HomeMy WebLinkAboutSS3 - Balboa Village Parking Management StudyCITY OF NEWPORT BEACH
CITY COUNCIL STAFF REPORT
Agenda Item No.SS 2
July 14, 2009
TO: HONORABLE MAYOR AND MEMBERS OF THE CITY COUNCIL
FROM: Planning Department
Leigh M. De Santis, Economic Development Administrator
949 -644 -3207, Idesantis @city.newport- beach.ca.us
SUBJECT: Balboa Village Parking Management Study
RECOMMENDATION:
Discuss the material presented and provide staff with guidance on forming an action
recommendation for implementation of the study recommendations
DISCUSSION:
Background:
The 2007 Strategic Plan for Fiscal and Economic Sustainability sets as its first goal the
revitalization of older commercial areas. Objective 1.3 Action step 1 directs the hiring
of a "parking management consultant to review and update parking standards and
policies, including the potential implementation and possible impacts of market pricing;
prepare a study of programs that encourage the development of shared use parking
facilities; and identify and prioritize areas where parking facilities are needed or might
be needed in the near future."
The areas chosen to be studied were:
• Corona del Mar
• Mariner's Mile
• Balboa Island
Balboa Village
• Lido, Cannery, and McFadden (not yet started)
These areas were selected both because they are older commercial districts and
because the proximity of commercial to residential uses and the perceived lack of
parking has led them to be focuses of community concern. Following an RFP process
Balboa Village Parking Study
July 14, 2009
Page 2
the Council hired Walker Parking Consultants, Inc. ( "Walker") to conduct the parking
management studies.
Study Process:
Each study has started with a noticed public meeting in the study area. At these kick -off
meetings Walker made a presentation about the methodology they would follow to
conduct the study, described parking management techniques, worked on building a
shared vocabulary for the study and solicited comments and information from the
attendees about their experience regarding parking in the study area.
Next, to establish a baseline understanding of the utilization of existing parking in the
study area, Walker collected inventory and occupancy data on a Thursday and a
Saturday. Counts were taken at 10:00 am, 1:00 pm and 7:00 pm each day as these
hours were believed to be the busiest of the morning, afternoon and evening. They also
conducted a one -day "length of stay" study in order to learn about turnover of parking
spaces in the most impacted section of each study area.
Walker used this data, feedback. from the public meeting, and their dialogues with the
Steering Committee assembled for the study area to develop the recommendations.
The Steering Committee, comprised of local businesses and residents, was used to
validate or challenge Walker's assumptions, findings and recommendations. The area
Steering Committee met and reviewed each draft with Walker. The Balboa Village
Steering Committee was composed of Councilman Micheal Henn, Grace Dove, Central
Newport Beach Community Association, Marcia Dossey for Leo Gugasian, BV BID,
Heather Flaherty, Harbor Resources, Micheal McNamara, EDC, David Muller, the
Nautical Museum, Christopher Roman, BV BID, and Mike Shapiro, Balboa Peninsula
Point Ass. Staff also assembled an in house steering committee of all affected city
departments to review the draft studies to make sure that information was correct and
that recommendations were potentially feasible given City resources.
Balboa Village Findings:
There are 1,636 parking spaces in the study area. 280 spaces are located on- street,
and 1,356 are located in various private and public parking lots. This means on- street
parking is only 17% of total supply. As on- street parking is always a first choice, it is
under extreme pressure. Of the off - street parking, 969 spaces are in the City owned,
mostly beach - access lots.
Balboa Village Parking Study
July 14, 2009
Page 3
The Balboa Village counts were done July 24 and July 26, 2008 to capture the impact of
the summer season. Peak weekday occupancy is 30% lower than peak weekend
occupancy, indicating that the area supply appears to be adequate for non -beach use.
The peak weekday occupancy was recorded as 1:00 pm when 67% of all spaces were
in use. Similarly the peak weekend occupancy was also recorded at 1:00 pm when
96% of all spaces were in use. The 10:00 am and 7:00 pm Saturday occupancy data
showed usage rates of 86% and 84% respectively.
The parking industry regards an occupancy rate of 85% for on- street and 90% for off -
street parking as the maximum effective capacity. The 15% vacancy is sought to
provide a cushion of spaces to deal with the inevitable loss of spaces resulting from
things like mis- parked cars, construction, broken glass, etc. Maintaining this cushion
helps to decrease traffic congestion by minimizing the amount of time drivers must
spend looking for an empty space. For Balboa Village, on a Saturday in July the entire
study area exceeds what is considered the effective capacity during mid -day and hovers
at effective capacity the rest of the day. However, on weekdays the area is below 70%
utilization.
What contributes to the perception of scarcity of parking, even when utilization is below
effective capacity, is a lack of turnover. Walker conducted a length of stay analysis of
the most congested sections of on- street parking in the study area — Bay Avenue and
Balboa Blvd. between Cypress Street and Main Street. Walker identified 583 unique
vehicles parked in 317 spaces over the course of 11 hours. This is a turnover ratio of
1.84 vehicles per space. 166 vehicles were parked in the same space for 5 or more
hours. As this study was done on a weekday, Walker assumes it would be worse on
the weekend. It is impossible to tell if the long term parkers were employees, residents
or people taking boat trips of some kind.
Balboa Village Recommendations:
Walker's recommendations are designed to improve the usage of existing parking for
the benefit of most categories of users. Pricing strategies are recommended to modify
behavior and create the sought after effective capacity on all but the busiest beach
days. Consistent with the recommendations of Dr. Donald Shoup (The High Cost of
Free Parking), Walker believes that pricing will cause long -term parkers to move into
long -term lots and /or to the edges of the district. This change in behavior will better
serve the residents and the public wishing to access Village businesses and serve to
reduce the perception of no parking by creating greater turnover in the areas of high
Balboa Village Parking Study
July 14, 2009
Page 4
demand. The study recommends the creation of a parking management district to
provide local oversight on how parking is managed and direct increased revenues for
the benefit of the area. In addition to area improvements, a portion of PBD revenues
could be saved to fund a future parking structure. Lastly, Walker suggests a limited
system of parking permits for the convenience of Balboa Village residents recognizing
that any such program will need approval of the Coastal Commission. A residential
parking permit program may over time provide a mechanism for encouraging use of
existing residential garages for parking.
In summary the recommendations are:
1. Establish a parking benefit district (PBD);
2. Price on- street parking at a rate which manages the high demand for this limited
resource;
3. Establish a system of parking permits for Balboa Village residents (those within
the PBD or on the immediate fringes.).
4. In the future, consider building a new public parking structure after determining
the impacts of actions 1 -3 and future development.
A representative of Walker Parking Consultants will be at the Council meeting to
present their work, findings and recommendations.
Prepared by:
L igh 10. De Santis,
Economic Development Administrator
Submitted by:
Sharon Z. Wood,
Assistant City M ger
Attachments: 1. Memo Recommendations — Balboa Village
2. Municipal Parking Study — Balboa Village 314/09
MEMORANDUM WALKER
RECOMMENDATIONS TO ADDRESS PARKING DEMAND IN BALBOA VILLAGE PARKING CONSWANTs
PAGE 1
606 S Olive St, Suite 1100
Los Angeles. CA 90014
DATE: JUNE 29, 2009
Voice: 213.488.4911
TO'. LEIGH OESANTIS, COUNCIL MEMBER MIKE HENN
Fax: 213.488.4983
w .vvalkerparking.com
CITY: CITY OF NEWPORT BEACH
FROWSTEFFEN TUROFF, MARK LINSENMAYER
PROJECT NAME: CITY OF NEWPORT BEACH PARKING
MANAGEMENT STUDY
PROJECT NUMBER:37 7990.00
SUBJECT: RECOMMENDATIONS - BALBOA VILLAGE
Pursuant to our discussion and understanding of parking needs in Balboa Village, please find our
recommendations for the district below. We highlight them in this brief memorandum for your review
prior to including them in our report for the Balboa Village district.
SHORT -TERM AND MEDIUM -TERM RECOMMENDATIONS
Recommendation 1: Establish a parking benefit district (PBDI for Balboa Village to provide local oversight
and guidance with regard to how A) parking in the neighborhood is managed and B) revenue from
policies designed to improve parking management can be used within the parking benefit district.
1. Create a Balboa Village Parking Benefit District (BVPBD) with representatives from both the
existing Balboa Village Business Improvement District and Village residents.
Representatives /members of the PBD will be responsible for the monitoring of parking occupancy
rates and other parking - related conditions and making recommendations regarding parking rates
and other management policies in order to appropriately address parking issues.
2. Dedicate a portion of the revenue generated by the parking rate increases recommended in this
section to parking and other local transportation improvements:'
A. Set up a special fund to ensure that the portion of the revenue designated for the PBD be kept
separate from general city funds;
B. Net of expenses for meters and enforcement, dedicate a portion of parking revenue to the
local area where, for example, the district receives a portion of the revenue increment
generated by an increase in rates approved by PBD.
C._ Determine policies eligible to benefit from the revenue, which we recommend include some or
all of the following:
1 We recommend that the revenue dedicated to the BID be the incremental revenue collected above the amount that
meters currently generate in the area. However, we note that parking districts In other jurisdictions share the
increment. For example, Parking Management Districts in the City of San Diego have a revenue split in which the
City receives 55% while the district receives the remaining 45% of the increased revenue in the area.
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MEMORANDUM WALKER
RECOMMENDATIONS TO ADDRESS PARKING DEMAND IN BALBOA VILLAGE PARKING CONSULTANTS
PAGE 2
I. administrative costs, security, maintenance, enforcement and new capital projects
in the Village;
ii. a fund created for the purpose of financing a new parking garage;
iii. parking improvements such as multispace meters that will accept credit or
declinating cards that the public can purchase and use multiple times before re-
adding funds;
iv. transportation alternatives such as improved bike facilities, increased transit service
or a local trolley or shuttle service that provide parking alternatives and reduce
traffic;
V. improved signage to help direct vehicles off Balboa Boulevard and into the public
and beach lots more effectively;
vi. sidewalk and street enhancements and improvements to improve the walkability
and aesthetics of the area as well as potentially to increase effective walking
distances in the area.
Recommendation 2- Price on- street oaarking_at a rate which manages the high demand for this limited
resource so that a few spaces are available to those in search of on- street parking. An occupancy rate of
85% is the industry standard for optimal on- street parking system performance; given the high demand
for spaces in Balboa Village on weekends, we suggest a target occupancy rate of 85% to 90 %.
Given that the demand for these on- street spaces varies considerably based on the day of the week or the
season, in order to effectively manage demand, the on- street rate should vary as well.
A. Initially implement the following paid parking fees in Balboa Village from roughly Coronado to B
Street, keeping in mind that these rates, particularly on summer weekends, may need to increase
in order to effectively manage the demand for on- street parking:
Tier 1) Peak summer weekend rates: $2 /hour or $16 /day'
Tier 2) Non peak weekend rates: $1.50 /hour or $12 day
Tier 3) Weekday (year round) rates: $1 /hour or $6 day
B. Do not set parking fees above $1.50 per hour until parking pay meters that allow drivers a
convenient method of payment (such as credit cards and or paper currency) are available for use.
Use multi -space pay stations to increase efficiency, minimize clutter and allow more flexibility
when adjusting rates.
C. Monitor parking occupancy rates for on- street parking spaces in the area on a regular basis in
order to ensure that they are not too low (impacted parking and a shortage of available on- street
spaces remains a problem) or too high (on- street occupancy rates below 80% - 85 %, particularly
'We recommend that large increases in parking fees be implemented gradually over time,
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MEMORANDUM WALKER
RECOMMENDATIONS TO ADDRESS PARKING DEMAND IN BALBOA VILLAGE RARKM CONSWANM
PAGE 3
on busy weekend days). At the same time, monitor parking occupancy rates in areas adjacent to
the area bounded by Coronado and B Streets in order to measure any parking spillover effects
and the need to implement paid parking in these adjacent areas. On- street occupancy rates
should also be monitored in relation to occupancy rates in the area beach lots.
D. Adjust parking rates if necessary, in response to the occupancy rates observed during the
monitoring process described above. Parking fees as high as $3.00 per hour during busy
summer weekends may be needed in order to effectively manage demand.
E. Meet with owners of Catalina Ferry and day fishing boat operators to determine how to best
locate parking demand generated by their patrons and employees. Options may include utilizing
shuttles from parking lots located outside of Balboa Village.
Recommendation 3: Put in ❑lace a system of oarkino permits for Balboa Village residents that
appropriately addresses the parking management needs of Balboa Village. The purpose of this
recommendation is A) to allocate scarce on- street parking spaces as efficiently as possible by affixing a
cost to residents for their use and encouraging those residents who have off - street parking spaces to
utilize them and B) offer residents the convenience of not having to constantly pay meter fees on a daily
basis.
Before making recommendations in this area we note, from a parking efficiency and management
perspective, a parking permit system is not ideal.' First, the most efficient way to manage parking is to
have drivers pay for the amount of parking time and space they use on an incremental or marginal basis
in which drivers pay for as much or as little parking as they use. However, in the case of a parking
permit, once the permit holder has paid a "sunk" cost, he /she has the incentive to maximize the use of
the permit and therefore to use park on the street as much as possible instead of, for example, parking in
their own off - street parking spaces.
