SR 02-09-2021 4A
City Council Report
City Council Meeting: February 9, 2021
Agenda Item: 4.A
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To: Mayor and City Council
From: Lane Dilg, Interim City Manager, City Manager's Office
Subject: Third Street Promenade Stabilization and Economic Vitality Plan
Recommended Action
Staff recommends that the City Council review and comment on the Third Street
Promenade Stabilization & Economic Vitality Plan research and outreach efforts thus far
to provide policy views on the emerging vision and timeline for re-imagining the Third
Street Promenade.
Executive Summary
For over three decades, Santa Monica’s Third Street Promenade—the three-block long
open-air pedestrianized retail high street at the core of Downtown Santa Monica—has
served as an iconic community gathering place, regional shopping and entertainment
destination, and economic engine for the City, generating approximately 15% of
Citywide sales tax revenue in recent years. However, the Promenade is facing a
combination of challenges unparalleled in its history, and is currently not well-positioned
to weather evolving trends in retail and dining that have only accelerated during the
COVID-19 pandemic. Nearly 40% of the Promenade’s storefronts are currently vacant,
with over 60% of these vacancies predating the onset of the pandemic. The
Promenade’s building stock—privately held under disparate ownership—was largely
constructed before 1950 or during a renaissance period in the late 1980s, and thus
most buildings feature large retail spaces that may span multiple floors and are now
misaligned to the needs of retailers entering the market or actively expanding
operations. Meanwhile, the increasing predominance of national chain tenants and lack
of unique, engaging uses on the Promenade limit both its attractiveness to residents as
well as its ability to compete against a growing number of neighborhood nodes and
private developments across Greater Los Angeles.
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The City and Downtown Santa Monica, Inc. (DTSM)—the private 501c(3) that works
with the City to manage services and operations in the Downtown while promoting
economic stability, growth and community life within the neighborhood—have a vested
interest in: a) stabilizing the financial viability of the Promenade and b) exploring
strategies for redevelopment and/or coordinated improvements to the tenant mix.
Ultimately, the City and DTSM share a commitment to securing the Promenade’s place
as a vital part of the City’s broader economic and community recovery and as a long-
term contributor to the wellbeing of Santa Monica residents and the broader Santa
Monica community. Accordingly, DTSM, in close collaboration with the City, has
embarked on the Third Street Promenade Stabilization & Economic Vitality Plan to
rapidly assess the current landscape of challenges to the Promenade amid broader
national trends, and develop recommendations to redevelop or re-tenant the
Promenade to increase its appeal to residents, its ability to enhance community
wellbeing, and its competitiveness in the regional retail and entertainment landscape.
Guided by a six-member Project Advisory Committee, the Third Street Promenade
Stabilization & Economic Vitality Plan includes robust outreach to and engagement with
City residents along with stakeholder focus groups. This Council report and study
session—prepared jointly by City and DTSM staff—serves as a key opportunity for early
Council and community feedback, to inform future recommendations and proposed
actions, many of which would return to Council and other bodies for formal approval.
Background
As competition from newly developed suburban malls eroded the vitality of downtowns
across America during the 1950s and 1960s, Santa Monica intervened to follow a
national trend toward creating outdoor pedestrian streets to mimic the mall experience.
Dubbed the “Santa Monica Mall,” three blocks of the Third Street commercial corridor
were closed to auto traffic in 1965 in an ill-fated effort to lure back shoppers. The mall
featured a number of traditional five-and-ten and department stores (e.g. Woolworths,
J.C. Penney) as well as local independent retailers, but failed to drive significant foot
traffic and more than a decade into its existence was largely characterized by a feeling
of “emptiness.”
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By the early 1980s, many other cities who had experimented with the pedestrian mall
concept had begun returning their streets to auto use. According to research by Curbed,
by 2000, only 24 of the more than 200 pedestrian malls created between 1959 and
1980 remained open. The 1980 opening of the fully enclosed suburban-style Santa
Monica Place mall, which wrested many of the remaining viable tenants away from
Third Street, could easily have set Santa Monica on a similar path.
However, in a bold move during the mid-’80s, City leaders and property owners along
Third Street had the foresight to reinvest in the under-performing pedestrian street. A
striking new design was funded and built, dramatically renovating the public right-of-way
and streetscape. In 1989, after a two-year $10 million renovation project, the three-block
stretch reopened as the Third Street Promenade (“the Promenade”). It quickly
became a place for people to gather, stroll, and enjoy movies, outdoor cafes,
restaurants, shops, and live entertainment and a significant contributor to the City’s
quality of life attributes, economy, and urban identity. Further, it became an iconic public
space known and replicated in both public and private developments across the nation.
The early success of the Promenade can be credited in part to several local policy
decisions. The ability to “park once” and enjoy the Promenade’s many amenities was
enabled by construction of public parking structures in each block flanking the
Promenade to the east and west. This drew patrons to the area and encouraged
shopping and dining at multiple locations. A zoning ordinance restricting development
of multiplex cinemas to Third Street and the immediate vicinity ensured the Promenade
became the primary destination for dinner and a movie on the Westside. Finally,
process and development incentives to promote housing development in downtown by
discounting floor area ratio (FAR) and allowing housing projects to be approved
administratively doubled the number of households living within walking distance of the
Promenade to approximately 2,800 units thereby increasing the local customer base for
Downtown businesses and also helping to support “live local, work local” efforts to
reduce traffic and congestion for this important employment hub. Taken in combination
with the street’s original purpose to serve as a hub for shopping and commerce, these
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policies made the Promenade central to the social fabric of a more complete urban
neighborhood rather than a stand-alone destination.
Recognizing the need for active management and promotion of the newly reconstituted
Third Street Promenade, the City supported establishment of the Third Street
Development Corporation, later known as the Bayside District Corporation. Today, the
entity has evolved into the organization known as Downtown Santa Monica, Inc.
(DTSM). DTSM is a public-private partnership with its board of directors consisting of
City Council appointees, representatives elected by private property owners in
downtown, and the City Manager or their designee. Division of responsibilities between
DTSM and the City are governed by a services agreement between the two entities.
With regard to the Promenade, for example, DTSM implements marketing and
advertising campaigns, coordinates special events, assists in the recruitment of new
business and retention of existing businesses, manages the hospitality and
maintenance Ambassador program, serves as a liaison to merchants and property
owners, and advises the City on zoning, capital improvements, development projects
and policy and operational issues. The City retains responsibility for public safety,
maintenance and repairs, planning, zoning, and infrastructure and capital improvement
programs. In addition, DTSM manages the Property-Based Business Assessment
District bounded by Ocean Avenue to the west, Wilshire Boulevard to the north, Lincoln
Boulevard to the east and the Santa Monica Freeway to the south.
Today, the Promenade remains — as it has always been — a public street. Its
sidewalks and roadway are a public right-of-way subject to the Santa Monica Municipal
Code and other laws governing the use of city streets. For example, street performers
and demonstrators have First Amendment rights to use of the Promenade’s public
spaces, subject to reasonable time, place and manner restrictions imposed by the City
to protect health, safety and general welfare. The buildings lining the Promenade on
either side are independently owned, leased, and managed by more than 35 different
property owners, ranging from national real estate investment trusts to family-owned
businesses. The blend of public and private spaces that constitutes the Promenade
presents both opportunities and challenges. While the Promenade competes with
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single-owner private shopping and lifestyle centers for tenants and consumers, its future
success depends on a more collaborative approach to revitalization.
Past Council Actions
Meeting Date Description
10/09/2018
(Attachment E)
Original contract authorization with Rios Clementi Hale
Studios (RCHS) to provide a Needs Assessment study
for the Third Street Promenade
08/27/2019
(Attachment F)
Approval of Contract Amendment with Rios Clementi
Hale Studios (RCHS) for the Promenade 3.0 Project
11/05/2019
(Attachment G)
Update on all lanes of the Promenade 3.0 Project
05/12/2020
(Attachment H)
Adoption of Economic Recovery Interim Zoning
Ordinance for Third Street Promenade
09/08/2020
(Attachment I)
Adoption of special signage standards for Third Street
Promenade
Discussion
Promenade Economic Context / Significance to Community & Economic Recovery
The Promenade is both a community gathering place and an economic engine for Santa
Monica. In recent years, the Promenade has generated approximately 15% of annual
sales tax revenue citywide. A 2018 study by DTSM found approximately 14% of all
sales on the Promenade were derived from transactions made by Santa Monica
residents. Thus, in its current format, the Promenade relies heavily on regional visitors
from across Greater Los Angeles (45% of spend) and tourists (41% of spend) to drive
business activity. Regionally, the Promenade faces increasing competition for the
attention of both businesses seeking new and expanded locations and shoppers
seeking a destination. Though the Promenade is not a private shopping center, it
nevertheless competes against the likes of Westfield Century City, Palisades Village,
The Grove, and others. Additionally, it competes against notable Los Angeles
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commercial corridors, including Abbot Kinney, Melrose Avenue, and Downtown Culver
City.
The physical location of the Promenade greatly impacts its economic performance.
Geographically, the proximity of the Promenade to the coast means it draws consumers
from a 180 degree trade area (as the ocean is immediately west), while other more
inland competitor destinations draw customers from a 360 degree trade area. Since the
Promenade’s opening in the late 1980s, the City has made significant mobility
investments to ensure many transportation choices are available to access the
Downtown. These include bus service improvements, bikeshare, cycle path
expansions, Expo Light Rail, rideshare drop-off/pickup locations, and micro mobility.
The Promenade’s coastal locale is a major draw for regional consumers seeking
beachside ambience but also creates a natural tension as the Promenade is
Downtown’s shopping and entertainment anchor that must also serve the local
community. This tension underscores the importance of envisioning a Promenade for
the future that can reliably draw and appeal to locals who can most easily and reliably
access the City’s Downtown. Most residents live less than 2.5 miles from Downtown,
just a short distance by any mode, and Downtown is a hub of the Big Blue Bus system,
light rail and bike network, which make it a quick trip at any time.
With many other regional shopping and entertainment choices in relatively close
proximity to the Promenade, consumers are unlikely to choose the Promenade unless
the experience offered is unique, worthwhile and convenient. Prospective patrons from
outside Santa Monica are unlikely to cross the region to frequent national chain stores
available to them closer to home or online. Over time, the Promenade has gradually
shifted away from unique offerings toward a concentration of generic retail offerings,
which also diminishes its appeal to Santa Monica residents seeking an authentic local
destination that is both useful and also reflects the city’s identity and character. The
exception has been food and beverage outlets, with the Promenade and surrounding
streets continuing to offer an array of high-quality, noteworthy and independent eateries.
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This shift in tenant mix was driven, at least in part, by the configuration of the
Promenade’s building stock. The Promenade features primarily older buildings built to
the full 50 ft. width and 150 ft. depth of its parcels, resulting in many ground floor spaces
in excess of 7,500 sq. ft. Several buildings occupy larger parcels and may have ground
floors of 10,000 to 15,000 sq. ft. Many also feature additional square footage on upper
and lower floors. The size and configuration of these spaces served the Promenade
well during a time when the market trended toward “flagship” retail locations, where the
purpose of a large store was to serve as marketing for the brand as much as to drive in-
store sales. However, retailers today — and particularly emerging brands who could
help make the Promenade more unique — often seek approximately 2,500 sq. ft. of
space for a small showroom. While the age and character of the Promenade’s buildings
contribute to its authenticity, creative solutions will be necessary to subdivide interior
space and right-size it to current market demand.
The problem of contending with the Promenade’s large retail spaces is further
exacerbated by other overarching retail trends. Financial instability and economic
uncertainty have caused many retailers to pause expansion plans or new locations and
downsize their portfolio of existing stores. Nationally, the United States features a
greater square footage of retail space per capita than any other nation, with most major
metropolitan regions in the country significantly oversupplied. The local result is an
increasing number of noticeably vacant storefronts. The Promenade features an
estimated 515,000 sq. ft. of leasable ground floor space, of which approximately
200,000 sq. ft. (40%) is currently vacant or anticipated to be vacant in the near term. Of
these vacancies, 60% predated the onset of the COVID-19 pandemic while the balance
(approximately 80,000 sq. ft.) became vacant during the pandemic, often accelerated by
pandemic conditions.
Finally, the Promenade also faces shifting trends in consumer behavior. Younger
generations, who comprise an increasing share of the customer base, have been noted
to expend less disposable income on consumer goods (e.g. apparel, homewares) and
more on experiences. Consumers of all ages conduct an increasing amount of personal
shopping online. The pandemic has accelerated the push for many prospective
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customers to seek online alternatives, and it is unknown what percentage of purchases
will be made in-person during the pandemic recovery period and beyond. Even
experiences and entertainment can be streamed from the comfort of home with
increasing ease and by a growing percentage of the population.
However, the pent-up demand from those eager to be released from pandemic Safer at
Home orders indicates consumers still seek in-person experiences as long as they are
social (human nature is to want to be where other people are) and offer a unique
experience. On the continuum from bustling and frenetic shopping areas to intimate and
understated ones, the Promenade has tended toward the more energetic end of the
spectrum. In 2019, the Promenade saw an estimated 28 million pedestrian impressions.
The Promenade saw severely reduced foot traffic during the pandemic conditions of
2020, but still served more than 14 million consumers over the course of the year.
Taken together, these national and local trends begin to illuminate a number of
principles that will guide a successful re-envisioning of the Promenade. The
Promenade’s future success and resilience will depend increasingly on the degree to
which it is beloved and frequented by Santa Monica residents. Evolving the Promenade
toward an authentic commercial district reflective of and attractive to Santa Monica’s
neighborhoods and locals would likely further restore its appeal as a regional draw as
well. Shrinking retail demand may make it infeasible for the Promenade to support three
complete blocks of retail and restaurants. Other cultural, entertainment, office and
residential uses will need to be vetted and analyzed for economic feasibility. Each of the
three blocks will require a custom, targeted strategy for tenanting. Existing buildings will
require reinvestment and reconfiguration to suit the demands of modern retailers,
particularly emerging, independent and/or local brands that will differentiate the
Promenade from competitor destinations. The experience of visiting the Promenade will
need to adapt to the preferences of future generations of potential consumers.
Preserving and enhancing the economic vitality of the Promenade is central to restoring
a number of the City’s other vital revenue streams. In a healthy economy, Promenade
businesses generate both substantial sales tax revenues and annual business license
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fees for the City. Patrons and employees of Promenade establishments are responsible
for many of the parking sessions that drive revenue in the City-owned downtown
parking structures. The Promenade features prominently in the itinerary of many
tourists, enhancing the Santa Monica destination and encouraging hotel stays that
translate to transient occupancy taxes. In leasing brochures, residential and office
properties in the surrounding blocks feature the Promenade as a tenant amenity,
suggesting the Promenade enhances property values and therefore property tax
revenues.
In this manner, a resilient and economically viable Third Street Promenade is a critical
component of the City’s economic recovery strategy emerging from the impacts of the
COVID-19 pandemic, and will be vital to maintaining a high level of municipal service to
Santa Monicans. The speed at which the Promenade recovers will directly impact the
timeline for restoration and expansion of community services, including public libraries,
public safety, homeless services, affordable housing, mobility and streetscape
improvements.
Recent & Related Efforts
The slow decline of the Promenade over approximately the last five years has triggered
a number of efforts to examine the corridor’s social and economic performance and
resiliency. The most notable recent effort was Promenade 3.0, a joint two-year study
and planning effort by the City and DTSM. Promenade 3.0 centered on a project vision
statement and seven corresponding goals, closely aligned to the goals of the Downtown
Community Plan, which remain foundational to the efforts being undertaken today.
Promenade 3.0 Vision:
Third Street Promenade will remain the heart of Downtown Santa Monica, authentically
representing the community’s values, culture and economy.
Promenade 3.0 Goals:
1. The Third Street Promenade is Santa Monica’s living room; it is where all Santa
Monicans can gather, dine, shop and be entertained.
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2. The Third Street Promenade’s identity stems from its unique sense of place: a
beachfront retail high street and cultural destination.
3. The Third Street Promenade is the economic engine of Santa Monica; the right
mix of uses attracts people for a variety of reasons at all times of the day.
4. The Third Street Promenade is a world-class destination that attracts people from
all over Los Angeles and the world.
5. Downtown Santa Monica is a hub for active mobility; arriving at The Third Street
Promenade by foot, bike, scooter or transit is easy and intuitive.
6. The Third Street Promenade is part of a people-focused urban neighborhood
with interconnected streets, alleys, plazas, parks and other open spaces,
designed with flexibility for continued evolution and innovation in urban
placemaking.
7. The Third Street Promenade offers an environment that is welcoming to all
people and mindfully designed and managed to maximize public safety.
Promenade 3.0 was anticipated to require coordination across a broad range of urban
design, placemaking, economic development, engineering and legal disciplines to
realize both short- and long-term goals of revitalizing the Promenade. To organize this
coordination, the initiative was divided into three “lanes” of activities: 1) Effectively
Manage Public Space; 2) Maximize Utility of Private Property; and 3) Develop
Supportive Physical Infrastructure. In November 2019, all three lanes of the Promenade
3.0 were presented to City Council for feedback and policy direction. Council directed
staff to be bold, innovative and creative in reimagining the future of the Promenade.
Planning work continued for several months afterward, until the onset of the COVID-19
pandemic and resulting economic recession necessitated a shift in staff focus and a
pause to re-evaluate staff capacity and the financial feasibility of the objectives of each
lane. Following are summaries of the efforts in each lane and their status today.
Lane 1: Effectively Manage Public Space
The focus of Promenade 3.0 - Lane 1 was to evaluate the legal and policy structures
used by the City and DTSM to manage the Promenade’s public right-of-way. One
primary objective was to enhance the customer experience on the Promenade through
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community events and activations, public art, and specialty retail / concessions. Events,
activations, and public art are anticipated to be increasingly critical to the Promenade’s
post-pandemic recovery, drawing residents back to the street and lending it an air of
vibrancy and social intrigue. A specialty leasing program for retail and concessions —
especially one featuring local artisans and emerging businesses — adds unique local
character to the street’s business offerings and lowers barriers to market entry to
diversify the base of local entrepreneurs. Staff exploration of the appropriate division of
responsibility between the City and DTSM in supporting these efforts is ongoing. Should
modifications to the service agreements between the City and DTSM be proposed, staff
will return to Council for direction at a future meeting.
Other efforts within Lane 1 aimed to improve customer service and perceptions of public
safety among Promenade visitors. The recent opening of the Santa Monica Police
Department Welcome Center, staffed by Public Service Officers, ensures the consistent
presence of uniformed public safety personnel on the Promenade. Council’s direction to
staff at its January 26, 2021 meeting to explore the feasibility of a kiosk program
supported by out-of-home advertising will, if the program is ultimately approved,
improve customer service and visitor access to real-time information while on the
Promenade along with other key locations across the City.
The proliferation of outdoor dining borne of necessity during the pandemic has activated
and improved the vitality of City streets, and particularly the Promenade. Staff
evaluations of the appropriate scale of outdoor dining to retain post-pandemic are
ongoing as are efforts to streamline the process to request and expand permanent
outdoor dining opportunities on public right-of-way. The thirty-third supplement to the
local emergency order issued on January 28, 2021 will allow restaurants not located on
the Promenade (in the area bound by Wilshire, the West side of 4th Street, Broadway,
and the East side of 2nd Street) to add to the street’s vibrancy by operating satellite
outdoor dining locations on unused portions of the Promenade roadway. Priority will be
given to restaurants within one block of the Promenade who are otherwise unable to
expand outdoor dining due to existing limitations (e.g. unable to host a temporary
parklet due to conflicts with a dedicated bus lane).
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Lane 2: Maximize Utility of Private Property
The focus of Promenade 3.0 - Lane 2 was to explore the regulatory changes necessary
to support active use of the Promenade building stock and foster an engaging array of
businesses. Outstanding objectives of Lane 2 were largely absorbed into the scope for
the Third Street Promenade Stabilization & Economic Vitality Plan and are discussed in
greater detail in the “Current Effort” section below. However, a number of objectives
have been addressed in part through the City and DTSM’s economic recovery actions in
response to the current pandemic.
On May 12, 2020, the Council adopted and on November 10, 2020 extended Interim
Zoning Ordinance (IZO) 2636 for the Promenade area. The IZO, developed under
Promenade 3.0, modified existing land uses and introduced new use classifications to
the Promenade such as Food Hall and Light Industrial, eliminated Conditional Use
Permit requirements for conversion of eating and drinking establishments, eased
standards for determining when uses are considered abandoned thereby providing
significant flexibility in continuation of prior uses without compliance with current
standards, modified Alcohol Exemption conditions to streamline permitting for alcohol
service and live entertainment, and established an alternate compliance method for
loading standards.
On September 8, 2020, as part of an overall streamlining of the design review process
to shift simple projects such as façade remodels and signs towards administrative
approval, the Council authorized special signage standards for Third Street Promenade
to address common challenges identified under Promenade 3.0. The standards
currently in place enhance business visibility by allowing certain banners and blade
signs to be affixed to the second floor (but not higher than the third floor) of Promenade
buildings. Additionally, procedures were implemented to allow businesses to display a
single appropriately-sized portable sign in the public right-of-way within 12 feet of its
building frontage. Limited signage is now also permitted to be affixed to outdoor dining
barriers.
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In an attempt to minimize the impact of vacant storefronts, staff have streamlined and
consolidated the application process for short-term, temporary or “pop-up” uses. DTSM
is currently exploring a program to better support pop-up stores and experiences,
including a campaign to market the street’s available spaces to prospective tenants and
simplified lease templates for landlords to use with temporary tenants. With financial
support from the City’s Art of Recovery program, DTSM was able to feature holiday art
displays in the windows of nearly a dozen vacant Promenade storefronts and art by
local Black artists will feature prominently in several window displays during Black
History Month celebrations in February.
Lane 3: Develop Supportive Physical Infrastructure
The focus of Promenade 3.0 - Lane 3 was to prepare a design framework for capital
improvements and infrastructure to the Promenade’s public rights-of-way. Many of the
streetscape elements in place today, from light poles and pavement to public art and
landscaping, are original to the 1989 renovations. By contrast, a privately-owned
shopping center would likely have seen multiple refreshes of its common area amenities
over the same thirty-year period. In addition to creating a beautiful public space for
enjoyment by Santa Monicans and visitors alike, capital improvements were intended to
signal optimism and spur reinvestment and tenant improvements to private property.
To start, the Promenade 3.0 project team completed a physical needs assessment,
inventorying and evaluating the condition of each component of the streetscape.
Conditions were documented on extensive base maps. Next, the team conducted a
Public Space / Public Life Study to assess the social characteristics of the Promenade.
Study participants gathered detailed observations of how consumers of varying ages,
genders, and mobility levels interacted with the physical streetscape and catalogued
activities in which they engaged. Together, the physical and social studies informed
development of a series of tactical urbanism design pilots. Dubbed “The Experiment,”
Summer and Fall 2019 saw the Promenade temporarily remade with aerial lighting and
art displays, colorful new seating clusters, shade structures and umbrellas, a
programmed entertainment stage, and interactive play elements. The Public Space /
Public Life Study was then repeated to assess the impact of the temporary design
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interventions on pedestrian behaviors and engagement, and the findings used to refine
the long-term design framework.
RIOS (formerly Rios Clementi Hale Studios), the design team contracted by the City
and DTSM for Promenade 3.0, developed three design scenarios (“Improve,” “Adapt,”
and “Transform”) ranging from modest enhancements to a wholesale reconfiguration of
the streetscape. In consultation with Promenade property owners and with guidance
from members of the Architectural Review Board, Planning Commission and City
Council, DTSM and the City embarked on a process to develop a conceptual design
framework for the “Transform” approach, the most aggressive of the three scenarios.
The total cost of implementation was estimated to be in excess of $60 million. Costs
were anticipated to be shared between the City and private property owners through a
special assessment on parcels fronting the Promenade, though the exact breakdown of
contributions and financing strategy had not been determined. See Attachment A for the
final Strategic Design Plan from the Promenade 3.0 process.
In light of current economic conditions, a $60 million streetscape program is not
financially feasible in the near term for either the City or Promenade property owners.
Additionally, an invasive streetscape project would be detrimental to the operations of
existing and newly opened businesses during the critical pandemic recovery period.
However, if planning for capital improvements is deferred entirely until after full
economic recovery is achieved (estimated in Fiscal Year 2024-25), the streetscape will
continue to show signs of its age despite robust maintenance efforts by the City and
DTSM.
Accordingly, DTSM has discussed with RIOS the possibility of revisiting the design
process and developing a conceptual design framework aligned to the lowest-tier
“Improve” scenario. A potential scope of work under this scenario would ask RIOS to
assess the feasibility and estimated cost of installing upgraded light poles, replacing
certain pavement sections, improving the health of street trees, and enhancing street
furniture and landscaping. Of particular interest to DTSM are enhancements to the
intersection of Third and Arizona, which has been identified as a key programmable
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event space with existing traffic control plans already in place due to being the site of
twice weekly Farmers Markets. This scenario also contemplates the removal of one of
the City-owned kiosks once the small business tenant’s lease expires. The cost of the
“Improve” scenario was initially estimated to be in the range of $10 to $15 million. The
City bears no cost for the continued exploratory design work. Any City contributions to
implementation of an eventual design plan will be subject to Council direction and
budget allocation at a future meeting.
Current Effort — Third Street Promenade Stabilization & Economic Vitality Plan
Recognizing that reinvestment in private properties along the Promenade would be
critical to stabilizing the corridor and preserving the opportunity for future investment in
capital improvements, DTSM pivoted its focus to a holistic review of opportunities and
challenges for achieving the best community-serving uses from private properties. In
October 2020, DTSM invited seven firms to submit proposals for development of the
Third Street Promenade Stabilization & Economic Vitality Plan. Proposals were received
from four firms: HR&A Advisors, MIG, Progressive Urban Management Associates
(PUMA) and Streetsense. Proposals also included various subconsultants and subject
matter experts.
Prospective consultants were interviewed by members of the DTSM Executive
Committee, staff and key property owner stakeholders. The Executive Committee
selected MIG to lead the project, but expressed interest in a modified scope of work for
Streetsense to prepare retail analysis and tenanting strategies as a subconsultant.
(Streetsense previously completed a two-day preliminary evaluation of the Promenade’s
pre-pandemic performance, with observations presented to the DTSM Board of
Directors in February 2020.) In December 2020, the DTSM board authorized staff to
negotiate and execute an agreement with MIG, inclusive of subcontracted services from
Streetsense. The board also approved a one-time expenditure from DTSM operating
reserves in an amount not to exceed $230,000, inclusive of a 15% project contingency.
The City is not contributing financially to development of the plan, but is providing
support for the project through participation of staff from the City Manager’s Office and
Community Development Department, as well as other departments as needed.
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MIG’s scope of work is organized around three project phases. Phase 1, which has
largely been completed since the project began in December 2020, consists of the
project launch and organization activities as well as assessment of current conditions,
including review of related plans, prior efforts and market research. Phase 2 focuses on
development of tools and strategies to stabilize and enhance the Promenade’s vitality,
including a scan of conditions and opportunities, review of comparable destinations and
a granular assessment of existing properties and their suitability to current and
anticipated market demands. Phase 3 involves development and presentation of a draft
plan (inclusive of both policy recommendations and tenanting strategies) and production
of final planning documents, pending presentation and review.
Recognizing the urgency of setting the Promenade and the City on the right path to
economic recovery, an accelerated project timeline targets April for delivery of a
completed plan to the City, incorporating significant community input including resident
and stakeholder engagement. By early summer, DTSM and City staff will return to City
Council to present the plan, obtain community feedback, and receive Council direction
on policy development and implementation. Staff will then return to Council as
appropriate with separate policy actions necessary to implement the Council-supported
components of the final plan. Policy actions might include, but are not limited to,
adoption of new municipal ordinances, additional or modified interim zoning ordinances,
and/or text amendments to update other strategic plans, including the Downtown
Community Plan. Other proposed strategies may not require policy intervention by the
City and can be implemented immediately by individual property owners or groups of
property owners. For example, if property owners agree to a collective tenanting
strategy and targeted uses that are compliant with existing development and land use
standards, and that reflect community needs as expressed through resident and
stakeholder input, property owners could begin marketing and tenanting properties prior
to any substantive interventions by the City.
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At a minimum, the plan strategies and recommendations the project team prepares
must address the following nine objectives, drafted by DTSM on the basis of ongoing
feedback from stakeholders. See Attachment B for the complete scope of work.
Third Street Promenade Stabilization & Economic Vitality Plan Objectives:
1. Bridge from the Downtown Community Plan adopted in 2017 to present
conditions. Identify existing action items critical to the future success of the
Promenade. Identify recommendations for additional action items and/or policies
to be considered as modifications to the Plan.
2. Incorporate learnings from Promenade 3.0, a recent strategic planning process
with emphasis on public right of way capital improvements. The draft plan has
been shelved due to fiscal impacts of the pandemic, but related work product
included a study of the Promenade’s social and cultural characteristics as well as
cursory assessment of private property conditions and desired uses.
3. Analyze existing reports and datasets, including past studies of retail and other
market conditions as well as data on consumer demographics and behaviors.
4. Analyze regional, state and national trends for similar commercial corridors
and/or developments, including competitor destinations.
5. Develop granular property-level assessment of current building stock and
tenancies, identifying opportunities and strategies for demising and/or
redeveloping properties to attract new and desirable uses.
6. Identify key redevelopment and/or tenancy projects and assess physical space
needs, business models and high-level economic feasibility.
7. Identify opportunities to improve community wellbeing through redevelopment
and/or tenancy projects, with a particular focus on enhancing diversity, equity
and inclusion among both patrons and business operators.
8. Review existing regulations pertaining to land use, zoning and business
operations, including interim zoning ordinances adopted as pandemic economic
recovery actions, and formulate recommendations for policy changes and/or
incentives to achieve desired uses.
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9. Prepare documentation and outreach materials for presentation of key
components of the plan to policymakers, property owners, and prospective
tenants and investors.
The DTSM board appointed a six-member Project Advisory Committee to collaborate
with DTSM and City staff and the consultant team in developing and vetting concepts
included in the plan. The advisory committee is ad hoc for the duration of the current
project, after which it will be disbanded. Committee members include long-time
Promenade property owners, local entrepreneurs and Santa Monica residents with
expertise in real estate, architecture and design, and marketing. See Attachment C for
biographies of appointed committee members.
Aside from the advisory committee, outreach to Santa Monica residents and Downtown
employees will be critical to ensuring the Promenade of the future is reflective of the
community’s needs and desires, rich in amenities for locals, and offers opportunities to
a more diverse base of entrepreneurs. A virtual town hall meeting and workshop will be
scheduled in early spring to equip the consultant team with a better understanding of
the types of stores, dining, entertainment, and experiences that will foster greater
engagement with the Promenade by Santa Monicans. In the meantime, those interested
in following the project’s progression and providing feedback should visit
www.DowntownSM.com/Promenade. Extensive feedback gathered during the public
outreach campaigns for Promenade 3.0 will also inform the current plan and its policy
recommendations. Outreach included a series of workshops, surveys, informational
displays, observations, and presentations. See Attachment D for a summary of
Promenade 3.0 outreach activities.
