HomeMy WebLinkAbout07 OLD TOWN PARKING STUDY 12-04-06
AGENDA REPORT
Agenda Item
Reviewed:
City Manager
Finance Director
MEETING DATE: DECEMBER 4,2006
TO: WILLIAM A. HUSTON, CITY MANAGER
FROM: COMMUNITY DEVELOPMENT DEPARTMENT
SUBJECT: CONSULTANT SERVICES AGREEMENT, OLD TOWN PARKING STUDY
SUMMARY:
City Council approval is requested for a Consultant Services Agreement with Katz,
Okitsu and Associates to perform an Old Town Parking Study.
RECOMMENDATION:
It is recommended that the City Council authorize the City Manager to execute the
subject Consultant Services Agreement with Katz, Okitsu and Associates to perform the
subject study.
FISCAL IMPACT:
The $47,420 project cost is proposed to be fully funded through reallocated CommLlnity
Development Block Grant (CDBG) funds (Resolution No. 06-124 approved November
20, 2006). No impact to the General Fund is anticipated.
BACKGROUND
Old Town Tustin is the traditional center of Tustin and the City's original town site. First
subdivided by Columbus Tustin, Old Town has become an enclave of turn of the
century and pre-World War II development largely separated from the rest of the City.
This separation gives Old Town its strong, unique identity, but it also isolates Old Town
from the mainstream of community activity and traffic circulation, which has negatively
impacted the area's economic development and business attraction. Businesses have
been only partially successful at taking advantage of Old Town's unique location and
small-town character by focusing on public events such as festivals, street fairs, a
Farmers Market and similar activities to attract customers to the area. The City and
Redevelopment Agency have been proactively involved in revitalizing Old Town by
introducing new mixed use development, attracting new businesses, supporting the
replacement of the City's existing Library, and introducing new street lighting, street
furniture and landscaping in the area. It is the City of Tustin's continuing desire that Old
City Council Report
Consultant Services Agreement, Old Town Parking Study
December 4, 2006
Page 2
Town Tustin become a vibrant and walkable town center offering shops and dining
along with places to live and work.
The introduction of new residents and businesses would generate more activity in and
around Old Town and would greatly improve the existing sense of place and expand the
economic viability of the area. However, non-residential uses need parking to thrive.
Retail and other commercial uses require convenient parking spaces that can handle
high turnover, and businesses need parking for their employees. A vibrant mixed use
area's parking needs may shift throughout the day as people come to shop, employees
head to work and residents return home in the evening. In addition, the availability of
public transit, flexible shared parking programs, provision of publicly owned parking
spaces (Stevens Square), in-lieu fees and other parking alternatives may help to reduce
the demand for costly on-site parking while improving urban design, helping to preserve
historic buildings and fostering economic redevelopment of the area.
Although a majority of the Old Town built environment was constructed at pre-World
War II land use and parking standards, the City of Tustin's General Plan and Zoning
Code regulations do not currently differentiate development in new areas of Tustin from
development in Old Town. Proposed intensification of uses and new development in Old
Town have been required to meet current development standards, typically a set
amount of parking for a given square footage or number of units, without regard to the
neighborhood's particular mix of uses, access to transit, etc. The City has adopted
zoning codes for the Old Town Tustin (Cultural Resources Overlay District and Overlay
Parking District) that provides commercial and professional property developments or
use conversions an alternative means of meeting on-site parking requirements including
but not limited to the presentation to the City of a long-term lease of public parking
spaces available within existing parking lots located within Old Town.
It is staff's belief that traditional parking standards may represent a potential barrier to
better development and can discourage or even prevent development and the
introduction of mixed-use residential uses or introduction of customer-attracting
commercial uses (such as restaurants, theaters, etc.) that would generate jobs and
greatly increase the number of persons shopping and working in Old Town Tustin.
Staff prepared and circulated a Request for Proposal (RFP) seeking the preparation of a
Parking Study to provide a thorough Supply/Demand Analysis and Alternatives Analysis
by documenting the parking inventory within the portions of the C-2 Parking Overlay
District affecting Old Town Tustin (See Attachment A). Based on the analysis, the
selected consultant will evaluate and report options for providing new on- and off-street
parking, modified parking standards, and alternative methods of addressing parking
requirements within Old Town Tustin that would promote business attraction and
economic development in the area.
City Council Report
Consultant Services Agreement, Old Town Parking Study
December 4, 2006
Page 3
Parking standards for residential units and their guests are currently considered
adequate and such parking provided for such units in Old Town Tustin will not be
available for shared uses and are assumed reserved for residents and guests.
Residential parting spaces shall, therefore, not be included in this parking analysis or
demand analysis for non-residential uses.
In response to the RFP solicitation, two proposals were submitted and evaluated and
ranked by a staff selection committee. In addition, both responding consultant firms
were interviewed by the selection committee. The committee considered each
proposal's thoroughness and approach, the consultant's demonstrated experience and
responsiveness to the RFP, whether the proposal contained an analysis of the project
budget based on consultant work allocation, and that the final cost of the work was clear
with an emphasis to include an all-encompassing proposal that does not require
subsequent studies or change orders.
After full consideration, the committee recommends that the City Council authorize the
City Manager to execute the subject Consultant Services Agreement with Katz, Okitsu
and Associates to perform the subject study. Katz, Okitsu & Associates is a local Tustin
firm, and is well qualified to perform the subject work. A copy of the draft Consultant
Services Agreement is provided as Attachment B and is subject to City Attorney review
and approval.
Dana L. Ogdon
Assistant Director
Elizabeth A. Binsack
Director of Community Development
S:\Cdd\ccrepore\parking study report. doc
Attachment A: Old Town Tustin Parking Study Boundary Map.
Attachment B: Consultant Services Agreement with Katz, Okitsu & Associates.
ATTACHMENT A
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. . . . Cultural Resource Overlay
Old Town Commercial
General Plan Land Use
Designation
Parking Overlay District -
Project Boundary
ATTACHMENT B
CONSULTANT SERVICES AGREEMENT
This Agreement for Consultant Services (herein "Agreement"), is made and
entered into by and between the CITY OF TUSTIN, a municipal corporation ("City"), and
Katz, Okitsu & Associates, ("Consultant").
WHEREAS, Consultant is qualified to provide the necessary services and has
agreed to provide such services; and
WHEREAS, Consultant has submitted to City a proposal, dated October 18. 2006,
a copy of which is attached hereto as Exhibit "A", and is by this reference incorporated
herein as though set forth in full hereat (the "Proposal").
NOW, THEREFORE, in consideration of the premises and mutual agreements
contained herein, City agrees to employ and does hereby employ Consultant and
Consultant agrees to provide consulting services as follows:
1. SERVICES OF CONSULTANT
1.1 Scope of Services. In compliance with all terms and conditions of
this Agreement, Consultant shall provide those services specified in the "Proposal and
Scope of Services" attached hereto as Exhibit "A" and incorporated herein by this
reference, (the "services" or the "work"). Consultant warrants that all services shall be
performed in a competent, professional and satisfactory manner in accordance with all
standards prevalent in the industry. In the event of any inconsistency between the terms
contained in Exhibit "A" and the terms set forth in the main body of this Agreement, the
terms set forth in the main body of this Agreement shall govern.
1.2 Compliance with Law. All services rendered hereunder shall be
provided in accordance with all laws, ordinances, resolutions, statutes, rules, and
regulations of the City of Tustin and of any federal, state or local governmental agency of
competent jurisdiction.
1 .3 Licenses and Permits. Consultant shall obtain at its sole cost and
expense such licenses, permits and approvals as may be required by law for the
performance of the services required by this Agreement.
1.4 Familiaritv with Work. By executing this Contract, Consultant
warrants that Consultant (a) has thoroughly investigated and considered the work to be
performed, (b) has investigated the site of the work and become fully acquainted with the
conditions there existing, (c) has carefully considered how the work should be performed,
and (d) fully understands the facilities, difficulties and restrictions attending performance
of the work under this Agreement. Should the Consultant discover any latent or unknown
conditions materially differing from those inherent in the work or as represented by the
City, Consultant shall immediately inform City of such fact and shall not proceed with any
work except at Consultant's risk until written instructions are received from the Contract
Officer.
1.5 Care of Work. Consultant shall adopt and follow reasonable
procedures and methods during the term of the Agreement to prevent loss or damage to
materials, papers or other components of the work, and shall be responsible for all such
damage until acceptance of the work by City, except such loss or damages as may be
caused by City's own negligence.
1 .6 Additional Services. Consultant shall perform services in addition to
those specified in the Proposal when directed to do so in writing by the Contract Officer,
provided that Consultant shall not be required to perform any additional services without
compensation. Any additional compensation not exceeding ten percent (10%) of the
original Contract sum must be approved in writing by the Contract Officer. Any greater
increase must be approved in writing by the City Manager.
1.7 Special Requirements. Any additional terms and conditions of this
Agreement, are set forth in Exhibits "B", "C" and "D" and are incorporated herein by this
reference. In the event of a conflict between the provisions of Exhibit "B", "C" and "D"
and any other provision or provisions of this Agreement including Exhibit A, the provisions
of Exhibits "B", "C" and "D" shall govern.
2. COMPENSATION
2.1 Compensation of Consultant. For the services rendered pursuant to
this Agreement, the Consultant shall be compensated and reimbursed in an amount not
to exceed $47,420.
2.2 Method of Payment. In any month in which Consultant wishes to
receive payment, Consultant shall no later than the first working day of such month,
submit to City in the form approved by City's Director of Finance, an invoice for services
rendered prior to the date of the invoice. City shall pay Consultant for all expenses stated
thereon which are approved by City consistent with this Agreement, no later than the last
working day of said month.
2.3 Chanqes. In the event any change or changes in the work is
requested by City, the parties hereto shall execute an addendum to this Agreement,
setting forth with particularity all terms of such addendum, including, but not limited to, any
additional Consultant's fees. Addenda may be entered into:
A. To provide for revisions or modifications to documents or
other work product or work when documents or other work product or work is required by
the enactment or revision of law subsequent to the preparation of any documents, other
work product or work;
B. To provide for additional services not included in this
Agreement or not customarily furnished in accordance with generally accepted practice in
Consultant's profession.
2.4 Payment for Chanoes. Changes approved pursuant to an
Addendum shall be compensated at the personnel hourly rates prescribed in Exhibit "C"
hereto. Note: Exhibit "C" prohibits billing for travel.
2.5 Statement of Costs. Pursuant to the provisions of California
Government Code Section 7550, the total amount expended by the City relating to the
preparation of any report or documents prescribed herein shall be set forth within the final
edition thereof, in a separate section, in a statement substantially as follows:
Pursuant to California Government Code
Section 7550 the City of Tustin has expended
the total amount of $ for the preparation
of this report and/or documents.
3. PERFORMANCE SCHEDULE
3.1 Time of Essence. Time is of the essence in the performance of this
Agreement.
3.2 Schedule of Performance. All services rendered pursuant to this
Agreement shall be performed within any time periods prescribed in any Schedule of
Performance attached hereto marked Exhibit "D". The extension of any time period
specified in the Exhibit "D" must be approved in writing by the Contract Officer.
3.3 Force Maieure. The time for performance of services to be rendered
pursuant to this Agreement may be extended because of any delays due to
unforeseeable causes beyond the control and without the fault or negligence of the
Consultant, including, but not restricted to, acts of God or of a public enemy, acts of the
government, fires, earthquakes, floods, epidemic, quarantine restrictions, riots, strikes,
freight embargoes, and unusually severe weather if the Consultant shall within ten (10)
days of the commencement of such condition notify the Contract Officer who shall
thereupon ascertain the facts and the extent of any necessary delay, and extend the time
for performing the services for the period of the enforced delay when and if in the
Contract Officer's judgment such delay is justified, and the Contract Officer's
determination shall be final and conclusive upon the parties to this Agreement.
3.4 Term. Unless earlier terminated in accordance with Section 7.7 of
this Agreement, this Agreement shall continue in full force and effect until satisfactory
completion of the services but not exceeding one (1) year from the date hereof, unless
extended by mutual written agreement of the parties.
4. COORDINATION OF WORK
4.1 Representative of Consultant. The following Principal of the
Consultant is hereby designated as being the principal and representative of Consultant
authorized to act in its behalf with respect to the work specified herein and make all
decisions in connection therewith:
Rock E. Miller. P.E.
Katz. Okitsu & Associates
17852 E. Seventeenth St.
Suite 102
Tustin, California 92780-2142
It is expressly understood that the experience, knowledge, capability
and reputation of the foregoing Principal is a substantial inducement for City to enter into
this Agreement. Therefore, the foregoing Principal shall be responsible during the term of
this Agreement for directing all activities of Consultant and devoting sufficient time to
personally supervise the services hereunder. The foregoing Principal may not be
changed by Consultant without the express written approval of City.
4.2 Contract Officer. The Contract Officer shall be the Director of
Community Development of City unless otherwise designated in writing by the City
Manager of City. It shall be the Consultant's responsibility to keep the Contract Officer
fully informed of the progress of the performance of the services and Consultant shall
refer any decisions which must be made by City to the Contract Officer. Unless otherwise
specified herein, any approval of City required hereunder shall mean the approval of the
Contract Officer.
4.3 Prohibition Aqainst Subcontractinq or Assiqnment. The experience,
knowledge, capability and reputation of Consultant, its principals and employees were a
substantial inducement for the City to enter into this Agreement. Therefore, Consultant
shall not contract with any other entity to perform in whole or in part the services required
hereunder without the express written approval of the City. In addition, neither this
Agreement nor any interest herein may be assigned or transferred, voluntarily or by
operation of law, without the prior written approval of City.
4.4 Independent Consultant. Neither the City nor any of its employees
shall have any control over the manner, mode or means by which Consultant, its agents
or employees perform the services required herein, except as otherwise set forth herein.
Consultant shall perform all services required herein as an independent consultant of City
and shall remain at all times as to City a wholly independent consultant with only such
obligations as are consistent with that role. Consultant shall not at any time or in any
manner represent that it or any of its agents or employees are agents or employees of
City.
5. INSURANCE, INDEMNIFICATION AND BONDS
5.1 Insurance. Consultant shall procure and maintain, at its cost, and
submit concurrently with its execution of this Agreement, public liability and property
damage insurance against all claims for injuries against persons or damages to property
resulting from Consultant's performance under this Agreement. Consultant shall also
carry workers' compensation insurance in accordance with California worker's
compensation laws. Such insurance shall be kept in effect during the term of this
Agreement and shall not be cancelable without thirty (30) days written notice to City of
any proposed cancellation. The City's certificate evidencing the foregoing and
designating City as an additional named insured shall be delivered to and approved by
the City prior to commencement of the services hereunder. The procuring of such
insurance and the delivery of policies or certificates evidencing the same shall not be
construed as a limitation of Consultant's obligation to indemnify the City, its consultants,
officers, and employees. The amount of insurance required hereunder shall include
comprehensive general liability, personal injury and automobile liability with limits of at
least One Million Dollars ($1,000,000) combined single limit per occurrence. Coverage
shall be provided by admitted insurers with an AM. Best's Key Rating of at least AVII.
5.2 Indemnification. The Consultant shall defend, indemnify and hold
harmless the City, its officers and employees, from and against any and all actions, suits,
proceedings, claims, demands, losses, costs, and expenses, including legal costs and
attorneys' fees, for injury -to or death of person or persons, for damage to property,
including property owned by City, and for errors and omissions committed by Consultant,
its officers, employees and agents, arising out of or related to Consultant's performance
under this Agreement, except for such loss as may be caused by City's own negligence or
that of its officers or employees.
6. RECORDS AND REPORTS
6.1 Reports. Consultant shall periodically prepare and submit to the
Contract Officer such reports concerning the performance of the services required by this
Agreement as the Contract Officer shall require.
6.2 Records. Consultant shall keep such books and records as shall be
necessary to properly perform the services required by this Agreement and enable the
Contract Officer to evaluate the performance of such services. The Contract Officer shall
have full and free access to such books and records at all reasonable times, including the
right to inspect, copy, audit and make records and transcripts from such records.
6.3 Ownership of Documents. All drawings, specifications, reports,
records, documents and other materials prepared by Consultant in the performance of
this Agreement shall be the property of City and shall be delivered to City upon request of
the Contract Officer or upon the termination of this Agreement, and Consultant shall have
no claim for further employment or additional compensation as a result of the exercise by
City of its full rights or ownership of the documents and materials hereunder. Consultant
may retain copies of such documents for its own use. Consultant shall have an
unrestricted right to use the concepts embodied therein.
6.4 Release of Documents. All drawings, specifications, reports,
records, documents and other materials prepared by Consultant in the performance of
services under this Agreement shall not be released publicly without the prior written
approval of the Contract Officer.
7. ENFORCEMENT OF AGREEMENT
7.1 California Law. This Agreement shall be construed and interpreted
both as to validity and to performance of the parties in accordance with the laws of the
State of California. Legal actions concerning any dispute, claim or matter arising out of or
in relation to this Agreement shall be instituted in the Superior Court of the County of
Orange, State of California, or any other appropriate court in such county, and Consultant
covenants and agrees to submit to the personal jurisdiction of such court in the event of
such action.
7.2 Disputes. In the event of any dispute arising under this Agreement,
the injured party shall notify the injuring party in writing of its contentions by submitting a
claim therefor. The injured party shall continue performing its obligations hereunder so
long as the injuring party cures any default within ninety (90) days after service of the
notice, or if the cure of the default is commenced within thirty (30) days after service of
said notice and is cured within a reasonable time after commencement; provided that if
the default is an immediate danger to the health, safety and general welfare, the City may
take immediate action under Section 7.6 of this Agreement. Compliance with the
provisions of this Section shall be a condition precedent to any legal action, and such
compliance shall not be a waiver of any party's right to take legal action in the event that
the dispute is not cured.
7.3 Waiver. No delay or omission in the exercise of any right or remedy
of a non-defaulting party on any default shall impair such right or remedy or be construed
as a waiver. No consent or approval of City shall be deemed to waive or render
unnecessary City's consent to or approval of any subsequent act of Consultant. Any
waiver by either party of any default must be in writing and shall not be a waiver of any
other default concerning the same or any other provision of this Agreement.
7.4 Riqhts and Remedies are Cumulative. Except with respect to rights
and remedies expressly declared to be exclusive in this Agreement, the rights and
remedies of the parties are cumulative and the exercise by either party of one or more of
such rights or remedies shall not preclude the exercise by it, at the same or different
times, of any other rights or remedies for the same default or any other default by the
other party.
7.5 Leqal Action. In addition to any other rights or remedies, either party
may take legal action, in law or in equity, to cure, correct or remedy any default, to
recover damages for any default, to compel specific performance of this Agreement, to
obtain injunctive relief, a declaratory judgment or any other remedy consistent with the
purposes of this Agreement.
