SR-09-11-2012-4ACity Council Meeting: September 11, 2012
Agenda Item: 4_A
To: Mayor and City Council
From: Andy Agle, Director of Housing and Economic Development
Subject: Downtown Parking In -Lieu Fee Program Study Session
Recommended Action
Staff recommends that the City Council review and provide direction on issues relating
to modifications to the Downtown Parking In -Lieu Fee Program, including direction on
the policy issues and trade -offs identified in the report.
Executive Summary
At its June 14, 2011 meeting, Council authorized an agreement with the consulting team
of Nelson \Nygaard and AECOM to study the existing Parking In -Lieu Fee Program in
downtown Santa Monica and to provide recommendations for its possible extension and
expansion. This study session is intended to provide the City Council with an
opportunity to discuss the findings and recommendations presented in the
Nelson \Nygaard and AECOM study of the parking in -lieu fee program. Key policy
issues for Council's consideration are also provided in this report. Based on Council's
direction, staff would return with an ordinance to modify the program accordingly.
Background
The existing Downtown Parking In -Lieu Fee (also called the "Parking Developer Fee
Program ") was established in 1986 as an incentive to encourage property owners to rely
upon public parking and support a longstanding "park once" approach within Downtown
Santa Monica. Under the Parking Developer Fee Program, developers within the
Bayside District (the area bounded by Second Court to the west, Fourth Court to the
east, Broadway to the south, and Wilshire Boulevard to the north) may choose to pay a
fee in lieu of providing required parking onsite. The annual fee, which expires on
June 30, 2016, is $1.50 per square foot of building area added after 1986 for which
parking is not provided. To date, the City collects approximately $600,000 annually
from a total of 44 parcels. Through FY 2011 -12, the fund had an accumulated balance
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of approximately $7.0 million which is being applied toward the reconstruction of
Parking Structure No. 6. The formula, fee amount and applicable area of the Parking
Developer Fee Program have remained unchanged since 1986.
The Walker Parking Study approved by Council on September 8, 2009, evaluated
parking operations in Downtown and made a number of recommendations to help the
City better manage its parking resources. In particular, the study emphasized that while
the Parking Developer Fee has been important to furthering the City's "park once" policy
and generating funds to construct new parking, the fee of $1.50 per square foot is
insufficient to finance the current costs of new parking spaces which has been
estimated between $30,000 and $54,000 per space. The Walker Parking Study reported
that if, on average, one parking space is required for each 333 square feet of building
area, then the existing in -lieu fee provides from $5,000 to $6,000 of financing revenue
toward the construction of a parking space.
On June 14, 2011, Council authorized an agreement with the consulting team of
Nelson \Nygaard and AECOM to review Downtown Santa Monica's existing Parking In-
Lieu Fee Program and provide recommendations for its possible extension and
expansion. The goals of the updated in -lieu fee program include creating a fund that
would accumulate sufficient revenue to construct additional public parking, as well as
update the program to address current and future parking and circulation dynamics in
downtown Santa Monica.
Discussion
A team comprised of City staff, Nelson \Nygaard and AECOM initiated the study by
interviewing a variety of Downtown stakeholders, including developers, architects, and
property owners with properties located in the Downtown district.
Based on the input received, analysis of comparable parking districts in other
communities, a financial analysis, and a reasonable relationship analysis, the
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consultants prepared a draft report (Attachment A) with the following specific
recommendations:
1. Voluntary Parking In -Lieu Fee - The proposed in -lieu fee would be a voluntary
fee for those developments that choose not to provide code - required parking
onsite.
2. Fee Structure Based on Parking Spaces - Instead of being based on the
amount of square footage in the development for which parking is not
provided, as is the current fee, the new parking in -lieu fee would be calculated
on the number of code - required parking spaces that were not provided onsite.
Santa Monica's parking code calculates the required number of parking
spaces based on use.
3. Fee Amount - Nelson \Nygaard and AECOM's financial and economic analysis
recommends that the initial fee level be set at $20,000 per space for all land
uses or projects within the proposed district. The fee would adjust annually
based on a construction cost index so that the fee would not decline in value
over time.
4. Payment Options - Payment options could be a one -time upfront payment or
a 4 -year installment option.
5. Boundaries — The boundaries for the new proposed parking in -lieu fee
program would be expanded in order to cover the LUCE Downtown District
(approximately Ocean Avenue to Lincoln Boulevard, Wilshire Boulevard to the
Santa Monica Freeway).
6. Change of Use — The proposed parking in -lieu fee could be applied to all
projects within the proposed district that represent a change in use, including
additions or renovations.
7. Percent of Required Parking_— The stakeholders interviewed indicated that
developers will consider market demand in determining how many of the
required parking spaces should be provided on -site and that the number of
required parking spaces that can be satisfied by payment of an in -lieu fee
should be left to the developer. Staff and the consultant recommend that
within the existing Downtown parking district where shared public parking
resources already exist and where the program has operated for decades,
development continue to have the option to pay up to 100 percent of required
parking through in -lieu fees. For the remainder of the Downtown where there
are few public parking resources, staff recommends that development be
allowed to satisfy no more than 40 percent of required parking through the in-
lieu fee, unless otherwise approved by discretionary review. New parking
standards would be implemented as part of the Downtown Specific Plan, but
until then, current parking standards would apply.
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8. Relationship to Existing Parking Developer Fee — The existing Bayside
District Parking In -Lieu Fee Program remains in effect until June 30, 2016 and
any additional square footage added within the boundaries without the
required parking would continue to pay the current $1.50 per square foot fee.
The study recommends that new development within the existing district pay
the existing fee through 2016 and receive a credit against the amount of the
new fee upon adoption. Such a blended approach will ensure that the total
amount paid is consistent within the entire Downtown District.
9. Program Utilization — The report includes a development forecast and
projects a participation rate based upon the history of new development that
has occurred since 1999 within the expanded Downtown Santa Monica
boundaries, and the participation rate for the existing parking in -lieu fee
program during the same timeframe. The analysis in the report includes a
projection that a $20,000 per parking space in -lieu fee would result in the
program being utilized by 65 percent of eligible development projects during
the next 30 years. It is projected that these projects will utilize the parking in-
lieu fee to satisfy a portion of the on -site parking requirement.
10.Allocation of the Proposed Parking In -Lieu Fee Program Revenue —
Nelson \Nygaard and AECOM analyzed the reasonable relationship between
the proposed parking in -lieu fee and recommended uses of the fee. The
study recommended that the fees be allocated clearly for uses that increase
the supply or reduce the demand for public parking.
Policy and Issue Considerations
The following are considerations the Council may wish to consider as part of this
discussion.
Downtown Specific Plan Update and Implementation Timing - Should a new
Downtown Parking In Lieu Fee be adopted in advance of completion of the Downtown
Specific Plan and the Zoning Ordinance Update?
The Planning and Community Development Department is working on the Downtown
Specific Plan (DSP) and the Zoning Ordinance Update. The DSP will establish and
translate the City's integrated land use and transportation policy into detailed standards
and guidelines to give shape to urban design, transportation, open space, infrastructure
and economic policy. One of the goals of the DSP is to analyze parking and circulation
to ensure an adequate amount of parking in the expanded LUCE boundaries,
particularly in the area located between 5th Street, Lincoln Boulevard, Wilshire
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Boulevard, and the Santa Monica Freeway. In particular, the DSP will help to address
some of the parking goals and policies identified in the LUCE including Goal T26 (p.
4.0 -72) "Use parking policies to achieve housing affordability, congestion management
and air quality goals." In addition to encouraging the construction of public parking as a
community benefit, the proposed policies include the potential to allow developers to
meet their minimum parking requirements via shared parking between uses, payment of
an in -lieu fee, .or off -site parking within reasonable walking distance. The revised
parking parameters are in the process of being defined. Currently developers must
comply with the existing Municipal Code and City of Santa Monica Zoning Ordinance.
The DSP and the Zoning Ordinance Update are expected to be completed in 2013.
While Council could wait to adopt the proposed parking in -lieu fee program until after
the DSP is adopted in 2013, approving a new parking in -lieu fee, at this time, in
advance of approval of the DSP, would not interfere with Council's decision about what
parking standards to adopt. In fact, Council approval of a new parking in -lieu fee at this
time would help support the DSP and would provide clear information to the
development community about potential development options. It would also ensure that
the increased in -lieu fees will be collected while the DSP is being completed.
Fee Amount - Is the $20,000 Parking In -Lieu Fee Amount Appropriate?
The City's reconstruction costs for Parking Structure No. 6 (PS 6) for subterranean
parking is $53,775 per space. The City's cost to develop an above -grade space is
$31,603. This is consistent with the findings of an independent study commissioned by
Downtown Santa Monica Inc. (DTSM). That report, presented to DTSM on June 28,
2012, identified the cost to construct a subterranean parking space at approximately
$50,000 and an above -grade structured space to be $35,000, not including land costs.
The report recommends that the parking in -lieu fee be set at $20,000 per parking space,
and adjusted annually in accordance with a construction index. The fee of $20,000 is
recommended because it was determined to be an amount that is less than a private
developer's cost to construct either above- or below -grade parking, and thus would be
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an inducement for a developer to participate. Downtown stakeholders indicated that
anything above $20,000 to $30,000 per parking space would be excessive and would
deter participation in the program. However, the $20,000 is far less than the City's cost
to construct new parking, and if the fee is set too low, there is a concern that developers
will rely on it exclusively and the City will be obligated to produce parking without having
a sufficient revenue source.
The concern that the fee may be too low is mitigated by the fact that public parking
spaces in a "park once' setting are very flexible shared - parking resources and typically
have greater parking utilitization than private parking spaces. A public parking space
can serve many users from multiple destinations over the course of the day, whereas
private parking spaces typically serve one or two groups of users. Well managed shared
parking provides an opportunity for greater optimization of spaces and revenues.
Method of Payment - Should the City give developers the ability to pay the fee over
four years?
The report recommends that developers be allowed to pay the parking in -lieu fee either
up- front, with other development fees, or over a four -year time period. Allowing
developers to pay the fee over four years would ease the up -front financial burden on
developers and provide more cash flow to the project. If the City were to allow projects
to pay the in -lieu fee over a four -year time frame, then the first payment could be due
prior to the Certificate of Occupancy being issued and the City could secure the
subsequent payments via bonds, deposits, a form of credit, or a deed of trust. Future
payments could be adjusted for inflation. While this option provides additional flexibility
to developers, it would likely increase the City's administrative costs for managing the
program. An administrative fee could be added to the installment payment plan to
ensure that the City fully recovers its costs.
Use of In -Lieu Fees — Should the in -lieu fees be used only to build parking or should
the fees be used for a broader array of strategies to increase supply or reduce demand?
The report recommends that in -lieu fees be used to support a variety of tools to
increase parking supply and reduce parking demand. Such tools could include building
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new public parking facilities, providing funding for public parking to be built as part of
private development, leasing underutilized private parking spaces (including any
necessary up -front improvements, insurance and liability), providing incentives for
employees to park in peripheral lots, implementing wayfinding and access
enhancements that improve utilization of public parking, and employing a package of
transportation demand management strategies (e.g. pedestrian, bicycle and pedestrian
system improvements, and contributing to carpooling and public transportation passes)
that reduce the demand for parking resources. Given the high cost of building public
parking, such strategies could provide more cost - efficient and effective means to
address parking demand and thereby extend the parking benefits provided by the funds.
Expansion of Boundaries - Should the new boundaries of the parking in -lieu fee
program be expanded to cover the entire Downtown District defined in the LUCE?
The existing Parking District is bounded by Broadway, Second Court, Wilshire
Boulevard, and Fourth Court. The District is a model "park once" district that many
other downtowns have replicated. However, Downtown Santa Monica has grown
beyond the core areas of Second, Third and Fourth Streets. Development that has
occurred and continues to occur outside the original district impacts parking supply and
demand in the area. Expanding the parking district would enable the City to expand its
use of strategies through the Downtown District in order to increase public parking
supply where appropriate and manage it most effectively. It allows the success of the
"park once" district to be expanded throughout Downtown Santa Monica.
Percent of Required Parking - Should the Parking In -Lieu Fee allow developers to
satisfy the on -site parking requirement through payment of Parking In -Lieu Fees up to
100 percent?
The report recommends that developers be given the flexibility to use the new parking
in -lieu fee to satisfy up to 100 percent of a development's parking requirement. The
study reasons that for most developments, the developer will consider market demand
and most likely provide parking on -site in sufficient number to satisfy user demands.
In addition, allowing up to 100 percent of the parking requirement to be satisfied through
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payment of the in -lieu fee would benefit smaller parcels for which it can be difficult to
provide onsite underground parking.
Given that there are few public parking resources outside of the Downtown core, as well
as that new parking standards have not yet been implemented as part of the DSP, staff
and consultants recommend that the percentage of required parking that can be
satisfied by the payment of an in -lieu fee be allocated by area. Within the existing
Downtown parking district where shared public parking resources already exist and
where the program has operated for decades, staff recommends that development
continue to have the option to pay up to '100 percent of required parking through in -lieu
fees. For the remainder of the Downtown where there are few public parking resources,
staff recommends that development be allowed to satisfy no more than 40 percent of
required parking through the in -lieu fee, unless otherwise approved by discretionary
review. This is consistent with other cities studied, where 35 percent to 50 percent of
the parking requirement can be satisfied by an in -lieu fee. When the Downtown Specific
Plan is adopted in 2013, it will recommend updated parking standards, and the
maximum in -lieu amount could be adjusted at that time.
Public Outreach
A key component of the parking in -lieu fee study was a series of stakeholder interviews
designed to gather input on key parking issues in Downtown, including the potential
revision of the parking in -lieu fee program. The stakeholders that were interviewed
included developers, architects, and property owners with properties located in the
Bayside and Downtown Districts. Public presentations of the study recommendations
were also provided at a DTSM, Inc. District Issues subcommittee meeting, a DTSM
board meeting and a Planning Commission meeting. On August 23, 2012, the DTSM
Inc. board recommended that the City delay implementation of the new fee until the
DSP has been adopted, and use of the funds has been more clearly defined. Board
members also expressed concern regarding the efficacy of the use of funds for
purposes other than building new public parking resources. On August 29, 2012, the
Planning Commission held a study session on the proposed Downtown Parking In -Lieu
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Fee Program. The Commission was supportive of the report's recommendations, with
differences of opinion regarding the amount of the in -lieu fee. Some commissioners felt
that the fee could be increased above $20,000 to ensure that the City receives sufficient
funds from the program, others felt that the amount could be lowered in order to
incentivize maximum participation in the "Park Once" program, and some felt that the
$20,000 fee struck an appropriate balance among competing concerns.
Commissioners also recommended that the City develop a transparent program for
expenditure of the funds so that the public, as well as those who pay into the fund,
clearly understand how funds will be used. The Commissioners also supported the
consultant's recommendation to adopt the fee in advance of the completed Downtown
Specific Plan, with the understanding that the DSP would better define a complete
district parking strategy with this component in place.
Financial Impacts & Budget Actions
There is no immediate financial impact associated with the recommendation presented
in this report, as Council is asked to review and provide direction on policy issues
related to the Downtown Parking In -Lieu Fee Program. If Council ultimately approves
the program updates, it would result in higher in -lieu receipts whenever the program is
used.
Prepared by: Erika Cavicante, Senior Development Analyst
Approved:
Forwarded to Council:
Ail kt
Andy Agle, direcbr Rod Gould
Housing and Economic Development City Manager
Attachments:
A. Nelson \Nygaard Downtown Parking In -Lieu Fee Draft Report
B. Downtown Area Map
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DOWNTOWN PARKING IN -LIEU FEE I DRAFT REPORT
City of Santa Monica
Page
ExecutiveSummary .................................................................................... ............................... 1
ExistingConditions ........................................................................................................ ..............................1
StakeholderInput ......................................................................................................... ..............................2
ProposedParking In -lieu Fee Program .................................................................... ..............................2
ParkingIn -lieu Fee Financial Analysis ...................................................................... ..............................4
Expenditureof Parking In -lieu Fee Revenue ........................................................... ..............................5
Reasonablerelationship Study .................................................................................. ..............................6
1 Introduction ...................................................................................... ............................... 1 -1
2
Summary of Existing Conditions ...................................................... ...............................
2 -1
TheEvolving Role of Downtown .............................................................................. ............................2
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ExistingRegulatory Framework in Downtown ...................................................... ............................2
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Parkingin Downtown ................................................................................................. ............................2
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ParkingIn -lieu Fees .................................................................................................... ............................2
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3
Summary of Stakeholder Input ......................................................... ...............................
3 -1
KeyFindings ................................................................................................................ ............................3
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4
Proposed Parking In -lieu Fee program ................................................ ............................4
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Purposeand Need of the Parking In -lieu Fee ...................................................... ............................4
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Typeof Fee ................................................................................................................. ............................4
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FeeAmount .................................................................................................................. ............................4
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FeeAmount Adjustments ........................................................................................... ............................4
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PaymentOptions ........................................................................................................ ............................4
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Expenditureof Fee Revenue .................................................................................... ............................4
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Areaof Applicability ................................................................................................ ............................4
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Changeof Use ............................................................................................................ ............................4
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Durationof Fee ........................................................................................................... ............................4
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Percentof Required Parking .................................................................................... ............................4
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PayerRights and City Obligations ......................................................................... ............................4
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Relationshipto Existing Fee ...................................................................................... ............................4
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5
Parking In -lieu Fee Financial Analysis ............................................. ...............................
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FeeAmount .................................................................................................................. ............................5
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RevenueProjection ..................................................................................................... ............................5
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Summary...................................................................................................................... ............................5
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6
Expenditure of Parking In -lieu Fee Revenue .................................... ...............................
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FlexibleUse of In -lieu Fee Revenue ....................................................................... ............................6
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PotentialExpenditure Categories ........................................................................... ............................6
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7
Reasonable Relationship Study .......................................................... ............................7
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Reasonable Relationship Study Methodology ...................................................... ............................7
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ReasonableRelationship Study Results .................................................................. ............................7
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AppendixA ............................................................. ...............................
AppendixB .............................................................. ...............................
AppendixC .............................................................. ...............................
AppendixD ............................................................. ...............................
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Figure1
In -lieu Fee Expenditure Scenario ............................................................. ..............................8
Figure2
Santa Monica Downtown Districts .......................................................... ............................2
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Figure 3
In -lieu Fee Revenue Collected by Year since 1997- 98 .................... ............................2
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Figure 4
Residual Land Value by Development Program & In -lieu Fee Scenario ....................5
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Figure5
Development Forecast .............................................................................. ............................5
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Figure b
Net Present Value of In -lieu Fee Scenarios .......................................... ............................5
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Figure7
Basic In -lieu Fee Assumptions .................................................................. ............................7
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Figure 8
Projected Vehicle Trip Reduction by TDM Strategy ........................... ............................7
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Figure9
In -lieu Fee Expenditure Scenario ........................................................... ............................7
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DOWNTOWN PARKING IN -LIEU FEE ( DRAFT. REPORT
City of Santa Monica
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The City of Santa Monica's Parking Developer Fee program was established in 1986 as part of the
formation of the Bayside Mall Assessment district in Downtown. The Parking Developer Fee
serves as the City's parking in -lieu fee — a common parking management strategy utilized by
municipalities throughout California — which gives proposed projects or uses the option to pay a
designated fee rather than provide some or all on -site parking spaces required by the zoning code.
The Parking Developer Fee program is set to expire in 2o16, and the City has prioritized
implementation of a restructured parking in -lieu fee program for Downtown Santa Monica.
This report is the culmination of work with City staff and Downtown stakeholders to develop a
new comprehensive parking in -lieu fee program. The report defines the purpose, rationale, and
structure of this new voluntary parking in -lieu fee for Downtown Santa Monica. The report
includes a detailed description of the purpose and need for the fee, how the proposed fee was
calculated, the rationale behind the specific parameters and guidelines of the fee, and the
potential projects and programs to be funded by fee revenues. Finally, the report provides
evidence of the fee's "reasonable relationship" between the fee amount, revenue generated, and
the impacts of development that the proposed use of that revenue is intended to address.
The Downtown District serves as the overall study area for the parking in -lieu fee study, which is
bordered by Wilshire Boulevard on the north, Lincoln Boulevard on the east, the Santa Monica
Freeway and the Civic Center District on the south, and Ocean Avenue and Palisades Park on the
west.
For the purposes of the parking in -lieu fee, the Downtown Mall Assessment District and Parking
Developer Fee are of particular importance. The Parking Developer Fee, also known as the
parking in -lieu fee, was established concurrently with the Mall Assessment District in 1986, for a
period of 30 years. The Parking Developer Fee is applicable to any new development or change of
use within the district boundaries that provides a net increase in square footage and parking
demand.
`Any net increase in the number of parking spaces required by development
of any parcel in the district shall be subject to an additional annual parking
levy equal to $1.5o per square foot of the net increase in gross floor
area...Any development on any parcel in any zone of the district shall be
exemptfrom this additional parking levy to the extent that the level of the
required parking far such development as specified in the Santa Monica
Municipal Code is provided. ",
Ordinance No. 7255 (1986)
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In other words, parcels are "exempted" from the $1.50 per square foot parking fee if all of the
parking spaces required by code are provided. In addition, the current fee includes a provision
that reduces the fee by 50% ($ -75 per square foot) for residential uses. The $1.50 per SF formula
for the Parking Developer Fee has not been revised since its inception in 1986.
Currently, the in -lieu fee program has accumulated a balance of approximately $7 million, with
current annual revenue from the fee totaling roughly $605,00o. Over the years, revenue has been
used to ensure that the area's parking structures are maintained and supply is adequate to meet
the parking demand generated by the Third Street Promenade and the surrounding commercial
district.
A key component of the parking in -lieu fee study was a series of stakeholder interviews designed
to gather input on key parking issues in Downtown, including potential revisions to the parking
in -lieu fee program. Key findings included:
All stakeholders felt that parking challenges exist in Downtown, yet the problem and
solutions were defined in several different ways.
Stakeholders were unanimous in their opinion that the City's numbers for construction
cost per space do not correlate to costs in the private sector.2
No stakeholder voiced direct opposition to the in -lieu fee or its extension /revision.
However, all were quick to point out that if the fee were too high they would rather build
the parking and control the parking as a revenue- producing asset, rather than pay
another high fee.
No stakeholder indicated that they would stop providing parking on -site. Instead, the fee
would allow developers to "right- size" their parking for market demand, providing on -site
parking as dictated by the market and then paying into the fee for the remainder of
required spaces.
Specific guidelines and parameters that will define a new downtown parking in -lieu fee program
are discussed and an initial recommendation is provided for how each particular program feature
should be designed. Summarized below are the key program parameters.
Purpose and Need of the Parking In -lieu Fee
The purpose of the new parking in -lieu fee for Downtown Santa Monica is two -fold. First, the new
in -lieu fee program provides an alternative method for development projects, or new uses within
existing buildings, to meet on -site parking requirements. The purpose of the program is not to
impose an additional "fee" on development, but to provide a voluntary option for projects having
difficulty meeting on -site parking requirements because of site constraints, financial feasibility, or
both. Second, the in-lieu fee program is another method by which the City can support the
transportation policies, projects, and programs called for in the LUCE of the Santa Monica
2 Above -grade parking ($31,603 per space); Below -grade parking ($53,775 per space). Source: City of Santa Monica
Architecture Services Division.
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General Plan to improve public health, economic and community development, equity of access,
and environmental sustainability.
It is important to emphasize that the purpose of the new in -lieu fee is not to generate all of the
revenue required to replace parking on a "one -to -one" basis. Cities that set their fee in this
manner have had little success in generating revenue, as it offers no financial incentive to
developers to participate in the program and pay the in -lieu fee.
Type of Fee
The new in -lieu fee shall be strictly voluntary in nature. A developer shall only pay the fee if they
choose not to provide all or a portion of the required parking spaces on -site. The new in -lieu fee
shall be a per parking space fee.
Fee Amount
It is recommended that the initial parking in -lieu fee level be set at $20,000 per space. This
would be a "universal' fee amount and would be consistently applied regardless of land use or
project location within the proposed district. In other words, the new fee would not offer any
discounts for certain land uses (i.e. residential).
Fee Amount Adjustments
The new parking in -lieu fee shall be linked to a construction cost index and adjusted
automatically on an annual basis.
Payment Options
It is recommended that the City allow the developer to choose between one of two payment
options: an upfront, one -time payment or a 4 -year equal installment plan. This would provide
additional flexibility to developers, but potentially increase administrative costs for the City,
which could be covered by the revenue generated.
Area of Applicability
The boundaries for the new parking in -lieu fee program shall be coterminous with the LUCE
Downtown District. All new development (regardless of land use or project type) within the
proposed boundaries would be eligible to utilize the parking in -lieu fee program.
Change of Use
All changes of use within the proposed district (including additions or renovations) shall be
eligible for the parking in -lieu fee.
Duration of Fee
The new in -lieu fee shall have no time limit and shall remain in perpetuity. If needed, the
provisions and parameters of the fee program can be adjusted or revised via subsequent zoning
code amendments, subject to City Council approval.
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Percent of Required Parking
Stakeholders clearly indicate that the market requires, especially for office uses, the provision of
parking on -site in almost all cases. The parking in -lieu fee would be primarily used to "right- size"
a development's parking for market demand, providing on -site parking as dictated by the market
and then paying into the fee for the remainder of required spaces. Therefore, up to i00% of the
parking requirement for new development, additions, renovations, or change of use may be
satisfied by the payment of in -lieu fees.
Payer Rights and City Obligations
The City of Santa Monica should include in the ordinance that establishes the new parking in -lieu
fee certain provisions designed to clarify expectations around the program while ensuring that the
City has the flexibility to implement and manage the program in the most effective manner
possible.
Relationship to Existing Fee
It is recommended that the City keep the fee at $1.50 per square foot for new development or
change of use within the existing district boundaries. In addition, new development within this
district would pay a portion of the new fee amount equal to the difference between the old and
new fee.
Any new development or change of use within the new proposed in -lieu fee district, but not within
the existing assessment district, would be subject to the conditions of the new fee. Beginning in
2016, any new development or change of use within the Downtown district would be subject to
the parameters of the new parking in -lieu fee.
r
Ir
To determine the level of the fee amount an economic and financial analysis was performed as
part of this study. This analysis also projected the in -lieu fee revenue to be generated over the life
of the program based on two potential payment methods. The methodology for determining the
parking in -lieu fee is a key component in establishing a "reasonable relationship" between the fee
amount, revenue generated, and the impacts of development that the proposed use of that
revenue is intended to address. More specifically, the methodology demonstrates that the in -lieu
fee was not arbitrarily based, but rather calculated on two key factors: the estimated per space
cost of constructing private parking under the specific development conditions in Downtown
Santa Monica; and the ability of the fee (determined by comparing residual land value to market
prices of land on a per square foot basis) to offer development and financial flexibility to
developers.
The consultant team structured financial testing to examine the feasibility of two in -lieu fee levels:
$2o,000 per parking space and $30,000 per parking space. These two fee levels were chosen
primarily based on input from key stakeholders regarding the private costs to develop parking. At
$20,000 per space, costs would be slightly below the typical private sector cost of providing a
subterranean space, thereby offering both cost savings and project flexibility to developers. The
$30,000 per space cost is slightly above the typical private sector per space cost, thereby still
offering project flexibility, but not necessarily a financial incentive to developers. By testing at
these two levels, the analysis would capture a range of parking costs and development scenarios.
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Based on the financial analysis, an in -lieu fee of $20,000 per parking space, indexed to future
construction costs so that the fee does not decline in value over time, would offer the best option
for the City and developers. At this fee amount level, it is estimated that the fee program, over 30
years3, would generate approximately $36.1 million under an upfront, one -time fee payment and
$34.6 million with an installment plan.
Finally, utilization of the in -lieu fee program, and, therefore, the City's responsibility to supply
off -site public parking, is expected to decline as the cost to participate in the in -lieu fee program
increases. Consequently, under the $20,000 per space fee, program utilization was estimated to
be at 65 %, resulting in the in -lieu fee substituting for 2,76o parking spaces over the next 30 years.
l ! '
It is recommended that the new in -lieu fee program allow for as flexible use of revenue as
possible. Outlined below are the potential expenditure categories for the proposed parking in -lieu
fee program. Ultimately, the City will need to make a decision about how it allocates its future in-
lieu fee revenue in the context of its overall goals for Downtown, as well as the cost - effectiveness
and feasibility of implementation for each strategy.
#1: Expand public parking supply through construction of new
facilities.
The construction of new parking will remain a key component of any new parking in -lieu fee
program in Downtown Santa Monica. The value of such a strategy is clear — additional public
supply that can be shared among many different uses maximizes the value of each space. Shared
parking also allows for fewer, strategically placed lots and structures, resulting in better urban
design and greater redevelopment opportunities. Moving forward, the City should evaluate how
in -lieu fee revenue can be used to build additional supply, and prioritize areas of Downtown that
do not have immediate access to the existing public supply such as opportunity sites along the
Downtown borders.
#2: Expand public parking supply by leasing existing and
available spaces from willing private property owners.
The leasing of existing parking spaces offers amore expedient and cost - effective way to expand
the public supply. In-lieu fee revenue could be used to cover per space leasing costs, any necessary
up -front improvements (restriping or lot reconfiguration, signage and wayfinding, payment
infrastructure, or data collection), insurance and liability, and ongoing operations and
maintenance. The City would cover the costs of operating facilities, and would receive any future
revenue that the spaces generate.
Some property owners may be hesitant to lease their spaces, but it is believed that most owners
would quickly recognize that such an arrangement would allow them to maximize revenue from
their underutilized parking assets.
u For purposes of this analysis, a 30 -year time horizon was used to forecast new development and associated in -lieu fee
program revenues. The new in -lieu fee program is recommended to be continued In perpetuity.
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#3: Reduce the number of parking spaces to be accommodated
by financing projects and programs that reduce vehicle trips.
The third category for expenditure of in -lieu fee revenue would be to fund transportation demand
management (TDM) projects and programs in Downtown. In short, a portion of future in -lieu
revenue could potentially be utilized to support and expand the City s efforts to reduce vehicle
trips and more efficiently manage parking. The allocation of in -lieu fee revenue to a narrowly
defined set of TDM projects and programs offers the City a cost - effective way of reducing the need
for additional parking supply, while supporting the City's overall goals for Downtown. Potential
TDM strategies include:
• Parking System Improvements
• Bicycle System Improvements
• Pedestrian System Improvements
• Allocation of revenue to a potential future TMA to fund: subsidized transit passes,
carpooling /ridesharing, and telecommuting /alternative work schedules.
