Draft City Parking Management Study Parking Strategies and Toolkit — Manhattan Beach City Council, November 3, 2025

Project #

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PARKING MANAGEMENT

STRATEGIES AND TOOLKIT

DRAFT AUGUST 2025

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PARKING MANAGEMENT STRATEGIES AND TOOLKIT

TABLE OF CONTENTS
INTRODUCTION 5
SUMMARY OF STRATEGIES 5
Short-Term Parking 5
Long-Term Parking 6
Parking Enforcement 7
Smart Parking Management 7
Passenger and Commercial Loading 7
Future Parking Supply 7
Funding Parking Operations and Transportation Infrastructure 8 Bicycle Parking and Micromobility 8
Transportation Demand Management 9
Employee TDM Strategies 9
How to Use This Plan 10
STRATEGY TOOLKIT 11
Short-term Parking 11
On-Street Rate Structures and Time Limits 11
On-Street Parking Time Limits 13
Off-Street Parking Time Limits 15
Payment Methods 16
District-wide Valet and Attended Parking 18
Shared Parking 22
Technology and Wayfinding to Improve Customer Service 24 Long-Term Parking 31
Residential Parking Permit Program 35
Parking Technology and Enforcement 36
Enforcement Hours 36
Enforcement Technology 37

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Dynamic Pricing 41
Passenger and Commercial loading 43
Commercial Vehicles 43
Future Parking Supply 50
Parking Requirements 50
Increase Parking Supply 52
Funding Parking Operations and Transportation Infrastructure 56 Parking Benefits District 56
Transportation Impact Fees 57
Bicycle Parking and Micromobility 58
Bicycle Parking and Valet Parking 58
Micromobility 61
Transportation Demand Management (TDM) 62
Marketing and Awareness Campaigns 62
On-Demand Microtransit 64
Remote Parking and Shuttle Transportation 66
Employee TDM Strategies 67
STRATEGIES CONSIDERED BUT NOT RECOMMENDED 69
APPENDIX 70

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LIST OF FIGURES
Figure 1. Miami Design District On-Street Valet Parking Locations ................................ ................................ ....... 20 Figure 2. Downtown Tempe Authority Parking Facility Map ................................ ................................ .................. 25 Figure 3. Downtown Tempe Authority Marketing Info and Map ................................ ................................ ........... 26 Figure 4. San Jose International Airport Web-Based APGS Interface ................................ ................................ .. 30 Figure 5. SFMTA’s Demand-Based Rate Adjustment Criteria ................................ ................................ ................. 42 Figure 6. City of Fredericton Flexible Loading Zone Signs ................................ ................................ .................... 47 Figure 7. Philadelphia’ Smart Loading Zones Map ................................ ................................ ................................ .. 49 Figure 8. City of San Diego’s FRED On-Demand Shuttle Service Area ................................ ................................ .. 65

LIST OF TABLES
Table 1. Current and Proposed Flat Parking Rates in North Manhattan Beach Off-Street and On-Street Areas ................................ ................................ ................................ ................................ ................................ .......................... 12 Table 2. Example of Tiered Pricing for On-Street Parking in Austin, Texas ................................ ........................... 14

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INTRODUCTION
This parking management strategies document provides recommendations and a framework to guide implementation to achieve Manhattan Beach’s parking management goals and objectives. This plan's strategies were chosen based on an analysis of existing parking conditions, field observations, parking and transportation industry best practices, and input from City staff. Strategies aim to manage parking demand, streamline parking enforcement and permit management systems, advance parking technology, improve public awareness of parking options, expand bicycle parking facilities, and provide new transportation options (on-demand micro-transit and bike share) to improve overall mobility and access for those who live, shop, work, or play in Manhattan Beach.

SUMMARY OF STRATEGIES
There are several strategies, each varying in impact and implementation timeline, recommended by Walker to potentially improve the parking system and make it easier for customers, employees, and residents to get to Downtown and North Manhattan Beach. Strategies may be selected based on the City’s current financial constraints and opportunities to best fit the current capabilities of the City. Strategies have been grouped and organized into the broad categories of Short-term Parking, Long-Term Parking, Parking Technology and Enforcement, Smart Parking Management, Passenger and Commercial Loading, Future Parking Supply, Funding Parking Operations and Development, Bicycle Parking and Micromobility, and Transportation Demand Management.

The topic areas and strategies are described below. Detailed strategy explanations, rationale, implementation, and other details are provided in the Strategy Toolkit.

Short-Term Parking
Parking Rate Structures and Time Limits. These strategies address the need to align on-street parking pricing with market conditions to increase turnover and encourage the use of off-street parking facilities.

Strategy 1.1 - Increase on-street parking rates relative to off-street rates and align them with market conditions.

Strategy 1.2 – Adjust or eliminate time limits for on-street parking and establish tiered pricing to encourage turnover.

Off-Street Parking Time Limits. This single strategy modifies time limits in parking lots and garages to allow longer stays in these facilities in alignment with Strategies 1.1 and 1.2.

Strategy 2.1 - Modify off-street parking time limits.

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Payment Methods. This single strategy addresses the need for a mobile payment platform to offer alternative payment options and greater convenience to users.

Strategy 3.1 - Implement a mobile application payment platform for parking.

Strategy 3.2 - Remove and replace individual parking meters with multi-space parking kiosks

Valet and Attended Parking. These strategies describe the benefits of valet parking, including providing a convenient parking service and increasing the utilization of parking garages, and provides guidance for implementation.

Strategy 4.1 - Implement public on-street valet parking services at strategic locations.

Strategy 4.2 – Implement public parking attendant parking in large parking lots during peak hours.

Shared Parking. This single strategy describes the existing shared parking regulations, the benefits of expanding shared parking for land use efficiency and future development, and guidance for implementation.

Strategy 5.1 – Identify potential public and private properties that could meet current and future parking needs through shared parking agreements.

Technology and Wayfinding to Improve Customer Service. These strategies identify ways to increase public awareness of public parking options, real-time parking availability, and walking routes to parking facilities through Citywide wayfinding signage. These strategies also serve to continue the City’s existing Citywide Wayfinding Program.

Strategy 6.1 – Updated Parking Webpage.

Strategy 6.2 - Evaluate and recommend ways to provide parking information, including completion of the implementation of the Citywide Wayfinding Program’s directional signs. .

Strategy 6.3 – Implement an App-Based Automated Parking Guidance System (APGS).

Long-Term Parking
Employee and Merchant Parking Permit Program. This single strategy incentivizes the use of off-street parking facilities for long-term parking users, including downtown employees with hybrid and part-time schedules.

Strategy 7.1 – Implement a flexible employee parking pass or bundled daily passes to accommodate workers who do not park every day of the week.

Strategy 7.2 – Increase Merchant Permit parking rates.

Residential Parking Permit Program. This single strategy prioritizes parking for residents in residential neighborhoods adjacent to commercial areas.

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Strategy 8.1 – Improve (and potentially expand) the Residential Parking Permit Program (RPPP).

Parking Enforcement
Enforcement Hours. This single strategy encourages shifting enforcement hours to align with parking demand during peak season and encourages compliance with parking regulations.

Strategy 9.1 – Shift parking enforcement hours one hour later during peak season.

Enforcement Technology. These strategies address modernization and integration of parking technology for permit management and enforcement to streamline operations.

Strategy 10.1 – Adopt License Plate Reader (LPR) technology for enforcement.

Strategy 10.2 - Transition to virtual commercial, merchant, and residential permits and an online application process.

Strategy 10.3 – Implement smart parking software and real-time data.

Smart Parking Management
Dynamic Pricing. This single strategy outlines best practices and benefits of dynamic pricing using manual or automated occupancy data to inform pricing decisions.

Strategy 11.1 – Implementing dynamic pricing of on-street parking.

Passenger and Commercial Loading
Commercial Vehicles. Commercial vehicle strategies provide next steps for understanding current commercial vehicle needs and challenges in Manhattan Beach, expanding the use of loading zones, loading regulations by time of day/day of the week, and a pilot program for improving the management of on-street loading areas.

Strategy 12.1 – Gather information on existing commercial delivery vehicle access and loading needs/challenges.

Strategy 12.2 – Limit commercial deliveries and loading activity to early mornings and Sundays.

Strategy 12.3 – Create Flexible Loading Zones (FLZs).

Strategy 12.4 – Implement a Smart Loading Zone pilot program for on-street loading areas.

Future Parking Supply
Parking Requirements. These two strategies outline best practices for establishing maximum parking requirements and implementing flexible parking in-lieu fees programs to reduce the construction of surplus parking.

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Strategy 13.1 – Revise parking minimum requirements and establish maximum parking requirements in the Commercial District.

Strategy 13.2 – Evaluate the parking In-lieu fee program.

Increase Parking Supply. These two strategies address the need to maximize the use of existing parking facilities and on-street areas.

Strategy 14.1 – Review of on-street parking supply.

Strategy 14.2 – Increase supply in parking garages and lots.

Strategy 14.3 – Construct new parking facilities in existing and new public properties.

Strategy 14.4 – Pursue public-private partnerships to construct new parking supply for peak demand periods.

Funding Parking Operations and Transportation Infrastructure Parking Benefits District. This single strategy describes parking benefits districts, explains how they support district-wide operational and infrastructure improvements, and provides guidance for implementation.

Strategy 15.1 – Establish a Parking Benefits District.

Transportation Impact Fees. This single strategy describes the benefits of transportation impact fees for parking and transportation capital improvements, including pedestrian, bicycle, and parking infrastructure, and provides guidance for implementation.

Strategy 16.1 – Implement Transportation Impact Fees.

Bicycle Parking and Micromobility
Bicycle Parking and Valet Parking. These two strategies outline best practices and benefits of expanding secure bicycle parking options, including short-term and long-term parking facilities and valet parking.

Strategy 17.1 – Expand short-term and long-term secure bicycle parking Strategy 17.2 – Establish a bike valet service to provide secure bicycle parking for event attendees, residents, and visitors.

Micromobility. This strategy describes the benefits of shared mobility and provides guidance for implementation of a docked electric bicycle-share program.

Strategy 18.1 - Implement a docked electric bicycle-share program to reduce vehicle parking demand.

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Transportation Demand Management
Marketing and Awareness. This single strategy describes best practices for TDM marketing and communications to raise awareness about transportation options and encourage mode shifts.

Strategy 19.1 – Recommend social media strategies and other marketing efforts to reduce parking demand.

On-Demand Microtransit. This single strategy describes the potential of an on-demand microtransit service to increase mobility options and provide a first-last mile connection to transit services.

Strategy 20.1 – Evaluate feasibility of a circulator or on-demand microtransit to allow more local, short trips without a car.

Remote Parking and Shuttle Transportation
Strategy 21.1 – Identify remote parking options and shuttle transportation services.

Employee TDM Strategies
These two strategies outline best practices and provide guidance for implementing specific strategies to reduce employee parking demand, including employee rideshare services and parking unbundling.

Strategy 22.1 – Consider offering discounted employee rideshare services to reduce parking demand.

Strategy 22.2 – Adopt a local parking cash-out ordinance.

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HOW TO USE THIS PLAN
This document is structured to provide detailed information about parking and transportation strategies, including background information, potential benefits, and guidance for implementation. A discussion of the following topics related to each strategy is included:
• Current Conditions
• Strategy Overview
• Rationale
• Implementation
• Responsible Party
• Compliance with the City’s Local Coastal Program
For select strategies, examples of successful programs or policies from peer communities are highlighted.

In addition, for each strategy, a recommended timeline for implementation, as well as a high-level ranking of the level of effort and level of investment, is provided to guide decision-making. The table below provides more details on the levels of effort and investment needed for strategies.

Level of Effort

1. Low
The City’s department(s) can implement strategies in this category independently with little or no input from stakeholders and within a 18-month timeframe. Due to their ease of implementation and effort, these strategies are considered low -hanging fruit .

2. Medium
Strategies in this category can be implemented by City departments independently in a 19- to 24 -month timeframe. They may require a new contract for technology, equipment, or services and/or stakeholder input and meetings .

3. High
Strategies in this category would take more than 2 years to accomplish and may require the establishment of new City Council approval, a new funding source, and coordination with several stakeholders.

Level of Investment
Low $
This action plan defines the low cost as $0 -$24,000. This level could likely be covered within the existing budget , and items in this category would not have significant recurring costs.

Medium $$
This action plan defines medium cost as $25,000 -$99,000. This level of spending may be covered within the existing BID budget but may require the reallocation of funds from another program or budget item. Items in this category could have some recurring co sts.

High $$$
This action plan defines high cost as $100,000+. At the low end, an item might still be covered within the existing budget with the reallocation of funds from another program or budget item. Additional funding sources would need to be identified above this . Items in this category could have substantial ongoing costs.

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STRATEGY TOOLKIT
Short-term Parking
On-Street Rate Structures and Time Limits
Strategy 1.1 Increase on-street parking rates relative to off-street rates and align them with market conditions.

Timeline Level of Effort Level of Investment
Short -term Medium $

Current Conditions
In both Downtown and North Manhattan Beach, on-street paid parking costs $2.50 per hour, with a 2-hour time limit. However, the hourly rate for off-street parking lots and garages is $2.50 per hour, with the exception of the Upper and Lower Pier Lots in Downtown and the El Porto Lot in North Manhattan Beach, all of which have a rate of $3.50 per hour.

Strategy Overview
Currently, on-street parking is priced at the same hourly rate or a lower rate than off-street parking. An industry best practice for improving parking demand distribution in a parking system with both on-street and off-street parking options is to price on-street parking at a higher rate than surface lots or garages to encourage more parkers to use these parking facilities.

Rationale
On-street parking is nearly always viewed as the most convenient and most desirable parking option, followed by surface off-street lots, above-ground garages, and subterranean parking. As a result, all other things being equal, most parkers will attempt to park on-street first, and will only park off-street if no available on-street parking can be found in a reasonable amount of time.

