Current Conditions, Trends and Issues
Lincoln Boulevard is visually cluttered,
unattractive and devoid of coordinated
streetscape or landscaping. Land uses
include a mix of auto-related businesses and
miscellaneous retail/services. The general
pattern of use is strip commercial and drive-in
facilities, requiring direct auto access via curb
cuts across the sidewalk. The predominant
auto access pattern discourages pedestrian
activity, limits on-street parking and interrupts
traffic flow. The volume of traffic and an
absence of pedestrian amenities negatively
impact the urban character of Lincoln
Boulevard. The overall topography, autooriented businesses, and limited depth and size of parcels discourage redevelopment
of properties along Lincoln. Many of the
businesses fronting on Lincoln Boulevard have
blank walls or surface parking lots that do
not appropriately engage the public realm.
Lincoln’s role as a regional highway and
major transit route further limits options for
an enhanced pedestrian environment. The
existing transit crossroads at Pico Boulevard
lacks adequate facilities to serve the volume of
bus passengers.
Strategic Approach
lincoln | chapter 2.4
SANTA MONICA LUCE | 2.4 - 65
The intersection of Lincoln Boulevard and Pico Boulevard is where proximity to I-10 results in some of the highest traffic volumes in the City. Current development is auto-oriented and lacks architectural identity.
A photosimulation of the intersection of Lincoln Boulevard and Pico Boulevard. New development should anchor each corner of the intersection and provide active ground floor uses with the potential for housing on the upper floors.
Existing
Proposed
Lincoln Boulevard transitions slowly from an
auto-dominated boulevard to a pedestrianoriented boulevard servicing the adjacent neighborhoods. A new aesthetic order will be
established for the streetscape and buildings
along the boulevard. Traffic flow is improved
and on-street parking is increased through
elimination of driveway curb cuts. Façade
improvements are encouraged for existing
commercial uses, including clearly defined
entries and the use of window glazing to
provide visual transparency. As sites redevelop,
there are opportunities for residential uses
such as affordable, workforce and market-rate
housing on the upper floors. Shared parking
facilitates redevelopment of small sites, and
area-wide TDM strategies reduce the number
of vehicle trips.
Land Use Parameters
(See chapters 2.1 Land Use Policy and Designations and
2.5 Activity Centers for further information.)
boulevards: lincoln
2.4 - 66 | SANTA MONICA LUCE
An artist interpretation of a better functioning Lincoln Boulevard. The enhanced pedestrian environment is accompanied by landscaping, lighting, local-serving uses and transit options. Redevelopment provides pedestrian- and transit-oriented benefits such as housing, retail and open space. lincoln | chapter 2.4
SANTA MONICA LUCE | 2.4 - 67
Due to its proximity to the I-10 Freeway and Santa Monica High School, the Pico/Lincoln transit crossroads is an area that experiences high traffic and pedestrian volumes, but is critically underserved by services and amenities. The LUCE envisions redevelopment providing pedestrian- and transit-oriented benefits such as housing, retail and open space. boulevards: lincoln
2.4 - 68 | SANTA MONICA LUCE
Lincoln Boulevard transitions into an urban boulevard
as it enters Santa Monica’s Downtown. The LUCE promotes integrating it more into the City fabric.
Lincoln Boulevard in the Downtown: As a gateway to Santa Monica’s Downtown District, Lincoln Boulevard will provide a range of experiences and offer critical services to the adjacent neighborhoods. Buildings on Lincoln Boulevard will begin to transition in height downwards to meet the scale of nearby residential buildings.
LINCOLN BLVDBROADWAY
OLYMPIC BLVD
WILSHIRE BLVD
COLORADO AVE
SANTA MONICA BLVD
Mixed -Use Boulevard
§¨¦10
LINCOLN BOULEVARD IN
THE DOWNTOWN:
Mixed-Use Boulevard
As the gateway entry into the Downtown,
this segment of Lincoln Boulevard becomes
part of the Downtown District. Uses include
ground floor local-serving retail and upperlevel housing.
Current Conditions, Trends and Issues
This portion of Lincoln Boulevard contains a
mix of uses, including auto-related businesses,
office buildings, and local-serving stores and
restaurants. The area has not experienced
a significant amount of redevelopment, but
lot sizes and depths could allow projects that
provide upper-level housing and
subterranean parking.
Strategic Approach
Lincoln Boulevard is integrated into the
Downtown and facilitates a transition between
the taller buildings in the Downtown to
the west and the lower-scale residential
neighborhood to the east. The existing auto
dealership at Lincoln and Santa Monica
Boulevard remains a permitted use. The
property at the southwest corner of Lincoln
Boulevard and Broadway is redeveloped to
eliminate the surface parking lot and provide a
new grocery store, housing and other uses.
Land Use Parameters
(See chapter 2.1 Land Use Policy and Designations for
further information.)
lincoln | chapter 2.4
SANTA MONICA LUCE | 2.4 - 69
North of the I-10 Freeway, in the City’s Downtown area, Lincoln Boulevard is expected to integrate better into the urban fabric, and provide a more diverse range of amenities like housing, neighborhood-serving retail and service commercial uses. Building regulations will ensure that commercial development does not encroach on the adjacent residential neighborhoods.
2.4 - 70 | SANTA MONICA LUCE
goals and policies: lincoln
Mid-price range hotels and other visitor-serving uses are encouraged to locate on Lincoln Boulevard.
Access to light and air is maintained through the enforcement of a building envelope that requires mixed-use or commercial buildings conform to development heights and angles.
Figure 5
35 ft Height Limit - Rear Yard
Stepbacks at Residential Properties
2 10 ft. Rear Yard Setback
25 ft. Height Above Property Line
45º Angle
PL
RESIDENTIAL
PROPERTY
1 3
3 35 ft. Maximum Building Height
15 ft.
10 ft. 2
3 2
1 1
3 4
4 10 ft.
LINCOLN BOULEVARD
GOALS AND POLICIES
GOAL B25: Redevelop Lincoln Boulevard
as a distinct and visually-cohesive mixed-use
commercial boulevard.
POLICIES:
B25.1 As businesses turnover, encourage
façade improvements such as clearly defined
signage and storefront glazing that are
compatible with the character of the boulevard.
B25.2 Encourage mid-price range hotels and
other visitor-serving uses on Lincoln Boulevard.
B25.3 Encourage aggregation of smaller
parcels to facilitate sites to create an active mix
of uses and provide opportunities for shared
parking in subterranean structures.
B25.4 In order to provide an incentive for
redevelopment on Lincoln Boulevard, explore
parking strategies such as encouraging shared
parking between adjacent properties and land
uses and parking reductions in association with
parking districts.
B25.5 Ensure that buildings fronting
Lincoln Boulevard have primary façades facing
the street and located on the property line
or back side of the sidewalk. However, to
encourage a lively streetscape with places for
people to socialize, small landscaped gathering
spaces and plazas are encouraged.
B25.6 Scale buildings to the pedestrian to
create an intimate sidewalk walking/shopping
experience. Ground floor façades should
include enhanced materials and detailing
where they will be perceived by passing
pedestrians.
B25.7 Design buildings with a variety of
heights, architectural elements and shapes
to create visual interest along the boulevard.
Walls should have meaningful combinations of
materials and articulation to engage the eye.
B25.8 In order to create an interesting skyline,
avoid uniformly flat roofs.
B25.9 Ensure that new commercial or
mixed-use buildings adjacent to residential
districts are contained within a prescribed
building envelope that steps down toward the
residential district to maintain access to light
and air.
denotes sustainable policy
lincoln | chapter 2.4
SANTA MONICA LUCE | 2.4 - 71
Affordable and workforce housing is desirable in proximity to the transit crossroads, and other areas served by public transportation.
Sidewalk dining opportunities should be encouraged in order to promote increased pedestrian activity as well as an enlivened commercial and retail environment.
B25.10 Ground floor uses with active retail
shall be generally continuous, transparent (nontinted) display windows facing the sidewalk.
B25.11 Ensure that mixed-use developments
have active ground floor uses that face the
boulevard with residential or small floor plate,
local-serving office uses located on the upper
floors. Ground floor residential uses may be
allowed if designed in a pedestrian-oriented
manner with features such as street-facing main
entrances, stoops, patios, and fenestration.
B25.12 General office and other limited
pedestrian access uses are discouraged on the
ground floor facing Lincoln Boulevard. Entrances
to upper-level uses, such as lobbies, should be
limited in length along the sidewalk.
B25.13 Encourage affordable and
workforce housing in proximity to transit and
major employment centers.
B25.14 Encourage sidewalk dining where it
meets established criteria.
B25.15 Require new incentivized
development above the base height to
participate in a shared parking district and
TDM strategies.
GOAL B26: Create a transit-oriented,
multi-modal boulevard that provides a safe
and engaging environment for pedestrians
with improved transit amenities while also
allowing for efficient transit and traffic
circulation.
POLICIES:
B26.1 Prepare a streetscape master plan
to transform Lincoln Boulevard’s pedestrian
environment into a high-quality landscaped
environment.
B26.2 Improve pedestrian crosswalks
along the length of the corridor.
B26.3 Collaborate with transit agencies
on finding ways to improve the frequency and
capacity of transit service.
B26.4 Improve transit amenities along the
boulevard with an emphasis on the intersection
of Lincoln and Pico Boulevards.
B26.5 Design new development projects to
eliminate existing curb cuts on the boulevard
to the greatest extent feasible, minimize the
creation of new curb cuts by consolidating
parcels to provide circulation on private
property, and provide access for service and
parking from available rear alleys.
B26.7 Locate on-site surface parking at the
rear of buildings or in a subterranean garages.
2.4 - 72 | SANTA MONICA LUCE
goals and policies: lincoln
GOAL B27: Create a vibrant shopping
and gathering place at the intersection of
Lincoln Boulevard and Pico Boulevard that
capitalizes on the high-frequency of available
transit service.
POLICIES:
B27.1 Actively work to create a transit hub
focused on the southwest corner that serves
the dual purpose of providing comfortable
transit amenities, convenience retail and
services for the surrounding neighborhood.
B27.2 In consultation with Big Blue Bus,
provide improvements to transit facilities
including benches, landscaping and shelters.
GOAL B28: Create an opportunity site at
the intersection of Lincoln Boulevard and
Broadway.
POLICIES:
B28.1 Encourage the redevelopment
of the site at the southwest corner of Lincoln
Boulevard and Broadway to include a new
grocery store and other uses to serve nearby
residents and visitors and eliminate the surfacelevel parking lot.
CHAPTER 2.5
SANTA MONICA LUCE | 2.5 - 1
activity centers
The activity center overlay areas provide a
strategic opportunity for property owners and/
or the City to engage in true Placemaking
at appropriate locations along the City’s
boulevards. The activity center overlays foster
dynamic spaces by enabling the creation of
mixed-use development at transportation
crossroads on parcels of sufficient size to
support creative design, and to provide
active and passive open space, affordable
and market-rate housing, and shared parking
facilities. The shared parking facilities service
the new uses and provide parking for adjacent
neighborhoods that lack sufficient parking.
The activity centers provide focal points for
community services and improved vitality at
strategic places within the City.
goals and policies: citywide activity center overlay
2.5 - 2 | SANTA MONICA LUCE
Pacific Ocean
10-minute walking
dista
n
c
e
10 m- uni a wet
gni kl
i d t s ance
10 m- ni u
t
e
walking
distance
Neighborhood
Center
Dining and
Shopping
Opportunities
Mixed-Use
Housing and
Retail
Enhanced
Transit
Services
Shared Parking
Facility
Activity Center Overlay Concept
An activity center overlay is proposed by the LUCE. Served by transit, this area will contain a variety of services and amenities including affordable and workforce housing, retail and dining options and some commercial offerings.
CITYWIDE GOALS AND
POLICIES FOR ACTIVITY
CENTER OVERLAYS
GOAL AC1: Create activity center overlays
in selected areas well served by transit that
can support a coordinated Transportation
Demand Management (TDM) strategy and
include local-serving uses such as a grocery
store, a drugstore, neighborhood retail uses,
small floor plate offices, a mix of housing
types and a shared parking district.
POLICIES:
AC1.1 An activity center overlay should
create a true mixed-use development including
uses such as a drugstore; local serving retail
and convenience services; with a moderatelypriced, full-service grocery store/supermarket as a required anchor; and small floor plate,
local-serving offices and a wide range of new
housing.
AC1.2 An activity center overlay shall be
located adjacent to major public transportation
services.
AC1.3 The location of an activity center
overlay shall be on parcels of land sufficient in
size to accommodate the requirements of the
activity center overlay.
AC1.4 The potential to plan, construct and
operate a shared parking district to support
the businesses, residences and neighborhood
deficiencies shall be an integral component of
the activity center overlay.
AC1.5 Activity center overlays shall create
logical transitions to and interfaces with
existing residential neighborhoods.
AC1.6 Activity center overlays shall include
community benefits such as plazas and/or
gathering places along with widened sidewalks,
transit facilities, public art and decorative
landscaping.
AC1.7 An area plan shall be created for each
activity center overlay for the land contained
within the area as well as a Development
Agreement for each defined project.
AC1.8 A shared parking program and
implementation strategy along with a TDM
program shall be completed as an integral part
of the area plan.
denotes sustainable policy
chapter 2.5
SANTA MONICA LUCE | 2.5 - 3
Pacific Ocean
Lincoln Blvd
Expo Station
Expo Alignment
Activity Center
Overlay
SANTA MONICA’S ACTIVITY
CENTER OVERLAY
The activity center overlay area requires
the preparation of an area plan by the City
pursuant to a public process that includes
the participation of the property owner(s) for
the land contained within the overlay and a
Development Agreement for each defined
project. A shared parking program and
implementation strategy along with a TDM
program is an integral part of the area plan. In
general, the activity center overlay can provide
up to one additional residential story (10 feet
in height) with designated step backs from the
boulevard and conformance with regulations
requiring logical transitions to, and interfaces
with, existing residential neighborhoods. The
maximum allowable FAR is indicated in the
description of the individual activity center
overlay. The Activity center overlay may be
required to dedicate additional sidewalk width
along the boulevard to accommodate the
expected increase in pedestrian activity.
chapter 2.5
SANTA MONICA LUCE | 2.5 - 3
activity centers
2.5 - 4 | SANTA MONICA LUCE
MEMORIAL PARK
Mixed-use neighborhood
Expanded open space
Memorial Park Light Rail Station
Increased neighborhood
connections
ACTIVITY CENTER
OVERLAY SUMMARY
The Activity center overlay is
strategically located as a focal point
of mixed-use retail and housing
designed around open spaces to
create community gathering places
within walking distance of most
neighborhoods. The following visions,
policies and suggested actions
represent the community’s aspirations
for renewed energy and activity on the
City’s major streets while contributing to
a reduction in citywide traffic.
SANTA MONICA LUCE | 2.5 - 5
memorial park | chapter 2.5
Pacific Ocean
Lincoln Blvd
Expo Station
Expo Alignment
Activity Center
Overlay
The Memorial Park Activity Center Low Overlay provides Santa Monica with new opportunities to create a focal point outside of the Downtown and Beach and Oceanfront Districts for the community to enjoy.
MEMORIAL PARK ACTIVITY
CENTER LOW OVERLAY
The lower-scale Memorial Park Activity Center
Low Overlay is bounded by 17th Street on
the east, Euclid Court on the west, properties
fronting on Colorado Avenue to the north,
and the I-10 Freeway to the south. The area
includes Memorial Park and the Expo Light
Rail Station at 17th Street. The Memorial Park
Activity Center Low Overlay capitalizes on the
attributes of these two key resources to create
an active mixed-use neighborhood. The activity
center low overlay provides the opportunity
for a joint-development program incorporating
City, Metro, Santa Monica-Malibu Unified
School District (SMMUSD) and perhaps private
land to construct new school district offices
and educational facilities, other offices, and
a range of residential units, and local-serving
retail and services. Most significantly, there is
an opportunity to extend the park open space
across the freeway between 14th and 17th
Streets by decking over the freeway.
Through the creation of the area plan, a
parking district is established to create a shared
parking facility to serve these new uses as well
as the park and surrounding smaller parcels too
small to efficiently meet parking requirements.
Further, the City’s new infrastructure
requirements, such as the underground water
reservoir, are planned and implemented
concurrently with the area plan and the
expansion and revitalization of Memorial Park.
With the City’s ownership of the Fisher Lumber
property and Metro’s acquisition of the
property at the corner of Colorado Avenue
and 17th Street, Colorado Avenue has the
potential to open onto Memorial Park, allowing
the park to be viewed and the open space to
be enjoyed from the surrounding streets. The
activity center overlay will be complemented
by its physical proximity to the park’s
recreational activities, new transit facilities
and the visual amenity of the park’s expansive
open space. The insertion of new local retail,
a variety of residential units and the potential
joint development to accommodate new
school district offices and shared parking will
combine to form a new urban neighborhood
around an expanded and enhanced Memorial
Park.
goals and policies
2.5 - 6 | SANTA MONICA LUCE
The redevelopment of the area adjacent to Memorial Park on Colorado Avenue and 14th Street will create opportunities for underground parking, an enhanced sidewalk experience, ground floor retail, and affordable and workforce housing. Decking over I-10 from 17th Street to 14th Street will reconnect the Pico neighborhood to the larger city fabric, while creating an additional recreational amenity for all of Santa Monica.
The Freeway Park in Seattle provides a space where residents, shoppers, office workers, hotel visitors and an array of people from all backgrounds who make up the downtown population come together to enjoy the social elements of a city park.
MEMORIAL PARK ACTIVITY
CENTER LOW OVERLAY GOALS
AND POLICIES
GOAL AC5: Create a lower-scale activity
center overlay at Memorial Park.
POLICIES:
AC5.1 The Memorial Park Activity Center
Low Overlay shall involve collaborative
planning and implementation over time with
the Memorial Park Light Rail Station and the
revitalization and expansion of Memorial
Park, including the potential to deck over the
freeway.
AC5.2 Involved parties should consider
a joint venture to bring together the land
resources of the private sector, the City, the
SMMUSD and Metro to provide offices and
educational facilities for the school district,
additional open space, other local-serving
offices and retail, and affordable and workforce
housing to serve nearby employment centers
including the school district and the healthcare
community.
AC5.3 The Memorial Park Activity Center
Low Overlay shall include local-serving retail
and services at the street with enhanced
pedestrian walkways and open space to
improve the street life and to create a more
active pedestrian environment and enhance
use of the light rail.
activity center overlays: memorial park
2.5 - 6 | SANTA MONICA LUCE
memorial park | chapter 2.5
SANTA MONICA LUCE | 2.5 - 7
AC5.4 The Memorial Park Activity Center
Low Overlay shall include a shared parking
district that provides efficiently sized and
managed shared parking facilities either
underground or in a surface parking lot that is
screened from public view.
AC5.5 Enhanced transit services on
17th Street and Colorado Avenue to
support the light rail station with new transit
facilities integrated into the streetscape and
implementation of TDM programs to minimize
new vehicle trips shall be included in the
development of the Memorial Park Activity
Center Low Overlay.
AC56.5 With the approval of an area plan
and with the approval of a Development
Agreement and appropriate community
benefit requirements, the height may be
increased up to one residential floor or
10 feet with compliance to step back and
setback conditions for the underlying land use
district and the FAR increased by 0.75 FAR.
Additional front setbacks or additional sidewalk
width along the boulevard may be required
to accommodate the expected increase in
pedestrian activity.
Artist’s rendering of an expanded Memorial Park that is encircled by mixed-use housing and a variety of services and amenities. denotes sustainable policy
activity centers
2.5 - 8 | SANTA MONICA LUCE
This Page Left Intentionally Blank
santa monica’s districts
CHAPTER 2.6
SANTA MONICA LUCE | 2.6- 1
In addition to its residential neighborhoods
and interconnected network of boulevards,
the LUCE focuses on Santa Monica’s distinct
commercial, civic, institutional and recreational/
open space districts. The LUCE vision
establishes special districts based upon
defined areas that have a common set of
uses or purpose. The districts are identified
and described in this chapter, in the
following order:
• Downtown District
• Civic Center District
• Beach and Oceanfront District
• Bergamot Transit Village District
• Mixed-Use Creative District
• Industrial Conservation District
• Healthcare District
• Montana Avenue District
• Main Street District
• Santa Monica Airport and
Business Park District
districts
2.6 - 2 | SANTA MONICA LUCE
districts
DISTRICTS IN SUMMARY
Downtown
District
The
Downtown
District
includes the
broadest mix
of uses and
activities in
Santa Monica and is located adjacent to the
Beach and Oceanfront District. The Downtown
has evolved over time with the addition of
new commercial and residential development.
Today’s challenge is to maintain its vibrancy
while acknowledging the community’s desire
to retain the flavor of Santa Monica’s smalltown roots. The extension of the Expo Light Rail line from Los Angeles to Santa Monica
will infuse new energy into the Downtown
and reduce automobile dependence. The
revitalization of Santa Monica Place, and new
up-to-date theaters and parking will maintain
the Downtown’s position as an entertainment
center. Perhaps most importantly, recently
completed and planned residential
development assures that the Downtown is a
complete neighborhood, serving both local
residents and the region.
Downtown
Civic Center
Beach & Oceanfront
Main & Montana
Industrial Conservation
Healthcare
Mixed-Use Creative
Bergamot Transit Village
Airport & Business Park
Expo Station
Expo Alignment
Pacific Ocean
Lincoln Blvd
SANTA MONICA’S DISTRICTS
chapter 2.6
SANTA MONICA LUCE | 2.6 - 3
districts | chapter 2.6
Bergamot Transit Village
The Bergamot Transit Village District
capitalizes on a new light rail transit
station at the eastern end of the City
by creating a mixed-use village that
will attract creative arts uses, along
with a variety of housing types and
local-serving retail to establish a
vital new complete neighborhood.
Planning for the district includes the creation of a new roadway grid in this formerly large-parcel industrial area. A parking district with shared parking and transportation management provisions is proposed to significantly reduce vehicle trips. The Bergamot Station Arts Center will be enhanced and will benefit
from the new transit access.
Beach and Oceanfront District
The Beach and Oceanfront District
reflects the City’s unique location
on the Pacific Ocean. This district
with the ocean and wide sandy
beaches is complemented by
Palisades Park and Ocean Avenue
with dramatic views of the ocean
and Santa Monica’s distinct Pier.
This district includes not only the recreational amenity of the ocean, the beaches and Palisades Park, but it is also the center of Santa Monica’s important tourist and visitor industry.
Civic Center District
The Civic Center District is
integral to the Downtown, uniting
commerce and civic activities.
Recently approved and soon-tobe-built residential development, along with new parklands and
open space will provide 17 hours
per day/7 days per week activity to
the Civic Center. Shared planning efforts between the SMMUSD and the City will strive to provide linkages between Santa Monica High School and the Civic Center campus.
Mixed-Use Creative District
The Mixed-Use Creative District
located to the east of the Bergamot
Transit Village provides the
opportunity for the creative arts
uses in a mixed-use neighborhood.
Through a cooperative community
planning process, a new grid of
green streets would be established
to integrate the district with the existing street pattern and residential building scale to the north and east. New housing and local-serving retail will create a complete neighborhood.
districts
2.6 - 4 | SANTA MONICA LUCE
Industrial Conservation District
The Industrial Conservation District
incorporates land between Lincoln
Boulevard and Cloverfield Boulevard
that has traditionally been zoned
M-1, Industrial Conservation, and
has been occupied by light industrial
and small commercial uses. This
district seeks to preserve small
industrial uses and low-cost space for start-ups, “incubator” industries and community services. Although this conservation district intends to assure the stability of small industrial businesses within the City housing is allowed in the district in efforts to further equitable housing opportunities in the area, subject to air quality assessment and related design measures.
Montana Avenue and
Main Street Districts
The Montana Avenue District
and the Main Street District are
two neighborhood-oriented and
regional retail streets. Each area
has its own character and flavor
that is uniquely Santa Monica.
Montana Avenue contains upscale
stores and restaurants in an attractive pedestrian environment. Main Street serves as the neighborhood shopping area for the Ocean Park neighborhood and also supports visitors of Santa Monica’s beaches.
The street environment is pedestrian-oriented and there is a diverse mix of uses that includes restaurants, retail and residential.
Healthcare District
The Healthcare District provides
Santa Monica with a unique
economic and community service
opportunity. Santa Monica is
fortunate to have two major
healthcare institutions, Saint John’s
Health Center and Santa MonicaUCLA Medical Center, as an integral part of the community. Each of the institutions is in the process of redeveloping while also planning for new ways to provide up-to-date healthcare services and employee housing opportunities.
Santa Monica Airport and
Business Park District
The Santa Monica Airport and
Business Park District occupies
contiguous parcels in the southeast
corner of the City. The existing
business park is a traditional selfcontained, office park with little interface with the City streetscape.
The future of Santa Monica Airport is under discussion, and the LUCE recommends a specific plan process for the district to identify the best use, configuration and relationship with the residential neighborhoods that surround this area.
chapter 2.6
SANTA MONICA LUCE | 2.6 - 5
downtown | chapter 2.6
“I see this area in particular as a
sophisticated beach community...
a place for good food and gettogethers, a place symbolic of California coastal life.”
-Resident’s comment from a Discover Santa Monica Guidebook Pacific Ocean
Lincoln Blvd
Expo Station
Expo Alignment
Downtown Santa Monica is both an urban
neighborhood and a place of great community activity.
DOWNTOWN
Location
Downtown is bound by Wilshire Boulevard on
the north; Lincoln Boulevard on the east; the
Santa Monica Freeway and the Civic Center
District on the south; and Ocean Avenue and
Palisades Park on the west.
Vision
Downtown is a thriving, mixed-use urban
environment for people to live, work, be
entertained and be culturally enriched. The
area has the greatest concentration of activity
in the City, anchored by the core commercial
district, including the Third Street Promenade
and a revitalized Santa Monica Place openair mall. Downtown continues to expand as a residential area, with a diversity of residential
types, forms, and sizes, including ownership
and rental units, in mixed-use projects with
incentives for affordable and workforce
housing units.
The Downtown Light Rail Station establishes
a sense of arrival as the final destination on
the regional light rail line from Downtown
Los Angeles. The Expo Light Rail station at
Colorado Avenue and 4th Street serves as
a gateway to Downtown, the Civic Center
and coastal destinations. It transforms the
southern edge of the Downtown District. The
station is the focal point for transit interface,
and increases pedestrian activity as a result
of the large number of transit riders arriving
and departing from the station. The transit,
pedestrian, bicycle and other connections
to the light rail system are well integrated
within the City’s fabric. The station area is
activated with mixed-use retail and residential
development adjacent to the station site.
Current Conditions,Trends and Issues
Santa Monica’s Downtown, located near the
edge of the Palisades Bluffs with dramatic
views of the ocean, is the City’s center of
transportation, commerce, and entertainment.
The mixed-use pedestrian-oriented district is
characterized by a vibrant urban atmosphere
with retail, dining, entertainment, office,
residential and tourist activities. Third Street
Promenade is a central pedestrian open space
that provides vitality to the Downtown, with
active storefronts, restaurants and services
radiating outward. Santa Monica Place is located
at the southern end of the Promenade and is
being redeveloped as an open-air shopping
mall that will connect the Promenade to the
Civic Center District.
districts: downtown
2.6 - 6 | SANTA MONICA LUCE
Live where you work! In recent years, the Downtown has
absorbed more residential units, which have enlivened the streets.
Retail and entertainment uses in the Downtown area bring local and regional visitors into the city’s core.
Downtown is used heavily by both local
residents and visitors. The variety of uses
contributes to the high activity level throughout
the day and into the evening hours. Downtown
development is most intense between Ocean
Avenue and 6th Street and becomes less
dense as one travels eastward, with residential
uses primarily concentrated along 5th, 6th
and 7th Streets. The majority of ground floor
street frontages contain pedestrian-oriented
uses. The buildings feature pedestrian-friendly
elements such as extensive glazing, frequent
entries, and sidewalk dining. Downtown’s form
is a dense urban environment where the streets
serve as both pedestrian activity spaces and
integral elements of the open space pattern.
The buildings are generally the tallest in the
city with the highest development intensity.
Downtown also contains the potential Central
Business Historic District, where there are a
number of buildings that have either been
designated as City Landmarks or identified as
potentially eligible for landmark designation.
The I-10 Freeway provides access to the
Downtown and Civic Center Districts, but it
also creates a divide between them. Access
ramps are at Lincoln Boulevard, 5th Street and
4th Street. Ocean Avenue provides access to
Pacific Coast Highway via ramps.
Visitors who drive to the area are able
to park in one of the City’s shared public
parking facilities, and then walk to multiple
destinations, thereby contributing to the
Downtown’s pedestrian character.
Downtown is the focal point of Big Blue Bus
(BBB) transit service, with almost every line
routing through Downtown and a high amount
of service on 4th Street. The Transit Mall is a
dedicated 10-block transit loop on Broadway
and Santa Monica Boulevard between Ocean
Avenue and 5th Street. Metro Local and Rapid
Bus lines, together with BBB lines, currently
serve over 15,000 transit users per day in
the Downtown. Expo Light Rail will bring a
substantial number of additional transit riders
to the Downtown, Civic Center, and Beach and
Oceanfront Districts.
Surveys indicate that over 15 percent of Santa
Monica residents walk to Downtown. There is
also a growing demand for bicycle parking in
the Downtown which will continue to increase
with the arrival of the light rail.
Strategic Approach
The Downtown District continues to enjoy
a lively pedestrian-oriented mix of uses and
activities, and a spectacular location adjacent
to the Beach and Oceanfront District. Today’s
challenge is to maintain Downtown’s vibrancy
while acknowledging the community’s desire
to retain the flavor of Santa Monica’s beach
town character. The revitalization of Santa
downtown | chapter 2.6
SANTA MONICA LUCE | 2.6 - 7
The Expo Light Rail line will terminate in Santa Monica’s Downtown a short distance from the Pacific Ocean and at the intersection between the Downtown and the Civic Center.
Downtown should continue to be the City’s “living room” and the center of commerce and entertainment.
Monica Place and the addition of new up-todate movie theaters in Downtown maintains the area’s position as a premium shopping and
entertainment center. Continued residential
mixed-use development, with complementary
uses assures that the Downtown develops as
a complete neighborhood, serving both local
residents and the region. Visitor-serving uses and
amenities continue to be a focus.
The boundaries of the Downtown District are
extended to include Wilshire Boulevard to the
north, Lincoln Court on the east, and the southern
edge of the I-10 Freeway to the south. Wilshire
and Lincoln Boulevards provide an opportunity to
establish mixed-use neighborhoods on the edge
of the district and transition from the intensity
of the Downtown to the adjacent residential
neighborhoods to the north and the east.
Strategies for the southern edge of the Downtown
District are integrally linked to the new Expo Light
Rail station and the neighboring Civic Center—
the City’s cultural and institutional core—and the
Oceanfront area—the City’s most well-known and
actively used recreational destination.
The extension of the Expo Light Rail line from
Downtown Los Angeles to Santa Monica will
infuse new energy into the Downtown and
reduce automobile dependence. The Downtown
Light Rail Station will necessitate improved multimodal connectivity with the Civic Center and the Pier. There will be times and days, certainly during
special events, when up to 400 passengers per
train will arrive or depart via the light rail system,
creating surges of pedestrians fanning out from
the light rail station.
districts: downtown
2.6 - 8 | SANTA MONICA LUCE
The variety of uses and activities in the City’s Downtown should be connected to plentiful transit options.
Adaptive reuse of historic buildings acknowledges that change can occur while preserving Downtown’s history.
Additional bus and shuttle service is required,
primarily on 4th Street, to accommodate the
light rail passengers transferring to north-south
destinations. Currently traffic on 4th Street
operates as low as 6 MPH during peak periods,
which is essentially a walking pace. Fourth
Street is also a primary connector to/from the
I-10 Freeway, both the eastbound on-ramp and
westbound off-ramp. Key to accommodating the
additional vehicle and foot traffic is the diversion
of vehiclular traffic from the intersection of 4th
Street and Colorado Avenue. Initiatives in the
LUCE focus on the extension of the 4th Street
off-ramp from I-10 West to Main Street to provide
an alternate vehicle route into the Downtown,
combined with other strategies to divert traffic
away from the 4th Street and Colorado
Avenue intersection.
New enhanced pedestrian and transit interfaces
are planned to enhance the passenger arrival and
departure experience and to facilitate the flow of
transit vehicles and pedestrians. The pedestrian
flow is enhanced with the implementation of a
new pedestrian plaza at the Downtown Light Rail
Station that provides a welcoming experience for
those arriving in downtown Santa Monica and
transitions pedestrians from the station platform
down to the natural grade at the intersection
of 4th Street and Colorado Avenue. The new
Colorado Esplanade, a pedestrian-enhanced
street, lined with active uses, street furnishings
and street trees includes new pedestrian priority
intersections at 4th Street and Colorado Avenue
and at Colorado and Ocean Avenues where
the Esplanade meets the Santa Monica Pier,
Palisades Park and the Beach.
The Downtown Light Rail Station presents the
opportunity for development on land adjacent
to the station, including City-owned land not
required for the transit operations and possible
adjacent private property. With the stimulus
of the new transit facility and exploration into
the feasibility of decking the freeway from 4th
Street to Ocean Avenue, opportunities are
presented for new development on the Sears
department store site and other sites along the
Esplanade, including the hotel on the south
side of Colorado Avenue at the intersection
with 2nd Street. The decking over the freeway
also presents opportunities for creating
expansion of open space over the freeway to
Colorado Avenue completing the physical and
aesthetic integration of the Downtown and the
Civic Center.
A parking management approach for the
Downtown, the Expo Light Rail station and the
Civic Center areas, and potentially the Beach
and Oceanside Districts utilizes a shared pool
of parking resources, creating a true shared
parking district, which balances variable
parking demand and economic return. This
will require an optimal mix of investment in
new parking, coordinated management of
existing parking, access improvements and
transit augmentation. A trolley, or other transit
augmentation, connecting the Downtown
Light Rail Station to the Pier and key points in
downtown | chapter 2.6
SANTA MONICA LUCE | 2.6 - 9
Colorado Avenue Pedestrian Esplanade: A reenergized Colorado Avenue (between 4th Street and Ocean Avenue) will provide visitors with an active link to the Civic Center, the Beach and Pier, and Downtown Santa Monica. the Civic Center and the Downtown supports
shared parking opportunities, and provides
enhanced visitor and tourist services.
The LUCE has addressed the Downtown
area from a broad policy perspective. The
Downtown has been evolving with the direction
set by the Bayside District Specific Plan (1996)
and the Downtown Urban Design Plan (1997).
While much of the tenor of these plans is still
relevant and should be continued, there are a
number of new planning issues that need to
be addressed in a new specific plan. The issues
include: the appropriate range of building
heights in the district, the lack of open space,
the need for affordable and workforce housing,
the quality of pedestrian access from areas
south of the Downtown core, the constrained
linkages from Downtown to the Beach and the
incorporation of the Expo Light Rail line station
at 4th Street and Colorado Avenue into the
fabric of the Downtown.
Land Use Parameters
(See chapter 2.1 Land Use Policy and Designations for
further information.)
goals and policies
2.6 - 10 | SANTA MONICA LUCE
goals and policies: downtown
Maintaining and enhancing the walkability of Downtown is integral to the long-term sustainability of Santa Monica.
DOWNTOWN DISTRICT
GOALS AND POLICIES
GOAL D1: Maintain Downtown’s
competitive advantage as a premier
local and regional shopping, dining, and
entertainment destination, and support its
evolution in order to respond to changing
market conditions.
POLICIES:
D1.1 Create a diversity of retail
opportunities including local- and regionalserving retail and dining in the Downtown.
D1.2 Encourage the construction of new or
rehabilitated movie theaters in the Downtown
to assure that these entertainment venues are
competitive in the marketplace.
D1.3 Maintain and support the Third Street
Promenade as an important asset that serves
the diverse needs of the community, from a
regional destination to an important center of
activity.
D1.4 Encourage new or expanded hotel and
other visitor-serving uses in the Downtown.
D1.5 Focus new investment in the
areas of the Downtown District that are
accessible to transit, accommodate mixed-use
development, contribute to the pedestrianoriented environment, and support substantial community benefits in areas such as:
Near the proposed Expo Light Rail station
At the south side of 7th Street and Wilshire
Boulevard including the preservation of the
Landmark Wilshire Professional Building
At the southwest corner of Lincoln Boulevard
and Broadway
Along Lincoln and Wilshire Boulevards
to establish a seamless transition between
the Downtown and the adjacent residential
neighborhoods to the north and east
On and around the site of the existing
Holiday Inn hotel near 2nd Street and
Colorado Avenue, including the possiblity of
decking over the freeway to create expanded
opportunities for shared parking, open space,
and potentially new development with linkages
to the Civic Center District
The 4.5-acre site at the northeast corner of
Wilshire Boulevard and Ocean Avenue which,
due to its prominent location and unobstructed
ocean views could be a site of exceptional
planning and design
The area near 2nd Street and Santa Monica
Boulevard
D1.6 Establish Wilshire and Lincoln
Boulevards and the Downtown hotel
properties immediately north of Wilshire as
new perimeters of the Downtown to the north
and east, and provide transitions between the
higher intensities of the Downtown and lower
intensity residential areas to the east and north.
denotes sustainable policy
chapter 2.5
SANTA MONICA LUCE | 2.5 - 11
downtown | chapter 2.6
| 2.6 - 11
The Downtown Specific Plan will seek to better support essential services and amenities in the Downtown area. The artist rendering above shows an upgraded parking garage at Santa Monica Place that includes a bike facility and retail.
GOAL D2: Maximize placemaking
opportunities associated with the Expo
Light Rail station to create a vibrant
Downtown gateway.
POLICIES:
D2.1 Develop a pedestrian gateway
plaza at 4th Street and Colorado Avenue where
riders are greeted, oriented and directed to
their destinations.
D2.2 Encourage Expo Light Rail station
access, including a second entrance at the
southern end of the platform, that is well
integrated with paths of travel and other
functions and amenities in the station area.
D2.3 Encourage amenities in the station
plaza area to enhance both the transit
experience and the Downtown environment.
D2.4 Capitalize on the Expo Light Rail line’s
location and arrival at the Pacific Ocean—
maximizing the dramatic viewing experience of
the Santa Monica Bay as a defining feature of
Santa Monica.
GOAL D3: Ensure high-quality
implementation of transit-oriented
development adjacent to the station.
POLICIES:
D3.1 Provide design consistency with
streetscape and plaza improvements that
address the concept of a gateway.
D3.2 Ensure pedestrian orientation of
ground floor uses in new development.
GOAL D4: Prioritize transit connections
associated with the Expo Light Rail station.
POLICIES:
D4.1 Redistribute vehicular traffic to
avoid the Colorado Avenue and 4th Street
intersection.
D4.2 Develop a functional interface for
transit, shuttles, taxis and other vehicle drop-off
and pick-up associated with the station.
D4.3 Evaluate potential changes to
vehicular traffic patterns to prioritize transit
and pedestrians.
GOAL D5: Create convenient and
comfortable pedestrian linkages to the
Expo Light Rail station.
POLICIES:
D5.1 Create an inviting and sufficiently
wide landscaped pedestrian concourse on
Colorado Avenue from the Downtown Light
Rail Station to the Pier.
goals and policies
2.6 - 12 | SANTA MONICA LUCE
goals and policies: downtown
2.6 - 12 |
The Expo Light Rail terminus in Downtown Santa Monica: The Expo Light Rail will terminate in the heart of the City’s Downtown, just several hundred yards from the shore of the Pacific Ocean.
D5.2 Identify clear walking routes and
provide a quality pedestrian experience such
as a diagonal pathway from the station to the
Promenade through Santa Monica Place anchor
department stores.
GOAL D6: Create convenient and
comfortable bicycle linkages to the
Expo Light Rail station.
POLICIES:
D6.1 Create secure, convenient and fullservice bike parking to serve the station.
D6.2 Identify desirable connections
for bicycles to/from the station, linkages to
existing bike lanes/paths, including the beach
bike path and address the need for additional
bike lanes/paths.
GOAL D7: Create a balanced mix of uses in
the Downtown that reinforces its role as the
greatest concentration of activity in the City.
POLICIES:
D7.1 Encourage a broad mix of uses that
creates dynamic activity in both the daytime
and evening hours including retail, hotels,
office, high-density residential, entertainment
and cultural uses in the Downtown.
D7.2 Encourage local-serving uses that are
an integral part of complete neighborhoods
and support an overall trip reduction strategy.
D7.3 Encourage local-serving office uses in the
Downtown, especially in close proximity to the
new Expo Light Rail station. Discourages office
uses at the ground floor.
D7.4 Prohibit new auto-related uses, such as
gas stations, auto repair and similar uses, in
the Downtown.
chapter 2.5
SANTA MONICA LUCE | 2.5 - 13
downtown | chapter 2.6
| 2.6 - 13
Colorado Esplanade: An active pedestrian plaza at the intersection of 4th Street and Colorado Avenue will accommodate the influx of riders, and will also provide the surrounding areas with options for dining, retail and possibly housing.
D7.5 Explore options for the adaptive
reuse or retention of historic resources. Require
new buildings constructed in proximity to
existing historic resources to respect the
context and character-defining features of
the historic resource.
D7.6 Utilize the Secretary of the Interior’s
Standards to preserve identified characterdefining features of historic resources.
D7.7 Encourage residential units with a
diversity of types, forms, sizes, tenure, and
affordability for all income levels.
GOAL D8: Ensure that new and remodeled
buildings in the Downtown District
contribute to the pedestrian character of
Downtown and are compatible in scale
with existing buildings and the surrounding
residential neighborhoods.
POLICIES:
D8.1 Locate the primary façades of
buildings fronting the street at the property
line or back side of the sidewalk. However,
to create a lively streetscape with places for
people to socialize, small landscaped gathering
spaces and plazas should be encouraged.
D8.2 Scale buildings to the pedestrian to
create an intimate sidewalk walking/shopping
experience. Incorporate enhanced materials
and detailing in ground floor façades where
they will be perceived by passing pedestrians.
D8.3 Design buildings with a variety of
heights, architectural elements and shapes to
create visual interest along the street. Walls
should have meaningful combinations of
materials, and articulation that creates shadow
patterns to engage the eye.
D8.4 Avoid buildings with uniformly flat roofs
or cornices in order to create an interesting
skyline.
goals and policies
2.6 - 14 | SANTA MONICA LUCE
goals and policies: downtown
Streetscape design: Improving the quality and character of the streetscape experience in the Downtown is desired.
Improvements to the Santa Monica Place mall, above, address pedestrian orientation and access issues to better integrate the mall with the Third Street Promenade.
D8.5 Create a prescribed building envelope
for new commercial or mixed-use buildings
adjacent to residential districts with step backs
to maintain the residential development’s
access to light and air.
D8.6 Ground floor uses with active retail
shall be generally continuous, transparent (nontinted) display windows facing the sidewalk.
D8.7 Encourage mixed-use developments
to have active ground floor uses that face
the boulevard with residential or office uses
located on the upper floors. Ground floor
residential uses may be allowed if designed
in a pedestrian-oriented manner with features
such as street-facing main entrances, stoops,
patios, and fenestration.
D8.8 Discourage offices and other limited
pedestrian access uses on the ground floor
facing the street. Limit the length of entrances
to upper-level uses, such as lobbies.
D8.9 Encourage sidewalk dining where it
meets established criteria.
D8.10 Require new incentivized
development to participate in shared parking
and TDM strategies.
D8.11 Strip commercial development shall not
be permitted. Encourage owners of existing
strip commercial developments to redevelop
their properties.
GOAL D9: Enhance the quality and
character of the streetscape and urban
pattern in the Downtown.
POLICIES:
D9.1 Design and manage streets to be an
integral part of the urban open space in the
Downtown by:
Enhancing the streets by establishing
the street as a place of public meeting
and exchange
Encouraging strategies such as maintaining
on-street parking, widening sidewalks in key
locations, enhancing intersections to reduce
pedestrian crossing distances and increasing
safety, maintaining the two-way street pattern,
improving way-finding signage, providing
for activities such as farmer’s markets, and
accommodating sidewalk dining where
appropriate
Encouraging kiosks and cart vendors by
permit on the Third Street Promenade where
appropriate
D9.2 Discourage refuse containers and
delivery service on the primary street frontage
chapter 2.5
SANTA MONICA LUCE | 2.5 - 15
chapter 2.6
| 2.6 - 15
downtown | chapter 2.6
Colorado Pedestrian
Esplanade
WHAT OPPORTUNITIES WOULD DECKING THE FREEWAY PROVIDE?
Capping the I-10 Freeway provides opportunities for new open space, joint uses and consolidated City facilities. Significant sustainability benefits in the form of reduced environmental pollution and increased carbon sequestration are also likely.
Park and walk: The LUCE includes policies promoting
comprehensive parking strategies for the Civic Center, the Downtown, and the Beach and Oceanfront Districts.
and encourage service from the alleys or in
specially designated service areas.
D9.3 Discourage open on-grade parking and
on-grade parking visible from the street.
D9.4 Locate active retail space on a
pedestrian street facing the sidewalk at the
ground floor.
D9.5 Encourage public art throughout the
Downtown.
D9.6 Improve the aesthetic appearance of
the alleys, and where appropriate incorporate
the alleys into the pedestrian system.
GOAL D10: Integrate and interconnect
the Downtown, the Civic Center, and the
Oceanfront with open space linkages
and opportunities for shared parking and
circulation improvements.
POLICIES:
D10.1 Enhance and/or increase
connections from the Downtown to the Pier,
Beach and Oceanfront areas.
D10.2 With new development along the east
side of Ocean Avenue, provide landscaping
and open space to create a visual connection
to Palisades Park.
D10.3 Explore capping I-10 from the
existing Main Street Bridge west to Ocean
goals and policies: downtown
2.6 - 16 | SANTA MONICA LUCE
Avenue in conjunction with joint development
of adjacent land to strengthen the connections
between the Civic Center, Palisades Park, the
Pier and the Beach.
D10.4 Explore capping I-10 from the west
side of the 4th Street Bridge to the Main Street
Bridge to enhance joint development with the
Sears department store site and to expand
opportunities for pedestrian linkages and open
space.
D10.5 Consider shuttles, trams or other
transit augmentations to encourage the use of
shared parking facilities between Downtown
and the Civic Center.
GOAL D11: Address parking needs
comprehensively, identifying shared
parking opportunities.
POLICIES:
D11.1 Determine the need for additional
parking resources based on shared uses.
D11.2 Consider locations of additional
parking resources such that vehicular access is
designed to mitigate impact on 4th Street.
D11.3 Identify parking locations that are
within walking distance of transit and can
serve multiple venues and uses such as the
institutional, recreational, open space and
cultural uses in and around the Civic Center.
D11.4 Pursue opportunities for shared use
agreements with private parking facilities.
GOAL D12: Ensure circulation for the
Downtown, Civic Center, and Beach and
Oceanfront Districts is interconnected.
POLICIES:
D12.1 Establish the Downtown Light Rail
Station as a focus of a network of circulation
that connects the Downtown, Civic Center,
Main Street, and Beach and Oceanfront
Districts.
D12.2 Integrate infrastructure
improvements with circulation, transit, parking
and the parks.
D12.3 Refine the street grid in the
Civic Center District by adding additional
connections/routes where feasible. Explore
the Fujinomiya Douri Drive extension of the
4th Street/I-10 off-ramp over the freeway to
connect to Main Street to further reintegrate
the street grid.
GOAL D13: Provide flexible and
functional event strategies to capitalize on
related pedestrian shopping and dining
opportunities as well as maximizing shared
parking.
POLICIES:
D13.1 Encourage coordinated programming
among event venues.
D13.2 Explore opportunities to provide a
trolley or other transit enhancement to connect
the Downtown Light Rail Station, the Pier and
key parking sites in the Downtown and Civic
Center Districts.
D13.3 Improve the pedestrian experience
on routes between the Light Rail and the Civic
Center event venues.
downtown | chapter 2.6
SANTA MONICA LUCE | 2.6 - 17
Artist’s rendition of new open space created by decking over the I-10 Freeway.
GOAL D14: Prepare a Downtown Specific
Plan that replaces the existing Bayside
District Specific Plan and incorporates the
relevant goals and policies of the LUCE,
addresses ongoing issues in the Downtown
and encompasses the expanded boundaries
of the Downtown District, from Ocean
Avenue to Lincoln Boulevard and from
Wilshire Boulevard to I-10.
POLICIES:
D14.1 Implement a new Downtown
Specific Plan to determine the appropriate
range of building heights in the district and
address the need for open space, affordable
and workforce housing, pedestrian access
from areas south of the Downtown core, the
linkages from Downtown to the Beach and
the incorporation of the Downtown Light Rail
Station into the fabric of the Downtown.
D14.2 In the new Downtown Specific Plan,
establish Wilshire and Lincoln Boulevards as
mixed-use areas on the edge of the district with
the intention of transitioning from the intensity
of the Downtown to the adjacent residential
neighborhoods to the north and the east.
districts
2.6 - 18 | SANTA MONICA LUCE
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civic center | chapter 2.6
SANTA MONICA LUCE | 2.6 - 19
Pacific Ocean
Lincoln Blvd
Expo Station
Expo Alignment
Santa Monica’s Civic Center is home to institutional
uses like City Hall, the Public Safety Facility, the County Courthouse, and the Civic Auditiorium.
“This area should be the civic
heart of the City, a place of great
community spirit and energy.”
-Resident’s comment from a Discover Santa Monica Guidebook
CIVIC CENTER DISTRICT
Location
The Civic Center District is bound by the I-10
Freeway and the Downtown District to the
north, 7th Street to the east (including Santa
Monica High School), Pico Boulevard to the
south, and Ocean Avenue to the west.
Vision
The Civic Center District is the cultural and
institutional core of Santa Monica. City Hall and
the Village mixed-use housing development
anchor and activate the Palisades Garden
Walk, a world-class city park designed to
create a gateway to the Civic Center and
connect the area to the Santa Monica Pier
and the Downtown. The Palisades Garden
Walk park combines with the potential for
new open space created by the decking over
I-10 to tie the Civic Center to the Downtown
and to the Downtown Light Rail Station at 4th
Street and Colorado Avenue, the gateway to
the Downtown, Civic Center, and Beach and
Oceanfront Districts. The Village, a mixeduse retail/housing neighborhood with a range of unit types to attract families, entry-level
workers, seniors and artists adds activity and
vitality to the Civic Center with a diverse, fulltime population. An early childhood center, operated by Santa Monica College, supports
residents and employees in the area. The Civic
Auditorium is improved and new facilities
added; new cultural activities are enhanced
through new public/private operating
partnerships. Existing surface parking areas are
converted to multipurpose park and recreation
uses. The pedestrian experience is inviting and
pleasant, and bicycle access is improved by
fostering linkages to activities from adjacent
neighborhoods and the surrounding city.
districts
2.6 - 20 | SANTA MONICA LUCE
districts: civic center
The Village: The Civic Center District will transform into a vibrant neighborhood that blends residential, recreational and cultural uses with new forms of transit and usable open space.
Current Conditions, Trends and Issues
The Civic Center is characterized by
institutional uses, such as City Hall, the Civic
Auditorium,the Public Safety Facility, RAND,
the County Courthouse and associated
parking. Development within the district is
governed by the Civic Center Specific Plan
(CCSP) which was last updated in 2005. The
City is actively pursuing implementation
of the CCSP which calls for creating a true
town center with cultural, civic, residential,
educational and recreational components.
Significant changes shaping the Downtown/
Civic Center area are underway, including a
major remodel of Santa Monica Place mall
that provides an improved link from the Third
Street Promenade through the mall to the
Civic Center, and planning for the Expo Light
Rail station at Colorado and 4th Street. The
1-10 Freeway acts as a barrier between the
Civic Center and Downtown and prevents
easy access between the various uses and
activities in the area. The potential to cap the
I-10 Freeway opens significant new possibilities
to increase the size of the Palisades Garden
Walk park and create world-class open spaces
linking the Civic Center, Santa Monica Pier, the
Downtown District, and the Downtown Light
Rail station. Some proposals of the CCSP are
no longer supported, including the proposed
realignment of Main Street with 2nd Street due
to the location of the heritage Moreton Bay Fig
tree and the existing hotel, and the proposed
roundabout on Main Street in front of RAND.
Strategic Approach
The CCSP is updated to reflect several
proposed changes to circulation in the area,
including improved linkages across the freeway
to connect the Civic Center to the Oceanfront
area, the Downtown and the new Expo Light
Rail station. As the vision for the Civic Center
is refined through an update of the CCSP and
the completion of key projects, the General
Plan policies provide flexibility for the potential
build-out of each remaining component.
CCSP and LUCE initiatives shaping the
evolution of the Civic Center include the
following:
Coordination with the Downtown Expo
Light Rail Station: The Civic Center District’s
strategic location adjacent to the Downtown
and the Downtown Light Rail Station provides a
complementary relationship between commerce
and civic activities. Strategies for the northern
edge of the Civic Center District are integrally
linked to the neighboring Downtown District,
particularly with the arrival of the Expo Light Rail
in the Downtown.
Freeway Capping: A key policy of the LUCE is
to explore options for decking over the freeway.
chapter 2.6
SANTA MONICA LUCE | 2.6 - 21
civic center | chapter 2.6
Decking over the I-10 Freeway could provide enhanced linkages between the Downtown and the Civic Center as shown in this artist rendering.
Open Space/Parkland: The Palisades Garden
Walk is slated to become a world-class park.
It is identified in the CCSP as a six-acre park
connecting the Civic Center to Downtown. The
early stages of park planning are underway.
Decking over the freeway, described above,
provides new opportunities to link the Civic Center
and the Palisades Garden Walk park to the Pier
and Downtown.
Comprehensive Parking Study: A
comprehensive parking study encompassing the
Downtown, the Civic Center, the Downtown Light
Rail Station, the Pier and special event parking
provides criteria for new shared parking facilities to
be located within the Civic Center District.
Housing: The Village is a mixed-use residential
development that provides the desired 17 hours
per day/7 days per week atmosphere within the
Civic Center. The Village includes more than 300
residential units including a rich mix of affordable
and market-rate units. The Village also includes
related neighborhood-serving retail uses at the
ground level on Ocean Avenue and on the new
extension of Olympic Boulevard from Main Street
to Ocean Avenue.
Coordinated Planning with High School: The
Santa Monica High School Master Plan proposes
strengthening the high school’s presence adjacent
to the Civic Center. The plan proposes improved
bicycle and pedestrian connections with the Civic
Center and shared uses to integrate the high
school campus both functionally and visually with
the Civic Center. Interface approaches include:
Potential to improve pedestrian and bicycle
access facilities by reopening Michigan
Avenue as a pedestrian and bicycle pathway
through the campus (during non-school
hours), connecting through the Civic Center
to Main Street
Pedestrian and bicycle bridge over the I-10
Freeway at 7th Street to connect with the
Michigan Avenue alignment and facilitating
bike and pedestrian circulation to the north
Shared use of The Greek Theater
and Barnum Hall by the school and
the community to enrich the cultural
opportunities for the community
Child Care: The Early Childhood Education
Center located near the Civic Auditorium
includes a child care facility and a teaching
facility for Santa Monica College students
focusing on childhood education
Cultural Facilities: The City is pursuing
a public/private partnership for the Civic
Auditorium to increase cultural event
programming opportunities and identify
necessary renovation and/or expansion
Land Use Parameters
(See chapter 2.1 Land Use Policy and Designations for
further information.)
goals and policies: civic center
2.6 - 22 | SANTA MONICA LUCE
Civic Heart: Planned improvements to the interface between the Civic Center, the Downtown and other areas of the City will enliven and energize Santa Monica’s civic spaces.
CIVIC CENTER DISTRICT
GOALS AND POLICIES
GOAL D15: Develop the Civic Center as
the institutional and cultural center of Santa
Monica taking advantage of surrounding
assets such as the Downtown, the new
Downtown Light Rail Station, vistas of the
Oceanfront and Pier, and the socially diverse
Ocean Park neighborhood and Main
Street District.
POLICIES:
D15.1 Create a diverse mix of uses
and activities in the Civic Center, including
government uses, parks and open space,
affordable, workforce and market-rate housing,
retail, office and cultural uses.
D15.2 Remodel and/or expand the historic
Civic Auditorium to increase the opportunities
for a wider range of cultural offerings and to
activate the area day and night. New cultural
facilities may include opportunities for a
museum, artist-in-residence studios, and shared
arts and entertainment programs with Santa
Monica High School.
D15.3 Update the Civic Center Specific
Plan to reflect the emergence of the district
as an integral open space link between the
Downtown, Beach and Oceanfront, and
Main Street Districts, and the Ocean
Park neighborhood:
Pursue opportunities to deck the I-10 and
identify ways that the district can benefit from
its proximity to the Expo Light Rail station.
Locate pedestrian-oriented activities along
the edges of Palisades Garden Walk to activate
the park and provide “eyes on the park” for
increased comfort and safety.
Anchor the southern edge of the district with
a pedestrian-oriented mixed-use environment
along the south side of Pico Boulevard and
active retail along Main Street concurrent with
the expansion of the Civic Auditorium.
Strengthen the connection between the
Civic Center and Santa Monica high school by
improving access and permeability of the high
school’s campus, and opening views on both
sides of 4th Street to provide the High School
with an active presence in the district.
Reconsider the CCSP’s designated
playing field located to the east of the Civic
Auditorium as a location for a shared-use open
area (meadow/plaza) which could be used for
both active and passive recreational activities
by the high school and the community
at large.
denotes sustainable policy
civic center | chapter 2.6
SANTA MONICA LUCE | 2.6 - 23
Linkages: Integrating the Civic Center with the Downtown and beachfront is a major component of the LUCE.
Park once: The LUCE includes policies promoting comprehensive parking strategies that encourage people to park and walk to their destinations within the Downtown, Civic Center and Beach and Oceanfront Districts.
Eliminate the current CCSP-proposed
roundabout in Main Street.
Eliminate the current CCSP-proposed
Main Street to 2nd Street Bridge.
Incorporate the findings of the I-10
capping study.
D15.4 Implement a child care facility in
collaboration with Santa Monica College to serve
the Civic Center District.
GOAL D16: Establish the Civic Center District
as an integral pedestrian, bicycle, and open
space link between the Beach and Oceanfront,
Downtown, and Main Street Districts, and Ocean
Park neighborhood.
POLICIES:
D16.1 Develop and improve the visual and
physical connections between the Civic Center and
Downtown, Beach and Oceanfront and the Main
Street Districts, and the Ocean Park neighborhood.
D16.2 Enhance the quality and character
of the pedestrian environment with streetscape
improvements including wider sidewalks where
possible, benches, landscaping, street trees, and
pedestrian safety amenities such as crosswalks.
