HomeMy WebLinkAbout01/23/2001, Agenda & STUDY SESSION PARKING AND DOWNTOWN ACCESS PLANcouncil agenda
C I T Y OF S A N L U I S O B I S P O
CITY HALL, 990 PALM STREET
Tuesday, January 23, 2001
7:00 PX STUDY SESSION Council Chamber
990 Palm Street
CALL TO ORDER: Mayor Allen K. Settle
PLEDGE OF ALLEGIANCE
ROLL CALL: Council Members, Jan Howell Marx, Christine Mulholland,
Ken Schwartz, Vice Mayor John Ewan, Mayor Allen K. Settle
STUDY SESSION ITEM
1.
(MCCLUSKEY /SANVILLE - 2 Hrs.)
RECOMMENDATION: 1) Receive a presentation from staff which provides an overview
of the draft Parking and Downtown Access Plan and 2) Provide staff with direction
regarding issues to be discussed and follow -up actions.
A. ADJOURNMENT.
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January 23, 2001
N. Num6v
C I T Y OF S A N L U I S O B I S P O
FROM: Mike McCluskey, Director of Public Works
Prepared By: Terry Sanville, Principal Transportation Planner t •6
SUBJECT: STUDY SESSION: PARKING AND DOWNTOWN
ACCESS PLAN (PDAP)
CAO RECOMMENDATION: The City Council should: (1) receive a presentation from
Staff which provides an overview of the draft Parking and
Downtown Access Plan and; (2) provide staff with direction
regarding issues to be discussed and follow -up actions.
DISCUSSION
A. Purpose of Study Session
At its January 9, 2001 meeting, the City Council scheduled the presentation of the draft Parking
and Downtown Access Plan (PDAP) for January 23, 2001. Since there is one new Council
Member and it has been nearly 20 months since the veteran four members discussed this item, it
was agreed that staff's presentation would provide a broad overview.
Staff is seeking direction from the City Council on: (1) specific issues that the Council wants to
discuss or issues that will require additional research; and (2) the Council's preferred order and
approach to discussing the PDAP's policies and programs.
B. Why do we need a Parldng and Downtown Access Plan?
The demand for access to San Luis Obispo's downtown will increase over time. This increase will.
occur because more people from inside and outside the community will want to visit downtown
retail establishments and government agencies, and because new businesses will increase the
attractiveness of the downtown as a retail and entertainment hub. The PDAP proposes to address
future access demands by making better use of existing parking spaces, constructing more parking,
and reducing downtown employee demand for parking by increasing their use of vanpools,
carpools, bicycles and buses. A copy of the Draft Parking and Downtown Access Plan is attached
as Attachment 1 for detailed reading.
C. The PDAP's Primary Components
The Parking Management chapter (pages 8 -10) stipulates that long -term employee parking should
be discouraged within the commercial core. This objective would be accomplished by limiting the
amount of long -term parking spaces within the core, increasing the cost of parking all day in
municipal parking garages, and by increasing the number. of long -term spaces at the downtown's
periphery. The PDAP suggests that the Downtown Association sponsor programs to discourage
employees from using core parking spaces. Other issues concerning commercial deliveries,
enforcement, and juror parking are also addressed.
1 -1
Council Agenda Report: Parking and Downtown Access Plan (Study Session)
Page 2
The Expansion of Parking Supply chapter (pages 11 -13) stipulates that the City will periodically
measure the demand for additional parking spaces. When pre - established demand thresholds
(called "triggers') are exceeded, the City would construct additional parldng. However, the PDAP
identifies these triggers as "guidelines," thereby allowing the City Council to defer or accelerate the
construction of additional parking. Also, new major development projects (such as the Court Street
and Chinatown Project) would be exempt from having to meet these triggers since their large scale
will require that additional parldng be constructed.
The PDAP identifies three parking garage locations (in priority order): The Palm 11 Garage, the
Freemom Quadrant Garage (likely located east of Santa Rosa Street), and either the Wells Fargo
Bank site or the Nipomo -Palm Street site (see Figure 2 on page 13). The PDAP estimates that,
under "moderate growth assumptions" for the downtown, 250 additional parking spaces will be
needed every five years for at least the next 15 years.
The Parking Demand Reduction (PDR) chapter (pages 1415) stipulates that the City will
immediately establish a program for reducing downtown employee use of single- occupant vehicles.
Recommended PDR activities are identified in the PDAP's Appendix B and include the purchase
of transportation services from "Ride -On Transportation TN lX' (such as vanpool services) or from
similar vendors, asldng the County to establish a PDR program similar to the City's existing
program, charging more for long -term parking, selling transit passes at a discount rate to downtown
employees, and improving bicycle access. The PDR program would be funded with revenues from
the City's General Fund. After a three -year trial period, the Council could consider using Parldng
Fund revenues to pay for successful program components.
The Residential Parking chapter (pages 16 -17) reflects the City's long - standing policies for
establishing and managing Residential Parking Districts. The primary purpose of these districts is
to reserve curb parldng for area residents. No new policies are suggested as part of this PDAP
component.
The Financing chapter (pages 18 -19) clarifies what Parking Fund revenues should be used for,
including their potential use for PDR activities (see previous paragraph). The PDAP fiuther
stipulates that commercial core merchants, business and property owners should help finance the
parking program. Changes to the pricing structure for downtown parking are also recommended,
including reducing the amount of free parking time within garages, increasing the in -lieu fee
charged to new development, and restructuring parking rates to generate additional revenue and
achieve the goal of reducing downtown employee parking demand.
The remainder of the PDAP includes policies for Implementing and Monitoring the plan (pages
20 -21) and Administering and Promoting the plan's programs (pages 22 -23). Extensive
appendices are also included that direct implementation efforts, including Appendix C which
identifies the need for additional staff.
D. The Policy Structure of the PDAP
Think of the PDAP as an "adjustable tripod" that is supporting something called "adequate access
to the downtown." The three mutually dependent legs of the tripod are called Parking
Management, Parking Supply Increases, and Parking Demand Reductions. As with all trigods the
PDAP gains its stability by having three legs of sufficient length. Eliminating any onelleawill
Council Agenda Report: Parking and Downtown Access Plan (Study Session)
Page 3
cause the tripod to fall over. Adjusting each leg to provide a balanced program is a matter of public
policy. However, over - extending or shortening any particular leg will also cause the tripod to fall
over. The challenge that faced staff and consultants in drafting the PDAP is to design a stable
tripod.
Concerning each of the plan's three major components.
1. If the Parking Management leg of the tripod is eliminated, downtown employees will
continue to compete for parking spaces with office and retail patrons and reduce the
number of spaces available for shoppers. Also, the revenues needed to support the PDR
program and expand parking supply will not be realized. Therefore, the tripod will fall
over.
2. If the Increased Parking Supply program is eliminated, PDR activities and improved
management practices will not be sufficient to replace planned additional parking
spaces — especially those serving downtown retail and government office patrons that
come from outside the City. Therefore, the tripod will fall over.
3. If the Parking Demand Reduction program is eliminated, the planned increases in
parking supply will be insufficient and an additional expensive parking garages would
likely be needed. Also, traffic volumes, pollution, noise, and neighborhood traffic
conflicts will likely increase. Therefore, the tripod will fall over.
The City Council may increase or constrict the scope of each of these three plan components to
some extent, to meet its policy preferences (lengthen or shorten each of the tripod's legs). The
Council may also adjust the PDAP's implementation strategy to identify a different order of
implementation (which leg gets built first, and other implementation phasing issues). However,
staff believes that the PDAP represents a reasonably balanced approach to providing for long -term
downtown access.
E. Previous Changes and Supplemental Policy Research
The last time the Council provided direction on the content of the PDAP was on May 4, 1999. The
attached "legislative draft" of the PDAP identifies two Council- directed changes:
1. Modified Policy 2.3 -3 on Page 12 to allow parking garages to be built as part of large
downtown redevelopment projects (e.g. the Copeland's Court Street - Chinatown Project)
without having to meet the parking demand triggers.
2. Modified Policy 5.1 on page 18 to stipulate that the General Fund would pay for the first
three years of the PDR program; after that the Council could consider using Parking Fund
revenues to support the PDR program.
The Council also directed staff to evaluate various options for modifying the application of the
"parking demand triggers" to provide greater flexibility. The attached legislative draft of the PDAP
reflects one option: changing the triggers from "mandates" to "guidelines."
1 -3
Council Agenda Report: Parking and Downtown Access Plan (Study Session)
Pane 4
F. Is there any "low hanging fruit" in the PDAP that could be implemented sooner rather
than later?
So far, some of the least controversial aspects of the PDAP have been actions proposed as a part of
the Plan's Parking Management and Financing sections. Items that can be accomplished fairly
quickly include such things as increasing parking fees and decreasing free parking in downtown
parking structures.
At the January 23' study session, staff will be prepared to identify specific implementation
measures that we believe qualify as "low hanging fruit." Depending on Council response, staff
should be able to return to the Council with implementation legislation by early April 2001. As
part of this implementation package, staff will update the revenue estimates associated with these
changes since the PDAP's current estimates are out -of -date.
G. Possible Concerns about the Draft PDAP and Support Documents
Recently, staff has heard concerns expressed about the Draft PDAP no longer being supported by
the consultant who prepared it. Staff has contacted the consultant and been assured that the firm
still stands behind the report.
Since 1967 when the draft PDAP was published, a variety of factors affecting downtown parking
have changed. The City has entered into a Memorandum of Understanding concerning the
development of the Court Street - Chinatown project. The County is developing plans to expand its
Administrative and Courts facilities and is interested in discussing joint parking solutions. Finally,
SLOCOG and SLORTA may be interested in developing an office facility east of Santa Rosa
Street. All of these activities will affect the growth of parking and access demand in the downtown
and could accelerate the need for expedient solutions. These projects, in themselves, do not require
a change in the PDAP's policy structure. However, they may require an acceleration of propose
parking supply, parking management, and PDR activities.
H. Next Steps
At its January 23, 2001 meeting, the City Council should complete its overview of the draft PDAP
(Attachment A) and provide additional direction, as appropriate. Staff will then return to the
Council with additional information and research that may be required. If directed, this could
include early implementation of certain portions of the plan.
Once the PDAP is adopted, staff will bring the variety of implementation measures shown in the
Plan to the City Council.
FISCAL IMPACTS
Estimates of the cost of fully implementing the PDAP are provided on Table C -2 in Appendix C of
the PDAP. The cost of new parking garages has historically been born by the City's Parking Fund,
which receives revenues from parking fees and fines. The adopted 1999 -2001 Financial Plan
earmarks $3.25 million for acquiring property, conducting supplementary environmental studies,
and designing the Palm H Parking Structure.
1 -4
Council Agenda Report: Parking and Downtown Access Plan (Study Session)
Policy 5.1 addresses the ongoing administration cost of the Parking Demand Management Program
(PDR) on page 19 of the hearing draft of the PDAP. The 1999 -2001 Financial Plan includes
$75,000 of General Funds for first year implementation of this program and $60,000 for the second
year of the program.
Appendix C of the PDAP describes its impact on City staff as shown below:
Plan Component
Staffing Required
Parking Management & Expansion
1 staff position, or % staff position if contract services are used.
PDR Program
'/z staff position (may be achieved by reassigning an existing staff
arson & with contract services
The fiscal impact on operating budgets will require further evaluation of staff responsibilities, the
availability of contract services, and of interns to conduct program monitoring. Depending on the
content of the PDAP approved by the City Council, staffing needs will be identified as part of the
upcoming FY 2001 -03 Financial Plan.
ATTACffiAENTS
ATTACHMENT 1: Legislative Draft: Parking and Downtown Access Plan (PDAP)
ATTACHMENT 2: History of Planning Effort
ATTACHMENT 3: Council Meeting Minutes: May 4, 1999.
1995 Parking Management Plan (in City Council Office)
Final EIR for Parking and Downtown Access Plan (in City Council Office)
I:\ Everyone\ CouncilAgendaReports\ DowntownAccessP ]an(Jan2000SadySession -v5)
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Table of Contents
Preface.................................................................................................... ..............................1
Glossaryof Terms .................................................................................. ............................... 2
Format of this Document ....................................................................... ............................... 4
Introductionand Summary .................................................................... ............................... 5
Access and Parking Goals ..................................................................... ............................... 7
ParkingManagement ............................................................................. ..................:............ 8
Expansionof the Parking Supply .......................................................... ............................... 11
Parking Demand Reduction ................................................................... ............................... 14
ResidentialParking ................................................................................ ............................... 15
Financingthis Plan .................................................................................. .............................18
Implementationand Monitoring ............................................................ ............................... 20
Program Administration and Promotion ................................................ ............................... 22
Appendix
Appendix A.•
Implementation Plan
Appendix B:
Implementation Concept for Parking Demand Reduction Component
Appendix C:
Plan Costs and Staffing Requirements
Appendix D:
Parking Structure Pro Forma Cost Analysis
Appendix E:
Access & Parking Growth Assumptions
Appendix F:
1997 Parking Inventory and Maps
Appendix G:
City Council Resolution Adopting the Parking and Downtown Access Plan
and Describing Environmental Mitigation Measures
G: \Transportat ion\ TransportationProjectc \PDAPITarb7olcontents
Preface
This Parking and Downtown Access Plan describes
how the City of San Luis Obispo will provide for
access to the community's Central Business District
and Government Center. This plan has been
prepared by a team of professionals listed on this
page.
An ad hoc committee representing the San Luis
Obispo Downtown Association, alternative
transportation advocates, and environmentalists
provided input.
For additional information contact the San Luis
Obispo Public Works Department at 955 Morro
Street, San Luis Obispo, CA 93401, telephone (805)
781 -7210 or FAX (805)781 -7198.
Project Team
Michael McCluskey
Terry Sanville
Keith Opalewski
Larry Patterson
Peter Valk
Johanna Zmud
Director of Public Works
Principal Transportation
Planner
Parking Manager
Meyer, Mohaddes Assoc
Transportation
Management Services
NuStats International
G:\ Transportation\ Tt ansportationProjects \PDAP2 \ConsolidatedFile
City of San Luis Obispo
Parking and Downtown Access Plan Pagell_g
Glossary of Terms
Some of the terms often used in this
document may be unfamiliar to some
readers. To aid in the understanding of the
policies presented in this Plan, these
commonly used technical or policy terms
have been defined here.
Insert Photograph
Downtown Commercial Core
City of San Luis Obispo
Parking and Downtown Access Plan
Carpools Prearranged travel by more
than one individual via
private automobile
Commercial Core
Commercial deliveries
Downtown Association
Advisory Board
That area that is the current
focus of downtown retail
activities
Periodic deliveries to
downtown businesses
including goods, package
pick -up and delivery and
mail service
A board of appointed
business owners and
Community leaders charged
with advising the City
Council on matters affecting
the downtown
In Lieu Fees Fees paid by downtown
development instead of
providing on -site parking
sufficient to meet adopted
City standards.
Long Term Parking Parking for durations longer
than about four hours
including parking by
employees
Parking Controls The use of meters, time
limits, residential parking
districts or other measures to
limit use of public parking.
