DOWNTOWN COMMUNITY PLAN
is concentrated on offering gigabit broadband
services to low income housing units citywide.
However, the Downtown area currently lacks
fiber optic infrastructure on the North/South
streets, particularly on pedestrian streets with a
high density of residential buildings.
Anticipated Need
Today’s businesses increasingly rely on data
and internet connections that are fast, reliable,
and secure. Future broadband needs for these
industries are only expected to increase and
require additional fiber optic infrastructure
to meet those needs. The emergence of new
Technology, Post Production, Financial and
Digital Media companies locating offices in the
Downtown area require a globally competitive
broadband infrastructure to ensure their global
network operations meet operational demands.
Tech companies with operational requirements
to host their online services require both primary
and diverse physical network infrastructure
route for redundancy. In addition, there is much
interest by Wireless Communication companies
to install micro-cellular network nodes
throughout the city, including Downtown and
the surrounding areas. With limited space in the
public right-of-way that is used to accommodate
traditional infrastructure assets (water, sewer,
electricity, etc.), it is prudent for a Downtown
Area Fiber Expansion project to designate and
construct fiber optic infrastructure in traditional
and non-traditional public right-of-way, such as
sidewalks. New and expanded services supported
by expansion of the City’s fiber network include
broadband to businesses, free Wi-Fi services
for the public, public safety cameras, smart bus
shelters and kiosks, real time and directional
parking signage and smart grids, EV charging
stations, pedestrian and bike counters and smart
City assets.
4TH ST
7TH ST
5TH ST
6TH ST
9TH ST
2ND ST
10TH ST
OCEAN AVE
BROADWAY
LINCOLN BLVD
ARIZONA AVE
WILSHIRE BLVD
COLORADO AVE
CALIFORNIA AVE
SANTA MONICA BLVD
MAIN ST
SANTA MONICA FWY
3RD STREET PROM
SANTA MONICA PIER
PALISADES BEACH RD
SANTA MONICA PLACE
SANTA MONICA FWY
OLYMPIC BLVD
Illustration 2E.3 CityNet Fiber Infrastructure
Existing CityNet Broadband Anticipated by 2030 CityNet Broadband 115
2E >> SUPPORTIVE INFRASTRUCTURE
CITY OF SANTA MONICA
2E.1G RESOURCE RECOVERY AND
RECYCLING
In January 2014, the City of Santa Monica adopted
the Zero Waste Strategic Operations Plan, one of
the measures called for in the City’s Climate Action
Plan. Aiming to achieve zero waste by the year
2030, this Citywide program contains a number
of strategies applicable to Downtown’s particular
condition, such as its diversity of uses, its
preponderance of restaurants, hotels, and multifamily buildings, and its large number of visitors.
Implementation of the City’s waste reduction
strategies in Downtown has the potential to
tremendously impact the Zero Waste program
and reach its targets. The tourism component
also provides a public relations opportunity
to advertise the City’s ambitious sustainability
goals. For example, Downtown could be used as
a showcase for the following programs:
• Requiring sufficient trash enclosure space.
Due to mandatory State recycling and organics
regulations, businesses and institutions are
required to divert recyclables and organics
from their trash. To be in compliance with these
regulations all new construction and tenant
improvement projects shall plan for sufficient
trash enclosure space to separately collect
solid waste, recycling and organics. Sufficient
space is based on the quantity of materials
generated by the tenants on the property. The
Resource Recovery and Recycling staff can help
determine sufficient space.
• Developing a sustainable strategy and investing
in programs that address waste management.
Include alternative organics processing
technologies on-site at restaurants and hotels.
• Requiring food establishments to participate
in the City’s food scraps diversion program
(restaurants could denote their participation
with a window sticker).
• Requiring hotels in the Downtown area as
well as those near the beach to implement
a recycling program in all guest rooms and
common areas.
• Developing educational materials for residents
and requiring multi-family building managers
to inform tenants about recycling resources
upon move-in.
• Construction recycling requirements are
already in place, but Downtown construction
recycling could be analyzed with the goal of
exceeding the City’s minimum standards.
• Installing recycling and composting containers
on all city blocks in the Downtown district.
Anticipated Need
The City’s Resource Recovery and Recycling
Division provides solid waste management
and services to Santa Monica residents and
businesses including collecting, sorting,
processing green waste, and e-waste collections.
Currently, Santa Monica achieves a high diversion
rate of approximately 75 percent. The Zero
Waste Strategic Operations Plan, intended to
identify the policies, programs and infrastructure
that will enable the City to reach its Zero Waste
goal of 95 percent diversion, will further reduce
per capita solid waste and reduce the effect of
residents, visitors and employees on required
land fill.
116
2E >> SUPPORTIVE INFRASTRUCTURE
DOWNTOWN COMMUNITY PLAN
Goal SI1: Water use in Downtown Santa
Monica is reduced through water efficiency
and conservation programs and standards
consistent with the City’s goal of achieving
water self-sufficiency by 2020.
Policy SI1.1 Require new development to meet
or exceed the City’s water conservation and
water neutrality requirements of the water selfsufficiency programs. ◊ Action SI1.1A Incorporate Cal Green interior
and exterior water usage standards into the
requirements for all projects developing
Downtown.
Lead Agency: PCD
Supporting Agency: OSE
Timeframe: Short-Term (immediately)
◊ Action SI1.1B Coordinate with the Office
of Sustainability and Public Works on all
new development proposals to ensure each
project is doing its share to help the City
achieve water self-sufficiency.
Lead Agency: PCD
Supporting Agency: OSE
Timeframe: Ongoing
◊ Action SI1.1C Create marketing materials
targeting Downtown residential and
commercial tenants, including hotels,
demonstrating ways to reduce water demand
through small changes in habits and behaviors.
Lead Agency: OSE
Supporting Agency: PCD
Timeframe: Short-Term (immediately)
Policy SI1.2 Where purple pipe is accessible to
new development, require the use of recycled
water for irrigation.
◊ Action SI1.2A Expand purple pipe network
throughout the Downtown to provide more
recycled water to future development
projects, with participation by project
applicants, as appropriate.
• The developer and/or City can
demonstrate that all necessary facilities
will be adequately financed and installed
prior to project occupancy (through fees
or other means); and
• The Facilities improvements are consistent
with applicable facility plans approved by
the City or other agencies in which the City
is a participant.
Lead Agency: PW
Timeframe: Ongoing
Goal SI2: Utility systems have adequate
capacity to serve Downtown’s future
residential and commercial uses.
Policy SI2.1 Include water system upgrades in
the City’s Capital Improvement Program (CIP)
as necessary to serve increased demand in the
Downtown area.
◊ Action SI2.1A Monitor the growth of
water demand to ensure that generation
and transmission facilities are considered
adequate to serve new uses, and replace
water lines as necessary as future conditions
dictate.
Lead Agency: PW
Timeframe: Ongoing
Policy SI2.2 Maintain and enhance public utility
systems in partnership with utility providers to
promote good urban design.
◊ Action SI2.2A Explore undergrounding of
utilities in Downtown alleys and develop cost
estimates for phasing purposes.
Lead Agency: PW
Supporting Agency: Edison
Timeframe: Mid-Term
SUPPORTIVE INFRASTRUCTURE - GOALS, POLICIES AND ACTIONS 117
2E >> SUPPORTIVE INFRASTRUCTURE
CITY OF SANTA MONICA
Goal SI3: Consistent with the City’s
Watershed Management Plan and the
Santa Monica Bay Jurisdictional Groups 2
and 3 Enhanced Watershed Management
Program, Downtown Santa Monica’s dry
weather and first flush wet weather runoff
is harvested wherever possible to reduce
runoff pollution in the Santa Monica Bay.
Policy SI3.1 Maintain or enhance stormwater
management systems, including infiltration
planters at feasible locations within the public
right-of-way to reduce storm water runoff volume
and provide first flush capture capabilities.
◊ Action SI3.1A When sidewalk improvements
and potential curb extensions are proposed,
analyze the feasibility for maximizing
stormwater treatment, capture and/or
infiltration.
Lead Agency: PW
Supporting Agency: PCD
Timeframe: Ongoing
Policy SI3.2 Require that new development meet
or exceed the City’s Green Building standards for
stormwater retention/infiltration, and encourage
consideration of new technologies and superior
practices in Tier 2 and 3 projects and on large
sites with potential to incorporate such facilities.
Policy SI3.3 Ensure that all development complies
with the requirements of the City’s Urban Runoff
Pollution Ordinance.
◊ Action SI3.3A Require all development in the
areas bounded by Ocean Avenue, 4th Street,
Colorado Avenue and Wilshire Boulevard
to consider all Best Management Practices
(BMP) options, except infiltration strategies
to prevent subsurface water increase close to
the Palisades Bluff.
Lead Agency: PW
Timeframe: Ongoing
Policy SI3.4 Collaborate with Developers to
implement the requirements of the Santa Monica
Bay Jurisdictional Groups 2 and 3 Enhance
Watershed Management Program.
◊ Action SI3.4A Require developers of parcels
greater than 20,000 sq. ft. to capture offsite
street runoff for infiltration or for treatment
and non-potable use on-site.
Lead Agency: PW
Supporting Agency: OSE
Timeframe: Ongoing
Goal SI4: Santa Monica’s wastewater
and sewer system has capacity to serve
Downtown’s growing residential and
commercial uses.
Policy SI4.1 Provide adequate wastewater and
services to serve new development and maintain
current levels of service.
◊ Action SI4.1A Where existing facilities are
inadequate, new development shall only be
approved when:
• The developer and/or City can demonstrate
that all necessary facilities will be
adequately financed and installed prior
to project occupancy (through a potential
Downtown infrastructure financing
program, security bonds or other means);
and
• The proposed improvements are consistent
with applicable facility plans approved by
the City or other agencies in which the City
is a participant.
Lead Agency: PW
Timeframe: Ongoing
◊ Action SI4.1B Include sanitary sewer upgrades
in the City’s Capital Improvement Program
(CIP) as required to serve development in the
Downtown area.
Lead Agency: PW
Timeframe: Ongoing
◊ Action SI4.1C Continue to develop, and
update as necessary a hydraulic model
that will provide more refined information
regarding the existing and future capacity of
the sanitary sewer system and any additional
improvements that may be necessary.
Lead Agency: PW
Timeframe: Short-Term
118
2E >> SUPPORTIVE INFRASTRUCTURE
DOWNTOWN COMMUNITY PLAN
◊ Action SI4.1D Monitor sewer lines that
have been identified as deficient under
future conditions to determine whether
improvements are necessary as future
conditions evolve.
Lead Agency: PW
Timeframe: Ongoing
Goal SI5: Consistent with the City’s Climate
Action Plan and Sustainable City Plan,
Downtown maximizes opportunities at the
building and neighborhood scale to create a
low-carbon and low-energy district.
Policy SI5.1 Explore the feasibility of district
energy systems to serve building heating and
cooling loads.
◊ Action SI5.1A Develop a demonstration
project and toolkit to promote microgrids.
Lead Agency: PW
Supporting Agency: OSE
Timeframe: Short-Term
◊ Action SI5.1B Establish a challenge program
that would encourage buildings over 25,000
sq. ft. to benchmark and disclose their energy
usage and reduce their energy consumption.
Lead Agency: OSE
Supporting Agency: PW
Timeframe: Mid-Term
Policy SI5.2 Promote virtual net-metering to
building landlords as an option to provide solar
for building tenants.
Policy SI5.3 Encourage private property owners to
partner with the City to reduce carbon and energy
consumption
◊ Action SI5.3A Work with building landlords to
install electric vehicle charging stations with
cost-recovery systems.
Lead Agencies: OSE, HED
Timeframe: Ongoing
◊ Action SI5.3B Establish a pilot program to
facilitate the deployment of solar and battery
storage systems to improve building resilience
and energy independence.
Lead Agency: OSE
Timeframe: Short-Term
◊ Action SI5.3C Develop unique partnerships
with the private sector to deliver interactive
energy programs and projects (i.e., solar phone
charging stations, EV charging streetlights,
kinetic charging tiles, etc.)
Lead Agency: OSE
Timeframe: Ongoing
◊ Action SI5.3D Develop a green lease program to
educate and encourage landlords to incorporate
energy and water efficiency into leases,
removing the problem of the split incentive.
Lead Agency: HED
Supporting Agency: OSE
Timeframe: Short-Term
Policy SI5.4 Encourage businesses to keep their
doors closed to prevent the loss of cooling or
heating.
Goal SI6: Downtown maintains a globally
competitive broadband infrastructure
to meet the global network demands of
today’s businesses for internet connections
that are fast, reliable and secure.
Policy SI6.1 Continue expansion of CityNet, the
City’s broadband network by installing fiber optic
cable and new outside plant (OSP) equipment
to meet the broadband needs of businesses and
residents in the Downtown.
Policy SI6.2 The Downtown area’s CityNet dark
fiber network should be completed with service
provided along all north-south streets with
pullboxes and fiber enclosures installed every
200 linear feet. New north-south routes should
be built along: 2nd Street between Wilshire
Blvd. and Colorado Ave., 3rd Street Promenade
between Wilshire Blvd. and Broadway, 5th Street
between Wilshire Blvd. and Colorado Ave., 6th
Street between Wilshire Blvd. and Colorado
Ave., and 7th Street between Wilshire Blvd. and
Colorado Ave.
◊ Action SI6.2A Initiate a feasibility study for
a Dark Fiber Expansion project to designate
and construct fiber optic infrastructure to
complete north-south routes to connect to
existing infrastructure running west-east.
Lead Agency: ISD
Supporting Agency: PW
Timeframe: Short-Term
119
2E >> SUPPORTIVE INFRASTRUCTURE
CITY OF SANTA MONICA
Policy SI6.3 Expand CityNet broadband service to
include “fiber to the home” and digital inclusion
services.
◊ Action SI6.3A Connect all new affordable
housing buildings in the CityNet fiber optic
pilot project.
Lead Agency: ISD
Timeframe: Short-Term
◊ Action SI6.3B Connect mixed-use buildings
with high-speed broadband services in close
proximity to the CityNet fiber network.
Lead Agency: ISD
Timeframe: Long-Term
Policy SI6.4 Provide free City Wi-Fi in public
locations, and along the public right-of-way,
including existing and new Downtown open
spaces
◊ Action SI6.4A Install infrastructure to provide
free City Wi-Fi within designated open spaces
and along transit corridors Downtown.
Lead Agency: ISD
Timeframe: Short-Term
Policy SI6.5 Construct fiber optic cable to connect
to public safety cameras, smart bus shelters and
kiosks, EV charging stations, pedestrian and bike
counters and smart City assets.
◊ Action SI6.5A Conduct a study of where
public safety cameras, smart bus shelters
and kiosks, EV charging stations, real time
directional parking signs, people counters,
smart streetlights and smart grids are to be
located or are feasible, and connect them to
the CityNet fiber optic network.
Lead Agency: ISD
Supporting Agency: DTSM
Timeframe: Short-Term
Policy 16.6 Require all new development to
construct fiber infrastructure including vaults,
primary and redundant conduit systems internal
and extending to the City’s outside plant fiber
network infrastructure in the public right-of-way.
◊ Action SI6.6A Continue to enforce fiber optic
network infrastructure in Planning review of
new residential, commercial and mixed-use
development.
Lead Agency: PCD
Timeframe: Ongoing
Goal SI7: The Downtown community is
educated about and actively participates in
measures to achieve the City’s zero-waste
target by the year 2030.
Policy SI7.1 Consider using Downtown as a
showcase area for certain strategies included in
the recently adopted Zero Waste Strategic Plan.
◊ Action SI7.1A Provide educational outreach
that can provide enhanced technical
assistance to owners and managers of multifamily complexes in order to encourage them to initiate or expand recycling and waste
reduction practices at their complexes, and
to make tenants aware of the move-in/moveout program.
Lead Agency: PW
Supporting Agency: OSE
Timeframe: Short-Term
◊ Action SI7.1B Provide guidelines for
Downtown businesses to determine trash
enclosure space needed to separately collect
solid waste, recycling and organics based on
expected output of materials.
Lead Agency: PW
Supporting Agencies: DTSM, OSE
Timeframe: Short-Term
◊ Action SI7.1C Identify techniques and develop
an implementable strategy to address waste
management at restaurants and hotels
to include alternative organics processing
technologies on-site.
Lead Agency: PW
Supporting Agencies: DTSM, OSE
Timeframe: Short-Term
120
2E >> SUPPORTIVE INFRASTRUCTURE
DOWNTOWN COMMUNITY PLAN
This Page Left Intentionally Blank
DRAFT DOWNTOWN SPECIFIC PLAN 121
FEBRUARY 2016
DCP
THE DOWNTOWN COMMUNITY PLAN
CITY OF SANTA MONICA
CHAPTER 3
ACCESS AND MOBILITY
122
3 >> ACCESS AND MOBILITY
DOWNTOWN COMMUNITY PLAN
INSIDE THE ACCESS AND MOBILITY CHAPTER
PRINCIPLES GUIDING THIS
CHAPTER
CREATE A NEW MODEL FOR MOBILITY
Provide mobility enhancements that address
all forms of circulation while prioritizing the
pedestrian and maintaining vehicle traffic
flow for the benefit of cars and buses destined
for Downtown.
Goals, policies and actions designed to
achieve the Plan principles stated can be
reviewed at the end of this chapter.
ACCESS AND MOBILITY ACTIONS
In Chapter 6, Implementation Actions,
detailed descriptions of these actions and
more can be reviewed.
• A Gateway Master Plan for the freeway
-adjacent sites to create and improve
connections between Downtown and the Civic
Center over the freeway.
• Peak period and special event transportation
management strategies.
• Strong first/last mile connections and multimodal links to the Expo Light Rail station. • A Complete Street and Vision Zero program to
increase the comfort and feeling of safety for
everyone Downtown.
• Regular review of parking utilization and active
use of pricing and management strategies to
achieve efficient parking use.
• Promoting Downtown as a walking district,
and the richest transportation environment in
Los Angeles County.
CREATE A NEW MODEL FOR
MOBILITY
This plan proposes mobility enhancements
that address all forms of circulation. The
plan considers all modes of circulation,
but prioritizes the pedestrian, bike, and
public transit. The DCP encourages people
to try all the diverse options. It leverages
future investments in physical and
operational infrastructure and services to
move people conveniently and smoothly
as they use multiple modes. The emphasis
is on people, with the goal of getting
everyone safely and comfortably to their
destinations, using traditional modes as
well as new ones enabled by innovation
and technology.
CIRCULATION IN THE
DOWNTOWN AREA
People go to Downtown for many
purposes and activities. This chapter looks
at Downtown circulation as a network
of interconnected parts that meets the
needs of diverse users and activities. It
defines a coordinated set of actions for
creating a walkable and transit-oriented
neighborhood that connects to regional
circulation networks, optimizes access to
light rail, addresses vehicle congestion
and supports bicycling and walking as well
as diverse first- and last-mile connections.
PARKING
Downtown has an inventory of over
10,000 existing parking spaces in a
combination of accessible public parking
structures, private parking facilities
and on-street parking spaces. The DCP
encourages efficient use of these valuable
resources, and integration of public and
private spaces into a shared network
with real-time information. Active review
of parking data helps to use pricing,
information to meet changing parking
needs. It also maximizes the use and
efficiency of parking spaces and avoids
the development of excess parking
that contributes to vehicle congestion.
Caution should guide new public capital
investments given the uncertain impact
of car services and increasing vehicle
automation.
123
3 >> ACCESS AND MOBILITY
CITY OF SANTA MONICA
three major Rapid routes that extend to
Downtown Los Angeles. Bike trips to and within
Downtown are rising steadily, along with new
on-demand car services.
There are approximately 6,280 spaces in
Downtown public parking structures and on‐
street spaces and an estimated 5,200 parking
spaces at private facilities. Downtown parking
demand is consistently high as is peak weekend
traffic volume, particularly at key entry
intersections.
Downtown flourished in the early 20th
Century as a beachfront community and visitor
destination accessible because of Los Angeles’s
extensive street car system. In 2016 the Expo
Light Rail reconnected Santa Monica to a budding
countywide rail system. Santa Monicans can
now reach Downtown Los Angeles in a reliable
50 minute ride, and West LA and Culver City in
even less time. Sidewalks in Downtown are lively
with people walking throughout the expanded
district. Ubiquitous mobile information and
curated smart phones applications enable people
to discover things, navigate, and communicate
quickly whether they are new to Downtown or
have been going there their whole lives.
The nature of how people get around will
continue to change. For many trips, people
are looking for options that are faster, cheaper
and more convenient, efficient, enjoyable and
reliable. Expo Light Rail, Breeze Bike Share, and
Big Blue Bus have introduced added mobility
options for people to get to and around
Santa Monica Boulevard sidewalk.
3.1 INTRODUCTION
Santa Monica residents deeply value Downtown,
making one trip for every ten to or from
Downtown and frequenting it at least once per
week on average. Downtown also welcomes a
growing residential population, employees of all
sectors, from service to executive and millions
of visitors. This is due in part to the desirability
of its climate, natural context adjacent to the
Pacific Ocean and the vibrancy of its walkable
streets. The Santa Monica Pier, another popular
destination is directly adjacent to Downtown.
As a result, even though it is a mid‐sized city
with just over 90,000 residents, Santa Monica
experiences urban transportation challenges
typical of much larger cities.
The character of Downtown is fundamentally
defined by its walkability; it is well known as a
place that people go specifically to walk, often
with friends and family, and enjoy a social
experience that is accessible and affordable
to all. Downtown is a transportation hub wellserved by public transit, on-demand services and active transportation that provide many options
for getting around. The Big Blue Bus (BBB) plays
a key role in Downtown access, providing over
10,000 daily trips in and out of Downtown.
Expo Light Rail serves over 50,000 daily trips on
weekdays and over 35,000 daily on weekends,
and public transit is particularly well used among
employees Downtown. LA Metro also serves
Downtown with seven bus routes, terminating
Downtown especially for short trips. Flexible ondemand services are also growing in use from car services (Lyft and Uber) to carsharing (ZipCar,
WaiveCar) and the Free Ride. Technology and
software development have unleashed new
ways to move including autonomous vehicles,
and Santa Monica can be well-served by these
new options if they advance community values of
sustainability, diversity and wellbeing. Carefully
directing this innovation is key to Downtown’s
long-term resilience and success.
124
3 >> ACCESS AND MOBILITY
DOWNTOWN COMMUNITY PLAN
In the future, the superlative pedestrian
experience of the Third Street Promenade will
have spread to all corners of Downtown. This
is already evidenced by the changes visible on
7th Street, with the renovation of the Verizon
Building to include popular restaurants, and the
Santa Monica Professional building into a new
hotel on Wilshire Boulevard. These projects
have enhanced the pedestrian realm with
added vibrancy and safety by adding eyes on the
street. The stitching together of Downtown into
a cohesive, walkable whole will continue with
parklets to provide visual interest, public art,
added public space, and signature sidewalks.
As with any thriving downtown, streets will still
experience congestion in the peak periods, but
locals and visitors alike will have more options than
ever to travel with ease. Ongoing improvements
to bus stops and routes, even new dedicated
lanes, make transit a fast and convenient option.
The continued rapid evolution in transportation
technology and communications supports
shared trips and vehicles, and puts it all at your
fingertips. Additional bike trips into and around
Downtown will bring more destinations into
reach while making everyone on two wheels feel
more comfortable in numbers.
Expanded car share and new-resident
transportation marketing and incentives will
make Downtown among the most beautiful
places to live a car-lite lifestyle in Southern
California. Neighbors gather and connect
while walking in parks and at farmers markets.
Businesses that meet the necessities of daily life
such as markets, gyms, bakeries, and restaurants
to create an exciting home one need rarely leave.
The mix of uses will benefit area employees
as well, allowing them to grab a meal and run
errands without ever hopping in the car. Ondemand shared rides services integrated parking resources and clear wayfinding make navigating
downtown by car more predictable and less
stressful.
An extensive network of electric vehicle chargers
and increased use of transit, walking and biking,
contributes to improved community health, not
just for Downtown residents, but all of Santa
Monica and the L.A. region as a whole. Twothirds of the greenhouse gas emissions in Santa Monica comes from transportation, but in the
future, the community will meet sustainability
goals and current cases of adult onset asthma
are down. The views of Catalina and the Santa
Monica Mountains are clearer than they have
been in years.
Streets are Downtown’s most utilized and critical
public assets, comprising 50 acres, or 20%, of
its land area. How this valuable land is used will
shape the future of Downtown, its character,
its resilience and its diversity. The Downtown
Community Plan outlines a multi‐modal mobility
approach that ensures that Downtown can be
accessed by people of all abilities, and all income
levels and through the use of all modes. The
Plan identifies goals and actions that prioritize
sustainable, safe and human-scale solutions
rooted in Santa Monica values.
Broadway at Lincoln Boulevard.
125
3 >> ACCESS AND MOBILITY
CITY OF SANTA MONICA
3.2 EXISTING CONDITIONS
Physical Layout
Downtown Santa Monica is crisscrossed with a
regular grid of north‐south and east‐west streets.
Within the grid is the pedestrian‐only Third Street
Promenade and the double‐block consisting of
Santa Monica Place. This layout creates pressure
on 2nd and 4th Streets – exacerbated by their
function to provide access to more than 4,000
public parking spaces in parking structures 1
through 9.
4th Street is also the Downtown’s busiest transit
corridor, accommodating most high frequency
Big Blue Bus routes as well as major Metro bus
routes. A Transit Mall with dedicated bus lanes
and wide sidewalks was created in the 1990s
along Santa Monica Boulevard and Broadway,
between 5th Street and Ocean Avenue.
The Downtown is bordered on two sides by
major features that block access – the Pacific
Ocean and the I‐10/Pacific Coast Highway. This
creates pressure at certain freeway gateways,
such as 4th Street and Lincoln Boulevard. Drivers
often experience congested conditions at these
locations as they transition from the freeway
to downtown surface streets. For trips on local
streets, the Main Street bridge and Ocean
Avenue connection over PCH relieve some of the
pressure.
Illustration 3.1 Downtown Transportation Network
Downtown streets are classified in the LUCE as a combination of Boulevards and Commercial Streets.
Boulevards like Wilshire, Santa Monica and Ocean Avenue provide regional connections with transit and walking priority, and Commercial Streets emphasize site access via all modes. 126
3 >> ACCESS AND MOBILITY
DOWNTOWN COMMUNITY PLAN
PERCENT OF RESIDENT
TRIPS BY MODE
Santa Monicans took a resident travel survey
in 2016, before Expo Light Rail opened. The
survey gives a glimpse into how people travel
throughout their day – what mode they
choose, how far they travel and for what
purposes. The survey confirmed that Santa
Monica’s love to walk – choosing walking for
almost 1 in 5 trips overall and 1 in 3 trips to
or from Downtown. Just over half of trips
Downtown were driving, and seven percent
by bicycle.
Table 3.1 Modal Split Comparison for
Residents, 2017
MODE TO/FROM
DOWNTOWN
ALL OTHER
TRIPS
Drive 57% 72%
Walk 30% 18%
Bike 7% 5%
Public Transit 4% 3%
Motorcycle/
moped/scooter 1% 1%
Taxi/Ride
Hailing 1% 1%
Source: City of Santa Monica Transportation Survey,
February 2017
Vanpooling is a TDM option to reduce vehicles per person Employee Community
Many Downtown businesses, particularly
large employers, have successful programs to
incentivize employees to commute by means
other than driving alone during peak traffic
periods. Per the Transportation Demand
Management Ordinance (Santa Monica
Municipal Code chapter 9.53), employers with
30 or more employees must annually report
AVR and consistently offer employees assistance
and incentives to reduce the frequency of
driving alone to work. Increasing AVR can help
to reduce parking demand, greenhouse gas
emissions and vehicle miles travelled. Data for
2016 show Downtown employers with 50 or
more employees achieved an Average Vehicle
Ridership (AVR) of 1.63 during the evening peak
period. WHAT IS AVERAGE
VEHICLE RIDERSHIP?
Average Vehicle Ridership (AVR) statistics
are workplace commuting patterns
calculated by dividing the number of
employees at a given worksite by the
number of vehicles driven by those
employees. A higher AVR indicates that
more people are ridesharing, taking
transit, or walking and biking to work.
AVR only includes employees who report
to work during peak hours (between 6am
and 10am) and it is calculated over a fiveday survey period. 127
3 >> ACCESS AND MOBILITY
CITY OF SANTA MONICA
Pedestrians Illustration 3.2 Pedestrian Volumes, 2015
People walking often outnumber all other
modes of transportation Downtown. Walking
Downtown is both a recreational and a functional
activity, and walking is a way that many families
and groups spend time together. Tourists and
residents throughout Santa Monica walk to
Downtown, and people who arrive via other
modes rely on walking for the remainder of their
visit. Among Santa Monica residents, 31% of trips
to Downtown and 29% of trips from Downtown
are made by walking. While some commercial
corridors have sidewalks up to 12 feet wide, 31%
of the citywide street network warrants sidewalk
improvements. This includes many sidewalks in
Downtown that may need increased width to
meet changing demand. About 100 reported
injury collisions occurred citywide per year
between 2001 and 2012. Vigilance by all road
users combined with changes to the streets are
essential to make walking even more safe.
128
3 >> ACCESS AND MOBILITY
DOWNTOWN COMMUNITY PLAN
Bus Service
Buses are highly utilized in Downtown Santa
Monica, carrying tens of thousands of people
to and from Downtown daily. Almost all major
boulevards in Downtown are served by bus
transit and many BBB and Metro bus routes
terminate Downtown. This creates a transit
hub, enabling travelers to reach many parts of
greater Los Angeles with direct service and fewer
transfers. Twelve BBB routes serve Downtown,
providing access across Santa Monica and the
region, including Pacific Palisades, UCLA and
Westwood, Century City, Metro Purple Line
and Expo Line stations, Venice, and LAX. BBB
serves more than 51 square miles of greater Los
Angeles, moving more than 15 million riders per
year. Metro’s highly utilized 720 and 733 rapid
bus routes connect Downtown to the Wilshire
Boulevard and Venice Boulevard corridors.
Metro Local offers additional service for frequent
stop, late night and early morning trips.
With the addition on the Expo Light Rail station,
18 BBB routes reoriented their routes to create
transfer points with the station, increasing the
bus presence on the streets around the station.
Illustration 3.3 Weekday Bus Passenger Boarding Activity, 2016 Bus drop off in Downtown
129
3 >> ACCESS AND MOBILITY
CITY OF SANTA MONICA
Expo Light Rail Station.
Expo Light Rail
The 6.6 mile extension of Metro’s Expo Light Rail
along the old Pacific Electric Exposition rightof-way from Culver City into Downtown Santa Monica brought passenger rail back to Santa
Monica for the first time in over 50 years. Three
Expo Line Stations are located in Santa Monica:
26th St/Bergamot, 17th St/Santa Monica College,
and 4th Street/Downtown Santa Monica. In
2017, approximately 50,000 people per day
board the Expo Line on weekdays and 35,000 per
day on weekends.
Expo Light Rail runs high capacity trains every six
minutes during peak periods and 12 minutes offpeak, and provides service from 4 a.m. to 1 a.m daily. The Downtown station is Santa Monica’s
most heavily used station, and generates
significant activity as people walk, bike and ride
transit to and from the station. People using the
Weekday
Estimated Ridership
Saturday
Sunday
Jan
Estimated Ridership
(thousands)
Feb
Mar
Apr
May
Jun
Jul
Aug
Sept
Oct
Nov
Dec
Jan
Feb
2016 2017
0 10
20 30
40 50
60 Expo Opening to
Santa Monica:
May 20, 2016
Illustration 3.5 Estimated Daily Boardings on Expo Line Source: http://isotp.metro.net/MetroRidership/IndexRail.aspx Illustration 3.4 Measure M Funding
Source: http://theplan.metro.net/
Expo Line increased demand for other modes as
well, as they transfer or simply choose a different
way to return home.
People travelling within Santa Monica and West
Los Angeles can use the Expo Line for local travel
but the service also connects to the regional
network providing access to destinations across
Los Angeles County. With the passage of Measure
M (a half-cent sales tax for transportation) in
2016, the regional transit network will expand
at an accelerated rate, making access to this
network a long-term growing asset for mobility
in Downtown Santa Monica.
130
3 >> ACCESS AND MOBILITY
DOWNTOWN COMMUNITY PLAN
Parking Resources — Public, Shared and Private
The guiding transportation philosophy at the
end of the 20th Century promoted parking once
and enjoying all Downtown has to offer on foot.
Dubbed ‘Park Once, Pedestrians First,’ this set
the stage for shared parking and walkability
in Downtown. There are approximately 6,300
spaces in Downtown public parking structures
used by shoppers, visitors, and employees,
plus 980 on‐street spaces and an estimated
5,200 parking spaces at private facilities, 3,800
of which are available to the public. The public
parking structures experience high utilization,
Table 3.2 Parking Occupancy Rates, July 2016
STRUCTURE
THURSDAY OCCUPANCY SATURDAY OCCUPANCY
11:00AM 4:00PM 11:00AM 4:00PM
1 60% 85% 68% 97%
2 57% 59% 39% 86%
3 80% 95% 79% 101%
4 57% 83% 49% 98%
5 49% 71% 37% 83%
6 47% 67% 46% 83%
7 36% 82% 47% 88%
8 27% 80% 46% 85%
9 44% 44% 37% 64%
Library 76% 77% 40% 56%
Civic Center* 67% 72% 30% 52%
*excluding Civic Auditorium Lot
Illustration 3.6 Downtown Intersections with
E/F Level of Service By Peak Period, 2016
E or F level occurs when vehicle flow is irregular
or experiencing severe congestion
7TH ST
LINCOLN BLVD
4TH ST
OCEAN AVE
2ND ST
WASHINGTON AVE
CALIFORNIA AVE
3RD ST
5TH ST
6TH ST
0 0.1 0.2 0.05 Miles
Draft EIR – Downtown Spec
PICO BLVD
7TH ST
OLYMP CI BLVD
MAIN ST
LINCOLN BLVD
4TH ST
OCEAN AVE
PACIFIC COAST HWY
OLYMPIC DR
WILSHIRE BLVD
SANTA MONICA BLVD
BROADWAY
AR ZI ONA AVE
COLORADO AVE
2ND ST
WASHINGTON AVE
CALIFORNIA AVE
3RD ST
5TH ST
6TH ST
APPROVAL YEAR 2016 LEVEL OF SERVICE - WEEKDAY AM & P
FIGURE 5
0 0.1 0.2 0.05 Miles
10
Specific Plan EIR Study Area
LEVEL OF SERVICE
A D
E
F
B
C
AM PM
Draft EIR – Downtown Specific Plan B-68 City of Santa Monica AM
AM
7TH ST
LINCOLN BLVD
4TH ST
OCEAN AVE
2ND ST
WASHINGTON AVE
CALIFORNIA AVE
3RD ST
5TH ST
6TH ST
0 0.1 0.2 0.05 Miles
Draft EIR – Downtown Spe
PICO BLVD
7TH ST
OLYMP CI BLVD
MAIN ST
LINCOLN BLVD
4TH ST
OCEAN AVE
PACIFIC COAST HWY
OLYMPIC DR
WILSHIRE BLVD
SANTA MONICA BLVD
BROADWAY
AR ZI ONA AVE
COLORADO AVE
2ND ST
WASHINGTON AVE
CALIFORNIA AVE
3RD ST
5TH ST
6TH ST
APPROVAL YEAR 2016 LEVEL OF SERVICE - WEEKDAY AM &
FIGURE 5
0 0.1 0.2 0.05 Miles
10
Specific Plan EIR Study Are
LEVEL OF SERVICE
A D
E
F
B
C
AM PM
Draft EIR – Downtown Specific Plan B-68 City of Santa Monica
PICO BLVD
7TH ST
OLYMP CI BLVD
MAIN ST
LINCOLN BLVD
4TH ST
OCEAN AVE
PACIFIC COAST HWY
OLYMPIC DR
WILSHIRE BLVD
SANTA MONICA BLVD
BROADWAY
AR ZI ONA AVE
COLORADO AVE
2ND ST
WASHINGTON AVE
CALIFORNIA AVE
3RD ST
5TH ST
6TH ST
APPROVAL YEAR 2016 LEVEL OF SERVICE - WEEKDAY AM & PM
FIGURE 5-4A
0 0.1 0.2 0.05 Miles
10
Specific Plan EIR Study Area
LEVEL OF SERVICE
A D
E
F
B
C
AM PM
Draft EIR – Downtown Specific Plan B-68 City of Santa Monica AM PM
PM
PICO BLVD
7TH ST
OLYMP CI BLVD
MAIN ST
LINCOLN BLVD
4TH ST
OCEAN AVE
PACIFIC COAST HWY
OLYMPIC DR
WILSHIRE BLVD
SANTA MONICA BLVD
BROADWAY
AR ZI ONA AVE
COLORADO AVE
2ND ST
WASHINGTON AVE
CALIFORNIA AVE
3RD ST
5TH ST
6TH ST
0 0.1 0.2 0.05 Miles
10
Specific Plan EIR Study Are
LEVEL OF SERVICE
A D
E
F
B
C
AM PM
PICO BLVD
7TH ST
OLYMP CI BLVD
MAIN ST
LINCOLN BLVD
4TH ST
OCEAN AVE
PACIFIC COAST HWY
OLYMPIC DR
WILSHIRE BLVD
SANTA MONICA BLVD
BROADWAY
AR ZI ONA AVE
COLORADO AVE
2ND ST
WASHINGTON AVE
CALIFORNIA AVE
3RD ST
5TH ST
6TH ST
0 0.1 0.2 0.05 Miles
10
Specific Plan EIR Study Area
LEVEL OF SERVICE
A D
E
F
B
C
AM PM
PICO BLVD
7TH ST
OLYMP CI BLVD
MAIN ST
LINCOLN BLVD
4TH ST
OCEAN AVE
PACIFIC COAST HWY
OLYMPIC DR
WILSHIRE BLVD
SANTA MONICA BLVD
BROADWAY
AR ZI ONA AVE
COLORADO AVE
2ND ST
WASHINGTON AVE
CALIFORNIA AVE
3RD ST
5TH ST
6TH ST
0 0.1 0.2 0.05 Miles
10
Specific Plan EIR Study Area
LEVEL OF SERVICE
A D
E
F
B
C
AM PM
AM PM WEEKEND
WEEKEND
especially during the weekend. On a typical
weekday, utilization for public parking structures
is approximately 67%, around 50% for on-street
metered spaces, and about 70% for privately
owned public parking facilities. Parking fees for
short‐term users have been free or kept low‐
cost. Pricing is an increasingly effective strategy
to manage this valuable resource efficiently for
visitors, residents, and employees.
131
3 >> ACCESS AND MOBILITY
CITY OF SANTA MONICA
Vehicle System Performance
Automobiles are accommodated everywhere
Downtown and vehicle circulation and parking
use the majority of public roadway. Most streets
provide curbside parking and three to five vehicle
travel and turn lanes. Freeway access is provided
at Lincoln Boulevard, 4th Street, 5th Street and
Moomat Ahiko.
In spite of the significant allocation of space to
vehicles, it is common that on busy weekends
roadway lanes are full and the freeway traffic,
Pacific Coast Highway congestion and special
events can make travelling by car a frustrating
experience. Downtown has a state of the art
traffic signal management system that can
accommodate complex programming and be
remotely monitored. The system is connected
with data communications and video to a
Traffic Management Center at City Hall. This
allows for real-time traffic flow observation and
adjustments to facilitate peak events or adjust to
unexpected conditions.
Intersections that cause the longest delay for
drivers are those closest to the freeway exits
and entrances. Unlike other urban downtowns,
summer weekends experience the most
congested conditions and delay. A program called
“Go With the Flow” has been created for summer
weekend and holidays, and is deployed for special
events emphasizing circulation patterns that
reduce conflicts and improves flow as people
move in and out of Downtown. Communications
and marketing go out to prepare visitors, and day
of management includes staffing of the control
center, additional traffic officers at intersections
and management of parking structure driveways.
Illustration 3.7 Downtown Car Volumes, 2015
132
3 >> ACCESS AND MOBILITY
DOWNTOWN COMMUNITY PLAN
Bikes and Bike Share
The number of people riding bicycles to and
within Downtown is on the rise. Bicycles are
unencumbered by congestion and able to
navigate freely even during the busiest times.
New bicycle lanes and facilities on Colorado
Avenue, 2nd, 6th, and 7th Streets reinforce
the ability to bicycle in the city’s most popular
destination. Bikes provide a convenient way
to traverse Downtown without searching for
parking or waiting for transit, or function as a
“pedestrian accelerator” for those in a hurry.
The Bike Center is located Downtown and serves
commuters and thousands of annual users who
also enjoy its repair services, bike valet and
shower facilities.
Breeze Bike Share enables quick sign-up on the
spot and the ability to ride immediately. This
encourages people to spontaneously choose to
ride a bike for short trips around downtown and
complements trips that may also include public
transit, shared ride or other mode. Breeze Bike
Share provides 17 stations in Downtown, the
highest concentration of bike share stations in
the service area. In its first year of operations
Breeze riders traveled over 630,000 miles in
285,846 trips. 38% of Breeze trips were taken to,
from or within Downtown Santa Monica. Santa
Monica residents made up roughly 20% of Breeze
members, but rode 45% of the total Breeze trips
in the first year. Bike share also supports “park
once” Downtown, unlocking access to more
distant destinations without the need to drive.
Illustration 3.8 Downtown Bike Infrastructure
133
3 >> ACCESS AND MOBILITY
CITY OF SANTA MONICA
Illustration 3.9 Downtown Weekend Bike Ridership
SEE HOW MANY BICYCLISTS ARE DOWNTOWN
EACH WEEKEND
Every two years the City conducts weekend counts of bicyclists riding at each intersection around downtown. Below are the most popular routes observed in 2015. 109,880 (38%) of all Breeze
Bike Trips in 2016 were
generated in Downtown
Santa Monica
134
3 >> ACCESS AND MOBILITY
DOWNTOWN COMMUNITY PLAN
SMART STREET FURNITURE
Some cities provide street-level broadband
service through smart furniture, such as
kiosks. LyncNYC’s program provides access
to city services, maps and directions, free
phone calls, dedicated 911 access, phone
charging and a platform to view public
service announcements.
Source: Business Insider
Commercial Delivery, Service and, Alley Use
Downtown users need commercial goods loading
(delivery and customer pick-up) and services such
as solid waste collection that occur throughout
the day. Much of the loading and back-of-house
service occurs in Downtown alleys. City vehicles
service each alley Downtown multiple times
a day for solid waste and recycling collection
and maintenance services. Alleys provide
important vehicle access as well which reduces
conflicts with pedestrians at the sidewalk. Some
commercial loading and delivery still tries to use
curb space or center turn lanes, which can pose
circulation conflicts.
Car Share
Car sharing services are present in Downtown,
including a pilot partnership with ZipCar that
provides a range of vehicle types available for
use by the hour. Cars are available in Downtown
at the Main Library and in other citywide public
parking spaces. ZipCar works with private
property owners to create additional offstreet publicly-accessible shared cars. Waive Car is a private car sharing operator with its
headquarters Downtown, offering a fully electric
fleet. Waive Car operations are typically pointto-point, meaning that vehicles can be released in locations other than the pick-up space.