In addition, with respect to curb management in very busy or high-activity areas, it is generally considered best practice that the most convenient, most desirable on-street spaces turn over relatively frequently. This allows a greater number of users per hour to park in such spaces to meet very short-term or short-term parking needs, which helps to support the parking needs of a greater diversity of users. While having a time limit on-street does help to curtail long-term parkers, such as employees, from parking in paid on-street areas, time limits greater than 2 hours are not as effective at encouraging turnover for the most desirable on-street spaces.

Finally, it is recommended that the days and times when paid parking and enforcement are in effect should correspond with days and times when parking demands are and remain high. Spaces that convert to free

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parking while demand remains high can result in significant amounts of parking revenue being left “on the table,” while the demand distribution and moderating effects of paid parking are lost.

Responsible Party
Implementation of this strategy involves the City and stakeholders, including residents, employees, and businesses of the two study areas.

Implementation
Below are some considerations for implementing changes to parking pricing:

1. Set the prevailing on-street paid parking price higher than the off-street rate.

2. Establish seasonal pricing of on-street and off-street parking, with the rate higher during the summer season and on weekends than during off-seasons and weekdays.

3. Consider implementing a tiered rate structure for on-street parking only where the 2nd and/or 3rd hour has a higher rate than the 1st. Refer to Strategy 2.1 for more details on tiered pricing.

Table 1 provides current and proposed flat rates for on-street and off-street parking in North Manhattan Beach and Downtown.

Table 1. Current and Proposed Flat Parking Rates in North Manhattan Beach Off-Street and On-Street Areas Location Parking Facility Current Proposed
North
Manhattan Beach
Beach Lots – Summer Weekend
Beach Lots – Summer Weekday
Beach Lots – Off-Peak Weekend
Beach Lots – Off-Peak Weekday
$3.50/hour
$3.50/hour
$3.50/hour
$3.50/hour
$4.00/hour
$3.50/hour
$3.50/hour
$2.50/hour
On-Street – Summer Weekend
On-Street – Summer Weekday
On-Street – Off-Peak Weekend
On-Street – Off-Peak Weekday
$2.50/hour
$2.50/hour
$2.50/hour
$2.50/hour
$3.00/hour
$2.50/hour
$2.50/hour
$2.00/hour
Lot 4 – Summer Weekend
Lot 4 – Summer Weekday
Lot 4 – Off-Peak Weekend
Lot 4 – Off-Peak Weekday
$2.50/hour
$2.50/hour
$2.50/hour
$2.50/hour
$3.00 /hour
$2.50/hour
$2.50/hour
$1.50/hour
Downtown
Upper/Lower Pier Lots – Summer Weekend
Upper/Lower Pier Lots – Summer Weekday
Upper/Lower Pier Lots – Off-Peak Weekend
Upper/Lower Pier Lots – Off-Peak Weekday
$3.50/hour
$3.50/hour
$3.50/hour
$3.50/hour
$4.00/hour
$3.50/hour
$3.50/hour
$2.50/hour
On-Street – Summer Weekend
On-Street – Summer Weekday
On-Street – Off-Peak Weekend
On-Street – Off-Peak Weekday
$2.50/hour
$2.50/hour
$2.50/hour
$2.50/hour
$4.00/hour*
$3.50/hour
$3.50/hour
$2.00/hour
All other lots/garages – Summer Weekend
All other lots/garages – Summer Weekday
All other lots/garages – Off-Peak Weekend
All other lots/garages – Off-Peak Weekday
$2.50/hour
$2.50/hour
$2.50/hour
$2.50/hour
$3.00/hour
$2.50/hour
$2.00/hour
$1.50/hour
Source: Walker Consultants, 2025

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While it is recommended that on-street rates be higher than off-street rates, given both Downtown and North Manhattan Beach’s dual destination status, as both a retail-dining-entertainment district and a beach destination, rates in beach lots are still recommended to be higher than on-street rates to encourage turnover and increase access to the coast.

The recommended pricing changes would affect all public parking facilities in Downtown and North Manhattan Beach.

Compliance with the City’s Local Coastal Program
This strategy complies with the Local Coastal Program. As a parking demand management strategy that increases turnover for on-street parking, this strategy supports improved parking access. The strategy specifically meets and expands upon the goals of Policies I.C.2, I.C.8, and I.C.9. Appendix A contains the City’s current Local Coastal Program.

On-Street Parking Time Limits
Strategy 1.2 –Adjust or eliminate time limits for on-street parking and establish tiered pricing to encourage turnover.

Timeline Level of Effort Level of Investment
Short -term Medium $

Current Conditions
On-street metered parking is priced at a flat rate of $2.50/hour and has a 2-hour time limit for most of the day, and a three-hour time limit if parking after 6:00 p.m.

Strategy Overview
On-street parking rates can be structured as either flat rates, with the same rate applying for every hour for which paid parking is in effect, or they can be structured as a tiered rate. A tiered rate structure has a base rate for the first hour or hours and the hourly rate increases incrementally for each subsequent hour parked.

Rationale
Tiered pricing based on the number of hours parked offers the following advantages:
• Encourages higher turnover
AUSTIN’S ON-

STREET TIERED

PRICING
Austin, TX is both a growing city
and a university town, with over
50,000 students enrolled at the
University of Texas. Parking is a
major issue, with many
competing users throughout the
day. The City has a goal to
achieve a 50/50 mode share
with 50% drive alone and 50%
use other travel options
combined by 2039.

Managing parking supply is a key
strategy to achieve this goal. In
September 2020, The Austin
Transportation Department
adopted a flexible on-street
parking system that replaced
time limits with a tiered rate that
increases based on the number
of hours parked.

The first two hours are
$2.00/hour and additional hours
are priced at a higher rate to
encourage turnover and
increase use of off-street parking
facilities. Metered parking hours
vary based on the day of the
week and location.

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• Increases garage utilization when implemented in on-street areas because users respond to parking prices that increase proportionally with parking length of stay. • For users who are sensitive to price, graduated pricing can change behavior by shifting where people choose to park, shifting travel modes, or reducing their stay. In Manhattan Beach, this strategy could be a preferred alternative to enforcing time limits of 2 hours, especially for local businesses that rely on clientele who park on the street for longer than 2 hours.

A disadvantage of tiered pricing as a parking management tool is that, compared with an enforced 2-hour time limit, it may not be as effective in reducing the amount of time parked on-street in higher-income, price- inelastic communities. It should be noted that a graduated price model can assume many different forms and structures.

Responsible Party
Traffic Engineering Division and Finance Department
Implementation
Below are some considerations for the implementation of a tiered parking rate structure:
1) Consider the possible impact of tiered pricing on length of stay for clientele, off-street parking utilization, and implications for parking enforcement.
2) Establish a maximum time limit and consider the total cost of the parking session for an average parking duration.

Assign hourly rates to each hour of parking duration that increase incrementally. Table 2 provides an example of a tiered rate structure for on-street parking in Austin, Texas. For more information about Austin’s tiered pricing model, refer to the sidebar on the previous page.

Table 2. Example of Tiered Pricing for On-Street Parking in Austin, Texas Parking Session Hourly Rate
1st hour $2.00
2nd hour $2.00
3rd hour $3.00
4th hour $3.50
5th hour $4.00
6th hour $4.50
7th hour $5.00
8th hour $5.00
9th hour $5.00
10th (maximum time in a single parking session) $5.00
Source: City of Austin, 2020

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Off-Street Parking Time Limits
Strategy 2.1 Modify off-street parking time limits
Timeline Level of Effort Level of Investment
Short -term Low $

Current Conditions
In the Downtown area, parking lots and garages that offer long-term parking include Lot 7 and Lot 8 (10-hour limit), Metlox (both 3-hour and 10-hour limits), and the Upper and Lower Pier lots (5-hour limits). The El Porto Beach Lot has a 5-hour limit in North Manhattan Beach.

Strategy Overview
It is recommended that more lots and garages offer 3-hour parking for visitors and patrons to incentivize the use of parking lots and garages for stays longer than 2 hours.

In addition, it is recommended to reduce parking time limits from 5 hours to 4 hours at the Upper and Lower Pier lots in Downtown and El Porto lot in North Manhattan Beach.

Rationale
By increasing the amount of time that parkers can stay in lots and garages, this strategy differentiates the parking options and encourages those who are spending more than 2 hours to park in off-street facilities. In tandem with implementing tiered pricing for on-street parking, this strategy will encourage garage utilization.

Reducing the time limit at the Upper and Lower Pier lots and the El Porto lot can increase turnover in these beach parking lots and maximize the use of the parking spaces available.

Responsible Party
Traffic Engineering Division and Finance Department
Implementation
1) Implement changes to parking time limits and update associated signage:
a. Increase parking time limits in most or all off-street parking facilities, from 2-hour to 3-hour limits. b. Decrease parking time limits in beach lots from 5-hour to 4-hour limits. 2) Communicate changes to businesses, visitors, and residents through City webpage, newsletters, social media channels, and direct mail.

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Compliance with the City’s Local Coastal Program
This strategy complies with the Local Coastal Program and does not interfere with public parking access. The strategy specifically meets and expands upon the goals of Policy I.C.2.

Payment Methods
Strategy 3.1 Implement a mobile application payment platform for short-term parking Timeline Level of Effort Level of Investment
Short -term Low $$$

Current Conditions
Single-space meters and the Metlox garage pay stations are the only parking payment options available for short-term parking.

Strategy Overview
By implementing a mobile payment platform, the City can provide more payment options and improve customer service while increasing parking revenue. Several cities in Southern California have added mobile payment options to their parking systems, including Santa Monica, Beverly Hills, Los Angeles, and Seal Beach.

Rationale
Overall, mobile payment platforms create a more seamless and user-friendly parking experience while increasing efficiency and revenue for operators. Some of the benefits of mobile payment platforms include:
• Convenience: Users can pay for parking via a smartphone app without needing cash or physical tickets. • Time-Saving: Using a mobile application saves time by eliminating the need to search for payment kiosks, determine parking fees, or wait in line.
• Remote Payment & Extension: Users can extend parking time remotely without returning to the car. • Notifications & Reminders: Users receive alerts before the parking session expires to avoid fines. • Operational Benefits: No infrastructure is required, reducing reliance on hardware. • Enforcement Benefits: Seamless integration with license plate reader (LPR) enforcement of short-term parking, including tracking violations and issuing citations.

Responsible Party
Traffic Engineering Division, Public Works Department, Finance Department, and third-party mobile payment vendor. Note that in April 2025, the City has implemented a parking technology roadmap and launched and RFP process for acquiring a parking payment vendor.

Implementation
Steps for implementing a mobile payment platform include:

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1) Procure a mobile payment vendor of the City’s choice. 2) Initiate contract with ongoing services and transaction fee (can be passed along to the customer or paid by City).
3) Configure mobile application and back-office integration (vendor). 4) Manufacture and install stickers displaying mobile payment vendor and zone numbers (City or vendor).
5) Communicate about the mobile payment option to businesses, visitors, and residents through the City’s. parking webpage, newsletters, social media channels, and direct mail.

Strategy 3.2 Remove and replace individual parking meters with multi-space parking kiosks Timeline Level of Effort Level of Investment
Medium -term High $$
Current Conditions
The City operates and maintains 1,377 single-space parking meters across both its on-street and off-street parking facilities. These single-space meters are not connected via a Parking Access Revenue and Control (PARCS) system.

Strategy Overview
By replacing single-space meters with multi-space pay-on-foot (POF) kiosks, the City can provide more flexible payment options and improve the overall customer experience while increasing potential parking revenue.

Several cities in Southern California, particularly coastal cities, have implemented POF kiosks to their parking facilities, including Santa Monica, Hermosa Beach, Redondo Beach, and Long Beach.

Rationale
Overall, POF kiosks create a more user-friendly and flexible parking experience while increasing efficiency and revenue for operators. Some of the benefits of POF kiosks include:
• Flexibility: Parking systems can be set up to charge by a customer’s parking stall or license plate. • Convenience: Users can pay for parking via cash or card. Additionally, and depending on the parking software used, users can also pay for parking via a smartphone app without needing cash or physical tickets.
• Operational Benefits: Less infrastructure is required than with single-space meters, saving space and energy costs. Additionally, and depending on the model of kiosk used, kiosks require minimal electrical input, with most kiosks being able to operate on a single 120V outlet and a stable internet connection.

Some kiosks are able to operate exclusively on solar power.

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• Enforcement Benefits: POF kiosks can be connected to a single enforcement platform, and when combined with other enforcement techniques (e.g. LPR), can reduce overall enforcement costs and maximize revenue capture.

Responsible Party
Traffic Engineering Division, Public Works Department, Finance Department, and third-party PARCS vendor.

Note that in April 2025, the City has implemented a parking technology roadmap and launched and RFP process for acquiring a parking payment vendor.

Implementation
Steps for implementing a city-wide transition to POF kiosks include:
6) Procure a PARCS system vendor of the City’s choice.
7) Initiate contract with ongoing services and transaction fee (can be passed along to the customer or paid by City).
8) Configure back-office integration (vendor).
9) Replace and install kiosks at each off-street lot and on-street block face, proportional to either the number of stalls or the number of access points per facility. 10) Communicate about the new POF kiosks to businesses, visitors, and residents through the City’s. parking webpage, newsletters, social media channels, and direct mail.

District-wide Valet and Attended Parking
Strategy 4.1 - Implement public on-street valet or attended parking services at strategic locations.

Timeline Level of Effort Level of Investment
Medium -term Medium $SS
Current Conditions
Valet parking is only offered at a limited number of hotels and restaurants in Manhattan Beach.

