Planning Commission Report

Transcription

1 Planning Commission Report Planning Commission Meeting: April 4, 2018 To: From: Subject: Planning Commission Henry Servin, Acting Traffic and Parking Manager Downtown Parking Pricing Strategies Study Session Agenda Item: 10-B Recommended Action Staff recommends that the Planning Commission review and provide feedback on proposed parking pricing strategies for Downtown. Executive Summary Parking policy and parking facilities have been integral to the evolution of Santa Monica, particularly our vibrant Downtown and three miles of beachfront. The City owns and/or operates 43 parking facilities with approximately 14,000 available public parking spaces. These parking facilities help support the diverse local economy by providing convenient access to housing, retail centers, hotels and restaurants, employment, a public beach and community parks, education and recreation centers, special events, and municipal services and social service agencies alike. However, both policy and the market for parking are changing. There is increasing recognition of the high economic and environmental cost of subsidized parking, and growing recognition that in a region where there are seven parking spaces for every car that greater attention must be paid to the efficient utilization of parking. Council adopted policies outlined in the Land Use and Circulation Element ( LUCE ) and Downtown Community Plan ( DCP ) suggest that parking pricing is one of the most effective strategies to reduce traffic congestion, encourage the shift towards alternative modes of transportation, and facilitate a more efficient use of existing parking supply. Based on a comprehensive analysis of the aggregated parking transaction and occupancy data, staff seeks Planning Commission feedback on employing a demandresponsive parking pricing strategy in the Downtown core and peripheral parking facilities to proactively manage the various weekday and weekend demands, including traffic, congestion and circulation challenges. These parking policy shifts are part of the City s larger focus on the Strategic Goal of creating a new model of mobility, one that Council reaffirmed during its wide-ranging February 27, 2018 mobility study session, emphasizing the importance of aligning our

2 policies and investments to support a more livable community. In addition, these concepts reflect changing mobility patterns as alternate travel modes including ride share companies, bike share, dockless mobility devices, and the advent of autonomous vehicles reshape how people travel, with the apparent net impact of reducing and/or redistributing locational parking demand. On March 6, 2018, staff conducted a study session with City Council that included various demand-responsive parking pricing strategy options for Council consideration, review, and discussion. Staff sought Council direction on the concept of implementing a demand-responsive parking pricing strategy that sets different rate structures on weekdays and weekends based on their different demand patterns. Staff believes that creating a weekday versus weekend pricing structure throughout the Downtown and peripheral facilities would better align pricing with demand to ensure that there is at least 15% availability at all times in all facilities, and would allow the City to maintain sufficient ongoing revenues to fund parking, traffic and circulation programs, and other essential public services. Council was supportive of retaining the 90-minutes free, increasing parking prices but implement uniform pricing for Structures #1-8 to reduce customer confusion, and eliminate monthly parking from structures with the highest occupancy such as PS#1 and #3. Staff recommends that the Planning Commission review and provide comment on the proposed parking pricing strategy options included in this staff report. Based on comments, feedback, and discussion at this study session, staff would return to City Council in April 2018 with specific rate proposals, including enabling ordinances and resolutions, for Council approval and adoption. Over the previous six months, staff conducted study sessions with various stakeholders throughout the City to ensure that their needs were considered in the overall proposed parking management strategies. Feedback from each body is incorporated in the strategies outlined in the Discussion Section of the staff report. Background Prior Council Action on Parking Rates On May 11, 2010, Council adopted a resolution establishing new parking rates for offstreet parking as a first phase in implementing the 2009 Walker Parking Study recommendations. The Walker Parking Study found that there was an imbalance in pricing between the different parking facilities within Downtown resulting in the unintended consequence of putting visitors, employees, and transient and monthly parkers in competition for the most convenient and often least expensive spaces while other spaces in the City remained unoccupied. Walker Parking consultants provided recommendations consistent with the LUCE to better manage parking demand and maximize efficiency of the public parking supply in Downtown Santa Monica. On July 10, 2012, Council adopted a resolution establishing new parking fees citywide at all on-street parking meters, off-street parking facilities, and beach parking lots, including a reduction in the Downtown grace period from two hours to ninety minutes. 2

3 These changes were informed by a parking rate study conducted by Walker Parking Consultants in 2012, consistent with the LUCE and the 2009 Walker Parking Study. On May 10, 2016, Council adopted a resolution establishing revised parking rates for the Civic Center and Downtown parking facilities to address increased high weekday occupancies and discourage potential park and ride activity due to the arrival of the Expo Light Rail. Attachment A includes a detailed year over year analysis of transactions, utilization, parking duration and peak occupancies for each parking facility. Existing Parking Occupancies,, and Durations In, there were 7.6 million total (transient and permit) parking transactions in the Downtown core and peripheral facilities discussed in this staff report. In, there were 7.1 million total parking transactions, resulting in a 0.5 million, or 7%, reduction when compared to the prior year. The data included in Attachment A shows that the parking rate increase in, in combination with changing mobility patterns as alternative travel modes including Expo Light Rail, rideshare companies, and bike share, had a direct impact on parking behavior in the City, all contributing to the achievement of the following goals: Reducing total parking sessions in these Downtown core facilities Discouraging park and ride activity in Downtown facilities Reducing high weekday peak occupancies in many of the Downtown parking facilities Freeing up parking for short-term parking for residents and Downtown visitors Encouraging parkers to utilize less expensive parking facilities on the periphery of the Downtown core, or consider shifting to more sustainable transportation options The reduction in total parking transactions continued into the first half of FY In light of this, on February 13, 2018, staff included a 7% reduction in projected General Fund parking revenues as part of the Midyear Financial Status Update to Council. The midyear budget adjustment corrects the previous ongoing revenue projection related to the parking rate increase and accounts for the current shift in how staff believes people travel into the Downtown, including the following: Expo Light Rail ridership realized a significant increase when it began six-minute headway service in March The City s Traffic Management Division also implemented a signal priority protocol for Expo trains around this time, giving the rail the green light versus surrounding traffic. Expo now has a significant time and frequency advantage it did not have prior to March Additional information related to Expo Light Rail Ridership Statistics are included in Attachment B. The Police Department worked out geo-fenced customer pick up solutions with Lyft and with Uber. As such, these TNC operators have streamlined their operations making them even more attractive for use in our downtown, and along Main Street. The significance is that TNC customers are able to get greater access to downtown and Main Street venues than ever before. This provides a 3