Parking Management A strategy that uses parking
pricing, time limits and
location to make maximum
and effective use of the
public parking supply
Parking Structures Multi-level parking facilities.
(Existing structures are
shown in (Figure 1)
Pagelr9
970 A
Eidsfmg Palm Street Structure
PDR
Parking Demand Reduction,
which includes a variety of
trip reduction and parking
management strategies to
reduce the use of the single
occupant vehicle and thereby
make available additional
parking spaces
Short -Term Parking
Parking for two hours or less
usually provided for visitors
and shoppers
Trip Reduction
Reducing the number of trips
made by single occupant
vehicles
Vanpools
Vehicles carrying between 7
and 15 commuters
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City of San Luis Obispo O
Parking and Downtown Access Plan Pa
Format of this Document
This Plan provides broad goals that define
the City of San Luis Obispo's intent in
implementing this Parking and Downtown
Access Plan. Specific policies that support
these goals are listed within each major
component of this Plan. These policies are to
be implemented through a series of specific
actions. The responsibility for implementing
each action is assigned to the City Council,
public works or other staff.
This Plan includes three primary
components: Parking Management, Parking
Expansion and Parking Demand Reduction
(PDR). Each component is addressed in a
separate section of this Plan. At the
beginning of each section is a brief statement
of the intent behind the policies and actions
enumerated for each Plan component.
This Plan is presented in parallel column
format. Introductory and explanatory
information is provided in the left column.
The Goals, Policies and Actions along with
other more specific information is provided
in the right column in italics. Information in
the left column will not continue on the right
column of the same page. Rather it will
continue on the left column of the following
page.
Goals Broad statements of intent
Policies Principals that will guide the
implementation of this Plan
Actions Specific steps required to
implement this Plan. The
responsibility for completing each
Action has been assigned to the
City Council or staff. Actions have
established times for completion
or are tied to thresholds defined in
this Plan's Program for
Implementation.
City of San Luis Obispo
Parking and Downtown Access Plan PaJ- 411
Introduction and Summary
The City of San Luis Obispo oversees parking
on public streets and in City -owned surface
lots and multi -level parking structures.
Currently, the City manages 257 spaces in the
Railroad Square area and over 2,300 in the
downtown.
This Parking and Downtown Access Plan
addresses parking issues throughout the City.
However, the parking issues are primarily
focused in the downtown where the City
provides the highest level of parking
management.
The City has established a long term vision for
its downtown by adopting, A Conceptual
Physical Plan for the City's Center
(Downtown Concept Plan). This Plan
establishes the urban design for downtown San
Luis Obispo. The Concept Plan envisions
intensification of uses in the Commercial Core.
The Concept Plan envisions consolidation of
the multiple, disperse surface parking in multi-
level parking structures located in the
periphery of the Commercial Core. Parking is
not the focus of the Concept Plan. Rather it is
intended to support and complement its urban
design vision.
This Parking and Downtown Access Plan
defines how downtown parking demands will
be met using a combination of parking demand
reduction, parking management and parking
expansion. It is consistent with the Concept
Plan and can be viewed as one phase in the
maturing of San Luis Obispo's downtown. It is
consistent with the City's Circulation Element
and is supported by the Short Range Transit
and Bicycle Plans.
Changes in the Downtown access and parking
demand will be influenced by a variety of
complex, inter - relating factors. These will
include, adopted City plans and policies,
development actions by owners of downtown
property, the health of the national and regional
economy and changes in local demographics.
City of San Luis Obispo
Parking and Downtown Access Plan
Evolution of this Plan
1987
First Parking Management Plan adopted
1990
Parking Management Plan Updated
1993
Conceptual Physical Plan for the City's
Center (Downtown Concept Plan)
completed
1994
New General Plan Circulation Element
adopted
1995
Parking Management Plan Updated
1996
City initiates the Downtown Access &
Parking Study
2001
City adopts Parking and Downtown Access
Plan as replacement for the 1995
Parking Management Plan
Relationship to Other Plans and Policies
Land Use Element (Adopted 1994)
In combination with the City's Zoning Code,
this General Plan element defines the types and
intensities of land uses permitted in the
downtown
Circulation Element (Adopted 1994)
Identifies how the transportation needs of the
land uses envisioned in the Land Use Element
will be met.
Bicycle Transportation Plan (Adopted 1993)
Describes the policies and programs for the
implementation of bicycle facilities, promotion
and education programs that will guide
efforts to enhance downtown access via
bicycles.
Short -Range Transit Plan (SRTP) (Adopted 1997)
Describes how transit services will be provided
in San Luis Obispo. This Plan will influence
how effectively transit can be used to reduce
the demand for automobile parking in the
downtown.
P 2
This Parking and Downtown Access Plan
assumes a moderate rate of growth and
intensification of uses in downtown San Luis
Obispo. However, since growth and
intensification are difficult to predict, the
implementation of this Plan will be based on
periodic measurement of downtown access and
parking demand. In this way, implementation
of this Plan can be adjusted and timed to best
address the changing access and parking needs
within the downtown.
Summary of This Plan
1. Manage existing parking supply through
enforcement of time limits and parking
pricing to encourage use of underutilized
spaces by downtown employees
2. Construct two new parking structures and
plan for a third to meet long -term demand
3. Use specific parking and access thresholds
to -guide establiA when new parking
structures should be constructed
4. Implement an aggressive Parking Demand
Reduction (PDR) program to reduce the
demand for long -term parking in the
Commercial Core
5. When requested and supported by
residents, consider implementation of
parking management programs to
reduce excessive employee parking in
residential areas.
6. Monitor this Plait and refine individual
actions to optimize its effectiveness
The Bicycle — A popular way to access downtown
City of San Luis Obispo
Parking and Downtown Access Plan PaIrl3
Access and Parking Goals
It is the intent of the City of San Luis Obispo to
maintain an attractive and vibrant downtown.
This will require that a range of transportation
alternatives be available to those wishing to
access the downtown. Downtown employees
and other long term parkers will be encouraged
to travel by means other than the single
occupant private automobile. Those
employees and visitors that drive to the
downtown should find an adequate supply of
available parking convenient to their
destination.
Downtown SLO: a great place to work and
visit!
This Parking and Downtown Access Plan
acknowledges that a shift away from the use of
the single occupant vehicle will have
potentially significant benefits to downtown
San Luis Obispo such as reduced noise and air
pollution, safer pedestrian access and reduced
fuel consumption.
However, this Plan acknowledges that it is
unlikely that the long term downtown access
demand can be met through changes in travel
behavior alone. It will be necessary to
augment the existing parking supply. This
Plan assumes that this parking expansion will
be accomplished through the construction of
two new parking structures and planning for
one more.
In addition, maximum benefit will be obtained
from the existing downtown parking supply
through the implementation of parking
management measures such as pricing, time
limits and incentive programs.
Goals
The City of San Luis Obispo Parking and
Downtown Access Plan shall support the
commercial core as a viable economic and
cultural center, preserve its historic character
and conform to the urban design vision
outlined in the Downtown Concept Plan by:
1. Managing the quantity and location of
long -term parking through pricing, time
limits and other measures to ensure an
ample supply of short term spaces
convenient to the Commercial Core
2. Expanding the supply of downtown
parking, in locations consistent with the
Downtown Concept Plant, to meet the
combined needs of downtown
employees, shoppers, residents and
visitors.
3. Supporting the transportation strategy
presented in the General Plan
Circulation Element that features
reduction in single occupant automobile
travel
4. Protecting the quality and character of
existing neighborhoods against
excessive downtown employee parking
5. Managing the City's public parking
facilities to ensure that parking
revenues are sufficient to support the
parking program and its administration.
City of San Luis Obispo
Parking and Downtown Access Plan Pa 4
Parking Management
The decision regarding where to park, as with
most human behavior, is the result of a variety of
considerations. However, it is governed
primarily by availability, proximity to one's
destination and cost.
The Parking Management component of the
Parking and Downtown Access Plan uses
pricing, time limits and incentives to encourage
long -term parkers to park in the periphery of the
Commercial Core. In this way, more existing
spaces are made available for shoppers and other
short term visitors to the downtown.
Policies
1.1 Long -term employee parking should be
discouraged within the commercial core
through parking management and pricing
strategies
1.2
1.3
In addition, some parking management strategies
will be revenue producing. Added revenue from 1.4
these strategies will be used to implement other
components of this Plan.
The parking management strategies included in
this Parking and Downtown Access Plan require
that time limits be placed on the most desirable
spaces to ensure that there are sufficient
convenient spaces available to meet the needs of
downtown visitors and shoppers.
Enforcement will be an essential part of this
parking management approach. It may be
necessary to add an additional parking
enforcement officer to meet the parking
management objectives of this plan.
1.5
The City should review and adjust time
limits and parking pricing to respond to
changes in downtown parking demand
The City should reduce the impact on
parking of commercial deliveries in the
Commercial Core
The City will continue to provide free
parking for jurors in the Palm Street
parking structure or in metered spaces
when the Palm Street parking structure is
full or when a juror drives an oversized
vehicle to adhere to the agreement with
the County for limited use.
Parking laws will be strictly enforced
to:
a. Discourage overtime parking;
b. Discourage habitual parking
violations —people with six or more
violations;
c. Encourage meter payments; and
d. Direct people parking for long
periods to use long -term parking
spaces.
Actions
1.1 -1 The City should discourage long -term
employee use of curb parking in the
commercial core by:
a. Expanding areas with two -hour
parking limits in the commercial core
when needed to maintain convenient
customer parking opportunities.
City of San Luis Obispo
Parking and Downtown Access Plan PaW, 5
Enforcement is an important part of parking
management.
b. Expanding the number of long -term
meters in the periphery of the
downtown area to meet the parking
needs of downtown employees
c. Monitoring the use of short term
spaces;
I Consider increasing the fines for
overtime violations;
e. As requested, consider establishing
residential parking districts
1.1 -2 The Downtown Association and
Chamber of Commerce should sponsor
on -going education programs that
discourage employees from using curb
parking and promote alternate
transportation.
1.2 -1 The City will periodically review
participation in the long -term meter
permit program and expand the number
of long -term meters in the periphery of
the Downtown. Association Area.
1.2 -2 City staff will periodically evaluate and
revise as appropriate:
a. The layout of existing parking lots or
structures when they are resurfaced
or restriped with the aim of:
maximizing their use, improving
circulation, and complying with
requirements to provide parking for
the disabled.
b. The use of curb space in the
downtown (including no parking
and loading zones) to identify
opportunities for creating more
short -term spaces.
C. The optimum mixture of long- and
short -term metered spaces and the
expansion of metered curb areas.
1.2 -3 The City may install parking meters or
post parking time limits where at least
51 percent of a block's frontage is
developed with commercial uses.
City of San Luis Obispo 6
Parking and Downtown Access Plan pa
Deliveries can disrupt traffic flow and
parking patterns.
1.24 The City will consider requests by
property owners representing at least a
majority of the block frontage to install
parking controls.
1.3 -1 Parking for commercial deliveries in the
commercial core should be managed so
that:
a. Illegal double parking or excessive
circulation by delivery vehicles is
discouraged
b. Deliveries are discouraged during
peak traffic periods and during retail
business hours. Merchants may
consider lockbox systems that allow
for unassisted nighttime access for
deliveries.
c. Oversized vehicles do not attempt
deliveries.
1.4 -1 City staff will work with the Jury
Commissioner to inform prospective
jurors of the City's parking policies.
Staff will monitor the amount of jury
parking and inform the Jury
Commissioner if overflow parking
becomes a problem.
1.5 -1 City parking enforcement officers will
strictly enforce all parking laws,
especially overtime violations and the
misuse of loading zones.
1.5 -2 The City, in cooperation with the
Downtown Association, will develop a
plan to discourage habitual violators.
City ofS an Luis Obispo Pag�ifl� 7
Parkin and Downtown Access Plan
Expansion of the Parking Supply
The primary purpose of this Parking and
Downtown Access Plan is to provide people
with convenient access to the downtown which
serves as the community's commercial and
cultural core. To accomplish this purpose, it
will be necessary to provide an ample supply
of convenient short-term parking for
downtown shoppers and visitors. Parking
should be provided for downtown employees
but must be balanced against the desire to alter
employee travel behavior and increase the use
of alternative modes of travel.
Parking should be provided on the periphery of
the downtown Commercial Core whenever
possible. The location of parking should be
consistent with the Downtown Concept Plan.
However, this Parking and Downtown Access
Plan recognizes that the availability of
affordable land may influence the ultimate
location of new downtown parking structures.
The City will use this plan to guide the
acquisition of new parking sites but must
anticipate future demand and take advantage of
opportunities that may arise as the downtown
matures.
The number of additional parking spaces
needed in the downtown will depend on
changes in total downtown access demand, the
success of PDR strategies and the effect of the
parking management component of this Plan.
The expansion of the Marsh Street garage is
assumed as part of the baseline for this Plan
since the City Council has decided to proceed
with that project. Completion of this expansion
will help meet existing parking demand in the
Commercial Core.
This Plan anticipates the need for up to three
additional parking structures. Planning for the
Palm II parking structure located between
Monterey and Palm Streets should be initiated
early. The timing of the acquisition of 'land,
preparation of construction documents, and
building this structure may depend on whether
the Palm II project incorporates a mixture of
City of San Luis Obispo
Parking and Downtown Access Plan
Policies
2.1 The City should provide sufficient
short -term parking convenient to the
downtown commercial core to meet the
needs of visitors and shoppers
2.2 Parking structures and surface lots
should be located along the periphery
of the Commercial Core, consistent
with the Downtown Concept Plan, as a
means of eliminating traffic congestion
and enhancing pedestrian activities
2.3 To meet the urban design objectives of
the Downtown Concept Plan, the City
should pursue opportunities to replace
the existing pattern of small surface lots
dispersed within the downtown with
strategically located parking structures.
2.4 To meet the need for fitture parking
structures and to avoid the use of
eminent domain, the City should
consider the purchase of property for
new structures proposed as part of this
Plan when sites become available.
Actions
2.1 -1 The City , should implement the
parking expansion_ component of this
Plan using, as a guideline, the
implementation and monitoring
program provided as Appendix A
2.1 -2 The City should encourage long -term
parking for downtown employees at 10
hour meters and within under- utilized
parking lots
2.2 -1 The City should initiate, or should work
with private developers to initiate the
design and environmental review of the
Palm 11 parking structure (Figure 2)
PagImI 8
new land uses and/or replacement parking that
enables_ the Court Street -parking lot_ to be
developed with new uses (reference Actions
2.3- 2.2.3 -3, and 5.3.
This Plan encourages the City to identify and
acquire sites for new parking structures (Figure
2). One should be near the Fremont Theater
and could include sites east of Santa Rosa
Street. The other recommended location is in
the southern quadrant of the downtown and
includes either the Wells Fargo or the Palm -
Nipomo sites. The timing of the acquisition of
these additional sites and design and
construction of additional parking structures
wW should be based on biennial measurement
of downtown access and parking demand.
Full expansion of the downtown parking
supply as envisioned by this Plan may
result in significant environmental impacts.
These impacts are described in a Final
Environmental Impact Report (EIR), dated
May, 1999, that was prepared by the
Parsons Transportation Group and certified .
by the City Council.