Strategy Overview
On-street valet parking services provide an easy-to-find, convenient option for visitors. Valet parking increases off-street parking utilization and maximizes the use of parking assets.

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Rationale
Valet parking is a common practice for managing private parking facilities in downtown areas or destinations such as hotels or restaurants with high parking demand. Valet parking is beneficial for customers and visitors, especially those unfamiliar with Manhattan Beach’s off-street parking options because it reduces the time spent finding parking and walking to a destination. In addition to bringing more parkers off the street and into garages, by parking cars in tight rows in and along drive aisles, valet parking maximizes parking space efficiency. The effective parking capacity for valet parking facilities can range from 110% to as much as 140% as compared to the formal, striped supply as marked to serve self-park vehicles.

By comparison, attendant (or assisted) parking allows for greater flexibility in resources required to operate an attended parking facility. Attendant parking requires that the driver self-park in a stall of their choice, then provide their keys to an on-site attendant. This allows for attendants to focus their valet operations on vehicles parked in tandem spaces and drive aisles, maximizing parking space efficiency just as much as a standard “full valet” parking experience.

Responsible Party
Traffic Engineering Division, Downtown and North Manhattan Beach businesses Implementation
Steps for implementation of valet or attendant parking:
1) Identify parking facilities with available space that could be leased to the City for valet parking services.

Based on the parking facility locations, a few nearby on-street parking spaces can be identified as potential sites for a valet stand.
2) Interview Downtown businesses to gauge level of interest and support for the service and identify feasible sites for valet parking.
3) Identify valet parking pricing, source necessary equipment, and prepare marketing materials. 4) Convert select on-street spaces and passenger loading zones from parking to valet parking at strategic locations during peak hours of the day.
5) Work with interested businesses to establish the valet parking stand/service area along the curb. Ideally, the business hosting the valet parking stand and adjacent businesses will also benefit from having a convenient parking service for their clientele. For example, the Miami Design District in Miami, Florida, has an on-street valet parking service with 9 valet stand locations throughout the district (Figure 1). The valet parking rates in Miami Design District are $5 for up to 4 hours, $10 for 4 to 6 hours, and $40 for over 6 hours.[1]

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Figure 1. Miami Design District On-Street Valet Parking Locations

[1] Miami Design District. (2023). Valet. https://www.miamidesigndistrict.com/visitor-info/

Strategy 4.2 - Implement public attendant parking in selected parking facilities during peak utilization hours.

Timeline Level of Effort Level of Investment
Medium -term Medium $SS

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Current Conditions
Valet parking is only offered at a limited number of hotels and restaurants in Manhattan Beach.

Rationale
Valet parking is beneficial for customers and visitors, especially those unfamiliar with Manhattan Beach’s off- street parking options because it reduces the time spent finding parking and walking to a destination. In addition to bringing more parkers off the street and into garages, by parking cars in tight rows in and along drive aisles, valet parking maximizes parking space efficiency. The effective parking capacity for valet parking facilities can range from 110% to as much as 140% as compared to the formal, striped supply as marked to serve self-park vehicles.

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Shared Parking
Strategy 5.1 – Identify potential public and private properties that could meet current and future parking needs through shared parking agreements.

Timeline Level of Effort Level of Investment
Short -term Medium $

Current Conditions
The City provides a process for private property owners to enter a shared parking agreement per Municipal Code Section 10.64.040. The current code provision reads as follows:
“Collective provision of parking. Notwithstanding the provisions of Section 10.64.020(E), a use permit may be approved for collective provision of parking on a site of five thousand (5,000) square feet or more that serves more than one (1) use or site and is located in a district in which parking for the uses served is a permitted or conditional use. A use permit for collective off-street parking may reduce the total number of spaces required by this chapter if the following findings are made:

A. The spaces to be provided will be available as long as the uses requiring the spaces are in operation; and
B. The adequacy of the quantity and efficiency of parking provided will equal or exceed the level that can be expected if collective parking is not provided.

The maximum allowable reduction in the number of spaces to be provided shall not exceed fifteen percent (15%) of the sum of the number required for each use served.

An applicant for a use permit for collective parking may be required to submit survey data substantiating a request for reduced parking requirements. A use permit for collective parking shall describe the limits of any area subject to reduced parking requirements and the reduction applicable to each use.”

Strategy Overview
CASE STUDY: CITY

OF SANTA MONICA
The City’s shared parking
ordinance, under SMMC Ch.

9.28.180(D), allows for
properties to share a common
parking facility for a maximum
parking reduction of up to 25%
of the sum of required parking
spaces.

However, the City does not
require parking to be provided
for commercial uses that are
within the City’s Downtown
Community Area Plan, instead
implementing parking
maximums.

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The City can proactively work in cooperation with private property owners, specifically those with ample parking facilities on-site, to streamline the shared parking agreement process. This can be achieved by adopting a standardized methodology for performing a shared parking survey, reducing the square footage requirement of sites seeking to enter into a shared parking agreement, and increasing (or removing) the maximum allowable reduction in the number of parking spaces provided in a shared parking facility.

Ideally, the City may seek to codify Section 65863.1 of the California Government Code, or parts thereof, which outlines a state-wide standard for providing shared parking agreements between multiple tenants or sites. This Section of the state code was codified due to the passage of AB 894 in 2023, which requires local agencies (the City) to allow entities with underutilized parking (local private businesses) to share their parking with the public, other entities, or with the City, via a shared parking agreement.

Rationale
The establishment of a streamlined shared parking agreement process can produce multiple net benefits to the City in terms of maximizing its land use and improving efficiency of its existing parking facilities. Some key benefits include:
• Efficient Land Use: Shared parking agreements reduce the need for individual parking facilities, freeing up that land for increased development or other uses.
• Economic Impacts: Shared parking agreements can lower the overall development costs of a project, allowing for increased development of a property with habitable/leasable square footage that would have instead been used up by parking facilities.
• Environmental Impacts: Given the City’s coastal location, prioritizing sustainable development is key to ensuring continued growth. Fewer parking spaces results in less impervious surface area, which can reduce stormwater runoff and protect the local water quality.

Responsible Party
Planning Division.

Implementation
Implementation of this process would require the City to propose and pass an ordinance amending the Municipal Code and Local Coastal Program, specifically Sections 10.64.040 and A.64.040, respectively, to be amended with parts of the State Code (Section 65863.1). This approvals process will involve local stakeholders, residents, and businesses of the study areas involved.

Steps for implementing an updated shared parking ordinance include:
• Drafting an ordinance proposing the changes to the shared parking code language. • Benchmarking neighboring cities, specifically those within the coastal zone, to better understand how their shared parking ordinances interact with the rest of their municipal codes. • Conducting public outreach sessions via workshops, surveys, or public meetings to solicit input from potential stakeholders on the proposed ordinance.

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• Meeting with residents and potential stakeholders who may be impacted by this change to review and propose the ordinance.

Compliance with the City’s Local Coastal Program
This strategy complies with the City’s local Coastal Program, specifically meeting and expanding upon the goals of Policy I.C.1, I.C.2, and I.C.10.

Technology and Wayfinding to Improve Customer Service
Strategy 6.1 – Update the City’s parking webpage and marketing materials.

Timeline Level of Effort Level of Investment
Short -term Low Low $

Current Conditions
The City’s parking webpage currently has limited information about parking options, prices, and payment methods, and there are limited marketing materials available. Although an interactive map is provided, it shows aerial photography instead of street-view images, lacks facility addresses and does not use consistent nomenclature or facility names.

Strategy Overview
Successful public parking programs typically have user-friendly websites and visual webpages that provide the end user with comprehensive information on the parking system to help plan a trip, including descriptions of the parking facilities, applicable rates, maps, and payment information. Moreover, an effective parking map makes it easier to navigate the parking system and identify the nearest parking facilities, encouraging a “park once” approach, which can reduce the frequency of parkers moving their vehicles to other facilities during their stay.

In addition, digital and print marketing materials can provide visual maps and information to parking ambassadors, businesses, and others to distribute to patrons and visitors in the form of a one-page flyer or business card.

Rationale
Having a wide variety of easy-to-access informational materials available can help visitors orient themselves to the parking options available, plan their visit, and easily find parking upon arrival. Figure 2 shows Downtown Tempe Authority’s parking website and interactive map with images and addresses of individual parking garages.

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Figure 2. Downtown Tempe Authority Parking Facility Map

Source: Downtown Tempe Authority (DTA)
Figure 3 is a parking map for Downtown Tempe showing parking locations, enforcement hours, pricing, and payment options.

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Figure 3. Downtown Tempe Authority Marketing Info and Map

Source: Downtown Tempe Authority (DTA)
Responsible Party
Traffic Engineering Division and City Communications Team.

Implementation
Steps for updating the parking website and maps include:

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1) Update the parking website with comprehensive information about the parking system in one location, including:
a. Parking facility names, addresses, and street-level images for easy identification b. Parking prices
c. Payment methods
2) Develop an effective and easy-to-read digital or printed map that includes:
a. The location of parking facilities and nearby landmarks, buildings, and businesses to help people identify the parking facility that is most appropriate and best suited for their destination. b. The footprints of the parking facilities themselves should be outlined, as well as the type of parking facility they are and the user group or groups to whom they provide parking. c. Parking facilities should be indicated visually with a color-coding system and with a common nomenclature system, preferably using names rather than lot/facility numbers to clearly distinguish and identify parking facilities.
3) Distribute marketing materials to local businesses, publicly accessible municipal facilities (e.g. Libraries, City Hall), parking ambassadors, and hotels.

Compliance with the City’s Local Coastal Program
This strategy complies with and enhances the Local Coastal Program and does not interfere with public parking access. The strategy specifically meets and expands upon the goals of Policies I.A.2 and I.C.2.

Strategy 6.2 - Evaluate and recommend ways to provide parking information, including parking signage, and implement the City’s existing wayfinding program Timeline Level of Effort Level of Investment
Mid-term High $$

Current Conditions
The City uses varying types of signage to demarcate time limits, metered areas, hours of enforcement, and other information that are used to give drivers vital information on how to park in metered areas. Signage may become outdated as parking regulations evolve or be prone to weathering due to the coastal nature of the City. Additionally, dynamic or seasonal parking regulations (e.g., hourly beach parking rates) may be difficult to display on the limited space of a physical sign.

Regarding pedestrian wayfinding, the City currently employs limited wayfinding that is pedestrian-scaled to direct parkers from their parking location towards points of interest, such as the nearest beach access point.

Strategy Overview
To address this challenge, the City may choose to consider updating its physical signage to a unified city-wide style, which the City has done via its Signage and Wayfinding Master Plan (City of Manhattan Beach, September 2019). Signage can be updated with new technologies that may make parking convenient for both

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local residents and non-resident visitors via Bluetooth beacons, QR codes, or written web links to the City’s parking page. The City may choose to also take advantage of innovative technologies in signage, such as using dynamic signage via e-paper or electronic screens.

Pedestrian wayfinding may also be updated to provide parkers with information regarding enforcement hours and local parking regulations and to provide directional guidance on the nearest point of interest. This information can then be paired with walk/bike time estimates, distances, or any other useful information for pedestrians.

Responsible Party
This change may involve a collaboration between several departments, including but not limited to the Public Works Department, Traffic Engineering Division, and the Information Technology Department (to update maps on enforcement areas).

Implementation
• Complete the implementation of the Citywide Wayfinding Program’s directional signs. • Perform a signage audit to determine the areas that need new signage the most, prioritizing areas where resident and non-resident traffic mix the most, such as off-street parking lots and structures. • Coordinate with the several City departments and commissions to determine the level of detail that new parking signage should contain (e.g. days/hours of enforcement, tow-away information, meter enforcement, Residential Parking Permit Program (RPPP) eligibility, overnight enforcement, etc.) • Prepare a budget for creating, fabricating, installing, and maintaining the new signage.

Compliance with the City’s Local Coastal Program
This strategy complies with the City’s Local Coastal Program, specifically meeting and expanding upon the goals of Policies I.A.8, I.B.3, and I.B.7.

Strategy 6.3 – Implement an App-Based Automated Parking Guidance System (APGS).

Timeline Level of Effort Level of Investment
Mid-term Medium $$$
Current Conditions
The City only has fixed APGS outside the Metlox parking garage.

Strategy Overview
An Automated Parking Guidance System (APGS) is a technology that provides real-time parking availability for off-street parking facilities to help drivers locate available parking spaces quickly and efficiently. It uses sensors, cameras, and a mobile application or digital signage to direct vehicles to open spots in parking facilities. APGS is also a recommended strategy in the City’s Parking Technology Roadmap in that document’s digital signage recommendation.

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In Downtown, APGS, which already exists at the Metlox garage, could also be implemented in the Civic Center Lots, Lots 1-3, the Pier Lots, and any potential future parking facilities. In North Manhattan Beach, APGS could be implemented at the beach lot, Lot 4, and any potential future parking facilities, such as the Chevron property adjacent to the Highrose development.

Rationale
Any technology used to track the use or availability of spaces can improve the efficiency of the parking operation by making it easier for parkers to find all the available spaces within the existing parking facilities.

When that technology provides highly accurate and real-time data, like an APGS can, numerous tangible benefits can be realized:
• Potential parking customers can be advised of a facility's current occupancy/availability via a mobile app well before they arrive, so they can choose their parking location accordingly. • Real-time space availability data can be viewed by parkers via a mobile application as they approach their destination, increasing the ease of finding an available space. • Remote signs could also be implemented in strategic locations to reduce traffic and circulating for parking, particularly in the Downtown approaching the Pier lots. • Patrons' time spent finding available space is minimized, leading to reduced traffic, greater customer satisfaction, and lower greenhouse gas emissions.
• Within a parking facility, APGS can indicate the locations of available spaces, increasing utilization of underused garages.

