Hermosa Beach City Council
February 28, 2023

CITY OF HERMOSA BEACH
RESOLUTION NO. 23-

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF HERMOSA BEACH

APPROVING THE CONSTRUCTION OF CAPITAL IMPROVEMENT PROJECT 617 – CIVIC CENTER CHARGING STATIONS PURSUANT TO GOVERNMENT CODE SECTION 830.6 AND ESTABLISHING A PROJECT PAYMENT

ACCOUNT
WHEREAS, The City desires to increase the use of electric vehicles in its vehicle fleet; and
WHEREAS, The City has partnered with Southern California Edison to install twenty new electric vehicles chargers on Bard Street for City fleet use; and WHEREAS, The City solicited competitive bids for the procurement and installation of electric vehicle chargers; and
WHEREAS, Bids were received and opened publicly on February 13, 2023 and TurnOnGreen, Inc. was chosen as the lowest responsible bidder; WHEREAS, the City Council, concurrent with the adoption of this Resolution, awarded the construction contract to the lowest responsible bidder, TurnOnGreen, Inc. for the Project.

NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF HERMOSA BEACH, CALIFORNIA, DOES HEREBY RESOLVE AS FOLLOWS:

SECTION 1. The City Council wishes to obtain the immunities set forth in Government Code § 830.6 with regards to the plans and construction of the Project.

SECTION 2. Design Immunity; Authorization
A. The design, plans and vendor proposal for the Project are determined to be consistent with the City’s standards and are approved; B. The design approval set forth in this Resolution occurred before actual work on the Project construction commenced;
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C. The approval granted by this Resolution conforms with the City’s General Plan;
D. The City Engineer, or designee, is authorized to act on the City’s behalf in approving any alterations or modifications of the design and plans approved by this Resolution; and
E. The approval and authorization granted by this Resolution is intended to avail the City of the immunities set forth in Government Code § 830.6.

SECTION 3. For purposes of the Contract Documents administering the Project, the City establishes an account containing sufficient monies from the current and following fiscal year budget to pay for the project. This Account is the sole sources of funds available for the Construction Sum as defined in the Contract Document administering the Project.

SECTION 4. The City Clerk is directed to certify the adoption of this Resolution.

SECTION 5. This Resolution will become effective immediately upon adoption.

PASSED, APPROVED and ADOPTED on this 28th day of February, 2023 Raymond Jackson
PRESIDENT of the City Council and MAYOR of the City of Hermosa Beach, CA ATTEST: APPROVED AS TO FORM:
________________________________ ________________________________ Myra Maravilla Patrick Donegan
City Clerk City Attorney
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City of Hermosa Beach
Staff Report
City Hall
1315 Valley Drive
Hermosa Beach, CA 90254
Staff Report
REPORT 23-0104
Honorable Mayor and Members of the Hermosa Beach City Council Regular Meeting of February 28, 2023

SOUTH BAY WORKFORCE INVESTMENT BOARD

QUARTERLY SUMMARY
Recommended Action:

Staff recommends City Council receive and file the Quarterly Summary from the South Bay Workforce Investment Board (SBWIB).

Attachments:

SBWIB 2nd Quarter Summary for Program Year 2022-2023
Respectfully Submitted by: Chris Cagle, SBWIB Regional Affairs Manager Approved: Suja Lowenthal, City Manager
City of Hermosa Beach Page 1 of 1 Printed on 2/24/2023
powered by Legistar™667

SOUTH BAY WORKFORCE INVESTMENT BOARD
11539 Hawthorne Blvd., Suite 500, Hawthorne, CA 90250
Office 310-970-7700; Fax 310-970-7712
Quarterly Summary of the
January 19, 2023, South Bay Workforce Investment Board of Directors Meeting
Hermosa Beach
This report summarizes the January 19, 2023, South Bay Workforce Investment Board’s (SBWIB) meeting activities and program accomplishments during the 2nd Quarter of Program Year 2022-2023. As you are aware, the South Bay WIB is comprised of representatives from the eleven participating cities of Hermosa Beach, Redondo Beach Lawndale, El Segundo, Inglewood, Carson, Manhattan Beach, Torrance, Hawthorne, Lomita and Gardena for the delivery of employment and training services through its One-Stop Business and Career Centers. *The South Bay Workforce Investment Board will be hosting a Virtual Community and Stakeholder Forum on February 7, 2023, 1:30 p.m. to 3:00 p.m. for input on modifications to the Program Year (PY) 2021 – 24 Local Plan being that the goals, strategies, and objectives of the Area may have changed post COVID-19. The South Bay WIB is requesting that the community and system stakeholders join the Forum and share ideas on how the workforce system can best support job seekers, businesses, and other customers as the economy continues to adjust to the endemic phase of COVID-19. Please registered to attend the Forum using the following link:
https://us02web.zoom.us/meeting/register/tZEvde6uqjguGtB5HpU92kQgt uy6ZN5kCRdb
*Last quarter, the South Bay WIB was awarded a $250,000 grant to provide work readiness services to fifty (50) students with disabilities 16 – 22 years of age. The grant funding will be used to provide one hundred (100) additional paid work experience hours to students with disabilities in an effort to enhance their skills. Students will be interning with local non-profits, community-based organizations, and for-profit businesses.

The SBWIB received a 30-month $500,000 grant from the James Irvine Foundation to launch the Southern California Apprenticeship Network (SCAN). This forum will bring together businesses, educators, government, Workforce Development Boards, community-based organizations, and 668
other interested parties to share information, access recourses, grow apprenticeship programs across Southern California and the State, and increase access among underrepresented populations to apprenticeships.

Last quarter, the SBWIB began holding monthly meetings with the consortium, forming subcommittees, developing an RFP (Request for Proposals) for a contracted Program Director position to lead the network, and planning an in-person kickoff event in March. The team also developed Memorandums of Understandings (MOUs) enabling organizations to become members of the network and have already received signed MOUs from several organizations.
*America's Job Center of California (AJCC)/One-Stop Services – The SBWIB operates four One-Stop Business & Career Service Centers located in Inglewood, Torrance, Gardena and Carson. For the safety of the public and to reduce the number of people in close proximity, the One-Stop Centers continue to offer services virtually or in-person and highly recommend scheduling an appointment for services. Each South Bay OneStop Business & Career Center continues to assist about 25-30 laid-off workers daily with applying for unemployment insurance benefits.

Recruitments, workshops, orientation/info sessions, case management, and career pathway counseling are provided virtually or in-person. Clients are being assisted with crossing over in their short-term vocational training programs from the traditional seat-based instruction to distance learning platforms. The Job Development team conducts recruitment fairs in-person or virtually and will continue to screen and refer applicants to essential service employers that are in desperate need of employees. *Last quarter, the SBWIB received a $33,000 grant from the Howmet Aerospace Foundation to enroll 20 participants in an advanced manufacturing pre-apprenticeship. During the 2nd quarter, six (6) El Camino College students were recruited for Winter enrollment into the Aero-Flex Pre-Apprenticeship Program. As part of the three-track program, the students are completing the SBWIB’s Blueprint for Workplace Success work readiness training, receiving resume assistance and interviewing training, and completing technical skills training through Tooling U-SME.

Under the final track of the program, students will be working onsite at Northrop Grumman to obtain work experience. Upon completion of their work experience hours students will be assist with preparing a presentation for Northrop Grumman summarizing their experience.
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*Rapid Response services were provided to 9 South Bay companies that employ 534 individuals who were affected by layoffs/closures during the 2nd Quarter of Program Year 2022-2023. The SBWIB’s Rapid Response team reached out to the employers and offered to provide webinars to assist with the layoffs. The webinars covered services offered at the America’s Job Centers of California, unemployment insurance, healthcare options, and financial services. The Rapid Response team will continue to provide webinars and virtual assistance to employers and dislocated workers. *The South Bay WIB is part of a two-year project with West LA College and 12 other community colleges to conduct sector-based work in allied health with a goal of increasing enrollments, completions and living wage attainments for community college students. The Los Angeles Regional Consortium for Allied Health has continues to meet on a monthly basis to discuss training on a regional level to meet the local workforce needs. The consortium will be hosting an Allied Health Summit and Job Fair on Wednesday, February 15th from 9:00 a.m. - 2:00 p.m. at West LA College for employers, academic faculty, and workforce professionals. The Summit will provide an opportunity for community colleges to meet employers and better understand their workforce needs, concerns, and suggestions for curriculum development. The summit will be followed by an allied health job fair that is open to the public.
*Last quarter, the SBWIB enrolled 7 additional individuals in the statewide National Dislocated Worker Employment Recovery grant (NDWG) making the total number enrolled 253. Under this program, displaced workers are provided with job training and placement services. California Employment Development Department (EDD) awarded the South Bay WIB the NDWG Employment Recovery grant to assist workers displaced as a result of the COVID-19 pandemic. So far, 153 out of 182 participants exited the program with employment.
*During the 2nd quarter, the South Bay One-Stop Business and Career Center hosted 4 recruitment fairs for Sky One Credit Union, See’s Candies, Gateway Tax Services, El Pollo Loco, Amazon, Aecon Global Security, and Aeston Carter Staffing. 67 job seekers were in attendance resulting in 12 direct hires.
*The South Bay Business and Career Center enrolled one additional Hermosa Beach resident in the WIOA (Workforce Innovation and Opportunity Act) dislocated worker program during the 2nd quarter. 670
*In the last quarter, one Hermosa Beach residents exited the WIOA dislocated worker program with employment.
*One additional youth from the City of Hermosa Beach was enrolled in the WIOA year-round Youth Program last quarter; this individual received preemployment Blueprint for Workplace Success training and access to free occupational training based on their career interest. Other services included paid work experience at a worksite in the City of Hermosa Beach. *The first five apprentices at Northrop Grumman completed El Camino College’s CNC Operator apprenticeship and Northrop Grumman’s additional apprenticeship training. The apprentices had previously completed the SBWIB’s Aero-Flex Pre-Apprenticeship Program before being hired by Northrop Grumman and enrolling in the four-year apprenticeship. Last quarter, Northrop held a small graduation ceremony to recognize the apprentices’ accomplishments. During the ceremony each apprentice gave a presentation about their journey.
*The South Bay WIB has over $8 million in State and federal grants to support employers and organizations in developing and utilizing apprenticeships. The SBWIB regularly meets with employers across the State about developing apprenticeships.
*Applications are currently being accepted for enrollment into the SBWIB’s YouthBuild high school diploma programs with an emphasis on construction. The program is open to at-risk out-of-school youth ages 16-

24. The SBWIB’s YouthBuild program provides a seamless progression from education to work-based training that includes classroom instruction leading to a high school diploma and occupational skills training in construction building trades at approved work sites. Please contact the SBWIB YouthBuild site at (310) 225-3060 for additional information. *To date, the South Bay Workforce Investment Board (SBWIB) has trained and placed twenty-seven (27) Department of Rehabilitation (DOR) clients into the Los Angeles World Airports (LAWA) iCARE support program.

Earlier in the Program Year, the SBWIB secured a contract valued at $1.1 million through the State of California Department of Rehabilitation to train and place up to 100 individuals with disabilities at the Los Angeles International Airport (LAX) for paid work experience assignments. The SBWIB provides eligible individuals with Blueprint for Workplace Success work readiness training prior to placing them at LAX for their paid work 671
experience as a member of the iCARE (Informative, Courteous, Approachable, Responsive, and Efficient) crew. The iCARE crew provides vital guest assistance to visitors and travelers trying to navigate around ongoing construction projects at LAX and supplement LAX staff during emergencies and irregular operations by assisting with crowd control and informational needs. The DOR clients receive 400 hours of paid work experience at a payrate of $20 an hour. Upon completion of their work experience hours the clients will have the opportunity to apply for permanent employment at LAX and receive letters of commendation from LAWA management.
*During the last quarter, the SBWIB in partnership with the SELACO Workforce Development Board, and Health Impact successfully enrolled 11 individuals into the Specialty Nursing Apprenticeship Program. Under this Apprenticeship Program, incumbent workers including experienced registered nurses and recent nursing graduates have the opportunity to join a unique 12-month transition to practice program. Upon completion of the Program, the graduates will transition into an ambulatory care position. *Last quarter, the SBWIB provided onsite and virtual services to El Camino College students including 35 one-on-one career counseling sessions, 3 career workshops, and 35 students were placed into employment or apprenticeship opportunities.
*Under the Workforce Accelerator Fund Special Grant, the South Bay Business and Career Center successfully processed it’s fourth and final Certified Nursing Assistant (CNA) cohort in preparation for the National Nursing Assistant Program. Five (5) additional individuals were enrolled during the second quarter and a total of ten (10) of the graduates have been successfully placed. The CNAs were trained on patient care, focused needs, how to provide emotional and psychological support, patient preparation, routine diagnostic checks, monitoring and recording, as well as medical emergency treatment.
*Last quarter, 4 additional individuals were enrolled under the Homeless Opportunity for Meaningful Employment (HOME) special grant. Under the HOME program, homeless individuals receive specialized services including comprehensive career counseling, housing referrals, referrals to behavioral health partners, and employment and training services. 672
*Our second quarter totals reflect 51,101 individuals received services through our South Bay One-Stop Business and Career Centers, 8,143 of which were serviced through the Torrance One-Stop, where Hermosa Beach residents and businesses are served.
*The South Bay One-Stop Business & Career Center will continuously conduct monthly outreach to Hermosa Beach businesses to market SBWIB services available to meet their hiring and business needs. *In December, forty-six (46) students from West Los Angeles College, and three high schools completed the Bio-Flex Pre-Apprenticeship Program through a grant from the office of Los Angeles County Board of Supervisor Holly Mitchell. During the course of the Bio-Flex Pre-Apprenticeship Program, students had the opportunity to learn about the wide range of careers in life sciences and build their skills to prepare for them. This included completing the SBWIB’s Blueprint for Workplace Success work readiness training, creating or updating their resumes, joining LinkedIn, practicing their interview skills, completing technical skills classes through Biotech Primer, learning about the South Bay Promise Program and life science opportunities at El Camino College, learning about career opportunities from a wide variety of employers, and participating in the hands-on Amgen Biotech Experience at Los Angeles Trade Tech College.

Students that successfully completed the program received certificates of completion and a $300 stipend. Interested graduates will now have the opportunity to be matched with a professional mentor and/or participate in a paid work experience.

A written summary, along with a report of Program Year 2022-2023’s 2nd quarter activities and accomplishments is being provided for your personal review.

Thank you,
Jan Vogel
SBWIB Executive Director
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Committees Activity Report
(Based upon the January 19, 2023, South Bay Workforce Investment Board Meeting)
*Rapid Response Summary of Activity from July 2022 – December 2022:

Number of Companies
Affected
Number of Employees
Affected
Number of companies
utilizing services
Number of companies
not receiving service
9 534 9 0
City Number of
Companies Affected
Number of Employees
Affected
Carson 3 316
El Segundo 0 0
Gardena 2 93
Gardena (Unincorporated) 0 0
Hawthorne 0 0
Hermosa Beach 0 0
Inglewood 1 9
Lawndale 1 4
Lomita 0 0
Los Angeles 0 0
Manhattan Beach 0 0
Redondo Beach 0 0
Torrance 0 0
Torrance (Unincorporated 2 112
Youth Development Council (YDC) Committee Meeting, November 1, 2022:

The November 1, 2022, Youth Development Council meeting was called to order at 9:03 a.m. The following information was discussed or acted upon:

The Committee took action to approve the August 2, 2022, Meeting Minutes and the Youth Activity and Performance Report.

Beach Cities Health District Chief Executive Officer (CEO), Tom Bakaly and Chief Partnership Development Officer, Ali Steward provided the Youth Development Council Committee with a presentation on the Allcove Beach Cities Facility which is a newly opened facility that provides life skills and wellness services to youth and young adults ages 12-25 in the South Bay region. The service streams include mental health, physical health, substance use, peer support, family support, as well as support with education and employment. The Committee was invited to the Soft Opening November 1st – January 27th and the Community Open House taking place on January 28, 2023.

During the meeting, SBWIB staff members provided updates on activities conducted at the Hawthorne and Inglewood Teen Centers, both Bridge to Work Programs, the YouthBuild Program, the Youth at Work Summer Program, the STEPS Program, and Special Youth Projects and Grants.

Presidents, Superintendents and Representatives from El Camino College, West Los Angeles College, CSU, Dominguez Hills, Los Angeles Southwest College, the Southern California Regional Occupational Center, Da Vinci Schools, El Segundo, Hawthorne, Centinela Valley, and Wiseburn school districts provided the Committee with brief updates on things happening in their districts. 674
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The meeting was adjourned at 10:17 a.m.

One Stop Policy Committee Meeting, November 16, 2022:

The November 16, 2022, One Stop Policy Committee meeting was called to order at 9:01 a.m. The following items were discussed or acted upon.

The August 17, 2022, meeting minutes and the Program Year (PY) 2022-23, First Quarter Activity Summaries for Classroom Training Providers were approved.

The PY 2022-23 Quarterly Self-Service Activity Report through October 31, 2022, was presented by Mr. Robert Chavez and approved unanimously by the Committee.

Mr. Chavez also provided a brief update on disability services offered by the South Bay Workforce Investment Board in partnership with community partners including the Department of Rehabilitation (DOR). The Committee received updates on the Transitional Subsidized Employment (TSE) Community Ambassador Network (CAN) Program and the STEPS (Summer Training Employment Program for Students) Program.

Ms. Justina Munoz provided the One-Stop Operator Quarterly Activity Report on behalf of Mr. David Baquerizo.

The meeting was adjourned at 9:40 a.m.

Performance & Evaluation Committee Meeting, November 15, 2022:

The November 15, 2022, Performance & Evaluation Committee meeting was called to order at 9:03 a.m. The following items were discussed or acted upon:

The August 16, 2022, meeting minutes were reviewed and approved by the Committee.

The WIOA Fiscal Year 2022-23, first quarter expenditure report through September 30, 2022, was approved unanimously, as well as the Program Year 2022-23 Self-Service and Activity report through October 31, 2022.

Staff member Justina Munoz presented the 1st Quarter One-Stop Centers and Service Providers Report. The report displayed that the South Bay One-Stop Business and Career Centers and Service Providers met or exceeded all enrollment, exit and wage goals for the first quarter, except for the Inglewood One-Stop under the Dislocated Worker Program. The Committee was informed that the Inglewood One-Stop only met 68% of their enrollment goal under the Dislocated Worker Program, and because of this staff will be closely monitoring the dislocated worker enrollment activity. After review and discussion, the Committee unanimously approved the 1st Quarter Service Provider and Operating Cities Report.

Ms. Laura Bischoff presented the 1st Quarter Vendor Performance Report. Staff recommendations were to place 8 training providers on probation and to place 10 training courses on hold. Ms. Bischoff informed the Committee that South Bay Workforce Investment Board (SBWIB) staff will send letters of concern to the training providers allowing them an opportunity to work out any discrepancies before action is taken. The providers placed on hold will not receive any more referrals until their placement numbers have improved. After discussion, the 1st Quarter Vendor Performance Report for classroom training providers was approved unanimously by the Committee.

The meeting was adjourned at 9:33 a.m.

Business & Economic Development Committee Meeting, January 4,2 023:

The January 4, 2023, Business, Technology and Economic Development Committee meeting was called to order at 9:02 a.m.
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The Committee reviewed and approved the October 5, 2022, Meeting Minutes.

Staff member Laura Bischoff presented the PY 22-23 2nd quarter Rapid Response Activity Report. Nine (9) companies received Rapid Response services through December 31, 2022, with a total of 534 employees affected by layoffs or closures. After review and discussion, the Rapid Response Activity Report was approved unanimously by the Committee.

The latest Construction and Utilities Preparation Program (CUPP) report was reviewed by the Committee and reflected that a total of 518 individuals have been placed in an apprenticeship program with various Intuit Dome construction companies since July of 2021. 501 of the apprenticeship placements were minorities and 24 of the placements were female. Mr. Robert Chavez noted that apprentice wages increase about 10-20% after 6 months or 600 hours worked.

Mr. Michael Trogan provided a brief update on the South Bay Workforce Investment Board’s (SBWIB) healthcare initiatives including the apprenticeship programs in the areas of specialty nursing, certified nursing assistant, phlebotomy, and clinical laboratory science. The Committee was informed that the SBWIB in partnership with West Los Angeles College, and twelve other community colleges will be hosting an Allied Health Summit and Job Fair on February 15th at West Los Angeles College. An employer panel including hospitals, clinics, as well as public and private businesses will be held during the Summit to discuss current and future workforce needs, and suggestions on curriculum development.

During the meeting, Mr. Chris Cagle also provided the Committee with updates on Pre-Apprenticeship and Apprenticeship Programs, Employment Training Panel (ETP) funding, the Southern California Apprenticeship Network, other special projects, and new funding opportunities.

The meeting was adjourned at 10:03 a.m.

Executive Committee Meetings:

The following are highlights of the November 10, 2022, December 8, 2022, and January 12, 2023, Executive Committee Meetings:

The Executive Committee approved all committee reports and meeting minutes this past quarter.

The Workforce Innovation and Opportunity Act (WIOA) requires that the Program Year (PY) 2021 – 2024 Regional and Local Workforce Development Board Plans be modified after two years. During the November meeting the Executive Committee reviewed and discussed Directive WSD22-05 which details the two-year modification requirements and policy guidance. In January, the Committee received a progress report and were informed about the virtual Community and Stakeholder Forums being held by the Los Angeles Basin Regional Planning Unit for the Regional Plan and the South Bay Workforce Investment Board for the Local Plan. The Regional and Local Plans must be submitted by USB flash drive to the California Workforce Development Board no later than March 31, 2023.

Last quarter, the Committee approved Mr. Ken Gomez’s nomination to appoint Ms. Anahit (Nona) Yegiazaryan, Employment Program Manager II for the Employment Development Department as his alternate on the South Bay Workforce Investment Board (SBWIB).

On January 12, 2023, the Executive Committee reviewed a draft of the South Bay Workforce Investment Board’s Program 2021 – 2022, Annual Report.
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During the January 12, 2023, meeting, the Executive Committee also approved the SBWIB January 19, 2023, Meeting Agenda.

This concludes the Executive Committee Report.
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SOUTH BAY WORKFORCE INVESTMENT BOARD
PY 2022-2023

NUMBER OF INDIVIDUALS SERVED - INFORMATIONAL/SELF SERVICE ONLY

PREVIOUS CUMULATIVE PREVIOUS MONTH OF CUMULATIVE
REPORT MONTH DECEMBER PY 22/23
INGLEWOOD, HAWTHORNE, LAWNDALE, 22297 5259 4451 26748

EL SEGUNDO ONE-STOP BUSINESS

AND CAREER CENTER
GARDENA ONE-STOP 7907 1108 988 8895

BUSINESS AND CAREER CENTER
TORRANCE ONE-STOP 6707 1275 1436 8143

BUSINESS AND CAREER CENTER
CARSON BUSINESS AND 5557 897 1758 7315

CAREER CENTER
TOTAL 42468 8539 8633 51101
1/10/2023 Self Serve PY22/23:excel
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SOUTH BAY WORKFORCE INVESTMENT BOARD
PROGRAM YEAR 2022/ 2023 MONTHLY ACTIVITY REPORT (NEW ENROLLMENT REPORT) GRANT PERIOD 07/01/2022 TO 6/30/2023 SUMMARY BY CAREER CENTER REPORT PERIOD: 07/01/2022 TO 12/31/2022 PAGE 2
ADULT PROGRAM (G201)
Qtr. % Yr. % ∆Q Qtr. % Yr. % ∆Q Qtr. % Yr. % ∆Q Qtr. % Yr. % ∆Q SBWIB Qtr. % Year-End % ∆Q Gardena Plan Plan Plan Plan Inglewood Plan Plan Plan Plan Torrance Plan Plan Plan Plan Carson Plan Plan Plan Plan TOTAL Plan Plan Plan Plan I. TOTAL CLIENTS 53 42 128% 62 85% 117 124 94% 219 53% 109 117 93% 170 64% 29 31 94% 59 49% 308 314 98% 510 60% A. CARRIED IN 21 21 21 29 29 29 64 64 64 3 3 3 117 117 117 B. NEW 32 21 156% 41 78% 19 88 95 93% 190 46% 50 45 53 85% 106 42% 19 26 28 93% 56 46% 6 191 197 97% 393 49% 94 II. TOTAL EXITS 11 #DIV/0! 59 54 109% 36 4 900% 21 27 78% 127 85 149% 127 A. UNSUBSIDIZED EMPLOYMENT 11 13 85% 4 53 44 120% 24 30 3 1000% 14 19 21 90% 14 113 81 140% 113 56 B. ALSO ATTAINED CREDENTIAL 2 13 15% 0 15 44 34% 7 11 3 367% 5 10 21 48% 6 38 81 47% 0 18 C. % OF PLACEMENT 100% 90% 83% 90% 89%
D. AVERAGE PLACEMENT WAGE $18.48 $19.33 $20.16 $26.46 $21.11 Grant (201)
YOUTH PROGRAM (G301)
Qtr. % Yr. % ∆Q Qtr. % Yr. % ∆Q Qtr. % Yr. % ∆Q Qtr. % Yr. % ∆Q SBWIB Qtr. % Year-End % ∆Q Gardena Plan Plan Plan Plan Inglewood Plan Plan Plan Plan Torrance Plan Plan Plan Plan Carson Plan Plan Plan Plan TOTAL Plan Plan Plan Plan I. TOTAL CLIENTS 19 15 131% 25 76% 101 105 96% 156 65% 33 38 88% 65 51% 17 16 106% 32 53% 170 173 98% 278 61% A. CARRIED IN 4 4 4 54 54 54 10 10 10 0 0 0 68 68 68
B. NEW ENROLLEES 15 11 143% 21 71% 7 47 51 92% 102 46% 15 23 28 84% 55 42% 9 17 16 106% 32 53% 6 102 105 97% 210 49% 37 II. TOTAL EXITS 5 14 36% 14 121 12% 19 6 317% 5 27 19% 43 168 26% 43 A. UNSUBSIDIZED EMPLOYMENT 5 1 2 2 11 4 2 1 20 8
B. ENT. TRAINING/POST-SECONDARY 0 0 0 0 6 0 3 3 9 3
C. ATTAINED RECOGNIZED DEGREE 0 0 0 0 4 1 3 3 7 4
D. AVERAGE PLACEMENT WAGE $20.07 $18.31 $16.04 $15.00 $17.36 YOUTH POSITIVE EXIT RATE 100% 14% 89% 100% 67%
Grant (301)
DISLOCATED WORKER (G501)
Qtr. % Yr. % ∆Q Qtr. % Yr. % ∆Q Qtr. % Yr. % ∆Q Qtr. % Yr. % ∆Q SBWIB Qtr. % Year-End % ∆Q Gardena Plan Plan Plan Plan Inglewood Plan Plan Plan Plan Torrance Plan Plan Plan Plan Carson Plan Plan Plan Plan TOTAL Plan Plan Plan Plan I. TOTAL CLIENTS 38 37 103% 51 75% 96 108 89% 167 57% 161 163 99% 216 75% 38 39 97% 60 63% 333 347 96% 494 67% A. CARRIED IN 23 23 23 49 49 49 110 110 110 18 18 18 200 200 200 B. NEW 15 14 107% 28 54% 9 47 59 80% 118 40% 27 51 53 96% 106 48% 26 20 21 95% 42 48% 11 133 147 90% 294 45% 73 II. TOTAL EXITS 9 11 82% 32 97 33% 68 35 194% 21 69 30% 4% 130 212 61% 130 III. TOTAL UNSUBSIDIZED EMPLOYMENT 9 9 100% 4 28 82 34% 19 52 29 32 18 58 31% 10 107 178 60% 107 65 A. RETRAINING 4 3 19 14 26 18 7 4 56 39
ALSO ATTAINED CREDENTIAL 4 3 19 14 26 18 7 4 56 39
B. CALLED BACK WITH EMPLOYER 0 0 0 0 0
IV. % PLACEMENT (INCL. CALL BACKS) 100% 88% 76% 86% 82% V. % PLACEMENT (EXCL. CALL BACKS) 100% 88% 76% 86% 82%
AVERAGE PLACEMENT WAGE $20.28 $27.56 $37.55 $20.96 $26.59 Grant (501)
Serving laid of workers; with priority given to those individuals that have been laid-off from employers located in the eleven cities that comprise the South Bay Workforce Investment Area.

Serving economically disadvantaged adults 18 years and over in the eleven cities that comprise the South Bay Workforce Investment Area.

Serving low income, in school and out of school youth between the ages of 14 and no more than 21 years of age in the eleven cities that comprise the South Bay Workforce Investment Area. 679

SOUTH BAY WORKFORCE INVESTMENT BOARD
PROGRAM YEAR 2022 / 2023 MONTHLY ACTIVITY REPORT (NEW ENROLLMENT REPORT) GRANT PERIOD 07/01/2022 TO 6/30/2023 DETAIL BY CITY
REPORT PERIOD: 07/01/2022 TO 12/31/2022 PAGE 3
ADULT PROGRAM (G201)
Year Year Year Year Year Year Year Year Year Year Year TOTAL Year Gardena Plan ∆Q Inglewood Plan ∆Q Hawthorne Plan ∆Q Lawndale Plan ∆Q El Segundo Plan ∆Q Redondo Plan ∆Q Hermosa Plan ∆QManhattan Plan ∆Q Torrance Plan ∆Q Lomita Plan ∆Q Carson Plan ∆Q SBWIB Plan ∆Q I. TOTAL CLIENTS 53 62 55 93 37 80 11 32 14 14 28 47 2 8 7 15 64 91 8 9 29 59 308 510 A. CARRIED IN 21 21 3 3 14 14 8 8 4 4 21 21 2 2 6 6 32 32 3 3 3 3 117 117 B. NEW 32 41 19 52 90 21 23 66 18 3 24 2 10 10 9 7 26 3 0 6 0 1 9 0 32 59 13 5 6 3 26 56 6 191 393 94 II. TOTAL EXITS 11 11 35 35 19 19 3 3 2 2 14 14 0 0 0 0 20 20 2 2 21 21 127 127 A. UNSUBSIDIZED EMPLOYMENT 11 11 4 33 33 16 15 15 8 3 3 0 2 2 0 10 10 5 0 0 0 0 0 0 18 18 8 2 2 1 19 19 14 113 113 56 ALSO ATTAINED CREDENTIAL 2 0 7 5 6 2 1 0 1 0 5 2 0 0 0 0 6 3 0 0 10 6 38 18 B. OTHER TERMINATION 0 0 2 2 4 1 0 0 0 0 4 4 0 0 0 0 2 1 0 0 2 2 14 10

18.48 21.3 20.05 18.33 17.64 21.44 0 0 19.05 20 26.46 182.75 YOUTH PROGRAM (G301)
Year Year Year Year Year Year Year Year Year Year Year TOTAL Year Gardena Plan ∆Q Inglewood Plan ∆Q Hawthorne Plan ∆Q Lawndale Plan ∆Q El Segundo Plan ∆Q Redondo Plan ∆Q Hermosa Plan ∆QManhattan Plan ∆Q Torrance Plan ∆Q Lomita Plan ∆Q Carson Plan ∆Q SBWIB Plan ∆Q I. TOTAL CLIENTS 19 25 37 64 49 63 12 21 3 8 3 16 3 5 1 4 24 38 2 2 17 32 170 278 A. CARRIED IN 4 4 16 16 26 26 9 9 3 3 2 2 2 2 0 0 6 6 0 0 0 0 68 68 B. NEW 15 21 7 21 48 8 23 37 6 3 12 1 0 5 0 1 14 0 1 3 0 1 4 0 18 32 8 2 2 1 17 32 6 102 210 37 II. TOTAL EXITS 5 5 8 8 5 5 0 0 1 1 4 4 1 1 1 1 12 12 1 1 5 5 43 43 A. UNSUBSIDIZED EMPLOYMENT 5 1 2 2 0 0 0 0 0 0 3 0 1 0 0 0 6 4 1 0 2 1 20 8 ALSO ATTAINED CREDENTIAL 0 0 0 0 0 0 0 0 0 0 1 0 0 0 0 0 3 1 0 0 3 0 7 4 B. ENT. TRAINING/POST-SECONDARY 0 0 0 0 0 0 0 0 0 0 1 0 0 0 1 0 4 0 0 0 3 3 9 1 C. ATTAINED RECOGNIZED DEGREE 0 0 0 0 0 0 0 0 0 0 0 0
D. RETURNED TO SCHOOL 0 0 0 0 0 0 0 0 0 0 0 0
E. OTHER EXITS 0 0 6 5 5 0 0 0 1 0 0 0 0 0 0 0 2 2 0 0 0 0 14 12

20.07 18.31 0 0.00 0 16.35 15 0.00 16.87 15.95 15.00 117.55 missing wage on RT Missing wage on RT
DISLOCATED WORKER (G501)
Year Year Year Year Year Year Year Year Year Year Year TOTAL Year Gardena Plan ∆Q Inglewood Plan ∆Q Hawthorne Plan ∆Q Lawndale Plan ∆Q El Segundo Plan ∆Q Redondo Plan ∆Q Hermosa Plan ∆QManhattan Plan ∆Q Torrance Plan ∆Q Lomita Plan ∆Q Carson Plan ∆Q SBWIB Plan ∆Q I. TOTAL CLIENTS 38 51 40 67 33 65 9 21 14 14 46 62 7 11 14 22 87 112 7 9 38 60 333 494 A. CARRY IN 23 23 13 13 23 23 6 6 7 7 35 35 4 4 13 13 58 58 0 0 18 18 200 200 B. NEW 15 28 9 27 54 13 10 42 8 3 15 1 7 7 5 11 27 7 3 7 1 1 9 0 29 54 16 7 9 2 20 42 11 133 294 73 II. TOTAL EXITS 9 9 20 20 9 9 1 1 2 2 20 20 4 4 6 6 37 37 1 1 21 21 130 130 III. TOTAL UNSUBSIDIZED EMPLOYMEN 9 9 4 17 17 13 8 8 5 1 1 1 2 2 0 18 18 12 3 3 2 4 4 2 27 27 16 0 0 0 18 18 10 107 107 65 A. RETRAINING 4 3 10 9 7 5 0 0 2 0 9 6 1 1 0 0 16 11 0 0 7 4 56 39 ALSO ATTAINED CREDENTIAL 4 3 10 9 7 5 0 0 2 0 9 6 1 1 0 0 16 11 0 0 7 4 56 39 B. CALLED BACK WITH EMPLOYER 0 0 0 0 0 0 0 0 0 0 0 0
IV. ALL OTHER TERMINATIONS 0 0 3 2 1 0 0 0 0 0 2 1 1 1 2 2 10 8 1 0 3 2 23 18 680
PROGRAM YEAR 2022 / 2023 SOUTH BAY WORKFORCE INVESTMENT BOARD GRANT PERIOD: 07/01/2022 TO 6/30/2023 WTW SUBSIDIZED TRANSITIONAL EMPLOYMENT PROGRAM (STEP 100M) - PAID WEX REPORT PERIOD: 07/01/2022 TO 12/31/2022 DETAIL BY CAREER CENTER PAGE 4 ∆ ∆ ∆ ∆ ∆ ∆ ∆ ∆
I. TOTAL CLIENTS 2 12 34 0 1 0 0 0 3 2 16 0
A. CARRIED IN 0 0 0 0 0 0 0 0 0 0 0 0
B. NEW 2 2 12 7 34 7 0 1 0 0 0 0 3 2 2 0 16 9 0
II. TOTAL EXITS 0 0 0 0 0 0 0 0 0 0 0 0
UNSUBSIDIZED EMPLOYMENT 0 0 0 0 0 0 0 0 0 0 0 0
OTHER TERMINATIONS 0 0 0 0 0 0 0 0 0 0 0 0

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 ∆ ∆ ∆ ∆ ∆ ∆ ∆ ∆ ∆ ∆ ∆ ∆
I. TOTAL CLIENTS 8 3 0 5 6 0 9 4 2 3 17 6
A. CARRIED IN 0 0 0 0 0 0 0 0 0 0 0 0
B. NEW 8 3 3 3 0 5 3 6 2 0 9 4 4 4 2 2 3 3 17 9 6 3
II. TOTAL EXITS 0 0 0 0 0 0 0 0 0 0 0 0
UNSUBSIDIZED EMPLOYMENT 0 0 0 0 0 0 0 0 0 0 0 0
OTHER TERMINATIONS 0 0 0 0 0 0 0 0 0 0 0 0

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 ∆ ∆ ∆ ∆ ∆ ∆ ∆ ∆
I. TOTAL CLIENTS 7 6 3 10 10 4 21 0
A. CARRIED IN 0 0 0 0 0 0 0 0
B. NEW 7 5 6 6 3 2 10 3 10 7 4 4 21 6 0
II. TOTAL EXITS 0 0 0 0 0 0 0 0
UNSUBSIDIZED EMPLOYMENT 0 0 0 0 0 0 0 0
OTHER TERMINATIONS 0 0 0 0 0 0 0 0

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 ∆ ∆ ∆ ∆ ∆ ∆ ∆
I. TOTAL CLIENTS 6 6 0 0 0 0 0
A. CARRIED IN 0 0 0 0 0 0 0
B. NEW 6 5 6 5 0 0 0 0 0
II. TOTAL EXITS 0 0 0 0 0 0 0
UNSUBSIDIZED EMPLOYMENT 0 0 0 0 0 0 0
OTHER TERMINATIONS 0 0 0 0 0 0 0

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 ENROLLMENT GOALS 248 ∆ 45 ∆ 45 ∆ 13 ∆ 396 ∆ 45 ∆ 81 279 ∆ ∆ ∆Q I. TOTAL CLIENTS 49 2 16 0 63 3 0 61
A. CARRIED IN 0 0 0 0 0 0 0 0
B. NEW 49 16 2 0 16 9 0 0 63 36 3 2 12 10 61 33 106 125 II. TOTAL EXITS 0 0 0 0 0 0 0 0
UNSUBSIDIZED EMPLOYMENT 0 0 0 0 0 0 0 0
OTHER TERMINATIONS 0 0 0 0 0 0 0 0
% OF PLACEMENT #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! AVERAGE PLACEMENT WAGE $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00

PERCENT

OF PLAN
18%

PLANNED

ENROLLMENT
1,152

VERDUGO JOB CENTER

GARDENA

INGLEWOOD

INGLEWOOD (POMONA)
CARSON

TORRANCE CAREER CENTER

PACIFIC GATEWAY

FOOTHILL
SELACO

CCD RANCHO DOMINGUEZ

CENTRAL SAN GABRIEL

VALLEY GOODWILL

GOODWILL / PACOIMA

MCS ROSEMEAD

LAO / MCS SAN GABRIEL
VALLEY

MCS POMONA

SASSFA / PARAMOUNT

SELA AREA SOCIAL SERVICES

JVS PALMDALE

JVS PACOIMA

JVS CPC ANTELOPE VALLEYHUB CITITES CONSORTIUM

GAIN / CENTRAL COUNTY

HOLLYWOOD WORKSOURCE
CTR

CANOGA PARK WEST HILLS

JVS MARINA/CULVER CITY

EL PROYECTO DEL BARRIO

WILSHIRE METRO

WORKSOURCE CENTER

HOUSING AUTHORITY
PACE
V
E
R
D
U
G
O
T
O
T
A
L
S
L
A
C
O
U
N
T
Y
T
O
T
A
L
S
INTERNATIONAL INST. OF LA

CATHOLIC CHARITIES OF LOS

ANGELES

CATHOLIC CHARITIES NEW

CENTRAL SGV

RESCARE BOYLE HEIGHTS

YOUTH POLICY INSTITUTE

UNION STATION HOMELESS

SERVICES

CATHOLIC CHARITIES OF LOS

ANGELES (AYE)
Targets Temporary Assistance to Needy Families, TANF participants; and places them into Paid Work Experience activity. Participants are placed at worksites that are either Public or Non-Profit in an effort to obtain unsubsidized employment and long term self-sufficiency.

Targets CalWORKs participants; and places them into Paid Work Experience and On-the-Job activities in an effort to obtain unsubsidized employment and long term self-sufficiency.

P
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O
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E
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O
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L
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PAGE TOTALS
1152
206
S
B
W
I
B
T
O
T
A
L
S
F
O
O
T
H
I
L
L
T
O
T
A
L
S
S
E
L
A
C
O
681
PROGRAM YEAR 2022 / 2023 SOUTH BAY WORKFORCE INVESTMENT BOARD GRANT PERIOD: 07/01/2022 TO 6/30/2023 WTW SUBSIDIZED TRANSITIONAL EMPLOYMENT PROGRAM (STEP 100M) - OJT REPORT PERIOD: 07/01/2022 TO 12/31/2022 DETAIL BY CAREER CENTER PAGE 5 ∆ ∆ ∆ ∆ ∆ ∆ ∆ ∆
I. TOTAL CLIENTS 3 17 1 0 0 0 0 0 0 0 1 0
A. CARRIED IN 0 0 0 0 0 0 0 0 0 0 0 0
B. NEW 3 2 17 9 1 1 0 0 0 0 0 0 0 1 0 0
II. TOTAL EXITS 0 0 0 0 0 0 0 0 0 0 0 0
UNSUBSIDIZED EMPLOYMENT 0 0 0 0 0 0 0 0 0 0 0 0
OTHER TERMINATIONS 0 0 0 0 0 0 0 0 0 0 0 0

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 ∆ ∆ ∆ ∆ ∆ ∆ ∆ ∆ ∆
I. TOTAL CLIENTS 0 0 0 3 3 0 0 0 0 0 1 0
A. CARRIED IN 0 0 0 0 0 0 0 0 0 0 0 0
B. NEW 0 0 0 3 3 3 2 0 0 0 0 0 1 1 0
II. TOTAL EXITS 0 0 0 0 0 0 0 0 0 0 0 0
UNSUBSIDIZED EMPLOYMENT 0 0 0 0 0 0 0 0 0 0 0
OTHER TERMINATIONS 0 0 0 0 0 0 0 0 0 0 0

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 ∆ ∆ ∆ ∆ ∆ ∆ ∆
I. TOTAL CLIENTS 0 0 0 0 0 0 0 0
A. CARRIED IN 0 0 0 0 0 0 0 0
B. NEW 0 0 0 0 0 0 0
II. TOTAL EXITS 0 0 0 0 0 0 0 0
UNSUBSIDIZED EMPLOYMENT 0 0 0 0 0 0 0 0
OTHER TERMINATIONS 0 0 0 0 0 0 0 0

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 ∆ ∆ ∆ ∆ ∆ ∆
I. TOTAL CLIENTS 0 0 0 0 0 0
A. CARRIED IN 0 0 0 0 0 0
B. NEW 0 0 0 0 0 0
II. TOTAL EXITS 0 0 0 0 0 0
UNSUBSIDIZED EMPLOYMENT 0 0 0 0 0 0
OTHER TERMINATIONS 0 0 0 0 0 0

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 ENROLLMENT GOALS 27 ∆ 5 ∆ 5 ∆ 2 ∆ 44 ∆ 5 ∆ 9 ∆ 31 ∆ ∆Q
I. TOTAL CLIENTS 21 0 1 0 7 0 0 0
A. CARRIED IN 0 0 0 0 0 0 0 0
B. NEW 21 12 0 0 1 0 0 0 7 6 0 0 0 0 0 0 18
II. TOTAL EXITS 0 0 0 0 0 0 0 0
UNSUBSIDIZED EMPLOYMENT 0 0 0 0 0 0 0 0 0
OTHER TERMINATIONS 0 0 0 0 0 0 0 0 0
% OF PLACEMENT #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! 0 #DIV/0! #DIV/0! 0 AVERAGE PLACEMENT WAGE $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00

PERCENT

OF PLAN
23%

PLANNED

ENROLLMENT
128
128

GARDENAVERDUGO

INGLEWOOD

INGLEWOOD (POMONA)
CARSON

TORRANCE

PACIFIC GATEWAY

FOOTHILL
SELACO

CCD -RANCHO DOMINGUEZ

CENTRAL SAN GABRIEL

VALLEY GOODWILL

SOUTH VALLEY WORKSOURCE

GOODWILL

MCS ROSEMAD

MCS SAN GABRIEL VALLEY

WEST COVINA

MCS POMONA

SASSFA PARAMOUNT

SELA AREA SOCIAL SERVICES

JVS PALMDALE

JVS PACOIMA

JVS ANTELOPE VALLEY

HUB CITIES CONSORTIUM

HOLLYWOOD

WORKSOURCE CENTER

CANOGA PARK WEST HILLS

JVS CULVER CITY/MARINA

EL PROYECTO DEL BARRIO

WILSHIRE METRO

WORKSOURCE CENTER

HOUSING AUTHORITY
PACE
L
A
C
O
U
N
T
Y
T
O
T
A
L
S

INTERNATIONAL INST OF LA

CATHOLIC CHARITIES OF LOS

ANGELES

CATHOLIC CHARITIES NEW

CENTRAL SGV

RESCARE BOYLE HEIGHTS

YOUTH POLICY INSTITUTE
0 #DIV/0!
Targets Temporary Assistance to Needy Families, TANF participants; and places them into Paid Work Experience activity. Participants are placed at worksites that are either Public or Non-Profit in an effort to obtain unsubsidized employment and long term self-sufficiency.