To eliminate the potential for these
significant impacts or to reduce them to
insignificant levels, the EIR identifies a
variety of mitigation measures. These
measures are presented in Appendix G.
2.2 -2 The City will evaluate potential new
parking structure sites and acquire
two new sites for parking structures,
one near the Fremont Theater
(possibly including sites across Santa
Rosa) and a site to the southerly
portion of the downtown (possibly
Wells Fargo site or the Palm- Nipomo
site unless a more desirable site can
be identified).
2.3 -1 Existing City-owned surface parking
lots purchased by the Parking Fund
which are not earmarked for parking
structure locations may be sold to
finance expansion of parking in
permanent structures when and after
new parking structures have been
built to take their place
2.3 -2 The City may consider the sale of
existing surface lots (e.g. Court Street
lot) when appropriate to permit
conversion to Commercial or public
uses
2.3 -3 Structures built to consolidate existing
surface parking lots and/or provide
reauired parking for specific
"'=rn_
downtown development proiects that,
because of their scale, will likely cause
the demand triggers to be exceeded,
shall be exempt from the need to meet
trigger mechanisms identified in
Appendix A.
City of San Luis Obispo
Parking and Downtown Access Plan
Pag1 t4 9
Palm- Nipomo Site
z -4PALM ST.
jGRRkGEJ
n
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FREMONT
THEATER
NJJTE ?E°oT •iR .; -,.: FALMH QUA13RANT
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WELL& FAR 91rs 15
Figure 2: Location of Potential Future Parkins 3tntcnJres
L
WAS ° .
Artist conception of the new marsh street parking garage expansion
City of San Luis Obispo
Parking and Downtown Access Plan pagl r2 Q
Parkins! Demand Reduction
Reducing the demand for downtown parking
through promotion of alternative modes of
access will reduce the amount and pace of new
downtown parking that must be constructed.
Reducing parking demand will also have
secondary benefits of reducing automobile
travel, improving air quality and reducing
noise. Reducing the number of automobiles
circulating in the downtown Commercial Core
will help maintain the area as a convenient,
safe and attractive place to walk.
The intent of this Plan is to enhance downtown
San Luis Obispo as an attractive place to shop
and work. To meet this intent, the parking
demand reduction component of this Plan is
intended to encourage people to use
alternatives to the single occupant vehicle
while not discouraging them from coming
downtown. The parking demand reduction
component must be structured to encourage
increased access to the downtown so that its
vitality can be maintained or enhanced.
This Plan envisions implementation of a
complete package of PDR measures within
two years after its adoption. It will take several
years before the full benefit of these programs
is realized. The effectiveness of the PDR
measures will be periodically evaluated. The
PDR program will be flexible, allowing for
adjustments to individual program elements to
best meet downtown access needs.
The PDR program requires very limited initial
capital expenditures but will require a
dependable source for annual operation and
maintenance of the program.
Policies
3.1 The City should support the use of
alternatives to the single occupant
vehicle to access and travel within the
downtown commercial core
3.2 The City should implement a program
of parking demand reduction actions
to reduce the demand for long term
parking in the downtown
Actions
3.1 -1 The City will initiate a program of
parking demand reduction measures
as outlined in the Implementation Plan
(Appendix A)
3.1 -2 The City will pursue adoption of a
plan or guidelines to make it safe,
attractive and convenient to walk
between downtown destinations
3.1 -3 The City will identify and pursue
convenient means to access the
downtown Commercial Core by
bicycle while minimizing impacts to
on- street parking and disruption to
residential streets.
3.11E The City will develop a bulk discount
rate for its transit passes without
negatively affecting transit funding.
Employers should purchase passes
and make them available to employees
who substitute riding the bus for
driving to work.
The PDR program must be supported by the 3.1 -5 The City will update, as necessary, its
provisions of the City's Short-Range Transit Short-Range Transit Plan to ensure
Plan which will make public transit available that convenient transit service is
as an alternative to the automobile for available to the downtown.
accessing downtown.
City of San Luis Obispo
Parking and Downtown Access Plan PagiQ 1
Similarly, the Bicycle Transportation Plan 3.2 -1
defines where bikeways should be provided to
make bicycle access to downtown safe and
convenient.
The City will develop and implement
guidelines intended to make the downtown
pedestrian friendly with attractive walkways,
reduced vehicular- pedestrian conflicts and 3.2 -2
attractive streetscape.
The City will work with Caltrans to
consider park -and -ride lots that serve the
commute needs of commercial core
employees. The City will evaluate
outlying parking lots for their use by
commercial core employees with a shuttle
connecting these lots with the core.
The City staff will periodically review
the number of carpool and vanpool
permits and preferential parking space
utilization and will add preferential
spaces as required to meet the demand
Using Alternatives to the Private Automobile
City of San Luis Obispo
Parking and Downtown Access Plan Pagl t-2 2
Residential Parking
Parking along streets in residential areas should
be available for use by residents and their
guests. However, no individual household has
the exclusive right to use a particular section of
curb parking and curb parking is not guaranteed
in front of each household. Use of on- street
parking by a reasonable mix of downtown
employees and residents is expected.
However, it is possible that the parking
management strategies or temporary shortages
of downtown parking supply could create
parking problems in the neighborhoods that
adjoin the downtown.
Free parking in residential neighborhoods
can be tempting to downtown employees
This Plan provides for the implementation of
residential parking management strategies that
in combination with parking management
expanded supply and demand reduction
strategies, address this potential issue.
However, this Plan also recognizes that,
sometimes, the inconvenience to residents out-
weighs the benefits of such strategies.
Therefore, residential parking management
strategies will only be implemented when
supported by the affected neighborhood.
Policies
4.1 The City will implement residential
parking management strategies or
create residential parking districts, in
compliance with the provisions of
Section 10.36.170 of the San Luis
Obispo Municipal Code, when needed
to manage parking and maintain the
quality of life in residential areas.
Actions
4.1 -1 Upon receiving a petition from the
majority of residents living within a
proposed parking district, the City
Council may create a district
consistent with provisions of the
municipal code. (Existing Residential
Parking Districts are shown in Figure
3).
4.1 -2 The City may prohibit or limit curb
parking in residential areas to ensure
safe traffic flow, pedestrian crossing
conditions or to install motor vehicle
or bicycle lanes consistent with the
Circulation Element or the Bicvcle
Transportation Plan.
City of San Luis Obispo
Parking and Downtown Access Plan PagdIK23
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Financing This Plan
The Parking Fund revenues are currently used
to fund the on -going operation of the City's
public parking program throughout San Luis
Obispo. Parking Fund revenues support the
administration, operation and expansion of the
parking supply. The fund revenues are used to
retire the bond financing used to fund the
construction of parking structures in the
downtown.
Promoting alternative transportation and
constructing new parking structures will
require substantial funding. Effective
implementation of the PDR program will
require identification of a dependable funding
source for the parking demand reduction
component of this Plan.
During the development of this Plan, funding
of the parking demand reduction component
became a central and controversial issue. It is
the City's intent to fund all components of this
Plan. Components of this Plan not fully
funded through the use of Parking revenues,
will be funded through identified and
dependable sources.
Policies
5.1tsttreg— Parking fund revenues will be
used exeleesively to maintain and expand
parking operations and repay bonds that
financed the construction of the parking
structures. %r_ the ",._..ates. ,...., o p _ ible
the GiFy will pur-sue grant fioiding se
net ....1K,.:,.... to funy .. -. r. sG.. DTD
revenues ere-- efrefted— thFeugh
.J.......ntatien of this Dan the ,..1.1.,.1
The City will provide funding support for
the Parking Demand Reduction (PDR)
program during its introductory years (3
years) and then consider using Parking
Fund revenues for PDR activities that
have demonstrated success.
5.2 Commercial core merchants, business
owners, and property owners should help
finance the parking program.
5.3 The City should pursue joint development
projects, where feasible, to reduce the
overall cost of parking structures
Actions
5.1 -1 The City will deposit all revenues from
parking fines into the Parking Fund.
5.1 -2 The Citv will:
a. Review parking meter and
citation rates every two years
and make adjustments as
needed
b. Continue to charge variable rates
for different types of parking.
City of San Luis Obispo
Parking and Downtown Access Plan PagI i42 5
C. Reduce the amount of free parking
time allowed patrons of parking
structures (90 minutes in 1997)
and eliminate maximum charge
limits.
d. Continue to collect in -lieu fees
from development projects in the
commercial core. Amend the
resolution establishing the in -lieu
fee program to allow annual
adjustments to the fee rate based
on Consumer Price Index (CPI)
changes and update current rates
to reflect changes . in the CPI since
the in -lieu fees were established.
Consider increases to the fees to
better reflect the cost of parking in
the downtown area.
e. Consider new funding programs
applicable to commercial core
merchants, business owners, and
property owners.
5.2 -1 Joint develop opportunities that
reduce the cost of expanding the City's
parking supply should be pursued.
City of San Luis Obispo
Parking and Downtown Access Plan Pagl T2 6
Implementing and Monitoring
This plan includes a detailed implementation
and monitoring program (Appendix A). The
intent is to implement all parking demand
reduction actions within the first two years of
this Plan. Similarly, the parking management
strategies will be implemented during the early
stages of this Plan.
Actions related to expanding_ parking supply
beyond those
immediate actions to be performed during the
first two years of this Plan, 649 should be
implemented based on the measured growth in
downtown access and parking demand.
The expansion of the Marsh Street Parking
Structure will be completed within the next
two years. Since the City Council has
approved proceeding with the Marsh Street
expansion, it is not addressed in the policies
and actions of this Plan.
Elements of Monitoring Program
Parking Demand Reduction Component
The PDR program will be monitored
after the first three years of operation
and then every five years. The PDR
program will be refined to provide the
most effective actions to reduce parking
demand The City Council will
evaluate the program's effectiveness at
the end of the three year period and
provide direction to staff in elements of
the program to be continued, those to
be added and those to be deleted.
Access Demand
Changes in downtown access demand
will be measured using PM peak two -
hour period cordon count
measurements of person trips to and
from (but not through) the downtown
core.
Off Street Parking
Changes in downtown parking demand
will be measured using parking
utilization in all parking structures over
the peak four hour period.
On Street Parking Demand
Changes in on- street parking within the
downtown will be monitored by
reviewing parking meter revenues on
an annual basis.
City of San Luis Obispo
Parking and Downtown Access Plan PagI22 7
Figure 4: Locations of Access and Parking demand Monitoring
City of San Luis Obispo
Parking and Downtown Access Plan Pag, 2728
Program Administration & Promotion
Successful implementation of the Parking and
Downtown Access Plan will require the
cooperation of the City, the Downtown
Association, private property owners,
downtown employers and employees.
The administration of the parking man agement
and parking expansion components of the Plan
will continue without much change. However,
some additional staffing will be required to
monitor the program components and to
manage parking expansion activities.
The parking demand reduction component is a
new activity within the City's parking
management program and will require some
combination of additional public works staff,
contract or consultant support. It may be
possible to contract some elements of the PDR
program to Regional Rideshare, Ride -On
Transportation Management Association
(TMA), or other similar organizations or
companies. However, even if the program is
performed on a contract basis, it will be
necessary for the City to monitor the program
and report to the City Council.
The PDR program requires that the City, as a
major downtown employer, take a lead role in
implementing successful PDR strategies. This
will require increased coordination of
alternative transportation services for City
employees.
When combined, the components of this Plan
will require additional staffing. This will be
accomplished through some combination of
public works staff additions or contract
services.
City of San Luis Obispo
Parking and Downtown Access Plan
Roles and Responsibilities
City Council
1. Approve expenditures for PDR and
parking expansion purchase of new
parking sites.
2. Approve the design of new parking
structures.
3. Approve bond financing for
construction of new parking
structures.
Downtown Association
1. Advise the City regarding downtown
business issues. The DA parking
committee advises the City regarding
downtown parking.
Public Works Staff
1. Implement the provisions of this plan.
2. Monitor parking structure utilization,
10 hour meter occupancy,
carpool/vanpool space utilization and
other key indicators of downtown
parking demand.
3. Continue to work with the Business
Improvement Association (BIA),
Chamber of Commerce, and County
government to cooperatively
implement this plan
4. Work with the DA to undertake a
wide range of actions to make the
public aware of the provisions of this
Plan.
5. Monitor parking utilization as part of
the monitoring program included
within this Plan
6. Conduct biennial cordon counts and
evaluation of implementation triggers
7 Be responsible for updating and
refining the Implementation Plan
based on cordon count and parking
utilization monitoring results.
Pag1 227 9
Finance Department
1. Adjust the in lieu fees based on the
Consumer Price Index (CPI).
2. Obtain bond financing as directed by
the City Council.
3. Maintain the financial records of the
Parking Fund
Contract Services
1. As the need arises, the City may
evaluate the potential for hiring a
private company to manage its
parking structures.
2. The City may elect to contract with
Ride -On, Regional Rideshare or
other vendors to provide elements of
the PDR program implementation.
Public Participation
1. Applications for amending the
Parking and Downtown Access Plan
shall be filed with the City's Parking
Manager. Applications will receive
an extensive review process and will
be acted on no more frequently than
twice a year by the City Council.
2. The City will conduct public hearings
to gain public input into planned
increases in parking rates, fines and
in -lieu fees (not necessary for CPI
adjustments)
Parking Promotion
1. City will continue to work with the
BIA to promote parking availability
within the downtown.
2. City will provide and enhance
signing to public parking.
3. The City will maintain and
periodically update its downtown
parking brochure
4. City will, either directly or through
contract services, market downtown
alternative transportation programs.
5. City will promote transit services to
the downtown as described in the
Short- Range Transit Plan
City of San Luis Obispo
Parking and Downtown Access Plan Pagi230
Appendix A
Implementation Plan
1 -31
Appendix A
Implementation Plan
This Appendix provides detail regarding the implementation of the Parking and Downtown Access Plan.
The Implementation Plan is intended as a "living document" that will be updated and modified over time
to best address the changing downtown parking needs in San Luis Obispo.
Existing Conditions
This Plan was developed based on data collected in 1996 and reflects parking supply and demand at that
time. In addition, the Marsh Street Expansion is assumed to be part of the existing parking supply. At
the July 8, 1997 public meeting the City Council reconfirmed that the expansion would be completed and
should be assumed as a given within the Parking and Downtown Access Plan. It is anticipated that the
expansion would be eempleted as amly 1999 and w . is will provide 232 new
spaces.
Components of this Plan
The Parking and Downtown Access Plan responds to increases in downtown access and parking demand
over the next 15 years. The 15 year planning horizon introduces substantial uncertainty regarding .
changes in parking demand as discussed in Appendix E. Therefore, the plan relies on periodic
measurements of access and parking demand to &teamime guide the timing of actions to increase the
supply of downtown parking.
The recommended Parking and Downtown Access Plan includes the following three key components:
1. Implementing parking management strategies to make better use of existing parking spaces in
the downtown area; and
2. Constructing up to three new parking structures;
3. A package of parking demand reduction (PDR) measures to make more existing spaces available
by reducing demand for parking in the downtown area.