4 competitive time and money advantage over the pricing and location of our parking structures and lots. The nature of downtown shopping is changing significantly. As mentioned in the Midyear Financial Status Update, many customers are switching from visiting brick and mortar stores and making bulk purchases to on-line shopping. While there were also slight decreases in the average peak occupancy for weekdays and weekends in some of the Downtown and peripheral facilities during the first half of FY , other parking facilities either maintained existing peak occupancies or realized increases primarily due to their proximity and accessibility to the Downtown. Proposed Annual State of the Citywide Parking Report Council directed staff to report annually on the State of Citywide parking. This annual report would including the following: Analysis of parking revenues, including utilization and availability data by location, day of week, and parking type Analysis of parking operating and capital expenditures, including progress reports on capital improvement projects Operational assessment and services update Parking asset management update including planned equipment replacement Emerging parking trends and technologies Key accomplishments Various challenges of Citywide parking operations and proposed opportunities for improvement Updates to long term parking management strategies Future year parking rate recommendations based on data analytics and Council adopted parking policies Progress towards meeting Council strategic goals Discussion Overview of Common Parking Pricing Strategies Parking policy is ultimately driven by the City s larger policy goals, including supporting the Mobility Strategic Goal and contributing to the City s Framework of Economic Opportunity and fiscal sustainability. By way of background, some of the commonly used demand-responsive parking pricing strategies employed by various agencies include congestion pricing 1 and dynamic pricing 2. These strategies are intended to 1 Congestion Pricing is a demand-side solution of setting prices to reduce parking, traffic and congestion during high peak occupancy or rush hours. This pricing method is supposed to encourage users who can be flexible in their usage times to shift their use away from peak periods to times when it is less expensive. Below are some of the congestion pricing options: Time of Day Pricing ( Time Bands ) set parking rates based on peak parking demand patterns (i.e. cheaper parking during low-demand morning hours, increased parking rates during high-demand afternoon hours, and reduce parking rates for low-demand evening hours) Day of Week Pricing sets parking rates based on the different demand patterns during weekday and weekends 4

5 ensure availability at all times in parking facilities but are not being pursued for Santa Monica at this time. This report seeks the Planning Commission s feedback on staff s proposal to undertake a transition in parking strategy that involves a range of interrelated changes. Accordingly, this report provides an overview of the concepts in the following sections: 1. Proposed Downtown and Peripheral Parking Facility Pricing Strategies 2. Other Items for Planning Commission s Consideration Section 1 Downtown and Peripheral Parking Pricing Strategies The LUCE and the DCP include specific language about how to better manage the parking resources and achieve greater mode shift to other more sustainable transportation options. The LUCE suggests managing parking in Santa Monica as a limited resource, ensuring that adequate parking is available for residents, employees, and visitors by establishing an availability target of at least 15% of spaces in every lot and garage at all times. It also suggests that the City should adjust parking prices and the hours of enforcement to meet this target, varying by time of day, season, and location. Moreover, the LUCE recognizes that parking provides a substantial positive revenue stream to the City that should continue well into the future. The DCP echoes many of the core parking management policies of the LUCE, including maximizing the use of the citywide parking inventory of available spaces and actively reviewing parking data to address occupancy, traffic, access and circulation challenges. The DCP goes a step further by 1) eliminating minimum parking requirements; 2) establishing a goal to reduce the Downtown core public supply by 650 spaces by 2021; and 3) recommending price adjustments that would help to unlock nearly 4,000 privately owned spaces Downtown allowing for the integration of public and private spaces into a shared network with real-time information to further inform policy decisions. Setting sensible parking pricing is one of the most effective strategies to manage demand, ensure parking availability at all times, maximize the use of underutilized facilities, reduce traffic congestion, and encourage the use of more sustainable modes of transportation. On March 6, 2018, staff conducted a study session with City Council that included various demand-responsive parking pricing strategy options for Council consideration, review, and discussion. Staff sought Council direction on the concept of implementing a demand-responsive parking pricing strategy that sets different rate structures on Progressive ( Length of Stay ) Parking Pricing sets parking rates to facilitate a desired rate of turnover, maintain rates for desired short-term parking at a lower rate and then escalate rates with time 2 Dynamic Pricing is a demand-side solution that sets pricing based on real-time changes in the market. This pricing strategy would allow the City to increase rates when demand is high and lower rates when demand is lower based on real-time occupancies in each of the facilities. This would require a significant investment in new parking technologies and systems and each of the various parking and traffic systems would need to interface with each other in real-time to supply the necessary data to facilitate this pricing strategy. This strategy is not proposed for Santa Monica parking facilities at this time. 5

6 weekdays and weekends based on their different demand patterns, including the following range of choices: 1. Extend the pilot Downtown employee discount validation parking program for one additional year, through June 30, Use shorter pricing periods, ensuring minimal impact on short-term parking sessions and progressively increasing the incremental parking rates for successive periods. This is designed to facilitate availability, encourage long-term parking sessions in the less expensive parking facilities outside of the Downtown core, and/or encourage consideration of travel mode shift 3. Set transient parking rates for PS 1 and 3 slightly higher than the remaining Downtown parking facilities to respond to the excessively high weekday and weekend demand in these two facilities (See Attachment D for map) 4. Set transient parking rates for PS 2, 4 through 8 and KEC, slightly lower than PS 1 and 3 to proactively respond to anticipated redistribution of parkers due to rate differential 5. Set transient parking rates for PS 9 and 10 similarly to balance the demand between the two facilities, both located just north of Wilshire, and to reduce onstreet traffic congestion in the Downtown core 6. Increase weekday transient parking rates at the Main Library Parking Structure to respond to specific demand, including an increase in transactions and occupancy 7. Increase monthly parking permit fees from 8 times the transient daily maximum in the Library, and 10 times the daily maximum in PS 1-9, to a uniform 11 times the transient daily maximum rate across all Downtown facilities 8. Reduce the free grace period in the Downtown core facilities, Parking Structures 1-8 and Ken Edwards Center, from 90 minutes to 60 minutes 9. Reduce the free grace period in Parking Structure 9, a non-downtown core facility located north of Wilshire Blvd., from 90 minutes to 30 minutes At this study session, City Council directed staff to return to Council as soon as reasonably possible, with the necessary ordinance and resolution, to adopt the proposed parking rate increases with the following modifications: Maintain first 90 minutes free parking period in PS 1-9 and KEC Increase parking rates; however maintain a uniform parking rate structure across Downtown core facilities, PS 1-8 and KEC, to avoid customer confusion Eliminate monthly parking in PS 1 and 3, providing alternative monthly parking options, if necessary, in PS 9 and 10 based on availability As part of the broader City parking management strategies, Council also directed staff to: Continue to invest incremental parking revenues into parking traffic, access, and circulation programs, including transit subsidies options Evaluate the effectiveness of alternative parking programs presented to Council, including the a SM Resident Loyalty Parking Program and a Downtown Merchant Validation Program 6

