HomeMy WebLinkAboutTEMPORARY CLOSURE OF DOWNTOWN HUNTINGTON BEACH MAIN STREET T ZQ 13 Ph 6: 4
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Council/Agency Meeting Held: QOhI
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Ap roved . ❑ Con itiona ly Approved ❑ Denied City Clerk's Sig ure
Council Meeting Date: 11/20/2006 Department ID Number: ED 06-22
CITY OF HUNTINGTON BEACH
REQUEST FOR COUNCIL/REDEVELOPMENT AGENCY ACTION
SUBMITTED TO: HONORABLE MAYOR/CHAIR AND CITY
COUNCIL/REDEVELOPMEN GE
NCY MEMBERS
SUBMITTED BY: P ELOPE ULBRETH-GRAF PA, CITY
A MINISTRATOR/EXECUTIVE DIRECTOR
PREPARED BY: STANLEY SMALEWITZ, DIRECTOR OF ECONOMIC Aa``
DEVELOPMENT/DEPUTY EXECUTIVE DIRECTOR
SUBJECT: APPROVE TRIAL PROGRAM FOR TEMPORARY CLOSURE OF
DOWNTOWN HUNTINGTON BEACH MAIN STREET
Statement of Issue,Funding Source,Recommended Action,Alternative Action(s),Analysis,Environmental Status,Attachment(s)
Statement of Issue: On June 5, 2006, City Council approved the formation' of an ad-hoc
committee to study the potential temporary closure of the first three blocks of Downtown Main
Street to vehicular traffic for pedestrian use. Staff recommends three temporary closure
alternatives for Main Street based on the findings and analysis of the ad-hoc committee. The
Downtown Business Improvement District Board of Directors supports two of the three
alternatives.
Funding Source: Merged Area Undesignated Fund Balance not to exceed $350,000.
Recommended Action: Motion to:
1) Approve the ;Weekend Temporary Closure recommendations made by staff based
on the findings and analysis of the ad-hoc committee and/or;
2) Approve the Locals Night Temporary Closure recommendations made by staff and
the Downtown Business Improvement District Board of Directors based on the
findings and analysis of the ad-hoc committee or;
3) Approve the Seasonal Weekend Festivals and a Locals Night Temporary Closure
recommendations made by staff and the Downtown Business Improvement District
Board of Directors based on the findings and analysis of the ad-hoc committee.
4) Authorize the Downtown Economic Development Committee Council Members to
immediately'suspend the pilot project should it be determined that the temporary
closure causes a significant negative impact to Downtown Main Street and report
findings at the subsequent City Council/Agency meeting.
5) Appropriate $350,000 from the Merged Project Area's Unappropriated Fund Balance
into a new business unit to be established upon approval of this action.
REQUEST FOR COUNCIL/REDEVELOPMENT AGENCY ACTION
MEETING DATE: 11/20/2006 DEPARTMENT ID NUMBER: ED 06-22
Alternative Action(s):
1) Do not approve a Weekend Temporary Closure.
2) Do not approve a Locals Night Temporary Closure.
3) Do not approve the Season Weekend Festivals and Local Night Temporary Closure
4) Do not authorize the Downtown Economic Development Committee Council Members
to immediately-suspend the pilot project should it be determined that the temporary
closure is causing a significant negative impact to Downtown Main Street.
5) Do not appropriate $350,000 from the Merged Project Area's Unappropriated Fund
Balance into anew business.
Analysis: The Main Street Closure, Study Committee (hereinafter the ad-hoc committee)
met regularly from, June to October 2006. The ad-hoc committee was composed of
downtown residents, the Board of Directors of the Downtown Merchant Association/Business
Improvement District (BID), city staff from required departments, and the City Council's
Economic Development Committee. The study concentrated on the three-block area of
downtown Main Street, north of Pacific Coast Highway to Orange Avenue.
The goals and objectives of a temporary closure of Main Street are in concurrence with the
City Council's vision of "an engaged sustainable, family-friendly community; that is safe,
vibrant and attractive to tourists, residents and businesses alike." Objectives are to
implement a>Temporary Closure during a trial period to: increase pedestrian traffic and
activity during the off-season; increase retail shoppers, sales and sates tax; supply hard data
of pedestrian environment for a future study; and create a win-win environment for residents,
tourist and businesses.
Seven workgroups (Activities; Economic Impact & Budget; P/R & Marketing; Parking,Traffic
& Safety; Permits & Ordinances; Signage/Beautification & Landscape Design; and Street
Cleaning & Maintenance) were formed with representation from city staff, residents and
downtown business merchants to address and analyze specific issues, costs, challenges,
and opportunities of various aspects for a temporary closure. Each workgroup held
numerous meetings, often on a weekly basis, with active participation and sharing ideas and
questions. Each workgroup chair (excluding the Economic Impact/Budget Committee)
solicited comments from all workgroup members before final reports were submitted
(Attachments 1-3). The Economic Impact Workgroup met regularly to discuss the financial
aspects of the other workgroups and the proposed Temporary Locals Night Closure. Staff
compiled costs from all workgroups to develop the draft budget of temporary closures, limited
capital improvements and long-term capital improvements (Attachment 4). Long-term capital
improvements are incorporated into a separate draft budget, which are not feasible for a
short-term closure.
The ad-hoc committee based their findings and estimated costs on a three-month temporary
closure occurring for twelve consecutive weekends, beginning March 2 until May 20, 2007,
from Fridays at 3:00 p.m. to Sundays at 9:00 p.m. The Weekend Temporary Closure intends
to be event driven with an aggressive marketing campaign that will include`. various surf-
rebated festivals and events; tie-in to current beach and downtown events; limited capital
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" REQUEST FOR COUNCIL/REDEVELOPMENT AGENCY ACTION
MEETING DATE: 11/20/2006 DEPARTMENT ID NUMBER: ED 06-22
improvements (branding of directional signage and additional bike racks); increased
frequency, of sidewalk/street cleaning and maintenance; street performer acts; and other
family-friendly activities.
For a temporary trial- project, and not a permanent closure, the Permits & Ordinances
Committee determined it was not necessary to obtain any land use or Coastal Commission
approval, or changes to existing regulations or ordinances. Currently, the city has
approximately five annual events when Main Street is temporarily closed and the Weekend
Temporary Closure will use a similar layout. In the proposed timeframe, the events will
include the Woody,Car Show, Paintball, AVP, the Duck-a-Thon and the Mother's Day Pier
Plaza Concert.
Workgroups identified opportunities and challenges for a temporary closure. Challenges
were documented such as long terms costs, Post Office and other merchant deliveries,
circulation` issues and available parking. The Parking, Traffic & Safety Workgroup
determined the need to maintain an accessible 20-foot path for emergency vehicle access.
Vehicle accessibility would be granted to the Post-Office'by using,the same procedures that
exist in annual events where Main Street is closed. The proposed timeframe impacts one
Post Office delivery on Fridays and four deliveries on Saturdays.
The Parking, Traffic & Safety Workgroup agreed with the Police Department's
recommendation' to close off the cross streets of Walnut and Olive for increased pedestrian
safety. The total number of parking spaces no longer available to the public under the
proposed closure will be 88 (58'spaces on Main Street and 30 spaces on Walnut and Olive).
It is estimated that each meter in the Downtown Business District generates an average of
$.98` per hour during the months of March through May. However, it is impossible to
determine in advance if any actual revenue will be lost through the temporary removal of
these 88 spaces. According to the Parking, Traffic &Safety Workgroup report, "it would be
unreasonable to assume the motorists who currently use the metered spaces would not park
in other fee-based parking in the Downtown area."
Traffic circulation was also addressed in the Parking, Traffic & Safety Report with a
recommendation to provide signage from all entry points into the Downtown and 'parking
areas. Staff addressed some of the parking concerns by offering three parking reallocation
strategies: valet parking (optional), shuttle route with free parking satellite lot(s) and lower
parking rates in the Main Promenade Parking Structure. Since this temporary closure would
occur in the off-season, it was determined that there are sufficient available parking spaces
during this time period. Valet parking would not be required to replace the 88 parking
spaces, but is an option available for convenience parking. Should the valet parking option
be utilized, it would create 20% more parking efficiency with the number of spaces utilized by
the Valet Parking Operator.
An additional parking incentive strategy is a free shuttle service geared toward hotel guests
and residents. There are two proposed routes using a 48-passenger shuttle bus, with stops
at the City Hall parking lot,,and the Hyatt and Hilton hotels. Residents can park at the City
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REQUEST FOR COUNCIL/REDEVELOPMENT AGENCY ACTION
MEETING DATE: 11/20/2006 DEPARTMENT ID NUMBER: ED 06-22
Hall parking lot shuttle stop, while hotel guests would conveniently obtain-a ride to the
Downtown Main Street festivities.
Lower parking fee rates are-proposed as an incentive to increase foot traffic during the off-
season. It is anticipated that the first two hours of parking would be free in the Main
Promenade Parking Structure and a flat rate fee and/or a lower cost per hour is still under
review. Any loss of revenue during a temporary closure will not impact the city's existing
debt service for its parking garage.
During the temporary closure the Redevelopment Agency can subsidize costs including but
not limited to parking incentives and services, additional sidewalk/street cleaning, and all
event-related activities. Ongoing collaboration between all stakeholders including the
Conference and Visitors Bureau, Downtown BID and City is necessary regardless whether
the Downtown develops into a pedestrian-only environment or continues as a vehicular
accessible street. The need for interconnected relationships on a working staff level is
essential in addressing the future needs and quality of life for Downtown Main Street.
Shared costs and resources are critical in order to obtain and maintain long-term capital
improvements, a desired frequency of street cleaning and to build the capacity of the
Downtown BID.
The Downtown BID Board of Directors do not support the Temporary Weekend Closure
recommended by staff. The BID submitted a recommendation for a Locals Night Temporary
Closure that includes a farmer's market component. Locals Night Temporary Closure
(Attachment 5) is proposed for twelve consecutive Tuesdays, beginning March 6, 2007 with
closure to the second and third blocks (from Walnut to Orange) of Main Street from 2:00 p.m.
to 9:00 p.m. High school bands, childrens' group parades and street performers are some of
the proposed activities for the Locals Night Temporary Closure.
The Downtown BID and staff agreed to recommend Seasonal Weekend Festivals. Five
festivals would"tie-in with current downtown or beach events. The following'schedule has
been proposed for 2007 but events/dates are subject to change:
• Woody Car Show Weekend, March 31 -April 2
• May Fest (Ties into Mothers' Day Pier Plaza Concert), May 11 13
• Surf&Art Walk (Ties into City Surf Contest), September 15 — 17
• Patriots' Weekend (Ties into Air Show), October 14' 16
• Light of Love (Holiday Lights), November 30 December 2
The following are estimated program costs for all proposed temporary closures and include
marketing, event management, hiring talent, street closure plan, increased sidewalk/street
cleaning and maintenance (which is supplementary to the current cleaning program), day
porter(s), shuttle service and temporary barrier rental:
• Weekend Temporary Closure - $233,814 (Four sidewalk/street cleanings per week)
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REQUEST FOR COUNCIL/REDEVELOPMENT AGENCY ACTION
MEETING DATE: 11/20/2006 DEPARTMENT ID NUMBER: ED 06-22
• Locals Night Temporary Closure - $102,624 (Two additional sidewalk/street cleanings
per week)
• Seasonal Weekend Festivals $119,443 (Four additional sidewalk/street cleanings
per week)
In addition to program costs, limited capital improvement costs will be included for design,
fabrication and installation` of directional signage and new bike racks approximated at
$16,550.
The Economic Impact and Budget Workgroup recommends that if significant negative
impacts to residents, businesses and/or tourists emerge from a temporary closure, the
Downtown Economic Development Committee Council Members should have the authority to
immediately terminate the closure and report the findings at the subsequent City Council
Meeting. Other recommendations include that an oversight committee meet after each
closure period to review and modify as necessary.
Should a Temporary Closure plan be approved, a survey would be conducted at the
conclusion of the project to gauge the attitudes and perception of the pilot project. Downtown
property owners, businesses, and residents would be incorporated in the survey target
group. Results from the survey will be presented to City Council.
As the dynamics of Downtown _Huntington Beach and Main Street progress, the need to
maintain cohesive partnerships between the City, Coastal -Commission and other
organizations is a high priority. An Urban Design Planning Firm should be hired to reassess
the Downtown Parking Master.Parking Plan and the 1989 Downtown Specific Plan. The
Downtown Specific Plan needs to be updated to reflect the impact of the new developments
and the shifting into a tourist and destination economy.
Environmental Status: Not Applicable
Attachments :
City Clerk's
Page Number No. Description
1. Activities Report; PR'& Marketing Report Permits & Ordinances
Report; & Si na e, Beautification &'Landscape Design Report
2. Parking, Traffic & Safety Report
3. Street Cleaning & Maintenance Report
4. Economic Impact & Draft Budget Report
5. Downtown BID Tuesday Locals Night Recommendation
6. Main Street Temporary Closure PowerPoint
7. Fiscal 1m act Statement
-5- 11/13/2006 10:03 AM
(12) November 20, 2006 - Council/Agency Agenda'- Page 12
F (City Council/Redevelopment Agency) Approve Trial Program for Temporary_
losure of the First Three Blocks of Downtown Huntington Beach Main Street to
Vehicular Traffic for Pedestrian Use, Based on the findings and Analysis of the Ad-
Hoc Committee
Communication from the Director of Economic Development/Deputy Executive Director
transmitting the following
Statement of Issue: On June 5, 2006, City Council approved theformation of an ad-hoc
committee to study the potential temporary closure of the first three blocks of Downtown Main
Street to vehicular traffic for pedestrian use. Staff recommends three temporary closure
alternatives for Main Street based on the findings and analysis of the ad-hoc committee. The
Downtown Business,Improvement District Board of Directors supports two of the three
alternatives.
Funding Source: Merged Area Undesignated Fund Balance not to exceed $350,000.
PowerPoint presentation titled Downtown Main Street Temporary Closure Study is
included in the agenda packet
Recommended Action: Motion to:
1 Approve the Weekend Temporary Closure recommendations made by staff
based on the findings and analysis of the ad-hoc committee and/or;
2. -Approve the Locals Night Temporary Closure recommendations made by staff
and the Downtown Business Improvement District Board of Directors based on the
findings and analysis of the ad-hoc committee or;
3. Approve the Seasonal Weekend Festivals and a Locals Night Temporary
Closure recommendations made by staff and the Downtown Business
Improvement District Board of Directors based on the findings and analysis of the
ad-hoc committee.