It is recognized that San Luis Obispo County has indicated no interest in pursuing a joint parking project
near the Fremont Theater. However, the County may be interested in a ioint aroiect on land east of Santa
Rosa Street. Therefore, the recommendations within this Plan have been modified to reflect the absence
of a specific garage location within the Freemont Quadrant this lnantiAn mr A eptieB for a future parking
structure within this flap. In addition, the recommendations have been grouped into three timing
categories: immediate actions, near term actions and long term actions.
Timing of Plan Implementation
The implementation of the Parking and Downtown Access Plan is described within a 15 year planning
horizon. However, this Plan recognizes that it is more appropriate to link actions to specific, measurable,
thresholds that indicate actual downtown access and parking demand. Any expansion of parking beyond
Parking & Downtown Access Plan
Appendix A Pa Al -
1M
Phase 1, Immediate Actions will should be in response to actual measurement of increased access and
parking demand. Phase 2, Near Term Actions could be delayed if downtown access and parking demand
is stable or grows at a slower rate than anticipated in the proposed Plan. Similarly, the Phase 3, Long -
Range Actions wi3l should only be implemented when warranted by measurements of actual access and
parking demand. It is conceivable that full implementation of the Parking and Downtown Access Plan
may never be necessary if downtown access and parking demand does not reach anticipated levels
(Appendix E). Therefore, an important element of this Plan is biennial monitoring of implementation
triggers.
Monitoring and Implementation Triggers
While the sequence of individual actions in this Plan is defined, specific dates for their implementation
are not. Rather, downtown access and parking demand will be monitored, through direct measurement,
and specific actions within this Plan will be triggered when measurements reach predetermined
thresholds. A summary of the actions and the associated Implementation Triggers for the parking
expansion component and Implementation Targets for the parking management and parking demand
reduction components of this Plan are described below and summarized in Tables A -1 through A -3.
Implementation Triggers are used as guidelines to initiate parking expansion actions, which will be
completed in Phase 2 and 3 of this Plan. They are measurements of need and are measured before
actions are taken to establish the demand for additional parking spaces in the downtown. They are
established at levels that should provide sufficient time for the City to acquire land, plan, design and
construct future parking structures when they are needed. However, the City may choose to expand
parking supply, exempt from the need to meet trigger mechanisms, when it is consistent with Action 2.3-
3 and Policy 5.3 described in this Plan.
Implementation Targets are used to evaluate the effectiveness of the parking management and PDR
actions, which will all, be implemented in Phase 1 of this Plan. They are measurements of effectiveness
and are measured after actions are taken to provide feedback regarding the results of the actions taken.
Parking Expansion Component Triggers
In essence, three indicators will be monitored to vide establish the timing of parking expansion actions:
on street parking utilization, structured parking utilization and cordon counts (defined below) indicating
changes in downtown access demand. Reaching the predetermined levels for each of the three
indicators, outlined in Table 1, should will trigger.specific implementation actions. The implementation
triggers are:
On -street parking must remain at or above 19" 2001 levels. This trigger should be monitored
using meter parking revenue data for the entire downtown as currently being collected by the
City.
2. There should be evidence that access demand via the private automobile has increased in the
downtown area (cordon counts). To monitor this implementation trigger, automobile volumes at
the downtown cordon must reach established thresholds. The cordon counts should also provide
historical tracking of the impact of parking demand reduction component of this Plan since both
automobile and person trip data will be collected.
Parking & Downtown Access Plan
Appendix A
1-3:3
3. Existing parking structure spaces (including those added as part of the program) should be
heavily utilized. This will be monitored through observation of parking utilization and may be
collected using entry and exit gate data. The utilization of all structure spaces should reach 80
percent for at least 4 hours during at least three separate weekdays for this trigger to be met.
Definition of Parking Expansion Triggers
Cordon Counts - A cordon count is one in which vehicle and person -trips into and out of a
particular area are counted at all entries and exits to the encircled
(cordoned) area. The cordon counts recommended as part of this
Implementation Plan will be manual counts of the number of persons
and vehicles entering or leaving the downtown at the cordon count
locations shown in Figure 4 of this Plan. Cordon count volumes to be
used in implementation monitoring are the difference between the
number of vehicles (persons) entering the cordoned area less the number
leaving. In other, words, it is the net number of vehicles entering the
downtown in the AM peak hour and exiting in the PM peak hour.
Vehicles (persons) traveling through the downtown should not be
considered in the required comparisons.
Parking Structure Occupancy - The number of cars parked in each structure divided by the number of
spaces in the structure. The 80 percent occupancy trigger should be met
in each existing structure including those constructed as part of this Plan.
Occupancy should be monitored over at least three separate weekdays to
establish if the 80 percent occupancy trigger has been met. To satisfy
the trigger requirements, parking utilization should reach the 80 percent
level for four hours during each of the days when monitoring is
performed. The Marsh Street Structure and its expansion will be
considered a single structure since they will share common entry and
exit points.
On -street Parking Utilization - Parking utilization will be monitored using a physical inventory of spaces
occupied versus total spaces available. The data will be collected once
each hour between 10:00 AM and 2:00 PM and between 4:00 PM and
8:00 PM on at least two weekdays and two weekend days selected by
staff to represent normal parking demand in the downtown area.
Parking Management and PDR Targets
The success of the Parking Management Component of this Plan will be evidenced by increased
utilization of parking in the periphery of the downtown by long -term parkers. The pricing strategies
could also result in an increase in parking revenues. Two implementation targets are used to evaluate the
effectiveness of the adopted parking management strategies:
Utilization of peripheral 10 -hour on -street and off -street metered parking should be at least 70
percent over a four -hour period during weekdays.
Parking & Downtown Access Plan
Appendix A P e -3
1-34
2. Combined downtown meter, permit and structure parking revenues should increase when
normalized to exclude the impact of meter rate increases.
The PDR actions are intended to change the mode of travel for some downtown employees and shoppers.
As with the Parking Management Component of this Plan, the PDR actions include some pricing
strategies. They overlap with some of the parking management strategies in that they also encourage the
use of parking spaces in the downtown Commercial Core by short-term parkers. The effectiveness of the
PDR actions will be evaluated using the following implementation targets:
< Change in Vehicle Occupancy at the cordon count locations measured as average number of
persons per vehicle. It will be calculated by dividing the number of persons crossing the cordon
via automobile divided by the number of automobiles crossing during the same one hour period
in the AM and PM peaks.
< Change in the number of persons crossing cordon via bicycle and walking.
< Increases in transit ridership to and from the downtown measured as part of the on -board surveys
planned as part of the implementation of the SRTP.
< Increase in the number of Carpool and Vanpool spaces used per day
Setting Baseline Conditions
The implementation of this Plan is dependent upon measurement of changes in downtown access and
parking demand. This will require establishing baseline conditions against which changes in downtown
access and parking demand will be measured. The measurement of baseline and future demand requires
that the data be collected using consistent methods so that comparisons with baseline and future data are
fair and accurate. The baseline and future data collection efforts should comply with the following
guidelines:
On -Street Parking Utilization - The on- street parking utilization data, collected as part of the Downtown
Access and Parking Study, is the baseline data against which
any changes in on -street parking demand will be measured.
This data provides more detail than will be needed for future
monitoring of downtown parking conditions. Therefore, some
consolidation of the data may be necessary for use in future
comparisons.
Cordon Counts - Baseline cordon counts should be collected during the first year
of the Plan at the locations shown in Figure 4 of this Parking and
Downtown Access Plan. The data should be collected for two
hours during each peak period and recorded each 15 minute
interval. The peak two hour periods are expected to occur
between 7:00 AM to 9:00 AM and 4:00 to 6:00 PM. These
hours have been selected to evaluate employee travel behavior
since the Parking Demand Reduction component of this Plan is
designed to alter employee parking patterns to increase the
availability of parking for visitors and shoppers.
Parking & Downtown Access Plan
Appendix A p -4
1
MOO
The cordon count used in the monitoring program will be the
total volume over highest consecutive four (4) fifteen minute
intervals of each peak period. It will represent the difference
between the count in the peak direction (inbound in the AM and
outbound in the PM) minus the count for the same hour (four 15
minute periods) in the off peak direction.
The counts should be conducted on weekdays excluding
Mondays and Fridays and should not be collected during any
holiday week. For consistency of data capturing "normal traffic
conditions," the counts should be collected between January 15
and April 30. The baseline data should be based on at least three
separate cordon counts. Biennial measurements should include
data from at least two separate days. The data should be
recounted at least once if inconsistencies or potential errors are
identified in the daily or historical data.
Because the data will be used to evaluate automobile volumes,
vehicle occupancy and non - motorized access, it will be
necessary to collect the data by mode. The modes must include
single occupant vehicles, 2- person vehicles, 3'- person vehicles,
bicycles and pedestrians. The actual number of passengers in
each 3' vehicle should be recorded, if possible. Vehicle
occupancy should be calculated as the number of persons
crossing the cordon via automobile, in the peak hour, in the peak
direction, divided by the number of automobiles crossing the
cordon in the peak direction.
Parking Utilization in Structures Baseline parking utilization data for the Palm Street and Marsh
Street structures was collected during the Downtown Parking
and Access Study. This data should be verified against other
data collected by the Parking District during 2A94 1996 and
baseline conditions established. If automated counts are reliable
and easy to obtain, they should be used for future monitoring of
parking utilization. If manual counts are conducted, they need
only observe the number of parked cars once each hour.
The parking utilization measurements should be conducted at
consistent times during the year as selected by staff. The
utilization of parking spaces in structures should be measured
over at least three separate weekdays. The parking utilization
for monitoring purposes is the number of vehicles parked
divided by the total number of spaces available excluding
handicapped and preferential carpool/vanpool spaces. The
utilization used for monitoring parking demand will be
calculated for each parking structure separately.
Parking & Downtown Access Plan
Appendix A
1-3 0 -5
On -Board Transit Surveys SLO Transit has developed its methods for collecting transit
patron origin and destination data. The SRTP requires that this
data be collected periodically. The results of the 1997 on -board
survey will be considered the baseline against which future
downtown transit patronage will be compared.
Carpool Space Usage There are no carpool/vanpool preferential spaces in the existing
structures. These will be added as part of the initial
implementation of this Plan. The number of carpools using the
spaces will be monitored randomly for at least one day each
month. The monitoring can be done once during each hour from
12:00 noon and 4:00 PM. The month's days of the week should
be consistent with the criteria established for the cordon counts.
Parking & Downtown Access Plan
Appendix A p
1 ��
Table 1
Implementation Summary
Parking Expansion Component
Phase
Actions
Implementation Triggers
1.Immediate
Actions
• Complete
None Required
Environmental
( This action is currently programmed
Review, Design and
and is not addressed in this Parking
Construction of Marsh
Street Expansion
and Downtown Access Plan)
2.Near-Term
Actions
• Evaluate Potential sites
Begin Development Steps When:
for additional
structures
1. Measured increase in AM and PM automobile
• Begin Environmental
cordon counts of at least 10 percent over
Review and Design of
Palm n Structure
2001 levels; and
2. 80 percent occupancy of all structure parking
spaces for at least 4 hours during weekdays;
and
3. On- street meter revenues are at or above
levels measured in 2001.
• Construct Palm II
1. Measured increase in AM and outbound PM
Structure
automobile cordon counts of at least 15
• Purchase site for future
percent over 2001 levels; and
downtown parking
structure.
2. 80 percent occupancy of all structure parking
spaces for at least 4 hours during weekdays;
and
3. On- street meter revenues are at or above
levels measured in 2001.
Notes:
1. Implementation of the parking expansion program should be evaluated periodically and
adjusted as appropriate to meet the changing needs for downtown parking demand.
This will include review of the implementation triggers once monitoring data becomes
available.
2. Implementation of the Palm II Structure may be initiated prior to triggers being .
exceeded ifthis project is undertaken consistent with Action 2.3 -3 and Policy 5.3.
Parking & Downtown Access Plan
Appendix A Pa a A -7
1 -38
3. Long Term
Actions
• Begin Environmental
Begin Development Steps When:
Review and Design of
Structure on site
1. Measured increase in AM and PM automobile
purchased as near term
cordon counts of at least 25 percent over 2001
action.
levels; and
2. 80 percent occupancy of all structure parking
spaces for at least 4 hours during weekdays;
and
3. On -street meter revenues are at or above
levels measured in 2001.
• Construct Structure
Begin Development Steps When:
• Purchase additional site
for future parking
1. Measured increase in AM and PM automobile
structure
cordon counts of at least 30 percent over 2001
• Identify other potential
sites for additional
levels; and
parking structures
2. 80 percent occupancy of all parking structure
spaces for at least 4 hours during weekdays;
and
3. On -street meter revenues are at or above
levels measured in 2001.
• Begin Environmental
Begin Development Steps When:
Review of next
downtown parking
1. Measured increase in AM and PM automobile
structure
cordon counts of at least 30 percent over 2001
levels; and
2. Fremont Theater structure is at least 50
percent occupied and all other structures are
at least 80 percent occupied for at least 4
hours during weekdays; and
3. On -street meter revenues are at or above
levels measured in 2001.
• Construct next
Begin Development Steps When:
downtown parking
structure
1. Measured increase in AM and PM automobile
cordon counts of at least 30 percent over 2001
levels; and
2. 80 percent occupancy of all parking structure
spaces for at least 4 hours during weekdays;
and
3. On -street meter revenues are at or above
levels measured in 2001.
Parking & Downtown Access Plan
Appendix A iPagg,A -8
Table 2
Implementation Summary
Parking Management Component
Phase
Actions
Implementation Targets
Year
Target
Started
Year
1. Immediate
Actions
Implement Pricing
1. Increase utilization of
2001
2003
Strategies:
peripheral parking
- Reduce free parking in
spaces to at least 70
structures from 90 to 60
percent over four
minutes
weekday hours
- Eliminate daily
2. Increase combined
maximum charge
parking revenues by
$170,000 annually
Revise Time Limits and
1. Increase utilization of
2001
2003
Meter Rates
peripheral parking
- Increase number of 10-
spaces to at least 70
hour meters in
percent over four
periphery of BIA Area
weekday hours
Consider the addition of a
1. Increased enforcement
2001
On -going
parking enforcement
of parking space time
officer to assist in the
limits, double parking
enforcement of the parking
and other violations
time limits imposed as part
that reduce the
of this Parking
availability and
Management component
convenience of
of the Plan
downtown parking
Consider Residential
1. Interest expressed by
As
As
Parking Management
majority of residents
Requested
Requested
Programs if sufficient
neighborhood interest is
expressed. (Policy 4.1)
Parking & Downtown Access Plan
Appendix A Pa a A -9
140
2. Near Term
Actions
Identify long term plan for
1. Ability to meet future
2003
2004
funding long term parking
parking expansion and
expansion (beyond the
PDR program costs
Palm II structure) and
PDR program including
some combination of the
following:
- Increased meter rates
- Increase structure
parking rates
- Increased in -lieu fees
- Downtown property
owneribusiness funding
- Other City funds
Monitor Parking
1. Maintain at 1998
2001
2003
Utilization in Periphery of
levels and increase to
the downtown using
70 percent utilization
parking revenues as an
through parking
indication of change in
management actions
parking demand
3. Long Term
Actions
Revise Time Limits and
1. Maintain utilization of
N/A
Periodic
Parking Rates
peripheral parking
- Structures
spaces at 70 percent or
- Surface Lots
higher for at least four
- On -street spaces
hours per weekday.
