes. Occupancy rates of 55%or less (green) indicate a low demand for parking, and empty parking spaces are readily available. While availability may be high,this may also mean a volume of traffic inadequate to support active and vital businesses. Occupancy rates between the upper and lower thresholds indicate moderate (55%to 69%), shown in yellow, or efficient (70%to 85%) use, shown in orange. An efficient parking supply shows active use but little constraint that would create difficulty for users. Efficient use supports vital ground-level businesses and business growth, is attractive to potential new users, and can respond to routine fluctuations (e.g., normal growth, events, and seasonality). RWC's parking analysis in the Meridian downtown uses these categories to evaluate the system's performance. All occupancy graphics and heat maps also use the color scheme representing performance levels described here. 8.4 On-Street Findings A. Occupancy Figure E provides a comparative hour-by-hour look at the parking occupancy on both survey days." Occupancies represent the combined supply of 1,723 parking stalls. Weekday • The weekday peak hour reaches 30.5% at 5:00—6:00 PM. • Weekday occupancies rise slightly and level out at 10:00 AM until 1:00 PM, decreasing slightly only to ramp back up beginning just after the 4:00 PM hour and extending to the 5:00 PM hour. si Note the color banding in the table that corresponds to the performance colors in the graphic in Section D. Parking Management Strategies&Implementation Guide+Topic Papers RW C Appendix D—Page 1 106 � 'AERIDIAN qdevelopment core. /IYE.RENEW-REDEFINE Destination Downtown Master Plan Update This may reflect a later afternoon transition of more traditional retail visitors to those visiting retail, restaurant, and entertainment businesses. • On average, overall weekday occupancies are low(green range) in all ten surveyed hours. Saturday • Saturday's peak hour reaches 26.9% at 11:00 AM - 12:00 PM. • Saturday demand increases from the morning until 12:00 PM, most likely influenced by the Market at City Hall and lunchtime crowds, and then slowly decreases. • Saturday sees a slight uptick in occupancy starting at 5:00 PM, like the weekday, a possible transition of more food and entertainment-oriented visitor traffic. • On average, overall Saturday occupancies are low(green range) in all ten surveyed hours. Figure E.On-Street Occupancies by Hour(Weekday vs.Saturday) City of Meridian -Occupancy by Hour Weekday vs Saturday: 2023 on-street occupancies(1,723 stalls) ■Weekday ■Saturday 100% 90% 80% 70% I 60% 1 50% 0 40% rn rn o 0 0 11P Li Q6 � o o 30% N T ^' N `" N ° Qu 110� � 20% 10% 0% - 8AM 9AM 10AM 11AM 12PM 1PM 2PM 3PM 4PM 5PM B. Utilization by Stall Type Table 3 summarizes occupancies and peak hours by stall type (time stay),the number of stalls empty at the peak hour,the average duration of stay, and the violation rate (where applicable) for the combined 1,723 stall on-street supply. • During the weekday peak hour, 5:00 PM—6:00 PM, 30.5%of stalls are occupied downtown. During the Saturday peak hour, 11:00 AM—12:00 PM, 26.9%of stalls are occupied. • At peak hours, 1,160 and 1,220 stalls are empty for the weekday and Saturday, respectively. There is a substantial supply available to accommodate growing parking demand. • The average duration of stay of all on-street parkers is 2 hours and 32 minutes (weekday) and 2 hours and 27 minutes (Saturday). • The average stay for No Limit stalls (stalls with no time restriction) is approximately 3 hours and 24 minutes on the weekday and 3 hours and 35 minutes on Saturday. Parking Management Strategies&Implementation Guide+Topic Papers RW C Appendix D—Page 1 107 � 'AERIDIAN qdevelopment core. VIVE.RENEW-REDEFINE Destination Downtown Master Plan Update • The overall violation rate is 10.6%(weekday) and 13.8% (Saturday). Industry best practices for violations suggest standard rates between 5%and 9%, putting Meridian moderately outside the range of enforcement efficiency. Table 4:On-Street Utilization by Use Type(Weekday vs.Saturday) Occupancy"Peak Stalls Average Violation Use Type Peak Hour tjo 53 t On-Street 1,723 5:00 PM—6:00 PM 30.5% 1,160 2:32 hours 10.6% Supply Studied 11:00 AM—12:00 PM 26.9% 1,220 2:27 hours 13.8% 0% 2 - - 30 Minute 2 multiple 50.0% 1 - 0% 5:00 PM—6:00 PM 37.1% 22 1:30 hours 20.0% 1 Hour 35 9:00 AM—10:00 AM 31.4% 24 1:56 hours 22.2% 5:00 PM—6:00 PM 49.1% 141 1:38 hours 9.7% 2 Hour 277 11:00 AM—12:00 PM 53.8% 128 1:39 hours 13.4% 12:00 PM—1:00 PM 37.5% 5 1:30 hours 0% ADA-accessible 8 10:00 AM—11:00 AM 25.0% 6 1:36 hours 0% 10:00 AM—11:00 AM 29.1% 993 3:24 hours - No Limit 1,401 12:00 PM—1:00 PM 22.6% 1,084 3:35 hours • 1 Hour stalls have average time stays of well over 1 hour, with violation rates of 20% (weekday) and 22.2% (Saturday).Though a small percentage of the total supply, 1 Hour is not a time standard conducive to a customer visit and may, in constrained periods, force users into violations. • 2 Hour stalls have time stays of 1 hour and 33 minutes (weekday) and 1 hour and 39 minutes (Saturday), indicating customers are well served with this time stay.The City may want to evaluate expanding the number of 2 Hour stalls as this time stay appears more efficient and beneficial for customers/visitors. • No Limit stalls show low use (green band).The City may want to explore reducing the number of No Limit stalls to provide more visitor parking(e.g., 2 Hour).This would particularly apply to block faces adjacent to commercial visitor-oriented businesses. C. Other Characteristics of Use Table 4 provides additional metrics of use for the on-street system.This table summarizes the use characteristics of the on-street supply, including unique vehicle trips, turnover, and excessive time stays. These metrics provide insights into how many people visit downtown and how efficiently parking spaces are used. sz Apart from the entire on-street system,peak occupancies for individual use types are observed only by the turnover stalls but are then extrapolated to calculate the stalls available.This only truly affects the No Limit stalls. sa Average duration only takes turnover spaces into account but can be extrapolated for the entire on-street system. Parking Management Strategies&Implementation Guide+Topic Papers RW C Appendix D—Page 1 108 twpa 'AERIDIAN VIVE•RENEW•RE�EFINE development core. Destination Downtown Master Plan Update Table 5:Other On-street Use Characteristics(V vs.Saturday) SaturdayUse Character Weekday Average Duration 2:32 hours 2:27 hours Vehicle Trips 1,290 1,028 Vehicle Hours Parked 3,263 2,512 Turnover Rate 3.95 4.09 Key indicators from Table 4 include: Vehicle Trips and Vehicles Served per Stall • The number of vehicles parked on-street over the 10-hour data collection period totaled 1,290 on the surveyed weekday and 1,028 on Saturday. As such, the weekday auto trip activity was approximately 25% higher(262 vehicles)than on Saturday. Within the study area, each stall served an average of 3.95 trips on the surveyed weekday and 4.09 trips on Saturday. • Over time and in subsequent studies,the City can use these numbers to compare increases(or decreases) in on-street activity, using 2023 as a baseline of business vitality in the downtown parking district. Increases in these base numbers will indicate improvements in vehicle trip growth over time and a metric to track as new strategies (e.g., simplified time stays) are implemented. Turnover and Average Duration of Stay (efficiency of the parking system) • In most cities,the primary time limit allows for calculating an intended turnover rate. For example, if the limit for a stall is two hours,then, over 10 hours, it can be occupied by five vehicles and meet its intended turnover rate of 5.0 turns.54 As such, if turnover were demonstrated to be at a rate of less than 5.0,the system would be deemed inefficient. A rate of more than 5.0 would indicate a system operating efficiently. Most downtowns strive for a rate of 5.0 or higher, given the goal of supporting short-term visitor access." • A higher turnover rate allows more vehicles to access the downtown area without building more (expensive) parking stalls.A simple variation of 0.5 turns (from 5.0 to 4.5) can result in a significant economic impact downtown. For example, in a community with 1,000 parking stalls, a 0.5 turn differential would reduce the potential number of daily vehicle trips by 500. If each vehicle trip spent an average of$30,that is$15,000 of potential unrealized revenue per day, $105,000 per week, and up to $5.4 million per year. While this is just a hypothetical example, it illustrates the importance of maintaining active turnover in a parking supply.This is of particular significance for street-level businesses serving customer visits. • In Meridians' downtown,the turnover rate is 3.95 on the weekday (2 hours and 32 minutes per trip) and 4.09 on Saturday (2 hours and 27 minutes per trip). Both the weekday and Saturday rates are less than 5.0, likely reflecting the high number of No Limit stalls and a high proportion that may attract employees and residents to park on-street during business hours. Managing the right mix of time stays will be important as downtown parking demand grows. 54 Some in the industry call this the"minimum desired design capacity." ss This is based on studies indicating that the most used time stay standard in retail/customer-focused downtowns is 2 Hours(both metered and unmetered). Parking Management Strategies&Implementation Guide+Topic Papers RW C Appendix D—Page 1 109 4"�� MERIDIAN 14-0� development core. 1".�Mig '/IVE.RENEW-REDEFINE ;� Destination Downtown Master Plan Update D. Heat Maps Often, occupancy findings within a large study area boundary can understate performance outcomes, masking possible areas of constraint within a supply.This can be addressed with heat maps that focus on smaller operating areas, illustrating use at the block face level. Figures F and G provide peak hour heat maps for all on-street parking in the downtown parking study zone for each study day. Within the study area, there are 75 total or partial city blocks. Within those 75 blocks,there are a total of 242 block faces, 174 of which allow vehicle parking.56 As the maps indicate: Weekday • At the peak hour (5:00—6:00 PM), 16 block faces are constrained and are at or above 85% occupied (red).This represents 9%of all parkable block faces. • There appears to be two clusters of constraint at the peak hour; one at the intersection of W Pine Avenue and W 15Y Street and the other at the intersection of E Idaho Avenue and E 2nd Street. Combined these intersections contain 13 of the 15 block faces that are considered constrained. • Nine (9) block faces (5%) are coded orange, denoting efficient demand,with some available stalls. • The remaining 149 block faces are either yellow (6/3%) with moderate demand or green with low demand (143/82%).These block faces indicate ample supply to absorb vehicle demand. • For the most part, even with the clustering of constrained block faces, there is available parking on adjacent blocks or within a short walking distance. Saturday • At the peak hour (11:00 AM—12:00 PM), 10 block faces are constrained and occupied at or above 85% (red).This represents 6%of all parkable block faces. • Eight (7) of the ten (10) constrained block faces are located at the intersection of E Idaho Avenue and E 2nd Street, where one of the weekday constrained areas occurred. • Eight (8) block faces (5%) are coded orange, denoting efficient demand,with some available stalls. • The remaining 156 block faces are either yellow (8/5%) with moderate demand or green with low demand (148/85%).These block faces indicate ample supply to absorb vehicle demand. 16 As a rule,a city"block"is generally comprised of four"block faces." Of these block faces,some allow the parking of a vehicle.Other block faces(or portions)may not allow parking.Block faces that allow vehicle parking are considered"parkable"for purposes of occupancy and utilization measurement. Parking Management Strategies&Implementation Guide+Topic Papers RW C Appendix D—Page 1 110 � 'AERIDIAN development core. q 1;,1�, /IYE•RENEW-REDEFINE .� Destination Downtown Master Plan Update Figure F:On-Street Weekday Peak Hour Heat Map—5:00 PM 2023 Weekday On-Street Peak Hour: 5:00 PM-6:OD PM City of Meridian 23 114 Downtown 36 Parking Occupancies se Data Collection 992 Area Turnover Study - e Area 32 39 �>=85% 1 0 841/6-70% = 0 69%-55% o<55% c th0 Construction 29 No Parking 28 46 Ll25 16 �o a� jIId� Lj a.c N N 2 90 70 9 71 0 0 128 E Bower 3 74 100 76 e 92 77 0 ,� 61 so RWC 1 I Parking Management Strategies&Implementation Guide+Topic Papers RW C Appendix D—Page I III � 'AERIDIAN development core. q 1;,��, /IYE•RENEW-REDEFINE .� Destination Downtown Master Plan Update Figure G:On-Street Saturday Peak Hour Heat Map—11:00 AM 2023 Saturday On-Street Peak Hour: 11:00 AM-12:00 PM City of Meridian Downtown 23 114 = o �35 Parking Occupancies r s6 _ Data Collection 3j - Area — 112 .�. 1A Turnover Study s Area 32 39 >=85% 1 0 84%-70% = 0 69%-55% o<55% 0 110 —Construction 29 —No Parking 28 46 25 q6 IEso 4 m m - M = LJLi5 M N � 6y 2 147 11 10 70 9 � 69 w 0 0 128 3 do 74 �100 ` 75 6�1 e w 93 s 9 � � 92 — m 81 80 159� RWC Parking Management Strategies&Implementation Guide+Topic Papers RWC Appendix D—Page 1 112 4"�� MERIDIAN 14-0� development core. 1".�Mig '/IVE.RENEW-REDEFINE ;� Destination Downtown Master Plan Update E. Summary of On-Street Parking Findings The weekday and Saturday on-street parking system operates at a low level of demand.There are no significant constraints to parking, and customers will likely find an on-street parking stall near their intended destination. Both days show a similar pattern of use with slight upticks in demand between 10:00 AM to 12:00 PM, likely due to lunchtime crowds, and then an increase in demand starting at 4 PM with customers likely returning for happy hour/dinner. Regardless though, on-street parking is readily available. 8.5 Off-Street Parking Findings Below are findings of parking performance at 67 sampled off-street parking sites,totaling 2,551 stalls." As stated earlier in this report,the sample size for off-street parking represents 67%of stalls within the study area. A. Occupancy Figure H compares an hour-by-hour look at off-street parking occupancy on both survey days. Occupancies are consistently low throughout the operating day(green band on the figure). • The weekday peak hour reaches 51.9% at 12:00 PM,whereasthe Saturday peak hour reaches just 27.9%at 12:00 PM. • Weekday occupancies are certainly higher compared to the Saturday. However, both weekday and Saturday occupancies are still considered "low" per the standards described in Section D above (green band). B. Utilization by Type of Facility Table 5 summarizes the number of off-street stalls by use type, their corresponding peak hour occupancies, and the number of empty stalls available at the peak hour. Per the table, off-street facilities were sorted by the type of user they appear to prioritize, ranging from "City" parking(with three sites and 170 stalls) to "Retail" parking (with 30 sites and 1,126 stalls). In total, the consultant team designated ten (10) different categories of"use type."58 57 A summary of each individual off-street lot surveyed is attached as Appendix A. 58 Categories were established by using the best information available at the sites(signage,relationship to building,etc.)and inputs from the project team.If more accurate information about sites becomes available,this table can be quickly updated. Parking Management Strategies&Implementation Guide+Topic Papers RW C Appendix D—Page 1 113 � 'AERIDIAN development core. q 1;,��, /IYE.RENEW-REDEFINE .� Destination Downtown Master Plan Update Figure H:Off-Street Occupancies by Hour(Weekday vs.Saturday) City of Meridian -Occupancy by Hour Weekday vs.Saturday: 2023 off-street occupancies(67 sites/2,551 stalls) ■Weekday ■Saturday 100.0% 80.0% ir FIN 60.0% o Ln p� L N N N N n V1 20.0% 0.0% - 8AM 9AM 10AM 11AM 12PM 1PM 2PM 3PM 4PM 5PM Table 6:Off-Street Peak Occupancies by Use Type(Weekday vs.Saturday) Facility Peak Hour Pea�_ Off-Street ,551 12:00 PM-1:00 PM 51.9% 1,235 Supply 67 2 pp Y Studied ` 12:00 PM-1:00 PM 27.9% 1,849 City 3 170 12:00 PM-1:00 PM 67.6% 55 10:00 AM-11:00 AM 55.9% 7' Federal 1 76 9:00 AM -11:00 AM 4 9:00 AM -10:00 AM Institution 14 497 10:00 AM-11:00 AM 68.5% 157 10:00 AM-11:00 AM 14.1% 427 Medical 3 83 9:00 AM-11:00 AM 7 10:00 AM-11:00 AM 13.3% 72 Mixed Use 2 67 2:00 PM-3:00 PM 65.7% 23 2:00 PM-3:00 PM 79.4% 14 Office 10 349 11:00 AM-12:00 PM 53.3% 163 9:00 AM -10:00 AM 12.5% 306 Private 1 22 1:00 PM-2:00 PM 18.2% 18 multiple 4.5% 21 Residential 2 131 8:00 AM-9:00 AM 42.7% 75 12:00 PM-1:00 PM 43.5% 74 Retail 30 1,126 1:00 PM-2:00 PM 43.1% 641 12:00 PM-1:00 PM 31.9% 767 Unknown 1 30 1:00 PM-2:00 PM 2 8:00 AM-2:00 PM 13.3% 26 Parking Management Strategies&Implementation Guide+Topic Papers RW C Appendix D—Page 1 114 F9' �� MERIDIAN qdevelopment core. 1;� VIVE•RENEW-REDEFINE .