7.6 Termination Prior to Expiration of Term. The City reserves the right
to terminate this Agreement at any time, with or without cause, upon thirty (30) days
written notice to Consultant, except that where termination is due to the fault of the
Consultant and constitutes an immediate danger to health, safety and general welfare,
the period of notice shall be such shorter time as may be appropriate. Upon receipt of the
notice of termination, Consultant shall immediately cease all services hereunder except
such as may be specifically approved by the Contract Officer. Consultant shall be entitled
to compensation for all services rendered prior to receipt of the notice of termination and
for any services authorized by the Contract Officer thereafter.
7.7 Termination for Default of Consultant. If termination is due to the
failure of the Consultant to fulfill its obligations under this Agreement, City may take over
the work and prosecute the same to completion by contract or otherwise, and the
Consultant shall be liable to the extent that the total cost for completion of the services
required hereunder exceeds the compensation herein stipulated, provided that the City
shall use reasonable efforts to mitigate damages, and City may withhold any payments to
the Consultant for the purpose of set-off or partial payment of the amounts owed to City.
7.8 Attorneys Fees. If either party commences an action against the
other party arising out of or in connection with this Agreement or it subject matter, the
prevailing party shall be entitled to recover reasonable attorneys' fees and costs of suit
from the losing party.
8. CITY OFFICERS AND EMPLOYEES; NON-DISCRIMINATION
8.1 Non-Liability of City Officers and Employees. No officer or employee
of City shall be personally liable to the Consultant, or any successor-in-interest, in the
event of any default or breach by the City or for any amount which may become due to
the Consultant or its successor, or for breach of any obligation of the terms of this
Agreement.
8.2 Covenant Aaainst Discrimination. Consultant covenants that, by and
for itself, its heirs, executors, assigns, and all persons claiming under or through them,
that there shall be no discrimination or segregation in the performance of or in connection
with this Agreement regarding any person or group of persons on account of race, color,
creed, religion, sex, marital status, national origin, or ancestry. Consultant shall take
affirmative action to insure that applicants and employees are treated without regard to
their race, color, creed, religion, sex, marital status, national origin, or ancestry.
9. MISCELLANEOUS PROVISIONS
9.1 Notice. Any notice, demand, request, consent, approval, or
communication either party desires or is required to give to the other party or any other
person shall be in writing and either served personally or sent by pre-paid, first-class mail
to the address set forth below. Either party may change its address by notifying the other
party of the change of address in writing. Notice shall be deemed communicated forty-
eight (48) hours from the time of mailing if mailed as provided in this Section.
To City:
CITY OF TUSTIN
300 Centennial Way
Tustin, CA 92780
Attention: Elizabeth A. Binsack
(Contract Officer)
To Consultant:
Rock E. Miller, P.E.
Katz, Okitsu & Associates
17852 E. Seventeenth St.
Suite 102
Tustin, California 92780-2142
9.2 Inteqrated Aqreement. This Agreement contains all of the
agreements of the parties and cannot be amended or modified except by written
agreement.
9.3 Amendment. This Agreement may be amended at any time by the
mutual consent of the parties by an instrument in writing.
9.4 Severabilitv. In the event that anyone or more of the phrases,
sentences, clauses, paragraphs, or sections contained in this Agreement shall be
declared invalid or unenforceable by valid judgment or decree of a court of competent
jurisdiction, such invalidity or unenforceability shall not affect any of the remaining
phrases, sentences, clauses, paragraphs, or sections of this Agreement, which shall be
interpreted to carry out the intent of the parties hereunder.
9.5 Corporate Authority. The persons executing this Agreement on
behalf of the parties hereto warrant that they are duly authorized to execute this
Agreement on behalf of said parties and that by so executing this Agreement the parties
hereto are formally bound to the provisions of this Agreement.
IN WITNESS WHEREOF, the parties have executed this Agreement as of the
dates stated below.
"City"
Dated:
CITY OF TUSTIN, a municipal corporation
By:
William A Huston
City Manager
APPROVED AS TO FORM:
Douglas C. Holland
City Attorney
"Consultant"
Katz, Okitsu & Associates
By:
Rock E. Miller
Vice President
EXHIBIT "A"
PROPOSAL and SCOPE OF SERVICES
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Ole! Town Tustin Parking Study
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17852 E. Seventeenth St.
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Suite 1 02
.. Tustin, CA
92780-2142
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714.573.0317
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fax: 714.573-9534
koaoc@katzokitsu.com
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... Los Angeles
323.260.4703
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fax: 323.260.4705
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Son Diego
'" 619.683.2933
fax: 619.683.7982
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San Bernardino
909.890.9693
.,. fax: 909.890.9694
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Katz, Okitsu & Associates
Planning and Engineering
October 18, 2006
Ms. Maria Huizar, Chief Deputy City Clerk
City of Tustin
300 Centenial Way
Tustin, California 92780
Subject:
PROPOSAL TO THE CITY OF TUSTIN FOR THE OLD TOWN TUSTIN
PARKING STUDY
Dear Ms. Huizar:
Katz, Okitsu & Associates is pleased to respond to this Request for Proposal from the City
of Tustin to provide planning support for the Old Town Tustin Parking Study Project.
We are well qualified, fully prepared, and eager to assist the City in this important project.
The project offers great potential for success, however it is critical for a firm with our
qualifications, resources, and commitment to be responsible for performance of this project.
Our relationships with the City of Tustin, our closeness to the study area, and our firm's
reputation in California further comprise our qualifications for this project.
We are proud to welcome Traffic Data Services, Inc. to our team for this project. The
resources of their firm will insure that we gather all parking counts on a timely and
professional manner.
We have fully considered the RFP requirements and our assessment of the project needs.
We have assembled a team with the necessary qualifications, abilities, and availability to
insure the proper and timely completion of this important project. Attached is the
Technical Proposal and Appendices, which includes a copy of the "Dana Point Harbor Parking
Management Plan" for your perusal in evaluating our qualifications.
We attest to the fact that the attached qualifications, resumes, and all information submitted
with the proposal are true and correct. I, Rock Miller, am authorized to contractually bind
Katz, Okitsu & Associates for this project. Please contact me if you wish to discuss this
proposal further or if you have questions. We look forward to working with City of Tustin
on this important project. This proposal is valid for 120 days.
Sincerely,
/t}j{ /{~
Rock Miller, P.E.
Vice President
G:12006\06 Major ProposalslMA6663 - TU Old Towne ParkinglTU_OldTownPkg CvrLtr.MA6663.doc
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Table of Contents
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1 - PROPOSED WORK PLAN & SCHEDULE................................................................... 1
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PROJECT UNDERSTANDING.......................... .................................................................................................. 1
PROPOSED WORK PLAN.............................................................................................................................. ....2
Task 1: Review Existing Studies and Parking Policies.............................................................................. 2
Task 2.' Identify and Interview City Staff and Key Stakeholders................................................................ 2
Task 3: Analyze Existing Parking Inventory and Usage............................................................................ 3
Task 4.' Parking Utilization.................................................................................................................. ......3
Task 5: Parking Duration/Turnover .. ........... ... ... ...... ............. .... ..... ........ ................ ....... ............................3
Task 6: Determine Current and Future Parking Needs............................................................................. 4
Task 7.' Develop Potential Solutions in Addressing Immediate and Future Parking Needs...................... 5
Task 8: Priority Ranking of Problem Areas............................................................................................... 6
Task 9: Evaluation of Alternative Parking Management Strategies/Implementation Plan ....................... 6
Task 10: Draft Report/Final/Meetings...................................................................................................... 6
PROPOSED WORK ALLOCATION By TASK T ABLE.......................................................................................... 7
PROPOSED WORK SCHEDULE............... .......................................................................................................... 8
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2 - RELATED EXPERIENCE ........................................................................................... 9
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FIRM OVERVIEW........................................................................................................................ .....................9
COMPARABLE EXPERIENCE.............................................................................................. ............................ 10
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3 - STAFF QUALIFICATIONS ....................................................................................... 17
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KATZ, OKITSU & ASSOCIATES' PERSONNEL ............................................................................................... 17
S UBCONSUL T ANTS................................................................................................................................ ........24
ORGANIZATION CHART.............................................................................................................................. ..24
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4 - CON CL USI ON ...................................................................... ................................... 25
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5 - ApPENDIX ............................................................................................................... 25
SAMPLE PARKING REPORT........................................................................................................................... 26
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The City of Tustin is requesting proposals to review parking in the Old Town Tustin area. The Old Town
area is a traditional small town downtown retail and business area. It was not developed consistent with
current commercial parking requirements and provisions. Much of the parking in the Old Town area is
provided by on street parking and by off street parking facilities that are open to the public. Some of the
newer developments provide private off street parking that is sized based upon contemporary parking
requirements, however many properties provide substantially less parking then what is required by the
current City Code.
A windshield survey of development patterns and parking usage in the Old Town area suggests that there
are generally available on-street parking opportunities in much of the study area. Also, the existing parking
lots open to the general public are generally lightly used during most business hours. There are a number
of successful restaurants in the Old Town area, and there is likely demand for additional restaurant uses
that are often successful when provided in the Old Town environment. Parking demand for stalls near
some of the existing restaurants is higher than in other areas of Old Town. This may generate limited
concerns for additional parking in localized areas, and it also illustrates that additional restaurants may
consume available parking stalls and contribute to a reduction in available parking for other uses.
The City's goal is to improve the business climate in Old Town, however the existing development
patterns, City Code parking requirements, and current parking management practices may inhibit the ability
for the district to improve its business vitality.
The City is initiating a study of parking conditions in the Old Town area to identify parking strategies that
may allow for continued economic development, enhancement, and business opportunities in the Old
Town area. The study will include the following areas of emphasis:
. Identification and Documentation of Parking Supply, Demand, and Management Practices
. Review of City Ordinances and Requirements that may not apply appropriately to the. Old Town
area
. Identification of strategies that may better utilize existing or expanded parking facilities
. Identification of future parking provisions that are optimized to the future needs of the district
. Identification of planning strategies and management strategies that may work better for the area
Recommendations that are expected to come from a study of this type would include the following:
. Analysis of parking utilization, duration, and turnover in desirable parking areas, to identify
strategies that will optimally use existing parking areas.
. Revisions to the City Code or a procedure to analyze parking needs for new developments in a
systematic manner that is applicable to the development environment.
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. Potential new programs to better manage parking and demand for future parking, such as in-lieu
fees, parking districts, or measures to construct new parking facilities to serve all needs of the
district.
The recommendations of this study will help the City to better understand existing parking patterns,
management plans, and opportunities to facilitate continued vitalization of the area without the inhibiting
factors that may stem from suburban parking supply and management practices
TASK I: REVIEW exISTING STUDIES AND PARKING POLICIES
Katz, Okitsu & Associates proposed project manager would visit the City and conduct a preliminary review
of past studies and City files regarding parking. As part of the project, the consultant team will conduct a
thorough review of all relevant parking studies and related projects including the General Plan; the pending
ULI study of downtown land uses, design guidelines; City parking codes; enforcement policies, violations
and requirements; any previous parking studies and other documents as applicable.
Key information to be derived from the review includes:
. Historical data (as available) for use in assessing parking demand and supply/demand trends and land
use trends
. Parking recommendations that may have been implemented as well as those that were considered
but not implemented, and the reason that they were not carried forward
. Current parking management and enforcement techniques
TASK 2: INTERVIEW CITY STAFF
Katz, Okitsu & Associates will work with City staff to define key issues to be addressed and to identify
current problems.
There are several critical issues to consider including:
. Perceived areas of known parking deficiencies and types of causes
. Areas of foreseeable growth or change in land use
. Need for additional data collection based on review of City's efforts to date and data from past
studies
. Specific goals of public outreach and specific process in terms of the number and type of meetings
These issues and many others will be reviewed during the interview. The interview will include one
meeting with the consultant team, City staff and decision makers as determined necessary.
Schedule
We have estimated this phase can be completed within 4 weeks from its inception.
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Based on the findings of Tasks I and 2, Katz, Okitsu & Associates will prepare a summary report that
identifies the initial opportunities and constraints a parking management plan would have on the goals and
objectives of the Downtown Specific Plan as well the initial costs associated with such a plan.
TASK 3: ANALYZE exiSTING PARKING INVENTORY AND USAGE
Objeaive:
To provide inventory of existing parking supply, utilization and duration
As part of Task I, Katz, Okitsu & Associates will have already obtained and thoroughly reviewed previous
parking studies and municipal codes relating to parking in the downtown area of the City of Tustin. Katz,
Okitsu & Associates will prepare an inventory database of the parking supply in the study area to identify
the location, number, and use restrictions for on-street and off-street public parking spaces and private
non-residential spaces. To the extent possible, the City's available data will be incorporated into the
database to minimize new data collection, such as utilizing the City's GIS files containing pertinent parking
data. Katz, Okitsu & Associates will conduct parking inventory surveys in areas where existing parking data
are not available to complement data already collected by the City. The information will be presented in
both tabular and graphic format.
TASK 4: PARKING UTILIZATION
Katz, Okitsu & Associates will work with the City to design focused parking utilization surveys in the study
area during which the occupied parking spaces within each off-street parking facility (as access can be
obtained) and on-street locations will be counted. The two objectives of conducting a utilization survey are
to analyze the adequacy of existing supply at respective parking facilities for the peak period as well as non-
peak period and to determine the extent of potential parking demand fluctuations during the survey period
(proposed to be from 9:00 AM-II :00 PM, on a typical weekday and typical weekend day). One approach is
to walk the study area noting parking occupancy hour-by-hour. Another approach is to take a timed series
of aerial photos throughout typical days; such as at 9 AM, I PM, 4 PM or other time periods. We will
discuss the most appropriate approach with City staff during project refinement.
TASK 5: PARKING DURATION/TuRNOVER
Duration surveys will be conducted by noting license plate numbers of parked vehicles once per hour in
limited locations. Plate numbers are then matched to determine how long a single vehicle occupied a space.
The information from the surveys will determine occupancy levels and the parking duration characteristics
associated with various land uses and lots (Le., does one lot have higher turnover than another, do certain
lots tend to be used by commuters, or does one street have longer term parking for restaurants?).
Average parking duration is used to evaluate the effectiveness and/or appropriateness of time and duration
restrictions. It will also help in quantifying the demand for short-term versus long-term parking by land use
type and will provide data on violations and other problems by type of parking supply. Parking duration
surveys will be conducted on a sample basis because they are very labor intensive and costly. Locations will
be chosen based on the results of interviews and the knowledge of areas that may experience meter
feeding, parking intrusion, have a large number of businesses with special parking time limit needs, or other
reasons for a focused duration survey.
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Product
The parking space inventory will be summarized in tabular and graphic format. The inventory will be
segregated by sub areas for subsequent analysis. Parking occupancy data will also be summarized by time
period and geographic location to identify the key problem areas. The results of the employee/employer
and user surveys (if optional task is selected) will be summarized. All graphic data files will be provided to
the City in electronic file format for future use.
TASK 6: DE.TE.RMINE. CURRE.NT AND FUTURE. PARKING NE.E.DS
Objective:
To estimate the existing and future parking demand
The first element in this task will be to compile an existing and projected land use inventory through
meetings with City staff. For purposes of preparing our cost proposal, Katz, Okitsu & Associates has
assumed that the required land use information will be provided by the City of Tustin, with assistance from
Katz, Okitsu & Associates in data formatting as needed. Limited amounts of land use verification will be
conducted.
Utilizing the land use inventory and parking space usage information, Katz, Okitsu & Associates will
estimate current theoretical peak period parking demands within the study area on a block-by-block basis.
Parking demand rates by land use type will be developed based on parking usage survey data, the City's
parking code/ordinance requirements, Urban Land Institute data, and a considerable body of data that Katz,
Okitsu & Associates has collected from other similar studies. The empirical parking utilization data will be
utilized to conform/modify standard parking demand ratios utilized in planning studies based on City parking
code rates. Katz, Okitsu & Associates will consult with City staff and representatives of the commercial
real estate market to estimate the vacancy rate in the study area so that the empirical parking demand ratio
can be related to occupied square footage. Historical assessment of land uses and parking demands are
also very informative and helpful. As data is available, Katz, Okitsu & Associates will determine the trend in
parking supply, parking demand and land uses over time.
Factors such as office vacancy rates, time of day distribution, the multi-trip nature in key commercial areas,
and impacts of mixed-use development will be examined. Katz, Okitsu & Associates staff have considerable
experience in determining appropriate demand rates from a variety of studies for downtown/mixed-use
areas throughout California. A comparison will be made between the observed (derived) rates and existing
parking ratios and recommendations for new ratios will be made with respect to mixed-use land uses and
pedestrian-oriented areas.
As part of this task, the Katz, Okitsu & Associates team will evaluate the potential for joint development
opportunities that would include retail above the first f1oor(s) of parking as well as any other revisions to
the City's urban design and development criteria.
Product
An estimate of the existing parking demand, for both short duration and all-day parking will be developed
by subarea within the study area. Parking demand rates by land use type will also be summarized and those
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most appropriate for this study will be identified. Recommendations will be offered with respect to existing
parking ratios. Parking ratios will be compared to those experienced in other communities and parking
codes will be compared between City of Tustin and other cities.
TASK 7: DEVELOP POTENTIAL SOLUTIONS IN ADDRESSING IMMEDIATE AND FUTURE PARKING NEEDS
Objective:
To estimate future parking needs and identify expected future deficiencies
Katz, Okitsu & Associates will estimate the future parking demands based on present usage characteristics,
taking into account projected demand generated by new developments based upon expected versus
maximum build-out of the proposed land use plan for the study area. In addition to the analysis of buildout
conditions, Katz, Okitsu & Associates will analyze interim land use scenarios as appropriate and as data is
made available by the City. Thus, a key aspect of this task will include an adjustment of the study area
parking supply to reflect the parking spaces anticipated with new developments and any modifications or
displacement of current parking. It is assumed that the City will provide the consultant team with growth
forecasts, future land use information, and information regarding any planned parking supply projects in the
study area.
While each of the sub-areas within the study area may have distinct land use characteristics, the limited land
available for parking structures or double decking of existing lots (and their controversial nature) means the
supply and demand for parking will have to be estimated carefully and that shared use of parking capacity
will play an important role in the future. One of the critical criteria in the determination of parking supply
is the consideration of a maximum walking distance to the parking facilities.
Katz, Okitsu & Associates will utilize a computerized spreadsheet model to convert land use to parking
demands by subarea and to calculate the future parking surplus/deficiency by subarea. This spreadsheet will
be made available to the City upon the study's completion, for staffs use as an inventory resource and to
allow future updates as supply/demand changes. Katz, Okitsu & Associates will compare the estimated
peak period parking demands to the available parking supply for each subarea for short- and long-term
parking.