Implement long term
1. Ability to meet
2008
2008
Comprehensive
downtown parking
Downtown Parking
expansion and PDR
Funding Program Based
funding needs
on analysis conducted of
Near term action.
Parking & Downtown Access Plan
Appendix A Page A -10
1 -41
Table 3
Implementation Summary
Parking Demand Reduction Component
Phase
Actions
Implementation Targets
Date
Target
Started
Date
1. Immediate
Actions
Market existing PDR
1. None - this action
N/A
N/A
programs
supports all other
actions within the
Parking Demand
Reduction Component
Implement Vanpool and
1. Full utilization of
2001
2004
Carpool Actions
carpool /vanpool
- Evaluate existing vanpool
spaces
and carpool pass usage on
daily basis in 1998 using
entry gate data. Based on
this data implement
Preferential Parking in the
Palm Street Structure
- Reduced Monthly Pass
Cost
- Lower Vanpool fares
- Designate passenger
pickup and discharge areas
Enhance Availability and
1. Increased transit usage
2001
2003
Convenience of Alternative
to 7 percent of all
Modes
downtown trips
- Add dedicated bike
(consistent with SRTP)
bikeways
2. Increase vehicle
- Review and Enhance
occupancy at downtown
Development
cordon by 5 percent
Requirements to include
3. Increase walkers and
transit access and PDR
bicycles at cordon by
measures
10 percent over 2001
- Provide bulk discount rate
levels
for transit passes
Parking & Downtown Access Plan
Appendix A Pa a A -11
1 -T2
Parking 6 Downtown Access Plan
Appendix A Pa a A -12
143
Promote Compressed
1. Increase telecommuting
2001
2003
Work Week
to at least 3 percent of
- Facilitate telecommuting
City and County
- Initiate City and encourage
employees
County telecommuting
programs
- Increase Compressed work
schedules
2. Near Term
Actions
Enhance the Vanpool and
1. Full utilization of
2003
2008
Carpool Program
expanded number of
- Evaluate existing vanpool
carpool/vanpool spaces
and carpool pass usage on
(Add at least two new
daily basis in 2001 using
carpool/vanpool spaces)
entry gate data. Based on
this data implement
Preferential Parking in the
Marsh Street Structure
after completion of the
Expansion
Continue to Enhance
1. Increased transit usage
2004
2008
Availability and Convenience
to 8 percent of all
of Altemative Modes
downtown trips
- Revise, add or delete
(consistent with SRTP)
measures as appropriate
2. Increase vehicle
based on measured
occupancy at downtown
effectiveness
cordon by 10 percent
over 1998 levels
3. Increase walkers and
bicycles at cordon by
15 percent
3. Long Term
Actions
Continue to Enhance the
1. Full utilization of
2008
2013
Vanpool and Carpool
expanded number of
Program-
carpool/vanpool spaces
(Add at least two new
carpool /vanpool spaces)
Parking 6 Downtown Access Plan
Appendix A Pa a A -12
143
Parking & Downtown Access Plan
Appendix A 1Paue A -13
Continue to Enhance
1. Increased transit usage
2008
2013
Availability and Convenience
to 8 percent of all
of Alternative Modes
downtown trips
- Revise, add or delete
(consistent with
measures as appropriate
SRTP)
based on measured
2. Increase vehicle
effectiveness
occupancy at
downtown cordon by
15 percent over 2001
levels
3. Increase walkers and
bicycles at cordon by
15 percent
Parking & Downtown Access Plan
Appendix A 1Paue A -13
Appendix B
Implementation Concept for -Parking
Demand Reduction Component
145
Appendix 6
Implementation Concept for Parking Demand
Reduction (PDR) Component
The recommended PDR measures are directed toward improving access to downtown by reducing
parking demand among commuters. Principal strategies for achieving this include:
< stimulating greater interest in commute alternatives
< providing services to commuters considering, trying, and using alternative transportation
< providing facilities and services that make ridesharing and telecommunications more convenient
means of travel
The success of the PDR measures will require explicit recognition by public and private opinion leaders
of PDR's contribution to meeting downtowns access requirements. In addition the City of San Luis
Obispo must make a policy commitment to implement the PDR program including setting and achieving
performance targets, the implementation schedule, establishing monitoring procedures, and dedicating
needed resources. Businesses in the downtown must participate in the PDR program for it to be
successful. Since PDR is a new component of the City's parking management program it will be
necessary to actively solicit external funding, especially to help cover the costs of initial program start-
up. Finally, the success of the program will rely on regular communication with residents, commuters,
and businesses regarding the investment being made in PDR and the results that are being achieved.
Roles and Responsibilities
The Parking and Downtown Access Plan defines the goal of the City to provide adequate parking in the
downtown San Luis Obispo. The Plan outlines the City's role in achieving this goal through the
implementation of its PDR, Parking Management and Parking Expansion components. However,
implementation of the Parking Demand Reduction component of the Plan will require voluntary
participation from the County and other downtown businesses. Roles and responsibilities recommended
to address the needs of the PDR program are as follows:
City of San Luis Obispo
It is recommended that the City of San Luis Obispo assume responsibility for the Downtown PDR
Program including:
< developing a detailed work plan for the PDR program (in consultation with Ride On TMA)
< identifying and securing financial support for PDR activities including the Air Pollution Control
District's "Mover" demonstration funds
< contracting with Ride -On TMA or other qualified transportation provider to develop and deliver new
PDR programs
< making changes to parking policies and practices
< making changes to land use policies and practices
< implementing physical changes (e.g., bicycle lanes, rideshare pickup areas)
< measuring, monitoring, and reporting on the reduction of commute trips (and parking demand)
Parking & Downtown Access Plan
Appendix B pa4J546
Employers
Downtown employers serve an important role in communicating with commuters regarding travel
choices and providing a work environment that is conducive to using commute alternatives. Employers
should:
• designate staff to be contacted regarding transportation programs /services
• participate in an annual survey of employee travel behavior
• provide employees with ridesharing and other travel information (furnished by Ride On TMA) at the
time of the annual survey
Performance of these activities should be made part of the requirements for renewal of City business
licenses. This requirement is consistent with current policies within the 1996 Parking Management Plan
that encourage downtown employers to support educational programs that foster the use of alternative
transportation.
Service Providers
Regional Rideshare (operated by the San Luis Obispo Regional Transportation Authority) should be
responsible for providing downtown commuters with information on commute alternatives and
administering the annual downtown employee transportation survey.
Improving the access to, and convenience of, transportation services is a key element in changing travel
behavior. Service providers, such as San Luis Obispo Transit and Central Coast Transit should examine
commute services and refine them to offer more convenient schedules, routing, and fare policies.
Financing the Parking Demand Reduction Component
The proposed PDR program is expected to incur startup and ongoing costs for administration, marketing,
and operations /capital improvements as shown in Progress Report #2 and on Table .1. These figures
should be used as a guide to the magnitude of investments needed to start and operate PDR efforts and
not as definitive operating budgets.
Funding of the PDR component of the Parking and Downtown Access Plan was a controversial issue in
the development of the Plan. Policy 5.1 of this plan guides the funding of PDR activities and stipulates
that the City will provide funding support during the PDR program's introductory years (3 years) and
then consider using Parking Fund revenues for PDR activities that have demonstrated success.
The City Council may consider several sources, other than the General Fund, to support the PDR
program including:
❖ Transportation and/or air quality funds received by formula allocation, such as subvention funds
from the Congestion Management Program or "Mover" funds from the APCD' s Mobile Source
Reduction Program to start new services /develop new products.
Parking & Downtown Access Plan
Appendix B Pa B
ge -27
❖ A portion of the City's Federal STP /State SHA allocation for non - parking physical
changes /construction.
❖ External grants, such as USEPA's "Sustainable Development" program, that can be
uses to support planning/program management for the Downtown PDR program.
Implementation Actions
The PDR program is recommended for implementation as part of the Immediate Actions of the
Plan (Appendix A, Table 3). This will require initiation of the PDR measures over the first 18
months of the Plan's implementation as follows:
First Quarter - Year,1 (FY 2001 -2002)
• develop work plan for PDR program including services to be provided by Ride -On TMA
• develop operating plan for implementing parking management actions including
communicating with persons parking in City facilities and using on -street parking about
upcoming changes
• contract with Ride -On TMA or other suitable transportation service providers to market PDR
and downtown access program including communication with persons parking in City
facilities and using on- street, parking about alternative means of access
• 1..: +:o +o +60 !`:+..'s T-:.. DoA.... +:.... i....a..r;.,e ➢... ... lTDiD\ f .... 14 .,.....+6 tri .. ..A
,
• Provide.a copy of the City's TRIP guidelines to the County and request that it considers
similar programs for its downtown work force. Enlist the help of Ride -On Transportation or
other suitable service provider, as needed, to facilitate PDR activities with the County.
Second Quarter - Year 1
• launch downtown PDR/Access marketing campaign
• implement enhanced preferential parking program for car /vanpools at public parking
facilities
• increase fees for long term parkers
• restructure parking rates to increase use of underutilized facilities
• reduce the cost of monthly parking passes for car/vanpools
• lower vanpool fares
• designate pick up /drop off zones
Third Quarter - Year 1
• amend land use code to remove barriers to working at home
• amend land use code to require PDR measures for new developments
• initiate planning for additional bikeways
Fourth Quarter - Year 1
< evaluate pilot Compressed Work Week and telecommute programs and extend to additional
employees as appropriate
Parking & Downtown Access Plan
Appendix B 1 -48
< evaluate options with the bicycle committee, identify high priority projects and secure City
Council approval for additional bikeways
< initiate design work for additional bikeways
First Quarter - Year 2 (FY 2002 -2003)
< create additional bikeways
Future Actions
Additional measures, such as those that were considered, but not recommended, in developing
the Downtown Access and Parking Study may be needed should desired performance not
materialize. Actions could include:
< provide downtown employees with an annual transportation pass
< offer financial incentives for use of commute alternatives
< installation of traveler information kiosks throughout downtown
Monitoring
The PDR program should be assessed at two levels:
1) Effect on parking demand and supply: One view of the effectiveness of the PDR program
should be drawn from a comparison of pre -PDR program travel behavior (as described in
Progress Report #1) to conditions after the implementation of recommended measures. An
survey of employee travel behavior should be conducted annually among downtown employees.
This survey should be conducted annually thereafter to determine trips that have been reduced
and parking spaces that have been made available. It is recommended that the effectiveness of
these measures in making parking spaces available be assessed after a two year start up period
before making significant adjustments since changing travel behavior often takes time to reach
full effectiveness.
Regional Rideshare should work with Ride -On TMA or other qualified service provider to
develop and administer the annual survey. Employers should be furnished with survey forms,
administer the surveys to employees, and return the survey forms to Regional Rideshare for
processing. Ridematch lists should be produced from the survey information thus providing
downtown commuters with information on commute alternatives annually.
Results from the Annual Employee Commute Survey will provide evidence of changes in travel
behavior for one segment of downtown's population. This data will need to be used in
conjunction with traffic counts on critical segments of the city's street network to provide a
comprehensive view of access demands and evaluate the entire access program. For example, an
insufficient number of trips may not have been reduced (as measured by the Annual Survey, thus
"triggering" contingency measures, however this increased investment may be forestalled if the
overall level of traffic volumes has not exceeded pre - determined levels of congestion (i.e., LOS).
Parking & Downtown Access Plan
Appendix B 1 -49
2) Effectiveness of individual measures: Measurements should be developed for each PDR
activity in order to gauge how well they are performing. Table 1 indicates general measurements
appropriate for each of the recommended actions. Activity based measurements should be made
periodically so that adjustments can be made to improve performance.
Funding
The funding of the PDR component of the Parking and Downtown Access Plan was highly
controversial and was not resolved at the time this concept for the PDR component of the Plan
was developed. The recommended option was to fund the PDR program from additional
revenues generated by the parking management component of the Plan. Alternatively, the
funding for PDR measures may be derived from several sources and be used to support PDR
measures as noted below:
❖ City's General Fund - support for marketing activities, City staff time to oversee the
PDR program (including management of Ride -On TMA's or other similar service
provider's contract)
❖ Air Pollution Control District's AB 2766 Mobile Source Reduction funds (MOVER
Grants ) - support for start-up and demonstration phases of measures
❖ New parking revenues derived from parking management actions - support for facility
modifications, administration, publicity, and enforcement of modified parking
management practices /policies
❖ Federal STP and State SHA allocations - support physical modifications to non - parking
facilities
Summary
Table B -1 provides as overview of the elements of the PDR program. The information in Table
B -1 is supplements the information provided in Appendix A. The Measures of effectiveness
provided in the table should not be confused with the formal monitoring of the program
(Appendix A). Instead, the Measures of Effectiveness included in Table B -1 reflect information
to be used by the City and service providers to evaluate and refine the PDR measures
implemented as part of the Plan. The measures of effectiveness will indicate the relative success
of individual measures and permit adjustments to the program to best meet the needs of
downtown employers, shoppers and visitors.
Parking & Downtown Access Plan
Appendix B 1 -50
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Appendix
Plan Costs and
Staffing Requirements
1 =52
Appendix C
Plan Costs and Staffing Requirements
The capital and operating costs for a number of downtown parking and access alternatives were
evaluated during the Downtown Access and Parking Study initiated in 1996. Capital costs of
parking structure construction is paid (predominantly) through bonding which is repaid over 20
to 30 years. PDR measures have relatively low initial investment, but incur on -going annual
costs. Therefore, the downtown parking and access alternatives were compared using total
annual costs per space.
Cost per Space
Using the pro forma estimate of costs for new parking structure spaces provided in Appendix D,
the revised comparison between parking structure spaces and spaces created through PDR is
provided in Table C -1. For new parking structure spaces, the capital costs are expressed as the
annual costs of bond financing. Operating costs reflect recent budget amounts and revenues
reflect the combined experience at the Marsh Street and Palm Street Structures.
Table C -1
Comparison of Annual Costs per Space Created
Scenario
Cost per Space through PDR'
Net Cost per New Structure
Space'
Low Growth
$1,022 - $1,237
$1,100 - $1,370
Moderate Growth
$ 971 - $1,176
$1,100 - $1,370
High Growth
$ .511- $619
$1,100 - $1,370
Source: Combined capital and operating costs from Table 6 in Progress Report #2 (Maximum PDR, assuming no
grant funding)
i Net cost is annual cost per structure space less current average annual revenue generated per space. Net cost per
space would be reduced if free parking is reduced to 60 minutes and the daily maximum is eliminated as part of the
Parking Management Component of the Plan
Revenue generated by parking structures narrows the gap between the costs of building a space
versus the costs of creating a space through PDR measures. Constructing spaces remains more
costly during the early stages of this Plan. However, the costs per space will narrow until the
construction of a new space becomes more economical as inflation affects the costs of the PDR
program. Inflation will also affect some of the annual operating costs for the parking structures,
but the impact is less pronounced since a significant portion of the annual costs are for debt
service which will not be impacted by inflationary pressures. In addition, at the end of a 30 year
period, the parking structure will continue to generate revenue while having fully retired the debt
created for its construction.
