SR 07-23-2019 3E
City Council
Report
City Council Meeting: July 23, 2019
Agenda Item: 3.E
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To: Mayor and City Council
From: Andy Agle, Director, Housing and Economic Development, Economic
Development Division
Karen Ginsberg, Director, Community & Cultural Services
Subject: Pier Business Improvement and Oceanfront Property Improvement Districts
Recommended Action
Staff recommends that the City Council:
1) Receive and accept the Santa Monica Pier Improvement District Feasibility Study.
2) Direct staff to proceed with the next steps towards formation of a Pier B usiness
Improvement District.
3) Authorize the City Manager to negotiate and execute a first modification to
agreement #10743 in the amount of $49,475 with Progressive Urban Management
Associates to develop the documents and resolutions necessary for the
establishment of a Pier BID, to be repaid to the City should the Pier BID be formed.
4) Receive and accept a request from oceanfront property owners north and south of
the Pier to expand Progressive Urban Management Associate’s scope to also
include a Phase I Feasibility Study for a property-based business improvement
district for a cost of $35,000 to be paid for by the property owners, and if there is
support, proceed with formation of the PBID along the oceanfront for an additional
cost of $25,000 to be paid for by the property owners, with $5,000 contributed from
the Beach Fund.
5) Authorize the City Manager to negotiate and execute a second modification to
agreement #10743 in the amount of $60,000 with Progressive Urban Management
Associates for a feasibility study and to develop the documents and resolutions
necessary for the establishment of a property-based assessment district.
6) Direct staff to earmark increases in Pier parking and lot 1N rates towards the City’s
funding contribution towards a Pier Business Improvement District, should it be
formed.
Summary
In response to the success of the ambassador program in downtown Santa Monica,
the Santa Monica Pier Lessees Association (SMPLA) determined that a similar ‘clean
and safe’ program could help support and enhance the environment of the Santa
Monica Municipal Pier (Pier) as a safe, clean, and welcoming destination. SMPLA
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sought the support of the Council and jointly funded a Santa Monica Pier Improvement
District Feasibility Study (Pier Feasibility Study) to explore the possible establishment of
a merchant-based business improvement district (BID) or similar organization that could
fund such enhanced services. The recommended approach identified in the Pier
Feasibility Study (Attachment A) is to leverage merchant and private property
assessments, as well as revenue from parking rate increases in the Pier parking lot and
in the adjacent beach parking lot, to fund ambassador services without burdening the
General Fund. In addition, oceanfront property owners north and south of the Pier have
expressed interest in a property-based improvement district (PBID) that would allow
assessments to be levied upon property owners to pay for enhanced public safety and
maintenance services such as ambassadors. Certain oceanfront property owners have
also expressed a willingness to pay for the consulting services needed to move the
process forward.
Discussion
The Pier Feasibility Study. On August 28, 2018, at the request of the SMPLA, Council
allocated up to $27,000, and the SMPLA contributed $3,000, to engage Progressive
Urban Management Associates (PUMA) to prepare a feasibility study exploring
improvement district options for the Santa Monica Pier and adjacent beach area, which
is a critical economic and historic asset for the City and where visitor numbers continue
to show record growth. The Pier Feasibility Study process engaged a variety of Pier
stakeholders, including Pier merchants, property owners, and businesses adjacent to
the Pier, as well as staff from the City and the Pier Corporation, to identify the critical
needs and issues facing the Pier today. Stakeholders expressed concern that the Pier
experience could quickly erode if more resources are not put toward clean -and-safe
initiatives. Similar initiatives have been successfully implemented in nearby downtown
Santa Monica, Palisades Park, and Tongva Park, including litter removal, spot and
detail cleaning, hospitality activities and patrols, business and visitor contact, and
outreach to homeless individuals. The Pier Feasibility Study determined that
ambassador services, coupled with dedicated enforcement efforts from the City, could
accomplish many of the shared goals of the merchants and City.
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However, the Pier Feasibility Study concluded that a merchant-based BID, by itself,
would not generate sufficient funding to provide the supplemental services that are
estimated to cost between $1 million and $1.5 million per year. Taking into account
stakeholder input, the Pier Feasibility Study recommends a hybrid approach leveraging
two new revenue sources, namely contributions from merchants through a BID which
could generate approximately a quarter of the costs ($250,000 to $375,000), and from
the City through an increase in parking rates on the Pier and adjacent 1N lot (1550
Pacific Coast Highway), which could fund the remaining three-fourths of the estimated
budget ($750,000 to $1,175,000) from the Pier and Beach funds.
On June 25, 2019, as part of the City’s biennial budget, the Pier and 1N parking rates
were increased within the administrative authority of the City Manager. This is a first
step towards the goal of raising additional revenue that could be used towards a
Pier BID. However, additional parking rate increases would be required to fully fund the
projected costs. A recent Coastal Parking Survey (Attachment B) indicates that further
rate increases could be made while remaining comparable with parking rates charged in
beach parking lots in neighboring communities. The current daily maximum rates during
summer in the 1N lot and Pier deck lot are $15.00 and $18.00 respectively.
While the Pier Fund typically generates sufficient revenues to support operations,
the fund requires a subsidy from the General Fund for capital improvement costs and is
anticipated to require an operating subsidy during the upcoming replacement of the
Pier bridge. The projected General Fund subsidy over the next 10 years is
approximately $13.5 million. Funding for the BID and proposed ambassador services
would need to balance allocating resources for new services with continuing to seek
ways to reduce the burden on the General Fund.
The SMPLA, Pier Vending Cart Association, and the Pier Corporation Board collectively
support the formation of a Pier BID in conjunction with the City’s contribution thr ough
parking revenues, and have expressed a desire for the City to pursue establishment of
a Pier BID as recommended in the Pier Feasibility Study.
The Next Step for a Pier BID: The Pier Management Plan. If Council supports the
recommendations described in the Pier Feasibility Study, including the City’s financial
support through a parking rate increase in conjunction with the formation of a merchant -
based BID, staff would engage PUMA and work with stakeholders to commence with
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the preparation of a management plan consistent with California Streets & Highway
Code Section 36622. The management plan would further refine the work program,
budget, and governance under the proposed hybrid approach. The management plan
would also address whether the merchant BID would be limited to Pier merchants only
or include adjacent businesses along 1600 Ocean Front Walk, whether there would be
tiered rates based on commercial and nonprofit activities, and how to address City-
owned facilities on the Pier, such as the Carousel. The Management Plan would also
clarify the governance structure for administering and reporting on how funds are spent.
Additionally, the Management Plan would define the term of the assessment district and
provide for a mechanism for the dissolution of the improvement district and associated
funding obligations.