4. Authorize the Downtown Economic Development Committee Councilmembers
to immediately suspend the pilot project should it be determined that the temporary
closure causes a significant negative impact to Downtown Main Street and report
findings atthe subsequent City Council/Agency meeting.
5. Appropriate $350,000 from the Merged Project Area's Unappropriated Fund
Balance into a new business unit to be established upon approval of this action.
Economic Development Director Stanley Smalewitz gave a PP report. Extensive
discussion ensued amongst Council and staff.
Motion to approve Recommended Action Nos. and direct staff
to continue wor Ong on the issues in conjunction with the studies of the
to
specific plan and return to Council with further recommendations.
Approved 6-1 (Sullivan No)
Workgroup Reports
(Activities; PR& Marketing; Permits & Ordinances; Signage, Beautification
& Landscape Design)
ATTACHMENT
. 1
®• CITY OF HUNTINGTON BEACH
MAIN STREET CLOSURE COMMITTEE'
WORKGROUP REPORT
TO: STANLEY SMALEWITZ
FROM: Activities Workgroup
WORKGROUP MEMBERS: Naida Osline,Community Services (Chair);
Jim Lamb, Economic Development; Eric Engberg, Fire; Lt. Mike Reynolds,
Police; Joe Carchio,Jersey Joe's; Joe Shaw, California Greetings; Doug
Traub., HBCVB
DATE: September 8, 2006
SUBJECT: 'WORKGROUP`REPORT
Recommend Action to Main Street Closure Committee:
The Activities Committee felt that the following recommendations should be taken whether or
not a Main Street closure is adopted.
1. Develop a series of festivals for the downtown that would support the Surf City identity.
Host 'upscale funky"events that recognize Huntington Beach as an affluent community with a
casual, down-to-earth and fun-loving attitude.
Examples may include:
A festival that focuses on the nostalgic and historic elements of Surf City
This could include a woody car show and oldies surf music. A possible tie-in may be
made with the existing car show that typically takes place downtown in March of each
year and the Surfing-Museum, which has a series of ongoing surf music concerts.
A festival with a Pacific culture theme
Elements may include ukulele music, hula dancing lessons or performance, crafts like tiki
carving or palm frond painting. Information on a similar festival on Catalina Island is
attached.
A contemporary surf culture festival
Elements may include surf films, fashion and music.
Locals Night
Expand upon the Tuesday"Locals Night"which offers discounted meals at restaurants
for local residents by adding local talent contests, entertainment, sidewalk sales and
promotions.
Holiday Parade / Pier Lighting
Expand upon the existing holiday parade and pier lighting ceremony. This may include
window design contests,sales, increased holiday decorations and seasonal
entertainment. If the closure became permanent, a seasonal element such as an ice
rink may be considered.
Music
Music is an important component to events and small scale, quality festival bands can
add ambience and appeal to downtown. Large-scale concerts that attract thousands of
visitors are undesirable. Large-scale musical events would be problematic to attempt to
fit into the confined area of Main Street. Noise complaints from the surrounding
residential neighborhood would be an issue. Loud noise, such as that generated from
concerts may also not be compatible with some of the businesses and may conflict with
existing entertainment permits. Significant police resources would be required for-large-
scale`concerts.
2. Develop increased tie-ins with existing beach.events. The committee believes that many of
the events that take place on the beach should be encouraged to schedule a part of their event
on Main Street. An example of this is the Surfing Walk of Fame dedication ceremony during the
US Open of Surfing. Economic incentives or sponsorships should be considered to encourage
the event organizers to utilize Main Street.
3. Encourage daytime and weekday activities when shops are open. Daytime events may a
better solution than evening events. This would help bring people downtown when retail is open
rather than at night when only restaurants and bars are 'open. It would also help reduce the
residential noise complaints for events with amplified sound. If the goal is to enliven the
downtown during days and times when there is decreased visitation, then weekdays may
ultimately be a better timeframe for these activities.
4. Develop guidelines and enforcement policies and procedures for street performers. Street
performers, marketing teams and public speakers are already a problem on Main Street and are
likely to become even more of an issue following a closure. An ordinance with enforcement
procedures needs to be developed and put in place to limit the time and locations where these
activities occur.
5. Develop events that include more than the first three blocks of Main Street such as Walnut,
Olive, 5t" Street or additional blocks of Main Street.
6. Hire a full time staff position for the Downtown BID that could potentially be augmented with
additional funds from the City, CVB or other marketing partners. The position would be
responsible for developing events, activities and promotions, marketing and working as a liaison
with downtown businesses, the CVB,;the City and its other potential partners.
7. Maintain emergency access for event set up. A map is attached that indicates available
programmable space in the first three blocks of Main Street.
Executive Summary:
The Activities Committee had six meetings. Topics discussed included the scale and type of
events, frequency of events, optimal days and times, issues, regarding street performers,
location of events and activities, timeline'and additional resources required.
Funding a full time staff position to coordinate downtown-events and promotions is the most
important recommendation, as it would enable many of the other recommendations to occur.
Opportunities and Obstacles
Opportunities
Broaden the demographic in the downtown
Increase visitation during non peak season times
Develop unique events for the downtown
Strengthen the institutional infrastructure and effectiveness of the Downtown BID.
Increase cooperation and synergy between the City, BID and CVB in the area of events
Leverage additional marketing resources of the private sector to enhance Downtown commerce.
Obstacles
Funding for a full time staff position and event equipment,services and personnel.
Timeframe to implement Recommendation Action(include specific items):
Hiring a staff position for the Downtown BID should begin with the development of a job
description, advertising of the position and review of candidates by a Search Committee.
Concurrently,,inexpensive downtown office space should be secured. This process may take up
to an estimated 90 days. Office set up and infrastructure would require at least one month to
put in place. When staff and resources are in place, planning for a specific event should begin -
a minimum of 90 days prior to any given event.
Budget (time, materials & costs include a list of various; options i.e. frequency, type of
material, etc...):
Each event would be different, based upon components. The following lists projected costs for
individual items that may be needed for an event for a general estimate. Actual costs will vary.
Event Director: $50,000 salary + benefits
Office space and overhead: $12,000
Stager $650 for city stage
$1000-$2500 for built platform stage
Sound Services: $750 - $1500
Tents/Canopies: $150 per 10'x 10'canopy
Tables/Chairs: $1/chair, $8/table
Generators: $500
Portable Toilets: $65/reg and $130/ADA, per day rental
Hot/cold sinks: $450
Talent: Music: $1000 - $5000 per performance
Other talent,TBD
Marketing: design and printing of promotional materials,TBD
City Staff: public works, police @ hourly fully-burdened rate, as needed
Security: $17/hr.
. . CITY OF HUNTINGTON BEACH
MAIN STREET CLOSURE COMMITTEE
WORKGROUP REPORT
TO: STANLEY SMALEWITZ
FROM: Marketing PR Workgroup
WORKGROUP MEMBERS: Laurie Payne, HB City Staff
Nova Punongbayan, City Staff
Kate Hoffman, City Staff
Joe Carchio, Restaurant owner
Dave Garofalo, Business owner &resident
Steve Daniels, Business owner
Doug Traub, Conference &Visitor's Bureau
DATE: September 12, 2006
SUBJECT: WORKGROUP REPORT
Recommend Action to Main Street Closure Committee:
Once it is determined what form the closure will take, a PR/Marketing campaign can then be
designed. Without knowing what exactly the proposal will entail, it is difficult to design a
campaign to inform and promote the Downtown. There are several different methods that could
be used to promote the Downtown closure. They are highlighted in the timeframe section.
Executive Summary:
This group met on several occasions and had a difficult time coming to any real conclusions. We
really needed a more specific description of the project and the desired outcome. Any
PR/Marketing plan would include notification to the nearby residents, targeting the hotel guests
and would be event driven.
Opportunities and Obstacles (list issues for a temporary closure, any long term issues or
strategies discussed if applicable):
Opportunities
➢ Opportunity exists to bring all the stakeholders together to get consensus on the
image/branding/design that should depict the Downtown/Main Street area.
➢ Opportunity exists to promote the Downtown and bring more;families to enjoy events
and activities.
➢ Opportunity to create an image of Downtown that is complimentary to the "Surf City
USA"image and theme.
Obstacles
➢ Problems exist trying to get all the stakeholders to agree on what the Downtown image
should'be
It was difficult to determine the best PR/Marketing efforts without a specific plan for the
closure
Timeframe to implement Recommendation Action (include specific items):
Use of City resources such as Government Cable TV Channel, Website, The Sands, The .
Community Connection —these can be implemented rather quickly, within a month. (With the
exception of the Sands which is quarterly and would need a three month notice) - no cost
Use of local cable TV programs such as Real Orange news show on KOCE. — no cost
Media alerts and press conferences to provide information to focal newspapers and television
news shows no cost
Municipal Water Bill Insert needs about a one-month preparation`time $1200 cost`(not
including printing cost)
Posters - $1,400 cost
Design of graphic/logo would need about two months to develop $5,000 cost estimate
Cable TV advertisements- $1,650 to produce and $6000 to run for three months
Budget (time, materials & costs — include a list of various options i.e. frequency, type of
material, etc...):
Approximate total for PR/Marketing Campaign $15,520
CITY OF HUNTINGTON BEACH
y _ MAIN STREET CLOSURE COMMITTEE
WORK GROUP REPORT
TO: STANLEY SMALEWITZ, Director of Economic Development
FROM: PERMITS, ORINANCES, HOMELESS, LOITERING—WORK GROUP
Herb Fauland Chair (Planning), Bob Bolen (BID), Steve Daniel
(BID), Steve Fullmer (BID), Eric Engberg (Fire), Travis Hopkins
(Public Works), Nova Punongbayan (Economic Development),
Mike Reynolds (Police), Bob Stachelski (Public Works), Bill Zylla
(Planning)
DATE: October 26, 2006
SUBJECT: FINAL WORK GROUP REPORT - MAIN STREET CLOSURE
RECOMMEND ACTION TO MAIN STREET CLOSURE COMMITTEE:
Temporary Closure of Main Street
❑ The City Council shall hold a fully noticed public hearing prior to the temporary
closure of Main Street and disclose/approve all allowed temporary improvements
and activities during the temporary closure. The City Council would act on behalf
of the Specific Events Committee and approve the permit to temporarily close Main
Street and permit the temporary improvements and associated activities.
❑ No land use approvals (Coastal Development Permit/Conditional Use
Permit/Environmental Assessment/Design Review, etc.) are required for the
temporary closure. A permanent closure will require all applicable land use
approvals.
❑ All existing approvals for outdoor dining and their locations shall remain as
approved. All existing approvals for restaurants or bars with live entertainment
shall remain as approved.
Ll All applicable laws and Municipal Ordinances shall be enforced for those activities
that are not permitted by the City's approval for the temporary closure of Main
Street.
(G:\HF\Downtown\Main Street Closure Report102606)
Permits, Ordinances, Homeless, Loitering Work Group Report - FINAL
October 26, 2006
Page 2of5
❑ All private parties that are approved to conduct business or activities during the
temporary closure shall obtain a business license and pay all applicable fees.
❑ The permit costs are as follows: application - $100, specific event permit (daily)
$1,000, event `staffing fully burdened rate, and business license $21 per
business. The City Council, acting as the applicant, may waive the fees associated
with the Specific Events permit.
LJ A post closure analysis should be undertaken to review any applicable ordinances
that may need to be added, amended or revised to facilitate the permanent
closure of Main Street and associated improvements andactivities.
Permanent Closure of Main Street
❑ The possible permanent closure of Main Street is analyzed in two parts,,1) the
closure and/or vacation of the street,_ and 2) the use of the area. The closure of
Main Street for a pedestrian mall is subject to a public hearing before the City
Council. If Main Street is to be vacated, Section 4.2.16 Street Vacations of the
Downtown Specific Plan(DTSP) specifies the following:
Streets shall be vacated only after the City has analyzed the impacts on
circulation patterns and determined that the vacation will not be
detrimental.
Where streets are to be vacated, the cost of relocating all utilities shall be
borne by the developer; the City Council may waive this requirement.
Any public parking lost by street vacations must be replaced either on or
off site or through in lieu fees. Such parking shall be in addition to
_required parking for the proposed use.
Consolidations that require vacation of a portion of Main Street north of
Orange Avenue shall provide a public plaza space that will enhance the
Main Street corridor to the pier. The type of facility and its design shall be
approved by the City.
At the discretion of the City Council, all or portions of Main Street may be
used for pedestrian mall, subject to a public hearing.
Any development proposing the vacation of streets intersecting PCH in
District 2 and District 3 shall provide a view corridor not less than the
width of the former street between Walnut Avenue' and PCH. No
structures greater than forty-two (42) inches in height shall be allowed
within such view corridor. A pedestrian easement ten (10) feet wide shall
be provided through the development generally parallel to the vacated
street.
(G:\HF\Downtown\Main Street Closure Report102606)
Permits, Ordinances, Homeless, Loitering — Work Group Report - FINAL
October 26, 2006
Page 3of5
El The vacation of a public street requires a General Plan Conformance approved by
the Planning Commission. The request is typically submitted by Public Works. As
part of either process, an environmental assessment of the project's potential
impacts would be conducted pursuant to CEQA guidelines. Final environmental
determination would depend on the final project description.
Ll With respect to proposed improvements and uses or activities within the
pedestrian mall, separate Conditional Use Permit (CUP), Coastal Development
Permit (CDP), Planned Sign Program (PSP), and Design Review (DRB) may be
required. In addition, additional environmental review may be necessary
depending on the final project description. These projects would require approval
of the aforementioned entitlements by the Planning Commission. A complete
evaluation of the ` DTSP and Coastal Element will be necessary to ensure
consistency withadopted City policy. Any amendments to these documents will
require a Local Coastal Program Amendment (LCPA) and Coastal Commission
review and approval.
❑ The potential removal of the 58 on-street parking spaces between PCH and
Orange Avenue shall be replaced on a one-for-one basis (HBZSO Section 231.28).
To compound this challenge, the 58 spaces are currently included in the inventory
of the Downtown Parking Master Plan (DPMP- DTSP Section 4.2.14). As a result,
these spaces are required to be replaced within the DPMP, which is generally
bounded by PCH, Second St., Acacia Ave. and Sixth St.
