TO:
Honorable Parking and Public Improvements Commission Chair and Commissioners
THROUGH:
Masa Alkire, Community Development Director
FROM:
Erik Zandvliet, T.E., City Traffic Engineer
SUBJECT:Title
Consideration of the Draft City Parking Management Strategies and Toolkit.
DISCUSS AND PROVIDE DIRECTION
Body
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RECOMMENDATION:
Staff recommends that the Parking and Public Improvements Commission discuss the Draft City and provide direction on the Parking Management Strategies and Toolkit and pass a motion recommending approval by the City Council.
BACKGROUND:
Citywide, the City operates 14 public off-street parking facilities totaling over 1,500 spaces with a variety of metered, reserved, EV charging and permitted spaces, as well as over 500 street parking meters. The two commercial areas studied include the Downtown Manhattan Beach and North Manhattan Beach business districts. There are four separate parking permit programs for the public parking facilities in these districts, primarily serving employees of the adjacent commercial businesses.
The City previously conducted parking management studies in the Downtown area in 1984, 1990, 1998 and 2008. These studies were used as reference in the development of the City Parking Management Study (Study). This current Study is intended to be a guideline to assist the City in implementing a comprehensive parking solution for customers, visitors, employees and residents while improving the overall quality of life and preserving the City’s small beach town character.
On June 6, 2023, the City Council approved the Study funding as part of the Fiscal Year (FY) 2023-2024 Budget. On May 21, 2024, the City Council approved an agreement with Walker Consultants Inc. to conduct a parking study and analysis of current and future parking demand in the Downtown and North Manhattan Beach business districts; evaluate potential parking and curbside management strategies to efficiently manage multi-modal transportation needs; and develop a comprehensive toolkit of parking and curbside management strategies to equitably manage customer, employee, visitor and resident parking needs. City staff managed the consultant's efforts, public outreach and meetings related to the study.
The Study tasks included records review, parking data collection, stakeholder outreach, existing conditions analysis, future parking demand analysis and project management. As part of the Study scope, Walker Consultants prepared a Draft Existing Conditions Report and Draft Future Conditions Report that help support the draft City Parking Management Strategies and Toolkit, all of which are included as Attachments. These three documents will be combined to comprise the full City Parking Management Study Report, which will be approved by the City Council on a separate date. The Commission is asked to review and discuss the City Parking Management Strategies and Toolkit portion of the Study at this meeting.
DISCUSSION:
The overall goals of the City Parking Management Study are the following:
• Improve the efficiency of existing parking resources;
• Provide sufficient parking capacity for existing and planned parking needs of all transportation modes, including vehicles, EV’s, shuttles, accessible parking, rideshare, delivery vehicles, bicycles, and personal motorized devices;
• Assess the need for future public parking based on current and proposed developments;
• Implement parking technology to improve the public parking experience, including app-based location and payment services;
• Develop transportation demand management strategies to reduce parking demand;
• Determine opportunities for new parking facilities, shared parking and public/private partnerships to meet short and long-term parking demand;
• Develop strategies to leverage existing parking facilities and programs to maximize parking utilization which will involve evaluating current and future pricing, permitting, incentives and restrictions related to the City’s parking programs;
• Develop an Implementation Plan for all recommendations, including prioritization, timelines and potential funding sources; and,
• Consider at all times the City’s unique character, stakeholders (residents, businesses and visitors), coastal access, and the future of mobility and parking.
The Study incorporated other recent and ongoing land use plans and studies into the overall effort, including the General Plan Mobility Element, Parking Technology Roadmap prepared by Dixon Resources Unlimited (See attachment), and the Manhattan Beach Outdoor Dining Program Parking Analysis by Fehr & Peers (See attachment), as well as the Long Term Outdoor Dining Program Task Force recommendations. The Study also evaluated the evolving parking conditions due to the closure of Parking Lot 3 and the acquisition of the US Bank property at 400 Manhattan Beach Boulevard.
Proposed Parking Strategies and Toolbox
The draft City Parking Management Strategies and Toolkit portion of the Study contains a curated series of best practices to help the City manage parking demand, streamline parking enforcement and permit management systems, advance parking technology, improve public awareness of parking options, expand bicycle parking facilities, and provide new transportation options (on-demand micro-transit and bike share) to improve overall mobility and access for those who live, shop, work, or play in Manhattan Beach. The proposed strategies were chosen based on an analysis of existing parking conditions, expected future conditions, field observations, parking and transportation industry best practices, and input from City staff. The strategies also reflect the latest in evolving technology and future trends in parking systems, enforcement, management strategies, and service delivery.