If the Management Plan is approved by Council, then the next step in the formation of a
merchant-based BID would be a public hearing with the opportunity to protest against
district establishment. Under California Streets & Highways Code Section 36623(b),
a merchant-based BID may be formed if the protest level does not equal or exceed 50
percent of the total assessment value.
Beach Properties: The Proposed Beach Feasibility Study. Representatives of residential
and lodging properties north and south of the Pier have expressed interest in exploring
the use of ambassador services and are considering funding a feasibility study as the
first step towards consideration of a property-based improvement district. A property-
based district differs from a merchant-based BID in that assessments would be levied
upon landowners. The properties currently under consideration are located north of the
Pier and are zoned R2 (Low Density Residential), OS (Parks and Open Space), and OF
(Oceanfront), and the properties located south of the Pier are zoned R3 (Medium
Density Residential), OS, and OF. Zoning is an important consideration since property-
based improvement districts zoned solely for residential use are ineligible to become
PBIDs under California Streets & Highway Code, Section 36632(c).
Staff seeks to maximize the economies of scale and timing in expanding the scope of
work with PUMA, which is currently engaged for the Pier Feasibility Study, to provide a
feasibility study for the properties north and south of the Pier (“Oceanfront Feasibility
Study”).
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The formation process for a PBID requires the development of a management plan,
assessment engineer’s report, and petition materials. Under California Street s &
Highway Code Section 36621(a), 40 percent of the affected property owners in the
proposed PBID area, weighted by the proposed assessment amount, must sign
petitions supporting district establishment. If sufficient petitions are secured, the final
steps for formation of a PBID include a City Council hearing and a Proposition 218
mail ballot.
Several oceanfront property owners have expressed interest in the type of services that
a PBID could fund and are considering paying for the majority of the consultant scope of
work to move the process forward. Subject to property owners providing the funding,
staff seeks authorization for the full study. However, if the PBID is not deemed feasible,
the formation process would not go forward and the consultant would not be engaged
for the second phase of PBID formation. If a PBID is formed, the City would be
assessed as the property owner of the beach parking lots, since the City manages the
beach under an operating agreement with the State of California. As part of the
feasibility analysis, staff would assess whether increased beach parking rates would
provide sufficient revenue to fund the City’s share of the PBID assessment. Staff
recommends that the City contribute some funding for the PBID consultant study as
shown below.
Past Council Actions
8/28/2018
(Attachment C)
Council allocated funding for the Pier BID feasibility study to be
produced by PUMA
Financial Impacts and Budget Actions
Staff seeks authority to increase the amount of PUMA’s agreement to include the BID
formation services and the PBID feasibility study.
Contract Modification Request: PUMA
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Agreement # Current
Authorized
Amount
Modified Request
Amount
FY 2018-19 Budget
Dept/CIP Account #
Total
Revised
Contract
Amount
10743 $27,000 City Council
01100001.532330.120410
$27,000
10743 $3,000 Santa Monica Pier
Lessees Association
$3,000
10743 (Pier BID Formation)
$49,475
Housing and Economic
Development
01160004.552010
$49,475
10743 (Oceanfront
Feasibility Study)
$5,000
Community and Cultural
Services
11400001.525080
$5,000
10743 (Oceanfront
Feasibility Study)
$30,000
North Beach Property
Owners
$30,000
10743 (Oceanfront PBID
Formation)
$1,000
Community and Cultural
Services
11400001.525080
$1,000
10743 (Oceanfront PBID
Formation)
$24,000
North Beach Property
Owners
$24,000
10743 TOTAL $139,475
Prepared By: Elana Buegoff, Pier Administrator
Approved
Forwarded to Council
Attachments:
A. Pier Feasibility Study
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B. Parking Rate Survey 2019 - Beach Communities
C. Staff Report Aug 28. 2018
t
Santa Monica Pier
Improvement District Feasibility Study
2018
PREPARED BY:
Progressive Urban Management
Associates January 2019
| Santa Monica Pier Working Paper 1
CONTENTS
Introduction ..................................................................................................................................................................................... 2
Project Approach ........................................................................................................................................................................... 3
External Environment Assessment .......................................................................................................................................... 3
Internal Management Assessment .......................................................................................................................................... 8
Implications ...................................................................................................................................................................................... 9
Funding Options .......................................................................................................................................................................... 11
Alternatives/Enhanced Services ............................................................................................................................................. 14
Recommendation ........................................................................................................................................................................ 20
Appendix ......................................................................................................................................................................................... 22
| Santa Monica Pier Working Paper 2
INTRODUCTION
An iconic destination, the Santa Monica Pier attracts millions of visitors annually and is an economic
anchor for the City of Santa Monica and the region. The Pier’s character, grit, charm and welcoming nature
is a draw for many people. However, its success has put a strain on management of the Pier and
stakeholders are concerned that the Pier experience could quickly erode if more resources are not put
toward clean and safe services and if issues with non-permitted vendors and non-compliant street
performers are not addressed. These challenges are not limited to the Pier and are affecting neighboring
parking lots, beaches and commercial properties.
Progressive Urban Management Associates (P.U.M.A.) was contracted by the City of Santa Monica to
deliver a set of recommendations that will improve the Pier experience and protect its vitality over the
next five-to-ten years. P.U.M.A. is a national real estate economics and planning consultancy with
expertise in strategic planning, organizational development and improvement district formation and
renewal. This working paper explores new programs, management models and revenue sources for the
Pier, including the utilization of an improvement district.
Santa Monica Pier Quick Stats
•Approximately 8 million annual
visitors
•Owned by the City of Santa Monica;
designated as a City Landmark
•Includes a carousel, amusement park,
arcade, trapeze school, aquarium,
retail shops and a variety of food
establishments
•In total has 31 merchants, 12 cart
vendors and up to 30 street
performers
•Offices the Harbor Patrol, Police
Department Sub-Station; Pier
Administration and the Pier
Corporation
•Contains 277 parking spaces on the
Pier Deck and 1,155 spaces in the
adjacent 1550 lot
| Santa Monica Pier Working Paper 3
PROJECT APPROACH
The following approach was taken to develop a set of recommendations to improve and protect the Pier
experience.
1. External Environment Assessment. Understand the economic and political forces impacting the
Pier, review past plans, and engage stakeholders.
2. Internal Management Assessment. Review current programs and budgets of organizations
involved in management of the Pier.
3. Implications. Synthesize findings from internal and external assessments and what it means for
the Pier.
4. Funding Options. Consider a variety of new and existing funding sources to support the Pier,
including utilization of an improvement district.
5. Alternatives/Enhanced Services. Develop alternatives for Pier improvements ranging from least
amount of change to most change.