Second, a parking permit makes it more difficult to differentiate the price for the permit holder based on
periods of high and low demand. We attempt to address this issue to the extent possible within our
recommendations by charging higher permit fees for summer than for the non - summer period. Finally, we
note that the cost of a parking permit that truly reflected the value of not paying for on- street parking in
Balboa Village could arguably be in the thousands of dollars.
In short, implementing a system of residential parking permits is primarily recommended as a
convenience for residents in order to make the introduction of paid parking within the area easier and
more palatable. To the extent that fees higher than those currently charged for Blue Pole permits or
Master Permits are charged, greater efficiency can be added to the parking system.
3 We note that a parking permit system offers residents convenience, but that the inconvenience of paying a meter
could be minimized with equipment such as the in -car, hang tag meter device described earlier in this document or
a declinating card that could be swiped at a meter each time a resident parks.
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MEMORANDUM
WALKER
RECOMMENDATIONS TO ADDRESS PARKING DEMAND IN 8AI.80A VILLAGE YAFK0,G CoNSUtTANTS
PAGE 4
We make the following recommendations with regard to residential parking permits in Balboa Village:
1. Offer residents of Balboa Village the opportunity to purchase on- street parking permits at a rate
that, as much as possible, reflects the high value of on- street parking in the area.
2. Initially price permits at:
September 15 — May 15: $480 for the eight -month period ($60 per month).
May 16 - September 14:° $480 for the four -month period ($120 per month).
The total annual cost of annual permit parking would therefore be $960, a roughly 45% increase
above the current annual cost of the City's Master Permit. Given the scale of the increase in price,
we recommend that the fee increase be implemented gradually. However, we note that this fee is still
far below the market or proposed meter price for parking which, at $1.00 per hour could cost a
driver $10 per day and potentially $300 per month.
3. Limit the number of permits per residence. Walker preliminarily recommends a limit of two on-
street parking permits per residence and /or a significant, for example $200 increase in the cost
of each additional permit.'
4. Monitor residential parking on a regular basis and consider adjustments in the fee charged for
parking permits accordingly.
S. As part of the parking permit program for residents, evaluate offering residents parking at the
beach lots at either monthly or annual rates.'
' We note that the peak demand for parking in the area occurs in the summer and on weekends, particularly in the
summer but throughout the year as well. An alternative to requiring the purchase of a higher priced, summertime
parking permit in addition to a September to May permit is to offer separate weekday and weekend annual
permits, with the weekend permits priced at a premium.
' We make this recommendation understanding that a number of residences in the area may have multiple tenants
but that most residential units should have at least one off- street parking space. Ultimately, we believe that it would
be valuable for the City to survey and record residential properties in the area to determine which have off - street
parking on site and which do not. Higher rates would then be charged someone who has off - street parking spaces
but wishes to park on the street while a lower rate could be charged to the resident of an older multifamily
residence that does not have off - street parking. We welcome input from City staff and Council on this matter.
`The California Coastal Commission may not allow daytime preferences but may allow late evening and early
morning permits or parking preferences.
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MEMORANDUM WALKER
RECOMMENDATIONS TO ADDRESS PARKING DEMAND IN BALBOA VILLAGE PARKING CONSUaANT5
PAGE 5
We note that that the California Coastal Commission has taken issue with what it considers to be
preferential treatment of one group over another when providing parking. In this case, it could find
offering only residents a Flat rate parking permit as problematic. If this proves to be the case we
recommend that the City offer these parking permits to the public or consider using its Master Permit
program, which is already in place, for this purpose. If this were done, we believe that it would justify
raising the cost of the Master Permit, something which we suggested in an earlier report.
LONGER TERM RECOMMENDATIONS
Consider building a new public parking structure to serve Balboa Village once the following issues have
been considered:
1. A public parking structure in the area would likely be efficiently utilized only if the parking pricing
and management recommendations for on- street parking discussed in this memorandum are put in
place and the fee for parking in the structure is less than on- street parking.
2. While on- street parking fees are likely to generate a significant revenue source from which to fund
construction, operations and maintenance of a new garage, given the high cost of land and
construction in the area, an assessment on local property and other funding sources may be
necessary to fully cover costs.
And the following questions have been addressed:
1. After regular monitoring, do parking occupancies in the area remain at a level that members of
the Parking Benefit District consider unacceptably high for a determined number of days per
year?
2. Would additional increases in the fees for on- street parking for the purposes of continued parking
demand management result in an unacceptably high cost for on-street parking? Would a
parking garage that charged less than the on- street amount for parking be viable?
3. Do realistic and cost effective options to shuttle employees, or patrons of businesses such as the
Catalina Ferry, from other locations in the City exist?
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4
BALBOA VILLAGE
PARKING POLICY PLAN
WALKER
P AKING CONSUQANTS
PAGE 1
606 S Olive St, Suite 1 100
DATE:
April 3, 2009
Los Angeles, CA 90014
TO
Leigh De Santis
Voice: 213.488.4911
COMPANY:
CI of New Beach
City Newport
Fox: 213.488.4983
www.walkerparking. cam
FROM:
Mark Llnsenmayer
Sleffen Turoff
PROJECT NAME:
City of Newport Beach — Balboa Village
PROJECT NUMBER:
37-7990.00
SUBJECT:
Municipal Parking Study — Balboa Village (3rd revision)
EXECUTIVE SUMMARY
The November 20, 2008 steering committee suggested o number of changes and enhancements to the
original draft of the Balboa Village technical memorandum. Some of the recommendations included a closer
examination of the planning and policy issues surrounding parking in Balboa Village, the need to
accommodate any intensification or changes in land uses that may occur in the future, and encourage
redevelopment by addressing the areas concern for additional parking supply in the commercial area.
Residential, recreational, and commercial areas in Balboa Village are occasionally overwhelmed by the influx
of beach visitors that can create a shortage of parking during peak demand periods. Our analysis suggests
that while the overall demand for parking in the Village varies considerably over the course of the year, as well
as over the course of a week, on- street parking is impacted on a for more regular basis. The off - street parking
supply largely has the role of absorbing the spillover demand for parking on busy days. The implication of this
spillover is significant. First it suggests that, under current parking policies and conditions, any new off - street
parking facility that is constructed is likely to be the parking place of last resort, essentially an additional
spillover parking supply, and therefore would remain highly underutilized for much of the year. Second, it
suggests that any solutions to the parking challenges faced in Balboa Village will have to address the high
demand for on- street parking.
It is crucial to emphasize that even if additional off-street parking supply is created in the area, this new and
expensive supply of parking could have little effect on the on- street parking shortage unless measures such as
an aggressive on- street pricing policies are undertaken.
We recommend implementing a combination of parking management solutions to help mitigate the weekend
parking situation. Market and peak rate pricing, which would create a system of higher parking fees when
the demand for parking is highest. This strategy is the most efficient way to manage parking in the Balboa
Village due to the tremendous seasonal and daily variance in the demand for parking. Our initial
recommendation is to implement paid parking along the commercial streets (Balboa Boulevard and Bay
Avenue) and if demand persists, paid parking along all streets in the area should be installed. We believe
that a tiered pricing system for all the on- street spaces and public off-street lots that is reflective of the unusual
peak demand periods is the preferable alternative.
Comments from City staff and the community received through March 2009 have focused on the question of
the viability of a new parking structure in the Village. We conclude that the addition of new land uses in the
BALBOA VILLAGE WALKER
PARKING POLICY PLAN PARKING CONSULTANTS
PAGE 2
Village help to justify the construction of o new public structure although such a structure may have only a
limited ability to ameliorate the type of impacted parking situation currently experienced in the area.
OVERVIEW
The Balboa Village study area is the fourth in a six part overview of the parking system in designated
commercial and residential districts located within the City of Newport Beach.
The Balboa Village community of Newport Beach is located on the eastern portion of the Balboa Peninsula,
between B and Coronado Streets. The Village is primarily composed of residential areas, but contains some
entertainment, retail shops and restaurants. The area is a focal point for many beach visitors, tourists, and
excursionists to Catalina Island or other coastal destinations. The Balboa Village Ferry Terminal, Catalina
Flyer, Newport Harbor Nautical Museum, Balboa Pavilion, Balboa Pier and the beach are all significant
regional attractions that are located in this study area.
Public parking in Balboa Village is available at several public lots, including the Balboa Pier lot. There are
also several private lots, and unrestricted (generally free though with some exceptions) on-street parking. This
mix of parking creates some inefficiency during much of the year since demand is distinctly different in the
summer than during the remainder of the year. During peak summer weekends, the parking supply is
occupied early in the day, leaving many vehicles unable to find appropriate parking near their destination.
Later arrivals are forced to spend significant time cruising the side streets and thoroughfares searching for any
available space. The mix of free and paid street parking exacerbates the cruising for spaces during peak and
non -peak periods as the desire and possibility of finding a "free' space often trumps the decision to pay a fee
for a readily available space.
Future development in the area could have a significant impact on parking: a 31,000 square foot nautical
museum expansion is planned, the Balboa Theater is seeking to reopen its 325 -seat auditorium, and area
retail could transition into more parking - intensive restaurant uses. If all of these planned uses are realized, the
impact on parking in the area could necessitate developing additional supply.
Beach and coastal visitors, including charter excursionists, also park their vehicles on the Peninsula, sometimes
for extended periods of time, creating significant impacts on the amount of available parking throughout the
summer beach season. These vehicles compete with residents for longer term parking and may cause some
congestion near the ferry terminus.
The Balboa Village study area includes what is essentially the central portion of the Balboa Peninsula. A map
of the study area is shown in Figure 1.
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BALBOA VILLAGE
PARKING POLICY PLAN
PAGE 4
IMPROVING THE EFFICIENCY OF THE EXISTING PARKING SUPPLY
WALKER
PARKING CONSULTANTS'
Walker performed the following analysis and developed the recommendations contained in this report based
on a combination of our experience with parking in residential and beach areas as well as telephone
interviews conducted with city staff in coastal cities throughout California to gain insight for this report. We
then proceeded with the analysis using the following assumptions:
1) The population of the entire region continues to increase. Balboa Village and the City of Newport
Beach will continue to be popular local, regional and even international destinations, while the amount
of available on- street parking remains constant. On a practical level, spatial and financial constraints
make it very difficult to provide a free parking space for every single-occupancy vehicle (SOV),
particularly if the character and design of the existing commercial district is to be preserved.
2) Generating more "turnover' of spaces provides more drivers with greater access to parking.
( "Turnover" is the reuse of a vacated space by a new car.( One parking space occupied by a car left
all day may serve one employee or long term beach visitor. In the some eight -hour period, eight or
more customers are able to park and transact business.
3) Free or inexpensive on- street parking encourages drivers to leave vehicles on the street that they might
otherwise pork or store in their garages, or driveways, or maybe not keep at all.
41 Managing parking demand in Balboa Village will involve tradeoffs. In order for a commercial and
residential district to function properly, certain parking user groups should hove priority over others. For
example, customers are not as willing to walk as far as employees to a business and desire to have
access to the closest spaces. A beach lover or local resident who lives a few blocks away may desire
a convenient parking space near certain businesses or the beach throughout the summer, but that
parking space may be for more valuable to the family of four spending one day at the beach on their
once in a lifetime vacation to Newport Beach and Southern California.
5) The use of parking meters or other forms of paid parking, properly enforced, are for more effective at
creating turnover than are time limits. The enforcement of time limits is also significantly more labor
intensive, and therefore more expensive than is the enforcement of parking regulations using parking
meters. The decision to use paid parking should be addressed as it relates to creating turnover and
increased parking availability in those areas that need it.
BASELINE SUPPLY AND DEMAND
For the purpose of this report, we define Baseline Supply and Demand as the conditions that were observed
during our inventory and occupancy counts. Note that we do not refer to these counts as "existing conditions"
because in many instances, inventories and the demand for parking in an area can change between the time
the data is collected and the time the report is completed.
BALBOA VILLAGE WALKER
PARKING POIICY PLAN PARKING CONSU.v.NTS
PAGE 5
It is also important to note that
inventory and occupancy data is a
limited sample of actual conditions.
For example, the occupancy numbers
for the two study days could vary from
typical conditions. These variances
could result in higher or lower
estimates of utilization of the parking
supply. Over the study area as a
whole, we assume that small positive
and negative variations in specific
areas tend to balance out and regress
toward an average (mean).
However, it is our opinion that our
observations over the survey days
represent a good sample of a busy
summer weekday and weekend.
To estimate the baseline utilization of the existing parking system within the study area, Walker field staff
collected inventory and occupancy data on Thursday, July 24 and Saturday, July 26. These days of the week
were selected in consultation with City staff and community members. In Walker's experience, Thursday often
represents the peak weekday for parking demand in a commercial district while Saturday is typically the
busiest weekend day.