APGS solutions offer industry-standard Application Programming Interfaces (APIs) which can push occupancy and guidance information out to another system, a website, or a mobile app. The vendors themselves usually also offer mobile apps, although these tend to be simplistic. For example, Cleverciti has an APGS mobile app called “ParkPilot.” This app can be rebranded to a specific client’s needs or embedded or linked to another app such as a city-wide information app and/or webpage.

Another approach is to push parking occupancy information to a webpage that is configured to be viewable correctly on either a desktop browser or a mobile browser. Figure 4 shows an image of such a webpage for San Jose International Airport in San Jose, California.

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Figure 4. San Jose International Airport Web-Based APGS Interface

Source: San Jose International Airport

Responsible Party
Traffic Engineering Division, Finance Department, and Public Works Department.

Implementation
Steps for implementation of a mobile app-based APGS include:
1) Prepare a process for obtaining funding.
2) Determine preferred method for obtaining occupancy data. In smaller lots, a camera-based system may be preferred, while in larger facilities, driveway sensors would be needed. Facility counts based on paid occupancy data is not recommended since paid parking sessions can overlap when patrons leave before their time expires.
3) Procure a mobile-app based APGS vendor.
4) Install hardware at parking facilities (vendor).
5) Communicate about the mobile-app based APGS to businesses, visitors, and residents through the City’s parking webpage, newsletters, social media channels, and direct mail.

Compliance with the City’s Local Coastal Program
This strategy complies with and enhances the City’s Local Coastal Program, specifically by using technology to improve information and access to public parking.

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LONG-TERM PARKING
Employee and Merchant Parking Permit
Program

The employee and merchant parking programs should continue to provide parking options for different employee types, including office workers with hybrid schedules and service workers with below-median incomes. These strategies incentivize the use of off-street parking facilities and remote parking facilities for long-term parking.

Strategy 7.1 – Implement a flexible employee parking pass or bundled daily passes to accommodate workers who do not park every day of the week.

Timeline Level of Effort Level of Investment
Short -term Low to Medium
$ - $$, depending on
PARCS technology
required

Current Conditions
Downtown commercial and merchant parking permits are sold on a monthly or bi-annual basis (6-month period), respectively. Lot 7, Lot 8, and the Metlox Garage offer long-term parking, while the remaining non-beach garages and lots have a 2-hour time limit, including Lot 4 in North Manhattan Beach.

Strategy Overview
• Implementing a flexible employee parking permit program for Manhattan Beach employees, including City staff with hybrid schedules and part-time employees of Downtown businesses, can offer more parking options and encourage higher use of parking garages and remote parking facilities.
• Garages can optimize the use of available space by offering one of the following options:
o Flexible parking permits that charge based on the amount of parking used by tracking the number of entries and exits. These permits do not expire. o Daily parking passes sold at a reduced rate when purchased in bulk (i.e. 5, 10, or 15 passes), and can be used any month of the year.
o Offer a further reduced parking permit rate for low-income employees.

SANTA ROSA’S

LOW-WAGE

EMPLOYEE

PARKING PERMIT
An example of an employee
parking permit program for
service workers can be found
in the City of Santa Rosa,
California.

Santa Rosa offers a Low-
Wage Employee Parking
Permit in designated parking
garages. Proof of income is
required to qualify. Eligibility
requirements are income less
than 60% of the County
median income and a wage
limit of $27.95 per hour.

Reduced-rate parking
permits in Santa Rosa are
offered at $31 per pass.

Participation in the program
requires verification of
eligibility every six months.

Participants in the Low-Wate
Employee Parking Permit
must work at a business
located in the Downtown
area, the boundaries of
which are identified in a map
on the City’s parking permit
webpage.

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Rationale
• Flexible parking passes and daily passes offer a
discounted option for employees that do not travel to work every day of the week and service workers.
• Whereas monthly and bi-annual parking permits may
encourage more driving because passholders have
already paid for parking permits, flexible and daily passes do not expire and thus do not encourage additional
driving.
• Additionally, they benefit the parker by allowing them to pay only for the amount of parking access needed.

Responsible Party
Traffic Engineering Division and Finance Department.

Implementation
The following are important considerations for the development of a flexible parking pass:
1) If pursuing the flexible parking pass, determine PARCS equipment upgrades that are necessary to track entry and exits for payment purposes.
2) Establish at least 3 types of flexible passes or bundles of daily passes to offer based on the frequency of parking use.
3) Determine pricing for flexible passes or daily passes based on the number of days parked. In the example of Denver, $10 per day was the rate for flexible parking passes.
4) Publicize flex passes for employees by disseminating information about the parking pass to major employers
through the City’s social media channels, newsletters, and direct mail.
5) Track sales and usage of daily permits versus
monthly/quarterly permits to determine: if daily permit sales increase relative to monthly/quarterly permits and if parking use is lower for daily parking permit holders versus monthly/quarterly permit holders.
6) Action is successful when current monthly permit holders choose daily parking permits and as a result, automobile trips decrease.

DENVER’S FLEXIBLE

PARKING PASS FOR

GOVERNMENT

EMPLOYEES
One example of a flexible parking pass is
the City of Denver employee parking
pass, which offers a choice between a
daily, 5-day, 10-day, 15-day, and 20-day
option. The City’s Webb and 303
Garages for employees use SKIDATA as
the Parking Access and Revenue Control
System (PARCS), which tracks entry and
exit for payment purposes. The flexible
parking pass is valid until the user has
redeemed the full number of days
covered by the pass.

The prices for different parking access
levels (entry before 3:00 pm) are shown
below.

Flex-5 (Five-Day Pass): $50 per month.

Flex-10-(Ten-Day Pass): $100 per month.

Hybrid 60/40 (15-Day Pass): $150 per
month.

Hybrid 80/20 (20-Day Pass): $200 per
month.

Daily: $12 per day.

Monthly Reserved (Unlimited per
Calendar Month): $250 per month.

To incentivize afternoon and evening
parking in garages, the City offers a 50%
discount for evening passes, which are
those that permit parking after 3:00 pm.

Parking sessions over the amount
included in the purchased pass are
charged at the daily rate of $12.

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Compliance with the City’s Local Coastal Program
This strategy complies with the Local Coastal Program. As a parking demand management strategy that encourages employees to use parking garages and lots, it supports Policy I.C.15. to encourage long-term parkers to use off-street facilities.

Strategy 7.2 – Increase Merchant Permit parking rates.

Timeline Level of Effort Level of Investment
Short -term Medium Effort $
Current Conditions
Monthly merchant permits cost $45, and 6-month merchant permits cost $250. The current rates were updated as of April 2025 from the previous rates ($160 for bi-annual, $27 for monthly). The merchant permit program is heavily oversubscribed (many more permits issued than spaces available), and 6-month permits are sold out in all parking facilities. Merchant permits are sold to businesses, who distribute them to employees.

The permits are transferable and essentially provide parking not only for employees during work hours but anytime during any season. Current rates remain similarly priced with similar permits in neighboring cities. Note that both the monthly and 6-month merchant permits are also available to both residents and the general public.

Strategy Overview
• Increasing the cost of merchant permits to align closer to market rates would make these permits more accessible overall by reducing or eliminating existing waitlists. • This strategy has been substantially implemented due to the rate increase in April 2025. The waiting list for merchant permits should be monitored and tracked to determine if further increases are needed. • This option would work well with Strategy 22.1 (Remote Parking), by allowing room for an additional tier of off-street employee parking. The creation of a separate merchant permit at a reduced rate is recommended for remote parking facilities.

Rationale
• Increased employee permit prices would provide an incentive to business owners (who purchase the permits) to reduce their employees' rate of solo driving to work. • The increased cost would encourage using alternative modes of transportation or remote parking options.

Responsible Party
The Traffic Engineering Division and Finance Department Implementation
It is recommended that the City, depending on its current financial constraints and opportunities, implement the following changes to merchant permit pricing:

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1. Increase the cost of the bi-annual merchant permit for use in Lots 1, 2, 4, and the basement of the Metlox structure if waiting lists persist and the basement of Metlox continues to fill quickly each morning.
. The current fee of $250 for a 6-month permit is equivalent to paying approximately $2.08 per day, assuming an employee uses the permit 20 days per month for work which is less than the cost of one hour of parking at transient rates.
. Walker recommends that the maximum rate be set at the cost of two hours of transient parking, which currently would be $5.00 per day. Assuming a 20-day work month, the maximum 6- month rate would be $600/month.
. Conditions should be monitored, with the merchant permit rate increasing gradually as needed, up to the maximum rate.

2. Increase the cost of the monthly merchant permit for use in Lots 1, 2, 4, and the basement of the Metlox when/if 6-month permit rates are increased. A ten percent premium for monthly permits versus 6- month permits should be maintained.

3. Establish a lower-tier merchant permit to be implemented in remote lots if remote parking is incorporated into the parking system for Downtown or North Manhattan Beach. The rate for lower-tier permits could be set to the previous rate for merchant permits ($160 for bi-annual, $27 for monthly).

4. Consider the establishment of seasonal pricing for merchant permits, with the rate higher during the summer season than during the off-season. This would require discontinuation of the bi-annual permit and the use of monthly permits only.

5. The action is successful when the current merchant permit backlog is reduced or eliminated, and remote parking options (if implemented) are consistently used by employees.

Compliance with the City’s Local Coastal Program
This strategy complies with the Local Coastal Program. As a parking demand management strategy that encourages employees to use parking garages and remote parking facilities, it supports Policy I.C.15. to encourage long-term parkers to use off-street facilities.

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Residential Parking Permit Program
Strategy 8.1 – Improve (and potentially expand) the Residential Parking Permit Program (RPPP) Timeline Level of Effort Level of Investment
Short -term Medium $

Current Conditions
The City provides three different RPPP passes for residents: the Beach Lots Overnight Parking pass and two residential parking permits for the Downtown and Mira Costa areas.

Strategy Overview
To address non-resident parking in residential areas and re-prioritize short-term metered spaces for non- resident visitors, the City may consider improving its RPPP to either: 1. Expand eligibility in existing areas or 2.

Create additional eligibility zones in areas that have been identified as needing an RPPP. The City may also consider establishing unrestricted short-term time limits on RPPP spaces to ensure that compliance is still maintained with the California Coastal Commission regarding unrestricted beach access.

Additionally, depending on utilization of the existing RPPP as is, the City may choose to consider adjusting the cost of a permit to address overall demand. The City may also choose to consider adjusting the eligibility timeframe of an RPPP in the beach lots to address seasonal demand.

Rationale
Some of the benefits of improving or expanding the Residential Parking Permit Program (RPPP) are listed below:
• Non-residents are prevented from parking in primarily residential areas, which is where an RPPP is typically implemented. This ensures that residents have priority access to parking near their homes at the highest demand times.
• Parking is prioritized for residents with limited or no off-street parking options, particularly those in multi-family units or those that may have previously used off-street metered spaces as an overnight parking option.
• Access to the coastal zones can be effectively balanced by encouraging sustainable active transportation options to access the beach (e.g., Beach Cities Transit, walking, biking, micro-mobility, etc.)
Responsible Party
The Traffic Engineering Division and Finance Department would be responsible for implementing any new or expanded RPPP programs.

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Implementation
1) Assess the existing RPPP performance and community needs, including parking demand in impacted neighborhoods, feedback on parking demand, and visitor parking allowances near beach access points.
2) Prepare a draft for a new or expanded RPPP to present to necessary stakeholders and local residents potentially impacted by the program.
3) Post and update signage on streets impacted by the new or expanded RPPP area.

Compliance with the City’s Local Coastal Program
This strategy complies with the City’s Local Coastal Program, specifically meeting and expanding upon the goals of Policy I.C.8.

PARKING TECHNOLOGY AND ENFORCEMENT
Enforcement Hours
Strategy 9.1 – Shift parking enforcement hours one hour later during peak season Timeline Level of Effort Level of Investment
Short -term Low $

Current Conditions
Currently, parking time limits and paid parking are enforced year-round from 8:00 a.m. to 9:00 p.m.

Strategy Overview
Walker observed high parking occupancy during peak season (summer) weekends, even after 9:00 p.m.

Therefore, it is recommended to shift enforcement hours by one hour so that the enforcement hours (including both meter hours and time limit hours) are from 9:00 a.m. to 10:00 p.m. instead of 8:00 a.m. to 9:00 p.m.

Rationale
This strategy would help increase compliance with parking regulations during the late-night period. This period experiences parking demand from visitors and employees associated with Manhattan Beach’s restaurant and bar scenes on weekend nights, particularly in the summer. Shifting the start of enforcement (including both meter hours and time limit hours) one hour later allows for an additional hour of loading activity during a period of lower parking demand and activity in both Downtown and North Manhattan Beach.

Responsible Party
Traffic Engineering Division and Public Works Department

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Implementation
Shifting enforcement hours involves the following steps:
1) Determine the period when parking enforcement (including both meter hours and time limit hours) should shift one hour later.
2) Adjust hours of parking enforcement staff accordingly. 3) Communicate the change in parking enforcement hours to businesses, visitors, and residents through the City’s parking webpage, newsletters, social media channels, and direct mail.

Compliance with the City’s Local Coastal Program
This strategy complies with the Local Coastal Program and does not interfere with public parking access.

Enforcement Technology
Strategy 10.1 – Adopt License Plate Recognition (LPR) technology for enforcement.

Timeline Level of Effort Level of Investment
Mid-term High $$$

Current Conditions
The City primarily uses chalking to enforce parking time limits. Some of its enforcement vehicles have LPR installed, which detects stolen vehicles and tracks historical data for citations. Single-space meters are the predominant method used to pay for on-street parking, and they are not equipped with pay-by-plate technology.

Chalking has several limitations, including the inability to track parking payment, the greater likelihood of human error and mistakes in recording times, the ease of removing chalk, and the ability for parkers to re- locate without being detected.