D16.3 Develop and enhance the pedestrian
areas on 4th Street between Pico Boulevard and
Colorado Avenue with landscaping, street trees,
pedestrian amenities, and wider sidewalks where
possible.
D16.4 Design and implement the
streetscape improvements surrounding the
Palisades Garden Walk as an integral part of
the park.
D16.5 Improve the connectivity between
the Civic Center, Downtown, Beach and
Oceanfront, and Main Street Districts with
integrated pedestrian and bicycle pathways.
D16.6 Explore options for shared-use and
funding for the proposed pedestrian/bicycle
bridge at 7th Street across the I-10 Freeway.
GOAL D17: The Civic Center should
participate in a comprehensive Civic Center,
Downtown, and Beach and Oceanfront
Districts parking strategy to address the
current and future parking needs of these
districts, Santa Monica Pier, and Santa
Monica High School.
POLICIES:
D17.1 Incorporate new parking facilities
into the planning for the Civic Center and the
high school according to the criteria identified
in the comprehensive parking study.
D17.2 Locate parking in either subterranean
structures or above-grade structures with
active, pedestrian-oriented uses on the ground
floor and screening on the upper floors.
districts
2.6 - 24 | SANTA MONICA LUCE
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beach and oceanfront | chapter 2.6
SANTA MONICA LUCE | 2.6 - 25
“I still love Palisades Park. It Is
Santa Monica.”
-Resident’s comment from a Discover Santa Monica Guidebook Pacific Ocean
Lincoln Blvd
Expo Station
Expo Alignment
The Beach and Oceanfront District will continue to
entertain locals and visitors for generations to come.
BEACH AND OCEANFRONT
DISTRICT
Location
The Beach and Oceanfront District runs the
entire length of the city’s western edge along
the seaward side of Ocean Avenue and Neilson
Way. The district has four defined areas:
Palisades Park running from the northern city
limits to Colorado Avenue, the Santa Monica
Pier, the area north of the Santa Monica Pier,
and the area south of the Pier.
Vision
The Beach and Oceanfront District continues
to be a well-used public recreation amenity in
a world-class setting that serves Santa Monica
and the surrounding region. Consistent with the
City’s adopted Open Space Element, linkages
between the Oceanfront and the City are
strengthened through enhancement of eastwest streets leading from the beach to Ocean Avenue, maintaining public view corridors to
the beach and ocean, and adding pedestrian
and bicycle access paths to the beach. The
Oceanfront is the terminus of a chain of open
spaces that begins with Stewart Street Park
and the Bergamot Transit Village and weaves
its way through Memorial Park, Santa Monica
High School, and the Civic Center District to the
Pier. The City interfaces with the Pacific Ocean
in numerous ways—at the natural seashore,
at the character-defining Santa Monica Pier,
at Palisades Park located on the natural bluffs
overlooking the Ocean and at various locations
in the City where either glimpses of the
sea or broad views of Santa Monica Bay are
daily reminders that Santa Monica is a
beachfront community.
New separated pedestrian and bike paths
linking the Annenberg Community Beach
House to the Pier create new opportunities to
activate this portion of the beach that has been
traditionally underserved.
Current Conditions, Issues and Trends
The open space provided by the beach and
ocean, and the ability to easily walk and
bicycle the length of the beach are important
community assets. At over 245 acres, the beach
is Santa Monica’s largest and most characterdefining natural asset representing over 50 percent of the City’s entire inventory of open
space. From the bluff level in Palisades Park,
expansive views of the beach, the Pier, and
entire beachfront link the City to its spectacular
natural setting.
The district includes housing and a number
of restaurants, hotels and motels established
prior to Proposition S, which established the
Beach Overlay Zone that prohibits new hotels
districts: beach and oceanfront
2.6 - 26 | SANTA MONICA LUCE
Santa Monica’s Beach and Oceanfront District has been an attraction for well over a century. The opening of the Annenberg Community Beach Club expands attractions at the water’s edge. and large restaurants west of Ocean Avenue.
The district is united by a path that stretches
the entire length of Santa Monica State Beach
and is part of a trail system that extends 19
miles south along the coast to the City of
Redondo Beach. Palisades Park is a designated
Landmark that has ties to Santa Monica’s cultural
and social history epitomized by the variety
of commemorative monuments that have
been established in the park throughout its
existence. The park is situated east of the bluffs,
a dramatic visual feature. Although there are two
pedestrian bridges that extend over PCH and
provide access from Palisades Park to the beach,
the bluffs still form a physical barrier to direct
beach access from the Downtown and Palisades
Park.
The Santa Monica Pier is another prominent
Santa Monica symbol. The Pier is a designated
City Landmark and includes the National Historic
Landmark Looff Hippodrome. The Pacific Park
amusement park includes a ferris wheel that has
become one of the most well-known symbols of
the Pier. Building and amusement ride heights
on the Pier have been long established and
are not proposed to change. New construction
or modifications to the Pier are subject to the
adopted Pier Design Guidelines that set forth
recommendations intended to guide change
on the Santa Monica Pier in ways that are
compatible with the Pier’s overall character.
The area north of the Santa Monica Pier
is characterized primarily by single family
residences and beach clubs that trace their
roots to the “Gold Coast” stretching along
the Beach north from Arizona Avenue to the
City limits. One of the most notable homes is
the estate built by William Randolph Hearst
for actress Marion Davies at 415 Palisades
Beach Road. The site, which today is owned
by the City, has been adaptively reused and
transformed into the Annenberg Community
Beach House, a public beach, pool and
recreation facility. Large surface parking lots
for beach goers fill the gap between the “Gold
Coast” and the Pier.
The area south of the Santa Monica Pier continues
the visitor-serving atmosphere of the Beach and
Oceanfront District and consists primarily of
resort hotels that existed, or were approved, prior
to Proposition S. A number of multi-family and
some single family housing is located between
Colorado Avenue and Bay Street. In contrast
with the area north of the Pier, the topography is
gradual and access from Ocean Avenue/Neilson
Way to the beach is more direct. In this area are
pedestrian walkways, known as “walk streets,”
which provide pedestrian access and views to the
beachfront. The seaward side of Ocean Avenue/
Barnard Way consists of large park areas with
surface parking lots maintained by the City.
beach and oceanfront | chapter 2.6
SANTA MONICA LUCE | 2.6 - 27
The Beach and Oceanfront District offers a variety of uses that include recreational, residential, commercial, and tourism-related industries. Services and amenities are targeted to both local Santa Monicans and visitors.
Strategic Approach
New beach parks are established north of the
Pier to create flexible, open green space oriented
toward the water. New separated bicycle and
pedestrian paths are added to the existing beach
network to promote a variety of transit options
and accommodate the different travel speeds
of pedestrian and bicycle users. Residential
districts along Palisades Beach Road (Pacific
Coast Highway) and Appian Way are maintained
pursuant to their low and medium density housing
designations. To better connect the City to the
beach area, additional pedestrian bridges are
constructed over Pacific Coast Highway. The
expansive beach parking lots are enhanced with
landscaping to mitigate their visual impact and
reduce their heat island effect. Care is taken to
ensure that historic resources in the South Beach
area are protected.
Through the efforts of the Santa Monica Pier
Restoration Commission, a renewed master
plan for the Santa Monica Pier supports the
continuation of the Pier’s unique combination of
commercial uses, public space, and celebration
of historic character. Opportunities for renewal,
potential expansion of existing operations, and
new development that are within the existing Pier
footprint are identified.
Land Use Parameters
(See chapter 2.1 Land Use Policy and Designations for further information.)
goals and policies
2.6 - 28 | SANTA MONICA LUCE
goals and policies: beach and oceanfront
BEACH AND OCEANFRONT
DISTRICT
GOALS AND POLICIES
GOAL D18: Preserve the low-scale
character and appearance of the Beach and
Oceanfront District, and ensure its continued
role as Santa Monica’s character-defining
open space.
POLICIES:
D18.1 Preserve the existing residential
uses to maintain the existing land use diversity
and character.
D18.2 Respect the scale and character of the
district’s existing residential areas in the design
and construction of new buildings.
D18.3 Explore the potential to “green” the
City-operated on-grade beach parking facilities
with drought-tolerant landscaping.
D18.4 Explore the creation of new beach
parks and beach greening projects north of
the Pier, consistent with the policies in the
Open Space Element and Recreation and Parks
Master Plan.
D18.5 Encourage the sensitive
rehabilitation of historic resources.
D18.6 Employ the Secretary of the Interior’s
Standards, in preserving the identified
character-defining features of the resource
when modifying historic resources.
D18.7 Preserve and enhance the Santa Monica
Pier as a key component of Santa Monica’s
history and character.
D18.8 Encourage visitor serving uses
consistent with Proposition S in commercial
areas west of Ocean Avenue between
Colorado Avenue and Pico Boulevard.
D18.9 Encourage existing hotels and motels
within the Proposition S Beach Overlay area to
remodel and upgrade to assure their long term
economic viability. To the extent consistent with
Proposition S, allow replacement of existing
hotels and motels in this area, provided
the replacement hotels and motels are not
expanded and are subject to discretionary
review. If necessary, consider pursuing voter
approval to modify Proposition S to allow
existing hotels and motels to redevelop
provided they are not expanded.
GOAL D19: Strengthen physical and visual
connections between the City and Beach by
overcoming physical barriers such as the bluffs
and Pacific Coast Highway with improved
pedestrian, bicycle, and open space linkages.
POLICIES:
D19.1 Enhance connections between the City
and the Beach in accordance with policies set
forth in the Open Space Element.
D19.2 Extend pedestrian and bicycle paths
the length of the City’s beachfront. Where
possible, separate pedestrian and bicycle paths
to avoid conflicts and to allow for the difference
in speed between the bicycle and the pedestrian.
D19.3 Explore the implementation of
additional routes to the water’s edge from
the top of the bluff and the Ocean Park
neighborhood for pedestrians, skaters, bicyclists,
child strollers, and persons with disabilities.
D19.4 Consult transit agencies to explore
opportunities for more direct transit access to the
beach.
D19.5 Protect the public views and pedestrian
access on existing walk streets.
D19.6 Preserve the public view corridors,
including western views to the ocean from the
east-west streets and boulevards, views to the
ocean and the Pier from Palisades Park, and
denotes sustainable policy views from the Pier to the City. chapter 2.6
SANTA MONICA LUCE | 2.6 - 29
bergamot transit village | chapter 2.6
Pacific Ocean
Lincoln Blvd
Expo Station
Expo Alignment
“Expand the arts and entertainment
hub near Bergamot.”
-Comment from Industrial Lands Workshop #1
A mix of housing and jobs will be accompanied by the
Expo Light Rail at Bergamot Transit Village.
BERGAMOT TRANSIT VILLAGE
Location
The Bergamot Transit Village District is
generally defined by Colorado Avenue to the
north, Stewart Street to the east, Cloverfield
Boulevard to the west, excluding the Water
Garden complex, and Michigan Avenue to
the south.
Vision
The Bergamot Transit Village is envisioned
as a mixed-use creative arts/entertainment
center focusing on the new Bergamot Light
Rail Station adjacent to the Bergamot Arts
Center. Located on former industrial land, the
Bergamot Transit Village establishes a new
paradigm that provides expanded housing
opportunities, local-serving retail uses,
creative arts uses and consolidated parking
in a small grid network of green streets and
pedestrian pathways. The new transit access
offered by the light rail station creates the
opportunity to grow the City’s creative arts
industry with its underlying job base with a
balance of affordable, workforce and marketrate residential uses. The mix of creative arts/ entertainment jobs, research and development,
new transit service, housing opportunities and
a rich variety of cultural activities ensures an
active, vibrant 17 hours per day/7 days per
week neighborhood.
Current Conditions, Trends and Issues
The Bergamot Transit Village area is located on
the existing Light Manufacturing Studio District
(LMSD) zoned property which has attracted a
wide variety of creative arts and entertainment
industry uses, such as traditional art forms,
graphic arts, film and music production, postproduction, animation and special effects. The district retains the original large parcel land
pattern from the City’s early development and
lacks the urban-scaled, street grid pattern that
is prevalent throughout the balance of the City.
The district is bisected by Olympic Boulevard,
a former state highway with a wide landscaped
median and parkway character. A former
railroad right-of-way parallels the south side of
Olympic Boulevard and will accommodate the
Expo Light Rail tracks, the new Bergamot Light
Rail Station and a regional bikeway.
Overall, the district is characterized by
industrial-style buildings surrounded by
significant areas of surface parking. The
Bergamot Station Art Center complex’s
generally one-story metal industrial buildings
have been adaptively redeveloped into a
districts
2.6 - 30 | SANTA MONICA LUCE
districts: bergamot transit village
Bergamot Station was a stop for the Pacific Electric rail system that served the Los Angeles area from 1875 to 1953. The Expo Light Rail system promises to restore regional connectivity. successful art center with a lively gallery scene
that is a regional and international destination.
The area north of Olympic Boulevard includes
a number of one- and two-story warehouse
or loft type buildings, some of which have
been converted to creative office space
and educational facilities. Adjacent to the
north side of Olympic Boulevard, the former
Papermate site is expected to be redeveloped.
A multi-story building occupied by a film
company is located on the northern boundary
of the district facing Colorado Avenue.
Other uses include the Arts, Entertainment
and Theater (AET) campus of Santa Monica
College.
Strategic Approach
A new network of roadways and pedestrian
paths north of Olympic Boulevard establishes
the fine grain of the City’s street grid
throughout the site and forms the framework
for Bergamot Transit Village. At the core of
the district is the creation of a district-wide
parking authority to consolidate existing
on-grade parking and future parking needs
within efficient parking structures. The new
parking reservoir is designed to consolidate
and share parking, thus permitting existing ongrade parking lots to be converted to publicly accessible open space, roads and new building
sites.
An area plan for the transit village created
with a public process establishes the location
and criteria for new pedestrian and vehicle
circulation, and the pattern of mixed-use
buildings. New buildings house loft space
for large and small creative arts firms, visual
and performing arts galleries, research and
development and employment uses supporting
the creative arts industry. Other uses include
a range of affordable, workforce and marketrate residential housing types and local-serving retail and services. The intent is to create a
rich, transit-dependent urban neighborhood
with a balance of jobs and housing planned
around an active pedestrian system of open
green space, recreation opportunities, lively
pedestrian plazas and supporting retail,
food and entertainment venues. Transient or
longer-term hotels may also be appropriate
within the Village to serve the businesses and
neighborhoods; however, land intensive uses,
such as automobile dealerships and their
associated operations that do not create a
synergistic relationship with desired land uses,
are not appropriate for the district.
bergamot transit village | chapter 2.6
SANTA MONICA LUCE | 2.6 - 31
Local and regional connections: An artist’s rendering of the Expo Light Rail train arriving at Bergamot Station. districts: bergamot transit village
2.6 - 32 | SANTA MONICA LUCE
Urban neighborhood: An artist’s rendering of a mixed-use neighborhood in the Bergamot Transit Village activated by open space, retail and dining, and served by a shared parking facility. bergamot transit village | chapter 2.6
SANTA MONICA LUCE | 2.6 - 33
Affordable and workforce housing focused around the transit node will allow workers and residents to circulate without a car.
New pedestrian and bicyclist pathways further enhance connectivity. to local shops, restaurants and open space.
The LUCE envisions the preparation of an area
plan for the transit village to guide the location
of new automobile, pedestrian and bicycle
streets into an interconnected grid to facilitate
circulation and support the development of
mixed-use, neighborhood-friendly buildings.
An integral part of the district is the creation of
a new parking authority to create centralized,
shared parking for all uses. The Expo Light
Rail Station at the Bergamot Transit Village
is envisioned as an “urban station.” Park and
Ride parking facilities are not anticipated as
they would contribute additional peak period
trips that do not add value to the transit/
pedestrian focus. A district wide approach
to Transportation Demand Management
strategies builds upon the opportunity for new
transit access created by the Expo Light Rail
station, and develops programs that capitalize
on the transit assets, and significantly reduces
vehicle trips within the area.
The transit village’s interconnected
pedestrian environment provides direct access
to and from the light rail station and the
Bergamot Station Arts Center. The Arts Center
is modified to accommodate the Bergamot
Light Rail Station, and to create visual access
from Olympic Boulevard and the station into
the Arts Center. An enhanced Bergamot Art
Center with direct access from the Expo Light
Rail station, pedestrian access from Olympic
Boulevard and new pedestrian courtyards
constructed on the former on-grade parking
becomes the focal point of community
activities and cultural events.
Land Use Parameters
(See chapter 2.1 Land Use Policy and Designations for
further information.)
goals and policies: bergamot transit village
2.6 - 34 | SANTA MONICA LUCE
Photosimulation of the Bergamot Transit Village: Reconnecting the Bergamot Station area to Santa Monica’s uniform street grid is a major objective of the LUCE strategy, which seeks to expand the area’s infrastructure through incentive-based projects. Redevelopment, or new development, will provide housing, open space, incubator and office space, and multiple modes of transporation.
BERGAMOT TRANSIT VILLAGE
GOALS AND POLICIES
GOAL D20: Create a high-quality, mixeduse creative arts/entertainment transit village centered around the new Expo Light
Rail station.
POLICIES:
D20.1 Encourage a diverse mix of creative
arts/entertainment uses and employment
opportunities balanced with a variety of
residential types and local-serving uses to
establish a 17 hours per day/7 days per week
active neighborhood.
D20.2 Prepare an area plan with a
community process to locate a new grid
of streets with connections to existing
surrounding streets, require a parking district
to consolidate parking into a shared facility(ies)
and establish a district-wide Transit Demand
Management strategy to capitalize on the new
Expo Light Rail.
D20.3 Provide active recreation, gathering
places and passive open space in the form of
new parks, plazas and ground level landscaped
open spaces.
D20.4 Uses include creative arts-related
industries, local-serving retail uses, affordable,
workforce and market-rate housing, mid-price
range business hotels, and businesses engaged
in advanced research and development.
D20.5 Locate active retail-serving uses at
the ground floor of buildings where identified
pedestrian activity is highest, such as near the
light rail station, along active pedestrian routes
and around new open spaces.
D20.6 Encourage sidewalk dining, especially
within identified community gathering places
where it meets established criteria.
D20.7 New automobile dealerships and their
associated operations are not permitted.
D20.8 Design buildings to be compatible with the
existing industrial and creative arts character of the
District with a variety of heights, and architectural
building elements and shapes to create visual
interest. Create meaningful combinations of
materials and incorporate three-dimensional
articulation to create shadow patterns.
D20.9 Scale buildings to the pedestrian to
create an enhanced sidewalk shopping or walking
environment. Include enhanced materials and
detailing on ground floor façades along pedestrian
ways. denotes sustainable policy
chapter 2.5
SANTA MONICA LUCE | 2.5 - 35
bergamot transit village | chapter 2.6
| 2.6 - 35
Art galleries, restaurants, creative arts offices and studios call Bergamot Station home. The area is a cultural destination that draws visitors from around the world. The LUCE seeks to retain and enhance the cultural resource of Bergamot Station.
D20.10 Encourage a well-landscaped
streetscape that facilitates pedestrian
movement and creates places for people
to gather.
D20.11 Locate building entrances and
primary façades facing and adjacent to
perimeter streets or new vehicle/pedestrian
streets to encourage an interesting and varied
streetscape with places for people to gather.
D20.12 Encourage well-designed small- and
medium-sized outdoor spaces.
GOAL D21: Retain and enhance the
Bergamot Station Arts Center as the center
of culture within the Bergamot Transit
Village.
POLICIES:
D21.1 Reposition the Bergamot Station
Arts Center and the existing arts uses to
accommodate the new light rail station, to
increase visibility and pedestrian access from
Olympic Boulevard, and to become the
focal point of community activities and
cultural events.
D21.2 Preserve and enhance the creative arts
uses and spaces for artists to work.
D21.3 Encourage opportunities to integrate
arts programming into new and redeveloped
parcels within the Bergamot Transit Village.
GOAL D22: Enhance circulation and
transportation in the Bergamot Transit
Village with pedestrian, vehicular and
transit improvements.
POLICIES:
D22.1 Establish an interconnected grid of
vehicle/pedestrian streets and bicycle paths
to facilitate circulation including opportunities
to extend the street grid into the Mixed-Use
Creative District to the east and to Olympic
Boulevard. Design the length, width and
shape of blocks to provide convenient and
safe circulation and access for pedestrians and
vehicles, recognizing the constraints
and opportunities presented by the
existing development.
goals and policies
2.6 - 36 | SANTA MONICA LUCE
goals and policies: bergamot transit village
2.6 - 36 |
Creative arts spaces for artists will be preserved. The community benefit program will encourage developers to build or rehabilitate spaces to expand the presence of the creative arts.
As redevelopment occurs, new public access pathways will connect neighborhoods together and will promote circulation throughout the district.
D22.2 Provide for new 60–65 feet of
dedicated or easement right-of-way streets
to accommodate appropriate circulation,
infrastructure and green pathways.
D22.3 Identify off-street service areas in the
area plan. Encourage the sharing of service
areas such as loading between adjacent
buildings. Screen all service and utility
components from adjacent buildings and
public view.
D22.4 Enhance the Olympic Boulevard
median along the length of the Bergamot
Transit Village (Stewart Street to Cloverfield
Boulevard) and implement modifications to
accommodate left turns at intersections with
new streets. Incorporate “pedestrian harbors”
at crosswalks to shorten the pedestrian
crossing distance.
GOAL D23: Establish Bergamot Transit
Village as a model for the creation of new
shared parking facilities and TDM strategies.
POLICIES:
D23.1 Create a parking district for the
Bergamot Transit Village to accommodate
centralized, shared parking to serve both the
new and existing uses in the area.
D23.2 Create a TDM district for the
Bergamot Transit Village area to capitalize
upon the new transit assets to reduce overall
vehicle trips.
D23.3 Implement the regional bikeway
with the Expo Light Rail system.
D23.4 Explore the potential to locate a
bicycle transit center in the vicinity of the Expo
Light Rail station and the new regional bikeway.
chapter 2.6
SANTA MONICA LUCE | 2.6 - 37
mixed-use creative | chapter 2.6
Pacific Ocean
Lincoln Blvd
Expo Station
Expo Alignment
“City and businesses should promote
art destinations; resources in
support of this community are
greatly needed.”
-Comment from Industrial Lands Workshop #1
Creative artist spaces, housing and communal open
spaces will characterize the Mixed-Use Creative District.
MIXED-USE CREATIVE
DISTRICT
Location
The Mixed-Use Creative District (MUCD) is
bordered on the north by Colorado Avenue,
on the east by residential neighborhoods and
Centinela Avenue, on the south by Exposition
Boulevard and on the west by Stewart Street.
Vision
The MUCD is a mixed-use commercial and
residential neighborhood where opportunities
for creative arts jobs are balanced with a variety
of affordable, workforce and market-rate
housing and local-serving retail and services.
The MUCD follows the Bergamot Transit Village
paradigm of establishing a new roadway and
pedestrian grid. The new grid streets facilitate
both vehicular and pedestrian circulation and
create the framework for the transition of the
former large industrial parcels into mixed-use
neighborhoods. The district is a rich, transitdependent urban area with a balance of jobs and housing, and an active 17 hours per day/7
days per week pedestrian environment. The
scale of the MUCD will transition down to the
existing residential neighborhoods.
Current Conditions, Trends and Issues
The MUCD is located on former industrial
land and, like the Bergamot Transit Village,
is characterized by large land parcels, oneand two-story industrial buildings, on-grade parking lots, vacant sites, limited roadway
access, lack of residential options, and limited
pedestrian and vehicular access. This generally
light industrial area includes an eclectic range
of uses such as small offices, creative arts
studios, educational, production facilities, light
manufacturing firms, a mobile home park,
utility companies and surface parking lots. The
north, east and south perimeters of the district
face low-scale residential uses.
Strategic Approach
The MUCD follows the Bergamot Transit
Village paradigm by extending the new
network of roadways and pedestrian ways
from the Bergamot Transit Village to the
east, and streets such as Stanford, Berkeley
and Franklin to the south to intersect with
Olympic Boulevard. Implicit in the transition
of the district into a balanced mix of creative
arts, residential- and local-serving uses is the
creation of a district-wide parking authority
to consolidate existing on-grade parking
within efficient shared parking facilities. The
districts: mixed-use creative
2.6 - 38 | SANTA MONICA LUCE
Neighborhood commercial services and dining options will be encouraged to serve the influx of new residents and creative arts businesses. y y
.
metro.net
existing on-grade parking lots are converted to
publicly accessible open space, roads, and new
building sites. A TDM program builds upon
the shared parking and the Expo Light Rail
resource to develop programs and strategies
to minimize vehicle trips.
An area plan for the MUCD establishes
the location, criteria and character of new
pedestrian and vehicle circulation and the
pattern of mixed-use buildings. New buildings
house loft space for creative arts businesses,
visual and performing arts galleries, and
employment uses supporting the creative
arts industry, and research and development.
Other uses include ground floor local-serving
retail/services and a range of affordable,
workforce and market-rate residential types.
A concentration of local-serving retail in the
form of a traditional retail street is envisioned
along the western end of Nebraska Avenue
and northward along Stanford Street with
local-serving retail and services on the ground
floor of mixed-use buildings with affordable,
workforce and market-rate housing on the
upper floors. South of Olympic Boulevard
and the light rail right-of-way, a maintenance
facility to serve the new Expo Light Rail line is
proposed by the Expo Construction Authority.
If this facility is located here it should have a
wide buffer between the maintenance facility
and the residential neighborhood south of
Exposition Boulevard to provide an effective
acoustical and visual buffer. The facility should
be designed with community involvement to
ensure sensitivity to the neighbors. Olympic
Boulevard is improved with new sidewalks and
an enhanced median. A new regional bikeway
extends along the Expo Light Rail line from the
east end of the City through the district and on
to the Memorial Park Light Rail Station.
Land Use Parameters
(See chapter 2.1 Land Use Policy and Designations for
further information.)
Image courtesy of Metro © 2009.
chapter 2.5
SANTA MONICA LUCE | 2.5 - 39
mixed-use creative | chapter 2.6
| 2.6 - 39
The Mixed-Use Creative District focuses on creative art and housing. The district will also provide new internal and external connections, as well as open spaces and local services.
MIXED-USE CREATIVE DISTRICT
GOALS AND POLICIES
GOAL D24: Create a transit-focused
employment center with mixed-use creative
arts and a neighborhood that provides a quality
transition to residential neighborhoods to the
north, east and south.
POLICIES:
D24.1 Capitalize on the Expo Light Rail station
at Bergamot to create a mixed-use neighborhood
with a diverse mix of creative arts facilities and
residential types as well as local-serving uses to
establish a 17 hours per day 7 days per week
neighborhood.
D24.2 Prepare an area plan for the Mixed-Use
Creative District addressing key issues, including
a new grid of green streets with connections to
surrounding streets, a parking district to consolidate
parking into shared facilities and a district-wide
TDM strategy.
D24.3 Provide active recreation and gathering
places, and passive open space in the form of new
parks, plazas and ground level landscaped open
spaces.
D24.4 Encourage appropriate uses including
existing job-rich uses, new arts-related industries,
neighborhood-serving retail and services, and
affordable, workforce and market-rate housing.
D24.5 Encourage existing small businesses
to remain.
D24.6 Locate active retail-serving uses at
the ground floor of buildings where identified
pedestrian activity is highest, such as near the
light rail station, along active pedestrian routes
and around new open spaces.
D24.7 Automobile dealerships and their
associated operations are not permitted.
D24.8 Design buildings with a variety of
heights, and architectural elements and shapes
to create visual interest. Walls should have
meaningful combinations of materials and
three-dimensional articulation to engage the
eye.
D24.9 Scale buildings to the pedestrian
to create an enhanced sidewalk shopping
or walking environment. Include enhanced
materials and detailing on ground floor façades
along pedestrian ways.
D24.10 Encourage a well-landscaped
streetscape that facilitates pedestrian
movement and creates places for people to
gather.
D24.11 Locate building entrances and
primary façades facing and adjacent to the
perimeter streets or the new vehicle/pedestrian
streets to encourage an interesting and varied
streetscape with places for people to gather.
D24.12 Explore appropriate incentives to
encourage the sympathetic rehabilitation of
denotes sustainable policy
goals and policies
2.6 - 40 | SANTA MONICA LUCE
goals and policies: mixed-use creative
2.6 - 40 |
Neighborhood services and amenities will be encouraged
to locate throughout the district, particularly on Nebraska Avenue, to create a distinctive local destination for residents and employees.
Affordable and workforce housing for individuals working in the creative arts, medical or public service industries will be connected to high-frequency transit service.
historic resources. Apply the Secretary of the
Interior’s Standards for preserving identified
character-defining features in the review of
modifications or additions to historic resources.
D24.13 Retain the Village Trailer Park to the
extent feasible, and permit recycling to other
uses that are consistent with the MUCD and in
compliance with the City’s Rent Control Charter
Amendment and sections of the California
Government Code applicable to recycling
mobile home parks.
D24.14 Explore means to sustain Village
Trailer Park’s economic viability by
incorporating it into a larger multi-property
master plan, if feasible, or by the transfer
of development rights that have as a goal,
preserving existing housing as an integral part
of a new mixed-use project.
GOAL D25: Enhance the circulation and
transportation in the Mixed-Use Creative
District with pedestrian, vehicular and transit
improvements.
POLICIES:
D25.1 Plan new streets to form an
interconnected grid of vehicle/pedestrian
streets and bicycle paths to facilitate circulation
in the district. Design the length, width and
shape of blocks to provide convenient and
safe circulation and access for pedestrians
and vehicles, recognizing the constraints
and opportunities presented by the existing
development.
D25.2 Provide for 60–65 feet of dedicated
easement rights-of-way streets to accommodate
appropriate circulation and infrastructure.
D25.3 Identify off-street loading spaces in the
area plan. Encourage the sharing of service areas
between adjacent buildings. Screen all service and
utility appurtenances from adjacent buildings and
public view.
D25.4 Enhance the Olympic Boulevard
median along the length of the MUCD, and
implement modifications to accommodate left
turns at intersections with new streets. Incorporate
“pedestrian harbors” at crosswalks to shorten the
pedestrian crossing distance.
GOAL D26: Establish the Mixed-Use Creative
District as a model for the creation of new
shared parking facilities and Transit Demand
Management strategies.
POLICIES:
D26.1 Create a parking district to
accommodate centralized, shared parking to serve
both the new and existing uses in the area.
D26.2 Create a TDM district for the area to
capitalize on the new transit assets to reduce overall
vehicle trips.
D26.3 Implement the regional bikeway with the
Expo Light Rail system.
chapter 2.6
SANTA MONICA LUCE | 2.6 - 41
mixed-use creative | chapter 2.6
Artist’s rendition of Nebraska Avenue in the Mixed-Use Creative District. districts
2.6 - 42 | SANTA MONICA LUCE
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industrial conservation | chapter 2.6
SANTA MONICA LUCE | 2.6 - 43
Pacific Ocean
Lincoln Blvd
Expo Station
Expo Alignment
“Preserve our industries to support
the employment base.”
-Comment from Industrial Lands Workshop #1
The Industrial Conservation District provides lowscale manufacturing and industrial uses.
INDUSTRIAL CONSERVATION
DISTRICT
Location
The Industrial Conservation District is located
in two non-contiguous areas within Santa
Monica’s current industrial lands, separated
by the Memorial Park Activity Center Overlay.
The western area is bounded on the north by
the former railroad right-of-way, on the east
by Euclid Court, on the south by I-10 and on
the west by Lincoln Court. The eastern area is
bounded on the north by the former railroad
right-of-way and by Michigan Avenue, on the
east by Stewart Street, on the south by I-10 and
on the west by 17th Street.
Vision
The Industrial Conservation District conserves
Santa Monica’s small light industrial, and
service and commercial uses that have
traditionally populated the industrial zone.
Land use restrictions in this district allow small
workshop, warehouse, supply stores and
maintenance facilities that provide important
community services and employment. These
uses assure that the City is able to maintain
land where existing and new small businesses
can be incubated and supported. West of
Euclid Court no housing is permitted and only
limited affordable housing may be allowed east
of 17th Street. The area west of Euclid Court
does not have support retail and services for
residential; further, the incursion of residential
uses into the industrial district has the potential
to drive up land prices and thus discourage
industrial uses. In particular, new sustainable
industries are encouraged in the Industrial
Conservation District.
Current Conditions, Trends and Issues
East of 17th Street, particularly east of 20th
Street, the district is largely zoned Light
Manufacturing Studio District (LMSD), and
includes a variety of uses. Between 17th Street
and Cloverfield Boulevard, new private schools
(most notably the Crossroads campus) art
centers, a food bank, a synagogue and other
non-industrial uses have developed in the last
20 years amidst the older light industrial uses
and the Southern California Edison electrical
substation. The roadway pattern in this area
is a partial grid; however, some roadways are
discontinuous, and connections to Olympic
Boulevard and Cloverfield Boulevard are
limited. Three of the corners of Michigan
Avenue and Cloverfield Boulevard are
districts: industrial conservation
2.6 - 44 | SANTA MONICA LUCE
The Industrial Conservation District is also home to a
number of private schools and religious institutions.
Local retailers in this area rely on the relative affordability of space to make their businesses viable.
occupied by gas stations. Continuing east
from Cloverfield, the area has a distinctly
different character and is dominated by the
City Yards, a combination of one- and two-story
maintenance, and material and vehicle storage
buildings. Other uses include waste disposal
and recycling collection, and transfer facilities.
Circulation through this portion of the district
is hampered by the lack of public roads and
limited cross-town access created by the I-10
Freeway.
The area to the west of 17th is characterized
by small-scale industrial and commercial
uses, including small manufacturing uses and
businesses providing materials and supplies
for the building industry. This area includes
a typical Santa Monica street grid system.
However, 9th, 10th, 12th, Euclid (13th), 15th
and 16th Streets are interrupted by the former
rail right-of-way and do not connect between
Olympic Boulevard and Colorado Avenue.
Strategic Approach
The industrial area east of Cloverfield
Boulevard is reserved for the City Yards and
waste management needs for the foreseeable
future; the City is initiating a master plan for
the City Yards. The master planning process
is based upon the City Yards staying at their
existing location. However, in the future, if the
City Yards are ever relocated, this area may
be annexed to the Bergamot Transit Village
District to provide expansion for the creative
arts, park space and residential uses. Between
Cloverfield Boulevard and 17th Street, the
district is devoted to traditional industrial uses.
Private schools, other nonprofit and community
uses, and automobile storage and service
facilities for auto dealerships continue to be
allowed.
The area of the Industrial Conservation
District west of Memorial Park is intended for
traditional small light industrial users. Housing
is also allowed in the district in efforts to
expand equitable housing opportunities in the
area.
Land Use Parameters
(See chapter 2.1 Land Use Policy and Designations for
further information.)
chapter 2.5
SANTA MONICA LUCE | 2.5 - 45
industrial conservation | chapter 2.6
| 2.6 - 45
Retaining existing industrial uses will preserve and protect the character of this district. New complementary uses that are sustainable should be encouraged, and redevelopment should seek to enhance connectivity throughout the area.
INDUSTRIAL CONSERVATION
DISTRICT
GOALS AND POLICIES
GOAL D27: Preserve and protect an
industrial area, where traditional light
industrial uses may prosper and new small
businesses can be incubated and supported.
POLICIES:
D27.1 Preserve and protect the existing
industrial uses and allow for new light industrial
uses to locate in the Industrial Conservation
District.
D27.2 Housing is permitted, however, shall
be designed to accommodate and mitigate
the impacts from nearby industrial uses and
highways, such as air quality measures.
D27.3 Existing schools and non-profit/
community uses are allowed to continue
and expand, including expansion onto other
nearby properties in the Industrial Conservation
District. Such expansion will be subject to the
Industrial Conservation Tier 2 discretionary
process and development parameters.
Rooftop areas used for school activities shall
not count in calculating FAR.
D27.4 Service facilities for automobile
dealerships are a permitted use. A
discretionary approval process may be
implemented to authorize auto sales subject
to a project –specific environmental review
that considers reasonably foreseeable land
use changes within the Industrial Conservation
District.
D27.5 Encourage industries that provide
locally-needed goods, that supply components
required by other local industries, or local
services that create environmentally sustainable
products.
D27.6 Encourage cultural and creative arts
facilities and “incubator” uses to locate in the
Industrial Conservation District.
D27.7 Office uses are limited to those
associated with the permitted light industrial
use. Office uses may not exceed 30 percent of
the floor area of the permitted use.
D27.8 Opportunities to open 9th, 10th,
12th and Euclid Streets between Olympic
Boulevard and Colorado Avenue to vehicle
and/or pedestrian travel are encouraged.
D27.9 Utilizing a variety of heights, forms
and materials to create visual interest while
maintaining the traditional character of the
area are encouraged. Building design should
avoid uniformly flat roofs or cornices in order to
create an interesting skyline.
D27.10 Ground floor uses along the street
are encouraged to place pedestrian entrances,
storefronts and offices along the front face of
the building to create pedestrian interest.
denotes sustainable policy
districts
2.6 - 46 | SANTA MONICA LUCE
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healthcare | chapter 2.6
SANTA MONICA LUCE | 2.6 - 47
Pacific Ocean
Lincoln Blvd
Expo Station
Expo Alignment
“Hospital employees need to...have
supporting businesses and housing
available in walking distance.”
-Comment from Industrial Lands Workshop #2
World-class healthcare: Santa Monica-UCLA Medical
Center (above) and Saint John’s Health Center provide a critical local and regional service.
HEALTHCARE DISTRICT
Location
The Healthcare District includes the Santa
Monica-UCLA Medical Center (SM-UCLA), the
Saint John’s Health Center (St. John’s) and the
area immediately around and between these
facilities. The district is generally bound by
Wilshire Boulevard to the north, 23rd Street
to the east, Broadway to the south, and 14th
Street to the west.
Vision
The Healthcare District is viewed as one
integrated campus that incorporates both
SM-UCLA and St. John’s facilities, and
the variety of medical and ancillary uses
surrounding them, acknowledging the
mutually beneficial relationships between
all the facilities. The repeal of the outdated
Hospital Area Specific Plan, establishment of
Zoning and/or adoption of a new HASP, and
with respect to Providence Saint John’s Health
Center, a Master Plan, will address the evolving
needs of the healthcare community with
expanded medical office uses and outpatient
services, along with retail and non-medical
services. It is a complete neighborhood that
supports the primary healthcare uses while also
reducing vehicle trips. The Housing Element
incentivizes the creation of housing. The
amended HASP protects residential properties
in the Healthcare District from impacts due to
healthcare facility expansion. The entire district
is transformed into a cohesive, high-quality,
transit-supported environment linked together
by a network of pedestrian paths, open spaces
and plazas to provide inspiration and respite to
all users.
Current Conditions, Trends and Issues
Saint John’s and SM-UCLA are the dominant
uses in the Healthcare District. Other
related medical uses include healthcareserving commercial uses, assisted care and public parking facilities. A variety of existing
residential uses are interspersed within the
Healthcare District.
districts: healthcare
2.6 - 48 | SANTA MONICA LUCE
Development in and around the area has
been governed by the HASP, which was first
approved in 1988 and amended in 1993
and 1998. St. John’s also has an existing
Development Agreement. The HASP
amendment in 1998 was completed in
conjunction with the St. John’s reconstruction
that was needed following the 1994 Northridge
earthquake. The current HASP policies are
outdated. Current City policies to integrate
development in the area with the needs of the
surrounding neighborhood, recognizing the
challenges of hospitals in a competitive and
changing healthcare environment are reflected
in the Zoning Code and/or adoption of a new
HASP and a Master Plan for Providence Saint
John’s Health Center.
Lack of nearby housing, particularly housing
that is affordable to St. John’s and SM-UCLA
employees, is a major issue that contributes
to a critical shortage of staff. Also important
are the relationships of the medical facilities
to the surrounding residential areas. While
there is a concentration of medical uses in
and around the area, the lack of convenient
walking routes through the district discourages
pedestrian circulation, increases the number
of vehicles making short trips between related
medical uses and disrupts the residential
neighborhoods.
Strategic Approach
The repeal of the outdated Hospital Area
Specific Plan, development of a Master
Plan for the Providence Saint John’s Health
Center, and/or adoption of a new HASP
will reflect changing needs and conditions
in the healthcare industry, in the way the
facilities relate to surrounding residential
areas, comprehensive parking, circulation and
housing needs. Provisions for incentivizing
housing are addressed in the City’s Housing
Element and implementing ordinances.
A comprehensive TDM strategy will be
developed to reduce commuter traffic and
short distance vehicle trips between medical
uses. The entire campus will be transformed
into a cohesive, quality environment
linked together by a series of convenient
walking paths, open spaces and plazas. A
key component is the development of a
comprehensive parking program to identify
shared parking strategies, such as allowing and
encouraging properties with existing surplus
parking to lease excess parking to neighboring
uses.
The repeal of the outdated Hospital Area
Specific Plan, updated Zoning and/or
adoption of a new HASP, and a Master Plan
for Providence Saint John’s Health Center will
address the changing needs of the healthcare
community with expanded hospital uses and
support facilities such as medical offices,
outpatient services and retail to provide a
complete neighborhood that supports the
primary use of healthcare and further reduces
trips. The Healthcare District also includes
the preservation and enhancement of the
surrounding residential neighborhood. New
development will blend harmoniously with
the existing residential neighborhoods and
transportation; parking, noise and other
impacts from new development are reduced.
Specifically, St. John’s is encouraged to
expand across Santa Monica Boulevard
toward Broadway.
As the hospitals’ needs evolve, the Healthcare
District addresses issues that are germane to
hospitals and the variety of land uses that are
associated with them. These issues include
the provision of workforce housing, employee
retention, applicable retail uses, shared parking
and district-wide TDM strategies. Workforce
housing is a major policy focus as it relates
directly to reducing commute times and
increasing employee retention.
Land Use Parameters
(See chapter 2.1 Land Use Policy and Designations for
further information.)
chapter 2.5
SANTA MONICA LUCE | 2.5 - 49
healthcare | chapter 2.6
| 2.6 - 49
Services and amenities: A vibrant retail and dining
environment in the Healthcare District will support hospital uses.
Mid-price range hotels in the Healthcare District are
encouraged to provide overnight accommodations for visitors.
HEALTHCARE DISTRICT
GOALS AND POLICIES
GOAL D28: Allow for the continued
improvement of the Healthcare District and
the ongoing responsible expansion of the
Saint John’s Health Center (St. John’s) and
Santa Monica-UCLA Medical Center (SMUCLA).
POLICIES:
D28.1 Accommodate the continued operation
and planned responsible expansion of St.
John’s and SM-UCLA, and associated medical
office uses.
D28.2 Repeal of the outdated Hospital
Area Specific Plan, adoption of updating
zoning or a new HASP, and a Master Plan for
the Providence Saint John’s Health Center will
encourage a holistic view of the growth and
diversification of the district.
D28.3 Consider the projected increase in
outpatient services, diagnostic technology,
and supportive care such as physical therapy
and ancillary services in the Master Plan for
Providence Saint John’s Health Center and/or
adoption of a new HASP.
D28.4 A Master Plan will govern Saint
John’s Health Center. Other areas within the
Healthcare District could be included within
the boundaries of a new HASP, including the
south side of Wilshire Boulevard between 14th
Street and 26th Street, and the south side of
Broadway.
D28.5 Encourage supportive retail
development at key intersections and along
major boulevards in the Healthcare District.
D28.6 Provide flexibility in future
implementing ordinances and plans in order
to meet the community’s strategic healthcare
needs and support the sustainability of both
hospitals while protecting the residential
neighborhoods.
D28.7 Encourage hotels and long-term
housing that support the hospitals in
appropriate locations.
D28.8 Encourage the development
of a comfortable, landscaped pedestrian
environment including plazas and usable
landscaped open spaces with all major
renovations to hospital facilities.
D28.9 Provide appropriate transitions and
buffers between new hospital facilities and the
existing residential neighborhoods .
D28.10 Housing currently owned by the
hospital may be displaced provided that
replacement housing is provided.
D28.11 Encourage affordable and
workforce housing within the district to support
the hospital employees. denotes sustainable policy
goals and policies: healthcare
2.6 - 50 | SANTA MONICA LUCE
Shared parking facilities provide opportunities for new businesses to locate on the boulevards, and provide parking for healthcare employees.
It is important that the neighborhood is respected. The Healthcare District will expand to better serve the community.
GOAL D29: Create a comprehensive
circulation and parking strategy for the
Healthcare District.
POLICIES:
D29.1 Encourage a comprehensive parking
district approach in order to determine parking
needs on a district-wide basis rather than a
project-by-project basis to take advantage
of the potential to share parking (including
sharing of existing parking) and reduce the
total parking requirement.
D29.2 Locate parking facilities facing
Santa Monica Boulevard or Wilshire Boulevard
underground or provide active uses on the
ground floor and screen the upper floors of
above-grade structures.
D29.3 Provide new and/or improved
pedestrian links between the two hospitals
within the district, and from the hospitals to
major transit stops. Incorporate enhanced
crosswalks and signalization as part of the
pedestrian system.
D29.4 Encourage secure bicycle parking
and amenities to encourage the use of bicycles.
D29.5 Encourage the development
of an enhanced pedestrian realm with
improved sidewalks, landscaping and
pedestrian amenities.
D29.6 Encourage a Transportation
Demand Management District at the district
level to create and manage TDM programs to
reduce vehicle trips for employees, patients,
and visitors to and within the district.
GOAL D30: Ensure that new and
remodeled buildings in the Healthcare
District are compatible in scale and character
with existing buildings and the surrounding
residential neighborhood.
POLICIES:
D30.1 Encourage the primary façades of
buildings to face the street with the building
face located on the property line or back side
of the sidewalk along sidewalks or pedestrian
ways. However, to encourage a lively
streetscape with places for people to socialize,
small landscaped gathering spaces and plazas
are encouraged.
D30.2 Scale buildings to the pedestrian
to create an intimate sidewalk experience.
Incorporate enhanced materials and detailing
in ground floor façades where they will be in
close proximity to passing pedestrians.
healthcare | chapter 2.6
SANTA MONICA LUCE | 2.6 - 51
As the Healthcare District expands to accommodate both local and regional needs, the LUCE will carefully monitor and manage its status to ensure that it is consistent with the community’s vision for the area.
D30.3 Design buildings with a variety of
heights, architectural elements and shapes
to create visual interest along the street.
Incorporate meaningful combinations of
materials and three-dimensional articulation to
create shadow patterns to engage the eye.
D30.4 Avoid uniformly flat roofs or cornices in
order to create an interesting skyline.
D30.5 Establish a prescribed building
envelope with step backs designed to maintain
access to light and air where new healthcare
or commercial uses are located adjacent to the
existing residential.
D30.6 Encourage active retail and other
ground floor uses with pedestrian interest to
incorporate generally continuous, transparent
(non-tinted) display windows facing the
sidewalk.
D30.7 Encourage mixed-use developments
to have active ground floor uses that face
the street with residential or medical office
development located on the upper floors. Limit
the length of entrances and lobbies to upperlevel uses along the length of the sidewalk.
D30.8 Discourage offices and other limited
pedestrian access uses on the ground floor
facing the street or pedestrian ways.
D30.9 Encourage sidewalk dining where it
meets established criteria.
districts
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main street | chapter 2.6
SANTA MONICA LUCE | 2.6 - 53
Pacific Ocean
Lincoln Blvd
Expo Station
Expo Alignment
“Main Street is great, we should
protect existing businesses...
I love all the locally owned shops
rather than the typical chain-store
shopping centers.”
-Comment from Integrating The Plan workshop
Main Street is home to numerous neighborhood-serving
businesses and services, and is beloved by Santa Monica residents. A weekly farmer’s market on Main Street gives the community an opportunity to get together and interact.
MAIN STREET
Location
The Main Street commercial district is located
between the southern City limits, where
it borders the Los Angeles community of
Venice, and Pico Boulevard, where the Civic
Center District begins. The district forms the
main commercial street for the Ocean Park
neighborhood and is two blocks from
the Beach.
Vision
Santa Monica’s neighborhood commercial
districts are not only central to our quality of
life, but also reduce vehicles trips by putting
many of the needs of daily life within walking
distance. To continue to thrive and serve
our neighborhoods, these districts will also
remain regional attractions, allowing visitors
from around the world to enjoy what Santa
Monicans experience every day. Moreover, the
LUCE creates new neighborhood commercial
centers in places they are currently lacking,
giving almost all Santa Monica residents and
employees access to everyday goods and
services.
Main Street remains a lively district with
a mix of uses that cater to a regional and
local population. An improved pedestrian
streetscape supports existing businesses and
enhances the shopping and walking experience
of the street. Creative parking solutions ensure
that adequate parking is provided and nearby
neighborhoods are not negatively impacted by
Main Street patrons.
Current Conditions, Trends and Issues
Main Street is a successful local and regional
destination that offers a wide selection of
shopping and dining opportunities. While
Main Street has evolved to become a wellknown regional attraction serving Santa Monica districts: main street
2.6 - 54 | SANTA MONICA LUCE
Pedestrian-oriented uses within a walkable environment
contribute to Main Street’s vitality.
Lined with historic buildings and points of interest, Main Street itself is a cultural resource that will be preserved by the City.
and visitors from LA County and all over
the world, it is also a local-serving shopping
district serving the Ocean Park neighborhood.
Buildings on Main Street consist mainly of
one- and two-story structures on small lots with
no setback from the sidewalk, which provides
a positive pedestrian experience. However,
these small parcels also make it difficult or
impossible for businesses to provide on-site
parking. Because most businesses do not
have parking, they rely on street parking or
nearby City-owned parking lots. At times, the
current supply of parking is inadequate, which
results in spillover effects to the Ocean Park
neighborhood. Past efforts to build a parking
structure to address the shortage of parking
were not successful.
While the pedestrian experience on Main
Street is generally good, the sidewalks are
narrow and there are limited opportunities for
pedestrian amenities and outdoor dining.
Main Street contains several prominent historic
resources including the Ocean Park Branch
Library, the Parkhurst Building, the first Roy
Jones House, the Merle Norman Building
and the Horizons West Surf Shop. The central
section of the street has largely withstood the
pattern of demolition and infill, due in part
to the restrictions of narrow lots and parking
requirements. Recent construction at the north
and south ends of Main Street contrasts the
low-scale, traditional character of central Main
Street, and transitions to similar development
in Venice to the south and at the Civic Center
to the north.
Strategic Approach
The unique shopping and dining experience
of Main Street is preserved. The pedestrian
experience is improved with the development
of a streetscape improvement plan and a
way-finding signage program. Businesses
are supported through means such as
allowing merchandise displays in accordance
with adopted regulations and additional
opportunities for sidewalk dining.
A comprehensive parking strategy, including
the evaluation of parking requirements for
local-serving uses, options for additional
parking resources and an employee based
TDM program, is developed to address the
needs of businesses and the surrounding
neighborhood. Bicycle and pedestrian
connections between the Beach, Main Street
and the Ocean Park neighborhood are
improved.
Land Use Parameters
(See chapter 2.1 Land Use Policy and Designations for
further information.)
chapter 2.5
SANTA MONICA LUCE | 2.5 - 55
main street | chapter 2.6
| 2.6 - 55
The popular bike valet program is a recent effort on the part of the City to improve options for bicyclists.
Parking availability in the Main Street District is addressed in the LUCE’s policies and programs.
Preserving the scale of Main Street respects the heritage of Ocean Park, the City’s oldest neighborhood.
MAIN STREET DISTRICT
GOALS AND POLICIES
GOAL D31: Preserve and enhance the
distinctive qualities of Main Street that allow
it to be a vibrant local and regional shopping
and dining destination.
POLICIES:
D31.1 Main Street should accommodate
a variety of commercial uses that provide daily
necessities for those living in the surrounding
community and the greater Santa Monica area,
and for tourists.
D31.2 Businesses and activities that
provide distinctive experiences such as the
California Heritage Museum, community
gardens, and the farmer’s market should be
supported.
D31.3 A program of incentives that
support the long-term vitality of small
businesses shall be established.
D31.4 Uses that may adversely impact the
adjoining neighborhoods, such as liquor stores,
should be limited in scope and location.
D31.5 Modifications to historic resources
shall comply with the Secretary of the Interior’s
Standards, preserving identified characterdefining features of the resource.
D31.6 Incentives shall be provided to
promote the preservation and adaptive
reuse of designated landmarks and resources
identified on the City’s Historic Resources
Inventory.
D31.7 New construction design in the
Neighborhood Commercial District shall
be pedestrian-oriented with the scale and
character of the central portion of the Main
Street commercial corridor.
D31.8 A comprehensive parking strategy
that addresses the parking needs of businesses
and the surrounding neighborhood shall
be formulated. The parking strategy should
examine parking requirements for local-serving
uses and ensure that new businesses are
allowed to occupy existing nonconforming
commercial spaces.
D31.9 Solutions that increase parking
availability, including encouraging the
implementation of an employee TDM
program for existing and new businesses
shall be explored.
denotes sustainable policy
goals and policies
2.6 - 56 | SANTA MONICA LUCE
goals and policies: main street
2.6 - 56 |
Combining historic with modern, Main Street offers many architectural styles that exist in harmony with one another.
D31.10 The bicycle and pedestrian
connections between the Beach, Main Street,
and the Ocean Park neighborhood shall be
improved to the extent feasible.
D31.11 The streetscape environment and
pedestrian crosswalks should be enhanced
along the length of the street to create an
inviting pedestrian environment.
D31.12 Ensure that disincentives for new
and existing restaurants on Main Street as well
as other issues of concern will be addressed in
an updated Main Street Master Plan and the
Zoning Ordinance update.
GOAL D32: Ensure that the design of new
and remodeled buildings on Main Street
are pedestrian-oriented with the scale and
character with existing buildings and the
surrounding residential neighborhood.
POLICIES:
D32.1 Buildings fronting on Main Street
should have primary façades facing the street
and be located on the property line or back
side of the sidewalk. However, to encourage
a lively streetscape with places for people to
socialize, small landscaped gathering spaces
and plazas are encouraged.
D32.2 Buildings shall be scaled to the
pedestrian to create an intimate sidewalk
walking/shopping experience. Ground floor
façades should include enhanced materials
and detailing where they will be perceived by
passing pedestrians.
D32.3 Buildings should be designed with a
variety of heights, architectural elements and
shapes to create visual interest along the street.
Walls should have meaningful combinations of
materials, and articulation that creates shadow
patterns to engage the eye.
D32.4 Create an interesting skyline by
avoiding uniformly flat roofs or cornices.
D32.5 New commercial or mixed-use
buildings adjacent to residential districts shall
be contained within a prescribed building
envelope with step backs designed to maintain
access to light and air.
D32.6 Ground floor uses should be
mostly limited to active retail with generally
continuous, transparent (non-tinted) display
windows facing the sidewalk.
D32.7 Mixed-use developments should
have active ground floor uses that face the
street with residential or office development
located on the upper floors. Entrances to
upper-level uses, such as lobbies, should be
limited in length along the sidewalk.
D32.8 Offices and other limited pedestrian
access uses are discouraged on the ground
floor facing the street. Entrances to upper-level
uses, such as lobbies, shall be limited in length
along the sidewalk.
D32.9 Sidewalk dining shall be encouraged
where it meets established criteria.
D32.10 New incentivized development
above the base should be required to participate
in shared parking and TDM strategies.
montana avenue | chapter 2.6
SANTA MONICA LUCE | 2.6 - 57
Pacific Ocean
Lincoln Blvd
Expo Station
Expo Alignment
“Montana Avenue is perfect for
walking and there are cafes to pick
up coffee and a newspaper...but
sidewalks and pedestrian crossings
could still be better.”
-Comment from Land Use Boulevards Workshop
Montana Avenue: Local business owners cater to a
regional crowd on Montana Avenue. This establishment
claims to have the best hamburger in Los Angeles, and
many agree.
MONTANA AVENUE DISTRICT
Location
The Montana Avenue commercial area lies
between 6th Court and 17th Street and
is enveloped by the North of Montana
neighborhood to the north, and primarily multifamily residential development to the south.
Vision
Montana Avenue is preserved and enhanced
as a successful commercial district. The
district continues to provide services for the
surrounding neighborhoods, the City and the
regional population. The low-scale character
of the existing shops is maintained and the
pedestrian environment is enhanced with an
improved streetscape experience. Creative
parking solutions ensure that adequate parking
is provided and that nearby neighborhoods are
not negatively impacted by Montana
Avenue patrons.
Current Conditions, Trends and Issues
Montana Avenue is home to hundreds of
merchants and is the neighborhood’s local
retail street with two full-service grocery
stores and several local-serving retail shops.
This neighborhood-serving street also draws
regional visitors who enjoy its numerous
boutiques and cafes. Although primarily a retail
corridor, the street includes the Aero Theatre,
which was constructed in 1939. Renovations
that have occurred over time have respected
the one- and two-story scale and comfortable
street character of Montana Avenue, as well
as the adjacent residential neighborhood.
Montana Avenue’s popularity and limited
availability of parking, however, has resulted in
the use of residential streets for customer and
employee parking.
Strategic Approach
Improvements to the district are minor
and significant change is not expected.
Improvements envisioned include landscaping
and sidewalk upgrades that enhance the
pedestrian experience. The Plan also envisions
improvements to the availability of parking in
and around the Montana Avenue District to
ensure a successful retail street that
minimizes traffic impacts on the
surrounding neighborhood.
Land Use Parameters
(See chapter 2.1 Land Use Policy and Designations for
further information.)
goals and policies: montana avenue
2.6 - 58 | SANTA MONICA LUCE
Montana Avenue’s scale and land use pattern will be preserved. Enhancements to the streetscape will further improve the pedestrian environment.
MONTANA AVENUE DISTRICT
GOALS AND POLICIES
GOAL D33: To preserve and balance
uses on Montana Avenue that allow the
district to provide for the daily shopping
and service needs within walking distance
of the West Wilshire and North of Montana
neighborhoods, while also functioning as a
regional retail destination.
POLICIES:
D33.1 Maintain and enhance the balance
of local- and regional-serving businesses
to preserve Montana Avenue’s unique
mix of local-serving stores, boutique retail
establishments and eclectic dining venues.
D33.2 Maintain the neighborhood
commercial uses at the ground floor street
frontage on each block to reinforce the
pedestrian character of the district. Locate
office, other non-pedestrian commercial or
residential uses above the ground floor or
at the rear of the parcel.
D33.3 Groceries and convenient localserving retail within easy access to the neighborhood are encouraged.
D33.4 Encourage sidewalk dining to add
vitality to the sidewalk environment where it
meets established criteria.
GOAL D34: Protect and enhance the highquality, pedestrian-oriented environment of Montana Avenue.
POLICIES:
D34.1 Enhance the streetscape
environment to provide a more inviting and
comfortable environment for pedestrians.
D34.2 Maintain the low-scale and low-intensity
district character in all new and remodeled
buildings.