7 Continue providing subsidized parking for Ken Edwards Center and Santa Monica Emeritus College program users Evaluate the usefulness of a new subsidized parking program for Main Library program users Consider working with TNC operators to create programs that subsidize trips into Downtown Consider developing a universal valet program Return to Council with a long term parking management strategy Return to Council annually to report on the State of Citywide Parking Section 2 Other Items for Planning Commission s Consideration Adjust Free Disabled Placard Parking Policy in Off-Street Parking Facilities Council adopted a policy via resolution to provide free parking for vehicles displaying ADA placards for the following on-street parking meters and off-street City parking facilities: On-street parking meters (in conformance with State law) Preferential parking zones 1-5 (in conformance with State law) Main Library Parking Structure Main Library Parking Surface Lot Civic Center Parking Structure and Parking Lot (except during capacity events) Beach Parking Lots (South, Central, and North) Pier Deck Parking Lot Parking Structure 10 Main Street Parking Lots (Lots 9, 10, 11, and 26) Mid-City Parking Lots (Lots 7, 8, and 12) Downtown Parking Lots (Lots 27, 28, 29, and 30) Staff recommends adjusting this policy to eliminate free ADA parking in the Main Library Parking Structure and Parking Structure 10 as these facilities have higher average peak occupancies than some of the other parking facilities in the overall City parking portfolio. Additionally, Parking Structure 10 has a total of 81 parking spaces, two of which are reserved for ADA parking. By eliminating free ADA parking in these specific facilities, parking spaces will become more available by discouraging long-term transient parking and storage parking in these spaces. This proposed adjustment was discussed with stakeholder representatives of the Commission for the Senior Community and the Disabilities Commission. The Commissioners were generally supportive of providing seniors and persons with disabilities more parking availability. They understood that eliminating free parking in the structures would ensure greater turnover for other ADA visitors, but recommended this plan be well communicated to stakeholders to minimize surprise and inconvenience. 7

8 Adjust Rate for Annual Senior Beach Parking Permit The annual Senior Beach parking permit allows California residents, ages 62 and over, to park at all Beach parking lots, excluding Pier Deck, during posted time limits of sunrise to sunset. The annual permit fee is $2.20 and is valid from April 1 to March 31. There are currently 3,000 permits made available to eligible California residents, with 42% of which are purchased by Santa Monica residents while the remaining 58% purchased by non-santa Monica residents. Below are the current rates for an annual Senior Beach parking permit in the following neighboring beach cities: Los Angeles County Beaches and Harbor Senior Parking Permit - $25 Orange County Beach Parking Pass for Seniors and Disabled - $35 Long Beach Day Parking Pass for Seniors - $75 Huntington Beach Senior Parking Pass - $75 Staff recommends adjusting the rates to $25 to align with Los Angeles County Beaches and Harbor rates, the lowest rate amongst the neighboring beach cities. This proposed pricing change was discussed with stakeholder representatives of the Commission for the Senior Community and the Disabilities Commission. The Commissioners agreed but recommended that this change be widely noticed to avoid surprise and inconvenience. Summary of Outreach to Boards and Commissions Staff conducted study sessions with the following Boards and Commissions to ensure that the needs of the communities represented by the respective commissions were considered with the proposals included in this staff report: Commission for the Senior Community October 2017 Santa Monica Library Board October 2017 Chamber of Commerce November 2017 Disabilities Commission November 2017 Downtown Santa Monica, Inc. November 2017 Santa Monica Travel and Tourism January 2018 Official feedback from each body was thoroughly considered and incorporated herein. Attachment C includes formal responses from the respective bodies. Staff would return to the Boards and Commissions with additional study sessions to further discuss these topics and inform these stakeholders of broader parking management strategies. Commission recommendations that are not consistent with city goals were not forwarded at this time. Commissioners at their respective meetings did understand reasoning for staff direction and requested follow up meetings to discuss. They also requested that staff conduct comprehensive outreach to impacted communities of interest to inform them of proposed changes. 8

9 Recommended Next Steps Based on comments, feedback, and discussion at this Planning Commission study session, staff would present a recommendation to Council in April 2018 with specific rate proposals and enabling ordinances and resolutions for adoption. Prepared by: Michael Towler, Principal Administrative Analyst Attachments A. FY Parking Analytics B. Expo Light Rail Ridership Statistics C. Boards and Commissions Letters D. Downtown Parking Map 9

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11 Year-Over-Year Parking Analytics In, there were 7.6 million total (transient and permit) parking transactions in the Downtown core and peripheral facilities discussed in this staff report. In, there were 7.1 million transactions, resulting in a -0.5 million, or -7% reduction when compared to the prior year. The data included in this attachment shows that the rate increase, in conjunction with increased popularity of Transportation Network Companies ( TNC ) and the increased demand in Expo Light Rail ridership had a direct impact on parking behavior in the City, particularly successful in achieving the following goals: Reducing total parking sessions in these Downtown core facilities Discouraging park and ride activity in the Downtown core facilities Reducing high weekday peak occupancies in most of the Downtown parking facilities Freeing up parking for short-term parking for residents and Downtown visitors Encouraging parkers to utilize less expensive parking facilities on the periphery of the Downtown core, or consider shifting to alternative modes of transportation While this multi-pronged strategy was successful in better managing the overall parking demand and balancing the various needs of the community, the impact on the occupancies of each individual facility within the portfolio varied. A detailed analysis including transactions, occupancies, and parking durations for each of the Downtown parking facilities is included below. *Please note that there may be nominal variances in the grand total number of Parking Durations Report versus grand total number of Parking for each parking facility throughout this report due to rounding. Based on the total transactions for each facility, staff deemed these variances non-material to the overall reporting and operations. **Parking space inventory numbers reflect a space count conducted by staff in December

12 Parking Structure 1 Parking Structures 1 is located on 4 th Street between Wilshire and Arizona Blvd (adjacent to the Third Street Promenade), with 337 total available parking spaces. This along with Parking Structure 3 are the first two public parking facilities open to travelers along the Wilshire Corridor when headed south on 4 th Street. Below are charts and graphs that outlines the year over year results. Parking Duration Results Transient Permit 120, ,000 80,000 60,000 40,000 20,000 0 Up to 30 (Free Grace Period) Up to 60 (Free Grace Period) Up to 90 (Free Grace Period) Up to 2 Up to 3 Up to 4 Up to 5 Up to 6 More than 6 PS 1 Total Parking FY 15/16 FY 16/17 Diff (#) Diff (%) Up to 30 minutes free 67,000 71,500 4,500 7% Up to 60 minutes free 83,700 92,000 8,300 10% Up to 90 minutes free 103, ,900 1,200 1% Up to two hours 68,500 65,300-3,200-5% Up to three hours 86,800 82,300-4,500-5% Up to four hours 40,300 38,900-1,400-3% Up to five hours 19,800 18,700-1,100-6% Up to six hours 10,400 8,900-1,500-14% Greater than six hours 41,100 29,700-11,400-28% TOTAL 521, ,200-9,100-2% 2

13 Day of Week Number of Transient Permit 100,000 90,000 80,000 70,000 60,000 50,000 40,000 30,000 20,000 10,000 0 Monday Tuesday Wednesday Thursday Friday Saturday Sunday PS 1 Total Parking FY 15/16 FY 16/17 Diff (#) Diff (%) Monday 61,700 60,400-1,300-2% Tuesday 65,900 62,200-3,700-6% Wednesday 87,700 83,900-3,800-4% Thursday 67,700 64,700-3,000-4% Friday 73,300 71,900-1,400-2% Saturday 91,300 93,600 2,300 3% Sunday 73,800 75,500 1,700 2% TOTAL 521, ,200-9,200-2% 3