� Destination Downtown Master Plan Update As Table 5 indicates: • At peak hours,there are 1,235 and 1,849 empty stalls in the sampled off-street supply, on the weekday and Saturday, respectively, in the off-street supply. • If occupancy performance from the sampled sites were extrapolated to all off-street parking in the downtown inventory, empty stalls would total 1,832 and 2,743,weekday and Saturday, respectively.59 • Supply types with the highest weekday peak occupancies include "Federal" (94.7%)—The Post Office, "Medical" (91.6%), and "Unknown" (93.3%). • The "Retail" use type has the largest number of sites and supplies of 1,126 parking stalls yet contains some of the lowest peak occupancies, regardless of survey day. Overall,the off-street system is consistently underutilized, regardless of the type of uses lots are intended to serve. Different use types maintain varying peak hours and peak occupancies. Nonetheless, at the overall downtown peak hour for both days, a minimum of 1,235 stalls are empty.60 Programs and strategies to capture unused supplies as a shared use opportunity should be explored. C. Heat Maps Figures H and I below illustrate the off-street parking heat maps for the peak hours for both the weekday and Saturday. Note that each site can be identified by its assigned lot number, which correlates to the listing of all sites in Table 6 in Appendix D-A.This ID number corresponds with more detailed information about the site that includes: • Lot ID number • Lot description • Number of stalls at the site • Use type (i.e., primary user type served: commercial, „ residential, mixed-use) Table 5 shows a diverse range of off-street use types condensed into a few rows, but when viewed individually in Table 6, many off-street lots are relatively small, containing fewer than 20 parking stalls. Seven (7) lots have over 100 parking stalls, including Lot 112, a private lot serving retail with 193 stalls. Weekday • Nine (9) of the 67 sampled lots reach constrained occupancy at the peak hour(red on the heat map).These lots total 463 stalls (18%of the sampled off-street supply).The smallest of these "The total off-street inventory is comprised of 3,785 off-street stalls located at 162 sites.Given an off-street sample size of over 67%,we believe the extrapolated estimate of empty stalls at the peak hour provides a reasonable assessment of off-street stall availability within the entire downtown parking study area. 60 It is important to note that at the weekday peak hour,1,235 stalls are empty within the sampled off-street system at the combined peak hour.This does not assume that they are"available,"as most of this supply is on privately owned parking sites.The data does show that there is opportunity to capture more off-street trips,possibly through a coordinated shared parking program. Parking Management Strategies&Implementation Guide+Topic Papers RW C Appendix D—Page 1 115 F9' �� MERIDIAN development core. q /IYE•RENEW-REDEFINE Destination Downtown Master Plan Update lots is the Customer Parking for Lavish Salon & Epis (Lot 50), while the largest is the Cole Valley Christian (Lot 115), with 172 stalls.The constrained lots are: ■ Lot 4—Meridian Elementary Staff Parking Only (17 stalls) ■ Lot 20—Primary Health (42 stalls) ■ Lot 23—Primary Health—Patients and Staff Only(24 stalls) ■ Lot 50—Customer Parking for Lavish Salon & Epis (16 stalls) ■ Lot 66—First Interstate Bank (31 stalls) ■ Lot 69—City Hall 1 (64 stalls) ■ Lot 101—Meridian Automotive (21 stalls) ■ Lot 105—US Postal Office (76 stalls) ■ Lot 115 -Cole Valley Christian—(172 stalls) • Nine (9) lots reach an efficient occupancy level (orange): Lots 9, 32, 33, 39, 74, 90, 100, 118, 123, and 147, totaling 332 stalls. • Six (6) lots have occupancies of less than 69%, indicating moderate demand levels (shown in yellow). • The remaining 43 lots have occupancies of less than 55%, indicating low demand (shown in green). • Overall, a sizable amount of empty parking in the off-street supply is commonly distributed throughout the study area. Saturday • One (1) of 67 sampled lots reach constrained occupancy at the peak hour.This lot, Lot 71 (Point S Tires),totals 23 stalls.This is less than 1%of the total sampled off-street supply. • Four (4) lots maintain efficient (orange) demand (Lots 90, 92, 105, and 123). • Five (5) lots show moderate (yellow) demand (Lots 11, 35,99, 101 and 126). • The remaining 57 lots have occupancies of less than 55%, indicating low demand (green) • As with the weekday count, there is a sizable amount of empty parking in the off-street supply within the downtown parking study area. D. Summary of Off-Street Parking Findings The weekday off-street parking system is experiencing low demand now. An abundance of parking stalls is distributed across the entire study area, with at least 1,235 empties during peak hours. As with the weekday findings, off-street parking demand is low on Saturday, reaching just 27.9% in the peak hour with at least 1,849 empty stalls. However, it's important to note that just because a stall is empty doesn't necessarily mean it's available. Many of the lots are privately owned and have restricted access,which can limit availability for certain users. Exploring opportunities for shared use of these empty stalls through outreach and collaboration with owners and managers of off-street parking supplies should be pursued. In sum,the amount of empty parking presents an opportunity for the entire downtown.When coupled with potential simplification of on-street time stays and any reductions in the number of on-street No Parking Management Strategies&Implementation Guide+Topic Papers RW C Appendix D—Page 1 116 � 'AERIDIAN �� development core. 1;,��,q /IYE•RENEW-REDEFINE .� Destination Downtown Master Plan Update Limit stalls, efforts to move employees to off-street supply would significantly benefit the entire parking system. Figure 1:Off-Street Weekday Peak Hour Heat Map—12:00 PM 2 223 Weekday Off-Street Peak Hour:n12F 00 PM-1:00 PM City of Meridian Downtown 23 r74 � F3. Parking Occupancies Data Collection Area Turnover Study Area >=85% 0 84%-70% = 0 69%-55% o<55% w ��o Construction 29� No Parking 28 45 25 26 InnIII b [_ L::� FI-L m 2 e 69 2 �74T 70 9 �2g 71 3 74 700 93 3 = 92 77 0 60 159� RWC Parking Management Strategies&Implementation Guide+Topic Papers RWC Appendix D—Page 1 117 F( MERIDIAN development core. =vwE•RENEW-REDEFINE Destination Downtown Master Plan Update Figure J:Off-Street Saturday Peak Hour Heat Map—12:00 PM 033 20 Saturday Off-Street Peak Hour:12:00 PM-1:00 PM _. City of Meridian Downtown 23 114 Parking Occupancies _ 35 s6 Data Collection 3> - Area F7 - ,�, - 112 "' s Turnover Study Area 32 39 o>=85% i 84%-70% 69%-55% o <55% u 110 o Construction 29 No Parking 28 45 25 16 m �o s 50 4 min El L I 10 N N 2 � � 55 2 c 147 70 9 0 128 D 3 74 100 76 93 9 92 77 O 81 S0 159� RWC Parking Management Strategies&Implementation Guide+Topic Papers RWC Appendix D—Page 1 118 F9' �� MERIDIAN qdevelopment core. VIVE.RENEW-REDEFINE 1;.� Destination Downtown Master Plan Update 8.6 Current Parking Environment Summary Overall, weekday and Saturday parking demand is low,with periods of demand ticking up (toward the latter part of the day).The off-street is underused, with over 1,200 empty stalls in lots at the highest peak hour. The weekday on-street system use is low across the day, with ample room to absorb new demand. With at least 1,160 empty stalls at the highest peak hour, on-street parking is readily available and easy for visitors or customers to park without inconvenience. Similarly,the Saturday study showed low occupancy levels, with a peak of 26.9%and 1,220 empty parking stalls. Off-street parking activity jumps significantly on the weekday compared to Saturday, with a more than 20% increase in overall parking occupancy off-street. Much of this increased activity is likely due to employees parking in private off-street lots. Saturday off-street activity is very low, with a peak occupancy of 27.9%, leaving over 1,800 stalls empty.As noted earlier, empty does not mean available, as most stalls are on private off-street lots. However, opportunities to capture and share underused off- street supply through shared-use strategies would be greatly beneficial given the amount of empty supply. Consistent with both operating days is the relatively high level of violations (10.6%on the weekday and 13.8%on Saturday). Simplifying the on-street time stays (i.e., 2 Hours) would likely reduce the number of violations while accommodating customer and visitor parking needs. Further, approximately 81%of the on-street supply is 'No Limit' parking.This is unusual for a downtown where short-term customer and visitor trips should be prioritized. Removing a portion of the No Limit stalls (in commercially zoned areas) would signal that the downtown on-street parking encourages customer trips over long-term parking. Downtown Meridian has a beautiful, walkable streetscape with fantastic street amenities and wonderful shops and restaurants.As Meridian continues to grow and develop, having this on and off-street parking data will provide a bellwether for how Meridian grows in popularity. Currently,the parking system appears to operate at low levels, which does not demonstrate the need for high levels of on-street parking management. Conversely, it does show the available capacity to absorb demand related to future growth. Parking Management Strategies&Implementation Guide+Topic Papers RW C Appendix D—Page 1 119 MERIDIAN development core. �,`1 /IVE.RENEW Destination Downtown Master Plan Update 8.7 Appendix D-A Table 7:Off-Street Inventory by Site Lot Facility Stalls Use Type ID Off-Street Supply 3,785 _ (162 sites vs.67 sites studied) vs. - 2,551 1 Church of Jesus Christ of Latter Day Saints 173 Institution 2 The Basement/Agents With A Smile 55 Retail 3 Vance Medical 17 Medical 4 Meridian Elementary Staff Parking Only 17 Institution 5 Meridian Food Bank Patrons Only 14 Institution 6 Food Bank Trucks Only 14 Institution 7 Calico Luxury Cat Boarding 2 Retail 8 Apartment Complex 1 16 Residential 9 Volunteer Parking Meridian Food Bank 17 Institution 10 Patrons of Meridian Food Bank 15 Institution 11 City Hall Employee Permit Parking(8am-5pm) 54 City 12 Veterans Memorial/American Legion/Vietnam Vets of 10 Institution America/Veterans of Foreign Wars 13 Client Vendor Entrance-Bekinney Team 12 Office 14 Paradigm Health Services 5 Medical 15 Fred's Barber Shop 6 Retail 16 Insurmart/Meridian Lash Haus 5 Mixed Use 17 Inside Out Salon 5 Retail 18 Legacy Church 109 Institution 19 Legacy Church 7 Institution 20 Primary Health 42 Medical 21 Human Bean 11 Retail 22 Meridian Family Eye Care 10 Medical 23 Primary Health-Patients and Staff Only 24 Medical 24 Meridian Cycles 10 Retail 25 Better Life Chiropractic 22 Retail 26 Sparq Custom Lighting Trailer 15 Retail 27 Sparq Lighting 6 Retail 28 Medical Plans of Idaho 16 Office 29 Expression Salon 16 Retail 30 Accord Sery CPAs 15 Office 31 Sunshine Design &Build 12 Industrial 32 Gravel Lot 2 30 Unknown 33 Cherrys&Multi Biz 33 Retail 34 Tattoo Parlor 10 Retail 35 Whitewater Salon&Other Biz 121 Retail 36 Main Street Burger 16 Retail 37 Kahootz Steak/Alehouse 36 Retail 38 Blimpies Sub Shop 16 Retail 39 Molly Maid 46 Retail 40 Muse Tattoo 6 Retail 41 Integrated Security Resources 12 Office Parking Management Strategies&Implementation Guide+Topic Papers RW C Appendix D—Page 1 120 MERIDIAN development core. REVIVE-RENEW-REDEFINE Destination Downtown Master Plan Update Lot Facility Stalls Use T ID 42 Gold Express 5 Retail 43 A.E.S Inc 4 Office 44 Gravel Lot 1 13 Unknown 45 Patch House/Ascent Funeral Home 37 Institution 46 Saucerman Construction 5 Industrial 47 Meridian Missionary Baptist Church 13 Institution 48 Apartment 1 8 Residential 49 Dorian Photography 4 Retail 50 Customer Parking for Lavish Salon&Epis 16 Retail 51 Gravel Residential 4 Residential 52 Paved Residential 4 Residential 53 Vintage Wine Bar 7 Retail 54 Jacksons Gas Station 14 Retail 55 Private Permit Parking 22 Private 56 Feller/Wendt Attorneys 4 Office 57 State Avenue Offices 3 Office 58 Visiting Angel Living Assistance 4 Institution 59 Gravel Lot 3 4 Unknown 60 Harvest Homeschool Advantage 26 Institution 61 Century Link 12 Office 62 Apartment 2 4 Residential 63 Harvest Church Auditorium 14 Institution 64 Harvest Church Auditorium 8 Institution 65 Old Town Lofts 108 Residential 66 First Interstate Bank 31 Retail 67 Desert Fox 20 Retail 68 Feed Mill 35 Retail 69 City Hall 1 64 City 70 City Hall 2 52 City 71 Point S Tires 23 Retail 72 Point S Tires Extra Lot 24 Retail 73 City of Meridian Fleet Parking-Gated 30 City 74 Gravel Lot,Possible over park for Bobby's Transmission 42 Retail 75 Bobby's Transmission 34 Retail 76 Napa Auto Parts 32 Retail 77 Crossfire Shooting Gear/ACSTC/G8G Insulation/Expressions 124 Retail By Design 78 237 Taylor Ave 10 Industrial 79 Idaho Fence and Deck 11 Retail 80 Miracle Ear/People Ready/Allstate 41 Retail Meridian Developmental Services/Communicare Inc/Unity 81 20 Institution Services 82 ADA County Juvenile Probation Services 13 City 83 ACJCS 14 City 84 Window Sunshine Cleaning 12 Retail Parking Management Strategies&Implementation Guide+Topic Papers RW C Appendix D—Page 1 121 MERIDIAN development core. REVIVE-RENEW-REDEFINE Destination Downtown Master Plan Update Lot Facility Stalls Use Type ID 85 Gieslers Auto Repair 25 Retail 86 Big Discount Smokes+ Beer&Spirit/Gas Station 10 Retail 87 Apartments 39 Residential 88 Idaho Youth Ranch-Donations 5 Institution 89 Idaho Youth Ranch -Customer 12 Institution 90 Thrift Store 18 Retail 91 Care Counseling Clinic 10 Office 92 Idaho Youth Ranch 20 Institution 93 Idaho Youth Ranch 20 Institution 94 Resident w/trailers on property 12 Residential 95 Apartment Complex 2 9 Residential 96 Thrift Store-Donations 5 Retail 97 Nesmeth Brothers Towing 24 Retail 98 Gem State Diesel 10 Retail 99 Idaho Paun&Gold/Classi K9 20 Retail 100 Evergreen Technology 30 Office 101 Meridian Automotive 21 Retail 102 Fenced Parking for Nesmith Brothers Towing 5 Retail 103 Idaho Baseball Academy 18 Institution 104 Idaho Landscape Solutions 6 Retail 105 US Postal Office 76 Federal 106 Tiggerific 10 Retail 107 Avest 10 Office 108 Empowered 5 Retail 109 Farmers Insurance 12 Office 110 The Meridian/1404-1406 First Commercial 71 Office 111 Authentic You/T-Zers 21 Retail 112 Rite Aid/Auto Zone/Subway/Johnnys 193 Retail 113 Wells Fargo 9 Retail 114 Jack In The Box 37 Retail 115 Cole Valley Christian 172 Institution 116 Barton Lakey Law& Policy 4 Office 117 Lebeau &Assoc CPA 10 Office 118 Chapel Staff Parking 26 Institution 119 Borton Lakey Law&Policy 20 Office 120 Momentum/Rustic Pine Salon 11 Retail 121 El Tenampa 3 Retail 122 The flower place 12 Retail 123 Generations Bldg/Public Parking 34 Mixed Use 124 Private Tenant Parking 23 Residential 125 Frontier Club 24 Retail 126 First Interstate Bank/127 Saloon 20 Retail 127 EVstudio 4 Office 128 Keller Associates 88 Office 129 Classic Kitchen Doors 5 Retail 130 HOFTAC Industries 10 Industrial 131 Private off-street 5 Private Parking Management Strategies&Implementation Guide+Topic Papers RW C Appendix D—Page 1 122 MERIDIAN development core. REVIVE-RENEW-REDEFINE Destination Downtown Master Plan Update Lot Facility Stalls Use T ID 132 Ultimate Hybrid Tech/Kangen Water Store 15 Retail 133 Meridian Meat&Sausage 19 Retail 134 Easy Timeshare Relief 15 Office 135 Idaho Title Loans 7 Office 136 Glass Now 10 Retail 137 Hungry Onion Burgers 10 Retail 138 Sassy and Classy Salon 6 Retail 139 Health Food Store 20 Retail 140 Birdie Bird/Minute Man Lock&Security 24 Retail 141 Timber Coffee 6 Retail 142 Sinclair/Paul's Service Repair 13 Retail 143 Apartment 229 5 Residential 144 The Angry Easel 14 Retail 145 Apartment 3 3 Residential 146 Meridian Community Center 23 Institution 147 Rideline/VRT 56 Office 148 Masonic/Public Parking 33 Mixed Use 149 United Method Church 9 Institution 150 Pine Business Center 20 Office 151 Meridian Gathering& Resource Center 5 Institution 152 Holy Transguration Orthodox Church 14 Institution 153 Rifle Crafters 10 Retail 154 Strohs Chiropractic&Wellness 10 Retail 155 Royal Prestige 7 Retail 156 Simply Made Home Designs 12 Office 157 Unmarked Lot 8 Unknown 158 Cash Loans on Car titles 7 Retail 159 Meridian Professional Center 18 Office 160 Meridian Elementary Parking 51 Institution 161 Full Circle Health 13 Medical 162 Boys and Girls Club of ADA County 35 Institution Table 8:Off-Street Peak Hour Occupancies by Site—Weekday vs.Saturday OccupancyLot Facility Stalls Peak Hour Peak Stalls Use Type ID - Off-Street Supply Studied 2,551 12:00 PM-1:00 PM 51.9% 1,235 - (67 sites) 12:00 PM-1:00 PM 27.9% 1,849 9:00 AM-11:00 AM 58.8% 7 3 Vance Medical 17 Medical 5:00 PM-6:00 PM 11.8% 15 17 Meridian Elementary Staff 12:00 PM-1:00 PM 0 4 Parking Only multiple 5.9% 16 Institution Volunteer Parking Meridian Food 11:00 AM-1:00 PM 76.5% 4 9 Bank 17 8:00 AM-11:00 AM 23.5% Institution Construction - - 10 Patrons of Meridian Food Bank 15 Institution 9:00AM-6:00PM 6.7% _. 11 54 12:00 PM-1:00 PM 59.3% 22 City Parking Management Strategies&Implementation Guide+Topic Papers RW C Appendix D—Page 1 123 PIP,A- MERIDIAN r. development core. 1 i;¢ =VIVE•RENEW•RE�EFINE Destination Downtown Master Plan Update Lot Facility Stalls Peak Hour Peak Stalls Use Type ID Occupancy Available City Hall Employee Permit o Parking(8am-5pm) 10:00 AM-11:00 AM 81.5/ 10 8:00AM-6:00PM 0 20 Primary Health 42 Medical 10:00 AM-11:00 AM 14.3% 36 23 Primary Health-Patients and 24 8:00 AM-6:00 PM 0 Medical Staff Only 8:00 AM-1:00 PM 16.7% 20 3:00PM-4:00PM 3 25 Better Life Chiropractic 22 Retail 8:00 AM-6:00 PM 4.5% 21 8:00 AM-6:00 PM 33.3% 10 26 Sparq Custom Lighting Trailer 15 Retail 8:00 AM-6:00 PM 40.0% 9 11:00 AM-2:00 PM 37.5% 10 28 Medical Plans of Idaho 16 Office 8:00 AM-9:00 AM 12.5% 14 2:00 PM&4:00 PM 62.5% 6 29 Expression Salon 16 Retail 12:00 PM-2:00 PM 50.0% 8 12:00PM&2:00PM 46.7% 8 30 Accord Sery CPAs 15 Office 8:00 AM-6:00 PM 20.0% 12 1:00PM-2:00PM 2 32 Gravel Lot 2 30 Unknown 8:00 AM-2:00 PM 13.3% 26 1:00PM-2:00PM 4 33 Cherrys& Multi Biz 33 Retail 10:00 AM-11:00 AM 27.3% 24 1:00 PM-2:00 PM 48.8% 62 35 Whitewater Salon &Other Biz 121 Retail 12:00 PM-1:00 PM 56.2% 53 1:00 PM-2:00 PM 43.8% 9 36 Main Street Burger 16 Retail 2:00 PM-3:00 PM 50.0% 8 5:00PM-6:00PM 5 37 Kahootz Steak/Alehouse 36 Retail 5:00 PM-6:00 PM 77.8% 8 11:00 AM-12:00 PM 50.0% 8 38 Blimpies Sub Shop 16 Retail 12:00PM-1:00PM 31.3% 11 2:00 PM-3:00 PM 78.3% 10 39 Molly Maid 46 Retail 11:00 AM-6:00 PM 54.3% 21 Patch House/Ascent Funeral 37 2:00 PM-4:00 PM 13.5% 32 Institution 45 Home 8:00 AM-6:00 PM 2.7% 36 50 Customer Parking for Lavish 16 4:00 PM-5:00 PM 0 Retail Salon & Epis 5:00 PM-6:00 PM 56.3% 7 1:00 PM-2:00 PM 18.2% 18 55 Private Permit Parking 22 Private multiple 4.5% 21 11:00 AM-12:00 PM 50.0% 13 60 Harvest Homeschool Advantage 26 Institution 10:00 AM-11:00 AM 38.5% 16 8:00 AM-9:00 AM 45.4% 59 65 Old Town Lofts 108 Residential 12:00 PM-1:00 PM 50.0% 54 10:00AM-3:00PM 0 66 First Interstate Bank 31 Retail 9:00 AM -10:00 AM 22.6% 24 67 Desert Fox 20 11:00 AM-1:00 PM 60.0% 8 Retail Parking Management Strategies&Implementation Guide+Topic Papers RW C Appendix D-Page 1 124 MERIDIAN development core. REVIVE-RENEW-REDEFINE Destination Downtown Master Plan Update OccupancyLot Facility Stalls Peak Hour Peak Stalls Use Type ID 10:00 AM-11:00 AM 65.0% 7 10:00 AM-11:00 AM 20.00 28 68 Feed Mill 35 Retail 12:00 PM-1:00 PM 31.4% 24 69 City Hall 1 64 1:00PM-4:00PM 6 City 9:00 AM-10:00 AM 50.0% 5:00 PM-6:00 PM 63.5% 19 70 City Hall 2 52 City 12:00 PM-1:00 PM 44.2% 29 9:00 AM-10:00 AM 56.5% 10 71 Point S Tires 23 Retail 8:00AM-6:00PM 0 74 Gravel Lot, Possible over park for 42 11:00 AM-1:00 PM 78.6% 9 Retail Bobby's Transmission 4:00 PM-5:00 PM 50.0% 21 9:00 AM-10:00 AM 78.1% 7 76 Napa Auto Parts 32 Retail 2:00 PM-3:00 PM 50.0% 16 Crossfire Shooting 9:00 AM-10:00 AM 38.7% 76 77 Gear/ACSTC/G8G 124 Retail Insulation/Expressions By Design 10:00 AM-11:00 AM 12.9% 108 80 Miracle Ear/People 41 5:00 PM-6:00 PM 39.0% 25 Retail Ready/Allstate 10:00 AM-11:00 AM 39.0% 25 Meridian Developmental 2:00 PM-3:00 PM 70.0% 6 81 Services/Communicare Inc/Unity 20 Institution Services 8:00 AM-6:00 PM 20.0% 16 9:00AM-10:00AM 1 90 Thrift Store 18 Retail 12:00 PM-1:00 PM 77.8% 4 92 Idaho Youth Ranch 20 multiple 60.0% 8 Institution 12:00 PM-1:00 PM 70.0% 10:00 AM-11:00 AM 35.0% 13 93 Idaho Youth Ranch 20 Institution 12:00 PM-2:00 PM 30.0% 14 10:00 AM-11:00 AM 58.3% 10 97 West Link AQ 24 24 Retail 8:00 AM-6:00 PM 0.0% 99 Idaho Paun &Gold/Classi K9 20 10:00 AM-12:00 PM 60.0% 8Retail 12:00 PM-3:00 PM 60.0% 8 1:00 PM-3:00 PM 73.3% 8 100 Evergreen Technology 30 multiple 46.7% ,G Office 9:00AM&3:00PM 2 101 Meridian Automotive 21 Retail 10:00 AM-11:00 AM 71.4% 6 103 Idaho Baseball Academy 18 multiple 38.9% 11 Institution 2:00 PM-3:00 PM 5.6% 17 9:00AM-11:00AM 4 105 US Postal Office 76 Federal 9:00AM-10:00AM 1 The Meridian/1404-1406 First 9:00 AM-10:00 AM 71.8% 20 110 Commercial 71 8:00 AM-9:00 AM 4.2, 68 Office 111 Authentic You/T-Zers 21 1:00 PM-2:00 PM 33.3% 14Retail 10:00 AM-11:00 AM 23.8% 16 112 193 5:00 PM-6:00 PM 44.6% 107 Retail Parking Management Strategies&Implementation Guide+Topic Papers RW C Appendix D-Page 1 125 MERIDIAN development core. REVIVE.RENEW-REDEFINE Destination Downtown Master Plan Update OccupancyLot Facility Stalls Peak Hour Peak Stalls Use Type ID Rite Aid/Auto 10:00 AM-11:00 AM 28.0% 139 Zone/Subway/Johnnys 1:00 PM-2:00 PM 16.2% 31 114 Jack In The Box 37 Retail 12:00 PM-1:00 PM 13.5% 32 9:00AM-11:00AM 1 115 Cole Valley Christian 172 Institution 9:00 AM-10:00 AM 18.6% "^ 9:00 AM-10:00 AM 80.8% 5 118 Chapel Staff Parking 26 Institution 8:00AM-6:00PM 3.8% 9:00 AM&11:00 AM 40.0% 12 119 Borton Lakey Law&Policy 20 Office 5:00PM-6:00PM 8:00 AM-6:00 PM 5.0% 3 123 Generations Bldg/Public Parking 34 Mixed Use 2:00 PM-3:00 PM 79.4% 1:00 PM-2:00 PM 43.5% 13 124 Private Tenant Parking 23 Residential multiple 13.0% Lu 4:00 PM-5:00 PM 58.3% 10 125 Frontier Club 24 Retail 5:00 PM-6:00 PM 5:00PM-6:00PM 54.2% 3 11 126 First Interstate Bank/127 Saloon 20 Retail 12:00 PM-1:00 PM 60.0% 8 1:00 PM-2:00 PM 60.2% 35 128 Keller Associates 88 Office 8:00 AM-10:00 AM 6.8% 82 8:00 AM-11:00 AM 31.6% 13 133 Meridian Meat&Sausage 19 Retail 8:00 AM-6:00 PM 10.5% 17 8:00 AM-6:00 PM 0.0% 15 134 Easy Timeshare Relief 15 Office 8:00 AM-6:00 PM 0.0% 15 8:00 AM-6:00 PM 0.0% 20 139 Health Food Store 20 Retail 8:00 AM -6:00 PM 0.0% 20 140 Birdie Bird/Minute Man Lock& 24 11:00 AM&1:00 PM 41.7% 14 Retail