Product
Parking needs will be summarized by subarea in tabular and graphic format. This data will help to priority
rank those areas of the City where parking solutions are most needed and to identify the type of parking
most needed. This information will be also used as the basis for identification and evaluation of alternatives.
All tabulations and spreadsheets will be provided to the City in electronic format.
TASK 8: PRIORITY RANKING OF PROBLEM AREAS
Objective:
To prioritize the identified parking issues/problems.
Based on the analysis in the previous task and input from City staff, Katz, Okitsu & Associates will develop a
priority ranking of specific areas where either existing and/or forecast future parking issues are identified.
Alternative solutions unique to each subarea will then be identified and evaluated. Katz, Okitsu &
Associates will work with the City to develop and weigh the evaluation criteria that will be utilized to
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priority rank the problem areas. For example, satisfying short-term (retail) parking demands versus long-
term (employee) parking demands may be judged as a higher priority than simply meeting the total parking
demand in certain areas. Based on input from City staff, Katz, Okitsu & Associates will priority rank the
parking deficiencies that need to be resolved over time.
Product
Identification of areas with parking deficiencies and priority ranking for these areas
TASK 9: EVALUATION OF ALTERNATIVE PARKING MANAGEMENT STRATEGIESIIMPLEMENTATION PLAN
Objective:
To select the best strategies for each portion of the study area.
For each analysis subarea, Katz, Okitsu & Associates will develop a list of potential parking strategies to
satisfy the assessed present/future parking needs. These strategies will encompass both operations and
capital oriented strategies for both short-term and long-term time horizons. Each strategy will be evaluated
in terms of potential impacts to the character of the area as well as potential impacts to adjacent residential
communities. For example, simply requiring more parking of new developments could force existing
storefront areas to recycle into parking areas, which could destroy the "walkability" and friendliness of
certain blocks. In addition, some measures could potentially cause employees to seek parking in residential
areas. The implications of each alternative parking management strategy will be reviewed and the potential
for undesirable secondary impacts will be described.
In addition to "standard" parking solutions, Katz. Okitsu & Associates will identify parking management
strategies to address the City's parking needs. This will include but not be limited to parking restrictions,
shared parking opportunities, static and electronic parking signs/systems, satellite parking lots and park and
ride opportunities.
Katz, Okitsu & Associates will identify and evaluate potential funding mechanisms for the City of Tustin to
consider. These may include bonds, development impact fees, joint development projects, sales tax
redistribution and other instruments.
TASK 10: DRAFT REPORT/FINAL /MEETINGS
Katz, Okitsu & Associates will submit for City staff review five (5) copies of the draft report and of all work
assembled. We will be available to discuss the analysis/recommendations. Upon receipt of comments,
Katz, Okitsu & Associates will incorporate them and submit the final report. We will deliver:
I) Twenty-five (25) bound copies of the Final Report
2) One camera-ready reproducible (unbound) copy
3) Any maps and/or drawings (AutoCAD 2004 format) included in the report
4) One CD-Rom containing the report in Microsoft Word and in Adobe PDF format (for use on IBM-
compatible PCs)
Katz, Okitsu & Associates Staff will attend staff level meetings, Transportation Commission meetings, and
City Council meetings. The budget estimate assumes multiple staff meetings plus one meeting each with
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the Transportation Commission and City Council. We would be available to attend public meetings as
needed on a time-and-materials basis, outside the stated budget. As requested, an hourly cost for
additional meetings is provided.
Schedule
We have estimated that Tasks 3-10 can be completed within 12 weeks from the completion following
Tasks I and 2.
Products
A Draft report will be prepared for review by City staff, the City Council, and the public. The draft report
will summarize the study methodology, analysis, findings, conclusions and recommendations, and will
include tables and graphics as needed. Following receipt of comments from the City and public, Katz,
Okitsu & Associates will provide a final bound report. All word processing, spreadsheet and graphic files
will be provided to the City for future use.
CONTINGENCY TASK (TASK II)
This task and budget is reserved for work that is determined to be necessary but is not specifically
addressed in the scope of work for other tasks. This task will not be invoiced without prior agreement
with the City regarding the purpose of the authorization and the amount authorized.
Project
Manager / Associate Assistant Technician / TOTAL
Task Activity QA-QC Planner Planner Graphics BY TASK
1 Review Existing Studies and Parking Policies 4 8 4 0 16
2 Interview City Staff 2 4 0 0 6
3 Analyze Existing Parking Inventory and Usage 4 8 8 0 20
4 Parking Utilization 4 8 16 0 28
5 Parking Duration / Turnover 4 8 8 0 20
6 Determine Current and Future Parking Needs 4 8 8 0 20
7 Develop Potential Solutions IS Addressing 8 8 8 16 40
Immediate and Future Parking Needs
8 Priority Ranking of Problem Areas 8 8 0 0 16
9 Evaluation of Alternative Parking Management 8 8 8 16
Strategies/Implementation Plan 40
10 Draft Report/Final Report/Meetings 8 20 28 40 96
II Contingency Q Q ~ Q 20
Total 60 94 96 72 322
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Desaiption
1.0 Review Existing Studies and Parking Policies
2.0 Interview City Staff
3.0 Analyze Existing Parking Inventory and Usage
4.0 Parking Utilization
5.0 Parking DurationlT umover
6.0 Determine Current and Future Parking Needs
7.0 Develop Potential Solutions in Addressing Immediate and Future Parking Needs
8.0 Priority Ranking of Problem Areas
9.0 Evaluation of Alternative Parking Management Strategies/Implementation Plan
10.0 Draft Report/Final/Meetings
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FIRM OVERVI~\N
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Founded in 1987, Kau. Okitsu & Associates provides planning and
engineering consulting services to the public and private sectors.
The firm specializes in transportation planning. traffic engineering.
street and roadway design. Kau. Okitsu & Associates has 85
employees including Transportation Planners and 15 registered
Civil and/or Traffic Engineers. Kau. Okitsu & Associates is a
regional firm. based in and works primarily in Southern California.
Work for the City of Tustin will be performed at our Tustin office
assisted by Traffic Data Services. Inc (count vendor).
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Kau. Okitsu & Associates has been involved in many of the largest
public works and transit planning projects in Southern California.
Our professional planning and engineering staff members are
available to provide the City of Tustin the following services we
offer:
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Areas of expertise include:
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. Parking Studies
. Transportation Planning
. Traffic Signal Timing & Design
. Traffic Calming
. Traffic Impact Analysis
. Circulation Analysis
. Rail Transit Studies
. Street Lighting Design
. Signing & Striping Design
. Work Site Traffic Control Design
. Bikeway & Pedestrian Walk Design
. Pedestrian Safety Studies
. Street & Highway Design
. Highway & Infrastructure Design
. Intelligent Transportation Systems Studies & Design
. Geographic Information Systems
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PRIMARY OFFICE
Katz, Okitsu & Associates
17852 E. 17th Street, Suite 102
Tustin, CA 92780-2142
Corporation
19 Years in Business
Federal Tax Number
95-4515908
City of Tustin's Business
Registration Certificate
Number: 132903
Eight Owners/Principals
85 Employees
I 5 Licensed Engineers
Five Offices in California:
Monterey Park (Corporate)
Tustin
Ontario
San Diego
Oakland
PROJECT MANAGER
Rock Miller, VP
Principal Transportation
Engineer
Tel: 714.573.0317
Fax: 714.573.9534
Rmiller@katzokitsu.com
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COMPARARl E t:YP[Qll='tJrl='
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Dana Point Harbor Releasing Plan Parking
Study and Update, Dana Point, California
(1998-2006): Dana Point Harbor is a small craft
harbor located in Southern Orange County, including
over 2000 boat slips, plus commercial, educational, and
recreational facilities. Katz, Okitsu & Associates has
served in key roles for traffic and parking analysis for
the Dana Point Harbor since 1998. In 2004, the firm
prepared a parking management plan that resulted in ·
significant changes in management of parking in the
core commercial area. This plan resulted in a
substantial increase in the availability of public parking at times of past shortages. This was achieved through
improvement of management practices, time limits, and identification of secondary parking areas where use
could be increased. In 2006, the company is preparing an update to the parking management plan to
facilitate expansion of Catalina ferry service and other new parking needs. Reference: Mr. Paul
Lawrence, Manager Dana Point Harbor Leasing & Rev, County of Orange- Harbors, Beaches, and
Parks, 34085 Pacific Coast Hwy, Suite 205, Dana Point, CA 92629; tel: (949) 923-2286.
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Red Hill Parking Study, Tustin, California (2006): Katz, Okitsu & Associates was retained by the City
of Tustin to evaluate parking conditions along Red Hill Avenue, a major north-south street in the City. The
purpose of the study of parking conditions along the street was to determine the expected effect of
prohibiting on-street parking. The study examined the expected effects a parking prohibition along Red Hill
would have on adjacent streets and parking lots, particularly its expected impact upon neighborhood
parking in the area. The Study determined that in most cases there were an adequate number of both
adjacent off-street and on-street parking spaces so that either could accommodate any displaced parking
demand from Red Hill Avenue. In some cases parking demand along certain segments of Red Hill could not
be accommodated off-street, and would likely be diverted to nearby residential neighborhoods unless
appropriate parking regulations and/or a permit program were in place. The study report documented the
results of the observations of parking supply and demand along Red Hill Avenue, adjacent neighborhood
streets, and adjacent parking lots. The report was provided to the City to assist in determining appropriate
parking policy and in making decisions that may affect traffic and parking conditions along Red Hill.
Reference: Mr. Terry Lutz, Principal Engineer, City of Tustin, 300 Centennial Way, Tustin, CA
92780; tel: (714) 573-3263.
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Traffic & Parking Study for the Civic Center Area, Westminster, California (2006): Katz,
Okitsu & Associates evaluated existing parking conditions, forecast future needs, and determined the
feasibility of shared parking between the City Hall, a new college facility, a new City cultural center, a
proposed new police facility and other uses in the Civic Center area. Katz, Okitsu & Associates also
analyzed potential traffic impacts due to the construction of the new police facility. The traffic impact
analysis calculated daily and peak hour trips expected to be generated by the new police facility, and
distributed the trips to ten study intersections around the proposed project site. Level of service analyses
were performed for the ten intersections for both a "base case" condition and a street closure condition.
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The street closure condition analyzed the feasibility and impacts of closing 15th Street/All-American Way to
through traffic. Katz, Okitsu & Associates prepared forecasts of future parking demand for the study area
for several alternative development scenarios. The study recommended the number of parking spaces
needed to accommodate the parking needs for each scenario. Katz, Okitsu & Associates also provided
conceptual mitigation measures for each scenario through parking lot restriping, a potential parking
structure, and other measures. Reference: Mr. Adolfo Ozaeta, Associate Civil Engineer, City of
Westminster, 8200 Westminster Boulevard, Westminster, CA 92683; tel: (714) 898-3311.
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Hoag Memorial Hospital Presbyterian Master Plan, Newport Beach, California (2005-2006):
Hoag Memorial Hospital Presbyterian retained Katz, Okitsu & Associates to analyze its exiting and future
parking needs and to develop a parking management plan in order to address possible future parking
difficulties and maximize parking opportunities within the hospital campus. The study found that by 2012,
the Upper Campus would have a parking demand of 1917 vehicles and the Lower Campus would have a
parking demand of 1562 vehicles. It would be essential for Hoag Hospital to control parking in the Dolphin
Structure and not allow employees of nearby buildings to park at the structure. A paid parking program in
the Dolphin Structure would significantly discourage this behavior. Also the study recommended that the
bottom floors of the Dolphin and South Structures for valet parking lot. The study also concluded that off-
site exempt employees and volunteers parking would help alleviate any parking shortages on the Upper
Campus. The recommendation included that a parking lot, of at least 250 stalls, be built within Y2-mile of
Hoag Hospital. Katz, Okitsu & Associates presented all information in a PowerPoint presentation. The
study is on going. Client/Reference: Mr. Langston Trigg, Vice President, Hoag Memorial Hospital
Presbyterian One Hoag Drive, Newport Beach, CA 92658; tel: (949) 764-4477.
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Traffic Impact & Parking Study for the Providence
Center, Fullerton, California (2004-2006): Katz, Okitsu &
Associates was retained by Accretive Realty Advisors, who is
proposing to remove an existing retail building in an existing
business center, and construct a mixed-use development
including 52 condominium units with underground parking,
12,000 square feet of retail space, a food court, 81,725 square
feet of additional medical office space and a 530-stall parking
structure and 98-stall surface parking lot. The project is
located at the southwest corner of Laguna Road and
Bastanchury Road in the City of Fullerton. The study analyzed
II intersections in the vicinity for the Existing, Near Term, and
Year 2025 scenarios. In all scenarios analyzed, the study found
that the proposed project would have no significant impact at any intersection according to the significant
impact criteria set forth by the City of Fullerton. Roadway improvement recommendations were made at
several locations to improve circulation and better manage traffic flow in the project's immediate vicinity.
The report also forecasted the parking demand of the proposed project. The mixed-use nature of the
center is ideal of shared parking among the various land uses. Reference: Mr. Mark Miller, City Traffic
Engineer, City of Fullerton, 303 West Commonwealth Ave., Fullerton, CA 92832; tel: (714) 738-
6330.
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Downtown Parking Meters Feasibility Study, South Pasadena,
California (2005): The City of South Pasadena requested an analysis of the
feasibility of installing parking meters in the City's downtown commercial and
adjacent residential areas. The need for parking meters in the City has arisen due
to the need to better manage time limit parking in commercial areas of the City.
Kau, Okitsu & Associates prepared the study. The study was prepared to
analyze existing parking conditions in the downtown area and in areas with heavy
on street parking that is not primarily attributed to residences. We conducted
an inventory of existing parking supply and demand in relevant areas. The
installation of parking meters was recommended on certain commercial streets ....'-,....,.
and streets adjacent to public facilities in the downtown area of South Pasadena,
The study concluded that the City could achieve the maximum amount of parking meter revenue while
minimizing overall program cost by metering only certain streets rather than the entire downtown areas.
Reference: Mr. Sean Joyce, City Manager, formerly with the City of South Pasadena (now City
Manager for Irvine CA 949-724-6246), City of Irvine, I Civic Center Plaza, Irvine, CA 92623.
Embassy Court (Toni & Guy Hairdressing Academy) Parking Study, Brea, California (2005): In
December 2005, the City of Brea was evaluating the parking needs of a potential Conditional Use Permit
for a proposed hairdressing academy to operate within the Embassy Court commercial center. Kau,
Okitsu & Associates was retained to examine whether the proposed use would result in parking
deficiencies at the project site. We collected existing parking demand data at the commercial center and
the Brea Civic and Cultural Center, due to a reciprocal parking agreement between the two buildings.
Forecast parking demand from the proposed academy was added to the existing demand to determine
future on site parking adequacy. In addition, a shared parking calibration model was created to forecast
hourly parking demand based upon operating hours of the businesses. We determined that the amount of
parking stalls shared between Embassy Court and the Civic Center would be adequate to meet the
expected parking demand after Toni & Guy relocates into Embassy Court. Reference: Ms. Adrienne J.
Gladson, AICP, Associate Planner, City of Brea, I Civic Center Circle, Brea, CA 92821; tel: (714)
990-7674.
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Wilshire Rodeo Plaza Parking Analysis, Los Angeles, CA (2005): Kau, Okitsu & Associates was
retained to evaluate the current parking demand at Wilshire-Rodeo Plaza. Comprehensive parking data of
the Plaza was gathered to determine the current parking demand of the Plaza. The site is a mixed-use
property. Wilshire-Rodeo Plaza is predominantly used for office space with a number of retail tenants,
such as Nike and Burberry, occupying the street level. In order to identify the variations parking demand
patterns in the Plaza, Kau, Okitsu & Associates documented the usage of the existing parking spaces during
a typical week. Parking data were collected for one week between the hours of 8:00AM and 9:00PM. In
addition, all visitors were observed to determine whether they were visiting the office or retail component
of the site.
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Shared Parking Study for Town Square Place, City of Rancho Cucamonga, CA (2004): A
developer requested a shared parking study for their Town Square Place project in the City of Rancho
Cucamonga. The project consists of a 112-room hotel, 14,500 sf of restaurant and 17540 sf of retail use.
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The study was reviewed by the City of Rancho Cucamonga.
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Avalon Hotel Parking Study, Beverly Hills, CA (2004): The 86 room Avalon Hotel and the 143-seat
Blue on Blue Restaurant within the hotel has limited on street parking. The hotel has 68 parking spaces on
site and an additional 133 spaces at other facilities. Hotel and restaurant guests are encouraged to use the
hotel's free valet service as well as on-street parking. Katz, Okitsu & Associates examined the parking
demand at the hotel and restaurant to determine whether the current valet system was sufficient for
parking needs. The study found that there was sufficient parking capacity available for the hotel with its own
and arranged capacity to accommodate hotel and restaurant guests. There was also sufficient on street
parking capacity for restaurant patrons.
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San Pedro & Peninsula YMCA Traffic & Parking Study (2004): The County of Los Angeles
requested a traffic and parking study be conducted for the proposed San Pedro and Peninsula YMCA
expansion and construction project. The project would include consolidation and redesign of four separate
parking lots into one totaling 190 on-site spaces; redesign and expanded walking trail; new one story
building; and consolidation of three northern access driveways into a single driveway. Katz, Okitsu &
Associates provided analysis of the existing conditions at intersections of Bandini Street/3rd Street and
Bellmarin Drive/3rd Street; a trip generation study of the existing YMCA facility. during the weekday a.m.
and p.m. peak periods; and analysis of ingress/egress issues at the existing YMCA driveway on Bandini
Street.
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Culinary Arts & Economic Development Campus, Long Beach Community College District
Traffic & Parking Study, Long Beach, CA (2004): The Long Beach Community College District
(LBCCD) requested a traffic and parking study at the site of the Los Coyotes Diagonal in Long Beach, CA
for a proposed Culinary Arts & Economic Development Campus. which would be open for classes from
7 AM to 10 PM. Katz, Okitsu & Associates performed the traffic and parking study as part of the
environmental documentation. The traffic and parking study included traffic analysis in the surrounding
project area; CEQA environmental documentation; a project trip generation report; parking/access analysis
based on the applicable City codes; as well as access and vehicle storage requirements for up to three
driveway layouts.
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Downtown Parking Study, Ventura, CA (2003): Katz, Okitsu & Associates prepared a parking study
for the City of San Buenaventura's Downtown Specific Plan Update. The study documented the current
parking supply and demand under standard conditions and determined the need for anticipated future
parking within the study area. It included recommendations for parking increases and enhancements to
meet near and long term needs of the Downtown Specific Plan. Katz, Okitsu & Associates conducted field
surveys and analyzed parking spaces on City streets and public parking lots. Katz, Okitsu & Associates will
be projecting future parking needs for the Year 20 lOin the downtown area. Reference: Mr. Thomas
Mericle, City Transportation Engineer, City of San Buenaventura, 50 I Poli Street, Room 120,
Ventura, CA 93002; tel: (805) 654-7774.