The primary goal of the reasonable relationship study is to demonstrate the evidence of the
parking in -lieu fee's "reasonable relationship" between the fee amount, revenue generated, and
the impacts of development that the proposed use of that revenue is intended to address. The
reasonable relationship of the parking in -lieu fee is demonstrated in two primary ways:
r. The proposed in -lieu fee amount is not arbitrary, but is justified through an analysis that
correlates directly to per space parking construction costs, but also demonstrates how the
fee can support ongoing project development and financial feasibility.
z. The expenditure of parking in -lieu fee revenue can result in an equivalent amount of
parking spaces as the number of spaces foregone by use of the in -lieu fee. These spaces
can be accommodated through either an expansion of public supply (construction or
leasing) or with strategies that reduce vehicle trips.
To demonstrate the equivalence between the number of spaces foregone by an in -lieu fee and how
expenditure of in -lieu fee revenue can accommodate those spaces, the consultant team developed
a methodology by which to equate expenditure of fee revenue. It is important to emphasize that
because many decisions have yet to be made about the use of in -lieu fee revenue, the
methodology simply demonstrates how equivalence can be accommodated via a combination of
Parking construction, leasing of spaces, and the funding of TDM strategies. The reasonable
relationship study is not intended to prescribe precisely how in -lieu fee revenue should be spent.
Once again, that will depend on future policy decisions to be made by the City. To facilitate this
analysis a number of assumptions regarding model inputs have been made, which are
documented to the greatest extent possible.
More specifically, the methodology outlined below utilizes a sample scenario for how parking in-
lieu fee could be expended. The analysis proposes a package of strategies for the City, documents
the projected costs for each potential strategy, estimates potential revenue, and distributes in -lieu
fee revenue to fund those strategies on a revenue neutral basis. The end result of this exercise is a
demonstration of equivalence, as well as a comparison of each strategy based on the total daily
cost per vehicle trip.
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Figure 1 summarizes the results of the reasonable relationship study, yet it is important to
emphasize that it represents a "snapshot" of the in -lieu fee program taken a er 30 years. In
reality, the number of parking spaces that must be accommodated via the in -lieu fee would vary
from year to year, as well as the amount of revenue from the program. In practice, the City will
also likely not need to build or lease parking, or implement a TDM strategy immediately — it may
take some time before new spaces or TDM measures are needed. It is most productive to look at
the program after a longer period of time, such as 30 years, and average its performance on an
annual basis.
Figure 1 shows the sample scenario utilized in this analysis. In summary, the 4,246 parking spaces
would be accommodated over 30 years via four different strategies: parking provided on -site
(35 %), build structured parking (16 %), lease private spaces (34 %), and implement a TDM package
(15 %). Within this scenario, three key findings are worth highlighting:
1. Parking equivalence can be achieved. Based on the sample scenario provided, the
number of parking spaces foregone by the in -lieu fee can be accommodated through new
construction, leasing, or TDM programs that reduce demand for parking spaces.
2. Building new parking facilities is very expensive, while other strategies
appear to be more cost - effective. To compare the cost - effectiveness of each potential
strategy, the metric of "total cost per vehicle trip per day" was utilized. Based on this
analysis, leasing and TDM programs are far more cost - effective. This is largely because
new parking facilities are very expensive to build, operate, and maintain ($3.76 per
vehicle trip per day). In fact, leasing is about 46% of the cost per vehicle trip ($1.72) when
compared to building parking, while a TDM package ($.61) is about 15% of the costs to
construct parking.
3. A "revenue neutral' in -lieu fee program is possible. It is estimated that the in-
lieu fee program will generate approximately $1.152 million per year for 30 years. Figure
1 demonstrates one possible distribution of revenue. In this scenario, $58o,6o8 (or 50%
of annual in -lieu fee revenue) would go to the construction of parking; $57,600 would go
to leasing of parking (5 %); and the remainder of the in -lieu fee revenue would be used to
cover the projected costs of the TDM package (44 %), estimated to be approximately
$513792 per year. Based on this sample scenario, it is estimated that this combination of
strategies would allow the City to achieve parking equivalence in a revenue neutral
manner.
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Figure 1 In4ieu Fee Expenditure Scenario
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L 1'
The City of Santa Monica's Parking Developer Fee program was established in 1986 as part of the
formation of the Bayside Mall Assessment district in Downtown. The Parking Developer Fee
serves as the City's parking in -lieu fee — a common parking management strategy utilized by
municipalities throughout California — which gives proposed projects or uses the option to pay a
designated fee rather than provide some or all on -site parking spaces required by the zoning code.
The Parking Developer Fee program is set to expire in 2o16, and the City has prioritized
implementation of a restructured parking in -lieu fee program for Downtown Santa Monica."
This report is the culmination of work with City staff and Downtown stakeholders to develop a
comprehensive parking in -lieu fee program that meets the City's transportation goals, while also
offering a supportive regulatory environment for developers. The proposed parking in -lieu fee
program seeks to facilitate continued economic vitality in Santa Monica while recognizing that
flexible parking regulations can enhance project feasibility and profitability, as well as enable the
City to finance additional parking and mobility improvements.
The report defines the purpose, rationale, and structure of this new voluntary parking in -lieu fee
for Downtown Santa Monica. The report includes a detailed description of the purpose and need
for the fee, how the proposed fee was calculated, the rationale behind the specific parameters and
guidelines of the fee, and the potential projects and programs to be funded by fee revenues. The
report provides evidence of the fee's "reasonable relationship" between the fee amount, revenue
generated, and proposed use of that revenue. Outlined below are the specific components of this
report:
Chapter 2 summarizes existing conditions within Downtown Santa Monica, with particular
attention paid to existing parking facilities and the existing in -lieu fee program.
Chapter 3 summarizes stakeholder input regarding parking in Downtown and highlights
feedback regarding specific in -lieu fee program parameters.
Chapter 4 outlines the proposed parameters and features for the new in -lieu fee program,
including a discussion of various program options and initial recommendations to the City.
Chapter g discusses the economic analysis performed as part of this effort. It includes a detailed
description of the approach, methodology, and assumptions used to determine the proposed fee
amount. Finally, this chapter summarizes the projected in -lieu fee revenue to be generated over
the life of the program.
Chapter 6 emphasizes a policy of "flexibility" in regards to how in -lieu fee revenue is spent and
offers a set of potential expenditures for future parking in -lieu fee revenue.
Chapter 7 summarizes the reasonable relationship study performed as part of this analysis and
provides a "sample" scenario for how in -lieu fee revenue could be spent in a manner that
accommodates an equivalent number of parking spaces as those foregone via an in -lieu fee.
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11A 1A
This chapter summarizes the existing conditions analysis performed as part of the initial stages of
this project. It is not the intent of this report to revisit the detailed analyses from that task, but
rather to synthesize the most relevant findings, particularly as they relate to the future parking in-
lieu fee program. For more detailed information, it is recommended that stakeholders review the
full Existing Conditions memorandum, included at the end of this report.
THE EVOLVING ROLE F DOWNTOWN
Downtown Santa Monica is a regional attraction that is well -known for its proximity to the beach
and recreational opportunities. It is also home to a variety of residential, commercial, civic, and
institutional land uses that serve a diverse community of residents and businesses. The City's
long -term vision for the Downtown area seeks to complement and supplement the area's existing
assets. It calls for a diverse, vibrant, and sustainable Downtown that prioritizes mixed -use
development to complement and support the area's retail character and help reduce and shorten
vehicle trips. Furthermore, the City is striving for a future Downtown transportation network that
seeks to better accommodate multiple modes and optimize travel for motorists, transit users,
pedestrians, and bicyclists.
A number of plans, policies, and regulatory mechanisms have been established to help the City
achieve its short- and long -term vision for Downtown. These include:
Land Use and Circulation Element (LUCE): The City of Santa Monica adopted a
newly revised and updated LUCE in July 2oio. One of the primary principles of the LUCE
is to manage Santa Monica's transportation network in an integrated manner to reduce
congestion, reliance on the automobile, and the number of vehicle trips. More
specifically, the LUCE establishes a particular goal of "No Net New Evening Peak Period
Vehicle Trips." The achievement of this goal will help enable the City to meet its emission
reduction targets.
In practice, meeting the transportation goals set out by the LUCE will require upgrades to
all aspects of the transportation system, including parking management. In general, the
LUCE articulates a guiding principle for parking management that emphasizes efficiency
and finding the "right" amount of parking so that it can function optimally and support
larger sustainability goals. Given the high costs of additional parking construction, the
promotion of shared parking will be a key outcome of Santa Monica's parking
management efforts.
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Transportation Demand Management (TDM): Since the early 19gos, Santa
Monica has implemented a Transportation Management Ordinance (TMO)4 which
promotes "ridesharing and other transportation demand management strategies to
reduce peals hour commute trips. Employers comply by encouraging walking, carpooling,
vanpooling, biking, use of public transit, compressed work schedules, telecommuting, and
other non- polluting forms of transit. "5 The TMO sets varied requirements based on the
size of employer, requiring employers to submit plans for how employees reduce trips
and emissions.
In addition to the TMO, the City is implementing a variety of bicycle and pedestrian
facilities and systems in the downtown to support the area's aggressive TDM goals and
the LUCE principal of "No Net New PM Peak Period Trips." Recent improvements
include a frill- service Bike Center, new on- street bicycle facilities, and enhanced
pedestrian connections and wayfinding.
Downtown Specific Plan (DSP) and Zoning Code: To help implement many of the
LUCE goals for Downtown, the City is in the initial stages of drafting a new DSP. While
the details of the DSP have yet to be developed, the plan ultimately seeks to support and
complement the goals and policies of the LUCE. One likely focal point for the DSP will be
the proposal for a coordinated parking strategy that builds on existing programs. This
parking strategy will likely emphasize efficient management of spaces based on demand
and pricing, as well as the flexibility offered by shared parking.
Finally, it is important to note that the parking in -lieu fee study and its analysis,
especially the financial analysis and revenue projections, are based on the existing
parking requirements in the City's zoning code. The City is about to begin a citywide
planning process to reevaluate the existing provisions of the parking code. Future
revisions to the parking code, particularly to the minimum parking requirements, will
likely impact the amount of parking required in Downtown and potentially the degree to
which the parking in -lieu fee is utilized. Program parameters and components to the
parking in -lieu fee proposed as part of this study may need to be further evaluated as
revisions to the zoning code are evaluated.
The Downtown District serves as the overall study area for the parking in -lieu fee study. As
illustrated in Figure 2, the Downtown District, as defined by the LUCE, is bordered by Wilshire
Boulevard on the north, Lincoln Boulevard on the east, the Santa Monica Freeway and the Civic
Center District on the south, and Ocean Avenue and Palisades Park on the west. Within the
Downtown District there are a number of other smaller districts. These districts overlap
substantially, yet all play a distinct and crucial role in the management and operation of the
greater Downtown area.
For the purposes of the parking in -lieu fee, the Downtown Mall Assessment District and Parking
Developer Fee are of particular importance. The Mall Assessment District was established in
August 1986 and expires in 2o16. The purpose of this property-based assessment district was to
enable the City to secure the 3o -year bond financing to pay for the public improvements
recommended in the Mall Specific Plan. An annual levy is charged to each parcel in the district
Ordinance No. 1604
s http: / /www.smgov. net /Departments/ Transportation / transportation - management- content.aspx ?id =22631
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based on the gross floor area of existing improvements and the degree of benefit assigned to that
parcel from the improvements made. These public improvements transformed what was formerly
known as the Santa Monica Mall or "The Old Mall" into the Third Street Promenade and the
surrounding Bayside District.
The Parking Developer Fee, also known as the parking in -lieu fee, was established concurrently
with the Mall Assessment District in 1986, also for a period of 30 years. This fee levies $1.50
annually for each new square foot of building space in the District added after 1986 for which
parking is not provided. In other words, parcels are "exempted" from the $1.50 per square foot
parking in -lieu fee if all of the parking spaces required by code are provided. In addition, the
current fee includes a provision that reduces the in -lieu fee by 50% ($.75 per square foot) for
residential uses.
The other districts shown in Figure 2 are outlined below. These districts are shown for
informational purposes and were not analyzed in detail as part of this study. No changes or
revisions to these districts are proposed as part of this study.
Bayside and Downtown Mall Operations & Maintenance District
• Central Business District
• Downtown Santa Monica Property Based Assessment District (PBAD)
LUCE Civic Center District
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DOWNTOWN PARKING IN -LIEU FEE I DRAFT REPORT
City of Santa Monica
Off - street, Public
There are a substantial number of public off- street parking facilities within the Downtown
District. These include the ten City -owned parking structures (PS r through 9, the Civic Center
parking, and the Library parking facility). In total, there are approximately 5,741 off - street public
parking spaces within the immediate Downtown area. The vast majority of these existing facilities
are located to the west of 4th Street, with the Library lot at 6th Street the only parking facility on
the eastern edge of Downtown.
Moving forward, the City is currently evaluating several development projects related to parking,
all of which have the potential to change supply and affect how parking is managed in the future.
These include:
• The City has begun construction to rebuild Parking Structure 6 as a 750- space garage (for
a gain of Oro spaces), and is considering demolition of Parking Structure 3 to be replaced
by a movie theater (for a loss of 339 spaces).
• A City -owned parcel at 5th Street and Arizona Avenue is under consideration to be
replaced by mixed -use development with subterranean parking that will include public
parking, including the proposed replacement of the 339 parking spaces in Parking
Structure 3.
Off-street, Private
Within the Downtown area there is a substantial supply of off - street parking spaces owned and
operated by private entities. These facilities include residential, retail, or commercial
establishments. The presence of private off - street facilities is important to note because these
facilities contribute to the overall parking supply and their management can have significant
impacts on the overall efficiency of parking within a given area.
A 2009 parking study, Downtown Parking Program Update, performed by Walker Parking
Consultants found that there were 3,417 private off - street parking spaces within that study's
survey area — Wilshire Boulevard, 6th Street, Colorado Avenue, and 2nd Street.6
On- street
In addition to off - street public and private parking, the overall parking supply also includes on-
street parking spaces. On- street parking spaces are typically the most visible, convenient, and,
therefore, the most sought after of a city's parking supply. Inmost cases, however, on- street
supply is often a fraction of the off- street supply.
The Walker Parking Study includes a detailed inventory of on- street parking within that study's
survey area. In total, there was an inventory of 582 on- street parking spaces, representing
approximately 5% of that survey's total inventory. The findings from this parking study indicate
that while on- street spaces within Downtown do play a crucial role, there are far more parking
spaces in off- street facilities.
6 Walker Parking Consultants, Downtown Parking Program Update — City of Santa Monica. July 2009.
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r:
An in -lieu parking fee gives developers the voluntary option to pay a fee "in- lieu" of providing a
portion of the number of parking spaces ordinarily required by a city's zoning ordinance. The
purpose of a voluntary in -lieu program is not to impose an additional fee or burden on
development but to provide an alternative for projects having difficulty meeting on -site
requirements.
Voluntary in -lieu parking fee programs have existed for decades at more than a dozen cities in
California, both large and small.? Programs are typically one -time fees, often related to the cost of
constructing public parking, and are intended to help pay for building shared public parking. In
some cities, the use of in -lieu fee revenue has been expanded to fund enhanced "parking
management" and other mobility improvements.
In -lieu parldng fees have many benefits for both cities and developers. Above all, the fees provide
flexibility for developers. If providing all of the parking on -site would be prohibitively expensive
or difficult given a parcel's design characteristics, then developers have the option to pay the fee
instead. In addition, since the fees can be used to pay for parking spaces in public facilities, in -lieu
fees are one of the best mechanisms to facilitate shared parking between uses, thereby
maximizing use of existing parking supply and avoiding decentralized surface lots or garages
which can limit walkability. Finally, an in -lieu fee can be combined with other techniques for
meeting access requirements including the use of shared parking, tandem or valet parking, or
stacked parking to encourage better management of parking spaces provided on- and off -site.
In -lieu fees can also present certain challenges. First, setting the level of the in -lieu fee can be
complicated, requiring a fee that is high enough to generate revenue for completing parking and
mobility projects without being so high that a developer would rather simply build isolated
parking on -site. If the fee is set too high, it could be cost - prohibitive for potential developers and
deter actual development. However, if the fee is set too low, then it will not be able to adequately
fund projects to provide shared parking or enhance mobility. Second, an in -lieu fee is highly
dependent on the overall health of the development market. If no projects are being built, then
there is no chance for payment of in -lieu fees. If a city is seeking to finance new public parking
facilities, in -lieu fees may not be the most stable revenue source.
Santa Monica's Parking Developer Fee
History of Fee
As mentioned above, the history of Santa Monica's Panting Developer Fee goes back to the mid -
198os. The Parking Developer Fee was established concurrently with the Mall Assessment
District, largely to finance the public improvements recommended in the Mall Specific Plan. To
establish and implement the financing plan, the City adopted enabling legislation that allowed the
City to form assessment districts and levy fees to secure bond financing. Subsequently, an
appropriate findings report was completed, which included the specifications for the proposed
Third Street Mall district improvements, the district boundaries, an estimate of costs associated
7 Californian cities with voluntary in -lieu parking fee programs include Berkeley, Beverly Hills, Carmel, Claremont,
Concord, Culver City, Davis, Emeryville, Hermosa Beach, Huntington Beach, Lafayette, Manhattan Beach, Millbrae, Mill
Valley, Mountain View, Palm Springs, Palo Alto, Pasadena, San Francisco, San Luis Obispo, San Rafael, Ventura, Pismo
Beach, Walnut Creek, and Visalia. -
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with the improvements, and the proposed assessment fee and formulas. This report established
the term of the assessment district and fee to be 30 years, set to expire in 2016. The District and
Fee were officially adopted and approved as part of Resolution No. 7286 on August 19, 1986.
How the Fee Works
The Parking Developer Fee is applicable to any new development or change of use within the
district boundaries that provides a net increase in square footage and parking demand.
`Elny net increase in the number of parking spaces required by development
of any parcel in the district shall be subject to an additional annualparking
levy equal to $1.5o per square foot of the net increase in gross floor
area...Any development on any parcel in any zone of the district shall be
exemptfrom this additional parking levy to the extent that the level of the
required parking for such development as specified in the Santa Monica
Municipal Code is provided. "a
In other words, parcels are "exempted" from the $1.50 per square foot parking fee if all of the
parking spaces required by code are provided. In addition, the current fee includes a provision
that reduces the fee by 50% ($.75 per square foot) for residential uses.
The funds collected in the Parking Developer Fee program are used to finance additional parking
and related improvements in the District with the goal of maintaining adequate parking facilities
to accommodate anticipated future growth in the area. The formula for the Parking Developer Fee
has not been revised since its inception in 1986.
While the program goals are the same, it is important to note that Santa Monica's existing parking
developer fee operates quite differently from most parking in -lieu fees. First, the existing fee is
applied on a per square foot basis, while most parking in -lieu fees are applied on a per space basis
(i.e. a specific dollar amount per parking space not provided). Second, the fee is applied annually,
while most in -lieu fee programs require a one -time, upfront payment. Third, the existing fee is
tied to the Downtown Mall Assessment District, with the fee universally applied to all
development and projects being "exempted" if they provide the full amount of required parking.
This structure is essentially the "opposite" of how most parking in -lieu fee programs work, in
which the fee is only applied if the developer chooses not to provide the required parking. Finally,
because the fee is tied to an assessment district it has an expiration date of 30 years, which is not
typical.
These issues will be discussed in greater detail in Chapter 4. In general, the proposed parameters
for the new parking in -lieu fee program will bring Santa Monica's in -lieu fee program in line with
programs in other cities.
Revenue Collected
Currently, the in -lieu fee program has accumulated a balance of approximately $7 million, with
current annual revenue from the fee totaling roughly $605,000.9 Figure 3 summarizes the
amount of revenue collected from the fee since FY 1997-98• In 2011-12, the number of parcels
paying the in -lieu fee had risen to 44 parcels with each parcel paying an average levy of $13,772.
9 Ordinance No. 7255 (1986)
9 Source: City of Santa Monica
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Figure 3 In -lieu Fee Revenue Collected by Year since 1997 -98
Revenue Collected NumberofParcels
$700,000 50
45
$600,000 1 -
40
$500,000 — - —
35
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$200,000 15
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The available Parking Developer Fee funds of roughly $7 million are being applied to the re-
construction of Parking Structure No. 6, which will include approximately 400 more parking
spaces. Moving forward, proceeds from the Parking Developer Fee will continue to be used to
fund additional parking and related improvements in the District consistent with the increased
development.
It is important to note that the in -lieu fee has also had other benefits. First, it has facilitated new
commercial uses to enter the Bayside District more quickly and inexpensively than they
previously could, as it reduced new parking that needed to be built as part of those projects'
approval processes. It has also supported adaptive reuse of existing buildings and a more
pedestrian friendly design. Finally, it has provided additional flexibility to developers, enabling
them to meet parking requirements in an alternative manner.
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A key component of the parking in -lieu fee study was a series of stakeholder interviews designed
to gather input on key parking issues in Downtown, including potential revisions to the parking
in -lieu fee program. The stakeholder interviews tools place on Monday, October 3 and Tuesday,
October 4, 2011. Stakeholders included developers, architects, and property owners with
properties located in the Bayside and LUCE Downtown Districts. In addition, Downtown Santa
Monica, Inc. (DTSM), representing Downtown business and property owners, was also
interviewed. A full summary of these interviews was included in a memorandum to City staff. This
chapter is intended to provide a concise summary of the key themes, opportunities, and
challenges.
General Parking Issues
All stakeholders emphasized that the City needs to address parking and "get it right"
because it is one of the primary issues that will affect Downtown's future vitality. While
all stakeholders felt that parking challenges exist in Downtown, the problem and
solutions were defined in several different ways. On one hand, stakeholders believed that
the primary parking challenge was insufficient supply of parking. By contrast, some
believed that the parking issue was not strictly supply based, but also related to inefficient
management of the existing parking supply.
Stakeholders were unanimous in their opinion that the City s numbers for construction
cost per spacelo do not correlate to costs in the private sector. Stakeholders provided a
range for costs per space. The general consensus, however, was that the hard construction
cost per below -grade space was between $2o,000- 30,000 (not including land). However,
many emphasized that the costs are highly variable and largely dependent on various site
factors.
Parking In -lieu Fee
• No stakeholder voiced direct opposition to the in -lieu fee or its extension /revision. Many
felt that it was a good planning practice that allows for additional design flexibility,
especially with smaller lots.
• A key finding was that developers would continue to provide the parking they believed
would make their project financially feasible and attractive to future tenants. No
stakeholder indicated that they would stop providing parking on -site. Instead, the fee
10 Above -grade parking ($31,603 per space); Below -grade parking ($53,775 per space). Source: City of Santa
Monica Architecture Services Division.
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would allow developers to "right- size" their parking for market demand, providing on -site
parking as dictated by the market and then paying into the fee for the remainder of
required spaces.
• No strong opposition was voiced to raising the fee. Stakeholders understood the need to
have a fee level that could support new parking construction. However, all were quick to
point out that if the fee were too high they would rather build the parking and control the
parking as a revenue- producing asset, rather than pay another high fee.
• There was agreement that the boundaries of the parking in -lieu fee district should be
expanded.
• In general, most stakeholders saw an annual fee as more appropriate and flexible, as the
potential for large upfront costs makes the one -time fee less attractive. Several
stakeholders proffered that the City should provide an option for either one -time or
annual fee payments.
• Most stakeholders believed that any revenue generated by the fund should be allocated
directly to parking: Some felt that this should only include construction of new supply,
while others felt that "parking management" was also an acceptable parking expenditure.
• The use of funds for transportation demand management (TDM) programs was generally
considered a "harder sell." Some felt that it would be more acceptable if there was a firm
commitment from the City that the construction of new parking would be prioritized.
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This chapter details the specific purpose and need for the parking in -lieu fee, as well as the
specific guidelines and parameters that will define a new downtown parking in -lieu fee program
for the City of Santa Monica. Included is a brief discussion of each guideline, as well as an initial
recommendation by the consultant team for how each particular program feature should be
designed. These recommendations will ultimately be formalized as part of new ordinance
language to be adopted by the Santa Monica City Council.
III AZO3.1,14EIR 1_6J 1114 4 111 H
The purpose of the new parking in -lieu fee for Downtown Santa Monica is two -fold. First, the new
in -lieu fee program provides an alternative method for development projects, or new uses within
existing buildings, to meet on -site parking requirements. The purpose of the program is not to
impose an additional "fee" on development, but to provide a voluntary option for projects having
difficulty meeting on -site parking requirements because of site constraints, financial feasibility, or
both.
Second, the in -lieu fee program is another method by which the City can support the
transportation policies, projects, and programs called for in the LUCE of the Santa Monica
General Plan to improve public health, economic and community development, equity of access,
and environmental sustainability. More specifically, a primary goal of the LUCE is to
accommodate modest growth and development and improve access and mobility with no net
increase in vehicle traffic volumes".
One method for meeting this goal is a parking management philosophy that emphasizes shared
parking me delsr2. In brief, because different land uses have different periods of peak demand (i.e.
a bank and a bar) shared parking allows parking spaces to be used by more than one user, thereby
maximizing their value. Shared parking between uses can reduce the amount of required parking
by 4o- 60% �3. Policy T26.7 of the LUCE specifically advocates for the use of parking in -lieu fees as
an additional tool by which the City can reduce parking and vehicle trips through investments in
shared parking and alternative travel modes.
This goal is articulated as part of LUCE Framework Element 3: Pro - Active Congestion Management. Santa Monica
LUCE, Executive Summary, p. 10
14 See LUCE, Chapter 2.6 -
13 Victoria Transport Policy Institute. "Shared Parking: Shared Parking Facilities Among Multiple Users."
http://www.vtpi.org/tdm/tdm89.htm
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It is also important to emphasize that the purpose of the new in -lieu fee is not to generate all of
the revenue required to replace parking on a "one -to -one" basis. Simply setting the in -lieu fee to
the fall costs of construction offers little value. Cities that set their fee in this manner have had
little success in generating revenue, as it offers no financial incentive to developers to participate
in the program and pay the in -lieu fee. By default, therefore, the in -lieu fee will never fully cover
the cost of new parking construction. However, as described in Chapters 6 and 7, the potential list
of fee expenditures do offer a means by which the City can provide the parking spaces substituted
by the in -lieu fee or reduce the need for some of those spaces.
Discussion: The current Parking Developer Fee is applied on a per square foot basis. As
mentioned above, this is largely due to the fee's origins as part of an assessment district.
Furthermore, the fee is tied to the Downtown Mall Assessment District, with the fee universally
applied to all development and projects being "exempted" if they provide the full amount of
required parking. These provisions are unique for parking in -lieu fee programs.
Most parking in -lieu fee programs are structured as strictly voluntary or optional fees with a
developer choosing to pay the fee in -lieu of providing all or some of the parking required by the
zoning code. In addition, most parking in-lieu fee programs are based on a per parking space
basis. By establishing the fee on a per parking space basis, as opposed to on building square
footage, a city can more easily correlate the level of the fee to the construction costs for additional
parking. In addition, a per space fee provides additional clarity for the development process,
which typically evaluates the financial feasibility of providing parking on -site based on a cost per
parking space.
Recommendation: The new in -lieu fee shall be strictly voluntary in nature. A developer,shall
only pay the fee if they choose not to provide all or a portion of the required parking spaces on-
site. The new in -lieu fee shall be a per parking space fee.
Discussion: As mentioned previously, determining the amount for a parking in -lieu fee is
challenging. Many cities simply base their fees on the cost of building public parking and charge
on a "one -for -one" basis to ensure that the fees can fully fund new public parking. However, this
strategy ignores that parking also creates value, either in the form of a significant bundled
amenity for other uses, or in direct revenue derived from parking fees. In other words, if the in-
lieu fee is too high, there is no financial incentive for a developer to not build the required
parking. By contrast, if the in -lieu fee is set too low, the City will receive too little revenue from the
program to finance the construction of new parking, improved parking management strategies, or
other types of improvements that help maximize use of existing parking or reduce the need for
additional parking.
It is also worth noting that the current Parking Developer Fee allows for a 5o% discount for
residential uses. This provision was implemented as a means to further encourage residential
development within the district. While these goals are worthy, other City policies and regulatory
mechanisms offer a more appropriate venue for encouraging or incentivizing residential
development. The in -lieu fee program's primary focus should be on increasing financial and
design flexibility for developers, while generating revenue for the City.
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Recommendation: It is recommended that the initial parking in -lieu fee level be set at $20,000
per space. This would be a "universal" fee amount and would be consistently applied regardless of
land use or project location within the proposed district. In other, words, the new fee would not
offer any discounts for certain land uses (i.e. residential).
For a detailed discussion of the proposed fee amount, how it was determined, and its rationale
please see Chapter 5. The fee amount is based on a methodology that primarily seeks to determine
an amount that is financially attractive to developers and facilitates participation in the program,
while ensuring that the revenue generated can support additional public parking and other City
transportation goals.
Discussion: The current parking developer fee has been set at $1.50 per square foot since 1986
and has not been updated since that time due to limitations in the design of the fee program.
Therefore, as parking construction costs have increased over time, the ability of the fee to finance
various parking activities has declined dramatically. To address this issue, many cities with
parking in -lieu fees have tied the fee to inflation or construction cost indices, thereby ensuring
annual adjustments to the fee to allow it to maintain its "buying" power.
Recommendation: The new parking in -lieu fee shall be linked to a construction cost index and
adjusted automatically on an annual basis. There are a number of construction cost indices
available, such as Engineering News- Rceord14, which may be suitable. It is recommended that the
specific index not be formally articulated in any future ordinance language, but that City staff
reserve the right to determine the index most appropriate for development conditions in Santa
Monica.
42A Up] k,
Discussion: Payment of the in -lieu parking fee can be made in a number of different ways. As
described further in Chapter 5, the financial analysis tested the feasibility of different payment
options �5 and the amount of revenue each would potentially generate. Outlined below is a
summary of the different options.