Security 2:00 PM-3:00 PM 37.5% 15 8:00 AM&5:00 PM 43.5% 13 146 Meridian Community Center 23 Institution 8:00 AM-9:00 AM 26.1% 17 10:00 AM-11:00 AM 6 147 Rideline/VRT 56 Office 1:00 PM-4:00 PM 26.8% 41 8:00 AM-9:00 AM 63.6% 12 148 Masonic/Public Parking 33 Mixed Use Construction - - 10:00 AM-11:00 AM 50.0% 10 150 Pine Business Center 20 Office 11:00 AM-1:00 PM 15.0% 17 12:00 PM-5:00 PM 27.8% 13 159 Meridian Professional Center 18 Office 10:00 AM-11:00 AM 5:00PM-6:00PM 16.7% -2 15 160 Meridian Elementary Parking 51 Institution 8:00 AM-6:00 PM 0.0% 51 Boys and Girls Club of ADA 4:00 PM-6:00 PM 68.6% 11 162 35 Institution County multiple 22.9% 27 Parking Management Strategies&Implementation Guide+Topic Papers RW C Appendix D-Page 1 126 tale'l MERIDIAN development core. VIVE•RENEW-REDEFINE Destination Downtown Master Plan Update Appendix E: TP #5 - The Parking Experience Parking Management Strategies&Implementation Guide+Topic Papers RW C Appendix E—Page 1 127 MERIDIAN development Corp. REVIVE.RENEW-REDEFINE Destination Downtown Master Plan Update 9.0 The Parking Experience 9.1 Executive Summary Overview In an effort to learn more about the parking and transportation experience of a wide range of Meridian stakeholders, including visitors, residents, employees, and business owners/operators, an online survey was developed and made available in late summer 2023.This memo summarizes the results and key findings. User Groups 216 individuals responded to the survey, including 32 residents (15%), 87 Downtown employees (40%), and 32 business owners/operators (15%). Several individuals belong to 2 or more of these groups. Additionally, 94 survey respondents visit Downtown, but do not live,work, or own a business Downtown (44%). Findings and Key Themes • There are growing conflicts between the short and medium-term parking needs of customers, the all-day needs of employees, and the all-day/overnight needs of Downtown residents. While time limits serve as a helpful tool for prioritizing some on-street parking areas for customers, there remain many unrestricted areas in or near Downtown where customers, residents, and employees all compete for limited parking. Some business owners, in particular, were concerned with all-day parking taking up parking that should be prioritized for customers. • Many employees are unsure where they should park. While those with easy access to free off- street parking (61%of downtown employee respondents) report few parking concerns, employees of businesses with limited off-street parking in areas with on-street time restrictions note concerns about where they can safely park. Loading/unloading gear is also a concern for employees of Downtown businesses with on-street time restrictions. • More than 75%of visitors noted dining as a key reason for visiting Downtown Meridian, and the evening dining hours were consistently highlighted as a challenging time.Those familiar with the area state that parking is available at these times. However,visitors less familiar with the Downtown tend to express frustration when they have to circle multiple blocks to find parking. • Pedestrian safety and crossing improvements are a key priority. Downtown employees are particularly familiar with the most challenging crossing locations.There is a general feeling that walking in Downtown is generally a pleasant experience (rated 3.9 out of 5.0). Slowing traffic and improving crossings will make parking more than a block from Downtown destinations easier to feel safe. • There is a perception that new development will create significant parking constraints. Even those who do not feel parking is a major challenge now tend to express concerns that the number of new developments coming online in the coming years will create significant parking pressure. • Enforcement improvements are desired.There is a perception that many time-limited parking areas are poorly enforced, and signage in off-street parking areas is often ignored. Parking Management Strategies&Implementation Guide+Topic Papers RWC AppendixE—Page 1 128 F9' �� MERIDIAN qdevelopment core. VIVE.RENEW-REDEFINE Destination Downtown Master Plan Update • Parking during events is commonly perceived to be constrained. Many respondents who otherwise feel parking availability is adequate still see constraints during events. • Wayfinding,signage, and clearly marked shared parking options were highlighted as potential improvements to make better use of available parking areas.Visitors are often unfamiliar with public parking options and would benefit from improved public parking signage. • Improvements are desired for those with mobility limitations.There is a perception that there are few accessible parking options and inadequate curb ramps, and parking two or more blocks from a destination is a challenge for those who require a walker or wheelchair. 5%of survey respondents indicated that they make use of a disability placard. • The size of on-street parking stalls was noted as small,given the number of large trucks. Many visitors noted that vehicles often extend into the travel lanes, and some drivers feel there is inadequate space to park and safely open their doors. 9.2 Introduction A. Purpose As part of the larger Destination Downtown Master Plan Update,the City of Meridian wants to understand its current parking program better.To accomplish this, the Meridian Development Corporation (MDC) and the City are pursuing a series of topic papers focused on specific topics related to parking management. This Topic Paper is the fifth of six papers and summarizes the findings from an online survey conducted in August and September 2023. B. Process RWC developed the initial survey questions with input from MDC and the City to hear from at least four key stakeholder groups: Visitors, Residents, Employees, and Business Owners/Operators.A survey was used in lieu of focus group sessions to hear from a much larger number of individuals. The survey was open and available for input from August 141h, 2023,through September 21St 202361 C. User Groups 216 individuals responded to the survey from the following user groups: • 94 respondents visit Downtown Meridian but do not live or work in Downtown (44%) • 32 respondents live in Downtown Meridian (15%) ■ 7 of these residents also work in Downtown ■ 3 of these residents also own/operate a business and work in Downtown • 87 respondents work in Downtown Meridian (40%) ■ 22 of these employees also own or operate a business in Downtown ■ 7 of these employees also live in Downtown 61 The questions were initially asked via the larger project's MindMixer engagement tool.However,due to the very limited response rate,the survey was re-released via Survey Monkey in order to hear from a much wider audience.Initial responses to the MindMixer are not included in this report,as many responses are likely duplicates. Parking Management Strategies&Implementation Guide+Topic Papers RWC AppendixE—Page 1 129 � 'AERIDIAN �� development core. q VIVE.RENEW-REDEFINE Destination Downtown Master Plan Update ■ 3 of these employees also own or operate businesses in Downtown and live near Downtown. • 32 respondents own or operate a business in Downtown Meridian (15%) ■ 22 of these owners/operators also work in Downtown ■ 3 of these owners/operators also work Downtown and live near Downtown. Survey Respondents (216 Responses) Visitors,44% Residents, 15% Employees,40% Business Owners/Operators, 15% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% *Results add up to more than 100%due to the number of individuals that are included in multiple categories 9.3 Demographics Zip Codes (147 Responses) 83709,2% Others, 10% 83714,2% 83607,2% 83686,2% 83669,2%------ 83716,3% 83706,3% — 83713,3%' LL *Others include all with either 1 or 2 respondents Parking Management Strategies&Implementation Guide+Topic Papers RW C Appendix E—Page 1 130 MERIDIAN development core. REVIVE-RENEW-REDEFINE Destination Downtown Master Plan Update Age (170 Respondents) 30% 26% 25% 24% 22% 20% 15% 14% 10% 7% 6% 5% 0% 1% Under18 18-24 25-34 35-44 45-54 55-64 65-74 75+ • Median Age Category: 45-54 • Users of a Disability Placard: 5%of survey respondents Gender (161 Responses) Non-Binary,0% ,qr -I ,0 .0' *All respondents chose one of the 3 categories offered (or chose not to respond) rather than write a description Parking Management Strategies&Implementation Guide+Topic Papers RWC AppendixE—Page 1 131 444I MERIDIAN development Corp. ,1.1i� /IVE.RENEW-REDEFINE Destination Downtown Master Plan Update 9.4 Survey Findings A. Overview Each of the following sections presents the findings from the questions asked of each User Group. See Section 3- Key Themes for a summary of the overall findings. B. Business Owners/Operators Employers offer insights into employee commute habits,TDM programs, as well as concerns they hear from visitors and customers. 32 business owners/operators responded to the survey. Each chart notes the actual number of people who answered the specific question. For approximately How Many Years have you owned or operated your business? (24 Responses) 16+years 21% 11-15 years 17% 6-10 years M 13% 2-5 years 25% Less than 2 years 25% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% What is your organization's Primary Business? What product or service does it provide? (22 Responses) Food&Beverage 7 Hair&Beauty 7 Insurance/Real Estate 3 Event Venue/Social House 2 Own/Lease Properties 1 Public Library 1 Government 1 0 1 2 3 4 5 6 7 8 Parking Management Strategies&Implementation Guide+Topic Papers RWC Appendix E—Page 1 132 MERIDIAN �� development core. 1; q VIVE•RENEW•REDEFINE .� Destination Downtown Master Plan Update • Total employees represented by 21 business responses: 467 total employees • Range of business size reported: 1 to 150 employees • Median business size: 10 employees Does your business/organization provide Off-Street Parking for Employees? It not, where do employees typically park? (24 Responses) Yes,free parking in a private lot(free to employees) 58% No,employees typically park on-street 38% No,employees typically park in a nearby off-street public parking lot 17% Yes,optional parking available in a private lot(some cost to employees) 0% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% *Several respondents noted some clarifications. For example, one respondent indicated that they prefer their employees not to park in their lot to save these spaces for customers. Others indicated that residential parking associated with the Downtown Lofts has limited the amount of parking available for Customers. Are your employees generally Satisfied with their parking options when driving to work? Are there any key issues you would like to share related to employee parking? (21 Responses) No significant employee parking concerns 43% Employee parking is a significant concern 38% Some emerging employee parking concerns = 19% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% *Several respondents noted some comments. For example, several respondents reported the challenges their employees face by having to park several blocks from work(particularly when carrying supplies). Another respondent noted that residents associated with the Downtown Lofts often occupy nearby parking spaces. Parking Management Strategies&Implementation Guide+Topic Papers RWC AppendixE—Page 1 133 � 'AERIDIAN qdevelopment core. 1;,��, /IYE.RENEW-REDEFINE .� Destination Downtown Master Plan Update Does your organization provide Off-Street Parking for Customers or visitors? If so, what type of parking (Select all that apply). (24 Responses) Yes;customers or visitors may park in a privately-owned lot free of charge. 50% No;customers or visitors generally park on-street 460o No;customers or visitors generally park in a nearby off street public parking lot 21% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% *Several respondents noted some clarifications. For example, one respondent indicated that their customers'on-street time limits are too short(2 hours). Another noted that while they have a small parking lot shared with an adjacent business, most customers park on-street. On a scale of 1 (very dissatistfied) to 5 (very satisfied), are your customers, visitors, or clients generally Satisfied with their parking options when driving? (24 Responses) 50% 40% 29% 30% 25% 20% 17% 17% 13% 10% 0% 1(Very Dissatisfied) 2 3 4 5(Very Satisfied) 0 Average Rating:3.1 out of 5.0 Parking Management Strategies&Implementation Guide+Topic Papers RWC AppendixE—Page 1 134 � 'AERIDIAN qdevelopment core. 1;,�� VIVE.RENEW-REDEFINE .� Destination Downtown Master Plan Update How Satisfied are you with Downtown Meridian as a place to own/operate a business with respect to the available parking and transportation options? (1 = Very Dissatisfied; 5 = Very Satisfied) (24 Responses) 50% 40% 33% 30% 25% 21% 20% 13% 10% 8� 0% 1(Very Dissatisfied) 2 3 4 5(Very Satisfied) • Average Rating:3.3 out of 5.0 C. General Comments62 • Not Enough Off-Street Parking ■ 1 think businesses should not be allowed to be built if there isn't going to be adequate parking included. It's absolutely ridiculous that they would allow a salon to be built and not allow more [than] 2 spots. I strongly believe that's why other buildings next to us is having a hard time renting them out. ■ There has been so much growth in downtown Meridian but with no extra parking added. ■ We have no options of where to park. And the lofts have 2 open vacant spaces for businesses... where will all [their] clients and customers park? I have been approached by prospective tenants for those spaces and sadly the parking is [their] biggest concern as well. It's so beautiful down here. Parking needs to be more accommodating for businesses [trying] to earn a living. ■ The issues have not changed much over the years. We continue to develop and grow which is good. But we don't keep up with traffic and parking needs that result from that growth. It's a little better than it used to be. But there is still a long [way] to go. • Too Much Long-Term Parking On-Street ■ The loft and apartment parking lot is half empty because not all tenants want to pay for parking, so they take all the extra parking on Idaho Ave. Some of the vehicles sit there for days at a time. ■ We need more parking/allotted business parking and those in apartments should not be allowed to take business parking. ■ The loft and apartment tenants take up most of the street parking in front of my business. This leaves little to no parking for customers.As tenants of the salon,we are not even able to rent a parking spot in the loft parking lot. So there are just empty spaces. fie It should be noted that General Comments are presented"as written"by the respondent.Minor corrections are shown in[brackets]. Parking Management Strategies&Implementation Guide+Topic Papers RWC AppendixE—Page 1 135 F9' �� MERIDIAN qdevelopment core.VIVE.RENEW-REDEFINE Destination Downtown Master Plan Update • Additional 3 or 4 Hour On-Street Parking Needed ■ The two-hour street parking limits during business hours are difficult for our patrons who spend more time than that in our library.They have to go move their cars every two hours to avoid getting parking tickets. ■ Parking directly associated with a store front should be limited to two hours. Parking NOT directly connected to store fronts should be 4 hours or free depending on location. ■ More public parking areas free of charge with time limits of 2-3 hours. • No Issues/ Parking Capacity Adequate ■ There appears to be plenty of public parking available within the downtown core. ■ Until parking reaches a point that current public spaces aren't sufficient I think we should keep current parking regulations in place. No need to change until the next large residential project comes on line. However we should have a plan for when/if these new projects come to fruition. • General Difficulty Finding Parking ■ Parking is pretty tough sometimes,the street is frequently pretty full. I suppose that means that people are coming Downtown, so that is good. More options will be good. • Sidewalk Maintenance ■ City sidewalks need to be addressed.They're all lifting and uneven and are a major tripping hazard. Street parking is good on [Main Street]. Carlton is a joke, especially since the city approved that new duplex.Too many residential houses parking multiple vehicles on the street leaving no room to drive East or West on Carlton. 9.5 Employees Input from employees included information about where they park, their key access concerns, and general satisfaction with the transportation options when working Downtown. 87 employees responded to the survey. Approximately 44%of the employees who responded to the survey(38 individuals) work at City Hall in some capacity(33 E. Broadway Ave.).Additionally, approximately 23%of the employees who responded to the survey(20 individuals) work at either Valley Regional Transit (VRT) or the Community Planning Association of Southwest Idaho (COMPASS) at 700 NE 2nd Street. Parking Management Strategies&Implementation Guide+Topic Papers RWC AppendixE—Page 1 136 � 'AERIDIAN qdevelopment core. 1;,�� VIVE•RENEW-REDEFINE .� Destination Downtown Master Plan Update Where do you typically Park when you drive to work? (select the option that represents your most frequent parking location) (79 Responses) Off-street in a private lot(free to employees) 61% On-street in an area with no time limits 15% Off-street in a nearby public parking lot 14% On-street in a time-restricted area a 6% 1 typically don't drive and park(carpool/get dropped off, transit,bike,walk,etc.) 14% Off-street in a private lot(some monthly out of pocket cost) 0� 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Do you have any Concerns about accessing your place of work? (Select up to 3 top concerns, if applicable) (82 Responses) Difficulty finding nearby available parking 38% Unsafe walking conditions(tripping hazards,poor crosswalks at intersections,sight distance,traffic speeds) 32/ No concerns/N/A 26% Limited transit options = 18% Unsafe bicycling conditions/limited on-street bike lanes 15% Lighting/personal security and safety 13% Traffic delays 9% Maintenance of sidewalks/trails/roads 9% Difficulty finding a parking stall to allow loading of heavy/bulky items 7% Not enough short-term parking options for quick trips(15 or 30-minute parking) 14% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% A. Other Concerns Noted • Pedestrian Safety/Lighting ■ The intersection at Meridian and Broadway feels unsafe. Cars are not patient with crossing pedestrians.The crossing light does not keep them at bay for long. Parking Management Strategies&Implementation Guide+Topic Papers RWC AppendixE—Page 1 137 F9' �� MERIDIAN qdevelopment core. VIVE•RENEW-REDEFINE 1;.