sr-022310-3aCity Council Meeting: February 23, 2010
Agenda Item: J-~
To: Mayor and City Council
From: Carol Swindell, Director of Finance
Subject: Implementation Plan for Walker Parking Study
Recommended Action
Staff recommends that the City Council review and provide input on the Walker Parking
Study Implementation Plan.
Executive Summary
In 2009, Walker Parking Consultants conducted a study (Walker Study) that evaluated
current parking operations in the downtown and their relationship to the 2006 Downtown
Parking Program and developed recommendations to manage parking in the downtown.
In September 2009, Council endorsed the study and directed staff to return with actions
necessary to implement the recommendations of the Walker Study. Since that time an
interdepartmental team has reviewed the recommendations and met with various
stakeholders, including the Bayside District Corporation and Santa Monica Chamber of
Commerce to develop an implementation plan. Following .these meetings and the
review of the Walker Study, staff developed the following recommended priorities, which
is based on a phased approach to implementing specific actions to further the goals and
recommendations set forth in the Walker Parking Study.
1. Complete a study of overall pricing and hours of operation changes for both the
parking structures and on-street parking meters.
a. Adjust meter and structure prices throughout the downtown and adjacent
areas prices as identified through the study and by City staff.
b. Adjust meter and structure hours of operation, as identified through the
study and by City staff:
2. Develop agreements and new signage for public use of private parking facilities.
3. Identify and secure employee parking options.
a. Re-negotiate 100 Wilshire parking agreement in Structure 2 (Completed
and approved by Council on January 19, 2010.
b. Identify locations (including private lots and peripheral locations) and
short-headway transportation options to/from the identified location(s).
4. Expand transportation demand management programs.
5. Identify and expand alternative payment mechanisms.
a. Replace meters with ones that accept credit cards.
b. Expand or develop new smart card system.
6. Review parking operations staffing, policies and procedures.
a. Review parking operations staffing.
b. Review revenue control, cashiering and close out procedures.
7. Review/formalize maintenance program.
8. Review Walker in-lieu fee recommendations.
9. Research and develop centralized valet program.
10. Establish mechanism for ongoing review of pricing; parking supply and demand;
and operations.
11. Develop pro-active program to disseminate parking information.
A detailed financing plan and actions necessary to implement changes in the downtown
parking structure rates will be presented to Council in Spring 2010 which will incorporate
feedback received from the Bayside District Corporation and other stakeholders.
Background
The Walker Study, approved by Council September 8, 2009, was afollow-up to the
Downtown Parking Program, adopted by Council on May 9, 2006. The Downtown
Parking Program's ten-year strategic plan called for the reconstruction of Parking
Structure Nos. 1, 3 and 6 and the construction of additional parking on Fifth Street,
resulting in a net increase of up to 1,712 new parking spaces to the downtown parking
inventory. The Walker- Parking Study evaluated parking operations and market
conditions in Downtown Santa Monica and analyzed revenue opportunities from parking
rates, in-lieu fees, property-based assessments and other revenue sources. Walker's
overall recommendation was that other than the additional 576 parking spaces planned
in the reconstruction of Parking Structure Nos. 1 and 6; Downtown Santa Monica does
not need additional public parking at this time. Rather, in coordination with the citywide
Transportation Management Strategy identified for implementation in the Circulation
Element of the DUCE, Walker recommended implementation of several actions to
support access to Downtown. These actions included:
• Strategically increase on-street and off-street public parking rates in the Downtown
core to more efficiently and effectively utilize existing public and private parking
resources to meet parking needs, .thereby creating greater availability of parking for
visitors to Downtown;
• Use increased parking revenues to actively fund non-single occupancy vehicle
modes of transportation by area employees, such as subsidized passes for transit
service, bicycle commuting and carpooling;
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• Use increased parking revenues to support shuttle service to outlying parking
resources, including the Civic Center Parking Structure during parking structure
reconstruction;
• Use parking revenues to enhance parking operations, parking technology, way-
finding, parking occupancy assessment and capital replacement and repair;
Implement a centralized valet operation to access private parking spaces during off-
peak periods, supplemented by agreements with office building owners to make
empty spaces available to the public on evenings and weekends; and
Regularly review parking occupancies and adjust parking rates to encourage optimal
use of public parking resources.