Finally, the current project relies heavily on stakeholder focus groups. To date, three
focus groups have informed the project team’s understanding of the Promenade’s
challenges and opportunities. Local brokers expressed the need for a few catalytic new
tenants on the Promenade to create excitement and change perceptions, but expressed
concern that permitting timelines of four to six months make it challenging to convince
prospective innovators to take the initial risk. City staff acknowledged the need to
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identify regulatory barriers to economic growth and develop pilot projects to test new
strategies, identified the importance of property owners coming together to develop and
implement a common strategy for tenanting, and pinpointed the Promenade’s history
and authentic character as one of its competitive advantages. Property owners
acknowledged the need to be intentional and collaborative in leasing, expressed a
desire to develop custom plans and strategies to differentiate each of the three blocks,
and underscored the need to partner with the City Council on development of more
business-friendly policies. Additional focus groups in future project phases will be
centered around strategies likely to inform the recommendations of the final plan. For
example, one focus group might solicit input from landlords who need help
understanding how to efficiently subdivide their space and create smaller storefronts
while another focus group explores the feasibility of developing housing or office above
existing single story buildings.
Feedback received from the City Council and during public comment in response
to this report will also constitute a focus group in the planning documents. To that end,
key policy questions for Council to consider in its discussion include:
1. What are the Promenade’s key assets and competitive advantages? What
challenges and opportunities need to be addressed to ensure its future success?
2. To what extent should the Promenade be regulated differently (e.g. land use,
public space events/activations, etc.) than other City streets?
3. How could the Promenade better compete against other regional destinations in
serving the needs of the Santa Monica community and becoming a reliably
attractive and useful destination?
Financial Impacts and Budget Actions
There is no immediate financial impact or budget action necessary as a result of the
recommended action. Staff will return to Council if specific budget actions are required
in the future.
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Prepared By: Anuj Gupta, Deputy City Manager / Director of Policy
Approved Forwarded to Council
__________________________________
_____________________________
Attachments:
Prepared By: Anuj Gupta, Assistant City Manager
Approved
Forwarded to Council
Attachments:
A. Attachment A - Promenade 3.0 Strategic Design Plan
B. Attachment B - MIG Scope of Work
C. Attachment C - Project Advisory Committee Biographies
D. Attachment D - Public Meetings & Outreach Activities
E. Attachment E - 10/09/2018 Staff Report: Award of Consultant Contract for
Promenade 3.0
F. Attachment F - 08/27/2019 Staff Report: Contract Amendment - RCHS -
Promenade 3.0
G. Attachment G - 11/05/2019 Staff Report: Promenade 3.0 Project Update
H. Attachment H - 05/12/2020 Staff Report: Urgency IZO to Facilitate Economic
Recovery of the Bayside Comm. District
I. Attachment I - 09/08/2020 Staff Report: Amendment to Sign Code to increase
Staff Apporoval Authority & Authorize Special Sign Standards
J. Written Comments
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Promenade3.0
Strategic Urban Design Plan
1 March 2020
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2Promenade 3.0 — Strategic Urban Design Plan 1 March 2020
Project Credits
Design Team:
RIOSDesign Lead
Bob Hale, Creative DirectorNate Cormier, Managing Studio DirectorPeter Emerson, Studio DirectorGraham Sandelski, Project DirectorBertilla Baudiniere, Designer
KPFFCivil Engineering
Thomas Gsell, Principal Civil EngineerAstrid Theeuwes, Associate Civil EngineerJames Rice, Civil Engineer
Gehl PeoplePublic Life & Activation
Blaine Merker, Partner, Managing US DirectorSofie Kvist, Project ManagerAlex Schuknecht, Urban Designer
MGAC Cost Management
Rick Lloyd, Lead Cost Estimator
City of Santa Monica:
City CouncilGleam Davis, Mayor Terry O’Day, Mayor Pro TemporeAna Maria JaraKevin McKeownSue HimmelrichGreg MorenaTed Winterer
Planning CommissionMario Fonda-BonardiNina FrescoJason PerryRichard McKinnonLeslie LambertAmy Nancy AndersonShawn Landres
Promenade 3.0 Task Force Gleam Davis, MayorNina Fresco, Planning CommissionBarbara Kaplan, Architectural Review BoardTherese Kelly, Architectural Review BoardLeslie Lambert, Planning CommissionShawn Landres, Planning CommissionRobert Resnick, Property Owners RepresentativeScott Schonfeld, DTSM BoardJohannes Van Tilburg, DTSM Board
City StaffRick Cole, City ManagerKatie Lichtig, Assistant City Manager
Planning & Community DevelopmentDavid Martin, DirectorAlan Loomis, City Urban DesignerPeter James, Principal Planner
Public Works DepartmentSusan Cline, DirectorRick Valtes, City EngineerCurtis Castle, Principal Civil EngineerJoshua Carvalho, Civil EngineerTom Shabazi, Civil EngineerMatthew Wells, Public Landscape ManagerJose Aguilar, Promenade Maintenance Supervisor
Downtown Santa Monica, Inc.:
DTSM Board of DirectorsJulia Ladd, ChairPatricia Hoffman, Vice ChairJuan Matute, Vice ChairScott Schonfeld, Vice ChairBarry Snell, Vice ChairRob Rader, Secretary/Treasurer Katie Lichtig, Board MemberBruria Finkel, Board MemberJohannes Van Tilburg, Board MemberJoshua Gilman, Board MemberEric Sedman, Board MemberTara Barauskas, Board MemberMichele Aronson, Board Member
Downtown Santa Monica, Inc. StaffKathleen Rawson, Chief Executive OfficerSteven Welliver, Deputy Chief ExecutiveNick Efron, Public Space ManagerBenjamin DeWitte, Research & Data ManagerMackenzie Carter, Director of Marketing & Comm.
Public Space Public Life Survey Volunteers & StaffJay BenjaminMichele BiagioniRoberto CabezasGary CooperAnthony De LaireSara FauldsMatt FoleyLauren FrankShannon HeffernanLatoya JamesMichael McAleveyIhab MankaryousChristy MoodyPrincess NewsomBruce PierceJennifer SchabAndy ServellonShruti ShankarJoyce ShelbyPaul ThompsonBarbara TenzerSaige Washington
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3Promenade 3.0 — Strategic Urban Design Plan 1 March 2020
Table of Contents
Strategic Urban Design Plan
I. Background
A. Project Purpose
B. Project Goals
C. Context
D. History
II. Physical Design
A. Framework Plan
B. 1400 Block — Flexible Flow
C. 1300 Block — Active Amenities
D. 1200 Block — Green Gateway
III. Design Process
A. Developing A Supportive Physical Design
B. Public Meetings & Outreach Events
C. Physical Needs Assessment
D. Public Space Public Life Survey
E. The Experiment
F. Public Space Public Life Key Findings
G. Concept Options
H. Continuous Public Realm
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I.Background
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The Third Street Promenade has been the dynamic heart of
Santa Monica’s historic Downtown since its current iteration
was completed in 1989. The Third Street Promenade is a
unique combination of vibrant shopping district, community
gathering space, and beach-adjacent destination for visitors
from all over the world. For three decades, the pioneering
success of the Promenade has spurred the revitalization of the
entire Downtown, spawned imitators and stoked intensifying
competition for shoppers, diners and visitors across the
region.
Yet it is experiencing the effects of changing consumer
preferences as more people turn to online shopping and
can skip the movie theater to access streaming content at
home. While the Promenade’s location and reputation are
unique assets, continued success depends on retaining its
competitive advantages while evolving to accommodate
changing times. To actively guide this evolution, beginning
in early 2018, a partnership between the City and Downtown
Santa Monica Inc. (DTSM) initiated an effort dubbed
“Promenade 3.0” to develop a comprehensive placemaking
strategy for the street to emphasize refreshed infrastructure,
innovative tenanting, and active public space management.
Last year, DTSM and the City met with private property owners
and convened a series of public workshops to identify the
desired future vision for Third Street. In late 2018, the City
hired RIOS to lead a multi-disciplinary team and prepare a
strategic urban design plan for the Third Street Promenade
and to assist the City and DTSM in preparing innovative
approaches to planning, zoning, tenanting, and public space
management. Since then the RIOS team has completed a
comprehensive existing conditions assessment of the street,
while the combined City, DTSM, and RIOS project team
have conducted extensive meetings and workshops with
Promenade stakeholders, public and private. Additionally,
in summer 2019, the team deployed a series of pop-up
installations within the street itself to test placemaking
concepts recommended during the analysis and discussion
phase.
The cumulative result of this outreach is a Vision Statement to
guide future evolution of the Third Street Promenade:
This outreach also revealed a series of Project Goals outlined
on the next page.
Project Purpose
Third Street Promenade will remain the heart
of Downtown Santa Monica, authentically
representing the community’s values, culture,
and economy.
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Project Goals
1 The Third Street Promenade is Santa Monica’s living room; it is
where all Santa Monicans can gather, dine, shop and be entertained.
2 The Third Street Promenade’s identity stems from its unique sense
of place: a beachfront retail high street and cultural destination.
3 The Third Street Promenade is the economic engine of Santa Monica; the
right mix of uses attracts people for a variety of reasons at all times of the day.
4 The Third Street Promenade is a world-class destination that
attracts people from all over Los Angeles and the world.
5 Downtown Santa Monica is a hub for active mobility; arriving at The Third
Street Promenade by foot, bike, scooter or transit is easy and intuitive.
6 The Third Street Promenade is part of a people-focused urban neighborhood
with interconnected streets, alleys, plazas, parks and other open spaces, designed
with flexibility for continued evolution and innovation in urban placemaking.
7 The Third Street Promenade offers an environment that is welcoming to all
people and mindfully designed and managed to maximize public safety.
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As competition from suburban malls eroded the vitality of
downtowns all over America during the fifties and early sixties,
Santa Monica intervened to follow a national trend toward
creating outdoor pedestrian streets that would mimic the mall
experience. Dubbed the “Santa Monica Mall,” three blocks of
Third Street were closed to auto traffic in 1965 in an ill-fated
effort to lure back shoppers. Later, an actual mall was inserted
into the street fabric in a further effort to compete with the
juggernaut of retail mall development across the Southland.
In a bold move during the late 1980s, City leaders and
property owners on the Third Street Mall had the foresight to
re-invest in the under performing stretch. Capitalizing on the
investment in public parking structures and wisely guiding the
development of multiplex cinemas to Third Street, a striking
new design was funded and built, dramatically renovating the
public right-of-way and streetscape. In 1989, after a two-year
$10-million renovation project, the three-block-long, Third
Street Mall reopened as the Third Street Promenade (the
Promenade) and quickly became a place for people to gather,
stroll, and enjoy movies, outdoor cafes, restaurants, shops and
live entertainment. It also became a significant contributor to
the City’s quality of life, economy, and urban identity. It has
become an iconic public space known and copied across the
nation.
Over time, the eclectic mix of local and chain retailers,
restaurants, and cinemas shifted toward “flagship” brand-
name national retail outlets as the dominant feature and draw
of the Promenade. While this drove rents and revenues to
the City to all-time highs, it also made the Promenade more
and more dependent on mass appeal to regional visitors. It
also opened the opportunity for new competitors like Abbot
Kinney in Venice to attract emerging “hot” tenants and
blockbuster “lifestyle centers” like the Grove and Westfield
Century City to challenge what was once the unique appeal of
the Promenade.
Context
Regional Retail; Shoppers today have variety of choices in outdoor retail destinations in the greater LA area.
Santa MonicaSanta Monica
Expo LineExpo Line
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While long looked upon as the model of a successful urban
revitalization and placemaking, the Promenade has outlived its
forward-thinking design and draw as one of the Los Angeles
area’s premier entertainment and shopping destinations. In
the past three decades, not only has the competition for great
urban places increased across the region but at the same
time online-retailers, streaming video, “fast-casual” restaurants
and food-delivery apps have challenged the traditional retail,
entertainment, and dining tenant mix that has sustained the
Promenade’s success.
In the pre-internet age, the combination of entertainment
and shopping fostered vibrant public spaces, as consumers
gathered in districts like the Third Street Promenade in the
prosperous era prior to the Great Recession in 2008. While
there is risk in departing from that formula, there is an even
greater risk in ignoring the titanic shifts in consumer behavior
and regional competition.
Taking a longer view, Third Street’s ultimate strength is
rooted in the public nature of the space, the perennially
successful draw of people to go where other people gather.
Given the proximity of the Santa Monica Pier, Palisades Park
overlooking the Pacific Ocean, and three miles of beach,
as well as a revitalized Downtown with its strong base of
offices, apartments, retailers, and restaurants, Third Street
Promenade’s future rests on reaffirming it as a robust civic
commons. As other retail centers and districts introduce
cultural facilities, pop-up retail, and unique events to
entice visitors, the Promenade is strategically positioned to
emphasize its authentic character as a vibrant center for a
robust Downtown. Like all great public spaces, its enduring
appeal will come from being a place people want to spend
time. “Placemaking” can create an attractive environment
for music, art, entertainment, and creative events. At the
same time, a healthy mix of private stores, eateries, and
entertainment venues will encourage locals and visitors to
stay, shop, dine, and enjoy an iconic destination.Public Realm Network; Third Street Promenade is part of a network of public and semi-public space on the southwest
edge of Downtown.
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9Promenade 3.0 — Strategic Urban Design Plan 1 March 2020
This reimagining of the Promenade reflects in microcosm
the need to respond to the larger changes transforming the
global economy, as reflected in Santa Monica’s segment
of the Southern California regional economy. City Council
has initiated “Santa Monica 2050: A Strategy to Sustain
and Enhance our Economy,” a project focused on how the
evolution of work, retail, and mobility will affect our future
standard of living and quality of life, including the tax base
that supports vital services. Sustaining and enhancing the
Promenade is a key element in capitalizing on the larger
opportunities and challenges facing the entire city.
To formulate and accomplish a forward-looking vision for
the future of the Promenade, the City of Santa Monica and
Downtown Santa Monica, Inc. (DTSM) initiated the Promenade
3.0 project. It builds upon and implements the public space
and economic goals of the recently adopted Downtown
Community Plan. Beginning with a series of thematic
workshops in spring 2018 and subsequent public outreach
events, Promenade 3.0 has evolved into a comprehensive
urban design and planning overview to re-envision the look,
feel, and experience of the Third Street Promenade.
Promenade 3.0 requires coordination across a range of
urban design, placemaking, economic development, and
engineering disciplines to realize both short- and long-
term goals of revitalizing the Promenade. To organize this
coordination, the Promenade 3.0 initiative is divided into three
lanes of activities. The majority of this report is focused on
Lane 3.
Lane 2
Maximize
Utility of
Private Property
Lane 3
Develop a Supportive
Physical Design
Lane 1
Effectively
Manage Public
Space
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10Promenade 3.0 — Strategic Urban Design Plan 1 March 2020
PRE-PROMENADE
Before 1965, Third Street was the heart of a bustling
commercial district.
PROMENADE 1.0
In 1965, Promenade 1.0 opened as the curbless Santa Monica
Mall.
History
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PROMENADE 2.0
In 1989, the Third Street Promenade opened in the
configuration you see out there today.
PROMENADE 3.0
The following section on physical design offers a vision for
next iteration of the Promenade.
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II.Physical Design
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1400 Block
Flexible Flow
1300 Block
Active Amenities
1200 Block
Green Gateway
13Promenade 3.0 — Strategic Urban Design Plan 1 March 2020
Framework Plan — Diverse Experiences BroadwayBroadwaySanta Monica BlvdSanta Monica BlvdArizona AveArizona AveWilshire BlvdWilshire Blvd4.A.a
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Events
1400 Block1300 Block1200 Block BroadwayBroadwaySanta Monica BlvdSanta Monica BlvdArizona AveArizona AveWilshire BlvdWilshire Blvd4.A.a
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Social Eddies
BroadwayBroadwaySanta Monica BlvdSanta Monica BlvdArizona AveArizona AveWilshire BlvdWilshire Blvd1400 Block1300 Block1200 Block
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Market
BroadwayBroadwaySanta Monica BlvdSanta Monica BlvdArizona AveArizona AveWilshire BlvdWilshire Blvd1400 Block1300 Block1200 Block
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Public Art
BroadwayBroadwaySanta Monica BlvdSanta Monica BlvdArizona AveArizona AveWilshire BlvdWilshire Blvd1400 Block1300 Block1200 Block
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Concessions
BroadwayBroadwaySanta Monica BlvdSanta Monica BlvdArizona AveArizona AveWilshire BlvdWilshire Blvd1400 Block1300 Block1200 Block
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Framework Plan
1400 Block
Flexible Flow
P. 20P. 20P. 25P. 25P. 31P. 31
1300 Block
Active Amenities
1200 Block
Green Gateway BroadwayBroadwaySanta Monica BlvdSanta Monica BlvdArizona AveArizona AveWilshire BlvdWilshire Blvd4.A.a
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1400 Block — Flexible Flow
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1400 Block
BroadwayBroadwaySanta Monica BlvdSanta Monica BlvdThe entrance to the 1400 block from the southeast will be flanked by a pair of artful gardens hosting repositioned dinosaur sculptures and water
features. A colorful shade structure acts as a gateway to the Promenade. The center of the Promenade on this block will be a broad pedestrian way
allowing maximum flow of arriving visitors, bordered by café seating, shade trees, incidental retail kiosks, buskers, and other activities and resting
places. In the distance, a viewing tower will rise as an iconic focal point drawing visitors to the end of the Promenade.
Retail Kiosks Boardwalk Outdoor DiningCurbless StreetMid-Block Passages + Alley ActivationStreet PerformersPalm TreesRaised intersections
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1200 Block 1300 Block 1400 Block BroadwayBroadwayImproved Pedestrian Improved Pedestrian Crossing with Raised Crossing with Raised Intersection and New Intersection and New Vehicular Barriers at Vehicular Barriers at Sidewalk EdgeSidewalk Edge
1400 Block Walk Through
Plaza Entrance from Santa Monica Place with Distinctive Light Plaza Entrance from Santa Monica Place with Distinctive Light Poles and Catenary Lighting Overhead Poles and Catenary Lighting Overhead
Existing Palms, Existing Palms, TypicalTypical
New Large Canopy Shade Trees with Clear New Large Canopy Shade Trees with Clear Understories (Sycamore, or similar)Understories (Sycamore, or similar)
Shade & Lighting Element Shade & Lighting Element OverheadOverhead
Movable Furnishings Movable Furnishings
Heavy-Timber Boardwalk Decking, TypicalHeavy-Timber Boardwalk Decking, Typical
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23Promenade 3.0 — Strategic Urban Design Plan 1 March 2020
1200 Block 1300 Block 1400 Block
Existing Palms, Existing Palms, TypicalTypical
Curbless Paving Between Storefronts:Curbless Paving Between Storefronts:Central Fire & Maintenance Access, Min. 15 ft wideCentral Fire & Maintenance Access, Min. 15 ft wide
14 ft wide Storefront “Gasket” 14 ft wide Storefront “Gasket” MaintainedMaintained
New Retail KiosksNew Retail Kiosks
14 ft wide Storefront “Gasket” 14 ft wide Storefront “Gasket” MaintainedMaintained
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1200 Block 1300 Block 1400 Block
Improved Pedestrian Improved Pedestrian Crossing with Raised Crossing with Raised Intersection and New Intersection and New Vehicular Barriers at Vehicular Barriers at Sidewalk EdgeSidewalk EdgeSanta Monica BlvdSanta Monica BlvdExisting Outdoor Dining, Existing Outdoor Dining, TypicalTypical
New Retail KiosksNew Retail Kiosks
Lighting Element OverheadLighting Element Overhead
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1300 Block — Active Amenities
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26Promenade 3.0 — Strategic Urban Design Plan 1 March 2020
1300 Block
Arizona AveArizona AveSanta Monica BlvdSanta Monica BlvdFood & Beverage PavilionsWater FeatureShade Grove Stage
The center of the 1300 block will host a rich array of attractive amenities, including an interactive water feature, a performance stage, and an
outdoor dining deck. Visitors can enjoy a drink or meal while watching their kids frolic in the water or while taking in a live show at the center
stage. These amenities occur in a central strand of inviting spaces. The strand is flanked by generous pedestrian ways on either side. Overhead,
the iconic palms of the Promenade will be preserved and catenary cables will be strung between light poles to support seasonal displays.
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1200 Block 1300 Block 1400 Block
Improved Pedestrian Improved Pedestrian Crossing with Raised Crossing with Raised Intersection and New Intersection and New Vehicular Barriers at Vehicular Barriers at Sidewalk EdgeSidewalk EdgeSanta Monica BlvdSanta Monica Blvd1300 Block Walk Through
Landscape Landscape AreaAreaCommunity Dining Community Dining TablesTables
Mixed Canopy Mixed Canopy Trees OverheadTrees Overhead
Lighting Element OverheadLighting Element Overhead
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28Promenade 3.0 — Strategic Urban Design Plan 1 March 2020
1200 Block 1300 Block 1400 Block Santa Monica BlvdSanta Monica BlvdImproved Pedestrian Improved Pedestrian Crossing with Raised Crossing with Raised Intersection and New Intersection and New Vehicular Barriers at Vehicular Barriers at Sidewalk EdgeSidewalk Edge
Landscape Landscape AreaAreaCommunity Dining Community Dining TablesTables
Mixed Canopy Mixed Canopy Trees OverheadTrees Overhead
Pop-up Pop-up PavilionPavilion
1300 Block Walk Through
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29Promenade 3.0 — Strategic Urban Design Plan 1 March 2020
1200 Block 1300 Block 1400 Block
Central Promenade PlazaCentral Promenade Plaza with Distinctive Light Poles and Catenary Lighting Overhead with Distinctive Light Poles and Catenary Lighting Overhead
Curbless Paving Between Storefronts:Curbless Paving Between Storefronts:Fire & Maintenance Access Lane, Min. 14 ft wideFire & Maintenance Access Lane, Min. 14 ft wide
Curbless Paving Between Storefronts:Curbless Paving Between Storefronts:Fire & Maintenance Access Lane, Min. 14 ft wideFire & Maintenance Access Lane, Min. 14 ft wide
14 ft wide Storefront “Gasket” Maintained14 ft wide Storefront “Gasket” Maintained
“Santa Monica Surf” Water Feature “Santa Monica Surf” Water Feature & Event Plaza (when dry)& Event Plaza (when dry)Landscape AreaLandscape Area
Permanent Permanent StageStage& Seating & Seating FeatureFeature
Beer Beer GardenGarden
14 ft wide Storefront “Gasket” Maintained14 ft wide Storefront “Gasket” Maintained
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30Promenade 3.0 — Strategic Urban Design Plan 1 March 2020
1200 Block 1300 Block 1400 BlockArizona AveArizona AveImproved Pedestrian Improved Pedestrian Crossing with Raised Crossing with Raised Intersection and New Intersection and New Vehicular Barriers at Vehicular Barriers at Sidewalk Edge and Central Sidewalk Edge and Central Event SpaceEvent Space
Existing Palms, TypicalExisting Palms, Typical
Central Feature Lighting Central Feature Lighting Elements, TypicalElements, Typical
Existing Outdoor Dining, TypicalExisting Outdoor Dining, Typical
Landscape AreaLandscape Area
Grove for Movable Furnishings, New Retails Kiosks & Farmer’s Market StallsGrove for Movable Furnishings, New Retails Kiosks & Farmer’s Market Stalls
Heavy-Timber Boardwalk Decking at Center, TypicalHeavy-Timber Boardwalk Decking at Center, Typical
Potential Potential Connection Connection to Parking to Parking Structure #4Structure #4Potential Potential Connection Connection to Parking to Parking Structure #3Structure #34.A.a
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31Promenade 3.0 — Strategic Urban Design Plan 1 March 2020
1200 Block — Green Gateway
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1200 Block
32Promenade 3.0 — Strategic Urban Design Plan 1 March 2020 Wilshire BlvdWilshire BlvdArizona AveArizona AveThe raised intersection where Arizona Avenue passes between the 1200 and 1300 blocks of the Promenade will become a Market Square. When
traffic is diverted off Arizona, farmers markets, art and craft sales, seasonal and holiday fairs, and other community events will radiate from the
square. A hydraulic streetside stage will allow performances and presentations during market events and community festivals or go away to let
Arizona function as a through street. A dramatic piece of public art suspended over the square will act as a gateway and invitation visible from
Ocean Avenue.
Viewing Tower Play Area Mid-Block Passages + Alley Activation Stage Market Square
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33Promenade 3.0 — Strategic Urban Design Plan 1 March 2020
1200 Block 1300 Block 1400 BlockArizona AveArizona Ave1200 Block Walk Through
Improved Pedestrian Improved Pedestrian Crossing with Raised Crossing with Raised Intersection and New Intersection and New Vehicular Barriers at Vehicular Barriers at Sidewalk Edge and Central Sidewalk Edge and Central Event SpaceEvent Space
Existing Palms, TypicalExisting Palms, Typical
Central Feature Lighting Central Feature Lighting Elements, TypicalElements, TypicalCentral Feature Lighting Central Feature Lighting Elements, TypicalElements, Typical
Existing Outdoor Dining, TypicalExisting Outdoor Dining, Typical
Grove for Movable Furnishings, New Retails Kiosks & Farmer’s Market StallsGrove for Movable Furnishings, New Retails Kiosks & Farmer’s Market StallsGrove for Movable Furnishings, New Retails Kiosks & Farmer’s Market StallsGrove for Movable Furnishings, New Retails Kiosks & Farmer’s Market Stalls
Hydraulic Hydraulic StageStageHeavy-Timber Boardwalk Decking at Center, TypicalHeavy-Timber Boardwalk Decking at Center, Typical Heavy-Timber Boardwalk Decking at Center, TypicalHeavy-Timber Boardwalk Decking at Center, Typical
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34Promenade 3.0 — Strategic Urban Design Plan 1 March 2020
1200 Block 1300 Block 1400 Block Arizona AveArizona AveImproved Pedestrian Improved Pedestrian Crossing with Raised Crossing with Raised Intersection and New Intersection and New Vehicular Barriers at Vehicular Barriers at Sidewalk Edge and Central Sidewalk Edge and Central Event SpaceEvent Space
Central Feature Lighting Central Feature Lighting Elements, TypicalElements, Typical
Grove for Movable Furnishings, New Retails Kiosks & Farmer’s Market StallsGrove for Movable Furnishings, New Retails Kiosks & Farmer’s Market Stalls
Hydraulic Hydraulic StageStage
Community Dining TablesCommunity Dining Tables
Heavy-Timber Boardwalk Decking at Center, TypicalHeavy-Timber Boardwalk Decking at Center, Typical
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35Promenade 3.0 — Strategic Urban Design Plan 1 March 2020
1200 Block 1300 Block 1400 Block
Existing Palms, TypicalExisting Palms, Typical
Curbless Paving Between Storefronts:Curbless Paving Between Storefronts:Fire & Maintenance Access Lane, Min. 14 ft wideFire & Maintenance Access Lane, Min. 14 ft wide
Curbless Paving Between Storefronts:Curbless Paving Between Storefronts:Fire & Maintenance Access Lane, Min. 14 ft wideFire & Maintenance Access Lane, Min. 14 ft wide
14 ft wide Storefront “Gasket” Maintained14 ft wide Storefront “Gasket” Maintained
Mixed Canopy Trees OverheadMixed Canopy Trees Overhead
Beer GardenBeer GardenPop-up PavilionPop-up Pavilion
Heavy-Timber Boardwalk Decking at Center, TypicalHeavy-Timber Boardwalk Decking at Center, Typical
14 ft wide Storefront “Gasket” Maintained14 ft wide Storefront “Gasket” Maintained
Potential Potential Connection Connection to Parking to Parking Structure #2Structure #2Potential Potential Connection Connection to Parking to Parking Structure #1Structure #1Existing Outdoor Dining, TypicalExisting Outdoor Dining, Typical
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36Promenade 3.0 — Strategic Urban Design Plan 1 March 2020
1200 Block 1300 Block 1400 Block
ValetValet
Wilshire BlvdWilshire BlvdNeighborhood Promenade Threshold with New Canopy Trees, Neighborhood Promenade Threshold with New Canopy Trees, Light Poles & Catenary Lighting OverheadLight Poles & Catenary Lighting Overhead
Curb and Sidewalk Curb and Sidewalk Extended to Increase Extended to Increase Pedestrian AreaPedestrian Area
Designated Designated Ride Share Ride Share Drop offDrop off
Pedestrian Pedestrian Mobility HubMobility Hub
Elevator & Stairs Elevator & Stairs to Overlookto Overlook
Overlook Overlook AboveAbove
Existing Outdoor Dining, TypicalExisting Outdoor Dining, Typical
Landscape Areas & Play ElementsLandscape Areas & Play Elements
Heavy-Timber Boardwalk Decking at Center, TypicalHeavy-Timber Boardwalk Decking at Center, Typical
Existing Palms, TypicalExisting Palms, Typical
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III.Design Process
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38Promenade 3.0 — Strategic Urban Design Plan 1 March 2020
How Did We Get Here?
Physical Needs
Assessment
Public Space
Public Life
Survey
The Experiment Concept Options
Intent: Develop a
Supportive
Physical Design Public Meetings & Outreach Events
Continuous
Public Realm
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39Promenade 3.0 — Strategic Urban Design Plan 1 March 2020
In late 2018, City Council contracted RIOS to provide
professional urban design services in support of Lane 3 of the
Promenade 3.0 project. RIOS, a Los Angeles-based design
firm, was supported by Gehl Architects, an internationally
known planning firm that specializes in a metric-based
survey of public life in locations around the world. The team
also included KPFF and MGAC, providing civil engineering
and cost estimating support, respectively. This scope was
subsequently amended to provide support for a series of
pop-up installations to test ideas explored in the urban design
framework plan.
The core effort of the study was to develop a pedestrian-
only streetscape configuration complemented by
a range of innovative strategies for improving the
character and functionality of the Promenade. This process
involved identifying a preferred conceptual design to revitalize
the Promenade as a walking and shopping corridor that
continues to meet community and stakeholder expectations.
The concept plan is a basis of design for future capital
improvement projects along the Promenade.
The RIOS team also produced a Needs Assessment Report
which included a comprehensive survey of the physical
conditions of the Promenade infrastructure, a Public Space/
Public Life survey of the social behavior on the Promenade,
and a menu of possible physical improvements to the
Promenade. The Public Space/Public Life survey provided
key insights into the Promenade’s current performance, and
additionally suggested a variety of design actions that were
subsequently tested by the summer pop-up installations. This
document was reviewed by Planning Commission, the DTSM
Board, a roundtable of Third Street property owners, and the
Promenade 3.0 Task Force.
At the direction of these stakeholders, the project team also
developed the Vision and Goals outlined on pages 5 and
6. The Vision and Goals guided the project team as they
imagined new alternatives for the Promenade’s physical
design as well as initiatives in the other two project lanes.