D34.3 Incorporate human-scaled elements
such as frequent entrances and display
windows, awnings, signage oriented to
pedestrians, and outdoor cafes into new and
renovated exterior façade improvements.
D34.4 Explore creative parking and trip
reduction solutions, including shared parking
opportunities to increase parking availability,
employee-oriented TDM programs for existing
and new businesses.
montana avenue | chapter 2.6
SANTA MONICA LUCE | 2.6 - 59
A proliferation of active, non-formula retail stores and land uses has given Montana Avenue a regional reputation as a great place to spend a day walking and window shopping.
In multi-story buildings, pedestrian-oriented ground floor uses are required.
GOAL D35: Ensure that the design of
new and remodeled buildings on Montana
Avenue are pedestrian-oriented with
the scale and character with existing
buildings and the surrounding residential
neighborhood.
POLICIES:
D35.1 Locate primary façades fronting
Montana Avenue with the face of the building
located on the property line or back side of the
sidewalk. Encourage a lively streetscape with
places for people to socialize, such as small
landscaped gathering spaces and plazas.
D35.2 Scale buildings to the pedestrian to
create an intimate sidewalk walking/shopping
experience. Utilize enhanced materials and
detailing on the façades where they are in close
proximity to the passing pedestrian.
D35.3 Design buildings with a variety of
heights, architectural elements and shapes to
create visual interest along the street. Utilize
meaningful combinations of materials and
articulation of building elements to create
shadow patterns to engage the eye.
D35.4 Avoid uniformly flat roofs or cornices in
order to create an interesting skyline.
D35.5 Incorporate generally continuous,
transparent (non-tinted) display windows facing
the sidewalk in all ground floor retail stores to
create interest for the pedestrian. To limit blank
walls or lengths of walls lacking pedestrian
interest, entrances to upper-level uses, such
as lobbies, are limited in length along the
sidewalk.
D35.6 Mixed-use developments should
have active ground floor uses that face
the boulevard with residential or office
development located on the upper floors.
D35.7 Limit the length of ground floor
entrances and lobbies to upper-level uses to
avoid breaks in the pedestrian streetscape
experience.
D35.8 Encourage sidewalk dining to establish
a social environment along the street where it
meets established criteria.
denotes sustainable policy
districts
2.6 - 60 | SANTA MONICA LUCE
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airport and business park | chapter 2.6
SANTA MONICA LUCE | 2.6 - 61
Pacific Ocean
Lincoln Blvd
Expo Station
Expo Alignment
“We should have Ocean Park
Boulevard lined with local businesses
with pedestrian-oriented uses.”
-Comment from Ocean Park/Sunset Park Placemaking
Workshop
The Santa Monica Airport is located at the southeastern quadrant of the City, and has played an important role in Santa Monica’s history.
The Santa Monica Business Park is located in a 52-acre
campus. Thousands of employees commute here every day.
SANTA MONICA AIRPORT AND
BUSINESS PARK DISTRICT
Location
The Santa Monica Airport and Business Park
are located in the southeast corner of the City.
The district is bound by Centinela Avenue and
single family residential areas in Los Angeles on
the east, Ocean Park Boulevard on the north,
single family neighborhoods in the City of Los
Angeles to the south, and Clover Park and the
Sunset Park neighborhood to the west.
Vision
In anticipation of the expiration of the “1984
Agreement” with the federal government
regarding the future operations of the airport,
a Santa Monica Airport/Business Park Specific
Plan is undertaken at the appropriate time.
This specific plan also addresses the potential
to redevelop the business park, the interface
with the neighborhood commercial along the
north side of Ocean Park Boulevard, and the
integration with the future use of the airport.
The specific plan calls for a new grid of streets
that extends the existing City grid of streets into
the planning area. Through the establishment of
a parking district, the existing expanse of surface
parking is replaced with shared, preferably
underground, parking structures thus freeing
up land for the roadway system, new open
space and for new mixed-use building sites
that define the southern edge of Ocean Park
Boulevard, and result in a cohesive well planned
environment. With the determination of the
future of the airport operations, the appropriate
type of land uses are identified for the airport
lands along with the planning of a new roadway
system, transit opportunities and infrastructure
requirements. An important aspect of the
specific plan is the interface with the adjoining
residential neighborhoods.
districts: airport and business park
2.6 - 62 | SANTA MONICA LUCE
The “1984 Agreement” between Santa Monica and the
federal government expires in 2015. The LUCE recommends a specific plan to explore the redevelopment of both the airport and the business park.
Current Conditions, Trends and Issues
Located just north of the airport, the Santa
Monica Business Park is an approximately
52-acre site constructed in the mid-1980s in
a low-density suburban office park style with
one- to four-story buildings surrounded by
surface parking. While the property fronts
Ocean Park Boulevard, access to the business
park is limited with only two public streets,
both of which are cul-de-sacs that dead-end
at the airport. The street environment of the
business park along Ocean Park Boulevard is
suburban in nature with surface parking lots
and buildings set back from the street. This
development pattern contrasts the more
neighborhood commercial character of the
north side of Ocean Park Boulevard, which
has a combination of small, single-story retail
stores and two- to three-story buildings built to
the edge of the sidewalk.
The Santa Monica Airport has played a
significant role in the history of the City.
The airport is a 227-acre general aviation
facility owned and operated by the City of
Santa Monica. The airport is not zoned, but
functions within a complex framework of
federal, state and local laws and regulations.
The Santa Monica Airport Agreement (“1984
Agreement”) with the Federal Aviation
Administration provides the primary regulatory
framework between the two government
entities for the airport’s operation. The
airport has a single runway which facilitated
over 127,000 aircraft operations (takeoffs
and landings) during 2007. The airport is
designated by the FAA as a “General Aviation
Reliever Airport” for Los Angeles International
Airport and has no scheduled airline service.
Strategic Approach
It is anticipated that a specific plan will explore
the redevelopment potential of the Business
Park, its interface with the neighborhood
commercial along the north side of Ocean
Park Boulevard, and how the area integrates
with the future of the airport. The surface
parking for the office park should be replaced
with residential housing and may consider
shared parking structures that then create
opportunities for a new access in the form of
a new street grid and pedestrian ways, open
space and new infill projects. The specific plan
will explore the methods to integrate both
sides of Ocean Park Boulevard into a welldesigned neighborhood commercial center, and the creation of a mixed-use neighborhood
with a balance of jobs and housing. During the
specific plan process, the City will reexamine
the land uses at the business park.
Land Use Parameters
(See chapter 2.1 Land Use Policy and Designations for
further information.)
chapter 2.5
SANTA MONICA LUCE | 2.5 - 63
airport and business park | chapter 2.6
| 2.6 - 63
The Santa Monica Business Park’s street frontage is a large surface parking lot, in contrast to the active, neighborhood-serving uses on the north side of Ocean Park Boulevard. The LUCE recommends converting these lots into more useful services for employees and for the neighborhood.
AIRPORT AND
BUSINESS PARK DISTRICT
GOALS AND POLICIES
GOAL D36: Create and adopt a specific
plan to transition the Santa Monica Business
Park and the Santa Monica Airport from
stand-alone elements to neighborhoods
integrated into the City.
POLICIES:
D36.1 The City shall work with the Federal
Aviation Administration, the State of California,
the Los Angeles County Airport Land Use
Commission, stakeholders and residents to
address issues of mutual concern including, but
not limited to, safety and noise.
D36.2 With the exception of housing
development, any redevelopment or
substantial changes to the Santa Monica
Business Park should not be allowed until
a specific plan is developed and approved.
Prior to the adoption of the new specific plan,
development standards and uses for the
business park shall be governed by the Office
Campus designation land use parameters.
D36.3 The Santa Monica Airport/
Business Park Specific Plan should set forth
an appropriate mix of land uses as well as
establish a framework of vehicular roadways
and pedestrian routes, open space and
shared parking facilities to create a complete
neighborhood.
D36.4 The Santa Monica Airport/Business
Park Specific Plan should interface carefully
with adjoining commercial uses and establish
standards and guidelines to transition to the
adjacent residential neighborhoods.
denotes sustainable policy
districts
2.6 - 64 | SANTA MONICA LUCE
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managing
change
CHAPTER 2.7
SANTA MONICA LUCE | 2.7 - 1
Many factors will affect the level of change
during the life of the Plan. Shifting market
forces on the national, international and
local stage will play a major role as private
investment is a critical part of the fabric of
existing communities. Regional pressures due
to the benefits of a strong economy, natural
population growth and in-migration also play
a part.
The LUCE allows the City to adjust the Plan
over the course of the next 20 years. To
accomplish this, the Plan includes a new
method to assess which components are
working well, and a new ability to modify
policies in response to changing conditions.
Frequent monitoring of important indicators
linked to the key goals enables the City to
respond and adapt the Plan as necessary
to ensure the community’s objectives are
achieved. It also allows the City to “put on
the brakes” if new development is out of step
with the open space, transportation, services
and other improvements needed to create
complete neighborhoods.
managing change
2.7 - 2 | SANTA MONICA LUCE
Civic participation is paramount to the success of longrange planning efforts. The City will continue to engage the community in shaping the future.
Specific tools, policies and actions are built
into the structure of the LUCE which provide
the City and the community with desired
outcomes, and the ability to manage change
and monitor progress.
However, some of the most important
changes in land use cannot occur without
City participation. Through a series of specific
planning efforts, the City will participate in the
design of the Expo Light Rail’s three station
areas: Bergamot Station, Memorial Park and
the Downtown. Each area will shape the
localized character and opportunities of its
station—where the transformative ability of the
light rail can be harnessed to achieve a vision
for the surrounding areas.
Neighborhood conservation is a primary goal
of the community and the LUCE. No significant
change is anticipated in the residential
neighborhoods. To ensure that, the City will
involve the community in the development
of specific programs designed to protect
neighborhood character, preserve courtyard
buildings, modify demolition regulations and
institute comprehensive parking management
programs.
Finally, the City will carry out monitoring of
specific performance measures designed to
assess the functionality of the LUCE policies
over time. Crucial among them will be the
implementation of a citywide Travel Demand
Model and monitoring of the TDM programs
to assess the achievement of the No Net New
Evening Peak Period Vehicle Trips goal.
After the Plan’s adoption, the community has
a central role in the Plan’s implementation.
Residents will be actively engaged in the:
Development of a series of area plans
Development of a Neighborhood
Conservation Program
Assessment and review of proposed activity
center overlay development
Review of proposed community benefits for
new development
Development of historic preservation
programs
Early and ongoing review of development
applications
Monitoring the Plan’s progress
PURPOSE
This chapter identifies the specific tools,
policies and actions built into the structure
of this Plan which provides the City and the
community with new controls over five key
areas of importance:
The location of uses
The type of uses
Quality controls
The amount of change
The rate of change
Additionally, this chapter identifies the actions
and measures that are critical components of
managing a land use plan over 20 years.
These measures and controls will be
incorporated into a new Zoning Ordinance to
reflect the LUCE’s land use recommendations.
Together with other elements of the General
Plan, as well as subsequent area plans, the
LUCE capitalizes on market forces to meet the
expressed goals of the community.
chapter 2.7
SANTA MONICA LUCE | 2.7 - 3
The five innovative controls incorporated into the LUCE are designed to phase in a sustainable future and provide the City and the community with the ability to monitor and control future conditions.
Location
of Uses
Type of
Uses
Amount of
Change
Rate of
Change
Quality
Controls
FIVE INNOVATIVE CONTROLS
INCORPORATED INTO
THE LUCE
One of the innovations of the LUCE is its
built-in and comprehensive system of growth
management. Designed to implement many of
the Sustainable City Plan’s central components,
the LUCE is founded on five key concepts
which allow the City to monitor and control
future conditions:
1. The location of uses – capitalizes on
existing and future transit, boulevards
and infrastructure.
2. The type of uses – creates
complete neighborhoods.
3. The quality controls – ensure private
and public improvements are assets for
the community.
4. The amount of change – is sustainable
and paced along with community facilities.
5. The rate of change – is continuously
monitored for community completeness and
fiscal health.
Location of Uses
In specifically identifying the location of
uses, the LUCE breaks from past practices;
it redirects residential investment away from
existing neighborhoods and locates new
housing on transit corridors and around
transit stations.
Links Change to Transit
New opportunities for affordable housing and
incentives for workforce housing are focused
on transit corridors to create mixed-use
buildings with pedestrian-friendly, local-serving
ground floor uses that encourage walking and
bicycling. Around the future Expo Light Rail
stations, such as Bergamot Light Rail Station,
the LUCE creates a diverse mix of housing
opportunities and employment with a focus on
creative arts, production and post-production
activities. In sum, the LUCE limits the area
available for change, targeting that change into
areas that are well-served by transit and where
they can help form complete neighborhoods
with local goods and services to create a high
quality of life.
Land Use Designations Locate Uses
The City will enforce the new land use
designations of the LUCE through a revised
zoning code.
Requires Transportation Demand
Management Districts
The City will facilitate the participation
of new developments in TDM Districts.
Measures to reduce trips and increase use
of alternative modes will be coordinated
with other development, employers and
institutions within close proximity. Provision of
employee incentives for alternative modes, and
improvements to pedestrian/bicycling facilities
will be incorporated.
Type of Uses
The types of uses in the LUCE respond to
the community, City Council and Planning
Commission’s desire to reduce overall regional
commercial uses along the boulevards and in
the districts.
managing change
2.7 - 4 | SANTA MONICA LUCE
Figure 6
45 ft Height Limit - Rear Yard
Stepbacks at Residential Properties
2 10 ft. Rear Yard Setback
25 ft. Height Above Property Line
45º Angle
PL
RESIDENTIAL
PROPERTY
1 3
3 45 ft. Maximum Building Height
15 ft.
10 ft. 2
3 2
1 1
3 4
4 10 ft.
10 ft.
Rear Yard Step backs at Residential Properties
10 ft. Rear Yard Setback
25 ft. Height Above Property Line
45 degree Angle
Average 55 ft. Maximum Building Height
1 2
3 4
The LUCE includes new development standards to ensure
respectful transitions between commercial development and adjacent residential properties.
Mixed-Use Housing Opportunities
The Plan proposes to transition commercial
office uses into new lively mixed-use residential
buildings which incorporate neighborhoodserving retail and uses on the ground floor; this reconfigures currently auto-dependent
boulevards into lively mixed-use centers
with wider sidewalks, bike connections and
buildings designed to be sensitive to the
surrounding context.
Community-Serving Benefits
Building over the base height of 32–35 feet
will be reviewed through a public process to
ensure that incentives for additional height
result in community benefits such as affordable
and workforce housing opportunities, child
care, cultural and open space and sensitive
historic preservation or adaptive reuse.
Local-Serving Retail and Office Uses
The City will encourage the location of localserving retail, services and office uses within walking distance of existing neighborhoods
and new development.
Quality of the City
The LUCE addresses the community’s desire
for livable spaces reflecting the character of
the City by providing measures to ensure
the quality of the City. These measures focus
on the quality of places, streets, districts
and neighborhoods that respond to the
community’s core values. The LUCE establishes
design policies and guidelines to encourage
ground floor open space and to shape new
projects so that the City’s character is preserved
and enhanced. It also encourages public
participation in early review.
Urban Design Requirements for
Boulevards and Districts
The LUCE provides urban design guidelines for
the boulevards and the districts. Development
standards will ensure respectful transitions to
neighborhoods and between buildings, and
compatibility of scale, mass and height. New
development will be reviewed for compliance
with design guidelines, with the opportunity for
community input through a public process.
Modification of Residential
Development Standards
The LUCE protects and enhances the
residential neighborhoods with conservation
strategies, complete green streets for walking,
strolling and playing, and pays special attention
to the connections between neighborhoods
and their adjacent boulevards where residents
go to socialize and shop. New neighborhood
conservation strategies will strive to preserve
the character of the City’s neighborhoods.
New development standards for construction
in residential areas will address neighborhood
conservation and will modify demolition
regulations to preserve character and scale,
define sensitive transitions and establish
building envelopes that preserve access to
light and air.
Ground Level Open Space
The LUCE provides design standards for
increased ground level open space and
incentives for open space as a community
benefit.
chapter 2.7
SANTA MONICA LUCE | 2.7 - 5
At its core, the 2009 LUCE is a conservation plan aimed at conserving and protecting residential neighborhoods.
Connectivity and Access
The City will ensure that new development in
the districts is constructed according to the
principles of a complete neighborhood and
provides connectivity and access to transit and
to adjacent neighborhoods.
Increased Public Review
The Plan provides for an enhanced public
review process for proposed development.
The public will have the ability to provide
early comment on the design characteristics of
development proposals requiring discretionary
review during the concept review stage, prior
to the filing of a formal application.
Amount of Change
The LUCE reduces the overall amount of
potential change which can take place over
the next 20 years. It is a conservation plan,
preserving all of the City’s residential areas,
carefully reducing pressure for residential
growth in existing neighborhoods by allowing
development demand to be accommodated in
identified transit corridors. The Plan preserves
the City’s open spaces, light industrial areas,
Beach and Oceanfront, and local neighborhood
commercial streets such as Main Street and
Montana Avenue. The existing scale and
character of approximately 96 percent of the City
will be maintained by the LUCE land use policies.
Limited land area available for change will result
in limited change.
A Conservation Plan
The City will monitor to ensure the development
of Neighborhood Conservation Overlay
Districts, and the modification of demolition and
development standards.
Reduction in Amount of
Regional Commercial
The LUCE goals and policies, to be implemented
through the revised Zoning Ordinance,
encourage mixed-use development in favor of
large-scale regional-serving commercial uses.
LINCOLN BLVD
WILSHIRE BLVD
MONTANA AVE
OCEAN PARK BLVD
Pacific Ocean
Expo Stations
Expo Line
Areas of
Conservation
AREAS OF CONSERVATION
H
H
managing change
2.7 - 6 | SANTA MONICA LUCE
Reduction in the Maximum Base Height
The LUCE modifies the maximum ministerial base
height for new development on the boulevards
and in the districts to 32 feet.
Modifying the Overall Building Envelope
The LUCE requires front average step backs
and rear step downs adjacent to residential
neighborhoods to ensure compatibility.
Rate of Change
A key innovation of the LUCE is controlling and
phasing the rate of change to ensure that change
occurs in concert with improvements to roadways,
transit and open space. This phasing is necessary
to ensure that complete neighborhoods have
the necessary components for quality of life
improvement and trip reduction, such as localserving retail and dining, physical improvements to landscaped streets, addition of bicycle routes
and facilities and provision of pleasant walking
environments. Through the combination of
monitoring performance measures, and scheduling
the investment in public facilities (including shared
parking districts and public parking) a phased
implementation will be achieved.
Establishes Performance Measures
for Monitoring
The LUCE establishes a mechanism to measure
how the Plan is achieving its objectives. A key
tool will be the establishment of performance
measures to monitor:
The success of the LUCE in creating a livable
environment
The ability to move about the City with ease
by increasing connectivity and access via walking,
biking and transit
Achievement of community expectations
for quality of life, protecting and conserving
residential neighborhoods and providing
additional housing opportunities for the most
vulnerable
Creation of a locally-focused quality-built
environment that is compatible with the
neighborhoods and creates additional jobs,
allowing people to walk and shop in their own
neighborhoods
Provision for residents to access community
facilities, arts and cultural experiences
Maintenance of fiscal responsibility to ensure
that municipal financial resources are able
to support the community’s expectations for
management and maintenance, walkability,
biking, and alternative transit modes and shuttles
Citywide Traffic Model
The City’s first comprehensive citywide Travel
Demand Model will enable the City to monitor
the success of the trip reduction strategies and
the success in providing access to destinations
by walking, bicycling and transit, transition of
employees out of cars and into other modes
(reduction of single-occupant vehicles),
monitoring the travel times along major corridors,
and including system-wide pedestrian and
bicycle access.
Regular Review of Plan Performance
The LUCE performance review will be
coordinated with the Sustainable City Report
Card. When possible, the LUCE performance
measures will utilize the regularly performed
citywide survey to assess more qualitative
measurements that deal with community
perception and opinion. The first performance
review will be published within five years after
the adoption of the LUCE.
Ability to Adjust the Plan
The City will monitor implementation to ensure
that transportation improvements and land use
progress together.
Monitoring and review: Performance measures and indicators of success will be reviewed to ensure that the City is on track with its stated goals and objectives.
chapter 2.7
SANTA MONICA LUCE | 2.7 - 7
The LUCE promotes a collaborative approach to planning, and allows for every stage of Santa Monica’s evolution to be monitored and refined by the community.
CONTROLLING AND
MANAGING CHANGE
Growth management is integrated into the
LUCE through the actions outlined in the
five controls described above. In addition,
change will be constrained more specifically
by two major factors that the City can control:
activities that need City participation, and Plan
monitoring.
City Participation
Public Transit Investment
The most important transportation
improvement to occur in Santa Monica is the
construction of the Expo Light Rail. The light
rail is anticipated to begin operation in 2015.
The City will participate in the creation of
infrastructure improvements to support station
access, including connecting complete green
streets, sidewalks and bike paths. The City will
implement the design and monitor the pace of
the supporting infrastructure.
Neighborhood Conservation
The City will establish a process for the
creation of Neighborhood Conservation
Overlay Districts, and for modifying demolition
and development regulations in the
neighborhoods.
Historic Preservation
Innovative tools to preserve historic resources,
such as a Transfer of Development Rights that
will establish sending areas and receiving areas
in the boulevards and transit areas, will be
created. The establishment of comprehensive
parking management programs will provide
flexibility in developing neighborhood parking
solutions and will also promote adaptive reuse
of older buildings.
Plans for each Mixed-Use Activity Center
Overlay
The City will develop area plans for each
activity center overlay. It is anticipated that
City participation will be required to ensure
any necessary parcel consolidation and/
or the coordination of the private sector in
the provision of shared parking at proposed
activity center overlays. Plans will include:
Criteria by which development will proceed
Location, timing, and amount of land uses
Requirements of development on hard and
soft infrastructure such as transportation, water,
sewage and energy consumption
Collaboration with property owners,
tenants, and most importantly, the surrounding
neighborhoods, institutions and businesses.
Plans will address the phasing of each activity
center to ensure that the rate of growth does
not negatively impact the character of adjacent
neighborhoods
managing change
2.7 - 8 | SANTA MONICA LUCE
Plan Monitoring and Modification
The LUCE commits to regular monitoring of
the progress of the Plan through performance
measures tied to Plan goals while managing
the pace and type of change. Such an
approach provides for adaptation of policies
and implementation measures throughout the
life of the Plan. The LUCE monitoring system
builds upon the precedent of the Sustainable
City Plan’s indicators and regular reporting.
Performance measurements will parallel key
goals of the LUCE to ensure that performance
matches the community vision. Potential
measures can be organized into five core
areas that relate to the framework elements
of the Plan:
1. Complete Community
Identifies progress toward the LUCE vision
of sustainable, accessible, and complete
neighborhoods where residents can live, shop,
play, and socialize locally. Factors to evaluate
could include the availability of local-serving
businesses, diversity of housing opportunities
in the transit areas and open space.
2. Neighborhood Conservation
Monitors success in conservation and
protection strategies for residential
neighborhoods and whether the
Neighborhood Conservation initiative has
been successful in retaining the strong sense
of community and connectedness that defines
many of Santa Monica’s neighborhoods.
Factors to evaluate could include monitoring
the number of demolished units and
abandoned properties, resident perception
surveys, comparing new and existing
structures and the diversity of housing types.
3. Transportation Choice
Measures success of proactive congestion
management policies including No Net New
Evening Peak Period Vehicle Trips as measured
by the Transportation Demand Model, transit
quality, and mode shift from vehicles to transit,
walking and biking. Factors to evaluate could
include vehicle miles traveled per capita,
greenhouse gas emissions per capita and the
accessibility to high-frequency public transit.
4. A Fiscally Healthy City
Ensures a fiscally healthy city to generate
revenues that support continued high levels of
services and quality of life. Factors to evaluate
include municipal revenue sources, costs of
services, and the number of locally-owned
businesses.
5. Public Engagement
Gauges the perception of stakeholders in civic
life and the community involvement process
that should allow for meaningful input, sharing
of information and a clear understanding of
why decisions are made. Factors to evaluate
could include the range of methods by which
the public is informed of public meetings,
and the diversity of participation and
representation at community meetings
and workshops.
Based on the assessment of Plan progress,
and trends in the data, the City has the
opportunity to adapt the Plan to changing
conditions. Adaptive management strategies
could include “putting on the brakes” for new
development, modifying goals and policies of
the Plan, adjusting priorities for infrastructure
investment, and adjusting funding for shared
parking, street improvements, public transit,
TDM programs, bicycle parking and facilities,
and other streetscape improvements.
(See chapter 5.0 Measuring Progress for further
information.)
sustainability
and climate change
CHAPTER 3.1
SANTA MONICA LUCE | 3.1 - 1
Since 1994, Santa Monica has been a national
leader in the art and practice of sustainability.
With the adoption in that year of the
Sustainable City Plan, the City committed
itself to planning in a new way. The LUCE
addresses the eco-structure of Santa Monica
as a community of interdependent parts,
recognizing the interconnection of all its
policy decisions, and establishing the goal of
preserving its resources now and for future
generations.
The LUCE places Santa Monica at the forefront
of sustainable planning practices. It conserves
the City’s neighborhoods and historic
resources, expands open space and creates
new opportunities for housing where few or
none currently exist. It reduces the amount
of regional-serving commercial growth and
encourages smaller-scale local-serving uses and
housing. It also requires that new development
be connected directly to transit, creating
a multi-modal transportation system that
incentivizes walking, biking and transit, and
encourages local-serving retail within walking
distance of existing and new neighborhoods.
sustainability and climate change
3.1 - 2 | SANTA MONICA LUCE
The 2003 Sustainable City Plan established guiding principles that helped to inform the LUCE.
The Plan reorients the City’s auto-dependent
boulevards into inviting avenues with
improved transit, wider sidewalks, distinctive
architecture, landscaping and neighborhoodfriendly services. It requires new development to respect Santa Monica’s heritage with
compatible and quality design, ensuring a
sense of place where local residents will be
attracted to shop, work and live. Furthermore,
it establishes the goal of No Net New Evening
Peak Period Vehicle Trips, designed to achieve
the City’s goal of reducing congestion and
carbon emissions. The Plan celebrates Santa
Monica’s beaches and its creative arts. It
provides for monitoring of and offers measures
for controlling growth, allowing the community
to adjust the Plan over the years.
The LUCE links new development and urban
character and form with a paradigm shift in
transportation that emphasizes mode choice
and creates a robust network of pedestrian,
bicycle and transit options. It provides a
comprehensive, coordinated approach to
evaluating policy decisions and projects
requiring that all land use, transportation,
design and development projects respond
to the City’s identified social, ecological and
sustainability goals.
In endorsing this approach, the community
addresses the most challenging aspect of
achieving the aims of the Sustainable City
Plan—embracing the challenges of today as
an opportunity to forge a better tomorrow.
STATE CLIMATE CHANGE
LEGISLATION AND THE LUCE
State Legislation
Assembly Bill 32 (2006): The State of
California passed AB 32, the California Global
Warming Solutions Act, the landmark climate
change legislation of 2006. This act commits
the state to reducing greenhouse gas (GHG)
emissions to 1990 levels by 2020, and to 80
percent below 1990 levels by 2050. It also
establishes a timeline for the California Air
Resources Board (ARB) to adopt regulations
to achieve this goal. Two years after AB 32
was passed, in 2008, the ARB finalized a
statewide Scoping Plan on how to reduce GHG
emissions.
Following passage of this bill, the California
Attorney General’s office signaled its intent to
begin enforcing the purpose of this legislation,
and took the position that local governments
must take AB 32’s emission reduction targets
into consideration under the California
Environmental Quality Act (CEQA). CEQA
requires feasible mitigation of significant
environmental impacts arising from a city’s land
use policies and development projects.
Through a series of comment letters,
administrative actions and legal challenges to
specific jurisdictions such as San Bernardino
County, the Attorney General’s office has
provided policy direction for local governments
in light of AB 32:
Land Use. Land use is a significant
contributor of GHG emissions, and local
governments must make decisions regarding
land use with AB 32’s goals in mind.
General Plans. Local governments must
incorporate AB 32 analysis into their general
plans, specific plans, and other planning and
design documents.
chapter 3.1
SANTA MONICA LUCE | 3.1 - 3
Climate Action Plans. Local governments
should have climate action plans that lay out
the course of addressing climate change,
including implementation strategies and
monitoring mechanisms.
Senate Bill 375 (2008)
In 2008, California passed the companion
bill SB 375, which provides the implementing
policies to achieve the GHG emission reduction
goals through better transportation and
land use planning. It requires metropolitan
planning organizations to create a Sustainable
Communities Strategy to reduce GHG
emissions and requires that funding decisions
for regional transportation projects be
internally consistent with the strategy. In
essence, SB 375 ties state transportation
funding decisions to land use and links regional
planning efforts for transportation and housing.
Local governments will play an important role
in designing and meeting these requirements
in their land use and transportation plans.
California Air Resources Board (ARB)
Guidance on Planning to Reduce
GHG Emissions
The ARB Scoping Plan provides guidance
on meeting the targets for GHG emissions.
It identifies the important role of local
governments in siting and designing new
residential and commercial developments in
ways that reduce GHG emissions associated
with vehicle travel. The guidance includes
support for infill, affordable and transit-oriented
housing development and land use changes. It
specifically identifies uniting land use patterns
and infrastructure to promote low-carbon travel
choices such as transit, carpooling, walking and
biking.
Additional measures include, but are not
limited to, the following:
Aggressive land use and transportation
planning policies, including more compact,
mixed-use development with higher residential
and employment densities served by transit
Increased opportunities for more affordable
and workforce housing strategically located
in mixed-use sites near employment or public
transportation
Programs to reduce vehicle trips, like
employee transit incentives, telework
programs, car-sharing, parking policies, public
education programs and other strategies
Creation of complete neighborhoods with
local services within walking distance
Congestion pricing strategies to provide a
method of efficiently managing traffic demand
while raising funds for needed transit, bike and
pedestrian infrastructure investment
Changes in travel and land development
likely to result from passenger rail expansion
Promotion of energy and water efficient
buildings (LEED) through green building
ordinances, project timing prioritization and
other implementing tools
Promotion of green procurement and
alternative fuel vehicle use through municipal
mandates and voluntary bid incentives
Support for urban forestry through tree
planting requirements and programs
sustainability and climate change
3.1 - 4 | SANTA MONICA LUCE
HOW THE LUCE MEETS THE STATE’S CLIMATE CHANGE REQUIREMENTS The recommendations of the LUCE are designed to implement long-term programs designed to reduce the City’s per capita carbon footprint and its overall impact on the environment by creating:
New opportunities for locating mixed-use development along transit corridors New opportunities for the creation of complete neighborhoods along rail and transit corridors New programs to encourage alternative modes of transportation and reduce dependence on single-occupancy vehicle trips New requirements for participation in TDM programs and payments of impact fees New opportunities for creating affordable and workforce housing near transit and employment LUCE Comprehensive Land Use Policy
Land use policy encourages new development to be located near transit-rich corridors or Expo Light Rail stations New transit villages at Expo Light Rail stations optimize investment in transit and create complete neighborhoods of mixeduse buildings with affordable and workforce housing located within walking distance of jobs, public gathering places and local services Complete neighborhoods include diversity of housing
opportunities, walkability to local-serving retail, cafes, parks and entertainment, continuous sidewalks and bicycle trails
Incentives encourage mixed-use infill development on existing commercial corridors with transit
Existing neighborhoods will be connected to new development and services through improved walking and bicycling trails Trees, landscaping and open space will be required in existing neighborhoods and in new development to encourage walking
Green building technologies and energy efficiency will be required for new development and will be encouraged in existing buildings
LUCE Comprehensive Transportation Policy
New development located near existing or proposed transit Proactive congestion management with the goal of No Net New Trips
New development participation in TDM programs to reduce vehicle trips and provide incentives such as transit passes, carsharing, vanpooling and shared parking (including sharing of existing parking)
Establishment of Transportation Management Ordinance
impact fees and parking fees to support improvements in alternative modes of transportation
Adjustment of parking requirements (unbundled) as
appropriate to encourage shared parking arrangements
Parking pricing to reflect the true cost of parking and expanded management options for residential parking permit districts including exploring limits on availability
Improved facilities and incentives to encourage walking, biking and transit
Performance measures and design guidelines to
monitor compliance
chapter 3.1
SANTA MONICA LUCE | 3.1 - 5
1 California Air Resources Board “California Greenhouse Gas Emissions Inventory Summary 1990-2004”(2008).
2 Ewing, Reid, et. al., “Growing Cooler: The Evidence of Urban Development and Climate Change,” Urban Land
Institute (2007).
Access, connectivity and mobility are central themes running throughout the LUCE. It suggests that density, access to transit and land use diversity can combine to reduce GHG emissions.
A comprehensive transportation strategy includes options for all users and provides facilities and services that enhance the mobility network.
ANALYSIS OF LUCE’S POLICY
ON CLIMATE CHANGE
Land Use and Climate Change
The LUCE is anticipated to lead to significant
reductions in GHG emissions from the
transportation sector. The transportation sector
is the largest source of emissions in California,
contributing to 36 percent1
of all statewide GHG
emissions. Land use is a significant contributor
to GHG emissions in the transportation sector
because it largely determines Vehicle Miles
Traveled (VMT). VMT, in turn, translates into
tailpipe emissions per mile traveled. While
the state is taking efforts to reduce tailpipe
emissions through fuel economy standards and
cleaner fuels, it is recognized that California will
not be able to meet its AB 32 emissions targets
without addressing land use and VMT.
A nationwide analysis of land use and VMT
concludes that land use has the potential to
reduce VMT by 20–40 percent.2
This translates
into significant GHG emissions over time
that can potentially be avoided in California.
Transportation emissions constitute the largest
share (41 percent) of all GHG emissions in Santa
Monica, and the LUCE creates a framework to
address transportation emissions.
Several land use factors drive VMT, including
residential density, land use diversity, distance to
quality transit service, pedestrian/bike-oriented
streetscape design and distance to desirable
destinations. These factors can be summarized
as follows:
As a rule of thumb, each doubling of density
is anticipated to reduce VMT by 30 percent.
Diversity of local land uses—including retail,
services, and employment near each other—
reduces the need to drive to meet daily needs.
Streetscape and façade design, as well as
bike and pedestrian infrastructure encourage
walking and bicycling over auto use.
A quarter-mile to a half-mile distance to
frequent transit service promotes public transit
use over the automobile.
Close proximity to attractive destinations,
such as supermarkets, cafes, and restaurants,
reduces auto travel.
Mixed-use transit-oriented development is an
effective means of reducing future VMT. Mixed
uses at transit stations have the compounding
effect of increasing and supporting mass transit
ridership throughout the day, as diversity of land
uses generate a variety of trips during different
times of day and days of the week, including
work-related, recreational, and personal vehicle
trips.
sustainability and climate change
3.1 - 6 | SANTA MONICA LUCE
Integration of land use and transportation: Areas of the City that are served by multi-modal transportation systems provide residents and visitors with alternatives to automobile travel. Additionally, concentrating housing around localserving land uses reduces an individual’s need to make multiple vehicle trips. The jobs/housing balance has been found
to be a notable predictor of VMT; proximity
of jobs near housing reduces daily commute
distances. Jobs and housing near transit further
facilitate access to employment independent of
the automobile.
Land use policies that encourage these
principles are anticipated to lead to significant
GHG emission reductions. The LUCE’s land
use and transportation vision will help Santa
Monica meet California’s GHG emission
reduction targets. In addition, the Sustainable
City Plan includes goals of reducing GHG
emissions 30 percent below 1990 levels by
2015 for municipal operations and 15 percent
below 1990 levels for the community as
a whole.
The LUCE’s Approach to Sustainability
and Climate Change
At its core, the LUCE unites environmental,
land use, economic, transportation and social
concerns into a single, flexible, long-term
plan for the City that includes the goals of
sustainability outlined in the Sustainable City
Plan. More specifically, the LUCE addresses
climate change through its land use and
transportation decisions such as focusing
development near transit, creating complete
neighborhoods and supporting transit and
nonmotorized travel. The Plan includes the
social aspects of sustainable development
by addressing affordable housing, access to
jobs and job training. It provides guidance to
reduce the consumption of natural resources
such as water and energy. And it helps to
create a long-term sustainable economy with
a focus on green jobs and technology. The
LUCE expands Santa Monica’s role as a leader
in sustainability in the region and in the nation.
Specific aspects of the LUCE’s approach to
sustainable development are discussed in this
chapter.
Integration of Land Use and Transportation:
Focusing Development near Transit
The LUCE links land use to transportation,
directing development toward specific areas
served by transit including the Expo Light Rail
stations at Bergamot Station, Memorial Park
and Downtown, and the Metro Rapid Bus
transit corridors such as Wilshire and Lincoln.
Focusing development reduces reliance on
the automobile, reduces per-capita VMT in
the City and reduces GHG emissions and
energy use. This approach addresses overall
traffic congestion in the City and the region
and promotes a more walkable, healthy and
physically active community.
chapter 3.1
SANTA MONICA LUCE | 3.1 - 7
Local Retail &
Dining Options
Neigborhood
Gathering Place
Healthy
Urban Forest
Pedestrian
Pathways
Shared Community
Open Space
Complete Street
> Pedestrian >Bicycle
>Sustainable >Transit
Active Ground
Floor Uses
Variety of
Housing Types
Complete neighborhoods: Providing additional benefits in the City’s existing residential neighborhoods, like pathways, green connections, and better retail and service amenities can combine to create complete neighborhoods that are comfortable, active and sustainable.
Transit Villages
The LUCE directs the majority of growth toward
the Bergamot Transit Village, Memorial Park
and Downtown Light Rail station areas. Each
of these transit-oriented areas will be situated
within a quarter of a mile or less of future Expo
Light Rail stations, planned for operation in 2015.
Each will feature a diversity of uses including a
range of housing types and levels of affordability,
employment opportunities, local-serving retail
and services, arts and cultural facilities and open
spaces. The transit villages will be designed
to maximize pedestrian, bicycle and public
transit access, and circulation, thereby reducing
automobile dependence.
Taken together, these mixed-use transit-oriented
districts will accommodate the majority of
population growth in Santa Monica over the
coming decades. Of these mixed-use transit
districts, the Downtown will continue to serve as
the commercial core of the City and as a hub for
the Metro Rapid lines and citywide Big Blue Bus
service. The other Expo Light Rail stations—at
Bergamot Station and Memorial Park—will be
transformed into mixed-use neighborhoods
with a wide diversity of uses. New jobs and
employment will be located near transit to
reduce vehicle trips while creating a healthy
job base.
Transit Boulevards
The LUCE also directs growth to existing highfrequency transit corridors locating mixed-use development at key activity center overlays
associated with transit crossroads. These boulevards
include Wilshire, Santa Monica, Broadway,
Colorado, Olympic, Lincoln, Pico and Ocean Park.
Wilshire, Santa Monica, Colorado, and Lincoln in
particular will serve as multi-modal boulevards with
a variety of transit options. The City will also seek
to encourage additional affordable and workforce
housing along these corridors, with an emphasis
on housing near employment centers and primary
transit stops. All of the transit boulevards should
include significant pedestrian improvements to
make walking safer and more attractive.
Such mixed-use transit and pedestrian-oriented
corridors and activity center overlays will
significantly reduce local VMT and GHG emissions.
Complete Neighborhoods
The LUCE envisions the creation of complete
neighborhoods, where residents live within
walking distance of local-serving goods and
services, employment, transit, open spaces and
public gathering places. By enabling residents
daily needs to be met within walking distance, and
by increasing local-serving goods and services, the
City anticipates reductions in the total number of
VMT and GHG emissions and energy use from the
transportation sector.
sustainability and climate change
3.1 - 8 | SANTA MONICA LUCE
Santa Monica
High School
Santa
Monica
College
Santa Monica
Big Blue
Bus Yards
San Vicente
Median Park
San Vicente
Median Park
San Vicente
Median Park
San Vicente
Median Park
Palisades Park
Palisades Park
Ocean Park
PocketPark
Lincoln
Middle
Franklin
Elementary
Crescent
Bay Park
Barnard Way
Linear Park
Barnard Way
Linear Park
Public
Safety
Facility
City Hall
Woodlawn
Cemetery
Will Rogers
Elementary
Virginia
Ave Park
Stewart
Park
St. John's
Hospital
South
Beach
Park
School
District
Offices
Schader Park
Santa Monica
Hospital
SMC
Madison
Campus
SMASH
Roosevelt
Elementary
Pier
Lot#8
Lot
#7
Lot
#12
Park
Drive
Park
Park
Ozone
Park
Olympic
High School
Ocean
View
Park
Ocean
Park
Library
Montana
Library
Memorial
Park
McKinley
Elementary
Marine
Park
Main
Library
Los
Amigos
Park
Ken
Edwards
Center
Joslyn
Park
John Muir
Elementary
John Adams
Middle
Hotchkiss
Park
Grant
Elementary
Fairview
Library
Edison
Elementary
Douglas Park
PacificSt
Park (Dog
Park)
County
Court
House
Clover Park
Civic
Center
City
Yards
Reed Park
California
Heritage
Museum
Beach
Park #1
Beach Maintenance
Ashland
Park
Animal
Shelter
Airport
Euclid
Park/Hacienda
DelMar
Beach
Park #4
Chess Park
Airport
Park
Brentwood
(City of Los Angeles)
Venice
(City of Los Angeles)
SMC
Arts
Campus
Santa Monica
Swim Center
Annenberg
Community
Beach House
Goose
Egg
Park
P P
P
P P
P P P
P
P
P
P
P
P
P
P P
P
P P
P
P P
P P P P P P
P P
LINCOLN BLVD LINCOLN BLVD WILSHIRE BLVD SANTA MONICA BLVD WILSHIRE BLVD SANTA MONICA BLVD
PICO BLVD
PICO BLVD
OCEAN PARK BLVD
OCEAN PARK BLVD
14TH ST
26TH ST
11TH ST
14TH ST
17TH ST
26TH ST
23RD ST
PRINCETON ST
HARVARD ST
STANFORD ST
CENTINELA AVE
20TH ST
11TH ST
3RD ST
5TH ST
14TH ST
MICHIGAN AVE 20TH ST
CLOVERFIELD BLVD
11TH ST
OCEAN AVE
OCEAN AVE
SAN VICENTE BLVDGEORGINA AVECARLYLE AVEMARGUERITA AVEALTA AVEMONTANA AVEIDAHO AVEWASHINGTON AVECALIFORNIA AVE
ARIZONA AVE
BROADWAYCOLORADO AVEOLYMPIC BLVD
MONTANA AVE
OLYMPIC BLVD
BERKELEY ST
MAIN ST
4TH ST
6TH ST
7TH ST
PEARL ST
EXPOSITION BLVD
NEILSON WAY
16TH ST
17TH ST
OCEAN PARK BLVD
OCEAN PARK BLVD
PEARL ST
23RD ST
28TH ST
STEWART ST
SANTA MONICA BLVD
14TH ST
17TH ST
26TH ST
20TH ST
11TH ST
5TH ST
14TH ST
MICHIGAN AVE
11TH ST
OCEAN AVE ARIZONA AVE
BROADWAY
STEWART ST
31ST ST
7TH ST
4TH ST
LINCOLN BLVD LINCOLN BLVD WILSHIRE BLVD SANTA MONICA BLVD WILSHIRE BLVD SANTA MONICA BLVD
PICO BLVD
PICO BLVD
OCEAN PARK BLVD
OCEAN PARK BLVD
14TH ST
26TH ST
11TH ST
14TH ST
17TH ST
26TH ST
23RD ST
PRINCETON ST
HARVARD ST
YALE ST
STANFORD ST
CENTINELA AVE
20TH ST
11TH ST
3RD ST
5TH ST
14TH ST
MICHIGAN AVE 20TH ST
CLOVERFIELD BLVD
11TH ST
OCEAN AVE
OCEAN AVE
SAN VICENTE BLVDGEORGINA AVECARLYLE AVEMARGUERITA AVEALTA AVEMONTANA AVEIDAHO AVEWASHINGTON AVECALIFORNIA AVE
ARIZONA AVE
BROADWAYCOLORADO AVEOLYMPIC BLVD
MONTANA AVE
OLYMPIC BLVD
BERKELEY ST
FRANKLIN ST
MAIN ST
4TH ST
6TH ST
7TH ST
PEARL ST
EXPOSITION BLVD
NEILSON WAY
16TH ST
17TH ST
OCEAN PARK BLVD
OCEAN PARK BLVD
PEARL ST
23RD ST
28TH ST
STEWART ST
SANTA MONICA BLVD
14TH ST
17TH ST
26TH ST
20TH ST
11TH ST
5TH ST
14TH ST
MICHIGAN AVE
11TH ST
OCEAN AVE ARIZONA AVE
BROADWAY
STEWART ST
31ST ST
7TH ST
4TH ST
Paci c Ocean
Boulevard
Key Pedestrian Route: Priority Investment
Downtown
Updated 11-03-2009
MILES
Walking Network
City of Santa Monica
Land Use and Circulation Element
N
0 0.25 0.5
Multi-Family Neighborhood
Neighborhood Retail/Commercial
Single Family Neighborhood
Shared Streets Commercial/Industrial
Light Rail Stop
Recreation
Investment Focus Area
Shared Streets Neighborhood
Key Crossing
Safe and comfortable walking environment is critical. Landscaping, wide sidewalks and on-street parking improve the physical environment.
Destinations for strolling, designed to allow pedestrians to pass each other comfortably.
Access improvements to walking destinations such as schools, recreation facilities, and commercial areas.
Destinations for walking as fitness and social activity.
Locations known to be difficult to cross that should be thoughtfully evaluted and invested in.
Destinations for strolling, designed to allow pedestrians to pass each other comfortably.
Pedestrians should be able to pass on the sidewalk. Ramps are aligned with sidewalk paths of travel and there are buffers from moving cars.
Pedestrians should have safe sidewalks and be buffered from moving cars.
Sidewalks should be installed, vehicles should travel slowly enough to safely mix with pedestrians.
New investment should emphasize pedestrian connections within and through the area, including new routes.
Superior pedestrian access and amenities.
Priority pedestrian access.
Serving as areas where autos travel slowly enough to safely mix with people walking or bicycling. Shared streets may not be wide enough to accommodate separate zones for people walking, bicycling, parking or driving.
Major Bus Stop
Future Major Bus Stop
Locations that should be easily accessed by pedestrians and investment focused.
Community Facility
Pedestrian Routes: Strategic Improvements
Locations where it is difficult for people to walk and where improvements should be strategically pursued
Disclaimer:
This map of the City of Santa Monica has been provided
for illustration purposes only. Every reasonable effort has been made to ensure the accuracy of the maps provided,
however, some information may not be accurate. The City of Santa Monica ("City") provides this map on an "AS IS" basis. The City assumes no liability for damages arising from errors or omissions. THE MAPS ARE PROVIDED WITHOUT
WARRANTY OF ANY KIND, either expressed or implied,
including but not limited to, the implied warranties of merchantability and fitness for a particular purpose. Do not make any business decisions based on this map before
validating your decision with the appropriate City office.
Santa Monica’s Walking Network. (See chapter 4.0 Circulation for further information.) A wider variety of uses will also be available
along the transit corridors and in the activity
center overlays which are located within
walking distance of neighborhoods. Bringing
more goods, services and jobs within walking
distance of the majority of residences will
result in fewer vehicle trips.
Another outcome of these complete
neighborhoods policies will be increased
land use diversity and an urban landscape
that caters to pedestrians, bicyclists and
public transit. Both land use diversity and
nonautomotive design will help reduce VMT
and GHG emissions in existing neighborhoods
over time.
Pedestrian-Oriented Urban Design
and Architecture
The physical design of a building and the
relationship of the individual buildings to
one another in a rich urban fabric are critical
for creating attractive environments that
encourage walking, biking and transit use.
Throughout the LUCE, policies and actions
ensure that buildings are designed in such
a way as to support transit use, walking and
biking while also protecting existing residential
neighborhoods. Examples of such policies
include locating buildings with their façades
on the property line or back side of the
sidewalk, providing buffers between mixed-use
development on the boulevards and adjacent
residential areas, encouraging active uses
on the ground floor to make walking more
interesting and locating parking away from the
pedestrian environment.
Bicycle and Pedestrian Network
The LUCE includes a strong focus on creating
expanded bicycle and pedestrian networks
throughout the City. Walking is the backbone
of the transportation system since every transit
trip and car trip begins with a walk to the bus
or car. The LUCE seeks to make walking safe
and pleasurable for everyone, on all streets and
at all times of the day. This includes continuous
sidewalks throughout the City, pedestrian
enhancements such as benches, shade trees
and crosswalks, and greatly expanded Safe
Routes to School programs.
Bicycling is the most efficient form of
transportation and the number of trips made
by bike in Santa Monica can be greatly
chapter 3.1
SANTA MONICA LUCE | 3.1 - 9
Reducing Net New Evening Peak Period VehicleTrips
requires a multipronged approach. The LUCE recommends
new programs and policies, as well as fees, that seek to curb the effects of traffic and congestion in the City.
increased. It is also a carbon-neutral and timecompetitive alternative to the automobile. To facilitate bicycling, the City seeks to create
a complete network of high-quality bicycle
facilities, with an aim to increase the number
of people who use bicycles for everyday
transportation. Policy ideas include:
Developing bicycle-friendly design standards
for roads
Working with regional partners to extend
bicycle connectivity beyond the City’s borders
Collaborating with schools to encourage
bicycle use
Enhancing the attractiveness of existing bike
routes
Encouraging employers to provide bicycle
infrastructure and shower facilities
Installing additional bike racks and storage in
priority areas
Developing a way-finding system for cyclists
Monitoring bicycle parking demand
Developing a bicycle master plan
Taken together, these measures will make
walking and biking much more attractive
transportation options, and subsequently
reduce the City’s GHG emissions. There will
also be an increase in the physical activity of
residents, which will translate into positive
health benefits.
No Net New Evening Peak Period
Vehicle Trips
The LUCE establishes a bold goal of No Net
New Evening Peak Period Vehicle Trips from
2009 levels. This major policy goal will have a
tremendous impact on GHG emissions. The
City seeks to meet its goal of No Net New
Trips through a variety of proactive programs,
including transportation impact fees, TDM
strategies, incentives for alternative modes of
arrival, congestion management and parking
management strategies.
Transportation Impact Fees
In addition, new development generating
additional trips will be assessed for a
transportation impact fee as well as being
required to incorporate TDM strategies to
reduce vehicle trips. Mitigation fees will
support the City’s nonautomotive circulation
infrastructure and services, including bus stop
amenities, pedestrian/bike infrastructure and
increases in bus service frequency.
Transportation Demand Management
The LUCE recommends a very aggressive TDM
program and sets extremely high TDM targets,
including a 35 percent reduction in peak trips
for residential uses and a 50 percent reduction
in peak period trips for commercial uses.
Examples of TDM strategies include shared
parking, car-share programs, and transit passes.
These programs are designed to reduce and
discourage the demand for auto travel. Other
potential strategies include making transit
information accessible to tourists, collaborating
with schools and employers to develop a
universal transit pass program, and continuing
to improve upon the Safe Routes to School
program.
The City will create TDM Districts within its
transit-oriented mixed-use areas such as the
Downtown, Bergamot Transit Village, and
Memorial Park Activity Center Overlay, to
capitalize on TDM strategies in these highintensity land use areas. Ultimately, TDM strategies will be used to meet the City’s VMT
reduction goals by reducing demand for auto
travel, thereby reducing GHG emissions.
sustainability and climate change
3.1 - 10 | SANTA MONICA LUCE
The LUCE seeks to increase the number of housing units in order serve Santa Monica’s large employment base and provide employees with the option of living close to where they work. This sustainable approach is supported by new policies and programs.
Congestion Management
The LUCE recommends accounting for
alternative forms of transportation, namely
transit, bicycle and pedestrian traffic in the
analysis of congestion. This places alternative
forms of transportation on par with the
automobile. Bicycling and high-frequency
transit service, for example, should be timecompetitive with the auto on most Santa Monica streets.
Santa Monica is also looking toward a
number of congestion management
strategies to increase the efficiency of its
public transportation system, including signal
prioritization for transit, transit-only and transitpriority lanes and various transit technology systems, including communication technology.
Parking Management Strategies
The City plans to encourage parking efficiency
strategies such as shared parking (including
sharing of existing parking), lowered parking
requirements, and parking pricing to reduce
the demand for parking. Reducing parking
demand can also encourage alternatives to
auto travel, promoting a pedestrian-friendly
urban landscape by reducing the amount of
urban space dedicated to parking.
Expanded Transit Service
Transit is the most effective method for moving
large numbers of people throughout the City.
Increasing transit use is a primary strategy for
reducing VMT and GHG emissions. Increased
transit will also reduce traffic congestion
and provide the social benefit of viable
transportation options for those who do not
have access to a car. With the Expo Light Rail
line, expanded Metro Rapid and local bus
service and the potential Westside Subway
Extension (“Subway to the Sea”), the City will
benefit from expanded high-quality regional
rapid transit and improved connections between
Santa Monica and the greater Los Angeles
region.
To increase transit ridership for all types of
trips, the City will facilitate high-frequency
transit service along key corridors that is
time-competitive with auto trips. It will make
transit more accessible with real-time arrival
information systems at transit stops and will
identify additional needed transit service,
access, or amenities in specific and area plans.
Jobs/Housing Balance
Santa Monica also seeks to increase the
diversity of housing and jobs within the City.
A higher diversity of housing helps meet the
housing needs of individuals who work in the
City, thereby reducing the need for inter-city
and inter-regional commuting. Locating jobs
Image courtesy of John Linden Photography.
chapter 3.1
SANTA MONICA LUCE | 3.1 - 11
EXPANDING OUR URBAN FOREST, PARKS AND OPEN SPACES
Increasing the amount of green space in the City has multiple benefits—it provides greater access to recreational facilities, increases carbon sequestration and moderates heat gain.
Increased landscaping on streets attracts pedestrians, increasing the number of walking trips and reducing GHG emissions. The LUCE includes comprehensive strategies to increase the urban forest, parks and open spaces in the City. Key strategies include the following:
Preserving and protecting the existing tree canopy in the City Adding a significant number of street trees throughout the City Capping portions of the I-10 Freeway to increase the amount of open space Increasing the number of community gardens
Creating Complete Green Streets that include storm water harvest and infiltration in parkways and medians
Providing for ground level open space in future projects Creating new open space and plazas in the transit villages, activity centers and along transit boulevards
Improving and expanding green bicycle and pedestrian pathways throughout the City The community values open space and the City’s
tree canopy. Increasing the size and variety of the urban forest is an important principle of the LUCE.
in the City that are available for Santa Monica
residents and allowing small office spaces so
existing residents can work close to home will
reduce vehicle trips. Further, placing jobs and
housing near transit hubs facilitates transit use
for commuting and other daily trips.
The LUCE includes significant incentives to
provide more affordable and workforce housing
in the City by continuing direct subsidies
for housing production and by incentivizing
affordable housing production through the
community benefits program.
The LUCE also encourages housing at
transit-accessible locations, collaborating
with employers to build new housing near
employment centers and considering reduced
parking requirements near transit to make
housing more affordable. A variety of housing
choices can be encouraged throughout the
City by promoting both rental and ownership
housing, by encouraging senior housing in
complete neighborhoods and near transit
service, by maintaining diverse housing options
near Downtown, and by accommodating
housing for families.
Finally, the LUCE promotes quality job growth
throughout the City. Santa Monica plans
to encourage high-quality employers that
compliment the professional and workforce skill
sets of Santa Monica residents. The creative
sustainability and climate change
3.1 - 12 | SANTA MONICA LUCE
arts are strongly encouraged to locate in the
Mixed-Use Creative and Bergamot Transit
Village Districts. The hospitals and medical
facilities, visitor-serving industries, research and
development, and the automobile industry
are all significant economic sectors for local
employment. The City also plans to establish
zones for small businesses in underutilized
areas and encourage new local-serving retail
and services.
Sustainability Planning
Santa Monica has also planned a variety of
strategies to reduce GHG emissions, energy
use, water use and solid waste generation.
These specific sustainability-related policies
and goals include the following:
The creation of a new GHG emissions
inventory and a comprehensive Climate
Action Plan by 2010
Increasing the number of buildings
constructed to LEED (or equivalent) standards
Implementation of the Community Energy
Independence Initiative with the goal of “zero
net” energy imports community-wide by 2020
Development of a Zero Waste Strategic
Plan to achieve at least 90 percent diversion
of all waste produced in the City
Implementation of the City’s comprehensive
water reduction strategy
Increased sustainability in municipal
operations: this includes requiring LEEDcertified green buildings, retrofitting buildings for increased energy efficiency,
replacing the existing fleet with alternative
fuel vehicles, and renewable energy
purchasing
All of Santa Monica’s commitment
to sustainability planning and action
will continue to be expressed in the
Sustainable City Plan Progress towards
achieving community sustainability goals
will be documented annually and reported
regularly.
CITYWIDE GOALS AND POLICIES
GOAL S1: Reduce the City’s GHG
emissions and climate change impacts.
POLICIES:
S1.1 Proactively cooperate with the State
of California to implement AB 32, which calls
for reducing GHG to 1990 levels by 2020 and
80 percent below 1990 levels by 2050.
S1.2 Prepare a GHG emissions inventory
approximately every five years using
accounting standards approved by the
International Council for Local Environmental
Initiatives (ICLEI) and the California Air
Resources Board (CARB).
S1.3 Implement the LUCE policies in
order to achieve GHG reduction targets as
reflefcted in the Sustainable City Plan Goals:
Reduce community-wide GHG emissions to
15 percent below 1990 levels by 2015.
Reduce emissions from municipal operations
by 30 percent below 1990 levels by 2015.
S1.4 Prepare a Climate Action Plan every
10 years to address citywide GHG emissions.
S1.5 Monitor the effectiveness of the
City’s climate action plans against its periodic
GHG emissions inventories.
denotes sustainable policy
chapter 3.1
SANTA MONICA LUCE | 3.1 - 13
Santa Monica’s ambitious goal to reach “zero net” energy use by 2020 will require strict new construction requirements, as well as an investment in retrofitting existing facilities.
The LUCE responds to state and federal legislation regarding the reduction of GHG emissions by integrating land use and transportation planning.
S1.6 Prepare a Community Urban Forest
Management Plan and update it a minimum of
every 10 years to assist with local sequestration
of carbon dioxide emissions.
S1.7 Amend the Santa Monica Sustainable
City Plan to include the following target with
regard to renewable energy use:
By 2030, 40% of all electricity use in Santa
Monica should come from renewable sources.
GOAL S2: Reduce GHG emissions from
land use and transportation decisions.