14 Average Peak Occupancy Weekday and Weekend Transient Parking Permit Parking 100% 90% 8% 6% 80% 70% 19% 17% 60% 50% 40% 30% 72% 68% 91% 90% 20% 10% 0% PS 1 PS 1 Weekday Weekend Weekday In, the average peak occupancy during the weekday was 91%. In FY , there was a slight decline in average peak occupancy to 85%. This facility regularly reached peak occupancy around noon and did not begin to materially taper off until after 9pm. Weekend In, the average peak occupancy during the weekends was 99%. In FY , there was a nominal decline in average peak occupancy to 96%. This facility regularly reached its peak occupancy at noon and did not begin to taper off until after 9pm. 4

15 Parking Structure 2 Parking Structure 2, located on 2 nd Street between Wilshire and Arizona Blvd (adjacent to the Third Street Promenade), and has 645 total available parking spaces. Below are charts and graphs that outlines the year over year results. Parking Durations Transient Permit 160, , , ,000 80,000 60,000 40,000 20,000 0 Up to 30 (Free Grace Period) Up to 60 (Free Grace Period) Up to 90 (Free Grace Period) Up to 2 Up to 3 Up to 4 Up to 5 Up to 6 More than 6 PS 2 Total Parking FY 15/16 FY 16/17 Diff (#) Diff (%) Up to 30 minutes free 75,600 69,000-6,600-9% Up to 60 minutes free 92,300 86,900-5,400-6% Up to 90 minutes free 146, ,100-23,200-16% Up to two hours 102,700 81,700-21,000-20% Up to three hours 130, ,400-26,300-20% Up to four hours 56,000 44,900-11,100-20% Up to five hours 25,600 21,400-4,200-16% Up to six hours 13,400 11,200-2,200-16% Greater than six hours 64,000 50,800-13,200-21% TOTAL 706, , ,200-16% 5

16 Day of Week Results Number of Transient Permit 140, , ,000 80,000 60,000 40,000 20,000 0 Monday Tuesday Wednesday Thursday Friday Saturday Sunday PS 2 Total Parking FY 15/16 FY 16/17 Diff (#) Diff (%) Monday 91,200 77,500-13,700-15% Tuesday 97,600 83,900-13,700-14% Wednesday 115,300 98,400-16,900-15% Thursday 96,600 81,200-15,400-16% Friday 99,600 82,600-17,000-17% Saturday 111,700 91,400-20,300-18% Sunday 94,500 78,700-15,800-17% TOTAL 706, , ,800-16% 6

17 Average Peak Occupancy Weekday and Weekends Transient Parking Permit Parking 100% 90% 80% 70% 60% 50% 20% 17% 3% 3% 40% 30% 20% 53% 45% 66% 53% 10% 0% PS 2 PS 2 Weekday Weekend Weekday In, the average peak occupancy during the weekday was 73%. In FY , there was a significant decline in average peak occupancy to 62%. This facility regularly reached peak occupancy around noon, realized a slight reduction between 2 p.m. and 4 p.m., a slight increase between 4 p.m. to 8 p.m., and then began to significantly taper off after 8 p.m. Weekend In, the average peak occupancy during the weekends was 69%. In FY , there was a significant decline in average peak occupancy to 56%. This facility regularly reached its peak occupancy at 4pm and began to materially taper off after 9pm. 7

18 Parking Structure 3 Parking Structure 3 is located on 4 th Street between Arizona and Santa Monica Blvd (adjacent to the Third Street Promenade), with 337 total spaces. Below are charts and graphs that outline the year over year results. Parking Durations Transient Permit 140, , ,000 80,000 60,000 40,000 20,000 0 Up to 30 (Free Grace Period) Up to 60 (Free Grace Period) Up to 90 (Free Grace Period) Up to 2 Up to 3 Up to 4 Up to 5 Up to 6 More than 6 PS 3 Total Parking FY 15/16 FY 16/17 Diff (#) Diff (%) Up to 30 minutes 115, ,000-11,200-10% Up to 60 minutes 85,600 94,100 8,500 10% Up to 90 minutes 90,100 94,200 4,100 5% Up to two hours 69,500 67,400-2,100-3% Up to three hours 109, ,700-9,200-8% Up to four hours 52,900 49,100-3,800-7% Up to five hours 25,800 23,600-2,200-9% Up to six hours 13,000 11,400-1,600-12% Greater than six hours 49,600 43,100-6,500-13% TOTAL 611, ,600-24,000-4% 8

19 Day of Week Results Number of Transient Permit 120, ,000 80,000 60,000 40,000 20,000 0 Monday Tuesday Wednesday Thursday Friday Saturday Sunday PS 3 Total Parking FY 15/16 FY 16/17 Diff (#) Diff (%) Monday 76,200 74,600-1,600-2% Tuesday 78,200 77,000-1,200-2% Wednesday 94,600 88,700-5,900-6% Thursday 82,300 77,200-5,100-6% Friday 86,500 85,100-1,400-2% Saturday 108, ,100-5,000-5% Sunday 85,600 81,800-3,800-4% TOTAL 611, ,500-24,000-4% 9

20 Average Peak Occupancy Weekday and Weekend Transient Permit 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% PS 3 PS 3 Weekdays Weekends Weekday In, the average peak occupancy during the weekday was 100%. In FY , there was a nominal decline in average peak occupancy to 99%. This facility regularly reached peak occupancy around noon and did not begin to taper off until after 8 p.m. Weekend In, the average peak occupancy during the weekends was 100%. In FY , there was no change to average peak occupancy. This facility regularly reached its peak occupancy at noon and did not begin to significantly taper off after 9 p.m. 10

21 Parking Structure 4 Parking Structure 4, located on 2 nd Street between Arizona and Santa Monica Blvd (adjacent to the Third Street Promenade), with a total capacity of 650 spaces. Below are charts and graphs that outline the year over year activity. Parking Durations Transient Permit 160, , , ,000 80,000 60,000 40,000 20,000 0 Up to 30 (Free Grace Period) Up to 60 (Free Grace Period) Up to 90 (Free Grace Period) Up to 2 Up to 3 Up to 4 Up to 5 Up to 6 More than 6 PS 4 Total Parking FY 15/16 FY 16/17 Diff (#) Diff (%) Up to 30 minutes 69,100 74,900 5,800 8% Up to 60 minutes 88,200 97,800 9,600 11% Up to 90 minutes 107, ,500 4,400 4% Up to two hours 88,100 84,600-3,500-4% Up to three hours 136, ,700-5,800-4% Up to four hours 65,100 60,500-4,600-7% Up to five hours 31,000 29,900-1,100-4% Up to six hours 16,200 14,700-1,500-9% Greater than six hours 93,300 69,800-23,500-25% TOTAL 694, ,400-20,200-3% 11

22 Day of Week Results Number of Transient Permit 140, , ,000 80,000 60,000 40,000 20,000 0 Monday Tuesday Wednesday Thursday Friday Saturday Sunday PS 4 Total Parking FY 15/16 FY 16/17 Diff (#) Diff (%) Monday 83,400 81,300-2,100-3% Tuesday 87,500 84,500-3,000-3% Wednesday 107, ,500-3,200-3% Thursday 92,900 89,800-3,100-3% Friday 101, , % Saturday 122, ,700-4,800-4% Sunday 99,500 95,400-4,100-4% TOTAL 694, ,100-20,500-3% 12