Counts were recorded three times during the day: at 10:00 AM, 1:00 PM, and 7:00 PM to observe the
typical morning, afternoon and evening hours for peak parking demand. The weather during the counts was
sunny and warm. We note that, with the input of City staff, we chose survey days that did not represent the
absolute peak parking demand days of the summer (i.e. Fourth of July). As a result, the survey days are
judged to represent busy summer days. Detailed inventory and occupancy information throughout the study
area is included in Appendix A.
Within the study area, we counted a total of 1,636 parking spaces — 280 spaces are located on-street, and
1,356 are located in various private and public parking facilities. In addition, there are several private
spaces located in "lots" of fewer than five spaces scattered throughout the commercial core. These spaces are
often reserved for private tenants of nearby buildings. We do not consider these areas to be useable parking
lots for the general public, and therefore, have omitted them from this analysis. There is a private 58 space lot
that we could not access (and therefore assume that this lot also is not available to the parking public).
Table 1 illustrates the distribution of parking between on- street and off -street supply. As seen, the on-street
parking represents approximately 17% of the total supply, while the off - street parking represents approximately
83% of the total supply.
I
BALBOA VILLAGE WALKER
PARKING POLICY PLAN PARKING CONSULTANTS
PAGE 6
Table 1: Parkina Invenrory
Source: Walker Parking Consultants, 2009
The overall peak demond was observed at 1:00 PM on Saturday when a total of 1,577 parking spaces were
occupied (268 cars parked on street and 1,309 cars parked in off - street lots and garages). We will refer to
this peak as the Baseline Peak Demand.
A majority of the off - street parking in Balboa Village is found in various public lots located throughout the area
including the 617 -space Balboa Pier Lot and the Peninsula Lot. Together these lots account for approximately
969 of the 1,356 off - street spaces we identified. As a result, when discussing off- street parking in Balboa
Village, it is often in reference to the beach - access lots in the study area.
During the weekday count, the observed on- street demand was generally lower than the weekend count. The
peak for Thursday, July 24 occurred at 1 :00 PM. At this time, there were 1,096 parking spaces occupied
(846 cars parked off - street and 250 cars parked on- street). The overall baseline peak demand of 1,577
parking spaces (Saturday at 1:00 PM) is equivalent to roughly 96% of the total Balboa Village area supply.
Table 2 profiles the occupancy demand during both the weekday and weekend periods.
Peak weekday occupancy is 30% lower than peak weekend occupancy, indicating that the area supply
appears to be adequate for non-beach use. That is, if additional inventory is developed, it is likely that it will
remain unused for a majority of the year and even during most (non-weekend) summer days.
Total Inventory
%Total Supply
On-Street Parking
Off - Street Parking
280
1,356
17%
83%
Total
1,636
100%
Source: Walker Parking Consultants, 2009
The overall peak demond was observed at 1:00 PM on Saturday when a total of 1,577 parking spaces were
occupied (268 cars parked on street and 1,309 cars parked in off - street lots and garages). We will refer to
this peak as the Baseline Peak Demand.
A majority of the off - street parking in Balboa Village is found in various public lots located throughout the area
including the 617 -space Balboa Pier Lot and the Peninsula Lot. Together these lots account for approximately
969 of the 1,356 off - street spaces we identified. As a result, when discussing off- street parking in Balboa
Village, it is often in reference to the beach - access lots in the study area.
During the weekday count, the observed on- street demand was generally lower than the weekend count. The
peak for Thursday, July 24 occurred at 1 :00 PM. At this time, there were 1,096 parking spaces occupied
(846 cars parked off - street and 250 cars parked on- street). The overall baseline peak demand of 1,577
parking spaces (Saturday at 1:00 PM) is equivalent to roughly 96% of the total Balboa Village area supply.
Table 2 profiles the occupancy demand during both the weekday and weekend periods.
Peak weekday occupancy is 30% lower than peak weekend occupancy, indicating that the area supply
appears to be adequate for non-beach use. That is, if additional inventory is developed, it is likely that it will
remain unused for a majority of the year and even during most (non-weekend) summer days.
BALBOA VILLAGE
PARKING POLICY PLAN
PAGE 7
Table 2: Occupancy Summary for Balboa Village
WALKER
PARKING CONSWANTS
Source: Walker Parking Consultants, 2009
Although the study area overall does not necessarily suffer from a parking shortage, at certain times parking
demand significantly outstrips supply. Figure 2 highlights the areas that impact on- street parking. This figure
illustrates the peak on- street parking demand and highlights the areas that experienced the most significant
parking occupancy during our survey period. The numbers on the map help identify and reference the various
blocks. Appendix B provides detailed maps that illustrate parking occupancy demand for peak on- street, off -
street and combined (all parking in the area including off- street and on- sireeil for both weekday and weekend
survey periods.
W" ,
10:00 AM
1:00 PM
7:00 PM
Thursday, July 24
On- Street Occupancy
280
217
250
267
Off- Street Occupancy
1,356
641
846
686
Total Occupancy
1,636
858
1,096
953
%Total Supply
52%
67%
58%
Saturday, July 26
On- Street Occupancy
280
251
268
271
OffStreetOccupancy
1,356
1,161
1,309
1,109
Total Occupancy
1,636
1,412
1,577
1,380
%Total Supply
86%
96%
84%
Source: Walker Parking Consultants, 2009
Although the study area overall does not necessarily suffer from a parking shortage, at certain times parking
demand significantly outstrips supply. Figure 2 highlights the areas that impact on- street parking. This figure
illustrates the peak on- street parking demand and highlights the areas that experienced the most significant
parking occupancy during our survey period. The numbers on the map help identify and reference the various
blocks. Appendix B provides detailed maps that illustrate parking occupancy demand for peak on- street, off -
street and combined (all parking in the area including off- street and on- sireeil for both weekday and weekend
survey periods.
W" ,
BALBOA VILLAGE WALKER
PARKING POLICY PLAN 44 PFRKNO CONSULTANTS
PAGE 8
Figure 2: Peak Parking Occupancy Demand — On- Street (Weekend)
Source: Google Earth Pro, Accessed September 2008, Walker Parking Consultants, 2009
EFFECTIVE PARKING SUPPLY
When discussing the utilization of a parking system, it is important to consider the concept of effective supply.
Effective supply is the maximum number of parking spaces that can realistically be used within a given system,
less a cushion. An effective supply cushion of spaces helps to protect against the inevitable loss of spaces
resulting from temporary losses or displacements caused by conditions such as mis- parked cars, construction,
broken glass, or other disruptions to the supply. Maintaining a cushion in the parking system also helps to
decrease traffic congestion by minimizing the amount of time visitors must spend looking for an empty space.
For on- street parking in a commercial district we recommend on effective supply equal to 85% of the total
capacity. This allows a cushion of spaces so that traffic does not back up on surface streets. Off -street
parking typically requires less of a cushion — generally 90% to 95% of the full supply, depending on the type
of facility and the anticipated user group. Smaller cushions are needed for long -term parking, since employees
and frequent visitors to the area tend to be familiar with the facilities and their spaces are not subject to
frequent turnover. For the off - street facilities in Balboa Village, with a large tourist and beach presence, we
expect that much of the traffic will be generated by visitors, and therefore, we apply an on-street effective
1
BALBOA VILLAGE WALKER
PARKING POLICY PLAN PARKING CONSULTANTS
PAGE 9
supply rate of 85% of the total capacity and 95% for off - street. A weighted average of those effective supplies
in the Balboa Village parking system is approximately 93% of the total supply.
Figure 3 illustrates the hourly demand observed on Saturday, July 26 as compared to the total Balboa Village
supply and the total area effective supply.
Figure 3: Peak Parking Demand ISaturday, July 261
Source: Walker Parking Consultants, 2009
SUPPLY SUFFICIENCY
The perception that there is not available parking in the study area does not match the reality of the area for
much of the year, though there is a distinct shortage of parking during the summer weekends and often on
other weekend days throughout the year. During a majority of the year, and even during summer weekdays,
parking is not a problem in Balboa Village. Our occupancy data indicates that even during the busy summer
tourism and visitor season, parking is generally available during much of the week. Weekends, however,
have intensive demand and even the relatively large beach lots
cannot accommodate the number of visitors that descend upon
the area. As a result of the intensity of demand, a flexible pricing
mechanism may be necessary to manage the parking. As we
have observed in other areas, market rate pricing can be used to
efficiently allocate parking in a commercial area. For Balboa
Village, we believe that weekend parking is in high demand and
the parking fees for lots and the metered street parking should
reflect this high demand. A flexible or tiered payment system will
be discussed under the Parking Management section of this
report.
Overall there is sufficient parking in Balboa Village to support the current land uses during most of the year.
Without question there are certain areas and certain times of day where parking occupancy exceeds the
I
BALBOA VILLAGE WALKER
PARKING POLICY PLAN FAFt.NG CONWJANW
PAGE 10
effective supply for the area. How to balance the high demand days with the rest of the year is critical to
building a successful, dynamic and vibrant area.
We examined several areas to determine if developing additional parking is viable. We understand that
summer weekends are extremely busy and additional supply would likely be highly utilized. However,
throughout much of the year we do not believe that additional off - street supply would be as efficiently utilized.
Weekday parking in the Balboa Pier lot was 72% occupied during our July counts. During a recent October
weekend visit it was likewise less than 80% occupied. As a result, we conclude that additional supply would
not be efficiently used throughout much of the year. The construction of a new parking facility should only be
considered after implementing proper parking management policies, and then only as a final piece of the plan
to be implemented.
LICENSE PLATE INVENTORY AND TURNOVER ANALYSIS
In many commercial areas including Balboa Village, congestion occurs around the core shopping streets,
while more peripheral parking remains at lower utilization rates. Part of the congestion is caused by
employees parking in spaces that are designated for other short term porkers. It is understandable that
employees would rather park close to work than farther from it, but if everyone coming to Balboa Village
competes for the most convenient parking, the congestion is magnified. This is not good for business, as it
creates the perception that the local commercial shopping district is congested. Customer parking should be
the priority in Balboa Village area, not only for the sake of the customers and businesses but also for the sake
of efficient circulation and space turnover. Prioritizing parking for different user groups helps to even out the
imbalances in parking demand.
To test the extent to which long-term parking makes up a significant portion of the parking demand in the most
congested portion of the study area, Walker staff conducted a length of stay analysis of selected on- street
block faces on Bay Avenue and Balboa Boulevard between Cypress Street and Main Street. By recording
license plate numbers every hour during a weekday, we were able to track how long individual cars stayed in
a space. Results from this license plate inventory (LPI) analysis show a significant number of vehicles were
present throughout the day. Table 3 outlines the number of vehicles that remained in the study area for various
amounts of time during the LPI.
Table 3: License Plate Inventories
Hours 1 2 3 4 5 6 7 8 9 10 11
Vehicles 210 77 60 34 36 29 30 26 18 12 51
Number of vehicles remaining in the LPI area
throughout the day.
Source: Walker Parking Consuhonrs, 2009
BALBOA VILLAGE WALKER
PARKING POLICY PLAN PARKING CONSULTANTS
PAGE I I
In the turnover study area, the LPI analysis identified 583 unique vehicles parked in the 317 spaces. This
indicates a turnover ratio of approximately 1.84 vehicles per space over the 11 hour study period
(583 =317). The results record that 166 vehicles were parked in the some space for 5 hours or more 152% of
spaces in the LPI area), indicating that more than half of the spaces were occupied by long term packers. The
number is even greater if one considers 4 -hour porkers. This LPI analysis was conducted on a weekday. It is
reasonable to anticipate that the problem of a lack of turnover of parking spaces could be worse on a
weekend.
It is difficult without further analysis to determine if these cars belong to residents or employees, though it
appears from the considerable lengths of stay, that many are residents. If this is the case, then it would be
beneficial to develop measures, including strictly enforced time restrictions' or installing parking meters, to
ensure that the greatest numbers of on- street parking spaces are available for short -term porkers.
UTILIZATION Of SPECIFIC PARKING SUPPLIES
At the peak hour on Saturday (1:00PM) the entire study area exceeded what we consider the effective
capacity of the area. However, during the morning and evening counts on Saturday, while still busy, our
counts indicate [hot spaces are generally available throughout the study area. On weekdays, the area is
below 70% utilization. The perception is that parking in the area is constantly congested and typically
unavailable. However, our findings on the survey days did not support this perception. Table 4 shows a
block -by -block breakdown for the baseline occupancies (observed on Thursday and Saturdayl for all areas.
BALBOA VILLAGE
PARKING POLICY PLAN
PAGE 12
Table 4: Combined Peak Occupancies Jos % of supply)
WALKER
PARKING CONSULTANTS
Source: Walker Parking Consultants, 2009
As illustrated in Figure 4, there are several blocks that exceed 85% occupancy during the peak hour. Figure 4
shows only those streets with greater than 85% occupancy. This does not necessarily mean there is an overall
parking shortage throughout the day, but it shows that parking demand is greater than the effective supply in
some areas during the peak hour period. Appendix C provides greater detail on the block -by -block
occupancy and ratios during the weekday and weekend study periods. The blocks outlined in dark red
illustrate the areas with the greatest demand that are particularly good candidates for paid parking to be used
to encourage the turnover of parking spaces.