Targets CalWORKs participants; and places them into Paid Work Experience and On-the-Job activities in an effort to obtain unsubsidized employment and long term self-sufficiency.

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O
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I
D
E
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L
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Y
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PAGE TOTALS
29 0
29 0
0 0
S
B
W
I
B
T
O
T
A
L
S
F
O
O
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H
I
L
L
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A
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S
E
L
A
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682
PROGRAM YEAR 2022 / 2023 SOUTH BAY WORKFORCE INVESTMENT BOARD GRANT PERIOD: 07/01/2022 TO 6/30/2023 WTW SUBSIDIZED TRANSITIONAL EMPLOYMENT PROGRAM (GROW 055M) - PAID WEX REPORT PERIOD: 07/01/2022 TO 12/31/2022 DETAIL BY CAREER CENTER PAGE 6 ∆ ∆ ∆ ∆ ∆ ∆ ∆
I. TOTAL CLIENTS 0 10 14 6 0 0 0 0 0 0
A. CARRIED IN 0 0 0 0 0 0 0 0 0 0
B. NEW 0 10 9 14 8 6 2 0 0 0 0 0 0 0 0
II. TOTAL EXITS 0 0 0 0 0 0 0 0 0 0
UNSUBSIDIZED EMPLOYMENT 0 0 0 0 0 0 0 0 0 0
OTHER TERMINATIONS 0 0 0 0 0 0 0 0 0 0

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 ∆ ∆ ∆ ∆ ∆ ∆
I. TOTAL CLIENTS 0 0 0 0 6
A. CARRIED IN 0 0 0 0 0
B. NEW 0 0 0 0 0 0 0 0 6 3 0
II. TOTAL EXITS 0 0 0 0 0
UNSUBSIDIZED EMPLOYMENT 0 0 0 0 0
OTHER TERMINATIONS 0 0 0 0 0

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 ∆ ∆
I. TOTAL CLIENTS 0 2 0 0 0
A. CARRIED IN 0 0 0 0 0
B. NEW 0 0 2 1 0 0 0
II. TOTAL EXITS 0 0 0 0 0
UNSUBSIDIZED EMPLOYMENT 0 0 0 0 0
OTHER TERMINATIONS 0 0 0 0 0

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 ∆
I. TOTAL CLIENTS 0 0 0 0 0
A. CARRIED IN 0 0 0 0 0
B. NEW 0 0 0 0 0
II. TOTAL EXITS 0 0 0 0 0
UNSUBSIDIZED EMPLOYMENT 0 0 0 0 0
OTHER TERMINATIONS 0 0 0 0 0

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 ENROLLMENT GOALS 38 ∆ 7 ∆ 3 ∆ 26 ∆ 0 ∆ 26 ∆Q
I. TOTAL CLIENTS 30 0 0 0 6 0 0 38 0
A. CARRIED IN 0 0 0 0 0 0 0 0 0
B. NEW 30 19 0 0 0 0 0 6 3 0 0 2 1 38 23 0
II. TOTAL EXITS 0 0 0 0 0 0 0 0
UNSUBSIDIZED EMPLOYMENT 0 0 0 0 0 0 0 0 0
OTHER TERMINATIONS 0 0 0 0 0 0 0 0 0
% OF PLACEMENT #DIV/0! #DIV/0! 0% 0% #DIV/0! #DIV/0! #DIV/0! 0 AVERAGE PLACEMENT WAGE $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 GARDENA

VERDUGO

INGLEWOOD

INGLEWOOD (POMONA)
CARSON

FOOTHILL

LAO / HUB CITIES

CENTRAL SAN GABRIEL

VALLEY GOODWILL

JVS ANTELOPE VALLEY
JVS Goodwill / PACOIMA

JVS PALMDALE

JVS MARINA DEL REY /

CULVER CITY

LAI / PACE

WILSHIRE METRO

WORKSOURCE CENTER

YOUTH POLICY INSTITUTE
S
B
W
I
B
T
O
T
A
L
S
F
O
O
T
H
I
L
L
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O
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A
L
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S
E
L
A
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E
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D
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A
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L
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Y
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P
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Targets Temporary Assistance to Needy Families, TANF participants; and places them into Paid Work Experience activity. Participants are placed at worksites that are either Public or Non-Profit in an effort to obtain unsubsidized employment and long term self-sufficiency.

Targets CalWORKs participants; and places them into Paid Work Experience and On-the-Job activities in an effort to obtain unsubsidized employment and long term self-sufficiency.

L
A
C
I
T
Y
T
O
T
A
L
S

PAGE TOTALS

PLANNED PERCENT

ENROLLMENT OF PLAN
100 38%
683
PROGRAM YEAR 2022 / 2023 SOUTH BAY WORKFORCE INVESTMENT BOARD PAGE 7
GRANT PERIOD: 07/01/2022 TO 06/30/23 REPORT PERIOD: 07/01/2022 TO 12/31/2022

HOMELESS INITITAIVE
ENROLLMENT GOALS 50 ∆ 50 ∆ 50 ∆ 50 ∆ ∆ ∆ 200 ∆Q
I. TOTAL CLIENTS 15 15 3 16 0 0 0 0 0 49
A. CARRIED IN 0 0 0 0 0 0 0 0 0 0
B. NEW 15 11 15 10 3 1 16 13 0 0 0 0 0 0 0 49 35
II. TOTAL EXITS 0 0 0 0 0 0 0 0 0 0
UNSUBSIDIZED EMPLOYMENT 0 0 0 0 0 0 0 0 0 0
OTHER TERMINATIONS 0 0 0 0 0 0 0 0 0
% OF PLACEMENT #DIV/0! #DIV/0! #DIV/0! #DIV/0!
AVERAGE PLACEMENT WAGE $ - $ - $ - $ -

ENROLLMENT OF PLAN
The program is part of a countywide homeless initiative to target eligible CalWORKs families to participate in the Transitional Subsidized Employment (TSE) programs to improve their ability to become self-sufficient and retain housing. Program services will include paid work experience, specialized work experience, on-the-job training and classroom training. 200 25%

METRO NORTH WORKSOURCE
CENTER

SOUTHEAST LA CRENSHAW

JVS CPC ANTELOPE VALLEY

JVS PALMDALE

PAGE TOTALS

PLANNED PERCENT
684
PROGRAM YEAR 2022 / 2023 SOUTH BAY WORKFORCE INVESTMENT BOARD GRANT PERIOD: 07/01/2022 TO 6/30/2023 COLLEGE WORK STUDY PROGRAM (150M) REPORT PERIOD: 07/01/2022 TO 12/31/2022 DETAIL BY COLLEGE PAGE 8 ∆ ∆ ∆ ∆ ∆ ∆ ∆ ∆ ∆ ∆ ∆ ∆
I. TOTAL CLIENTS 9 19 7 7 7 5 8 2 0 0 0 0
A. CARRIED IN 0 0 0 0 0 0 0 0 0 0 0 0
B. NEW 9 4 19 17 7 5 7 1 7 5 5 1 8 2 2 0 0 0 0 0 0 0 0 0 II. TOTAL EXITS 0 0 0 0 0 0 0 0 0 0 0 0
UNSUBSIDIZED EMPLOYMENT 0 0 0 0 0 0 0 0 0 0 0 0
OTHER TERMINATIONS 0 0 0 0 0 0 0 0 0 0 0 0
I. TOTAL CLIENTS 0 0 0
A. CARRIED IN 0 0 0
B. NEW 0 0 0
II. TOTAL EXITS 0 0 0
OTHER TERMINATIONS 0 0 0
ENROLLMENT GOALS 159 ∆Q
I. TOTAL CLIENTS 64
A. CARRIED IN 0
B. NEW 64 35
II. TOTAL EXITS 0
UNSUBSIDIZED EMPLOYMENT 0
OTHER TERMINATIONS 0
% OF PLACEMENT 0%
AVERAGE PLACEMENT WAGE $0.00
Targets CalWORKs participants/Individuals whose families are on Public Assistance; enrolled in Community Colleges; and places them into a Paid Work Experience activity. Participants are placed at worksites that are either Public or Non-Profit in an effort to obtain unsubsidized employment and long term self-sufficiency.

PLANNED PERCENT

ENROLLMENT
174

OF PLAN
37%

PAGE TOTALS
WEST L.A. COLLEGE
L.A. SOUTHWEST COLLEGE

LONG BEACH CITY COLLEGE
L.A. CITY COLLEGE
EAST L.A. COLLEGE

COMPTON /ECC
L.A. MISSION COLLEGE
L.A. PIERCE COLLEGE
685
PROGRAM YEAR 2022 / 2023 SOUTH BAY WORKFORCE INVESTMENT BOARD PAGE 9
GRANT PERIOD: 07/01/2022 TO 6/30/2023 REPORT PERIOD: 07/01/2022 TO 12/31/2022 DCFS ILP PROGRAM (006M TIER I)
ENROLLMENT GOALS ∆ ∆ ∆ ∆ ∆ ∆ ∆ ∆ ∆ ∆ ∆ ∆ ∆ ∆ 16 ∆Q
I. TOTAL CLIENTS 0 0 0 3 0 0 0 0 0 0 0 0 0 0 3
A. CARRIED IN 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
B. NEW 0 0 0 0 0 0 3 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 3 1 II. TOTAL EXITS 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
UNSUBSIDIZED EMPLOYMENT 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
OTHER TERMINATIONS 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
% OF PLACEMENT 0%
AVERAGE PLACEMENT WAGE $ -
∆ ∆ ∆ ∆ ∆
I. TOTAL CLIENTS 0 0 0 0 0
A. CARRIED IN 0 0 0 0 0
B. NEW 0 0 0 0 0 0 0 0
II. TOTAL EXITS 0 0 0 0 0
UNSUBSIDIZED EMPLOYMENT 0 0 0 0 0
TRANSFER TO OTHER AGENCY 0 0 0 0 0
OTHER TERMINATIONS 0 0 0 0 0
% OF PLACEMENT

AVERAGE PLACEMENT WAGE
GRANT PERIOD: 07/01/2022 TO 06/30/2023 REPORT PERIOD: 07/01/2022 TO 12/31/2022 DCFS ILP PROGRAM (007M TIER II)
ENROLLMENT GOALS ∆ ∆ ∆ ∆ ∆ ∆ ∆ ∆ ∆ ∆ ∆ ∆ ∆ ∆ 70 ∆Q
I. TOTAL CLIENTS 2 0 2 2 0 0 0 0 4 3 0 0 3 0 17
A. CARRIED IN 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
B. NEW 2 1 0 0 2 0 2 1 0 0 0 0 0 0 0 0 4 1 3 0 0 0 0 0 3 1 0 0 17 4 II. TOTAL EXITS 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
UNSUBSIDIZED EMPLOYMENT 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
OTHER TERMINATIONS 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
% OF PLACEMENT 0%
AVERAGE PLACEMENT WAGE $ -
∆ ∆ ∆ ∆ ∆
I. TOTAL CLIENTS 1 0 0 0 0
A. CARRIED IN 0 0 0 0 0
B. NEW 1 0 0 0 0 0 0 0 0
II. TOTAL EXITS 0 0 0 0 0
UNSUBSIDIZED EMPLOYMENT 0 0 0 0 0
TRANSFER TO OTHER AGENCY 0 0 0 0 0
OTHER TERMINATIONS 0 0 0 0 0
% OF PLACEMENT

AVERAGE PLACEMENT WAGE

HUB CITIES

CANOGA PARK

YOUTH POLICY INSTITUTE
El PROYECTO DEL BARRIO

LAO / HUB CITIES

CANOGA PARK

YOUTH POLICY INSTITUTE

LAO / SASSFA
Serving Youth in the Foster Care Independent Living Program, between 18-21 years of age, throughout Los Angeles County. GARDENA INGLEWOOD INGLEWOOD POMONA 27%

LAO/MCS SAN GARBRIEL VALLEY
SELACO

FOOTHILL

MCS COVINA

TORRANCE

VERDUGO

MCS COVINA

JVS (MARINA DEL REY)
CARSON

PLANNED
63 SELACO PIC

PACIFIC GATEWAY

HOLLYWOOD NORTH

WORKSOURCE CENTER

INGLEWOOD POMONA
CARSON

TORRANCE CAREER CENTER

FOOTHILL

VERDUGO

JVS (MARINA DEL REY)

PAGE TOTALS

ENROLLMENT
12 JVS (ANTELOPE VALLEY)

SELA AREA

SOCIAL SERVICES

PERCENT

OF PLAN

MCS HOLLYWOOD

ENROLLMENT OF PLAN
LAO/El Proyecto Del Barrio

PERCENT
25%

JVS (ANTELOPE VALLEY)
LAO/MCS San Gabriel Valley
Serving Youth in the Foster Care Independent Living Program, between 16-17 years of age, throughout Los Angeles County.

PAGE TOTALS

PACIFIC GATEWAY

PLANNED

GARDENA

INGLEWOOD
686
PROGRAM YEAR 2022 / 2023 SOUTH BAY WORKFORCE INVESTMENT BOARD PAGE 10
GRANT PERIOD: 07/01/2022 TO 06/30/2023 REPORT PERIOD: 07/01/2022 TO 12/31/2022 DPSS PROBATION PROGRAM (950M TIER I)
ENROLLMENT GOALS ∆ ∆ ∆ ∆ ∆ ∆ ∆ ∆ 1 ∆Q
I. TOTAL CLIENTS 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
A. CARRIED IN 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
B. NEW 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
II. TOTAL EXITS 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
UNSUBSIDIZED EMPLOYMENT 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
OTHER TERMINATIONS 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
% OF PLACEMENT 0%
AVERAGE PLACEMENT WAGE $ -
GRANT PERIOD: 07/01/2022 TO 06/30/2023 REPORT PERIOD: 07/01/2022 TO 12/31/2022 DPSS PROBATION PROGRAM (951M TIER II)
ENROLLMENT GOALS ∆ ∆ ∆ ∆ ∆ ∆ ∆ ∆ ∆ ∆Q
I. TOTAL CLIENTS 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
A. CARRIED IN 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
B. NEW 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
II. TOTAL EXITS 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
UNSUBSIDIZED EMPLOYMENT 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
OTHER TERMINATIONS 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
% OF PLACEMENT 0%
AVERAGE PLACEMENT WAGE 0.00 $ - SELACO MCS SAN GABRIEL VALLEY PAGE TOTALS Serving Youth on probation, between 18-21 years of age, throughout Los Angeles County. 0%

INGLEWOOD (POMONA)

HOLLYWOOD

WORKSOURCE CTR
SELACO

EL PROYECTO

HUB CITIES

PLANNED PERCENT

ENROLLMENT OF PLAN
2 0%

PERCENT

ENROLLMENT OF PLAN

PAGE TOTALS

PLANNED
7 SELA AREA

SOCIAL SERVICES
Serving Youth on probation, between 16-17 years of age, throughout Los Angeles County. INGLEWOOD INGEWOOD INGLEWOOD (POMONA) HOLLYWOOD WORKSOURCE CTR SELACO

EL PROYECTO

HUBCITIES

YOUTH POLICY INSTITUTE

SELA AREA

SOCIAL SERVICES

YOUTH POLICY INSTITUTE

MCS SAN GABRIEL VALLEY
687
PROGRAM YEAR 2022 / 2023
PAGE 11

YOUTHBUILD
GRANT TERM: 1/01/2020 TO 3/31/2024
REPORT PERIOD: 07/01/2020 TO 12/31/2022
Planned % of
Actual Services Plan ∆Q
PENDING ENROLLMENTS 0
ENROLLMENTS 59 73 81% 1
EXITS: EDUCATION & EMPLOYMENT 19 55 35% 7
-Education (Obtained High School Diploma) 9 0
-Entered Post Secondary Education 2 1
-Entered Employment 12 0
ATTAINMENT OF DEGREE/CERTIFICATE 29 58 50% 1
LITERACY & NUMERACY ATTAINMENT 31 54 57% 12
RETENTION (Quarter 4) 3 4 75% 1
RECIDIVISM 0 0 #DIV/0!

AMERICORPS YOUTHBUILD
GRANT TERM: 8/15/2022 TO 8/14/2023
REPORT PERIOD: 08/15/2022 TO 12/31/2022 (New Agreement Pending) Enrolled Year
Plan
% of
Plan ∆Q
FULL-TIME ENROLLMENTS (TEACHERS AIDES) 0 2 0% 0
QUARTER-TIME ENROLLMENTS (YOUTHBUILD MEMBERS) 0 22 0% 0 NATIONAL SERVICE EVENTS / IN-SERVICE 0 20 0% 0
SCHOLARSHIP ATTAINMENTS 0 15 0% 0
3/2022-Grant extension received. The SBWIB YouthBuild program will provide educational, occupational skills training in construction and leadership skills to disadvantaged youth ages 16-24 years residing in targeted communities. Outcome measures are based on qualified enrollment criteria. The SBWIB YouthBuild partnership includes two required partners the YouthBuild Charter School of California (Education) and the Habitat for Humanity of Greater Los Angeles (Housing Construction). YOUTHBUILD 8/2022-New Year Allottment and Goals pending. The AmeriCorps project supports resources to the SBWIB YouthBuild programs by providing teachers aides. YouthBuild members can enroll into the program and earn credits/hours toward scholarships through training and community engagement activities. AmeriCorps 688
PROGRAM YEAR 2022 / 2023 SOUTH BAY WORKFORCE INVESTMENT BOARD

SPECIAL PROJECTS SUMMARY
PAGE 12
Chancellor Apprenticeship Initiative CAI #4 – EL Camino College (Bio-Flex Apprenticeship) Program % of ∆Q
Enrolled Plan Plan
APPRENTICESHIP ENROLLMENTS 2 50 4% 0

LA COUNTY SUPERVISOR SECOND DISTRICT (BIO-FLEX PRE-APPRENTICESHIP) REPORT PERIOD: 3/01/2022 TO 12/31/2022
Program % of ∆Q
Enrolled Plan Plan
ENROLLMENTS 61 75 81% 31
COMPLETIONS 28 60 47% 28
REPORT PERIOD: 01/1/2020 TO 12/31/2022
Assist the District in the enrollment of 50 apprentices into Bio-Flex and help to build additional Bioscience apprenticeship programs.

GRANT TERM: 01/01/2020 TO 12/31/2023
CAI #4 - ECC

BIO-FLEX RA
Provide life sciences career exploration and training to at least 75 participants residing within the Second District.

GRANT TERM: 3/01/2022 - 6/30/2023
LAC BOS District 2
689
PROGRAM YEAR 2022 / 2023 SOUTH BAY WORKFORCE INVESTMENT BOARD

SPECIAL PROJECTS SUMMARY
PAGE 13
REPORT PERIOD: 9/21/2021 TO 12/31/2022
Program % of ∆Q
Enrolled Plan Plan
11 8 138% 0
12 10 120% 0
61 30 203% 0
54 24 225% 0
REPORT PERIOD: 11/03/2021 TO 12/31/2022
Program % of ∆Q
Enrolled Plan Plan
ENROLLMENTS 11 50 22% 1
COMPLETIONS 4 4
Identify and train 50 low-income women, women of color, and/or other individuals with multiple barriers in the advanced manufacturing sector (with a focus on aerospace and bioscience), providing employers with a pipeline of diverse entry-level employees.

IRVINE FOUNDATION - GRANT
GRANT TERM: 11/03/2021 TO 11/03/2023
Irvine
Foundation

ATTAINMENT OF CREDENTIAL/CERTIFICATE
8/2022-Grant extended until 12/31/2022. Enroll thirty (30) individuals from the Aero-Flex or Bio-Flex Pre-Apprenticeship Programs, graduate twenty-four (24), involve eight (8) schools, and engage ten (10) businesses to support the Pre-Apprenticeships through work-based learning.

SCHOOLS INVOLVED

HOWMET FOUNDATION - GRANT
GRANT TERM: 9/21/2021 TO 12/31/2022
Howmet

BUSINESS ENGAGEMENT

ENROLLMENTS
690
PROGRAM YEAR 2022 / 2023 SOUTH BAY WORKFORCE INVESTMENT BOARD

SPECIAL PROJECTS SUMMARY
PAGE 14
DOL Scaling Apprenticeship Grant - West LA College (Bio-Flex & Aero-Flex Apprenticeship & Pre-Apprenticeship) Program % of ∆Q
Enrolled Plan Plan

APPRENTICESHIP ENROLLMENTS
1024 1240 83% 466
OTHER PROJECT PARTNER APPRENTICSHIP ENROLLMENTS 2402 3760 64% 85 3426 5000 69%

APPRENTICESHIP COMPLETIONS
282 275
1656 188
1938

PRE-APPRENTICESHIP ENROLLMENTS
467 0
Employment Training Panel (ETP) - Multiple Employer Contract (MEC) REPORT PERIOD: 11/22/2021 TO 12/31/2022
Program % of ∆Q
Enrolled Plan Plan
23 15 153% 0
438 515 85% 201
6 515 1% 6
$ 36.96
Training reimbursement for employers from Employment Training Panel Fund.

GRANT TERM: 07/15/2019 TO 07/14/2023

OTHER PARTNER PRE-APPRENTICESHIP ENROLLMENTS

AVERAGE WAGE AFTER EMPLOYMENT
REPORT PERIOD: 07/15/2019 TO 12/31/2022

SBWIB APPRENTICESHIP ENROLLMENTS

RETENTION IN EMPLOYMENT

ETP - MEC

EMPLOYER PARTNERS
ENROLLMENTS (100%)

DOL RA & PA
Nationwide 4 year grant provided by the United States Department of Labor through WLAC. The goal is to recruit and enroll 5,000 apprentices. SBWIB is responsible for 1,240 apprenticeship enrollments. SBWIB pre-apprenticeship enrollments an allowable expense, but not a deliverable.

OTHER PARTNER APPRENTICE COMPLETIONS
GRANT TERM: 11/22/2021 TO 11/21/2023

TOTAL PROJECT APPRENTICE COMPLETIONS

TOTAL APPRENTICE ENROLLMENTS

SBWIB APPRENTICE COMPLETIONS

TOTAL PROJECT APPRENTICE COMPLETIONS
691
PROGRAM YEAR 2022 / 2023 SOUTH BAY WORKFORCE INVESTMENT BOARD

SPECIAL PROJECTS SUMMARY
PAGE 15

YOUTH AT WORK EMPLOYMENT PROGRAM
GRANT TERM: 7/1/2022 TO 6/30/2023 REPORT PERIOD: 7/01/2022 TO 12/31/2022 Year % of ∆Q
Enrolled Plan Plan
TOTAL ENROLLMENTS 163 195 84% 5
CALWORKS 28 68 5
OUSY 102 84 0
FOSTER YOUTH 13 13 0
PROBATION YOUTH 0 6 0
SYSTEM INVOLVED YOUTH (New) 20 24 0

HACLA GRANT
GRANT TERM: 7/01/2022 TO 6/30/2023 REPORT PERIOD: 7/01/2022 TO 12/31/2022 Year % of ∆Q
Activities Plan Plan
REFERRAL OF ELIGIBLE YOUTH & REENTRY CLIENTS 23 50 46% 6 PLACEMENTS 9 35 26% 4
LMU Peer for Youth Program
GRANT TERM:10/01/2022 TO 6/30/2024 REPORT PERIOD: 10/01/2022 TO 12/31/2022 (NEW) Year % of ∆Q
Activities Plan Plan
ENROLLMENTS (100%) 0 150 0% 0
ATTAINMENT OF CREDENTIAL /CERTIFICATE (90%) 0 135 0% 0
ENTERED EMPLOYMENT RATE (80%) 0 120 0% 0 Youth at Work
The Youth At Work Employment Program (also referred to as the Summer Jobs Programs) provides eligible youth ages 14-21 with paid work experience and education support year-round and during school breaks.

HACLA
LMU Peer for
Youth
The Peer for Youth Program will assist eligible participants with significant barriers to employment (i.e., homeless, foster care youth, justice involved, disconnected youth), to receive peer support specialist training services leading to employment in the behavioral health field. Additionally, SBWIB has partnered with Loyola Marymount University to provide employment and career pathway case management services as a sub-contractor.

SBWIB is being contracted by the Housing Authority of the City of Los Angeles, for referral of youth and reenrty participants that reside at the Mar Vista Gardens Housing Project to HACLA for workforce development programming including assisting participant as they become employable and remain employed. 692
PROGRAM YEAR 2022 / 2023 SOUTH BAY WORKFORCE INVESTMENT BOARD

SPECIAL PROJECTS SUMMARY
PAGE 16

INVEST LA COUNTY PROBATION GRANT
GRANT TERM: 7/1/2022 TO 6/30/2023 REPORT PERIOD: 7/1/2022 TO 12/31/2022 Year % of ∆Q
Enrolled Plan Plan
ENROLLMENTS 47 100 47% 33
ENROLLED INTO TRAINING 12 50 24% 6
TRAINING COMPLETION 9 43 21% 5
UNSUBSIDIZED PLACEMENTS 18 60 30% 14
TRAINING RELATED PLACEMENTS 9 7 129% 9
RETENTION SERVICES (2ND QUARTER) 0 59 0%
RETENTION SERVICES (4TH QUARTER) 0 56 0%

FAMILIES FIRST
GRANT TERM: 7/1/2022 TO 6/30/2023 REPORT PERIOD: 7/01/2022 TO 12/31/2022 Year % of ∆Q
Enrolled Plan Plan
ORIENTATIONS/WORKSHOPS 21 50 42% 13
INDIVIDUAL MEETINGS 34 50 68% 21
JOB REFERRALS / INTERVIEWS 35 50 70% 26
JOB READINESS / RESUME COMPLETION 22 50 44% 13
PLACEMENT 0 10 0%
IPDC Community Health Worker Training Program
GRANT TERM: 10/11/2022 TO 9/30/2025 REPORT PERIOD: 10/11/01/2022 TO 12/31/2022 (Agreement Pending) Year % of ∆Q
Enrolled Plan Plan
ENROLLMENTS (100%) 0 225 0% 0
ATTAINMENT OF CREDENTIAL/CERTIFICATE (90%) 0 205 0% 0
ENTERED EMPLOYMENT RATE (80%) 0 170 0% 0
PLACEMENT 0 10 0% INVEST YEAR 4
Provide work-based learning services to 120 referred Probation Adult participants including BluePrint Workplace for Success training, short-term vocational training, Paid Work Experience, interviews and job referrals, and job placement.
(Outcomes may include carry-in activities) IPDC-CHW
The Community Health Worker Training program will assist eligible participants with significant barriers to employment (i.e., homeless, former foster care, justice involved, etc.) to receive training services leading to a DOL approved apprenticeship in the healthcare field. Additionally, SBWIB has partnered with International Pre-Diabetes Center, Inc. to provide employment and career pathway case management services as a sub-contractor.

PY22-23
The South Bay WIB, Inc., will provide job development staff support and services to Family First Charter School students at the Century Regional Detention Facility. Job Development services will include job readiness workshops, one-on- one interviewing and counseling, job match and referrals to employment and worksites, progress monitoring and follow-up. 693
PROGRAM YEAR 2022/ 2023 SOUTH BAY WORKFORCE INVESTMENT BOARD

SPECIAL PROJECTS SUMMARY
PAGE 17

SECTOR GRANT - FRIENDS OUTSIDE OF LOS ANGELES
GRANT TERM: 01/01/2022 TO 12/31/2022
REPORT PERIOD: 01/01/2022 TO 12/31/2022
Year % ∆Q
Actia; Plan Plan
COMPLETION OF ASSESSMENT(S) 21 20 105% 1
ENROLLMENT 21 20 105% 1
ENROLLMENT INTO TRAINING 18 12 150% 5

VETERANS EMPLOYMENT RELATED ASSISTANCE PROGRAM (VEAP)
GRANT TERM: 4/01/2021 TO 3/31/2023 REPORT PERIOD: 4/01/2021 TO 12/31/2022 Year % of ∆Q
Enrolled Plan Plan
ENROLLMENTS (100%) 18 75 24% 1
ATTAINMENT OF CREDENTIAL/CERTIFICATE (90%) 10 68 15% 0
ENTERED EMPLOYMENT RATE (80%) 5 60 8% 0
EMPLOYMENT RETENTION (70%) 0 42 0% 0
AVERAGE WAGE AT EMPLOYMENT $ - Sector Grant - FOLA
SBWIB is being contracted by FOLA to provide career pathways case management for recently released prisoners into short-term vocational training and assisting them as they need to become employable and remain employed. Funding by the Los Angeles County, Office of Diversion and Reentry. VEAP - AATA (SBWIB Sub-contractor) The VEAP project(s) will assist eligible veterans with significant barriers to employment (i.e., long-term unemployed, homeless, transitioning) to receive career and training services leading to employment in high growth employment sectors such as Construction Trades. Additionally, SBWIB has partnered with AATA to provide employment and training services as a subcontractor. 694
PROGRAM YEAR 2022 / 2023 SOUTH BAY WORKFORCE INVESTMENT BOARD

SPECIAL PROJECTS SUMMARY
PAGE 18

CALIFORNIA CAREER PATHWAYS GRANTS - ACADEMY
GRANT TERM: 01/01/2022 TO 8/31/2023 REPORT PERIOD: 01/01/2022 TO 12/31/2022 Year % of ∆Q
Activities Plan Plan
OPPORTUNITIES OFFERED 294 106 277% 30
COMPANY TOURS 4 10 40% 1
GUEST SPEAKERS/ADVISORY BOARD 32 56 57% 9
INTERNSHIP 66 75 88% 10
EVENT VENDORS 136 100 136% 0
BLUEPRINT 111 75 148% 10

CALIFORNIA CAREER PATHWAYS GRANTS - ONSITE PROGRAM
GRANT TERM: 9/01/2022 TO 8/31/2023 REPORT PERIOD: 9/01/2022 TO 12/31/2022 Year % of ∆Q
Activities Plan Plan
STUDENT ENGAGEMENT 1741 680 256% 1277
EMPLOYERS CONNECTED 96 120 80% 86
WORKSHOPS 59 32 184% 37
GUEST SPEAKERS 6 10 60% 6
INTERNSHIPS 55 40 138% 49
JOB LEADS 559 300 186% 414
SBWIB will supply staff onsite at each of theCentinela Valley Union High School District's four high schools to provide work-based learning support and other career pathway activities.

INGLEWOOD SCHOOL DISTRICT STRONG WORKFORCE
GRANT TERM: 10/01/2022 TO 9/30/2023 REPORT PERIOD: 10/01/2022 TO 12/31/2022 Year % ∆Q
Activities Plan Plan
BUSINESS ENGAGEMENT/GUEST SPEAKERS 19 40 48% 19
FIELD TRIPS 2 4 50% 2
INTERNSHIPS 43 75 57% 43
OCCUPATIONAL TRAINING 1 2 50% 1
WORKSHOPS/CAREER EVENTS 24 3 800% 24 Centinela Valley Union High School District (CVUHSD) SBWIB will provide work-based learning support to Centinela Valley Union High School District's nine academies and two career pathways. SBWIB will outreach to employers, engage in work based learning activities, which include guest speaking, providing opportunities for job shadowing, company tours, hosting interns, or serving as an advisory board member. Other activities will include participation in activities such as Career Day and Maker Faire.

SBWIB will provide outreach to employers, work readiness, internships, training, and recruitment activities. Centinela Valley Union High School District (CVUHSD) Inglewood Unified School District 695
PROGRAM YEAR 2022 / 2023 SOUTH BAY WORKFORCE INVESTMENT BOARD

SPECIAL PROJECTS SUMMARY
PAGE 19

EL CAMINO COLLEGE STRONG WORKFORCE
GRANT TERM: 11/01/2022 TO 6/30/2023 REPORT PERIOD: 11/01/2022 TO 12/31/2022 (NEW) Year % ∆Q
Activities Plan Plan
STUDENT ENGAGEMENTS 35 400 9% 35
RECRUITMENTS 1 5 20% 1
INTERNSHIPS/PLACEMENTS 35 75 47% 35
JOB LEADS 82 500 16% 82
WORKSHOPS/PRESENTATIONS 0 12 0% 0
CAREER EVENTS 1 2 50% 1

HOMELESS LA RISE (REGIONAL)
GRANT TERM: 07/01/2022 TO 6/30/2023 REPORT PERIOD: 07/01/2022 TO 12/31/2022 Year % of ∆Q
Activities Plan Plan
ENROLLMENTS 25 31 81% 13
EMPLOYMENT 16 22 73% 8
EMPLOYMENT RATE - 2ND QRT AFTER EXIT 0 20 0%
EMPLOYMENT RATE - 4TH QRT AFTER EXIT 0 12 0%
WAGE AT EMPLOYMENT $ 18.19
SoCalGas
GRANT TERM: 11/1/2021 TO 10/31/2023 REPORT PERIOD: 1/01/2022 TO 12/31/2022 Year % of ∆Q
Actual Plan Plan
Recuitment-Interested SoCalGas Applicants 670 400 168% 110 Referral of applicants to SoCalGas Employment Opportunities 68 200 34% 17 Placement
SoCalGas
6 50 12% 3
(Outcomes may include carry-in
activities)
Effective 10/01/18, SBWIB will serve 18 and over Homeless Individuals through a Transitional Subsidized Employment Program leading towards Unsubsidized employment in the competitive marketplace that is along an articulated career pathway.

SBWIB will provide outreach to employers, work readiness, internships, training, and recruitment activities. El Camino College Homeless LA Rise Year 696
PROGRAM YEAR 2022 / 2023
PAGE 20
iCARE DOR (651)
GRANT TERM: 7/01/2022 TO 6/30/2023 REPORT PERIOD: 7/01/2022 TO 12/31/2022 Year % of ∆Q
Activities Plan Plan
WORK READINESS COMPLETION 32 80 40% 15
ENROLLMENT INTO PAID WEX ACTIVITY 27 100 27% 13
PLACEMENT 0 50 0% 0
STEPS (Summer Training and Employment Program for Students) GRANT TERM: 7/01/2022 TO 6/30/2023 REPORT PERIOD: 7/01/2022 TO 12/31/2022 Year % of ∆Q
Activities Plan Plan
ENROLLMENT 0 50 0% 0
WORK READINESS COMPLETION 0 43 0% 0
CO-ENROLLED INTO LEVERAGED GRANTS 0 30 0% 0
Serving Youth with disabilities referred from our K-12 partner schools, partner CBOs and Department of Rehabilitation into work readiness and paid work experience activities. STEPS SBWIB is contracted by the Department of Rehabilitation (DOR) to serve individuals with disabilities referred from the DOR case workers into work readiness and paid work experience (WEX) activities at LAX under the worksite agreement with the Los Angeles World Airports. iCARE
697
PROGRAM YEAR 2022 / 2023 SOUTH BAY WORKFORCE INVESTMENT BOARD

SPECIAL PROJECTS SUMMARY
PAGE 21

BOARD OF STATE AND COMMUNITY CORRECTIONS (BSCC) YOUTH REINVESTMENT PROGRAM GRANT TERM: 10/01/2019 TO 2/28/2023
REPORT PERIOD: 10/01/2019 TO 12/31/2022
Year % of ∆Q
Enrolled Plan Plan
REFERRALS (100%) 216 150 144%
PENDING INTAKE/PARENT APPT. (100%) 0 0 #DIV/0! 0
RISK ASSESSMENT (100%) 29 75 39% 0
ENROLLMENTS (100%) 207 150 138% 15
INTEVENTION WORKSHOPS/WORK READINESS PREPARATION 207 75 276% 15 PAID WORK EXPERIENCE, INTERNSHIP OR OJT 184 75 245% 15
FOLLOW-UP SERVICES FOR 12 MONTHS 149 150 99% 24
WORKFORCE ACCELERATOR 9.0
GRANT TERM: 8/01/2021 TO 3/31/2023 REPORT PERIOD: 8/01/2021 to 12/31/2022 Year % of ∆Q
Enrolled Plan Plan
75 75 100% 5
37 64 5
APPRENTICES (100%) 16 15 0
EMPLOYMENT AT EXIT (80%) 30 60 3
12/22 -Grant extension to 3/31/2023. This project is in partnership with SELACO, Health Impact and the Hosptial Assocation to train or place into apprenticeship 75 under presented indivduals in the healthcare field. Occupations include: Speciality Nursing, CNA, Clinical Laboratory and Phlebotemy

YOUTH REINVESTMENT
This project will provide services to Inglewood, Hawthorne and Lennox youth that are disproportionally affected by violence and will receive evidence-based services for diversion, restorative justice, and employment opportunities through the Inglewood Community and Regional Engagement Violence Intervention and Prevention (I-CARE VIP) collaboration. The project will serve 100 youth ages 14-18 and provide intervention and diversion activities, case management along with paid pre-employment training, paid work experience and job search assistance. WAF 9.0 ENROLLMENTS (100%)
CREDENTIAL ATTAINED (85%)
698
PROGRAM YEAR 2022 / 2023 SOUTH BAY WORKFORCE INVESTMENT BOARD

SPECIAL PROJECTS SUMMARY
PAGE 22

COVID NDWG EMPLOYMENT RECOVERY GRANT
GRANT TERM: 4/10/2020 TO 3/31/2023 REPORT PERIOD: 4/10/2020 TO 12/31/2022 ∆Q
I. TOTAL CLIENTS 250
A. ENROLLED 253 101% 7
B. NEW 3 7
C. TRAINING 71 4
D. OJT 16 0
E. Pre-Apprenticeship/Apprenticeship 0
II. TOTAL EXITS 182 26
III. TOTAL UNSUBSIDIZED EMPLOYMENT 153 21
A. RETRAINING 63 11
ALSO ATTAINED CREDENTIAL 63 11
B. CALLED BACK WITH EMPLOYER 0
IV. % PLACEMENT (INCL. CALL BACKS) 84%
V. % PLACEMENT (EXCL. CALL BACKS) 84%
AVERAGE PLACEMENT WAGE $ 22.62 SBWIB TOTALS
Grant Plan
10/2022-SBWIB received additional funds and enrollment slots ($84K / 18 slots); 12/2021-SBWIB received additional funds ($240K), enrollment slots (55) and a period of performance extension through March 31, 2023.

The NDWG Employment Recovery grant is a statewide grant to provide employment and training services to 232 displaced workers as a result of the COVID-19 pandemic. 699
PAGE 23
Other Grants
City of Lomita
Grant Term: January 2022 through December 2022
Funding Amount: $100,000
Funding Amount: $55,000 per year
WLAC Allied Health Project
GRANT TERM: 11/03/2021 TO 5/31/2023
The SBWIB was retained by WLAC to facilitate discussions about Allied Health training options among 13 community Colleges throughout LA County. Discussions will include a variety of topics that will ensure they are meeting the needs of students and industry. Employer speakers are also arranged to attend by the SBWIB to present to the schools and discuss their hiring needs. Monthly meetings are being held with the consortium of colleges, first Friday of each month.

Activities: Designed, printed and mailed a postcard announcing services to every business in the city; direct outreach has begun to all Lomita businesses In partnership with the City of Lomita, the SBWIB is creating a new program to offer enhanced services to businesses in the City of Lomita. The project is funded by Lomita through a grant received from the American Rescue Plan Act of 2021 (ARAP). The partnership includes the Lomita Chamber of Commerce and will be designed to accelerate economic recovery for Lomita businesses. 700
PAGE 24
Other Grants (cont.)
New Grants - waiting for contract
Chancellor Apprenticeship Initiative (CAI #5) – West Los Angeles College (Health-Flex Apprenticeship) Funding Amount: $100,000
Assist in the enrollment of 80 apprentices into Health-Flex and help to build additional healthcare apprenticeship programs.

Chancellor Apprenticeship Initiative (CAI #6) – El Camino College (IT-Flex Apprenticeship) Funding Amount: $100,000
CA DIR SAEEI Grant (Apprenticeship)
Funding Amount: $2,000,000
CA ABA SAEEI Grant (Apprenticeship)
Funding Amount: $5,820,000
Irvine Foundation (SCAN) - Apprenticeship
Funding Amount: $500,000
Waiting for final conditions to be received and a MOD to be processed. Enroll 800 participants into apprenticeship and 200 participants into pre-apprenticeship.

Develop Southern California Apprenticeship Network (SCAN) to expand apprenticeship opportunities in Southern CA GRANT TERM: 7/01/2022 TO 6/30/2026
GRANT TERM: 7/01/2022 TO 6/30/2025
Enroll at least 417 participants into DAS apprenticeship.

GRANT TERM: 4/01/2022 TO 2/28/2025
GRANT TERM: 4/01/2022 TO 2/28/2025
Assist in the enrollment of 80 apprentices into IT-Flex and help to build additional IT apprenticeship programs.