At its September 8, 2009 meeting, the City Council directed staff to return with actions
necessary to implement the recommendations of the Walker Parking Study.
Discussion
The Walker Parking Study outlines a series of twenty-seven recommendations
(Attachment A) that can be grouped into five general areas. The main categories of
recommendations are as follows:
1. On-street Meters
a. Includes meter rates and. times of enforcement.
2) Parking Structures
a. Includes rate adjustments.
3) Parking Programs
a. Centralized, single operator on-street valet parking service.
b. Transportation demand management strategies.
c. Parking and pedestrian way finding system.
d. Facilitate use of private parking facilities by employees and the public
4) Financing
a. Explore assessments.
b. Adjust In-Lieu Fees for new development.
5) Other Recommendations
a. Parking operations and business practices.
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Staff heard additional suggestion from various stakeholders, including:
• Development of employee parking strategies.
• Improve parking way-finding.
Deploy signage for public access to private parking facilities.
• Develop a parking map showing all resources (public & private)..
• Vary monthly permit rates by time of day (e.g., overnight only, commuter only).
• Establish mechanism for ongoing review of pricing, parking supply and demand,
and operations.
The staff working group recognizes that implementation of any or all of the Walker
recommendations would have immediate financial impacts that, over time, could be
recovered by potential rate adjustments. The staff working group also recognized that
for the program to be successful, residents, the business community and visitors must
see tangible results of our efforts to improve the overall parking experience to gain their
support for any adjusted rates. Another concern that staff has continued to hear is that a
solution for reasonably-priced employee parking needs to be identified. It is not feasible
for all of the study recommendations to be implemented immediately and they also must
be implemented in a manner which is consistent with the larger goal of properly pricing
and managing parking while providing and encouraging use of alternative transportation
solutions. Additionally, the solution needs to be consistent with the goals of the Land
Use and Circulation Element Update of the General Plan.
Implementation Plan
An interdepartmental internal working group including representatives from Community
Maintenance, Finance, Housing & Economic Development, Information Systems,
Planning and Community Development and Police, has been conducting a review of all
the Walker Study recommendations and developed an implementation plan from
recommendations of the Study as well as other suggestions proposed through the
public outreach process. Staff recognizes that it is extremely important for stakeholders
to see positive changes to the parking and transportation systems as a result of the
Walker Study and that implementation of the Study recommendations consider existing
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staff and budgetary resources. To this end, staff proposes prioritized the following
prioritized initiatives:
1) Complete a study of overall pricing and hours of operation changes for both the
parking structures and on-street parking meters.
a. Adjust meter and structure prices throughout the downtown and adjacent
areas prices as identified through the study and by City staff.
b. Adjust meter and structure hours of operation, as identified through the
study and by City staff.
2) Develop agreements and new signage for public use of private parking facilities.
3) Identify and secure employee parking options.
a. Re-negotiate 100 Wilshire parking agreement in Structure 2 (Completed
and approved by Council on January 19, 2010.
b. Identify locations (including private lots and peripheral locations) and
short-headway transportation options to/from the identified location(s).
4) Expand transportation demand management programs.
5) Identify and expand alternative payment mechanisms.
a. Replace meters with ones that accept credit cards.
b. Expand or develop new smart card system.
6) Review parking operations staffing, policies and procedures.
a. Review parking operations staffing.
b. Review revenue control, cashiering and close out procedures.
7) Review/formalize maintenance program.
8) Review Walker in-lieu fee recommendations.
9) Research and develop centralized valet program.