• Option #1 — One -time payment. Most in -lieu fee programs require an upfront, one -time
payment. This option helps to ensure that the project sponsor is fully responsible for
meeting the parking requirements. This option is also the most straightforward and limits
the City's administrative burden. A large upfront payment, however, presents a more
significant financial burden to developers and may impact project financing. Payments
would be due prior to the certificate of occupancy is issued.
Option #2 — Equal installment plan (over 4 years). A number of cities, such as
Huntington Beach and the City of Beverly Hills, allow project sponsors to pay in -lieu fees
on an equal installment basis, with the first payment due prior to the certificate of
occupancy being issued. The City of Santa Monica could secure subsequent payments via
bonds, deposits, a form of credit, or a deed of trust. In addition, future installments could
t4 httn: / /enr.construction.com /economics/
15 As described in Chapter 5, the financial analysis tested a. one -time payment and an annual payment over 30 years.
The annual payment was determined not to be a viable option. The installment plan was not tested as part of the
financial analysis, but it is anticipated that it would result in similar results as the one -time payment.
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be adjusted to account for inflation. [Note: These provisions are not in the Beverly Hills
Ordinance.]This option provides additional flexibility to developers, but would likely
increase City administrative costs.
Recommendation: It is recommended that the City proceed with both Options #r and #2,
recognizing that it would likely increase the costs to administer the in -lieu fee program. With the
one -time payment, the total in -lieu fee amount would need to be paid prior to a certificate of
occupancy being issued.
With the installment plan, the following parameters are recommended:
• Four equal installments of 25% of the in -lieu parking fees due would be paid to the City
within a four -year period. The first installment shall be due prior to the issuance of the
certificate of occupancy for the structure or, in the case where such fees are due by virtue
of a change or expansion of use which does not require a certificate of occupancy, before
such change or expansion takes place.
• The remaining 25% installments shall be due and payable annually on the anniversary of
the first installment. Interest shall not accrue on any unpaid balance of such fees,
however, the balance shall be adjusted annually to account for inflation. Such adjustment
shall not exceed ro% of the total in -lieu fee payment.
• If any portion of the unpaid balance is paid in advance of its due date, any such
premature payment shall be credited with a discount to the present monetary value of the
payment otherwise due.
• Any portion of the in -lieu parking fees which is not paid prior to the issuance of the
certificate of occupancy or the change or expansion of use shall be adequately secured via
one of the following options: bonds, deposits, an instrument of credit, a note secured by a
deed of trust, or any other City- approved method.
Discussion: The majority of other cities that have parking in -lieu fee programs deposit fee
revenue into a "parking fund," specifically dedicated to the construction of additional public
parking. This use of fee revenue clearly supports the underlying principle of parking in -lieu fees —
to use fee revenue to provide the foregone parking spaces in a publicly accessible pool of shared
parking. Given the high costs of building new parking, however, some cities have begun to explore
how in -lieu fee revenue can be used in a more cost - effective manner to not only provide more
public parking, but also fund projects and programs that can reduce parking demand. In short,
instead of using up to $50,000 to build one parking space, cities have begun to evaluate whether
that money should be used instead to support projects or programs that likewise increase parking
supply more cost - effectively or result in more efficient use of existing parking spaces.
Recommendation: It is recommended that the City, to the greatest extent possible, allow for
flexible expenditures of in -lieu fee revenue. In addition to using the revenue for the construction
of parking facilities, it is recommended that Staff consider allowing fee revenues to be used for
leasing of available private spaces; improved parking management of existing supply; transit,
bike, and pedestrian infrastructure improvements; and transportation demand management
programs.
Chapter 6 provides more detailed recommendations on revenue expenditures.
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Discussion: The current Parking Developer Fee is applied to parcels located within the following
boundaries: tad Street to the west (both sides of the street), e Street to the east (both sides of the
street), Wilshire Boulevard to the north, and Broadway Avenue to the south. These boundaries
were established in 1986, and it is clear that development trends in Downtown have changed
since then. Retail, commercial, and residential development has begun to expand to the east, with
the City exploring the 5 th Street and Arizona Avenue site for a new mixed -use development. In
addition, the Exposition light -rail expansion is planned for the 4th Street and Colorado Avenue
area, likely resulting in additional development to support and complement the station area and
Santa Monica Place on the southern edge of Downtown.
New development will continue to impact parking demand and supply in the area. In order for the
City to effectively manage its parking supply, it will be necessary for all potential strategies to be
made as widely available as possible. Given that the majority of existing public parking supply is
located in the western half of Downtown, the City will need to address deficiencies in public
supply as development emerges in the eastern portion of the district. The parking in -lieu fee
offers mechanisms to develop strategies to both increase supply and manage it more effectively.
Ultimately, by expanding the in -lieu fee district, the City can ensure that new development
supports a vision for Downtown parking management that emphasizes a "shared" parking model.
Recommendation: The boundaries for the new parking in -lieu fee program shall be
coterminous with the Downtown District. All new development (regardless of land use or project
type) within the proposed boundaries would be eligible to utilize the parking in, lieu fee program.
Discussion: Uses on a given parcel are not static, but often turn over. This is particularly true in
retail, entertainment, shopping, and dining districts as consumer preferences change and evolve
over time. For example, a retail space may go out of business and a new restaurant may seek to fill
that vacant space. Based on the parking requirements in Santa Monica, as in most jurisdictions,
going from a retail use to a restaurant use would be increasing the "intensity" of the use.
In many instances, providing additional parking spaces as a result of a change of use proves to be
infeasible either from a financial or site design perspective. Instead of providing new spaces on-
site, parking in -lieu fees offer a potential alternative means by which the parking requirement
could be met. However, it is also important to note that in many cases of change of use, the in -lieu
fees themselves may still present an insurmountable financial burden to the project applicant.
Some jurisdictions have sought to address this problem by exempting changes of use, especially
those below a given square footage, from meeting minimum parking requirements.
Recommendation: All changes of use within the proposed district (including additions or
renovations) shall be eligible for the parking in -lieu fee.
Discussion: The current parking developer fee is set to expire in 2m6 after the 3o -year term for
the Mall Assessment District matures. Once again, this is a unique structure for a parking in -lieu
fee program, as most cities have established their parking in -lieu fees with no sunset date. Even if
an in -lieu fee is established in perpetuity, revisions to the fee program can always be made by
amendments to the zoning ordinance, subject to City Council approval.
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Recommendation: The new in -lieu fee shall have no time limit and shall remain in perpetuity.
If needed, the provisions and parameters of the fee program can be adjusted or revised via
subsequent zoning code amendments, subject to City Council approval.
PERCENT OF REQUIRED PARKING
Discussion: Some cities limit the degree to which required parking can be substituted with a
parking in -lien fee. For example, for a project that exceeds a certain floor area ratio (FAR) within
the downtown district, the City of Hermosa Beach stipulates that a maximum of 75% of the
required parking spaces can be provided via the in -lieu fee. The remainder must be provided on-
site.
In some jurisdictions, these restrictions may be appropriate. In Downtown Santa Monica,
however, the existing framework for a shared parking district, diversity of transportation options,
and increasing mix of uses facilitate reduced parking. Furthermore, stakeholders clearly indicate
that the market requires, especially for office uses, the provision of parking on -site in almost all
cases. The parking in -lieu fee would be primarily used to "right- size" a development's parking for
market demand, providing on -site parking as dictated by the market and then paying into the fee
for the remainder of required spaces. Therefore, the consultant team believes that any provision
which "caps" the amount of parking that can be substituted with the in -lieu fee would restrict the
effectiveness of the proposed parking in -lieu fee, limit flexibility for developers, and undermine
the City's objectiveness of promoting a shared parking district.
The City's current Parking Developer Fee places no such restrictions on how much of the required
parking can be met with the in -lieu fee. Moving forward, the consultant team recommends that
the City continue with this flexibility and allow the parking in -lieu fee to meet as much of the
parking requirement as a project sponsor would like.
Recommendation: Within the proposed in -lieu fee district, up to l00% of the parking
requirement for new development, additions, renovations, or change of use may be satisfied by
the payment of in -lieu fees.
Discussion: Parking in -lieu fees may result in confusion regarding the rights of the payer and
the obligation of the City to those paying the fee. More specifically, by paying the fee a developer
may believe that their project, or future tenants, is guaranteed to a certain amount of future
public parking spaces. Such an expectation or provision undermines the rationale behind in -lieu
fees: to ensure greater availability of public parking and foster a shared parking model. It is
important that the City of Santa Monica clarify the "public" nature of parking and clearly
articulate expectations around use of the fee revenue.
Recommendation: More specifically, the City of Santa Monica should include in the ordinance
that establishes the new parking in -lieu fee the provisions below. These provisions are designed to
clarify expectations around the program while ensuring that the City has the flexibility to
implement and manage the program in the most effective manner possible.
In combination with the spaces provided on -site, payment of the fee shall be considered
full satisfaction of the off- street parking requirement, as determined by Chapter
9.04.10.08 of the Santa Monica Zoning Code.
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• The fee shall be non- refundable and payment of the fee does not carry any other
guarantees, rights, or privileges to the payer.
• Payment of the fee does not represent an obligation of the City to provide parking spaces
through the construction of a new garage or any other particular means.
• Payment of the fee does not represent an obligation of the City to provide Downtown area
parking spaces within any particular proximity to the project for which the payment was
made.
• Payment of the fee does not represent an obligation of the City to make available parking
spaces within any particular amount of time.
Payment of the fee does not entitle the applicant, his /her tenants, or his /her clients to
free use of any public parking spaces.
Payment of the fee does not entitle the applicant, his /her tenants, or his /her clients to
exclusive or private use of any public parking spaces.
Discussion: The current Parking Developer Fee will expire in 2016, and while it is the intent of
the City to implement a new parking in -lieu fee as quickly and as efficiently as possible, the
transition from the `old" fee to the "new" fee does present some unique challenges and a number
of key decision points remain. Outlined below are a number of potential options for how this
transition can be effectively managed.
• Option #1 —Amend the existing fee. Because the existing Parking Developer Fee is linked
to the Mall Assessment District, this option would require amending the existing
assessment district language to meet the proposed parameters of the new in -lieu fee.
From a legal standpoint, this option may prove to be the most difficult, as revisions to the
assessment language would potentially require revisiting property owner approval of the
district.
• Option #2 — Until 2oi6, apply the new fee to all areas in the newly proposed parking in-
lieu fee district, except the Mall Assessment District. More specifically, this option would
keep the existing fee in place until 2o16 and any new development or change of use within
the boundaries of the existing district would pay the current $1.50 per square foot fee.
This fee obligation would expire in 2o16.
However, any new development or change of use within the new proposed in -lieu fee
district, but not within the existing assessment district boundaries, would be subject to
the conditions of the new fee. Beginning in 2o16, the existing district would sunset and,
like the rest of the LUCB Downtown District, be subject to the parameters of the new
parking in -lieu fee.
Clearly, the downside to this option is that any development within the existing district
would be paying significantly below what has been determined to be a reasonable fee
amount and for only a short period of time, resulting in lost revenue to the City.
• Option #3 — Until 2o16, pay the existing fee and a portion of the new fee. Like Option
#2, this option would keep the fee at $1.50 per square foot for new development or
change of use within the existing district boundaries. In addition, new development
within this district would pay a portion of the new fee amount equal to the difference
between the old and new fee.
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Any new development or change of use within the new proposed in -lieu fee district, but
not within the existing assessment district, would be subject to the conditions of the new
fee. Beginning in 2016, any new development or change of use within the Downtown
district would be subject to the parameters of the new panting in -lieu fee.
Recommendation: It is recommended that the City proceed with Option #3.
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This chapter documents the economic and financial analysis performed as part of this study. It
includes a detailed description of the approach, methodology, and assumptions used to determine
the proposed parking in -lieu fee amount. Finally, this chapter summarizes the projected in -lieu
fee revenue to be generated over the life of the program based on two potential payment methods.
The methodology for determining the parking in -lieu fee is a key component in establishing a
"reasonable relationship" between the fee amount, revenue generated, and how that revenue is
utilized. More specifically, the methodology described in this chapter clearly demonstrates that
the in -lieu fee was not arbitrarily based, but rather calculated on two key factors: the estimated
per space cost of constructing private parking under the specific development conditions in
Downtown Santa Monica; and the ability of the fee (determined by comparing residual land value
to market prices of land on a per square foot basis) to offer development and financial flexibility
to developers. In other words, given the voluntary nature of the parking in -lieu fee, it was
purposefully designed to be correlated to private per space parking costs, but in a manner that is
"attractive" to developers and financially beneficial to the City.
FEE AMOUNT
The consultant team used a two -part approach to develop, test, and determine the in -lieu fee
amount. This included developing an understanding of the development environment in
downtown Santa Monica, and generating and refining in -lieu fee options through a pro forma
analysis.
Development Environment
To understand the specific development environment into which the proposed in -lieu fee
program will be implemented, the consultant team first conducted an existing conditions analysis
(described in Chapter 2), which summarized the policy and regulatory framework in Santa
Monica's downtown. The second step was to collect and review development costs and revenues,
current parking requirements, and market supply and demand data for office, retail, residential,
hotel, and industrial uses in downtown Santa Monica and across the city. Finally, the consultant
team conducted stakeholder interviews (described in Chapter 3) to vet findings from the existing
conditions analysis and market research with practitioners, as well as delve deeper into specific
development issues and regulatory requirements impacting successful project completion. The
results of research into the development environment was used to inform the next stage of the
analysis, in -lieu fee scenario generation and testing.
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Fee Scenario Generation and Testing
The consultant team structured financial testing to examine the feasibility of two in -lieu fee levels:
$20,000 per parking space and $30,000 per parking space. These two fee levels were chosen
primarily based on input from key stakeholders regarding the private costs to develop parkingi6.
At $20,000 per space, costs would be slightly below the typical private sector cost of providing a
subterranean space, thereby offering both cost savings and project flexibility to developers. The
$30,000 per space cost is slightly above the typical private sector per space cost, thereby still
offering project flexibility, but not necessarily a financial incentive to developers. By testing at
these two levels, the analysis would capture a range of parking costs and development scenarios.
Each fee level was analyzed for two payment plans: a one -time upfront payment due upon project
completion, and an annual payment over 30 years, discounted to present value at municipal bond
rates17. The results were then compared to a baseline scenario of the existing parking developer
fee of $1.50 per building square foot, including the impact of a 50% residential credit'$, per the
existing program.
The pro forma analyses19 included development for four land uses, structured as vertical mixed -
use: residential over retail, residential over restaurant, office over retail, and hotel. Developments .
were tested on three lot sizes common in Downtown Santa Monica: 7,500 SF, 15,000 SF, and
22,500 SF. In total, five development programs were tested, each with four iterations to examine
the impact of each in -lieu fee scenario and a no -fee scenario on the developer's return and
determination of whether to build the project, for a total of 20 model runs.
The results of each test were quantified as residual land value, which is equivalent to the total
revenue from financing, operations, and sale of the property, less the total costs of the
development program, community benefits, and debt service, over time. The resulting residual
land value (shown on a per square foot basis) indicates the "supportable" land value of the
particular development scenario, which is the price that a developer could pay to purchase land to
start the project.
Supportable land values were then compared to the market prices of land in the study area to
determine which, if any, of the in -lieu fee scenarios result in net gains to project developers.
Residual land values were also compared across alternatives to show the relative impact of each
fee option on different land uses and lot sizes.
Results from the financial feasibility testing (see Figure 4) indicate that:
16 Private costs, as opposed to the City's, were used because it will be the private developer choosing whether or not to
pay the parking in -lieu fee. Stakeholders were clear that parking construction costs are highly variable from project to
project because they are dependent on so many site specific factors site location, type of facility (above or below
ground), water table, number of spaces and efficiencies that could be gained with stackers or valet services, and level
of design and amenities.
17 Subsequent to this financial analysis, the City Attorney's office made a determination that a 30 -year payment plan
could potentially be interpreted as an annual assessment or tax subject to the legal requirements of Proposition 21 B.
The proposed in -lieu fee program, as detailed in Chapter 4, will not include a 30 -year payment option.
An additional payment alternative, discussed in Chapter 4, would allow the developer to pay the in -lieu fee over the
first four years of project operations. However, this scenario was not tested in the financial analysis described in this
chapter, but the financial implications of this alternative are likely to be similar to the one -time upfront payment.
18 The 50% residential credit was a key component of the existing program and was included in the pro forma analysis
only for the scenario which tested the existing $1.50 per SF program. This was done for comparison purposes to
illustrate the residual land value for the existing program. It is anticipated that the new in -lieu fee program will not
include a 50% residential credit.
19 The detailed pro formal have not been included in this report, but have previously been made available to City staff.
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• Small lot developments on 7,500 SF parcels are financially challenged regardless of the
fee scenario; the baseline fee alternative yields marginal land values. Small lots also
present physical design challenges and may limit the feasibility of constructing on -site
parking.
• Development of mixed use office over retail on medium -sized lots of 15,000 SF is
financially feasible under all proposed in -lieu fee options, with the strongest returns
occurring under the $20,000 per space and the baseline fee alternative.
• Development of mixed use residential apartment over retail on medium -sized lots is
financially feasible under all proposed in -lieu fee options, with the highest rates of return
to the developer occurring under the $20,00o per space and the baseline $1.50 per SF
options.
• Hotel development on large lots appears to be financially feasible regardless of fee option,
and is the only scenario under which building all of the parking required by code on -site
appears to be feasible.
Figure 4 Residual Land Value by Development Program & In -lieu Fee Scenario
Based on these results, the analysis reveals that an in -lieu fee of $20,000 per parking space,
indexed to future construction costs so that the fee does not decline in value over time, would
offer the greatest value to developers. This fee option is slightly lower in cost than the actual per
space construction costs paid by developers and much lower than the per space construction costs
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for the City2O. As a result, the in -lieu fee program by itself will not finance the construction of a
parking space, but a fee based on "one -to -one" replacement methodology would likely never get
utilized. Therefore, the City will need to supplement the actual costs if it chooses to build more
parking. At the same time, the $2o,000 per space fee provides developers with the flexibility to
avoid unnecessary or partial underground level parking construction by paying into the in -lieu fee
program. It substantially improves the feasibility of small lot development in Downtown,
although it does not bring such development into positive financial territory.
Feasibility testing of the in -lieu fee at $30,0oo per parking space indicates limited value, as the
benefit of the program's flexibility is offset by higher costs. Small lots in particular may be
impacted by the higher cost. This is because small lots are the parcels most likely to utilize the in-
lieu fee program due to the inefficiency of multi -level subterranean parking garage development.
The $30,000 per space fee reduces the ability of these projects to compete against larger parcel
developments, which can provide a substantial portion of their parking on -site at a cost below
$30,000 per space.
As the cost of the in -lieu fee rises, overall participation in the program is likely to decline,
potentially impacting overall revenue collections by the City. Additionally, developers may be
unwilling to pay a higher fee level because they believe they can build their required parking for
less cost on -site and therefore maintain control of the asset and any future benefits that may
accrue to it.
Development Forecast
To estimate the value of each in -lieu fee scenario, 21 the consultant team reviewed the history of
new development that occurred since 1999 within Downtown Santa Monica, defined by the
boundaries of the LUCE in the General Plan, as well as planned and proposed new development
within the same boundaries. Based on 37 completed construction projects, development velocity
averaged three projects per year, yielding approximately loo new residential units and 20,000 SF
of new commercial product annually. Seven of these new development projects were eligible for
the existing program, of which four (57 %) participated. For these four developments, an average
of 89% of the required parking spaces was accounted for via the in -lieu fee instead of being
provided on -site.
20 Above -grade parking ($37,603 per space); Below -grade parking ($53,775 per space). Source: City of Santa
Monica Architecture Services Division.
21 It is important to emphasize that these are projections based on available data and professional judgment. Actual
revenue generated by the in -lieu fee program may differ.
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Figure 5 Development Forecast
New Projects: 1999 -2011
37
New Projects Eligible for ILF
7
New Projects that Participated in ILF
4
Participation Rate
57%
Parking Stalls Provided In -Lieu
89%
Parking Stalls Provided On -Site
11%
Based on discussions with stakeholders and City staff; a review of market data and economic
trends; site tours; new infrastructure investments such as the Exposition Line; and professional
J udgment, development velocity was forecast to remain relatively constant within Downtown over
the next thirty years. Planned and proposed development projects account for nearly six years of
pending supply, including five to seven years of residential product and nearly ten years of new
commercial product.
Due to the anticipation of the light rail and a residential rental market that has remained strong
even during recent downturn in regional, national, and world economies, the City is experiencing
an exceptional increase in development proposals within the Downtown District. It is unclear if
this trend will be temporary or become the new norm for the foreseeable future. It should be
noted that factors including the surge of development, the area where the majority of projects are
being proposed (east of Fourth Street outside of the current Downtown parking district
boundaries), and other unknown variables may have an effect on the assumed participation rate
projected for this study.
In -lieu Fee Revenue
Total revenues and the net present value (NPV) of each in -lieu fee option were estimated using
the pricing and timing options developed in the financial feasibility analysis, with the additional
inclusion of a four -year installment plan option. Under an installment plan, a developer would
spread the in -lieu fee payment the over the first four years of operation.
Although total revenue provides an estimate of the gross collections under each scenario, NPV is a
better indicator of the relative value of each scenario. NPV is a useful tool for comparing streams
of future dollar flow generated in different years. It reflects the time value of money because the
rational recipient would prefer $too today instead of $too ten years from now. This is because
one can invest the $too received today to generate more than $loo in ten years. The discount rate
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is the rate of return that makes the recipient indifferent between receiving $loo today versus
receiving $loo plus the annual rate of return in future years. In this analysis, all figures are in
constant 2o11 dollars, thereby eliminating the effect of inflation in the calculations. However,
NPV is still appropriate under a constant - dollar /zero- inflation model — future payments are less
valuable than immediate payments due to risk and alternative investment options. As
recommended in Chapter 4, any fee or payment should be indexed to an inflationary metric so
that the fee maintains its value over time.
To develop the revenue projections, the following assumptions were made:
• For purposes of this analysis, a 3o -year time horizon was used to forecast new
development and associated in -lieu fee program revenues. The new in -lieu fee program is
recommended to be continued in perpetuity.
• With the exception of projects excluded by specific City policy, all new development in
downtown Santa Monica would be eligible for the proposed in -lieu fee program.
• 57% of eligible new development would participate in the in -lieu fee program, based on
the participation trend since 1999•
• There were no discounts for residential uses under the $20,000 per space and $30,000
per space options. Under the baseline scenario, a 5o% residential discount was included
in order to maintain consistency with the existing program.
Using these parameters, the NPV of seven program alternatives was calculated, as shown in
Figure 6. The number of parking spaces provided by the in -lieu fee varies by scenario. Under the
Baseline Annual Fee scenario, which is based on the utilization trend (89 %) since 1999 and
includes a 5o% residential cost discount, the City would need to accommodate 3,78o spaces over
the next 30 years. Utilization of the in -lieu fee program, and, therefore, the City's responsibility to
supply off -site public parking, is expected to decline as the cost to participate in the in -lieu fee
program increases. Consequently, under the $20,000 per space fee, program utilization was
estimated to drop to 65 %, resulting in the in -lieu fee substituting for 2,760 parking spaces over
the next 30 years. Under the $3o,000 per space fee, utilization was estimated to decline to 5o %,
resulting in the in -lieu fee substituting for 2,130 parking spaces over the next 30 years.
The results also indicate that one -time, upfront in -lieu fee payments on a per space basis yield
slightly higher value to the City than do installment payments, averaging $38.9 million in NPV
compared to $37.2 million. By contrast, when in -lieu fees are collected upfront as a lump sum
payment, the $30,000 per space scenario yields a net present value of $41.7 million. The $20,000
per space upfront payment scenario yields a net present value of $36.1 million. Despite lower
utilization of the program, the $30,000 per space payment is worth $5.5 million more to the City
than under the $20,000 scenario.
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Figure 6 Net Present Value of In-lieu Fee Scenarios22
SUMMARY
It would be tempting for the City to compare the projected revenue by scenario to select a
program alternative that provides the maximum projected revenue per parking space. However,
the consultant team cautions against this approach. The selection of the most effective parking in-
lieu fee program is far more complex than simply raising sufficient funds for the City to construct
additional parking. The trade -offs that have been considered in recommending a preferred
program include:
A lower in -lieu fee level provides flexibility, especially for small lot development, and
simulates real estate development. A higher in -lieu fee level is less feasible for developers
and setting the in -lieu fee at or near the CiWs current per space construction costs creates
a strong incentive to develop parking on -site and undermines the City's efforts to create a
shared parking district.
Because of the inverse relationship between the in -lieu fee and the number of developers
that will choose to participate in the program, a higher per space fee will not lead to a
proportionally higher value of collected revenue. In fact, at some tipping point, higher in-
lieu fees will lead to lower total revenues.
• For several of the downtown land uses, the existing zoned parking requirement appears
to exceed actual parking demand for new development. By bringing the parking
requirements in line with downtown parking demand, presumably through the ongoing
Downtown Specific Plan process and Zoning Code update, the City maybe able to avoid
over - building parking supply in future decades. The benefits would be more land and air
space devoted to buildings that house people and fewer driveways to interrupt pedestrian
flow resulting in a more vibrant downtown. However, if it were to significantly lower its
parking requirements, the in -lieu fee program would likely no longer be necessary.
Considering all of the above, it is recommended that the new Parking In -Lieu Fee be set at
$20,000 per space. This fee level will offer developers an important tool for maximizing parking
22 All scenarios assume 57% project participation in the program based on historic average of eligible new
development since 1999. The number of spaces provided in -lieu rather than on -site started at the historic average of
eligible new development since 1999 for the baseline annual fee scenario (89 %) and was then reduced for lump sum
payment scenarios based on developer feedback and professional judgment. Baseline annual fee scenario includes 50%
discount on cost for participating residential properties, as per the current in -lieu fee program. Lump Sum Payment
Scenarios do not include a residential discount. "Average" values exclude Baseline annual fee scenario. All values
provided in constant 2011 dollars; future payments have been discounted to net present value at a discount rate of 3 %.
Space counts rounded to nearest "10" and dollar values rounded to nearest $10,000.
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Upfront
Installment
•
Payment
Plan
Baseline Annual Fee
$1.50 PSF
89 %= 3,780
$41,330,000
NIA
NIA
Lump Sum Payment
$20,000 /space
65 %= 2,760
$55,270,000
$36,110,000
$34,560,000
Lump Sum Payment
$30,000 /space
50 %= 2,130
$63,770,000
$41,660,000
$39,880,000
Average (Lump Sum)
NIA
NIA
$59,520,000
$38,890,000
$37,220,000
SUMMARY
It would be tempting for the City to compare the projected revenue by scenario to select a
program alternative that provides the maximum projected revenue per parking space. However,
the consultant team cautions against this approach. The selection of the most effective parking in-
lieu fee program is far more complex than simply raising sufficient funds for the City to construct
additional parking. The trade -offs that have been considered in recommending a preferred
program include:
A lower in -lieu fee level provides flexibility, especially for small lot development, and
simulates real estate development. A higher in -lieu fee level is less feasible for developers
and setting the in -lieu fee at or near the CiWs current per space construction costs creates
a strong incentive to develop parking on -site and undermines the City's efforts to create a
shared parking district.
Because of the inverse relationship between the in -lieu fee and the number of developers
that will choose to participate in the program, a higher per space fee will not lead to a
proportionally higher value of collected revenue. In fact, at some tipping point, higher in-
lieu fees will lead to lower total revenues.
• For several of the downtown land uses, the existing zoned parking requirement appears
to exceed actual parking demand for new development. By bringing the parking
requirements in line with downtown parking demand, presumably through the ongoing
Downtown Specific Plan process and Zoning Code update, the City maybe able to avoid
over - building parking supply in future decades. The benefits would be more land and air
space devoted to buildings that house people and fewer driveways to interrupt pedestrian
flow resulting in a more vibrant downtown. However, if it were to significantly lower its
parking requirements, the in -lieu fee program would likely no longer be necessary.
Considering all of the above, it is recommended that the new Parking In -Lieu Fee be set at
$20,000 per space. This fee level will offer developers an important tool for maximizing parking
22 All scenarios assume 57% project participation in the program based on historic average of eligible new
development since 1999. The number of spaces provided in -lieu rather than on -site started at the historic average of
eligible new development since 1999 for the baseline annual fee scenario (89 %) and was then reduced for lump sum
payment scenarios based on developer feedback and professional judgment. Baseline annual fee scenario includes 50%
discount on cost for participating residential properties, as per the current in -lieu fee program. Lump Sum Payment
Scenarios do not include a residential discount. "Average" values exclude Baseline annual fee scenario. All values
provided in constant 2011 dollars; future payments have been discounted to net present value at a discount rate of 3 %.
Space counts rounded to nearest "10" and dollar values rounded to nearest $10,000.
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flexibility in building design and construction, thereby contributing to financial feasibility and the
successful completion of new projects.
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This chapter proposes how future parking in -lieu fee revenue from anew program could be spent.
In summary, an emphasis is placed on the flexible use of in -lieu fee revenue to not only provide
additional shared parking, but also help the City achieve its goals of reducing vehicle trips and
parking demand in Downtown.
i 6 L ILONA 41r :' M
In most cities, all in-lieu fee revenue that is generated is dedicated strictly to building new parking
facilities. The rationale behind this policy choice is clear — substitute the required spaces not
provided on -site as part of expanded public parking supply. However, there is an inherent
challenge with such a narrowly defined in -lieu fee program, as the fee itself will never cover the
full costs of building new parking. Furthermore, because the use of in -lieu fees is directly
correlated to the overall health of the development market, revenue streams can be unpredictable
and do not typically serve as a steady source of funding. The uncertainty of in -lieu fee revenue can
be especially problematic if in -lieu fees are being used as a revenue base for bond financing.
Recognizing that the construction of parking supply through in -lieu fees can be problematic, cities
throughout California are exploring more "cost- effective" methods for providing public parking,
as well as allowing for flexible spending on projects and programs that reduce vehicle trips and
parking demand. For example, the City of Glendale deposits its in -lieu fee revenue in a Downtown
Transportation Fund and the revenue can be utilized both for increasing public parking capacity
and for projects that reduce overall parking demand, including improved transit services. The
City of Berkeley is in the process of revising its Downtown Plan and parking code, and as part of
that process has specifically allowed in -lieu fee revenue to be used "to provide enhanced transit
services." Vancouver, British Columbia offers another example, albeit not in California, of how
cities are utilizing in -lieu fee revenue in a flexible manner. In Vancouver, all of the revenue
collected from residential in-lieu fees is applied exclusively to pedestrian and bicyclist
improvements.