Tour Bus, Taxi, Car Service, and Curb Space Use
Many visitors reach Downtown via tour buses,
shuttles and taxis. Starline Tours offers six
stations and numerous other tour companies
serve Downtown and utilize curb space. The
explosion of demand-based transportation
technology, such as Lyft and Uber, are challenging
existing policy, regulatory, and curb management
practices. These companies provide a highly
convenient and flexible service at a price that
is currently competitive with taxis. Cities have
few regulatory tools for these services but are
increasingly engaged in cooperative efforts to
encourage safer pick‐up and drop‐off practices,
data sharing, as well as incentives to encourage
services to disabled, low‐income and first/last
mile passengers.
Emerging Mobility Technology
Advances in mobile and mobility technology
require municipal and private sector investments
in communication assets such as conduits,
signal boxes and broadband fiber. In order for
the digital infrastructure to meet performance
expectations, rapid connection speeds need
to be available to everyone. The City of Santa
Monica has ample supply of interconnected
broadband fiber in the right-of-way, which is
anticipated to meet future demand placed on it
by communication and transportation providers.
135
3 >> ACCESS AND MOBILITY
CITY OF SANTA MONICA
GoSaMo Mobility Outreach
In Spring 2016, Santa Monica launched the
GoSaMo outreach concurrently with the arrival
of the Expo Light Rail. GoSaMo promotes Santa
Monica’s mobility options and complements
the City’s investments in new facilities. GoSaMo
includes a visual identity that increases use and
awareness through high visibility activations,
event, and leveraged social media campaigns
such as #CarFreeFriday. While the initial
campaign was rooted in the introduction of
Expo Light Rail, Breeze and new BBB service,
GoSaMo created a strong mobility identity that
organizes ongoing outreach and efforts.
GoSaMo Transportation Management
Organization (TMO)
The GoSaMo TMO works to reduce drive-alone
trips by promoting the increased use of transit,
carpooling, ridesharing, biking, skateboarding
and walking. It works with employers, residents
and visitors to make getting around Santa
Monica easier, safer and more sustainable. The
Downtown offices of the TMO provide a venue
for public‐private partnerships, leveraging
business and government resources to provide
innovative mobility options. The TMO creates
a forum for communication and collaboration,
provides efficiencies in service provision and can
work specifically with Downtown stakeholders.
These include employers and property managers
with the goal of educating, equipping, and
exciting commuters, residents and visitors.
TRAVEL CHOICES AND
INFORMATION
When people are experiencing life transitions
such as a new job or apartment, they are
often open to new habits. There are unique
opportunities to build habits of active
transportation and auto independence for
Downtown residents because many activities
are close together with ample mobility
options available. The TMO is reaching out to
new residents Downtown with care packages
that included transportation information,
and incentives such as a free hour on Breeze
and a Big Blue Bus pass. This program was
conceived by the TMO Advisory Board as a
first step in communicating travel choices,
and could be extended to other Santa
Monicans who are making decisions about
mobility as they enter new chapters of life.
136
3 >> ACCESS AND MOBILITY
DOWNTOWN COMMUNITY PLAN
The potential of people to rely less on their own
cars and be more opportunistic about making
trips will change the transportation landscape
as well. It is likely that the resident, employee
or visitor of tomorrow will use a combination
of driving — be it their own car, a shared car or
driven by someone else — with bicycling, walking
and transit to travel in Downtown Santa Monica.
Local users — residents, businesses, and
employees — and many types of visitors will
rely on an effective and resilient Downtown
circulation system that provides for these
multiple users who arrive and get around in
many different ways.
The Expo Line allows employees, residents, and visitors to enjoy Downtown Santa Monica without a vehicle.
A Continued History of Investments
Downtown is poised to become one of the most
diverse transportation environments in Los
Angeles County as it provides travel options that
are more efficient, convenient, reliable, flexible,
social and relaxing. This is not just a sustainable
ideal, but an economic strength and advantage
for Downtown Santa Monica. Attention must
be paid to actively coordinating this shift so it
serves the area and its people in the best way
possible. Investments in transportation will
need to continue as demand increases. There
will be a need for innovation in services to move
people effectively, and management techniques
to orchestrate the growing diversity of travel
options and information sources. Management
will become increasingly crucial to create an
environment in which the easiest choice is also
the most sustainable and healthy.
Streets and infrastructure will also evolve as new
circulation patterns caused by the Expo Light Rail
continue to mature. Streets will need to adapt to
more people walking, and the demands of new
transportation services and communications.
New connections will be needed like the “Olympic
Crossover,” a redesign of the freeway entrances
and exits at 4th and 5th Streets. The Gateway
Master Plan will provide a broader analysis of
freeway capping and bridging opportunities and
will look for new connections across the freeway
that has historically divided the area and created
bottlenecks.
137
3 >> ACCESS AND MOBILITY
CITY OF SANTA MONICA
3.3 THE WAY FORWARD
Santa Monica’s Downtown deserves an
extraordinary transportation system serving
the people who live, work and visit the
neighborhood. The transportation system should
make Downtown more livable, sustainable,
prosperous and attractive. It should offer
exceptional travel choices that meet diverse
needs. The transportation approach adopted in
the 2010 LUCE recognizes that Santa Monica’s
overall public health, economic diversity and
environmental stability is interrelated with
City investments in streets, sidewalks, public
transit, bicycle infrastructure and other mobility
improvements.
With more options than ever before, the
Downtown of the future will offer a safe and
reliable transportation network. It will be easier
for travelers to avoid peak period congestion
by riding a Breeze bike in a protected bikeway,
walking along a wide sidewalk with parklets
and public art to provide interest or riding a bus
zipping along in a bus-only lane. Shared rides will
help with traveling along with friends and family
or when parking is a peak price or inconvenient.
And when driving, signage will help navigate
quickly to a parking space so you can quickly
begin to enjoy what you came to do Downtown.
This Plan reaches beyond single‐issue safety and
mode-based improvements to envision that all
mobility options are well‐integrated into one
system and evaluated on the basis of how this
system works for people — not just a single
vehicle or bus or bicycle. The Plan proposes
that mobility, urban design, arts and land uses
are implemented as an ensemble to result in
an optimally effective network. For example,
this Chapter lays the foundation for the Open
Space and Pathways improvements described
in Chapter 2, defining the circulation approach
that underlies these efforts to create great
places for people and cultural experiences. The
Plan also looks to measure performance through
multimodal metrics including:
• Congestion Reduction: Achieve a 65% non‐
SOV mode share among employees, and
target a 50% mode share for visitors.
• Safety and Health: Achieve zero roadway
fatalities and serious injuries of people
walking, biking and driving in Downtown.
• Person Capacity: Increase the proportion of
people walking, biking, using public transit
Downtown.
• Sustainability: Reduce per‐capita Vehicles
Miles Traveled (VMT) below 2008 levels and
achieve net zero Greenhouse Gas Emissions
(GHG) emissions by 2050.
Each of these measures requires a coordination
of action and intent. The following sections
describe the approach to transportation planning
in Downtown that would support achieving the
desired measures:
A. Transportation is a key part of realizing
Community Values.
B. Prioritize Pedestrians.
C. Reduce the frustration of vehicle congestion
by increasing reliability and shortening
driving distances.
D. Increase the carrying‐capacity of public
streets for all users.
E. Create a Downtown that enjoys the richest
diversity of transportation options.
F. Lead innovation and strategically incorporate
meaningful new technologies.
G. Complete, high‐quality, and safe streets for all
modes.
H. Carefully manage parking as part of the
transportation system.
138
3 >> ACCESS AND MOBILITY
DOWNTOWN COMMUNITY PLAN
• Safety: Santa Monica loses community
members every year in roadway crashes,
with seniors and children disproportionately
represented in collisions. The days of
accepting deaths and injuries as an inevitable
part of traveling on our roads are over, as
evidenced by the City Council’s commitment
to Vision Zero. Road design improves safety
by reducing dangerous behaviors, and by
increasing awareness.
• Inclusivity and Diversity: Providing limited
options leaves our most vulnerable neighbors
behind. The costs of owning, maintaining,
insuring, parking and filling up a car eat up
money that could be used on rent, education
and food. Transportation services and
walkable places that connect people and
jobs, school, friends, and family create the
foundation for opportunity and diversity.
• Innovation: Technology is rapidly changing
our world. Transportation innovation can
have big impacts on our climate, equity
and safety for the better or for the worse.
Strategic selection of technology, careful
monitoring and conscious alignment can lead
to implementation that serves people and
the planet.
Green bike lane on Main Street.
3.3A TRANSPORTATION IS A KEY PART OF
REALIZING COMMUNITY VALUES
How we design our streets says a lot about
who we are as a community. They are our front
door, and one of our primary shared community
resources. Some may look at a street and see
nothing more than asphalt; however, a more
thorough reading reveals the community values
at the core of Santa Monica: • Sustainability: Transportation accounts for 64% of Santa Monica’s greenhouse gas
emissions due to decades of investment in
vehicle lanes and parking spaces. In recent
years, Santa Monica started redesigning
streets to include green bike lanes, improved
sidewalks and additional trees. Improving
the experience for shared, sustainable trips
is part of the plan to reduce emissions and
stem climate change along with investments
in transit service.
• Wellbeing: Santa Monica’s Wellbeing
project highlights how human wellbeing
is impacted by our physical, social and
cognitive environment. Today only half of
Santa Monicans get enough physical activity.
Walking or biking as part of one’s commute is
the easiest way to add more activity to your
routine. Human-scale streets can be both
your commute and your gym.
139
3 >> ACCESS AND MOBILITY
CITY OF SANTA MONICA
Pedestrians friendly Montana Avenue.
3.3B PRIORITIZE PEDESTRIANS
Pedestrians come first in Downtown. Walking is
the defining activity in Downtown and people
walking outnumber vehicles. Pedestrians
outnumber vehicles at many intersections.
Families come from all over our city and the
region to enjoy walking as a no‐cost social activity
in Downtown’s friendly environment.
A safe pedestrian realm for people of all
abilities and ages is fundamental to a successful
transportation system because every trip starts
and ends on foot.
Downtown should have great streets and
sidewalks that feel safe and comfortable, provide
enough width to meet growing demand and
allow people to walk side-by-side. They also
should provide such an interesting environment
that distance goes unnoticed and people end
up walking further than expected. They can
be beautiful and inviting places to be, with
landscaping, vibrant street art and whimsical
features that invite you to enjoy the trip.
The Plan takes a systematic approach to defining
and creating the pedestrian experience. Chapter
2 discusses the preferred width and character
of every sidewalk in Downtown to create a
pedestrian‐friendly network and improve
mobility. Sidewalk improvements will be
realized by a combination of public investment
in streetscape projects and requirements for
private development.
Bridges
Although so close to the ocean, Downtown
is separated from the beach to the west
by the dramatic elevation of the Palisades
bluffs and the Pacific Coast Highway (PCH)
immediately below. To the south, the I-10/PCH
cuts Downtown off from the Civic Center and
Main Street Commercial District. The limited
connections at Lincoln Boulevard, 4th Street
and Main Street have very narrow sidewalks
and low lighting. Bridge improvements should
be a priority starting with lighting, widening and
art on existing bridges such as 4th Street, Main
Street and Lincoln Boulevard. In the long‐term,
look at freeway capping and additional bridges
over I-10/PCH to create meaningful and valuable
connections between Downtown, and the Civic
Center.
Lighting
Existing lighting Downtown is predominantly
safety lighting for automobiles or private
property illumination. Consistent pedestrian‐
oriented sidewalk lighting would vastly improve
the experience for pedestrians, whether walking
for pleasure, to their vehicle, to transit, or
to another destination. Projects to increase
pedestrian lighting Downtown should be
implemented to increase feelings of comfort
while walking and reduce the need for people to
depend upon vehicles for evening travel.
140
3 >> ACCESS AND MOBILITY
DOWNTOWN COMMUNITY PLAN
3.3C REDUCE THE FRUSTRATION OF
VEHICLE CONGESTION BY INCREASING
RELIABILITY AND SHORTENING DRIVING
DISTANCES
Private vehicles, including cars, taxis and
trucks, are vital components of Downtown’s
transportation system. As a major destination,
the management of private vehicles prioritizes
getting to Downtown rather than traversing the
district to reach outside destinations. Proactive
management of vehicles helps to avoid gridlock,
and supports access and commercial loading
needs. The Plan approaches traffic flow by
considering the overall need for people to get
where they are going in a predictable way. The
goal is to direct drivers along the most efficient
and reliable path to their destinations.
Santa Monica’s commitment to No Net New
Peak Hour Trips is a guiding principle behind
the management of limited roadway space by
encouraging transit, ridesharing, walking and
biking. This approach releases roadway capacity
so that vehicles on the road move more efficiently.
The Plan leverages Downtown’s streets with new
services and infrastructure to support the 10%
shift away from single‐occupancy vehicles to
other modes identified in the LUCE. This shift is
integral to preserving vehicle.
Plan strategies for improved vehicle movement,
based on the LUCE, include a proposed
realignment of the 4th Street exit from the I‐10
freeway, wayfinding and real‐time information
technology, event and peak period traffic
management, and signal timing. Taken together,
the strategies will serve to distribute cars
efficiently to shared Downtown parking facilities,
including new public parking resources at
peripheral locations such as Lincoln Boulevard.
Active Management of Vehicle Travel
Santa Monica’s Advanced Traffic Management
System (ATMS) enables staff to remotely
monitor roadway conditions and make continual
adjustments to traffic signal and metering
systems to optimize vehicle flow. ATMS has
had an immediate effect on traffic flow and will
continue to be an important tool for monitoring,
adjusting and improving efficiency, reliability and
safety.
The City’s ATM system will be used to actively
manage vehicle flow, such as redirecting vehicles
around congested intersections and moving
transit vehicles through digital communications
and dynamic signage. It can also support efficient
transit operations and emergency service.
Cars driving south on Ocean Avenue.
141
3 >> ACCESS AND MOBILITY
CITY OF SANTA MONICA
Balanced Event, Holiday, and Peak Period Traffic
Management
Downtown’s popularity on peak summer days,
holidays and for special events requires careful
management to keep streets flowing for all users
while preserving the wonderful walkability and
human scale of Downtown. A comprehensive set
of transportation management and wayfinding
tools can help people access and exit parking.
Downtown streets serve a wide range of users
and trip types and Downtown benefits from
its diversity of activities from early morning to
evening. Tools to manage peak periods should
leverage Downtown’s mobility options and
reinforce Downtown’s appeal as a place made
for people. A predictive program should be
developed that considers holidays, seasons,
events and weather conditions to determine the
level of peak period management to deploy.
The City has implemented a periodic “Go With
the Flow” traffic management system since
summer 2014. This program was designed to
move vehicles more quickly through the network
and could be enhanced through coordination
with transit and multi‐modal alternatives,
coupled with high-impact traveler information
distribution. A data-driven evaluation of the
program should be undertaken to inform ongoing
changes. The extended program should also
actively consider impacts on pedestrian quality
and comfort.
Wayfinding
Wayfinding helps people navigate, reducing
confusion and the length of time that drivers
must cruise to find parking. Direct routing
reduces demand at intersections and improves
the driving experience. Downtown drivers will
utilize static and dynamic signs to get real-time
parking availability and routing, and dynamic
message signs at Downtown’s perimeter
provide information on unusual street or event
conditions. The next advancement is complex
technology‐based communication strategies on
smart phones that provide real‐time information.
Over time, as vehicle-to-infrastructure and
vehicle-to-human communication increases,
these messages can be transmitted to vehicles
directly for earlier decision making. An integrated
system should provide guidance to all motorists,
transit riders, cyclists, and pedestrians.
Gateway Master Plan
Among the few opportunities to expand the
street network in Downtown is freeway capping
and bridging along Downtown’s southern
border. Larger sites near the freeway can
accommodate new connections and enable
construction of bridges that would otherwise
be difficult or impossible to construct. This Plan
supports the creation of a Gateway Master
Plan to identify opportunities and strategies to
improve circulation reconnect destinations, add
open space and significantly move parking to
Downtown’s periphery (see call out page 154).
Maintenance and Timing
Curb space is one of the Downtown’s most soughtafter transportation resources. Competition is high among new transportation services,
bus stops, short-term parking, commercial
delivery, valet, bike parking and much more.
Actively managing the public right-of-way
means allocation of curb usage that is dynamic
and updates consistently. Management should
strategically encourage and attract desired
services and uses, and discourage conflicts that
add congestion and frustration. Enforcement will
be needed to minimize abuse, especially during
periods of change.
Downtown’s popularity takes a toll on
infrastructure. Regular maintenance is needed
to keep streets, sidewalks and public spaces in a
state of good repair. Partnership with Downtown
Santa Monica Inc. continues to bring valuable
focused attention and resources to ensure
Downtown’s appeal and economic strength.
The City will continue to manage the way
deliveries are made, the way resource recovery
operations are conducted and the timing of
construction projects. The City and its partners
must anticipate and prepare for new concepts for
use of the Downtown right-of-way, like parklets.
142
3 >> ACCESS AND MOBILITY
DOWNTOWN COMMUNITY PLAN
ONE-WAY STREETS
Extensive work was done during development
of the Downtown Community Plan on
circulation alternatives that could improve
the consistency and reliability of vehicle
flow in the Downtown. Starting in 2012 a
team of staff and industry professionals from
Transportation, Parking Traffic Engineering,
Economic Development and Transit began
meeting to identify options. The team
identified a number of alternative roadway
treatments, connections and pathways,
intersection operations, parking structure
operations and one-way streets options.
One-way streets were included in the toolbox
of treatments, resulting in studies of four
primary configurations that included:
• A couplet of northbound 2nd Street and
southbound 4th Street
• A couplet of northbound 5th Street and
southbound 4th Street
• A network of streets including: northbound
2nd and 5th Streets and southbound 4th
and 6th Streets, westbound Colorado and
Santa Monica and eastbound Broadway
and Arizona.
Each was studied using Santa Monica’s
detailed Travel Demand forecast model. A
sample of 18 intersections were studied for
the first couplet option, finding that it did
not significantly improve the intersection Level of
Service (LOS) nor increase the person capacity of
the intersections. Seven intersections functioned
at LOS E or F with or without the one-way street
conversion.
The lack of improved performance generated
additional investigation into alternatives that might
address the issue. A second couplet was studied
for 4th and 5th Streets, using a total of 44 study
intersections and this analysis was included in the
DCP Draft Program EIR. This analysis showed similar
results for existing conditions, and future conditions
with approximately 13 to 16 intersections operating
at LOS D, E or F regardless of the one-way street
conversion.
After the initial release of the draft Downtown
Specific Plan, public input led to the analysis of
network of one-way streets Downtown. This
alternative included the following one-ways:
Arizona Avenue eastbound, Santa Monica
Boulevard westbound, Broadway eastbound, 2nd
Street northbound, 4th Street southbound, 5th
Street northbound. Counter flow transit lanes
were included on Santa Monica, Broadway and
4th Street to allow buses to continue to efficiently
route and reach the stops.
Similar to the prior analyses, this network expansion
of one-way streets resulted in a similar number of
impacts with or without the one-way network —
although the location of impacts would differ and
be more severe in some gateway intersections. This
analysis again studied at least 44 intersections and
is included in the DCP Draft Program EIR. It showed
increased turning movements at the termini of
the one-way street segments, such as 4th and
Broadway, 5th and Wilshire, 4th and Wilshire,
Broadway and Lincoln, and Lincoln and Santa
Monica. These intersection operations degraded
under pressure.
One-way streets also do not provide the most direct
routes to destinations, increasing the average
driving distance between origin and destination.
This increases the number of intersections that
each trip uses, and the duration of trips. Even
with the same number of trips using the system,
estimated daily Vehicle Miles Traveled would
increase due to increased round-the-block travel
to access destinations along the one-way corridors.
Illustration 3.10 Analyzed One-Way Couplet
143
3 >> ACCESS AND MOBILITY
CITY OF SANTA MONICA
Furthermore, the expanded one-way street
operation would result in greater motorist confusion
as drivers try to navigate to their destination(s). This could be particularly problematic for Downtown,
which has many for out-of-town visitors who are not
familiar with the transportation network. Drivers
are more likely to be distracted as a result of oneway streets and there may be a greater potential for conflicts with other vehicles and pedestrians.
Converting the existing two-way streets to oneway would require effective wayfinding and a high level of driver alertness to detect and understand
signage.
Of particular concern is the effect on the perception
of character and safety. One-way streets can
result in increased automobile speeds that could
create potential safety concerns and an uninviting
environment for pedestrians and bicyclists.
Pedestrians also prefer crossing two-way streets
since drivers tend to travel more slowly on them
and vehicular conditions and movements are more
predictable with less driver distraction. One-way
street networks can also cause confusion for transit
riders. On two-way streets, transit riders can easily
locate the transit stop for a return trip — in almost
all cases, the bus stop is located across the street.
On one-way networks, however, the stop for the
return trip is usually on another street, which may
confuse visitors and cause them to get lost.
Illustration 3.11 Studied One-Way Streets Network, including Contraflow Bike and Bus Lanes 144
3 >> ACCESS AND MOBILITY
DOWNTOWN COMMUNITY PLAN
3.3D INCREASE THE CARRYING CAPACITY
OF PUBLIC STREETS FOR ALL USERS
Downtown has limited roadway space. It is an
established district with a fixed street grid, so Santa Monica must focus on using the existing streets
and sidewalks wisely. This means prioritizing the
movement of people with the smallest footprint
possible to enable all vehicles to more effectively.
This means filling empty vehicle seats through
ride-sharing, facilitating the movement of buses
and shuttles carrying 10 to 100 people each,
and making room for people traveling without
vehicles.
For decades engineers have evaluated roadways
in terms of “vehicle capacity” regardless of the
number of persons per vehicle. Instead the Plan
outlines an evaluation of “person capacity” which
considers how many people are moving along a
roadway. A person-capacity approach designs
and operates roadways to serve the most people
in the most efficient modes. It also uses demand
management strategies like incentives and pricing,
as well as outreach and encouragement to shift the
timing or mode of some trips. This reduces surges
and the frustration everyone feels from congestion.
In addition to promoting resource management,
person capacity supports values of sustainability
and safety.
Physical and demand management opportunities
to improve person capacity should be considered
throughout the life of the Plan. For example, many
Downtown streets currently have a center turn lane
and street parking. The central turn lane and/or
street parking could be converted into a dedicated
bus lane or wider sidewalk. These alternatives
would increase person carrying capacity within the
same right of way.
Bus & Rail System
With the arrival of the Expo Light Rail thousands
of additional weekday and weekend pedestrians
arrive without a personal vehicle looking for quality
sidewalks and well-lit pathways to the station, and
for connections to bus, bike or shared ride services
to get to their destination. Providing space for
these people walking and transferring will
support people making the choice to arrive on
Expo Light Rail and bus.
Buses operated by BBB and Metro are highly
utilized in Downtown Santa Monica, carrying tens
of thousands of people to and from Downtown
daily. The existing Transit Mall supports ontime bus service by reducing buses sitting in traffic congestion during peak periods. But on
Downtown’s busiest bus corridor, Fourth Street,
buses are routinely competing with private
vehicles. Continued investment in dedicated
facilities and well‐located stops and layover
zones will increase reliability and ridership,
decrease travel times and ensure rider safety and
comfort on all legs of the journey.
Streets should be designed to support multimodal travel. 145
3 >> ACCESS AND MOBILITY
CITY OF SANTA MONICA
Transportation Demand Management
Transportation Demand Management (TDM)
seeks to maximize travel options through
incentives programs and services aimed at
reducing single-occupancy car trips. TDM
communications and outreach can inspire
people to use multiple ways to get around,
investments in services and infrastructure. The
Plan strengthens the role and availability of TDM
programs hand-in-hand with installing better
networks and facilities for non‐motorized modes
so the system is well-used and works as a whole.
Sustained TDM efforts will allow more people
per vehicle to access downtown, thus increasing
the person capacity of the network.
GoSaMo created an easy to identify and
understand mobility communications tool.
Continued expansion of the GoSaMo toolkit
and expanded TDM programs can reach more
businesses and a broader spectrum of trip types
beyond the journey to work. These include
recreational, social, school, medical, shopping
and other trips. With a high volume of regional
visitors, Downtown would benefit from visitor‐
oriented TDM done in concert with regional
partners to reduce peak seasonal congestion
without reducing access. The TDM program is
intended to be ongoing, building over time, with
the TMO incorporating new ideas, technologies
and innovations as they become available.
Bicycles
Downtown bicycle usage has been on the rise
as bike lanes have grown. Citywide bike lanes
extend into Downtown from every direction, and
the Downtown bike network works well in some
locations but also has gaps that should be closed.
Residents consistently ask for a greater sense of
security when riding, which indicates a need for
more physically protected facilities. Identifying
safe places for bicycles on all Downtown streets
will help to ensure cyclists are not tempted to
ride on sidewalks. Additional bike capacity may
be found by allowing bicyclists to ride in transit‐
only lanes.
Breeze Bike Share’s concentration of stations
Downtown and ability to lock up anywhere makes
the system perfect for short, convenient trips.
Breeze should continue to expand Downtown
with bikes on public and private properties
and increased use of employee bulk purchase
discounts. Continued marketing of Breeze to
visitors through DTSM Inc, and Santa Monica
Travel and Tourism can increase awareness for
travelers who chose to be car-lite.
People on bikes also need secure parking.
Additional bike parking should be located so as
not to conflict with pedestrian flow, looking to
higher capacity bike corrals in the street and to
private properties to provide off‐street bike racks
and secure bike rooms accessible to the public.
City provided valet service for the Downtown
Farmers’ Market and special events have been
popular. These facilities and bike valet should
be expanded through a private and public
investments as demand grows.
With the adoption of the City’s
Transportation Demand Management
Ordinance, employers with 30 or more
employees are tasked with striving for
an average vehicle ridership (AVR) of 2.2,
while developers are required to provide
additional TDM program strategies and
the achievement of a 2.2 AVR for nonresidential projects. This means for every five employees arriving to a worksite
alone by car, an additional six employees
must arrive at the worksite without a
vehicle. The recently formed GoSaMo
TMO, in collaboration with the City, will
continue to assist in the formation of
carpools and vanpools, promotion of
transit services, shifting trips to bicycling
and walking, making telecommuting
and alternative work schedules viable
to appropriate businesses and providing
information about local housing
opportunities to employees.
SANTA MONICA’S TDM
ORDINANCE
146
3 >> ACCESS AND MOBILITY
DOWNTOWN COMMUNITY PLAN
3.3E CREATE A DOWNTOWN THAT
ENJOYS THE RICHEST DIVERSITY OF
TRANSPORTATION OPTIONS
Downtown currently enjoys the most diverse
array of transportation options available in
Santa Monica and arguably the entire Westside.
What other locations allow you to arrive on
regional light rail and transfer to a pedicab or
a free electric on-demand mini-shuttle? New
services are exploding through private sector
and technology innovation, creating an even
richer transportation environment. The Plan
recommends continuing to expand transportation
options for people of all needs, abilities and
incomes. Downtown is uniquely positioned
to test new strategies, facilitate integration of
modes, and catalyze innovation to improve the
experience of mobility. The City of L.A. recently
proposed an Urban Mobility Strategy that looks
at “transportation happiness” which would
measure the convenience, quality and customer
experience of mobility. A reframing of mobility
efforts around the consumer, expanded choice
and creating a high-quality and seamless service
can help guide efforts to create Downtown’s
new model of mobility. Downtown is uniquely
positioned with a dynamic transportation
environment and technology cluster to refine
and adapt mobility to better serve customer
needs.
Prioritizing the Customer Experience
The meteoric rise of on-demand car services
revealed a latent demand for convenient
alternatives to driving alone that offer flexibility,
real-time communication, and integrated
payment. Public services have been moving in
that direction with real-time arrival information
and TAP cards, but slowly. Continued efforts to
integrate payment, communicate regularly and
accurately with customers, and tailor service can
increase use of options. The Plan encourages
ongoing public efforts to improve integrated
real-time information, cashless fare payment
and convenient services for the benefit of
travelers. Tools should help people understand
trade-offs of time, cost and emissions/efficiency.
Downtown can also develop goods delivery or
travel concierge help services to support multimodal travel. The TMO can play a role in mobility outreach and training.
Expo Line light rail at Downtown Santa Monica Station
147
3 >> ACCESS AND MOBILITY
CITY OF SANTA MONICA
Communications
Communication is essential to convey safety
and service information, including choices that
address varying user needs and languages.
Downtown should continue to update physical
signage and wayfinding that uses recognizable
images and symbols, along with the increase in
virtual communications. Signs can include real
time service displays and integrated providers
like Transit Screen that show multiple options
available nearby. With an increasing dependence
on smart phones, travelers who run out of power
will be like cars out of gas, and efforts should be
made to provide opportunities for recharging to
help people get on their way again.
Continue Expanding Travel Options
Many in the community have expressed support
for creating a circulator that provides a transit
option to get quickly from one end of Downtown
to the other, and particularly to the Expo Station.
A circulator would be helpful for new people
and those unable to walk long distances. It could
have its own unique look for easy identification,
such as a small bus or tram, or build upon existing
services like the Free Ride.
Metro has discussed a “Subway to the Sea” for
decades, although current projections show it
advancing only to the Veteran’s Administration
property in spite of studies that show significant
ridership. Downtown area residents would
benefit from the ability to connect to destinations
along Wilshire Boulevard. While Expo and a
Subway to the Sea appear close in Santa Monica,
they diverge quickly in West L.A. to serve very
distinct and physically separate areas. The Plan
encourages continued advocacy for the subway
to extend all the way to the sea, as well as
exploration of regional connections in the bay
such as a water-based ferry.
Car Services
Taxis and car services (Uber, Lyft, Hop/Skip/Drive,
GoGoGrandparent) serve various transportation
needs and provide people with choices. Santa
Monica should continue to work with regional
agencies and State‐regulated providers to
identify functional improvements, such as
creating more predictable pick‐up and drop‐off
locations, as well as identifying partnerships for
data sharing and subsidy for services that meet
unmet transportation needs.
Visusalization of a realtime parking availability signs. 148
3 >> ACCESS AND MOBILITY
DOWNTOWN COMMUNITY PLAN
3.3F. LEAD INNOVATION AND
STRATEGICALLY INCORPORATE
MEANINGFUL NEW TECHNOLOGIES
The list of new technologies impacting
transportation expands every day. Changes in
communications and technology are changing
the architecture of our transportation network,
even if the roadways still look the same. Being
able to anticipate the changes of tomorrow,
while still meeting the mobility needs of today
requires a focused goal to innovate. The DCP
outlines approaches to evaluate new mobility
technologies and actions to test, evaluate, and
strategically incorporate them.
And the need for change is imminent. Congestion
is draining people’s valuable time, health, income
and wellbeing and transportation contributes
65 percent of Santa Monica’s greenhouse gas
emissions. Downtown can lead Santa Monica’s
sustainable, safe, and healthy mobility future
by strategically engaging with new technology –
structuring incentives, projects and regulations
to encourage technologies that contribute to
community goals, and discouraging those that
don’t. Downtown’s residents, businesses and
visitors can be the biggest beneficiaries from
the economic, environmental and wellbeing
outcomes.
Using Data to Inform Change
Data is becoming increasingly available to
understand how people move and, in turn, help
them do so efficiently. Transit and Bike Share
systems across the country are already making
their data publicly available so developers
can use it to create the next “must-have” app.
Cellular phones and vehicle navigation systems
are creating private data about travel speed, trip
origins, destination, and flow that are available
for purchase. The Plan encourages integrating
these sources so they can be effectively used,
and transportation planners need to continue
working on systems that can standardize new
data across agencies and service providers. Data
can be a powerful tool once it is analyzed, and
once structures exist to effectively apply the
information to old areas of business.
Private and Public Sector Collaboration
The private sector is effecting the world of
transportation in new and more far-reaching
ways. They are creating new tools and services
automating existing functions and collecting more
information about how we travel. Government
and private sectors working together can create
a framework that merges commercial innovation
with civic goals such as effective options for the
working poor, reduced vehicle miles traveled
and roadway safety. Collaboration will also
help government establish appropriate rules
and practices. The Plan recommends regular
communication and flexible working groups to
engage and collaborate. Similar collaboration
across government agencies can increase the
effectiveness of public sector advocacy as well
as consistency across boundaries, which aids the
work of each agency.
Bicycle counter south of the Main Street Bridge.
149
3 >> ACCESS AND MOBILITY
CITY OF SANTA MONICA
Influencing Outcomes
New transportation options want to use the
public right-of-way, which is regulated for public
safety and in the public interest. In Downtown,
strategies to manage lanes and curb space in
the public right-of-way can be deployed as tools
to serve public goals and work toward desired
outcomes of affordability, diversity, sustainability
and access.
The area of the street adjacent to the curb is an
access zone. Space in the access zone is limited
and valuable – it supports sidewalk function,
and is required for buses, drop‐off, valet, shared
cars and bikes and loading. Access zones should
ensure that green, low‐impact and higher‐
capacity transportation modes have preferential
treatment such as bus and public shuttle,
consolidated valet, car and bike share, public
bike parking, and shared rides. They should also
protect pedestrians or provide complete street
features using elements such as vehicle parking,
bike parking corrals, bike share stations, and
parklets.
Vehicle Automation, Electrification and Sharing
Nowhere is the need for government and private
sector collaboration felt more strongly than
in the development of autonomous vehicles.
The private sector is jockeying through the
partnerships necessary to bring this technology
to market. How cities deploy and manage these
changes will make the difference between
whether it results in improved mobility or simply
increased congestion. The possible advantages
are in increased mobility for people living with
disability, reduced injury from roadway crashes,
increased roadway efficiency from smaller
vehicles and closer spacing, and reduced vehicle
ownership. Possible disadvantages are increased
commute distances, congestion, vehicle miles
traveled and associated greenhouse gas
emissions. Automation could also undermine
the transit networks that move people most
efficiently.
Vehicles are regulated by a complex landscape
of federal, state and local government. The
Plan recommends creating a transportation
planning team to carefully follow this regulatory
landscape, to identify strategic actions that can
support local goals (including incentives and/or
regulations), while also recognizing the need for
vehicle standards and rules that are consistent
state and nationwide. The focus should be
on strategies to and opportunities to create
an electrified, shared and transit-supportive
implementation that increases access for people
of all abilities and incomes.
Rapid advances are also being made in electric,
fuel cell and hybrid powertrain technology.
Regulations and climate change require
communities to proactively provide the
infrastructure to enable electric vehicle (EV)
adoption. Under new environmental legislation
15% of all new vehicles sold by manufacturers
must be zero- or near-zero emissions by 2025.
This would bring a significant increase of electric
vehicles within less than 10 years. Downtown
is an appropriate location to build out the EVcharging network.
Smart and Connected Community
Technologies such as wireless sensors, digital
government portals, crowd sourcing and mobile
phone apps create efficiencies across all sectors
of administration. As technologies and data
systems advance, Santa Monica city services will
be increasingly connected by smart technologies,
leading to new opportunities for innovation,
improved services and enhanced quality of life.
Santa Monica can harness these technologies
to benefit Downtown’s future. The Plan outlines
initial steps and recommends ongoing work in
local and regional partnerships to stay abreast of
this changing landscape.
A smart and connected city can use data to
understand where, how and why conditions or
events occur and develop more effective street
design solutions targeted to eliminate them.
Data will be an essential way that we collectively
manage and continually improve Downtown.
Finally, Downtown streets are conduits for digital
communications, fiber and connectivity tools
providing an accessible grid for city residents and
businesses that reduce the digital divide.
150
3 >> ACCESS AND MOBILITY
DOWNTOWN COMMUNITY PLAN
SMART AND CONNECTED
SANTA MONICA
The confluence of rapid advances in
communications, technology and data availability
are redefining mobility. New transportation
innovations include autonomous vehicles,
vehicle to vehicle and vehicle to infrastructure
communications, business deliveries by drone,
on-demand ridesharing, and microtransit.
Communication innovations make it possible to
plan travel on the spot.
The Downtown Community Plan is an opportunity
to ensure Santa Monica stakeholders prepare
for and adapt to these changes in a way that
is equitable, integrated, and supportive of
community values.
Many of these anticipated mobility changes will
rely on access to wireless communication and
smart phones. The City’s free Wi-Fi service, WiFiSM offers several free hot zones Downtown, including the Third Street Promenade, Ken
Edwards Square, and the Library. Anyone with
a smart phone can use free Wi-Fi to research,
work, update social networking accounts,
and enjoy the Santa Monica atmosphere and
cultural vibe. The City’s broadband, and securityfiltering appliances, in open spaces and public buildings, provides broad access to portable
devices without incurring the prohibitive
expense of costly cellular data plans. This in
turn provides access to travel and traveler
information.
The City must plan to provide opportunities
for people to get information publically at
all hours with and without smart phones.
Downtown Santa Monica should still provide
mobility information to guide people whose
phones run out of power, who don’t have
them, or who speak different languages. For
example, Link NYC provides fast, free wifi, in
parallel with access to city services and maps
that provide graphic, easy to understand
information. Link NYC also provides device
charging at kiosks on the sidewalk.
This plan starts to rethink our use the
right of way - both above and below the
ground – to balance the needs of people
travelling, enjoying the street itself, and
the data infrastructure and access points.
As we continue to rely more heavily on
technology, we can work to ensure our
streets are packed with assets that allow
smart mobility, while continuing to ensure
diverse people, goods, and information can
flow freely along and across Downtown
streets.
Information availability makes mobility choices easier
than ever before
Autonomous vehicles on busy downtown streets
151
3 >> ACCESS AND MOBILITY
CITY OF SANTA MONICA
3.3G. COMPLETE, HIGH‐QUALITY AND
SAFE STREETS FOR ALL MODES
The Complete Streets movement, which seeks
to reverse decades of street design that catered
predominantly to the needs of motorists at the
expense of others, has begun to gain momentum
in the United States. This new approach to street
design ensures that transportation planners and
engineers consistently design and operate roads
for all users including bicyclists, transit riders,
pedestrians of all ages and abilities and drivers.
This results in streets that are safer, more livable
and welcoming to everyone.
Santa Monica is committed to Complete Streets,
yet some streets are still uncomfortable for
vulnerable users and each year people are
involved in fatal crashes. The Plan seeks to design
streets and intersections and manage vehicle
speeds so that they are appealing to people
regardless of their mode of travel and to support
efforts to achieve Vision Zero – the community
strategy of eliminating all traffic fatalities and
severe injuries, while increasing safe, healthy,
equitable mobility for all. A complete streets
approach underlies the Signature Sidewalks
strategies in Chapter 2. Additionally, efforts to
increase “person capacity” through bike lanes,
transit facilities and pedestrian improvements
are essential to the Complete Streets approach.
Manage Vehicle Speed for Safety and Efficiency
Downtown can emphasize safety through vehicle
speed management by designing streets to
meet target speeds of 20 to 25 miles per hour
or less. Lower vehicle speeds result in fewer
severe crashes while providing operational
benefits for automobiles. Many people believe
that lower speeds result in more congestion,
but in most instances this is not true. The stop‐
and‐go nature of urban driving, combined with
the limits of intersection capacity, results in an
optimum urban street capacity at a speed of
approximately 20‐25 mph. Speed limits in excess
of 25 mph should be evaluated to assess the
trade‐offs between travel time and safety.
Intersections
Intersections are the most common location
for crashes. Designs should provide space for
everyone waiting, especially in areas of high
peak demand, and increase the visibility of
those on foot and bike. Intersections should
have generous visible crosswalks and, where
appropriate, have bulb‐outs and medians to
shorten pedestrian crossing times and serve as
refuge areas. Reducing vehicle and pedestrian
conflicts may also include programming traffic
signals with leading pedestrian intervals to give
pedestrians a head start to cross the intersection.
INTERSECTION ‘SCRAMBLES’
“All way” crossings that stops all vehicular
traffic and allows pedestrians to cross in
every direction, including diagonally, at the
same time is called a pedestrian scramble.
Pedestrian scrambles move many
pedestrians at once across heavily-used
intersections by simplifying operations,
decreasing vehicle turning delays and
increasing safety for all by completely
separating vehicles and pedestrians.
Pedestrian scrambles at intersections of
2nd and 4th Streets between Wilshire
Boulevard and Colorado Avenue, and the
intersections of Ocean/Colorado Avenues,
and 3rd Street/Wilshire Boulevard were
installed in Summer 2016.
152
3 >> ACCESS AND MOBILITY
DOWNTOWN COMMUNITY PLAN
3.3H. CAREFULLY MANAGE PARKING AS
PART OF THE TRANSPORTATION SYSTEM
The Plan seeks to manage the overall Downtown
parking supply by providing the right amount of
parking at the right price to serve the needs of
people living, working and visiting Downtown.
This will be achieved by continuing the emphasis
on shared parking, expanding the in‐lieu fee
district and pricing strategies.
Downtown parking should be actively managed,
in terms of availability, price and maintenance.
On and off-street parking data can be regularly
reviewed and adjustments made to encourage
efficient use. Ensuring that parking facilities are
maintained, well-lit, attractively designed, clearly
designated with signs, and located to reduce
traffic congestion can help improve sharing
and efficient utilization. As a valuable resource
for Downtown, parking should be managed to
discourage use as Park and Ride for Expo riders.
Expanding Shared Parking Opportunities
Parking construction is not the only way to
increase supply. With thousands of existing private
parking spaces Downtown, the Plan seeks to
unlock these spaces which remain underutilized
even during peak periods. Encouraging private
parking lots to open to the public at market rates
during evenings and weekends by displaying
City‐issued signs can increase supply without the
major public capital investment required to build
new parking. Districtwide valet parking can also
increase parking supply with benefits to users
and businesses alike.
In order to encourage more shared parking,
the Plan anticipates continued outreach to
private property owners as well as permitting
pathways that facilitate opening parking spaces
to additional use during underutilized periods.
The Plan recommends a detailed evaluation of
operational needs to do this work consistently
and effectively such staffing, insurance,
communications, or hardware and software.
The goal will be to encourage private property
owners to provide public parking spaces that
are seamlessly incorporated into the City’s
shared public parking network so they can be
dynamically used and managed.
Public parking structure #6.
153
3 >> ACCESS AND MOBILITY
CITY OF SANTA MONICA
Pricing adjustment effectively manages the
utilization of parking, incentivizing behavior,
such as parking close to retail for short periods
and parking further away for longer periods by
charging lower rates at peripheral locations. City
policies allow flexibility for varying parking fees
to better distribute usage between central and
peripheral parking. The DCP supports regular
evaluation of parking pricing. New technology
installed in structures can help the City react to
situations and continually redirect people parking
to more available facilities, using variable pricing
as an incentive as needed.
Additional public parking may be negotiated Illustration 3.12 Parking Structure Locations through development agreements to develop
public parking on private property that would
then function as part of the City’s public parking
network. This could involve agreements to
finance and privately build parking that operates
as part of the overall public network or a model
for partnership, like Parking Structure #9. These
spaces consider over-concentration that could
degrade the pedestrian environment and tax
the vehicle network, and the need for spaces as
mobility options change.