� Destination Downtown Master Plan Update ■ Everyone has multiple stories about almost getting hit in the crosswalk from the west lot to City Hall. ■ Lights need to be installed at the intersection of Broadway and Meridian for vehicles going East and West on Broadway so that when the crosswalk light is activated to stop [vehicles] on Meridian, drivers on Broadway know why traffic is stopped (for a pedestrian, not for them to gun it on to Meridian) and to avoid hitting pedestrians.Too many close calls. ■ Crossing Meridian Rd can take a while for the pedestrian light to change, and this week alone, I've nearly been hit by a car illegally running the red light three times. ■ Also, we shouldn't have to use flags to cross the street. When I was stationed in Germany, you simply put your arm out in front of you to cross the street where there was no traffic control.A simple and easy solution for blind people as well as children. ■ Lighting especially in the middle of winter. I come to work between 6:30-7:00 am. ■ Walking across Meridian Street can be challenging as not all drivers respect the HAWK signal. • Parking Capacity/Parking Availability ■ There's not enough parking for the size of the business I work at.There should be enough parking for clients [] otherwise how do you expect us to run a business? Parking is huge for salons. If the parking is awful we start to [lose] clients. ■ 1 often go to The Original Sunrise Cafe or Eight Thirty Common or El Tenampa but the parking is a tough stretch and traffic is a bit too hot to bring little kids. ■ Part of our lot is open to the public, but they do not always park in the "public" space.There is also not enough designated parking for employees of VRT or COMPASS. ■ Parking is becoming more limited the last 6 years. • Long-Term Parking Needs ■ Not enough long term parking available, I have to move my car every two hours. ■ At this point,there is a parking lot directly behind our building for staff to park. If that parking lot goes away, I would definitely have concerns about where to park. • Maintenance ■ Sidewalks need [to be] addressed bad. • Wheelchair Accessibility ■ Not enough wheelchair accessible spaces. • Traffic Blockages ■ At times service vehicles, and/or delivery trucks ([]) will block all traffic going into the parking lot. Parking Management Strategies&Implementation Guide+Topic Papers RWC AppendixE—Page 1 138 MERIDIAN development core. REVIVE.RENEW-REDEFINE Destination Downtown Master Plan Update How Satisfied are you with Downtown Meridian as a place to work with respect to the available parking and transportation options? (81 Responses) 50% 40% 35% 30% 26% 21% 20% 10% 9% 10% 1(Very Dissatisfied) 2 3 4 5(Very Satisfied) • Average Rating:3.4 out of 5.0 B. General Comments • Pedestrian Safety Improvements Needed ■ Speed limit is not enforced. Walking even sometimes from the parking lot I use a block away I've had some close calls in the crosswalks. I watch a major intersection by my office window daily... it's nerve racking trying to watch people use the crosswalks to get across the street due to the speed of vehicles and the attention of drivers is lacking in realizing there are people trying to get to downtown businesses, or school...or whatever. Sidewalks are constantly littered with cigarettes, and beer bottles and cans, puke...more so with the amount of new bars in the area. Such a welcoming environment for clients/customers in the area. ■ Crosswalk at Broadway and Meridian Rd. takes way too long to allow pedestrians to cross. Additionally,this crosswalk is unsafe as motorists speed down Meridian Rd. and sometimes ignore the crosswalk lights. ■ A lot of traffic on Meridian Road due to the freeway access.The crosswalk across Meridian Road to City Hall is somewhat unsafe due to vehicles that are not considerate to pedestrians crossing the street. ■ See comment about intersection of Meridian and Broadway and the crosswalk from the City employee parking lot. ■ The pedestrian, a hawk light at Broadway and Meridian Road is dangerous.There needs to be traffic stops on all four corners. ■ Fix the Meridian Rd crosswalk between City Hall and the employee lot. ■ Please consider adding one or two ped crossings along Main St north of Pine and on Pine east of 3rd St. Perhaps flashing beacons or even a HAWK. I know HAWKS will cause traffic to stop but would be safer. Rarely do the drivers yield to peds (I walk both of these roads daily during the week). • More Long-Term Parking ■ There needs to be more parking for workers and/or Clients. Parking Management Strategies&Implementation Guide+Topic Papers RWC AppendixE—Page 1 139 F9' �� MERIDIAN qdevelopment Corp. VIVE•RENEW-REDEFINE 1;.� Destination Downtown Master Plan Update ■ Employees need spots and businesses need lots. ■ There is not enough safe parking for City employees. I don't consider parking that requires us to cross Meridian Road to be safe. ■ Not enough parking options and safe walking distance. ■ Our parking lot is open to the public and is often full. Most surrounding on street parking is limited to 2 hours. Makes it difficult to find a parking spot while at work. ;arking Need additional unrestricted timed parking (or housing!) for employees. • Supply is Adequate (Currently) ■ There is always a lot of parking. Some people just don't like to walk a bit. ■ Parking is not a problem, as long as you are willing to walk a block or two. ■ Currently not experiencing many challenges regarding parking, but new development threatens to limit the spaces provided in the lot adjacent to my office. Would like to make sure that we continue to have a place to park for free while at the workplace. ■ I haven't seen a parking issue related to my work other than crossing Meridian Road. ■ Again, we have a parking lot for employee use. I have heard it will go away once the "cement monstrosity" is complete. I do not like to park in parking garages because I feel they are unsafe places for females who are alone. I would have to look for alternative parking options. • Additional Public Transit ■ More ways to use public transport. ■ Too limited transit options. ■ We need transit from Boise to Meridian Downtown that operates earlier in the day(and later in the afternoon)than currently provided. ■ More transit! • More Parking Supply Needed ■ We need a parking garage please. ■ There is not enough public parking to visit the businesses along main street and down the side roads. I chose not to go to them because there is never parking. ■ If the City of Meridian parking lot is full,then it is difficult to find parking along a street. I have heard others complain of very limited parking in down town Meridian. • Traffic and Traffic Safety Improvements • Better signals for the parking lot directly west of City Hall. A fully operational stoplights would be great.This would be Broadway Ave and Meridian Road. • The railroad grade when traveling south on Main Street has lifted about 1.5" and traffic almost comes to a stop to cross, which sometimes backs up traffic to the light at Broadway • At times,the train runs through at noon (right when people are leaving for lunch). Providing consistent schedule would be helpful. • Bicycle Improvements ■ I would love to bike to work, but there are limited bike lanes and paths. ■ More bike lane maintenance (sweeping, etc.) [...]. • Additional Enforcement of Regulations ■ Lots of people park in the City parking lot that is designated for employees only.The lot is not being checked enough for violators. ■ Why [do] Meridian city employees park on the street instead of[their] parking lots? • Additional 3 or 4 Hour On-Street Parking ■ As a hairstylist, I have clients that take longer than 2 hours so only having 2 hour parking in front is difficult, but also the tenants from Old Town Lofts are taking up our parking out Parking Management Strategies&Implementation Guide+Topic Papers RWC AppendixE—Page 1 140 � 'AERIDIAN qdevelopment core. 1;,�� VIVE.RENEW-REDEFINE .� Destination Downtown Master Plan Update front if they don't want to pay for their own private space. Since we are technically leasing a space from the Lofts, we should at least be given the option to rent a space but are not. I park 2 blocks away which is fine but it is unfortunate that my clients are not able to find easy parking right out front of our establishment. • Signage Wayfinding Improvements ■ Public parking is provided behind the new Keller building on Main Street, however there is no signage or identification letting motorists know that parking is available at this location. Clearer signage of public parking is needed. • Need Additional Wheelchair Accessible Spaces ■ Not enough wheelchair accessible spaces. • Address Evening Parking Demands ■ On Broadway east of Main Street, make the south side parking, but during the hours of 2100-0300 make restricted for Ride sharing Uber etc. • Consider Paid Parking ■ 1 see parking demand increasing. I am grateful for the enforcement. I believe now is the time for paid parking. • Love Meridian! ■ 1 love downtown Meridian and it seems to have grown at a pace that is lagging behind, but slow is good and nobody could have predicted the precipitous growth of our awesome city. I think probably a bit better than some around us. 9.6 Residents Survey questions for residents focused on vehicle ownership, where residents(and their guests) park their vehicles, and levels of satisfaction with parking and transportation options. 32 residents responded to the survey. Notably, it is likely that all residents who responded to the survey are residents of single- family homes; all residents indicated that they"typically" park in a personal driveway or garage, suggesting no responses by residents of the Downtown Lofts. For approximately How Many Years have you lived in or near Downtown Meridian? (29 Responses) 16+years 28% 11-15 years 14% 6-10 years 24% 2-5 years 24% Less than 2 years = 10% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Parking Management Strategies&Implementation Guide+Topic Papers RWC Appendix E—Page 1 141 IAERIDIAN development core. VIVE.RENEW-REDEFINE Destination Downtown Master Plan Update How many Bedrooms are in your residence? (29 Responses) 4 or more Bedrooms 38% 3 Bedrooms 52% 2 Bedrooms W 10% 1 Bedroom 0% 0(Studio) 0% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Averages(Approximate) • Total Reported Housing Units: 29 Units • Total Reported Bedrooms (Approximate): 95 Bedrooms • Average Bedrooms per Unit (Approximate): 3.3 Bedrooms per Unit How many Vehicles do you and your family/housemates own or lease? (29 Responses) 4 or more 17% 3 14% 2 48% 1 21% 0 0% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Averages(Approximate) • Total Reported Vehicles (Approximate): 66 Vehicles • Total Reported Vehicles per Unit (Approximate): 2.3 Vehicles per Unit • Total Reported Vehicles per Bedroom (Approximate): 0.7 Vehicles per Bedroom Parking Management Strategies&Implementation Guide+Topic Papers RWC AppendixE—Page 1 142 � 'AERIDIAN �� development core. 1;,� q VIYE•RENEW-REDEFINE .� Destination Downtown Master Plan Update Where do you typically Park overnight? (If you own more than one vehicle, think of the vehicle used most often) (29 Responses) 100% In a private driveway or personal garage On-street,in a time-limited area 0% On-street,in an area with no time limits 0% In a parking lot not specifically associated with my building (shared or public lot) 0o � In a private parking lot associated with my building 0% Not Applicable/No Vehicle 0% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Note: Some residents also noted that they park on-street as well On weekdays, thinking of the vehicle you use most often (if applicable), do you typically Move Your Vehicle by 9 AM? (26 Responses-Excluding 2 N/A Responses) Yes,most weekdays,I move my vehicle by 9 AM(to travel to work,school,or other activities) 54% No;I only infrequently move my car by 9 AM(I often work from home,use other modes of transportation,or 46% otherwise do not typically move my vehicle by 9 AM) 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Parking Management Strategies&Implementation Guide+Topic Papers RWC Appendix E—Page 1 143 MERIDIAN development Corp. REVIVE.RENEW-REDEFINE Destination Downtown Master Plan Update Where do your Guests typically park when visiting you at home? (28 Responses-Excluding 1 N/A) On-street,in an area with no time limits 54% In a private driveway 36% On-street,in a time-limited area 1 7% In a private parking lot associated with my building 1 4% In a parking lot not specifically associated with my building ° (shared or public lot) 0%0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% How Satisfied are you with Downtown Meridian as a place to live with respect to the available parking and transportation options? (1 = Very Dissatisfied; 5 = Very Satisfied) (29 Responses) 60% 52% 50% 40% 30% 24% 20% 14% 10% 3% 7% 0% — 1(Very Dissatisfied) 2 3 4 5(Very Satisfied) • Average Rating:3.4 out of 5.0 C. General Comments • Parking Is Constrained During Events ■ It's only hard to find parking during events. ■ Blocking my driveway when there's parades. • Limited/Poor Accessible Parking Options ■ 1 use a walker or mobility scooter. Meridian and the valley have some of the saddest handicap parking ever. Extremely high curbs, minimal ADA parking spots, spots not close to the ramped access (assuming everyone that needs a ramp has a wheelchair), unenforced people without handicap permits parking in the handicap spots, including owners and employees of the business, and so so many challenges. I find downtown Detroit has more accessible parking than Meridian and Boise. Poor snow and ice removal in the handicap parking areas is terrible. Useless. I become homebound in bad winter weather. Parking Management Strategies&Implementation Guide+Topic Papers RWC AppendixE—Page 1 144 � 'AERIDIAN qdevelopment Corp. VIVE.RENEW-REDEFINE Destination Downtown Master Plan Update ■ Not enough wheelchair accessible spaces. • Frequent Spillover from Commercial Areas ■ Our street off of Carlton and Main is clogged frequently due to business patron parking on the street. It makes it difficult to back out of the driveway without worry of backing into a vehicle when directly parked behind us. • Concerned Additional Development Will Create Parking Challenges ■ As you build more apartments with not enough parking close by areas will begin to be affected. We don't have really good public transportation so we will always have vehicles. • Need More Shared Parking Options ■ It would be nice if we could use business/government parking areas/spots on the weekend. Especially for Saturday market. • Not Enough Parking Availability in Downtown ■ I don't come downtown much due to the lack of available parking. 9.7 All Respondents All survey respondents, regardless of whether they answered any of the questions above,were asked about their experience when visiting downtown Meridian.All 216 survey respondents were asked the following questions, of which 94 respondents would exclusively be considered visitors (i.e., not residents, Downtown employees, or business owners/operators). Thinking of times when you visit Downtown Meridian, how do you Typically Travel to the area? Select up to 3 of the most typical options. (168 Responses-Excluding 15 N/A) Drive and park on-street in an area without time limits 54% Drive and park on-street in a time-restricted area 49% Drive and park in a public off-street lot(marked"public parking") 49� Drive and park in a private off-street lot 30% Walk or run a 7% By bike or a-bike or scooter 1 4% By shuttle or bus(such as Route 30) 2% Uber/Lyft/Taxi 2% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Parking Management Strategies&Implementation Guide+Topic Papers RWC Appendix E—Page 1 145 MERIDIAN development core. REVIVE-RENEW-REDEFINE Destination Downtown Master Plan Update What are the Primary Reasons you typically visit Downtown Meridian? Select up to 3 of the most common reasons. (175 Responses-Excluding 8 N/A) Dining/Drinking 77% City Hall-related activities 35% Post Office/Library 27% Shopping 26% Business-related activities(meet with clients,etc.) 21% Personal or Professional Services 19% Recreation(Visit a park,walk,bike,etc.) 18% Meetings/Church 0 6% Events/Market 2% School 1% Visit Friends I 1% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Typically, on a scale of 1 to 5, how would you rate the Parking Experience in Downtown Meridian? (175 Responses-Excluding 8 N/A) 50% 45% 40% 35% 31% 30% 28% 25% 19% 20 14% 15% 9% 10% 5% 0% 1(Very difficult/ 2 3 4 5(Easy/few issues frustrating) finding parking) • Average Rating:3.4 out of 5.0 Parking Management Strategies&Implementation Guide+Topic Papers RWC AppendixE—Page 1 146 MERIDIAN development core. REVIVE-RENEW-REDEFINE Destination Downtown Master Plan Update Typically, on a scale of 1 to 5, how would you rate the Experience of Walking in Downtown Meridian? (176 Responses-Excluding 7 N/A) 50% 45% 40% 38% 35% 32% 30% 25% 23% 20% 15% 10% 6% 5% 1% 0% - 1(Terrible) 2 3 4 5(Fantastic) • Average Rating:3.9 out of 5.0 A. General Comments • Additional Parking Supply Needed ■ Need a parking garage for city hall. ■ More public parking closer to all areas of downtown Meridian. ■ More public parking areas not on a street. ■ If there was a parking garage centrally located in downtown Meridian we would feel more comfortable making it a destination. As of now we actively avoid spending leisure time Downtown and only venture in for services like post office &city hall.There aren't that many restaurants or bars to choose from in the first place, so it feels stressful instead of enjoyable- like everyone is fighting for both the same handful of tables& parking places. Also we do not like having to parallel park if can be helped, so that plays into our decision as well. We enjoy downtown atmospheres but for example if going to Boise we will park in a garage to avoid parallel street parking. We choose the village often for its atmosphere and avoid the street parking there too -since they have an expansive parking lot. ■ I feel that the downtown area could benefit from having more public parking lots. ■ There is not enough parking. ■ There isn't enough parking. ■ A parking garage would be great! ■ More public parking. ■ More parking needs to be provided, in order to make locating in Downtown attractive to desirable tenants--those attractive to general population, not just their few clients. ■ There needs to be more parking. ■ The post office parking lot should be for post office customers only.The school next door takes up most of the spaces. ■ More public parking. ■ [...] Additional off street parking would be ideal. ■ There just are not enough places to park in general. Parking Management Strategies&Implementation Guide+Topic Papers RWC AppendixE—Page 1 147 F9' �� MERIDIAN qdevelopment core. VIVE•RENEW-REDEFINE Destination Downtown Master Plan Update ■ More parking or a parking structure. ■ Need more public parking. ■ There needs to be a parking garage. ■ More parking. ■ Not enough parking areas. ■ There needs to be more parking. I go to Meridian United Methodist Church, so we use the Mason's Lodge parking, but there's not enough space for everyone. Street parking fills up quickly as well. ■ Not enough parking for the growth of Downtown. Add a parking structure and downtown commerce will flourish. Downtown has improved greatly but it has the potentially to be amazing. ■ It is hard when the buildings are already there and parking established, but might be nice to have more free parking lots. ■ 1 would like to think a public parking garage would help and free up parking in front of my business for my customers. ■ Public parking garage.The city ok's all the high-rise development then two years later ask for a parking survey. Sound like the city put the cart before the horse. • Pedestrian/Safety/ Lighting Improvements ■ [...] it is not very walkable/bikeable. ■ Tripping hazards on Idaho, Broadway. ■ Block off Pine, Idaho and Broadway east of Main Street to foot traffic only Thursday through Sunday. Bar traffic is picking up and foot traffic is dangerous. ■ Slower traffic would be great, and it's fairly pedestrian friendly, and I hope to keep everything as pedestrian friendly as possible. ■ [...] more lighting to accommodate walking further away as needed. ■ Safety. ■ It might be a good idea to close down a portion of Main St. to pedestrian traffic only. ■ Better Lighting. ■ Main Street traffic could be a bit tamer. ■ Wider sidewalks along Main Street would be nice. ■ Cross walks without HAWK lights. • On-Street Parking is Difficult to Find ■ Close-in parking is scarce! Seniors have difficulty getting from a remote space to stores or restaurants. ■ Feels like there's just not enough