LJ Any amendments to existing ordinances as a result of the post temporary closure
review shall be incorporated into the zoning amendment or Municipal Ordinance
amendment process as deemed necessary.
❑ The costs associated with the entitlements for land use approvals or zoning code
amendments would cover the applicable staff time to review and process the
proposal. The costs are as, follows: Environmental Assessment $7,255, General
Plan Conformance $4251, Conditional Use Permit $20,153, Coastal
Development Permit $2,214.50, Planned Sign Program - $1,170, Design Review
$902, Zoning Text Amendment $15, 178, Local Coastal Program Amendment —
7,306. The total in entitlement fees is $58,429.50. The City Council, acting as the
applicant, may waive the fees associated with the proposal to permanently close
Main Street.
(G:\HF\Downtown\Main Street Closure Report 102606)
Permits, Ordinances, Homeless, Loitering.— Work Group Report-FINAL
October 26, 2006
Page 4 of 5
EXECUTIVE SUMMARY:
Temporary Closure of Main Street
❑ The permitting process and costs are minimal under this scenario and can be
accomplished in a short timeframe.
Permanent Closure of Main Street
❑ The permitting process and cost under this scenario will require some time and
effort. In addition, if ordinances need to be amended based on a review of
activities under the temporary scenario; additional time and effort will be required
to process the amendments. Please note, any Coastal Commission timeframe for
review and approval of an amendment is unknown.
OPPORTUNITIES AND OBSTACLES:
Temporary Closure of Main Street
Opportunities Obstacles
Not Applicable Permit Costs
Enforcement
Permanent Closure of Main Street
Opportunities Obstacles
Not Applicable Permit Costs
Enforcement
Amendments
Timeframe
TIMEFRAME TO IMPLEMENT RECOMMENDATION ACTION;
Temporary Closure of Main Street
❑ Approximately 30 days The City Council should schedule and conduct a public
hearing to review and approve the temporary closure of Main Street.
(G:\HF\Downtown\Main Street Closure Report 102606)
Permits, Ordinances, Homeless, Loitering — Work Group Report - FINAL
October 26, 2006
Page 5 of 5
Permanent Closure of Main Street
LJ Approximately 6 months - The permanent closure would require entitlements and
a public hearing before the Planning Commission and City Council (if needed).
❑ The timeframe for any amendment requiring Coastal Commission review and
approval is unknown.
BUDGET:"
Temaorary Closure of Main Street
❑ The cost for the specific events permit is approximately $12,100. The City Council,
acting as the applicant, may waive the fees.
Permanent Closure of Main Street
LJ The costs for the entitlements are approximately $58,429.50. The City Council,
acting as the applicant, may waive the fees.
(G:\HF\Downtown\Main Street Closure Report 102606)
CITY OF HUNTINGTON BEACH
MAIN STREET CLOSURE COMMITTEE
f - WORKGROUP REPORT
TO: STANLEY SMALEWITZ
FROM: LANDSCAPE, BEAUTIFICATION AND SIGNAGE WORK GROUP
WORKGROUP MEMBERS: (LIST OF MEMBERS AND AFFILIATION)
Bob Stachelski City Staff- Public Works Department
Herb Fauland City Staff= Planning Department
Scott Hess City Staff Planning Department
Jim Jones City Staff Public Works Department
Kate Hoffman City Staff Art Center
Jim Lamb City Staff- Economic Development Department
Nova Punongbayan City Staff- Economic Development Department
Brett Barnes Downtown BID
Steve Daniel Downtown BID
Steve:Grabowski Downtown BID
Carole Lung Public
DATE: OCTOBER 18, 2006
SUBJECT: WORKGROUP REPORT
Recommended Action to Main Street Closure Committee:
The following components should be included in the development of any final plans for a
temporary off-season,weekend closure of Main Street:
■ Motorist directional signs- highly visible and themed for the downtown area
• Pedestrian oriented information signs - directional signs from major parking areas and
business directory signs along Main Street
• Incorporate tree planters with integral bench seating within the closure' area,
maintaining appropriate clearance and open space for emergency vehicle access and
other street activities. Planters should be of a size and 'number to enhance the open
space while small enough to be readily relocated and stored when not in use.
• Incorporate decorative bollards and barriers that effectively protect pedestrian areas
from traffic and enhance the areas appearance, or minimize visual impacts.
• Develop a unifying sign design theme for downtown related signing. Consider the "Surf
City"theme along with elements being developed by the Conference and Visitors Bureau
Alternative: If the Temporary Main Street closure is not approved, consider funding and
implementation of the following:
• Develop a unifying sign design theme for downtown related signing. `Consider the "Surf
City"theme along with elements being developed by the Conference and Visitors Bureau
• Motorist directional signs -;;highly visible and themed for the downtown area
■ Pedestrian oriented information signs — directional signs from major parking areas and
business directory signs along Main Street
■ Capital project to install decorative bollards that effectively protect pedestrian areas
from traffic and enhance the areas appearance for use during special events
Executive Summary:
Many of the features the work group would ideally like to recommend be included in any
closure of Main Street have proven to be impractical for implementation within the timeframe of
the current proposal. Design, procurement and installation/construction of decorative bollards
and business directory signs would require 13 to 17 weeks from approval to completion.
However, the work group did identify many amenities that are considered to be necessary to
obtain a reasonable indication of the potential success of a more permanent Main Street
closure. Portable barriers to close the street and protect pedestrians can be modified to reduce
negative visual impacts. Temporary landscape and seating areas integrated into a concrete
planter/bench located throughout each block would present a more inviting image within the
street closure area. Development of a design theme and enhanced signing plan for motorist
directions will help motorists locate parking and activity areas with the street closure and can be
an added benefit at other times. A theme embracing the Surf City image was developed as one
alternative to be considered. Finally, enhanced pedestrian oriented information signs will help
patrons identify services, locate_businesses, find restrooms and provide other information about
downtown. These improvements could be implemented within a 10 week timeframe at a cost
of approximately $180,000 for the 3 month trial period.
Opportunities and Obstacles (list issues for a 'temporary closure, any long term issues or
strategies discussed if applicable):
Opportunities Constraints/Obstacles
Development of design theme for downtown Lack of defined image
signing Official "name"for downtown`
Installation of permanent, retractable barriers Substantial costs
Implementation time
Temporary landscape and pedestrian Portability
amenities Storage location
Stability/safety
Vandalism
No rental option identified
Reuse of materials
Enhance motorist directional signing to parking Pacific City construction?
Design theme
Pedestrian directional signs Main Street focus vs. other
downtown streets
Business directory signs/kiosks Area covered
Changing tenants
Loss of sidewalk space
Internal li tin
Landscape lighting Lack of available/accessible
power source
Timeframe to implement Recommendation Action (include specific items):
Motorist directional signing: Estimate 3 weeks from completion of design
artwork for fabrication and installation
Retractable Bollards (manual): Estimate 14 weeks for design (4 weeks),
purchasing (2 weeks), fabrication (5 weeks) and
installation (3 weeks)
Retractable Bollards (hydraulic): _ Estimate 17 weeks for design (5 weeks),
purchasing (2<weeks), fabrication (5 weeks) and
installation (5 weeks)
Temporary/Portable Barriers Estimate 4 weeks for purchasing (2 weeks),
delivery (2 weeks)
Temp. Landscape/Pedestrian Amenities: Estimate 9 weeks for purchasing (2 weeks),
fabrication (6 weeks) and delivery (1 week)
Pedestrian Directional Signs Estimate 3 weeks from completion of design for
fabrication and installation
Business Directory Signs (no lighting) Estimate _ 13 weeks for purchasing (2 weeks),
design (3 weeks), fabrication (6 weeks) and
installation (2 weeks)
Business Directory Signs (Lit) Estimate 15 weeks for purchasing (2 weeks),
design (5 weeks), fabrication (6 weeks), installation
(2 weeks)
Budget: This section presents a breakdown of the estimated costs for design, fabrication and
installation of various amenity options reviewed by the Work Group. Installation costs typically
include either one-time construction costs or the weekly placement and removal of amenities
within the closure area. Long-term maintenance and replacement costs are not included in the
estimates for those items that would be'considered permanent. Significant maintenance costs
could be incurred with the hydraulic bollard systems and the lighted business directory signs.
r�� I+
r / Material
- i4 owi�,n,.. ////
Motorist directional signs
Design 19 $50 $950
Materials 19 $100 $50 $2850
Installation 19 $30 $70 $1,900
Total $5,700
Retractable bollard
manual
(Option A)
Design 1 $6,000 $ 6000
Materials 50 $6,500 - $325,000
Installation 1 $50,000 - $ 50,000
Total $381,000
Temporary Barriers
purchase
(Option C)
Materials 30 $600 - $18,000
Weekly place/remove 12 $700 $ 8,400
Total $26,400
Temporary Landscape and
Pedestrian Amenities
Planter 30 $3,000 $90,000
Tree 30 $ 300 $100 $12,000
Weekly place/remove 12 $500 $ 6,000
Total $108,000
Pedestrian Directional
Signs
Design 12 $50 $ 600
Materials 12- $250 - $3,000
Installation 12 - $100 $1,200
Total $4,800
Business Directory Signs
no lighting
Option A
Design 9 - $150 $ 1,350
Materials 9 $3,500 $31,500
Installation 9 - $400 $ 3,600
Total $36,450
Business Directory Signs -
lighted
Option B 9 - $500 $ 4,500
Design 9 $5,500 $49,500
Materials 9 $500 $ 4,500
Installation $58500
Total $117,000
ANALYSIS:
LANDSCAPE
■ Existing Landscape — No specific needs or recommendations were developed regarding
needed improvements to the existing landscaping on Main Street.
■ Temporary Landscape Temporary landscaping is recommended to help offset the
"street" feel of the closure area and create more of a pedestrian oriented, welcoming
space. Several issues were identified regarding how to implement a temporary
landscape plan,
o Key factors considered in developing the recommendation were portability,
stability, weekly`storage, quantity, vandalism, reuse,- and emergency access
paths.
o` It is recommended that identification of a suitable tree be delegated to the Public
Works-Department. Some key factors that will affect tree selection include:
visual effect as a small tree, reuse options, and suitability in the downtown area.
It is recommended that approximately 10 trees per block be used in the street
area. Actual numbers and locations should be coordinated with potential activity
areas and the need to retain a 20 foot wide emergency vehicle access path.
Presentation of the tree is discussed in more detail under Beautification.
BEAUTIFICATION
■ Pedestrian Amenities- Pedestrian amenities can be used to help create the appropriate
environment within the street closure area.
o Use of benches in connection with the temporary landscaping would create a
more inviting and pedestrian oriented feel. Use of a 80" circular bench/planter
combination, made of concrete is recommended to fill this purpose. The
bench/planter serves as an excellent container and protection for the potted
trees while also achieving a stable seating area that does not require anchors for
safety.
o Some concern was expressed by merchants regarding the potential for seating
areas to encourage loitering and congregation. The Work Group believes that a
successful pedestrian promenade must include these pedestrian amenities
despite the potential for undesirable use.
■ Parking Meters —An opportunity was identified to allow merchants to develop and use
parking meter covers near their businesses to help reduce the "street"feel of the street
and to provide potential artistic or business identification opportunities. The ,Work
Group did not develop specific' design recommendations or concepts, but believe that
the treatments could be considered during the closure period as an additional'amenity.
■ fighting - The Work Group considered the "desire to have additional lights used to
highlight the tree placement. Unfortunately, no practical means of achieving this effect
were identified. Some of the challenges that could not be addressed include: safe use
of extension cords, storage capacity and collection for solar power or battery power.
SIGNING
■ Motorist Directional Signs The closure of Main Street will make it important to improve
the guidance provided' to motorists trying to access downtown and locate parking. A
motorist directional sign program concept has been developed that uses 18 signs on the
roadway leading to downtown and within downtown directing motorists to the 3 parking'
structures. These directional signs- provided an _excellent opportunity to develop ,a
unified sign design that is unique to the area. The design of the signs can help to
enhance the downtown theme, increase recognition of the signs and add' a_positive _
visual element to the practical purpose of the signs. The design concept developed by
the Work Group is attached for reference and further development by the urban design
consultant.
■ Pedestrian 'Directional Signs = The change in configuration of Main, Street and
particularly the location of parking areas points to the need to, help pedestrians orient
themselves. It is recommended that pedestrian level signs be incorporated near each of
the parking areas to guide pedestrians to Main Street and other locations. Twelve signs
are estimated to be needed for this purpose and can follow the same theme as the
motorist directional signs.
• Business Directory Signs - Similar to treatments used in other pedestrian ;promenades
and shopping malls, business directory signs will help visitors locate and identify specific
and general categories of businesses. This approach offers the potential for additional
business exposure while assisting pedestrians in navigating the downtown area. It is
recommended;that a"total of 9 business directory signs be installed. The directory signs
could be designed in several ways including those with internal lighting. The design
should complement the overall theme developed for downtown by the urban design
consultant. The design should consider the frequent" business changes', that occur
downtown and the need to easily update the information. Another key issue is the
location of the signs. Care must be used in identifying appropriate locations for the
directories. It is anticipated that these would be installed permanently in sidewalk
areas. Selecting locations that will reduce impacts to pedestrians while still being visible
will be critical.
Timeframe to implement Recommendation Action (include specific items):
Motorist directional signing: Estimate 3 'weeks from completion of design
artwork for fabrication and installation
Retractable Bollards (manual): Estimate 14 weeks for design (4 weeks),
purchasing (2 weeks), fabrication (5 weeks) and
installation (3 weeks)
Retractable Bollards (hydraulic): Estimate 17 weeks for design (5 weeks),
purchasing (2 weeks), fabrication (5 weeks) and
installation (5 weeks)
Temporary/Portable Barriers Estimate 4 'weeks for purchasing (2 weeks),
delivery (2 weeks)
Temp. Landscape/Pedestrian Amenities: Estimate 9 weeks for purchasing (2 weeks),
fabrication (6 weeks) and delivery (I week)
Pedestrian Directional Signs Estimate 3 weeks from completion of ,design for
fabrication and installation
Business Directory Signs (no lighting) Estimate -13 weeks for purchasing (2 weeks),
design (3 weeks), fabrication (6 weeks) and
installation (2 weeks)
Business Directory Signs (lit) Estimate 15 'weeks for purchasing (2 weeks),
design (5 weeks), fabrication (6 weeks), installation
(2 weeks)
Budget: This section presents a breakdown of the estimated costs for design, fabrication and
installation of various amenity options reviewed by the Work Group. Installation costs typically
include either one-time construction costs or the weekly placement and removal of amenities
within the closure area. Long-term maintenance and replacement costs are not included in the
estimates for those items that would be considered permanent. Significant maintenance costs
could be incurred with the hydraulic bollard systems and the lighted business directory signs.