The impacts of inflation and retirement of debt prior to the end of the useful life of a parking
structure are illustrated in Figure C -1 assuming 3 percent annual inflation affecting all costs
except debt service. A five percent increase in parking revenues is also assumed each five years
in Figure C -1.
Parking & Downtown Access Plant 53
Appendix C Page r
Other factors that could effect the comparison of operating costs between spaces created by PDR
and those constructed in new parking structures include the following:
< Initial Capital Outlay - The greater the initial investment of capital by the City for new
structure construction, the less financing required and therefore, the lower the annual costs.
However, it must be kept in mind that there would be an opportunity cost associated with the
expenditure of capital as part of the initial parking structure funding.
< Parking Demand - The higher the initial and on -going parking demand, the higher the
revenues generated by a new parking structure, thus lowering the net annual operating costs.
< Cost of Funds - The pro forma analysis assumes bond costs of approximately 6 % percent
Variance from this interest rate would impact the annual debt service costs.
< Grant Funding - Grants are available for PDR programs. Funding is usually limited to
initial start-up costs. The use of grant funding could reduce the annual costs for the PDR
program.
< Changes in Parking Rates - Changes in the parking rates, amount of free time and
maximum charges will impact the revenue generated by the existing and new parking
structures. Assuming that sufficient demand exists and would not be reduced by these
proposed changes in parking costs, the parking rate changes could be expected to increase
parking structure revenues and thereby reduce net annual operating costs.
< Opportunities for Joint Development - Joint development of a parking structure through a
public /public or public /private partnership could potentially reduce the annual costs of
parking expansion. The terms of joint development could vary. However, an attractive joint
development proposal could include privately funded ground floor retail space and shared
funding of the parking levels above.
Income Stream versus Implementation Costs
Cash reserves at the time of this Plan's development along with the annual net revenue from the
City's Parking Fund, may make it possible to fund the Marsh Street Expansion, purchase a site
similar to the Wells Fargo site and build one additional 300 space structure. Any expansion of
the parking supply beyond this point would require increases to the parking revenues through
increased parking meter rates, fines or restructuring the costs for parking in the parking
structures. Given historical patterns of modest rate and fine increases approximately every five
years, it may not be possible to fund more than one new 250 to 300 space parking structure every
five years. This should be sufficient to meet downtown parking demand provided that the PDR
program yields the expected reduction in parking demand and growth in downtown employment
and retail activities remains within the range described in Progress Report #2.
Costs of this Plan
As described above, a number of factors can affect the costs of implementing this Plan.
Similarly, time over which this Plan will be implemented is not known. As discussed in
Parking & Downtown Access Plant 1-54
Appendix C Page C- 2
Appendix E, a slow rate of growth or intensification of the downtown will delay the
implementation of some parking expansion actions. Therefore, it is not possible to accurately
predict the costs for each year of this Plans implementation. The costs provided in Table B -2 are
illustrative and should be revised and updated as part of the implementation plan. Costs for
specific actions have been shown within a single year. However, for parking structure
construction, it is likely that the costs will affect more than on Fiscal Year (FY).
The Plan costs outlined in this appendix reflect only capital and operating costs of the parking
structures and PDR programs. Clearly, there are "quality of life" costs that are associated with
some aspects of this Plan. For example, over - reliance on construction of new parking spaces
will increase the amount of automobile congestion in the downtown. This will result in
undesirable noise and air quality impacts. These indirect costs are addressed in the Plan through
the balance between creation of spaces through PDR measures and construction of new parking
facilities.
Staffing Requirements
The Plan requires additional staff effort in three key areas. PDR, implementation monitoring and
parking administration. This effort cannot be accomplished under current staff-mg levels. The
following additional functions will require staffing. This staffing may be accomplished by a
combination of existing staff, interns, contractors and consultants. As described below, it may
be possible to implement this Parking and Downtown Access Plan without the addition of full
time City staff. Rather, reassignment of existing staff duties, use of interns, contractors and
consultants may be sufficient to meet the additional staffing needs of the Plan.:
PDR Coordination Coordinate the City's trip reduction program, coordinate with
County Rideshare and Ride -on and administer any contracts
issued for PDR services. It is anticipated that this function
would be require at least half time person - equivalent.
Coordination of the PDR activities could include assistance to
the Transit Manager, data reduction and maintenance and survey
reduction. This function would also surveying of downtown
employees periodically to determine changes in commute modes
and current usage of alternative transportation. The person
responsible for coordination would also work with Ride -on and
County Rideshare to market and promote alternative modes of
travel to the downtown. This staff person could also assist
public works staff in identifying and implementing bicycle
improvements which are included within the recommended PDR
program. (Coordination could be achieved by reassigning half
time for a current public works technician position. Full
marketing, surveys and implementation efforts for the PDR
actions in the Plan should be handled through contract services)
Monitoring The Plan requires a cordon counts, parking utilization data,
review of parking revenue and boarding and alighting studies.
Some of this work could be performed by interns. It requires
staffing and training of data collection crews, administration of
Parking & Downtown Access Plant e_55
Appendix C Pag- 3
contracts (if used), preparation of reports, data reduction and
storage, and assisting Parking Administrative staff in reducing
and reporting parking utilization and revenue data. It is
anticipated that the monitoring tasks would not require one full
time equivalent but could not be adequately filled by existing
public works staff. (Periodic monitoring could be performed by
interns. This would require either reassignment of interns to
this task or hiring additional temporary interns during the data
collection period. This function would also require management
by existing City staff of through contract services. This function
may be combined with the parking administration function
described below)
Parking Administration Management of parking staff, monitoring of parking utilization,
budgeting, permit program administration, and other functions
will add to the current workload within Parking Administration.
The Parking Management and Parking Expansion components
of this Plan will necessitate the addition of at least one new staff
member. Time requirements imposed by parking structure
construction, site selection, design and construction activities
will exceed the current resources within parking and public
works. (The additional administrative work will require
different skills and professional training. Construction
management and administration could be assigned to contract
personnel or consultant services. However, even with the
assignment of this work on a contract basis, it is anticipated that
the combination of an expanded parking supply and additional
monitoring and data maintenance will require at least a new half
time position.
Parking & Downtown Access Plant 1 C
Appendix C Page C-4 .
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Appendix D
Parking Structure
Pro Forma Cost Analysis
1 -58
paRkinci pizociizam
FINANCING CONCEPTS
Selected Fxmrpa from the 199 7- 99 Financial Plan
• Par)ring Program Narrative
1
3
• Capital Improvement Plan
4
• Debt Service Overview
5
• Annual Debt Service Payments
6
• Changes in Financial Position _
Financing Concept Background Information
• Operating Program Costs By Activity
7
• Total Program Costs and Revenues By Activity
8
• Pro Forma Approach to Estimating ParUng Structure Costs
9
August, 1997
������������►►��������P1 M cit y o f San WIS oBI spo
1 -59
TRANSPORTATION
PROGRAM: Parking OPERATION: Parking
DEPARTMENT: Public Works FUND: Parking Fund
PROGRAM DESCRIPTION
1997 -98
1995 -96
1996 -97
PROGRAM COSTS
ACTUAL
BUDGETED
Staffing
360,900
386,600
Contract services
171,500
194,500
Other operating expenditures
68,200
95,200
Minor capital
53,100
15,000
Total
S6539700
S691,300
PROGRAM DESCRIPTION
1997 -98
1998 -99
,BUDGET
BUDGET
404,200
408,100
223,500
227,500
85,000
85,000
16,000
0
S728,700
$720,600
The parking program implements the Parking Management Plan and directs the operation and maintenance of the City's parking
facilities. These facilities include 13 parking lots in the downtown and at Railroad Square, two parking garages, four residential
parking permit districts (Alta Vista, Monterey Heights, Park View, and Tassajara) and about 1,600 parking meters in parking lots,
on streets in the downtown retail core, and on streets in neighborhoods at the periphery of downtown. Program goals are 1)
adequate, safe, and attractive parking for visitors, customers, and employees in the downtown and Railroad Square; 2) adequate
neighborhood parking for residents; and 3) recovery of all program costs through user charges and other program revenue. This
program has four major activities:
• Enforeeiaent. Patrolling streets, parking lots, parking garages, and permit districts; issuing citations; arranging for towing the
vehicles of habitual parking offenders; recommending the installation of regulatory signs and curb markings.
• Revenue managearent. Collecting fines, parking meter revenue, and parking fees and leases; collecting delinquent fines;
recommending parking fee and fine adjustments; modifying meters for rate adjustments; selling parking permits, bus passes,
and economy service garbage bags.
• Maintenance Maintaining and repairing parking meters and meter posts; performing janitorial maintenance in the parking
garages and parking offices; sweeping and cleaning parking lots; sweeping and scrubbing parking garage floors.
• Garage operations Collecting parking garage fees, providing security surveillance, maintaining customer service equipment.
STAFFING SUMMARY
Regular Positions:
Parking Manager
Parking Enforcement Officer
Maintenance Worker
Secretary
Office Assistant
Lead Parking Attendant
TOTAL
Temporary Positions:
Full-time equivalents (FTE)
SIGNIFICANT OPERATING PROGRAM CHANGES
1.0
1.0
1.0
1.0
2.0
2.0
2.0
2.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
Q
1_0
1_0
7.0
7.0
7.0
7.0
5.3
5.3
5.3
5.3
■ 1997 -98: Replacing three computerized ticket writers with more efficient machines will cost $16,000 in 1997 -98.
■ 1997 -98: Continuing the organization transformation training for Public Works staff in the parking program will cost
$4,000 in 1997 -98.
1.60
TRANSPORTATION
PROGRAM: Parking (continued)
DEPARTMENT: Public Works
1997 -99 PROGRAM OBJECTIVES
Council Goals
■ 1997 -99: Begin building the Marsh Street parking garage expansion project. .
Odierprogram Goals
■ 1997 -99: Change 12 parking meters on the streets adjacent to the Senior Center to extended time meters in order to
improve parking at the Senior Center.
PERFORMANCE AND
1995 -96
1996 -97
1997 -98
1998 -99
WORKLOAD INDICATORS
ACTUAL
PROJECTED
ESTIMATED
ESTIMATED
Parking spaces provided
2,434
2,339
2,379
2,379
Citations written
43,371
43,000
44,000
44,000
Percentage of citations collected
82
83
83
83
Parking meter collections performed
88,442
91,500
92,000
92,000
Percentage occupancy at Palm Street Garage
74
78
79
80
Percentage occupancy at Marsh Street Garage
90
91
92
92
1 -61 Z
n_Fo
CAPITAL IMPROVEMENT PLAN
PROJECT DETAIL AND PHASING - TRANSPORTATION
Marsh Street Garage Expansion
Construction
Construction Management
Wells Fargo Lot - Acquisition
Garage Renovations and Repairs
Railroad Square Lot Resealing
Parking Meter Replacements
Vehicle Replacements
Public Art
Total Par jng
TRANSIT
Transit System Improvements
Bus Replacements
Bus Yard Lot Resurfacing
Bus Stop Improvements
Multi -Modal Transportation Terminal
Construction
Construction Management
Total Transit
TOTAL TRANSPORTATION
1997 -98 1998 -99 1999 -00 2000 -01
BUDGET BUDGET PROPOSED PROPOSED
3,700,000
200,600
1,500,000
75,000 65,000 15,000 15,000
50,000
370,000
38,000 15,000
z'l nnn 700 200 700
20,000
40,000
260,000
590,000
10,000
600,000 20,000 40,000 260,000
59,427,800 51,550,7D0 55,893,200 $1,860,700
Phasing - All amounts are for construction or equipment acquisition unless otherwise indicated
1 -62 3
DEBT SERVICE REQL- .,EMENTS
OVERVIEW
This section summarizes the debt service obligations of the City as of the beginning of the 1997 -99 Financial Plan period
(July 1, 1997). These obligations represent the City's annual installment payments of principal and interest for previous
capital improvement plan projects or acquisitions funded through debt financings. The City's debt management policies are
compreheastvely discussed in Section B (Capital Financing and Debt Management) of the 1997 -99 Financial Plan. The
following is a description of each lease or bond obligation existing at July 1, 1997:
1959 Whale Rock Reservoir General Obligation Bonds - Series A and B
■ Purpose: Constructing the City's share of the Whale Rock Reservoir.
■ Maturity Date: 1999 ■ Interest Rate: 3.75% to 4.00%
■ Original Principal Amount: $3,900,000 ■ Funding Source: Water Fund
■ July 1, 1997 Principal Outstanding: $430,000
1986 Lease Revenue Bonds - Refunded in 1994
■ Purpose: Constructing parking structures (55,758,400) as well as road
improvements and facility acquisitions (54,450,000).
Original
Issue
■ Maturity Date: 2006
■ Original Principal Amount: $13,970,000
July 1, 1997 Principal Outstanding:
Interest Rate: 4.25% to 8.25%
■ Funding Source: Debt Service and Parking Funds
1988 Water Certificates of Participation
■ Purpose: Constructing various water system improvements.
■ Maturity Date: 2008 ■ Interest Rate: 6.70% to 7.2,5!o
■ Original Principal Amount: $5,000,000 ■ Funding Source: Water Fund
■ July 1, 1997 Principal Outstanding: S3,570,000
1990 Certificates of Participation
■ Purpose: Acquiring land for open space, rehabilitating
recreation administration offices/neighborhood park.
■ Maturity Date: 2010 ■
■ Original Principal Amount: $4,500,000 ■
■ July 1, 1997 Principal Outstanding: $3,735,000
1992 State Revolving Fund Loan
1994
Refunding
2014
$11,780,000
$10,785,000
3.5% to 6375%
the City's Recreation Center, and acquiring land for
Interest Rate: 6.00% to 6.70%
Funding Source: Debt Service Fund
■ Purpose: Upgrading the City's water reclamation plant and collection system to meet discharge standards.
■ Maturity Date: 2012 ■ Interest Rate: 3.00% to 3.20%
■ Original Principal Amount:, $31,227,400 ■ Funding Source: Sewer Fund
■ July 1, 1997 Principal Outstanding: $26,427,100
1993 Water Revenue Bonds
■ Purpose: Upgrading the City's water treatment plant to meet water quality standards.
■ Maturity Date: 2023 ■ Interest Rate: 5.00% to 5.50%
■ Original Principal Amount: 510,890,000 ■ Funding Source: Water Fund
■ July 1, 1997 Principal Outstanding: $10,335,000
1996 Lease Revenue Bonds
■ Purpose: Constructing a new headquarters fire station; making seismic safety and HVAC improvements to City
Hall; expanding Mission Plaza; acquiring property at Higuera and Marsh streets (Mathews property) and the lot
adjacent to the Bowden Adobe; and purchasing the street lighting system.