6. Recommendation. Deliver a preferred set of actions to improve the overall Pier experience.
EXTERNAL ENVIRONMENT ASSESSMENT
PAST PLAN REVIEW
City of Santa Monica Local Coastal Program Update | Land Use Plan
In California, each coastal City and County is required to develop a long-range management plan for the
portion of Coastal Zone within its jurisdiction. The 2018 Coastal Land Use Plan examines existing
conditions and issues within the Coastal Zone and provides a comprehensive set of policy
recommendations. As it pertains to the Pier, this document states permissible uses, development, design
guidelines and public access requirements. The plan also stipulates that any new public accessways
and/or development be designed, wherever feasible, according to Universal Design Principles to increase
accessibility for all. Although temporary events are allowed on the Pier, they are restricted in number
during the peak (summer) season. The Pier is a high priority area within the Coastal Zone and requires
the City to develop a shoreline management plan with adaptation strategies for sea level rise.
Santa Monica Pier Access and Use Study
In 2015, ROMA Design Group and Economic & Planning Systems were hired by the City of Santa Monica
and the Pier Corporation to produce a conceptual framework that would guide future enhancements and
reinvestments in the Pier. Recommendations included ways to increase universal access, de-emphasize
parking on the Pier, introduce new programming and venues that appeal to a broad audience and identify
| Santa Monica Pier Working Paper 4
new sources of revenue that will support the Pier into the future. Many of the recommendations centered
on a new two-bridge approach to the Pier, which would improve accessibility, reduce vehicle-pedestrian
conflict points, and open up opportunities for new activities and uses on the western edge of the Pier.
Santa Monica Pier Governance and Management Study
In 2011, the City of Santa Monica and the Pier Restoration Corporation (PRC) undertook a study to identify
opportunities for improvement in the governance, operation and management of the Pier. One of the
primary recommendations was to establish the Office of Pier Management to help coordinate Pier
operations among the many different divisions within the City that relate to the Pier experience.
Additionally, the report recommended shifting the focus of the Pier Restoration Corporation, away from
restoration, which had largely been complete, and re-focusing staff time on event production, marketing
and fundraising. In 2012 City Council dissolved the PRC and created a new Santa Monica Pier Corporation.
OUTSIDE IMPACTS TO THE PIER
New Rail to Downtown Santa Monica
In 2016, the Expo Line, part of the greater Los Angeles County Metro Rail system, was extended to
Downtown Santa Monica, near the intersection of 4th Street and Colorado Avenue. Colorado Avenue was
subsequently reconfigured to provide an enhanced pedestrian and bicycle connection between the
downtown rail station and the Pier. The opening of the rail line has brought increased visitation to
Downtown Santa Monica and the Pier. With approximately 60,000 riders on an average weekday, the
EXPO Line has already met its 2020 ridership goals1. Many of the Pier merchants felt that their sales had
increased since the opening of the new rail stop. Some Pier merchants correlated the new rail stop with
an increase in the population experiencing homelessness on and around the Pier.
Safe Sidewalk Vending Act
A new California law will go into effect January 1, 2019 that will have implications for vending on the Pier.
The Safe Sidewalk Vending Act decriminalizes sidewalk vending and prohibits local authorities from
preventing sidewalk vending in specific parts of the public right-of-way, except when the restriction is
directly related to health, safety or welfare concerns. Local jurisdictions are allowed to establish their own
sidewalk vending program in accordance with the law. However, violations of a local authority’s sidewalk
vending program are punishable only by an administrative fine and failure to pay such a fine is not
punishable as an infraction or misdemeanor. Stakeholders are concerned that this law will exacerbate
issues with non-permitted vendors and limit enforcement of the current system that regulates and
licenses Pier vendors. The City of Santa Monica is evaluating the new law, the impact it will have on the
Pier and beach, and whether any modifications to the Pier’s existing vending system are needed to comply
with the new law.
1 Globest.com; “EXPO Line Surpasses 2020 Ridership Goals”
| Santa Monica Pier Working Paper 5
Summer Olympics 2028
Los Angeles is set to host the 2028 summer
Olympic Games, which will bring thousands of
visitors to the area. The Santa Monica Pier, already
being identified with Olympic marketing, will also
draw crowds as the beach volleyball competition
is set to be held on the beach adjacent to the Pier.
As the City of Santa Monica prepares for the
Olympic Games, infrastructure and safety in and
around the Pier will be key.
Trends Favoring Downtowns
Trends in demographics and lifestyles continue to promote the growth of vibrant downtowns. Santa
Monica’s population has increased every year since 2006 and Los Angeles’s population peaked over 4
million in 20172. Places like the Pier, that provide a unique experience and environment that appeals to
diverse populations, will continue to attract a growing audience as residents, workers and visitors come
to the area. Santa Monica has continued record growth in tourism, attracting 8.7 million visitors in 2017,
up from 8.4 million in 20163.
STAKEHOLDER ENGAGEMENT
During a visit to the Pier, September 27-28, 2018, P.U.M.A. engaged a variety of stakeholders to learn
about the strengths, challenges and desired improvements for the Pier, including the possibility of an
improvement district.
Stakeholders included City management and staff,
the Pier Corporation, Pier merchants and cart
vendors, street performers, adjacent property
owners, Santa Monica Police Department and others
with an interest in the Pier. A list of participants is
provided in the Appendix.
A summary of key findings is provided below.
Pier Strengths
The Pier is Thriving in Many Ways
• Economically viable location for businesses
2 Santa Monica Lookout, “Population of Santa Monica Rises as State Total Nears 40 Million”
3 Santa Monica Travel and Tourism
Photo Credit: Olympic.org/la-2028
| Santa Monica Pier Working Paper 6
• National and global draw – 6th most Instagram-ed place in the world!
• The downtown EXPO Line is bringing more visitors, year-round
• Estimated 8 million visitors per year
• Record breaking tourism for the last four years
The Pier Offers a Unique and Welcoming Experience
• Free and welcoming for all
• A truly public space
• Authentic character and flavor; not too ridged
• Strong sense of community
• Unique history
Pier Challenges
Non-Permitted Vending is a Top Concern
• The issue has grown worse over the past year
• Lack of enforcement
• New legislation decriminalizing sidewalk vending will make enforcement more difficult
• Not fair to existing merchants and cart vendors who pay rent and follow regulations
• Some non-permitted vendors have shown aggressive behaviors and locate in areas that partially
block entrance and exit from the Pier
• Health and safety concern about the perishable food products being sold
• Non-permitted vendors and others appears to work in an organized manner to evade
enforcement. Some stakeholders suggest additional illicit activity may be involved.