23 Average Peak Occupancy Weekday and Weekends Transient Parking Permit Parking 100% 90% 80% 70% 60% 33% 27% 10% 7% 50% 40% 30% 20% 50% 49% 71% 66% 10% 0% PS 4 PS 4 Weekday Weekend Weekday In, the average peak occupancy during the weekday was 83%. In FY , there was a decline in average peak occupancy to 76%. This facility regularly reached peak occupancy around noon, slightly tapering off every hour through 6 p.m., and then significantly reducing after 9 p.m. Weekend In, the average peak occupancy during the weekends was 81%. In FY , there was a decline in average peak occupancy to 73%. This facility regularly reached its peak occupancy at 3 p.m., maintained peak occupancy through 6 p.m. and did not begin to significantly taper off until after 8 p.m. 13

24 Parking Structure 5 Parking Structure 5, located on 4 th Street between Santa Monica and Broadway (adjacent to the Third Street Promenade), has 679 total available parking spaces. Below are charts and graphs that outline the year over year results. Parking Durations Transient Permit 140, , ,000 80,000 60,000 40,000 20,000 0 Up to 30 (Free Grace Period) Up to 60 (Free Grace Period) Up to 90 (Free Grace Period) Up to 2 Up to 3 Up to 4 Up to 5 Up to 6 More than 6 PS 5 Total Parking FY 15/16 FY 16/17 Diff (#) Diff (%) Up to 30 minutes free 77,200 71,500-5,700-7% Up to 60 minutes free 87,100 81,400-5,700-7% Up to 90 minutes free 88,900 81,900-7,000-8% Up to two hours 73,600 66,700-6,900-9% Up to three hours 115, ,000-11,800-10% Up to four hours 56,900 50,500-6,400-11% Up to five hours 26,900 25,500-1,400-5% Up to six hours 15,000 13,200-1,800-12% Greater than six hours 81,100 60,200-20,900-26% TOTAL 622, ,900-67,600-11% 14

25 Day of Week Results Number of Transient Permit 120, ,000 80,000 60,000 40,000 20,000 0 Monday Tuesday Wednesday Thursday Friday Saturday Sunday PS 5 Total Parking FY 15/16 FY 16/17 Diff (#) Diff (%) Monday 80,700 70,100-10,600-13% Tuesday 83,100 69,700-13,400-16% Wednesday 90,600 74,000-16,600-18% Thursday 86,300 73,500-12,800-15% Friday 92,600 81,900-10,700-12% Saturday 102, ,300-1,600-2% Sunday 86,300 84,600-1,700-2% TOTAL 622, ,100-67,400-11% 15

26 Average Peak Occupancy Weekday and Weekends Transient Parking Permit Parking 100% 90% 80% 70% 60% 23% 8% 7% 50% 23% 40% 30% 20% 47% 38% 62% 63% 10% 0% PS 5 PS 5 Weekday Weekend Weekday In, the average peak occupancy during the weekday was 70%. In FY , there was a decline in average peak occupancy to 61%. This facility regularly reached peak occupancy between 12 p.m. and 1 p.m., a slow reduction in occupancy through 6pm, and did not begin to materially taper off after 9 p.m. Weekend In, the average peak occupancy during the weekends was 70%. There was no change to average peak occupancy in. This facility regularly reached its peak occupancy at 2pm, a slow reduction in occupancy through 8 p.m., and did not begin to materially taper off until after 9 p.m. 16

27 Parking Structure #6 PS 6, located on 2 nd Street between Santa Monica and Broadway (adjacent to the Third Street Promenade), has 757 total available parking spaces. Below is are three charts that breaks out the transient and permit parking transactions by parking duration category: Parking Duration Transient Permit 250, , , ,000 50,000 0 Up to 30 (Free Grace Period) Up to 60 (Free Grace Period) Up to 90 (Free Grace Period) Up to 2 Up to 3 Up to 4 Up to 5 Up to 6 More than 6 PS 6 Total Parking FY 15/16 FY 16/17 Diff (#) Diff (%) Up to 30 minutes 90,900 84,500-6,400-7% Up to 60 minutes 116, ,800 1,500 1% Up to 90 minutes 209, ,800-15,700-7% Up to two hours 154, ,800-26,000-17% Up to three hours 180, ,000-29,100-16% Up to four hours 80,200 67,600-12,600-16% Up to five hours 37,800 33,500-4,300-11% Up to six hours 20,400 17,100-3,300-16% Greater than six hours 73,300 67,600-5,700-8% TOTAL 963, , ,600-11% 17

28 Day of Week Results Number of Transient Permit 180, , , , ,000 80,000 60,000 40,000 20,000 0 Monday Tuesday Wednesday Thursday Friday Saturday Sunday PS 6 Total Parking FY 15/16 FY 16/17 Diff (#) Diff (%) Monday 126, ,100-11,200-9% Tuesday 128, ,600-12,500-10% Wednesday 138, ,100-17,100-12% Thursday 134, ,500-16,900-13% Friday 136, ,400-12,400-9% Saturday 160, ,400-17,000-11% Sunday 139, ,800-14,300-10% TOTAL 963, , ,400-11% 18

29 Average Peak Occupancy Weekday and Weekends Transient Parking Permit Parking 100% 90% 80% 70% 60% 14% 14% 3% 3% 50% 40% 30% 20% 65% 56% 81% 74% 10% 0% PS 6 PS 6 Weekday Weekend Weekday In, the average peak occupancy during the weekday was 79%. In FY , there was a decline in average peak occupancy to 70%. This facility regularly reached peak occupancy around 12 p.m., maintained peak occupancy through 7 p.m., and did not significantly taper off until after 8 p.m. Weekend In, the average peak occupancy during the weekends was 84%. In FY , there was a decline in average peak occupancy to 77%. This facility regularly reached its peak occupancy at 3pm, maintained peak occupancy through 6pm, and began a sharp decline in occupancy after 7pm. 19

30 Parking Structure #7 PS 7, located on Broadway Blvd. between 4 th Street and 3 rd Street (adjacent to the Santa Monica Place), has 827 total available parking spaces. Below is are charts that breaks out the transient and permit parking transactions by parking duration category: Parking Durations Transient Permit 250, , , ,000 50,000 0 Up to 30 (Free Grace Period) Up to 60 (Free Grace Period) Up to 90 (Free Grace Period) Up to 2 Up to 3 Up to 4 Up to 5 Up to 6 More than 6 PS 7 Total Parking FY 15/16 FY 16/17 Diff (#) Diff (%) Up to 30 minutes 130, ,700 5,300 4% Up to 60 minutes 158, ,100 4,000 3% Up to 90 minutes 176, , % Up to two hours 145, ,800-7,900-5% Up to three hours 218, ,800-4,600-2% Up to four hours 100,500 94,600-5,900-6% Up to five hours 44,300 42,500-1,800-4% Up to six hours 21,000 19,200-1,800-9% Greater than six hours 57,300 49,700-7,600-13% TOTAL 1,052,000 1,031,700-20,300-2% 20