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King Fahad Mosque Traffic and Parking Monitoring Program, Culver City, CA (2003): In order
to accommodate increased use of their facility in Culver City, King Fahad Mosque undertook an
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enlargement of the prayer hall, kitchen and eating area. The City of Culver City requested a study to
determine that the amount of parking was adequate to meet demand and that mosque patrons were
parking in the designated parking areas. Katz, Okitsu & Associates conducted a parking study to collect data
on peak usage during the typical non-Ramadan schedule of worship on two Fridays, three months apart.
The study examined available parking spaces, use of off-site parking, number of vehicles entering and
leaving, auto occupancy, number and general approach and departure direction of pedestrians entering and
leaving the mosque and total number of mosque occupants during the parking study times. The firm
attended meetings with the City and discussed required mitigation measures as necessary.
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Santee Court Parking Structure Traffic Impact Study, Los Angeles, CA (2003): A developer
proposed to construct a 43S-space multi-modal parking structure on a 23,890 sf site at 636 Maple Avenue
in downtown Los Angeles. The garage would be built over an existing MT A bus layover facility that would
be located on the ground floor. The City Zoning Administrator responsible for the area requested that the
traffic study include a comparison analysis examining potential traffic impacts from a one-story 19,112 sf
retail structure on the site, rather than a parking structure. Katz, Okitsu & Associates prepared a traffic
study forecasting the trips generated by each development scenario and evaluated the impacts on the
surrounding roadway system. The study concluded that neither the proposed parking garage nor the
alternative retail use would create any significant roadway impacts within the project study area.
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Shared Parking Analysis for Monterey Park Mall/NBC Seafood Restaurant, Monterey Park,
CA (2003): Katz, Okitsu & Associates conducted a shared parking analysis for the City of Monterey Park
Redevelopment Agency to document parking demand during peak parking periods and to determine if
there was sufficient parking supply to accommodate the demand generated by the NBC Restaurant. The
firm performed parking occupancy counts in the mall to determine current parking utilization; calculated
parking requirements based on City Code to determine if there were any deficiencies for existing shopping
center uses; calculated parking generation forecasts for the restaurant to determine if there was sufficient
parking available within the center; calculated the parking supply that would be required to accommodate
existing shopping center uses and the NBC Restaurant as a separate entity; and estimated the parking needs
of future uses that might fill vacancies at the mall. Katz, Okitsu & Associates found that the Mall had
sufficient parking supply during most weekday and weekend hours but that parking on mid-day and late
evening hours was near capacity. The firm provided recommendations to ensure that adequate and efficient
parking was provided for all uses of the mall.
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Atlantic Time Square Mixed-Use Development Traffic Impact Analysis, Atlantic Boulevard/
Hellman Avenue, Monterey Park, CA (2003): The Atlantic Time Square is a proposed 69-acre mixed.
use development consisting of 150 residential units, a 40,000 sf theater, 23,000 sf of restaurant space,
137,000 sf of specialty retail, and a 1,300-car parking garage to be located on Atlantic Boulevard near
Hellman Avenue in Monterey Park. Katz. Okitsu & Associates conducted a traffic circulation analysis for the
proposed project to determine traffic impacts at 10 intersections. The firm performed weekday AM and
PM and mid-day Saturday traffic counts; turning movement counts; assessing local circulation, performing a
field survey of traffic operations; computing the potential number of trips generated by the project and
collecting information on other proposed developments in the project. The firm also conducted a parking
analysis, calculating levels of service, and determined if the proposed project will impact the monitored
Congestion Management Program regional network.
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Ventura County Museum of History and Art Expansion Traffic and Parking Study, Ventura,
CA (2003): The Ventura County Museum of History and Art, located in downtown Ventura, California,
proposed a facility expansion from 15,000 sf to 39,000 sf. The project includes a meeting hall, library, new
art galleries, an outdoor discovery center, storage, bathrooms and mechanical rooms, offices, classrooms
and a new display hall. The existing off-street parking area contains five parking spaces and the number of
parking spots would remain the same after project completion, but would be relocated to a new on-site
area. Katz, Okitsu & Associates provided a traffic and parking analysis for the project. The study examines
the trip generation and parking demand created by the expansion based on City of Ventura traffic study
guidelines and parking codes. Reference: Mr. Thomas Mericle, City Transportation Engineer, City of
San Buenaventura, 50 I Poli Street, Room 120, Ventura, CA 93002; tel: (805) 654-7774.
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San Jose Federal Courthouse FEIS Traffic and Parking Analysis, San Jose, CA (2002): Katz,
Okitsu & Associates prepared a traffic impact analysis of 33 intersections in downtown San Jose during the
AM and PM peak periods. The study also addressed the parking needs for the courthouse and surrounding
area, since the courthouse would be developed with a limited supply of parking. As part of the parking
analysis for the EIS, the firm supplemented a parking database to enhance the shared use parking analysis.
Katz, Okitsu & Associates staff also participated in the public hearing process and developed a TRAFFIX
model.
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IDEA Institute Parking Study, Santa Ana, California (200 I): Katz, Okitsu & Associates was
retained by the City of Santa Ana to analyze parking for a proposed IDEA (Interdisciplinary Digital
Exploration of the Arts) School Institute located in downtown Santa Ana. The project scope included an
inventory of the existing parking supply and demand throughout the downtown area, including on-street,
off-street, public and permit parking lots. The proposed parking demand for the site was then broken down
throughout the existing parking lots to determine where parking would be most feasible, to determine a
parking management plan for the proposed site that optimized the existing parking. Reference: Mr. T.e.
Sutaria, City Traffic Engineer, City of Santa Ana, 20 Civic Center Plaza, M-21, Santa Ana, CA
92702; tel: (714) 647-5604
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Embassy Court (Diamonds Billiard Club) Parking Study, Brea, California (2000): In July 2000,
the City of Brea retained Katz, Okitsu & Associates to conduct a parking study to describe the parking
demand analysis done for the changes in use proposed for the Diamonds Billiard Club in the Embassy Court
located in the City of Brea. The primary focus of the study was to determine whether or not the available
parking supply can accommodate parking demands for the hotel, the mix of tenants in the commercial
center, plus the dance floor/entertainment use, given the varying hours of operation for the land uses in the
vicinity of the Embassy Court complex. Katz, Okitsu & Associates concluded that there were no adverse
parking impacts on the current parking supply included in the reciprocal parking agreement among the
Embassy Suites Hotel, Embassy Court, and the Brea Civic and Cultural Center. Thus, there was no need
for additional parking spaces for the proposed change in use for the Diamonds Billiard Club. Reference:
Mr. Steve Hardy, AICP, Associate Planner, City of Brea, I Civic Center Circle, Brea, CA 92821; tel:
(714) 990-7674.
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City of San Francisco West of Van Ness Parking Assessment, San Francisco, California (2000):
The City of San Francisco provides a very limited supply of public on-street and off-street parking. The
City has created a parking impact analysis program to address shortages and guide in planning. Katz, Okitsu
and Associates was retained by the City to determine and document the parking supply and the
characteristics of demand in nine areas of San Francisco, constituting about one-half of the City. Our work
included data collection, surveying of public opinion, and extensive field inventory. Survey results were
collected and maintained in GIS format for future access and analysis. Reference: Mr. Ronald Szeto,
Dept. of Parking & Traffic, City of San Francisco, (415) 554-9805.
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Fontana Civic Center Parking Study, Fontana, California (2000): Katz, Okitsu & Associates is
currently preparing parking needs assessment for the City of Fontana as part of their Civic Center Master
Plan update. The study includes quantifying existing parking demand and utilization, and the quantification
of future parking needs for the expanded Civic Center. Katz, Okitsu & Associates is working with the
City's architect and various municipal departments as part of the on-going planning effort. Reference: Mr.
Ray Bragg, Community Redevelopment Director, City of Fontana, 8353 Sierra Ave., Fontana, CA
92335; tel: (909) 350-7697.
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Downtown Parking Management Program, Monterey Park, California (1999): The City of
Monterey Park received a Transportation Improvement Program (TIP), Call for Projects grant to
implement this program. The purpose of the Downtown Parking Management Program is to improve
mobility and reduce congestion in the downtown area. Katz, Okitsu & Associates was the lead consultant
firm for this contract. The City and the community's Task Force representatives sought an assessment of
the parking needs for the downtown district and the identification of recommended strategies to mitigate
existing and future traffic congestion resulting from development. Another goal of the study was the
development of a pedestrian plaza in the downtown that encouraged visitors to walk or take transit
between retail destinations. The downtown Central Business District is bordered to the north and south
by residential neighborhoods, so the effects of spillover parking are a major issue. Staff planners developed
the baseline Traffic Utilization Study that identified existing on-street and off-street parking usage, peak
hours for traffic movement, and properties which could serve as potential shared-parking sites. Reference:
Ms. Amy Ho, Transportation Program Manager, City of Monterey Park, (626) 307-1260.
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3 - Staff Qualifications
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Rock Miller, P.E., P. T.O.E - Principal Transportation Engineer
Mr. Rock Miller is a Vice President/Principal Engineer for
Katz, Okitsu and Associates. Mr. Miller is a registered
Traffic and Civil Engineer in the State of California and
has over 30 years of traffic planning, design. and
operations experience. As the former City Traffic
Engineer for Costa Mesa and staff Traffic Engineer with
the County of Orange, he is thoroughly familiar with the
latest capabilities and requirements available and
expected from cities and municipal governments. For the
past 18 years, Mr. Miller has been a consultant at the
senior or principal level in the field of traffic engineering.
He is nationally recognized as an expert in pedestrian
safety and circulation design. Mr. Miller has been
responsible for completion of a wide variety of unique
transportation projects. including an extensive array of
services in support of street improvement. He is also expert in signing and striping. street lighting, work
site traffic control, impact analysis, and the design of street and highway improvements. Mr. Miller is well
regarded for his ability to apply strong fundamental traffic engineering knowledge to custom situations.
Education
MS, Civil Engineering, UC Davis (1976)
BS, Civil Engineering, UC Davis (1973)
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Registration
Prof. Engineer, (Traffic) CA. #1139
Prof. Engineer, (Civil) CA. #29493
Prof. Traffic Operations Engineer, #205
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Year Entered Profession
1976
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Professional Affiliations
Member, International Board of Direction:
Institute of Transportation Engineers
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. Dana Point Harbor Releasing Plan Parking Study and Update, Dana Point, California:
Principal-in-Charge. Dana Point Harbor is a small craft harbor located in Southern Orange County.
including over 2000 boat slips, plus commercial. educational, and recreational facilities. Katz. Okitsu &
Associates has served in key roles for traffic and parking analysis for the Dana Point Harbor since 1998.
In 2004, the firm prepared a parking management plan that resulted in significant changes in
management of parking in the core commercial area. This plan resulted in a substantial increase in the
availability of public parking at times of past shortages. This was achieved through improvement of
management practices. time limits, and identification of secondary parking areas where use could be
increased. In 2006. KOA is preparing an update to the parking management plan to facilitate expansion
of Catalina ferry service and other new parking needs.
. Downtown Parking Meters Feasibility Study, South Pasadena, California: Principal-in-Charge.
The City of South Pasadena requested an analysis of the feasibility of installing parking meters in the
City's downtown commercial and adjacent residential areas. The need for parking meters in the City
has arisen due to the need to better manage time limit parking in commercial areas of the City. Katz.
Okitsu & Associates prepared the study. The study was prepared to analyze existing parking conditions
in the downtown area and in areas with heavy on street parking that is not primarily attributed to
residences. We conducted an inventory of existing parking supply and demand in relevant areas. The
installation of parking meters was recommended on certain commercial streets and streets adjacent to
public facilities in the downtown area of South Pasadena. The study concluded that the City could
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achieve the maximum amount of parking meter revenue while minimizing overall program cost by
metering only certain streets rather than the entire downtown areas.
. Institute of Transportation Engineers, District 6, International Director (2004-2006): Mr.
Miller completed 4 years of service to the Institute of Transportation Engineers District 6 Board,
serving 13 Western States, and served as the District President in 2000-200 I. In January 2007 he will
have completed his 3rd year of a 3-year service as one of the International Directors for District 6 (ITE).
. Instructor - University of California, Institute for Transportation Studies: Mr. Rock Miller,
P.E., is retained by the University of California, Institute of Transportation Studies, to conduct two
classes that are presented several times each year throughout California. He is the lecturer for topics
including Highway Capacity, Level of Service Analysis for highways and intersections, Intelligent
Transportation Systems, and the Manual of Uniform Traffic Control Devices.
. City of San Francisco West of Van Ness Parking Assessment, San Francisco, California:
Principal-in-Charge. City of San Francisco provides a very limited supply of public on-street and off-street
parking. The City has created a parking impact analysis program to address shortages and guide in
planning. Katz, Okitsu and Associates was retained by the City to determine and document the parking
supply and the characteristics of demand in nine areas of San Francisco, constituting about one-half of
the City. Our work included data collection, surveying of public opinion, and extensive field inventory.
Survey results were collected and maintained in GIS format for future access and analysis.
. Enhanced Pedestrian Crossing Study (Phase I & II) Santa Monica, California: Project Manager.
Mr. Miller led a multi-disciplinary team in the development of plan for enhancement of pedestrian
mobility for ten major corridors in the City of Santa Monica. The project team included an
Architect/Urban Planner, a Landscape Architect, and two pedestrian mobility specialists. The project
addressed substantial community concerns over pedestrian safety and mobility. The project team
achieved a consensus for various pedestrian circulation improvements through a series of public
workshops and meetings. Recommended measures include an innovative "in-ground" crosswalk flasher
warning system at ten locations. The project is completed.
. Second and Fourth Street Streetscape Study, Santa Monica, CA. Mr. Miller led Katz, Okitsu
& Associates contributions to a multidisciplinary team to provide streetscape improvements in
downtown Santa Monica along two commercial roadways that travel parallel to the Third Street
Promenade. The Promenade is the retail anchor for a widely recognized downtown commercial
development. The streetscape improvements are an important component to a program to improve
the vitality of adjacent streets to increase commercial opportunities in the downtown area.
. Town Plaza, Culver City, California: Mr. Miller has consulted with Culver City on numerous
projects in the downtown area. A recent project analyzed traffic and parking needs for a proposed
multi-screen cinema project that would utilize parking that was already available in nearby parking
structures. The project was constructed successfully and has helped to stimulate a renaissance in
downtown Culver City.
. Embassy Court Parking Study, Brea, California: Principal-in-Charge. In December 2005, the City
of Brea was evaluating the parking needs of a potential Conditional Use Permit for a proposed
hairdressing academy to operate within the Embassy Court commercial center. Katz, Okitsu &
Associates was retained to examine whether the proposed use would result in parking deficiencies at
the project site. We collected existing parking demand data at the commercial center and the Brea
Civic and Cultural Center, due to a reciprocal parking agreement between the two buildings. Forecast
parking demand from the proposed academy was added to the existing demand to determine future on
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site parking adequacy. In addition, a shared parking calibration model was created to forecast hourly
parking demand based upon operating hours of the businesses. It was determined that the amount of
parking stalls shared between Embassy Court and the Civic Center would be adequate to meet the
expected parking demand after Toni & Guy relocates into Embassy Court.
. Various Parking Studies, Anaheim, California: Principal-in-Charge. Katz, Okitsu & Associates has
prepared numerous parking studies in the City of Anaheim for retail, office, commercial, hotel,
restaurant, residential, and church-related developments. Parking characteristics for each site had to be
identified by studies of comparable facilities and agreed to by City staff. The results of these surveys and
analysis were then compiled into a final parking study to address total parking demand and shared
parking opportunities for each site. To date we have conducted over 40 parking studies.
. Mater Dei High School Traffic Study, Santa Ana, California: Project Manager. Conducted a
study of existing and future traffic and parking conditions at the campus of Mater Dei High School in
Santa Ana for incorporation into an EIR. The existing campus generates substantial traffic and parking
on arterial highways and neighborhood streets in the vicinity. The traffic study analyzed arterial traffic
level of service and changes in neighborhood parking demand. The study was prepared for an
Environmental Impact Report addressing a master plan for the 2100 student campus.
. Orange County Marine Institute Expansion Project, Dana Point, California: Principal-in-
Charge. Katz, Okitsu & Associates was retained by Abacus Project Management to conduct a parking
analysis for the Orange County Marine Institute. The Institute is located within the Dan Point Harbor
property that offers marine education to young school students throughout Southern California. Katz,
Okitsu & Associates analyzed the traffic and parking impacts of a proposed expansion of the facility.
The traffic analysis required unique traffic generation estimates, based upon the varied unique usages of
the site. The parking and circulation analysis also required special consideration of high bus usage.
. Articles I Publications I Awards
).- Safety in Marked and Unmarked Crosswalks, Article in ITE, Traffic Engineering Council Newsletter,
May 2000.
).- 2002 WesternlTE Editors Award - Institute of Transportation Engineers District 6 -
For the Article In Pavement Flashing Crosswalks - State of the Art by Rock Miller, PE and George
Dore, PE. Article Published in WesternlTE November-December 200 I.
~ 43rd Annual Award Best Technical Presentation - Crosswalks: How Does the Chicken Cross the
Road? - Jackson Hole ITE Conference in May 2005.
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Ronn Knox - Associate Planner
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Mr. Knox is an Associate Transportation Planner for
Katz, Okitsu & Associates. Mr. Knox has 14 years
experience in travel demand forecasting, traffic impact
analysis, highway and transit ridership modeling,
transportation model development, statistical analysis,
origination and destination analysis, parking studies,
bicycle studies, trip generation development, and transit
planning. Prior to joining Katz, Okitsu & Associates, Mr.
Knox worked for the County of Orange and in the private sector developing micro and macro models for
travel demand forecasting and management traffic impact and parking studies, conducting origin-destination
surveys, and statistical analysis. Some his project that he has been involved with include:
Education
MS, Management Science, California State
University, Fullerton (1991)
BA, Management Information Systems &
Finance, California State University, Fullerton
( 1985)
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. Red Hill Parking Study, Tustin, California: Project Manager. Katz, Okitsu & Associates was
retained by the City of Tustin to evaluate parking conditions along Red Hill Avenue, a major north-
south street in the City. The purpose of the study of parking conditions along the street was to
determine the expected effect of prohibiting on-street parking. The study examined the expected
effects a parking prohibition along Red Hill would have on adjacent streets and parking lots, particularly
its expected impact upon neighborhood parking in the area. The Study determined that in most cases
there were an adequate number of both adjacent off-street and on-street parking spaces so that either
could accommodate any displaced parking demand from Red Hill Avenue. In some cases parking
demand along certain segments of Red Hill could not be accommodated off-street, and would likely be
diverted to nearby residential neighborhoods unless appropriate parking regulations and/or a permit
program were in place. The study report documented the results of the observations of parking supply
and demand along Red Hill Avenue, adjacent neighborhood streets, and adjacent parking lots. The
report was provided to the City to assist in determining appropriate parking policy and in making
decisions that may affect traffic and parking conditions along Red Hill.