Parking Management and Pricing
The City consistently surveys and monitors
occupancy of its parking resources. Ongoing
monitoring is important to manage use and
maximize the value of this resource. Five
Downtown structures have occupancies above
85% at various times throughout the day, with
at least one consistently approaching 100%
capacity on a regular basis (see Table 3.2 Parking
Occupancy Rates, July 2015). This level is above
optimal and future efforts will need to consider
how to redistribute demand so drivers can park
in lots with more availability on the periphery
of Downtown. This option will receive priority
consideration as part of the Gateway Master
Plan.
154
3 >> ACCESS AND MOBILITY
DOWNTOWN COMMUNITY PLAN
GATEWAY MASTER PLAN
The DCP process identified the capping of the
Santa Monica Freeway adjacent to Downtown
as an opportunity for further exploration. A
comprehensive planning effort that evaluates
the unique access, site configuration and
circulation challenges and opportunities to
better link the Downtown to the Civic Center
through a series of landscaped pathways and
road connections is the next step. The study
area includes the area between Colorado
Avenue and the I-10 freeway from Ocean
Avenue to 7th Street. These sites are currently
home to the Expo Downtown terminus
station at 4th Street and Colorado Avenue,
the Wyndham Hotel and Sears building. This
planning effort will be an open process, and
include participation from the community,
land owners and decision-makers as priorities
for the area are refined.
Community discussion to date has shown
a desire for extra planning efforts achieve
improved circulation, and provide amenities
such as open space, shared parking and
preservation of historic structures.
The Gateway Master Plan will coordinate with
the DCP for regulation of land use and zoning.
They will also coordinate the ongoing 4th/
Colorado Station Site Studies (4CO) project
for the technical and feasibility analysis for
working with Caltrans and addressing freeway
bridging, capping, and off-ramp relocation. The
4CO work will underlie the urban design, land use
and policy processes of the Gateway Master Plan.
Opportunities for connections, open space and
pathways to be explored in the Gateway
Master Plan include:
• New connections through the transitoriented 4CO site adjacent to the Expo station
• New signalized intersection(s) to facilitate
vehicle circulation in the vicinity of the
4CO and BBB sites
• New connection through the BBB site to
link 5th Street to 6th Street
• Additional connections across the freeway
between the 4th Street and Main Street
bridges, including potential coordination
with the 4CO and Sears sites
• Landscaped space for passive and
organized recreation
Entering the city from this key location should
become an experience that reflects the City’s
values of community, sustainability and pride
of place.
The Colorado Esplanade is an example of
advance planning that synthesizes circulation,
multi-modal transportation and urban design
for placemaking and station access. The
Gateway Master Plan should invite similar
exceptional design and pride of place to
the station area, making circulation legible,
efficient and safe for everyone.
of the
BBB Site
4CO Site
(including
Comma Bldg)
Sears
Site
Wyndham
Hotel
Property
COLORADO AVENUEOLYMPIC DRIVE
4TH STREET
MAIN STREET
OCEAN AVENUE
5TH STREET
7TH STREET
Illustration 3.13 Potential New Connections,
Open Space and Pathways
155
3 >> ACCESS AND MOBILITY
CITY OF SANTA MONICA
Goal AM1: People come first in Downtown.
Streets are designed and operated so
that people want to walk because it feels
enjoyable, social, comfortable and safe.
Policy AM1.1 Expand the capacity of walking
infrastructure to promote safety, encourage first/
last mile connections and create an exceptional
walking experience.
◊ Action AM1.1A Design and manage sidewalks
to accommodate multiple pedestrians
walking together. Consolidate or remove
street furniture and other infrastructure to
expand capacity.
Lead Agency: PW
Supporting Agencies: PCD, DTSM
Timeframe: Short‐Term
◊ Action AM1.1B Require frontage line setbacks
on private property to expand usable space
for people walking.
Lead Agency: PCD
Timeframe: Short-Term
◊ Action AM1.1C Widen sidewalks to
accommodate changing pedestrian demand.
Lead Agency: PCD
Supporting Agencies: PW, Caltrans
Timeframe: Long‐Term
ACCESS AND MOBILITY - GOALS, POLICIES, AND ACTIONS
◊ Action AM1.1D Make operational changes at
driveways and intersections to accommodate
changing pedestrian demand.
Lead Agency: PCD
Supporting Agency: PW
Timeframe: Short-Term
◊ Action AM1.1E Regularly collect and evaluate
information about people walking Downtown.
Lead Agency: PCD
Supporting Agency: DTSM
Timeframe: Short-Term
Policy AM1.2 Enhance the comfort and safety
of sidewalks and intersections in Downtown for
people of all ages and abilities.
◊ Action AM1.2A Establish street design criteria
that provide buffers that protect people from
vehicle traffic using tools such as parking, bike
lanes, street trees, street furniture, etc.
Lead Agency: PCD
Supporting Agencies: DTSM, PW
Timeframe: Mid‐Term
◊ Action AM1.2B Install pedestrian scaled
lighting in phases throughout Downtown.
Work with property owners to provide
complementary sidewalk and alley
illumination.
Lead Agencies: PW, PCD
Supporting Agency: DTSM
Timeframe: Mid‐Term
◊ Action AM1.2C Modify signals or turn
restrictions to facilitate pedestrian access and
reduce vehicle conflicts such as:
• Implement leading pedestrian interval
signalization
• Extend the crossing time for seniors and
people living with disabilities
• Eliminate yielding left turns
Lead Agency: PCD
Supporting Agency: PW
Timeframe: Mid‐Term
◊ Action AM1.2D Program signals throughout
Downtown to provide the ‘walk’ indication
without having to push the button.
Lead Agency: PCD
Timeframe: Short-term
◊ Action AM1.2E Develop protocols for
minimizing temporary disruption of sidewalks
and bikeways.
Lead Agencies: PW, PCD
Supporting Agency: DTSM
Timeframe: Short-Term
◊ Action AM1.2F Provide direct and wellmarked alternative routes when closures are necessary.
Lead Agencies: PW, PCD
Supporting Agency: DTSM
Timeframe: Ongoing
156
3 >> ACCESS AND MOBILITY
DOWNTOWN COMMUNITY PLAN
Policy AM1.3 Encourage people to walk
throughout Downtown to explore its range of
uses and activities that complement the Third
Street Promenade.
◊ Action AM1.3A Promote walking in
Downtown as a recreational and social
activity, linked to wellbeing and the district’s
unique experience, in marketing materials.
Lead Agency: DTSM
Supporting Agencies: PCD, SMTT, CCS
Timeframe: Short-Term
◊ Action AM1.3B Create pedestrian wayfinding
throughout Downtown that identifies
points of interest and major transportation
connections.
Lead Agency: PCD
Supporting Agencies: PW, DTSM
Timeframe: Short-Term
◊ Action AM1.3C Identify and promote walking
paths and programs in Downtown, such as
historic walking tours, fitness walks, Safe Routes
for Seniors and other activities.
Lead Agency: DTSM
Supporting Agencies: PCD, SMTT, CCS
Timeframe: Short‐Term
◊ Action AM1.3D Incorporate Downtown into
open streets events to encourage walking and
biking.
Lead Agency: CCS/PCD
Supporting Agencies: Police, Fire, PW, DTSM
Timeframe: Mid‐Term
◊ Action AM1.3E Locate and design open spaces
and public art to provide visual interest and
human scale landmarks to encourage walking.
Lead Agency: CCS
Supporting Agencies: DTSM, PCD, PW
Timeframe: Mid‐Term
◊ Action AM1.3F Develop an improvement
program for the Third Street Promenade that
maintains its iconic role in the Downtown.
Lead Agencies: PW, DTSM
Supporting Agencies: PCD, CCS, HED
Timeframe: Mid‐Term
◊ Action AM1.3G Pilot creative physical
installations and activities that surprise and
delight people walking, such as parklets.
Lead Agency: PCD
Supporting Agencies: DTSM, PW, Police
Timeframe: Mid-Term
Policy AM1.4 Complete streets is the guiding
principle for all changes on public streets and
sidewalks. Complete streets support multiple
needs including placemaking, multi-modal
mobility, sustainability, emergency access, social
gathering and economic strength.
◊ Action AM1.4A Develop and maintain great
new public places, city streets and sidewalks
that convey the identity of the Downtown,
consistent with ‘Pathways and Public Spaces’
chapter.
Lead Agency: PCD
Supporting Agencies: Police, PW, CCS, HED
Timeframe: Long‐Term
◊ Action AM1.4B Require new construction and
public right-of-way maintenance projects to
reduce redundant equipment and to design
solutions that meet multiple user needs with
a priority on roadway users.
Lead Agency: PW
Supporting Agencies: PCD, DTSM
Timeframe: Long‐Term
◊ Action AM1.4C Invest in amenities, including
seating, water fountains, pet watering
stations, and landscaping and publicly
accessible bathrooms.
Lead Agency: PW
Supporting Agency: DTSM
Timeframe: Long‐Term
◊ Action AM1.4D Develop a data-driven
methodology for evaluating trade-offs
specific to downtown street design decisions,
including consideration of person-capacity,
safety and quality of experience.
Lead Agency: PCD
Supporting Agencies: PW, BBB, HED, Police
Timeframe: Mid‐Term
◊ Action AM1.4E Coordinate projects so that
when a street is resurfaced, improvements
called for in City policy documents are
incorporated.
Lead Agency: PW
Supporting Agency: PCD
Timeframe: Short-Term
157
3 >> ACCESS AND MOBILITY
CITY OF SANTA MONICA
Goal AM2: Downtown is renowned for
mobility options and low Single Occupancy
Vehicle (SOV) travel, particularly during
peak periods. Downtown achieves 65% of
commute trips and 50% of non‐commute
trips by modes other than SOV.
Policy AM2.1 Reduce employee SOV commute
trips to Downtown through the City’s TDM
program.
◊ Action AM2.1A Expand employer TDM
education, outreach and program auditing.
Lead Agencies: PCD, TMO
Supporting Agencies: DTSM, BBB, Metro, Bike
Center, Breeze, SCAQMD
Timeframe: Ongoing
◊ Action AM2.1B Expand GoSaMo
Transportation Management Organization
(TMO) to market and promote trip reduction
programs, policies, products, and services,
and develop a sustainable long-term
operations plan.
Lead Agency: PCD
Supporting Agencies: OOC, DTSM
Timeframe: Short-Term
◊ Action AM2.1C Create partnerships with
employers, organizations and service providers
to increase transit ridership.
Lead Agency: PCD
Supporting Agencies: DTSM, BBB, Metro, TMO
Timeframe: Short‐Term
◊ Action AM2.1D Promote and facilitate the
utilization of ride matching platforms to
support carpooling and vanpooling.
Lead Agency: PCD, TMO
Supporting Agencies: DTSM, Metro
Timeframe: Short‐Term
◊ Action AM2.1E Develop a platform to monitor
the performance of employer TDM programs
and mode share to identify what works,
and identify new opportunities to fill gaps,
such as a regional commuter service. Track
performance of employee non-SOV travel
annually.
Lead Agency: PCD, TMO
Supporting Agency: DTSM
Timeframe: Mid-Term
◊ Action AM2.1F Require all new development
to implement 100 percent employee
transportation allowance programs.
Lead Agency: PCD
Supporting Agencies: Metro, BBB, TMO
Timeframe: Short-Term
Policy AM2.2 Increase visitors and customers
using active, public and sustainable travel modes.
◊ Action AM2.2A Develop a framework for
regularly collecting and evaluating visitor and
customer travel mode share data.
Lead Agency: PCD
Supporting Agencies: DTSM, BBB, Other service
providers (e.g., Free Ride, Taxis, Metro, Uber, Lyft)
Timeframe: Mid-Term
◊ Action AM2.2B Develop protocol to require
events to provide bike valet, coordinate
shared ride access, encourage transit use,
and promote easy access for pedestrians and
bicyclists.
Lead Agency: PCD
Supporting Agencies: DTSM, HED, CCS
Timeframe: Short‐Term
◊ Action AM2.2C Encourage the provision of
visitor and customer‐focused incentives for
non-SOV travel with increased incentives for
the busiest times in Downtown.
Lead Agency: PCD, TMO
Supporting Agencies: DTSM, HED
Timeframe: Mid-Term
Dance on Ocean Ave.
158
3 >> ACCESS AND MOBILITY
DOWNTOWN COMMUNITY PLAN
◊ Action AM2.2D Develop and implement
strategies and marketing for regional and
long-distance mobility options to visitors.
Promote Santa Monica’s public transit
accessibility to other Los Angeles attractions,
and bike-friendly environment.
Lead Agency: PCD
Supporting Agencies: DTSM, SMTT, BBB, Metro
Timeframe: Short‐Term
◊ Action AM2.2E Integrate active living and wellbeing into Downtown’s mobility marketing.
Lead Agency: PCD
Supporting Agencies: DTSM, Metro, SMTT
Timeframe: Short‐Term
◊ Action AM2.2F Refine consumer marketing
messages targeted at youth and senior travel
through the GoSaMo consumer marketing
programs.
Lead Agency: PCD
Supporting Agency: DTSM
Timeframe: Short-Term
◊ Action AM2.2G Facilitate “seamless” journey
combinations between travel modes and
overlapping options to meet many user needs.
Look at virtual and physical integration, open
data, services and products.
Lead Agency: PCD
Supporting Agencies: Metro, BBB, Service Provers
Timeframe: Mid-Term
◊ Action AM2.2H Equip Downtown Santa
Monica, Inc. ambassadors to provide robust
travel and mobility information.
Lead Agency: DTSM
Supporting Agency: PCD
Timeframe: Short-Term
Policy AM2.3 Expand TDM programs for resident
access and mobility options Downtown.
◊ Action AM2.3A Require all new development
to implement 100 percent resident
transportation allowance programs.
Lead Agency: PCD
Supporting Agencies: Metro, BBB, TMO
Timeframe: Short‐Term
◊ Action AM2.3B Develop requirements for
the provision of shared mobility facilities in
developments such as car share, bike share
and ride share.
Lead Agency: PCD
Supporting Agency: DTSM
Timeframe: Short‐Term
◊ Action AM2.3C Require development projects
to support multi‐modal public infrastructure,
implement project TDM measures, pay
development impact fees, and provide
additional circulation benefits.
Lead Agency: PCD
Supporting Agencies: PW, BBB, PW, TMO
Timeframe: Ongoing
Goal AM3: People in vehicles experience
improved reliability and predictability while
traveling on Downtown streets.
Policy AM3.1 Move people efficiently and safely
in Downtown, prioritizing trips that start and/or
end in Downtown over those that use Downtown
as a through route.
◊ Action AM3.1A Maintain updated traffic
signal technology including Advanced Traffic
Management Systems (ATMS), traffic signals
and controllers, and active management
practices that support predictable flow.
Lead Agency: PCD
Supporting Agency: PW
Timeframe: Short‐Term
Downtown Mobility Workshop, 2016
159
3 >> ACCESS AND MOBILITY
CITY OF SANTA MONICA
◊ Action AM3.1B Establish Traffic Management
Center operations protocol during peak
periods and events to better manage traffic,
prioritize transit service, and provide incident
response.
Lead Agency: PCD
Supporting Agencies: Police, PW
Timeframe: Mid‐Term
◊ Action AM3.1C Manage vehicle speeds
through design and enforcement.
Lead Agency: PCD
Supporting Agency: Police
Timeframe: Short-Term
◊ Action AM3.1D Capture and share real time
information for parking, transit, bike share,
car share, and traffic conditions.
Lead Agency: PCD
Supporting Agencies: PW, DTSM
Timeframe: Mid‐Term
◊ Action AM3.1E Install signs to encourage
use of Lincoln Boulevard as an entry into
Downtown to relieve pressure on congestion
points.
Lead Agency: PCD
Supporting Agencies: PW, DTSM, Caltrans
Timeframe: Short‐Term
◊ Action AM3.1F Evaluate Resource Recovery
and Recycling pick up timing in relation to
peak traffic hours.
Lead Agency: PW
Supporting Agency: PCD
Timeframe: Mid‐Term
◊ Action AM3.1GReview and revise commercial
delivery policy.
Lead Agency: PCD
Supporting Agencies: DTSM, Police
Timeframe: Mid‐Term
◊ Action AM3.1H Implement Council direction
to reinvest a portion of public parking revenues
into sustainable mobility options including
transit, walking, biking and electric ridesharing.
Lead Agency: PCD
Supporting Agencies: DTSM, FIN
Timeframe: Short‐Term
Policy AM3.2 Increase “person capacity” of the
roads to move people more efficiently, especially
during special events and peak periods. Seek to
maintain public transit performance during peak
times.
◊ Action AM3.2A Develop and deploy special
management protocols during special events
and peak periods, and collect data to inform
operations.
Lead Agency: PCD
Supporting Agencies: DTSM, PW, Police, BBB
Timeframe: Short‐Term
◊ Action AM3.2B Maintain bicycle, pedestrian
and transit facilities and pursue additional
dedicated lanes/facilities during special
events and peak periods, and collect data to
inform operations.
Lead Agency: PCD
Supporting Agencies: Police, DTSM, BBB, PW
Timeframe: Short‐Term
◊ Action AM3.2C Use parking pricing and access
tools to manage vehicle behavior for special
events and peak periods.
Lead Agency: PCD
Supporting Agency: Police
Timeframe: Short‐Term
Policy AM3.3 Reduce gaps in the circulation grid
along Downtown’s I‐10/PCH edges to improve
connections to the Civic Center and Beach.
◊ Action AM3.3A Create a Gateway Master
Plan that examines feasibility of full or partial
freeway capping to increase public space and
improve mobility, connectivity, and multi‐
modal transit access through new streets and
pathways, including:
• Connections through the publicly-owned
site adjacent to the Downtown Expo
station
• Signalized crossings on 4th and 5th Streets
• Freeway crossings between Ocean
Avenue and Lincoln Boulevard.
Lead Agency: PCD
Supporting Agencies: PW, CCS, BBB, Caltrans
Timeframe: Short‐Term
160
3 >> ACCESS AND MOBILITY
DOWNTOWN COMMUNITY PLAN
◊ Action AM3.3B Pursue realignment of the
Fourth Street off ramp with Olympic Drive.
Lead Agency: PCD
Supporting Agencies: PW, Caltrans
Timeframe: Short‐Term
◊ Action AM3.3C Study Lincoln Boulevard I‐ 10/
PCH interchange improvement options.
Lead Agency: PCD
Supporting Agencies: PW, Caltrans
Timeframe: Mid‐Term
◊ Action AM3.3D Improve pedestrian and bike
facilities on the Main Street, Fourth Street
and Lincoln Boulevard bridges.
Lead Agency: PCD
Supporting Agencies: PW, Caltrans
Timeframe: Short‐Term
◊ Action AM3.3E Monitor conditions on
Olympic Drive and consider peak hour or
permanent use of curb lanes for vehicle
traffic between 4th Street and Ocean Avenue
to create additional east and westbound
through‐lanes.
Lead Agency: PCD
Supporting Agencies: PW, Police
Timeframe: Short‐Term
Policy AM3.5 Maximize the use of existing
parking to address parking needs and avoid
development of excess parking contributing to
vehicle congestion.
◊ Action AM3.5A Require shared parking be
open to all drivers, regardless of whether
they are destined for a building, with the same
parking prices, restrictions and privileges
as building occupants. Pursue mechanisms
to address management, zoning ordinance
changes, signage, access controls and overall
integration of parking on private property
with City-owned parking facilities.
Lead Agency: PCD
Supporting Agencies: DTSM, HED
Timeframe: Mid-Term
◊ Action AM3.5B Develop a handbook for
private property representatives about
how to create publicly-available parking
that addresses revenue control equipment
function, pedestrian access, payment options,
utilization tracking and differentiation by user,
real‐time data and signage.
Lead Agency: PCD
Supporting Agencies: HED, DTSM
Timeframe: Short‐Term
Policy AM3.4 Reduce vehicle miles traveled for
Downtown trips, and direct vehicles destined for
Downtown to available parking as efficiently as
possible.
◊ Action AM3.4A Install dynamic parking
wayfinding that directs drivers to available
spaces efficiently, with signage located at
all highway and major boulevard entrances
Downtown.
Lead Agency: PCD
Supporting Agencies: PW, DTSM
Timeframe: Short‐Term
◊ Action AM3.4B Provide services for short
distance trips to/from and within Downtown
such as bike share, shuttle, transit and shared
valet.
Lead Agency: PCD
Supporting Agencies: DTSM, BBB
Timeframe: Short‐Term
161
3 >> ACCESS AND MOBILITY
CITY OF SANTA MONICA
◊ Action AM3.5C Identify what management
systems are needed to maximize shared
parking. Identify options, estimate staff and
resources needs, and propose a strategy
that can increase the efficient use of existing
parking.
Lead Agency: PCD
Supporting Agency: DTSM
Timeframe: Short‐Term
◊ Action AM3.5D Re-evaluate private property
parking guidelines after 1,500 new parking
spaces have been approved.
Lead Agency: PCD
Timeframe: Ongoing
Policy AM3.6 Use pricing, concentration, time
restrictions, and location as tools to manage
vehicle congestion in Downtown and make
Downtown accessible for short-term users.
◊ Action AM3.6A Establish demand-sensitive
variable parking pricing, time limits and
marketing.
Lead Agency: PCD
Supporting Agency: DTSM
Timeframe: Short‐Term
◊ Action AM3.6B Encourage use of convenient
parking for short-term use through pricing
and time restrictions, including installation of
meters on 6th and 7th Streets.
Lead Agency: PCD
Timeframe: Short‐Term
◊ Action AM3.6C Enable the phased
development of up to 800 public parking
spaces in peripheral locations to address
future demand without incentivizing
additional vehicle trips Downtown.
Lead Agency: PCD
Supporting Agencies: PW, FIN, HED
Timeframe: Short‐Term
◊ Action AM3.6D Evaluate pricing impacts on
vehicle congestion especially during peak
periods.
Lead Agency: PCD
Supporting Agency: DTSM
Timeframe: Ongoing
◊ Action AM3.6E Pursue using the increased
revenue generated as parking fees rise to
exclusively fund transportation improvements
Downtown.
Lead Agency: PCD
Supporting Agencies: DTSM, FIN
Timeframe: Ongoing
◊ Action AM3.6F Develop coordinated
marketing of transportation options and
parking pricing for Downtown and the beach
in order to facilitate public access.
Lead Agency: PCD
Supporting Agencies: DTSM, CCS
Timeframe: Short-Term
◊ Action AM3.6G Publicly provided parking
shall be built entirely outside of the Bayside
Conservation District, including building
sites that are partially within the District.
Replacement of public parking spaces may
be included in the 4th/5th Arizona site before
the existing parking is removed.
Lead Agency: PCD
Timeframe: Ongoing
◊ Action AM3.6H Pursue the reduction of
600 public parking spaces in the Bayside
Conservation District by 2027.
Lead Agency: PCD
Timeframe: Long‐Term
162
3 >> ACCESS AND MOBILITY
DOWNTOWN COMMUNITY PLAN
Policy AM3.7 Manage curb space to increase
transportation options, prioritize shared and
public transit, and strategically allocate this
valuable resource.
◊ Action AM3.7A Develop a coordinated
curbside management strategy that prioritizes
sustainable and high capacity mobility modes
and addresses:
• Flexibility to respond to unique situations
like the Expo station, and priority for
sustainable and high capacity mobility
modes.
• Curb space for new mobility modes such
as bike corrals, ride sharing, EVs, car share
and shuttles.
• Taxi stand and rideshare drop-off and
pick-up locations near major destinations.
Monitor performance and revise periodically
to address changing demand.
Lead Agency: PCD
Supporting Agencies: Police, BBB, Metro, PW
Timeframe: Short‐Term
◊ Action AM3.7B Enforce passenger loading
regulations to reduce conflicts with public
transit and other road users. Review off-street
passenger loading requirements as demands
change.
Lead Agency: PCD
Supporting Agency: Police
Timeframe: Short‐Term
◊ Action AM3.7C Limit on‐street commercial
loading to early morning hours if alley‐
accessed loading is not sufficient. Enforce
regulations limiting double parking of delivery
vehicles in the travel lanes and bicycle lanes.
Lead Agency: PCD
Supporting Agencies: DTSM, Police
Timeframe: Short‐Term
◊ Action AM3.7D Pursue and encourage
coordinated valet services to be pursued by
2018.
Lead Agency: DTSM
Supporting Agencies: PCD, Police
Timeframe: Short‐Term
◊ Action AM3.7E Pilot test smaller delivery
vehicles and/or human powered transport,
including cargo bikes, for goods distribution.
Lead Agency: PCD
Supporting Agency: DTSM
Timeframe: Mid‐Term
Goal AM4: Downtown is an outstanding
hub of local and regional mobility, providing
an excellent experience for all customers
travelling there.
Policy AM4.1 Provide diverse and connected
high‐ quality mobility options for all users in
Downtown and maximize the utility of the rail
line beyond the half-mile mile radius.
◊ Action AM4.1A Expand and diversify GoSaMo
outreach and marketing efforts to increase
awareness and sustained utilization of
mobility options, and leverage investments in
facilities and services.
Lead Agency: PCD
Supporting Agencies: OOC, TMO, DTSM, SMTT
Timeframe: Ongoing
◊ Action AM4.1B Provide bike share, car share,
car‐pool and van‐pool, shared rides, shuttle
and transit service, in Downtown, in locations
that are visible and identifiable.
Lead Agency: PCD
Supporting Agencies: DTSM, BBB
Timeframe: Short‐Term
◊ Action AM4.1C Study the feasibility of a
circulator that serves short-distance trips
at a competitive price and service level by
2019 that addresses the needs of residents
accessing Downtown.
Lead Agency: PCD
Supporting Agencies: DTSM, SMTT
Timeframe: Short‐Term
◊ Action AM4.1DDevelop an appealing mobility
options map for Downtown coordinated with
the wayfinding system.
Lead Agency: PCD
Supporting Agencies: PW, DTSM
Timeframe: Short‐Term
163
3 >> ACCESS AND MOBILITY
CITY OF SANTA MONICA
◊ Action AM4.1E Update City policies and
procedures regarding transportation for hire
services (taxi, pedicab, etc.). Prioritize low
and no-emission vehicles, shared rides and
transit connections.
Lead Agency: PCD
Supporting Agency: DTSM
Timeframe: Short‐Term
◊ Action AM4.1F Develop uniform guidance on
street maintenance, design, and operations
that encourages human-scaled streets for
walking and biking (i.e. modified vehicles and
substations for service, integrated equipment,
scheduling).
Lead Agency: PCD
Supporting Agency: PW
Timeframe: Mid‐Term
◊ Action AM4.1G Integrate smart and
connected infrastructure into the streetscape,
such as having mobile device charging and
interactivity portals in street furniture or EV
charging stations.
Lead Agency: PW
Supporting Agencies: PCD, DTSM
Timeframe: Long‐Term
◊ Action AM4.1H Pursue creation of a Santa
Monica resident transportation pass or credit
usable for select mobility services and parking
access Downtown, especially during off-peak
periods.
Lead Agency: TMO
Supporting Agency: DTSM
Timeframe: Mid‐Term
Policy AM4.2 Maintain Downtown as a hub of
public transit in Santa Monica with excellent
connections locally and regionally.
◊ Action AM4.2A Maintain bus stops in
locations that encourage ridership, support
system operations and reduce delays from
stopping and loading. Incorporate concerns
of seniors, disabled and transferring riders.
Lead Agency: BBB
Supporting Agencies: PCD, Police, Metro, PW
Timeframe: Short-Term
◊ Action AM4.2B Provide bus stops with real‐
time arrival signs, better seating and lighting.
Consider additional rider amenities such as
charging and destination information.
Lead Agency: BBB
Supporting Agencies: PW, Metro
Timeframe: Mid‐Term
◊ Action AM4.2C Prioritize public transit.
Pursue operational improvements that make
public transit convenience, cost and time
competitive such as:
• Bus queue jumps at intersections
• Stop relocations
• Curb extensions
• Transit signal priority for bus and
emergency vehicles
• Dedicated lanes in high demand and
service corridors
• Targeted enforcement of lanes and stops
so buses can operate effectively
• Layover zones that minimize vehicles
miles.
Lead Agency: PCD
Supporting Agencies: PW, BBB, Metro
Timeframe: Mid‐Term
◊ Action AM4.2D Adjust dedicated bus lanes and
facilities to align with highest demand BBB
service areas, such as 4th Street. Consider
providing BBB service on Lincoln Boulevard in
the Downtown area.
Lead Agency: BBB
Supporting Agency: PCD
Timeframe: Mid‐Term
◊ Action AM4.2E Pursue the siting of a Metro
rider relief application center in Downtown
to facilitate applications for reduced transit
fares.
Lead Agency: BBB
Supporting Agencies: Metro, PCD
Timeframe: Mid‐Term
164
3 >> ACCESS AND MOBILITY
DOWNTOWN COMMUNITY PLAN
◊ Action AM4.2F Pilot new fare payment
technologies and integrated payment options
to increase transit convenience.
Lead Agency: BBB
Supporting Agencies: Metro, PCD
Timeframe: Mid‐Term
◊ Action AM4.2G Prioritize bus connectivity
between Downtown and other Santa Monica
residential neighborhoods.
Lead Agency: BBB
Timeframe:
Policy AM4.3 Provide a robust bicycle network
in Downtown that is comfortable for riders of
diverse ages and abilities.
◊ Action AM4.3A Eliminate bicycle network
gaps in Downtown including Broadway bike
lane west of 6th Street and connections to the
Expo Light Rail station. Give special attention
to bikeways for residents to and from popular
Downtown destinations.
Lead Agency: PCD
Supporting Agency: PW
Timeframe: Short‐Term
◊ Action AM4.3B Create protected bike facilities
on the west side of Ocean Avenue extending
beyond the Downtown Community Plan area,
2nd Street and Broadway and along pathways
that connect residents to popular Downtown
destinations such as the library and farmers’
market. Install the first pilot segment in 2018.
Lead Agency: PCD
Supporting Agencies: PW, Police
Timeframe: Short‐Term
◊ Action AM4.3C Clarify state law regarding
bicycle riding in dedicated bus only lanes for
consistency with area local agencies.
Lead Agency: CAO
Supporting Agency: PCD
Timeframe: Short‐Term
◊ Action AM4.3D Increase enforcement of bike
lane blockage by valet and delivery vehicles.
Lead Agencies: Police, PCD
Timeframe: Short-Term
◊ Action AM4.3E Create consolidated bike
parking to meet growing demand, including
service facilities like the Bike Center, and bike
parking corrals to preserve sidewalk space for
pedestrians.
Lead Agency: PCD
Supporting Agency: PW
Timeframe: Mid‐Term
Policy AM4.4 Promote and strengthen
Downtown’s connections to regional mobility
networks that provide access to destinations in
all directions.
◊ Actions AM4.4A Create Transit Screen
displays at 10 sites to distribute access to
transit information, and raise awareness of
options.
Lead Agency: PCD
Supporting Agencies: PW, BBB, HED, DTSM
Timeframe: Mid‐Term
◊ Action AM4.4B Strengthen connections from
the Pier, including water‐based mobility
options.
Lead Agency: PCD
Supporting Agencies: PW, Pier, Metro
Timeframe: Long‐Term
◊ Action AM4.4C Advocate for extension of the
Subway to the Sea so that it extends fully to
Downtown Santa Monica.
Lead Agency: PCD
Supporting Agencies: DTSM, Chamber, BBB
Timeframe: Long‐Term
165
3 >> ACCESS AND MOBILITY
CITY OF SANTA MONICA
◊ Action AM4.4D Pursue regional express
transit service to high demand employer and
visitor destinations outside Santa Monica
with regional partners and funders.
Lead Agency: PCD
Supporting Agencies: BBB, HED
Timeframe: Medium‐Term
Policy AM4.5 Engage private development to
contribute to mobility network options and
service quality.
◊ Action AM4.5A Require new development
to provide physical and/or programmatic
improvements, and include additional
circulation improvements as primary
community benefits.
Lead Agency: PCD
Supporting Agency: HED
Timeframe: Short-Term
◊ Action AM4.5B Revise development
standards as needed to create short‐term bike
parking, bike rooms, bike share and car share
on private property throughout Downtown.
Lead Agency: PCD
Supporting Agency: HED
Timeframe: Long‐Term
◊ Action AM4.5C Facilitate collaboration among
individual employer and developer TDM
efforts to pool resources for greater impact
through the Transportation Management
Organization.
Lead Agency: TMO
Supporting Agencies: PCD, HED
Timeframe: Short‐Term
◊ Action AM4.5D Require private property
access via alleys. Maintain updated
regulations for loading of goods and people
that consider changing technologies and
trends and emergency vehicle access.
Lead Agency: PCD
Supporting Agency: PW
Timeframe: Short-Term
◊ Action AM4.5E Pilot solutions to reduce the
impact of commercial delivery on network
function such as coordinated times, restricted
hours, mandatory alley access and additional
enforcement.
Lead Agencies: PCD
Supporting Agencies: Police, PW
Timeframe: Mid‐Term
Goal AM5: Downtown streets are well
managed, maintained and regulated for people
as they are walking, bicycling, riding transit,
driving, and ride-sharing.
Policy AM5.1 Reduce exposure to crashes that
result in severe and fatal injuries to any road user.
◊ Action AM5.1A Evaluate crash data
regularly, identify appropriate and effective
countermeasures and implement feasible
modifications to reduce exposure.
Lead Agency: PCD
Supporting Agencies: Police, PW, Fire
Timeframe: Short-Term
What is your big idea?
166
3 >> ACCESS AND MOBILITY
DOWNTOWN COMMUNITY PLAN
◊ Action AM5.1B Use design and administrative
techniques to manage travel speeds to avoid
collision and reduce severity of injuries when
crashes occur, in coordination with emergency
personnel.
Lead Agency: PCD
Supporting Agencies: Police, PW, Fire
Timeframe: Mid‐Term
◊ Action AM5.1C Maintain pavement markings,
replace aging signs, upgrade crosswalks and
add lighting to enhance visibility and increase
safety.
Lead Agency: PCD
Supporting Agencies: DTSM, Police, PW
Timeframe: Short-Term
◊ Action AM5.1D Identify priority locations to
pursue improvements that reduce exposure
to crashes and conflicts such as:
• Consolidated curb cuts
• Driveway access from the alley
• Shorter pedestrian crossing distances
• Protected bikeways
• Leading or dedicated pedestrian signal phases
• Removal of yielding left turns
Lead Agency: PCD
Supporting Agencies: DTSM, Police, PW
Timeframe: Short-Term
◊ Action AM5.1E Continue to assess and repair
damaged sidewalks on a regular schedule,
taking into consideration the volume of usage.
Lead Agency: PW
Supporting Agency: DTSM
Timeframe: Ongoing
Policy AM5.2Implement education, enforcement
and street redesign to address safety of roadway
users.
◊ Action AM5.2A Identify areas with higher
crash numbers and conduct routine
enforcement of unsafe driving practices.
Lead Agency: Police
Supporting Agency: PCD
Timeframe: Short-Term
◊ Action AM5.2B Discourage bicycling on the
sidewalk by providing continuous bicycle
lanes on streets, removing network gaps and
expanding protected bicycle facilities.
Lead Agency: PCD
Supporting Agencies: Police, PW
Timeframe: Mid‐Term
◊ Action AM5.2C Develop driver education
outreach, and conduct enforcement
operations to reduce blockage of loading
zones, transit stops and lanes, bike lanes and
crosswalks.
Lead Agency: Police
Supporting Agencies: PCD, DTSM
Timeframe: Short‐Term
◊ Action AM5.2D Provide education programs
to help all road users use legal best practices
to travel safely and efficiently.
Lead Agency: PCD
Supporting Agencies: Police, DTSM, TMO
Timeframe: Mid‐Term
Policy AM5.3 Use regular communications
and technology upgrades to improve roadway
safety.
◊ Action AM5.3A Develop and regularly
distribute public information and marketing
campaigns to encourage mutual respect
among all road users.
Lead Agency: PCD
Supporting Agencies: Police, DTSM, BBB, Metro
Timeframe: Short‐Term
◊ Action AM5.3B Modify signal timing to favor
pedestrians with consideration of emergency
response. Use new traffic engineering
practices as they become available to create
a safer travel environment.
Lead Agency: PCD
Supporting Agencies: Police, Fire
Timeframe: Short-Term
◊ Action AM5.3C Monitor and incorporate new
vehicle technology that fosters sustainable,
shared mobility and that can reduce VMT and
improve access, efficiency and safety for all
roadway users.
Lead Agency: PCD
Supporting Agencies: Police, ISD, PW
Timeframe: Mid‐Term
167
3 >> ACCESS AND MOBILITY
CITY OF SANTA MONICA
Goal AM6: Downtown is prepared for
emerging mobility and technology changes
that serve a meaningful purpose and support
Santa Monica’s values such as sustainability,
wellbeing, safety, and diversity.
Policy AM6.1 Expand the accessibility of real‐
time transportation information for services and
amenities in the Downtown (transit, bike share,
car share, Transportation Network Company
services, taxi, bike routes and parking, loading
zones, LAX flyaway routes, and demand‐response
services).
◊ Action AM6.1A Extend the availability of
information through real time information
displays, Transit Screens, etc. and create a
consolidated customer-focused City website
for one-stop mobility information.
Lead Agencies: PCD, ISD
Supporting Agencies: DTSM, PW, HED, BBB
Timeframe: Short‐Term
◊ Action AM6.1B Track availability of broadband
network capacity to meet transportation data
needs.
Lead Agency: ISD
Supporting Agencies: PCD, PW, Police
Timeframe: Ongoing
◊ Action AM6.1C Continue the City’s General
Bikeshare Feed Specification and General
Transit Feed Specification efforts. Consider
releasing additional transportation data
streams as they become available (ridesharing, employer shuttles, demand‐response services, connected vehicles, etc.).
Lead Agency: ISD
Supporting Agencies: BBB, PCD
Timeframe: Short-Term
◊ Action AM6.1D As vehicle-to-infrastructure,
vehicle-to-vehicle, and vehicle-to-human
communication improves, look for
opportunities to collect data to inform and
improve system performance.
Lead Agency: ISD
Supporting Agencies: PCD, DTSM, PW
Timeframe: Mid-Term
Policy AM6.2 Prepare for critical emerging
technologies. Prioritize efforts that advance
community values.
◊ Action AM6.2A Partner with regional transit
providers, cities and other potential partners
to explore automated transit vehicles and
the use of electric or low-emissions fleets to
reduce carbon emissions.
Lead Agency: PCD
Supporting Agencies: BBB, PW, Metro
Timeframe: Mid‐Term
◊ Action AM6.2B Work with local employers,
business representatives and other agencies
on the provision of micro‐transit or demand‐
response services.
Lead Agency: PCD
Supporting Agencies: HED, PW, BBB
Timeframe: Short‐Term
Police directing traffic
168
3 >> ACCESS AND MOBILITY
DOWNTOWN COMMUNITY PLAN
◊ Action AM6.2C Explore the provision of water‐
based transportation services, electric powered
transportation, and alternative power vehicles.
Lead Agency: PCD
Supporting Agencies: BBB, PW
Timeframe: Long‐Term
◊ Action AM6.2D Establish a transportation
innovations team to actively monitor
transportation technology and communication
advances and new services and evaluate for
appropriateness in Downtown.
Lead Agency: PCD
Supporting Agencies: PW, BBB
Timeframe: Long‐Term
◊ Action AM6.2E Participate in regional efforts
and interagency groups to share knowledge,
build consistency between systems, develop
harmonious policy and share in problemsolving for issues that cross jurisdictional boundaries such as data systems, safety, and
mobility services.
Lead Agency: PCD
Supporting Agencies: BBB, ISD
Timeframe: Ongoing
◊ Action AM6.2F Develop a practice to
routinely scope projects to be ready for future
technology and mobility changes, such as
zero-emission technologies, automation, ITS,
and new mobility service models.
Lead Agency: PCD
Supporting Agencies: PW, BBB
Timeframe: Long‐Term
◊ Action AM6.2G Establish an autonomous
and connected vehicles working committee
that engages with representatives from
local and regional private industry, research
institutions, and community stakeholders, to
recommend policies and testing activities in
support of Downtown Santa Monica goals.
Areas of focus for the task force could include:
• Assess the potential benefits and impacts
of automated and connected vehicles for
Santa Monica.
• Identify local policies, codes and laws
that might inhibit the use of new mobility
options, investigate best practices and
recommend changes.
• Work with transit agencies to reevaluate
their fleet and management plans in order
to incorporate the impacts of automated
vehicles.
• Protect the safety of people walking, on
bikes and in construction zones or unusual
conditions.
• Promote equitable access to automated
vehicles
• Communications and data infrastructure
readiness.
• Increase sharing of rides and vehicles, and
decrease single ownership and parking
demand.
• Integrate in fleet vehicles and transit
services.
• Increase EV and very low-emissions
vehicles.
• Decrease vehicle miles traveled
• Create hubs for driverless vehicle pick up
and navigation.
Lead Agency: PCD
Supporting Agencies: PW, BBB
Timeframe: Short-Term
Policy AM6.3 Monitor the performance of
mobility services and mobility patterns in
Downtown.
◊ Action AM6.3A Conduct biennial citywide
and Downtown vehicle, pedestrian, and
bicycle trip counts and track data trends.
Lead Agency: PCD
Supporting Agency: ISD
Timeframe: Short-Term
◊ Action AM6.3B Monitor on-street and offstreet parking occupancy and utilization to guide decision and pricing to ensure efficient
parking utilization.
Lead Agency: PCD
Supporting Agency: ISD
Timeframe: Ongoing
169
3 >> ACCESS AND MOBILITY
CITY OF SANTA MONICA
◊ Action AM6.3C Develop and regularly publish
a downtown mobility report card that captures
a snapshot of system performance over time,
such as mode share, program evaluation and
customer service.
Lead Agency: PCD
Supporting Agencies: ISD, DTSM, TMO
Timeframe: Short-Term
◊ Action AM6.3D Seek new data sources from
private entities and regional agencies and
incorporate new data that can meaningfully
inform decisions supportive of City goals.
Lead Agency: PCD
Supporting Agencies: ISD, TMO
Timeframe: Ongoing
Policy AM6.4 Support the adoption and use of
electric vehicles (EVs).
◊ Action AM6.4A Install public EV charging
infrastructure that is available to residents,
employees, and visitors.
Agency: PW
Supporting Agency: PCD
Timeframe: Mid‐Term
◊ Action AM6.4B Implement a rebate program
for EV supply equipment (EVSE) installation in
multi-unit dwellings.
Lead Agency: PW
Supporting Agency: PCD
Timeframe: Short‐Term
◊ Action AM6.4C Pilot EV charging through
streetlights or other existing street furniture.
Lead Agency: PW
Supporting Agency: PCD
Timeframe: Short‐Term
◊ Action AM6.4D Update parking policies and
practices to promote efficient EVcharging
station use and mobility.
Lead Agency: PW
Supporting Agency: PCD
Timeframe: Short-term
◊ Action AM6.4E Promote advanced energy
technologies like energy storage and solar
photovoltaic (PV) to augment EVcharging.