As Promenade 3.0 work unfolded, it became apparent that
additional face-to-face roundtables with Third Street property
owners were necessary to develop a consensus vision for
the street. Over the summer of 2019, property owners met
in four different roundtable discussions and commented on
a variety of design strategies. Property owners additionally
encouraged the project team to explore a comprehensive, full-
scale makeover of the Promenade’s physical infrastructure, but
also articulated a series of principles that defined owner and
tenant interests.
Develop A Supportive Physical Design
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40Promenade 3.0 — Strategic Urban Design Plan 1 March 2020
These principles created a set of “guardrails” within which a
potential redesign of the Promenade will need to reside in
order to garner property owner support:
concepts, hypotheses, and proposals for future investment.
Each pilot project tested a proposition: freestanding picnic
tables gauged the desire to get food to go and eat with family,
friends, strangers; a play landscape encouraged play for all
ages and created new opportunities for families with children
to visit; movable chairs asked if people would rather sit in
small social groupings they could adjust instead of fixed cast
iron seats.
As with any test, metrics through observations and data
counts were established to evaluate the success of various
elements. A Public Space/Public Life survey of the “pop-ups”
was conducted in early September by DTSM Ambassadors
and staff to assess the impact these features had on the social
behavior of the street and guide future design decisions.
The summer pop-ups also served as a means to engage
the general public in the Promenade 3.0 design process by
enabling the average user of Third Street to experience and
comment upon possible design and program possibilities for
the street.
The following sections provide highlights from the physical
needs assessment, the Public Space/Public Life studies,
the Experiment, and finally the three concept options that
were evaluated and ultimately synthesized as a continuous
pubic realm made up of a curbless Third Street and raised
intersections at the cross streets.
1. Maintain or improve upon the current utility of each property.
2. Maintain existing amenities corresponding to in-dividual properties, including the option for out-door dining in the “gasket” between storefronts
and the palms.
3. Design equitably to evenly distribute the flow of
pedestrian traffic and benefit of pedestrian ame-nities to properties on both sides of the street.
4. Maximize visibility and accessibility of store-
fronts.
5. Programmed areas should create vibrancy and
visible pedestrian activity.
The project team also designed and deployed a series of
pop-up activations intended to test various concepts under
consideration for inclusion in the concept plan. The pop-
ups, an expansion of concepts explored in the 1200 Block
“Experiment,” included a stage, play landscapes, community
dining, turf areas, and clustered seating areas. Utilizing the
tools of “tactical urbanism,” these pilot projects explored
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41Promenade 3.0 — Strategic Urban Design Plan 1 March 2020
2020
Feb 24, 2020 Task Force on the Environment Info Update on “Lane 3” design (at Pico Branch Library)
2019
Dec 16, 2019 Architectural Review Board Info Update on “Lane 3” design (at City Hall)
Dec 7, 2019 Holiday Pop-Up Open House (at 1431 Third Street)
Dec 4, 2019 Planning Commission Info Update on “Lane 3” design (at City Hall)
Nov 18, 2019 Arts Commission Info Update on “Lane 3” design (at Ken Edwards Center)
Nov 5, 2019 City Council Study Session (at City Hall)
Oct 24, 2019 DTSM Board Meeting (at DTSM)
Oct 2, 2019 Planning Commission Study Session on “Lane 2” topics (at City Hall)
Sept 24, 2019 Arch’l Review Board Study Session on Promenade Design Review (at City Hall)
Sept 17, 2019 Promenade 3.0 Task Force Meeting 3 (at DTSM)
Sept 9, 2019 Property Owners Update / Roundtable (at DTSM)
Sept 7, 2019 LA Forum “On the Map” (Promenade Walk Tour)
Sept 4, 2019 DnA: Design and Architecture Interview (on KCRW 89.9fm)
Aug 29, 2019 DTSM Annual Board Meeting / Breakfast (at Fairmont Miramar)
Aug 27, 2019 City Council approval of RCHS contract amendment (at City Hall)
Aug 21, 2019 Property Owners Focus Group (at RCHS)
Public Meetings & Outreach Events
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42Promenade 3.0 — Strategic Urban Design Plan 1 March 2020
July 24, 2019 Property Owners Focus Group (at RCHS)
July 1, 2019 Architectural Review Board Update (at City Hall)
June 24, 2019 Property Owners Update / Roundtable (at DTSM)
June 19, 2019 Planning Commission Update (at City Hall)
May 8, 2019 NightSeeing Workshop (At DTSM)
May 7, 2019 NightSeeing Walking Tour
April 25, 2019 DTSM Board Update (at DTSM)
April 24, 2019 Boris Dramov / ROMA (Promenade Walk Tour)
April 22, 2019 Property Owners Update / Roundtable (at DTSM)
April 2, 2019 Promenade 3.0 Task Force Meeting 2 (at DTSM)
Mar 6, 2019 Planning Commission Update (at City Hall)
Feb 28, 2019 DTSM Board Update (at DTSM)
Feb 19, 2019 Promenade 3.0 Task Force Meeting 1 (at DTSM)
2018
Dec 17, 2018 Architectural Review Board Update (at City Hall)
Dec 15, 2018 PS/PL Survey Day
Dec 13, 2018 PS/PL Survey Day
Dec 12, 2018 Planning Commission Update (at City Hall)
Oct 9, 2018 City Council approval of contract w/ RCHS team (at City Hall)
June 6, 2018 Planning Commission workshop (at City Hall)
May 15, 2018 DTSM Workshop w/ MIG
May 1, 2018 DTSM Workshop w/ Kosmot
April 18, 2018 DTSM Workshop w/ Shook Kelly
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43Promenade 3.0 — Strategic Urban Design Plan 1 March 2020
Physical Needs Assessment
The Physical Needs Assessment Report provides a comprehensive analysis of the physical and social conditions
of the space and establishes a clear set of project goals. It also
includes a menu of permanent improvements and temporary pilot projects and events that can help achieve the project
goals. Refer to the appendix for more detailed information.
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44Promenade 3.0 — Strategic Urban Design Plan 1 March 2020
Public Space Public Life Survey Methods
A group of volunteers were deployed over two days during
the height of the 2018 holiday shopping season to record patterns of public life.
From 10am to 10pm on Thursday, December 13th and 8am to 10pm on Saturday, December 15th, observational surveyors
recorded volumes of people moving, including which ‘mode’ (foot, bike, etc.) they were using; the age and gender of
people moving; and the activities, posture, age and gender
of people staying on each block. Intercept surveyors also tasked visitors with an anonymous survey that asked a variety
of questions relating to users’ experience of and relationship to the space, and their demographic information. Below are
some of the findings and insights from this survey. Refer to
the appendix for the full survey.
Mode of People Moving Age + Gender of People Moving
Intercept SurveysStationary Activities
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45Promenade 3.0 — Strategic Urban Design Plan 1 March 2020
Public Space Public Life Insights
Third Street Promenade knows retail
Third Street Promenade attracts a young and diverse audience
People come from all over the world, but mostly from nearby
Santa Monica is a hub for active mobility
The space is so successful that nobody stops to stay
The people that do stop, stop where they are invited
Third Street could be a Third Place
It is a strong spine that could be a part of a strong network
1
2
3 7
8
5
6
4
Yet it lacks local retail offerings
This should be leaned into!
And they want more than just shopping
But there are opportunities to invite for more well-rounded patterns of daily life
This could mean that people are overwhelmed by the crowds. It could also mean that there aren’t enough invitations to stay
And this varies from block to block
People who spend a long time on Third Street Promenade should be met with amenities that encourage them to stay in public space
There is room for activity to spill beyond Third Street Promenade, AND there are opportunities to borrow from the successes of surrounding streets
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We set out to test how visitors to the
Promenade would respond to new and
different invitations to play, spend time
and interact with one another — using
light, quick and fun pilot projects.
What we learned informed the concept
design in big and small ways.
The ExperimentShop
Play
Socialize
Walk
Eat
From limited options…
Shop
Play
Socialize
Walk
Eat
…to an ecosystem of options
46Promenade 3.0 — Strategic Urban Design Plan 1 March 2020
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4 Box seating /
play areas
5Umbrellas 4Games3 Egg Chairs
4
Bar stools + high tables3Canopies1Seesaw
72Planters
20Picnic Tables
4 Turf pads 64 Adirondacks
1Stage7Events
The Experiment
was implemented between August and September 2019
47Promenade 3.0 — Strategic Urban Design Plan 1 March 2020
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4Third Street Promenade — Public Space Public Life Key Findings October 2019 DRAFT
•The Experiment was a big hit. It invited more people to spend time on the Promenade.
•People love the Promenade and reported that The Experiment had encouraged them to stay longer.
•More programming and free activities providing more invitations to spend
time = Greater diversity of people.
•Not only did the Experiment invite more people to spend time, they stayed longer and the Promenade hours was extended into the evening.
Why does public life matter?
By studying public life and public space on
the Promenade and experimenting with
more programming and new types of ways of
inviting people to spend time we learned:
Vibrant cities are exciting because of the quality of their public spaces and the variety and level of public life within those spaces. Successful public space promotes public life,
civic agency, fosters health and sustainability,
supports local businesses, builds social capital, and connects people to their local communities.
With the Promenade 3.0 PSPL the City
of Santa Monica and DTSM joins a global movements of cities and organisations that are choosing to put public life first.
Measuring today’s public life on the
Promenade and setting goals and targets for future desired public life outcome can guide and document change over time. It can identify opportunities to increase
people’s quality of life, guide
decision-making and measure the impact of change.
Experimenting with ideas
for how the change might
look before making long-term changes, can secure that investments are focused and will provide ‘bang for buck’.
Quality public space is not just a
‘nice to have’. It is essential for a
city to thrive.
Executive Summary
•Social seating eddies slow down the rush and creates a more ‘sticky’ Promenade.
•Pairing up activity and program adjacent to each other lets everyone spend more time (and maybe more money).
•Investing in public life pays off. Local
businesses reported an increase in foot traffic and sales during the Experiment.
•A more colorful Promade makes a more memorable Promenade.
Experimenting adds fun-factor.
48Promenade 3.0 — Strategic Urban Design Plan 1 March 2020
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Public Life is the social activity that takes place in everyday public spaces - on
streets, in parks and plazas, and in spaces between buildings. It is what people create together when they live their lives outside of their home, school,
workplace and car.
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6Third Street Promenade — Public Space Public Life Key Findings October 2019 DRAFT
Measure what you
care about
All cities conduct detailed analyses
of traffic and parking. Motor vehicles
are ever-present in the planning
process. It is unsurprising then that
many plans and policies are oriented
around the behavior of cars, instead
of people.
A growing number of cities now
count and observe how people
actually use the city, how they move
through the city and what
they do when they
spend time there.
The Public Space Public Life Survey (PSPL)Collecting Public Life Data allows you to:
•The PSPL is a tool developed by Gehl that studies how Public Life unfolds in the city today and helps to understand what some of the needs and demands are for future
Public Space development. It is a way to
benchmark Public Life and provide strategic recommendations for future Public Space development
•With this PSPL, the City of Santa Monica and
DTSM join a network of world-class cities that
are choosing to put Public Life first. Among them are the cities of Copenhagen, San Francisco, Melbourne and New York City.
•Identify opportunities to increase peoples quality of life.
•Understand and visualize the impact that your work has on people.
•Tell stories and make evidence-based
arguments for change.
•Communicate the value add that the changes bring, from increased and more diverse public life, to health benefits and economic
benefits.
•Set measurable goals and targets for desired public life /public space outcomes.
•Track changes over time to document success and challenges with changes related
to the set goals and public life / public space
targets.
Measuring how people use
space allows cities to optimize public space for human comfort and active mobility, allowing for holistic solutions that take all users
of the public realm into account.
50Promenade 3.0 — Strategic Urban Design Plan 1 March 2020
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7Third Street Promenade — Public Space Public Life Key Findings October 2019 DRAFT
PSPL data
collected on the
Promenade
Counting People Moving
Movement Counts measure
how many people pass through a space and by what means. This information gives us a sense of how busy a
space is at different times of
the day and how accessible it is by different mobility modes. Looking across multiple count locations in an area can
provide insights into which modes are under-
represented, and how this corresponds with the invitations provided for these modes. This tool also counts age and gender by travel mode.
Mapping Stationary Activity
Public Life Stationary Activity Mapping provides insights into where people are spending
time, what they are doing, and how they are
occupying space. It provides a snapshot of all the activities happening in the survey area at a given time. These activities represent much of the life of the public realm. A healthy mix
of activities translates into a more vibrant and
interesting space for people to pass through or participate in, while a mono-culture of public life activity often suggests that the public realm is not catering to a wide enough
audience. This tool also takes age and gender
representation into account. This is crucial for understanding who feels welcome in a particular space. Ideally, the age and gender makeup of people using a space should loosely
reflect the census data in
that part of the city, though these patterns will fluctuate throughout the day and week depending on workforce or
event demographics. Often
it is equality important to ask, ‘who is missing?’ as it is to ask ‘who is here?’.
Intercept Survey
The Public Life Intercept Survey
provides insights into a place beyond what can be understood through observational surveys alone. We can gain an understanding of people’s sentiments towards the quality of the
public realm and how the presence or absence
of certain amenities impacts their experience. It also allows us to understand whether demographics and people’s relationships to an area affect their perception of the place.
Public Space Data
In addition to the Public Life data collected,
a seating and photo survey was conduced to
monitor and understand the use patterns of the Experiment. DTSM also deployed ‘Happy, Not Happy’ survey stations, collected sensor data on number of people moving on all three
blocks of the Promenade, and conducted
business surveys in order to understand any financial impact of the Experiment.
51Promenade 3.0 — Strategic Urban Design Plan 1 March 2020
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8Third Street Promenade — Public Space Public Life Key Findings October 2019 DRAFT
PSPL study area.
Before & During the
Experiment
A group of volunteers, City staff and
DTSM staff, were deployed over two days
during the height of the 2018 holiday shopping season to record patterns of
public life. The data collected, alongside data collected using Springboard
sensors, served as benchmarking data.
The benchmark data was used to define
a series of design and programming hypothesis, which where tested during
the 2019 Experiment.
In September 2019, DTSM carried out a
follow up survey during the Experiment in order to understand the impact.
This, alongside the benchmarking data
and stakeholder input has been used to inform the concept design for the
Promenade 3.0.
The PSPL stories represented on the
following pages, are focused on the impact of the Experiment.
0 2010 40 80
1311
1310 1312 1318 1324 1334 1338 1340 1348 13501344 1354 225
1315 1319 1325 1331 1339 1343 1351 301
1201
1202 1212 1218 1222 1228 1232 1242 1248 1254 225
1215 1225 1227 1231 1237 1241 1253 3011251
1401 1413
142814281416141814121408 144414361432 1446 1452 227
1415 1425 1425 1429 1431 1437 1453
Bar Seating Planters, Typ.2 Hammocks
1 HammockBar Seating
Sod with Ipe Block Seating Ipe Block Seating
Ipe Block Seating
Ipe Block Seating
Rocking Chairs Rocking Chairs
Picnic TablesPicnic Tables
Adirondack Chairs Adirondack Chairs Adirondack Chairs Adirondack Chairs
Beach Canopy
Adult Seesaw
Beach Ball Canopy
Ipe Block Play AreaPicnic Tables
Ex. Stage w/ New Cladding
Beach Canopy
Wilshire BlvdArizona AveSanta Monica BlvdArizona AveSanta Monica BlvdBroadwayPromenade 3.0 — Summer Pilots Diagram
1
2
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Lorem ipsum
B
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G1
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1200 block
1300 block
1400 block
A
C D
F G
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on Broadway
on Wilshire
Legend
Movement by Age / Gender (10 min counts)Stationary Mapping (not time based)2018 survey area breakdown
The PSPL
Survey was
conducted between 8am in the morning and 10 pm in the evening
2018 +2019 Movement by Age / Gender Count Locations
Legend
2019 Stationary Activity Mapping Zones 2018 Stationary Activity Mapping Zones
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10Third Street Promenade — Public Space Public Life Key Findings October 2019 DRAFT
8 AM
0
15000
7500
10500
4500
9 AM 12 PM 1 PM 2 PM 5 PM 8 PM 9 PM
The graph shows PSPL movement counts collected before the Experiment, in December 2018. The numbers represent total averages across all three blocks of the Promenade by hour, and are based on Movement by Age & Gender Counts.
Afternoon peak
Peak use time is good for
walking, but there is limited
room to stop, rest and socialize.
Evening
slow downQuiet mornings
1. The Promenade is so
successful as a walking
destination that it’s
hard to find a place to
slow down.
Before the Experiment it was clear - the Promenade is a well-visited public space. It is crowded with people walking and the density of people moving is so high, that it can in part
become too busy in for wandering, socializing and discovery: All essential elements of an attractive public place.
While popular, benchmarking counts conducted
before the Experiment showed people using the Promenade predominantly during business hours, with public life slowly increasing in the morning, peaks in the afternoon and a downwards dip in the evening. This indicate that
while the Promenade is incredibly successful during parts of the day, more can be done to invite people to the Promenade, outside of business hours.
Weekend
Weekday
•Open up the ground plane for a more free-flowing movement space.
•Remove curbs and other obstacles
that constrict flow and cross-movement.
•Create flexible layout/components that allow for adaptation to
accommodate large amounts of
pedestrians when needed.
•Make a clear distiction between wlaking space and stay space, to secure a high level of accessibility.
Supported Design Moves For
Promenade 3.0
53Promenade 3.0 — Strategic Urban Design Plan 1 March 2020
Public Space Public Life Key Findings
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6,000
5,000
4,000
3,000
2,000
1,000
0
10:0011:0012:0013:0014:0015:0016:0017:0018:0019:0020:0021:00Weekend before The Experiment
Weekday before The Experiment
Weekend during The Experiment
Weekday during The Experiment
6,000
5,000
4,000
3,000
2,000
1,000
0
10:0011:0012:0013:0014:0015:0016:0017:0018:0019:0020:0021:006,000
5,000
4,000
3,000
2,000
1,000
0
10:0011:0012:0013:0014:0015:0016:0017:0018:0019:0020:0021:0011Third Street Promenade — Public Space Public Life Key Findings October 2019 DRAFT
1400 block
•Design attractions on all three blocks.
•Ensure a smooth transition
and pedestrian priority across
intersections.
•Create a landmark at the north end of 1200 block to encourage traveling whole length.
During the Experiment
60% of people intercepted
said that they had or were
planning to walk all 3 blocks.
2. The Experiment
encouraged people to
walk all three blocks of
the Promenade instead
of just one or two.
Before the Experiment the 1400 block had 3 times as many people out walking as the 1200 block. During the Experiment, the number of people walking the 1200 block noticeably
increased, with evening activity showing an even
more noticeable increase in activity. While overall numbers of people walking on average was similar to before the Experiment, this indicates that the Experiment succeeded in inviting more
people to walk all three blocks of the Promenade.
Supported Design Moves For
Promenade 3.0
The orange fill in the
graphs below represent
weekend increase is
pedestrian activity.
1300 block
1200 block
The graphs on this page are based on Springboard sensor data collected during the same time period as the PSPL data was collected. They are based on total pedestrian numbers. Note: The afternoon peak in pedestrian numbers on the 1400 block is reported due to holiday shopping and peak time activity in street performances in this location.
Weekend during Avg. people walking / hour = 1943
Weekend during Avg. people walking / hour = 2988
Weekend duringAvg. people walking / hour = 3692
Weekday during Avg. people walking / hour = 1099
Weekday duringAvg. people walking / hour = 1646
Weekday during Avg. people walking / hour = 1192
Weekend before Avg. people walking / hour = 1298
Weekend before Avg. people walking / hour = 2815
Weekend before Avg. people walking / hour = 3763
Weekday before Avg. people walking / hour = 933
Weekday before Avg. people walking / hour = 1653
Weekday before Avg. people walking / hour = 2204
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8 AM
0
15000
9 AM 12 PM 1 PM 3 PM 4 PM 8 PM 9 PM
7500
10500
4500
12Third Street Promenade — Public Space Public Life Key Findings October 2019 DRAFT
The peak of people
at 8pm on weekends
grew by 64%.
The peak of people at
12pm on weekends
grew by 93%.
•Secure consistent programming.
•Provide fixed performance space(s).
•Focus on food and beverage program in public space.
Weekend before The Experiment
Weekday before The Experiment
Weekend during The Experiment
Weekday during The Experiment
The graph shows PSPL movement counts collected before the Experiment, in December 2018, and during the Experiment in September 2019.
The numbers represent total averages across all three blocks of the Promenade by hour, and are based on Movement by Age & Gender Counts.
The dashed line represent a data gap weekend afternoon, where data was not collected.
3. The Experiment
extended the hours of
the Promenade into the
evening.
Before the Experiment, the Promenade was quiet in the evening. During the Experiment lunch hour
and evening activity increased significantly.
The Experiment raised peak volumes, increased the number of people staying and extended the hours of the Promenade.
This indicates that consistent programming and options for BYO food and drink and enjoying takeaway from the surrounding businesses out on the Promenade is a good investment.
Supported Design Moves For
Promenade 3.0
55Promenade 3.0 — Strategic Urban Design Plan 1 March 2020
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13Third Street Promenade — Public Space Public Life Key Findings October 2019 DRAFT
4. The Experiment
made the Promenade
much “stickier”.
The probably most striking observation about the Experiment is that it greatly increased the ratio of
people who were enjoying staying in one place
(and so more likely to be socializing) compared to the relatively consistent number of people moving.
This evidence strongly supports the hypothesis
that there’s a need for hang-out spaces on the Promenade, that allow for breaks on the bustling street. •Ensure a good balance between walk space and stay space.
•Prioritize places to rest, meet and
socialize, with quality public seating and social eddies.
In comparison, Pier 39 in San Francisco, see between the 18% and 23% of the total visitors observed staying instead of moving. This shows that more can be done to increase ‘stickiness’ on the Promenade.
Supported Design Moves For
Promenade 3.0
A dramatic increase from the
baseline data. Now, 9% of the
total visitors are observed
staying instead of moving.
Before the Experiment,
only 0.7% of the total
visitors are observed
staying instead of moving.
We compared the average number of people moving (Springboard Data) to the average number of people observed staying during the PSPL.
<1 in 100 stay >1 in 11 stay
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248 public seats90 public seats
36% of people sitting on public seats
64% of people sitting on public seats
14Third Street Promenade — Public Space Public Life Key Findings October 2019 DRAFT
5. The Experiment
made the Promenade
more social and
accessible.
During the Experiment the number of people in conversation and socializing on the Promenade increased dramatically.
We also observed that people like to customize their seating environment. If you want people to socialize and sit comfortably, give them comfortable seats, offer a variety of seating that allow for sitting solo and in smaller and larger
groups, and for short and longer periods of time.
Overall stationary activity increased by 32%. The many public seats and the variety of seats, along with the play area were key factors supporting
that increase. As an example, the number of people staying on the 1300 block by the play area increased by 38% and during weekdays in was observed that in this location 21% of people passing by also chose to stop and spend time.
•Prioritize movable furniture allowing
people to create their own space
and move for optimal microclimate and social arrangement.
•Prioritize social eddies and include a variety of seating options.
•Provide free programming and
options to spend time.
•Design for program adjacencies.
Supported Design Moves For
Promenade 3.0
Limited Movable Seats Socializing: Movable Seating
During The Experiment
25% of people staying were
engaged in conversation.
Before The Experiment
17% of people staying were
engaged in conversation.
53% of visitors reported
interacting with someone
they did not plan to meet.
Engaged in Conversation
Passive Recreation
Cultural Activity
Using Electronics
Eating and Drinking
Active Recreation-Play
Engaged with Commerce
Engaged in Conversation
Passive Recreation
Using Electronics
Eating and Drinking
Active Recreation-Play
Engaged with Commerce
Cultural Activity
2018
2019
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Men
Unknown Unknown
Women
+6%
Women
1 in 6 are under age 151 in 17are under age 15
Men
15Third Street Promenade — Public Space Public Life Key Findings October 2019 DRAFT
Supported Design Moves For
Promenade 3.0
6. The Experiment
increased the
diversity of visitors
to the Promenade by
providing invitations
that appealed to a
broader audience.
People come to the Promenade just as much to socialize and people-watch as to shop. The Promenade is like a party with a lot of guests.
Making the party a success means making
everyone feel welcome and giving them a reason to stay a little longer.
The Experiment saw a noticable increase in
youth and kids spending time on the Promade.
In addition, more women where observed. This may indicate that more invitations for people to spend time not only increases the total number of people but also diversifies the range of
visitors.
An increase in women spending time can also be an indicator of increased sense of safety.
•Provide smaller and larger play areas with space to linger for kids and
families.
•Pair up activities and programming to include the entire family.
•Include playful activities for teens and young adults, with ‘Hang out
spots’.
•Provide free activities and programming.
Staying on 1300 block, weekday + weekend
staying - all three blocks, weekday + weekend
Limited Play Options Play: Family Friendly
of those people staying are children
of those people
staying are
children
1 in 3 1 in 100
26% 4%
of people staying are
engaged in play
of people staying are
engaged in play
After the Experiment,
the street saw a shift to
an even gender split and
greater age diversity.
Before the Experiment,
more men than women
was spending time on the
Promenade.
2018 2019
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23% of businesses
noted measurable
sales increases.
33% of businesses noted increased foot traffic.
45% of businesses said the
pilot had a positive impact on
their buisness overall.
RechargePlay Socialize WalkShopEatWalkShop
63% of people
intercepted eating outside
chose outside to indoor to
enjoy the weather.
53% of people intercepted
eating outside chose
outside to indoor to enjoy
the atmosphere.
16Third Street Promenade — Public Space Public Life Key Findings October 2019 DRAFT
•Provide more chairs and tables outside.
•Include opportunities for serving
outside - mixing ‘public and private’ seating.
•Provide spots to linger causing people to notice shops and restaurants.
•Consider providing charging stations and quality WIFI for people to work and have meetings outdoors on the Promenade.
7. The Experiment was
good for business.
During the Experiment, both foot traffic and sales increased. The outdoor tables for food and beverage seemed to have many functions and expanded the Promenades’ use as a “living
room” which may have benefits for merchants.
This indicates that providing more opportunities to spend time and socialize, even when for free, can have a positive impact on business.
Supported Design Moves For
Promenade 3.0
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85% of people intercepted stated
that the new public amenties
(seating, play area, shade structures)
encouraged them to stay longer.
Social media posts in
particular featured the
colorful shade structures.
17Third Street Promenade — Public Space Public Life Key Findings October 2019 DRAFT
Supported Design Moves For
Promenade 3.0
•Consider the ‘photo moments’ with
hanging elements spanning the
street.
•Include a (multiple) colorful and playful big move(s)!
•Consider a rotating art program or
a design competition to create a
draw: ‘Every season or year there is something new to see on The Promenade’.
8. The Experiment
enhanced the
Promenade’s brand and
encouraged people to
stay longer.
Before The Experiment people intercepted asked
for more color and shade on the Promenade.
During the Experiment the colorful furniture and playful shade structures added “fun factor”
to the otherwise somewhat gray Promenade,
and people reported great satisfaction with the Experiment, including that it encouraged them to spend more time.
Social media posts covering the Experiment, in
particular featured the colorful shade structures. This indicates, that not only did they provide shade, but they also provided Instagram moments, functioning as the perfect photo
backdrop.
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Overall, the Experiment was a Big Hit
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19Third Street Promenade — Public Space Public Life Key Findings October 2019 DRAFT
Increased people sitting in public furniture by 12%
The Experiment proved the demand for a richer, more playful, programmed and social Promenade experience.
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63Promenade 3.0 — Strategic Urban Design Plan 1 March 2020
Concept Options
Improve
• Raise Roadway at Select Locations
• Retain Majority of Existing Pavement
• Demolish Retail Pavilions
• Jacarandas and Palms Remain
• Raise All Roadway to Eliminate Curbs on Promenade
• Retain Sidewalk Paving on Side of Roadway
• Demolish Retail Pavilions
• Jacarandas and Palms Remain
• Remove All Pavement and Replace with New Materials
• Add Speed Tables at Intersections
• Overhaul Underground Infrastructure
• Demolish Retail Pavilions
• Palms Remain with Additional Trees Added Throughout
Adapt Transform
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64Promenade 3.0 — Strategic Urban Design Plan 1 March 2020
RAISED INTERSECTIONS
In order to prioritize pedestrian traffic on the Promenade over vehicular traffic on the cross-streets,
Promenade 3.0 will include raised intersections at Broadway, Santa Monica Boulevard, and Arizona
Avenue. Crossing traffic will have to slow and rise up to the pedestrian plaza elevation, while
pedestrians can cross without stepping up and down from a curb.
Based on feedback on the concept options, the Transform approach was selected with a priority on
creating a continuous public realm from one side of the Promenade to the other, and extending from
block to block. This approach allows the greatest flexibility for community activation and cultural
events.
CURBLESS STREET
In order to accommodate a greater diversity of uses and destinations on the Promenade, Promenade 3.0
will eliminate curbs in favor of a continuous ground plane. This will expand programming opportunities
and improve accessibility throughout the Promenade.
SHOP + DINE
SHOP + DINE
EXISTING
PROPOSED
DINE + SHOP
DINE + SHOP
SIT
SIT
SITWALK
WALK WALK
Continuous Public Realm
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Third Street Promenade Stabilization and Economic Vitality Plan
Building from our recent discussions, the MIG Team (comprised of MIG, Inc. and Streetsense) is pleased
to present the following Scope of Work and Project Fee to provide services for the Third Street
Promenade Stabilization & Economic Vitality Plan in late 2020 and early 2021.
Scope of Work
12.16.2020
PHASE I: PROJECT LAUNCH AND
CURRENT CONDITIONS ASSESSMENT
December 2020/early January 2021
In Phase I, the MIG Team will meet with Downtown Santa Monica leadership to finalize the scope,
confirm project management protocols and communications, and launch the project. MIG will compile
and review data and plans, conduct a walking tour of the Promenade, summarize current plans and
strategies, assess market conditions and opportunities, and map current conditions along the Third
Street Promenade area. We will also conduct interviews and facilitate focus groups to gain further
insight into area challenges and opportunities.
1.1 Project Launch
MIG will design and facilitate a one-hour digital Project Launch Zoom call with the leadership of
Downtown Santa Monica. The Project Launch session will ensure that the MIG Team and Downtown
Santa Monica leadership have a shared understanding of the scope, process, and schedule for the Third
Street Promenade Strategy. This work session will also establish the Project Advisory Committee for the
project.
1.2 Ongoing Project Management/Calls
MIG will provide ongoing project management to ensure the project is delivered on time and on budget.
This task includes ongoing, ad hoc email and phone communication as well as a biweekly (every other
week) one-hour project management team call. The MIG Team will work with the Santa Monica
leadership at the project onset to finalize the scope and project tasks; confirm objectives and
deliverables; review the planning schedule; confirm roles, responsibilities and communications protocols
for the consultant, subconsultant, and client project management teams; and discuss the composition,
role and charge of the Strategic Plan Project Advisory Committee. Project Manager Kate Joncas will
attend each team call, with Principal-in-Charge Chris Beynon, subconsultants, and other team members
participating as needed. MIG will prepare brief agendas for each call, as well as summary emails
highlighting action items and next steps. This task includes project set-up, close-out and monthly
invoicing, and is based on a five-month schedule commencing in December 2020.