10)Establish mechanism for ongoing review of pricing; parking supply and demand;
and operations.
11)Develop pro-active program to disseminate parking information.
To date, staff has made progress in several areas that help to advance the proposed
implementation priorities:
1) Complete a study of overall pricing and hours of operation changes for both the
parking structures.
This study will place Walker Downtown rate recommendations (increase the
evening rates from $3 to $5, the maximum daily rates from $7 to $9, the monthly
rates from $82.50 to $121.00, charge $1 per hour beginning in the second hour
and charge $2 per hour for each additional hour) within the context of.' 1) rates in
surrounding and competitive areas, and, 2) parking principles applicable Citywide
including principles called out in the proposed LUCE. Staff has completed the
review and is finalizing a staff report for consideration by Council in the Spring of
2010.
In order to implement the Walker Study recommended rate changes, particularly
to "strategically increase on-street and off-street public parking rates in the
Downtown core to more efficiently and effectively utilize existing public and
private parking resources to meet parking needs, "staff will propose a mechanism
to allow for automatic or staff-triggered moderate parking rate adjustments based
on parking availability and demand. Staff is developing a proposed rate
adjustment program and is finalizing a staff report for consideration by Council in
the Spring, following presentations to the Bayside District Corporation in
February.
Furthermore, staff recognizes that in order to implement the pricing
recommendations of the Walker Study, a phased approach will need to be
developed. Certain recommendations, such as changes to parking structure
rates, are relatively easy to implement and require little or no capital costs. Other
recommendations, such as changes in parking meter technologies, are more
challenging and require substantial capital. Therefore, actions proposed by staff
related to the Walker Study recommendations will occur in a phased manner.
The first phase will be a proposed rate adjustment program for Downtown
parking structure rates.
2) Create programs to facilitate public use of private facilities including agreements
and new signage for public use of private parking facilities, provision of
information about publicly available private parking on the City website, and
encouragement of communication between private parking owners and operators
and sponsors of events and promotions that might increase demand.
On January 12, 2010, Council approved an amendment to the lease with
Douglas Emmett, owners of 100 Wilshire, that will allow the public use of 155
spaces previously reserved for, but little used by, tenants of 100 Wilshire
Boulevard.
On December 8, 2009, and January 5, 2010 and January 19 2010, staff met with
owners/operators of private facilities in downtown resulting in mutual agreement
to facilitate public use of privately owned parking spaces. City Staff is working
with private property owners and parking operators to finalize agreements for the
placement of signs in the public right-of-way to direct the public to .additional
available private parking facilities. City and Bayside District Corporation (BDC)
staff will develop a communication plan to inform the public and encourage use.
3) Identify employee parking options and expand transportation demand
management programs.
In concert with owners of private parking and BDC, staff identified potential for an
affordable off-peak monthly pass for restaurant employees and other workers
needing evening and weekend parking. An inventory of space available and a
survey of Bayside businesses are in process to determine the best terms for this
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pass and the initial quantity to make available. The off-peak discount rate offered
at the Library has resulted in increases in both occupancy and revenue at this
facility, provided a cheaper alternative for all-day weekend parking. and .likely
drawn some demand from the downtown facilities where demand is very high.
Staff has developed a menu of TDM measures to reduce employee single-
occupancy vehicle trips and will work with BDC staff and representatives of the
Bayside business community to prioritize programs for funding through
incremental parking revenues. Examples of TDM measures under consideration
include:
• Baseline employee survey to determine current travel modes, shift times
and parking habits, and enable carpoolNanpool matching and provision of
custom Rideguides
• Incentives for use of alternate commute modes, such as prizes, transit
subsidies, and free passes for trial use
• Improved bicycle access, such as secured parking and Bike Valet
Exploration and pricing of Universal Transit Pass
To the extent possible, staff is proceeding using available resources. City staff
collaborated with BDC to promote Rideshare Week in October, providing
alternate commute information for business owners and employees via an insert
in the Bayside Beat and an information table on the Promenade. Staff is working
with Metro's consultants to market its vanpool program, and will seek its
assistance to initiate the baseline employee survey. Staff has scheduled
transportation options training for Bayside Ambassadors, who are an information
resource for businesses, employees and the public.