MR
�� � 1M1t►.� �,� I1It Gbst � y ���� �\�. . .�"f'
Motorist directional signs
Design 19 $50 $950;
Materials 19 $100 $50 $2,850
Installation 19 $30 $70 $1,900
Total $5 700
Retractable bollard -
manual
(Option A)
Design 1 $6,000 $ 6,000
Materials 50 $6500 - $325,000
Installation 1 $50,000 $ 50,000
Total $381000
ML
PARKING�
LEFT
AT
6TH
ST
AAA
Parking, Traffic & Safety Report
ATTACHMENT 2
p CITY OF HUNT`INGTON BEACH
MAIN STREET CLOSURE COMMITTEE
WORKGROUP REPORT
TO: STANLEY SMALEWITZ
FROM: PARKING, TRAFFIC AND SAFETY WORK GROUP
WORKGROUP MEMBERS: (LIST OF MEMBERS AND AFFILIATION)
Bob Stachelski City Staff— Public Works Department
Scott Hess City Staff- Planning Department
Herb Fauland City Staff- Planning Department
-Lt. Terry Lindsey City Staff- Police Department
Eric Engberg City Staff Fire Department
Chris Rey City Staff—Community:Services
Jim Lamb City Staff- Economic Development Department
Nova Punongbayan City Staff Economic Development Department
Bob Bolen Downtown BID
Ron McLin Downtown BID
Steve Grabowski Downtown BID
Dave Garafalo Downtown BID
John McGovern Public
Michael Hogan Public
Steve Fullmer Public
DATE: OCTOBER 18, 2006
SUB]ECT: WORKGROUP REPORT
Recommended Action to-Main`Street Closure Committee:
The following components should be included in the development of any final plans for a
temporary off-season, weekend closure of Main Street:
■ Motorist directional signs highly visible and directing motorists to parking areas
■ Retain a consultant to develop final street closure plans for detours, including means of
meeting access needs for Post Office on Olive. Plan should provide for emergency
vehicle access to Main Street from Olive and Walnut and incorporate elements that limit
the need for monitoring during implementation (no barricades, portable delineators,
etc.)
■ Incorporate bollards and/or barriers that effectively protect pedestrian areas from traffic.
• Provide a minimum 20 foot wide clear pathway through the Main Street closure area for
Fire Department access. Path may meander within the existing paved roadway and,
parking areas of the street:
• Provide valet parking`to enhance public service and offset loss of""convenience" parking
on Main Street.
or Establish an additional loading zone(s) adjacent to Plaza Almeria to offset loss of Main
Street loading area.
■ Prohibit all general vehicle traffic crossing Main Street at Olive and Walnut to minimize`
pedestrian/vehicle conflicts,
■ Coordinate alternative traffic signal operations with Caltrans at the intersections of PCH
and Main, 1st and 6t"Streets to be implemented during each closure period.
• Develop a design for incorporation of additional bike storage facilities in each of the 3
closed blocks
Alternative: If the Temporary Main Street closure is not approved, consider funding and
implementation of the following:
■ Capital project to install decorative bollards"that effectively protect pedestrian areas
from traffic and enhance the areas appearance for use during special events
■ Develop a design for incorporation of additional bike storage facilities in the downtown
area
Executive Summary:
The Parking, Traffic and Safety Work Group identified several key elements that must be
accomplished in order to meet basic needs. In addition, several elements were identified that
are considered to be desirable elements that, given the appropriate financing and schedule,
would greatly enhance the overall parking, traffic and safety, and the overall experience for
visitors. Elements considered mandatory include:
■ Prohibition of all vehicle crossings of Main Street at Walnut Avenue and Olive Avenue;
• Basic directional signs/traffic control, warning motorists of the street closure and
identifying detour routes;
■ Maintenance of a 20 foot wide clear circulation aisle within the closure area of Main
Street for emergency vehicle access;
■ Use of barriers at each of the street closure areas that have the ability to stop errant
vehicles, while maintaining minimum access to Main Street for emergency vehicles;
Achieving these mandatory requirements offers some options that provide varying degrees of
aesthetic 'enhancements and convenience. Many of these options, however, proved to be
extremely costly or required long schedules for implementation. In the end, the recommended
actions eliminated many of the enhanced treatments due to these constraints. One area where
enhanced services could be offered is in Parking and Access. Through the use of local shuttle'
service and valet operations, additional convenience opportunities could be provided while
maximizing the number of visitors that could be accommodated within the resulting parking
limitations. Details of the valet parking program were addressed by another work group.
Another enhancement that is highly recommended by the work group due to the relatively low
costs, long term application, perceived benefit and aesthetic improvements is the development
and installation of a themed motorist direction sign program. This element was also addressed
by the Landscape, Beautification and Signage Work Group.
Opportunities and Obstacles (list issues for a temporary closure, any long term issues or
strategies discussed if applicable):
Opportunities Constraints/Obstacles
Motorist directional signs Establish design theme
Design/implement street closure plan Potential costs
Downtown construction activity
Overtime labor
Pedestrian/vehicle conflicts
Post office access
Impact to deliveries
Alle im acts
Bollard/barrier installation Bollard costs
Bollard installation schedule
Barrier aesthetics
Barrier storage/transport
Temporary parking/Valet toss of revenue?
Loss of convenience parking
User costs (fees, tips, etc.)
Total parking availability
Pedestrian safety Cross street traffic
Olive crossing
Walnut crossing
Bicycles, rollerblades &skateboards
Enforcement
Bicycle storage facilities Security
Availability of space
Timeframe to implement Recommendation Action (include specific items):
Assumption; All engineering design services provided through current on-call contracts to
reduce procurement/contracting timeframes Retention of other outside design services will
significantly impact design tmeframes adding up to 12 weeks for contract processing.
Motorist directional signing: Estimate 3 weeks- from completion _ of design
artwork for fabrication and installation
Retractable Bollards (manual): Estimate 14 weeks for design (4 weeks),
purchasing (2 weeks), fabrication (5 weeks) and
installation (3 weeks)
Retractable Bollards (hydraulic): Estimate 17 weeks for design -(5 weeks),
purchasing (2 weeks), fabrication (5 weeks) and
installation (5 weeks)
Temporary Barriers Estimate 4 weeks for purchasing (2 weeks),
delivery (2 weeks)
Street closure plan: Estimate 4 weeks design, review and approval
Bicycle storage facilities Estimate 5 weeks for purchasing (2 weeks),
fabrication (2 weeks) and installation (1 week)
Budget: This section presents a breakdown of the estimated costs for design, fabrication and
installation of various amenity options reviewed by the Work Group. Installation costs typically
include either one-time construction costs or the weekly placement and removal of amenities
within the closure area. Long-tem maintenance and replacement costs are not included in the
estimates for those items that would be considered permanent. Significant maintenance costs
could be incurred with the hydraulic bollard systems and the lighted business directory signs.
i !� %i%i
a / It�'fn.
Motorist directional signs
Design 19 $50 $950
Materials 19 $100 $50 $2,850
Installation 19 $30 $70 $1,900
Total $4,750
Retractable bollard
(manual)
Design 1 - $6,000 $ 6,000
Materials 50 $6,500 $325,000
Installation 1 $50,000 $ 50000
Total $381,000
Retractable bollard
(hydraulic)
Design 1 - $8,000 $8,000
Materials 50 $9,000 $450,000
Installation 1 $100,000 $100,000
Total $558,000
Temporary Barriers
(purchase)
Materials 30 $600 - $18,000
Weekly place/remove 12 - $700 $ .8,400
Total $26,400
Street closure plan
Design" $5,000 $5,000
Implementation 12 - $500 $6,000
Total $11000
Bicycle storage
Materials 10 $300 $3,000
Installation 10 $50 $100 $1,500
Total $4,500
Analysis:
A brief review of the issues and analysis identified by the Work Group in completing this effort
is summarized in the following sections for each of the Work Group topics.
TRAFFIC Traffic encompasses several major components of the evaluation completed by
the Work Group. Each major category is discussed separately for clarity.
Traffic Circulation: Traffic circulation focused on the need to move people in,
out and around the downtown area when Main Street is closed'. The assumed 3
block-closure of Main Street along with the recommendation to close street
crossing the closure area (see_the Safety discussion) creates significant barriers
to traffic circulation and access.
■ An effective signage,and motorist information program is needed to
effectively direct motorists within and around the downtown area during the
closure.
■ A. key element to this access plan will..be coordination of traffic signal
:..
operations on PCH during each of the closure periods. Revised traffic signal
timing by Caltrans will be needed to effectively accommodate the changed
traffic patterns at 6th Street, Main Street and 1s' Street.
A detailed plan depicting all of the necessary signs was not included in the
work, but was assumed to be a separate design step to be completed during
the development of.the project if it moves forward. However, a general
understanding of the necessary=steps for implementing such a plan was
sufficient to estimate costs for this item.
■ One significant area of concern explored by the Work Group is the potential
impacts of construction projects in and near downtown. The Strand and
Pacific City projects have significant potential to impact the ability to
effectively provide access and circulation to the downtown area. After
consulting the developers for both projects, it appears that there will not be
any significant street closures or on-street construction activity from either
project after January and April 2007. However, it is important to understand
that construction 'schedules can change and it is difficult to fully anticipate
the activity that could be occurring at any given time.
■ Another concern expressed by the Work'Group is the potential impacts to
alley use that could result from the closures. Additional alley use as an
alternative to using Main Street and the cross streets are anticipated, though
the level of use is impossible to determine. Given the narrow width of alleys
and their primary purpose of providing delivery and parking access do not
make them suitable alternative routes to the street system. The Work Group
was unable to identify a clear preference for limiting or discouraging the use
of the alleys that would not affect alley use for legitimate purposes. One
alternative considered was the designation of one-way traffic flow in the
alleys. This approach could reduce the use of the alleys as :a circulation
alternative and minimize alley conflicts. However, ensuring compliance and
potential delivery impacts could prove challenging.
Access: The closure of 3 blocks of Main creates significant obstacles to
accessing the area. The closure effectively cuts off vehicle circulation
opportunities from one side of Main Street to the other. It also eliminates direct
parking and access to the business fronts along Main Street. The existing
downtown area is probably affected by a perception that access and parking is
sometimes difficult and inconvenient. The closure would probably accentuate
that perception. A more effective method of informing and directing motorists to
the parking areas downtown is viewed as being paramount to the success of a
temporary closure. The Work Group also believes that it would also greatly
benefit the existing downtown, even if the closure were not to move forward.
■ A more visible and identifiable motorist direction plan is recommended to
assist motorists in accessing downtown. An 18-sign plan has been developed
as a concept for achieving<that goal which incorporates'a themed design for
the information signs that provides a` uniform, identifiable and visually
exciting format for the signs.
■ One key challenge identified for the 3 block closure is the need to coordinate
and maintain access for the Post Office building on the northeast corner
of Main and Olive. The Post Office relies on the driveway access to Main
Street for large;truck and delivery circulation. The alley access to the site is
insufficient for the vehicles and activities on the site. There appear to be
significant issues to be overcome in addressing the Postal Services needs at
this location. The Economic Development Department is coordinating
communication with the Postal Service regarding this issue.
■ Other access concerns are addressed more directly in the Parking section,
since many of the access and convenience concerns are more directly related
to parking.
■ Bicycle access was also addressed by the Work Group. Existing bicycle
"parking"generally exceeds the current supply of bicycle storage facilities, or
the existing-facilities are not convenient to the users. The Work Group
recommends that additional facilities be provided in the downtown area. A
specific design plan or supply was not identified but is being forwarded to the
Committee for consideration and future study.
•` Enhanced Access- Transit Serviced Transit service was not specifically
addressed by the Work Group but has been added to this report in a generic
form so that it can be included in future evaluations. A local transit/shuttle
service could be employed to help encourage access to the downtown area
while minimizing the vehicle impacts during the closure period. Key shuttle
targets include the hotel area east of downtown (Hyatt and Hilton) and the
adjacent-beach area parking. A single shuttle with a fixed route serving
these areas could be used with approximately a 20 to 30 minute service
interval providing a convenient means for hotel guests and beach patrons to
go downtown for dining, shopping or other services. Service could be limited
service to certain hours or days, or be expanded beyond the scope of the
Main Street trial closure plan. An example of a service route includes one or
two stops within the South Beach area-between 1s' Street and Beach
Boulevard, exit at Beach Boulevard to Pacific View with stops at each of the
hotels, follow Huntington Street and Pacific Coast Highway to downtown and
via First Street and return the Beach area through the 1st Street entrance.
Additional service areas could be included at the Pier Plaza:parking lot off of
bth Street or using existing OCTA bus stops along Pacific` Coast Highway.
Appropriate information signs would be needed at each of the pick-up/drop
off areas including clear identification and information on service schedules.
Deliveries: The proposed street closure on Main Street is likely to impact the
ability for many of the area businesses to receive deliveries by either eliminating
or affecting existing loading zones.
■ One key area identified is the loading zone in the P block on Main Street.
The loss of this area will significantly impact business operations without,
replacement.
■ Alley impacts, as discussed in the circulation section, may also affect
deliveries. If alley use by motorists becomes significant, it may become
difficult for delivery vehicles to use the alleys. One suggestion is to convert
the alleys to one-way traffic flow. This may help to minimize use of the
alleys as,a circulation alternative to the street and minimize alley conflicts.
■' It is recommended that an additional loading zone be designated adjacent to
Plaza Almeria to offset the loss of the loading zone on Main Street. This will
likely result in'a loss of available on-street public parking.
PARKING The evaluation of parking included a review of overall supply, revenue, 'access
and convenience. Each of these areas is briefly reviewed in the following
sections.
Sunnly: The temporary closure of 3 blocks of Main Street will result in the loss
of 58 on-street parking spaces on Main Street and 30 on-street parking spaces
on Olive and Walnut for a total of 88parkingspaces
• A key consideration in reviewing parking needs for the temporary closure was
the review of current parking availability during the target season.