As the City of Santa Monica seeks to meet the goals identified in the LUCE, it is recommended
that the new in -lieu fee program allow for as flexible use of revenue as possible. In short, the use
of in -lieu fee revenue to build new public parking would still be allowed, but the City should also
enable itself to accommodate parking spaces through the leasing of private spaces, and reduce the
need for parking spaces by funding projects and programs that reduce driving.
101 i A K'11 s fflF R124k,11:03H1111
Outlined below are the potential expenditure categories for the proposed parking in -lieu fee
program. Each category represents one possible strategy that the City could utilize to
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accommodate parking spaces substituted by the in -lieu fee. Once again, these categories are
designed to ensure flexibility for the City and do not represent an obligation to spend a certain
share of fee revenue in any category. Ultimately, the City will need to make a decision about how
it allocates its future in -lieu fee revenue in the context of its goals for Downtown, as well as the
cost - effectiveness and feasibility of implementation for each strategy.
#1: Expand public parking supply through construction of new
facilities.
The construction of new parking will remain a key component of any new parking in -lieu fee
program in Downtown Santa Monica. The value of such a strategy is clear — additional public
supply that can be shared among many different uses maximizes the value of each space. Shared
parking also allows for fewer, strategically placed lots and structures, resulting in better urban
design and greater redevelopment opportunities.
Currently, the City has nine public structures within the proposed in -lieu fee district boundaries 23.
As development occurs in Downtown Santa Monica over the coming decades, it will likely be
necessary at some point to expand existing parking supply. This is especially true in the eastern
portion of the LUCE Downtown district, as all but one of the existing parking structures (the
Library Lot) are located to the west of 5th Street.
Moving forward, the City should evaluate how in -lieu fee revenue can be used to build additional
supply, and prioritize areas of Downtown that do not have immediate access to the existing public
supply.
#2: Expand public parking supply by leasing existing and
available spaces from willing private property owners.
As discussed above, the increasingly high costs of parking construction, the fundamental fact that
the level of an in -lieu fee does not equal the full cost of construction, and the unpredictable nature
of the development market can undermine an in -lieu fee's ability to fund construction of new
supply. By contrast, the leasing of existing parking spaces offers a more expedient and cost -
effective way to expand the public supply. Therefore, it is recommended that one of the potential
expenditures for future in -lieu revenue be the leasing of private spaces24. In -lieu fee revenue could
be used to cover per space leasing costs, any necessary up -front improvements (restriping or lot
reconfiguration, signage and wayfinding, payment infrastructure, or data collection), insurance
and liability, and ongoing operations and maintenance. The City would cover the costs of
operating facilities, and would receive any future revenue that the spaces generate.
Under this proposed category, it would not be the intent of the City to compel a private property
owner to lease their parking supply. The City would only enter into negotiations with private
property owners that are willing to lease their parking spaces. Some property owners may be
23 PS 1 — PS 8 and the Library Lot. PS 6 closed in February 2012 for reconstruction to expand the structure to 750
spaces. PS 3 is currently being evaluated for demolition and replacement with a movie theater. Two additional public
parking facilities, PS 9 and PS 10, are located just outside the proposed district, on the north side of Wilshire Boulevard.
24 No comprehensive inventory of private, off - street parking is available for the LUCE Downtown District. However, a
2009 parking study performed by Walker Parking Consultants found that there were 3,417 private off - street parking
spaces within that study's survey area — Wilshire Boulevard, 6th Street, Colorado Avenue, and 2nd Street. Within the
entire LUCE district, it is reasonable that there are likely several thousand additional private off- street spaces.
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hesitant to lease their spaces, but it is believed that most owners would quickly recognize that
such an arrangement would allow them to maximize revenue from their underutilized parking
assets. To secure new public supply through leasing the City would have to make a significant
investment, but per space costs would be substantially less than if the City built an equal number
of spaces.
The time value of leased spaces is also crucial to consider. To plan, design, finance, and build a
parking structure is a multi -year endeavor. By contrast, leased spaces can be brought `on- line" to
the public in a fraction of the time. The time advantage of leased spaces will be particularly
important as development occurs in the eastern portion of the LUCE district and development
projects utilize the in -lieu fee to meet their parking requirements. Leased spaces can quickly offer
new public supply in areas that are not within the immediate vicinity of the existing parking
structures.
Finally, the hours of operation for any such facility will be a key consideration. Depending on the
land use, some property owners may only be willing to lease spaces during certain times of day or
days of the week. For example, an office building owner would likely be willing to lease parking
spaces during the evening hours and on weekends, but not during weekdays. By contrast, other
land uses may have parking availability during the day. Moving forward with a leasing strategy,
the City should be cognizant of how parking demand varies throughout the day for different land
uses and strive to lease facilities from a mix of land use types.
#3: Reduce the number of parking spaces to be accommodated
by financing projects and programs that reduce vehicle trips.
The third category for expenditure of in -lieu fee revenue would be to fund transportation demand
management (TDM) projects and programs in Downtown. TDM seeks to reduce vehicle trips (and
the need for parking spaces) by increasing travel options, by providing incentives and information
to encourage and help individuals modify their travel behavior, or by reducing the physical need
to travel. The cumulative impact of a comprehensive set of TDM strategies can have a significant
impact on travel behavior, system efficiency, and vehicle trip rates.
The City of Santa Monica, as discussed in Chapter 2, has made significant investments in
Downtown TDM strategies through its Transportation Management Ordinance (TMO), employer -
based incentive programs to employees, parking management strategies, and new bicycle and
pedestrian facilities. The City is also in the process of exploring the formation of a Transportation
Management Association (TMA) — an entity distinct from the City that cooperates with local
businesses and public agencies to enhance access and mobility within and in the vicinity of its
geographic boundaries. LUCE Policy T2o.6 establishes the City's commitment to this effort:
"Foster the success of Transportation Management Organizations (TMOs) in the City's
commercial districts, and leverage transportation funds through the TMOs. " 25
In short, a portion of future in -lieu revenue could potentially be utilized to support and expand
the City's efforts to reduce vehicle trips and more efficiently manage parking. The allocation of in-
lieu fee revenue to a narrowly defined set of TDM projects and programs offers the City a cost -
effective way of reducing the need for additional parking supply, while supporting the City's
overall goals for Downtown.
25 TMOs and TMAs are often used interchangeably.
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Outlined below is a recommended list of TDM projects and programs to be funded by future in-
lieu fee revenue. TDM can encompass far more strategies than those listed here, yet these were
prioritized for their ability to mitigate parking demand, their feasibility of implementation, and
relationship to existing and future TDM strategies in Downtownz6.
Potential TDM Expenditures
• Parking System Improvements27: This would include projects to increase the effectiveness
and efficiency of Downtown's parking supply and maximize the value of the City's existing
and future pricing strategies. Projects could include:
— Enhanced real -time wayfinding and signage at structures, surface lots, and along key
travel routes
— Enhanced parking information through web -based and smartphone applications
— Improved circulation and access at and within Downtown parking facilities
— Implementation of new parking enforcement and data collection systems
Bicycle System Improvements: Bicycle system improvements can help reduce peak -hour
vehicle trips by making commuting by bicycle easier and more convenient for more
people. In addition, improved bicycle facilities can increase access to and from transit
hubs, thereby expanding the "catchment area" of the transit stop or station and
increasing ridership. Bicycle access can also reduce parking demand in heavily used
facilities. Projects could include:
— On- street bicycle facilities, such as bicycle lanes, sharrows, or signage
— Secure and convenient bicycle parking
— Other system improvements as detailed in the LUCE and the City of Santa Monica
Bicycle Plan
• Pedestrian System Improvements• Awalkable environment gives people more
transportation choices and improves quality of life. Creating a safe, comfortable, and
convenient walking environment is key part of supporting a shared parking district.
Projects could include:
— Sidewalk expansion or improvements
— Crossing or signal improvements to improve safety and reduce collisions
— Enhanced wayfinding or signage
— Other system improvements as detailed in the LUCE
Allocation of revenue to a future TMA: The City is exploring the creation of a Downtown
TMA to help manage parking and encourage walking, bicycling, transit, and carpooling at
a district -wide level. TMAs typically offer the best venue to manage and administer many
TDM programs because they are directly connected to businesses and employers, and can
efficiently communicate with employees. Allocation of in -lieu fee revenue to a TMA would
allow the City to leverage other funding sources and maximize its TDM efforts. To ensure
that in -lieu fee revenue is spent in a manner that can best reduce parking demand, it is
26 For example, a parking cash -out program was not recommended because this TDM, strategy is already in place in
Downtown Santa Monica.
27 While Parking System Improvements are not technically a TDM strategy, they have been categorized as such for the
purposes of this analysis.
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recommended that any future in -lieu fee revenue be specifically designated to the
programs outlined below.
— Subsidized Transit Passes: Growing numbers of transit agencies have teamed with
universities, employers, building developers, or entire districts to provide universal or
subsidized transit passes to certain riders (students, employees, etc). This subsidy
typically provides unlimited transit rides for a low monthly or annual fee, often
absorbed entirely by the employer, school, or district. The principle of these transit
pass programs is similar to that of group insurance plans — transit agencies can offer
deep bulls discounts when selling passes to a large group on the basis that not all
those offered the pass will use them. Allocation of in -lieu fee revenue to a TMA would
allow it to offer free or heavily subsidized transit passes.
— Car pooling / Ridesharing: Under the City of Santa Monica Ordinance 1604 employers
with 10 -49 employees are required to provide each of their employees with
information about ridesharing, educating their employees about air quality issues and
alternatives to driving alone to work every day. Employers of 50 or more employees
further encourage and entice employees to rideshare by implementing a variety of
incentives and strategies. Required measures include providing information about
ridesharing, and implementing a guaranteed ride home program.
Additional revenue to this strategy would allow a TMA to expand carpool, vanpool,
and other ridesharing programs. For example, a TMA could implement a "dynamic"
ridesharing program — a less formal ridesharing arrangement in which drivers and
passengers are connected in real -time. The use of web -based and smartphone
technology facilities dynamic ridesharing and enables drivers /passengers to connect
to a much larger pool of travel partners.
— Telecommuting /Alternative Work Schedules: Telecommuting and alternative work
schedules typically allow or force employees to start and /or leave work outside of
peak hours. These strategies can include flextime (flexible schedules), compressed
workweek (fewer but longer days), and staggered shifts (arrive /leave at different
times). A number of Santa Monica employers offer their employees the option of
alternative work schedules including compressed work weeks, but investment in the
strategy would allow the TMA to increase employer participation.
Relationship to Existing TDM Efforts
As highlighted previously, there are a number of ongoing efforts to implement TDM strategies
either by employers through Ordinance 1604 or by developers as part of individual development
agreements. A future TMA would also be implementing a host of TDM efforts. Therefore, it is
important to emphasize that any future contribution via in -lieu fee revenue is mainly focused on
more general and public TDM strategies and improvements, and would not replace the City's
negotiations with a developer regarding site specific improvements through a developer
agreement and conditions of approval. Any potential concerns about contributions to a TMA
could be addressed by an expenditure plan that carefully distinguishes different revenue streams
and expenditures.
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This chapter constitutes the reasonable relationship study for the parking in -lieu fee. The primary
goal of the study is to demonstrate the evidence of the parking in -lieu fee's "reasonable
relationship" between the fee amount, revenue generated, and proposed use of that revenue. This
chapter is intended to satisfy all legal requirements as necessary to permit expenditure of fee
revenue in order to implement the land use and circulation policies of the General Planz$.
The reasonable relationship of the parking in -lieu fee is demonstrated in two primary ways:
r. The proposed in -lieu fee amount is not arbitrary, but is justified through an analysis that
correlates directly to per space parking construction costs, but also demonstrates how the
fee can support ongoing project development and financial feasibility. This analysis is
discussed in detail in Chapter 5.
2. The expenditure of parking in -lieu fee can result in an equivalent �9 amount of parking
spaces as the number of spaces foregone by use of the in -lieu fee. These spaces can be
accommodated through either an expansion of public supply (construction or leasing) or
with strategies that reduce vehicle trips.
To demonstrate the equivalence between the number of spaces foregone by an in -lieu fee and how
expenditure of in -lieu fee revenue can accommodate those spaces, the consultant team developed
a methodology by which to equate expenditure of fee revenue across the three categories
proposed in Chapter 6. It is important to emphasize that because many decisions have yet to be
made about the use of in -lieu fee revenue, the reasonable relationship methodology simply
demonstrates how equivalence can be accommodated via a combination of parking construction,
leasing of spaces, and the funding of TDM strategies. The reasonable relationship study is not
intended to prescribe how in -lieu fee revenue should be spent. Once again, that will depend on
28 Courts have not required parking in -lieu fees to meet the legal requirements of the California Mitigation Fee Act (AB
1600, 1987, Gov. Code § 66000). To the contrary, in Ehrlich Y. City of Culver City (1996) 12 Cai.41h 854, the California
Supreme Court identified the requirement to provide parking with, among other things, aesthetic design criteria as
traditional land -use regulations, in holding that the establishment of an art "in lieu" fee was a valid exercise of a city's_
traditional planning and zoning police power and not a development exaction. In Building Industry Assn of Cent.
California v. City of Patterson (2009) 171 Cal.App.41h 886, the court of appeal consider the validity of an in lieu
affordable housing fee. In that case, although the fee was not held subject to the Mitigation Fee Act, the court required
the fee to meet the reasonable relationship test set forth in San Remo Hotel L.P. Y. City And County of San Francisco
(2002) 27 Cal.4th 643, 670 ( "San Remo "). Notwithstanding Ehrlich's identification of parking as a traditional land use
regulation, for the purposes of this fee, an analysis has been provided to clearly demonstrate the relationship of the fee
to its proposed expenditures.
29 It is important to remember that shared parking districts can reduce the need for parking by 40 -60 %. Therefore, in
reality, it is likely that the City will not need to provide all of the projected number of spaces that will be forgone via
the use of the in -lieu fee program. For the purposes of this study, equivalence for the full amount of parking spaces was
demonstrated. As described below, the reasonable relationship study methodology did also attempt to account for the
shared use of future parking facilities by including a "turnover" factor for each parking space.
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future policy decisions to be made by the City. To facilitate this analysis a number of assumptions
regarding model inputs have been made, which are documented to the greatest extent possible.
More specifically, the methodology outlined below utilizes a sample scenario for how parking in-
lieu fee could be expended. The analysis proposes a package of strategies for the City, documents
the projected costs for each potential strategy, estimates potential revenue, and distributes in -lieu
fee revenue to fund those strategies on a revenue neutral basis. The end result of this exercise is a
demonstration of equivalence, as well as a comparison of each strategy based on the total daily
cost per vehicle trip.
Basic Assumptions
Outlined below are the basic assumptions that informed the study (Figure 7). These assumptions
are based on the financial analysis and revenue projections discussed in Chapter 5. The numbers
are reflective of the 3o -year time horizon that was used to forecast new development and
associated in -lieu fee program revenues. For example, the 4,246 parking space figure is based on
the projected amount of development over 30 years in relation to the current parking code. The
3o -year horizon was used only for analysis purposes, as the new in -lieu fee program is
recommended to be continued in perpetuity (see Chapter 4).
Figure 7 Basic In -lieu Fee Assumptions
Amount of parking required by current code (30 years) 1 4246
Estimated share of parking to be provided on -site 1 35%
Estimated share of parking to be substituted via in -lieu fee 1 65%
# of spaces provided on -site (30 years) 1 1486
# of spaces substituted via in -lieu fee (30 years) 2760
Proposed in -lieu fee amount (per space) $20,000
Over 30 years (NPV) $36,110,000
Average per year $1,203,667
Over 30 years (NPV) 1 $34,560,000
Average per year
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Provided below is a step -by -step overview of the methodology developed for this study. This
section is intended to provide a simplified summary of the methodology and not all calculations
are provided30. The study methodology included the following steps:
1. Projected the required number of parking spaces, based on current parking
requirements, for new development over 30 years: 4,246 parking spaces
2. Projected the number of parking spaces to be substituted via the in -lieu
parking fee: 2,76o parking spaces
3. Developed projection for how much revenue the parking in -lieu fee would
generate over 30 years. This analysis utilized the revenue based on the 4 -year
installment plan, which totaled $34.6 million, or an annual average of approximately
$1,152,000.
4. Projected the costs and revenue for the construction of new parking. This
analysis looked at not just construction costs for a new structure, but also included the
ongoing operating and debt service costs. This analysis was based on the average costs for
construction of two potential types of new garages a 5 -level garage that did not replace
any parking, and a 6 -level garage that replaced existing surface parking. Construction
costs per space were based on the latest City estimates31. This analysis yielded two key
findings:
a. Average annual costs and revenue (see Figure 9)
b. Total daily cost per vehicle trip (see Figure 9)
5. Projected the costs and revenue for the leasing of private parking. This
analysis looked at not just leasing costs, but also included ongoing operating costs. This
analysis was based on the average of a "low" and "high" cost leasing scenario32. This
analysis yielded two key findings:
a. Average annual costs and revenue (see Figure 9)
b. Total daily cost per vehicle trip (see Figure 9)
6. Projected the costs for a "package" of potential TDM strategies. A key
component of this step was to estimate the cumulative vehicle trip reduction factor for
this TDM package (Figure 8). These trip reduction factors were based on previous work
completed as part of Nelson \NygaarXs nexus study for the City of Santa Monica
Transportation Impact Fee. They represent the "best estimate," based on available TDM
research and applied to local conditions in Santa Monica, of how much each strategy can
reduce vehicle trips33.
30 Additional information can be found in Appendix A.
31 To facilitate this financial analysis and overcome gaps in data, a number of assumptions were included: percent
markup for "soft" costs, financing rates, O &M costs per space, "use days' per month, occupancy rates, vehicle turnover
per space, vehicle trips per parking space, and daily revenue generated per space.
32 To facilitate this financial analysis and overcome gaps in data, a number of assumptions were included: per space
leasing costs, O &M costs per space, "use days" per month, occupancy rates, vehicle turnover per space, vehicle trips per
space, and daily revenue generated per space.
33 For a detailed explanation of how these trip reduction estimates were calculated, please see Nelson \Nygaard
memorandum "Santa Monica LUCE Trip Reduction Impacts Analysis" (January 2010).
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Figure 8 Projected Vehicle Trip Reduction by TDM Strategy
Another key component of this step was to estimate the costs to implement each
proposed strategy to the level that they would achieve the projected trip reduction, not
full implementation costs. In other words, because it is likely that the costs to fully
implement all of these TDM strategies far exceeds the amount of projected in -lieu fee
revenue, the focus of this analysis was the use of the in -lieu fee revenue to fund TDM
strategies that could accommodate a share of the 4,246 parking spaces.
This step proved to be challenging because the trip reduction estimates for bicycle and
pedestrian system improvements cannot be conclusively determined at this time.
Furthermore, it is difficult to assess the costs required to achieve the projected trip
reductions with parking system improvements, carpooling, and
telecommuting /alternative work schedules because specific projects for these strategies
have yet to be determined. Instead, a general estimate of costs per year for these
strategies was assumed.
The cost of a transit pass program was estimated based on a number of assumptions
regarding costs per transit pass and program participation (see Appendix Q. Given that
the transit pass program offers the greatest potential to reduce parking demand of the
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potential TDM strategies, this analysis allocated a large share of in -lieu fee revenue to this
program.
This analysis yielded two key findings:
a. Annual costs to implement a TDM package to achieve the stated trip reduction and
reduce a share of the parking spaces substituted by the in -lieu fee (see Figure 9)
b. Total daily cost per vehicle trip reduced (see Figure 9)
Developed a combination of strategies (construction, leasing, and TDM) to
accommodate an equivalent number of parking spaces, and allocated in -lieu
fee revenue with the goal of achieving a "revenue neutral' program. After
costs and revenue had been estimated for each of the three potential categories of
expenditure, the final step was to determine a combination of strategies that would
achieve the equivalent number of parking spaces. The combination of strategies shown in
this analysis constitutes one sample scenario for how in -lieu fee revenue could be
allocated. Based on the combination of strategies selected, in -lieu fee revenue was then
allocated in a manner that would allow the City to achieve revenue neutrality.
Figure 9 summarizes the results of the study, yet it is important to emphasize that it represents a
"snapshot" of the in -lieu fee program taken a et• 30 years. In reality, the number of parking
spaces that must be accommodated via the in -lieu fee would vary from year to year, as well as the
amount of revenue from the program. In practice the City will also not need to build or lease
parking, or implement a TDM strategy immediately — it may take some time before new spaces or
TDM measures are needed. Therefore, given the unpredictability of the development, it would
add little value to try and estimate what would happen year to year with the in -lieu fee program.
Instead, it is most productive to look at the program after a longer period of time, such as 30
years, and average its performance on an annual basis.
Figure 9 shows the sample scenario utilized in this analysis. In summary, the 4,246 parking
spaces would be accommodated over 30 years via four different strategies: parking provided on-
site (35 %), build structured parking (1(t%), lease private spaces (34 %), and implement a TDM
package (15 %). Within this scenario, three key findings are worth highlighting:
1. Parking equivalence can be achieved. Based on the sample scenario provided, the
number of parking spaces foregone by the in -lieu fee can be accommodated through new
construction, leasing, or TDM programs that reduce demand for parking spaces. Roughly
50% of the spaces would actually be built, either on -site or in a new parking facility
(approximately 679 of 1,486 spaces)34. Leasing of spaces would provide more than 1,400
of the needed spaces. Based on previous studies it is likely that there are substantially
more than 5,000 private, off- street parking spaces in the Downtown district. Clearly,
leasing 1,400 of those parking spaces at one time would be difficult, but it is important to
remember that this analysis covers a 3o -year period. In any one year or 5 -year period, for
example, it is likely that only a small portion of spaces would need to be secured via
leasing. Finally, TDM strategies would reduce demand enough to where approximately
637 spaces would no longer be needed.
34 Based on the size of the current Downtown structures, a 679 -space parking structure would be slightly larger than
average.
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2. Building new parking facilities is very expensive, while other strategies
appear to be more cost - effective. To compare the cost - effectiveness of each potential
strategy, the metric of "total cost per vehicle trip per day" was utilized. In short, this
metric is determined by talking the estimated daily costs to implement each strategy and
dividing it by the number of vehicle trips that can be accommodated by a new parking
space, a leased private space, or a TDM package.
Based on this analysis, leasing and TDM programs are far more cost - effective. This is
largely because new parking facilities are very expensive to build, operate, and maintain
($3.76 per vehicle trip per day). In fact, leasing is about 46% of the cost per vehicle trip
($1.72) when compared to building parking, while a TDM package ($.61) is about 15% of
the costs to construct parking.
Given the lower costs of leasing and TDM strategies, it might be tempting to simply utilize
those strategies exclusively. However, reliance on any one strategy would likely result in
diminishing returns. For example, despite the abundance of private off- street parking in
Downtown, at a certain point available supply and willing property owners will be harder
to find, and leasing costs will likely increase. In short, a combination of all three strategies
will likely be needed.
3. A "revenue neutral' in -lieu fee program is possible. It is estimated that the in-
lieu fee program will generate approximately $1.152 million per year for 30 years. When
determining how to allocate the projected in -lieu fee revenue, a primary consideration
was ensuring that the revenue was distributed in a manner that would prevent the City
from operating at a net loss. The financial analysis shows that under the proposed
scenario the annual costs for a new parking structure exceed the annual revenue.
However, based on the assumptions used in this analysis, it was estimated that leasing of
spaces would likely "pay for itself," and could offset parking structure costs. The TDM
package would cost about $513,000 and would not generate any annual revenue.
Figure 9 demonstrates one possible distribution of revenue. In this scenario, $58o,6o8
(or 50% of annual in -lieu fee revenue) would go to the construction of parking; $57,600
would go to leasing of parking (5%); and the remainder of the in -lieu fee revenue would
be used to cover the projected costs of the TDM package (44%), estimated to be
approximately $513,792 per year.
Given that leasing of spaces is estimated to be revenue positive, the need to allocate in-
lieu fee to this strategy may not be necessary over the life of the program. However, some
initial start -up leasing costs may be necessary to cover facility improvements,
enforcement, and payment systems. In addition, actual financing of these strategies may
not occur in this. manner, yet once again, this study is meant to represent how the in -lieu
fee program has performed after the 30 years. In summary, based on this sample
scenario, it is estimated that this combination of strategies would allow the City to
achieve parking equivalence in a revenue neutral manner.
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Figure 9 In -lieu Fee Expenditure Scenario
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Parking Construction Financial Projection
Assumptions on the following page.
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Downtown Parking Structure Revenue
S1
338
$144,261
$4,743
$14.03
S2
647
$129,608
$4,261
$6.59
S3
339
$113,425
$3,729
$11.00
S4
652
$168,956
$5,555
$8.52
S5
665
$171,239
$5,630
$8.47
S6
342
$124,707
$4,100
$11.99
S7
820
$427,093
$14,041
$7.55
S8
1040
S9
294
$56,497
$1,857
$6.32
S10
Revenue data not available
Library
525
$59,424
$1,954
$3.72
Total /Avg.
5662
$1,395,209
$45,870
$8.10
City" of Santa Monica Parking website ( hf fp:llwww.snigov.neVdepailnients /transportation /parking.aspx)
From 812010 to 912011
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1.'
TDM Cost Projections
Percent of Required Parking to be accommodated
15%
by "TDM"
Number of spaces to be accommodated by TDM
637
(over 30 years)
Vehicles per space per day'
1.8
Number of vehicles per day
1,146
Average vehicle rate (AVR)2
1.39
Number of vehicle passengers per day
1,594
Transit pass program participation rate3
37.5%
Projected number of transit passes to achieve 8.5%
4,249
trip reduction
Annual retail price for Metro EZ Pass
$1,008
Annual "bulk" cost per transit pass¢
$101
Annual transit pass program costs to TMA to
$428,339
achieve necessary trip reduction
Allocation to other ILF TDM prograpi
$85,000
Total TDM Program Costs to achieve necessary trip
$513,339
reduction
Assumes conservative average mmover rate of 2 vehicles per space per day and 90%
occupancy target
2 AVR is the number of passengers per vehicle, AVR above "I" indicates more than 1 person
per vehicle. Based on 2010 AVR data for City of Santa Monica employees.
3 Based on participation rates for similar transit pass programs
A review of existing employee programs found that the annual per person fees are between 1-
17 /o of the retail price for an equivalent transit pass. The bulk reduction can vary by transit
agency. For this analysis, a figure of 10% was used based on recent experiences with other
cities.
S Estimated average annual costs for other proposed in -lieu fee TDM programs
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TDM Cost per Vehicle Trip
Percent of code required parking to be
15%
accommodated by "TDM"
Number of spaces (over 30 years)
637
Vehicles per day per space'
1.8
Vehicle trips per day per spacez
3.6
Number of daily vehicle trips to be reduced
2,293
Estimated number of daily vehicle trips
2,323
reduced3
ILF Contribution - Annual Average over 30
$513,792
years
ILF Contribution (averaged per day)
$1,408
Daily cost per vehicle trip reduced
$0.61
'Assumes conservative average turnover rate of 2 vehicles per space per day and
90% occupancy target
2 Assumes 2 daily trips per vehicle: 1 to and 1 from a space
J Based on cumulative trip reduction
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See separate attachment of previous deliverables.
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City of Santa Monica
Appendix
Previous Deliverablel
NELSON
NYGAARD
MEMORANDUM
To: Erika Cavicante
From: Jessica ter Schure and Phil Olmstead
Date: December 21, 2011
Subject: Technical Memorandum A: Backgroul
fft
This memorandum summarizes existing c
parking within the greater Downtown are:
focus is paid to the existing Parking Devel
parking fee. This fee was established in 19
Fee and both fees mature in 2o16. The for
updated since its inception and the City is
updated, or restructured to ensure that it
transportation services, while also offerin
nditions'within the City of Santa Monica as it relates to
for the purposes of the in -lieu fee study. Particular
per Fee program, also known as the City's in -lieu
6 in conjunction with the Bayside Mall Assessment
aula for the Parking Developer Fee has not been
mrrently evaluating how the fee could be revised,
Teets the Citv s goals for providing public parking and
the City moves forward with this effort, this
lmowledge so that decisions regarding the it
datoryenvironment for developers. As
m seeks to provide a baseline level of
be made in the most effective and
More specifically, this memorandum first provides a brief overview of in -lieu fees and their
objectives. Second, Downtown Santa Monica and its many sub - districts, including existing
parking facilities, are summarized. Third, a summary of the policy framework which guides
parking decisions within the Downtown area is also included. Fourth, the recent development
pipeline in Downtown is succinctly described. Fifth, the key findings and recommendations from
two recent parking studies within the greater Downtown area are summarized. Finally, a detailed
review of the existing in -lieu parldng fee is provided, including its history, existing parameters,
outcomes, and most importantly, key issues to consider when developing a new fee program.
Within Santa Monica, only in the Downtown District can a developer elect to pay an in -lieu fee
rather than provide the required parking spaces. In brief, an in -lieu parking fee gives developers
the option to pay a fee "in- lieu" of providing a portion of the number of parking spaces ordinarily
required by a city's zoning ordinance. A simplified example within Downtown Santa Monica could
be a 50,000 square foot building containing general retail uses. Under the existing parking code,
this building would be required to provide 165 parking spaces (3.3 spaces per 1,000 Sr).
However, a developer, for a variety of economic reasons or site design factors, may decide to
116 NEW MONTGOMERY STREET, SUITE 500 SAN FRANCISCO, CA 94105 415- 264 -1544 FAX 415 - 294 -1554
www.nelsonnygoord.com
TECHNICAL MEMORANDUM A: BACKGROUND REVIEW
City of Santa Monica
provide only 130 spaces on -site, and would, therefore, need to pay a fee to make up for the
remaining 35 spaces.
In most cities, in -lieu fees are typically structured as either a fixed one -time fee per space or an
annual fee per space. In Santa Monica, in -lieu fees are calculated on a per square foot basis ($i.5o
per square foot of building for which parking is not provided) and are collected annually. In the
above example, a developer would pay approximately $15,gog annually. The fees collected can
then be used to build public parking spaces, purchase or lease private spaces for public use, or to
support transportation demand management strategies and /or improve overall mobility. In -lieu
fees are particularly appropriate for adaptive reuse redevelopment projects that would not be
financially or architecturally feasible if forced to provide all required spaces on -site. An in -lieu fee
can therefore encourage new development of the highest architectural and urban design quality as
well as adaptive reuse of vacant, underutilized, historic, and /or dilapidated buildings in a
downtown, often spurring a more successful and walkable district.