Strategy Overview
Adoption of LPR technology could occur in three ways:
1) Replace single-space meters with multi-space meters to integrate pay-by-plate technology and allow enforcement of both time limits and payments. Obtain necessary LPR equipment (fixed LPR, vehicle-mounted LPR, and mobile LPR equipment) for enforcement.
2) Offer a mobile payment option, which offers the same pay-by-plate technology and enforcement benefits as multi-space meters. Obtain necessary LPR equipment (fixed LPR, vehicle-mounted LPR, and mobile LPR equipment) for enforcement.

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3) Retain existing single-space meters and use mobile LPR equipment to record license plates and record times, a method known as “digital chalking.”
Another alternative is to combine options 1 and 2, which provides both a mobile payment option and a cash payment option using multi-space meters.

Rationale
Some of the benefits of pay-by-plate technology (available with multi-space meters and mobile payment platforms) are listed below:
1) Streamlined enforcement where enforcement staff can seamlessly enforce paid parkers and permit parkers, both on-street and off-street.
2) Pay-by-plate/multi-space meters allow for payment at any pay station within the specific zone 3) No “meter piggybacking” in that it creates a separate transaction for each vehicle license plate. This prevents a parker from using the remaining paid time visible on a single space meter leftover from a previous vehicle that leaves before their paid time is up. 4) The technology records precise times that each vehicle begins its paid parking session, making it easier to enforce overstayed meters.
5) A more sophisticated enforcement system with tiered rates can be charged based on the length of how long the parking space is used. For example, the City of Omaha has a tiered on-street rate structure in which the hourly parking rate increases the longer the vehicle is parked. With pay-by-plate technology, parking enforcement staff know the length of stay based on the initial plate entry into either the app or pay station.
6) The technology offers seamless integration with mobile LPR enforcement and virtual permit management software for merchant and RPPPs.

Some of the cons of pay-by-plate parking compared to pay-by-space include the following 1) There is a learning curve with pay-by-plate, as more users are familiar with pay-by-space which has been around longer.
2) The use of LPR technology to track vehicles raises privacy concerns for some people. 3) If a driver enters the wrong license plate number, it could lead to incorrect payment or a parking citation
4) Vehicles without a license plate would have difficulty paying; however, Assembly Bill 516 largely eliminated this issue.

The overall recommendation, consistent with the City’s Parking Technology Roadmap, is to transition to multi- space meters with pay-by-plate technology, along with a mobile payment application, and a text-to-pay solution.

Responsible Party
Traffic Engineering Division, Public Works, Police, and Finance Departments

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Implementation
Transition to a fully pay-by-plate system will require the following steps:
• Procure pay-by-plate integrated meters or mobile phone application. • Procure an LPR system of the City’s choice.
• Initiate a contract for ongoing services.
• Determine the quantity of LPR equipment needed.
• Provide training for parking enforcement staff on how to use the LPR-based system to assess compliance.
• Adjust enforcement responsibilities and workflow.
• Maintain LPR equipment as needed.

Compliance with the City’s Local Coastal Program
This strategy complies with the Local Coastal Program. By improving the efficiency and effectiveness of parking enforcement, this strategy supports Policy I.C.15 to continue the management and enforcement of parking facilities.

Strategy 10.2 – Transition to virtual commercial, merchant, and residential permits and an online application process.

Timeline Level of Effort Level of Investment
Mid-term High Effort $$$
Current Conditions
The City uses physical permits and in-person applications for parking permit programs.

Strategy Overview
This strategy entails phasing out physical parking permits for residential, employee, and merchant permit programs and transitioning to a virtual permit that is tied to a vehicle using the license plate as an identifier.

When parking in a facility that uses LPR technology for payment and/or enforcement, the back-end system would be configured to recognize any license plates associated with a vehicle permit.

Rationale
Elimination of physical parking permits with the use of the vehicle license plate as the standardized parking credential will enhance the overall customer service experience and streamline operations. Advantages of virtual permits include:
1) More convenient and faster application process for virtual permits using an online application compared with an in-person application and physical permit.
2) Time savings and increased efficiency for enforcement of parking permits.

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3) Virtual permits linked to a license plate eliminate the possibility of permit-sharing and counterfeit permits. 4) Virtual permits reduce annual operating costs for permit purchase, inventory, and distribution efforts.

If the City wants to keep the transferability of merchant permits intact, businesses could, for example, have 10 merchant permits but input 20 plate numbers. If more than 10 plates tied to those permits were present during a sweep, a ‘fee due’ notice could be produced for that business to pay.

The transition to virtual employee permits this, which could allow the City to switch to a one permit per employee system, while still allowing the employee to input multiple plates with the same stipulation as the paragraph above. This would involve a system overhaul from one that is merchant-drivenn, with the business owner purchasing and distributing permits, to one that is employee-driven. At this time, this is not recommended as there would be significant administrative costs to the City involved in such a switch.

Responsible Party
Traffic Engineering Division and Finance Department
Implementation
Transitioning to virtual parking permits and an online application process requires the following steps:
1) Procure a permit management software solution that can integrate with the City’s permit database and license plate enforcement system. Examples of permit management software providers include Duncan, TurboData, Trellient, and CivicSmart.
2) Develop an online portal for ongoing services.
3) Communicate about the updates to permits and online application process to businesses, visitors, and residents through the City’s. parking webpage, newsletters, social media channels, and direct mail.

Strategy 10.3 – Implement Smart parking software and real-time data Timeline Level of Effort Level of Investment
Mid-term Medium Effort $$
Current Conditions
The City does not currently track parking occupancy and utilization, with revenue generation being the only proxy for utilization of the paid parking system.

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Strategy Overview
This strategy would involve procuring and implementing a data management tool that would integrate with data collected during parking enforcement patrols, and data input into pay stations. The data management software should be able to provide key metrics such as parking occupancy, turnover, and customer information such as frequency of stays and duration.

Rationale
Ongoing data collection and evaluation will allow the City’s parking program to adapt to fit the needs of the Downtown and North Manhattan Beach. It will provide key data that will help the City determine when and where to raise or lower parking rates, if seasonal parking rate bands needs to be adjusted (either the price or the timing of each season), and allow the City to maintain a well-functioning and efficient parking system.

Responsible Party
Traffic Engineering Division and Finance Department
Implementation
Transitioning to virtual parking permits and an online application process requires the following steps:
1) Prepare a request for proposal for parking management software solutions. 2) Receive and evaluate bids.
3) Select vendor and implement.

Dynamic Pricing
Strategy 11.1 – Implementing real-time or seasonal dynamic pricing of on-street parking.

Timeline Level of Effort Level of Investment
Long-term High Varies depending on methods used
Current Conditions
The City uses a flat-rate pricing structure of $2.50 per hour for on-street parking.

Strategy Overview
A dynamic demand-based pricing model prices parking rates by block face or parking facility in response to real-time parking availability information retrieved from sensor technology, with the hourly rate increasing or decreasing periodically throughout the year. Dynamic pricing models can be set up to adjust in real time based

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on utilization by street or block, or can be set up to adjust seasonally based on historical occupancy rates; the former model allows for greater flexibility in shifting occupancy trends. Real-time rate adjustments are typically made during the peak occupancy hours, which may vary depending on the time of year.

Rationale
The advantage of this model is that parking prices are typically aligned with parking demand and with market conditions at a given time. This can help maximize revenue while maintaining a target occupancy percentage.

The disadvantage of this model is the high cost and complexity of the technology required for implementation, as well as the relatively high level of active management required for operation. Also, a dynamic pricing model can be difficult to explain and communicate to customers and visitors, as the rate changes frequently. For instance, San Francisco’s demand-based pricing model, SFPark, undergoes periodic rate adjustments based on occupancy data on a quarterly basis. Figure 5 shows SFMTA’s criteria for parking rate adjustments.

Figure 5. SFMTA’s Demand-Based Rate Adjustment Criteria

Source: City of San Francisco

Responsible Party
The City would need to identify staff internally, hire new staff, or work with a parking consultant to collect regular parking counts and implement demand-based pricing if a non-technology based approach is used (either with manual or LPR data collection). Alternatively, the City may consider contracting with a parking sensor or camera-based technology vendor to automate parking data collection for more efficient and comprehensive data collection and analytics.

Implementation
After implementing district-wide increases in parking pricing, overall parking demand should decrease and become more heterogeneous across the Downtown area according to location relative to local destinations or demand generators. Block faces or street segments located closest to popular destinations will remain highly occupied even when parking prices are increased, whereas block faces or street segments located a few blocks away from popular destinations where parking demand is lower will experience lower occupancy, allowing for distinct boundaries to be defined based on occupancy. The following considerations are best practices for implementation of demand-based pricing:
1) Define the boundaries of each location-based pricing zone. The City should review all available parking occupancy data (and conduct additional and ongoing counts for monitoring) to determine high, mid, and low-demand areas.

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• High-Demand Zone (>90% occupancy at peak periods)
• Mid-Demand Zone (80%- 89% occupancy at peak periods)
• Low-Demand Zone (<79% occupancy at peak periods)
While these demand areas may vary block by block, the zones should be smoothed at the edges so that they are logically applied downtown and North Manhattan Beach, and the boundaries feel intuitive to a typical user.
2) Adjust pricing based on peak parking occupancy. The following rate changes are recommended to curtail parking use to a maximum of 85%-90% occupancy levels on all Core streets (i.e. those streets which are reported to have the highest overall occupancy rates), thereby improving parking accessibility and reducing excessive vehicular circulation:
• High-Demand: Increase by $1.00 to $2.00 per hour
• Mid-Demand: Increase by $0.50 to $1.00 per hour
• Low-Demand: Maintain price as is
3) Evaluate and refine parking pricing on a regular basis. The City should monitor occupancy at regular intervals1 throughout all seasons and can adjust the boundaries of the location-based pricing zones as needed. However, the City should adjust zones no more than once a year, as any more frequently adds unnecessary management complexity and would likely require the City to update signage, modify the payment app and pay station software, revise maps, and launch a communications effort with each change.

PASSENGER AND COMMERCIAL LOADING
Commercial Vehicles
Strategy 12.1 – Create a zone in Downtown and North Manhattan Beach to prohibit the loading and unloading of commercial delivery trucks during certain hours Timeline Level of Effort Level of Investment
Short -term Low $

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Current Conditions
The City has not distributed a questionnaire regarding commercial delivery needs in Downtown and North Manhattan Beach. While most deliveries appear to occur in the morning hours, delivery vehicles were observed blocking turn lanes and parking spaces during peak periods.

Strategy Overview
Manhattan Beach is a popular destination with near-full occupancy of on-street areas during peak periods.

During these periods, commercial delivery vehicles and food delivery services are challenged to access the curb for short periods of time to load/unload goods or to pick up and drop off deliveries or passengers.

Determining the appropriate solution to commercial delivery vehicle access will require precise and accurate information on the type of commercial deliveries in Downtown and North Manhattan Beach, their frequency and schedule, whether or not off-street loading options are available, and the types of challenges faced, such as double parking and conflict with other vehicles accessing alleys.

Rationale
Distributing a questionnaire to Downtown and North Manhattan Beach businesses can help identify the appropriate solution for delivery vehicle access challenges, including the timing of deliveries, whether existing loading space is sufficient to facilitate deliveries, and whether additional technology and/or loading permits or fees could improve turnover. A questionnaire can also provide quantitative and qualitative data to demonstrate the need for loading changes to improve commercial vehicle access.

Responsible Party
Distributing a questionnaire about commercial delivery vehicle access in Downtown and North Manhattan Beach would involve coordination between the City and local businesses in the two study areas.

Implementation
To implement this strategy, the City would need to develop a questionnaire that answers, at a minimum, the following questions:
• What types of commercial deliveries do businesses in Downtown/North Manhattan Beach receive? • What is the schedule of commercial deliveries?
• How frequently do commercial deliveries take place?
• Where do delivery vehicles load to access the site (i.e., off-street loading in the driveway or parking lot, on-street loading in paid parking space, on-street loading in designated loading zone)? • What are the most common types of challenges faced by businesses related to commercial deliveries (i.e., noise, no place to unload, double-parking, and conflict with other vehicles accessing the alley)?

Questionnaire responses can then be analyzed to better understand commercial delivery needs and challenges in the Manhattan Beach. These results can be used to guide the implementation of strategies to address existing challenges.

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Compliance with the City’s Local Coastal Program
This strategy complies with the City’s Local Coastal Program.

Strategy 12.2 – Limit commercial deliveries and loading activity to early mornings and Sundays Timeline Level of Effort Level of Investment
Short -term Medium $
Current Conditions
The City does not restrict commercial deliveries based on time of day or day of the week.

Strategy Overview
Commercial deliveries in Manhattan Beach throughout the peak hours of business activity can negatively affect the pedestrian environment, impede traffic flow, and create conflicts with other vehicles trying to access parking facilities.

One possible way to mitigate conflicts between commercial loading and other street users would be establish an ordinance to limit deliveries and loading activity to certain hours and days. For instance, commercial deliveries could be limited to the early mornings (such as 3 a.m. to 9 a.m.) and on Sundays.

Responsible Party
Traffic Engineering Division and Planning Division.

Implementation
To implement this strategy, it may be necessary for the City to establish an ordinance that applies to Downtown and/or North Manhattan Beach that would make it unlawful for loading activity that completely blocks alley access from taking place during certain hours. In addition, some level of enforcement would likely be necessary to ensure a reasonable degree of compliance with the new restrictions.

Compliance with the City’s Local Coastal Program
This strategy complies with the City’s Local Coastal Program. The strategy specifically meets and expands upon the goals of Policy I.C.2.

Strategy 12.3 – Create additional Flexible Loading Zones (FLZs).