. Downtown Parking Meters Feasibility Study, South Pasadena, California: Project Manager.
The City of South Pasadena requested an analysis of the feasibility of installing parking meters in the
City's downtown commercial and adjacent residential areas. The need for parking meters in the City
has arose due to the need to better manage time limit parking in commercial areas of the City. Mr.
Ronn Knox prepared the study. The study analyzed existing parking conditions in the downtown area
and in areas with heavy on street parking that is not primarily attributed to residences. Mr. Knox
conducted an inventory of existing parking supply and demand in relevant areas. The study concluded
that the City could achieve the maximum amount of parking meter revenue while minimizing overall
program cost by metering only certain streets rather than the entire downtown areas.
. Fairway Villas Parking Study, Orange County, California: Project Manager. Mr. Knox conducted
a parking study for a proposed condominium conversion project in unincorporated Orange County.
The proposed project consisted of converting an existing 32-unit apartment complex into a 32-unit
condominium complex. The study determined the adequacy of the existing parking facilities and
proposed parking supply for the proposed condominium conversion. Included in the analysis was an
evaluation of the adequacy of shared on street parking with nearby land uses, particularly the nearby
residential areas. Parking adequacy was determined based on the findings of a parking occupancy
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survey, which showed actual parking supply and expected parking demand for the site and surrounding
neighborhood. The parking occupancy survey determined that on-site parking supply could be expected
to exceed parking demand. Katz, Okitsu recommended stipulations in the community CC&R's to
ensure full utilization of available parking spaces.
. Church Parking Study, La Habra, California: Project Manager. Katz, Okitsu & Associates
conducted a parking study for Calvary Chapel La Habra in the City of La Habra. The Church is
established in a former retail center on Euclid Street in the City of La Habra. The parking study
analyzed the adequacy of on-site and off-site parking for the existing Church uses as well as a proposed
coffee shop to be open to the public. The proposed coffee shop would occupy space once devoted to
a cafe and reserved for internal Church functions. Mr. Knox addressed the feasibility and necessary
scope of a shared parking arrangement with the off-site land uses. The feasibility study was based on
several issues, including the availability and convenience of surplus parking, the extent of parking
deficiency of on-site parking, and traffic and parking conditions at the off-site locations. The adequacy
of proposed parking was evaluated using the shared parking methodology outlined in the Urban Land
Institute study Shared Parking; with hourly accumulation of parking revised to reflect local conditions
and local land uses. The results of the field surveys and analyses were compiled into a report for
review by the City of La Habra staff. Recommendations were made regarding appropriate parking
supply for the proposed use.
. Dana Point Harbor Releasing Plan Parking Study and Update, Dana Point, California:
Project Manager. In 2006, Mr. Knox is preparing an update to the parking management plan to facilitate
expansion of Catalina Island ferry service and other new parking needs. The update included reviews of
time limits, parking on the island, the proposed expansion and relocation of parking for appropriate
uses, employee parking, possible remote parking locations, shuttle services, special event parking, and
current opportunities and needs. The study evaluated alternative solutions and made recommendations
for the most appropriate solutions for parking management at Dana Point Harbor.
. Old Town Pedestrian Crossing Study, Tustin, California: Project Manager. Katz, Okitsu &
Associates prepared a study to analyze an uncontrolled marked pedestrian crossing location at the
intersection of Main Street at Prospect Avenue in the Old Town area of the City of Tustin. The study
evaluated the physical, environmental, and operational characteristics of the crossing at this location to
determine if it was a candidate for removal or improvement. The study also reviewed the accident
history at the location, and evaluated potential enhancements that could improve the safety or
effectiveness of the marked pedestrian crossing. Mr. Knox evaluated the location to justify retention or
removal of the marked crosswalk. The criteria used in the evaluation included crossing purpose,
pedestrian usage, traffic and parking conditions, safety considerations, proximity to controlled crossing
locations, feasibility of or presence of enhancements, environmental factors, accident history, proximity
to pedestrian generators and bus stops, and appropriate traffic control options.
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Joel Falter - Principal Transportation Planner, QAt QC
Joel Falter has 26 years of transportation planning and
parking analysis experience in Southern California. Mr.
Falter is the manager of Katz, Okitsu & Associates'
Monterey Park office, and he has managed many city-wide
transportation planning projects and is extremely familiar
with the local transportation issues and challenges these
projects present. The range of projects he has managed
includes city-wide and area-wide transportation master
plans, traffic impact analyses for numerous development
projects, goods movement and trucking studies, parking
studies, bicycle master plans, and travel demand modeling
studies using a variety or macro and micro modeling
software. Mr. Falter has managed numerous projects, which assessed a large number of locations including
the Los Angeles County Congested Corridors Study that evaluated over 180 intersections. Some of the
citywide traffic studies he has completed include Monterey Park, Montebello, Colton, Mojave, Maywood, La
Puente, La Mirada and Rosemead. Some of his parking-related studies include:
. Monterey Park Downtown Parking Management Program, Monterey Park, CA: Project
Manager. Mr. Falter assessed downtown district parking needs and developed a list of strategies to
mediate existing and future traffic congestion resulting from development. The City also wished to
further develop a downtown pedestrian plaza to encourage visitors to walk or take transit between
retail destinations. The downtown Central Business District is bordered to the north and south by
residential neighborhoods, so the effects of spillover parking are a major issue. Mr. Falter was the lead
consultant for this contract and developed the baseline Traffic Utilization Study that identified existing
on-street and off-street parking usage, peak hours for traffic movement, and properties which could
serve as potential shared-parking sites.
. Manama Port Master Plan Traffic and Parking Analysis, Manama, Bahrain: Project Manager.
The Port of Manama, Bahrain proposed to develop various mixed-use waterfront improvements to be
constructed in two phases. Phase I included 92,000 square meters of mixed-use development projects
and 1,000 parking spaces. Phase 2 included an additional 13,500 square meters for mixed uses and
1,000 for additional parking spaces. Mr. Falter managed the travel forecasts and parking demand analysis
elements of the transportation master plan portion of the Manama Port Master Plan.
. Ventura Downtown Specific Plan Update Parking Study, Ventura, CA: Project Manager. The
study sought to document the current parking supply and demand under standard conditions and
determine the need for anticipated future parking within the study area. It included recommendations
for parking increases and enhancements to meet near and long term needs of the Downtown Specific
Plan. Mr. Falter conducted field surveys and analyzed parking spaces on City streets and public parking
lots. The area of study is bounded by the US 101 Ventura Freeway on the south, the SR-33 Ojai
Freeway on the west, Sanjon Road/Crimea Street on the east and Buena Vista StreetlPoli Street on the
north, incorporating the downtown core area of the city. He found that the downtown area had
sufficient parking capacity to accommodate typical demand. Mr. Falter projected future parking needs
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MS, Transportation Engineering,
UC Berkeley (1980)
BA, Transportation and Regional Planning,
SUNY Buffalo (1979)
Year Entered Profession
1979
Affiliations
Institute of Transportation Engineers
American Planning Association
Women's Transportation Seminar
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~_ Planning and Engineering
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for the Year 20 I 0 including natural growth, known, and anticipated major developments in the
downtown area. Recommendations included a shared parking analysis and a parking management plan.
. Wilshire Rodeo Plaza Parking Analysis, Los Angeles, CA: Project Manager. Katz, Okitsu &
Associates was retained to evaluate the current parking demand at Wilshire-Rodeo Plaza.
Comprehensive parking data of the Plaza was gathered to determine the current parking demand of the
Plaza. The site is a mixed-use property. Wilshire-Rodeo Plaza is predominantly used for office space
with a number of retail tenants, such as Nike and Burberry, occupying the street level. In order to
identify the variations parking demand patterns in the Plaza, Katz, Okitsu & Associates documented the
usage of the existing parking spaces during a typical week. Parking data were collected for one week
between the hours of 8:00AM and 9:00PM. In addition, all visitors were observed to determine
whether they were visiting the office or retail component of the site.
. Fontana Civic Center Parking Study, Fontana, CA: Principal-in-Charge. Mr. Falter directed the
parking needs assessment portion of the City's Civic Center Master Plan update. The study included the
quantification of existing parking demand and utilization as well as future parking needs for the
expanded Civic Center. Mr. Falter worked with the City's architect and various municipal departments
as part of the on-going planning effort. A key element of this analysis was the development of a parking
demand assessment and needs analysis for the new library, which will be expanded from local branch
status (8,430 sf) to regional facility status at 105,000 sf.
. Santee Court Parking Structure Traffic Impact Study, Los Angeles, CA: Project Manager. A
developer proposed to construct a 435-space multi-modal parking structure on a 23,890 sf site at 636
Maple Ave. in downtown Los Angeles. The garage would be built over an existing MT A bus layover
facility that would be located on the ground floor. The City requested a traffic study to include a
comparison of potential traffic impacts from a one-story 19,112 sf retail structure on the site, rather
than a parking structure. Mr. Falter prepared a traffic study forecasting the trips generated by each
development scenario and evaluated the impacts on the surrounding roadway system. The study
concluded that neither the proposed parking garage nor the alternative retail use would create any
significant roadway impacts n the project study area.
. King Fahad Mosque Traffic and Parking Monitoring Program, Culver City, CA: Project
Manager. In order to accommodate increased use of their facility in Culver City, the Mosque undertook
an enlargement of the prayer hall, kitchen and eating area. The City of Culver City requested a study to
determine that the amount of parking was adequate to meet demand and that mosque patrons were
parking in the designated parking areas. Mr. Falter conducted a parking study to collect data on peak
usage during the typical non-Ramadan schedule of worship on two Fridays, three months apart. The
study examined the availability of parking spaces, use of off-site parking, number of vehicles entering and
leaving, auto occupancy, number and general approach and departure direction of pedestrians entering
and leaving the mosque and total number of mosque occupants during the parking study times.
. Santa Monica Airport Park, Santa Monica, CA: Project Manager. Mr. Falter managed the
assessment of the parking impacts of a new park to be developed along 23rd Street in Santa Monica on
the grounds of the Santa Monica Airport. He recommended measures to avoid loss of parking at the
site and analyzed the layout of existing parking lots and identified opportunities to enhance their
effectiveness via re-striping.
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SUBCONSUL TANTS
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Traffic Data Services, Inc.
Traffic Data Services, Inc. (TDS) is pleased to team with KOA for providing traffic data collection, as
required for this project. TDS is located in Santa Ana and is a full-service fully insured (including
professional liability) traffic data firm that was created over 18 years ago to provide accurate traffic data in a
timely matter. As a leader in traffic data collection, their experienced staff has completed numerous
surveys throughout southern California. Their goal continues to be consistent quality service and customer
satisfaction. TDS has been involved in numerous citywide and other major data collection projects. Some
projects the company has completed in the proposed study area cities include, various turning movements
and ADT counts, Tustin Citywide Counts, Beach Boulevard and Imperial Highway 7-day counts and
various parking data collection.
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Per the RFP requirements, the fee estimate is presented in a separate sealed envelope. Katz, Okitsu &
Associates understands that the project may be partially or wholly funded through the Community
Development Block Grant (CDBG), Redevelopment Agency, General Fund, or other funding sources.
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Katz, Okitsu & Associates trusts that the information in this document has provided City of Tustin with the
information required to positively judge our firm's qualifications, suitability, and interest in this study. Any
questions regarding the scope of services and qualifications may be directed to Mr. Rock Miller at (714)
573-0317. The proposal is valid for 120 days.
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5 - Appendix
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Katz, Okitsu & Associates has provided a "Sample Parking Report" per the RFP requirements.
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Dana Point Harbor
Parking Management Plan
Draft Report
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July 2006
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Prepared for:
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Vintage Marina Partners
34512 Embarcadero Place
Dana Point, CA 92624
(949) 496-6177
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Prepared by:
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~_ Planning and Engineering
17852 E. Seventeenth Street, Suite 102
Tustin, CA 92780-2142
(714) 573-0317
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Job No.: JA5978
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17852 E. Seventeenth Street
Suite 102
Tustin, California
92780-2142
714.573.0317
fax: 714.573.9534
koaoc@katzokitsu.com
www.katzokitsu.com
Los Angeles
323.260.4703
fax: 323.260.4705
Ontario
909.890.9693
fax: 909.890.9694
San Diego
619.683.2933
fax: 619.683.7982
Oakland
408.608.7707
fax: 408.255.3971
rKatz, Okitsu & Associates
...... Planning and Engineering
July 31,2006
Mr. Brian Dunn,
Vintage Marina Partners
34512 Embarcadero Place
Dana Point, CA 92624
Subject:
Dana Point Harbor Parking Management Plan
Dear Mr. Dunn:
Katz, Okitsu & Associates is pleased to submit the attached report addressing
parking management in Dana Point Harbor. The report provides an update on the
parking supply in the Harbor area, including reviews of time limits, parking on the
island, the proposed expansion and relocation of parking for appropriate uses,
employee parking, possible remote parking locations, shuttle services, special event
parking, and current opportunities and needs.
This report was prepared as a follow-up to the November, 2004 Dana Point Harbor
Parking Management Plan which reviewed Dana Point Harbor parking needs during
all phases of construction of the proposed parking structure and the Dana Point
Harbor Commercial Core Reconstruction Project. This study describes the results of
the analysis of parking conditions and presents the recommended parking
management plan for the present and until parking is disrupted by the
reconstruction of the commercial core.
If there are any comments or revisions that require my response, please notify me as
soon as possible. It has been a pleasure to provide this study to Vintage Marina
Partners. Please contact me if you require any additional information, or if you have
any questions about the report.
Sincerely,
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Rock E. Miller, P.E.
Principal
j:lcitieslDanaPtVA5978 Harbor PMP UpdatelDana Point Harbor PMP Update.doc
Table of Contents
1. BACK G ROUND ................................... ...................... .............. .......................................................... 1
2. PARKING NEEDS AND ALTERNATIVES ................................................................................... 5
2.1 Parking Needs.......................................................................................................................... 5
2.2 Parking Alternatives............................................................................................................. .14
Alternative 1 - Move Employee Parking to the Island .......................................................................14
Alternative 2 - Move Employee Parking to DPMC Lot 2...................................................................17
Alternative 3 - Move Employee Parking to the Doheny Lot............................................................... 19
Alternative 4 - Move Catalina Express Parking to the Island............................................................ 19
Alternative 5 - Move Sport Fishing to the Island ............................................................................... 21
Alternative 6 - Move Sport Fishing to the Existing Employee LoL................................................... 21
Alternative 7 - Move Sport Fishing to the Cove ................................................................................. 22
Alternative 8 - Move Sport Fishing to the Harbor Patrol Dock......................................................... 22
Alternative 9 - Increase use of Merchant Parking Passes .................................................................22
Alternative 10 - Increase Valet Parking.............................................................................................23
Alternative 11 - Expand Time Limit Parking Hours .......................................................................... 24
Alternative 12 - Install Gated Time-Limit Parking in Mariner's Village and Dana Wharf.............. 25
Alternative 13 - Install Pay-and-Display Parking.............................................................................. 26
Alternative 14 - Install Parking Meters.............................................................................................. 27
Alternative 15 - Expand Remote/Off-Site Parking .............................................................................27
Alternative 16 - Allow Parking on Golden Lantern ........................................................................... 33
Alternative 17 - Remove All Parking Restrictions.............................................................................. 33
Alternative 18 - Parking Shuttle Provisions...............................................................:....................... 34
3. RECO MMEND A TI 0 NS/CO N CL USI 0 NS ...................................................................................35
_ Katz, Okitsu & Associates
..... I'fonniIlr GRd f.Rgineerq
Dana Point Harbor
Parking Management Plan Draft Report
List of Figures
FIGURE 1.1 - DANA POINT HARBOR STUDY AREA ......................................................................................2
FIGURE 1.2 - DANA POINT HARBOR PROPOSED REVITALIZATION PLAN.................................................... 3
FIGURE 1.3 - DANA POINT HARBOR EXISTING PARKING DEMAND ............................................................. 4
FIGURE 2.1 - DANA POINT HARBOR PARKING LOTS.................................................................................... 6
FIGURE 2.2 - MARINER'S VILLAGE MAIN PARKING LOT............................................................................. 7
FIGURE 2.3 - MARINER'S VILLAGE NORTH PARKING LOT .......................................................................... 8
FIGURE 2.4 - DANA WHARF PARKING, NORTH SECTION .............................................................................9
FIGURE 2.5 - DANA WHARF PARKING, NORTHWEST SECTION .................................................................. 10
FIGURE 2.6 - DANA WHARF PARKING, SOUTHEAST SECTIONFIGURE 2.7 - EMPLOYEE LOT....................ll
FIGURE 2.7 - EMPLOYEE LOT ................... .................................... .............................................................. 12
FIGURE 2.8 - EAST ISLAND MARINA LOT...................................................................................................15
FIGURE 2.9 - WEST ISLAND MARINA LOT.................................................................................................. 16
FIGURE 2.10 - DANA POINT MARINA COMPANY LOT 2 ............................................................................. 18
FIGURE 2.11 - DANA POINT HARBOR DRIVE, OPTION 1 ............................................................................ 29
FIGURE 2.12 - DANA POINT HARBOR DRIVE, OPTION 2 ............................................................................30
FIGURE 2.13 - MARINA INN WEST CORNER LOT ....................................................................................... 32
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Dana Point Harbor
Parking Management Plan Draft Report
1. Background
Dana Point Harbor is owned and operated by the County of Orange, providing boating, fishing,
dining, shopping, and other commercial and recreational opportunities since opening in 1971.
Redevelopment plans for the Harbor began to develop in 1997 with the creation of the Dana Point
Harbor Task Force. This group of stakeholders, composed of harbor tenants, harbor user groups,
and representatives of local jurisdictions, met to formulate a plan to revitalize Dana Point Harbor.
The goals of the plan are to revitalize existing facilities and make related parking improvements
while preserving the character of the harbor area. The revitalization plan includes the
reconstruction of the "Commercial Core" area, a group of older buildings in the Mariner's Village
and Dana Wharf areas that contain a variety of restaurants and retail establishments. A key
component of the revitalization plan is the Dana Point Harbor Parking Management Plan (PMP).
The PMP addresses existing parking issues and formulates a parking plan designed to
accommodate the future parking needs of the harbor area.