More Resources Needed for Clean & Safe
• The sense of safety is eroding on the Pier; especially at night
• Recent high-profile crimes
• Maintenance workers can’t keep up with demand
• The Pier is reaching “crisis level”; fear it will alter the experience and deter visitors
• Safety concerns with cars allowed on the Pier; conflict points with pedestrians
Increasing Transient Population
• Growing number of people experiencing homelessness on and around the Pier
• Issues of mental health
• Issues of addiction
• Need for more social services, like those provided by West Coast Care
• Need for coordination of proactive law enforcement engagement strategies with coordination of
social services
| Santa Monica Pier Working Paper 7
The Pier Needs More Attention from the City
• The Pier brings significant revenue and recognition to the City of Santa Monica
• Continued growth in visitation is putting a strain on the Pier, particularly on clean and safe services
• Need for additional City attention and resources; businesses alone can’t solve these issues
• The Pier is an important asset and needs to be protected
Opportunity to Further Integrate Management
• City services supporting the Pier are coordinated by the Office of Pier Management because they
are delivered by different departments – maintenance is in Public Works, leasing in economic
development, public safety with police and harbor guards, unpermitted vending enforcement in
code enforcement, parking in planning and beachfront in community and cultural services
• In addition to the City, other organizations involved in the Pier experience include the Pier
Corporation, the Lessees Association and the Vending Cart Association
• Need for greater alignment in management and resources
• A sustainable approach to growth
Suggested Pier Improvements
• Provide Safety and Hospitality Ambassadors for extra eyes and ears on the Pier and additional
maintenance (such as pan and broom services)
• Deployment of sworn and unsworn members of the Santa Monica Police Department, specifically
responsible for patrolling the Pier on a full-time basis, hereafter referred to as “dedicated police”
• Better utilization of the substation
• Bring back code enforcement personnel; illegal activity decreased when code officers had an office
on the Pier
• Consider additional ways to contain non-permitted “illegal” vending and non-compliant street
performers; consider designated areas or excluded areas based on health and safety reasons
• Increase maintenance crew, at least seasonally
• Provide more support for the population experiencing homelessness
• Think about the Pier as a cultural resource that needs protection and additional support
• Diversify revenue streams to support long-term Pier management
• Better integrate the Pier experience with Ocean Front Walk and the beach
| Santa Monica Pier Working Paper 8
INTERNAL MANAGEMENT ASSESSMENT
CITY OF SANTA MONICA
The Santa Monica Pier is owned by the City of Santa Monica. The Office of Pier Management, established
by City Council in 2012, is responsible for overseeing day -to-day operations of the Pier, leasing,
maintenance, planning, capital improvement projects, custodial services, and public information
dissemination. In addition, the Office of Pier Management coordinates with myriad City departments that
provide service to the Pier, including:
• Public works, which provides Pier maintenance
• Economic development, which oversees Pier leasing
• Police department and Harbor Patrol, which handle public safety on the Pier
• Code enforcement, which enforces non-permitted vending on the Pier
• Planning, which manages Pier parking
• Community and Cultural Services, which manages the beachfront
The Pier Fund’s annual operating budget was approximately $8.5 million in FY 17-18. The majority of
revenue is generated by Pier merchant leases and Pier Deck parking. The greatest operating expenditure
for the Pier Fund, at 36%, is staffing for the Office of Pier Management, Pier Maintenance, Harbor Patrol
and Police. The remaining expenditures are comprised of contractors, supplies and capital costs.
SANTA MONICA PIER CORPORATION
The Santa Monica Pier Restoration Corporation was established by City Council in the 1980s as a non-
profit entity to oversee restoration, events, programming and development of the Pier. In 2012 City
Council dissolved the PRC and created the Santa Monica Pier Corporation. Today, the focus of the Pier
Corporation is marketing, advocating for improvement projects, protecting the Pier as an historic
resource, and overseeing special events and filming. The Pier Corporation puts on many free programs
throughout the year, including the popular Twilight Concert Series. In addition, the organization manages
event rental spaces.
The Pier Corporation has nine full time employees and is overseen by a seven-member board of directors.
Since the organization provides leasing guidelines to the City and ultimately provides approval on leases,
Pier merchants are not represented on the board.
The Pier Corporation has an annual operating budget of approximately $2.7 million. A $729,000 grant
from the City of Santa Monica, event rentals, and sponsorships each make about a third of the operating
revenue. The majority of expenses are related event production needs, followed by staffing costs.
| Santa Monica Pier Working Paper 9
PIER LESSEES & PIER VENDING CART ASSOCIATIONS
There are two associations representing businesses on the Pier: the Pier Lessees Association and the Pier
Vending Cart Association. The Pier Lessees Association represents all merchants who lease space on the
Pier. The group meets monthly with representatives from the Pier Corporation and the Office of Pier
Management to discuss upcoming events, relevant City information and any issues merchants are facing
that the City and Pier Corporation need to know about. The Pier Vending Cart Association represents all
12 cart vendors, many of whom have had a long history on the Pier. The group meets quarterly to discuss
issues such as business, traffic, parking, and upcoming events. A City representative attends each meeting.
Cart vendors interviewed by P.U.M.A. felt that the Association has been very effective.
IMPLICATIONS
Based on the findings from external and internal assessments, there are three major implications for the
Pier.
THE PIER IS A CULTURAL AND ECONOMIC ANCHOR
The Santa Monica Pier is a world-class destination that provides a unique and affordable experience to a
broad audience. Based on a visitor intercept survey from 2016, nearly 20% of Pier visitors are international
and another 40% come from throughout the U.S. It is estimated that around 8 million people visit the
Santa Monica Pier each year4 which is about the same number as the total annual tourism visitation to
the city at-large. The Pier also brings repeat visitors. A survey of visitors at the Pacific Park found that over
60% of visitors had been to the Pier at least once before. The majority visit the Pier plus, other destinations
in Santa Monica, meaning increased tourism dollars spent on things like lodging, transportation, food,
and entertainment. The Pier is an economic anchor for Santa Monica churning ongoing economic
benefit to downtown, nearby hotels and retail stores.
THE PIER IS VULNERABLE AND NEEDS SUBSTANTIAL INVESTMENT
The popularity of the Pier has put an increased strain on services and the City has not been able to keep
up with demand beyond budgeted resources. Stakeholders are concerned that the Pier experience will
erode if certain issues are not addressed, in particular:
1. Addressing non-permitted vending and street performer compliance
2. Enhancing clean and safe services
4 City of Santa Monica Local Coastal Program Update; pg. 24
| Santa Monica Pier Working Paper 10
Additional, and substantial, investment is needed to ensure the Pier continues to provide a clean, safe
and welcoming experience for all visitors. A variety of funding options will need to be explored from both
public and private sources.