Lead Agency: PW
Timeframe: Short-Term
◊ Action AM6.4F Market available EV resources
and provide information to local residents,
property owners and business owners.
Lead Agency: PW
Supporting Agency: PCD
Timeframe: Mid-Term
Breeze Bike Station
170
3 >> ACCESS AND MOBILITY
DOWNTOWN COMMUNITY PLAN
This Page Left Intentionally Blank
4 >> STANDARDS AND REGULATIONS
FINAL PUBLIC HEARING DRAFT
APRIL 2017
171
DCP
THE DOWNTOWN COMMUNITY PLAN
CITY OF SANTA MONICA
CHAPTER 4
STANDARDS AND REGULATIONS
4 >> STANDARDS AND REGULATIONS
172 DOWNTOWN COMMUNITY PLAN
INSIDE THE STANDARDS AND REGULATIONS CHAPTER
PRINCIPLES GUIDING THIS
CHAPTER
MAINTAIN THE “OUR TOWN”
CHARACTER OF DOWNTOWN
SANTA MONICA.
Preserve Downtown Santa Monica’s
charm and character by requiring
new development to contribute high
standards of architecture, urban
design, and landscaping.
Goals, policies and actions designed to
acheive the Plan principles stated can be
reviewed at the end of this chapter.
DEVELOPMENT STANDARDS
Development standards regulate new site
and building development by establishing
standards for intensity, building height,
frontage, open space, and other elements.
RELATIONSHIP TO SANTA
MONICA MUNICIPAL ZONING
ORDINANCE
If provisions in the Downtown Community
Plan and the Zoning Ordinance are in
conflict, the provisions in the Downtown
Community Plan shall be applied. Where
Zoning Ordinance provisions are not
specifically addressed by the Downtown
Community Plan, the Zoning Ordinance
shall be applied.
AUTHORITY OF STANDARDS AND
REGULATIONS
This Community Plan is adopted under
the authority of the City’s charter, which
establishes Specific Plans as a tool to
regulate land use and development. The
Downtown Community Plan establishes
the area’s regulations and standards and
shall guide all land use and development
and circulation-related decision-making
processes for the area. It replaces
regulations contained in the Santa Monica
Municipal Code.
The Community Plan does not replace or
augment building safety codes or other
non-planning related codes. All applications
for new construction, substantial
modifications to existing buildings, and
changes in land use shall be reviewed for
conformance with this Community Plan
and other City code provisions.
LAND USE REGULATIONS
Land use regulations for Downtown are
included in the Santa Monica Zoning
Ordinance, section 9.10.040.
4 >> STANDARDS AND REGULATIONS
FINAL PUBLIC HEARING DRAFT
APRIL 2017
173
9.10 Title and Authority
Chapter 4 of the City of Santa Monica Downtown Community Plan shall be known and cited as the “Downtown Community Plan Development Standards and Regulations”, “DCP Development Standards and Regulations”.
The City of Santa Monica Downtown Community Plan is adopted pursuant to its corporate powers as a Charter City, California Constitution, Article XI, Sections 5 and 7, and the authority contained in Section 65850 of the California Government Code. In addition, the provisions of this Chapter 4 relating to the regulation and control of subdivisions are adopted pursuant to the authority contained in Title 7, Division 2 of the CaliforniaGovernment Code, commencing with Section 66410, hereinafter referred to as the “Subdivision Map Act,” as may be amended from time to time, and pursuant to the City’s authority to regulate subdivisions not regulated by the Subdivision Map Act as authorized by Government Code Section 66411.
9.10.010 Purpose
The purposes of the “Downtown” Districts are to:
• Ensure that new development is transit- and pedestrian-oriented and enhances the Downtown as an enticing destination for Santa Monica residents, employers, and visitors.
• Encourage a mix of uses; open space, educational cultural amenities; and services that support and strengthen Downtown’s residential community and family orientation.
• Ensure adequate light, air, privacy, and open space for all who live, work, or visit the area.
• Increase housing for all income levels and for all household sizes and types, including families and seniors.
• Encourage a mix of uses that promote convenience, economic vitality, fiscal stability, and a pleasant quality of life.
• Maintain Downtown’s competitive advantages as a premier local and regional shopping, dining, and entertainment destination, and support its evolution to respond to changing market conditions. • Transform auto-oriented boulevards into complete streets that 1) are framed by appropriately scaled buildings and ground floor frontages with pedestrian-scaled detail; and 2) are lined by sidewalks of sufficient dimension to support pedestrian amenities that achieve an active social environment and promote a culture of walking.
• Ensure that new development enhances pedestrian activity by improving the connections to and attractiveness of the public realm by providing places, including open space, for relaxation, shopping, living, and dining.
• Ensure that new development and alterations to existing structures are sensitive to the area’s existing sense of place and character and provide respectful transitions that minimize impacts on or disruptions to adjacent residential neighborhoods – Wil-Mont and Mid-City. • Encourage preservation, adaptation, and/or reuse of historic buildings and buildings of City-designated historic resources and HRI-listed properties that reflect the historic significance of Santa Monica’s past by providing flexibility for parking, open space, and other requirements. • Provide opportunities for a high level of architectural innovation and creativity to enhance the downtown as a place of beauty and sophistication.
174
4 >> STANDARDS AND REGULATIONS
DOWNTOWN COMMUNITY PLAN
Illustration 4.1 Downtown Districts
Lincoln Transition (LT)
Neighborhood Village (NV)
Bayside Conservation (BC) Wilshire Transition (WT)
Transit Adjacent (TA)
Ocean Transition (OT)
KEY
Gateway Master
Plan Area
Established Large Site Overlay
The specific designations and the additional
purposes of the Mixed-Use and Commercial
Districts are:
Lincoln Transition (LT). This Zoning District is
intended to facilitate the transformation of
underutilized and auto-oriented sections of
Lincoln Boulevard into a vibrant, diverse, and
pedestrian-friendly mixed-use boulevard that
supports local-serving retail and a diversity of
housing types. The Lincoln Transition District
provides an environment that will accommodate
housing and mixed-use development that
steps down in height and mass when adjacent
to residential neighborhoods to the east, and
provide a variety of commercial uses. Allowable
ground floor uses include local-serving retail
uses, ground floor open spaces such as small
parks and plazas, service-oriented commercial
uses, and some small-scale office uses with
housing on upper building floors.
Bayside Conservation (BC Promenade). This
Zoning District is intended support the existing
mix of pedestrian-oriented retail, restaurant,
and services on the Third Street Promenade and
maintain the human‐scale environment created
by the buildings, representing the traditional
height and scale of the early 20th century. Some
of these buildings retain their historic façades at
ground level or on upper building floors. Newer
building forms are required to be set back
at upper floors to maintain the Promenade’s
historic scale.
175
4 >> STANDARDS AND REGULATIONS
CITY OF SANTA MONICA
Bayside Conservation (2nd and 4th Streets). This Zoning District is intended to preserve the ambiance of this well‐loved, human-scaled environment along 2nd and 4th Streets in the Downtown. This District supports a lively mix of active storefronts, restaurants, pedestrian-oriented services with the opportunity for housing and office uses on upper building floors. This District promotes adaptive re-use of existing buildings and maintenance of the traditional storefront development pattern at the ground floor.
Neighborhood Village (NV). This Zoning District is intended to maintain the existing mix of housing and commercial uses and provide more opportunities for local serving pedestrian‐activating uses to activate the street. Ground‐ floor residential uses are desired for mid‐block projects, and all new uses should be incorporated in a way that respects existing residential uses in the District.
Transit Adjacent (TA). This Zoning District is intended to support increased activity near the Expo Light Rail. This area includes large properties adjacent to the freeway and the light rail station that can accommodate a broad mix of uses and services such as local and regional serving retail, multi‐ family housing, Class‐A office, creative employment, hospitality uses, and community gathering spaces. This District provides a mix of convenient goods and services in proximity to transit serving residents and visitors so they may shop on their walk to and from the station. Additional employment sites are accommodated near transit so employees may commute to and from work via light rail to reduce single-occupancy vehicle trips associated with office and other employment uses.
Wilshire Transition (WT). This Zoning District is intended to support the smaller, local-serving uses that provide easily-accessible goods and services to the surrounding neighborhood and also to provide opportunity for housing above the ground floor of new development. The proposed scale for the District is established to be complementary to its urban context in the Downtown and provide new buildings that are consistent with the scale of nearby residential uses.
Ocean Transition (OT). This Zoning District is intended to promote public and private enhancements to make Ocean Avenue a more consistently enjoyable walking experience and more integrated into the larger Downtown multi‐modal circulation network. Standards for the District support the overall improvement of the pedestrian experience, restaurants with outdoor dining, small-scale retail and services, and housing and office uses on upper floors.
176
4 >> STANDARDS AND REGULATIONS
DOWNTOWN COMMUNITY PLAN
9.10.020 Types of Regulations
A. Types of Regulations. This Chapter includes three types of regulations that control the use and development of property in the Downtown Community Plan area:
1. Development Standards. These regulations control the height, bulk, location, and appearance of structures and site improvements on development sites in the Downtown Community Plan area.
Development standards for base Zoning Districts and Overlay Districts are set forth in this Chapter 4. Certain development standards applicable to some or all Districts and/or specific uses are set forth in Santa Monica Municipal Code Article 9 (“Zoning Ordinance”).
These include general site development regulations, performance standards, standards applicable to specific land uses, and regulations for parking, signs, telecommunications facilities, and nonconforming structures.
2. Administrative Regulations. These regulations contain procedures for the administration of this Chapter 4 of the Downtown Community Plan. They include procedures, processes, standards, and findings for discretionary entitlement applications and other permits and may also refer to administrative regulations set forth in Division 4 of Santa Monica Municipal Code Article 9 (“Zoning Ordinance”).
3. Definition of General Terms and Use Classifications. Chapter 4 of the Downtown Community Plan sets forth definitions of general terms that specifically apply to the Downtown Districts. Division 5 of Santa Monica Municipal Code Article 9 (“Zoning Ordinance”) provides a list of and definitions for use classifications and a list of terms and definitions used in the Zoning Ordinance and are also applicable to the Downtown Community Plan.
9.10.030 Applicability and Relationship to Santa Monica Municipal Code and Other Regulations
A. Applicability. The Downtown Community Plan establishes the area’s regulations and standards and shall guide all land use and development and circulation-related decision-making processes for the Plan area.
B. Relationship to Santa Monica Municipal Code and Other Regulations.
1. General. If provisions in the Downtown Community Plan and Article 9 of the Santa Monica Municipal Code (“Zoning Ordinance”) are in conflict, the provisions in the Downtown Community Plan shall be applied. Where land use regulations, development standards, administrative regulations, and general terms and definitions are not specifically addressed by the Downtown Community Plan, Article 9 of the Santa Monica Municipal Code (“Zoning Ordinance”) shall be applied. Land use regulations for DCP land use districts may be found in Chapter 9.10 of the Zoning Ordinance.
2. Permit Streamlining Act. All actions taken by the decision-making body pursuant to this Downtown Community Plan shall be consistent with the provisions of Government Ordinance Section 65920 et seq. (the Permit Streamlining Act) to the extent applicable.
3. Relation to Private Agreements. Where this Downtown Community Plan imposes greater restriction than imposed by an easement, covenant, or agreement, this Downtown Community Plan shall control.
4. Relation to Prior Specific Plan. The provisions of this Downtown Community Plan supersede all prior Specific Plans and regulations and development standards previously codified in Article 9 of the Santa Monica Municipal Code and all prior amendments and interim ordinances applicable to the Downtown Community Plan area.
No provision of this Downtown Community Plan shall validate any land use or structure established, constructed, or maintained in violation of the prior regulations, unless such validation is specifically authorized herein.
177
4 >> STANDARDS AND REGULATIONS
CITY OF SANTA MONICA
9.10.050 Application Thresholds Table
Housing Project All Other Projects
Administrative
Approval Projects up to 75,000 sf Less than 10,000 sf
Development
Review Permit
Tier 2 greater than 75,000 sf
Tier 3: between 10,000 – 30,000 sf
75,000 - 90,000 sf
Development
Agreement Tier 3 greater than 90,000 sf Greater than 30,000 sf A. “Housing Project” means a use consisting of any of the following:
1. Residential units only
2. Mixed-use developments consisting of residential and nonresidential uses in which nonresidential uses that do not exceed 25% of the total building square footage and are limited to neighborhood commercial uses and to the first floor of buildings that are two or more stories.
3. Transitional or Supportive Housing
B. Administrative Approval Review Procedures. Following receipt of a recommendation from the Architectural Review Board, the Director shall issue a decision on the Administrative Approval in accordance with SMMC Chapter 9.39.
C. Affordable Housing Exemption. The following types of projects are exempt from Development Review Permit requirements:
1. 100% Affordable Housing Projects.
D. Notwithstanding Section 9.10.050, a Development Review Permit shall be required for any new non-profit youth-serving community assembly use replacing an existing facility or expansion of an existing facility if such replacement building or expansion exceeds 35,000 square feet and is located on land occupied by the non-profit youth-serving community assembly use as of July 25, 2017.
5. Application during Local Emergency. The City Council may authorize a deviation from a provision of this Downtown Community Plan during a local emergency declared and ratified under the Santa Monica Municipal Code.
C. Consistency with the General Plan. The Downtown Community Plan and any amendment thereto shall be consistent in principle with the goals, objectives, policies, land uses, and programs specified in the adopted General Plan.
D. Effect on Previously Approved Projects and Projects in Progress. The following projects shall have a vested right to proceed without complying with this Downtown Community Plan:
1. Previously Approved Development. The erection, construction, enlargement, demolition, moving, conversion of, and excavation and grading for any building or structure for which a valid permit or building permit was issued prior to the effective date of this Downtown Community Plan and which does not subsequently expire. A permit that does not contain an express limit on the time for exercising the permit shall be deemed valid only if a building permit is obtained within one year of the effective date of this Downtown Community Plan;
2. Development Agreement. Development in accordance with the terms and conditions of a development agreement approved by the City Council pursuant to Chapter 9.60 of the Municipal Code and effective prior to the effective date of this Downtown Community Plan;
3. Vesting Tentative Maps. Any residential project for which a vesting tentative map application was determined complete prior to the effective date of this Downtown Community Plan; and
4. Applications for Projects in Progress. Any application for a Planning entitlement complete on or before November 16, 2016.
9.10.040 Land Use Regulations
See Zoning Ordinance.
178
4 >> STANDARDS AND REGULATIONS
DOWNTOWN COMMUNITY PLAN
9.10.060 Development Standards
Table 4.2 prescribes the development standards for Downtown districts. Additional regulations are denoted with Section numbers in the right hand column or with individual letters in parentheses. Section numbers refer to other Sections of this Ordinance, while individual letters in parentheses refer to subsections that directly follow the table.
Table 4.2 Development Standards—Downtown Districts
Standard LT
(East)
LT
(West) NV BC(Promenade)
BC
(2nd & 4th
Streets)
TA OT WT Additional Regulations
Parcel and Intensity Standards
Minimum Parcel Size (sq. ft.) 7,500 7,500 7,500 7,500 7,500 7,500 7,500 7,500 Minimum Parcel Width (ft.) 50 50 50 50 50 50 50 50
Minimum Parcel Depth (ft.) 150 150 150 150 150 150 150 150 Maximum FAR
Tier 1 1.25 1.25 1.75 1.75 1.75 1.75 1.75 1.5
Tier 1—With Housing 1.5 1.5 2.25 2.25 2.25 2.25 2.25 1.5 Tier 2 1.75 2.25 2.75 2.75 3.0 3.0 2.25 1.75 Section 9.10.070 Tier 2—With Housing 2.25 2.75 3.5 2.75 3.5 3.5 2.75 2.25 Section 9.10.070 Tier 2—With Housing for
parcels that front on Wilshire
Boulevard, are not located
adjacent to a residential
district, and have a LUCE
designation of Downtown Core
- - - - - - - 2.75
Tier 3 - - - - - 3.5 - - Section 9.10.070
Tier 3—With Housing - - - - - 4.0 - - Section 9.10.070
100% Affordable Housing
Projects
2.75 3.25 4.0 3.25 4.0 4.0 3.25 2.75
179
4 >> STANDARDS AND REGULATIONS
CITY OF SANTA MONICA
Standard LT
(East)
LT
(West) NV BC(Promenade)
BC
(2nd & 4th
Streets)
TA OT WT Additional Regulations
100% Affordable Housing
Projects—Parcels that front
on Wilshire Boulevard, are
not located adjacent to
a residential district, and
have a LUCE designation of
Downtown Core
- - - - - - - 3.25
Building Form and Location
Maximum Building Height (ft.)
SMMC Section 9.04.050,
Measuring Height
Tier 1—Base Standard 32’ 32’ 32’ 32’ 32’ 32’ 32’ 32’
Tier 1- Projects Including
On-Site Affordable Housing In
Compliance with AHPP
39’ 39’ 39’ 39’ 39’ 39’ 39’ 39’
Tier 2 40’ 50’ 60’ 60’ 60’ 60’ 50’ 40’
Tier 2 – With Housing 50’ 60’ 60’ 60’ 60’ 60’ 50’ 50’
Tier 2—With Housing for
parcels that front on Wilshire
Boulevard, are not located
adjacent to a residential
district, and have a LUCE
designation of Downtown Core
- - - - - - - 60’
Tier 3 - - - - - 84’ - -
Tier 3 – With Housing - - - - - 84’ - -
100% Affordable Housing
Projects 60’ 70’ 70’ 70’ 70’ 84’ 60’ 60’
180
4 >> STANDARDS AND REGULATIONS
DOWNTOWN COMMUNITY PLAN
Standard LT
(East)
LT
(West) NV BC(Promenade)
BC
(2nd & 4th
Streets)
TA OT WT Additional Regulations
100% Affordable Housing
Projects—Parcels that front
on Wilshire Boulevard, are
not located adjacent to
a residential district, and
have a LUCE designation of
Downtown Core
- - - - - - - 70’
Height Transitions to
Residential Districts
See (A)
(1)
See (A)
(1) N/A N/A N/A N/A N/A See (A)
(1)
SMMC Section 9.21.060,
Height Exceptions
Minimum Ground Floor Height 11’
Maximum Ground Floor Height 16’ 16’ 16’ N/A 16’ 16’ 16’ 16’ Building Form Regulated by Building Type
Minimum Stepbacks (ft.)
Required Above Ground Floor
15% of
façade
15% of
façade
15% of
façade N/A N/A 15% of façade
15% of
façade
15% of
façade See (C)(2)
Build-to-Line See (C)(1)
Minimum Upper Level
Stepbacks
35% of façade, see (C)(3)
Minimum Open Space
Varies
by lot
width,
see
(B)(1)
Varies
by lot
width,
see
(B)(1)
Varies
by lot
width,
see
(B)(1)
N/A
Varies by lot
width,
see (B)(1)
Varies
by lot
width,
see
(B)(1)
Varies
by lot
width,
see
(B)(1)
Varies
by lot
width,
see
(B)(1)
Minimum Side Interior 15% of
façade,
see
(C)(5)
15% of
façade,
see
(C)(5)
15% of
façade,
see
(C)(5)
N/A
15% of
façade,
see (C)(5)
15% of
façade,
see
(C)(5)
15% of
façade,
see
(C)(5)
15% of
façade,
see
(C)(5)
Maximum Unbroken Primary
Façade Length 10’ wide by 5’ depth, see (C)(7)
181
4 >> STANDARDS AND REGULATIONS
CITY OF SANTA MONICA
Standard LT
(East)
LT
(West) NV BC(Promenade)
BC
(2nd & 4th
Streets)
TA OT WT Additional Regulations
Setbacks
Building Frontage Line (Ground
Floor Setback) See (D) See (D) See (D) See (D) See (D) See (D) See (D) See (D) Minimum Interior Side and
Rear—Adjacent to Residential
District
10’ see
(A)(1)
Illustr.
4.3 10’ see
(A)(1)
Illustr.
4.3 N/A N/A N/A N/A N/A
10’ see
(A)(1)
Illustr.
4.3 Rear Adjacent to Alley 2’ for first 16’ of building height Parking See SMMC Chapter 9.28, Parking, Loading, and Circulation Active Design
Active Design See (E)
Pedestrian Oriented Design See (E)
182
4 >> STANDARDS AND REGULATIONS
DOWNTOWN COMMUNITY PLAN
Additional Standards
Accessory Food Service SMMC Section 9.31.030, Accessory Food Service Accessory Structures SMMC Section 9.21.020, Accessory Buildings and Structures Automobile/ Vehicle Sales,
Leasing, and Storage SMMC Section 9.31.070, Automobile/Vehicle Sales, Leasing, and Storage Bicycle Parking SMMC Section 9.28.140, Bicycle Parking
Exceptions to Height Limits SMMC Section 9.21.060, Height Exceptions Fences, Walls and Hedges SMMC Section 9.21.050
Home Occupation SMMC Section 9.31.160, Home Occupation
Landscaping and Street Trees SMMC Subsection 9.11.030(F), Chapter 9.26, Landscaping Lighting SMMC Section 9.21.080, Lighting
Off-Street Parking and Loading SMMC Chapter 9.28, Parking, Loading, and Circulation Signs SMMC Chapter 9.61, Signs
Screening SMMC Section 9.21.140, Screening
Solar Energy Systems SMMC Section 9.21.150, Solar Energy Systems Refuse and Recycling Screening
and Enclosure SMMC Section 9.21.130, Resource Recovery and Recycling Standards Sustainability SMMC Chapter 8.106, Green Building Standards Code 183
4 >> STANDARDS AND REGULATIONS
CITY OF SANTA MONICA
A.BUILDING HEIGHT TRANSITION TO RESIDENTIAL DISTRICTS
1. In the Wilshire Transition District and along the east side of Lincoln Boulevard, buildings shall not extend above a plane starting at 30 feet in height directly above the parcel line abutting any residentiallyzoned parcel, or where there is an alley, the centerline of the alley, and from that point, extending in at a 45-degree angle from vertical toward the interior of the site, up to the maximum building height (see Illustration 4.3). The 30 foot height measurement shall be taken from the same reference grade as determined for the subject site pursuant to SMMC Section 9.04.050.
11-16’
10’
10’
10’
A
c
b
D
A. 10’ yard setback from Property
line or Center-line of Alley
B. 30’ height at property line
C. 45-degree angle
D. 50’ maximum building height
B.OPEN SPACE
1. Minimum Open Space Requirements, per (B)(2)
Lot width of 50
feet or less None
Lot width
between 51 and
150 feet
20% total: 10% located at Ground Floor or
Podium at 1 or 2 Levels above Ground and 10%
without regulated location
Lot widths
greater than
150 feet
25% total: 12.5% located at Ground Floor or
Podium at 1 or 2 Levels above Ground and 12.5%
without regulated location
The open space requirements established in this subsection B supersede the open space requirements established in Section
9.21.090 of the Zoning Ordinance.
2. The minimum area required for open space is expressed as a percentage of the buildable area (i.e. remaining parcel after required setbacks) and is based on lot width. Unless otherwise noted, this open space may be public or private.
3. Required open space can be accommodated at-grade, on a podium one or two levels above the ground floor, in private exterior balconies that are a minimum of 35 sf each, roof gardens, or any combination thereof.
4. 25% of the overall open space required for a project must be designed as common open space.
5. Ground floor building setbacks resulting from compliance with subsection (D) shall not be counted towards compliance with this requirement. Building setbacks that exceed the minimum requirement may be included towards compliance with this requirement, provided any overhanging encroachments have a minimum vertical clearance equivalent to the ground floor height requirement.
6. Stepbacks resulting from compliance with subsections (C)(2) and (C) (3) may be counted towards compliance with this requirement.
Illustration 4.2
184
4 >> STANDARDS AND REGULATIONS
DOWNTOWN COMMUNITY PLAN
c. Entry courtyards, plazas, small parks, entries, outdoor eating and display areas, or other uncovered areas designed and accessible for public use are located between the build-to line and building, provided that the buildings are built to the edge of the courtyard, plaza, small park, or dining area; and
d. The building incorporates an alternative entrance design that creates a pedestrian-oriented entry feature facing the street.
2. Minimum Required Stepbacks Above Ground Floor.
a. Districts with 50 Feet or 60 Feet Maximum Allowable Height Limit. Minimum required stepbacks from the building frontage line are established above the ground floor. The Minimum Required Stepback Above the Ground Floor and below 39 feet shall be 15% of the front façade area. Stepbacks shall be a minimum of 5 feet and are not required to be open to the sky. Projections into the required stepbacks are permitted pursuant to 9.10.120(A).
7. For lot widths greater than 50’ in width, the maximum height to width ratio of any Courtyard is 1.7:1 (e.g. a Courtyard within a 60’ tall structure must have a minimum dimension of 35’). Where sides of a Courtyard are unequal in height, they may be averaged to determine the effective height. The minimum Courtyard dimension on any side shall be 20 feet.
8. Projections and Encroachments into the Courtyard are permitted on all sides, provided that the minimum dimension of 20’ is maintained.
9. Breaks in buildings required by Maximum Unbroken Primary Facade Length of subsection (C)(6), shall count toward Open Space Requirements if it connects to an interior open space.
10. All visible portions of a required setback, not used for vehicular or pedestrian access to the building, shall consist of hardscape, planting areas, and/or pedestrian amenities like entry courtyards, plazas, entries, outdoor eating and display areas, or other uncovered areas designed and accessible for public use.
C. BUILDING MODULATION STANDARDS
In order to modulate building mass and express a design concept, new buildings or additions to existing buildings shall be designed in three dimensions on the front and sides to ensure light and air into buildings and down to the street.
1. Build-To Line. Buildings with nonresidential uses on the ground floor and not facing a residential district shall be constructed at the building frontage line for 70 percent of linear street frontage. Building entries required to be recessed due to technical codes may be counted towards this requirement. This requirement may modified upon finding that:
a. An alternative configuration can be approved based on the findings in Chapter 9.43.020, Minor Modifications.
b. The alternative configuration meets the objectives of the DCP Design Guidelines.
Illustration 4.3 Modulation for 50 or 60 ft Districts
1 Maximum building height of 50’ or 60’
Length of front facade
1 2
3 Ground floor height
4 Height between ground floor and 39’
3 5 Height between 39’ and overall building height
4 5
Setback Area A:
A1 ≥ 15% of x
Setback Area B:
B1 ≥ 35% of x
A1
B1
6 Minimum stepback depth of 3’
5 4 2
2 2
6 1 Maximum building height of 50’ or 60’
Length of front facade
1 2
3 Ground floor height
4 Height between ground floor and 39’
3 5 Height between 39’ and overall building height
4 5
Setback Area A:
A1 ≥ 15% of x
Setback Area B:
B1 ≥ 35% of x
A1
B1
6 Minimum stepback depth of 3’
5 4 2
2 2
6 1 Maximum building height of 50’ or 60’
Length of front facade
2 3 Ground floor height
4 Height between ground floor and 39’
3 5 Height between 39’ and overall building height
4 5
Setback Area A:
A1 ≥ 15% of
Setback Area B:
B1 ≥ 35% of x
A1
B1
6 Minimum stepback depth of 5’
5 4
2 6
1 Maximum building height of 50’ or 60’
Length of front facade
1 2
3 Ground floor height
4 Height between ground floor and 39’
3 5 Height between 39’ and overall building height
4 5
Setback Area A:
A1 ≥ 15% of x
Setback Area B:
B1 ≥ 35% of x
A1
B1
6 Minimum stepback depth of 3’
5 4 2
2 2
6 185
4 >> STANDARDS AND REGULATIONS
CITY OF SANTA MONICA
b. Districts with 84 Feet Maximum Allowable Height Limit. Minimum required stepbacks from the building frontage line are established above the ground floor. The Minimum Required Stepback Above the Ground Floor and below 60 feet shall be 15% of the front façade area.
Stepbacks shall be a minimum of 5 feet and are not required to be open to the sky. Projections into the required stepbacks are permitted pursuant to 9.10.120(A).
c. Bayside Conservation District. In order to maintain a consistent streetwall, a stepback is not required below 39 feet.
d. Corner Lots of 50 feet or Less in Width. All corner lots with a width of 50 feet or less are permitted to measure stepbacks from the property line above the ground floor provided that:
i. A minimum ground floor height of 16 feet is provided. ii. No architectural structure, form or feature including but not limited to, columns, piers, and wing walls shall occupy the ground floor setback area.
3. Minimum Upper Level Stepbacks.
a. Bayside Conservation District and Districts with 50 Feet or 60 Feet Maximum Allowable Height Limit. Minimum required
stepbacks from the building frontage line are established for the upper levels of proposed buildings. The Minimum Upper Level Stepback above 39 feet shall be 35% of the front façade area.
Stepbacks shall be a minimum of 5 feet and are not required to be open to the sky. Projections into the required stepbacks are permitted pursuant to 9.10.120(A).
b. Districts with 84 feet maximum allowable height limit. Minimum required stepbacks from the building frontage line are established for the upper levels of proposed buildings. The Minimum Upper Level Stepback above 60 feet shall be 35% of the front façade area. Stepbacks shall be a minimum of 5 feet and are not required to be open to the sky. Projections into the required stepbacks are permitted pursuant to 9.10.120(A).
c. Corner lots of 50 feet or less in width. All corner lots with a lot width of 50 or less are permitted to measure stepbacks from the property line above the ground floor provided that:
i. A minimum ground floor height of 16 feet is provided. ii. No architectural structure, form or feature including, but not limited to, columns, piers, and wing walls shall occupy the ground floor setback area.
1 Maximum building height of 84’
Length of front facade
1 2
3 Ground floor height
4 Height between ground floor and 60’
3 5 Height between 60’ and overall building height
4 5
Setback Area A:
A1+ A2 ≥ 15% of x
Setback Area B:
B1+B2 ≥ 35% of x
A1
A2
B1
B2
6 Minimum stepback depth of 3’
5 4 2
2 2
6 1 Maximum building height of 84’
Length of front facade
1 2
3 Ground floor height
4 Height between ground floor and 60’
3 5 Height between 60’ and overall building height
4 5
Setback Area A:
A1+ A2 ≥ 15% of x
Setback Area B:
B1+B2 ≥ 35% of x
A1
A2
B1
B2
6 Minimum stepback depth of 3’
5 4 2
2 2
6 1 Maximum building height of 84’
Length of front facade
1 2
3 Ground floor height
4 Height between ground floor and 60’
3 5 Height between 60’ and overall building height
4 5
Setback Area A:
A1+ A2 ≥ 15% of x
Setback Area B:
B1+B2 ≥ 35% of x
A1
A2
B1
B2
6 Minimum stepback depth of 5’
5 4 2
2 2
6 1 Maximum building height of 84’
Length of front facade
1 2
3 Ground floor height
4 Height between ground floor and 60’
3 5 Height between 60’ and overall building height
4 5
Setback Area A:
A1+ A2 ≥ 15% of x
Setback Area B:
B1+B2 ≥ 35% of x
A1
A2
B1
B2
6 Minimum stepback depth of 3’
5 4 2
2 2
6 Illustration 4.4 Modulation for 84 ft Districts
186
4 >> STANDARDS AND REGULATIONS
DOWNTOWN COMMUNITY PLAN
4. Alternative Stepback Compliance for Districts with 50 feet or 60 feet maximum allowable height limit. In order to provide flexibility for compliance with the stepback requirements in subsections (C)(2) and (C)(3), the Planning Commission, Architectural Review Board, or Landmarks Commission, whichever is the first reviewing authority of an application, may approve building modulation above the ground floor for 25% of the front façade (on corner lots of 50 feet or less in width, the stepbacks shall be measured from the property line) area subject to the following findings:
a. The Planning Commission/Architectural Review Board/Landmarks Commission finds that the alternative compliance creates a threedimensional frontage which reinforces the architectural concept and is appropriate to its unique location and context.
5. Minimum Side Interior Stepback. A minimum of 15% of the exposed side interior building façade area above 39 feet shall be setback a minimum of 5 feet from the side property line.
6. Alternative Side Interior Stepback Compliance for All Districts.
In order to provide flexibility for compliance with the side interior stepback requirements in subsection C(5), in all districts the side interior stepback may be reduced to 12” provided that the open space requirements established in 9.10.060 B(1) are increased to the following:
Illustration 4.6 Minimum Side Interior Stepback
1 Maximum building height of 50’ or 60’
Side interior building facade length
1 2
3 Minimum stepback depth of 5’
3 Setback Area A:
A1+ A2 ≥ 15% of x
A1
A2
2 1 2
1 Maximum building height of 50’ or 60’
Side interior building facade length
1 2
3 Minimum stepback depth of 5’
3 Setback Area A:
A1+ A2 ≥ 15% of x
A1
A2
2 1 2
1 Maximum building height of 50’ or 60’
Side interior building facade length
1 2
3 Minimum stepback depth of 5’
3 Setback Area A:
A1+ A2 ≥ 15% of x
A1
A2
2 1 2
1 Maximum building height of 50’ or 60’
Length of front facade
1 2
3 Ground floor height
4 Height between ground floor overall building height
3 5 Minimum stepback Depth
4 5
Setback Area A:
A1 ≥ 25% of x
A1
4 2
2 1 Maximum building height of 50’ or 60’
Length of front facade
1 2
3 Ground floor height
4 Height between ground floor overall building height
3 5 Minimum stepback Depth
4 5
Setback Area A:
A1 ≥ 25% of x
A1
4 2
2 1 Maximum building height of 50’ or 60’
Length of front facade
2 3 Ground floor height
4 Height between ground floor overall building height
3 5 Minimum stepback Depth
4 5
Setback Area A
A1 ≥ 25% of
A1
4 2
1 Maximum building height of 50’ or 60’
Length of front facade
2 3 Ground floor height
4 Height between ground floor overall building height
3 5 Minimum stepback Depth
Setback Area A:
A1 ≥ 25% of x
4 2
Illustration 4.5 Alternative Stepback for 50 or 60 ft Districts Lot width of 50
feet or less None
Lot width
between 51 and
150 feet
25% total
Lot widths
greater than
150 feet
30% total
187
4 >> STANDARDS AND REGULATIONS
CITY OF SANTA MONICA
Illustration 4.9 Urban “Large Format” Building
7. Maximum Unbroken Primary Facade Length.
a. All new or modified buildings shall orient the primary facade to the Frontage Line. Secondary facades orient to the side and rear yards.
b. Corner buildings shall have a primary facade fronting each sidewalk.
c. For facades that are greater than 150’, a break of 10% of the facade length, with a 5 foot minimum depth, is required. This dimension can be broken into two breaks, provided each break is greater than 5 feet in width. The break must extend from above the ground for 60 percent of the height of the project. The break is not required to be continuous.
8. Special Building Types.
a. Urban “Large Format” Type. A building that allows for large scale retail, office, or entertainment uses of at least 40,000 square feet per floor for a single tenant, like a grocery or department store.
For a quality pedestrian realm, parking is accommodated below ground or is integrated into the building so that it is not visible from the street. Unlike “Big Boxes” in more suburban areas, these typically have storefronts, that create a pedestrian scaled environment, and they may have other uses above, like office or residential.
i. Parking and service shall reduce pedestrian conflicts by minimizing curb cuts and façade breaks for garage entries for pedestrian safety. Parking shall be located in a below grade garage, on the roof, or integrated into the building so as to be not visible from the street.
ii. The driveway opening of public parking accessed from the street must be 24’ or less, subject to circulation review. iii.When separate garage entries are provided for other uses, they shall be off of an alley.
Illustration 4.7 Maximum Unbroken Primary Facade Length 1 Maximum building height of 50’ or 60’
Minimum facade break height to be
60% of overall building height
1 2
3 Minimum break depth of 5’
4 Minimum break width of 10’
4 3
2 1 Maximum building height of 50’ or 60’
Minimum facade break height to be
60% of overall building height
1 2
3 Minimum break depth of 5’
4 Minimum break width of 10’
4 3
2 188
4 >> STANDARDS AND REGULATIONS
DOWNTOWN COMMUNITY PLAN
iv. Service access shall be from an existing alley or access driveway.
Truck docks shall be screened from public view.
v. Ensure a high-quality pedestrian environment by adequately framing the streets and other public spaces with sufficient building enclosure particularly on the first two floors. vi.Maintain visual interest by avoiding blank, windowless or opaque glazing and display cases that are divided from the store interior (like department store windows). Comply with Active Design standards.
vii. Entrances to upper floors shall be accessed through an interior lobby directly via a public sidewalk or publicly accessible Open Space to animate the ground floor.
viii. If ground floor residential units or office tenant spaces are part of the project, they shall be accessed directly from the sidewalk in order to animate the building edges along the ground floor.
b. Urban Theater. A multi-story building that allows for a set of auditorium spaces of differing sizes, with a large floor to ceiling height and common lobby areas. Transparency is rarely provided beyond the main theater entrance, though secondary lobbies above the first floor may provide some. Loading is typically accommodated off an alley. Unlike suburban-style multiplexes, Urban Theaters shall be lined with storefronts of other retailers to avoid blank walls. While this building type is defined by its internal volumes and primary uses, it is possible to have other uses connected to it or within it, including restaurants and cafes.
Retail may be accommodated below the theater and office and residential may be accommodated above.
i. Subsection (C)(7)(a) applies to the Urban Theater Building Type.
ii. Display cases, like for movie posters, are appropriate for blank frontages, where present, and shall be oriented to pedestrians. iii.At least one entrance per building frontage shall be provided directly from the public sidewalk.
iv. Access to accessory retail tenant spaces shall also be provided directly from the public sidewalk.
189
4 >> STANDARDS AND REGULATIONS
CITY OF SANTA MONICA
c. Public Parking Structure. An above ground structure for municipal vehicle public parking designed to accommodate ground floor retail or office space facing a public street. This building type accommodates shared public parking. Additional public uses shall be considered for the top floor where pleasant views may occur. i. Only one primary facade can be parking.
ii. Vehicular entrances/exits shall be no more than three lanes or 30’ wide at the sidewalk. They are best located off alleys where adequate Signage and alley clearance permits.
iii.Ticket and payment machines should be recessed to allow significant stacking room within the structure.
iv. Service access should be from an existing alley or access driveway.
v. Upper level parking should have architectural/green screening. vi.Where possible, parking levels above the mixed-use ground floor should be set back at least 10’ so it becomes secondary.
This provides room for planters and/or other screening devices. vii. Adequately frame the streets and public spaces with sufficient building enclosure particularly on the first floor.
viii. The ground floor should be lined with retail or office uses having their own entry from the sidewalk.
ix. Primary Entries to ground floor tenant spaces should occur a maximum interval of 60 feet in order to animate the ground floor.
d. General Requirements.
i. Minimum Open Space. Special Building Types are exempt from Open Space requirements. Where Residential or Office Uses are accommodated above the special use, requirements for lot widths of greater than 150’ apply.
Illustration 4.10 Public Parking Structure Building Type A. Setback from east/West Street - 60’ Min.
B. Entrance/Exit Lanes - max 30’ or 3 lanes
B
A Mixed-Use Building
Primary Facade
Primary Facade
190
4 >> STANDARDS AND REGULATIONS
DOWNTOWN COMMUNITY PLAN
D.BUILDING FRONTAGE LINE.
Building setbacks and stepbacks are not
dependent on District. Rather, Illustration 4.11
prescribes the required setback from face of
curb to Building Frontage, by block.
1. Corner Lots with Lot Width of 50’ or Less.
Up to 30% of the ground floor building
frontage that is parallel to the street side
property line may project into the required
setback to accommodate mechanical
rooms, utilities, required parking garage
access, and other essential building
functions.
Illustration 4.12 Minimum Pedestrian Level
Building Frontage Occupancy
15 feet wide 18 feet wide
20 feet wide 25 feet wide Promenade
KEY
14 feet wide
Illustration 4.11 Building Frontage Line
Building
Frontage Line
Property Line
A. Setback from face of curb
Face of curb
Building
A
191
4 >> STANDARDS AND REGULATIONS
CITY OF SANTA MONICA
E. PEDESTRIAN-ORIENTED DESIGN STANDARDS.
Ground floor pedestrian orientation is required for all projects throughout the Downtown and shall be designed to accommodate commercial uses and activities. 100% Affordable Housing projects are exempt from the provisions of this subsection (E).
1. Outdoor Dining. Dining areas may encroach into building setbacks as long as a minimum unobstructed pedestrian pathway of 8’ in width is maintained. On 6th and 7th Streets, the minimum width is 6’.
a. On the Promenade, dining may encroach up to 12 feet from the abutting property frontage to accommodate outdoor dining. Uses located in the Promenade encroachment zone shall be in accordance with approved Third Street Promenade outdoor dining standards and subject to an encroachment permit.
2. Pedestrian-Oriented Frontage Design for New Development. a. Where commercial space is provided, a minimum of 50’ depth of ground floor commercial space shall be provided in the Lincoln Transition, Neighborhood Village, and Wilshire Transition Districts.
b. A minimum of 65% of the Frontage shall be transparent and include windows, doors, and other openings.
i. Sill height should be no higher than 2.5’ and head height should be no lower than 8’ above finished grade.
ii. Openings shall have transparent glazing or openings that provide views into work, display, or sales areas, lobbies, or similar active spaces, or into windows displaying merchandise or items other than signs. Such display windows shall be at least 3’ deep. This requirement may be modified by the Architectural Review Board if it can be demonstrated that the fulfillment of this requirement materially interferes with the project’s ability to meet the requirements of Municipal Code Chapter 8.36 – The Energy Code. c. Building Frontages shall be designed to be divided into 30 foot bays or less for commercial leasing flexibility and functionality and to create a fine-grained rhythm along the street.
Illustration 4.13 Promenade
Encroachment Area for Outdoor Dining
12’
ProPerty
Line
encroachment
Line
12’
8’ MIN.