1/1
Weekday
Thursday,
Occupancies
July 24,
2008
Weekday
Thursda
Occupancies
, July 24,
2008
Block
Inv.
10 am
1 pm
7 pm
10 am
1 pm
7 pm
1
35
80%
97%
97%
91%
103%
100%
2
17
88%
94%
100%
94%
94%
100%
3
20
95%
95%
95%
90%
95%
90%
4
271
20%
25%
36%
60%
99%
28%
5
6
17%
100%
83%
33°%
100%
100%
6
17
53%
59%
59%
59%
59%
65%
7
35
51%
57%
66%
63%
83%
106%
8
1
100%
100%
100%
1000%
100%
1000/
9
136
92%
100%
97%
99%
100%
100%
10
28
18%
18%
14%
82%
93%
93%
11
2
100%
100%
100%
100%
100%
100%
12
35
40%
43%
60%
66%
66%
69%
13
76
29%
84%
92%
100%
100%
100%
14
2
100%
100%
100%
100%
100 %
100%
15
8
88%
100%
88%
100%
100%
100%
16
10
60
50%
60%
50%
50%
50%
17
747
57%
72%
47%
99%
100%
96%
18
39
85%
90%
95%
92%
90%
90%
19
10
1100/
100%
1100/
100°%
120%
1100/
20
27
89%
96%
100%
96%
104%
104%
21
27
52%
70%
74%
70%
96%
89%
22
70
23%
64%
600/
53%
76%
101%
23
17
41%
82%
94%
59%
88%
100%
Grand Total
1,636
52%
1 67%
1 58%
86%
96%
84%
Source: Walker Parking Consultants, 2009
As illustrated in Figure 4, there are several blocks that exceed 85% occupancy during the peak hour. Figure 4
shows only those streets with greater than 85% occupancy. This does not necessarily mean there is an overall
parking shortage throughout the day, but it shows that parking demand is greater than the effective supply in
some areas during the peak hour period. Appendix C provides greater detail on the block -by -block
occupancy and ratios during the weekday and weekend study periods. The blocks outlined in dark red
illustrate the areas with the greatest demand that are particularly good candidates for paid parking to be used
to encourage the turnover of parking spaces.
1/1
BALBOA VILLAGE
PARKING POLICY PLAN
PAGE 13
Figure 4: 85% Occupancy
WALKER
Source: Walker Parking Consultants, 2009
For comparison, Table 5 highlights occupancy during the weekday and weekend peak demand period in all
areas of Balboa Village.
BALBOA VILLAGE
PARKING POLICY PLAN
PAGE 14
Table 5: Peak Occupancy by Block
Balboa Village I Weekday I Weekend
(Combined) Peak Peak
Block Inv. 1 1:00 PM 1 1:00 PM
WALKER
PARKING CONSULTANTS
2....
17
16
... 94%
16
94%
s.....
4
271 a_..
_,
69
..... .25 .._._.
%
. .
267
__.
°
_. 5._ ..
6. .
6
100 °6
b
_.100°,6
6
17
7
35
20
57%
29
83%
8
1
1
100%
1
100%
__ ,_...._......_...
9
136
.,.
136
.__....
� 100%
136
100%
10
28
5
18%
26
93%
2
2
100 %.,...._
2
1-._,...
00%
_.
12
35
15
°
43 / °._
23
66...
_..
13
76
64
.....
84%
_
76
100%
_....._...
14
...............a..
2
2
......, ._........
100%
..... <
2
_....,......
100%
_...8,_
8
100%
8 e
1000/0
16
10 ...,......5
50% ..
5
50%
17
747
535
746 i
00
l8
39
35
19
10
10
100%
12
120%
27
26
96%
28
104%
°
26
96%
-° ..._...
22
_..
70
.. ..
45
� � � b4 °I°
53 Y
�.....
b °J°
23
17
14
82%
15
88%
Total
1,636
1,096
:' 67%
1,577
969/6
Source: Walker Parking Consultants, 2009
PARKING SUPPLY
Parking is extremely expensive to build, and rarely earns enough income to break even after operating
expenses and debt service obligations. In examining current parking occupancy and demand from our survey
data, it indicates that there is insufficient parking demand to justify adding parking supply in Balboa Village to
meet projected non -peak demand, as an additional off- street parking supply is likely to remain underutilized or
unused the vast majority of the year.
Currently in Southern California we are seeing garage construction costs start of approximately $18,000 per
space depending on facade, geological considerations, and other construction issues that increase costs.
These costs do not include soft costs (another 20 %) or land acquisition. Using an estimate of $18,000 per
11,1
BALBOA VILLAGE
PARKING POl1CY PLAN
PAGE 15
WALKER
PARKING CONSUnANTS
space, a 220 -5pace garage would cost approximately $3.96 million plus an additional estimated $800,000
for soft costs. The annual debt service for a $4.76 million garage would be approximately $405,000
excluding land costs.' In an area like Balboa Village, the land costs could easily double the construction costs
and debt service numbers. For a 220 -space garage to cover the construction only debt service it would need
to generate approximately $7.90 /space, 300 days per year, excluding Sundays and Holidays .2 Again, this
assumes a construction cost of $18,000 per space plus $500 per year in operating costs and an estimated
20% for soft costs. That number could double to $15.00 or more per day if land costs are included. We
point out, however, that if built it is unlikely that the majority of these spaces would be occupied on most days.
As a result the actual cost of each occupied space would likely be significantly higher.
For an automated structure, we do not have consistent pricing data. Depending on the configuration of the
lot, an automated structure can significantly reduce the footprint — up to 50 %. On a per space basis, the
construction costs are comparable to those found in structured (above ground) facilities. Automated parking
structures can make sense in extremely high priced areas or in odd shaped lots where typical structure design
is not possible. As a result, the most successful automated structures that we have seen are typically found in
smaller residential developments. We are not aware of any automated public parking structures in California
or on the West Coast.
This assumes a 20yeor bond with 6% interest and level bi- annual payments.
220 spaces multiplied by 300 days, multiplied by $7.90 equals $405,000.
�i
BALBOA VILLAGE WALKER
PARKING POLICY PLAN PARKING CONSULTANTS
PAGE 16
PARKING MANAGEMENT
Parking Management includes those strategies aimed of
making better use of the available parking supply in a defined
area. Parking management strategies include pricing cues,
trip reduction strategies, incentives for modes of transportation
other than the single occupancy automobile, preferential
parking, and disincentives for those contributing more to
congestion (congestion pricing(.
ON- STREET PARKING PRICING POLICIES
The proper role of price in on- street parking is to allocate a scarce resource and generate turnover of spaces to
serve the greatest number of porkers. On- street parking in commercial areas is often the preferred form of
parking for most porkers, especially short -term convenience porkers. Generally, the order of parking
preference is:
1. On- street
2. Surface lot
3. Structure above grade
4. Structure -below grade
5. Remote parking with shuffle
In an effort to provide convenient parking for the most number of short -term porkers, on- street parking is usually
metered and /or time restricted in order to ensure availability for short-term porkers.
Given the greater desirability of on-street parking, if the rate for on- street parking is less than comparable off-
street rates, on-street parking will not operate efficiently. Rather, it will fill quickly and not turn over at a rate to
meet the demand for convenience parking; the spaces are in high demand and drivers will want to stay
parked at them as long as possible.
Low meter rates at the curb also reduce the profitability of short-term off-street parking. This typically leads to a
shortage of off -street short-term parking as operators focus on more profitable market segments, and in extreme
examples, may offer only all -day parking and monthly permit parking. Thus, too low a meter rate can actually
result in a shortage of convenient parking throughout the parking system.
To maintain a balance, on- street parking should be priced so as to achieve a desired level of occupancy and
turnover. If on- street parking is priced higher than comparable off - street rates, some of this demand will shift to
off -street parking facilities, thus making more spaces available at the curb.
On- street parking has been shown to operate most efficiently with occupancy of approximately 85% at even
the busiest hour. This occupancy rate leaves about one out of every seven spaces available, or approximately
one empty space per block face. This provides enough vacancy that visitors can easily find a space near their
destination.
rn
BALBOA VILLAGE WALKER
PARKING POLICY PLAN PARKING CONSULTANTS
PAGE 17
The goal is to achieve the right price. This means that pricing should not be uniform. The most desirable
spaces need higher prices, while areas with less demand would have a lower rate.
Walker recommends that on- street parking occupancy for each area and street should be.monitored carefully,
and prices adjusted to keep just enough spaces available. In this way prices should be allowed to find an
approximate market rate according to demand, where just enough spaces are always available.
Professor Donald Shoup of UCLA advocates setting prices for parking according to the "Goldilocks Principle,
whereby:
"The price is too high if many spaces are vacant, and too low if no spaces are vacant. Children learn
that porridge shouldn't be too hot or too cold, and that beds shouldn't be too soft or too firm.
Likewise, the price of curb parking shouldn't be too high or too low."
Using this methodology, the best price is achieved when the vacancy is about 15 percent of curb spaces. If
this process is allowed, then pricing will not drive customers away. Rather, the most desirable spaces closest
to the front-door will be most efficiently utilized. If the initial parking meter rates in an area are accidentally set
too high, then this policy of achieving an 85% occupancy rate will require the parking rate to be lowered until
the parking again achieves 85% occupancy.
PAID PARKING IN BALBOA VILLAGE
Paid parking is an alternative that can shift some of the cost of parking from the residents to the visitors. Coin -
operated meters, as noted, are inconvenient, inefficient, sometimes unreliable, and often unsightly. Many
cities are beginning to evaluate other types of modern meters or even alternatives such pay-and-display
systems, smart meters, electronic hang -tags or pay-by -phone systems.
In the Balboa Village area, we recommend a comprehensive paid parking system. The parking demand in
Balboa Village is largely predicated on beach demand which is demonstrably different in the summer than
during the winter and also much different on weekends than during weekdays. To accommodate this variation
we recommend a tiered system of pricing parking, prices for parking should vary based on historical and
projected demand. To control the number of vehicles in the area during peak conditions we suggest that the
City evaluate placing meters on all streets in Balboa Village. If occupancy is regularly monitored, rates could
be adjusted to achieve the desired occupancy numbers depending on the day of the week and the season.
Monthly or quarterly occupancy counts can be conducted to help identify if pricing parking is having the
desired effect.
Conversely we may recommend a generic system with rates predicated on anticipated utilization that would
result in a tiered payment system. In a tiered system we recommend that summer weekend parking be the
most expensive followed by non -peak season f October to June) weekend parking. Weekday rates should be
fairly attractive to ensure business and restaurant patrons on not discouraged from coming to the area during
non -peak demand periods. Pricing for a tiered system could follow this pricing arrangement:
Tier 1) Peak summer weekend rates: $2 /hr or $16 /day
n-e
BALBOA VILLAGE WALKER
vnxaNG cowsururars
PARKING POLICY PLAN
PAGE 18
Tier 2) Non peak weekend rates: $1.50 /hr or $12 day
Tier 3) Weekday rates: $1 /hr or $6 day
This is a sample pricing scheme that should reflect demand. We recommend that both on- street and public off -
street prices reflect this pricing system. Typically we recommend that on- street parking is priced higher than off -
street to help steer vehicles into remote lots. In Balboa Village we feel that the on- street pricing could either be
higher than the off -street prices or have shorter stay limits (e.g. two hour meter limits). Initially, we would
recommend metering on -street spaces along Balboa Boulevard and Bay Avenue. If parking remains
problematic, a system of paid parking on all on- street spaces in the study area may be the only viable solution
to the impacted parking situation.
PARKING METERS IN BALBOA VILLAGE
In reviewing the parking issues in Balboa Village, there are areas with significant congestion that may benefit
from time limit parking or parking meters to help alleviate congestion and increase turnover during high
occupancy periods. Meters help ensure that all areas of Balboa Village have parking available throughout the
day and it may encourage some residents to use their home garage spaces for parking rather than storage.
Single -head, coin operated meters are aesthetically unpleasing and require the visitors /patrons to know how
long their beach visit, shopping or dining experience will be and ensure that they have enough coins with
them to satisfy their trip requirements. Alternatively, many cities are using smart meters or pay-by -phone
systems. Below are some of the pros and cons of such a policy:
Pros
Efficiently allocates parking
Creates availability for shops and restaurants
Increases turnover
Cons
• Expensive to set up and maintain
• Requires additional enforcement
• Education will be necessary to support meters
Aesthetically unpleasant
Some cities are beginning to evaluate other types of modern
meters or even alternatives such pay-and-display systems, smart
meters, electronic hang -tags or pay-by-phone systems.
MULTISPACE METERS
Alternatives to the single -head meter would offer drivers a
convenience and the community an improved aesthetic as well in
an area like Balboa Village. Such meters therefore might be
better received than conventional meters. If paid parking were implemented in the area, Corona del
should evaluate installing multi -space meters. Multispace meters are typically easy to use. They are much
obtrusive than single head meters and can be less expensive depending on how wide an area is covered.