4) Expand cashless payment options at meters and adjust meter rates.
Staff is exploring various meter technologies that would accept credit cards,
provide enhanced reporting technology and greater flexibility to adjust prices
from a centralized location. Once potential new meters are identified, staff will
pilot the technology at defined locations to test the effectiveness of the devices
and to receive user feedback. Initial pilot deployment locations will be identified
based on City communications network availability. Following the pilot project,
staff will develop an implementation plan for the new meter technology and
propose meter rate adjustments.
5) Review parking operations staffing, policies and procedures.
The city's internal auditor and the Business and Revenue Operations Manager
have been conducting an extensive review of parking operations and are
developing recommendations for revised policies and procedures that will ensure
proper fiscal controls and business practices as well as improved customer
service.
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6) Review/formalize maintenance program.
Community Maintenance has been working with Finance and the Bayside District
Corporation and its contractors to provide oversight and coordination of
enhanced maintenance services.
7) Review Walker in-lieu fee recommendations:
In 2009, City staff met with members of the Bayside Board and Bayside Parking
Committee who recommended that staff consider additional factors in the
calculation of an in-lieu parking fee. Staff is preparing a Request for Proposal
for consultant services to develop alternative approaches to calculating this fee,
and for preparation of a nexus study. The nexus study will need to be funded
through additional revenues expected to be generated through the increase in
parking rates on-street and in parking structures in the Downtown.
8) Centralized Valet Parking Operation.
Staff is examining the centralized valet systems currently in operation in Old
Pasadena, Manhattan Beach and Culver City to better understand best practices
that are needed to ensure success.
Public Outreach
Since September, staff has met with the Bayside District Corporation and Santa Monica
Chamber of Commerce to discuss the Walker Parking Study recommendations and to
hear feedback on the proposed solutions to better manage parking in the downtown.
Additionally, the Bayside District Corporation has formed a Bayside Parking Committee
that is meeting with staff on a monthly basis to receive updates and provide input on the
implementation strategies.
Bayside District Corporation Input
The proposed Implementation Plan was supported by the Bayside District Corporation's
Parking Implementation Committee on January 12, 2010 and the Board on January 28,
2010. Both the Committee and the Board endorsed the proposed plan with emphasis on
addressing employee parking; ensuring any rate changes are reflected in meaningful
changes to parking in the District; establishing a mechanism for ongoing review of
pricing, parking supply and demand and operations; and in developing a program to
ensure that parking information is disseminated to the District and public. The Bayside
input resulted in the addition of initiatives 10 and 11 above and is recommended by staff
to be incorporated into the Implementation Plan.
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Next Steps
Staff will return in Spring 2010 with actions necessary to implement parking structure
rate adjustments and a financing plan based on feedback received during this study
session.