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1.3 Review of Background Plans and Market Research
The MIG Team will request and review relevant existing plans, including the Downtown Community
Plan, Promenade 3.0 and related work products, policies, programs, market studies, data sets,
development projects, goals, and action ideas as identified by Downtown Santa Monica staff. The MIG
Team will review existing regulations pertaining to land use, zoning and business operations, including
interim zoning ordinances adopted as pandemic recovery actions. We will formulate recommendations
for policy and regulatory changes and/or incentives to achieve desired uses.
The MIG Team will analyze historic retail sales at Promenade, market rents, vacancies, recent leasing
activity, and other relevant reports, including existing reports and datasets, past studies of retail and
other market conditions as well as data on consumer demographics and behaviors. The team will
analyze regional, state, and national trends for similar commercial corridors (both publicly and privately
owned) and/or developments, including competitor destinations.
The review will ensure alignment and draw from prior work to identify potential investment ideas – such
as specific projects, programs and developments – that are already under consideration in the
community. The MIG Team will identify recommendations for additional action items and/or policies to
be considered as modifications to the existing plans. The purpose is to consolidate the prior planning
work that the community has already done and to use it as a foundation for Third Street Promenade
strategizing and prioritization.
1.4 Interviews and Focus Groups: Trends, Challenges and Opportunities
The MIG Team will participate in up to six one-hour focus groups/interview sessions on Zoom (set up by
Downtown Santa Monica staff) with key property and business owners, City staff, elected officials, and
to Downtown leadership.
During these sessions, the MIG Team will facilitate a discussion of key challenges and opportunities; the
status of current plans; changes implemented to respond to COVID-19 challenges; planned or proposed
future plan changes and priorities; and challenges facing the Third Street Promenade in the coming
years. We will prepare an initial list of questions to ask the participants; however, the goal of these
discussions is to have an open conversation about their key desires for the Promenade moving forward.
1.5 Promenade Walking Tour and District Analysis
Concurrent with the review of relevant material, the MIG Team, with Santa Monica Downtown
leadership, will conduct a half-day walking tour of the Third Street Promenade and immediately
adjacent blocks. The purpose will be to familiarize the team with the Third Street Promenade current
conditions, place the issues and themes identified in the plan review in context, and add detail to base
maps of the area. The tour will confirm study area boundaries, plan for existing conditions maps, photo-
document planning area and site conditions, document social and economic conditions, and identify
potential development opportunities. MIG will also prepare an existing conditions map that shows
ownership patterns, retail and office uses, current street uses, land use, zoning, and development
opportunities.
Phase I Deliverables
• Refined Scope and Schedule
• Ongoing project management tools (agendas, schedule) for all meetings and calls
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• Biweekly Project Team coordination calls agendas, summary notes, and action items (via email)
• Monthly invoices and project budget tracking
• Six Focus Groups/Interviews (Zoom)
• Interview/Focus Groups/Guide (Word/PDF)
• Summary Review of Background Materials and Research (6-8 pages InDesign/PDF) and (6-8
slides PowerPoint/PDF)
• Summary of relevant existing Background Market and Survey Data, including (4-6 pages Word
PDF)
• Summary of existing regulations pertaining to land use, zoning and business operations,
including interim zoning ordinances adopted as pandemic recovery actions, summary of national
creative strategies and best practices in retail and restaurant focused zoning and regulatory
flexibility responding to COVID and recommendations for policy changes and/or incentives to
achieve desired uses.
• Analysis of regional, state and national trends for similar commercial corridors and/or
developments, including competitor destinations (15-20 slides PowerPoint/PDF)
PHASE II: DEVELOPMENT OF STRATEGIES AND TOOLS
January/February 2021
In Phase II the MIG Team will use the analysis of current conditions and research on national trends to
work with the Project Advisory Committee to identify broader trends, challenges and opportunities that
may impact the future of the Promenade, as well as outline specific actions and strategies for
stabilization and economic vitality.
2.1 Project Advisory Committee Meeting #1: Trends, Challenges and
Opportunities
At the first Project Advisory Committee meeting, the MIG Team will summarize the results of the current
conditions assessment in Phase I, including the first round of interviews, the review of data and plans,
and the Promenade walking tour and district analysis. MIG will design and facilitate a two-hour creative
and energizing digital work session with the Project Advisory Committee to assess Third Street
Promenade needs, challenges, plans, ideas and opportunities. The session will address conditions before
the before the COVID-19 era and the impacts of the pandemic on current and future plans.
2.2 Conditions and Opportunities Presentation
The meeting will include a Conditions and Opportunities presentation that will include regional, state,
and national trends; background context and conditions; a market scan; and District analysis and
mapping. The deliverable will draw a comparison between the Promenade and a set of five to 10
benchmark destinations, including both regional and national examples. The MIG Team will bring
knowledge of best practices from our research and our work with communities around the country.
This presentation will set the table for the Project Advisory Committee members to discuss how these
trends and changes could impact the future use and function of the Promenade.
MIG will interactively record the discussion in a highly visual and readable graphic format. Following the
session MIG will prepare a graphic summary of the discussion.
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2.3 Interviews and Focus Groups: Strategies and Tools
The MIG Team will participate in up to six one-hour focus groups/interview sessions on Zoom, set up by
Downtown Santa Monica staff with key leaders to discuss the findings from the current conditions and
opportunities analysis and discuss and test potential strategies and tools. MIG will prepare an initial list
of questions to ask the participants; however, the goal of these discussions is to have an open
conversation about their ideas for potential strategies and tools.
2.4 Granular Property Level Assessment and Vitality Strategies
Building upon the research and analysis of Phase I, the MIG Team will assess current building stock and
tenancies, demising and/or redevelopment of properties, space needs, business models and economic
feasibility, regulations, codes, and incentives. MIG will identify opportunities and challenges by building
and space and propose priorities for re-use and renovation. The assessment will evaluate potential
recovery strategies, including potential private sector redevelopment, refinement and tenanting, and
incentive and code modifications. The team will identify key redevelopment and/or tenancy projects
and assess physical space needs, business models and high-level economic feasibility. We will assess
each individual asset (property) and its ability to command commercially viable and sustainable rents.
The team will create a holistic merchandising/retail strategy for each block. The strategy will be cohesive
and executable and will set a clear direction for the leasing program. It will include:
• A description of the overall potential competitive market position of the Promenade in the
region, profile of potential customers and reasons for assuming that customer opportunity, and
description of the general character of the merchandising/retail mix.
• Proposed holistic merchandizing/retail strategy for each of the three blocks, describing types of
tenants and customer profiles.
• At least two recommendations per block for specific property tenancies, with a description of
the potential tenant type and proposed building changes and/or redevelopment parameters (if
any) that would be required.
2.5 Project Advisory Committee Meetings #2 and #3: Strategies and Tools
At the second and third Project Advisory Committee meetings (timed closely together), the MIG Team
will summarize the results of the second round of interviews and the information generated by the
Granular Property Level Assessment and Vitality Strategies described in Task 2.4. The team will design
and facilitate a two creative and energizing digital work sessions (approximately two hours each) with
the Project Advisory Committee to review potential strategies and tools and develop/refine
implementation strategies.
2.6 Governance Updates (Staff)
MIG will meet with Downtown Santa Monica leadership to prepare for sessions that may include the
Board of Directors, Planning Commission and/or City Council. The sessions will focus on discussion of
emerging ideas and tools and obtaining input and feedback from the Council. It is anticipated that staff
will lead the presentation(s) and the MIG Team will help in the preparation of materials. However, MIG
staff may attend the session(s) as appropriate/desired.
Phase 2 Deliverables
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• Project Advisory Committee #1, #2 and #3 Agenda, Materials, Graphics and Summaries
• Conditions and Opportunities Presentation (50-60 Slide PowerPoint/PDF)
• Six Focus Groups/Interviews (Zoom)
• Interview/Focus Group Questions (Word/PDF)
• Granular Property Level Assessment and Vitality Strategies Summary (approximately 20 Slide
PowerPoint/PDF)
• Strategies and Tools Presentation (PowerPoint/PDF) and (6-8 pages PowerPoint/PDF)
• Interview/Focus Group/Questions (Word/PDF)
PHASE III: DRAFT AND FINAL PLAN
March/April 2021
In Phase III the MIG Team will develop a Draft and Final Third Street Promenade Stabilization and
Economic Vitality Plan. The Plan will include a Property Owner and Prospective Tenant/investor Toolkit,
Pilot Site Plans and Feasibility Analysis, and City Action items.
3.1 Draft Plan Elements
Building from the products developed in previous phases, the MIG Team will prepare a Draft Third
Street Promenade Stabilization and Economic Vitality Plan that combines goals and strategies, priorities,
and the Property Owner and Prospective Tenant/Investor Tool Kit, Pilot Site Plans and Feasibility
Analysis, and potential City Actions. The content will be supported by maps, photos, renderings, and
illustrations that convey the opportunities that Downtown Santa Monica can realize through
implementation of the Plan.
The Plan will include recommendations for policy changes and/or incentives to existing regulations
pertaining to land use, zoning, and business operations, including interim zoning ordinances adopted as
pandemic economic recovery actions. It will also include holistic merchandising/retail strategy for the
Third Street Promenade. This will entail a description of the overall potential competitive market
position of the Promenade; a profile of potential customers; a description of the general character of
the merchandising/retail mix; a merchandizing/retail strategy for each of the three blocks; and at least
two specific recommendations per block for specific tenancies (see Task 2.4).
The Plan will include short-term actions to be taken for immediate stabilization of the Promenade as
well as mid-term actions to enhance its continued economic viability and contributions to the
community. The Plan will list specific priorities, metrics, benchmarks, timeframes, and responsibilities.
The MIG Team will obtain one round of consolidated edits from the client team for incorporation into
the formatted Final Third Street Promenade Stabilization and Economic Vitality Plan.
We will also use the experience led by the MIG Equity Studio to research best practices and develop
recommendations that will focus on enhancing diversity, equity, and inclusion among both patrons and
business operators.
3.2 Project Advisory Committee Meeting #4: Draft Plan Elements
MIG will design a two-hour creative digital work session to review the Draft Plan and the plan elements
as described in Task 3.1. The goal will be to review discuss and refine the proposed tools, pilot projects,
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6
and city action items. The Project Advisory Committee will also refine and confirm potential
implementation strategies including funding approaches.
3.3 Project Advisory Committee Meeting #5: Draft Stabilization and Economic
Vitality Plan
MIG will design a two-hour creative digital work session with the Project Advisory Committee to review
the Draft Stabilization and Economic Vitality Plan.
3.4 Final Third Street Promenade Stabilization and Economic Vitality Plan
Following staff and Project Advisory Committee review of the Draft Plan, the MIG Team will finalize the
Plan. We will prepare documentation and outreach materials for presentation of key plan components
to the Downtown Santa Monica, Inc. Board of Directors, Santa Monica Planning Commission, and/or
Santa Monica City Council as appropriate. MIG will also prepare a more concise 11x17 version that
summarizes the key components of the Plan. The Plan will be highly visual and include the overall vision,
key initiatives, and other information important for the Board, stakeholders, and the general
community.
Phase 3 Deliverables
• Project Advisory Committee #4 and #5 Agenda, Materials, Graphics and Summaries
• Conditions and Opportunities Presentation (50-60 Slide PowerPoint/PDF)
• Draft and Final Third Street Promenade Stabilization and Economic Vitality Plan with narrative
and graphics (20-30 Pages in InDesign/PDF)
• Third Street Promenade Plan Graphic (11x17 double-sided/InDesign/PDF)
Project Fee
PHASE MIG Streetsense Budget
I. Project Launch $40,000 $21,000 $61,000
II. Development of Strategies and Tools $52,000 $30,000 $82,000
III. Draft and Final Plan $40,000 $10,000 $50,000
Estimated Expenses $1000 $4000 $5000
TOTAL $133,000 $65,000 $198,000
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Third Street Promenade Stabilization & Economic Vitality Plan Project Advisory Committee Appointments
Julie Eizenberg, Founding Principal at Konig Eizenberg Architecture: Ms. Eizenberg is a
founding Principal of Koning Eizenberg Architecture. She brings design vision and leadership to the firm’s wide range of projects and is recognized for her expertise
involving cities, non-profit agencies, educational institutions and private developers. She is an astute observer and institutional iconoclast leading investigations that reshape
the way we think about the conventional buildings of everyday living. Under her and partner Hank Koning’s lead, the firm has earned more than 70 awards for their projects,
including 25 AIA awards and the AIA California Council Firm of the Year Award for 2009. She resides in Santa Monica.
Veronica Grazer, Freelance Branding and Marketing Expert: Ms. Grazer has over 15
years experience in brand development, brand communications, marketing and advertising from a number of international brand led companies, most recently for
Caesar’s Corporation in Las Vegas. She worked for Proctor and Gamble in several positions for nine years where she launched several new innovations and product
platforms. She earned a BA from Georgetown University with a double major in International Business and Finance. She is a resident of Santa Monica.
Stanley Iezman, Property Owner - 1311 Third Street Promenade: Mr. Iezman is ARA’s
Chairman and Chief Executive Officer, responsible for the strategic planning and direction of investing and operational activities. ARA is a private equity real estate firm
with over $10.2 billion of assets under management in equity, debt and preferred equity investments throughout the United States. Mr. Iezman is an Adjunct Professor at the
University of Southern California’s Sol Price School of Public Policy. He has over 46 years of real estate experience and earned a BA degree from the University of California,
Santa Barbara and a JD from the University of Southern California, Gould School of Law. He resides in Santa Monica.
Robert Resnick, Property Owner - 1355 Third Street Promenade: Mr. Resnick is President
and CEO of RDR Properties, a real estate development and management company specializing in medium size high profile urban revitalization projects. Born and raised in
LA, he is a third generation real estate investor. He is a former Chair of the Third Street Development Corporation and has served on committees and commissions in Redondo
Beach and Beverly Hills. He is a former real estate attorney and resides in Pacific Palisades.
Nicolo Rusconi, Property Owner – The Georgian Hotel (BLVD. Hospitality): Mr. Rusconi is a
passion-based hospitality entrepreneur, hotelier and brand experience architect with a portfolio that spans industries. In addition to co-founding BLVD, he co-founded fast
casual restaurant brand Chicas Tacos as well as the Arts District espresso bar and lunch, RVCC Intersect. He was selected for Zagat’s 30 under 30 in 2016 for his creativity and
1351 Third Street Promenade, Suite 201, Santa Monica, CA I 310.393.8355 I info@downtownsm.com
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vision in hospitality; he currently sits on the board of directors for the Los Angeles Conservation Corps; and he is founding partner in the DTLA-focused event collective,
LaunchDTLA. He resides in Pacific Palisades.
Bill Tucker, Ground Lessee and Landlord Representative – 1410 Third Street Promenade: Mr. Tucker has pioneered the development, investment, and management of over 25
revitalization projects in Southern California since he entered the real estate industry in 1977. A licensed real estate broker and a Certified Public Accountant, he holds an MBA
from the Wharton School of the University of Pennsylvania and a BS in Economics from UCLA. He is a former chair of the Bayside District Corporation and resides in Calabasas.
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Promenade 3.0: Public Meetings & Outreach Activities
2020
Feb. 24 Task Force on the Environment Info Update on “Lane 3” Design (Pico Library)
2019
Dec. 16 Architectural Review Board Info Update on “Lane 3” Design (City Hall)
Dec. 7 Holiday Pop-Up Open House & Exhibit (1431 Third Street Promenade)
Dec. 4 Planning Commission Info Update on “Lane 3” (City Hall)
Nov. 18 Arts Commission Info Update on “Lane 3” (City Hall)
Nov. 5 City Council Study Session (City Hall)
Oct. 24 Downtown Santa Monica, Inc. Board Meeting (DTSM Office)
Oct. 2 Planning Commission Study Session on “Lane 2” (City Hall)
Sep. 24 Architectural Review Board Study Session on Promenade Review (City Hall)
Sep. 17 Promenade 3.0 Task Force Meeting 3 (DTSM Office)
Sep. 9 Property Owner Update / Roundtable (DTSM Office)
Sep. 7 LA Forum “On The Map” Walking Tour (Promenade)
Sep. 4 DnA: Design & Architecture Interview (KCRW)
Aug. 29 Downtown Santa Monica, Inc. Annual Meeting (Fairmont Miramar)
Aug. 21 Property Owner Focus Group (RIOS Studio)
Jul. 24 Property Owner Focus Group (RIOS Studio)
Jul. 1 Architectural Review Board Update (City hall)
Jun. 24 Property Owner Update / Roundtable (DTSM Office)
Jun. 19 Planning Commission Update (City Hall)
May 8 NightSeeing Workshop (DTSM Office)
May 7 NightSeeing Walking Tour (Promenade)
Apr. 25 Downtown Santa Monica, Inc. Board Update (DTSM Office)
Apr. 24 Boris Dramov / ROMA Walking Tour (Promenade)
Apr. 22 Property Owner Update / Roundtable (DTSM Office)
Apr. 2 Promenade 3.0 Task Force Meeting 2 (DTSM Office)
Mar. 6 Planning Commission Update (City Hall)
Feb. 28 Downtown Santa Monica, Inc. Board Update (DTSM Office)
Feb. 19 Promenade 3.0 Task Force meeting 1 (DTSM Office)
2018
Dec. 17 Architectural Review Board Update (City Hall)
Dec. 15 Public Space / Public Life Survey Day
1351 Third Street Promenade, Suite 201, Santa Monica, CA I 310.393.8355 I info@downtownsm.com
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Dec. 13 Public Space / Public Life Survey Day
Dec. 12 Planning Commission Update (City Hall)
Oct. 9 City Council Approval of Contract w/RIOS (City Hall)
Jun. 6 Planning Commission Workshop (City Hall)
May 15 Promenade Public Space Workshop w/MIG (Promenade)
May 1 Promenade Retail Workshop w/Kosmont (Promenade)
Apr. 18 Promenade Cultural Significance Workshop w/ Shook Kelly (Promenade)
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Summary
Since the current iteration of the Third Street Promenade was constructed in the 1980s,
it has been the dynamic heart of our Downtown. In addition to locals, it has attracted
visitors from around the world, and has been a main factor in the success of Santa
Monica’s local economy. After almost three decades, the Promenade’s continued
success depends in part on refreshed infrastructure. To this end, the City requested
proposals from professional design teams to prepare a strategic action plan to ensure
we reinvest in the Promenade so that it continues to flourish and remain relevant. The
proposed study requires coordination across a range of urban design, place-making,
economic development and engineering disciplines to realize both short- and long-term
goals of revitalizing the Promenade. Staff recommends an urban design team led
by Rios Clementi Hale Studios (RCHS), a California-based company, for the Third
Street Promenade Needs Assessment at a total cost of $330,000 over a one-year
period (including a 10% contingency). Up to $100,000 of that total will be funded by
Downtown Santa Monica Inc. Staff anticipates a six-month planning process,
with public outreach beginning December 2018.
Discussion
In the late 1980s, City leaders and property owners on the Third Street Mall had the
foresight to invest in creating the experiential public space including renovation of the
public right-of-way and other streetscape. In 1989, after a two-year $10-million
renovation project, the three-block-long, Third Street Mall reopened as the Third Street
Promenade and quickly became a place for people to gather, walk around, and enjoy
outdoor cafes, restaurants, shops and live entertainment. It has also become a
significant contributor to the City’s economic base and urban identity.
However, with the exception of the recent refurbishment of the six topiary dinosaurs (4
fountains), the Promenade has not seen any significant investment in its physical
infrastructure beyond routine maintenance over the past three decades. Recognizing
this, and the changing retail, entertainment, dining landscape brought on by online-
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retailers, streaming video, and “fast-casual” restaurants, the Downtown Community Plan
called for two specific implementation actions related to the Promenade:
• “PPS4.3A Continue to work with DTSM, Inc. to evaluate the necessary upgrades
to the Third Street Promenade” and
• “PPS4.3B Evaluate and prioritize necessary capital improvement and
infrastructure upgrades to the Third Street Promenade.”
Additionally, in the FY2016-18 Biennial Capital Improvement Program Budget the City
budgeted funds for a “Third Street Promenade Needs Assessment” for the “preparation
of a needs assessment report for the Third Street Promenade. This project aims to
identify areas for improvement and develop a multiyear implementation plan.”
On April 18, May 1, and May 15 of 2018, Downtown Santa Monica Inc. (DTSM) hosted
a series of public meetings under the title “Promenade 3.0” to discuss the future of the
Third Street Promenade and to collect community feedback for possible design and
infrastructure upgrades. Roughly 50 community members attended each of the three
meetings and shared what they would like to see on the street.
On June 6, 2018, the Planning Commission participated in a recap of the DTSM
workshops through a walking tour of the Promenade and discussion about the future of
urban retail environments, further setting the stage for the current “Promenade 3.0”
planning effort.
Rios Clementi Hale Studios (RCHS) a Los Angeles-based design firm, known for Grand
Park in Downtown Los Angeles, the Runway in Playa Vista, renovations of the
Hollywood Bowl and Universal Studios, and within Santa Monica, Airport Park and
Euclid Park, will lead the recommended consultant team. RCHS is supported by Gehl
Architects, an internationally known planning firm that specializes in a metric-based
survey of public life in locations around the world from Copenhagen, Moscow, New York
Times Square, Nashville, Denver, and San Francisco. The team also includes KPFF
and MGAC, providing civil engineering and cost estimating support, respectively.
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The proposed scope of work, to unfold over six months, will create a strategic action
plan for reinvesting in the Promenade’s physical infrastructure. The core effort for the
study is to develop a pedestrian-only streetscape configuration complemented by a
range of innovative strategies for improving the character and functionality of the
Promenade. This task involves identifying a preferred conceptual design that helps
revitalize the Promenade as a walking and shopping corridor that continues to meet
community and stakeholder expectations. The final product should provide conceptual-
level details suitable for use on a planning level as a guide for implementation of the
desired infrastructure featured in the concept plan, and as a basis of design for future
capital improvement projects along the Promenade. Specifically, the RCHS team will:
• Survey public life on the Promenade utilizing Gehl Architect’s “Public Space /
Public Life” (PS/PL) study methodology.
• Index the PS/PL data against other great public spaces around the world.
• Utilize the PS/PL data to provide recommendations for the following tasks:
1. Reparation / replacement of concrete sidewalks.
2. Reparation / replacement of pavers in “street” locations (between curb lines).
3. Installation of new bollards and/or planters at intersections (for pedestrian
control and safety).
4. Replacement of existing light fixtures with newer modernized light fixtures
including the possibility of installing “smart poles”. Smart Poles shall include
items such as, but not limited to, ability to implement WiFi, phone charging,
security features such as cameras and panic buttons, lighting control,
environmental sensors, messaging and marketing, etc.
5. Replacement of existing trash receptacles with new trash receptacles.
6. Removal / replacement of existing benches with mobile and movable sit-down
facilities.
7. Installation of decorative pavement types at Arizona intersection
(commensurate with Broadway and Santa Monica intersections).
8. Removal of two Retail Pavilions (adjacent to Santa Monica Blvd and Arizona
Ave) and replace with stages and/or play areas and/or landscaped groves
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and/or other activity features. Also, make recommendations for lighting and
installation of “splash fountains” around the new event areas.
9. Installation of outdoor dining “beer gardens” within various “street” locations
(one option could consist of raised wood deck surfaces with additional
landscaping).
10. Installation of shade sails over portions of promenade (preferably fastened
to new “smart poles”).
Consultant Selection
RFP Data
RFP Posting Date RFP Posted On RFP Advertised in
(City Charter and
Muni Code)
# of Vendors
Downloaded # of
Submittals
Received
Date
Proposals
Received
04/23/2018 City’s Online
Bidding Site
Santa Monica
Daily Press
106 3 05/24/201
8
Proposals Received
Rios Clementi Hale Studios
ARUP
DesignWorkshop
Justification for Award
A selection panel of staff from the Planning, Engineering, Economic Development,
Cultural Affairs divisions and Downtown Santa Monica Inc, evaluated the proposals
based on the following criteria: proposer’s previous experience with similar projects
with other cities, quality and thoroughness of the proposer’s project work plans and
timelines, experience of the proposer’s key personnel, proposer’s references, and
cost. Based on this criteria and the criteria in SMMC 2.24.073, staff recommends
RCHS because the firm submitted a proposal that met all required criteria.
Next Steps
The RCHS team will develop and deliver a City approved, community supported, and
technically vetted strategic design plan for the revitalization of Third Street Promenade.
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Staff anticipates a six-month planning process, with public outreach beginning
December 2018.
Financial Impacts and Budget Actions
Staff seeks authority to award a contract with Rios Clementi Hale Studios is for an
amount not to exceed $330,000 (including a $30,000 contingency). Downtown Santa
Monica Inc, has agreed to fund the Gehl subcontract to an amount not to exceed
$100,000 through a cost-sharing agreement with the City, which will need to be
executed separately through the City Manager’s Office.
Award of the contract requires the following budget changes:
FY 2018-19 Budget Changes
Release Funds Appropriate Funds
Account Number(s) Amount Account Number(s) Amount
01.380246 $92,500 C0107080.689000 $92,500
Total $92,500 Total $92,500
Contract will be charged to the following accounts:
Contract
Request Amount
FY 2018-19 Budget
CIP Account # Total Contract Amount
$230,000 C0107080.689000 $230,000
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Summary
The Third Street Promenade has been the dynamic heart of our Downtown since its
current iteration was completed in the late 1980s. Its continued success depends in part
on refreshed infrastructure. Thus, beginning early 2018, the City in partnership with
Downtown Santa Monica Inc. (DTSM) kicked off the Promenade 3.0; and the City hired
Rios Clementi Hale Studios (RCHS) to lead a multi-disciplinary team to prepare a
strategic urban design plan to guide the future of Third Street Promenade. Through a
cost-sharing agreement, DTSM contributed $100,000 towards the total project cost of
$330,000. To date, the RCHS team has completed the Needs Assessment Report and
initiated stakeholder and community engagement, but the level of public outreach and
engagement desired by stakeholders exceeds the original six-month schedule and
scope. Therefore, staff recommends modifying the agreement with RCHS to extend the
term by one year and increase the agreement by $150,000 to continue their
engagement and outreach efforts through the remainder of 2019, including assistance
with a series of “pop-up” summer activations on the Promenade. Staff also requests
Council authorize the City Manager to amend the cost-sharing agreement with DTSM,
which has agreed to contribute up to $50,000 for this additional scope.
Discussion
In the past three decades, since the last major redevelopment of the Promenade, the
competition for great urban places has increased across the region while the retail,
entertainment, dining landscape brought on by online-retailers, streaming video, and
“fast-casual” restaurants, has changed dramatically, challenging the traditional tenant
mix that has sustained the Promenade’s success. Recognizing these challenges, in
early 2018 the City of Santa Monica and Downtown Santa Monica, Inc (DTSM) initiated
the “Promenade 3.0” project.
The “Promenade 3.0” initiative is organized into three “lanes” of activities:
• Lane 1 – a renewed emphasis on marketing and events, led by DTSM;
• Lane 2 – a review of leasing strategies, including assorted regulatory and code
barriers to attracting desired tenants, being led by the City; and
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• Lane 3 – a review of the Promenade’s physical design.
The three lanes are obviously interrelated in certain respects. For example, future
changes to the physical design of the street will need to support future desired events.
The “Promenade 3.0” project requires coordination across a range of urban design,
place-making, economic development and engineering disciplines to realize both short-
and long-term goals of revitalizing the Promenade.
In late 2018, City Council contracted Rios Clementi Hale Studios (RCHS) to provide
professional urban design services in support of “Lane 3” of the “Promenade 3.0”
project. RCHS, a Los Angeles-based design firm, is supported by Gehl Architects, an
internationally known planning firm that specializes in a metric-based survey of public
life in locations around the world. The team also includes KPFF and MGAC, providing
civil engineering and cost estimating support, respectively. (Attachment A)
The “Promenade 3.0” scope of work as originally proposed by the RCHS team is to
create a strategic action plan for reinvesting in the Promenade’s physical infrastructure.
The core effort for the study, which was to unfold over six months, is to develop a
pedestrian-only streetscape configuration complemented by a range of innovative
strategies for improving the character and functionality of the Promenade. This task
involves identifying a preferred conceptual design that helps revitalize the Promenade
as a walking and shopping corridor that continues to meet community and stakeholder
expectations. The final product should provide conceptual-level details suitable for use
on a planning level as a guide for implementation of the desired infrastructure featured
in the concept plan, and as a basis of design for future capital improvement projects
along the Promenade.
As the “Promenade 3.0” initiative has unfolded in the first half of 2019, the demand and
need for stakeholder outreach has exceeded the original scope of services, and has
extended the project timeline from six months to twelve. For example, additional face-to-
face roundtables with Third Street property owners is necessary to develop a
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consensus vision for the street. While these meetings are taking place over the
summer, the project team will also be designing, deploying and evaluating a series of
“pop-up” activations intended to test various concepts that are under consideration for a
permanent physical infrastructure plan. These “pop-ups,” which must comply with
current laws and regulations, will be an expansion of concepts explored in the 1200
Block “Experiment”, and may include bleacher seating, stages, splash pads, turf areas,
unique lighting, specialized artwork and focused seating areas. DTSM has committed
up to $200,000 to fund the purchase and fabrication of these “pop-up” activations.
These summer “pop-ups” will also serve as a means to engage the general public in the
“Promenade 3.0” design process by enabling the average user of Third Street to
experience and comment upon possible and program possibilities for the street. The
additional services proposal will enable the RCHS team to:
1. Continue bi-weekly team meetings with the City and DTSM through the end of 2019;
2. Attend additional stakeholder and Commission meetings through the end of 2019;
3. Facilitate and attend a two-day design workshop event in the fall; and
4. Support the design, deployment and evaluation of the summer “pop-up” activations
Based upon the additional public and stakeholder input over the summer and early fall,
proposals in all three “Promenade 3.0” lanes will converge at the conclusion of 2019.
Accordingly, the RCHS team will fulfill their contractual obligations as outlined in the
original scope of services and deliver a final proposed physical design strategy for the
Third Street Promenade.
At a future meeting, City and DTSM staff will share work completed to date and the
proposed project schedule, including public outreach for Council’s review and
consideration.
Past Council Actions
Meeting Date Description
10/09/2018
(Attachment A) Original contract authorization with Rios Clementi Hale
Studios (RCHS) to provide a Needs Assessment study
for the Third Street Promenade
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Financial Impacts and Budget Actions
Staff seeks authority to approve funding from the General Fund to extend the term
and increase the amount of agreement 10769 with Rios Clementi Hale Studios (RCHS)
to provide professional urban design services for the “Promenade 3.0”
project. Downtown Santa Monica Inc. has agreed to fund up to $50,000 to design and
evaluate the “pop-up” activations. DTSM’s contribution will be executed through an
amendment of the existing cost-sharing agreement with the City, and will need to be
negotiated separately through the City Manager’s Office.