GRANT TERM: 11//07/2022 TO 5/7/2025 (30 months)
701
Inglewood Teen Center New Returning Total Inglewood Teen Center New Returning Total Inglewood 17 14 31 Inglewood 5 17 22
Hawthorne 0 0 0 Hawthorne 0 0 0
Lawndale 0 0 0 Lawndale 0 0 0
Gardena 0 0 0 Gardena 0 0 0
TOTAL 17 14 31 TOTAL 5 17 22
Hawthorne Teen Center New Returning Total Hawthorne Teen Center New Returning Total Inglewood 0 3 3 Inglewood 0 3 3
Hawthorne 0 13 13 Hawthorne 10 28 38
Lawndale 0 0 0 Lawndale 2 0 2
Gardena 0 0 0 Gardena 0 0 0
Torrance 0 0 0 Torrance 0 0 0
TOTAL 0 16 16 TOTAL 12 31 43
Inglewood Teen Center New Returning Total QUARTER TOTAL Qurater 1 Quarter 2 Total Inglewood 19 24 43 Inglewood Teen Center 62 96 158
Hawthorne 0 0 0 Hawthorne Teen Center 121 83 204
Lawndale 0 0 0
Gardena 0 0 0
TOTAL 19 24 43
Hawthorne Teen Center New Returning Total
Inglewood 0 3 3
Hawthorne 0 21 21
Lawndale 0 0 0
Gardena 0 0 0
Torrance 0 0 0
TOTAL 0 24 24
Teen Center Attendance Report -2nd Quarter
October 1, 2022- October 31, 2022 December 1, 2022- December 31, 2022 November 1, 2022- November 30, 2022
702
1 Sha'Ron Berry
From: Information
Sent: Tuesday, January 17, 2023 5:24 PM
To: Jemely Dorado
Subject: [MARKETING] SBWIB Local / Regional Plan

Public Notice 2023

South Bay Workforce Investment Board
Biennial Modification to PY 21-24 Local Plan
Virtual Community and Stakeholder Forum
February 7, 2023
1:30 p.m. to 3:00 p.m.

Economic Recovery and the Role of the Workforce System
Dear Workforce Partner,
As the economy continues to adjust to the endemic phase of COVID-19, businesses and the public are becoming accustomed to a fluctuating recovery characterized by shifting demand and supplyside priorities and needs. For the workforce development system, a return to “business as usual” means adapting to a new normal. This process brings with it a wide range of challenges, along, potentially, with significant opportunities. As the Los Angeles County WDB prepares to update its current 4-year strategic workforce plan, input is needed from system stakeholders and the community on ways the system can best support job seekers, businesses, and other customers through this transition.

Zoom Registration
Link: https://us02web.zoom.us/meeting/register/tZEvde6uqjguGtB5HpU92kQgtuy6ZN5kCRdb

703
2 The South Bay Workforce Investment Board | 11539 Hawthorne Blvd., Suite 500, Hawthorne, CA 90250
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This WIOA Title 1 financially assisted program or activity is an equal opportunity employer/program. Auxiliary aids and services are available upon request to individuals with disabilities by calling in advance to CRS 1-800-735-2922 or 310-680-3700.

For more information, contact us: South Bay Workforce Investment Board; Email: [email protected]

ALLIED HEALTH JOB FAIR
Wednesday, February 15, 2023
12:30 pm - 2:00 pm
West Los Angeles College,
9000 Overland Avenue, Culver City, CA
Bring your resume and dress to impress
Please RSVP, but all are welcome - https://tinyurl.com/AlliedHealthJobFair 705
Auxiliary aids and services are available upon request to individuals with disabilities by calling in advance to CRS 1-800-735-2922 or 310-680-3700

ALLIED HEALTH SUMMIT
& Job Fair
9:00 AM-2:00 PM
Location: West Los Angeles College,
9000 Overland Avenue, Culver City, CA
Wednesday, February 15, 2023 The Los Angeles Regional
Consortium (LARC)
for Allied Health includes:

Brought to you by a network of 13 LA community colleges working together to impact Los Angeles’ Allied Health industry.

RSVP at https://tinyurl.com/AlliedHealthSummit
Come meet and listen to employers talk about their workforce needs, concerns and suggestions for curriculum development and their forecast of future needs.

Employer panels will include hospitals, clinics, public and private businesses.

Meet and network with employers, academic faculty and workforce professionals.

Come meet and listen to employers talk about their workforce needs, concerns and suggestions for curriculum development and their forecast of future needs.

Employer panels will include hospitals, clinics, public and private businesses.

Meet and network with employers, academic faculty and workforce professionals.
•
•
•
Agenda:
9:00 am - 9:45 am
9:45 am - 10:00 am
10:00 am - 11:00 am
11:00 am - 12:00 pm
12:00 pm - 12:30 pm
12:30 pm - 2:00 pm
9:00 am - 9:45 am
9:45 am - 10:00 am
10:00 am - 11:00 am
11:00 am - 12:00 pm
12:00 pm - 12:30 pm
12:30 pm - 2:00 pm
Networking/ Continental Breakfast with College Faculty
College introductions
Employer panel #1
College / Employer Roundtable Discussion
Lunch
Healthcare Job Fair
Networking/ Continental Breakfast with College Faculty
College introductions
Employer panel #1
College / Employer Roundtable Discussion
Lunch
Healthcare Job Fair
For more information on this project
and the Summit, please email West
LA College Dean Tiffany Miller at
[email protected].

East Los Angeles College
El Camino College
Long Beach City College
Los Angeles City College
Los Angeles Harbor College
Los Angeles Mission College
Los Angeles Pierce College
Los Angeles Southwest College
Los Angeles Trade-Technical
College
Mt. San Antonio College
Pasadena City College
Rio Hondo College
West Los Angeles College
•
•
•
•
•
•
•
•
•
•
•
•
•
706
Inside
This Issue
Weekend
Forecast
Certified & Licensed
Professionals ......................6
Classifieds ...........................2
Entertainment .....................2
Hawthorne...........................3
Lawndale .............................4
Inglewood............................5
Legals ................................6,7
Pets.......................................8
Friday
Sunny
61˚/44˚
Saturday
Sunny
63˚/44˚
Sunday
Mostly
Sunny
61˚/45˚
West Basin Invites Students to
Participate in Water is Life Art Contest
The West Basin Municipal Water District
(West Basin) announced the launch of its
2023 Water is Life student art contest and
calls on local students to develop creative
artwork that inspire water conservation in
our communities. West Basin is accepting
artwork submissions starting January 10
until the deadline on Friday, March 17, 2023
at 5PM. Contest information is available
at www.westbasin.org/waterislife.
“As historic drought conditions persist
for a fourth year, West Basin calls on all
student artists to think about the importance
of our precious and limited water supply.

We look forward to seeing students’ beautiful artwork and renewing our inspiration to conserve water,” said West Basin Board
President Donald L. Dear.

This year, qualified teachers can request
a free classroom art supply set (valued at
$80) and an in-person or live online art
lesson to support their students’ submission
efforts. Limited art supply sets and art
lessons are available. Art lesson reservation form, art supply set request form, and updated contest guidelines in English
and Spanish are available online at www.
westbasin.org/waterislife.

Fifteen student winners (one grand prize
winner and four honorable mentions in
each elementary, middle, and high school
grade category) will be selected by a panel
of judges in April 2023. Each winner is
awarded a new Apple iPad, with Grand
Prize winners additionally receiving a digital
stylus pen and $25 Apple Store gift card.

The contest is a collaborative water education program in partnership between West Basin and the Metropolitan Water District of
Southern California (Metropolitan). Winning
artwork from West Basin’s local contest
will advance to Metropolitan’s regional
competition and may be featured in the
agency’s 2024 student artwork calendar. •
Herald Publications - El Segundo, Hawthorne, Lawndale & Inglewood Community Newspapers Since 1911 - (310) 322-1830 - Vol. 5, No. 3 - January 19, 2023 Lawndale Tribune Hawthorne Press Tribune AND lAwNDAle News Featuring the Weekly Newspapers of Hawthorne, Inglewood and Lawndale May The Workforce Be with You
By Ron Sokol
There is real concern about a possible
rescission in our future. While jobs still
seem available today, and the unemployment
rate is relatively low, the specter of a serious economic downturn, job losses, and the ripple effects is creating many apprehensions.

Well, there’s hope!
Over forty years ago, the South Bay Workforce Investment Board came into existence.

The continuing efforts made by the Board
and the resources it provides to the young
and old, advantaged and disadvantaged
employees and employers, are substantial.

The goal of the Board remains plain and
straightforward: “Putting people to work;
helping business succeed.”
Jan Vogel, CEO of the Board for over forty
years, told me: “We are working more than
ever to upgrade skills, so if the rescission hits
and more are laid off, we can seek to assist
them in transitioning into other opportunities. We also provide workshops, financial management, and assist people in applying
for benefits.”
Some of the details: The Board is a private,
non-profit organization, which is a party to a
joint power agreement with 11 cities in the
South Bay: El Segundo, Gardena, Hawthorne,
Hermosa Beach, Inglewood, Lawndale, Torrance, Lomita, Manhattan Beach, Redondo Beach, and Carson.

The Board has over 50 members representing a wide array of business, labor, education, and economic development. Its programs are
implemented through four One-Stop Business
and Career Centers in Inglewood, Carson,
Gardena, and Torrance.

One of the significant aspects of the Board
is that it is both pro-employee and proemployer. Through grants, courses, training, written materials and facilities, the Workforce
Board seeks to help young and old find their
way to good work and in turn, help employers
enhance their operations. One example only:

Just last week, the Board announced that as
a result of working in collaboration with the
California Department of Rehabilitation, it has
secured a contract valued at approximately
$1.1 million to train as many as one hundred
individuals with disabilities to qualify for
See Workforce, page 4
Mayor Tom Bradley is Back Home
The LAX Art Program welcomes the bronze bust of Mayor Tom Bradley back to Tom Bradley International Terminal after being removed in 2020 due to construction in anticipation of the Automated People Mover. The sculpture was created by artist Serge Sarkis and gifted to LAX in 1987 by Mayor Tom Bradley. Located at the entrance of the terminal, the sculpture had greeted international travelers to Los Angeles for over 30 years. The sculpture has undergone conservation and care by the teams at Modern Art Foundry, Carnevale & Lohr, and Sculpture Conservation Studio, and will be installed in its new location within the terminal in late 2023, ready to once again welcome the world to Los Angeles. Photo courtesy LAX. 707
Lawndale High School Honors a Star Player
Lawndale Cardinals are proud to honor Chimezie Metu with the retirement of his #4 jersey. Chimezie plays for the Sacramento Kings of the National Basketball Association. We are so proud of all of your accomplishments. Once a Cardinal always a Cardinal. Photo courtesy Lawndale High School.

Lawndale Tribune
AND lAwNDAle News
Herald Publications - El Segundo, Hawthorne, Lawndale & Inglewood Community Newspapers Since 1911 - (310) 322-1830 - Vol. 82, No. 3 - January 19, 2023 The Weekly Newspaper of Lawndale
Hawthorne Teen Center Awards Successful trainees
CEO Jan Vogel
work experience assignment at LAX.

The Board has received national awards
for its exemplary performance in workplace
development activities. Also, I would be
remiss if I did not mention that the Board
provides guidance to young people on college
and career choices. This has included field
trips to local college campuses, including
UCLA, USC, and Chapman
Jan Vogel is rightfully proud of what
the Board has done and is doing, “We are
always looking to develop new ways to help
businesses stay where they are and to keep
the South Bay one of the most productive
places in our state.  This includes TSE,
which stands for Transitional Subsidized
Employment, by which the Board provides
entry-level workers for businesses located
anywhere in LA County. We will cover ten
months of wages.”
Before becoming Executive Director,
Jan Vogel was involved in job training in
economically disadvantaged areas, including
for young people who had dropped out of
high school. He also taught classes to help
individuals obtain their GED. You might say
he is a “natural” for the role.

Another good piece I learned about the
Board: Inglewood and Hawthorne each had
extra office space being used for storage.

Each office location is now a thriving Teen
Center, thanks largely to the Board’s efforts. In
fact, Hawthorne’s Teen Center just celebrated
its 14th Anniversary.  This is one way the
South Bay Workforce Board takes steps to
modify the playing field, so that people have
resources available to them, can learn more,
enhance their skills, and in turn, businesses
can prosper while opportunities increase.

So, now do you feel a little better about
the future of our South Bay?  It is very
reassuring to see what the Workforce Board
has done and is continuing to get done. All
right then, I will say, “May the Workforce
Be with You!” •
Workforce from front page
708










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NEWS
South Bay Workforce Investment Board
FOR IMMEDIATE RELEASE South Bay Workforce Investment Board 11539 Hawthorne Blvd., Suite 500
Hawthorne, CA 90250
January 5, 2023 Contact: Jan Vogel 310-970-7700
South Bay Workforce Investment Board Partners
With California Department of Rehabilitation to
Provide Paid Work Experience Jobs for Disabled Individuals HAWTHORNE – The South Bay Workforce Investment Board (SBWIB) has secured a contract valued at approximately $1.1 million with the State of California Department of Rehabilitation (DOR) to train up to 100 individuals with disabilities to qualify them for paid work experience assignments at Los Angeles International Airport (LAX) through a collaboration with the Los Angeles World Airport’s hospitality iCARE support program (LAWA). The SBWIB has supported LAWA’s diversity, equity and inclusion hiring practices for local residents for several years.

The individuals will become part of the iCARE (Informative, Courteous, Approachable, Responsive and Efficient) Crew that provides vital guest assistance to national and international visitors and travelers trying to navigate around ongoing construction projects at LAX as increased passenger volume spikes. The iCARE Crew is also called upon to supplement LAX staff during emergencies and irregular operations by helping with crowd control and informational needs.

SBWIB will provide eligible individuals with Blueprint for Workplace Success work readiness training prior to them being placed into paid work experience assignments at LAX. “This partnership with LAWA fulfills a need at LAX to not only assist travelers but also provide employment and experience for community members wanting to earn future jobs in the growing hospitality industry,” noted SBWIB Executive Director Jan Vogel. “We are truly grateful for the many years of support the DOR has given us and their confidence in our ability to help people with disabilities gain meaningful employment,” he concluded.

To date, SBWIB has trained and placed 27 California Department of Rehabilitation clients in a 400-hour-paid work experience assignment that pays individuals $20 an hour. Upon completion of the assignment, they will be eligible to apply for permanent career pathway employment at LAX and receive letters of commendation from LAWA management.

The SBWIB operates four One-Stop Centers to serve adult and youth job seekers in Inglewood, Hawthorne, El Segundo, Gardena, Manhattan Beach, Lawndale, Carson, Hermosa Beach, Torrance, Redondo Beach and Lomita. It also operates two Teen Centers in Inglewood and Hawthorne. For further information visit www.sbwib.org. 712
City of Hermosa Beach
Staff Report
City Hall
1315 Valley Drive
Hermosa Beach, CA 90254
Staff Report
REPORT 23-0096
Honorable Mayor and Members of the Hermosa Beach City Council Regular Meeting of February 28, 2023
APPROVAL OF NEW 2023 IMPACT LEVEL II SPECIAL EVENTS
(Community Resources Manager Lisa Nichols)
Recommended Action:

Staff recommends City Council hold a Public Hearing to approve the Parks, Recreation and Community Resources Advisory Commission’s recommendation to include the following new Impact Level II Special Events on the 2023 Special Event Calendar:
· Redondo Union High School (RUHS) Girls Beach Volleyball Matches on the Volleyball Courts north of the Pier on Monday, March 6; Tuesday, March 14; Friday, March 17; Tuesday, March 21; Thursday, March 23; Monday, April 3; Tuesday, April 4; and Thursday, April 6; and · You Are Enough 5K on the Strand north of the Pier and Schumacher Plaza on Saturday, April

8. Executive Summary:

The City of Hermosa Beach is a highly sought-after destination for special events. The Community Resources Department is tasked with overseeing these event requests and permits on public property. New events require approval by City Council through a Public Hearing.

At its February 7, 2023 meeting, the Parks, Recreation and Community Resources Advisory Commission (Commission), through a Public Hearing, recommended City Council approve the following new Impact Level II Special Events:
· Redondo Union High School (RUHS) Girls Beach Volleyball Matches on the Volleyball Courts north of the Pier on Monday, March 6; Tuesday, March 14; Friday, March 17; Tuesday, March 21; Thursday, March 23; Monday, April 3; Tuesday, April 4; and Thursday, April 6; and · You Are Enough 5K on the Strand north of the Pier and Schumacher Plaza on Saturday, April

8. Background:

The Special Events Policy Guide (Attachment 1) serves as a comprehensive document for event producers with information on the review and approval process, applicable fees, policies, and Hermosa Beach Municipal Code chapters and sections pertaining to special events. Special events City of Hermosa Beach Page 1 of 5 Printed on 3/25/2024
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Staff Report
REPORT 23-0096
Hermosa Beach Municipal Code chapters and sections pertaining to special events. Special events are evaluated based on several factors and categorized as either Impact Level I, II, or III using the Impact Characteristics Matrix in the Special Events Policy Guide. The matrix considers event characteristics to determine the Impact Level such as: the total estimated attendance; the event location; the day and season in which the event would take place; the total number of consecutive event days; and special requests such as reserved parking, amplified sound, etc. The Impact Level of the event is then used to determine the deadline for application submittal, and the level of review and approval required (City staff, Commission, and/or City Council) for the event. Impact Level III events, which are events with the largest impact to the City, and new events, require approval by City Council. Impact Level II events require approval by the Commission and Impact Level I events are approved by staff.

Staff began accepting applications from all event producers interested in applying for 2023 event dates regardless of each event’s Impact Level on August 11, 2022. The initial review of returning events was scheduled for the Commission and City Council from October through December of 2022. New events are scheduled for review following the review of returning events.

At its February 7, 2023 meeting, the Parks, Recreation and Community Resources Advisory Commission (Commission) recommended City Council approve the following new Impact Level II Special Events:
· RUHS Girls Beach Volleyball Matches on the Volleyball Courts north of the Pier on Monday, March 6; Tuesday, March 14; Friday, March 17; Tuesday, March 21; Thursday, March 23; Monday, April 3; Tuesday, April 4; and Thursday, April 6; and · You Are Enough 5K on the Strand north of the Pier and Schumacher Plaza on Saturday, April

8. Past Commission Actions
Meeting Date Description
February 7, 2023 Commission’s Recommendation to City
Council to approve the Redondo Union
High School (RUHS) Girls Beach
Volleyball Matchesin March and April; and
You Are Enough 5K on April 8, 2023
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Staff Report
REPORT 23-0096
Discussion:

Staff received a total of two new Impact Level Il Special Event Applications. A summary of each event request is included below. Event overview sheets containing additional event details and a corresponding site plan for each event are included as Attachment 4 and Attachment 5. The two new Impact Level II special events recommended for approval are included on the 2023 Special Events Calendar (Attachment 3).

RUHS Girls Beach Volleyball Matches
RUHS and Day at the Beach Events request approval to hold youth Girls Beach Volleyball Matches on the Volleyball Courts north of the Pier on Monday, March 6; Tuesday, March 14; Friday, March 17; Tuesday, March 21; Thursday, March 23; Monday, April 3; Tuesday, April 4; and Thursday, April 6.

Additional event details are included in the RUHS Girls Beach Volleyball Matches event overview sheet (Attachment 4). Estimated permit fees payable to the City are included in Table 1 below.

Table 1: RUHS Girls Beach Volleyball MatchesEstimated Permit Fees Fee Cost Calculation Total
Application
(Commercial)
$924 - $924
Estimated Permit Fees Total: $924
You Are Enough 5K
The Giving Purpose Organization requests approval to hold the You Are Enough 5K on the Strand north of Pier and Schumacher Plaza on Saturday, April 8. The event would consist of a walk/run from the Hermosa Beach Pier to the Manhattan Beach Pier and back to raise awareness about mental health. The event would consist of a registration area on Schumacher Plaza and volunteers along the event route to guide event participants and prevent impacts to strand traffic. Additional event details are included in the You Are Enough 5K event overview sheet (Attachment 5). Estimated permit fees payable to the City are included in Table 2 below.

Table 2: You Are Enough 5K Estimated Permit Fees
Fee Cost Calculation Total
Application
(Non-Profit)
$616 - $616
Category 1 $2 per
participant
$2 per participant x
500 estimated
$1,000
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Table 2: You Are Enough 5K Estimated Permit Fees
Fee Cost Calculation Total
Application
(Non-Profit)
$616 - $616
Category 1
(Non-Profit)
$2 per
participant
$2 per participant x
500 estimated
participants
$1,000
Amplified Sound
Permit
$181 - $181
Event Co-Sponsor $311 each To Be Determined
(TBD)
TBD
Estimated Permit Fees Total: $1,797 (plus
Event Co-Sponsor
fees TBD)
* Additional fees may apply due to required staffing and/or services from the City of Hermosa Beach’s Community Resources Department, Police Department, Public Works Department, and the Los Angeles County Fire Department.

General Plan Consistency:

This report and associated recommendation have been evaluated for their consistency with the City’s General Plan. Relevant Policies are listed below:

Governance Element
Goal 5. Small beach town character is reflected throughout Hermosa Beach.

Policy:
• 5.7 Visitor and resident balance. Recognizing the desire and need to balance visitor-serving and local-serving uses as a key to preserving character and the economic vitality of the community.

Parks and Open Space Element
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REPORT 23-0096
Goal 3. Community parks and facilities encourage social activity and interaction.

Policies:
• 3.1 Community-friendly events. Encourage, permit, and support community group, nonprofit, or business organized events on City property that support physical activity, beach culture, and family-friendly social interactions.
• 3.2 Social and cultural events. Design and program parks and open space to accommodate unique social and cultural events to foster connectedness and interaction. • 3.3 Commercial use of facilities. Regulate and enforce commercial use of City parks and open spaces to ensure activities do not impact general use and enjoyment.

Goal 7. The beach offers high quality recreational opportunities and amenities desired by the community.

Policies:
• 7.3 Recreational asset. Consider and treat the beach as a recreational asset and never as a commercial enterprise.
• 7.5 Designated recreational uses. Continually evaluate and explore devoting certain portions of the beach to different preferred recreational uses while providing access for all users and meeting the recreation needs of visitors and residents.

Fiscal Impact:

If approved, estimated event revenue would be approximately $2,721. Estimated permit fees are calculated with the fees listed in the Master Fee Schedule effective December 1, 2021 to November 30, 2022 as the event requests were submitted prior to November 30, 2022.

Attachments:

1. Special Events Policy Guide

2. Link to February 7, 2023, Commission Staff Report

3. 2023 Special Events Calendar

4. Redondo Union High School Volleyball Matches Event Overview Sheet

5. You Are Enough 5K Event Overview Sheet
Respectfully Submitted by: Brian Sousa, Senior Recreation Supervisor Concur: Lisa Nichols, Community Resources Manager
Noted for Fiscal Impact: Viki Copeland, Finance Director Legal Review: Patrick Donegan, City Attorney
Approved: Suja Lowenthal, City Manager
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HERMOSA BEACH

SPECIAL EVENTS POLICY GUIDE
718
1 This policy guide has been developed to clarify and carry out the City’s mission statement related to special events that occur on outdoor public spaces within the community.

Cover Image: Hermosa Beach Murals Project - John Van Hamersveld Mission Statement
Hermosa Beach strives to offer a safe and enjoyable environment for special events to take place in a way that balances resident and visitor needs. Special events in Hermosa Beach are celebrated for being community-friendly, enhancing local beach culture, and offering a myriad of benefits to the local community. The City of Hermosa Beach* works collaboratively with event operators in an efficient and clear manner to process and carry out permits in compliance with this policy.
* “City of Hermosa Beach” collectively refers to City staff, Parks, Recreation and Community Resources Advisory Commission, City Manager, and City Council.

City Contact Information
The City of Hermosa Beach Department of Community Resources is available to assist and answer any questions related to the special events process:

Website: www.hermosabeach.gov
Phone: (310) 318-0280
Email: [email protected]
Address: 710 Pier Avenue, Hermosa Beach, CA 90254
719
2 Table of Contents
General Information + Frequently Asked Questions.......................................................................................3 When is a special event permit required?
How do I apply for a special event permit?
Are private events allowed?
What is the “Nothing Weekend”?
How will this policy be enforced?
Where are special events allowed?
Use Classification + Impact Characteristics……………………………………………….…...…………………5 Impact Characteristics Matrix
Pass-Through Events
Pier Plaza Promotions
Approval Guidelines + Requirements……………………………………………………………………….…….6 Event Approval Findings
Application Submittal Deadlines and Approval Process
Peak Season Event Limits
Simultaneous Use of North and South Volleyball Courts
Pre/Post Event Meetings
Accessibility Plan
Site Plan, Equipment, and Signage
Amplified Sound
Food, Beverage, or Merchandise Sales
Professional Filming
Security
Insurance
Event Day Expectations
Applicable Fees…………………………………………………………………………………….……………10 Current Fee Schedule
Application Fees
Special event permit Fee
Additional Fees
Damage Deposit
Refund/Cancellation Policy
Compliance…...…………………………………………………………………………………………...……12 Environmental Requirements
Applicable Codes + Regulations
Fee Waivers…...…………………………………………………………………………….…………...………13 Funding Limits
Eligibility
Approval
Obligations
Disqualification
Long-term Agreements………………………………………………………………………………..…………14 Eligibility
Term Limits
Procedures
Obligations
720
3 General Information + Frequently Asked Questions
When is a special event permit required?
Any organized event, activity, celebration, or function involving the use of the beach at which one hundred or more persons are to be assembled, or use of outdoor city facilities, rights-of-way, or parkland at which twentyfive or more persons are to be assembled, requires a special event permit. Additionally, a special event permit shall be required for any commercial or non-profit group requesting use of any outdoor city facilities, rights-ofway, or parkland within the city.

How do I apply for a special event permit?
Applications for special events must be submitted using the online form on the City of Hermosa Beach website and questions may be directed toward the Department of Community Resources.

Are private events allowed?
All events located on the beach within the commercial zone, the Pier, or Pier Plaza must be open to spectators/general public free of charge. Participant entry fees are permissible.

What is the “Nothing Weekend”?
On at least one weekend during each summer season, the Parks, Recreation and Community Resources Advisory Commission will recommend no special event permits be issued. This means that any application for a special event permit that coincides with the designated “Nothing Weekend” will be asked to change dates for the event to be considered.

How will this policy be enforced?
The special events policy will be strictly enforced by Community Resources Department, Code Enforcement Officers, and the Police Department. Events, either permitted or unpermitted, found to be violating City policy or failing to comply with any of the requirements of the Hermosa Beach Municipal Code may be subject to penalties or fines. Special events, and any of its participants, vendors, or spectators, found to have caused damage or be in violation of any City policy or the Hermosa Beach Municipal Code may be subject to greater deposits, regulation, or restrictions when submitting special event applications in the future.

Where are special events allowed?
To ensure adequate space and resources are available, and to limit potential disturbances to the community, special events are limited to the following locations:
• South of Pier within the Commercial Zone; between 10th Street and the Pier; • North of the Pier within the Commercial Zone; between the Pier and 15th Street; • Designated Surf Zone
• The Strand
o Strand use is only permitted for events continuously moving with no obstruction to public access; • Pier Plaza;
• Within public right of way (please note that any event within the public right of way is subject to approval by the Chief of Police); and
• The following City parks:
o Valley Park, 2521 Valley Drive;
o Community Center, 710 Pier Avenue;
o Clark Field, 861 Valley Drive;
o Edith Rodaway Park: 350 Prospect Avenue; and
o The Greenbelt.

Special event applications for City parks not included above will be considered on a case-by-case basis.

Special event permits will not be issued for South Park, 425 Valley Drive, or Noble Park, 1400 The Strand. 721
4 Commercial Zone
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5 Use Classifications + Impact Characteristics
Special events are evaluated based on several factors and will be categorized as Impact Level I, II, or III based on the information provided in the special event application. Once the information is submitted and reviewed by the Community Resources Department, City staff will determine the Impact Level of the event using the Impact Characteristics Matrix.

The Impact Level of the event will be used to determine:
o applicable fees;
o deadline for the special event application submittal; o requirements for pre-event meeting(s) and post event walk through(s); and o level of review for approval (City staff, Parks, Recreation and Community Resources Advisory Commission and/or City Council).

Impact Characteristics Matrix
If more than one option is applicable, the highest characteristic will be used to determine the impact level.

Characteristic Impact Level I Impact Level II Impact Level III Total Attendees and Spectators
Per Event Day
100-500 501 – 1,999 2,000 or More
Event Location(s) Park or Beach The Pier or Pier Plaza Streets, the Strand, or Public Right of Way
Use of Volleyball Courts and
Beach Tennis Courts
None • North
Volleyball
Courts; or
• Beach
Tennis Courts
• North and South
Volleyball Courts;
or
• North and South
Volleyball Courts
and Beach Tennis
Courts; or
• North Volleyball
Courts and Beach
Tennis Courts
Event Season(s) Winter Spring or Fall Summer –
Peak Season
(Memorial Day to
Labor Day)
Event Day(s) Monday - Thursday Friday, Saturday, or
Sunday
Holiday
Total Consecutive Event Days
(Including Set-up and Tear-down)
1-2 3-4 5 or More
(May not exceed 15)
Additional requests such as Film/Still
Photo Permit, Reserved Parking,
Fencing, Staging, Street Closures, or
Amplified Sound Permit
None 1-2 3 or more
Impact Level 5 or More
Applicable
=Impact Level I
2 or More
Applicable
= Impact Level II
2 or more Applicable =
Impact Level III
Pass-Through Events
A pass-through event is exactly what the name implies, the event participants pass through the City of Hermosa Beach and the event does not start or end in Hermosa Beach. A special event application is required to be submitted and pass-through events are required to follow the approval process required based on the Impact Level assigned to the event.

Pier Plaza Promotions
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6 The Pier Plaza Promotion option is designed to provide companies or event sponsors a one-day promotional opportunity on Pier Plaza subject to the Pier Plaza Use fee. These events must be strictly commercial product or service promotions and not special events. Companies or sponsors who request approval for this use will be required to submit a special event application. Up to five Pier Plaza Promotions may be approved each calendar year.

Approval Guidelines + Requirements
Event Approval Findings
A special event permit may be issued upon finding that:

1. The applicant reimburses the City for all costs incurred by the City in connection with the event, including public safety, traffic control and monitoring.

2. The number of estimated attendees can be accommodated at the proposed location and surrounding area.

3. The applicant is capable and qualified to manage the event in a competent, professional manner in accordance with all conditions of approval.

4. Adequate provision has been made for satellite parking, shuttle transportation and traffic control (as requested and determined by City staff).

5. Adequate provision has been made for security, crowd control, ingress and egress, and clean-up (as requested and determined by City staff).

6. Adequate provision has been made for trash clean-up and pick-up (as requested and determined by City staff).

7. Adequate provision has been made for additional portable restroom facilities (as requested and determined by City Staff).

8. The total number of days required for the event shall not exceed sixteen consecutive days.

9. The applicant provides required insurance, deposits, bonding and indemnification of the City.

Application Submittal Deadlines and Approval Process
Special event applications must be submitted as follows:
• New events: If the new event is an Impact Level I or II, the application must be submitted at least ninety (90) days in advance of the event. If the new event is an Impact Level III, the application must be submitted no later than July 30 for the following calendar year. New events to Hermosa Beach will be subject to a Public Hearing by both the Parks, Recreation and Community Resources Advisory Commission and City Council.
• Returning Level III events: Must be submitted no later than July 30 for the following calendar year. Upon recommendation for approval by the Parks, Recreation and Community Resources Advisory Commission and approval by City Council, permits will be processed and issued by the Community Resources Manager.
• Returning Level II events: Must be submitted at least ninety (90) days in advance of the event. Upon Parks, Recreation and Community Resources Advisory Commission approval, the Community Resources Manager may process and issue permits. Should the Parks, Recreation and Community Resources Advisory Commission recommend denial of a special event, that decision may be appealed to the City Council. • Returning Level I events: Must be submitted at least thirty (30) days in advance of the event. Level I events will be reviewed, and permits will be issued by the Community Resources Manager. Should the Community Resources Manager recommend denial of a special event, that decision may be appealed to City Council.
o Pier Plaza Promotions: Review and approval of Pier Plaza Promotion events will follow the same approval process as Level I events.

Any returning event to the City that is requesting a significant change to the event format including the location, total event days, or estimated attendance and spectator total may be subject to the application submittal deadlines and approval process outlined for new events at the discretion of the Community Resources Manager.

The Parks, Recreation and Community Resources Advisory Commission and City Council will evaluate and recommend approval of returning Impact Level III events and a “Nothing Weekend” first, and then will consider approval of returning Impact Level II events. Then staff will consider approval of Impact Level I events. Events submitted earliest will be given priority for their preferred dates. 724
7 Review Timeline
(Returning Events)
Application Period
Opens
Last Day to
Submit Application
Parks, Recreation and
Community Resources
Advisory Commission
Review
City Council Review
Impact Level I
October 15
(for following
calendar year)
30 days prior to event n/a n/a
Impact Level II
October 15
(for following
calendar year)
90 days prior to event Beginning in
December n/a
Impact Level III July 1
(for following
calendar year)
July 30
(for following
calendar year)
September Meeting October Meeting
At the discretion of the Community Resources Manager, special event applications may be submitted for consideration after the application submittal deadline has passed, provided:
• there are unforeseeable circumstances (memorial service, team victory celebration, need for minimal marketing/advertising)
• the event does not exceed Peak Season Event Limits
• the event can still meet all of the event approval findings The Community Resources Manager and the City’s Special Events Team will participate in the review and approval of special event applications submitted after the deadline has passed. The Parks, Recreation and Community Resources Advisory Commission and City Council will receive an update on the status of events submitted after the deadlines.

Event organizers are expected to be present at the Parks, Recreation and Community Resources Advisory Commission and City Council meetings (if required) where their event is scheduled to be reviewed.

Peak Season Event Limits
To balance coastal access with beach events, the Beach, the Strand, and Pier Plaza will be limited to the following number of events during the peak summer season (Memorial Day to Labor Day – approximately 100 days over the summer):
o Maximum of 45 days used by Level III Events
o Maximum of 25 days used by Level I and II Events, and (on days not used by Level III Events) Events under a Long-Term Agreement will be categorized by their Impact Level o City Sponsored/Contracted Events will be categorized by their Impact Level The monthly number of event limits for off-peak season (Labor Day to Memorial Day) will be limited to a maximum of 15 days used by events per month. Additionally, only two events per any given day will be permitted in the City.

Simultaneous Use of North and South Volleyball Courts
One side of the North and South of Pier Volleyball courts will be required to remain open for general public use during special events occurring on weekends. An exception may be provided for events that occur at the same time as City-sponsored classes utilizing the North or South of Pier Volleyball Courts or at the discretion of the Parks, Recreation and Community Resources Advisory Commission and City Council.

Impact to Beach Tennis Courts
Any event requesting removal of the Beach Tennis Courts must provide one of the following:
• An event footprint that would allow for at least three of the permanent Beach Tennis Courts to remain for general public use; or
• Temporary Beach Tennis Courts available for general public use. o Temporary courts must remain at least 50 feet from the strand wall and shall not block beach access or hinder emergency access onto and from the beach by the Los Angeles County Lifeguards. If temporary courts are provided outside of the Commercial Zone, outside of the event footprint, it is the responsibility of the event producer to set-up and remove the courts daily as they are not permitted to remain overnight.
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8 o The City and Beach Tennis community would assist with providing the temporary poles and nets to the event producer and provide guidance for installation/removal.

Event Notifications
The Community Resources Department may require event producers to provide written notification to all residents and businesses within a 500-foot radius of the event site. The City shall provide the notice, which shall include the date and time of the event and the telephone number of the designated event representative.

Said written notice shall be provided to the surrounding residents and businesses by the event representative not less than 1 week prior to the event. Additionally, new event requests for locations outside of the Beach or downtown area, require event notifications to be posted at the event site leading up to the scheduled Public Hearing to provide the community additional notice of the proposed new event.

Pre/Post Event Meetings
Pre-event meetings and post-event walkthrough/evaluations with City staff and event producers may be required.

A “pre-event meeting” may be scheduled anytime between 3 months to several weeks prior to the actual event date as determined by City staff. The goal of this meeting is to provide information to all City Departments involved or impacted by the event. The Community Resources Department may require any event to have an “on-site meeting” prior to the event and a final site map must be presented at this time. City staff may require multiple meetings if the event details require further discussion or if additional information is requested. First-time events that expect to be recurring events may also be required to attend a “post-event meeting.” The Community Resources Department will invite representatives from other City Departments to these meetings, which are involved or affected by the event.

Permits may also specify a time for a “post-event walkthrough” where the applicant, event coordinator, or an authorized representative of the applicant is required to be present, as staff will walk through the site and assess the condition it was left in. Failure to participate in pre or post meeting events, may jeopardize your approved event or future events in Hermosa Beach.

Site Plan, Equipment, and Signage
A detailed map schematic must be submitted to move forward with the review and approval process that includes the proposed location of the event, including all temporary facilities, structures, signage, and /or equipment to be erected, ingress and egress, number and type of vehicles and whether existing structures and/or facilities are to be relocated or modified. Events requiring Building, Police, or Fire Department review, must include maps and plans that are drawn to scale.

All recreational activities and set-up of recreational equipment should remain at least 50 feet from the Strand wall. Special considerations may be made for permitted, and City approved recreational events or activities.

All event-related activities and set-up shall not block beach access or hinder emergency access onto and from the beach by the Los Angeles County Lifeguards.

All tents must remain at least 10 feet from the Strand wall.

A parking plan showing the number of public parking spaces to be occupied by the event organizers, the location of satellite parking lots to be used for attendee parking, arrangements for shuttle bus transportation, and plans for publicizing the availability of off-site public parking may be required.

Events that set up bleachers, stages higher than 2’ off the ground, fencing or other temporary structures will be subject to review and inspection prior to the start of the event. Accessibility compliance will be required for seating, bleachers or any stages higher than 2’ off the ground. Pedestrian access shall be maintained, and a layout plan may be required to ensure proper access and circulation.

Events including promotional signs/banners, a frame signs, and other signage items shall not be placed on City facilities or premises without prior written approval from the City and must include a temporary sign/banner permit and site plan.
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9 Accessibility Plan
It is the applicant’s responsibility to comply with all City, County, State and Federal disability access requirements applicable to the event, including the American with Disabilities Act (ADA). All indoor and outdoor sites, activities and programs must be accessible to persons with disabilities.

Amplified Sound
Amplified sound (Public Address system for announcements, etc.) is limited to the hours of 10:00 AM to 9:00 PM for up to a total of four hours in any day. Exceptions may be approved for special events, in conjunction with the special event approval process. Events must comply with the City Noise Ordinance HBMC 8.24 and speakers must be facing westward (towards the ocean) at all times. Event producers are required to obtain an Amplified Sound Permit if the event intends to use a loudspeaker or sound amplifying equipment for the purpose of giving instructions, directions, lectures, or transmitting music. Requests should be noted when submitting a special event application to the Community Resources Department to ensure proper coordination with the Chief of Police. The Chief of Police will consider the following in the issuance of amplified sound permits:

1. The volume and intensity of the noise, particularly as it is experienced within a residence or place of business;

2. Whether the noise is prolonged and continuous;

3. How the noise contrasts with the ambient noise level;

4. The proximity of the noise source to residential and commercial uses;

5. The time of day; and

6. The anticipated duration of the noise
Food, Beverage, or Merchandise Sales
In accordance with HBMC Section 12.20.300, the sale of food, non-alcoholic beverages, or branded merchandise from the event producer on the beach are allowed pursuant to a special event permit approved by the City Council. The sale of any other commodity, merchandise, wares, products, or service on the beach or the strand is not allowed.

Applicant is responsible for obtaining any applicable food or beverage permits. A Temporary Food Permit is required when selling, serving, giving away, or sampling food or consumable products, including water or other beverages, at a public event. Additionally, each food vendor at the event must also have a Temporary Food Permit. Different permits, policies and procedures depend on the classification and the number of days of the event. As part of the food handling requirements, applicants or event organizers are required to include public safety features in the event plans such as hand-washing sinks. The County of Los Angeles Department of Environmental Health issues food permits. It is the responsibility of the applicant to ensure all vendors have current permits.

If the sale of alcohol is included in a special event application (requests for alcohol on the beach will not be approved), approval from the City Council is required and the applicant must request authorization from the State of California Department of Alcohol Beverage Control (ABC). A copy of the ABC License must be provided to the Community Resources Department prior to the issuance of a permit. City departments may place restrictions on the way in which alcohol is managed at a proposed event.

Professional Filming
A Film/Still Photo Permit is required for any event utilizing professional filming or still photo equipment or recording or photographing of activities resulting in commercial use. Information about professional filming permits can be obtained on the City of Hermosa Beach website.

Security
City staff or law enforcement may deem an activity warrants the presence of one or more Police Officers or security personnel and the cost of such services shall be borne by the applicant. Security personnel must be licensed, in uniform and are subject to approval by the City. Proof of obtaining the required security personnel must be provided to the Community Resources Manager at least two (2) weeks prior to the event.

Portable Restrooms + Hand Sanitizing/Sink Facilities
Events may be required to provide portable restrooms and hand-sanitizing/sink facilities. The cost of such services shall be borne by the applicant. The number of portable restrooms and hand-sanitizing/sink facilities required will be determined by City staff and factors such as the event location, total duration of the event, estimated attendance (participants and spectators), season the event takes place and whether food and 727
10 beverage will be served will be considered. City staff will designate the location for any portable restrooms and hand-sanitizing/sink facilities required at the event location.

Insurance
At least ten (10) days prior to the event, applicants will provide the City with a certificate of insurance providing liability insurance with the following requirements:

Applicant agrees to furnish the City of Hermosa Beach evidence of comprehensive general liability insurance in the form of a certificate naming "the City of Hermosa Beach, its officers, agents, volunteers, and employees as additional insureds." This exact verbiage is required. Applicant shall notify the City at least thirty (30) days prior to the termination, reduction, cancellation, suspension, modification, or expiration of the policy. Notwithstanding the foregoing, Applicant shall maintain insurance coverage meeting the standards outlined in this Section at all times during the term of the activity or activities for which Applicant submitted its application, as reflected in and permitted by this Agreement. All certificates are subject to approval of the City’s Risk Manager.

Coverage shall be at least as broad as Insurance Services Form CG 00 01 covering commercial general liability on an "occurrence" basis, including property damage, bodily injury, death, and personal and advertising injury with limits no less than two million dollars ($2,000,000) per occurrence. If a general aggregate limit applies, either the general aggregate limit shall apply separately to this Agreement, or the general aggregate limit shall be twice the required occurrence limit. The City reserves the right to request greater or lesser amounts of insurance coverage.

If the use includes athletic activities, Applicant shall provide evidence of that the commercial general liability insurance includes coverage for injuries to athletic participants and participant accident insurance.

If the Applicant maintains broader coverage and/or higher limits than the minimums shown above, the City requires and shall be entitled to the broader coverage and/or the higher limits maintained. Any available insurance proceeds in excess of the specified minimum limits of insurance and coverage shall be available to the City.

Event Day Expectations
In order to immediately address any issues or changes that may arise during the course of an event, producers are responsible for:
• Providing a cell phone number upon which City staff may contact the producer • Being available on-site or providing a designated contact at all times during the event. This includes agreement that producers (or their designated contact) will not actively participate in the event. • Maintaining copies of all applicable special event permits and any other permits issued by the City of Hermosa Beach on-site during the event.

Applicable Fees
All special events are subject to an application fee, special event category fees and additional fees established by resolution of the City Council and any additional costs incurred by the City on behalf of the event. Payment of special event fees is due upon receipt. The Community Resources Manager has the discretion to revoke a permit or place a hold on processing future event applications if all applicable fees are not paid in a timely manner.