Strategies have been grouped and organized into the broad categories of Short-term Parking, Long-Term Parking, Parking Technology and Enforcement, Smart Parking Management, Passenger and Commercial Loading, Future Parking Supply, Funding Parking Operations and Development, Bicycle Parking and Micromobility, and Transportation Demand Management. Detailed strategy explanations, rationale, implementation, and other details are provided in the Strategy Toolkit chapter.
The Commission should consider the potential benefits and consequences of each strategy and determine if each has merit for future implementation. If not, the Commission can recommend that the proposed strategy be revised or omitted in the final strategies document. As a Toolkit, it should be noted that the strategies do not recommend a specific action, but instead identify a series of steps and additional analysis that will be needed to implement the strategy. Please note that staff will follow the steps identified in each approved strategy prior to implementation, which may require additional review and approval by the Commission and/or City Council with public input. Any funding or legislative action necessary to implement the approved strategies will need to be first approved by the City Council.
The following is a summary of potential parking strategies and toolbox measures to be considered in the Downtown and North Manhattan Beach, including additional staff notes:
1. Parking Rate Structures and Time Limits
1.1. Increase on-street parking rates relative to off-street rates and align them with market conditions. Downtown representatives have voiced support for flexible summer rates, but oppose lowering the current on-street parking rates.
a. Staff recommends setting on-street rates higher than off-street rates.
b. Staff recommends a phased increase in meter rates to reach market conditions.
c. Staff recommends a seasonal meter rate structure with higher summer rates and lower off-season rates in consultation with the business community.
d. Staff does not recommend tiered hourly meter rates.
1.2. Adjust or eliminate time limits for on-street parking and establish tiered pricing to encourage turnover. Downtown representatives have voiced opposition to tiered hourly parking rates.
a. Staff recommends a maximum on-street time limit of three hours with a mix of shorter time limits near quick-service businesses.
b. Staff does not recommend graduated hourly on-street parking rates.
2. Off Street Parking Time Limits
2.1. Modify off-street parking time limits.
a. Staff recommends a mix of off-street time limits, with a 5-hour limit in Beach and Pier lots, and 3 to 10-hour limits in all other lots in consultation with the business community.
3. Payment Methods
3.1. Implement a mobile application payment platform for parking.
a. This strategy has been previously approved by the City Council on April 15, 2025, as part of the Parking Technology Roadmap.
3.2. Remove and replace individual parking meters with multi-space parking kiosks.
a. This strategy has been previously approved by the City Council on April 15, 2025, as part of the Parking Technology Roadmap.
4. Valet and Attendant Parking
4.1. Implement public on-street valet parking services at strategic locations.
a. Staff supports a public valet service operated by private businesses to park in private or underutilized public parking lots in the evenings.
4.2. Implement public parking attendant parking in large parking lots during peak hours. Downtown representatives have voiced concern about access to vehicles within the lots when vehicles are parked in the aisles.
a. Staff does not recommend attendant parking in public lots at this time.
5. Shared Parking
5.1. Identify potential public and private properties that could meet current and future parking needs through shared parking agreements.
a. Staff recommends expanded outreach efforts and modifications to the parking codes to encourage private shared parking in private lots.
b. Staff recommends public-private partnerships to share parking in public parking lots, similar to the Metlox development.
6. Technology and Wayfinding to Improve Customer Service
6.1. Updated Parking Webpage.
a. Staff recommends a stand-alone parking website/webpages dedicated to City public parking services with real-time information.
6.2. Evaluate and recommend ways to provide parking information, including completion of the implementation of the Citywide Wayfinding Program’s directional signs.
a. Staff recommends full implementation of the Citywide Wayfinding Program including digital occupancy signs.
b. Staff recommends establishing a multi-departmental task force to develop an online and social-media parking information platform.
6.3. Implement an App-Based Automated Parking Guidance System (APGS).
a. Staff recommends an APGS to be integrated with its mobile parking payment app.