Katz, Okitsu & Associates originally prepared the PMP in May 2002. The primary goals of that
report were to identify the excess demand or excess supply of parking in the harbor area for each
user group and construct a plan to meet the demand of all user groups. That report noted high
utilization rates during weekends in the summer and on special events such as the Fourth of July
holiday. The analysis led to several recommendations to distribute available parking in an efficient
and equitable manner through user designations and time restrictions.
The PMP considers changes in parking supply and needs brought about by the conceptual
revitalization plan. The conceptual plan provides for new commercial buildings to be constructed
in the existing DPMC Lot 6 parking lot, a new parking structure in the existing employee parking
lot, and the reconfiguration of the harbor entry at Street of the Golden Lantern. These
improvements will impact the supply of parking for all harbor user groups during construction,
particularly employees. Upon completion of the project an equitable and convenient allocation of
available parking must be made among the various user groups.
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This report provides an update on the parking supply in the harbor area since completion of the
previous update in 2004. The report reviews time limits, parking on the island, the proposed
expansion and relocation of Catalina Express parking, possible remote parking locations, shuttle
services, special event parking, and current opportunities and needs. The updated study considers
the needs of the various user groups of the harbor, including boaters, shoppers, employees,
restaurant patrons, marina slip renters, and recreational visitors. The reapportionments of
parking and changes to harbor access discussed in the previous study are reviewed in light of
existing conditions and needs. Figure 1.1 shows the Dana Point Harbor study area, Figure 1.2
illustrates the proposed Harbor Revitalization Plan, and Figure 1.3 shows the existing parking
demand.
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Dana Point Harbor
Parking Management Plan Draft Report
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Harbor Study Area
Dana Point
Parking Management Plan
City of Dana Point
Dana Point Harbor
Last Revised: Apri/20,2006
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Planning and Engineering
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Plan
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City of Dana Point
Dana Point Harbor
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Planning and Engineering
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Parking Needs
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Dana Point Harbor is served by about 20 distinct parking areas, allocated among public, private,
and commercial uses. The most heavily used lots are in the commercial core area in the vicinity of
Mariner's Village and Dana Wharf. These lots are very popular with shoppers, restaurant patrons,
and sport fishing enthusiasts, particularly during the peak summer season. Employee parking is
also located in this area. The Mariner's Village and Dana Wharf areas will be redeveloped as part
of the revitalization plan. Included in this redevelopment will be a new parking structure to be
located generally on the site of the employee parking lot and a portion of the launch ramp parking
lot. When the parking structure construction starts it will be necessary to move employee parking
elsewhere. Figure 2.1 illustrates the parking lots in the Dana Point Harbor area.
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Parking demand has historically been very high in the Mariner's Village and Dana Wharf areas of
the harbor during peak times, particularly weekends in the summer and special events such as the
Fourth of July holiday. These lots continue to be heavily utilized at peak times by a mix of
commercial and recreational users. The original Parking Management Plan recommended
establishing time limits to discourage long-term use of these lots which are the most convenient
for shoppers and restaurant patrons. Four-hour time limits were established as a result of these
recommendations. The Mariner's Village Main Parking Lot is shown in Figure 2.2, and the
Mariner's Village North Parking Lot is shown in Figure 2.3. Figure 2.4 shows the north section of
Dana Wharf, Figure 2.5 shows the northwest section of Dana Wharf, and Figure 2.6 shows the
southeast section of Dana Wharf parking.
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Recent observation indicates that the employee parking lot is not adequate to accommodate
existing employee parking demand. During peak days/times, especially in the summer and for
special events the employee lot is not large enough to accommodate all employees. The parking
survey completed in 2004 indicated that this lot is operating at over 90% of capacity during peak
days/times. An occupancy rate of 85% is considered the maximum desired rate to ensure smooth
operation. Recent spot observations confirm that the lot often experiences higher parking use
than the number of stalls available. This is possible by double parking and parking along aisles,
especially at the north end of the lot. Figure 2.7 illustrates the existing employee parking lot
layout.
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It is estimated that approximately 40 - 50 additional parking spaces are needed for employees on
Saturdays and Sundays between 11 AM and 3 PM. The "spillover" of employee parking demand
at this time goes into the Mariner's Village lot.
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5
Dana Point Harbor
Parking Management Plan Draft Report
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a-I Katz, OkitslI & Associates City Of Dana Point
Planning and Engineering Dana Point Harbor Parking Management Plan
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Planning and Engineering Dana Point Harbor Parking Management Plan
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Parking Management Plan
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Dana Point Harbor
Last Revised: April 20, 2006
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Planning and Engineering
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Planning and Engineering Dana Point Harbor Parking Management Plan
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Planning and Engineering Dana Point Harbor Updated Parking Management Plan
Figure 2.7
Employee Lot
Parking Needs and Alternatives
On peak use days, generally, all publicly available parking areas are highly used in the Harbor area,
with the exception of the small parking area west of the Marina Inn. On average use days,
parking in the commercial core is near capacity, so that finding convenient parking can be
difficult. Parking is more available in other public parking areas, including the Youth and Group
lot, the inland lot near the Cove, and on street parking areas along Dana Point Harbor Drive.
The parking situation in the commercial core is generally more substantial than in other areas of
the Harbor. The most effective strategies would involve increasing supply in the commercial core
or decreasing demand in the core. Strategies to increase public parking in other areas will not be as
effective, unless combined with strategies to reduce the demand for parking in the commercial
core. However, the most desirable strategies should not create the potential to result in new
parking shortages in areas that have lower demand. Rather, strategies should strive to achieve
comfortable levels of use in parking lots, while preserving enough parking for new arrivals to find
parking without great difficulty.
Parking is generally less severe in the restricted areas of the Harbor, with the exception of the
employee lot, as noted above, and Lot 6, the small reserved lot located between Mariners Village
and Dana Wharf. Parking is substantially underutilized on the island in the two restricted lots
that serve the east and west marinas (less than 50% full). Parking is also available in Lot 2, the
large lot that serves slips near Mariners Village, however this lot currently serves Catalina parking,
resulting in 50-75% usage during peak periods.
Other near-term parking needs that are the subject of this study include time limit parking on the
island, expansion of Catalina parking, shuttle buses, remote lots, valet parking, event parking, and
parking operations, regulations, and enforcement. This section will discuss those needs and
alternative solutions, while the following section will summarize recommendations on allocating
existing parking demand to available lots and spaces.
_ Katz, Okitsu & Associates
...... I'b1niIf 0IId ERgineetq
13
Dana Point Harbor
Parking Management Plan Draft Report
Parking Needs and Alternatives
2.2 Parking Alternatives
Eighteen alternatives for solving the Harbor's near-term parking needs were investigated. These
alternatives include various strategies for increasing available short-term parking in the Mariner's
Village and Dana Wharf areas, providing for additional sport fishing parking capacity, providing
for temporary employee parking, and providing for Catalina Express parking. The alternatives
investigated are summarized as follows:
1. Move employee parking to the island
2. Move employee parking to DPMC Lot 2
3. Move employee parking to the Doheny lot
4. Move Catalina Express parking to the island
5. Move Sport Fishing to the Island
6. Move Sport Fishing to the existing employee lot
7. Move Sport Fishing to the Cove
8. Move Sport Fishing to the Harbor Patrol dock
9. Increase distribution of parking passes
10. Increase valet parking
11. Expand time limit parking
12. Establish gated time-limit parking
13. Establish pay-and-display parking
14. Install parking meters
15. Expand remote parking
16. Allow parking on Golden Lantern
17. Remove all parking restrictions
18. Parking Shuttle Provisions
Alternative 1 - Move Employee Parking to the Island
An option to provide more employee parking would be to institute remote parking with a shuttle
service. The East Island lot and the West Island lot provide good potential areas for remote
parking for Employees. The East Island Marina lot is currently no more than 50% full, even
during a typical summer Saturday, and could therefore provide the necessary parking capacity.
Figure 2.8 shows the layout of the East Island lot and Figure 2.9 shows the West Island lot.
A relocation of employee parking to the island would require a passenger shuttle to accommodate
employee transportation to Mariner's Village, Dana Wharf, and other harbor areas. Any shuttle
operated for employees to/from a remote lot on the island would require continuous service until
after the last business closing time. This would assure employees that they would be able to park
their vehicles and get to and from other areas in the harbor safely and on-time.
_ Katz, Okitsu & Associates
...... f'ilInnfigond fllginee1~
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Dana Point Harbor
Parking Management Plan Draft Report
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. Katz, Okitsu & Associates ICity of Dana Point Figure 2.8
Planning and Engineering Dana Point Harbor Parking Management Plan - -
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Last Revised: April 20, 2006
._. Katz, Okitsu & Associates ICity of Dana Point
Planning and Engineering Dana Point Harbor Parking Management Plan
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Parking Needs and Alternatives
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A shuttle for employees to a remote parking lot would require security at the remote parking lot,
and there is already concern over employee security at the existing lot, especially when employees
must walk to the lot late at night. In addition, the cost of a shuttle for employees to a remote lot
would be a significant expense. Continuous service would be required due to highly variable work
schedules. Expenses for such a frequent shuttle service are estimated at $50,000 per vehicle for
vehicle acquisition (depreciated over 10 years) and $81,900 per year per vehicle for maintenance
and operations. Two vehicles would be required on 15-minute headways, resulting in an
acquisition cost of about $100,000 for the two vehicles and an operations/maintenance cost of
about $164,000 per year.
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Alternative 2 - Move Employee Parking to DPMC Lot 2
Employee parking could be accommodated at a location closer to the Mariner's Village area so that
a shuttle would not be required. The Dana Point Marina Company (DPMC) Lot 2, with 491 total
spaces, could provide a temporary location until the parking structure is completed.
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Dana Point Marina Company (DPMC) parking Lot 2 provides 491 spaces reserved for boat slip
renters and Catalina Island ferry users. Figure 2.10 shows the layout of Dana Point Marina
Company Lot 2. The original PMP reported that this lot experienced low utilization rates even
during peak periods and represented an opportunity to accommodate other harbor users if the
parking could be regulated in a manner that could guarantee no shortage of parking for slip
renters. As a result, Catalina Passenger parking was instituted in this lot, increasing utilization by
about 100 cars, typically.
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Recent observation showed that DPMC Lot 2 was about 75% full on a peak summer Saturday,
including the parking demand attributable to Catalina Express. There are about 100 spaces in this
lot that are not utilized, even during the peak summer season. If Catalina Express were moved to
another location there would be over 200 spaces available in DPMC Lot 2.
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The lot would be able to meet the overflow needs of employee parking without creating shortages,
and the number of employees allowed into the lot could be regulated by issuance of passes. The
lot would not be able to meet the needs of ALL employee parking at this time.
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It is estimated that 200 parking spaces are needed for employee use. This is based on the current
demand in the employee lot (125 spaces), observed "overflow' to red curb areas in the employee
lot, and existing employee parking passes. The 110 spaces in the Dana Point Marina Company
Lot 2 currently dedicated to Catalina Express could be redesignated as temporary employee spaces
while the parking structure is under construction (please see section on Catalina Express for
discussion of Catalina Express parking). Only 90 additional spaces would need to be set-aside in
DPMC Lot 2 for employee use to provide the total of 200 needed spaces.
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17
Dana Point Harbor
Parking Management Plan Draft Report
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_ Katz, Okitsu & Associates ICity of Dana Point Figure 2.10 I
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Planning and Engineering Dana Point Harbor Parking Management Plan Dana Point Marina Company - Lot 2 .
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Parking Needs and Alternatives
The temporary parking demand which would be generated by employee parking could therefore
be accommodated in the back three rows of spaces in DPMC Lot 2. DPMC Lot 2 could
accommodate the majority of displaced employee parking demand during the construction period
if Catalina Express parking were moved elsewhere.
Alternative 3 - Move Employee Parking to the Doheny Lot
The Doheny lot is located near the main entrance to the Harbor. The lot serves primarily as an
overflow lot for Doheny State Beach. There is a charge to use this lot.
The possibility of moving employee parking to the Doheny lot was not considered practical as this
lot experiences occupancy rates on summer Saturdays near 100% due to beach parking demand.
Also, unless employees were charged to park, this alternative would result in loss of revenue
($600-800 per weekend day) due to displacement of public vehicles that pay to park.
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Alternative 4 - Move Catalina Express Parking to the Island
Catalina Express Passengers are currently directed to park at the east end of Dana Point Marina
Company (DPMC) Lot 2. Dana Point Marina Company (DPMC) parking Lot 2 currently provides
about 491 spaces intended for boat slip renters. 110 spaces are set-aside in this lot for use by
Catalina Express. Catalina Express is seeking to expand its service in the summer. The company
wants to add an additional boat to its schedule, increasing the frequency of Catalina Boat service.
This increased service will initially be 7 days per week, June to September, with the potential to
expand to year-round operation. Potentially this could double the needed number of parking
spaces for this service from the current 110 spaces to 220 spaces. An option for meeting the
expected increase in parking demand would be to move Catalina Express parking to remote lots
and shuttle Catalina Express passengers to the Catalina Express dock.
As all Catalina Express passengers are long-term parking users, remote parking is an ideal way to
provide adequate parking for Catalina Express. The East Island lot and the West Island lot provide
the best potential areas for remote parking for Catalina Express. The East Island Marina lot is
under the same management as DPMC lot 2, which is currently used by Catalina Express. It is
also no more than about 50% utilized, even during a typical summer Saturday, and would
therefore be the ideal location.
Currently 110 spaces are used by Catalina Express in DPMC Lot 2. Potentially another 110 spaces
would be required, for a total of 220 spaces for Catalina Express in a remote lot. Observation has
shown that about 300 spaces are available in the DPMC East Island Lot and about 150 spaces are
available in the West Island Lot on a typical summer Saturday.
_ Katz, Okitsu & Associates
.... I'fllnnirlf OR<! fRgineerq
19
Dana Point Harbor
Parking Management Plan Draft Report
Parking Needs and Alternatives
A relocation of Catalina Express to a remote parking lot would require a shuttle to accommodate
current and added volumes of customer parking demand. Any shuttle operated for Catalina
Express passengers to/from a remote lot should be on a regular schedule, to assure passengers that
they will be able to park their vehicle and get to the wharf area reliably and on-time for the boat.
The cost of a 25-passenger shuttle bus is estimated as follows:
Shuttle Bus Assumptions:
. Capital Cost: $50,OOO/vehicle (depreciated over 10 years)
. Labor Cost: $60,OOO/year for two full time employees
. Fuel/Maintenance: $21,900/year/vehicle
. Total Annual Operations & Maintenance Cost: $81.900
. Hours of Operation: 6AM - 8PM
. Headways: Every 10 minutes coordinated with boat arrival/departure
. Peak hours (6-8 AM; 4-6 PM)
. Capacity: 25 People
Shuttle Bus Annual Labor Costs
2,080 hours per Full Time Employee (FTE)
Salary assumed at $30,OOO/year per FTE
Driver hours per day = 10 hrs x 1 bus = 10 hrs
Driver hours per year = 10 hrs x 365/days = 3,650 hrs
Number of FTEs needed = 3,650 hrs -;- 2,080 hrs = 2 FTE
Annual Labor Costs = 2 FTE x $30,000/yr = $60,000/year
Shuttle Bus Fuel/Maintenance:
20-minute roundtrip is assumed
2 miles per roundtrip
10 miles traveled per bus per hour
$0.60 per mile for fuel and maintenance
Total miles traveled per day = 10 mi x 10 hrs x 1 bus = 100/mi
Total miles traveled per year = 100/mi x 365/days = 36,500/mi
Annual Fuel/Maintenance Costs = 36,500/mi x $0.60/mi = $21,900
Total Annual Operations & Maintenance Costs: $81.900
~ Katz, Okitsu & Associates
~ I'bInhgClftd~
20
Dana Point Harbor
Parking Management Plan Draft Report
Parking Needs and Alternatives
There are opportumtIes to recover this cost. Catalina passengers pay $8 per day to park.
Increased passenger load would result in additional parking revenues that could be used to offset
operating costs. Also the daily parking cost could potentially be increased slightly without severe
opposition.
Alternative 5 - Move Sport Fishing to the Island
Sport Fishing currently uses parking stalls in the Dana Wharf lot that are designated by a painted
blue dot. Patrons are provided with a windshield pass that allows them to stay for longer than the
posted 4-hour limit. Generally, this reduces the availability of parking for shorter term users. It is
generally better to minimize the use of the most convenient spaces by longer-term users. A
variety of strategies that result in relocation of parking for sport fishing outside of the Wharf area
would be effective.
The East Island lot or the West Island lot could provide remote parking for sport fishing if they are
not used for employee or Catalina remote parking. These lots are no more than 50% to 60%
utilized, even during a typical summer Saturday, and would therefore be ideal locations for sport
fishing remote parking.
There would be logistical issues, however it may be possible to relocate the sport fishing boats so
that they arrive and depart from the island. This would reduce the inconvenience to patrons of
parking on the island. The logistics are not clear, but fixed costs of $50,000-$100,000 may be
required to provide adequate facilities to allow sport fishing to arrive and depart from the island.
The costs depend upon the amount of facilities that are relocated. Costs would be minimized if
transactions are processed at the wharf and patrons are then directed to park nearer the launch
point. They will be higher if facilities to conduct patron transactions are shifted to the launch
point.
Alternative 6 - Move Sport Fishing to the Existing Employee Lot
A temporary solution to provide more parking in the Dana Wharf area would be to relocate sport
fishing parking to the existing employee lot, moving employee parking either to DPMC Lot 2, The
East Island Lot, or another location. This would provide a temporary benefit to the wharf area,
freeing prime short-term parking for other uses. However, sport fishing parking would need to be
relocated again when parking structure construction begins.
DPMC Lot 2 is very convenient to Mariners Village, but it is a relatively long walk to Dana Wharf.
Also, as noted before, there is not enough surplus capacity in Lot 2 to satisfy all employee parking
unless Catalina Parking is shifted to a different location. A strategy to direct sport fishing into the
employee lot and direct employee overflow into Lot 2 would probably be feasible.
_ Katz, Okitsu & Associates
..... f'iInnioJg em ERgi'leefq
21
Dana Point Harbor
Parking Management Plan Draft Report
Parking Needs and Alternatives
Alternative 7 - Move Sport Fishing to the Cove
Another option for sport fishing is relocation to the Cove area of the West Basin. The Cove has an
available pier that could be used for sport fishing boats. The inland lot west of Dana Point Harbor
Drive is not heavily used except on peak days. This lot would meet the needs of sport fishing
comfortably most days, especially since sport fishermen generally arrive long before public day use
parking demand occurs. This parking is within walking distance of the Cove pier. This could free
30 to 40 "blue dot" parking spaces in the Dana Wharf Northwest lot for other short-term uses,
offsetting any loss of public parking in the cove area.