spots readily available to go out to dinner& park close. The stress of circling for a spot, or not going past our allotted parking space time limit, is enough to put us off to even [try]. We have a special needs child (but do not qualify for disabled plates) as well as some adult health/mobility issues of our own -we can't always hike it based on parking down &around a few blocks.This leads us to choose establishments outside of downtown Meridian with reliable lots or parking garages. ■ [] On popular dining hours parking is impossible which drives people to choose to not visit downtown restaurants. ■ Need a designated area for customers to park and walk to restaurants or shops. ■ Limited parking. ■ With the increase of dining options in Downtown Meridian, parking is becoming more difficult during peak times. ■ Limited availability. Parking Management Strategies&Implementation Guide+Topic Papers RWC AppendixE—Page 1 148 F9' �� MERIDIAN qdevelopment core.VIVE•RENEW-REDEFINE Destination Downtown Master Plan Update ■ There is no parking in downtown Meridian. ■ Not enough spaces close to businesses. • Additional Development Will Create Parking Challenges ■ I'm concerned about the future of the apartment developments, so we need to be prepared for much more need for parking. ■ I was concerned with the new apartment homes that would diminish public parking. ■ As Meridian grows we need more public parking. ■ 1 worry that with the completion of more residential multi-story buildings, parking will be impacted because it seems limited. ■ Meet growing/long term needs. ■ Everything is operating well now, but future congestion needs to be planned for. ■ Make sure that we adjust parking needs going forward but that they remain free to the public. • Parking Stalls/Lanes Too Small ■ Small spaces. I had to literally squeeze myself out of my car on my last visit. ■ The planters in the middle look nice and slow traffic but also makes it difficult to park. ■ Streets are too narrow for parking and Main and Meridian should not have parking. Finally, rush hours am/pm frustrating with traffic density. ■ Parking stalls are very small and those with larger vehicles have a difficult time exiting and entering their vehicles as the doors are not able to fully open when parked next to another vehicle. ■ Width of the roads with cars parked on both sides is extremely tight. ■ People who don't "park within the lines" bother me. ■ Big pickups parked all along the businesses on 1st and E. Idaho cause vehicles driving towards Main St to actually have to drive in the center of the road.They stick to far out into Idaho Ave. • Parking Supply is Generally Adequate ■ Parking is more available in the evenings and on the weekends. ■ [...] I normally don't have any problems after work hours. I may have to walk a block or two, but I am also abled bodied and am able to park far away without any problems. ■ Overall parking is available and close to where I want to be. [...] ■ Downtown is walkable and easy to find parking within a few blocks of the destination. ■ I only travel to downtown Meridian for work and my parking is in a private lot and free. ■ It's pretty easy to park downtown NOW during the day but that's largely because there aren't many people competing for spaces.The exception is the post office, which is usually jammed with cars I suspect are not there on PO business. We avoid the PO except when absolutely necessary. [...] • Need More Long-Term Parking Options ■ Needs more parking for employees on Idaho Ave. loft residents need to have restrictions for only overnight parking and not during business hours... ■ More designated parking maybe for those who work in the area and leaving other parking for clients/customers. I think we may have available parking for clients/customers it's just not utilized properly?When there was building/construction going on it gets worse due to them using the available on street parking or blocking off of these. ■ [...] the employee parking for the City of Meridian can be limited off-street, and the lot across Meridian Road makes it dangerous for employees to have to cross a busy 5 lane street. Parking Management Strategies&Implementation Guide+Topic Papers RWC AppendixE—Page 1 149 4 MERIDIAN �� development core. � ,1 '/IVE•RENEW-REDEFINE Destination Downtown Master Plan Update ■ I feel like parking is bad during business hours. ■ City needs to build a parking garage for city employees [...] • Address Evening Parking Needs/Challenges ■ Weekends it becomes very congested in the evenings with all the bars having many patrons. ■ With more and more bars in the area there needs to be consideration for overnight parking without punishment,towing,ticketing.The easier we make this for those drinking,the fewer drunk drivers. ■ We only visit during the day and for an early dinner so we don't have to deal with the parking and bar crowd. ■ We rarely go DT at night unless to one of the restaurants. The ones without dedicated parking spaces can be tricky(Epi's,Vintage 61, etc.) ■ During the downtown bar closure there is no safe spot for Uber pick up. Recommend closure on Broadway west of Main on the south side. • Concerns with Stalled Construction ■ The unfinished parking structure that is slowly becoming an eyesore needs improvement. perhaps limiting off street parking for residences might help. I have a neighbor who has multiple non running eyesore vehicles parked on the street at all times unless there is road construction (when they are towed into the yard). ■ Finish the first parking garage, an eye sore right now. ■ [...] long construction times for projects that should be faster, and the Union 93 blight. ■ Noticing construction is at a standstill across from where I work, so no sidewalks done on that side of the street. Why hasn't there been any construction for almost a year between 2nd and 3rd streets on Broadway? • Additional Enforcement ■ More enforcement of illegal parking. ■ Two hour time limits not enforced...if it's raining, cold, or other unfair weather don't worry about getting a ticket! Kind of a joke. ■ People staying in on-street spots longer than the time permitted. ■ More parking options and enforcement of timed parking limits. • Better Signage/Wayfinding ■ More signs directing to public parking lots. ■ Better signage for businesses to indicate where their parking is and signage for street parking. ■ Better signage to direct people to free public parking. • Need Paid Parking ■ We need meters in Downtown to prevent people from camping out in front of businesses. ■ [...] Public, metered parking and residential permit parking program. ■ Paid parking will help the city with infrastructure projects and the maintenance of existing infrastructure. • Opposed to Paid Parking ■ Don't want paid parking. Annoying and less enjoyable experience. I will avoid the areas because of that. ■ The paid parking lot near the Masonic Temple is ridiculous. It doesn't get used. I will park farther away in order to not pay to park. If more parking becomes pay parking I will not frequent downtown Meridian. ■ Parallel parking is difficult but not excited about the idea of paid parking. Parking Management Strategies&Implementation Guide+Topic Papers RWC AppendixE—Page 1 150 4 MERIDIAN �� development core. � ,1 '/IVE•RENEW-REDEFINE Destination Downtown Master Plan Update • Additional 3 to 4 Hour Parking Options ■ 1 think the on-street parking immediately adjacent to City Hall seems to be rarely utilized. I think the 1 hour and 2 hour parking spaces should be extended to 3 hour or maybe 4 hour parking. ■ [...] Longer time restrictions would be good.Three hour parking stalls by City Hall would be good. Also, stop enforcement at 5 p.m. • Parking Is Challenging During Events ■ We need more places to park when an event is popular there is nowhere to park. ■ An extra parking lot would be great. On event days it gets difficult to find parking but other [than] that not [too] bad. • Need More Sharing of Existing Parking ■ There are parking structures that are employee only and could be used on the weekends for farmers markets and such. ■ Parking demand is growing,the city should get ahead of the curve by levering transportation demand management zoning language to incentivize the public and private sectors to work together on solutions for Meridian residents and downtown employees.[...] The city should consider eliminating parking minimums for developers who build up vs out. • Additional Accessible Parking Options ■ Having more accessible parking for elderly/those who need it. ■ Not enough wheelchair accessible spaces. • Need More Amenities/Attractions ■ 1 don't think walking in downtown Meridian is an issue. More concerned about the potential development, housing, and making downtown Meridian a desirable destination. ■ Too much density. Not enough open space. Nothing attractive that I want to visit. I go to post office and vote.That's it. • Additional Public Transit ■ More public transport. ■ More buses [...]. I'd come down for a drink, but I'm not going to drive for that. • Improved Bicycling Options ■ [...] Better bike routes please. ■ [...] Could use more bike facilities! • Railroad Tracks Cause Issues ■ Train tracks do not help! • Sidewalk/Street Maintenance ■ Stripes need to be repainted more often. • Love Meridian! ■ I love it that city of Meridian is asking for peoples input. ■ No changes needed at this time. ■ We love coming to downtown Meridian (over Boise). Parking is easy and free, everything is walkable, and we love the cozy feel of the Downtown. ■ Don't lose hometown fun place to be feel. ■ It's laid out very well for walking-great sidewalks, crosswalks, speed limits, etc. Parking Management Strategies&Implementation Guide+Topic Papers RWC AppendixE—Page 1 151 tale'l MERIDIAN development core. VIVE•RENEW-REDEFINE Destination Downtown Master Plan Update 9.8 The Parking Experience— Key Themes • There are growing conflicts between the short and medium-term parking needs of customers, the all-day needs of employees, and the all-day/overnight needs of Downtown residents. While time limits serve as a helpful tool for prioritizing some on-street parking areas for customers, there remain many unrestricted areas in or near Downtown where customers, residents, and employees all compete for limited parking. Some business owners, in particular, were concerned with all-day parking taking up parking that should be prioritized for customers. • Many employees are unsure where they should park. While those with easy access to free off- street parking (61%of downtown employee respondents) report few parking concerns, employees of businesses with limited off-street parking in areas with on-street time restrictions note concerns about where they can safely park. Loading/unloading gear is also a concern for employees of Downtown businesses with on-street time restrictions. • More than 75%of visitors noted dining as a key reason for visiting Downtown Meridian, and the evening dining hours were consistently highlighted as a challenging time.Those familiar with the area state that parking is available at these times. However,visitors less familiar with the Downtown tend to express frustration when they have to circle multiple blocks to find parking. • Pedestrian safety and crossing improvements are a key priority. Downtown employees are particularly familiar with the most challenging crossing locations.There is a general feeling that walking in Downtown is generally a pleasant experience (rated 3.9 out of 5.0). Slowing traffic and improving crossings will make parking more than a block from Downtown destinations easier to feel safe. • There is a perception that new development will create significant parking constraints. Even those who do not feel parking is a major challenge now tend to express concerns that the number of new developments coming online in the coming years will create significant parking pressure. • Enforcement improvements are desired.There is a perception that many time-limited parking areas are poorly enforced, and signage in off-street parking areas is often ignored. • Parking during events is commonly perceived to be constrained. Many respondents who otherwise feel parking availability is adequate still see constraints during events. • Wayfinding, signage, and clearly marked shared parking options were highlighted as potential improvements to make better use of available parking areas. Visitors are often unfamiliar with public parking options and would benefit from improved public parking signage. • Improvements are desired for those with mobility limitations.There is a perception that there are few accessible parking options and inadequate curb ramps, and parking two or more blocks from a destination is a challenge for those who require a walker or wheelchair. 5% of survey respondents indicated that they make use of a disability placard. • The size of on-street parking stalls was noted as small,given the number of large trucks. Many visitors noted that vehicles often extend into the travel lanes, and some drivers feel there is inadequate space to park and safely open their doors. Parking Management Strategies&Implementation Guide+Topic Papers RW C Appendix E—Page 1 152 � 'AERIDIAN development core. q 1;,��, /IYE•RENEW-REDEFINE .� Destination Downtown Master Plan Update Appendix F: TP #6 — Emerging Technologies in Parking Parking Management Strategies&Implementation Guide+Topic Papers RWC AppendixF—Page 1 153 MERIDIAN development core. REVIVE.RENEW-REDEFINE Destination Downtown Master Plan Update 10.0 Emerging Technology Meridian's Downtown parking system does not currently warrant a significant investment in new or emerging parking technologies. With a little under 300 time-limited on-street parking spaces, Meridian's focus in the near term can be on parking management fundamentals. Internal organization, defining roles and responsibilities, establishing an ongoing plan and budget for data collection, and effective enforcement are the areas where Meridian will gain the most value. However, as Meridian grows and parking constraints emerge, a variety of parking management technologies could be considered to help serve an increasing number of vehicles per parking stall.This memo includes an overview of various parking technologies that parking management staff may find helpful as a reference when considering investments in the parking program. Below is a brief overview of the technologies that Meridian may wish to consider in the near to mid- term. • Short to Mid-Term ■ Consider Handheld License Plate Recognition Devices for Enforcement (Section 5.2) ■ Consider Adopting On-Street EV Charging Guidelines in Residential Areas (Section 7.2) • Mid to Long-Term ■ Consider Access Point Counters (Section 2.3)for any publicly owned lots where Meridian would like to open for general access use ■ Consider Adopting On-Street Commercial EV Charging Regulations in Commercial and Mixed-Use Areas (Section 7.1) All other technologies in this memo are provided for future reference and are not recommended until additional constraints emerge in the parking system. 10.1 Parking Data Collection Collecting parking occupancy data in real-time can: • Build a robust database of parking data that can be used for more effective parking management practices (e.g., parking pricing adjustments, time limit adjustments, and additional enforcement) • Provide a continuous stream of parking duration of stay data, a valuable tool for enforcement. This section first addresses the current options for collecting real-time availability.Then, Section 10.2 discusses how this data can be shared in real-time with users through dynamic signage or applications/websites. Parking Management Strategies&Implementation Guide+Topic Papers RWC AppendixF—Page 1 154 4"�� MERIDIAN 14-0� development core. 1".�Mig '/IVE.RENEW-REDEFINE ;� Destination Downtown Master Plan Update A. Wireless Parking Space Sensors • Uses: On-street(primarily) Wireless parking sensors are most commonly applied in on-street environments or, in limited applications, where it is not feasible to track vehicles entering an existing off-street lot or garage. To collect real-time data using this method, a sensor is installed in each parking stall using either an in-ground sensor(requiring drilling into the pavement during installation) or a surface-mounted one. Some vendors also offer a sensor that utilizes directional radar, which can be mounted anywhere near a parking stall (such as on the pole of single-space meters or overhead). In each type of application, data is communicated wirelessly, and the built-in batteries are intended to function continuously for several years.The sensors detect when a vehicle is present and communicate to a central server that the space is occupied and the duration of the parking event. The most common issues that should be discussed with vendors prior to installation include sensor accuracy, detection and transmission latency _- (i.e., transmission delays), interference from other electrical sources, the ability to handle all types of spaces (parallel, diagonal, and perpendicular) and all types of vehicles (motorcycles, oversized trucks, etc.), and perhaps most importantly, reliability. Presently,the greatest obstacle to the wide r adoption of sensors is life-cycle cost, as sensors have both upfront and � f ,w► ongoing per-space costs.Additionally,weighing the potential benefits of space detection (customer satisfaction, system efficiencies, additional data, etc.) cannot always clearly and directly offset the installation and maintenance costs in either small or large-scale applications. However, as additional case studies emerge,that dynamic may become more apparent over the next few years. Benefits Customer: • Data collected at the individual stall level provides the greatest amount of detail regarding parking space availability when shared with mobile apps; • Almost invisible to the user with little to no street clutter. City: • Wireless approach allows for rapid installation (some vendors promote install times of 30 seconds per stall, even for in-ground sensors); • Individual stall data can automatically trigger overstay violation alerts to enforcement officers for improved enforcement efficiency; Parking Management Strategies&Implementation Guide+Topic Papers RWC AppendixF—Page 1 155 MERIDIAN development core. REVIVE-RENEW-REDEFINE Destination Downtown Master Plan Update • Collects space occupancy and duration at the individual stall level,which can be rolled into reports at the block face or area level with statistics such as average occupancies, average duration of stay, and violation rates. Drawbacks Customer: • Potential for confusing and erroneous data when sensors malfunction or do not report stall availability accurately. City: • Requires striping of each individual stall to ensure vehicles park over only one sensor. • Ongoing maintenance and reliability concerns that often need to be addressed rapidly when the data is made publicly available. • High cost option when factoring in ongoing maintenance. • Large amounts of data will only prove valuable with in-house or contracted support to process and interpret the data. • No unique vehicle information (license plate, make, or model) is collected, so this approach cannot track data such as "repark movements." Although sensors are often high cost with maintenance and reliability issues63, there are several case studies around the country about using the technology on-street64.The sensors can be deployed rapidly with multiple vendors available. However, no precise data or case studies suggest that such systems have increased on-street customer trip activity, resulting in revenue generation necessary to cover the cost of the technology. Vendors ■ Nwave: https://www.nwave.io/smart-parking-sensor/ ■ CivicSmart: https://www.civicsmart.com/vehicle-detection-sensors ■ Nedap: https://www.nedapidentification.com/products/sensit/ ■ Fybr: https://www.fybr.com/smart-city-platform/parking/ B. Camera-based Parking Space Detection • Uses: On-street or Off-Street Camera-based systems are rapidly emerging as an alternative to individual space sensors, as a single camera can cover many parking spaces.A camera-based approach can be used either on-street or within off-street lots.This approach uses automated processing techniques built on artificial intelligence to determine when a vehicle has parked, in which stall, and for how long. In this application,the camera 63 San Francisco,CA deployed 8,200 on-street sensors in 2011,and a detailed description of the reliability issues and review of the sensor performance can be found at:http://sfpark.org/wp-content/uploads/2014/06/docs sensorevaluation.pdf fi4 Los Angeles,CA,Washington,DC,Fort Collins,CO,Columbus,OH,El Paso,TX,Santa Monica,CA,Westerville,OH,and Colorado Springs,CO have on-street sensors. Parking Management Strategies&Implementation Guide+Topic Papers RWC AppendixF—Page 1 156 F9' �� MERIDIAN development Corp. q 1;��, /IYE•RENEW-REDEFINE .