POLICIES:
S2.1 Implement the VMT reduction policies
of the Land Use and Circulation Element of
the General Plan including, but not limited
to: focusing new growth in mixed-use, transitoriented districts; focusing new growth along existing corridors and nodes; supporting the
creation of complete, walkable neighborhoods
with goods and services within walking distance
of most homes; and, promoting and supporting
a wide range of pedestrian, bicycle and transit
improvements in the City.
S2.2 In cooperation with the state and
SCAG, proactively promote the implementation
of SB 375, in particular utilizing its incentives for
transit-oriented development. The City will also
ensure that its local plans are consistent with
the Sustainable Communities Strategy (SCS)
plan requirement of SB 375.
S2.3 Advance the No Net New Trips goal in
the Land Use and Circulation Element with TDM
projects such as expanded rideshare programs,
parking management strategies, as well as
development impact fees for public transit
infrastructure.
S2.4 Support and facilitate the appropriate
expansion of public transit in Santa Monica,
including: the Expo Light Rail line, the Westside
Subway Extension (“Subway to the Sea”),
and increased bus routes, service quality and
frequency throughout the City.
S2.5 Expand the use of alternative fuel
vehicles by providing fueling infrastructure and
preferential parking in public locations, where
feasible.
S2.6 Implement indicators and monitoring
mechanisms to ensure the effectiveness of the
Land Use and Circulation Element in reducing
VMT.
S2.7 Encourage major employers to find
ways to provide housing assistance as part of
their employee benefits package.
S2.8 Continue participating in the Southern
California Association of Governments’ regional
Compass Blueprint Plan.
3.1 - 14 | SANTA MONICA LUCE
goals and policies: sustainability and climate change
Green roofs: In the time horizon of the LUCE, buildings will be required to be more green and to meet state requirements for energy and water consumption.
S2.9 Consider incorporating the No
Net New Trips policy into the City’s CEQA
environmental analysis and require mitigation
of significant impacts for projects that will
generate new vehicle trips.
GOAL S3: Reduce overall energy use in
the City.
POLICIES:
S3.1 Actively strive to implement the
City’s “zero net” electricity consumption goal
by 2020 through a wide variety of programs
and measures, including the generation of
renewable energy in the City and energy
efficiency measures.
S3.2 Consider a requirement for all new
residential buildings to use net zero energy
by 2020 and all new commercial buildings by
2030.
S3.3 Continue to promote the retrofitting
of existing buildings, including the following
programs and actions
Weatherization programs
Commercial lighting retrofits and HVAC
upgrades
Whole house retrofit programs
Retro-commissioning
S3.4 Explore creating an ordinance to
require all buildings sold in Santa Monica to
meet minimum energy efficiency requirements
with energy efficiency upgrades occurring at
the time of resale and prior to the transfer
of title.
GOAL S4: Increase the use of renewable
energy in the City.
POLICIES:
S4.1 Explore creating an ordinance to
require solar installations, both photovoltaic
and hot water, on new construction projects.
S4.2 Explore a variety of methods
to increase citywide renewable energy
procurement, including strategies such as a
Green Power Community Trust.
S4.3 Pursuant to AB 811 (Municipal Clean
Energy Program), create a mechanism to
finance and help amortize commercial and
residential solar installations under the Solar
Santa Monica Program.
S4.4 Continue to maintain the Solar
Santa Monica Program to help finance and
provide technical know-how for residential and
commercial solar installations.
GOAL S5: Improve the environmental
performance of buildings.
POLICIES:
S5.1 Continue to maintain a building code
and prescriptive compliance options that meet
or exceed state requirements for energy, water
and other sustainability standards. Specifically,
pursue California Energy Commission goals to
achieve “zero net” energy buildings by 2020
for low-rise residential buildings and 2030 for
commercial buildings and achieve a LEEDequivalent local building code by 2020. denotes sustainable policy
chapter 3.1
SANTA MONICA LUCE | 3.1 - 15
Water quality is a major resource issue, and one that Santa Monica takes very seriously. The SMURRF, pictured above, treats dry weather urban runoff before it enters the Bay.
S5.2 Require all new municipal
construction to achieve LEED Gold certification
and all existing municipal facilities to achieve
LEED certification wherever feasible.
S5.3 Continue to engage in community
education and outreach, including providing
information about programs, policies and best
practices on the Office of Sustainability and the
Environment Web Site.
S5.4 Consider a requirement that all new
construction must utilize solar water heaters.
S5.5 As part of future updates to the
City’s Green Building Ordinance, explore a
requirement for shade trees on south- and
west-facing sides of all new buildings to reduce
building energy loads.
S5.6 Encourage cool roofs or green roofs
on new buildings.
S5.7 Encourage cool paving on new plazas
and parking lots.
S5.8 Encourage installation of electrical
outlets in loading zones and on the exterior
of new buildings to reduce emissions from
gas-powered landscape maintenance and
operating refrigeration for delivery trucks.
GOAL S6: Promote water conservation
and increase the use of reclaimed and
recycled water.
POLICIES:
S6.1 Ensure sufficient water supplies for
new development.
S6.2 Implement the recommendations
of the 2005 Santa Monica Urban Water
Management Plan, including increasing water
supply and conservation measures such as
the City’s no waste ordinance, landscape
ordinance, wastewater control ordinance,
and low-flow ordinance, and complete an
assessment of the viability of additional urban
runoff recycling.
S6.3 Implement landscape water
conservation requirements for new construction
projects.
S6.4 Continue to remediate the City’s
own contaminated groundwater supply.
S6.5 Continue the City’s water-using
appliances retrofit upon resale ordinance to
encourage water conservation.
S6.6 Continue to explore and expand
additional potential water conservation
measures for the community, such as
expanding reclaimed water access and
availability.
S6.7 Increase the use of groundwater
consistent with the safe yield of the Santa
Monica Groundwater Basin and reduce reliance
on imported surface water supplies from the
Metropolitan Water District. As necessary,
implement conservation measures as identified
in the City’s Water Shortage Response Plan
to insure that adequate water supplies are
available to the City.
S6.8 Prepare a citywide Groundwater
Management Plan, and as part of that effort,
conduct groundwater studies to confirm or
adjust as necessary the safe yields of the
Arcadia and Olympic Subbasins.
3.1 - 16 | SANTA MONICA LUCE
goals and policies: sustainability and climate change
A Climate Action Plan will lay out the City’s approach to reducing GHG emissions.
The Sustainable Local Economy Report promotes a green
economy—one that nurtures partnerships within the business community to reduce waste and energy consumption.
GOAL S7: Reduce the carbon footprint of
the City’s municipal operations.
POLICIES:
S7.1 Continue purchasing alternative fuel
vehicles for the City’s fleet and Big Blue Bus
service.
S7.2 Expand the existing commuter cashout program for municipal employees.
S7.3 Pursue solar installations at the
Arcadia Water Treatment Plant to decrease its
dependence on nonrenewable sources
of energy.
S7.4 Continue implementation of the
City’s Municipal Green Procurement Policy,
including recycled products procurement,
toxic use reduction policy, reduced emissions
fuel procurement policy, renewable energy
purchase policy, energy-efficient procurement
policy, local products preference policy and
related sustainable purchasing policies.
S7.5 Seek to complete energy and water
retrofits on all existing municipal buildings
by 2020.
S7.6 Seek a zero solid waste policy for
municipal operations.
GOAL S8: Reduce the amount of solid
waste citywide.
POLICIES:
S8.1 Expand solid waste diversion
strategies such as increased commercial
recycling collection and outreach, expanded
food waste collection, composting and waste
to energy conversion programs.
S8.2 Develop a Zero Waste Strategic Plan
with an aggressive target for waste diversion
by 2030.
S8.3 Continue to implement the ban on
nonrecyclable plastic food containers and
continue to pursue a ban on plastic bags.
GOAL S9: Continue the City’s role as a
leader in sustainable development.
POLICIES:
S9.1 Continue to regularly update and
implement the Sustainable City Plan.
S9.2 Continue to maintain a website to
communicate the development, programs, and
performance of the Sustainable City Plans and
future Climate Action Plans.
S9.3 Measure progress towards achieving
the goals and targets established in the
Sustainable City Plan and Climate Action Plans
through sustainability indicators and regular
periodic review.
chapter 3.1
SANTA MONICA LUCE | 3.1 - 17
S10.5 Engage in community education
and outreach, such as continued maintenance
of the City’s online Green Office Buying Guide.
ACTIONS
Climate Action Plan
The City shall prepare a Climate Action Plan
(CAP), with a goal of completion by the end
of 2010. The CAP should lay out the City’s
approach to reducing municipal GHG emissions
to 30 percent below 1990 levels by 2015 and
community GHG emissions to 15 percent below
1990 levels by 2015. The CAP is targeting to
achieve the 15 percent community reductions
with improvements in the following areas:
Renewables - including actions such as
the Solar Santa Monica Program, the AB 811
A healthy local economy is an important component of ensuring the City’s long-term ability to provide high-quality services. Image on left courtesy of Sondra Stocker.
S9.4 Hold regular meetings to review the
progress toward the City’s sustainability goals.
S9.5 Regularly calculate the City’s
ecological footprint and track progress over
time. Strive for a downward trend in the size of
the City’s ecological footprint.
GOAL S10: Create a sustainable local
economy that focuses on green jobs.
POLICIES:
S10.1 Support the expansion of a green
economy that focuses on the following:
energy technologies; water conservation;
green building construction, design and
architecture practices; waste management;
policy development related to sustainability;
and other similar green businesses.
S10.2 Provide incentives to employers that
provide green-related jobs. Such incentives may
include tax benefits, permitting priorities, reduced
application fees and other similar incentives.
S10.3 Market Santa Monica as a green
tourist destination by encouraging green retail
and sustainable tourism industry practices.
S10.4 Form partnerships with businesses,
nonprofits and stakeholders to address the
needs of emerging green businesses within
the community.
program, minimum solar requirements for new
construction, code streamlining to facilitate
installations, permit and inspection streamlining,
minimum solar requirements for municipal
projects and a Green Power Community Trust
Energy Efficiency Improvements - including
the net-zero energy policy for new buildings
and retrofits of existing buildings with
weatherization, window insulation, water heater
upgrades and retro-commissioning
Transportation - including expanded
rideshare programs, expanded public transit
options, an increase in the use of non-vehicular
transportation, an expanded use of alternative
fuel vehicles and land use planning to promote
non-vehicular mobility
Integrated resource management - including
water efficiency measures, wastewater
reduction, reduced solid water measures and
water capture and reuse measures
3.1 - 18 | SANTA MONICA LUCE
goals and policies: sustainability and climate change
Santa Monica’s sustainable future will be ensured by employing a broad range of policies and programs aimed at reducing the carbon footprint of the City. Expanding the availability and quality of open space, like the facilities at Euclid Park, is an example of a long-term action that future generations of Santa Monicans will enjoy. Other - including a variety of other programs
and policies such as sustainable purchasing,
bans on plastic bags, and advocating for state
and regional policy changes
GHG Inventory
The City shall prepare a revised GHG inventory
for the year 2010.
Net Zero Energy Strategic Plan
The City shall prepare a Net-Zero Energy
Strategic Plan, with a goal of completion by
the end of 2011. The plan should analyze and
document the strategy for achieving the City’s
adopted energy policies.
Zero Waste Strategic Plan
The City shall prepare a Zero Waste Strategic
Plan, with a goal of completion by 2010. The
goal will be to achieve a 90 percent diversion
rate by 2030. The Plan should explore measures
such as increased commercial recycling and
collection, expanded food waste collection and
various types of conversion technology (from
waste to energy).
Sustainable City Plan
The City shall update its Sustainable City Plan
by the end of 2011 and at least every 10 years
thereafter. The updated Sustainable City Plan
should include revised targets for land use and
transportation based on the policies in the
LUCE.
Urban Water Management Plan
The City shall strive to update the Urban Water
Management Plan, with a goal of completion
by 2012. The plan should include measures for
water efficiency and strategies to reduce the
energy impacts of water delivery in the City.
Green Business Development Center
The City shall seek to foster green industry
by creating a Green Business Development
Center to encourage green business leadership,
incubate innovative businesses, encourage the
exchange of green technology and information,
and support green industry workforce training
programs. The Green Business Development
Center should be created within five years of the
adoption of the LUCE.
community
benefits
CHAPTER 3.2
SANTA MONICA LUCE | 3.2 - 1
01 02 03 04 05 06 07 08 09 10 11 12
Traditional planning has long required
development to meet minimum community
standards. Developers of private property are
key participants in shaping the City’s form,
characteristics and amenities, and through this
development they can contribute to a shared
community vision. The LUCE articulates and
clarifies the community’s future vision and
expectations. What is innovative about the
LUCE is the requirement that when a developer
seeks to develop property at a height greater
than the City’s ministerial standard, the
developer must include in the project certain
preferred uses or beneficial project design
features, or meet other development standards
that serve the community’s core needs—
those standards that contribute directly to
the community’s fundamental social, cultural,
physical, transportation and environmental
goals.
This approach provides the City and the
community with the ability to shape how
projects contribute to the City as a whole,
ensuring that new buildings will be rich additions
community benefits
3.2 - 2 | SANTA MONICA LUCE
COMMUNITY BENEFITS
The LUCE addresses the following questions
about development projects:
Does this project contribute to the community?
Does the project protect and enhance
the neighborhoods?
Is the project in the right location to reduce
automobile dependence?
Does the project contribute to the City’s overall traffic reduction and management strategy?
Does the project adversely impact or enhance the current or future open space and community gathering spaces?
Does the project contribute to the City’s long-term sustainability? to the urban fabric, creating special places in
the City that enhance its unique character and
quality of life. This regulatory approach also
strives to ensure that local services are located
within walking distance of both existing and new
uses so as to create complete neighborhoods
that increase livability, reduce greenhouse gas
(GHG) emissions and relieve congestion.
THE COMMUNITY IDENTIFIES
CORE VALUES FOR
COMMUNITY BENEFITS
The community’s vision of desired community
benefits has evolved through an extensive
participation process. Throughout the LUCE’s
three-year community outreach process, a
continuing and interactive dialogue identified
the core values of the community. Participants
responded to the question of “what makes
a livable city?” For Santa Monicans, it is
preservation of the vibrant, beach town
atmosphere, the enhancement of the sense
of community, the conservation of unique
and diverse neighborhoods, and the ability to
enjoy walkable streets, easy access to transit,
green streets and open space, and a range
of housing choices for all income levels. The
community identified the overarching principle
of maintaining the City’s unique attributes while
enhancing and enriching neighborhood livability,
including housing that is affordable to people of
all income levels, ages and cultural backgrounds.
Five Priority Categories of
Community Benefits:
The community identified the following five
priority categories of community benefits:
1. New Affordable and Workforce Housing
For projects with a housing component,
affordable housing or a contribution to the
affordable housing fund shall be required.
2. GHG Emissions and Future Congestion
Reduction Requirement
A developer meeting specified criteria shall
also be required to provide Transportation
Demand Management (TDM) trip reduction
measures to address congestion and GHG
emission reduction. TDM incentive programs
could include: bicycle facilities, shower
facilities, dedicated shuttles, flex cars, transit
passes, parking cash-out programs, car-sharing
programs, on-site transportation information, and
shared parking programs.
chapter 3.2
SANTA MONICA LUCE | 3.2 - 3
3. Community Physical Improvements
In certain parts of the City, the community
benefits could address necessary or desired
physical improvements such as: reconnecting
the street grid; quality pedestrian, biking and
green connections; and additional ground
level open space, trees and wider sidewalks.
It could also include improvements such as
gathering places, recreational open space and
the provision of neighborhood-serving retail
and services.
4. Social, Cultural and Educational Facilities
This category of benefits could include space
for preferred uses such as child care, senior
care, youth and teen services and educational
uses. The community also endorsed incentives
for the provision of artist workspace and
additional cultural venues celebrating Santa
Monica’s arts and cultural heritage.
Preserve historic buildings through Transfer of Development Rights. Through TDR programs donor sites with historic resources sell development potential to receiver sites.
Benefits like the public plaza pictured above can be enjoyed by the wider community as a place to gather and socialize.
5. Historic Preservation
This category of benefits could include
adaptive reuse, sensitive restoration and
treatment, compatible new construction, and
participation in a Transfer of Development
Rights (TDR) program.
There are numerous factors in assessing the
type and extent of community benefit that
must be provided. Benefits that merely meet
or go slightly beyond standard requirements
for all projects, such as TDM or Green Building
requirements, would not qualify as community
benefits. Benefits that are for the immediate
neighborhood should also be considered in
addition to those that apply citywide.
HOW THE LUCE ACHIEVES
COMMUNITY BENEFITS
In addition to articulating the community’s longterm vision, the LUCE establishes the broad goals and policies that set the framework for community
benefits. In each land use designation, the Plan
sets a base height and allowable development
intensity which permits quality lower-scale,
generally ministerial, development. Using the
citywide vision for urban form, the Plan then sets a
maximum height and intensity, even with provision
of community benefits, along with sensitive
transitions to homes and neighborhoods.
The specific standards and procedures for
providing community benefits will be incorporated
into the revised Zoning Ordinance using the
LUCE concepts.
1 Transfer of Development Rights
Unused Floor Area
Architecturally/Historically Significant
Building
1 3 Allowable Development
Allowable Development with
Transfer of Development Rights
Donor Site
Receiver Site
1 1
1 2
1 3 3
4 2
4 1
Transfer of Development Rights
Unused Floor Area
Architecturally/Historically Significant
Building
1 3 Allowable Development
Allowable Development with
Transfer of Development Rights
Donor Site
Receiver Site
1 1
1 2
1 3 3
4 2
4 community benefits
3.2 - 4 | SANTA MONICA LUCE
Tier 1 - Bonus height given if a percentage of
affordable housing is provided on-site.
Figure 2
35 ft. Height Assumes
Affordable Housing Component
Minimum 15 ft. Ground Floor
Floor-to-Floor Height
10 ft. Floor-to-Floor Height
3 10 ft. Floor-to-Floor Height
2 1
Figure 1
32 ft. Base Height
Minimum 15 ft. Ground Floor
Floor-to-Floor Height
32 ft. Maximum Building Height
1 2
Tier 1 - Maximum ministerial base height of
32 feet.
COMPONENTS OF THE
PROCESS
Transparency and Early
Community Involvement
The LUCE provides for early community
input on new projects. Changes to the
existing development review process will
create a framework to ensure that projects
will be consistent with the City’s vision,
focus on quality outcomes and contribute
to the community’s quality of life. An early
concept phase prior to submission of a formal
development application will allow the City
and community to review and comment on
the appropriateness of the proposed land use
and design and address the City policies and
priorities identified in the LUCE.
The Community Shapes the Future:
A Three-Tiered Approach
The Plan defines a comprehensive program
that incentivizes new development above the
established base. A three-tiered approach,
based on increments of height and floor area,
defines additional requirements consistent
with the community’s broader social and
environmental goals. While the specifics for
each boulevard and district are provided
within each zoning designation, a general
explanation of how the process will work for
any project is provided here.
Tier 1 – Base Height
The LUCE establishes base heights. A Tier 1
project is ministerial up to the discretionary
review threshold established by the Zoning
Ordinance. Even these ministerial projects
may be subject to discretionary review
such as use permits, architectural review,
historic resource review, etc.
Tier 2 – Height Above Base Height
In order to seek additional height above
the base, a project will be required to
provide additional community benefits. By
maintaining discretionary control for a project
over the ministerial base height, the City
is better positioned to ensure compliance
with LUCE principles. The process will differ
slightly depending on the type of land use
and the specific project as described below.
Commercial Projects
Unless a developer seeks a Development
Agreement, a discretionary process will apply
to all commercial projects and mixed-use
projects. Under the LUCE, applicants will be
required to undergo a community participation
process. Approval of the project will require
affirmative findings, including, but not limited
to: (1) the project will promote the general
welfare of the community, (2) the project will
not have unacceptable adverse effects on
public health or safety, and (3) in exchange
for the privilege of being given additional
height, the proposal must provide the City with
enumerated community benefits as previously
identified in the “Five Priority Categories of
Community Benefits” section of this chapter.
chapter 3.2
SANTA MONICA LUCE | 3.2 - 5
Tiers 2 and 3 - If additional height and FAR are requested, a greater amount of community benefits must be provided.
Figure 12
Reduced Maximum Building Height
Figure 9 (variation)
Performance Based 45 ft. Height Limit -
Average Stepbacks above 25 ft.
25 ft. Base Height at Property Line
9 ft. Average Stepback between 25 ft.
and 35 ft. Height
18 ft. Average Stepback between 35 ft.
and Maximum 45 ft. Height
3 2
Tier 3 – Additonal Height 1
In the few areas where additional project
height above Tier 2 may be requested,
the required process is a Development
Agreement to allow the City Council to
ensure that these significant projects provide
community benefits as previously identified
in the “Five Priority Categories of Community
Benefits” section of this chapter. Compared
to the development review process, the
Development Agreement process has greater
public review and participation, allows more
flexibility to create high-quality projects
and achieve greater community benefit,
providing the greatest discretionary control
to the City. Housing Projects as defined by
the Zoning Ordinance shall be exempt from
any Development Agreement processing
requirements.
Preservation of Historic Resource
When the project would preserve a Citydesignated landmark or structure of merit, the project may be reviewed by a discretionary
review process other than development
agreement so long as project does not exceed
the FAR for Tier 2 projects.
FINANCIAL FEASIBILITY OF
THIS APPROACH
Financial feasibility testing has documented that
there is sufficient site value created by additional
height over the base to fund the required
community benefits. Economic analysis of
various development scenarios determined that
the requirement for an increased level of benefits
corresponding to increased heights are realistic,
even with a reasonable return on investment
for the project, due to the land values along
the City’s respective corridors. Each height
tier increases the site value above the base. A
portion of the value enhancement is available
for community benefits. This analysis shows that
the community benefits concept is economically
feasible.
community benefits
3.2 - 6 | SANTA MONICA LUCE
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housing
CHAPTER 3.3
SANTA MONICA LUCE | 3.3 - 1
Planning policy and housing policy have profound
social consequences. The policies reflect a city’s
attitude toward the dignity of its residents and
the importance it assigns to creating social
equity. For Santa Monica, long committed to the
challenging issue of creating affordable housing,
the LUCE presents a tremendous opportunity to
significantly increase the amount of affordable
and workforce housing created in the City over
the next 20 years.
This opportunity holds a special urgency for
the community. Over the years, the City’s many
attributes have triggered a high “willingness to
pay” for the privilege of living here. Combined
with the finite amount of land within the City’s
borders, this has brought about a substantial
rise in housing prices. Increasingly, these prices
exceed the average resident’s ability to pay. The
affordability gap is magnified by changes to State
of California law that have reduced the supply
of affordable rent-controlled units. The lack of
a range of housing choices directly impacts
Santa Monica’s workforce and increases demand
on both the local and regional transportation
network for workers that must commute to the
City.
housing
3.3 - 2 | SANTA MONICA LUCE
Mixed-use housing options, like the one pictured above, not only provide a place to live, but also a range of experiences to be enjoyed at the street level.
THE LUCE HOUSING POLICY
The overarching goal of the LUCE housing
policy is to create significant new additional
affordable housing opportunities where few
or none currently exist. These new housing
opportunities are to be associated with transit
in a manner that enhances sustainability,
creates complete neighborhoods and provides
easy access to local services. The Plan
accomplishes this challenge in a variety of
innovative ways, adding to the City’s substantial
Housing Element goals to maintain and
produce a wide range of housing types and
affordability by:
Incentivizing the creation of new housing
opportunities, especially affordable and
workforce housing in selected transit-accessible
areas such as in Bergamot Transit Village, along
the City’s boulevards and in activity centers
Transitioning regional-serving office and
commercial potential growth into new
housing opportunities
Encouraging the creation of complete
neighborhoods, locating new housing
opportunities near transit and within walking
distance of local retail and services
Encouraging and incentivize housing
development with development standards
that support inclusionary affordable housing
creating equitable opportunities for housing
production throughout the City.
Encouraging and incentivizing the
production of affordable housing on Cityowned/publicly owned sites. Encouraging collaboration with schools,
hospitals and utilities to make creative use
of underutilized institutional land for
additional housing
Considering separating, reducing, or
eliminating parking requirements for new
housing.
Encouraging parking policy tools that
facilitate housing affordability along
with livability
Promoting the creation of high-quality,
livable housing with ground floor open space
and connectivity to the City’s walking and
biking networks
Protecting housing in existing
neighborhoods by redirecting new
residential investment pressure away from
the neighborhoods to appropriate locations
along transit corridors and in the vicinity of the
proposed Expo Light Rail stations
Conserving housing in existing
neighborhoods through a series of programs
such as Neighborhood Conservation Overlay
Districts, Transfer of Development Rights, new
demolition requirements and modification of
development standards
This chapter identifies specific LUCE goals
and policies for housing to ensure that
Santa Monica has healthy, diverse residential
neighborhoods that provide a range of housing
choices. In addition, it includes policies
addressing state requirements to reduce GHG
emissions through integrated land use, housing
and transportation planning.
chapter 3.3
SANTA MONICA LUCE | 3.3 - 3
Aggressive measures to create new opportunities to develop both affordable and workforce housing are prioritized in the LUCE.
The LUCE Vision for Housing
Santa Monica continues to be a community of
healthy, diverse neighborhoods that provide
a range of housing choices to meet the needs
of residents. Housing creation and protection
foster and encourage diversity, and provide
choices for people of all income levels and
needs. To achieve these goals, the City enacts
land use policies that include incentives to
build and increase the ratio of affordable and
workforce housing to market-rate housing in
areas with transit and neighborhood-serving
uses, offering a wide variety of housing choices,
complete with neighborhood-serving retail and
services. The character and scale of existing
residential neighborhoods is protected and
enhanced by new amenities within walking
distance. The addition of new housing is
focused near transit stations and along major
transit corridors, assisting the City not only
in achieving its housing goals, but also its
sustainability goal of reducing GHG emissions.
LUCE STRATEGIES TO
IMPLEMENT THE VISION
One of the most important accomplishments
of the LUCE is to strategically locate housing
in areas that are associated with transit and
currently provide for commercial or industrial
uses. The LUCE shifts the City’s land use policy
from the strong commercial emphasis of the
1984 General Plan to a balanced policy of
incentives for the construction of significant
additional housing units, particularly affordable
and workforce housing, to accompany new
investment. The following strategies will
guide the City in its efforts to successfully
create new housing while conserving existing
neighborhoods.
Aggressively Create New
Affordable Housing
Affordable housing creation, the primary
emphasis of the 2008–2014 and 2021–2029
Housing Elements, will continue to be the
City’s first housing priority and should not be
supplanted by other housing efforts. Affordable
housing will be the focus of any direct City
subsidies.
The LUCE builds on these City policies by
identifying clear incentives to create affordable
and workforce housing in conjunction with new
development. Such process and development
incentives will be targeted to transit accessible
locations on the boulevards and in the districts
as a strategy for change in those areas. New
housing shall also be encouraged in high
opportunity areas to ensure fair housing
choices.
Housing production will be incentivized by
establishing development standards that
support inclusionary housing requirements,
creating equitable opportunities for housing
production throughout the City. Affordable
housing overlay districts will be evaluated,
including moderate-income housing in
targeted transit-accessible areas. The
production of affordable housing will also be
encouraged on City-owned/publicly owned
sites, and on existing surface parking lots
serving commercial, community assembly,
housing
3.3 - 4 | SANTA MONICA LUCE
AFFORDABLE PROGRAM
INCOME DEFINITIONS
Affordable housing is typically divided
into extremely low-, very low-, low-,
and moderate-income categories. For
a family of four in 2009, these income
categories are approximately $39,000;
$47,000; $63,000; and $79,000 per
year, respectively (Federal HUD income
limits). The monthly housing cost
affordable to each income category
is $942; $1,130; $1,507; and $1,883.
Based on market data, families above
the low-income limit can compete in
the market place for rental housing.
However, families at or below the lowincome limit need financial assistance in order to compete for rental housing.
Families that want to purchase their
own housing will need assistance in all
income categories. Moderate-income
households (earning $79,000 per year)
can afford a mortgage of $200,000,
with the gap between a median market
price of $910,000 and the supportable
mortgage being over $700,000. Given
this reality, it is essential that the City
continue its commitment to building
affordable housing for households
classified as very low-, low- or
moderate-income in order to ensure
diversity in the community.
or other boulevard-facing uses including the
adaptive reuse and conversion of commercial
buildings to residential use. Potential reduction
or elimination of parking requirements will be
evaluated for new housing.
Encourage Housing in
Specific Transit-Rich Areas
The LUCE strategy focuses on areas near
transit along the City’s boulevards and in the
districts that historically have been identified
for commercial and industrial use. In areas with
close proximity to the Expo Light Rail line such
as the Bergamot Transit Village and the MixedUse Creative Districts, where an active creative arts community is proposed, the LUCE provides
incentives for a balance between creative arts,
neighborhood commercial space and affordable
and workforce housing—providing housing
adjacent to jobs and local services. Research
has found that locating affordable housing near
public transportation can reduce transportation
expenditures for residents by 16 percent, as
well as reducing GHG emissions by reducing
automobile dependence.
Create Complete, Livable
Neighborhoods
The LUCE approach is to create complete
neighborhoods, exemplifying sustainable living
practices with open spaces, green connections,
quality public spaces and distinctive
architecture, pedestrian environments and
enhanced bicycle facilities and inviting
gathering places. These neighborhoods,
located by transit and connected by
welcoming sidewalks and bikeways, will be
adjacent to jobs and local services in attractive
mixed-use centers allowing residents to live
close to work. A diverse mix of income levels
and convenience services, ranging from
child care to senior care, will be encouraged.
Complete neighborhoods will reduce vehicle
trips and address congestion, air quality and
the collective community’s carbon footprint
over the next 20 years.
chapter 3.3
SANTA MONICA LUCE | 3.3 - 5
Santa Monica’s commercial areas are providing the City with new housing opportunities through the creation of additional units and a mix of uses.
Affordable housing creation has
been and will continue to be the
City’s first housing priority so that
affordable programs should not be
supplanted by other housing efforts.
Protect Existing Housing Stock and
Preserve Neighborhoods
The LUCE addresses the need to redirect
infill development pressures that threaten the
basic character of existing neighborhoods,
frequently resulting in the loss of existing units.
Many older, lower-scale units with ground
floor courtyards and open space have been
torn down and replaced with larger buildings.
The LUCE recommends a dual approach of
incentives and disincentives to promote the
preservation and maintenance of existing
housing stock.
As an incentive, the Plan redirects residential
investment pressure to specific areas associated
with transit, and proposes the development
of a TDR program, as called for in the Historic
Preservation Element, for Landmark properties
and courtyard housing within a Neighborhood
Conservation Overlay District. The standards
for demolition will be strengthened and will
include a more transparent process. One
aspect of this approach is a thorough review of
any written documentation determining that
the proposed demolition will not be materially
detrimental to the character of the affected
neighborhood and of the City. Characterdefining aspects of neighborhoods, such as ground level open space and the scale of
structures would be factors for consideration.
(See chapter 2.2 Neighborhood Conservation for further
information.)
BACKGROUND ON
POLICY DIRECTION
A core community value is to provide a range
of housing opportunities for Santa Monicans,
particularly affordable housing. Workforce
housing, intended to address the issue of
affordability for employees who cannot live in
Santa Monica is also an important housing type
for the community. To provide a diverse range
of housing and make up for the significant
impact that the Costa-Hawkins Vacancy
Decontrol Bill (allows Rent Control units to
re-rent at market rates when vacated) has had
on the availability of affordable rental housing,
the City must focus on creating incentives for
construction of new housing opportunities.
One of the biggest challenges is identifying
new opportunities for affordable and workforce
housing within a built-out environment.
In order to add more housing while
still preserving the character of existing
neighborhoods, the LUCE provides specific
incentives for development in suitable
locations. These incentives are in addition to
current state and City policy incentives. The
LUCE proposes adding housing in commercial
areas along the transit boulevards and in
specific districts near transit, including Expo
Light Rail—not in the neighborhoods.
The City’s existing housing policies have
been shaped through a range of conditions,
housing
3.3 - 6 | SANTA MONICA LUCE
Protecting the existing stock of residential homes, condominiums and multi-family apartment buildings preserves the character of Santa Monica’s distinct neighborhoods. The LUCE looks at improved conservation methods to address the demolition of housing stock. requirements and initiatives over the years. The
LUCE process addresses and incorporates its
housing policies through land use designations,
densities and other tools designed to bring the
goals to fruition. Specific policy input includes:
The State of California requires that the
City prepare a Housing Element every five
years. The most recent 2008–2014 Housing
Element was adopted by the City Council in
November 2008 and was certified by the State
of California. The adopted Housing Element
continues most of the programs included and
successfully implemented from the previous
five-year document, and reflects the ongoing
commitment to producing and rehabilitating
affordable housing throughout the City, as
well as to supporting rent control and social
services related to housing, and the creation of
new housing opportunities through the LUCE.
The City initiated a Workforce Housing
Committee comprised of a cross-section of
community leaders that was specifically formed
to address the challenging issue of housing
affordability for employees working in Santa
Monica. The committee’s deliberations and
determinations have been incorporated into
the policies of this document.
The State of California Global Warming
Solutions Act (AB 32) of 2006 and the
associated implementing legislation (SB
375) of 2008, have influenced the policies
incorporated in this housing section. While
these state policies are consistent with
the direction of the City’s long-standing
Sustainable City Plan policies and the LUCE
Strategy Framework document published in
June 2008, the Model Policies for GHGs in
General Plans, developed by the California
Air Pollution Control Officers Association
and issued in June 2009, provided additional
language that was used to develop housingrelated policies in this section.
Current Housing Stock and Need
Much of the City’s housing stock was built
during the boom following World War II and
most land in Santa Monica was developed by
the mid-1960s. Since that time, many smaller
residential buildings have been demolished
and replaced by larger infill developments
or by condominium developments with
similar densities. In recent years, a significant
proportion of new residential units have been
developed in commercial districts. Since
FY1999–2000, approximately 63 percent of the
units proposed in planning applications have
been situated in commercial districts, with the
vast majority of those located in the Downtown
area. The total housing stock added to the City
since the census of April 2000 is 2,648 units,
representing about 290 new units per year.*
High Costs
Home sales and rental prices have escalated
dramatically throughout Los Angeles County
in recent years, and this trend has been even
sharper in Santa Monica. Prices for both
ownership and rental housing have climbed
steadily, which continues to “price-out”
many lower- and middle-income families who
otherwise might choose to live in Santa Monica.
This dynamic has made the cost of housing
a major issue in Santa Monica, leading to the
LUCE’s proposals to not only create additional
housing opportunities but also to conserve and
chapter 3.3
SANTA MONICA LUCE | 3.3 - 7
Santa Monica has a large renter population. Increasing land costs and demand for space threaten housing affordability, a situation that is exacerbated by several state laws that affect housing units.
Vacancy decontrol has resulted in the
conversion to market rental
rates of...one-fourth of the City’s
entire housing stock.
maintain existing neighborhoods with their
character-defining multi-family structures such
as courtyard apartment buildings.
Loss of Rent-Controlled Units
Santa Monica has one of the highest
proportions of renters in Los Angeles County. In
the 2000 Census, 72 percent of all households
in the City rented their units, while the
remaining 28 percent of households owned
their homes or condominiums. Affordability
for renters has been exacerbated as a result
of several state laws affecting housing units,
including:
Costa-Hawkins Bill: This 1995 state law
imposed “vacancy decontrol” on the City’s
Rent Control Ordinance. Starting in 1999 —
the first year of implementation — through
the end of 2008 approximately 56 percent of
the City’s rent-controlled units were vacated
and re-rented at market rate. To date, vacancy
decontrol has resulted in the conversion to
market rental rates of 15,340 units, affecting
more than one-fourth of the City’s entire
housing stock. Implementation of this law has
greatly reduced the supply of affordable rental
units, and as rent-controlled apartments are
vacated in the future, the stock will continue to
transition to market rates.
Ellis Act:: Since inception of the Ellis Act
in 1986, which allows property owners to
permanently remove units from the rental
housing market by meeting certain conditions,
a total of 2,174 additional rent-controlled
housing units have been withdrawn from
the rent-controlled housing supply through
demolition or conversion to owner-occupied
housing or some other use. (Housing Element, 2008)
Other Trends
Housing that can accommodate families is
in short supply in the City today. This need
was reflected in the goals of the 2008–2014
Housing Element. The City Council highlighted
this concern when it specified criteria for
“preferred project” status in 2006 for larger
apartment developments in some zones.
These criteria require developers to provide
a certain proportion of both two and three
or more bedroom units in their unit mixes in
order to receive additional densities. Housing
affordability is a factor in families’ decisions
to move elsewhere. The Santa Monica-Malibu
Unified School District has projected a loss
of 25 percent in enrollment over the next 20
years.
At the other demographic extreme, the
trend toward smaller households is likely to
continue. Santa Monica’s aging population is
a major factor in determining household size,
affordability and special needs. According
to the 2005 American Community Survey
(U.S. Census) 14.4 percent of Santa Monica’s
population was over 65 years old, compared to
9.7 percent on a countywide basis.
*Census 2000, City of Santa Monica permit data
housing
3.3 - 8 | SANTA MONICA LUCE
The City’s Affordable Housing Production Program has yielded hundreds of new housing units for low- and very low- income households.
The City has made addressing the impact of
homelessness on the community—reducing
street homelessness—a top priority. Santa
Monica’s 2009 Homeless Count identified 915
homeless individuals in the City on a given
night. Further, the City has created a Service
Registry which identifies over 200 chronically
homeless individuals at risk of dying on the
streets without a housing intervention, and
has prioritized those individuals for housing
and service resources. To address this need,
a range of permanent housing options for
homeless persons should be developed, with a
focus on permanent supportive housing linked
to services on-site or at an accessible location.
THE CITY’S AFFORDABLE
HOUSING PROGRAMS
City Efforts
There is a strong City commitment to address
this growing housing affordability gap through
affordable housing programs. Affordable
housing production will continue to be the
City’s highest housing priority, both to create
new housing and retain existing affordable
units, including housing for special needs
populations such as seniors and homeless
people. Existing zoning incentives identify
“preferred projects” that include
affordable housing.
The City operates a successful program
that rehabilitates and constructs new
affordable housing units throughout the
City, and achieves this production through
close cooperation with several nonprofit
organizations. The City has committed a
significant amount of funding from $10 to $12
million a year to low- and moderate-income
family housing programs, and leverages that
allocation with dollars provided from state,
federal and other sources. The City has utilized
a “letter of credit” approach to leverage
future redevelopment housing funds, most
recently generating $75 million for immediate
housing production and preservation needs.
Additionally, the City recently committed an
additional allocation of $43.6 million of future
redevelopment funds for the creation of
affordable housing.
Production Results
These programs have resulted in the
generation of hundreds of units, both new
and rehabilitated, allowing low- and very
low-income households to remain in the
City. Since 1994, over 947 very low-, low- or
moderate-income housing units have been
added to the City’s housing stock. The City
also has continued to offer rental assistance
and rehabilitation assistance to owner and
renter households, as well as a range of
housing-related social services to residents
and homeless individuals. However, it is
recognized that these resources are insufficient
to substitute for the loss of affordable housing
as a result of vacancy decontrol and the
permanent removal of units through the Ellis
Act.
chapter 3.3
SANTA MONICA LUCE | 3.3 - 9
Household Income Percentage of Workers
Under $30,000 19%
$30,000 - $49,999 19%
$50,000 - $74,999 21%
$75,000 - $99,999 13%
$100,000 - $124,999 9%
$125,000 - $149,999 5%
150,000+ 14%
Source: Bay Area Economics
Estimated Household Income for Workers in
Santa Monica, 2000
Teachers and emergency and healthcare workers are among the targets of workforce housing programs.
WORKFORCE HOUSING
While the affordable housing programs address
a very low- to moderate-income resident, there
is an increasing need to address the employee
who works in the City yet cannot afford to
live in the City. Recruiting and retaining a
qualified, stable workforce, particularly public
service and safety personnel, is a public and
private sector concern. Workforce housing
is also an emerging sustainable policy for
the City. Being able to live near employment
and transit significantly reduces Vehicle Miles
Traveled (VMT). Community members have
articulated the desirability of accommodating
healthcare workers, teachers, police officers, first
responders and emergency care workers, and
others providing important public services to the
community. There continues to be discussion
about the definition of workforce housing and
who it could serve. For the City’s hospitals,
housing for its healthcare workers is a priority. In
addition to the obvious benefits from having a
stable workforce of first responders and police
officers living in the community, the presence
of Santa Monica’s workforce brings diversity
and a strong level of civic commitment, while
preserving a middle-income segment within the
community.
Affordability Gap
Income-qualified workforce housing programs
are targeted toward workers within a narrow
range of incomes. Workforce housing has
generally been defined as serving households
with incomes between the 120 percent (the
moderate-income housing provided under
the Affordable Housing Production Program)
of Area Median Income (AMI). Based on state
income limits, households earning up to 180
percent of AMI have maximum incomes of
$142,740 for a family of four in 2009, and could
afford a purchase price of around $400,000.
In contrast, the median price of all homes and
condominiums sold in Santa Monica in 2007
was $910,000 (compared to $530,000 for Los
Angeles County as a whole), a stark indication
that there is a significant gap in purchase price
between an affordable workforce unit and the
typical market-rate unit in the City. Additionally,
many Santa Monica residents with incomes
greater than the threshold of $142,740 will
also have insufficient income to buy housing
within Santa Monica. Two-income households
often exceed the threshold of the upper limit
for affordable housing, but still do not earn
enough to purchase a home in Santa Monica.
housing
3.3 - 10 | SANTA MONICA LUCE
housing
Mixed-use affordable and workforce housing on transit corridors and at major nodes and activity centers is highly desirable.
Workforce Housing as a
Community Benefit
Workforce housing can be facilitated and
encouraged as a community benefit that is
provided in addition to required affordable
housing. The construction of new workforce
housing units can be encouraged through
incentives along transit-rich corridors and in
the districts. Partnerships between the City
and builders, and partnerships between the
City and employers, are two channels for the
creation of workforce housing. The trend to
date is for developer-provided housing units
that are small and lack amenities such as
ground level open space. These types of units
accommodate a single person or possibly
two people, but not families. When the City
develops a workforce housing program as
part of implementing ordinances, factors to
be considered may include but are not limited
to: local workforce preference and unit type,
size, mix, income eligibility, and rent/sales price
restrictions..
Image courtesy of John Edward Linden photography
chapter 3.3
SANTA MONICA LUCE | 3.3 - 11
Partnerships between the City and builders have the potential to provide community benefits in the form of affordable housing, open space, enhanced services or new forms of public access.
CITYWIDE GOALS AND
POLICIES
GOAL H1: Initiate new programs and
maintain existing programs to provide more
affordable housing and affordable housing
opportunities within the City.
POLICIES:
H1.1 Provide direct subsidies for the
production of affordable housing.
H1.2 Maintain programs to require and
encourage the production of affordable
housing for very low-, low- and moderateincome households. Require compliance with the Affordable
Housing Production Program and seek
additional opportunities to increase the
percentage of affordable housing as a
component of for-sale and qualifying rental
residential and mixed-use housing projects.
Incentivize affordable housing projects.
H1.3 Incentivize the creation of new
affordable housing opportunities
Encourage affordable housing in transitaccessible areas. Create more affordable housing by
transitioning the potential growth for regionalserving office and commercial into new housing opportunities.
H1.4 Incentivize housing production
including affordable housing by establishing
feasible development standards that support
inclusionary housing requirements and create
equitable opportunities for housing production
throughout the City.
H1.5 Consider allowing housing in all
non-residential districts and encourage the
production of affordable housing throughout
the City.
H1.6 Encourage and incentivize the
production of affordable housing on Cityowned/publicly owned sites.
H1.7 Incentivize housing development
on existing surface parking lots serving
commercial, community assembly, or other
boulevard-facing uses including the adaptive
reuse and conversion of commercial buildings
to residential use.
H1.8 Consider separating, reducing, or
eliminating parking requirements for new
housing.
De-couple the provision of parking so that
renters or owners could choose to rent or buy
parking spaces as a separate transaction from
the housing rental or purchase. This would
facilitate more affordable options to address
the needs of middle-income workers.
Continue to establish reduced parking
requirements and explore pursuing additional
parking reductions or consider eliminating
parking requirements for all housing projects
where appropriate. denotes sustainable policy
3.3 - 12 | SANTA MONICA LUCE
goals and policies: housing
Santa Monica’s neighborhoods are diverse and cater to a variety of lifestyles. Single family and multi-family options encourage diversity, and add to the character of the City.
GOAL H2: Identify additional opportunities
to increase the amount of workforce housing
in the City.
POLICIES:
H2.1 Provide workforce housing to
complement and augment Affordable Housing
Program initiatives and subsidies.
H2.2 Incentivize workforce housing as a
community benefit along the boulevards and in
the districts.
H2.3 Encourage workforce housing as
a component of activity centers at locations
accessible to transit.
H2.4 Consider separating, reducing, or
eliminiating parking requirements for workforce
housing.
De-couple the provision of parking so that
renters or owners could choose to rent or buy
parking spaces as a separate transaction from
the housing rental or purchase. This would
facilitate more affordable options to address
the needs of middle-income workers.
H2.5 Facilitate the efforts of major
employers, such as hospitals, to create new
workforce housing in the City.
H2.6 Explore ways to ensure that workforce
housing, once created, remains an asset to the
City. Covenants or deed restrictions should
be used to ensure that the housing remains
affordable for an extended period of time.
GOAL H3: Encourage the creation of
complete neighborhoods.
H3.1 Locate new housing opportunities near
transit and within walking distance of local retail
and services.
H3.2 Encourage complementary uses and
local services adjacent to existing neighborhoods.
GOAL H4: Provide increased opportunities to
stimulate a variety of housing choices.
POLICIES:
H4.1 Encourage the production of both rental
and ownership housing.
H4.2 Continue to support programs for the
housing needs of underserved populations, such
as the homeless.
H4.3 Seek opportunities for increased senior
housing throughout the City, particularly in
areas that have the characteristics of complete
neighborhoods with basic services within a short
walking distance.
H4.4 Encourage a range of housing options
in the Downtown, including the addition of
ownership housing to enhance the district as a
stable residential neighborhood and to capitalize
on the Expo Light Rail line.
chapter 3.3
SANTA MONICA LUCE | 3.3 - 13
Sustainable development and design ensures Santa Monica’s longevity, and allows future generations to enjoy living, working and playing here.
Protecting and preserving the character and scale of the City’s residential neighborhoods is a major consideration of the LUCE. (See chapter 2.2 Neighborhood Conservation for further information.)
H4.5 Prioritize new housing for households
with families.
H4.6 All services for homeless individuals
will be directly linked to facilities and programs
that are directed to ending homelessness, and
those facilities will develop Good Neighbor
Agreements with surrounding residents
and businesses.
H4.7 A range of permanent housing options
for homeless persons should be developed,
with a focus on permanent supportive housing
linked to services, consistent with Santa
Monica’s fair share.
GOAL H5: Maintain and preserve the
character and scale of the City’s existing
residential neighborhoods, including single
family and multi-family areas.
POLICIES:
H5.1 Ensure that new housing on commercial
boulevards is designed to transition to adjacent
existing residential neighborhoods in a way
that reflects the scale of existing adjacent
residential structures.
H5.2 Ensure that new housing in residential
neighborhoods is compatible in scale and
character with the surrounding neighborhood.
H5.3 Limit infill pressure on existing
neighborhoods by instituting measures to
preserve existing open space and low-scale
and character-defining buildings, through
a program of Neighborhood Conservation
Overlay Districts, courtyard housing
protections, modification of demolition
regulations, the establishment of a Transfer of
Development Rights process, and modification
of development standards. Explore the
implementation of a preservation and/or
conservation ordinance.
H5.4 Recognize and promote the value of
existing housing stock.
GOAL H6: Incentivize new housing to be
located in areas and produced in ways that
reduce GHG emissions.
POLICIES:
H6.1 Encourage housing to be located
along transit corridors and close to transit
stations.
H6.2 Encourage complementary uses and
local services in conjunction with or adjacent
to new housing, and locate housing in close
proximity to existing services.
3.3 - 14 | SANTA MONICA LUCE
goals and policies: housing
H6.3 Encourage or facilitate the inclusion
of complementary land uses not already
present within a neighborhood district such as
grocery markets, daily services, and parks.
H6.4 Consider separating out, reducing,
or eliminating parking requirements for new
housing near transit.
H6.5 Establish minimum pedestrian and
bicycle facility and connectivity standards in
conjunction with new housing development.
GOAL H7: Promote the creation of new
housing that is tailored to the needs of
residents and emphasizes amenities that
increase the livability of the residential
environment, such as ground floor open
space and access to natural light and air.
POLICIES:
H7.1 Require the inclusion of usable private
and common ground floor open space that
promotes passive and active social interaction.
H7.2 Encourage the incorporation of “quality
of life” features in common areas such as
seating areas, landscaping, and recreational
facilities.
H7.3 Encourage pedestrian and bicycle
connections that support active and healthy
living, and increase accessibility to daily needs
and services.
H7.4 Encourage context-sensitive design that
opens to the neighborhood with pedestrianfriendly features such as entrances, large windows, balconies, stoops and porches facing
the street.
H7.5 Ensure that site and building design
responds to Santa Monica’s natural
environment through access to natural
light and air.
diversified and
sustainable economy
CHAPTER 3.4
SANTA MONICA LUCE | 3.4 - 1
The City of Santa Monica recognizes that its
residents’ sense of well-being stems in large
part from the quality of the municipal services
the City provides. The City also recognizes that
this high quality of services is dependent upon
a healthy and diverse economy. Commercial
and industrial uses are important components
of the City’s economic diversity and rich
heritage in that they provide a source of local
jobs and generate a significant portion of the
City’s municipal revenues. They also contribute
to the cohesiveness of the neighborhoods
by providing convenient local shopping
opportunities that enhance the City’s image
and livability.
The recent downturn in the global and national
economies provides a graphic lesson for the
City — it demonstrates how Santa Monica can
be dramatically affected by activities and events
that occur outside its corporate limits, and how
the City’s diverse commercial base provides
economic strength. While the City’s economic
and fiscal performance on a relative basis has
suffered less than many other communities, Santa Monica has a diverse economic base that includes the hospitality, retail, automotive, entertainment, creative arts, office, and medical sectors.
diversified and sustainable economy
3.4 - 2 | SANTA MONICA LUCE
there are a number of negative economic
trends in Southern California and other parts of
the country that will affect local businesses and
the consequent funding for local governmental
programs for several years or longer.
Perhaps the most wide-reaching impact
affecting local residents is the decline in
housing production, home values and housing
market transactions, which together have
significant ramifications for the mobility and
net worth of individuals, and the employment
levels and portfolios of major property
companies.
Other external market impacts on the Santa
Monica economy have immediate implications
for local businesses, and therefore on
municipal revenues to pay for public services.
Some of these more obvious influences include
the decline in overnight visitation, a trend
that is negatively affecting the occupancy
rates and overall performance of local hotels
and motels, restaurants and entertainment
venues and retailers. In turn, these declines
are felt in transient occupancy taxes and sales
taxes, two of the most important sources of
municipal revenue for the City. Increases in
the rate of unemployment along with declines
in the rate of new job formation have led to
declines in the growth of household income,
once again influencing restaurant/retail
The rapid economic downturn in 2009 created hardships in many sectors including the housing, retail, tourism and service commercial industries.
“...it is important to vigorously
encourage land use policies that
encourage the local economy to
both diversify and prepare for the
challenges that are brought about by
changing market conditions.”
sales and subsequent sales tax generation.
In all likelihood, rising unemployment also
engenders the need for an increase in the
magnitude of municipal services, including
expenditures for public safety, social welfarerelated services and public housing. Further, declines in business performance as measured
in sales volume also affect employment levels
and ultimately municipal revenues by reducing
the amount of business license fees that are
collected and utility tax payments, not to
mention significant reductions in automobile
sales and leasing activities that further weaken
the retail sales tax base.
Declines in the performance of the national
and state economies also can impact the
flow of transfer payments to the City from
other governmental agencies. The loss
of these inter-governmental transfers can
require local communities to shift monies
from other activities to maintain service levels
of key programs. In other instances, it can
cause the deferral and/or delay of important
capital improvement activities such as the
development of roads and public transit.
The City recognizes the potential for these
larger economic cycles to have profound
impacts on the local economic base, and
on the local capacity to generate municipal
revenues. There is a high likelihood that these
swings will happen again in the future, and
it is important to vigorously foster land use
policies that encourage the local economy to
both diversify and prepare for the challenges
brought about by changing market conditions.
It is also important to recognize that the
City needs to be flexible in its approach to
accommodating businesses and their various
locational and other operating requirements,
chapter 3.4
SANTA MONICA LUCE | 3.4 - 3
as it is highly likely that many of the businesses
that will be dominant 20 years following
adoption of the LUCE may not even be in
existence at this time.
The LUCE embodies a number of urban
planning principles that will influence the
placement and character of economic activities
in the City. For example, the continued
support and expansion of local commercial
and industrial uses at key locations adjacent
to transit will ensure accessibility, maximize
efficiency of urban service provision, decrease
reliance on automobile use, and reduce GHG
emissions. Their contribution to municipal
revenues is also critical to the provision of a
high level of public services. Future economic
activities must also reflect a heightened
sensitivity to energy efficiency and other critical
performance standards.
Diversity among economic sectors is key to the City’s longterm success and viability. Of particular importance to the community is the preservation of local-serving uses and amenities.
MAJOR FUNCTIONS OF A DIVERSIFIED AND
SUSTAINABLE CITY ECONOMY
Encourage and support the key goals of the community: sustainability and mobility, recognizing their increasingly important role in maintaining economic strength. Create opportunities for personal and community growth and provide the basis for enjoyment of a high standard of living.
Respond to the needs of its residents for local services and provide a source of jobs. Respond with flexibility to technological change and adapt to internal and external forces of change.
Capitalize on opportunities presented by land use and related development policies that will encourage businesses locating in the City and provide opportunities for strengthening the local economy.
Serve as an important force in the promotion of social equity and diverse residential neighborhoods.
Ensure that Santa Monica can meet its current economic needs without compromising the ability for future generations to do the same.
Principles for a Sustainable
Local Economy
Accordingly, this chapter lays out the goals,
policies and actions that the City will undertake
to maintain its economic base of businesses
that generate employment and promote the
overall economic health and vitality of the
community, yet also reflect the need for greater
ecological awareness and the importance of
reducing their impact on the environment.
Given the above concerns, the goals, policies
and actions of the LUCE are designed in
concert with the principles for a sustainable
economy identified in the City’s forthcoming
Strategy for a Sustainable Local Economy,
particularly:
Encouraging sectors that generate high
revenues relative to their impact on land,
including information, professional, scientific
and technical services, accommodation
and food services, arts, entertainment and
recreation, health, social and education services,
retail trade, finance, insurance, and real estate
diversified and sustainable economy
3.4 - 4 | SANTA MONICA LUCE
Giving high priority to retail and
accommodation/food industries because
of their importance to the City’s fiscal
sustainability
Encouraging businesses that contribute to
the City’s vital arts and creative character and
that help sustain Santa Monica as a unique
retail and tourist destination
The chapter also undertakes an analysis
of the City’s economy to ensure that the
LUCE’s principal land use and transportation
recommendations are economically sound and
designed to support sustainable growth well
into the future. It illustrates the fact that the
City’s employment growth and increasing land
values over the past years has provided, and
will continue to provide the City with municipal
revenues that give it a significant amount
of fiscal flexibility relative to other cities.
Competitive advantage: A key factor in the City’s economic success has been its ability to remain competitive in the region for highvalue commercial space, and at the same time provide locals with the neighborhood-serving amenities they desire.
Reflecting these trends, a separate feasibility
analysis found that there is sufficient site value
within the City to require significant community
benefits as recommended by the land use
chapter for buildings that rise above a base
height on the boulevards and in the districts.
BACKGROUND ISSUES
Prior to the completion of the LUCE, the
Planning and Community Development
Department published the Opportunities and
Challenges Report, a document that provides
important economic background information
about the City while framing a number of key
economic questions that should be addressed
in the LUCE document. These include the
following concerns:
How can Santa Monica plan for the
regional aspects of its economy, medical and
educational institutions, and “locational draw”
to create balanced growth and enhance the
quality of its residents?
What role can visitor services play in
Santa Monica’s future?
How much new housing should Santa
Monica plan for to maintain inclusiveness and
opportunities for affordable housing and yet
retain an “appropriate town scale”?
What types of new development could
fulfill the City’s diversity and quality of life
objectives?
How best can the existing industrial areas
meet Santa Monica’s needs?
What is the appropriate scale and mix of
uses for boulevard commercial corridors?
What is the appropriate scale and character
of specialty commercial corridors?
How can the City maintain its economic
vitality and protect its economic advantages?
How can the City foster small businesses and
establishments to maintain its uniqueness?
The economic dimensions of these questions
and concerns are considered in this chapter.
chapter 3.4
SANTA MONICA LUCE | 3.4 - 5
Population Trends
The scale and composition of Santa Monica’s
current and future population is an important
factor that impacts the LUCE process, since
local resident demographic trends help
predict the likely demand for housing, local
services, transportation and cultural facilities.
Santa Monica’s population growth patterns
and socioeconomic characteristics differ in
many respects from the rest of the Southern
California region. As a group, its residents tend
to be older, more affluent, and more racially
and ethnically homogeneous. They also tend to
live in smaller households.
Table 1 represents the historic population
growth trends in the City since 1960 as
recorded by the 10-year census. In terms of
local resident growth, the City has experienced
periods of increase, such as in the 1960s,
and periods of decline, such as in the 1980s
and 1990s. In recent years, the City of Santa
Monica’s resident population has grown in
numbers at a pace faster than at any other time
during the past 50 years. This trend coincides
with the boom in residential development in
the region.
Table 1
Historic Population Growth, City of Santa
Monica 1960–2009
Year Population
1960 Census 83,249
1970 Census 88,289
1980 Census 88,314
1990 Census 86,905
2000 Census 84,084
Net Change, 40 Years 1960–2000 835
Annual Average Increase 21
2009 Estimate, DOF1 92,494
2009 Estimate, Trend-based2 88,700
1 Estimate per State of California Department of Finance. 2 Source: United States Census; State of California Department of Finance, W & W, Inc.
DOF Estimate modi ed to re
ect local household size.
1 Based upon SCAG regional projections completed in 2004.
BASELINE ECONOMIC
PROJECTIONS
The following sections provide a review of
the economic and socioeconomic projections
that are presented in the Opportunities and
Challenges Report, and serve as important
background information to the LUCE.