There will likely be logistical costs associated with relocation of sport fishing to the cove area,
comparable to the cost of relocation to the island, estimated at $50,000-$100,000.
Alternative 8 - Move Sport Fishing to the Harbor Patrol Dock
Another option for sport fishing is relocation to the Harbor Patrol area of the East Basin. There is
an available wharf here and parking occupancy has been observed as light in the Harbor Patrol
lots. Parking would be located within walking distance of the pier. This would also free 30 to 40
parking spaces in the Dana Wharf Northwest lot for other uses. Logistical costs of transferring
the operation will continue to be probable.
Alternative 9 - Increase use of Merchant Parking Passes
The concept of parking passes for employees was begun as a result of the previous PMP.
Currently, merchants have 30 parking passes for employees that allow them to use DPMC Lot 6
near the south wharf. The merchants parking passes used in this area are typically used near
Harpoon Henry's restaurant. The 30+ passes are now in circulation in this area, with typically 2
passes per business.
Lot 6 is currently approaching its capacity during peak days. It was recently observed to be 90%
full on a weekend during an Art exhibition. It appeared that Art exhibitors were allowed to park
in the lot. (It should be noted that when parking lots are more than 90% full, some persons may
believe that they are over 100% full. For this reason, it is wise to plan for occupancy to be 85% or
less under normal situations)
Other merchants have about 25 passes to park in the Mariner's Village area. The 25 employee
passes in use in the 491-space DPMC Lot 2 have been issued to merchants for their employees to
help to relieve demand in the employee lot. Along with the passes in use in the south wharf lot,
this effectively expands employee parking capacity to about 175 spaces.
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Parking Needs and Alternatives
Lot 2 continues to be underutilized, despite the allowance for about 25 employees. It may be
appropriate to consider issuance of additional employee passes. It has been previously noted that
Lot 2 probably has adequate capacity to meet all employee lot shortages.
The same employee parking pass works in all parking lots, thus expanding the capacity for
employee parking, using spaces that would otherwise have been unused by boat slip users. This
alternative would expand use of the parking pass system to accommodate employees who are
unable to find a parking space in the employee lot.
Alternative 10 - Increase Valet Parking
Valet parking is currently in operation in the evening hours in the Mariners Village and Dana
Wharf areas. This service started at the Wind & Sea restaurant, and expanded to the Mariner's
Village area a year later. Cars can be parked in the valet spaces all day, although most have
normally vacated the spaces by the dinner hour so the spaces are available for valets to use again.
The consensus among business owners is that the valet service is very successful, and should be
expanded. The valet service gets an A + from merchants in all aspects of operation. People who
are familiar with it are confident of getting a parking space. It is popular with seniors.
Restaurant owners would like to see more valet spaces, and would like to see those parking spaces
used as valet spaces every night, rather than just Friday, Saturday, and Sunday. In summer,
Wednesday night, Friday night, Saturday night, and Sunday (day) are the peak valet demand
periods.
Customers need to have confidence that valet parking is available. It is apparent that many
customers think that valet is only for restaurants, and many customers may be staying away due
to fear of parking where valet is operating. A better effort at advertising and promotion,
particularly more effective signage, is needed to educate users on the availability of valet parking
for everyone. Business owners and employees should mention to every customer that valet
parking is available, or have signs advertising the service. The current promotion of the service is
not consistent - it must be clear that this service is for everyone - not just restaurant customers.
The consensus among business owners is "the more valet the better", but cost is an issue. The
valet service costs the harbor district about $30,000 per year for 50+/- days of operation. The
County has indicated that they will cover the cost of an expanded valet service up to $20,000.
This will cover expanding the valet service to an additional 2 days per week, 4 hours per day. Any
expense beyond that would need to be shared by the merchants in the Mariner's Village and Dana
Wharf areas.
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Parking Needs and Alternatives
The valet service currently utilizes parking that would normally be available to the public on the
Wharf. For maximum effectiveness, valet parked vehicles should be parking in areas that are not
accessible to the public. This is less convenient for the valets to travel to and from parked vehicles,
but the parking supply is not increased if valet parked vehicles occupy public spaces. It is
appropriate for valets to utilize a limited number of spaces for logistics, however the number
should be minimized.
An option for increased valet parking would be to make the Launch Ramp parking available for
this use at night. The greatest need for increased valet parking is at night, and capacity exists in
the Launch Ramp parking area to accommodate valet use.
Alternative 11 - Expand Time Limit Parking Hours
Mariner1s Village and Dana Wharf
During peak summer weekends and on holidays, parking occupancy in the Mariner's Village and
Dana Wharf areas was found to be in the 90% to 100% range. Recent observation found that off-
peak Saturday occupancy was over 90% at Dana Wharf. In order to guarantee more parking for
Mariner's Village and Dana Wharf restaurants and shops the original Parking Management Plan
recommended 4-hour time limits in these lots from 9 am to 7 pm. Since the time limit ends at 7
pm, technically the restriction does not apply to any vehicle that parks after 3 pm, four hours
earlier.
%~
The exceptions to these limits are for fishermen and sightseers in the Dana Wharf Northwest and
North Edge areas, who use a limited number of "Blue Dot" spaces. These spaces require a
windshield permit, and are exempt from the 4-hour time limit. When the blue dot spaces are full
the Embarcadero provides overflow parking capacity for sport fishing.
Time limit parking is generally working well in the Mariner's Village and Dana Wharf areas,
although some improvements are recommended. Tire marking is used to identify overstays.
Enforcement of the four-hour time limit has proven to be a major problem, however, as the
marking of tires must be consistently done to ensure compliance and discourage violations.
Since the time limit ends at 3 PM, it does not apply at night. There is no discouragement of
lengthy stays for persons arriving after 3 PM. Although tire marking is in operation and has been
observed to be consistent at peak times, it has also been observed that users can simply move their
cars when the time limit is up, effectively extending their use of the lot to all day. Recent
observations indicate that parking is heavily used after 6 pm in the public lots, however employee
parking is less heavily used during evening hours. To make enforcement more effective, the time
limit could to be extended to 10 PM. This would thus apply time limits to any vehicle arriving
before 6 pm, affecting more employees.
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Parking Needs and Alternatives
Constant enforcement is needed to keep long-term parkers from parking in these lots. An
additional Community Service Officer would be required at approximately $400 per day to expand
the hours of enforcement.
A reduction in the parking time limit to three hours may also be a consideration. The four hour
limit required inappropriately parked vehicles to be moved only once per day. A three hour limit
would require the vehicles to be moved twice. Some patrons stay parked appropriately for more
than three hours, however the amount of inconvenience to patrons is not considered significant.
Reduction of time limits is a frequently used strategy to improve parking supply in popular areas.
Dana Drive
Curbside parking along Dana Drive was converted from parallel parking to angled parking after
approval of the prior PMP in 2004. This allowed for an increase in parking capacity of about 30%.
This parking is generally used by picnickers, walkers, joggers, and sightseers. Recent observation
showed that the parking along Dana Drive was about 2/3 full on a typical Saturday morning
during the off-peak season and nearly 1005 during peak summer periods until sunset.
It is desirable to maintain this parking for short-term users. Observation has shown that some
vehicles, particularly motor homes and other recreational vehicles occupy these spaces for most of
the day. A four-hour time limit could be applied for about half of these spaces to ensure that some
spaces remain available to sightseers and other short-term users. A limited number of 2-hour
spaces could also be set-aside, particularly at the east end of the island near the Harbor Patrol
offices. About 4 - 6 of these 2-hour spaces could be set-aside for short-term users near the
entrance to the Island at Island Way and Dana Drive. Another 4 - 6 two-hour spaces could be
near the Harbor Patrol offices. Enforcement would be by periodic tire marking.
Alternative 12 - Install Gated Time-Limit Parking in Mariner's Village and Dana Wharf
An alternative to tire marking which has proved very successful at other locations such as
Downtown Disney and Knott's Berry Farm is gated time-limit parking. Drivers take a ticket at an
entrance gate which typically allows three to four hours of free parking, with an hourly charge
thereafter. $2 per hour is suggested for the charge over the free time limit to be consistent with
the nearby State Park. Some redesign of the parking areas would likely be necessary to
accommodate the automatic entry gates, the manned or unmanned exit gatehouse, and control
ingress and egress from the lots so that entry/exit would only be possible through these points.
Figures 2.4 and 2.5 show possible locations for the automatic entry gate and manned exit gate that
would be required for operation of this system.
_ Katz, Okitsu & Associates
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Parking Needs and Alternatives
This gated time-limit option would likely lessen violations, as it would be necessary for long-term
parkers to exit the lot and re-enter in order to extend their stay. It would therefore be more
convenient for long-term parkers to park in the appropriate lot designated for that purpose rather
than use the Mariner's Village or Dana Wharf lots for lengthy stays. Although requiring a manned
gatehouse, gated time-limit parking should be no more costly than tire marking, and likely more
effective. The fully loaded cost of operating a manned gatehouse is approximately $600 per day
for 12 hours of operation.
Under the gated parking option, the revenue generated by overtime parking would be captured by
the Harbor. At this time, this fine revenue becomes the property of the City. In addition, the
costs of providing Community Service Officers to chalk tires would be eliminated.
i'.ll
Recently developed systems allow for minimal manpower in parking lots. Systems can now issue
a parking pass card that is time-stamped and valid for exit without additional fee for a designated
time, such as four hours. If a visitor stays longer, the systems will require that additional fees be
paid to open the exit gate. Machines to allow additional payment are located near the walking
entrances to the parking lot. These systems do not provide for all problem transactions. A limited
number of users will be unable to use the machines due to lack of cash, ATM cards, lost entry
passes, or other problems.
Alternative 13 - Install Pay-and-Display Parking
Another alternative to time limit parking with tire marking is Pay-and-Display parking. With
Pay-and-Display parking the customer obtains a parking permit at a single "Smart Meter" pay
station, typically located at the entrance to a parking lot or structure, and places the pass ticket on
the vehicle's dash. Pay stations are a proven and successful technology commonly in use in
parking structures and gaining increasing acceptance in surface lots and for on-street metered
parking as well. This system is currently used in the Doheny lot.
The Park, Pay, and Display system is familiar to most drivers who have parked in downtown
parking structures. After parking the vehicle, the customer walks to the nearest Smart Meter and
inserts the appropriate payment. When the parking time needed and payment is input into the
machine, a receipt is printed showing the amount paid, the date, and the expiration time. The
larger portion of the receipt is place on the vehicle's dash or the inside of the vehicle's curbside
window. The customer retains the smaller portion of the receipt as a reminder of the expiration
time
Customers have more payment options with the Park, Pay, and Display system than with
traditional parking meters. Coin, Credit/Debit card, and Smart Card (Cash Key) can be used with
this system. Another advantage of the Park, Pay, and Display system is the removing of meter
_ Katz, Okitsu & Associates
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Parking Needs and Alternatives
posts, which frees-up sidewalk space for pedestrians. Pay-and-display could be used in Mariner's
Village, Dana Wharf, and Dana Drive.
This system is not normally used in lots where the first block of hours are free. Persons will not
realize that they need to obtain a display permit, if they do not intend to stay for longer than the
time limit.
Alternative 14 - Install Parking Meters
Parking meters are an option to better manage time limit parking in the Mariner's Village, Dana
Wharf, and Dana Drive areas of the Harbor. Metered parking could provide a viable revenue
source, reduce the cost of parking enforcement, and provide better compliance with time limit
parking zones.
Certain policy issues would need to be addressed before installation of meters, however, including
the following:
. Locations that are most suited for metering
· Locations where meter usage would justify metering costs
. Appropriate time limits for metered parking
· Appropriate parking meter rate or schedule of rates
· The method for maintenance and collection of revenue
The use of parking meters is generally based upon reduction in enforcement time in time limit
zones. With parking meters the enforcement time is reduced, since only a single visit is required.
Also there is a potential for a citation to be written each time the meter is visited. The City
should expect a reduction in enforcement costs with installation of parking meters. Acquisition
cost is about $200 per parking meter head. Installation cost is about $300 per meter including
hardware.
Alternative 15 - Expand Remote/Off-Site Parking
Katz, Okitsu & Associates has reviewed the existing and planned parking layout of the harbor area
with respect to remote/off-site parking needs. The following locations were investigated as
potential remote/off-site lots to be used for Catalina Express Parking, special events, a general
harbor wide shuttle, and/or employee parking.
· West Marina Island lot
. East Marina Island lot
· West Basin Marina lot
.
Doheny Blues lot
Doheny park lot
Ocean Institute
.
.
. DPMC Lot 2
. Selva Lot (County)
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...
Parking Needs and Alternatives
. Puerto Place Lot (County)
. Harbor Patrol lot
. Cove Road parking lot
. Golden Lantern
. "The VILLA"
. The Marina Hotel West Corner
lot
. Dana Point Harbor Drive
Of the locations investigated, the majority are already spoken for by other users or are already at
capacity during the peak season. The following lots were determined to be available and have
surplus spaces that could be used for Catalina parking, special events, a general harbor wide
shuttle, and/or employee parking. These areas are generally not suitable to meet public parking
shortages in the commercial core area. Patrons will not walk willingly from any of these places to
the commercial area in large numbers.
On-Site
. West Marina Island lot
. East Marina Island lot
. West Basin Marina lot
. DPMC Lot 2
. The Marina Hotel West
Corner lot
Off-Site
. Puerto Place Lot
. "The VILLA" (interim).
. Dana Point Harbor Drive
A potential source of additional parking spaces is the north side of Dana Point Harbor Drive.
Currently this roadway provides access to the West Marina Area. The roadway currently
experiences moderately high speeds, especially in the westbound direction. Also, there are only
limited recreational opportunities adjacent to the north curb, so most users would have to walk
across the street to reach the south curb and popular day use areas.
It would be feasible to allow public parking along the north curb, however the parking and
associated pedestrian activity are not fully compatible with traffic. If traffic calming measures
were installed it could be made to function more like a parking lot, while still providing access to
the West Marina area. These measures would primarily involve construction of curb extensions at
occasional intervals to narrow the street periodically and create refuges for parked vehicles.
Special paving can be provided where the curb extensions are constructed, further inducing slower
speeds. These measures would provide additional 40 parking spaces on the north side of the
street.
Two traffic calming options are presented in Figures 2.11 and 2.12. Figure 2.11 provides a view of
Dana Point Harbor Drive with traffic calming features and added parallel parking on the north
side of the street. Traffic calming and pedestrian safety measures include curb extensions
(roadway narrowing) and zebra-stripe crosswalks.
_ Katz, Okitsu & Associates
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Figure 2.11
Dana Point Harbor Drive, Option
City of Dana Point
Dana Point Harbor Parking Management Plan
._ Katz, Okitsu & Associates
Planning and Engineering
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Figure 2.12
Drive, Option 2
Harbor
Dana Point
Parking Management Plan
City of Dana Point
Dana Point Harbor
._ Katz, Okitsu & Associates
Planning and Engineering
...,
.
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.
Parking Needs and Alternatives
.
Figure 2.12 provides a view of Dana Point Harbor Drive that also includes a roundabout traffic
control features at the intersection with Island Way. This feature would also assist in facilitating
traffic on Island Way that can currently have difficulty turning onto Dana Point Harbor Drive.
The roundabout is suggested because it is consistent with other traffic controls in the harbor area
and because it is recommended as a traffic calming device and an excellent traffic safety device.
The Federal Government and the Insurance Institute for Highway Safety both strongly recognize
roundabouts as the safest and most efficient traffic control device, up to 80% safer than traffic
signals or stop signs when used under proper conditions.
"
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Remote/off-site parking is particularly appropriate for special events. Special Events in the harbor
area that can affect parking demand include the Festival of Whales, the Boat Show, the Doheny
Jazz Festival, and the 4th of July holiday. The Doheny Jazz Festivals in May and September have
had about 8,000 people per day attending. The boat show also has about 8,000 people per day.
The 4th of July holiday is "off the scale". These special events have a major impact on parking, and
the need for "overflow" or "event" parking is great during these events. There are about 50 days a
year of holidays, special events, and weekend special days generating unusually high parking
demand.
.,
.
"
.
.
.,
.
Potential locations for additional event parking are Dana Point Marina Company lot 2, the Island
parking lots, the Marina Inn parking lots, and the north side of Dana Point Harbor Drive. The
north side of Dana Point Harbor Drive could be signed for "Event Parking". A temporary speed
restriction of 25 mph could be imposed on the street to coincide with the event parking period.
'l
.
"
It has been observed that the Marina Inn has had vacant parking spaces even when many other
nearby parking areas were full. The hotel lots are intended primarily for use by the guests and
customers of the Marina Inn. This parking area it is not heavily used however, particularly during
the day. The lot is designated for use by Marina Inn guests only. The Marina Inn assigns
personnel to regulate entry into this lot during peak event periods to insure that there is always
adequate parking for Hotel guests. However entry is not regulated during most days, because the
lot is too remote from the nearby commercial uses to be easily found by motorists. During recent
observations these lots had a 35 - 40% utilization rate on a typical Saturday.
.,
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.
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Hotel staff and guests are the most appropriate use for this lot, and it would be reasonable to
insure that hotel guests have an adequate supply of parking at all times. However it would be
appropriate to improve utilization of this lot by allowing limited or controlled use by others.
..,
II
Figure 2.13 provides a view of the Marina Inn West Corner parking areas.
..,
.
_ Katz, Okitsu & Associates
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Dana Point Harbor
Parking Management Plan Draft Report
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City of Dana Point
Dana Point Harbor
Parking Needs and Alternatives
The lot is close enough to the Mariners Village area to consider use by employees as a remote lot
and/or for special event parking. In particular, the Mariners Inn West lot is largely empty, even
during the peak summer season. It would also be reasonable for the Hotel to encourage its
employees to park in this area on weekends and summer days. It may also be possible to use the
lots for valet parking for restaurants in Mariners Village.
The lots could be used to allow for limited overflow of public parking on peak afternoons when
the Mariners Village lot is fulL Shared use is possible with the Hotel, as the Hotel does not have a
high parking demand during afternoons except when events are scheduled in its banquet room.
Improved signage would be required to direct the public to this lot. Signage could indicate "Free
Day Use Parking", in conjunction with directional signs.
Parking areas where event parking is not desired should be posted "No Event Parking" during these
events, particularly the employee lot. "No Event Parking" areas should be protected with signs
and enforcement during these times.
The Selva lot has often been mentioned as a potential location for remote off street parking for the
Harbor. Although this lot is very large and lightly used on weekdays, it has been observed to be
over % full on peak weekends. Due to its remoteness and local demand, it is not considered
appropriate for overflow parking for the Harbor.
"if
Alternative 16 - Allow Parking on Golden Lantern
A limited number of on-street spaces could be provided on Golden Lantern north of Dana Point
Harbor Drive. Sight distance is limited by the curve in the roadway, however, and additional
study would be required to determine if sight distance complies with Caltrans standards for
roadways with the speed and width characteristics of Golden Lantern at this location.