Timeline Level of Effort Level of Investment
Mid-term High $
Current Conditions
The City currently has approximately 10 metered parking spaces in the Downtown area that are signed for loading only from 7-11 a.m. on weekdays and Saturdays.

Strategy Overview

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For this strategy, more spaces dedicated to different types of loading activity would be added on-street, creating spaces that would be loading only during certain hours and metered parking during other hours.

FLZs are flexible in that they can operate as both a loading and a parking space depending on time of day, as the existing flexible loading spaces in Downtown already do. A flex space would serve as a loading space during specific periods of the day when commercial deliveries are encouraged, and during the remaining time, they would “flex” to become typical paid, time-limited, or unrestricted spaces. More specifically, it is likely that a contiguous “block” of several paid on-street spaces along certain block faces would be designated and signed as a singular “zone” for deliveries and loading only during certain hours, such as between 3 a.m. and 8 a.m.

Rationale
By enabling loading spaces or areas
to become more flexible, this strategy
helps maximize the use of limited curb
space while facilitating deliveries in
Manhattan Beach.

Figure 6 shows an example of
signage indicating a flex loading zone
and how it operates in Fredericton,
Canada. Red signs indicate that
loading activities are to take place
only between 7:00 a.m. and 4:00
p.m.. Dark green signs indicate that the
loading space is available for all
parkers after 10:30 a.m. while light
green signs indicate that the loading
space is available for all parkers after
5:00 p.m.

ON STRET FLEXIBLE LOADING ZONES IN

FREDERICTON, NB (CANADA)
An example of a community that has implemented on-street flex loading zones by time of day is Fredericton, New Brunswick (Canada). The City of Fredericton, NB (Canada) implemented a pilot project to install flex loading/parking zones in its downtown, particularly along its Queen Street corridor to offer better commercial delivery access for businesses.

New signage was posted that identifies the flex zones and how they are to be used. The City requires that all delivery/commercial vehicles to have commercial signage prominently and permanently affixed to the vehicle. Vehicles are allowed to use the zones for a period not to exceed 10 minutes. The pilot program was successful in increasing delivery access and resulted in more customer parking on evenings and weekends.

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Figure 6. City of Fredericton Flexible Loading Zone Signs Source: City of Fredericton, 2019

Responsible Party
Traffic Engineering and Parking Division
Implementation
The next steps for the implementation of this strategy include the identification of suitable locations for flexible loading zones. The creation of loading spaces that flex to allow or function as loading during certain hours could also require an ordinance change.

Compliance with the City’s Local Coastal Program
This strategy complies with the City’s Local Coastal Program, specifically in meeting the goals of Policy I.C.2.

Typically, loading zones are not enforced on weekends as most commercial deliveries are made during the work week.

Strategy 12.4 – Implement a Smart Loading Zone pilot program for on-street loading areas.

Timeline Level of Effort Level of Investment
Long-term High $$$
Current Conditions
The City does not have Smart Loading Zones.

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Strategy Overview
Commercial deliveries are increasing as demand for e-commerce continues to rise. According to the World Economic Forum, deliveries associated with the e-commerce industry are expected to grow by 36% in inner cities by 2030.

Depending on the results of a survey regarding commercial delivery needs in Manhattan Beach, such as the frequency and type of commercial deliveries, a Smart Loading Zone is one possible strategy to reduce congestion in the City’s existing on-street loading areas.

A Smart Loading Zone is a loading zone equipped with sensor technology and a mobile app to provide real- time data on loading zone availability, communicate this information to delivery drivers, and allow delivery companies to reserve and pay for a space. Below is a map of loading zones for the City of Philadelphia’s Smart Loading Zone pilot program.

Rationale
Smart Loading Zones can help optimize the use of Flexible Loading Zones (FLZs), once implemented, by encouraging higher turnover of these spaces through loading fees. The City of Philadelphia’s pilot program charges users $3 per hour, with rates prorated. Figure 7 is a map of Philadelphia’s Smart Loading Zone pilot program showing locations and types of loading zones.

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Figure 7. Philadelphia’ Smart Loading Zones Map

Source: Whyy.org, 2022
In addition, Smart Loading Zones can reduce double parking and congestion by making loading spaces more available for commercial deliveries, food deliveries (such as DoorDash and GrubHub), and passenger pick- up/drop-off activity.

For example, after Washington DC implemented a pilot project with curbFlow, a mobility company that coordinates with freight, on-demand, and ride-hailing companies to manage curb usage, they found that incidents of double parking and illegal U-turns fell by 64% near designated Pick Up/Drop Off (PUDO) zones. In addition, curbFlow’s study found that the average on-demand or freight delivery took an average of 7-11 minutes, while Transportation Network Companies (TNCs) and taxi pick-up and drop-off took an average of

2.5 minutes.

Disadvantages of Smart Loading Zones include the high cost of the technology and the requirement of hourly loading fees to incentivize turnover, which may impact delivery businesses.

Responsible Party
Developing a Smart Loading Zones pilot project would involve coordination between the Traffic Engineering Division, Public Works Department, delivery companies, and local businesses.

Implementation
The next steps for implementation of this strategy include the identification of suitable locations for Smart Loading Zones in Downtown and North Manhattan Beach, the selection of a suitable vendor (such as Populus,

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Automotus, and curbFlow), and implementation of loading zone changes, including communication with delivery companies and updated loading zone regulations.

Compliance with the City’s Local Coastal Program
This strategy complies with the City’s Local Coastal Program. As a strategy for improving traffic flow associated with commercial vehicles, it supports Policy I.A.2 to promote safe and efficient traffic flow patterns.

FUTURE PARKING SUPPLY
Parking Requirements
Strategy 13.1 – Remove parking minimum requirements and establish maximum parking requirements in the Commercial District.

Timeline Level of Effort Level of Investment
Mid-term Medium $
Current Conditions
There are no maximum parking requirements. In the Downtown Commercial District, parking requirements are as follows:
1) For building sites equal to or less than 10,000 square feet, no parking is required if the Floor Area Ratio is less than 1:1, and only the floor area in excess of the 1:1 ratio is considered in calculating the required parking prescribed by Section 10.64.030.
2) For Building sites greater than 10,000 square feet, the amount of parking shall be determined by excluding the first 5,000 square feet from the buildable floor area and calculating the required parking prescribed by Section 10.64.030.

Strategy Overview
Parking maximum requirements restrict the total number of spaces that can be built rather than establishing a minimum number that the developer must provide. Maximum limits are established in a manner that is similar to minimum requirements, assigning a maximum instead of a minimum number based on the square footage of a specific land use. The City of Portland, OR has a parking maximum of 0.7 parking spaces per 1,000 square feet, of office space and 1.0 space per 1,000 square feet of retail building area in the Central Business District.

There is typically concern that parking maximums may result in the existing parking supply becoming insufficient to meet demand, resulting in potential overflow to residential or other non-commercial areas. In cities that have adopted parking maximums, the maximum limits have not resulted in a parking shortage as long as other transportation options are available for both commercial and recreational (i.e. beach) access.

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Other coastal cities have implemented parking maximums in their municipal codes. Specifically, the City of Santa Monica outlines specific parking maximums in its Code of Ordinances which have not impacted public beach access.

Rationale
Maximum parking requirements can prevent the construction of excessive parking and promote more efficient land use, reducing auto-oriented design and vehicle dependency.

Responsible Party
Planning Division
Implementation
Implementation of parking maximum requirements involves the following steps:
1) Introduce and pass an ordinance removing parking minimums. 2) Introduce parking maximums, setting reasonable limits based on transit availability and land use goals. 3) Allow shared parking arrangements and flexible requirements for mixed-use developments.

Compliance with the City’s Local Coastal Program
This strategy applies specifically to the Downtown Commercial zoning district. It is recommended that the Local Coastal Program be amended to replace parking minimum requirements with maximum requirements to be consistent with the Municipal Code.

Strategy 13.2 – Evaluate the parking in-lieu fee program.

Timeline Level of Effort Level of Investment
Short -term Medium $

Current Conditions
The City’s parking in-lieu fee program allows developers to pay a fee in lieu of providing the required number of parking spaces on-site. However, fees and funding purposes are not transparent, and may be restricted to parking development and maintenance. Additionally, the City does not currently allow in-lieu payments due to insufficient public parking availability.

Strategy Overview
In-lieu parking fees are alternatives to requiring on-site parking spaces. They can reduce barriers to development by allowing developers to avoid the construction of on-site parking in exchange for a fee. The City uses the fees, which are determined by the City based on the cost of constructing parking, to build off-site parking available for the development’s future tenants. In most cases, fees must be allocated to the parking fund and can only be used for development or maintenance of parking facilities.

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Rationale
It is important to regularly evaluate the in-lieu fee program to ensure it is effective in improving access Downtown and North Manhattan Beach. Parking in-lieu fees are a potential source of funding for other types of transportation infrastructure besides vehicle parking, such as multi-modal transportation infrastructure, and even operational programs. In recent years, some cities have discovered that revenue from in-lieu fees can also be allocated toward infrastructure improvements or operational programs that improve access for drivers, cyclists, transit riders and pedestrians.

Responsible Party
Planning Division
Implementation
1) Conduct an evaluation of the current parking in lieu fee program, including usage, rates and overall success.
2) Consider allowing the parking in lieu fee revenue to be used to promote active transportation infrastructure and parking system operations.
3) Consider implementing new in lieu fee districts over time.

Compliance with the City’s Local Coastal Program
This strategy complies with the City’s Local Coastal Program. As a funding strategy for parking and active transportation improvements, this strategy supports Policy I.B.3. to encourage pedestrian and bicycle transportation. This support, however, would be contingent upon the expansion of appropriations from in-lieu payment collections towards programs that improve active transportation.

Increase Parking Supply
Strategy 14.1 – Review of on-street parking supply
Timeline Level of Effort Level of Investment
Short -term Medium $$$

Strategy Overview
Reviewing the existing striping of the on-street parking supply and travel lanes and lane widths of roadways in Downtown could yield opportunities to add on-street parking spaces. Spaces gained in this manner would cost less per new space than constructing additional off-street parking facilities. Walker notes that the City has recently completed the bulk of this action as it looked to replace spaces lost due to the closure of Lot 3. Any additional gains from this strategy would likely come from a revisioning of Ardmore Avenue and Valley Drive south of Manhattan Beach Boulevard.

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Rationale
Spaces gained in this manner would likely cost less per new space than constructing additional off-street parking facilities and could be implemented sooner.

Responsible Party
Public Works Department, Traffic Engineering and Parking Division.

Implementation
1) Conduct an evaluation of the current on-street parking and traffic volumes on Ardmore Avenue and Valley Drive, including an analysis of any impacts associated with the removal of traffic lanes. 2) Present findings to City Council and recommend action, based on the City’s current financial constraints and opportunities.
3) Prepare restriping plans and engage a contractor or use Public Works Department to implement approved changes.

Compliance with the City’s Local Coastal Program
This strategy complies with the City’s Local Coastal Program as it increases parking supply and parking access.

The strategy specifically meets and expands upon the goals of Policies I.A.2, I.C.1, I.C.2, I.C.3, and I.C.10.

Strategy 14.2 – Increase supply in parking garages
Timeline Level of Effort Level of Investment
Medium Term High $$$

Strategy Overview
Adding capacity in parking lots and structures that the City already controls could be less costly on a cost/space basis than acquiring land, removing existing uses, and developing brand new parking facilities.

Thus, this option should be explored before constructing new parking facilities.

Potential Opportunities
The City should review the following locations/facilities. • Lot 8 – Determine whether spaces could be gained by removing the angled parking (except for the ADA spaces) and restriping for parallel parking on both sides of the drive aisle. Additional right-of-way from the green belt may be needed to achieve City standards. Mechanical stackers could also be considered in Lot 8, subject to their ability to withstand coastal weather. • Lot 4 – Lot 4 in North Manhattan Beach is nearing the end of its useful life. The City could commission preliminary design plans for replacing the structure, potentially adding levels. The size of the parcel may not allow for the construction of a multi-level structure. Alternatively, a puzzle stacker-type system

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could be investigated to replace Lot 4. However, such system's useful life may not be ideal given that the location can be impacted by coastal weather.
• Upper and Lower Pier Lots – Investigate the feasibility of expanding the upper/lower pier lots by constructing additional parking under the upper pier lots. This option is likely expensive but has the benefit of providing additional parking in a high-value location serving the beach and Downtown could help resolve existing circulation issues in the lower pier lots due to the dead-end drive aisles. • Lot 3 - The City is creating a surface lot on Lot 3 with 69 parking spaces. The City should investigate the feasibility of building a new parking structure on Lot 3, which could be above ground, subterranean, or both. If subterranean, it could possibly be connected to the Metlox structure.

Responsible Party
Public Works Department, Traffic Engineering Division, and Planning Division.

Implementation
The next steps for implementing this strategy include identifying suitable locations based on a review of each site, preliminary plans, and a cost-benefit/financial feasibility analysis.

Compliance with the City’s Local Coastal Program
This strategy complies with the City’s Local Coastal Program as it increases parking supply and parking access.

The strategy specifically meets and expands upon the goals of Policies I.A.2, I.C.1, I.C.2, I.C.3, and I.C.10. Some of the options listed above would also improve traffic flow and circulation.

Strategy 14.3 – Construct new parking facilities
Timeline Level of Effort Level of Investment
Long-term High $$$

Strategy Overview
Adding capacity through the construction of new parking facilities would increase the parking supply in Downtown and North Manhattan Beach. This strategy would require land acquisition or leasing and demolition of existing structures.