A NEW APPROACH IS NEEDED
To protect and improve the Pier experience, a new approach is needed:
✓ The City should reallocate more of its law enforcement and code enforcement personnel to
protect its anchor attraction and economic driver
✓ Enhanced services, beyond what the City provides, are needed to address clean, safe and non-
permitted vending issues
✓ New oversight of enhanced services should include Pier merchants, working in partnership with
the City.
✓ New and reallocated sources of funding from both public and private sectors are needed to
support enhanced services
| Santa Monica Pier Working Paper 11
FUNDING OPTIONS
P.U.M.A. considered a variety of potential funding sources to support enhanced services on the Pier.
SALES TAX
Although an increase in sales tax could raise significant revenue for the Pier, Santa Monica has reached
the state mandated cap for sales tax. The City’s combined sales tax rate is 10.25%, comprised of 6.00%
state tax, 0.25% County tax, 1.00% City tax and a 3.00% special tax.
Not recommended at this time: Increasing sales tax is not viable at this time because the current tax
rate is at the state mandated cap.
COMMON AREA MAINTENANCE FEE
In addition to rent, the City charges merchants a Common Area Maintenance (CAM) fee for work
performed on the common area of the Pier. The fee offsets, but does not fully cover, the City's expenditure
on common area maintenance on the Pier. The fee primarily covers custodial expenses, plus a small
portion of security. The CAM fee was modified in 2000 to be a fixed payment based on the square footage
of the business with biennial increases of not less than 3% and no greater than 6% based on the Consumer
Price Index (CPI).
Not recommended at this time: The City and Pier merchants have agreed on a CAM fee that is relative
to the common area that benefits Pier business patrons versus common area utilized by the general
public.
EXISTING MERCHANT LEASES
Most leases on the Pier are a combination of base rent plus a percentage of sales. Base rents are increased
annually by the CPI usually no less than 3% and no more than 6%. With the exception of cart vendors,
merchants’ leases are now largely up to or near market rate.
Not recommended at this time: With most merchant leases at or close to market rate, there is little
room for adjustment. In terms of cart vendors, the City would like to evaluate the impact of the new
sidewalk vending law before addressing cart vendor lease rates.
| Santa Monica Pier Working Paper 12
NEW MERCHANT LEASES
As identified in the Pier Access and Use Study by ROMA, new sources of revenue could come from adding
commercial areas for lease on the Pier. New developable areas, however, are largely related to a
reconfiguration of the Pier bridge.
Revisit: The City needs to first settle the matter of the Pier bridge before seeking new development
opportunities on the Pier.
CITY FUNDS
To support the Pier at the level that is needed, the City should consider ways to reallocate existing budget
towards enhanced services for the Pier. Considerations may include:
• Better utilizing the Pier Fund’s existing budget for police to provide dedicated officers on the Pier
• New allocation from the Pier and Beach Funds to support Pier clean and safe services
• Redirecting a portion of the annual distribution to the Pier Corporation toward clean and safe
services
• Redirecting a portion of the Harbor Patrol funding to clean and safe services directly on the Pier.
Should Consider: As a vital asset, the City should consider reallocating existing revenues to support the
Pier.
ALIGNED CIVIC ORGANIZATIONS
The Pier is an integral asset to the City as well as a number of civic organizations. It is recommended that
organizations with an interest in the success of the Pier make an annual contribution to support clean
and safe services. It would be reasonable to request a contribution from organizations like Santa Monica
Travel and Tourism and the Pier Corporation. An initial conversation with the Pier Corporation indicated
the organization would consider a request.
Should Consider: Organizations with an interest in protecting and improving the Pier experience should
consider financial contributions.
PARKING SURCHARGE
Two primary parking lots serve the Pier, the Pier Deck and the adjacent 1550 lot. Rates currently range
from $3 to $15 on the Pier Deck and $7 to $15 in the 1550 lot, depending on the season and day of the
week. Review with Pier stakeholders suggested there was room to increase the cost of parking through a
parking surcharge that would help to provide enhanced services on the Pier.
| Santa Monica Pier Working Paper 13
Should Consider: A parking surcharge appears palatable to stakeholders and would generate a
significant new source of revenue to support the Pier.
IMPROVEMENT DISTRICTS
Improvement districts are a financing mechanism that provide revenue for a variety of local improvements
and services, beyond what a municipality provides. Improvement districts are self-imposed and self-
governed. There are more than 1,000 improvement districts across the country and several can be found
in Santa Monica. Santa Monica has existing business license improvement districts (BIDs), such as the
Main Street and Montana Avenue BIDs, as well as property-based assessment districts (PBADs), such as
the Downtown Santa Monica PBAD. Merchants on the Pier have expressed an interest and willingness to
participate in an improvement district. P.U.M.A. looked at the feasibility of two types of improvement
districts: a BID and a PBAD.
BID. In California, assessments against businesses are usually collected along with their business license
taxes. In Downtown Santa Monica, the BID assessment rate is one times the business license tax. If that
rate was applied to the 31 licensed businesses on the Pier, it would result in approximately $100,000 of
new revenue5. An alternate fee based on the square footage of Pier tenants (both public and private)
could generate a more substantial source of funding.
PBAD. PBADs are an assessment on property and generally based on characteristics such as lot square
footage, building square footage, and property frontage. Since the City of Santa Monica is the sole
property owner on the Pier, a PBAD on the Pier would be funded solely by the City.
Should Consider: A BID should be considered for the Pier to create a new funding stream and to involve
both the City and Pier merchants. A PBAD would be most suitable if property owners in proximity to the
Pier wanted to received enhanced clean and safe services and were willing to pay for those services.
5 City of Santa Monica; Sum of Receipt Fees
| Santa Monica Pier Working Paper 14
ALTERNATIVES/ENHANCED SERVICES
The following section looks at three alternative approaches to protecting and improving the Pier
experience through new programs and services, funding sources, and management. Programs and
services are largely the same in all scenarios, the primary differences are related to funding sources and
management.
PROGRAMS AND SERVICES
Dedicated Police and Code Enforcement on the Pier. Currently, the Santa Monica
Police Department, assigns police officers to patrol the Pier on weekends. These officers are on overtime
duty and receive overtime pay from the Pier Fund. Given the high visibility of the Pier, stakeholder concern
over safety, and feedback that more consistent police presence is needed, it is recommended that at
minimum two police officers are assigned regular duty on the Pier. This also provides greater consistency
in oversight of the Pier. For a broader, collective impact, a joint solution could be explored with the Beach
Fund, which also pays for overtime police and does not have routinely stationed officers.