� Destination Downtown Master Plan Update does not need to have a view of the license plate, as artificial intelligence can identify each vehicle as "unique"without relying on a specific unique ID, such as a license plate. While this approach has the potential to provide an alternative to hardware installed in or above each parking stall, the technology is still emerging and primarily deployed in surface lots where the types of parking events (and human behavior) are more limited.65 Camera obstructions (large vehicles blocking small vehicles, for example), variable vehicle types, and unexpected behavior(such as illegal parking) may ;' k limit the reliability of these systems, particularly when applied in complex on-street environments. Benefits Customer: • Data collected at the individual stall level, providing the greatest amount of detail regarding parking space availability(when shared with parking apps/signs/guidance systems); • Almost invisible to the user with little to no street clutter. City: • Does not necessarily require each on-street stall to be striped; • Potential for a lower cost than sensor technology, depending on the area covered by each camera; • Individual stall data can automatically trigger overstay violation alerts to enforcement officers for improved enforcement efficiency; • Collects space occupancy and duration at the individual stall level,which can be rolled into reports at the block face or area level with statistics such as average occupancies, average duration of stay,violation rates, etc.; • Video feed can confirm overstay violations or check for unexpected reports or inconsistencies when they arise (fewer vehicle counts than expected, etc.). Drawbacks ■ Customer: • Potential for confusing and erroneous data when cameras do not report stall availability accurately. es In off-street formats,it may still be more cost effective to use entry/exit lane counters,particularly if occupancy is the key metric a city intends to measure. Parking Management Strategies&Implementation Guide+Topic Papers RWC AppendixF—Page 1 157 4"�� MERIDIAN 14-0� development core. 1".�Mig '/IVE.RENEW-REDEFINE ;� Destination Downtown Master Plan Update City: • Large amount of data will only prove valuable with in-house (or contracted)support to process and interpret the data; • No unique vehicle information (license plate, make, or model) is collected, so this approach cannot track data such as "repark movements." With a camera-based approach, maximizing the number of stalls visible from a single camera helps to save costs, meaning on-street parking areas with only a few metered stalls may come with a higher cost per stall. Vendors ■ MiStall: https://mistall.com/ ■ Parking Detection: https://www.parkingdetection.com/ ■ Parklio: https://Parklio.com/en/parking-solutions/detect C. Access Point Sensors • Uses: Off-Street Only Unlike in complex on-street environments, most off-street facilities have very few entry and exit points, making them ideal areas to keep a running tally of occupancy based on vehicle entry and exit counts. Smart sensors (embedded into speed humps or directly in the roadway surface) can count each vehicle entering and exiting the facility. If no other ways exist to access the lot and the total space count is known,this low-cost approach can calculate the number of spaces available in real time. Alerts can be provided to drivers (either through signage or a mobile application) when a facility is known to be full or close to full. For parking managers,the data can provide accurate reports about entry and exit volumes (and,therefore, continuous occupancy information for the entire facility). However,the approach does not provide data about individual parking sessions (such as duration of stay) or vehicle information (license plate, permit information, etc.). If this type of information is desired,then "sensor" or camera technology formats are better options. Benefits Customer: • Data is highly reliable compared to other methods that may falsely show an open parking space; • Does not collect information about each vehicle, minimizing privacy concerns. City: • Most common form of vehicle occupancy information collected in off-street formats, a long-used industry standard; • Very cost-effective approach for real-time off-street occupancy information; Parking Management Strategies&Implementation Guide+Topic Papers RWC AppendixF—Page 1 158 MERIDIAN development Corp. REVIVE-RENEW-REDEFINE Destination Downtown Master Plan Update • Data can be programmed to only report in tiers, such as "close to full" or"full," minimizing the need to maintain perfect accuracy at the individual stall level; • Provides additional information about how vehicles access facilities(with multiple entry points)that cannot be done with individual space sensors. Drawbacks Customer: • Does not provide navigational assistance to individual stalls. City: • Costs increase when there are multiple entry and exit points; • May require installation of a physical barrier between entry and exit lanes to ensure accurate counts;66 • When an off-street facility has several parking stall types (time-limited, permit only, etc.),the system cannot provide data about which types of stalls are available61; • Incorrect reads can lead to systematic under or overreporting of occupancy until the system is reset or recalibrated; • The data cannot be used to track the duration of stay, repark movements, or any unique vehicle information (such as license plate). Vendors ■ Parking Logix: https://parkinglogix.com/ D. License Plate Recognition • Uses: Off-Street Only If the duration of stay and user type are also of interest in off-street facilities,fixed LPR can be installed at each access point.The system would function by counting each vehicle entering and departing the facility and storing the vehicle's license plate to measure the duration of stay and any other relevant information linked to the license plate (permit, paid status, etc.). Depending on the size of the facility, this approach also has the potential to be more cost-effective than monitoring each stall while still providing duration of stay information. Additionally, when combined with electronic permitting and/or pay-by-plate, manual enforcement patrols could potentially be eliminated and replaced with on-demand enforcement (automatic alerts sent when violators are detected) or 100% automated enforcement with citations issued and mailed automatically. LPR is typically most reliable when traffic is funneled through specific travel lanes, ensuring the license plate of each vehicle passes through the field of view of the camera. In surface lots without access "This is called"slotting'a vehicle.This is usually accomplished by creating separated lanes(e.g.,traffic islands)that ensure that entries and exits are valid and certified.A common element of such systems are traffic spikes in exit lanes to discourage wrong way entries.Without such slotting,some vehicles may attempt to enter an exit(or vice versa)contributing to inaccurate counting.Gated entries and exits(with in-lane loop detectors)are also a form of vehicle slotting. fi7 Unless additional access point sensors are added to internal areas that contain specific parking stall types. Parking Management Strategies&Implementation Guide+Topic Papers RWC AppendixF—Page 1 159 MERIDIAN development Corp. ,GO"I REVIVE-RENEW-REDEFINE Destination Downtown Master Plan Update control, it may be necessary to install lane dividers to ensure vehicles enter and exit the facility in predictable ways. Benefits Customer: • When combined with other license plate-based data (such as pay-by-plate and electronic permitting), there is some potential to communicate the types of stalls available in real-time in a mixed off-street facility(metered stalls, permit stalls, etc.). City: • Depending on the size of the facility, likely the most cost-effective method to collect continuous occupancy and turnover data in a specific off-street area; • Data can be programmed to only report in tiers, such as "close to full" or"full," minimizing the need to maintain perfect accuracy at the individual stall level; • Potential to reduce enforcement costs by eliminating the need to include some off- street facilities from regular routes; • Provides additional information about how vehicles access facilities(when there are multiple entry points)that cannot be measured at each stall. Drawbacks Customer: • Potential for privacy concerns by continuously recording license plates; • Does not provide navigational assistance to individual stalls. City: • Costs increase when there are multiple entry and exit points; • May require installation of a physical barrier between entry and exit lanes to ensure accurate counts; • Incorrect reads can lead to systematic under or overreporting of occupancy until the system is reset or recalibrated; Vendors Passport: https://www.passportinc.com/product/parking/ ■ Flowbird: https://www.flowbird.group/solutions/off-street-parking/ ■ Parklio: https://parklio.com/en/parking-solutions/anpr 10.2 Guidance and Wayfinding Systems Collecting real-time parking information has several potential benefits for parking management and enforcement applications. However,for the traveling public,the most significant advantage of collecting real-time data is the ability to help direct drivers to blocks or parking lots with available parking.This section highlights the various ways real-time data can be shared with the end user in real-time. Collecting parking occupancy data in real-time and sharing the data publicly can: Parking Management Strategies&Implementation Guide+Topic Papers RWC AppendixF—Page 1 160 MERIDIAN development core. ,GO"I REVIVE-RENEW-REDEFINE Destination Downtown Master Plan Update • Improve customer satisfaction, • Reduce congestion associated with vehicles searching for parking, • Redistribute demand between higher and lower demand areas. A. Dynamic Signage The most common way real-time data is communicated to users is with dynamic signage (within the public right of way or large off-street facilities). Boise, ID, Portland, OR, Seattle,WA, and San Jose, CA, are good examples. Real-time parking availability information can be displayed on I customized digital boards/blade signs at the building entry plazas or remote locations to downtown (such as along major roadways).The signs provide guidance information (an Y_ address or facility name) and information on real-time stall • availability. f Such systems have been extremely effective both from a traffic/congestion point of view and in terms of stall management. Customers find the systems to be highly useful and "customer friendly." Not including the real-time data systems discussed in previous sections, digital signage costs can range from $10,000 for on-site signage to $25,000 or more for signage off-site,within the right-of-way. Programs that are the most successful tie into a parking "brand."This brand is incorporated into both the on-site signage and the rights-of-way signage.This provides sPAeEs AVAILABLE: customers with a visual cue that translates from their first W IWO encounter in the roadway to identifying a parking location O 3rd & Alder conveniently. For instance, Portland (SmartPark) and O4th & Yarnhill ICI Seattle (e-Park) have rolled out this type of branding link. OilDth & Yamhill�'� Dynamic signage is almost exclusively used to direct drivers to available off-street parking facilities. Although real-time on-street parking data could be displayed on dynamic message signs,this is typically not a practical application due to the number of signs that would be needed. B. Mobile Applications/Online Mapping While dynamic signs are fixed and visible to anyone traveling along the route, the amount of data they can quickly communicate is very limited. For large systems with both on-street and off-street real-time data, a mobile application or online map is likely the only reasonable way to communicate where drivers can expect to find parking across a large area. For example, real-time parking heat maps can show parking availability by color coding by individual space, block,facility, or area. Drivers who can quickly glance at a map to determine where to park are much less likely to spend time circulating, reducing emissions,traffic congestion, and driver frustration. Parking Management Strategies&Implementation Guide+Topic Papers RWC AppendixF—Page 1 161 F9' �� MERIDIAN qdevelopment core. VIVE•RENEW-REDEFINE 1;.� Destination Downtown Master Plan Update Vendors of the real-time parking data collection tools discussed above will also have a variety of options available for reporting P°.,,v e the data to the public. Data ownership is an important consideration before entering into any license agreement.To 0 ensure the greatest amount of flexibility over time, cities may wish to anonymize the data and provide free public access to a real-time data feed that can be accessed by all types of users and o software developers.This helps ensure all users have access to o �b� v �o the data (not just users who download a specific app,for o,e a, os;; p o°°'°°"'° "` ~°_o example) and can maximize the distribution of the information. .e,u.00 v Parking data that is only available through the vendor's parking app may have less utility than a data source that can be used by a wide variety of technology providers in creative ways. Below are a few examples of how cities of various sizes display available real-time parking information on a web-based map. Many cities also have a city-specific mobile application,which requires users to download and install the app. • Colorado Springs, CO: https://colorado-springs.modii.co/v2/finder • Oakville, CA: https://oakvilleparking.eleven-x.com/ • Madison, WI: https://www.citvofmadison.com/parking-utility/garages-lots/current-hourly- parking-availability • Newark, DE: https://www.arcgis.com/apps/webappviewer/index.html?id=2db339cc672a49cf84dfe0d57503f 255 • Banff,Alberta: https://banffparking.ca/ParkingMap/Details/Car • Halifax, Nova Scotia: https://www.halifax.ca/transportation/parking/street-parking 10.3 Electronic Permitting Traditional daily, monthly, or annual parking permit programs have long relied on physical permits such as hang tags, stickers, or dashboard cards. While these permits come with little cost to implement,they can lead to inefficiencies in enforcement due to the need for enforcement officers to inspect each vehicle in violation to determine if a permit is present.While electronic permitting has several benefits to the customer,the approach is generally only cost-effective when combined with an LPR-based enforcement program. A. Monthly/Annual Permits As cities transition to enforcement technology that involves entering license plates to confirm payment (either through handheld devices or mobile LPR technology), it is often cost-effective to also transition to electronic permitting. All permits previously issued as stickers or hang tags could instead be linked to a license plate number, allowing officers in the field to quickly scan or enter a plate to confirm a valid permit for the specific zone. Parking Management Strategies&Implementation Guide+Topic Papers RWC AppendixF—Page 1 162 F9' �� MERIDIAN qdevelopment Corp. 1;�� VIVE•RENEW-REDEFINE .� Destination Downtown Master Plan Update When transitioning from hang tags to electronic permitting, one of the issues to address is the number of license plates that a single permit may serve.This is a key concern for customers who use a single permit in multiple vehicles. Most electronic permitting systems can be configured to meet the community's needs. As one example,the city could allow users to link several license plates to a single permit but communicate that only one vehicle is valid at a time. Transitioning away from a paper-based permitting system can save administrative time and reduce costs associated with printing, mailing, and/or replacing permits. Adopting electronic permits linked to license plates can take time to establish and communicate effectively to the public, but it will likely save costs in the long term. A system that uses mobile LPR where all payments and permits are linked to license plates should be a long-term goal that can significantly improve efficiency once achieved.Achieving this goal will likely be an incremental process, preceded by other administrative and technological changes within the larger parking program. Benefits Customer: • Able to purchase, pay, renew, modify, cancel, and even dispute tickets in a single online platform; • Eliminates the need to come in person for permits. City: • Permits can be processed with reduced staff time and printing costs; • Greatly improved enforcement efficiency when paired with mobile LPR(when all other "exceptions" are eliminated that required manual checks); • Works best when all other payment systems are linked to vehicle license plates. Drawbacks Customer: • There is often some initial resistance when transitioning away from physical permits due to concerns about privacy(how the data will be used), how to transition the permit to a different vehicle, how to handle unique situations with guests,temporary vehicles, etc.; • Online permitting systems often shift the burden slightly to the customer to enter information correctly online (license plate, credit card, etc.) and understand all rules and regulations without going to a city office in person. City: • Potential for additional third-party vendor61 (if not packaged with existing hardware or software system); • Upfront investment of costs and staff time to replace existing permitting processes with all electronic system; fib When system upgrades are made gradually over time with multiple different vendors,it is common to experience compatibility issues between various systems,as each vendor is only responsible for their specific hardware/software package. Parking Management Strategies&Implementation Guide+Topic Papers RWC AppendixF—Page 1 163 F9' �� MERIDIAN qdevelopment core. VIYE.RENEW-REDEFINE Destination Downtown Master Plan Update • May need to provide an initial period of fine forgiveness to smooth the transition while technical issues are addressed. As an example of this type of system, Oregon State How to Input Your License Plate: University maintains an online platform for managing permits. In addition to options offered to pay/appeal 123 1 ABC =123ABc I CC 00000 =cL00000 tickets, track fees, or modify vehicles when purchasing a new permit or adding a vehicle to an existing permit,the graphic to the right is used to communicate how to enter license plate information correctly.This level of clarity is important with a license-plate-based permit and payment system to ensure the user understands how to enter their plate and feels confident they have provided the necessary information. Vendors • It is highly recommended to add electronic permitting as a service through an existing vendor(LPR enforcement vendor, mobile payment vendor, kiosk vendor, etc.) rather than as a standalone service. B. Daily Permits In many cities, travel patterns have shifted dramatically since March 2020,with remote work accounting for a significant proportion of work "trips," reducing the need for daily, physical travel.With more variable schedules,there may be more opportunities to shift to daily permitting systems, where employees activate and use parking permits on an as-needed basis. Rather than pay for an unlimited parking permit, parking permits can instead come with a pre-loaded number of"sessions"to be used as needed by employees (or other users of long-term permit parking). Electronic permitting allows for the more seamless implementation of these types of programs, essentially enabling permit holders to "activate" a session as needed upon arrival at work or their destination. Daily permits can function in the same environment as monthly or annual permits, enabling employees to stay beyond a posted time limit or park without paying a meter in paid parking environments. The major difference is the requirement that users activate their session each day.This requires significant outreach and education, multiple, convenient options for employees to activate the session (either through an app, mobile browser,text, at a kiosk, at a computer, or other method), and a robust enforcement program so that employees know failure to activate a session will likely result in a ticket. Once a daily system is implemented and fully replaces monthly or annual permits, many flexible permitting and transportation demand management (TDM) strategies can be deployed that are not possible with other permitting programs.Just a few examples could include: Refunds for unused days (applied as credits to future permits, raffles,transit tickets, etc.). Variable pricing/session costs by day of the week(1.2 credits needed for higher travel days, such as Tuesdays-Thursday, or 0.8 credits required for lower travel days, such as Mondays and Fridays). Caps on usage, requiring those who drive and park every day to pay a premium if desired. Transferability of funds or credits to other modes of transportation. Parking Management Strategies&Implementation Guide+Topic Papers RWC AppendixF—Page 1 164 4"�� MERIDIAN 14-0� development Corp. 1".