Agreement Modification Request
Agreement # Current Authorized
Amount Modified Request
Amount FY 2019-20 Budget
Department Account # Total Revised
Contract Amount
10769 $330,00 $150,000 01200001.552010 $480,000
Future year funding is contingent on Council budget approval.
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Executive Summary
The Third Street Promenade has been the dynamic heart of our historic Downtown
since its current iteration was completed in 1989. The Third Street Promenade is a
unique combination of vibrant shopping district, community downtown, and beach-
adjacent destination for visitors from all over the world. For three decades, the
pioneering success of the Promenade has spurred the revitalization of the entire
Downtown, spawned imitators and stoked intensifying competition for shoppers, diners
and visitors across the region.
Yet it is experiencing the effects of a changing consumer as more people turn to online
shopping and can skip the movie theater to access streaming content at home. While
the Promenade’s location and reputation are unique assets, continued success
depends on retaining its competitive advantages while evolving to accommodate
changing times. To actively guide this evolution, beginning in early 2018, a partnership
between the City and Downtown Santa Monica Inc. (DTSM) initiated an effort dubbed
“Promenade 3.0” to develop a comprehensive place-making overview of the street to
emphasize refreshed infrastructure, innovative tenanting, and active public space
management.
Last year, DTSM and the City met with private property owners and convened a series
of public workshops to identify the desired future vision for Third Street. In late 2018, the
City hired Rios Clementi Hale Studios (RCHS) to lead a multi-disciplinary team to
prepare a strategic urban design plan for the Third Street Promenade and to assist the
City and DTSM in preparing strategies related to planning, zoning, tenanting, and public
space management. Since then the RCHS team has completed a comprehensive
existing conditions assessment of the street, while the combined City, DTSM and RCHS
project team have conducted extensive meetings and workshops with Promenade
stakeholders, public and private. Additionally, in summer 2019, the team deployed a
series of “pop-up” installations within the street itself to test place-making concepts
recommended during this analysis and discussion phase.
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The cumulative result of this outreach is a Vision Statement to guide future evolution of
the Third Street Promenade:
Project Vision:
Third Street Promenade will remain the heart of Downtown Santa Monica, authentically
representing the community’s values, culture and economy.
Project Goals:
1. The Third Street Promenade is Santa Monica’s living room; it is where all Santa
Monicans can gather, dine, shop and be entertained.
2. The Third Street Promenade’s identity stems from its unique sense of place: a
beachfront retail high street and cultural destination.
3. The Third Street Promenade is the economic engine of Santa Monica; the right
mix of uses attracts people for a variety of reasons at all times of the day.
4. The Third Street Promenade is a world-class destination that attracts people from
all over Los Angeles and the world.
5. Downtown Santa Monica is a hub for active mobility; arriving at The Third Street
Promenade by foot, bike, scooter or transit is easy and intuitive.
6. The Third Street Promenade is part of a people-focused urban neighborhood
with interconnected streets, alleys, plazas, parks and other open spaces,
designed with flexibility for continued evolution and innovation in urban
placemaking.
7. The Third Street Promenade offers an environment that is welcoming to all
people and mindfully designed and managed to maximize public safety.
As the first steps toward implementing this vision, the process has also developed a
Framework plan to organize the streetscape, the regulatory codes for tenants, and
updates to the public space management terms. This report provides the City Council
with an overview of the process thus far and seeks the Council’s policy direction on key
issues identified in this process, including the path forward.
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Discussion
As competition from suburban malls eroded the vitality of Downtowns all over America
during the Fifties and early Sixties, Santa Monica intervened to follow a national trend
toward creating outdoor pedestrian streets that would mimic the mall experience.
Dubbed the “Santa Monica Mall,” three blocks of Third Street were closed to auto traffic
in 1965 in an ill-fated effort to lure back shoppers. Later, an actual mall was inserted
into the street fabric in a further effort to compete with the juggernaut of retail mall
development across the Southland.
In a bold move during the late 1980s, City leaders and property owners on the Third
Street Mall had the foresight to re-invest in the under-performing stretch. Capitalizing
on the investment in public parking structures and wisely guiding the development of
multiplex cinemas to Third Street, a striking new design was funded and built,
dramatically renovating the public right-of-way and streetscape. In 1989, after a two-
year $10-million renovation project, the three-block-long, Third Street Mall reopened as
the Third Street Promenade (the Promenade) and quickly became a place for people to
gather, stroll, and enjoy movies, outdoor cafes, restaurants, shops and live
entertainment. It also became a significant contributor to the City’s quality of life
attributes, economy, and urban identity, and an iconic public space known and copied
across the nation.
Over time, the eclectic mix of local and chain retailers, restaurants and cinemas shifted
toward “flagship” brand-name national retail outlets as the dominant feature and draw of
the Promenade. While this drove rents and revenues to the City to all-time highs, it also
made the Promenade more and more dependent on mass appeal to regional visitors. It
also opened the opportunity for new competitors like Abbot Kinney in Venice to attract
emerging “hot” tenants and blockbuster “lifestyle centers” like the Grove and Westfield
Century City to challenge what was once the unique appeal of the Promenade.
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While long looked upon as the model of a successful urban revitalization and place-
making, the Promenade has outlived its forward-thinking design and draw as one of the
Los Angeles area’s premier entertainment and shopping destinations. In the past three
decades, not only has the competition for great urban places increased across the
region but at the same time online-retailers, streaming video, “fast-casual” restaurants
and food-delivery apps have challenged the traditional retail, entertainment, and dining
tenant mix that has sustained the Promenade’s success.
In the pre-internet age the combination of entertainment and shopping fostered vibrant
public spaces, as consumers gathered in districts like Third Street Promenade in the
prosperous era prior to the Great Recession in 2008. While there is risk in departing
from that formula, there is an even greater risk in ignoring the titanic shifts in consumer
behavior and regional competition.
Taking a longer view, Third Street’s ultimate strength is rooted in the public nature of the
space, the perennially successful draw of people to go where other people gather.
Given the proximity of the Santa Monica Pier, Palisades Park overlooking the Pacific
Ocean and three miles of beach as well as the revitalized Downtown with its strong
base of offices, apartments, retailers and restaurants, Third Street Promenade’s future
rests on reaffirming it as a robust civic commons. As other retail centers and districts
introduce cultural facilities, pop-up retail and unique events to entice visitors, the
Promenade is strategically placed to emphasize its authentic character as a vibrant
center for a robust Downtown. Like all great public spaces, its enduring appeal will
come from being a place people want to spend time. “Placemaking” can create an
attractive environment for music, art, entertainment and creative events -- and a healthy
mix of private stores, eateries and entertainment venues will foster locals and visitors
staying to shop, dine and enjoy an iconic destination.
This re-imagining reflects in microcosm the need to respond to the larger changes
transforming the global economy, reflected in our local segment of the Southern
California regional economy. Various thinkers have been credited with the observation
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that the pace of change has never been this rapid – and will never again be this slow.
City Council has initiated “Santa Monica 2050: A Strategy to Sustain and Enhance our
Economy” – a project focused on how the evolution of work, retail and mobility will affect
our future standard of living and quality of life, including the tax base that supports vital
services. Sustaining and enhancing the Promenade is a key element in capitalizing on
the larger opportunities and challenges facing the entire city.
To formulate and accomplish a forward-looking vision for the future of the Promenade,
the City of Santa Monica and Downtown Santa Monica, Inc. (DTSM) initiated the
“Promenade 3.0” project. It builds upon and implements the public space and economic
goals of the recently adopted Downtown Community Plan. Beginning with a series of
thematic workshops in spring 2018 and subsequent public outreach events (Attachment
C), “Promenade 3.0” has evolved into a comprehensive urban design and planning
overview to re-envision the look, feel, and experience of the Third Street
Promenade. “Promenade 3.0” requires coordination across a range of urban design,
place-making, economic development and engineering disciplines to realize both short-
and long-term goals of revitalizing the Promenade. To organize this coordination, the
“Promenade 3.0” initiative is divided into three “lanes” of activities:
• Lane 1 – a renewed emphasis on marketing, events and public space
management;
• Lane 2 – evaluate regulatory changes to private property to encourage diverse
and engaging businesses; and
• Lane 3 – a review of the Promenade’s physical design.
The three lanes are interrelated and all contribute to realizing the Promenade of the 21st
century. For example, a desire for certain kinds of events may require both a
modification of the programming restrictions within DTSM’s existing services agreement
with the City and a transformation to the physical design of the street.
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To assist the project team in coordinating issues within the three Lanes, City staff
convened a “Promenade 3.0” Task Force comprised of the Mayor, three Planning
Commissioners, two Architectural Review Board members, two DTSM Board members,
and a representative of Promenade property owners. Thus far, the Task Force has held
three public meetings in the DTSM Board Room to advise the project team at key
project milestones.
Lane 1 – Effectively Manage Public Space
Great public spaces do not happen by accident – they are actively managed and
programmed to ensure their continued appeal and attraction. In the United States, the
most admired and well-regarded public spaces are operated by some type of non-profit
management entity, in an arrangement first pioneered and popularized by the
revitalization of Bryant Park in New York City. Other examples include Klyde Warren
Park in Dallas (managed by Warren Rogers Park Foundation), Times Square in New
York City (managed by Times Square Alliance), Campus Martius in Detroit (managed
by Downtown Detroit Partnership) and Grand Park in Los Angeles (managed by the
Music Center).
The ability of DTSM to program and regulate activities on Third Street Promenade is
defined by an existing Services Agreement with the City and various City ordinances
and regulations. To assist DTSM with their efforts to activate and program the
Promenade, their Services Agreement with the City will need to be amended to grant
new authorities and responsibility for DTSM to effectively manage the Promenade in the
21st century. The combination of modifying the various ordinances, regulations, and
DTSM Services Agreement will facilitate greater levels of collaboration, permit the types
of events and programming desired and redefine the roles and responsibilities between
the City and DTSM to help meet the current and future challenges and issues. As part
of the Promenade 3.0 effort, it is envisioned that DTSM will take a greater role in special
event planning and management.
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Depending upon the extent of what DTSM’s expanded authority and responsibilities
could entail and what type of activations, programming and special events are
envisioned for the Promenade, it may be necessary to evaluate and revise whether it
remains appropriate to treat the three blocks of Third Street that define the Promenade
in the same way as other public streets. At present, the Promenade is treated like the
City’s other public streets, whether it be Wilshire Boulevard, Colorado Avenue or any
other commercial street in Santa Monica. Like all public streets, the Promenade is open
around the clock, has no limitations on public access, and is subject to signage and
other rules that apply equally to other City streets. Yet, the Third Street Promenade is
clearly a different kind of “street” and may warrant different treatment from other public
streets that would allow new rules and regulations to be uniquely applied to the
Promenade (such as unique signage rights or closing hours, similar to city parks), and
designed for the specific management challenges of the Promenade.
In order to extend and expand upon the success of the 2019 “Experiment” pop-up
projects, and to begin actively programming the Promenade for the 21st century, the City
and DTSM should evaluate the roles and responsibilities as defined in the DTSM
Services Agreement. Potential modifications to the DTSM Services Agreement should
consider the kinds of authority, responsibility and funding necessary to appropriately
program, manage and maintain the public space described by the Design Framework
developed in “Lane 3.”
Within Lane 1, the key policy questions to City Council at present are:
1. Is it beneficial to the Promenade’s performance (physical, economic, social,
cultural) to be treated differently than other public streets, while maintaining its
status as a civic commons and public forum?
2. If yes to Question 1, should The Promenade be subject to a set of regulations
unique to its intended purpose (e.g. closing times / parameters for public access,
allowance for digital or other sign formats, opportunity for advertising /
sponsorship)?
3. What role should Downtown Santa Monica, Inc. have in providing public space
management (e.g. event booking / permitting, outdoor dining design review /
coordination, incidental retail kiosk licensing) and other services in Downtown?
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Lane 2 – Evaluate Regulatory Changes to Private Property
While “Lane 1” focuses on what happens within the public realm of the street itself and
who manages it, “Lane 2” focuses on private property. Whereas shopping malls are
owned and managed by a single corporation, the buildings that front the Third Street
Promenade are held by approximately 50 different private owners, ranging from
individuals and family trusts to corporate real estate firms. As a consequence,
developing and supporting a coherent retailing strategy for the future requires
coordination of multiple stakeholders.
To help foster a common vision for the Promenade’s retail future, DTSM convened a
number of roundtables of Third Street property owners during 2019. These meetings
have been the first in many years where the majority of property owners have sat at a
table together to discuss the future of the Promenade as both a public space and a
shared commercial district. Critically, these roundtables have helped establish a
language of mutual responsibility for the success of the street between the owners,
DTSM and the City, as well as between the owners themselves.
Bluntly, no amount of physical investment or creative marketing and programming can
impel individual property owners to seek a complimentary mix of private tenants and
uses in their buildings. While an improved public space and enhanced activity there can
make it more attractive for retailers, restaurants, entertainment venues and non-
traditional new uses to locate on the Promenade, these transactions ultimately come
down to private business decisions by property owners and prospective tenants. It is in
the overall interest of each and every property owner that a shared vision guide those
private transactions.
The City has a role in making it easier for such a shared vision to be implemented – and
to speed private re-investment in filling empty storefronts as well as foster the success
of new and existing tenants. Just as the City has long applied generic rules governing
public streets to the unique stretch of the Promenade, the City has also generally
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applied citywide standards to zoning and other regulatory permitting processes. This
one size does not necessarily fit the Promenade – especially in a time when fostering its
evolution is urgently required.
In spring 2019, City and DTSM staff identified a number of topics that fell within the
“Lane 2” category, identified which party would be the lead, and further catalogued and
charted the topics as regulation or process. (Attachment D). Revisions outlined in this
chart include enhancements to zoning for nightlife and entertainment, flexibility to divide
spaces and change uses to better meet market conditions, and improvements to the
function of alleys, outdoor dining and other ancillary spaces. Opportunities to stimulate
leasing to unique, local and independent retail and entertainment concepts will be
explored in partnership with property owners. Based on this chart, on June 19 the
Planning Commission adopted a Resolution of Intent to pursue Zoning Code
amendments relevant to “Lane 2” (Attachment E).
On October 2, the Planning Commission held a study session to discuss policy options
related to Zoning Code amendments, the most significant of which are outlined below.
• Expand evening activities on the Promenade.
As documented in the “Public Space / Public Life” Study (Attachment
F), pedestrian volumes on Third Street Promenade peak in mid-afternoon. This
suggests that the street performs well as a retail destination like a conventional
mall, but is less successful as an evening or nightlife destination. Expanding the
options for existing (and new) restaurants to offer evening entertainment
possibilities may help enhance the Promenade’s nightlife and implement
Promenade 3.0 Goal #3 which speaks about uses throughout the day.
• Expand opportunities for creative leasing of Third Street Promenade properties.
Many A-class tenants who can pay Promenade rents desire significantly less
square footage than in the past, sometimes as little as 3000-5000sf, or a third of
the typical rental space on the Promenade. Removing restrictions on alley
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frontages created by loading docks and trash enclosures may create new
opportunities for attractive alley-facing lobbies for tenants that may take up the
rear portion of Promenade properties. Such alley-facing tenants would likely pay
significantly less in rent, diversifying the economic and retail mix of the
Downtown. Furthermore, alley-facing lobbies will help increase the pedestrian
activity on the alleys, which is frequently stated as a desire by Promenade 3.0
stakeholders and implied in Promenade 3.0 Goal #6. Increasing the alleys’
appeal as a pedestrian destination, however, will need to be balanced against
the requirement of alleys to function as essential delivery, service and mobility
corridors in the downtown.
“Experiential Retail” or bespoke production of goods on-site is a growing trend in
vibrant downtown districts. Such places include food markets, cheese
fromageries, coffee roasters, breweries, or distilleries, with associated retail
sales. While brewpubs are presently allowed if the beer produced on-site is sold
and consumed on-site, larger operations that additionally ship to off-site sales are
generally classed as industrial uses and not allowed on the Promenade. Lifting
restrictions on industrial uses may encourage these new kind of business models
to consider the Promenade, although the management of these uses in the
mixed-use commercial/residential district of downtown will need to be carefully
considered.
Regarding the topics above, the Planning Commission directed staff on October 2 to
explore greater flexibility to these potential uses with more administrative approval.
At present time, staff proposes that these code amendments be tested via an Interim
Zoning Ordinance (IZO), which will permit the piloting of flexible regulations to
understand their efficacy. The IZO is anticipated to be presented and adopted
concurrent with other aspects of the current phase of the Promenade 3.0
process. Translating the IZO into permanent code amendments will be developed in
tandem with the final physical plan for the Promenade, informed by the experience of
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the IZO as outlined in Attachment I. As retailing changes throughout Santa Monica,
experimentation with more flexible standards and processes on the Promenade may
help inform future policy making citywide.
Within Lane 2, the key policy questions to City Council at present are:
1. How can the City of Santa Monica foster development of nightlife, cultural, and
entertainment uses that encourage patronage of physical establishments and
increase pedestrian activity on the Promenade at alternate times of day?
2. How can the City of Santa Monica support private property owners in adapting
their spaces to an evolving retail environment and selecting tenants that present
the Promenade as unique in the landscape of competitive regional destinations?
3. To what extent should the City of Santa Monica delegate review authority to City
staff and otherwise codify adaptability and flexibility to allow for nimble and
efficient re-tenanting of vacancies as retail concepts continue to evolve)?
Lane 3 – Develop a Supportive Physical Design
In late 2018, City Council contracted Rios Clementi Hale Studios (RCHS) to provide
professional urban design services in support of “Lane 3” of the “Promenade 3.0”
project. RCHS, a Los Angeles-based design firm, is supported by Gehl Architects, an
internationally known planning firm that specializes in a metric-based survey of public
life in locations around the world. The team also includes KPFF and MGAC, providing
civil engineering and cost estimating support, respectively. (Attachment A) This scope
was subsequently amended in August 2019 to extend the service term from six to
12 months and to provide support for the series of “pop-up” installations installed this
summer (Attachment B).
The RCHS team’s scope of work for “Promenade 3.0” is to create a strategic urban
design plan for reinvesting in the Promenade’s physical infrastructure. The core effort
for the study is to develop a pedestrian-only streetscape configuration complemented by
a range of innovative strategies for improving the character and functionality of the
Promenade. This task involves identifying a preferred conceptual design that helps
revitalize the Promenade as a walking and shopping corridor that continues to meet
community and stakeholder expectations. The final product will provide conceptual-level
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details suitable for use on a planning level as a guide for implementation of the desired
infrastructure featured in the concept plan, and as a basis of design for future capital
improvement projects along the Promenade.
Since beginning their work in late 2018, the RCHS team has produced one of their two
major deliverables – the “Needs Assessment Report” (Attachment F) which includes a
comprehensive survey of the physical conditions of the Promenade infrastructure, a
“Public Space / Public Life” survey of the social behavior on the Promenade, and a
menu of possible physical improvements to the Promenade. The “Public Space / Public
Life” survey provides key insights into the Promenade’s current performance, and
additionally suggests a variety of design actions that were subsequently tested by the
summer “pop-up” installations. This document was reviewed by Planning Commission,
the DTSM Board, a roundtable of Third Street property owners, and the “Promenade 3.0
Task Force.”
At the direction of these respective stakeholders, the project team also developed the
“Vision/Goals” statement detailed above in the Executive Summary. The “Vision/Goals”
statement was likewise reviewed and edited by the aforementioned stakeholders. The
overall Project Vision is executed through the seven goals, and is intended to guide the
project team as they imagine new alternatives for the Promenade’s physical design as
well as initiatives in the other two project “Lanes.” Additionally, the project team
anticipates correlating a series of metrics to each of the Project Goals that will allow the
City and DTSM to assess the relative success of physical design changes, regulatory
changes, and programmatic activities.
As “Promenade 3.0” work unfolded in the first half of 2019, it became apparent
that additional face-to-face roundtables with Third Street property
owners was necessary to develop a consensus vision for the street. Over the summer,
property owners met in four different roundtable discussions and commented on a
variety of design strategies. Property owners additionally encouraged the project team
to explore a comprehensive, full-scale makeover of The Promenade’s physical
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infrastructure, but also articulated a series of principles that define owner and tenant
interests. These principles create a set of “guardrails” within which a potential redesign
of the Promenade will need to reside in order to garner property owner support:
Property Owner Principles:
1. Maintain or improve upon the current utility of each property.
2. Maintain existing amenities corresponding to individual properties, including the
option for outdoor dining in the “gasket” between storefronts and the palms.
3. Design equitably to evenly distribute the flow of pedestrian traffic and benefit of
pedestrian amenities to properties on both sides of the street.
4. Maximize visibility and accessibility of storefronts.
5. Programmed areas should create vibrancy and visible pedestrian activity.
While meetings with property owners occurred over the summer, the project
team also designed and deployed a series of “pop-up” activations intended to test
various concepts under consideration for a permanent physical infrastructure plan. The
“pop-ups,” an expansion of concepts explored in the 1200 Block “Experiment,” were
installed in mid-August and included a stage, play landscapes, community dining, turf
areas, and clustered seating areas. Utilizing the tools of “tactical urbanism,” these “pop-
up” or pilot projects explored concepts, hypothesis, and proposals for future investment.
Each pilot project "tested" a proposition: freestanding picnic tables gauged the desire to
get food to go and eat with family, friends, strangers; a play landscape engaged “play
for all ages” and created new opportunities for families with children to visit; movable
chairs asked if people would rather sit in small social groupings they could adjust
instead of fixed cast iron seats. As with any test, metrics through observations and data
counts were established to evaluate the success of various elements, and therefore
a limited “Public Space / Public Life” survey of the “pop-ups” was conducted in early
September by DTSM Ambassadors and staff to assess the impact these features had
on the social behavior of the street and guide future design decisions
(Attachment G). The summer “pop-ups” also served as a means to engage the general
public in the “Promenade 3.0” design process by enabling the average user of Third
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Street to experience and comment upon possible design and program possibilities for
the street.
Based upon this range of inputs, the RCHS team has developed a “Framework Plan”
representing a potential physical design strategy for the Third Street Promenade’s
future (Attachment H).
Within Lane 3, the key policy questions to City Council at present are:
1. Should the physical form of the Promenade shift away from a traditional, linear
street format toward a dynamic space with engaging amenities such that the
public realm is a driver of pedestrian traffic (e.g. programmable event spaces,
non-formula incidental retail, food and beverage outlets, public art, intimate
gathering areas)?
2. Does the framework diagram, as drawn, present a public space that authentically
represents the character of Santa Monica, designed first and foremost for locals
but in a manner that represents the community proudly to the region and the
world?
3. If YES to 1 and 2, does City Council direct staff, in partnership with Downtown
Santa Monica, Inc. and private property owners, to proceed with development of
a master plan and financing plan for capital improvements to Third Street
Promenade?
Next Steps – The Path Forward
Based upon Council’s policy direction, the project team anticipates refining elements in
all three “lanes” to develop a coordinated “Promenade 3.0” proposal. The coordinated
proposal will include:
• A revised Services Agreement between DTSM and the City, as well as any
modifications to existing ordinances that may be necessary to implement changes in
management of the Promenade’s public space (Lane 1);
• An Interim Zoning Ordinance to remove regulatory barriers to creative tenanting
and a series of focused process improvements to enhance creative tenanting (Lane
2); and
• A design strategy for reinvesting in the physical infrastructure of Third Street,
including a cost estimate and financing strategy (Lane 3).
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This coordinated proposal will be presented to a variety of stakeholder groups, including
Third Street property owners, the “Promenade 3.0 Task Force,” the DTSM Board and
the Planning Commission. The project team will also exhibit the materials presented
here at the Holiday Police Substation beginning with an open house on December 7
(coinciding with the Saturday Farmer’s Market). Input and suggestions from these
focus-group meetings and the broader Santa Monica community will further refine the
coordinated “Promenade 3.0” proposal, which will then be presented to City Council for
final approval.
The project team believes that this City Council review should occur in the first half of
2020 in order to facilitate the timeline outlined in Attachment I.
Past Council Actions
Meeting Date Description
10/09/2018
(Attachment A)
Original contract authorization with Rios Clementi Hale
Studios (RCHS) to provide a Needs Assessment study
for the Third Street Promenade
08/27/2019
(Attachment B)
Approval of Contract Amendment with Rios Clementi
Hale Studios for the Promenade 3.0 Project
Financial Impacts and Budget Actions
There is no financial impact associated with the present report. This is a study session
to ascertain future direction.
Thus far the City’s contract (as amended) with Rios Clementi Hale Studios (RCHS) to
support “Promenade 3.0” is a total of $430,000. Through a cost-sharing agreement with
the City, Downtown Santa Monica Inc. (DTSM) will contribute $150,000 to this cost.
DTSM also committed an additional $150,000 to purchase and build the summer “pop-
up” activations.
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Based on preliminary “order-of-magnitude” cost estimates, the projected comprehensive
overall of the Promenade may cost between $45-$60 million and potentially take
between 12 to 24 months to construct. Less ambitious alternatives would obviously be
less costly.
Following the model employed for the construction of the current version of the
Promenade in 1980s, staff anticipates funding “Promenade 3.0” through a public-private
financial partnership relying upon the bonding capacity of future assessments on
property owenrs in the downtown. At this stage, it is premature to describe the exact
arrangement of this partnership, as potential assessment districts will need to be
evaluated through a detailed financial engineering analysis and consultations between
the public and private partners. Should the Council provide direction to continue
developing the “Promenade 3.0” project, staff will return at a future meeting with more
information on potential project costs and funding strategies.
While substantial public and private capital and ongoing investment is definitely
contemplated, the feasibility and scope of those expenditures will be the subject of
further study and public process. However, the three blocks of the Promenade
contribute approximately 15% of the sales tax revenue raised in the City, and the
continued economic success of Third Street Promenade is therefore of significant
interest to the City.
Funding for future phases of work, such as engineering documents and detailed cost
estimates of a redesigned Promenade or financial studies of potential assessment
districts, is contingent on approval by Council in coming budget cycles.
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Executive Summary
The Third Street Promenade has been the dynamic heart of our historic Downtown
since its current iteration was completed in 1989. The Third Street Promenade is a
unique combination of vibrant shopping district, community downtown, and beach-
adjacent destination for visitors from all over the world. For three decades, the
pioneering success of the Promenade has spurred the revitalization of the entire
Downtown, spawned imitators and stoked intensifying competition for shoppers, diners
and visitors across the region.
Yet it is experiencing the effects of a changing consumer as more people turn to online
shopping and can skip the movie theater to access streaming content at home. While
the Promenade’s location and reputation are unique assets, continued success
depends on retaining its competitive advantages while evolving to accommodate
changing times. To actively guide this evolution, beginning in early 2018, a partnership
between the City and Downtown Santa Monica Inc. (DTSM) initiated an effort dubbed
“Promenade 3.0” to develop a comprehensive place-making overview of the street to
emphasize refreshed infrastructure, innovative tenanting, and active public space
management.
Last year, DTSM and the City met with private property owners and convened a series
of public workshops to identify the desired future vision for Third Street. In late 2018, the
City hired Rios Clementi Hale Studios (RCHS) to lead a multi-disciplinary team to
prepare a strategic urban design plan for the Third Street Promenade and to assist the
City and DTSM in preparing strategies related to planning, zoning, tenanting, and public
space management. Since then the RCHS team has completed a comprehensive
existing conditions assessment of the street, while the combined City, DTSM and RCHS
project team have conducted extensive meetings and workshops with Promenade
stakeholders, public and private. Additionally, in summer 2019, the team deployed a
series of “pop-up” installations within the street itself to test place-making concepts
recommended during this analysis and discussion phase.
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The cumulative result of this outreach is a Vision Statement to guide future evolution of
the Third Street Promenade:
Project Vision:
Third Street Promenade will remain the heart of Downtown Santa Monica, authentically
representing the community’s values, culture and economy.
Project Goals:
1. The Third Street Promenade is Santa Monica’s living room; it is where all Santa
Monicans can gather, dine, shop and be entertained.
2. The Third Street Promenade’s identity stems from its unique sense of place: a
beachfront retail high street and cultural destination.
3. The Third Street Promenade is the economic engine of Santa Monica; the right
mix of uses attracts people for a variety of reasons at all times of the day.
4. The Third Street Promenade is a world-class destination that attracts people from
all over Los Angeles and the world.
5. Downtown Santa Monica is a hub for active mobility; arriving at The Third Street
Promenade by foot, bike, scooter or transit is easy and intuitive.
6. The Third Street Promenade is part of a people-focused urban neighborhood
with interconnected streets, alleys, plazas, parks and other open spaces,
designed with flexibility for continued evolution and innovation in urban
placemaking.
7. The Third Street Promenade offers an environment that is welcoming to all
people and mindfully designed and managed to maximize public safety.
As the first steps toward implementing this vision, the process has also developed a
Framework plan to organize the streetscape, the regulatory codes for tenants, and
updates to the public space management terms. This report provides the City Council
with an overview of the process thus far and seeks the Council’s policy direction on key
issues identified in this process, including the path forward.
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Discussion
As competition from suburban malls eroded the vitality of Downtowns all over America
during the Fifties and early Sixties, Santa Monica intervened to follow a national trend
toward creating outdoor pedestrian streets that would mimic the mall experience.
Dubbed the “Santa Monica Mall,” three blocks of Third Street were closed to auto traffic
in 1965 in an ill-fated effort to lure back shoppers. Later, an actual mall was inserted
into the street fabric in a further effort to compete with the juggernaut of retail mall
development across the Southland.
In a bold move during the late 1980s, City leaders and property owners on the Third
Street Mall had the foresight to re-invest in the under-performing stretch. Capitalizing
on the investment in public parking structures and wisely guiding the development of
multiplex cinemas to Third Street, a striking new design was funded and built,
dramatically renovating the public right-of-way and streetscape. In 1989, after a two-
year $10-million renovation project, the three-block-long, Third Street Mall reopened as
the Third Street Promenade (the Promenade) and quickly became a place for people to
gather, stroll, and enjoy movies, outdoor cafes, restaurants, shops and live
entertainment. It also became a significant contributor to the City’s quality of life
attributes, economy, and urban identity, and an iconic public space known and copied
across the nation.
Over time, the eclectic mix of local and chain retailers, restaurants and cinemas shifted
toward “flagship” brand-name national retail outlets as the dominant feature and draw of
the Promenade. While this drove rents and revenues to the City to all-time highs, it also
made the Promenade more and more dependent on mass appeal to regional visitors. It
also opened the opportunity for new competitors like Abbot Kinney in Venice to attract
emerging “hot” tenants and blockbuster “lifestyle centers” like the Grove and Westfield
Century City to challenge what was once the unique appeal of the Promenade.
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While long looked upon as the model of a successful urban revitalization and place-
making, the Promenade has outlived its forward-thinking design and draw as one of the
Los Angeles area’s premier entertainment and shopping destinations. In the past three
decades, not only has the competition for great urban places increased across the
region but at the same time online-retailers, streaming video, “fast-casual” restaurants
and food-delivery apps have challenged the traditional retail, entertainment, and dining
tenant mix that has sustained the Promenade’s success.