Code enforcement personnel, who were stationed at the Pier in prior years, should be reassigned,
especially during the peak season. Stakeholders interviewed by P.U.M.A. noted improved health and
safety related to vending when code enforcement officers were on the Pier.
Address Non-Permitted Vending & Out of Compliance Street Performers. A
top concern among Pier merchants and cart vendors is the proliferation of non-permitted vending. On
busy days, Pier Corporation staff have counted up to 20 non-permitted vendors as a time. The recently
passed Safe Sidewalk Vending Act, decriminalizes street vending, which makes vending violations more
difficult to enforce. It is recommended that the Office of Pier Management, Santa Monica Police and Fire
Departments, City code enforcement, the Pier Corporation, Pier merchants, and cart vendors, collaborate
on a solution to address non-permitted vending and protect public health and safety on the Pier.
Stakeholders also mentioned challenges with street performers who are out of compliance with noise
regulations, crowd control and other performance rules.
Strategies to Consider:
• Even with the passage of the Safe Sidewalk Vending Act, local vending laws can still designate
specific areas where vending can and cannot take place based on specific health, safety and
welfare concerns. Collaborate with partners to determine if there are certain areas where vending
could be allowed and other areas where it would be impermissible.
• Increase the presence of code enforcement on the Pier; stakeholders interviewed noted that issues
with non-permitted vending was better controlled when code enforcement officers were stationed
on the Pier.
| Santa Monica Pier Working Paper 15
• To localize the issue of health safety, consider embedding a health code officer within the City of
Santa Monica. The Pier currently has to rely on health code enforcement through the Los Angeles
County Health Department, which has reportedly been slow to respond.
• An Ambassador program, described below, can also help to address concerns related to non-
permitted vending by providing additional eyes and ears on the Pier and involving police, or code
enforcement, if necessary.
Ambassador Program. Ambassador
programs are commonly used in downtowns,
neighborhoods, and other unique districts
throughout the country to provide clean, safe
and welcoming services for residents, workers
and visitors. A successful use of an ambassador
program locally is in Downtown Santa Monica.
An Ambassador program is recommended for
the Pier, with the following components:
• Cleaning team to provide additional maintenance, such as litter pickup, reporting graffiti and other
maintenance needs.
• Safety team to provide extra eyes and ears for the Pier and coordinate with police and code
enforcement officers. This could also include homeless engagement and referrals to service
providers.
• Management team to oversee the program and team deployment.
To provide a meaningful impact, it is estimated that an Ambassador program would need to be funded
at $1M to $1.5M. It should be explored whether there are cost efficiencies by contracting services
through Downtown Santa Monica’s existing program.
The tables below are illustrative of the level of service that could be provided based on a $1M and a
$1.5M program budget. A $1M budget would allow for 400 hours of clean and safe deployment per week,
the equivalent of ten full time employees. A $1.5M budget would provide 672 hours of clean and safe
deployment per week; the equivalent sixteen full time employees. Deployment should be adjusted by
season and time of day, to provide higher levels of service when they are most needed. A sample service
overview with additional high-level information is included in the Appendix.
Annual Program Budget of $1M
Program Component Est. Weekly Service Hours Est. Annual Expense
Cleaning 128 $227,500
Safety 272 $493,225
Management 112 $247,525
Fixed N/A $31,500
TOTAL 512 $999,750
Photo Credit: Downtown Santa Monica Inc.
| Santa Monica Pier Working Paper 16
Annual Program Budget of $1.5M
Program Component Est. Weekly Service Hours Est. Annual Expense
Cleaning 256 $448,000
Safety 416 $743,700
Management 112 $247,525
Fixed N/A $31,500
TOTAL 784 $1,470,725
FUNDING SOURCES
Parking Surcharge
A parking surcharge, applied to the Pier Deck and the 1550 lot, is recommended as a new source of
revenue to support clean and safe services on the Pier.
• A 25% surcharge is recommended for the Pier Deck parking, which would increase rates from $3-
to-$15 to $3.75-to-$18.75. With annual parking revenue of approximately $1.2M, the surcharge
would generate an additional $300k.
• A 10% surcharge is recommended for the 1550 parking lot, which would increase rates from $7-
to-$15 to $8.75-to-$16.50. With annual parking revenue of approximately $6M, the surcharge
would generate an additional $600k.
Aligned Civic Organizations
It is recommended that annual contributions are sought from aligned organizations, such as Santa Monica
Travel and Tourism and the Pier Corporation, that have an interest in maintaining the Pier experience for
visitors. It is estimated that between $100k- and-$300k could be raised from aligned organizations to
support clean and safe services on the Pier.
Improvement Districts
As mentioned previously in this document, improvement districts are a financing mechanism that provide
revenue for a variety of local improvements and services, beyond what a municipality provides.
BID
It is recommended that a BID be established on the Pier, with a fee structure based on the square footage
of Pier tenants, including both City facilities and Pier merchants, and a flat fee for vending carts. With
approximately 150,000 total building square feet on the Pier, every $1 applied to square footage would
raise $150k. At $2 per square foot, the BID could generate $300k annually, with $40k from City facilities
and $260k from Pier merchants. The map in the Appendix shows three potential improvement district
zones. The BID is recommended for Zone 1, which encompasses the Pier and could be expanded to
| Santa Monica Pier Working Paper 17
include the businesses on the 1600 block of Ocean Front Walk should they want to receive Ambassador
services.
PBAD
A PBAD should be considered if property owners in proximity to the Pier want to receive clean and safe
services and are willing to pay for such services. A PBAD is recommended for Zones 2 and 3, shown on
the map in the Appendix, pending interest from property owners.
• Zone 2 extends from the Pier to Bay Street between the Ocean Front Walk and Appian Way.
• Zone 3 extends from the Pier to Pico Boulevard between Appian Way and Ocean Avenue.
A PBAD assessment could be based on blend of lot and building plus, frontage, as shown in the following
tables. Depending on the number of zones included, the PBAD could raise between $250k and $650k
annually to support supplemental services off of the Pier.
PBAD Budget for Supplemental Services - Zone 2 Only
Ambassadors Off Pier -- Including Ocean Front Walk
Supplemental Cleaning -- On Demand & Spot Cleaning Beyond Pier
Blend
Annual $ Lot + Building Frontage
Lot +
Building Frontage
Ambassadors 200,000
Enhanced
Cleaning 50,000
TOTAL 250,000
0.410
115.21 0.205 57.60
PBAD Budget for Supplemental Services – Zones 2 and 3
Ambassadors Off Pier -- Including Ocean Front Walk
Supplemental Cleaning -- On Demand & Spot Cleaning Beyond Pier
Blend
Annual $ Lot + Building Frontage
Lot +
Building Frontage
Ambassadors 450,000
Enhanced
Cleaning 200,000
TOTAL 650,000
0.344
98.56 0.172 49.28
| Santa Monica Pier Working Paper 18
MANAGEMENT
With a number of organizations and entities already operating on the Pier, it is not necessary to create a
new organization. However, if an Ambassador program is implemented, it will need to be managed. The
management structure will vary based on whether or not an improvement district is formed.