�Mig /IVE.RENEW-REDEFINE ;� Destination Downtown Master Plan Update Benefits Customer: • Able to tailor their parking permit to their specific needs; • Ability to track personal usage over time. City: • Robust dataset of usage for all permit holders, enabling the tracking of permit use each day; • Ability to design permit and TDM programs based on actual usage data; • Improved ability to manage demand from permits on a daily basis as constraints arise. Drawbacks Customer: • Likely resistant to the added requirement to activate a parking session each day(compared to monthly/annual permits with no such requirement); • Concerns with daily tracking of behavior; • Much higher likelihood of a ticket from neglecting to activate a session; City: • Potential for abuse in both known and unknown ways as employees learn enforcement practices; • Requirement to maintain a very robust enforcement program to ensure daily compliance; • Maintenance of an online tool to activate/renew parking sessions that needs to be highly reliable. Due to the drawbacks and management requirements for a daily permit program,this should only be implemented as part of a robust transportation demand management program (TDM) with specific goals identified. Seattle Children's Hospital69 is one of the key examples of how the daily tracking of employee commute behavior has been implemented, and they tout this program as a key benefit for their employees. In general, however, transitioning from a monthly or annual permitting program to a daily program is likely to be met with significant resistance from employees who primarily drive to work. 10.4 Enforcement A. Mobile License Plate Recognition Systems Mobile License Plate Recognition (LPR) is an enforcement technology that relies on cameras mounted to enforcement vehicles, allowing the system to automatically scan the license plates of parked vehicles while driving around an enforcement area at roadway speeds.The captured data typically records (at minimum) license plate,timestamp, and GPS location (or block face ID), which allows the system to automatically track how long each vehicle is parked on each block face. When partnered with electronic permitting and license-plate-based payment systems,the system can also automatically check for fi9 https://www.seattIechiIdrens.ora/careers/benefits/ Parking Management Strategies&Implementation Guide+Topic Papers RWC AppendixF—Page 1 165 F9' �� MERIDIAN qdevelopment core. VIVE•RENEW-REDEFINE 1;.� Destination Downtown Master Plan Update payment status, permit, and other issues such as stolen vehicles,vehicles of interest, outstanding fines, etc. Mobile LPR can cover a much larger area than a single officer who must manually enter plates or visually inspect each vehicle, which can significantly increase the efficiency of a single officer in the right context. However, the approach should be considered a "sampling" technique, as field issues will inevitably prevent Mobile LPR from capturing every single vehicle (closely spaced vehicles, blockage from obstructions, erroneous reads, etc.). However, an officer using a mobile LPR system that misses 10%to 20%of vehicles operating in an area with limited traffic is still likely to collect significantly more (perhaps 10x) vehicle observations than a single officer checking each vehicle individually. In addition to added efficiency, mobile LPR can also increase revenue through improved identification of violations, which, in turn, leads to more efficient parking management. Additionally, it can create a database of observations that can be used to make daily, weekly, monthly, and yearly comparisons (recognizing that mobile LPR data represents a sample rather than 100%of vehicle observations). Benefits • Allows each officer to cover a much larger number of parking spaces per shift(increases in efficiency depend on several factors, including levels of traffic congestion); • Flexible mounting options allow devices to be configured to smaller vehicles if desired (three- wheel enforcement vehicles, for example); • The capture rate and citation revenue will likely increase compared to manual enforcement. Drawbacks • Significant error/miss rate means route data should be treated as a "sample" rather than 100% observation set along a route, which means the data is not reliable for turnover studies; • May require supplemental officer on foot checks to ensure patterns of missed reads do not lead to systematic abuse by users who take note of the limitations of the system or other enforcement pattern 570; • Costs to set up the system, calibrate and maintain cameras,train officers,troubleshoot issues as they arise, etc.; • Likely need an ongoing maintenance contract with the vendor. • It may require the development of data usage and retention policies to communicate to the public how the license plate data will be used7'and some additional administrative time to respond to data requests. 70 Frequent users of a parking system,particularly those who park daily,often are able to note enforcement patterns,and observant users may be able to pick out specific parking areas that are systematically missed by enforcement systems. 71 For example,OSU maintains a"LPR Data Collection and Privacy Policy"on their website,indicating that all records are purged every 30 days, and registered users may request a report detailing what,if any,records exist for their vehicle in the OSU LPR system. Parking Management Strategies&Implementation Guide+Topic Papers RWC AppendixF—Page 1 166 � 'AERIDIAN qdevelopment core. 1;,� VIVE•RENEW-REDEFINE .� Destination Downtown Master Plan Update Given LPR's upfront and ongoing costs, it is important to consider how the various other parking technologies will work with the LPR system (and vendor) selected. When investing in LPR, the greatest efficiencies can be achieved when all systems are gradually migrated to a license plate-based approach (including payment systems, permit systems, etc.). In other words, LPR should be considered an integral part of the overall parking management structure rather than simply an enforcement tool. Vendors • Passport: https://www.passportinc.com/Ipr-product-details/ • Gtechna: https:Hgtechna.com/ • Schweers: http://www.schweers.com/ • T2: https://www.t2systems.com/parking-systems-solutions-Ipr/ B. Handheld License Plate Recognition System While mobile LPR requires specialized cameras mounted and calibrated according to ......... technical specifications (ensuring effectiveness when traveling at roadway speeds), handheld LPR refers more broadly to using license plates as a unique identifier in all enforcement observations. Fixed cameras (at the parking lot/garage entry/exit points), specialized handheld LPR devices, or LPR software loaded onto P,. phones/tablets that use the device's built-in camera can all work together on the r""""' ft61,9""� same platform. When considering transitioning to license plate-based enforcement �.111 A % Told HlSPgort Sync (payments, permits, etc.), selecting a vendor that integrates the entire system is a key consideration. w� ­6 Handheld LPR can serve either in partnership with mobile LPR or as an initial step in upgrading specialized handheld enforcement equipment. If license plates are scanned (or entered manually when needed) as part of every vehicle observation, license plate-based payment and permitting systems can be phased in over time. Benefits • Link all observations to a license plate, GPS location, and timestamp, allowing more license plate-based management overtime. • Flexible software structure that can be applied using existing hardware (including tablets or phones) in various contexts. • Potential to partner with mobile LPR to focus on vehicles or block faces not readily captured using a vehicle-based system. Drawbacks • Although the scan function saves time entering license plates,the overall time needed to log individual vehicle observations by hand may not change significantly(depending on the current approach). • May require an overhaul of the entire enforcement system to adopt new processes. Parking Management Strategies&Implementation Guide+Topic Papers RWC AppendixF—Page 1 167 F9' �� MERIDIAN qdevelopment core. VIVE.RENEW-REDEFINE 1;.� Destination Downtown Master Plan Update A Note on "Electronic Chalking" Some vendors of handheld enforcement devices will promote their ability to electronically chalk tires by having the enforcement officer take a picture of a tire to monitor the valve stem position. While the approach can effectively check whether a vehicle has moved and returned to the same location since the last observation, it is not error-proof(at least a 5-10% error rate). It also adds an extra step in each vehicle observation and is likely to result in at least some percentage increase in challenges to citations. If tire chalking was a practice previously used to determine if a vehicle moved between observations, it is highly recommended that this process be replaced with simply recording the license plate,timestamp, and blockface ID (which can be done automatically with any handheld LPR device), and update the City's code language if needed to prevent reparking on the same block face (or block, or within a set distance, etc.). Allowing a driver to depart and return to the same parking space (or block face)to extend the parking session is extremely difficult to track from an enforcement perspective and does not promote true turnover as intended by time limits. Clear code language that indicates a vehicle may only park for the time limit specified on the block face (or another area) once per day(or once every 4 hours, etc.) prevents the need to monitor the valve stem position through electronic chalking or other means. In general, enforcement practices are most effective when they serve key parking management priorities, such as promoting turnover, and valve stem tracking often reduces the efficiency of each enforcement officer without providing much benefit in service of promoting turnover. Vendors • Passport: https://www.passportinc.com/1pr-product-details/ • Gtechna: https://gtechna.com/ • Schweers: http://www.schweers.com/ • T2: http://www.t2systems.com/solutions/enforcement 10.5 Parking Payment Technology A. Multi-Space Meters Multi-space meters accept multiple payment options at a single kiosk(typically credit cards, bills72, coins, pass cards, coupons, and, in some cases, mobile payment such as Apple Pay/Samsung Pay/Google Pay). Multi-space systems typically use one of three format options,which each have advantages and disadvantages for both cities and the users of the system: Pay-and-Display In a pay-and-display multi-space meter system, users typically pay for their parking session at a nearby kiosk, and a printed receipt must be displayed within their vehicle for the duration of the session. Each kiosk typically serves approximately 8-10 stalls and requires the closest spacing of kiosks because users must return to their vehicle after paying.This is the most commonly used format for multi-space meter "Many jurisdictions choose not to include a bill-taker option due to potential maintenance costs(i.e.,jamming). Parking Management Strategies&Implementation Guide+Topic Papers RWC AppendixF—Page 1 168 F9' �� MERIDIAN qdevelopment Corp. 1;��, /IYE.RENEW-REDEFINE .� Destination Downtown Master Plan Update systems across the country, and a few nearby examples include Missoula (MT), Seattle (WA),Vancouver(WA), Hood River(OR), and Salem (OR). i Benefits Customer: • Use is intuitive; most customers find directions easy to follow (to date, the most common format for on-street multi-space meters); • Physical confirmation of payment; • Allows customer to relocate their vehicle to a different parking stall I -- within the same district using the leftover time already purchased. City: • Allows for confirmation of payment with a visual check; • Can be used with or without space delineators. Drawbacks Customer: • Requires customer to return to the vehicle to display payment receipt; • Specific location on the vehicle to display receipt can be confusing; • With no electronic confirmation,there is some potential for receiving a ticket from an incorrect display or ticket falling on the floor of vehicles, etc.; • Extending stay requires the customer to return to the kiosk and re-display the receipt in the vehicle. City: • Paper receipts require ongoing maintenance; • Some potential for fraudulent receipts; • Some potential for dispute due to incorrect payment display (no parking enforcement verification process); • Requires visual inspection of the vehicle for payment receipt by enforcement personnel and is not fully compatible with mobile license plate recognition (LPR)-based enforcement (see Section 10.4 for a more detailed discussion of LPR). Pay-by-Space In a pay-by-space multi-space meter system, users typically pay for their parking session at a nearby kiosk using a unique parking space number, which can be displayed on a sign or painted on the pavement. Because users are paying for a specific parking stall, they do not need to return to their vehicle to display a payment receipt.This format is more commonly used in off-street applications; however,Washington Park in Portland, OR (which serves the Zoo, Forestry Center, and Japanese Gardens) previously used this format,with space numbers painted in each stall (since transitioned to pay-by-plate). Parking Management Strategies&Implementation Guide+Topic Papers RWC AppendixF—Page 1 169 4"�� MERIDIAN 14-0� development core. 1".�Mig '/IVE•RENEW-REDEFINE ;� Destination Downtown Master Plan Update Benefits Customer: • Easy to understand system; • Does not require the customer to return to the vehicle to display payment confirmation; • Allows for extension of a session from any kiosk without returning to the vehicle as a receipt displayed within the vehicle is not required (enforcement officers simply check to see which spaces have active paid parking sessions and which do not). City: • Each station can cover a larger number of spaces compared to pay-and-display as drivers do not need to return to their vehicle; • Does not require a paper receipt, reducing paper costs and maintenance of printers; • Allows for efficient enforcement by monitoring which parking spaces are in an unpaid state without checking each individual vehicle. • Drawbacks Customer: • Requires customer to remember specific parking stall before using payment kiosk; • Some potential for receiving a ticket due to payment for an incorrect space number; • No ability to relocate vehicle using leftover paid time. City: • Significant maintenance costs to mark and maintain individual stalls (through pavement markings and/or signage); • Some potential for dispute due to payment for incorrect space. Pay-by-License Plate In a pay-by-license plate multi-space meter system, users typically pay for their parking session at a nearby kiosk using their license plate number. Because their license plate is used by enforcement to confirm payment status,they do not need to return to their vehicle to display a payment receipt. Pay- by-license plate is used by most pay-by-phone applications, such as Passport and ParkMobile, and is becoming more widely used for kiosk applications as well (Missoula, MT, Helena, MT, Portland, OR, etc.) Benefits Customer: • Does not require the customer to return to the vehicle to display payment confirmation; • Allows for extension of a session from any kiosk without returning to the vehicle. City: • Each station can cover a larger number of spaces compared to pay-and-display as drivers do not need to return to their vehicle; • Does not require a paper receipt, reducing maintenance of printers; Parking Management Strategies&Implementation Guide+Topic Papers RWC AppendixF—Page 1 170 � 'AERIDIAN qdevelopment core. /IYE•RENEW Destination Downtown Master Plan Update • Fully compatible with LPR enforcement, allowing for efficient enforcement that can communicate with electronic permitting processes. Drawbacks III Customer: • Requires the customer to remember license plate f 7 before using the payment kiosk; • Some potential for receiving a ticket from paying for Imo' an incorrect license plate or entering the plate incorrectly. City: Downtown Parking Meters • On-meter signage is needed to communicate the need Tips & Tricks to record license plate; E7on'fforget your license plate number:take • Requires an enforcement system capable of checking a snapshot with your. ,Ft9�e.