Specific information regarding existing parking demand was not available for
this evaluation. However, some empirical data andgeneral information was
assembled for the discussion. The information primarily focused on the use '
of structure spaces in the downtown area.
• There are 3 parking structures downtown: Plaza Almeria, Pierside Pavillion
and the City Parking Structure. The owners of the Plaza Almeria and Pierside
Pavillion parking structures were contacted to determine whether the
structures were typically ever full on non-summer weekends. They each
indicated that spaces were typically available. These two structures provide
464 total public parking spaces (296 Pierside Pavilion, 168 Plaza Almeria.
The Main Promenade (City) parking structure has 815 total public parking
spaces.
• City staff conducted a survey of parking demand in the structure on 3
weekends in September 2006. The survey indicated that the structure never
had fewer than`80 available parking spaces This data tends to support
the conclusion that there are sufficient parking spaces in the parking
structures to absorb the loss of 88 parking spaces with the temporary
closure of Main Street during the off-peak season. This same conclusion
could not be reached for a closure during any summer weekend.
Revenue: There was some concern expressed regarding the potential loss of
City_parking revenue with the closure of Main Street. It is difficult to
determine what, if any,actual revenue loss could be experienced with the loss of
88 on-street parking spaces and the use of valet parking. One important factor
is that it would be unreasonable to assume that the motorists who currently use
the metered spaces would not park in other fee-based parking in the downtown
area. For example, a metered parking user could just be displaced from the
Main Street spaces at $1.50 per hour parking to the City structure at a cost of$2
per hour. Some motorists may move to private parking structures or to
unmetered on-street parking further from downtown.
• Community Services estimates that the lost metered parking spaces generate
approximately $1,000 per day during the non-summer period. If all of this
revenue were lost it would represent approximately $30,000 in lost revenue
for 12 weekends.
• The Work Group also considered the potential loss in ticket revenue.
However, Police Department staff believe that the revenue loss would be
minimal since the parking enforcement officers would continue enforcement
activities in other areas and still be issuing tickets.
■ Another significant factor is the program for providing valet parking. Costs or
revenues associated with this activity have not been addressed by this Work
Group and therefore have not been factored into this discussion.
Access and Convenience: A significant concern of the downtown merchants
" is the effect that loss of convenient and accessible parking spaces, near many
businesses storefronts would have. One method proposed for offsetting some of
these concerns is the use of valet parking. Two key components to the
effectiveness of this approach will be the cost structure for the service and the
perceived convenience of valet parking. Developing a balanced cost structure
that minimizes patron costs while discouraging long-term parking appears to be
an important factor in the effectiveness of valet parking.
■ Merchants expressed concern that the target group for this service may be
significantly impacted by employee and beach visitor use of the spaces if
the service is too convenient and inexpensive. The Work Group was not
convinced that the valet service would effectively offset the loss of
convenience associated with the metered parking on Main Street. The
practical consideration of the time it takes to drop-off and pick-up a valet-
serviced vehicle could be viewed as being inconvenient. .Walking distance
could be another factor, depending on the visitor's destination. The Work
Group,did not identify another preferable or more effective alternative to the
valet operation, however. It was also noted that the valet service would -
likely be attractive to more affluent customers and be more of an amenity,
which could offset some of the potential negative impacts to convenience.
■ Based on input from other Work Groups, one potential valet operation
location was identified on Walnut Avenue, adjacent to the Main Promenade
Parking Structure. This location offers sufficient space within the street to
accommodate temporary valet operations with convenient valet parking
located within the parking structure.
• The Work Group identified the designation/reservation of the valet parking
spaces within the parking structure as a significant challenge. Practical valet
operations dictate that the spaces need to be near the ground level to
minimize the amount of time valet operators would need to park and retrieve
vehicles. However, the function and current conditions for use of the public
parking structure suggest that the reserved valet parking be located on the
roof of the structure. This issue must be resolved prior to installation.
SAFETY
Vehicle: Vehicle safety was 'generally addressed by ensuring that all traffic
control plans conform to current engineering standards and provide clear
information to motorists.
• Appropriate barriers, warning signs, directional signs and information signs
must be incorporated into the final closure design.
■ Additionally, traffic operation modifications must be implemented on PCH to
ensure that the operations serve the changed demands. Without these
changes, significant delays, vehicle queues and motorist frustrations could
result in increased vehicle accidents. The recommended closure- plan
eliminates many of the existing vehicle/pedestrian conflicts, generally
improving overall safety in those areas.
Pedestrian: Several aspects of pedestrian safety were considered in this effort.
One key topic was the review of pedestrian/vehicle conflicts that would result if
Olive and Walnut remained open to vehicle traffic crossing Main Street.
At the strong recommendation of the Police Department, it was assumed that
both cross streets be closed. The primary concern is that pedestrians within
the closure areas would be of a mindset that they have a freedom of
movement and lack of vehicle conflicts when walking down the street areas.
Many pedestrians may not recognize or give appropriate consideration to
vehicles crossing Main Street at Olive and Walnut, resulting in a higher risk of
a-pedestrian accident:
Substantial consideration was given to other alternatives that could be used
to mitigate this condition. However, none were determined to be equal to
the closure. Options considered include the Use of Police crossing attendants
and traffic signal controls. Pedestrian safety within the street closure area is
a significant priority, especially protection from accidental <entry by ,a
motorist.
Barriers must be incorporated that have the ability to stop or deflect a vehicle
traveling at a moderate speed (e.g. 30 miles per hour). Different methods
are available for achieving this level of protection and are recommended for
incorporation in the final traffic control plan.
Emergency: Vehicles: It is imperative that emergency vehicle-access be
maintained within the closed section of Main Street and that circulation around
the closure area not experience significant increases in vehicle congestion in
order to maintain appropriate emergency response.
■ A 20 foot wide clear pathway must be maintained within the Main Street
closure area for fire apparatus access. The pathway can meander within the
existing street and parking areas, but must be clear of any significant barriers
that would deter access.
■ Access to the Main Street area can be provided through two methods. First,
access from both sides of Olive and Walnut can be provided with a group of
offset-barriers that can be negotiated by a fire truck. This system is
generally effective in stopping an accident vehicle entry, but not absolute.
■ Another system involves the use of retractable bollards. These bollards can
be operated manually or hydraulically, enabling emergency vehicle to lower
them to enter the area. The bollards can also be designed to effectively stop
vehicles from entering the closure area at moderate speeds.
Walnut Avenue Valet Operations
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Recommended Motorist Directional Sign Concept
DOWNTOWN H B DOWNTOWN H B
PARKING PARKING
LEFT AT 6T" ST LEFT AT 1 ST ST
DOWNTOWN H B DOWNTOWN H B
PARKING PARKING
RIGHT AT 1 ST ST RIGHT AT 6T" ST
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Sign totals
Sign 1 1
Sign 2 1
Sign 3 1
Sign 4 0
Sign 5 6
,Sign 6 5
Sign 7 5
Total 19 @$250 each (fab. & install) $4,750
DOWNTOWN HB DOWNTOWN HB
PARKING
PARKING
DOWNTOWN HB
PARKING
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Street Cleaning & Maintenance Report
ATTACHMENT 3
t
CITY OF HUNTINGTON BEACH
MAIN STREET CLOSURE COMMITTEE
WORKGROUP REPORT
TO: STANLEY SMALEWITZ
FROM: Street Cleaning and Maintenance Work Group
WORKGROUP MEMBERS: James Jones,Public WorkVIPI
Nova Punon ba an
9 Y .
Steve Daniels, Downtown Merchants
DATE:. October 5, 2006
SUB]ECT WORKGROUP REPORT
Recommend Action to Main Street Closure Committee:
This workgroup recommends that in order to create a satisfactory pedestrian experience, the
current cleaning schedule and scope of services would have to be increased significantly, at
considerable expense. The Downtown Merchants would like to have the enhanced cleaning
services implemented whether or not the closure proceeds.
Executive Summary:
This workgroup researched costs and scope of services associated with additional downtown
sidewalk cleaning and street cleaning related to a temporary closure of Main St. The additional
services researched are based on the requests of the Downtown Merchants Association. These
costs would carry over to a permanent closure of Main St. if the same-service area and
frequency were retained as in a temporary closure. Sidewalk and street cleaning would be
Increased from current weekly schedule to occur 2-times,per week. Trash receptacles are
serviced under contract with Rainbow Disposal The collection schedule Is fixed by contract; it
is not subject to change. A docent, or day porter, service is recommended to prevent
accumulations of litter, spilled liquids, stickers, etc. on and around the trash receptacles,
sidewalks, and gutters between scheduled cleanings and trash collection.
This workgroup concludes that the expense of providing the cleaning and maintenance services
necessary to provide a satisfactory pedestrian experience will be cost prohibitive, especially in
consideration of the size of the area being serviced and the number of residents/businesses
benefiting from the enhanced services. Further, the additional services will require increased
staff time for management and oversight of contract workers.
MAIN STREET
Current sidewalk cleaning program and cost.
First and second blocks cleaned weekly
Cost per week$1730.00
Cost per month $6920.00
`Third and forth blocks cleaned monthly
Cost per month $1000.00
Trashcans-on Main Street cleaned weekly
Cost per week$250.00
Cost per month $1000.00
Total cost per month $8920.00
MAIN STREET
Required sidewalk-cleaning program for the proposed Main Street Closure and
associated costs.
1. Sidewalk cleaning for the first, second and third blocks, cleaned four
times per week.
Thursday night preparation for Friday
Friday night preparation for Saturday
Saturday night preparation for Sunday
Sunday night preparation for Monday
Additional'cost per weekend closure $2595.00
2. Day Porters
Recommended two men to work a split shift, time and hour to be
determined.
Cost for non-prevailing wage $16.00 per hour.
Total cost for two men per weekend $512.00
Cost for prevailing wage$24.00 per hour.
Total cost for two men per weekend $768.00
Cost of supplies for the day porters unknown at this time.
i
3. Tennant Sidewalk Sweeper
Tennant Littler Hawk
Purchase price$22,327.28
Short-term rental (nine months) $2790.91 per month:
4. Alley Cleaning
Requested two existing alleys be cleaned weekly to accommodate
pedestrian traffic.
Cost per cleaning $1000 each or$2000 per week
$8000 per month
5. Additional Restrooms (Portable Toilets)
One 32-foot ADA accessible restroom. Includes private stalls, sinks and
urinals. Requires water source and two 110-volt electrical sources.
Cost per month delivery and pickup, and once a week service $4322.75
Cost per month delivery and pickup, and twice per week service $5722.75
Additional service, if needed,per service$333
6. Additional Streets Requested to be Cleaned
First street:. PCH to Orange (one side)
Sidewalk cleaning$800 per cleaning
If cleaned weekly$3200 per month
Second street: PCH to Orange
Sidewalk cleaning $1700 per cleaning
If cleaned weekly$6800 per month
Third street: Walnut to Orange
Sidewalk cleaning $1700 per cleaning
If cleaned weekly$6800 per month
Fifth street: Walnut to Orange
Sidewalk cleaning $1300 per cleaning
If cleaned weekly$5190 per month
Sixth street: PCH to Orange
Sidewalk cleaning $2000 per cleaning
If cleaned weekly$8000 per month
Total Cost of Additional Services
Main Street Sidewalk Cleaning Four Times Per Week First Three Blocks $2595
Day Porter Weekend $768
Tennant Sweeper Rental $2790.99
Alleys Cleaned Weekly$8000
Portable Restrooms $5722
Additional Streets to be Cleaned Weekly$29,990
TOTAL $49,865
These costs are estimates and subject to change.
Opportunities and Obstacles (list issues for a temporary closure, any long term issues or
strategies discussedif applicable);
OpRgrtunitees Obstacles
Increase frequency of sidewalk steam cleaning Cost/Lack of Available Funding
Service area not clearly defined
Provide day porter service Cost/Lack of Available Funding
Service area not clearly defined
Provide additional restroom facility Cost/Lack of Available Funding
Determine Suitable Location
Timeframe to implement Recommendation Action (include specific items):
No implementation time necessary for Recommended Action. If the enhanced cleaning
schedule is desired, implementation would take approximately 30 days.
Budget (time, materials & costs include a list of various options i.e. frequency, type of
material, etc...):
See attached breakdown of costs for proposed enhanced services.
STANDARD DOWNTOWN COLLECTION SCHEDULE
WITH DONATED COLLECTIONS
Month Moll. Ttles. ed. Thurs. Fri. Sat. Still.
January1 1 1 +1 1 +1 1
February
March 1 1 1 +1 I +I 1 +I
Easter.Week. a
April l 1 1 +1 1 +1 1 +1
May 1 1 1 2 +1 2 +l 2 +1
June 1 1 1 1 2 +1 2 +1 2 +1
July 1 1 2 +1 2 +1 2 +1
August 1 1 1 1 2 +l 2 +1 2 +1
Se tember 1 1 1 1 2(+l) 2 +l 2 +l
October 1 1 2 +1 2 +1 2(+I
November'- 1 1 1 +1 1 +l
December 1 1 1 (+l 1 +1
Additional pick-ups donated by Rainbow Disposal are noted in parentheses.
Economic Impact Draft Budget Report
ATTACHMENT 4
Main Street Closure Study DRAFT Budget
Temporary Weekend Closure
Event Manager $10,000.00 $15,000.00
Generators $6,000.00 $6,000.00
Talent $12000.00 $40,000.00
City Staff- Public Works & PD $30,000.00 $30,000.00
Security (3) $16,524.00 $16,524.00
Street Performers
Subtotal $74,524.00 $107,524.00 $107,524.00
City Resources $0.00 $0.00
Local Cable (Real Orange) $0.00 $0.00
Media Alerts/Press Conferences $0.00 $0.00
Muncipal,Water Bill Inserts $1,200.00 $1,200.00
Posters $1;400.00 $1,400.00
Branding Design $5,000.00 $5,000.00
Cable TV ads $7,650.00 $7,650.00
Subtotal $15,250.00 $15,250.00 $15,250.00
Council can choose to waive
Specific Events Permit $0.00 $0.00 fee as the applicant
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SIr 't:Cleanl � ' Ma�nterranc Lon a ' .��.