Also presented in Table 1 is a population
estimate for the City of Santa Monica as of
January 2009 that was prepared by the State of
California Department of Finance. According
to their Demographic Research Unit, the
population currently stands at 92,494 persons,
constituting a net increase of 8,410 persons
over the last nine years. However, it is important
to recognize that this estimate is based on
somewhat dated and incomplete information
for residential occupancy characteristics and
typical household sizes. As a result, a second
estimate has been prepared that is believed
to be more reflective of local economic
conditions and historic occupancy patterns.
This estimate suggests that as of 2009, the City
has approximately 88,700 residents. This lower
figure was utilized in the projection of future
housing and other land use requirements in the
LUCE.
Projected Population Growth, 2008–2030
Future population growth is an important
consideration in the LUCE, as the Plan must
provide sufficient capacity for new housing and
local services to accommodate the changing
needs of both existing and new residents. A
range of growth scenarios were considered,
with particular weight given to recent forecasts
prepared by the Southern California Association
of Governments (SCAG), the regional planning
agency responsible for providing population,
housing and employment forecasts for cities
and counties. Based upon SCAG forecasts and
demographic research1
presented in the City’s
Opportunities and Challenges Report (2005),
diversified and sustainable economy
3.4 - 6 | SANTA MONICA LUCE
Estimate Estimate
Projected Change, 2000–
2030
2008 2009 2010 2015 2020 2025 2030 Annual Growth Total
Low Current Estimate 88,400 88,700 88,900 90,000 91,000 92,000 93,500 232 5,100 High Current Estimate 90,926 92,500 92,800 93,700 94,800 95,900 96,500 253 5,574 Table 2
Alternative Population Forecasts for City of Santa Monica 2008-2030 (Rounded) Estimate Estimate
Projected Change, 2000–
2030
2008 2010 2015 2020 2025 2030 Annual Growth Total
Total Employment 99,500 100,200 102,100 104,0000 105,900 107,800 377 8,300 Table 4
Projected Employment Growth for City of Santa Monica 2008-2030 (Rounded) Estimate Estimate
Projected Change, 2000–
2030
2008 2009 2010 2015 2020 2025 2030 Annual Growth Total
Required Housing
Units
49,700 49,900 50,200 51,300 52,400 53,500 54,600 223 4,900 Table 3
Projected Housing Requirement for City of Santa Monica 2008-2030 (Rounded) Santa Monica’s population is growing at a slow pace, and is expected to increase by several thousand people by 2030. It is important that City services and infrastructure keep pace with population growth.
Regional Housing Needs Assessment (RHNA): State mandates require the City to provide a certain number of housing units within a specified period of time. Santa Monica has been very aggressive in meeting these numbers, as evidenced by the provision of high-quality affordable housing units in the City.
chapter 3.4
SANTA MONICA LUCE | 3.4 - 7
two alternate forecasts were prepared which
show possible scenarios for population growth
in Santa Monica for the period 2008–2030,
one building on the current estimate prepared
by the California State Department of Finance
(DOF) and one following historic trends. The
forecasts presented in Table 2 indicate that
population in the City is expected to increase
by an amount ranging from 5,100 persons
to 5,600 persons over the 22-year projection
period, or at an annual rate of 230 to 250
persons.
Housing Growth Projection
The housing growth projection is based on
the anticipated needs of the City’s future
residents and their changing socioeconomic
characteristics. Anticipated demographic
changes include trends toward smaller
household sizes as the City’s population on
average becomes older and more affluent and
families follow national demographic trends
toward fewer children and more single-parent
households. Allowance is also made for a share
of the population to live in group quarters
such as assisted living and congregate care
facilities, and for continuation of the City’s
normal vacancy rate and replacement of older
obsolete units. Based upon these factors, the
projected growth in housing for the period of
2008–2030 is 4,900 units as shown in Table 3.
Labor Force
The labor force includes City residents who are
at least 16 years of age and are employed or
looking for work. Based upon the most recent
available data presented in the Opportunities
and Challenges Report, the labor force
participation rate in the City is 69.5 percent,
a figure substantially higher than the County
average of 60.5 percent. About one-third of
the labor force (32.3 percent) works in Santa
Monica. Accordingly, following the lower
population forecast presented in Table 2, the
projected growth in Santa Monica’s resident
labor force is potentially 3,200 job-holders over
the period 2008–2030, reflecting an anticipated
annual growth of 150 net
new participants per year.
The future size and composition of the labor
force, coupled with the degree to which City
residents choose jobs located in the City rather
than outside its jurisdictional boundaries,
has a number of implications for planning
employment areas in the LUCE. A good match
between the City’s labor force and the mix
of jobs located in the City could lead to a
higher percentage of residents who also work
within the City. Such a match is encouraged
by the LUCE and the Sustainable City Plan in
their support of locally-focused employment
opportunities.
Employment
Employment is a key consideration in the local
economy as it represents the primary source
of income for most residents. In addition,
employers operating local businesses are one
of the major sources of the City’s municipal
revenues, which support ongoing public
services. In contrast to the City’s labor force,
which essentially measures the capacity of the
residents to work but not where they work,
local employment provides a measure of the
actual number of jobs that are located within
the community, and serves as the foundation
for its long term economic growth and stability.
The Land Use and Circulation Element adopted
in 1984 established as a target the addition
of 30,000 jobs in the City between 1980 and
2000. While this target was not fully realized,
over the 25-year period a total of 22,200 jobs
were added to the local economy, an increase
greater than 10 times the growth in City
population over the same period.
In contrast to prior plans, the current LUCE
strikes a much closer balance between
jobs, population and housing. Over the
22-year forecast period of 2008–2030, total
employment in Santa Monica is expected to
increase by 8,300 jobs, a rate that approaches
380 new jobs per year. This forecast is
presented in Table 4.
diversified and sustainable economy
3.4 - 8 | SANTA MONICA LUCE
ECONOMIC SECTOR ANALYSIS
It has generally been recognized that the
recent enhancement of the City’s economic
base with commercial development activities
has created pressures on the existing
transportation network. One important
mission of the LUCE is to address this problem
from a number of different approaches that
should result in new land use regulations
to ensure that future growth responds to
community needs and provides suitable
public benefits without further exacerbating
local transportation problems. In this regard,
economic activities that are considered most
critical to the City’s local economy are those
sectors that provide both private benefits in
the form of local employment and convenience
(e.g., hospitals and local-serving retail stores)
and those which provide community benefits
by generating municipal revenues that support
public services (e.g., hotels and automobile
dealers). Those sectors considered to play a
critical role in the economic future of the City
are identified and briefly reviewed.
Hotels/Tourism
Retail, including cinemas
Automobile dealers, an important
component of the City’s retail base
Creative employment, including both
information-related and cultural occupations
Luxury/deluxe hotels are the most common overnight
accommodations in the City, and constitute one of the strongest performing visitor-oriented economic sectors in Santa Monica.
The Ambrose is one of several hotels located outside of the Downtown area. The LUCE recommends that additional rooms be added to the inventory to provide visitors with affordable options, particularly near the Healthcare District.
2 The most prominent visitor in terms of actual visitation-the Day Visitor Living in Los Angeles County-is not recorded for statistical purposes. If considered, visitor expenditures would likely constitute an even larger share of municipal revenues. Local-serving office employment
Medical facilities
Hotel/Tourism Sector
The Hotel/Tourism sector is a major contributor
to the City of Santa Monica, both as a source of
private employment and as a major contributor
to the General Fund through the generation
of Transient Occupancy Taxes (TOT) and retail
sales taxes. Based upon surveys conducted by
the Santa Monica Convention & Visitors Bureau
(SMCVB), visitors produce tax revenues that
are estimated to represent 15 to 20 percent of
the current revenues contributed to the City’s
General Fund; during 2007, for example, the
average TOT generated by hotel occupancies
amounted to the equivalent of $9,000 per
hotel room.
The SMCVB monitors three classes of visitors
who come to the City: Overnight Hotel
Visitors, perhaps the most important from a
revenue generation perspective; Overnight
Visitors Staying in Other Accommodations;
and Day Visitors Living Outside Los Angeles
County. Over the period 2003 to 2006–2007,
total visitors to Santa Monica increased by 19
percent from 4,679,000 to 5,578,200, a net
chapter 3.4
SANTA MONICA LUCE | 3.4 - 9
growth of nearly 900,000 visitors. Leading this
positive trend has been overnight hotel visitors
with a 54 percent increase in nights stayed.
Overnight visitors to Santa Monica are served
by the City’s approximately 35 hotels that offer
close to 3,500 and additional hotel inventory
in smaller, nontraditional facilities. Of this
inventory, nearly 75 percent were classified in
the Luxury/Deluxe and First Class categories,
the balance in the Mid-Price and Budget/
Value categories. During 2006–2007 the four
classes of facilities combined to achieve an
occupancy rate of 83.6 percent, well above
the county average which was in the mid-70
percent range. According to PKF Consulting,
an internationally recognized hospitality data
source that tracks about 78 percent of the
existing City room inventory, the occupancy
rate dipped only one to two percent in 2008,
though the first half of 2009 has witnessed
significant declines in both room prices and
occupancy rates, a pattern of performance that
is in keeping with the entire hospitality industry.
The most recent data from August 2009 shows
approximately 77 percent occupancy rate. In
spite of the recent economic downturn, the
beachfront location and vibrant atmosphere
of the City should assist in making this one of
the strongest performing visitor markets in the
region, and likely one of the first to rebound in
the near future.
Budget/Value hotels and motels are located mostly along the commercial boulevards. This motel on Main Street, is an affordable option located close to the beach and Main Street’s eclectic mix of land uses.
Hotel Class
Total
Hotels
Total
Rooms
Occupancy
Rate
Luxury/Deluxe 8 1,578 80.7%
First Class 6 870 81.9%
Mid-Price 9 586 94.5%
Budget/Value 12 373 82.5%
Total 35 3,407 83.6%
Table 5
City of Santa Monica Existing Hotel
Performance 2006–2007
The four hotel classes are summarized by room
count and recent occupancy percentages in
Table 5.
Areas within the City that could be considered
most suitable for new hotels or expansions of
existing facilities include the following:
Downtown, east of Ocean Avenue in
immediate proximity to the Third Street
Promenade and a number of restaurants and
other tourist-serving facilities
Lincoln Boulevard, both north and south
of the freeway interchange with I-10, as these
sites have excellent regional access and
proximity to the Downtown, LAX and other
visitor attractions
Pico Boulevard at its intersection with I-10 at
the eastern edge of the City, a site which would
enjoy excellent freeway visibility and access
while being supported by a range of nearby
restaurants and services
Adjacent to or near the medical complexes,
along Wilshire, Santa Monica and Colorado
Boulevards, as this location could serve both
the hospitals and the employment centers near
the intersection of Olympic Boulevard and
Cloverfield Boulevard
Bergamot Station vicinity, a location that
would be suitable for visitors to this important
cultural center that would also be adjacent to
the regional transit system to the Downtown
and other parts of the county
diversified and sustainable economy
3.4 - 10 | SANTA MONICA LUCE
Retail Sector
The Retail sector plays a number of important
roles in the City of Santa Monica:
Providing a wide array of goods to satisfy
the daily needs of local residents
Serving as a source of recreation and
entertainment for both residents and visitors at
prominent locations such as the Santa Monica
Pier, Downtown/Third Street Promenade,
Montana Avenue and Main Street
Offering an important source of employment
to residents and nonresidents possessing a
range of skill levels; and, ultimately, generating
retail sales taxes that currently constitute
12–14 percent of the City’s General Fund
Revenue base
Providing sales tax to the general fund to
support city priorities such as social services
While the market performance of the retail
component of the local economy is generally
quite strong, there are several retail sub-sectors
that have not generated sales at or near the
levels that might be expected given the size
and character of local resident demand. These
“underperforming” sectors at present include
General Merchandise/Department Stores,
which achieved the equivalent of only 28
percent of potential City resident sales in that
category; Drugstores, with a capture of only 37
percent of potential sales; and Service Stations,
with a capture of 71 percent of the sub-sectors’
potential sales.
The Third Street Promenade is the City’s retail anchor, and a large generator of revenues. Part of Third Street’s success is its diverse mixture of retail, dining and entertainment uses that draw locals and visitors alike. 3 Shopper Goods are characteristically defined as including: Apparel and Accessories Stores, including shoes; General Merchandise retailers, including department stores; Furniture, Home Furnishings and Appliance stores; and Other or Specialty stores that include a range of retailers such as books, sporting goods, gifts, office supplies and florists. Convenience Goods refer to items that are frequently purchased at food stores including supermarkets, drugstores and limited-price variety stores.
The analysis strongly suggests that City of
Santa Monica residents are currently making
extensive purchases of both Shopper Goods
and Convenience Goods outside the City
of Santa Monica. While the renovation
of Santa Monica Place should begin to
address the current under performance of
General Merchandise/Department Stores
and strengthen Shopper Goods3
sales, other
retail opportunities to broaden sales tax
opportunities should be pursued.
Shopper Goods
With the redevelopment of Santa Monica Place,
there are excellent opportunities for additional
specialty shopper goods retail development
on adjacent sites in the Downtown area, which
will be further enhanced as a retail location
chapter 3.4
SANTA MONICA LUCE | 3.4 - 11
by the arrival of the Expo Light Rail line.
Sites on Lincoln Boulevard south of I-10 are
suitable for retail development, though site
assembly for any larger project constitutes
a major challenge. Specialty retail stores are
appropriate on any of the major boulevards,
though the prime locations for these uses will
continue to be Montana Avenue, Downtown/
Third Street Promenade and Main Street.
Convenience Goods
The supply and demand analysis gives strong
indication that the City of Santa Monica is
currently underserved with respect to major
drugstores. Such uses would be excellent
anchor tenants at the major activity center
overlays and they could also be placed at freestanding locations on major boulevards near residential neighborhoods.
Eating and Drinking Facilities
While smaller coffee shops and deli-type
facilities can find locations almost anywhere
that permits commercial activities, they would
be highly suitable as part of the transit-oriented
activity center overlays. Larger restaurants
can serve as important anchor stores in
visitor-oriented shopping districts such as the
Downtown and the Montana Avenue and Main
Street frontages, and neighborhood-serving
commercial centers such as Pico and Ocean
Park Boulevards. They also would provide
important amenities to emerging districts such
Auto row: The automotive/service group is a major component of the City’s retail base. The LUCE supports their continued viability, as well as a new urban form for auto showrooms (See chapter 2.4 Boulevards for further information).
Dinner and a movie: Major cinema complexes contribute to Downtown’s attractions, offering dozens of screens and thousands of seats. In order to remain competitive in the region, the LUCE recommends updating and expanding this retail sector.
as Bergamot Station and other activity and
employment centers.
Automotive Group/Service Stations
Historically, the Automotive Group —
consisting of new and used automobile
dealerships, automobile leasing companies
and automotive parts dealers — has been an
important component of the City’s retail base.
Given the strategic importance of automotiverelated sales taxes to the City, it is important for the LUCE to provide for the expansion
requirements of major automobile dealerships
and be prepared for the likely restructuring
of the entire industry as it responds to the
new environmental regulations designed to
control the automobile’s carbon footprint. This
response in the LUCE will call for expanding
upon the concepts introduced in Interim
Ordinance 2264 (CCS) related to automobile
dealerships and their need for more intensive
development at their existing locations.
Approaches should also be considered that will
promote more intensive automobile storage
through joint parking solutions.
Cinema
Movie theatres have played a critical role in the
revitalization of Downtown Santa Monica and
the emergence of the Third Street Promenade
as a premier visitor destination in Southern
California. There are presently four major
cinema complexes in the Downtown offering
diversified and sustainable economy
3.4 - 12 | SANTA MONICA LUCE
a total of 21 screens and over 5,500 seats.
The facilities were largely developed in the
1980s, and their ability to draw large numbers
of patrons are generally recognized as a
major catalyst for the rise in popularity of the
Promenade and the entire Bayside District.
In recognition of the need to maintain
competitiveness and modernize the cinema
complexes in Santa Monica, and in response to
recommendations by a City Council-appointed
Promenade Use Task Force, the City is pursuing
the redevelopment of one of the downtown
parking structure sites to include modernized
cinema facilities. Therefore, it will be important
for the LUCE to support the redevelopment
of the theatres by encouraging cinema
development as a single use development
or within a mixed-use development that can
provide for their unique requirements.
Creative Industries
In recent years the City of Santa Monica has
witnessed significant growth in the Creative
Industries. This change has occurred partly as
a consequence of the structural changes in
the regional economy which have led to the
emergence of entertainment services and other
information-related occupations to replace
manufacturing employment, and partly due
to the City’s strategic location relatively near
the Hollywood/Burbank complex of film and
United States Santa Monica
Total Employment 2006 132,000,000 75,000
Creative Arts Employment 2006 2,900,000 11,500
Creative Arts Employment as Percent of Total Employment 2.2% 15.3% Table 6
Comparison of the Relative Concentration of Creative Industries in Santa Monica Relative to the United States (Rounded)
Source: EDD; HRA, Inc.
Encouraging the growth of creative
industries in Santa Monica
is consistent with the City’s
commitment to support the creative
arts, a sector that employs a large
number of Santa Monica residents.
television production studios. In addition,
within the community there is strong support
for the creative arts that has encouraged the
rise of public and private cultural institutions,
venues for performing arts and concentrations
of art galleries that are found at Bergamot
Station, and creative studio and arts-related
businesses on Pico Boulevard and the Santa
Monica Airport.
Of particular significance is the emerging PostProduction Industry related to motion pictures and television. According to the most recent
available data provided for 2002, the City
of Santa Monica’s market share represented
more than one-sixth of all employment in this
industry within Los Angeles County.
One indicator of the City of Santa Monica’s
interest in and support for Creative Industries
is the magnitude of local employment that is
focused in the creative and artistic fields. As
noted in Table 6, relative to the rest of the
country, Creative Arts employment is roughly
seven times as prevalent in Santa Monica.
There are a number of reasons for encouraging
the growth of Creative Industries in Santa
Monica. First, it would be consistent with
the City’s broader goals and commitment to
support the creative arts and related activities
within the community. Second, given the large
chapter 3.4
SANTA MONICA LUCE | 3.4 - 13
number of residents currently employed in
the creative fields, this type of employment
can be viewed as local-serving in character.
Finally, traffic studies indicate that many of
these businesses have commuting patterns that
cause substantially less stress on peak perior
traffic conditions than other more conventional
businesses.
While the LUCE provides a number of
suitable locations for the Creative Industries,
their primary focus would logically be in the
Bergamot Transit Village and Mixed-Use
Creative Districts as well as the Industrial
Conservation District and the Memorial Park
Activity Center Overlay. Artists’ galleries would
also add interest to visitor-oriented shopping
districts, such as Downtown, Montana Avenue
and Main Street.
Mom and pop: The LUCE emphasizes local-serving, small
business opportunities and recommends small floor plate design, catering to local enterprises, as well as neighborhood-serving uses.
Creative Arts: Santa Monica contains a high concentration of Creative Industries, from film and music production, to art galleries, studios and complexes. Remaining a center of creativity is a community value.
Local-Serving Office Employment
The LUCE includes pro-active measures to
manage the amount of regionally-oriented
office space by targeting its future location
to areas of the City served by transit, and
by requiring substantial benefits, such as
affordable and workforce housing. In addition,
the LUCE encourages:
Fostering local-oriented office
developments that feature relatively small floor
plates appealing to the local professional and
creative community
Locating space in the neighborhoodoriented activity center overlays within walking distance of local users
Dispersing sites along the boulevards rather
than in large office complexes that would be
attractive to regional users
Encouraging local-oriented space as a
component of integrated mixed-use projects
with shared parking requirements
Further, the LUCE recognizes that general
office growth would be most appropriate on
sites in the Downtown area with some localserving office space along the transit corridors.
Medical Facilities
Changes in the practice of medicine, in
combination with the economics of providing
hospital-related medical care, have led to
a pronounced reduction in the number of
hospitals in Southern California over the last
20 years. According to recent articles in the
Los Angeles Times, more than 50 hospitals
have closed in southern California between
the period of 1996 to 2009, and according to
the Kaiser Daily Health Policy Report dated
September 24, 2007, there are nearly two
dozen private hospitals in Los Angeles and
Orange Counties facing serious financial
problems and possible closure. Among these
recent closures were hospitals in the nearby
communities of Culver City, West Los Angeles
and Hawthorne. As a result of these changes
in the availability of medical care, the two
major medical complexes in Santa Monica—
Santa Monica-UCLA Medical Center and Saint
John’s Health Center—need to be recognized
as regional resources, with service areas that
extend well beyond municipal boundaries.
diversified and sustainable economy
3.4 - 14 | SANTA MONICA LUCE
Given the likely expansion of the service areas
of the medical facilities and the constantly
changing technology related to medical care,
it will be important for the LUCE to provide for
the future expansion of these facilities, and to
consider ways that the hospitals can provide
needed housing for staff who are unable to
rent or buy locally. The LUCE encourages
mixed-use development in the medical
precincts and incentivizes workforce housing
for hospital employees.
SANTA MONICA
BUDGET TRENDS
This section provides an overview of general
trends in the City’s General Fund revenues and
expenditures since the mid 1990s, and some of
the budgetary issues facing the City in future
years during the implementation period of the
LUCE. It also provides general commentary on
the revenue and expenditure implications of
those land uses that are of critical importance
to potential municipal revenues in the City.
The City of Santa Monica is a charter city that
provides a wide range of traditional municipal
and public enterprise services. The City’s
The Santa Monica-UCLA Medical Center has been in
operation since 1926, and is internationally renowned.
For over six decades, Saint John’s Health Center has been providing families with a full spectrum of diagnostic and treatment services.
4 As of the date of this publication, the City’s municipal revenue and expenditure totals for Fiscal Year 2008–2009 are considered as estimates that are subject to final audit. 5 California State Controller, Cities Annual Report, Fiscal Year 2006–2007. 6 Per the California State Controller, General Revenues are defined as revenues that cannot be associated with a specific expenditure, thus do not include enterprise funds and other charges that pay for activities such as transit utilities and direct services. Examples are property taxes, sales taxes and b business license taxes. 7 California State Controller, Cities Annual report, Fiscal Year 2006–2007. finances are organized into a series of funds
and account groups. Counting all funds, total
City revenues in Fiscal Year (FY) 2008–2009
were estimated4
at $543.8 million and
expenditures were budgeted at $555.3 million.
The General Fund is the principal City
operating fund and accounts for all of the basic
City operations (e.g., public safety, cultural and
recreation activities) that are not accounted
for in a separate fund. In FY 2008-09, General
Fund operating revenues totaled $245.0
million, and expenditures were budgeted at
$259.9 million. Although the City ranked 77th
in the state in terms of total population5
it was
the 8th largest in terms of General Revenues6
as of FY 2006–2007, the most recent year for
which such comparative data are available.
Furthermore, in terms of General Revenues
generated per capita, the City ranked first
among jurisdictions with a minimum
population of 50,000 persons.7
Santa Monica is one of very few cities in the
nation that enjoys a triple-A credit rating
from all three major municipal investment
rating agencies. Santa Monica’s positive
chapter 3.4
SANTA MONICA LUCE | 3.4 - 15
fiscal situation is a product of the City’s
encouragement and support of an increasingly
diverse economy, careful management of
resources by the City’s administration, and
prudent decisions made by the City Council as
it adopts and revises the budget.
General Fund Revenue Trends
Figure 1 summarizes the composition of
estimated actual General Fund revenues in
FY 2008–09. The graph shows the importance
of Tax Revenues to the General Fund. For the
recent FY 2008–09 they represented nearly
70 percent of the Total General Fund
revenue base.
Figure 2 delineates the types of tax revenues
that contribute to the General Fund and their
relative contribution on an annual basis since
FY 1995–1996. In recent years, the largest
sources of tax revenues in terms of dollar
contribution included Property Taxes, Utility
Users Taxes, Transient Occupancy Taxes (TOT),
Sales Taxes and Business License Taxes. In FY
2008–2009, for example, each of these sources
generated between $27 and $36 million to the
General Fund. Trends and factors influencing
the volume of revenues flowing from these
prime sources are reviewed below. All are
potentially influenced by the land use policies
embodied in the LUCE.
Figure 1. Major General Fund Revenue Sources, FY 2008/09 Use of M oney &
Property
4.0%
Intergovernmental
0.3%
Licenses & Permits
8.2% Fines & Forfeitures
5.7% Tax Revenues
68.6%
Other Revenues
1.8%
Charges For
Services
Source: City of Santa M onica; HR&A 11.3%
Figure 2. Major Tax Revenue Sources, FY 1995/96 – FY 2008/09 0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
1995/96 1996/97 1997/98 1998/99 1999/00 2000/01 2001/02 2002/03 2003/04 2004/05 2005/06 2006/07 2007/08 2008/09 Other Tax/Condo Tax
FranchiseTaxes
Motor VehicleIn-LieuTax
ParkingFacilitityTax
Real Prop.Transfer Tax
Business LicenseTax
TOT Tax
PropertyTax
Sales Tax
UtilityUsers Tax
Source: City of Santa M onica; HR&A
Property Tax
The City collects between 14 percent and 17
percent of the 1 percent general levy on all
types of real property, subject to Proposition
13 annual value increase limits, plus applicable
shares of voter-approved indebtedness (e.g.,
the main library construction bond) and special
assessments. Given the limitations placed
on property appreciation by Proposition 13,
this revenue source is heavily influenced by
property sales and new development activities.
Sales and Use Tax
The City collects one percentage point out of
the 9.75 percent sales tax charge levied on the
purchase of most types of retail goods sold
within the City limits. The City also collects
diversified and sustainable economy
3.4 - 16 | SANTA MONICA LUCE
small shares of sales tax that are pooled by the
County (e.g., certain construction contractor
materials purchases) and the state. Year-toyear variation is primarily a function of changes in the general economy and the relative
attractiveness of Santa Monica’s retail markets.
While local City residents are important
purchasers of retail goods in the City, visitors
and residents of adjacent communities such as
Malibu and Pacific Palisades are also significant
sources of potential revenues.
Utility Users Tax
The Utility Users Tax is a 10 percent tax on
household and business bills for electricity,
natural gas, telephone, cable television and
water/wastewater services. Annual variation is
a product of utility usage patterns and charges
for services by the utility companies (and the
City in the case of water/wastewater). Since FY
1995–1996, the Utility Users tax has increased
by an average of $740,000 per year. Over the
13-year analysis period, it has ranked as the
largest source of tax revenue in most years,
though recently has slipped to third or
fourth place.
Transient Occupancy Tax (TOT)
The Transient Occupancy Tax, also known as
the TOT or “Bed Tax,” is applied to the price
of hotel and motel room charges. Over the
analysis period, it has ranged from fifth to
second place among tax sources, depending
on the condition of the general economy. As
the tax is paid primarily by nonresidents, it is
an important source of revenue to offset the
public service costs of visitors to the City.
Business License Tax
The Business License Tax is a tax applied to
the gross receipts earned by individuals and
companies conducting business in the City,
with rates that vary by type of business. Over
the analysis period, it has generally ranked as
the fifth largest source of tax revenues. While
an important revenue source, the LUCE must
carefully consider these fiscal benefits with
the broadly-defined costs associated with
businesses located within the City,
most significantly the additional burdens
associated with employees and customers
that commute and their related costs in the
form of congestion and impact on the
carbon footprint.
General Fund Expenditure Trends
Figure 3 provides a summary of General Fund
expenditures from FY 1995–1996 through
FY 2009–2010 in both nominal and constant
1995 dollars. Total General Fund expenditures
(including operations and capital) increased
over the period at an average of about
$14.8 million per year, though it should be
recognized that nearly one half of the increase
is due to inflation. About 46–47 percent of
total City expenditures and 62–68 percent of
General Fund expenditures are for labor costs
that cover salaries, wages and
employee benefits.
In FY 2008–2009, public safety (i.e., fire
safety and police protection) accounted for
about 30 cents out of every General Fund
expenditure dollar, followed by Community,
Cultural and Library services at 12 percent; City
Administration (i.e., City Council, City Manager,
City Attorney, Human Resources, Finance, and
Election Services), 11 percent; and Planning
and Community Development, 7 percent.
Capital Expenditures accounted for about
18 cents out of every dollar of General Fund
expenditures.
General Fund Expenditures for FY 1995–1996
to FY 2009–2010 are shown by major category
in Figure 4.
Future Budget Considerations
Annual revenues and their year-to-year
fluctuations are determined largely by forces
that are substantially beyond the City’s direct
control. These include the general condition
of the world economy and national and state
economies, all of which affect the employment
outlook, consumer and business spending,
interest rates and investment yield rates,
inflation, and the volume of foreign trade.
Population growth and demographic trends
also exert strong influences on both the
chapter 3.4
SANTA MONICA LUCE | 3.4 - 17
revenues and expenditures of the City budget.
Nevertheless, the City has an increasingly
diverse economy that helps to buffer it from
these external forces. It also has an array
of revenue sources, some of which can be
adjusted in responses to changes in the
general economy.
Figure 3. General Fund Expenditures, FY 1995/96 – FY 2009/10 $50,000,000
$100,000,000
$150,000,000
$200,000,000
$250,000,000
1995/96
1996/97
1997/98
1998/99
1999/00
2000/01
2001/02
2002/03
2003/04
2004/05
2005/06
2006/07
2007/08
2008/09
2009/10
Nominal $
1995 $
Source: City of Santa M onica; HR&A
Figure 4. General Fund Budgeted Expendures, FY 1995/96 – FY 2009/10 0%
20%
40%
60%
80%
100%
1995/96
1996/97
1997/98
1998/99
1999/00
2000/01
2001/02
2002/03
2003/04
2004/05
2005/06
2006/07
2007/08
2008/09
2009/10
Capital Budget
Other
Enviro.&Public Works Mgmt.
Housing&Economic Develop.
Library
CommunityandCultural Services
Fire
Police
Planning&Comm.Development
CommunityMaintenance
InformationSystems
HumanResources
Finance
CityAttorney
Records &ElectionServices
CityManager
Source: City of Santa M onica; HR&A CityCouncil
Under the LUCE, the City will focus new
development in locations that are cost-effective
in terms of their public services requirements,
and will encourage those types of land uses
that provide favorable municipal revenue
benefits over time. In this regard, it is important
to maintain flexibility with respect to allowable
land uses, as the pace of change is such that it
is virtually impossible to know in advance what
will be the most important business activities
20 to 30 years in the future.
General Fiscal Implications of Land Uses
Though external economic forces perhaps
have the most influence on the overall health
of City finances, land use decisions also play a
significant part in the determination of locallygenerated municipal revenues. For example, implementation of policies adopted as part of
the 1984 Land Use Element to encourage hotel
development in the oceanfront area, redevelop
the Downtown, attract high-technology
industries to the City’s Special Office District,
and adopt a Hospital Area Specific Plan to
maintain the health services industry sector,
all contributed to the current diversity of the
City’s economy and hence its fiscal well-being.
From a revenue perspective, it is obvious that
some land uses offer the City more benefit
than others, and while this is not the only
criterion when making long-term land use
decisions, revenue implications do merit careful
consideration.
On the expenditure side, the relative
significance between one land use and
another depends, in addition to project
particulars, on how costs are counted. For
example, the scale of a project’s “marginal” (or
diversified and sustainable economy
3.4 - 18 | SANTA MONICA LUCE
E2.2 Maintain industrial conservation land
uses in the same general amount and location
in order to preserve existing industrial and
commercial services as well as accommodate
their transition to serving as sites for research
and development activities, green industries
and emerging technologies such as biotech
industries.
E2.3 Target new uses in the Bergamot
Transit Village and Mixed-Use Creative
Commercial areas for the following types of
businesses:
Creative arts industries
Production and post-production
Advanced research and development
activities
incremental) public service cost depends
on existing and foreseeable capacity of
service systems relative to the demand
implied by a particular project. The LUCE
approach of encouraging the concentration
of future development in corridors with
high accessibility should lead to important
efficiencies in the cost of the provision of
public services and capital costs, particularly
in the area of transportation-related
infrastructure and public works.
Santa Monica is evolving, and the City should respond to changing conditions and attitudes that might affect its long-term viability. Harnessing opportunities like the Expo Light Rail will provide the City with sound footing to tackle the future.
Industrial uses in the City provide residents with necessary services and products that they would otherwise have to purchase from somewhere else. Retaining these uses contributes to the City’s sustainability, and ensures that small businesses maintain a presence in the local market.
CITYWIDE GOALS AND
POLICIES
GOAL E1: Create an economic base that
satisfies the commercial service needs
of the City’s residents while providing
employment opportunities and a strong
fiscal infrastructure for the City.
POLICIES:
E1.1 Make land use decisions that respond
to changing market conditions and meet the
needs of City residents and visitors.
E1.2 Judiciously manage the growth of
existing and new uses that can generate the
greatest potential for fiscal well-being and
ensure financial support for a high level of
public services.
GOAL E2: Maintain viable industrial areas
in the City that respond to the changing
character of industrial activities and
generate jobs for local residents and
other community benefits.
POLICIES:
E2.1 Foster the continued economic vitality
of the City’s industrial areas through land use
regulations that support the continuation of
these lands as generators of employment and
providers of services that support local resident
and business needs.
denotes sustainable policy
chapter 3.4
SANTA MONICA LUCE | 3.4 - 19
Supporting creative-related businesses is a priority. New land use designations in the Bergamot Station area emphasize production and artist spaces, including live/work units.
GOAL E4: Support the retail sector in order
to provide for the needs of local residents
and visitors and augment sales tax revenues.
POLICIES:
E4.1 Support small, local retailers
while providing opportunities for a variety
of shopping experiences that range from
neighborhood centers to regional-serving
commercial in the Downtown.
E4.2 Encourage the preservation and
enhancement of Main Street as a retail area
that serves the residents of the surrounding
neighborhoods and visitors to the City.
E4.3 Encourage the preservation and
enhancement of Montana Avenue as a
retail area that serves the residents of the
surrounding neighborhoods and visitors to
the City.
E4.4 Support the preservation and
enhancement of existing neighborhood
shopping areas throughout the City, including
but not limited to the following areas:
26th Street at San Vicente Boulevard
Pico Boulevard between Stewart Street and
the I-10 Freeway
Emerging technologies requiring
“incubator” space
Uses that create a high percentage of
potential jobs for Santa Monica residents
Businesses that support residents and
existing businesses located in Santa Monica
GOAL E3: Facilitate the growth of creativerelated business uses in the City.
POLICIES:
E3.1 Support creative industries such as film
and music production and post-production
facilities in the major business districts
including the Industrial Conservation and
Mixed-Use Creative Districts.
E3.2 Encourage opportunities for business
incubator space throughout the commercial
and industrial districts of the City. Consider the
creation of an integrated sustainable business
hub that allows for a mixture of green local
businesses that could range from wholesaling
activities to small-scale manufacturing.
E3.3 Encourage film production and related
uses to locate in a number of designated areas
such as Bergamot Transit Village, and the
Mixed-Use Creative and Industrial
Conservation Districts.
E3.4 Maintain the focus of the Bergamot
Transit Village area on the arts and creative
uses as the area undergoes future change.
goals and policies: diversified and sustainable economy
3.4 - 20 | SANTA MONICA LUCE
North side of Pico Boulevard between 17th
Street and Virginia Avenue Park
Ocean Park Boulevard between 29th and
32nd Streets
Ocean Park Boulevard between 16th and
18th Streets
E4.5 Encourage the creation of new
convenience shopping areas in portions of
the City that are currently underserved, with
particular emphasis that they can be accessible
by means other than by automobile.
E4.6 Support Downtown as Santa Monica’s
primary destination for comparison retail,
including a mix of local, national and
international shops and restaurants that serve
residents, visitors and area employees.
E4.7 Encourage “Shopper Goods”8
retailers
serving local residents and visitors to locate
within the Downtown and along Wilshire, Santa
Monica, and Lincoln Boulevards.
E4.8 Encourage the introduction of retail
establishments selling convenience goods
such as food stores and drugstores in the
activity centers, on major boulevards near the
Bergamot Transit Village and in the Memorial
Park neighborhood. The City shall strive to
locate these uses within a quarter of a mile of
all residential areas of the City to ensure their
accessibility by foot, bicycle and bus as well as
by automobile.
Neighborhood retail streets, like Main Street, Montana Avenue and 26th Street are beloved by the community, and provide essential services, as well as environments that are conducive to social interaction, Placemaking and recreation. 8 See page 3.4-10, footnote 3 for a description of Shopper Goods retailers.
E4.9 Encourage full-service restaurants at
locations where they can serve as “anchor”
tenants that attract residents and visitors to
commercial districts such as the Downtown,
Montana Avenue and Main Street. These uses
also can provide an important amenity to
emerging districts such as the Bergamot Transit
Village.
GOAL E5: Create a “local businessfriendly” environment that supports the retention and growth of locally-owned and
operated small businesses.
POLICIES:
E5.1 Identify small business “opportunity”
zones or districts in areas of the City that are
currently underutilized and/or underserved and
target them for local businesses that would
prefer to relocate from high-rent areas.
E5.2 Through Development Agreements
and other regulatory mechanisms, encourage
the inclusion of affordable commercial space
that is suitable for neighborhood-serving and/
or locally-owned, independent businesses and
start-up companies.
Under the LUCE, the City will
focus new development into
locations that are cost-effective
in terms of their public services
requirements and encourage those
types of land uses that provide
favorable municipal revenue
benefits over time.
chapter 3.4
SANTA MONICA LUCE | 3.4 - 21
E5.3 Support existing and establish local
retail areas that can accommodate small-scale
retail and personal, professional and business
services for the frequently recurring needs of
local residents, with the goal of maintaining
small “footprints,” and thus the character,
of the district and its compatibility with the
residential neighborhood.
E5.4 Identify candidate local shopping
areas, and adopt strategies and programs to
address access and parking needs that reflect
their local market character with reduced
parking requirements. Consider ways to
improve their accessibility by foot, bike
and bus.
Transient Occupancy Tax (TOT): Overnight guests drive less than day visitors. The City will prioritize the development of affordable hotels that offer rooms in the mid-range and budget/ value categories.
Small businesses are important components of neighborhoods and contribute to the economic diversity of the City.
GOAL E6: Encourage hotel and other
visitor-serving uses in the City that support
economic sustainability and are consistent
with traffic reduction incentives.
POLICIES:
E6.1 Support the growth of additional
hotel facilities, as overnight visitors provide
important economic and fiscal benefits in the
form of retail/restaurant sales and Transient
Occupancy Taxes (TOT) but do not significantly
contribute to traffic congestion.
E6.2 Encourage the development of
affordable hotels that offer rooms in the midrange and budget/value price ranges to ensure that the City provides a diverse number of
room types to for visitors of all income levels.
E6.3 Support expanded or new hotel and
motel facilities in areas that offer a full range of
visitor services as identified in the LUCE.
GOAL E7: Encourage the revitalization
of cinema complexes in the Downtown as
major attractions for residents and
other visitors.
POLICIES:
E7.1 Continue to encourage the revitalization
of the existing cinema complexes in the
Downtown in recognition of their importance
as an entertainment activity that draws both
local residents and visitors to the area and
generates important benefits to retailers and
restaurateurs through enhancement of the
nighttime customer base.
E7.2 Encourage revitalization of cinemas
through public-private partnerships where
the City will assist in the process of land
assembly and in the provision of necessary
infrastructure and other forms of support for
new or expanded theaters, recognizing the
high land costs in the Downtown and the
limited economic returns generated by cinema
operations.
goals and policies: diversified and sustainable economy
3.4 - 22 | SANTA MONICA LUCE
GOAL E8: Allow for the expansion and
improved performance of automobile
dealers in Santa Monica, recognizing their
contribution to the local economy and the
revenue base of the General Fund.
POLICIES:
E8.1 Support existing automobile dealerships
to ensure that they operate in a manner that is
respectful of their surrounding neighbors and
positively contribute to the City’s economic
vitality.
E8.2 Encourage automobile dealers to
develop shared inventory storage facilities in
appropriate locations to meet their needs.
E8.3 Allow automobile dealers to reasonably
expand in their current locations and
otherwise respond to likely global changes
in the automobile industry as long as their
redevelopment is in the urban auto dealership
format and incorporates mitigations to reduce
any negative impacts on the surrounding
residential and nonresidential uses. The
expansion may occur on existing parcels used
for automobile dealerships and on adjacent or
proximate parcels.
E8.4 Encourage new automobile dealers that
wish to operate in the City to consider locations
on Santa Monica Boulevard east of Lincoln
Boulevard and west of 20th Street.
E8.5 Continue to allow storage and repair
facilities for dealerships to be located on
parcels designated as Industrial Conservation
sites.
E8.6 Encourage dealerships to provide on site
automobile storage in above-grade structures
or subterranean parking facilities. To this end,
the City will consider allowing intrusions into
the public rights-of-way for underground
parking and storage facilities.
GOAL E9: Support the continued viability
of existing office uses and local-serving
offices as a means of supporting high-quality
public services.
POLICIES:
E9.1 Support the continued operation
of existing office park uses in the Santa
Monica Business Park and along Broadway
and Colorado Boulevard. Expansion or
redevelopment of these facilities should occur
with a public participation process and the
development of an area plan or similar controls
that ensure these developments provide
community benefits and follow transportation
policies related to traffic mitigation.
E9.2 Foster office uses that are oriented to
local-serving businesses, including real estate,
financial and insurance uses, and encourage
properties to provide space that can be
adapted to serve smaller, local-market tenants.
Ensure that office uses at ground floor nclude
active frontages.
GOAL E10: Support the responsible
expansion of the City’s existing hospitals
and their ancillary support facilities that are
requisite to their missions of serving the
community.
POLICIES:
E10.1 Support the responsible expansion of
Saint John’s Health Center and Santa MonicaUCLA Medical Center in the Healthcare District.
E10.2 Work collaboratively with the
administrators of the hospitals to resolve issues
of common concern.
E10.3 Encourage development of
a continuum of healthcare uses such as
congregate care, senior housing with services,
outpatient clinics and other uses consistent
with modern medical facilities.
E10.4 Encourage uses that support
the continued operation and vitality of the
hospitals, such as private medical offices,
extended-stay hotels, cafes, restaurants,
and workforce housing at locations that are
proximate to the two hospitals.
community enrichment
CHAPTER 3.5
SANTA MONICA LUCE | 3.5 - 1
Communities are made up of more than bricks
and mortar. Social relationships and community
programs contribute significantly to the quality
of life in Santa Monica. The LUCE links together
physical, natural and social environments to
maintain and enhance a vital community. The
LUCE integrates with citywide policies
relating to: Open space, parks and recreation Arts and culture Active and healthy living Child, youth, senior and family education and programs Education and public facilities, and
lifelong learning
The City of Santa Monica has long maintained
commitments to recreational, cultural and
social services, earning a national reputation
for community-oriented policies, which are
outlined in numerous studies and plans. These
documents serve as guides for identifying and
implementing a wide range of community
benefits that are detailed in the Community
Benefits chapter of this Plan.
community enrichment
3.5 - 2 | SANTA MONICA LUCE
Thanks to Susan Cloke, Chair of the Recreation and Parks Commission, for her contributions to this document and to Santa Monica’s “City as Park” concept. This concept, incorporated into the LUCE, promotes new opportunities to complement neighborhoods and districts with additional green spaces. New parks, community centers, neighborhood gardens and “beach greening” projects like the one pictured above are included in this ongoing effort.
OPEN SPACE, PARKS AND
RECREATION
For many people, the ability to spend time
outdoors is a key measure of quality of life.
The City’s strong reputation for outdoor living
and recreation is largely based on its ideal
climate and spectacular natural setting, which
have promoted Santa Monica as an attractive
resort and residential destination for the last
150 years. The beach, parks, open spaces, and
recreational amenities continue to be important
and valued community assets that are integral
to life in Santa Monica. Specific goal and policy
areas outlined in this section include:
Beach enhancements, including improved
connections and recreational facilities
Open space, parks and recreation
enhancements to facilitate enjoyment of the
outdoors and encourage active living
Integrating the LUCE vision for sustainable
land use and transportation in complete
neighborhoods to enhance green connections,
preserve open space, minimize water
consumption, improve air quality and support
healthy living within the natural open spaces
that define the Santa Monica lifestyle
Emphasis on universal access to people of all
ages, and individuals with disabilities
The City is a place to celebrate our natural
environment, a palette of ocean reflecting
the changing colors of the sky, miles of sand
beaches, and the array of trees and plants that
reflect the coastal desert ecology. The Beach
forms the south-western edge of Santa Monica
and is both a City icon and a physical place
of great beauty, welcoming all to enjoy the
water and the shore. The stewardship of this
extraordinary natural resource is a community
responsibility.
Along the bluffs above the Beach is Santa
Monica’s scenic Palisades Park. Amelia Arcadia
Bandini de Stearns Baker, one of the original
Ranchero owners, donated this park to the
newly created City of Santa Monica. Learning
from her thoughtful gift, the City recognizes
that the parks we build today are a legacy to
future generations of Santa Monicans. From
Clover Park to Crescent Bay Park, from Douglas
Park to Airport Park, from Virginia Avenue Park
to Ozone Park, the City provides wonderful
places for people to join together for sports,
recreation, relaxation, picnics and parties.
Santa Monicans have spoken for a LUCE
that creates places which allow us to build
community, enjoy the natural beauty of the
City, live an active lifestyle, walk and bike
in comfort and safety, welcome tourists and
visitors, and always do so in a way that protects
and enhances the natural environment.
chapter 3.5
SANTA MONICA LUCE | 3.5 - 3
Streets are the “living rooms” of the City. Complete Green Streets should include comfortable and safe walking and biking connections among neighborhoods and incorporate well designed methods of infiltrating storm water, keeping toxic chemicals and illness-causing pathogens out of the Bay.
The existing balance of open space with housing
is one of Santa Monica’s unique qualities that
support a sustainable lifestyle. Preserving
this important balance is key to maintaining
complete neighborhoods and a green lifestyle.
Vision
Santa Monica continues to expand and enhance
its Beach, parks and open spaces, incorporating
the concept of “City as Park” which encourages
green streets to create parklike connections
between neighborhoods and major destinations.
The City seeks new opportunities for building
parks in the neighborhoods, particularly in
underserved areas, creating civic spaces
that are beautiful and welcoming, and
improving existing facilities and access to
them. Additionally, the City seeks to improve
recreational offerings at the Beach and
enhance the Beach by strengthening green
connections to the Beach and the ocean. Parks
and open spaces will continue to be accessible,
welcoming and including to all Santa Monicans
and visitors.
Strategic Approach
From a philosophical perspective, outdoor
spaces such as the Beach, parks, plazas and
sidewalks/pathways provide opportunities
for physical, social and cultural interaction,
building a greater sense of community. These
ideals are the foundation of the City’s Open
Space Element, and its companions the
Parks and Recreation Master Plan (1997), the
Community Forest Management Plan, the
Sustainable City Plan, as well as the concept of
the “City as Park” Urban Design Presentation
developed by the City’s Recreation and Parks
Commission and endorsed by the Planning
Commission.
The key themes of these plans include:
Understanding the City as a park
Expanding the community park system
Protecting and enhancing the Beach
Treating the streets as green connections
Reclaiming lost open space
Creating a central “seam” of recreation
along the Expo Light Rail line
Enhancing the role of schools as
neighborhood parks
Community Parks
To meet the goals of active living and creating
community, it is important to have carefully
designed parks that express the individual
community enrichment
3.5 - 4 | SANTA MONICA LUCE
The beach is the City’s largest and most iconic open space. It provides residents and visitors with a variety of experiences.
Maintaining the health of the beach and marine life is important, and enhancements that diminish environmental impacts are essential.
character of each neighborhood, within walking
distance of most residences so that children
can walk to their neighborhood park and
families can gather together in parks. The City
will continue to encourage providing easily
accessible open space for everyone, exploring
creative alternatives with the goal of meeting
the national standard of having a park within a
quarter mile radius of every residence.
Green Connections and Green Streets
To meet the goals of active living, public safety,
and environmental protection and enhancement
it is important to plan a pathway system of
designated Green Streets that provide shady,
tree lined sidewalks, landscaped parkways and
bicycle paths connecting every neighborhood
in the City to each other and connecting civic
spaces to the Beach. These green streets should
be comfortable and safe walking and biking
connections between neighborhoods. They
should incorporate well-designed methods of
infiltrating storm water to ensure a healthy Santa
Monica Bay to improve water quality.
Green Streets encourage active living through
walking and bicycling that has the added benefit
of reducing vehicle trips and GHG emissions,
which will improve air quality citywide. It is
important to blend transportation and recreation
to create fun, user-friendly, safe alternatives to
the car.
The Beach: Protection, Enhancement
and Stewardship
Just as every neighborhood in the City has its
own character, so does every section of the
Beach. There is a need to design appropriately
for each of these sections, programming
activities and designing spaces to support
and enhance the existing uses of the Beach
consistent with its established character. All
projects and programs need to ensure both
public safety and sustainability.
The South Beach area, with its acres of
sand, provides legions of beachgoers with
opportunities for both active and passive
recreation. The adjacent public parking lots
could be “greened” to provide much needed
open space for the community adjacent to
the Beach. Connecting asphalt to grass that
tolerates intermittent car parking, allows
for the cleaning and infiltrating of storm
water, by reducing pollution in the Bay and
accommodating recreational needs — both
important priorities for the City.
The broad northern beaches provide
opportunities for increased recreation including
games like volleyball and beach soccer. Access
to the water from the North Beach parking lots
and pathways is a key to bringing visitors to
this section of the Beach.
chapter 3.5
SANTA MONICA LUCE | 3.5 - 5
The programs and policies included in the LUCE regarding open space are meant as a complement to adopted plans, such as the Open Space Element and the Parks and Recreation Master Plan. Enhancing or expanding existing resources means that future generations will continue to enjoy Santa Monica.
Continuing, connecting and expanding the
bicycle and walking paths from the south to
the northern City boundary, along the entire
length of the Beach through a combination
of way-finding signage and strategic pathway
widening, will provide enhanced access to
the beaches for all users and create increased
opportunities for biking, walking and jogging.
This will also encourage access to the
Beach without a car, reducing automobile
dependence and vehicle trips.
Role of the LUCE: Enhance, Expand, and
Evolve Open Space
The LUCE complements the vision and desired
outcomes of the Open Space Element, the
Parks and Recreation Master Plan and the
Recreation and Parks Commission’s “City
as Park” Urban Design Presentaion with an
integrated land use strategy that expands the
public realm; allows for additional recreational
programming; promotes the creation of
complete neighborhoods; and encourages
additional access to and usage of the City’s
beaches through modifications to the
pedestrian, bicycle and vehicular networks.
Additionally, by enhancing the inventory
of open space and green connections, and
exploring options for converting asphalt to
multi-use green space on the Beach, the
LUCE advances the principles of sustainable
development and environmental stewardship.
New parkland and green streets provide new
habitats and small-scale wildlife corridors, a
more comprehensive matrix of living spaces
and major additions to our community forest.
They also provide the opportunity to capture
storm water, recharge ground water supplies
and improve ambient air quality.
The City has already made significant progress
on many of the goals of these documents.
These goals include:
Constructing new parks at Santa Monica
Airport (8 acres) and Euclid Sreet
Expanding Virginia Avenue Park (2.9 acres)
Developing the Marion Davies estate
property as the award-winning Annenberg
Community Beach House
“Greening” areas adjacent to the Beach
Building the Cove Skate Park
Expanding community gardens
Incorporating dog parks into the open
space system
Updating equipment at existing City parks
Constructing the Santa Monica Swim Center
in collaboration with Santa Monica College
Improving play fields at neighborhood
schools for children’s sports when school is not
in session
The City is initiating the design for Palisades
Garden Walk and Town Square in the Civic
Center and exploring additional opportunities
for expanding parkland at the nexus of the
Downtown and Civic Center by capping the I-10
Freeway. While efforts like these improve certain
areas, there are other parts of the City that are
still underserved and do not have available park
space within reasonable walking distance.
3.5 - 6 | SANTA MONICA LUCE
community enrichment
With a little creativity, even the freeway can provide additional opportunities for socializing and recreation. Above, an artist’s interpretation of a new segment of Memorial Park decking over I-10.
GOALS AND POLICIES
GOAL CE1: Expand the amount, quality,
diversity and interconnectivity of parks, open
spaces and recreational facilities throughout
the city.
POLICIES:
CE1.1 Incentivize or require new
development above the base throughout
the City and particularly in activity centers
along the boulevards and near the new
transit stations, to include outdoor gathering
places such as plazas, paseos and outdoor
dining areas.
CE1.2 Consider the use of City-owned
lands and acquired additional properties to
create new parkland throughout the City,
exploring possible code modifications if
necessary. Specific opportunities for additional
parks, open spaces and green streets include:
Decking over the I-10 Freeway and using
a significant portion of the reclaimed land
as parks and open space, with a focus on
segments between 4th Street and Ocean
Avenue in the Downtown and Civic Center
Districts, and between 14th and 17th Street in
the Memorial Park Activity Center Overlay
Expanding Memorial Park, promoting
a central park in coordination with transitoriented development Creating new parkland/green corridors in the
Bergamot Transit Village area, providing new
pedestrian and bike pathways through large
land parcels.
Building a bike path along the Expo Light
Rail right-of-way to create a recreational
“seam” through the City.
Exploring park planning for the Mount
Olivette Reservoir site.
CE1.3 Seek additional “beach greening”
projects that replace pavement at the beach
with native plants and other green elements.
CE1.4 Preserve, protect, enhance and
maintain open access to the City’s beach areas
in a manner that respects the beach and ocean
as valuable natural resources.
CE1.5 Identify and pursue opportunities
to provide greater multi-modal access to the
beach.
CE1.6 Continue to enhance the tree canopy
and coverage through the coordinated citywide
tree planting Urban Forest Master Plan.
CE1.7 Strive for a geographic distribution
of parks, open spaces and recreational facilities
throughout the City such that most residents
are within walking distance of a park or
recreational area.
CE1.8 Seek to improve and expand sports
and recreational facilities throughout the City.
denotes sustainable policy
chapter 3.5
SANTA MONICA LUCE | 3.5 - 7
Access to recreational facilities and public open space amenities is a key objective of the LUCE, which strives to connect visitors and residents with communal gathering places.
CE1.9 Continue to maintain a diverse
range of recreational facilities, offering
residents of all ages affordable and safe access
to high-quality recreational opportunities.
CE1.10 Implement and periodically update
the Parks and Recreation Master Plan
and Open Space Element with goals and
performance measures coordinated with the
LUCE, as appropriate.
CE1.11 Establish a geographic or
programmatic hierarchy linking open space
resources to a system that serves the wide
range of community needs.
CE1.12 Reduce the impact of physical barriers
like topography and a fragmented street grid
that limit access to parks and open space.
CE1.13 Integrate expanded open spaces
into the Memorial Park Area Plan, including
connections with the Expo Light Rail station,
linkages with the surrounding neighborhood
and with transit-oriented development, and
pathways to the expanded open space over
the freeway.
CE1.14 Manage sensitive and special
status wildlife habitat in Santa Monica’s open
spaces such as Monarch Butterfly roosting or
protected migratory bird and raptor nesting
sites, and protect these resources during active
roosting, nesting or other crucial periods. The
City shall protect Monarch Butterfly habitat
located on City-owned property.
GOAL CE2: Develop a comprehensive
system of pedestrian-friendly, green streets
and recreational pathways.
POLICIES:
CE2.1 Utilize streets as public spaces by
improving them with landscaping, particularly
shade trees, pedestrian facilities and other
enhancements to create a system of green
connections throughout the City.
CE2.2 Strive to make all streets pedestrianfriendly to promote increased walkability.
CE2.3 Strive to improve the existing bridges
over the freeway at Ocean Avenue, 4th, 11th,
14th and 17th Streets with landscaping and
pathway lighting to invite pedestrians.
CE2.4 Work with other public agencies to
incorporate recreational pathways into largescale transportation projects and existing transportation rights-of-way. Continue to pursue
the bike path that accompanies the Expo Light
Rail line.
CE2.5 Increase pedestrian, bicycle, vehicle
and public transit access to Santa Monica’s
beaches through City public works projects.
CE2.6 Increase the number and diversity
of trees in the community forest particularly in
areas that have low tree canopy coverage.
CE2.7 Consider parks at street ends,
community gardens, storm water “parks” in
parkways and medians, off-leash areas
for dogs, and improved and expanded pathways
as possible community benefits in
new development.
community enrichment
3.5 - 8 | SANTA MONICA LUCE
The Creative Capital plan is supported by LUCE land use designations, goals and policies that seek to provide comprehensive strategies for fulfilling the community’s cultural vision.
ARTS AND CULTURE
Life in a city should engage the imagination
and lift the spirit. Santa Monicans definitely
agree. The creative arts have always been an
essential component of the character of a great
city, and Santa Monica “boasts perhaps the
largest concentration of creative employment
in the U.S.” (Creative Capital). The community
sees itself as innovative, experimental and
cutting edge, evidenced by the arts and
entertainment businesses, galleries and
nonprofits attracted to the City. A recent poll
found that Santa Monica’s residents share a
vision for their community that views “culture
as an inseparable component of what makes
Santa Monica exceptional, desirable and
economically competitive.”
The City’s enthusiasm and support for creative
arts is incorporated into the land use policy
direction of LUCE. The LUCE fosters the arts
and culture in creation of a transit village at
Bergamot Station and the Mixed-Use Creative
District, and by shaping development policies
to encourage the arts. Santa Monica’s adopted
cultural master plan, Creative Capital, which
focuses on the development of the City’s arts
and culture, presents comprehensive strategies
for fulfilling the community’s cultural vision
and fostering more cultural opportunities.
The LUCE incorporates Creative Capital’s
recommendations related to land use and the
City’s role in sustaining and expanding the
existing cultural infrastructure, including:
Opportunities for maintaining and
developing creative work spaces, particularly
“incubator” opportunities
Land use policies that allow for artists to live
and work in Santa Monica
Maintaining and providing opportunities for
a wide range of performance venues
Santa Monica has historically been a
destination for many artists, as well as
several culture and entertainment-related
organizations. In fact, there are more visual and
performing artists, arts presenters, designers,
architects, and film and music producers per
capita in Santa Monica than in any other city in
California. There are 42 venues for arts-related
performances and exhibits including:
Bergamot Station, the Civic Auditorium,
Santa Monica College’s Eli and Edythe Broad
Stage, and Barnum Hall and the Greek
Amphitheater at Santa Monica High School.
The City also boasts more than 31 murals and
21 public sculptures within its borders. Its
well-developed artist and gallery community
and performing arts venues add to the City’s
retail drawing power and stimulate significant
economic activity.
chapter 3.5
SANTA MONICA LUCE | 3.5 - 9
Retaining affordable spaces for artists of all talents is a community-wide concern. The LUCE incentivizes the
rehabilitation and development of artist spaces throughout the City, particularly in the Bergamot Transit Village and the MixedUse Creative District.