■ Maturity Date: 2026 ■ Interest Rate: 530% to 7.25%
■ Original Principal Amount: $7.100,000 ■ Funding Source: Debt Service Fund
■ July 1, 1997 Principal Outstanding: S7,015,000 1 -63
F -1
DEBT SERVICE REQUIREMENTS
pNNiJAL PAYMENTS BY FUNCTION
1995 -96 1996 -97 1997 -98 1998 -99
ACTUAL BUDGETED BUDGET BUDGET
,
238600 23$,000 237,400
PUBLIC SAFETY _ r
Fire & Environmental Safety
Lt:
PUBLIC UTILITIES
Wastewater Service
Water Service (see note below)
Total Public Utilities
TRANSPORTATION
2,104,200
2,135,700
1,433,900
2,135,700
1,433,900
2,135,900
2,031,100 t=
1,436,500
3,540,700
369,600
3,569,600
4,1679000;
,700
100
385,800
_,sa- eerrr�
LEISURE, CULTURAL & SOCIAL SERVICES 12,600 12,600 12,500
Cultural Services 436,000 564,700 714,200 866,500
parks and Recreation (see note below) 73,000 323,700
Social 1,202,700
Social Services (see note below) 436,000 577,300
Total Leisure, Cultural & Social Services
GENERAL GOVERNMENT
Buildings
TOTAL DEBT SERVICE REQUIREMENTS
Proposed 1997 -99 Financings
112,700 112,500 112,200
54,999,000 S5,533,300 S5,753,200 $7,223,900
Water Re-Use Project
During 1997 -98, a project financing with net tem o convey the reclaimed wate$6,635,000
o various Point' eof use throughout
design and construction of a distribution system
estimated to be $595,000 beginning in 1998 99 to be paid from e
the City. Annual debt service requirements are
Parking Improvements
During 1997 -98, a project financing with net proceeds in the amount of $5.4 million is plarm d� to pay or two
projects: expansion of the Marsh Street parking garage and acquisition of the Wells Fargo P pal
fund
Annual debts ice requirements are estimated to be S469,000 begin g in 1998 -99 to be paid fr o the p
Yorsth Athletic Fields is planned to
Dig 1997_99, a project financing with net proceeds in the amount of $3.0 million (for a 15 year term) P
pay for developing youth athletic fields. based on Annual debt sea full year of debt serviecsenmated to be $300,000; however, the
first year is estimated to be $150,000
CDBG Section 108 LOari
During 1997 -95, the City anticipates obtaining a Section 108 loan from HUD in the amount of $1.65 million or
o Pay for rehabilitating the Historical Museum ($650,000) and for the Housing Authority
a five year term
Annual debt service requirements are estimated to be $323,7 to
to provide affordable housing ($1 Million). 64
paid from annual CDBG funding.
CHANGES IN FINANCIAL POSITION
PARKING FUND
Revenues
Service Charges
Parking Meter Collections
Lots
Streets
Parking Suucnue Collections
Long -Term Parl®g Revenues
Lease Revenues
parking in -Lieu Fees
Other Service Charges
Total Service Charges
Other Revenue - PERS Refund
Investment and Property Revenues
Fines and Forfeitures
Total Revenues
Expenditures
Operating Programs
Transportation
General Government
Total Operating Programs
Capital Improvement Plan Projects
Debt Service
Total Expenditures
Other Sources (Uses)
proceeds from Debt Financing
Equity Transfer
Potential MOA Adjustments
Total Other Sources (Uses)
Revenues and Other Sources Over (Under)
Expenditures and Other Uses
Working Capital, Beginning of Year'
Working Capital, End of Year
1995 -96 1996 -97 1997 -98 1998 -99
ACTUAL BUDGETED BUDGET BUDGET
350,800
364,800
382,500
414,400
605,000
640,200
651,000
709,000
331,600
272,500
275,000
275,000
56,700
135,900
135,900
135,900
123,100
111,900
111,900
111,900
90,000
107,900
107,900
107,900
20,200
29,900
29,900
29,900_
1,577,400
1,663,100
1,694,100
1,784,000
8,600
15,900
218,800
167,000
167,600
167,600
480,500
60,000
506,000
506,000
2,285 00
2,306,000
29367,700
2,4579600
653,700
691,300
728,700
720,600
210,300
216,600
223,100
229,800
8649000
907,900
951,800
950,400
1,057,100
1,148,700
5,925,100
83,000
665,700
6519000
649,500
1,118,800
2486,800
297079600
79524,400
291529200
5,400,000
48,000
(6,600)
48,000 5,4009000 (6,600)
(253,500) (401,600) 243,300 298,800
2,664,700 2 411;200 2,009,600 2,252,900
52,411,200 $2,009,600 $2,252,900 $2,551,700
• Net of debt service reserve of 5651,900 as of June 30, 1996.
G -19
r'
1 -65
0 CD CD 0 CD w
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Appendix
Access & Parki 7gr.
Growth Assu -- pteons-
Appendix E
Access & Parking Growth Assumptions
Accurately predicting the growth in downtown access and parking demand would be extremely
difficult since it will depend on a number of factors, many of which are outside of the City's
control. Future access and parking demand will depend on:
• the amount of new development in the downtown area,
• the intensification of existing downtown uses,
• the types of uses (restaurant, retail, office),
• the amount of future retail competition elsewhere in the City and region,
• population growth in the region,
• employment growth in downtown and the region,
• general economic conditions in the region,
• the availability of convenient, reasonably priced parking in the downtown, and
• the availability of a full range of modes of access to the downtown area,
• other less tangible factors that affect consumer shopping choices
The Growth Scenarios used in developing the Parking and Downtown Access Plan were
developed based on several available resources including City parking revenue, city-wide sales
tax data, sales tax data within the DA area since 1991, the economic forecasts prepared by at UC
Santa Barbara ", and the City of San Luis Obispo Land Use and Circulation Elements. The
scenarios were not established to pin point anticipated growth in downtown access and parking
demand. Rather, they were intended to "bracket" anticipated access and parking demand. It is
assumed that downtown access and parking demand would parallel increases in downtown
employment and business activity.
City-wide sales tax data over the last 15 years is illustrated in Figure E -1. The annual percent
change is shown in Figure E -2. Overall, the city-wide sales tax revenues have increased by over
five percent per year since 1986. However, growth over the last five years has averaged well
below five percent.
The parking revenue and sales tax data has been isolated for the DA area since 1991. This data
suggests that sales activity in the DA has grown at a rate of about 5 percent per year. It is
recognized that major changes in the downtown have occurred within the last five years that
would not be sustainable over a 15 year or longer period. In addition, sales tax data, alone, may
not accurately indicated changes in parking demand. However, five percent per year was used
as an upper limit to downtown parking and access demand. As shown in the following section,
this level of growth in downtown access and parking demand does not dictate the amount of
parking recommended for construction in the proposed Parking and Downtown Access Plan.
Instead, this Plan anticipates initial and near term actions that will be implemented to satisfy the
low growth to moderate growth levels of access and parking demand (Figure E -3).
' 1997 San Luis Obispo County Economic Outlook, UCSB Economic Forecast Project, Vol. 5,
November 1996, Copyright Regents of the University of California
Parking & Downtown Access Plan 1
Appendix E 1- 7CJm[[I�
geE -2
We range of chafige in_ dbWfitown parking and Access demand was defined. as indicated below.
-
The alternatives considered in developing this.Plan were evaluated Within the range of these
downtown dideessdh par
�cl parking dernand gowth scenarios:
Parking & Downtown Access Plan
Appendix E . . . . . I 1-746geE-.3
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Scenario 1: No Growth Scenario. What strategies are recommended if downtown activity
remains relatively constant over the next 10 to 15 years?
Scenario 2: Low Growth Scenario. What access and parking strategies are recommended if
growth averages one percent per year over the next 10 to 15 years?
Scenario 3: High Growth Scenario. What access and parking strategies are recommended if
growth averages five percent per year over the next 10 to 15 years?
Impact of PDR on Implementation Timing
The City Council could emphasize the parking demand reduction (PDR) component of the
recommended Plan by implementing the elements of the program immediately. This would
permit evaluation of the effects of the program prior to initiating construction of any parking
structures beyond the Marsh Street Expansion. To the degree that the program yields a reduction
in parking demand, it would be possible to delay construction of future structures. This is
illustrated in Figure E -4 which assumes that some benefits of the PDR program are realized
immediately but would not grow to the maximum expected levels until the end of the first fifteen
years of the program. As indicated, construction of additional structures could be postponed for
15 years or more and it might be possible to eliminate the need for the third structure within the
foreseeable future.
Parking & Downtown Access Plan 1
Appendix E 1 —7PSgeE -6
Scenario 1: No Growth Scenario. What strategies are recommended if downtown activity remains relatively
constant over the next 10 to 15 years?
Scenario l: Low Growth Scenario. What access and parking strategies are recommended if growth averages
one percent per year over the next 10 to 15 years?
Scenario 3: High Growth Scenario. What access and parking strategies are recommended if growth averages
five percent per year over the next 10 to 15 years?
Impact of PDR on Implementation Timing
The City Council could emphasize the parking demand reduction (PDR) component of the recommended
Plan by implementing the elements of the program immediately. This would permit evaluation of the effects
of the program prior to initiating construction of any parking structures beyond the Marsh Street Expansion.
To the degree that the program yields a reduction in parking demand, it would be possible to delay
construction of future structures. This is illustrated in Figure E -4 which assumes that some benefits of the
PDR program are realized immediately but would not grow to the maximum expected levels until the end
of the fast fifteen years of the program. As indicated, construction of additional structures could be
postponed for 15 years or more and it might be possible to eliminate the need for the third structure within
the foreseeable future.
Parking & Downtown Access Plan Revised Public Hearing Draft
Appendix E Page E-5
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Appendix F
1997 Parking Inventory and Maps
1 -77
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RESOLUTION # (2000 Series)
A RESOLUTION OF THE COUNCIL OF THE CITY OF SAN LUIS OBISPO
CERTIFYING THE FINAL ENVIRONMENTAL IMPACT REPORT (EIR) AND
ADOPTING THE PARKING AND DOWNTOWN ACCESS PLAN AND RESCINDING
RESOLUTION 8480 (1996 Series)
WHEREAS, the City has prepared a draft Parking and Downtown Access Plan (PDAP)
that describes programs for expanding parking supply, managing parking resources, and reducing
parking demand in downtown San Luis Obispo; and
WHEREAS, the City retained the Parsons Transportation Group to prepare a draft and final
Environmental Impact Report (EIR) that evaluates the potential impacts of implementing the
PDAP, in accordance with the California Environmental Quality Act (CEQA) and the City's
Environmental Guidelines; and
WHEREAS, the City Council has held advertised public meetings on May 4, 1999,
January 16, 2001, and again on February , 2001 to review the content of the PDAP, invite
public testimony, and debate an array of issues including, but not limited to: the source of
funding for the proposed Parking Demand Reduction (PDR) program; the stringent nature of the
proposed parking demand "triggers;" the exemption of the Marsh Street parking garage
expansion project from meeting these triggers; priorities for constructing new parking garages;
and; the desired balance of emphasis between the PDR, parking supply, and parking management
components of the PDAP.
NOW THEREFORE BE IT RESOLVED by the Council of the City of San Luis Obispo
as follows:
SECTION 1: Environmental Determination. The City Council hereby certifies that the
Final Environmental Impact Report for the Parking and Downtown Access Plan (PDAP)
adequately identifies the project's potentially- significant impacts, alternatives to the proposed
action, and recommended mitigation measures.
SECTION 2: Findings. The Final EIR was prepared in compliance with the California
Environmental Quality Act (CEQA) and its implementing guidelines and was reviewed and
considered by the City Council prior to any approvals of the project. The Final EIR reflects the
independent judgment of the City Council.
SECTION 3: Mitigation Measures: For each significant effect identified in the Final
EIR under the following categories, the mitigation measures listed below have been incorporated
into the project and will avoid or lessen the identified adverse environmental effects of the
project to a level of insignificance.
Increased Land Use Intensity
EM -1: To reduce the potential impacts associated with increased intensity, the parking structures
will be required to incorporate design features that minimize light and glare, and apparent height
1 -80
or bulk of the buildings (such as landscape or other forms of screening) and night -time lighting
impacts (through such means as screening). In terms of night -time lighting affecting adjacent
residential uses, lighting will be installed with shields to divert light and glare away from
residential uses.
Air Quality
EM -2: All construction shall comply with Air Pollution Control District (APCD) regulations to
ensure that there be no dust impacts off -site sufficient to cause a nuisance. Specific measures to
reduce fugitive dust shall include the following:
a) Moisten soil and debris piles prior to grading.
b) Water exposed surfaces at least twice a day under conditions and as often as needed on windy
days when winds are less than 25 miles per hour or during very dry weather in order to
maintain a surface crust and prevent the release of visible emissions from the construction
site.
c) Treat any area that will be exposed for extended periods with a soil conditioner to stabilize
soil or temporarily plant with vegetation.
d) Wash mud - covered tires and under- carriages of trucks leaving construction sites.
e) Provide for street sweeping, as needed, on adjacent roadways to remove dirt dropped by
construction vehicles or mud which would otherwise be carried off by trucks departing
project sites.
f) Securely cover loads of dirt with a tight fitting tarp on any truck leaving the construction sites
to dispose of excavated soil.
g) Cease grading during periods when winds exceed 25 miles per hour.
h) Provide for permanent sealing of all graded areas, as applicable at the earliest practicable
time after soil disturbance.
EM -3: All contractors shall:
a) Maintain construction equipment in peak operating conditions so as to reduce operation
emissions.
b) Use low - sulfur diesel fuel in all equipment.
c) Use electric equipment whenever practicable.
d) Shut off engines when not in use for more than five minutes.
1 -81
EM -4: The City shall specify that the design and construction of parking structures to implement
the PDAP will rely on natural and pre - colored materials in construction to the extent feasible to
minimize emissions of reactive organic compounds during painting and coating operations. In
addition, to assure that the air quality impacts resulting from construction activities under the
worst -case scenario presented do not occur, construction of the parking facilities will be phased.
EM -5: Provide up to ten (10) electrical charge outlets for electric vehicles, recognizing that the
number may increase over time and, therefore, conduit will be provided during the construction
of each parking structure to facilitate wiring more spaces in the future, if needed.
EM -6: When feasible, install timers for all electrical equipment (such as lighting).
EM -7: Use electric equipment whenever practical for cleaning and maintenance equipment for
the parking structures.
Noise
EM -8: Construction of future above grade parking structures shall comply with all applicable
City noise regulations.
EM -9: Construction activities shall be restricted not to occur before 7:00 a.m. and after 7:00 p.m.
on weekdays. No noise - generating construction activities shall take place on Saturdays,
Sundays, and holidays.
EM -10: Noise generating construction equipment operated at the future construction sites shall
be equipped with effective noise control devices, i.e., mufflers, lagging, and/or motor enclosures.
All equipment shall be properly maintained to assure that no additional noise, due to worn or
improperly maintained parts, be generated. Electric hand -tools will be used instead of gas -
powered, whenever possible.
EM -11: Effective temporary noise barriers (such as, but not limited to, solid wooden fences at
property lines) shall be used and relocated, as needed, whenever possible, to block line -of -sight
between construction equipment and noise - sensitive receptors.