Sidewalk Cleaning - First&
Second Block(4)per month $31,140.00 $31,140.00
Cost&Supplies for
dayporters unknown at this
Dayporters @ prevailing wage(2) $9,216.00 $9,216.00 time
Low Range once a week
service, high range twice a
Portable Toilets $12,968.25 $17,168.25 week
Additional service for toliets $3,996.00 $3,996.00
Subtotal $57,320.25 $61,520.25 $61,520.25
Economio Bu., Imp'ao ILow Ran a Hr % 01\ ,es
Shuttle $26,520.00 $26,520.00 $26,520.00
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Temporary Barriers $12,000.00 $12,000.00 $12,000.00 Rental&Weekly Removal
Street Closure Plan $11,000.00 $11,000.00 $11,000.00 Design & Implementation
Total Program Costs $2330814.25
Temporary Closure Budgetl1/9/2006
Local Night
DRAFT Budget
Event Manager 3600 5500 $5,500.00
Generators 0 6000 $6,000.00
Talent 0 _0
Lighting 0 1000 $1,000.00
City Staff- Public Works &PD 0 10,000 $10,000.00
Security ($25/hr) 0 3600 $3,600.00
Farmer Market 3000 3000 $3,000.00
-:
City Resources 0 0
Local Cable (Real Orange) 0 0
Media Alerts/Press Conferences 0 0
Muncipal Water Bill Inserts 1200 1200
Postern 1000 1000
Cable TV ads 2000 2000
0 4200 $4,200.00
Specific Events Permit- 0 0
Sidewalk Cleaning
-($2,000) 0 24000 $24,000.00
Dayporters @ prevailing wage (1) 0 2304 $2,304.00
Portable Toilets 0 13000- $13,000.00
Parlan ,:Traffio / afet
Temporary Barriers-rent/removal 12000 12000 $12,000.00
Street Closure Plan 11000 $11,000.00
Shuttle 7020 7020 $7,020.00
Total $102,624.OiJ
11/9/2006Temporary Closure Budget
Seasonal Weekend Festivals
DRAFT Budget
ACt . . ,.. ... . ... ,. Hill.,,. ..,. ... �. ,x..Event Manager $5,000.00 $7,500.00
Generators $3,000.00 $3,000.00
Talent $20,000.00 $20,000.00
City Staff- Public Works
PD $15,000.00 $15,000.00
Security(3) $8,000.00 $8,000.00
Subtotal $51,00000 $53,500.00 $53,500.00
et"frig, ;;/ Hi k Rari WPM , .
City Resources $0.00 $0.00
Local Cable (Real Orange) $0.00 $0.00
Media Alerts/Press
Conferences $0.00 $0.00
Muncipal Water Bill Inserts $1,200.00 $1,200.00
Posters $1,400.00 $1,400.00
Branding Design $2,500.00 $2,500.00
Cable TV ads $3,825.00 $3,825.00
Subtotal $8,925.00 $8,925.00 $8,925.00
Permrt flrd rl"'' I) h Range 5
Council can choose
to waive fee as the
Specific Events Permit- $0.00 $0.00 applicant
eCleanling +' a�
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Sidewalk Cleaning -,First&
Second Block(4)per
month $12,975.00 $12975.00
Cost&Supplies for
Dayporters @ prevailing dayporters unknown
wage(2) $4,608.00 $4,608.00 at this time
Portable Toilets $9,675.00 $9,675.00
Subtotal $27,258.00 $27,258.00 $27,258.00
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Shuttle $13,260.00 $13,260.00 $13,260.00
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Temporary Barriers $5,500.00 $5,500.00 $5,500.00 Rental &Removal
Design &
Street Closure Plan $11,000.001 $11,000.001 $11,000.00 Implementation
1 otal Pro ram Costs $119,443 00
5:06`PMTemporary Closure Budget
Limited Capital Improvements
DRAFT Budget
NNE=,
Parking,:_ ety
Design, Materials&
Motorist Directional Signs $4,750.00 $5,700.00 Installation
Bicycle Storage $6,000.00 $6,000.00
Subtotal $10,750.00 $11,700.00 $11,700.00
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. ...... 'H1 Not `
Design, Materials&
Pedestrian Directional Signs $4,800.00 $4,800.00 Installation
Subtotal $4,800.00 $4,800.00 $4,800.00
Total Capital Improvement
'costs $16,500.00
11/9/2006Temporary Closure Budget
Main Street Closure Study Committee Draft Report
Optional Materials and Services
Not recommended for Temporary Closure
/
.Optional
Short-term Rental Sidewalk
Sweeper (optional) $2,790.91 $2,790.91
Sidewalk Sweeper Purchase
(optional) $22,327.28 $22,327.28 $22,327.00
Optional-Additional Streets
cleaned in Downtown area
Alley Cleaning $8,000.00 $8,000.00
Additional Streets Cleaned Weekly-
First Street/PCH to Orange ($800
per cleaning) $9,600.00 $9,600.00
10)Additional Streets Cleaned
Weekly-Second Street/PCH to
Orange ($1700 per cleaning) $20,400.00 $20,400.00
Additional Streets Cleaned Weekly
Third Street/Walnut to Orange
($1700 per cleaning) $20,400.00 $20,400.00
Additional Streets Cleaned Weekly-
Fifth Street/Sidewalk Cleaning
($1300 per cleaning) $15,570.00 $15,570.00
Additional Streets Cleaned Weekly-
Fifth Street/Sidewalk Cleaning
($2000 per cleaning) $24,000.00 $24,000.00
Total Costs for additional street
cleaning $89,970.00 $123,088.19 $123,088.19
P�rkfn Traffic RE afet FNJ h:.Ran .: s71
Retractable Bollards (manual) Design, Materials
Option A $381,000.00 $381,000.00 $381,000.00 & Installation
Valet $26,400.00 $26,400.00 $26,400.00
Landscay Of l a y / `
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Temporary Landscape& Pedestrian
Amenities
Tree $12,000.00 $12,000.00
Planter $90,000.00 $90,000.00
Weekly place/removal of trees&
planters $6,000.00 $6,000.00
Business Directory Signs (no Design, Materials
illumination) 6 $24,336.00 n/a & Installation
Business Directory Signs Design, Materials
(illumination)-6 n/a $39,000.00 & Installation
Total for Landscape & Pedestrian
Amenities $108,000.00 $147,000.00 $147,000.00
Prelimary Total of Optional-
Maximum Costs of Optional
Materials&Services $699,815.19
11/9/2006Temporary-Closure Budget
Downtown BID Tuesday Locals Night
ATTACHMENT 5
To: Honorable Dave Sullivan and City Council
Stanley Smalewitz, Director,Economic Development
Fr: Downtown Huntington Beach Business Improvement District.
Re: MAIN STREET CLOSURE TASK FORCE-BID Report:
Mr. Mayor, Council & Staff our Goal was to help the subject study group crate a plan fo
Downtown Huntington beach that would accomplish:A MORE BUSINESS FREIDNL
DONTOWN WITH PEDESTRAIN FRIENDLY ELEMENTS, in order to crate arnore
economically viable Downtown business environment. This Goal was accomplished.In
fact,while some of the conclusions and recommendations are based on commonsense;
sometimes it takes a Task Force with a purpose to see both the simplicity and the
compilations of good planning.
Our Summary follows in Outline form.The specific detail will also be forwarded under
separate cover.. The Summary is presented in somewhat order of importance,beginning
with what should be considered as soon as possible,moving along a continuum of both
time and investment.
1. CLEANLINESS
a. Increased Street Sweeping
b. Side Walk Cleaning
c. Side Walk(2nd Block)Replacement w/environmental issues
2. PARKING
a. Convenience&Affordability
b Review.Parking Meter Hours and Rates
c. Review Parking Structure Issue: Hours,Rates, Policies, etc.}
d. Survey Min.Three Beach Communities for Downtown Parking Rates,
Hours and Street sweeping Policies
3. ENFORCEMENT POLICIES
a. Handouts
b. News racks
c. Bikes, Skateboards, eta
d. Code Enforcement Issue
4. SIGNAGE-Beautification -
a. Directional d. Public Art
b. Informational e. Landscape
c. Directory .Si Planter Areas
R
5. Public Safety
a. Traffic Signals
b. Police Presents
c. Pedestrian Crossing Technology
d. Retractable Bollards
e. Public Restrooms
f Consider VIP Program for Downtown Uniform Presence
6. OPEN UP (REVIEW)DONWTOWN SPECIFC PLAN
a. Review Zoning
b. Review Mixed Use Concept Details;
c. Review Additional Parking Availability
d. Review Housing Element
e. Review.5 h Street RETAIL Potential
7. SPECIAL EVENTS AND LOCALS NIGHT(TUESDAYS)
a.` Activities
b. Farmers Market
c. 2-Hour FREE Parking
d. Restaurants&Retail Move Outside
e. Valet Parking
f. Street Performers
g. Small (Children)Rides
h. Kids Eat Free(Tuesdays)
J. Various Parade Events,i.e.,Mom, Baby&Stroller Decoration Parade,
Dog(pet) and Owner Parade, etc.
j. WATERBILL INSERT SUPPORT 4 TIDIES PER YEAR.
Thank you for this opportunity. The above represents what we believe accomplishes the
original goal of an intermittent Main Street Closure test. Local Night,Tuesday during tl
Winter Months,approximately Halloween through perhaps Memorial Dray is the period
the Downtown needs the most help and the best period to increase both visitor and
resident participation. -
Respectfully,
Downtown Huntington Beach Business Improvement District
Main Street Temporary
Closure PowerPoint
ATTACHMENT 6
EWEN
Downtown Main Street
y
Temporary Closure Study
N m .
n
3
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Sponsored by the Redevelopment Agency
City Council
June 5, 2006 Action:
"Form an ad-hoc committee comprised of the City
Council Downtown Economic Development
Committee (EDC), key staff members...and the
Downtown Business Improvement District Board
of Directors to study and strategize for a potential
Main Street Pedestrian Mall Pilot Project. "
*Note at the June 22"d ad-hoc committee meeting,
Residents were added to process
1
City Council 's Vision
.Huntington Beach 2020 Vision Statement:
Huntington Beach:
An engaged, sustainable family friendly
Community that is safe, vibrant and attractive
to tourists, residents and businesses alike
Objectives
• Increase pedestrian traffic & activity during the off-season
• Broaden demographic of the Downtown
• Increase economic vitality
• Create a win-win environment for businesses;
residents &tourists
• Increase retail shoppers, sales & sales tax
• Supply hard data of pedestrian environment for future study
of the Downtown Specific Plan& Downtown Parking
Master Plan
• Create a sense of place that works in conjunction with
upcoming developments of Pacific City& The Strand
2
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s Current Annual Main Street
Closure Events
• March 31 -Woody Car Show
• 4th of July Celebration
• Halloween
• Early December=Brief closure for holiday parade
• Early February- Marathon PCH is closed &the
first block
3
z
Methodology
• Ad-hoc committee formed
• Brainstorming of all committee members
• Workgroups were formed by issues identified
• Committee & Workgroups met regularly &
composed of residents, BID members & staff
• Draft Reports submitted by chairs of workgroups
• Comments were solicited of workgroup members
• Final Reports submitted by Workgroup Chairs
for staff to review and propose recommendations
Council to Approve
1. Weekend Closure (Recommended by Staff); and/or
2. Locals Night Closure (Recommended by Staff
Downtown BID); or
3. Seasonal Weekend Festivals& Locals Night Closure
(Recommended by Staff& Downtown BID)
4. Should temporary closure have "significant" negative
impacts to the downtown, Downtown Economic
Development Council Members shall have authority to
suspend Pilot Closure and report findings at
subsequent City Council/Agency meeting
4
r
Temporary Weekend Closure
March 2, 2007 May 2,0, 2007
• Festivals/events •-Friday 3:00 p.m. -
• Street Performers Sundays 9:00 p.m.
• Marketing Campaign PCH — Orange
• Motorist
• Tie-in to beach Pedestrian Signage
events
Increased Frequency
of Street Cleaning
Activities Workgroup
Recommendations
• Develop festivals/events that support the Surf City
identify(Six examples provided in Workgroup Report)
• Develop increased tie-ins with existing beach events
• Encourage daytime activities
• Develop guidelines &enforcement policies for
street performers
5
2007Activties to "Tie-in " During
z Proposed Closure Period
• Woody Car Show, March 31
Downtown Main Street
• Paintball March 22-25, Beach
• AVP — May 4-6, Beach by Pier
• Duck-a-Thou, May 18-20, Pier Plaza
Mother's Day Pier Plaza Concert, May 13
Beautification, Landscape &
Signage Workgroup
Opportunities
Unified design signage theme for pedestrian&
motorists
• Capital Improvement Opportunities (long term)
Challenges
• Costs, downtown as a whole vs. Main Street, lack of
available power
6
s Permits & Ordinances
Workgroup
The Committee viewed both Temporary&Permanent
scenarios of a Closure of Downtown Main Street
Temporary Closure
•`Permitting Process & Costs Minimal
• City Council shall hold a fully noticed public hearing
•No land use approvals necessary
•No changes to all existing approvals for merchants outdoor
dining& entertainment
•No changes current applicable.laws and ordinances
• Coastal Commission approval not required
P/R c Marketing
Workgroup
Opportunities
• Event driven campaign using print, radio, cable, city
resources
• Stakeholder Consensus on Marketing &Branding
• Promote family-friendly environment in the downtown
• Create image of Downtown to Compliment"Surf City,USA"
Challenges
• Existing issue to get a consensus of Downtown's image
•All strategies difficult without temporary closure plan
7
Street Cleaning
Maintenance Workgroup
.a
Opportunities
•Temporary Closure period funded by Redevelopment Agency
•Increased frequency of cleaning sidewalks/streets
•Day Porters(2)per Temporary Closure period
•Additional portable restroom facilities
Challenges
Lack of available funding for long-term increased frequency&
manpower
•Restroom Locations to be determined
Parking, Traffic & Safety
Challenges
Challenges
Loss of 88 parking spaces for Weekend Temporary
Closure - $.98 per meter, per hour March - May
• Cross streets closed
• Enforcement of bike use & skateboards
• Limited bike storage
• Loading zones
8
Parking, Traffic & Safety
Opportunities
Opportunities
•Motorist &Pedestrian Directional`Signage
• Increased pedestrian safety
• Valet parking
• Additional bike racks
•'Maintains Emergency 20' Access
Parking Reallocation Strategy
Optional Valet Parkin
• Valet Parking for convenience
• Minimize Costs to Users
• 20% increase in spaces utilized
Lower Parking Fees -Main Promenade
• First 2 hours free during pilot project
• Flat hour fee/discounted hourly rate
currently under review
9
aming Reatiocarlon Strategy
VT
i •Re ru
t' Su h vice' City Hall Lot
A-
65 • 48 Passengers
WON/,, ✓'/'
" 'ttnte e
uttle
asking Reallocation Strategy
w°a Remote Parking
1' Shuttle Service
♦ J,' Beach Blvd. &
J Hotels
,a
10
Local Night Temporary Closure
Recommended by Staff& Downtown BID
12 Consecutive Tuesdays -March 6, 2007
• Farmers' Market • Children Rides
(i.e. fruits, vegetables,
flowers, fish monger • Closure Walnut to
butchers) Orange
• Street Performers Loss of 67 spaces
• Activities (i.e.high Costs to BID &
school bands,.children
Agency — (Events
group parades)
Manager)
r 2007 Seasonal Weekend Festivals
Recommended by Staff& Downtown BID
Fridays at 3:00 p.m. to Sundays at 9:00 p.m.