Current Fee Schedule
Event Categories Fee
Category I
• Less than 500 people
Non-profit: $2 per registrant
and roster of participants
due to City
Commercial: 70/30
split of proceeds
and roster of participants
due to City
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11 Category II
• Impacts public areas for no longer than one (1) day including set-up/tear-down • Is conducted in the off-season (not between Memorial Day and Labor Day or on any holiday)
• Participant plus spectator crowd more than 500 but less than 3,000 • Has no television coverage (except news)
• A non-profit entity is the beneficiary of the net revenues (100%) • Does not meet any of the identifying criteria for a Category III or IV event $3,169 per event day
Category III
• Impacts public areas for more than one (1) day including set-up/tear-down • Participant plus Spectator crowd does not exceed 5,000 • Has no television coverage (except news)
• Has more than $3,000 and less than $50,000 in prize money • Does not meet any of the identifying criteria for a Category IV event $3,487 per event day
Category IV
• Meets Category III Criteria and has one or more of the following:
▪ Has network television coverage
▪ Estimated participant/spectator crowds exceed 5,000 people ▪ Prize money in excess of $50,000
▪ Charges admission to spectator
▪ Gross revenues in excess of $50,000
$6,341 per event day
Additional Fees Fees
Commercial Application Fee - non-refundable $996
Non-Profit Application Fee - non-refundable $664
Pass-Thru Application Fee - non-refundable $332
Amplified Sound Permit $195
Pier Plaza Use Fee $13,272 per event day
Event Co-Sponsor $335 each
Event Set-Up/Tear-Down $300 per location, per day
Community Resources Staff $398 per day
Parking Meter Space Fee $1.25 per hour (8am-8pm)
$1.50 per hour (8pm-8am)
Depending on event details additional fees may apply due to required staffing and/or services from the City of Hermosa Beach’s Building Division, Police Department, Public Works Department and the Los Angeles County Fire Department.

Application Fees
Upon review of the special event application, City staff will follow up to the event contact to collect payment of the application fee, which will be due immediately to continue the review and approval process. This fee will not be applied to special event permit fees and is non-refundable.

Special Event Permit Fees
Events are subject to a daily permit fee based on the designated event category level.

Payment of applicable special event permit fees shall be due following event approval and must be submitted at least 10 days in advance of the scheduled event.

Additional Fees
The Community Resources Department will confirm the necessary permits during application review and will coordinate with applicants to secure permits and process fees from the appropriate City departments once the special event is approved by the appropriate review body. Additional fees may be required for:
• the use of Pier Plaza and reservation of City Facilities • installation of street banners or temporary signs
• reservation/use of public parking spaces
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12 • use of amplified sound
• use of professional filming or still photography
• presence of police, fire, community resources, or paramedic staff on site before, during or after event • application for business license
Damage Deposit
Monetary deposits, bonds and other security may be necessary to guarantee performance of all required conditions, clean-up and repair of any City property or facilities damaged as a result of the event. Events may be required to submit a deposit to cover any potential damage to City facilities. All or a portion of the deposit may be refunded upon post event inspection or sign-off by Public Works, Chief of Police, or other applicable City staff. Events will be billed for the costs to repair or replace any City property damaged as a result of the event if the damage exceeds the deposit provided.

Refund/Cancellation Policy
Once a permit is approved and issued, the special event permit and additional impact fees may be refunded when written notice is given to the Community Resources Department at least two weeks prior to the event date and provided that no staff services are incurred. If rain is predicted and the decision is made to cancel within two weeks prior to the event, no monetary refund will be given but City staff will work with event producers to re-schedule events to another available date.

Compliance
Environmental Requirements
All events will be required to submit an environmental protection plan showing proposed compliance to reduce environmental impacts as part of the application form. Such measures may include, but shall not be limited to:
• Waste recycling and reduction
• Energy efficiency
• Protection of the marine environment
• Community education opportunities
• Monitoring and reporting compliance with the environmental protection plan Applicable Codes + Regulations
The City of Hermosa Beach Municipal Code governs the approval, review, and enforcement of special events.

The Special Event Policy rules and regulations must be strictly adhered to and all pertinent City Ordinances shall be enforced. The sections of the Hermosa Beach Municipal Code relevant to special events include:

Title 8 – Health and Safety

8.24 Noise Control

8.64 Ban on Polystyrene Food Service Ware
Title 9 – Public Peace Morals and Welfare

9.28 Parties, Events and Gatherings on Private Property Title 10 – Vehicles and Traffic

10.28 Loading and Unloading

10.32 Stopping, Standing and Parking
Title 12 Street, Sidewalks and Public Places

12.20 Beach and Strand Regulations

12.24 Municipal Pier
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13 12.28 Parks, Playgrounds and Other Public Areas

12.30 Special Events on Public Property
Fee Waivers
To support qualifying organizations, the City provides special event fee waiver grant opportunities to assist in its success by relieving the financial burden associated with the cost of the City’s special event fees. The Special Event Fee Waiver Grant Policy is intended for those events required to complete the annual special event application filing, review, and approval process. Events and organizations that qualify for a long-term agreement or in a City Contract are not bound to the terms of this policy.

Funding Limits
The Parks, Recreation and Community Resources Advisory Commission (Commission) awards grant funding for qualified organizations that have received approval to hold their event in the City of Hermosa Beach. The annual award limit of the Special Event Fee Waiver Grant is approved by the City Council each fall for the upcoming calendar year. Grants will be awarded up to a maximum of $2,500 per event or a 50% reduction of indirect City special event fees, whichever is the lesser amount.

Awards may only be used toward indirect special event fees charged by the City; direct costs are not eligible for consideration of this grant and organizations are required to pay those in full. A fee worksheet is included in the Fee Waiver Grant Application that further outlines those fees eligible under this grant. The minimum amount of requested special event fee waiver grants must total at least $250.

Eligibility
In order to be eligible to apply for a Special Event Fee Waiver Grant, the special event must be a returning event to the City and have been successfully approved through its applicable approval process as outlined in the Special Event Policy Guide. Fee waivers will not be considered for new events or events taking place during the Peak Season between Memorial Day and Labor Day. Following approval of a special event, a completed Special Event Fee Waiver Grant Application is required to be submitted to the Community Resources Department at least 60 days prior to the event. Following a review to ensure the completeness of the application, the request will be included on an upcoming meeting of the Commission for its formal review and determination of grant award.

Fee waivers may be granted when the Commission determines that the event is of significant value to the community or to a significant portion of its residents. The organization producing the event must meet the following criteria:
1) An organization that is not delinquent on city permits or fees. 2) The organization and/or event can demonstrate:
a. A community benefit; or
b. A positive economic impact as a result of the event.

Applicants will be requested to demonstrate the following:
• A financial need or other economic justification to be considered for a Fee Waiver Grant; • A positive community benefit through the organization or its event by meeting at least two of the following criteria:
a. The organization and/or event serves, involves, and/or promotes Hermosa Beach, its residents, schools, and/or businesses;
b. The organization and/or event can demonstrate broad community support and sponsorship; c. The event appeals to a wide segment of community members; d. The organization and/or event enhances the quality of life to the Hermosa Beach community; offering recreational, cultural, social, and or and/or educational activities of interest to the community;
e. The organization can demonstrate a commitment to supporting the City’s active and healthy lifestyle as a result of the event; and/or
f. The organization/and or event addresses an unmet community need. • A positive economic impact as a result of the event by providing the following information:
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14 a. If the event is consecutive days, data indicating the total number of participants that utilize overnight lodging in the City of Hermosa Beach; and
b. Data indicating the participants spending in Hermosa Beach during the duration of the event at any of the businesses in the City of Hermosa Beach.

Additionally, applicants must be able to fully fund their event should they not receive a fee waiver grant and may not be dependent on the fee waiver grant to determine their ability to hold the event.

Events specifically prohibited from receiving a fee waiver grant include those events that:
• Promote, advocate or advance a political message or belief. • Projects or organizations who have unsatisfactorily fulfilled its obligations from previous fee waiver grants.

Approval
The five (5) member Commission is tasked with reviewing and determining the level of Special Event Fee Waiver Grant award at one of their regular meetings held on the first Tuesday of each month beginning at 7:00pm.

Consideration will include careful review of:
• Special Event Fee Waiver Grant Application.
• Community Benefit Form
• Economic Impact Report
• Successful fulfillment of previously awarded grant obligations.

The Commission’s decision to deny grant funding for specific events is appealable by the City Council. The City Council will not consider additional fee waiver considerations in addition to the maximum award amounts allowable through the Special Event Fee Waiver Grant program.

Obligations
Organization receiving grant funding through the Special Event Fee Waiver Grant program will be required to complete the following:
• A formal presentation to the Parks, Recreation and Community Resources Advisory Commission at one of its regular meetings no more than 60-days following the event. The presentation shall include discussion of:
o Number of attendees.
o Beneficiary of funds raised by the event (if applicable). o Overview of event budget and financial outlook.
o Overview of the community benefit and/or positive economic impact to the City of Hermosa Beach.

Disqualification
Failure to complete these requirements in accordance with this policy shall automatically disqualify the organization from submitting a future request to receive a Special Event Fee Waiver Grant for the remainder of the current calendar year plus one additional year.

If any information submitted as part of the Special Event Fee Waiver Grant is found to be fraudulent, event approvals already granted for the remainder of the calendar year will be automatically revoked. While the organization will be permitted to reapply for approval of event(s) in the following calendar year, it will no longer be eligible to apply for Special Event Fee Waiver Grants.

Long-term Agreements
The City of Hermosa Beach recognizes the value in hosting a variety of beloved community events that help create a balanced and enjoyable events calendar for its residents. To support and develop a long-term approach to the scheduling of events, eligible events can qualify for a long-term agreement (LTA) with the City.

Eligibility
In order for an organization to be eligible for consideration of a long-term agreement, the event(s) must meet at least three of the following:
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15 □ The event(s) must qualify as an Impact Level II or III (per the Impact Worksheet), and at least one of the following:
o Have a combined estimated total of 5,000 people in attendance; or o The event must be at least two (2) consecutive days (including setup and teardown). □ Have held its event in Hermosa Beach for at least three consecutive years □ The event must be produced by an organization that serves, involves, and/or promotes Hermosa Beach’s coastal lifestyle, its residents, schools, and/or businesses; and □ The organization or event producer must be able to demonstrate how its programs (outside of those provided at the event) provide a positive impact to the City including enhancements to quality of life to the Hermosa Beach community; or the offering of recreational, cultural, social, and/or educational activities of interest to the community.
□ The event can demonstrate:
o A community benefit; or
o A positive economic impact as a result of the event.

Applicants will be requested to demonstrate a positive community benefit through the organization or its event by meeting at least two of the following criteria:
□ The organization and/or event serves, involves, and/or promotes Hermosa Beach, its residents, schools, and/or businesses;
□ The organization and/or event can demonstrate broad community support and sponsorship; □ The event appeals to a wide segment of community members; □ The organization and/or event enhances the quality of life to the Hermosa Beach community; offering recreational, cultural, social, and or and/or educational activities of interest to the community;
□ The organization can demonstrate a commitment to supporting the City’s active and healthy lifestyle as a result of the event; and/or
□ The organization/and or event addresses an unmet community need.

Applicants will be requested to demonstrate a positive economic impact as a result of the event by providing the following information:
• If the event is consecutive days, data indicating the total number of participants that utilize overnight lodging in the City of Hermosa Beach; and
• Data indicating the participants spending in Hermosa Beach during the duration of the event at any of the businesses in the City of Hermosa Beach.

Upon request of an organization whose event does not satisfy one or more of the above eligibility criteria, the City Council may at a regular Council meeting authorize such organization to apply for an LTA where its event provides a demonstrable or differentiated benefit to the community or a service that the City would otherwise be unable to provide.

Term Limits
LTA’s shall be for no less than two (2) years but shall not exceed a maximum of three (3) years unless otherwise determined by the City Council.

Procedures
The following steps are required to guide the development and implementation of an LTA:

1. Submittal of an LTA Application and corresponding letter to the Community Resources Department demonstrating how the organization meets the criteria.

2. Review and recommendation for City Council approval by the Parks, Recreation and Community Resources Advisory Commission.

3. Review and approval by the City Council to begin LTA negotiations with staff.

4. LTA negotiations and development.

5. Presentation of the final LTA to the City Council for approval. 733
16 Obligations
Organizations whose event(s) are approved through an LTA are required to provide a formal presentation to the Commission at one of its regular monthly meetings no more than 60-days prior AND 60-days following its event(s). The pre-event presentation shall include a general event overview including anticipated number of attendees; an overview of the event footprint and individualized setup; and its anticipated impact(s) to the community, etc. The post-event presentation shall include a general overview including the actual number of attendees; actual impact(s) to the community; and any event struggles and successes, et 734
735

TENTATIVE
2023 SPECIAL EVENTS

CALENDAR
City of Hermosa Beach
Community Resources Department
710 Pier Avenue, Hermosa Beach, CA 90254
(310) 318-0280
[email protected]
736
Sun Mon Tue Wed Thu Fri Sat
1 2 3 4 5 6 7
8 9 10 11 12 13 14
15 16
AAU Southern Pacific
Grand Prix Series
North Volleyball Courts
17 18 19 20 21
SCVA Winter Series
North Volleyball Courts
22 23 24 25 26 27 28
AAU Southern Pacific
Grand Prix Series
North Volleyball Courts
Sidewalk Sale
Hermosa Avenue, Pier Avenue &
Pier Plaza
Impact Level II
29 Sidewalk Sale
Hermosa Avenue, Pier
Avenue & Pier Plaza
Impact Level II
30 31
January 2023
Impact Level I
Impact Level II
Impact Level III
Long-term Agreement
City Hosted or City Contracted Event
737
Sun Mon Tue Wed Thu Fri Sat
1 2 3 4
AAU Southern Pacific
Grand Prix Series
North Volleyball Courts
5 6 7 8 9 10 11
SCVA Winter Series
North Volleyball Courts
12 13 14 15 16 17 18
19 20 21 22 23 24 25
26 AAU Southern Pacific
Grand Prix Series
North Volleyball Courts
27 28
February 2023
Impact Level I
Impact Level II
Impact Level III
Long-term Agreement
City Hosted or City Contracted Event
738
Sun Mon Tue Wed Thu Fri Sat
1 2
Beach Tennis
Tournaments
Beach Tennis Courts
(Load-in)
3 Beach Tennis
Tournaments
Beach Tennis Courts
4 HBLL Opening Day
Clark Field
Impact Level II
Beach Tennis
Tournaments
Beach Tennis Courts
5 Beach Tennis
Tournaments
Beach Tennis Courts
6 RUHS Girls Beach
Volleyball Matches
North Volleyball Courts
(PENDING APPROVAL)
7 8 9 10 11 St. Patrick’s Day
Parade
Downtown
Impact Level III
12 AAU Southern Pacific
Grand Prix Series
North Volleyball Courts
13 14 RUHS Girls Beach
Volleyball Matches
North Volleyball Courts
(PENDING APPROVAL)
15 16 17 RUHS Girls Beach
Volleyball Matches
North Volleyball Courts
(PENDING APPROVAL)
18 State of the Art
Cypress Ave. & 6th St.

SCVA Spring
Championships Tournament
North Volleyball Courts
19 20 21
RUHS Girls Beach
Volleyball Matches
North Volleyball Courts
(PENDING APPROVAL)
22 23
RUHS Girls Beach
Volleyball Matches
North Volleyball Courts
(PENDING APPROVAL)
24 Hearts of Hermosa
Community Center
(load-in)
Impact Level III
25 Hearts of Hermosa
Community Center
Impact Level III
SoCal Beach Foundation
North Volleyball Courts
26 Hearts of Hermosa
Community Center
(load-out)
Impact Level III
CBVA
North Volleyball Courts
27 28 29 30
)
31 March 2023
Impact Level I
Impact Level II
Impact Level III
Long-term Agreement
City Hosted or City Contracted Event
739
Sun Mon Tue Wed Thu Fri Sat
1 AAU Southern Pacific
Grand Prix Series
North Volleyball Courts
2 3
RUHS Girls Beach
Volleyball Matches
North Volleyball Courts
(PENDING APPROVAL)
4 RUHS Girls Beach
Volleyball Matches
North Volleyball Courts
(PENDING APPROVAL)
5 6
RUHS Girls Beach
Volleyball Matches
North Volleyball Courts
(PENDING APPROVAL)
7 8 AAU Southern Pacific
Grand Prix Series
North Volleyball Courts
You Are Enough 5K
Strand (North of Pier) &
Schumacher Plaza
(PENDING APPROVAL)
9 Easter Sunrise Mass
South of Pier
Hope Chapel
Sunrise Service
Pier Plaza
10 11 12 13 Beach Tennis
Tournaments
Beach Tennis Courts
(Load-in)
14 Beach Tennis
Tournaments
Beach Tennis Courts
15 Beach Tennis Tournaments
Beach Tennis Courts
CBVA
North Volleyball Courts
16 Beach Tennis
Tournaments
Beach Tennis Courts
17 18 19 20 21 Surfers Walk of Fame
Kick-off Party
Community Theatre
impact Level II
22 Surfer’s Walk of Fame
Spyder Surf Fest
Pier Plaza
Impact Level III
Waterman's South Bay
Surf Series Contest
South of Pier
23 AAU Southern Pacific
Grand Prix Series
North Volleyball Courts
24 25 26 27 28 29 Night at the Ballpark
Clark Field
Impact Level II
Dolphin Dash
Strand (North of Pier) &
Schumacher Plaza
30 April 2023
Impact Level I
Impact Level II
Impact Level III
Long-term Agreement
City Hosted or City Contracted Event
740
Sun Mon Tue Wed Thu Fri Sat
1 2 3 4 5 6 Endless Summer
Classic Car Show
Schumacher Plaza &
Pier Plaza
Impact Level II
Pets in the Park
Valley Park
Impact Level II
7 AAU Southern Pacific
Grand Prix Series
North Volleyball Courts
8 9 10 11 12 13
SoCal Beach Foundation
North Volleyball Courts
14 AAU Southern Pacific
Grand Prix Series
North Volleyball Courts
15 16 17 18 19 20 Best Day Foundation
Beach Day
South of Pier
Impact Level II
AAU Southern Pacific
Grand Prix Series
North Volleyball Courts
21 Best Day Foundation
Beach Day
South of Pier
Impact Level II
CBVA
North Volleyball Courts
22 23 24 25 26 Fiesta Hermosa
Downtown
(Load-in)
Impact Level III
27 Fiesta Hermosa
Downtown
Impact Level III
CBVA
Volleyball Tournament
North Volleyball Courts
(PENDING APPROVAL)
28 Fiesta Hermosa
Downtown
Impact Level III
CBVA
Volleyball Tournament
North Volleyball Courts
(PENDING APPROVAL)
29 Fiesta Hermosa
Downtown
Impact Level III
CBVA
Volleyball Tournament
North Volleyball Courts
(PENDING APPROVAL)
30 31
May 2023
Impact Level I
Impact Level II
Impact Level III
Long-term Agreement
City Hosted or City Contracted Event
741
Sun Mon Tue Wed Thu Fri Sat
1 2 Beach Tennis
Tournaments
Beach Tennis Courts
(Load-in)
3 Beach Tennis
Tournaments
Beach Tennis Courts
South Bay Paddle
South of Pier
4 Beach Tennis
Tournaments
Beach Tennis Courts
Hermosa Beach
Little League Closing Day
Clark Field
Impact Level II
5 6 7 8 9 Fine Arts Festival
Community Center Lawn
(Load-in)
Impact Level III
10 Fine Arts Festival
Community Center Lawn
Impact Level III
11 Fine Arts Festival
Community Center Lawn
Impact Level III
12 13 14 15 16 17
18 19 20 21 22 23 24
Nothing Weekend
25 Nothing Weekend
26 27 28 AVP
North & South
Volleyball Courts
(Load-in)
Impact Level III
29 AVP
North & South
Volleyball Courts
(Load-in)
Impact Level III
30 AVP
North & South
Volleyball Courts
(Load-in)
Impact Level III
June 2023
Impact Level I
Impact Level II
Impact Level III
Long-term Agreement
City Hosted or City Contracted Event
742
Sun Mon Tue Wed Thu Fri Sat
1 AVP
North & South
Volleyball Courts &
Beach Tennis Courts
(Load-in)
Impact Level III
2 AVP
North & South
Volleyball Courts &
Beach Tennis Courts
(Load-in)
Impact Level III
3 AVP
North & South
Volleyball Courts &
Beach Tennis Courts
(Load-in)
Impact Level III
4 AVP
North & South
Volleyball Courts &
Beach Tennis Courts
(Load-in)
Impact Level III
5 AVP
North & South
Volleyball Courts &
Beach Tennis Courts
Impact Level III
6 AVP
North & South
Volleyball Courts &
Beach Tennis Courts
Impact Level III
7 AVP
North & South
Volleyball Courts &
Beach Tennis Courts
Impact Level III
8 AVP
North & South
Volleyball Courts &
Beach Tennis Courts
Impact Level III
9 AVP
North & South
Volleyball Courts &
Beach Tennis Courts
Impact Level III
10 AVP
North & South
Volleyball Courts &
Beach Tennis Courts
(Load-out)
Impact Level III
11 AVP
North & South
Volleyball Courts &
Beach Tennis Courts
(Load-out)
Impact Level III
12 AVP
North & South
Volleyball Courts &
Beach Tennis Courts
(Load-out)
Impact Level III
Shakespeare by the Sea
Valley Park
Impact Level I
13 JVA & BVCA
National Championships
North & South
Volleyball Courts
(Load-in)
Shakespeare by the Sea
Valley Park
Impact Level I
14 JVA & BVCA
National Championships
North & South
Volleyball Courts &
Beach Tennis Courts
15 JVA & BVCA
National Championships
North & South
Volleyball Courts &
Beach Tennis Courts
16 JVA & BVCA
National Championships
North & South
Volleyball Courts &
Beach Tennis Courts
17 JVA & BVCA
National Championships
North & South
Volleyball Courts &
Beach Tennis Courts
18 JVA & BVCA
National Championships
North & South
Volleyball Courts &
Beach Tennis Courts
19 AAU Junior National
Championships
North & South
Volleyball Courts &
Beach Tennis Courts
(Load-in)
20 AAU Junior National
Championships
North & South
Volleyball Courts &
Beach Tennis Courts
21 AAU Junior National
Championships
North & South
Volleyball Courts &
Beach Tennis Courts
22 AAU Junior National
Championships
North & South
Volleyball Courts &
Beach Tennis Courts
23 AAU Junior National
Championships
North & South
Volleyball Courts &
Beach Tennis Courts
24 AAU Junior National
Championships
North & South
Volleyball Courts &
Beach Tennis Courts
25 AAU Junior National
Championships
North & South
Volleyball Courts &
Beach Tennis Courts
26 AAU Junior National
Championships
North & South
Volleyball Courts &
Beach Tennis Courts
(Load-out)
27 28 29
SmackFest
South Volleyball Courts
30 31
July 2023
Impact Level I
Impact Level II
Impact Level III
Long-term Agreement
City Hosted or City Contracted Event
743
Sun Mon Tue Wed Thu Fri Sat
1 2 International
Surf Festival
North & South of Pier
(Load-in)
Impact Level III
3 International
Surf Festival
North & South of Pier
(Load-in)
Impact Level III
4 International
Surf Festival
North & South of Pier
Impact Level III
5 International
Surf Festival
North & South of Pier &
North Volleyball Courts (CBVA)
Impact Level III
Sidewalk Sale
Hermosa Avenue, Pier Avenue &
Pier Plaza
Impact Level III
6 International
Surf Festival
North & South of Pier
Impact Level III
Sidewalk Sale
Hermosa Avenue, Pier
Avenue & Pier Plaza
Impact Level III
7 International
Surf Festival
North & South of Pier
(Load-out)
Impact Level III
8 9 10 11 Triathlon
Downtown
(Load-in)
12 Triathlon
Downtown
(Load-in)
Glow Ride for Cystic Fibrosis
Strand (North of Pier)
(PENDING APPROVAL)
13 Triathlon
Downtown
CBVA
North Volleyball Courts
14 15 16 17 18 Beach Tennis
Tournaments
Beach Tennis Courts
(Load-in)
19 Beach Tennis
Tournaments
Beach Tennis Courts
20 Beach Tennis
Tournaments
Beach Tennis Courts
21 22 23 24 25 26
Nothing Weekend
27 Nothing Weekend
28 29 30 31
August 2023
Impact Level I
Impact Level II
Impact Level III
Long-term Agreement
City Hosted or City Contracted Event
744
September 2023
Impact Level I
Impact Level II
Impact Level III
Long-term Agreement
City Hosted or City Contracted Event
Sun Mon Tue Wed Thu Fri Sat
1 2
CBVA
Volleyball Tournament
North Volleyball Courts
(PENDING APPROVAL)
3 CBVA
Volleyball Tournament
North Volleyball Courts
(PENDING APPROVAL)
4 5 6 7 8 Movies at the Beach
South of Pier
(Load-in)
Impact Level III
9 Best Day Foundation
Beach Day
South of Pier
Impact Level II
Movies at the Beach
South of Pier
Impact Level III
10 Best Day Foundation
Beach Day
South of Pier
Impact Level II
11 12 13 14 15 16 Coastal
Cleanup Day
Schumacher Plaza,
North and South of Pier
Impact Level I
Hermosa Harmony Festival
South of the Pier
17 18 19 20 21 22 Movies at the Beach
South of Pier
(Load-in)
Impact Level III
23 Movies at the Beach
South of Pier
Impact Level III
24 25 26 27 28 29 30 AAU Southern Pacific
Grand Prix Series
North Volleyball Courts
Locale 90254
Hermosa Avenue, & Lot A
Impact Level III
745
Sun Mon Tue Wed Thu Fri Sat
1 Locale 90254
Hermosa Avenue, & Lot A
Impact Level III
2 3 4 5 6 7
AAU Southern Pacific
Grand Prix Series
North Volleyball Courts
Walk for Alzheimer’s
Strand (North of Pier) &
Pier Plaza
8 9 10 11 12 13 Beach Tennis
Tournaments
Beach Tennis Courts
(Load-in)
Community Movie Night
Community Center
Impact Level I
14 Pumpkins in the Park
Edith Rodway Park
Impact Level II
Beach Tennis
Tournaments
Beach Tennis Courts
15 Beach Tennis
Tournaments
Beach Tennis Courts
16 17 18 19 20 21
Volley4Sound
North Volleyball Courts
22 23 24 25 26 27 Beach Tennis
Tournaments
Beach Tennis Courts
(Load-in)
28 Beach Tennis
Tournament
Beach Tennis Courts

29 Skechers Pier to Pier
Friendship Walk
Strand (North of Pier) &
Pier Plaza
Beach Tennis
Tournaments
Beach Tennis Courts
30 31
October 2023
Impact Level I
Impact Level II
Impact Level III
Long-term Agreement
City Hosted or City Contracted Event
746
Sun Mon Tue Wed Thu Fri Sat
1 2 3 4
Sandy Sauté
North of the Pier
5 AAU Southern Pacific
Grand Prix Series
North Volleyball Courts
6 7 8 9 10 11 Veterans Day
Wreath Laying
Ceremony
Community Center
East Lawn
Impact Level II
12 13 14 15 16 17 Hermosa for the Holidays
Downtown
Impact Level III
Community Movie Night
Community Center
Impact Level I
18 Hermosa for the Holidays
Downtown
Impact Level III
AAU Southern Pacific
Grand Prix Series
North Volleyball Courts
19 Hermosa for the Holidays
Downtown
Impact Level III
20 21 22 23 24 25
26 27 28 29 30
November 2023
Impact Level I
Impact Level II
Impact Level III
Long-term Agreement
City Hosted or City Contracted Event
747
Sun Mon Tue Wed Thu Fri Sat
1 2 Sand Snowman
Contest
North of Pier
Impact Level I
3 4 5 6 7 8 9 California Great
Santa Stroll
Strand (North of Pier) &
Pier Plaza
10 Community
Chanukah Celebration
Pier Plaza &
Greenwood Park
Impact Level II
AAU Southern Pacific
Grand Prix Series
North Volleyball Courts
11 12 13 14 15 16
17 18 19 20 21 22 23
24 25 26
AAU Southern Pacific
Grand Prix Series
North Volleyball Courts
27 28 29 30
31 December 2023
Impact Level I
Impact Level II
Impact Level III
Long-term Agreement
City Hosted or City Contracted Event
748
Off-Season Monthly Events
(Labor Day – Memorial Day) # of Special Event Days # of Days Available(out of 15) January 4 11
February 3 12
March 15 0
April 14 2
May (through May 28) 9 6
September (from September 5) 7 8
October 9 7
November 6 9
December 4 11
Peak Season (Memorial Day: May 29 2023– Labor Day: September 4, 2023) # of Special Event Days on the Beach/Strand/Pier Plaza Level I & II Event Days
(not on Level III Event Days)
& City Sponsored/Contracted
(not on Level III, II or I Event Days)
(Maximum of 25)
Level III Event Days
(Maximum of 45) Total # of Event Days
(out of 70 total)
7 41 48
Peak Season Event Limits:

To balance coastal access with events, events on the Beach, Strand and Pier Plaza will be limited to the following number of events during the peak summer season (Memorial Day to Labor Day – approximately 100 days over the summer):
o Maximum of 45 days used by Level III Events
o Maximum of 25 days used by Level I and II Events, and City Sponsored/Contracted Events (on days not used by Level III Events) City Sponsored or City Contracted Events, and Long-term Agreement Events are categorized by their Impact Level 749
1 2023
City of Hermosa Beach
Special Event Permit Application Overview
Event Title: Redondo Union High School (RUHS) Girls Beach Volleyball Matches Impact Level: II
Proposed Event Dates: Monday, March 6; Tuesday, March 14; Friday, March 17; Tuesday, March 21; Thursday, March 23; Monday, April 3; Tuesday, April 4 and Thursday, April 6 Applicant Name: Mark Paaluhi
Organization Name: Redondo Union HS (RUHS)
Non-Profit: NO/YES
Event Time: Event: 3:00-5:00 PM
Event Summary: RUHS would like to host high school beach volleyball competitions versus other schools Returning Event: NO/YES
Event Location (Site Map Attached): Volleyball Courts north of Pier Estimated Number of Participants per Day: 20
Estimated Number of Spectators per Day: 10
Age of Participants: Youth under 18 years of age
Participant Fee: None
Parking: None
Amplified Sound: None
Generator(s): None
Fenced Area(s): None
Stage(s), Structure(s) or Tent(s): None
Security: None
Sponsor(s): None
Applicable Fees:

Application (Commercial) $924
750
1 2023
City of Hermosa Beach
Special Event Permit Application Overview
Event Title: You are Enough 5K
Impact Level: II
Proposed Event Dates: Saturday, April 8
Applicant Name: Cathy Caplener
Organization Name: Giving Purpose Organization
Non-Profit: NO/YES
Event Time: Load-in: 6:00-9:00am, Event: 9:00-12:00pm, Load-out: 12:00-2:00pm Event Summary: A 5K walk/run from Hermosa Beach Pier to the Manhattan Beach Pier and back to raise awareness for mental health.

Returning Event: NO/YES
Event Location (Site Map Attached): The Strand north of Pier and Schumacher Plaza.

Estimated Number of Participants per Day: 500
Estimated Number of Spectators per Day: 100
Age of Participants: All Ages
Participant Fee: $40 per participant
Parking: None
Amplified Sound: Yes, for announcements
Generator(s): None
Fenced Area(s): None
Stage(s), Structure(s) or Tent(s): None
Security: No. (Volunteers will be present to manage participants) Sponsor(s): Yes
Applicable Fees:

Application (Non-Profit) $616
Category I (Non-Profit) $2 per participant due to the City with roster of participants Amplified Sound Permit $181
Event Co-sponsor $311 (each)
*Additional fees may apply due to required staffing and/or services from the City of Hermosa Beach’s Community Resources Department, Building Division, Public Works Department and the Los Angeles County Fire Department 751
City of Hermosa Beach
Staff Report
City Hall
1315 Valley Drive
Hermosa Beach, CA 90254
Staff Report
REPORT 23-0111
Honorable Mayor and Members of the Hermosa Beach City Council Regular Meeting of February 28, 2023

PUBLIC HEARING TO DISCUSS AND CONSIDER CHANGES TO

RESIDENTIAL PARKING PERMITS, EMPLOYEE PARKING

PERMITS, AND PARKING METER AND PARKING LOT RATES
(Finance Director Viki Copeland)
Recommended Action:

Staff recommends City Council:

1. Hold a Public Hearing to discuss and consider changes to the following parking program elements:
a) the residential parking permit program and fees;
b) employee permit program; and
c) hourly parking meter and parking lot rates;

2. Adopt resolution (Attachment 1) entitled “A Resolution of the City Council of the City of Hermosa Beach, California, Taking the Following Actions: 1) limiting the number or residential parking permits to be issued to each residence; and 2) increasing the fee for residential parking permits; and

3. Introduce on first reading an ordinance (Attachment 2) entitled “An Ordinance of the City Council of the City of Hermosa Beach, California Increasing Parking Meter Rates and Finding the Same Exempt from the California Environmental Quality Act”.

Executive Summary:

Considering the recommendations included in the 2019 Coastal Zone Parking Management Study and City Council discussion and recommendations at its January 31, 2022 Parking Study Session, staff presents this item to hold a public hearing and consider changes to parking program elements including: residential parking permit program; employee permit program, and hourly parking lot meter and parking lot rates. An item to consider an increase to parking violation citation fees, which was noticed to be included in this public hearing, will instead be brought back to Council at a future meeting. The sale of 2023 residential and employee parking passes was postponed to allow City Council to consider parking rate adjustments prior to the opening of the 2023 parking pass sales.

Background:

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Staff Report
REPORT 23-0111
The Parking Management Study and Recommended Parking Standards for the Coastal Zone (Parking Study) was accepted by the City Council in late 2019, including 12 recommendations with actions to be completed (Attachment 3). Many of these recommendations have been in progress and Council conducted a comprehensive review at its January 31, 2022 meeting. The Parking Study is part of the City’s efforts to achieve full certification of a Local Coastal Program fully funded through a grant from the California Coastal Commission. The City submitted the study recommendations, along with the Mobility Element in October 2021, as a first step in the City’s efforts to have a fully certified Local Coastal Program with the Coastal Commission.

Given the complexity of the recommendations in the Parking Study, staff has presented several discussions to the City Council over the past three years. During these discussions, the City Council has provided direction to staff on specific aspects of City parking projects. At its January 31, 2022 meeting, the City Council held a parking study session to review and discuss the status and priorities of the 12 recommendations in the Parking Management Study and challenges of coordinating these efforts with goals of Plan Hermosa and the City’s efforts to certify a Local Coastal Program, Attachment 4, with the Coastal Commission. Following its discussion and deliberations, the City Council directed staff to move forward with the sale of the renewal of the 2022-2023 residential and employee parking permits; place an item on a future agenda to enable Council to consider a fee increase; and restrict the of out-of-state vehicles except for active military.

Past City Council Actions
Meeting Date Description
June 6, 2018 The City Council held a Budget Workshop, with a Five-Year Financial Forecast, including recommendations for
increased citation fines. At that time, the City Council requested a survey for all parking violations.

December 17, 2019 The City Council accepted the Coastal Zone Parking Assessment Study recommendations; directed staff to return to Council and the applicable City Commissions with the related implementation actions for each of the near-term recommendations; and directed staff to incorporate the
policy recommendations into the Draft Local Coastal
Program and, if appropriate, draft an amendment to the
City’s Coastal Development Permit for the Preferential
Parking Program and Remote Beach Park and Ride System.

September 14, 2021 The City Council approved amending and updating the City’s Certified Coastal Land Use Plan, focused on the
Mobility Element, and authorized submittal to the California Coastal Commission
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Meeting Date Description
June 6, 2018 The City Council held a Budget Workshop, with a Five-Year Financial Forecast, including recommendations for
increased citation fines. At that time, the City Council requested a survey for all parking violations.

December 17, 2019 The City Council accepted the Coastal Zone Parking Assessment Study recommendations; directed staff to return to Council and the applicable City Commissions with the related implementation actions for each of the near-term recommendations; and directed staff to incorporate the
policy recommendations into the Draft Local Coastal
Program and, if appropriate, draft an amendment to the
City’s Coastal Development Permit for the Preferential
Parking Program and Remote Beach Park and Ride System.

September 14, 2021 The City Council approved amending and updating the City’s Certified Coastal Land Use Plan, focused on the
Mobility Element, and authorized submittal to the California Coastal Commission.

September 28, 2021 The City Council requested that City Parking Programs and Parking Management be discussed at a future meeting.

January 31, 2022 The City Council reviewed and discussed the status and priorities of the 12 recommendations in the Parking
Management Study and challenges of coordinating these
efforts with goals of Plan Hermosa and the City’s efforts to certify a Local Coastal Program with the Coastal
Commission. Council directed staff to move forward with the sale of the renewal of the 2022–2023 residential and
employee parking permits; place an item on a future agenda to enable Council to consider a fee increase; and restrict the out-of-state vehicles except for active military.

November 3, 2022 The City Council awarded a contract for mobile parking payment systems (Pay-By-App) to ParkMobile, LLC and
directed staff to explore opportunities to utilize the system to provide real-tome parking availability information to the public.

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Staff Report
REPORT 23-0111
Electric Vehicle (EV) Charging Spaces
The City maintains a network of 35 free and publicly accessible charging stations and covers the cost of the equipment, electricity, and maintenance. Three levels of charging are offered, including Level 1 (Standard 120 volts (V)), Level 2 (up to 240V), and Level 3 (DC Fast Charging).

All Level 2 stations in Hermosa Beach are currently available for free charging up to two hours. The Level 3 station, located on the top floor of Lot C Downtown parking structure, currently requires payment to charge. Payment at Level 3 stations is made directly to the vendor, EVgo, and does not represent revenue to the City. Separate from the free charging, EV stations located in Lot A and Lot C parking structure require customers to pay for the cost of parking at the standard rate of $1.25 to $1.50 per hour. All other City EV City charging stations do not require a fee for parking.

In April 2010, the City Council authorized the waiver of parking meter fees at silver post meters for 100 percent alternative fuel vehicles and the provision of complimentary electric vehicle charging at most stations throughout the City, as mentioned above. This was re-authorized by Council in November 2019 but, due in part to the dramatic increase in demand for EV parking and charging and the growing prevalence of electric vehicles, the City Council suspended this and all electric vehicle charging incentives at its November 29, 2022 meeting. The payment of parking meter fees at silver post meters was reinstated following a reasonable notification and warning period.

At its November 29, 2022 meeting, the City Council also directed staff to implement the charging of fees at public EV chargers. Staff is currently working to implement these changes including working with vendors to assess fee payment options, install meters where needed, and develop communications plans to inform the community. Full implementation is estimated by Summer 2023.

Analysis:

Residential Parking Permit Program
In 1984, the City of Hermosa Beach applied for, and was granted, permission by the California Coastal Commission to establish a preferential parking permit program in conjunction with remote beach parking locations and a park and ride shuttle system. The permit was most recently amended in 2004 (Attachment 5).

The preferential parking permit program was developed to discourage oversaturation of the City’s downtown and coastal parking, to provide free long-term parking at remote locations, and to allow residents within the impacted area to park beyond the one-hour time restrictions or without having to pay the meter at yellow pole/cap meters. The impacted area is bound by the North and South City boundaries; by the Strand on the west; and by Loma Drive, Park Avenue, or Morningside Drive on the east. Parking spaces on the west side of Cypress Avenue between 11th Street and Pier Avenue are also included.

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Annual residential parking permits currently cost $40 each. One non-transferrable sticker per vehicle with California registration to a Hermosa Beach residence and one transferrable guest permit per residence may be purchased. Residential parking permits allow parking at 24-hour meters without paying the meter, or in one-hour residential zones without time limits for up to 72 hours.

Residents living in the area where one-hour restricted zones are enforced during the summer must have a new residential parking permit displayed by May 15th. The one-hour restricted zones run from Herondo Street to 6th Street, from 16th Street to the north boundary and from the ocean to Loma Drive, Park Avenue, or Morningside Drive. Enforcement continues through September 15th. Permits are not valid at the 2-hour meters.

Other requirements and permits related to the Residential Parking Permit Program are shown in the table below:

Residential Parking Program
Permit Types Permit Description
Residential Parking
Permit/ Guest
Permit
One non transferable sticker and one transferable guest parking permit may be issued for each legally established dwelling unit in the Impacted Area.

Proof of residence and a valid California vehicle registration at that address is required. A replacement permit may be issued for a $3 fee if the permit holder can provide satisfactory proof that said permit has been destroyed or stolen.

Owners Guest
Permit
Any legal owner of rental property in the impacted area may have the option of purchasing one guest parking permit for each legally established unit. Such permit to be controlled by the legal owner.

Temporary One-Day
Event Permit
Permit holders can purchase a maximum of twenty permits for any one event. A maximum of five requests may be made annually. The first five one-day event permits are $1 each with a maximum charge of $5 per single event.

The last fee increase for Residential and Guest Parking Permits was enacted in 2008, when fees were increased from $38 to $40. The 2019 Parking Study confirms that the $40 annual parking permit fee is well below the fair market value and the price of the permit has not been adjusted in over 10 years.

On January 11, 2011, the City Council conducted a discussion on potentially increasing the cost of the residential parking permits from $40 each as follows: 1st permit and 2nd permits to $100; 3rd permit to $200; and each additional permit to $300. After discussion, the City Council did not elect to City of Hermosa Beach Page 5 of 16 Printed on 7/11/2023 powered by Legistar™756
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permit to $200; and each additional permit to $300. After discussion, the City Council did not elect to increase the fees. There has not been a subsequent discussion until the completion of the 2019 Parking Study.

The City does not place a limit on the number of permits purchased per residence. One of the challenges of the current Residential Parking Permit Program is the high number of permits issued, limiting on-street parking for residents and visitors without parking permits and limiting necessary beach access. The Parking Study noted that more parking permits are issued than spaces are available and recommends revisions to the program with scaled permit prices to disincentivize the oversaturation of parking permits. Some households obtain multiple permits, in some cases a greater number of permits than a reasonable household would need, as shown in the following table.

Number of Residential
Permits
Per
Address 2023
Number of
Address
Number of
Permits
Allowed
4 Permits
Issued
Excess
Permits
Issued
Over 4
855 1
1528 2
750 3
283 4
142 5 568 710 142
66 6 264 396 132
33 7 132 231 99
15 8 60 120 60
5 9 20 45 25
4 10 16 40 24
1 11 4 11 7
1 12 4 12 8
1 13 4 13 9
1 14 4 14 10
0 15 0 0 0
0 16 0 0 0
1 17 4 17 13
0 18 0 0 0
0 19 0 0 0
0 20 0 0 0
1 24 4 24 20
3,687 8,926 1,084 1633 549
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Number of Residential
Permits
Per
Address 2023
Number of
Address
Number of
Permits
Allowed
4 Permits
Issued
Excess
Permits
Issued
Over 4
855 1
1528 2
750 3
283 4
142 5 568 710 142
66 6 264 396 132
33 7 132 231 99
15 8 60 120 60
5 9 20 45 25
4 10 16 40 24
1 11 4 11 7
1 12 4 12 8
1 13 4 13 9
1 14 4 14 10
0 15 0 0 0
0 16 0 0 0
1 17 4 17 13
0 18 0 0 0
0 19 0 0 0
0 20 0 0 0
1 24 4 24 20
3,687 8,926 1,084 1633 549
The parking study recommends a maximum of four parking permits to each household. Elimination of the number exceeding four passes for last year would result in a reduction of 549 permits issued, or 6 percent of the 8,926 permits issued.