Pier Advisory Committee
If an improvement district is not formed, it is recommended that a new “Pier Advisory Committee” be
created to oversee the Ambassador program. This committee should have balanced representation from
the City of Santa Monica, the Pier Corporation, and Pier merchants.
Improvement District Advisory Committee
If an improvement district is formed, it is a standard practice that fee-payers have a say in how the
assessment funds are managed. It is suggested that an advisory committee be put in place to provide
oversight of the Ambassador program, which would be funded, in part, through the BID assessment.
Representatives on the committee should include Pier merchants, the City, the Pier Corporation, and
adjacent property owners, if the improvement district is expanded beyond the Pier. The committee could
convene quarterly.
| Santa Monica Pier Working Paper 19
ALTERNATIVE SCENARIOS MATRIX
The matrix below shows programs, management and alternative funding sources for the Pier. For all
scenarios, it is recommended that the City increase base level services by utilize existing resources
to provide dedicated police and code enforcement to the Pier. The enhanced scenarios show three
alternatives for funding a clean and safe Ambassador Program, which is estimated to require an annual
budget between $1M to $1.5M. The primary difference between Scenario 1 and Scenarios 2 and 3, is that
Scenario 1 does not include an improvement district and therefore generates less new revenue. Scenarios
2 and 3 both recommend a BID on the Pier. Scenario 3 also includes a PBAD to support enhanced services
for nearby properties off of the Pier.
Scenario Program Managemen
t Funding Sources Est. Budget
Base Level Services
All
Scenarios
Dedicated Police, Code
Enforcement, Address
Public Safety and Welfare
Including Non-Permitted
Vending & Street
Performer Compliance
City of Santa
Monica Reallocation from existing City/Pier Fund budgets
Enhanced Services
Scenario 1
Parking
Surcharge
Ambassador
Program/Clean & Safe
Pier Advisory
Board
Parking surcharge: 10% on
1550 Lot; 25% on the Pier Deck $900k
Civic Organizations ($50k, two
organizations) $100k
Scenario 1 Total $1.0M
Scenario 2
Parking
Surcharge
and Pier
BID
Ambassador
Program/Clean & Safe
Improvement
District
Advisory
Board
Parking surcharge: 10% on
1550 Lot; 25% on the Pier Deck $900k
BID ($2/sq./ft.) Pier Businesses $260k
BID ($2/sq./ft.) Pier City
Facilities $40k
Civic Organizations ($100k,
three organizations) $300k
Scenario 2 Total $1.5 M
Scenario 3
Parking
Surcharge
and Pier
BID; PBAD
for Pier
Environs
Ambassador
Program/Clean & Safe
Improvement
District
Advisory
Board
Parking surcharge: 10% on
1550 Lot; 25% on the Pier Deck $900k
BID ($2/sq./ft.) Pier Businesses $260k
BID ($2/sq./ft.) City Pier
Facilities $40k
Civic Organizations $300k
PBAD beyond the Pier $250k to $650k
Scenario 3 Total $1.8M to $2.2M
| Santa Monica Pier Working Paper 20
RECOMMENDATION
Based on stakeholder feedback of alternatives, a preferred set of actions is recommended to improve the
overall Pier experience. The majority of actions are intended for implementation within the next six-
months, so as to be in place prior to the start of summer 2019. It is suggested that these recommendations
be undertaken as a three-to-five-year pilot.
NEXT SIX-MONTHS
Dedicated Police and Code Enforcement
An asset of the size and importance of the Santa Monica Pier should have dedicated police. A joint effort
could be considered between the Pier Fund and the Beach Fund, to redirect funding currently paid for
overtime police toward a dedicated police detail.
In coordination with Pier merchants and the Pier Corporation, it is recommended that the City recommit
to addressing non-permitted vending and out-of-compliance street performers on the Pier. A number of
actions are considered on pages 14-15, including additional code enforcement support.
Clean and Safe Ambassador Program
An Ambassador program is recommended to provide enhanced clean and safe services for the Pier, above
and beyond what the City provides. Deployment should skew more heavily toward safety Ambassadors,
with supplement cleaning and maintenance provided primarily during peak times. Additionally, the
program could include engagement and referrals for the population experiencing homelessness. See
page 15 to 16 for an illustrative deployment schedule based on a $1.0M and a $1.5M budget. A sample
service overview with additional information is included in the Appendix.
Establish A Business Improvement District & Advisory Committee
It is recommended that a BID is formed on the Pier, to provide a new funding mechanism for clean and
safe services and to further involve Pier merchants in program oversight. An assessment methodology
based on building square footage is recommended for both Pier merchants and City facilities. A new
committee should be created to advise on the deployment of BID revenue and oversee the Ambassador
program. Approximately half of the committee should be made of Pier merchants and the other half with
entities that have an interest in the Pier, including representatives from the City and the Pier Corporation.
| Santa Monica Pier Working Paper 21
Funding Sources
New funding from a parking surcharge, aligned civic organizations and a Pier BID can be used to support
a $1.5M ambassador program on the Pier.
Sample Budget
Program Funding Sources Amount
Clean and Safe
Ambassadors Parking Surcharge (10% on
1550 Lot; 25% on the Pier
Deck)
$900,000
BID Assessment ($2/sq. ft.) $300,000
Aligned Civic Organizations $300,000
TOTAL $1,500,000
BEYOND SIX-MONTHS
Following the establishment of a BID and Ambassador program for the Pier, it could be explored whether
property owners in the vicinity of the Pier would be interested in partaking in an improvement district to
receive a share of clean and safe services. If demand exists, a PBAD could be explored for properties
beyond the Pier. The map in the Appendix shows two potential zones (zones 2 and 3) for a PBAD.
| Santa Monica Pier Working Paper 22
APPENDIX
ACKNOWLEDGEMENTS
Thank you to the following individuals and organizations who provided input for this working paper.
• Abby Arnold, Pier Corp, Board of Directors
• Aneeta Sager, Hats Amazing
• Anuj Gupta, Deputy City Manager of Santa Monica
• Brian Mitchell, Luxury Liners. Inc.