In -lieu fees have many benefits for both cities and developers. Above all, the fees provide
flexibility for developers. If providing all of the parking on -site would be difficult or prohibitively
expensive for developers, then they have the option to pay the fee instead. In addition, since the
fees can be used to pay for spaces in public facilities, in -lieu fees are one of the best mechanisms
to facilitate shared parking between uses, thereby maximizing use of existing parking supply and
avoiding decentralized surface lots which can limit walkability. Shared parking works best when
uses with different peals demand periods share spaces (such as movie theaters which have a peak
demand at night and offices which have a peak demand during the day), resulting in a reduced
total number of spaces needed to meet the combined peals parking demands. Shared parking also
has the benefit of encouraging drivers to park once and visit multiple sites on foot rather than
driving to and parking at each site. Parking once reduces vehicle traffic and increases foot traffic,
creating a safer pedestrian environment. Finally, an in -lieu fee can be combined with other
techniques for meeting access requirements including the use of shared parking, tandem or valet
parking or stacked parking to encourage better management of parking spaces provided on- and
off-site.
In -lieu fees also present certain challenges. First, setting the level of the in -lieu fee can be
complicated, requiring a fee that is high enough to generate revenue for completing parking and
mobility projects without being so high that a developer would rather simply build isolated
parking on -site. If the fee is set too high, it could be cost - prohibitive for potential developers,
which might lead to empty storefronts or cancelled projects. However, if the fee is set too low,
then it will not be able to fund projects to provide shared parking or measures such as ride -
sharing or transit passes which reduce the demand for parking. Second, an in -lieu fee is highly
dependent on the overall health of the development market. If no projects are being built, then
there is no chance for payment of in -lieu fees. If a city is seeking to finance new public parking
facilities, in -lieu fees may not be the most stable revenue source.
150,000 SF - Ili 30 spaces / 3.3) * 1,000 SF)) = 10,606 SF * $1.50 = $15,909
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The Role of Downtown
Downtown Santa Monica is a regional attraction that is well -known for its proximity to the beach
and recreational opportunities, but it is also home to a variety of residential, commercial, civic,
and institutional land uses that serve a diverse community of residents and businesses. Moreover,
Santa Monica has a number of unique and well - defined districts which serve a multitude of
functions. The Downtown District is one of these key areas within the City. Anchored by the Third
Street Promenade, it is a commercial, employment, and recreational node within the City, serving
as the City's primary economic engine. The variety of uses in Downtown attracts both residents
and tourists alike. Furthermore, the City's existing transportation network and public transit
system is centered around Downtown, providing people with a variety of travel options to, from,
and within this area.
Parking is one of the most challenging issues facing cities and particularly downtown districts. In
addition to neighborhood panting pressures, there is a high demand for parking access for
regional amenities in Santa Monica's Downtown like the Third Street Promenade, the Pier, Santa
Monica Place, the beach, and nearby parks. The upcoming Downtown Specific Plan will analyze a
menu of strategies and policies that not only seek to accommodate vehicle panting, but also
encourage alternative forms of transportation such as biking and transit.
The City s long -term vision for the Downtown area seeks to complement and supplement the
area's existing assets. The recently approved Land Use and Circulation Element (LUCE)
articulates a strategic approach that embraces the Downtown's role as Santa Monica's long -term
shopping and entertainment center, but with linkages to the Civic Center, beach activities, and
parking resources. In support of the community vision for a diverse, vibrant and sustainable
Downtown, the LUCE targets mixed -use development to complement and support the area's
retail character which helps to reduce and shorten vehicle trips. Furthermore, LUCE describes a
future Downtown transportation network that seeks to better accommodate multiple modes and
optimize travel for transit users, pedestrians, motorists, and bicyclists. In particular, the proposed
expansion of the Expo Light Rail to Downtown Santa Monica offers a unique opportunity to
connect land uses to transit and maximize its benefits for residents and businesses. Finally, as
described in greater detail below, parking management will continue to play a crucial role in
ensuring that the Downtown parking supply remains adequate and is utilized in an efficient
manner.
In short, Downtown Santa Monica, in both its present state and future form, is vital to sustaining
a high quality of life in the City. The ongoing health and prosperity of the greater Downtown area
will ensure a strong economic base for Santa Monica, provide a unique recreational, commercial,
and cultural attraction for the region while also serving the Cit/, s residents, and enable the City to
achieve its larger goals of fostering a vibrant, transit- oriented community.
Downtown Districts and Assessments
The Downtown District, as defined by the LUCE, includes properties on both sides of Wilshire
Boulevard on the north, and Lincoln Boulevard on the east. The Downtown District is bordered by
the Santa Monica Freeway and the Civic Center District on the south, and Ocean Avenue and
Palisades Park on the west (see Figure t). The boundaries of the Downtown District serve as the
overall study area for the proposes of this memorandum. However, within the Downtown District
NelsonlNygaard Consulting Associates Inc. 13
TECHNICAL MEMORANDUM A: BACKGROUND REVIEW
City of Santa Monica
there are a number of other smaller districts. As shown in Figure 1, these districts overlap
substantially, yet all play a distinct and crucial role in the management and operation of the
greater Downtown area. These districts and assessment districts are briefly described below. In
an assessment district, the area business or property owner pays an additional fee for
supplemental services or improvements.
Downtown Mall Assessment District and Parking Developer Fee
Boundaries: Second Street to the west, Fourth Street to the east, and the Third Sheet
Promenade between Wilshire Boulevard and Broadway Avenue.
Description: The Mall Assessment District was established in August 1986 and continues until
2016. The purpose of this property -based assessment district was to enable the City to secure the
3o -year bond financing to pay for the public improvements recommended in the Mall Specific
Plan. An annual levy is charged to each parcel in the district based on the gross floor area of
existing improvements and the degree of benefit assigned to that parcel from the improvements
made. These public improvements transformed what was formerly known as the Santa Monica
Mall or "The Old Mall" into the Third Street Promenade and the surrounding Bayside District.
The assessment district is divided into three zones of benefit, based on proximity to the Third
Street Promenade:
• Zone 1= Properties bordering on the Third Street Promenade between Second Court and
Third Court and between Wilshire and Broadway.
• Zone 2 = Properties on the east side of Second Street and properties on the west side of
Fourth Street, between Wilshire and Broadway.
• Zone 3= Properties on the west side of Second Street and properties on the east side of
Fourth Street, between Wilshire and Broadway.
The Parking Developer Fee, also known as the parking in -lieu fee, was established concurrently
with the Mall Assessment District in 1986, also for a period of 30 years. This fee annually levies
$1.50 for each new square foot of building space in the District added after 1986 for which
parking is not provided. In other words, parcels are "exempted" from the $1.5o per square foot
parking in -lieu fee if all of the parking spaces required by code are provided. In addition, the
current fee includes a provision that reduces the in -lieu fee by 50% ($.75 per square foot) for
residential uses.
The revenue currently generated by the fee, approximately $ 600,00o per year, is to be used to
fund the provision of additional public parking and related improvements within the district
boundaries. This fee, which has not been increased since its inception and is the ultimate focus of
this project and memorandum, is described in greater detail below.
The fees include provisions for credits for parcels that provide their own parking, including
religious and educational institutions, as well as residential uses. ,
Both the Mall Assessment District and the Parking Developer Fee are administered by the City.
2 Source: City of Santa Monica, Housing and Economic Development Division. httoa/tinvufl.coml3w7vr 7
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Bayside and Downtown Mall Operations & Maintenance District
Boundaries: The boundaries are concurrent with the centerlines of the following streets —
Wilshire Boulevard on the north, Fourth Court on the east, Broadway on the south, and First
Court on the west.
Description: Established in 1986, this assessment district applies a fee to all businesses within
the district boundaries. This annual fee is calculated based on either the business license tax or
per square feet of leased space, whichever is less. The fee currently generates approximately
$1,200,000 per year and it funds supplemental operations and maintenance in the district. The
district is administered by Downtown Santa Monica, Inc. (DTSM, Inc.), a non -profit public
benefit corporation that is responsible for the general management and administration of the
Downtown area.
Central Business District
Boundaries: The centerline of Ocean Avenue to the centerline of 7n Street, and the centerline of
the Santa Monica Freeway to 200 feet northwesterly of the centerline of Wilshire Boulevard.
Description: Established in 1966, the Central Business District (formerly known as CBD or the
Central Business District Retail Tax) is an assessment district where retail businesses only are
assessed to promote the retail activity in the area and support commercial enterprise. The annual
fee is based on taxable sales, and currently generates approximately $2oo,000 per year. This
district is also managed by DTSM, Inc.
Downtown Santa Monica Property Based Assessment District (PBAD)
Boundaries: The PBAD is generally bounded by Ocean Avenue to the west, 7th Court to the east,
Santa Monica Freeway to the south, parcels on the north side of Wilshire Boulevard and selected
parcels with commercial or visitor- serving orientation north of Wilshire Boulevard along 2.d, 3�d,
4th15 Lh, 6°i, and 7n1 Streets.
Description: Established in 2008, the PBAD is a property -based assessment district designed to
fund enhancements to the district, including additional maintenance, an ambassador program,
marketing services, and other special projects and events. The assessment formula is based on the
greater of lot or building square footage, the zone in which the business resides, and the type of
land use. In FY 2o10 -u the PBAD generated roughly $3.5 million. The PBAD is administered by
DTSM, Inc.
Civic Center District
Boundaries: The Civic Center District is bounded by the I -10 Freeway and the Downtown
District to the north, 7°1 Street to the east (including Santa Monica High School), Pico Boulevard
to the south, and Ocean Avenue to the west.
Description: While not technically within the Downtown area, the Civic Center District's
proximity to Downtown makes it a crucial area to consider, especially in terms of parking
management. Currently, the Civic Center District is home to many of Santa Monica's key
institutions, such as Santa Monica City Hall, the Los Angeles County Courthouse, Santa Monica
High School, and the Civic Auditorium. In addition, it has numerous off - street parking facilities,
whose operations and management have substantial impacts on parking in Downtown. Moving
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TECHNICAL MEMORANDUM A: BACKGROUND REVIEW
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forward, this area and some of its parking facilities are slated to be redeveloped, bringing new
development, open space, and cultural uses to this district.
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TECHNICAL MEMORANDUM A: BACKGROUND REVIEW
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Figure 1 Santa Monica Districts
\ \NN.INT \DFS \Data \MAS90 \Projects - Open \S -Z \SANTA MONICA Parking In -Lieu Fee
11026 \09 Graphics \SMDistricts.pdf
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TECHNICAL MEMORANDUM A: BACKGROUND REVIEW
City of Santa Monica
Existing Parking Facilities
Off - street, Public
There are a substantial number of public off- street parking facilities within the Downtown District
and Civic Center District. Figure 2 summarizes the off- street public parking supply, focusing
primarily on the major off- street facilities directly within or immediately adjacent to the
Downtown and Civic Center Districts. Within the Downtown District, these include ten City -
owned parking structures and the Library Parking. Within the Civic Center District, the Civic
Center Parking Structure (CCPS) and the Civic Lot are highlighted. Finally, the beach lots, north
and south of the Pier, have also been included. While the parking facilities associated with the
Pier and the beach are not part of the Downtown study area, demand in each of these areas can
have impacts on parking availability and they have been included to provide additional context
regarding the public parking supply in the area. In total, there are approximately 11,427 public
parking spaces, including 5,741 within the immediate Downtown area.
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Figure 2 Off- street Public Parking Facilities3
Downtown
I Civic Center
Pier Deck
North Beach
South Beach
S1
1234 4th St.
S2
1235 2nd St.
S3
13204th St.
S4
1321 2nd St.
S5
1440 4th St.
S6
1431 2nd St.
S7
Santa Monica Place
S8
Santa Monica Place
S9
1136 4th St.
S10
1125 3rd St.
Library 1 601 Santa Monica Blvd.
Downtown Total
Civic Center 333 Civic Center Dr.
(CCPS)
Civic Lot 1855 Main St.
Civic Center Total
Pier Deck End of Colorado Ave.
Multiple lots North of Pier
Multiple lots South of Pier
Other Total
TOTAL INVENTORY
3 Source: City of Santa Monica Parking websile
338
647
339
652
24 hours
342
820
1,040
294
8am - 6pm, first 2
hrs. free; $1 ea
additional 30
minutes; $9
maximum daily;
after 6 pm, $5 flat
rate
79
24 hours
$75 per hour; 3hr
limit
First 15 minutes
free; $.50 per 30
8 am -11
minutes; $10
525
maximum daily;
pm
after 6 pm or
weekends, $3 flat
rate
5,741
$1.50 per 20
744
8 a -1 am
minutes; $9
maximum daily;
After 6 pm or
1,010
8 am -1 am
weekends, $3 flat
rate
1,754
277
7.30 am -
1211 am
$7 -8 per entry
2,000
7 am -4 pm
$8 per entry
1,655
7 am - 4 pm
$5 -7 per entry
3,932
11,427
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Figure 3 Location of Public Parking Facilities
\ \NN INT \DFS \Data \MAS90 \Projects - Open \S- Z\SANTA MONICA Parking In -Lieu Fee
11026 \09 Graphics \SMFacjlities.pdf
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Moving forward, the City is currently evaluating several development projects related to parldng,
all of which have the potential to change supply and affect how panting is managed in the future.
These include:
• The City is expected to begin construction in March 2o12 to rebuild Parldng Structure 6
as a 750 -space garage (for a gain of 410 spaces), and is considering demolition of Parking
Structure 3 to be replaced by a movie theater (for a loss of 339 spaces).4
• A City-owned parcel at 5th Street and Arizona Avenue is under consideration to be
replaced by mixed -use development with subterranean parking.
• The existing Civic Lot within the Civic Center District will be replaced by an Early
Childhood Education Center and public open space, or similar uses per the 2005 Civic
Center Specific Plan (CCSP).
• There is a potential loss of 277 spaces on the Pier if it becomes pedestrian-only
environment. This panting could be replaced in a different location.
Off - street, Private
It is important to note that Figure 2 only includes public panting facilities. Within the Downtown
area there is a substantial supply of off- street panting spaces owned and operated by private
entities. These facilities may include residential, retail, or commercial establishments. The
presence of private off- street facilities is important to note because these facilities contribute to
the overall parking supply and their management can have significant impacts on the overall
efficiency of parking within a given area. For example, a mismatch in utilization rates between
public and private facilities may be one key indicator of ineffective parking management.
No comprehensive assessment of private off - street facilities within the Downtown District was
done for this Study. However, a 2009 parking study, Downtown Parking Program Update,
performed by Walker Parking Consultants found that there were 3,417 private off- street parking
spaces within that study s survey area - Wilshire Boulevard, 611, Street, Colorado Avenue, and 2nd
Street.5 While that study's survey boundaries are not an exact match with any of the districts
described above, it does overlap with the Bayside District, and, ultimately, provides a good
indication that there is also a large amount of private off - street panting within the greater
Downtown area.
On- street
In addition to off- street public and private parking, the overall parking supply also includes on-
street parking spaces. On- street parking spaces are typically the most visible, convenient, and,
therefore, the most sought after of a city's parking supply. In most cases, however, on- street
supply is often a fraction of the off- street supply. As a result, effective management of on- street
supply through pricing and regulations is especially critical.
4 In preparation for the demolition and reconstruction of Downtown Parking Structure 6, the City has a limited time offer available to
the first 200 existing monthly parking pass holders who voluntarily relocate to the Civic Center parking facility before December 31,
2011. This offer provides a 50% discount from the current downtown rates and includes a free Big Blue Bus unlimited ride pass. By
purchasing the discounted pass, motorists will receive the discounted rate through December 31, 2014. As of mid - November, 123
monthly pass holders have relocated from Parking Structure 6 to the Civic Center parking facility.
5 Walker Parking Consultants, Downtown Parking Program Update - City of Santa Monica. July 2009.
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In Santa Monica, no comprehensive count of the on- street parking spaces within the Downtown
District was done for this Study. The Walker Parking Study, however, includes a detailed
inventory of on- street parking within that study's survey area, as described above. In total, there
was an inventory of 582 on- street parking spaces, representing approximately 5% of that survey's
total inventory. The findings from this parking study indicate that while on- street spaces within
Downtown do play a crucial role, there are far more parking spaces in off- street facilities.
The current meter rates for parking in Downtown Santa Monica is $1 per hour, except for the
limited number of spaces that are not metered for loading purposes.
In addition to the assessment districts and fees described above, the Downtown area is governed
by a number of plans and ordinances, which have established a framework to guide policy
decisions for the Downtown area. The City is also engaged in a comprehensive review of land use,
urban design and circulation through the Downtown Specific Plan which will implement the
LUCE goals and policies. This section includes a summary of these documents, guidelines, and
ordinances with particular attention paid to specific parking policies.
Previous Downtown Plans
Bayside District Specific Plan (1996)
The Bayside District Specific Plan was approved in 1996, and is an update of the original "Third
Street Mall Specific Plan" adopted as part of the formation of the Bayside District in 1986. The
1996 Plan builds off the success of the revitalization of the Third Street Promenade and seeks to
continue with the enhancement of retail activity in the area. In particular, the Plan "focuses on
encouraging uses that will generate pedestrian activity... emphasizes the need for additional retail
services, and provides incentives for the development of housing ... and for the provision of
passageway links from the public parking structures to the Promenade."
Within the Plan, there are several objectives and policies related to parking. As with LUCE, which
is described below, these policies emphasize a need for more comprehensive parking
management, as well as a need for additional shared parking arrangements with private parking
facilities. The specific parking objectives and policies include:6
• Objective 6.3: "Establish a comprehensive program to monitor parking supply and
demand throughout the Specific Plan Area."
• Policy 6.3.1: "Require a periodic update of the analysis to determine parking structure
expansion needs."
• Policy 6.3.2: "Ensure that the private parking facilities are made available to the general
public through the development of a Third Street Promenade area management system."
Policy 6.3.3: "Evaluate the establishment of a coordinated valet parking system
throughout the District."
• Policy 6.34 "Install a system, either manual or mechanical, which monitors the number
of parking spaces available in each structure at a given time."
9 City of Santa Monica (1996). Bayside District Specific Plan.
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It is important to note that this Plan is more than 15 years old and will soon be replaced by the
development of a new Downtown Specific Plan, as described below.
Downtown Urban Design Plan (1997)
The Downtown Urban Design Plan was adopted in 1997 and provides a design framework to
guide the development of the core street network in the Downtown Area. The Plan provides
specific guidelines for individual streets, including lane and sidewalk widths, street trees and
landscaping, lighting, and furniture.
Downtown Parking Program (2006)
In December of 2000 the City Council established the Downtown Parking Task Force. This body
was formed to address parking concerns in Downtown Santa Monica, particularly related to the
amount of available public parking and the need to retrofit and rebuild many of the older parking
structures.
A couple of key principles were adopted by the Task Force as a means to guide the study and
development of recommendations. First, the Task Force adopted a Bayside District target parking
ratio of 2.1 parking spaces per 1,00o square feet of commercial development based on a desire to
balance the need for additional parking with recognition that too much parking can impact the
overall functionality of a downtown. This target ratio was considered "ambitious" given the
growing popularity of the Bayside District and demand for parking.7 Second, the Task Force
emphasized that the Downtown should be a "Park Once - Pedestrian First' district, in which an
individual can park their vehicle at a central location at the beginning of their trip, walk to
multiple destinations, and return to their vehicle just before they leave the area, thereby reducing
the need for driving while fostering an active pedestrian environment.
The Task Force made the following key recommendations as part of the 10 -year, multi- phased
Downtown Parking Program:
• Seismic retrofit of two nine -story parking structures (PS 2 and PS 4)
• Tearing down and rebuilding three five -story parking structures (PS 1, PS 3, and PS 6),
with up to 712 additional spaces
• Adding up to two new parking structures, containing a maximum of 1,000 additional
spaces, in the area generally bounded between 4 t Court, Wilshire Boulevard, 6th Court
and Colorado Avenue.
Since the adoption of the Task Force recommendations, conditions in Downtown have changed as
a result of new development and economic conditions. As a result, it is unclear how many of the
Task Force recommendations will be implemented. As described above, the City is moving
forward with plans to rebuild PS 6 and the potential demolition of PS 3 to make way for a new
movie theater.
r The Santa Monica parking code currently requires 3.3 spaces per 1,000 SF for retail and office land uses.
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Land Use and Circulation Element (LUCE)
As mentioned previously, the City of Santa Monica adopted a newly revised and updated LUCE in
July 2oro. The LUCE is a crucial document for Santa Monica, as it establishes a strong
community vision that will guide most policy and planning decisions within the City for the
coming decades. The LUCE is anchored around the theme of sustainability, as it seeks to ensure
that Santa Monica grows, develops, and evolves in a manner that preserves its existing resources,
conserves neighborhoods, reduces its environmental impacts, and creates places that are lively,
diverse, and attractive.
One of the primary principles of the LUCE is to manage Santa Monica's transportation network in
an integrated manner to reduce congestion, reliance on the automobile, and the number of
vehicle trips. More specifically, the LUCE establishes a particular goal of "No Net New Evening
Peak Period Vehicle Trips." The achievement of this goal will help enable the City to meet its
emission reduction targets.
In practice, meeting the transportation goals set out by the LUCE will require upgrades to all
aspects of the transportation system, including parking management. Parking is addressed in
many areas of the LUCE, with specific goals and policies outlined in Chapter 4. In general, the
LUCE articulates a guiding principle for parking management that emphasizes efficiency and
finding the "right" amount of parking so that it can function optimally and support larger
sustainability goals. The promotion of shared parking will be a key outcome of Santa Moniea's
parking management efforts, as evidenced by the parking policies specifically related to off - street
parking management and in -lieu fees. These include:8
• Policy T22.3: "Maximize the efficient use of existing off- street parking and make this
parking available to residents."
• Policy T23. 1: "In new multi- family and commercial buildings, encourage building owners
to lease parking spaces separately from residential units and commercial space, and allow
residents of nearby buildings to lease these spaces at comparable rates as building
tenants."
• Policy T24.5: "Encourage all new commercial parking to be shared and designed so that it
is interconnected with adjacent parking facilities."
• Policy T26. t: "Encourage shared parking and discourage reserved parking. Ensure that
shared parking is open to all motorists, regardless of whether they are customers,
employees or tenants of a building, with the same parking prices, restrictions and
privileges as building occupants."
• Policy T26.2: "Ensure that public parking prices reflect the true cost of automobile
parking."
• Policy T26.7: "Consider allowing developers to meet their minimum parking
requirements via shared parking between uses, payment of in -lieu fees, or off -site parking
within a reasonable walking distance.
In addition, the LUCE includes parking goals and policies specifically related to the Downtown
District, which also emphasize the provision of shared parking. These include:9
8 See Goals and Policies T22 -26 of LUCE Chapter 4.
9 See LUCE Chapter 2.6
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• Policy D8.1o: "Require new incentivized development to participate in shared parking
and TDM strategies.
• Goal D11: "Address parking needs comprehensively, identifying shared parking
opportunities."
• Policy D11.1: "Determine the need for additional parking resources based on shared uses."
• Policy D11.3: "Identify parking locations that are within walking distance of transit and
can serve multiple venues and uses such as the institutional, recreational, open space and
cultural uses in and around the Civic Center."
• Policy D11.4: "Pursue opportunities for shared use agreements with private parking
facilities."
Downtown Specific Plan
To help implement many of the LUCE goals for Downtown, the City is in the initial stages of
drafting a new Downtown Specific Plan. The firm Torti Gallas and Partners, Inc. has been selected
to leadthe Downtown Specific Plan process. While the details of the Downtown Specific Plan have
yet to be developed, it is clear that this planning effort will seek to complement the LUCE. In fact,
Goal D14 of the LUCE formally establishes the need for this complementary planning process:
"Prepare a Downtown Specific Plan that replaces the existing Bayside Dish•iet
Specific Plan and incorporates the relevant goals and policies of the LUCE,
addresses ongoing issues in the Downtown and encompasses the expanded
boundaries of the Downtown District, from Ocean Avenue to Lincoln Boulevard and
from Wilshire Boulevard to I -1o."
In addition to addressing issues such as building heights, urban design, mix of uses, open spaces,
affordable housing, the transit network, and non - motorized access, the Downtown Specific Plan
will also support a coordinated parking strategy. This parking strategy will include goals and
policies that emphasize efficient management of spaces based on demand and pricing, as well as
the flexibility offered by shared parking. It is anticipated that this plan will outline specific
guidelines related to the in -lieu fee, as informed by the outcomes of this in -lieu fee study.
Municipal Code
The Santa Monica Municipal Code includes provisions which guide the implementation of shared
parking. More specifically, Part 9.04.20.26 discusses Reduced Parking Permits, with specific code
language pertaining to shared parking.
• 9.04.20.26.010, Purpose:
"A reduced parking permit is intended to permit the reduction of required automobile
parking spaces for senior housing, or when shared parking, tandem parking or in -lieu
parking fees are proposed as part of any development, and under certain circumstances
for landmarks and historic districts. (Prior code § 9133.1; amended by Ord. No.1653CCS
§ 2, adopted 10/13/92)"
• 9.04.20.23.030, Applicability:
"The Zoning Administrator may grant a reduced parking permit for the following:
(a) Shared Parking. facilities may be shared if multiple uses cooperatively establish and
operate parking facilities and if these uses generate parking demands primarily
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City of Santa Monica
during hours when the remaining uses are not in operation. (For example, if one use
operates during evenings or weekdays only.) The applicant shall have the burden of
proof for a reduction in the total number of required parking spaces, and
documentation shall be submitted substantiating the reasons for this requested
parking reduction. Shared parking shall be approved only if:
(1) A sufficient number of spaces are provided to meet the greater parking demand
of the participating uses.
(2) Satisfactory evidence has been submitted by the parties operating the shared
parking facility, describing the nature of the uses and times when the uses
operate so as to demonstrate the lack of conflict between them.
(3) Additional documents, covenants, deed restrictions or other agreements as may
be deemed necessary by the Zoning Administrator are executed to assure that the
required parking spaces provided are maintained and uses with similar hours and
parking requirements as those uses sharing the parking remain for the life of the
building."
Several empirical studies completed for recent development projects have indicated that some of
the privately constructed parking in the Downtown is underutilized, and has been made available
to off -site users through monthly parking passes or other private arrangements. Furthermore, the
City's 20o6 Downtown Parking Program and the 2009 Walker Parking Study supported the
LUCE policies for shared parking facilities that facilitate the "Park Once" philosophy as an
important economic strategy and public benefit.
Interim Ordinance 2356 enacted interim development procedures pending implementation of the
Zoning Ordinance Update which implements the LUCE. One of the provisions of the interim
procedure was the creation an administrative process for property owners to rent or lease
underutilized parking spaces to nearby residents, workers, or businesses within the Downtown
only. This allows the for a shared parking process to be tested in an area of the City where a
significant amount of parking sharing already happens, while also creating a more streamlined
procedure for new businesses to request alternative parking arrangements.
Transportation Management Ordinance
Achieving Santa Morrica's congestion management goals and improving the quality of service of
each mode of transportation requires careful management of the entire transportation system. To
help accomplish this, in November 1991 the City adopted Ordinance No. 1604 (Santa Monica
MMC Section 9.16), administered by Planning and Community Development. Geared towards
employees in the City, Ordinance No. 1604 promotes "ridesharing and other transportation
demand management strategies to reduce peak hour commute trips. Employers comply by
encouraging walking, carpooling, vanpooling, billing, use of public transit, compressed work
schedules, telecommuting, and other non - polluting forms of transit "lo
Ordinance No. 1604 sets differential requirements based on the size of employer. Employers with
to or more employees are required to comply with Ordinance No. 1604 and submit a Worhsite
Transportation Plan (WTP) to the City each year. The WTP.presents a plan for how the employer
10 http: /hvww.smgov,neUDepartments /Transportation /transportation - management- content.aspx ?id =22631
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intends to provide information about ridesharing, educate their employees about air quality
issues and alternatives to driving alone to work. Employers with 50 or more employees are
required to designate an Employee Transportation Coordinator on site and submit an annual
Emissions Reduction Plan (ERP) using one of the two following mechanisms:
• Employee Trip Reduction Plan: Employers are required to survey employees to establish
commute patterns. A 75% response rate is required to establish the Average Vehicle
Ridership (the number of employees per car that arrives to the worksite). Employers
must then write a plan that will result in an AVR of 1.5 employees per car. Employers who
fall under the purview of AB 2109 (Panting Cash Out), must implement a parking cash
out plan as part of their Emission Reduction Plan. Employers who fail to do so will have
their Emission Reduction Plan disapproved.
• Emission Reduction Plan Mobile Source Emission Reduction Credits: Employers can
purchase Mobile Source Emission Reduction Credits from a certified broker in place of
implementing an Employee Trip Reduction Plan.
The program is monitored by the City on an annual basis based on annual reports submitted by
employers. If employers do not comply with the terms of the ordinance, they will first receive a
warning and will then be given a violation notice that will require them to pay a fine of $5.0o per
employee per day. Ultimate violation could result in the revocation of their Santa Monica
Business License.
As of 2011, the ordinance currently regulates 690 employers (including 167 in the 50+ employee
category), which accounts for 37,784 employees in the city."
Transportation Demand Management and Bicycle / Pedestrian
Facilities
In addition to the Transportation Management Ordinance, the City is implementing a variety of
bicycle and pedestrian facilities and systems in the downtown to support the area's aggressive
TDM goals and the LUCE principal of "No New Net PM Peak Period Trips." In November 2011,
the City adopted a Bike Action Plan which sets an aggressive outline for bicycle programs and
facilities. Bicycle improvements in the downtown include:
• The recently opened full- service Bike Center at 2.d/Colorado and 4th /Broadway providing
nearly 36o secure bicycle parking spaces, bicycle rentals, showers, lockers, self - service
repairs, vending and restrooms. The Bike Center also offers ongoing bicycle safety and
education classes and events that promote bicycle commuting.