Staff recommends City Council consider implementing the Parking Study recommendations for the Residential Parking Program as follows: 1) limit each residence to the total number of four permits annually; 2) implement a tiered annual pricing structure wherein the first permit would be $50; the second permit would increase to $75; the third permit would increase to $100; and a guest or fourth City of Hermosa Beach Page 7 of 16 Printed on 7/11/2023 powered by Legistar™758
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second permit would increase to $75; the third permit would increase to $100; and a guest or fourth permit would cost $150. This recommendation is consistent with the practice that other municipalities employ to discourage the misuse of residential parking permits.

Employee Parking Permit Program
Monthly and annual parking passes are currently available for those who work in Hermosa Beach and do not have parking available through their employer’s property. Monthly permits are available for off-street parking lots and the Downtown parking structure for $62 for anytime up to 72 hours, or $31 to park daily between 5:00 a.m. to 7:00 p.m. Employees may also purchase permits to park at on-street spaces with yellow pole/cap meters and in the unmetered one-hour time restricted areas at an annual cost of $143 when employers are within the impact zone as shown on the Public Parking Map link listed in Attachment 6. Proof of employment less than 30 days old must be submitted for each employee.

The following table provides a comparison of employee parking rates in area cities.

Employee Parking
City Location Rate Options
Hermosa Beach Parking Lots
Impacted Area
$31/$62
$143
Monthly
Annual
Manhattan Beach Downtown
North End Business
$27/$160 Monthly &
Semi-Annual
Redondo Beach Riviera Village $60 Annual
Santa Monica Beach/Downtown $20
$105
$155
Monthly
Semi-Annual
Annual
West Hollywood Specified Streets Tiered by month in
Quarter
$50/$99/$149
One Month, Two
Months, Per Quarter
Various Locations &
Parking Structures $33-$99
Evening Only
Monthly and Quarterly
Specified Streets,
greater number than
other permits
Tiered in Quarter
$66/$132/$198
One Month, Two
Months, Per Quarter
Not open to New
Applicants
Culver City Specified Streets $120 Monthly
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The most recent rate increase for Employee Parking Permits was made in 2006, when permit rates were increased from $66 to $143 as shown in the following table.

Employee Permits – History of Most Recent Rates
Rate Year
$66 2006
$143 2007 - Present
Staff recommends City Council discuss potential Parking Study considerations for the Employee Parking Permit Program, including: 1) updating the locations for the employee parking permit program to include only off-street parking lots and the downtown parking structure; and 2) increasing the pricing for employee permits to discourage driving or to encourage employers to provide parking options for their employees. The Parking Study recommends that on-street parking be reserved for short-term users to promote higher turnover.

In addition to the residential parking permits and employee parking permits, the City issues other parking permits. All City-issued permits are included for reference in Attachment 7.

Parking Meter and Parking Lot Parking Rates
Metered and pay-by-space parking are currently available for $1.25 per hour, daily 10:00 a.m.to 8:00 p.m., and $1.50 per hour, daily 8:00 p.m. to 2:00 a.m. in City lots, the downtown parking structure, and along streets and alleys. These rates were approved in 2010 and 2016, respectively. The dualrate structure implements a demand pricing program where meters in higher demand areas (silver post) cost 25 cents more during peak (high usage) hours.

The history of meter rate increases is described in the following table.

Meter Rates – History of Rate Increases
Year of Last Increase Rate
2001 $.75/hour
2003 $1.00/hour
2010 $1.25/hour
2016 $1.50/hour
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Meter Rates – History of Rate Increases
Year of Last Increase Rate
2001 $.75/hour
2003 $1.00/hour
2010 $1.25/hour
2016 $1.50/hour
Demand pricing implemented from 8pm to 2 am for Upper Pier Avenue, Hermosa Avenue, Lots A, B, D and silver meters
A survey of meter rate comparisons with other cities is shown below. A comparison of parking meter rates is included as Attachment 8.

Meter/Pay-by Space
City Location Rate
Hermosa
Beach Upper Pier, Hermosa Avenue- 10am-8pm / 8pm-2am $1.25/$1.50 Lot A, B & D (silver meters) 10am-8pm / 8pm-2am $1.25/$1.50 Lot D- yellow meters only, F, G & All Other Meters, 10am -2am $1.25 24-hour yellow meters and residential one -hour time limit spaces $5/day Manhattan
Beach On-Street Meters City Wide $2.00
County Parking Lots/Meters $2.00
Redondo
Beach
Street Meters: Redondo Bike Path, North Harbor Drive, George Freeth Way, Veterans Park (Lot)
$1/40 min;
$.25/10 min;
$.10/4 min; $.05/2
min
Parking Meter Permit thru 9/21, non-transferrable, numbered parking sticker, CA plates only
$110/Annual per
vehicle. 4 hr. limit
Santa
Monica On-Street Meters City Wide $1.25
Downtown/Beach Meter Zones $2.50
West
Hollywood All Streets
Per 15 Minutes $0.50
Per Hour, 5 min grace between transactions $2.00
Outdoor Dining Parking Meter Fee (Restaurants)
Daytime Hourly Rate per Parking Meter $0.54
Evening Hourly Rate per Parking Meter $0.32
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Meter/Pay-by Space
City Location Rate
Hermosa
Beach Upper Pier, Hermosa Avenue- 10am-8pm / 8pm-2am $1.25/$1.50 Lot A, B & D (silver meters) 10am-8pm / 8pm-2am $1.25/$1.50 Lot D- yellow meters only, F, G & All Other Meters, 10am -2am $1.25 24-hour yellow meters and residential one -hour time limit spaces $5/day Manhattan
Beach On-Street Meters City Wide $2.00
County Parking Lots/Meters $2.00
Redondo
Beach
Street Meters: Redondo Bike Path, North Harbor Drive, George Freeth Way, Veterans Park (Lot)
$1/40 min;
$.25/10 min;
$.10/4 min; $.05/2
min
Parking Meter Permit thru 9/21, non-transferrable, numbered parking sticker, CA plates only
$110/Annual per
vehicle. 4 hr. limit
Santa
Monica On-Street Meters City Wide $1.25
Downtown/Beach Meter Zones $2.50
West
Hollywood All Streets
Per 15 Minutes $0.50
Per Hour, 5 min grace between transactions $2.00
Outdoor Dining Parking Meter Fee (Restaurants)
Daytime Hourly Rate per Parking Meter $0.54
Evening Hourly Rate per Parking Meter $0.32
Annual Flat Rate per Non-Enforcement Hour $107.50
Annual Renewal Fees Subject to the LA-Long Beach-Santa Ana Area CPI Increase
Culver City
Areas where employee parking is scarce, and where businesses, by petition, opted for employee parking $0.25 per hour
Areas with high-turnover, food pick-up in the Downtown area $0.75 per 15
minutes
Outside of the Downtown area $1.00 per hour
Downtown area $1.50 per hour
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Staff recommends City Council consider a rate increase to $2.00/$2.50 per hour to align with current parking rates in other nearby coastal cities, yet maintaining the demand pricing structure. The 2019 Parking Management Study also recommended the City institute a demand-based parking program that adjusts rates and regulations, as well as data tracking, and ongoing outreach and messaging programs. The current request focuses on the rate increase itself, while staff will continue to pursue implementing other portions of the recommendations.

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Coastal Commission Authority
The Coastal Commission approved Coastal Development Permit 5-84-236-A2 (Attachment 5) allowing the resident and employee preferential parking programs in the City. Condition #2 indicates that any changes to the program, including amounts of fees charged for on-street parking or day passes, must be submitted to the Coastal Commission to determine whether an amendment to the permit is needed. Currently, all recommendations discussed as part of this item are within the realm of the permit in that there is no expansion of the parking programs and the changes are limited to fees only.

Staff provides the following analysis to ensure that the recommendations, if implemented, would be considered consistent with the findings of the Coastal Act and the City’s certified Land Use Plan. The following commonly cited sections of the Coastal Act and Hermosa Beach’s certified LUP related to public access and parking are listed below, with a brief consistency analysis in italics:
· Section 30210 of the Coastal Act states: In carrying out the requirement of Section 4 of Article X of the California Constitution, maximum access, which shall be conspicuously posted, and recreational opportunities shall be provided for all the people consistent with public safety needs and the need to protect public rights, rights of private property owners, and natural resource areas from overuse.

The City is not considering any decrease of parking spaces, which retains the ability of the general public to access the coastal zone. The potential limitations to parking permits and increase in fees further increases the availability of parking. · Section 30211 of the Coastal Act states: Development shall not interfere with the public’s right of access to the sea where acquired through use or legislative authorization, including, but not limited to, the use of dry sand and rocky coastal beaches to the first line of terrestrial vegetation.

There is no development proposed. The potential limitations to parking permits and increase in fees increases the availability of parking, which enhances the public’s right of access. · Hermosa Beach certified LUP Section III(A) states: To preserve and increase where feasible, residential, commercial, and general public parking within the Coastal Zone.

The City is not considering any decrease of parking spaces. The potential limitations to parking permits and increase in fees increases the availability of general public parking. · Hermosa Beach certified LUP Section III(C)(1) states, in relevant part: Policy: That the City should not allow the elimination of existing on-street parking or off-street parking spaces within the coastal zone. Given the Commission’s authority, staff cautions against any significant incremental pricing changes or program changes without an overall program approach or City of Hermosa Beach Page 13 of 16 Printed on 7/11/2023 powered by Legistar™764
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incremental pricing changes or program changes without an overall program approach or implementing before Commission approval.

The City is not considering elimination of existing on-street parking or off-street parking spaces in the coastal zone.

Community Outreach / Public Notification
A public hearing notice was published in the Easy Reader on Friday February 17, 2023. Furthermore, the City Council has discussed and provided direction on the Parking Study recommendations on several prior City Council meetings, which were agendized in accordance with the Brown Act.

Environmental Determination
Pursuant to the California Environmental Quality Act (“CEQA”), the City finds that there is no evidence that the Project would have a significant effect on the environment. Thus, pursuant to CEQA Guidelines section 15061 (b)(3), it can be seen with certainty that there is no possibility that the activity in question may have a significant effect on the environment. Furthermore, section 15273 of the CEQA Guidelines states that CEQA does not apply to modification of fees by public agencies for meeting operating expenses or financial needs.

General Plan Consistency:

This report and associated recommendation have been evaluated for their consistency with the City’s General Plan. Relevant Policies are listed below:

Mobility Element
Goal 4. A parking system that meets the parking needs and demand of residents, visitors, and employees in an efficient and cost-effective manner.

Policies:
· 4.2 Encourage coastal access. Ensure parking facilities and costs of such facilities are not a barrier to beach access by the public.
· 4.3 Reduce impacts. Reduce spillover parking impacts due to employee parking and seasonal event-based demands.
· 4.4 Preferential parking program. Periodically study and evaluate the current inventory of public parking supply and update the preferential parking program. · 4.6 Priority parking. Provide priority parking and charging stations to accommodate the use of Electric Vehicles (EVs), including smaller short-distance neighborhood electric vehicles. · 4.7 Parking availability. Optimize parking availability through dynamically adjusted pricing and new technology to manage available spaces for short-term parking use to encourage rates of turnover that are responsive to fluctuating demands.
· 4.8 Ensure commercial parking. Ensure that prime commercial parking spaces are City of Hermosa Beach Page 14 of 16 Printed on 7/11/2023 powered by Legistar™765
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available for customers and other short-term users throughout the day. · 4.9 Encourage TDM strategies. Encourage use of transportation demand management strategies and programs such as carpooling, ride hailing, and alternative transportation modes as a way to reduce demand for additional parking supply. · 4.10 Visitor parking information. Manage information about passes and accessing public parking lots to facilitate use by longer-distance visitors with limited transportation choices. · 4.11 Consolidated parking facilities. Consider the development of new small-scale parking structures or shared facilities outside of the Downtown core and incorporate adaptability standards so that they may serve other uses in the future.

Fiscal Impact:

The estimated increase in revenue from residential permits based on the recommended rates of $50, $75, $100, and $150 is $272,794. The recommended increase of meter rates from $1.25 per hour, daily 10:00 a.m. to 8:00 p.m., and $1.50 per hour, daily 8:00 p.m. to 2:00 a.m., to $2.00 per hour and $2.50 per hour to align with current parking rates in other nearby Coastal cities would result in an estimated annual revenue increase of $1,838,489. Should Council direct changes to the employee parking program, the fiscal impact would be calculated accordingly.

Attachments:

1. Draft Resolution for Residential Parking Permit Program

2. Draft Ordinance Increasing Parking Meter Rates

3. 2019 Coastal Zone Parking Management Study

4. Link to Local Coastal Plan

5. City’s Coastal Development Permit for Residential Preferential Parking District

6. Public Parking Map with Residential and Employee Impacted Parking Areas

7. Total Parking Permits by Fiscal Year

8. Parking Meter Rate Comparison with Other Cities

9. Link to June 6, 2018 City Council Budget Workshop (see Draft Forecast and Financial Plan Attachment p.11)

10.Link to December 17, 2019 City Council Staff Report

11.Link to September 14, 2021 City Council Staff Report

12.Link to September 28, 2021 City Council Meeting Agenda

13.Link to January 31, 2022 City Council Parking Study Session Agenda

14.Link to November 3, 2022 City Council Staff Report

15.Link to November 29, 2022 City Council Staff Report
Respectfully Submitted by: Viki Copeland, Finance Director Concur: Carrie Tai, AICP, Community Development Director City of Hermosa Beach Page 15 of 16 Printed on 7/11/2023 powered by Legistar™766
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Noted for Fiscal Impact: Viki Copeland, Finance Director Legal Review: Patrick Donegan, City Attorney
Approved: Suja Lowenthal, City Manager
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RESOLUTION NO. 23-XXXX

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF HERMOSA BEACH, CALIFORNIA, AMENDING SECTION 4, PARAGRAPHS (a), AND SECTION 4, PARAGRAPHS (a), (b), and (c), LIMITING THE NUMBER OF RESIDENTIAL PARKING PERMITS TO BE ISSUED TO EACH RESIDENCE;

AND INCREASING THE FEE FOR RESIDENTIAL PARKING PERMITS
WHEREAS, the City Council approved the 2019 Coastal Zone Parking Management Study (“Study”), which included recommendations to improve parking management strategies for the City; and
WHEREAS, the Study noted that more parking permits are issued than spaces are available and recommends revisions to the program with scaled permit prices to disincentivize the oversaturation of parking permits; and WHEREAS, the City Council finds that the high number of permits issued limits on-street parking for residents and visitors without parking permits and limiting necessary beach access;

NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF HERMOSA BEACH, CALIFORNIA DOES RESOLVE AS FOLLOWS:

SECTION 1. That Section 4, Paragraph (a) of Resolution 82-4524, shall be amended to read as follows; “Any resident of the Impacted Area in a legally established dwelling unit, and one guest parking permit may be issued for each legally established dwelling unit in the Impacted Area. Proof of residence and valid vehicle registration at that address shall be required. Residential Parking Permits are limited to four per year per residence, to vehicles registered to the residence. One of the allowable four Permits may be issued to a guest vehicle.” SECTION 2. That Section 8, Paragraphs (a), (b), and (c), shall be amended to read as follows: First permit - $50; Second permit - $75; Third permit - $100; and Fourth permit - $150.

SECTION 3. Environmental Review. Pursuant to CEQA Guidelines section 15061 (b)(3), it can be seen with certainty that there is no possibility that the activity contemplated by this ordinance may have a significant effect on the 768
environment. Furthermore, section 15273 of the CEQA Guidelines states that CEQA does not apply to modification of fees by public agencies for meeting operating expenses or financial needs.

SECTION 4. This resolution shall take effect immediately.

SECTION 5. Severability. If any section, subsection, subdivision, sentence, clause, phrase, or portion of this resolution is for any reason held to be invalid or unconstitutional by the decision of any court of competent jurisdiction, such decision will not affect the validity of the remainder of this resolution. The City Council hereby declares that it would have adopted this resolution, and each and every section, subsection, subdivision, sentence, clause, phrase, or portion thereof, irrespective of the fact that any one or more sections, subsections, subdivisions, sentences, clauses, phrases, or portions thereof is declared invalid or unconstitutional.

SECTION 6. Record of Proceedings. This resolution takes effect immediately and that the City Clerk shall certify to the passage and adoption of this resolution; shall cause the same to be entered among the original resolutions of said City; and shall make a minute of the passage and adoption thereof in the records of the proceedings of the City Council of said City in the minutes of the meeting at which time same is passed and adopted. The City Clerk shall keep a copy of same along with such other documents and records of proceedings as may be designated by the City Manager.

SECTION 7. The City Clerk shall certify to the passage and adoption of this resolution; shall cause the same to be entered among the original resolutions of said city; and shall make a minute of the passage and adoption thereof in the records of the proceedings of the City Council of said City in the minutes of the meeting at which the same is passed and adopted.

PASSED, APPROVED and ADOPTED this 28th day of February 2023. 769
______________________________________________________________________ Ray Jackson
PRESIDENT of the City Council and MAYOR of the City of Hermosa Beach, CA ATTEST: APPROVED AS TO FORM:
________________________________ ___________________________ Myra Maravilla Patrick Donegan
City Clerk City Attorney
I HEREBY CERTIFY that the foregoing Resolution No. 23-XX was adopted by the City Council of the City of Hermosa Beach at a regular meeting held thereof on the 28th day of February, 2023, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:
________________________________
Myra Maravilla
City Clerk
770

CITY OF HERMOSA BEACH
ORDINANCE NO. 23-XXXX

AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF HERMOSA

BEACH, CALIFORNIA INCREASING PARKING METER RATES AND FINDING

THE SAME EXEMPT FROM THE CALIFORNIA ENVIRONMENTAL QUALITY ACT

THE CITY COUNCIL OF THE CITY OF HERMOSA BEACH DOES HEREBY ORDAIN AS FOLLOWS:

SECTION 1. FINDINGS
A. Pursuant to Vehicle Code § 22508, cities must establish parking meter rates by ordinance.

B. The last time the City of Hermosa Beach considered the parking meter rates in the City was 2016.

C. The City Council received and accepted the Parking Management Study and Recommended Parking Standards for the Coastal Zone in late 2019.

Among other things, this Parking Study recommend that the City maintain its existing dual-rate structure that implements a demand pricing program where meters in higher demand areas cost more in the City.

D. In order to maintain the financial viability of the City’s parking program and consistent with parking rates in comparable jurisdictions, parking meter rates need to be increased.

SECTION 2. Parking Meter Rates. Section 10.36.010 (A) of the Hermosa Beach Municipal Code is hereby amended to read as follows:
“A. Parking meter zones are those streets or portions of streets or public parking lots established by Ordinance as zones within which the parking of vehicles may be controlled, regulated and inspected with the aid of parking meters. In the event that no parking meters are installed in any parking space within such parking meter zones, the maximum time for 771
parking shall be as specified by this code or by Resolution of the City Council. .

Parking meter rates shall be set at $2.00 per hour. Between the hours of 8:00 p.m. and 2:00 a.m. daily, parking meter rates at the following locations (Lot A, Lot B, Lot C, Upper Pier Avenue, Hermosa Avenue) shall be set at $2.50 per hour.

SECTION 3. Environmental Review. Pursuant to CEQA Guidelines section 15061 (b)(3), it can be seen with certainty that there is no possibility that the activity contemplated by this ordinance may have a significant effect on the environment. Furthermore, section 15273 of the CEQA Guidelines states that CEQA does not apply to modification of fees by public agencies for meeting operating expenses or financial needs.

SECTION 4. Effective Date. This Ordinance shall take effect thirty (30) days after its passage and adoption pursuant to California Government Code section 36937.

SECTION 5. Certification. The City Clerk is directed to certify the passage and adoption of this Ordinance; cause it to be entered into the City’s book of original ordinances; make a note of the passage and adoption in the records of this meeting; and, within fifteen (15) days after the passage and adoption of this Ordinance, cause it to be published or posted in accordance with California law.

PASSED, APPROVED and ADOPTED on this 28th day of February, 2023.

Raymond Jackson
PRESIDENT of the City Council and MAYOR of the City of Hermosa Beach, CA ATTEST: APPROVED AS TO FORM:
________________________________ ________________________________ Myra Maravilla Patrick Donegan
City Clerk City Attorney
772
773
1 REVISED
November 2019
774
City of Hermosa Beach Parking Management Study
IBI Group – Revised November 2019
2 Table of Contents
TABLE OF CONTENTS............................................................................................................................. 2 LIST OF FIGURES..................................................................................................................................... 4 LIST OF TABLES ....................................................................................................................................... 4

1. INTRODUCTION ........................................................................................................................... 5 PURPOSE ...................................................................................................................................... 5 STUDY GOALS.............................................................................................................................. 6 RELEVANT PLANS......................................................................................................................... 7 PROJECT PROCESS ..................................................................................................................... 9

2. EXISTING CONDITIONS & PARKING INVENTORY.................................................................... 10 STUDY AREA CHARACTERISTICS .............................................................................................. 10 PARKING DATA SOURCES ........................................................................................................ 10 ZONE DEVELOPMENT AND CHARACTERISTICS ...................................................................... 12 INVENTORY OF PARKING ......................................................................................................... 23 EXISTING PARKING MANAGEMENT PROGRAMS ................................................................... 24 Parking Fees .................................................................................................................... 24 Residential Parking Permit Program............................................................................. 24 Daily Parking Permit Program ....................................................................................... 24 Employee Parking Permit Program .............................................................................. 24 Off-Street Parking Requirements ................................................................................. 25

3. PARKING OCCUPANCY ANALYSIS.......................................................................................... 26 OVERALL OCCUPANCY SUMMARY........................................................................................ 26 OCCUPANCY BY ZONE ............................................................................................................ 27 OCCUPANCY BY ON AND OFF-STREET PARKING.................................................................. 30 On-Street Parking............................................................................................................ 30 Off-Street Parking (Public and Private)........................................................................ 31 OCCUPANCY BY SPACE TYPE ................................................................................................. 32 On-Street Parking............................................................................................................ 34 Off-Street Parking (Public and Private)........................................................................ 34 KEY TAKEAWAYS........................................................................................................................ 35

4. PARKING DEMAND ANALYSIS.................................................................................................. 36 775
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3 PARKING DEMAND ANALYSIS.................................................................................................. 36 Code Requirements for Existing Non-Residential Uses............................................... 37 Actual Built Parking Ratios............................................................................................. 42 ANTICIPATED PEAK PARKING DEMAND ................................................................................. 43 ANTICIPATED SEASONAL PARKING DEMAND........................................................................ 48 ANTICIPATED FUTURE PARKING DEMAND.............................................................................. 50 KEY TAKEAWAYS........................................................................................................................ 51

5. RECOMMENDATIONS............................................................................................................... 52 DEVELOPMENT OF RECOMMENDATIONS .............................................................................. 55 STRATEGICALLY INVEST IN INFORMATION AND TECHNOLOGY........................................... 55 MAXIMIZE USE OF EXISTING PARKING SUPPLY........................................................................ 60 IMPROVE MOBILITY OPTIONS TO REDUCE PARKING DEMAND............................................ 62 SIMPLIFY AND LEVERAGE THE ZONING CODE....................................................................... 64 ENHANCE PARKING ADMINISTRATION AND OPERATIONS................................................... 67 PROVIDE ADDITIONAL PUBLIC PARKING AS NEEDED ........................................................... 73 APPENDIX A......................................................................................................................................... 76 APPENDIX B ......................................................................................................................................... 77 APPENDIX C ........................................................................................................................................ 78 C.1 VICTORIA TRANSPORTATION POLICY INSTITUTE .............................................................. 78 C.2 PORTLAND, OR REDUCED PARKING FOR MIXED-USE AREAS PROVISION.................... 79 C.3 PETCO PARK AREA TRANSPORTATION STUDY................................................................. 79 776
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4 List of Figures
Figure 1.1 – Project Timeline................................................................................................................ 9 Figure 2.1 – Study Area Map............................................................................................................. 11 Figure 2.2 – Zone 1 Boundary Map .................................................................................................. 14 Figure 2.3 – Zone 2 Boundary Map .................................................................................................. 15 Figure 2.4 – Zone 3 Boundary Map .................................................................................................. 16 Figure 2.5 – Zone 4 Boundary Map .................................................................................................. 17 Figure 2.6 – Zone 5 Boundary Map .................................................................................................. 18 Figure 2.7 – Zone 6 Boundary Map .................................................................................................. 19 Figure 2.8 – Zone 7 Boundary Map .................................................................................................. 20 Figure 2.9 – Zone 8 Boundary Map .................................................................................................. 21 Figure 3.1 – On-Street Parking Occupancy by Zone..................................................................... 31 Figure 3.2 – Off-Street Parking by Zone ........................................................................................... 31 Figure 4.1 – Map of Observed Non-Residential Land Uses........................................................... 41 List of Tables
Table 2.1 – Zone Descriptions and Parking Types .......................................................................... 22 Table 2.2 – Coastal Zone Parking Space Inventory by Zone........................................................ 23 Table 2.3 – Coastal Zone Parking Space Inventory....................................................................... 23 Table 2.4 – Hermosa Beach Off-Street Parking Requirements..................................................... 25 Table 3.1– Summary of Overall Occupancy per Zone ................................................................. 27 Table 4.1 – Non-Residential Parking Spaces Required by City Code ......................................... 38 Table 4.2 – Actual Built Parking Ratios for Non-Residential Land Uses ........................................ 42 Table 4.3 – Anticipated Peak Parking Demand Rates for Non-Residential Land Uses ............. 45 Table 4.4 – Non-Residential Parking Demand by Number of Parking Spaces........................... 46 Table 4.5 – Anticipated Peak Parking Demand Ratios................................................................. 48 Table 4.6 – Seasonal Parking Demand............................................................................................ 49 Table 5.1 – Recommendations......................................................................................................... 52 Table 5.2 – Recommendations Matrix............................................................................................. 54 777
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5 1. Introduction
A sunny small beach city of 1.4 square miles, Hermosa Beach sits at the center of Los Angeles County’s South Bay coastline along the Santa Monica Bay. The town is the very essence of the Southern California lifestyle, with an average of 283 sunny days per year and nighttime temperatures that rarely dip below 50 degrees. With two miles of sandy beach shoreline, Hermosa attracts more than a million visitors to the beach each year.

The small-town charm of Hermosa Beach is highlighted in commercial areas like Pier Avenue, well known for its many diverse restaurants and local retailers. There are architecturally diverse residences on the Strand, bungalows scattered throughout the town, and multi-level homes with ocean views.

Outdoor activities such as beach volleyball, surfing, skateboarding, and biking are quintessential to the Hermosa Beach culture. Other favorite activities include jogging or walking along the Greenbelt or the Strand, the paved path paralleling the beach and connecting Hermosa Beach to cities up and down the Santa Monica Bay coastline.

This lively beach city is also well known for its entertainment offerings including live music from rock to blues to jazz. Festivals, special events, and summer concerts occur throughout the year. The three-day weekends of Memorial Day and Labor Day bring thousands of visitors to the Fiesta Hermosa street fair, which has been a tradition for many years, features hundreds of crafters and artists and live bands.

Home to nearly 20,000 residents, Hermosa Beach is within a short commute of many of the largest and best-known names in corporate America in the aerospace, tech, industrial, service and financial fields. The Hermosa Beach City School District, consistently recognized as a California Distinguished School, offers a high-quality education to students in kindergarten through eighth grade, while high schoolers attend Mira Costa or Redondo Union High Schools.

The City of Hermosa Beach has recently completed a planning process to define the community’s vision for the future of the City. Elements of the community vision have identified the need for increased management of the City’s parking resources within the Hermosa Beach Coastal Zone. This technical report summarizes the findings of a parking management study conducted for both public and private parking within the Coastal Zone and provides associated recommendations for refining parking standards in the study area.

Purpose
The evaluation of parking within the Coastal Zone is primarily based on comparing existing parking inventory to both parking occupancy and demand, which ultimately inform specific recommendations based upon the analysis to achieve optimal utilization levels of parking resources. To this end, this report considers the goals and objectives from previous Hermosa Beach plans and studies, industry standards, and best practices that form foundational recommendations that the City of Hermosa Beach can implement to balance the parking needs for residents, visitors, and employees alike.

This report is intended to provide additional parking analysis and related parking management strategies to satisfy the requirements set forth in the California Coastal Act. The 778
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6 study evaluates future parking availability and demand, based on the previously completed parking utilization study (City of Hermosa Beach, Beach Access and Parking Study, January 2015), and with proposed parking strategies from the Downtown Core Revitalization Strategy, the City Facilities Master Plan, and the effect of parking policies and multimodal enhancements proposed within PLAN Hermosa. This study includes a review of the City’s current parking standards for various uses, identifies peak use times, and collects data from businesses to determine existing parking availability and demand.

This study will form the basis to establish and/or revise parking standards and recommend adjustments to residential and employee parking permit and fee programs within the Coastal Zone to balance coastal access with efficient use of the City’s limited land resources and achievement of the City’s economic development and mobility goals. The results of this study includes recommended parking standards and/or fee rates for various uses within the Coastal Zone and specifically the Downtown Core.

This study has four main sections:

1. Existing Conditions & Parking Inventory – this section documents the characteristics of the study area, the inventory of parking within the study area, and the City’s existing parking code requirements and programs to manage parking within the Coastal Zone.

2. Parking Occupancy Analysis – –This section also provides a detailed description of occupancy (utilization) counts by both zone and type, and by time of day and week.

3. Parking Demand Analysis – compares the occupancy rates to existing City parking code, peer city parking rates, and industry standard rates to determine the appropriateness of current minimum parking requirements. The purpose of this analysis was to assist in determining how to optimize parking within the study area for each of the defined zones.

4. Recommendations – The results of the inventory, occupancy, and demand analyses ultimately drive the Recommendations, and are aligned with the goals and objectives from PLAN Hermosa, the Beach Access and Parking Study, and the Downtown Core Revitalization Strategy. The recommendations made in this report draw from best practices by peer cities and industry-wide standards as guidance, and have been tailored to address the unique features of Hermosa Beach’s infrastructure, character, and geography.

Study Goals
The goals and objectives of this study were developed based on the current goals and objectives found in PLAN Hermosa and the Downtown Core Revitalization Strategy.

Establishing these goals provides a guide for the recommendations in Section 6 that will focus and streamline the approach necessary to improve the parking within the City’s Coastal Zone:

1. Create a parking system that meets the parking needs and demands of residents, visitors, and employees in an efficient and cost-effective manner.

This goal is established in the Mobility chapter of PLAN Hermosa. The goal in PLAN Hermosa is accompanied with numerous actionable parking-related objectives, which were incorporated into the recommendations section of this report. 779
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7 2. Modify parking standards to encourage revitalization and investment in a pedestrianoriented district.

This goal is a summarization of a critical parking strategy found in the Hermosa Beach Downtown Core Revitalization Plan. While Hermosa Beach looks to relieve its parking congestion, the City is focused on assuring that its small-scale, pedestrian-oriented character is not hindered by parking standards that are more appropriate for suburban auto-oriented areas or require ground floors to be dominated by parking due to smaller lot sizes.

3. Expand mobility options and optimize parking availability.

The analysis of the inventory, occupancy, and anticipated demand for parking demonstrate that parking challenges vary by area, time, and type and a nuanced approach to optimizing the availability of parking will be required. In some cases, increasing parking supply may not be the most effective method, and instead implementing a park-once strategy, expanding safe and convenient mobility options, or implementing shared parking agreements between uses with different peak periods could help to improve availability of parking. Most recommendations presented in this report use strategic parking management methods to achieve this goal. Some strategies to reduce demand include maximizing the use of the existing parking supply to better distribute demand, strategically investing in information and technology, and improving mobility options.

Relevant Plans
Over the past three years the City has initiated several important and forward-thinking planning processes to define the community vision for the future of Hermosa Beach. The City of Hermosa Beach has adopted numerous planning documents that were used to guide the development of this report. These previous plans include:
• PLAN Hermosa (2017)
• The City of Hermosa Beach: Beach Access and Parking Study (2015) by Fehr & Peers • The City of Hermosa Beach Downtown Core Revitalization Strategy (2015) by ROMA Design Group
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8 These three documents are outlined in greater detail below.

PLAN Hermosa (2017) – The City of Hermosa Beach has recently completed a multi-faceted process to vision the future of the community by updating the General Plan adopted in August 2017 and working with the Coastal Commission to incorporate the Coastal Land Use Plan. The City is ensuring a comprehensive review of the community’s needs through outreach with its residents to discuss needs and continued development opportunities. Using community input as the backbone for planning updates, the City is conducting various technical studies to complete and certify their Local Coastal Program (LCP). The LCP identified multiple initiatives including sea level rise, affordable accommodations, and parking management to better serve residents, employees, and visitors of Hermosa Beach. PLAN Hermosa’s Mobility section recognizes that the City is continuing to attract higher numbers of visitors from surrounding areas with diverse and changing mobility demands.

Beach Access and Parking Study (2015) - In an effort to evaluate the existing conditions of parking management, the Beach Access and Parking Study was prepared for the Coastal Zone. The study notes that an appropriate quantity of well-managed automobile parking is necessary for the success of the City’s businesses, to provide coastal access to visitors, and for the quality of life of its car-owning residents. The study also found that efficient management of parking can help provide sufficient space for vehicles while also encouraging more effective use of existing facilities to reduce the impact of parking facilities and reduce automobile use.

Downtown Core Revitalization Strategy (2015) - In February of 2015, the Hermosa Beach City Council accepted the Hermosa Beach Downtown Core Revitalization Strategy, a guiding document to improve upon the pedestrian-oriented area, referred to as the “Downtown Core.” The study defined the Downtown Core as the area from the Strand to Hermosa Avenue between 14th Street and 10th Street, as well as along Pier Avenue from the Pier east to Valley Drive. The objective of this plan was to create a strategy that maintains the small-town feel of the downtown, while creating opportunities for revitalization and reinvestment in the City core for the future. The plan’s Parking Strategy contains parking and land use elements which ultimately guided this study’s goals, objectives, and final recommendations. 781
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9 Project Process
Below is a flowchart (Figure 2.10) of the Hermosa Beach Parking Management Study and Recommendations. This flowchart details the key milestones of this effort from project inception to this technical report.

Figure 1.1 – Project Timeline
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10 2. Existing Conditions & Parking Inventory
The City of Hermosa Beach has substantial commercial,
retail, restaurant, and other non-residential uses that create a unique mix of parking demand due to the
distinct character of the community and walkability of
the downtown core.

Study Area Characteristics
The Coastal Zone of Hermosa Beach represents
approximately 43% of the City’s land area and includes
two miles of sandy shoreline, the City’s downtown core
of commercial activity, the civic center area,
neighborhood commercial establishments, and a mix of
residential land uses including single-family homes, small multi-unit complexes, mobile homes, and larger multifamily apartment complexes.

Most of the area land uses and properties were initially developed from 1900 through the 1960s and there is
limited undeveloped land area with the exception of the City’s network of parks and open spaces.

The majority of public parking within the Coastal Zone in Hermosa Beach is provided through on-street parking within or adjacent to residential uses, with additional on and off-street metered parking provided in the commercial core, and a number of remote parking areas available at no cost at City facilities, parks, and recreational facilities.

Parking Data Sources
The initial Beach Access and Parking Study1 prepared in 2015 divided the Coastal Zone into three subzones of analysis: northern residential use, central commercial use, and southern residential use.

In order to provide a more detailed evaluation of parking needs within the Coastal Zone, those subzones were redefined as part of this parking study into eight zones to generally reflect the relationship between the existing parking network and the PLAN Hermosa character areas. Rather than following the exact boundaries of the PLAN Hermosa character areas, divisions between zones was often dependent on whether the zone provided metered or nonmetered parking. Dividing the zones in this manner provides the opportunity to develop recommendations that are more specifically tailored based on the types of parking present in each zone. Figure 2.1 illustrates the resultant zones used in this study. For reference, a map of the delineated zones overlaid on the City’s Coastal Zone character areas can be found in Appendix A.

1 Image Source: Beach Access Parking Study, Fehr & Peers (2015) 783
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11 Figure 2.1 – Study Area Map
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12 All data as part of this study was obtained from previous parking study efforts and other sources directly from the City. Parking occupancy within each zone was based on existing data provided by the City from two sources. Public parking data was obtained from the Beach Access and Parking Study. Parking supply and occupancy data was collected from the City for all public on-street and public off-street parking in the Coastal Zone. Public onstreet parking counts were conducted for the entirety of the Coastal Zone. Public off-street parking counts were collected in Hermosa Beach Public Lot A, Lot B, and Lot C. All three public lots are located in Zone 5: Walk Street – Downtown west of Hermosa Avenue from 11th Street to 14th Street. Lots A and B provide surface parking; Lot C is a three story-parking structure.

Public parking occupancy counts were collected during three time periods in August of 2014:
a Tuesday afternoon (2:00 pm – 3:00 pm), a Tuesday evening (7:00 pm – 8:00 pm), and a Saturday afternoon (2:00 pm – 3:00 pm). Afternoon observation times were intended to capture the peak beach visitation period, and the evening time were intended to capture the peak weekday evening restaurant dinner hour. While this data was initially collected in 2014, we believe that the overall inventory and occupancy conditions remain relevant today.

Private off-street parking data for the Coastal Zone was collected separately in 2017, as part of a City-led inventory and occupancy count. While every private lot was inventoried, observed data included only select properties with 15 or more parking spaces given their potential for shared use opportunities. Parking occupancy counts were collected during six time periods: a weekday morning, weekday afternoon, weekday evening, weekday night, weekend afternoon, and weekend evening. For consistency, only the three time periods that aligned with the public occupancy counts were chosen for analysis. Therefore, the data utilized for the purposes of this study included the occupancy observed during the weekday afternoon, weekday evening, and weekend afternoon. No assumptions were made for properties that were not observed for occupancy.

Zone Development and Characteristics
Data on parking inventory, occupancy, and anticipated demand is aggregated at the zonal level, meaning everything within a zone is treated equally. For example, if occupancy within the northern area of a given zone is higher than occupancy in the southern area of the same zone, the analysis would reflect the aggregate of the entire zone. Therefore, any recommendations tied to that particular zone will address overall trends but will not reflect issues on a block-by-block basis. Data for each of the zones was obtained from the City and was grouped and subsequently analyzed as follows:
• Off-Street (Public and Private) Parking
 Total Inventory and Occupancy
• On-Street (Public) Parking
 Metered
 Yellow Meters
 Non-Yellow Meters
 Non-Metered
 Within the Preferential Parking Zone
 Outside of the Preferential Parking Zone
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13 For consistency with the City’s defined character areas, the naming convention for the eight zones are as follows:

Zone 1: Walk Street – North End
Zone 2: North End East
Zone 3: Walk Street – Sand Section North
Zone 4: Sand Section – Valley
Zone 5: Walk Street – Downtown
Zone 6: Sand Section – Civic Center
Zone 7: Walk Street – Sand Section – Herondo
Zone 8: Sand Section – Cypress
Figures 2.2 through 2.9 illustrate each zone in greater detail. Following the figures outlining the boundaries of each zone, Table 2.1 provides a full description of the eight zones based upon the City’s character areas, types of parking spaces available, and status as either public or private.
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14 Figure 2.2 – Zone 1 Boundary Map
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15 Figure 2.3 – Zone 2 Boundary Map
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16 Figure 2.4 – Zone 3 Boundary Map
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17 Figure 2.5 – Zone 4 Boundary Map
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18 Figure 2.6 – Zone 5 Boundary Map
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19 Figure 2.7 – Zone 6 Boundary Map
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20 Figure 2.8 – Zone 7 Boundary Map
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21 Figure 2.9 – Zone 8 Boundary Map
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22 Table 2.1 – Zone Descriptions and Parking Types
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23 Inventory of Parking
Parking inventory for the Coastal Zone is summarized in Table 2.2 (by zone) and Table 2.3 (overall) On-street public parking in the Coastal Zone (all eight zones) consists of a total of 3,837 spaces, while the total off-street parking analyzed for this study includes 869 spaces, 521 of which are City-owned public spaces, and the remaining 348 being privately-owned.

Parking within privately-owned lots was included only if the lot included 15 parking spaces or more. Zones 5, 6, and 8 were the only zones with private off-street parking that met that threshold.

Table 2.2 – Coastal Zone Parking Space Inventory by Zone Zone
Total Inventoried Spaces
On-Street Off-Street Total Public Private
Zone 1 Walk Street – North End 281 0 0 281
Zone 2 North End East 518 0 0 518
Zone 3 Walk Street – Sand Section North 493 0 0 493
Zone 4 Sand Section – Valley 738 0 0 738
Zone 5 Walk Street – Downtown 513 521 119 1,153
Zone 6 Sand Section – Civic Center 533 0 135 668
Zone 7 Walk Street – Sand Section – Herondo 543 0 0 543 Zone 8 Sand Section - Cypress 218 0 94 312
Total 3,837 521 348 4,706
Table 2.3 – Coastal Zone Parking Space Inventory
Parking Type Total Inventoried Spaces
On-Street
Yellow Metered (12 or 24 hr) 1,155
Silver Metered (2-3 hr) 327
Non-Metered (within parking district) 1,662
Yellow Metered (not in parking district) 20
Non-Metered (not in parking district) 673
Total 3,837
Public Off-Street (City-Owned)
Lot A 130
Lot B 37
Lot C 354
Total 521
Private Off-Street
Total 348
Overall
Total 4,706
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24 Existing Parking Management Programs
Management of the City’s parking resources has long been a policy priority in Hermosa Beach given the built-out nature of the community and the popularity of the city as a destination for visitors, beachgoers, and nearby residents. Over the years, a number of different parking management programs have been implemented to manage the limited parking resources of Hermosa Beach. These programs are described briefly below.

Parking Fees
Within the Coastal Zone, Hermosa Beach maintains a supply of on-street metered or lot/structure pay-by-space parking in the two blocks nearest to the beach throughout the coastal zone. The hourly meter/lot rates cost $1.25 per hour, with meters/lot rates in the commercial core increasing to $1.50 per hour from 8 PM to 2 AM daily. Yellow post meters maintain a rate of $1.25 per hour throughout the day.

Residential Parking Permit Program
In 1984, the City of Hermosa Beach applied for and was granted permission by the California Coastal Commission to establish a preferential parking permit program in conjunction with remote beach parking locations and a park and ride shuttle system. The preferential parking permit program was developed to discourage oversaturation of the City’s downtown and coastal parking, to provide free long-term parking at inland locations, and to allow residents within the impacted area to park beyond the one-hour time restrictions or without having to pay the meter at yellow pole/cap meters. The impacted area is bound by the North and South City boundaries; by the Strand on the West; by Loma Drive, Park Avenue, or Morningside Drive on the East. Parking spaces on the West side of Cypress Avenue between 11th Street and Pier Avenue are also included.