Vision
Santa Monica continues to acknowledge and
reinforce the importance of the creative art
industry to Santa Monica’s cultural ecosystem
by providing opportunities for art-related
activities and businesses throughout the
City. Through the use of incentives and other
mechanisms, the Bergamot Transit Village
and Mixed-Use Creative Districts builds
upon the existing concentration of art and
cultural activities by providing dedicated
new or adaptively reused live, work and
exhibition spaces. The Civic Center becomes
the cultural heart of the community, through
the reactivation of the Civic Auditorium and
provision for multi-use green space and a
cultural center. The profile and significance of
art in the lives of the community members is
enhanced through public programs that foster
communication, participation, and access to
local arts and culture for people of all ages.
Strategic Approach
Despite this creative abundance and relatively
widespread understanding of its value, Santa
Monica’s artists and cultural entities face
increasing challenges. Real estate pressures
have resulted in higher rental and sales prices,
affecting the cultural community’s ability to
remain in Santa Monica. Both Creative Capital
and the LUCE identify the high cost of real
estate and the decreasing availability of small
light industrial spaces with flexible floor plans
as the most urgent threat facing artists. Many
small start-up creative businesses are being
forced outside of the city where it is easier to
find space with affordable rental rates.
The LUCE strategy incorporates land use
designations and policies that support the
Creative Capital plan and contribute to the
continuing success of art and culture in Santa
Monica. These initiatives include providing
additional space for the growing film and
television economy, artist live/work and
performing arts spaces, among others. Key
recommendations are the designation of the
Bergamot Transit Village and the adjacent
Mixed-Use Creative District as a focus for the
creation of a world-class center for creative
arts.
Highlighting the significance of the arts in
Santa Monica, the Bergamot Transit Village
District is envisioned as a high-quality, mixeduse, creative arts and residential neighborhood centered around the new Expo Light Rail
station. This provides the City with the
opportunity to expand its creative arts job
base while providing a residential balance
through incorporation of a variety of housing
types. Responding to the recommendations
of Creative Capital, this transit village will be a
live-work-play community designed to create
a complete neighborhood with local goods
and services, public gathering places and
connections to adjacent areas. It is designated
as the location of arts and studio-related uses
such as film and music production and postproduction and provides space for art studio live/work units.
This section identifies the key goals,
policies and actions for supporting arts and
culture in relation to the City’s land use and
transportation framework.
3.5 - 10 | SANTA MONICA LUCE
community enrichment
Support for the arts: The LUCE provides a variety of programs and incentives to nurture the creative arts culture in Santa Monica.
GOALS AND POLICIES
GOAL CE3: Foster opportunities to
support the thriving Santa Monica creative
arts community and ensure that artists
continue to create within Santa Monica.
POLICIES:
CE3.1 Foster the preservation and
enhancement of the arts community at the
Bergamot Station Arts Center through the
Bergamot Transit Village Area Plan and in
conjunction with the Expo Light Rail station.
Provide clear access and visibility to the
Bergamot Station Arts Center and improved
multi-modal connectivity as the transit village is
developed.
CE3.2 Foster a thriving creative arts
community through development incentives
to encourage incubator studio and exhibition
space, art galleries and studios, creative offices
and performing arts space, particularly in the
Bergamot Transit Village and the Mixed-Use
Creative Districts, and other locations where
appropriate. Support inclusion of arts uses as a
community benefit in new development above
the base.
CE3.3 Retain and enhance current
concentrations of arts uses at the Pier,
Bergamot Station, the Santa Monica Airport,
18th Street Arts Center and the Civic Center.
CE3.4 Recognize and support the importance
of individual artists to Santa Monica’s cultural
ecosystem.
CE3.5 Encourage opportunities to foster
communication and leverage partnerships
between the City and other institutions
and organizations for innovative cultural
programming and creative arts production.
CE3.6 Support implementation of the Creative
Capital plan, and explore methods to include
the arts in future performance monitoring.
GOAL CE4: Increase cultural access to a
wide variety of cultural programs for all ages.
POLICIES:
CE4.1 Facilitate land use opportunities for
major new arts and cultural festivals as well as
small-scale festivals or showcases that highlight
the arts and culture.
CE4.2 Encourage land uses that provide
accessibility for residents of all ages to arts and
cultural programming in both existing venues
and new developments.
chapter 3.5
SANTA MONICA LUCE | 3.5 - 11
Music festivals, like this one at Bergamot Station, bring the community together and allow artists an opportunity to express themselves.
Small galleries and performance spaces allow individual artists to showcase their talents. The LUCE recognizes the importance of both small and large venue spaces.
The Santa Monica Civic Auditorium has been host to many cultural events over the years. It has the potential to serve as a key component of the City’s future cultural programming.
Shared parking opportunities can unlock an area’s potential to provide a wide variety of land uses that would otherwise need to provide their own parking resources.
CE4.3 Encourage and facilitate the installation
of high quality art in public locations or
areas visible to the public that enhance the
community landscape.
CE4.4 Organize programming to allow
for shared parking and multi-modal access for
performance and art uses throughout the city,
grouping events by locale.
GOAL CE5: Provide opportunities for the
retention, development and reuse of cultural
facilities to foster the community’s unique
identity.
POLICIES:
CE5.1 Explore the concept of Arts Alleys —
capitalizing on available space fronting on
alleys for public interaction with artists and
cultural organizations — particularly in the
Downtown Specific Plan, Mixed-Use Creative
District, and area plans for the activity centers,
where feasible and appropriate.
CE5.2 Enhance the Civic Auditorium as a
key feature within a larger cultural campus
encompassing the Civic Center, Santa Monica
High School, the Pier and adjacent areas
to better accommodate the cultural uses
envisioned by the community. CE5.3 Consider proposals for small, flexible and affordable performance venues (under 500
seats) and visual arts spaces.
CE5.4 Support and enhance cultural
development within and around mixed-use
activity centers.
denotes sustainable policy
community enrichment
3.5 - 12 | SANTA MONICA LUCE
The LUCE promotes walking, biking and general recreation in its land use and transportation goals, policies and actions.
Active lifestyles contribute to the well-being of the community and significantly benefit our health.
ACTIVE LIVING AND HEALTH
Active living is the integration of physical
activity into daily routines. Santa Monica’s
pattern of land use and density, its
transportation strategies, and its street
design have a strong impact on levels of
physical activity. In well-designed residential
neighborhoods that are comfortable and within
a short distance of services, schools, parks,
libraries and activities, people are more likely
to integrate walking to those destinations into
their daily lives, making them more active and
healthy. The City’s physical development is
also related to other aspects of public health.
Land use patterns and transportation networks
affect air quality, transportation safety, access
to nutritious foods and healthcare, exposure
to toxins, mental health, and other facets of
life in Santa Monica. Santa Monica’s pleasant
marine climate and the beauty of its natural
environment provide an ideal setting for the
active living embraced by the community.
In addition to this Plan, components of active
living goals and policies are addressed in the
Open Space Element, the Parks and Recreation
Master Plan, the Sustainable City Plan, and the
Hospital Area Specific Plan. These documents
specifically promote:
Active and healthy living lifestyles, with an
emphasis on providing safe and enjoyable
opportunities for physical exercise to be
integrated into our daily routines
Land use policies that maintain accessibility
to all types of medical facilities in the City
A full range of recreation programs for
people of all ages and economic levels
Vision
Santa Monica lives up to its reputation of “City
as Park” to meet the active recreational and
health needs of the community. Coordinated
policies for land use, transportation and other
citywide initiatives contribute positively to the
overall health and vitality of the community. All
neighborhoods have nearby retail options, and
walking to them becomes a viable aspect of
daily routines. Actions that damage the City’s
walking environment are viewed as damaging
to the public health of the community.
The City also continues to increase access
to active recreational spaces, and seek to
provide access to the most nutritional food
and comprehensive healthcare for all
community members.
chapter 3.5
SANTA MONICA LUCE | 3.5 - 13
Indoor and outdoor performance spaces throughout the City contribute to a lively cultural and creative environment.
Strategic Approach
In response to an alarming national trend
toward obesity and disease, the City is
committed to promoting active lifestyles for
the health and well-being of the community.
The City has two active living programs: Bike
Santa Monica and Walk Santa Monica. It also
provides a wide range of recreational facilities,
including, but not limited to, the Santa Monica
Swim Center, the Annenberg Community
Beach Club, the Cove Skate Park, basketball
and tennis courts at various parks, active
sports fields at Memorial and Marine Parks, the
Memorial Park Gym, the beach bike path, and
the community gardens.
Programs and activities at these locations
include swim instruction, sport leagues, fitness
classes, skateboarding, biking, rollerblading,
basketball, jogging, yoga, and a range of other
pursuits that address the physical and mental
health of community members. The LUCE
strategy includes land use and transportation
goals, policies and actions that build on parks
and open space policies to directly promote
active living and health in Santa Monica. The
LUCE promotes the creation of complete
neighborhoods and green streets that
encourage walking, biking and recreation.
The LUCE also facilitates easy access to daily
goods and services and healthy food, so that
residents can live close to full-service grocery
stores and farmer’s markets with locally grown
produce, fruit and vegetables.
The LUCE policies that support the land uses
and economic viability of the hospital area
ensure that the community will have continued
access to diverse and high-quality healthcare
options.
3.5 - 14 | SANTA MONICA LUCE
community enrichment
The escalating cost and availability of fresh food is a local and global concern. The LUCE actively encourages a land use distribution that provides the community with healthy produce and other foodstuffs.
GOALS AND POLICIES
GOAL CE6: Foster the health and wellbeing of all residents.
POLICIES:
CE6.1 Foster relationships with the
healthcare community and community at large
to promote the well-being of all residents and
make community health a priority.
CE6.2 Encourage uses and programs that
expand residents’ access to healthy living
services that offer a diverse array of preventive
care and medical services to all residents
while specifically addressing underserved
populations.
CE6.3 Encourage a range of medical uses
that serve all segments of the community,
including assisted living facilities, to locate in
the City, particularly in the Healthcare District.
CE6.4 Repeal the outdated Hospital Area
Specific Plan, establish a Master Plan for the
Providence Saint John’s Health Center and/or
adopt a new HASP to encourage creation of a
complete neighborhood, providing an example
of active living through pedestrian linkages,
green streets and pocket parks that allow users
to walk comfortably and pleasantly between
services, incorporating uses that meet the
daily needs of healthcare staff and workforce
housing.
GOAL CE7: Create convenient and safe
opportunities for physical activity for
residents of all ages and income levels.
POLICIES:
CE7.1 Promote land use patterns and
transportation decisions that enable all residents
to walk and bicycle to meet their daily needs.
Focus new development within walking
distance of transit facilities.
Work with transit providers to increase transit
access and service throughout the City.
Provide a diverse mix of uses in the City.
Encourage affordable and workforce housing
in close proximity to new activity center
overlays and close proximity to services, transit
access and employment.
Encourage neighborhood-serving retail and
services in close proximity to serve existing
neighborhoods and in districts throughout the
city.
Encourage local-serving small floor plate
office space within walking distance of the
neighborhoods.
Strive to create and maintain a balanced
transportation system that provides safety and
mobility for pedestrians, bicyclists, people with
strollers, and those who use wheelchairs in
parity with automobile passengers.
Expand the bicycle network to provide
residents with safe options for bicycling
to stores, schools, parks and places of
employment.
Increase the amount and distribution of
park and recreation space, and provide clear
connections between facilities.
denotes sustainable policy
chapter 3.5
SANTA MONICA LUCE | 3.5 - 15
The LUCE framework, in combination with the City’s Child Care Master Plan and other long-range strategies, puts an emphasis on providing services and facilities for people in all stages of learning.
GOAL CE8: Provide safe, convenient
access to healthy foods for all residents.
POLICIES:
CE8.1 Actively encourage uses such
as grocers, produce and farmer’s markets
throughout the City to provide residents
with safe, convenient access to locally
grown fresh fruits and vegetables. Include
grocers, produce and farmer;s markets in
the definition of local-serving uses to create
complete neighborhoods.
CE8.2 Allow small, local grocery stores
and neighborhood markets to locate in
multi-family residential neighborhoods.
CE8.3 Continue to encourage farmer’s
markets as a source of healthy, local fruits,
vegetables and other foods.
CE8.4 Where possible, avoid a
concentration of unhealthy food providers—
such as fast food restaurants or liquor
stores—within any one neighborhood
or near school properties, to the extent
permitted by law.
CE8.5 Increase the number and diversity
of trees in the community forest and plant
life throughout the City, particularly in areas
that have low tree canopy coverage.
CHILD, YOUTH, SENIOR
AND FAMILY EDUCATION –
FACILITIES AND PROGRAMS
The City of Santa Monica has long maintained
commitments to a diverse range of child,
youth, senior and family human service needs.
The City is committed to preserve, support and
partner with effective service providers to meet
community needs and improve the quality of
life for Santa Monica residents. The key policy
documents related to this category are the
Child Care Master Plan, the Early Childhood
Initiative, the Civic Center Specific Plan, the
Hospital Area Specific Plan, orits replacement,
Community Voices 2006, the 2007–2010
Community Development Plan, the 2005–2010
Consolidated Plan, and Evaluation of Services
for Older Adults: Implications for Existing
and Future Programming. These documents
provide general goals and policies to support
and foster these areas of focus:
Child care and early education – a
commitment to providing quality child care
and early education to support children of all
social and economic levels
Youth/teen facilities and programs – a
commitment to providing quality facilities and
programs to support teens
Senior facilities and programs: recognition of
the needs of seniors with respect to affordable
housing, continuum of care, transportation,
accessibility, healthcare, culture and
entertainment, social connection and safety
community enrichment
3.5 - 16 | SANTA MONICA LUCE
Key community benefits, like child care, are integrated into the LUCE as new investment in Santa Monica has the potential to provide needed services and amenities that nourish the community.
Child Care and Early Education
The City has had a long-standing commitment
to nurture the optimal growth, development
and education of children and to support
families. In 1991, the City joined with the
Santa Monica-Malibu Unified School District
(SMMUSD) and Santa Monica College to
undertake preparation of a child care master
plan to create a long term vision for child care
in Santa Monica. The City’s adopted Child Care
Master Plan states that child care is a societal
issue and a community priority, and not simply
a concern of individual families. Child care
and early education continue to be one of the
most pressing concerns of contemporary family
life. The plan acknowledges the importance
of quality, affordable and accessible child
care and early education, and commits City
resources as an employer, regulator and
catalyst to protect existing resources and
expand their supply. In 1983 the Child Care
and Early Education Task Force was formed to
serve as advocates for parents, children, and
educators. The task force is a collaborative
effort among community partners and further
demonstrates the City’s commitment to the
advancement of educational opportunities in
Santa Monica.
The City has reaffirmed its commitment to
accessible, high-quality child care with the
2001 Santa Monica Early Childhood Initiative,
and has engaged in several partnerships,
planning and funding efforts to improve the
supply, accessibility and quality of child care
and early education for all of Santa Monica’s
residents. Some of these efforts include the
elimination of planning fees for child care
centers, and the establishment of the Child
Care Linkage Fee program that levies a fee on
certain development. The City uses these fees
toward the development of child care and early
education facilities. The City has encouraged
facilities through Development Agreements,
starting with Colorado Place in the early 1980’s.
Other ways that the City promotes child care
and early education has been through lease
agreements; exempting business permits
for nonprofit child care centers; creating
after-school child care and early education in
partnership with the SMMUSD; developing new
facilities such as the planned Early Childhood
Education Center with Santa Monica College in
the Civic Center; and partnering with the RAND
Corporation for guidance regarding new child
care and early education facilities. The City also
provides grants to low- and moderate-income
families to facilitate their access into quality
early education programs.
chapter 3.5
SANTA MONICA LUCE | 3.5 - 17
From preschool to college-level courses, Santa Monica is rich in educational offerings.
Vision
In recognition that our children are an
important part of our community, the
City creates a family-supportive urban
environment with child care and education
and human services targeted to meet the
needs of families and children from infancy
to early adulthood. The City supports public
and private partnerships, and the concerted
and coordinated efforts of the City, the
SMMUSD, and Santa Monica College
in implementing the goals of the Santa
Monica Child Care Master Plan. The City
also partners and encourages programming
targeted to meet the needs of youth and
teens during non-school hours to provide a
supportive environment.
GOALS AND POLICIES
GOAL CE9: Integrate the child care and
early education needs of those who live or
work in the community into the City’s land
use planning process.
POLICIES:
CE9.1 Support the development of highquality child care and early education facilities and small and large family child care in homes
to meet the needs of those who work or live in
Santa Monica. Maintain streamlined processing
and permit regulations, encourage harmonious
integration with the neighborhood, and fee
reductions as incentives.
CE9.2 Encourage the provision of
child care and early education facilities as a
community benefit in new development above
the base, and encourage these facilities near
transit centers.
CE9.3 Facilitate new child care and early
education facility development opportunities
by leveraging Child Care Linkage Fees with
other resources.
CE9.4 Serve as a model employer by
maintaining a high-quality child care and early
education program with participation offered
to City employees.
CE9.5 Promote and utilize community
partnerships with the SMMUSD, Santa Monica
College, nonprofits, and the private sector to
meet child care and early education needs.
CE9.6 Continue to encourage and support
afterschool programs in partnership with the
SMMUSD, and the Police Activities League
(PAL).
CE9.7 Coordinate with local child care and
early education referral/resource agencies to
distribute resources and informational materials
to child care and early education providers,
employers, parents, developers and local
businesses.
SANTA MONICA LUCE | 3.5 - 17
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chapter 3.5
community enrichment
3.5 - 18 | SANTA MONICA LUCE
Youth and teen enrichment: The City is committed to
providing a comprehensive package of activities and facilities through which Santa Monica’s youth can achieve their full potential.
Youth/Teen Programs and Facilities
The City is committed to ensuring the presence
of quality youth and teen facilities and
programs. This commitment is demonstrated
by the development and continued
programming at Virginia Avenue Park
including the addition of a Teen Center and
Police Activities League Fitness Gym. Youth
were involved in the design process for the
Teen Center and contributed suggestions for
programming. In 2005 with the reopening of
Virginia Avenue Park, teens and young adults
were provided with a safe creative space where
youth have a quiet space for academic pursuits
and a loud space to explore their creative
interests. With the PAL Fitness Gym, youth are
able to be actively involved in physical activity.
Both spaces give youth safe and engaging
environments to be involved in positive
and productive activities that support their
success in adulthood. Virginia Avenue Park
provides youth with educational and artistic
opportunities that can lead to employment or
entrepreneurial opportunities.
Vision
In recognition that our youth represent the
future, the city provides a youth-supportive
urban environment with facilities and
programming targeted to meet the needs of
youth, and continues to support them during
their teens and in the transition to productive
adulthood. The City continues to involve youth
in the design and planning for public and
private partnerships, including the concerted
and coordinated efforts of the City, the
Santa Monica-Malibu Unified School District
(SMMUSD), Santa Monica College and local
nonprofit agencies.
GOALS AND POLICIES
GOAL CE10: Foster partnerships and
opportunities to encourage programming
and facilities to address the needs of older
youth and teens.
POLICIES:
CE10.1 Continue to seek resources to
provide quality programs to support
older youth in their quest for productive
adulthood.
CE 10.2 Continue to encourage and support
after-school programs in partnership with the
SMMUSD, the Santa Monica Police Activities
League and at Virginia Avenue Park.
chapter 3.5
SANTA MONICA LUCE | 3.5 - 19
Seniors make up a large part of Santa Monica’s
population. The City will continue to furnish seniors
with a wide range of educational, recreational and
cultural amenities.
Senior Programs and Facilities
Historically, there has been an ongoing
recognition of the need to address the
current and upcoming senior population
within the City. This includes a wide range of
needs such as affordable housing, resources
for a continuum of care within the City,
transportation and accessibility to address
senior needs, social connection, healthcare,
culture and entertainment, education and
safety needs specific to seniors. The key
policy documents related to this category are
Community Voices 2006, Evaluation of Services
for Older Adults: Implications for Existing and
Future Programming (2008), and the 2007–
2010 Community Development Plan.
Vision
Seniors and older adults comprise an essential
part of the community. The City continues
planning and programming resources to
meet the needs of this large and growing
population. The City also continues to
develop and implement innovative ways to
meet the needs of current seniors and the
emerging needs and desires of “boomers”
as they make their way into the second half
of life. Programming for both older seniors
and boomers will range from health/fitness,
social services, social connection, educational
enrichment, community service and recareering/reemployment.
GOALS AND POLICIES
GOAL CE11: Support long-term quality
of life and provide for the diverse needs
of seniors.
POLICIES:
CE11.1 Support inclusion of senior
services in new development above the
base throughout the City and particularly
in activity center overlays along the
boulevards and near transit.
CE 11.2 Facilitate a well-coordinated
system of social services delivery for frail
seniors to include a highly accessible onestop shop.
CE11.3 Facilitate current and upcoming
seniors to “age in place and in community”
by instituting policies and supporting
programs that enable them to remain in
their homes and avoid unnecessary or
premature institutionalization.
CE11.4 Encourage neighborhoodbased wellness and active living programs and social connections for adults 50
and over, with less focus on provision of
programs at a centralized location.
CE11.5 Develop facilities and opportunities
that encourage intergenerational
programming and meaningful civic
engagement.
CE11.6 Address the walking safety of frail
seniors and people living with a disability in
developing sidewalk and pathway facilities.
CE11.7 Encourage the creation and
design of affordable housing to accommodate
the needs of seniors, including facilities that
provide a continuum of care.
CE11.8 Support implementation of measures
identified in the Evaluation of Services for
Older Adults: Implications for Existing and
Future Programming.
SANTA MONICA LUCE | 3.5 - 19
denotes sustainable policy
chapter 3.5
community enrichment
3.5 - 20 | SANTA MONICA LUCE
Continuum of learning: From preschool to college-level courses, Santa Monica is rich in educational facilities. Santa Monica College partners with the City to provide community resources and to broaden transportation options.
EDUCATION AND PUBLIC
FACILITIES, AND LIFELONG
LEARNING
Santa Monica is a place where lifelong
continuing education is available and a priority
for community members through their lives.
The City has made a considerable commitment
to the community’s education through its
support of quality early education for children
from birth, recreational and after-school
programs for school-age children, a highly
recognized community college and emeritus
programs for older adults. The City puts great
emphasis on every phase of learning and
recognizes the importance of education to
the vitality of our community in its policies
and programs.
The City has adopted strong policies to
support the educational needs of young
children, school-age youth and adults. Key
documents related to this category include the
Civic Center Specific Plan, Child Care Master
Plan and Early Childhood Initiative. The LUCE
builds on the these documents along with well
established relationships with the SMMUSD
and Santa Monica College (SMC) to identify
needs and community benefits associated with
learning and educational facilities.
Specific goal and policy areas outlined in this
section include:
Early education - a commitment to providing
quality early life education to support children
of all social and economic levels
Lifelong learning - a commitment to
providing educational opportunities for all ages
Integrated or shared use with the SMMUSD
and/or SMC to pursue opportunities for
improved access, circulation and coordinated
use of public facilities and services
SANTA MONICA LUCE | 3.5 - 21
chapter 3.5
Providing students and their families with alternatives to the car to get to school will involve enhanced transit services, bike and pedestrian pathways, and other facilities.
Schools, Public Facilities and Services
Santa Monica’s schools and educational
facilities are among the City’s most important
assets. They draw residents and visitors
to the City, provide job and centers of
activity and important recreational and
cultural opportunities as well as training the
City’s young people for future service and
employment.
The City is rich with schools and educational
programs. Santa Monica’s highly regarded
public schools are operated by the SMMUSD,
and include two high schools, two middle
schools, and eight elementary schools.
SMCis a two-year community college with
approximately 30,000 students. It serves a wide
spectrum of the community with a substantial
program of classes attended by high school
students and adults continuing their education,
and is widely considered a key feeder school
for the California State college and university
system. The City is also home to a number of
early childhood centers, K-12 private schools
as well as adult education institutions.
The City’s land use and transportation
roles are supportive and advisory, rather
than regulatory, with regard to the public
education institutions. The City should offer
its assistance to the SMMUSD and SMC as a
strong advocate and facilitator to implement
and encourage increased use of multi-modal
transportation options. Particular focus will
include enhanced use of the transit system
and improvements to the City’s bicycle and
pedestrian facilities. The LUCE proposes
several new bicycle linkages to Santa
Monica High School, including a 7th Street
bicycle bridge across the I-10 Freeway and
continuation of a Michigan Avenue bike path,
if possible, through the high school campus. A
17th Street bicycle path through SMC is also
encouraged. The Expo Construction Authority
anticipates completion of the light rail line in
2015. A station is proposed for the Colorado
Avenue side of Memorial Park and will be within
walking distance of Santa Monica College,
and the Downtown Light Rail Station will be
within walking distance of the high school. Safe
and functional bicycle and pedestrian facilities
citywide along with the light rail and a well
coordinated busing system will support efforts
to reduce school related auto trips throughout
the City, promoting active living as well as earthfriendly transport.
The SMMUSD is developing a Facilities Master
Plan to guide the school district in a phased
upgrade and enhancement of its multi-campus
community enrichment
3.5 - 22 | SANTA MONICA LUCE
Public facilities and programs support existing educational institutions and keep kids engaged in the learning process all year-round.
network of facilities in order to meet its current
and future instructional, cultural, athletic
and supporting facility demands. The City is
working cooperatively in this endeavor.
Cooperative planning between the City and
the schools is most evident in the planning
activities focused on the joint use of facilities.
A shared use study of the Santa Monica High
School campus and the City’s Civic Center
facilities was completed in 2008, with Santa
Monica College also participating as the future
operator of the planned Civic Center child care
facility. As the City reenvisions the Civic Center,
it is working closely with SMC to plan a state
of the art demonstration child care facility as
part of the revitalized area. Another potential
cooperative planning effort is to explore the
reconfiguration of the SMMUSD’s headquarters
as part of the Memorial Park Activity Center
in conjunction with expansion of the City’s
Memorial Park.
The public buildings and facilities owned
by the City improve residents’ quality of life
by providing venues for public gathering,
community and civic activities, recreation,
and lifelong education. They include: senior,
youth, child care and early education, and
intergenerational centers, supportive service
and residential programs for homeless
individuals, libraries, swimming pools, the
Santa Monica Pier, recreational buildings at
parks, the beach and the college, and meeting
rooms and Civic Center buildings. Continuing
to invest in public buildings and facilities in the
City will preserve and enhance the resources
available for the spectrum of activities that
complement Santa Monica and facilitate
lifielong learning.
Vision
Santa Monica seeks to have high-quality, highly
accessible educational and public facilities,
recognizing that these services underlie the
City’s continued long-term success. The City’s
school-age residents will increasingly use
alternatives other than the automobile to get
to school; that is they will rely on convenient
transit and comfortable, safe bike paths and
lanes, and pedestrian facilities. The City and
the schools will cooperatively develop safe
and low-impact drop-off and pick-up plans
that the schools will implement and oversee.
As Santa Monica residents continue to benefit
from shared use of City and school facilities,
the City will work with the schools to optimize
this potential. SMC and the SMMUSD will be
increasingly connected to the City, in terms
of land use and transportation, and of the
dynamic interplay between the City’s residents
and supporting businesses. The City and the
District will collaborate to provide increased
public access to Santa Monica College and
the SMMUSD’S educational facilities and
opportunities.
chapter 3.5
SANTA MONICA LUCE | 3.5 - 23
GOALS AND POLICIES
GOAL CE12: Support the SMMUSD and
Santa Monica College capital planning
and implementation in recognition of their
important role in the City.
POLICIES:
CE12.1 Encourage implementation of the
SMMUSD’s Facilities Master Plan and provide
guidance based on LUCE principles, including
green building, shared parking, and improved
access to open spaces and cultural facilities.
CE12.2 Provide guidance based on LUCE
principles and encourage implementation of
SMC’s campus modernization and renovation
plans.
CE12.3 Maintain a collaborative working
relationship with the SMMUSD and SMC to
address issues of mutual concern.
GOAL CE13: Maximize the community
benefit of educational and City facilities
through coordinated planning and
shared use.
POLICIES:
CE13.1 Explore with the SMMUSD
possible coordinated facility development or
shared use opportunities, such as coordinated
shared use planning between the Civic
Center area and Santa Monica High School,
including possible shared athletic and cultural
facilities, and shared use planning between the
Memorial Park Activity Center Overlay and the
school district headquarters.
CE13.2 Work with SMC to explore facility
development opportunities with mutual
benefits to the college and the City.
GOAL CE14: Increase use of transit,
walking and bicycling as an alternative to the
automobile for students and employees of
the city’s schools and colleges.
POLICIES:
CE 14.1 Encourage and support efforts to
increase transit ridership, walking and bicycling
to educational facilities, reducing vehicle trips.
CE14.2 Strive to create and enhance safe
walking and bicycling routes to schools through
integrated transportation, land use, and design
decisions to increase safety, increase physical
activity among children, and reduce traffic
congestion around schools.
CE14.3 Support the SMMUSD in its effort
to encourage students and employees to
travel to and from school by transit, bicycling
and walking by providing safe and appealing
walking and bicycling routes to school and
linking pathways to schools with access to
public transit, including the potential Michigan
Avenue extension.
CE14.4 Work with and support SMC and the
SMMUSD in developing and implementing a TDM
program to reduce vehicle trips to and between
satellite campuses, potentially including bus
system enhancements and/or a universal bus pass
program with the Big Blue Bus to increase transit
ridership.
CE14.5 Work with SMC and Santa Monica
High School on coordinated events programming
to maximize shared parking and public transit
resources at performing arts venues.
GOAL CE15: Encourage the City’s schools
and college to work cooperatively to develop
safe and efficient access to transportation, and
parking for employees, students and visitors.
POLICIES:
CE15.1 Encourage schools to work with the
City to develop and implement safe morning
drop-offs and evening pick-ups of students that
minimize the traffic impacts on City streets.
CE15.2 Work with SMC to increase the bicycle
and pedestrian connections to the community,
with welcoming design including gathering spaces,
and coordinated land use decisions.
CE15.3 Work with providers to achieve pick-up
and drop-off for childcare, early education, and
private school projects that are designed and
operated to be sensitive to neighbors and the
surrounding area.
community enrichment
3.5 - 24 | SANTA MONICA LUCE
community enrichment
Lifelong Learning
Lifelong learning is a philosophy that broadens
the definition of “education” by encompassing
senior and adult education programs, library
services, recreational programs, nonprofit
organizations, religious communities, cultural
events, professional development, healthcare
organizations, and private classes and lessons.
In addition, lifelong learning extends to
conventional schools and colleges. Lifelong
learning is supported by a grassroots network
that encourages spontaneous interactions
between community members.
Within the community there are a diverse array
of individuals and organizations that provide
lifelong learning to residents. In many ways,
successful lifelong learning involves improving
utilization of existing resources. The LUCE
facilitates lifelong learning through compatible
land use and transportation policies that
support facilities, open space and program
opportunities that bring people together to
enhance the personal, social, and professional
goals of all residents.
Lifelong learning opportunities include a wide range of programs and activities. The LUCE supports lifelong learning through physical and programmatic recommendations.
Vision
The community’s lifelong learning goals are
supported by the LUCE through support for
physical facilities, plazas, parks and open
space that will accommodate lifelong learning
activities and programs. Santa Monicans will
become a community of lifelong learners that
excel at adapting and succeeding in a rapidly
changing society.
chapter 3.5
SANTA MONICA LUCE | 3.5 - 25
GOALS AND POLICIES
GOAL CE16: Support lifelong learning
through land use and transportation
measures that offer physical facilities and
program materials.
POLICIES:
CE16.1 Consider opportunities for lifelong
learning when making land use, transportation,
and design decisions. Consider the provision
of facilities for lifelong learning opportunities
as a community benefit as part of new
development.
CE16.2 Seek to overcome barriers to lifelong
learning, especially among underserved
populations and children with special needs.
CE16.3 Continue to partner with SMMUSD
and other organizations to transform schools
into “learning communities” that offer
preschool, childcare and early education,
after school enrichment programs, after
school sports and recreation programs, health
services, social services and adult education at
local schools that are accessible to people of
all ages and abilities.
CE16.4 Continue to improve library facilities,
including the planning and development of a
library in the Pico neighborhood area.
CE16.5 Support implementation of measures
recommended in the Evaluation of Services
for Older Adults: Implications for Existing and
Future Programming.
chapter 3.5
SANTA MONICA LUCE | 3.5 - 25
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circulation
CHAPTER 4.0
SANTA MONICA LUCE | 4.0 - 1
Throughout the extensive LUCE community
outreach process, Santa Monica residents cited
traffic congestion and parking scarcity among
their greatest concerns. Indeed, congestion on
the Westside is among the worst in the nation,
limiting the amount of people our streets and
highways can move.
Surrounded by forces over which it has little
direct control, Santa Monica finds itself
enmeshed in a vigorous and growing regional
economy. This circumstance is both a benefit
and a burden, for regional growth brings
economic vitality but it also brings congestion.
The City’s own economy, coupled with a broad
range of activities, schools and shopping also
contributes to this congestion.
Even if the City were to halt all new
development over the next 20 years, the
local automobile circulation system would
continue to deteriorate at a steady pace
due to continued growth outside Santa
Monica’s borders. The figure in the next page
illustrates the Southern California Association
of Government’s (SCAG) projected growth in
circulation
4.0 - 2 | SANTA MONICA LUCE
Regional Growth: Even if the City were to halt all new development over the next 20 years, the local transportation system would continue to deteriorate at a steady pace due to continued regional growth outside Santa Monica’s borders. As a local solution, the City promotes a multi-modal transportation system that ensures accessibility, while reducing pollution and congestion. Source: SCAG (2004) Regional Transportation Plan. 2005 2025
2005 2025
2005 2025
2005 2025
2005 2025
2005 2025
Westside
City of Los Angeles
Santa Monica
South Bay Gateway
San Gabriel Valley
Las Virgenes
Ventura County
Freeways
Santa Monica
GIS Data Source: SCOG
0 10 20 30
Miles
Residents
Jobs
City Boundaries
population and job opportunities in the region
between 2005 and 2025, with the circles scaled
to show relative numbers of residents and
employees (jobs). As the figure shows, Santa
Monica is not an island in itself, but an integral
part of the Los Angeles region. Residential
growth in Pacific Palisades, Malibu, Thousand
Oaks and Ventura and heavy job growth in Los
Angeles will bring additional congestion to
Santa Monica’s already congested highways
and streets, regardless of the number of jobs
or residents Santa Monica adds or subtracts.
Today, there are many Santa Monicans who
agree with Lewis Mumford’s famous statement
about cities: “forget the damned motor car
and build the cities for lovers and friends.”
However, if the City and the region continue
to accommodate the automobile as they do
today, our streets will move fewer people
over time, as buses are further slowed by
congestion and walking and bicycling become
less attractive. The result would be a continued
downward spiral with a degraded quality of
life for everyone and a more vulnerable local
economy with fewer economic opportunities.
It is clear that the conventional approaches are
not working. The City has a compelling need
to make major changes in how it manages
transportation. While the City cannot solve the
region’s problems, it can directly address
its own.
Sustainable City Plan and
LUCE Transportation Policy
The LUCE transportation policy proposes
a new comprehensive approach, based on
the transportation goal of the Sustainable
City Plan of “the creation of a multi-modal
transportation system that minimizes and, where
possible, eliminates pollution and motor vehicle
congestion while ensuring safe mobility and
access for all without compromising our ability
to protect public health and safety.”
As the following pages illustrate, the LUCE
makes profound changes in the way the City
addresses its critical land use and transportation
policy. It directly confronts the future congestion
that poses such a challenge to Santa Monica.
In a departure from past planning practices, it
integrates land use with transportation, locating
new development along existing and proposed
transit corridors. It targets sources of congestion
and sets the goal of No Net New Evening Peak
Period Vehicle Trips. It creates a complete multimodal transportation system with improved chapter 4.0
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Santa Monica’s congestion follows predictable patterns, largely resulting from backups at the freeway ramps and its smal number of north-south through streets.
The Expo Light Rail will begin service in 2015 and provide a compelling alternative to the personal automobile.
If Santa Monica motorists took the
bus, rode their bikes or worked at
home just two days a month, we
could do away with congestion.
transit, pedestrian and bicycle facilities designed
to encourage people to choose non-automotive
means for as many trips as possible.
Congestion is a complex problem and
“solutions” to it have eluded planners and
engineers in most—but not all—economically
successful urban places around the world. This
chapter examines the root causes of congestion,
proposes tools for managing congestion, and
describes how the other sections of this chapter
work together to meet all the goals of the
LUCE transportation policy without increasing
automobile trips in the City.
The LUCE designs a powerful and assertive
role for the City in managing the transportation
system through Transportation Demand
Management (TDM) Districts, impact fees
and improvements to transit, pedestrian and
bicycle facilities. It also includes performance
measurements to ensure a reduction in single
occupancy vehicle trips. Studies document that
such an approach can cut future peak period
vehicle trips in half.
In addressing congestion, the City is fortunate
in its timing. The arrival of the Expo Light
Rail line allows the City to reshape the way
we accommodate most future development
in Santa Monica, concentrating it around rail
stations and putting daily services within walking
distance of residences and transportation.
The LUCE transportation policy maximizes the
benefits of this resource by locating affordable
and workforce housing, jobs and local-serving
retail along the Expo Line corridor.
The LUCE transportation policy treats the
entire City in a holistic manner as an integrated
transportation management sphere with
stringent requirements for trip reduction,
transit enhancements, pedestrian and bike
improvements, shared parking and impact
fees. Implemented simultaneously, these
requirements will result in walkable and
bikeable streets, vibrant retail districts and
enjoyable access for residents and visitors. In
this approach, the City’s streets are regarded as
green recreational corridors that contribute not
only to mobility and accessibility, but to Santa
Monica’s overall public health.
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Streets are for more than just the movement of cars—
they make up most of our largest public open space network and should be designed to encourage recreation and socialization.
TRANSPORTATION
PRINCIPLES
The 12 principles listed below guide this
Circulation Element and help achieve the
City’s larger goals of resource conservation
and environmental responsibility, public health
and safety, community care, affordability,
well designed spaces and uses, economic
sustainability and other LUCE goals.
1. Measurement
Transportation is Not an End in Itself
Transportation is a set of investments to help
us achieve Santa Monica’s community goals,
and we should regularly measure how well the
transportation system is meeting these goals.
2. Management
Transportation is a Limited Resource
Transportation and parking capacity are
valuable assets that must be managed as
a limited, renewable resource. We cannot
build our way out of congestion. Instead,
transportation and parking must be managed
like water supplies: by implementing incentives
to reduce demand, as well as increase supply,
with a focus on the right level of availability at
all times.
3. Streets
Street Design Follows from Place and Function
Streets are designed and managed to support
the places and neighborhoods they serve
and to balance the needs of everyone who
travels along them. While streets serve to
accommodate movement, their design should
follow first from what kind of place is being
created alongside them.
4. Quality
Effective Transportation is More Than
“How Far” or “How Fast”
Santa Monica’s transportation choices are key
to its high quality of life, and these choices
should be enjoyable for everyone who uses
them and should reflect the different needs and
desires of the City’s diverse population.
5. Public Space
Streets are Open Space
Santa Monica’s streets are a primary
component of the City’s open space and
recreational system. The transportation system
supports the City’s vibrant social life. Streets are
the largest publicly-owned land use and the
biggest component of the City’s open space
network. Sidewalks and streets function as
outdoor “living rooms” for people to socialize,
and also as “recreation centers.”
6. Environment
Transportation is the Solution to
Global Climate Change
According to the California Air Resources Board
and the Santa Monica Sustainable City Report
Card, transportation produces about 40 percent
of the city’s CO2
emissions and of that, about
three quarters come from personal driving.
Santa Monica produces about half the per
capita CO2
of more auto-dependent places in
Southern California, largely due to its density,
walkability and transit service. By focusing new
development near transit, investing in TDM
and ensuring local services are available within
walking distance, Santa Monica can further
reduce its impacts on the planet.
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Parking is a limited and valuable resource. Careful
planning and pricing strategies can reduce traffic while increasing parking supply.
7. Health
Active Lives Benefit Everyone
Public health experts recognize that
the best way for people to get regular
exercise is to incorporate physical activity
into their daily routines. Increasing the
number of people who can safely travel by
“active” transportation modes like walking
and bicycling can significantly improve
public health outcomes for Santa Monica
residents. The health benefits of walking
are especially important for seniors and
children.
8. Affordability
Integration of Housing and Transportation
Planning Creates New Opportunities
Reducing household transportation costs
can make housing more affordable for
everyone—especially by allowing families
to eliminate a car by providing attractive
alternatives to driving and more housing
choices near transit.
9. Economy
Efficient Transportation Supports a
Strong Economy
Maintaining Santa Monica’s high level of
services requires a strong, sustainable and
resilient economy. A healthy economy
requires an efficient, balanced transportation
system that optimizes the movement of
people and goods. The transportation
system must support Santa Monica’s thriving
neighborhood commercial districts which
place most residents and employees within
walking distance of their daily needs.
10. Equity
Fairness Demands Equal Distribution of
Transportation’s Costs and Benefits
The costs and benefits of transportation
investments should accrue regardless of
income, race, gender, age, ability or mode
choice. As a matter of equity, Santa Monica
must prioritize investments to meet the
needs of those that do not drive due to age,
financial circumstances or physical ability.
Those who do not drive should not directly
or indirectly subsidize those who do.
11. Safety
Safe Movement for Everyone,
Everywhere, is Fundamental
The transportation system must be
safe for all users at all times of day,
regardless of age or ability, so that both
grandparents and grandchildren feel safe
crossing any street. The network also
must accommodate the City’s emergency
response system.
12. Community Benefits
Change Santa Monica for the Better
New development beyond the base height
should provide tangible benefits for the
community.
(See chapter 3.2 Community Benefits for further
information.)
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Transportation accounts for a significant amount of GHG emissions. Passenger vehicles and heavy-duty trucks comprise over 90 percent of total transportation-related emissions. Source: California Air Resources Board, 2006 Greenhouse Gas Inventory.
Total CO2 Emissions Transportation CO2 Emissions
Heavy-duty Trucks,
20.0%
Ships and Commercial Boats, 2.4%
Aviation (Intrastate),
2.1%
Rail, 1.9%
Passenger Vehicles,
71.8%
Unspecified, 1.8%
Transportation,
38.4%
Electric Power,
21.9%
Commercial
and
Residential,
9.2%
Industrial,
19.9%
Recycling and
Waste, 1.3%
High GWP,
3.1%
Agriculture,
6.2%
Forestry, 0.04%
Total CO2 Emissions Transportation CO2 Emissions
Heavy-duty Trucks,
20.0%
Ships and Commercial Boats, 2.4%
Aviation (Intrastate),
2.1%
Rail, 1.9%
Passenger Vehicles,
71.8%
Unspecified, 1.8%
Transportation,
38.4%
Electric Power,
21.9%
Commercial
and
Residential,
9.2%
Industrial,
19.9%
Recycling and
Waste, 1.3%
High GWP,
3.1%
Agriculture,
6.2%
Forestry, 0.04%
TRANSPORTATION: OUR CLIMATE
CHANGE SOLUTION
According to the California Air Resources Board,
about 40 percent of the state’s carbon dioxide
(CO2
) emissions come from the transportation
sector—over four times the emissions produced
by all residential and commercial buildings.
Within the transportation sector, about 70
percent of emissions are from personal driving. In
Santa Monica, with its low levels of industry and
temperate climate, personal driving makes up an
even higher share of the City’s emissions.
While the City of Santa Monica will strive
to improve the energy efficiency of all of its
buildings, achieving a 30 percent reduction in
CO2
emissions from 30 percent of our buildings
would only reduce our CO2 emissions by less
than 1 percent. Achieving a 30 percent reduction
in overall Vehicle Miles Traveled (VMT), on
the other hand, would reduce Santa Monica’s
greenhouse gas (GHG) emissions by at least
8 percent—far more than everything else the
City can do, combined. A 50 percent reduction
in VMT would cut GHG emissions by at least
14 percent. If the City of Santa Monica wishes
to do its part to address climate change, there
is nothing better it can do than provide better
alternatives to driving.
To this end, the LUCE is built around the six
‘Ds’ known to reduce our dependency on the
automobile. Together, these factors can reduce
VMT by 50 percent or more.
Density As density increases, the vehicle trip
generation rate declines sharply, in the
most compact areas of the City, such as the
Downtown, producing about half the per
capita VMT as low-density neighborhoods.
Diversity With a mix of uses within walking
distance, a car is not required for all trips.
Santa Monica’s neighborhood commercial
districts are central to its climate protection
efforts.
Design More walkable, bikeable neighborhoods
produce fewer vehicle trips, and the LUCE
strives to transform unfriendly pedestrian areas
like Bergamot Station into highly walkable
neighborhoods.
Destinations The more places that are reachable
by transit, the more people will take transit.
Investments in the Expo line and ongoing
improvements to Big Blue Bus will make it
easier for more people to avoid using a car.
Distance to Transit The LUCE concentrates
growth near major transit stops, since the
closer people live and work to transit, the
more likely they are to use it.
Demand Management Parking pricing, transit
subsidies and other programs all increase
the effectiveness of other measures, helping
further to reduce trips.
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While the causes of congestion are many, congestion is primarily an economic concern. Demand results from a strong, dynamic economy. However, roadway resources are limited and require strong management policies to provide a safe and reliable network.
Understanding Congestion in
Santa Monica
While Santa Monicans may express their
concerns about congestion, they also
understand that it is not possible to “build”
our way out of the problem by widening roads.
Instead, when community members were asked
how to prioritize investments to solve our
transportation problems, 59 percent voted for
transit, walking and bicycling projects, and only
15 percent wanted to “reduce bottlenecks.”
The following paragraphs examine the root
causes of congestion, propose tools for
managing congestion, and describe how the
other sections of this chapter work together
to meet all of the goals of the LUCE Strategy
Framework without increasing vehicle trips in
the City.
What is Congestion?
It is valuable to think of transportation as a
limited, renewable resource, much like water
or timber. With few exceptions, Santa Monica
does not have the luxury of widening its
streets to accommodate more cars. Instead,
we must make more efficient use of the streets
we have. While water conservation measures
encourage us to alter our water consumption
habits, transportation conservation measures
encourage us to walk, bicycle or take transit for
trips when a car is not needed. Just as overuse
of water can result in water shortages, overuse
of our roadways can create road capacity
shortages—also known as congestion.
Congestion is best understood not as a facility
problem, but as an economic problem—a
case of demand exceeding available supply. In
the case of traffic congestion, the number of
motorists wanting to drive somewhere simply
exceeds the roadway capacity to accommodate
them. While motorists may find congestion
annoying, many still make a choice to sit in
congestion rather than avoid the trip, use
another travel mode, take a different route or
travel at a different time of day.
Traffic itself results largely from a strong,
dynamic economy, where commerce is
humming, workers are going to work, and
people are spending discretionary income on
things they enjoy. Therefore, traffic congestion
is sometimes viewed merely as a sign of
economic success. Indeed, the only US cities
that have ever eliminated their congestion
problems are in the Rust Belt, where congestion
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Freeway on-ramps experience congestion daily, as seen here on the 4th Street Bridge. was eliminated because of the collapse of their
urban downtowns as multi-use centers.
Traffic congestion is a concern not only because
it is annoying and reduces quality of life for
everyone stuck in it, but also because when it
reaches certain levels, the “person capacity”
of the overall transportation network declines
sharply. As traffic volumes increase, the vehicle
throughput on a given street increases steadily
until the street starts to reach capacity. At that
point, throughput begins to decline rapidly to
the point where there are so many cars that
none can move. For example, when all six
through lanes on the I-10 Freeway are operating
at 50 mph, the freeway can move about
12,000 vehicles per hour. When congestion
slows the freeway to 10 mph, it can only move
about 1,800 vehicles per hour—as if five of its
six lanes were eliminated! This steep decline
in throughput has one advantage: even in
the most congested corridor, removing just
10 percent of cars effectively eliminates the
congestion. If Santa Monica motorists took
the bus, rode their bikes or worked at home
just two days a month, we could do away with
congestion. That is, until others, tempted by the
free-flowing traffic, decide to drive causing the
congestion pattern to repeat itself.
Congestion Patterns
Congestion accumulates in Santa Monica in
predictable ways and locations throughout
the City:
Freeway On-ramps
Much of Santa Monica’s local congestion
originates onthe freeway. While the Los
Angeles region is famous for its freeways, the
Westside has among the lowest number of
freeway miles per capita of any major urban
area in the country. Interstates 10 and 405
experience severe congestion daily, and much
of that congestion backs up onto city streets.
Freeway Off-ramps
Even when the freeways are free-flowing,
congestion also accumulates at the freeway offramps, as the one large pipe of a freeway ramp meets the many small pipes of city streets,
and motorists make many turning movements
to sort themselves out into the grid. This is
especially noticeable at Cloverfield Boulevard,
where the convergence of the freeway ramps,
two of the only north-south through streets in
the City, and a large number of jobs combine
to make travel demand exceed street capacity.
Congestion on Cloverfield is exacerbated by
the limited street pattern in the area. Each
large block in the area around The Water
Garden complex would be three blocks in
Downtown. Therefore, these streets must carry
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SANTA MONICA LUCE | 4.0 - 9
Beach Parking: Motorists looking for parking near the beach contribute to local congestion issues.
Safe Routes to School Programs can help alleviate traffic by promoting bicycling and walking.
the traffic of three streets and three alleys.
North-South Through Streets
While Santa Monica is generally blessed with
a fine grid of interconnected streets, the grid
breaks down in several places, particularly in
the north-south direction. In fact, there are
only five corridors that traverse the whole City
from north to south: Pacific Coast Highway/
Ocean Avenue/Neilson Way, 4th Street,
7th Street/Lincoln Boulevard, 26th Street/
Cloverfield Boulevard/23rd Street, and
Centinela Avenue. Some of these, particularly
26th Street and 23rd Street, were never
designed to carry heavy vehicle volumes. When
I-405 is congested, these five corridors carry
such a heavy regional traffic burden that they
also become congested, since they cannot
accommodate enough traffic to relieve the
freeway system.
East-West Boulevards
Santa Monica’s east-west boulevards were
better designed to carry traffic flows than
the north-south streets, but these too get
congested, largely due to problems at
Sepulveda Boulevard and on-ramps to I-405
backing up into Santa Monica.
Schools
While most K-12 students in Santa Monica live
within walking or bicycling distance of their
schools, the increased dominance of automobiles
on Santa Monica streets has made parents
more likely to drive their children to school. As
a result, there are pockets of severe congestion,
particularly in the morning peak period, around
local schools, including on boulevards and
avenues that are not directly adjacent to school
sites.
Beach
With one of the most accessible and beautiful
beaches in the region, Santa Monica Beach draws
crowds—and their cars—to its shores. Congestion
is greatly exacerbated by motorists circling
endlessly trying to find a vacant parking space.
Employment
Santa Monica, like much of the Westside, is
a major regional employment center. From
a traffic standpoint, this has advantages and
disadvantages. The obvious disadvantage is that
these jobs bring cars. A potential advantage,
however, is that by concentrating jobs along
major transit corridors and within walking distance
of local services, Santa Monica can generate
fewer vehicle trips per job than almost any other
employment center in the region. To the extent
that commercial uses generate high revenue for
the City, employment can also help pay for local
services and benefits.
Visitors
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Santa Monica is a major regional employment center,
drawing workers (and their cars) from all over the region.
Visitor attractions like the Pier, Bergamot Station and the Third Street Promenade create traffic issues that must be managed.
Shopping, special events and tourism all impact
Santa Monica traffic, but they also bring in
revenue that can be used to mitigate that traffic.
Special event management such as remote
parking shuttles and bicycle valets can reduce
the impact of events.
MANAGING CONGESTION AND
TRANSPORTATION
If regional land use and travel pattern decisions
are beyond our control, what can one small
city like Santa Monica do? The best response is
fivefold:
Meet our regional responsibility by reducing
our own vehicle trips to the greatest extent
practical, with the goal of No Net New
Evening Peak Period Vehicle Trips.
Substitute accessibility for mobility by meeting
needs locally and reducing the need to travel
long distances by car.
Make the most efficient modes of
transportation—walking, biking, transit, and
carpooling—more attractive, so that the
roadway system can move more people with
reduced delay.
Implement targeted congestion management
programs where they are most effective, such
as better parking management so motorists
don’t drive in circles looking for an empty
space, and Safe Routes to School programs
that reduce parents’ need to drive their
children to school.
Most importantly, in order to prevent regional
spillover traffic from overwhelming Santa
Monica’s neighborhood and commercial
streets, locate regional congestion
bottlenecks in places with the least negative
impact on the community.
This last point is important but counterintuitive.
Alleviating congestion at one location
may simply move the problem to the next
intersection down the road. Moreover, a
roadway widening at a bottleneck location may
unleash what engineers call “latent demand”—
new vehicle trips enticed by the temporary
lessening of delay—resulting in increased, more
pervasive congestion throughout the roadway
system. Thus, congestion requires a systems
management response. As the saying goes, a
city cannot pave its way out of congestion.
This Plan recognizes the real constraints
of regional roadway capacity and includes
strategies to use the streets efficiently to
improve the competitiveness of transit, cycling
and walking. The focus is also to protect the
quality of life in the neighborhoods.
Congestion at access points to the City helps
to limit the overall level of auto traffic on Santa
Monica’s streets. In particular, congestion is
likely to continue to occur where local streets
connect with the regional highway system.
However, congestion in these areas is preferred
because it reduces spillover onto boulevards,
avenues and local streets that are intended
to serve Santa Monica neighborhoods and
commercial districts.
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Even if the City were to prevent
all new development over the next
20 years, the local transportation
system would continue to deteriorate
at a steady pace, due to continued
regional growth outside Santa
Monica’s borders.
Management Strategies
No Net New Evening Peak Period Vehicle Trips
Rather than allow continued worsening of local
traffic, the LUCE establishes a bold goal of No
Net New Trips. That is, for every new vehicle trip
generated in Santa Monica—either as an origin
or destination—the City commits to eliminating
an existing trip by providing current residents and
employees with better transportation choices.
Such a goal is not as radical as it sounds. Indeed,
much of the roadway system is currently at
capacity during the peak, and it cannot move
more cars than it does now. Adding more vehicles
would simply reduce the number of vehicles that
the system moves, by increasing and spreading
congestion. As congestion spreads, the transit
system also slows down, reducing the number of
people the system can move.
Meeting the goal of No Net New Trips will not be
easy, but it does not mean that the City must stop
all new development. On the contrary, it requires
that the City continue to evolve and develop, but
that it focus on the right kind of development,
in the right locations with the right management
tools in place. New development must do more
to reduce its own trips, and it must make its
surrounding neighborhoods more walkable and
more complete. New development above a byright base height will mitigate its traffic impacts through fees to fund better transportation
choices that will also benefit existing residents
and employees. Ultimately, to achieve the No
Net New Trips goal, all of the following strategies
should be implemented simultaneously.
Location
Locate new development near transit
Merely by locating development near frequent
transit service, peak period vehicle trips can
be cut in half, compared to the traffic it would
generate elsewhere. This Plan focuses future
growth in Santa Monica along its major transit
corridors, but also goes further to make
significant improvements in the pedestrian
environment, thus making walking more
attractive, safer and efficient. The result is that
Santa Monica’s transit corridors should have the
lowest vehicle trip generation rate in the region.
(See chapters 2.4 Boulevards and 2.5 Districts for
further information.)
Transportation Demand Management
Implement stronger requirements for new projects and
new incentives for existing projects
Santa Monica has long had strong TDM
requirements. This Plan proposes strengthening
those requirements for new development and
keeping closer track of program results. To
make a real difference, however, the City must
create incentives for existing employers and
institutions to do more to reduce their traffic,
by making it easier for commuters to leave their
cars at home and by revealing the true costs
of driving and parking. New incentives are also
proposed for residents, such as better car-share
and transit pass programs for residents, and
strategies to attract new residents who drive
less frequently. These programs are covered in
the TDM and Parking sections of this chapter.
Management
Coordinate strategies by area
Each area of Santa Monica needs a different
solution to reduce vehicle trips and encourage
other transportation modes. To help set
targets and implement programs, the Plan
seeks to utilize existing or establish new
Business Improvement Districts, Transportation
Management Organizations and/or Community
Benefit Districts throughout the City to help
manage parking and minimize traffic. The
City could leverage some of its transportation
funding through these organizations to help
provide transportation choices for existing
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Transportation Demand Management: Large employers, like those who occupy The Water Garden office complex, can help reduce existing vehicle trips by contributing to TDM programs. residents and employees. This strategy is
detailed in the TDM and Parking sections of
this chapter.
Complete Neighborhoods
Locate all needs of daily life within
walking distance
Santa Monica’s thriving neighborhood
commercial districts are unique in Southern
California, placing most residents and
employees within walking distance of their
daily needs, and thereby reducing the 80
percent of our daily non-commute trips. The
Plan seeks to create the optimal array of
local services by encouraging new complete
neighborhoods in areas of the City that are
currently lacking services. This is especially
true in the Bergamot Transit Village and
Mixed-Use Creative Districts, the Memorial
Park Activity Center and along Wilshire,
Santa Monica, Pico and Lincoln Boulevards
and Broadway and Colorado Avenue.
(See chapters 2.4 Boulevards and 2.6 Districts for further information.)
Community Benefits
Ensure that new development makes the City a
better place
The LUCE works hand-in-hand to create
better living and working neighborhoods—
the places that make Santa Monica unique.
Not only must developers create buildings
that look and feel like Santa Monica, but they
must also contribute their fair share toward
community benefits for any development
over a by-right base height. The specific
community benefit packages may include
affordable and workforce housing, sidewalk
improvements, neighborhood traffic calming,
utility under-grounding, new landscaping,
or other projects and programs.
(See chapter 3.2 Community Benefits for further
information.)
Fees
Implement fees to mitigate trips and improve choices
for existing Santa Monicans
New projects will be required to minimize
the trips they generate and contribute fees
to mitigate their new trips. To achieve the
No Net New Trips goal, developers cannot
be expected to have every project generate
zero trips by itself. Rather, developers will
pay mitigation fees that will fund capital
improvement projects citywide, such
that the net impact of each development
project ultimately is zero. Fees will be
chapter 4.0
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Complete neighborhoods: Locating retail uses like grocery stores near residential neighborhoods reduces the need to drive.
New development must contribute community benefits, like bus shelters, sidewalk improvements and affordable housing. used for improvements that benefit the
City’s transportation system overall, such
as additional buses to increase frequency,
improved walking routes and new bike lanes.
Measurement
Build a better future by measuring success, not failure The City’s tools for measuring the success of
its transportation system should follow from
the larger goals and policies of the LUCE.