7. Long-Term Parking
7.1. Implement a flexible employee parking pass or bundled daily passes to accommodate workers who do not park every day of the week. Downtown businesses have voiced concern that it would be difficult to purchase and distribute flexible or daily passes if they are enforced via license plate numbers.
a. Staff recommends establishing a stakeholder task force to recommend comprehensive revisions the City’s merchant permit parking program.
b. Staff does not recommend flexible time-based or daily permits until such time as parking enforcement in parking lots is fully automated.
7.2. Increase Merchant Permit parking rates. Downtown businesses have voiced concern about high permit parking rates which would redirect employee parking into the adjacent neighborhoods. The City Council raised merchant permit parking rates on April 15, 2025, and eliminated a discounted fee when purchasing five or more merchant permits at the same time.
a. Staff recommends establishing a stakeholder task force to recommend comprehensive revisions the City’s merchant permit parking program.
8. Residential Parking Permit System
8.1. Improve (and potentially expand) the Residential Parking Permit Program (RPPP). Downtown businesses have voiced concerns that customers may have difficulty finding short-term parking if residents with permits use short-term parking spaces.
a. Staff recommends implementation of RPPPs on specified streets and lots within the study area with residential permit override of time limits during specified hours after consultation with the affected stakeholders.
9. Enforcement Hours
9.1. Shift parking enforcement hours one hour later during peak season. Downtown businesses have voiced opposition to shifting metered parking later.
a. Staff recommends shifting metered and enforcement hours later by one hour in the summer season to more closely match parking demand.
10. Enforcement Technology
10.1. Adopt License Plate Reader (LPR) technology for enforcement. The Police Department has voiced some concern about the reliability of using license plates for enforcement, including the potential for camera and user error and the need to rely on digital violation tracking.
a. This strategy has been previously approved by the City Council on April 15, 2025, as part of the Parking Technology Roadmap.
10.2. Transition to virtual commercial, merchant, and residential permits and an online application process. The current business-based merchant permit system does not lend itself to virtual permits because the employees and employee’s vehicles would need to be constantly updated in the permitting system.
a. This strategy has been already initiated through the EnerGov permit system for residential and oversize vehicle permits. It will require incorporation into the future parking management system.
b. Staff recommends online application process for all parking permits, with virtual permits for license plate-based permits, and physical hangtags for merchant permits and resident guest permits.
10.3. Implement smart parking software and real-time data.
a. This strategy has been previously approved by the City Council on April 15, 2025, as part of the Parking Technology Roadmap.
11. Dynamic Pricing
11.1. Implementing dynamic pricing of on-street parking.
a. Staff does not recommend demand-based on-street dynamic pricing.
12. Commercial Parking
12.1. Gather information on existing commercial delivery vehicle access and loading needs/challenges.
a. The Long-Term Outdoor Dining Task Force already initiated this strategy with a discussion of potential commercial loading regulations.
b. Staff recommends gathering additional information and data on existing loading needs and challenges.
12.2. Limit commercial deliveries and loading activity to early mornings and Sundays.
a. Staff recommends establishing a stakeholder task force to recommend the prohibition of commercial loading on certain streets and during certain hours within the Downtown and North Manhattan Beach business districts.
12.3. Create Additional Flexible Loading Zones (FLZ’s).
a. Staff recommends additional flexible loading zones for on-street spaces where appropriate.
12.4. Implement a Smart Loading Zone pilot program for on-street loading areas.
a. Staff does not recommend this strategy due to the inability to identify and enforce reserved street spaces.
13. Parking Requirements
13.1. Revise parking minimum requirements and establish maximum parking requirements in the Commercial District.
a. Staff does not recommend this strategy until such time as a surplus of parking is available in public facilities.
13.2. Evaluate the parking In-lieu fee program.
a. Staff recommends an evaluation and modification of the parking in-lieu fee program for both the Downtown and North Manhattan Beach business districts.
14. Increase Parking Supply
14.1. Review of on-street parking supply.
a. The City recently completed the bulk of this strategy in connection with the removal of the parking structure in Lot 3.
b. Staff recommends a review of additional on-street parking opportunities for certain streets in Downtown and North Manhattan Beach.
14.2. Increase supply in parking garages and lots.
a. Staff recommends studying opportunities for additional parking by reconstructing existing parking garages and parking lots.
14.3. Construct new parking facilities in existing and new public properties.
a. The City has already initiated this strategy by purchasing the former bank property at 400 Manhattan Beach Boulevard.
b. Staff recommends studying additional opportunities for new parking facilities in the study areas.