CLEAR FOR
PEDESTRIAN
PATHWAY*
*6’ MIN. ON
6TH AND 7TH
STREETS
Illustration 4.14 Minimum Pedestrian Pathway for
Outdoor Dining
192
4 >> STANDARDS AND REGULATIONS
DOWNTOWN COMMUNITY PLAN
3. Pedestrian-Oriented Ground Floor Design
for New and Existing Development
All new development not required to have active commercial frontages shall include the following pedestrian-oriented standards:
a. No more than 20% of a building’s street-level frontage, but in no case exceeding 75’, may be continuously blank or featureless. b. The following design elements shall be incorporated into the streetfacing façades at the ground floor level:
i. Variations in visual interest designed to be experienced by the pedestrian point of view, which may include, but not necessarily require, such measures as, change of materials in a complimentary manner, sensitive composition and juxtaposition of openings and solid wall and/or building frame and projecting elements such as awnings and marquees to provide shade and shelter;
ii. Exterior lighting which provides for a secure nighttime pedestrian environment by reinforcing entrances, public sidewalks and open areas with a safe level of illumination which avoids off-site glare; c. Residential uses at the ground floor street frontage shall incorporate primary entries, which may include planted areas, front stairs and/or other elements that contribute to a pleasant pedestrian environment. Pedestrian-oriented design elements may also include street furniture or other seating surfaces on private property and design amenities scaled to the pedestrian such as awnings, drinking fountains, paseos, colonnades, plazas, noncommercial community bulletin boards, public or private art and alternative paving materials in areas of pedestrian access. d. Leasing galleries associated with a housing project shall not exceed 20 linear feet of ground floor street frontage.
e. Glass with a visual transparency value of at least 65% shall be used at the ground floor level to allow maximum visual access to the interior of buildings.
f. Mirrored and highly reflective glass shall not be permitted at any level of the structure.
g. Entries shall be spaced at a maximum of 100 feet.
h. Entries shall be articulated by one or more of the following: a canopy, awning or other covering, signage, or recessed doorway. i. When storefront security grates or grilles are provided, they shall be: located inside exterior windows; retractable into pockets or overhead cylinders; and completely concealed when retracted. 193
4 >> STANDARDS AND REGULATIONS
CITY OF SANTA MONICA
j. The Raised Terrace is a frontage type permitted in the Ocean Transition District. They are defined by raised shop frontages with café dining in Zone 3, so the eye of the sitter is approximately at level with walking passerby.
i. The raised platform shall be between 7 and 36 inches in height as measured from the sidewalk grade.
ii. This type is suitable for Restaurant and Hotel uses. iii.The floor to floor height of the Raised Terrace Frontage shall be between 16 to 21 feet tall as measured from the terrace grade to the top of the finished floor.
iv. Fenestration shall be a minimum of 65% of the Facade’s first floor wall area.
v. Awnings shall only cover windows and doors.
vi.The dining area shall be enclosed with a permeable fence and or a row of planters to delineate the space.
vii.Primary pedestrian access to upper stories with Ground Floor Active Frontages is flexible and may be from the
raised terrace, from a side, or any other pedestrian space. k. Materials for fences, walls, and gates should be durable and complement the building and site design. Vinyl shall not be used.
F. HISTORIC PRESERVATION
1. Review of Proposed Alterations to City-Designated Historic Resources and HRI-Listed Properties. The Zoning Ordinance and Downtown Community Plan provide development incentives for HRI-listed properties and City-designated historic resources as listed in Table 4.3. Projects that include proposed alterations to Citydesignated historic resources and HRI-listed properties are subject to review as listed in Table 4.4.
a. Demolition is defined and demolition applications shall be reviewed and processed pursuant to SMMC Chapter 9.25. Note that as an application submittal requirement for a project that proposes demolition of any property over 40 years old, Landmarks Commission review of a demolition permit application is required as a means to identify whether the property warrants designation as a City-designated historic resource.
2. Provision of a Historic Landmark Plaque. Prior to final permit issuance, projects involving City-Designated Historic Resourcesthat obtain Landmarks Commission approval of a Certificate of Appropriateness shall require the installation of a historic plaque with design, language, and placement approved by the Landmarks Commission. Staff-approved Certificates of Appropriateness and properties already containing a historic plaque shall be exempt from this requirement.
194
4 >> STANDARDS AND REGULATIONS
DOWNTOWN COMMUNITY PLAN
ZONING ORDINANCE INCENTIVES AND
EXEMPTIONS FOR HRI ELIGIBILITY
Description SMMC Code
Section
HRI
Properties Designated
Replacement of Non-Conforming
Features or Portions of Building
that Contribute to a Building’s
Historic Architectural Integrity
9.27.030(C) X X
Demolition and Rebuilding of
Nonconforming Building 9.27.030(F)(1) X X
Reuse of Abandoned CityDesignated Historic Resource 9.27.050(B)(5) X Required Parking Exemption for
City-Designated Historic Resource 9.28.180(B) X
Variance from Development
Standards 9.42.040(A) X
Modifications and Waivers from
Dimensional Requirements 9.43.020(C) X
Definition of Attic – Habitable for
City-Designated Resources 9.52.020.0180 X
Use of Historic Building Code 9.56 X X
DCP INCENTIVES FOR DOWNTOWN HRI LISTED PROPERTIES AND
DESIGNATED HISTORIC RESOURCES - ADAPTIVE REUSE PROJECTS No Open Space Requirements for
Adaptive Reuse Projects DCP F.4(a) X X
Extended Time to Resume
Abandoned Use DCP F.4(c) X X
Table 4.3 Incentives for HRI-Listed Properties and City-Designated Historic Resources
3. Height Limits for Tier 2 Projects on City-Designated Historic Resource Parcels. Tier 2 projects on parcels that contain a CityDesignated Historic Resource may extend up to the Tier 3 height maximum of the underlying district provided the project complies with all other Tier 2 thresholds and requirements and that the project is consistent with the Secretary of the Interior’s Standards for the Treatment of Historic Properties and the project design preserves the setting and views of the character-defining features of the on-site City-Designated Historic Resource.
4. Adaptive Reuse Incentives for HRI-Listed Properties and CityDesignated Historic Resources in the Downtown. When a project is consistent with the Secretary of the Interior’s Standards for the Treatment of Historic Properties, the following incentives are provided in the Downtown, in addition to the incentives provided by the Zoning Ordinance as listed in Table 4.3:
a. Open Space. The project shall retain all existing open space, but shall not be required to provide additional open space as required by in DCP 4.3.
b. Extended Time to Resume Abandoned Non-Conforming
Use. Resumption, reestablishment, or reopening of a
nonconforming use shall comply with SMMC section 9.27.050 except as modified by this section F.4. If a non-comforning use of a building, structure, or parcel identified as a Citydesignated historic resource or an HRI-listed property ceases for a continuous period of two years or more, the use shall be considered, abandoned, and the building, structure, or parcel shall thereafter be used only in accordance with the regulations for the District in which it is located pursuant to SMMC Section 9.27.050.
195
4 >> STANDARDS AND REGULATIONS
CITY OF SANTA MONICA
RESOURCE ALTERATIONS -
REVIEW AUTHORITY PROJECT REQUIREMENTS
City-Designated
Historic Resources -
Landmarks
Landmarks Commission Scope of Work: Any exterior alteration to a Landmark:
Certificate of Appropriateness requirements set forth in SMMC Chapter 9.56 (Landmarks Ordinance) City-Designated
Historic Resources -
Structures of Merit Architectural Review
Board
Scope of Work: Exterior in-kind replacement to a Structure of Merit:
Proposed in-kind replacement that complies with the Secretary of the Interior’s Standards for the Treatment of Historic Properties requires review by the ARB or ARB Liaison in consultation with the Landmarks Commission Secretary.
Scope of Work: All other alterations and additions to Structure of Merit:
The proposed project must meet the Secretary of the Interior’s Standards for the Treatment of Historic Properties. The project application must include a written evaluation of the project’s compliance with the Standards prepared by a qualified professional who meets the Secretary of the Interior’s Historic Preservation Professional Qualification Standards. This evaluation report shall be provided to the ARB to assist in the evaluation of the proposed project.
HRI-Listed Properties Architectural Review
Board
Scope of Work: In-kind replacement to HRI-listed properties:
Proposed in-kind replacement and that complies with the Secretary of Interior’s Standards for the Treatment of Historic Properties requires review by the ARB or ARB Liaison in consultation with the Landmarks Commission Secretary.
Scope of Work: For All other Alterations and Additions to HRI-listed properties:
The proposed project must meet the Secretary of Interior’s Standards for the Treatment of Historic Properties. The project application must include a written evaluation of the project’s compliance with the Standards prepared by a qualified professional who meets the Secretary of the Interior’s Historic Preservation Professional Qualification Standards. This evaluation report shall be provided to the ARB to assist in the evaluation of the proposed project.
Table 4.4 Historic Preservation Requirements
196
4 >> STANDARDS AND REGULATIONS
DOWNTOWN COMMUNITY PLAN
9.10.070 PROJECT REQUIREMENTS
See Zoning Ordinance.
9.10.080 ESTABLISHED LARGE SITES OVERLAY
Projects within the Established Large Sites Overlay will be processed as a development agreement. These projects must provide, at minimum, Tier 3 project requirements and community benefits. Additional onsite uses, features, fees, programs or benefits expected for these projects are described in Chapter 2, Downtown Districts. Projects within Established Large Sites shall only be required to comply with development standards for Height Limit, Maximum Floor Area, and Open Space as required by
9.10.080.
A. Height Limit. Projects on Established Large Sites may be authorized up to an absolute height limit of 130’ subject to the following requirements:
1. Shall be processed through a development agreement
2. Additional environmental review to the extent not analyzed in the Downtown Community Plan Final EIR.
3. Shade and Shadow analysis of the project’s impacts on adjacent uses
4. Include in the application submittal comprehensive responses to how the project meets each of the priorities described in the Downtown Districts Chapter
B. Maximum Floor Area.
1. 1133 Ocean Avenue shall have a maximum Floor Area Ratio of 3.0.
2. 101 Santa Monica Boulevard shall have a maximum Floor Area Ratio of 4.0.
3. 4th Street/Arizona Avenue shall have a maximum Floor Area Ratio of
3.5. C. Open Space Requirements.
1. 50% of total parcel area comprised of the following: 25% located at Ground Floor and 25% without a regulated location.
G.AUTO DEALERS
Other than the maximum allowable FAR and height prescribed by Table 4.2 of this Plan, expansions to, or the redevelopment of, auto dealerships existing as of July 6, 2010 shall not be required to comply with any of this Plan’s development standards or its design guidelines contained in this Chapter 4 and Chapter 5. Instead, for expansions or redevelopment of existing auto dealerships in the Urban Auto Dealership Format, the applicable standards shall be those contained in SMMC Section 9.31.070 (Automobile/Vehcile Sales, Leasing and Storage) and SMMC Section 9.10.070. The Development Review Threshold contained in SMMC Section 9.31.070(C)(5) applicable to auto dealership projects involving the replacement or expansion of an existing auto dealer facility shall apply (in-lieu of those contained elsewhere in this Plan). Except for Tier 3 projects, development agreements shall not be required for the expansion or redevelopment of auto dealerships existing as of July 6, 2010. The special rules for FAR calculation contained in SMMC Section 9.31.070(C)(4) shall govern.
197
4 >> STANDARDS AND REGULATIONS
CITY OF SANTA MONICA
9.10.090 RESERVED
9.10.100 GATEWAY MASTER PLAN INTERIM STANDARDS
All projects on parcels within the Gateway Master Plan area may request Tier 2 development standards until the completion of the Gateway Master Plan, or until January 1, 2021, whichever comes first.
9.10.110 MODIFICATIONS TO STANDARDS
A. The procedures established in SMMC Chapter 9.43 for modifications shall be used for Minor and Major modifications to the following development standards established in 9.10.060 or SMMC Chapter 9.28:
1. Minor Modifications.
a. Parking, Loading, and Circulation. Modifications to dimensional and design standards that do not result in a reduction of required parking and loading spaces.
b. Maximum Ground Floor Height. Maximum ground floor height up to 2 feet.
c. Minimum depth of commercial space in Lincoln Transition, Neighborhood Village, and Wilshire Transition Districts. Up to 20 percent of the required minimum depth of commercial space. d. Modulation Standards. Up to 10% of the required facade area to be modulated and required depth of minimum stepback for any modulation standard without an alternative compliance option.
2. Major Modifications.
a. Maximum Ground Floor Height. Maximum ground floor height up to 4 feet.
b. Minimum Ground Floor Height. Minimum ground floor height up to 1 foot.
B. Development Agreements.
Development Agreements may negotiate modifications to any standard except for height and FAR.
9.10.120 GENERAL REGULATIONS
A. Projections.
Architectural elements may not extend beyond the building façade or into the public right-of-way except as provided below:
1. Awnings/Canopies should project no more than 8 feet from the building face or 33% of the distance between the building face and the curb, whichever is less. Minimum vertical clearance for awnings and canopies should be 8 feet if it is removable or retractable and 12 feet if it is fixed or permanent.
2. Theater Marquees can encroach beyond the Property Line to within 6’ of the curb line, provided there is adequate height clearance over the public right-of-way.
3. Signage. Where the width from the curb to the building face is 18’ or less, signage should not project more than 3’ from the building face.
Where the width from the curb to the building face is greater than 18’, signage should not project more than 4’ from the building face.
Where signage sits on a canopy, (G)(1) applies and see Awnings/ Canopies above.
4. Combined Length of Habitable and Non-Habitable Spaces. The total combined length of projections into the building frontage line should not exceed 65% of the building face to which they are attached. However, no more than 50% of this combined length may be Habitable Projecting Space.
5. Underground Parking. Underground parking may extend past the building frontage line, up to the property line.
198
4 >> STANDARDS AND REGULATIONS
DOWNTOWN COMMUNITY PLAN
9.10.130 DOWNTOWN COMMUNITY PLAN DEFINITION OF GENERAL
TERMS
A. Building Frontage. The portion of a building that faces a street.
B. Building Frontage Line. A line on a parcel that extends the maximum allowable height of the building, parallel to a street frontage, where the required building setback is established between a building frontage and the street curb face.
C. Pedestrian Level Building Frontage Occupancy. The portion of a building frontage below 32 feet in height that is located at the building frontage line.
D. Unbroken Primary Façade Length. The horizontal distance of a building wall located at the Building Frontage Line without any break or change in the wall plane of more than 10 feet wide, as measured perpendicular to the street frontage. Typical architectural features such as windows, doors, or other physical elements of the building façade shall be considered part of the building wall.
E. Stepback. An area of exterior wall that is recessed from the primary exterior wall of a building.
F. Floor Area Ratio. See SMMC Section 9.04.090, Determining Floor Area Ratio. The following shall not be included when calculating a project’s floor area ratio ( FAR): after the establishment of a POPS program described in Action PPS2.1C, structures under 650 square feet at existing PublicallyAccessible Private Open Spaces (POPS) are exempt from Floor Area Ratio calculations.
G. Mid-Block Parcel. A parcel of land on a numbered street (e.g. 5th, 6th, or 7th Street) that is not a Corner Parcel.
H. Facade. The face of the exterior wall of a building exposed to public view or that wall viewed by persons not within the building. The portion of any exterior elevation of a building extending vertically from the grade to the top of roof and horizontally across the entire width of the building elevation.
B. Development on Multiple Parcels.
1. A building or use may cross property lines only if:
a. The building site shall be subject to all requirements of this Specific Plan as though the total area comprised in the site were a single parcel; and
b. A covenant by the owner(s) of the parcels shall be filed with the Director and recorded with the County Recorder’s office before any use or combination of parcels occurs. The covenant shall state the intention of the owner(s) to develop the parcels as a single building site and shall be in the form required by the Director.
2. A proposed mixed-use development that includes multi-family housing above ground floor commercial uses may cross property lines for parking and access purposes without complying with (B)(1) above, provided it satisfies the following criteria:
a. The proposed project is located on a single parcel that does not exceed 7,500 square feet of lot area;
b. The proposed project is located adjacent to an existing mixed-use or multi-family housing development with subterranean parking; c. The proposed project would share a combined subterranean garage with the adjacent, existing mixed-use/residential development that would only cross lot lines below grade; and d. Access to the combined subterranean parking garage would occur only from the adjacent, existing mixed-use/residential project site.
3. A mixed-use development with multi-family residential units above ground floor commercial uses that satisfies criteria 2a-2d above shall be treated as an independent development project for the purpose of applying all applicable Specific Plan development standards.
DCP
THE DOWNTOWN COMMUNITY PLAN
CITY OF SANTA MONICA
CHAPTER 5
DESIGN GUIDELINES
200
5 >> DESIGN GUIDELINES
DOWNTOWN COMMUNITY PLAN
The design guidelines chapter provides
a range of advice on project design,
landscaping, public space and historic
preservation techniques. This chapter
is not prescriptive, but aims to provide
guidance to property owners, architects,
design professionals, residents and
other interested parties. It includes the
following topics:
• Building Guidelines
• Publicly Accessible Space Guidelines
• Public Space Types
• Open Space Amenities
• Open Space Furnishings
• Historic Preservation Guidelines
INSIDE THE DESIGN GUIDELINES CHAPTER
PRINCIPLES GUIDING THIS
CHAPTER
MAINTAIN THE “OUR TOWN”
CHARACTER OF DOWNTOWN
SANTA MONICA
Preserve Downtown Santa Monica’s
charm and character by requiring
new development to contribute high
standards of architecture, urban design
and landscaping.
HONOR DOWNTOWN’S HISTORY
THROUGH PRESERVATION AND
CONTEXT-SENSITIVE URBAN
DESIGN
Require an urban form and building
character that is consistent with the
existing Downtown fabric, preserving
historic resources and allowing for
improved architectural design and
building diversity in new buildings.
Goals, policies and actions designed to
acheive the Plan principles stated can be
reviewed at the end of this chapter.
201
5 >> DESIGN GUIDELINES
CITY OF SANTA MONICA
How to Use these Guidelines
Those involved with developing, designing,
approving and constructing buildings in the
Downtown Community Plan area should be
familiar with these Guidelines. They provide
criteria for fulfilling the community’s vision of
a Downtown characterized by generous and
well-landscaped pedestrian spaces, framed by
human-scaled buildings. As proposals come
before the Architectural Review Board, the
Planning Commission, and/or the City Council,
these Guidelines will provide a predictable
set of advisory criteria by which to review the
submission.
Most of the guidelines are specific in nature, while
others are a matter for broad interpretation;
however, none should be confused with imposing
a mandate style or motif.
5.1.A ARCHITECTURAL STYLE
There is no preferred style or historic period for
buildings in the Downtown area. All buildings
should demonstrate an architectural concept/
idea to provide coherence and integrity to the
design. However, where an Historic Architectural
Style is proposed, the applicant should document
how the proposed building is in keeping with
that style, particularly in regards to: overall
massing, overhangs, expressions of structure,
wall thickness, materials and other details.
Mixed-use building at the corner of Santa Monica and 6th Street that demonstrates façade articulation and visual interest.
Corner buildings have two primary façades as shown on
this contemporary mixed-use building in Boulder, CO.
5.1 BUILDING GUIDELINES
The Design Guidelines for Downtown Santa
Monica are intended to promote an attractive
and inviting public realm with active building
frontages, lush landscaped streets and general
excellence in architecture and urban design.
The Guidelines fulfill objectives as outlined
below, which guide development to embody high
standards for urban design. These objectives are:
Objective 1: Maximize architectural integrity and
quality.
Objective 2: Create human-scaled buildings that
contribute to a pedestrian-oriented public realm.
Objective 3: Create visual interest and variety in
building and landscape design along every street.
Objective 4: Animate building frontage on the
ground floor to create an inviting public realm.
Objective 5: Respect the small-scale increment
of development Downtown, based on a historical
parcel width of 50 feet, which provides variety
and visual interest for the pedestrian.
Objective 6: Create ambiance and a safe
environment along the street at night that
encourages pedestrian activity.
Objective 7: Create enjoyable shared private
open spaces.
202
5 >> DESIGN GUIDELINES
DOWNTOWN COMMUNITY PLAN
e. Large expanses of glass (or curtain walls)
at the ground floor should be subdivided.
f. Recessed windows are encouraged to
increase the depth of the shadow that is
cast. Emphasizing wall thickness provides
an impression of mass and stability.
g. Residential windows should be operable.
h. Windows should be detailed consistent
with the project design to provide a sense
of human scale, proportion, texture,
shade and shadow.
Storefronts
i. A transition between storefronts, such as
a change in plane, addition of a column or
other vertical element should be provided
between storefronts.
j. Transoms, which can accommodate a
business address, should be incorporated
above entry doors.
k. Entry doors should be commercial grade
with clear glazing framed in metal, wood
or frameless.
l. Building and store entries should be
clear to the pedestrian. Consider using
awnings, canopies, architectural lighting,
and pedestrian signage to articulate
entrances.
5.1.B PEDESTRIAN ACCESS
Primary pedestrian access to buildings should be
provided along the sidewalk or permitted Open
Spaces. Primary entries to ground floor tenant
spaces or residential units should be directly
accessible from the sidewalk and frontages
with retail uses should provide tenant spaces
with their own entry from the sidewalk, open
space or from a pedestrian paseo, where one is
provided.
Paseos and Pedestrian Passages
Parcels longer than 300 feet should be
developed with a mid-block pedestrian passage
or open space. Where pedestrian passages are
utilized, they should be placed to connect to
other passages, alleys, or mid-block crossings for
greater street grid connectivity.
a. Pedestrian passages should be no less
than 15 feet wide.
b. If pedestrian passages are covered, the
floor to ceiling height should be at least
1.5 times the width of the paseo.
5.1.C GROUND FLOOR PERMEABILITY
Window and Entry
a. On corner sites, residential lobby entries
should be on north/south streets where
practical in keeping with their quieter
nature, allowing uninterrupted retail
frontages on east/west streets. The
exception to this is for corner sites along
Lincoln Boulevard where residential
lobbies should be accessed from east/
west streets.
b. Residential entries should be designed
to have architectural hierarchy within
the façade , be well-marked and easy to
find. For example, recessed entry doors
articulate the entrance, adding depth to
the façade and ensuring doors do not
swing into the sidewalk.
c. Residential and/or Hotel pedestrian
entries may be accessed from courtyards,
which provide additional richness to the
streetscape experience.
d. Window glazing should be transparent
with clear or limited UV tint to provide
sight lines into and out of the building.
Highly-reflective, mirrored, heavilytinted and opaque glazing is strongly discouraged (except that opaque glazing
can be used as spandrel glass).
203
5 >> DESIGN GUIDELINES
CITY OF SANTA MONICA
Tall ground floor contributes to an inviting streetscape and improves the visibility and viability of retail.
Use of awnings, architectural lighting and pedestrian
signage enhance pedestrian experience, while columns
distinguish separate storefronts in same buildings.
On corner sites, the residential lobby should be located on north/south streets, where practical leaving the east/west streets for uninterrupted storefronts.
Recessed windows add depth to façade.
Pedestrian entrance to this hotel is off courtyard, adjacent to public sidewalk, creating privacy from street.
Interior Courtyards
When provided, interior courtyards should be
designed to encourage common and shared use
by residents. Consider including the following
amenities:
a. Seating and planting areas.
• Landscape is a necessary component
to soften outdoor space in an urban
setting.
• Planters shall be designed to enhance
the usable space. Large, tall planters
can prevent optimal use of open space
by making the space feel crowded.
18” high planters are optimal as
edges can be used as seat walls.
• Low walls and steps may be used for
seating.
• Landscaping should include shade
trees or shading devices, where space
permits.
b. Lighting
• Should illuminate the Courtyard,
but does not negatively impact
surrounding buildings.
• Lighting should illuminate walkways,
planting areas and architectural and
landscape features.
Blank walls should be avoided inside the
perimeter of the courtyard.
204
5 >> DESIGN GUIDELINES
DOWNTOWN COMMUNITY PLAN
5.1.D ROOFS
a. “Cool roofs,” using white paint or other
lightly colored surfaces to reflect the sun
and reduce building temperatures and
need for cooling, are recommended.
b. Roof forms and materials should be kept
in character with the rest of the building.
c. Consider “green roofs,” which treat
stormwater and provide a visual amenity.
d. Roof-top mechanical equipment and
roof-vent penetrations should be set back
10 feet from the edge of the building and
properly screened behind a parapet or
in an enclosure so it is not visible from
the street in order to improve building
appearance from other taller buildings.
e. Rooftop equipment not within an
enclosure should be painted to match the
roof top.
f. Use of roofs as amenity spaces is
encouraged, provided impacts on
neighboring properties are minimized.
Place noise-generating amenities away
from neighboring buildings. Provide
landscaping around edges of occupied
roofs to provide a buffer to neighboring
properties.
g. Hotels are encouraged to provide publicly
accessible rooftops, such as sitting areas,
restaurants and bars.
5.1.E FAÇADE ARTICULATION
Massing Offsets
a. Breaks in buildings are utlized to reinforce
the architectural idea and provide
appropriate mass and scale. Break the
building mass with differing heights and
widths to avoid monolithic buildings.
b. Regular breaks along the building façade
should create a visual rhythm along the
street with offsets, recesses, stepped
façades, varying materials or colors,
and architectural ornaments such as
balconies, awnings, projections, etc.,
while ensuring a pleasing composition as
a whole.
c. Corner buildings require unique
architectural treatments like increased
height and/or building mass or interesting
entry designs, such as angled entries,
to help “anchor” corner buildings and
further define the street.
Color variation differentiates the building base from
body. Offsets and recesses along the façade break up the building’s mass.
Subtle variations in roof lines along street add interest to the skyline.
d. When adaptively reusing a historic
structure or incorporating a historic
facade into new construction, new floor
levels above the cornice of the original
facade should be set back sufficiently
to preserve the street presence of the
original facade.
Colors and Materials
Changes of exterior color, texture or material can
be used to reinforce the architectural formal idea
and are best accompanied by changes in plane or
occur at an inside corner.
a. Recommended materials are those
durable and quality materials that give
the building a sense of authenticity,
weight, texture, and mass, such as:
• Precast concrete or poured-in-place
concrete, unitized ceramic panels,
high quality metal panels, brick (full or
face brick), cementitious panel siding,
205
5 >> DESIGN GUIDELINES
CITY OF SANTA MONICA
wood panel plank or siding, green
walls, smooth plaster, tile, terrazzo,
stone veneer and low reflectivity
glass and other durable, high quality
materials should be used.
b. Discouraged building materials and
elements:
• Plywood siding, T-1-11 siding, vinyl
siding, wood shingles, and thin layers
of stone or unit masonry that appear
veneer-like should not be used.
Awnings and Shade Devices
a. Placement should be limited to above
windows and doors, not walls in-between,
and should not interfere with pedestrian
signage for shops and businesses.
b. Awning mounting heights should be
consistent along the façade, unless
supporting architectural concept.
c. Colors should complement the building.
d. Durable materials that complement other
building materials are recommended, like:
• Canvas, high quality fabric, and metal
e. Discouraged materials:
• Vinyl and plastic
f. Mounting hardware should complement
building hardware. Metal trellis adds additional interest and shade in paseo without obstructing signing on awnings.
Awning color-coordinated with brackets, signs and light fixtures add harmony to the façade, but is too shallow to provide meaningful shade for shoppers.
Canopy materials are
durable, complement
entry materials/colors and
provide opportunity for
recessed lighting at entry.
Canopy materials are
durable, complement
building materials and
provide shade and shelter.
Shuttered wood awning
adds texture to building
façade and provides durable
surface to add signing.
Awning design is consistent
along business windows to
reinforce identity of space.
206
5 >> DESIGN GUIDELINES
DOWNTOWN COMMUNITY PLAN
Balconies
Balconies should be closely integrated into
building design and not create a confusing and
cluttered street wall.
a. Projecting balconies should not dominate
the façade. Recessed balconies are
an option for providing outdoor space
without dominating the façade.
5.1.F ARCHITECTURAL LIGHTING
Frontages, entrances, arcades, pathways and
adjacent pedestrian public rights-of-way should
be illuminated for pedestrian safety.
a. Architectural lighting, incorporated into
building design, should highlight and
accent architectural details.
b. Decorative lighting could be added at
entrances and window displays to activate
pedestrian realm at night.
c. Light fixtures should complement the
style of the building.
d. Building lighting for pedestrian passages,
courtyards, roof gardens and corner
plazas should be focused on serving the
pedestrian and also be tamper-proof.
e. Lighting along alleys should operate
independently of other lighting in and
around the building
f. Lighting sources should be shielded,
aiming light downward or back to the
building wall, to reduce glare.
Balconies accent, but do not dominate façade.
Projecting balconies used sparingly.
Fully recessed balconies.
French balconies add architectural interest to upper floors of garage.
207
5 >> DESIGN GUIDELINES
CITY OF SANTA MONICA
g. Recommended Materials:
• LED lighting and solar-powered lights
h. Discouraged Materials:
• Incandescent exterior lights and highpressure sodium lights
5.1.G SERVICE AND AUXILIARY CRITERIA
a. Service, utility and mechanical functions,
including retail loading, should be located
in alleys whenever present. When alleys
are not present, service functions should
be placed behind buildings. Building design
should accommodate equipment with niches
or insets.
b. Service, utility, and mechanical equipment
(e.g., utility box transformers and standpipes)
visible from the street should be screened
from view with landscaping or enclosures.
c. Screening should be compatible with the
architecture, materials and colors of adjacent
buildings.
d. Trash and storage enclosures should be
architecturally integrated the project design.
Landscaping should be provided adjacent to
enclosures for screening and deterring graffiti.
e. Trash enclosures and retail loading areas
should be sited to minimize nuisance to
adjacent properties.
f. The location of trash enclosures should be
easily accessible for trash collection and
should not impede general site circulation
patterns during loading operations.
g. Mechanical equipment should vent to an
alley wherever possible.
Decorative lights that complement architecture.
Light source shielded from street to minimize glare.
Recessed canopy lights illuminate entrance.
Illustrative image: Mechanical equipment attractively
screened at the rear of the building facing Alley.
Decorative enclosure built into building façade can screen transformers and other utilities in an attractive manner. 208
5 >> DESIGN GUIDELINES
DOWNTOWN COMMUNITY PLAN
5.2.A PUBLIC SPACE GUIDELINES
Size and Location
Small intimate spaces can offer respite from
daily activities, while larger, active open spaces
can offer a place for meeting people or for
events. Select the type of open space that fits
best with the scale and use of the surrounding
buildings. A minimum size of 7,500 square feet
is adequate to create a functional small park.
Smaller spaces, along pedestrian passages for
example, might be more intimate. Public space
should be surrounded by mixed-uses to maintain
diverse users throughout the day and week.
Design all new public spaces around a “purpose.”
Categories of purposes could include education,
socializing, exercise and relaxation. The location
should allow the space to have multiple entrances
and exits.
Design
a. Integrate the design of the public space
with the overall design and architectural
character of surrounding buildings.
b. Limit the use of walls and enclosures to
reduce places where someone might
hide. This also helps keep the space open
and accessible with clear sightlines of
entrances and exits.
c. From landscaping to seating to paving,
everything about the design of the
space should consider long-term
implementation for durability and
maintenance.
Access to publicly accessible space should be provided
directly from the right of way.
Pioneer Square in Portland is designed with purpose as a community gathering place and mixing zone.
5.2 PUBLIC SPACE GUIDELINES
The ideals of public spaces are that they are open
and free to be enjoyed by all. Public spaces do not
exclude anyone from using them, but in reality
design doesn’t always meet everyone’s needs.
One way to help protect the foundation of public
space for all is inclusive design. Inclusive design is
consciously designing a space so that a diversity
of users, whether women, men, children,
elderly, or people with limited abilities, feel
comfortable and safe in public spaces. Inclusive
design principles will guide the creation of new
public spaces Downtown, and will help ensure
more people feel they can be part of the space
and the Downtown Santa Monica community.
Principles addressing lighting, signage, and
location alleviate feelings of safety and security.
Clear and ample signage helps everyone and
those with limited abilities to navigate through
the space better; in addition to open and smooth
pathways. Providing transportation access with
safety amenities such as emergency lights, and
with more points of access to the public space
offers more reasons for people to step out the
door and enjoy public space as if it were their
backyard.
209
5 >> DESIGN GUIDELINES
CITY OF SANTA MONICA
Access
Public space must be accessible from the public
right-of-way and also be inviting. Public spaces
must meet Americans with Disabilities Act (ADA)
requirements so that they are accessible to all
citizens. Public transportation providing access
to and from public spaces should include shelters
to protect from weather, especially sun and
wind in Santa Monica. Transit stops should also
include seating, emergency phones for safety
and security, and a screen displaying the time of
the next arriving train or bus. This helps people
plan their trips better, feel safe when traveling,
and reduces barriers to accessing public spaces
making them more willing to embark on the
outing.
Signage
Direct pedestrians to the space and provide
information about the spaces.
a. Install wayfinding signage along the
sidewalk to direct pedestrians to open
spaces and transit access;
b. Install an informational plaque within the
spaces. The plaque should be a minimum
of 21 inches by 21 inches made of a nonreflective material and the lettering should be easy to read. The information on the
plaque should include: “the space is for
public use;” the name of the owner of the
building; the name, address, and phone
number of the person designated to
maintain the open space; and a statement
that complaints regarding the open space
may be addressed to named City agencies.
Art and Amenities
Open spaces should integrate public art and
amenities.
a. Public restroom facilities that
accommodate mobility-assisting
instruments and changing tables, or signs
to the nearest public restroom not located
in the public space, should be provided.
b. Art should be fully integrated into design
of public space. “Plop Art” should be
avoided.
Landscaping
Landscaping is a necessary component of
outdoor space in an urban setting. Because
landscaping has a significant impact on the
experience, texture and temperature of an open
space, it needs to be appropriate to the intended
use of the space, and be comfortable, attractive
and complement the surrounding architecture.
a. Open spaces should include landscaping
and trees. They should be appropriately
selected based on location, volume and
use.
b. Open spaces should provide both shaded
and sunlit areas. Shade can be provided
with trees, shade structures, awnings,
canopies and/or umbrellas.
c. Planters shall be designed to enhance
the usable space. Large, tall planters can
prevent optimal use of open space by
making the space feel crowded. 18” high
planters are optimal as edges can be used
as seat walls. The use of variety in simple paving materials creates an interesting texture to this plaza.
Landscaping in this privately-owned public space creates an inviting environment and a sense of enclosure.
210
5 >> DESIGN GUIDELINES
DOWNTOWN COMMUNITY PLAN
d. Less voluminous and tall landscaping
should be planted near the pathways,
and tall trees and hedges should be
planted away from pathways to maintain
clear sightlines throughout the space and
reduce hiding places that might make
users feel unsafe.
e. Landscaping should be used to activate
building façade, soften building contours,
highlight important architectural features,
screen less attractive elements, add color,
texture and visual interest, and provide
shade.
Sustainability
Sustainability is an important City goal and
should be fully incorporated into all and public
spaces.
a. Landscaping and appropriate paving
strategies should contribute to local
stormwater management strategies.
Plazas, as open expanses of paved
material, can capture, filter and recycle
rainwater from their surface and adjacent
buildings. Consider permeable paving
and stormwater retention areas.
b. Native and drought-resistant landscaping
should be used.
Paving
a. Paving should complement the
architectural character and materials of
surrounding buildings.
b. Paving should not be slippery when wet.
c. Utility grills and vents should be in
character with paving and character of
surrounding buildings.
d. Paving should be smooth and flat to assist
the mobility challenged to easily move
throughout and enter and exit the space.
Seating
Public spaces should include an abundance of
well-designed seating of different varieties.
a. Ideas for seating include: seat walls,
planter ledges, free-standing elements,
fountain borders, benches, moveable
seating, fixed seating and seating steps.
b. Movable seating provides people with
the flexibility to sit in groups or alone and
be in the sun or shade.
c. Seating should also accommodate those
who are wheelchair-bound, offering
tables where a wheelchair can be situated
and used.
d. Seating can also be incorporated in freeflowing, sculptural forms that are part of the landscape design.
e. Seating should be appropriate to the
scale of the space, as well as designed to
human proportions for comfort. On the
other hand, when integrated as public
art, seating may play with scale and form.
Movable furniture provides users with a variety of
arrangement options to suit individual needs.
Creative seating design can help to scale down the built environment to the pedestrian level.
211
5 >> DESIGN GUIDELINES
CITY OF SANTA MONICA
DOWNTOWN COMMUNITY PLAN GUIDANCE ON PUBLIC OPEN SPACE DESIGN This chapter provides design guidance on public open space, which was identified as the community’s number one priority for Downtown. Property owners and developer’s should take a thoughtful approach to the design of public open space by employing several, or all, of the elements described in this graphic to create inclusionary spaces that cater to women, men, children elderly or people with limited abilities.
Include paths and entrances have lighting.
Provide safe and sheltered access to public
transportation.
Position Helpful staff conscious of sensitivities
in public spaces.
Incorporate smooth pathways for navigating the
public spaces with multiple entrances and exits.
Place trees and hedges away from paths to
eliminate hiding places in public spaces.
Provide amenities in public spaces for more
comfortable use.
The public space elements shown in the graphic are
drawn from examples of successful public spaces
around the world, and showcase how careful planning
can create quality experiences that enhance a sense
of community. This is particularly important for
Downtown Santa Monica, which must address its
resident’s well-being through new public spaces that
cater to the diverse makeup of this neighborhood of
nearly 5000 people.
1 2
3 4
5 6
212
5 >> DESIGN GUIDELINES
DOWNTOWN COMMUNITY PLAN
Signage that describes the rules for public access should accompany all POPS.
This popular cafe in Sacramento is located inside a public space. Locals and commuters mix in this area.
Lighting
Open spaces should be designed for day and
nighttime use and include a sufficient amount
of lighting. Lighting fixtures and systems should
act as an integral part of the open space design.
Lighting helps users see who else is using the
space as well as be seen, making them feel
safer. Beyond ensuring sufficient light levels,
lighting is encouraged to be used as public art.
Lighting should illuminate the open space, but
not negatively impact surrounding buildings.
Lighting should illuminate walkways, planting
areas and architectural and landscape features.
5.2.B PRIVATELY OWNED PUBLIC SPACE
(POPS) GUIDELINES (EXEMPT FROM FAR)
Land Use
Uses should be limited to cafes, (including small
restaurants and bars), bike shares and bike
stations, art galleries, newsstands, bookshops,
florists and tourist information centers. Other
uses not listed here may be appropriate and
should be subject to the approval of the Director
of Planning or his/her designee.
Design
Permanent structures should be designed with
significant transparency, with as many operable
doors and windows as practical so as to minimize
the barrier between inside and out.
a. “Back of house” operations, like kitchens,
requiring less transparency, should be
oriented away from the sidewalk.
b. Shading devices should not diminish the
apparent transparency.
c. Uses requiring sunlight control, such as
gallery spaces, should make the effort to
allow transparency into the structure.
Location
Permanent structures should be detached from
the primary building on the site.
a. Where connections are required for
proper operation, the connection should
be minimal so as to appear like a pavilion
addition to the space.
b. Where the existing space is narrow, direct
attachment to the primary building is
permitted if it is the only way to provide
the new amenity.
c. These conditions should be reviewed
by the Director of Planning or his/her
designee.
Height
The height of any permanent structure that is
added into an existing POPS should generally
be limited to 15 feet. In some instances, small
portions of the structure may exceed that height,
particularly where the roof of the structure can
be occupied for seating.
Signage
The City should design and adopt a logo and a
plaque for all POPS that have been incentivized
under this rule to help the public understand the
individual spaces are part of a larger network.
Installing the plaque at every pedestrian entrance
will direct the public to these spaces.
213
5 >> DESIGN GUIDELINES
CITY OF SANTA MONICA
COURTYARD
POCKET PARK
GREEN SUN DECK/VIEW TERRACE
PLAZA PARKLET
ESPLANADE
PASEO
5.3 PUBLIC SPACE TYPES
Privately owned and publicly accessible open
spaces (POPS) come in many different sizes,
ranging from a small pocket park to a large ground
floor plaza. Each is a valuable contribution to
the Open Space Network in Downtown Santa
Monica. Chapter 2D, Pathways and Public Spaces,
proposes the creation of new public open spaces
at strategic sites in the Downtown. Many of these
may potentially be sited on privately-owned
property, but should function like public parks
based on Development Agreement negotiations.
The following guidelines apply to these various
open space types:
• Green
• Plaza
• Courtyard
• Pocket Park
• Sun Deck/View Terrace
• Parklet
• Paseo
• Esplanade
214
5 >> DESIGN GUIDELINES
DOWNTOWN COMMUNITY PLAN
Green Space Diagram
Lawn Bowling Club, Douglas Park, Santa Monica, CA.
Jamison Park, Portland, OR.
Georg-Freundorfer-Platz, Munich, Germany.
Artist’s Rendering of a Community Green at 5th & Broadway. BROADWAY 5TH ST
5.3.A GREEN
OPEN SPACE GUIDELINES
Description Designed and programmed for
recreational uses.
GUIDELINES
Access From Sidewalk.
Public Availability Per Public Park Regulations.
Vendors Food and drink, only.
Landscaping Yes.
Seating Provide formal and informal
seating along pathways or in
designated gardens, lawns, etc.
Movable chairs desirable.
Sunlight/Wind May include trellis, canopies or
other shade structures as well
as trees & cafe table umbrellas.
Public Art Yes.
215
5 >> DESIGN GUIDELINES
CITY OF SANTA MONICA
Plaza Diagram.
St. Ann’s Square, Manchester, UK.
5.3.B PLAZA
OPEN SPACE GUIDELINES
Description Designed and programmed for
recreational uses.
GUIDELINES
Access From Sidewalk or Pedestrian
passage.
Public Availability All times.
Vendors Permitted restaurant seating
taking up no more than 30% of
the seating provided.
Landscaping Yes.
Seating Provide formal and informal
seating along pathways or
in designated gardens, etc.
Movable chairs desirable.
Sunlight/Wind May include shade trees,
awnings/canopies from building
& cafe table umbrellas.
Public Art Yes.
Programming Gathering space with potential
for scheduled performances
and/or fairs.
Reston Town Center, Reston, VA.
West Hollywood Gateway by Jerde Partnership.
Artist’s Rendering of 4th/5th Arizona Ice Rink Plaza.
5TH ST ARIZONA AVE
216
5 >> DESIGN GUIDELINES
DOWNTOWN COMMUNITY PLAN
Courtyard Diagram.
Uptown Dallas Apartment Courtyard, Dallas, TX.
5.3.C COURTYARD
OPEN SPACE GUIDELINES
Description Primarily hardscaped open
space framed by building on
at least three sides.
GUIDELINES
Access From public sidewalk or
internal development corridor.
Public Availability Determined by building owner.
or by negotiated contract.
Vendors Permitted.
Landscaping Yes.
Seating Provide mix of formal and
informal seating. Movable
seating encouraged.
Sunlight/Wind Umbrellas or awnings, trellises,
or canopies integrated with
building or over courtyard, as
well as shade trees.
Public Art Yes.
Programming Gathering space and/or outdoor
dining space with potential for
scheduled performance space,
fairs or movie screenings.
Pendlewood Square Bench.
One Colorado, Pasadena, CA.
Artist’s Rendering of the Luxe@Broadway Apartment
Courtyard.
LINCOLN BLVD
BROADWAY
217
5 >> DESIGN GUIDELINES
CITY OF SANTA MONICA
Pocket Park Diagram.
Paley Park, New York City, NY.
5.3.D POCKET PARK
OPEN SPACE GUIDELINES
Description Small open space in urban
areas with shade and seating
framed by buildings on at
least two sides.
GUIDELINES
Access From Sidewalk or Paseo per
public park regulations.
Public Availability Sunrise to sundown or
determined by owner or by
negotiated contract.
Vendors Food vendors allowed.
Restaurant seating taking up no
more than 50% of the seating
provided.
Landscaping Yes.
Seating Provide movable seating with
tables along edges of park or
near shaded areas.
Sunlight/Wind May include shade trees,
awnings or canopies from
building, and cafe table
umbrellas.
Public Art Yes.
Programming Gathering space.
Artist’s Rendering of a Pocket Park at Lincoln & Broadway.
LINCOLN BLVD
BROADWAY
6th Ave Vest Pocket Park, New York City, NY.
Girard Fountain Park, Philadelphia, PA.
218
5 >> DESIGN GUIDELINES
DOWNTOWN COMMUNITY PLAN
Sun Deck or View Terrace Diagram.
Highline Park, New York City, NY.