Residential parking permits are issued on an annual basis and cost $40 annually. Vehicle permits are available at a rate of one non-transferrable sticker per vehicle registered to an address (no limit on number of vehicles), and one transferrable hang tag guest pass per legal address. As part of the program, a property owner not residing at the address may also obtain one pass per address and residents within the impacted area may purchase one-day event permits at a rate of $1 for event permits one through five and no charge for permits six through twenty.

Daily Parking Permit Program
As part of the residential parking permit program, the City is required to make daily parking permit passes available to non-residents or those that live outside of the impacted area that allow them to park at yellow pole/cap meters or beyond the one-hour time restrictions at nonmetered locations. Per the City’s Coastal Development Permit for the Residential Parking Permit Program, the maximum daily fee for this permit is $5 and is valid from 8 am to 5 pm.

Employee Parking Permit Program
For those who work in Hermosa Beach and do not have parking available through their employer, monthly and annual parking passes are available. These permits are available to anyone and monthly permits are available for off-street parking lots/structures at a cost of:
• $62 per month to park anytime up to 72 hrs
• $31 per month to park only between 5am to 7pm daily
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25 Employee permits are also available to purchase that allow employees to park at on-street spaces with yellow pole/cap meters and in the unmetered, but one-hour time restricted areas at an annual cost of $143 (pro-rated to $71.50 on September 1st).

Off-Street Parking Requirements
The current parking requirements for land uses within the Coastal Zone are defined within Title 17 of the Hermosa Beach Municipal Code. Chapter 17.44 includes off-street parking requirements for residential uses, commercial and business uses, downtown district uses, mixed-uses, and common parking facilities, among other requirements for space sizes, tandem parking, and maintenance of parking areas. Table 2.4 below details parking requirements for land uses from Title 17 of the Hermosa Beach Municipal Code.

Table 2.4 – Hermosa Beach Off-Street Parking Requirements Land Use Parking Requirement
Commercial Uses
Retail 1 space per 250 square feet of GFA2
Offices, general 1 space per 250 square feet of GFA
Offices, medical 1 space per 1,000 square feet of GFA
Restaurants 1 space per 100 square feet of GFA
Fast Food 1 space per 50 square feet of GFA
Assembly 1 space per 50 square feet of GFA
Service / Repair 1 space per 1,000 square feet of GFA
Light Manufacturing 1 space per 300 square feet of GFA
Warehousing / Storage 1 space per 1,000 square feet of GFA Commercial Uses in the Downtown District3
Retail 1 space per 333 square feet of GFA
Offices, general 1 space per 333 square feet of GFA
Offices, medical 1 space per 333 square feet of GFA
In Hermosa Beach, common parking facilities may be provided to wholly or partially satisfy off-street parking requirements of two or more uses when one or more of such uses will only infrequently generate use of such parking area at times when it will ordinarily be needed by the patrons or employees of the other use(s). Multiple-use parking areas are allowed through a Parking Plan approved by the Planning Commission.

Hermosa Beach allows parking in-lieu fees for uses in the Downtown District. Building sites with a building floor area to building site of one to one or less may pay an “in-lieu” fee for all required spaces. Otherwise, building sites shall be required to provide a minimum of 25% percent of the required parking on-site.

Hermosa Beach also allows off-site parking allowable by code up to 300 feet from the use for which the spaces are provided.

2 GFA: Gross Floor Area
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26 3. Parking Occupancy Analysis
The parking occupancy analysis paints a detailed
picture of how public on-street, public off-street, and private off-street parking is utilized in the Coastal Zone.

The following terms are used when discussing parking
occupancy.
• Occupancy: The number of cars parked in a
specific area, lot, or blockface 4 during one
period of observation. It is often expressed as the
percentage of the total supply of spaces that is
occupied by parked cars.
• Peak: The time period associated with the
highest observed level of occupancy in a
specific area or parking facility.
• Optimal Capacity: The occupancy level or
number of vehicles that can be parked in a
facility or area before it becomes difficult for a
driver to find a space without having to circle or
“cruise” for parking. Optimal capacity is typically
set at an 85% occupancy level. 5 For on-street
parking this equates to roughly one vacant space per blockface. • Space Type: Space type is defined as the main characteristic given to a parking space based upon meter or curb type (i.e. green, silver, yellow etc.) This report presents the findings from this data collection effort in three sections:
• Overall occupancy summary
• Occupancy by zone
• Occupancy by on or off-street parking
• Occupancy levels by space type.
• Occupancy findings
Overall Occupancy Summary
The following discussion presents overall occupancy trends for public on- and off- street parking, as well as private off-street parking during these three distinct times of day or week.

Note that occupancy data was collected during the summer period in order to represent a typical peak season within the Coastal Zone of Hermosa Beach. A summary of the occupancy rates by zone and on or off-street parking is provided in Table 3.1.

4 A blockface is one side of a street between two consecutive features intersecting that street. 5 An on-street parking occupancy of 85% has been demonstrated by parking experts, most notably by Donald Shoup of UCLA, as the benchmark for the practical or optimal capacity of on-street parking. At 85% occupancy, approximately one available space is expected per block, thus limiting the cruising phenomenon and generally assuring the availability of a space.
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27 Table 3.1– Summary of Overall Occupancy per Zone
Zone
On-Street Parking Types Off-Street
Parking Types Observed On-Street Occupancy Observed Off-Street Occupancy Metered
Nonmetered:

Preferential
Zone
Non-metered:

NonPreferential
Zone
Public Private Weekday
Afternoon
Weekday
Evening
Weekend
Afternoon
Weekday
Afternoon
Weekday
Evening
Weekend
Afternoon
Zone 1 ✔ 61% 66% 91% N/A N/A N/A
Zone 2 ✔ ✔ 53% 62% 82% N/A N/A N/A
Zone 3 ✔ 69% 73% 88% N/A N/A N/A
Zone 4 ✔ ✔ 47% 62% 83% N/A N/A N/A
Zone 5 ✔ ✔ ✔ 77% 84% 94%
Public:
89%
Private:
10%
Public:
78%
Private:
3%
Public:
86%
Private:
16%
Zone 6 ✔ ✔ ✔ ✔ 75% 68% 77% Private:
64%
Private:
30%
Private:
21%
Zone 7 ✔ 63% 79% 97% N/A N/A N/A
Zone 8 ✔ ✔ ✔ ✔ 66% 86% 100% Private:
46%
Private:
45%
Private:
95%
Occupancy by Zone
This section serves as a summary of the study’s findings by zone. Previous sections have detailed figures based upon parking type, while this section provides findings to better show general trends per zone.

Table 3.5 summarizes the previous section and highlights the overall occupancy observed for both on-street and off-street parking along with space types found in each zone. Given the study’s findings for the three data collection times, the weekend afternoon tends to have a higher occupancy rate than weekday afternoon and weekday evening. Zone 5 (Walk Street – Downtown), Zone 7 (Walk Street – Sand Section – Herondo), and Zone 8 (Sand Section – Cypress) exceed optimal occupancy during the weekend afternoon time period for both onstreet and off-street parking. In general, Zones 1 through 4 have lower occupancy than Zones 5 through 8 for all observed times. This can potentially be explained due to the higher rate of beachgoers in the summer months who prefer to park closer to the beach. 800
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28 Zone 1: Walk Street – North End
Zone 1 represents the northwest parking zone in Hermosa Beach. This zone consists of highdensity residential east of Hermosa Avenue, and low-density residential on the Strand. There are a few commercial/retail uses on Manhattan near Longfellow Avenue such as Boccato’s Groceries.

This zone is characterized primarily by yellow-metered parking at over 87% occupancy. The remaining parking inventory in this zone is either unmetered or green. Parking in this zone on weekdays in relatively constant, at around 60% occupancy overall, but upticks above 90% occupancy for the weekend afternoon time period. Relatively constant occupancy with an uptick during the weekend afternoon can be explained because the area is primarily residential with beachfront access.

Zone 2: North End East
Zone 2 represents the northeast corner of the Coastal Zone and the eastern portion of the North End Character Area. The zone consists of mainly medium-density residential, with lowdensity residential to the south east along Gould Avenue. There are also a few commercial/retail land uses on Manhattan Avenue split by 33rd Place.

This area is split roughly in half for parking within and outside of the preferential parking district.

Although parking occupancy rose nearly 30% from a weekday afternoon to a weekend afternoon, all three observation times showed occupancy under optimal capacity. Due to the primarily residential nature of this zone and that it is further from the beach, change in parking occupancy between weekday and weekend is not expected.

Zone 3: Walk Street – Sand Section North
Zone 3 represents the zone just north of downtown adjacent to the beach. This area is primarily zoned medium-density residential with low-density along the Strand and Manhattan Avenue to the north. There are two commercial hubs at Greenwich Village and Palm Drive, as well as the west side of Hermosa Avenue at 22nd Street.

This zone contains mainly yellow-metered parking, but also has silver-metered and unmetered parking, as well as green and handicapped spaces. According to the three observation times, there is a steady rise in occupancy from the weekday afternoon, to a weekday evening, then weekend afternoon. Both yellow- and silver-metered parking reach over optimal capacity during the weekend afternoon. Similar to Zone 1, this rise in parking occupancy is likely attributed to its close proximity to the beach.

Zone 4: Sand Section – Valley
Zone 4 is just east of Zone 3 and south of the North End Character Area. This area is primarily zoned low-density residential with medium-density residential to the north and south. This zone also includes Valley Park and a portion of Hermosa Valley School to the northeast and southeast, respectively.

This zone consists primarily of preferential parking, occupied at 81%, and is the zone with the highest number of parking spaces in total. As such, this zone did not reach optimal capacity during any of the three observation times. Furthermore, this was the only zone that produced overall occupancy rates of less than 50% during any of the three times. Due to the primarily 801
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29 residential nature of this zone and that it is further away from the beach, any changes in occupancy between the time periods are nominal.

Zone 5: Walk Street – Downtown
Zone 5 represents a large portion of the Downtown Core of Hermosa Beach. Most of the area is zoned recreational west of Hermosa Avenue and community east of Hermosa Avenue. High and medium-density residential uses are located to the north and northeast, as well as to the south and southeast. The Hermosa Beach Pier is located west of this zone.

Zone 5 consists of yellow and silver meters, unmetered parking, and a small portion of other parking types such as green, handicapped, and reserved. This zone contains more silvermetered parking (48% of zone) than yellow-metered parking (30% of zone). Yellow-metered parking occupancy was measured above optimal capacity at all observation times. Onstreet occupancy was above 90% for metered and unmetered spaces during the weekend afternoon. As the commercial center of Hermosa Beach, higher occupancies are expected.

This same occupancy trend is prevalent for off-street parking in Zone 5 as well, as the occupancy for the 521 observed spaces was above optimal capacity for two of the three observation times.

Observed private parking occupancy was measured to be fairly low at all three times, reaching no greater than 16%. The sample size is relatively small compared to the entirety of private parking in Zone 5. A number of factors could have contributed to the low figure for private parking occupancy, such as no show being playing at the Comedy & Magic Club during the three selected time periods. The club was one of two private parking lots counted for analysis in Zone 5.

Zone 6: Sand Section – Civic Center
Zone 6 is situated just east of the Downtown Core. It is characterized as mainly high-density residential, with community and public facility uses adjacent to Pier Avenue. The zone also includes uses such as the Marineland Mobile Home Park, and a portion of Hermosa Valley School to the northeast.

Similar to Zone 2, on-street optimal capacity was not reached during any of the three observation times in Zone 6. In addition, Zone 6 was the only zone to not exceed 80% capacity.

Parking in this zone is largely in the preferential parking district, with just under 100 more spaces than in the non-preferential parking area. The low parking occupancy could be attributable to the area being primarily residential, combined with a higher number of off-street spaces to account for the Civic Center, City Hall, and shops along Pier Avenue.

Zone 6 had the most off-street private parking spaces observed. Occupancy for off-street parking in this zone was highest at 64% during the weekday afternoon. The weekday evening and weekend afternoon times did not reach above 30% occupancy.

Zone 7: Walk Street – Sand Section – Herondo
Zone 7 represents the southwest parking zone in Hermosa Beach, and extends across the City’s southern boundary. The zone is primarily high-density residential, with a few commercial parcels along Hermosa Avenue south of 3rd Street.
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30 Parking types in this zone consist primarily of yellow-metered spaces at 80%, with 20 of the total 437 yellow meters outside of the preferential parking district. Zone 7 experienced the second highest occupancy rate of any zone for the weekend afternoon time period at 97%. Yellowmetered and unmetered parking in this zone have noticeably higher occupancy rates than silver-metered parking. The high rate of occupancy can be attributed to lack of sufficient parking spaces for visitors in the residential area combined with visitors from the adjacent Redondo Beach.

Zone 8: Sand Section – Cypress
Zone 8 is located east of Zone 7 and north of 2nd Street. Zone 8 consists primarily of light manufacturing uses within the northeast portion of the zone, and a combination of highdensity and medium-density residential spread throughout.

Zone 8 provides the lowest number of parking spaces and the highest occupancy rate at 100%. In addition, Zone 8 is the only zone that reaches above optimal capacity during the weekday evening. High occupancy is likely due to a greater number of 24-hour spaces in combination with demand generated from South Park.

Private parking in this zone is generally higher than private parking observed in other zones.

Zone 8 measured 95% occupancy during the weekend afternoon for private parking, which is the only private parking rate observed to be above optimal capacity during any of the three observation times for this zone.

Occupancy by On and Off-Street Parking
On-Street Parking
In general, all odd numbered zones, or zones that border the beach experience higher levels of parking occupancy than zones further away from the beach, which is expected due to a high rate of beachgoers during summer months. In all zones, peak occupancy occurred during the weekend afternoon. In particular, weekend afternoon occupancy rates exceeded optimal capacity in the following zones:
• Zone 1: Walk Street – North End (average occupancy of 91%); • Zone 3: Walk Street – Sand Section North (average occupancy of 88%); • Zone 5: Walk Street – Downtown (average occupancy of 94%); • Zone 7: Walk Street – Sand Section – Herondo (average occupancy of 97%), and • Zone 8: Sand Section – Cypress (average occupancy of 100%).

Weekday evening occupancy only exceeded optimal capacity in Zone 8 (Sand Section – Cypress, occupancy of 86%). All zones, except Zone 6 (Sand Section – Civic Center), experienced the lowest levels of occupancy during the weekday afternoon (average occupancy of 62%).

The highest peak, measured in Zone 8 (Sand Section – Cypress), reached nearly 100% occupancy during the weekend afternoon. While not every spot was occupied in this zone, some segments registered higher occupancy than the available supply due to parking in nondesignated parking spaces. For instance, some on-street segments that restricted parking entirely still registered one parked car (i.e. east side of Manhattan Avenue from 6th Street to 8th Street.) Zone 1 (Walk Street – North End), Zone 3 (Walk Street – Sand Section North), Zone 5 803
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31 (Walk Street – Downtown), and Zone 7 (Walk Street – Sand Section – Herondo) saw peaks in occupancy above 90% during the weekend afternoon.

Zone 5 (Walk Street – Downtown) and Zone 8 (Sand Section – Cypress) saw peaks in occupancy above 80% for weekday evening. Zone 5 (Walk Street – Downtown) and Zone 6 (Sand Section – Civic Center) saw peaks in occupancy above 70% for weekday afternoon.

Figure 3.1 – On-Street Parking Occupancy by Zone
Off-Street Parking (Public and Private)
Specific parking lots and structures in Zone 5 (Walk Street – Downtown), Zone 6 (Sand Section – Civic Center), and Zone 8 (Sand Section – Cypress) were observed for off-street parking occupancy. Zone 5 (Walk Street – Downtown) is the only zone where public, city-owned offstreet parking is provided, consisting of Lots A, B, and C. For these three public lots, average occupancy among the three observation times are fairly consistent ranging, between 78% and 89%. The lowest occupancy observed was 78% during the weekday evening, suggesting that the public lots have availability while being generally well-utilized.

Private off-street parking in Zone 5 (Walk Street – Downtown) registered relatively low (less than 16% at peak) occupancy for the two sites counted. One site, at 1301 Manhattan Avenue, serves an office/commercial use that is relatively new and the other is the Comedy & Magic Club which serves as an assembly use. Both uses show high parking availability compared to surrounding uses in the Downtown Core, which may have contributed to the low parking occupancy observed in a typically dense zone. Zone 6 (Sand Section – Civic Center) exhibited a peak of 64% occupied of off-street private parking during the weekday afternoon, where Zone 8 (Sand Section – Cypress) showed a peak of 95% occupied during the weekend afternoon. The total observed off-street parking, regardless of zone, registered a peak of 78% occupancy.

Figure 3.2 – Off-Street Parking by Zone
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32 Occupancy by Space Type
Table 3.3 presents the on-street occupancy rates by parking and post type for the following zones:
• Zone 1: Walk Street – North End;
• Zone 3: Walk Street – Sand Section North;
• Zone 5: Walk Street – Downtown; and
• Zone 7: Walk Street – Sand Section – Herondo.

On-street occupancy rates were classified by the preferential zone designation in the following zones:
• Zone 2: North End East;
• Zone 4: Sand Section – Valley;
• Zone 6: Sand Section – Civic Center; and
• Zone 8: Sand Section – Cypress.

As shown in the table, the total of on-street parking inventory as well as total occupancy per time period by zone, and an overall occupancy rate of all on-street parking spots is provided. 805
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33 Table 3.2 – On-Street Occupancy
On-Street Parking Type Inventory
Occupancy
Weekday
Afternoon
Weekday
Evening
Weekend
Afternoon
Zone 1: Walk Street – North End
Yellow Meter 246 62% 64% 91%6
Silver Meter 0 0% 0% 0%
Green 3 0% 67% 33%
Unmetered 32 63% 81% 94%
Total 281 61% 66% 91%
Zone 2: North End East
Preferential Zone 304 49% 59% 82%
Non-Preferential Zone 214 58% 67% 81%
Total 518 53% 62% 82%
Zone 3: Walk Street – Sand Section North
Yellow Meter 337 75% 75% 91%
Silver Meter 40 68% 55% 95%
Unmetered 96 57% 83% 84%
Green 6 67% 67% 83%
Handicap 8 13% 0% 13%
Unidentified 6 0% 0% 0%
Total 493 69% 73% 88%
Zone 4: Sand Section – Valley
Preferential Zone 600 45% 59% 83%
Non-Preferential Zone 138 56% 74% 82%
Total 738 47% 62% 83%
Zone 5: Walk Street – Downtown
Yellow Meter 155 88% 95% 98%
Silver Meter 247 73% 80% 94%
Unmetered 61 82% 90% 97%
Green 22 41% 32% 68%
Handicap 5 40% 80% 80%
Other 23 65% 83% 78%
Total 513 77% 84% 94%
Zone 6: Sand Section – Civic Center
Preferential Zone 306 77% 76% 78%
Non-Preferential Zone 227 72% 57% 76%
Total 533 75% 68% 77%
Zone 7: Walk Street – Sand Section – Herondo
Yellow Meter (Preferential) 417 69% 81% 98%
Silver Meter 40 48% 58% 78%
Unmetered 56 48% 95% 102%
Green 7 29% 43% 100%
Handicap 1 0% 0% 0%
Yellow Meter (Non-Pref.) 20 30% 65% 100%
Loading (Non-Pref.) 2 0% 0% 0%
Total 543 63% 79% 97%

6 All percentages in bold have measured to reach at or above optimal capacity (85%) 806
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34 On-Street Parking Type Inventory
Occupancy
Weekday
Afternoon
Weekday
Evening
Weekend
Afternoon
Zone 8: Sand Section – Cypress
Preferential Zone 126 60% 96% 102%
Non-Preferential Zone 92 73% 73% 96%
Total 218 66% 86% 100%
Overall
Total 3,837 63% 71% 87%

On-Street Parking
Overall occupancy during the weekend afternoon, regardless of parking type, yielded consistent levels of occupancy greater than the optimal capacity of 85 percent. Yellowmetered parking occupancy reached levels above 90% during the weekend afternoon.

Unmetered parking occupancy reached levels at or above 94% during the weekend afternoon in:
• Zone 1: Walk Street – North End;
• Zone 5: Walk Street – Downtown; and
• Zone 7: Walk Street – Sand Section – Herondo.

Silver-metered parking reached over 85 percent optimal capacity in:
• Zone 3: Walk Street – Sand Section North; and
• Zone 5: Walk Street – Downtown.

Zone 8 (Sand Section – Cypress) is the only zone that does not border the beach to register levels greater than optimal capacity. In total, all on-street parking experienced occupancy levels just above optimal capacity for the weekend afternoon (87%).

Off-Street Parking (Public and Private)
Parking occupancy reached optimal capacity twice in the three public lots, during the weekday afternoon and the weekend afternoon, at 89% and 86% respectively. Zone 8 (Sand Section – Cypress) experiences a very high occupancy rate during the weekend afternoon for its private off-street parking at 95%. Overall off-street parking, in total, did not reach optimal capacity for any of the three surveyed times.

Table 3.3 – Off-Street Occupancy
Off-Street
Parking Inventory
Occupancy
Weekday
Afternoon
Weekday
Evening
Weekend
Afternoon
Zone 5 (Public) 521 89% 78% 86%
Zone 5 (Private) 119 10% 3% 16%
Zone 6 (Private) 135 64% 30% 21%
Zone 8 (Private) 94 46% 45% 95%
Total 869 78% 59% 76%
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35 Key Takeaways
Key takeaways from the parking occupancy analysis conducted in this section are presented below. These takeaways are intended to guide the development of parking management strategy recommendations for the Coastal Zone later in this report.

Overall:
• The weekend afternoon time period tends to experience a higher occupancy rate than weekday afternoon and weekday evening, at 87% occupancy in total. • Zones in the southern part of the study area generally experience higher occupancy that zones in the northern part of the study area.
• Zones that border the beach experienced the highest levels of occupancy, along with the southern Sand Section – Cypress area. This likely correlates with the higher rate of beachgoers expected on weekends, especially during the summer months. • Zones 1, 3, 5, and 7 consist of on-street parking bordering the beach. During the weekend afternoon:
o These zones exceeded optimal capacity (90% occupancy). o Yellow-metered parking exceeded optimal capacity in Zones 1, 5, and 7 (above 90%).
o Unmetered parking exceeded optimal capacity in Zones 1, 5, and 7 (above 94%).
o Silver-metered parking exceeded optimal capacity in Zones 3 and 5 (above 85%).
• Zone 8 is the only zone that does not border the beach that exceeded optimal capacity. During the weekend afternoon, this zone:
o Experienced the highest occupancy out of all of the study zones (100%). o Reached optimal capacity for its private parking supply (95%). Weekday time periods experienced significantly less occupancy.
o Reached above 100% occupancy in on-street parking due to parking in nondesignated spaces.

On Street Parking:
• Total on-street parking occupancy is above optimal capacity during the weekend afternoon (87%).
• Weekday afternoon on-street occupancy remains below optimal capacity in all zones. • All zones experience their lowest on-street occupancy during the weekday afternoon, except the Civic Center area.
• Weekday evening on-street occupancy only exceeded optimal capacity in the southern Sand Section – Cypress area.

Off-Street Parking:
• Public parking lots in the Downtown Core generally remain available while being wellutilized (occupancy ranges from 78-89%). They reach optimal capacity during the weekday and weekend afternoons.
• Private parking occupancy in the Downtown Core is relatively low, likely due to high utilization of public parking in this zone during observation times. 808
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36 4. Parking Demand Analysis
Combined with the analysis of existing conditions, analyzing anticipated parking demand in the study area is essential to determine the appropriate parking management strategies for the Coastal Zone. Anticipated parking demand is typically calculated based on industry standards. However, due to the study area’s unique coastal character, it was necessary to create a more complex methodology tailored to Hermosa Beach, which is detailed in the following section.

Parking Demand Analysis
To determine the City’s current non-residential off-street parking requirements for the study area, the square footage of each land use type in the study area was aggregated by zone.

Building square footages were used to calculate the minimum number of off-street parking spaces required by code for each zone. The calculated minimum parking requirement was then compared to the existing number of off-street parking spaces currently available for each type of non-residential use.

In order to provide additional data points for determining anticipated parking demand for non-residential land uses (as municipal code requirements are often outdated and may not reflect actual conditions), an anticipated demand of private off-street parking was calculated using the following three sources:

1. Peer City Code – Parking rates from peer
city code were averaged among eight (8)
comparable cities. Each peer city is listed
below. The location of each city respective
to Hermosa Beach is found in the image
below.

1. Santa Monica

2. Manhattan Beach

3. Redondo Beach

4. Long Beach

5. Huntington Beach

6. Newport Beach

7. Laguna Beach

8. Carlsbad
The eight peer cities chosen were based on
four main characteristics:
• Proximity to Hermosa Beach
• Similar distinction as a beach city
• Similar land use distribution
• Parking requirement code describing a parking overlay district (i.e. downtown district) that reduces their parking regulations as a deviation from the remainder of the city due to higher density, mix of uses, and mode split. 809
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37 2. Institute of Transportation Engineers Parking Generation: 4th Edition (ITE) - ITE rates are more reflective of suburban uses that are not prevalent throughout the study area, therefore parking demand rates by land use were adjusted to reflect the coastal character of Hermosa Beach. Rates were reduced in the Downtown District by 35% to account for a higher mix of uses and greater modal split (i.e. walkability/ bike-ability/ transit).

3. Urban Land Institute Shared Parking Manual: 2nd Edition (ULI) - ULI rates are more reflective of suburban uses that are not prevalent throughout the study area, therefore shared parking rates by land use were adjusted similar to ITE rates to account for synergy amongst land uses and the overall walkability of Hermosa Beach.

Parking ratios from each source (peer city code average, ITE and ULI) were then averaged and calculated against built square footages of non-residential land uses to determine spaces anticipated to be utilized based on demand. This analysis is then compared to the number of parking spaces currently provided. Built and utilized parking ratios are important as they provide insight on whether an area is under- or over-parked, and the parking strategies need to be adjusted to meet anticipated demand. Section 5 of the report provides detailed calculations for the aforementioned parking ratios.

Code Requirements for Existing Non-Residential Uses
The City provided land use classifications for the majority of the non-residential parcels in the study area. The aggregate square footage of each land use type in the study area was calculated by zone and further analyzed against the City’s existing zoning code. Since each land use type requires a different amount of parking, parking rates vary from use to use. Land Use data was organized by the following non-residential land uses, which are consistent with the designations provided by the City:
• Commercial / Retail
• Office / Professional
• Restaurant
• Assembly
• Fast Food
• Service / Repair
• Medical Office
• Light Manufacturing
• Warehouse / Storage
In addition to these uses, the City of Hermosa Beach implements an overlay district for the Downtown Core which reduces the parking requirement for some of the same uses stated above. The Downtown Core uses are:
• Commercial/ Retail (Downtown District)
• Office/ Professional (Downtown District)
• Medical Office (Downtown District)
• Restaurant (Downtown District) 7

7 Although the City of Hermosa Beach does not provide a reduction in parking rate for restaurants within the Downtown District, the distinction is made for consistency with Section 5 Parking Demand Analysis, in which the restaurant parking demand is reduced. Justification for restaurant parking demand reduction is also found in Section 5. 810
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38 Table 4.1 below shows the resulting total number of parking spaces required for each land use type based on the total square footage as well as corresponding parking requirement ratios currently specified in Chapter 17.44.030 and Chapter 17.44.40 of the City of Hermosa Beach Zoning Code. Total existing private off-street parking inventory is also shown for comparison to the number of parking spaces required by the municipal code.

Table 4.1 – Non-Residential Parking Spaces Required by City Code Land Use
Square
Feet by
Use Type
Existing Minimum
Parking
Requirements
Spaces
Required
by Code
Existing Private
Off-Street
Parking Spaces
Zone 1: Walk Street – North End
Commercial / Retail 6,659 1 space per 250 sf 27 4
Total 6,659 27 4
Zone 2: North End East
Office / Professional 3,168 1 space per 250 sf 13 6
Commercial / Retail 4,905 1 space per 250 sf 19 4
Total 8,073 32 10
Zone 3: Walk Street – Sand Section North
Office / Professional 2,842 1 space per 250 sf 12 12
Commercial / Retail 12,002 1 space per 250 sf 48 4
Restaurant 5,114 1 space per 100 sf 51 2
Total 19,958 111 18
Zone 4: Sand Section – Valley
N/A8 N/A N/A N/A N/A
Zone 5: Walk Street – Downtown
Office / Professional
(Downtown District) 28,640 1 space per 333 sf 86 1049
Commercial / Retail
(Downtown District) 67,915 1 space per 333 sf 203 5010
Restaurant (Downtown District) 39,871 1 space per 100 sf 399 1111 Assembly 9,483 1 space per 50 sf 190 42
Fast Food 2,800 1 space per 50 sf 56 4
Service / Repair 2,900 1 space per 1,000 sf 3 0
Total 151,609 937 211
Zone 6: Sand Section – Civic Center

8 There is no off-street private parking in Zone 4: Sand Section – Valley 9 1301 Manhattan Ave: Parking Plan 14-8, CUP 16-5
10 1301 Manhattan Ave: Parking Plan 14-8, CUP 16-5
11 1301 Manhattan Ave: Parking Plan 14-8, CUP 16-5
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39 Land Use
Square
Feet by
Use Type
Existing Minimum
Parking
Requirements
Spaces
Required
by Code
Existing Private
Off-Street
Parking Spaces
Office / Professional
(Downtown District) 20,684 1 space per 333 sf 62 6612, 13, 14 Commercial / Retail
(Downtown District) 72,438 1 space per 333 sf 217 17915 Restaurant (Downtown District) 1,600 1 space per 100 sf 16 0 Medical Office (Downtown
District) 2,000 1 space per 333 sf 6 416
Light Manufacturing 13,676 1 space per 300 sf 46 22
Total 110,398 347 271
Zone 7: Walk Street – Sand Section – Herondo
Commercial /Retail 15,979 1 space per 250 sf 64 3917
Restaurant 4,542 1 space per 100 sf 45 15
Total 20,521 109 54
Zone 8: Sand Section – Cypress
Office / Professional 8,933 1 space per 250 sf 36 13
Light Manufacturing 87,900 1 space per 300 sf 292 169
Warehousing / Storage 14,519 1 space per 1,000 sf 15 1
Service / Repair 9,057 1 space per 1,000 sf 9 13
Total 120,409 352 196
Overall
Total 437,627 1,915 764
The table shows that Zones 3 (Walk Street – Sand Section North) and Zone 5 (Walk Street – Downtown), in particular, have less existing parking spaces than required by code. In the City of Hermosa Beach, multiple Common/Shared Parking Plans, Conditional Use Permits (CUP’s), in-lieu fees, and resolutions are in place that allow for a deviation of parking spaces from the City’s existing code. As these deviations are specific to individual sites, this analysis reflects aggregate parking requirements on a zone level. The deviations within each zone level in Table 4.1 are provided as footnotes to explain any potential discrepancies between City parking requirements and associated existing spaces.

Although there were 348 private off-street parking spaces observed for occupancy in the Coastal Zone as noted previously in table 3.1, there are actually a total of 764 private off-

12 205 Pier Ave: Parking Plan 08- 1 and 10-2, Planning Commission Resolution 08-29 13 Note for 425 Pier Ave: Parking Plan to allow the expanded business to use 8 off-site shared parking spaces at 555 Pier Ave (PARK 12-8, CUP 12-5)
14 Parking Plan 98-2 shared use of existing parking for off-site business CON 04-15 15 205 Pier Ave: Parking Plan 08- 1 and 10-2, Planning Commission Resolution 08-29 16 555 Pier Ave: Planning Commission Resolution 93-60 for a Parking Plan to allow less than required for a medical office 17 Parking Plan 03-6, Conditional Use Permit 04-8, Precise Development Plan 04-9 812
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40 street parking spaces. Since the analysis using municipal code is not limited to only observed parking demand, all 764 private off-street spaces in the Coastal Zone were included in the calculations for non-residential uses. Figure 4.1 illustrates the locations of the non-residential uses that were observed.

The total number of spaces required for non-residential uses in the Coastal Zone based on the City’s code is approximately 1,915 spaces compared to the 764 spaces that currently exist for the same uses.
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41 Figure 4.1 – Map of Observed Non-Residential Land Uses 814
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42 Actual Built Parking Ratios
Comparing land use ratios to existing parking spaces may not provide the whole picture in determining whether the number of existing spaces is sufficient and adequate for the City’s needs. It is important to analyze the total square footage of a land use to the total parking spaces provided to create an actual built18 ratio for each zone and for the Coastal Zone as a whole. The following analysis shows actual built ratios of private off-street parking supply (Table

4.2). The actual built ratio per space was determined by dividing the actual total built square footage by the actual parking supply in each zone. For comparative purposes, Table 4.2 also includes the actual built ratio of parking spaces per 1,000 square feet of non-residential land uses. This was determined by dividing the parking supply by the actual built square footage per 1,000.

The resulting total figure of 1.75 shows that for every 1,000 square feet of non-residential land use in the Coastal Zone, there are 1.75 existing off-street parking spaces. 1.75 spaces per 1,000 square feet for this specific mix can be compared to the Adjusted Peak Demand Ratio per 1,000 square feet found in Table 5.5.

Table 4.2 – Actual Built Parking Ratios for Non-Residential Land Uses Zone
Actual Built
Square
Footage (sf)
Actual
Parking
Supply
Actual Built
Ratio per
Space (sf)
Actual Built
Ratio per 1,000
sf (spaces)
Zone 1: Walk Street – North End 6,659 4 1,665 0.60
Zone 2: North End East 8,073 10 807 1.24
Zone 3: Walk Street – Sand Section North 19,958 18 1,109 0.90 Zone 4: Sand Section – Valley N/A N/A N/A N/A
Zone 5: Walk Street – Downtown 151,609 211 719 1.39
Zone 6: Sand Section – Civic Center 110,398 271 407 2.45 Zone 7: Walk Street – Sand Section – Herondo 20,521 54 380 2.63 Zone 8: Sand Section – Cypress 120,409 196 614 1.63
Total 437,627 764 573 1.75

18 “Actual built” implies that there is no distinction between occupied sf or vacant sf, and includes all building sf.

Example: Zone 1 Walk Street – North End
6,659 sf (actual built square footage) / 4 spaces (actual parking supply) = 1,665 sf (actual built ratio per space)
1,000 sf (typical sf figure to determine parking ratios) / 1,665 sf (actual built ratio per space) = 0.60 spaces (actual built ratio per 1,000 sf)
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43 Anticipated Peak Parking Demand
The anticipated peak parking demand for each non-residential land use type was determined based on a rate that combines peer city rates (including reduced-parking demand districts), adjusted ITE rates, and adjusted ULI rates. These three rates were averaged together (where data was applicable) to create an anticipated peak parking demand rate for each use (Table 5.1). Table 5.1 also presents Hermosa Beach’s current required parking rates as well as observed demand based on the City’s Beach Access Study. Each comparative demand rate is discussed in detail below.

Average City Required Rate
The peer cities chosen were based on four main characteristics: their proximity to Hermosa Beach, their similar distinction as a beach city, their similar land use distribution, and parking requirement code describing a parking overlay district (i.e. downtown district) that reduces their parking regulations as a deviation from the remainder of the City due to higher density, mix of uses, and mode split. The eight cities that were studied are:
• Long Beach
• Santa Monica
• Newport Beach
• Laguna Beach
• Manhattan Beach
• Huntington Beach
• Carlsbad
• Redondo Beach
Using the parking requirements found in each of the eight peer cities, an “Average City Required Rate” was created for comparison to the land use types studied in Hermosa Beach and is presented in Table 5.1. For walkable, high-density areas with a mix of uses where ridesharing is commonly used, most cities create a specialized overlay district where parking requirements are reduced. The Average City Required Rate was created by averaging all eight city codes based on land use. For land uses within an overlay district, the Average City Required Rate in the table reflects the reduced requirements found in the cities’ overlay districts. Uses found in the overlay district include commercial/retail, office/professional, medical office, and restaurant uses. A table of all city rates for each land use type can be found in Appendix B.
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44 ITE Rate
The Institute of Transportation Engineers (ITE) Parking Generation Manual: 4th Edition is used as the industry standard for parking demand rates. Since these rates are based mostly on suburban land uses and may not be accurate for the beach city character of Hermosa Beach, uses in the overlay district were reduced by 35% to account for a higher density of uses, a mix of uses, and a greater variation in mode split.

Numerous case studies were considered when developing a specific and appropriate reduction rate. Data was taken from the Victoria Transport Policy Institute Parking Management Strategies, the ‘Reduced Parking for Mixed-Use Areas’ provision of the City of Portland, Oregon Off-street Parking Management and Guiding Policies, and the Petco Park Area Transportation Study found in the Escondido Ballpark Project Traffic Impact Analysis by Linscott, Law & Greenspan in 2010. These case studies, coupled with other industry standards and previous parking studies similar to the Hermosa Beach’s Downtown Core, show that a 25% reduction from the standard ITE rate is necessary to account for mode split, citing a higher rate of ride hailing services and alternative modes. An additional 10% reduction in parking is also appropriate to account for a walkable area with a high mix of uses where “park once” is a common approach by downtown users. More detail on these case studies can be found in Appendix C.

ULI Rate
The Urban Land Institute (ULI) Shared Parking Manual: 2nd Edition has established the industry standard for shared parking demand among mixed uses. ULI differs from ITE as ULI considers the synergy and efficiency amongst compatible land uses by time of day, time of week, or time of year. ULI rates presented in Table 5.1 were also reduced by 35% for the Hermosa Beach Downtown District based on the same findings mentioned above. 817
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45 Table 4.3 – Anticipated Peak Parking Demand Rates for Non-Residential Land Uses Land Use
Comparative Demand Rates19
Anticipated
Peak
Parking
Demand
Rate
Hermosa Beach Rates20
Average
City
Required
Rate
ITE
Demand
Rate
ULI
Shared
Parking
Demand
Rate
Hermosa
Beach
Required
Rate
Hermosa
Beach
Observed
Demand
Commercial / Retail 250 sf 214.1 sf 277.8 sf 247 sf 250 sf 609.7 sf Commercial / Retail
(Overlay District) 329.2 sf 329.4 sf 427.4 sf 362 sf 333 sf 642.4 sf Office / Professional 287.5 sf 352.1 sf 263.2 sf 301 sf 250 sf N/A Office / Professional
(Overlay District) 307.8 sf 541.7 sf 404.9 sf 439 sf 333 sf 413.3 sf Medical Office
(Overlay District) 181.3 sf 480.8 sf 341.8 sf 335 sf 333 sf 500 sf Restaurant 119.3 sf 181.8 sf 95.2 sf 132 sf 100 sf N/A
Restaurant (Overlay
District) 135 sf 279.7 sf 146.4 sf 187 sf 100 sf 201.4 sf Fast Food 159.4 sf 121.9 sf 66.7 sf 116 sf 50 sf N/A
Service / Repair 362.5 sf 444.4 sf No rate 404 sf 1,000 sf N/A Assembly 3.8 seats 2.6 seats 2.5 seats 3 seats 50 sf 378.3 sf Light Manufacturing 537.5 sf 980.4 sf No rate 759 sf 300 sf 785.8 sf Warehousing / Storage 1,187.5 sf 1,960.8 sf No rate 1,574 sf 1,000 sf 1,051.8 sf

After developing an Anticipated Peak Parking Demand Rate for each use, the number of parking spaces anticipated to be occupied in each zone at peak was calculated using the actual built square footage of non-residential land uses21 and their associated Anticipated Peak Parking Demand Rates, presented in Table 4.4. Existing off-street parking inventory is also shown for comparison to the anticipated peak demand. The total number of parking spaces forecast for non-residential uses in the Coastal Zone is 1,283 spaces compared to the 764 spaces that exist for the same uses, suggesting that the anticipated parking demand for the Coastal Area exceeds the actual off-street parking supply.22

19 The comparative rates (purple) were summed and averaged to establish the Anticipated Peaking Parking Demand Rate.

All rates represent square footage per one parking space. 20 These Hermosa Beach rates (blue) are presented for comparative purposes only. All rates represent square footage per one parking space.
21 This calculation assumes 100% of actual building square footage is occupied and generating parking demand, as building vacancy rates were not collected for this study. 22 Although some zones show a higher anticipated demand than supply available, it is important to note that there may be additional supply not included in this analysis. Private lots were only observed if they consisted of 15 or more spaces.

Additionally, Zone 5: Walk Street –Downtown contains public, city-owned, off-street lots that are not included in this private off-street inventory and may account for any inconsistencies between the number of existing spaces and the number anticipated to be occupied.
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46 Table 4.4 – Non-Residential Parking Demand by Number of Parking Spaces Land Use Square Feet
by Use Type
Anticipated Peak
Parking Demand
Rate
Anticipated
Number of
Occupied
Parking Spaces
Existing Private
Off-Street Parking
Spaces
Zone 1: Walk Street – North End
Commercial / Retail 6,659 1 space per 247 sf 27 4
Total 6,659 27 4
Zone 2: North End East
Office / Professional 3,168 1 space per 301 sf 11 6
Commercial / Retail 4,905 1 space per 247 sf 20 4
Total 8,073 31 10
Zone 3: Walk Street – Sand Section North
Office / Professional 2,842 1 space per 301 sf 9 12
Commercial / Retail 12,002 1 space per 247 sf 49 4
Restaurant 5,114 1 space per 132 sf 39 2
Total 19,958 97 18
Zone 4: Sand Section – Valley

N/A N/A N/A N/A N/A
Zone 5: Walk Street – Downtown
Office / Professional
(Downtown District) 28,640 1 space per 439 sf 65 104
Commercial / Retail
(Downtown District) 67,915 1 space per 362 sf 188 50
Restaurant (Downtown
District) 39,871 1 space per 187 sf 213 11
Assembly 9,483 1 space per 3 seats 75 42
Fast Food 2,800 1 space per 116 sf 24 4
Service / Repair 2,900 1 space per 404 sf 7 0
Total 151,609 572 211
Zone 6: Sand Section – Civic Center
Office / Professional
(Downtown District)
20,684 1 space per 439 sf 47 66
Commercial / Retail
(Downtown District) 72,438 1 space per 362 sf 200 179
Restaurant (Downtown
District) 1,600 1 space per 187 sf 9 0
Medical Office
(Downtown District) 2,000 1 space per 335 sf 6 4
Light Manufacturing 13,676 1 space per 759 sf 18 22
Total 110,398 280 271
Zone 7: Walk Street – Sand Section – Herondo
Commercial / Retail 15,979 1 space per 247 sf 65 39
Restaurant 4,542 1 space per 132 sf 34 15
Total 20,521 99 54
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47 Land Use Square Feet
by Use Type
Anticipated Peak
Parking Demand
Rate
Anticipated
Number of
Occupied
Parking Spaces
Existing Private
Off-Street Parking
Spaces
Zone 8: Sand Section – Cypress
Office / Professional 8,933 1 space per 301 sf 30 13
Light Manufacturing 87,900 1 space per 759 sf 116 169
Warehousing / Storage 14,519 1 space per 1,574 sf 9 1
Service / Repair 9,057 1 space per 404 sf 22 13
Total 120,409 177 196
Overall
Total 437,627 1,283 764
To further compare anticipated demand for each zone, an analysis of anticipated parking demand ratios is shown in Table 4.5. The ratio of built square footage per parking space was calculated by dividing the actual built square footage of non-residential land uses in the study area by the corresponding number of parking spaces anticipated to be occupied during peak demand, as calculated in the previous table. For comparative purposes, the demand ratio of parking spaces per 1,000 square feet was determined by dividing the anticipated demand rate by the actual built square footage per 1,000 square feet. The resulting total figure of 2.93 shows that for every 1,000 square feet of non-residential uses in the Coastal Zone, there is an anticipated demand of 2.93 parking spaces during peak times. Below is a sample calculation for Zone 1: Walk Street – North End.

