Moline City Council members directed staff to prepare a scope for a comprehensive downtown parking management study after lengthy remarks about inconsistent parking supply, leases and enforcement across the city’s downtown.

A city staff presenter told the council that downtown parking has evolved without a single plan: “When you have 35 acres of parking, scattered across the downtown, some of it planned, some of it for no rhyme or reason, some of it by default because of demolition of structures. There's no logic to it.” Councilors said the resulting ad hoc supply creates equity issues, confusion for businesses and missed revenue and redevelopment opportunities.

Council members asked staff to pursue a consultant to inventory on‑ and off‑street spaces, review leases, evaluate operational needs (maintenance, enforcement, staffing) and propose a short‑, medium‑ and long‑term management plan. Councilors discussed the likely schedule and cost: staff said a consultant study could take six months to a year and would not be inexpensive. The council also requested benchmarking with similar mid‑sized regional cities and public engagement sessions so residents and businesses can weigh tradeoffs such as meters, permit programs or converting surface lots to development or green space.

Councilors raised near‑term concerns as well. Some urged not to wait six months to a year to address pressing enforcement or leasing issues that affect businesses. Others said a formal study is needed to make durable, equitable decisions and to establish an ongoing revenue model to fund maintenance for ramps and lots.

Staff provided inventory figures used in the early discussions: about 1,061 spaces in the three downtown garages and roughly 1,290 surface parking spaces across 19 lots (counts were compiled from finance spreadsheets and aerial imagery). The council also heard that leases and intergovernmental agreements governing usage and responsibilities for the ramps vary by site and date, complicating near‑term cost allocation.

Council consensus was to have staff return with a consultant scope of work that includes: an inventory and utilization study, lease and agreement review, peer benchmarking, enforcement and revenue options, and public outreach. The council gave staff directional approval to move forward with preparing a request for proposals; no fee increases or ordinance changes were adopted at the meeting.