5.3.E SUN DECK/VIEW TERRACE
OPEN SPACE GUIDELINES
Description An open space that provides
views of the Downtown from
an elevated spaces.
GUIDELINES
Access From public stairway, elevator
and/or internal private
corridor.
Public Availability Open during business hours
or as determined by property
owner or by negotiated
contract.
Vendors Food vendors allowed.
Restaurant seating taking
up no more than 30% of the
seating provided.
Landscaping Yes.
Seating Fixed and movable seating.
Sunlight/Wind Trellis, shade structure or
shade trees.
Public Art Yes.
Programming Gathering space and/or
outdoor dining space.
Westfield’s Sky Terrace, San Francisco, CA.
Rooftop plaza at First and Mission St, San Francisco, CA.
Artist’s Rendering of a Rooftop Garden at the Wyndam hotel. 2ND ST
COLORADO AVE
219
5 >> DESIGN GUIDELINES
CITY OF SANTA MONICA
Open Space Type Diagram.
5.3.F PARKLET
OPEN SPACE GUIDELINES
Description Mini-park located within an
on-street parking lane with
seating that is raised to be at
the sidewalk grade.
GUIDELINES
Access From sidewalk.
Public Availability Publically accessible.
Vendors No, except may be used
for restaurant seating or
cafe seating for fronting
establishment.
Landscaping Yes.
Seating Movable chairs and tables.
Sunlight/Wind Shade structure, trellis, trees
or umbrellas.
Public Art Yes.
Programming Gathering space or outdoor
dining space. Artist’s Rendering of a Parklet at 6th & Broadway. 6TH ST
BROADWAY
Valencia Street , San Francisco, CA.
San Francisco, CA.
A Parklet along a narrow sidewalk in New York.
220
5 >> DESIGN GUIDELINES
DOWNTOWN COMMUNITY PLAN
Paseo Diagram.
Unique framed entry leading from a paseo to a plaza.
5.3.G PEDESTRIAN PASEO
OPEN SPACE GUIDELINES
Description A linear open space located
between blocks with special
paving, landscaping and
access for pedestrians only.
Encouraged where there is
over 300 ft of continuous
building frontage.
GUIDELINES
Access From sidewalk, building and/
or alley.
Public Availability All times unless otherwise
restricted by property owner.
Vendors Stores may front passageway.
Landscaping Yes.
Seating Fixed or movable seating along
edge of Paseo facing open
space.
Sunlight/Wind Awnings, canopies, or trellis.
Public Art Yes.
Programming Gathering/walking space
with potential for scheduled
performances or fairs.
Artist’s Rendering of Pedestrian Paseo between 4th and 5th.
Pedestrian Paseo located in Downtown Los Angeles, CA.
Paseo with shopfronts and furnishings.
221
5 >> DESIGN GUIDELINES
CITY OF SANTA MONICA
Esplanade Diagram.
5.3.H ESPLANADE
OPEN SPACE GUIDELINES
Description A linear open space along
Colorado Ave with a generous
sidewalk defined by special
paving, a cycle track for
bicyclists, and or one-way
travel lane westbound that
connects the Expo Station to
the Pier.
GUIDELINES
Access From Colorado Ave or
intersection street.
Public Availability All times.
Vendors Permitted.
Landscaping Yes.
Seating Fixed or movable seating.
Sunlight/Wind Shade trees.
Public Art Yes.
Programming Promenading
PWP Landscape Architecture’s rendering of the
Colorado Esplanade.
Artist’s Rendering of Wilshire Blvd sidewalk expansion.
Wilshire Boulevard present condition.
3RD ST
WILSHIRE BLVD
222
5 >> DESIGN GUIDELINES
DOWNTOWN COMMUNITY PLAN
5.4 OPEN SPACE AMENITIES
Open Space Amenities are major programming
elements that can exist in the open space types.
Each open space type can host a variety of
potential permanent or temporary amenities
that include: • Playground • Community Garden • Snippet (Small Sunny Sitting Spot) • Ice Rink • Outdoor Performance Venue • Craft/Artisan Fair The following pages provide guidelines for each
amenity space: • Open space type within which the amenity is appropriate
• Size of the amenity • Access to the space • Public availability to space • Vendors permitted in space • Landscaping within space • Seating within space • Sunlight and wind considerations in space • Public Art integrated in space
OPEN SPACE AMENITIES OPEN SPACE TYPES PLAYGROUND
COMMUNITY GARDENSNIPPETICE RINKOUTDOOR PERFORMANCE VENUECRAFT/ARTISAN FAIR Plaza
Green
Parklet
Paseo
Esplanade
Courtyard
Pocket Park
Sun Deck
223
5 >> DESIGN GUIDELINES
CITY OF SANTA MONICA
Jamison Park Portland, OR.
5.4.A PLAYGROUND
PLAYGROUND GUIDELINES
Description Designed and equipped with
play elements for children.
GUIDELINES
Location Can be located within a Plaza,
Community Green, Courtyard,
Sun Deck/ View Terrace or
along the central axis of a
Promenade.
Access From space within which it sits.
Public Availability Sunrise to Sunset.
Vendors Permitted along the perimeter
of the space within which it
sits.
Landscaping Yes.
Seating Provide formal seating facing
play areas for parents to have
direct view of children.
Sunlight/Wind May include shade trees, shade
structures or cafe umbrellas.
Public Art Yes.
Fruit and Scent Playground, Liljeholmen, Sweden. Playground in The Hague, Netherlands.
Tongva Park, Santa Monica .
224
5 >> DESIGN GUIDELINES
DOWNTOWN COMMUNITY PLAN
Rooftop Garden in New York City, NY. Rooftop Garden in Los Angeles, CA.
5.4.B COMMUNITY GARDEN
COMMUNITY GARDEN GUIDELINES
Description Garden space designed for
growing fruits, vegetables,
flowers, herbs, etc.
GUIDELINES
Location Can be located within a
Courtyard or Sun Deck/View
Terrace
Access From rooftop, sidewalk or
Courtyard.
Public Availability Determined by building owner.
Vendors N/A
Landscaping Yes.
Seating Seating limited to educational
gathering space, if present.
Sunlight/Wind Shade structure or trellis near
educational space and/or
garden supply and tool storage
area.
Public Art Yes.
Rooftop Garden at the Curren House designed by
Landscape Architect, Andrea Cochran.
Raised Sidewalk Vegetable Garden Bed.
225
5 >> DESIGN GUIDELINES
CITY OF SANTA MONICA
Peter Newman’s “Skystation”, Hayward Gallery, London, UK.
5.4.C SNIPPET
SNIPPET GUIDELINES
Description A small, sunny place to sit.
GUIDELINES
Location Can be located in any of the
open space types
Access From sidewalk, Paseo,
Esplanade or Courtyard.
Public Availability All times unless otherwise
restricted by property owner.
Vendors N/A
Landscaping Yes.
Seating Fixed or movable seating.
Sunlight/Wind Awnings, canopies from
adjacent buildings or shade
tree.
Public Art Yes.
Philadelphia, PA.
Mark Reigelman’s “Stair Squares”
Borough Hall, Brooklyn, NY.
Open Space furniture at Santa Monica Place.
226
5 >> DESIGN GUIDELINES
DOWNTOWN COMMUNITY PLAN
Santa Monica Ice Skating Rink, 5th St and Colorado. Nathan Philips Square, Toronto, CAN.
Millennium Park, Chicago. Millennium Park, Chicago.
5.4.D ICE RINK
ICE RINK GUIDELINES
Description Temporary outdoor ice skating
arena used for recreation
during the winter months.
GUIDELINES
Location Can be located within a Plaza.
Access From sidewalk, Esplanade and/
or Paseo.
Public Availability Business hours & limited to the
winter months.
Vendors Food and beverage vendors
permitted as well as skating
equipment rental.
Landscaping Yes.
Seating Provide formal seating facing
ice rink arena for spectators
to watch and informal fixed or
movable seating for skaters to
gather or for surrounding uses
facing the Plaza.
Sunlight/Wind Awnings, canopies from
adjacent buildings, shade trees
or cafe umbrellas.
Public Art Yes.
227
5 >> DESIGN GUIDELINES
CITY OF SANTA MONICA
Project Dance, Times Square New York City, NY.
5.4.E OUTDOOR PERFORMANCE VENUE
OUTDOOR PERFORMANCE GUIDELINES
Description Temporary Outdoor
Performance Venue or movie
screen.
GUIDELINES
Location Can be located within a Plaza
or Community Green or
Courtyard.
Access From sidewalk, Esplanade and/
or Paseo.
Public Availability By admission.
Vendors Permitted.
Landscaping Yes.
Seating Seating requirements vary.
Sunlight/Wind Shade structure or trellis near
educational space and/or
garden supply and tool storage
area.
Public Art Yes.
Summer Concert Series, Santa Monica Pier. Outdoor performance in Bryant Park, NY.
Old Pasadena Film Festival, Historic Downtown Pasadena. 228
5 >> DESIGN GUIDELINES
DOWNTOWN COMMUNITY PLAN
Art Star Craft Bazaar, Philadelphia, PA.
5.4.F CRAFT/ARTISAN FAIR
CRAFT / ARTISAN FAIR GUIDELINES
Description Temporary outdoor vendor
fair.
GUIDELINES
Location Can be located within a Plaza,
Community Green, Courtyard,
Esplanade, or Paseo.
Access From sidewalk or through
a private building if located
within a interior Courtyard.
Public Availability Determined by building owner
Vendors Craft or artisan vendors and
food / beverage vendors.
Landscaping Yes.
Seating Provide formal seating facing
ice rink arena for spectators
to watch and informal fixed or
movable seating for skaters to
gather or for surrounding uses
facing the Plaza.
Sunlight/Wind Awnings, canopies from
adjacent buildings, shade trees
or cafe umbrellas.
Public Art Yes.
Orange Park Fine Art Festival, Jacksonville, FL. Rittenhouse Craft Fair, Philedelphia, PA.
American Crafts Festival, Lincoln Center Plaza, New York City. 229
5 >> DESIGN GUIDELINES
CITY OF SANTA MONICA
Pedestrian lighting on 4th Street.
Open space furniture inSanta Monica.
Sidewalk benches in Sidewalk Width Zone 3.
5.5 OPEN SPACE FURNISHINGS
Open space furnishings contribute comfort and/
or utility to each open space type. Starting on
page 220 example images are shown of high
quality furnishings that make Downtown open
space network an inviting, safe, attractive and
comfortable place in which to spend time.
230
5 >> DESIGN GUIDELINES
DOWNTOWN COMMUNITY PLAN
BENCHES
TABLES &
CHAIRS
PLANTERS
LIGHTING
NEWS
RACKS
5.5.A EXAMPLES OF OPEN SPACE FURNISHINGS
231
5 >> DESIGN GUIDELINES
CITY OF SANTA MONICA
BOLLARDS
PUBLIC
ART
SHADE
WATER
FOUNTAIN
STORMWATER
MANAGEMENT
232
5 >> DESIGN GUIDELINES
DOWNTOWN COMMUNITY PLAN
BIKE
PARKING
BIKE
LOCKERS
BIKE
CORRAL
BIKE
CENTER
BIKE
SHARE
DRAFT DOWNTOWN COMMUNITY PLAN 233
APRIL 2017
9 >> IMPLEMENTATION >>
DCP
THE DOWNTOWN COMMUNITY PLAN
CITY OF SANTA MONICA
CHAPTER 6
IMPLEMENTATION ACTIONS
234
6 >> IMPLEMENTATION ACTIONS
DOWNTOWN COMMUNITY PLAN
ACTIONS
The Plan identifies a number of Actions
that aim to achieve the goals of the Plan.
The Actions in the Plan can be categorized
into the following:
` Capital Projects: streetscape and public
infrastructure projects
` Plan-wide Initiatives: studies, analysis,
monitoring or independent research
projects
` Changes in regulations and ordinances:
modifications to existing rules to help
Downtown realize the community vision
` Ongoing Programs: programmatic
activities to enhance capital investments
that have been or will be made.
` Private Sector Applications: actions for new
development subject to the requirements
of this Plan and the Zoning Ordinance.
INSIDE THE IMPLEMENTATION ACTIONS CHAPTER
PHASING
Each Action in the Plan has a timeframe
for implementation. Three timeframes
have been established: 1) Short-Term,
2) Mid-Term and 3) Long-Term. These
timeframes may be adjusted depending
on changing priorities and/or funding.
POTENTIAL FUNDING
SOURCES
Where possible, types of funding
available for various projects and
programs has been identified.
MEASURING & MONITORING
A measuring and monitoring program
is key to ensuring that the vision of
the Plan stays on track. Actions of the
Plan will be measured and monitored
to chart its progress toward achieving
the Plan’s adopted goals. To this
end, this Plan includes a requirement
that the Planning Department
produce five-year reports evaluating
progress towards completing
proposed projects and programs, as
well as in-depth monitoring of new
development Downtown, fees that
have been collected, public and private
investments in community benefits
and supportive infrastructure.
This Downtown Community Plan presents a vision of a sustainable, multi-modal and vibrant Downtown that continues to retain its charms and assets while accommodating the needs of our future. This vision of Downtown will require the commitment of the City, stakeholders, neighborhood groups and the community. This chapter brings together the “Actions” presented in the preceding chapters of this Plan and provides a clear roadmap for implementing, funding and measuring success of the Actions. 235
6 >> IMPLEMENTATION ACTIONS
CITY OF SANTA MONICA
Plan implementation is shown in three phases.
For discussion purposes, the phases are
identified as three separate and discrete time
periods. However, in reality, these phases may
be overlapping or their timing may be different,
depending on such variables as development
timing and funding availability from nondevelopment driven sources. In addition, there are ongoing activities such as measuring and
monitoring that will span the life of the Plan.
Accordingly, the Plan’s programs and projects are
phased as follows:
1. Short-Term (S). To be pursued immediately
upon plan adoption through 2018; Major
publicly-funded projects and programs
that are identified as “short-term” priority
are intended to ensure that infrastructure,
including pedestrian and bicycle facilities, are
in place in order to realize the full benefit of
the light rail and concurrent private sector
development. Completion of these projects
should allow immediate trip reduction to
succeed.
2. Mid-Term (M). Before 2022: This period
encompasses those improvements that
require more complete funding or phasing,
and have additional pre-project actions, or will
primarily be associated with and/or funded by
new development.
3. Long-Term (L). 2022 through the life of the
Plan: Long-term improvements include those
that require significant coordination, project
development or funding or that are associated
with later development projects and funding
6.1 A PHASED IMPLEMENTATION
PROGRAM
The Plan’s Actions will be undertaken by a variety
of entities – private developers, the City, DTSM,
BBB, non-profit organizations and others.
In addition to coordinating efforts of many
parties, ensuring that the Downtown Santa
Monica continues to evolve in accordance with
the vision of the Plan requires the best work
and cooperation of City departments, talented
designers and builders, as well as the community
and its leaders.
6.1.A PHASING
This plan outlines a 14-year horizon to the year
2030. Most actions and projects identified in
the Plan will be successfully completed through
immediate compliance with the DCP standards.
For example, development will, in some cases,
establish new Building Frontage Lines that will
have the effect of widening sidewalks. In other
cases, the complexity of the projects and/or
programs may necessitate pre-planning efforts
such that implementation will occur in the
middle or later DCP phases (e.g., the Olympic
Crossover).
Additionally, some programs, projects and
improvements described in this plan will be
implemented in later phases, either due to the
need to acquire financing, market fluctuations,
and/or the community’s desire to implement
other projects and programs as higher priorities.
Phasing is an important aspect of project design, particularly for long-range planning documents that span many years and contain a great deal of implementation actions. The Colorado Esplanade, a project, was phased to allow for traffic to continue on Colorado while the street was transformed.
236
6 >> IMPLEMENTATION ACTIONS
DOWNTOWN COMMUNITY PLAN
and management mechanisms that may be
established as a result of DCP policies.
4. Ongoing: (O-G). Ongoing improvements
include new programs and those programs
already in place which will span the life of
the Community Plan, including ongoing
monitoring and maintenance.
5. Projects and programs in all phases can be
pursued by:
a. Listing a project on the Capital Improvement
Plan, funded by a combination of grant or
other funding sources.
b. Requiring public improvements as a
condition of development.
c. Incorporating improvements into
development agreement negotiations for
private development.
d. Making necessary policy or regulatory
adjustments.
e. Budgeting staff time to implement a
program.
Projects that are designated as having “mid-term”
or “long-term” priority can become “short-term”
as sufficient funds become available. Also, certain
projects that are identified to move forward in
the short term may be delayed, due to changing
priorities or lack of financing. The City and the
community decide the priority of projects and
when they proceed.
Detailed actions, projects and programs are
described their respective chapter.
6.1.B PUBLIC LEADERSHIP
Many public agencies and entities will have
important roles in funding and managing specific
elements of this Implementation program, with a
primary role for the City of Santa Monica and its
associated/affiliated organizations such as DTSM
and SMTT. Public coordination, management
and strategic investment are key to contributing
to the District’s success.
Following up on their strong participation in the
development of this Plan, these entities will play
important roles in implementing the projects
and programs identified:
Santa Monica City Departments
• Big Blue Bus
• Community & Cultural Services
• Finance
• Housing & Economic Development
• Planning & Community Development
• Public Works
• Fire and Police Departments
Quasi Governmental Agencies
• Downtown Santa Monica, Inc.
• Santa Monica Travel & Tourism
• The Chamber of Commerce
A PHASED APPROACH TO IMPLEMENTATION
Phase 1: Short-Term (S)
Phase 2: Mid-term (M)
Phase 3: Long-term (L)
Ongoing (O-G)
2017 2020 2025 2030+
Illustration 6.1 A Phased Approach to Implementation
Plan implementation will occur over an extended period of time. As opportunities arise, the Plan will pursue additional improvements to infrastructure, circulation, landscaping and lighting, streetscapes and many other district enhancements. 237
6 >> IMPLEMENTATION ACTIONS
CITY OF SANTA MONICA
Private Interests
• Individual developers and investors
• Non-profit organizations
Other public agencies
• Metro
• CalTrans
• Coastal Commission
City regulations create a framework for
Private investment that will have a key role
in implementing the vision. These guiding
regulations for the private investors are found
in Chapter 4, Standards and Regulations and
Chapter 5, Design Guidelines of this Community
Plan and Section 9.10 of the City’s Zoning
Ordinance. It is critical that public and private
investments are coordinated so that the strategic
investment of modest amounts of public funds
are leveraged for the greatest value of the
community.
IMPLEMENTATION IS A SHARED RESPONSIBILITY
Projects led by public entities will advance the Downtown vision, but often will require working in concert with private and nonprofit entities. This Plan’s success is dependent upon a shared responsibility for its implementation. Some of the programs described in this Plan are outlined below:
• Affordable housing through several
public and private programs.
• New public art installations and
facilitation of a potential new museum
in concert with private and non-profit
operators.
• Six new publicly accessible parks and/
or plazas and a network of pedestrian
linkages between open spaces in the
form of sidewalks in cooperation with
private properties.
• As-needed upgrades to the existing
infrastructure system to accommodate
the uses identified by the Plan.
• Transportation Demand Management
(TDMs) policies and the creation
of a Transportation Management
Organization (TMO) with businesses,
shared parking with private property,
and transit service provider actions.
238
6 >> IMPLEMENTATION ACTIONS
DOWNTOWN COMMUNITY PLAN
6.1.C FUNDING SOURCES
Public improvements that have been identified
in this Plan will be financed by a number
of funding sources, including impact fees,
assessment districts, private investment, direct
City financing, and other government funding
sources. In the past, the City has successfully
leveraged private development to fund public
improvements through impact fees and
development agreements. Although these
tools will continue to play an important part in
funding, a broader set of financing mechanisms
will be required to undertake the full suite of
improvements proposed for the Downtown.
Each funding and financing mechanism, including
community benefits, that could potentially be
deployed to implement the plan has a different
structure, such as rules that dictate how the
mechanism can be established, when payments
are collected, and how funds can be utilized.
1. The LUCE and Community Benefits. Using
the Plan’s framework for community benefits
allows the City to create greater synergies
among individual development projects
and engage each incremental development
project to assist in achieving the Plan’s overarching goals for the district.
Historically, the City has used development
agreements to negotiate community benefits
on a project-by-project basis. This Plan will
apply the LUCE tiering community benefits
structure which requires community benefits
of most new projects. The strategy of using
the DCP framework for negotiations provides
the development community with a level of
predictability around the desired community
benefits associated with proposed projects
throughout the Plan area. As projects in
the Downtown Community Plan area are
submitted for Planning review, City staff
will work with applicants to ensure that
the community benefits offered to justify
additional height and intensity associated
with Tier 2 or Tier 3 projects match the Plan
priorities and achieve its goals.
This Plan identifies specific infrastructure
projects and programmatic activities that
fulfill its goals and priorities and how the
community benefits process will make a
significant contribution towards completing
these projects.
2. “Spectrum” of Funding and Financing
Mechanisms. Beyond community benefits,
the City of Santa Monica has several other
tools at its disposal to pay for many of the
improvements envisioned. One of these
mechanisms, known as impact fees, has
already been established by the City through
existing policies. Other mechanisms, such
as an area-wide infrastructure assessment
district, or taxing mechanism, would have to
follow a prescribed establishment process
that will occur outside of the Plan adoption
process.
Each of the major funding sources is described
below and Illustration 6.2 shows how these
sources work as a complete “spectrum” of
opportunity for Plan implementation.
a. Developer Contributions. The far left
column of Illustration 6.2 illustrates
the multiple mechanisms used to
ensure that developers contribute to
area improvements in a manner that is
commensurate with project impacts. The
three lower mechanisms (development
standards, environmental mitigation and
impact fees) represent the baseline of
what a developer is required to provide
as part of any development project in
Santa Monica, regardless of the proposed
project tier.
Community benefits are provided by
projects requesting height and density
that exceed Tier 1 threshold, including
those requiring a negotiated development
agreements. Each of these mechanisms is
described in detail.
(i) Development Standards.
Development standards regulate a
project’s land uses, height, density,
Building Frontage Line and associated
sidewalk widths, onsite open space and
other features. The standards provided
in this plan must be satisfied in order
for a project to be granted approval.
These standards will significantly
shape the interface between private
buildings and the public realm.
239
6 >> IMPLEMENTATION ACTIONS
CITY OF SANTA MONICA
(ii) Development Impact Fees are
one-time fees imposed on new
developments. They ensure that new
development pays for facility and
infrastructure improvements necessary
to directly support the proportional
demand created by that project.
Based on the Mitigation Fee Act, the
City must establish the connection
between new development, the
proposed improvements and the fee
level; and each project must pay only
its proportional share of the cost for
any facility. Fee revenues cannot be
used to fund existing deficiencies in
infrastructure.
(iii)In-lieu fees. Provide the developer the
choice to satisfy a design or development
standard, or impact mitigation through
a fee. One such example already in use
in parts of the Downtown area is the
Parking in-lieu fee, which has been very
successful in creating a “park-once”
environment and mitigating the impact
of new development on parking supply.
These fees provide funds to increase
the number of parking spaces in Santa
Monica in direct relation to the need
created by new development.
(iv) Community Benefits (CB). CB
contributions may also be used in
conjunction with other funding and
financing mechanisms. Community
benefits can be used to fund any number
Illustration 6.2 Spectrum of Financing and Funding Tools
FINANCING THE VISION - A RANGE OF TOOLS FOR DOWNTOWN
Who
Pays?
Developer Homeowners,
Property
Owners and/
or Businesses
Users Fees City Federal, State
and Regional
Agencies
Other Grants
Public Private
Partnerships Tax Credits
LUCE
Community
Benefits
CFDs or IFDs Public Facility
Rental Bonds TEA
Impact Fees Downtown
Parking District Parking Fees CDBG / HOME CM4Q
Environmental
Mitigation DTSM Water and
Sewer Measure V Prop 42
Development
Standards
Area-Wide
Assessment
Districts
TMAs C.I.P. CTF
When? One-Time Ongoing Ongoing Ongoing One-Time
240
6 >> IMPLEMENTATION ACTIONS
DOWNTOWN COMMUNITY PLAN
b. Area-Based Strategies
(i) Assessment District (AD). Under
the Improvement Act of 1911 and the
Improvement Bond Act of 1915, a city
may establish an assessment district
to levy additional taxes in order to
issue bonds to fund public facilities
and improvements that directly benefit
property owners in the district. An AD is
a useful tool in financing public facilities,
infrastructure and maintenance and
services costs that benefit a specific
area. Eligible projects may include:
street paving and grading; curbs and
gutters; streetlights and landscaping;
water supply systems; storm drains;
sanitary sewers; and/or parks and
recreation facilities.
(ii) Unlike a Mello-Roos district, the
formation of the AD requires a
majority vote of property owners that
is weighted proportionate to their
assessed value of their property. In
addition, AD bonds may only fund
improvements within the district, and
a nexus must be established between
the improvements to be financed
and benefits to the district’s property
owners. ADs are typically used as
financing mechanisms for installing
public improvements in areas of new
development, but it is also possible to
use them for existing development if a
nexus can be established between the
of different improvements, ranging
from streetscape enhancements such
as the Esplanade, to publicly accessible
open spaces, affordable housing, arts
and cultural institutions, program and
operations funding, among others.
In some cases the City may choose
to aggregate community benefits/
financial contributions, or use them
in conjunction with other funding and
financing mechanisms where necessary,
to pay for significant improvements.
(v) Public-Private Partnerships (PPP). A
PPP is a government service or private
business venture which is funded and
operated through a partnership of
government and one or more private
entities. PPPs involve a contract between
a public sector authority and a private
party, in which the private party provides
a project and assumes substantial
financial, technical and operational risk
in the project. In some types of PPPs,
capital investment is made by the private
sector on the basis of a contract with
government to provide agreed benefits
or existing assets such as land for the
project.
The City of Santa Monica currently charges
several fees, including:
1. In-lieu options for community objectives
that could also be provided onsite:
` Affordable Housing
Production Program
` Childcare Linkage Program
` Develop Arts Contribution
` Downtown Parking District In-lieu fee
` Parks and Housing Fees
(update anticipated)
2. Impact fees:
` Transportation Impact Fee
` Urban Runoff Mitigation Fee
` Water and Waste Water Demand Fee
CURRENT FEE/ONSITE
REQUIREMENTS
amount of the assessment, the public
facility or improvement to be funded,
and the benefit to property owners in
the AD.
(iii) The Downtown area already has
Downtown Santa Monica Inc (DTSM),
and the Downtown Parking District
in place covering parts of the area
encompassed by the DCP. However,
the boundaries of these districts could
be expanded.
241
6 >> IMPLEMENTATION ACTIONS
CITY OF SANTA MONICA
(iv) Downtown Santa Monica Inc. (DTSM)
is a Business Improvement District
which is a type of Assessment District
that levies taxes on businesses and real
property within its boundaries. Under
the Property and Business Improvement
District Law of 1994, revenues from its
assessments may be used to fund capital
improvements and maintenance costs
for projects such as: street furnishings,
fountains; parks; street improvements;
sidewalks; plazas and wayfinding.
(v) Downtown Parking District. Another
type of Assessment District in the
Downtown is the Downtown Parking
District which contributes to financing
for the development of parking facilities
and trip reduction strategies. New
developments in the existing district
have the option of paying an in-lieu
fee as a substitute for providing onsite parking. Following the adoption of this Plan, a strategy will be proposed to
expand the in-lieu fee district to the LUCE
defined Downtown boundaries. Revenue
generated by the in-lieu fee program
issued to fund the construction of
parking facilities as well as maintenance
and operations.
c. User Fees.
User fees are charged for the use of public
facilities and infrastructure and can be used
to cover operating and capital expenses.
Existing utility fees, such as sewer and
water, are one type of user fee. In Santa
Monica, for example, sewer capital
facilities fees are charged on a per-unit or
per-square foot basis and contribute to
the ongoing capital costs associated with
the local sewer system. The fees do not
cover expansion of the sewage system
associated with larger scale development.
(i) Parking fees at public garages and
on-street meters are a type of user
fee that supports the operations and
maintenance of these facilities and can
also provide the revenue to service
bonds utilized in their construction.
Parking revenues can also be invested
in strategies that reduce demand such
as TDM.
(ii) Outdoor cafes, whether on the
sidewalk, or on a Parklet can also provide
a revenue stream, as restaurants pay
“rental” of the public right-of-way of
this space. Typically these funds are
directed at maintaining and improving
the streetscapes of the area. This could
include tree replacement and the cost
of furnishings.
(iii) Transportation Management
Organizations (TMOs), such as
CommuteSM, represent yet another
form of user fee. Funded by business
and property developer membership
fees, CommuteSM provides free
transportation services to local
residents, visitors and workers.
(iv) Many jurisdictions have been able to
partially finance construction of new
facilities such as parks, by using bonds
funded through user revenues for
public facilities whose principal source
of financing is a public or non-profit
agency. For example, selected Parklets
could be “rented” by adjacent cafes,
with revenues supporting additional
park spaces recommended in this plan.
d. City Funds
(i) Capital Improvement Program (CIP).
Capital projects identified in the DCP as
highest priorities need to be included
in the City of Santa Monica’s Capital
Improvement Program. This program
uses some portion of the City’s General
Fund and special fund revenues (for
example, Measure V funds) and User
Fees sometimes supplemented or
matched by other sources listed above,
to pay for improvements to City facilities
such as local streets. Projects for earliest
inclusion in the Capital Improvements
Program in the next three to five years
include the Pedestrian Scrambles and
4th Street streetscape projects.
(ii) Measure V Funds. Measure V
funds the cost of implementing the
City of Santa Monica’s Watershed
Management Plan, which includes
financing the operation; administration;
and maintenance. It also funds
242
6 >> IMPLEMENTATION ACTIONS
DOWNTOWN COMMUNITY PLAN
improvements such as environmental
restoration, storm drain conveyance
system upgrades, upgrade and
replacement of the existing and future
storm drainage systems, installing onsite stormwater management systems and multipurpose capital improvement
projects. Priorities for funding are
stormwater management projects in the
Pier Basin and Kenter Canyon Basin and
other regional, multi-benefit projects
that capture the 85th percentile storm
runoff volume. To date, this parcel tax
has funded pervious concrete alleys
and street gutters, green streets,
storm drain infrastructure retrofits and
upgrades, rain barrel and cistern rebate
programs, and regional multi-benefit
projects.
e. Grants
(i) Community Development Block
Grants (CDBG) and HOME Investment
Partnerships Program (HOME) funds.
While these funds originate at the
federal level and are administered
by the U.S. Department of Housing
and Urban Development (HUD), they
are awarded annually (subject to
Congressional appropriation) to local
governments. Locally these funds are
administered by the City’s Community
and Cultural Services Department
and the Housing and Economic
Development Department.
(ii) Other Sources including Federal, State
and Local One-Time Grants. Various
federal, State and regional programs
distribute grant funds for public
improvement projects. For example, at
the edge of the Downtown Community
Plan area the City has already been
granted funds to improve the Colorado
Esplanade linking Downtown with the
Expo station to improve “First Mile, Last
Mile” station connectivity. Beyond this,
the City is likely to be very competitive
for transportation funds, which can be
used to make local improvements for
bicycle and pedestrian facilities such
as those included in the DCP. Funds
are typically awarded on a competitive
basis through programs run by regional
transportation agencies, such as Metro,
CalTrans or metropolitan planning
organizations, such as the Southern
California Association of Governments
(SCAG).
(iii) Local Transportation Fund (LTF).
Under the Transportation Development
Act (TDA) of 1971, 0.25% was added
to the statewide sales tax rate in order
to fund local transportation. Known as
the Local Transportation Fund (LTF), the
State returns this revenue to its county
of origin for use in operating transit
systems.
(iv) Proposition 42 Funds (42). Under
Proposition 42, the Transportation
Congestion Improvement Act of 2002,
revenue from the State sales and
use tax on the sale of motor vehicle
fuel is dedicated to transportation
improvements and services
including public transit and mass
transportation, city and county street
and road improvements (including
road reconstruction and storm
drainage repair), and state highway
improvements.
(v) Transportation Enhancement
Activities (TEA) Program. The
Transportation Enhancement Activities
(TEA) Program receives 10% annually
from each state’s Surface Transportation
Program (STP). Three of the twelve
categories defined within the TEA
are related to bicycle and pedestrian
projects.
(vi) Congestion Mitigation and Air Quality
Improvement Program (CMAQ). CMAQ
funds transportation projects to reduce
ozone and carbon monoxide pollution
and meet national ambient area air
quality standards (NAAQS) in Clean Air
Act non-attainment areas.
243
6 >> IMPLEMENTATION ACTIONS
CITY OF SANTA MONICA
6.1.D LONG-RANGE PLANNING RECOUP
FEES
Costs for city planning documents, such as
general plans and specific plans are, generally,
reimbursed by pro rata allocation of fees to
developers applying for development permits in
the plan area. To enable continued long-range
planning for the activity centers, and to recoup the
significant investment in the DCP, the City should
explore and prepare any studies necessary to
establish a pro rata and comprehensive planning
to ensure careful design and implementation of
the Plan visions.
6.1.E MEASURING AND MONITORING
The task of achieving the Plan vision for
Downtown is an endeavor that will span many
years and involve the cooperation and dedication
of the entire Santa Monica community. It will
require ongoing oversight to ensure that changes
Downtown are consistent with the community’s
expectations for sustainable, respectful growth
that maintains the District’s unique charm
while providing for future housing needs and
economic success. Monitoring the Downtown’s
performance using multiple indicators is critical
to ensuring that the Plan is delivering on its
intended goals and objectives.
Development Cap
The Plan continues the LUCE commitment to
achieve the citywide goal of No Net New PM
Peak Hour Trips by 2030. As analyzed in the
Program EIR for the Plan, the Downtown could
accommodate a total maximum of 3.22 million
square feet of net new floor area while still
achieving the goal of No Net New PM Peak Hour
Trips. This number is based on modeling results
from the City’s travel demand forecasting model.
Therefore, the Plan includes a cap of 3.22 million
square feet of net new floor area Downtown.
Any project proposal that results in Downtown
exceeding the cap would not be consistent
with the Plan and therefore, would not be
able to be approved until necessary additional
environmental analysis and amendments to the
have been completed.
Monitoring
To evaluate the performance of the Plan’s actions
and policies, the Planning Department shall
prepare a monitoring report every four years in
coordination with the LUCE monitoring report
detailing the housing supply and development,
commercial activities, and transportation trends
in Downtown. This information shall address
(1) development trends in the Downtown
Community Plan area, (2) the effects of that
development (3) the effectiveness of the
policies set forth in the Downtown Community
Plan in achieving the vision set forth and (4)
recommendations deemed necessary to ensure
the success of the Plan.
1. Time Period and Due Date. Reporting shall
be presented in coordination with the LUCE
monitoring report, which is produced every
five years, and shall address the preceding
five years.
2. Data Sources. The Planning Department
shall assemble data for the purpose of
providing the reports. City records shall be
used wherever possible. Outside sources
shall be used when data from such sources
are reliable, readily available and necessary
in order to supplement City records.
3. Categories of Information for Monitoring
and Reporting. The analysis of the categories
Residential, Non-Residential, Mobility and
Historic Preservation will compare Plan
Area trends to existing conditions, citywide
trends, and regional trends, when relevant.
The comparisons will indicate the degree
that the City is able to accommodate new
development as projected within the Plan
Area. Based on this data, the Department
shall analyze the effectiveness of policies
governing Downtown growth and shall
recommend any additional measures
deemed appropriate. The following
categories of information shall be included:
a. Residential
(i) Housing. The amount of residential
units “Completed,” “Approved,” and
“Under Construction” during the
preceding 4 years.
244
6 >> IMPLEMENTATION ACTIONS
DOWNTOWN COMMUNITY PLAN
(ii) Unit size. An estimate of the number
and mix of unit sizes in the Plan.
(iii) Affordable Housing Production.
An estimate of the number of new
affordable housing units approved
and constructed in the Plan Area,
including development of subsidized
housing, below market rate units, offsite inclusionary housing, affordable housing built with in-lieu fee payments,
and other types of affordable housing.
(iv) Rent Control. The number of rent
controlled units within the Downtown.
• Ellis Act Evictions. The number
of Downtown residential units
withdrawn from rent control
through the Ellis Act process.
b. Non-Residential
(i) Commercial Space and Employment.
The net new amount of traditional and
creative office space “Completed,”
“Approved,” and “Under Construction”
during the preceding five years.
(ii) Retail and Restaurant Space. An
estimate of the net increment of
retail and restaurant space within the
Downtown.
(iii) Cultural Facilities. An estimate of the
net increment of cultural space within
the Downtown.
c. Transportation
(i) Mode Share Downtown Residents.
An estimate of the percentage of
Downtown Residents using a particular
type of transportation.
(ii) Mode Share Downtown Employees.
An estimate of the percentage of
Downtown Employees using a particular
type of transportation.
(iii) Average Vehicle Ridership. An
estimate of the average number of
persons within a vehicle during a
commute to work.
(iv) Intersection Counts. The number
of vehicles, pedestrians or bicycles
counted at a signalized Downtown
intersections during peak commuting
hours, which include 7:30 a.m - 9:30
a.m, and 5:00 p.m -7:00 p.m on
weekdays, and from 1:00 p.m - 5:00 p.m
on weekends. Counts will be collected
for the following mode types:
• Vehicles
• Pedestrians
• Bicycles
(v) Vehicle Parking Inventory. An
estimate of the off-street vehicle
parking spaces in Downtown.
(vi) Vehicle Parking Utilization. A report
on the average utilization of City-owned
off-street public parking facilities.
(vii) Bicycle Parking Inventory.
An estimate of the off-street bicycle
parking spacesin Downtown.
(viii) Breeze Bikeshare Ridership. An
estimate of Breeze bicycle trips for the
following:
• Originating in Downtown
• Terminating in Downtown
• Originating and Terminating in
Downtown.
(ix) Transit Ridership. An estimate
of transit ridership originating or
terminating Downtown.
• Expo Light Rail
• Big Blue Bus
(x) Transportation Management
Organization. A report on the
effectiveness of the TMO in reducing
employee vehicle trips Downtown.
d. Historic Preservation
(i) Landmark Designation. Report the
number of Landmark and Structures of
Merit designations in the Downtown.
(ii) Adaptive Reuse. Report the number
of structures adaptively reused that
recorded deed-restrictions to utilize
Plan exemptions/incentives for
conservation.
245
6 >> IMPLEMENTATION ACTIONS
CITY OF SANTA MONICA
(iii) Neighborhood Conservation Overlay
District. Report on the formation of a
Neighborhood Conservation Overlay
District, and which features are included
within its criteria.
• Including a report on development
activity within the established
Neighborhood Conservation
Overlay District.
4. Community Improvements. The Plan
outlines major community improvements
in the areas of open space, pedestrian
realm, public art, transportation and
community services. Implementation of
proposed projects and programming will
be documented, including a focus on the
following:
a. Public Open Space
(i) New Publicly Accessible Open
Spaces. An estimate of the net increase
in publicly accessible open spaces
created by new development or public
investment.
(ii) Improvements to Privately Owned
Public Spaces (POPs). A description
of improvements to POPS, including
new permitted square footage,
programming activities, etc.
b. Pedestrian Realm
(i) Streetscapes and Paseos. A summary
of progress on streetscape projects
Downtown.
c. Art and Culture
(i) Public Art. A report of new Public Art
added to the City’s inventory that is
located Downtown.
(ii) Cultural Facilities. A summary of
cultural facilities Downtown.
d. Transportation
(i) Transit infrastructure and capacity
improvements. A summary of
transit infrastructure and capacity
improvements Downtown and affecting
the Downtown area.
(ii) Bicycle Network Completeness.
(iii) Pedestrian Network Completeness.
(iv) Parking Programs. Report on
implementation strategies, including
cooperation with relevant agencies, and
success of program as implemented.
e. Community Services and Infrastructure
(i) Utility Infrastructure. A report on
the adequacy of existing utilities and
public infrastructure to support the
residential, employee, and visitor
populations in Downtown.
(ii) Water Usage Per Capita. An estimate
of residential water usage per capita
for Downtown residents compared to
other neighborhoods throughout the
city.
5. Enforcement of Project Entitlements.
A summary of successful compliance
with conditions and design standards for
development projects approved in the Plan
Area and any enforcement actions taken to
ensure compliance or adjudicate complaints
a. Review the design quality of Downtown
projects to ensure diverse design
typologies, innovation and quality design.
6. Fees. Monitor collection and expenditure
of all fees. Report on studies and
implementation strategies for additional
fees and programming.
7. Mode Share Visitors. An estimate of
the percentage of overnight visitors and
day visitors using a particular type of
transportation.
8. Vision Zero. The number of roadway users
who have died or had serious injuries.
246
6 >> IMPLEMENTATION ACTIONS
DOWNTOWN COMMUNITY PLAN
ACTIONS Partners Cost Estimate Timing
Potential Funding Sources
Developer
Contributions
User
Fees
City
Funds
Other
Sources
COMMUNITY, CULTURE AND PROSPERITY (PAGES 54-58)
CCP1.1A Adopt DCP which anticipates at least 2500 new units in the Downtown area. Lead: City Council NC 2017 X
CCP1.2A
Evaluate possible tools and incentives for encouraging housing for persons who are elderly and/or have disabilities, especially those that incorporate supportive services. Apply the most promising tools and incentives to Downtown.
Lead: PCD
Supporting: CCS NC S
CCP1.3A Achieve a minimum of 30% Affordable Housing for residential development. Lead: PCD NC O-G X X X
CCP1.6A
Interview Downtown employers to understand the housing needs of their employees and to support Downtown employees moving into Downtown.
Lead: HED
Supporting: PCD,
DTSM
NC S
CCP1.6B
Explore establishing a preference for Santa Monica workers and residents in Downtown housing units provided that this preference does not result in any unintended discrimination and other legally adverse impacts.
Lead: HED
Supporting: CAO NC S
CCP2.1A
Partner with merchants, property owners, residents and
community supporters of Downtown Santa Monica to share
responsibility for implementing this Community Plan and achieving its goals.
Lead: All NC O-G
CCP2.2A
Support entrepreneurial activity and emerging industries, such as co-working spaces to determine specific needs necessary to promote continued job growth.
Lead: HED, Library
Supporting: PCD NC S
CCP2.3A Evaluate regulatory incentives to establish a broader base of affordable overnight accommidations Downtown. Lead: PCD, HED NC M CCP2.4A
Collaborate with the Santa Monica Boys and Girls Club to identify and resolve obstacles to the renovation of their facilities on Lincoln Boulevard
Lead: CCS, PCD NC M
Table 6.1 Implementation Actions
247
6 >> IMPLEMENTATION ACTIONS
CITY OF SANTA MONICA
ACTIONS Partners Cost Estimate Timing
Potential Funding Sources
Developer
Contributions
User
Fees
City
Funds
Other
Sources
COMMUNITY, CULTURE AND PROSPERITY (PAGES 54-58)
CCP3.1A
Expand outreach of the Buy Local Santa Monica to connect Downtown residents, businesses and visitors with local sources of products, services, and healthful foods.