• Woody Car Show Weekend
March 31 - April 2
• May Fest (Ties into Mothers' Day Pier Plaza Concert)
May11 — 13
• Surf & Art Walk (Ties into City Surf Contest)
September 15 — 17
• Patriots' Weekend (Ties into Air Show) '
October 14 - 16
• Light of Love (Holiday Lights)
November 30 — December 2
11
Long Term Collaboration
NK E
• Better collaboration between City, Downtown
BID and Conference & Visitors Bureau on a
working staff level
• High priority regardless of what type of
Downtown will eventually develop into
•_ Long term shared costs& resources
• Capacity building of BID
• Involvement of Coastal Commission in future to
deal with long term issues
Limited Capital
Im rovements
Capital Costs for Temporary Closure to Agency
Motorist Directional Signs $59700
Pedestrian Directional Signs $400
Bicycle Racks $600
Estimated Total $165550
12
Weekend Temporary
,.. Closure Costs
Temporary Program Costs to A_ eenncy
Activities/Events Budget $107,524
Marketing $15,250
Street Closure Plan $11,000
Sidewalk/Street Cleaning &Maintenance $31,140
(4 times a week)
Portable toilets &`Additional Service $21,164
Day Porters(2 per closure) $9,216
Shuttle $26,520
Temporary Barrier Rental $12,000
Estimated Total $233814
*Note that street cleaning costs are additional to current program
Local Night Costs
Program Costs for 12 Consecutive Tuesdays
Farmers Market/Activities $29,100
Marketing $4,200
Street Closure Plan $11,000
Sidewalk/Street Cleaning&Maintenance
`(2 Times Per Week) $24,000
Day porter(1) $2,304
Portable Toilets $13,000
Temporary Barriers Rental $12,000
Shuttle $7,020
Estimated Total $102,624
*Note that street cleaning costs are additional to current program
13
Seasonal Weekend
Festival Costs
a
Program Costsfor f ve 3-Day Weekends
Activities $53,500
Marketing $8,925
Street Closure Plan $11,000
Sidewalk/Street Cleaning&Maintenance
(4 Times Per Week) $12,975
Day porter(2) $4,608
Portable Toilets $9,675
Temporary Barriers Rental $5,500
Shuttle $13,260
Estimated Total $119,443
*Note that street cleaning costs are additional to current program
Recommendations
77.u. "
-Survey conducted at conclusion of Pilot
Project of Downtown Businesses &Residents
on their attitudes and usage of Main Street
• Survey Results Reported to City Council
• Oversight group meet after each closure to
review and modify as necessary
14
Long Term Recommendations
• Hire an Urban Design Planning firm to revisit
the Downtown Specific Plan (1989) and Main
Street
• Update and revise Downtown Parking Master
Plan, prepare capital cost estimates
•Review ordinances of street performers, noise
level & pan-handling/homeless from other cities
and adopt similar ordinances contoured for HB '
✓„ „`-; may.: ;- ,,.::
er
III III ;
w
i
15
Fiscal Impact Statement
F,
7
CITY OF HUNTINGTON BEACH
INTERDEPARTMENTAL COMMUNICATION
FINANCE DEPARTMENT
TO: PENELOPE CULBRETH-GRAFT,DPA, CITY ADMINISTRATOR
FROM: DAN T.VILLELLA, CPA,FINANCE DIRECTOR
SUBJECT: FIS 2006-07-6 Main Street Pilot Program
DATE: NOVEMBER 2, 2006
As required by Resolution 4832, this Fiscal Impact Statement has been prepared for "Main Street
Pilot Program".
If the City Council approves this action (total appropriation $350,000) the estimated fund balance
of the Merged Capital Projects Fund Balance will be reduced to$11,280,000.
Dan T. Villella
Finance Director
RCA ROUTING SHEET
INITIATING DEPARTMENT: Economic Development Department
SUBJECT: Main Street Temporary Closure
COUNCIL MEETING DATE: November 20, 2006
RCA ATTACHMENTS STATUS
Ordinance (w/exhibits & legislative draft if applicable) Attached ❑
Not Applicable
Resolution (w/exhibits & legislative draft if applicable) Attached ❑
Not Applicable
Tract Map, Location Map and/or other Exhibits Attached ❑
Not Applicable
Contract/Agreement (w/exhibits if applicable) Attached ❑
(Signed in full by the CityAttorney Not Applicable
Subleases, Third Party Agreements, etc. Attached ❑
(Approved as to form by City Attorney) Not Applicable
Certificates of Insurance (Approved by the City Attorney) Attached ❑
Not Applicable
Fiscal Impact Statement(Unbudgeted, over$5,000) Attached
Not Applicable ❑
Bonds (If applicable) Attached ❑
Not Applicable
Staff Report (If applicable) Attached ❑
Not Applicable
Commission, Board or Committee Report (If applicable) Attached ❑
Not Applicable
Findings/Conditions for Approval and/or Denial Attached ❑
Not Applicable
EXPLANATION FOR MISSING ATTACHMENTS'
REVIEWED RETURNED FORWARDED
Administrative Staff )
Deputy City Administrator Initial ) )
City Administrator Initial )
City Clerk ( )
EXPLANATION FOR RETURN OF ITEM:
Only)(Below Space For City Clerk's Use
RCA Author: NPunongbayan ext. 5183
q'
RECEIVED FROM A _ —
j' AS PUBLIC RECORD FOR NCIL MEETING
OF 71so
CITY CL RK dFFICE
JOM L FLYW CITY CLERK
PETITION:
We,the undersigned, are in support of the Downtown Huntington Beach Business Improvement District
Boards position and oppose a consecutive 12 week temporary closure of Main Street. We do support the
DHBBID proposal of Tuesday Nights Local s Night and 4 Event Specific Weekend Closures.
NAME Street Address Merchant/Landlord
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PETITION:
We,the undersigned, are in support of the Downtown Huntington Beach Business Improvement District
Boards position and oppose a consecutive 12 week temporary closure of Main Street. We do support the
DHBBID proposal of Tuesday Night s Local s Night and 4 Event Specific Weekend Closures.
NAME Street Address Merchant/Landlotd
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PETITION:
We,the undersigned, are in support of the Downtown Huntington Beach Business Improvement District
Boards position and oppose a consecutive 12 week temporary closure of Main Street. We do support the
DHBBID propo sal of T u day Night s Local s Night and 4 Event Specific Weekend Closures.
NAM Street Address Merchant/Landlord
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PETITION:
We,the undersigned, are in support of the Downtown Huntington Beach Business Improvement District
Boards position and oppose a consecutive 12 week temporary closure of Main Street. We do support the
DHBBID proposal of Tuesday Night s Local s Night and 4 Event Specific Weekend Closures.
NAME Street Address Merchant/Landlord
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Lugar, Robin
From: Flynn, Joan
Sent: Monday, November 20, 2006 7:49 AM
To: Lugar, Robin;Albers, Patricia
Subject: Fw: Closing Main Street/Dislcosure For Downtown Residents11/20/06
Late Communication
-----Original Message-----
From: EyeOfTheOC@aol.com <EyeOfTheOC@aol.com>
To: CITY COUNCIL; city.clerk@surfcity-hb.org; Dapkus, Pat; City Administrator; Sharpe,
Jean
CC: Dapkus, Pat; Fikes, Cathy
Sent: Mon Nov 20 06:30:14 2006
Subject: Closing Main Street/Dislcosure For Downtown Residents11/20/06
NOTICE OF DOWNTOWN RESIDENTIAL MEETING 11/20/06 AT 6:00 PM
HUNTINGTON BEACH CITY COUNCIL CHAMBERS, 2000 MAIN STREET
The City Of Huntington Beach is proposing a temporary closure of Main Street on Friday,
Saturday, & Sunday of each weekend from 03/07 through 05/07.
WHAT DOES THAT MEAN FOR DOWNTOWN RESIDENTS?
-An enormously endless number of vehicles will be detoured through downtown
residential streets each day.
-Little to no parking for downtown residents and their guests.
More garbage and littering of the downtown neighborhoods
Increased public urination in the alleys, yards, & streets of the downtown residential
areas.
-More vandalized homes and yards in downtown residential areas.
-Menacing party (nightclub/bar) crowds inhabiting neighborhoods all night & early
mornings.
-Atrocious traffic, unnerving noise, and horrendous crime for downtown residents,
properties, & vehicles.
-Real Estate Agents;Homeowners,Buyers&Builders: The nuisance and safety issues ensuing the
closure of Main St. must be in a written declaration of legal disclosure to all buyers of
all downtown residential dwellings. Undesirable disclosures = lower property values/slower
sales!
-Up until now, the ,City's staff and consultants have discussed the need for parking with
reference to the specific square footage of businesses and developments, but, most people
come to the Promenade because it is the Promenade, therefore the square footage of the
entire Promenade should be considered as a development as well. The correct calculation of
the square footage of the entire Promenade would dictate far more parking that what
currently exists
THE CITY'S PLAN FORTEMORARILY CLOSING MAIN STREET DOES NOT CONSIDER THE EFFECTS ON
DOWNTOWN NEIGHBORHOODS
Certain reckless city council members, vulnerable city staffers, conspiratorial local
columnists, and unaffected & indifferent citizens who do not reside anywhere near the
downtown area would, like their legacy to be a Main Street Promenade. A promenade that is
carelessly planned, inadequately reviewed, and perilously consequential to all downtown
residents. /
1
3 p� --
-Currently, a downtown parking deficit negligibly plagues the entire area. An innumerous
and countless amount of downtown parking spaces will vanish without any parking
alternatives, except for the downtown residential streets.
-There isn't a past or present downtown resident that bought or rented with the idea that
Main Street would be closed and the downtown neighborhood streets and homes would become
commonplace to sinister behavior, ungodly traffic & noise, property vandalism, ;
panhandling, and a nonsensical compromise to the safety of the people and families living
in the area.
-The preposterous plans for valet parking and shuttle services are diseased and
ineffective.
-The City of Huntington Beach must be required to offer all downtown residential streets,
residential permit parking, before any type of any closure of Main Street, Olive Street, ,
and Walnut Street.
-The city is not offering residential downtown neighborhoods increased cleanup, police
presence, or parking patrol. With Main Street becoming a promenade, where will promenade
visitors be offered the use of public restrooms?
-Is the City willing to pay for lawsuits filed by downtown residents whose persons,
families, and properties are hurt and damaged as a result of Mayor Sullivan's Grand
Promenade Scheme? 'Sullivan = Kim Jong ill
Dangerous Traffic, Mass Cruising, and an Umpteen of Public Parking will be discharged
directly into the downtown neighborhoods.
DOWNTOWN NEIGBORHOODS ALREADY TOLERATE AN INORDINATE AMOUNT OF INCONVENIENCES AND AN
INSUFFERABLE LACK OF CITY SERVICES. SHOULD DOWNTOWN NEIGHBORHOODS BE BAMBOOZLED BY ANOTHER
APOCALYPTIC AGENDA AND FALL VICTIM TO THE TAINTED PLANNING OF THE CLOSURE OF MAIN STREET?
ALL CONCERNED DOWNTOWN RESIDENTIAL VOICES MUST CALL FOR THE IMMEDIATE STOP TO CLOSING MAIN
STREET. PLEASE ATTEND THE COUNCIL MEETING 11/20/06 AT 6:00 PM, ALONG WITH EMAILING EACH
CITY COUNCIL MEMBER! IF YOU CAN'T SEEM TO TAKE THE TIME TO SPEAK UP NOW, DON'T COMPLAIN
LATER WHEN IT'S IRREVERSIBLE.
Mayor Dave Sullivan: dsullivan@surfcity-hb.org <mailto:dsullivan@surfcity-hb.org>
Mayor Pro Tem Gil Coerper: gcoerper@surfcity-hb.org <mailto:gcoerper@surfcity-hb.org>_
Council Member Jill Hardy: jhardy@surfcity-hb.org <mailto:jhardy@surfcity-hb.org>
Council Member Keith Bohr: kbohr@surfcity-hb.org <mailto:kbohr@surfcity-hb.org>
Council Member Debbie Cook: hbdac@hotmail.com <mailto:hbdac@hotmail.com>
Council Member Cathy Green: cgreen@surfcity-hb.org <mailto:cgreen@surfcity-hb.org>
Council Member Don Hansen: dhansen@surfcity-hb.org <mailto:dhansen@surfcity-hb.org>
<http://www.surfsantamonica.com/ssm site/the_lookout/columns/FrankGruber/FG-2001/2-2001/02
-09-2001-columns FrankGruber What I Say_Downtown.htm>
2
APR 24 1996 04 34 FR TO 917143741557 P.'01/03
Stilton, Kristin
From: Stilton, Kristin
Sent; Monday, November 20,2006 9:33 AM
To; 'dhansen@surfcity-hb org'; 'gcoerper@surfcity-hb.org, 'dsullivsn@surfcity-hb.org;
1hardy@surfcity-Worg';'kbohrosurfcity-hb.org'; 'cgreenc surfcity-hb_org,'Debbie Cook'
Suh)eat: HB Pedestrian Mail -I6te communication for tonight's meeting
Attachm®nte: HBMaII.PDF
Please log and notate this attached as late communication for tonight's council meeting. 'These are
my comments previously made in August; and published in a local paper. I will also try to attend and
speak on the matter per my professional opinion on the subject.