• Physical improvements
• On- street bike corral in the 4al Street /Arizona Avenue area
• Off- street bike racks at major downtown bicycle trip generators, such as the Pier
• Green bike lane on 2»a Street / Main Street
• Green buffered bike lane on Broadway
• Secure bicycle parking and lockers at Parking Structure 6
"Stoll, Colleen. Email communication. 23 August 2011. City of Santa Monica, California.
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o Improved bicycle facilities on Colorado, 6th and 7th Streets and the provision of
bike valet services at several downtown automobile valet locations are also
envisioned for future implementation.
In addition to bicycle enhancements, pedestrian facilities and wayfinding are critical to the
ongoing success, vitality and economic strength of the downtown. Enhanced pedestrian facilities
can support the shared parking district and "park once" strategy used in the downtown, as well as
offer more direct and accessible connections to the nearby parking supply at the Civic Center,
Library, and beach lots. Specific areas and corridors targeted for pedestrian improvements
include:
• Improved connections across the I -io freeway, particularly at 4th Street and Main Street,
will strengthen linkages between the Downtown and Civic Center.
• On either side of the I -io, the Palisades Garden Walk & Town Square and Colorado
Avenue Esplanade projects which will greatly enhance the downtown pedestrian
experience. The 7 -acre Palisades Garden Walk & Town Square parks will provide
pedestrian linkages between Santa Monica's Civic Center, shopping districts, the beach,
and the coming Expo Light Rail station.
Connections created by this new park will be enhanced by a new promenade along
Colorado Avenue connecting the Expo Light Rail station to Ocean Avenue and the Pier
which includes bicycle and pedestrian facilities, increased landscaping and public art.
In addition, the upcoming development of a new Downtown Specific Plan will seek to identify
additional pedestrian facilities and wayfinding improvements to facilitate strong pedestrian
connections to parking, as well as support the vitality of the downtown business district.
Furthermore, downtown residents, employees, customers and visitors may all be encouraged to
utilize these bicycle, pedestrian, and transit facilities through the creation of a Downtown /Civic
Center Transportation Management Association (TMA). The Downtown /Civic Center TMA
would provide a mechanism for the City and businesses to collaborate on developing and
delivering transportation solutions.and is currently going through a feasibility study.
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Development within Downtown Santa Monica over the past decade or so has varied quite
dramatically, as the commercial and residential market has fluctuated with the overall health of
the economy. In all, however, there has been close to 1.4 million net square feet of development
projects completed within Downtown since 1999• The majority of the square footage,
approximately 81 %, has been residential development, which has resulted in the construction of
1,305 new housing units. Figures 4 and 5 summarize the development pattern since 1999• Figure
4 shows both residential and commercial square footage, while Figure 5 highlights the number of
residential units. Both figures show results by year of project completion, which is the year that
the project was issued a Certificate of Occupancy.
Figure 4 Residential and Commercial Square Footage Built, by Year Completed12
Source: City of Santa Monica
12 It is important to note that these figures include only Administrative Approvals and do not include other approved or completed
projects that required discretionary review. Nevertheless, they provide an illustrative snapshot of the typical amount and type of
development within the Downtown area over the past decade.
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City of Santa Monica
Figure 5 Residential Units Built, by Year Completedt3
Source: City of Santa Monica
13 It is important to note that these figures include only Administrative Approvals and do not include other approved or completed
projects that required discretionary review. Nevertheless, they provide an illustrative snapshot of the typical amount and type of
development within the Downtown area over the past decade.
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The following section includes a summary of the key findings and recommendations from two
parking studies recently completed in Santa Monica. The first, as previously mentioned, is the
Downtown Parking Program Update completed by Walker Parking Consultants in 2009. The
second is Civic Center /Downtown ParkingAssessmentby Nelson \Nygaard Consulting
Associates (in final review). Because there is no original data collection as part of this effort to
revise the in -lieu parking fee, the data and findings from these studies can be used to inform
decisions regarding the future of the fee.
Downtown Parking Program Update, Walker Parking
Consultants14
Completed in 2009, the Walker parking study was designed to evaluate parking conditions in the
Downtown area for the purposes of more effectively managing existing parking, identifying
additional sources of revenue, and evaluating the need to provide additional parking supply to
meet future demand. The study included original data collection to assess parking utilization for
both on- and off- street spaces. The study boundaries were Wilshire Boulevard, 61h Street,
Colorado Avenue, and 2ud Street.
The study's overarching recommendation was that better management of existing supply would
benefit the City more than the construction of new parking facilities:
"The purpose of our recommendations is to improve the publics access to
Downtown Santa Monica by increasing the efficiency and utilization of existing
parking spaces and the other transportation options that are available, in short the
entire transportation system that serves the area. Further, we note that failure to
implement these pricing and policy recommendations, even if additional parking
were built, would not only be wasteful and expensive, but may not solve the problem
or the perception of a parking shortage. Without implementing proper pricing
policies, competition for the "best" spaces is likely to persist while in some cases
thousands of parking spaces continue to sit underutilized. Our findings indicate that,
given the extent of the current parking demand and new development that we have
analyzed it is very likely that new structures will not be necessary." Is
Outlined below are some of the most relevant findings and recommendations from the Walker
study. For more detailed information, please refer to the study itself.
Utilizafj0n16
While some blocks and parking structures within the study area experience high
competition for available parking spaces, the overall study area had utilization rates
below target levels. In fact, overall peak occupancy was 65% during the i PM weekday
counts. Peak occupancy on the weekends was even lower at 6o %.
14 All data, findings, and excerpts in this section are attributed to: Walker Parking Consultants, Downtown Parking Program Update -
City of Santa Monica. July 2009.
151bid, page I.
16 It should be noted that during the Walker Study Santa Monica Place was in construction and the Mall was largely closed to
customers: As a result, PS 7 and 8 were mostly underutilized at the time.
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City of Santa Monica
• On- street parking supply is clearly the most impacted, experiencing parking occupancies
above go% on both the weekday and weekend. Figure 6 summarizes the on- street parking
conditions.
Figure 6 On- street Utilization in Downtown
• Some of the public structures in the area, most notably Parking Structures i — 6 and 9,
experienced much higher occupancy rates than the parking system as a whole. Significant
parking capacity was also found in Parking Structures 7 and 8, =7 as well as the Civic
Center and Library Structures.18
• As shown in Figure 7, private parking facilities were, in general, under- utilized, even
during peak employee - parking demand hours. They experienced particularly low
utilization on weekends, when municipal Downtown structures are most constrained.
• The overall parking system for the area still had available capacity to serve the needs of
visitors and employees if steps are taken to better utilize underutilized spaces in the area.
Figure 7 Private Off- street Parking Utilization in Downtown
17 Ibid.
18 See Figure 8 for additional information on off - street parking utilization, as analyzed in the Civic Center /Downtown Parking
Assessment.
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City of Santa Monica
Pricing of Parking
• In general, hourly, daily, and monthly parking rates within Santa Monica were found to
be lower than those of peer cities..
• The Walker study proposed several pricing changes for on- and off- street panting
facilities, some of which have been implemented since the time of the study. These
include charging for the second hour of parking in the structures, increasing the daily
maximum, increasing monthly permit fees, raising the evening flat rate, increasing on-
street meter rates, and evaluating the use of demand -based pricing structures to charge
higher rates when panting demand is highest.
In -lieu Parking Fee
The Walker study also analyzed many of the City's existing mechanisms for generating parldng
revenue, and evaluated some potential new mechanisms. A summary of findings and
recommendations related to the City's in -lieu fee from this study are included below:
• Santa Monica's current in -lieu fee is far below the costs of developing a structured
parking space in the City. The Walker study found that the current fee would cover 8.8-
10.5% of the costs of a structured parking space, not including land costs. 19
• It was estimated that the balance within the in -lieu fee program (roughly to be $7 million
in 2010) could fund an additional 122 parking spaces .20
• The Walker study stated that if the City wishes to levy the entire cost of providing parking
spaces, then the in -lieu fee would need to be levied in a way that generates the full cost of
constructing a parking space, which at the time was estimated at the time to be
approximately $57,000 per incremental parking space. If the private developments
were levied based on the full cost of spaces not provided, than the fee would be
approximately $171 per building square foot (assuming one parking space for each 333
square feet of building).
• However, the Walker study noted that: "A fee this high does not provide an economic
incentive for private developers to participate in the public panting program. If they are
paying the full cost of the space, then they are likely to want full control of the space as
well as the parking revenue. Taking into account net parking revenues and the potential
for shared parking spaces, a lower fee is probably warranted. "
• Based on assumptions that the Bayside District would generate additional revenue from
increased parking rates, a potential new $.50 per square foot annual assessment fee, and
assumed additional commercial development, 23 the Walker study stated that the in -lieu
t9 Page 64 of the Walker Study: "Assuming that the fee is levied over a 30 -year period, the $1.50 per square foot annual fee will
provide between $15 per square foot and $18 per square foot of financing revenues depending upon bond interest rates. If we
assume that, on average, one parking space is required for each 333 square feet of building area, then the in -lieu fee only provides
between $5,000 and $6,000 toward the construction of each parking space. This is between 8.8 percent and 10.5 percent of the
cost of developing a parking space in Santa Monica, excluding land costs."
20 Based on the City's estimation of a cost of $57,000 per parking space (in 2009).
21 As of November 2011, the City estimates the cost to the City to construct parking at $53,775 per space for underground parking
and $31,603 per space for above ground parking.
22 Walker Parking Consultants, Downtown Parking Program Update- City of Santa Monica. July 2009. Page 68.
23 50,000 square feet of new commercial development each year.
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would only need to cover approximately 75% of the capital costs of an additional parking
space. Under that assumption, a new in -lieu fee would need to be approximately $134 per
building square foot.
City Parking Operations
The Walker study made several additional recommendations related to the City management of
its parking facilities. These recommendations were designed to improve operational efficiencies,
resulting in better utilization of facilities, increased revenue, enhanced enforcement and
monitoring, and improved customer experience. The specific recommendations included
revisions to the organizational structure of the Parking Office; additional staffing positions; new
protocols to improve annual monitoring, enforcement, and revenue collections; and the
implementation of new parking technologies.
Parking Supply
In relation to the provision of additional parking supply, the Walker study ultimately concluded
that:
"Beyond the planned rebuilding of Parking Structures 1 and 6, which represent an
opportunity to increase the public parking supply where it is currently needed most
(and on sites already devoted to parking), we do not recommend building additional
parldng structures in Downtown Santa Monica. We make this recommendation
based on the following considerations:
- the large number of underutilized parking spaces that currently exist in Downtown
Santa Monica, particularly in the private supply;
- the opportunities that exist to efficiently use many of the existing spaces,
opportunities which will either generate revenue for the City or cost far less than
building new parking facilities;
- the high cost of building parking in the area;
- the opportunity cost of building parking in the area;
- the oft- bemoaned traffic congestion within and around the area;
- the increase in transportation alternatives to driving to the area;
- the City's broader goals of encouraging such alternatives and their environmental
benefits ."24
Instead, the study emphasized the need for parking management strategies, primarily pricing and
shared parking, that focus on efficient utilization of existing supply as a means to address the real
and perceived parking challenges in Downtown Santa Monica.
Implementation of Recommendations
Since the Walker study was approved by City Council in September of 2009, the City has
prioritized some of the study's recommendations and has made progress on implementation. The
primary recommendations that have been implemented include:
24 Walker Parking Consultants, Downtown Parking Program Update - City of Santa Monica. July 2009. Pages xvi -xvii.
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• Pricing changes:
• The maximum daily rate in the Downtown structures was increased from $7 to
$9•
• The evening flat rate (after 6 PM) was increased from $3 to $5.
• The cost of a monthly parking pass was increased from $ 82.50 to $121.
• The City will be conducting an additional study with the goal of updating on- and
off- street rates and pricing structures.
• Additional revisions and updates to the hourly pricing, hours of operation, and meter
technology for on- street spaces are still being developed and will be implemented in the
near -term. For example, replacement of the on- street meter technology to 6,10o solar -
powered, multi - payment units that accept credit cards and pay -by -phone applications
was approved by City Council in October 2011 with installation to occur in 2012.
• A limited number of new agreements with owners and operators of private facilities have
been agreed to as a means to facilitate greater use of shared panting.
• Enhancements to the Downtown structures were made, including improved wayfinding,
technology, and aesthetics.
• A centralized valet program will be implemented on a pilot basis for the 2011 holiday
utilizing the 1324 5°i Street lot for vehicle storage.
• An additional study of the City's in -lieu fee was initiated.
Civic Center /Downtown Parking Assessment, Nelson \Nygaard
The Civic Center /Downtown Parking Assessment study was initiated in spring 2009 to collate
the findings of all recent studies related to events and parking in Downtown, the Civic Center and
Santa Monica High School (Samohi) area, and at the beach. The purpose of the study was to
analyze whether new parking should be constructed to meet the demand of future event
programming and other parking needs while taking LUCE policies for shared parking and
demand management measures as sustainable development tools into consideration. One of the
primary reasons for the study is that in the long term, the existing Civic Auditorium parking lot,
which currently holds 1,010 parking spaces, is envisioned to be replaced by an Early Childhood
Education Center, a potential cultural facility, and public open space, or similar uses per the 2005
Civic Center Specific Plan (CCSP). The study assesses the existing and potential future Civic
Center uses based on time -of -day, week and year, including temporary Downtown replacement
requirements.
The report detailed the projected supply and demand for Civic Center and Downtown for the
years up to 2015. Potential parking sites in the study area were also identified and evaluated for
efficiency and feasibility to determine the optimal site in case new parking is needed. The report
concluded with an analysis of potential scenarios to address the projected parking demand in the
Santa Monica Civic Center area in the years beyond 2015.
Utilization
• As shown in Figure 8, there is a high level of overall availability within the public off -
street inventory serving the study area. Even during a weekend afternoon, the peals
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period for parking demand Downtown, there were still close to boo parking spaces
available within the Downtown public structures. Outside of Downtown, there is even
more parking availability.
Utilization rates vary substantiallyby facility. For example, structures 1-3, 5 -6, and 9 all
had occupancy rates above 9o% during the midday on a weekday. At the same time,
however, the other Downtown and Civic Center facilities all had utilization rates below
50%.
The large beach lots and nearby facilities experience strong seasonal variation,
particularly on weekends. During hot summer weekend days, several of the beach lots are
completely full. However, bylate afternoon, parking in these lots becomes available
again.
Additional analysis is underway to include substantive date for Pier uses and Pier parking
demands as well as Pier parking requirements.
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City of Santa Monica
Figure 8 Public Off- street Parking Inventory and Utilization, Selected Facilities
Civic Center
333 Civic Center Drive
705
52.7%
334
35.4%
456
23.1%
542
Civic Auditorium
1855 Main Street
1,010
33.0%
677
42.0%
586
17.1%
837
Civic Center area
1,715
41.1 %
1,011
3930/6
1,042
19.6%
1,379
SM Downtown 1
1234 4th St.
338
97.0 %
10
98.8%
4
95.3%
16
SM Downtown 2
1235 2nd St.
647
92.4%
49
81.9%
117
58.3%
270
SM Downtown 3
1320 4th St.
336
98.5%
5
104.3%
-15
97.8%
8
SM Downtown 4
1321 2nd St.
652
65.7%
224
92.3%
51
85.4%
95
SM Downtown 5
1440 4th St.
665
91.1%
60
91.4%
58
62.5%
250
SM Downtown 6
1431 2nd St.
338
97.5%
9
98.5%
5
95.9%
14
SM Downtown 7
Santa Monica Place
820
54.2%
376
86.0%
115
76.5%
193
SM Downtown 8
Santa Monica Place
1,040
61.9%
396
93.3%
70
80.4%
204
SM Downtown 9
1136 4th St.
292
99.0%
3
95.9%
12
78.9%
62.
SM Library
601 SM Blvd.
532
59.0%
218
47.7%
278
17.0%
442
Downtown Structures
5,660
76.2 %
1,348
87,7%
694
716%
1,551
SM Beach 1
1550 PCH
1,173
43.6 %
662
90.5%
112
40.6%
697
SM Beach 4
2030 Ocean Ave
1,319
5.8%
1,243
14.6%
1,127
0.9%
1,307
Pier Deck
End of Colorado Ave.
271
65.7%
93
55.7%
120
33.8%
180
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2015 Parking Projections
The reconstruction of Parking Structure 6 at 1431 2nd Street is scheduled to begin in 2012 with
the goal of maximizing the parking supply at this location to serve existing and future
development as part of an overall strategic parking program for the Downtown. The
reconstruction of Parking Structure 6 with a total of 750 spaces, which is approximately 410
spaces more than the current structure, will require temporary replacement parking for the 342
existing spaces during construction.
The Civic Center /Downtown Parking Assessment found that based on the projected levels of
supply and demand there will likely be a sufficient supply of parking in the combined Civic Center
and Downtown at all times through 2015, particularly when including the private parking
facilities. Peals demand will likely be generated around 4 PM on Saturdays, assuming Civic
Auditorium events start early in the evening, while beach parking occupancy is still fairly high. If
the private parking supply could be used by the public to a larger extent, the parking supply would
be more than sufficient even during these peak events. The study recommends new and
innovative approaches to the way that private parking facilities could be managed for public
access to further open up the private supply.
Nevertheless, there is still concern that with the proposed demolition of Parking Structure 3 and
the reconstruction of Parking Structure 6 occurring at the same time, there will not be enough
parking supply to meet demand. As a result, the City has recently implemented an Interim
Parking Plan for the Downtown area. The primary component of the Interim Plan is to get as
many monthly permit holders in Parking Structure 6 to relocate to the Civic Center parking lot
through a 5o% discount in permit costs and the provision of free monthly passes on the Big Blue
Bus as a means to enhance connections from the Civic Center lot to Downtown. In addition, the
City has been wonting to negotiate with private parking facilities to allow the public to park at
those locations for discounted rates. Furthermore, the City opened up loo new spaces at a
temporary lot at the 5th and Arizona site. Finally, the Interim Parking Plan also included improved
technology and wayfinding for the Downtown structures as a means to ensure efficiency And
maximize utilization, as well as the implementation of a new shuttle, valet parking services, and
bike transit center in Parking Structures 7 & 8.
Parking Site Analysis
The Civic Center /Downtown Parking Assessment also conducted an analysis of seven potential
sites for new public parking facilities within the Downtown and Civic Center areas. This exercise
allowed a comparison of the number of spaces that can be built at each site and associated
construction costs at these facilities. In addition, the study evaluated the access each site provides
to the Civic Center, Samohi, and the rest of the study area. Combining the capacity, access, '
construction feasibility, proximity to the projected peak demand area (Civic Auditorium and
Samohi), and cost per space, the analyzed sites were ranked. The highest ranked site was the Civic
Auditorium site, as it is located within easy walling distance of the Auditorium and, due to its
large footprint, has a comparatively low cost per space. The study emphasized, however, that
although it analyzed numerous sites, it had yet to be conclusively determined that additional
parking should be built.
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Long -term Conditions (Post -2015)
Finally, the study conducted an analysis of long -term parking conditions within the Civic Center
area based on the redevelopment plans for the existing Civic Auditorium lot. The study looked at
several potential development scenarios, including the implementation of new pricing and TDM
strategies and how those would affect parking demand. In regards to long -term parking
development, Nelson \Nygaard's final recommendations included:
• The City should delay construction of a subterranean parking facility until at least 2019.
At that point, the City would be able to make a determination as to the appropriate size of
the facility, tatting into consideration the impacts of Downtown parking management,
opening of the Expo Light Rail, partial implementation of the LUCE, enhanced
connectivity to Downtown, improvedbicycle and pedestrian access and safety, on -site
parking pricing management, as well as numerous other factors.
• Final decisions on the exact number of spaces and timing of construction should be
evaluated using regularly updated parking demand data once the new event venue, the
parking shuttle, and the Expo Light Rail are operating.
• Additional data collection during actual operations would also potentially allow the City
to forego building a new parking facility, even with some additional development of Civic
Center projects, due to a new comprehensive TDM program.
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TECHNICAL MEMORANDUM A: BACKGROUND REVIEW
City of Santa Monica
History of Fee
The history of Santa Monica's Parking Developer Fee goes back to the mid- 198os. The Parking
Developer Fee was established concurrently with the Mall Assessment District in August 1986. At
that time, the existing Downtown Parking and Business Improvement District, which was
established in 1965 to finance parking improvements, was eliminated and the City defeased those
existing bonds. The boundaries of the new district were coterminous with the previous district.
The Third Street Mall and Downtown Assessment District was established to finance the public
improvements recommended in the Mall Specific Plan through an annual levy charged to each
parcel based on the gross floor area of existing improvements and the degree of benefit assigned
to that parcel from the improvements made. The Mall Assessment District is divided into three
zones. The rate for each zone is based on the level of benefit to the property as a result of the
improvements. There are credits for parcels that provide their own parking, for religious and
educational institutions, as well as residential uses.
To implement the financing plan, the City adopted Ordinance No. 1377, the enabling legislation
that allowed the City to form assessment districts and levy fees to secure bond financing. This
ordinance established the City s procedures for assessment district formation, including the need
to describe proposed improvements, establish district boundaries, requirements for property
owner notification, the creation and collection of the assessment fee, and enforcement policies:
To meet the requirements of Ordinance No. 1377, the City commissioned Katz, Hollis, Coren &
Associates, Inc. to prepare the appropriate findings report, which included the specifications for
the proposed Third Street Mall district improvements, the district boundaries, an estimate of
costs associated with the improvements, and the proposed assessment fee and formulas. This
report established the term of the assessment district and fee to be 30 years, set to expire in 2016.
The Katz, Hollis, Coren & Associates report was adopted as part of Resolution No. 7255, which
declared the City's intent to establish both the Bayside Mall Assessment District and Parking
Developer Fee. Following a period of outreach to local businesses and merchants, the District and
Fee were officially adopted and approved as part of Resolution No. 7286 on August 19, 1986.
How the Fee Works
The boundaries for both the Parking Developer Fee and the Mall Assessment Fee are Second
Street to the west, Fourth Street to the east, and the Third Street Promenade between Wilshire
Boulevard and Broadway Avenue. The City sends the assessment amounts to the Los Angeles
County Auditor - Controller's Office for collection on the property owner's annual real estate tax
bill.
The Parking Developer Fee is applicable to any new development or change of use within the
district boundaries that provides a net increase in square footage and parking demand.
"Any net increase in the number of panting spaces required by development of
any parcel in the district shall be subject to an additional annual parking levy
equal to $1.50 per square foot of the net increase in gross floor area ... Any
development on any parcel in any zone of the district shall be exempt from this
additional parking levy to the extent that the level of the required parking for
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City of Santa Monica
such development as specified in the Santa Monica Municipal Code is
provided. "25
In other words, parcels are "exempted" from the $1.50 per square foot parking fee if all of the
parking spaces required by code are provided. In addition, the current fee includes a provision
that reduces the fee by 50% ($.75 per square foot) for residential uses.
While the program goals are the same, it is important to note that Santa Monica's existing parking
in -lieu operates quite differently from most parking in -lieu fees. First, the existing fee is applied
on a per square foot basis, while most parking in -lieu fees are applied on a per space basis (i.e.
$1o,000 per parking space not provided). Second, the fee is applied annually, while most in -lieu
fee programs require a one -time, upfront payment. Third, the existing fee is tied to the Downtown
Mall Assessment District, with the fee universally applied to all development and projects being
"exempted" if they provide the full amount of required parking. This structure is essentially the
"opposite" of how most parking in -lieu fee programs work, in which the fee is only applied if the
developer chooses not to provide the required parking. Finally, because the fee is tied to an
assessment district it has an expiration date of 30 years, which is not typical.
The funds collected in the Parking Developer Fee program are to be used to finance additional
parking and related improvements in the District with the goal of maintaining adequate panting
facilities to accommodate anticipated future growth in the area. The formula for the Parking
Developer Fee, which is $1.50 per square foot, has not been revised since its inception in 1986.
Figure 9 Bayside Mall Assessment District Sub -zones
\ \NN.INT \DFS \Data \MAS90 \Projects - Open \S -Z \SANTA MONICA Parking In -Lieu Fee
11026 \09 Graphics \SMThird.pdf
25 Ordinance No. 7255 (1986)
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City of Santa Monica
Revenue Collected
Currently, the in -lieu fee program has accumulated a balance of approximately $7.o million, with
current annual revenue from the fee totaling roughly $605,000.26 As of 2011-12, there were 44
parcels paying the in -lieu fee, with one - fourth of the revenue coming from parcels located in
zones A -1 and A -2, the block of 2nd Street, Third Street, Arizona Avenue, and Wilshire Boulevard
(see Figure 9). The average fee per parcel was approximately $13,772.
Figure 10 Breakdown of In -Lieu Fee by Zone, Amounts Submitted for FY 2011.12
Zone
era
1 Dumber of
parcels
AnnUa1
parkmgFee
Foe per panel ,
ro
/o of total
revenue
y
Figure a summarizes the amount of revenue collected from the fee since FY 1997-98. One can see
that in -lieu fee revenue, as well as the number of parcels, has increased overall since that time,
but has been mostly stable since FY 2006 -07. For example, in 1997-98 there were 27 parcels
paying the in -lieu fee, with an average levy of $11,665 per parcel. In 2011 -12, the number of
parcels paying the in -lieu fee had risen to 44 parcels with each parcel paying an average levy of
$13,772. Since 1997 -98, the average levy per parcel has ranged from $10,906 (1999 -00) to
$14,410 (2003 -04)•
28 Source: City of Santa Monica
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TECHNICAL MEMORANDUM A: BACKGROUND REVIEW
City of Santa Monica
Figure 11 In -lieu Fee Revenue Collected by Year since 1997.98
Revenue Collected ® NumberofParcels
$700,000 - - -- 50
45
$600,000
40
$500,000 - , __ -___— ____— _— ___.__ ._ ___ 35
G
+! _
° $400,000 _ _ 30
> e ^'a " o.
25 0
A
to
$300,000
a 20 z
$200,000 -- ---- .- ..- ______ 15
10
$100,000
5
$- 0
Oti Ao Oa po 06 01 00 A° N% �.�` Nti
991 906 9°j9 000 00^ 00'L 000 000. 006 006 001 006 009
1 ti ti ti ti ti ti ti ti ti h ti ti
Evaluation of the In -lieu Fee
Since 1986 the Mall Assessment District fees have been used to repay the bonds which financed
the public improvements to the Third Street Promenade and the surrounding area. The Parking
Developer Fee has been used to ensure that the area's parking structures are maintained and
supply is adequate to meet the parking demand generated by the Third Street Promenade and the
surrounding commercial district.
Moving forward, proceeds from the Parking Developer Fee are to be used to fund additional
parking and related improvements in the District consistent with the increased development.
Currently, the fee has a balance roughly $7 million, and the financing plan for reconstructing
Parking Structure 6 contemplates using these accumulated proceeds.
It is important to note that the in -lieu fee has also had other benefits. First, it has facilitated new
commercial uses to enter the Bayside District more quickly and inexpensively than they
previously could, as reduced new parking needed to be built as part of those projects' approval
processes. It has also supported adaptive reuse of existing buildings and a more pedestrian
friendly design. Finally, it has provided additional flexibility to developers, enabling them to meet
parking requirements in an alternative manner.
Issues to Consider
The Parking Developer Fee is set to expire in 2m6, and the City is beginning to evaluate how the
fee might be revised and /or updated. Beyond the deadline of the fee's expiration, it is clear that
there are a number of other issues and challenges that should be addressed to ensure that the fee
is helping the City achieve its parking and transportation access objectives. These issues will be
addressed in greater detail in Task 3 (Stakeholder Input) and Task 4 (Technical Analysis) of this
project, but an initial overview is provided below.
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City of Santa Monica
District Boundaries: The boundaries of the Bayside Mall Assessment District have not
been changed since 1986. While the Third Street Promenade area should remain the core
of the district, development pressures have changed in the 25 years since the District and
Fee were established. Other areas of Downtown may warrant inclusion in the District and
other projects outside of the District may wish to utilize the in -lieu fee to support their
development. In short, should the District boundaries be expanded? If so, to where? How
would this impact the amount of annual revenue generated?
If the district is to be expanded, there is also the issue of availability of parking resources
beyond the existing Bayside District. Currently, the vast majority of parking supply is
located to the east of 51h Street. If the district boundaries were to expand to the east, it is
likely that those paying the fee will wish to see the creation and distribution of new public
supply farther east of 5th Street. Identifying feasible locations for the creation of
additional supply, if determined to be feasible, would be a crucial step in this process.
Level of fee: Based on information provided by the City to Walker Parking Consultants
at the time, the 2009 Walker Parking Study reported the current in -lieu fee only covers
8.8 -10.5% of the costs of a structured parking space (at the then rate of $57,000 per
space), not including land costs. As of November 2011, the City reports the cost to the City
to construct parking at $53,775 per space for underground parking and $31,603 per space
for above ground parking. An in -lieu parking fee that is intended to cover the full costs of
construction by the City likely would be a disincentive to developers. Moving forward,
finding the appropriate balance so that developers will want to pay the fee, while ensuring
that the fee can actually fund projects is a key challenge. This issue will be a primary focus
of Tasks 3 and 4 of this study.
Type of fee: Should the fee remain an annual fee or become a one -time fee? There are
advantages and disadvantages to each approach. A one -time fee is simpler to apply and
easier for developers to incorporate into construction calculations. This option also
provides more money to the city upfront. In addition, the one -time fee does not create
any complications when ownership of a development changes hands. By contrast, an
annual fee does not place as high of an upfront financial burden on the developer.
Instead, the payments are smaller and spread out over time. This provides a continued
"stream' of income to the City for parking and /or transportation improvements.
Parcels paying the existing fee: Another key issue to consider is whether the parcels
paying the existing fee should be "grandfathered in" under the current regulations or
whether a new in -lieu fee should apply universally. Properly owners paying the existing
fee may be resistant to paying a higher fee given that they made their development
decisions based on the financial structure of the old fee. This issue will be a key
consideration for the City and how it wishes to implement any new fee structure.
Relationship to larger City goals: As documented above, the City has made
substantial efforts in pushing Santa Monica towards a more sustainable future. The most
tangible of those efforts is the recently adopted LUCE and its specific goal of "No Net New
Evening Peak Period Vehicle Trips," and the City has also articulated a vision for
Downtown that emphasizes reduced congestion, increased alternatives to driving,
enhanced transit and bicycle options, more effective parking management, and a mixed -
use environment. Moving forward, any analysis of a future in -lieu fee should also take
into account how such a fee can support the achievement of these goals.