Example: Zone 1 Walk Street – North End
6,659 sf (actual built square footage) / 27 spaces (anticipated number of occupied spaces) = 247 sf (adjusted peak demand ratio per space)
1,000 sf (typical sf figure to determine parking ratios) / 247 sf (adjusted peak demand ratio per space)
= 4.04 spaces (adjusted peak demand ratio per 1,000 sf) 820
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48 Table 4.5 – Anticipated Peak Parking Demand Ratios
Zone
Actual Built
Square
Footage (sf)
Actual
Parking
Supply
Actual Built
Ratio per
Space (sf)
Actual Built
Ratio per 1,000
sf (spaces)
Zone 1: Walk Street – North End 6,659 27 247 4.04
Zone 2: North End East 8,073 31 266 3.76
Zone 3: Walk Street – Sand Section North 19,958 97 206 4.84 Zone 4: Sand Section – Valley N/A N/A N/A N/A
Zone 5: Walk Street – Downtown 151,609 572 265 3.78
Zone 6: Sand Section – Civic Center 110,398 280 395 2.53 Zone 7: Walk Street – Sand Section – Herondo 20,521 99 207 4.82 Zone 8: Sand Section – Cypress 120,409 177 680 1.47
Total 437,627 1,283 341 2.93
Table 4.4 shows the actual number of spaces provided per 1,000 square feet, and comparative Table 4.5 above shows the peak number of spaces demanded per 1,000 square feet. Each zone’s anticipated demand exceeds the actual built supply of off-street parking, except for Zone 8 (Walk Street – Sand Section – Herondo). In general, the average supply of off-street parking for non-residential land uses is currently 1.75 spaces per 1,000 square feet, while average demand is 2.93 parking spaces per 1,000 square feet at peak.

While non-residential land use comparisons to private off-street parking provide insight on their lot utilization, the availability of nearby on-street parking should also be considered. If on-street parking utilization in the vicinity of non-residential land uses is high, then it may be possible that these non-residential land uses are demanding more parking than can be measured through observing respective private lot capacity exclusively, as users are willing to park on-street to access these uses.

Although no formal survey was conducted, street segments adjacent to non-residential land uses were evaluated to determine if there was any correlation between land use and adjacent on-street parking utilization. On a zone-by-zone basis, there is no definitive correlation between the two. However, in general, specific on-street parking segments within each zone that are adjacent to non-residential land uses, such as on Hermosa Avenue and Pier Avenue appear to experience higher rates of occupancy than other areas and are either at or above optimal capacity.

Anticipated Seasonal Parking Demand
Peer city code, ITE, and ULI all provide rates for peak times, however, parking demand for every land use rarely peak simultaneously. The parking demand findings reflect parking demand at peak times for all individual uses, regardless of season. To more accurately reflect parking demand in Hermosa Beach, demand rates should also be analyzed according to season, as different land uses may reach peak times at different times of the year.

For instance, commercial/ retail uses have the highest parking demand in December, but office uses do not reach their highest parking demand in the same month. Because of this, demand for uses varies from season to season. According to ULI, the month of December typically has the greatest parking demand among all months, and therefore often represents 821
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49 peak parking demand in this analysis. Seasonal adjustments are based on demand anticipated every three months starting from December, reflecting typical conditions for Spring (March), Summer (June), and Fall (September).

To adjust accordingly to seasonal parking demand rates, the ULI Shared Parking Manual: 2nd Edition was used. This nationally accepted shared parking manual provides seasonal demand rates adjusted for customer/visitor parking. Using the ULI Shared Parking Manual has limitations since it averages numerous U.S. cities to determine averaged seasonal peak demands, where unique cities such as Hermosa Beach may not be represented as accurately. Due to the greater influx of summer visitors in Hermosa Beach compared to a typical U.S. city, Hermosa Beach could expect peak demand in summer months fairly close or higher than the calculated demand in December.

Table 4.6 provides a summary of seasonal demand parking rates per zone and per land use.

The table includes the anticipated number of occupied spaces found in Table 4.4 for comparative purposes, which represents the “Peak” (if all land uses simultaneously reach peak demand). According to the ULI manual, the month of December represents the highest anticipated parking demand for any of the 12 months. For Hermosa Beach, the analysis indicates that 1,246 spaces would be demanded overall in December, which is 37 spaces less than the number of spaces demanded during the simultaneous total peak. The month that saw the lowest parking demand was September, with only 1,050, or 233 less spaces than the number of spaces demanded at the simultaneous total peak.

Table 4.6 – Seasonal Parking Demand
Land Use
Square
Feet by
Use Type
Anticipated Number of Occupied Parking
Spaces
Existing
Private OffStreet Parking
Spaces Peak Dec. Mar. Jun. Sep.

Zone 1: Walk Street – North End
Commercial / Retail 6,659 27 27 17 18 17 4
Total 6,659 27 27 17 18 17 4
Zone 2: North End East
Office / Professional 3,168 11 9 11 11 11 6
Commercial / Retail 4,905 20 20 13 13 13 4
Total 8,073 31 29 24 24 24 10
Zone 3: Walk Street – Sand
Office / Professional 2,842 9 8 9 9 9 12
Commercial / Retail 12,002 49 49 31 33 31 4
Restaurant 5,114 39 39 37 37 35 2
Total 19,958 97 96 77 79 75 18
Zone 4: Sand Section – Valley

N/A N/A N/A N/A N/A N/A N/A N/A
Zone 5: Walk Street – Downtown
Office / Professional
(Downtown District) 28,640 65 52 65 65 65 104
Commercial / Retail
(Downtown District) 67,915 188 188 118 126 120 50
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50 Land Use
Square
Feet by
Use Type
Anticipated Number of Occupied Parking
Spaces
Existing
Private OffStreet Parking
Spaces Peak Dec. Mar. Jun. Sep.

Restaurant
(Downtown District) 39,871 213 213 203 203 194 11
Assembly 9,483 75 71 74 68 69 42
Fast Food 2,800 24 23 23 22 23 4
Service/Repair 2,900 7 7 7 7 7 0
Total 151,609 572 554 490 491 478 211
Zone 6: Sand Section – Civic Center
Office/ Professional
(Downtown District) 20,684 47 38 47 47 47 66
Commercial/ Retail
(Downtown District) 72,438 200 200 126 134 128 179
Restaurant
(Downtown District) 1,600 9 9 8 8 8 0
Medical Office
(Downtown District) 2,000 6 5 6 6 6 4
Light Manufacturing 13,676 18 18 18 18 18 22
Total 110,398 280 270 205 213 207 271
Zone 7: Walk Street – Sand Section – Herondo
Commercial/ Retail 15,979 65 65 41 43 41 39
Restaurant 4,542 34 34 33 33 31 15
Total 20,521 99 99 74 76 72 54
Zone 8: Sand Section – Cypress
Office/ Professional 8,933 30 24 30 30 30 13
Light Manufacturing 87,900 116 116 116 116 116 169
Warehousing/ Storage 14,519 9 9 9 9 9 1
Service/ Repair 9,057 22 22 22 22 22 13
Total 120,409 177 171 177 177 177 196
Overall
Total 437,627 1,283 1,246 1,064 1,078 1,050 764
Anticipated Future Parking Demand
The City of Hermosa Beach’s Coastal Zone has a unique character that will slowly transform and progress in the future. As part of the character, the Coastal Zone is fairly built-out, meaning that there is little area for newly built structures in west Hermosa Beach. A large majority of growth in the Coastal Zone will come in two ways:
• Additional or modified construction on existing infrastructure • A change to more intensive land uses while maintaining existing infrastructure To plan for future growth in the Coastal Zone, the City should reconsider all new projects, modifications, and land use changes as an alteration to parking demand. The basis for formulating changes in anticipated parking demand should stem from two key documents, PLAN Hermosa and this report.
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51 In PLAN Hermosa, Table 2.1 Land Use
Designations 23 outlines density and intensity
constraints for each land use designation. The
limits set by dwelling units per acre (Du/Ac) and
floor area ratio (FAR) would be facilitated to
maintain the future character of Hermosa Beach
and limit the amount of accompanying parking
per use.

Dwelling units per acre and floor area ratio for
any new growth in the Coastal Zone should be
studied against the Anticipated Peak Parking
Demand established in Table 4.3 in this report.

Using both of these datasets would create
meaningful parking requirements that support
the planned character of the Coastal Zone while
maintaining a level of parking supply that is
suitable for efficient automobile access.

Key Takeaways
Key takeaways from the parking demand analysis conducted in this section are presented below. These takeaways are intended to guide the development of parking management strategy recommendations for the Coastal Zone later in this report. • A total of 764 spaces currently exist for non-residential uses in the Coastal Zone, as observed for this study, while the total number of spaces required for the same nonresidential uses based on the City’s code is approximately 1,915 spaces. • The total number of parking spaces forecast for the same non-residential uses is 1,283 spaces, suggesting that the anticipated parking demand for the Coastal Area exceeds the actual off-street parking supply.
• The average supply of off-street parking for non-residential land uses is currently 1.75 spaces per 1,000 square feet, while average demand is 2.93 parking spaces per 1,000 square feet at peak.
• As a result, on-street parking segments that are adjacent to non-residential land uses generally appear to experience higher rates of occupancy than other areas and are either at or above optimal capacity. Parking management strategies should account for this trend in parking utilization.
• Seasonally, the highest peak in parking demand can be anticipated to be in December, as well as the summer months due to the Coastal Zone’s proximity to the beach and various commercial/retail/recreational uses.
• PLAN Hermosa Land Use Designations should be used in conjunction with the Anticipated Peak Parking Demand Analysis conducted in this report to determine appropriate parking requirements in response to the anticipated growth in the Coastal Zone.

23 Image Source: Plan Hermosa (2017)
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52 5. Recommendations
The City of Hermosa Beach’s unique character makes the Coastal Zone a destination for residents, employees, and visitors alike. Hermosa Beach’s positioning as a small town paired with a destination city creates a host of parking challenges that should be addressed to optimize the City’s parking resources in the short and long-term. The recommendations presented below lay the foundational aspects to resolve current parking limitations found in the parking occupancy and demand analyses with the intent to improve upon the overall parking system.

The recommendations follow the use of nationally-recognized best practices, case studies, and peer cities to inform parking management solutions, and are tailored to the unique character of Hermosa Beach. All potential recommendations were evaluated and selected based upon alignment with the stated goals and objectives found in PLAN Hermosa and the Downtown Core Revitalization Plan. The following recommendations are actionable and feasible with the given characteristics of the Coastal Zone.

There are twelve (12) specific recommendations categorized by six (6) overall strategies.

These recommendations and strategies are organized in Table 5.1 below:

Table 5.1 – Recommendations
Recommendation
Number Recommendation
Strategically Invest in Information and Technology
1 Implement an App-Based Mobile Pay System
2 Design and Implement a Demand-Based Parking Management Program 3 Invest and Implement a Comprehensive Parking Signage and Wayfinding System Maximize Use of Existing Parking Supply
4 Pilot a Shared Parking Program and Facilitate Shared Parking 5 Maximize Flexibility of Curb Space to Accommodate Rideshare, Other Modes, and/or Valet Service
Improve Mobility Options to Reduce Parking Demand
6 Reinvest Parking Revenues into Multimodal Improvements Simplify and Leverage the Zoning Code
7 Revise the Zoning Code to Better Support Walkable, Mixed-Use Development in the Coastal Zone
Enhance Parking Administration and Operations
8 Enhance Event Management Practices to Maximize Parking System Flexibility and Predictability
9 Improve the Residential Parking Permit Program
10 Improve Employee Parking Permit Program
11 Establish an Ongoing Collection, Monitoring, and Evaluation Process Provide Additional Public Parking as Needed
12 Strategically Invest in New Public and Shared Parking Supply in Key Locations 825
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53 Several parameters were used to screen the specific recommendations. The matrix in Table

5.2 provides a summary of recommendations with the following key implementation criteria:
• Cost
o Level of cost is relatively based against all other recommendations (i.e. constructing a parking structure would have a high cost respective to an employee parking permit program).
• Level of Difficulty
o Level of difficulty is relatively factored against all other recommendations based upon the amount of coordination or space available needed to implement the recommendation.
• Priority
o Priority level is factored against all other recommendations based upon the greatest impact that is in line with the City of Hermosa Beach’s goals. • Implementation Timeline
o Cost, level of difficulty, and priority were all factors weighted to inform the short- , mid-, or long-term implementation goals for each recommendation. • Recommended Zones for Implementation
o Recommended zones indicate where the recommendation would be most beneficial for implementation based on the zone’s unique character and observed demand.
• Relation to Study Goals
o Relation to Study Goals details how a recommendation aligns with the goals for the Coastal Zone stated in the Introduction. The goals are also listed below:
 #1: Create a parking system that meets the parking needs and demands of residents, visitors, and employees in an efficient and costeffective manner.  #2: Modify parking standards to encourage revitalization and investment in a pedestrian-oriented district.
 #3: Expand mobility options and optimize parking availability.

The recommendations listed below utilize policies and programs that will efficiently use existing parking supply while maintaining land use flexibility within the Coastal Zone. The recommendations emphasize a zonal and performance-based management approach that will better utilize parking assets. Improved parking management will enable Hermosa Beach to continue to grow sustainably, while reducing parking demand and traffic congestion.

The recommendations that follow are designed to work together to meet the City’s parking management goals. It is important that to the greatest extent possible the recommendations be implemented as a cohesive “package” of reforms. As the Coastal Zone area continues to grow and evolve, its parking needs will change as well. This report recommends techniques to both address current challenges and allow the City to be nimble in reacting to future parking challenges. Finally, it is important to emphasize that these recommendations are specific to the established parking zones studied and would not necessarily apply to other neighborhoods outside the City of Hermosa Beach Coastal Zone. 826
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54 Table 5.2 – Recommendations Matrix
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55 Development of Recommendations
Each of the recommendations in this report are driven by inventory, occupancy, and demand analyses and are aligned by the goals and objectives from PLAN Hermosa, the Beach Access and Parking Study, and the Downtown Core Revitalization Strategy. The recommendations made in this report draw from best practices by peer cities and industry-wide standards as guidance, but were tailored to address the unique features of Hermosa Beach’s infrastructure, character, and geography.

Strategically Invest in Information and Technology
Information and technology solutions are key aspects in advanced parking demand management. A strategic vision for technology solutions tied to new parking management policies would ensure successful implementation and monitoring of the City’s parking goals.

These first two recommendations set a framework for innovating data collection, communicating critical information, and promote change in parking behavior.

Recommendation #1
Implement an App-Based Mobile Pay System
Cost: Average
Level of Difficulty: Average
Priority: High
Implementation Timeline: Near-Term
Zones for Implementation: All
Related Study Goals: #2, #3
Why?
Most payment systems are antiquated. Finding current parking in in high-demand areas consist of circling, which has secondary effects of congestion and could leave an unpleasant experience for users. After parking, drivers have to leave their car and check the meter before they would know the cost of parking in that space. After a driver pays with coins or card, users with longer visits tend to need to return to their car and “feed the meter” if they wished to stay in Hermosa Beach longer, compelling them to find a new parking space if they’ve hit the hours restriction or cut their visit short altogether. Implementing application-based mobile pay system for parking in Hermosa Beach would allow drivers to find open spaces immediately, know the price of the space in realtime, and be able to pay for the parking space from anywhere. The application-based system would allow the users to have multiple options, regardless of how long or short their stay.

How?
The City of Hermosa Beach has a strong desire to stay ahead of the technological curve for parking and mobile payment systems. There are numerous payment applications that are able to make parking in Hermosa Beach as convenient and efficient as possible. Mobile phone applications, such as Passport, ParkMobile, SpotHero, and Parking Panda allow users the ability to be as informed as possible and take control of their parking. There are wide-ranging benefits with minor infrastructure changes for converting the current pay system to an app-based program online. 828
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56 The multiple benefits to installing and implementing an app-based pay system include the ability to:
• Show available parking spaces in real-time, allowing potential parkers to know exactly where to go, which would reduce and/or eliminating the need to circle • Pay for parking spaces from the app before a user begins their journey, offering peace of mind to those visiting Hermosa Beach
• Expand the number of payment options, increasing the likelihood a user will park at a paid spot
• Allow users to know prices and dynamic rate changes in real-time before they choose a parking spot, affording the users to make informed decisions on pricing compared to the distance to their final destination
• Become informed on events in Hermosa Beach, which may influence dynamic rates and availability of parking
• Pay from anywhere, pay for additional time, and know the duration of time left on the meter, eliminating the need to constantly “feed the meter,” or stress about their length of time their car has been parked
Many application-based parking solution companies have demos that allow municipalities to explore solutions, demo administrative tools, implement pilot programs, and view the technical capabilities of the system.

Case Study
In terms of payment systems, there are various emerging technologies with a range of applications that municipalities are starting to utilize. For example, the City of Long Beach in 2018 launched the Passport parking mobile app which simplifies parking payments at their beachfront parking lots. Similarly, the City of Newport Beach launched a program called ParkMobile, which shows available parking meters in real-time in addition to reserving metered spots before a user arrives.

Recommendation #2
Design and Implement a Demand-Based Parking Management Program Cost: High
Level of Difficulty: High
Priority: Average
Implementation Timeline: Mid-Term
Zones for Implementation: 1, 3, 5, 6, 7
Related Study Goals: #2, #3
Why?
Static parking rates do not match the level of demand or patterns of behavior. For example, silver post meters in Hermosa Beach are set at $1.25 every hour, then $1.50 every hour after 8:00 PM. In addition, yellow post meters are always $1.25 every hour, including those adjacent to Lot A. Often, on-street prices cost less than off-street prices, which can provide incentive for drivers to circle and wait in traffic to find the best deal. In this system, some spaces may be 829
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57 underutilized. Additionally, the current Hermosa Beach parking system varies in payment, information and technology; this can overwhelm the user and decrease the system’s value.

It is recommended that the City of Hermosa Beach look to adopt and implement a demandbased parking program that adjusts rates and regulations to make it as easy as possible for users to find a parking space. The main goal of this demand-based pricing strategy is to ensure consistent availability of parking spaces while distributing parking demand throughout the Coastal Zone, with additional revenue as a positive effect. Ideally, this demand-based program would allow off-street parking to be a cheaper, long-term option, as opposed to using on-street spaces for long-term parking. Alternatively, on-street parking should be available to be the short-term parking solution. Demand-based pricing or adjustments to time restrictions may also be considered as an alternative to certain time limits placed on different parking spaces as a means to generate optimal turnover of parking spaces. The City should also look to price public parking assets at a lower rate for centralized locations in order to promote a “park once/walk many” environment. Visitors not having to go back to their cars to feed meters or to add time allow the centralized parking locations to be more utilized for longer periods of the day.

How?
In this program, parking demand will set the “right price” at all times, which is the lowest price that will achieve a set target of parking availability. The demand-based parking management system can be developed with the following actionable items:
• Set specific availability targets for on- and off-street parking locations. It is recommended that no more than 85% occupancy should be targeted at all times in each of the eight zones. (For instance, 100% occupancy in Zone 5 and 50% occupancy in Zone 3, totaling 85% occupancy would not meet the target.)
• Establish minimum and maximum parking price changes for demand, like increasing rates by $1 during the high demand periods. Peer city Laguna Beach fluctuates parking charges between $1 and $2 per hour, while Huntington Beach fluctuates between $1 and $3 an hour. The best price rate to set is one that allows 85% availability at all times. On-going monitoring of occupancy is necessary to determine the rate that achieves the 85 percent target.
• Explore adjustments to time limits on certain parking spaces in response to demand at different times of day, or replacing with demand-based pricing that escalates the hourly rate with each subsequent hour of parking after two hours. • Mark meters and lots based upon convenience and demand on tiers of price, such as ‘premium’, ‘value’, or ‘discount’. A tiered system can be found at airport and sports stadiums traditionally but can be applicable for Hermosa Beach as well. • Track occupancy data, including location, and length of stay per car, to create algorithms to predict demand and adjust pricing accordingly by reading collected meter data. • Develop a database with this inventory and occupancy information to provide staff realtime understanding of utilization. Include parking regulations and key enforcement metrics. • Evaluate price-determining rate methodologies at least annually and adjust as needed with the intent to allow a consistent occupancy rate that allows the lowest prices while avoiding a parking shortage.
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58 • Make parking inventory and occupancy data open to the public by creating an online website in which transportation users can view relevant parking information such as location, prices, and restrictions.
• Issue reports approximately every six months to inform city staff, key stakeholders, City Council, Coastal Commission, and the public on system performance. System performance would be measured upon revenue generation, occupancy statistics, citation numbers, and parking user satisfaction.

The program implementation should have effective outreach and messaging including:
• An overall demand-based program brand
• Marketing materials, including websites, apps, social media, brochures, ads, and service announcements
• On-going workshops and trainings with downtown stakeholders • Use of social media platforms to communicate system information and updates This recommendation should be implemented in all parking zones where metered or paid spaces exist, but would be most impactful in the Downtown Core which would see the highest turnover of short-term parking users. Specific streets include Hermosa Avenue from 8th Street to 16th Street, and Pier Avenue from Hermosa Avenue to Valley Drive. Although implementing this initiative requires a high level of cost and difficulty, this is a high priority recommendation.

Case Study
SFpark in San Francisco implemented a major price reform for on-street parking. The City of San Francisco established pilot zones with sensors that reported the occupancy of each curb on every block. Parking rates were adjusted solely on observed occupancies to charge the lowest prices possible without creating a parking shortage. A target range was set between 60% and 80% occupancy, with prices readjusting every 3 hours. After the pilot, 31% of the cases noted an increase in prices, prices decreased in 30% of the cases, and remained the same in 39% of the cases. In two years, 62% of the blocks were within the target range (60%- 80%), a 30% increase from before the pilot began. San Francisco uses all of its parking revenue from SFpark to subsidize public transit.24
Recommendation #3
Invest and Implement in a Comprehensive Parking Signage & Wayfinding System Cost: Average
Level of Difficulty: Average
Priority: High
Implementation Timeline: Mid-Term
Zones for Implementation: All
Related Study Goals: #2, #3
Why?

24 SFpark: Pricing Parking by Demand by Gregory Pierce and Donald Shoup 831
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59 Parking signs are critical to the success of the parking network, however signage that varies from zone to zone can create confusion. Providing a well-designed, branded parking signage system can effectively communicate critical wayfinding information the second you enter the city, enabling visitors to find venues and parking options more easily. A lack of consistent signage can lead to additional congestion, driver confusion, and potential conflicts between pedestrians/bicycles/vehicles as vehicles look for parking. These negative factors can lead to an outcome where available parking options are underutilized, solely because motorists do not know where available parking exists.

Signage and wayfinding is a core component of communicating a demand-based management program. As mentioned in Recommendation #3, street signage should be used to display pricing tiers and level of availability for multiple parking locations so drivers can make an informed decision.

How?
In conjunction with Recommendation #, dynamic signage and wayfinding becomes especially important to communicate pricing, regulations, and parking availability. A Wayfinding Plan should be a part of the Demand-Based Parking Management Program.

The wayfinding plan should include:
• A signage implementation program that is created in conjunction with city stakeholders • Wayfinding and signage that serve the customer to make finding parking and payment as easy as possible
• Dynamic and variable sign messaging that is recognizable, intuitive, and strategically placed
• Uniform and distinct signage that is reflective of Hermosa’s Beach’s character and promote a sense of place
• Real time availability information via on-the-ground signage, advanced signage, a onestop website, and a mobile phone application. • Marketable information about a new parking wayfinding strategy Wayfinding would be applicable in all eight zones, especially at key destinations and entry points within the city. Key entry points include all streets that have access to cross the Hermosa Valley Greenbelt, including Gould Avenue, Pier Avenue, and 8th Street. Priority and cost for this recommendation is high while level of difficulty is average.

Case Study
Laguna Beach implemented a similar marketing/signage parking pilot program in 2014, utilizing dynamic electronic message boards and consistent wayfinding. The pilot program led to a 25% decrease in expired-meter parking citations and a 36% increase in total parking revenue. Their program has since been continued.
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60 Maximize Use of Existing Parking Supply
Maximizing the existing parking supply is a crucial element of parking management and is aligned with Study Goals 1 and 2. This strategy aims to extract more value out of all existing private and public parking by expanding shared parking and maximizing curb space.

Recommendation #4
Pilot a Shared Parking Program and Facilitate Shared Parking Cost: Average
Level of Difficulty: Average
Priority: High
Implementation Timeline: Mid-Term
Zones for Implementation: 5, 6, 8
Related Study Goals: #2, #3
Why?
Shared parking programs maximize use of existing parking facilities, reduce the need for additional parking, reduce congestion, and facilitate more walkable and active downtowns.

Determining the most efficient use of parking facilities is crucial to the success and growth of the Hermosa Beach Downtown Core. Hermosa Beach currently undertakes numerous shared parking plans in the Coastal Zone (such as plans noted in Table 5.1), including shared parking between private entities on the same site, but shared parking agreements between private entities on separate properties or between private and public entities in the Coastal Zone could further increase parking availability for visitors.

Not all private parking needs to be shared, but even if 25% of private parking can be included in a shared parking arrangement during any portion of a day, public parking supply in the Coastal Zone can increase by 60 spaces at a fraction of the cost of new construction of parking facilities. Shared parking works best when multiple uses have different peak use periods such as an office, which typically does not operate or reach peak parking demand during the evening hours, can be paired with a restaurant or assembly use that is primarily used during those evening hours.

How?
To facilitate shared parking among private property owners, the City can proactively provide technical assistance. This may include:
• The creation of a parking ownership database, connecting parties to each other. • Educational materials about the benefits of shared parking. • Sample language and agreements.
• Cost and revenue sharing information.
• Potential use of technology/ signage.

The City could take the lead in engaging property owners in their willingness to develop private-private or public-private shared parking agreements. These agreements could allow for the City to:
• Directly lease parking from a private facility for use in public parking. 833
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61 • Open parking for public use at certain hours or days, depending on the tenant use. • Facilitate shared agreements between nearby properties with different peak hours. • Collect data to facilitate demand-based management of each shared parking agreement.
• Incentivize business owners to open up their parking to other uses during off-hours through the provision of an umbrella liability policy or agreements to tow unauthorized users.

Implementation of this recommendation would see the best results in Zone 5 (Walk Street – Downtown), Zone 6 (Sand Section – Civic Center), and Zone 8 (Sand Section – Cypress) due to the concentration of private parking supply in these zones, as well as the fact that parking in Zone 8 is currently not time-restricted. There is an average level of cost and high level of difficulty for this medium priority recommendation stemming from coordination, feasibility studies, and agreement implementation.

Recommendation #5
Maximize Flexibility of Curb Space to Accommodate Rideshare and Other Modes Cost: Low
Level of Difficulty: Average
Priority: High
Implementation Timeline: Mid-Term
Zones for Implementation: 5, 6
Related Study Goals: #2, #3
Why?
Through previous studies, every curb and parking space within the Coastal Zone has been inventoried by street segment and curb type. Curb types and their roles are static. A loading zone, for instance, stays as a loading zone at all times even if it is only used during specific days. Off- and on-street facilities should be inventoried in a manner that allows for real-time understanding of parking by curb regulation type by time of day and day of week, to evaluate the potential for other uses of curb space.

Curb space in the Coastal Zone is currently occupied mostly by metered or unmetered onstreet parking. As of May 2019, Hermosa Beach has created three new rideshare zones in a four-block area on Hermosa Avenue between 10th and 14th Streets within Zone 5 (Walk Street – Downtown). The designated rideshare zones were converted from previously underutilized taxi zones. The City has communicated the availability of the new zones through updates to their website as well as signage and mobile ridesharing application updates. Dedicating curb space for ridesharing near Pier Plaza is a great example of maximizing the use of curb space and provides more opportunities to access the beach and the Downtown Core efficiently.

How?
To continue to maximize the flexibility of the curb space in the Coastal Zone, the City should monitor the newly-designated rideshare zones and additionally, evaluate the use of supplemental valet service. To achieve this, the City can:
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62 • Utilize the inventory and occupancy database mentioned in Recommendation #3 to track curb space utilization and parking regulations at all times of day and week. • Conduct resident, visitor, employee, and employer intercept surveys to evaluate the success of the new rideshare zones, measuring frequency of use and proper locations. • Evaluate the need for additional designated rideshare zones, if appropriate. • Evaluate curb space and re-configure spaces where appropriate to maximize the use of red zones or re-configure spaces to accommodate on-street parking space for other modes through bicycle corrals, motorcycle/scooter parking, or Neighborhood Electric Vehicle (NEV) parking.

These methods of maximizing curb space would be most effective in Zone 5 (Walk Street – Downtown) and Zone 6 (Sand Section – Civic Center). Priority for this recommendation is high compared to other recommendations, with low cost, and an average level of difficulty.

Case Study
The Institute of Transportation Engineers has recently released their Curbside Management Practitioners Guide which details planning considerations, available tools and treatments, and the treatment selection process for curbside management. In this guide, ITE highlights the City of Seattle as a standout example of flexing curb spaces to allow streets to safely and efficiently connect and move people and goods to their destinations while creating inviting spaces within the right-of-way. In the study, Seattle was able to reduce commercial vehicle loading zones during peak parking periods and flex them back during prime loading/unloading times, which has led to an increase in curbside efficiency.

Improve Mobility Options to Reduce Parking Demand
Hermosa Beach can reduce parking demand by providing safe, accessible, and convenient options for residents, employees, and visitors to access the beach without a car. Mobility options such as public transit, bicycling, car share, bike share, micro-mobility, and walking would all factor in to reduce vehicle demand. Reinvesting parking revenues for this cause is key to the success of the Downtown Core and the rest of the Coastal Zone.

Recommendation #6
Reinvest Parking Revenues into Multimodal Improvements
Cost: Low
Level of Difficulty: Low
Priority: Average
Implementation Timeline: Long-Term
Zones for Implementation: 5, 6
Related Study Goals: #2, #3
Why?
Every motorist becomes a pedestrian at some point on their trip. Parking is about more than vehicle storage; it is about access and mobility. For every trip taken by alternative mode, there is another parking space available for someone who drives. Demand-based management 835
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63 may create additional revenue, which, in turn, should be used in programs that directly support multimodal improvements in the Coastal Zone.

Parking utilization data shows that many prime on-street parking spaces are full, while many off-street spaces outside the core remain empty throughout the day. Multimodal transportation can help alleviate and redistribute parking demand. This would improve connections to underutilized parking assets to distribute parking demand more evenly. An example would be a pilot program to introduce peripheral parking outside of the highdemand areas in conjunction with a frequent shuttle circulator.

Hermosa Beach has been successful in improving multimodal accessibility by enhancing bicycle access on Hermosa Avenue, maintaining a scramble crossing at Hermosa Avenue and Pier Avenue, implementing bulb-outs, maintaining vibrant zebra pedestrian crossings, and increasing shade and lighting. Hermosa Beach can build on these efforts by providing more bicycle hubs, drop-off and rideshare cutouts, and more transit opportunities.

How?
The City should increase and diversify the allocation of parking revenue to investments that will improve overall mobility in the Downtown Core. These improvements include:
• Improved pedestrian, bicycle, and multimodal mobility, especially to and from parking outside the Downtown Core. For instance Hermosa Beach’s proposed bicycle facilities includes many Class III bike routes, but does not propose any bike paths or bike lanes in the Coastal Zone. Hermosa Beach could increase the number of pedestrian plazas to fulfill the goal to create a pedestrian-oriented district.
• Streamlined implementation of bike-share, rideshare, public transit, and potential circulator shuttle.
• The evaluation of micro-transit use to establish a remote parking network and improve alternative mobility.
• Shared parking initiatives to improve access to parking for the general public, as mentioned in Recommendation #4.
• A Coastal Zone Wayfinding System, as mentioned in Recommendation #3. • Promotions encouraging employees to bike and walk to work. • Enhanced event management, as mentioned in Recommendation #8. • Improved marketing and communication of the parking system, as mentioned in Recommendation #3.
• Technology upgrades to the parking system, as mentioned in Recommendations #1 and #3.
• Streetscape and safety improvements, including parking enforcement and street cleaning. • Evaluation of the potential to continue the shared mobility program currently being piloted with neighboring cities.
• Further evaluation and monitoring of parking initiatives, as mentioned in Recommendation #11.

Hermosa Beach can also look to mobility initiatives in addition to mobility investments.

Alternative mobility initiatives also include:
• Create an employee parking database including store location and employee origin, and mode of transportation.
• Travel training and analysis for employees.
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64 • Branding and marketing highlighting the ease of switching from vehicle to alternative commute mode.
• Pursue incentives for employers who provide demand-management initiatives for employees.
• Create “Bike to Work” days.
• Free or subsidized transit passes.
• Subsidized shuttles, carpools, guaranteed rides home, and other programs. • Bicycle/ pedestrian safety and encouragement programs. • Restrict employee parking to top floors of structures for long term occupants Revenue would be generated from all parking spaces excluding unmetered spaces, and should be reinvested in in all zones, with Zone 5 (Walk Street – Downtown) being at the top of the priority list. Priority, cost, and difficulty are all low for this recommendation.

Case Study
Laguna Beach teamed up with OCTA in 2016 to start the Summer Breeze trolley service.

Summer Breeze is a summer-only route that allows users to park remotely and shuttle them to Downtown Laguna Beach at no expense for the user. The service runs only on Saturdays and Sundays from 11:00 am to midnight from late June to early September. Providing a multimodal alternative for visitors reduces Laguna Beach’s parking demand in its downtown core and also alleviates congestion in the street network locating the lots on the outskirts of the city.

One of the issues facing the City of Hermosa Beach is a long-term parking shortage, and implementing a similar remote parking with shuttle service like Summer Breeze could relocate a portion of long-term parkers outside of the Downtown.

Simplify and Leverage the Zoning Code
Simplifying and leveraging the zoning code to work in favor of a pedestrian-oriented district supports Goal #3 from Section 1.3. Pedestrians should have just as much access and mobility options as vehicles on the road, and the following recommendation supports this end.

Recommendation #7
Revise the Zoning Code to Better Reflect Urban Uses and a Walkable Commercial Uses in the Coastal Zone
Cost: Average
Level of Difficulty: Average
Priority: High
Implementation Timeline: Mid-Term
Zones for Implementation: All
Related Study Goals: #1, #3
Why?
In the Coastal Zone, undeveloped parcels are all but gone, and most future development will utilize existing buildings and/or smaller parcels. Flexible and innovative management of 837
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65 parking and mobility in the zoning code will be crucial to support this type of infill development and continued reinvestment. The existing code offers opportunities for improvement and revision, as data analysis has shown discrepancies between minimum code requirements, actual parking provided, and adjusted parking demand for non-residential uses.

How?
Some zoning code revisions that can be made to better suit Hermosa Beach include:
• Adjust parking minimums within the Downtown District to their “right-size” according to demand for specific uses, specifically offices, retail, and restaurants. Uses that generate invariable demand regardless of location, such as assembly uses or visitor accommodations, may not be applicable to a parking minimum adjustment (which is consistent with peer cities). This will give property owners the flexibility to build or repurpose according to market demand. In addition, this supports the City’s land use goals to maintain the small scale, pedestrian-oriented character of Downtown. See Appendix C for examples of parking minimums established in peer cities with similar parking demand. • Consider no parking minimums in certain pedestrian-emphasized locations within Zone 5:

Walk Street -Downtown and Zone 6: Sand Section - Civic Center. • For the addition to a building, addition of outdoor space, or a change in use, allow required parking to be reduced by providing implementing extensive transportation demand management measures.
• Reduce or exempt requirement of additional parking for certain uses that change to uses typically considered more intensive in the zoning code, like restaurant or food service use, when located in a pedestrian district provided that square footage remains the same. This reduction of exemption would not be applicable to uses that generate consistent demand, such as assembly uses or visitor accommodations. • Allow for in-lieu fees to contribute more towards on-site parking requirements to improve development and tenant flexibility to produce context-sensitive design. This would allow property owners to consider a greater reduction in on-site spaces. Revenue from fees should continue be used to fund the shared parking supply. • Consider incorporating site-specific requirements related to all mobility options. This could include linking bicycle, car share, and electric vehicle requirements in proportion to the size of a given use, phased down above a certain number of spaces. Code can also be included to allow space for micro-mobility docking as well. • Allow trip reduction incentives for private development to create more mode share opportunities within the City.
• Incorporate design requirements that support a walkable environment. These include:
o Limit driveways and driveway widths along walkable corridors. o Provide high-visibility pedestrian accommodations at crosswalks and curb cuts, such as signage, striping, or flashing lights.
o Incentivize the design and construction of parking that can be converted to active uses.
o Parklets, or an extension of the sidewalk into one or more on-street parking spaces, at pedestrian-oriented locations. Parklets introduce new streetscape features such as seating, planting, bicycle parking, or elements of play. o Pedestrian/ Bike Plazas, whether temporary or permanent, have potential in dead-end or short street segments with little auto-oriented needs. Examples for opportunity include any numbered street, such as 11th Court, west of Beach Drive. 838
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66 A revision of the zoning code would be applicable throughout the City. Revising the zoning code has moderate cost and moderate difficulty. This recommendation has average priority compared to other recommendations.

Case Study
In July 2017, the City of Santa Monica updated their parking code based upon the Parking Zoning Ordinance Update (2013) completed by Nelson\Nygaard. The land uses in the city were split among three designations: Downtown Core, Transit-Oriented and Mixed Use, and Low-Intensity Neighborhood. In 2015, the City took the approximate designation boundaries established in this plan to adopt a new off-street parking code that regulated parking into three separate categories: Citywide, Parking Overlay Area 1, and the Downtown Community Plan Area. Both the Citywide and Parking Overlay Area 1 designations set parking minimums.

The Downtown Community Plan Area set parking maximums but eliminated any parking minimums required of new development. The Plan included amendments to the existing ordinance and new zoning ordinance provisions for:
• Parking waivers
• Parking maximums
• Parking in-lieu fees
• Leasing programs
• Unbundled parking
• Carsharing
• Parking cashout
The City could formulate an EV Action Plan, similar to the Santa Monica EV Action Plan, which plans to have 300 smart chargers in the City by 2022. Additionally, in Santa Monica, businesses with over 10 employees are given a choice between three TDM strategies and must implement at least one or pay a fee for each parking space per day. The City of Santa Monica provides a mandatory survey to determine Average Vehicle Ridership in which the results determine a reduction in fee for workplaces with high non-auto ridership.
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67 Enhance Parking Administration and Operations
To better plan for the daily and peak parking demand for its visitors, employees, and residents, parking management programs will effectively minimize the stress on parking supply. This strategy recommends enhancing event management practices, improving residential and employee permit parking programs, and establishing a monitoring and evaluation process to adapt to different events, businesses, and various uses coming into the City.

Recommendation #8
Enhance Event Management Practices to Maximize Parking System Flexibility and Predictability
Cost: Low
Level of Difficulty: Low
Priority: High
Implementation Timeline: Near-Term
Zones for Implementation: All
Related Study Goals: #2, #3
Why?
Hermosa Beach is home to many unique and diverse events each year. These events spur economic activity and are a fundamental part of Hermosa Beach’s character and culture.

However, events can place a burden on the parking system and disrupt access due to street closures and increased numbers of visitors. Today, there are limited requirements for producers of mid to large-scale events to implement alternative transportation plans for participants/spectators of their events, as well as the general beach-going population when event production may require the use of nearby public parking.

There are also opportunities to ensure consistent
communication of event parking policies, from
communications strategies, signage, and alternative
options available. These issues can create a disconnected system that oversaturates certain areas or impacts
beachgoers.

How?
There are a number of strategies to maximize the parking system for each event effectively and consistently. These strategies include:
• Adjust parking rates via the demand-based program
(Recommendation #2) to include peak event pricing
in high demand areas. Conversely, value, discount, or
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68 remote peripheral parking should be priced at a
lower rate to incentivize use of those areas to
balance demand and reduce traffic.
• Provide online information and education in
advance of the event (similar to Recommendation
#3), including location-based prices and parking
locations to limit searching, traffic, and frustration.

Parking information can be linked to information
provided by event organizers, hotels, tickets, and
key event stakeholders.
• Provide GPS-compatible updates with real-time
utilization to allow event-goers to begin their search
for parking at their origin, not their destination.
• Coordinate temporary signage during the event
permitting process to divert and direct drivers to
multiple parking locations. This signage can be
dynamic to instruct best parking locations in real
time.
• Implement a pilot program for purchasing parking for off-street locations in advance of an event. Advanced purchases can be advantageous to both users and operators, as it makes parking demand more predictable and ensures that available spaces are effectively used, reducing congestion related to circling. Advanced parking purchases can be incentivized by allowing lower rates than those who park without a reservation. No parking lot should be reserved completely, as parking facilities should still allow short-term spontaneous parking for those who may not have access to the technology to do so, or for visitors who may be unaware of the program. Pavemint is a parking application in Los Angeles that allows the ability to reserve parking weeks in advance, a similar approach could be applied to Hermosa Beach.
• Use dynamic parking inventory mentioned in Recommendation #1 to predict potential event demand hotspots.
• Coordinate event-based shuttle systems if needed, during the event permitting process.

Shuttles can be used to reduce the distance barrier from the user’s car to the event location. Coordination with peripheral lot owners, such as schools and churches, including those outside of the City limits, are encouraged.
• Evaluate the current rates charged for commercial use of public parking associated with filming and special events and re-invest those revenues into multi-modal improvements in the Coastal Zone.
• Require an event parking plan during the event permitting process, regardless of event size. Smaller events may require fewer demand management strategies, but event parking plans should be developed to adequately manage and accommodate the variety of Hermosa Beach events. The size of event and therefore the level of parking demand management strategies should be determined by the Impact Level already established in the Hermosa Beach Special Events Policy Guide.

Event parking management would be applicable in all zones that incorporate events. Priority is rated high for this strategy while cost, and difficulty are low for this recommendation. 841
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69 Case Study
The City of Long Beach provides multiple large events every year that are completely inaccessible by automobile, such as the Smokin’ Grooves Fest and Once Upon a Time in the LBC. For these events, event attendees park in designated structures in the Downtown Area, and shuttle to the event site using two shuttle locations. Attendees can pre-pay for a parking spot in one of the designated structures using an official Long Beach web portal. Rideshare drop-offs are only allowed to the shuttle stop locations and not at the event site. Besides the shuttle, attendees can either walk, bus, water taxi to the event grounds. The capacity for these events is set above 10,000 attendees.