While it is important to measure congestion,
tracking total travel time from point A to
point B may be a more useful measure than
seconds of delay at specific intersections. We
must also measure the success of all modes of
transportation, not just the car. Indeed, we are
more interested in how people experience the
transportation system—motorists, pedestrians,
bicyclists, transit riders—than we are interested
in the perspective of their vehicles. The LUCE
emphasizes quality of service over level of
service. More importantly, the Plan recognizes
that transportation is central to our quality of
life, our health, our economy, and our local
character. We must therefore measure all the
ways our transportation system supports our
larger goals, including regular tracking of how
the transportation system supports climate
protection, housing affordability, public health,
and local sales tax returns. Measurements are
suggested throughout this document, with
particular emphasis in the Streets section of this
chapter.
“Solving” the Congestion Problem
Ultimately, the elimination of congestion in
Santa Monica is outside of the City’s control
and requires a regional strategy. To address
both local and regional congestion, Santa
Monica will continue to use its regional
leadership to explore the following programs:
Regional Development Impact Fees
The San Joaquin Valley Air Pollution Control
District in California’s Central Valley charges
a fee for every vehicle trip that development
projects in its district are estimated to generate,
with revenues going to mitigate the resulting
air pollution. Discounts are given for various
factors that reduce the vehicle trip rate, such as
proximity to transit or TDM measures. The Los
Angeles County Metropolitan Transportation
Authority (Metro) is currently exploring
a congestion management fee for new
development.
Congestion Pricing
London, Stockholm and Singapore have
implemented citywide pricing programs
to manage congestion and raise funds for
transportation alternatives. With few and
costly opportunities for widening its freeways,
Southern California will need to examine
more effective tools for managing congestion
by treating roadway capacity like any other
scarce commodity in our society. The cities of
San Francisco and Los Angeles are currently
circulation
4.0 - 14 | SANTA MONICA LUCE
Cleaner air: Under the LUCE, some new development projects will pay into a fund to mitigate the pollution created from trips the projects create.
Congestion pricing is a traffic reduction strategy employed in many places throughout the world like London (above), Stockholm and Singapore.
exploring peak parking pricing as another tool
for managing congestion.
Transit Investment
Rather than investing its scarce transportation
dollars in increased automobile dependence
and highway expansion, the region
should emphasize more efficient forms of
transportation, especially considering longterm capacity. The coming Expo Light Rail line is a tremendous opportunity for the region
and the City. Metro Rapid expansion and the
“Subway to the Sea” should also be priorities.
Other transit investments, such as a Green
Line extension northward to Venice and Santa
Monica, should continue to be studied.
Regional Land Use Strategies
Finally, the best solution for the region’s
problems is for all cities in the region to direct
growth pressure around transit, implement
TDM requirements and pursue Santa Monica’s
planned strategies on a regional scale.
chapter 4.0
SANTA MONICA LUCE | 4.0 - 15
CIRCULATION ELEMENT
ORGANIZATION
While the context of this Transportation Element
is focused on addressing concerns around
congestion, its goals, policies and actions are
aimed at taking positive steps toward making
the most efficient and sustainable modes of
transportation more attractive. It is organized
into the seven sections described below.
Streets
The Streets section is the heart of the Circulation
Element. It synthesizes the Walking, Bicycle,
Transit and Automobile sections, describing how
the needs of each mode should be balanced
with the others. It recognizes that streets also
create unique public spaces. The needs of
a neighborhood commercial street are very
different from a residential street.
Walking
Walking is the backbone of the transportation
system, since every trip starts with a walk to the
bus or car. This section seeks to make walking
safe and pleasurable for everyone, on all streets
and at all times of day. The Plan pays particular
attention to the needs of children, the elderly
and disabled. It recognizes that Santa Monica’s
streets are part of its open space and recreation
systems, and that walking should be a fun,
healthful, everyday activity.
Bicycle
The most efficient form of urban transportation,
bicycling is ideal in Santa Monica’s mild climate
and gentle terrain. Many trips in Santa Monica
can be made more quickly on bicycle than in
transit or by car. The bicycle section proposes an
interconnected network of bicycle paths, lanes
and boulevards so that people of all ages and
abilities can ride a bicycle for their daily needs.
Transit
Transit is the most effective method for moving
large numbers of people throughout the
region. Big Blue Bus has been one of the City’s
best investments in congestion management.
Transit also provides mobility for those who
do not have access to a car, whether due to
age, income, ability or choice. As the region
grows, transit investment must continue and
transit must be protected from congestionrelated delays through smarter traffic signal management and, where necessary, transit-only
lanes. The transit section provides guidance
to make transit fast, frequent and reliable, and
incorporates the arrival of the Expo Light Rail.
Automobile
Promising the freedom to come and go as we
please in the safety of a stylish, protected shell,
automobiles have been the mode of choice in
the Los Angeles region for over 50 years. As
a means for moving people in urban places,
however, automobiles are inefficient, consuming
more than ten times as much roadway space
per person as other modes. Since we cannot
pave our way out of our traffic problems, this
section focuses on managing auto traffic and
congestion both to allow cars to move around
the City at reasonable speeds, to facilitate
emergency response needs, and to keep excess
auto traffic from damaging the quality of life on
our local streets.
Transportation Demand Management
This section describes how to manage the
overall transportation system for optimal
efficiency. It describes tools for reducing the
number of vehicle trips generated by new and
existing buildings.
Parking
This final section describes tools for ensuring
that all motorists can easily find a parking space
when and where they need one, while at the
same time managing the parking system to help
achieve the City’s congestion management,
housing affordability, GHG emission reduction,
stormwater management and urban design
goals. It does so by recognizing the importance
of parking availability to people, by removing
the direct and hidden subsidies of parking, and
making the true costs of parking apparent to
motorists.
circulation
4.0 - 16 | SANTA MONICA LUCE
Santa Monica’s streets are parts of the neighborhoods
and districts they cross, and are for more than just
moving cars.
STREETS
The Role of Streets
Streets in Santa Monica play many roles. They
provide local property access, accommodate
sewer lines and utility poles, and allow for
people to move throughout the City and
the region. Streets are for more than moving
cars—they also provide networks for moving
pedestrians, bicycles, transit and goods. In
addition, they are part of the neighborhoods
and districts they cross, and provide open
space for gathering and recreation. The
following sections provide detailed guidance
for the needs of each mode, including walking,
bicycling, transit and automobiles. This section
synthesizes and provides an integrated set
of street typologies that balance the
following factors:
Adjacent Land Use Context
Each street should be designed to support
the land uses along it, as defined in the
Land Use Policy and Designations chapter.
Neighborhood commercial streets, for
example, need to attract and accommodate
visitors by providing for slow and steady
vehicle traffic and available on-street parking
in order to support local-serving retail. The
busiest areas, such as the Downtown, need
to prioritize transit and pedestrians. Local
residential streets need to have speeds slow
enough to enable motorists to stop for a child
chasing a ball.
Priority for the Movement of Each Mode
Some streets, like Wilshire Boulevard, must
allow transit to progress at speeds that allow it
to compete with autos, and balance that with
allowing autos to progress well enough to keep
through-trips off local streets and avenues.
All streets must accommodate pedestrians
comfortably, but on some streets an especially
high level of pedestrian investment
is necessary.
Relationship to Other Streets in
the Network
Some streets have to carry more cars because
they provide direct connections to freeways.
Others may need to emphasize transit or cycling
so that the overall system provides high quality
through routes for each mode. There are also
streets in the network which have been identified
for emergency response. These may require
specific signal technology and
clearance requirements.
Land Limitations
Santa Monica is a built-out city. There is little
additional land available to widen streets. New
facilities for one mode, such as a wider sidewalk,
may have to come at the expense of another, such
as a travel lane for bicycles or vehicles and transit.
The Street Network
The street typologies are mapped on the opposite
page. This map is supported by the table that
follows, describing how each street type is
defined, providing design guidance, and, most
importantly, addressing the inevitable tensions
between different transportation modes in our
limited street rights-of-way. The table provides
guidelines
only, not requirements; all streets should
be designed in collaboration with public
transportation, emergency service providers
and other stakeholders.
chapter 4.0
SANTA MONICA LUCE | 4.0 - 17
Santa Monica
High School
Santa
Monica
College
Santa Monica
Big Blue
Bus Yards
San Vicente
Median Park
San Vicente
Median Park
San Vicente
Median Park
San Vicente
Median Park
Palisades Park
Palisades Park
Ocean Park
PocketPark
Lincoln
Middle
Franklin
Elementary
Crescent
Bay Park
Barnard Way
Linear Park
Barnard Way
Linear Park
Public
Safety
Facility
City Hall
Woodlawn
Cemetery
Will Rogers
Elementary
Virginia
Ave Park
Stewart
Park
St. John's
Hospital
South
Beach
Park
School
District
Offices
Schader Park
Santa Monica
Hospital
SMC
Madison
Campus
SMASH
Roosevelt
Elementary
Pier
Lot#8
Lot
#7
Lot
#12
Park
Drive
Park
Park
Ozone
Park
Olympic
High School
Ocean
View
Park
Ocean
Park
Library
Montana
Library
Memorial
Park
McKinley
Elementary
Marine
Park
Main
Library
Los
Amigos
Park
Ken
Edwards
Center
Joslyn
Park
John Muir
Elementary
John Adams
Middle
Hotchkiss
Park
Grant
Elementary
Fairview
Library
Edison
Elementary
Douglas Park
PacificSt
Park (Dog
Park)
County
Court
House
Clover Park
Civic
Center
City
Yards
Reed Park
California
Heritage
Museum
Beach
Park #1
Beach Maintenance
Ashland
Park
Animal
Shelter
Airport
Euclid
Park/Hacienda
DelMar
Beach
Park #4
Chess Park
Airport
Park
Brentwood
(City of Los Angeles)
Venice
(City of Los Angeles)
SMC
Arts
Campus
Santa Monica
Swim Center
Annenberg
Community
Beach House
Goose
Egg
Park
P P
P
P P
P P P
P
P
P
P
P
P
P
P P
P
P P
P
P P
P P P P P P
P P
LINCOLN BLVD LINCOLN BLVD WILSHIRE BLVD SANTA MONICA BLVD WILSHIRE BLVD SANTA MONICA BLVD
PICO BLVD
PICO BLVD
OCEAN PARK BLVD
OCEAN PARK BLVD
14TH ST
26TH ST
11TH ST
14TH ST
17TH ST
26TH ST
23RD ST
PRINCETON ST
HARVARD ST
STANFORD ST
CENTINELA AVE
20TH ST
11TH ST
3RD ST
5TH ST
14TH ST
EVA NAGIHCIM 20TH ST
CLOVERFIELD BLVD
11TH ST
OCEAN AVE
OCEAN AVE
A
MONTANA AVEIDAHO AVE
WASHINGTON AVE
CALIFORNIA AVE
ARIZONA AVE
BROADWAYOLYMPIC BLVD
LTA AVE
SAN VICENTE BLVD
GEORGINA AVE
CARLYLE AVE
MARGUERITA AVE
COLORADO AVE
MONTANA AVE
OLYMPIC BLVD
BERKELEY ST
MAIN ST
4TH ST
6TH ST
7TH ST
PEARL ST
EXPOSITION BLVD
NEILSON WAY
16TH ST
17TH ST
OCEAN PARK BLVD
OCEAN PARK BLVD
PEARL ST
23RD ST
28TH ST
STEWART ST
SANTA MONICA BLVD
14TH ST
17TH ST
26TH ST
20TH ST
11TH ST
5TH ST
14TH ST
EVA NAGIHCIM11TH ST
OCEAN AVE ARIZONA AVE
BROADWAY
STEWART ST
31ST ST
7TH ST
4TH ST
LINCOLN BLVD LINCOLN BLVD WILSHIRE BLVD SANTA MONICA BLVD WILSHIRE BLVD SANTA MONICA BLVD
PICO BLVD
PICO BLVD
OCEAN PARK BLVD
OCEAN PARK BLVD
14TH ST
26TH ST
11TH ST
14TH ST
17TH ST
26TH ST
23RD ST
PRINCETON ST
HARVARD ST
YALE ST
STANFORD ST
CENTINELA AVE
20TH ST
11TH ST
3RD ST
5TH ST
14TH ST
EVA NAGIHCIM 20TH ST
CLOVERFIELD BLVD
11TH ST
OCEAN AVE
OCEAN AVE
A
MONTANA AVE
IDAHO AVEWASHINGTON AVECALIFORNIA AVE
ARIZONA AVE
BROADWAYOLYMPIC BLVD
LTA AVE
SAN VICENTE BLVDGEORGINA AVECARLYLE AVEMARGUERITA AVECOLORADO AVE
MONTANA AVE
OLYMPIC BLVD
BERKELEY ST
FRANKLIN ST
MAIN ST
4TH ST
6TH ST
7TH ST
PEARL ST
EXPOSITION BLVD
NEILSON WAY
16TH ST
17TH ST
OCEAN PARK BLVD
OCEAN PARK BLVD
PEARL ST
23RD ST
28TH ST
STEWART ST
SANTA MONICA BLVD
14TH ST
17TH ST
26TH ST
20TH ST
11TH ST
5TH ST
14TH ST
EVA NAGIHCIM11TH ST
OCEAN AVE ARIZONA AVE
BROADWAY
STEWART ST
31ST ST
7TH ST
4TH ST
Updated 10-30-2009
MILES
Street Network
City of Santa Monica
Land Use and Circulation Element
N
0 0.25 0.5
Boulevard
Transit Investment
Commercial: Downtown
Commercial: Neighborhood
Avenue: Major
Regional transportation corridor with continuous mixed-use and commercial land uses. Provides access for all forms of transportation, but emphasizes transit and walking. Regional auto traffic is accommodated here in order to minimize regional traffic on parallel streets.
Planning underway for rail service, including subway and light rail with regional connections.
Provides access for all transportation and supporting Downtown.
Special Street
Unique and ceremonial streets requiring special consideration, such as the Third Street Promende.
Provides access for all transportation and supporting neighborhood retail.
Serves regional automobile trips and provides access for all modes of transportation. Designed to discourage regional auto traffic from using Secondary or Minor Avenues.
Avenue: Secondary
Distributes auto trips among Minor Avenues and Neighborhood Streets, often serving regional bicycle trips by providing signalized crossings at Boulevards and Major Avenues.
Avenue: Minor
Serves local auto and bicycle trips.
Avenue: Industrial
Minor street serving industrial area.
Shared Street
Serves as area where autos travel slowly enough to mix safely with people walking or bicycling. May not be wide enough to accommodate separate zones for people walking, bicycling, parking or driving.
Neighborhood Street
Provides access primarily to abutting uses. Autos travel slowly enough to stop for people in the street.
Parkway
Serves as linear park incorporating continuous landscaping, recreational bikeways and pedestrian paths.
Bikeway - Lane/Path/Bicycle Boulevard
Bicycle lanes, bicycle paths, and streets designed so that cars and bicycles can mix comfortably.
Pathways
Pedestrian-only streets.
Highway
Serves regional and interstate auto traffic.
Alley
Light Rail Station
Major Bus Stop
Provides local property access.
Disclaimer:
This map of the City of Santa Monica has been provided
for illustration purposes only. Every reasonable effort has been made to ensure the accuracy of the maps provided,
however, some information may not be accurate. The City of Santa Monica ("City") provides this map on an "AS IS" basis. The City assumes no liability for damages arising from errors or omissions. THE MAPS ARE PROVIDED WITHOUT
WARRANTY OF ANY KIND, either expressed or implied,
including but not limited to, the implied warranties of merchantability and fitness for a particular purpose. Do not make any business decisions based on this map before
validating your decision with the appropriate City office. transportation: street typologies
4.0 - 18 | SANTA MONICA LUCE
Type Definition Guidelines
All streets in the Downtown District, except as shown, plus a portion of Lincoln Boulevard. By definition, these streets are very high priority for pedestrians and experience high levels of competition among all modes.
Streets in neighborhood commercial zones that are not
major boulevards.
Regional transportation corridors with continuous mixeduse and commercial land uses: Provide access for all forms of transportation, but emphasize transit and walking. Regional auto traffic is accommodated here in order to minimize regional traffic on parallel local streets. This refers to the role of transportation on these streets, in comparison to the role these streets play in the overall community. • Prioritize pedestrian environment above all other modes. • Accommodate pedestrian movements in each signal cycle at all legs of all intersections.
• Remove parking lanes to reduce transit delay, improve pedestrian quality or provide bicycle lanes, as necessary. • Prioritize pedestrian environment above all other modes. • Recognize the importance of on-street parking and only remove it to improve pedestrian quality, such as for corner bulbouts or cafe seating.
• Provide space on the sidewalk in the public right-of-way for cafe tables and merchant displays, where practical.
• Design and manage the transportation network to reduce tension between modes and improve person carrying capacity. • When necessary, remove on-street parking to reduce bus transit delays.
• Create dedicated transit lanes and transit queue-jump lanes as necessary to improve person carrying capacity while maintaining acceptable vehicle delay.
• Allow property dedication for projects above the base height when necessary to achieve desired sidewalk width and/or turn lanes.
• Prioritize reduction of transit delay and the creation of a high-quality walking experience over bicycle lanes on the boulevards.
Commercial: Downtown
Commercial: Neighborhood
Boulevard
Type Definition Guidelines
Streets that distribute auto trips among minor avenues and neighborhood streets; often serve regional bicycle trips by providing signalized crossings of boulevards and major avenues.
Streets connecting neighborhood streets with other
avenues.
Streets serving regional auto trips and all modes of tranportation; designed to discourage regional auto traffic from using secondary or minor avenues.
• Remove parking along nonresidential frontages in order to improve pedestrian quality or add bicycle lanes, as needed. • Set design speed at 25 mph to improve pedestrian safety and bicycle comfort.
• Remove parking along nonresidential frontages in order to improve pedestrian quality or add bicycle lanes, as needed. • Set design speed at or below 25 mph to improve pedestrian and cyclist safety.
• Manage to primarily attract regional auto traffic away from secondary or minor avenues.
• Buffer pedestrians from motor vehicle traffic with parked cars, landscaping or other tools.
• Accept regional traffic congestion on these streets if it helps prevent the spread of congestion to nearby residential and neighborhood commercial streets.
Avenue: Secondary
Avenue: Minor
Avenue: Major
SANTA MONICA LUCE | 4.0 - 19
chapter 4.0
transportation: street typologies
4.0 - 20 | SANTA MONICA LUCE
Type Definition Guidelines
Streets primarily providing access to individual residential parcels.
Streets where autos, bicycles and pedestrians may share a single travelway; shared streets typically are not wide enough to accommodate separate zones for people walking, bicycling, parking or driving.
Minor streets providing access to individual industrial parcels.
• Set design speed at below 25 mph so that bicycles can share travel lane with cars and pedestrians can safely walk across the street at any location.
• Discourage regional traffic from using these streets. • Favor bicycles and pedestrians over motor vehicles.
• Set design speed at or below 15 mph so that all roadway users can share same space comfortably and safely.
• Prioritize truck movement and ensure easy access to
individual parcels, particularly for deliveries.
Neighborhood Street
Shared Street
Avenue: Industrial
Type Definition Guidelines
Planning underway for pedestrian amenities near future rail service, including light rail.
Bicycle lanes, bicycle paths and streets designed so that cars and bicycles can mix comfortably.
Streets serving as linear park, incorporating continuous landscape, recreational bikeways and/or pedestrian paths. • Provide locations for guideways and stations as necessary for high-capacity rapid transit.
• Invest greatest amount of pedestrian resources near station areas.
• Design street as bicycle boulevard, with physical measures to reduce motor vehicles and volumes so that cyclists can comfortably share lanes with autos where right-of-way is not available for bicycle lanes.
• Prioritize landscape character and continuous bikeway and pedestrian paths over vehicle capacity or vehicle delay.
Transit Investment
Bikeway: Lane/Path/Bicycle Boulevard
Parkway
SANTA MONICA LUCE | 4.0 - 21
chapter 4.0
transportation: street typologies
4.0 - 22 | SANTA MONICA LUCE
Type Definition Guidelines
Narrow lane serving loading docks of commercial areas
and garages in residential area.
Pedestrian-only streets.
Limited access regional roadway
• Design alleys to accommodate service loading, emergency response, garbage pickup, deliveries, garage entry and exit, and other loading and unloading functions, discouraging these functions from other streets.
• Design pedestrian-only streets, commercial paseos,
residential walking streets and other pathways with care to support a high-quality walking environment.
• Design these spaces to be safe, secure and inviting
according to Crime Prevention Through Environmental Design principles, with activities and “eyes on the street” at all times. • Maintain consistency with Caltrans policies.
Alley
Pathways
Highway
Type Definition Guidelines
Unique and ceremonial streets requiring special consideration, such as the Third Street Promenade.• Guidelines apply on a case-by-case basis.
Special Streets
SANTA MONICA LUCE | 4.0 - 23
chapter 4.0
4.0 - 24 | SANTA MONICA LUCE
goals and policies: circulation
GOALS AND POLICIES
GOAL T1: Design and manage Santa
Monica’s streets to support comprehensive
public health and safety.
POLICIES:
T1.1 Support public health by promoting
active living and supporting walking and safe
bike routes throughout the city.
T1.2 Seek to minimize emergency vehicle
response time while preventing excessive
speed by general traffic.
GOAL T2: Santa Monica’s streets should
be well maintained.
POLICIES:
T2.1 Maintain all roadways, paths and
sidewalks in a good state of repair.
GOAL T3: Ensure that Santa Monica’s
streets are pleasant for all users.
POLICIES:
T3.1 Include elements that contribute to
quality from the user’s perspective, not just
throughput for each mode.
GOAL T4: Support local and regional air
quality, sustainability and GHG emission
reduction goals through the management of
Santa Monica’s streets.
POLICIES:
T4.1 Manage the City’s transportation
system to meet overall CO2
and Vehicle Miles
Traveled reduction goals.
T4.2 Ensure that travel by bicycle and
transit is time-competitive with autos.
T4.3 Update the Sustainable City Plan
indicators to be consistent with the goals and
policies of the LUCE.
GOAL T5: Establish performance measures
and design guidelines for the City’s
transportation system that reflect the LUCE
priorities.
POLICIES:
T5.1 Develop project evaluation methodology
and transportation impact significance criteria
that assess how well individual projects
contribute to the overall LUCE goals, as
well as how they may negatively impact the
transportation network.
Complete Green Streets: Well-designed streets should include facilities to accommodate travel by foot and bicycle, as well as by car.
Landscaping and other improvements reduce blight, and have additional environmental benefits as well. denotes sustainable policy
chapter 4.0
SANTA MONICA LUCE | 4.0 - 25
T5.2 Include performance criteria for each type
of street that consider the street’s full range of
functions.
T5.3 Include performance criteria that consider
the City’s transportation system as a whole.
T5.4 Develop design guidelines and
management tools for all City streets, so that
each street supports the land uses along it and
provides an optimal accommodation for all
modes of transportation.
T5.5 Prioritize property access from transit,
walking and bicycling over auto access.
ACTIONS
Adopt transportation performance criteria to
reflect the Circulation Element goals and
principles and incorporate these into the
Sustainable City Plan.
Adopt transportation impact analysis criteria
to reflect the Circulation Element goals and
principles.
Develop street design standards to reflect the
Circulation Element.
Review transportation system performance
regularly and adjust resources to align with
community priorities.
Well-maintained streets also include high-quality spaces for walking and socializing. circulation
4.0 - 26 | SANTA MONICA LUCE
Recreational corridors connect neighborhoods to the
City’s entertainment and open space amenities.
WALKING
The Role of Walking
From walking the dog, strolling on the beach,
or getting to school, to running to the corner
store for that last ingredient for a recipe,
walking provides the foundation of both the
transportation system and much of the fabric
of life in the City.
A complete, high-quality pedestrian network
is necessary to make all aspects of the
transportation system function well. The design
of the network should reflect the principles
listed below.
All trips begin and end with a pedestrian trip,
whether it’s getting from the bus stop to
the office or from the store to the parking
lot. The success of the transit system is
dependent upon high quality walking routes
to and from transit stops.
According to the Open Space Element,
walking is the most popular recreational
activity among Santa Monica residents.
According to the Centers for Disease Control,
there is no single better indicator of
public health than rates of walking. This is
especially true for children and seniors.
Santa Monica’s streets comprise roughly one
quarter of the City’s land area—more than
all its parks combined. Santa Monica’s
paths and sidewalks are the most heavily
used components of the City’s open space
system. For example, San Vicente Boulevard
is more than just a street—its median
and bike lanes are also heavily used as
recreational facilities.
Unlike typical auto-oriented communities,
Santa Monica’s Downtown, beachfront and
neighborhood commercial districts are
highly dependent upon the quality of the
pedestrian environment.
Walking is the lowest cost form of
transportation, and an enhanced pedestrian
network allows residents and visitors to
save money by walking. Better walking
conditions can improve opportunities for
disadvantaged populations by reducing the
share of household income that must be
spent on high-cost auto ownership.
The perceived safety of walking—particularly
among children and the elderly—is an
excellent indicator of the overall health of a
community.
The Walking Network
The Walking Network map identifies the places
listed below for different pedestrian treatments.
Boulevards
The City’s boulevards serve as important
regional connectors and carry a high volume
of auto and bus traffic, while serving the retail
and service needs of the community; thus
treatments that create a safe and comfortable
walking environment for pedestrians are critical.
Increased tree canopy, enhanced sidewalks and
on-street parking not only improve the physical
environment but also act as buffers between
pedestrians and traffic. When on-street parking
is removed, landscape buffers are especially
important. Equally important are well-designed
street crossings that ensure that pedestrians
can safely cross, with protected pedestrian
crossings generally no more than three
blocks apart. Sidewalks should generally be a
minimum of 15 feet wide from face of curb to
private property line; additional sidewalk width
should be encouraged on private property
with setbacks, especially at activity centers.
Continuous, pedestrian-scale lighting should
be provided.
Neighborhood Commercial Streets
Neighborhood commercial streets are
destinations for strolling, designed to allow
pedestrians to pass each other comfortably.
These areas feature a mix of residential and
chapter 4.0
SANTA MONICA LUCE | 4.0 - 27
Santa Monica
High School
Santa
Monica
College
Santa Monica
Big Blue
Bus Yards
San Vicente
Median Park
San Vicente
Median Park
San Vicente
Median Park
San Vicente
Median Park
Palisades Park
Palisades Park
Ocean Park
PocketPark
Lincoln
Middle
Franklin
Elementary
Crescent
Bay Park
Barnard Way
Linear Park
Barnard Way
Linear Park
Public
Safety
Facility
City Hall
Woodlawn
Cemetery
Will Rogers
Elementary
Virginia
Ave Park
Stewart
Park
St. John's
Hospital
South
Beach
Park
School
District
Offices
Schader Park
Santa Monica
Hospital
SMC
Madison
Campus
SMASH
Roosevelt
Elementary
Pier
Lot#8
Lot
#7
Lot
#12
Park
Drive
Park
Park
Ozone
Park
Olympic
High School
Ocean
View
Park
Ocean
Park
Library
Montana
Library
Memorial
Park
McKinley
Elementary
Marine
Park
Main
Library
Los
Amigos
Park
Ken
Edwards
Center
Joslyn
Park
John Muir
Elementary
John Adams
Middle
Hotchkiss
Park
Grant
Elementary
Fairview
Library
Edison
Elementary
Douglas Park
PacificSt
Park (Dog
Park)
County
Court
House
Clover Park
Civic
Center
City
Yards
Reed Park
California
Heritage
Museum
Beach
Park #1
Beach Maintenance
Ashland
Park
Animal
Shelter
Airport
Euclid
Park/Hacienda
DelMar
Beach
Park #4
Chess Park
Airport
Park
Brentwood
(City of Los Angeles)
Venice
(City of Los Angeles)
SMC
Arts
Campus
Santa Monica
Swim Center
Annenberg
Community
Beach House
Goose
Egg
Park
P P
P
P P
P P P
P
P
P
P
P
P
P
P P
P
P P
P
P P
P P P P P P
P P
LINCOLN BLVD LINCOLN BLVD WILSHIRE BLVD SANTA MONICA BLVD WILSHIRE BLVD SANTA MONICA BLVD
PICO BLVD
PICO BLVD
OCEAN PARK BLVD
OCEAN PARK BLVD
14TH ST
26TH ST
11TH ST
14TH ST
17TH ST
26TH ST
23RD ST
PRINCETON ST
HARVARD ST
STANFORD ST
CENTINELA AVE
20TH ST
11TH ST
3RD ST
5TH ST
14TH ST
EVA NAGIHCIM 20TH ST
CLOVERFIELD BLVD
11TH ST
OCEAN AVE
OCEAN AVE
A
MONTANA AVEIDAHO AVE
WASHINGTON AVE
CALIFORNIA AVE
ARIZONA AVE
BROADWAYOLYMPIC BLVD
LTA AVE
SAN VICENTE BLVD
GEORGINA AVE
CARLYLE AVE
MARGUERITA AVE
COLORADO AVE
MONTANA AVE
OLYMPIC BLVD
BERKELEY ST
MAIN ST
4TH ST
6TH ST
7TH ST
PEARL ST
EXPOSITION BLVD
NEILSON WAY
16TH ST
17TH ST
OCEAN PARK BLVD
OCEAN PARK BLVD
PEARL ST
23RD ST
28TH ST
STEWART ST
SANTA MONICA BLVD
14TH ST
17TH ST
26TH ST
20TH ST
11TH ST
5TH ST
14TH ST
EVA NAGIHCIM11TH ST
OCEAN AVE ARIZONA AVE
BROADWAY
STEWART ST
31ST ST
7TH ST
4TH ST
LINCOLN BLVD LINCOLN BLVD WILSHIRE BLVD SANTA MONICA BLVD WILSHIRE BLVD SANTA MONICA BLVD
PICO BLVD
PICO BLVD
OCEAN PARK BLVD
OCEAN PARK BLVD
14TH ST
26TH ST
11TH ST
14TH ST
17TH ST
26TH ST
23RD ST
PRINCETON ST
HARVARD ST
YALE ST
STANFORD ST
CENTINELA AVE
20TH ST
11TH ST
3RD ST
5TH ST
14TH ST
EVA NAGIHCIM 20TH ST
CLOVERFIELD BLVD
11TH ST
OCEAN AVE
OCEAN AVE
A
MONTANA AVE
IDAHO AVEWASHINGTON AVECALIFORNIA AVE
ARIZONA AVE
BROADWAYOLYMPIC BLVD
LTA AVE
SAN VICENTE BLVDGEORGINA AVECARLYLE AVEMARGUERITA AVECOLORADO AVE
MONTANA AVE
OLYMPIC BLVD
BERKELEY ST
FRANKLIN ST
MAIN ST
4TH ST
6TH ST
7TH ST
PEARL ST
EXPOSITION BLVD
NEILSON WAY
16TH ST
17TH ST
OCEAN PARK BLVD
OCEAN PARK BLVD
PEARL ST
23RD ST
28TH ST
STEWART ST
SANTA MONICA BLVD
14TH ST
17TH ST
26TH ST
20TH ST
11TH ST
5TH ST
14TH ST
EVA NAGIHCIM11TH ST
OCEAN AVE ARIZONA AVE
BROADWAY
STEWART ST
31ST ST
7TH ST
4TH ST
Boulevard
Key Pedestrian Route: Priority Investment
Downtown
Updated 11-03-2009
MILES
Walking Network
City of Santa Monica
Land Use and Circulation Element
N
0 0.25 0.5
Multi-Family Neighborhood
Neighborhood Retail/Commercial
Single Family Neighborhood
Shared Streets Commercial/Industrial
Light Rail Station
Recreation
Investment Focus Area
Shared Streets Neighborhood
Key Crossing
Safe and comfortable walking environment is critical. Landscaping, wide sidewalks and on-street parking improve the physical environment.
Destinations for strolling, designed to allow pedestrians to pass each other comfortably.
Access improvements to walking destinations such as schools, recreation facilities and commercial areas.
Destinations for walking as a fitness and social activity.
Locations known to be difficult to cross that should be thoughtfully evaluted and invested in.
Destinations for strolling, designed to allow pedestrians to pass each other comfortably.
Pedestrians should be able to pass on the sidewalk. Ramps are aligned with sidewalk paths of travel, and there are buffers from moving cars.
Pedestrians should have safe sidewalks and be buffered from moving cars.
Sidewalks should be installed, and vehicles should travel slowly enough to safely mix with pedestrians.
New investment should emphasize pedestrian connections within and through the area, including new routes.
Superior pedestrian access and amenities.
Priority pedestrian access.
Serving as areas where autos travel slowly enough to safely mix with people walking or bicycling. Shared streets may not be wide enough to accommodate separate zones for people walking, bicycling, parking or driving.
Major Bus Stop
Future Major Bus Stop
Locations that should be easily accessed by pedestrians and investment focused.
Community Facility
Pedestrian Routes: Strategic Improvements
Locations where it is difficult for people to walk and where improvements should be strategically pursued.
Disclaimer:
This map of the City of Santa Monica has been provided
for illustration purposes only. Every reasonable effort has been made to ensure the accuracy of the maps provided,
however, some information may not be accurate. The City of Santa Monica ("City") provides this map on an "AS IS" basis. The City assumes no liability for damages arising from errors or omissions. THE MAPS ARE PROVIDED WITHOUT
WARRANTY OF ANY KIND, either expressed or implied,
including but not limited to, the implied warranties of merchantability and fitness for a particular purpose. Do not make any business decisions based on this map before
validating your decision with the appropriate City office. circulation
4.0 - 28 | SANTA MONICA LUCE
Safe and comfortable sidewalks are prioritized by the LUCE. A high level of pedestrian investment will maintain the quality of the pedestrian experience in Downtown Santa Monica. commercial uses, and as specialty shopping
districts they act as both local and regional
destinations. The quality of the pedestrian
environment is highly important on these
streets. Extra attention should be paid to
landscaping, pedestrian-scaled lighting, art,
façade treatments and other investments
to ensure pedestrian comfort and interest.
Collaboration with area business groups,
such as local Business Improvement Districts
or Community Benefit Districts can aid in
achieving multiple goals. Where appropriate,
space should be provided for outdoor seating.
Key Pedestrian Routes
Paths of travel that provide access to walking
destinations such as schools, recreation
facilities and commercial areas should be
prioritized for improvements. Paths can follow
alignments that are independent of the
automobile network.
Pedestrian Routes
These are locations where pedestrians
frequently share the same space with bicyclists.
These are streets where it is difficult for people
to walk due to limited right-of-way dedicated
to pedestrians. Improvement should be
strategically pursued at these locations.
Recreation Routes
Recreational routes are destinations for walking
as a fitness or social activity and include the
parkways—San Vicente Boulevard, Ocean
Avenue and Olympic Boulevard—along with
connecting paths, such as the beach bike path,
the future Exposition Bikeway and sidewalks
connecting Virginia Avenue Park, Clover Park
and Airport Park. Together, they comprise a
connected network of walking, jogging, dog
walking and exercise paths. All should receive
special treatment in terms of way-finding,
lighting, walking and bicycling conditions. New
paths should be pursued to link recreational
facilities.
Downtown
Downtown Santa Monica should continue
to emphasize walking and transit. Like the
neighborhood retail streets, Downtown
streets require the highest level of pedestrian
investment, with sidewalk widening, as
appropriate, on key walking streets. Santa
Monica Boulevard between Ocean Avenue
and 7th Street and Broadway between Ocean
Avenue and 5th Street are streets that were
improved by the development of a Transit Mall,
provide examples of the desired level
of quality.
Multi-family Neighborhoods
In the multi-family neighborhoods, local
chapter 4.0
SANTA MONICA LUCE | 4.0 - 29
Streets with continuous sidewalks, and buffers from
moving vehicles contribute to the quality and character of the neighborhood experience.
Shared streets: Areas of the City that have narrow rights-of-way, like the Ocean Park neighborhood, are designated Shared Street Neighborhoods. When streets function as shared spaces, pedestrians feel safer and more secure.
services and transit require a higher level
of sidewalk investment than single family
neighborhoods, with a focus on safety and
quality. Landscaping, sidewalk maintenance
and intersection safety should be prioritized.
Sidewalks should comfortably accommodate
two people walking side-by-side and
provide adequate visibility at alley and street
intersections. Pedestrian-scale lighting should
provide continuous, soft illumination without
dark shadows or glare so pedestrians feel safe
walking after dark.
Single Family Neighborhoods
Single family neighborhoods should provide
pedestrians with continuous sidewalks, safety
and a buffer from moving vehicles. Sidewalks
should focus on landscape quality, intersection
safety and maintenance.
Shared Streets Neighborhoods
Neighborhoods with shared streets serve as
areas where autos travel slowly enough to
mix with people—including children and the
disabled—on foot and bicycles. The Ocean
Park neighborhood and the neighborhood
west of Ocean Avenue and south of the
Pier are designated as Shared Streets
Neighborhoods. These streets characteristically
have very narrow public rights-of-way and
may not be wide enough to accommodate
separate zones for walking, bicycling, driving
and parking. Utilities and trees often encroach
on the already narrow sidewalk width, creating
obstacles for all users. Due to the narrow rightsof-way, it is not possible to accommodate wide sidewalks, street trees, travel lanes or on-street
parking. Instead, the City should explore the
latest “Living Streets” and “Home Zone”
concepts from the Netherlands and the United
Kingdom, redesigning these streets to slow
motor vehicle traffic to walking speeds so that
pedestrians and motorists can safely mix in the
same space.
Shared Streets Commercial/Industrial
Currently, these industrial areas are comprised
of mostly dead-end streets and little
noncommercial activity. Where commercial and
industrial uses are anticipated to remain in the
area, sidewalks should be installed, parking
should be located behind buildings and vehicles
should travel slow enough to commingle with
pedestrians. Driveways and curb cuts should
be minimized to reduce disruption of the
pedestrian paths.
Investment Focus Area
New investments should emphasize
pedestrian connections within, and through,
the area, including potential routes through
existing and proposed projects. Specific
design guidelines will be developed for
these districts, with emphasis on sidewalk
widths, limitation of driveways and curb cuts,
intersection requirements, connectivity, and
circulation
4.0 - 30 | SANTA MONICA LUCE
New connections: In areas underserved by transportation infrastructure, like the Mixed-Use Creative and Bergamot Transit Village Districts seen above, the LUCE recommends specific design guidelines to promote circulation. the creation of smaller-scale blocks.
Rail Stops and Major Bus Stops
A very high level of pedestrian investment
is prioritized around light rail stations
and major bus stops, since the success of
transit in the City is largely dependent on
pedestrian access.
Key Crossings
Certain locations are known to be difficult
to cross and should be thoughtfully
evaluated and prioritized for pedestrian
crossing improvements.
Key Connections
“Key Connections” have been identified
where new or improved sidewalks or
paths should be prioritized. Emphasis is
placed on getting to major institutions,
across the freeway, to the Beach and to
Expo Light Rail stations.
Community Facilities
Community facilities located in residential
areas are part of the community fabric and
should be accessible to the neighborhood
and should have superior pedestrian
facilities. These community facilities—
schools, parks and medical centers—
require site-specific improvements.
GOALS AND POLICIES
GOAL T6: Enable everyone to walk
comfortably everywhere in Santa Monica.
POLICIES:
T6.1 Create appropriate enhancements to
pedestrian crossings at key locations across
all major boulevards.
T6.2 Explore shared street designs in the
designated areas.
T6.3 Seek to improve the quality of the
designated recreation corridors.
T6.4 Use a combination of physical
improvements and programs to promote
walking.
T6.5 As large industrial blocks are
redeveloped with more urban uses, increase
connectivity through direct and safe pedestrian
connections.
chapter 4.0
SANTA MONICA LUCE | 4.0 - 31
The Beach and Santa Monica Pier are major destinations for pedestrians. Access to these destinations should be safe, comfortable and pleasurable for everyone.
T6.6 Ensure that all planning processes, such
as neighborhood and specific plans, identify
areas where pedestrian improvements can be
made, such as new connections, increased
sidewalk width, improved crosswalks, improved
lighting, and new street furniture.
GOAL T7: Ensure that walking is safe for
everyone, everywhere in Santa Monica.
POLICIES:
T7.1 Prioritize implementation of
pedestrian safety improvements around
community facilities and popular locations.
T7.2 Continue to enhance street lighting for
pedestrians.
T7.3 Continuously implement technology
to improve the pedestrian environment,
including pursuing the latest innovations.
GOAL T8: Provide a beautiful and attractive
pedestrian environment throughout the City.
POLICIES:
T8.1 Consider the use of impact fees
or development fees for pedestrian
improvements.
T8.2 Encourage the development of Business
Improvement Districts or Community Benefits
Districts for the Downtown, the transit village
and Neighborhood Commercial areas and
leverage pedestrian improvement funds through
those districts.
T8.3 Facilitate Crime Prevention through
Environmental Design (CPTED) principles in the
maintenance of landscaping and building design
standards.
T8.4 Design buildings to prioritize pedestrian
access from the street, rather than from a
parking lot.
T8.5 Design new and rehabilitated sidewalks to
minimize tree root interference, to the greatest
extent feasible.
ACTIONS
Public Improvements
Develop a destination-oriented pedestrian wayfinding signage program.
As funding becomes available, create separate
spaces for pedestrians and cyclists for
the entire length of the beach path. Work
with the City of Los Angeles to discuss the
construction of similar treatments in the areas
of Los Angeles adjacent to Santa Monica.
denotes sustainable policy
4.0 - 32 | SANTA MONICA LUCE
goals and policies: circulation
Special pavers and decorative landscaping, like these seen in New York City’s Times Square, can contribute to an attractive pedestrian environment and signal to motorists that they are entering a pedestrian-oriented zone.
Pedestrian-oriented: Buildings should be designed to prioritize pedestrian access from the street, not at the rear of buildings.
As funding becomes available, construct
pedestrian improvements identified through
the Safe Routes to School programs.
Information and Education
Develop Safe Routes to School programs such
as “walking school buses,” walking audits,
classroom instruction and promotional
events.
Create a program for educating parents about
the benefits of their children walking to
school. Emphasize the existing high levels of
safety in Santa Monica.
Create a program to promote pedestrian safety
through outreach to both pedestrians and
motorists.
Policies and Projects
Develop a priority list for enhanced pedestrian
crossings along all major
boulevards. Construct enhancements as
funding becomes available.
Create a plan to enhance alleys citywide to
create a Shared Street environment. In the
Downtown areas, evaluate the creation of
“Arts Alleys” as described in Creative Capital,
the City’s cultural master plan.
Continue to develop and maintain locations
in the City where sidewalks should be
completed. Construct new or reconstruct
existing sidewalks as funding becomes
available.
Create a priority list of locations to install
dual curb ramps to improve the pedestrian
environment and construct ramps as funding
becomes available.
Create a pedestrian plan that incorporates
design standards and policies and provides
a framework for prioritizing investments in
pedestrian improvements.
Conduct a study of the pedestrian environment
that identifies locations that may be
difficult for the disabled. As part of the
Plan, develop a priority list of physical
improvements and identify potential funding
sources.
Develop citywide pedestrian design guidelines
that encourage walking.
Update the Municipal Code to improve public
and private standards addressing driveway
location, pedestrian-oriented design and
pedestrian-oriented lighting.
chapter 4.0
SANTA MONICA LUCE | 4.0 - 33
circulation
4.0 - 34 | SANTA MONICA LUCE
A safe, interconnected and high-quality bicycle network can lead to more people using bikes. Learning how to increase bicycle use from other cities, like Denver (left) or Brooklyn (right) is part of the community’s ongoing education.
BICYCLE NETWORK
The Role of Bicycles
The largely flat terrain, short distances and mild
climate of Santa Monica are ideal for making
bicycling a healthful, convenient and pleasant
way to meet everyday transportation needs for
Santa Monicans of all ages and abilities.
Many people already bicycle in Santa Monica
for recreational and utilitarian purposes. An
active and passionate cycling community has
emerged, continually reminding decision makers
that there is more to be done to improve
connections, create a safer environment and
increase cycling as an alternative to driving.
Through the Sustainable City Plan, the City
of Santa Monica has adopted a set of goals
to improve the local economy while also
protecting the environment, improving public
health and quality of life. Bicycling has a
clear role to play in achieving these goals,
as increased rates of bicycling can help ease
congestion, free up auto parking capacity and
reduce air pollution and noise levels. Bicycles
are a tried and tested, simple, cheap and zeroemission technology.
Santa Monica must strive to achieve numbers
like those in Davis, California, where bicycling
trips represent up to 14 percent of work
trips, and Copenhagen, Denmark, where the
number rises to over 35 percent. These high
rates are largely due to their investments in
safe, interconnected and high-quality bicycle
networks. A significant increase in bicycling is
necessary for the City of Santa Monica to be a
leading bicycle-friendly City and reach its goals
of reducing auto trips, meeting its GHG emission
reduction commitments and promoting active
living.
The Bicycle Network
The map on the following page shows the
functional classification of the various types of
bicycle facilities in Santa Monica that are needed
to make bicycling safe and convenient for
everyone. These classifications are described in
detail below.
Lanes/Paths/Bicycle Boulevards
Bicycle lanes, paths and boulevards form the
main thoroughfares of the bicycle network,
connecting all major destinations within and
beyond Santa Monica. They should be the first
level of investment for improvements. On all
primary bicycle network streets, stop signs should
be minimized in the bicyclists’ direction of travel,
and replaced with treatments to slow all vehicles
and allocate right-of-way, such as mini traffic
roundabouts. At major intersections, bicyclists
should be provided with advanced stop lines
(“bike boxes”) and bicycle-activated traffic
signal detectors.
chapter 4.0
SANTA MONICA LUCE | 4.0 - 35
Santa Monica
High School
Santa
Monica
College
Santa Monica
Big Blue
Bus Yards
San Vicente
Median Park
San Vicente
Median Park
San Vicente
Median Park
San Vicente
Median Park
Palisades Park
Palisades Park
Ocean Park
PocketPark
Lincoln
Middle
Franklin
Elementary
Crescent
Bay Park
Barnard Way
Linear Park
Barnard Way
Linear Park
Public
Safety
Facility
City Hall
Woodlawn
Cemetery
Will Rogers
Elementary
Virginia
Ave Park
Stewart
Park
St. John's
Hospital
South
Beach
Park
School
District
Offices
Schader Park
Santa Monica
Hospital
SMC
Madison
Campus
SMASH
Roosevelt
Elementary
Pier
Lot#8
Lot
#7
Lot
#12
Park
Drive
Park
Park
Ozone
Park
Olympic
High School
Ocean
View
Park
Ocean
Park
Library
Montana
Library
Memorial
Park
McKinley
Elementary
Marine
Park
Main
Library
Los
Amigos
Park
Ken
Edwards
Center
Joslyn
Park
John Muir
Elementary
John Adams
Middle
Hotchkiss
Park
Grant
Elementary
Fairview
Library
Edison
Elementary
Douglas Park
PacificSt
Park (Dog
Park)
County
Court
House
Clover Park
Civic
Center
City
Yards
Reed Park
California
Heritage
Museum
Beach
Park #1
Beach Maintenance
Ashland
Park
Animal
Shelter
Airport
Euclid
Park/Hacienda
DelMar
Beach
Park #4
Chess Park
Airport
Park
Brentwood
(City of Los Angeles)
Venice
(City of Los Angeles)
SMC
Arts
Campus
Santa Monica
Swim Center
Annenberg
Community
Beach House
Goose
Egg
Park
P P
P
P P
P P P
P
P
P
P
P
P
P
P P
P
P P
P
P P
P P P P P P
P P
LINCOLN BLVD LINCOLN BLVD WILSHIRE BLVD SANTA MONICA BLVD WILSHIRE BLVD SANTA MONICA BLVD
PICO BLVD
PICO BLVD
OCEAN PARK BLVD
OCEAN PARK BLVD
14TH ST
26TH ST
11TH ST
14TH ST
17TH ST
26TH ST
23RD ST
PRINCETON ST
HARVARD ST
STANFORD ST
CENTINELA AVE
20TH ST
11TH ST
3RD ST
5TH ST
14TH ST
EVA NAGIHCIM 20TH ST
CLOVERFIELD BLVD
11TH ST
OCEAN AVE
OCEAN AVE
A
MONTANA AVEIDAHO AVE
WASHINGTON AVE
CALIFORNIA AVE
ARIZONA AVE
BROADWAYOLYMPIC BLVD
LTA AVE
SAN VICENTE BLVD
GEORGINA AVE
CARLYLE AVE
MARGUERITA AVE
COLORADO AVE
MONTANA AVE
OLYMPIC BLVD
BERKELEY ST
MAIN ST
4TH ST
6TH ST
7TH ST
PEARL ST
EXPOSITION BLVD
NEILSON WAY
16TH ST
17TH ST
OCEAN PARK BLVD
OCEAN PARK BLVD
PEARL ST
23RD ST
28TH ST
STEWART ST
SANTA MONICA BLVD
14TH ST
17TH ST
26TH ST
20TH ST
11TH ST
5TH ST
14TH ST
EVA NAGIHCIM11TH ST
OCEAN AVE ARIZONA AVE
BROADWAY
STEWART ST
31ST ST
7TH ST
4TH ST
LINCOLN BLVD LINCOLN BLVD WILSHIRE BLVD SANTA MONICA BLVD WILSHIRE BLVD SANTA MONICA BLVD
PICO BLVD
PICO BLVD
OCEAN PARK BLVD
OCEAN PARK BLVD
14TH ST
26TH ST
11TH ST
14TH ST
17TH ST
26TH ST
23RD ST
PRINCETON ST
HARVARD ST
YALE ST
STANFORD ST
CENTINELA AVE
20TH ST
11TH ST
3RD ST
5TH ST
14TH ST
EVA NAGIHCIM 20TH ST
CLOVERFIELD BLVD
11TH ST
OCEAN AVE
OCEAN AVE
A
MONTANA AVE
IDAHO AVEWASHINGTON AVECALIFORNIA AVE
ARIZONA AVE
BROADWAYOLYMPIC BLVD
LTA AVE
SAN VICENTE BLVDGEORGINA AVECARLYLE AVEMARGUERITA AVECOLORADO AVE
MONTANA AVE
OLYMPIC BLVD
BERKELEY ST
FRANKLIN ST
MAIN ST
4TH ST
6TH ST
7TH ST
PEARL ST
EXPOSITION BLVD
NEILSON WAY
16TH ST
17TH ST
OCEAN PARK BLVD
OCEAN PARK BLVD
PEARL ST
23RD ST
28TH ST
STEWART ST
SANTA MONICA BLVD
14TH ST
17TH ST
26TH ST
20TH ST
11TH ST
5TH ST
14TH ST
EVA NAGIHCIM11TH ST
OCEAN AVE ARIZONA AVE
BROADWAY
STEWART ST
31ST ST
7TH ST
4TH ST
Paci c Ocean
Major Bus Stop
Future Major Bus Stop
Lane/Path/Bicycle Boulevard
Updated 11-03-2009
MILES
Bicycle Network
City of Santa Monica
Land Use and Circulation Element
N
0 0.25 0.5
Bicycle Route
Slow Street
Auto/Transit Priority Street
Light Rail Station
Bike-Transit Center
Key Connection
Investment Focus Area
Key Bicycling Facility: Priority Investment
Some right-of-way allocated to bicycles; first level of investment for intersection improvements.
Signage and markings indicating to all street users that bicyclists are expected to share the motor vehicle lanes.
All users share the same space and travel slowly.
Auto and transit have highest priority. Bicycles are allowed with parallel routes prioritized.
Create dedicated space for both bicyclists and pedestrians to improve safety and usability.
New investment should emphasize bicycle connections to destinations within and through the area.
Superior bicycle access and amenities.
Bicycle investments focus on accessing buses and bicycle storage.
Secure bicycle storage and other cyclist amenities.
Location where a bicycle connection is of high importance but is currently obstructed by topography, physical barriers or difficult crossing conditions at major intersections.
Disclaimer:
This map of the City of Santa Monica has been provided
for illustration purposes only. Every reasonable effort has been made to ensure the accuracy of the maps provided,
however, some information may not be accurate. The City of Santa Monica ("City") provides this map on an "AS IS" basis. The City assumes no liability for damages arising from errors or omissions. THE MAPS ARE PROVIDED WITHOUT
WARRANTY OF ANY KIND, either expressed or implied,
including but not limited to, the implied warranties of merchantability and fitness for a particular purpose. Do not make any business decisions based on this map before
validating your decision with the appropriate City office. circulation
4.0 - 36 | SANTA MONICA LUCE
Bicycle paths are separated from the roadway and provide a safe place for recreation and commuting.
Bicycle Boulevards, although not appropriate on every street, can facilitate a comfortable shared space for bicycles and automobiles.
Bike-transit centers provide secure bike parking and related facilities. The bike-transit center pictured above is Chicago.
Bicycle routes are designated on several low-volume, low-speed corridors.
Bicycle Lanes
Bicycle lanes are striped areas of the roadway
where bicyclists ride parallel to motor
vehicle traffic.
Bicycle Paths
Bicycle paths are separated from the
roadway, generally running through a park
or open space. The future Expo Light Rail
line and existing beach bicycle paths are key
components of the primary bicycle network.
The paths should be enhanced for commuting
and recreational activities.
Bicycle Boulevards
Bicycle boulevards, where motor vehicle
speeds and volumes are kept low enough
for cyclists to comfortably share space
with motorists, should be established on
streets that are part of the primary network
but lack available right-of-way for striped
bicycle lanes. All vehicles are permitted
on bicycle boulevards, but the streets are
designed to slow motor vehicles to bicyclecompatible speeds and ensure that all roadway users understand the others’ rights and
responsibilities on the road.
Bicycle Routes
Corridors designated as on-street bicycle
routes are low-volume, low-speed streets.
These streets should have way-finding signs
and markings in the travel lane such as SharedUse Arrows, known as “sharrows,” to indicate to all users that bicyclists are expected to share
the travel lanes.
Slow Streets
Slow streets are primarily neighborhood streets
with low traffic volume and speed. There is little
need for specific bicycle accommodation. By
highlighting these streets on maps and wayfinding aids, these streets can provide cyclists with pleasant alternatives to more heavilytraveled parallel corridors. chapter 4.0
SANTA MONICA LUCE | 4.0 - 37
Bicycle Access: While not all streets will have dedicated bicycle facilities, bicyclists will still have full access to these streets.
Bicycle lockers offer a secure option for bicycle parking.
Auto/Transit Priority Streets
Auto/transit priority streets are highest priority
for transit and pedestrians, and right-of-way
constraints make dedicated bicycle facilities
challenging. Bicyclists have full access to these
streets, and where appropriate, street markings
such as sharrows may be used in the outside
lane to alert motorists that bicyclists will be
sharing the same travel lane as other vehicles.
Signage should direct cyclists to higher quality
parallel routes.
Key Bicycling Facility: Priority Investment
Primarily located adjacent to the beach, these
can be over-subscribed facilities for both
pedestrians and cyclists. Investments should be
pursued to create dedicated space for cyclists
and pedestrians to improve safety and usability,
while enhancing the experience for all.
Improvements should be prioritized in order to
provide a safer and more comfortable bicycling
and walking experience.
Bicycle Parking (not mapped)
Secure, weather-protected bicycle parking is
important in new multi-family housing and all
major destinations. Bicycle valet programs
are a valuable service at major destinations
and special events. At major nodes like
the Downtown Light Rail Station, bicycle
information centers with secure parking,
and amenities such as personal lockers and
showers should be provided. Secured storage
areas that accommodate all bicycle types
should be provided within new residential
developments, in all commercial districts and at
large employers and schools. The City should
encourage bicycle rentals to be available in the
commercial districts and major employers to
provide bicycle fleets. Bicycle parking should
be more convenient than auto parking at
all destinations.
Investment Focus Areas
In the development of the Bergamot Transit
Village, it is critical that bicycle access,
connectivity and amenities are emphasized.
In doing so, bicycling can become a primary
mode of transportation for trips within
the village, the City and the surrounding
communities.
Bicycle Key Connection
There are several locations throughout the
City where bicycle connections are of high
importance but are currently obstructed by
topography, physical barriers such as fences
and walls, or challenging crossing conditions at
major intersections. Along Palisades Park, the
goal is to provide better connections between
the City and the Beach.
Bicycle-Transit Centers
Strategically place facilities with secure bicycle
storage and other cyclist amenities such as
showers and repair services.
4.0 - 38 | SANTA MONICA LUCE
goals and policies: circulation
Bicycle valet service at the Green Apple Festival accommodated more than 1,000 bicycles.
GOALS AND POLICIES
GOAL T9: Create a complete network of
high-quality bicycle facilities including a
minimum of one new north-south and one
new east-west dedicated bicycle path, with
the aim of increasing the number of people
who use bicycles for everyday transportation.
POLICIES:
T9.1 Simultaneously pursue design
investments, and education, encouragement
and enforcement programs to improve
bicycling.
T9.2 Pursue completion of the citywide
bicycle network.
T9.3 Implement standards for pavement
design; stripe roadways and intersections so
that all streets are bicycle-friendly.
T9.4 Consider replacing stop signs on
bikeways with other design features that
encourage safe auto speeds and clarify
intersection right-of-way among users.
T9.5 Continue to support physical and
policy-related changes to encourage access to
regional and local transit via bicycle.
T9.6 Continue to advocate for and
cooperate with regional partners to create
a complete and comprehensive network
connecting Santa Monica to other destinations.
T9.7 Partner with the Santa MonicaMalibu Unified School District (SMMUSD) and Santa Monica College to promote cycling and
bicycle access.
T9.8 Develop all planning processes, such
as neighborhood and specific plans, to identify
areas where better bicycle connections can be
implemented and increased bicycle parking
can be provided.
T9.9 Require large property development
(defined as greater than one typical city block)
to provide through access for bicyclists and
pedestrians.
denotes sustainable policy
chapter 4.0
SANTA MONICA LUCE | 4.0 - 39
Providing resources for cyclists is important. Partnerships between the City and key stakeholders can result in programs aimed at encouraging bicycling over driving.
Signage and way-finding serve cyclists and drivers alike.
This simple gesture can be supplemented by additional treatments and facilities that improve the safety and comfort for cyclists.
GOAL T10: Ensure that the bicycle network
is attractive to cyclists of all ages and
experience levels.
POLICIES:
T10.1 Enhance and beautify existing trails,
tunnels, bridges and paths for bicycling.
T10.2 Encourage major employers to
provide covered and secure bicycle parking
and shower and locker facilities for their bicycle
commuters, or to assist in funding bicycletransit centers in nearby locations.
T10.3 Strive to expand the bicycle
valet program to all major community and
commercial events.
T10.4 Coordinate with the SMMUSD to
identify safe bicycling routes to each of
its schools.
GOAL T11: Create a safe, comfortable
cycling environment in the City through
facility design and public education.
POLICIES:
T11.1 Provide information on safe bicycling
and bicycle route selection.
T11.2 Strive to increase bicycle commuting
through information that identifies
personalized routes.