For example, distribution and allocation of in -lieu fee revenue could be one area of the
current fee that is reevaluated. Given that parking construction costs are so high, it might
NelsonlNygaard Consulting Associates Inc. 134
TECHNICAL MEMORANDUM A: BACKGROUND REVIEW
City of Santa Monica
be more cost - effective for a portion of the in -lieu fee to fund a broader spectrum of
transportation programs that are supportive of the City's overall mobility goals.
Expenditures could include not only the financing of public parking, but also parking
maintenance and operations, transportation demand management strategies, and
pedestrian/bicycle /transit improvements. These investments would all help to reduce the
demand for parking in Downtown Santa Monica.
NelsonlNygaard Consulting Associates Inc. 135
TECHNICAL MEMORANDUM A: BACKGROUND REVIEW
City of Santa Monica
The following section highlights selected cities and their experiences with in -lieu parking fee
programs. In brief, a number of general observations can be made about these in -lieu fee
programs, including:
• Many cities have in -lieu fee programs, yet have had mixed success in generating the
amount of revenue required to actually build additional parking. This is largely the result
of the challenge of setting an in -lieu fee high enough to account for the very high
construction costs of parking, while ensuring that the in -lieu fee is still economically
feasible for developers to utilize. Many cities have struggled to achieve this balance and
the result is a limited amount of parking revenue.
• In addition, given that in -lieu fees are inherently tied to the development market, most
fee programs have not generated substantial amounts of revenue in recent years.
• Most cities charge a one -time, per space fee, as opposed to an annual fee based on square
footage.
• Most cities dedicate revenue to strictly fund the construction, operation, or maintenance
of parking facilities, yet there are a few cities (i.e. Vancouver and Ventura) that have also
used in -lieu fee revenue to fund other mobility programs.
It should be noted that the City of Santa Monica is often cited as a "best practice" in relation to
parking in -lieu fees. While its in -lieu fee program did not directly result in the construction of any
of the Downtown garages, the program has provided superior flexibility to developers.
Furthermore, Santa Monica has one of the most robust parking fund balances of the cities
surveyed. As Santa Monica moves forward with revising its fee, it can learn from other cities while
understanding that many other municipalities are working to address similar issues.
NelsonlNygaard Consulting Associates Inc. 136
TECHNICAL MEMORANDUM A: BACKGROUND REVIEW
City of Santa Monica
0 . `. .. -
Overview
In recent years, Old Pasadena has gained a reputation for being a pedestrian - friendly, vibrant
downtown, that combines a mix of uses with easy access by the automobile. Much of the area's
success can be attributed to its parking management policies that have spawned a wide variety of
streetscape improvements and new opportunities for increased transit ridership and
development. Old Pasadena, however, was not always so prosperous.
By the 1970s, much of Pasadena's downtown had been slated for redevelopment, as the decaying
neighborhood had become the city's "Skid Row." Since then, it has been revived as "Old
Pasadena" — a revival in which extensive investments in the public realm, funded by parking
meter revenue, have played a major role. In 20o1, net parking meter revenue (after collection
costs) amounted to $1.2 million, all of which is used for public services in that part of the city.
Sales tax revenue in Old Pasadena increased more than tenfold over to years, to more than $2
million per year in 1999• In contrast, sales tax revenue at the adjacent shopping mall, Plaza
Pasadena, which provided free parking, has been stagnant. The mall was "turned inside out" and
converted to mixed uses in 2001. Its blank walls were changed to storefronts that resemble those
in Old Pasadena, while hundreds of apartments were added on top.
This revival has also been enabled by the City's policies on public parking, "parking credits ", and
adaptive reuse. According to Marsha Rood, former Development Administrator for Pasadena,
"Without the parking structures, revitalization of Old Pasadena would not have happened —
period." Stefanos Polyzoides, a local architect and urban designer and co- founder of the Congress
for the New Urbanism, attributes much of the success of Old Pasadena to the "rules that allowed
development to go forward with less than the traditional parking requirements. This has
encouraged pedestrian activity in Old Pasadena, giving it a dynamic pedestrian environment."
Finally, parking researcher Donald Shoup calculates that the Parking Credit program reduced the
cost to the developer of parking provision for adaptive reuse projects to just 2.5% of the cost of
on -site provision. This strategy represents an innovative way to mitigate limiting parking
minimum restrictions, and is explored in more detail below.
27 References:
City of Pasadena (2002), Old Pasadena Zoning Credit Parking Program Guidelines.
City of Pasadena (2009). Zoning Parking Credit Program Current Activity — Reporting Period —July 1, 2008 through June 30, 2009,
Staff Report to Old Pasadena Parking Meter Zone Advisory Commission, June 18, 2009.
City of Pasadena (2009). Minutes of the Special Meeting. Old Pasadena Parking Meter Zone Advisory Commission, Thursday,
October 1, 2009.
Gruber, Frank (2001), "The Black Hole of Planning; The Look Out, June 8, 2001.
Litman, Todd, Parking Management Best Practices. Institute for Transportation Engineers.
Kolozsvari, Douglas and Shoup, Donald (2003), "Turning Small Change into Big Changes," Access, 23, pp 2 -7.
Shoup, Donald (2005). The High Cost of Free Parking.
NelsonlNygaard Consulting Associates Inc. 137
TECHNICAL MEMORANDUM A: BACKGROUND REVIEW
City of Santa Monica
Old Pasadena's Parking Credit Program
The city s "Parking Credit Program ", which was established in 1987, allows a property owner in
Old Pasadena to enter into a contract withthe city to buy "zoning parking credits" in lieu of
constructing additional parking spaces to satisfy minimum parking requirements. However, this
is not a typical "in -lieu fee" program. Former Pasadena Development Administrator Marsha Rood
defines each parking credit as "an entitlement to apply parking spaces in a publicly available
garage towards parking requirements for development." The city issues 1.5 parking credits per
space in the public garages, and therefore credits are limited. Since the early 20oos, additional
public parking spaces have been added to the general credit pool (approximately 102 spaces /153
credits at the One Colorado development), and dependent on demand for credits, more public
spaces may be added in the future. As of 2oo9, 67 credits were available to eligible applicants.
Though the fee was originally set at a very low rate ($50 per space in 1987) to encourage business
development, the rate has increased following yearly CPI adjustments; in 20o8, the fee was set at
$146.53 per space per year, still far below the market cost to build a new parking space.
The Parking Credit Program has been particularly important in allowing adaptive reuse of historic
buildings that were built without parking, where minimum parking requirements would be
triggered by a change in use. Since few of the buildings in this historic part of the city have off -
street parking, this removed one of the major barriers to adaptive reuse. Similar to Santa
Monica's fee, Pasadena's fee is annual, rather than the lump sum common in many other cities,
allowing developers to avoid financing problems due to high up -front costs. (On the downside,
this has created some revenue collection issues, particularly where properties have changed
owners.) In 2002, the criteria were tightened, with eligibility limited to designated historic
buildings, and buildings that would require additional parking following rehabilitation or a
change in use.
The revenue generated by parking credits has helped to maintain and operate Old Pasadena's four
public parking facilities. Although these revenues provide only a small portion — 5% — of the
funding needed to operate the garages, they do provide the link between the waiver in minimum
parking requirements and the availability of public parking for a variety of uses. The public
parking structures provide 90 minutes of free parking, and then charge $2 per hour up to a
maximum of $6 per day. This provides spaces for visitors who are unwilling to pay the $1 per
hour charge for metered spaces.
Additionally, three off - street parking facilities provide almost 1,600 parking spaces, as seen
below. For these facilities, the first 90 minutes are free, followed by an hourly fee of $2 and a
maximum daily rate of $6.
Figure 12 Off- Street Parking Facilities in Old Pasadena
NeisoMNygaard Consulting Associates Inc. 138
Schoolhouse Block
901
24 hours a day,
First 90 minutes free; $2 1hour; $6
$55
Structure
spaces
7 days a week
maximum; $5 flat (10PM -5AM)
De Lacey Structure
516
24 hours a day,
First 90 minutes free; $21hour; $6
$65
spaces
7 days a week
maximum; $5 flat (midnight -5AM)
Marriott Structure
147
24 hours a day,
First 90 minutes free; $2 /hour; $6
$65 (for 5 days),
spaces
7 days a week
maximum; $5 flat (midnight -5AM)
$75 (for 7 days)
NeisoMNygaard Consulting Associates Inc. 138
TECHNICAL MEMORANDUM A: BACKGROUND REVIEW
City of Santa Monica
Beverly HiiiS28
The in -heu fee program in Beverly Hills began in the mid 1970s with a fee of approximately
$6,00o per space. By the 198os the level of the fee was determined to be too low relative to the
cost of providing parldng, and, consequently, the formula to determine the fee was changed to
account for the value of the land on which the parking would be built. As land values increased in
the 198os, the fee per space increased to over $50,00o per space. However, given the high level of
the fee, the program was rarely utilized. In 1994, the program was revised again to remove the
cost of land from the fee formula. A graduated fee structure was established based on proximity to
the core of the central business district (CBD) - $25,000 for Rodeo Drive, $20,000 for Beverly
Drive and $15,00o for other streets in the CBD.
The current in -lieu parldng district applies to new construction and reconstruction of
commercially zoned property in the CBD, the area bounded Wilshire Boulevard, Santa Monica
Boulevard, North Roadway, and Crescent Drive. The current fee amounts are listed below. In
addition to the per space fee, there is an in -lieu parldng application fee of $11,625.40.
Inner CBD core (Rodeo Dr.): $47,007.40 per space
Y Mid CBD (Beverly Dr.): $37,605.8o per space
• Outer CBD: $28,284.6o per space
Besides construction costs �9, other general guidelines driving the cost of the fee are city policies
prioritizing shared parking to encourage pedestrian activity and the fostering of retail and
restaurant land uses in the CBD. More specifically, the city considers the in -lieu fee program an
essential tool in retaining and expanding restaurants within the CBD. Because of this, concessions
in the price are made for restaurants, which are permitted to pay a reduced fee of $11,675.0o per
space. The in -lieu fee is readjusted every year by resolution of the City Council, along with all
other city fees, based on the cost of living index (the Consumer Price Index) using an inflation tool
called ETI.
The in -lieu fee is defined in the municipal code and the program is administered by the
Community Development Department. The applicant applies through the Planning Division and
must receive approval from the Planning Commission. Once approved, the applicant will pay the
fee in order to receive a building permit. Fee payments can be made in four equal installments
over the period of four years, with the first payment due prior to the issuance of the certificate of
occupancy. Subsequent payments must be paid annually on the anniversary of the first
installment and are subject to increases based on inflation (to not exceed 10%).
28 City of Beverly Hills Municipal Code- Title 10, Chapter 3, Article 33.
City of Beverly Hills. Planning Division Fee Schedule. July 1, 2011. [Accessed on December 2, 2011] Available from:
<htt : / /www,beverl hills.or tcivicalfilebankiblobdload,as ?BlobiD -2492>
City of Beverly Hills. Staff Report Planning and Community Development Department, For the Planning Commission Study Session,
August 27, 2003.
Personal communication with Nathan Gapper, Limited Term Planner, City of Beverly Hills, December 6, 2011.
Personal communication with Chad Lynn, Director of the Parking Authority, City of Beverly Hills, December 6, 2011.
� Current building costs for subterranean parking spaces in Beverly Hills have been estimated in the range of $25,000 to $50,000,
depending on location.
Nelson\Nygaard Consulting Associates Inc. 139
TECHNICAL MEMORANDUM A: BACKGROUND REVIEW
City of Santa Monica
The Building and Safety Division collects the fees, which are placed in the In -Lieu Parking Fund.
These funds are then used by the Parking Authority to construct parking garages or structures on
city owned lands and recently have been used in partnership with private development. In public
private partnership projects, in -lieu funds must be used for public parking. As of 2003, the city
has used the funds to build two parking structures and one garage. As of 2003, there were 563 in
lieu parking spaces purchased since the inception of the program, equivalent to 41 applications,
and $7,694,996.45•
Mountain View
Mountain View's current in -lieu fee is a one -time fee of $26,000 per space. The fee is not adjusted
annually, however, the fee has been reset twice since its inception in 1988. The original fee was
$9,000. In 1991 the fee was increased to $13,Ooo based on the actual cost of construction for the
first downtown garage built in Mountain View. In 2000 the fee was increased again to its current
value of $26,000. The updated fee was agreed upon in consultation with the City s Downtown
Committee and was in line with projected costs for the construction of a new City garage.
The fee was codified in the Downtown Precise Plan and applies to a specific parking district
within this Precise Plan Area. The intent of the fee is to provide shared parking facilities to
accommodate those sites within the Parking District that cannot or opt not to provide parking on-
site. The fee is paid to the Parking District, which is administered by the Community
Development Department, and is used to construct new parking. As of 2008, money generated
from the in -lieu fee has contributed to the construction of two parking garages in Downtown
Mountain View.
Vancouver, British Columbia30
Vancouver has had a parking in -lieu policy since 1986 to allow for in -lieu parking in the
Downtown Districts. This includes the Central Core, the Central Waterfront, Downtown East
areas. Generally, the city seeks to incorporate most of their Downtown parking in underground
parking facilities. Given the costs and design challenges of building parking, this by -law was
intended as an alternative for meeting the minimum parking provision for developments that
could not cost - effectively provide underground parking or for those developments in historic,
preservation areas. Initially, the in -lieu by -law was aimed at industrial or commercial
development, but expanded to include residential development within the last two years.
30 References:
Shoup, Donald C. 1999. "In Lieu of Free Parking." Journal of Planning Education and Research 18:307 -320
City of Vancouver. Parking By -law. No. 6059. "Chapter 4: Off- street parking space regulations." Available from:
httoIlvancouvec calcommsvcsibyl aws /narki ng /Sec04. ndf
City of Vancouver. 2002. Downtown Transportation Plan. Available from: ht_ tp:// vancouver .cafdtp /Ddf /Section4a.pdf
Personal communication with Robert Waite, City of Vancouver, Development Services, Engineering Transportation Review,
November 18, 2011.
City of Vancouver. 2006. March 3, 2006 Memorandum to the Mayor and City Council from Tom Timm General Manager of
Engineering Services.
City of Vancouver. 2001. March 13; 2001 Administrative Report from the General Manager of Engineering Services.
NelsonlNygaard Consulting Associates Inc. 140
TECHNICAL MEMORANDUM A: BACKGROUND REVIEW
City of Santa Monica
The current in -lieu fee is $20,200 per space, as approved by the City Council in 2007. The fee
increase was approved to more closely reflect the current cost of underground parking
construction assessed at $40,000 per space. Previously, the in -lieu fee was $14,500 per space in
2006 and $9,708 per space in 1999• The city generally adjusts its fee every 5 -7 years or as needed
in response to significant changes in construction costs.
The city of Vancouver has a comprehensive formula for calculating the in -lieu parking fee. The fee
is a subsidy towards the net present value of land and construction costs per space, accounting for
the lifecycle costs, income and residual land value. In detail, this amounts to the current land and
construction cost per space in a public parking structure, minus the present discounted value of
the net operating income per space during the expected 30 -year life cycle.
The fees collected are applied towards a Parking Property Endowment which funds: (1) the
construction of replacing or building new "collective" or shared underground public parking
facilities, (2) the building of a level of public parking in private development, and (3) the provision
of residential pedestrian and cyclist facilities and infrastructure. The money collected from
residential in -lieu fees is applied exclusively to pedestrian and cyclists improvements.
It is also important to note that the parking standards in Vancouver have been always been very
low. Historically, the parking standards in the downtown were set at a maximum of 1 space per
1,00o square feet for commercial uses, and 1 -2 spaces for residential uses, depending on the unit's
size. Recently, requirements have been lowered and simplified in the central city areas to reduce
the emphasis on providing parking. The current standards for the downtown are a minimum of 1
space every 1,56o square feet and a maximum of 1 space per 1,240 square feet for all non-
residential development. The standard for downtown residential development is 1 space per
approximately 1,50o square feet (Parking By -law 6059). In the case of an existing building being
converted to residential use in the historical areas, no parking provision is required for
development. The low parking standard requirements are important because they make it easier
for developers to do infill or redevelopment without having to resort to using in -lieu parking fee
alternatives. The simplified standards in the Downtown for "all non - residential uses" effectively
communicate the city's goal of reducing parking.
As of 2oo6, there had been a total of approximately 150 in -lieu spaces approved
NelsonlNygaard Consulting Associates Inc. 141
TECHNICAL MEMORANDUM A: BACKGROUND REVIEW
City of Santa Monica
In -lieu Fees in Select California Cities
Figure 13 below provides an overview of in -lieu fee programs in selected California cities. It shows
the fee amount,
the year of initiation,
how fees are adjusted,
and what the revenue is expended
on. As noted above in the introduction most fee programs are on a one -time, per -space basis,
which differs from Santa Monica's
program. In addition, most fees are adjusted annually based on
the CPI.
Figure 13
In -lieu fees in Selected California Cities31
M
Rodeo: $47,007.40
Beverly:
Adjusted
Beverly
$37,605.80
1970 "s
annually
Used to construct parking garages on city owned
Hills
based on cost
lands and in partnership with private development
Other CBD:
of living index
$28,284.60
$8,000 (All zones
except Central
Commercial and
Adjusted on
Held in a consolidated off -site parking fund program,
Davis
Mixed Use)
1970's
an as- needed
spent on construction of public parking resources
basis
and parking structures downtown
$4,000 (CC and
MU districts)
Emeryville
$7,300
1993
Adjusted on
an as- needed
Revenue dedicated to construction of parking. No
basis
revenue has been generated by the fee.
Hermosa
Adjusted on
Beach
$29,500
1980's
an as- needed
Used for construction of parking garages
basis
Adjusted
Parking programs that would provide additional
annually
parking opportunities or reduce the parking demand
Huntington
$27350
1993
based on CPI
in the downtown (shuttle program, valet parking,
Beach
(not to exceed
bike valet, street re- striping), as well as associated
3 %)
design and engineering costs for the development of
parking spaces
Adjusted
Used to improve parking in the city's commercial
Millbrae
$13,391
1987
annually
district. Have been used to enhance and modify the
based on CPI
city's three municipal lots and for re- striping of the
downtown area
Adjusted as
Mountain
$26,000
1988
needed based
Used to construct parking garages in downtown,
View
on cost of
provide shared parking facilities
construction
31 Fee amounts based on most recent data available.
NelsonlNygaard Consulting Associates Inc. 142
TECHNICAL MEMORANDUM A: BACKGROUND REVIEW
City of Santa Monica
NelsonlNygaard Consulting Associates Inc. 143
Adjusted
Palo Alto
$67,100
1995
annually
based on
Used for construction of public parking spaces
construction
within the assessment district
cost index
Old
$151.07 per space
Adjusted
Pasadena
per year
1987
annually
Used to build parking garages
based on CPI
Adjusted on
Spent on parking improvements including property
Pismo
$36000
2005
an as- needed
acquisition, parking structure construction, parking
Beach
,
basis
lot lease fees, parking lot maintenance,
implementing downtown paid parking program
New construction:
San Luis
$17,072
Adjusted
Placed in the Parking Enterprise Fund, used for
Obispo
P
1987
annually
operations, maintenance, and new construction of
Change of use:
based on CPI
parking facilities
$4,100
Funds parking and transportation management
Ventura
$24,896
NIA
N/A
strategies contained in the Downtown Parking
Management Plan.
One -time fee of
$26,537 per space,
Adjusted
discounted 90% for
annually
Walnut
Creek
the 1st space, 75%
for 2nd space, %
1975
based on
Construction of new parking in the downtown area.
and
for 3rd space, and
Construction
25% for remaining
Cost Index
spaces.
NelsonlNygaard Consulting Associates Inc. 143
NELSON
NYGAARD
MEMORANDUM
To: Erika Cavicante
From: Nelson\Nygaard and AECOM
Dale: October 13, 2011
Subject: Summary of Parking In -lieu Fee Stakeholder Interviews
This memorandum provides a summary of the stakeholder interviews conducted on October 3
and 4, 2011 by staff from Nelson \Nygaard and AECOM related to the Downtown Parking In -lieu
Fee Program Update. The purpose of this memorandum is to provide a concise summary of the
key themes, opportunities, and challenges associated with the current fee and potential revisions
to the fee. This memorandum is organized by a given topic, with input from stakeholders
summarized accordingly.
STAKEHOLDERS INTERVIEWED
The stakeholder interviews tools place on Monday, October 3 and Tuesday, October 4, 20m All
interviews were conducted in person. Consultant staff included Phil Olmstead from
Nelson \Nygaard, Bill Lee from AECOM, and Christine Safriet from AECOM. Stakeholders
included developers, architects, and property owners with properties located in the Bayside and
LUCE Downtown Districts. In addition, Downtown Santa Monica, Inc. (DTSM), representing
Downtown business and property owners, was also interviewed. Specific stakeholders included:
• John Warfel — Metropolitan Pacific Capital, Inc.
• Neil Shekhter and James Anderson — NMS Properties
• David Hibbert — DFH Architects
• Kathleen Rawson — DTSM
• William (Bill) Tucker — Tucker Investment Group, LLC
• Robert York — York Consulting Group, LLC
• Scott Blake
• Barbara Tenzer
• Mike Gallen and Taylor Callaham — OTO Development
• Johannes Van Tilburg —Van Tilburg, Banvard, & Soderbergh
• John Given, CIM Group
• Howard Laks, Howard Laks Architects
116 NEW MONTGOMERY STREET, SUITE 500. SAN FRANCISCO, CA 94105 415 - 284 -1544 FAX 415- 284 -1554
w w w. ne I s o n n y U a a rd. co m
KEY FINDINGS
Overviews of Parking in Downtown
• In general, stakeholders were enthusiastic about the state of Downtown. They feel the
change over the past decades has been positive and believe that Santa Monica is one of
the few places where development is occurring. At the same time, stakeholders were
concerned that the parking issue and related congestion issues could disrupt growth and
quality of life.
• Stakeholders were in agreement that parking in Downtown has changed considerably
over the past few decades. Prior to revitalization of Downtown, availability of parking was
not a problem. Today, however, all stakeholders indicated that there are significant,
chronic, and systemic panting challenges in Downtown.
• Similarly, all stakeholders emphasized that the City needs to address parking and "get it
right" because it is one of the primary issues that will affect Downtown's future vitality.
• While all stakeholders felt that panting challenges exist in Downtown, the problem and
solutions were defined in several different ways.
• Most stakeholders believed that the primary parking challenge was insufficient
supply of parking. In other words, they believe the problem can best be solved
with the construction of more supply.
• Long -term parking for employees and overnight parking for residents (without
on -site parking) is particularly challenging, as there is no "consistency" in supply
for these motorists. Many can't find or afford daily parking in the structures, so
they attempt to park on the street and move their vehicles.
• Stakeholders focused on the City s permit program for employees, which most
felt does not work because it r) is limited in availability (the waiting list is very
long) and z) it does not guarantee a space, essentially amounting to a "hunting
license."
o Others believed that the parking issue was not strictly supply based, but also
related to inefficient management of the existing public supply, specifically
related to:
poor structure design which significantly affects ingress and egress
during the peals periods,
inefficient use of existing surface lots,
poorly used retail parking within mixed -use buildings,
• and insufficient information about, and wa nd n to, existing supply.
o Congestion and mobility through and around downtown are also a key concern of
most stakeholders, who see the parking issue as related but not entirely the same.
If parking was resolved, but congestion continues, then only part of the problem
has been addressed, and long -term viability of the district remains at risk.
One stakeholder argued that the amount of parking in Downtown was one of the
major causes of the severe congestion east of Lincoln Blvd — "If you build it, they
NelsonlNygaard Consulting Associates Inc. 12
will come." This stakeholder believed additional parking was necessary, but that
it should be located on the periphery of Downtown and facilitate more pedestrian
activity.
o The Library Lot was not viewed as effectively serving Downtown parking needs.
Its current pricing and hour structures do not match up with or well serve the
Downtown patrons. Furthermore, this lot is an "unknown" entity and is difficult
to find and access.
o Overall, all stakeholders believed that additional parking was needed, while the
scale of the need varied.
• The leasing of private spaces is a common practice in Downtown, with the going rate
being $r2o -2oo per space per month for a guaranteed space, depending on location,
valet, tandem parking, etc.
Parking Requirements
• Stakeholders had varying opinions on Santa Monica's existing minimum parking
requirements, largely based on the type of land use.
• Residential was typically viewed as "over- parked," resulting in excess capacity in many
buildings. This might be related to the market shift to very small studio and r- bedroom
units ( -450 SF) and a demographic shift to single - person households. Some stakeholders
recommended reducing the residential requirement and eliminating the requirement for
on -site guest parking. Conversely, another stakeholder found that the residential parking
was just about right, as most of his buildings only had about io% vacancy. Therefore, it
appears that residential demand varies throughout the Downtown.
• Retail parking as part of mixed -use (primarily residential) buildings is not highly utilized
by customers — not clearly marked, not designed for quick in- and -out use by retail
customers, not in keeping with the "parking district" environment in the Bayside district.
• Hotel developers felt that the hotel parking requirements were a bit high, and that they
will attempt to park their properties below the code. Their research indicated that existing
hotels do not experience capacity issues.
• In general, stakeholders indicated that the market will continue to dictate the amount of
parking developers choose to build. Even if the parking minimums were removed
entirely, developers would still build parking in order to satisfy customer demand and
make projects financially feasible. For example, commercial /office space is very
"sensitive" to parking options, and without on -site parking, office space in Downtown SM
loses value (rents, occupancy lower than comparable product with parking).
Costs to Build Parking
• Stakeholders were unanimous in their opinion that the City's numbers for cost per space
are too high.
• Stakeholders provided a range for costs per space. The general consensus, however, was
that the hard construction cost per undergound space was between $20-3ok (not
including land). This would be about $60 -85 per SF based on a 350 -400 SF stall. One
NelsonlNygaard Consulting Associates Inc, 13
stakeholder noted costs of $40,000 - 45,000 per space (hard costs) for underground
parking, or about $izo per SB.
• Many emphasized that the costs are highly variable and hard to generalize, largely
dependent on: site location, type of facility (above or below ground), water table, number
of spaces and efficiencies that could be gained with stackers or valet services, and level of
design and amenities.
• Additionally, stakeholders said that they are doing more efficient spaces and layouts that
help reduce parking; in other words, value engineering is critical to reducing parking
costs.
Parking Facilities
• The Ss' and Arizona site was strongly supported as the top priority for new parking, with
several stakeholders emphasizing maximum parking build out at this site (t5oo stalls).
• Several stakeholders believed that new parking at the 5th and Arizona site would enable
the City to tear down some of the existing structures that do not operate as efficiently (PS
1 for example) and redevelop those sites.
• Several stakeholders also recommended additional parking east of 5th Street, especially if
the district is expanded (see below).
• Several stakeholders mentioned that they would like to see additional parking near the
Expo station. Another potential site was identified: the Big Blue bus depot, which was
seen as an underutilized use for a Downtown property and a large site.
• Most stakeholders agreed that some of the existing structures do not function optimally
and can be a big problem during peals periods (weekend nights). Anecdotally, several
stakeholders mentioned that it can take 45 -6o minutes to exit a structure during the peals
(i.e. after a movie on weekend nights) — which drives away potential visitors for good.
Expo Station
• Responses to the new Expo station and its potential impacts on parking were mixed.
Some developers saw it has a great asset that would enable them to attract and retain
employees who maybe transit dependant already. Others disagreed with the final site
location and are deeply concerned that it could make traffic on 4�, and 5th even more
congested.
• Stakeholders believed that additional parking was needed at the Expo station.
In -lieu Fee
General Perceptions
• No stakeholder voiced direct opposition to the in -lieu fee or its extension /revision. Many
felt that it was a good planning practice that did allow for additional design flexibility,
especially with smaller lots. Some had already used it on their projects, while other
developers had limited opinions because they had no projects within the District and had
yet to actually use the fee. One developer was emphatic that they would have used the fee
NelsonlNygaard Consulting Associates Inc. 14
on some of their recent and upcoming residential projects, but all were outside the
district.
• A key finding was that the fee would allow developers to "right- size" their parking for
market demand, providing on -site parking as dictated by the market and then paying into
the fee for the remainder of required stalls.
• Stakeholders noted that the fee and its usefulness are directly related to a number of
factors, including type of land use and proximity to the existing public parking supply.
• The primary concern voiced about the fee was that it should directly benefit those that
were paying it. DTSM, for example, expressed concern that the fee had yet been in effect
since 1986, but had yet to actually contribute funding to the construction of new parking.
Level of Fee
No strong opposition was voiced to raising the fee. Stakeholders understood the need to
have a fee level that could support new parking construction. However, all were quick to
point that if the fee was too high they would rather build the parking and control the
parking as a revenue - producing asset, rather than pay another high fee. One stakeholder
emphasized that the amount of development fees in Santa Monica was already becoming
burdensome and did not want to see fees continue to increase.
• No stakeholder could provide a specific number for what the fee should be. In general, the
current fee was not seen as overly burdensome.
• There was some concern about how the new fee would relate to old and new construction.
Several stakeholders believed that it would be unfair to raise the $1.50 per SF fee on
properties that have been paying that fee for years and were under the expectation of a set
payment.
District Boundaries
• There was agreement that the boundaries of the district should be expanded. Most
discussion on this topic focused on expanding the district to the east. Some recommended
a new boundary of 5a, or 6th Street based on current development patterns, while others
suggested that the boundary include the entire LUCE Downtown District. One
stakeholder suggested that the boundaries be extended slightly to north to capture the
properties on the other side of Wilshire.
• The primary issue discussed with new boundaries was the fact that the existing parking
supply is heavily concentrated west of 50 Street. How would properties to the east benefit
from the downtown structures? How could this inequity be addressed? In short, if a
building is to benefit from the public supply, the public supply has to be within a short
walk.
One -time vs. annual
• In general, most saw an annual fee as more appropriate. The potential for large upfront
costs makes.the one -time fee less attractive. In addition, the annual fee can often be
passed on to the tenants. However, stakeholders also noted that one -time payments can
increase annual net operating income, thus increasing the value of the property, and so
maybe of interest to developers.
NelsonlNygaard Consulting Associates Inc. 15
• Several stakeholders proffered that the City should provide an option for either one -time
or annual fee payments.