...
Alternative 17 - Remove All Parking Restrictions
All parking restrictions could be removed from all Dana Point Harbor parking lots. The Mariner's
Village and Dana Wharf parking areas would likely remain heavily used, but largely be occupied by
long-term parking users such as boat owners, Catalina Express, and sport fishing. There would be
less short-term parking available for restaurant patrons and shoppers in these prime areas,
however nearly-as-attractive parking would likely become available in lots that had been reserved
for other uses, such as DPMC Lot 2 and the West Marina Lot.
This strategy is generally contrary to accepted best practices for management of parking in
popular areas. More effective strategies generally create parking sectors and introduce controls to
encourage turnover in popular areas where time limits are appropriate.
_ Katz, Okitsu & Associates
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Parking Needs and Alternatives
An alternative would be to remove all parking restrictions in Lot 2, Lot 6, and the employee lot,
while maintaining the 4-hour time limit in the Wharf and Mariners Village lots. Lot 6 would
likely be subject to regular overflow under this strategy, however the parking supply in the
employee lot and in Lot 2 would likely not be overtaxed if the restriction were lifted, except
during extreme events such as the 4th of July.
Alternative 18 - Parking Shuttle Provisions
A public parking shuttle could provide assistance in balancing parking needs among public areas
and making remote parking more attractive. Any shuttle to remote parking intended for the
general public would need to be a "special" vehicle, not just a shuttle bus. The Santa Barbara
shuttle or a downtown "trolley" vehicle is a good example of a shuttle intended for visitors. It is
considered "fun". The shuttle could be a ZEV (zero-emission vehicle). The cost of a tourist-
oriented shuttle would be about $50,000 acquisition cost, $22,000 annual operating and
maintenance cost, and $60,000 annual labor cost.
'\~
~ Katz, Okitsu & Associates
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Dana Point Harbor
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3. Recommendations/Conclusions
The following is a summary of recommendations that Katz, Okitsu & Associates believes may be
most appropriate for the parking management of the Dana Point Harbor. The goal of these
recommendations is to provide a plan to meet the demand of all user groups during these periods
of high parking demand by distributing available parking in an efficient and equitable manner
through user designations and time restrictions.
The Dana Wharf parking lots were found to experience a wide range of utilization and a high
degree of long-term use. During peak summer weekends and on holidays, occupancy was found
to be in the 90% to 100% range. Recent observation found that off-peak Saturday occupancy was
near 100%. In order to guarantee more parking for Dana Wharf restaurants and shops the original
Parking Management Plan recommended 4-hour time limits in these lots to be consistent with the
Mariner's Village lots.
"
The current exceptions to these limits are for fishermen and sightseers in the Northwest and
North Edge areas, who use a limited number of "Blue Dot" spaces. These spaces require a
windshield permit, and are exempt from the 4-hour time limit. When the blue dot spaces are full
the Embarcadero provides overflow parking capacity for sport fishing. It is suggested that sport
fishermen be allowed to park in the employee lot, instead of in the blue dot stalls. In turn,
additional employee passes should be issued to allow employee overflow into Lot 2 and Lot 6. The
number allowed in Lot 6 should be limited to insure that the lot does not overflow. Lot 2 has
capacity to accept additional employees without creating shortages for slip holders.
,,4
In the Dana Wharf and Mariner's Village lots, tire marking should continue later in the day to
keep employees out of these 4-hour lots. Constant enforcement is needed to keep long-term
parkers from parking in these areas. The enforcement time should be extended to 10 PM to
discourage long-term parking in the evening.
Tire marking and enforcement could be ended if gated time-limit parking were installed. Gated
time-limit parking would be a long-term solution for the Mariner's Village and Dana Wharf lots
that would entail some redesign of the parking areas. The redesign would be necessary to
accommodate the automatic entry and exit gates.
The gated time-limit option is recommended, as it would likely lessen violations and it would be
more convenient for long-term parkers to park in the appropriate lot designated for that purpose
rather than use the Mariner's Village or Dana Wharf lots for lengthy stays. Gated time-limit
parking would be less costly than tire marking, and revenue from overstays would accrue to the
Harbor, instead of the City.
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Recom mendat ions/ Conel us ions
An expansion of the valet parking operation is recommended. It should be considered on Friday
night, Saturday day and night, and Sunday (daytime). In summer, Wednesday night, Friday
night, Saturday, and Sunday (day). A better effort at advertising and promotion, particularly
more effective signage, is needed to educate users on the availability of valet parking. The County
has pledged $20,000 to expand the operation.
It is recommended that all Catalina Express passengers should be shuttled from the island in the
future. Catalina Express is an ideal situation for a shuttle service/remote lot as all passengers
require long-term (4+ hours) parking, and shuttling of Catalina Express passengers is a more
efficient use of money and resources than shuttling employees. Potential areas for remote parking
for Catalina Express customers would include the East Island Marina Lot and the West Island
Marina Lot. The East Island Marina lot would be ideal, as it is under the same management as the
Dana Point Marina Company lot currently used by Catalina Express. A relocation of all Catalina
Express parking would free 110 parking spaces currently reserved for Catalina Express in DPMC
Lot 2. This parking could be used to meet all employee needs during construction of the future
parking structure. A shuttle for Catalina Express passengers should be instituted before the
additional Catalina Express boat is added.
;#8
The frequent shuttle service required and resulting expense is a significant incentive for
accommodating employee parking close to the Mariner's Village area (such as the current
Employee lot, Dana Point Marina Company lots, and/or Launch Ramp lot. There is also a safety
issue at remote lots, and the expense of additional security must be considered. For these reasons
remote parking is not recommended for temporary employee parking.
"
It is recommended that event parking use Launch Ramp parking, Dana Point Marina Company lot
2, the Island parking lots (with a shuttle), the north side of Dana Point Harbor Drive, the Villa
parking lot, and the Marina Hotel West lot. The north side of Dana Point Harbor Drive could be
signed for "Event Parking". A temporary speed restriction of 25 mph could be imposed on the
street to coincide with the event parking period. The hotel and Dana West Marina lots can also be
used.
It is recommended that the Hotel should maintain its policy of regulating public entry into this
lot when the Hotel is expected to require guest or visitor parking during peak events. However
public access to this lot should be considered for vehicles arriving from 1 PM to 3 PM. This could
be done by opening the driveway to the lot from Dana Point Harbor Drive and reclosing it via
cones if necessary.
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Parking Management Plan Draft Report
Recom mendat ions/Cone lusions
The installation of traffic calming measures on the west end of Dana Point Harbor Drive (west of
Island Way) is recommended, so that it will function more like a parking lot, while still providing
access to the West Marina area. Curb parking could be provided on both sides of the street,
providing an additional 40 parking spaces on the north side of the street. Traffic calming
measures would slow through traffic.
The white/red time-restrictive parking signs along the south side of Dana Point Harbor Drive can
easily be mistaken for "No Parking" signs, due to fading of the time limit lettering. It is
recommended that the faded "No Parking 12 AM to 6 AM" signs be replaced with new
White/Green signs indicating times when parking is permitted. It is suggested that the hours
between 6 AM and Midnight be posted as parking permitted, with a smaller white/red sign
underneath indicating no parking between Midnight and 6 AM.
'-
At the north/west end of Dana Point Harbor Drive, there is a grey-painted curb area on the
north/west side of the street just south of Cove Road that is often used for parking by buses and
RV's. This causes a line-of-sight problem for drivers pulling out onto Dana Point Harbor Drive
from the Ocean Institute. This grey curb area on the north/west side of the road should be
restricted to vehicles less than 8 feet in height. This can be done with appropriate signage. This
will improve sight distance for drivers pulling out onto Dana Point Harbor Drive from the Ocean
Institute parking area.
_ Katz, Okitsu & Associates
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37
Dana Point Harbor
Parking Management Plan Draft Report
EXHIBIT "B"
SPECIAL REQUIREMENTS
1. The Consultant shall comply with all applicable federal, state and local laws applicable
to its activities.
2. The Consultant shall not release to the public or press any information regarding the
purpose/scope of services to be accomplished or data specific to the project required
under the Agreement without prior authorization of the contract officer. All such
information is considered confidential. All inquiries made of Consultant shall be
immediately referred to the Contract Officer.
3. Consultant shall present to the City certificates of insurance and endorsement forms
verifying that the Consultant has the insurance as required by this Agreement. Said
form shall be reviewed and approved by the office of the City Attorney of the City of
Tustin. A certificate of insurance form is attached.
4. If the Contract Officer determines that a product deliverable is unacceptable, the
Consultant shall submit a revised product at Consultant's expense.
5. Monthly progress reports shall be submitted by Consultant with billing requests. At
minimum these reports shall specify the period reported, tasks completed, tasks
underway, percent of project completed and strategies to solve any timing delays.
6. Consultant shall be required to meet with the Contract Officer and/or City Manager as
determined necessary or desirable to discuss elements of the Scope of Work and
project's progress.
CITY OF TUSTIN
CERTIFICATION OF INSURANCE AND DESIGNATION OF NAMED ADDITIONAL INSURED
NO MODIFICATIONS OR ADDITIONS MAY BE MADE TO THIS FORM
TO: CITY OF TUSTIN
P.O. Box 1089
Tustin, CA 92781-1089
PROJECT:
COMPANIES AFFORDING COVERAGE
(MUST HAVE BEST'S RATING OF AT LEAST A, VII)
NAME AND ADDRESS OF INSURED CONTRACTOR: COMPANY LETTER A:
COMPANY LETTER B:
COMPANY LETTER C:
COMPANY LETTER D:
NAME AND ADDRESS OF INSURANCE AGENCY: COMPANY LETTER E:
COMPANY LETTER F:
This certities that the policies ot insurancellstecroerow nave been issued to the Insured name above, are in torce at this time, thafllie City ot
Tustin is named as an additional insured thereon as respects claims arising in cOIUlection with the Project named above and that such insurance
shall be priamary with respect to any other insurance in force procured by City.
Co. Policy Policy
Ltr Type of Insurance Policy Number Effective Dat Expiration Date All Limits in Thousands
General Aggregate $
GENERAL LIABILITY
[ ] Commercial Prods-Comp/Ops Agg. $
General Liability
[ ] Occurrence Basis Pers. & Advg Injury $.
[ ] Owner's & Contractor's Each Occurrence $
Protective
[ ] Broad Form Prop. Damage Fire Damage
[ ] Explosion, Collapse, (Any One Fire) $
Underground Hazards
Medical Expense
(Any One Person) $
AUTOMOBILE LIABILITY CSL $
[ ] Any Auto
[ ] All Owned Autos Bodily Injury
[ ] Scheduled Autos (Per Person) $
[ ] Hired Autos
[ ] Non-Owned Autos Bodily Injury
[ ] Garage Liability (per Occurrence) $
Property $
EXCESS LIABILITY EACH OCCURRENCE AGGREGATE
[ ] Umbrella Form $ $
[ ] Other Umbrella Form
STATUTORY
WORKER'S COMPENSATION $ Each Accident
AND EMPLOYER'S LIABILITY $ Disease-Policy Limit
$ Disease-Each Employee
OTHER I
Description of Operations/LocationsN ehicles/Special Items:
It IS certified that a WaIver of subrogation is hereby issued to the City of Tustin as pertains to the tenns of all Worker's Compensation Insurance.
The issuing company will give thirty (30) days written notice to the City of Tustin prior to modification or cancellation.
DATE ISSUED:
Authorized Representative of the above-named insurance company(ies)
EXHIBIT "C"
SCHEDULE OF COMPENSATION
Compensation
As compensation for the Consultant's services under this Agreement, the City shall pay
the Consultant a not to exceed fixed amount of $47,420 as detailed in this Exhibit.
Compensation for Additional Services
In the event the City requires services in addition to those described in Exhibit A, said
services must first be approved in writing by the Contract Officer. The Consultant shall be
compensated at the Consultant's standard hourly rates for professional services, as
detailed in this Exhibit, plus reimbursement of expenses or a fixed amount agreed to in
writing by the City and Consultant.
Method of Payment
As a condition precedent to any payment to Consultant under this Agreement, Consultant
shall submit monthly to the City a statement of account which clearly sets forth by dates
the designated items of work, as well as reimbursable expenses, for which the billing is
submitted. The payment request shall identify each task required by the Agreement,
percent of completion, amount of actual reimbursable expenses and requested amount to
be billed against each task. Payment requests shall not exceed costs identified in
Consultant's proposal included as Exhibit A
Timinq of Payment
The City shall review Consultant's monthly statements and pay Consultant for services
rendered and costs incurred hereunder, at the rates and in the amounts provided
hereunder, on a monthly basis in accordance with the approved monthly statements.
17852 E. Seventeenth St.
SUite 102
Tustin. CA
92780-2142
714.573.0317
fax: 714.573.9534
koaoc@kauokitsu.com
www.katzokitsu.com
Los Angeles
323.260.4703
fax: 323.260.4705
San Diego
619683.2933
fax: 619.683.7982
San Bernardmo
909.890.9693
fax: 909.890.9694
K~HCZ, OkHsu & Associates
Planning and Engineering
October 18, 2006
Ms. Maria Huizar, Chief Deputy City Clerk
City of Tustin
300 Centenial Way
Tustin, California 92780
Subject:
COST PROPOSAL to the City of Tustin for the OLD TOWN TUSTIN
PARKING STUDY
Dear Ms. Huizar:
Katz, Okitsu & Associates is pleased to present this Cost Proposal for the above-mentioned
project. This cost proposal is submitted in conjunction with our technical proposal. It is
submitted as a separate document to facilitate the City's evaluation of the proposals. The
attached spreadsheet presents the total overall costs in detail by task and personnel
category per RFP requirements.
Exclusions
. All work not included in the Technical Proposal will be considered extra work. If
additional work becomes necessary, it will be billed on a cost-plus-fixed-fee basis.
Hourly Rates Summary
These billing rates will be in effect for the duration of the contract. Our billing rates are
gener:ally based upon direct salaries, a 168.3% overhead, and a 10% profit.
CEO / President
Firm Principal/Vice President
Senior Transportation Engineer / Designer
Associate Engineer
Associate Designer / Planner
Assistant Transportation Engineer / Planner
Draftsman (ink)
Technician
Administrative Assistant
Messenger/Intern
$215/hour
$200/hour
$ 165/hour
$llO/hour
$100/hour
$90/hour
$85/hour
$70/hour
$55/hour
$ 35/hour
(;\2006\06 Major Proposals!MA6663 - TV Old Towne Parking!nJ_OldTownPkg-COSTMA6663.doc
I 7852 E. Seventeenth St.
SUite 102
Tustin. CA
92780-2142
714.573.0317
fax: 714.573-9534
koaoc@kauokitsu.com
www.katzok.tsu.com
Los Angeles
323.260.4703
fax: 323.260.4705
San Diego
619.683.2933
fax: 619.683.7982
San Bernardino
909.890.9693
fax: 909.890.9694
K;:li:z, Okitsu & A.ssociates
Pla/ming and Ellgineering
General Provisions
Telephone, equipment, and fax are normally included in above hourly costs. Direct
expenses including blacklines bluelines, commercial CAD plotting, subconsultant expense,
issuance of specially endorsed insurance certificate, and direct costs, are billed at cost plus
10% unless stated otherwise in the proposal. Printing is approximately $75/black & white
copy (bound study) or $ I 25/Color copy (bound study). Mileage is charged at the federally
allowed rate. Additional public meetings and public hearings (outside the scope of services)
will be billed as extra work at the rates above. There is a four-hour minimum for nighttime
public hearings. The rates above do not represent expert witness testimony in court or at
depositions. Annual adjustments in these fees of approximately 5% will be request for each
12-month period following authorization. If the governing Agency prefers a constant hourly
cost for a multi-year contract, a 10% increase from the fees indicated above will be
requested.
Katz, Okitsu & Associates is prepared to proceed with the proposed scope of services upon
your authorization. If you have any questions, please contact me at (714) 573-0317. This
proposal is valid for 120 days.
Sincerely,
kc--
Rock E. Miller, P.E.
Vice President
cc: Atlached Cost Spreadsheet
G.12006106 Mqjor ProposalslMA6663 - TV Old Towne ParkingITU_OldTownPkg-COSTMA6663doc
BIll Katz, Okitsu & Associates . .' :
. . .
Planning & E.ngineering .. . . . I .
. . . .
\;i ; .,.' . c . 'I' f' >'Y0~,'I,'j;; i "~if .
, II , II ','1 . I
V' I 'f' "1'>9/." '" ,.' I/?
, ..'V: ': '. ,..',::/if'';;:''", ',;'1':' . . . . . . . . . . . .. . .
Task I Review Existing Studies and Parking Policies 4 $800 8 $800 4 $360 $140 16 $2.100 16 $2.100
Task 2 Interview City Staff 2 $400 4 $400 $100 6 $900 6 $900
Task 3 Analyze Existing Parking Inventory and Usage 4 $800 8 $800 8 $720 $120 20 $5.800 $3.000 20 $8.800
Task" Parking Utilization 4 $800 8 $800 16 $/.440 $60 28 $3.100 28 $3.100
Task 5 Parking Duration / Turnover 4 $800 8 $800 8 $720 $280 20 $2.600 20 $2.600
Task 6 Determine Current and Future Parking Needs 4 $800 8 $800 8 $720 20 $2.320 20 $2.320
T<ask 7 Develop Potential Solutions is Addressing 8 $1.600 8 $800 8 $720 16 $1,120 $60 40 $4.300 40 $4.300
Immediate and Future Parking Needs
T;uk8 Priority Ranking of Problem Areas 8 $1.600 8 $800 $100 16 $2.500 16 $2.500
Task 9 Evaluation of Alternative Parking Management 8 $1.600 8 $800 8 $720 16 $1.120 $60 40 $4.300 40 $4.300
StratelZies/lmolementation Plan
Task 10 Draft Report/Final Report/Meetings 8 $1.600 20 $2.000 28 $2.520 40 $2.800 $3,880 96 $12.800 $1.000 96 $13.800
Task II Contingency 6 $1.200 6 $600 8 $720 $180 20 $2.700 20 $2.700
Total 60 $12.000 94 $9.400 96 $8.640 72 $5.040 $4.980 322 $43.420 $4.000 322 $47.420
o. ...
Note: Katz, Okitsu and its sub-consultants reserve the right to reassign hours and costs within the total budget as needed to complete the agreed upon scope of services.
EXHIBIT "D"
SCHEDULE OF PERFORMANCE
The schedule for individual tasks is inherently uncertain and largely based on scheduling
to be defined by the City. The Consultant will perform the individual tasks in conformance
with the schedule identified in Exhibit A or in accordance with schedules agreed to
between the Consultant and City.