Financial Impacts & Budget Actions
There are no budget or financial impacts as a result of this report, however, a detailed
financing plan will be developed with .the input received on the proposed parking
structure rate adjustment plan and presented to Council in the Spring of 2010
Prepared by: Donald Patterson, Business & Revenue Operations Manager
Approved:
~u'«.~iud,Gl
Carol Swindell
Director of Finance
Forwarded to Council:
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Rod Gould
City Manager
Attachments:
A -Walker Recommendation Summary
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ATTACHMENT A
Walker Parking Downtown Parking Report Recommendations Implementation Plan
Implementation Task Who Assigned
(lead, support)
1 Update survey of meter rates/times &off-street rates in similar cities. PCD, FIN
a. Request parking rate survey from Central Parking PCD
b. City staff qualitative survey of similar parking operations PCD
2 Determine framework for rate structure for on-and off-street parking, by proximity PCD
3 Identify occupancy targets for on-and off-street parking, by area PCD
4 Identify recommended framework and range/rate structure/locations for rate increase PCD, FIN
5 Develop revenue estimates for potential rate increase PCD, FIN
6 Identify spending priorities for additional revenue PCD, FIN, ISD, CMD, HED
7 Specify data reporting needs /timeframes PCD, FIN
8 Define area(s) for changes to pricing & hours of operation PCD
9 Develop final recommended changes to pricing & hours of operation PCD, FIN
10 Draft staff report for recommended changes to pricing & hours of operation PCD, FIN-
11 Submit staff report to Agenda Prep PCD, FIN
12 Council approval
1 Increase On-street Meter Rates to $1.50 from $1.00 hourly. PCD, CMD, FIN
a. Determine range of rate increase accomodated by existing meters and collections CMD, FIN
1. Compare downtown parking meter collection data from GIS and Autotrax databases CMD, PCD
b. Reprogram existing meter mechanisms /Order new mechanisms CMD
c. Print & install new rate cards on meters CMD
d. Modify signage as appropriate CMD
e. Follow-up surveys of occupancy PCD
2 Extend hours of operation, 7 days/week to lOpm or later for meters that expire at 6pm. PCD, CMD
a. Determine range of time increase accomodated by existing meters and collections CM®, FIN
b. Reprogram existing meter mechanisms /Order new mechanisms CMD
c. Print & install new rate cards on meters CMD
d. Modify signage as appropriate CMD
e. Follow-up surveys of occupancy PCD
3 Replace existing parking meters with ones that accept credit cards, and then raise rates to $2.00 or
more per hour. ISD, PCD, CMD, FIN
a. Develop process for identifying preferred device(s) PCD, ISD, CMD, FIN
b. Identify preferred device(s) from maintenance standpoint CMD
c. Identify preferred device(s) from IT standpoint ISD
d. Specify preferred device(s) PCD, ISD, CMD, FIN
a Develop pilot program PCD, ISD, CMD
1. Identify viable pilot location(s) PCD, ISD, CMD
2. Identify communications infrastructure ISD
3. Submit Council Information Item (?) PCD
4. Purchase and install new devices PCD, ISD, CMD
5. Monitor usage/occupancy ~ PCD, ISD
f. Identify location(s) for replacement of meters PCD, CMD
g. Determine what to do with older single-space meters PCD, CMD
h. Deploy new technology ISD,CMD
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4 Increase daily maximum rate to $9.00 from $7.00. PCD, FIN
a. New Signs.
b. Programming & of equipment.
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Filename: Walkerlmplementation 02-09-10 AttachmentA Plan 2/8/2010
ATTACHMENT A
c. Modify web/printed parking information
5 - Increase hourly rate to $2.00 from $1.00 per 30 minutes. - PCD, FIN
a. New Signs.
b. Programming & of equipment.
c. Modify web/printed parking information
6 Increase evening rate to $5.00 from $3.00. PCD, FIN
a. New Signs.
b. Programming & of equipment.
c. Modify web/printed parking information
7 Increase monthly parking permit rate from $82.50 to $121 (taxes included). PCD, FIN
a. Programming & of equipment.
b. Noticing (45 day notice preferable)
c. Modify web/printed parking information
8 Charge $1.00 for the 2nd hour of parking; 1st hour free. PCD, FIN
a. New Signs.
b. Programming & of equipment.
c. Modify web/printed parking information
9 Develop a public centralized valet program. HED
a. Research other programs (cities and operators).