Kristin R. SSW
$192 Mary Clyde
Huntinotm 88066 CA
Landscape Architect California license 3133
HBMaII.PDF(37 KB)
P.IV
i
' t V
f
�4& ba
1
APR 24 1996 04:35 FR TO 917143741557 P.02/03-
To have or not to have a Pedestrian Mall at Huntington Beach Main
Street...
As a concerned Huntington Beach rccident and patron of downtown shops and restaurants,and as
a resident within walking distance of'the pier and Main Street,I am a proponent of enhancing and
improving this downtown experience'. As aCalifornia licensed landscape architect whose final
thesis project at UC Davis discussed edc:man-only thoroughfares and transportation issues for
parts of the city of Berkeley,i might have more than a fleeting perspective of whether a street
closure mall on Main Street is a viable solution for us.
Opinions,comments,facts,and fiction abound concerning this local topic. Like many,I have
enjoyed and appreciated the Third Street mall in Santa Monica. However,I am also aware of
completely failed projects.where much time and effort and money is now being used to re-open
closed roadways'. In the 70s,cities jgmp:d on t:he"closed-streets-pedestrian-mall bus like it was
going to pass them by. Proper studies were not done For many projects which have resulted in
blighted or deteriorating downtowns. Many of the hundreds of pedestrian malls of that era and
prior have since failed. Some of theae include: 14'h Street Mall,St.Louis;Franklin Street Mall,
Tampa AND,touted as the first pedestrian mall in the country in 1959 Kalamazoo'Mall,
Michigan. As well,there have been Some success stories. These include: Pearl Street Mall,
Boulder; 16°'Street Mall,Denver;Third Street Mall,Santa Monica; State Street Mall,Madison
Wisconsin_
When researching Success ofpedestriean malls,one invariably end;up reading of something in
Europe(Essen.Bonn,Cologne,Hamburg in Germany,Copenhagen in Denmark,London).
European tradition and culture embrace a historical design vernacular that generally excluded or
minimized vehicles, We are not Europe. We do not have the history and infrastructure that de-
emphasizes the automobile. We would need to address shortcomings here. For Lis to mimic
design success,we need to be fully cognizant of expected user behavior versus realistic behavior,
based upon our national and local culture,attitude and impressions, and existing stiructureldesign.
Design is not a stand-alone'element of attraction,and the time-weary phrase"form follows
function"applies here. Function includes: what do people really WANT to do,what WILL they
do,where WB,L they walk and shop: The bucolic street experience that people may envision will
not happen through.forced features and design.
Instead of pushing through a concept;that sounds good superficially,has anyone generated a list
of the issues we"think"a pedestrian mall would solve,or experiences we think arc lacking?
Perhaps this mall idea is not the way to solve'them. Perhaps the same effort and money could be
applied differently more efficiently. What about Huntington Beach's citizens and merchants?
Downtown's shop owner:;and restaurateurs,especially,need'to fully supportive of ANY
initiative to move forward with this concept: So far,they have voiced their concerns,and I have
yet to see the concerns fully addressed. How can you assure them their revenues will increase
through this change? Trial closure has been bandiedabout like it would solve everything and
prove something. The only true test of success of such a mall would be if someone could
compare participation levels,visitors,and spending habits of patrons on both a"non-closed"day,
and the same day(climate,season,etc)but"fully-built-out." !This is impossible. To those who
think a temporary bollard closure will immediately change usage patterns(read:
spending/visitiog),I say you may be very disappointed in the results. How much money would
be required to actually improve the experience,even temporarily'? What should the
measurements'of success be,and who is going to do this analysis objectively?
i
APR 24 1996 04 35 FR TO 917143741557 P.03/03
When the pros and cons and history are understood,and still a majority of local merchants,
citizens,and politicians embrace the thought of moving forward,then the next undertaking is to
work on the basic elements that are required for success,and what we are lacking. This is not a
one-step project. Moving forward with such a proposal needs to be vicwcd as a long-tens
commitment involving money,time,phased construction,re-evaluation and on-going monitoring_
The promise up front needs to be one to make this succeed.
Some consistent elements in successful pedestrian malls include
• size-.usually 2 to 6 blocks.We meet this.
• Focus',draw,attraction—like in an enclosed mall,you must have anchor attractions at
either end and,ideally,"a hub"to support all in the middle. I don't think we meet this.
The pier,as a draw,is not balanced by anything as significant at the other side of the
Main Street proposed closure.'A potential problem is a triangulation of traffic from the
pier to The Strand to Pacific{City,alienating the businesses near the past office. This is
already a reality to some extent.
• Plentiful parking at the periphery of"the malt„—ideally,this would he free or low cost.
We lack this. This could also be the balance attraction to the,pier.
• Connector streets and walkways from"the huh"to parking and other further attractions
such as Strand and Pacific City-T we fall short here. The pedestrian experience is ended
by busy streets,cars,intersections. We would need to be able to extend the experience to
the connector locations.
• Diversity of shops and eateries and experience--we have a beach-themed environment
and surf--based shops here_ Can we add some family draw? Entertainmcnt?
• Tmn:sponation addressed—bus hubs,taxi drop-offs,car pool parking,shuttles_ We
should consider options.
• Ongoing Maintenance and Revitalization-we would need to revisit and revise the mall
regularly as society changes;'as most of the successful malls undergo occasional re-
design and upgrades.
Common trends In the failed malls include:
• Sad parking
• Exposure to weather,or sense of exposure
• l,rtefficiem circulation
• boss of or lack of tenant draws,
• Perceived or real increase in�cnme
• Lighting issues
• Safety issues
• Lack of shopping diversity.
• if we were to think of our California and local culture,we could certainly add to this
potential problem list' conflict of bikes/skateboards/pedestrians,litter issues,graffiti,
lack of family-oriented destinations within the proposed mall.
To have or not to have a pedestrian mall? The answer to the initial question is simply not easy.
A decision will be made to either move forward or not in designing a street-clw wre mall. Let's
hope the decision is fully researched both from a design and financial standpoint and that
everyone is cognizant of both best and worst-case scenarios,with contingency plans in place on
all fronts.
r
ats€ TOTAL PAGE.03, sc�c
Page 1 of 3
Esparta, Patty
From: Ourenzo@aol.com
Sent: Wednesday, June 07, 2006 7:35 AM
To: zzm-OC Register-C.Seeden
Subject:Viewpoints:Anthony Ourenzo
To Whom It May Concern:
We are pro-development, traffic-progressive, and neighborhood regentrification advocates and residents of
downtown Huntington Beach. The idea of a downtown promenade with very close beach and pier proximity
without the dangers and mess of drivers would invite more people to the area so they'll shop, eat and spend
more time in downtown. The business owners will prosper in a new promenade environment, they should
embrace change!What has not been considered is the parking impact for the downtown residents. With a
guaranteed increase of summer time beach visitors,surfing events and concert goers, an annual shortage of
summer time parking, and a possible traffic free promenade, downtown homeowners and residents will suffer
an ongoing and ever increasing number of home and yard vandalisms, more chronic street littering of food and
beverage remnants,and the awful and growing occurrence of visitors using our neighborhoods as illegal
toilets because of more overflow,parking hitting our residential streets. A very easy solution, which more beach
communities have adopted is Permit Parking. All the residential streets, aka, The Village,encompass 1 st Street
To 22nd'Street, from PCH,up to Palm Street.This entire stretch of numbered streets should be Permit Parking
Only. It creates revenue for the city and protects the residents of The Village. Huntington Beach is almost the
last downtown beach city which doesn't provide this type of monitored/progressive parking and
neighborhood protection for it's homeowners and residents. If city, business, development, and
retail progression are here to stay, allow it to positively affect all parties involved by introducing Permit Parking
in our downtown/beach neighborhoods, aka, The Village. We welcome all visitors and anything/all positive
progression, please....don't forget about us!
Thank You,
Anthony Ourenzo
520 7th Street
Huntington Beach, California'92648
714.743.0890
OURENZO(&_AOL.COM
Business owners oppose Main Street block closures
*Several downtown merchants fear closing Main Street during summer would hurt their businesses.
By Purnima Mudnai, Independent
Woodies - not to mention SUVs--cruising down Main Street could become a thing of the past if a test project
to close downtown's central artery to automobiles begins at the end of summer. But some business owners are
not thrilled with the plan.The city's economic`development department is proposing to close about three blocks
of Main Street, from Pacific Coast Highway to Orange Avenue, every weekend from Labor Day through New;
Year's weekend.The plan would close the street from noon Friday to 10 p.m. Sunday. "We could study this
thing to death, but without some sort of a structure, we would keep going in circles," said Stanley Smalewitz,
the city's economic development director.He believes a Labor Day weekend start date could galvanize the city's
staff to focus on the project. A local delegation recently returned from a workshop with Santa Monica city
officials to learn about that city's experience with the Third Street Promenade.At a May 12 meeting, the
economic development department suggested setting up a working committee that will include city staff
members as well as two to three downtown business owners, a police representative and the fire marshal to
oversee the pilot project.The proposal is set to be discussed by the City Council in June and must be approved
by the council before staff members can form the working committee.Many members of the Downtown
Business Improvement District spoke out against the four-month project. They said they were surprised by the
presentation of the pilot proposal at a recent meeting."Who's the mastermind behind this, because we aren't
_pushing this,"said Bob Bolen, owner of Huntington Beach Realty on Main Street. About nine downtown
businesses, calling;themselves Third'Block Merchants, signed a letter saying they are against closing Main
6/7/2006
Page 2 of 3
Street because doing so would damage their businesses. Bolen said Santa Monica has six city-owned parking
structures with about 5,000 spaces close to the Third Street Promenade--compared with Huntington Beach's
single public parking structure with 815 spaces. Surf City has two parking structures owned privately by Plaza
Almeria and Pierside Pavilion, but closing three blocks on Main Street would take away 57 street parking
spaces. Stephen Daniels, president of the Downtown Huntington Beach Business Assn., agreed that parking
would be a problem. Smalewitz, however, said there would be free parking during the pilot. "I don't know if it
gets any better than that,''he said. Hiring a valet parking service to set up valet stations at Walnut and Orange
Avenues is an option that the committee would look at. "People could get off at these corners instead of driving
around to find parking," Mayor Dave Sullivan said. A valet service could find additional off-street parking
locations and make arrangements to use privately-owned lots during off-peak hours. But Joe Shaw, owner of
retail store California Greetings, thinks the loss of parking spaces would drive away customers. "I'm a>small
businessperson --this is my livelihood, he said. "There's a very thin line between doing well in business and
going out of business. Smalewitz thinks Huntington Beach is going through growing pains similar to those
Santa Monica went through when it was building its public parking structures back in the 1960s. "That's why
they're able to offer free parking for the first two hours,"he said. Sullivan believes that Main Street's close
proximity to the beach--as compared to the Third Street Promenade,which is several blocks away--means
,.we're starting way ahead of the curve." Smalewitz said the city could hold special events on Saturday
evenings, invite street performers or host car shows and art events during the pilot. "The whole deal is to bring
people to the area so they'll shop, eat and spend more time in downtown," he said. Around September,when
the weather Starts to turn, staff would be able to compare revenues for the summer with the winter seasons;
Smalewitz said.The numbers also would be compared against data from previous years. Councilman Gil
Coerper was supportive of the project. Closing the street on the weekends would require the city to steam-
clean the street and sidewalks and pick up trash left by pedestrians.New trash and restroom facilities also
would have to be set up. The department staff is putting together a budget to pay for parking and maintenance
costs.
Resident Permit Parking Program:
Study and Conditions Proven To Work In California Beach Cities.
Resident Permit Parking Program is a proven tool to address difficult neighborhood parking intrusion
problems. Its purpose is to address significant intruder parking problems,such as those that occur in
neighborhoods adjacent to the beach. RPPP is an inexpensive, proposition for the City to install and
maintain.Accordingly, residents of these neighborhoods are required to pay a fee,which should
recover all of the costs related to RPPP. Fines from permit parking ticketing should be provided for city
use and towing should be at the expense of ticketed vehicle owner. Most California beach cities have
`resident only' parking.
RPPP has proven to make visitors utilize designated city parking, along with 'pay for'city and private
parking lots and structures.
Permit parking areas in residential neighborhoods adjacent to California beaches provide safety to the
community and revenue for the City.
Red and white"Permit Parking Only"street signs indicate that these neighborhoods are a residential
permit area. Only neighborhood residents with City issued permits may park on these streets.Parked
vehicles without permit stickers are ticketed,fined,and towed.
A homeowner parking permit is sold to persons who own and reside at their property located in a
restricted zone. Rental property owners and rental property management companies are sold parking
permits in a restricted zone and are responsible for issuing these permits to their tenants as a part of
their rental agreement.
Residential parking permit zones control and limit the number of vehicles per property, eliminating the
abundant overuse of residential city streets.This guarantees each homeowner and/or resident fair,
adequate, and equal parking without any form of discrimination.
Parking permits are issued by the month, if a property owner chooses to purchase a permit at anytime
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during a one month period,the full parking permit fee is applied without exception.
Most cities require monthly parking permit decals placed at the rear windshield on the passenger side,
making visibility clear and easy for parking patrol officers.
If a resident has a special one day event at their home in an RPPP zone,they may purchase a sufficient
number of visitor's passes for each of their guests to use.The City will hold the check for return of the
passes after one business day of the event and the check will be returned to the resident.
Residential parking permits are never issued to Recreational Vehicles,Work/Business Vehicles, or
Semi Trucks/Big Rigs in a RPPP zone.
Parking permits apply to any type of motorized vehicle parked within the resident permit parking zone
A special pass for moving into or out of a residence within a permit parking zone is issued for a one to
two day moving time allowance with a one time'free of charge
Construction, maintenance,and service vehicle permits are purchased by the property owner as day
permits,these permits are made of a bright colored paper with a posted time of usual
weekday business hours and must be visible in the front windshield of the construction,
maintenance, or service vehicle.
Some California beach cities have offered discounted residential parking permits to seniors that are 65
and older, licensed handicapped persons,and fuel alternative vehicles.
Most California beach cities have city councils that have legally implemented the RPPP without
surveys,studies,or neighborhood petitions.Within these RPPP zones, 98 percent of the homeowners
and residents welcome the extra permit parking fee to provide adequate parking and safer
neighborhoods.
6/7/2006