ACTIONS
Public Improvements
Parking
Identify locations where more bike parking
would be beneficial and install bicycle racks
and bicycle storage facilities, as funding
becomes available.
Signage
Develop and implement a beach access
bikeway signage and way-finding system.
Create a destination-oriented bikeway signage
and way-finding system to direct riders to
bikeways and major destinations such as
hospitals, schools, shopping districts, and
bike share/rental and repair locations.
Treatments and Facilities
As funding becomes available, install
countdown indicators to inform cyclists and
pedestrians of time remaining to cross the
street.
Establish design standards for addressing
bicyclists at intersections, and as funding
becomes available, upgrade existing
intersections to the new standard,
prioritizing the areas identified as “Key
Connections.”
As funding becomes available, construct and
ensure operation of bicycle-transit centers,
which provide amenities such as secure bike
parking, bike repair, and transit information.
Explore the development of a public bicycle
rental program with a network of dropoff and pick-up locations throughout the community.
Collaborate with the SMMUSD to identify
bicycle routes around and/or through Santa
Monica High School and promote cycling for
4.0 - 40 | SANTA MONICA LUCE
goals and policies: circulation
Bicycle parking should be conveniently located and secure.
This photo was taken during Santa Monica High School’s Bike to School Day.
Key connections: Providing access to the City’s beaches is an important community issue, and should be continually addressed. students.
Collaborate with Santa Monica College to
identify a bicycle route in the 17th Street
corridor through the college campus and
promote cycling for college students.
Study options and invest in solutions as funding
becomes available to reduce bicyclist/
pedestrian conflicts along the beach bike
path, such as larger staging areas for
pedestrians and expansion of the pedestrian
path.
Property Development
Parking
Update bicycle parking requirements for new
development and periodically monitor
bicycle parking demand and use demand
data to monitor and adjust requirements.
Signage
Require projects to provide directional signage
to ensure users know where to find bicycle
parking.
Facilities
Establish requirements for access to shower
and locker facilities for bicycle commuters in
new developments.
As funding becomes available, create a
system of bicycle-transit access centers that
provide secure bike parking, rentals, repairs,
showers, and transit information located
at light rail stations, major bus stops and
destinations.
Information and Education
Provide personalized travel marketing to help
those interested in bicycling to find the best
route to travel.
Create a program to promote bicycle safety
through outreach to bicyclists and motorists,
including Big Blue Bus operators and drivers
of city fleet vehicles.
Partner with regional agencies to develop
Web-based, real-time bicycle route mapping
tools.
Provide classes on bicycle safety and awareness
that targets different populations such as
seniors, children and commuters.
Organize Safe Routes to School programs with
the goal of making them self-supporting.
Participate and organize events to promote
bicycling, such as National Car Free Day and
Bike-to-Work Day with events throughout
the City.
Work with the Convention and Visitors Bureau
to provide bicycle rentals and information
about cycling at hotels and popular tourist
attractions and market Santa Monica as a
cycling destination.
Policy and Projects
Develop a bicycle master plan. The plan
should include a discussion of the feasibility
of specific measures and facilities and
prioritization of the recommended measures
and facilities.
Explore innovative bicycle design and
technologies, encouraging others to adopt
effective regulations.
chapter 4.0
SANTA MONICA LUCE | 4.0 - 41
Robust facilities and infrastructure for cycling enable more people to circulate through the City.
Establish design standards for “living streets”
where pedestrians, bicycles and low-speed
motor vehicles safely share the streets,
especially in the neighborhoods directly
south of the Pier and Ocean Park.
As funding becomes available, complete major
gaps in the bikeway network, including:
Connections to future rail stations and
activity centers
A bikeway along the Expo Light Rail right-ofway
Connections between Stewart Park and
Bergamot Station
“Key Connections” to all schools and major
employment centers
A bicycle and pedestrian bridge across I-10
at 7th Street
Connections from Ocean Avenue to the
Beach Bike Path, focusing on opportunities
at Montana Avenue, the California Incline,
Arizona Avenue, Broadway and the Santa
Monica Pier
Enhancements to Airport Avenue between
Airport Park and 23rd Street
Improved connections with the City of
Los Angeles, including Dewey Street
between Marine Park and 23rd Street and
improvements facilitating access to UCLA
and Santa Monica Boulevard, east of I-405
circulation
4.0 - 42 | SANTA MONICA LUCE
Regional transit streets, such as Pico Boulevard, provide local and regional transit service.
TRANSIT
The Role of Transit
The City of Santa Monica currently has one
of the most extensive public bus systems of
any city of its size in the nation. The City has
a long history of investment in transit, and
continued investment is essential to meeting its
congestion management, housing affordability
and sustainability goals. The City seeks to
improve public transit by increasing reliability,
decreasing travel times, and ensuring rider
safety and comfort along all legs of the journey.
Policies in the LUCE address the City’s
commitment to the quality of local and regional
public transit. This Plan envisions continued
investment in the Big Blue Bus (BBB). More
detailed plans for BBB service are spelled
out in a regularly updated Service
Improvement Plan.
The City also continues to advocate for more
investment in and expansion of regional transit.
One of the most important improvements
in regional transit currently underway is the
development of the Expo Light Rail line and
three stations in Santa Monica that will connect
the City to the rest of the region. These stations
will support a series of vibrant transit villages,
and will be connected to the rest of the City by
enhanced transit service.
High-quality public transit can lead to greater
social integration and greater options for
members of the community who are unable
or prefer not to drive. It can provide increased
access to quality employment, educational
opportunities, social opportunities and the
many natural and cultural resources of the
Santa Monica area. Using public transit can
save money for riders to spend on housing,
education, and other essentials. Public transit
vehicles produce fewer GHG emissions than
auto trips, making it an important contributor
to achieving Santa Monica’s environmental
sustainability goals.
The Transit Network
As the City continues to enhance public
transit, it will be important to coordinate these
investments with improvements in street
design, establishing clear priority for transit
on important routes. Some transit routes are
more important than others, and different
types of service require different strategies for
integration with other modes. Designing streets
to be sensitive to the needs of transit will
require the City to develop clear, site-specific
guidance for the different routes throughout
the City. The map on the following page
identifies different functional classifications for
transit corridors and guidance for designing
chapter 4.0
SANTA MONICA LUCE | 4.0 - 43
Santa Monica
Swim Center
vv
Santa Monica
High School
Santa
Monica
College
Santa Monica
Big Blue
Bus Yards
San Vicente
Median Park
San Vicente
Median Park
San Vicente
Median Park
San Vicente
Median Park
Palisades Park
Palisades Park
Ocean Park
PocketPark
Lincoln
Middle
Franklin
Elementary
Crescent
Bay Park
Barnard Way
Linear Park
Barnard Way
Linear Park
Public
Safety
Facility
City Hall
Woodlawn
Cemetery
Will Rogers
Elementary
Virginia
Ave Park
Stewart
Park
St. John's
Hospital
South
Beach
Park
School
District
Offices
Schader Park
Santa Monica
Hospital
SMC
Madison
Campus
SMASH
Roosevelt
Elementary
Pier
Lot#8
Lot
#7
Lot
#12
Park
Drive
Park
Park
Ozone
Park
Olympic
High School
Ocean
View
Park
Ocean
Park
Library
Montana
Library
Memorial
Park
McKinley
Elementary
Marine
Park
Main
Library
Los
Amigos
Park
Ken
Edwards
Center
Joslyn
Park
John Muir
Elementary
John Adams
Middle
Hotchkiss
Park
Grant
Elementary
Fairview
Library
Edison
Elementary
Douglas Park
PacificSt
Park (Dog
Park)
County
Court
House
Clover Park
Civic
Center
City
Yards
Reed Park
California
Heritage
Museum
Beach
Park #1
Beach Maintenance
Ashland
Park
Animal
Shelter
Airport
Euclid
Park/Hacienda
DelMar
Beach
Park #4
Chess Park
Airport
Park
Brentwood
(City of Los Angeles)
Venice
(City of Los Angeles)
SMC
Arts
Campus
Santa Monica
Swim Center
Annenberg
Community
Beach House
Goose
Egg
Park
P P
P
P P
P P P
P
P
P
P
P
P
P
P P
P
P P
P
P P
P P P P P P
P P
LINCOLN BLVD LINCOLN BLVD WILSHIRE BLVD SANTA MONICA BLVD WILSHIRE BLVD SANTA MONICA BLVD
PICO BLVD
PICO BLVD
OCEAN PARK BLVD
OCEAN PARK BLVD
14TH ST
26TH ST
11TH ST
14TH ST
17TH ST
26TH ST
23RD ST
PRINCETON ST
HARVARD ST
STANFORD ST
CENTINELA AVE
20TH ST
11TH ST
3RD ST
5TH ST
14TH ST
MICHIGAN AVE 20TH ST
CLOVERFIELD BLVD
11TH ST
OCEAN AVE
OCEAN AVE
SAN VICENTE BLVDGEORGINA AVECARLYLE AVEMARGUERITA AVEALTA AVEMONTANA AVEIDAHO AVEWASHINGTON AVECALIFORNIA AVE
ARIZONA AVE
BROADWAYCOLORADO AVEOLYMPIC BLVD
MONTANA AVE
OLYMPIC BLVD
BERKELEY ST
MAIN ST
4TH ST
6TH ST
7TH ST
PEARL ST
EXPOSITION BLVD
NEILSON WAY
16TH ST
17TH ST
OCEAN PARK BLVD
OCEAN PARK BLVD
PEARL ST
23RD ST
28TH ST
STEWART ST
SANTA MONICA BLVD
14TH ST
17TH ST
26TH ST
20TH ST
11TH ST
5TH ST
14TH ST
MICHIGAN AVE
11TH ST
OCEAN AVE ARIZONA AVE
BROADWAY
STEWART ST
31ST ST
7TH ST
4TH ST
LINCOLN BLVD LINCOLN BLVD WILSHIRE BLVD SANTA MONICA BLVD WILSHIRE BLVD SANTA MONICA BLVD
PICO BLVD
PICO BLVD
OCEAN PARK BLVD
OCEAN PARK BLVD
14TH ST
26TH ST
11TH ST
14TH ST
17TH ST
26TH ST
23RD ST
PRINCETON ST
HARVARD ST
YALE ST
STANFORD ST
CENTINELA AVE
20TH ST
11TH ST
3RD ST
5TH ST
14TH ST
MICHIGAN AVE 20TH ST
CLOVERFIELD BLVD
11TH ST
OCEAN AVE
OCEAN AVE
SAN VICENTE BLVDGEORGINA AVECARLYLE AVEMARGUERITA AVEALTA AVEMONTANA AVEIDAHO AVEWASHINGTON AVECALIFORNIA AVE
ARIZONA AVE
BROADWAYCOLORADO AVEOLYMPIC BLVD
MONTANA AVE
OLYMPIC BLVD
BERKELEY ST
FRANKLIN ST
MAIN ST
4TH ST
6TH ST
7TH ST
PEARL ST
EXPOSITION BLVD
NEILSON WAY
16TH ST
17TH ST
OCEAN PARK BLVD
OCEAN PARK BLVD
PEARL ST
23RD ST
28TH ST
STEWART ST
SANTA MONICA BLVD
14TH ST
17TH ST
26TH ST
20TH ST
11TH ST
5TH ST
14TH ST
MICHIGAN AVE
11TH ST
OCEAN AVE ARIZONA AVE
BROADWAY
STEWART ST
31ST ST
7TH ST
4TH ST
To Brentwood, VA
and Sawtelle
To UCLA
To UCLA, Westwood, LA Midtown, Downtown LA
To UCLA, Westwood,
Century City, Beverly Hills,
Downtown LA/Union Station
To West LA,
Century City
To Century City,
Pico / Rimpau
Transit Center
To Mar Vista,
Palms, UCLA,
Westwood
To Venice,
Marina del Rey
& LAX
To Venice, Mar Vista,
Palms, Culver City,
Downtown LA/Union Station
To Pacific Palisades
FUTURE EXPO LINE
FUTURE EXPO LINE
SUBWAY TO THE SEA
To Malibu
Paci c Ocean
Regional: Existing
Connecting: Existing
Updated 10-15-2009
MILES
Transit Network
City of Santa Monica
Land Use and Circulation Element
N
0 0.25 0.5
Local Access: Existing
Regional: Proposed
Connecting: Proposed
Local Access: Proposed Beach Circulator
Light Rail Stop
Major Bus Stop
Future Major Bus Stop
Investment Focus Area
Downtown
High frequency corridors where transit is given first priority.
Moderate frequency routes serving Santa Monica and adjacent cities Local and specialized transit
New investment should provide excellent access to rail stations Area with high usage of and access to transit that should be supported and built upon
Future location of Exposition Light Rail station with high quality amenities for passengers
Traditional location of high ridership stops, should be prioritized for high quality amenities
Disclaimer:
This map of the City of Santa Monica has been provided
for illustration purposes only. Every reasonable effort has been made to ensure the accuracy of the maps provided,
however, some information may not be accurate. The City of Santa Monica ("City") provides this map on an "AS IS" basis. The City assumes no liability for damages arising from errors or omissions. THE MAPS ARE PROVIDED WITHOUT
WARRANTY OF ANY KIND, either expressed or implied,
including but not limited to, the implied warranties of merchantability and fitness for a particular purpose. Do not make any business decisions based on this map before
validating your decision with the appropriate City office. circulation
4.0 - 44 | SANTA MONICA LUCE
and managing Santa Monica’s streets. These
classifications should be updated regularly
as BBB and Metro adjust their services to
accommodate changing demand patterns
and funding.
Regional Transit Streets
Regional transit streets create the backbone of
the City’s transit system. These streets provide
regional connections, serve a high volume of
riders, and offer frequent service with transit
headways of 10 minutes or less throughout
the entire day.
On these streets, transit will be given first
priority. Signal prioritization will be used
to improve the speed and reliability of
buses, even at the expense of some loss in
performance of automobile level of service.
Queue-jump lanes or exclusive transit lanes
should be evaluated when signal prioritization
is inadequate to maintain transit speed and
reliability. Parking lanes may be removed
in order to accommodate transit priority
treatments such as transit-only lanes. Adequate
sidewalk width is needed particularly at heavily
utilized bus stops.
Superior transit amenities, such as high-quality
shelters, real-time transit arrival information
and benches, should be provided at all stops
on these streets. High priority must be given
to creating excellent conditions for pedestrians
accessing transit, in the design of the streets,
intersections and buildings. Bicycle connections
and bicycle parking facilities at the major stops
are also important to capitalize on the combined
transit-bicycle trip, which expands transit stop
accessibility well beyond the traditional half-mile
walking radius.
When there is a conflict between transit
accommodation and other modes on regional
transit streets, person delay should be
minimized regardless of vehicle delay; that is,
when calculating delay, a bus with 40 people on
board should be weighted 40 times the value
given to a car with one person in it. The primary
purpose of these streets is to move people
rather than vehicles.
Connecting Transit Streets
Connecting transit streets serve local and
regional transit routes that operate at lower
frequencies than the primary regional transit
streets. Transit headways are typically no greater
than 20 minutes throughout the day.
These streets support major destinations and
local neighborhood commercial services as well
as residences. Pedestrian connections to bus
stops along the connecting transit streets are
crucial. All stops should have basic route and
schedule information, and higher-ridership stops
should have real-time information about bus
arrivals. Stops should be located and designed
to optimize ridership and rider comfort while
minimizing negative impacts on adjacent
properties.
Local Access Transit Streets
Local access transit streets are streets that
support midday frequencies of greater than
20 minutes or have limited service hours.
These streets require less investment in transit
prioritization and bus stop amenities than
regional and connecting transit streets. All bus
stops should have basic route and schedule
information. Stops should be located and
designed to optimize ridership and rider
comfort while minimizing negative impacts on
adjacent properties. These corridors will likely
be adjusted regularly over time to respond to
changing demand patterns, and particularly to
accommodate the arrival of the Expo Light Rail.
Major Bus Stops
All high-ridership stops should be prioritized
for investment in high-quality shelters, route
and schedule information and real-time bus
arrival information. Future potential major bus
stops are identified near existing employment
sites and future activity centers to direct transit
investment and maximize transportation
choices for commuters.
The Exposition Light Rail
Future Transit Investments
chapter 4.0
SANTA MONICA LUCE | 4.0 - 45
Santa Monica will not only be connected to the Los Angeles light rail system, but to the larger regional network of transit services. Up to 62,000 daily riders are predicted to use this new line.
VENTURA
COUNTY
LOS ANGELES
COUNTY SAN BERNARDINO
COUNTY
RIVERSIDE
COUNTY
SAN DIEGO
COUNTY
ORANGE COUNTY
5 5
5 405
405
10 110
105
10 15
15 15
215
215
15 210
210
710
101
101
55 91
118
126
33 91
60 57
22 76
78 14
L.A. UNION STATION
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Operated by Metro
Operated by Metro
Metrolink Regional Lines
Expo Light Rail
Metro Red Line (Subway)
Metro Blue Line (Light Rail)
Metro Green Line (Light Rail)
Metro Gold Line (Light Rail)
Metro Purple Line (Subway)
Santa Monica
Regional Rail System
SANTA
MONICA
CULVER CITY
Baldwin
Hills
Regional
Park
PALMS BLVD MOTOR AVE
COLORADO AVE
CLOVERFIELD BLVD
OCEAN AVE
BUNDY DR
SAWTELLE BLVD
SEPULVEDA BLVD
WESTWOOD BLVD
OVERLAND AVE
OVERLAND AVE
CENTINELA AVE
MOTOR AVE
NATIONAL BLVD
SUNSET BLVD
SAN VICENTE BLVD
LINCOLN BLVD
4TH ST
14TH ST
LINCOLN BLVD
MONTANA AVE
WILSHIRE BLVD
SANTA MONICA BLVD
OLYMPIC BLVD
OLYMPIC BLVD
OLYMPIC BLVD
PICO BLVD
Maintenance Facility
VENICE BLVD
CULVER BLVD
WASHINGTON PL
WASHINGTON BLVD
DVLB AGENEIC AL
DVLB AGENEIC AL
ROBERTSON BLVD
WASHINGTON BLVD
NATIONAL BLVD
PICO BLVD
OCEAN PARK BLVD
WA
S
HINGTON BLVD
Ballona Creek
Westside
Pavilion
Westwood
Village
Santa
Monica
Pier
3rd Street
Promenade Santa
Monica
College
Regional
Park
Santa Monica
Municipal
Airport
RODEO RD
Phase 1 Stations
Phase 2 Stations (proposed)
Expo Phase 1 (under construction)
Expo Phase 2
ROW Alternative
Colorado Alt
P
Expo Phase 2
The Expo Light Rail will provide stronger connectivity to the Los Angeles region, and will provide the City with the opportunity to provide increased benefits to the community in the form of transit alternatives, as well as new housing and job options.
The Expo Light Rail line to Downtown Santa
Monica is a planned and funded extension
of the regional rail system, targeted to be
complete in 2015. The connectivity to the
region and the three stations slated to serve
Santa Monica will be a tremendous benefit for
the City.
Connectivity to the Regional System
Travel between Downtown Los Angeles and
Downtown Santa Monica on the Expo Light
Rail line will take approximately 50 minutes,
providing a competitive alternative to driving
a car on the highly congested Santa Monica
Freeway. Trains will run as frequently as every
five minutes once the line is operating at full
capacity. The line will connect to the larger
regional system of urban and commuter rail,
as shown in the system map. Santa Monica
will serve as a destination for people from all
over the region, ranging from commuters to
occasional visitors. The line will also provide
Santa Monica residents with the option to
take the Expo Light Rail line to destinations in
West Los Angeles, Culver City, Downtown Los
Angeles as well as the larger region.
Santa Monica Stations
The Expo Light Rail line will include three
stations in Santa Monica: Bergamot Station
(26th Street and Olympic Boulevard), Memorial
Park (17th Street and Colorado Avenue)
and Downtown (4th Street and Colorado
Basemap courtesy of SCRRA.
Image courtesy of Metro. © 2009 LACMTA
circulation
4.0 - 46 | SANTA MONICA LUCE
Expo Station
Expo Alignment
Pacific Ocean
Lincoln
Bergamot Station
Memorial Park
Downtown
Three Expo Light Rail stations in Santa Monica at Bergamot Station, Memorial Park and Downtown will serve the local community, and will provide opportunities to reimagine parts of Santa Monica as new urban neighborhoods complete with services and amenities.
.
Avenue). The stations will be designed to
ensure transit integration, pedestrian and
bicycle connections and amenities. Any
parking developed for the rail stations will
be shared with other uses and priced to
ensure adequate availability at all times.
(See chapter 2.6 Districts for further information.)
Alignment
As currently planned, the line will proceed from
West Los Angeles into the City of Santa Monica
in aerial configuration, over Centinela Avenue.
The line will transition to grade level onto
the dedicated right-of-way west of Centinela
Avenue and proceed along it for approximately
1.2 miles. An aerial structure will grade
separate the line from Cloverfield and Olympic
Boulevards, transitioning upward just west of
26th Street and returning to grade in the rightof-way on the north side of Olympic. Where the right-of-way ends at 17th Street, the line
transitions into the middle of Colorado Avenue.
The train will proceed as “street-running” for
the remainder of the trip, until the terminus
station at 4th Street and Colorado Avenue.
The “street-running” section requires the
use of one travel lane in each direction along
Colorado Avenue. The City is advocating the
retention of on-street parking on both sides,
wherever possible.
Maintenance Yard
A 6–10 acre maintenance yard for the Expo
Top image courtesy of Metro © 2009.
chapter 4.0
SANTA MONICA LUCE | 4.0 - 47
In this artist rendering of the Downtown Light Rail Station, passengers are greeted by an attractive plaza that is enlivened with small retail and services. Visitors can easily access the Downtown, Civic Center or tBeach and Oceanfront.
Light Rail line is currently planned to be
located in Santa Monica. The City is working
closely with the regional agencies responsible
for designing, constructing and operating the
system to ensure that impacts to the City’s
adjacent land uses and circulation system are
minimized.
Subway to the Sea
A Westside Subway Extension is also being
studied by Metro, although with a longer time
horizon for reaching Santa Monica than the
Expo Light Rail. The proposed project, also
identified as “Subway to the Sea,” is proposed
to extend the subway from Downtown Los
Angeles and include two or three stations in
Santa Monica along Wilshire Boulevard. The
City will continue to work toward prioritizing
this project and ensuring a station in
Downtown Santa Monica.
Beach Shuttle
To improve access to the Beach with limited
local transit service and limited auto parking,
Santa Monica should explore pedestrianfriendly shuttle services to transport passengers along the Beach.
Downtown Circulator
The City should develop transit connections
between Downtown Light Rail station, the
Transit Mall and the Downtown, the Civic
Center, the Pier and the Beach. If a Downtown
circulator service effectively links all of these
transit stops and destinations, it expands the
area served by each individual line, as well as
supporting shared parking in the Downtown.
4.0 - 48 | SANTA MONICA LUCE
goals and policies: circulation
Enhanced Regional Transit: The Expo Light Rail is expected to shoulder a significant volume of transit passengers, but other enhanced public transportation options like buses and shuttles will also be enhanced. Pictured above is Portland Oregon’s MAX transit system.
GOALS AND POLICIES
GOAL T12: Expand high-quality regional
rapid transit, including rail service, to
improve connections between Santa Monica
and the region.
POLICIES:
T12.1 Actively support the extension of the
Expo Light Rail line to Downtown
Santa Monica.
T12.2 Integrate the Expo Light Rail
alignment and stations into the
community fabric.
T12.3 Integrate the Expo Light Rail
stations into the transit, pedestrian and bicycle
networks with connections and amenities.
T12.4 Strive to ensure that parking developed
for the Expo Light Rail stations is shared with
other uses and priced to ensure adequate
parking availability at all times.
T12.5 Accommodate and adjust bus service as
necessary to support future rail service.
T12.6 Continue to collaborate with regional
transit partners to achieve seamless transfers
between systems, including scheduling,
ticketing and shared fare systems.
T12.7 Work with transit providers to improve
direct transit connections between Santa
Monica and regional destinations including the
San Fernando Valley, the South Bay, and major
employment centers.
T12.8 Strive to implement measures that
facilitate efficient and competitive operation of
Metro Rapid Bus service within Santa Monica.
T12.9 Support Metro transit planning efforts
for a future Westside Subway extension, also
known as “Subway to the Sea,” and support
the extension of the subway to Downtown
Santa Monica. Future subway station locations
should consider walking distance to key
employment centers and the Expo Line.
T12.10 Strive to maintain on-street parking
on both sides, and existing sidewalk widths,
for the Expo Light Rail section on Colorado
Avenue with two transit-only lanes and two
general purpose lanes in areas that will include
the Expo Light Rail line.
denotes sustainable policy
chapter 4.0
SANTA MONICA LUCE | 4.0 - 49
Improvements to the public transit network can include
updates to technology systems, such as bus tracking and realtime information systems.
High frequency bus service will make public transit more efficient and convenient within the City and throughout the region.
T12.11 Work with the Exposition Light
Rail Construction Authority on station access
strategies that maximize ridership and total
transit revenue, including parking pricing
programs that ensure a few spaces are
available to passengers at all times, shared
parking, and access programs that deliver more
riders at less cost than parking, such as feeder
buses and new development.
GOAL T13: Increase transit ridership for all
types of trips.
POLICIES:
T13.1 At major transit stops, prioritize land
uses and patterns that generate high transit
ridership.
T13.2 Locate rail stations in areas that
support existing or future transit-oriented
development patterns and uses, thereby
increasing the potential for transit use.
T13.3 Support high-frequency service
on regional transit streets with the goal
of providing transit service that is time
competitive with vehicle trips.
T13.4 Design and locate rail stations to
support bus access and to reduce the “transfer
penalty” between buses and rail.
T13.5 To the extent practical and based on
funding availability, eliminate transit delay
and improve transit reliability on regional and
connecting transit streets through physical and
policy improvements. Such improvements may
include:
Signal prioritization at all intersections along
transit streets
Queue-jump lanes
Transit-only lanes
Automated bus tracking
T13.6 Incorporate real-time information
systems so that passengers will know
when their bus is expected to arrive. Such
technologies include online applications and
changeable message signs at major bus stops.
T13.7 Improve bus facilities adjacent to new
development; improvements could include
new bus shelters, wider sidewalks, concrete
bus pads, benches, changeable message signs,
secure bike parking, trash receptacles, and
where applicable, striping and signs for bus
lanes and signal priority installation.
T13.8 Improve connections between transit
and bicycling by expanding the on-bus bike
rack program and providing secure parking at
major bus stops.
4.0 - 50 | SANTA MONICA LUCE
goals and policies: circulation
T13.9 Develop all neighborhood, area or
specific plans within Santa Monica to identify
areas where transit service, access and
amenities can be improved.
GOAL T14: Ensure the financial stability of
transit providers.
POLICIES:
T14.1 Improve bus productivity by minimizing
bus delay through the strategies identified in
T13.5.
T14.2 Encourage all schools and major
employers to provide prepaid access on the Big
Blue Bus (BBB) and Metro systems for all of their
students and employees.
T14.3 Develop strategies to maximize off-peak
use of transit.
ACTIONS
Public Improvements
Based on funding availability, implement signal
prioritization for transit along regional and
connecting transit streets.
Establish queue-jump lanes or exclusive transit
lanes when signal prioritization is inadequate
to maintain transit speed and reliability.
BBB will regularly update the Service
Improvement Plan, with an emphasis on
service efficiency and improved regional
connections.
Update transit technology systems to maximize
use with communication technology.
Create guidelines for major bus stops that
include amenities such as real-time bus
arrival displays, shade, lighting, trash cans,
and benches.
Expand the existing transit stop improvement
program, including real-time bus arrival
displays and schedule information.
Information and Education
Provide transit information at popular tourist
destinations and hotels on transit.
Work with BBB, Metro, Santa Monica
College, Santa Monica High School and
major employers to develop universal
transit pass program policies and pursue
implementation.
Expand transit information centers to all
libraries and locations within Transportation
Demand Management Districts.
Include transit information with a variety of
communications from the City of Santa
Monica.
Policies and Projects
Explore fees to support BBB, including
development impact fees, variable parking
fees or an increased parking tax.
Work with larger employers to expand and
enhance shared ride access, such as through
regional vanpool programs to supplement
existing transit service.
Create detailed station area plans for all Expo
Light Rail stations.
Support regional rail planning efforts.
Undertake local planning projects to prepare
for future light rail service and station area
development.
Work with the Expo Light Rail Construction
Authority to seek a Public Utilities
Commission (PUC) waiver to allow parking
on both sides of Colorado Avenue with two
transit lanes and sufficient sidewalk widths.
chapter 4.0
SANTA MONICA LUCE | 4.0 - 51
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circulation
4.0 - 52 | SANTA MONICA LUCE
The automobile network focuses on strategies to keep cars moving on the major boulevards and out of the neighborhoods.
AUTOMOBILE NETWORK
The Role of the Automobile
At its best, the automobile provides speed,
comfort, privacy and an extraordinary
degree of personal mobility. When overused,
however, automobiles quickly eliminate all
of these advantages, trapping their drivers
in congestion along polluted, featureless
highways. To fulfill their promise, automobiles
are dependent upon the success of the other
modes. Paradoxically, it is only by making
walking, bicycling and transit more attractive
than driving that we can make driving efficient
and pleasurable. Even in the most congested
corridor, we need only shift 10 percent of
motorists to other modes in order for traffic
to flow freely.
The automobile network focuses on strategies
to keep cars moving on Santa Monica’s
major boulevards and limit the incursion of
regional traffic onto local residential streets. It
does so in part by identifying regional traffic
bottlenecks and locating those bottlenecks in
places that have the least negative impact on
Santa Monica’s residential neighborhoods and
neighborhood commercial streets.
As described previously, these bottleneck
intersections are mainly at the freeway ramps,
and they act as “meters” that limit the spread
of congestion elsewhere at the City.
Were the City to expand vehicle capacity at
these congested freeway ramp intersections,
the congestion would simply move to the next
intersection down the street.
The Automobile Network
The automobile network provides guidance
for how trips should be distributed across
the street system, and how streets should be
managed so that they function well according
to their purpose. Highways and boulevards
should be operated so that they serve regional
trips more time competitively than avenues
and neighborhood streets. Neighborhood
streets, on the other hand, should be designed
for local traffic and for speeds low enough that
bicyclists and pedestrians can mix safely
with cars.
The automobile functional classification system
described in the map and text on the following
pages provides guidance on how different
streets should be designed and managed to
accommodate automobiles.
Highway
These corridors primarily serve regional auto
chapter 4.0
SANTA MONICA LUCE | 4.0 - 53
Santa Monica
High School
Santa
Monica
College
Santa Monica
Big Blue
Bus Yards
San Vicente
Median Park
San Vicente
Median Park
San Vicente
Median Park
San Vicente
Median Park
Palisades Park
Palisades Park
Ocean Park
PocketPark
Lincoln
Middle
Franklin
Elementary
Crescent
Bay Park
Barnard Way
Linear Park
Barnard Way
Linear Park
Public
Safety
Facility
City Hall
Woodlawn
Cemetery
Will Rogers
Elementary
Virginia
Ave Park
Stewart
Park
St. John's
Hospital
South
Beach
Park
School
District
Offices
Schader Park
Santa Monica
Hospital
SMC
Madison
Campus
SMASH
Roosevelt
Elementary
Pier
Lot#8
Lot
#7
Lot
#12
Park
Drive
Park
Park
Ozone
Park
Olympic
High School
Ocean
View
Park
Ocean
Park
Library
Montana
Library
Memorial
Park
McKinley
Elementary
Marine
Park
Main
Library
Los
Amigos
Park
Ken
Edwards
Center
Joslyn
Park
John Muir
Elementary
John Adams
Middle
Hotchkiss
Park
Grant
Elementary
Fairview
Library
Edison
Elementary
Douglas Park
PacificSt
Park (Dog
Park)
County
Court
House
Clover Park
Civic
Center
City
Yards
Reed Park
California
Heritage
Museum
Beach
Park #1
Beach Maintenance
Ashland
Park
Animal
Shelter
Airport
Euclid
Park/Hacienda
DelMar
Beach
Park #4
Chess Park
Airport
Park
Brentwood
(City of Los Angeles)
Venice
(City of Los Angeles)
SMC
Arts
Campus
Santa Monica
Swim Center
Annenberg
Community
Beach House
Goose
Egg
Park
P P
P
P P
P P P
P
P
P
P
P
P
P
P P
P
P P
P
P P
P P P P P P
P P
LINCOLN BLVD LINCOLN BLVD WILSHIRE BLVD SANTA MONICA BLVD WILSHIRE BLVD SANTA MONICA BLVD
PICO BLVD
PICO BLVD
OCEAN PARK BLVD
OCEAN PARK BLVD
14TH ST
26TH ST
11TH ST
14TH ST
17TH ST
26TH ST
23RD ST
PRINCETON ST
HARVARD ST
STANFORD ST
CENTINELA AVE
20TH ST
11TH ST
3RD ST
5TH ST
14TH ST
EVA NAGIHCIM 20TH ST
CLOVERFIELD BLVD
11TH ST
OCEAN AVE
OCEAN AVE
A
MONTANA AVEIDAHO AVE
WASHINGTON AVE
CALIFORNIA AVE
ARIZONA AVE
BROADWAYOLYMPIC BLVD
LTA AVE
SAN VICENTE BLVD
GEORGINA AVE
CARLYLE AVE
MARGUERITA AVE
COLORADO AVE
MONTANA AVE
OLYMPIC BLVD
BERKELEY ST
MAIN ST
4TH ST
6TH ST
7TH ST
PEARL ST
EXPOSITION BLVD
NEILSON WAY
16TH ST
17TH ST
OCEAN PARK BLVD
OCEAN PARK BLVD
PEARL ST
23RD ST
28TH ST
STEWART ST
SANTA MONICA BLVD
14TH ST
17TH ST
26TH ST
20TH ST
11TH ST
5TH ST
14TH ST
EVA NAGIHCIM11TH ST
OCEAN AVE ARIZONA AVE
BROADWAY
STEWART ST
31ST ST
7TH ST
4TH ST
LINCOLN BLVD LINCOLN BLVD WILSHIRE BLVD SANTA MONICA BLVD WILSHIRE BLVD SANTA MONICA BLVD
PICO BLVD
PICO BLVD
OCEAN PARK BLVD
OCEAN PARK BLVD
14TH ST
26TH ST
11TH ST
14TH ST
17TH ST
26TH ST
23RD ST
PRINCETON ST
HARVARD ST
YALE ST
STANFORD ST
CENTINELA AVE
20TH ST
11TH ST
3RD ST
5TH ST
14TH ST
EVA NAGIHCIM 20TH ST
CLOVERFIELD BLVD
11TH ST
OCEAN AVE
OCEAN AVE
A
MONTANA AVE
IDAHO AVEWASHINGTON AVECALIFORNIA AVE
ARIZONA AVE
BROADWAYOLYMPIC BLVD
LTA AVE
SAN VICENTE BLVDGEORGINA AVECARLYLE AVEMARGUERITA AVECOLORADO AVE
MONTANA AVE
OLYMPIC BLVD
BERKELEY ST
FRANKLIN ST
MAIN ST
4TH ST
6TH ST
7TH ST
PEARL ST
EXPOSITION BLVD
NEILSON WAY
16TH ST
17TH ST
OCEAN PARK BLVD
OCEAN PARK BLVD
PEARL ST
23RD ST
28TH ST
STEWART ST
SANTA MONICA BLVD
14TH ST
17TH ST
26TH ST
20TH ST
11TH ST
5TH ST
14TH ST
EVA NAGIHCIM11TH ST
OCEAN AVE ARIZONA AVE
BROADWAY
STEWART ST
31ST ST
7TH ST
4TH ST
Highway
Boulevard
Updated 10-15-2009
MILES
Automobile Network
City of Santa Monica
Land Use and Circulation Element
N
0 0.25 0.5
Avenue: Major
Avenue: Secondary
Avenue: Minor
Neighborhood Street
On- and Off-ramp Location
Primarily serves regional auto traffic. Intersections with direct connections to highways may accommodate a high level of congestion in order to discourage use of City streets for regional cut-through trips and to maintain lower levels of congestion on local streets.
Regional transportation corridor. Protects avenues and neighborhood streets from through traffic by providing superior travel times and service quality, while also accommodating other modes with minimal delay for transit. Emphasizes regular pedestrian crossing opportunities and discourages excessive speeding during uncongested periods. Limited or no direct property access for autos.
Serves regional auto trips and provides access for all modes of transportation, but accommodates autos well enough to discourage use of secondary avenues or neighborhood streets as alternates.
Provides intra-city access distributing regional trips from the highways and major avenues to minor avenues and neighborhood streets, providing signalized crossings at boulevards and major avenues.
Serves local trips. Connects neighborhood streets to other streets.
Primarily provides access to residences and other local uses.
Where regional traffic congestion is unavoidable, meter traffic here in order to protect neighborhood streets and minor avenues from excessive congestion.
Major Bus Stop
Future Major Bus Stop
Disclaimer:
This map of the City of Santa Monica has been provided
for illustration purposes only. Every reasonable effort has been made to ensure the accuracy of the maps provided,
however, some information may not be accurate. The City of Santa Monica ("City") provides this map on an "AS IS" basis. The City assumes no liability for damages arising from errors or omissions. THE MAPS ARE PROVIDED WITHOUT
WARRANTY OF ANY KIND, either expressed or implied,
including but not limited to, the implied warranties of merchantability and fitness for a particular purpose. Do not make any business decisions based on this map before
validating your decision with the appropriate City office. circulation
4.0 - 54 | SANTA MONICA LUCE
Minor avenues and neighborhood streets accommodate bicycle and automobile traffic, and provide vital pedestrian connections between neighborhoods and commercial areas of the City. traffic. Intersections with direct connections to the
highway may tolerate a high level of congestion
in order to discourage the use of other streets
for regional cut-through trips and to maintain
acceptable levels of congestion and delay in
other areas of the City.
Boulevard
These are regional transportation corridors. The
boulevards protect avenues and neighborhood
streets from through traffic by providing superior
travel times and service quality for automobiles,
while also accommodating biking, walking and
transit. Boulevards should also ensure that there
is minimal delay for transit to make transit trips
competitive with automobile trips. Excessive
speeding is discouraged. No driveways are
permitted where access is available from a side
street or alley. Planted medians and regular
protected pedestrian crossings should be
provided. It should also be noted that boulevards
and avenues are the primary network for
emergency response and must be designed with
this in mind.
Avenue: Major
These streets connect the City street network
to the regional network and provide access for
all modes of transportation. These streets may
become congested at peak hours when traffic to
and from the highway is backed up. Congestion
is tolerable on these streets but autos should
be accommodated well enough to discourage
overflow onto secondary or minor avenues or
neighborhood streets.
Avenue: Secondary
The secondary auto network consists of intracity access streets that distribute regional trips from the highways and major avenues to minor
avenues and neighborhood streets. They
often serve regional bicycle trips by providing
signalized crossings at boulevards and
major avenues.
Avenue: Minor
Minor avenues serve local auto traffic and bicycle
trips and provide connections to neighborhood
streets.
Neighborhood Streets
These streets are intended to carry only vehicles
with an origin or destination on that street.
Neighborhood traffic calming devices can be
implemented to minimize motor vehicle volumes
and maintain speeds at the level where autos can
safely stop mid-block for pedestrians or bicycles if
necessary.
chapter 4.0
SANTA MONICA LUCE | 4.0 - 55
Quality of life: The LUCE discourages the use of City streets as an alternative to congested regional facilities.
The City will continuously update technology to maximize the efficiency of the existing automobile infrastructure.
GOALS AND POLICIES
GOAL T15: Manage local and regional
congestion affecting Santa Monica.
POLICIES:
T15.1 Reduce automobile trips starting
or ending in Santa Monica, especially during
congested periods, with the goal of keeping
peak period trips at or below 2009 levels.
T15.2 Limit congestion to portions of
the transportation network that have the
least impact on the city’s neighborhoods,
neighborhood retail areas and mixed-use
districts, to the greatest extent feasible.
T15.3 Strive to maximize the efficiency
of the existing automobile infrastructure
and manage the major boulevards and
avenues so that they provide shorter travel
times than parallel minor avenues or
neighborhood streets.
T15.4 Continue to be a leader in
supporting comprehensive, regional solutions
to traffic congestion, such as regional
congestion pricing.
T15.5 Collaborate with surrounding
jurisdictions to seek appropriate mitigation
measures to minimize the potential negative
impacts on Santa Monica from projects in
surrounding jurisdictions.
T15.6 To the extent that funding is
available, implement Intelligent Transportation
Solutions to improve traffic flow, maximize
efficiency and improve traffic system
management on major streets, coordinating
with surrounding jurisdictions.
T15.7 Monitor and coordinate construction
activity to minimize disruption on the
transportation system.
T15.8 Continue to lead in coordinating
with other governmental bodies in the area,
including municipalities, SCAG, MTA, and the
Westside Council of Governments to address
issues of mutual concern related to vehicular
movements, traffic congestion and other issues.
T15.9 Discourage the use of City streets as an
alternative to congested regional facilities.
GOAL T16: Provide a safe
environment for all road users.
POLICIES:
T16.1 Manage automobile speeds on
boulevards and avenues to ensure comfort and
safety for other roadway users.
T16.2 Manage traffic speed and volume on
neighborhood streets to reduce the risk for cutthrough traffic. denotes sustainable policy
4.0 - 56 | SANTA MONICA LUCE
goals and policies: circulation
A sustainable transportation system encourages public transit, bicycling and walking.
Speed pillows can help calm traffic on neighborhood streets.
T16.3 Promote comprehensive public safety by
striving to ensure timely emergency response
balanced with high levels of traffic safety.
T16.4 Maintain modern traffic
engineering standards.
T16.5 Use traffic controls and design features
to encourage motorists to drive appropriately
for the type of streets they are using.
GOAL T17: Create a street network that is
accessible to all modes of transportation.
POLICIES:
T17.1 Maximize the efficiency of the existing
automobile infrastructure through signalization.
T17.2 Encourage the concept of shared streets
on residential streets where rights-of-way are
constrained and where autos travel slowly
enough to mix with people—including children
and seniors—on foot and bicycle.
T17.3 Provide information to drivers to improve
trip making decisions, increase safety and
reduce delays.
GOAL T18: Encourage a more sustainable
transportation system.
POLICIES:
T18.1 Strive toward carbon neutrality by
encouraging reduced Vehicle Miles Traveled
(VMT) per capita.
T18.2 Develop programs and strategies
to meet CO2
or VMT reduction standards
established by regional, state or federal
agencies.
ACTIONS
Public Improvements
Update traffic analysis guidelines and
significance thresholds to isolate congestion
in the areas with the least negative
impact on neighborhoods, neighborhood
commercial areas and the Downtown.
As funding becomes available, install and
maintain real-time signage, especially at
freeway exits and in the Downtown, to
direct traffic to available parking and reduce
congestion.
As funding becomes available, implement an
Advanced Traffic Management System to
improve signals.
As funding becomes available, develop a
Traffic Management Center to optimize
motor vehicle flow throughout the City.
Study circulation improvements in the Civic
Center area to improve bus, automobile
and pedestrian circulation at the Downtown
Light Rail Station, including new bridges
over the freeway.
Private Development
Prohibit driveways on boulevards and major
avenues where access is available from a
side street or alley.
Implement standards for the safe and
convenient design of projects, including safe
interaction between private property and
the public right-of-way.
Information and Education
Improve way-finding and real-time information
systems.
Provide information on safe motoring skills and
habits.
chapter 4.0
SANTA MONICA LUCE | 4.0 - 57
Real-time signage and Web applications can empower users of the automobile network with information about parking and traffic.
Policies and Projects
Revise neighborhood traffic management
policies to reflect LUCE goals.
Create and maintain a traffic signal master plan.
Review traffic engineering standards to ensure
that they are up-to-date and support a multimodal transportation system.
Establish and develop design guidelines for
shared streets in residential neighborhoods
where rights-of-way are constrained,
ensuring autos travel slowly enough to mix
with pedestrians and cyclists.
Establish target speeds for each street
classification.
Work with the Office of Sustainability and the
Environment to incorporate indicators into
the Sustainable City Plan that support the
goals and policies of the LUCE.
Develop and adopt congestion management
targets and significance thresholds by
individual district and corridor.
Develop a Traffic Management Center to
consolidate real-time information on
roadway conditions, manage intelligent
transportation tools and coordinate
traffic management planning and parking
operations among City departments and
outside transportation agencies.
circulation
4.0 - 58 | SANTA MONICA LUCE
TRANSPORTATION DEMAND
MANAGEMENT
The Role of Transportation Demand Management
(TDM)
Achieving Santa Monica’s congestion
management goals and improving the quality
of service of each mode of transportation
requires careful management of the entire
transportation system. While the previous
sections focused upon providing facilities
and programs for each mode, this section
provides guidance on effective management
of the system as a whole. It looks at the
transportation system not as an engineer
would, but as an economist, putting proper
incentives in place to optimize use of scarce
transportation resources. This demand
management approach to transportation
emphasizes:
Making the most efficient use of transportation
capacity by emphasizing modes that use the
least space per person: walking, bicycling
and transit
Revealing the actual and hidden costs of
transportation so travelers can make
informed decisions and reduce their impacts
on congestion and the environment.
Improving alternative transportation choices so
that Santa Monicans need not use their cars
for every trip they make
Making the most cost-effective investments,
considering the triple bottom line of
economy, environment, and equity—and
recognizing that sometimes it is cheaper to
pay people not to drive than it is to build the
road and parking infrastructure necessary to
accommodate their vehicles
Relying more on pricing, as opposed to
congestion, for allocating street and parking
resources
Investing revenues in higher quality and more
affordable access options.
The Transportation Demand Management Map
This section begins with an acknowledgment
that Santa Monica’s various districts, boulevards
and neighborhoods each have different travel
characteristics—places with higher-frequency
transit and abundant local services generate
fewer vehicle trips than single-use districts
with limited transit. Accordingly, the Demand
Management Districts map on the opposite
page divides the City into key areas, each of
which has different mode split targets and
demand management strategies.
Demand Management Districts
Highest Goal
The Downtown, Civic Center, Beach and
Oceanfront and Santa Monica College areas
already produce the lowest vehicle trip rates in
the city, but offer potential for further reducing
their vehicle trips. These areas have the highest
goal for vehicle trip reduction.
Higher Goal
The Transit Village, Mixed-Use Activity Center
areas, employment centers and elementary and
middle schools all offer significant potential
for further vehicle trip reduction, although not
quite as much as the Downtown. These have a
higher goal for demand management.
District Wide Goal
The remaining commercial districts in the
City will have goals tailored to their specific
characteristics.
Major Transit Stop Zones
Special attention will be paid to the areas
around major transit stops since the quality of
pedestrian and bicycle access to these stops
influence the ability of the surrounding districts
to achieve their goals.
Transportation Demand
Management Strategies
The best TDM tools vary by land use
and location, and the best TDM program
requirements allow ample program flexibility
in achieving clear, quantifiable goals. The
following provides a short list of some of the
most effective TDM tools for three sample land
use types.
chapter 4.0
SANTA MONICA LUCE | 4.0 - 59
Santa Monica
High School
Santa
Monica
College
Santa Monica
Big Blue
Bus Yards
San Vicente
Median Park
San Vicente
Median Park
San Vicente
Median Park
San Vicente
Median Park
Palisades Park
Palisades Park
Ocean Park
PocketPark
Lincoln
Middle
Franklin
Elementary
Crescent
Bay Park
Barnard Way
Linear Park
Barnard Way
Linear Park
Public
Safety
Facility
City Hall
Woodlawn
Cemetery
Will Rogers
Elementary
Virginia
Ave Park
Stewart
Park
St. John's
Hospital
South
Beach
Park
School
District
Offices
Schader Park
Santa Monica
Hospital
SMC
Madison
Campus
SMASH
Roosevelt
Elementary
Pier
Lot#8
Lot
#7
Lot
#12
Park
Drive
Park
Park
Ozone
Park
Olympic
High School
Ocean
View
Park
Ocean
Park
Library
Montana
Library
Memorial
Park
McKinley
Elementary
Marine
Park
Main
Library
Los
Amigos
Park
Ken
Edwards
Center
Joslyn
Park
John Muir
Elementary
John Adams
Middle
Hotchkiss
Park
Grant
Elementary
Fairview
Library
Edison
Elementary
Douglas Park
PacificSt
Park (Dog
Park)
County
Court
House
Clover Park
Civic
Center
City
Yards
Reed Park
California
Heritage
Museum
Beach
Park #1
Beach Maintenance
Ashland
Park
Animal
Shelter
Airport
Euclid
Park/Hacienda
DelMar
Beach
Park #4
Chess Park
Airport
Park
Brentwood
(City of Los Angeles)
Venice
(City of Los Angeles)
SMC
Arts
Campus
Santa Monica
Swim Center
Annenberg
Community
Beach House
Goose
Egg
Park
P P
P
P P
P P P
P
P
P
P
P
P
P
P P
P
P P
P
P P
P P P P P P
P P
LINCOLN BLVD LINCOLN BLVD WILSHIRE BLVD SANTA MONICA BLVD WILSHIRE BLVD SANTA MONICA BLVD
PICO BLVD
PICO BLVD
OCEAN PARK BLVD
OCEAN PARK BLVD
14TH ST
26TH ST
11TH ST
14TH ST
17TH ST
26TH ST
23RD ST
PRINCETON ST
HARVARD ST
STANFORD ST
CENTINELA AVE
20TH ST
11TH ST
3RD ST
5TH ST
14TH ST
EVA NAGIHCIM 20TH ST
CLOVERFIELD BLVD
11TH ST
OCEAN AVE
OCEAN AVE
A
MONTANA AVEIDAHO AVE
WASHINGTON AVE
CALIFORNIA AVE
ARIZONA AVE
BROADWAYOLYMPIC BLVD
LTA AVE
SAN VICENTE BLVD
GEORGINA AVE
CARLYLE AVE
MARGUERITA AVE
COLORADO AVE
MONTANA AVE
OLYMPIC BLVD
BERKELEY ST
MAIN ST
4TH ST
6TH ST
7TH ST
PEARL ST
EXPOSITION BLVD
NEILSON WAY
16TH ST
17TH ST
OCEAN PARK BLVD
OCEAN PARK BLVD
PEARL ST
23RD ST
28TH ST
STEWART ST
SANTA MONICA BLVD
14TH ST
17TH ST
26TH ST
20TH ST
11TH ST
5TH ST
14TH ST
EVA NAGIHCIM11TH ST
OCEAN AVE ARIZONA AVE
BROADWAY
STEWART ST
31ST ST
7TH ST
4TH ST
LINCOLN BLVD LINCOLN BLVD WILSHIRE BLVD SANTA MONICA BLVD WILSHIRE BLVD SANTA MONICA BLVD
PICO BLVD
PICO BLVD
OCEAN PARK BLVD
OCEAN PARK BLVD
14TH ST
26TH ST
11TH ST
14TH ST
17TH ST
26TH ST
23RD ST
PRINCETON ST
HARVARD ST
YALE ST
STANFORD ST
CENTINELA AVE
20TH ST
11TH ST
3RD ST
5TH ST
14TH ST
EVA NAGIHCIM 20TH ST
CLOVERFIELD BLVD
11TH ST
OCEAN AVE
OCEAN AVE
A
MONTANA AVE
IDAHO AVEWASHINGTON AVECALIFORNIA AVE
ARIZONA AVE
BROADWAYOLYMPIC BLVD
LTA AVE
SAN VICENTE BLVDGEORGINA AVECARLYLE AVEMARGUERITA AVECOLORADO AVE
MONTANA AVE
OLYMPIC BLVD
BERKELEY ST
FRANKLIN ST
MAIN ST
4TH ST
6TH ST
7TH ST
PEARL ST
EXPOSITION BLVD
NEILSON WAY
16TH ST
17TH ST
OCEAN PARK BLVD
OCEAN PARK BLVD
PEARL ST
23RD ST
28TH ST
STEWART ST
SANTA MONICA BLVD
14TH ST
17TH ST
26TH ST
20TH ST
11TH ST
5TH ST
14TH ST
EVA NAGIHCIM11TH ST
OCEAN AVE ARIZONA AVE
BROADWAY
STEWART ST
31ST ST
7TH ST
4TH ST
Employment centers and institutions/schools
Other commercial
Areas requiring highest level of investment in pedestrian accommodation, and where building design should be most oriented to transit.
Highest goal
Higher goal
Updated 10-15-2009
MILES
Demand Management Districts
City of Santa Monica
Land Use and Circulation Element
N
0 0.25 0.5
District wide mode split goal
Major transit stop zones
Largest concentration of employees, students and transit ridership Light Rail Station
Disclaimer:
This map of the City of Santa Monica has been provided
for illustration purposes only. Every reasonable effort has been made to ensure the accuracy of the maps provided,
however, some information may not be accurate. The City of Santa Monica ("City") provides this map on an "AS IS" basis. The City assumes no liability for damages arising from errors or omissions. THE MAPS ARE PROVIDED WITHOUT
WARRANTY OF ANY KIND, either expressed or implied,
including but not limited to, the implied warranties of merchantability and fitness for a particular purpose. Do not make any business decisions based on this map before
validating your decision with the appropriate City office. circulation
4.0 - 60 | SANTA MONICA LUCE
Employers can be part of a TMO that helps fund transportation improvements that benefit a large number of Santa Monicans.
Office, Commercial and Other Employment Uses
Location
Clustering employment near regional transit,
in walkable neighborhoods and near localserving retail can cut peak period vehicle trip generation rates by half.
Transportation Management Organizations
The LUCE emphasizes the formation of
Transportation Management Organizations
(TMOs) or other entities that can help manage
parking and encourage walking, bicycling,
transit and carpooling at a district-wide
level. The City may leverage some of its
transportation funding—including fees—
through these organizations for improvements
that benefit the larger area. This could result
in increased bus service, new pedestrian
improvements, or bicycle facilities.
Parking Pricing
The true cost of parking should be made visible
to employees either through direct, daily
parking charges or parking cash-out programs.
In parking cash-out programs, employees
who drive may park for free, but employees
who choose not to drive are given the cash
value of the parking they do not use. In this
way, transportation as a whole is treated as an
employee benefit, and all employees receive
the same benefit, regardless of how they get
to work. Parking cash-out programs should be
structured to reward employees who leave their
car at home at least one day a week. Together,
parking pricing and location have a greater
impact on employee travel behavior than all
other TDM programs combined—reducing
trips by up to 16 percent—in part because
they increase the effectiveness of all the other
programs. In retail districts, setting the price
of parking so that customers can always find
a space can reduce traffic by as much as 30
percent by eliminating circling around blocks
searching for a parking space. As detailed in
the Parking section, it is essential that paid
employee parking does not result in spillover
parking into residential neighborhoods; tools
for eliminating spillover are addressed in the
next section.
Transit Passes
When an employer purchases free transit
passes for all employees—or when an
employee ID card is also valid as a regional
transit pass—the transit ridership impact is
greater than merely providing free or discount
passes to regular transit users. Pass programs
available to all employees encourage those
who have never taken transit to try it, and this
way, they may become regular riders. To be
most effective, transit passes should cover
both Big Blue Bus as well as Metro. Such
transit pass programs could reduce employee
commute trips by 8.5 percent or more.
Tailored Transit
Many large employers provide dedicated
shuttles to regional transit hubs and places
where high concentrations of their employees
chapter 4.0
SANTA MONICA LUCE | 4.0 - 61
Transit passes can help encourage employees and students to utilize services like the Big Blue Bus.
Appropriately priced and located public parking areas
contribute to the effectiveness of other TDM efforts. This photo is of a real-time message board in San Francisco.
live. Many of these shuttles offer a high-quality
work environment, including wireless internet
access. In Santa Monica, the TMOs could
organize specialized employee shuttles.
Carpool and Vanpool Programs
Given the region’s sprawling land use pattern,
carpooling and vanpooling will remain a
popular choice for long distance commuters
and along corridors that transit does not serve
well. The TMOs can help organize carpools and
vanpools, and provide subsidies.
Personalized Travel Assistance
Given the confusing array of options many
employees drive to work merely because the
alternatives are too difficult to understand.
By providing direct, tailored assistance to
employees, all TDM programs can be more
effective.
Residential
Location and Density
As with commercial development, location
has the largest influence on residential
vehicle trip generation, with homes near
transit, in walkable neighborhoods and near
local services generating far fewer trips than
homes in isolated locations—as much as 50
percent fewer during peak periods. Density
also matters, with vehicle trip generation
rates declining sharply as density increases,
particularly in walkable neighborhoods.
Local Services
Putting all the needs of daily life within Santa
Monica’s neighborhood commercial districts
is key to reducing traffic caused by residents.
Only 20 percent of trips from a typical home
are for work—the other 80 percent are for
errands, shopping, school, recreation and other
purposes. Maintaining a rich array of services
within walking distance has a large impact on
travel behavior.
Parking Management
Separating the cost of parking from the cost of
housing allows residents to decide how much
parking they will need and helps to create
affordable housing options. Separating these
costs also influences travel behavior, largely
because it encourages families with fewer cars
to move to Santa Monica by offering housing
discounted by the cost of parking. Better
management of residential on-street parking so
that residents can always find a space on their
block may also reduce traffic significantly by
eliminating the need to circle around the block
for a space.
Transit Passes
Universal transit passes could be provided to
residential developments or neighborhoods
through resident associations or assessments.
Examples of places this has been implemented
include Santa Clara, California and Boulder,
Colorado.
circulation
4.0 - 62 | SANTA MONICA LUCE
Schools
Safe Routes to School Programs
By combining physical improvements to
increase the safety of walking and bicycling,
along with classroom training, Santa Monica
can cut vehicle trips by as much as half at its
elementary, middle and high schools.
Transit Passes
Particularly at Santa Monica High School and
Santa Monica College, turning student ID cards
into universal transit passes could significantly
reduce vehicle trips, (even more so than at
employment centers).
Parking Management
The City could work with the SMMUSD
to incorporate parking as a tool for traffic
management. Additionally, money spent
subsidizing parking is money that could
otherwise go for educational purposes.
People who use parking could pay for the
land, construction, maintenance and other
operational costs of providing parking.
Other Programs
Transit information, tailored school shuttles,
and covered, secure bicycle parking are among
the other programs Santa Monica may provide
to reduce vehicle trips at its schools.
School programs and physical improvements can cut auto trips by as much as half. chapter 4.0
SANTA MONICA LUCE | 4.0 - 63
Safe Routes to School. In the morning peak period there are pockets of severe congestion around local schools. Safe Routes to Schools programs are designed to prevent congestions by increasing walking and bicycling for students of all ages.
GOALS AND POLICIES
GOAL T19: Create an integrated
transportation and land use program that
seeks to limit total peak period vehicle trips
with a Santa Monica origin or destination to
2009 levels.