31 Number of Day of Week Transient Permit 200, , , , , ,000 80,000 60,000 40,000 20,000 0 Monday Tuesday Wednesday Thursday Friday Saturday Sunday PS 7 Total Parking FY 15/16 FY 16/17 Diff (#) Diff (%) Monday 133, ,500-1,400-1% Tuesday 133, ,400-2,000-1% Wednesday 143, ,900-5,900-4% Thursday 146, ,200-6,000-4% Friday 161, ,400 1,600 1% Saturday 176, ,200-1,800-1% Sunday 156, ,900-5,000-3% TOTAL 1,052,000 1,031,500-20,500-2% 21

32 Average Peak Occupancy Weekday and Weekend Transient Parking Permit Parking 100% 90% 80% 4% 6% 70% 60% 7% 7% 50% 40% 30% 63% 61% 80% 76% 20% 10% 0% PS 7 PS 7 Weekday Weekend Weekday In, the average peak occupancy during the weekday was 70%. In FY , there was a nominal decline in average peak occupancy to 68%. This facility regularly reached peak occupancy at noon, maintained peak occupancy through 8pm, and sharply declined after 9pm. Weekend In, the average peak occupancy during the weekends was 84%. In FY , there was a nominal decline in average peak occupancy to 82%. On the weekends, this facility regularly reached its peak occupancy at 1pm, maintained peak occupancy through 3pm, slowly declined through 8pm, and began the sharp decline after 9pm. 22

33 Parking Structure #8 PS 8, located on 2 nd Street, between Broadway and Colorado (adjacent to the Santa Monica Place), has the highest inventory of available parking spaces totaling 1,052. Below are charts and graphs that outline the year over year results. Parking Durations Transient Permit 250, , , ,000 50,000 0 Up to 30 (Free Grace Period) Up to 60 (Free Grace Period) Up to 90 (Free Grace Period) Up to 2 Up to 3 Up to 4 Up to 5 Up to 6 More than 6 PS 8 Total Parking FY 15/16 FY 16/17 Diff (#) Diff (%) Up to 30 minutes free 95, ,200 12,500 13% Up to 60 minutes free 113, ,100 16,000 14% Up to 90 minutes free 147, ,500 22,800 15% Up to two hours 123, ,900 9,700 8% Up to three hours 193, ,900 23,500 12% Up to four hours 95, ,100 5,300 6% Up to five hours 44,400 48,300 3,900 9% Up to six hours 22,100 23,700 1,600 7% Greater than six hours 67,800 69,200 1,400 2% TOTAL 903, ,900 96,700 11% 23

34 Number of Day of Week Transient Permit 200, , , , , ,000 80,000 60,000 40,000 20,000 0 Monday Tuesday Wednesday Thursday Friday Saturday Sunday PS 8 Total Parking FY 15/16 FY 16/17 Diff (#) Diff (%) Monday 106, ,700 16,400 15% Tuesday 104, ,700 12,900 12% Wednesday 112, ,700 8,800 8% Thursday 118, ,600 9,500 8% Friday 132, ,300 19,800 15% Saturday 177, ,900 10,600 6% Sunday 151, ,100 18,700 12% TOTAL 903,300 1,000,000 96,700 11% 24

35 Average Peak Occupancy Weekday and Weekend Transient Parking Permit Parking 100% 90% 80% 70% 7% 10% 60% 50% 40% 30% 20% 10% 7% 9% 43% 46% 69% 67% 0% PS 8 PS 8 Weekday Weekend Weekday In, the average peak occupancy during the weekday was 50%. In FY , there was an increase in average peak occupancy to 55%. This facility regularly reached peak occupancy at noon, maintained peak occupancy through 8pm and then began the sharp decline after 9pm. Weekend In, the average peak occupancy during the weekends was 76%. In FY , there was a nominal increase in average peak occupancy to 77%. This facility regularly reached its peak occupancy around 1pm, maintained peak occupancy through 7pm and then began the sharp decline after 8pm. 25

36 Parking Structure #9 PS 9, located on 4 th Street, between Montana and Wilshire Blvd (just north of Third Street Promenade), has 300 total parking spaces available. Below are charts that break out the transient and permit parking transactions by parking duration category: Parking Durations Transient Permit 50,000 45,000 40,000 35,000 30,000 25,000 20,000 15,000 10,000 5,000 0 Up to 30 (Free Grace Period) Up to 60 (Free Grace Period) Up to 90 (Free Grace Period) Up to 2 Up to 3 Up to 4 Up to 5 Up to 6 More than 6 PS 9 Total Parking FY 15/16 FY 16/17 Diff (#) Diff (%) Up to 30 minutes (free) 25,800 26, % Up to 60 minutes (free) 30,300 33,100 2,800 9% Up to 90 minutes (free) 37,600 37, % Up to two hours 32,200 26,500-5,700-18% Up to three hours 35,200 32,100-3,100-9% Up to four hours 17,200 16, % Up to five hours 9,100 8, % Up to six hours 5,800 5, % Greater than six hours 44,100 31,500-12,600-29% TOTAL 237, ,100-19,200-8% 26

37 Number of Day of Week Transient Permit 45,000 40,000 35,000 30,000 25,000 20,000 15,000 10,000 5,000 0 Monday Tuesday Wednesday Thursday Friday Saturday Sunday PS 9 Total Parking FY 15/16 FY 16/17 Diff (#) Diff (%) Monday 30,200 26,500-3,700-12% Tuesday 32,900 27,700-5,200-16% Wednesday 37,200 32,800-4,400-12% Thursday 33,400 29,600-3,800-11% Friday 35,100 32,400-2,700-8% Saturday 38,100 38, % Sunday 30,300 31, % TOTAL 237, ,000-19,200-8% 27

38 Average Peak Occupancy Weekday and Weekend Transient Parking Permit Parking 100% 90% 80% 70% 60% 50% 47% 30% 16% 11% 40% 30% 20% 10% 34% 34% 50% 49% 0% PS 9 PS 9 Weekday Weekend Weekday In, the average peak occupancy during the weekday was 81%. In FY , there was a reduction in average peak occupancy to 64%. This facility regularly reached peak occupancy around noon, maintained peak occupancy through 4pm, and slowly declining through the evening with the sharpest decline beginning after 9pm. Weekend In, the average peak occupancy during the weekends was 66%. In FY , there was a reduction in average peak occupancy to 60%. This facility regularly reached its peak occupancy around 3pm, maintained peak occupancy through 5pm, and slowly decline through the evening with the sharpest decline beginning after 8pm. 28