In the pre-internet age the combination of entertainment and shopping fostered vibrant
public spaces, as consumers gathered in districts like Third Street Promenade in the
prosperous era prior to the Great Recession in 2008. While there is risk in departing
from that formula, there is an even greater risk in ignoring the titanic shifts in consumer
behavior and regional competition.
Taking a longer view, Third Street’s ultimate strength is rooted in the public nature of the
space, the perennially successful draw of people to go where other people gather.
Given the proximity of the Santa Monica Pier, Palisades Park overlooking the Pacific
Ocean and three miles of beach as well as the revitalized Downtown with its strong
base of offices, apartments, retailers and restaurants, Third Street Promenade’s future
rests on reaffirming it as a robust civic commons. As other retail centers and districts
introduce cultural facilities, pop-up retail and unique events to entice visitors, the
Promenade is strategically placed to emphasize its authentic character as a vibrant
center for a robust Downtown. Like all great public spaces, its enduring appeal will
come from being a place people want to spend time. “Placemaking” can create an
attractive environment for music, art, entertainment and creative events -- and a healthy
mix of private stores, eateries and entertainment venues will foster locals and visitors
staying to shop, dine and enjoy an iconic destination.
This re-imagining reflects in microcosm the need to respond to the larger changes
transforming the global economy, reflected in our local segment of the Southern
California regional economy. Various thinkers have been credited with the observation
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that the pace of change has never been this rapid – and will never again be this slow.
City Council has initiated “Santa Monica 2050: A Strategy to Sustain and Enhance our
Economy” – a project focused on how the evolution of work, retail and mobility will affect
our future standard of living and quality of life, including the tax base that supports vital
services. Sustaining and enhancing the Promenade is a key element in capitalizing on
the larger opportunities and challenges facing the entire city.
To formulate and accomplish a forward-looking vision for the future of the Promenade,
the City of Santa Monica and Downtown Santa Monica, Inc. (DTSM) initiated the
“Promenade 3.0” project. It builds upon and implements the public space and economic
goals of the recently adopted Downtown Community Plan. Beginning with a series of
thematic workshops in spring 2018 and subsequent public outreach events (Attachment
C), “Promenade 3.0” has evolved into a comprehensive urban design and planning
overview to re-envision the look, feel, and experience of the Third Street
Promenade. “Promenade 3.0” requires coordination across a range of urban design,
place-making, economic development and engineering disciplines to realize both short-
and long-term goals of revitalizing the Promenade. To organize this coordination, the
“Promenade 3.0” initiative is divided into three “lanes” of activities:
• Lane 1 – a renewed emphasis on marketing, events and public space
management;
• Lane 2 – evaluate regulatory changes to private property to encourage diverse
and engaging businesses; and
• Lane 3 – a review of the Promenade’s physical design.
The three lanes are interrelated and all contribute to realizing the Promenade of the 21st
century. For example, a desire for certain kinds of events may require both a
modification of the programming restrictions within DTSM’s existing services agreement
with the City and a transformation to the physical design of the street.
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To assist the project team in coordinating issues within the three Lanes, City staff
convened a “Promenade 3.0” Task Force comprised of the Mayor, three Planning
Commissioners, two Architectural Review Board members, two DTSM Board members,
and a representative of Promenade property owners. Thus far, the Task Force has held
three public meetings in the DTSM Board Room to advise the project team at key
project milestones.
Lane 1 – Effectively Manage Public Space
Great public spaces do not happen by accident – they are actively managed and
programmed to ensure their continued appeal and attraction. In the United States, the
most admired and well-regarded public spaces are operated by some type of non-profit
management entity, in an arrangement first pioneered and popularized by the
revitalization of Bryant Park in New York City. Other examples include Klyde Warren
Park in Dallas (managed by Warren Rogers Park Foundation), Times Square in New
York City (managed by Times Square Alliance), Campus Martius in Detroit (managed
by Downtown Detroit Partnership) and Grand Park in Los Angeles (managed by the
Music Center).
The ability of DTSM to program and regulate activities on Third Street Promenade is
defined by an existing Services Agreement with the City and various City ordinances
and regulations. To assist DTSM with their efforts to activate and program the
Promenade, their Services Agreement with the City will need to be amended to grant
new authorities and responsibility for DTSM to effectively manage the Promenade in the
21st century. The combination of modifying the various ordinances, regulations, and
DTSM Services Agreement will facilitate greater levels of collaboration, permit the types
of events and programming desired and redefine the roles and responsibilities between
the City and DTSM to help meet the current and future challenges and issues. As part
of the Promenade 3.0 effort, it is envisioned that DTSM will take a greater role in special
event planning and management.
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Depending upon the extent of what DTSM’s expanded authority and responsibilities
could entail and what type of activations, programming and special events are
envisioned for the Promenade, it may be necessary to evaluate and revise whether it
remains appropriate to treat the three blocks of Third Street that define the Promenade
in the same way as other public streets. At present, the Promenade is treated like the
City’s other public streets, whether it be Wilshire Boulevard, Colorado Avenue or any
other commercial street in Santa Monica. Like all public streets, the Promenade is open
around the clock, has no limitations on public access, and is subject to signage and
other rules that apply equally to other City streets. Yet, the Third Street Promenade is
clearly a different kind of “street” and may warrant different treatment from other public
streets that would allow new rules and regulations to be uniquely applied to the
Promenade (such as unique signage rights or closing hours, similar to city parks), and
designed for the specific management challenges of the Promenade.
In order to extend and expand upon the success of the 2019 “Experiment” pop-up
projects, and to begin actively programming the Promenade for the 21st century, the City
and DTSM should evaluate the roles and responsibilities as defined in the DTSM
Services Agreement. Potential modifications to the DTSM Services Agreement should
consider the kinds of authority, responsibility and funding necessary to appropriately
program, manage and maintain the public space described by the Design Framework
developed in “Lane 3.”
Within Lane 1, the key policy questions to City Council at present are:
1. Is it beneficial to the Promenade’s performance (physical, economic, social,
cultural) to be treated differently than other public streets, while maintaining its
status as a civic commons and public forum?
2. If yes to Question 1, should The Promenade be subject to a set of regulations
unique to its intended purpose (e.g. closing times / parameters for public access,
allowance for digital or other sign formats, opportunity for advertising /
sponsorship)?
3. What role should Downtown Santa Monica, Inc. have in providing public space
management (e.g. event booking / permitting, outdoor dining design review /
coordination, incidental retail kiosk licensing) and other services in Downtown?
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Lane 2 – Evaluate Regulatory Changes to Private Property
While “Lane 1” focuses on what happens within the public realm of the street itself and
who manages it, “Lane 2” focuses on private property. Whereas shopping malls are
owned and managed by a single corporation, the buildings that front the Third Street
Promenade are held by approximately 50 different private owners, ranging from
individuals and family trusts to corporate real estate firms. As a consequence,
developing and supporting a coherent retailing strategy for the future requires
coordination of multiple stakeholders.
To help foster a common vision for the Promenade’s retail future, DTSM convened a
number of roundtables of Third Street property owners during 2019. These meetings
have been the first in many years where the majority of property owners have sat at a
table together to discuss the future of the Promenade as both a public space and a
shared commercial district. Critically, these roundtables have helped establish a
language of mutual responsibility for the success of the street between the owners,
DTSM and the City, as well as between the owners themselves.
Bluntly, no amount of physical investment or creative marketing and programming can
impel individual property owners to seek a complimentary mix of private tenants and
uses in their buildings. While an improved public space and enhanced activity there can
make it more attractive for retailers, restaurants, entertainment venues and non-
traditional new uses to locate on the Promenade, these transactions ultimately come
down to private business decisions by property owners and prospective tenants. It is in
the overall interest of each and every property owner that a shared vision guide those
private transactions.
The City has a role in making it easier for such a shared vision to be implemented – and
to speed private re-investment in filling empty storefronts as well as foster the success
of new and existing tenants. Just as the City has long applied generic rules governing
public streets to the unique stretch of the Promenade, the City has also generally
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applied citywide standards to zoning and other regulatory permitting processes. This
one size does not necessarily fit the Promenade – especially in a time when fostering its
evolution is urgently required.
In spring 2019, City and DTSM staff identified a number of topics that fell within the
“Lane 2” category, identified which party would be the lead, and further catalogued and
charted the topics as regulation or process. (Attachment D). Revisions outlined in this
chart include enhancements to zoning for nightlife and entertainment, flexibility to divide
spaces and change uses to better meet market conditions, and improvements to the
function of alleys, outdoor dining and other ancillary spaces. Opportunities to stimulate
leasing to unique, local and independent retail and entertainment concepts will be
explored in partnership with property owners. Based on this chart, on June 19 the
Planning Commission adopted a Resolution of Intent to pursue Zoning Code
amendments relevant to “Lane 2” (Attachment E).
On October 2, the Planning Commission held a study session to discuss policy options
related to Zoning Code amendments, the most significant of which are outlined below.
• Expand evening activities on the Promenade.
As documented in the “Public Space / Public Life” Study (Attachment
F), pedestrian volumes on Third Street Promenade peak in mid-afternoon. This
suggests that the street performs well as a retail destination like a conventional
mall, but is less successful as an evening or nightlife destination. Expanding the
options for existing (and new) restaurants to offer evening entertainment
possibilities may help enhance the Promenade’s nightlife and implement
Promenade 3.0 Goal #3 which speaks about uses throughout the day.
• Expand opportunities for creative leasing of Third Street Promenade properties.
Many A-class tenants who can pay Promenade rents desire significantly less
square footage than in the past, sometimes as little as 3000-5000sf, or a third of
the typical rental space on the Promenade. Removing restrictions on alley
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frontages created by loading docks and trash enclosures may create new
opportunities for attractive alley-facing lobbies for tenants that may take up the
rear portion of Promenade properties. Such alley-facing tenants would likely pay
significantly less in rent, diversifying the economic and retail mix of the
Downtown. Furthermore, alley-facing lobbies will help increase the pedestrian
activity on the alleys, which is frequently stated as a desire by Promenade 3.0
stakeholders and implied in Promenade 3.0 Goal #6. Increasing the alleys’
appeal as a pedestrian destination, however, will need to be balanced against
the requirement of alleys to function as essential delivery, service and mobility
corridors in the downtown.
“Experiential Retail” or bespoke production of goods on-site is a growing trend in
vibrant downtown districts. Such places include food markets, cheese
fromageries, coffee roasters, breweries, or distilleries, with associated retail
sales. While brewpubs are presently allowed if the beer produced on-site is sold
and consumed on-site, larger operations that additionally ship to off-site sales are
generally classed as industrial uses and not allowed on the Promenade. Lifting
restrictions on industrial uses may encourage these new kind of business models
to consider the Promenade, although the management of these uses in the
mixed-use commercial/residential district of downtown will need to be carefully
considered.
Regarding the topics above, the Planning Commission directed staff on October 2 to
explore greater flexibility to these potential uses with more administrative approval.
At present time, staff proposes that these code amendments be tested via an Interim
Zoning Ordinance (IZO), which will permit the piloting of flexible regulations to
understand their efficacy. The IZO is anticipated to be presented and adopted
concurrent with other aspects of the current phase of the Promenade 3.0
process. Translating the IZO into permanent code amendments will be developed in
tandem with the final physical plan for the Promenade, informed by the experience of
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the IZO as outlined in Attachment I. As retailing changes throughout Santa Monica,
experimentation with more flexible standards and processes on the Promenade may
help inform future policy making citywide.
Within Lane 2, the key policy questions to City Council at present are:
1. How can the City of Santa Monica foster development of nightlife, cultural, and
entertainment uses that encourage patronage of physical establishments and
increase pedestrian activity on the Promenade at alternate times of day?
2. How can the City of Santa Monica support private property owners in adapting
their spaces to an evolving retail environment and selecting tenants that present
the Promenade as unique in the landscape of competitive regional destinations?
3. To what extent should the City of Santa Monica delegate review authority to City
staff and otherwise codify adaptability and flexibility to allow for nimble and
efficient re-tenanting of vacancies as retail concepts continue to evolve)?
Lane 3 – Develop a Supportive Physical Design
In late 2018, City Council contracted Rios Clementi Hale Studios (RCHS) to provide
professional urban design services in support of “Lane 3” of the “Promenade 3.0”
project. RCHS, a Los Angeles-based design firm, is supported by Gehl Architects, an
internationally known planning firm that specializes in a metric-based survey of public
life in locations around the world. The team also includes KPFF and MGAC, providing
civil engineering and cost estimating support, respectively. (Attachment A) This scope
was subsequently amended in August 2019 to extend the service term from six to
12 months and to provide support for the series of “pop-up” installations installed this
summer (Attachment B).
The RCHS team’s scope of work for “Promenade 3.0” is to create a strategic urban
design plan for reinvesting in the Promenade’s physical infrastructure. The core effort
for the study is to develop a pedestrian-only streetscape configuration complemented by
a range of innovative strategies for improving the character and functionality of the
Promenade. This task involves identifying a preferred conceptual design that helps
revitalize the Promenade as a walking and shopping corridor that continues to meet
community and stakeholder expectations. The final product will provide conceptual-level
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details suitable for use on a planning level as a guide for implementation of the desired
infrastructure featured in the concept plan, and as a basis of design for future capital
improvement projects along the Promenade.
Since beginning their work in late 2018, the RCHS team has produced one of their two
major deliverables – the “Needs Assessment Report” (Attachment F) which includes a
comprehensive survey of the physical conditions of the Promenade infrastructure, a
“Public Space / Public Life” survey of the social behavior on the Promenade, and a
menu of possible physical improvements to the Promenade. The “Public Space / Public
Life” survey provides key insights into the Promenade’s current performance, and
additionally suggests a variety of design actions that were subsequently tested by the
summer “pop-up” installations. This document was reviewed by Planning Commission,
the DTSM Board, a roundtable of Third Street property owners, and the “Promenade 3.0
Task Force.”
At the direction of these respective stakeholders, the project team also developed the
“Vision/Goals” statement detailed above in the Executive Summary. The “Vision/Goals”
statement was likewise reviewed and edited by the aforementioned stakeholders. The
overall Project Vision is executed through the seven goals, and is intended to guide the
project team as they imagine new alternatives for the Promenade’s physical design as
well as initiatives in the other two project “Lanes.” Additionally, the project team
anticipates correlating a series of metrics to each of the Project Goals that will allow the
City and DTSM to assess the relative success of physical design changes, regulatory
changes, and programmatic activities.
As “Promenade 3.0” work unfolded in the first half of 2019, it became apparent
that additional face-to-face roundtables with Third Street property
owners was necessary to develop a consensus vision for the street. Over the summer,
property owners met in four different roundtable discussions and commented on a
variety of design strategies. Property owners additionally encouraged the project team
to explore a comprehensive, full-scale makeover of The Promenade’s physical
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infrastructure, but also articulated a series of principles that define owner and tenant
interests. These principles create a set of “guardrails” within which a potential redesign
of the Promenade will need to reside in order to garner property owner support:
Property Owner Principles:
1. Maintain or improve upon the current utility of each property.
2. Maintain existing amenities corresponding to individual properties, including the
option for outdoor dining in the “gasket” between storefronts and the palms.
3. Design equitably to evenly distribute the flow of pedestrian traffic and benefit of
pedestrian amenities to properties on both sides of the street.
4. Maximize visibility and accessibility of storefronts.
5. Programmed areas should create vibrancy and visible pedestrian activity.
While meetings with property owners occurred over the summer, the project
team also designed and deployed a series of “pop-up” activations intended to test
various concepts under consideration for a permanent physical infrastructure plan. The
“pop-ups,” an expansion of concepts explored in the 1200 Block “Experiment,” were
installed in mid-August and included a stage, play landscapes, community dining, turf
areas, and clustered seating areas. Utilizing the tools of “tactical urbanism,” these “pop-
up” or pilot projects explored concepts, hypothesis, and proposals for future investment.
Each pilot project "tested" a proposition: freestanding picnic tables gauged the desire to
get food to go and eat with family, friends, strangers; a play landscape engaged “play
for all ages” and created new opportunities for families with children to visit; movable
chairs asked if people would rather sit in small social groupings they could adjust
instead of fixed cast iron seats. As with any test, metrics through observations and data
counts were established to evaluate the success of various elements, and therefore
a limited “Public Space / Public Life” survey of the “pop-ups” was conducted in early
September by DTSM Ambassadors and staff to assess the impact these features had
on the social behavior of the street and guide future design decisions
(Attachment G). The summer “pop-ups” also served as a means to engage the general
public in the “Promenade 3.0” design process by enabling the average user of Third
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Street to experience and comment upon possible design and program possibilities for
the street.
Based upon this range of inputs, the RCHS team has developed a “Framework Plan”
representing a potential physical design strategy for the Third Street Promenade’s
future (Attachment H).
Within Lane 3, the key policy questions to City Council at present are:
1. Should the physical form of the Promenade shift away from a traditional, linear
street format toward a dynamic space with engaging amenities such that the
public realm is a driver of pedestrian traffic (e.g. programmable event spaces,
non-formula incidental retail, food and beverage outlets, public art, intimate
gathering areas)?
2. Does the framework diagram, as drawn, present a public space that authentically
represents the character of Santa Monica, designed first and foremost for locals
but in a manner that represents the community proudly to the region and the
world?
3. If YES to 1 and 2, does City Council direct staff, in partnership with Downtown
Santa Monica, Inc. and private property owners, to proceed with development of
a master plan and financing plan for capital improvements to Third Street
Promenade?
Next Steps – The Path Forward
Based upon Council’s policy direction, the project team anticipates refining elements in
all three “lanes” to develop a coordinated “Promenade 3.0” proposal. The coordinated
proposal will include:
• A revised Services Agreement between DTSM and the City, as well as any
modifications to existing ordinances that may be necessary to implement changes in
management of the Promenade’s public space (Lane 1);
• An Interim Zoning Ordinance to remove regulatory barriers to creative tenanting
and a series of focused process improvements to enhance creative tenanting (Lane
2); and
• A design strategy for reinvesting in the physical infrastructure of Third Street,
including a cost estimate and financing strategy (Lane 3).
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This coordinated proposal will be presented to a variety of stakeholder groups, including
Third Street property owners, the “Promenade 3.0 Task Force,” the DTSM Board and
the Planning Commission. The project team will also exhibit the materials presented
here at the Holiday Police Substation beginning with an open house on December 7
(coinciding with the Saturday Farmer’s Market). Input and suggestions from these
focus-group meetings and the broader Santa Monica community will further refine the
coordinated “Promenade 3.0” proposal, which will then be presented to City Council for
final approval.
The project team believes that this City Council review should occur in the first half of
2020 in order to facilitate the timeline outlined in Attachment I.
Past Council Actions
Meeting Date Description
10/09/2018
(Attachment A)
Original contract authorization with Rios Clementi Hale
Studios (RCHS) to provide a Needs Assessment study
for the Third Street Promenade
08/27/2019
(Attachment B)
Approval of Contract Amendment with Rios Clementi
Hale Studios for the Promenade 3.0 Project
Financial Impacts and Budget Actions
There is no financial impact associated with the present report. This is a study session
to ascertain future direction.
Thus far the City’s contract (as amended) with Rios Clementi Hale Studios (RCHS) to
support “Promenade 3.0” is a total of $430,000. Through a cost-sharing agreement with
the City, Downtown Santa Monica Inc. (DTSM) will contribute $150,000 to this cost.
DTSM also committed an additional $150,000 to purchase and build the summer “pop-
up” activations.
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Based on preliminary “order-of-magnitude” cost estimates, the projected comprehensive
overall of the Promenade may cost between $45-$60 million and potentially take
between 12 to 24 months to construct. Less ambitious alternatives would obviously be
less costly.
Following the model employed for the construction of the current version of the
Promenade in 1980s, staff anticipates funding “Promenade 3.0” through a public-private
financial partnership relying upon the bonding capacity of future assessments on
property owenrs in the downtown. At this stage, it is premature to describe the exact
arrangement of this partnership, as potential assessment districts will need to be
evaluated through a detailed financial engineering analysis and consultations between
the public and private partners. Should the Council provide direction to continue
developing the “Promenade 3.0” project, staff will return at a future meeting with more
information on potential project costs and funding strategies.
While substantial public and private capital and ongoing investment is definitely
contemplated, the feasibility and scope of those expenditures will be the subject of
further study and public process. However, the three blocks of the Promenade
contribute approximately 15% of the sales tax revenue raised in the City, and the
continued economic success of Third Street Promenade is therefore of significant
interest to the City.
Funding for future phases of work, such as engineering documents and detailed cost
estimates of a redesigned Promenade or financial studies of potential assessment
districts, is contingent on approval by Council in coming budget cycles.
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Executive Summary
The City Council has prioritized economic recovery efforts to assist businesses and the
community after the devastating effects of the COVID-19 pandemic. The pandemic has
also had a severe impact on the City’s budget. These deficits have resulted in reduction
of staff and a need to restructure City services to streamline processes to both reduce
timelines where possible to assist businesses and right-size efforts to the reduced
workforce.
The City Council has directed staff to substantially restructure the Architectural Review
Board (ARB) process. This report outlines immediate steps to modify the Sign Code,
codified as Santa Monica Municipal Code (SMMC) Chapter 9.61, to streamline the ARB
process as it relates to signs by:
• Enabling staff-level review and approval of permitted signs compliant with the
Sign Code, without review by the ARB or any administrative appeal;
• Modifying the Sign Code to include standards for letter height on permitted signs;
and
• Modifying the Sign Code to provide greater flexibility for the Third Street
Promenade to have limited upper-level signage, a small portable sign placed
directly in front of the business, and additional informational signs placed on
outdoor dining barriers..
The proposed amendments also exempt from the Sign Code digital wayfinding kiosks
installed in the public right-of-way or on public property pursuant to a license agreement
with the City, paving the way for the City to explore entering into such agreements in the
future. . Updates to definitions and terminology are also proposed to align with current
best practices for Sign Codes. Modifications to temporary signage restrictions are also
necessary to be consistent with First Amendment caselaw.
The revisions to the Sign Code will apply only to new signs proposed to be placed,
altered or displayed in the City; the revisions will not apply to signs currently in place or
displayed, which will continue to be governed by the Sign Code now in effect.
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Background
Since its inception in 1972, the Architectural Review Board (ARB) process has led to
substantial improvements in project and signage design. SMMC Chapter 9.55 is the
Architectural Review Ordinance and requires that design review be performed by the
ARB for all projects resulting in external changes in commercial districts including
signage. SMMC Chapter 9.61 is the Sign Code and expressly authorizes ARB review
of sign permit applications as well as limited administrative review. Section 9.61.120
provides two instances where administrative approval of sign permit applications is
authorized: signs in compliance with an approved sign program and for the change in
face of a sign. Section 9.61.120 also specifically allows the ARB to authorize
administrative approval of sign permit applications that conform to the requirements of
the Sign Code and written guidelines of the ARB. ARB Resolution 04-001 contains the
very limited scope of signage currently authorized for staff approval (Attachment B).
Discussion
Currently, the ARB must review sign permit applications where the sign exceeds the
parameters set forth in ARB Resolution 04-001, even if the signage otherwise complies
with Code. However, in recent years, the ARB has approved the majority of sign
projects for review on consent, indicating confidence in project quality that is reflective
of the substantial staff effort with applicants on signage design. This growing
confidence coupled with reductions in staff support a less labor-intensive process for
review of sign permit applications that comply with the Sign Code. While the ARB
process is working effectively, an expansion of staff approval for more projects could
shorten review timelines and streamline the effort for staff while enabling the ARB to
focus on larger and more complex projects.
The ARB has expressed interest in expanding staff approval authority and held a
discussion at its September 25, 2019 meeting to support expanding staff approval
authority. The ARB members unanimously agreed that all Code-compliant signage
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should be reviewed by staff, with requests for modifications (Sign Adjustments) to
continue to require ARB-level review. (Attachment C)
In addition, the COVID-19 emergency and its resulting economic impacts on local
businesses has created an urgent need to relax certain signage regulations for the Third
Street Promenade (the Bayside Conservation District), consistent with recent Council
actions to adopt interim economic recovery measures by relaxing certain zoning
standards and prior Council direction relating to Promenade 3.0. Further, there has
been interest in enabling digital wayfinding kiosks in the public right of way or on public
property, which may also have potential to generate revenue for the City through a
licensing agreement.
Staff has worked closely with Downtown Santa Monica, Inc. to determine steps that
would assist business recovery on the Third Street Promenade. Specifically, flexibility
to allow limited upper-level signage, a small amount of signage placed directly in front of
the building’s frontage to enable business visibility, and additional signage on outdoor
dining barriers will assist businesses on the Promenade.
Because the Sign Code has not been updated in many years, also proposed are clean-
up to definitions, terminology, and certain provisions that are necessary for clarity,
consistency, and to simplify and modernize the Sign Code.
The revisions to the Sign Code will apply only to new signs proposed to be placed,
altered or displayed in the City. Signs placed or displayed prior to the effective date of
the ordinance amending the Sign Code will be governed by the Sign Code in effect at
the time of the sign’s approval, display, or placement.
The following provides a summary of the proposed amendments.
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Administrative Approval of Code-Compliant Signage
Existing Authority
Currently, by operation of ARB Resolution 04-001, all signage with letter height above
18” and a single sign greater than 25 square feet is required to be reviewed by the ARB,
even if it is within the total sign area allowed for the building. Additionally, sign
programs required for multi-tenant buildings to enable business owners/tenants to
quickly process sign permits while ensuring design consistency with the building must
be reviewed by the ARB even when all aspects comply with the Sign Code.
What the Proposed Amendments Would Do
Revisions to SMMC Section 9.61.170 to incorporate letter height restrictions for
permitted signs and to SMMC Section 9.61.120 expanding the scope of administrative
approval will eliminate the need for a staff resolution. These revisions will also provide
greater clarity and predictability for property owners, business, and staff. Therefore,
with these changes to the Sign Code, staff is recommending staff-level review for Sign
Code compliant signage, including sign programs. All requests for sign adjustments
would still go to the ARB for review.
Digital Wayfinding Kiosks on Public Right-of-Way or Public Property
Existing Authority
Currently, digital signage is prohibited throughout the City on public or private property.
What Proposed Amendments Would Do
Digital wayfinding signage has been demonstrated to be a public benefit in a variety of
cities. Currently, the Code prohibits such signage, even if it is in the public right-of-way
or on public property. The proposed amendments would exempt from the Sign Code
digital wayfinding kiosks to be installed in the public right-of-way or public property and
would require a license agreement with the City. There would be a potential to generate
revenue from such digital wayfinding; however, the options have not been studied. The
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proposed language in the Code would enable such signage to be considered in the
future and would require study for feasibility.
Additional Signage for the Third Street Promenade
Existing Authority
Currently, SMMC Section 9.61.200 provides that the standards in the now superseded
Bayside District Specific Plan prevail over any conflicting provisions in the Sign Code.
The standards in the Bayside District Specific Plan are also outdated and do not
sufficiently acknowledge the uniqueness of the Third Street Promenade both in its
function and physical layout. Among other things, the building façades are generally
co-planar on the Promenade making business visibility challenging to pedestrians.
What Proposed Amendments Would Do
As an important city, regional, and international destination with a unique pedestrian-
only environment, consideration for additional signage on the Promenade is warranted.
The proposed amendments to SMMC Section 9.61.200 would enable limited upper-
level signage to facilitate necessary visibility for businesses in this sometimes crowded
(pre COVID-19 pandemic) environment. Specifically, the proposed amendments would
allow for limited banners and blade signs at the second floor (but not higher than the
third floor) to increase business visibility. In addition, portable signs placed within 12
feet directly in front of the building frontage are permitted, so long as only one such sign
is used, it is limited in size, is removed at close of business, and affixed with a decal
indicating that it has been approved. In addition, the definition for information signs has
been expanded to include signs placed on an outdoor dining barrier and the allowance
for such signs has been increased in Section 9.61.150. Limited signage on the outdoor
dining barriers would enable necessary menu boards and other signage while
minimizing clutter and trip hazards.
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Packet Pg. 213 Attachment: Attachment I - 09/08/2020 Staff Report: Amendment to Sign Code to increase Staff Apporoval Authority & Authorize Special Sign
Updates and Clarifications to Sign Code Terminology
What Proposed Amendments Would Do
As the Sign Code has not been comprehensively updated in many years, there are
some updates that are necessary to provide clarity and to respond to current legal
considerations. Definitions, terminology, and certain provisions have been updated to
provide clarity, consistency, and to modernize and streamline the Sign Code. Examples
of such changes include the following:
• The definition of a vehicle sign, which is prohibited under the Sign Code, now
includes a mobile billboard, which is a sign attached to a vehicle for the primary
purpose of advertising. Cities are authorized under Vehicle Code Section 395.5
to ban mobile billboards, and the existing definition of vehicle signs did not
specifically address such signs.
• The definition for cabinet signs has been added and replaces the definition for
sign cans. Cabinet signs are authorized so long as the sign area does not
exceed more than four square feet and the number of such signs is limited to no
more than one sign per floor of the building.
• The provision on removal or modifications to nonconforming signs, Section
9.61.240, has been updated to remove the long-passed deadlines to bring signs
that preexisted the original Sign Code passed in April 1985 into compliance. As
revised, Section 9.61.240 provides that, except for meritorious signs, the Building
Officer may remove nonconforming signs that preexisted the April 1985 Sign
Code through the abatement procedures. The requirement that meritorious signs
must be made to conform to the Sign Code if character-defining alterations are
made remains.
• Instead of having enforcement, abandonment, and removal/disposition of signs in
a single provision as currently exists, the revisions to the Sign Code break out
and clarify each concept in a separate section.
• The revisions also authorize the Director to promulgate regulations to implement
the provisions of the Sign Code.
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In addition, revisions to the temporary sign restrictions in Section 9.61.160 align the
restrictions with the Supreme Court’s decision in Reed v. Town of Gilbert, 576 U.S. 155,
135 S. Ct. 2218 (2015). At issue in that case were different size, placement, and
duration restrictions for various temporary signs, including “ideological signs,” “political
signs,” and “temporary directional signs.” The Supreme Court rejected an approach
treating such restrictions as event-based, holding instead that these restrictions were
content-based and did not survive strict scrutiny. As the Court explained, “[a] regulation
that targets a sign because it conveys an idea about a specific event is no less content
based than a regulation that targets a sign because it conveys some other idea.” Id. at
2231. Revisions are proposed to the temporary sign provision (Section 9.61.160) to
ensure compliance with this holding.
Financial Impacts and Budget Actions
There is no immediate financial impact or budget action necessary as a result of the
recommended action.
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1
Vernice Hankins
From:Matthew Stevens <mastevens0131@gmail.com>
Sent:Monday, February 8, 2021 9:26 AM
To:councilmtgitems
Subject:Item 4.A. - Promenade
EXTERNAL
Mayor Himmelrich, Mayor Pro Tem McCowan and members of City Council:
While reading the Staff Report for Item 4.A., I was very surprised to learn about all of the uses that are banned on the
Promenade. These include:
‐ Escape rooms
‐ Video game arcades
‐ Live music venues
‐ Events and festivals
I think all of these uses would be very popular on the Promenade, including with local residents. People like spending
money on experiences and will be even more desperate to do so even when the pandemic ends. Seems like a no‐brainer
to legalize them.