EM -12: Truck deliveries and haul -offs shall only be permitted between the hours of 7:00 a.m.
and 7:00 p.m. weekdays. Truck haul routes (demolition waste, dirt excavation, cement,
materials delivery) shall be designated and approved by the Public Works Department to
minimize noise impacts to noise - sensitive land uses.
EM -13: Noisier construction activities shall be scheduled during the midday so that quiet periods
can be provided.
EM -14: The City shall notify the adjacent businesses, residents and property owners in advance
of all construction activities. The construction manager's telephone number shall be provided
with the notification so that community concerns can be heard.
1 -82
EM -15: The City shall ensure noise - mitigation monitoring during construction and hauling
operations (the demolition and construction phase) to determine compliance with the City's noise
criteria and approved haul routes.
EM -16: Tenants of the five existing residential units located on the second floor to the rear of the
commercial uses at 868 and 870 Monterey Street shall be provided relocation assistance to
relocate to housing away from the construction site of the Palm II structure. This may be
temporary relocation during the construction period only. If, however, the Palm II structure
includes a plan to incorporate replacement housing units within the structure, the housing shall
be built at the earliest feasible phase of its construction.
EM -17: Truck deliveries utilizing future parking structures and trash pick -up shall only be
permitted between the hours of 7:00 a.m. and 7:00 p.m., and shall be avoided during "quiet"
periods of the day (i.e., 7:00 p.m. to 9:00 a.m. or other noise sensitive times) unless necessary to
reduce traffic impacts. However, deliveries between the hours of 7:00 a.m. and 9:00 a.m. shall
be spread out throughout the time period to avoid staging and continuous activity.
EM -18: The City shall incorporate design measures that locate noise sources, such as loading
zones, trash bins, and mechanical equipment, as far away from noise sensitive receptors adjacent
to the Wells Fargo and Palm/Nipomo sites as possible.
EM -19: The design of parking structures, including equipment specifications, shall include noise
control measures to ensure that local noise criteria are not exceeded by equipment operations.
EM -20: The final engineering design of future parking structures shall be reviewed by a
recognized acoustical engineer, and specific noise control recommendations provided to ensure
compliance with the City's Noise Regulations.
EM -21: The City shall retain an acoustical consultant to conduct noise monitoring during the
initial states of operations of future parking structures to determine compliance with local noise
criteria.
EM -22: If the Palm II parking structure incorporates replacement housing, the design will
include measures (such as but not limited to solid walls) to provide a noise level appropriate for
residential uses.
Cultural Resources
EM -23: Introduction of design elements into the Palm II parking structure can reduce, but not
eliminate significant impacts. Such elements shall include, but not be limited to, signage,
fenestration, colors and building materials that recall the area's Chinatown heritage. Further, the
proposed incorporation of ground floor retail space in the Palm II structure will reduce the effect
of the parking structure by encouraging pedestrian activities.
.�
Aesthetic Impacts
EM -24: All exterior lighting shall be hooded so that no unobstructed beam of light will interfere
with adjacent vehicular traffic or create an unpleasant affect on pedestrian areas.
EM -25: To avoid the potential for vehicle headlights to shine onto adjacent sites and uses, each
parking space on the perimeter of future parking structures will have design features to block
headlights from shining onto adjacent sites and uses.
EM -26: No reflective materials shall be used in any future parking structure's exterior.
EM -27: As this plan will increase the level of overall building intensity and scale in the project
area, thereby altering the design character of the community, the Architectural Review
Commission (ARC) shall consider options to project design that incorporate low profiles and
building heights. The ARC shall consider design elements (such as alternating colors, parapet
lines, window openings and pillars with decorative tiles) to break up the mass of the future
parking structures and to provide visually- appealing frontages.
EM -28: All future parking structures built to implement this plan shall meet the following:
a) Replicate the height and scale of adjacent buildings to fit in with the existing vertical scale in
the vicinity of each site;
b) No parking structure should exceed three store (4 levels of parking), or fifty feet in height;
c) Landscape lighting will be limited to low level, unobtrusive lighting fixtures;
d) Each structure shall include window openings, a vaned facade envelope and architectural
details that could be appreciated by pedestrians in the downtown;
e) Provide curbside planters, to accommodate a minimum of 24 -inch box size, along the
pedestrian frontage of each future parking structure, with planting of wide - spreading trees
(recognizing that widened planters will occupy what is now curbside parking, thus allowing
wide- spreading trees to cover larger areas with the trees to be selected based on size, long -life
and structural soundness); and
f) Incorporate artwork into the design of each structure, with the artwork clearly visible to the
public on adjacent sidewalks and other public spaces.
All mitigation measures listed in Section 3 shall be reviewed at the time that the final design for
a particular parking structure is established. The need for the measures shall be confirmed at
that time and individual measures may be refined as needed (as part of that project's requisite
environmental documents), to address issues specific to the project's design.
SECTION 4: Project Approval and Statement of Overriding Considerations The
Parking and Downtown Access Plan (PDAP), attached as Exhibit A and incorporated herein by
reference, is hereby adopted. In adopting the PDAP, the City finds that the following significant
effects associated with implementing the project cannot be avoided or reduced to less than
significant levels.
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1. The construction of large -scale buildings would obstruct significant views from the
historic districts and some of the individual buildings within the Area of Potential
Effect (APE) to the outlying hills surrounding the town.
2. A large -scale parking garage will significantly alter the remaining character and
feeling of the historic setting of Chinatown, which has already been adversely
affected by the existing Palm Street garage.
3. The street corridor along Marsh Street to the northeast form the Wells Fargo site is
also a highly sensitive area in the Area of Potential Effect (APE) that will receive
significant visual impacts. There are several commercial buildings in the APE along
Marsh Street, including the Art Deco - influenced Goodwill Building (712 Marsh), that
are recommended as potentially eligible for inclusion on the National Register of
Historic Places and should be evaluated further. 774 Marsh (potentially eligible) is
located further down Marsh Street in the Downtown Historic District within the APE.
The construction of a large -scale building on the Wells Fargo site could adversely
affect the visual setting of the district. The PDAP would cause some of the most
significant adverse visual effects to the buildings bordering the Wells Fargo site along
Nipomo Street.
The reasons why the City of San Luis Obispo has approved the PDAP, notwithstanding the residual
significant adverse effects described above, are as follows:
1. Construction of downtown parking structures is an important community goal as
evidenced by its specific inclusion within the 1996 Parking Management Plan, the 1993
Conceptual Physical Plan for the City's Center, and the 1999 -2001 Financial Plan.
2. Providing more downtown public parking is an important way of improving motoring in
San Luis Obispo motorists, according to the published results of the 1997 and 1999
Transportation Survey, a random - sample survey distributed to over 3,000 San Luis
Obispo households.
3. Constructing parking structures in the Central Business district enables a more efficient
use of land and enables the intensification of retail, office, and residential uses within the
district, consistent with the content of the 1993 Conceptual Physical Plan for the City's
Center, and with the 1994 General Plan Land Use Element (reference Policy LU 4.10).
SECTION 5: Rescinding Resolution Revising Parking Management Plan (1996). The
resolution amending the 1996 Parking Management Plan is hereby rescinded. The Parking and
Downtown Access Plan (Attached as Exhibit A) replaces the 1996 Parking Management Plan.
Resolution No. (2001 Series)
Page 2
Upon motion of , seconded by
and on the following roll call vote:
AYES:
NOES:
ABSENT:
The foregoing resolution was adopted this day of , 2001.
ATTEST:
Lee Price, City Clerk
APPROVED AS TO FORM:
Jeffrey G. Jorgensen, City Attorney
Mayor Allen K. Settle
1 -86
Attachment 2
History of Planning Effort
XO November 1994: Circulation Element adopted including Program 12.7 that requires an
analysis of alternative transportation options before new parking garages are built.
XO May 1995: Council initiates CE amendment to delete Program 12.7.
XO November 1995: Council directs formation of ad hoc group to discuss downtown
access study.
XO January 1996: Council directs staff and ad hoc group to return with scope of work for
access study within 60 days.
XO February 1996: PC considers deletion of Program 12.7 and sends issue to Council
without recommendation.
XO April 1996: Council approves study scope (which calls for preparation of plan) and
authorizes distribution of RFPs.
XO August 1996: Meyer, Mohaddes, Associates hired to prepare plan.
XO September 1996: Public Works forms ad hoc group to provide feedback during Plan's
development.
X0 February 1997: MMA publishes Progress Report #1.
XO June 1997: MMA publishes Progress Report #2.
XD July 1997: Council reviews Progress Report #2 and provides direction.
XD September 1997: MMA publishes initial draft PDAP.
XO October 1997: Council reviews draft PDAP and provides specific direction on content
XO December 1997: MMA publishes revised draft of PDAP.
XO December 1997: Council approves scope and authorizes distribution of RFPs for EIR
preparation.
XO March 1998: Parsons Transportation Group hired to prepare draft and final EIR.
XO December 1998: draft EIR released with public review period to close February 5,
1999.
X❑ April 1999: Final EIR produced.
XO May 4,1999: Council holds Study Session, modifies PDR funding policies and requests
refinements to "demand triggers."
XO January 23, 2000: Study Session to reacquaint Council with PDAP and receive
direction for further work.
M:&
Attachment 3
City Council Minute Excerpt: May 49 1999.
5. DRAFT PARKING AND DOWNTOWN ACCESS PLAN (PDAP) AND DRAFT ENVIRONMENTAL
IMPACT REPORT (EIR). (File No. 804 -02)
Public Works Director McCluskev provided the introduction. Principal Transportation Planner Sanville
presented a summary of the process used to develop the draft plan. Plan Consultant Larry Patterson
provided a summary of the Plan components, the rationale for the key plan features and requisite monitoring
effort. EIR Consultants Frank Sherkow and Frank Wein summarized the process used to develop the draft
and final EIR and reviewed the findings of the impact analysis.
Break called at 9:37 p.m. The meeting reconvened at 9:53 p.m.
Mayor Settle opened the meeting for public comment.
Jack Penrod, Chair of the Chamber Economic Development Committee, encouraged the Council to provide
incentives for downtown employees to park elsewhere to allow shoppers to park in the downtown. He asked
the Council to move forward quickly with the construction of the Marsh Street Expansion and the Palm II
parking structures.
Euoene Jud, 665 Leff Street, questioned when it was that the Council gave direction to include as a given the
Marsh Street Expansion project in the EIR and shared some concerns regarding the EIR. He urged the
Council to reject the EIR and to hold public workshops regarding the future of the downtown.
Terrence Dozier, student at Cal Poly, asked what information is available to the public and what
reassurances are there that there won't be added traffic. He encouraged the Council to maintain the
pedestrian friendly atmosphere of the downtown.
Mark Shaffer, Director of Ride -On, commented that he is disappointed that alternative transportation is pitted
against parking structures. He urged the Council to drop the "black and white" approach and instead
develop a balanced approach.
Stephen Peterson, 2159 Beebee Street (speaking as a citizen and not a member of the Planning
Commission), opposes the plan because he believes it only pays lip service to alternative transportation and
parking reduction. He voiced concern because the Plan sets a path for constructing four new parking
structures in the downtown over a period of time. He encouraged the Council to put the money into
alternative transportation and not structures.
Keith Miller, Dana Street resident, asked the Council to fund alternative modes of transportation and voiced
concerns regarding the proposed Palm Street II parking structure.
Martha Neder, Dana Street resident, supports alternative transportation and urged the Council to reduce
vehicle traffic in the downtown.
Deborah Nicklas, Chairman of the Board SLO Chamber of the Commerce, voiced strong support for moving
forward with providing adequate parking in the downtown to maintain the vitality of the downtown.
Shelly Stanwyck, Director of Governmental Affairs for the SLO Chamber of the Commerce, summarized
concerns regarding the triggers and suggested that they be refined. She objected to Palm II and Court Street
being subject to the implementation triggers and suggested that the proposed Palm Street II parking
structure be pursued.
Ira Winn, San Luis Obispo resident, said he opposes the Plan because it will increase traffic in the downtown.
The report is poorly written and fails to address the cultural aspect of the downtown and the character of the
adjacent neighborhoods, he added.
Drew Lepis, student at Cal Poly, remarked that increased parking will increase traffic in the downtown. He
encouraged the use of alternative modes of transportation and urged the Council to increase the number of
bicycle lanes, bicycle parking and Park & Ride opportunities. He added that he hopes the Council will not
vote to take down historic buildings and build structures.
Mike Spangler, past president of the Downtown Parking & Access Committee, reminded the Council that the
City has spent 22 million dollars for alternative transportation to -date. He commented that the Plan doesn't
address the issue of economic viability well and urged the Council to direct staff to include more economic
information in the Plan. The new plan has major pitfalls, he continued, including the funding mechanism. He
recommended a modified Plan that includes a plan to ensure parking funds are used only for creating
additional parking spaces. In closing, he asserted that the implementation triggers should either be
eliminated or modified to take into account the goal of keeping the downtown viable.
Deborah Holley, Administrator of the Downtown Association, stated that the number one goal of the
Association is to provide adequate parking for employees and customers in the downtown. She urged the
Council to pay attention to what people are requesting.
Doug Shaw, downtown merchant, remarked that the number one complaint of shoppers is parking. He
emphasized that parking is a problem and it needs to be addressed.
Brett Cross commented that adding more cars in the downtown core will not create a pedestrian friendly
climate and stated that he believes the Marsh Street parking garage expansion project will negatively impact
the downtown.
Mike Stanton, President of Downtown Association, proclaimed that there is room for alternative transportation
and more parking. He urged the Council to provide for both.
Tom Swem, current Chairman of the Downtown Parking Committee, shared frustration by the merchants in
the downtown over whether the Marsh Street parking garage expansion project will be buitt. He said they all
want a fair and balanced approach.
Mayor Settle returned discussion to the dais.
Council questions to the consultants followed and lengthy Council discussion ensued.
ACTION: Moved by Schwartz/Romero to amend the Parking and Downtown Access Plan, Section
2.3.3, to read as follows: "Structures built to consolidate existing surface parking lots "and/or to
provide required parking for specific downtown development projects that, because of their scale
would be likely to cause the demand triggers to be exceeded, shall be exempt from the need to meet
trigger mechanism."; motion carried (5:0).
ACTION: Moved by Romero/Marx to direct staff to bring back suggestions for alternative language
to provide more flexibility in the trigger mechanisms; motion carried 5:0.
ACTION: Moved by Schwartz/Romero that the City provide funding support for the Parking Demand
Reduction (PDR) program during its introductory years (3 years) and then consider using the Parking
Fund for PDR activities that demonstrate success; motion passed 3:2 (Ewan, Marx)
ACTION: Moved by Ewan/Marx to direct staff and the consultants to organize information that
clarifies the impacts of parking garages on neighborhood and arterial streets; motion carried 5:0.
Staff noted that the matter will come back to Council late June or early July.
There being no further business to come before the City Council, Mayor Settle adjourned the meeting at
12:43 a.m. to Monday, May 17, 1999 at 7:00 p.m. for the purpose of conducting a budget study session in the
Council Chamber, 990 Palm Street, San Luis Obispo.
Lee Price, C.M.C.
City Clerk
APPROVED BY COUNCIL: 5/18/99 1_89