Potential Opportunities
The City should review the following locations for new parking facilities:. • Existing Chevron Parking Lot/Land adjacent to the southern border of the Chevron facility between Rosecrans and Crest – Chevron owns this parcel, and it is currently being used for construction staging for the Highrose El Porto/Project Verandas project. It was previously striped for parking. The City should work with Chevron to secure a long-term ground lease (or purchase) this land and utilize it as a parking facility. Approximately 110 parking spaces could be provided, and would significantly increase the non-

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beach parking supply in North Manhattan Beach, allowing for the expansion of the Merchant Permit program.
• US Bank Parcel – The US Bank at 400 Manhattan Beach Blvd has closed and the City has recently acquired the parcel. The dimensions of the parcel do not lend themselves to an efficient parking structure, and would likely require a joint development with a private developer to construct a mixed- use project with additional public parking provided with City participation. As a short-term measure, the former US Bank building could be demolished and the parcel stripped for parking. o Note that the City has recently initiated Project Pulse to determine an appropriate land use for both the Lot 2 and 400 Manhattan Beach Blvd parcels.
• Von’s Parcel – The Von’s at 410 Manhattan Beach Blvd was likely to be sold and/or closed as part of the Kroger-Albertsons merger that is no longer occurring. Acquisition of this parcel by the City would allow for an efficient parking structure footprint, and would also bring similar opportunities for a public- private partnership for a mixed-use development with public parking.

Responsible Party
The Public Works Department and Traffic Community Development Department would collaborate on due diligence items and studies, while the City Council would have the ultimate decision-making authority.

Compliance with the City’s Local Coastal Program
This strategy complies with the City’s Local Coastal Program as it increases parking supply and access. The strategy specifically meets and expands upon the goals of Policies I.A.2, I.C.1, I.C.2, I.C.3, and I.C.10.

Consolidating parcels and driveways at the US Bank and Von’s parcels, which have five driveways, could improve traffic circulation and decrease impact to traffic flow.

Strategy 14.4 – Pursue public-private partnerships to construct new parking supply for peak demand periods.

Timeline Level of Effort Level of Investment
Long-term High $$

Strategy Overview
Pursuing public-private partnerships to construct new parking supply would increase the parking supply in Downtown and North Manhattan Beach. This strategy would not necessarily require land acquisition or leasing and demolition of existing structures but would require financial participation by the City.

Rationale
Pursuing public-private partnerships, with the City financially participating in the construction of additional parking on a private site, would allow the City to increase the public parking supply without necessarily having to acquire land and develop a project on its own. The City could fund the construction of additional parking on

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a redeveloping site and execute a shared parking agreement to operate more of the parking facility as a joint- use facility between public users and project users.

Responsible Party
Finance Department and Community Development Department Implementation
1) The City should conduct market outreach to publicize the opportunity and attract a wide range of potential partners.
2) Once a suitable partner/property is identified, negotiate a deal structure that aligns both public and private interests.
3) Prepare restriping plans and engage a contractor or use Public Works Department to implement approved changes.

Compliance with the City’s Local Coastal Program
This strategy complies with the City’s Local Coastal Program as it increases parking supply and parking access.

The strategy specifically meets and expands upon the goals of Policies I.A.2, I.C.1, I.C.2, I.C.3, and I.C.10.

FUNDING PARKING OPERATIONS AND TRANSPORTATION

INFRASTRUCTURE
Parking Benefits District
Strategy 15.1 – Establish a Parking Benefits District and/or Parking Authority.

Timeline Level of Effort Level of Investment
Long-term High $

Strategy Overview
A Parking Benefits District (PBD) is a geographical area in which a portion of the area’s parking revenues are used to fund infrastructure and services through a dedicated fund for improvements. Funds can be used for sidewalk repairs, lighting, transit services, parking infrastructure or operations, and other improvements. PBDs have been successfully implemented in cities across the country, including Pasadena, CA; Austin, TX; and Boulder, CO.

Rationale
PBDs are considered a best practice for managing parking demand and enhancing the financial sustainability of a commercial area. In PBDs, parking is priced according to demand to achieve an optimal parking

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occupancy of 85 percent, while revenues generated support the continued maintenance and economic vitality of the district. When implemented for parking operations, PBDs can also help centralize parking information by funding improvements to parking wayfinding, marketing, and technology to enhance the user experience.

Responsible Party
The Community Development Department, Finance Department, and City Council Implementation
Implementation of a PBD can be expanded or right-sized to meet the needs of the City, including expanding to both the Downtown and North Manhattan Beach areas. Creating a PBD involves the following steps:
1) Define the boundary of the PBD.
2) Establish an ordinance to form a pilot program for the PBD, with details on program governance, percentage of revenue allocated to the fund, and acceptable uses for funds (i.e. transportation and streetscape improvements).
3) Inform stakeholders of the PBD and how it will benefit transportation and streetscapes in the district. 4) Adopt the ordinance through a City Council vote.
5) Establish a dedicated fund for parking and infrastructure improvements. 6) Collect funds by allocating a percentage of all paid parking transactions to the dedicated PBD fund. 7) Regularly review and update the PBD program to ensure its effectiveness and continued relevance.

Compliance with the City’s Local Coastal Program
This strategy complies with the City’s Local Coastal Program. As a funding strategy for parking, transportation, and streetscape improvements, this strategy supports Policy I.B.3. to encourage pedestrian and bicycle transportation.

Transportation Impact Fees
Strategy 16.1 – Implement Transportation Impact Fees.

Timeline Level of Effort Level of Investment
Long-term High $
Strategy Overview
A transportation impact fee is a fee imposed by a municipality on new development projects to fund parking and transportation infrastructure and services needed to accommodate the travel demands generated by that development.

Rationale
A transportation impact fee helps pay for capital expenses associated with serving new developments, reducing reliance on bonds to finance transportation infrastructure. As the City grows and redevelops, the

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impact fee generates funds to cover future transportation infrastructure, such as construction of sidewalks, bicycle lanes, bicycle parking facilities, and parking structures to ensure there is adequate access for all modes of transportation.

Responsible Party
Public Works Department, Planning Division, and Traffic Engineering Division.

Implementation
Implementing a Transportation Impact Fee (TIF) requires the following steps:
1) Develop a Capital Improvement Plan outlining transportation projects to be funded via TIF collections. 2) Establish the TIF area.
3) Develop a fee structure based on the cost of capital improvements and the scale or type of development.
4) Provide adequate notice and opportunities for public comment on the proposed TIF program. 5) Adopt an ordinance that establishes the TIF program, including fee structure, collection procedures, and expenditure guidelines. Ensure that the TIF program complies with relevant state laws and regulations.
6) Establish a dedicated fund for transportation capital improvements 7) Collect fees (typically upon issuance of a building permit or certificate of occupancy). 8) Regularly review and update the TIF program to ensure its effectiveness and continued relevance.

Compliance with the City’s Local Coastal Program
This strategy complies with the City’s Local Coastal Program. As a funding strategy for capital improvements associated with urban development, this strategy supports Policy I.C.1 to maintain and expand commercial district parking facilities to accommodate parking demand.

BICYCLE PARKING AND MICROMOBILITY
Bicycle Parking and Valet Parking
Strategy 17.1 – Expand short-term and long-term secure bicycle parking facilities.

Timeline Level of Effort Level of Investment
Long-term High $$
Strategy Overview
The City and its partners should increase the amount of secure bike parking across the city to accommodate growing demand for bicycle travel. According to the Manhattan Beach Outdoor Dining Parking Study, bicycle parking demand is significant, especially in the Downtown and beach lots where many bicycles were parked

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against railings and street furniture due to lack of sufficient bicycle racks. Of the bicycles observed, up to fifty percent of observations were e-bikes.

The City can solicit feedback from the public to identify locations for new bike racks and partner with businesses and property owners to provide bike racks that the businesses and property owners could install for their patrons, residents, and employees.

Rationale
Expanding secure bicycle parking helps overcome a key barrier to biking as a mode of transportation, the lack of convenient and secure public bicycle parking facilities. More secure bike parking solutions can help protect higher-value e-bikes, which are an increasingly popular choice in Manhattan Beach for both recreational riding and commuting. Additionally, long-term secure parking near transit could aid travelers in making first/last-mile connections.

Responsible Party
The City’s Public Works Department would lead bicycle parking installation through a public bicycle parking installation program, with input from businesses, employees, and residents.

Implementation
The following are important considerations for secure bicycle parking design and siting:
1) Install bicycle parking in line with recommendations from the Manhattan Beach Outdoor Dining Parking Study (2023).
2) Select appropriate bike parking solutions based on the expected duration bicyclists will park their bikes following the latest best practices and guidelines[1]. Longer parking durations require more secure and covered solutions such as bike cages or bike lockers (e.g., ProPark[2], BikeLid[3]). 3) Explore providing secure premium parking for higher value e-bikes (e.g., Bikeep[4] smart bike parking stations).
4) Select bike parking locations that are visible, convenient (e.g., within 50 feet of building entrances), and easy to use (e.g., bikes stay upright and have two points of contact with the rack). 5) Where right-of-way is limited and/or destinations are clustered (e.g., downtown), consider converting existing automobile parking spaces to bike parking spaces with bike corrals and signage. 6) Consider promoting bicycle rack installation through a municipal bike rack installation program similar to programs implemented in peer communities. A public bike rack program can provide structure and financing for bicycle facilities, promote consistency of bike rack design, and ensure sufficient bike parking facilities are installed to meet the needs of businesses, visitors, and residents. The City of Culver City’s Public Works Department manages a program for bicycle rack installation. The program uses an online application process for bicycle rack installation requests, and reviews applications to determine the highest demand locations and most suitable locations for installation of future bicycle racks. [1] https://www.apbp.org/bicycle-parking-solutions
[2] https://cyclesafe.com/bike-parking/bike-lockers/propark-bike-locker-bank/ [3] https://bikelid.com/products/
[4] https://bikeep.com/smart-bike-parking-station/

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Compliance with the City’s Local Coastal Program
This strategy complies with the City’s Local Coastal Program. As a strategy that improves bicycle parking infrastructure, this strategy supports Policy I.B.3. to encourage bicycle transportation.

Strategy 17.2 – Establish a bike valet service to provide secure bicycle parking for special event attendees, residents, and visitors during seasonal peaks.

Timeline Level of Effort Level of Investment
Short -term Low $
Current Conditions
Tour de Pier, a bicycle spin (stationary bicycle) event and cancer fundraiser, is the only Manhattan Beach event that offers bicycle valet parking.

Strategy Overview
A bicycle valet service is a secure, attended parking service for bicycles, similar to a car valet but for bikes.

Cyclists can drop off their bikes at a designated area, where attendants watch over them until they return.

Rationale
Bicycle valet services are often offered at large events, concerts, festivals, sports games, or farmers markets to encourage biking and reduce congestion by facilitating bicycle parking. They offer a secure and efficient bike parking solution that requires less space and bicycle racks and is easier for families and other groups traveling by bike.

Responsible Party
Traffic Engineering Division, Public Works Department
Implementation
1) Identify large-scale events that are often attended by bicyclists. 2) Partner with a local bicycle shop or a bicycle non-profit organization, such as the Los Angeles County Bicycle Coalition, to coordinate and implement bicycle valet services for large-scale events. 3) Communicate about bicycle valet services to event attendees and visitors through social media channels, the visitor’s center website, and other platforms. 4) Consider offering ongoing bicycle valet services for residents and visitors on summer weekends through partnership with a local bicycle shop.

The Bike Center, a full-service bicycle repair and rental shop in Santa Monica, offers ongoing bicycle valet services for residents, visitors, and employees. Similar to a luggage storage service, users simply drop off their bicycle and the Bike Center secures the bicycle in their shop during normal business hours. The services are free for the first two hours, and then cost an hourly rate of $1.00 per hour. This bicycle valet service is convenient, affordable, secure, and flexible for both short-term users and employees who do not bike to work every day

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and do not have a bicycle parking membership. Information about the bicycle valet service is available on the City’s visitor center website.

Compliance with the City’s Local Coastal Program
This strategy complies with the City’s Local Coastal Program. As a strategy that improves bicycle parking services, this strategy supports Policy I.B.3. to encourage bicycle transportation.

Micromobility
Strategy 18.1 - Implement a docked electric bicycle-share program to reduce vehicle parking demand.

Timeline Level of Effort Level of Investment
Short -term High $$$
Current Conditions
The City does not have a public bicycle-share program.

Strategy Overview
A docked electric bicycle share program is a municipal service that provides bicycles for general public use for short trips that are parked at specific stations when not in use. Docking stations are located at strategic locations (i.e. near bicycle paths and popular destinations like parks and beaches) and can be found using the vendor’s mobile device. Vendors are responsible for charging and maintaining electric bicycle fleets. Users are charged a small one-time fee to ride the bicycle or can use the service regularly as part of a paid subscription, which is often subsidized for affordable rates. Cities with electric bicycle share programs include Santa Monica, Los Angeles, San Diego, San Francisco, and Sacramento, Rationale
A bike share program provides access to a bicycle for residents, employees, and visitors to travel around Downtown, and along The Strand, potentially reducing vehicle trips and parking demand.

Responsible Party
Traffic Engineering Division
Implementation
Implementing a bicycle share program requires the following steps:
1) Identify an electric bicycle share service provider. 2) Develop an ordinance to establish a bicycle share pilot program, including details such as the geographic boundaries of the service, the City’s and the vendor’s responsibilities, and funding mechanism for the service.

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3) Adopt the ordinance through a City Council vote.
4) Initiate the contract for ongoing services.
5) Identify suitable locations for bicycle docking stations. 6) If necessary, convert some on-street parking spaces to docking stations for bicycle share parking. 7) Communicate about the electric bicycle share program to businesses, visitors, and residents through the City’s parking webpage, the Visitor’s Center website, social media channels, and direct mail. 8) Work with the bicycle share provider to track and monitor ridership, and make changes to the program as needed.