Recommendation #9
Improve the Residential Parking Permit Program
Cost: Low
Level of Difficulty: High
Priority: High
Implementation Timeline: Near-Term
Zones for Implementation: All
Related Study Goals: #2, #3
Why?
With the amount of residential uses in the Coastal Zone, residents are a crucial part of the parking discussion when considering efficient solutions to meet the parking needs of the Coastal Zone. As mentioned in Section 1.1 of this report, the City’s Preferential Parking District Permit Program currently allows residential parking permit holders to park at 24-hour meters without paying the meter, or in one-hour residential zones without regard to time limit for up to 72 hours.

The preferential parking district is bound by the City’s northern and southern boundaries, by the Strand on the West, and Loma Drive, Park Avenue, and Morningside Drive to the east.

Residential permits cost $40 annually and require that the vehicle is registered to an address in the Preferential Parking Permit District. Currently, the City does not place a limit on the number of permits purchased per household. Furthermore, many residents utilize their garage space as storage rather than parking spaces and park on-street, which exacerbates occupancies on many residential streets.

With recent interest from the City, the residential parking permit program should be revisited to establish a system that is equitable, yet supports a reduction in parking demand. Data and observations from City of Hermosa Beach Parking Enforcement demonstrated that the City sells almost twice the number of residential parking permits than spaces available. Peer cities, such as Newport Beach and Corona Del Mar, price residential parking permits at an escalating rate, so the price for each additional permit per household increases.

How?
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70 Annual parking permits are currently provided at an annual fee of $40 per permit, well below the fair market value, and the price of the permits have not been adjusted in over 10 years. It is recommended that near-term revisions to the program should consider scaling the price of permits to disincentivize the oversaturation of parking permits purchased. the first annual permit per household is increased slightly to $50 remaining close to the current rate, while the second permit is priced at $75, the third at $100, and a guest or fourth permit at $150 for a maximum of 4 permits per address/unit. These rates provided are an average of multiple peer cities methods and prices for limiting the number of permits provided.

After sufficient data is collected, the City of Hermosa Beach can create residential parking zones for areas in need of greater restrictions, similar to a recently adopted permit program by the City of Newport Beach. Hermosa Beach would essentially create eight parking zones using the same boundaries established in the data collection process, as these bounds were created specifically to distinguish between neighborhood characteristics in the Coastal Zone.

Using zones for residential parking is beneficial as it would prevent residents from using their residential pass for other areas in the City, which could oversaturate demand in specific areas.

Improvements to the guest permit program can be made to facilitate their use when guests are visiting rather than functioning as an extra permit for residents rather than using a garage or other off-street parking. Guest permits can be registered by their license plate number through an official Hermosa Beach online web portal to ensure guest permits are nontransferrable and cannot be used past their allotted time. Parking enforcement would be able to determine if a license is permitted through an online, real-time database. Residential parking locations should be subject to parking for only the residence assigned to the permit.

An online database of guest parking permit requests can be managed after its creation to determine what residential areas require the most guest permits, and how many permits are being issued per day of week, or time of year. A cap on guest parking permits or any other relevant modifications to the system should be considered after substantial data has been collected in the guest permit database. For instance, the City of Carlsbad caps guest parking permits at five two-week passes a year. Residents with extra spaces can post on the app, and can be used in conjunction with special events. Hermosa Beach can implement a test guest parking restriction to allow permits to be available for up to 30 days in a year, or 3 times a month. App-based guest parking solutions are also a possibility. Pavemint is a parking application in Los Angeles that allows people to connect residents with people who have an extra parking space to share.

An update for residential and employee parking permits would be valuable in all parking zones. Updating residential parking permits has high priority, with high difficulty and low cost.

Case Study
The City of Newport Beach has adopted a comprehensive parking permit program that provides residential permits in zones. There are three residential zones where residents in those zones can apply for their respective residential permit. Permits can be purchased through an official Newport Beach web portal. Permit holders of a single zone cannot park in the other zones. Creating specific zones for residential permits ensures permit holders must stay with a certain boundary to use their permit.
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71 Recommendation #10
Improve the Employee Parking Permit Program
Cost: Low
Level of Difficulty: Low
Priority: High
Implementation Timeline: Near-Term
Zones for Implementation: All
Related Study Goals: #2, #3
Why?
Employees are also a crucial part of the parking discussion as many employees come from outside of the Coastal Zone and contribute to parking demand daily. Currently, employees of local businesses are allowed to purchase parking permits for an additional fee in designated areas. For employees, monthly permits are available for off-street parking lots/structures at a cost of:
• $62 per month to park anytime up to 72 hrs
• $31 per month to park only between 5am to 7pm daily
Employee permits are also available to purchase that allow employees to park at on-street spaces with yellow pole/cap meters and in the unmetered, but one-hour time restricted areas at an annual cost of $143 (pro-rated to $71.50 on September 1st).

How?
The employee parking permit program should be retained, however the City should update the locations and pricing of employee permit parking to encourage off-street parking availability for employees. It is preferred that on-street parking be reserved for short-term users to promote higher turnover. Programs and alternative mobility initiatives, such as those mentioned in Recommendation #5 can reduce employee parking demand. Improving mobility choice does not mean that every employee has to stop driving. In fact, a shift in behavior for a fraction of employees can have a significant impact on reducing parking demand and congestion.

An update for residential and employee parking permits would be especially valuable in Zone 5 (Walk Zone – Downtown) and Zone 6 (Sand Section – Civic Center), as these zones contain a large concentration of retail and commercial uses. Updating the employee parking permits has high priority, with low difficulty and cost.

Case Study
UCLA introduced the BruinGO program in an effort to incentivize students and employees to utilize transit instead of commuting by single-occupancy vehicles. The UCLA BruinGO program is an unlimited access transit program which subsidized the cost of transit commutes for students and university employees. The goals of the study were to increase bus ridership to campus, reduce vehicle trips to campus, and to reduce parking demand on campus. 844
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72 Commutes by bus increased by 73% after just one year of the program’s initiation. In addition, 37% of new bus riders were previously solo drivers to campus. Over 1,000 solo drivers relinquished their parking permits after BruinGO’s initiation, and 19% of commuters who kept their permit still took BruinGO at least two times a week. Since the introduction of the program as an alternative to solo driving, UCLA was able to utilize this service to recruit new employees to the university while also reducing fare payments for riders and reducing the demand for parking.

Recommendation #11
Establish an Ongoing Collection, Monitoring, and Evaluation Process Cost: Low
Level of Difficulty: Low
Priority: High
Implementation Timeline: Long-Term
Zones for Implementation: All
Related Study Goals: #2, #3
Why?
For parking, you can only manage what you measure. This recommendation seeks to improve the “measurement” process by creating a centralized parking database established in a new demand-based parking management program. This program, as previously mentioned, would create real-time data automatically, which would move the focus away from manual data collection and unwieldy datasets, and onto innovative parking analysis for monitoring and evaluation. Decisions based on high-level real-time data would be exponentially quicker and can be made with more confidence. If real-time data is not feasible, the City can conduct before and after studies or introduce pilot programs to test the efficiency of various programs and initiatives.

Each iteration of data monitoring will allow the City to make informed decisions regarding the continued use of the recommendations, as well as real-time modifications or adjustments to the system as needed. The parking system will always need to be monitored and evaluated, especially due to seasonal change or event management.

How?
To better track, monitor, and evaluate data, the City can:
• Develop and implement specific methodologies for tracking occupancy data for on- and off-street parking. Initial approaches could include manual spot counts and could evolve into utilizing algorithms based on meter and payment data. • There are many innovative technologies available that can be used to collect and track parking data. Technologies include: smart meters, magnetometers, lasers, inductive loops, ultrasound, or automated license plate readers. Some technologies are more suited for parking lots or garages, while others are better for large zones and on-street counting. • Establish data-sharing protocols, including making inventory and occupancy data “open source,” as mentioned in Recommendation #2.
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73 • Issue quarterly reports on system performance for parking/city staff and key stakeholders, as also mentioned in Recommendation #2.

The collection, monitoring and evaluation system would be valuable for the entire Coastal Zone. Priority for this recommendation is high, with a low cost and low level of difficulty to implement.

Case Study
The City of Los Angeles and LADOT launched LA Express Park in 2012 which is a parking management strategy with innovative parking data collection and monitoring. LA Express Park was implemented to achieve 10% to 30% parking space availability on each block by using demand-based pricing. The system relied upon a highly integrated back-end system with an advanced pricing engine. The system required a continuous compiling of occupancy and payment data, analyzing it, and then relaying information to customers and enforcement officials in real-time. After the first 6 months, parking congestion decreased by 10%, under-utilized parking spaces decreased by 5%, pilot-wide parking rates decreased by 11%, and parking revenue increased by 2%.

Provide Additional Public Parking as Needed
In some cases, provision of additional parking resources is necessary for zones that are truly constrained by physical impediments and constantly yield high occupancy. Adding parking spaces should be done strategically and with substantial caution, as new resources such as parking garages or structures are cost-prohibitive and could be obsolete within the next decade. This recommendation should be treated as the recommendation with the lowest priority.

Recommendation #12
Strategically Invest in New Public and Shared Parking Supply in Key Locations Cost: High
Level of Difficulty: High
Priority: Low
Implementation Timeline: Long-Term
Zones for Implementation: 5, 6, 8
Related Study Goals: #2
Why?
Hermosa Beach’s success as a destination for residents and visitors has attracted new development in the Coastal Zone. Multimodal access, complimented by convenient and accessible parking, is a key factor for the Downtown Core’s success. After a study of parking demand, analysis indicates that parking demand often peaks above optimal capacity rates in Zone 3 (Walk Street – Sand Section North), Zone 5 (Walk Street – Downtown), Zone 7 (Walk Street – Sand Section – Herondo), and Zone 8 (Sand Section – Cypress). 846
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74 Hermosa Beach faces a parking management problem, not a parking problem; spaces are available during peak times, drivers may just be unaware of their availability or unwilling to park further from their destination. Adding more parking, especially private spaces, could exacerbate the City’s current dilemma should those spaces remain underutilized.

Nevertheless, to provide adequate parking for current and continued growth in the Coastal Zone, Hermosa Beach could strategically invest in public and shared parking supply in key locations.

How?
Recommendations #1 through #11 should be prioritized to address current issues related to high on- and off-street demand, time limit violations, varied signage, fragmented technology and payment systems. All decisions to build more parking should be evaluated against the City of Hermosa Beach’s primary goals to reduce vehicular congestion and improve multimodal travel established in PLAN Hermosa and the Downtown Core Revitalization Strategy. Creating additional parking can also bring more vehicles into the Coastal Zone if motorists find that more spaces are available. New structures should be evaluated based upon their cost effectiveness/potential revenue compared to other recommendations presented above, which are designed to improve overall management, enhance mobility, and reduce demand for parking. The fees collected as part of the City’s in-lieu parking program should serve as a source of potential funding to facilitate additional parking within the Coastal Zone once the collected fees reach the cap of 100 spaces.

It is recommended that the City conduct independent need, market, funding and fiscal studies for constructing a multi-story parking structure within the Civic Center or Cypress character area. For Lot A, conversion of the parking lot to a parking structure identical to Lot C, for example, would increase the total number of spaces by approximately 22425. Assuming a full capacity in the potential Lot A structure by transferring as many on-street parked cars into Lot A, on-street parking occupancy in Zone 5 would drop from 94% to 65% on peak weekday afternoons. This potential decrease in on-street occupancy at the busiest measured time in a highly commercialized zone would have secondary benefits such as reducing occupancy rates in neighboring zones, as parking would become easier to find closer to the Downtown District and the beach. There is a significantly greater cost associated with constructing a parking structure compared to other recommendations, but the benefits of increasing supply in Zone 5 (Walk Street – Downtown), Zone 6 (Sand Section – Civic Center), and Zone 8 (Sand Section – Cypress) may be necessary to alleviate current or future parking constraints throughout Hermosa Beach.

When considering constructing renovations to existing parking lots, efforts can be guided from the Hermosa Beach Parking Lot D Demonstration Project with respect to proposed design improvements, sustainability features, and plant palettes in order to maintain consistency

25 Lot C, a three-story structure, has 354 spaces. Lot A, a surface lot, has 130 spaces. The difference between the two lots is 224 spaces. Although more research needs to be done on the exact number of added spaces including the size of the lot and its compatible use with adjacent buildings, using Lot C as a potential duplicate in this report gives a rough estimate for a Lot A three-story parking structure.
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75 throughout the Coastal Zone among public parking. This is the recommendation with the lowest priority, but has an associated high level of difficulty and cost.

Case Study
The Pacific Beach Visitor Oriented Parking Facilities Study by Wilbur Smith Associates analyzed a potential future parking structure in the San Diego area. The study showed that an efficient structure must be consumer friendly, be a good neighbor, be operationally efficient, and have a certain ease of implementation. Some factors that should be considered in deciding to build a structure are:
• Capacity considerations
• Existing Use
• Site accessibility for both vehicles and pedestrians
• Compatibility with adjacent uses
• Proximity to principal parking generators and areas with parking deficiencies • Security/ visibility
• Environmental considerations, including potential noise and visual impacts • Sources of funding
• An increase of rideshare and the onset of autonomous vehicles This study found that the revenue generated by erecting a parking structure would be far short of the amount needed to cover the costs of operation and the debt service of the bonds issued to fund the construction of the structure.
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76 Appendix A
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77 Appendix B
Appendix B – Hermosa Beach and Peer City Code Matrix
Land Use
(1 space per sf)
Hermosa
Beach
Long
Beach
Santa
Monica
Newport
Beach
Laguna
Beach
Manhattan
Beach
Huntington
Beach Carlsbad Redondo Beach
Commercial /
Retail 25026 250 300 250 250 200 or 250 200 300 250
Commercial /
Retail (Overlay
District)
333 500 450 or 500 0 spaces 250 Reduced
rate27 200 300 250
Office /
Professional 250 250 or 500 300 250 or 300 or 35028 250 300 250 or 300 250 250 Office /
Professional
(Overlay District)
333 500 or
1,000 300 or 500 0 spaces 250 Reduced rate 250 or 300 300 250 Medical Office
(Overlay District) 333 400 250 or 300 0 spaces29 250 Reduced rate 175 200 150 Restaurant 100 100 125 or 200
or 500 30 to 5030 100 200 60 Gradual rate31 75
Restaurant
(Overlay District) 100 100 125 or 200 or 500 0 spaces 100 Reduced rate 60 Gradual rate 250 Fast Food 50 300 300 50 100 200 200 Gradual
rate 75
Service / Repair 1,000 300 300 500 300 500 500 300 250
General Assembly 50 3.3 seats 4 seats 3 seats 3 seats 10032 3533 5 seats 5 seats Light
Manufacturing 300 500 400 500 or 1,000 500 750 500 400 500 Warehousing /
Storage 1,000 1,000 1,000 2,000 1,00034 1,500 1,000 1,000 Gradual rate35

26 For all uses, rates are to be read as 1 space per number given. For instance, for Commercial uses in Hermosa Beach the parking requirement is 1 parking space per 250 square feet. 27 For all overlay districts in Manhattan Beach: If the site GFA is equal or less than lot area, no parking required; If site GFA is greater than lot area, full parking requirements excluding 5,000 sf and above is required. Code can be circumvented with a use permit if found that demand is less than what is required, and long-term occupancy will not generate additional demand.
28 1 space per 250 sf for first 50 tsf; 1 space per 300 sf after 75 tsf; 1 space per 350 sf after 125 tsf 29 A rate of 1 space per 200 sf to be applied for medical office outside of the Newport Beach overlay district. 30 Of public restaurant area 31 For all food uses in Carlsbad: 1 space per 100 sf for the first 4,000 sf, plus 1 space per every 50 sf thereafter 32 100 sf of seating area 33 35 sf of assembly area 34 Plus two spaces 35 For warehousing and storage in Redondo Beach: 1 space per 1,000 sf for the first 10,000, plus 1 space per every 5,000 sf thereafter
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78 Appendix C
C.1 Victoria Transportation Policy Institute
From the Victoria Transportation Policy Institute Transportation Demand Management Encyclopedia
(https://www.vtpi.org/tdm/tdm28.htm, November 2018):

The table below is taken from the Parking Management chapter of the TDM Encyclopedia and summarizes parking management strategies, indicates their typical reduction in parking requirements, and whether they tend to reduce vehicle traffic and therefore provide additional benefits (such as reductions in congestion, accidents, energy consumption, pollution emissions and consumer costs).

Summary of Parking Management Strategies:

Strategy Description Typical
Reduction
Traffic
Reduction
Shared Parking Parking spaces serve multiple users and destinations. 10-30% Parking Regulations
Regulations favor higher-value uses such as service vehicles, deliveries, customers, quick errands, and people with special needs.
10-30%
More Accurate
and Flexible
Standards
Adjust parking standards to more accurately reflect demand in a particular situation. 10-30%
Parking Maximums Establish maximum parking standards. 10-30% Remote Parking Provide off-site or urban fringe parking facilities. 10-30% Smart Growth Encourage more compact, mixed, multi-modal development to allow more parking sharing and use of alternative modes. 10-30% X
Walking and
Cycling
Improvements
Improve walking and cycling conditions to expand the range of destinations serviced by a parking facility. 5-15% X Increase Capacity
of Existing Facilities
Increase parking supply by using otherwise wasted space, smaller stalls, car stackers and valet parking. 5-15% X Mobility
Management
Encourage more efficient travel patterns, including changes in mode, timing, destination and vehicle trip frequency. 10-30% X Parking Pricing Charge motorists directly and efficiently for using parking facilities. 10-30% X
Improve Pricing
Methods
Use better charging techniques to make pricing more
convenient and cost effective. Varies X
Financial Incentives Provide financial incentives to shift mode, such as cash out. 10-30% X Unbundle Parking Rent or sell parking facilities separately from building space. 10-30% X Parking Tax Reform Change tax policies to support parking management objectives. 5-15% X
Bicycle Facilities Provide bicycle storage and changing facilities. 5-15% X Improve User
Information and
Marketing
Provide convenient and accurate information on parking
availability and price, using maps, signs, brochures and electronic communication.
5-15% X
Improve
Enforcement
Insure that parking regulation enforcement is efficient, considerate and fair. Varies
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City of Hermosa Beach Parking Management Study
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79 Strategy Description Typical
Reduction
Traffic
Reduction
Transportation
Management
Associations
Establish member-controlled organizations that provide
transport and parking management services in a particular area.

Varies X
Overflow Parking
Plans Establish plans to manage occasional peak parking demands. Varies Address Spillover
Problems
Use management, enforcement and pricing to address
spillover problems. Varies
Parking Facility
Design and
Operation
Improve parking facility design and operations to help solve problems and support parking management. Varies
C.2 Portland, OR Reduced Parking for Mixed-Use Areas Provision From page 11 of the City of Portland Off-Street Parking Management and Guiding Polices (https://www.portlandoregon.gov/transportation/article/547704):

In all cases, minimum parking requirements can be reduced by up to 50%, using combinations of the following provisions:
• One space reduction for every 12-inch diameter tree that is preserved (reduction of up to 2 spaces, or 10% of the total required parking);
• One space reduction for every 5 non-required bicycle parking spaces (reduction of up to 25% of the total required parking);
• Transit-supportive plazas may replace up to 10% of required parking, provided that at least 20 parking spaces are required and certain design standards are met; • One space for every 4 motorcycle spaces provided (reduction of up to 5 spaces or 5% of the total required parking)
• Two spaces for every car sharing (e.g., Zipcar) space provided (reduction of up to 25% of the total required parking); and
• Three spaces for every 15-dock bike sharing station, with a further one-space reduction for each additional 4 docks (reduction of up to 25% of the total required parking).

C.3 Petco Park Area Transportation Study
From page 29 of the Escondido Ballpark Project Traffic Impact Analysis (https://www.escondido.org/Data/Sites/1/media/pdfs/Planning/Ballpark/TrafficImpactAnaly sis.pdf, October 2010):

Petco Park conducted a Transportation Survey for the 2007 season. The survey provides information on travel characteristics of ballpark fans. The survey indicates that the automobile represents the primary mode of travel at approximately 71%. This equates to 29% for transit and other non-auto travel modes such as pedestrian, bicycle, etc. This compares with the Petco Park Environmental Impact Report (EIR) conducted in 1999 which assumed an 80% split for auto and 20% for transit/non-auto modes.
852
853
854
855
856
857
858
859
860
861
862
863
864
865
866
867
868
869
870
871
872
873
874
875
876
877
878
All Residential Permit Sales by Permit Year
Year Total
2022-23 8,926
2021-22 9,427
2020-21 9,494
Vehicle Permit “Sticker” Sales by Permit Year
Year Total
2022-23 4,865
2021-22 5,278
2020-21 5,293
Transferable Guest Permit Sales by Permit
Year
Year Total
2022-23 4,061
2021-22 4,149
2020-21 4,201
Employee Permit Sales by Permit Year
Year Total
2022-23 231
2021-22 169
2020-21 183
Permit Type Issued 21-22 Issued 20-21 Issued 19-20 Policy Rate Driveway Allows property occupant to park on the
street in front of their driveway. Inspection
from Public Works is required.
$170 one-time fee to
occupant
New 23 27 20
Replacement 24 20 18
Total 47 47 38
Contractor 860 1,276 1,642 M-F, 8am to 6pm and Sat 9am-5pm at 24-hour yellow meters and residential one-hour space
(non-metered); must have valide Hermosa
Beach business license.
$34 each/monthly
Daily 547 606 245 7 days a week, 8am to 5pm at 24-hour yellow meters and residential one-hour space (nonmetered)
$5 each per day
Mo. Daily Lot Permit 1,529 1,111 1,462 3 locations (Lot A, Lot B, Parking Structure), 7 days a week from 5 am - 7pm.
$31 each/monthly
Mo. 24hr Lot Permit 1,811 1,316 1,630 3 locations (Lot A, Lot B, Parking Structure), 24-hours a day but no more than 72-hours
consecutively.
$62 each/monthly
Other Parking Permits by Fiscal Year
All permits subject to street sweeping restrictions and 72-hour rule. 879
Parking Lot Rate Comparison
Parking Lots/Structures
Hermosa Beach Location Hourly Rate Limit
Lot A, B & D
(silver meters)
10am-8pm/8pm2am
$1.25/$1.50
Lots D- yellow
meters only, F, G &
All Other Meters,
10am-2am
$1.25
Parking Lots - Non-Impact Zone
No limit lot
Valley Park/Gould
Free
Greenwood Park 1 hour free
Lot E, Community
Center, City Hall
2 hours free
South Park, Kiwanis
Club
6 hours free
City Hall, Clark Bldg,
Field & Stadium,
Hermosa Greenbelt,
City Yard Adjacent
12 hours free
City Yard,
Community Center /
South Valley Dr.
72 hours free
Manhattan Beach Location Hourly Rate Limit
Lot 1 $2 2 hr.

Lot 2 $2 2hr.

Lot 3 $2 2 and 10 hr.

Lot 4 $2 2 hr.

Lot 6 $2 2 hr.

Lot7 Valley Dr $2 10 hr.

Lot 8 Ardmore - no
meters
10 hr.
26th/Ocean - County
Lot
$2.5 5 hr.

El Porto - County Lot $2.5 5 hr.

Metlox Structure $2 3 hr. on P1, 10 hr. on P2
Civic Center Upper
Lot - no meters
2 hr.

Civic Center Lower
Lot
Civic Center South
Lot
$2 2 hr.

Lower Pier Lots $2 5hr.

Upper Pier Lots $2 5hr.
880
Parking Lot Rate Comparison
Redondo Beach Location Hourly Rate Limit
Pier and Plaza
Parking Structures
Pay-by-Space
$2/hr.

Redondo Beach Bike
Path, North Harbor
Drive, George Freeth
Way, Lot 5 (adjacent
to Veteran’s Park)
$1 = 40 min
$0.25 = 10 min
$0.10 = 4 min
$0.05 = 2 min
Santa Monica Parking Lots, Non-Beach
Location Hourly Rate/Daily Max Limit
Downtown Lot $1.25/$17.50
Disabled free
Construction per
space/per day
3x daily max
Main Library Surface
Lot (1 hr. limit)
$1.00
Disabled free
Construction per
space/per day
3x daily max
Main Street Lot $1.25
Disabled free
Mid-City Lot $1.00/$14.00
Disabled free
Construction, per
space/per day
3x daily max
Beach Lots Parking
Rates
(Sunset-Sunrise)
Summer
Apr 1st-Oct 31st
Winter
Nov 1st-Mar 31st
Santa Monica Pier Deck
Weekdays (per hour) $3.75/$18 max/entry $2.5/$12 max/entry Weekends (per
hour)
$3.75/$18 max/entry $3.5/$15 max/entry
Buses or RV's Not allowed Not allowed
Disabled
Placard/Plates
Free Free
Central Beach Zone (Lots 1N, 3N, 2S, 3S)
Short-term (2 hr.
max)
$1/hr. $1/hr.

Weekdays
(per entry)
$15.00 $7.00
Weekends
(per entry)
$15.00 $10.00
Bus (per entry) 6x daily rate 6x daily rate
Recreational Vehicle
(per entry)
4x daily rate 4x daily rate
881
Parking Lot Rate Comparison
Central Beach Zone (Lots 1N, 3N, 2S, 3S) (continued)
Location Hourly Rate/Daily Max Limit
Disabled
Placard/Plates
Free Free
North Beach Zone (Lots 4N-9N)
Weekdays (per
entry)
$10.00 $7.00
Weekends (per
entry)
$12.00 $10.00
Bus (per entry) 6x daily rate 6x daily rate
Recreational Vehicle
(per entry)
4x daily rate 4x daily rate
Disabled
Placard/Plates
Free Free
South Beach Zone (Lots 4S-5S)
Weekdays (per
entry)
$10.00 $7.00
Weekends (per
entry)
$12.00 $10.00
Entry After 4 pm Daily Rate Daily Rate
Bus (per entry) 3x daily rate 3x daily rate
Recreational Vehicle
(per entry)
4x daily rate 4x daily rate
Disabled
Placard/Plates
Free Free
Short-term (2 hr.
max)
$1/hr. $1/hr.

Annenberg Community Center
Daily $3/hr $3/hr.
$12 Max Per Entry $8 Max Per Entry
Buses or RV's Not allowed Not allowed
Disabled
Placard/Plates
Free Free
Main Street Farmer's Market (Lot 5S)
Patrons with proof
of purchase
1 Refund Per Person per
Day
Vendors, staff,
performers
Refund or Validations of
Fees
Replacement – All Permits
1st replacement,
stolen permit with
PD report
Free
2nd replacement,
stolen permit with
PD report
50% of cost
882
Parking Lot Rate Comparison
Replacement – All Permits (continued)
Location Hourly Rate/Daily Max Limit
3rd replacement, or
any lost/stolen
permit without PD
report
Full cost
Parking Structure #9

WEEKDAY WEEKEND
PER ENTRY (Mon-Fri) (Sat & Sun)
First 90 Minutes Free Free

1.5-2.0 hrs $ 2.00 $ 2.00

2.0-2.5 hrs $ 3.00 $ 3.50

2.5-3.0 hrs $ 4.00 $ 5.00

3.0-3.5 hrs $ 5.50 $ 7.00

3.5-4.0 hrs $ 7.00 $ 9.00

4.0-4.5 hrs $ 9.00 $ 11.50

4.5-5.0 hrs $ 11.00 $ 14.00

5.0-5.5 hrs $ 14.00 $ 17.00

5.5 or more $ 17.00 $ 20.00
Daily Maximum $ 17.00 $ 20.00
Lost Ticket (each) $ 17.00 $ 20.00
Parking Structure #10

WEEKDAY WEEKEND
PER ENTRY (Mon-Fri) (Sat & Sun)
First 30 Minutes $ 0.50 $ 0.50

0.50-1.0 hrs $ 1.00 $ 1.00

1.0-1.5 hrs $ 1.50 $ 1.50

1.5-2.0 hrs $ 2.00 $ 2.00

2.0-2.5 hrs $ 3.00 $ 3.50

2.5-3.0 hrs $ 4.00 $ 5.00

3.0-3.5 hrs $ 5.50 $ 7.00

3.5-4.0 hrs $ 7.00 $ 9.00

4.5-5.0 hrs $ 9.00 $ 11.50

5.0-5.5 hrs $ 11.00 $ 14.00

5.5 hours or more $ 14.00 $ 17.00
Daily Maximum $ 17.00 $ 20.00
Lost Ticket (each) $ 17.00 $ 20.00
Parking Structure Main Library Garage and Civic Center Lot & Structure

WEEKDAY WEEKEND
PER ENTRY (Mon-Fri) (Sat & Sun)
First 30 minutes Free Free
Up to 1.0 hours $ 0.50 $ 1.00
Up to 1.5 hours $ 1.00 $ 2.00
Up to 2.0 hours $ 2.00 $ 3.00
Up to 2.5 hours $ 3.00 $ 4.00
883
Parking Lot Rate Comparison
Parking Structure Main Library Garage and Civic Center Lot & Structure (continued)

WEEKDAY WEEKEND
PER ENTRY (Mon-Fri) (Sat & Sun)
Up to 3.0 hours $ 4.00 $ 5.00
Up to 3.5 hours $ 5.50 $ 5.00
Up to 4.0 hours $ 7.00 $ 5.00
Up to 4.5 hours $ 8.50 $ 5.00
Up to 5.0 hours $ 10.00 $ 5.00
Up to 5.5 hours $ 12.00 $ 5.00

5.5 hours or more $ 14.00 $ 5.00
Daily Maximum $ 14.00 $ 5.00
Lost Ticket (each) $ 14.00 $ 5.00
For construction or other exclusive use (per
space per day)
3x daily rate
Promenade and Surrounding Shopping Areas (Parking Structures 1-8)

WEEKDAY WEEKEND
PER ENTRY (Mon-Fri) (Sat & Sun)
First 90 minutes FREE FREE
Up to 2.0 hours $ 2.00 $ 2.00
Up to 2.5 hours $ 3.50 $ 4.00
Up to 3.0 hours $ 5.00 $ 6.00
Up to 3.5 hours $ 7.00 $ 8.50
Up to 4.0 hours $ 9.00 $ 11.00
Up to 4.5 hours $ 11.50 $ 14.00
Up to 5.0 hours $ 14.00 $ 17.00
Up to 5.5 hours $ 17.00 $ 21.00

5.5 hours or more $ 20.00 $ 25.00
Daily Maximum $ 20.00 $ 25.00
Lost Ticket (each) $ 20.00 $ 25.00
Free parking Sundays 6 AM to 11 AM only
Entry between 6 AM and 11 AM and exit after 11 AM, rates apply between 11 AM and time of exit
Entry before 6AM and exit after 11 AM, rates apply outside of free period Entry before 6 AM, rates apply between time of entry and 6 AM For construction or other exclusive use (per
space per day)
3x daily rate
Parking Cards - Downtown Structures (nonrefundable)$10 West Hollywood
Location Hourly Rate Limit
Bonner Lot $2 ea. 1 hr. 2 hr. max stay
City Hall Automated
Garage
$1 ea. 20 min $8 Daily Max
Hart Park Free 2 hr. max
884
Parking Lot Rate Comparison
West Hollywood (continued)
Location Hourly Rate Limit
Kings Road Parking
Garage
1st hr. free, $1 ea. 20
min
$8 max; $5 max after 6pm
La Jolla Lot $2/hr. $100 Monthly
Melrose Lot $2/hr. 2 hr., no monthly
Orange Grove Lot $1/hr./$60 Mo.

Plummer Park North Free 3 hr., no monthly
Plummer Park South Free 3 hr., no monthly
Queens Lot $2/hr., $2/hr. after 6pm
$150 Mo.

Robertson Lot $1/hr. first 3 hours
$2/hr. Thereafter
No Monthly
Spaulding Lot $1/hr./ $60 mo.

Sunset Lot $2/hr.

Sun-Thu:
$5 flat rate after 6pm
Fri & Sat:
$8 flat rate after 6pm
$10 max until 6pm
$150 Monthly
West Hollywood
Park 5-Story
$1 ea. 20 min $12 max
Sun-Wed: 5am-2am
Thurs: 5am-2am
Fri-Sat: 5am-2am
$1 ea. 20 min
Until 6pm, 1 hr. free
2 hr. validation for park
and pool guests
$6 daily max after 6pm
$8 daily max after 6pm
$9 daily max after 6pm
Lost ticket $12
West Hollywood
Library
$1 ea. 20 min $12 max
Mon-Wed: 10:45am7pm
Fri & Sat: 9am-6pm
Sun: 9am-2pm
$1 ea. 20 min,
First 3 hrs. free with
Library validation
$12 daily max
Culver City Location Hourly Rate Limit
Downtown Parking
Structures
(3 facilities)
1 hr. Free; ea.

Additional 30 min $1
$12/Daily; $120/mo.

Downtown
Structures -
Temporary Film and
Event Parking
$9/per space/
per day
Additional fee of $30.00 per hour is required if the parking structure must be open before 8:00 am and after 1:00 am.
$0.35 per validation ticket is charged for all reservations Five working day notice required prior to any cancellation for refund 885
Parking Lot Rate Comparison
Structure & Lot Parking Permits – Summary of Survey
City Area Hourly Rate Options
Hermosa Beach Downtown Parking
Structure & Lots
$31/$62 Monthly
Manhattan Beach All Lots & Structure None None
Redondo Beach Pier & Plaza Parking
Structures
None None
Lot 4, 309 Esplanade $25 per vehicle Seniors only - monthly Santa Monica Parking Lots –
Non-Beach
$14-$17.50 max
$55 to $132
Daily
Monthly
Beach Lots
Various
Summer/Winter rates
$7 - $18 daily max
per entry
Daily, Weekdays,
Weekends
Beach $20, $105
$155
Monthly, Semi-Annual,
Annual
Senior Beach $25 Annual
Overnight Beach $15, $75
$150
Monthly, Semi-Annual,
Annual
Parking Structures
Special Events
$30-$35/entry Weekdays/Weekends
Parking Structures
Various Locations
$14 - $20 Max Daily
Parking Structures
Various Locations
(Downtown
residents/Certain ADA
& Affordable Housing
Residents only)
$65 - $220 Monthly
West Hollywood Various lots $60 - $150 Monthly
Culver City Downtown $12/$120 Daily/Monthly
886
Re: Parking CC Permit Fees Public Hearing Tuesday February 28, 2023 City Council and others:

Some views and ques�ons on this latest scam to soak the city's own residents using defec�ve no�cing and more.

Residen�al parking permits in the impacted beach area were not established to make money to give the City Council and City Manager the power to spend like drunken sailors.

Residen�al Parking s�ckers were established when the meters were installed (Yellow Pole Parking Meters) to make money from beach goers impac�ng the city in residen�al beach areas. The permits were established to con�nue to give the residents (as they insisted on receiving at the �me) the right to park on their own streets at no cost, streets the residents actually own but which have been granted in perpetuity for all to use. The cost of the resident permits were agreed by all to cost no more than the cost the city incurs to issue them.

Prop 218 prohibits taxa�on without a vote of the people and for so-called service maintenance fees, there is a detailed Prop-218 SCAM fee process. The city is improperly taxing and raising fees with this ever-increasing Council- and City Manager- designed scheme. Without such money to so-poorly spend to cover the costs of poor management of the city, they evidently feel impotent? Ques�ons.
1- Have all the current resident-permit holders been mailed a le�er or even a card regarding the proposed rate increases with the date and �me of the public hearing(s)? 2- Has the real intent and purpose of meters being in the residen�al beach areas and the resul�ng residen�al parking permits been understood by the present newbies running the city, and using the residents as bo�omless pits of cash?
2- Why are there four individually, rela�vely complex ma�ers in this one single public hearing? An individual only has 3 minutes (if they are not interrupted by the hired City Clerk, who is not the chair of the mee�ng) to speak on all four ma�ers. The Public Hearing should be four individual public Hearings.

Public Hearing Item Direct Link. (C.M. Suja Lowenthal and her hired City Clerk decided that supplemental comments from public are not to be added un�l just before the mee�ng as it's now too difficult to do as it was for years before this City Manager and hired City Clerk took over.) h�ps://hermosabeach.legistar.com/Legisla�onDetail.aspx?ID=6040566&GUID=BE241C4B2105-4EDD-ADBE-1549641A0911 Questions and Links to Agenda and Public Hearing Item for MASSIVE parking rate increases. 1 of 2 2/26/2023, 2:20 AM
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PUBLIC HEARING REPORT Link 23-0111

PUBLIC HEARING TO DISCUSS AND CONSIDER CHANGES TO

RESIDENTIAL PARKING PERMITS, EMPLOYEE PARKING

PERMITS, AND PARKING METER AND PARKING LOT RATES
(Finance Director Viki Copeland)
Recommenda�on: Staff recommends City Council:

1. Hold a Public Hearing to discuss and consider changes to the following parking program elements:
a) the residen�al parking permit program and fees;
b) employee permit program; and
c) hourly parking meter and parking lot rates;

2. Adopt resolu�on (A�achment 1) en�tled "A Resolu�on of the City Council of the City
of Hermosa Beach, California, Taking the Following Ac�ons: 1) limi�ng the number or
residen�al parking permits to be issued to each residence; and 2) increasing the fee for
residen�al parking permits; and

3. Introduce on first reading an ordinance (A�achment 2) en�tled "An Ordinance of the
City Council of the City of Hermosa Beach, California Increasing Parking Meter Rates
and Finding the Same Exempt from the California Environmental Quality Act".

PUBLIC HEARING REPORT Link 23-0111
Full Agenda Direct Link Full eComments Direct Link
Howard L.

Questions and Links to Agenda and Public Hearing Item for MASSIVE parking rate increases. 2 of 2 2/26/2023, 2:20 AM
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From: HBresident
To: City Council; HB City Attorney Patrick Donegan; Myra Maravilla Subject: ADDENDUM: eComment re: Parking Permit and other Parking taxation/fee matters in Public Hearing XIII-b of Tuesday"s 2/28/2023 CC meeting
Date: Tuesday, February 28, 2023 3:07:04 AM
ADDENDUM:

Howard L-additional-Sidebar at February 28, 2023 at 3:00am PST Oppose
Hermosa Beach City Council, City Attorney, and others:

In the following eComment posted earlier, I forgot to mention that after my complaints, never replied to by Staff or the City Council members this past weekend, the Public Hearing Notices for tonight's meeting were posted at 3:30PM yesterday just 27.5 hours before a regular meeting. They should have been posted 10 full days ago. That while fine, is not good enough for a Public Hearing notice of such significance, i.e. 27.5 hours of posting notice for what was supposed to be a minimum of 240 hours of posting notice. Thanks to whomever posted the notice but too bad no one in staff or the Council, especially the ceremonial Mayor who was written to first, could bother to lower themselves to replying to this old man.

Note also that the other Public Hearing was thusly also not noticed fully and timely. This is the digital age and you should either do things fully and correctly or give it up that you are ok for sloppy incomplete government. Sloppy government leads to corruption of course.

Howard L.

If reading above first, please be sure to read the following original eComment. Thank you.

On 2/28/2023 2:43 AM, HBresident wrote:

City Council
Regular Meeting
(Closed Session - 5:00
PM
and Open Session - 6:00
PM
February 28, 2023
- 05:00 PM
AgendaeComment
Re: eComment posted re: Parking Permit and other Parking taxation/fee matters
in Public Hearing XIII-b of Tuesday's 2/28/2023 CC meeting. eComment posted by
Howard L at February 28, 2023 at 2:12am PST
Oppose
Hermosa Beach City Council, City Attorney, and others:
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VERY IMPORTANT LEGAL ISSUES ARE BEING RAISED WITHIN.

CITY ATTORNEY AND COUNCIL PLEASE CONSIDER CAREFULLY
this eComment as many of your constituents are also attorneys as well as being Hermosa Beach residents.

It is my firm belief that this item is too complex, contains too much for a single Public Hearing, and was incredibly poorly and incompletely, nor reasonably noticed from what Hermosa residents are used to expecting from their government for an item significantly representing taxation and fees to be paid by the residents and others in city.

Possibly, it seems obvious that someone in city, or on the Hermosa City Council said, “let’s have some fun by having Hermosa’s new City Council step on Hermosa’s 3rd rail”, i.e. ‘Parking Permit Costs and Regulations’.

Welcome to a reality check. One I have seen a few times in the past. However you on Council have not even begun to get a true reality check regarding this issue, as it was not hardly even noticed.

ISSUES WITH THIS PUBLIC HEARING’s NOTICING:
1- This public hearing has not been noticed but in the most incomplete and minimum of ways.
2- The Public Notice included 4 major topics (Far too many for one Public Hearing) and was placed by the City Clerk’s office only in the back of the Easy Reader classifieds 2.5 weeks ago. The particular newspaper issue was not one that is delivered to every Hermosa Beach residence. Few likely saw it there. 3-The Public Hearing Notice was somehow not even posted on the City’s own website where it says, “this is where legal notices” are posted. That was evidently a major SNAFU. Likely unintentional however, nonetheless not accomplished. 4- There were none of the city’s large orange-Fluorescent placards or other notices posted around the city where Parking Permits are required, for permitholders to learn of this Public Hearing as done for other matters of an area interest.
5- But worse yet, there was not even a simple card mailed to every parking permit holder as accomplished in the past for this very issue. The city has the list of parking permit holder addresses.

So only but perhaps a couple of hundred parking permit holders, of the thousands in city learned about this from a handful of noisy blog posters and others in town during the past three days.

ACTIONS NEEDED TO CORRECT THE NOTICING SNAFU:
1) Rather than waste possibly hours of staff and Council time taking testimony by Zoom/phone or in chambers given the sorry noticing situation, it would be best to 890
simply pull the item from the Feb 28, 2023 meeting agenda, due to the incredibly poor noticing.
2) Direct staff later in the meeting, on ‘future agenda items/other matters’, to rethink the entire item, and be sure to Notice this item next time with a card mailed to all permit holders indicating what is proposed. 3) Ensure that when reconsidering, that staff include logical thinking, primarily focusing on the issue of excessive parking permits or those abusing the obtaining of permits, using a better, and more computer-based verification of those receiving the permits, requiring in-person renewal or other at least every 6-years (not this renewal by mail scam), permits being issued basis a two-year renewal and more.
4) Ensure lowering of the rates from those presently set, which are already over the cost they should be, given the revenue the city makes from the parking meters, and ticketing utilizing the residents’ own streets. Net zero revenue should come from the residents needing these parking permits.
5) Also determine a process for anyone residing in city, outside the permit area (long a requested item), to have the right to buy a parking permit to avoid the 1 hr-limit currently in the regulated residential streets. Such permits should not have to be renewed every year. Every resident of Hermosa Beach should have the right to park in any non-silver-metered parking space in city presently allowed only for those now able to purchase a parking permit in those areas.

This Public Hearing was not noticed properly, that’s unquestionably a fact.

The failure to properly and fully notice this particular Public Hearing, especially, and not do a mailer to each permit holder, and not even put up orange fluorescent notices in the area of the city presently able to purchase these parking permits, is truly thoughtless, unconscionable, and incredibly selfish.

You on the City Council are our representatives. Take quick action via the Mayor/City Attorney to correct these mistakes, by removing the item from the agenda and posting in RED at the top of the agenda that Public Hearing Item XIII-b has been removed for reasons of noticing, but will be addressed by the City Council on other matters only for giving of direction to staff for a future item, whatever that be.

Howard L.
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