Mar
less
Typically there are two types of multispace meter systems, pay-and-display and poy-by- space. With pay-and-
display meters, drivers must go to the multispace meter, purchase a receipt to display on their dashboard and
return to their vehicle to display the receipt, which reflects the amount of time purchased. Such a system some
benefits but also drawbacks; for example there can be added inconvenience for the driver, who must go to
4b
BALBOA VILLAGE
PARKING POLICY PLAN
PAGE 19
WALKER
PARKING CONSULTAWS
the meter and return to the car to display payment. In addition, a payanddisplay system results in more labor
intensive enforcement measures as parking enforcement officers must check the receipts on each dashboard in
order to verify compliance. We have also observed complaints of potential maintenance and litter issues with
regard to the production and discarding of receipts.
With a pay-by -space meter, there is no receipt. All information is recorded in the pay-by -space (multispace)
meter. With several ways to pay, (coins, credit card), their use is fairly simple:
➢ The driver notes the number of the space where he /she parks.
➢ locates multispace meter.
➢ Pushes buttons to indicate space number and amount of time driver plans to park.
➢ Enters method of payment (i.e. credit card, coins, or paper money) and finalizes transaction.
Enforcement using a pay-by-space meter is also generally easier, in some cases significantly, than with a pay
and - display system. Parking enforcement can check violations for a number of cars simply by punching a few
buttons on the meter. With some systems, this action can be performed remotely.
Pros
• Multiple forms of payment
• Reliability
• Reduced street clutter
• Relative ease of enforcement
Cons
More expensive than single head meters.
Learning curve for users
IN-CAR METERS
A SmartPork device or any other similar electronic hang -tag device uses a SmartCard
that is loaded with a prepaid amount of parking hours. The amount of free or
discounted parking can be determined by the City. The SmortCard is inserted into the
in-car meter, which is then placed inside the vehicle and displays the parking zone
selected. Thus, the in-car meter operates like a personal parking meter that stays in the
vehicle. To use an in-car meter, customers make a one -time meter purchase
(approximately $SO to $60) and then preload the in-car meter in increments of $20 to
$200, similar to FasTrak. When residents or visitors come to Balboa Village, they
simply turn on their meter and hang the device from their review mirror so that parking
enforcement can see they have paid. These meters can be loaded at one for visitors to
the Balboa Village and loaded at a lower rate for residents.
These in-car parking devices may be used at single space parking meters, municipal In car Meter
parking lots and municipal garages. With in-car meters motorists pay for actual parking time only, allowing
visitors and residents to use the card only for the time they are parked. Another benefit of this technology that
may be attractive to Balboa Village area is that it is a cashless operation that allows residents and frequent
visitors the ability to park without carrying coins.
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BALBOA VILLAGE WALKER
PARKING POLICY PLAN PARKING CONSULTANTS
PAGE 20
Pros
• Convenient for frequent users such as residents
• Easy to use
• Can easily set or change pricing
• Prepaid so city may see revenue before the meter
is actually used
RESIDENTIAL PARKING PERMITS
Cons
• Not good for areas with a high number of visitors
• Third party typically required
• More expensive for both the city and the user than
alternatives
Residential Parking Permits are permits for residents whose neighborhoods are impacted by certain public
facilities or land uses (such as beaches or adjacent commercial areas) that result in non - residents parking on
neighborhood streets. There are many different ways to develop a residential permit system. The City of
Newport Beach currently has some areas that already enforce such a program for residents.
For Balboa Village we believe an effective parking permit system would be difficult to develop and manage
given the likely restrictions that the California Coastal Commission would likely place on establishing such a
program. If a residential parking permit system is developed, we recommend strict enforcement and price -
appropriate fees for the permits, likely high given the high demand.
To ensure that this type of system encourages the appropriate use of parking (and the use of real estate) in the
Village, the City would need to charge a meaningful fee for the Balboa Village residential parking permits.
Ideally, the parking permits should at least cover the administrative and enforcement costs that the City must
bear plus encourage residents to use their off - street spaces. Since annual Blue Pole meters fees are $100 and
Mosier Permit fees are $648, residential parking permits on Balboa Village should probably fall somewhere
between these two fees, perhaps $300 per annum ($25 /month). A graduated system that allows the first two
permits to be $300 and the next two permits to be $600 may discourage abuse or over use of the permits.
Existing homes that were built before the advent of contemporary zoning that requires off-street residential
parking could obtain two permits at the approximate cost of the appropriate administrative fee (with
confirmation from code enforcement). We would also recommend that a very limited number of daily guest
passes be provided to all residents (perhaps as few as 10 passes per year). If more daily passes are required
they could be purchased from the City for a fee.
The advantage of residential parking permits on Balboa Village is that they allow residents and guests to park
near their homes while providing a controlled amount of access to beach patrons.
A disadvantage of residential parking permits is the administrative and enforcement burden that will be placed
on the City and the residents. For permits to truly be an effective parking management tool they need to have
a meaningful cost associated with their use and this may not be agreeable with many residents. While
permits may help alleviate some of the current parking constraint, the amount of enforcement and additional
administrative requirements are likely to be overly burdensome to many residents and visitors to the area. As
mentioned, the California Coastal Commission would need to be consulted to ensure that this type of permit
program complies with their mission. Finally, there is the possibility that by making more parking available,
some residents would have less incentive to park their cars off street, resulting in few if any net new parking
spaces actually being made available.
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BALBOA VILLAGE WALKER
PARKING POLICY PLAN PA0,w000r4sIAT STS
PAGE 21
OVERNIGHT PARKING DISTRICTS
Another solution discussed during the steering committee meeting was the use of on overnight parking district.
This would operate like a residential permit district but would only be in effect during the overnight hours. This
would allow residents to park on their streets during the evening hours but allow beach visitors or commercial
patrons access during the daytime hours. This type of restriction may be effective for allowing residential
parking in a beach area during overnight hours when the Coastal Commission is not as concerned about
access. Unfortunately, this alternative does not address a direct solution during peak parking conditions but
may help reduce the number of long -term vehicle parking in the area.
PARKING SIGNAGE
Walker staff reviewed signage directing traffic towards Balboa
Village and to beach parking in the area. Walker identified a
number of directional and wayfinding signs to the Balboa Pier lot or
other municipal lots. Increased visibility and sign location may help
wayfinding for parking along Balboa Boulevard. Signs with pricing
information or space availability may also help visitors identify
parking locations. Ideally, on-street availability and pricing to
encourage visitor parking in appropriate places could be displayed
along with pricing and availability for the public lots. This would
likely reduce the amount of vehicles cruising for available on-street
spaces and direct more vehicles into the public lots earlier than
without wayfinding and signage.
Pros
• Helps visitors navigate to appropriate areas
• May reduce congestion by reducing drivers
cruising in search of parking
• More efficient use of parking resources.
PARKING GUIDANCE AND INFORMATION SYSTEMS
Cons
• May add visual clutter to pristine area
• May be confusing if directions are not clear
• More expensive than not providing any information
Another enhancement to signage is a parking guidance and information (PGI) system, which presents drivers
with dynamic information on parking in a controlled area, such as Balboa Village. The systems combine traffic
monitoring, communication, and electronic message sign technologies to provide parking information using
simple electronic sensors and monitors.
PGI systems are designed to aid in the search for vacant parking spaces by directing drivers to lots or areas
where occupancy levels are low. This can be done with convenient and aesthetically pleasing electronic signs
located throughout the commercial core or near parking structure entrances. The ultimate objective of this
n 11.
BALBOA VILLAGE WALKER
PARKING POLICY PLAN PARKING CONSUL[ANrS
PAGE 22
technology is to increase convenience and satisfaction by reducing search time, which in turn reduces
congestion on the surrounding roads.
Pros
• May reduce congestion because drivers would not
have to cruise for parking
• Enhances City's image as technology innovator
• Helps visitors navigate and parking in appropriate
areas
INCREASE BICYCLE /PEDESTRIAN FACILITIES
Cons
• More expensive than not providing any information
or using traditional signs
• May add visual clutter to pristine area
• Unproven technology
• May be confusing if directions are not clear
Demand for parking can be reduced by providing bicycle and pedestrian facilities and amenities that make it
easier and more pleasant to bicycle or walk to nearby destinations. This strategy could prove to be
particularly valuable in an area like Balboa Village. While bicycle facilities may not be a panacea for
parking, first -class facilities can influence some driving decisions, particularly on shorter trips; if facilities are
sufficient and desirable, some visitors may elect to ride their bicycle to the beach rather than drive. We have
seen this behavior shift in a number of studies.' We would encourage Newport Beach to be a regional
leader in this endeavor as it has ideal climate, geography and population density for such a program.
In other areas of Newport Beach we have made recommendations regarding improved bicycle facilities and
other alternative forms of transportation. In Balboa Village, Walker advocates that an attractive and well
placed bicycle facility could be an important amenity within a transportation demand management program
that reduces parking demand in the Village area of the Peninsula.
To help establish a more bicycle friendly area, Newport Beach could evaluate adding additional bicycle
lanes, bike racks, maps, and even create a bike plan that helps direct future bicycle growth.
The American Association of State Highway and Transportation Officials (AASHTO) Guide for the
Development of Bicycle Facilities (1999) provides an overview of what type of bikeways are appropriate for
different uses. End of trip facilities are also an important component. There are three types of bike lockers and
facilities that we are familiar with:
I . U -lock acceptable bike rocks
2. Crank case security racks
3. Bicycle storage enclosures
Each type works well and is adaptable to a multitude of uses. For temporary storage in a commercial area
we recommend a u -lock acceptable rack. In on office area or parking structure area we recommend a
security rack. For commuters or in unattended areas we recommend bicycle storage enclosures.
' Makovsky, Paul (2002, August /September), Pedestrian Cities. Metropolis Magazine,
lhffp://www.metropolismag.com/html/content-0802/ped/index.htmll
`;t
BALBOA VILLAGE
PARKING POLICY PLAN
PAGE 23
rank Case Security Rack R
Two Types of U -lock
acceptable bike racks
WALKER
ikRK.NG consuL R
Some cities have also begun experimenting with bike stations or full- service bike lockers near destinations that
provide lockers, changing rooms and showers for bicycle commuters. Bikestation services include secure,
indoor bicycle parking available to members with a membership pass. In the Seattle Bikestation there is free
attendant-assist bicycle parking during operating hours. Bicycle repair services and commuter retail items are
also available at this facility, as well as public transportation schedules, bike maps, and a personalized
service matching new bicycle commuters with experienced cyclists who can help them plan a commute route,
provide tips on bicycle commuting, and generally serve as mentors. While we do not necessarily believe that
Newport Beach has the overall bicycle commuter numbers to support a full- service bike station, we do
encourage Newport Beach to evaluate increasing the number and type of bicycle facilities it offers.
Chicago's Millennium Park Bike Station
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BALBOA VILLAGE WALKER
PARKING POLICY PLAN PARKING CONSULTANTS
PAGE 24
PARIS VELIB
Velib (or "velo liberW, English: bicycle freedom) is a public
bicycle rental program in Paris, France. Ten thousand bicycles
were introduced to the city with 750 automated rental stations
each with 15 or more bikes /spaces. This number has since
grown to 20,000 bicycles and 1,450 stations, about 1 station
every 300 yards throughout the city center, making Velib the
largest system of its kind in the world.'
Each *lib station is equipped with an automatic rental terminal
and spots for dozens of bicycles. Maps showing the station Source: Stationnement de Montreal
locations are available at all kiosks. The rental terminals display
the locations and numbers of available bicycles and free spots of
the neighboring Velib stations. If a user arrives with a rented bicycle at a station without available spots, the
terminal grants another 15 minutes of free rental time. Vans and trucks are used at night to redistribute bicycles
to high - demand stations.
In order to use the system, users need to take out a subscription, which allows the subscriber an unlimited
number of rentals. Subscriptions can be purchased by the day, week or year from approximately $2 to $40.
With a subscription, bike rental is free for the first half hour of every individual trip; an unlimited number of such
free trips can be made per day. A trip that lasts longer than 30 minutes incurs a charge of one to five dollars
for each subsequent 30- minute period.' The variable price scale is intended to keep the bikes in circulation,
much like variable rate pricing at parking meters is meant to keep the parking meters turning over.
A credit card or debit card with personal identification number (PINT is required to sign up for the program and
to rent bikes. The credit /debit card will be charged the equivalent of $250 if a rented bike is not returned. In
Paris, the credit card is required to contain an EMVchip (this chip is not currently available on most credit
cards issued in the US, although the security standard was developed by MasterCard and Visaf .
Paying for Bicycle Sharing
The Velib system is financed by the JCDecaux advertising corporation, in return for the Cit of Paris signing over
rights from a substantial portion of on- street billboard advertising located near the stations. JCDecaux won the
contract over a rival bid from US-based Clear Channel Communications.
The company paid start -up costs of about $115 million and employs the equivalent of about 285 people full
time to operate the system and repair the bikes for 10 years. The city receives all revenue from the program as
well as a fee of about $4.3 million a year.'