39 Parking Structure 10 Parking Structure 10 is Iocated on the periphery of the Downtown core on Third Street just north of Wilshire Blvd. with 81 total parking spaces. Below are charts and graphs that outline the year over year activity in the facility. This facility does not have a free grace period parking allowance. In an effort to ensure availability, staff historically has not made permit parking available in this facility as it has the lowest inventory of available spaces. Parking Duration Sum of Transient Volume Sum of Permit Volume 18,000 16,000 14,000 12,000 10,000 8,000 6,000 4,000 2,000 0 Up to 30 Up to 60 Up to 90 minutes Up to 2 Up to 3 Up to 4 Up to 5 Up to 6 More than 6 PS 10 Total Parking FY 15/16 FY 16/17 Diff (#) Diff (%) Up to 30 minutes 10,000 9, % Up to 60 minutes 14,600 13,600-1,000-7% Up to 90 minutes 15,300 12,100-3,200-21% Up to two hours 10,600 12,900 2,300 22% Up to three hours 15,200 10,700-4,500-30% Up to four hours 5,900 5, % Up to five hours % Up to six hours % Greater than six hours 4,300 2,700-1,600-37% TOTAL 76,200 67,200-9,000-12% 29

40 Day of Week Number of Transient 16,000 14,000 12,000 10,000 8,000 6,000 4,000 2,000 0 Monday Tuesday Wednesday Thursday Friday Saturday Sunday PS 10 Total Parking FY 15/16 FY 16/17 Diff (#) Diff (%) Monday 8,100 7, % Tuesday 8,600 7,200-1,400-16% Wednesday 11,700 9,500-2,200-19% Thursday 9,400 8,100-1,300-14% Friday 10,800 9,800-1,000-9% Saturday 14,700 13,700-1,000-7% Sunday 13,100 11,700-1,400-11% TOTAL 76,400 67,200-9,200-12% 30

41 Average Peak Occupancy Weekdays and Weekends Transient Permit 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% 80% 70% 55% 48% PS 10 PS 10 Weekdays Weekends Weekday In, the average peak occupancy during the weekday was 55%. In FY , there was a reduction in average peak occupancy to 48%. This facility regularly reached peak occupancy around 1pm, realized a slight dip from 3pm to 5pm, increased back up to its peak from 5pm to 8pm, and began tapering off after 9pm. Weekend In, the average peak occupancy during the weekends was 80%. In FY , there was a reduction in average peak occupancy to 70%. This facility regularly reached its peak around 2pm and began tapering off around 8pm. 31

42 Ken Edwards Center Ken Edwards Center, located on 4 th Street between Broadway and Colorado (adjacent to Santa Monica Place with a total of 98 spaces. Below are charts that break out the transient and permit parking transactions by parking duration category: Parking Durations Transient Permit 16,000 14,000 12,000 10,000 8,000 6,000 4,000 2,000 0 Up to 30 (Free Grace Period) Up to 60 (Free Grace Period) Up to 90 (Free Grace Period) Up to 2 Up to 3 Up to 4 Up to 5 Up to 6 More than 6 KEC Total Parking FY 15/16 FY 16/17 Diff (#) Diff (%) Up to 30 minutes (free) 14,800 9,700-5,100-34% Up to 60 minutes (free) 5,400 6,900 1,500 28% Up to 90 minutes (free) 9,600 10, % Up to two hours 5,600 5, % Up to three hours 8,900 8, % Up to four hours 5,400 4, % Up to five hours 3,200 3, % Up to six hours 1,700 1, % Greater than six hours 8,200 7, % TOTAL 62,800 57,400-5,400-9% 32

43 Number of Day of Week Transient Permit 14,000 12,000 10,000 8,000 6,000 4,000 2,000 0 Monday Tuesday Wednesday Thursday Friday Saturday Sunday KEC Total Parking FY 15/16 FY 16/17 Diff (#) Diff (%) Monday 11,400 10,100-1,300-11% Tuesday 11,300 10, % Wednesday 12,800 11,200-1,600-13% Thursday 12,200 11,200-1,000-8% Friday 9,800 9, % Saturday 3,500 3, % Sunday 2,000 2, % TOTAL 63,000 57,400-5,600-9% 33

44 Average Peak Occupancy Weekday and Weekend Transient Permit 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% 27% 26% 52% 52% 2% 3% 13% 12% KEC Weekdays KEC Weekends Weekday In, the average peak occupancy during the weekday was 79%. In FY , there was a nominal reduction in average peak occupancy to 78%. This facility regularly reached peak occupancy around 11 a.m., slightly tapering off through 3 p.m., and the realized a sharp decline after 4 p.m. Weekend In, the average peak occupancy during the weekends was 15%. In FY , there was no change to average peak occupancy. This facility regularly reached its peak around noon and gradually emptying throughout the afternoon. 34

45 Civic Center Parking Lot The Civic Center Parking Lot, located on 4 th Street between Civic Center Drive and Pico Blvd, has a total of 970 parking spaces. Below are charts and graphs related to the year over year results for this facility: Parking Duration Transient Permit 200, , , , , ,000 80,000 60,000 40,000 20,000 0 Up to 30 (Free Grace Period) Up to 60 Up to 90 minutes Up to 2 Up to 3 Up to 4 Up to 5 Up to 6 More than 6 Civic Lot Total Parking FY 15/16 FY 16/17 Diff (#) Diff (%) Up to 30 minutes (free) 78,200 74,100-4,100-5% Up to 60 minutes 31,900 31, % Up to 90 minutes 28,200 29,400 1,200 4% Up to two hours 29,700 29, % Up to three hours 46,700 44,900-1,800-4% Up to four hours 29,900 29, % Up to five hours 22,800 20,600-2,200-10% Up to six hours 21,600 14,100-7,500-35% Greater than six hours 186, ,500-85,500-46% TOTAL 475, , ,500-21% 35

46 Number of Day of Week Transient Permit 90,000 80,000 70,000 60,000 50,000 40,000 30,000 20,000 10,000 0 Monday Tuesday Wednesday Thursday Friday Saturday Sunday Civic Lot Total Parking FY 15/16 FY 16/17 Diff (#) Diff (%) Monday 73,700 55,400-18,300-25% Tuesday 81,400 63,100-18,300-22% Wednesday 81,400 62,400-19,000-23% Thursday 80,700 63,700-17,000-21% Friday 68,200 53,400-14,800-22% Saturday 44,300 34,700-9,600-22% Sunday 45,400 40,700-4,700-10% TOTAL 475, , ,700-21% 36

47 Average Peak Occupancy Weekday and Weekend Transient Permit 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% 29% 24% 7% 5% 41% 26% 36% 29% Civic Lot Weekdays Civic Lot Weekends Weekday In, the average peak occupancy during the weekday was 70%. In FY , there was a significant reduction in average peak occupancy to 50%. This facility regularly reached peak occupancy around 10am, maintaining peak occupancy through 3pm, a sharp decline between 3pm and 5pm, then another sharp decline in the evenings. Weekend In, the average peak occupancy during the weekends was 43%. In FY , there was a reduction to average peak occupancy to 34%. This facility regularly reached its peak around 3pm, maintained it through 6pm, and then began a slow decline thereafter. 37