(oLutoul the rar4atthe. payment status by using license plates in real-time. •Multiple payment options:credit cards,coins, or the Downtown Missoula Gift Card Each of these multi-space meter options can work with pay-by- •Cautious about using your credit card?The phone applications as an additional option for repeat customers. new meters offer Tier I security-which means Standalone pay-by-phone systems are often less desirable for users who will only park once or for only a few days in a row, such •PayatANYmeter;you don't havetopayat the meter on the block where you parked as tourists or visitors from out of town (unless the platform is •No need to display your receipt on your frequently used in other cities and adoption levels are high). windshield-complete your transaction and Signage and integrated communications systems would need to head to your destination be implemented to ensure that customers are aware that pay-by- •Takeyourtimewithyourcar-Unlike the old m eter5,4nre you pay you Can take your time phone is an option and to guide users on how to establish start-up with you throughout Downtown and park in accounts. different Iocatian5 A credit-card-only system is usually lower cost. In contrast, combination cash and credit card systems are more costly to License Plate 11 implement and manage because cash must often be collected and 406.552.62501128 W.Main St- Aissoula Parhiq Parking en Forced 9 -Spm M-F [emm7calen processed manually.The systems can be hard-wired to electrical infrastructure or solar-powered, depending upon the existing electrical infrastructure and the amount of sun in designated areas.The solar power option has reduced costs and is highly sustainable in the right environment.73 There are many vendors in the marketplace, including: Vendors • IPS Group: https://www.ipsgroupinc.com/ • T2 Systems: http://www.t2systems.com/home • Flowbird Group: https://www.flowbird.group/ • MacKay: https://www.mackaymeters.com/index.php/products/multi-space/ 73 These systems have proven highly reliable in Pacific Northwest climates(year-round). Parking Management Strategies&Implementation Guide+Topic Papers RWC AppendixF—Page 1 171 MERIDIAN ilniti1 development core. ,�A REVIVE-RENEW-REDEFINE Destination Downtown Master Plan Update • Amano McGann: https://amanomcgann.com/ B. Single-Space Meters Single-space meters have rapidly evolved from traditional coin-operated meters. Now, single-space meters allow for not only coins but also credit/debit cards, tokens, and pay-by-phone applications.They can be hardwired into a power source or utilize solar power technology. Further, data can be wirelessly networked to a database system to provide real-time information. Several different models with varying price points can typically be retrofitted on existing poles. Customers often prefer single-space meters for their convenience, particularly when paired with a pay-by-phone option. Benefits Customer: • Able to pay at the parking stall, eliminating the need to seek out a kiosk; ) , • Clear visual confirmation that parking has been paid. City: • Enforcement flexibility,through quick visual inspection or through an online portal that helps direct enforcement officers to unpaid stalls; • Allows for phasing in of new technology on older systems with coin-operated meters. Drawbacks Customer: • Visual street clutter within the sidewalk pedestrian amenity space; • No ability to relocate vehicle using leftover paid time. City: • Increased maintenance costs, including the increased need to collect coins and service batteries;74 • Can lead to additional enforcement burden if a pay-by-phone system is deployed without fully integrating with the smart meters—enforcement would need to first visually check the meter, and if the session shows as expired,they would then need to check the license plate to check for a payment made through a phone app; • Potential for reliability issues simply due to the greater number of devices deployed throughout the city. As with multi-space meters, single-space smart meters can also pair well with pay-by-phone applications, requiring the user to enter a specific space number(typically using a sticker placed on each meter) or entering their license plate. Example cities with single-space smart meters include Boise, ID; Colorado Springs, CO; Laguna Beach, CA; and Olympia, WA. 74 A typical multi-space meter(on-street)maintains one battery to service approximately 8-10 spaces.Each single space meter has a unique battery.Battery costs can be significant. Parking Management Strategies&Implementation Guide+Topic Papers RWC AppendixF—Page 1 172 4"�� MERIDIAN 14-0� development core. 1".�Mig '/IVE.RENEW-REDEFINE ;� Destination Downtown Master Plan Update Vendors: • IPS Group: https://www.ipsgroupinc.com/ • Civic Smart: https://www.civicsmart.com/ • MacKay: https://www.mackaymeters.com/index.php/products/single-space- solutions/mkbeacon/ C. Pay-by-Phone (Mobile Payment) Pay-by-phone as a means to pay for parking is typically deployed as an additional option within an existing paid parking system. Systems often offer multiple payment options via phone app, 2 HOURS website, phone call, or text message. Regardless of the specific 130.0 d method used,the driver typically uses the system to enter their Upardngxi meter number or license plate, enter payment information, and receive confirmation.The user can extend a parking session at any point from their phone without returning to their vehicle (provided they are staying within the posted time limit). Generally, a fee is added to the cost of the parking stay, which goes to the mobile payment vendor, assuring the city receives full payment for parking.This means most pay-by-phone programs are cost-neutral to the affected city. Users who frequently park in a city often find these systems very convenient, particularly if using an application that stores both their license plate and payment information, allowing for payment in just a few clicks. Due to the time needed to set up an account, enter a license plate (if required), and enter payment information,these systems are typically less convenient for one-time use than paying at a parking meter or kiosk. As such, they are currently best suited as an additional system feature with other payment options available. Some cities have explored the feasibility of rolling out entirely mobile payment-based systems. Still,few large-scale deployments of exclusively mobile payment are currently in operation in the United States. Columbus, Ohio, and Buffalo, New York, each have paid parking areas that require users to pay online. Benefits Customer: • Able to pay or extend their session from anywhere, eliminating the need to seek out a kiosk; • Able to store information to pay efficiently,which is particularly useful for drivers who park in the area frequently. City: • Able to potentially expand payment options without having to upgrade existing equipment immediately; • Potential to pass the system costs on to the user through a use fee; • Can work well with other systems that use license plates for payment and/or permitting. Parking Management Strategies&Implementation Guide+Topic Papers RWC AppendixF—Page 1 173 4"�� MERIDIAN 14-0� development Corp. 1".�Mig '/IVE.RENEW-REDEFINE ;� Destination Downtown Master Plan Update Drawbacks Customer: • More time consuming to pay if only using the system once or twice; • Not all users will have the ability or desire to navigate the system using a smart phone (security concerns, lack of a smart phone, lack of knowledge of apps,time to set up account information, etc. • When deployed with coin meters,some users will continue to be unable to pay with credit cards. City: • Potential for reduced enforcement efficiency(depending on existing payment options) if officers must check with the meter/kiosk and the mobile payment application to confirm payment; • Potential for additional third-party vendor71 (if not packaged with existing hardware); • A signage and communication campaign will be needed to ensure effective implementation and continued user awareness of program availability. Portland, OR, deployed Parking Kitty (built on Passport) in 2017 as an additional payment option within a pay-and-display environment(multi-space meters). In this mixed system, enforcement officers must check for pay-and-display receipts in vehicle windows and payments made through Parking Kitty by license plate. Over time,they are replacing pay-and-display kiosks with pay-by-plate kiosks to simplify enforcement. Vendors • Passport: https://www.passportinc.com/product/parking/ • Flowbird: https://www.flowbird.group/ • Pay-by-Phone: https://www.paybyphone.com/ 10.6 On-Street Electric Vehicle Charging Electric Vehicle (EV) charging is typically provided in off-street lots, garages, and driveways, out of the public right of way(ROW). However, with EV adoption rapidly expanding, many cities are beginning to explore how to regulate on-street vehicle charging.This will become more important in Main Street environments with limited off-street parking, and in residential areas where some homeowners and renters do not have a driveway or garage and must park on-street. For context, EV charging stations are typically divided into three categories—Level 1, 2, and 3—based on the level of service and the speed at which they charge: Level 1 chargers use typical electric outlets (120V) and typically take 8 to 12 hours to charge a vehicle fully. Many residents who charge overnight opt to use Level 1 charging because no special equipment is required. 75 When system upgrades are made gradually over time with multiple different vendors,it is common to experience compatibility issues between various systems,as each vendor is only responsible for their specific hardware/software package. Parking Management Strategies&Implementation Guide+Topic Papers RWC AppendixF—Page 1 174 F9' �� MERIDIAN development corp e. 1;��,q VIVE•RENEW-REDEFINE .� Destination Downtown Master Plan Update Level 2 chargers require a higher level of service (240V) and typically take four to eight hours to charge a vehicle fully. Many commercial charging stations are Level 2, and some residents install Level 2 charging at home (same level of service as a clothes dryer). Level 3 or DC fast chargers require a very high level of service (480V) and can charge a vehicle in as little as 30 minutes. Because Level 3 charging requires substantial upgrades, these are typically only found in commercial settings or along highways. Level 3 chargers are not typically associated with on-street vehicle charging, and the remainder of this section focuses on Level 1 and Level 2 charging, as these are the types of charging stations most cities regulate in on-street contexts. A. On-Street Charging in Commercial and Mixed-Use Areas Allowing on-street commercial charging provides a key tool in facilitating the expansion of EV usage, but new regulations are required to allow a single operator to control a portion of the curb space so directly. Below are several guidelines that Meridian may wish to consider when implementing an on-street EV charging program: Equipment: Focus on Level 2 (240v) equipment for on-street charging in the public right-of-way. • L2 chargers have more flexibility in installation options (such as on utility poles), minimizing new impacts to sidewalks and the public right-of-way. L3 charging may be considered, but cities should first study the burden the power requirements of L3 charging would place on the local network and consider the potential need for significant infrastructure improvements to accommodate L3 charging. Operators: Only allow companies that are already in the business of owning, operating, and maintaining EV chargers to install EV chargers in the ROW with a specific permit issued by the City. • Commercial operators of EV charging equipment provide an ongoing point of contact for the equipment and are responsible for keeping the asset in a state of good repair for use by the public. Allowing residents or private groups to install equipment in the ROW could amount to privatizing public space. Enforcement: Ensure that permits issued to private operators are clear that the ROW is owned and maintained by the City, and the City retains the primary responsibility for enforcing parking regulations. • Additional regulations will be needed, such as a provision that parking in EV Charging Only spaces is permitted only for electric vehicles and plug-in hybrids that are actively charging(i.e., plugged into the EV charger), subject to the posted time limit. However,the space should not be dedicated to the private operator;they are simply the exclusive service provider. It may also be beneficial to clarify that EV Charging Only stalls will only be enforced during standard enforcement hours. Parking by non-EVs and long-term parking may need to be allowed outside of enforcement hours. Time Limits: Restrict on-street commercial EV charging stations to areas of the City where on-street time limits are already in place. Parking Management Strategies&Implementation Guide+Topic Papers RWC AppendixF—Page 1 175 F9' �� MERIDIAN development corp e. VIVE.RENEW-REDEFINE 1;.� Destination Downtown Master Plan Update • On-street charging in unregulated areas can lead to all-day or multiple-day use by a single vehicle. Additionally, implementing a time limit exclusively for one or two EV charging stalls is very difficult to enforce.Time-limited areas are typically in parts of the City with higher demands and a need for turnover, and on-street commercial EV charging stations can serve short-term EV parking and charging needs while maintaining turnover. Location: Encourage EV Charging Only stalls on side streets, off main streets and busy arterials. • There is often a need to maintain main streets as flexible spaces, with infrastructure that is flexible enough to allow for closure for street fairs and events, and able to respond to changing needs for transit service, bicycle routes, deliveries, and short-term parking. EV charging equipment, once installed, is effectively permanent, and side streets adjacent to main streets may be more appropriate to serve this need for on-street EV charging. Monitoring usage is recommended to ensure the stalls are well used and continue to serve multiple vehicles per day without significantly reducing the general parking capacity for customers. B. On-Street Charging in Residential Areas In residential areas,the priority users are typically residents and their guests, and parking regulations generally focus on ensuring shared access for these users. In most cases, no on-street regulations are needed. Still, in some cases (when nearby commercial areas or institutions create spillover, for example), parking permit programs are necessary to allow for the implementation of time limits with exceptions for permit holders. Regardless of how the on-street system is regulated in residential areas, one key objective is shared access to the public ROW. Allowing on-street EV charging in residential areas must balance this need for shared access with a desire by many EV owners (particularly those without a driveway or a garage)to have a "dedicated" space on-street to charge their vehicle. Most cities that allow on-street residential charging adopt general guidelines for the practice and make it clear that charging is only permitted if residents can safely run a charging cable from their house to their legally parked vehicle without attempting to permanently reserve parking for their private use. Below are several guidelines that Meridian may wish to consider in this context: • Only Allowed When a Resident Has No Access to Off-Street Parking: Residents should be encouraged to charge their EVs off-street in a driveway or garage wherever possible. On-street residential charging guidelines were developed as a tool to allow residents who don't have this option to safely charge their vehicle while parked on-street. • Level 1 Charging Only: Only Level 1 chargers are allowed for home-based on-street charging. This allows for the use of standard extension cords and cord covers without excess risk to those on the sidewalk. Level 2 charging requires non-standard electrical service,which is more appropriate in off-street private settings or by commercial operators. Specific guidelines can be developed that show exactly how cords and cord covers can be used across a public sidewalk. • No Installation of EV Charging Equipment in the Right-of-Way: Unlike in commercial and mixed-use areas where commercial charging stations can serve several vehicles per day, residential areas typically have low turnover. Residents and individuals should be prohibited Parking Management Strategies&Implementation Guide+Topic Papers RWC AppendixF—Page 1 176 F9' �� MERIDIAN �� development core. q VIVE.RENEW-REDEFINE Destination Downtown Master Plan Update from installing EV chargers in the public right-of-way in front of their home to avoid any privatization of public space. Residents who prefer Level 2 charging or higher should use public on-street EV charging stations or off-street charging options. • No Reserved On-Street Parking: No on-street parking spaces should be reserved by residents for the purpose of EV charging in front of their home. Parking is shared, and residents do not own the on-street ROW in front of their home. • Temporary and Removable Equipment:The cord and cord cover should generally be removed from the public right-of-way when not actively charging an electric vehicle. More flexible regulations may be needed in the near future, depending on how rapidly EV use expands. Allowing commercial EV charging stations in the public ROW in residential areas,for example, may be considered if the demand exists for this type of shared option. 10.7 Emerging Technology Summary This technology review provides information on the types of technologies available within the parking and mobility industry and the benefits and drawbacks to consider before implementing them.This review is intended to serve as a reference document, as most technologies discussed will only be applicable or cost-effective within the context of a much larger parking management program. However, Meridian may wish to consider the following items in the near to mid-term: • Short to Mid-Term o Consider Handheld License Plate Recognition Devices for Enforcement (Section 5.2) o Consider Adopting On-Street EV Charging Guidelines in Residential Areas (Section 7.2) • Mid to Long-Term o Consider Access Point Counters (Section 2.3)for any publicly owned lots where Meridian would like to open for general access use o Consider Adopting On-Street Commercial EV Charging Regulations in Commercial and Mixed Use Areas (Section 7.1) All other technologies in this memo are provided for future reference and are not recommended until additional constraints emerge in the parking system. Parking Management Strategies&Implementation Guide+Topic Papers RWC AppendixF—Page 1 177 Destination: Downtown Meridian City Council Presentation Update Purpose of Today?…Next Steps Revision NeedsSuggestions, Content, or Answer or Clarify Any IssuesElementsGeneral Reaction to Parking  Update Online SurveyOnline QuestionnairesOktoberfestDairy Days5 Stakeholder MeetingsDestination: Downtown Update Parking Plan/RecommendationsUtilization Audit and SurveyCode Audit and Parking Ops Overview6 Working Papers4 Subgroup MeetingsParking Subgroup Destination: Downtown Update Based. -ConsensusViable, and Thinking and Responsive, -ForwardWell Signed and Safe, Convenient and Welcoming,Parking Goals Parking Subgroup Destination: Downtown Update Destination: 28%-Weekend Use 18%52%-Weekday Use 33%500+ Other303 Government465 Office1,572 Retal908 Institution3,785 Total StallsFocus of Parking Area: Downtown Implementation Street parking-Accessible OnBike ParkingEV ParkingConsiderNo parking garage/no meteringParking can last with proactive stepsDo need organization and managementDo NOT need radical actionsFindings/Recommendations Implementation 5. Lead agency vs support agency relationship.downtown, and 4. How strategies help achieve the goals of 2. Capacity needs of the city, 1. Timing of recommendations, limited to:implementation of the parking plan include, but not regarding the Key Council Considerations Next Steps…Comments or Questions?