Some North American cities have also expressed interest in a Vetib -style bicycle program. Montreal recently
announced that it would begin a bike sharing program beginning in April 2009. The program, named Bixi
(short for Bike Taxi(, will be run by Stationnement de Montreal, a subsidiary of the Board of Trade of
' http:// www .parisinfo.com /professionnels /100313 /velib-
' Ibid.
° Anderson, John Ward. "Paris Embraces Plan to Become City of Bikes ", The Washington Post, pp. A10. Retrieved
December b, 2008.
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BALBOA VILLAGE WALKER
PARKING POLICY PLAN - PARKING CONSULTANTS
PAGE 25
Metropolitan Montreal. Other North American cities have tried to develop a public bike sharing system but so
far the results have not been as successful as their European counterparts.
A bike sharing program has the potential to reduce parking in a dense commercial district. Most of the public
bicycle sharing programs with which we are familiar are located in dense commercial areas. A pubic bicycle
sharing service in a residential and beach area may have some unique challenges that will need to be
addressed. Provided these issues are not insuperable a public bicycle sharing program in Balboa Village
could create a positive alternative transportation image and help mitigate some of the seasonal parking
demand that Balboa Village currently endures.
METHODS OF FINANCING PARKING IN BALBOA VILLAGE
PROPERTY & BUSINESS IMPROVEMENT DISTRICT (PBIDI 7
A Business Improvement District (BIDE is a redevelopment tool for commercial neighborhoods such as shopping
malls and business districts. Established by law in the late 1980's and early 1990's, BIDS are public /private
sector partnerships that perform a variety of services to improve the image of their cities and promote individual
business districts. They also carry out economic development services by working to attract, retain and expand
businesses. In California, there are Iwo separate laws that authorize the formation of a Business Improvement
District:
• The Parking and Business Improvement Area Law of 1989 (Streets & Highways Code §36500 et seq.l
• Property and Business Improvement District law of 1994 (Streets & Highways Code §36600 et seq.)
Both laws enable a city, county, or joint powers authority (made up of cities and /or counties only] to establish
a BID and levy annual assessments on businesses within its boundaries. Improvements which may be financed
include parking facilities, parks, fountains, benches, trash receptacles, street lighting, and decorations.
Services that may be financed include promotion of public events, furnishing music in public places and
promotion of tourism. Such a funding mechanism could be one source of revenue to fund or help fund a new
public parking facility in Balboa Village.
The key terms of the 1994 act are as follows
• Setup for 5 years at a time (renewable in 10 year increments)
(some Charter cities have amended to allow 10 years to start)
• Can fund business marketing, promotions, events, clean and safe programs, capital improvements,
management etc)
• 100 plus of these PBIDs created around State
• Requires 50.1 % weighted owner support petition 130% Charter cities)
' California Tax Data, www.californiataxdata.com, accessed December 18, 2008.
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BALBOA VILLAGE WALKER
PARKING POLICY PLAN MWNU CONSULT M
PAGE 26
• Requires 50.1 % weighted owner ballot approval
• Can assess vacant land, blighted buildings, government properties, public utility properties, churches,
non - profits but not residentially zoned properties
Forming a BID
Typically, a BID is initiated by local business owners petitioning the City to establish a BID on their behalf.
Once the City Council has approved a resolution of intention, a copy of the BID proposal and resolution is
sent to all affected businesses. After the City Council conducts Nvo public hearings it may approve the BID
establishment by ordinance, provided written protests are not received from business owners who will
represent 50 percent or more of the total assessments to be collected.
Assessment Fees
The formula for determining the assessment amount is determined by the business organization that initiates the
BID process, not the City. The respective business group takes into account the type, size, and location of the
businesses. Assessments are levied on businesses on the basis of relative benefit from the improvements and
activities to be funded. Fees generally range from $40 to $500 per business each year. A few of the newer
BIDS have higher fees, ranging from $90 to $1,200 per year, with some anchor businesses paying up to
$5,000 to support BID - related projects.
The fees help to fund BID board-approved business- related activities and improvements which will benefit the
businesses. Activities, programs and Improvements range from farmers' markets to business promotions to
installing street lighting and removing graffiti. By pooling private resources, business owners in BIDS collectively
pay for activities which they could not afford on an individual basis. Further, since a BID fee is a benefit
assessment and not a tax, BIDS can consistently enact programs and activities without relying on scarce public
funding. BIDS are one of the most valuable and effective finance tools available to the small business
community.
The City collects the fee on an annual basis. The BID assessment is included as a separate charge on the
business tax certificate bill that every business receives. All assessment funds are returned to the BIDS through
annual contract agreements. Most cities do not charge BIDS for the City staff or administrative costs associated
with this service.
PARKING BENEFIT DISTRICT — FINANCING PARKING THROUGH COMPREHENSIVE MANAGEMENT OF
PARKING
The meaning of "Parking Benefit District" (PBD) often changes based on the city where it is put into place. In
general it is a mechanism which can greatly increase the efficiency with which it funds, manages and makes
decisions with regard to parking in a designated area (the districtf. A PBD typically charges for parking in the
District, but with the stipulation that all or a set percentage of the revenue stay in the district to fund
improvements. A board or body is created in order to make the decisions regarding how much to charge and
how to manage the parking system. The creation of the PBD and governing body then typically sets off a
positive chain of events for the area:
s,4
BALBOA VILLAGE
PARKING POLICY PLAN
PAGE 27
4&WALKER
WKING CONSULTANTS
1) A specific body is created whose responsibility it is to maximize the efficiency of the parking system in
the district. As a result there is also a political constituency that will defend parking rate increases if
necessary while keeping in mind the overall health of the district.
21 Parking is managed to maximize the efficiency of the parking system, increasing turnover and
increasing the utilization of parking spaces, which allows for an increase in visitors to the area.
31 An incentive is potentially created for charging for parking in residential areas (either through the
selling of a designated number of on- street parking permits or metering streets) as residents can see the
money going to direct improvements on their block, such as repaired sidewalks, landscaping or other
benefits.
4) The byproduct of increased parking revenue throughout the district occurs.
5) The PBD governing body makes decisions as to how to allocate the additional revenue through such
projects as contributing to the funding of off- street parking if necessary, neighborhood beautification
projects (such as street trees or attractive benchesl, or potentially creating funding for employees and
others to encourage the use alternate forms of transportations such as bicycles, carpools, or improved
transit service. Such measures are likely to reduce the demand for parking in the neighborhood.
A Parking Benefit District is often a combination of residential permit parking and traditional paid parking. A
parking benefit district is created by metering the on- street parking and dedicating the net revenue towards
neighborhood improvements that promote alternatives to parking. This may include increased facilities for
walking, cycling and transit use, such as sidewalks, curb ramps, and bicycle lanes. Charging for parking and
promoting alternatives can help reduce the number of people parking in the neighborhood, but for those that
do park and pay the meter, the neighborhood benefits.
ADVANTAGES Of PBDs
• Efficient management of parking. PBDs allow for management of the parking supply within the
district in a comprehensive and therefore efficient fashion.
• focal involvement and control. PBDs are largely made up of stakeholders from within the
district, who then actively manage and provide oversight for the parking system.
• Revenue stays within the district to fund parking, transportation alternatives or other
improvements and amenities. This results in political support from locals and users of the
parking system, who see positive uses for the money that they spend on parking.
• Promotes shared parking and park once strategies. These result in less land devoted to
parking and more land devoted to productive uses.
DISADVANTAGES Of PBDs
Requires active neighborhood participation. This type of organization typically requires active
neighborhood participation to effectively maintain the PBD. If there is a sufficient base of
enthusiastic and knowledgeable proponents this is not a problem, but in areas without a
champion of PBDs, this type of management program loses its ability to affect change.
Administrative burden. There is some administrative burden and expense to set up and
maintain a PBD.
BALBOA VILLAGE WALKER
PARKING POLICY PLAN PARKING CONSULTANTS
PAGE 28
PARKING POLICY AND THE STATUS QUO APPROACH
Balboa Village is an attractive and compelling place to live and visit. These qualities bring an influx of
vehicles to the Peninsula. During summer weekends parking availability is below what we would consider
effective for a residential or commercial area. During summer weekdays and throughout much of the
remainder of the year, parking can present some challenges but does not constrain the area to the point where
it is completely impacted. Nearly all of the remedies that we have outlined previously have some
shortcomings or implementation difficulties that do not always outweigh their benefits. While some of these
recommendations may elicit a change in behavior for a small group of visitors to the Village, they are not
expected to change the overall behavior enough to significantly alleviate parking congestion in the Village
during the peak summer months. Therefore, our final alternative is to not make any wholesale changes to the
parking system in the Village and let on- street system fill with vehicles during the summer months and let the lots
remain open during the weekends and on busy weekdays.
BALBOA VILLAGE WALKER
PARKING POLICY PLAN qqw PARKING CONSULTA r
PAGE 29
FUTURE CONSIDERATIONS
In light of the impacted parking conditions that exist in Balboa Village during certain periods, members of the
community has expressed a strong interest in building a parking structure to increase the number of available
parking spaces. We have noted earlier in this memorandum, however, that despite spikes in parking
demand, given the relative infrequency with which impacted parking conditions occur, primarily on summer
weekends, that we have not identified a need for additional parking supply in the area.
This is not to say that future conditions will not justify an increase in the parking supply in the Village in the
future or that the City should not build parking for the purposes of accommodating new land uses or changes
in existing land uses. In order to warrant the construction of new parking, we highlight that a number of
conditions would need to be met or justified. Most notably a new garage could be justified by new parking
generators for which existing parking supplies would not provide a sufficient or convenient supply of parking
and which would generate parking demand for a substantial number of days of the year.
A review of different development scenarios suggests that the construction of a new garage in Balboa Village
would serve future development in the area. We also point out, however, that given the large supply of
parking available in the beach lots, a new parking structure is often a question of convenience rather than
economic necessity and that given the costs of land and construction, the benefits of these costs need to be
carefully considered. In addition, in many cases the development scenarios that favor garage construction
would be hindered by the influx of beach (and other marine use) porkers. The demand for parking by these
user groups would likely dominate any new supply of parking.
Much of the report up to this point has focused on how to mitigate parking demand and improve current
parking conditions in the Village. This section of the report seeks to present development scenarios that could
justify a garage and address a number of future uses that the City envisions for the Village including the
Newport Harbor Nautical Museum, Balboa Theatre and other potential changes to the business environment
in Newport Beach.
ZONING
Changes in the City's current zoning code may foster new uses and a redevelopment of some parts of the
Village. Walker has prepared a separate report evaluating the zoning requirements related to parking in
Newport Beach. As with many areas in Newport Beach, Balboa Village has unique land uses and parking
demands. Some of these issues are addressed in this report; others are more systemic and are addressed in
the zoning document. A special parking district or business district that addresses parking will help facilitate
and may be necessary for redevelopment. In terms of financing and justifying a new structure, a policy such
as that which allows new development to pay a fee in lieu of providing its own parking and then relies on a
public parking structure to meet its parking needs may be an important ingredient for building a new parking
structure.
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BALBOA VILLAGE WALKER
PARKING POLICY PLAN PARKING CONSULTANTS
PAGE 30
POTENTIAL BUILDOUT /INTENSIFICATION OF CURRENT LAND USES
Seeing as Balboa Village largely functions as a shared parking district, there are two important factors to take
into account when considering additional development or the conversion of existing land uses in the area. The
first is the amount of parking demand that a new land use will generate. The second is the time at which the
new use will be generating a demand for parking The time at which any new parking demand in the area
will peak is critical to consider given the enormous demand for parking that is generated by the beach and
other coastal uses on summer weekend days.
SCENARIO I - LARGE -SCALE CONVERSION OF OFFICE OR RETAIL TO RESTAURANT SPACE
Having already established baseline conditions for the study area, in this scenario we project generally how
well the existing parking supply might accommodate future parking demand given a hypothetical increase in
space devoted to restaurant use. There are several areas in Balboa Village that have potential to change or
intensify their current land use. To help understand the impact of land use intensification from retail or office
uses to higher parking demand uses such as restaurants, we create what is arguably an extreme scenario, but
one which illustrates what would happen if 100,000 square feet IGFA) of office or retail were transformed
into restaurant use.
During peak weekday conditions, restaurant /bar parking demand is approximately five times greater than
office parking demand, and three times greater than retail. If this intensification of uses occurs, shared parking
would help mitigate some of the demand since much of the redevelopment land uses would remain office and
retail, which peaks during the day. Further, the occupancy counts for a weekday in July indicate that there is
some existing parking capacity on weekdays to accommodate a significant portion of this demand.
Nevertheless, if this much square footage were converted to restaurant uses, we can assume that several
hundred additional parking spaces would be necessary on a busy weekday evening to accommodate parking
demand.