14.4. Pursue public-private partnerships to construct new parking supply for peak demand periods.
a. Staff recommends pursuit of public-private partnerships for additional parking supply on private property.
15. Parking Benefits District
15.1. Establish a Parking Benefits District. The City has already directed staff to explore a Parking Authority that would be the municipal body to manage a potential Parking Benefits District (aka Parking Assessment District).
a. Staff recommends consideration of this strategy in conjunction with Project Pulse.
16. Transportation Impact Fees
16.1. Implement Transportation Impact Fees. Staff has already initiated a Development Impact Fee study that includes potential transportation impact fees.
a. Staff recommends consideration of this strategy in conjunction with Project Pulse or other large unfunded capital transportation projects.
17. Bicycle Parking and Valet Parking
17.1. Expand short-term and long-term secure bicycle parking.
a. The Long-Term Outdoor Dining Task force already initiated this strategy by making recommendations for potential bicycle parking facilities in Downtown and North Manhattan Beach.
b. Staff recommends the installation of short-term and long term secure bicycle parking.
17.2. Establish a bike valet service to provide secure bicycle parking for event attendees, residents, and visitors during seasonal peaks.
a. Staff recommends implementation of bike valet services for special events and seasonal peaks.
18. Micromobility
18.1. Implement a docked electric bicycle-share program to reduce vehicle parking demand.
a. Staff recommends implementing a citywide docked electric bicycle-share program.
19. Marketing and Awareness
19.1. Recommend social media strategies and other marketing efforts to reduce parking demand.
a. Staff recommends promoting alternate transportation modes on social media and through marketing efforts.
20. On-Demand Microtransit
20.1. Evaluate feasibility of a circulator or on-demand microtransit to allow more local, short trips without a car.
a. City staff has already initiated this strategy by contacting various microtransit shuttle system to discuss potential service schedules and operating costs.
b. Staff recommends a pilot project to start an on-demand Citywide microtransit system.
21. Remote Parking and Shuttle Transportation
21.1. Identify remote parking options and shuttle transportation services.
a. Staff recommends conducting a study to identify the feasibility of remote parking and shuttle services to serve employees and customers of the Downtown and North Manhattan Beach business districts.
22. Employee TDM Strategies
22.1. Consider offering discounted employee rideshare services to reduce parking demand.
a. Staff recommends exploring the feasibility of discounted employee rideshare and other incentives for alternative transportation modes.
CONCLUSION:
The Commission should review each strategy individually in the Parking Management Strategies and Toolkit Report and provide direction to staff regarding its support or opposition to all or part of each strategy. The Commission’s consensus will be forwarded to the City Council for their consideration in approving and/or modifying the strategies identified in the Report. The implementation steps in each approved strategy will then be followed by staff, which may include additional PPIC and City Council meetings to approve specific features of particular strategies.
PUBLIC OUTREACH:
The Downtown Business and Professionals Association (DBPA) Board, North Manhattan Beach Business and professionals Association (NMBBPA) representatives and Long Term Outdoor Dining Task Force members have been given a preview of the Draft City Parking Management Strategies and Toolkit. Staff has also invited the DBPA and NMBBPA to meet with staff and discuss the potential strategies in detail. All groups have been invited to this meeting and encouraged to reach out to their members. The public has been informed of this agenda item as part of the City’s standard meeting notice practices via public bulletin boards, website calendar, and social media.
ENVIRONMENTAL REVIEW:
The City has reviewed the proposed activity for compliance with the California Environmental Quality Act (CEQA) and has determined that the project falls under the statutory exemption pursuant for a “Feasibility and Planning Study” as defined under Section 15262 of the State CEQA Guidelines. Thus, no environmental review is necessary.
ATTACHMENTS:
A. City Parking Management Study Parking Strategies and Toolkit
B. City Parking Management Study Existing Conditions Report (Link) <https://www.manhattanbeach.gov/home/showdocument?id=57491&t=638937130459347132>
C. City Parking Management Study Future Conditions Report (Link) <https://www.manhattanbeach.gov/home/showdocument?id=57493&t=638937130470276888>
D. Manhattan Beach Outdoor Dining Program Parking Analysis (Link) <https://manhattanbeach.legistar.com/LegislationDetail.aspx?ID=7253796&GUID=615C6B15-B207-44FF-83A4-63FC83CA945D&Options=&Search=>
E. Parking Technology Roadmap
F. Correspondence Received Before Posting