The world is shifting to experiences over retail. The Promenade should shift accordingly. We had the right idea when we
put our movie theaters along the Promenade. Let's continue that approach by legalizing all sorts of other experiences as
well.
Regards,
Matt Stevens
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1
Vernice Hankins
From:Babak Mozaffari <bm@contactbm.com>
Sent:Monday, February 8, 2021 10:14 PM
To:councilmtgitems
Cc:Councilmember Kevin McKeown; Gleam Davis; Kristin McCowan; Sue Himmelrich; Phil Brock;
Christine Parra; Oscar de la Torre
Subject:Item #4A: Promenade Study Session, 2-9-2021
EXTERNAL
Honorable members of the Santa Monica City Council:
I write to you as a downtown resident, to comment on the Stabilization & Economic Vitality Plan for Third Street
Promenade.
I moved to my current apartment in downtown Santa Monica close to 7 years ago. I had lived within a short drive of the
area for years, and while I occasionally visited the promenade, it was the gradual improvement of the promenade
and surrounding area that finally proved appealing enough for me to move here. Having a job that allows me to work
from home, I wanted to do my part to drive less and cause less traffic, not to mention avoid harm to the environment
and leave a better world to future generations than I had found, not an uninhabitable one.
We now find ourselves in a pandemic that has devastated the food industry and accelerated the long‐term trend of
decline of physical retail. Low demand threatens the promenade in an unprecedented way, and it is my view and hope
that this council will fight to increase demand. This can be done by legalizing events, festivals, and various centers of
music, games, and entertainment that are currently banned, allowing such businesses to make their own determination
as to what services would have high demand. In parallel, the best way to increase demand is by increasing the number
of downtown residents, through allowing new housing and additional height and density on the promenade in line with
the general downtown area. Those new residents would be the most loyal customers of downtown and promenade
businesses, as well as the most environmentally friendly ones.
Regards, Babak Mozaffari
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Posts
Hi all, it's your mod UCLAClimate who cares a lot about Downtown Santa Monica and the Promenade.
On Tuesday night, The Santa Monica City Council will provide input to the Third Street Promenade
Stabilization and Economic Vitality Plan. Council members will provide their input about the
Promenade versus other retail areas as well as discuss the possibility of changes in zoning (retail mix
and permitted uses) and events programming. In recent years, Santa Monica residents have made up
less than 25% of the visitors and 15% of the purchases on the Promenade. As residents (or as
r/SantaMonica subscribers) you should let them know what you think the post-COVID future should
look like.
Here's a list of things not currently allowed on the Promenade that would require Council action:
Music, games, fitness classes (this was allowed on the north block only for the 2019 Promenade
Dress Rehearsal that included cool chairs and games)
New buildings or remodels higher than 3 stories
Events or festivals (the farmers' market doesn't use the Promenade. They did pilot a maker's
market for 2019 holidays)
Uses with an emphasis on video games (because of zoning that regulates Arcades and TVs), VR is
actually OK because the zoning doesn't address goggles and you can buy merchandise at the
store.
New housing
Escape room type uses (first floor must be retail, as defined when the zoning code was passed,
which makes it difficult to sell experiences).
Maybe you think some of these things should be allowed. Maybe you think more residents in the
downtown district would help the Promenade. Maybe you're still mad Henshey's closed. You can
make public comment a few ways:
1. Watch the meeting on Tuesday evening (2/9) via Blue Jeans, YouTube or City TV (cable channel
16) and call (310) 458-8423 when the presentation for item #4A begins.
2. Email councilmtgitems@smgov.net and reference Item #4A: Promenade Study Session
3. Comment below via the Super Bowl ad of the year's interface you already know and love.
4. Bring a soap box down to the Promenade and shout your opinion for all gathered to hear. Wear a
mask.
Posted by u/UCLAClimate Bergamot 1 day ago
The future of the Third Street Promenade
SantaMonica
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Packet Pg. 218 Attachment: Written Comments (4431 : Downtown Santa Monica/Third Street Promenade Stabilization and Economic Vitality Plan)
SORT BY Best Contest HIGHLIGHT COMMENTS SINCE Last Visit
Bonus: Comment options #1 & #2 will actually go to council!
Share 96% Upvoted93Approve Remove
Comment as UCLAClimate
K-Parks 1 day ago
I’m just sad the Barnes & Noble closed. Was the only thing that ever got me to go to the
promenade.
32 Reply Share Remove Spam Lock
Durendal_et_Joyeuse 1 day ago
Ditto, but my ability to be sad about beloved commercial spaces closing has been dried up,
after the Westside Pavillion, Souplantation, Barnes & Noble...
19 Reply Share
UCLAClimate Bergamot 1 day ago
I went to Book Monster this weekend and got a new book and two used children's books.
It's great that you can search inventory online and then find exactly where it is in the store.
It's not as social as B&N, but still has books in a walk-in retail format.
8 Reply Share
therealjohnmbrowning 1 hour ago
Shout out to Book Monster. I love it there.
2 Reply Share
chickenfriedsandwich 14 hours ago
"Hi, I'm from 1998"
1 Reply Share
What are your thoughts?Markdown Mode
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K-Parks 14 hours ago
Hi. Go tell 1998 me to buy Bitcoin in 10 years. Thx.
1 Reply Share
ZLM22 1 day ago
We had so many independent book stores, coffee shops, and funky stores in Santa Monica... i
wish I could transport you all back in time...
14 Reply Share Remove Spam Lock
BurntChkn 23 hours ago
Westside comedy is still kicking! (Hopefully)
3 Reply Share
Medium-Invite 23 hours ago
Literally the last fun event we attended before the lockdowns was a Valentine's Day show
at Westside.... feels like a decade ago at this point.
3 Reply Share
BurntChkn 22 hours ago
I can’t wait for it to come back. Miss that place so much, and all the great people that
hang out there.
1 Reply Share
propanesummer 1 day ago
Amen.
1 Reply Share
tee2green 1 day ago
1. more housing, as always. That way people can walk to the promenade instead of using
cars and creating traffic.
2. more bars and cafes. Should honestly be a dual-purpose cafe during the day and bar
during the night.
31 Reply Share Remove Spam Lock
BurntChkn 23 hours ago
Agreed there are no good coffee places on promenade. There used to be that French place
in the middle above Arizona but it closed. Now you have to go to 3rd st above Wilshire to
get a decent espresso.
R l
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tee2green 22 hours ago
Yeah you’re thinking of Demitasse? Really lovely spot.
There’s a spot called Adelaide that I was super excited about, but it ended up being
really disappointing to me. Just a tiny kiosk in the Social Eats thing.
If the promenade went for a European style with outdoor tables and lots of little
charming cafes and bars to choose from, then it would be delightful. And it would be
differentiated from all the other LA malls.
But their current style is pointless clothing retail and loud public performers, which is
kind of a shame in my opinion. Squandered opportunity for a really cool vibe.
5 Reply Share
BurntChkn 22 hours ago
Yeah, I always say if Thunderbolt book store on Santa Monica between 5th and 6th
was also a coffee shop it would beat all the others in town. Love that store.
And yeah, they fucked up and promenade just looks like a hodgepodge commercial
pop-up book. They could have done something really cool if they picked a historical
style. Like some Spanish inspired European street cafe or something. Just go to
Barcelona or Portugal, pick a street, and copy paste.
3 Reply Share
tee2green 22 hours ago
Yep, 100% agreed with European style copy-paste! Even Santa Barbara does a
much better job than LA does.
1 Reply Share
challengereality 1 day ago
I'd love to have a reason to go to the Promenade more, either on my own or with friends!
On my own:
Cute, independent bookshop! Preferably with coffee shop or cafe attached. Speaking
of...
Coffee shop/cafe with seating + outlets (may not seem feasible due to homeless being
likely to camp out there, but I used to work from the Barnes + Noble cafe without issue)
trendy thrift shops, cool antique stores, odd little novelty shops... basically anything
besides the brand name chain stores!
With Friends
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Escape room would be fun
Events + festivals! Would be amazing to be able to walk to food-related, cultural, music,
craftsman etc events. What about a fair featuring local artists? I'm sure there are many
who live in Santa Monica...
Am I the only who who is struggling to think of a single great restaurant on the
promenade itself? I do like the ramen place, I'm wondering if they can put more fun
little spots like that down there?
bars / pubs that don't blatantly cater to tourists...
Folks always complain about the homeless situation at the Promenade + surrounding area,
and I think the solution is to keep it bustling. Outdoor activities etc is great, I always enjoyed
going to the Promenade when there were other things going on (the salsa dancing group,
live music, etc).
Interested to hear other ideas!
13 Reply Share Remove Spam Lock
SpacemanSpiff3 1 day ago
Unfortunately it seems like the only places that can afford rent their are big chains, which
also lends themselves better to the fact the large majority of visitors there are tourists.
More indy restaurants, cafes, bookshops, etc would be amazing and I would actually make
the 2 minute trip over there if they existed.
3 Reply Share
therealjohnmbrowning 1 hour ago
I’m really hoping that the decline of retail and lowered rents will help more small shops
move in. I really hope so.
The promenade is a nice place to stroll and people watch, but I never have a need to go
into one of the stores.
1 Reply Share
BikingHam 1 day ago
If we want locals to go to the Promenade, open a Bay Cities Annex store. Just the deli section.
Then put lots of tables and chairs outdoors. Make it so there is an outdoor order counter,
where people walking their dogs can order and pick-up without having to go inside.
Also, allow alcohol consumption throughout the Promenade. Would love to have a beer while
walking through and window shopping. Maybe sit down at any outdoor table and enjoy a
beer or coffee.
There are tons of avid cyclists looking for outdoor coffee/food/beer places where they can
dine outside after a group ride. They don't carry locks, so they need to order and enjoy their
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food/beverage with their bikes next to them. Almost all places in Santa Monica don't allow
bikes inside, even in their outdoor sections.
12 Reply Share Remove Spam Lock
RemarkableNecessary7 1 day ago
promenade needs to step up its food game in a big way: bring great korean, persian, indian,
mexican restaurants and you will get a lot more customers.
9 Reply Share Remove Spam Lock
Durendal_et_Joyeuse 1 day ago
Thank you for taking the time to write this out. I found the "Discussion" section explaining
the reasons for the Promenade's downturn to be enlightening, especially in light of the
common belief that homeless people caused the Promenade's economic downturn.
I also noted that "more than 35 property owners" are in charge of the buildings. Just for
curiosity's sake, does anyone know how this compares to other outdoor business districts,
like Old Town Pasadena, Downtown Burbank, Downtown Long Beach, etc.? I just have no
reference for what the typical ratio is between property owners/managers to retail/restaurant
tenants in an open-air commercial area like this.
11 Reply Share Remove Spam Lock
BurntChkn 23 hours ago
I would honestly just make a promenade ordnance to prevent people from “performing”
without a permit. To stop the screaming Jesus guy, I would include panhandling, random
people singing poorly on the corners, with an attempt to stop the dudes always asking for
money. That shit is annoying af
3 Reply Share
BurntChkn 23 hours ago ·edited 23 hours ago
Westside Comedy Theater is the only thing worth visiting at the Promenade. Cut them some
slack and allow for alcohol in the alley in front of the theater.
Place has super legit owners and staff. Hope they make it.
Edit to expand:
I think (in my ignorance of financial possibilities) that the city should subsidize rent for small
businesses to encourage them to return to the promenade. And include business leeway or
perks by allowing them to bend some rules or be more interesting (escape rooms? Hell yes!)
Chains are good for tourists but you’re alienating locals because we have no reason to visit
those and pay inflated prices for merchandise.
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Places to sit and chill like The Gallery but that place is weird and their security will hassle you
if you’re sitting without a tray in front of you.
5 Reply Share Remove Spam Lock
carchit 1 day ago
There’s just too many tourists. It’s a problem shared with many attractive destinations - with
cheap air travel overwhelming local culture. Until you solve this problem I don’t see anything
changing - I’m a half mile away and avoid it if at possible - except for the farmers market
which has kept me here for 30 years. I don’t think you can overstate resident’s frustration that
downtown has been largely ceded to outsiders - with busy weekends a constant shriek of
sirens carting the tourists/homeless from downtown to the hospitals.
7 Reply Share Remove Spam Lock
flloyd 1 day ago
As noted in the documents linked in this thread, 85% of sales are from non-Santa Monicans,
and 50 are from non-LA area tourists. Saying no to tourists would probably kill downtown
Santa Monica.
7 Reply Share
joemama1333 1 day ago
Those are the stats because there’s nothing there we want. If the profile changed, sales
would too.
-1 Reply Share
flloyd 23 hours ago
What are the store and services that you would like to see in Downtown Santa Monica
that would appeal to Santa Monicans / Angelenos but not necessarily tourists?
2 Reply Share
9to82 1 day ago
While I would say it sucks the locals make up a smaller % of visitors, unfortunately you can't
really stop tourists from coming other than by making Santa Monica less attractive overall.
2 Reply Share
oh_god_its_raining 1 day ago
There is literally nothing on the SM Promenade I want to buy at this point. All of the
affordable, high quality stores and cafes are long gone. The whole thing is targeted at foreign
tourists now. When they come back, no one will care about the Promenade having anything a
local could want.
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Heck, what’s even left in Santa Monica that isn’t expensive and stupid? The Slice is gone, the
good coffeehouses are gone, and some of the branch libraries are closed permanently.
I really don’t know how normal people manage to live there anymore.
3 Reply Share Remove Spam Lock
RumboLongbow 23 hours ago
I love being so close to the beach and the lifestyle here is healthy. I’m close to all stores,
dmv here is chill, close to the 10, no real traffic around town, good food if you know where
to look, extremely good area for dogs, my rent is decent, honestly I have many more
reasons too. I didn’t move here for the promenade anyway and I like that it traps the
tourists in anyway.
5 Reply Share
Medium-Invite 22 hours ago
Agree with all of this. One of the few parts of LA I consider truly walkable.
What are some of your favorite food spots?
3 Reply Share
therealjohnmbrowning 1 hour ago
“Normal” person here and despite all the issues I love it here. I’m close to work, close to the
beach, close to the library, run in Palisades Park each morning, a top farmers market twice
a week, I buy too many books from Bookmonster, and enjoyed a movie every month (pre-
Covid). Saying there is nothing we want and it’s all “stupid” is simply ignorant.
2 Reply Share
Bobby2Fresh 1 day ago
Disagree strongly on height expansion. Majority of renters in SM don’t have AC and rely on
the sea breeze to cool their apartments. Building big tall buildings along the coast will stop
the breeze, increase the (felt) temperature, and then crank up SM’s power usage and energy
impact as more people install AC to compensate.
-14 Reply Share Remove Spam Lock
cherokeesix 1 day ago
This is the most ridiculous excuse for NIMBYism I’ve ever heard.
20 Reply Share
tee2green 1 day ago
They’re getting creative
6 Reply Share
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Medium-Invite 23 hours ago ·edited 22 hours ago
This entire comment section is a bunch of people regretting that more wasn't done to
prevent a corporate overhaul of downtown Santa Monica and hoping for a return to the
years of yore. Or to say it another way... regretting they did not act with more NIMBYism.
Not sure why we are shaming someone for wanting things to stay how they find
enjoyable.
-1 Reply Share
cherokeesix 21 hours ago
Because we're not a museum? Because the Promenade is one of the main economic
engines in the city but is currently 40% vacant?
Go buy a picture book if you're afraid of change. The rest of the world needs to adapt
and move on.
3 Reply Share
therealjohnmbrowning 1 hour ago
So this is actually not true. The marine layer is responsible for a lot of our “cooling” and it’s
distance from the ocean, not tall buildings, that dictate how it spreads.
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3
before, without any notice to parents, and by and through that traumatizing our
kids in order not to disrupt businesses? The City Engineering Department had
promised me in an e-mail that no work would be done in front of the school before 2:00
p.m. in order not to impact the children. This promise was not kept. Why am I not
surprised. We should all take a good look at Lamont Ewell, the City Manager who said
he takes full responsibility for the trees coming down. Who is he? What does he stand
for? Who hired him and why? Who controls him? He clearly does not embrace the
heart of the City -- a City that loves and cherishes its trees. In fact, City Councilman
Kevin McKeown seems to be the only person who knows his City and its people.
Sherry Martini
(310) 451-5088
MY RESPONSE TO BLOOM'S RESPONSE THAT SEEING TREES CUT DOWN IS NOT TRAUMATIC TO A PRE-
SCHOOLER:
-----Original Message-----
From: Richard Bloom <richard@bloomlaw.net>
To: hominita <hominita@aol.com>
Cc: council <council@smgov.net>; kevin <kevin@McKeown.net>; P.Lamont.Ewell <P.Lamont.Ewell@SMGOV.NET>;
richmartini <richmartini@yahoo.com>; jolee <jolee@first-pres.net>
Sent: Sun, May 18, 2008 1:58 am
Subject: Re: Further, more introspective response to Councilman Bloom's e-mail re my daughter
Sherry,
Yes, it does look like I've failed to follow my own advice and avoid the legalese. My apologies.
You are correct, I have practiced family law for nearly 30 years, much of that where children are involved. I doubt your
family is from a different planet! But, I do believe, based upon my experience, that it is best to leave children of tender
age to ponder children's issues and leave the adult stuff to us adults. But, you are the parent and I do not intend any
disrespect of your role.
Parenthetically (uh-oh, there i go again) I'm currently in Todos Santos (near Cabo san Lucas), Mexico, where I
have spent the day meeting with local and international officials on, among other things, efforts to maintain a
mostly pristine and very beautiful natural environment in the face of development. The task of saving the
planet from the many insults we have put upon it is huge. [emphasis added due to ironic nature of this
statement]
A part of me wishes I was able to read 20 stories to my kids again, too. But, I have good news for you on that front: 19
and 20 years old (the age of my kids) ain't bad either. You have good things to look forward to and we all have good
things to look back upon.
Peace and always seeking new paths sounds good to me, too.
Richard
On May 18, 2008, at 1:17 AM, hominita@aol.com wrote:
Dear Councilman Bloom,
It is now 12:50 a.m., long past bedtime for the mother of two small children. Yet, I found myself unable to
sleep. The words in your e-mail to me (below)l responding to mine, wherein I conveyed how traumatic it
was for my daughter to see the trees strewn about the street in front of her preschool, stumps and all, are
haunting me: You said: "Frankly, there is no time that this activity could have occurred that would have
precluded exposing children to the program, which, in an of itself, does not strike me as a likely or
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predictable source of trauma to children." This comment is made even more curious because, after
checking the California State Bar site, I find that you are a family law attorney, which means you deal with
children quite a bit.
Maybe my daughter Olivia (and my son RJ for that matter) are from a different planet. We are somewhat
odd. That I can readily admit. We walk in Palisades Park frequently and have names for many of the
trees. Anzara, Joe, Greenie. The list goes on. We hug the trees (yes we are tree-huggers) and call
them by name when we come upon them. My kids talk to those trees, and believe it or not, RJ and Olivia
say the trees talk back, saying all sorts of sweet things. So, for my daughter, trees are her friends. They
are not, as the City is found of calling them, "facilities". This is why she was so upset about the
trees. She lost some friends yesterday.
Listen, we have a terrible war going on, a tragic earthquake in China has occurred, not to mention other
truly more compelling issues and events in this world. So, to many, the Treesavers' efforts seem
nonsensical and a tremendous waste of time. I can't speak for my noble and peaceful fellow Treesavers,
who, despite saying they would chain themselves to trees (which you label an "illegal" activity), would not
hurt a soul and are the most law abiding citizens I've known because they are active citizens. But, as for
me, I became involved in the effort to save the trees because, after having felt so completely helpless
during the Bush administration reign, I thought I could at least have a voice in my own small
community. We were told so many untruths about those trees, with no forthright answers from the
City. That's what made the whole process so difficult to grasp. I think all the Treesavers are still
struggling to understand why the City would say the trees were diseased (when most of them were not),
then say they were coming down for various others reasons. There was no truth, or rather truth-seeking,
coming from the majority of our City Officials.
I want peace. I do not want to argue with you or anyone else. I'm probably the most flawed person I
know, constantly making mistakes. So, I want to forgive and learn and make things better. I just don't
know how to communicate with someone who would say, "in an of itself, [a child viewing the destruction
of the trees] does not strike me as a likely or predictable source of trauma to children." Is this the attorney
in you speaking or the human being?
Well, my kids are safe in their beds (after having told them what seemed like 20 stories), and their
sweetness and innocence inspires me and thrills me. I want to be like them. Recapture that. I think we
all do. Maybe you do too.
Let's find a new path. Okay.
Sherry Martini
From: Sherry Martini <sherryannmartini@yahoo.com>
Sent: Tuesday, February 9, 2021 9:37 AM
To: Sue Himmelrich <Sue.Himmelrich@SMGOV.NET>; Kristin McCowan <Kristin.McCowan@SMGOV.NET>;
Councilmember Kevin McKeown <Kevin.McKeown@SMGOV.NET>; Gleam Davis <gleam.davis@gmail.com>; Phil Brock
<Phil.Brock@SMGOV.NET>; odelatorre16@yahoo.com <odelatorre16@yahoo.com>; Christine Parra
<Christine.Parra@SMGOV.NET>
Cc: George S. Cardona <George.Cardona@SMGOV.NET>; Lane Dilg <Lane.Dilg@SMGOV.NET>
Subject: I'm not sure having Lamont Ewell choose next City Manager is a good idea
EXTERNAL
Folks,
I'm not sure Lamont Ewell is the right person to lead the search for a Manager to help bring our City together.
I ask that you all do your own research re this. Read up on his tenure here. Read up on what transpired after he retired
from Santa Monica. It is important to know as much as you can about the person who will lead the charge to appoint our
next city manager. You need to know what he stands for and believes in, and what he himself has done in cities he has
represented before, during and after his tenure here in Santa Monica.
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For me, I can't get past Ewell's actions as to the Ficus Trees on 2nd and 4th, when they were cut down in the middle of
the night in front of my daughter's First Pres preschool. It was such a cold, calculated and unthoughtful act to cut them
down in the middle of the night. He saw trees as "units" and not living things and the destruction of the trees was called a
"beautification project" (and Marsha Moutrie herself told me the plan had been to cut down a lot more trees even beyond
2nd and 4th). I'll never forget the day my daughter came to school and saw the trees she had given names to and
considered friends slaughtered on the ground. A teacher said she tried to warn us before we came, but I did not get the
message.
In addition, Ewell's extremely cozy relationship with Mayor Bloom, evidenced by an email sent to me around this time was
also of concern. It was like an "old boys club." I think we are past that era.
While I am sure Ewell is excellent at what he does, I also think we need someone without a history in Santa Monica to
help replace the truly irreplaceable Lane. Finding someone as honest, hard working and ethical as Lane will require a
very special person with no prior history to Santa Monic politics.
https://www.santamonicalookout.com/ssm_site/the_lookout/news/News-2008/May-
2008/05_16_08_City_Chops_Down_Ficus_Trees.htm
"After we received the Court decision in favor of the City, we moved expeditiously in an
attempt to make up for seven months of lost time,” City Manger Lamont Ewell wrote in an
email to the City Council Friday."
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Introduction
Charter Cities
Did you know that, under certain home rule provisions in California's state constitution, voters can
exercise a greater degree of local control than that provided by the California Legislature? Becoming a
charter city allows voters to determine how their city government is organized and, with respect to
municipal affairs, enact legislation different than that adopted by the state.
In 2001, the Institute for Local Government, the League's research arm, teamed up with the Hastings
Public Law Research Institute to create an informational resource for those interested in understanding
more about this special form of local control. The League is grateful to everyone who helped with this
project including Phillip Hall of UC Hastings and the Hastings Public Law Research Institute; Karl Berger
of Jenkins & Hogin LLP; Betsy Strauss (Attorney at Law); John Cook (Former City Attorney, Indian Wells);
and Harvey Levine (City Attorney, Fremont). In 2007, the League updated these resources and the new
documents can be found below. The League would like to thank Hilda Cantú Montoy (Attorney at Law) for
her help with the update.
Charter Cities: A Quick Summary for the Press and Researchers
The following summary was drafted by the League of California Cities’ legal staff,
in an attempt to give the press and research communities a primer on some
frequently asked questions regarding charter cities.
Charter Cities vs. General Law Cities – The Basics
The California Constitution gives cities the power to become charter cities.1 The benefit of becoming a
charter city is that charter cities have supreme authority over “municipal affairs.”2 In other words, a
charter city’s law concerning a municipal affair will trump a state law governing the same topic.3
Cities that have not adopted a charter are general law cities. General law cities are bound by the state’s
general law, even with respect to municipal affairs. Of California’s 478 cities, 108 of them are charter
cities.
The charter city provision of the State Constitution, commonly referred to as the “home-rule” provision, is
based on the principle that a city, rather than the state, is in the best position to know what it needs and
how to satisfy those needs.4 The home-rule provision allows charter cities to conduct their own business
and control their own affairs.5 A charter maximizes local control.
A city charter, in effect a city’s constitution, need not set out every municipal affair the city would like to
govern. So long as the charter contains a declaration that the city intends to avail itself of the full power
provided by the California Constitution, any city ordinance that regulates a municipal affair will govern over
a general law of the state.6
Defining ‘Municipal Affairs’
Determining what is and is not a “municipal affair” is not always straightforward. The California
Constitution does not define “municipal affair.” It does, however, set out a nonexclusive list of four “core”
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categories that are, by definition, municipal affairs.7
These categories are 1) regulation of the “city police force”; 2) “subgovernment in all or part of a city”; 3)
“conduct of city elections”; and 4) “the manner in which . . . municipal officers [are] elected.”8 Beyond this
list, it is up to the courts to determine what is and is not a municipal affair.
To determine if a matter is a municipal affair, a court will ask whether there are good reasons, grounded
on statewide interests, for the state law to preempt a local law.9 In other words, courts will ask whether
there is a need for “paramount state control” in the particular area of law.10 The Legislature’s intent when
enacting a specific law is not determinative.11
The concept of “municipal affairs” is fluid and may change over time.12 Issues that are municipal affairs
today could become areas of statewide concern in the future.13 Nonetheless, there are some areas that
courts have consistently classified as municipal affairs. These include:
• Municipal election matters14
• Land use and zoning decisions (with some exceptions)15
• How a city spends its tax dollars16
• Municipal contracts, provided the charter or a city ordinance exempts the city from the Public
Contract Code, and the subject matter of the bid constitutes a municipal affair.17 Thus, a charter
may exempt a city from the State’s competitive bidding statutes.
Likewise, there are some areas that courts have consistently classified as areas of statewide concern,
including:
• Traffic and vehicle regulation18
• Tort claims against a governmental entity19
• Regulation of school systems20
How to Become a Charter City
To become a charter city, a city must adopt a charter. There are two ways to adopt a charter:
• The city’s voters elect a charter commission.21 The commission has the responsibility of drafting and
debating the charter.
• The governing board of the city, on its own motion, drafts the charter.22
In either case, the charter is not adopted by the city until it is ratified by a majority vote of the city's
voters.23
For more information about charter cities, please visit the “Charter Cities” section of the League’s Web
site at http://www.cacities.org/chartercities.
1 Cal. Const. art. XI, § 3(a). 2 Cal. Const. art. XI, § 5(a). 3 Johnson v. Bradley, 4 Cal. 4th 389, 399 (1992). 4 Fragley v. Phelan, 126 Cal. 383, 387 (1899). 5 Id.
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Information from the nonpartisan California League of Cities:
http://www.cacities.org/chartercities
6 There are some exceptions to this rule. For example, a charter city is bound by the Public Contract Code unless the city’s
charter expressly exempts the city from the Code’s provisions or a city ordinance conflicts with a provision in the Code. See Cal.
Pub. Cont. Code § 1100.7. 7 Cal. Const. art. XI, § 5(b); Johnson, 4 Cal. 4th at 398. 8 Cal. Const. art. XI, § 5(b). 9 Johnson, 4 Cal. 4th at 405. 10 Id. at 400. 11 Id. at 405. 12 Cal. Fed. Savings & Loan Ass’n v. City of Los Angeles, 54 Cal. 3d 1, 16 (1991); Isaac v. City of Los Angeles, 66 Cal. App. 4th
586, 599 (1998). 13 Isaac, 66 Cal. App. 4th at 599. 14 Mackey v. Thiel, 262 Cal. App. 2d 362, 365 (1968). 15 See Brougher v. Bd. of Pub. Works, 205 Cal. 426, 440 (1928). 16 Johnson, 4 Cal. 4th at 407. 17 Pub. Cont. Code § 1100.7; R & A Vending Services, Inc. v. City of Los Angeles, 172 Cal. App. 3d 1188, 1191 (1985); Howard
Contracting, Inc. v. G.A. MacDonald Constr. Co., 71 Cal. App. 4th 38, 51 (1998). 18 Cal. Veh. Code § 21. 19 Helbach v. City of Long Beach, 50 Cal. App. 2d 242, 247 (1942). 20 Whisman v. San Francisco Unified Sch. Dist., 86 Cal. App. 3d 782, 789 (1978). 21 Cal. Gov’t Code § 34451. 22 Cal. Gov’t Code § 34458. 23 Cal. Gov’t Code §§ 34457, 34462.
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General Law City v. Charter City
Characteristic General Law City Charter City
Ability to Govern
Municipal Affairs
Bound by the state’s general law, regardless
of whether the subject concerns a municipal
affair.
Has supreme authority over “municipal
affairs.” Cal. Const. art. XI, § 5(b).
Form of Government
State law describes the city’s form of
government For example, Government
Code section 36501 authorizes general law
cities be governed by a city council of five
members, a city clerk, a city treasurer, a
police chief, a fire chief and any subordinate
officers or employees as required by law.
City electors may adopt ordinance which
provides for a different number of council
members. Cal. Gov’t section 34871. The
Government Code also authorizes the “city
manager” form of government. Cal. Gov’t
Code § 34851.
Charter can provide for any form of
government including the “strong mayor,”
and “city manager” forms. See Cal. Const.
art. XI, § 5(b); Cal. Gov’t Code § 34450 et seq.
Elections Generally
Municipal elections conducted in accordance
with the California Elections Code. Cal. Elec.
Code §§ 10101 et seq..
Not bound by the California Elections Code.
May establish own election dates, rules, and
procedures. See Cal. Const. art. XI, § 5(b);
Cal. Elec. Code §§ 10101 et seq..
Methods of Elections
Generally holds at-large elections whereby
voters vote for any candidate on the ballot.
Cities may also choose to elect the city
council “by” or “from” districts, so long as the
election system has been established by
ordinance and approved by the voters. Cal.
Gov’t Code § 34871. Mayor may be elected
by the city council or by vote of the people.
Cal. Gov’t Code §§ 34902.
May establish procedures for selecting
officers. May hold at-large or district
elections. See Cal. Const. art. XI, § 5(b).