During peak summer weekend conditions, significant daytime parking demand generated by the envisioned
restaurant uses would compound already impacted parking conditions resulting from beach demand. During
the day, demand would be significant, potentially resulting in parking demand for well over an additional
1,000 vehicles in the area.' It should be noted that even if a parking supply sufficient to accommodate this
large number of restaurant porkers were constructed, we would expect that much of this additional supply
would be used by beach goers eager to take advantage of the increased availability of parking in Newport
Beach.°
In the evening, despite a lessening of parking demand generated by beachgoers, the large number of
restaurant porkers would overwhelm an already impacted parking supply. As identified in Figure 5, an
intensification of use from office and retail to restaurant use significantly changes the parking demand for the
area, potentially increasing the need for additional parking spaces in the area.
' While arguably some beachgoers may be restaurant patrons and vice versa, in this situation we would project that the
restaurants would effectively increase the length of stay of beach goers (and restaurant patrons) effectively increasing the
demand for parking. Given the "order of magnitude" of this hypothetical and general scenario, we do not make specific
parking demand projections for parking demand.
'This discussion does not take into consideration the ability of the street infrastructure to accommodate significant
additional cars on a summer weekend.
2 (�
BALBOA VILLAGE
PARKING POLICY PLAN
PAGE 31
Figure 5: Intensification of Land Uses in the Redevelopment Area
Sourre: Walker Parking Consultants, 2009
WALKER
CONSULTANTS
R
SCENARIO 2 - SMALLER SCALE CONVERSION OF RETAIL SPACE TO RESTAURANT USAGE
In a perhaps more realistic scenario, if 20,000 square feet of retail Ithree 6,667 square foot family-style
restaurants) changed uses and became what we would classify as family-style restaurants in the next three to
five years the net increase in parking demand would be roughly 250 spaces. This is significant because the
peak occupancy demand period for a family -style restaurant is typically 12:OOPM (Noon) and would
specifically coincide with the peak demand period for the beach. Fine-dining establishments, or casual
restaurants with a bar have a higher peak occupancy demand, but the peak demand period is typically much
later in the day, when the beach use and parking demand in Balboa Village is starting to diminish. Figure 6
shows what the peak parking demand would look like if some of the retail uses became restaurants.
Nn
BALBOA VILLAGE
PARKING POLICY PLAN
PAGE 32
Figure 6: Difference in parking demand between restaurant and retail uses
450
400
350
300
Peak difference
between retail
and family 200
restaurant use: - -
252 vehicles.
100
Source: Walker Parking Consultants, 2009
WALKER
WKING CONSULW TS
0
o°¢ d'R�' o°e o°e d'e RN"
General Retail -- Fine /Casual Dining Family Restaurant
In this hypothetical scenario peak daytime demand in the area would increase by 252 vehicles (net increase).
For a fine dining restaurant or casual dining restaurant with a bar, the peak demand difference would be 315
vehicles (net increase) and would occur at 8:OOPM as the beach demand is diminishing.
IMPLICATIONS FOR A NEW PARKING STRUCTURE TO SERVE RESTAURANT USES
A significant increase in restaurant square footage in Balboa Village would increase the demand for additional
parking spaces. Thus there are several "pros and cons" that should be considered regarding the use of a new
parking structure to accommodate this additional parking demand:
1. A new structure would be in demand for more often if there were an increase in the number of
restaurants in Balboa Village than if it were constructed solely to serve beachgoers; new or more
intense land uses in the area would make for more even use of a parking structure and therefore more
efficient use of the spaces.
2. Additional parking constructed to serve new restaurants would overlap with busy beach days and
exacerbate the already impacted peak times for parking demand. Although more cars in total would
be accommodated, on peak days the parking experience for drivers would be worse.
27
BALBOA VILLAGE WALKER
PARKING POLICY PLAN PAWNG CONSULTANTS
PAGE 33
3. As mentioned previously, drivers visiting the area solely to patronize restaurants would likely still
struggle in competition for parking with beach goers during busy periods, particularly given the
parking fee that would likely need to be charged for parking.
During those times when the Village is not experiencing a peak in demand for parking for the beach, our
occupancy counts suggest that parking is generally available in Balboa Village. Existing parking supplies
would be able to accommodate the weekday demand for parking in the Village if 20,000 sf of the existing
retail usage were converted to family restaurants however more spaces would be needed to meet the demand
for more parking in this scenario on a summer weekend. Hundreds and potentially 1,000 new spaces would
be needed to accommodate a significant increase in restaurant uses such as the 100,000 square feet set forth
in this scenario.
CONCLUSION — INCREASED RESTAURANT DEMAND AND A NEW PARKING STRUCTURE
A new parking structure located in Balboa Village would allow for the accommodation of more visitors driving
in during periods of peak parking demand and would be an added convenience to businesses in the Village
during slower periods. 10 The challenge of building new parking supply to serve a greater number of restaurant
uses is that peak demand would likely occur during what are already busy periods. Restaurant patrons would
have to compete for parking with beachgoers during these times as the demand for beach parking would be
higher than the demand for parking generated by the restaurants. We anticipate that California Coastal
Commission regulations would prevent preferential parking for restaurants and other businesses during periods
when the demand for access to the Coast is high, resulting in parking spaces ostensibly designated for
business patrons being used by beach goers or those frequenting other coastal users.
SCENARIO 3 — OFFICE USE
We recognize that typical office use may be an unlikely use in Balboa Village although we point out that
offices in coastal areas do exist in Southern California in locations such as Santa Monica, where the public
garages are shared by both offices and visitors. While restaurant and retail land uses peak on weekends,
when parking in Balboa Village is already impacted, typical office is the land use that most efficiently shares
parking with a beach area, generating roughly ten times as much demand for parking as on the weekend.
While virtually any additional land uses would exacerbate the impacted parking conditions during the busiest
times, office uses experience at most lOq of peak parking demand on weekends, parking impacts on
evenings and weekends would be minimal.
Office uses built in tandem with the development of a new parking structure development would create a
condition where the structure was used throughout the week by employees while remaining available on
weekends to miligate the impacted parking situation that results from the public's desire to access the coast."
We understand that office uses may not be viewed as desirable or practical in Balboa Village and that many
factors are involved in determining the desired mix of land uses in a given neighborhood, parking issues may
10 This is assuming that parking could be provided for a reasonable fee to the public and perhaps area employees, which
would likely be challenging given the cost of constructing a parking structure in Balboa Village.
" We note that based on our weekday occupancy counts and an assumption of roughly 3.5 spaces per 1,000 sf, a
significant amount of office use could be added to Balboa Village without creating a parking shortage provided that the
public beach lots were utilized for employee parking. In some cases less dense creative office uses may generate an
even lower demand for parking than typical office use.
BALBOA VILLAGE WALKER
BARKING CONSULTANT$
PARKING POLICY PLAN
PAGE 34
not be a priority. Further, the type of parking associated with office use generates relatively little revenue
compared to that used by more frequent turnover restaurant, retail or beach uses; parking in a Balboa Village
parking structure would represent very expensive employee parking spaces. However, the complementary
nature of the peak in parking demand for office compared with that of the coast creates efficiencies that do
not exist with other land uses and offers opportunities when considering the construction of a new parking
structure. Further, a system of in lieu fees whereby properly owners could pay a fee in lieu of providing
parking in the space-constrained environs of Balboa Village would help fund a parking structure, allow for the
sharing of spaces and bring new activity to the neighborhood.
NEW USES AND ADDITIONAL PARKING DEMAND- NEWPORT HARBOR NAUTICAL MUSEUM
In 2005, The Newport Harbor Nautical Museum purchased 34,000 square feet of properly in Balboa
Village to house its museum and Tall Ship program." The Museum is dedicated to preserving and promoting
the nautical heritage of Newport Harbor, southern California and the eastern Pacific through exhibitions and
education programs pertaining to nautical arts, artifacts, events and customs. The facility is in the midst of a
capital campaign to help expand the current institution and offer a wider array of programs and events in the
Balboa Village area. The Museum is currently working on Phase 3 of its development and hopes to complete
Phase 4 by 2010. Parking is o significant concern for expanding this property and developing the area to
accommodate the anticipated 125,000 visitors that will provide patronage to the museum and its programs."
A 34,000 square feet Nautical Museum 131,000
square feet of useable space) has the potential to
be a significant attraction in Balboa Village.'°
Parking demand for the museum is difficult to -
project without a comprehensive study of the w. +
facility and its likely daily attendance demand.
Our experience with similar facilities suggests that
parking demand for museums varies dramatically
from location to location. Projecting peak
occupancy demand for parking depends on the
visitor demographic, type of museum, the number r
and type of exhibits, location, and numerous other r
factors. As a result it is difficult to assess how
much parking may be required to support this V
unique facility and how much demand for parking �' e
the museum will generate. Our understanding is
that the Nautical Museum will attract patrons that are coming specifically to visit the museum. However, there
will be a number of patrons who visit the area for other reasons but will visit the museum as part of their trip. It
is also projected that a number of visitors will arrive at the museum on a chartered bus or even by ferry or
boat, resulting in a very small parking impact.
" MCM Group International, Visioning Analysis - Newport Harbor Nautical Museum, July 2008.
" Ibid.
1° Ibid.
3G
BALBOA VILLAGE WALKER
PARKING POLICY PLAN PACKING GGNSUUAN%
PAGE 35
According to the Visioning Analysis provided by the MCM Group, the Nautical Museum would require
parking for 200 vehicles. It is likely that the California Coastal Commission will require a parking study be
performed to better understand how the proposed Nautical Museum may impact beach parking in Balboa
Village. Using MCM Group projections, the museum peak summer demand could be as high as 200 vehicles
though we also believe that many of the summertime visitors will already be at the beach and will be
represented in the number of captive vehicles already in the area, and thereby not impacting the demand for
parking. Nonetheless, the proposed Nautical Museum will increase parking demand in the Village. As a
result, it is likely that additional parking will be required to support a museum with ambitions to accommodate
125,000 annual visitors.
A separate analysis of the parking demand and potential impact the Nautical Museum may have on the area
is recommended, however, it is likely that the Museum could make up part of the additional parking demand
accommodated by a new parking structure in the area.
NEW USES AND ADDITIONAL PARKING DEMAND- BALBOA THEATRE
The Balboa Theater is being remodeled pr
into a 320 -seat multi -use venue boasting
the latest in sound and lighting design. r
The City of Newport Beach is working
with the California Coastal Commission
to monitor the Balboa Pier Parking Lots to
understand how this facility might impact -
parking in the area. The Coastal
Commission has requested that the City
establish a monitoring plan to help
evaluate whether the Theater patrons' use _
of the Balboa Pier parking lot is adversely
impacting the public's ability to use the lot
to access the pier, beach and other
public recreational facilities available in
the coastal area. The monitoring plan Source: w . balbooperformingartstheaterfoundation .org
seeks to gather lot usage data at various times over the next two years. This task should be accomplished by
surveying the Balboa Pier Parking Lot utilization and counting the number of vehicles parked during peak and
non -peak beach usage when performances both are and are not being held.
Again, without an independent parking study to better understand how the theater is used it is difficult to
accurately project vehicle demand. Our assumption is that a percentage of the patrons will be from the
surrounding area and will not increase the parking demand. It is also possible that the theater will have a
strong local and regional draw, particularly during the busy summer season. Our shared parking model
indicates that for typical performing arts theaters there is a peak weekday demand of 0.37 vehicles per seat.
The weekend peak demand is 0.40 vehicles per seat. These numbers include typical employee parking
demand of 0.07 vehicles per seat, or approximately 22 employee vehicles for a 320-seat venue. Figure 7
shows parking demand during a typical weekday for a typical 320-seat theater that does not have a weekday
matinee.
LSD
BALBOA VILLAGE
PARKING POLICY PLAN
PAGE 36
Figure 7: Theater Parking Demand (weekday - typical)
WALKER
°a RKWG CONSULTANTS R
Performing Arts
(Weekday /no Matinee)
-� Performing Arts
140
120
s
100
--
_ -
80
- -- --
- ----'� --- --- - -- -- - - -..:
40
- --- - _ ...- -- - - -- --- --
20
--
- --- — — -
0
In Balboa Village, the weekend performances are likely to be much busier than a weekday performance,
particularly during the busy summer beach season. Again, it is projected that the peak parking demand for a
theater will be at 8:00 PM as the peak beach demand is waning. Figure 8 shows parking demand for a
typical performing arts theater during a weekend with a matinee.
Figure 8: Theater Parking Demand (weekend - typical)
Performing Arts
(Weekend /with Matinee)
- -Per forming Arts
140
120 -- - -- — - -- � - - - ---- -- ...
100 - - --- --_. - _-- -- -- -. - - --
60 --- -- - - -- - -- - -.. - - - -- - --- ,.
40 - - - - - -- _ .... -- -- -- - - -- -- -- -...__ __ -::.
20
6 1,9 ¢b& qua °O° o° no° �°° n°° �o° >o° °° c°° �°° a°° q& °°° �°° °°
N N%
al
BALBOA VILLAGE
PARKING POLICY PLAN
PAGE 37
4WWALKER
PARKING CONSULTANTS
A comprehensive parking study evaluating the differences between the Balboa Theater, the seasonal nature of
Newport Beach, and the patron behavior will likely produce a different peak; these charts are for illustration
purposes only and do not necessarily represent what we believe is likely to occur in Newport Beach or at the
Balboa Theater.