Lead: HED NC O-G
CCP3.1B
Evaluate potential to reduce or eliminate parking requirements, permit fees or other obstacles for businesses under 5,000 square feet.
Lead: HED, PCD
Supporting: DTSM NC M X
CCP3.2A Monitor demand for Downtown’s twice weekly farmers’ markets to identify need for expansion or alternative locations. Lead: HED NC O-G CCP3.2B
Review city regulations and procedures to encourage outdoor dining opportunities and to identify obstacles to sidewalk/ courtyard standards.
Lead: PCD
Supporting: HED,
DTSM, CAO
NC S
CCP4.1A
Develop a matrix of physical upgrades and program improvements to public spaces and right-of-way for evaluation by a joint committee of DTSM and City representatives.
Lead: PW
Supporting: DTSM,
PCD, CCS, PW
NC M
CCP4.1B Identify funding sources and partnership opportunities to implement physical upgrades to public infrastructure and space.
Lead: PCD, PW
Supporting: DTSM,
HED
NC M X X X
CCP4.1C
Revaluate event and activity guidelines and regulations and management policies to identify potential for joint sponsorship of events on the Third Street Promenade and other public spaces between the City and non-governmental agencies, such as DTSM.
Lead: CAO
Supporting: CCS,
DTSM
NC M
CCP4.2A Implement Signature Sidewalk project on Wilshire Boulevard. Lead: PCD, PW $$ M X X X CCP5.1A
Install Pathway Art and Urban Design Features to support the walking experience and to promote awareness of Downtown’s cultural offerings.
Lead: CCS
Supporting: DTSM,
PCD, HED
$ M X X X X
Table 6.1 Implementation Actions
248
6 >> IMPLEMENTATION ACTIONS
DOWNTOWN COMMUNITY PLAN
ACTIONS Partners Cost Estimate Timing
Potential Funding Sources
Developer
Contributions
User
Fees
City
Funds
Other
Sources
COMMUNITY CULTURE AND PROSPERITY (PAGES 54-58)
CCP5.2A
Develop standard language for art contributions associated with negotiated development agreements to allow for aggregating funds.
Lead: CCS, Finance
Supporting: PCD NC S
CCP5.2B Aggregate the Arts contributions made through development agreement negotiations to acquire a major work or works of art.
Lead: Finance
Supporting: PCD NC M X X X X
CCP6.1A
Identify and create streamlined review procedure and conditions of approval for live theater, and live entertainment designed in a manner to mitigate hours of operation, noise, public safety and other potential adverse impacts.
Lead: PCD NC M
CCP6.1B Establish regulations to enable existing restaurants to provide amplified music in a non-stage setting. Lead: PCD NC M
CCCP6.2A
Recruit uses that complement Downtown as an evening
destination, including new cinemas, restaurants and art and entertainment venues.
Lead: HED, DTSM
Supporting: PCD NC O-G
CCP7.1A Seek and identify appropriate parties who are interested in bringing a new museum to Downtown Santa Monica.
Lead: CCS, HED
Supporting: PCD,
DTSM
NC M
CCP7.1B Assist potential museum partners demonstrating capital and ongoing operations funding viability.
Lead: CCS, HED
Supporting: PCD NC M X X X X
CCP7.2A Update Creative Capital Plan. Lead: CCS $ M X
Table 6.1 Implementation Actions
249
6 >> IMPLEMENTATION ACTIONS
CITY OF SANTA MONICA
ACTIONS Partners Cost Estimate Timing
Potential Funding Sources
Developer
Contributions
User
Fees
City
Funds
Other
Sources
COMMUNITY, CULTURE AND PROSPERITY (PAGES 54-58)
CCP7.3A
Coordinate with DTSM and SMTT to evaluate opportunities to promote events and festivals that capitalize on the City’s unique cultural strengths.
Lead: DTSM, CCS
Supporting: CAO,
HED
NC M
CCP7.3B
Develop a Public Art Master Plan that incorporates a process for temporary artworks, events and installations, and identify specific opportunities in the Downtown.
Lead: CCS $ S X
CCP7.3C
Provide ongoing support to City partners to hold additional fine arts events and competitions for temporary installations in Downtown locations throughout the year.
Lead: CCS
Supporting: DTSM NC O-G X X X
CCP7.4A
When new gathering spaces are proposed as part of new
development, the applicant should illustrate how the proposed space(s) can be utilized for at least two different types of activities, and proposals should be evaluated accordingly Lead: PCD
Supporting: CCS,
PW
NC O-G
Table 6.1 Implementation Actions
250
6 >> IMPLEMENTATION ACTIONS
DOWNTOWN COMMUNITY PLAN
ACTIONS Partners Cost Estimate Timing
Potential Funding Sources
Developer
Contributions
User
Fees
City
Funds
Other
Sources
HISTORIC PRESERVATION (PAGES 73-75)
HP1.1A
Establish a Neighborhood Conservation Overlay District over the Bayside Conservation District to preserve features of scale, massing, materials and landscaping, and streetscape.
Lead: PCD
Supporting: CAO NC M
HP1.1B
Update the City’s Landmark Ordinance (SMMC 9.56), including the addition of a refined process, and criteria for the designation of different classifications of historic resources.
Lead: PCD
Supporting: CAO NC S
HP1.2A
Use the HRI as a planning tool to ensure consideration is given to a property’s historic potential when any new development involving a historic resource, or involving those with a 6L status, which are properties not considered eligible for future designation but which may still contribute to the character of the district, to ensure appropriate efforts towards designation, protection or adaptive reuse are made.
Lead: PCD NC O-G
HP1.2B Provide a height incentive on designated Landmark properties in conjunction with preservation of the resource. Lead: PCD NC O-G HP1.2C Submit the Downtown HRI to State Office of Historic Preservation within 45 days of the effective date of this Plan.
Lead: PCD
Supporting: HED NC S
HP1.2D Explore waiver of outdor dining license fees for City designated historic resources. Lead: PCD NC S
HP1.3A
Review potential for the retention or reveal of historic facades in the Downtown, including those with ground level or upper level features.
Lead: PCD NC M
HP1.4A
Evaluate the Landmarks Commission recommendation to include the Structure of Merit classification as a permanent second-tier designation.
Lead : PCD NC S
Table 6.1 Implementation Actions
251
6 >> IMPLEMENTATION ACTIONS
CITY OF SANTA MONICA
Table 6.1 Implementation Actions
ACTIONS Partners Cost Estimate Timing
Potential Funding Sources
Developer
Contributions
User
Fees
City
Funds
Other
Sources
HISTORIC PRESERVATION (PAGES 73-75)
HP1.5A
Provide information and incentives for improving energy efficiency of historic structures, such as the Secretary of the Interior’s Guidelines for Sustainability in Historic Properties , with guidance to avoid removal of historic features such as windows.
Lead : PCD
Supporting : OSE NC S
HP1.6A
Allow flexibility in parking, green building, and other zoning standards, such as exemption from onsite parking and open space requirements, when buildings are substantially and appropriately preserved or restored as part of a development project. Review and, if necessary, revise standards that may discourage historic rehabilitation and adaptive reuse.
Lead : PCD
Supporting: PW,
OSE
NC O-G
HP1.6B Promote and expedite use of the California State Historic Building Code for HRI-listed properties. Lead : PCD NC O-G
HP1.6C
Evaluate and, if needed, strengthen recommendations relating to substantial alterations contained within the Downtown Design Guidelines.
Lead : PCD NC S
HP1.6D
For the most common practices and alterations, encourage interaction with the Santa Monica Conservancy and its new Preservation Resource Center to compile reference materials that describe appropriate maintenance and façade improvements in a document. Make these materials available to property owners, contractors, and architects.
Lead : PCD NC S
HP1.6E
Encourage property owners, developers, and other stakeholders to use preservation architects for projects on HRI-listed properties.
Encourage use of archives and other resources to guide the design of appropriate restorations and repairs. Support the maintenance of and encourage public access to archives with information on older Downtown buildings.
Lead : PCD NC O-G
HP1.6F
When an application is submitted for proejcts that involve HRI-listed properties with a stauks code of category 5 or better, encourage the applicant to seek courtesy feedback from the Landmarks Commission.
Lead : Santa Monica
Conservancy
Supporting : PCD $ O-G X
252
6 >> IMPLEMENTATION ACTIONS
DOWNTOWN COMMUNITY PLAN
Table 6.1 Implementation Actions
ACTIONS Partners Cost Estimate Timing
Potential Funding Sources
Developer
Contributions
User
Fees
City
Funds
Other
Sources
HISTORIC PRESERVATION (PAGES 73-75)
HP2.2A
Work with preservation organizations, such as the Santa Monica Conservancy, to develop a program to highlight City-designated historic resources within Downtown, including place recognition, an educational component and information to direct visitors to find points of historic interest.
Lead : PCD
Supporting: DTSM $ O-G X
HP2.2B
Provide street furniture, street lamps, benches and other amenities that are compatible with historic elements in appropriate areas Downtown.
Lead : PW
Supporting : PCD NC O-G X X
HP2.2c Develop a process for distributing funds collected for community benefits for historic preservation. Lead : PCD NC M X X HP2.3A
Work with the Santa Monica Conservancy to update and expand its “Downtown Walking Tour” brochure and explore digital and other interactive methods of presenting information about Downtown’s historic resources. Encourage broad distribution of these materials by other community organizations.
Lead : Santa Monica
Conservancy
Supporting : PCD
NC O-G
HP2.3B Implement and coordinate public improvements to emphasize Downtown’s strong sense of place.
Lead: PW
Supporting: PCD,
DTSM
NC O-G X X X
HP3.1A
Evaluate the potential for community benefits from all
discretionary development to contribute toward Downtown preservation programs.
Lead: PCD NC S
HP3.1B
Identify funding for the ongoing preservation of City-owned historic resources Downtown and provide incentives for private preservation efforts.
Lead: PCD NC M
253
6 >> IMPLEMENTATION ACTIONS
CITY OF SANTA MONICA
Table 6.1 Implementation Actions
ACTIONS Partners Cost Estimate Timing
Potential Funding Sources
Developer
Contributions
User
Fees
City
Funds
Other
Sources
PATHWAYS AND PUBLIC SPACES (PAGES 102-104)
PPS1.1A
Develop a Downtown Streets Manual for Planning, Public Works and private development to follow when changes to the public right-of-way are considered as part of a capital project, or a redevelopment effort.
Lead : PCD, PW
Supporting: CCS $ S X X
PPS1.2A
Adhere to the Building Frontage Line Map provided in Chapter 4: Standards and Regulations. In areas that are anticipated to have higher volumes of pedestrians, provide as much space as necessary above what is required by Standards and Regulations.
Lead : PCD NC O-G
PPS1.2B
Ensure Zone 2, the Pedestrian Pathway, is at least 8 feet wide, where practicable, except on 6th and 7th Street where it must be 6 feet wide.
Lead : PW NC O-G X X X
PPS1.2C
Provide landscape and amenities in Zone 3 for utility and as buffers from moving vehicles in conformance with the new Downtown Streets Manual, described in Action PPS1.1A.
Lead : Private
Property Owners
as new projects are
built
$ O-G X X X X
PPS1.3A
As part of their approval, new developments in locations described in Section 2D.2.C Paseos and Parklets, should include these paseos as part of their plan, and these developments should include public use agreements.
Lead : Private
Property Owners
Support: PD, CCS
NC O-G
PPS1.4A Determine permitting, design and maintenance requirements of parklets.
Lead : PCD
Supporting: CCS NC S
PPS1.5A Create coordinated schematic-level plans for the Signature Sidewalk locations.
Lead: PW, PCD
Supporting: CCS $$ M X
PPS1.5B Implement Signature Sidewalk construction efforts opportunistically as funding allows.
Lead: PW
Supporting: CCS $$$ M-L X X X X
254
6 >> IMPLEMENTATION ACTIONS
DOWNTOWN COMMUNITY PLAN
Table 6.1 Implementation Actions
ACTIONS Partners Cost Estimate Timing
Potential Funding Sources
Developer
Contributions
User
Fees
City
Funds
Other
Sources
PATHWAYS AND PUBLIC SPACES (PAGES 102-104)
PPS2.1A
Partner with interested property owners to develop new publicly accessible open green spaces or plazas as identified in Section 2D.1.B New Public Spaces, such that no site in the Downtown area is more than a 2 1/2 minute walk (1/8 mile) from open air, publicly accessible, and programmable at-grade open space.
Lead : PCD, CCS
Support: PD, DTSM NC O-G X X
PPS2.1B
Develop public use agreements with private property owners to guarantee public access and community policing of new spaces, and to define terms of liability.
Lead : CCS
Support: PCD, PD,
DTSM
NC O-G
PPS2.1C
Establish a detailed Privately Owned Public Space (“POPS”) plan that includes an evaluation of existing POPS and a list of site appropriate incentives, support and marketing to activate the space.
Lead : PCD
Supporting : CCS,
DTSM
$ M X
PPS2.1D
Evaluate the potential to close or partially close Arizona avenue to vehicles from 2nd Street to 5th Street to create a “slow street” for pedestrian use.
Lead: PCD
Supporting: PW $ M
PPS2.1E Evaluate the use of the public right-of-way for non-contiguous outdoor dining.
Lead: PCD, PW
Supporting: CAO NC M
PPS2.2A
Provide opportunities for passive recreation and places where children can play in Downtown’s public space network, and develop agreements with private property owners that clarify use, role of public safety, as per Action PPS2.1B.
Lead: Private
Property Owners
Supporting: CCS, PD
NC O-G
PPS2.2B Incorporate art and cultural event opportunities into the design of publicly accessible open space.
Lead: Private
Property Owners
Supporting: CCS,
DTSM
NC O-G
PPS3.1A
Maintain the urban forest by planting new street trees, as needed, of the species and size required in the City’s Urban Forest Master Plan in empty tree wells or in areas that can accommodate additional trees.
Lead: PW $ O-G
255
6 >> IMPLEMENTATION ACTIONS
CITY OF SANTA MONICA
Table 6.1 Implementation Actions
ACTIONS Partners Cost Estimate Timing
Potential Funding Sources
Developer
Contributions
User
Fees
City
Funds
Other
Sources
PATHWAYS AND PUBLIC SPACES (PAGES 102-104)
PPS3.1B
Where sidewalk widths are at least 18 feet, provide native or climatically adapted, low-growing landscape as part of the Zone 1 of the streetscape and in accordance with the Downtown Streets Manual for Planning, Public Works per Action PPS1.1A.
Lead : PW NC O-G X X
PPS3.2A
Develop a stormwater management plan for Downtown
to facilitate rainwater storage and infiltration in sidewalk landscaping, including in curb extensions to the extent practicable in areas where infiltration is desired.
Lead : PW $ S X
PPS3.2B Create a new policy for sustainably irrigating vegetation in the public space network. Lead : PW NC S
PPS4.3A Continue to work with DTSM, Inc. to evaluate the necessary upgrades to the Third Street Promenade.
Lead: PCD, PW,
HED, CCS, PD NC O-G
PPS4.3B Evaluate and prioritize necessary capital improvement and infrastructure upgrades to the Third Street Promenade.
Lead: PCD, PW
Support: CAO NC M
256
6 >> IMPLEMENTATION ACTIONS
DOWNTOWN COMMUNITY PLAN
ACTIONS Partners Cost Estimate Timing
Potential Funding Sources
Developer
Contributions
User
Fees
City
Funds
Other
Sources
SUPPORTIVE INFRASTRUCTURE (PAGES 116-119)
SI1.1A Incorporate Cal Green interior and exterior water usage standards into the requirements for all projects developing Downtown.
Lead: PCD
Supporting: OSE NC S
SI1.1B
Coordinate with the Office of Sustainability and Public Works on all new development proposals to ensure each project is doing its share to help the City achieve water self-sufficiency.
Lead : PCD
Supporting : OSE NC O-G
SI1.1C
Create marketing materials to Downtown residential and
commercial tenants demonstrating ways to reduce water demand through small changes in habits and behaviors.
Lead : OSE
Supporting : PCD $ S X
SI1.2A
Expand purple pipe network throughout the Downtown to
provide more recycled water to future development projects, with participation by project applicants, as appropriate.
• The developer and/or City can demonstrate that all necessary facilities will be adequately financed and installed prior to project occupancy (through fees or other means); and
• The Facilities improvements are consistent with
applicable facility plans approved by the City or
other agencies in which the City is a participant.
Lead : PW $$ O-G X X
SI2.1A
Monitor the growth of water demand to ensure that generation and transmission facilities are considered adequate to serve new uses and replace water lines as necessary as future conditions dictate.
Lead: PW $ O-G X X X
SI2.2A Explore undergrounding of utilities in Downtown alleys and develop cost estimates for phasing purposes.
Lead : PW
Supporting: Edison NC M
SI3.1A
When sidewalk improvements and potential curb extensions are proposed, analyze the feasibility for maximizing stormwater treatment, capture and/or infiltration.
Lead : PW
Supporting : PCD NC O-G
SI3.3A
Require all development in the areas bounded by Ocean Avenue, 4th Street, Colorado Avenue and Wilshire Boulevard to consider all Best Management Practices (BMP) options, except infiltration strategies to prevent subsurface water increase close to the Palisades Bluff.
Lead: PW NC O-G
Table 6.1 Implementation Actions
257
6 >> IMPLEMENTATION ACTIONS
CITY OF SANTA MONICA
Table 6.1 Implementation Actions
ACTIONS Partners Cost Estimate Timing
Potential Funding Sources
Developer
Contributions
User
Fees
City
Funds
Other
Sources
SUPPORTIVE INFRASTRUCTURE (PAGES 116-119)
SI3.4A
Require developers of parcels greater than 20,000 sq. ft. to capture offsite street runoff for infiltration or for treatment and non-potable use onsite.
Lead: PW
Supporting: OSE NC O-G X X X X
SI4.1A
Where existing facilities are inadequate, new development shall only be approved when:
• The developer and/or City can demonstrate that
all necessary facilities will be adequately financed
and installed prior to project occupancy (through
a potential Downtown infrastructure financing
program, security bonds or other means); and
• The proposed improvements are consistent with
applicable facility plans approved by the City or
other agencies in which the City is a participant.
Lead : PW NC O-G X X
SI4.1B
Include sanitary sewer upgrades in the City’s Capital Improvement Program (CIP) as required to serve development in the Downtown area.
Lead: PW NC O-G X X
SI4.1C
Continue to develop and update as necessary a hydraulic model that will provide more refined information regarding the existing and future capacity of the sanitary sewer system and any additional improvements that may be necessary.
Lead : PW NC S X X
SI4.1D
Monitor sewer lines that have been identified as deficient under future conditions to determine whether improvements are necessary as future conditions evolve.
Lead: PW NC O-G X X
SI5.1A Develop a demonstration project and toolkit to promote microgrids.
Lead: PW
Supporting: OSE $ S X
SI5.1B
Establish a challenge program that would encourage buildings over 25,000 sq. ft. to benchmark and disclose their energy usage and reduce their energy consumption.
Lead: OSE
Supporting: PW NC M
SI5.3A Work with building landlords to install electric vehicle charging stations with cost-recovery systems. Lead: OSE, HED NC O-G 258
6 >> IMPLEMENTATION ACTIONS
DOWNTOWN COMMUNITY PLAN
ACTIONS Partners Cost Estimate Timing
Potential Funding Sources
Developer
Contributions
User
Fees
City
Funds
Other
Sources
SUPPORTIVE INFRASTRUCTURE (PAGES 116-119)
SI5.3B
Establish a pilot program to facilitate the deployment of solar and battery storage systems to improve building resilience and energy independence.
Lead : OSE NC S X
SI5.3C
Develop unique partnerships with the private sector to deliver interactive energy programs and projects (i.e., solar phone charging stations, EV charging streetlights, kinetic charging tiles, etc.)
Lead : OSE NC O-G
SI5.3D
Develop a green lease program to educate and encourage
landlords to incorporate energy and water efficiency into leases, removing the problem of the split incentive.
Lead : HED
Supporting : OSE NC S X
SI6.2A
Initiate a feasibility study for a Dark Fiber Expansion project to designate and construct fiber optic infrastructure to complete north-south spans to connect to existing infrastructure running west-east.
Lead : ISD
Supporting: PW $ S X
SI6.3A Connect all new affordable housing buildings in the CityNet fiber optic pilot project. Lead: ISD $ S X X
SI6.3B Connect mixed-use buildings with high-speed broadband services in close proximity to the CityNet fiber network. Lead: ISD $ L X X SI6.4A Install infrastructure to provide free City Wi-Fi within designated open spaces and along transit corridors Downtown. Lead : ISD $ S X Table 6.1 Implementation Actions
259
6 >> IMPLEMENTATION ACTIONS
CITY OF SANTA MONICA
ACTIONS Partners Cost Estimate Timing
Potential Funding Sources
Developer
Contributions
User
Fees
City
Funds
Other
Sources
SUPPORTIVE INFRASTRUCTURE (PAGES 116-119)
SI6.5A
Conduct a study of where public safety cameras, smart bus shelters and kiosks, EV charging stations, real-time directional parking signs, people counters, smart streetlights and smart grids are to be located or are feasible, and connect them to the CityNet fiber optic network.
Lead : ISD
Supporting: DTSM $ S
SI6.6A
Continue to enforce fiber optic network infrastructure in Planning review of new residential, commercial and mixed-use development.
Lead : PCD NC O-G
SI7.1A
Provide educational outreach that can provide enhanced technical assistance to owners and managers of multi-family complexes in order to encourage them to initiate or expand recycling and waste reduction practices at their complexes, and to make tenants aware of the move-in/move-out program.
Lead : PW
Supporting : OSE NC S
SI7.1B
Provide guidelines for Downtown businesses to determine trash enclosure space needed to separately collect solid waste, recycling and organics based on expected output of materials.
Lead : PW
Supporting : OSE,
DTSM
$ S
SI7.1C
Identify techniques and develop an implementable strategy to address waste management at restaurants and hotels to include alternative organics processing technologies onsite.
Lead : PW
Supporting : OSE,
DTSM NC S X
Table 6.1 Implementation Actions
260
6 >> IMPLEMENTATION ACTIONS
DOWNTOWN COMMUNITY PLAN
ACTIONS Partners Cost Estimate Timing
Potential Funding Sources
Developer
Contributions
User
Fees
City
Funds
Other
Sources
ACCESS AND MOBILITY (PAGES 155-169)
AM1.1A
Design and manage sidewalks to accommodate multiple
pedestrians walking together. Consolidate or remove street furniture and other infrastructure to expand capacity.
Lead: PW
Supporting: PCD,
DTSM
$ $ S X
AM1.1B Require frontage line setbacks on private property to expand usable space for people walking. Lead: PCD $ S X
AM1.1C Widen sidewalks to accommodate changing pedestrian demand. Lead: PCD Supporting: PW, $ $ L X X X X
AM1.1D Make operational changes at driveways and intersections to accommodate changing pedestrian demand.
Lead: PCD
Supporting: PW $ S
AM1.1E Regularly collect and evaluate information about people walking Downtown.
Lead: PCD
Supporting: DTSM $ O-G X
AM1.2A
Establish street design criteria that provide buffers that protect people from vehicle traffic using tools such as parking, bike lanes, street trees, street furniture, etc.
Lead: PCD
Supporting: PW,
DTSM
$ M X
AM1.2B
Install pedestrian scaled lighting in phases throughout the Downtown. Work with property owners to provide
complementary sidewalk and alley illumination.
Lead: PW/PCD
Supporting: DTSM $ $ $ M X X X X
AM1.2C
Modify signals or turn restrictions to facilitate pedestrian access and reduce vehicle conflicts such as:
• Implement leading pedestrian interval signalization
• Extend the crossing time for seniors and
people living with disabilities
• Eliminate yielding left turns
Lead Agency: PCD
Supporting: PW $ M X X X
AM1.2D Program signals throughout Downtown to provide the ‘walk’ indication without having to push the button. Lead: PCD $ S AM1.2E Develop protocols for minimizing temporary disruption of sidewalks and bikeways.
Lead: PW, PCD
Supporting: DTSM $ S
Table 6.1 Implementation Actions
261
6 >> IMPLEMENTATION ACTIONS
CITY OF SANTA MONICA
ACTIONS Partners Cost Estimate Timing
Potential Funding Sources
Developer
Contributions
User
Fees
City
Funds
Other
Sources
AM1.2F Provide direct and well-marked alternative routes when closures are necessary.
Lead: PW, PCD
Supporting: DTSM $ O-G
ACCESS AND MOBILITY (PAGES 155-169)
AM1.3A
Promote walking in Downtown as a recreational and social activity, linked to well-being and the district’s unique experience, in marketing materials.
Lead: DTSM
Supporting: PCD,
SMTT, CCS
$ S X X
AM1.3B Create pedestrian wayfinding throughout Downtown that identifies points of interest and major transportation connections.
Lead: PCD
Supporting: PW,
DTSM
$ S X X X X
AM1.3C
Identify and promote walking paths and programs in Downtown, such as historic walking tours, fitness walks, Safe Routes for Seniors and other activities.
Lead: DTSM
Supporting: PCD,
SMTT, CCS
$ S X X
AM1.3D Incorporate Downtown into open streets events to encourage walking and biking.
Lead: CCS/PCD
Supporting: Police,
Fire, PW, DTSM
$ M
AM1.3E Locate and design open spaces and public art to provide visual interest and human scale landmarks to encourage walking.
Lead: CCS
Supporting: DTSM,
PCD, PW
$ $ M X X
AM1.3F Develop an improvement program for the Third Street Promenade that maintains its iconic role in the Downtown.
Lead: PW, DTSM
Supporting: PCD,
CCS, HED
$ $ $ M X X
AM1.3G Pilot creative physical installations and activities that surprise and delight people walking, such as parklets.
Lead: PCD
Supporting: DTSM,
PW, Police
$ M
AM1.4A
Develop and maintain great new public places, city streets and sidewalks that convey the identity of the Downtown, consistent with ‘Pathways and Public Spaces’ chapter.
Lead: PCD
Supporting: Police,
PW, CCS, HED
$ $ $ L X X X
Table 6.1 Implementation Actions
262
6 >> IMPLEMENTATION ACTIONS
DOWNTOWN COMMUNITY PLAN
ACTIONS Partners Cost Estimate Timing
Potential Funding Sources
Developer
Contributions
User
Fees
City
Funds
Other
Sources
ACCESS AND MOBILITY (PAGES 155-169)
AM1.4B
Require new construction and public right-of-way maintenance projects to reduce redundant equipment and to design solutions that meet multiple user needs with a priority on roadway users.
Lead: PW
Supporting: PCD,
DTSM
$ L
AM1.4C
Invest in amenities, including seating, water fountains, pet watering stations and landscaping and publicly accessible bathrooms.
Lead: PW
Supporting: DTSM $ $ L
AM1.4D
Develop a data-driven methodology for evaluating tradeoffs specific to Downtown street design decisions, including consideration of person-capacity, safety and quality of experience.
Lead: PCD
Supporting: PW,
BBB, HED, Police
$ M
AM1.4E
Coordinate projects so that when a street is resurfaced, improvements called for in City policy documents are
incorporated.
Lead: PW
Supporting: PCD $ S X X
AM2.1A Expand employer TDM education, outreach and program auditing.
Lead: PCD/TMO
Supporting: DTSM,
BBB, Metro, Bike
Center, Breeze,
SCAQMD
$ $ O-G X
AM2.1B
Expand GoSaMo Transportation Management Organization
(TMO) to market and promote trip reduction programs, policies, products, and services, and develop a sustainable long-term operations plan.
Lead: PCD
Supporting: OOC,
DTSM
$ $ S
AM2.1C Create partnerships with employers, organizations and service providers to increase transit ridership.
Lead: PCD
Supporting: DTSM,
BBB, Metro, TMO
$ S
Table 6.1 Implementation Actions
263
6 >> IMPLEMENTATION ACTIONS
CITY OF SANTA MONICA
ACTIONS Partners Cost Estimate Timing
Potential Funding Sources
Developer
Contributions
User
Fees
City
Funds
Other
Sources
ACCESS AND MOBILITY (PAGES 155-169)
AM2.1D Promote and facilitate the utilization of ride matching platforms to support carpooling and vanpooling.
Lead: PCD/TMO
Supporting: DTSM,
Metro
$ S X X X
AM2.1E
Develop a platform to monitor the performance of employer TDM programs and mode share to identify what works and identify new opportunities to fill gaps, such as a regional commuter service.
Track performance of employee non-SOV travel annually.
Lead: PCD/TMO
Supporting: DTSM $ M
AM2.1F Require all new development to implement one-hundred percent employee transportation allowance programs.
Lead: PCD
Supporting: BBB,
Metro, TMO
$ S
AM2.2A Develop a framework for regularly collecting and evaluating visitor and customer travel mode share data.
Lead: PCD
Supporting: DTSM,
BBB, Other service
providers (e.g., Free
Ride, Taxis, Metro,
Uber, Lyft)
$ $ M X
AM2.2B
Develop protocol to require events to provide bike valet, coordinate shared ride access, encourage transit use and promote easy access for pedestrians and bicyclists.
Lead: PCD
Supporting: DTSM,
HED, CCS
$ S X
AM2.2C
Encourage the provision of visitor and customer‐focused incentives for non-SOV travel with increased incentives for the busiest times in Downtown.
Lead: PCD, TMO
Supporting: DTSM,
HED
$ M X X
AM2.2D
Develop and implement strategies and marketing for regional and long-distance mobility options to visitors. Promote Santa Monica’s public transit accessibility to other Los Angeles attractions, and bike-friendly environment.
Lead: PCD
Supporting: DTSM,
SMTT, BBB, Metro
$ $ S X
AM2.2E Integrate active living and well-being into Downtown’s mobility marketing.
Lead: PCD
Supporting: DTSM,
Metro, SMTT
$ S X
AM2.2F Refine consumer marketing messages targeted at youth and senior travel through the GoSaMo consumer marketing programs.
Lead: PCD
Supporting: DTSM $ S
Table 6.1 Implementation Actions
264
6 >> IMPLEMENTATION ACTIONS
DOWNTOWN COMMUNITY PLAN
ACTIONS Partners Cost Estimate Timing
Potential Funding Sources
Developer
Contributions
User
Fees
City
Funds
Other
Sources
ACCESS AND MOBILITY (PAGES 155-169)
AM2.2G
Facilitate “seamless” journey combinations between travel modes and overlapping options to meet many user needs. Look at virtual and physical integration, open data, services and products.
Lead: PCD
Supporting: Metro,
BBB, Service
Providers
$ $ M
AM2.2H Equip Downtown Santa Monica, Inc. ambassadors to provide robust travel and mobility information.
Lead: DTSM
Supporting: PCD $ S
AM2.3A
Require all new development to implement 100 percent resident transportation allowance programs.
Lead: PCD
Supporting: Metro,
BBB, TMO
$ S X
AM2.3B
Develop requirements for the provision of shared mobility facilities in developments such as car share, bike share and ride share.
Lead: PCD
Supporting: DTSM $ S X
AM2.3C
Require development projects to support multi‐modal public infrastructure, implement project and employer TDM measures, pay development impact fees, and provide additional circulation benefits.
Lead: PCD
Supporting: PW,
BBB, TMO
$ O-G X X
AM3.1A
Maintain updated traffic signal technology including Advanced Traffic Management Systems (ATMS), traffic signals and
controllers, and active management practices that support predictable flow.
Lead: PCD
Supporting: PW $ $ S X X X X
AM3.1B
Establish Traffic Management Center operations protocol during peak periods and events to better manage traffic, prioritize transit service, and provide incident response.
Lead: PCD
Supporting: Police,
PW
$ $ M X
Table 6.1 Implementation Actions
265
6 >> IMPLEMENTATION ACTIONS
CITY OF SANTA MONICA
ACTIONS Partners Cost Estimate Timing
Potential Funding Sources
Developer
Contributions
User
Fees
City
Funds
Other
Sources
ACCESS AND MOBILITY (PAGES 155-169)
AM3.1C Manage vehicle speeds through design and enforcement. Lead: PCD Supporting: Police $ $ S X
AM3.1D Capture and share real time information for parking, transit, bike share, car share, and traffic conditions.
Lead: PCD
Supporting: PW,
DTSM
$ $ M X X X
AM3.1E Install signs to encourage use of Lincoln Boulevard as an entry into Downtown to relieve pressure on congestion points.
Lead: PCD
Supporting: PW,
DTSM, Caltrans
$ $ S X X X
AM3.1F Evaluate Resource Recovery and Recycling pick up timing in relation to peak traffic hours.
Lead: PW
Supporting: PCD $ M X
AM3.1G Review and revise commercial delivery policy.
Lead: PCD
Supporting: Police,
DTSM
$ M X
AM3.1H
Implement Council direction to reinvest a portion of public parking revenues into sustainable mobility options including transit, walking, biking and electric ride-sharing.
Lead: PCD
Supporting: DTSM,
FIN
$ S X
AM3.2A Develop and deploy special management protocols during special events and peak periods, and collect data to inform operations.
Lead: PCD
Supporting: PW,
Police, BBB, DTSM
$ $ S X
AM3.2B
Maintain bicycle, pedestrian and transit facilities and pursue additional dedicated lanes/facilities during special events and peak periods and collect data to inform operations.
Lead: PCD
Supporting: Police,
DTSM, BBB, PW
$ S X X X X
AM3.2C Use parking pricing and access tools to manage vehicle behavior for special events and peak periods.
Lead: PCD
Supporting: Police $ S X
Table 6.1 Implementation Actions
266
6 >> IMPLEMENTATION ACTIONS
DOWNTOWN COMMUNITY PLAN
ACTIONS Partners Cost Estimate Timing
Potential Funding Sources
Developer
Contributions
User
Fees
City
Funds
Other
Sources
ACCESS AND MOBILITY (PAGES 155-169)
AM3.3A
Create a Gateway Master Plan that examines feasibility of full or partial freeway capping to increase public space, improve mobility, connectivity, and multi‐modal transit access through new streets and pathways, including:
• Connections through the publicly-owned site adjacent to the Downtown Expo station
• SIgnalized crossings on 4th and 5th Streets
• Freeway crossings between Ocean Avenue and Lincoln
Boulevard
Lead: PCD
Supporting: PW,
CCS, BBB, Caltrans
$ $ $ S X X X X
AM3.3B Pursue realignment of the Fourth Street off ramp with Olympic Drive.
Lead: PCD
Supporting: PW,
Caltrans
$ $ $ S X X X X
AM3.3C Study Lincoln Boulevard I‐10/PCH interchange improvement options.
Lead: PCD
Supporting: PW,
Caltrans
$ $ $ M X X X X
AM3.3D Improve pedestrian and bike facilities on the Main Street, Fourth Street and Lincoln Boulevard bridges.
Lead: PCD
Supporting: PW,
Caltrans
$ $ $ S X X X X
AM3.3E
Monitor conditions on Olympic Drive and consider peak hour or permanent use of curb lanes for vehicle traffic between 4th Street and Ocean Avenue to create additional east and westbound through‐lanes.
Lead: PCD
Supporting: PW,
Police
$ S X
AM3.4A
Install dynamic parking wayfinding that directs drivers to available spaces efficiently, with signage located at all highway and major boulevard entrances Downtown.
Lead: PCD
Supporting: PW,
DTSM
$ $ S X X
AM3.4B Provide services for short distance trips to/from and within Downtown such as bike share, shuttle, transit and shared valet.
Lead: PCD
Supporting: DTSM,
BBB
$ $ S X
Table 6.1 Implementation Actions
267
6 >> IMPLEMENTATION ACTIONS
CITY OF SANTA MONICA
ACTIONS Partners Cost Estimate Timing
Potential Funding Sources
Developer
Contributions
User
Fees
City
Funds
Other
Sources
ACCESS AND MOBILITY (PAGES 155-169)
AM3.5A
Require shared parking be open to all drivers, regardless of whether they are destined for a building, with the same parking prices, restrictions and privileges as building occupants. Pursue mechanisms to address management, zoning ordinance changes, signage, access controls and overall integration of parking on private property with City-owned parking facilities.
Lead: PCD
Supporting: DTSM,
HED
$ $ M X X
AM3.5B
Develop a handbook for private property representatives about how to create publicly-available parking that addresses revenue control equipment function, pedestrian access, payment options, utilization tracking and differentiation by user, real‐time data and signage.
Lead Agency: PCD
Supporting Agency:
HED, DTSM
$ S X X
AM3.5C
Identify what management systems are needed to maximize shared parking, identify options, estimate staff and resources needs, and propose a strategy that can increase the efficient use of existing parking.
Lead Agency: PCD
Supporting Agency:
DTSM
$ S
AM3.5D Reevaluate private property parking guidelines after 1500 new parking spaces have been approved. Lead: PCD $ O-G
AM3.6A Establish demand-sensitive parking pricing, time limits and marketing.
Lead: PCD
Supporting: DTSM $ S X X
Table 6.1 Implementation Actions
268
6 >> IMPLEMENTATION ACTIONS
DOWNTOWN COMMUNITY PLAN
ACTIONS Partners Cost Estimate Timing
Potential Funding Sources
Developer
Contributions
User
Fees
City
Funds
Other
Sources
ACCESS AND MOBILITY (PAGES 155-169)
AM3.6B
Encourage use of convenient parking for short-term use through pricing and time restrictions, including installation of meters on 6th, and 7th Streets.
Lead: PCD $ S X
AM3.6C
Enable the phased development of up to 800 public parking spaces in peripheral locations to address future demand without incentivizing additional vehicle trips Downtown.
Lead: PCD
Supporting: PW,
FIN, HED
$ $ $ S X X X
AM3.6D Evaluate pricing impacts on vehicle congestion especially during peak periods.
Lead: PCD
Supporting: DTSM $ O-G
AM3.6E Pursue using the increased revenue generated as parking fees rise to exclusively fund transportation improvements Downtown.
Lead: PCD
Supporting: DTSM,
FIN
$ O-G
AM3.6F
Develop coordinated marketing of transportation options and parking pricing for Downtown and the beach in order to facilitate public access.
Lead: PCD
Supporting: DTSM,
CCS
$ O-G
AM3.6G
Publicly provided parking shall be built entirely outside of the Bayside Conservation District, including building sites that partially within the district. Replacement of public parking spaces may be included in the 4th/5th Arizona site before the existing parking is removed.
Lead: PCD $ O-G X
AM3.6H Pursue the reduction of 600 public parking spaces in the Bayside Conservation District by 2027. Lead: PCD $ L X
AM3.7A
Develop a coordinated curbside management strategy that prioritizes sustainable and high-capacity mobility modes and addresses:
• Flexibility to respond to unique situations like the Expo station, and priority for sustainable and high capacity mobility modes.
• Curbspace for new mobility modes such as bike corrals, ridesharing, EVs, car-share and shuttles. • Taxi stand and ride-share drop-off and pick-up locations near major destinations.
Monitor performance and revise periodically to address changing demand.
Lead: PCD
Supporting: Police,
BBB, Metro, PW
$ S X
Table 6.1 Implementation Actions
269
6 >> IMPLEMENTATION ACTIONS
CITY OF SANTA MONICA
ACTIONS Partners Cost Estimate Timing
Potential Funding Sources
Developer
Contributions
User
Fees
City
Funds
Other
Sources
ACCESS AND MOBILITY (PAGES 155-169)
AM3.7B
Enforce passenger loading regulations to reduce conflicts with public transit and other road users. Review off-street passenger loading requirements as demands change.
Lead: PCD
Supporting: Police $ S X
AM3.7C
Limit on‐street commercial loading to early morning hours if alley‐ accessed loading is not sufficient. Enforce regulations limiting double parking of delivery vehicles in the travel lanes and bicycle lanes.
Lead: PCD
Supporting: Police,
DTSM
$ S X
AM3.7D Pursue and encourage coordinated valet services to be pursued by 2018.
Lead: DTSM
Supporting: PCD,
Police
$ S X X
AM3.7E Pilot test smaller delivery vehicles and/or human powered transport, including cargo bikes, for goods distribution.
Lead: PCD
Supporting: DTSM $ M
AM4.1A
Expand and diversify GoSaMo outreach and marketing efforts to increase awareness and sustained utilization of mobility options, and leverage investments in facilities and services.
Lead: PCD
Supporting: OOC,
TMO, DTSM, SMTT
$ O-G
AM4.1B
Provide bike share, car share, car‐pool and van‐pool, shared rides, shuttle and transit service, in Downtown, in locations that are visible and identifiable.
Lead: PCD
Supporting: DTSM,
BBB
$ $ S X X X
AM4.1C
Study the feasibility of a circulator that serves short-distance trips at a competitive price and service level by 2019 that addresses the needs of residents accessing Downtown.
Lead: PCD
Supporting: DTSM,
SMTT
$ S X X
AM4.1D Develop an appealing mobility options map for Downtown coordinated with the wayfinding system.
Lead: PCD
Supporting: PW,
DTSM
$ $ S X
AM4.1E
Update City policies and procedures regarding transportation for hire services (taxi, pedi-cab, etc.). Prioritize low and no-emission vehicles, shared rides and transit connections.
Lead: PCD
Supporting: DTSM $ S X
Table 6.1 Implementation Actions
270
6 >> IMPLEMENTATION ACTIONS
DOWNTOWN COMMUNITY PLAN
ACTIONS Partners Cost Estimate Timing
Potential Funding Sources
Developer
Contributions
User
Fees
City
Funds
Other
Sources
ACCESS AND MOBILITY (PAGES 155-169)
AM4.1F
Develop uniform guidance on street maintenance, street design, and operations that encourages human-scaled streets for walking and biking (i.e., modified vehicles and sub-stations for service, integrated equipment and scheduling).
Lead: PCD
Supporting: PW $ M
AM4.1G
Integrate smart and connected infrastructure into the streetscape, such as having mobile device charging and interactivity portals in street furniture or EV charging stations.
Lead Agency: PW
Supporting: PCD,
DTSM
$ $ $ L
AM4.1H
Pursue creation of a Santa Monica resident transportation pass or credit usable for select mobility services and parking access Downtown, especially during off-peak periods.
Lead: TMO
Supporting: DTSM $ $ M
AM4.2A
Maintain bus stops in locations that encourage ridership, support system operations and reduce delays from stopping and loading.
Incorporate concerns of seniors, disabled and transferring riders.
Lead: BBB
Supporting: PCD,
Police, Metro, PW $ S X
AM4.2B
Provide bus stops with real‐time arrival signs, better seating and lighting. Consider additional rider amenities such as charging and destination information.
Lead: BBB
Supporting: PW,
Metro
$ $ $ M X X X X
Table 6.1 Implementation Actions
271
6 >> IMPLEMENTATION ACTIONS
CITY OF SANTA MONICA
ACTIONS Partners Cost Estimate Timing
Potential Funding Sources
Developer
Contributions
User
Fees
City
Funds
Other
Sources
ACCESS AND MOBILITY (PAGES 155-169)
AM4.2C
Prioritize public transit. Pursue operational improvements that make public transit convenience, cost and time competitive such as:
• Bus queue jumps at intersections
• Stop relocations
• Curb extensions
• Transit signal priority for bus and emergency vehicles • Dedicated lanes in high demand and service corridors
• Targeted enforcement of lanes and stops so buses can
operate effectively
• Layover zones that minimize vehicle miles
Lead: PCD
Supporting: PW,
BBB, Metro
$ $ $ M X X X
AM4.2D
Adjust dedicated bus lanes and facilities to align with highest demand BBB service areas, such as 4th Street. Consider providing BBB service on Lincoln Boulevard in Downtown area.