Compliance with the City’s Local Coastal Program
This strategy complies with the City’s Local Coastal Program. As a strategy that provides bicycle sharing services, this strategy supports Policy I.B.3. to encourage bicycle transportation.

TRANSPORTATION DEMAND MANAGEMENT (TDM)
Transportation Demand Management (TDM) is the use of strategies to inform and encourage travelers to maximize the efficiency of our transportation systems leading to improved mobility, reduced congestion, and lower vehicle emissions (Association for Commuter Transportation, 2025). In essence, these strategies and tools are used to encourage the reduction of single-occupancy vehicles (SOV) in exchange for alternative transportation options that may involve active transportation, public transit, and other non-SOV modes.

Changes in commuter behavior can be influences by several strategies and tools, including but not limited to the following:
• Active transportation (walking, biking, scooters, etc) • Transit incentives
• Personalized trip planning
• Investment in bicycle/pedestrian infrastructure and wayfinding Marketing and Awareness Campaigns
Strategy 19.1 – Recommend social media strategies and other marketing efforts to reduce parking demand.

Timeline Level of Effort Level of Investment
Short -term Low $
Current Conditions
Outside of the official website for the City of Manhattan Beach, the City also operates several social media accounts for the City itself, Fire Department, Parks and Recreation Department, and Police Department. The City

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also operates a mobile app (Reach Manhattan Beach), a local cable channel (MBTV), and a city-wide mailing list for email updates. These outlets are primarily used for official business, such as city-wide announcements, lane closures, job notices, and local news.

Additionally, social media accounts are operated by the Manhattan Beach Chamber of Commerce and the Downtown Manhattan Beach Business + Professional Association.

Strategy Overview
The City already has a unified branding guide that identifies social media posts as being created by the City itself, and is quite unique in representing the City’s coastal identity. The City may choose to incorporate information on local transit options, bike/ped opportunities, and other language changes that encourage non-SOV commuting throughout the City. This may include shifting event language and building directions to detail non-SOV travel options first before any drive-alone routes.

City may also choose to create or sponsor the creation of a Transportation Management Association/Organization (TMA/TMO) as a key strategy for encouraging non-SOV commute behaviors to employers and employees of the City’s businesses. A TMA/TMO is a type of non-governmental association that serves as a public-private partnership between businesses and the City to promote and provide transportation options for commuters that reduce traffic congestion and improve air quality.

Alternatively, the City may choose to implement a TDM ordinance that establishes a framework for employers to coordinate and provide transportation programs for its employees, both mandatory and optional.

Rationale
• TMAs/TMOs encourage a public-private partnership between the City and businesses to promote sustainable and active
transportation options via marketing tactics, events,
resources/guides, and other monetary/non-monetary incentives. • A city-wide marketing campaign benefits from a unified brand identity, creating legitimacy and confidence among both residents and non-resident visitors that the information being provided can be trusted and relied upon.
• Further motivates the transtheoretical model (i.e. Cycles of Change) in people who may be unaware of, or are potentially considering options for changing their commute habits.

Responsible Party
• Communications Team via the Office of Communications
CASE STUDY:

GOSAMO, CITY OF

SANTA MONICA
The City of Santa Monica,
through its TDM Ordinance
(SMMC Ch 9.53) established
several requirements and goals
for the City to mitigate its
overall greenhouse gas (GHG)
emissions from vehicles.

One major part of this
ordinance was the
establishment of a
Transportation Management
Organization (TMO), which
assists local businesses with
development standards,
emission reduction plan
compliance, employee
transportation programs,
commuter program marketing,
and local commuter rewards
programs.

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• Manhattan Beach Chamber of Commerce and other involved stakeholders • If the City chooses to implement a TMA/TMO ordinance, this may involve the Planning Commission under the Community Development Department, as well as the City Council itself to review and present this ordinance to the public for adoption.

Implementation
1) Coordinate with the Communications Team to create a series of graphics, informational posts, brochures, pamphlets, and social media posts that present active transportation and public transportation as preferred modes for moving around the City, particularly when accessing the beach or local businesses.
2) Coordinate with local businesses and the Chamber of Commerce to distribute commuter-related information for employers to share with their employees. 3) Coordinate with local businesses and the Chamber of Commerce to establish a TMA/TMO. 4) If pursuing an ordinance change, draft a TDM ordinance plan to present to local stakeholders and impacted residents for feedback.

Compliance with the City’s Local Coastal Program
This strategy complies with the City’s local Coastal Program, spreading a broad impact across several of the policies listed under the Coastal Plan. This strategy may assist in meeting or exceeding the goals of Subsections B and C within Chapter 4, Section I: Coastal Access Policies.

On-Demand Microtransit
Strategy 20.1 – Evaluate feasibility of on-demand microtransit to allow more local, short trips without a car.

Timeline Level of Effort Level of Investment
Short -term Low $$$
Current Conditions
There are no public on-demand microtransit services in Manhattan Beach.

Strategy Overview
On-demand microtransit service is a door-to-door transportation service to most locations within a designated service area. Users can request rides during the scheduled service hours using a mobile application. An example of an on-demand services is the City of San Diego’s FRED service, a free on-demand shuttle service with service to and from popular downtown destinations. For more details about this microransit service, refer to the sidebar on the following page.

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Justification
On-demand microtransit in downtown districts serve as a first-last mile connection to support transit ridership or active modes. They can help visitors and employees access destinations with limited high-frequency transit service. They can help to improve and augment intra-district or intra-neighborhood mobility and accessibility significantly by transporting people from transit stations to local destinations. Figure 8 shows the service area for San Diego’s FRED microtransit service.

Figure 8. City of San Diego’s FRED On-Demand Shuttle Service Area

Source: City of San Diego

CITY OF SAN
DIEGO’S FRED

SHUTTLE SERVICE
In 2016, the City of San Diego
began offering a neighborhood
on-demand shuttle service
operated by Circuit. FRED is
mobility option that reduces
vehicle trips and supports local
businesses. FRED provides rides
anywhere within the
Downtown, including
destinations and districts such
as Little Italy, Gaslamp Quarter,
Petco Park and the San Diego
Convention Center.

Passengers can request a ride
through the Ride Circuit mobile
application. The application
shows “virtual stop” locations
where passenger pick up and
drop off hubs are located. The
estimated wait time is 10
minutes Service hours are 7:00
am to 7:00 pm Monday
through Thursday with
extended evening hours on
Fridays and weekends..

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Responsible Party
Traffic Engineering Division
Implementation
Steps for implementation of a microtransit service include:
1) Identify possible service areas for on-demand shuttle service. 2) Determine an appropriate service schedule based on peak demand periods for user groups. 3) Select a transportation operator responsible for managing fleets and service. 4) Secure funding for the mobility service.

Compliance with the City’s Local Coastal Program
This strategy complies with the City’s Local Coastal Program. As a transit service, this strategy supports Policies I.B.1 and I.B.2 to encourage public transportation use and thereby reduce vehicle parking demand and air pollution.

Remote Parking and Shuttle Transportation
Strategy 21.1 – Identify remote public parking options and shuttle transportation services.

Timeline Level of Effort Level of Investment
Short -term Low $$
Current Conditions
There are no remote public parking options with shuttle services in Manhattan Beach.

Strategy Overview
During the week, under-utilized parking facilities may be repurposed during hours of low utilization to provide parking for employees working in areas with more limited parking resources or heavy congestion at peak times.

This may include utilizing the parking lots of churches and public schools During the weekends, this shared parking strategy may be expanded to allow for both employees and non-resident visitors to use parking facilities typically not in use during the weekend. This may include churches during off-service hours, office parks, and schools.

For parking facilities that are closer in distance to the city’s points of interest and beach access points, the City may choose to implement a comprehensive system of bike/pedestrian wayfinding that may include both distances and travel times. For parking facilities that are a further distance from the aforementioned points, the City may also consider using a shuttle service for times when the lot is open for public parking. This shuttle can operate on an on-demand basis, collecting parkers from all lots to major points of interest within the City. The shuttle can work in tandem with the strategy proposed in Strategy 21.1 “On-Demand Microtransit”

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Rationale
• Parkers that are price-sensitive can be encouraged to use remote parking facilities instead of the pricier metered stalls and garage rates in the downtown area, freeing overall Downtown capacity. • Reduces overall congestion in the downtown area as vehicles are provided with additional parking options further out. This, in turn, can improve local air quality and improve noise conditions.

Responsible Party
Traffic Engineering Division
Implementation
Implementing this strategy may require the following steps:
1) Coordinating with businesses, properties, and other entities that have available parking facilities to perform a utilization audit, determining peak utilization times and times of low use. 2) Coordinating with businesses, properties, and other entities to then share their parking facilities with the City during off-peak hours to provide parking to the public. This may involve providing an incentive to properties sharing their parking, or creating a long-term contracting agreement. 3) Coordinate with any mobility service provider that is launched as a part of Strategy 21.1 “On-Demand Microtransit” to then include these parking areas into its service area.

Compliance with the City’s Local Coastal Program
This strategy complies with the City’s local Coastal Program, specifically meeting the goals of Policies I.B.2 and I.B.8.

Employee TDM Strategies
Strategy 22.1 – Consider offering discounted employee rideshare services to reduce parking demand.

Timeline Level of Effort Level of Investment
Mid-term Low $$$
Current Conditions
The City does not currently offer discounted employee rideshare services.

Strategy Overview
Rideshare services such as Uber Pool or Lyft Shared can help alleviate the overall demand of parking in the downtown area, as employees of the same business, or those of businesses that are physically close together, are now encouraged to share a ride through the shared ride benefit. Rideshare services will typically provide discounted rides as a part of an employer’s commuter benefits package, which involves setting aside an amount of pre-tax dollars from the employee’s paycheck to be used for commuting expenses. These commuter benefits can also be expanded beyond rideshare to include transit fares, parking fees, and other commuter

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expenses. Typically, this benefit is provided as a part of the Qualified Transportation Fringe Benefit program under IRS Section 132f.

This benefit can be provided to employers and employees in tandem with the creation of a TMA/TMO or a greater TDM ordinance, as outlined in Strategy 20.1 “Marketing and Awareness Campaigns.” Rationale
• Shared rides encourage the use of carpooling, reducing the overall number of vehicles commuting towards the downtown area where most small businesses are located. • Benefits can be provided on an employer-by-employer basis and mandated by the City, ensuring that all employees working within City limits have equitable access to such a program. • Fewer employee vehicles allow for additional parking stalls to be available for residents or non- resident visitors, especially in the areas of highest demand.

Responsible Party
Traffic Engineering Division. If done as a part of a TMA/TMO creation or a TDM ordinance, refer to the responsible parties for 20.1 “Marketing and Awareness Campaigns.” Implementation
• Implementing this strategy may require the following steps: Perform a demand analysis to determine the number of commuters coming into the downtown area and use this analysis to determine a feasible goal for converting a certain number of commuters from SOV to non-SOV modes, including rideshare. • Secure funding and budget for providing this program to employers. This may involve a cost-sharing model in which the City covers a portion of the program, which is supplemented by employers to then provide to their employees.
• Partner with rideshare services, such as Uber Pool or Lyft Shared, to provide discounted/subsidized fares or ride vouchers.
• Develop eligibility criteria for the program, which may include criteria such as the following: work location, home location, current distance from work, employer size, etc. • Implement, track, and measure the overall return on investment (ROI) of the program by measuring against the reduction goal set in the initial demand analysis.

Compliance with the City’s Local Coastal Program
This strategy complies with the City’s Local Coastal Program, spreading a broad impact across several of the policies listed under the Coastal Plan. This strategy may assist in meeting or exceeding the goals of Subsections B and C within Section I: Coastal Access Policies.

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STRATEGIES CONSIDERED BUT NOT

RECOMMENDED
The following strategies were considered but rejected for inclusion in the strategy toolkit for a variety of rea- sons. These strategies, and the reason for their rejection, are briefly explained below.

Strategy X.1 – Install parking sensors.

The City currently has sensors related to its single-space IPS meters. Strategy 3.2 recommends removing single-space meters and replacing them with multi-space meters. Consistent with the City’s Parking Technology Roadmap, it is recommended that sensors be entirely removed from the City’s operation. The functionality of sensors for parking occupancy is replaced by pay station technology.

Strategy X.2 – Implement real-time dynamic pricing of on-street parking.

Dynamic on-street pricing involves real-time changes to parking prices based on parking occupancy.

While great in theory for parking management, in practice, it can result in a negative customer experience and may confuse patrons, as they do not know what they will be paying for parking until they park. In Manhattan Beach, where there is and will continue to be unmet beach parking demand in the summer, dynamic pricing would not free up parking unless the price rises well above what is currently allowed by the City Council. The recommendation for seasonal pricing is more straightforward and easier to implement.

Strategy X.3 – Changes to Existing resident parking permit districts and additional districts The existing residential parking permit districts east of Ardmore have been successful at reducing Downtown employee parking on residential streets. No further additions to the program or changes are recommended as most of the Downtown and North Manhattan beach study areas are in the Coastal Zone. Adoption of resident permits within the Coastal zone would be considered preferential and rejected by the Coastal Commission.

Strategy X.4 – Adopt a local cash out ordinance
A parking cash-out ordinance requires parking fees to be unbundled from office leases so that parking costs are not subsidized by the employer. A typical parking cash-out ordinance requires employers of a certain size (such as employers with 50 or more employees) to offer parking in owned or leased spaces to offer the equivalent value as cash-out for employees who commute by walking, biking, or transit and therefore do not drive and require a parking space. Cities that have implemented parking- cash out ordinances include Santa Monica, CA and Boulder, CO. This strategy is not recommended in Manhattan Beach are there are very few employers with over 50 employees so the effort to create and administer the program may outweigh the potential benefits.

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APPENDIX

Manhattan Beach City CouncilNovember 3, 2025

Manhattan Beach City Council
November 3, 2025