48 Civic Center Parking Structure The Civic Center Parking Lot, located on 4 th Street between Olympic Drive and Civic Center Drive, has a total of 735 parking spaces. Below are charts and graphs related to the year over year results for this facility: Parking Duration Transient Permit 250, , , ,000 50,000 0 Up to 30 (Free Grace Period) Up to 60 Up to 90 minutes Up to 2 Up to 3 Up to 4 Up to 5 Up to 6 More than 6 Civic Structure Total Parking FY 15/16 FY 16/17 Diff (#) Diff (%) Up to 30 minutes (free) 28,200 24,100-4,100-15% Up to 60 minutes 11,000 11, % Up to 90 minutes 11,900 12, % Up to two hours 13,700 12, % Up to three hours 19,400 19, % Up to four hours 14,400 14, % Up to five hours 14,200 14, % Up to six hours 16,800 12,400-4,400-26% Greater than six hours 207, ,000-71,300-34% TOTAL 336, ,800-80,100-24% 38

49 Number of Day of Week Transient Permit 60,000 50,000 40,000 30,000 20,000 10,000 0 Monday Tuesday Wednesday Thursday Friday Saturday Sunday Civic Structure Total Parking FY 15/16 FY 16/17 Diff (#) Diff (%) Monday 50,500 37,500-13,000-26% Tuesday 54,900 43,400-11,500-21% Wednesday 56,500 42,700-13,800-24% Thursday 55,100 44,100-11,000-20% Friday 46,200 32,100-14,100-31% Saturday 33,500 24,600-8,900-27% Sunday 40,200 32,400-7,800-19% TOTAL 336, ,800-80,100-24% 39

50 Average Peak Occupancy Weekday and Weekend Transient Permit 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% 55% 27% 50% 21% 29% 33% 22% 10% Civic Structure Weekdays Civic Structure Weekends Weekday In, the average peak occupancy during the weekday was 84%. In FY , there was a significant reduction in average peak occupancy to 60%. This facility regularly reached peak occupancy around 10am, maintaining peak occupancy through 3pm, a sharp decline between 3pm and 5pm, then another sharp decline in the evenings. Weekend In, the average peak occupancy during the weekends was 60%. In FY , there was a reduction to average peak occupancy to 43%. This facility regularly reached its peak around noon, maintaining peak occupancy through 7pm, and gradually declining through midnight. 40

51 Library Parking Garage The Main Library Parking Garage is located on the periphery of the Downtown core on Santa Monica Blvd. between 6 th and 7 th Street. Below are charts and graphs that outline the year over year activity in the facility. Transient Permit 120, ,000 80,000 60,000 40,000 20,000 0 Up to 30 (Free Grace Period) Up to 60 Up to 90 minutes Up to 2 Up to 3 Up to 4 Up to 5 Up to 6 More than 6 Main Library Structure Total Parking FY 15/16 FY 16/17 Diff (#) Diff (%) Up to 30 minutes (free) 49,500 48,100-1,400-3% Up to 60 minutes 27,500 26, % Up to 90 minutes 22,800 24,100 1,300 6% Up to two hours 21,900 21, % Up to three hours 31,900 32, % Up to four hours 19,800 19, % Up to five hours 16,300 18,200 1,900 12% Up to six hours 12,500 13, % Greater than six hours 97,100 98,200 1,100 1% TOTAL 299, ,800 2,500 1% 41

52 Number of Day of Week Transient Permit 60,000 50,000 40,000 30,000 20,000 10,000 0 Monday Tuesday Wednesday Thursday Friday Saturday Sunday Main Library Total Parking FY 15/16 FY 16/17 Diff (#) Diff (%) Monday 43,400 42,200-1,200-3% Tuesday 49,100 50,400 1,300 3% Wednesday 51,900 50,500-1,400-3% Thursday 49,300 50,500 1,200 2% Friday 39,600 42,600 3,000 8% Saturday 40,600 40, % Sunday 25,300 25, % TOTAL 299, ,000 2,800 1% 42

53 Average Peak Occupancy Weekday and Weekend Transient Permit 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% 38% 42% 14% 13% 35% 45% 38% 38% Library Weekdays Library Weekends Weekday In, the average peak occupancy during the weekday was 77%. In FY , there was an increase in average peak occupancy to 83%. This facility regularly reached peak occupancy around noon, maintains peak occupancy through 5pm, and then gradually declines in the evenings. Weekend In, the average peak occupancy during the weekends was 52%. In FY , there was a nominal reduction to average peak occupancy to 51%. This facility regularly reached its peak around 2pm, maintaining peak occupancy through 5pm, and sharply declining through the evening. 43

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55 July August September October November December January February March April May June July August September October November December January February March April May June July August September October November December January Expo Light Rail Ridership Statistics Staff downloaded Expo Light Rail estimated ridership statistics from the Metro website - Below is a graph of the monthly estimated average daily ridership amounts from July 2015 to January Weekday Weekend 70,000 60,000 50,000 40,000 30,000 20,000 10,000 0 FY

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57 2427 Main St, Santa Monica, CA santamonica.com March 1, 2018 To City Council: As both President/CEO of Santa Monica Travel & Tourism and a Santa Monica resident, I am pleased to write this letter to express my confidence in Henry Servín and the City of Santa Monica Traffic and Parking team. At Santa Monica Travel & Tourism it is our mission to increase visitor expenditures, tourism revenues and local employment opportunities through the promotion of Santa Monica as a travel destination. Additionally, Santa Monica Travel & Tourism also provides five visitor center locations (includes 1 mobile vehicle) with friendly, trained and knowledgeable travel counselors who are trained to help visitors experience the best our destination has to offer by providing services such as Visitors Guides and Maps, a free ride shuttle, a foreign language line and information on attractions, hotels, dining, museums, galleries and entertainment throughout the entire city. As can be expected, parking plays an integral role in the satisfactory experience of visitors to our destination. To this end, we rely heavily on the city parking team to meet our visitor s needs. Throughout the years it has been great to have a team in the city who is able to analyze large data, disseminate it to the stakeholders, and genuinely consider their feedback before making changes to pricing and operational procedures factors that have a large impact for our visitors. The parking operations team has been responsive to our needs and the current staff report provided is consistent with our requests. I ve been with Santa Monica Travel & Tourism for the past 21 years and have observed first-hand the operational improvements that have occurred in partnership with the city s parking team and merchants on Main Street, where our office is located. A good example of this is the initiative for free overnight parking on Main Street that we collectively worked on. Through my conversations with various businesses around the city, I have come to believe that pricing changes based on historical data and previous rate changes have a positive impact on tourism. We support the changes proposed by the city parking team including the gradual reduction of free grace period parking throughout the city because the team has demonstrated how it will increase

58 2427 Main St, Santa Monica, CA santamonica.com parking availability and ensure that there is always a parking space available for resident and visitors. Santa Monica Travel & Tourism supports the proposal for the city to use any net incremental revenues to reinvest in additional traffic and parking programs that will benefit the community as a whole. I look forward to continuing to work with the city parking team and remain at your disposal should you need more information on how the team has benefited Santa Monica Travel & Tourism s mission. I appreciate your consideration. Thank you, Misti Kerns CMP CDME President/CEO

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74 City of Santa Monica Attachment D