CONCLUSION - FUTURE CONSIDERATIONS REGARDING A NEW PARKING STRUCTURE
The creation of a new public parking garage in older commercial districts generally represents an opportunity
for the area to accommodate new development. Current parking zoning requirements in most cities, as well
as the scarcity and cost of available land, often make new development which requires large numbers of
Parking spaces such as restaurants, difficult or impossible in these districts_ The challenge is a result of the
scarcity and cost of devoting land to parking in these dense areas, which in effect would result in more land
area devoted to parking than to the actual use itself.
A new public parking garage in Balboa Village presents an opportunity as well. Garage spaces and the cost
of providing them could be shared by, among others:
• existing users who currently have trouble finding parking;
• the parking demand generated by new commercial development that may come to the area;
• the demand for parking that will be generated by the Nautical Museum and Balboa Theater.
We note however that the successful utilization of a new garage in the Village is more challenging than might
be expected given some factors that are not typical of an older commercial district. Although the area
experiences severely impacted parking conditions during periods of peak demand for beach parking, these
periods represent a relatively small percentage of days during the year. We therefore see one goal of a new
parking structure in the area as being the accommodation of parking for existing or new uses other than the
beach and other recreational marine uses. The resulting challenge, however, will be that those times when the
beach is crowded the new parking structure would be used primarily if not entirely by beach goers for several
reasons including the following:
1. We do not foresee a scenario in which the Coastal Commission would permit the construction of a
parking structure that would provide preferential parking for non -beach goers during periods when
parking for the purpose of coastal access is in high demand.
2. We project that drivers going to the beach will pay more to park than would drivers going to Balboa
Village for just about any other purpose or destination. In this way, beach goers and perhaps those
parking for other maritime purposes would dominate the parking supply, even if a high parking rate
were charged.15
To the extent possible, it would then be advantageous for uses such as the Theater to arrange their schedules
to avoid conflicts with busy beach days.
" Given the extraordinarily high cost of building a structure, the cost of parking at the nearby beach lots, and the need for
a parking demand management mechanism, we envision that a fee must be charged for any parking structure built in
Balboa Village.
11 'r
BALBOA PILLAGE WALKER
PARKING POLICY PLAN PAeaNC CONSULTANTS
PAGE 38
NEW USES, IMPACTED PARKING AND THE NEED FOR A NEW PARKING STRUCTURE
The purpose of this look at the new uses discussed above is to help Identify how they might impact parking in
the area. As the charts in this section show, peak parking demand for restaurants and theater uses are likely to
occur in the evening as the peak beach demand period is in decline. However, some additional impacts
would likely still occur during the peak demand hours.
In these examples, with just additional restaurant intensification and the opening of a 320-seat performing arts
theater, we project demand at 548 vehicles during the peak demand period occurring at 8:00 PM. During
the peak beach demand period (11:00 AM to 6:00 PM) the projected theater and restaurant parking
demand generation is 291 vehicles. The peak demand for this period occurs on a weekend at 2:00 PM. If
the Nautical Museum requires an additional 200 spaces, parking demand for the area would exceed the
current supply. As a result, during the summer beach season it is extremely unlikely that there will be sufficient
available parking for these uses without adding to the overall area supply.
As noted in the earlier discussion, new land uses in the area that would create additional parking demand
during off -peak parking hours would allow for a more efficient utilization of a new parking structure and justify
its existence much of the year. Ultimately the question of whether current parking usage patterns or potential
new demand warrant a new. garage is both on issue of the community's wishes and the financial and
opportunity costs of a structure.
CONVENIENCE OR NECESSITY
Much of the existing parking capacity that we observe in Balboa Village during off -peak hours (primarily
weekdays) is the result of the large number of parking spaces available in the Balboa and Peninsula lots. In a
public meeting in 2008 some members of the community stated that conditions make parking in these lots
unpleasant and therefore their use for reasons other than beach parking is undesirable or impossible.16
However, the spaces in these lots represent a valuable parking resource, most of which our occupancy taunts
and subsequent occupancy spot checks on subsequent days have suggested are available the majority of the
year.
Based on Walker's research regarding acceptable walking distances between parking and destinations (see
Figure 9 below), these spaces are located within a reasonable walking distance of most of Balboa Village,
particularly for employees and perhaps for valet operations in the areas closest to these lots." For a popular
restaurant, Walker research suggests that people will walk four hundred feet or more after parking, particularly
in a pleasant location such as Newport Beach. Examples of this can be seen in Santa Monica's Third Street
Promenade or Pasadena's Old Pasadena Districts.
In addition to serving the new uses in the area, a new parking structure located within the Balboa Village
commercial district would indeed represent a supply of parking that is at a higher level of service for the
commercial portion of Balboa Village and thereby represent a convenience to patrons of businesses in the
Village that parking in the beach lots would not afford. However, the extent to which each space in a new
16 We note that given the high cost of building additional spaces, a fraction of that cost devoted to efforts to make the lots
a more palatable option including signage and wayfinding, lighting or other measures would represent a savings.
"This observation for valet operations is preliminary; on analysis of the viability of a valet operation using these lots has
not been performed.
PU
BALBOA VILLAGE
PARKING POLICY PLAN
PAGE 39
WALKER
PARKING CONSULTANTS
public structure were not used and generating revenue on a daily basis represents real costs that would have
to be covered.
Figure 9: Walking Distances and their Associated Levels of Service
Source: Walker Parking Consultants, 2004,
fall
Level of Service
Maximum walking distance
D
C
B
A
Within parking facilities
Surface Lot
1400'
1050'
700'
350'
Structure
1200'
900'
600'
300'
From parking to destination
Outdoors, uncovered
1600'
1200'
800'
400'
Source: Walker Parking Consultants, 2004,
fall
BALBOA VILLAGE WALKER
PARKING POLICY PLAN 1W PMKM c�suanWs
PAGE 40
REPORT CONCLUSION AND RECOMMENDATIONS
Parking in Balboa Village can be difficult, particularly during busy summer weekends. Creating a parking
system that is responsive to the needs of all the Village areas' parking user groups, residents, merchants,
customers and visitors is difficult due to the different parking needs of each. As we have mentioned, any
solution will result in [rode-offs between the different groups.
Our analysis demonstrates that while the demand for parking overall in the Village area varies considerably
over the course of the year, as well as over the course of a week, on- street parking is impacted on a far more
regular basis. The off - street parking supply as a whole largely has the role of absorbing demand for parking
on busy days. The implication of this spillover is significant. First it suggests that, under current parking
policies and conditions, any new off - street parking facility that is constructed is likely to be the parking place of
last resort, essentially an additional spillover parking supply, and therefore would remain highly underutilized
for much of the year. Second, it suggests that any solutions to the parking challenges faced in Balboa Village
will have to address the high demand for on- street parking.
It is therefore crucial to emphasize that even if additional off - street parking supply is created in the area, this
new (and, as discussed, expensive) supply of parking could have little effect on the on- street parking shortage
unless measures such as an aggressive on- street pricing policies are undertaken. As we pointed out earlier,
the cost of any new parking facility would be significant in total and on a per space basis, particularly when
considering that the vast majority of days per year these spaces would sit underutilized or vacant.
It is reasonable and fair that at least a portion if not all of that cost should be passed on to the parking user,
given in part that the majority of porkers may not be City residents. The fact that by far the largest draw in the
area on busy days is the beach, and that most visitors who travel to the area do so primarily or solely to visit
area beaches, enforces the fairness of the user paying of least a portion of the parking costs. It is worth noting
that in many parking systems the high demand (and subsequent high revenue) from on- street parking is used to
subsidize off- street parking facilities; in this way, parking in an area from both a financial and management
perspective is treated as a comprehensive system. Although a financial analysis is needed, we anticipate that
parking rates in a new structure need to be substantial in order to cover even partial costs.
Our initial recommendation considers how providing economic cues (i.e. pricing) may help shape how to best
serve the disparate groups. Our analysis indicates that without the intense beach activity, the parking system
appears to work effectively and accommodate the area demand. However, during peak weekend demand
periods the system is severely impacted. That is to say, the value of the parking system in Balboa Village
changes dramatically during the peak summer weekend period. To address this disparity we suggest that the
City implement a tiered pricing system in the area. Initially, we believe that a tiered pricing system may be
beneficial in the beach lots to help mollify seasonal demand. Additional metered pricing of the on- street
parking, particularly along Balboa Boulevard or Bay Avenue may also be required to ensure that there is some
parity between the on- street pricing and the beach lots so that "hunting" for a free or lower- priced on- street
space does not become the norm. A tiered pricing system can look something like this:
Tier 1) Peak summer weekend rates: $2 /hr or $16 /day
Tier 2) Non peak weekend rates: $1.50 /hr or $12 day
Tier 3) Weekday rates: $1 /hr or $6 day
LLS
BALBOA VILLAGE WALKER
PARKING POLICY PLAN MRKINGCO SULrANTS
PAGE 41
This type of pricing system seeks to rebalance the system based on likely seasonal or daily demand. We also
recommend that alternative transportation modalities be installed. In Balboa Village the installation of safe and
reliable bicycle facilities should be evaluated. This will not dramatically reduce the amount of parking required
but it may begin to shift the default alternative of driving for short trips onto a different mode of transportation
for some users and overall provide the public with other transportation alternatives. Finally, we believe that
improved signage can help direct vehicles off the Balboa Boulevard and into the public and beach lots more
effectively.
In order to truly address the parking challenges in Balboa Village something of a paradigm shift for all users of
parking in the area needs to occur when it comes to driving and parking near the beach. The current
assumption is that many people simply get in their car, drive to the Balboa Village area, and circle until they
find a space. With proper economic cues, signage, and alternatives to driving, the behavior of some drivers
can be modified so that demand for parking during peak hours and peak times will be reduced without
reducing the overall number of people visiting Newport Beach, or by increasing the total number of parking
spaces. Even if such policies influence just a small percentage of porkers in the area, if done successfully
these policies can increase the overall attractiveness of the area by reducing parking and traffic congestion.
r1(p
kW -
7/14/2009
Balboa Village
Parking Conditions & Recommendations
design
waft �M
Presented to
City of Newport Beach
July 14, 2009
Presented by
WALKER
STUDY AREA
n M "►'sr
t
reel �.we�r '•toel s.CNr
WALKER
coral
1 666 1 OC: `
7/14/2009
PARKING OCCUPANCY
MM
Weekday "�"!►:et,�J� `�,: ;
Thursday, tiny 24 inventory 10.00 AM 1.00 PM 7:00 pl.t
On Street Occupancy 280 217 250 267
Off Street Occupancy 1.356 641 846 686
Total Occupancy 1,636 858 1,096 953
Total Supply 52% 67% 58%
WALIQR
PARKING OCCUPANCY
Weekend
J
Salurdoy, July 26 Inventory 10.00 AM 1 00 pM 7.00 PM
On Street Occupancy 280 251 268 271
Off Street Occupancy 1.356 1.161 1,309 1,109
Total Occupancy 1.636 1.412 1,577 1380
%Total Supply 86% 96% ya ^<,
WAUCM
PEAK DEMAND
1.1b —v4wje WeekNy – w.eL—d
lIC eY
le e7t 7 :•.
e ve: vv.
u ,v V,L 1� ,,. Area with greatest demanc!
e 27, N 2!L ;e7 w•.
e e I m a ':• ���///,, }11 fie{}
c rte soot ue 1a:� 4j :i, ��.
,i 1 s e t \-
i�ir, �•
N Ut 76 et 1
>e a
$.% 76
e 2 'acL 2 1 ar k,7
e e '.m a x:
' 7e7 93 72L 7le
IM
io
.c A 2n >e "e•
M1 2e
emi 1 ele 10.6 6, L!" W+.
WALKER
LICENSE PLATE INVENTORY /
TURNOVER
Horn 3 4 5 6 7 8 9 10 II
Vehicles 270 77 60 34 36 29 30 26 18 12 51
Number of vehicles remaining m
the LPI area throughout the day.
317 vehicle spaces
LOS = 5 hours = 166 or 52%
WALKER
7 14:2009
3
PARKING MANAGEMENT
• Time Limits
• Paid Parking
• Parking Permits
• Signage
• Alternatives
1-Vr, I
CURRENT ISSUES
• Zoning
• Land Use Intensification
• Nautical Museum
• Balboa Theatre
• Restaurants /Retail
• Supply
WALKER
WALKER
7114'2009
4
RECOMMENDATIONS
Short -Term
• Establish Parking Benefit District
• Price On- Street Parking
Tier 1 I Peak summer weekend rates: $2 /hr or $16 /day
- Tier 2) Non peak weekend rates: $1 .50 /hr or $12 day
Tier 31 Weekday rates: $1 /hr or $6 day
• Parking Permits — priced appropriately
RECOMMENDATIONS
Longer Term
• Increase Supply (build a structure)
- Seasonality
- Relationship with on- street parking
Cost
Coastal Commission
• Regularly Monitor Parking System
WALKER
WALKER
7/14/2009
5