Use of In -Lieu Funds
• Most stakeholders believed that any revenue generated by the fund should be allocated
directly to parking. Some felt that this should only include construction of new supply,
while others felt that "parking management' was also an acceptable parking expenditure.
• The use of funds for transportation demand management (TDM) programs was generally
considered a "harder sell." Some felt that it would be more acceptable if there was a firm
commitment from the city that new parking would be built first and that supply issues
were addressed first.
• A few developers expressed support for transit passes for employees, as this would help
them attract and retain labor.
Downtown TMA
• While questions on a potential TMA were not directly asked to stakeholders, the issue did
come up in several interviews. Stakeholders were supportive of the idea of a TMA and saw
its value in addressing transportation issues in Downtown.
• Several believed that DTSM was the appropriate management organization, but that it
would likely need additional staff.
• DTSM also expressed their support for a TMA and would welcome their organization in a
leadership role. However, they noted that they did not believe that in -lieu fee revenue
should be used to fund a TMA because the property owners "should not be asked to pay
for everything" in Downtown. Rather, a dedicated revenue stream from the existing
parking revenue was said to be more appropriate.
NelsonlNygaard Consulting Associates Inc. 16
AECOMAECOM 213.593.770D let
515 South Flower Street 213.593.7715 fax
Ninth Floor
Los Angeles, CA 90071
www.aecom.conn
Memorandum
To: Erika Cavicante
Cc: Jessica ter Schure and Phil Olmstead
From: William "Bill" Lee and Christine Safriet
Date: February 8, 2012
Subject: Technical Memorandum: In -Lieu Fee Analysis
Introduction
AECOM and Nelson Nygaard have partnered to undertake the assessment of alternatives for a new
Parking In -Lieu Fee (ILF) which may be used to develop a replacement program for the City of Santa
Monica's Downtown Mall Assessment District and Parking Developer Fee parking assessment
district, created in 1986 and expiring in 2016.
The objectives of this study include:
• Studying alternatives for replacing. the Downtown Mall Assessment District and Parking
Developer Fee parking assessment district
• Promoting economic vitality in downtown Santa Monica
• Encouraging the use of shared public parking to promote land use efficiency
• Facilitating real estate development that improves the City's tax base
• Generating revenue for a range of potential expenditures, which could include: development
of new public parking supply; better parking management; parking efficiency measures such
as valet parking, parking wayfinding, and leasing or purchasing of private parking supply; and.
any transportation demand management (TDM) effort that reduces parking demand.
Approach
AECOM used a three -part approach to develop and test the ILF fee and estimate potential revenues.
This included developing an understanding of the development environment in downtown Santa
Monica, generating and refining ILF fee options through pro forma analysis, and estimating the
current value of each fee option based on a development and participation forecast.
Development Environment
To understand the specific development environment into which the proposed ILF program will be
implemented, the consultant team first developed an existing conditions memorandum' which
summarized the policy and regulatory framework in Santa Monica's downtown, including: the various
' The existing conditions memorandum will be included in full as an appendix in the final report.
FINK07ar
existing district boundaries, assessments, and policy documents that apply to the study area; the
existing public and private parking supply; recent parking studies; the existing ILF program's
implementation and revenues; and also looked at best practices through case studies of other
centralized parking districts across the country. See Appendix Figure 1 for a map of the various
downtown districts and boundaries.
AECOM then collected and reviewed development costs and revenues, parking standards (see
Appendix Figure 2) and market supply and demand data for office, retail, residential, hotel, and
industrial uses in downtown Santa Monica and across the City.
Next, on October 3 -4, 2011 the consultant team conducted one -on -one interviews with developers,
architects, and business representatives active in and familiar with Downtown Santa Monica. The
purpose was to vet findings from the existing conditions analysis and market research with
practitioners, as well as delve deeper into specific development issues and regulatory requirements
impacting successful project completion. The key takeaways from these meetings were summarized
in a stakeholder interview memorandum'. The results of the research into the development
environment was used to inform the next stage of our analysis, ILF Fee Scenario generation and
testing.
Financial Feasibility Testing
AECOM structured financial feasibility testing to examine the feasibility of two in -lieu fee levels:
$20,000 per required parking stall, and $30,000 per required parking stall. Each fee level was
analyzed for two payment plans: a one -time upfront payment due upon project completion, and an
annual payment over 30 years, discounted to present value at municipal bond rates. Based upon
interviews with developers, the $20,000 per stall cost would be slightly below the typical private sector
cost of providing a subterranean stall thus offering both cost savings and project flexibility. The
$30,000 per stall cost is slightly above the typical private sector per stall cost thereby offering project
flexibility but not necessarily a financial incentive.
It is important to note that the City Attorney's office has made a determination that a 30 -year payment
plan could potentially be interpreted as an annual assessment or tax subject to the legal requirements
of Proposition 218 and the California Mitigation Fee Act. As a result, the proposed in -lieu fee
program, as detailed in the final report, will not include a 30 -year payment option. Nevertheless, the
consultant team believes that the information obtained by the initial pro forma analysis, which tested a
30 -year payment option, is valuable for analysis purposes and have included this information in this
memorandum.
AECOM then compared the results to a baseline scenario of the existing ILF fee of $1.50 per building
square foot, including the impact of a 50 percent residential credit3 as per the existing program. To
recap, AECOM tested three potential fee options: a baseline of $1.50 per square foot (PSF) paid
annually, and two per -stall fees: one at $20,000 /stall and one at $30,000 /stall, under upfront and
annual payment alternatives, yielding five total in -lieu fee scenarios.
An additional payment alternative, to be discussed in the final report, would allow the developer to
pay the in -lieu fee over the first five years of project operations. This scenario was not tested in the
financial analysis described in this memo, but the financial implications of this alternative are likely to
' The memorandum on stakeholder input will be included in full as an appendix in the final report.
3 The 50 percent residential credit was a key component of the existing program and was included in the pro
forma analysis only for the scenario which tested the existing $1.50 per SF program. This was done for
comparison purposes to illustrate the residual land value for the existing program. It is anticipated that the new
in -lieu fee program will not include a 50 percent residential credit.
Technical Memorandum: In -Lieu Fee Analysis
be similar to the one -time upfront payment. However, it should be noted that management of the
collection, especially if the property turns over, may add some burden to City staff workload.
The pro forma analyses included development for four land uses, structured as vertical mixed -use:
residential over retail, residential over restaurant, office over retail, and hotel. Developments were
tested on three lot sizes common in Downtown Santa Monica: 7,500 SF, 15,000 SF, and 22,500 SF.
In total, five development programs were tested, each with six iterations to examine the impact of
each in -lieu fee scenario and a no -fee scenario on the developer's return and determination of
whether to build the project, for a total of 30 model runs.
The results of each test were quantified as residual land value: equivalent to the total revenue from
financing, operations, and sale of the property, less the total costs of the development program,
community benefits, and debt service, over time. The resulting residual land value (shown on a per
square foot basis) indicates the supportable land value of the particular development scenario, which
is the price that a developer could pay to purchase land to start the project.
Supportable land values were then compared to the market prices of land in the study area to
determine which, if any, of the ILF scenarios resulting in net gains to project developers. Residual
land values were also compared across alternatives to show the relative impact of each fee option on
different land uses and lot sizes.
Results from the financial feasibility testing (Figure 1) indicate that:
• Small lot developments on 7,500 square foot parcels are financially challenged regardless of
the fee scenario; the baseline fee alternative yields marginal land values. Small lots also
present physical design challenges and may limit the feasibility of constructing on -site
parking.
• Development of mixed use office over retail on medium -sized lots of 15,000 square feet is
financially feasible under all proposed ILF options, with the strongest returns occurring under
the $20,000 /stall and the baseline fee alternative.
• Development of mixed use residential apartment over retail on medium -sized lots is
financially feasible under all proposed ILF options, with the highest rates of return to the
developer occurring under the $20,000 /stall and the baseline $1.50 PSF options.
• Hotel development on large lots appears to be financially feasible regardless of fee option,
and is the only scenario under which building all of the parking required by code on -site
appears to be feasible.
Technical Memorandum: In -Lieu Fee Analysis
Figure 1: Residual Land Value by Development Program & In -Lieu Fee Scenario
$PSF: dollars per square foot Green = Feasible
Source: AECOM Brown = Marginal
Red = Not feasible
Based on these results, AECOM's analysis reveals that an in -lieu fee of $20,000 per required parking
stall option, indexed to future construction costs so that the fee does not decline in value over time,"
would offer the greatest value to developers. This fee option is slightly lower in cost than the actual
per space construction costs paid by developers and much lower than the per space construction
costs for the City5. As a result, the in -lieu fee program by itself will not finance the construction of a
parking space, but, a fee based on 'one -to -one" replacement methodology would likely never get
utilized. Therefore, the City will need to supplement the actual costs if it chooses to build more
parking. At the same time, the $20,000 per space fee provides developers with the flexibility to avoid
unnecessary or partial underground level parking construction by paying into the in -lieu fee program.
It substantially improves the feasibility of small lot development in Downtown, although it does not
bring such development into positive financial territory.
Feasibility testing of the in -lieu fee at $30,000 per parking space indicates limited value, as the benefit
of the program's flexibility is offset by higher costs. Small lots in particular may be impacted by the
higher cost. This is because the small lots are the parcels most likely to utilize the in -lieu fee program
due to the inefficiency of multi -level subterranean parking garage development. The $30,000 per
° There are a number of construction cost indices available, such as Engineering News - Record, which may be
suitable. It is recommended that the specific index not be formally articulated in any future ordinance language,
but that City staff reserve the right to determine the index most appropriate for development conditions in Santa
Monica.
5 Above -grade parking ($31,603 per space); Below -grade parking ($53,775 per space). Source: City
of Santa Monica Architecture Services Division.
Technical Memorandum: In -Lieu Fee Analysis 4
Al
A2
B1
B2
C1
Residential
Residential
Residential
Primary Use
Apt.
Apt.
Office
Apt.
Hotel
Ground Floor Use
Retail
Restaurant
Retail
Retail
We
Lot Size (SF)
50 x 150
50 x 150
100 x 150
100 x 150
150 x 150
Land Value: Low ($PSF)
$220
$220
$250
$250
$250
Land Value: High ($PSF)
$260
$260
$300
$300
$300
Developer Builds All Required
0
Parking
$40
$2
$225
$197
$311
1
ILF at $20K upfront
$148
$110
$358
$241
$374
2
ILF at $30K upfront
$105
$78
$303
$194
$353
3
ILF at $20K over 30 years
$111
$149
$346
$260
$379
4
ILF at $30K over 30 years
$158
$97
$303
$240
$361
5
1 ILF at $1.50 PSF over 30 years
$231
$229
$379
$327
$403
$PSF: dollars per square foot Green = Feasible
Source: AECOM Brown = Marginal
Red = Not feasible
Based on these results, AECOM's analysis reveals that an in -lieu fee of $20,000 per required parking
stall option, indexed to future construction costs so that the fee does not decline in value over time,"
would offer the greatest value to developers. This fee option is slightly lower in cost than the actual
per space construction costs paid by developers and much lower than the per space construction
costs for the City5. As a result, the in -lieu fee program by itself will not finance the construction of a
parking space, but, a fee based on 'one -to -one" replacement methodology would likely never get
utilized. Therefore, the City will need to supplement the actual costs if it chooses to build more
parking. At the same time, the $20,000 per space fee provides developers with the flexibility to avoid
unnecessary or partial underground level parking construction by paying into the in -lieu fee program.
It substantially improves the feasibility of small lot development in Downtown, although it does not
bring such development into positive financial territory.
Feasibility testing of the in -lieu fee at $30,000 per parking space indicates limited value, as the benefit
of the program's flexibility is offset by higher costs. Small lots in particular may be impacted by the
higher cost. This is because the small lots are the parcels most likely to utilize the in -lieu fee program
due to the inefficiency of multi -level subterranean parking garage development. The $30,000 per
° There are a number of construction cost indices available, such as Engineering News - Record, which may be
suitable. It is recommended that the specific index not be formally articulated in any future ordinance language,
but that City staff reserve the right to determine the index most appropriate for development conditions in Santa
Monica.
5 Above -grade parking ($31,603 per space); Below -grade parking ($53,775 per space). Source: City
of Santa Monica Architecture Services Division.
Technical Memorandum: In -Lieu Fee Analysis 4
space fee reduces the ability of these projects to compete against larger parcel developments, which
can provide a substantial portion of their parking on -site at a cost below $30,000 per stall.
As the cost of the in -lieu fee rises, overall participation in the program is likely to decline, potentially
impacting overall revenue collections by the City. Additionally, developers may be unwilling to pay a
higher fee level because they believe they can build their required parking for less cost on -site and
therefore maintain control of the asset and any future benefits that may accrue to it.
Development Forecast
To estimate the value of each ILF fee scenario, AECOM reviewed the history of new development
that occurred since 1999 within downtown Santa Monica, defined by the boundaries of the Land Use
and Circulation Element (LUCE) in the General Plan, as well as planned and proposed new
development within the same boundaries (see Appendix Figure 3 for details). Based on 37 newly
completed construction projects, AECOM found that development velocity averaged three projects
per year, yielding approximately 100 new residential units and 20,000 SF of new commercial product
annually. Seven of these new development projects were eligible for the existing ILF program, of
which four (57 percent) participated in the ILF program. On average, 89 percent of the parking spaces
required by code were accounted for via the in -lieu fee instead of being provided on -site for the four
new developments participating in the ILF program.
Figure 2: Development Forecast
New Projects: 1999 -2011
37
New Projects Eligible for ILF
E17
New Projects that Participated in ILF
4
Participation Rate
57%
Parking Stalls Provided In -Lieu
89%
Parking Stalls Provided On -Site
11%
Values rounded. Source: City of Santa Monica, AECOM
Referencing discussions with stakeholders and City staff, a review of market data and economic
trends, site tours, new infrastructure investments such as the Exposition Line, and additional factors,
AECOM forecast development velocity to remain relatively constant within downtown Santa Monica
over the next thirty years. Planned and proposed development projects account for nearly 6 years of
pending supply, including 5 -7 years of residential product and nearly 10 years of new commercial
product. Note that potential projects at 5'h and Arizona or mixed use development on or around the
Expo station at 4'h and Colorado were not included in the analysis.
Technical Memorandum: In -Lieu Fee Analysis
A=COM
Revenue Projections
AECOM estimated the total revenues and the net present value of each ILF fee option using the
pricing and timing options developed in the financial feasibility analysis, with the additional inclusion
of a four -year installment plan option. Under an installment plan, a developer would spread the ILF
lump sum payment the over the first four years of operation.
Although total revenue provides an estimate of the gross collections under each scenario, Net
Present Value (NPV) is a better indicator of the relative value of each ILF scenario. NPV is a useful
tool for comparing streams of future dollar flow generated in different years. It reflects the time value
of money because the rational recipient would prefer $100 today instead of $100 ten years from now.
This is because he/she can invest the $100 received today to have more than $100 in ten years. The
discount rate is the rate of return that makes the recipient indifferent between receiving $100 today
versus receiving $100 plus the annual rate of return in future years. In this analysis, AECOM kept all
figures in constant 2011 dollars, thereby eliminating the effect of inflation in the calculations. NPV is
still appropriate under a constant - dollar /zero - inflation model; future payments are less valuable than
immediate payments due to risk and alternative investment options. In practice, any fee or payment
should be indexed to an inflationary metric so that the fee maintains its value over time.
AECOM made the following assumptions:
For purposes of the analysis, a 30 -year time horizon was used to forecast new development
and associated ILF program revenues. In practice, the new in -lieu fee program could be
continued in perpetuity.
With the exception of projects excluded by City policy, all new development in downtown
Santa Monica would be eligible for the proposed ILF program.
57 percent of eligible new development would participate in the ILF program, based on the
participation trend from 1999 - present.
o There were no discounts for residential uses under the $20,000 - per -stall and $30,000 -per-
stall fee options. Under the baseline scenario, AECOM included a 50 percent residential
discount in order to maintain consistency with the existing program.
Using these parameters, AECOM calculated the NPV of seven ILF program alternatives, as shown in
Figure 3. The number of parking stalls provided by the in -lieu fee varies by scenario. Under the
Baseline Annual Fee scenario, which is based on the utilization trend (89 %) from 1999 - present and
includes a 50 percent residential cost discount, the City would be obligated to supply 3,780 stalls
under the ILF program over the next 30 years. Under the $20,000 - per - stall- scenario, ILF program
utilization was estimated to drop to 65 percent, resulting in the in -lieu fee substituting for 2,760
parking stalls. Under the $30,000- per -stall scenario, utilization was estimated to decline to 50 percent,
resulting in a City obligation to supply 2,130 parking stalls over the next 30 years. Utilization of the ILF
program, and therefore the City's responsibility to supply off -site public parking, is expected to decline
as the cost to participate in the ILF program increases.
The results indicate that one -time, upfront in -lieu fee payments on a per -stall basis yield substantially
higher value to the City than do annualized payments, averaging $38.89 million in NPV compared to
$26.17 million via annual payments. The four -year installment plan option also offers relatively high
net present value to the City, averaging $37.22 million.
When in -lieu fees are collected upfront as a lump sum payment, the $30,000 - per -stall scenario yields
a net present value of $41.66 million. The $20,000 - per -stall upfront payment scenario yields a net
present value of $36.11 million. Despite lower utilization of the program, resulting in 630 fewer
parking stalls transferred to the public obligation, the $30,000 - per -stall payment is worth $5.55 million
more to the City than the $20,000 scenario.
Technical Memorandum: In -Lieu Fee Analysis
When in -lieu fees are collected via the four -year installment plan basis, the $30,000- per -stall scenario
yields a net present value of $39.88 million compared to $34.56 million from the $20,000 - per -stall
scenario.
When in -lieu fees are collected on an annual basis, the highest net value ($28.04 million) occurs
under the $30,000- per -stall scenario. This is 15 percent more than net revenues under the $20,000 -
per -stall lump sum alternative ($24.30 million), and 54 percent more than the Baseline Annual Fee
alternative ($18.17 million).
Figure 3: Net Present Value of ILF Scenarios
Note: All scenarios assume 57% project participation in the program based on historic average of eligible new development
since 1999. The number of stalls provided in -lieu rather than on -site started at the historic average of eligible new
development since 1999 for the baseline annual fee scenario (89 %) and was then reduced for lump sum payment scenarios
based on developer feedback and AECOM's professional judgment. Baseline annual fee scenario includes 50% discount on
cost for participating residential properties, as per the current ILF program. Lump Sum Payment Scenarios do not include a
residential discount. "Average" values exclude Baseline annual fee scenario. All values provided in constant 2011 dollars;
future payments have been discounted to net present value at a discount rate of 3.0 %. Stall counts rounded to nearest 10,
dollar values rounded to nearest $10,000
Source: AECOM
According to the Architecture Services Division, it costs the City $53,780 to construct a below -grade
parking stall; the cost to construct an above -grade parking stall is $31,600.6 These estimates do not
include costs related to land acquisition or demolition. Figure 4 shows the number of stalls that could
be constructed from ILF revenues under each Fee Scenario and payment alternative, if projected ILF
revenues (see Figure 3) were to be used exclusively to construct new, above -grade parking
structures on land that had already been acquired by the City.
6 Email communication with Erika Cavicante, Senior Development Analyst in the City of Santa Monica's Economic
Development Division,1 11912 01 1.
Technical Memorandum: In -Lieu Fee Analysis
a,
Baseline Annual Fee
$1.50 PSF
89 %= 3,780
$41,330,000
nla
nla
$18,170,000
Lump Sum Payment
$20,000 1stall
65% = 2,760
$55,270,000
$36,110,000
$34,560,000
$24,300,000
Lump Sum Payment
$30,0001stall
50 %= 2,130
$63,770,000
$41,660,000
$39,880,000
$28,040,000
Average (Lump Sum)
n1a
I nla
$59,520,000
$38,890,000
$37,220,000
$26,170,000
Note: All scenarios assume 57% project participation in the program based on historic average of eligible new development
since 1999. The number of stalls provided in -lieu rather than on -site started at the historic average of eligible new
development since 1999 for the baseline annual fee scenario (89 %) and was then reduced for lump sum payment scenarios
based on developer feedback and AECOM's professional judgment. Baseline annual fee scenario includes 50% discount on
cost for participating residential properties, as per the current ILF program. Lump Sum Payment Scenarios do not include a
residential discount. "Average" values exclude Baseline annual fee scenario. All values provided in constant 2011 dollars;
future payments have been discounted to net present value at a discount rate of 3.0 %. Stall counts rounded to nearest 10,
dollar values rounded to nearest $10,000
Source: AECOM
According to the Architecture Services Division, it costs the City $53,780 to construct a below -grade
parking stall; the cost to construct an above -grade parking stall is $31,600.6 These estimates do not
include costs related to land acquisition or demolition. Figure 4 shows the number of stalls that could
be constructed from ILF revenues under each Fee Scenario and payment alternative, if projected ILF
revenues (see Figure 3) were to be used exclusively to construct new, above -grade parking
structures on land that had already been acquired by the City.
6 Email communication with Erika Cavicante, Senior Development Analyst in the City of Santa Monica's Economic
Development Division,1 11912 01 1.
Technical Memorandum: In -Lieu Fee Analysis
A=COM
Figure 4: Parking Stalls Constructed by ILF Revenues
Values rounded. Source: City of Santa Monica, AECOM
Conclusions & Recommendations
It would be tempting for the City to compare the number of ILF obligation stalls against projected
revenue to select a program alternative that provides the maximum projected revenue per obligated
parking stall. However, the AECOM /Nelson Nygaard team cautions against this approach. This is
because the number of ILF obligation stalls is computed from the existing zoning code for parking.
Because Downtown Santa Monica has achieved a much more urban land use pattern since the
existing zoning code was adopted, the actual parking demand may fall below the code level for a
number of uses. For example, for Downtown restaurant uses, a majority of the clientele are likely
local employees, residents, or shoppers who are already parked. A suburban parking standard for
Downtown restaurants is likely to stifle the opening /development of new restaurant uses and instead
push this use to other locations; however, restaurants in the downtown contribute to pedestrian vitality
and so are a critical factor to long -term success of the district. For other reasons, residential and hotel
parking standards may be similarly excessive and therefore due examination.
The selection of the most effective Parking In Lieu Program is far more complex than simply raising
sufficient funds for the City to construct a sufficient number of stalls to meet its ILF obligations. The
trade -offs that the AECOM /Nelson Nygaard team has considered in recommending a preferred
program are as follows:
• A lower ILF provides flexibility, especially for small lot development, and simulates real estate
development. A higher ILF discourages development and can be used by the City to slow or
manage downtown growth. Setting the ILF at or near the City's construction cost creates a
strong deterrent for downtown development.
• Because of the inverse relationship between the in -lieu fee and the number of developers
that will choose to participate in the program, a higher per -stall fee will not lead to a
proportionally higher value of collected revenue. In fact, at some tipping point, higher in -lieu
fees will lead to lower total revenues.
• For several of the downtown land uses, the existing zoned parking requirement appears to
exceed actual parking demand for new development. By bringing the parking requirements in
line with downtown parking demand, presumably through the Specific Plan process, the City
may be able to avoid over - building parking supply in future decades. The benefits would be
more land and air space devoted to buildings that house people and fewer driveways to
Technical Memorandum: In -Lieu Fee Analysis
No. of Parking Stalls Constructed by ILF Revenues
Baseline Annual Fee
$1.50 PSF
3,780
1,310
nla
We
580
Lump Sum Payment
$20,000 /stall
2,760
1,750
1,140
1,090
770
Lump Sum Payment
$30,0001stall
2,130
2,020
1,320
1,260
890
% Coverage
= ILF Stall Obligation /
Stalls Constructed by ILF Revenues
Baseline Annual Fee
$1.50 PSF
n/a
35%
n/a
nla
15%
Lump Sum Payment
$20,000 /stall
n/a
63%
41%
40%
28%
Lump Sum Payment
$30,000 /stall
nla
95%
62%
59%
42%
Values rounded. Source: City of Santa Monica, AECOM
Conclusions & Recommendations
It would be tempting for the City to compare the number of ILF obligation stalls against projected
revenue to select a program alternative that provides the maximum projected revenue per obligated
parking stall. However, the AECOM /Nelson Nygaard team cautions against this approach. This is
because the number of ILF obligation stalls is computed from the existing zoning code for parking.
Because Downtown Santa Monica has achieved a much more urban land use pattern since the
existing zoning code was adopted, the actual parking demand may fall below the code level for a
number of uses. For example, for Downtown restaurant uses, a majority of the clientele are likely
local employees, residents, or shoppers who are already parked. A suburban parking standard for
Downtown restaurants is likely to stifle the opening /development of new restaurant uses and instead
push this use to other locations; however, restaurants in the downtown contribute to pedestrian vitality
and so are a critical factor to long -term success of the district. For other reasons, residential and hotel
parking standards may be similarly excessive and therefore due examination.
The selection of the most effective Parking In Lieu Program is far more complex than simply raising
sufficient funds for the City to construct a sufficient number of stalls to meet its ILF obligations. The
trade -offs that the AECOM /Nelson Nygaard team has considered in recommending a preferred
program are as follows:
• A lower ILF provides flexibility, especially for small lot development, and simulates real estate
development. A higher ILF discourages development and can be used by the City to slow or
manage downtown growth. Setting the ILF at or near the City's construction cost creates a
strong deterrent for downtown development.
• Because of the inverse relationship between the in -lieu fee and the number of developers
that will choose to participate in the program, a higher per -stall fee will not lead to a
proportionally higher value of collected revenue. In fact, at some tipping point, higher in -lieu
fees will lead to lower total revenues.
• For several of the downtown land uses, the existing zoned parking requirement appears to
exceed actual parking demand for new development. By bringing the parking requirements in
line with downtown parking demand, presumably through the Specific Plan process, the City
may be able to avoid over - building parking supply in future decades. The benefits would be
more land and air space devoted to buildings that house people and fewer driveways to
Technical Memorandum: In -Lieu Fee Analysis
interrupt pedestrian flow resulting in a more vibrant downtown. However, if it were to change
parking standards, the City would also greatly diminish its ability to collect revenue through
the ILF program.
Considering all of the above, the AECOM /Nelson Nygaard team recommends the new Downtown
Parking In -Lieu Fee be set at $20,000 per stall. This fee level will offer developers in downtown Santa
Monica an important tool for maximizing parking flexibility in building design and construction, thereby
contributing to financial feasibility and the successful completion of new projects.
The City has the option of offering developers a one -time upfront payment, installment payments, or
payment over the ILF program term. While likely to modestly increase the cost of ILF program
management, flexibility in payment terms would allow developers to select the option best suited to
their development programs and financing needs.
With this new In Lieu Fee Program in place and an expansion of the project area boundaries to
correspond to the LUCE District, the team expects the revenues raised to be sufficient to meet the
actual parking shortfall (in contrast to the zoned ILF obligation) resulting from new development over
the next 20 years. While some portion of the revenues raised would be productively used to facilitate
pedestrian and transit improvements to reduce downtown parking demand, the development (through
construction or leasing of existing private suppliers) of one or two new City parking facilities will likely
still be required in the expanded project area. The new City parking facilities should be located
strategically to best serve the new development participating in the ILF program.
Technical Memorandum: In -Lieu Fee Analysis
Appendix
Appendix Figure 1: Downtown.Santa Monica Districts & Boundaries
wce c�<co„eaq�k�
LUCE Lwm P k,
._ ,� CmYOI OUMao IXilnY
O4r,vEVVnMA4EV'wru
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Technical Memorandum: In -Lieu Fee Analysis 10
ACOM
Appendix
Appendix Figure 2: Summary of Minimum Parking Standards in Santa Monica
Complete details on parking space requirements are indicated in Table 9.04.10.08.040
Source: Santa Monica Municipal Code, Chapter 9.04; AECOM
Technical Memorandum: In -Lieu Fee Analysis 11
Residential Single Family, Detached
2
Stalls /Unit
Residential Single Family, Attached (Condominium)
Studio
1
Stalls /Unit
1+ Bedrooms
2
StallslUnit
Visitors
1
Stalls /5 Units
Residential Multifamily, Apartment
Studio
1
Stalls /Unit
1 Bedroom
1.5
Stalls /Unit
2+ Bedrooms
2
Stalls /Unit
Visitors
1
Stalls /5 Units
General Office
300
SF /Stall
Market, >5000 SF
225
SF /Stall
Liquor Store
225
SF /Stall
Restaurant
Support Area
300
SF /Stall
Service & Seating Area
75
SF /Stall
Bar
50
SF /Stall
Restaurant >2500 SF
300
SF /Stall
Fast Food
75
SF /Stall
Bars & Nightclubs
50
SFIStall
Retail, General & Service
300
SFIStall
Retail, Furniture & Appliances
500
SFIStall
Hotels /Motels
Guest Rooms
1
Stall /Room
Meeting & Banquet
200
SF /Stall
Complete details on parking space requirements are indicated in Table 9.04.10.08.040
Source: Santa Monica Municipal Code, Chapter 9.04; AECOM
Technical Memorandum: In -Lieu Fee Analysis 11
I •
Appendix
Appendix Figure 3: Historic Development in Downtown Santa Monica
1999
2
47,904
31
43,294
4,610
$5,003,600
2000
0
0
0
0
0
$0
2001
3
111,052
175
107,699
3,353
$15,350,000
2002
7
266,138
306
243,847
15,735
$25,450,000
2003
10
331,833
182
202,535
129,298
$28,374,000
2004
1
26,669
26
26,669
0
$1,400,000
2005
0
0
0
0
0
$0
2006
1
52,728
52
48,868
3,860
$8,600,000
2007
1
52,764
59
50,757
2,007
$6,500,000
2008
3
146,428
67
74,373
72,055
$35,152,000
2009
7
250,263
308
225,892
24,371
$35,231,800
2010
2
104,428
99
100,734
3,694
$14,503,430
2011
0
0
0
0
0
$0
Total Completed
Projects
37
1,390,207
1,305
1,124,668
258,983
$175,564,830
Planned &
Proposed Projects
6
627,170
717
430,200
196,970
Total All Projects
80
3,407,584
3,327
2,679,536
714,936
$351,129,660
.�. w. -Ity ,,, vuu,a rviU1 I IV4, W I!
Technical Memorandum: In -Lieu Fee Analysis 12