b. Identify possible on-street and off-street locations
b. Recommend approach to internal committee
c. Discuss outline of program with Bayside
d. Prepare RFP and review with Internal committee
e. Issue RFP
f. Review Responses
g. Recommendation to Bayside and Council
h. Prepare Agreeement
i. Begin implementation
10 Develop agreements for use of private parking for the public. HED, PCD
a. Arrange meeting with private building owners/operators
b. Second meting with private building owners/operators to review Participation Agreements
c. Determine approved signaged
e. Create marketing program with partners
11 Re-neg otiate 100 Wilshire parking lease in PS 2.
a. Draft Agreement
b. Staff report to Council
c. Execute Agreement
d. Remove signs from PS 2, adjust car counter
12 Expand transportation demand management programs and further incentivize use of alternate
forms of transportation. PCD
Short-term strategies:
a. Hold several workshops for employers to identify favored options and process
b. Create steering committee to guide program
c. Survey Bayside employees on trip mode and home intersection
d. Develop program materials, web pages and campaign to market ridesharing
Provide no-cost Metro programs eg rideguides, van and carpool matching
f. On-going followup on ridematching, form carpools and vanpools
g. Create incentive marketplace to trade items for "rewards", web-based PCD, ISD
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Filename: Walkerlmplementation 02-0410 AttachmentA Plan 2/8/2010
ATTACHMENT A
h. Work with businesses to set up displays of rideshare info PCD, BBB
Longer-term strategies:
i. Create Transportation Management District (TMA) to promote ridesharing on-going, obtain
Best District for Commuters certification (Green Business Zone too?), offer incentive and
reward programs to employees who rideshare, monitor results
j. Create Universal EZ transit pass for Bayside employees
13 Provide shuttle service between Civic Center parking and the Bayside District when additional spaces
are necessary. BBB, PCD
a.
14 Develop a capital replacement program for structures. PW, HED, FIN
a.
15 Second round of fa4ade improvements to structures. PW, HED, FIN
a. Accumulate net funds from rate increases and seek Council approval
16 Expand pay-on-foot machines. FIN, PCD, ISD
a.
17 Expand or develop new smart card system. FIN, PCD, ISD
a. Check existing card stock; reorder if necessary (short-term)
b. Develop marketing plan for new biodegradable smart card
c. Determine pre-loaded denominations on new card (2)
d. Order quantity of 10,000
e: Deploy marketing plan in conjunction w/ rollout
18 Implement a parking advisory and trail blazing system (within structures). FIN, ISD
a. Identify options
b. RFP Process
c. Construction
d. Ongoing maintenance
19 Create a pedestrian wayfinding program. HED, PCD
a. Review findings of Bayside Branding
b. Create interdepartmental/interagencytaskforce
c. Devise Program
d. Bayside review
e. Council review
f. RFP for consultant
g. Select consultant
h. Consultant contract
i. Consultant work
j. Internal and public. review of consultant work product
20 k. Fabricate/install
Create a separate account for net new revenue.
~:
FIN
a.
21 Develop a financing parking plan to use revenues to support development of necessary new parking
resources as well as programs to support access to the Downtown. - HED, FIN, PCD
a.
22 Develop a new in-lieu parking program. HED, PCD
a. Informal meeting with Keyser Marston
b. RFP for consultant to develop alternatives and nexus study -Discuss with Bayside
c. Contract with consultant
d. Consultant work
e. Review internal staff/Bayside/stakeholders
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Filename: Walkerlmplementation 02-09-10 AttachmentA Plan 2/8/2070
ATTACHMENT A
g. CEQA analysis of Nexus study
h. Planning Commission (?) Council approval
23 Explore assessments for additional financing. - HED
4 a.
- - - ~ - .
._
Review parking operations staffing
._
_.,-~,
FIN
a. Complete organizational review.
b. Complete desk audit
c. Develop recommended changes
d. Implement Changes
25 Review revenue control, cashiering, and nightly closeout procedures. FIN
a. Complete Audit
b. Implement Changes
26 Review facility maintenance program. FIN, CMD
a.
27 Review customer service standards. FIN, PCD
a. develop baseline
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Filename: Walkerlmplementation 02-09-30 AttachmentAPlan 2/8/2010