City Council Member
Qualifications
Minimum qualifications are:
1. United States citizen
2. At least 18 years old
3. Registered voter
4. Resident of the city at least 15 days
prior to the election and throughout
his or her term
5. If elected by or from a district, be a
resident of the geographical area
comprising the district from which he
or she is elected.
Cal. Elec. Code § 321; Cal. Gov’t Code §§
34882, 36502; 87 Cal. Op. Att’y Gen. 30
(2004).
Can establish own criteria for city office
provided it does not violate the U.S.
Constitution. Cal. Const. art. XI, § 5(b), 82
Cal. Op. Att’y Gen. 6, 8 (1999).
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Characteristic General Law City Charter City
Public Funds for Candidate
in Municipal Elections
No public officer shall expend and no
candidate shall accept public money for the
purpose of seeking elected office. Cal. Gov’t
Code § 85300.
Public financing of election campaigns is
lawful. Johnson v. Bradley, 4 Cal. 4th 389
(1992).
Term Limits
May provide for term limits. Cal. Gov’t Code
§ 36502(b).
May provide for term limits. Cal. Const. art.
XI, § 5(b); Cal Gov’t Code Section 36502 (b).
Vacancies and Termination
of Office
An office becomes vacant in several
instances including death, resignation,
removal for failure to perform official duties,
electorate irregularities, absence from
meetings without permission, and upon non-
residency. Cal. Gov’t Code §§ 1770, 36502,
36513.
May establish criteria for vacating and
terminating city offices so long as it does not
violate the state and federal constitutions.
Cal. Const. art. XI, § 5(b).
Council Member
Compensation and
Expense Reimbursement
Salary-ceiling is set by city population and
salary increases set by state law except for
compensation established by city electors.
See Cal. Gov’t Code § 36516. If a city
provides any type of compensation or
payment of expenses to council members,
then all council members are required to
have two hours of ethics training. See Cal.
Gov’t Code §§ 53234 - 53235.
May establish council members’ salaries.
See Cal. Const. art. XI, § 5(b). If a city
provides any type of compensation or
payment of expenses to council members,
then all council members are required to
have two hours of ethics training. See Cal.
Gov’t Code §§ 53234 - 53235.
Legislative Authority
Ordinances may not be passed within five
days of introduction unless they are urgency
ordinances. Cal. Gov’t Code § 36934.
Ordinances may only be passed at a regular
meeting, and must be read in full at time of
introduction and passage except when, after
reading the title, further reading is waived.
Cal. Gov't Code § 36934.
May establish procedures for enacting local
ordinances. Brougher v. Bd. of Public Works,
205 Cal. 426 (1928).
Resolutions
May establish rules regarding the
procedures for adopting, amending or
repealing resolutions.
May establish procedures for adopting,
amending or repealing resolutions. Brougher
v. Bd. of Public Works, 205 Cal. 426 (1928).
Quorum and Voting
Requirements
A majority of the city council constitutes a
quorum for transaction of business. Cal.
Gov’t Code § 36810.
All ordinances, resolutions, and orders for
the payment of money require a recorded
majority vote of the total membership of the
city council. Cal. Gov't Code § 36936.
Specific legislation requires supermajority
votes for certain actions.
May establish own procedures and quorum
requirements. However, certain legislation
requiring supermajority votes is applicable to
charter cities. For example, see California
Code of Civil Procedure section 1245.240
requiring a vote of two-thirds of all the
members of the governing body unless a
greater vote is required by charter.
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Characteristic General Law City Charter City
Rules Governing
Procedure and Decorum
Ralph Brown Act is applicable. Cal. Gov’t
Code §§ 54951, 54953(a).
Conflict of interest laws are applicable. See
Cal. Gov’t Code § 87300 et seq..
Ralph Brown Act is applicable. Cal. Gov’t
Code §§ 54951, 54953(a).
Conflict of interest laws are applicable. See
Cal. Gov’t Code § 87300 et seq..
May provide provisions related to ethics,
conflicts, campaign financing and
incompatibility of office.
Personnel Matters
May establish standards, requirements and
procedures for hiring personnel consistent
with Government Code requirements.
May have “civil service” system, which
includes comprehensive procedures for
recruitment, hiring, testing and promotion.
See Cal. Gov't Code § 45000 et seq.
Meyers-Milias-Brown Act applies. Cal. Gov't
Code § 3500.
Cannot require employees be residents of
the city, but can require them to reside within
a reasonable and specific distance of their
place of employment. Cal. Const. art. XI, §
10(b).
May establish standards, requirements, and
procedures, including compensation, terms
and conditions of employment for personnel.
See Cal. Const. art. XI, § 5(b).
Procedures set forth in Meyers-Milias-Brown
Act (Cal. Gov't Code § 3500) apply, but note,
“[T]here is a clear distinction between the substance of a public employee labor issue
and the procedure by which it is resolved.
Thus there is no question that 'salaries of
local employees of a charter city constitute
municipal affairs and are not subject to
general laws.'” Voters for Responsible Retirement v. Board of Supervisors, 8
Cal.4th 765, 781 (1994).
Cannot require employees be residents of
the city, but can require them to reside within
a reasonable and specific distance of their
place of employment. Cal. Const. art. XI,
section 10(b).
Contracting Services
Authority to enter into contracts to carry out
necessary functions, including those
expressly granted and those implied by
necessity. See Cal. Gov't Code § 37103;
Carruth v. City of Madera, 233 Cal. App. 2d
688 (1965).
Full authority to contract consistent with
charter.
May transfer some of its functions to the
county including tax collection, assessment
collection and sale of property for non-
payment of taxes and assessments. Cal.
Gov't Code §§ 51330, 51334, 51335.
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Characteristic General Law City Charter City
Public Contracts
Competitive bidding required for public works
contracts over $5,000. Cal. Pub. Cont. Code
§ 20162. Such contracts must be awarded to
the lowest responsible bidder. Pub. Cont.
Code § 20162. If city elects subject itself to
uniform construction accounting procedures,
less formal procedures may be available for
contracts less than $100,000. See Cal. Pub.
Cont. Code §§ 22000, 22032.
Contracts for professional services such as
private architectural, landscape architectural,
engineering, environmental, land surveying,
or construction management firms need not
be competitively bid, but must be awarded
on basis of demonstrated competence and
professional qualifications necessary for the
satisfactory performance of services. Cal.
Gov't Code § 4526.
Not required to comply with bidding statutes
provided the city charter or a city ordinance
exempts the city from such statutes, and the
subject matter of the bid constitutes a
municipal affair. Pub. Cont. Code § 1100.7;
see R & A Vending Services, Inc. v. City of Los Angeles, 172 Cal. App. 3d 1188 (1985);
Howard Contracting, Inc. v. G.A. MacDonald Constr. Co., 71 Cal. App. 4th 38 (1998).
Payment of Prevailing
Wages
In general, prevailing wages must be paid on
public works projects over $1,000. Cal. Lab.
Code § 1771. Higher thresholds apply
($15,000 or $25,000) if the public entity has
adopted a special labor compliance program.
See Cal. Labor Code § 1771.5(a)-(c).
Historically, charter cities have not been
bound by state law prevailing-wage
requirements so long as the project is a
municipal affair, and not one funded by state
or federal grants. Vial v. City of San Diego,
122 Cal. App. 3d 346, 348 (1981). However,
there is a growing trend on the part of the
courts and the Legislature to expand the
applicability of prevailing wages to charter
cities under an analysis that argues that the
payment of prevailing wages is a matter of
statewide concern. The California Supreme
Court currently has before them a case that
will provide the opportunity to decide
whether prevailing wage is a municipal affair
or whether it has become a matter of
statewide concern.
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Characteristic General Law City Charter City
Finance and Taxing Power
May impose the same kinds of taxes and
assessment as charter cities. See Cal. Gov't
Code § 37100.5.
Imposition of taxes and assessments subject
to Proposition 218. Cal. Const. art.XIIIC.
Examples of common forms used in
assessment district financing include:
• Improvement Act of 1911. Cal. Sts.
& High. Code § 22500 et seq..
• Municipal Improvement Act of 1913. See Cal. Sts. & High. Code §§
10000 et seq..
• Improvement Bond Act of 1915. Cal.
Sts. & High. Code §§ 8500 et seq..
• Landscaping and Lighting Act of
1972. Cal. Sts. & High. Code §§
22500 et seq..
• Benefit Assessment Act of 1982.
Cal. Gov't Code §§ 54703 et seq..
May impose business license taxes for
regulatory purposes, revenue purposes, or
both. See Cal. Gov't Code § 37101.
May not impose real property transfer tax. See Cal. Const. art. XIIIA, § 4; Cal. Gov't
Code § 53725; but see authority to impose
documentary transfer taxes under certain
circumstances. Cal. Rev. & Tax. Code §
11911(a), (c).
Have the power to tax.
Have broader assessment powers than a
general law city, as well as taxation power as
determined on a case-by case basis.
Imposition of taxes and assessments subject
to Proposition 218, Cal. Const. art. XIIIC, §
2, and own charter limitations
May proceed under a general assessment
law, or enact local assessment laws and
then elect to proceed under the local law.
See J.W. Jones Companies v. City of San Diego, 157 Cal. App. 3d 745 (1984).
May impose business license taxes for any
purpose unless limited by state or federal
constitutions, or city charter. See Cal. Const.
art. XI, § 5.
May impose real property transfer tax; does
not violate either Cal. Const art. XIIIA or
California Government Code section 53725. See Cohn v. City of Oakland, 223 Cal. App.
3d 261 (1990); Fielder v. City of Los Angeles, 14 Cal. App. 4th 137 (1993).
Streets & Sidewalks
State has preempted entire field of traffic
control. Cal. Veh. Code § 21.
State has preempted entire field of traffic
control. Cal. Veh. Code § 21.
Penalties & Cost Recovery
May impose fines, penalties and forfeitures,
with a fine not exceeding $1,000. Cal. Gov’t
Code § 36901.
May enact ordinances providing for various
penalties so long as such penalties do not
exceed any maximum limits set by the
charter. County of Los Angeles v. City of Los
Angeles, 219 Cal. App. 2d 838, 844 (1963).
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Characteristic General Law City Charter City
Public Utilities/Franchises
May establish, purchase, and operate public
works to furnish its inhabitants with electric
power. See Cal. Const. art. XI, § 9(a); Cal.
Gov't Code § 39732; Cal. Pub. Util. Code §
10002.
May grant franchises to persons or
corporations seeking to furnish light, water,
power, heat, transportation or
communication services in the city to allow
use of city streets for such purposes. The
grant of franchises can be done through a
bidding process, under the Broughton Act,
Cal. Pub. Util. Code §§ 6001-6092, or
without a bidding process under the
Franchise Act of 1937, Cal. Pub. Util. Code
§§ 6201-6302.
May establish, purchase, and operate public
works to furnish its inhabitants with electric
power. See Cal. Const. art. XI, § 9(a); Cal.
Apartment Ass’n v. City of Stockton, 80 Cal.
App. 4th 699 (2000).
May establish conditions and regulations on
the granting of franchises to use city streets
to persons or corporations seeking to furnish
light, water, power, heat, transportation or
communication services in the city.
Franchise Act of 1937 is not applicable if
charter provides. Cal. Pub. Util. Code §
6205.
Zoning
Zoning ordinances must be consistent with
general plan. Cal. Gov't Code § 65860.
Zoning ordinances are not required to be
consistent with general plan unless the city
has adopted a consistency requirement by
charter or ordinance. Cal. Gov’t. Code §
65803.
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http://www.cacities.org/chartercities
Foundational aspects of charter cities
What is the Constitutional Framework for Charter Cities?
Article XI, section 3(a) of the California Constitution authorizes the adoption of a city
charter and provides such a charter has the force and effect of state law. Article XI,
section 5(a), the "home rule" provision, affirmatively grants to charter cities supremacy
over "municipal affairs." However, the California Constitution does not define the term
"municipal affair."
What are "Municipal Affairs?"
The home rule provision of the California Constitution authorizes a charter city to
exercise plenary authority over municipal affairs, free from any constraint imposed by the
general law and subject only to constitutional limitations. See Cal. Const. art. XI § 5(a);
Ex Parte Braun, 141 Cal. 204, 209 (1903); Bishop v. City of San Jose, 1 Cal. 3d 56, 61
(1969); Comm. of Seven Thousand v. Super. Ct. (City of Irvine), 45 Cal.3d 491 (1988).
How Do the Courts Distinguish Between Municipal and Statewide Concerns?
Whether a given activity is a municipal affair over which a city has sovereignty, or a
statewide concern, over which the legislature has authority, is a legal determination for
the courts to resolve. Thus, the determination of whether a given activity is a municipal
affair or statewide concern is done on a case-by-case basis. The court's determination
will depend on the particular facts and circumstances of each case. See In Re Hubbard,
62 Cal. 2d 119, 128 (1964). Keep in mind that the concept of "municipal affairs" is a fluid
one that changes over time as local issues become statewide concerns. See Issac v.
City of Los Angeles, 66 Cal. App. 4th 586 (1998).
What Activities Have the Courts Classified As Municipal Affairs?
There are some areas that the courts have consistently classified as municipal affairs.
Examples include the following:
Municipal Election Matters. See Mackey v. Thiel, 262 Cal. App. 2d 362 (1968).
Procedures for Initiative, Referendum and Recall. See Lawing v. Faul, 227 Cal.
App. 2d 23, 29 (1964).
Procedures for Adopting Ordinances. See Brougher v. Board of Public Works,
205 Cal. 426 (1928).
Compensation of City Officers and Employees. Cal. Const. art. XI, § 5(b); See
Sonoma County Organization of Public Employees v. County of Sonoma, 23 Cal.
3d 296 (1979); but see San Leandro Police Officers Association v. City of San
Leandro, 55 Cal. App. 3d 553 (1976) (labor relations is not a municipal affair;
Charter cities are subject to the Meyers-Milias Brown Act. Cal. Gov’t Code §
3500.
Processes Associated with City Contracts. See First Street Plaza Partners v. City
of Los Angeles, 65 Cal. App. 4th 650 (1998); but see Domar Electric, Inc. v. City
of Los Angeles, 41 Cal. App. 4th 810 (1995) (state law establishing employment
policy may preempt local regulation of bidding criteria).
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Information from the nonpartisan California League of Cities:
http://www.cacities.org/chartercities
Financing Public Improvements. See City of Santa Monica v. Grubb, 245 Cal.
App. 2d 718 (1996).
Making Charitable Gifts of Public Funds for Public Purposes. See Cal. Const. art.
XVI, § 6; Tevis v. City and County of San Francisco, 43 Cal. 2d 190 (1954).
Term Limits for Council Members. See Cawdrey v. City of Redondo Beach, 15
Cal. App. 4th 1212 (1993); but see Cal. Gov't Code § 36502(b) (regulating term
limits).
Land Use and Zoning Decisions (with a few exceptions). See Brougher v. Bd. of
Pub. Works, 205 Cal. 426 (1928).
What Activities Have the Courts Classified as Statewide Concerns?
The following have consistently been classified by the courts as matters of statewide
concern:
School Systems. Whisman v. San Francisco Unified Sch. Dist., 86 Cal. App. 3d
782, 789 (1978).
Traffic and Vehicle Regulation. Cal. Veh. Code § 21.
Licensing of Members of a Trade or Profession. City and County of San
Francisco v. Boss, 83 Cal. App. 2d 445 (1948).
Tort Claims Against a Governmental Entity. Helbach v. City of Long Beach, 50
Cal. App. 2d 242, 247 (1942).
Open and Public Meetings. Ralph M. Brown Act. Cal. Gov’t Code §§ 54951,
54953(a).
Exercise of the Power of Eminent Domain. Wilson v Beville, 47 Cal. 2d 852, 856
(1957).
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http://www.cacities.org/chartercities
What is a charter?
A city charter is a unique document that, in many ways, acts like a constitution for the
city adopting it. It can only be adopted, amended or repealed by a majority vote of a
city's voters. The primary advantage of a charter is that it allows greater authority for a
city’s governance than that provided by state law. For example, a city may tailor its
organization and elective offices, taking into account the unique local conditions and
needs of the community.
A charter transfers the power to adopt legislation affecting municipal affairs from the
state legislature to the city adopting it. A city operating under a charter can acquire full
control over its municipal affairs. These affairs are unaffected by the general laws
passed by the state legislature on the same subject matters. This, in effect, gives the
local voters more control over their local government and the affairs of the city.
However, a city operating under a charter is still subject to the general laws, as passed
by the state legislature, on affairs that are not municipal in nature, and are of statewide
concern (e.g., California Vehicle Code).
It is the scope of the term "municipal affairs" that provides the opportunity for uncertainty.
No easy analytical test exists. The threshold issue is whether there is a conflict between
state law and a charter city enactment. The next issue is whether the state regulation
addressed an issue of "state wide concern." Courts analyze these conflicts on a case-
by-case basis.
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http://www.cacities.org/chartercities
What is in a charter?
While a city charter is not required to have any particular provisions in it, a city will often
reserve for itself the greatest amount of power it can when it adopts a charter. To
accomplish this goal, the charter must include a declaration that it is the intention of the
city to avail itself of the full power provided by the state constitution to charter cities.
However, the city is not required to extend the breadth of its charter any further than it
wishes.
Some of the common areas that are explicitly regulated in a charter are:
The date and conduct of city elections;
Regulations on the appointment of municipal officials;
The terms and payment of municipal officials;
The process for removal of municipal officials;
Form of government;
Budget adoption;
The number, pay, qualifications, and appointment of deputies, clerks, and other
employees that each municipal officer will have;
Sub-government in all or part of the city;
The tenure of office for deputies, clerks, and other employees;
The process for removal of such deputies, clerks, and other employees; and
The constitution, regulation, and government of the local police force.
A number of California cities' charters are available online. The National Civic League
also has a model charter project.
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http://www.cacities.org/chartercities
Process used to adopt a charter
There are two ways to draft and adopt a city charter. The first is to elect a charter
commission. The commission then has the responsibility of debating over the provisions
and the drafting of the charter. The other alternative allows the governing board of the
city, on its own motion, to draft the charter. In either case, the charter is not adopted by
the city until it is ratified by a majority vote of the city's voters.
When using the charter commission approach, the first step is to elect the commission.
The vote to elect a charter commission is called for by either a majority vote of the city's
governing body or by a petition signed by not less than fifteen percent of the registered
voters within the city. If the formation of a charter commission is requested by a petition,
the authority in charge of the city's registration records must verify the signatures on the
petition. The expense of this verification must be paid for by the city's governing board.
If the petition is verified, the city's governing board must call for an election in
accordance with sections 1000 and 10403 of the California Elections Code. See Cal.
Gov't Code section 34452.
Once it has been decided that a charter commission election will take place, candidates
for commissioners must be nominated. Candidates for the office of charter
commissioner are nominated either in the same manner as officers of the city or by
petition. A candidate for charter commissioner must be a registered voter of the city.
After the election of commissioners, any vacancy on the commission will be filled by a
mayoral appointment. See Cal. Gov't Code section 34452.
At an election for charter commission members, the voters will vote first on the following
question: "Shall a charter commission be elected to propose a new charter?" After
voting on this question, the voters will then vote for the charter commission candidates.
If a majority of the voters vote for the formation of a charter commission, then the top
fifteen candidates for the office of charter commissioner will be organized as the city's
charter commission. No commission will be formed if a majority of voters vote against
the election of a charter commission. See Cal. Gov't Code section 34453.
Once formed, the charter commission will have the responsibility of developing the city's
charter. After a simple majority of commissioners have decided that the proposed
charter is appropriate, they file the charter with the city's clerk in preparation for a vote by
the city's electorate. See Cal. Gov't Code section 34455. However, instead of sending
the whole charter at once, periodically the commission may send portions of the charter
to the city's electorate for a vote. See Cal. Gov't Code section 34462.
After the charter (or portions of it) has been filed, it must be copied in type greater than
10 point and either mailed to all the voters of the city or made available to those citizens
who wish to review it before the election. The city may show the difference between
existing provisions of law and the new charter through the use of distinguished type
styles, but this is not required. See Cal. Gov't Code section 34456.
After the charter has been filed with the city clerk, the city's governing board must decide
whether to call a special election or to wait until the next established municipal election
to submit the charter to the voters. If the city's governing board determines that a
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Information from the nonpartisan California League of Cities:
http://www.cacities.org/chartercities
special election should be held, then they must call for that special election within 14
days of the charter being filed. The special election must be set at least 95 days after
the date from which the special election was called. See Cal. Gov't Code section 34457.
In any case, the charter commission must send the charter to the voters within two years
of the vote that formed the commission. Upon the expiration of the two-year time period,
the commission is abolished. See Cal. Gov't Code section 34462.
The alternative to electing a charter commission is to have the city's governing board
develop and draft the charter. An election to decide on the adoption of a charter may be
called by initiative or the city council. See Cal. Const. art. XI, § 3. On its own motion, the
city's governing board may propose a charter and submit it to the voters for adoption.
See Cal. Gov't Code section 34458. With this option, the governing board can call a
special election or allow the charter to be voted on at any established election date, as
long as that election date is at least 88 days after the proposed charter was filed with the
city clerk. See Cal. Gov't Code section 34458. As a practical matter, an election may
have to be called sooner than 88 days before the election in order to meet certain notice
and ballot printing deadlines.
In either case, the majority of voters must vote in favor of the proposed charter for it to
be ratified. The charter will not go into effect until it has been filed and accepted by the
Secretary of State. See Cal. Gov't Code section 34459. After a charter is approved by a
majority vote of the voters, the mayor and city clerk shall certify that the charter was
submitted to the voters of the city and that it was approved by a majority vote. See Cal.
Gov't Code section 34460. One copy of the approved charter shall be filed with the
County Recorder's office and one shall be kept in the City's archive. See Cal. Gov't Code
section 34460. A third copy of the charter must be submitted to the Secretary of State
with (1) copies of all publications and notices in connection with the calling of the
election; (2) certified copies of any arguments for or against the charter proposal which
were mailed to the voters; (3) a certified abstract of the vote at the election on the
charter. See Cal. Gov't Code section 34460.
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http://www.cacities.org/chartercities
How to amend or repeal a charter
If a citizens group, or the city's governing body, wishes to amend or repeal a portion of
the city's charter, the steps remain largely the same as they are for drafting a charter.
There are, however, two notable exceptions. First, the petition calling for the repeal or
amendment needs only ten percent of the electorate's signatures, instead of the
previous fifteen percent. See Cal. Elec. Code sections 9215 and 9255. The other
notable difference has to do with the charter itself. A city charter may establish different
rules for the municipal elections process than those laid out by the state legislature in the
Elections Code. If this is the case, the city's charter will govern the elections process
used to appeal or amend the city's charter, instead of the general laws laid out in the
Elections Code.
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http://www.cacities.org/chartercities
Charter Cities
Adelanto
Alameda
Albany
Alhambra
Anaheim
Arcadia
Bakersfield
Bell
Berkeley
Big Bear Lake
Buena Park
Burbank
Carlsbad
Cerritos
Chico
Chula Vista
Compton
Culver City
Cypress
Del Mar
Desert Hot Springs
Dinuba
Downey
El Centro
Eureka
Exeter
Folsom
Fortuna
Fresno
Gilroy
Glendale
Grass Valley
Hayward
Huntington Beach
Indian Wells
Industry
Inglewood
Irvine
Irwindale
King City
Kingsburg
Lancaster
La Quinta
Lemoore
Lindsay
Loma Linda
Long Beach
Los Alamitos
Los Angeles
Marina
Marysville
Merced
Modesto
Monterey
Mountain View
Napa
Needles
Newport Beach
Norco
Oakland
Oceanside
Oroville
Pacific Grove
Palm Desert
Palm Springs
Palmdale
Palo Alto
Pasadena
Petaluma
Piedmont
Placentia
Pomona
Port Hueneme
Porterville
Rancho Mirage
Redondo Beach
Redwood City
Richmond
Riverside
Roseville
Sacramento
Salinas
San Bernardino
San Diego
San Francisco
San Jose
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http://www.cacities.org/chartercities
San Leandro
San Luis Obispo
San Marcos
San Mateo
San Rafael
San Ramon
Sand City
Santa Ana
Santa Barbara
Santa Clara
Santa Cruz
Santa Maria
Santa Monica
Santa Rosa
Santee
Seal Beach
Shafter
Signal Hill
Solvang
Stockton
Sunnyvale
Temple City
Torrance
Truckee
Tulare
Vallejo
Ventura
Vernon
Victorville
Visalia
Vista
Watsonville
Whittier
Woodlake
Total Cities: 120
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Santa Monica Bayside Owners Association
February 9, 2021
Dear Mayor, City Council, Director of Planning & Deputy City Manager,
I represent a newly formed 501c-3 called the Santa Monica Bayside
Owners Association ("SMBOA"), whose members are property owners and
business owners in the downtown district of Santa Monica, (please see
attached SMBOA Mission Statement).
Although City staff has recommended that City Council review and
comment on the Third Street Promenade Stabilization & Economic Vitality
Plan that Downtown Santa Monica (“DTSM”) submitted for your discussion,
with a preliminary cost of approximately $275,000, I am writing today to
urge the City Council to put on hold any decisions regarding the
hiring of any consulting firms engaging in strategic planning for the
Downtown Santa Monica District.
1. WE AGREE THAT SANTA MONICA NEEDS A BOLD AND
STRATEGIC VISION TO ENSURE OUR DOWNTOWN DISTRICT IS ECO-
FRIENDLY AND DRIVES REVENUE, WELCOMES TOURISM AND
BECOMES A THRIVING RETAIL, BUSINESS AND ENTERTAINMENT
DESTINATION. HOWEVER:
There are many reasons for this request:
•DTSM is failing to properly include the stakeholders in the decisions
made for the district, by the non-transparent processes they utilize to
make decisions. In fact, this plan was NEITHER vetted NOR
approved by the owners or the full Board.
•DTSM has lost its focus, is imprudent and continues to spend
stakeholder dollars on a multitude of studies for future development
but is FAILING in their duties as property managers.
•With the expansion of the district, DTSM is now collecting close to
$10 million in assessment dollars which come directly from the
property and business owners of the district. Yet, property and
business owners have no control over how those dollars are spent.
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Santa Monica Bayside Owners Association
2. IN THE MEANTIME, WE NEED TO GET OUR HOUSE IN ORDER.
THINGS ARE BREAKING DOWN:
•The District is in dire straits and needs immediate attention. It is dirty,
unsafe and unappealing and poses health hazards to everyone who
works and visits there. These problems have been worsening over
time but have been exacerbated through recent lack of attention to
maintenance and security. These problems began long before the
Covid-19 pandemic and will continue until DTSM and the City make
better decisions about how these resources are used. By failing in
these basic duties, DTSM and the City are putting lives at risk of
injury and properties at risk of damage and destruction. Everyone
who comes to our district to work or shop or eat or play, deserves to
have clean alleys, parking structures, stairwells and elevators, and
deserves to enjoy a safe, clean and cheerful Third Street Promenade
experience.
The current plan up for review has NO PROVISION TO ADDRESS THE
IMMEDIATE NEEDS.
3. LET’S WORK TOGETHER:
With a new City Council in place and a new representative organization
speaking for the stakeholders, we are hopeful we can work together to fix
the district’s immediate needs and work collaboratively on a long-term
vision for the area.
There’s an old adage that says, “If you are not part of the solution you
become part of the problem”. We hope and trust that you, the new City
Council, listen to and take into consideration the voices of the stakeholders
who must become an integral part of the decision-making process.
As you are well aware, the revenue dollars coming from the district have
drastically decreased. This district used to generate millions of dollars in
revenue for the city.
Let’s work together and make sure that happens again.
Sincerely,
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Santa Monica Bayside Owners Association
Laurie R. Sasson
President, SMBOA
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SANTA MONICA BAYSIDE OWNERS ASSOCIATION
The Santa Monica Bayside Owners Association ("SMBOA") is a newly formed
not for profit 501(c)(3) organization made up of property owners, business
owners, merchants and restaurants (“Stakeholders”) in and around the Third
Street Promenade (“Promenade”), or more specifically, in the area bordering or
within Ocean Avenue to 4th Street and Wilshire to Colorado (“District”) in the City
of Santa Monica, California.
MISSION
Our mission as the Santa Monica Bayside Owners Association (“SMBOA”) is to
represent and communicate the vision, concerns, and desires of the
Stakeholders in the District to Downtown Santa Monica (“DTSM”) and the City of
Santa Monica (“City”) in order to help better maintain, beautify and reinvent the
area so it will once again become, and remain, a desired and beloved destination
for locals and tourists alike.
1. SMBOA intends to address the concerns of the Stakeholders and work
together with the City and DTSM on identifying and implementing immediate and
cost-effective solutions to the following:
•Beautifying landscape and streets
•Enhancing safety and security
•Improving cleanliness and desirability
•Implementing business incentives to attract new tenants
•Supporting existing businesses with programming to attract locals
•Increasing tourism
•Improving transportation and removing gridlock
2. SMBOA intends to hold Town Hall meetings for all Stakeholders to be heard
and for new ideas to be presented.
3. SMBOA intends to keep Stakeholders informed of meetings and apprised of
notices on a regular and as-needed basis via emails and a future website.
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SANTA MONICA BAYSIDE OWNERS ASSOCIATION
HISTORY
A. Since 1989, the Third Street Promenade has served as the lifeblood of Downtown
Santa Monica. For three decades, these three tiny blocks between Wilshire and
Colorado have generated nearly a quarter (22.25%) of the total sales tax revenues for
the City of Santa Monica and has brought an influx of tourists and visitors to the District.
B. In recent years, there have been significant declines in visitors to the Promenade,
which have only been exacerbated by the Covid-19 pandemic. The streets are unsafe,
the landscaping is dull, businesses struggle to remain open, vacancies continue to
sprout, crime is on the rise, and the sanitary conditions are reaching new lows.The
property owners have drastically reduced rents to attract tenants, but that has not been
enough.
C. DTSM’s Promenade 3.0 was the most recent attempt to address these concerns,
but is no longer a viable option. Unfortunately, the Promenade appears trapped in time
and withering away while outdoor destinations elsewhere have flourished.
D. The Stakeholders of the District have time and again undertaken great expense to
ensure the ongoing vibrancy of the area. They paid for a bond to construct the public
parking structures, established the Bayside District Corporation, and later voted for an
additional tax assessment to create the Property Based Assessment District (“PBAD”),
known as Downtown Santa Monica, Inc. (“DTSM”), with a current annual operating
budget of nearly $10,000,000.
E. Individual Stakeholders have tirelessly, yet unsuccessfully, tried to work with the City
and DTSM in addressing the declines in our district. Therefore, due to the lag in
responsiveness and the lack of results, we have elected to establish an independent
association to address the concerns of the Stakeholders in the hopes of revitalizing our
district.
TODAY
Today we are asking all Stakeholders for participation in the Santa Monica Bayside
Owners Association.
Initial annual dues are welcome but not mandatory and range from $200 to $1,000 per
property or business.
We look forward to your participation and suggestions in the months and years ahead.
Very truly yours,
Laurie R. Sasson
President, Santa Monica Bayside Owners Association
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