Lead: BBB
Supporting: PCD $ $ $ M X
AM4.2E Pursue the siting of a Metro rider relief application center in Downtown to facilitate applications for reduced transit fares.
Lead: BBB
Supporting: Metro,
PCD
$ $ M
AM4.2F Pilot new fare payment technologies and integrated payment options to increase transit convenience.
Lead: BBB
Supporting: Metro,
PCD
$ M
AM4.2G Prioritize bus connectivity between Downtown and other Santa Monica residential neighborhoods. Lead: BBB S X X X
AM4.3A
Eliminate bicycle network gaps in Downtown including Broadway bike lane west of 6th Street and connections to the Expo Light Rail station. Give special attention to bikeways for residents to and from popular Downtown destinations.
Lead: PCD
Supporting: PW $ $ S X X X
AM4.3B
Create protected bike facilities on the west side of Ocean Avenue extending beyond the Downtown Community Planning area, 2nd Street and Broadway, and along pathways that connect residents to popular Downtown destinations such as the Library and Farmers Market. Install the first pilot segment in 2018.
Lead: PCD
Supporting: PW,
Police
$ $ S X X X
AM4.3C Clarify state law regarding bicycle riding in dedicated bus-only lanes for consistency with area local agencies.
Lead: CAO
Supporting: PCD $ S X
Table 6.1 Implementation Actions
272
6 >> IMPLEMENTATION ACTIONS
DOWNTOWN COMMUNITY PLAN
ACTIONS Partners Cost Estimate Timing
Potential Funding Sources
Developer
Contributions
User
Fees
City
Funds
Other
Sources
ACCESS AND MOBILITY (PAGES 155-169)
AM4.3D Increase enforcement of bike lane blockage by valet and delivery vehicles. Lead: Police, PCD $ S X
AM4.3E
Create consolidated bike parking to meet growing demand including service facilities like the Bike Center, and bike parking corrals to preserve sidewalk space for pedestrians.
Lead: PCD
Supporting: PW $ $ M X X X X
AM4.4A Create Transit Screen displays at 10 sites to distribute access to transit information, and raise awareness of options.
Lead: PCD
Supporting: PW,
BBB, HED, DTSM
$ M X X X X
AM4.4B Strengthen connections from the Pier, including water‐based mobility options.
Lead: PCD
Supporting: PW,
Pier, Metro
$ $ $ L X X X X
AM4.4C Advocate for extension of the Subway to the Sea so that it extends fully to Downtown Santa Monica.
Lead: PCD
Supporting: DTSM,
Chamber, BBB
$ L X
AM4.4D
Pursue regional express transit service to high demand employer and visitor destinations outside Santa Monica with regional partners and funders.
Lead: PCD
Supporting: BBB,
HED
$ M X X
AM4.5A
Require new development to provide physical and/or
programmatic improvements, and include additional circulation improvements as primary community benefits.
Lead: PCD
Supporting: HED $ S X X X
Table 6.1 Implementation Actions
273
6 >> IMPLEMENTATION ACTIONS
CITY OF SANTA MONICA
ACTIONS Partners Cost Estimate Timing
Potential Funding Sources
Developer
Contributions
User
Fees
City
Funds
Other
Sources
ACCESS AND MOBILITY (PAGES 155-169)
AM4.5B
Revise development standards as needed to create short‐term bike parking, bike rooms, bike share and car share on private property throughout Downtown.
Lead: PCD
Supporting: HED $ $ L X X X
AM4.5C
Facilitate collaboration among individual employer and developer TDM efforts to pool resources for greater impact through the Transportation Management Organization.
Lead: TMO
Supporting: PCD,
HED
$ S
AM4.5D
Require private property access via alleys. Maintain updated regulations for loading of goods and people that consider changing technologies and trends and emergency vehicle access.
Lead: PCD
Supporting: PW $ S X X X
AM4.5E
Pilot solutions to reduce the impact of commercial delivery on network function such as coordinated times, restricted hours, mandatory alley access and additional enforcement.
Lead: PCD
Supporting: Police,
PW
$ M X
AM5.1A
Evaluate crash data regularly, identify appropriate and effective countermeasures and implement feasible modifications to reduce exposure.
Lead: PCD
Supporting: Police,
PW, Fire
$ $ S X X
AM5.1B
Use design and administrative techniques to manage travel speeds to avoid collision and reduce severity of injuries when crashes occur, in coordination with emergency personnel.
Lead: PCD
Supporting: Police,
PW, Fire
$ $ M X
AM5.1C
Maintain pavement markings, replace aging signs, upgrade crosswalks and add lighting to enhance visibility and increase safety.
Lead: PCD
Supporting: Police,
PW, DTSM
$ $ S X X X
AM5.1D
Identify priority location to pursue improvements that reduce exposure to crashes and conflicts such as:
• Consolidated curb cuts
• Driveway access from the alley
• Shorter pedestrian crossing distances
• Protected bikeways
• Leading or dedicated pedestrian signal phases
• Removal of yielding left turns
Lead: PCD
Supporting: Police,
PW, DTSM
$ $ S X X
Table 6.1 Implementation Actions
274
6 >> IMPLEMENTATION ACTIONS
DOWNTOWN COMMUNITY PLAN
ACTIONS Partners Cost Estimate Timing
Potential Funding Sources
Developer
Contributions
User
Fees
City
Funds
Other
Sources
ACCESS AND MOBILITY (PAGES 155-169)
AM5.1E Continue to assess and repair damaged sidewalks on a regular schedule, taking into consideration the high volume of usage.
Lead: PW
Supporting: DTSM $ $ O-G X
AM5.2A Identify areas with higher crash numbers, and conduct routine enforcement of unsafe driving practices.
Lead: Police
Supporting: PCD $ S X
AM5.2B
Discourage bicycling on the sidewalk by providing continuous bicycle lanes on streets, removing network gaps and expanding protected bicycle facilities.
Lead: PCD
Supporting: Police,
PW
$ $ M X X X
AM5.2C
Develop driver education outreach and conduct enforcement operations to reduce blockage of loading zones, transit stops and lanes, bike lanes and crosswalks.
Lead: Police
Supporting: PCD,
DTSM
$ S X X
AM5.2D Provide education programs to help all road users use legal best practices to travel safely and efficiently.
Lead: PCD
Supporting: Police,
DTSM, TMO
$ M X X
AM5.3A Develop and regularly distribute public information and marketing campaigns to encourage mutual respect among all road users.
Lead: PCD
Supporting: Police,
DTSM, BBB, Metro
$ $ S X
AM5.3B
Modify signal timing to favor pedestrians with consideration of emergency response. Use new traffic engineering practices as they become available to create a safer travel environment.
Lead: PCD
Supporting: Police,
Fire
$ $ S X
AM5.3C
Monitor and incorporate new vehicle technology that fosters sustainable, shared mobility and that can reduce VMT and improve access, efficiency and safety for all roadway users.
Lead: PCD
Supporting: Police,
ISD, PW
$ $ M X
AM6.1A
Extend the availability of information through real time information displays, Transit Screens, etc. and create a consolidated customer-focused City website for one-stop mobility information.
Lead: PCD, ISD
Supporting: DTSM,
PW, HED, BBB
$ S
Table 6.1 Implementation Actions
275
6 >> IMPLEMENTATION ACTIONS
CITY OF SANTA MONICA
ACTIONS Partners Cost Estimate Timing
Potential Funding Sources
Developer
Contributions
User
Fees
City
Funds
Other
Sources
ACCESS AND MOBILITY (PAGES 155-169)
AM6.1B Track availability of broadband network capacity to meet transportation data needs.
Lead: ISD
Supporting: PCD,
PW, Police
$ O-G
AM6.1C
Continue the City’s General Bikeshare Feed Specification and General Transit Feed Specification efforts. Consider releasing additional transportation data streams as they become available (ride-sharing, employer shuttles, demand‐response services, connected vehicles, etc.).
Lead: ISD
Supporting: BBB,
PCD
$ $ S
AM6.1D
As vehicle-to-infrastructure, vehicle-to-vehicle, and vehicle-tohuman communication improves, look for opportunities to collect data to inform and improve system performance.
Lead: ISD
Supporting: PCD,
DTSM, PW
$ M
AM6.2A
Partner with regional transit providers, cities and other potential partners to explore automated transit vehicles and the use of electric or low-emissions fleets to reduce carbon emissions.
Lead: PCD
Supporting: BBB,
PW, Metro
$ $ M
AM6.2B
Work with local employers, business representatives and other agencies on the provision of micro‐transit or demand‐response services.
Lead: PCD
Supporting: HED,
PW, BBB
$ S
AM6.2C Explore the provision of water‐based transportation services, electric powered transportation and alternative power vehicles.
Lead: PCD
Supporting: BBB,
PW
$ $ L X X
AM6.2D
Establish a transportation innovations team to actively monitor transportation technology and communication advances and new services and evaluate for appropriateness in Downtown.
Lead: PCD
Supporting: PW,
BBB
$ L X X
AM6.2E
Participate in regional efforts and interagency groups to share knowledge, build consistency between systems, develop
harmonious policy and share in problem-solving for issues that cross jurisdictional boundaries such as data systems, safety, and mobility services.
Lead: PCD
Supporting: BBB,
ISD
$ O-G
Table 6.1 Implementation Actions
276
6 >> IMPLEMENTATION ACTIONS
DOWNTOWN COMMUNITY PLAN
ACTIONS Partners Cost Estimate Timing
Potential Funding Sources
Developer
Contributions
User
Fees
City
Funds
Other
Sources
ACCESS AND MOBILITY (PAGES 155-169)
AM6.2F
Develop a practice to routinely scope projects to be ready for future technology and mobility changes, such as zero-emission technologies, automation, ITS, and new mobility service models.
Lead: PCD
Supporting: PW,
BBB
$ L
AM6.2G
Establish an autonomous and connected vehicle working
committee that engages with representatives from local and regional private industry, research institutions, and community stakeholders, to recommend policies and testing activities in support of Downtown Santa Monica goals. Areas of focus for the task force could include:
• Assess the potential benefits and impacts of automated and connected vehicles for Santa Monica
• Identify local policies, codes and laws that might inhibit the use of new mobility options, investigate best practices and recommend changes.
• Work with transit agencies to reevaluate their fleet and management plans in order to incorporate the impacts of automated vehicles.
• Protect the safety of people walking, on bikes and in construction zones or unusual conditions
• Promote equitable access to automated vehicles
• Communications and data infrastructure readiness
• Increase sharing of rides and vehicles, and decrease single ownership and parking demand
• Integrate in fleet vehicles and transit services
• Increase EV and very low-emissions vehicles
• Decrease vehicle miles traveled
• Create hubs for driverless vehicle pick up and navigation.
Lead: PCD
Supporting: PW $ $ S
Table 6.1 Implementation Actions
277
6 >> IMPLEMENTATION ACTIONS
CITY OF SANTA MONICA
ACTIONS Partners Cost Estimate Timing
Potential Funding Sources
Developer
Contributions
User
Fees
City
Funds
Other
Sources
ACCESS AND MOBILITY (PAGES 155-169)
AM6.3A Conduct biennial citywide and Downtown vehicle, pedestrian, and bicycle trip counts and track data trends.
Lead: PCD
Supporting: ISD $ $ S X
AM6.3B
Monitor on-street and off-street parking occupancy and utilization to guide decision making and pricing to ensure efficient parking utilization.
Lead: PCD
Supporting: ISD NC O-G
AM6.3C
Develop and regularly publish a Downtown mobility report card that captures a snapshot of system performance over time, such as mode share, program evaluation and customer service.
Lead: PCD
Supporting: ISD,
DTSM, TMO
$ S
AM6.3D
Seek new data sources from private entities and regional agencies and incorporate new data that can meaningfully inform decisions supportive of City goals.
Lead: PCD
Supporting: ISD,
TMO
$ O-G
AM6.4A Install public EV charging infrastructure that is available to residents, employees, and visitors.
Lead: PW
Supporting: PCD $ $ M
AM6.4B Implement a rebate program for EV supply equipment (EVSE) installation in multi-unit dwellings.
Lead: PW
Supporting: PCD $ $ S
AM6.4C Pilot EV charging through streetlights or other existing street furniture.
Lead: PW
Supporting: PCD $ S
AM6.4D Update parking policies and practices to promote efficient EV charging station use and mobility.
Lead: PW
Supporting: PCD $ S
AM6.4E Promote advanced energy technologies like energy storage and solar photovoltaic (PV) to augment EV charging. Lead: PW $ $ S AM6.4F Market available EV resources and provide information to local residents, property owners and business owners.
Lead: PW
Supporting: PCD $ M
Table 6.1 Implementation Actions
278
6 >> IMPLEMENTATION ACTIONS
DOWNTOWN COMMUNITY PLAN
This Page Left Intentionally Blank
DRAFT DOWNTOWN SPECIFIC PLAN 279
FEBRUARY 2014
DCP
THE DOWNTOWN COMMUNITY PLAN
CITY OF SANTA MONICA
SUPPLEMENTAL
APPENDIX
280
APPENDIX
DOWNTOWN COMMUNITY PLAN
APPENDIX: BUILD-OUT ANALYSIS
BACKGROUND AND DATA SOURCES
The City faces many policy questions relating to future development and its location and type within Downtown. To inform this discussion, the Planning Department relies on a number of data sources to analyze existing and future land-use trends and possibilities. This “build-out” analysis is an important tool to estimate and describe the amount and the location of future development that may be allowed to occur within Downtown Santa Monica in accordance with the proposed Downtown Community Plan regulations. It is important to note that this build-out analysis is not a prediction of the future, but a reasonable forecast of the growth that is expected to occur. For the purpose of evaluating the environmental impacts of the Downtown Community Plan, a net new of 3.2M square feet was forecasted. This is the amount of potential development that could reasonably occur within the next 15-20 years while still achieving the City’s goal of No Net New P.M. Peak Hour Trips (see section III for more information on the development cap).
The results of the analysis were used as a geospatial tool for understanding possible future development patterns Downtown. Further, a real estate market outlook was developed to understand the potential future demand for office, residential and retail/hospitality uses in Santa Monica’s Downtown. Below are data sets and reports utilized to conduct the buildout analysis.
MARKET DEMAND FOR NET NEW LAND USES
To verify that the potential build-out is aligned with reasonable market absorption and economic activity, the analysis was compared to a real estate market outlook study, which was conducted by RCLCo. This study utilized a wide range of information sources, including demographic, economic and market data real estate industry publications, as well as interviews with real estate industry experts to forecast the square footage amount of typical Downtown uses (hotel, office, housing and retail) that could be reasonably expected to be absorbed Downtown over the life of the Plan. The market outlook findings were peer reviewed by AECOM as part of the 2015 4CO (City-owned TOD site) planning efforts. The AECOM analysis confirmed the market outlook findings.
DATA SOURCE(S)
Building Square Footage Assessor’s Office
Parcel Square Footage Assessor’s Office
Year Built Assessor’s Office
Public Facilities and Utilities City of Santa Monica Geographic Information System (GIS)
Landmarks and Historic
Resource Inventory Planning Department
Places of Worship, Institutional Assessor’s Office, Google Street View Market Demand RCLCo 2012 Market Demand Study,
2015 AECOM Economic Peer Review
Long-Term Leases CoStar, Housing and Economic
Development Department, Interviews
APPENDIX
CITY OF SANTA MONICA
• The real estate market outlook forecasts the development potential available for capture/location in Downtown Santa Monica as a whole over the next 15 years, assuming an unconstrained development environment.
• The analysis considers all of the major private sector land uses that comprise the existing built environment within Downtown: retail (localand regional-serving), commercial office, residential (rental apartments and condominiums) and hotel.
• The analysis builds on current and forecasted demographic data and other key regional demand drivers and considers the Downtown’s competitiveness vis-à-vis existing and potential locations in the West Los Angeles area.
The following table summarizes the findings of the 2012 market outlook report.
LAND USE CATEGORY ABSORPTION POTENTIAL (KSF)
Regional Retail 100-200
Local Retail 43-58
Office 400-500
Residential (units) 1,750 – 2,500 Units
Hotel 1,500 Rooms
LAND USE CATEGORY NET NEW SQUARE FOOT (KSF)
Residential 2,326 (2500 units)
Retail/Restaurant/
Entertainment 199
Creative Office 209
Office 204
Hotel 283 (974 rooms)
Totals 3,221
CAP ON FUTURE DEVELOPMENT
Based on the results of scenario testing using the City’s Travel Demand Forecast Model, 3.22 million square feet of net new floor area represents the maximum development that could occur Downtown while achieving its LUCE citywide goal of No Net New P.M. Peak Hour Trips by 2030. This
3.22 million square foot “cap” on development Downtown reflects the City’s commitment to managing and monitoring change by ensuring that new projects are balanced with circulation investments, Transportation Demand Management (TDM) mechanisms, programs and congestion relief measures that will enable the City to achieve the citywide goals of No Net New P.M. Peak Hour Trips. Any project proposal that would result in exceeding the maximum cap of 3.22 million square feet would not be able to be approved consistent with the Downtown Community Plan until it is determined that the project would be consistent with the No Net New P.M. Peak Hour Trips goal of the LUCE.
The following land use totals were studied in the DCP Environmental Impact Report (EIR).
282
APPENDIX
DOWNTOWN COMMUNITY PLAN
SITES NOT CONSIDERED TO HAVE BUILD-OUT POTENTIAL
(60% OF TOTAL DOWNTOWN LAND AREA) DATA SOURCE
Properties Containing
Landmark Structures
Sites containing designated City Landmarks are unlikely to change due to protections provided by Landmark designation.
Planning Department
Properties with
Buildings that Exceed
Current or Proposed
Height and Floor Area
Ratio Limits
Parcels containing existing buildings that exceed current or proposed zoning standards for height and floor area ratio are not anticipated to change.
Assessor’s Office, Field Study
Places of Worship and
Institutional Properties
Existing religious institution-owned properties are unlikely to change. Similarly, some institutional entities, such as the Salvation Army, are unlikely to change.
Assessor’s Office, Field Study
Properties Developed
or Significantly
Redeveloped Since
1990
Parcels that have experienced new development or significant investment in improvements within the past 25 years are not likely to experience substantial additive change.
Assessor’s Office, City GIS, Field
Study
Government-Owned
Properties
City- and State-owned properties, such as most Downtown parking garages and the Big Blue Bus site, are not likely to experience development as they provide valuable services to the community.
Assessor’s Office, City GIS
Utility-Owned
Properties
Utility owned parcels, such as the Edison sub-station at Lincoln and Colorado are unlikely to change. Assessor’s Office, City GIS
Properties Containing
Structures Identified on
the Historic Resources
Inventory
Many sites containing buildings on the HRI are unlikely to change due to protections included in the DCP and/or their value as unique commercial properties. Planning Department ASSUMPTIONS – EVALUATING POTENTIAL FOR CHANGE
Assumptions were developed about the likelihood of change on each Downtown parcel within the 15-20-year time horizon of the Downtown Community Plan. These assumptions, or “filters,” are described below:
APPENDIX
CITY OF SANTA MONICA
SITES CONSIDERED UNLIKELY TO CHANGE
(20% OF TOTAL DOWNTOWN LAND AREA)
DATA SOURCE
Properties with Limited
Future Development
Potential
Sites that contain existing buildings with a FAR that is equal to 75% of the DCP’s proposed FARs are considered to have limited development potential. Assessor’s Office Single Lot Properties
Under Sole Ownership
The development of single 7500 sq. ft. parcels is challenging in the Downtown due to parking and other onsite requirements. While some exceptions are likely to exist, by and large it is not anticipated that the majority of single lot parcels under single ownership will significantly change.
Assessor’s Office
Commercial Properties Commercial office is increasingly scarce in Santa Monica. The assumption is that most existing commercial office and long-standing retail spaces are not likely to change. Field Study, Assessor’s Office 284
APPENDIX
DOWNTOWN COMMUNITY PLAN
SITES CONSIDERED TO HAVE POTENTIAL FOR CHANGE
(20% OF TOTAL DOWNTOWN LAND AREA)
DATA SOURCE
Pipeline Projects
(Entitled)
Projects that have received entitlements since 2013. Planning Department Pipeline Projects
(Proposed)
Projects that are currently proposed but have yet to receive entitlements. Planning Department Properties with at Least
2.0 FAR Remaining
Within Proposed
Building Envelope
Sites that could achieve an increase in FAR of 2.0 or more over existing conditions through redevelopment or the addition of new square feet.
Assessor’s Office, Proposed
Zoning Regulations
Properties that have
Low Improvement/land
Value Ratio
Sites that have an existing improved value that is 50% or less than the overall assessed value of the site. Assessor’s office
APPENDIX
CITY OF SANTA MONICA
This Page Left Intentionally Blank
286
APPENDIX
DOWNTOWN COMMUNITY PLAN
BUILD-OUT ANALYSIS
Sites Not Considered to Have Build-Out Potential
CODE ASSUMPTION LAND AREA % OF DOWNTOWN
NLM Properties Containing Landmark Structures 241,968 3.13% OHFAR Properties with Buildings that Exceed Current or Proposed Height and Floor Area Ratio Limits 1,257,551 16.29%
NW Places of Worship and Institutional Properties 176,414 2.28% N90 Properties Developed or Significantly Redeveloped Since 1990 1,711,991 22.17% G Government-Owned Properties 988,469 12.80%
U Utility-Owned Properties 15,006 0.19%
HRI Properties Containing Structures Identified on the Historic Resources Inventory 374,049 4.84% TOTAL 4,765,448 61.70%
APPENDIX
CITY OF SANTA MONICA
BUILD-OUT ANALYSIS
Sites Not Considered to Have Build-Out Potential
288
APPENDIX
DOWNTOWN COMMUNITY PLAN
BUILD-OUT ANALYSIS
Sites Considered Unlikely to Change
CODE ASSUMPTION LAND AREA % OF DOWNTOWN
LF Properties with Limited Future Development Potential 101,926 1.32% LS Single Lot Properties under Sole Ownership 425,240 5.51% LC Commercial Office Properties 864,525 11.20%
TOTAL 1,391,691 18.03%
APPENDIX
CITY OF SANTA MONICA
BUILD-OUT ANALYSIS
Sites Considered Unlikely to Change
290
APPENDIX
DOWNTOWN COMMUNITY PLAN
BUILD-OUT ANALYSIS
Sites Considered to Have Potential to Change
CODE ASSUMPTION LAND AREA % OF DOWNTOWN DEVELOPMENT POTENTIAL (NET NEW)
PE Pipeline Projects (Entitled) 203,643 2.64% 535,510
PP Pipeline Projects (Proposed) 723,707 9.37% 1,591,393 PFAR
Properties with at least 2.0 FAR
remaining within proposed
building envelope
601,756 7.79% 1,834,694
PV Properties that have low
improvement/land value ratio 35,006 0.45% 57,646
TOTAL 1,564,112 20.25% 4,019,243
*The 3.22M square foot development cap would limit potential change (see Section III for more information).
APPENDIX
CITY OF SANTA MONICA
BUILD-OUT ANALYSIS
Sites Considered to Have Potential to Change
CITY OF SANTA MONICA
LIVING WAGE ORDINANCE
Certification for Providers of Services to the City of Santa Monica (Fiscal Year 19/20 – July 1, 2019 through June 30, 2020)
TO BE COMPLETED BY ALL CONTRACTORS PROVIDING SERVICES TO THE CITY OF SANTA MONICA IN EXCESS OF $54,200
The City of Santa Monica Municipal Code Chapter 4.65, Living Wage Ordinance (LWO), establishes a Minimum Wage of $16.63 per hour for certain employees of contractors providing services to the City where services exceed $54,200 or more and requires that contractors also provide the same health care and other benefits to employees’ same sex spouses and domestic partners as are provided to other employees’ spouses.
An employee covered by the LWO is any person who does not actually work as a manager, supervisor, or confidential employee, and who is not required to possess an occupational license.
The Living Wage Ordinance applies the services sought pursuant to this bid and bidders are required to prepare and return the Living Wage Certification Form. If the bidder is selected, the bidder must maintain payroll records that include, at minimum, the full name of each employee providing services under the contract, job classification and rate of pay. Bids that fail to include Certification Forms may be considered non-responsive and excluded from further consideration.
Please prepare the following certification if you are a contractor engaging in a contract for services with the City of Santa Monica in excess of $54,200.
Your signature on this certification grants the City permission to review any and all payroll books and records and any company documents pertaining to the benefits offered to employees to assure your compliance with the LWO during the term of the contract.
Please direct any questions to:
City of Santa Monica Finance Department
Attention: Living Wage Compliance Section
1717 4th Street, Suite 250
Santa Monica, CA 90401
You can also contact staff regarding living wage ordinance questions by e-mail at [email protected] or by phone 310-458-8281.
CITY OF SANTA MONICA
LIVING WAGE ORDINANCE CERTIFICATION
July 1, 2019 through June 30, 2020
TO BE COMPLETED BY ALL CONTRACTORS PROVIDING SERVICES TO THE CITY OF SANTA MONICA IN EXCESS OF $54,200
MINIMUM WAGE - $16.63 per hour
Please read, complete, and sign the following:
THIS CONTRACT IS SUBJECT TO THE LIVING WAGE ORDINANCE
THIS CONTRACT IS NOT SUBJECT TO THE LIVING WAGE ORDINANCE If this contract is not subject to the Living Wage Ordinance requirements, please note the reason below and attach supporting documentation for exemption. For example, in order to be exempt pursuant to a collective bargaining agreement, a signed collective bargaining agreement must be attached. (a) ________ contractor is a government agency and is exempt (b) ________ contractor is a City grantee and is exempt (c) ________ contractor is a non-profit corporation and is exempt (d) ________ contractor is an employer whose employees are covered by a bona fide collective bargaining agreement where the waiver is explicitly set forth in an agreement in clear and unambiguous terms
(e) ________ contractor is a corporation providing banking services The undersigned, on behalf of himself or herself individually and on behalf of his or her business or organization, hereby certifies that he or she is fully aware of Santa Monica’s Living Wage Ordinance (LWO), and the applicability of the LWO, and the applicability of the subject contract, as determined herein. The undersigned further agrees to be bound by all terms of the LWO, as mandated in all sections of Santa Monica Municipal Code, Chapter 4.65. If, at any time during the term of the contract, the answers to the questions posed herein change so that Contractor would be subject to the LWO, Contractor will promptly notify the Director of Finance in writing. Contractor further understands and agrees that the failure to comply with the LWO, this certification, or the terms of the Contract as it applies to the LWO, shall constitute a default of the Contract, which shall be grounds for termination. City shall have the right to examine all books and records of the Contractor as they relate to compliance with the LWO. Payroll records shall at a minimum include the full name of each employee performing labor or providing services under the contract, job classification, and rate of pay.
These statements are made under penalty of perjury under the laws of the State of California.
Printed Name: ____________________________________Title: _______________________________ Signature: ____________________________________________ Date: __________________________ Contractor: __________________________________________ Bid Number (if applicable):__________ Service Description:
____________________________________________________________________________________ ____________________________________________________________________________________
CITY OF SANTA MONICA
OAKS INITIATIVE NOTICE
NOTICE TO APPLICANTS, BIDDERS, PROPOSERS
AND OTHERS SEEKING DISCRETIONARY PERMITS, CONTRACTS,
OR OTHER BENEFITS FROM THE CITY OF SANTA MONICA
Santa Monica’s voters adopted a City Charter amendment commonly known as the Oaks Initiative. The Oaks Initiative requires the City to provide this notice and information about the Initiative’s requirements. You may obtain a full copy of the Initiative’s text from the City Clerk.
This information is required by City Charter Article XXII—Taxpayer Protection. It prohibits a public official from receiving, and a person or entity from conferring, specified personal benefits or campaign advantages from a person or entity after the official votes, or otherwise takes official action, to award a “public benefit” to that person or entity. The prohibition applies within and outside of the geographical boundaries of Santa Monica.
All persons or entities applying or receiving public benefits from the City of Santa Monica shall provide the names of trustees, directors, partners, and officers, and names of persons with more than a 10% equity, participation or revenue interest. An exception exists for persons serving in those capacities as volunteers, without compensation, for organizations exempt from income taxes under Section 501(c)(3), (4), or (6), of the Internal Revenue Code. However, this exception does not apply if the organization is a political committee or controls political committees. Examples of a “public benefit” include public contracts to provide goods or services worth more than $25,000 or a land use approval worth more than $25,000 over a 12-month period.
In order to facilitate compliance with the requirements of the Oaks Initiative, the City compiles and maintains certain information. That information includes the name of any person or persons who is seeking a “public benefit.” If the “public benefit” is sought by an entity, rather than an individual person, the information includes the name of every person who is: (a) trustee, (b) director, (c) partner, (d) officer, or has (e) more than a ten percent interest in the entity. Therefore, if you are seeking a “public benefit” covered by the Oaks Initiative, you must supply that information on the Oaks Initiative Disclosure Form. This information must be updated and supplied every 12 months.
CITY OF SANTA MONICA
OAKS INITIATIVE DISCLOSURE FORM
In order to facilitate compliance with the requirements of the Oaks Initiative, the City compiles and maintains certain information. That information includes the name of any person or persons who is seeking a “public benefit.” If the “public benefit” is sought by an entity, rather than an individual person, the information includes the name of every person who is: (a) trustee, (b) director, (c) partner, (d) officer, or has (e) more than a ten percent interest in the entity.
Public benefits include:
1. Personal services contracts in excess of $25,000 over any 12-month period;
2. Sale of material, equipment or supplies to the City in excess of $25,000 over a 12- month period;
3. Purchase, sale or lease of real property to or from the City in excess of $25,000 over a 12- month period;
4. Non-competitive franchise awards with gross revenue of $50,000 or more in any 12-month period;
5. Land use variance, special use permit, or other exception to an established land use plan, where the decision has a value in excess of $25,000;
6. Tax “abatement, exception, or benefit” of a value in excess of $5,000 in any 12- month period; or
7. Payment of “cash or specie” of a net value to the recipient of $10,000 in any 12- month period.
Name(s) of persons or entities receiving public benefit:
Name(s) of trustees, directors, partners, and officers:
Name(s) of persons with more than a 10% equity, participation, or revenue interest:
Prepared by: ____________________________Title: __________________________ Signature: ______________________________________ Date: ________________ Email: ____________________________________ Phone: ____________________ FOR CITY USE ONLY:
Bid/PO/Contract # ____________________________ Permit # ___________________________ City of Santa Monica
1318 Fourth Street Affordable Housing Development RFP #243 1 Question Answer
Affordable Housing / Commercial Space Questions
Project overview objectives: all residents must be from city list? Supportive housing come from CES? Violate fair housing?
Applicants for Santa Monica-funded affordable housing, inclusionary housing, and voucher programs will be pulled from a wait list administered by the City.
Santa Monica Housing Authority has an allocation of Continuum of Care vouchers which are issued to eligible applicants from a list maintained by the City. CoC applicants on the City's wait list are also registered with CES [and Santa Monica's Homeless Service Registry]. The City’s administration of the wait lists has been carefully constructed to comply with fair housing law.
Would 100% PSH be preferred? The RFP indicates that proposals should include at least 50 apartments.
Teams are encouraged to propose above the minimum number, and the RFP also indicates that proposals may include senior housing, artist live/work housing, and housing for working families and individuals, etc.
Any priority to population type within PSH? Persons experiencing homelessness are the priority PSH type; most are individuals but there is a growing need for homeless families.
How important is it to the City that the project include offices for local nonprofits that do not front the street?
Affordable office space for local nonprofits is a need in the community, although it is understood that providing such space could also challenge the project’s financial feasibility. The City has no preference whether the project includes offices for local nonprofits that do not front the street.
City of Santa Monica
1318 Fourth Street Affordable Housing Development RFP #243 2 Regarding the possibility of including affordable units at above the 30% of AMI level, does the City have a preference for 50%, 60%, or 80% units? Is the City less interested in any one of those levels of affordability? Affordability at all levels is needed. The City has no preference on the mix of affordable housing income targeting. Units targeted for supportive housing which anticipate rental housing vouchers require household income levels of 50% of area median income or less.
I understand the City wants at least 50 PSH units at the site. Does the City have a maximum number (or proportion) of units it would like to be PSH? . The RFP indicates that proposals should include at least 50 apartments.
Teams are encouraged to propose above the minimum number, and the RFP also indicates that proposals may include senior housing, artist live/work housing, and housing for working families and individuals, etc.
Does the City’s list of prospective tenants have larger backlogs for some populations than others? If so, what would those populations be? Populations in the lowest income brackets typically have the most difficulty obtaining affordable housing (including persons living with disabilities), but affordable housing at all income levels is needed. Additionally, small households (1-2 persons) are the predominant household size on our wait lists. Santa Monica is preparing to re-open its waitlist[s] in early 2020 so it would be difficult to provide a more specific response to this question.
If the City were to have to choose between maximizing the number of units and minimizing total development cost per unit, which would it prioritize? Both are goals of the development and the City encourages all proposals to carefully balance the goals.
We understand that the City is interested in active uses on 4th St. Would the City also look favorably on active uses that front the alley? Activation of the alleys has been identified as a community aspiration, provided that the uses complies with local codes and do not unduly impact the financial feasibility of the development.
City of Santa Monica
1318 Fourth Street Affordable Housing Development RFP #243 3 Financial Questions
Will the City pay for the site’s environmental analysis? No. (also, see response below about CEQA) How do the fees to the City a 100% affordable project would have to pay differ from those a Tier 2 project with some market-rate units would have to pay?
Can you clarify what fee waivers would be applicable assuming a 100% affordable project?
Impact fees. What fees are waived depending on affordable housing type and levels?
Affordable housing is exempt from various impact fees [but review municipal code for nuances] - such as Child Care Linkage Program [SMMC 9.65], the Affordable Housing Commercial Linkage Program {if developed by a nonprofit} [SMMC 9.68], the Parks and Recreation Development Impact Program [SMMC 9.67], the Transportation Impact Fee Program [SMMC 9.68] - but not, for example, from building permit fees.
Teams need to research and estimate applicable fees in conjunction with preparing the proposal.
Does the City of Santa Monica anticipate making a minimum (or maximum) amount of capital funding available from the City's Housing Trust Fund? The City has not established a minimum or maximum amount of capital funding from the City's Housing Trust Fund. One of the RFP's goals is to minimize the City's contribution of Housing Trust Funds.
SMHA might have operating subsidy available. Any vouchers? Santa Monica cannot commit to providing direct operating subsidies at this point; teams are encouraged to engage with the County regarding Measure H funds about operating subsidies. The SMHA would consider allocating housing vouchers, if available. Proposals should clearly indicate assumptions about rental housing vouchers.
Is there an appraisal available for the site? No.
City of Santa Monica
1318 Fourth Street Affordable Housing Development RFP #243 4 Project / Site Questions
Will project-based Section 8 vouchers or other operating subsidies from the SMHA be made available for the 50 permanent supportive housing units? Santa Monica cannot commit to providing direct operating subsidies at this point; teams are encouraged to engage with the County regarding Measure H funds about operating subsidies. The SMHA would consider allocating housing vouchers, if available. Proposals should clearly indicate assumptions about rental housing vouchers.
How serious are you about maximizing size of building? Type 3 or Type 5. Is cost per unit part of the evaluation criteria?
The City understands that very high costs per unit could affect the ability to leverage other funding sources. Because the City would like to maximize the use of the site, proposals are encouraged to balance the height and cost to maximize housing while remaining competitive for other funding sources.
Will the site be delivered vacant or will the scope include demolition of the existing parking structure? Will the City deliver the site with any necessary environmental remediation completed?
The demolition of Parking Structure 3 will be completed by the City.
FY 2020 Capital Budget Addendum project description: This project will demolish Parking Structure No. 3 and install fencing and erosion control measures. The demolition of the structure will require precision and detailed project controls to ensure there are no impacts to the adjacent structures nor the alley and 4th Street. The project includes the disconnection of all existing wet and dry utilities, the removal of the existing elevators and appurtenant equipment, and other non-structural features of structure.
The City is not aware of any environmental remediation needs at this time. If such arise during a due diligence period [after selecting a team and during the due diligence period], the issue can be negotiated as part of the Disposition Development Agreement (DDA).
Any PLA or prevailing wage requirements or in excess of state? This development would be subject to state prevailing wage. Regarding PLA, we do not have any City-specific agreements with labor unions.
City of Santa Monica
1318 Fourth Street Affordable Housing Development RFP #243 5 What proposed development attributes would trigger a development review permit, development agreement, or disposition and development agreement (per Sec. 2.4 of the RFP)? What is the difference between the three and how long does each process typically take?
Application thresholds for Administrative Approvals, Development Review Permits, and Development Agreements are shown on Page 177 of the DCP.
AAs are approved at the staff level, DRs are approved by the Planning Commission, and DAs are approved by City Council. The reference to Disposition and Development Agreement relate to the business terms under which the site control would be granted to the developer since it is Cityowned property. Negotiations and drafting of the DDA can occur concurrently with the processing of the land use application. The City aims to have AAs processed within 90 days, but this is subject to applicant responsiveness to comments and compliance with the Municipal Code.
Processing times for DRs and DAs varies depending on the type of project being proposed and level of environmental review required (anywhere between a 4-6 months to well over a year).
Regarding the community engagement process, will the City lead the community engagement process, or will the strategy, process and logistics be decided collaboratively or is the development team required to lead the community engagement process?
The City will collaborate with the selected development team on community engagement.
Is there an SBE/ DBE and/ or minority/ women-owned goal for this project? No.
What will the length and financial terms of the ground lease be? The length and financial terms of the ground lease will be negotiated following the selection of the development team. The RFP briefly discusses this topic in Section 2.3.
Is the team required (or does the city prefer) to have a general contractor named/selected at this stage of the process?
The team is not required to have a general contractor selected for the purposes of the proposal.
Is there a preliminary title report and survey available? Will the City provide an ALTA title policy? What company will be providing the title insurance? There is not a preliminary title report and survey available to share. The City will not provide an ALTA title policy. The selected development team will determine who provides the title insurance.
City of Santa Monica
1318 Fourth Street Affordable Housing Development RFP #243 6 Do any geotechnology, environmental, and/or other reports exist, and will they will be deposited to the RFP diligence site?
Any such reports have been posted as part of the previous proposed cinema project at: https://www.smgov.net/Departments/PCD/EnvironmentalReports/Arclight-Cinemas-Project-EIR/ Will a site survey be provided by the City? No.
RFP Process Questions
Can you provide a list of organizations that attended the mandatory PreProposal meeting on September 10, 2019?Abode Communities, Affirmed Housing, AMCAL Multi-Housing, Inc., Brinshore Development, Century Housing, Clifford Beers Housing, Community Corp.
Santa Monica, Concept Consultant, Inc., DAHLIN Group, EAH Housing, IBI Group, IDS Group, ima, Jamboree, KPFF Consulting Engineers, MAESTRO DEVELOPMENT LLC, Metropolitan Pacific Real Estate Group, Michael W.
Folonis Architects, MVMNT Consulting LLC, New Air Inc., Puchlik Design Associates, Related California, Step Up on Second, Stephen Billings Landscape Architecture, The Albert Group Architects, The Richman Group, Venice Community Housing, VTBS Architects, WeHo Community Housing Corp.
Everything we submit is in our own format? Yes. There is no specific submission format beyond the requirements described in the RFP.
Is there a post-RFP submission timeline for review of submissions and award announcement?
We do not have a set timeline for review of submissions and award announcement.
Is there a scoring matrix available for the RFP? No. Section 3 of the RFP discusses the evaluation criteria.
In 4.5.6.a, the first letters of “Financial Capacity Materials” are capitalized. Is this referring to a specific form we’re supposed to use, and if so, where can we find it?
There is not a specific form.
City of Santa Monica
1318 Fourth Street Affordable Housing Development RFP #243 7 Are there any design submittals required beyond the conceptual site and floor plan described in 4.5.3.c.
No. Teams do not need to submit design submittals beyond what is described in 4.5.3.c.
Is there any specific format that our proforma needs to be delivered in? No. is there a required submission format? No.
Please elaborate on City's approval process, required public hearings and time required for negotiation of development agreements/development review permit/disposition?
We cannot provide specific development approval timelines at this juncture, as the development approval path depends on the scope of a specific proposed development.
Community meetings to obtain input on the proposed development prior to formal development application submission [for entitlement] is expected.
Development Review permits are approved by the Planning Commission, appealable to the City Council.
Development Agreements are reviewed by the Planning Commission with recommendations to the City Council and approved by the City Council. This process would only apply to projects that exceed the definition of 100% affordable housing. 100% affordable housing projects in the Downtown are approved administratively and therefore, no DR or DA would be required.
The Architectural Review Board approval for building design occurs at the end of the entitlement process. Staff aims to have projects submitted for ARB approval calendared within approximately 8 weeks of submittal.
Can you confirm that when we submit our proposal(s) on ProcureNow, we are supposed to put our proposal documents under the tab that says Vendor Questionnaire? Also, do you care whether our proposal comes in the form of a single PDF or multiple PDFs? Should spreadsheets be submitted as Excel docs or in PDF form?
Proposals can be consolidated into a single PDF or submitted as multiple PDFs. Spreadsheets can be submitted as Excel docs or in PDF form. Proposers submit everything under the Vendor Questionnaire section.
Can applications be submitted through the portal in a piecemeal fashion? Or can we only press send one time for all our documents?
Only complete applications should be submitted.
City of Santa Monica
1318 Fourth Street Affordable Housing Development RFP #243 8 It appears that the process for applying for a Santa Monica business license would occur after the winner of the RFP has been selected. Is that true? Correct. The City will only require a business license for the development team selected for the project.
Thoughts on parking? The City does not have a recommendation on parking for the project. Since parking is not required, proposals should consider whether any on-site parking is necessary to support the long-term success of the development.
What are the CEQA and Coastal Commission requirements? As stated in the RFP:
Given the scope of the development, it may not qualify for the typical CEQA exemption for affordable housing. If so, the development is expected to tier off the Environmental Impact Report certified for the Downtown Community Plan (DCP). Projects consistent with the DCP Final EIR would be exempt from CEQA as a mixed-use housing project.
The site is located within the Coastal Zone. As a result, it will likely require a Coastal Development Permit from the California Coastal Commission.
Any requirement for terracing setback? The DCP has open space and building modulation requirements in Chapter 4 on the DCP (starting on Page 183). Open space is required and encouraged in projects to promote livability. Building modulation requirements are largely percentage-based and not prescriptive in order to encourage design flexibility. Design guidelines in Chapter 5 provide guidance on expectations regarding building design.
Sustainable requirements in excess of LEED? How tough are sustainable requirements? Require LED lighting and solar powered lights: any requirements or specifics?
Please refer to the City's sustainability building requirements.
Can we block road during construction? The City does not recommend relying on the ability to block roads during construction.
Is the site one or two APNs? Will the parcel at APN 4291-012-901 be included in the deal?
The APNs for this project are 4291-012-900 and 4291-012-901