• Captain Almada, Santa Monica Police Department
• Carlos Escobar, Tees-R-Us
• Chris Volaski, Bait and Tackle and Oatman Rock Shop
• Christine Rohde, Christine Rohde Design
• Cindy Pfeifer, Rusty’s Surf Ranch
• Danny Ganon, Redline
• Elana Buegoff, Pier Administrator
• Elian Quesada, Street Performer
• Eriko Matsumoto, Deputy City Attorney
• Greg Morena, The Albright
• Jason Harris, Economic Development Manager
• Jim Harris, Pier Corp
• Judith Meister, Beach Manager
• Katie Litchtig, Assistant City Manager
• Kenna Stevens, Trapeze School
• Kim Sidoriak, Santa Monica Travel and Tourism
• Lisa Tarini, Mariasol
• Marty Mink - Big Deans
• Mackenzie Mink - Big Deans
• Misti Kerns, Santa Monica Travel & Tourism
• Nathan Smithson, Pacific Park
• Negin Singh, Pier Corp
• Rick Cole, City Manager of Santa Monica
• Walt Davis, Street Performer
Ambassador Service Overview for Santa Monica Pier
FY 19/20 (July 1, 2019 to June 30, 2020)
The following information is provided for service level planning and does not
constitute a final service proposal.
A. Ambassador Program Components
●Cleaning: Cleaning team anticipated to provide supplemental
maintenance, including litter and debris pickup, sticker and graffiti removal,
work order submission and hot spot pressure washing.
●*Safety: Safety team anticipated to provide supplemental public safety
services, delivered by ambassadors with active guard cards. May be
adjusted to include homeless engagement by Quality of Life team.
●Management: Management team anticipated to include a program
manager (1 FTE) and team leads (1.8 FTE) dedicated to the Pier.
Note: Downtown Santa Monica, Inc. does not currently operate a safety program. Operating
procedures for safety program to be developed in conjunction with Santa Monica Police Dept.
B. Recommended / Fixed Costs
The following fixed costs may be applicable regardless of service level.
●Ambassador Work Space: $8,500
Represents cost of modular work space and minimal utilities. May be waived
if sufficient work space can be identified in existing Pier structures.
●Pedestrian Counters: $23,000
Represents cost of real time pedestrian counters in key Pier locations.
C. Service Level Scenarios
The following scenarios estimate total annual program budget and weekly
service hours by program component.
1351 Third Street Promenade, Suite 201, Santa Monica, CA I 310.393.8355 I info@downtownsm.com
Option A: Annual Program Budget $1.5 Million
Program Component Est. Weekly Service Hours Est. Annual Expense
Cleaning 256 $448,000.00
Safety 416 $743,700.00
Management 112 $247,525.00
Fixed N/A $31,500.00
Total 784 $1,470,725.00
Option B: Annual Program Budget $1 Million
Program Component Est. Weekly Service Hours Est. Annual Expense
Cleaning 128 $227,500.00
Safety 272 $493,225.00
Management 112 $247,525.00
Fixed N/A $31,500.00
Total 512 $999,750.00
D. Additional Planning Considerations
●Planning scenarios represent consistent weekly ambassador deployment.
Actual deployment may vary from week to week or adjust for seasonality.
●Final costs for FY 19/20 are subject to establishment of the Santa Monica
Living Wage by the City of Santa Monica.
●Annual budget increase will be required to allow for cost of living adjustments
and improve employee retention. Escalation rate to be negotiated.
●Further service proposals are subject to review by the Board of Directors
and/or Audit & Finance Committee of Downtown Santa Monica, Inc.
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Zone 1 Parcels
Zone 2 Parcels
Zone 3 Parcels
Mon ‐ Fri Sat & Sun Mon ‐ Fri Sat & Sun
Santa Monica
Lots 3N, 2S $7 per entry $10 per entry
Lots 4N‐ 9N $7 per entry $10 per entry $10 per entry $12 per entry
Annenberg Beach House
Lot 1N, 2S, 3S, 3N $7 per entry $10 per entry
Pier Deck $2.50 per
hour, $12 max
$3.75 per hour,
$15 max
Downtown Structures
Venice Beach
300, 3100 Ocean Front Walk $4‐$6 $5‐$9 $5‐$9 $9‐$18
2100 Ocean Front Walk $4‐$6 $5‐$9 $5‐$9 $9‐$18
Will Rogers
Lot 1, 2$ 4‐$6 $5‐$9 $5‐$9 $6‐$15
Huntington Beach
Main Promenade
Pier Plaza
Strand
Marina Del Rey
Fisherman's Village ‐ Lot1
Newport Beach
Balboa Pier
Long Beach
The Pike at Rainbow Harbor
Redondo Beach
Pier Parking Structure
PARKING RATE SURVEY 2019‐ BEACH COMMUNITIES
30 min free, $1 per hour up to 2
hours, $1 each 20 min after,
$17 max
30 min free, $1 per hour up to 2
hours, $1 each 20 min after, $15
max
$1.45 per hour, $21.75 max $2.10 per hour, $21.15 max
$3.75 per hour, $18 max
$1 each 20 minutes, $15 max
$2 per hour, 24hours, 365 days Daily Max $24
$1.50 per hour, $15 max $1.75 per hour, $15 max
$2 for 2 hours or less, $3 each 20
minutes after, $20 max
$2 for 2 hours or less, $2 each 20
minutes after, $18 max
$1.50 per 30 minutes, $24 max, 90 minutes free self parking with
restaurant/retail validation, First 3 Hours FREE with Cinemark
Theaters Validation Daily Max $24
$3 per hour, $12 max$3 per hour, $8 max
Weekdays: first 90 min free,
each 30 minutes thereafter
varies between $1.50 and $3.
Daily max is $20
Weekends: first 90 min free, each
30 minutes thereafter varies
between $1.50 and $3. Daily
max is $25
Off Season Peak Season
$15 per entry
$14 per entry
13.C
August 28, 2018
Council Meeting: August 28, 2018 Santa Monica, California
1 of 1
CITY CLERK’S OFFICE - MEMORANDUM
To: Mayor and City Council
From: Denise Anderson-Warren, City Clerk, Records & Elections Services
Department
Date: August 28, 2018
13.C Request of Councilmembers McKeown, Himmelrich, and Mayor Winterer
that the Council support a request from the Santa Monica Pier Lessees’
Association (SMPLA) to allocate an amount not to exceed $27,000 of
Council contingency funds for a feasibility study to explore improvement
district options at the Santa Monica Pier. The feasibility study would be
produced by Progressive Urban Management Associates, managed by the
Office of Pier Management on behalf of SMPLA.
REFERENCE:
Modified Agreement No. 10743
(CCS)